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April 21, 2020 City Council Packet
MEETING PARTICIPATION NOTICE This meeting will be conducted utilizing teleconference communications and will be recorded for live streaming. In accordance with the State of California Executive Order N -29-20 dated March 17, 2020, all City of Beaumont public meetings will be solely available via live streaming and made available on the City’s official YouTube webpage. Please use the following link during the meeting for live stream access: BeaumontCa.gov/Livestream Public comments will be accepted via email and will be read aloud during the corresponding item of the meeting. Public comments shall not exceed (3) minutes unless otherwise authorized by City Council. Comments can be submitted anytime prior to the meeting as well as during the meeting up until the end of the corresponding item. Please submit your comments to: NicoleW@BeaumontCa.gov In compliance with the American Disabilities Act, if you require special assistance to participate in this meeting, please contact the City Clerk’s office using the above email or call (951) 572-3196. Notification 48 hours prior to a meeting will ensure the best reasonable accommodation arrangements. CITY COUNCIL CLOSED & REGULAR SESSION 550 E. 6th Street, Beaumont, CA Tuesday, April 21, 2020 Closed Session: 5:00 PM | Regular Meeting: 6:00 PM AGENDA Materials related to an item on this agenda submitted to the City Council after distribution of the agenda packets are available for public inspection in the City Clerk’s office at 550 E. 6th Street during normal business hours Any person with a disability who requires accommodations in order to participate in this meeting should telephone the City Clerk’s office at (951)769-8520, at least 48 hours prior to the meeting in order to make a request for a disability related modification or accommodation Any one person may address the City Council on any matter not on this agenda. If you wish to speak, please fill out a “Public Comment Form” provided at the back table and give it to the City Clerk. There is a three (3) minute limit on public comments. There will be no sharing or passing of time to another person. State law prohibits the City Council from discussing or taking actions brought up by your comments. CLOSED SESSION - 5:00 PM A Closed Session of the City Council / Beaumont Financing Authority / Beaumont Utility Authority / Beaumont Successor Agency (formerly RDA)/Beaumont Parking Authority / Beaumont Public Improvement Authority may be held in accordance with state law which may include, but is not limited to, the following types of items: person nel matters, labor negotiations, security matters, providing instructions to real property negotiators and conference with legal counsel regarding pending litigation. Any public comment on Closed Session items will be taken prior to the Closed Session. Any required announcements or discussion of Closed Session items or actions following the Closed Session with be made in the City Council Chambers. CALL TO ORDER Mayor Santos, Mayor Pro Tem Lara, Council Member Carroll, Council Member Martinez, Council Member White Public Comments Regarding Closed Session 1. Conference with Legal Counsel Existing Litigation-Pursuant to Government Code Section 54956.9(d)(1): Serrato v. City of Beaumont, Case No. RIC 1820593 Pucio et. al v. State of California - Department of Transportation et. al., Case No. RIC 1905672 Loandepot.com, LLC dba Imortgage v. Nancy Penman et. Case No. RIC 1722842 2. Conference with Labor Negotiators - Pursuant to Government Code Section 54957.6 City Designated Representatives City Manager Todd Parton and Administrative Services Director Kari Mendoza. Employee Organizations: Beaumont Police Officers Association Adjourn to Regular Session REGULAR SESSION - 6:00 PM CALL TO ORDER Mayor Santos, Mayor Pro Tem Lara, Council Member Carroll, Council Member Martinez, Council Member White Report out from Closed Session: Action on any Closed Session items: Action of any requests for Excused Absence: Pledge of Allegiance: Approval / Adjustments to the Agenda: Conflict of Interest Disclosure: ANNOUNCEMENTS/ RECOGNITION / PROCLAMATIONS / CORRESPONDENCE PUBLIC COMMENT PERIOD (ITEMS NOT ON THE AGENDA) Any one person may address the City Council on any matter not on this agenda. If you wish to speak, please fill out a “Public Comment Form” provided at the back table and give it to the City Clerk. There is a three (3) minute time limit on public comments. There will be no sharing or passing of time to another person. State Law prohibits the City Council from discussing or taking actions brought up by your comments. CONSENT CALENDAR Items on the consent calendar are taken as one action item unless an item is pulled for further discussion here or at the end of action items. Approval of all Ordinances and Resolutions to be read by title only. 1. Approval of Minutes Recommended Action: Approve minutes dated April 7, 2020. 2. Request for Authorization to Submit an Application for Local Early Action Planning (LEAP) Grant Funding Recommended Action: Waive the full reading and adopt by title only, “A Resolution of the City Council of the City of Beaumont, Authorizing Application for and Receipt of Local Government Planning Support Grant Program Funds.” 3. Performance Bond Acceptance and Security Agreement for McDonald Property Group, Tract 36426 Fourth Street Storm Drain and Street Improvements Recommended Action: Accept the following bond and security agreement: Performance Bond No. 107174930 for storm drain and street improvements. 4. Quarterly Status of City Council Travel and Training Reimbursements Recommended Action: Receive and file. 5. Request for Destruction of Retention Met Records Recommended Action: Waive the full reading and adopt by title only, “A Resolution of the City of Beaumont Authorizing Destruction of Certain Records in Accordance with the Records Retention Schedule Adopted by City Council.” 6. FY 2019-20 Review of Budget to Actual for General Fund and Wastewater Fund Recommended Action: Receive and file the FY 2020 update to the General Fund and Wastewat er Fund budget to actual reports. PUBLIC HEARINGS Approval of all Ordinances and Resolutions to be read by title only. 7. Public Hearing: Fiscal Year 2020/21-2022/23 Short Range Transit Plan – Final Draft Recommended Action: Hold a Public Hearing, and Adopt the plan with any recommended changes. ACTION ITEMS Approval of all Ordinances and Resolutions to be read by title only. 8. A Resolution of the City Council of the City of Beaumont for Authorization of the Execution of the Certifications and Assurances and Authorized Agent Forms for the Low Carbon Transit Operations Program (LCTOP) for the Following Project: Free Fare Promotion, $93,346 Recommended Action: Waive the full reading and adopt by title only “A Resolution of the City Council of the City of Beaumont for Authorization of the Execution of the Certifications and Assurances and Authorized Agent Forms for the Low Carbon Transit Operations Program (LCTOP) for the Following Project: Free Fare Promotion, $93,346;” Authorize the Execution of the Certifications and Assurances; and Authorize the Execution of the Authorized Agent Forms for LCTOP for Free Fare Promotion, in the amount of $93,346. 9. Award a Professional Services Agreement to SKM Engineering, LLC, for Engineering Design Services of the Programmable Logic Controller (PLC) Upgrade Design for the Various Lift Stations in the Wastewater System (CIP2019-018) in an Amount Not to Exceed $49,910 Recommended Action: Award a Professional Services Agreement to SKM Engineering, LLC, for Engineering Design Services of the PLC Upgrade Design for the various Lift Stations in the Wastewater System (CIP2019-018) in an Amount Not to Exceed $49,910. 10. Approval of the First Amendment to the Professional Services Agreement with Claremont Environmental Design Group for Architectural and Engineering Services of the West Side Fire Station in the Amount of $66,101 with a Total Not to Exceed Contract Amount of $265,301 Recommended Action: Approve the First Amendment to the Professional Services Agreement with Claremont Environmental Design Group for architectural and engineering services of the West Side Fire Station in the amount of $66,101 with a total not to exceed contract amount of $265,301. 11. Consider Adopting a List of Projects Funded by SB 1 - The Road Repair and Accountability Act Recommended Action: Waive the full reading and approve by title only, “A Resolution of the City Council of the City of Beaumont to Adopt a List of Projects for Fiscal year 2020-21 Funded by SB-1: The Road Repair and Accountability Act of 2017.” 12. Approval of the Third Amendment to the Professional Services Agreement with Falcon Engineering Services, Inc., for Construction Management Services of the State Route 60 (SR-60) and Potrero Boulevard Interchange Project Phase 1/1A in the Amount of $83,331.76 with the Total Not to Exceed Contract Amount of $2,360,831.16 Recommended Action: Approve the Third Amendment to the Professional Services Agreement with Falcon Engineering Services, Inc., for Construction Management Services of the State Route 60 (SR-60) and Potrero Boulevard Interchange Project Phase 1/1A in the amount of $83,331.76 with the total not to exceed contract amount of $2,360,831.16. 13. FY 2021 Budget Discussion Recommended Action: Review the initial FY 2021 budget for the General Fund and Wastewater Fund, Review the revised General Fund Long Term Financial Forecast, and Provide guidance to staff regarding budget assumptions. 14. Four Seasons Lift Station Pumps – Emergency Repairs Recommended Action: Ratify costs associated with the emergency repairs to the Four Seasons lift station pump in the amount of $27,633. 15. Noble Creek Lift Station Pumps – Emergency Repairs Recommended Action: Ratify costs associated with the emergency purchase of two pumps to support the Noble Creek lift station in the amount of $59,249.30. 16. City Council Approval of Change Order No. 15 for the Wastewater Treatment Plant Upgrade/Expansion in the Amount Not to Exceed $79,713.39 Recommended Action: Approval of Change Order No. 15 for the Wastewater Treatment Plant Upgrade/Expansion in the amount not to exceed $79,713.39. 17. Wastewater Treatment Plant Expansion/Renovation and Brine Pipeline Installation Project Status Update Recommended Action: Receive and file the project updates. 18. City Attorney Invoices for the Month of March Recommended Action: Approve invoices in the amount of $98,170.98. LEGISLATIVE UPDATES AND DISCUSSION 19.Townsend Legislative Update COUNCIL REPORTS - Carroll - Lara - Martinez - Santos - White CITY TREASURER REPORT Finance and Audit Committee Report Out and City Council Direction CITY CLERK REPORT CITY ATTORNEY REPORT 20. Status of Pending Litigation Report CITY MANAGER REPORT - COVID-19 Update - General City Matters FUTURE AGENDA ITEMS ADJOURNMENT The next regular meeting of the Beaumont City Council, Beaumont Financing Authority, the Beaumont Successor Agency (formerly RDA), the Beaumont Utility Authority, the Beaumont Parking Authority and the Beaumont Public Improvement Agency is scheduled for Tuesday, May 5 2020, at 5:00 p.m. or thereafter as noted on the posted Agenda for Closed Session items in the City Council Board Room No. 5, followed by the regular meeting at 6:00 p.m. or thereafter as noted on the posted Agenda at City Hall. Beaumont City Hall – Online www.BeaumontCa.gov CITY COUNCIL CLOSED & REGULAR SESSION 550 E. 6th Street, Beaumont, CA Tuesday, April 07, 2020 - 6:00 PM MINUTES REGULAR SESSION 6:00 PM CLOSED SESSION - 5:00 PM A Closed Session of the City Council / Beaumont Financing Authority / Beaumont Utility Authority / Beaumont Successor Agency (formerly RDA)/Beaumont Parking Authority / Beaumont Public Improvement Authority may be held in accordance with state law which may include, but is not limited to, the following types of items: personnel matters, labo r negotiations, security matters, providing instructions to real property negotiators and conference with legal counsel regarding pending litigation. Any public comment on Closed Session items will be taken prior to the Closed Session. Any required announcements or discussion of Closed Session items or actions following the Closed Session with be made in the City Council Chambers. CALL TO ORDER at 5:01 p.m. Present: Mayor Santos, Mayor Pro Tem Lara, Council Member Carroll, Council Member Martinez, Council Member White Public Comments Regarding Closed Session Any one person may address the City Council on any matter to be discussed during closed session. If you wish to submit a comment, please send via email to NicoleW@BeaumontCa.gov. Your comments will be read aloud during the public comment portion of the meeting. 1. Conference with Labor Negotiators - Pursuant to Government Code Section 54957.6 City Designated Representatives City Manager Todd Parton and Administrative Services Director Kari Mendoza. Employee Organizations: Beaumont Police Officers Association No reportable action. Adjourn to Regular Session Item No.1. REGULAR SESSION - 6:00 PM CALL TO ORDER at 6:14 p.m. Present: Mayor Santos, Mayor Pro Tem Lara, Council Member Carroll, Council Member Martinez, Council Member White Report out from Closed Session: see above. Action of any requests for Excused Absence: None. Pledge of Allegiance Approval / Adjustments to the Agenda: None. Conflict of Interest Disclosure: None. ANNOUNCEMENTS/ RECOGNITION / PROCLAMATIONS / CORRESPONDENCE PUBLIC COMMENT PERIOD (ITEMS NOT ON THE AGENDA) Any one person may address the City Council on any matter not on this agenda. If you wish to submit a comment, please send via email to NicoleW@BeaumontCa.gov. Your comments will be read aloud during the public comment portion of the meeting. No speakers. CONSENT CALENDAR Items on the consent calendar are taken as one action item unless an item is pulled for further discussion here or at the end of action items. Approval of all Ordinances and Resolutions to be read by title only. 1. Ratification of Warrants Recommended Action: Ratification of Warrants dated: January 30, 2020 February 6, 2020 February 13, 2020 February 20, 2020 2. Approve Minutes Recommended Action: Approval of Minutes dated March 17, 2020. Item No.1. Motion by Council Member Nancy Carroll Second by Mayor Pro Tem Lara To approve the Consent Calendar. Ayes: Council Member White, Council Member Martinez, Council Member Carroll, Mayor Pro Tem Lara, Mayor Santos Approved by a unanimous vote. PUBLIC HEARINGS Approval of all Ordinances and Resolutions to be read by title only. 3. Extension of Ordinance No. 1121 of an Interim Urgency Ordinance for a Temporary Moratorium Prohibiting Tire Sales and Tire Repair Establishments. Public Hearing opened at 6:22 p.m. No public comments. Public Hearing closed at 6:23 p.m. To waive the full reading and approve by title only, “Ten Month and Fifteen Day Extension of Ordinance No. 1121 Being an Interim Urgency Ordinance of the City of Beaumont, Enacting A Temporary Moratorium Prohibiting Tire Sales and Tire Repair Establishments, Pursuant to Government Code Section 65858.” Ayes: Council Member White, Council Member Martinez, Council Member Carroll, Mayor Pro Tem Lara, Mayor Santos Approved by a unanimous vote. ACTION ITEMS Approval of all Ordinances and Resolutions to be read by title only. COUNCIL REPORTS - Carroll - Participated in an RTA board meeting. - Lara - Reported out from the Pass Zone Meeting. - Martinez - Gave a report out from the RCA meeting. - Santos - Thanked all of the first responders. - White - Thanked the City Public Information Officers for their work on updating the community. ECONOMIC DEVELOPMENT UPDATE Economic Development Committee Report Out and City Council Direction No update. CITY TREASURER REPORT No report. Item No.1. CITY CLERK REPORT Gave a status of the public records requests for the months of February and March. CITY ATTORNEY REPORT No report. CITY MANAGER REPORT Gave an update as to City functions and how they are continuing to function during this time. FUTURE AGENDA ITEMS COVID-19 Briefing ADJOURNMENT at 7:03 p.m Item No.1. Staff Report TO: Mayor, and City Council Members FROM: Christina Taylor, Community Development Director DATE April 21, 2020 SUBJECT: Request for Authorization to Submit an Application for Local Early Action Planning (LEAP) Grant Funding Background and Analysis: In 2017, Governor Brown signed a 15-bill housing package to address the state’s housing shortage and high housing costs. The approval included the Building Homes and Jobs Act (SB 2), which established a $75 recording fee on real estate documents to increase the supply of affordable homes in California. These fees are collected and used to fund a variety of housing related grant programs for which agencies can apply. The City of Beaumont was awarded $160,000 during the first round of grant funding. Those funds will be used to update the City’s municipal code and housing related policies. This includes developing an accessory dwelling unit ordinance, changes to the municipal code regarding processing procedures for residential develo pments. Each of these need to be addressed so the City can be compliant with State requirements. This also provides the opportunity for the City to focus on specific geographic areas for project level design and standards as cost permits. The State is currently in the second round of funding, accepting applications for the Local Early Action Planning (LEAP) Grant funding. The awards are based on population and the City of Beaumont is eligible for up to $150,000. These funds can be used to either accelerate housing production or to facilitate compliance to implement the sixth cycle Regional Housing Needs Assessment (RHNA). The State of California requires each city to have a compliant housing element. The State is finalizing guidelines for the sixth cycle RHNA which will need to be implemented in the form of a housing element. Funding received from this application is intended for the City’s sixth cycle housing element. The process will begin mid-summer 2020 and be completed by October 2021 in order to be compliant with State requirements. Item No.2. Fiscal Impact: The cost to prepare the SB 2 grant application and this staff report is approximately $750. If awarded, the City will receive $150,000 in non-competitive grant funds. Recommended Action: Waive the full reading and adopt by title only, “A Resolution of the City Council of the City of Beaumont, Authorizing Application for and Receipt of Local Government Planning Support Grant Program Funds.” Attachments: A. LEAP Grant Application with Resolution Item No.2. Local Early Action Planning Grant Application State of California Governor Gavin Newsom Alexis Podesta, Secretary Business, Consumer Services and Housing Agency Doug McCauley, Acting Director Department of Housing and Community Development Zachary Olmsted, Deputy Director Department of Housing and Community Development Housing Policy Development 2020 West El Camino, Suite 500 Sacramento, CA 95833 Website: https://www.hcd.ca.gov/grants-funding/active-funding/leap.shtml Email: EarlyActionPlanning@hcd.ca.gov January 27, 2020 Item No.2. LEAP Application Packaging Instructions The applicant is applying to the Department of Housing and Community Development (Department) for a grant authorized underneath the Local Early Action Planning Grants (LEAP) provisions pursuant to Health and Safety Code Sections 50515 through 50515.05. LEAP provides funding to jurisdictions for the preparation and adoption of planning documents, process improvements that accelerate housing production and facilitate compliance in implementing the sixth cycle of the regional housing need assessment. If you have questions regarding this application or LEAP, email earlyactionplanning@hcd.ca.gov. If approved for funding, the LEAP application is incorporated as part of your Standard Agreement with the Department. In order to be considered for funding, all sections of this application, including attachments and exhibits if required, must be complete and accurate. All applicants must submit a complete, signed, original application package and digital copy on CD or USB flash drive to the Department and postmarked by the specified due date in the NOFA. Applicants will demonstrate consistency with LEAP requirements by utilizing the following forms and manner prescribed in this application. o Pages 3 through 14 constitute the full application (save paper, print only what is needed) o Attachment 1: Project Timeline and Budget: Including high-level tasks, sub-tasks, begin and end dates, budgeted amounts, deliverables, and adoption and implementation dates. o Attachment 2: Nexus to Accelerating Housing Production o Attachment 3: State and Other Planning Priorities o Attachment 4: Required Resolution Template o Government Agency Taxpayer ID Form (available as a download from the LEAP webpage located at https://www.hcd.ca.gov/grants-funding/active-funding/leap.shtml o If the applicant is partnering with another local government or other entity, include a copy of the legally binding agreement; and o Supporting documentation (e.g., letters of support, scope of work, project timelines, etc.) Pursuant to Section XII of the LEAP 2020 Notice of Funding Availability (NOFA), the application package must be postmarked on or before July 1, 2020, and received by the Department at the following address: Department of Housing and Community Development Division of Housing Policy Development 2020 West El Camino Ave, Suite 500 Sacramento, CA 95833 LEAP NOFA Application Rev. 1/24/2020 Page 2 of 14 Item No.2. A.Applicant Information and Certification Applicant (Jurisdiction) Applicant’s Agency Type Applicant’s Mailing Address City State California Zip Code County Website Authorized Representative Name Authorized Representative Title Phone Fax Email Contact Person Name Contact Person Title Phone Fax Email Proposed Grant Amount $ Pursuant to Health and Safety Code Section 50515.03 through (d) of the Guidelines, all applicants must meet the following two requirements to be eligible for an award: 1.Does the application demonstrate a nexus to accelerating housing production as shown in Attachment 1?Yes No 2.Does the application demonstrate that the applicant is consistent with State Planning or Other Priorities; Attachment 2?Yes No Is a fully executed resolution included with the application package? Yes No Does the address on the Government Agency Taxpayer ID Form exactly match the address listed above? Yes No Is the applicant partnering with another eligible local government entity? If Yes, provide a fully executed copy of the legally binding agreement. Yes No As the official designated by the governing body, I hereby certify that if approved by HCD for funding through the Local Early Action Planning Program (LEAP), the assumes the responsibilities specified in the Notice of Funding Availability and certifies that the information, statements and other contents contained in this application are true and correct. Signature: Name: Date: Title: LEAP NOFA Application Rev. 1/24/2020 Page 3 of 14 Item No.2. B.Proposed Activities Checklist Check all activities the locality is undertaking. Activities must match the project description. 1 Rezoning and encouraging development by updating planning documents and zoning ordinances, such as general plans, community plans, specific plans, implementation of sustainable communities’ strategies, and local coastal programs 2 Completing environmental clearance to eliminate the need for project-specific review 3 Establishing housing incentive zones or other area based housing incentives beyond State Density Bonus Law such as a workforce housing opportunity zone pursuant to Article 10.10 (commencing with Section 65620) of Chapter 3 of Division 1 of Title 7 of the Government Code or a housing sustainability district pursuant to Chapter 11 (commencing with Section 66200) of Division 1 of Title 7 of the Government Code 4 Performing infrastructure planning, including for sewers, water systems, transit, roads, or other public facilities necessary to support new housing and new residents 5 Planning documents to promote development of publicly owned land such as partnering with other local entities to identify and prepare excess or surplus property for residential development 6 Revamping local planning processes to speed up housing production 7 Developing or improving an accessory dwelling unit ordinance in compliance with Section 65852.2 of the Government Code 8 Planning documents for a smaller geography (less than jurisdiction-wide) with a significant impact on housing production including an overlay district, project level specific plan, or development standards modifications proposed for significant areas of a locality, such as corridors, downtown or priority growth areas 9 Rezoning to meet requirements pursuant to Government Code Section 65583(c)(1) and other rezoning efforts to comply with housing element requirements, including Government Code Section 65583.2(c) (AB 1397, Statutes of 2018) 10 Upzoning or other implementation measures to intensify land use patterns in strategic locations such as close proximity to transit, jobs or other amenities 11 Rezoning for multifamily housing in high resource areas (according to Tax Credit Allocation Committee/Housing Community Development Opportunity Area Maps); Establishing Pre-approved architectural and site plans 12 Preparing and adopting housing elements of the general plan that include an implementation component to facilitate compliance with the sixth cycle RHNA 13 Adopting planning documents to coordinate with suballocations under Regional Early Action Planning Grants (REAP) that accommodate the development of housing and infrastructure and accelerate housing production in a way that aligns with state planning priorities, housing, transportation equity and climate goals, including hazard mitigation or climate adaptation 14 Zoning for by-right supportive housing, pursuant to Government Code section 65651 (Chapter 753, Statutes of 2018) 15 Zoning incentives for housing for persons with special needs, including persons with developmental disabilities 16 Planning documents related to carrying out a local or regional housing trust fund 17 Environmental hazard assessments; data collection on permit tracking; feasibility studies, site analysis, or other background studies that are ancillary (e.g., less than 15% of the total grant amount) and part of a proposed activity with a nexus to accelerating housing production 18 Other planning documents or process improvements that demonstrate an increase in housing related planning activities and facilitate accelerating housing production 19 Establishing Prohousing Policies LEAP NOFA Application Rev. 1/24/2020 Page 4 of 14 Item No.2. C.Project Description Provide a description of the project and each activity using the method outlined below, and ensure the narrative speaks to Attachment 1: Project Timeline and Budget. a.Summary of the Project and its impact on accelerating production b.Description of the tasks and major sub-tasks c.Summary of the plans for adoption or implementation Please be succinct and use Appendix A or B if more room is needed. LEAP NOFA Application Rev. 1/24/2020 Page 5 of 14 Item No.2. D.Legislative Information District # Legislator Name Federal Congressional District State Assembly District State Senate District Applicants can find their respective State Senate representatives at https://www.senate.ca.gov/, and their respective State Assembly representatives at https://www.assembly.ca.gov/. LEAP NOFA Application Rev. 1/24/2020 Page 6 of 14 Item No.2. Attachment 1: Project Timeline and Budget Task Est. Cost Begin End Deliverable Notes Total Projected Cost $ Include high-level tasks, major sub-tasks (Drafting, Outreach, Public Hearings and Adoption), budget amounts, begin and end dates and deliverables. If other funding is used, please note the source and amount in the Notes section. LEAP NOFA Application Rev. 1/24/2020 Page 7 of 14 Item No.2. Attachment 2: Application Nexus to Accelerating Housing Production Applicants shall demonstrate how the application includes a nexus to accelerating housing production by providing data regarding current baseline conditions and projected outcomes such as a reduction in timing, lower development costs, increased approval certainty, increases in number of entitlements, more feasibility, or increases in capacity. An expected outcome should be provided for each proposed deliverable. If necessary, use Appendix B to explain the activity and its nexus to accelerating housing production. Select at least one *Baseline **Projected ***Difference Notes Timing (e.g., reduced number of processing days) Development cost (e.g., land, fees, financing, construction costs per unit) Approval certainty and reduction in discretionary review (e.g., prior versusproposed standard and level of discretion) Entitlement streamlining (e.g., number of approvals) Feasibility of development Infrastructure capacity (e.g., number of units) Impact on housing supply and affordability (e.g., number of units) *Baseline – Current conditions in the jurisdiction (e.g. 6-month development application review, or existing number of units in a planning area) **Projected – Expected conditions in the jurisdiction because of the planning grant actions (e.g. 2-month development application review) ***Difference – Potential change resulting from the planning grant actions (e.g., 4-month acceleration in permitting, creating a more expedient development process) LEAP NOFA Application Rev. 1/24/2020 Page 8 of 14 Item No.2. Attachment 3: State and Other Planning Priorities Certification (Page 1 of 3) Applicants must demonstrate that the locality is consistent with State Planning or Other Planning Priorities by selecting from the list below activities that are proposed as part of this application or were completed within the last five years. Briefly summarize the activity and insert a date of completion. State Planning Priorities Date of Completion Brief Description of the Action Taken Promote Infill and Equity Rehabilitating, maintaining, and improving existing infrastructure that supports infill development and appropriate reuse and redevelopment of previously developed, underutilized land that is presently served by transit, streets, water, sewer, and other essential services, particularly in underserved areas. Seek or utilize funding or support strategies to facilitate opportunities for infill development. Other (describe how this meets subarea objective) Promote Resource Protection Protecting, preserving, and enhancing the state’s most valuable natural resources, including working landscapes such as farm, range, and forest lands; natural lands such as wetlands, watersheds, wildlife habitats, and other wildlands; recreation lands such as parks, trails, greenbelts, and other open space; and landscapes with locally unique features and areas identified by the state as deserving special protection. Actively seek a variety of funding opportunities to promote resource protection in underserved communities. Other (describe how this meets subarea objective) Encourage Efficient Development Patterns Ensuring that any infrastructure associated with development, other than infill development, supports new development that does the following: (1) Uses land efficiently. LEAP NOFA Application Rev. 1/24/2020 Page 9 of 14 Item No.2. Attachment 3: State and Other Planning Priorities Certification (Page 2 of 3) (2) Is built adjacent to existing developed areas to the extent consistent with environmentalprotection. (3) Is located in an area appropriately planned for growth. (4) Is served by adequate transportation and other essential utilities and services. (5) Minimizes ongoing costs to taxpayers. Other (describe how this meets subarea objective) Other Planning Priorities Affordability and Housing Choices Incentives and other mechanisms beyond State Density Bonus Law to encourage housing with affordability terms. Efforts beyond state law to promote accessory dwelling units or other strategies to intensify single- family neighborhoods with more housing choices and affordability. Upzoning or other zoning modifications to promote a variety of housing choices and densities. Utilizing surplus lands to promote affordable housing choices. Efforts to address infrastructure deficiencies in disadvantaged communities pursuant to Government Code Section 65302.10. Other (describe how this meets subarea objective) LEAP NOFA Application Rev. 1/24/2020 Page 10 of 14 Item No.2. Attachment 3: State and Other Planning Priorities Certification (Page 3 of 3) Conservation of Existing Affordable Housing Stock Policies, programs or ordinances to conserve stock such as an at-risk preservation ordinance, mobilehome park overlay zone, condominium conversion ordinance and acquisition and rehabilitation of market rate housing programs. Policies, programs and ordinances to protect and support tenants such as rent stabilization, anti- displacement strategies, first right of refusal policies, resources to assist tenant organization and education and “just cause” eviction policies. Other (describe how this meets subarea objective) Climate Adaptation Building standards, zoning and site planning requirements that address flood and fire safety, climate adaptation and hazard mitigation. Long-term planning that addresses wildfire, land use for disadvantaged communities, and flood and local hazard mitigation. Community engagement that provides information and consultation through a variety of methods such as meetings, workshops, and surveys and that focuses on vulnerable populations (e.g., seniors, people with disabilities, homeless, etc.). Other (describe how this meets subarea objective) Certification: I certify under penalty of perjury that all information contained in this LEAP State Planning and Other Planning Priorities certification form (Attachment 2) is true and correct. Certifying Officials Name: Certifying Official’s Title: Certifying Official’s Signature: Date: LEAP NOFA Application Rev. 1/24/2020 Page 11 of 14 Item No.2. 1 RESOLUTION NO. _______ A RESOLUTION OF THE CITY OF BEAUMONT AUTHORIZING APPLICATION FOR, AND RECEIPT OF, LOCAL GOVERNMENT PLANNING SUPPORT GRANT PROGRAM FUNDS WHEREAS, pursuant to Health and Safety Code 50515 et. Seq, the Department of Housing and Community Development (Department) is authorized to issue a Notice of Funding Availability (NOFA) as part of the Local Government Planning Support Grants Program (hereinafter referred to by the Department as the Local Early Action Planning Grants program or LEAP); and WHEREAS, the CITY OF BEAUMONT desires to submit a LEAP grant application package (“Application”), on the forms provided by the Department, for approval of grant funding for projects that assist in the preparation and adoption of planning documents and process improvements that accelerate housing production and facilitate compliance to implement the sixth cycle of the Regional Housing Need Assessment; and WHEREAS, the Department has issued a NOFA and Application on January 27, 2020 in the amount of $119,040,000 for assistance to all California Jurisdictions; NOW, THEREFORE BE IT RESOLVED BY THE BEAUMONT CITY COUNCIL AS FOLLOWS: SECTION 1. The CITY MANAGER is hereby authorized and directed to apply for and submit to the Department the Application package; SECTION 2. In connection with the LEAP grant, if the Application is approved by the Department, the CITY MANAGER of the CITY OF BEAUMONT is authorized to submit the Application, enter into, execute, and deliver on behalf of the Applicant, a State of California Agreement (Standard Agreement) for the amount of $150,000.00, and any and all other documents required or deemed necessary or appropriate to evidence and secure the LEAP grant, the Applicant’s obligations related thereto, and all amendments thereto; and SECTION 3. The Applicant shall be subject to the terms and conditions as specified in the NOFA, and the Standard Agreement provided by the Department after approval. The Application and any and all accompanying documents are incorporated in full as part of the Standard Agreement. Any and all activities funded, information provided, and timelines represented in the Application will be enforceable through the fully executed Standard Agreement. Pursuant to the NOFA and in conjunction with the terms of the Standard Agreement, the Applicant hereby agrees to use the funds for eligible uses and allowable expenditures in the manner presented and specifically identified in the approved Application. MOVED, PASSED, and ADOPTED this 21st day of April, 2020, by the following vote: Item No.2. 2 AYES: NOES: ABSTAIN: ABSENT: By: Rey Santos, Mayor City of Beaumont ATTEST: By: Nicole Wheelwright, Deputy City Clerk City of Beaumont Item No.2. Appendix A LEAP NOFA Application Rev. 1/24/2020 Page 13 of 14 Item No.2. Appendix B LEAP NOFA Application Rev. 1/24/2020 Page 14 of 14 Item No.2. Staff Report TO: Mayor, and City Council Members FROM: Jeff Hart, Public Works Director DATE April 21, 2020 SUBJECT: Performance Bond Acceptance and Security Agreement for McDonald Property Group, Tract 36426 Fourth Street Storm Drain and Street Improvements Background and Analysis: The City requires all developers to provide security for public improvements consisting of, but not limited to, sewer improvements, street improvements, storm drain improvements, utility improvements, and monument improvements. The bonded improvements listed in Table 1 will be constructed by McDonald Property Group. McDonald Property Group: The Developer, McDonald Property Group, is providing a bond for the Fourth Street storm drain and street improvements. The extension will provide a road connection to the Crossroads II Development, approximately two hundred acres located south of SR- 60, east of Jack Rabbit Trail, and west of the Potrero interchange. The designed storm drain infrastructure will collect and discharge stormwater generated from the Fourth Street extension and the proposed development. The Fourth Street storm drain and street improvements are associated with Parcel Map 36426 which is part of the McDonald Property Group development. These public improvements will consist of asphalt pavement, curb, gutter, sidewalk, driveway approaches, and storm drain infrastructure. The following table includes the development name, bond number, type of improvement, and the developer submitting the security agreement: Table 1. Developer, Bond Number, Bond Type, and Type of Improvement Bond # Bond Type Type of Improvement Development/Tract # Developer 107174930 Performance Storm Drain/Street Improvements 36426 McDonald Property Group Item No.3. Fiscal Impact: The cost of preparing the staff report is estimated to be $350. Recommended Action: Accept the following bond and security agreement: Performance Bond No. 107174930 for storm drain and street improvements. Attachments: A. Bond No. 107174930 and security agreement for storm drain and street improvements Tract 36426 and associated improvement plan Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Item No.3. Staff Report TO: Mayor, and City Council Members FROM: Nicole Wheelwright, Deputy City Clerk DATE April 21, 2020 SUBJECT: Quarterly Status of City Council Travel and Training Reimbursements Background and Analysis: On August 20, 2019, City Council approved the allowance of a pre-approved travel expense reimbursement to each Council member in an amount not to exceed $3,860 for Fiscal Year 2019-2020. City Council also directed staff to report any such reimbursements on a quarterly basis. Attachment A reflects the reimbursements processed during January through March 2020. Fiscal Impact: The reimbursements are currently within the budgeted allotment. Recommended Action: Receive and file. Attachments: A. Travel Training and Meeting Reimb Quarterly Report Item No.4. Council Travel and Training Reimbursements Jan 1 - Mar 31 2020 Council Travel Training and Local Meeting Budget FY 2019-2020 Budget $19,300.00 Balance $8,172.00 Date Elected Travel/Training/ Meeting Reimbursed Amount Notes 2/19/2020 Julio Martinez League of Ca Cities Conference $374.44 Flight, Mileage and Per Diem 2/27/2020 Rey Santos League of Ca Cities Conference $165.00 Mileage and Per Diem 3/14/2020 Lloyd White ERICA Meeting $40.25 Mileage Travel and Training and Local Meetings Item No.4. Staff Report TO: Mayor, and City Council Members FROM: Nicole Wheelwright, Deputy City Clerk DATE April 21, 2020 SUBJECT: Request for Destruction of Retention Met Records Background and Analysis: As set forth in the Records Retention Schedule, adopted by City Council on October 2, 2018, certain records have met their retention and are no longer required to be kept on file. An on-going audit of records is being conducted, in which each file of records is being evaluated for retention status based on the contents. Records retention of each file is based on the document with the longest retention. Once a file has met its retention requirement it can be submitted for request of destruction and must be approved by the City Attorney, City Manager, City Clerk and brought to Council for final approval by way of resolution. The attached request of destruction of certain records has met all approval requirements and is being presented for final approval by Council. Fiscal Impact: No fiscal impact. Recommended Action: Waive the full reading and adopt by title only, “A Resolution of the City of Beaumont Authorizing Destruction of Certain Records in Accordance with the Records Retention Schedule Adopted by City Council.” Attachments: A. Resolution Item No.5. RESOLUTION NO. _______ A RESOLUTION OF THE CITY OF BEAUMONT AUTHORIZING DESTRUCTION OF CERTAIN RECORDS IN ACCORDANCE WITH THE RECORDS RETENTION SCHEDULE ADOPTED BY CITY COUNCIL WHEREAS, on October 2, 2018 the City Council of the City of Beaumont (‘City”) adopted Resolution No. 2018-51 entitled A Resolution of the City Council of the City of Beaumont, California, adopting a Records Retention Schedule, Authorizing Destruction of Certain City Records and Rescinding Resolutions 2012-01 and 1997-24; and WHEREAS, the City’s Records Retention Schedule (“Schedule”) establishes a records management system which is a systematic control over the creation, acquisition, processing, use, protection, storage, and final disposition of all recorded information required by a municipal government to effectively conduct its business; and WHEREAS, as set forth in the Schedule, City staff recommends that the documents described in Exhibit “A” attached hereto be authorized for destruction. NOW, THEREFORE, BE IT RESOLVED, that the City of Beaumont authorizes that staff dispose of the documents described in Exhibit “A” attached hereto as authorized in the City of Beaumont’s Records Retention Schedule. MOVED, PASSED AND ADOPTED this 21st day of April 2020. AYES: NOES: ABSTAIN: ABSENT: APPROVED: Rey Santos, Mayor ATTEST: Steven Mehlman, City Clerk Item No.5. APPROVED AS TO FORM: John O. Pinkney, City Attorney Item No.5. Exhibit A Request for Destruction of Records Item No.5. Item No.5. Item No.5. Item No.5. Item No.5. Item No.5. Item No.5. Item No.5. Item No.5. Staff Report TO: Mayor, and City Council FROM: Jeff Mohlenkamp, Finance Director DATE April 21, 2020 SUBJECT: FY 2019-20 Review of Budget to Actual for General Fund and Wastewater Fund Background and Analysis: Staff has prepared a budget to actual summary for the General Fund and Wastewater Fund operating account. Both reports provide a comparison of actual results to budget through March 2020 – 9 months of activity. The summary worksheets include a discussion and analysis of the operating results. Fiscal Impact: There is no financial impact. Recommended Action: Receive and file the FY 2020 update to the General Fund and Wastewater Fund budget to actual reports. Attachments: A. FY 2020 General Fund budget to actual report through March 2020 B. FY 2020 Wastewater Fund budget to actual report through March 2020 Item No.6. % of Budget Notes 2,947,130$ 3,313,501$ 4,823,562$ 68.7%Tracking to exceed budget as 40% of this revenue is collected in the last quarter of the year -$ 254,416$ 228,000$ 111.6% Separated starting in FY 2020 for specific reporting 236,827$ 7,395,475$ 7,953,875$ 93.0%$5 million one time retention fee and $2.1 million solid waste franchise fee included here 3,210,503$ 3,511,126$ 5,436,227$ 64.6%Generally 40% of sales tax is collected in the last quarter/ however, significant reductions are anticipated due to Covid-19 3,299,751$ 3,780,262$ 6,896,381$ 54.8%Motor Vehicle in lieu in largest portion of this and is collected in two payments. Second payment will occur in May/June. 9,694,211$ 18,254,781$ 25,338,045$ 72.0% 61,418$ 150,586$ 214,221$ 61,418$ 150,586$ 214,221$ 70.3% 942,677$ 1,744,890$ 3,349,500$ 52.1% 1,179,773$ 145,670$ 1,080,100$ 13.5% 458,619$ 405,180$ 738,285$ 1,110$ (72,380)$ -$ 2,582,179$ 2,223,359$ 5,167,885$ 43.0%Tracking well below budget/ unlikely to meet budget targets 7,288$ -$ 21,288$ -$ 2,550$ -$ 7,288$ 2,550$ 21,288$ 12.0% 4,967,520$ 118,761$ -$ Residual collections from FY 2019 106,485$ 72,691$ 118,000$ 3,483$ 4,672$ 5,000$ 41,490$ 7,848$ 13,000$ 36,936$ 40,412$ 66,000$ 169,036$ 180,305$ 259,460$ 141,488$ 93,484$ 125,000$ 96,230$ 77,882$ 110,500$ 515 - Public Works 9,166$ 525 - Abatements 20,904$ 530 - Public Safety 199,018$ 535 - Facilities 147,538$ 540 - Programs 92,315$ Total Category: 45 - INTERGOVERNMENTAL:29,319$ Category: 47 - CHARGES FOR SERVICE 500 - Sanitation 5,512,318$ 505 - Animal Control 73,670$ 510 - Community Development 4,786$ 515 - Public Works 263$ Total Category: 42 - PERMITS:4,089,103$ Category: 45 - INTERGOVERNMENTAL 465 - State 20,062$ 470 - Local 9,257$ Total Category: 41 - LICENSES:95,881$ Category: 42 - PERMITS 450 - Building Permits 3,384,439$ 453 - Inspections 236,808$ 456 - Other Permits 467,594$ 409 - Sales Taxes 3,375,550$ 420 - Other Taxes 3,546,281$ Total Category: 40 - TAXES:10,339,153$ Category: 41 - LICENSES 430 - Business Licenses 95,881$ Fund: 100 - GENERAL FUND Revenue Category: 40 - TAXES 400 - Real Property Taxes 3,171,203$ 403 - Personal Property Taxes -$ 406 - Franchise Fees 246,119$ Budget Comparison Report City of Beaumont, CA General Fund - 9 months through March 31 2017-2018 YTD Activity Through Per 2018-2019 YTD Activity Through Per 2019-2020 YTD Activity Through Per FY 2019-20 Budget SubCategory Item No.6. 35,951$ 135,361$ 68,450$ 5,598,620$ 731,416$ 765,410$ 95.6% 68,186$ 57,012$ 111,780$ 1,841$ 25,160$ 22,070$ 70,027$ 82,172$ 133,850$ 61.4% -$ 24,854$ -$ 245,561$ 384,055$ -$ 245,561$ 408,909$ -$ (126,999)$ 76,675$ 1,000$ 24,637$ 156,415$ 146,500$ (102,362)$ 233,090$ 147,500$ 158.0% -$ 26,203$ 5,000$ -$ -$ -$ -$ 26,203$ 5,000$ (21,611)$ 1,302,712$ 6,121,237$ (21,611)$ 1,302,712$ 6,121,237$ 21.3% Transfer of CFD funds will occur in June/ all budgeted transfers will be made 18,135,331$ 23,415,778$ 37,914,436$ 61.8%On an overall basis revenues are tracking close to budget/ property taxes are higher than budgeted, while sales tax and development related fees are expected to be under budget 7,075,083$ 8,834,785$ 12,724,112$ 3,150,182$ 4,559,596$ 6,559,431$ 318,719$ 628,489$ 469,089$ 10,543,984$ 14,022,870$ 19,752,632$ 71.0%tracking below budget/ savings expected 1,069,752$ 1,235,965$ 2,014,300$ 264,862$ 307,690$ 370,237$ 293,661$ 267,155$ 364,062$ 386,204$ 469,723$ 493,200$ 254,941$ 255,621$ 538,039$ 219,552$ 233,019$ 524,183$ 4,292,969$ 582,309$ 1,061,000$ 2,454,614$ 2,729,303$ 6,529,503$ (525,000)$ (375,000)$ (750,000)$ 796,916$ 1,188,813$ 1,347,311$ 9,508,471$ 6,894,598$ 12,491,835$ 55.2%tracking well below budget/ operating expenses are higher in the last two months of the fiscal year/ still expected to produce savings. 75,224$ 40,142$ 110,950$ 699 - OTHER 962,921$ Total Category: 65 - OPERATING COSTS:11,495,318$ Category: 70 - CAPITAL IMPROVEMENTS 700 - EQUIPMENT 166,187$ 670 - REPAIRS AND MAINTENANCE 222,454$ 675 - SUPPLIES 245,183$ 680 - SPECIAL SERVICES 5,390,518$ 690 - CONTRACTUAL SERVICES 3,059,589$ 697 - ADMIN OVERHEAD (534,000)$ Category: 65 - OPERATING COSTS 650 - UTILITIES 1,244,653$ 655 - ADMINISTRATIVE 270,188$ 660 - FLEET COSTS 245,081$ 665 - PROGRAM COSTS 388,732$ Expense Category: 60 - PERSONNEL SERVICES 600 - SALARIES AND WAGES 8,134,337$ 610 - BENEFITS 3,873,325$ 615 - OTHER 550,300$ Total Category: 60 - PERSONNEL SERVICES:12,557,962$ Total Category: 58 - OTHER FINANCING SOURCES:24,149$ Category: 90 - TRANSFERS 900 - Transfers 129,892$ Total Category: 90 - TRANSFERS:129,892$ Total Revenue:21,319,010$ 565 - Other Income 14,752$ Total Category: 54 - MISCELLANEOUS REVENUES:15,237$ Category: 58 - OTHER FINANCING SOURCES 595 - Sale of Assets 16,649$ 599 - Other 7,500$ Category: 53 - COST RECOVERY 465 - State 8,139$ 565 - Other Income 376,492$ Total Category: 53 - COST RECOVERY:384,631$ Category: 54 - MISCELLANEOUS REVENUES 560 - Investment Earnings 484$ Total Category: 47 - CHARGES FOR SERVICE:6,144,140$ Category: 50 - FINES AND FORFEITURES 555 - Vehicle 48,453$ 557 - Other 19,051$ Total Category: 50 - FINES AND FORFEITURES:67,504$ 545 - Other 84,424$ Item No.6. 18,610$ 7,612$ 6,038$ 426,135$ 239,251$ 351,020$ -$ -$ -$ -$ -$ -$ 519,970$ 287,005$ 468,009$ 61.3% -$ -$ 47,961$ -$ -$ 47,961$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 5,528$ 154,000$ -$ 5,528$ 154,000$ 3.6% 20,572,425$ 21,210,000$ 32,914,436$ 64.4%Total expenses are tracking below budget and are expected to end the year under budget (2,437,095)$ 2,205,778$ 5,000,000$ (2,437,095)$ 2,205,778$ 5,000,000$ Overall Analysis - The General Fund is tracking to have a surplus (revenues exceeding expenses) of $5.7 to $6.7 million. This is due largely to the one-time $5 million solid waste retention receipt and augmented by expenses being less than budget. Excluding the one-time revenue, other revenues are expected to track close to budget overall. Page 4 of 4 Total Expense:24,317,688$ Total Fund: 100 - GENERAL FUND:(2,998,678)$ Report Total:(2,998,678)$ 4/9/2020 3:35:16 PM Category: 80 - DEBT SERVICE 800 - Debt Service -$ Total Category: 80 - DEBT SERVICE:-$ Category: 90 - TRANSFERS 900 - Transfers 18,985$ Total Category: 90 - TRANSFERS:18,985$ 770 - CONTINGENCY -$ Total Category: 77 - CONTINGENCY:-$ Category: 78 - CAPITAL OUTLAY 780 - CAPITAL OUTLAY -$ Total Category: 78 - CAPITAL OUTLAY:-$ 705 - VEHICLE 79,236$ 710 - STRUCTURE -$ 750 - OTHER -$ Total Category: 70 - CAPITAL IMPROVEMENTS:245,423$ Category: 77 - CONTINGENCY 703 - FURNITURE -$ Item No.6. % of Budget -$ 1,000$ -$ -$ 1,000$ -$ 11,312$ 6,236$ -$ 11,312$ 6,236$ -$ -$ 26,907$ 75,000$ -$ 26,907$ 75,000$ 35.9% 5,348,042$ 6,721,658$ 9,862,625$ 5,348,042$ 6,721,658$ 9,862,625$ 68.2%Tracking very close to budget/ 4 of 6 payments received to date -$ -$ -$ -$ 780$ -$ -$ 780$ -$ (3,725,106)$ -$ -$ (3,725,106)$ -$ -$ 1,634,249$ 6,756,581$ 9,937,625$ 68.0% 131,668$ 783,733$ 1,313,356$ 57,169$ 235,695$ 543,485$ 2,105$ 12,971$ 38,528$ 190,942$ 1,032,399$ 1,895,369$ 54.5%Tracking below budget 469,199$ 596,718$ 827,618$ 96,304$ 101,590$ 90,946$ 4,207$ 20,713$ 36,880$ 15,820$ 43,681$ 115,500$ 134,213$ 142,897$ 321,610$ 931,593$ 551,652$ 1,147,140$ 450,000$ 325,000$ 650,000$ 10,257$ 92,720$ 233,304$ 699 - OTHER 38,521$ 660 - FLEET COSTS 7,208$ 670 - REPAIRS AND MAINTENANCE 30,703$ 675 - SUPPLIES 168,056$ 690 - CONTRACTUAL SERVICES 959,394$ 697 - ADMIN OVERHEAD 459,000$ Total Category: 90 - TRANSFERS:(100,000)$ 650 - UTILITIES 603,450$ 655 - ADMINISTRATIVE 114,084$ 600 - SALARIES AND WAGES 393,742$ 610 - BENEFITS 139,901$ 615 - OTHER 6,734$ Total Category: 60 - PERSONNEL SERVICES:540,376$ Category: 65 - OPERATING COSTS Total Revenue:5,756,120$ Expense Category: 60 - PERSONNEL SERVICES Total Category: 56 - PROPRIETARY REVENUES:5,820,976$ Category: 58 - OTHER FINANCING SOURCES 595 - Sale of Assets 635$ 599 - Other 831$ Total Category: 58 - OTHER FINANCING SOURCES:1,466$ Category: 90 - TRANSFERS 900 - Transfers (100,000)$ Total Category: 53 - COST RECOVERY:-$ Category: 54 - MISCELLANEOUS REVENUES 560 - Investment Earnings 24,678$ Total Category: 54 - MISCELLANEOUS REVENUES:24,678$ Category: 56 - PROPRIETARY REVENUES 570 - WasteWater 5,820,976$ Fund: 700 - WASTEWATER FUND Revenue Category: 50 - FINES AND FORFEITURES 557 - Other 9,000$ Total Category: 50 - FINES AND FORFEITURES:9,000$ Category: 53 - COST RECOVERY 565 - Other Income -$ Budget Comparison Report City of Beaumont, CA FY 2020-21 Wastewater Fund through March 2017-2018 YTD Activity Through Per 2018-2019 YTD Activity Through Per 2019-2020 YTD Activity Through Per FY 2020-21 Budget SubCategory Item No.6. 2,111,593$ 1,874,972$ 3,422,998$ 54.8%Tracking below budget - higher expenses expected in last quarter -$ 29,498$ 10,000$ -$ -$ 500,000$ This will be mostly spent in the next two months - emergency projects -$ 29,498$ 510,000$ 5.8% -$ 3,013,215$ 4,732,326$ Expected to be fully spent by fiscal year end -$ 3,013,215$ 4,732,326$ 63.7%Includes debt service and capital projects/ transfer to wastewater capital fund 2,302,535$ 5,950,084$ 10,560,693$ 56.3% (668,286)$ 806,497$ (623,068)$ Evaluation - Revenues are tracking very close to budget, expenses are tracking somewhat below budget. Capital improvements and unplanned expenses will likely create a budget deficit of ($100,000 to $200,000) Total Category: 90 - TRANSFERS:-$ Total Expense:2,922,624$ Total Fund: 700 - WASTEWATER FUND:2,833,497$ Category: 70 - CAPITAL IMPROVEMENTS 700 - EQUIPMENT 1,832$ 750 - OTHER -$ Total Category: 70 - CAPITAL IMPROVEMENTS:1,832$ Category: 90 - TRANSFERS 900 - Transfers -$ Total Category: 65 - OPERATING COSTS:2,380,416$ Item No.6. Page 3 of 34/13/2020 4:16:36 PM Item No.6. Staff Report TO: Mayor, and City Council Members FROM: Elizabeth Gibbs, Community Services Director DATE April 21, 2020 SUBJECT: Public Hearing: Fiscal Year 2020/21-2022/23 Short Range Transit Plan – Final Draft Background and Analysis: Each year the City of Beaumont is required to submit a Short Range Transit Plan (SRTP) to the Riverside County Transportation Commission (RCTC) for operational expenses and capital improvement projects (CIP) for the coming fiscal year and the next two ensuing years. Additionally, current and proposed service changes are discussed and outlined. On March 3, 2020, City Council reviewed the first draft of the plan and made recommendations to staff. Shortly after that meeting, the City, like many other cities across the nation, was impacted by the coronavirus pandemic and immediately implemented significant service reductions to the existing public transit service. These reductions were based on the rapid decline of passengers, as well as the safeguards implemented to ensure driver safety. The final draft SRTP included with this report is based on multiple recent conversations with RCTC staff members about anticipated funding levels for the next year. It is also City staff’s recommendations for providing sustainable public transit services during an anticipated economic downturn resulting from the pandemic. Proposed Short Range Transit Plan Highlights: Funding Staff proposes the following funding request, as outlined in Table 4 of the SRTP: Local Transportation Funds (LTF) - $2,776,096, Low Carbon Transit Operations Program (LCTOP) - $63,346, Farebox - $243,992, Item No.7. State of Good Repair (SGR) - $101,884, and State Transit Assistance (STA) - $2,220,000. Future Service Plans, Fare Changes, Marketing and Capital Improvement Planning Staff recommends the following future service plans, fare changes, marketing and capital improvement planning: Implementation of a Free Fare promotion, Redevelopment of the Walmart Transportation Hub, Completion of the Comprehensive Operations Analysis (COA), Fare elasticity analysis as part of the COA, Construction of a compressed natural gas fueling station , Construction of a fleet maintenance and operations building, and Procurement of two electric vehicle shuttles. Summary Transit dependent residents of the San Gorgonio Pass area rely heavily on the public transit system and Beaumont Transit Services will continue to operate as efficiently and effectively as possible while providing the highest level of customer service. Fiscal Impact: Transit Services are fully funded by various state funding mechanisms and grant resources. Revenues and expenditures are reported to RCTC monthly and monitored closely to ensure that the operations are in line with the adopted SRTP and do not exceed LTF and STA funding limits. Recommended Action: Hold a Public Hearing, and Adopt the plan with any recommended changes. Attachments: A. Draft – Fiscal Year 2020/21-2022/23 Short Range Transit Plan Item No.7. City of Beaumont SHORT RANGE TRANSIT PLAN FY 2020/21 – 2022/23 Item No.7. Beaumont SRTP 20/21 2 | Page TABLE OF CONTENTS CHAPTER 1 – SYSTEM OVERVIEW AND SERVICE PROFILE ........................................................ 4 1.1 Description of Service Area ....................................................................................................4 1.2 Population Profile and Demographics .....................................................................................5 1.3 Services - Fixed Route Transit Services and Paratransit Service, Regional Express Bus Service ..6 1.4 Ridership, Revenue Miles, Revenue Hours ..............................................................................8 1.5 Current Fare Structure ......................................................................................................... 10 1.6 Revenue Fleet ...................................................................................................................... 12 1.7 Existing Facilities and Bus Stop Amenities ............................................................................. 12 1.8 Existing Coordination between Transit Agencies ................................................................... 13 1.9 Prior or Existing Studies and Plans ........................................................................................ 13 CHAPTER 2 - EXISTING SERVICE AND ROUTE PERFORMANCE ................................................ 14 2.1 Key Performance Indicators ................................................................................................. 15 2.2 SRTP Performance Report .................................................................................................... 15 2.3 SRTP Service Summary ......................................................................................................... 15 2.4 Service Performance ............................................................................................................ 15 Route 2 .................................................................................................................................................................... 16 Route 3 .................................................................................................................................................................... 17 Route 4 .................................................................................................................................................................... 17 Route 7 .................................................................................................................................................................... 17 Route 9 .................................................................................................................................................................... 17 Route 3/4 ................................................................................................................................................................ 18 Commuter Link 120 ................................................................................................................................................. 18 Commuter Link 125 ................................................................................................................................................. 18 Dial A Ride (Paratransit) .......................................................................................................................................... 19 2.5 Productivity Improvement Efforts ........................................................................................ 19 2.6 Major Trip Generators.......................................................................................................... 20 2.7 Recent Service Changes ........................................................................................................ 20 Route 2 .................................................................................................................................................................... 20 Route 3/4 ................................................................................................................................................................ 20 Commuter 120 ........................................................................................................................................................ 21 CHAPTER 3 – FUTURE SERVICE PLANS, FARE CHANGES, CAPITAL PLANNING, AND MARKETING ........................................................................................................................................... 21 3.1 Planned Service Changes ...................................................................................................... 21 3.2 Future Marketing Plans, Studies, and Promotions to Promote Ridership ............................... 21 Comprehensive Operations Analysis ...................................................................................................................... 21 Travel Training ........................................................................................................................................................ 21 Free Fare Promotion ............................................................................................................................................... 22 Annual Promotions ................................................................................................................................................. 22 Redevelopment of Walmart Regional Transportation Hub .................................................................................... 23 3.3 Projected Ridership Growth ................................................................................................. 24 3.4 Proposed Fare Structure Changes ......................................................................................... 24 3.5 Capital Improvement Planning ............................................................................................. 24 Compressed Natural Gas Fueling Station (Projects 19 -01 and 20-01) .................................................................... 24 Fleet Maintenance and Operations Facility (Project 20-02) ................................................................................... 25 Replacement Vehicles (Project 20-06) .................................................................................................................... 25 Electric Vehicle Charging Station (Project 20-07) ................................................................................................... 25 Item No.7. Beaumont SRTP 20/21 3 | Page CHAPTER 4 – FINANCIAL PLANNING ..................................................................................... 25 4.1 Operating and Capital Budget ............................................................................................... 25 Compressed Natural Gas Fueling Station (Project 21-01)....................................................................................... 26 Fleet Maintenance and Operations Facility (Project 21-02) ................................................................................... 26 Bus Stop Signage and Amenities (Project 21-03) .................................................................................................... 26 Electric Vehicle Shuttle (Project 21-04) .................................................................................................................. 26 Vehicle Communications for New Vehicles (Project 21-05) ................................................................................... 26 4.2 Funding Plans to Support Proposed Operating and Capital Program ...................................... 26 4.3 Regulatory and Compliance Requirements ........................................................................... 27 4.4 Open Capital Projects ........................................................................................................... 28 Item No.7. Beaumont SRTP 20/21 4 | Page CHAPTER 1 – SYSTEM OVERVIEW AND SERVICE PROFILE 1.1 Description of Service Area The City of Beaumont’s public transit system services approximately 50 square miles and includes the city of Beaumont and parts of unincorporated Riverside County area known as Cherry Valley. Additionally, Beaumont transports passengers to the commercial areas of Cabazon, including Casino Morongo and the Desert Hills Premium Outlet Malls. At the center of three major thoroughfares, including Interstate 10, Highway 60 and Highway 79, Beaumont offers fixed route, commuter link, and paratransit service. Passengers can connect easily with other Beaumont routes, as well as with regional transit providers such as Banning, Riverside Transit Agency (RTA) and Sunline Transit Agency at one central location, the Beaumont Walmart transit center. Beaumont operates two commuter link routes that connect San Gorgonio Pass area residents with San Bernardino County. This express service from Beaumont stops in Calimesa, the San Bernardino Transit Center (SBTC), Kaiser Permanente Redlands medical offices, and the Jerry L. Pettis Memorial Veterans Administration Medical Center (VA). The SBTC is centrally located within downtown San Bernardino and offers extensive connection possibilities for passengers, including the Metrolink train system, OmniTrans, Victor Valley Transit Agency (VVTA), RTA and Mountain Transit. Item No.7. Beaumont SRTP 20/21 5 | Page 1.2 Population Profile and Demographics According to the most recent report published by California Department of Finance in May 2019, Beaumont is the fastest growing city in Riverside County. Beaumont has experienced a 3.99% population increase from January 2018 to January 2019, with a total population of 48,401. Since the 1980s, Beaumont population has increased exponentially, with the largest increase in the late 2000s. Beaumont has twelve (12) schools located within Beaumont Unified School District consisting of seven (7) elementary schools, two (2) middle schools, two (2) senior high schools, and one (1) charter school. Transportation provided by Beaumont Unified School District was eliminated in 2008 and many families rely on Beaumont’s public transportation system to transport youth passengers to and from school. Beaumont’s youth population (age 18 and under) equals 36%1; however, ridership reports taken throughout the year show youth passengers make up 56% of the total passenger base in Beaumont. Beaumont has three large active adult communities, with another two located in Cherry Valley. Although the median age of residents in Beaumont is 35 years, persons over the age of 65 make up 13.6% of the population, not including those living in Cherry Valley2. The growing active adult communities and the corresponding increase in population for this age group may impact paratransit and fixed route needs. The mean household income in Beaumont is $88,701, slightly below California’s statewide mean household income of $101,493 3 . However, the percentage of families in Beaumont whose income is below poverty level is 7.6%, while across the state the poverty level is higher at 10.4%. 1 2014-2018 American Community Survey 5-year Estimates U.S. Census Bureau 2 Ibid 3 Ibid 0 10000 20000 30000 40000 50000 60000 1980 1990 2000 2010 2013 2014 2015 2020 Population Growth Year Item No.7. Beaumont SRTP 20/21 6 | Page For California residents over the age of 16 years, 63.5% participate in the labor force, where Beaumont shows almost equal to the state at 61.1%. Beaumont residents make up two predominant races with Hispanic or Latino at 43.2%, while another 38.5% are White (not Hispanic or Latino). Asian, Native American, and Pacific Islander make most of the other races, as shown below: Almost 89% of residents over 25 years have at least a high school diploma (or equivalent) with 16.6% earning a bachelor’s degree and 8.7% a graduate or professional degree. Finally, of the total population in Beaumont, civilian veterans equal 7.7%, while another 10% report being disabled. Ridership Demographics Ridership surveys were conducted in December and January of this fiscal year as part of the Comprehensive Operations Analysis currently underway. General passengers surveyed indicate that almost 68% live in a household with an annual income of less than $30,000. Approximately half of the passengers ride the service five or more days per week, with 70.5% indicating that they lack access to a personal vehicle. Additionally, almost 54% state that they use the service to travel either to work or school. Of the passengers surveyed, 36.4% state that they are Hispanic or Latino and 70.3% are 25 years or age and over. 1.3 Services - Fixed Route Transit Services and Paratransit Service, Regional Express Bus Service As shown in Table 1, Beaumont operates seven days a week, as follows: 43.20% 38.50% 7.30%8.00% 2.40%0.30%0.10% 0.00% 10.00% 20.00% 30.00% 40.00% 50.00% Race Race Hispanic White Black Asian Other Native American Pacific Islander Item No.7. Beaumont SRTP 20/21 7 | Page Sunday Monday Tuesday Wednesday Thursday Friday Saturday Route 2 Route 2 Route 2 Route 2 Route 2 Route 3 Route 3 Route 3 Route 3 Route 3 Route 4 Route 4 Route 4 Route 4 Route 4 Route 3/4 Route 3/4 Route 7* Route 7* Route 7* Route 7* Route 7* Route 9* Route 9* Route 9* Route 9* Route 9* Commuter 120 Commuter 120 Commuter 120 Commuter 120 Commuter 120 Commuter 120 Commuter 125 Commuter 125 Commuter 125 Commuter 125 Commuter 125 * Peak Service Fixed Route Beaumont operates five weekday fixed routes, two in peak service only, and one weekend fixed route. Fixed Route service hours are: Monday through Friday 6:30 a.m. to 7:26 p.m. Saturday and Sunday 8:00 a.m. to 6:00 p.m. During the holidays of Martin Luther King Jr. Day, Presidents’ Day, Columbus Day, Veterans Day, and Day after Thanksgiving, Beaumont operates limited service and follows a Saturday schedule. Beaumont does not operate on New Year’s Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, or Christmas Day. Paratransit Services Paratransit service, otherwise known as Dial-A-Ride (DAR), is a reservation-based curb to curb service for residents of Beaumont and parts of unincorporated Cherry Valley. Qualified passengers include those who reside 3/4 of a mile from a fixed bus route and are either certified under the American with Disabilities Act (ADA) or 65 years of age or over, living in the Beaumont area. DAR service hours are: Persons with ADA certification Monday through Friday 6:30 a.m. to 7:30 p.m. Saturday and Sunday 8:00 a.m. to 6:00 p.m. Seniors without ADA certification Monday through Friday 8:00 a.m. to 4:00 p.m. DAR observes the same holiday schedule as the fixed route system. Limited Service is provided on Martin Luther King Jr. Day, Presidents’ Day, Columbus Day, Veterans Day, and Day after Item No.7. Beaumont SRTP 20/21 8 | Page Thanksgiving. No service is provided on New Year's Day, Memorial Day, Independence Day, Labor Day, Thanksgiving Day, or Christmas Day. Regional Express Bus Service Beaumont operates two regional express routes, including Commuter Link 120 and Commuter Link 125. The CL 120 originates at Beaumont’s Walmart transit center and provides service to and from the Beaumont Civic Center, Casino Morongo, Desert Outlet Mall, Calimesa and SBTC. The CL 125 also originates at Beaumont’s Walmart transit center and provides service to and from Calimesa, Kaiser Redlands, Redlands Citrus Grove shopping center, and the VA Hospital in Loma Linda. Commuter Link service hours are: Monday through Friday 4:30 a.m. to 8:15 p.m. Saturday 7:50 a.m. to 6:30 p.m. 1.4 Ridership, Revenue Miles, Revenue Hours Fixed Route Since 2016, passenger boardings across most fixed routes have steadily declined since 2016. In FY19, the overall fixed route system had 176,794 passenger boardings, operated 219,639 revenue miles and 15,256 revenue hours of service. Passenger boardings are projected to be less in FY 20, at 108,448 which is a 38.65% decrease from FY19. Beaumont is in the process of a Comprehensive Operations Analysis (COA) wherein each route is individually assessed and analyzed as a part of the overall system. Based on route data, surveys, and passenger data collection, the consultant conducting the COA is required to 0 50000 100000 150000 200000 250000 Local FR Annual Fixed Route Passenger Boardings Proj 2020 2019 2018 2017 2016 Item No.7. Beaumont SRTP 20/21 9 | Page propose performance standards for adoption by Beaumont City Council. These standards will be used as an ongoing monitoring and management tool used to increase service in the coming years. Paratransit Services DAR has experienced a decrease in passenger trips in FY 20 compared to FY 19. In FY 19, there were 8,874 passenger trips, operated for 2,670 revenue hours and 33,680 revenue miles. Passenger trip projections for FY 20 are approximately 7,383 and equates to a 16.8% decrease. Regional Express Bus Service Commuter Link service has experienced increases in passenger boardings partially attributed to added service and increased frequency. Combined commuter service saw 18,280 passenger boardings in FY 19, operated 213,928 revenue miles and 7539.48 revenue hours of service. Together, commuter service has a projected increase of passenger boardings of 20,565 which is a 12.5% increase over FY19. 0 2000 4000 6000 8000 10000 12000 DAR Annual Paratransit Passenger Boardings Proj 2020 2019 2018 2017 2016 Item No.7. Beaumont SRTP 20/21 10 | Page 1.5 Current Fare Structure Fixed Route On fixed route service, passengers pay general fare unless they qualify for a discounted fare. Discounted fares are available to seniors, persons with disabilities, veterans, or active military. Children 46" tall or under ride for $0.25 with a paying adult. At the beginning of FY 20 Beaumont increased fares for all services except paratransit. Fare Category Base Fare Day Pass 10 Ticket Book Monthly Pass General $1.25 $3.10 $12.50 $39.13 Child (46” tall or under) Accompanied by a paying adult. Limit 2 $0.25 N/A N/A N/A Senior/Disabled (60+) $0.75 $1.90 $7.50 $24.80 Military Veterans $0.75 $1.90 $7.50 $24.80 Deviations (Route 3 and 4) $0.50 N/A N/A N/A Go Pass: MSJC Students (During valid session only) Free N/A N/A N/A Active Military Free N/A N/A N/A 0 5000 10000 15000 20000 25000 Commuter Annual Commuter Passenger Boardings Proj 2020 2019 2018 2017 2016 Item No.7. Beaumont SRTP 20/21 11 | Page Paratransit Services Fare Categories Base Fare 10-Ride Punch Card One-Way $2.00 $18.00 Companion & Child $3.00 N/A PCA (with ID) Free Free No Show $2.00 N/A Regional Express Bus Service Fare Categories Base Fare 10 Ride Punch Card Day Pass Monthly Pass General $3.50 $31.50 $8.00 $75.00 Child (46” tall or under) Accompanied by a paying adult. Limit 2 $2.50 $22.50 $6.00 $50.00 Senior/Disabled (60+) $2.50 $22.50 $6.00 $50.00 Military Veterans $2.50 $22.50 $6.00 $50.00 Active Military Free N/A N/A N/A Fare Collection Systems There are a variety of options available to passengers to pay fares. Passengers can purchase monthly passes at the Beaumont Civic Center where cash, check or credit cards are acceptable forms of payment. Onboard the bus, passengers can purchase ticket books, punch cards, and day passes from the driver using cash or check. New in FY 20 was the introduction of an electronic fare media called Token Transit as an additional fare option to our passengers. Available to all passengers on all modes of service, except Dial A Ride, Beaumont Transit passengers can purchase any fare category on their mobile phones. Beaumont Transit joined the dozens of agencies currently using the platform for seamless use of the application for connecting passengers. Incentive Programs and Ridership Promotion Beaumont Transit actively participates in many community events throughout the calendar year, including the annual Cherry Festival parade, holiday light parade, Touch-A-Bus, Trunk-or- Treat, Veteran’s Expo, Stuff-the-Bus, and Free Fare Friday. The summer Travel Training program continues to be successful. Launched in 2017, Travel Training began in partnership with Metrolink to teach choice riders in the Pass area how to use public transportation to and from Los Angeles via the commuter bus and train . Once in Los Angeles, a tour of Union Station is offered to highlight the important connecting features of the regional connection hub. The endeavor continues to be a welcomed addition to the promotional efforts Beaumont Transit offers to the community. Item No.7. Beaumont SRTP 20/21 12 | Page Beaumont offers a real-time bus tracking system called Double Map for our passengers to use . This program, initially purchased in 2016, promotes the reliability of the local transit system for passengers. This real-time bus tracking is accessible on a free smart phone app or through any connection with the Internet. This program gives passengers the ability to find and track their buses to eliminate unnecessary waiting. 1.6 Revenue Fleet Beaumont Transit’s fleet consists of nineteen vehicles, ten of which are CNG fueled and the other nine by gasoline, as shown in Table 1.1. Three additional CNG vehicles are scheduled to be delivered in the next month. The CNG fueled vehicles meet the emission mitigation standards mandated by the California Air Resources Board (CARB). All vehicles meet the ADA accessibility requirements and are equipped with bike racks. Vehicle capacity ranges in size from 16 passengers to 43 passengers. The vehicle shown below is the newest member of the Beaumont Transit fleet and primarily used on the CL 120 to SBTC. 1.7 Existing Facilities and Bus Stop Amenities Existing Transit Facilities Administrative services for Beaumont Transit are temporarily located in the heart of downtown Beaumont at the Beaumont Civic Center, 550 E 6th Street, Building D. It is at this location where dispatch, administrative assistance, and the operations yard are located. Customer service calls for general information, route planning, and Dial-A-Ride appointments are serviced at this location, while walk in customers, including the purchase of fare media, are serviced within the main civic center building. Item No.7. Beaumont SRTP 20/21 13 | Page The Fleet maintenance operations is located at 550 California Ave, approximately 1 mile from the administrative building. Bus Stop Amenities Beaumont has 23 bus shelters, 157 bus stops, and a dozen stops with benches. A request for proposal has been issued to improve the Walmart Regional Bus Stop which connects passengers with four agencies. This improvement is funded by the Low Carbon Transportation Operations Program (LCTOP) FY 18 award. Additionally, LCTOP will install bus shelters at two other locations located in the disadvantaged community of Beaumont, including the Beaumont Library. 1.8 Existing Coordination between Transit Agencies Because the San Gorgonio Pass area is geographically isolated from the desert, western Riverside County and the urban area of San Bernardino county, public transit coordination is vital for the movement of passengers. Passengers traverse cities to accomplish needs such as social services, employment opportunities in the urban areas, and more diverse commercial businesses. Beaumont has entered into multiple agreements with surrounding transit operators, including Banning, OmniTrans, RTA, and Victor Valley Transit Authority (VVTA). The 2019 interagency agreement with Banning has an added feature of a paper transfer system, reminiscent of the early 2000s. This has proven to be problematic to Beaumont’s transit-dependent residents needing to access social services, the courthouse, and DMV services, all located in Banning, as they are now faced with a “two-seat” ride each way. Conversely, agreements with OmniTrans, RTA and VVTA have added value for connecting passengers. - Passengers presenting a Beaumont multi use (day or month) pass can connect to OmniTrans, RTA or VVTA for free wherever the two agencies connect. - Passengers presenting a multi-use (day, week, or month) pass from OmniTrans or VVTA receive a $1.00 discount on commuter service or free connection with our fixed route wherever we connect. - Passengers presenting RTA multi use pass (day, week, or month) connect for free to Beaumont’s commuter and fixed route service wherever the two agencies connect. 1.9 Prior or Existing Studies and Plans Beaumont completed a Comprehensive Operations Analysis (COA) in 2014 in conjunction with the City of Banning. The results of the study were partially implemented until the new agreement with the City of Banning in July 2019, which largely eliminated crossing of city boundaries. In early 2020, Beaumont retained the services of a consultant to complete an independent COA. Suggested in three phases, Beaumont has completed phase 1 of the project and the consultant is preparing to present to City Council. The final phases of the COA are scheduled to Item No.7. Beaumont SRTP 20/21 14 | Page be completed by end of FY 20 and implementation expected FY 21, pending the outcome of the COVID-19 pandemic. CHAPTER 2 - EXISTING SERVICE AND ROUTE PERFORMANCE Overall, Beaumont Transit systemwide passenger trips for FY 20 is projected to end lower than the passenger trips delivered in FY 19. In FY 19, systemwide passenger trips, including paratransit, totaled 203,948. FY 20 is projected to end at 136,396, resulting in a 33.12% decline from the previous year. Public transit operators nationwide have seen a reduction in passengers across all modes of transportation. There is an additional adverse effect to Beaumont’s decline in passenger trips in 2020 specifically related to the 2019 agreement with the city of Banning, including: The inability to provide Beaumont’s low income and transit dependent passengers with a one- seat ride to and from social services solely located in Banning, a mere 5 miles from Beaumont’s low-income area. o Other options of transportation are considered optimum, including walking, for passengers that are now faced with a two-seat trip and experiencing an hour or more of travel on two separate buses. o Transit-dependent passengers living in Beaumont’s disadvantaged community and accessing the downtown Route 4 have the highest number of Banning transfers used at 46% of the total transfers accepted systemwide. o A systemwide total of 1,849 passenger trips used free transfers from Banning during the period July to March, resulting in a reduction to the farebox recovery ratio. 0 50000 100000 150000 200000 250000 Systemwide Annual Systemwide Passenger Boardings Proj 2020 2019 2018 2017 2016 Item No.7. Beaumont SRTP 20/21 15 | Page 2.1 Key Performance Indicators Riverside County Transportation Commission adopted a Productivity Improvement Plan (P IP) for the transit operators of Riverside County. Although compliance with PIP is no longer required, it is used for monitoring and service improvement to improve efficiency. Beaumont’s performance indicators are shown in Table 2.0. Key performance indicators include seven discretionary and one mandatory, with transit operators required to meet four of the seven discretionary indicators. Beaumont currently fails to meet the mandatory performance indicator of 10% farebox recovery ratio and meets three of the seven discretionary. 2.2 SRTP Performance Report The SRTP performance report shown in Table 2.1 outlines the planned performance indicators for FY 20 and compares the FY 20 plan to the FY 20 targets. This report indicates that five of the seven discretionary performance indicators are being met, while the mandatory performance indicator, farebox recovery ratio, is not. 2.3 SRTP Service Summary The SRTP service summary shows multi-year data for fleet characteristics, financial data, operational characteristics, and performance characteristics dating back to FY 18 (Table 2.2). 2.4 Service Performance Beaumont Transit operates six local fix routes, two of which are peak routes, and two commuter links. In this section, each route will be analyzed and discussed. Fixed Route Service The following chart compares the total passenger trips by the route and by year for the local fixed route. Item No.7. Beaumont SRTP 20/21 16 | Page In the statistics and analysis discussed for each route, route performance is projected based on the passenger boarding trends for the first three-quarters of FY 20. Although this is a projection to end FY 20, the last quarter of FY 20 will have an anomaly in boardings because of Covid-19; however, this anomaly is not reflected in the projections. Route 2 Route 2 is Beaumont’s trunk route and operates weekdays only. It was dramatically reduced in FY 20 as a result of an Interagency Agreement with Banning Transit. This route previously served passengers with two buses and had a 1-hour headway Monday through Friday and served with a 2-hour headway on weekends. The current design of this route is one bus operating on a 1.5-hour headway, Monday through Friday only. The route was restructured to by-pass Banning city streets and connect passengers to major employment and recreational opportunities in Cabazon via the I -10 freeway. In FY 20, Route 2 is projected to finish the fiscal year with a significant decrease in passenger trips compared to FY19. Passenger trips for FY 20 are projected at 16,501, a 79.37% decrease from FY 19 end of year at 79,995. This route represents 12.79% of the systemwide passenger trips, excluding paratransit. Route 2 Route 3 Route 4 Route 3/4 Route 7 Route 9 0 10000 20000 30000 40000 50000 60000 70000 80000 90000 Annual Fixed Route Passenger Boardings by Route Proj 2020 2019 2018 2017 2016 Item No.7. Beaumont SRTP 20/21 17 | Page Route 3 Route 3 operates weekdays with a one-hour headway and services the north area of Beaumont, a portion of Cherry Valley via deviations, residential community of Sundance and Walmart. This route also connects Sundance with both middle schools, the high schools, and three elementary schools. Passengers traveling to outer portions of Cherry Valley can request deviations while on board the bus or by calling customer service. In FY 20, Route 3 is projected to finish the fiscal year with 25,668 passenger trips, a slight increase of 1.35% in passenger trips compared to FY19, which ended at 25,326. Route 3 makes up 19.90% of systemwide passengers, excluding paratransit. Route 4 Route 4 operates weekdays with a one-hour headway and primarily services the SB535 identified disadvantaged community located in the heart of Beaumont’s original 9-square miles of city limits. This route connects passengers with the local library, two elementary schools, the community center, both middle schools, the main high school, and the commercial shopping area of Walmart. In FY 20, Route 4 is projected to finish the fiscal year at 24,133, a 5.68% decrease in passenger trips compared to FY19. This route services 18.71% of the systemwide passengers, excluding paratransit. Route 7 Route 7 is a weekday peak hour service and follows the Beaumont Unified School District academic calendar. This route is designed to service the passengers during the peak hours of the morning and afternoon to connect the westernmost portion of Beaumont residential areas with schools and connecting routes. The route services the masterplan communities commonly known in Beaumont as Fairway Canyon and Tournament Hills, providing transportation to both middle schools, as well as the main high school. Connection opportunities include Route 2, Route 3, and Route 4. In FY 20, Route 7 is projected to finish the fiscal year with a decrease in passenger trips compared to FY19. Passenger trips projected to end FY 20 are 25,880, a decrease of 17.23% from FY 19 which had 31,269 passenger trips. Route 7 makes up 20.06% of systemwide passengers, excluding paratransit. Route 9 Like Route 7, Route 9 is a weekday peak hour service and follows the Beaumont Unified School District academic calendar. This route is designed to connect passengers during the morning and afternoon with the southernmost masterplan residential community commonly known as Seneca Springs with both middle schools, the high school, and connecting routes. In FY 20, Route 9 is projected to finish the fiscal year with a decrease in passenger trips compared to FY19. Passenger trips projected to end FY 20 are 10,810, a decrease of 6.87% from Item No.7. Beaumont SRTP 20/21 18 | Page FY 19, which had 11,609 passenger trips. Route 9 makes up 8.38% of all systemwide passengers, excluding paratransit. Route 3/4 Route 3/4 is a one-hour headway weekend-only service. This route is a combination of the weekday service areas of Route 3 and Route 4 and connects the downtown residential areas with places of interest such as the local library, a recreation center, several churches, and the commercial area of Walmart. Route 3/4 service was increased in FY 20 with the addition of Sunday service to accommodate transit dependent passengers needing to access religious services. This route also operates on recognized limited-service holidays. In FY 20, Route 3/4 is projected to finish the fiscal year with a significant increase in passenger trips compared to FY19. Passenger trips projected to end FY 20 were 5,454, an increase of 93.9% from FY 19 which had 2,813 passenger trips. Route 3/4 makes up 4.23% of systemwide passengers, excluding paratransit. Commuter Link 120 The Commuter Link (CL) 120 operates two buses Monday through Friday, one bus with a 2-hour and 20-minute headway, and one with a 1-hour and 20-minute headway. The CL 120 also operates on Saturday and recognized limited-service holidays. On Saturdays, CL 120 is serviced by one bus and has a 2-hour and 20-minute headway. This express commuter service connects passengers at the Beaumont Walmart to Calimesa and the San Bernardino Transit Center. In FY 20, the CL120’s schedule was adjusted to also connect commuting passengers from San Bernardino to Casino Morongo. In FY 20, CL 120 is projected to finish the fiscal year with an increase in passenger trips compared to FY19. Passenger trips projected to end FY 20 are 15,996, an increase of 16.35% from FY 19, which had 13,748 passenger trips. The CL 120 makes up 12.4% of systemwide passengers, excluding paratransit. Commuter Link 125 The Commuter Link (CL) 125 operates weekday service from Beaumont Walmart to San Bernardino County medical facilities, as well as recreational and employment opportunities. Originating from Beaumont Walmart, the CL 125 connects with stops in Calimesa, Redlands Citrus Plaza (Alabama St and Lugonia Ave), Kaiser Redlands Medical Offices, and Loma Linda Veterans Affairs Hospital. In FY 20, the CL 125 is projected to finish the fiscal year relatively equal in passenger trips compared to FY19. Passenger trips projected to end FY 20 are 4,569, a slight increase of .82% from FY 19, which had 4,532 passenger trips. The CL 120 makes up 3.54% of systemwide passengers, excluding paratransit. Item No.7. Beaumont SRTP 20/21 19 | Page Dial A Ride (Paratransit) Beaumont Dial A Ride (DAR) is a curb to curb service for qualified passengers residing in Beaumont and parts of Cherry Valley. Qualified passengers include persons over the age of 65 as well as those passengers certified under the Americans with Disability Act. Beaumont Transit honors and recognizes those passengers carrying ADA compliant identification cards from RTA and Omnitrans. DAR operates as a complimentary service to the fixed routes in Beaumont and mirrors that schedule. Reservations are required at least 24 hours in advance and priority is given to ADA passengers. On the weekends, DAR is available to ADA passengers only. In FY 20, DAR is projected to finish the fiscal year with a decrease in passenger trips compared to FY19. Passenger trips projected to end FY 20 are 7,382, a decrease of 16.8% from FY 19 which had 8,874 passenger trips. 2.5 Productivity Improvement Efforts As shown in the previous section, Beaumont Transit passenger trips continue to decline. However, Beaumont is not alone as many public transit operators can attest to numerous factors involved in the reduction of passengers. Beaumont recently secured a consultant to perform a comprehensive operations analysis (COA) and are currently completing phase 1 of a 3-phase project. The primary purpose of the COA will be to determine demographics and needs of the residents of Beaumont , as well as connecting passengers traveling into and out of the city via our commuter links. An analysis of our growing city and our increased residential, commercial, and industrial areas will require the implementation of new routes and route design. COA professionals will be crucial to the connectivity of routes and determining service needs to better service passengers in the area. Currently, Beaumont uses several products to keep passengers connected with system information and announcements. These products are Facebook, Double Map (a web based real time GPS bus locating system), Google Transit, and Everbridge (a mass communication system operated in conjunction with Beaumont Police Department). Item No.7. Beaumont SRTP 20/21 20 | Page Additionally, Pass area residents are invited to attend monthly travel training trips led by Beaumont staff members to such key destinations as Los Angeles Union Station, Downtown Disney, and Oceanside. The purpose of travel training is to empower the public with strategy and knowledge of local transit system, as well as other regional connecting systems such as Metrolink, RTA and Metro. Education of public transit, by means of travel training informational meetings and outings, will assist in the alleviation of common fears surrounding public transit and get passengers comfortable with moving around and using public transportation. Beaumont has once again applied for a grant from Low Carbon Transit Operations Program (LCTOP) for Free Fare Promotion on Beaumont buses. The previous Free Fare Promotion was successful and showed an increase in passenger trips when comparing March 2019 over March 2018. Beaumont transit system saw 19,677 passenger trips in March 2019 over the 17,154 passenger trips made in March 2018, equating to a 12.82% increase in ridership. 2.6 Major Trip Generators Over one-third of Beaumont’s passengers attend Beaumont schools, with primary travel patterns between residential neighborhoods and middle and senior high schools during peak hours-morning and afternoon. However, this type of service is not sustainable, but more importantly is more costly to the overall operations. For this reason, additional service will not be added to the two peak routes, Routes 7 and 9. Beaumont will continue to focus on regional transportation as a means of sustainability. Commuter Link 120 has been in service since 2013 and Commuter Link 125 was introduced in September 2018. Both commuters have grown in passenger trips month over month and are widely popular with inquiries from traveling passengers on Metrolink and other regional providers connecting to Beaumont and Casino Morongo. 2.7 Recent Service Changes Recent service changes were introduced on Route 2, Route 3/4, and Commuter Link 120. Route 2 Route 2 had several significant changes at the onset of FY 20. All changes were a direct result of the July 2019 Interagency Agreement entered into with the city of Banning. At the request of Banning, Route 2 bypasses the Ramsey St. corridor and travels along Interstate 10 to Casino Morongo and the Desert Hills Outlet mall. Additionally, the route decreased service from two buses to one bus, as well as decreased days of operation from seven days to weekday only. Route 3/4 Because of the significant decreases in operational service on Route 2, it was determined that Route 3/4 would be better designed to add service, from Saturday only to Saturday and Sunday. This allows transit-dependent passengers to travel on Sundays accessing religious services and patronize commercial shopping areas of Beaumont. Item No.7. Beaumont SRTP 20/21 21 | Page Commuter 120 The Commuter Link 120 also experienced changes in FY 20. A second bus was added to the route which increased the route frequency. This change was made based on passenger surveys requesting more service to and from SBTC. With the additional bus, CL 120 is now able to service Casino Morongo, allowing passengers to connect from the Metrolink train or other bus operators at SBTC a one-seat ride to the casino and outlet malls. CHAPTER 3 – FUTURE SERVICE PLANS, FARE CHANGES, CAPITAL PLANNING, AND MARKETING 3.1 Planned Service Changes The current COA project will determine the future of Beaumont’s service changes in the coming years. The City of Beaumont continues to grow with an average of 750 additional new homes built every year. There are currently 3,500 homes approved for construct ion. The COA will tell us where service will best be served. Industrial and employment opportunities are also growing. Amazon is preparing to open a million square foot distribution center in Beaumont. Amazon reports that they intend to hire several hundred full-time employees and will begin doing so at the end of May or June 2020, with an anticipated opening date in July or August 2020. Beaumont Transit has been approached by Amazon to provide public transportation to the facility and is considering a micro-transit system as a pilot program to address transportation needs of the Amazon employees. A rideshare voucher program for senior and ADA passengers to offset the rising operational expenses incurred by paratransit service is also being explored. This voucher program will mirror a similar program offered by other public transit operators and consists of a 50-50 share in fare directly redeemable with the rideshare provider when the service is used. 3.2 Future Marketing Plans, Studies, and Promotions to Promote Ridership Comprehensive Operations Analysis As discussed in previous sections of this plan, Beaumont is currently underway with a Comprehensive Operations Analysis. As part of the COA, a fare elasticity study will be completed to ensure that the schedule reflects a good business model, is fair to all passengers, and equitable in the industry. This COA will be central to the development of the department and is expected to be completed by June 2020. Travel Training Travel Training continues to be a successful program to teach Pass area residents how to ride public transportation from the Pass area to places of interest. Travel Training season begins in the early Spring and runs through the Fall, with trips to Union Station, Downto wn Disney, and Oceanside. A common consensus with passengers is that public transportation is intimidating. Item No.7. Beaumont SRTP 20/21 22 | Page Travel training offers guidance to individuals, eases concerns, and empowers passengers to make similar trips on their own in the future. Since its inception, over 300 choice riders have experienced travel training with Beaumont staff. Free Fare Promotion In FY 18, Beaumont successfully implemented a systemwide Free Fare Promotion that was funded by a grant from the Low Carbon Transit Operations Program (LCTOP). This 3 -month promotion was extended to the city of Banning Transit, with both agencies reporting an increase in passenger trips and were a welcomed program to all passengers. Because of the overall success of the program, a new LCTOP grant funding application has been completed and will be used for a Free Fare Promotion in FY 21. The new Free Fare Promotion will consist of systemwide free fare for seniors, veterans, and disabled passengers for one year. Additionally, free fares will be extended to general passengers for three months. This program will be introduced in conjunction with any new route changes or added service as part of the COA study. Finally, with the potential aftereffects of Covid-19 on the overall economy, this promotion will assist passengers economically traveling to work and recreation. Annual Promotions Throughout the year our service is marketed with not only free fares, but visible appearances, as well. The opportunity to present the service and fleet to a captive audience has had positive effects with the community that would have normally not considered public transit. Item No.7. Beaumont SRTP 20/21 23 | Page In the month of July, $0.25 (twenty-five cent) fare for youth passengers is offered on weekday Route 3, Route 4, and Saturday Route 3/4. Youth passengers, under the age of 18, can enjoy points of interest that these routes service, including destinations such as the community center, library, parks, city pool, and shopping. In conjunction with October’s Breast Cancer Awareness month, passengers wearing pink on Wednesdays are given a raffle ticket as they board the bus. A drawing of a winning raffle ticket was drawn each week for a November monthly pass. The winning ticket number and winner were posted on Pass Transit’s Facebook. Multiple marketing and promotional appearances are attended throughout the year. Informational booths at back-to-school nights and orientations are attended by staff. Additionally, entries in local parades, free rides to all Veterans during the annual Veteran’s Expo, the holiday ‘Stuff the Bus’ food drive, rider appreciation events, and multiple community presentations and events, are all included in promotions to promote ridership and expose choice riders to public transportation. Beaumont offers free shuttle service to the annual signature event, the Cherry Festival, located in the downtown area of Beaumont. This annual festival, arts/crafts, food, and live entertainment gathering is a four-day event with attendance of over 50,000 throughout the four days. In 2019, the shuttle service provided 1,619 passenger trips to festival patrons. Redevelopment of Walmart Regional Transportation Hub Beaumont also intends to promote ridership by redeveloping the Walmart Regional Transportation Hub. This location is serviced by Beaumont, Banning, RTA and Sunline agencies. Hundreds of passengers connect at this location and the facility is undersized for the connecting passenger traffic. The Walmart stop is a central and visible location to the commercial center of Beaumont. With improvement, it will encourage additional use by existing passengers, but also entice new passengers to try transit. Item No.7. Beaumont SRTP 20/21 24 | Page 3.3 Projected Ridership Growth Projected ridership growth will be problematic; however, Beaumont is taking the necessary steps to analyze and create a profitable business model in the coming fiscal years. The economy resulting from Covid-19 will have a significant hardship for many people. As residents shift employment as a result of the virus, it is an opportunity to encourage transit as a cost-saving measure. The development of routes as a result of the comprehensive operations analysis is anticipated to encourage ridership growth. Additionally, Beaumont Transit will continue to focus on regional transportation and will consider an express commuter link route to the desert communities in FY 22. 3.4 Proposed Fare Structure Changes Beaumont recently updated the fare schedule for FY 20. As part of the Comprehensive Operations Analysis, a fare elasticity study will be completed to ensure that the schedule reflects a good business model, is fair to all passengers, and equitable in the industry. The Go Pass program was voted into effect by the Associated Student Body (ASB) at MSJC as an additional fee for students during registration. That fee is entirely allocated to RTA to subsidize free fare to all MSJC students on RTA’s routes. Beaumont has traditionally honored Mt. San Jacinto’s (MSJC) Go Pass program without receiving subsidies, providing free fare to all MSJC students. As part of the most recent Triennial Performance Audit, a recommendation was made to either cease accepting the Go Pass and charge students as general passengers, or coordinate efforts with MSJC to present to the ASB to vote on an additional fee during registration for Beaumont Transit. Should the student body vote against the proposed fee for Beaumont, the fare schedule would reflect the elimination of the Go Pass program on Beaumont routes. 3.5 Capital Improvement Planning Compressed Natural Gas Fueling Station (Projects 19-01 and 20-01) In FY 20, Beaumont purchased a 6.14-acre parcel in the city’s southwest industrial area, in partnership with the Wastewater Fund. This property will include a 28,000 square foot public fueling station for compressed natural gas vehicles and serve as a critical revenue source for Beaumont Transit’s farebox recovery. More importantly, it will eliminate Beaumont Transit’s reliance and dependence on the limited fueling available at the only station in Beaumont, owned and operated by Beaumont Unified School District (BUSD). Fueling the CNG buses has been problematic and more frequently than not, BUSD station is unavailable, forcing the fleet to fuel at stations located as far away as Hemet and Moreno Valley. Additionally, the parcel will include slow-fill stations for each CNG bus in the fleet, with room for expansion, giving Beaumont Transit the ability to fuel CNG vehicles during non -operational hours. Item No.7. Beaumont SRTP 20/21 25 | Page A conceptual master plan has been completed for Transit’s portion of the land. The next phase will include adopting a compression services tariff agreement with Southern California Gas to design build the CNG station, with construction anticipated to be completed by end of FY 21. Fleet Maintenance and Operations Facility (Project 20-02) As part of Projects 19-01 and 20-01, a fleet maintenance and operations facility will be constructed on the purchased parcel. Included is a 4,100 square foot, one -story building to house fleet and operations personnel, serve as a customer service point of sale location, and completely remove Beaumont Transit from the downtown area. All transit operations will be housed at one location, increasing effectiveness and efficiencies of the department. Design and engineering will begin in FY 21, with construction scheduled for FY 22. Part of the funding for this project is a State of Good Repair grant awarded in FY 19, as well as reprogramming of several previously obligated State Transit Assistance projects with fund balances. Replacement Vehicles (Project 20-06) Beaumont Transit’s fleet includes three 16-passenger vehicles with over 300,000 miles each and have been in service for the past decade. Three new Ford Entourage Type E buses were purchased last summer and expected delivery is May 2020. Electric Vehicle Charging Station (Project 20-07) In FY 20, Beaumont designed and constructed an electric vehicle charging station, located strategically in the downtown area as a revenue source for Beaumont Transit’s farebox. The project was funded by the Southern California Incentive Project (SCIP) in the form of a rebate of $240,000. The remaining project costs of $31,870 will come from the Mobile Source Air Pollution Reduction Committee (MSRC), and the station is set to open in June 2020. CHAPTER 4 – FINANCIAL PLANNING 4.1 Operating and Capital Budget Operating Budget As shown in Table 4 of this plan, Beaumont Transit projects a total amount of $3,084,384 needed in operational funding to fully operate a public transit program for the residents of Beaumont. Included in that amount is $2,776,096 from Local Transit Funds, farebox revenues collected of $213,942, LCTOP operational grant funding in the amount of $93,346, and interest earned in the amount of $1,000. This equals a modest 1.48% increase over funding in FY 20. Operational funding is allocated to 83% in personnel, 15% in maintenance and operations, and 2% in contractual services. Item No.7. Beaumont SRTP 20/21 26 | Page Capital Budget Compressed Natural Gas Fueling Station (Project 21 -01) As mentioned in Section 3.5, Beaumont will continue funding for this critical project until construction is completed, and the station is open to the public. The continuation of funding for this project is critical to the sustainability of the public transit program in Beaumont. The revenue generated from the public fueling station will adequately support a significant increase to Beaumont Transit’s farebox recovery. Fleet Maintenance and Operations Facility (Project 21-02) This project is a continuation of funding for the fleet maintenance and operations facility, to be constructed the purchased parcel. Included is a 4,100 square foot, one-story building to house fleet and operations personnel, serve as a customer service point of sale location, and completely remove Beaumont Transit from the downtown area. All transit operations will be housed at one location, increasing effectiveness and efficiencies of the department. Design and engineering will begin in FY 21, with construction scheduled for FY 22. Part of the funding for this project is a State of Good Repair grant awarded in FY 19, as well as reprogramming of several previously obligated State Transit Assistance projects with fund balances. Bus Stop Signage and Amenities (Project 21-03) New bus stop signage and amenities will be funded by the State of G ood Repair grant awarded in FY 20. New bus benches and lighting will be added at bus stops to improve passenger comfort and safety, along with new signage throughout the service area. This project is funded by a State of Good Repair grant from FY 20. Electric Vehicle Shuttle (Project 21-04) Beaumont Transit has applied for and has subsequently been approved for the Volkswagen Mitigation Rebate earmarked for the purchase of two electric vehicle shuttles, allowing for a rebate of $160,000 per vehicle. Additional funding is needed in order to procure the two vehicles. Project 21-04 reflects the difference in the price of the shuttle and the rebate from Volkswagen. These shuttles are ADA compliant with a wheelchair ramp and will be used on Dial-A-Ride. Charging will be available with an electric vehicle charging station currently in construction at the Beaumont Civic Center public parking lot, near a primary bus stop. Vehicle Communications for New Vehicles (Project 21-05) All Beaumont Transit vehicles are outfitted with two-way radios that serve as the sole communication between drivers and dispatch. An added benefit to this communication system is the ability of the driver to immediately contact Beaumont Police dispatch through direct connection in an emergency. Funding for this project will be reprogrammed from prior obligated State Transit Assistance fund balances. 4.2 Funding Plans to Support Proposed Operating and Capital Program Beaumont Transit continues to explore all available funding options to support transit operating and capital costs. Current secured funding includes STA, LCTOP, MSRC, and SGR grants but is void of any Federal funds. Item No.7. Beaumont SRTP 20/21 27 | Page In FY 22, Beaumont Transit intends to submit a proposed funding plan request in the amount of $4,983,675, of which $2,859,379 is LTF, $1,800,000 is STA, $41,796 in LCTOP, $16,000 Measure A, $265,500 farebox revenue, and $1,000 in interest or other income. In FY 23, Beaumont Transit intends to submit a proposed funding plan request in the amount of $4,594,936, of which $2,945,160 is LTF, $1,300,000 is STA, $41,840 in Measure A, $307,296 in farebox revenue, and $1,000 in interest or other income. 4.3 Regulatory and Compliance Requirements The American with Disabilities Act of 1990 The Dial-A-Ride service provides complimentary paratransit services as a required element of ADA. Although Beaumont Transit does not have an internal application process due to staffing constraints, all other public transit operators’ identification cards are accepted as verification on all routes. DBE, EEO, and Title VI Beaumont Transit System does not utilize federal funds for operating expenses. As such, DBE, EEO, and Title VI requirements do not currently apply to this public transit operator. Triennial Performance Audit RCTC retained the services of Michael Baker International to conduct the TDA triennial performance audit of the public transit operators under its jurisdiction in Riverside County, including Beaumont Transit, for Fiscal Years 2015-2016 through 2017-2018. Beaumont Transit fully complied with five of the eight applicable requirements and partially complied with the remaining three. The audit also summarized the major findings and provided a set of recommendations from the auditing firm. For this reporting period, four recommendations were given and as required by RCTC, are included in this plan as shown in Table 4.3. Two of the four recommendations have since been implemented or completed. Alternative Fueled Vehicles (RCTC Policy) Beaumont Transit System operates nine CNG buses and six gasoline powered. Future vehicle purchases, like all current purchases, will follow the RCTC and SCAQMD policies regarding alternative fuel for transit vehicles. The State of California and California Air Resources Board has established a goal of transitioning all public fleet to electric buses by 2040. Beaumont is preparing for transition as our gas vehicles retire and intend to replace with electric buses in the coming FY’s. Item No.7. Beaumont SRTP 20/21 28 | Page 4.4 Open Capital Projects This final section includes a summary of open capital projects, balances outstanding for each project, and plan to reprogram old projects to future critical projects as outlined in Table 4.4. Item No.7. Route Description Major Destinations 2 Weekday Downtown to Walmart with Express Service to Cabazon Second Street Marketplace and restaurants, Walmart Regional Connection Stop, San Gorgonio Hospital, 6th Street Downtown area, Civic Center, Chamber of Commerce, Library, Oak Valley Parkway Plaza, Mountain View Middle School, San Gorgonio Middle School and Beaumont High School 3 Weekday Walmart to Cherry Valley via Sundance Second Street Marketplace and restaurants, Walmart Regional Connection Stop, San Gorgonio Hospital, Sundance Community, Mountain View Middle School, San Gorgonio Middle School, Albert Chatigny Community Recreation Center, Sports Park, Cherry Valley commercial, Cherry Valley Deviations and Beaumont High School 4 Weekday Walmart to Downtown via 3 Rings Ranch Second Street Marketplace and restaurants, Walmart Regional Connection Stop, San Gorgonio Hospital, downtown residential areas, Glen View High School, library, 3 Rings Ranch Community, Palm Ave, Mountain View Middle School, San Gorgonio Middle School, Sports Park, Beaumont High School, north residential area, Albert Chatigny Community Recreation Center, Pennsylvania Ave 7 Weekday (Peak Service) Tournament Hills and Fairway Canyon to Middle Schools and Beaumont High School Following the Beaumont School District calendar: Western masterplan communities of Tournament Hills, Fairway Canyon to Beaumont High School, Mountain View Middle School, San Gorgonio Middle School, Oak Valley Shopping Center 9 Weekday (Peak Service) Seneca Springs to Middle Schools and Beaumont High School Following the Beaumont School District calendar: Southern masterplan communitiy of Seneca Springs, Beaumont High School, Mountain View Middle School, and San Gorgonio Middle School 3/4 Weekend Walmart to Cherry Valley via Downtown Second Street Marketplace and restaurants, Walmart Regional Connection Stop, San Gorgonio Hospital, downtown residential areas, Glen View High School, library, 3 Rings Ranch Community, Palm Ave, Mountain View Middle School, San Gorgonio Middle School, Sports Park, Beaumont High School, Cherry Valley Commercial, north residential area, Albert Chatigny Community Recreation Center, Pennsylvania Ave CL 120 Weekday and Saturday Walmart to San Bernardino Transit Center Walmart, Beaumont Civic Center, Calimesa downtown shopping centers, Calimesa Library, San Bernardino Transit Center CL 125 Weekday Walmart to Loma Linda Veterans Hospital Walmart, Beaumont Civic Center, Calimesa downtown shopping centers, Calimesa Library, Redlands Commercial area including Mountain Grove Plaza, Redlands Amazon Distribution Centers, Kaiser Redlands Medical Office, Pharoh's Kingdom, Loma Linda Veteran's Affairs Hospital and Loma Linda Medical Center City Wide DAR Weekday Demand Response/Reservation Based Service for Seniors 65+, and persons certified under American Disability Act (ADA) that live in the City of Beaumont and parts of Cherry Valley who are going to places in Beaumont or certain areas within Cherry Valley. Additionally, service is provided to persons who live withing 3/4 of a mile from a FR stop and going to a destination also within an area of 3/4 of a mile from a FR stop Table 1 Description of Routes Item No.7. Table 1.1 - Fleet Inventory FY 2020/21 Short Range Transit Plan City of Beaumont Bus (Motorbus) / Directly Operated Lift and Ramp Equipped Vehicle Length Year Built Mfg. Code Seating Capacity Model Code Fuel Type Code Life to Date Vehicle Miles Prior Year End FY 2018/19 Life to Date Vehicle Miles through March FY 2019/20 Average Lifetime Miles Per Active Vehicle As Of Year-To-Date (e.g., March) FY 2019/20 # of Active Vehicles FY 2019/ 20 # of Contingency Vehicles FY 2019/20 2010 CMD 28 C 5500 1 32 CN 1 216,657 230,600 230,600 2008 EBC 16 FORD E450 1 24 GA 1 264,564 264,564 264,564 2009 EBC 16 FORD E450 1 24 GA 1 256,606 257,310 257,310 2015 EBC 43 XHF 40 1 40 CN 1 51,696 54,189 54,189 2011 EDN 30 EDN 1 33 GA 1 246,841 278,190 278,190 2011 EDN 30 EDN 1 33 CN 1 146,972 165,591 165,591 2011 EDN 30 FORD 550 1 33 GA 1 286,184 318,361 318,361 2016 EDN 20 FORD E-450 1 24 CN 1 35,238 51,351 51,351 2011 EDN 30 FORD F550 1 33 GA 1 308,818 338,738 338,738 2016 EDN 30 FORD F550 1 33 CN 1 47,334 94,643 94,643 2015 EDN 43 XHF 40 1 40 CN 1 33,408 39,676 39,676 2015 EDN 43 XHF 40 1 40 CN 1 37,811 43,294 43,294 2009 GMC 28 C-5500 1 32 CN 1 181,558 187,418 187,418 2009 STR 28 C-5500 1 32 CN 1 202,528 219,620 219,620 2010 STR 30 C-5500 1 32 GA 1 311,313 340,881 340,881 15 15 Totals: 445 2,627,528 2,884,426 192,295 4/9/2020 TransTrack Manager™Page 1 of 1 Item No.7. Table 1.1 - Fleet Inventory FY 2020/21 Short Range Transit Plan City of Beaumont Commuter Bus / Directly Operated Lift and Ramp Equipped Vehicle Length Year Built Mfg. Code Seating Capacity Model Code Fuel Type Code Life to Date Vehicle Miles Prior Year End FY 2018/19 Life to Date Vehicle Miles through March FY 2019/20 Average Lifetime Miles Per Active Vehicle As Of Year-To-Date (e.g., March) FY 2019/20 # of Active Vehicles FY 2019/ 20 # of Contingency Vehicles FY 2019/20 2018 EDN 30 EZRider II 1 32 CN 1 13,209 52,652 52,652 1 1 Totals: 30 13,209 52,652 52,652 4/9/2020 TransTrack Manager™Page 1 of 1 Item No.7. Table 1.1 - Fleet Inventory FY 2020/21 Short Range Transit Plan City of Beaumont Demand Response / Directly Operated Lift and Ramp Equipped Vehicle Length Year Built Mfg. Code Seating Capacity Model Code Fuel Type Code Life to Date Vehicle Miles Prior Year End FY 2018/19 Life to Date Vehicle Miles through March FY 2019/20 Average Lifetime Miles Per Active Vehicle As Of Year-To-Date (e.g., March) FY 2019/20 # of Active Vehicles FY 2019/ 20 # of Contingency Vehicles FY 2019/20 2010 FRD 16 Ford E450 1 24 GA 1 339,121 344,930 344,930 2010 FRD 16 Ford E-450 1 24 GA 1 351,833 396,713 396,713 2010 FRD 16 Ford E-450 1 24 GA 1 342,813 377,929 377,929 3 3 Totals: 48 1,033,767 1,119,572 373,191 4/9/2020 TransTrack Manager™Page 1 of 1 Item No.7. Table 2.0 -- Service Provider Performance Targets Report FY 2019/20 Short Range Transit Plan Review City of Beaumont FY 2019/20 Plan FY 2019/20 Target FY 2019/20 Year to Date Through March Year to Date Performance Scorecard Data Elements 165,316 Unlinked Passenger Trips 1,436,725 Passenger Miles 23,653.0 Total Actual Vehicle Revenue Hours 481,289.0 Total Actual Vehicle Revenue Miles 504,023.0 Total Actual Vehicle Miles $2,610,230 Total Operating Expenses $281,000 Total Passenger Fare Revenue $2,329,230 Net Operating Expenses Performance Indicators Mandatory: 1. Farebox Recovery Ratio Fails to Meet Target>= 10.00% 10.76% 9.13% Discretionary: 1. Operating Cost Per Revenue Hour Meets Target<= $100.60 $110.36 $80.58 2. Subsidy Per Passenger Meets Target>= $9.36 and <= $12.66 $14.09 $11.82 3. Subsidy Per Passenger Mile Meets Target>= $1.96 and <= $2.65 $1.62 $2.47 4. Subsidy Per Hour Fails to Meet Target>= $74.32 and <= $100.56 $98.48 $73.22 5. Subsidy Per Mile Fails to Meet Target>= $4.04 and <= $5.46 $4.84 $3.44 6. Passengers Per Revenue Hour >= 6.72 and <= 9.09 6.99 6.20 7. Passengers Per Revenue Mile Fails to Meet Target>= 0.37 and <= 0.49 0.34 0.29 Note:Must meet at least 4 out of 7 Discretionary Performance Indicators Productivity Performance Summary: Service Provider Comments: 4/14/2020 TransTrack Manager™Page 1 of 1 Item No.7. FY 2019/20 - Table 2.1 -- SRTP Performance Report Service Provider: City of Beaumont All Routes Performance Indicators FY 2019/20 Plan Plan Performance Scorecard (a)FY 2019/20 Target FY 2018/19 3rd Quarter Year-to-Date FY 2017/18 End of Year Actual Passengers None 144,867 165,316 197,775 Passenger Miles None 692,610 1,436,725 945,103 Revenue Hours None 18,232.8 23,653.0 24,771.8 Total Hours None 18,728.3 24,523.0 26,929.3 Revenue Miles None 335,938.9 481,289.0 420,009.0 Total Miles None 355,397.8 504,023.0 447,136.0 Operating Costs None$1,772,201 $2,610,230 $2,567,639 Passenger Revenue None$177,922 $281,000 $235,430 Operating Subsidy None$1,594,279 $2,329,230 $2,332,210 Operating Costs Per Revenue Hour Fails to Meet Target<= $100.60$97.20 $110.36 $103.65 Operating Cost Per Revenue Mile None$5.28 $5.42 $6.11 Operating Costs Per Passenger None$12.23 $15.79 $12.98 Farebox Recovery Ratio Meets Target>= 10.0% 10.04% 10.76% 9.17% Subsidy Per Passenger Better Than Target>= $9.36 and <= $12.66$11.01 $14.09 $11.79 Subsidy Per Passenger Mile Fails to Meet Target>= $1.96 and <= $2.65$2.30 $1.62 $2.47 Subsidy Per Revenue Hour Meets Target>= $74.32 and <= $100.56$87.44 $98.48 $94.15 Subsidy Per Revenue Mile Meets Target>= $4.04 and <= $5.46$4.75 $4.84 $5.55 Passengers Per Revenue Hour Meets Target>= 6.72 and <= 9.09 7.90 6.99 8.00 Passengers Per Revenue Mile Fails to Meet Target>= 0.37 and <= 0.49 0.43 0.34 0.47 a) The Plan Performance Scorecard column is the result of comparing the FY 2019/20 Plan to the FY 2019/20 Primary Target. TransTrack Manager™ 4/14/2020 Page 1 of 1 Item No.7. Table 2.2 -- City of Beaumont -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics Peak-Hour Fleet 13 9 12 9 9 Financial Data Total Operating Expenses $2,775,646 $1,344,999 $2,610,230 $2,095,927 $2,567,639 Total Passenger Fare Revenue $307,338 $122,839 $281,000 $195,722 $235,430 Net Operating Expenses (Subsidies)$2,468,308 $1,222,159 $2,329,230 $1,900,205 $2,332,210 Operating Characteristics Unlinked Passenger Trips 169,846 103,433 165,316 179,735 197,775 Passenger Miles 1,477,908 494,205 1,436,725 859,407 945,103 Total Actual Vehicle Revenue Hours (a) 26,560.0 16,691.8 23,653.0 21,749.7 24,771.8 Total Actual Vehicle Revenue Miles (b) 567,924.0 355,656.0 481,289.0 397,911.9 420,009.0 Total Actual Vehicle Miles 590,904.0 370,667.0 504,023.0 420,755.8 447,136.0 Performance Characteristics Operating Cost per Revenue Hour $104.50 $80.58 $110.36 $96.37 $103.65 Farebox Recovery Ratio 11.07% 9.13% 10.76% 9.34% 9.17% Subsidy per Passenger $14.53 $11.82 $14.09 $10.57 $11.79 Subsidy per Passenger Mile $1.67 $2.47 $1.62 $2.21 $2.47 Subsidy per Revenue Hour (a)$92.93 $73.22 $98.48 $87.37 $94.15 Subsidy per Revenue Mile (b)$4.35 $3.44 $4.84 $4.78 $5.55 Passenger per Revenue Hour (a) 6.4 6.2 7.0 8.3 8.0 Passenger per Revenue Mile (b) 0.30 0.29 0.34 0.45 0.47 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager™ 4/14/2020 Page 1 of 1 Item No.7. Table 2.2 -- Beaumont-BUS -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics Peak-Hour Fleet 11 8 11 8 8 Financial Data Total Operating Expenses $2,471,923 $1,169,016 $2,380,230 $2,020,974 $2,259,302 Total Passenger Fare Revenue $283,338 $112,698 $258,000 $192,625 $215,369 Net Operating Expenses (Subsidies)$2,188,585 $1,056,318 $2,122,230 $1,828,349 $2,043,934 Operating Characteristics Unlinked Passenger Trips 160,782 97,887 156,187 171,634 187,489 Passenger Miles 1,429,869 469,858 1,388,341 823,843 899,947 Total Actual Vehicle Revenue Hours (a) 23,844.0 15,015.9 20,866.0 19,288.0 21,606.1 Total Actual Vehicle Revenue Miles (b) 532,748.0 333,928.0 446,602.0 367,033.0 380,714.0 Total Actual Vehicle Miles 552,664.0 346,932.0 465,746.0 386,657.3 404,305.0 Performance Characteristics Operating Cost per Revenue Hour $103.67 $77.85 $114.07 $104.78 $104.57 Farebox Recovery Ratio 11.46% 9.64% 10.83% 9.53% 9.53% Subsidy per Passenger $13.61 $10.79 $13.59 $10.65 $10.90 Subsidy per Passenger Mile $1.53 $2.25 $1.53 $2.22 $2.27 Subsidy per Revenue Hour (a)$91.79 $70.35 $101.71 $94.79 $94.60 Subsidy per Revenue Mile (b)$4.11 $3.16 $4.75 $4.98 $5.37 Passenger per Revenue Hour (a) 6.7 6.5 7.5 8.9 8.7 Passenger per Revenue Mile (b) 0.30 0.29 0.35 0.47 0.49 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager™ 4/14/2020 Page 1 of 1 Item No.7. Table 2.2 -- Beaumont-DAR -- SRTP Service Summary FY 2020/21 Short Range Transit Plan All Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics Peak-Hour Fleet 2 1 1 1 1 Financial Data Total Operating Expenses $303,723 $175,982 $230,000 $74,952 $308,337 Total Passenger Fare Revenue $24,000 $10,141 $23,000 $3,097 $20,061 Net Operating Expenses (Subsidies)$279,723 $165,841 $207,000 $71,855 $288,276 Operating Characteristics Unlinked Passenger Trips 9,064 5,546 9,129 8,101 10,286 Passenger Miles 48,039 24,347 48,384 35,563 45,156 Total Actual Vehicle Revenue Hours (a) 2,716.0 1,676.0 2,787.0 2,461.7 3,165.7 Total Actual Vehicle Revenue Miles (b) 35,176.0 21,728.0 34,687.0 30,878.9 39,295.0 Total Actual Vehicle Miles 38,240.0 23,735.0 38,277.0 34,098.5 42,831.0 Performance Characteristics Operating Cost per Revenue Hour $111.83 $105.00 $82.53 $30.45 $97.40 Farebox Recovery Ratio 7.90% 5.76% 10.00% 4.13% 6.51% Subsidy per Passenger $30.86 $29.90 $22.67 $8.87 $28.03 Subsidy per Passenger Mile $5.82 $6.81 $4.28 $2.02 $6.38 Subsidy per Revenue Hour (a)$102.99 $98.95 $74.27 $29.19 $91.06 Subsidy per Revenue Mile (b)$7.95 $7.63 $5.97 $2.33 $7.34 Passenger per Revenue Hour (a) 3.3 3.3 3.3 3.3 3.2 Passenger per Revenue Mile (b) 0.26 0.26 0.26 0.26 0.26 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager™ 4/14/2020 Page 1 of 1 Item No.7. Table 2.2 -- City of Beaumont -- SRTP Service Summary FY 2020/21 Short Range Transit Plan Excluded Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics Peak-Hour Fleet 5 4 4 2 3 Financial Data Total Operating Expenses $1,359,487 $892,388 $1,364,146 $460,249 $984,718 Total Passenger Fare Revenue $117,500 $42,561 $123,109 $14,420 $44,807 Net Operating Expenses (Subsidies)$1,241,987 $849,827 $1,241,037 $445,829 $939,911 Operating Characteristics Unlinked Passenger Trips 52,476 30,730 63,111 7,344 18,923 Passenger Miles 801,695 147,504 848,500 35,251 90,830 Total Actual Vehicle Revenue Hours (a) 16,116.0 9,703.2 12,751.0 2,849.2 6,912.1 Total Actual Vehicle Revenue Miles (b) 425,086.0 253,639.0 343,950.0 76,021.0 165,555.0 Total Actual Vehicle Miles 434,330.0 259,410.0 352,253.0 77,316.0 173,479.0 Performance Characteristics Operating Cost per Revenue Hour $84.36 $91.97 $106.98 $161.54 $142.46 Farebox Recovery Ratio 8.64% 4.77% 9.02% 3.13% 4.55% Subsidy per Passenger $23.67 $27.65 $19.66 $60.71 $49.67 Subsidy per Passenger Mile $1.55 $5.76 $1.46 $12.65 $10.35 Subsidy per Revenue Hour (a)$77.07 $87.58 $97.33 $156.48 $135.98 Subsidy per Revenue Mile (b)$2.92 $3.35 $3.61 $5.86 $5.68 Passenger per Revenue Hour (a) 3.3 3.2 5.0 2.6 2.7 Passenger per Revenue Mile (b) 0.12 0.12 0.18 0.10 0.11 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager™ 4/16/2020 Page 1 of 1 Item No.7. Table 2.2 -- City of Beaumont -- SRTP Service Summary FY 2020/21 Short Range Transit Plan Non-Excluded Routes FY 2017/18 Audited FY 2018/19 Audited FY 2019/20 Plan FY 2019/20 3rd Qtr Actual FY 2020/21 Plan Fleet Characteristics Peak-Hour Fleet 8 9 8 8 6 Financial Data Total Operating Expenses $1,416,159 $1,344,999 $1,246,084 $1,790,050 $1,582,922 Total Passenger Fare Revenue $189,838 $122,839 $157,891 $186,495 $190,623 Net Operating Expenses (Subsidies)$1,226,321 $1,222,159 $1,088,193 $1,603,555 $1,392,298 Operating Characteristics Unlinked Passenger Trips 117,370 103,433 102,205 173,634 178,852 Passenger Miles 676,213 494,205 588,225 830,122 854,272 Total Actual Vehicle Revenue Hours (a) 10,444.0 16,691.8 10,902.0 19,420.8 17,859.8 Total Actual Vehicle Revenue Miles (b) 142,838.0 355,656.0 137,339.0 336,659.9 254,454.0 Total Actual Vehicle Miles 156,574.0 370,667.0 151,770.0 358,389.8 273,657.0 Performance Characteristics Operating Cost per Revenue Hour $135.60 $80.58 $114.30 $92.17 $88.63 Farebox Recovery Ratio 13.40% 9.13% 12.67% 10.42% 12.04% Subsidy per Passenger $10.45 $11.82 $10.65 $9.24 $7.78 Subsidy per Passenger Mile $1.81 $2.47 $1.85 $1.93 $1.63 Subsidy per Revenue Hour (a)$117.42 $73.22 $99.82 $82.57 $77.96 Subsidy per Revenue Mile (b)$8.59 $3.44 $7.92 $4.76 $5.47 Passenger per Revenue Hour (a) 11.2 6.2 9.4 8.9 10.0 Passenger per Revenue Mile (b) 0.82 0.29 0.74 0.52 0.70 (a) Train Hours for Rail Modes. (b) Car Miles for Rail Modes. TransTrack Manager™ 4/14/2020 Page 1 of 1 Item No.7. Route # Mode (FR/DAR) Service Type (DO/CO)Route Description Date of Implementation Exemption End Date Route 2 FR DO Monday - Friday: Downtown to Walmart with Express Service to Cabazon August 2019 August 2022 Route 3/4 FR DO Saturday & Sunday Service: Walmart to Cherry Valley via Downtown August 2019 August 2022 Route 120 FR DO Monday - Saturday Service: Walmart to San Bernardino Transit Center August 2019 August 2022 Route 125 FR DO Monday - Friday Service: Walmart to Loma Linda Veterans Hospital September 2018 September 2021 City of Beaumont Short Range Transit Plan FY 2020/2021 - 2022/2023 Table 2.2A Excluded Routes Excluded routes are new routes or new service extensions that are eligible for exemptions from the farebox recovery requirements Item No.7. Table 2.3 - SRTP Route Statistics City of Beaumont -- 2 Data Elements Route #Day Type Peak Vehicles Passengers Passenger Miles Revenue Hours Total Hours Revenue Miles Total Miles Operating Cost Passenger Revenue Net Subsidy FY 2020/21 All Routes BEA-120 All Days 19,358 522,666 2 8,456.0 244,234.0 250,344.0 $639,503 $58,342 $581,161 8,014.0 BEA-125 Weekday 5,720 120,120 1 3,557.0 96,558.0 97,788.0 $272,455 $12,450 $260,005 3,403.0 BEA-2 Weekday 20,618 119,585 1 3,638.0 66,614.0 67,836.0 $355,145 $32,501 $322,644 3,535.0 BEA-3 Weekday 32,194 186,725 1 3,294.0 42,562.0 44,462.0 $379,424 $47,232 $332,192 3,118.0 BEA-3/4 All Days 6,780 39,324 1 1,260.0 17,680.0 18,362.0 $92,384 $14,207 $78,177 1,164.0 BEA-4 Weekday 30,280 175,624 1 3,497.0 44,804.0 45,828.0 $333,582 $36,016 $297,566 3,391.0 BEA-7 Weekday 32,568 188,894 3 1,280.0 14,744.0 20,408.0 $253,945 $54,011 $199,934 805.0 BEA-9 Weekday 13,264 76,931 1 654.0 5,552.0 7,636.0 $145,485 $28,579 $116,906 414.0 BEA-DAR All Days 9,064 48,039 2 3,050.0 35,176.0 38,240.0 $303,723 $24,000 $279,723 2,716.0 Service Provider Totals $2,468,308 $307,338 $2,775,646 590,904.0 567,924.0 28,686.0 26,560.0 1,477,908 169,846 13 TransTrack Manager™ 4/14/2020 Page 1 of 2 Item No.7. Table 2.3 - SRTP Route Statistics City of Beaumont -- 2 Performance Indicators Route #Day Type Operating Cost Per Revenue Hour Operating Cost Per Revenue Mile Cost Per Passenger Farebox Recovery Ratio Subsidy Per Passenger Subsidy Per Passenger Mile Subsidy Per Revenue Hour Subsidy Per Revenue Mile Passengers Per Hour Passengers Per Mile FY 2020/21 All Routes BEA-120 All Days $2.62 $33.04 $79.80 $30.02 $1.11 $72.52 $2.38 2.4 0.08 9.12% BEA-125 Weekday $2.82 $47.63 $80.06 $45.46 $2.16 $76.40 $2.69 1.7 0.06 4.56% BEA-2 Weekday $5.33 $17.22 $100.47 $15.65 $2.70 $91.27 $4.84 5.8 0.31 9.15% BEA-3 Weekday $8.91 $11.79 $121.69 $10.32 $1.78 $106.54 $7.80 10.3 0.76 12.44% BEA-3/4 All Days $5.23 $13.63 $79.37 $11.53 $1.99 $67.16 $4.42 5.8 0.38 15.37% BEA-4 Weekday $7.45 $11.02 $98.37 $9.83 $1.69 $87.75 $6.64 8.9 0.68 10.79% BEA-7 Weekday $17.22 $7.80 $315.46 $6.14 $1.06 $248.37 $13.56 40.5 2.21 21.26% BEA-9 Weekday $26.20 $10.97 $351.41 $8.81 $1.52 $282.38 $21.06 32.0 2.39 19.64% BEA-DAR All Days $8.63 $33.51 $111.83 $30.86 $5.82 $102.99 $7.95 3.3 0.26 7.90% Service Provider Totals 0.30 6.4 $4.35 $92.93 $1.67 $14.53 11.07%$16.34 $4.89 $104.50 TransTrack Manager™ 4/14/2020 Page 2 of 2 Item No.7. - Redevelopment of the Walmart Transportation hub. Type FY2016/2017 Audited FY2017/2018 Audited FY2018/2019 Estimated FY2019/20 Estimated (Based on 3rd Qtr actuals and annualized) FY2020/21 Planned System-Wide Ridership 194,720 197,775 202,698 131,571 169,846 Operating cost per revenue hours 117.72 129.11 117.14 113.46 104.53 Expenses 2,990,217 3,198,214 2,796,318 2,525,161 2,776,096 Revenue Hours 25,402 24,772 23,871 22,255 26,558 - Procurement of two electric vehicle shuttles. - Completion of the Comprehensive Operations Analysis (COA). - Fare elasticity analysis as part of the COA. - Construction of a compressed natural gas fueling station. - Construction of a fleet maintenance and operations building. - Implementation of a Free Fare promotion. City of Beaumont Short Range Transit Plan FY 2020/2021 - 2022/2023 Table 3 Highlights Item No.7. Table 4 - Summary of Funds Requested for FY 2020/2021 Total Amount of Funds LTF STA Measure A LCTOP SGR Fare Box Interest Operations with LCTOP 19/20 Free Fare Project 1,756,361$ 1,559,415$ 63,346$ 133,600$ Commuter 120 708,845$ 640,503$ 20,000$ 48,342$ Commuter 125 284,455$ 272,455$ 10,000$ 12,000$ Dial A Ride 323,723$ 303,723$ 20,000$ Interest & Other Income 1,000$ 1,000$ Subtotal: Operating 3,084,384$ 2,776,096$ -$ -$ 93,346$ -$ 213,942$ 1,000$ Project Description Capital Project Number (1) Total Amount of Funds LTF STA STA-OB (Obligated Balance)Measure A LCTOP SGR Fare Box Interest CNG Station 21-01 500,000$ 500,000$ Fleet Maintenance & Operations Facility (SGR 18/19)21-02 671,246$ 500,000$ 121,360.83$ 49,885$ Bus Stop Signage and Amenities (SGR 19/20)21-03 51,999$ 51,999$ 2- Electric Shuttle EV Star 21-04 220,000$ 220,000$ New Vehicle Communications Installation 21-05 57,498$ 57,497.74$ GPS System on Buses 12-01 (4,117.75)$ Building Improvements 13-01 (10,086.83)$ Building D Improvement 14-03 (11,274.00)$ 2 Type 7 Buses for Replacement/Expansion 15-01 (29,725.82)$ 2 Security Cameras for the Above Project 15-02 (5,236.67)$ Bus Yard Parking Lot with Security Gates 17-01 (100,000.00)$ Type H EZ Rider II Vehicle 19-02 (18,417.50)$ Subtotal: Capital 1,500,743$ -$ 1,220,000$ -$ -$ 101,884$ -$ -$ 4,585,127$ 2,776,096$ 1,220,000$ -$ 93,346$ 101,884$ 213,942$ 1,000$ *Reprogram 13-1, 14-3 and 17-1 to 21-02 **Reprogram 15-1, 12-1, 19-2, 15-2 to new project 21-05 Draft April 14, 2020 Total: Operating & Capital City of Beaumont FY 2020/2021 Summary of Funds Requested Short Range Transit Plan Project Description Item No.7. Table 4A- Capital Project Justifications Project Number: 2021-01 Project Name: CNG Station Project Description: Design and construction of CNG Station at the property located at 4th & Veile Ave. Project Justification: More than half of Beaumont’s bus fleet is CNG fueled. All vehicles purchased must be CNG or other alternative fuel to comply with RCTC policy. However, there is not a reliable CNG Station in the Pass Area. Staff often must fuel buses out of town and is costly to operations funding and resources. Project Schedule: Current to June 2021 Project Funding Sources (Requesting FY 20): Fund Type Fiscal Year Amount STA 20-21 $ 500,000 Total $ 500,000 Prior year projects of a similar nature with unexpended balance: Project Number Project Name Unexpended Balance as of 4/16/20 19-01 CNG Station Improvements $ 241,795.10 20-01 CNG Station Improvements $ 1,500,000. Item No.7. Table 4A- Capital Project Justifications Project Number: 2021-02 Project Name: Fleet Maintenance and Operations Facility Project Description: Design and construction of operations and maintenance facility at 4th and Veile Ave. Project Justification: Operations and maintenance are in two different locations and have outgrown their facilities. Buses are parked in both locations because all buses do not fit entirely at one location. The separation of the department is creating increased operational expenses. A parcel has been purchased at a new location in FY 20 and this project will help to develop it. A portion of the requested funding is a previously awarded grant project from State of Good Repair (SGR) in FY 18/19. Since RCTC disperses funds, it is required the project be listed on the capital projects list. STA Obligated Balance: Prior year unexpended STA Obligated Balances (STA-OB) projects are being reprogrammed to this project. Project Schedule: Current to June 2022 Project Funding Sources (Requesting FY 21): Fund Type Fiscal Year Amount STA 20-21 $ 500,000 SGR 18-19 $ 49,885 Total $ 549,885 Reprogramming Request from Prior Year to This FY 21 Project: STA-OB 12-13 $ 10,086.83 STA-OB 13-14 $ 11,274 STA-OB 16-17 $ 100,000 Total $ 121,360.83 Prior year projects of a similar nature with unexpended balance: Project Number Project Name Unexpended Balance as of 4/16/20 20-02 Admin Facility $ 481,760 Item No.7. Table 4A- Capital Project Justifications Project Number: 2021-03 Project Name: Bus Stop Signage and Amenities (SGR 19/20) Project Description: Design, purchase and install bus stop signage and add additional amenities. Project Justification: This is a previously awarded grant project from State of Good Repair (SGR) in FY 19/20. Since RCTC disperses funds, it is required the project be listed on the capital projects list. Bus stop signage is over 10 years old. Most are faded and unreadable. This project will help to design, purchase and install new bus stop signs. In addition, where stops are without adequate lighting or seating for passengers, this project will help to install amenities. Project Schedule: Current to June 2022 Project Funding Sources (Requesting FY 21): Fund Type Fiscal Year Amount SGR 19-20 $ 51,999 Total $ 51,999 Prior year projects of a similar nature with unexpended balance: Project Number Project Name Unexpended Balance as of 4/16/20 None Item No.7. Table 4A- Capital Project Justifications Project Number: 2021-04 Project Name: 2- Electric Vehicle Shuttle EV Star Project Description: Purchase of 2 electric shuttle vehicles for use on paratransit. Project Justification: Beaumont has secured a grant through Volkswagen Mitigation Trust Fund in the amount of $160,000 per vehicle. This requested amount will cover the difference in the cost of the shuttle. These vehicles will replace unleaded gas buses, as required by the grant, and will be used on local paratransit service. Beaumont will have a completed electric vehicle charging station by June 2020. Project Schedule: Current to June 2021 Project Funding Sources (Requesting FY 21): Fund Type Fiscal Year Amount STA 20-21 $ 220,000 Total $ 220,000 Prior year projects of a similar nature with unexpended balance: Project Number Project Name Unexpended Balance as of 4/16/20 None Item No.7. Table 4A- Capital Project Justifications Project Number: 2021-05 Project Name: New Vehicle Communications Installation Project Description: Purchase and installation of GPS, camera and radio communications on vehicles Project Justification: This is a reprogramming request of prior year STA obligated balances (STA-OB) to this new project. Three new vehicles were purchased in FY 19 and will be delivered before end of FY 21. In addition, 2 electric shuttles are proposed for FY 21. These five new vehicles will need to have security and communi cations purchased and installed. Project Schedule: Current to June 2022 Reprogramming Request from Prior Year to This FY 21 Project: STA-OB 11-12 $ 4,117.75 STA-OB 14-15 $ 29,725.82 STA-OB 14-15 $ 5,236.67 STA-OB 18-19 $ 18,417.50 Total $ $ 57,497.74 Prior year projects of a similar nature with unexpended balance: Project Number Project Name Unexpended Balance as of 4/16/20 None Item No.7. #Revenue Sources included in Farebox Calculation Actuals from FY2018/19 Not Audited FY2019/20 Estimated FY2020/21 Plan 1 Charge for Service 229,112 223,761 213,942 2 Bus Outlet Sales 740 460 500 3 Sale of Property 4,169 30 0 4 Interest 2,784 1,931 500 5 Other Income/Transfers In 466 0 0 6 LCTOP 83,368 0 93,346 Total Revenue (1-6)$320,638 $226,182 $308,288 Total Operating Expense $2,796,317 $2,525,161 $2,776,096 Farebox Recovery Ratio 11.47%8.96%11.11% Table 4B Fare Revenue Calculations FY 2020/2021 - 2022/2023 Short Range Transit Plan City of Beaumont (Consistent with RCTC Commission Farebox Recovery Policy 3/12/2008) Item No.7. Operating Purpose Total Amount LTF LCTOP STA SGR Measure A Operating Assistance Other Funding Farebox Other Revenue Operations and Fixed Route 1,803,143 1,606,197 17,946 179,000 Operations and Commuter Link 120 728,068 659,718 13,350 55,000 Operations and Commuter Link 125 318,629 280,629 10,500 16,000 11,500 Dial A Ride 332,835 312,835 20,000 Interest and other income 1,000 1,000 Total Operating Request 3,183,675$ 2,859,379$ 41,796$ -$ -$ 16,000$ -$ 265,500$ 1,000$ Capital Purpose Total Amount LTF LCTOP STA SGR Measure A Operating Assistance Other Funding Farebox Other Revenue CNG Station 500,000 500,000 Fleet Maintenance and Operations Facility 500,000 500,000 Bus Wraps 100,000 100,000 3- Ford Entourage Type E Replacement Vehicles 700,000 700,000 0 0 0 0 0 0 0 Total Capital Request $1,800,000 $0 $0 $1,800,000 $0 $0 $0 $0 $0 Grand Total Operating & Capital $4,983,675 $2,859,379 $41,796 $1,800,000 $0 $16,000 $0 $265,500 $1,000 City of Beaumont Short Range Transit Plan FY 2020/2021 - 2022/2023 Table 4.1 Fiscal Year 2021/2022 Item No.7. Operating Purpose Total Amount LTF LCTOP STA SGR Measure A Operating Assistance Other Funding Farebox Other Revenue Operations and Fixed Route 1,851,329 1,654,383 196,946 Operations and Commuter Link 120 772,860 679,510 25,000 68,350 Operations and Commuter Link 125 327,528 289,048 16,480 22,000 Dial A Ride 342,220 322,220 20,000 Interest and other income 1,000 1,000 Total Operating Request 3,294,936$ 2,945,160$ -$ -$ -$ 41,480$ -$ 307,296$ 1,000$ Capital Purpose Total Amount LTF LCTOP STA SGR Measure A Operating Assistance Other Funding Farebox Other Revenue CNG Station 500,000 500,000 Passenger Amenities 100,000 100,000 3- Replacement Vehicles 700,000 700,000 0 0 0 0 0 0 0 0 Total Capital Request $1,300,000 $0 $0 $1,300,000 $0 $0 $0 $0 $0 Grand Total Operating & Capital $4,594,936 $2,945,160 $0 $1,300,000 $0 $41,480 $0 $307,296 $1,000 City of Beaumont Short Range Transit Plan FY 2020/2021 - 2022/2023 Table 4.2 Fiscal Year 2022/2023 Item No.7. Audit Recommendations Action Taken and Results Prepare and submit separate State Controller Transit Operators Financial Transactions Reportsfor general public transit and specialized service. Beaumont continues to strive for timely completion of SCO reports. Additional staff in the finance department has been added to help prevent delays. Continue to work with RTA and Mt. San Jacinto College on fare revenue reimbursement from the College GO-PASS Revenue Agreement. Beaumont will explore the Go-Pass program and reach out to San Jacinto College to engage students for a student body vote to implement fare program for Beaumont Transit, independent from RTA. Include a link to BanningTransit on the BeaumontTransit web page.Completed Report mechanical road calls and other vehicle operation metrics in TransTrack Manager.Completed City of Beaumont Short Range Transit Plan FY 2020/2021 - 2022/2023 Table 4.3 TDA Triennial Item No.7. Project Name SRTP Capital Project No's Project ElementFunding CategoryBeg to End - Project Timeline Total Project Cost Unfunded Balance CNG Station Improvements 19-01 4 2 CNG Station Improvements 20-01 4 2 Mobile Bus Lift, Jack Stands, and Tools 17-2 3 1 85,000 0 Shop Building Maintenance 17-4 7 1 75,000 0 SGR Modernization of Vehicle Maintenance 19-04 7 1 66,478 0 Fleet & Operations Facility 20-02 4 2 1,671,246 1,171,246 Brand & Logo Update 20-03 7 2 200,000 100,000 Passenger Amenities (LCTOP)20-04 6 1 129,943 0 EV Charging Station 20-07 4 1 310,000 0 3- Ford Entourage Type E Buses 20-06 1 1 700,000 0 Legend Project Elements: 1 2 Non-Revenue Vehicle Purchase - FY 3 Vehicle Systems and Equipment - FY 4 Building, Land and Facilities - FY 5 Communication and Information Technology Systems - FY 6 7 Funding Category: 1 Fully Funded 2 Partially Funded City of Beaumont Short Range Transit Plan FY 2020/2021 - 2022/2023 Revenue Vehicle Purchase - FY Debt Service - FY Maintenance - FY Table 4.4 Open Projects Prior to FY2020/2021 4,500,000 Current - 2023 1,500,000 Item No.7. Staff Report TO: Mayor, and City Council Members FROM: Elizabeth Gibbs, Community Services Director DATE April 21, 2020 SUBJECT: A Resolution of the City Council of the City of Beaumont for Authorization of the Execution of the Certifications and Assurances and Authorized Agent Forms for the Low Carbon Transit Operations Program (LCTOP) for the Following Project: Free Fare Promotion, $93,346 Background and Analysis: The City of Beaumont Transit Services is eligible for grant funds from the Low Carbon Transit Operations Program (LCTOP) in the amount of $93,346 for Fiscal Year 2019 - 2020. The purpose of LCTOP is to provide incentives, such as free fares to passengers, to promote the use of public transportation and transit connectivity. Staff is recommending this grant fund free fares for separate programs: seniors, disabled, and veterans on all fixed routes for one year; and general passengers on all fixed routes for three months. Free fares would not be offered on paratransit services. To proceed with securing funds for the project, the City must submit the following documents, which are attached for your review: 1. Authorized City Council Resolution (Attachment A), 2. Certifications and Assurances (Attachment B), and 3. Authorized Agent (Attachment C). Fiscal Impact: This grant will have no impact on the General Fund. Item No.8. Recommended Action: Waive the full reading and adopt by title only “A Resolution of the City Council of the City of Beaumont for Authorization of the Execution of the Certifications and Assurances and Authorized Agent Forms for the Low Carbon Transit Operations Program (LCTOP) for the Following Project: Free Fare Promotion, $93,346;” Authorize the Execution of the Certifications and Assurances; and Authorize the Execution of the Authorized Agent Forms for LCTOP for Free Fare Promotion, in the amount of $93,346. Attachments: A. Resolution B. Certifications and Assurances C. Authorized Agent Forms Item No.8. RESOLUTION # 20- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BEAUMONT FOR AUTHORIZATION OF THE EXECUTION OF THE CERTIFICATIONS AND ASSURANCES AND AUTHORIZED AGENT FORMS FOR THE LOW CARBON TRANSIT OPERATIONS PROGRAM (LCTOP) FOR THE FOLLOWING PROJECT: FREE FARE PROMOTION, $93,346 WHEREAS, the City of Beaumont is an eligible project sponsor and may receive state funding from the Low Carbon Transit Operations Program (LCTOP) for transit projects; and WHEREAS, the statutes related to state-funded transit projects require a local or regional implementing agency to abide by various regulations; and WHEREAS, Senate Bill 862 (2014) named the Department of Transportation (Department) as the administrative agency for the LCTOP; and WHEREAS, the Department has developed guidelines for the purpose of administering and distributing LCTOP funds to eligible project sponsors (local agencies); and WHEREAS, the City of Beaumont wishes to delegate authorization to execute these documents and any amendments thereto to Todd Parton, City Manager or his designee; and WHEREAS, the City of Beaumont wishes to implement the following LCTOP project(s) listed above, NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Beaumont that the fund recipient agrees to comply with all conditions and requirements set forth in the Certification and Assurances and the Authorized Agent documents and applicable statutes, regulations and guidelines for all LCTOP funded transit projects. NOW THEREFORE, BE IT FURTHER RESOLVED that Todd Parton, City Manager or his designee be authorized to execute all required documents of the LCTOP program and any Amendments thereto with the California Department of Transportation. NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Beaumont that it hereby authorizes the submittal of the following project nomination(s) and allocation request(s) to the Department in FY19-2020 LCTOP funds: Name of Project: Free Fare Promotion Funds Requested from LCTOP: $93,346 Short Description: One (1) year of free fare systemwide (except Dial-A-Ride) for Seniors, Disabled and Veterans; and Three (3) months of free fare systemwide (except Dial-A-Ride) for general passengers. Benefit to Priority Population: Project provides incentives to disadvantaged community, promotes the use of public transportation, and promotes transit connectivity. Item No.8. MOVED, PASSED, and ADOPTED this 21st day of April, 2020 by the following roll call vote: AYES: NOES: ABSTAIN: ABSENT: ______________________________ Rey Santos, Mayor ATTEST: ______________________________ Steve Mehlman, City Clerk Item No.8. FY 2019-2020 LCTOP Certifications and Assurances Lead Agency: City of Beaumont Project Title: Free Fare Promotion Prepared by: Celina Cabrera The California Department of Transportation (Caltrans) has adopted the following Certifications and Assurances for the Low Carbon Transit Operations Program (LCTOP). As a condition of the receipt of LCTOP funds, Lead Agency must comply with these terms and conditions. A. General 1.The Lead Agency agrees to abide by the current LCTOP Guidelines and applicable legal requirements. 2.The Lead Agency must submit to Caltrans a signed Authorized Agent form designating the representative who can submit documents on behalf of the project sponsor and a copy of the board resolution appointing the Authorized Agent. B.Project Administration 1.The Lead Agency certifies that required environmental documentation is complete before requesting an allocation of LCTOP funds. The Lead Agency assures that projects approved for LCTOP funding comply with Public Resources Code § 21100 and § 21150. 2.The Lead Agency certifies that a dedicated bank account for LCTOP funds only will be established within 30 days of receipt of LCTOP funds. 3.The Lead Agency certifies that when LCTOP funds are used for a transit capital project, that the project will be completed and remain in operation for its useful life. 4.The Lead Agency certifies that it has the legal, financial, and technical capacity to carry out the project, including the safety and security aspects of that project. 5.The Lead Agency certifies that they will notify Caltrans of pending litigation, dispute, or negative audit findings related to the project, before receiving an allocation of funds. 6.The Lead Agency must maintain satisfactory continuing control over the use of project equipment and facilities and will adequately maintain project equipment and facilities for the useful life of the project. 7.Any interest the Lead Agency earns on LCTOP funds must be used only on approved LCTOP projects. 8.The Lead Agency must notify Caltrans of any changes to the approved project with a Corrective Action Plan (CAP). Attachment B Item No.8. FY 2019-2020 LCTOP 9.Under extraordinary circumstances, a Lead Agency may terminate a project prior to completion. In the event the Lead Agency terminates a project prior to completion, the Lead Agency must (1) contact Caltrans in writing and follow-up with a phone call verifying receipt of such notice; (2) pursuant to verification, submit a final report indicating the reason for the termination and demonstrating the expended funds were used on the intended purpose; (3) submit a request to reassign the funds to a new project within 180 days of termination. C.Reporting 1.The Lead Agency must submit the following LCTOP reports: a.Semi-Annual Progress Reports by May 15th and November 15th each year. b.A Close Out Report within six months of project completion. c.The annual audit required under the Transportation Development Act (TDA), to verify receipt and appropriate expenditure of LCTOP funds. A copy of the audit report must be submitted to Caltrans within six months of the close of the year (December 31) each year in which LCTOP funds have been received or expended. d.Project Outcome Reporting as defined by CARB Funding Guidelines. e.Jobs Reporting as defined by CARB Funding Guidelines. 2.Other Reporting Requirements: CARB develops and revises Funding Guidelines that will include reporting requirements for all State agencies that receive appropriations from the Greenhouse Gas Reduction Fund. Caltrans and project sponsors will need to submit reporting information in accordance with CARB’s Funding Guidelines, including reporting on greenhouse gas reductions and benefits to disadvantaged communities. D.Cost Principles 1.The Lead Agency agrees to comply with Title 2 of the Code of Federal Regulations 225 (2 CFR 225), Cost Principles for State and Local Government, and 2 CFR, Part 200, Uniform Administrative Requirements for Grants and Cooperative Agreements to State and Local Governments. 2.The Lead Agency agrees, and will assure that its contractors and subcontractors will be obligated to agree, that: a.Contract Cost Principles and Procedures, 48 CFR, Federal Acquisition Regulations System, Chapter 1, Part 31, et seq., shall be used to determine the allow ability of individual project cost items and b.Those parties shall comply with Federal administrative procedures in accordance with 2 CFR, Part 200, Uniform Administrative Requirements for Grants and Cooperative Agreements to State and Local Governments. Every sub-recipient receiving LCTOP funds as a contractor or sub-contractor shall comply with Item No.8. FY 2019-2020 LCTOP Federal administrative procedures in accordance with 2 CFR, Part 200, Uniform Administrative Requirements for Grants and Cooperative Agreements to State and Local Governments. 3. Any project cost for which the Lead Agency has received funds that are determined by subsequent audit to be unallowable under 2 CFR 225, 48 CFR, Chapter 1, Part 31 or 2 CFR, Part 200, are subject to repayment by the Lead Agency to the State of California (State). All projects must reduce greenhouse gas emissions, as required under Public Resources Code section 75230, and any project that fails to reduce greenhouse gases shall also have its project costs submit to repayment by the Lead Agency to the State. Should the Lead Agency fail to reimburse moneys due to the State within thirty (30) days of demand, or within such other period as may be agreed in writing between the Parties hereto, the State is authorized to intercept and withhold future payments due the Lead Agency from the State or any third-party source, including but not limited to, the State Treasurer and the State Controller. A. Record Retention 1. The Lead Agency agrees and will assure that its contractors and subcontractors shall establish and maintain an accounting system and records that properly accumulate and segregate incurred project costs and matching funds by line item for the project. The accounting system of the Lead Agency, its contractors and all subcontractors shall conform to Generally Accepted Accounting Principles (GAAP) and enable the determination of incurred costs at interim points of completion. All accounting records and other supporting papers of the Lead Agency, its contractors and subcontractors connected with LCTOP funding shall be maintained for a minimum of three (3) years after the “Project Closeout” report or final Phase 2 report is submitted (per ARB Funding Guidelines, Vol. 3, page 3.A-16), and shall be held open to inspection, copying, and audit by representatives of the State and the California State Auditor. Copies thereof will be furnished by the Lead Agency, its contractors, and subcontractors upon receipt of any request made by the State or its agents. In conducting an audit of the costs claimed, the State will rely to the maximum extent possible on any prior audit of the Lead Agency pursuant to the provisions of federal and State law. In the absence of such an audit, any acceptable audit work performed by the Lead Agency’s external and internal auditors may be relied upon and used by the State when planning and conducting additional audits. 2. For the purpose of determining compliance with Title 21, California Code of Regulations, Section 2500 et seq., when applicable, and other matters connected with the performance of the Lead Agency’s contracts with third parties pursuant to Government Code § 8546.7, the project sponsor, its contractors and subcontractors and the State shall each maintain and make available for inspection all books, documents, papers, accounting records, and other evidence pertaining to the performance of such contracts, including, but not limited to, the costs of administering those various contracts. All of the above referenced parties shall make such materials available at their respective offices at all reasonable times Item No.8. FY 2019-2020 LCTOP during the entire project period and for three (3) years from the date of final payment. The State, the California State Auditor, or any duly authorized representative of the State, shall each have access to any books, records, and documents that are pertinent to a project for audits, examinations, excerpts, and transactions, and the Lead Agency shall furnish copies thereof if requested. 3. The Lead Agency, its contractors and subcontractors will permit access to all records of employment, employment advertisements, employment application forms, and other pertinent data and records by the State Fair Employment Practices and Housing Commission, or any other agency of the State of California designated by the State, for the purpose of any investigation to ascertain compliance with this document. F. Special Situations Caltrans may perform an audit and/or request detailed project information of the project sponsor’s LCTOP funded projects at Caltrans’ discretion at any time prior to the completion of the LCTOP. I certify all of these conditions will be met. Elizabeth Gibbs Community Services Director (Print Authorized Agent) (Title) (Signature) (Date) Item No.8. FY 2019-2020 LCTOP Authorized Agent AS THE Mayor (Chief Executive Officer/Director/President/Secretary) OF THE City of Beaumont (Name of County/City/Transit Organization) I hereby authorize the following individual(s) to execute for and on behalf of the named Regional Entity/Transit Operator, any actions necessary for the purpose of obtaining Low Carbon Transit Operations Program (LCTOP) funds provided by the California Department of Transportation, Division of Rail and Mass Transportation. I understand that if there is a change in the authorized agent, the project sponsor must submit a new form. This form is required even when the authorized agent is the executive authority himself. I understand the Board must provide a resolution approving the Authorized Agent. The Board Resolution appointing the Authorized Agent is attached. Todd Parton, City Manager OR (Name and Title of Authorized Agent) Kristine Day, Assistant City Manager OR (Name and Title of Authorized Agent) Elizabeth Gibbs, Community Services Director OR (Name and Title of Authorized Agent) Doug Story, Assistant Community Services Director OR (Name and Title of Authorized Agent) Rey Santos Mayor (Print Name) (Title) (Signature) Approved this 7 day of April , 2020 Attachment C Item No.8. Staff Report TO: Mayor, and City Council Members FROM: Jeff Hart, Public Works Director DATE April 21, 2020 SUBJECT: Award a Professional Services Agreement to SKM Engineering, LLC for Engineering Design Services of the Programmable Logic Controller (PLC) Upgrade Design for the Various Lift Stations in the Wastewater System (CIP2019-018) in an Amount Not to Exceed $49,910 Background and Analysis: During the budget process for Fiscal Year 2019-2020, the City Council appropriated funds in the 5-year capital improvement project (CIP) list for the design and construction of various programmable logic controller (PLC) upgrades to lift stations in the wastewater system. A PLC is a digital computer used for automation of electromechanical processes. The PLC receives information from connected sensors or input devices, processes the data, and triggers outputs based on pre-programmed parameters. PLCs are a critical element in operation of the City’s wastewater system facilities controlling various items such as pumps, valves, etc. Additionally, the PLC communication methods are used to relay information back to the City’s supervisory control and data and acquisition (SCADA) system and provide short-term and long-term remote monitoring of each station. The PLC systems, currently in use at the lift stations, have reached the obsolescent phase of the equipment life cycle. Additionally, there is no continuity between PLC systems at each lift station and the wastewater treatment facility, causing the City’s SCADA system to be ineffective remotely and in turn requiring additional funds to be spent in the event of a power outage or PLC failure . New equipment and programming are included as part of the City’s wastewater expansion project. This project will focus on the lift station specifications as well as integration with the new system at the plant. Item No.9. This project will consider two approaches to the lift station communication system. The first approach will include a traditional PLC similar to what is currently specified for the wastewater treatment plant project. The second approach will consider up to three different types of “plug and play” systems. Staff will evaluate both for cost effectiveness as well as functionality. The PLC Upgrade Design Project was advertised on February 18, 2020, and bids were received and opened on March 16, 2020. The project had an original due date of March 9, 2020, but was postponed to encourage additional bidders, however, staff received only one (1) sealed bid from SKM Engineering, LLC, (SKM) with a not to exceed fee proposal of $76,724. City management and staff negotiated the scope and fee proposal with SKM for a final negotiated price of $49,910. Based on the final negotiated price being consistent with requested scope and within the project budget, staff determined that a rebid would not provide additional benefit to the City and only delay the project. Staff determined that SKM has demonstrated competence and has the professional qualifications necessary for the satisfactory performance of the services required, and at a fair and reasonable cost to the City. Additionally, SKM is the firm currently working on the wastewater plant SCADA and PLC project. Fiscal Impact: The cost associated with preparing this staff report is $750. CIP 2019 -018 has a current appropriation of $50,000 and this contract will come in under budget. Additional construction funds are available once design is complete. Recommended Action: Award a Professional Services Agreement to SKM Engineering, LLC , for Engineering Design Services of the PLC Upgrade Design for the various Lift Stations in the Wastewater System (CIP2019-018) in an Amount Not to Exceed $49,910. Attachments: A. Professional Services Agreement – SKM Engineering, LLC Exhibit “A”: SKM Proposal Exhibit “B”: Insurance Certificate Item No.9. 1 AGREEMENT FOR PROFESSIONAL SERVICES BY INDEPENDENT CONTRACTOR THIS AGREEMENT FOR PROFESSIONAL SERVICES BY INDEPENDENT CONTRACTOR is made and effective as of the ________________day of ___________, 2020, by and between the CITY OF BEAUMONT (“CITY”) whose address is 550 E. 6th Street, Beaumont, California 92223 and SKM Engineering, LLC, a _____________ limited liability company whose address is 533 W 2600 S Suite 25, Bountiful, UT 84010 (“CONTRACTOR”). RECITALS This Agreement is entered into on the basis of the following facts, understandings and intentions of the parties to this Agreement: A. CITY desires to engage CONTRACTOR to provide Professional Engineering Services for PLC Upgrade Design CIP 2019-018; and B. CONTRACTOR has made a proposal (“Proposal”) to the CITY to provide such professional services, which Proposal is attached hereto as Exhibit “A”; and C. CONTRACTOR agrees to provide such services pursuant to, and in accordance with, the terms and conditions of this Agreement, and represents and warrants to CITY that CONTRACTOR possesses the necessary skills, licenses, certifications, qualifications, personnel and equipment to provide such services. AGREEMENT NOW, THEREFORE, in consideration of the foregoing Recitals and mutual covenants contained herein, CITY and CONTRACTOR agree as follows: 1. Term of Agreement. This Agreement is effective as of the date first above written and shall continue until terminated as provided for herein. Notwithstanding anything in this Agreement to the contrary, this Agreement shall automatically terminate after one (1) year unless extended by the parties with the approval of the City Council of the CITY. 2. Services to be Performed. CONTRACTOR agrees to provide the services (“Services”) as follows: Professional Engineering Services for PLC Upgrade Design CIP 2019- 018 per Exhibit “A”. All Services shall be performed in the manner and according to the timeframe set forth in the Proposal. CONTRACTOR designates Mark Jeppsen as CONTRACTOR’S professional responsible for overseeing the Services provided by CONTRACTOR. 3. Associates and Subcontractors. CONTRACTOR may, at CONTRACTOR’s sole cost and expense, employ such competent and qualified independent associates, subcontractors and consultants as CONTRACTOR deems necessary to perform the Services; provided, however, that CONTRACTOR shall not subcontract any of the Services without the written consent of CITY. 4. Compensation. 4.01 CONTRACTOR shall be paid at the rates set forth in the Proposal and shall Item No.9. 2 not increase any rate without the prior written consent of the CITY. Notwithstanding anything in this Agreement to the contrary, total fees and charges paid by CITY to CONTRACTOR under this Agreement shall not exceed forty-nine thousand nine hundred ten dollars ($49,910). 4.02 CONTRACTOR shall not be compensated for any Services rendered nor reimbursed for any expenses incurred in excess of those authorized unless approved in advance by the CITY, in writing. 4.03 CONTRACTOR shall submit to CITY, on or before the fifteenth (15th) of each month, itemized invoices for the Services rendered in the previous month. The CITY shall not be obligated to pay any invoice that is submitted more than sixty (60) days after the due date of such invoice. CITY shall have the right to review and audit all invoices prior to or after payment to CONTRACTOR. This review and audit may include, but not be limited to CITY’s: a. Determination that any hourly fee charged is consistent with this Agreement's approved hourly rate schedule; b. Determination that the multiplication of the hours billed times the approved rate schedule dollars is correct; c. Determination that each item charged is the usual, customary, and reasonable charge for the particular item. If CITY determines an item charged is greater than usual, customary, or reasonable, or is duplicative, ambiguous, excessive, or inappropriate, CITY shall either return the bill to CONTRACTOR with a request for explanation or adjust the payment accordingly, and give notice to CONTRACTOR of the adjustment. 4.04 If the work is satisfactorily completed, CITY shall pay such invoice within thirty (30) days of its receipt. Should CITY dispute any portion of any invoice, CITY shall pay the undisputed portion within the time stated above, and at the same time advise CONTRACTOR in writing of the disputed portion. 5. Obligations of CONTRACTOR. 5.01 CONTRACTOR agrees to perform all Services in accordance with the terms and conditions of this Agreement and the Proposal. In the event that the terms of the Proposal shall conflict with the terms of this Agreement, or contain additional terms other than the Services to be rendered and the price for the Services, the terms of this Agreement shall govern and said additional or conflicting terms shall be of no force or effect. 5.02 Except as otherwise agreed by the parties, CONTRACTOR will supply all personnel, materials and equipment required to perform the Services. CONTRACTOR shall provide its own offices, telephones, vehicles and computers and set its own work hours. CONTRACTOR will determine the method, details, and means of performing the Services under this Agreement. Item No.9. 3 5.03 CONTRACTOR shall keep CITY informed as to the progress of the Services by means of regular and frequent consultations. Additionally, when requested by CITY, CONTRACTOR shall prepare written status reports. 5.04 CONTRACTOR is responsible for paying, when due, all income and other taxes, fees and withholding, including withholding state and federal taxes, social security, unemployment and worker’s compensation, incurred as a result of the compensation paid under this Agreement. CONTRACTOR agrees to indemnify, defend and hold harmless CITY for any claims, costs, losses, fees, penalties, interest, or damages suffered by CITY resulting from CONTRACTOR’s failure to comply with this provision. 5.05 In the event CONTRACTOR is required to prepare plans, drawings, specifications and/or estimates, the same shall be furnished in conformance with local, state and federal laws, rules and regulations. 5.06 CONTRACTOR represents that it possesses all required licenses necessary or applicable to the performance of Services under this Agreement and the Proposal and shall obtain and keep in full force and effect all permits and approvals required to perform the Services herein. In the event CITY is required to obtain an approval or permit from another governmental entity, CONTRACTOR shall provide all necessary supporting documents to be filed with such entity. . CONTRACTOR shall perform all Services under this Agreement in a skillful and competent manner, consistent with the standards generally recognized as being employed by professionals in the same discipline in the State of California. CONTRACTOR represents and maintains that it is skilled in the professional calling necessary to perform the Services. CONTRACTOR warrants that all employees and subcontractors shall have sufficient skill and experience to perform the Services assigned to them. Finally, CONTRACTOR represents that it, its employees and subcontractors have all licenses, permits, qualifications and approvals of whatever nature that are legally required to perform the Services, and that such licenses and approvals shall be maintained throughout the term of this Agreement. 5.07 CONTRACTOR shall be solely responsible for obtaining Employment Eligibility Verification information from CONTRACTOR’s employees, in compliance with the Immigration Reform and Control Act of 1986, Pub. L. 99-603 (8 U.S.C. 1324a), and shall ensure that CONTRACTOR’s employees are eligible to work in the United States. 5.08 In the event that CONTRACTOR employs, contracts with, or otherwise utilizes any CalPers retirees in completing any of the Services performed hereunder, such instances shall be disclosed in advance to the CITY and shall be subject to the CITY’s advance written approval. 5.09 Drug-free Workplace Certification. By signing this Agreement, the CONTRACTOR hereby certifies under penalty of perjury under the laws of the State of California that the CONTRACTOR will comply with the requirements of the Drug-Free Workplace Act of 1990 (Government Code, Section 8350 et seq.) and will provide a drug- free workplace. Item No.9. 4 5.10 CONTRACTOR shall comply with all applicable local, state and federal laws, rules, regulations, entitlements and/or permits applicable to, or governing the Services authorized hereunder. 6. Insurance. CONTRACTOR hereby agrees to be solely responsible for the health and safety of its employees and agents in performing the Services under this Agreement and shall comply with all laws applicable to worker safety including but not limited to Cal-OSHA. Therefore, throughout the duration of this Agreement, CONTRACTOR hereby covenants and agrees to maintain insurance in conformance with the requirements set forth below. Attached hereto as Exhibit “B” are copies of Certificates of Insurance and endorsements as required by Section 7.02. If existing coverage does not meet the requirements set forth herein, CONTRACTOR agrees to amend, supplement or endorse the existing coverage to do so. CONTRACTOR shall provide the following types and amounts of insurance: 6.01 Commercial general liability insurance in an amount of not less than $1,000,000 per occurrence and $2,000,000 in the aggregate; CONTRACTOR agrees to have its insurer endorse the general liability coverage required herein to include as additional insured’s CITY, its officials, employees and agents. CONTRACTOR also agrees to require all contractors and subcontractors to provide the same coverage required under this Section 6. 6.02 Business Auto Coverage in an amount no less than $1 million per accident. If CONTRACTOR or CONTRACTOR’s employees will use personal autos in performance of the Services hereunder, CONTRACTOR shall provide evidence of personal auto liability coverage for each such person. 6.03 Workers’ Compensation coverage for any of CONTRACTOR’s employees that will be providing any Services hereunder. CONTRACTOR will have a state-approved policy form providing statutory benefits as required by California law. The provisions of any workers’ compensation will not limit the obligations of CONTRACTOR under this Agreement. CONTRACTOR expressly agrees not to use any statutory immunity defenses under such laws with respect to CITY, its employees, officials and agents. 6.04 Optional Insurance Coverage. Choose and check one: Required _X_ /Not Required ___; Errors and omissions insurance in a minimum amount of $2 million per occurrence to cover any negligent acts or omissions committed by CONTRACTOR, its employees and/or agents in the performance of any Services for CITY. 7. General Conditions pertaining to Insurance Coverage 7.01 No liability insurance coverage provided shall prohibit CONTRACTOR from waiving the right of subrogation prior to a loss. CONTRACTOR waives all rights of subrogation against CITY regardless of the applicability of insurance proceeds and shall require all contractors and subcontractors to do likewise. 7.02. Prior to beginning the Services under this Agreement, CONTRACTOR shall furnish CITY with certificates of insurance, endorsements, and upon request, complete copies of all policies, including complete copies of all endorsements. All copies of policies Item No.9. 5 and endorsements shall show the signature of a person authorized by that insurer to bind coverage on its behalf. 7.03. All required policies shall be issued by a highly rated insurer with a minimum A.M. Best rating of “A:VII”). The insurer(s) shall be admitted and licensed to do business in California. The certificates of insurance hereunder shall state that coverage shall not be suspended, voided, canceled by either party, or reduced in coverage or in limits, except after thirty (30) days' prior written notice has been given to CITY. 7.04 Self-insurance does not comply with these insurance specifications. CONTRACTOR acknowledges and agrees that that all insurance coverage required to be provided by CONTRACTOR or any subcontractor, shall apply first and on a primary, non- contributing basis in relation to any other insurance, indemnity or self-insurance available to CITY. 7.05 All coverage types and limits required are subject to approval, modification and additional requirements by CITY, as the need arises. CONTRACTOR shall not make any reductions in scope of coverage (e.g. elimination of contractual liability or reduction of discovery period) that may affect CITY’s protection without CITY’s prior written consent. 7.06 CONTRACTOR agrees to provide immediate notice to CITY of any claim or loss against CONTRACTOR or arising out of the Services performed under this Agreement. CITY assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claims if they are likely to involve CITY. 8. Indemnification. 8.01 CONTRACTOR and CITY agree that CITY, its employees, agents and officials should, to the extent permitted by law, be fully protected from any loss, injury, damage, claim, lawsuit, cost, expense, attorneys’ fees, litigation costs, defense costs, court costs or any other costs arising out of or in any way related to the performance of this Agreement by CONTRACTOR or any subcontractor or agent of either as set forth herein. Accordingly, the provisions of this indemnity are intended by the parties to be interpreted and construed to provide the fullest protection possible under the law to CITY. CONTRACTOR acknowledges that CITY would not enter into this Agreement in the absence of the commitment of CONTRACTOR to indemnify and protect CITY as set forth herein. a. To the fullest extent permitted by law, CONTRACTOR shall defend, indemnify and hold harmless CITY, its employees, agents and officials, from any liability, claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses, damages or costs of any kind, whether actual, alleged or threatened, actual attorneys’ fees incurred by CITY, court costs, interest, defense costs, including expert witness fees and any other costs or expenses of any kind whatsoever without restriction or limitation incurred in relation to, as a consequence of or arising out of, or in any way attributable actually, Item No.9. 6 allegedly or impliedly, in whole or in part to the performance of this Agreement. CONTRACTOR’s obligation to defend, indemnify and hold harmless shall include any and all claims, suits and proceedings in which CONTRACTOR (and/or CONTRACTOR’s agents and/or employees) is alleged to be an employee of CITY. All obligations under this provision are to be paid by CONTRACTOR as they are incurred by CITY. b. Without affecting the rights of CITY under any provision of this Agreement or this Section, CONTRACTOR shall not be required to indemnify and hold harmless CITY as set forth above for liability attributable solely to the fault of CITY, provided such fault is determined by agreement between the parties or the findings of a court of competent jurisdiction. 9. Additional Services, Changes and Deletions. 9.01 In the event CONTRACTOR performs additional or different services than those described herein without the prior written approval of the City Manager and/or City Council of CITY, CONTRACTOR shall not be compensated for such services. CONTRACTOR expressly waives any right to be compensated for services and materials not covered by the scope of this Agreement or authorized by the CITY in writing. 9.02 CONTRACTOR shall promptly advise the City Manager and Finance Director of CITY as soon as reasonably practicable upon gaining knowledge of a condition, event or accumulation of events which may affect the scope and/or cost of Services. All proposed changes, modifications, deletions and/or requests for additional services shall be reduced to writing for review and approval by the CITY and/or City Council. 10. Termination of Agreement. 10.01 Notwithstanding any other provision of this Agreement, CITY, at its sole option, may terminate this Agreement with or without cause, or for no cause, at any time by giving twenty (20) days’ written notice to CONTRACTOR. 10.02 In the event of termination, the payment of monies due CONTRACTOR for undisputed Services performed prior to the effective date of such termination shall be paid within thirty (30) business days after receipt of an invoice as provided in this Agreement. Immediately upon termination, CONTRACTOR agrees to promptly provide and deliver to CITY all original documents, reports, studies, plans, specifications and the like which are in the possession or control of CONTRACTOR and pertain to CITY. 11. Status of CONTRACTOR. 11.01 CONTRACTOR shall perform the Services in CONTRACTOR’s own way as an independent contractor, and in pursuit of CONTRACTOR’s independent calling, and not as an employee of CITY. However, CONTRACTOR shall regularly confer with CITY’s City Manager as provided for in this Agreement. 11.02 CONTRACTOR agrees that it is not entitled to the rights and benefits Item No.9. 7 afforded to CITY’s employees, including disability or unemployment insurance, workers’ compensation, retirement, CalPers, medical insurance, sick leave, or any other employment benefit. CONTRACTOR is responsible for providing, at its own expense, disability, unemployment, workers’ compensation and other insurance, training, permits, and licenses for itself and its employees and subcontractors. 11.03 CONTRACTOR hereby specifically represents and warrants to CITY that it possesses the qualifications and skills necessary to perform the Services under this Agreement in a competent, professional manner, without the advice or direction of CITY and that the Services to be rendered pursuant to this Agreement shall be performed in accordance with the standards customarily applicable to an experienced and competent professional rendering the same or similar services in the same geographic area where the CITY is located. Further, CONTRACTOR represents and warrants that the individual signing this Agreement on behalf of CONTRACTOR has the full authority to bind CONTRACTOR to this Agreement. 12. Ownership of Documents; Audit. 12.01 All draft and final reports, plans, drawings, studies, maps, photographs, specifications, data, notes, manuals, warranties and all other documents of any kind or nature prepared, developed or obtained by CONTRACTOR in conn ection with the performance of Services performed for the CITY shall become the sole property of CITY, and CONTRACTOR shall promptly deliver all such materials to CITY upon request. At the CITY’s sole discretion, CONTRACTOR may be permitted to retain original documents, and furnish reproductions to CITY upon request, at no cost to CITY. 12.02 Subject to applicable federal and state laws, rules and regulations, CITY shall hold all intellectual property rights to any materials developed pursuant to this Agreement. CONTRACTOR shall not such use data or documents for purposes other than the performance of this Agreement, nor shall CONTRACTOR release, reproduce, distribute, publish, adapt for future use or any other purposes, or otherwise use, any data or other materials first produced in the performance of this Agreement, nor authorize others to do so, without the prior written consent of CITY. 12.03 CONTRACTOR shall retain and maintain, for a period not less than four years following termination of this Agreement, all time records, accounting records a nd vouchers and all other records with respect to all matters concerning Services performed, compensation paid and expenses reimbursed. At any time during normal business hours and as often as CITY may deem necessary, CONTRACTOR shall make available to CITY’s agents for examination all of such records and shall permit CITY’s agents to audit, examine and reproduce such records. 13. Miscellaneous Provisions. 13.01 This Agreement, which includes all attached exhibits, supersedes any and all previous agreements, either oral or written, between the parties hereto with respect to the rendering of Services by CONTRACTOR for CITY and contains all of the covenants and agreements between the parties with respect to the rendering of such Services in any Item No.9. 8 manner whatsoever. Any modification of this Agreement will be effective only if it is in writing signed by both parties. 13.02 CONTRACTOR shall not assign or otherwise transfer any rights or interest in this Agreement without the prior written consent of CITY. Unless specifically stated to the contrary in any written consent to an assignment, no assignment will release or discharge the assignor from any duty or responsibility under this Agreement. 13.03 CONTRACTOR shall timely file FPPC Form 700 Conflict of Interest Statements with CITY if required by California law and/or the CITY’s conflict of interest policy. 13.04 If any legal action or proceeding, including an action for declaratory relief, is brought to enforce or interpret the provisions of this Agreement, the prevailing party will be entitled to reasonable attorneys’ fees and costs, in addition to any other relief to which that party may be entitled. 13.05 This Agreement is made, entered into and shall be performed in the County of Riverside in the State of California and shall in all respects be interpreted, enforced and governed under the laws of the State of California. 13.06 CONTRACTOR covenants that neither it nor any officer or principal of its firm has any interest, nor shall they acquire any interest, either directly or indirectly, which will conflict in any manner or degree with the performance of their Services hereunder. CONTRACTOR further covenants that in the performance of this Agreement, no person having such interest shall be employed by it as an officer, employee, agent, or subcontractor. 13.07 CONTRACTOR has read and is aware of the provisions of Section 1090 et seq. and Section 87100 et seq. of the Government Code relating to conflict s of interest of public officers and employees. CONTRACTOR agrees that they are unaware of any financial or economic interest of any public officer or employee of the CITY relating to this Agreement. It is further understood and agreed that if such a financial interest does exist at the inception of this Agreement, the C ITY may immediately terminate this Agreement by giving notice thereof. CONTRACTOR shall comply with the requirements of Government Code section 87100 et seq. and section 1090 in the performance of and during the term of this Agreement. 13.08 Improper Consideration. CONTRACTOR shall not offer (either directly or through an intermediary) any improper consideration such as, but not limited to, cash, discounts, services, the provision of travel or entertainment, or any items of value to any officer, employee or agent of the CITY in an attempt to secure favorable treatment regarding this Agreement or any contract awarded by CITY. The CITY, by notice, may immediately terminate this Agreement if it determines that any improper consideration as described in the preceding sentence was offered to any officer, employee or agent of the CITY with respect to the proposal and award process of this Agreement or any CITY contract. This prohibition shall apply to any amendment, extension or evaluation process once this Agreement or any CITY contract has been awarded. CONTRACTOR shall Item No.9. 9 immediately report any attempt by any CITY officer, employee or agent to solicit (either directly or through an intermediary) improper consideration from CONTRACTOR. 13.09 Severability. If any portion of this Agreement is declared invalid, illegal or otherwise unenforceable by a court of competent jurisdiction, the entire balance of this Agreement not so affected shall remain in full force and effect. IN WITNESS WHEREOF, the parties hereby have made and executed this Agreement to be effective as of the day and year first above-written. CITY: CITY OF BEAUMONT By: ________________________________ Rey Santos, Mayor CONTRACTOR: SKM Engineering, LLC By: ______________________________ Print Name: _______________________ Title: _____________________________ Item No.9. EXHIBIT “A” PROPOSAL (insert behind this page) Item No.9. EXHIBIT “B” CERTIFICATES OF INSURANCE AND ENDORSEMENTS A (insert behind this page) Item No.9. save time — save energy — save money City of Beaumont Lift Stations PLC Project Professional Engineering Services Proposal March 2020 InstrumentationElectrical Controls SCADA Item No.9. TABLE OF CONTENTS Section I Cover Letter | Executive Summary Section 2 Introduction | Information Section 3 Project Approach Section 4 Firm Profile Appendix A Firm Resumes Section 5 Key Personnel & Bio’s Section 6 References Section 7 Scope of Services Section 8 Cost Proposal (Separate Envelope) Section 9 Related Project Experience Item No.9. SECTION 1 - COVER LETTER | EXECUTIVE SUMMARYItem No.9. save time - save energy - save money Jeff Hart, Director of Public Works March 6, 2020 City of Beaumont 550 E 6th Street Beaumont, California 92223 RE: Cover Letter | Executive Summary Professional Engineering Services Proposal for the Lift Stations PLC Project Dear Mr. Hart, Thank you for the opportunity to present our proposal to provide the City of Beaumont with professional engineering services. We are qualified and committed to providing you with electrical engineering for PLC replacements with regard to the ten (10) Lift Stations identified in the Scope of Services. Our team is at your service. We value our relationships with our clients and will work hard to give you the support you need to see effective and sustainable results. We employ clear and concise communication throughout the entire engineering process to manage resources well and identify opportunities to improve systems and inefficiencies. We have enjoyed working with the City for the past few years and hope to continue working together to provide electrical and controls solutions and support. SKM is distinguished by its reputation of providing exceptional technical engineering services directly to Cities and Districts and also as a subconsultant to a number of civil engineering firms. We ensure the highest level of expertise while maintaining low overhead that keeps us agile and innovative in our workflows. We are determined to provide the City with the best possible electrical and control engineering services possible and appreciate your consideration in selecting SKM. In response to the City’s request, our proposal outlines our understanding and approach to successfully completing the scope of work. SKM has extensive experience in these areas and has the capabilities to properly execute key objectives. We are intimately familiar with each lift station and fully understand the current conditions and needs for improvement. Each lift station should have a control system that operates reliably, is easily monitored and controlled, and is simple to configure, troubleshoot and maintain. The communications methods used to relay information back to the City’s SCADA system are critical for long-term monitoring of each station. Our team understands the various hardware, software, and communications options available and will assist the City in making these critical decisions. We will work together with your staff to come up with the best solution for the City that takes into account reliability, ease of use, maintenance and cost. We look forward to working with you to improve the reliability and control of your critical lift station infrastructure. SKM is the right partner to help the City modernize and take advantage of exciting and new technologies. We appreciate this opportunity and hope to continue to work with the City with electrical and control needs. Sincerely, Mark Jeppsen, P.E. — Principal Mark Jeppsen, P.E.SKM Engineering mark.jeppsen@skmeng.com 533 W 2600 S Suite 25, Bountiful, UT 84010 4101 E Louisiana Ave 400 Denver, CO 80246 (801) 694-4529 (801) 677-0011 skmeng.com Item No.9. SECTION 2 - INTRODUCTION / INFORAMTION Item No.9. INTRODUCTION / INFORMATION In 1999 SKM began providing electrical engineering services to Aqua Engineering in Bountiful, Utah to help fill a gap with various wastewater projects. We quickly learned that there was a need for quality electrical engineering and system integration, particularly for smaller municipalities and districts. Over the following twenty years we have slowly grown our firm with a focus on quality and reliability. Our staff of 23 provides services for over 100 clients of all sizes as well as to various civil engineering firms. As an engineer, we are uniquely qualified to design control systems largely because of our abilities as a system integrator. As a system integrator, we are uniquely qualified to implement systems well, largely because of our background as electrical engineers. For the City of Beaumont and it’s critical lift station infrastructure, we will be able to assist the City in making sound decisions based upon our unique background as an engineer and system integrator. We have a deep understanding of electrical gear, motor controllers, programmable controllers, communications networks, control system software and hardware as well as vendors and market share and trends. Our team will know when and why certain products will be a good option and we’ll be able to exercise caution when a product has a really great sales pitch but may not be a good fit. If selected, SKM will first provide the lift station evaluation and assessment to better understand short term and long term needs. We already are very familiar with the lift stations having visited each one as well as studied the current control logic. SKM will take the lead on the electrical, instrumentation and controls evaluation. We will be subcontracting Aqua Engineering and Webb Associates to take the lead on evaluating the lift stations from a process and capacity standpoint. Our team will work closely with City Staff and together we’ll develop recommendations to move forward towards modernizing each lift station. Together we’ll evaluate current technology and products and look for a solution that is robust, reliable, simple to use, easy to maintain and cost effective. Information Firm: SKM Engineering, LLC Contact: Mark Jeppsen, PE | mark.jeppsen@skmeng.com | 801-683-3760 Address: 533 W 2600 S, Suite 25, Bountiful, UT 84010 Telephone: 801-677-0011 Subconsultants Firm: Aqua Engineering, LLC Contact: Justin Logan, PE | justin.logan@aquaeng.com | 801-683-3743 Address: 533 W 2600 S, Suite 275, Bountiful, UT 84010 Telephone: 801-299-1327 Firm: Albert A. Webb Associates Contact: Brian Knoll, PE | brian.knolll@webbassociates.com | 951-248-4279 Address: 3788 McCray Street, Riverside, CA 92506 Telephone: 951-686-1070 4 Item No.9. SECTION 3 - PROJECT APPRAOCHItem No.9. PROJECT APPROACH Our Approach | Scope of Work The scope of work has been divided into three tasks, 1) Project Management; 2) Data Collection and Assessment of Existing Lift Stations; and 3) Recommended Upgrades, Improvements and Alternatives. Task 1 - Project Management SKM will have a project manager who will manage the project, develop the project schedule, track progress and ensure collaboration between our staff and City Staff. Task 1.1 - Project Kick off Meeting Following selection and contract negotiation, our team will start the project with a kickoff meeting with City Staff. The Kickoff meeting is our opportunity to hear the concerns, issues and desires of each staff member as well as a time for any technical questions the staff may have. It is important that operators, managers and IT staff attend this meeting. Task 2 - Data Collectin & Assessment After the kickoff meeting, the data collection and assessment of each station will commence. SKM has already been to each lift station, has existing drawings, photos and programming files. We understand that the current radio system has obsolete hardware and requires multiple repeaters which increases the number of single points of communication failure. We know that the PLC’s and touch screens are aged and obsolete. In addition, some of the control circuits are limited (such as the physical HOA switch status isn’t tied into the PLC) and should be updated. Our team will spend additional time evaluating existing starters, soft starters and VFD’s, most of which are also aged and due for replacement. We will evaluate existing instrumentation and redundancies. Lastly, we will include a high-level evaluation of the structural, mechanical and pumping systems with the assistance of City Staff, Aqua Engineering and Webb Associates. Our team will produce a report that summarizes the findings for each site. The report will be submitted to the City and shall include the overall evaluation of the lift stations along with immediate needs, future needs and operational requirements. Task 3 - Recommended Upgrades, Improvements and Alternatives After the City has reviewed the report, we will have our second project meeting where the findings are discussed along with potential remedies and solutions that will kickoff the final task. Our team will present current technologies for communications, hardware, software and plug & play options. We will be prepared to discuss pros, cons and costs of each option as well as have references of other municipalities that have actually implemented that option. Where possible, we will setup nearby site visits where City Staff will be able to see how others are implementing these solutions. Consequently a third workshop will be held to further discuss specifics for each possible solution and to finalize our recommendations. This workshop will be used to also formulate final recommendations for each lift station including recommendations related to equipment, power, instrumentation, communications, process and future considerations. A final project report will then be developed that provides all of the recommendations along with recommended project execution and phasing as well as an associated construction cost estimate. 6 Item No.9. Task 3.1 - Recommended Upgrades Implementation | System Integration After our team has delivered the project report with recommendations along with phasing requirements and cost estimates, we will assist the City in determining the best course of action to implement the recommendations. We will conduct a final workshop where various implementation options are discussed. One option that SKM has proven to be efficient and cost effective is to have our team perform the system integration for the project under the design and construction management contract. This method eliminates the problems that arise from trying to get a Contractor to program the system exactly how the City envisions it. It allows the integrator to have been in all of the discussions from the inception of the project. PROJECT APPROACH 7 Operator Interfaces Process Diagrams Control System Master Planning and Design Telemetry Facility Maintenance & On-Call Service Radio Communications Power Design and Distribution HMI Programming Electrical Panels Design Communications Monitoring Network Design and Implementation Drafting PLC Programming Loop Drawings Motor Controls Alarm Dialers 3D HMI Graphics Instrumentation System Integration Security Systems InstrumentationElectrical Controls SCADA Item No.9. SECTION 4 - FIRM PROFILEItem No.9. FIRM PROFILE Established in 1989, SKM began providing these services primarily for power plants and oil refineries in the Rocky Mountain area. In the early 90s, we expanded our services to include water and wastewater facilities. In 1999 we began providing services to Aqua Engineering and permanently established our offices in Bountiful, Utah. Since then, we have provided our services to many other engineering firms and clients. We have had great success in the water/ wastewater industry which now constitutes approximately 80% of our work. SKM now provides services for over 100 clients throughout the United States and Canada. We have progressively built a well-rounded staff of engineers, designers, programmers, and field technicians who together are capable of providing a complete solution from design to integration to maintenance. We currently employ 23 full-time employees and two contract employees. About forty percent of our workload is providing EI&C design/engineering services. Forty percent of our workload is providing EI&C systems integration/ programming services and 20% is providing maintenance and on-call support for existing EI&C systems. SKM Engineering LLC (SKM) was founded on the principle of providing sound and proven electrical, instrumentation and control (EI&C) engineering, along with dependable and prompt service at the best value. The SKM team possesses the knowledge, training, and hands-on experience required to meet EI&C needs for your facilities. We possess a unique and fresh perspective and are recognized by our clients for our ability to solve challenging technical problems quickly with simple and cost effective solutions. History With our extensive experience and expertise in PLC Programming and SCADA system engineering, SKM is prepared to meet the City of Beaumont’s electrical engineering needs. SKM employs a staff of highly trained and experienced electrical and control engineers with experience in electrical design, instrumentation and controls as well as technical expertise in PLC programming, HMI programming, design and implementation of SCADA/Telemetry systems and a variety of operator interfaces. SKM has developed a reputation of excellent customer service, resourcefulness, and sound engineering while servicing clients primarily in Utah, Nevada, Arizona, Idaho, California, Colorado, Wyoming and New Mexico. We believe in providing the client with the most innovative and cost-effective solutions for their system in order to optimize the process and maximize operator effectiveness. Our exclusive focus on wastewater and water systems provides clients with extensive process knowledge and understanding. We are dedicated to listening to our clients and working together we evaluate and select innovative and effective solutions. Dedicated to Client Service SKM’s program to produce a quality project includes client progress meetings to achieve consensus and avoid surprises. It also includes regular independent reviews by a senior engineer not associated with the project. The project manager is responsible for the quality of the deliverables. They oversee project schedules, project scope and budget, review the project regularly and monitor quality control procedures. Reviews are performed by the project manager to insure the work effort is appropriate and technically sound and meets requirements. Quality Control 9 Item No.9. AREAS OF EXPERTISE Our expertise includes programming of various manufacturers and models of PLCs. We have a sound understanding of how PLCs function and how to maximize their performance as well as the best methods of accessing data to/from operator interfaces and HMIs. We hold integrator service agreements and are particularly are experienced with the following PLC families: Allen-Bradley — GE — Modicon — Control Microsystems — Automation Direct — Siemens With a Variety of HMIs on the market, our expertise is with multiple HMI software packages. Each of these packages has distinct strengths and weaknesses applicable to larger control systems. We stress the importance of making the HMI simple for operators to use and visually obvious so learning new functionalities is quick for every operator, regardless of computer abilities. We are fully capable of implementing the following HMIs: Proficy iFix — Proficy iHistorian — ClearSCADA — Wonderware — Allen-Bradley FactoryTalk View — Ignition Inductive Automation Operator interfaces play a key role in the local operation of water and wastewater systems. Operator interfaces enable operators to see data that is displayed on the SCADA at the local pump house. We have used and installed a variety of operator interfaces, including color and monochrome touch screens, text panels, and set point panels. We have installed from the following manufacturers: Allen-Bradley — Modicon — Siemens — AutomationDirect — Red Lion — GE Complex SCADA systems require the design of complex networks for communications. These networks are the backbone for the SCADA system, and reliability is always the key concern. We have designed many of these networks using the following: Fiber Optics — Ethernet — RS-232 & 485 — Manufacturer Protocols (Like Modbus Plus) PLC Programming HMI Programming Operators Interfaces Network Design and Implementation Wireless capabilities in the past decade have improved dramatically and are easily implemented into SCADA systems. We have used licensed and unlicensed radios to acquire data from remote locations, depending on distances and line-of-sight restraints. We understand the benefits and limitations of wireless communications and are capable of making reasonable recommendations. We have installed radios from the following manufacturers: Microwave Data Systems (MDS) — Trio — Freewave — Radwin — Cambium — Ubiquiti Radio Communications 10 Item No.9. AREAS OF EXPERTISE We have a staff of CAD designers who have aided in the design of many control systems. They have experience with process and instrumentation diagrams, control diagrams, onelines, control panel design, and all associated power and control diagrams. SKM is capable of full power distribution and motor control design, including variable frequency drives, reduced voltage soft starts, motor starters, transformers, standby generators and more. We offer the option of using unique three-dimensional graphics for your HMI. This makes the operator experience much more dynamic and user-friendly than typical two-dimensional graphics. By converting your facility to 3D, you can visualize each room in each building as it exists. The 3D look is clean, accurate, cost effective and produced as quickly as 2D interfaces. Drafting Power Design and Distribution 3D HMI Graphics We can recommend the selection of key instruments and manufacturers for a control system. We have installed, calibrated, and troubleshot many instruments a variety of systems. Below is a partial list of instruments we have experience with: Flow Meters — Level Sensors — Pressure Sensors — Temperature Sensors — Chlorination & De-Chlorination — Water Quality Analyzers Instrumentation Dialers have become an important part of SCADA systems with the recent homeland security policies. We include security features and alarming on failure of the SCADA system. These features coupled with traditional alarming make the control system function independently of external alarm systems. Ignition — Win911 — Sensaphone — Raco We have the capability of designing SCADA control panels as well as motor control panels with integrated PLCs. We use local panel shops and competitively bid out the panels to provide the client with the best possible price. Alarm Dialers Electrical Panels Design 11 Item No.9. SECTION 5 - KEY PERSONNEL & BIO’SItem No.9. KEY STAFF QUALIFICATIONS Mark Jeppsen, P.E. — Principal | Project Manager Mr. Jeppsen has experience as an electrical, instrumentation and controls engineer in power design, controls engineering, process and instrumentation design, construction oversight, radio and telemetry systems, SCADA system design and integration and PLC and HMI design and integration for multiple wastewater collection and treatment systems. He is responsible for project development, management, schedule coordination and completion. He has worked as electrical design engineer and/or project manager for projects ranging from $10,000 to over $100 million. L. Allen Rogers, P.E. — Principal Mr. Rogers is an engineer and designer with experience in electrical design, control systems,andTelemetryandSCADAsystems.Hehasassistedinthedesign,programming, startup and maintenance on several source water, water treatment, wastewater collection, and wastewater treatment projects. He has worked with many different programmable logic controllers including Allen Bradley, Control Microsystems, and Modicon. He has used many different operator interfaces including Allen Bradley, C-More, and Maple. He has experience with GE Fanuc iFix (Intellution) HMI software. He has assisted in the design and installation of new systems, replacement of old systems, and expansion of existing systems. Ryan Pack, P.E. — Principal Mr. Pack is an electrical and controls engineer with 20 years of experience in design, construction oversight, control systems, telemetry and SCADA systems. His experience includes source water, pressure systems, water treatment, industrial and waste water facilities. He has worked with OEMs developing their standard control systems and has aided in implementation in hundreds of facilities across the western hemisphere. Ryan has experience working with National and International clients specializing in aeration system controls. He is responsible for project development, management, schedule coordination and completion. He has managed design and control projects. Mark Taylor — Principal Mr. Taylor is a programmer and field technician with experience in control systems design and integration, as well as control systems maintenance and support. His experience includes source water, irrigation, water treatment, wastewater collection, and wastewater treatment. In each of these areas, he has been responsible for SCADA system programming, implementation, commissioning, and maintenance. Mr. Taylor has also been responsible for operator coordination and training for many of these projects. He has designed and installed new systems, replaced old systems, and expanded existing control systems. Mr. Taylor has worked with communications systems including radio, fiberoptic, ethernet, serial, and proprietary communications systems such as controlnet. Education: BS Electrical EngineeringUniversity of Utah, 2002 Education: BS Electrical EngineeringUniversity of Utah, 2010 Education: BS Electrical EngineeringUniversity of Utah, 2002MBAWeber State University, 2005 Education: B.S. Electronics Engineering TechnologyWeber State University, 2002 Professional Engineer: UT, CA, NM, ID Professional Engineer: UT Professional Engineer: UT, NV, ID, WY, CO, HI, NM 13 Item No.9. KEY STAFF QUALIFICATIONS Tovey Ashby — Senior Programmer Mr. Ashby is a senior programmer with experience in control system design, integration, and support. His experience includes source water, irrigation, water treatment, wastewater collection, and wastewater treatment. He has been responsible for the SCADA system programming, implementation, commissioning, and maintenance. Mr. Ashby has also been on the forefront of developing programming standards implemented across SKM to help streamline project development and reduce programming bugs. This includes custom function blocks for repeatable code used in many systems and templates for HMI/SCADA systems software. Daniel Leavitt — Senior Designer / Drafter / 3D Graphic Artist Mr. Leavitt is an electrical drafter and 3D graphic artist with experience in electrical design, control systems, process, instrumentation and PLC design. His experience includes water treatment, wastewater collection and wastewater treatment. He has drafted power distribution of 120V and 480V systems, created lighting plans, schematics, conduit development, process and instrumentation diagrams and lighting panel schedules. He has also developed 3D graphics of many different mechanical process areas for controls for the PLC at multiple plants. Justin Fryar — Controls Engineer Mr. Fryar has worked in the traffic industry developing traffic control systems for large metropolitan cities. Started working in QA testing the reliability between our software and controller hardware. Eventually moved into software development working closely with team members to maintain legacy products for current customers. Has taken on multiple projects from customer ranging from simple reporting fixes to implementing new reports involving data analysis. Currently creating a new version of Ignition for use on mobile devices enabling customers to see data, statistics, and event control their plants wherever they are. Mr. Fryar’s experience in software development and quality assurance gives important insight into how unreliable software can directly affect people’s lives. As a result, he spends a lot of effort ensuring proper functionality and accuracy. It is vitally important to have industrial control systems working as they were intended. Education: A.S. Electrical Automation and Robotics Technology, Utah Valley University, 2004B.S. Technology Management, Utah Valley University, 2006 Education: Salt Lake Community College, Architectural DraftingITT Technical Institute, AAS, Computer Drafting and Design Education: Computer Science, Brigham Young University-Idaho, 2018 Adam Russell — Controls Engineer Mr. Russell has experience with many different aspects of SCADA systems. Has worked with many programmable logic controllers including Allen Bradley, Control Microsystems, Siemens, AutomationDirect Koyo, and others. Has worked with many operator interfaces including Allen Bradley, Schneider Electric, Siemens, and AutomationDirect. Has extensive experience with Inductive Automation Ignition, and other human machine interfaces including GE Proficy iFix and CLEARScada. Education: BS Electronics Engineering Technology,Weber State University, 2014 Certification: Inductive Automation Ignition 7.9 14 Item No.9. KEY STAFF QUALIFICATIONS | SUBCONSULTANTS Justin Logan, P.E. — AQUA Engineering | Principal Mr. Logan is a Vice President and Principal at AQUA Engineering. Justin leads AQUA’s efforts in water and wastewater treatment. He focuses on treatment facility planning, design and construction projects, with emphasis on providing clients effective and affordable solutions to their individual challenges. Justin has worked on more than 50 treatment facilities, developing his extensive experience with a variety of processes and equipment. His responsibilities include project master planning, facility evaluations, process development, design layout, plant configuration, design efficiency and construction drawing development of water and wastewater treatment facilities. Brian Knoll, P.E. — Webb & Associates | Senior Vice President Brian Knoll is a Vice President at WEBB specializing in Water Agencies/Special Districts. He has been responsible for the design and direction of capital improvement projects throughout southern California. Brian’s expertise lies in planning, design, and construction oversight of water and wastewater facilities. Brian has been involved in numerous large multi-discipline water and wastewater projects including the City of Riverside’s 26 MGD expansion of their water quality control plant, the 14 MGD expansion of the Western Riverside Wastewater Treatment Plant, and the 6 MGD expansion of the Calipatria Water Treatment Plant. He has worked extensively with the City of Imperial, Western Municipal Water District, Golden State Water Company, the City of Corona, Crestline Lake Arrowhead Water Agency, Eastern Municipal Water District, the City of Riverside, and WRCRWA. Brian has also worked closely with other engineering partners such as CDM Smith, Black & Veatch, and CH2M Hill. His macro style in water resources leadership coupled with a practical approach, enhances Brian’s standing within the firm and the industry. Education: B.S. Civil & Environmental Engineering, Brigham Young University, 1998M.S. Civil & Environmental Engineering, Brigham Young University, 1999 Education: MS, Civil Engineering, Brigham Young UniversityBS, Civil Engineering, Brigham Young University David Algranti, P.E. — Webb & Associates | Chief Design Engineer David (Dave) Algranti, Chief Design Engineer at WEBB, has more than 40 years of experience in the planning, design, and construction of water resources projects. With such deep knowledge of water-related systems, he assists as technical advisor for all WEBB teams handling such projects for clients. Dave helped develop WEBB’s quality management program, enabling him to coordinate and directly perform project quality control and assurance - making sure project technical issues are recognized early and resolved efficiently by an expert in the firm. Education: BS, Civil Engineering, California Polytechnic University, Pomona 15 Item No.9. SECTION 6 - REFERENCESItem No.9. REFERENCES Dean Standing Warrior Western Municipal Water District 16451 El Sobrante Road Riverside, CA 92503 951-789-5113 Jackie Loper City of Imperial 420 S Imperial Ave. Imperial, CA 92251 760-355-3336 Lance Wood, Manager Central Weber Sewer I.D. 2618 West Pioneer Road Ogden, UT 84404 (801) 731-3011 Jamey West, Project Manager Salt Lake City WRF 2400 N 1365 W Salt Lake City, UT 84116 (801) 799-4083 Doug Evans Engineering Manager Mountain Regional Water PO Box 982320 Park City, Ut 84098 (435) 940-1916 Jill Jones, Manager Central Davis Sewer District 2627 Shepherd Lane Kaysville UT 84037 (801) 451-2190 Jeff Hiatt, Superintendant Payson City 1050 North Main Street Payson, UT 84651 (801) 465-5277 David Richards, Superintendant Idaho Falls Water Department P.O. Box 50220 Idaho Falls, ID 83405 (208) 612-8472 Mark Slagowski, Superintendant Bountiful City Water Department 245 West 1050 South Bountiful, UT 84010 (801) 298-6180 Mike Gill, BCWTP Lead Plant Operator Salt Lake City Dept of Public Utilities 1350 W. Temple Salt Lake City, UT 84115 (801)582-2816 Joel Kertamus, Public Works Grantsville City 429 E. Main Grantsville, UT 84029 (435) 884-3411 Scott Rogers, President Aqua Engineering 533 W. 2600 S. 275 Bountiful, UT 84010 (801) 299-1327 Juan Garrido, Superintendant Springville City 50 South Main Street Springville, UT 84663 (801) 420-1272 Keith J. Hanson, Manager Salt Lake County Service Area #3 P.O. Box 920067 Snowbird, Utah 84092-0067 (801) 278-9660 Byrce Kimber, Public Works City of West Wendover 1875 Florence Way West Wendover, NV 89883 (775) 664-3363 Ray Henniger, Superintendent Tooele City WWTP 90 N. Main Tooele, UT 84074 (435) 241-0204 Corey Pierce, Superintendant Spanish Fork City 40 South Main Spanish Fork, UT 84660 (801) 804-4466 The highest compliment a company can receive is a referral from a respected client. We appreciate and recognize our client relationships and are grateful for their confidence in us. 17 Item No.9. SECTION 7 - SCOPE OF SERVICESItem No.9. SCOPE OF SERVICES We have developed this scope and the attached fee proposal based upon the following assumptions. 9 If our team is selected, we will together with the City fine tune this scope of services and fee proposal after further discussions and negotiation. 9 This project is focused primarily on electrical, instrumentation and controls. While we will be providing some high level recommendations, we have not included time and effort for complete master planning at each lift station. It is assumed that this will be handled by a separate project. 9 The scope of services has been developed based upon the 10 lift stations listed in the RFP. The City will provide all available as-builts, drawings and documents for the lift stations to aid our team in the evaluation of each station. 9 The City will escort our team members to each lift station on an as needed basis throughout the project. Our team will coordinate with City Staff in advance for each visit. 9 Our work will include four formal meetings and additional informal meetings as required. The following scope of services has been divided into three tasks as outlined in the RFP. Task 1 - Project Management SKM will develop an internal Project Management Plan (PMP) to guide the project team through its work. The PMP will identify format and schedules for technical workshops, progress meetings, project deliverables, and quality control. It will also outline team responsibilities, project communications, Quality Management procedures, budget tracking, project schedule, and accountability reporting. Task 2 - Data Collection and Assessment of Existing Lift Stations Members of our team will gather information about each lift station by obtaining record documents, interviewing City Staff and by visiting each station. We will also look at historical data that has been collected by the SCADA systems over the years. We will document the electrical, instrumentation and controls components currently in use and evaluate their current condition. We will determine if hydrogen sulfide has been present and document the extent of corrosion that has occurred at each station. We will identify how each station is operated, what redundancies are in place, what deficiencies may exist, and overall station capacity versus actual flows. To conclude this task, a report will be produced that describes our findings which will be submitted to the City for review. A formal meeting will be conducted shortly thereafter to discuss our findings and launch into the next task. Task 3 - Recommended Upgrades, Improvements and Alternatives Based upon the findings from Task 2, our team will begin to develop recommendations for improvements that should be made at each lift station. We will present to the City options based upon current technologies for communications, hardware and software. Options will include the traditional PLC type solution as well as off-the-shelf plug-and-play solutions. Pros and cons for each solution will be presented along with a cost-benefit analysis. Together with the City we will narrow down the selection to several options and then further evaluate those options. We will obtain references from other municipalities who are implementing the selected options. If possible we will visit nearby facilities and interview operators using these options. A workshop will then be held to finalize our recommendations that will then be documented into a final report. The report shall include recommended project phasing and a construction cost estimate. A final workshop will be held with the City to conclude the work. In this workshop we will discuss the City’s options for implementing the recommendations that have been made. 19 Item No.9. SECTION 8 - COST (SEPARATE ENVELOPE)Item No.9. SECTION 9 - RELATED PROJECT EXPERIENCEItem No.9. Beaumont Treatment Plant Expansion & Salt Mitigation Details The team of Webb, Aqua and SKM recently designed and is currently participating in the construction of the City of Beaumont’s Wastewater Treatment Plant Expansion and Salt Mitigation Project. The existing facility had become antiquated, unreliable and had no means of removing brine. Brine disposal was an integral part of this project and a key driver in the selection of the new process. Without a safe, reliable, and cost effective way to dispose of the brine, this project could not move forward and compliance with the Basin Plan would be impossible. The brine pipeline connecting to the Inland Empire Brine Line (IEBL) was determined to be the best option during the feasibility study, due to cost and certainty of operation. The brine line has been sized at 12-inches and will be approximately 23-miles long. The pipeline begins at the City’s WWTP and ends near the City of San Bernardino’s WWTP on Waterman Avenue. The work consists of a first phase which includes improvements at the headworks, influent pump station, new fine screens, a new aeration basin and a new MBR process. Following the completion of the first phase a second and final phase will add raw water equalization and solids handling which includes two centrifuges. Owner: Reference: Phone Location: Completion: City of Beaumont Thaxton Van Belle, Plant Manager 909-496-5689 | TVanBelle@beaumontca.gov Beaumont, California 2019 01 05 WORK EXPERIENCE 24 Features 9 Feasibility Study 9 Brine disposal 9 Design & Construction Item No.9. Western Riverside County Regional Wastewater Details AQUA Engineering, teamed with Webb and Associates, assisted the Authority with the planning, design, construction, and commissioning of this 14 MGD overall plant upgrade. The solids process included the addition of solids thickening for both primary and secondary solids wasted from the liquid treatment stream. The existing, two (2) aerobic digesters were converted to anaerobic digesters, which included adding lids, jet mixing equipment, gas safety systems, and so forth. In addition, systems were designed and installed to clean and dry the gas for use in the plant’s boilers for both heating the digesters and to provide heat to the solar drying facility. The existing dewatering equipment was replaced with three (3) new centrifuges to improve dewatering of the digested solids. The solids were then automatically conveyed and delivered to a solar drying greenhouse, where the solids were further processed to 85% dry. The solar dryer included floor heating to augment the process in cooler or inclement weather periods as well as odor control to mitigate this potential issue. The solids handling process produces a Class A biosolids and reduced the overall solids disposal from the facility by more than 5 times, as they went from hauling about 40 yards of solids per day to about 40 yards per week, saving the Authority over $700,000 per year. SKM provided electrical, controls and instrumentation design for the second phase of an expansion project bringing the facility from 8 to 14 MGD. The plant will be upgraded and expanded to meet future needs and improve treatment. Improvements include headworks, primary clarification, flow equalization, bio-reactor expansion, secondary clarification, tertiary filtration, chlorination, WAS thickening, conversion to anaerobic digestion, solar drying and odor control. SKM’s design efforts included rerouting the utility feed to the facility, modifications and additions to the existing power distribution, network and controls upgrades and efforts to enclose existing outdoor MCC’s and control cabinets. Owner: Reference: Phone Location: Completion: Western Riverside County Regional WW Tony Pollack, Wastewater Operations Manager 951-789-5114 Riverside, California 2019 01 05 WORK EXPERIENCE 25 Item No.9. 26 City of Rexburg, Wastewater Collection SCADA System Details Features In Rexburg, SKM cutover 13 lift stations. SKM used hybrid radio system of 5.8 GHz, 900 MHz and cellular to hit all 13 locations. As part of the project an emergency back-up float system was installed with the PLC for redundancy of pump control. Part of the float system a separate intrinsic barrier box was installed to meet code requirements. Downtime of the lift stations was minimized as much as possible by ensuring all work that could be done with lift stations operational was completed prior to working inside the pump control panels. That work included all physical installation of any needed conduit, panels, radios and landing all terminations in the PLC panels Downtime was coordinated carefully with the City and a plan put in place for each lift station that took into account worker safety and the need to prevent any flooding from potential downtime of the stations. Owner: Reference: Phone Email Type: Location: Timeline: City of Rexburg Jared Gunderson, Wastewater Dept. 208-372-2441 | Cell: 208-716-1323 jared.gunderson@rexburg.org SCADA Upgrade, Lift Stations, PLC Rexburg, Idaho Current 01 9 Replacement of SCADA System 9 13 Lift Stations; Minimal Downtime 9 Emergency Back-up Float System WORK EXPERIENCE Item No.9. John Jones Water Treatment Plant Details Features The City of Tracy John Jones Water Treatment Plant (WTP) is a 30 mgd capacity surface water treatment plant. The existing plants SCADA system was out of date and SKM was selected to update the existing Wonderware system with Ignition HMI software. Several older controllers were also replaced to give more visibility to existing hardware. In addition to the plant, 15 remote sites were pulled in the existing SCADA system that included boosters, wells, and major PRVs. Owner: Reference: Phone Type: Location: Timeline: City of Tracy, Utilities Dept. Dave Carter, Water Production Supervisor 209-831-6302 | dave.carter@ci.tracy.ca.us SCADA Upgrade Tracy, California Current 01 05 9 Replacement of SCADA System 9 SNMP Monitoring of Servers 9 SCADA System Training WORK EXPERIENCE 27 Item No.9. WORK EXPERIENCE Location: Ogden, UT Duration: 2004 - Present Value: $2.1 M Wastewater System Integration (2004-2019) SKM has been the Systems Integrator for Central Weber for the past 10 years. Over those years we have upgraded their antiquated PLC’s, upgraded HMI software performed a 60MGD plant expansion and we upgraded their solids handling/dewatering controls. SKM successfully tied the SCADA system to their CMMS software. The SCADA system was setup with a redundant ring style network and we are utlilizing Ignition for launching HMI clients over secure WiFi connections to tablets. Wastewater Treatment Plant Expansion (2007-2012) SKM joined with MWH and performed instrumentation and controls engineering for a new activated sludge plant that was constructed adjacent to the existing plant. SKM provided construction management services for the project and is also acting as systems integrator. SKM will provide 19 PLC panels and network cabinets. As the systems integrator, SKM programmed the PLCs and the HMIs throughout the plant and seamlessly integrated the new plant with the existing plant. Along with the process control SKM was also contracted to do the HVAC controls for the new plant expansion. The project included 14 air handling units in eight buildings. Allen-Bradley ControlLogix were used in each building. Several buildings utilized AB Flex remote IO drops for air handling units. Operators were able to use Allen-Bradley OITs at each building to completely control the HVAC system. The HVAC system was also put on their overall SCADA system using the GE iFix platform. Reference: Lance Wood, (801) 731-3011, lwood@centralweber.com Central Weber Sewer Improvement District 28 Item No.9. WORK EXPERIENCE Park City was in dire need of upgrading their current control system. They were operating on three separate control systems across their water department and were using antiquated equipment that wasn’t supplying the City with their control and data acquisition needs. SKM teamed with Carollo Engineers to design a new system and with a design build approach implemented a state of the art control system. The overall integration included 70 remote sites and two full water treatment plants. Ignition software, Allen- Bradley hardware, a Cisco network, and a Radwin radio system were used at the city to complete the approach. The construction took place during a six-month period where sites were slowly transitioned over to the new system. This was done without causing downtime and operational stress to the city so that they could continue to operate reliably through their high demand season. 9 135,000 tags — 103 devices (60 radios, 37 AB Logix Series PLCs, 5 Mod- bus devices) 9 Up to 20 clients at a time 9 Redundant Architecture with fallback 9 MSSQL Cluster DB 9 6,000 configured alarms 9 5,000 historicized tags 9 35 main screens 9 150 pop-ups Park City Water — SCADA Upgrade Mountain Regional Water SCADA System Installation In 2012 SKM worked with MRW to come up with criteria to upgrade their existing SCADA system. It was decided to stay with their current hardware platform due to the drastically lower costs of installation. Over the course of two years we installed and upgraded 55 remote sites and one water treatment plant. This was a turn-key proj- ect where we supplied the hardware, installation, programming, and training. A major portion of this project was to implement energy saving programs. Because of changes in logic we were able to adjust the rate structures at several facilities and have since paid for the cost of the SCADA upgrade. Since then we have worked with MRW to implement other cost saving programming such as mass balance work to identify water leaks before they are found by operators. 9 65,000 tags — 52 devices (40 SCADA Packs, 3 AB Logix PLCs, 9 Mod-bus Ethernet IO Units) 9 Up to 15 clients at a time 9 Redundant Architecture 9 MSSQL DB 9 4,000 configured alarms 9 3,000 historicized data points 9 25 main screens 9 120 pop-ups SKM received the Firebrand Award Winner at the 2018 Inductive Automation conference. To learn more about the projects, visit: “Two Customers See Big Improvements, Can Share Data” Location: Summit County, UT | Duration: Under Service Contract Reference: Doug Evans | (435) 940-1916 | doug@mtregional.org Location: Park City, UT | Duration: Under Service Contract Reference: Chad Busch | (435) 659-7372 | chad.busch@parkcity.org 29 Item No.9. WORK EXPERIENCE Location: Park City, UT | Duration: Under Service Contract The Snyderville Basin Water Reclamation District (SBWRD) provides wastewater treatment for Park City, UT. Their system consists of two water reclamation facilities and 10 lift stations. SKM began providing services to SBWRD in 2008 by providing on-call services and support for their SCADA system. In 2012 we provided the system integration for their East Canyon plant expansion. Similarly, in 2018 we did the same for the Silver Creek plant. In 2019 we replaced the collections system monitoring and controls with a cellular based system utilizing Ignition Edge. Reference: Chad Burrell | (435) 649-7993 Snyderville Basin Location: Sandy City, UT | Duration: Under Service Contract SKM is currently under maintenance contract with Sandy City Water and has been providing maintenance services since 2004. With an antiquated tome telemetry system, the City of Sandy put out requests for a new SCADA system utilizing radio technology. 39 sites were integrated into the new SCADA system using Allen-Bradley PLCs, MDS licensed and unlicensed radios, and Intellution iFIX and iHistorian as an HMI. SKM provided the complete and operational SCADA System for Sandy City’s Water System that was completed in 2005. Since then, SKM has provided incremental additions, improvements and maintenance including a new storm water system. The system consists of nearly 40 remote sites that consist of tanks, boosters and wells. In 2016 SKM provided an HMI system upgrade for the water and storm water systems. Reference: Mike Campbell | (801) 509-1056 Sandy City Electrical & Controls 30 Item No.9. WORK EXPERIENCE | Select Project Experience Contract DurationPlanning & ProgrammingIntegrationSoftware ApplicationHardware ManufacturingTrainingStartup & CommissioningTurn-Key ProjectConsultantImplementationSystem WideIdaho Falls Water System Expansion Idaho Falls, ID Current √√√√√√√√√√ Salt Lake City SCADA Consulting Services Salt Lake City, UT Current √√√√√√√ Salt Lake City Big Cottonwood SCADA Upgrade Salt Lake City, UT 2018 √√√√√√√ Snyderville Basin East Canyon Water Reclamation Facility Summit County 2017 √√√√√√√ Ogden City Water System SCADA Upgrade Ogden, UT 2016- 2017 √√√√√√√√ Sandy City SCADA Upgrade Sandy, UT 2016 √√√√√√√√√ Park City Water SCADA Upgrade | Park City, UT 2015- 2016 √√√√√√√√√√ Idaho Falls Water System SCADA Upgrade Idaho Falls, ID 2015- 2016 √√√√√√√√√√ Salt Lake City WRF SCADA Upgrade Salt Lake City, Utah 2013- 2015 √√√√√√ Mountain Regional Water SSD SCADA System Installation Park City, Utah 2013- 2015 √√√√√√√√√√ Quinn’s Junction Park City, Utah 2013 √√√√√ Central Weber SID WWTP Expansion Ogden, Utah 2007- 2012 √√√√√√√√ 31 Item No.9. APPENDIX A — KEY EMPLOYEE RESUMESItem No.9. BS Electrical Engineering University of Utah, 2002 skmeng.com Project Role Project Experience Work Experience Specialties Education Registration Licenses Electrical & Controls Engineer 21 Years Radio and Telemetry Systems Construction Oversight PLC & HMI Design & Integration Industrial Network Design Controls Engineering Power Design Process & Instrumentation Design SCADA System Design & Integration - - - - - - - - - Utah Utah Professional Engineer: Licensed P.E. save time - save energy - save money Mark P. Jeppsen, P.E. - Principal (801) 694-4529 - mark.jeppsen@skmeng.com Mr. Jeppsen is an electrical, instrumentation and controls engineer with 19 years of experience in power design, controls engineering, process and instrumentation design, industrial network design, construction oversight, radio and telemetry systems, SCADA system design and integration and PLC and HMI design and integration. He has designed and integrated multiple potable water, secondary water, water treatment, wastewater collection and wastewater treatment systems. Design tasks include facility power, motor power and control, SCADA systems, instrumentation selection and control, process and instrumentation diagrams, communications networks and systems, control loop diagrams and descriptions. Integration tasks include control and PLC panel design and construction, PLC, OIT and HMI programming and commissioning, radio system integration and testing, instrument calibration, automated reporting systems and operator training and documentation. 2004 – Present: Central Weber Sewer Improvement District, UT - Electrical and Controls Engineer SKM has been working for Central Weber Sewer Improvement District (CWSID) since 2004 by providing electrical designs, controls upgrades and system maintenance. Mark has managed upgrades at the plant as they have come, including upgrades for the influent pump building, utility water pump building and PLC & HMI upgrades. In 2006 design began for a complete 60 MGD plant expansion and SKM was an integral part of the design and integration team. Construction for this project began in 2008 and was completed in 2012. 2006 – Present: Salt Lake City, UT - Electrical and Controls Engineer SKM has been providing services to Salt Lake City for their various water and wastewater facilities since 2006. Mark is currently overseeing the implementation of a complete control system upgrade at the 50 MGD Water Reclamation Facility which includes control panel upgrades, PLC replacements and new HMI screens. SKM has designed a new WAS thickening facility and is currently designing a new Headworks facility. Mark is the lead engineer and project manager for electrical and controls upgrades at the 20 MGD Big Cottonwood Water Treatment Plant that will be completed in 2018. 2003 – Present: Park City, UT - Electrical and Controls Engineer SKM began working for Park City by providing the system integration for an iron, arsenic and manganese removal process at the Spiro Water Treatment Plant in 2003. In 2012, SKM provided the complete and operational SCADA System for the Quinn’s Junction Water Treatment Plant, a microfiltration membrane process. This included PLC & HMI programming, custom reports and historical data gathering and startup and commissioning. In 2016 SKM upgraded Park City’s complete SCADA system which included their two water treatment plants and approximately 70 remote boosters, tanks, metering stations, PRV stations and well houses. 1998 – Present: West Wendover, NV - Electrical and Controls Engineer Since 1998 SKM has been providing services to the City of West Wendover for their water and wastewater systems. In 1999-2000 SKM performed a SCADA System replacement for both systems that incorporated new radios and equipment for their well field and pipeline located 20 miles from the City. In 2011-2012 SKM provided the design engineering and integration for a new MBR facility at the Water Reclamation Facility. 2004 – Present: Sandy City, UT - Electrical and Controls Engineer SKM provided the complete and operational SCADA System for Sandy City’s Water System that was completed in 2005. Since then, SKM has provided incremental additions, improvements and maintenance including a new storm water system. The system consists of nearly 40 remote sites that consist of tanks, boosters and wells. In 2016 SKM provided an HMI system upgrade for the water and storm water systems. 2003 – Present: City of Tooele, UT - Electrical and Controls Engineer Mark began working for the City of Tooele by providing electrical and controls maintenance at the City’s Water Reclamation Facility. In 2011 Mark was the lead electrical engineer for the design, construction and integration of a plant expansion at the Water Reclamation Facility. In 2015 SKM began providing electrical and controls services for the City’s culinary water system. Item No.9. Mark P. Jeppsen, P.E. - Principal Project Experience (continued) Other Project Experience 1999 – Present: Springville City, UT - Electrical and Controls Engineer Mark successfully designed and implemented the electrical and controls for two plant expansions at the Springville Wastewater Treatment Plant. The first expansion was in 1999 and the second in 2009. The expansions consisted of a new electrical service, new SCADA system and PLC replacements. SKM has been providing integration and maintenance services to the City since 1999. 1999 – Present: Spanish Fork City, UT - Electrical and Controls Engineer In 1999 SKM began working for Spanish Fork City by upgrading the electrical and controls system for their primary pump station at the Wastewater Treatment Plant. In 2004, the plant was expanded and Mark was the lead electrical and controls engineer for the project. He successfully implemented the electrical design for the project, oversaw the construction, and integrated the control system. A new fiber optic network was successfully installed and improved the operation and reliability of the SCADA system. 2002 – Present: City of Payson, UT - Electrical and Controls Engineer The Payson Wastewater Treatment Plant was upgraded in 2002. Mark successfully implemented the electrical design for the project, oversaw the construction, and integrated the control system. A new fiber optic network was successfully installed and improved the operation and reliability of the SCADA system. Present: Beaumont City, CA. WWTP MBR and RO Expansion Present: Las Gallinas, CA. WWTP Expansion Present: City of Imperial, CA. WWTP MBR Facility Expansion Present: WRCRWA, Riverside, CA. WWTP Expansion Present: Central Davis Sewer District, Kaysville, UT. WAS Thickening Addition 2016: Ogden City, UT. Water System SCADA Upgrade 2016: Provo City, UT. WWTP UV Building Addition and Headworks Upgrade 2015: Ogden City, UT. WTP Microfiltration Upgrade 2015: Provo City, UT. WWTP Master Plan 2014: Imperial, CA. WTP Controls Upgrade 2013: City of Elko, NV. WWTP Upgrade 2013: Fort Shafter Flats, HI. WWTP MBR Facility 2011: Las Gallinas, CA. WWTP Microfiltration Addition 2011: Provo City, UT. WWTP Centrifuge Facility Upgrade 2011: Orem City, UT. WWTP Expansion 2010: Taos, NM: WWTP MBR Facility Expansion 2010: Moroni, NM: WWTP MBR Facility 2009: Brigham City, UT. WWTP Expansion 2008: Heber, CA. WWTP Expansion 2008: Inscription Canyon Ranch, AZ. WWTP MBR Plant 2008: Edgewood City, NM. WWTP MBR Facility 2007: Gallup, NM. WWTP Expansion 2006: Jerome City, ID. WWTP MBR Facility 2005: Hyrum City, UT. WWTP MBR Facility 2003: Oakley City, UT. WWTP MBR Facility 2002 – Present: Central Davis Sewer District, Kaysville, UT. WWTP Upgrades Item No.9. BS Electrical Engineering University of Utah, 2010 skmeng.com Project ExperienceWork Experience Education Registration 10 Years Utah Professional Engineer: save time - save energy - save money L. Allen Rogers, P.E. - Principal (801) 497-6847 - allen.rogers@skmeng.com Mr. Rogers is a programmer and designer with experience in electrical design, control systems, and Telemetry and SCADA systems. Mr. Rogers has assisted in the design, programming, startup and maintenance on several source water, water treatment, wastewater collection, and wastewater treatment projects. Mr. Rogers has experience with many different aspects of SCADA systems. He has worked with many different programmable logic controllers including Allen Bradley, Control Microsystems, and Modicon. He has used many different operator interfaces including Allen Bradley, C-More, and Maple. He has experience with GE Fanuc iFix (Intellution) HMI software. He has assisted in the design and installation of new systems, replacement of old systems, and expansion of existing systems. Mr. Rogers has worked with several different communication systems including radio, Ethernet, serial, and proprietary communication systems. Mr. Rogers has also assisted in several path studies using licensed and unlicensed radios. Gallup Water SCADA Replacement, Gallup, NM: Programmer Mr. Rogers assisted in the programming of the HMI and PLCs of the city’s SCADA system. The project replaced over twenty remote sites during an installation time of two weeks. Gallup Wastewater Expansion, Gallup, NM: Programmer Mr. Rogers assisted in the programming of plant PLCs and the creation of loop diagrams for additions to the wastewater plant. Lost Creek and Rockport Boosters, Summit County, UT Programmer Mr. Rogers programmed the PLCs, operator interfaces, and HMI for the Lost Creek Booster expansion and the Rockport Booster stations. The main pump station had 10 pumps running at 500 PSI. Mountain Regional Water, Summit County, UT Programmer/Project Manager The system includes 40 remote sites, a treatment plant, and large booster pump system. Mr. Rogers is currently involved in setting up new radio networks and upgrading hardware and HMI software for the system. Elko WWTP Upgrade, Elko, NV. Designer Mr. Rogers assisted in the electrical design, load calculations, conduit schedules, and lighting plan for the Elko WWTP Headworks expansion project. Elko WWTP Reporting, Elko, NV. Programmer Mr. Rogers was responsible for the design and programming of a complete reporting package that integrated all reporting aspects of the plant from the lab, operator field readings, and HMI historical data into one database. Reports were then automatically generated from information contained in the database. CWSID WWTP Upgrade, Ogden, Ut. Designer Mr. Rogers assisted in the design of the control system of the Central Weber Sewer Improvement District WWTP 60 MGD upgrade. He was responsible for developing many control loop specifications and aided in the creation of the process and instrumentation diagrams. Intrepid Potash, Carlsbad, NM. Programmer Mr. Rogers was responsible for a large portion of the programming of an underground stacker/reclaimer system that involved a stacker, several conveyer belt systems, and a loading system. Quinns Junction WTP, Park City, UT. Project Manager Mr. Rogers was in charge of the integration of the Quinn’s plant which included programming the plant PLC, HMI Software, and reporting for the plant. Mr. Rogers’s was also responsible for integrating the OEM Pall system into the plant HMI to create a seamless operating experience for the plant staff. Salt Lake City WRF, Salt Lake City, UT. Project Manager Mr. Rogers just completed a network upgrade at the plant that installed a new fiber backbone throughout the plant and new CTC cabinets using Layer 2 and 3 Cisco switches in nineteen locations. Mr. Rogers is currently designing the replacement of the antiquated remote IO system throughout the plant with new PLCs. Las Gallinas Re-use Water Project, San Rafael, CA. Project Manager Mr. Rogers led the design team for the closed filter re-use water project in Las Gallinas. The system consisted of treating effluent with a GE Zpak system for irrigation use. Mr. Rogers recently finished construction oversight on the electrical portion of the project. Specialties Programming Project Management Design Electrical Design, Control Systems, Telemetry and SCADA systems Programmable Logic Controllers HMI Radios - - - - - - - - - Item No.9. skmeng.com Project ExperienceWork Experience Education Registration 20 Years UT, ID, NV, WY, CO, HI, NM Professional Engineer: save time - save energy - save money Ryan Pack, P.E. - Principal (801) 599-4628 - ryan.pack@skmeng.com Mr. Pack has experience with many components of SCADA and controls. He has worked with controls as simple as relay logic and PID loop controllers thru complex radio controlled SCADA systems. He has worked with many different programmable logic controllers and Operator interfaces including Allen Bradley, Control Mi¬crosystems, GE, Koyo, Modicon, Siemens, and others. He has utilized many software packages for human ma¬chine interface including Allen Bradley, GE Proficy (Intellution), Wonderware, and National Instruments Lookout. He has designed and installed new systems, replaced old systems, and expanded existing control systems. Mr. Pack has worked with many communications systems including radio, fiberoptics, ethernet, serial, and propri¬etary communications systems such as controlnet and profibus. He has conducted numerous path studies, for both licensed and non-licensed radio communications systems. He has designed and installed radio telemetry systems with over 50 remote sites. Lost Creek Project, Summit County, UT. Electrical/Controls Engineer Mr. Pack worked on this project in all as¬pects from the shallow wells to the treatment facility. Ryan designed Mountain Regional Water’s SCADA system, and has continued working on the system since original installation. He oversaw the programming and startup of the existing Lost Creek Canyon control system, and is extremely familiar with its layout, configuration, and appli¬cations. Ryan also worked on the design for the motor controls, power distribution, lighting, and instrumentation for this system. Mountain Regional Water SCADA, Summit County, UT. Controls Engineer SKM designed a new SCADA system for the district that included all of the water distribution, raw water collection, and treatment. He worked with thewater district to designed a new SCADA system that included all of the water distribution, raw water collection, and treatment. He worked with the water district to meet their monitoring, reporting, and control needs. Ryan coordinated the installation with their staff, and programmed much of the system. This included reporting, moni¬toring, alarming, and full control of the system. He continues to maintain the system with SKM’s staff of service personnel. Idaho Falls Water SCADA, Idaho Falls, ID. Controls Engineer SKM designed a backup power generation system for the water department, as well as the control interface between the Generator and the SCADA system. Mr. Pack is currently maintaining their water system SCADA and controls, and is under contract to perform program¬ming on their upcoming additions. Santaquin SCADA, Santaquin, UT. Controls Engineer SKM designed a new SCADA system for the city that included all of the water distribution, wastewater collection, and wastewater treatment facility. Mr. Pack worked with the city to meet their monitoring and control needs, and provide a system that would work for them. He co¬ordinated the installation with local trades, and aided in the programming of the system. This included reporting, monitoring, alarming, and full system control. Summit Park Boosters, Summit County, UT. Electrical/Controls Engineer SKM worked on the electrical and controls design for the two pump stations, and flow control station required for this project. Mr. Pack designed the motor controls, instrumentation, and controls required to operate the facilities as required by Mountain Regional Water. Bountiful City Water, Bountiful, UT. Electrical/Controls Engineer SKM has worked on numerous projects for the City of Bountiful. Mr. Pack has designed numerous motor control and distribution systems for wells and boost¬ers for the city. He has worked with the department head to incorporate complete system control from the motor control enclosure for each of these sites. Davis and Weber Counties Canal SCADA, Weber County, UT. Controls Engineer SKM is currently working on installation of a new SCADA monitoring system for the canal company. This includes the monitoring of all canal discharge flows, as well as monitoring of the primary canal flow. Ryan designed the radio network, control sys¬tem, and aided the district in coordinating installation of required hardware. East Zion SCADA, East Zion SSD, UT. Electrical/Controls Engineer. Ryan Designed the Electrical, Controls, and SCADA system for this community’s water system. This included phase conversion for the booster pumps, tank level monitoring, well control and communications between the sites. Ryan designed all of the motor controls and instrumentation for this project. MBA Weber State University, 2005 BS Electrical Engineering University of Utah, 2002 Specialties Electrical and Controls Design Construction Oversight Control Systems Telemetry and SCADA Systems Design Control Testing Programming Startup and Maintenance Contracts - - - - - - - - - Item No.9. skmeng.com Project ExperienceWork Experience Education 15 Years save time - save energy - save money Mark Taylor, E.I.T. - Programmer & Field Technician (801) 694-2599 - mark.taylor@skmeng.com Mr. Taylor is a programmer and field technician with experience in control systems design and integration, as well as control systems maintenance and support. His experience includes source water, irrigation, water treatment, wastewater collection, and wastewater treatment. In each of these areas, he has been responsible for SCADA system programming, implementation, commissioning, and maintenance. Mr. Taylor has also been responsible for operator coordination and training for many of these projects. He has designed and installed new systems, replaced old systems, and expanded existing control systems. Mr. Taylor has worked with communications systems including radio, fiberoptic, ethernet, serial, and proprietary communications systems such as controlnet. He has conducted numerous path studies, for both licensed and non-licensed radio communications systems. He has installed radio telemetry systems with over 40 remote sites. Sandy City SCADA, Sandy, UT. Programmer. Mr. Taylor programmed the PLCs, the HMI computers, and the operator interfaces for the city’s entire freshwater system. This included reporting, monitoring, alarming, and full system control. The project involved over 40 remote sites. Mr. Taylor was also responsible for operator training and commissioning. SKM and Mr. Taylor are under contract with Sandy for SCADA system support and expansion. Toana Vista Golf Course SCADA, West Wendover, NV. Programmer/Field Technician. Mr. Taylor programmed the PLCs, designed the PLC panels, and programmed the HMI computer. This included reporting, monitoring, alarming, and system control. The project involved interfacing with the existing SCADA system at the wastewater plant to pump water to the golf course for water feature/irrigation purposes. Magna WWTP SCADA, Magna, UT. Programmer/Field Technician. Mr. Taylor programmed the PLC and operator interface for part of the plant that was being upgraded, and then did all of the programming involved in upgrading the entire plant’s existing HMI. He was also responsible for commissioning and operator training. Mr. Taylor and SKM maintain the plant’s SCADA and controls, and are under contract to perform programming on upcoming additions. Kennecott Daybreak SCADA, South Jordan, UT. Programmer. Mr. Taylor programmed the HMI computer. This included reporting, monitoring, alarming, and system control. He also picked up where a previous control system integration company had left off, and worked with the system operators to successfully commission the entire automatic control system. Mr. Taylor and SKM are currently under contract with Daybreak to maintain and expand their SCADA system. Moroni WWTP SCADA, Moroni, UT. Programmer. Mr. Taylor programmed the PLC and HMI computer for the entire WWTP facility. This included reporting, monitoring, alarming, and system control as well as commissioning and operator training. Mr. Taylor and SKM are currently under contract with Moroni to maintain and expand their SCADA system. Mountain Regional Water SCADA, Summit County, UT. Programmer. SKM designed a new SCADA system for the district that included all of the water distribution, raw water collection, and treatment. Mark assists in maintaining the system. Pureflow Filtration Systems, Whittier, CA. Programmer. Mr. Taylor has programmed several PLCs and operator interfaces for Pureflow Filtration System’s proprietary freshwater filters. These projects often involved interfacing with existing SCADA systems and coordinating with other control system integrators, as well as system operators. SKM and Mr. Taylor are currently working with Pureflow on several new projects in several different states. West Wendover SCADA, West Wendover, NV. Programmer/Field Technician. Mr. Taylor performed all of the programming involved in upgrading the city’s HMI computers for their existing SCADA system. The SCADA system includes the WWTP, freshwater, waste water collections, and wastewater reuse. Mr. Taylor and SKM continue to work with West Wendover, assisting them in all of their SCADA maintenance and expansion needs. Magna EDR and BioBrox Facility, Magna, UT. Programmer. Mr. Taylor programmed the PLC and HMI for the EDR and BioBrox facility, and was also responsible for commissioning and operator training. BS Electronnics Engineering Technology, Weber State University, 2002 Registration EIT Item No.9. Mark Taylor, E.I.T. - Programmer & Field Technician Other Project Experience Payson, UT - WWTP SCADA system support, Reuse facility programming and commissioning Spanish Fork, UT - WWTP SCADA system support, pump station, screw press, aerator programm and commision Davis Weber Canal Company, UT - SCADA system support and expansion Santa Rosa, NM - SCADA System/Instrumentation upgrade Snyderville Basin, UT - WWTP SCADA system support Tooele, UT - WWTP SCADA system support Central Davis SID, UT - WWTP SCADA System support and expansion Springville, UT - Lift Station Programming/Commisioning, WWTP SCADA system support Springer , NM - WWTP programming and commissioning Grantsville, UT - SCADA system expansion and support Little Mountain, UT - WWTP programming and commisioning Orem, UT - Headworks programming, SCADA system support Snowbird, UT - SCADA system support and expansion Moroni City, UT - SCADA system support, HMI upgrade EA Miller, UT - Cloth filter programming and commisiioning Hyrum, UT - SCADA system support Payson, UT - WWTP SCADA system support, Reuse facility programming and commissioning Spanish Fork , UT - WWTP SCADA system support, pump station, screw press, aerator programming Item No.9. Specialties Controls engineering; Industrial network design; Radio and telemetry systems; SCADA system design & integration; PLC and HMI design and integration skmeng.com Project ExperienceWork Experience Education 13 Years save time - save energy - save money Tovey Ashby - Senior Programmer (801) 735-5156 - tovey.ashby@skmeng.com Mr. Ashby has experience with many different aspects of SCADA systems. He has worked with many different programmable logic controllers including Allen Bradley, AutomationDirect, Control Microsystems, Siemens, GE, ControlWave and Modicon. He has used many different operator interfaces including Allen Bradley, Schneider Electric, Siemens, and AutomationDirect. He has extensive experience with Inductive Automation Ignition, GE Proficy iFix, FactoryTalk View and Wonderware HMI software. He also has extensive experience in scripting with VBA and other languages. Salt Lake WWTP, SLC, UT—Programmer/Integrator. Mr. Ashby has developed streamlined templates and standards for the iFix SCADA system for SLC WWTP. The system includes a redundant SCADA as well as a separate Historian Server along with several Thin Clients. The SCADA system includes custom trending features as well as historical filtering of alarms and other data. Central Weber Sewer Improvement District, Ogden, UT—Programmer/Integrator. Mr. Ashby has been integral with other SKM programmers in programming this plant and was forefront on developing/updating SKM’s programming standards throughout the project. This system includes a redundant EtherNet network as well as radio communications and a Redundant SCADA system including reporting, alarming, security and video monitoring. Richmond WWTP, Richmond, UT—Programmer/Integrator. Mr. Ashby was responsible for the programming of the PLCs, HMI, and touchscreens for the entire wastewater treatment plant. This system is a Kubota MBR. The HMI included system monitoring, reporting, alarming, and full system control. Jerome WWTP, Jerome, ID—Programmer/Integrator. Mr. Ashby was responsible for the programming of the PLCs, HMI, and touchscreens for the entire wastewater treatment plant including a Kubota MBR system. Wolf Creek WWTP, Eden, UT—Programmer/Integrator. Mr. Ashby was responsible for the programming of the PLCs, HMI, and touchscreens for the entire wastewater treatment plant. The Wolf Creek WWTP was a Zenon MBR plant and required complex programming and system controls. Rupert WWTP, Rupert, ID—Programmer/Integrator. Mr. Ashby was responsible for the programming of the PLCs, HMI, and touchscreens for the majority of the wastewater treatment plant and also integrating control systems from multiple vendors into the SCADA system with ControlNet. The HMI included system monitoring, reporting, alarming and full system control. The main PLC system is setup with redundant processors. Kennecott Utah Copper, Magna, UT—Programmer/Integrator. Mr. Ashby has been providing contract-programming services for KUCC for over 6 years. During this time he has provided general HMI maintenance, PLC maintenance to the tailings pump stations, the addition of pit area pump stations and multiple other projects. Also, he has provided general maintenance for the South Area Water system. Kennecott exclusively uses Allen Bradley control systems including PLC-5 / SLC / MicroLogix / ControlLogix / CompactLogix processors, various models of PanelView touchscreens, RSView SCADA Software and PowerFlex VFD’s / Softstarts that communicate over a variety of protocols including EtherNet / DH+ / DeviceNet / RIO Modules. APG Neuros—Programmer. Mr. Ashby has transcribed the standard programs for APG Neuros Turbo Blowers from Allen Bradley into Siemens in various programming languages including LAD/FBD/STL/SCL. BS Technology Management, Utah Valley University 2006 AS Electrical Automation and Robotics Technology, Utah Valley University 2004 Item No.9. Tovey Ashby - Senior Programmer Other Project Experience Wendover WWTP - West Wendover, NV Simplot Silica Sand Mine, Overton, NV Bear River WCD - Brigham City, UT JBS WWTP - Hyrum, UT Taos WWTP - Taos, NM Sedona Lift Stations - Sedona, AZ Blue Mountain Energy Recovery - Blue Mountain, UT Stansbury WWTP - Stansbury, UT Jurupa WWTP - Jurupa, CA Bear River WCD - Brigham City, UT Gallup Water/Wastewater - Gallup, NM Idaho Falls Water - Idaho Falls, ID JBS WWTP - Hyrum, UT Item No.9. SKM Engineering 533 W 2600 S Suite 25 Bountiful, UT 84010 (801) 677-0011 skmeng.comConnect with us! Item No.9. SKM Principal SKM Controls Engineer SKM Project Coordinator Sub-consultant budget190$ 160$ 107$ 60 40 10 110 18,870$ -$ -$ 18,870$ 2Data Collection & Assessment832406,640$ -$ 100$ 6,740$ 3Recommended Upgrades, Improvements and Alternatives60 80 140 24,200$ -$ 100$ 24,300$ 1281521029049,710$ -$ 200$ 49,910$ TotalTotal HoursFee Estimate | Cost Proposal for the City of Beaumont Lift Station PLC Project ExpensesTotalSubtotal - LaborProject Management 1Item No.9. ANY PROPRIETOR/PARTNER/EXECUTIVE OFFICER/MEMBER EXCLUDED? 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All rights reserved.ACORD 25 (2016/03) CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY) $ $ $ $ $ The ACORD name and logo are registered marks of ACORD AQUAE-1 OP ID: JK 04/01/2020 Joni Konschot Benchmark Insurance Agency 207 East 500 South Bountiful, UT 84010 G Daniel Bradshaw 801-397-3434 801-951-0050 joni@benchmark-insurance.com Hartford Casualty Company XL Specialty Insurance SKM Engineering LLC 533 West 2600 South #25 Bountiful, UT 84010 American Casualty Company Hartford Accident & Indemnity A X 2,000,000 X 34SBAPN8942 02/14/2020 02/14/2021 300,000 10,000 2,000,000 4,000,000 4,000,000 1,000,000D 34UECZT2028 02/24/2020 02/24/2021 X X X XX 4,000,000A 34SBAPN8942 02/14/2020 02/14/2021 4,000,000 10,000X XC 6025004807 10/17/2019 10/17/2020 1,000,000 N 1,000,000 1,000,000 B DPR9955894 02/19/2020 02/19/2021 Ea Claim 2,000,000 Aggregate 2,000,000 Proof of Insurance 801-397-3434 29424 37885 20427 22357 Professional Liab Item No.9. NOTEPAD PAGE INSURED'S NAME Date 2 OP ID: JK Policies contain severability of interest clauses with respect to each additional insured. Additional Insured Endorsement (General Liability) - SS0008 0405 Additional Insured Endorsement (Auto) - HA9916 0312 Waiver of Subrogation Endorsement (General Liability) - SS0008 0405 Waiver of Subrogation Endorsement (Auto) - HA9916 0312 Notice of Cancellation Endorsement - SS1223 0611 AQUAE-1 04/01/2020 SKM Engineering LLC Item No.9. Staff Report TO: Mayor, and City Council Members FROM: Jeff Hart, Director of Public Works DATE April 21, 2020 SUBJECT: Approval of the First Amendment to the Professional Services Agreement with Claremont Environmental Design Group for Architectural and Engineering Services of the West Side Fire Station in the Amount of $66,101 with a Total Not to Exceed Contract Amount of $265,301 Background and Analysis: In May of 2018, the City Council awarded a Professional Services Agreement with Claremont Environmental Design Group (CEDG) for architectural and engineering services (A&E) of the West Side Fire Station (Project) in an amount not to exceed $199,200. In September 2019, the City Council approved the conceptual design of the Project and authorized the next phase, development of schematic design and construction drawings. The development of construction drawings for the Project also brings about the need for on and off-site engineering work, as well as soil investigative analysis and dry utility coordination. CEDG has provided a fee for the additional work in an amount not to exceed $66,101 (Attachment A). The additional work is inclusive of the following: Geotechnical Engineering - $8,500, Dry Utility Service Coordination - $7,650, Civil Engineering Services - $27,900, and Architectural, Structural, and MEP Services - $22,051. CEDG has requested additional fees of $22,051 shown above as the proposed fire station is 30% larger than originally contemplated by the City. The revised total contract amount of $265,301 represents 3.75% of the total estimated project cost which is still well under the industry standard amount of 7.5%-10% of the total project cost. Item No.10. Fiscal Impact: The cost to prepare this staff report is estimated to be $350. Recommended Action: Approve the First Amendment to the Professional Services Agreement with Claremont Environmental Design Group for architectural and engineering services of the West Side Fire Station in the amount of $66,101 with a total not to exceed contract amount of $265,301. Attachments: A. Contract Amendment Item No.10. FIRST AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT BETWEEN CITY OF BEAUMONT AND CLAREMONT ENVIRONMENTAL DESIGN GROUP, INC., FOR ARCHITECTURAL AND ENGINEERING SERVICES FOR THE WEST SIDE FIRE STATION PROJECT THIS FIRST AMENDMENT TO AGREEMENT FOR PROFESSIONAL SERVICES BY INDEPENDENT CONTRACTOR is made and effective as of the 21st day of April, 2020, by and between the CITY OF BEAUMONT, a general law city, (“CITY”) whose address is 550 E. 6th Street, Beaumont, California 92223 and CLAREMONT ENVIRONMENTAL DESIGN GROUP, INCORPORATED, a California corporation whose address is 401 E. Colombia, Pomona, CA 91761 (“CONTRACTOR”) in consideration of the mutual promises and purpose contained herein, the parties agree as follow: 1. RECITALS This First Amendment is made with respect to the following facts and purpose that the parties agree are true and correct: A. On May 15th, 2018, the City and CLAREMONT ENVIRONMENTAL DESIGN GROUP, INCORPORATED, entered into that certain agreement entitled “Agreement for Professional Services by Independent Contractor” for ARCHITECTURAL AND ENGINEERING SERVICES FOR THE WEST SIDE FIRE STATION PROJECT (“Agreement”). B. City has requested a further change in scope to the work under the Agreement regarding the architectural drawings, off-site engineering work, as well as soil investigative analysis and dry utility coordination, a copy of which is attached hereto as Exhibit “A”, and incorporated herein by this reference. 2. AMENDMENT Section 2 of the Agreement is hereby amended to add to the Services those services identified in the Proposal attached hereto as Exhibit “A”. Section 4.01 of the Agreement is hereby amended to increase the maximum compensation under the Agreement as follows: Under the original Agreement, compensation was set at One Hundred Ninety Nine Thousand Two Hundred Dollars ($199,200). Per this First Amendment, compensation of One Hundred Ninety Nine Thousand Two Hundred Dollars ($199,200) is increased by the maximum amount of Sixty Six Thousand One Hundred Dollars ($66,100) as provided in the Proposal attached hereto as Exhibit “A” resulting in total compensation under the Agreement not to exceed Two Hundred Sixty Five Thousand Three Hundred One Dollars ($265,301). Item No.10. The recitals to this Amendment are deemed incorporated herein by this reference. All other terms of the Agreement not expressly amended by this Amendment shall remain in full force and effect. IN WITNESS WHEREOF, the parties hereby have made and executed this First Amendment to Professional Services Agreement to be effective as of the day and year first above-written. CITY: CITY OF BEAUMONT By: ________________________________ Rey Santos, Mayor ATTEST City Clerk APPROVED AS TO FORM John Pinkney, City Attorney CONTRACTOR: ________________________________ By: ______________________________ Print Name: _______________________ Title: _____________________________ Item No.10. EXHIBIT “A” PROPOSAL DATED March 19th, 2020 Item No.10. c e d g ARCHITECTURE// BUILD// LANDSCAPE// //cedgarchitects.com //401 e. columbia ave pomona, ca 91767 //909.625.3916 //info@cedgarchitects.com March 19, 2020 AMENDMENT TO ARCHITECTURAL & ENGINEERING SERVICES AGREEMENT BETWEEN THE CITY OF BEAUMONT and CLAREMONT ENVIRONMENTAL DESIGN GROUP, INC. Claremont Environmental Design Group, Inc. —herein referred to as CEDG — agrees to provide architecture and engineering services to the CITY OF BEAUMONT — herein referred to as Client— in order to help carry out additional services to the original contract dated May 15, 2018. The Client desires to amend the Agreement to include an additional scope of work as follows: ADDITIONAL SCOPE: Geotechnical Engineering Services: Soils Southwest, Inc. Dry Utilities Consultant: TDA Consulting Civil Engineering Services: Land Development Design Company, LLC (LDDC) Architectural, Structural and MEP Services for increased scope of work: Dry Utilities Consultant: Gas, Phone and Power Utility Coordination Services: $7,650.00 Geotechnical Engineering Services: Percolation Test: $4,000.00 Geotechnical Soils Investigation: $4,500.00 Per attached proposal from dated March 4, 2020. Civil Engineering Service including: Preliminary Services Research Plans $400.00 Item No.10. //20180701_Westside Fire Station c e d g // 2 Meetings w/ arch/ staff/ etc. $1200.00 T&M- assumes 10 hours Field survey $1000.00 X-sect existing pavement/ verify utilities Update topo CAD files $300.00 Add x-sectioning info Preliminary Grading $1800.00 Preliminary WQMP $1000.00 Final Services Calc site plan $300.00 Precise grading plan package Grading plan $3000.00 Drainage/BMP Plan $1200.00 Erosion Control Plan $800.00 Horizontal Control Plan $800.00 Wall Pan Not included Don’t know extent of retaining walls Storm Water Documents Final WQMP $2000.00 SWPPP $2500.00 SMARTs login assistance $400.00 Street Improvement Plan $2500.00 Oak Knolls Road only- excludes Potrero Onsite Utility Plan $1800.00 Onsite sewer, water and fire. Public Water Plan $1500.00 Sewer Pump Plan $1500.00 Onsite lift station and lateral to existing force main. Underground Fire Plan $1200.00 Fire flow calcs $500.00 Hydrology Study $1200.00 Processing $1000.00 T&M- budgets 12 hours Bond/Cost Estimates $400.00 Const. Admin $700.00 T&M- budget 8 hours Item No.10. //20180701_Westside Fire Station c e d g // 3 As-Builts $500.00 T&M- budget 5 hours This excludes any dry utilities, designs for power pole relocations, street improvement plans for Potrero. Does include temporary asphalt tapers at intersection of Oak Knoll & Potrero. I. PAYMENT AND COMPENSATION BEYOND THE DECEMBER 20, 2017 AGREEMENT 1. The total ADDITIONAL Services contract amount is set to be $66,101.00 (Sixty-Six Thousand One Hundred One Dollars) and is computed as follows: Geotechnical Engineering Services: $8,500.00 Dry Utilities Service Coordination: $7,650.00 Civil Engineering Services: $27,900.00 Architectural, Structural and MEP Services: $22,051.00 Total Additional Contract Cost $66,101.00 2. Payment: CEDG will submit an invoice at the end of each month for the work completed. This AMENDMENT TO ARCHITECTURAL & ENGINEERING SERVICES AGREEMENT entered into as of the day and year first written above. 3/19/2020 Signature Date Signature Date Erik G. Peterson, Principal, CEDG, Inc. Item No.10. Staff Report TO: Mayor, and City Council Members FROM: Jeff Hart, Public Works Director DATE April 21, 2020 SUBJECT: Consider Adopting a List of Projects Funded by SB 1 - The Road Repair and Accountability Act Background and Analysis: The Road Repair and Accountability Act of 2017, passed by the State of California, provides the City with a funding source through the Road Maintenance and Rehabilitation Account (RMRA). The funds available through RMRA fund street, road and highway related projects. In order to obtain RMRA funds through the California Department of Transportation (DOT), the City is required to identify the projects that will be receiving RMRA funds on the capital improvement project (CIP) list. The City has selected the following list of projects for City Council to adopt through resolution: Annual Slurry Seal FY 20 -21 (Project Number 2020-001) and Annual Street Rehab FY 20-21 (Project Number 2020- 002). In 2018, the City hired a consultant to conduct a pavement management system report for all City streets consisting of residential streets, collector streets, and arterial streets. The report revealed the Pavement Condition Index (PCI) for all City streets, the PCI ranges from 0 to 100. The following is a breakdown of the PCI rating of City streets: • Category 1 (Good to Excellent) PCI Ranges From 70-100. These roads are typically applicable for slurry seal treatment. • Category 2 and 3 (At-Risk to Fair) PCI Ranges From 50-70. These roads are typically applicable for 2 to 3 inches of asphalt rehabilitation. • Category 4 (Poor) PCI Ranges From 25-50. These roads are typically applicable for mill and overlay with 2.5 to 3 inches of asphalt paving in addition to base failure treatments. • Category 5 (Very Poor) PCI Ranges From 0-25. These roads are typically applicable for full reconstruction. Item No.11. As part of performing maintenance on City streets, the Annual Slurry Seal Project will help extend the life of existing streets by 5 to 7 years and provide a new wearing surface for the roadway. Minor cracks in the roadway will be sealed concurrent with , or prior to, the slurry seal application. PCI ratings of roads receiving slurry seal will increase. The ideal minimum PCI rating for slurry sealing streets is 70, but roads that have PCI ratings slightly less than 70 will still be able to increase their PCI rating with the application. Attachment B shows a map of streets that are selected for slurry seal treatment. The anticipated project cost which includes design and construction for the Annual Slurry Seal FY 20-21 Project is approximately $1,400,000, comprised of both SB-1 and Measure A funds. Roads that have more deterioration will require asphalt rehabilitation consisting of 2 to 3 inches of asphalt removal and overlay. The Annual Street Rehab Project will consist of repaving streets that have a low PCI rating (between 25-70) as identified in the pavement management report. Local, collector, and arterial streets will be selected for asphalt rehabilitation, which will help extend the life of the road by 10 to 15 years. Included in Attachment A is a list of streets that are selected for asphalt rehabilitation. The anticipated project cost which includes design and construction for the Annual Citywide Street Rehab FY 20-21 Project is approximately $1,000,000, comprised of both SB-1 and Measure A funds. In conjunction to receiving SB-1 funds for FY 20-21, Measure A funds will also be allocated to the City for these pavement maintenance and rehabilita tion projects. Staff anticipates SB-1 funds in the amount of $914,142 for FY 20-21 to be allocated as part of the Gas Tax funds identified for the following list of projects: 1. Annual Slurry Seal FY 20-21 Project (Project Number 2020-001), and 2. Annual Street Rehab FY 20-21 Project (Project Number 2020-002). Fiscal Impact: No additional funds are requested. Recommended Action: Waive the full reading and approve by title only, “A Resolution of the City Council of the City of Beaumont to Adopt a List of Projects for Fiscal year 2020-21 Funded by SB-1: The Road Repair and Accountability Act of 2017.” Item No.11. Attachments: A. Resolution to Adopt a List of Projects Funded by SB 1 for FY 20-21: The Road Repair and Accountability Act. Exhibit “A”: List of Streets Selected for the Annual Slurry Seal Project (Project Number 2020-001) Exhibit “B”: List of Streets Selected for the Annual Street Rehab Project (Project Number 2020-002) B. Exhibit of Pavement Projects FY 20-21 Partially Funded by SB-1 Item No.11. RESOLUTION NO.2020- A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF BEAUMONT TO ADOPT A LIST OF PROJECTS FOR FISCAL YEAR 2020-21 FUNDED BY SB 1: THE ROAD REPAIR AND ACCOUNTABILITY ACT OF 2017 WHEREAS, Senate Bill 1 (SB 1), the Road Repair and Accountability Act of 2017 (Chapter 5, Statutes of 2017) was passed by the Legislature and Signed into law by the Governor in April 2017 to address the significant multi-modal transportation funding shortfalls statewide; and WHEREAS, SB 1 includes accountability and transparency provisions that will ensure the residents of our City are aware of the projects proposed for funding in our community and which projects have been completed each fiscal year; and WHEREAS, the City must adopt by resolution a list of projects proposed to receive fiscal year funding from the Road Maintenance and Rehabilitation Account (RMRA), created by SB 1, which must include a description and the location of each proposed project, a proposed schedule for the project’s completion, and the estimated useful life of the improvement; and WHEREAS, the City, will receive an estimated $914,142 in RMRA funding in Fiscal Year 2020-21 from SB 1; and WHEREAS, this is the fourth year in which the City is receiving SB 1 funding and will enable the City to continue essential road maintenance and rehabilitation projects, safety improvements, repairing and replacing aging bridges, and increasing access and mobility options for the traveling public that would not have otherwise been possible without SB 1; and WHEREAS, the City has undergone a robust public process to ensure public input into our community’s transportation priorities and the project list; and WHEREAS, the City used a Pavement Management System to develop the SB 1 project list to ensure revenues are being used on the most high-priority and cost-effective projects that also meet the communities priorities for transportation investment; and WHEREAS, the funding from SB 1 will help the City maintain and rehabilitate 108 streets throughout the City this year and several similar projects into the future; and WHEREAS, the 2018 California Statewide Local Streets and Roads Needs Assessment found that the City streets and roads are in an “good” condition and this revenue will help us increase the overall quality of our road system and over the next decade will bring our streets and roads into a “Excellent” condition; and Item No.11. WHEREAS, the SB 1 project list and overall investment in our local streets and roads infrastructure with a focus on basic maintenance and safety, investing in complete streets infrastructure, and using cutting-edge technology, materials and practices, will have significant positive co-benefits statewide. NOW, THEREFORE IT IS HEREBY RESOLVED, ORDERED AND FOUND by the City Council of the City Beaumont, State of California, as follows: 1. The foregoing recitals are true and correct. 2. The following list of newly proposed projects will be funded in-part or solely with Fiscal Year 2020-21 Road Maintenance and Rehabilitation Account revenues: a. Project 2020-001 - Annual Slurry Seal FY 20/21 will consist of applying slurry seal treatment to existing streets in the City consisting of residential streets, collector streets, and arterial streets that are identified in the City’s Pavement Management Report. The streets that are applicable to receive slurry seal are located in multiple areas throughout the City and are further identified in Exhibit “A” to this Resolution . Construction is anticipated to begin in March of fiscal year 20-21 and completion is anticipated within June of fiscal year 20-21. Slurry seal treatment is projected to increase the minimum useful life of streets by 5 years to a maximum useful life of 7 years. b. Project 2020-002 - Annual Street Rehab FY 20/21 will consist of repaving existing streets in the City consisting of residential streets, collector streets, and arterial streets identified in the City’s Pavement Management Report. As indicated in the pavement report, streets that are applicable to receive new asphalt are located in multiple are as throughout the City as specifically identified in Exhibit “B” to this Resolution . Construction is anticipated to begin within March of fiscal year 20-21 and completion is anticipated within June of fiscal year 20-21. New asphalt surface is projected to increase the minimum useful life of streets by 15 years to a maximum useful life of 30 years. MOVED, PASSED, and ADOPTED this 21st day of April, 2020, by the following vote: AYES: NOES: ABSTAIN: ABSENT: By: __________ Ray Santos, Mayor Item No.11. Exhibit “A” List of Streets Selected for the Annual Slurry Seal Project (Project Number 2020-001) Street Name From To Area (SY) Agnes Vasili End 2,020 Alexe Vasili Lemon 2,163 Anna Vasili Jon Gilbert 1,226 Ash Date End 590 Avalone Thirteenth End 2,345 Beech Cypress End 1,156 Bryce Evan Date 1,227 California Pearl Twelfth 1,748 California Twelfth Elm 7,551 California First Third 4,560 Cherry Valley Acres Vasili Palm 1,989 Cherry Valley Acres Palm Shane 4,878 Citrus Evan Date 1,383 Cougar Beaumont Palm 13,285 Cougar Palm Sunnyslope 8,245 Cougar Ranch Stone Creek Ravenswood 4,136 Cypress Palm Bryce 1,710 Dale California End 1,109 Dale California Elm 2,398 Date Bryce Brookside 3,777 Edgar Eleventh End 12,802 Eighth Beaumont Maple 5,612 Eighth Maple Chestnut 4,372 Eighth Chestnut Massachusetts 4,136 Eighth Massachusetts Pennsylvania 1,681 Eleventh Palm Pennsylvania 6,953 Eleventh Pennsylvania Cherry 1,727 Euclid Eleventh Twelfth 4,060 Euclid Twelfth Thirteenth 4,732 Evan Cherry Valley Acres Citrus 2,049 First DWY n/o Magnolia Pennsylvania 15,866 First Seneca Springs Commerce 11,280 First Commerce Highland Springs 16,604 Highland Springs Potrero Crooked Creek 9,920 Highland Springs First Second 4,728 Item No.11. Street Name From To Area (SY) Highland Springs Second Sixth 10,554 Highland Springs First Potrero 6,502 Howard Liam Brookside 407 Jon Gilbert Anna Agnes 1,627 Lemon Alexe Palm 2,347 Liam Way Miranda Shane 1,539 Lions Lair Lemon Panther 1,690 Lois Vasili End 1,929 Lucille Vasili End 1,765 Marshall Cougar Cougar Ranch 651 Merry Edgar End 1,793 Michigan Eleventh tenth 2,629 Michigan Tenth Eighth 4,873 Michigan Eighth Sixth 4,655 Miranda Cherry Valley Acres Liam 3,869 Monika Vasili End 1,916 Myrl California End 2,103 Ninth Beaumont Orange 4,369 Ninth Maple Palm 1,917 Ninth Palm Michigan 3,300 Ninth Michigan Pennsylvania 3,344 Oak Valley Desert Lawn 400ft w/o Desert Lawn 6,847 Oak Valley Oak View Noble Creek Channel 6,721 Oak Valley Noble Creek Channel Elm 15,284 Oak Valley Elm Beaumont 15,574 Orange Eleventh Tenth 2,389 Orange Tenth Ninth 2,354 Orange Ninth Eighth 2,354 Orange Eighth Sixth 5,292 Orange Oak Valley Thirteenth 5,098 Orange Thirteenth Twelfth 5,305 Orange Twelfth Eleventh 4,392 Palm Lemon Brookside 6,742 Palm Cougar Cougar Ranch 559 Palm Cougar Ranch End 2,444 Palm Sixth Eighth 11,068 Palm Eighth Tenth 12,587 Palm Tenth Eleventh 5,917 Panther Cherry Valley Acres End 4,124 Pearl Wellwood Edgar 3,063 Pennsylvania Sixth Eighth 5,194 Pennsylvania Eighth Tenth 5,091 Pennsylvania Tenth Twelfth 7,606 Pennsylvania Thirteenth Oak Valley 5,620 Pennsylvania Twelfth Thirteenth 5,525 Item No.11. Street Name From To Area (SY) Puma Palm End 538 Ravenswood Cougar Ranch Stone Creek 3,634 San Miguel Thirteenth Oak Valley 5,143 Shane Cherry Valley Acres Liam 3,912 Sixth Palm Michigan 6,716 Sixth Beaumont Orange 5,478 Sixth Orange Palm 5,679 Sixth Michigan Pennsylvania 6,142 Stone Creek Cougar Ranch End 6,326 Tenth Beaumont Orange 3,372 Tenth Orange Maple 2,092 Tenth Maple Palm 1,344 Tenth Palm Michigan 3,296 Tenth Michigan Pennsylvania 3,754 Twelfth Beaumont Edgar 3,356 Twelfth Edgar Elm 5,623 Vasili Cougar Cynthia 9,579 Wellwood Eleventh Twelfth 3,948 Wellwood Dale California 2,538 Item No.11. Exhibit “B” List of Streets Selected for the Annual Street Rehab Project (Project Number 2020-002) Street Name From To Area (SY) Antonell Pennsylvania Cherry 1,791 California Third Fifth 6,612 Commerce First First 2,891 Cougar Sunnyslope Cherry 4,429 Eleventh Beaumont Maple 5,030 Grace First Third 4,773 First Beaumont DWY n/o Magnolia 3,124 First Pennsylvania Seneca Springs 18,130 Oak Valley West I-10 Ramps East I-10 Ramps 1,581 Oak Valley West I-10 Ramps 400ft w/o Desert Lawn 2,509 Item No.11. 11TH 11TH 1ST 10TH 8TH HIGHLANDSPRINGSMICHIGAN9THORANGE CALIFORNIAOAK VA L L EY6TH DATETWELFTH PALM9TH PENNSYLVANIASTONECREEKVASILIEDGAROAK VALLEY PALMCOUGAR DALE 1ST PEARL 1STSHANEEUCLIDGRACE RCIT-GIS LEGEND Road Surface Treatment Type II Seal Type II Microseal Cape Seal Mill & Overlay Remove and Replace New Pavement Recent or Future Treatment PUBLIC WORKS DEPARTMENT Attachment BSB-1 Streets Exhibit CITY OF BEAUMONT Date Created: 4/8/20 ´1:20,000 Item No.11. Staff Report TO: Mayor, and City Council Members FROM: Jeff Hart, Director of Public Works DATE April 21, 2020 SUBJECT: Approval of the Third Amendment to the Professional Services Agreement with Falcon Engineering Services, Inc. for Construction Management Services of the State Route 60 (SR-60) and Potrero Boulevard Interchange Project Phase 1/1A in the Amount of $83,331.76 with the Total Not to Exceed Contract Amount of $2,360,831.16 Background and Analysis: On October 18, 2017, City Council approved an agreement with Falcon Engineering Services, Inc. (Falcon), to provide construction management and inspection services in an amount not-to-exceed $1,727,886.60 for the SR-60/Potrero Boulevard Interchange Project. On January 15, 2019, City Council approved the first amendment to the professional services agreement with Falcon in the amount of $359,800 for work associated with the installation of three 24” waterlines (two domestic and one recycled) in the Potrero bridge. The addition of this contract amendment brought the total amount of the contract to $2,087,686.60. On April 2, 2019, City Council approved the second amendment to the professional services agreement with Falcon in the amount of $189,812.80 for further extension of the aforementioned waterlines north of the bridge structure. The addition of this contract amendment brought the total amount of the contract to $2,277,499.40. Phase 1/1A of the project included the construction of a six (6) lane bridge, with a center median and bicycle lanes; extension of Potrero Boulevard over SR-60; freeway widening of the north and south sides at Western Knolls Avenue connection; freeway widening at the Potrero bridge location (a few hundred feet east and west of the new bridge); and construction of acceleration and deceleration lanes, and median barriers on westbound SR-60. Item No.12. Construction of this project has been impacted in two areas requiring approval of the third amendment to the professional services agreement with Falcon in the amount of $83,331.76 with a total not to exceed contract amount of $2,360,831.16. The areas impacted include: Additional construction management related to the installation of three new waterlines within the project footprint, and Additional construction management related to the full widening of Potrero Boulevard from the south edge of the bridge structure to 600 feet north of the Potrero Boulevard and Fourth Street intersection. The total amount of this change order is $83,331.76, with $59,498.09 of the total amount being offset from additional funds received by the Lassen Development for the aforementioned installation of three additional waterlines. The remaining $23,833.67 is for construction management related services for the Potrero Boulevard widening. There is sufficient contingency remaining within the project budget to cover the additional expenses. The following table shows a cumulative summary of change orders for Falcon Engineering: CCO No. Description Amount Revised Total Original Contract $1,727,886.60 1 Waterline Installation $359,800.00 $2,087,686.60 2 Additional Waterline Installation $189,812.80 $2,277,499.40 3 Additional Waterline Installation and Potrero Widening $83,331.76 $2,360,831.16 Item No.12. The following is a revised comprehensive breakdown in project costs: Potrero Budget Amount Actual Remaining Design $617,277.62 $597,954.64 $19,322.98 Environmental $1,170,816.84 $1,169,763.00 $1,053.84 Right of Way $987,185.00 $982,603.92 $4,581.08 Utilities $438,895.08 $49,980.60 $388,914.48 Construction Management $2,632,800.10 $2,629,662.37 $3,137.73 Construction $14,031,991.40 $14,012,491.41 $19,499.99 Contingency $5,069,632.32 $4,738,866.35 $330,765.97 Total $24,948,598.36 $24,181,322.29 $767,276.07 Fiscal Impact: The cost to prepare this staff report is estimated to be $350. Recommended Action: Approve the Third Amendment to the Professional Services Agreement with Falcon Engineering Services, Inc., for Construction Management Services of the State Route 60 (SR-60) and Potrero Boulevard Interchange Project Phase 1/1A in the amount of $83,331.76 with the total not to exceed contract amount of $2,360,831.16. Attachments: A. Contract Amendment Item No.12. THIRD AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT BETWEEN CITY OF BEAUMONT AND FALCON ENGINEERING SERVICES, INC., FOR CONSTRUCTION MANAGEMENT SERVICES FOR SR-60/POTRERO BOULEVARD INTERCHANGE PROJECT (PHASE 1) THIS THIRD AMENDMENT TO AGREEMENT FOR PROFESSIONAL SERVICES BY INDEPENDENT CONTRACTOR is made and effective as of the 2nd day of April, 2019, by and between the CITY OF BEAUMONT, a general law city, (“CITY”) whose address is 550 E. 6th Street, Beaumont, California 92223 and FALCON ENGINEERING SERVICES, INCORPORATED, a California corporation whose address is 341 Corporate Cir # 101, Corona CA 92879 (“CONTRACTOR”) in consideration of the mutual promises and purpose contained herein, the parties agree as follow: 1. RECITALS This Third Amendment is made with respect to the following facts and purpose that the parties agree are true and correct: A. On October 18th, 2017, the City and FALCON ENGINEERING, INC., entered into that certain agreement entitled “Agreement for Professional Services by Independent Contractor” for CONSTRUCTION MANAGEMENT SERVICES FOR SR-60/POTRERO BOULEVARD INTERCAHGE PROJECT (PHASE 1) Services (“Agreement”). B. On or about, January 15th, 2019, the City and FALCON ENGINEERING, INC., entered into that certain FIRST AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT (“First Amendment”) whereby the scope of services and compensation under the Agreement was increased. C. On or about, April 2nd, 2019, the City and FALCON ENGINEERING, INC., entered into that certain SECOND AMENDMENT TO PROFESSIONAL SERVICES AGREEMENT (“Second Amendment”) whereby the scope of services and compensation under the Agreement was increased. D. City has requested a further change in scope to the work under the Agreement regarding the installation of 24” water lines and widening of Potrero Boulevard and CONTRACTOR has requested that the scope of work should be increased as provided in the Proposal dated August 20, 2019, a copy of which is attached hereto as Exhibit “A”, and incorporated herein by this reference. 2. AMENDMENT Section 2 of the Agreement is hereby amended to add to the Services those services identified in the Proposal attached hereto as Exhibit “A”. Item No.12. Section 4.01 of the Agreement is hereby amended to increase the maximum compensation under the Agreement as follows: Under the original Agreement, compensation was set at One Million Seven Hundred Twenty Seven Thousand Eight Hundred and Eighty Six Dollars and sixty cents ($1,727,886.60). Under the First Amendment compensation was increased by the maximum amount of Three Hundred Fifty Nine Thousand Eight Hundred Dollars ($359,800.00) resulting in total compensation under the Agreement not to exceed Two Million Eighty Seven Thousand Six Hundred and Eighty Six Dollars and Sixty Cents ($2,087,686.60). Under the Second Amendment compensation was increased by the maximum amount of One Hundred Eighty Nine Thousand Eight Hundred Twelve Dollars and eighty cents ($189,812.80) resulting in total compensation under the Agreement not to exceed Two Million Two Hundred Seventy Seven Thousand Four Hundred and Ninety Nine Dollars and forty Cents ($2,277,499.40). Per this Third Amendment, compensation of Two Million Two Hundred Seventy Seven Thousand Four Hundred and Ninety Nine Dollars and forty Cents ($2,277,499.40) is increased by the maximum amount of Eighty Three Thousand Three Hundred Thirty One Dollars and seventy six cents ($83,331.76) as provided in the Proposal attached hereto as Exhibit “A” resulting in total compensation under the Agreement not to exceed Two Million Three Hundred Sixty Thousand Eight Hundred Thirty One Dollars and sixteen cents ($2,360,831.16). The recitals to this Amendment are deemed incorporated herein by this reference. All other terms of the Agreement not expressly amended by this Amendment shall remain in full force and effect. IN WITNESS WHEREOF, the parties hereby have made and executed this Third Amendment to Professional Services Agreement to be effective as of the day and year first above-written. CITY: CITY OF BEAUMONT By: ________________________________ Rey Santos, Mayor ATTEST CONTRACTOR: ________________________________ By: ______________________________ Print Name: _______________________ Title: _____________________________ Item No.12. City Clerk APPROVED AS TO FORM John Pinkney, City Attorney Item No.12. EXHIBIT “A” PROPOSAL DATED AUGUST 20th, 2019 Item No.12. Item No.12. Item No.12. Staff Report TO: Mayor, and City Council Members FROM: Jeff Mohlenkamp, Finance Director DATE April 21, 2020 SUBJECT: FY 2021 Budget Discussion Background and Analysis: Staff is preparing the budget for FY 2021. The process has been directly impacted by the COVID-19 emergency and the resulting economic impacts. On March 17, 2020, the City Council discussed the budget process and generally acknowledged that the City would prepare a budget that contemplated moderate economic activity, necessitating some cost reductions. Since the March 17, 2020, meeting many events have transpired that have caused a significant deterioration in the economic outlook. Most notably, State and County officials have issued guidance and orders to achieve so cial distancing and to slow the rate of infection. This has resulted in the significant disruption to Beaumont’s business sectors. It is unclear at this time when business will resume normal operations and the degree to which Beaumont’s economy will be impacted. This lack of certainty coupled with the possibility that the Nation, State and City are at the start of a deeper economic recession, has caused management to further evaluate the budget assumptions. The City’s reserve policies have been implemented to allow the weathering of limited- scale economic downturns. However, the impacts of the COVID-19 pandemic exceed the scope and scale contemplated and it is prudent to reduce expenditures in order to ensure that critical services and operations are maintained. Further, staff has re- evaluated the General Fund long term financial forecast and identified some structural financial challenges that need to be addressed to ensure long term viability of desired levels of services. This report provides the following sections: Overview of the initial General Fund budget and discussion of potential reductions to ensure a balanced budget, Item No.13. Review of the General Fund long term financial forecast and the impacts of Covid-19 on the future of the City’s finances, Overview of the Wastewater Fund budget and discussion of options to address anticipated shortfalls, and Review of options to address City capital facility and infrastructure needs. FY 2020-21 General Fund Preliminary Budget Staff has reviewed projected revenues and compiled the initial expense budget from the departments. The initial budget proposals, prior to management adjustments, provides for a budget deficit of ($2.8 million). Initial departmental proposals typically outpace revenues and a comprehensive process is implemented to provide a balanced, sustainable budget pursuant to budgetary assumptions affirmed by the City Council. However, this year’s deficit is magnified by the impending COVID-19 recession. Revenues For next year, the revenues most significantly impacted by the recession include sales tax and fees related to development activity. Sales tax is expected to drop by (22%) from the highs experienced in FY 2019. Development re lated fees have dropped in FY 2020 from previous highs during FYs 2018 and 2019 but are expected to remain lower due to the lasting impacts from COVID-19. Property taxes are not impacted by COVID-19 for FY 2021 as the assessment was already completed January 1, 2020. Increases in property taxes along with growth in Community Financing District (CFD) funds provide for some overall growth in revenues. Normal recurring revenues are expected to grow by 4.5% from $31.6 million to $33.0 million for FY 2021. Expenses Expenses are divided into personnel costs and operating costs. Personnel costs are currently budgeted to grow at a rate of 7.3% or $1.45 million. This growth is driven by increases in wages at 5.1% and increases in non-wage costs such as workers compensation at 21.6%. Budgetary proposals result in an increase to operating costs of 11.4% or $ 1.5 million. This is driven by increases in contractual services. Item No.13. Note: a significant portion of the increase in operating costs is the change in how administrative charges to the wastewater fund and transit fund are handled. In prior years they were reflected as a negative expense. Beginning with FY 2021, this will be handled as a transfer in and expenditures will not be impacted. A summary of General Fund budgeted revenues and expenditures prior to budget reductions is included as Attachment A. General Fund Long Term Financial Forecast In December 2019, staff provided the City Council a 10-year forecast for the General Fund. The forecast contemplated a moderate level recession that would occur in FY 2023. Due to the COVID-19 emergency, staff has re-evaluated this forecast to demonstrate the impacts of the recession that is beginning to materialize throughout the country. The COVID-19 driven economic impacts are far more dramatic and sudden than the recessionary trend contemplated in the earlier forecast. Staff feels that the economic impacts will be felt over the next two fiscal years, especially as the impacts of growing unemployment and decreased property values will be fully realized in FY 2022. This will result in some lingering impacts in FY 2022. The key takeaways from the forecast are that growth in expenses are projected to outpace growth in revenues and result in annual deficits. Even with limited growth to wages and no new positions or augmentation to services these forecasted deficits could eliminate financial reserves in a matter of 4 to 5 years. To address this structural challenge in the City’s finances, it will be important for the City Council to consider adjustments in both the revenue and expense side s of the equation. The revised General Fund Long Term Financial Forecast is included as Attachment B. The assumptions used to build the forecast are included as Attachment E. Possible Expense Reductions To address the short-term financial challenges and the longer-term structural challenges, the City Council should consider adjustments to reduce expenditures. Staff Item No.13. has been working on possible reduction scenarios that address both personnel and operating costs. Since the more significant financial challenge facing the City is in the long term, management recommends the City Council consider reductions that will be sustainable and reduce the longer-term expenses of the City. This would suggest evaluating the following options: Evaluate services the City can reduce or eliminate – non-essential services, and Evaluate services the City can perform at a lower cost – either through bringing the service in-house or outsourcing. Attachment C provides a few scenarios of possible reduction strategies. Note, that at this time staff has been focused on cuts that will reduce expenses in the short term. This is prudent as it will help to reduce use of reserves and provide additional time for management and the City Council to more fully evaluate the more sustainable, long- term adjustments. Wastewater Fund Preliminary Budget The initial Wastewater Fund budget provides for an increase in revenues of 5.2% from $9.9 million to $10.4 million. This is driven by a scheduled rate increase and new development. This estimate was decreased due to expected slowing of development activity and increased delinquencies. Expenses are expected to decrease by (1.9%). This is due to savings in personnel costs and the rescheduling of capital projects, deferring them to FY 2022 and beyond . The overall budget is projected to have a surplus of $3 ,311. Wastewater DIF funds of $700,000 are scheduled for a portion of the debt service payments, as was contemplated in the Fund’s fiscal forecast. Ultimately, utility rates will be required to cover the entirety of the obligation. During FY 2021, staff will be closely reviewing the costs to operate the system and plan to re-evaluate the rate study to ensure the long-term financial stability of the fund. An initial summary of the FY 2021 Wastewater Fund budget is included as Attachment D. Item No.13. Fiscal Impact: There is no fiscal impact associated with this item at this time. Recommended Action: Review the initial FY 2021 budget for the General Fund and Wastewater Fund, Review the revised General Fund Long Term Financial Forecast, and Provide guidance to staff regarding budget assumptions. Attachments: A. FY 2021 General Fund Initial Budget Summary B. Revised General Fund Long Term Financial Forecast C. Cost Reduction Concepts D. FY 2021 Wastewater Fund Initial Budget Summary E. General Fund Long Term Financial Forecast Assumptions Item No.13. FY 2017-18 Actuals FY 2018-19 Actuals FY 2019-20 BUDGET FY 2019-20 Estimated Results FY 2020-21 Draft Budget Change from FY 2020 to 2021 Property Tax 5,199,098$ 5,656,662$ 5,051,562$ 5,849,278$ 6,141,742$ 5.0% Sales Tax 5,029,443$ 5,558,667$ 5,436,227$ 4,869,306$ 4,333,000$ -11.0% 4,125,662$ 5,002,506$ 4,997,852$ 5,247,745$ 5.0% 1,524,158$ 1,604,250$ 1,600,128$ 1,600,000$ 0.0% Franchise Fees 876,551$ 912,924$ 853,875$ 915,627$ 869,846$ -5.0% -$ 2,225,000$ 2,250,000$ 2,250,000$ 0.0% -$ 5,000,000$ 5,000,000$ -$ -100.0% 363,868$ 268,925$ 251,215$ 245,000$ -2.5% -$ 20,700$ 38,307$ 40,000$ 4.4% 17,118,780$ 25,463,045$ 25,771,713$ 20,727,333$ -0.2% 242,634$ 214,221$ 257,137$ 250,000$ -2.8% 2,076,224$ 2,324,500$ 1,846,940$ 1,800,000$ -2.5% 1,263,922$ 900,000$ 150,369$ 150,000$ -0.2% 237,744$ 1,025,000$ 434,594$ 400,000$ -8.0% All other permits 966,629$ 898,443$ 918,385$ 476,123$ 534,599$ 12.3% 169,588$ 150,000$ 112,000$ 138,849$ 4,544,519$ 5,486,026$ 5,167,885$ 2,908,026$ 2,884,599$ -0.8% 1,224,365$ 1,073,247$ 752,950$ 773,296$ 721,350$ -6.7% Other Revenues 523,493$ 1,137,341$ 409,319$ 772,276$ 665,200$ -13.9% 4,299,392$ 6,121,237$ 6,121,237$ 7,041,029$ 15.0% 750,000$ 27,953,183$ 32,023,333$ 37,914,436$ 36,603,685$ 33,039,511$ 4.5% Salaries 9,590,672$ 10,965,713$ 11,959,929$ 11,027,086$ 12,570,270$ 5.1% Health Insurance 1,384,031$ 1,585,813$ 2,272,646$ 1,890,325$ 2,520,750$ 10.9% 1,108,178$ 2,111,924$ 2,271,382$ 2,568,332$ 21.6% 2,244,152$ 3,027,640$ 2,794,190$ 3,133,319$ 3.5% Other Personnel Costs 143,485$ 240,681$ 342,493$ 242,123$ 367,970$ 7.4% 14,470,518$ 17,216,685$ 19,714,632$ 18,225,106$ 21,160,641$ 7.3%Total Personnel Services Workers Comp/Disability/Other Compensation 1,990,018$ Retirement 2,434,460$ Transfers In (admin coverage) Total Revenue Expenses Personnel Transfers In (CFD and Gas 5,450,787$ Charges for Services Total Permits Public Works Inspection 519,597$ Develop Service Plan Check 945,230$ Total Taxes 18,588,024$ Business License 287,908$ Permits Building Permits 3,122,755$ One time franchise fee -$ Transient Occupancy Tax 335,304$ Other Taxes 23,154$ Franchise Fees - Waste Management -$ Utility Users Tax 1,584,224$ Motor Vehicle in Lieu 4,517,090$ REVENUES Taxes FY 2020-21 GENERAL FUND BUDGET City of Beaumont, CA Initial Draft for Council Review Item No.13. 5,283,353$ 6,534,147$ 6,648,916$ 7,365,714$ 12.7% 1,259,158$ 1,465,725$ 1,189,310$ 1,315,899$ -10.2% 745,750$ 1,122,602$ 1,111,127$ 1,200,000$ 6.9% 770,716$ 750,000$ 469,681$ 500,000$ -33.3% 646,948$ 300,000$ 353,679$ 200,000$ -33.3% Other Operating Costs 1,737,944$ 1,778,658$ 2,595,047$ 2,245,811$ 3,642,683$ 40.4% 10,443,869$ 11,770,828$ 12,767,521$ 12,018,524$ 14,224,296$ 11.4% 96,772$ 89,040$ 81,263$ 116,934$ 98,000$ 20.6% 602,312$ 351,020$ 466,169$ 356,585$ 1.6% 720,632$ 312,131$ 432,283$ 583,103$ 454,585$ 5.2% Total Expenses 25,635,019$ 29,299,644$ 32,914,435$ 30,826,733$ 35,839,522$ 8.9% Operating Surplus/(Deficit)2,318,164$ 2,723,689$ 5,000,000$ 5,776,952$ (2,800,011)$ Notes: Solid Waste revenues and expenses eliminated/ Measure A eliminated/Admin overhead converted to transfer The $5 million solid waste retention fee is eliminated from computations of year over year change % Vehicles 209,275$ Total Capital Costs Total Operating Costs Capital Costs Equipment and Furniture PLAN CHECK FEES 1,008,345$ INSPECTIONS 521,630$ CONTRACTUAL SERVICES 6,337,990$ UTILITIES 1,229,357$ INSURANCE 894,848$ Operating Item No.13. City of Beaumont General Fund Long Term Financial Forecast FY 2020 through FY 2029 - Amended for Covid-19 Emergency Forecasted Years FY 2018 Actual FY 2019 Actual FY 2020 Estimated FY 2021 Budget Adjusted FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 Revenue Taxes RECESSION IMPACTED YEARS Sales Tax 5,029,443$ 5,558,667$ 4,869,306$ 4,333,000$ 4,933,000$ 5,228,980$ 5,438,139$ 5,655,665$ 5,881,891$ 6,117,167$ 6,361,854$ 6,616,328$ Property Tax 5,199,098$ 5,656,662$ 5,849,278$ 6,141,742$ 5,834,655$ 6,243,081$ 6,555,235$ 6,882,997$ 7,227,146$ 7,588,504$ 7,967,929$ 8,366,325$ Motor Vehicle - In Lieu 4,125,661$ 4,517,090$ 4,997,312$ 5,247,745$ 4,985,358$ 5,384,186$ 5,653,396$ 5,936,065$ 6,232,869$ 6,544,512$ 6,871,738$ 7,215,325$ Solid Waste - Franchise Fee -$ -$ 2,225,000$ 2,225,000$ 2,225,000$ 2,225,000$ 2,225,000$ 2,269,500$ 2,314,890$ 2,361,188$ 2,408,412$ 2,456,580$ One Time Solid Waste Retention Fee 5,000,000$ Other Franchise Fees 876,551$ 912,924$ 915,627$ 869,846$ 887,243$ 913,860$ 941,276$ 969,514$ 998,600$ 1,028,558$ 1,059,414$ 1,091,197$ Business License 242,634$ 287,908$ 257,137$ 250,000$ 255,000$ 261,375$ 267,909$ 274,607$ 281,472$ 288,509$ 295,722$ 303,115$ Utility Users Tax 1,524,158$ 1,584,224$ 1,600,128$ 1,600,000$ 1,632,000$ 1,672,800$ 1,714,620$ 1,757,486$ 1,801,423$ 1,846,458$ 1,892,620$ 1,939,935$ Other Taxes 363,868$ 358,458$ 315,062$ 310,062$ 316,263$ 322,589$ 329,040$ 335,621$ 342,334$ 349,180$ 356,164$ 363,287$ Permits Building Permits 2,321,187$ 4,067,985$ 1,846,940$ 1,800,000$ 1,836,000$ 1,891,080$ 1,947,812$ 2,006,247$ 2,066,434$ 2,128,427$ 2,192,280$ 2,258,048$ Inspections 1,504,952$ 653,401$ 584,963$ 550,000$ 561,000$ 577,830$ 595,165$ 613,020$ 631,410$ 650,353$ 669,863$ 689,959$ Other Permits 718,380$ 764,639$ 476,123$ 534,599$ 539,945$ 553,444$ 567,280$ 581,462$ 595,998$ 610,898$ 626,171$ 641,825$ Charges for Services Solid Waste 7,267,452$ 8,086,893$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Others 1,224,365$ 1,073,247$ 773,296$ 721,350$ 764,631$ 779,924$ 795,522$ 811,433$ 827,661$ 844,214$ 861,099$ 878,321$ Other revenues 523,493$ 1,215,140$ 772,276$ 665,137$ 678,440$ 692,009$ 705,849$ 719,966$ 734,365$ 749,052$ 764,033$ 779,314$ CFD Transfer 3,650,001$ 4,427,745$ 5,021,237$ 6,064,814$ 6,186,110$ 6,495,416$ 6,820,187$ 7,161,196$ 7,519,256$ 7,895,218$ 8,289,979$ 8,704,478$ Gas Tax Transfer 680,119$ 900,000$ 1,100,000$ 976,216$ 1,005,502$ 1,106,053$ 1,150,295$ 1,196,307$ 1,244,159$ 1,293,925$ 1,345,682$ 1,399,510$ Other Transfers 42,385$ 125,000$ -$ 750,000$ 750,000$ 780,000$ 811,200$ 843,648$ 877,394$ 912,490$ 948,989$ 986,949$ Total Revenues 35,293,747$ 40,189,983$ 36,603,685$ 33,039,511$ 33,390,147$ 35,127,625$ 36,517,925$ 38,014,732$ 39,577,302$ 41,208,654$ 42,911,949$ 44,690,496$ -9.7%1.1%5.2%4.0%4.1%4.1%4.1%4.1%4.1% Expenses Personnel Costs Salaries 9,952,591$ 11,395,747$ 11,027,086$ 12,570,270$ 13,073,081$ 13,596,004$ 14,139,844$ 14,705,438$ 15,293,655$ 15,905,402$ 16,541,618$ 17,203,282$ Pension Costs 2,244,152$ 2,434,460$ 2,794,190$ 3,133,319$ 3,352,651$ 3,787,337$ 4,102,451$ 4,930,647$ 5,425,098$ 5,854,855$ 6,264,695$ 6,703,224$ Health Insurance 1,384,032$ 1,585,813$ 1,890,325$ 2,520,750$ 2,656,871$ 2,800,342$ 2,951,560$ 3,110,944$ 3,278,935$ 3,455,998$ 3,642,622$ 3,839,323$ Other costs 935,865$ 1,821,990$ 2,513,505$ 2,936,302$ 2,995,028$ 3,054,929$ 3,116,027$ 3,178,348$ 3,241,915$ 3,306,753$ 3,372,888$ 3,440,346$ Total Personnel Costs 18,225,106$ 21,160,641$ 22,077,631$ 23,238,611$ 24,309,882$ 25,925,376$ 27,239,604$ 28,523,007$ 29,821,822$ 31,186,175$ Estimated Savings Budget to Actual (846,426)$ (883,105)$ (929,544)$ (972,395)$ (1,037,015)$ (1,089,584)$ (1,140,920)$ (1,192,873)$ (1,247,447)$ Net Expected Personnel Costs 18,225,106$ 20,314,215$ 21,194,525$ 22,309,067$ 23,337,487$ 24,888,361$ 26,150,019$ 27,382,087$ 28,628,949$ 29,938,728$ 11.5%4.3%5.3%4.6%6.6%5.1%4.7%4.6%4.6% Operating Costs Contractual Services 5,283,395$ 6,128,334$ 6,648,916$ 7,365,214$ 7,659,823$ 7,966,215$ 8,284,864$ 8,616,259$ 8,960,909$ 9,319,345$ 9,692,119$ 10,079,804$ Utilities 1,413,378$ 1,736,500$ 1,189,325$ 1,315,899$ 1,361,955$ 1,409,624$ 1,458,961$ 1,510,024$ 1,562,875$ 1,617,576$ 1,674,191$ 1,732,788$ Item No.13. Insurance 745,750$ 894,848$ 1,111,127$ 1,200,000$ 1,224,000$ 1,248,480$ 1,273,450$ 1,298,919$ 1,324,897$ 1,351,395$ 1,378,423$ 1,405,991$ Plan Check Costs 770,716$ 1,008,345$ 469,681$ 500,000$ 510,000$ 520,200$ 530,604$ 541,216$ 552,040$ 563,081$ 574,343$ 585,830$ Inspection Costs 646,948$ 521,630$ 353,679$ 200,000$ 205,000$ 210,125$ 215,378$ 220,763$ 226,282$ 231,939$ 237,737$ 243,681$ Solid Waste Costs 4,928,368$ 5,504,512$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ Other 2,202,173$ 2,269,655$ 2,245,796$ 3,643,183$ 3,716,047$ 3,790,368$ 3,866,175$ 3,943,498$ 4,022,368$ 4,102,816$ 4,184,872$ 4,268,570$ Equipment Vehicles 602,312$ 209,275$ 466,169$ 356,585$ 363,717$ 370,991$ 378,411$ 385,979$ 393,699$ 401,573$ 409,604$ 417,796$ Furniture and Equip 96,792$ 447,741$ 116,934$ 98,000$ 99,960$ 101,959$ 103,998$ 106,078$ 108,200$ 110,364$ 112,571$ 114,823$ Other Total Operating Expenses and Equipment 12,601,627$ 14,678,881$ 15,140,501$ 15,617,962$ 16,111,841$ 16,622,736$ 17,151,270$ 17,698,088$ 18,263,860$ 18,849,281$ Estimated Savings Budget to Actual Adjustment (587,155)$ (605,620)$ (624,718)$ (644,474)$ (664,909)$ (686,051)$ (707,924)$ (730,554)$ (753,971)$ Net Expected Operating Expenses and Equipment Costs 12,601,627$ 14,091,726$ 14,534,881$ 14,993,244$ 15,467,367$ 15,957,827$ 16,465,219$ 16,990,165$ 17,533,306$ 18,095,310$ Total Expenses (net of expected savings)31,206,472$ 35,958,850$ 30,826,733$ 34,405,941$ 35,729,407$ 37,302,310$ 38,804,854$ 40,846,188$ 42,615,239$ 44,372,252$ 46,162,255$ 48,034,038$ 11.6%3.8%4.4%4.0%5.3%4.3%4.1%4.0%4.1% Surplus/ (Deficit)4,087,275$ 4,231,133$ 5,776,952$ (1,366,430)$ (2,339,259)$ (2,174,685)$ (2,286,929)$ (2,831,456)$ (3,037,937)$ (3,163,598)$ (3,250,307)$ (3,343,543)$ Impacts to Reserve Fund Balances (NO new positions or service level cost increases) Beg Balance General Fund (1)12,817,953$ 11,998,095$ 10,594,539$ 9,289,728$ 7,917,571$ 7,068,134$ 5,549,165$ 3,967,367$ 2,342,213$ 1,733$ CFD Admin Fund 8,451,846$ 7,905,274$ 6,969,570$ 6,099,696$ 5,184,924$ 4,618,633$ 3,403,459$ 2,138,019$ 837,897$ 169,188$ Pension Trust Fund 2,000,000$ 2,100,000$ 2,205,000$ 2,315,250$ 2,431,013$ 1,015,284$ 711,491$ 395,131$ 70,100$ (264,254)$ (1) FY 2020 Ending number includes the following adjustments - $4.5 million committed to new Fire Station, $2 million set aside for commitment to pension trust, $2.3 million set aside as it is in the legal reserve fund Assumptions - no new positions/ no funding of new Fire Dept operations/ no additional funding for equipment and maintenance Maintain Service Levels and Maintain What we Own Additional Positions to maintain Service Levels (4 annually)485,000$ 993,600$ 1,520,001$ 2,064,826$ 2,628,720$ 3,212,350$ 3,816,407$ 4,441,607$ 5,088,688$ (1.5 PD position, 1 street or park maintenance, 1.5 other) Fire Station staffing (new station) -1/3 staffing - staff moved from existing station 600,000$ 630,000$ 661,500$ 694,575$ 729,304$ 765,769$ 804,057$ IT Equipment and Software (security/ disaster recovery/stability of network)175,000$ 178,500$ 182,070$ 185,711$ 189,426$ 193,214$ 197,078$ 201,020$ 205,040$ Street Maintenance Program (maintain current pavement condition level)600,000$ 612,000$ 624,240$ 636,725$ 649,459$ 662,448$ 675,697$ 689,211$ 702,996$ Building/Facility Maintenance Program (preventative maintenance improvements)275,000$ 283,250$ 291,748$ 300,500$ 309,515$ 318,800$ 328,364$ 338,215$ 348,362$ Total New Costs 1,535,000$ 2,067,350$ 3,218,059$ 3,817,762$ 4,438,620$ 5,081,388$ 5,746,851$ 6,435,822$ 7,149,143$ Total Deficit if Service Level Cost Increases are Included (2,901,430)$ (4,406,609)$ (5,392,744)$ (6,104,691)$ (7,270,076)$ (8,119,325)$ (8,910,449)$ (9,686,129)$ (10,492,686)$ Impacts to Reserve Fund Balances if Service Level Cost Increases are Included Beg Balance General Fund (1)12,817,953$ 11,077,095$ 8,433,129$ 5,197,483$ 1,534,668$ (1,373,362)$ CFD Admin Fund 8,451,846$ 7,291,274$ 5,528,630$ 3,371,533$ 929,656$ (524,359)$ Pension Trust Fund 2,000,000$ 2,100,000$ 2,205,000$ 2,315,250$ 2,431,013$ (477,018)$ Item No.13. FY 2021 Budget Development Expense Reduction Concepts Reduction Value Notes Personnel Hold Positions Vacant (6 position currently/ 2 more expected in the future)1,040,000$ Average fully burdened compensation $130K Hold Base Pay at FY 2020 Levels (freeze increases)925,000$ Wages frozen at FY 2020 pay levels Retain 1/2 of planned FY 2021 Pay related increases 462,000$ Wage related increases reduced to 50% of planned Operating 5% Savings Level 700,000$ On a short term basis, this level of reduction could be achieved with limited disruption to operations 10% Savings Level 1,400,000$ At this level, it might be best to target reductions to reduce unintended impacts 15% Savings Level 2,100,000$ At this level, it might be best to identify business elements to reduce on a longer term basis Scenario 1 Hold Positions Vacant 1,040,000$ Under this scenario, half of the savings is achieved through personnel cost savings and the remainder through operating cost savings. Freeze Wages - 1/2 of planned increases 462,000$ Operating 10% Level 1,400,000$ No reserves are utilized in the scenario Total Reductions 2,902,000$ Scenario 2 Hold Positions Vacant 1,040,000$ Under this scenario, most of savings are from operating cost reductions Operating 13% Level 1,820,000$ No reserves are use in this scenario Total Reductions 2,860,000$ Scenario 3 Hold Positions Vacant 1,040,000$ Under this scenario, reductions are balance between personnel and operating costs Operating 10% Level 1,400,000$ Use of Reserves 400,000$ Some reserves used to balance the budget Total Reductions 2,840,000$ Item No.13. FY 2017-18 Actuals FY 2018-19 Actuals FY 2019-20 BUDGET FY 2019-20 Estimated Results FY 2020-21 Draft Budget Change from FY 2020 to 2021 Sewer Service Fees 7,967,757$ 8,779,252$ 9,851,375$ 9,743,722$ 10,200,000$ 4.7% Interest -$ 118,335$ 75,000$ 86,907$ 146,000$ 68.0% 15,993$ 11,250$ 12,636$ 16,000$ 26.6% 11,312$ -$ 6,236$ 6,300$ 1.0% Sewer Connection/ Standby Fees 63,126$ 2,773$ -$ -$ -$ (3,855,106)$ -$ -$ -$ -$ -$ 1,780$ -$ 4,203,082$ 9,152,764$ 9,937,625$ 9,851,281$ 10,368,300$ 5.2% Salaries 205,802$ 667,531$ 1,208,132$ 1,038,441$ 1,050,464$ -13.1% Health Insurance 27,771$ 77,053$ 248,100$ 105,238$ 211,050$ -14.9% 8,794$ 97,702$ 86,696$ 100,770$ 3.1% 42,202$ 236,073$ 175,797$ 251,399$ 6.5% Other Personnel Costs 3,141$ 32,197$ 104,212$ 39,396$ 133,714$ 28.3% 287,710$ 940,996$ 1,894,219$ 1,445,568$ 1,747,397$ -7.8% 1,493,716$ 1,147,140$ 1,129,352$ 1,062,563$ -7.4% 666,975$ 819,450$ 764,774$ 819,653$ 0.0% 600,000$ 650,000$ 650,000$ 650,000$ 0.0% 99,600$ 62,474$ 111,945$ 263,018$ 321.0% 292,219$ 316,000$ 290,341$ 374,000$ 18.4% 0 75000Other Operating Costs 142,147$ 370,965$ 939,084$ 876,836$ 920,933$ -1.9% 3,294,657$ 3,478,093$ 3,934,148$ 3,823,248$ 4,090,167$ 4.0% -$ -$ 3,738,688$ 3,738,688$ 4,373,787$ 17.0% Wastewater Equipment 198,637$ 218,189$ 153,638$ 795,000$ 795,000$ -$ Total Expenses 3,582,367$ 4,419,089$ 10,560,692$ 10,020,693$ 10,364,989$ -1.9% Operating Surplus/(Deficit)620,715$ 4,733,675$ (623,067)$ (169,412)$ 3,311$ The Wastewater operating fund is a relatively new operation to the City as it was contracted out in the past. Capital costs and repairs have been significant and the true costs of operating the system are still being determined. The budget and actual for FY 2020 provides that $1 million of debt service was paid using development impact fees (DIF). This process will be followed again for FY 2021, with a transfer to support debt service payments in the amount of $700,000. Without this transfer the fund would have a deficit of approximately ($697K). The City plans to re-evalutate rates and will have a better undertstanding of operating costs by the end of FY 2021. This will allow the development of a plan to move away from using DIF to support debt payments, which is not sustainable in the long term. Total Operating Costs Capital Costs Debt Service Payment Capital Projects License Permits and Fees 71,726$ Special Dept Supplies 276,232$ Contractual Services 1,376,890$ Utilites 770,280$ Admin Overhead 612,000$ Total Personnel Services Operating Workers Comp/Disability/Other Compensation 39,603$ Retirement 124,612$ Miscellaneous Revenues 10,465$ Total Revenue Expenses Personnel Transfer In 221,047$ Cost Recovery -$ Sewer Permits/ Application Fees 20,892$ REVENUES FY 2020-21 WASTEWATER FUND BUDGET Initial Draft for City Council Review Item No.13. Long Term Financial Forecast Amended for Covid-19 Emergency Assumptions Used to Build Forecast General Assumptions The Covid-19 virus forced a significant shutdown of the economy. This will have direct impacts on reducing sales tax, Measure A funding, SB-1 Funding, Gas Tax, charges for services and development related permits and fees. These impacts will impact the last 4 months of FY 2020. Further, impacts on each of these revenue areas will be felt during FY 2021. Since the State has authorized the deferral of sales tax payments and the filing of sales and use tax returns, cash flows will be delayed. Further, it is prudent to expect a reasonable level of non-payment from businesses. This model assumes the impacts of the massive economic shutdown are felt through FY 2021 and have lingering impacts on FY 2022 in the form of reductions is property values and resulting reductions in property tax collections. Sales tax and other revenues start to rebound in FY 2022 with more robust growth in FY 2023. Revenues Sales Tax – FY 2020 finishes at $4.9 million which is down from FY 2019 at $5.6 million (12% drop). This is in-line with the HDL forecast. FY 2021 forecast is $4.3 million which is a further (8%) drop. This is lower than the HDL forecast of $4.8 million. FY 2023 and FY 2024 have strong growth and the rest of the forecast is for moderate 4% growth. Property Tax– FY 2021 is not impacted by the recession and finishes the year at $6.1 million. FY 2022 is impacted as unemployment and continued economic challenges drive consumer demand down – (5%) reduction. The housing market rebounds in FY 2023 with 7% growth. 5% growth expected for the remainder of the forecast period Motor Vehicle in Lieu – rides with property tax – same forecast methodology Utility User Tax – flat in FY 2021 due to continued economic disruption, normal growth in FY 2022 with 2% growth throughout the forecast period. Other Taxes – flat in FY 2020, 2% growth assumed for the remainder of the forecast Permits and Fees – permits and development related charges have been very volatile over the past several years. In FY 2018, they totaled $4.5 million. In FY 2019, they totaled $5.5 million. The forecast for FY 2021 is approximately $2.9 million. This reflects the absence of large projects such as Amazon and a reduction in planned residential permit activity. 3% growth is forecasted for the remainder of the model. Charges for Services – are expected to drop in FY 2021 due to reduction in services available. They are expected to rebound in FY 2022 and then have a general 2% growth for the remainder of the forecast. Gas Tax – drops from $1.1 million in FY 2020 to $976K in FY 2021. Increases begin in FY 2022 with strong growth in FY 2023 and then 4% growth through the rest of the forecast period. Item No.13. CFD Transfer – growth is lower in FY 2022 then 5% through the remainder of the forecast. Admin Transfer – from Wastewater and Transit – set to grow with the increase in expenditures – 4% average annual increase. Expenses Salaries – 4% annual increase ( includes both COLA and merit increases) Pensions – 7% increase year over year/ adjustments for Covid-19 losses Health Insurance – 5.4% year over year increase (demonstrated as covered by the City) Other personnel costs – up significantly in FY 2020, workers comp is the largest driver. 2% increases year over year for the forecast period. Contractual Services – large increase to FY 2020 budget driven by legal costs increases - $650K, fire contract increases $175K and other operating increases $200K – 4% increases through the forecast period – higher than average due to fire contract All other expenses – same as old forecast Model works off FY 2020 proposed budget – therefore a savings factor is used for personnel and operating costs to estimate the expected actual costs. Item No.13. Staff Report TO: Mayor and City Council Members FROM: Jeff Mohlenkamp DATE April 21, 2020 SUBJECT: Four Seasons Lift Station Pumps – Emergency Repairs Background and Analysis: The City’s wastewater system required an emergency repair of two pumps to support the Four Seasons lift station. The repairs have been contracted on an emergency basis due to the potential failure of the pumps at a cost of $25,433. Tax and freight associated with these repairs are listed at a price not to exceed $2,200 for a total of $27,633. City staff had priced the replacement of the pumps at approximately $80,000 but determined that the repair was appropriate at this time. Fiscal Impact: The costs of the emergency repairs is $27,633. Recommended Action: Ratify costs associated with the emergency repairs to the Four Seasons lift station pump in the amount of $27,633. Attachments: A. Invoice for services by Evans Hydro, Inc. Item No.14. Page 1 of 3 EVANS HYDRO, Inc. 18128 S. Santa Fe Ave. Rancho Dominguez, CA. 90221 Phone: (310) 608-5801 Fax: (310) 608-6936 March 20, 2020 City Of Beaumont 550 E. 6th Street Beaumont, CA 92223 Attention: Kevin Lee Subject: Flygt 3300/675-5035 submersible Pump Hp-160 Evans Hydro Quote No EHQ-200406 Evans Hydro Job # 74200 Dear Kevin Evans Hydro Inc. thanks you for your interest in our quality parts and services. We have received your pump to our service center, disassembled and inspected the unit. Please review the following proposal to repair your Flygt Submersible pump. Receive pump at our shop Disassemble Perform dimensional inspection of all critical components and document Work Scope Disassemble Clean and sand blast Inspect rotor Stator, dip and Bake Check and record condition of casing Check and record all fits and clearances Rotor motor, shaft Polish and clean Prep and chromo oxide mechanical seal journal Inspect Prep for assembly Stator/Wind Clean up Surge test, dip and bake Inspect Prep for assembly Upper Bearing housing Clean up Skim cut mating faces and register (concentricity and perpendicular within .001”) Inspect Prep for final assembly Item No.14. Page 2 of 3 Bearing housing/seal Chamber Clean Machine bore and bush (bronze) Inspect Prep for final assembly Lower adapter seal Chamber Clean Prep and weld register Machine register and mating faces concentricity and perpendicular within .001 Prep for final assembly Impeller Polish Skim cut wear ring journal (concentricity and perpendicular within .001”) Adapter impeller prep and weld erosion areas and clean up Inspect Prep for final assembly Volute Clean and sandblast Inspect Prep for assembly Suction plate/cover Sandblast and clean up Remove wear ring Prep and weld register Manufacture new “L” shape ring 410SS HT 40-42RC Install ring and secure Machine wear ring to proper clearance register concentricity and perpendicular within .001 Machine register and mating face Inspect Prep for assembly Rotor assembly Stack Install on rollers and Inspect TIR Balance to 4W/N Prep for final assembly Assembly Install rotor into stator Check total float Install mechanical seals Hydro test Inspect Paint Prep for install Item No.14. Page 3 of 3 Miscellaneous Replace new O-rings Recondition two mechanical seals Replace Thrust and Radial Bearings Replace upper leak seal sensor Replace the board sensor connection Replace the ceramic connector power cable Supply as Build report PRICING Repair complete unit $ 25,433.00 Total $ 25,433.00 Delivery 5-6week ARO Payments terms: NET30 Shipment: EX-works Terms and conditions: Evans Hydro, Inc. Validity: 30 Days Note: The prices for the above scope of work do not include any applicable taxes and /or freight. If you have any questions or need more information, please do not hesitate to contact us. Sincerely, Evans Hydro Inc. James R. Byrom President cc: Alex Vago: Account Manager Kim Dixon Item No.14. Staff Report TO: Mayor, and City Council Members FROM: Jeff Mohlenkamp, Finance Director DATE April 21, 2020 SUBJECT: Noble Creek Lift Station Pumps – Emergency Repairs Background and Analysis: The City’s wastewater system required an emergency replacement of two pumps to support the Noble Creek lift station. The replacement pumps have been ordered on an emergency basis due to the direct failure of one pump and the high risk of failure of the remaining pump due to the age of the pump. The cost to replace both pumps was $59,249.30. Staff had initially proposed to secure these pumps during the FY 2020 -21 budget, however, the failure dictated the need for an emergency purchase to ensure overflows and spills did not occur. Fiscal Impact: The costs of the pumps were $59,249.30. Recommended Action: Ratify costs associated with the emergency purchase of two pumps to support the Noble Creek lift station in the amount of $59,249.30 . Attachments: A. Quote from Xylem Water Solutions, Inc. Item No.15. Page 1 of 3 March 13, 2020 CITY OF BEAUMONT 550 E 6TH ST BEAUMONT CA 92223 Quote # 2020-LAB-0132 Alternate 1, Version 2 Noble LS - Essco Replacement (QTY 2) Xylem Water Solutions USA, Inc. is pleased to provide a quote for the following Flygt equipment. Pumps Qty Part Number Description Unit Price Extended Price 2 3202.095-0190 Flygt Model NS-3202.095 8" volute Submersible pump equipped with a 460 Volt / 3 phase / 60 Hz 35 HP 1150 RPM motor, 642 impeller, 1 x 50 Ft. length of SUBCAB 4G10+S(2x0,5) submersible cable, FLS leakage detector, volute is prepared for Flush Valve $ 28,214.20 $ 56,428.40 Pump Price $ 56,428.40 Total Project Price $ 56,428.40 Freight Charge $ 2,821.00 Total Project Price $ 59,249.40 Terms & Conditions This order is subject to the Standard Terms and Conditions of Sale – Xylem Americas effective on the date the order is accepted which terms are available at http://www.xyleminc.com/en-us/Pages/terms- conditions-of-sale.aspx and incorporated herein by reference and made a part of the agreement between the parties. Purchase Orders: Please make purchase orders out to: Xylem Water Solutions USA, Inc. Freight Terms: 3 DAP - Delivered At Place 08 - Jobsite (per IncoTerms 2010) See Freight Payment (Delivery Terms) below. Taxes: State, local and other applicable taxes are not included in this quotation. Back Charges: Buyer shall not make purchases nor shall Buyer incur any labor that would result in a back charge to Seller without prior written consent of an authorized employee of Seller. Xylem Water Solutions USA, Inc. Flygt Products 11161 Harrel Street Mira Loma, CA 91752 Tel (951) 332-3668 Fax (951) 332-3679 Item No.15. Page 2 of 3 Shortages: Xylem will not be responsible for apparent shipment shortages or damages incurred in shipment that are not reported within two weeks from delivery to the jobsite. Damages should be noted on the receiving slip and the truck driver advised of the damages. Please contact our office as soon as possible to report damages or shortages so that replacement items can be shipped and the appropriate claims made. Terms of Delivery: PP/Add Order Position Terms of Payment: 100% N30 after invoice date. Xylem’s payment shall not be dependent upon Purchaser being paid by any third party unless Owner denies payment due to reasons solely attributable to items related to the equipment being provided by FLYGT. Validity: This Quote is valid for thirty (30) days. Schedule: Please consult your local Flygt Branch Office to get fabrication and delivery lead times. Thank you for the opportunity to provide this quotation. Please contact us if there are any questions. Sincerely, Derek Dusome Aftermarket Sales Phone: 951-790-3398 derek.dusome@xyleminc.com Xylem Water Solutions USA, Inc. Flygt Products Item No.15. Page 3 of 3 Customer Acceptance This order is subject to the Standard Terms and Conditions of Sale – Xylem Americas effective on the date the order is accepted which terms are available at http://www.xyleminc.com/en-us/Pages/terms- conditions-of-sale.aspx and incorporated herein by reference and made a part of the agreement between the parties. A signed copy of this Quote is acceptable as a binding contract. Purchase Orders: Please make purchase orders out to: Xylem Water Solutions USA, Inc. Quote #: 2020-LAB-0132 Alternate 1, Version 2 Customer Name: CITY OF BEAUMONT Job Name: Noble LS - Essco Replacement Total Amount: $ 59,249.40 Signature: _______________________________ Name:_____________________________________ __ (PLEASE PRINT) Company/Utility:_________________________ __ PO:_______________________________________ __ Address:_______________________________ __ Date:______________________________________ __ ______________________________________ __ Phone:____________________________________ ___ ______________________________________ __ Email:_____________________________________ __ ______________________________________ __ Fax:_______________________________________ __ Item No.15. Staff Report TO: Mayor, and City Council Members FROM: Kristine Day, Assistant City Manager DATE April 21, 2020 SUBJECT: City Council Approval of Change Order No. 15 for the Wastewater Treatment Plant Upgrade/Expansion in the Amount Not to Exceed $79,713.39 Background and Analysis: Wastewater Treatment Plant Change Order No. 15: Item #1 – Aeration Basin 24” Air Piping Block-outs and Pipe Seals: At the high-water level inside new aeration basins 1 through 4, the 20 -inch aeration piping passes through the separation walls of each basin. The invert of the block out for the piping system is below the high-water level, which could cause unwanted cross flow into adjacent basins. Following the pipe installation, the block-outs will need to be sealed to provide a water-proof separation between basins and eliminate any potential for cross flow. The cost for this work is $14,550.23. Item #2 – Modifications to HACH Instrumental Communications Protocol: The original plant design included the following analog analyzers: 3 pH, 4 ORP, 1 Conductivity, 8 DO, and 1 TSS. The proposed changes replace the original analyzers with the following “smart controller” analyzers: 3 pH, 4 ORP, 0 Conductivity (combined with pH), 8 DO, and 1 TSS. Each analyzer was analog and would deliver a 4-20ma signal to the supervisory control and data acquisition (SCADA) system. Using analog 4-20ma signals has been the industry standard but only allows instruments to “report back” results to the control system. During discussions with HACH (analyzer supplier), HACH offered newer smart instrument equipment at no cost to the project. The new equipment requires upgrades for hard wire installation such as fiber and additional components as well as additional training costs. In addition, there is a need for a local control panel to be installed at the Item No.16. brine line metering vault which requires a change to the smart instruments and added approximately $17,000. The startup and commissioning of the all the smart instruments was an additional cost of approximately $10,000. The remainder of the additional costs are associated with the required networking of the instruments. The benefits of the smart controllers include: All instruments have internet connection back to the plant’s central control system so that more information can be sent and received between the analyzers and control system, Operations staff can see each instrument on their cell phone or other wireless devices, and Instrument calibration is greatly simplified due to online communication ability. Smart instruments can identify when calibration issues arise and help prevent process disruptions. The water quality parameters being monitored by these instruments are very sensitive and critically important to the overall performance of the plant. Preventing deviations in pH and conductivity will have significant positive impacts to the performance of the reverse osmosis (RO) system and minimize costs associated with brine discharge to the Inlnd Empire Brine Line (IEBL). The cost for this work is $60,534.92. Item #3 – MBR Module Lifting Safety Device: The membrane bioreactor (MBR) modules supplied by Fibracast for the project is a specialty one of a kind piece of equipment. Installation and removal of the modules into the tank basins require somewhat difficult crane rigging and harness to perform routine maintenance operations safely. The design engineer working with MBR equipment manufacturer Fibracast along with Advanced Industrial Solutions have recommended a lifting device that is ideally suited for MBR module lifting. The cost of the device is $6,888 and is being split between the City and the contactor. The contractor will use the lifting bar for initial installation and the City will have the bar for future maintenance. The cost for this work is $3,444.32 Item #4 – RO CIP-Skid Discharge Orifice Plate Addition: The RO CIP Skid supplied by H2O Innovations is used to clean the RO membranes , prolonging the life of the membranes. The pump boosts the pressure to the membranes and is used to recirculate and mix a cleaning solution. It is also used to pump spent Item No.16. cleaning solution to waste. When used to pump to waste, a flow restriction was identified, for which a plate is required to maintain back-pressure on the pump. The design engineer and equipment manufacturer have reviewed the pump curves and sized an orifice plate to meet the design curve conditions for this pumping condition. The cost for this work is $1,183.92. Summary of Change Order No. 15 Costs: The cumulative costs associated with this change order is in the amount not to exceed $79,713.39 and will not impact the project schedule. The costs for the change order are summarized below: Item Cost Item #1 - RO-Sulfuric Acid Chemical Piping Material Change $14,550.23 Item #2 - Solids Feed Pump TE/TSH Thermocouple Elements $60,534.92 Item #3 - Solids Handling Bldg. Changes $3,444.32 Item #4 - RO CIP-Skid Discharge Orifice Plate Addition $1,183.92 Total: $79,713.39 Wastewater Treatment Plant Change Order Summary: CO No. Description Reason for Change Amount 1 MBR System Improvements Enhance the performance of MBR System $149,741.00 2 RO System Electrical Modifications & Storm Drain System Material Change Design & Material Updates ($245.00) 3 New Aeration Basin 1 through 3 Excavation Conflict with Existing Utilities $19,998.00 4 Structural and Mechanical Modifications Pre-Selected Submittals $57,450.64 5 Vactor Truck Dump Station Modifications Conflict with Construction NTE $15,000.00 6 EDI/Fine Coarse Bubble Diffuser Equipment Design Change $24,298.00 Item No.16. 7 Various Changes – MBR/RO Structural, Site Civil & Headworks SCADA Design Modifications Design Changes $59,167.49 8 Various Changes - Demolition, Piping Realignment, Material Change, and Electric Actuated Valve Voltage Change Unforeseen Conditions and Value Engineering $6,067.00 9 Various Changes - Solids Handling Bldg. Conveyor Capacity Increase, Electrical Yard Vaults Cover Changes, Additional Pothole Investigation and Existing Duct Bank Removal, and Yard Utilities Design Changes, Conflict with Construction, Owner Requested Changes $138,531.73 10 MBR Chemical Area Changes & Other Misc. Changes and Inclement Weather Impact Nov-18 to May-19 Owner Requested Changes & Inclement Weather $596,031.05 11 Frontier Internet Provider Duct Bank Modifications, 30-inch MBR & 20- inch Plant Effluent Pipeline Elevation and Alignment Modifications, Additional Safety Required Handrail at Retaining Wall and Generator Design Changes, & Conflict with Construction $81,128.29 12 RO-Sulfuric Acid Chemical Piping Material Change, Solids Feed Pump TE/TSH Thermocouple Elements, Solids Handling Bldg. Changes Design Changes, Owner Requested Changes $91,417.26 13 Plant Effluent Chemical Area Changes Owner Requested Changes $404,821.33 14 ADA Compliance Men’s – Women’s Restroom Modifications, SCE Required Additional 4/0 Ground Cable in DB 201 Design Changes $12,311.12 15 Aeration Basin 24” Air Piping Block- outs and Pipe Seals, Modifications to HACH Instrumentation Communications Protocol, MBR Module Lifting Safety Device, RO CIP-Skid Discharge Orifice Plate Addition Design Changes, Owner Requested Changes $79,713.39 Item No.16. WWTP Contingency Budget Amount Change Orders 1-15 Remaining $4,000,000.00 $1,735,431.30 $2,264,568.70 Fiscal Impact: Wastewater Treatment Plant Expansion/Renovation: The project accounting below represents the status of funds should the change order be approved by City Council, leaving a contingency balance of $2,264,568.70. WWTP Budget Amount Paid to Date Remaining Design $2,709,798.23 $2,556,828.66 $152,969.57 Construction Management $5,308,585.72 $3,196,897.65 $2,111,688.07 Equipment $252,906.00 $253,362.91 ($456.91) Permits $324,776.76 $87,429.79 $237,346.97 Construction $53,912,177.00 $32,254,972.71 $21,657,204.29 Contingency $4,000,000.00 $907,213.21 $3,092,786.79 Total $66,508,243.71 $39,256,704.93 $27,251,538.78 Recommended Action: Approval of Change Order No. 15 for the Wastewater Treatment Plant Upgrade/Expansion in the amount not to exceed $79,713.39. Attachments: A. Change Order No. 15 Item No.16. Item No.16. City of Beaumont Wastewater Treatment Plant Salt Mitigation Upgrade Project Technical Justification: PCO-32 Design Adjustment: WML COP-037 Aeration Basin Air Piping Block-outs [DCM-11] Reason for Design Changes: Design Engineer Requested Change. At the high-water level inside new aeration basins 1 through 4 the 20-inch aeration piping passes through the separation walls of each basin. The invert of the block out for the piping system is below the high-water level, which will cause unwanted cross flow of MLSS into adjacent basins. Design and Scope Changes: The aeration basin wall separating basins #2 and #3 should have a block-out for air pipe like the block-out called out and detailed in section G on drawing ABS-6. Following the air pipe installation, the block-outs will need to be sealed to provide a water-proof separation between basins. The detail for this closure is shown in CLAR-17R1 and shall be provided of pipe through wall locations between basins 1 & 2, 2 & 3 and 3 & 4. Cost Impact: MWHC has evaluated the extra cost proposal by the Contractor. MWHC recommends a contract cost increase of $14,550.23 to be executed in a change order for the procurement and installation of additional structural/mechanical materials. Item No.16. Page 1 of 2 CITY OF BEAUMONT WWTP SALT MITIGATION UPGRADE PROJECT CHANGE ORDER PROPOSAL (COP) # 037 (By Contractor) To (Engineer/CM): MWH Constructors Attention: Charles Reynolds Phone: 702-497-8024 Email: Charles.w.reynolds@stantec.com From (Contractor): W.M. Lyles Co. Attention: Oscar Mendoza Phone: 619-565-6064 Email: omendoza@wmlylesco.com PCO/DCM No.: DCM #11 Subject: Aeration Basin Air Piping Block-out Reference Documents: Reference Drawing Attached DESCRIPTION This COP addresses the addition of block-out covers around the 24” air piping to provide a watertight seal between Anoxic Basin tanks per DCM #11, CLAR #17R1. COST ESTIMATE Total Cost : $ 14,550.23 – see attached breakdown SCHEDULE IMPACT None Received by MWH Constructors (Date): Item No.16. Page 2 of 2 RESPONSE Response By: Date: Final Distribution: Juan C. Ahumada, W.M. Lyles Co. Brian Knoll, Webb Associates MWH Inspector Item No.16. W. M. Lyles Co.42142 Roick DriveDate: 13-Feb-20Temecula, CA 92590 Reference #: DCM #11Attention: Charles W. ReynoldsCLAR# 17R1JOB LOCATION: City of Beaumont WWTP Salt Mitigation Upgrade ProjectDESCRIPTION: Item:Unit Total MH Total MH Cost Eq. Cost Material Subcont. Total Cost11 LS 40 3,152.06$ 878.08$ 8,496.96$ -$ 12,527.10$ 21 LS 0 -$ -$ -$ -$ -$ 31 LS 0 -$ -$ -$ -$ -$ 1 LS 0 -$ -$ -$ -$ -$ Total Costs40 3,152.06$ 878.08$ 8,496.96$ -$ 12,527.10$ Subtotal15%15%15%5%Bond 1.0%Total This Change OrderComments:144.06$ 14,550.23$ A- Basin Block-out1,274.54$ A-Basin Air Piping Block-out12,527.10$ Mark-up - LaborMark-up - EquipmentMark-up - MaterialsMark-up - Subcontractor472.81$ -$ 131.71$ Item No.16. City of Beaumont WWTP Salt Mitigation Upgrade Project A- Basin Block-out A. Labor ST PT DT ST PT DT ST PT DT ST PT DT ST PT DT ST PT DT ST PT DT 2 8 2 8 4 16 4 0 0 16 0 0 0 0 0 4 0 0 16 0 0 0 0 0 0 0 0 Name ST PT DT ST PT DT Lab Pipe FM $77.80 $103.90 $129.98 4 0 0 Lab Pipe $75.19 $99.97 $124.75 16 0 0 Operator $96.33 $128.99 $161.66 0 0 0 Carp FM $85.03 $115.33 $145.63 4 0 0 Carp $81.11 $109.45 $137.79 16 0 0 Lab $71.72 $94.78 $117.82 0 0 0 Cement Mason $78.05 $102.25 $126.45 0 0 0 0 $0.00 $0.00 $0.00 0 0 0 0 $0.00 $0.00 $0.00 0 0 0 40 0 0 Total Labor = B. Equipment Number Description Rate 17.12 8 32.037 0 31.028 0 30.048 0 20.041 0 77.02 32 17 0 40 Total Equipment = C. Materials Quantity Unit 1 LS 1 LS 40 MHR 7.750% 1 EA Total Material = D. Subcontractor Quantity Unit Total Subcontract = ExtensionHours $64.30 Extension $0.00 Description $164.01 100.00$ $0.00 $8,496.96 Price $0.00 Tax Freight $100.00 $95.30 $7,072.007,072.00$ Air Piping Block-out (3 Total) Link-Seals (3 Total)1,089.66$ $236.80 $0.00 $0.00 $0.00 $641.28 $151.12 $20.04 $0.00 Extension $29.60 Price 008 0 $878.08 $0.00 $29.60 $58.61 0 32 14.03777.02 8 20.04130.048 2 32.037 $3,152.06 17.12 31.028 $1,297.71 $0.00 $0.00 $0.00 $0.00 Rate Hours Extension $311.22 Cement MasonLab Pipe FM Lab Pipe Operator Carp FM Carp Lab Description Install Linkseals Hydro Crane - 80 TonLink BeltRTC-8080 II 80 Ton Drill and Install Anchors Drill and Install Anchors Loader Backhoe 410John Deere410L Foreman Truck ExcavatorJohn Deere350GLC Scissor LiftJLG2646ES Foreman Truck ReachliftXtremeXR1055 Install Blockouts $1,089.66 Consumables 2 3.50$ $140.00 0 4 Install Linkseals $0.00 $340.12 8 16 Install Blockouts $1,203.01 Item No.16. 1 Oscar Mendoza From:Alex Majano <alex@alliedsteelco.com> Sent:Thursday, February 13, 2020 9:53 AM To:Oscar Mendoza Subject:Beaumont Blockouts (Quote) W.M. Lyles Attn: Oscar Mendoz Re: Beamont WWTP Subject: S.S. Blockouts Per your request we were asked to provide a quote to furnish, fabricate, and deliver F.O.B. jobsite (3) S.S. Blockouts w/ bolts & gaskets included. Our quote to do this extra work is $ 7,072.00 tax included. Please issue Allied Steel a change order if you wish for us to proceed with this extra work. Thank you, Alex Majano Allied Steel Co. 1027 Palmyrita Ave Riverside, CA 92507 Phone: 951-241-7000 Cell: 323-220-3170 Item No.16. 1 Oscar Mendoza From:Mark Speros <marksperos@kerr-engineering.com> Sent:Thursday, February 13, 2020 11:29 AM To:Oscar Mendoza Subject:RE: Beaumont Link seal order Oh, that’s so much better. Lol We always cringe when our only options are the 600 series. So, now this looks really cheap in comparison: 24” OD~27.25” ID = LS-400-S-22 $363.22 x 3 penetrations = $1,089.66 Total (+tax and freight) All items are in stock in Foothill Ranch, CA Can ship same day if ordered by 3pm UPS Ground, costs are additional Still OK for us to ship out today on PO# 55.1173 to the Beaumont address mentioned previously? Your partner in success, Mark Speros KERR ENGINEERING & SALES, INC. “Solving Piping Challenges Since 1983” 26010 Towne Centre Drive, Foothill Ranch, CA 92610-3441 Tel: 949-388-3100 / FAX 949-388-5208 www.kerr-engineering.com Manufacturer’s Reps & Stocking Distributors of: Ranger II Casing Spacers Link-Seal® Hyspan PROCO Unisource Mfg Hoses Gripper Gaskets ™ From: Oscar Mendoza <omendoza@wmlylesco.com> Sent: Thursday, February 13, 2020 10:52 AM To: Mark Speros <marksperos@kerr-engineering.com> Subject: RE: Beaumont Link seal order I’m sorry, I gave you the wrong dimension. It was supposed to be 24” OD pipe in a 27.25” ID sleeve. Please requote. Thanks, Oscar Mendoza | Project Manager Item No.16. File No. CLAR-17R1 CITY OF BEAUMONT WASTE WATER TREATMENT PLANT SALT MITIGATION UPGRADE PROJECT CLARIFICATION 17R1 To (Construction Manager): MWH Constructors Attention: Charles Reynolds Phone: 702-497-8024 Email: Charles.W.Reynolds@mwhconstructors.com From (Engineer): AQUA/SKM Engineering Attention: Boris Petkovic, Phone: 801-683-3744 Email: boris.petkovic@aquaeng.com Subject: Aeration Basin Air Piping Block-out Location: Aeration Basin Reference Documents: ABS-2, ABS-6 CLARIFICATION Note the following: The aeration basin wall separating basins #2 and #3 should have a block-out for air pipe similar to the block- out called out and detailed in section G on drawing ABS-6. Following the air pipe installation, the block- outs will need to be sealed to provide a water-proof separation between basins. The detail for this closure will be provided in the future. See attachments for locations and fabrication details of the proposed piping block-out seals between Aeration Basin Walls. Attachments: CLAR-17R1 Location CLAR-17R1 Image CLAR-17R1 Details Prepared By (Name): Boris Petkovic AQUA Engineering Date: January 16, 2020 Distributed By: Charles Reynolds, MWHC Date: January 16, 2020 Page 1 of 1 Item No.16. 146 of 334 Item No.16. Item No.16. Item No.16. City of Beaumont Wastewater Treatment Plant Salt Mitigation Upgrade Project Technical Justification: PCO-34 Design Adjustment: WML COP-038 CLAR-27 Modifications to HACH Instrumentation Reason for Design Changes: Owner Requested Changes. Due to technology advancements and to improve the data transfer over longer ranges the HACH water quality analyzers transmitters are to be upgraded to newer models. The newer Smart Instruments will provide more operator usable data, easy routine calibration and allow access to the instrument faster for troubleshooting. Direct City and Design Engineer discussion and negotiations with HACH newer updated transmitters were offered at no cost along with ammonia analyzer equipment. Upgrades to the SCADA communication network are also required, which includes a Wi-Fi network, changes in hardware, additional fiber optic and CAT6 cabling along with a new control panel at the Brine Meter Vault. Design and Scope Changes: The HACH transmitters will all be model sc4200, as requested by the owner. As a result, several changes have been made to the network in the facility and the communication network throughout the site. This change includes an additional network control panel, modification to existing contract control panels, additional fiber optic and CAT6 network cabling. See CLAR-27 for full scope of work. Cost Impact: MWHC and Project Design Engineers have evaluated the extra cost proposal by the Contractor. MWHC recommends a contract cost increase of $60,534.92 to be executed in a change order for changes to the facility network system. Item No.16. Page 1 of 2 CITY OF BEAUMONT WWTP SALT MITIGATION UPGRADE PROJECT CHANGE ORDER PROPOSAL (COP) # 038 (By Contractor) To (Engineer/CM): MWH Constructors Attention: Charles Reynolds Phone: 702-497-8024 Email: Charles.w.reynolds@stantec.com From (Contractor): W.M. Lyles Co. Attention: Oscar Mendoza Phone: 619-565-6064 Email: omendoza@wmlylesco.com PCO/DCM No.: DCM #22 Subject: Modifications to HACH Instruments Reference Documents: Reference Drawing Attached DESCRIPTION This COP addresses changes to HACH instruments per Clarification #27, DCM #22. COST ESTIMATE Total Cost : $ 60,534.92 – see attached breakdown SCHEDULE IMPACT None Received by MWH Constructors (Date): Item No.16. Page 2 of 2 RESPONSE Response By: Date: Final Distribution: Juan C. Ahumada, W.M. Lyles Co. Brian Knoll, Webb Associates MWH Inspector Item No.16. W. M. Lyles Co.42142 Roick DriveDate: 5-Mar-20Temecula, CA 92590 Reference #: DCM #22Attention: Charles W. ReynoldsCLAR #27JOB LOCATION: City of Beaumont WWTP Salt Mitigation Upgrade ProjectDESCRIPTION: Item:Unit Total MH Total MH Cost Eq. Cost Material Subcont. Total Cost11 LS 0 -$ -$ -$ 57,081.49$ 57,081.49$ 21 LS 0 -$ -$ -$ -$ -$ 31 LS 0 -$ -$ -$ -$ -$ 1 LS 0 -$ -$ -$ -$ -$ Total Costs0 -$ -$ -$ 57,081.49$ 57,081.49$ Subtotal15%15%15%5%Bond 1.0%Total This Change OrderComments:599.36$ 60,534.92$ Modifications to HACH Instruments-$ Modifications to HACH Instruments57,081.49$ Mark-up - LaborMark-up - EquipmentMark-up - MaterialsMark-up - Subcontractor-$ 2,854.07$ -$ Item No.16. City of Beaumont WWTP Salt Mitigation Upgrade Project Modifications to HACH Instruments A. Labor ST PT DT ST PT DT ST PT DT ST PT DT ST PT DT ST PT DT ST PT DT 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Name ST PT DT ST PT DT Lab Pipe FM $77.80 $103.90 $129.98 0 0 0 Lab Pipe $75.19 $99.97 $124.75 0 0 0 Operator $96.33 $128.99 $161.66 0 0 0 Carp FM $85.03 $115.33 $145.63 0 0 0 Carp $81.11 $109.45 $137.79 0 0 0 Lab $71.72 $94.78 $117.82 0 0 0 Cement Mason $78.05 $102.25 $126.45 0 0 0 0 $0.00 $0.00 $0.00 0 0 0 0 $0.00 $0.00 $0.00 0 0 0 0 0 0 Total Labor = B. Equipment Number Description Rate 17.12 0 32.037 0 31.028 0 30.048 0 20.041 0 77.02 0 17 0 0 Total Equipment = C. Materials Quantity Unit 7.750% 1 EA Total Material = D. Subcontractor Quantity Unit 1 LS Total Subcontract = $0.00 $0.00 $0.00 Southen Contracting 0 Loader Backhoe 410John Deere410L Foreman Truck ExcavatorJohn Deere350GLC Scissor LiftJLG2646ES Foreman Truck ReachliftXtremeXR1055 Hydro Crane - 80 TonLink BeltRTC-8080 II 80 Ton Description Lab Pipe FM Lab Pipe Operator Carp FM Carp Lab Rate Hours Extension $0.00 Cement Mason $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 17.12 31.02832.037 30.048 77.0220.041 14.037 0 0 $0.00 $0.00 $29.60 $58.61 Extension $29.60 Price 000 0 $0.00 $0.00 $0.00 $0.00 $0.00 $151.12 $20.04 $0.00 Tax Freight $0.00 $0.00 $57,081.49 $0.00 Price $57,081.49 $57,081.49 Description $164.01 -$ $0.00 ExtensionHours $64.30 Extension Item No.16. Change Order Request 103801 — Wastewater Treatment Plant Salt Mitigation Upgrade COR Subject: CLAR-027 Hach Instrumentation Changes To Juan C. Ahumada W.M. Lyles 42142 Roick Drive Temecula, CA 92590 951-973-7393 Return To Dan Alcantar Southern Contracting Company 760-744-0760x621 619-778-0681 DAIcantar@southerncontracting.com Contract No: 55.1173 COR Number: 103801-COR#017 COR Revision Number: 0 COR Date: 3/5/2020 Work Type: Price / Do Not Proceed Owner COR No: DCM 000 CLAR-027 Days Valid: 5 Scope Of Work / Time Extension Request The work associated with CLAR 027 is a change to Southern Contracting Company's scope of work in which a change in Contract Price and Time is to be considered. Accordingly, Southern Contracting Company requests a Contract Change Order in the amount of $57,081.49 Scope of Work is as follows: - Labor and materials to install new instrumentation and controls as detailed in CLAR-027. Including Panels installation, Conduit, Wire, Cable installation and terminations. New Instrumentation provided by TSI Inc. Exclusions: -Digging, backfill, concrete formed or poured, dry packing, surface restoration, permits, inspections. Change in time: NA Southern Contracting reserves all rights to additional costs and time for changes not identified in the documents furnished, and is not responsible for additional costs or time for work which is not part of our contract scope of work, unless stipulated above. Should additional information or clarification be required, please contact me at your convenience. Summary Total: $57,081.49 Item No.16. Reservation of Rights This COR does not include any amount for impacts such as interference, disruptions, rescheduling, changes in the sequence of work, delays and/or associated acceleration. We expressly reserve the right to submit our request for any of these items. Signed By:Dated: 3/5/2020 Daniel Alcantar PM Item No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tem No.16. 6XSSOLHU4XRWHV 6XE&RQWUDFWRUV 'LUHFW-RE([SHQVH (TXLSPHQW5HQWDO 7RWDOV 7D[5HSRUW 7D[HG$PRXQW 7D[5DWH 7D[$PRXQW 0DWHULDOV /DERU 6XSSOLHU4XRWHV 6XE&RQWUDFWRUV 'LUHFW-RE([SHQVH (TXLSPHQW5HQWDO 7RWDO7D[ 6XSSOLHU4XRWHV 1DPH 6XSSOLHU 7D[ 8QLW&RVW 0XOWLSOLHU $PRXQW ,QWUXPHQWDWLRQDQG FRQWUROV 1R 7RWDO 'LUHFW-RE([SHQVH 1DPH 6XSSOLHU 7D[ 8QLW&RVW 0XOWLSOLHU $PRXQW 6LWH7UXFN 1R )07UXFN 1R 7RWDO 300F&RUPLFN6\VWHPV,QF3DJHRI %LG6XPPDU\5HSRUW %HDXPRQW&KDQJ2UGHUV(VWLPDWRU 'DQ$OFDQWDU -RE Item No.16. -RE1DPH %HDXPRQW&KDQJ2UGHUV0DWHULDO)LOWHU 1RQH!-RE1XPEHU 5HSRUW &25>,WHPVDQG%\3URGXFWV@([WHQVLRQ1DPH &25'&0&/$5 303DJHCourtesy of McCormick Systems Inc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tem No.16. Scope Letter: 5 pages February 26, 2020 Quote Number: CO#06 To: Southern Contracting Attn: Dan Alcantar Project: Beaumont WWTP Salt Mitigation Beaumont Wastewater Treatment Plant Reference:CLAR-27 / RFI 092 Modifications to Hach Equipment Bid Date: N/A Bid Time: N/A Technical Systems, Inc. (TSI) is pleased to provide a quote for the above referenced project. Material for this project will be shipped FOB Lynnwood WA, complete, ready for field termination by others. TSI's price includes CA sales tax and does not include the cost to bond TSI's portion of the project. TSI’s price for the scope of work detailed on the following pages: Change Order Proposal Pricing Total: $26,316.00 Subtotal Part 1 – Hach Equip (Included in above) $9,028.00 Subtotal Part 2 – LCP-4602 and Network (Included in above) $17,288.00 Part 1 – Modify Hach Equipment: o Change Hach Equipment per RFI 92 Response as Follows: The following Hach SC4200 transmitters shall be setup for WiFi connections: x All ORP and DO analyzers on the Anoxic and Aeration Basins (AIT-2111, 2151, 2152, 2211, 2251, 2252, 2311, 2351, 2352, 2411, 2451, 2452) -The following Hach SC4200 transmitters shall be setup for LAN connections: -Membrane Building Analyzers (AIT-3000, 3193, 3393, 4004, 30094, 30095) -Brine Line Analyzers (AIT-4602,4603). Note that these two sensors shall be combined into a single SC4200 transmitter, thereby eliminating one transmitter. -Recycle Water pH and Chlorine Analyzers (AIT-7472) -Because analyzers AIT-3193 and 3393 are in the same location, combine the two SC4200’s with a single SC1500. -Similarly, the AIT-30095 should be changed from an SC4200 to an SC1500. SUMMARY Hach Deletions –Delete (17 Total SC200)[Additional AIT-30094 Deleted by Vendor package and additional savings should be reflected there] pH Analyzers – 3 Total SC200 AIT 4004, 4602, 30095 (4004 and 30095 added in CLAR-13 as model SC200) ORP Analyzers – 4 Total SC200 AIT 2111, 2211, 2311, 2411 Conductivity Analyzers – 1 Total SC200 AIT 4603 Item No.16. DO Analyzers – 8 Total SC200 AIT 2151, 2152, 2251, 2252, 2351, 2352, 2451, 2452 TSS Analyzers – 1 Total SC200 AIT 3000 *Note AIT-7472 was quoted for CLAR-16 as an 4200 and is not included here SUMMARY Hach Additions – Total (15) SC4200 and (1) SC1500 -Note additional Hach startup is shown as it is mandated by Hach for the network setup for each 4200/1500 and is shown here. Only transmitters and related accessories are shown and only for reference to what has been affected by this change. Refer to related submittals for full information. All Hach Network/Cloud subscription for their services is not included and is to be purchased direct from Hach by Owner. pH Analyzers 2 AIT 4004; 4602 LXV524.99.04120 SC4200c Controller w/o Plug, USB, mA Out, (2) Digital Sensor Inputs. Note: The required yearly subscription fees By Owner are required and will need to be purchased prior to use of the instrumentation. 1AIT 30094/30095 LXV446.99.103N1 SC1500 Controller, (6) Sensor Inputs, (8) 4-20mA Outputs, 110V/Cond Ext Mod 1AIT 30094/30095 YAB018 Communication Card, Internal, 4 mA Inputs, sc1500 3 AIT 4004; 4602; 30095 LZY472-01 USB 2.0 Ethernet-Adap. for SC Service Port 3 AIT 4004; 4602; 30095 LZY990 Network Cable, M12 to RJ45 3 AIT 4004; 4602; 30095 MSM-STARTUP Configuration and Provisioning of the MSM-Enabled Controller and Connected Sensors. Charges are per controller. An additional travel charge may apply (p/n STARTUP TRAVEL) 1 AIT 4004; 4602; 30095 STARTUP TRAVEL Manufacturer Startup Services Travel Charge ORP Analyzers 4 AIT 2111; 2211; 2311; 2411 LXV524.99.04120 SC4200c Controller w/o Plug, USB, mA Out, (2) Digital Sensor Inputs. Note: The required yearly subscription fees By Owner are required and will need to be purchased prior to use of the instrumentation. 4 AIT 2111; 2211; 2311; 2411 LZY996 WiFi USB Adapter 2.4/5 GHz (US) 4 AIT 2111; 2211; 2311; 2411 MSM-STARTUP Configuration and Provisioning of the MSM-Enabled Controller and Connected Sensors. Charges are per controller. An additional travel charge may apply (p/n STARTUP TRAVEL) 1 AIT 2111; 2211; 2311; 2411 STARTUP TRAVEL Manufacturer Startup Services Travel Charge Conductivity Analyzers – Transmitter Deleted COMBINED WITH AIT-4602 AND INCLUDED ABOVE DO Analyzers – 8 Total SC200 Item No.16. 8 AIT 2151; 2152; 2251; 2252; 2351; 2352; 2451; 2452 LXV524.99.04120 SC4200c Controller w/o Plug, USB, mA Out, (2) Digital Sensor Inputs. Note: The required yearly subscription fees By Owner are required and will need to be purchased prior to use of the instrumentation. 8 AIT 2151; 2152; 2251; 2252; 2351; 2352; 2451; 2452 LZY996 WiFi USB Adapter 2.4/5 GHz (US) 8 AIT 2151; 2152; 2251; 2252; 2351; 2352; 2451; 2452 MSM-STARTUP Configuration and Provisioning of the MSM-Enabled Controller and Connected Sensors. Charges are per controller. An additional travel charge may apply (p/n STARTUP TRAVEL) 2 AIT 2151; 2152; 2251; 2252; 2351; 2352; 2451; 2452 STARTUP TRAVEL Manufacturer Startup Services Travel Charge TSS Analyzers 1 AIT 3000 LXV524.99.04120 SC4200c Controller w/o Plug, USB, mA Out, (2) Digital Sensor Inputs. Note: The required yearly subscription fees By Owner are required and will need to be purchased prior to use of the instrumentation. 1 AIT 3000 LZY472-01 USB 2.0 Ethernet-Adap. for SC Service Port 1 AIT 3000 LZY990 Network Cable, M12 to RJ45 1 AIT 3000 MSM-STARTUP Configuration and Provisioning of the MSM-Enabled Controller and Connected Sensors. Charges are per controller. An additional travel charge may apply (p/n STARTUP TRAVEL) 1 AIT 3000 STARTUP TRAVEL Manufacturer Startup Services Travel Charge Part 2 – Add LCP-4602 and Incorporate Network Changes to CTC-HW and CTC-MB: - Provide LCP-4602 Based on Drawing SE-03 o 36HX24”Wx12”D 316SS NEMA 4X Enclosure o Based on drawings. Additional isolation transformer and GFCI required for UL listing of panel to supply 120V transmitters which are not specifically UL listed o Standard swing-out panel will not have 4” clearance to front, so taller panel is used to allow room for rear panel mounting of transmitters. Custom swing out may be an option. - Update CTC-HW and CTC-MB Drawings Item No.16. Terms: Net 30 FOB: Lynnwood WA Freight: Prepaid This quote is valid for 90 days. Please call with any questions you may have concerning pricing or any technical questions. Sincerely, Colin Dightman-Kovak Colin Dightman-Kovak Technical Systems, Inc. 1-425-678-4116 Scope of Work Misc Equipment: Including: 1. Hardware Procurement 2. Required Testing 3. O&M, drawings updates GENERAL 1. TSI supplies a bill of materials, CAD-based drawings, and Operations and Maintenance Manuals for all equipment furnished by TSI. 2. TSI supplies the required field startup services for this project. 3. Panels fabricated by TSI are UL 508 labeled. STANDARD INCLUSIONS We provide the following unless specifically excluded on our bill of material: 1) Equipment shipped FOB factory with freight allowed, tailgate, destination. 2) Field wiring diagrams showing interconnection of field instruments and instrumentation panels. 3) Instruction manuals as required. 4) All necessary field start-up and calibration of the equipment we supply. Item No.16. STANDARD EXCLUSIONS We do NOT include the following unless specifically included in our bill of material: 1) Pipe, tubing, valves or fittings between the instrument and the process. 2) Conduit, wire or cable not an integral part of the instrument. 3) Mounting brackets, stanchions, supports or mounting pads not an integral part of the instrument. 4) Labor to install the equipment. 5) The Cost, (if due to local union regulations), to have local craftsman make adjustments or wiring modifications to our equipment during start-up and calibration. 6) Any material or services not in our quoted sections. 7) This proposal is based on award of a supply purchase order and does not include any of the costs associated with bonding or subcontract administration. If bonding or a subcontract is required they can be provided for additional cost. SPECIFIC EXCLUSIONS 1)Installation of Panels and Instruments 2)Subscription to Hach’s Cloud Services 3)Provision of LCP-7472 (By Others) Item No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*((/(&75,&$/*(1(5$/'(7$,/625,*,1$/5(9,6,216&+(&.(''5$:1'(6,*1'$7(126+((77+,6'5$:,1*,63523(57<2)6.0(1*,1((5,1*$1',675$160,77(',1&21),'(1&(1(,7+(55(&(,371253266(66,21&21)(562575$16)(56$1<5,*+76725(352'8&(86(25',6&/26(,1:+2/(25,13$57'$7$&217$,1('+(5(,1)25$1<385326(:,7+2877+(:5,77(13(50,66,212)6.0(1*,1((5,1*&23<5,*+7('%2817,)8/87$+2)&,7<2)%($802176$/70,7,*$7,21::7383*5$'(Item No.16. )225,*,1$/5(9,6,216&+(&.(''5$:1'(6,*1'$7(126+((77+,6'5$:,1*,63523(57<2)6.0(1*,1((5,1*$1',675$160,77(',1&21),'(1&(1(,7+(55(&(,371253266(66,21&21)(562575$16)(56$1<5,*+76725(352'8&(86(25',6&/26(,1:+2/(25,13$57'$7$&217$,1('+(5(,1)25$1<385326(:,7+2877+(:5,77(13(50,66,212)6.0(1*,1((5,1*&23<5,*+7('%2817,)8/87$+2)&,7<2)%($802176$/70,7,*$7,21::7383*5$'(6( (/(&75,&$/6,7(6,7(3/$1Item No.16. /((/(&75,&$//$<287$12;,& $(5$7,21%$6,163/$125,*,1$/5(9,6,216&+(&.(''5$:1'(6,*1'$7(126+((77+,6'5$:,1*,63523(57<2)6.0(1*,1((5,1*$1',675$160,77(',1&21),'(1&(1(,7+(55(&(,371253266(66,21&21)(562575$16)(56$1<5,*+76725(352'8&(86(25',6&/26(,1:+2/(25,13$57'$7$&217$,1('+(5(,1)25$1<385326(:,7+2877+(:5,77(13(50,66,212)6.0(1*,1((5,1*&23<5,*+7('%2817,)8/87$+2)&,7<2)%($802176$/70,7,*$7,21::7383*5$'(Item No.16. 25,*,1$/5(9,6,216&+(&.(''5$:1'(6,*1'$7(126+((77+,6'5$:,1*,63523(57<2)6.0(1*,1((5,1*$1',675$160,77(',1&21),'(1&(1(,7+(55(&(,371253266(66,21&21)(562575$16)(56$1<5,*+76725(352'8&(86(25',6&/26(,1:+2/(25,13$57'$7$&217$,1('+(5(,1)25$1<385326(:,7+2877+(:5,77(13(50,66,212)6.0(1*,1((5,1*&23<5,*+7('%2817,)8/87$+2)&,7<2)%($802176$/70,7,*$7,21::7383*5$'(/((/(&75,&$//$<2870(0%5$1(%/'*/,*+7,1* +9$&3/$1Item No.16. 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25,*,1$/5(9,6,216&+(&.(''5$:1'(6,*1'$7(126+((77+,6'5$:,1*,63523(57<2)6.0(1*,1((5,1*$1',675$160,77(',1&21),'(1&(1(,7+(55(&(,371253266(66,21&21)(562575$16)(56$1<5,*+76725(352'8&(86(25',6&/26(,1:+2/(25,13$57'$7$&217$,1('+(5(,1)25$1<385326(:,7+2877+(:5,77(13(50,66,212)6.0(1*,1((5,1*&23<5,*+7('%2817,)8/87$+2)&,7<2)%($802176$/70,7,*$7,21::7383*5$'(Item No.16. &((/(&75,&$/&21'8,76$1''8&7%$1.6&21'8,7'(9(/230(17 25,*,1$/5(9,6,216&+(&.(''5$:1'(6,*1'$7(126+((77+,6'5$:,1*,63523(57<2)6.0(1*,1((5,1*$1',675$160,77(',1&21),'(1&(1(,7+(55(&(,371253266(66,21&21)(562575$16)(56$1<5,*+76725(352'8&(86(25',6&/26(,1:+2/(25,13$57'$7$&217$,1('+(5(,1)25$1<385326(:,7+2877+(:5,77(13(50,66,212)6.0(1*,1((5,1*&23<5,*+7('%2817,)8/87$+2)&,7<2)%($802176$/70,7,*$7,21::7383*5$'(Item No.16. City of Beaumont Wastewater Treatment Plant Salt Mitigation Upgrade Project Technical Justification: PCO-36 Design Adjustment: WML COP-040.1 RO CIP Skid Discharge Orifice Plate Reason for Design Changes: Design Engineer Initiated Change: The RO CIP Skid supplied by H2O Innovations is used to clean the RO membranes prolonging the life of the membranes. The pump which boost the pressure to the membranes along with being used to recirculate and mix the cleaning solution is also used to pump spent cleaning solution to waste. When used to waste cleaning solution a flow restriction plate is required to maintain back-pressure on the pump. The design engineer and equipment manufacturer have reviewed the pump curves and sized an orifice plate to meet the design curve conditions for this pumping condition. Design and Scope Changes: W.M. Lyles shall procure and install an orifice plate pre-engineered by H2O Innovation and Aqua Engineering on the CIP skid discharge to waste piping system. Orifice plate shall be installed at the location shown on the revised drawing attached. Cost proposal shall also include the cost for new gaskets and longer bolt hardware kit. Cost Impact: Design Engineer Aqua Engineering and equipment manufacturer H2O Innovation has previously negotiated the material costs of the orifice plate. MWHC has reviewed the contractor’s 1st cost proposal requesting $1,854.54 to perform the work. After review and negotiation, WML COP-040 was revised for a contract cost increase of $1,183.92. MWHC recommends a contract cost increase to be executed in a change order for the sum of $1,183.92. Item No.16. Page 1 of 2 CITY OF BEAUMONT WWTP SALT MITIGATION UPGRADE PROJECT CHANGE ORDER PROPOSAL (COP) # 040.1 (By Contractor) To (Engineer/CM): MWH Constructors Attention: Charles Reynolds Phone: 702-497-8024 Email: Charles.w.reynolds@stantec.com From (Contractor): W.M. Lyles Co. Attention: Oscar Mendoza Phone: 619-565-6064 Email: omendoza@wmlylesco.com PCO/DCM No.: DCM 025 Subject: CIP Discharge Pump Orifice Plate Reference Documents: N/A DESCRIPTION This COP is for the purchase and installation of one Orifice Plate per DCM 25, CLAR 31. Thanks, COST ESTIMATE Total Cost : $ 1,183.92 – see attached breakdown SCHEDULE IMPACT None Received by MWH Constructors (Date): Item No.16. Page 2 of 2 RESPONSE Response By: Date: Final Distribution: Juan C. Ahumada, W.M. Lyles Co. Brian Knoll, Webb Associates MWH Inspector Item No.16. W. M. Lyles Co.42142 Roick DriveTemecula, CA 92590 Reference #: DCM 25Attention: Charles W. ReynoldsCLAR 31JOB LOCATION: City of Beaumont WWTP Salt Mitigation Upgrade ProjectDESCRIPTION: Item:Unit Total MH Total MH Cost Eq. Cost Material Subcont. Total Cost11 LS 2 152.99$ -$ 866.31$ -$ 1,019.30$ 21 LS 0 -$ -$ -$ -$ -$ 31 LS 0 -$ -$ -$ -$ -$ 1 LS 0 -$ -$ -$ -$ -$ Total Costs2 152.99$ -$ 866.31$ -$ 1,019.30$ Subtotal15%15%15%5%Bond 1.0%Total This Change OrderComments:CIP Discharge Pump Orifice Plate rev11,019.30$ Mark-up - LaborMark-up - EquipmentMark-up - MaterialsCIP Discharge Pump Orifice Plate rev1129.95$ 11.72$ 1,183.92$ Mark-up - Subcontractor22.95$ -$ -$ Item No.16. City of Beaumont WWTP Salt Mitigation Upgrade Project CIP Discharge Pump Orifice Plate rev1 A. Labor ST PT DT ST PT DT ST PT DT ST PT DT ST PT DT ST PT DT ST PT DT 1 1 1 0 0 1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Name ST PT DT ST PT DT Lab Pipe FM $77.80 $103.90 $129.98 1 0 0 Lab Pipe $75.19 $99.97 $124.75 1 0 0 Operator $96.33 $128.99 $161.66 0 0 0 Carp FM $85.03 $115.33 $145.63 0 0 0 Carp $81.11 $109.45 $137.79 0 0 0 Lab $71.72 $94.78 $117.82 0 0 0 Cement Mason $78.05 $102.25 $126.45 0 0 0 0 $0.00 $0.00 $0.00 0 0 0 0 $0.00 $0.00 $0.00 0 0 0 2 0 0 Total Labor = B. Equipment Number Description Rate 17.12 0 32.037 0 31.028 0 30.048 0 20.041 0 77.02 0 17 0 0 Total Equipment = C. Materials Quantity Unit 1 ea 3 ea 1 ea 7.750% 1 EA Total Material = D. Subcontractor Quantity Unit Total Subcontract = $75.19 $0.00 $0.00 0 $125.00 Loader Backhoe 410John Deere410L Foreman Truck ExcavatorJohn Deere350GLC Scissor LiftJLG2646ES Foreman Truck ReachliftXtremeXR1055 Hydro Crane - 80 TonLink BeltRTC-8080 II 80 Ton Unbolt Existing Piping, Install Orifice Plate & Re-install Piping Unbolt Existing Piping, Install Orifice Plate & Re-install Piping Description Lab Pipe FM Lab Pipe Operator Carp FM Carp Lab Rate Hours Extension $77.80 Cement Mason $0.00 $0.00 $0.00 $0.00 $0.00 $152.99 17.12 31.02832.037 30.048 77.0220.041 14.037 0 0 $0.00 $0.00 $29.60 $58.61 Extension $29.60 Price 000 0 $0.00 $0.00 $0.00 $0.00 $0.00 $151.12 $20.04 $0.00 Replacement Gaskets Orifice Plate New Bolt Kit 125.00$ $634.00 $45.00 634.00$ 15.00$ Tax Freight $0.00 $62.31 $0.00 $866.31 Price Description $164.01 -$ Extension $0.00 ExtensionHours $64.30 Item No.16. File No. CLAR-31 CITY OF BEAUMONT WASTE WATER TREATMENT PLANT SALT MITIGATION UPGRADE PROJECT Page 1 of 1 CLARIFICATION 31 To (Construction Manager): Stantec Attention: Charles Reynolds Phone: 702-497-8024 Email: Charles.w.reynolds@stantec.com From (Engineer): AQUA Engineering Attention: Boris Petkovic Phone: 801-299-1327 Email: boris.petkovic@aquaeng.com Subject: RO CIP Pump Discharge Orifice Plate Location: MBR Building Reference Documents: Drawing MBM-22 CLARIFICATION Note the following: In order to ensure proper CIP pump operation by maintaining required discharge back pressure an orifice plate needs to be fabricated and installed as noted in the attached drawing. H2O will fabricate the orifice plate to ensure that adequate back pressure is maintained. Attached is the proposed cost to fabricate the orifice plate. Prepared By (Name): Boris Petkovic, AQUA Engineering Date: 4/07/2020 Distributed By: Date: Item No.16. Item No.16. 1048 La Mirada Court DATE:27-Feb-20 Vista, CA 92081 (760) 598-2206 Quote No : CO-009 Client :Administrator, City of Beaumont Project Information: Client PO# :Project Name:City of Beaumont RO System Contact :Amer Jakher Project Number:U18865 Project MR#:Location:Beaumont, CA City :Beaumont, CA Client :City of Beaumont Country Contact :borisp@aquaeng.com Telephone Quantity Unit Unit price Amount 634.00$ 634.00$ Total without tax 634.00$ *Please note that taxes are not included and will be added as appplicable Admin fee -$ Payment · As per existing contract Prepared by Authorized by 2/27/2020 Notes Date Signature Date Signature Dan Dragland TOTAL 634.00$ At this time, H2O does not feel that this change will cause a delay in the construction of the project and are therefore, not requesting an extension to the Contract Time. However, H2O reserves the right to review the impact of this change along with all other changes on the Contract Time at a future date. 951 769 8520 Description Price does not include any material goods in addition to the orifice plate (no flanges or gaskets are included). Orifice plate for Beaumont CIP to drain line. This includes orifice plate and labor to machine it, engineering to size it, drafting to update drawings and project management. Shipping included. Quote USA Item No.16. Staff Report TO: Mayor, and City Council Members FROM: Kristine Day, Assistant City Manager DATE April 21, 2020 SUBJECT: Wastewater Treatment Plant Expansion/Renovation and Brine Pipeline Installation Project Status Update Background and Analysis: Reach 1 The contractor has completed all pipe installation and testing on this reach; Total pipeline installed for Reach One is 66,440 linear feet of brine line; Over the next three weeks the contractor will finish out paving restoration, record drawings and final accounting; Contractor has requested 50 inclement weather days to date; and The three week look ahead schedule is included as an attachment to this report (Attachment A). Reach 2 The contractor has completed pipe installation on a majority of the line with the exception of the directional drill, jack and bore and the cast in place vaults on E Street in the City of San Bernardino; During mobilization for the directional drill, the project encountered delays as a result of possible bird nesting but was eventually cleared for construction. At the time the driller received clearance, the project experienced 7 days of rain. This placed an approximately 3 week delay to the schedule; Pending any weather or environmental issues, the above work should be completed in 8-10 weeks; Approximately 50,832 linear feet of brine line has been installed to date; Contractor has requested 22 inclement weather days to date (pending updated request from the contractor); and The three week look ahead schedule is included as an attachment to this report (Attachment B). Item No.17. Approved Change Orders: CO No. Contractor Description Reason for Change Amount 1 (Potrero CO 10) Ortiz Brine Line Improvements (Pre- Authorized) Addition of 12” Brine Line During Construction $238,615.70 2 (Potrero CO 11) Ortiz Brine Line Improvements (Remaining Work) (Force Account) Addition of 12” Brine Line During Construction $324,043.15 Not to Exceed but direct to Force Account 3 Weka, Inc. Brine Line Improvements Potrero Boulevard – 4th Street Addition of 12” Brine Line During Construction $646,482.65 4 Weka, Inc. County of Riverside Encroachment Permit Credit City Paid Fee for Encroachment ($45,460.00) 5 Weka, Inc. Potrero Bridge / Caltrans Right-of-Way Brine Line Installation Requirements $110,394.90 6 Weka, Inc. Changes and Modifications to Brine Line Installation on 4th Street & Potrero Rd. Drain Installation, Add Vent Line to MH, and 4th Street Brine Line Changes $12,821.87 7 T.E. Roberts, Inc. Unknown Utility Crossings and Associated Potholing Additional Potholes Not on Plans $14,300.00 8 Weka, Inc. Heartland Parkway and Potrero Boulevard Site Condition Restorations Site Condition Changes $41,076.93 Brine Line Contingency Budget Amount Budget Amount Change Orders 1-8 Remaining $2,600,000.00 $1,342,275.20 $1,257,724.80 Item No.17. Permit fees accrued to date are: Agency Description Amount City of San Bernardino Brine Line Encroachment Permit $682.50 Riverside County Tax Collection Permit for Brine Line $2,000.00 Union Pacific Railroad (UPRR) Pipeline Crossing Agreement & Encroachment Permit $98,655.00 San Bernardino Flood Control Brine Line Encroachment Permit $9,539.00 San Bernardino Flood Control 408 Permit $59,489.00 City of Redlands Plan Check Fees $2,500.00 City of Loma Linda Plan Check Fee for Brine Line $13,000.00 SAWPA Brine Line Encroachment Permit Deposit $20,000.00 County of San Bernardino CEQA Environmental Filing Fee $50.00 Riverside County – Paid by Weka Permit for Brine Lin – Supplemental Inspection Fee $45,460.00 California Department of Fish & Wildlife 1602 Permit $5,145.75 State Water Resources Control Board 401 WQC $24,197.00 Various Monitoring Required by EIR Paid Hourly $250,000.00 Southern California Edison Permit $6,951.84 Total $537,670.09 Item No.17. The project accounting for the Brine Line Project is as follows: Brine Line Budget Amount Actual Remaining Design $2,082,357.37 $1,788,016.13 $294,341.25 Construction Management $3,544,265.76 $2,618,075.52 $926,190.24 Permit $508,240.25 $278,131.09 $230,109.16 Construction $31,896,226.35 $27,735,705.30 $4,160,521.05 Contingency $2,600,000.00 $1,342,275.20 $1,257,724.80 Total $40,631,089.73 $33,762,203.24 $6,868,886.50 Wastewater Treatment Plant Expansion/Renovation Project: The contractor’s scope of work for the next three weeks can be seen on the three week look ahead; This project has experienced several delays related to Covid -19 and power connection. SEC is actively working on the power connection with a multitude of crews. Fibercast, the membrane manufacturer, is experiencing workforce issues and thus delays as a result of COVID-19. The construction team is communicating weekly and adjusting plans as needed. First 6 membranes are expected to ship the first week of May; As COVID-19 continues to challenge areas around the world, the construction team is spinning up remote/virtual training now so the plant startup can continue to happen in the event travel worldwide or domestically is limited; The contractor as well as consultants and staff are taking every precaution to limit exposure to COVID-19 and a possible job shut down due to infection. These include health checks by the contractor for their staff and subs, limiting meetings to remote only, tracking of staff/contractors in the event of exposure for tracing, and face coverings; Contractor has requested 51 inclement weather days to date; and The three week look ahead schedule is attached for review (Attachment C). Item No.17. Approved Change Orders: CO No. Description Reason for Change Amount 1 MBR System Improvements Enhance the performance of MBR System $149,741.00 2 RO System Electrical Modifications & Storm Drain System Material Change Design & Material Updates ($245.00) 3 New Aeration Basin 1 through 3 Excavation Conflict with Existing Utilities $19,998.00 4 Structural and Mechanical Modifications Pre-Selected Submittals $57,450.64 5 Vactor Truck Dump Station Modifications Conflict with Utilities NTE $15,000.00 6 EDI/Fine Coarse Bubble Diffuser Equipment Design Change $24,298.00 7 Various Changes – MBR/RO Structural, Site civil & Headworks SCADA Design Modifications Design Change $59,167.49 8 Various Changes – Demolition, Piping Realignment, Material Change, and Electrical Actuated Valve Voltage Change Unforeseen Conditions and Value Engineering $6,067.00 9 Various Changes – Solids Handling Bldg. conveyor Capacity Increase, Electrical Yard Vault Cover Changes, Additional Pothole Investigation and Existing Duct Bank Removal, and Yard Utilities Design Changes, Conflict with Construction, Owner Requested Changes $138,531.73 10 MBR Chemical Area Changes & Other Misc. Changes and Inclement Weather Impact Nov- 18 to May-19 Owner Requested Changes & Inclement Weather $596,031.05 11 Frontier Internet Provider Duct Bank Modifications, 30-inch MBR & 20-inch Plant Effluent Pipeline Elevation and Alignment Modifications, Additional Safety Required Design Changes & Conflict with Construction $81,128.29 Item No.17. Handrail at Retaining Wall and Generator 12 RO-Sulfuric Acid Chemical Piping Material Change, Solids Feed Pump TE/TSH Thermocouple Elements, Solids Handling Bldg. Changes Design Changes, Owner Requested Changes $91,417.26 13 Plant Effluent Chemical Area Changes Owner Requested Changes $404,821.33 14 ADA Compliance Men’s – Women’s Restroom Modifications & SCE Required Additional 4/0 Ground Cable Design Changes & SCE Requirements $12,311.12 WWTP Contingency Budget Amount Change Orders 1- 14 Remaining $4,000,000.00 $1,655,717.91 $2,344,282.09 The project accounting for the Wastewater Treatment Plant Project is as follows: WWTP Budget Amount Paid to Date Remaining Design $2,709,798.23 $2,556,828.66 $152,969.57 Construction Management $5,308,585.72 $3,196,897.65 $2,111,688.07 Equipment $252,906.00 $253,362.91 ($456.91) Permits $324,776.76 $87,429.79 $237,346.97 Construction $53,912,177.00 $32,254,972.71 $21,657,204.29 Contingency $4,000,000.00 $907,213.21 $3,092,786.79 Total $66,508,243.71 $39,256,704.93 $27,251,538.78 Fiscal Impact: No additional fiscal impacts beyond the project budget. Recommended Action: Receive and file the project updates. Attachments: A. Brine Line Reach 1 – 3 Week Schedule Item No.17. B. Brine Line Reach 2 – 3 Week Schedule C. WWTP – 3 Week Schedule Item No.17. ID Task Name DurationStart Finish 1 THREE WEEK LOOK AHEAD SCHEDULE 4/15/2020 2 Inclement Weather 6 days Mon 4/6/20 Mon 4/13/20 3 Misc. Punch List Items 5 days Fri 4/10/20 Thu 4/16/20 4 Mil & Overlay STA 306+64 (County of Riverside)2 days Tue 4/14/20 Wed 4/15/20 5 De‐mobilize Equipment & Materials STA 306+64 & 303+16 1 day Thu 4/16/20 Thu 4/16/20 6 Striping Restoration 1 day Thu 4/16/20 Thu 4/16/20 7 Project Complete (Construction)0 days Fri 4/17/20 Fri 4/17/20 8 PROJECT CLOSEOUT ACTIVITIES 20 days Mon 4/6/20 Fri 5/1/20 9 Record Drawing Development 20 days Mon 4/6/20 Fri 5/1/20 10 Final Accounting / Change Order Negotiations 20 days Mon 4/6/20 Fri 5/1/20 100% 65% 50% 0% 0% 4/17 Yes Yes 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 1 2 May 2020 Task Split Milestone Summary Project Summary Inactive Task Inactive Milestone Inactive Summary Manual Task Duration-only Manual Summary Rollup Manual Summary Start-only Finish-only External Tasks External Milestone Deadline Progress Manual Progress Beaumont Brine Disposal Pipeline Reach I - Three Week Look Ahead Schedule Page 1 WEKA INC 4/6/2020 - 5/1/2020 Item No.17. MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY 4/13/2020 4/14/2020 4/15/2020 4/16/2020 4/17/2020 4/18/2020 4/19/2020 SAN TIMOTEO CANYON SAN TIMOTEO CANYON SAN TIMOTEO CANYON SAN TIMOTEO CANYON SAN TIMOTEO CANYON DIRECTIONAL DRILL DIRECTIONAL DRILL DIRECTIONAL DRILL DIRECTIONAL DRILL DIRECTIONAL DRILL REDLANDS BLVD REDLANDS BLVD REDLANDS BLVD REDLANDS BLVD REDLANDS BLVD PIPE INSTALL PIPE INSTALL PIPE INSTALL PIPE INSTALL PIPE INSTALL MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY 4/20/2020 4/21/2020 4/22/2020 4/23/2020 4/24/2020 4/25/2020 4/26/2020 SAN TIMOTEO CANYON SAN TIMOTEO CANYON SAN TIMOTEO CANYON SAN TIMOTEO CANYON SAN TIMOTEO CANYON DIRECTIONAL DRILL DIRECTIONAL DRILL DIRECTIONAL DRILL DIRECTIONAL DRILL DIRECTIONAL DRILL E STREET @ BRIDGE CROSSING E STREET @ BRIDGE CROSSING E STREET @ BRIDGE CROSSING E STREET @ BRIDGE CROSSING E STREET @ BRIDGE CROSSING VAULT EXCAVATION & INSTALL VAULT EXCAVATION & INSTALL VAULT EXCAVATION & INSTALL VAULT EXCAVATION & INSTALL VAULT EXCAVATION & INSTALL REDLANDS BLVD REDLANDS BLVD REDLANDS BLVD SAN TIMOTEO CHANNEL SAN TIMOTEO CHANNEL MANHOLES & BASE PAVING MANHOLES & BASE PAVING MANHOLES & BASE PAVING BORE PIT EXCAVATION BORE PIT EXCAVATION MONDAY TUESDAY WEDNESDAY THURSDAY FRIDAY SATURDAY SUNDAY 4/27/2020 4/28/2020 4/29/2020 4/30/2020 5/1/2020 5/2/2020 5/3/2020 SAN TIMOTEO CANYON SAN TIMOTEO CANYON SAN TIMOTEO CANYON SAN TIMOTEO CANYON SAN TIMOTEO CANYON DIRECTIONAL DRILL DIRECTIONAL DRILL DIRECTIONAL DRILL DIRECTIONAL DRILL DIRECTIONAL DRILL E STREET @ BRIDGE CROSSING E STREET @ BRIDGE CROSSING E STREET @ BRIDGE CROSSING E STREET @ BRIDGE CROSSING E STREET @ BRIDGE CROSSING VAULT EXCAVATION & INSTALL VAULT EXCAVATION & INSTALL VAULT EXCAVATION & INSTALL VAULT EXCAVATION & INSTALL VAULT EXCAVATION & INSTALL SAN TIMOTEO CHANNEL SAN TIMOTEO CHANNEL SAN TIMOTEO CHANNEL SAN TIMOTEO CHANNEL SAN TIMOTEO CHANNEL BORE PIT EXCAVATION BORE PIT EXCAVATION BORE PIT EXCAVATION BORE PIT EXCAVATION BORE PIT EXCAVATION STATUS OF THE FOLLOWING: E STREET CONFLICTS BEAUMONT BRINE LINE DISPOSAL - REACH 2 T.E. ROBERTS LOOK AHEAD SCHEDULE PROBLEM WITH EXISTING SUBSURFACE ROAD, VAULT, TRAFFIC CONTROL CITY OF SAN BERNARDINO - TER TO TRACK EXTRA WORK Item No.17. City of Beaumont WWTP - Salt Mitigation Upgrade3 Week Look Ahead Schedule Week of 04-10-2020 Previous WeekWeek 1Week 2Week 3M T W TH F Sa M T W TH F Sa M T W TH F Sa M T W TH F SaDescriptionActivity ID Responsibility4/6 4/7 4/8 4/9 4/10 4/11 4/13 4/14 4/15 4/16 4/17 4/18 4/20 4/21 4/22 4/23 4/24 4/25 4/27 4/28 4/29 4/30 5/1 5/2Yard/Site Piping/DemoWMLInstall Ductbank 2044540Southern Rain Out Rain Out Rain Out Rain Out Rain Out Rain OutInstall Fiber Optic4480 / 4595 / 4675Southern Rain Out Rain Out Rain Out Rain Out Rain OutInstall Potable Water Line4195WML-Ernesto Install NPW4225WML-Ernesto Rain Out Rain Out Rain Out Rain Out Rain Out Rain OutHeadworks Screen WMLInstall FRP Grating6075WML-ArmandoInstall Media - Odor Control6210WML-ArmandoManufacturers Start Up and Test Washer Compactor21010WML-Martin Grit Chamber Install FRP Grating7115WML-ArmandoInfluent Pump StationWMLSet-Up/Install IPS Bypass8050WML-Ernesto MoPo Night WorkMoPo Night WorkMech Demo5050WML-Ernesto Electrical Safe-off5002Southern Fine Screens WMLInstall FRP Grating9095WML-ArmandoInstall Media - Odor Control9120WML-ArmandoMBR Building WMLMetal Building Assembly / Punchlist12200G&WInstall Lighting & Devices12555Southern Pull Wire - Areas 1,2 & 3 / Terminate12460 / 12590Southern Install Cabinets at Laboratory and Break Room12420CabinetryInstall Tile and Flooring12435CommtracSmall Diameter Pipe and Struts Supports Installation12385WML-Martin Coat Above Ground Piping12480ParadaInstall Chemical Skids Piping and Supports12290 / UFE03.48WML-Martin Install WindowsN/AFallbrookF/P/S HVAC Concrete Pads & Door StoopsN/AWML-ArmandoRebarInstall Grating and Stairs12205WML-ArmandoInstall Water Heater12425WML-ArmandoPADInstall Furnace 12425AMSInstall Radiant Heaters and Vents12300AMSInstall HVAC12415AMSInstall Exhaust Fans12305AMSInstall FRP Grating12225WML-ArmandoInsulation Installation on Tepid Water and 20" Scour Air Line 12395PCIInstall Harmonic Filter12325WML/Southern Aeration Basin WMLF/P/S North Stairway Pads12205WML-ArmandoInstall North Stairway12205WML-ArmandoChemical Tank FarmWMLInstall DuctbankN/AWML/Southern Install AG Chemical LinesUFB03.38WML-Martin Rain Out Rain Out Rain Out Rain Out Rain OutInstall UG Chemical Lines / Set VaultsUFB03.34WML-Ernesto Install AG Conduit & Control Panel15060WML/Southern Rain Out Rain Out Rain Out Rain Out Rain OutW. M. Lyles Co. Project No. 55.1173Page 1 of 2Item No.17. City of Beaumont WWTP - Salt Mitigation Upgrade3 Week Look Ahead Schedule Week of 04-10-2020 Previous WeekWeek 1Week 2Week 3M T W TH F Sa M T W TH F Sa M T W TH F Sa M T W TH F SaDescriptionActivity ID Responsibility4/6 4/7 4/8 4/9 4/10 4/11 4/13 4/14 4/15 4/16 4/17 4/18 4/20 4/21 4/22 4/23 4/24 4/25 4/27 4/28 4/29 4/30 5/1 5/2W. M. Lyles Co. Project No. 55.1173Chemical Storage #2WMLSet Control Panels and Pull Wire15075WML/Southern Install UG Chemical Lines15065WML-Ernesto Install AG Chemical Lines15065WML-Martin Recycled Water Pump Station WMLInstall FRP Grating14050WML-ArmandoInstall Conduits Pull Wire and Terminate14090 / 14085WML/Southern Storm Water Pump StationWMLElectrical Building WMLPull Wire/Terminate - HVAC20070Southern Page 2 of 2Item No.17. Item No.18. Item No.18. Item No.18. Item No.18. Item No.18. Item No.18. Item No.18. Item No.18. Item No.18. Item No.18. Item No.18. Item No.18. Item No.18. Item No.18. Item No.18. State Capitol Office ▪ 925 L Street • Suite 1404 • Sacramento, CA 95814 • Phone (916) 447-4086 • Fax (916) 444-0383 Southern California Office ▪ 1401 Dove Street • Suite 330 • Newport Beach, CA 92660 • Phone (949) 399-9050 • Fax (949) 476-8215 Central California Office ▪ 744 P Street • Suite 308 • Fresno, CA 93721 • (949) 399-9050 • Fax (949) 476-8215 Federal Office ▪ 600 Pennsylvania SE • Suite 207 • Washington, DC 20003 • Phone (202) 546-8696 • Fax (202) 546-4555 Northern California Office ▪ 300 Frank Ogawa Plaza • Suite 204 • Oakland, CA 94612 • Phone (510) 835-9050 • Fax (510) 835-9030 M E M O R A N D U M To: City of Beaumont From: Townsend Public Affairs Date: April 7, 2020 Subject: Legislative Report for the City of Beaumont State Legislative Update Both the Governor and the Legislature have been singularly focused on responding to the COVID- 19 crisis this month. On April 10, the Department of Finance submitted a letter to the Chairs of the Assembly and Senate Budget and Appropriations Committees (attached) providing an interim fiscal update due to the impacts of COVID-19. The financial impact from COVID-19 is expected to be immediate, impacting the current fiscal year, as well as the FY 2020-21 budget and out year budgets, depending upon the pace of recovery. The State has undertaken a massive public health response to the COVID-19 pandemic. In addition to the $1 billion that was allocated by the Legislature in March, the Department of Finance anticipates an additional $6 billion in response-related expenditures in 2020. This funding is being used to secure personal protective equipment and critical medical supplies to expand the surge capacity of hospitals and medical facilities, as well as to protect public health and reduce the spread of COVID-19. The Phase 4 federal stimulus will provide the State with at least $8.4 billion in direct assistance for the State’s COVID-19 related expenditures and up to $6.9 billion for direct assistance to local governments. Additional resources will be available through FEMA for reimbursement for certain activities. Through this cost sharing arrangement, the Department of Finance currently estimates that FEMA funding may exceed $5 billion. The Department of Finance recognizes that a significant increase in federal funding will be needed for states and local governments to maintain critical programs and services. The Governor has requested $ 1 trillion in direct flexible relief for all states and local governments. Below are the upcoming tentative dates for the Legislature. May 4: Legislature scheduled to reconvene 2 Senate Budget Committee COVID-19 On April 15, the Senate Budget Committee met to hear an overview of California’s COVID-19 response from the Legislative Analyst’s Office and the Department of Finance. This marked the first hearing that has been conducted by the Legislature since they adjourned for recess. The Assembly Budget Committee is scheduled to conduct a similar hearing on Monday, April 21st. The hearing focused the use of the $1 billion allocated through SB 89 and how the administration intends to utilize funds through emergency operations account or other accounts. There was also discussion on how the federal stimulus funds interact with our State responses and fiscal decisions. California is more prepared than ever to address economic downturn due to large reserve funds however it is still critical that federal government steps up and provides resources for states and local governments across the Nation. The first panel from Legislative Analyst’s Office highlighted that the pace of job losses makes it clear that the economy is in a recession with two plausible pathways: • Sharp downturn is followed by a pronounced rebound of economic activity late this year or early next year, or • Recovery is slow with economic output depressed for much longer due to an extended virus or a second virus wave Economic outcome will largely be dependent on the development of the virus itself. More funding for discretionary aid is needed from the Federal government to go through the State out to local governments. Outlook points to a $35 billion State revenue shortfall in first year, and additional $85 billion in subsequent years. The LAO recommends preliminary spending with a baseline budget in mind, focusing only on existing safety-net programs, necessary additions surrounding COVID-19, and inflation. Governor’s Executive Orders Below is a summary of the executive orders signed since April 7. April 14 – Juvenile Justice: The executive order calls for all discharge and reentry hearings to be held via videoconference to minimize the youth’s and other participants’ exposure to COVID- 19. Additionally, notification given to county probation departments, the court in the county of commitment, and the youth’s legal counsel will be shortened from 60 days to 30 days before holding a discharge consideration hearing. The discharge hearing is conducted by the Board of Juvenile Hearings. April 14 – Unemployment: The Executive Order directs the Employment Development Department (EDD) to launch a new call center, which will operate 7-days a week from 8:00am until 8:00pm, to assist with individuals seeking unemployment benefits. The call center will open on Monday, April 20th and will be staffed with over 1,300 representatives. The Executive Order also directs EDD to set up a one-stop shop for individuals applying for unemployment insurance, as well as the new federal Pandemic Unemployment Assistance (PUA). April 15 – Food sector workers: The Executive Order supports California workers from large employers in the food sector industry impacted by the COVID-19 pandemic with two weeks of 3 paid sick leave, filling a gap left by federal relief that had provided similar paid leave benefits for employers with fewer than 500 workers. The Executive Order provides health and safety standards to increase worker and customer protection by permitting workers at food facilities to wash their hands every 30 minutes, or as needed, to increase proper sanitation measures. April 16 – California State Universities: The executive order addresses a variety of issues in response to the COVID-19 pandemic, including adjusting admissions requirements for the California State University system and providing flexibility for 60 days on background checks for critical infrastructure sectors. The CSU system will be able to waive hearing requirements to be able to make adjustments to admissions criteria for students applying this coming fall to enter as freshmen in the fall of 2021. Timeline of Other Major COVID-19 State Actions Below is a timeline of other major relevant State actions that have taken place related to COVID- 19: Hazard Mitigation: Governor Newsom formally submitted a request to the State Legislature to utilize funds from the disaster response account, which would allow the investment of over $1.4 billion in personal protective equipment (PPE) for essential workers. The CalOES Director announced new technology to sanitize and reuse PPE masks. Unemployment Benefits: California workers who are receiving unemployment benefits will begin receiving an extra $600 on top of their weekly amount, as part of the new Pandemic Additional Compensation (PAC) initiated by the federal CARES Act. Roadmap for Modifying the Stay-at-Home Order: Governor Newsom provided information on the State’s roadmap for lifting the stay-at-home order. Attached is the presentation that was provided at the press conference. Several times, the Governor noted that the transition would be gradual and would not be done at once, but instead will be based on a set of six key indicators: • The ability to monitor and protect our communities through testing, contact tracing, isolating, and supporting those who are positive or exposed. • The ability to prevent infection in people who are at risk for more severe COVID-19. • The ability of hospitals and health systems to handle surges. • The ability to develop therapeutics to meet the demand. • The ability for businesses, schools, and child-care facilities to support physical distancing. • The ability to determine when to reinstitute certain measures, such as the stay-at-home orders, if necessary. Funding to Protect Foster Youth and Families: Governor Newsom announced he was making $42 million in funding available to protect foster youth and families from the negative impacts from COVID-19. The funding is being made available for: • $27.8 million will be used to provide $200 per month supplements to families in the Emergency response and Family Maintenance programs. • $6.9 million will be used to for social worker overtime and additional outreach by county social workers to foster family caregivers at higher risk of COVID-19 (caregivers who are over 60 years old). 4 • $3 million will be used for family resource centers who provide direct support and services to foster families. • $1.8 million will be used to extend foster care payments and extending the eligibility for those who would otherwise be exiting the foster care system during the current pandemic. • $1.7 million will be used for higher monthly reimbursement rates to covering the extra costs associated with supporting children with more complex needs. • $313,000 will be used to give more foster youth access to cell phones and laptops so they can stay connected with their families and continue to participate in educational opportunities. • $250,000 will be used to assist 2-1-1 and Parents Anonymous helplines to provide assistance to families in crisis. • $166,000 will be used to allow caregivers to be paid beyond one-year while awaiting Resource Family Approval Federal Legislative Update White House Plan to Reopen the Economy: On April 16, the Trump Administration issued guidelines to Governors that would allow some states to phase out most social distancing practices within four weeks. • The document gives nearly all of the decision-making power and testing responsibility to state Governors. • The guidelines recommend states document a “downward trajectory” in cases for two weeks before beginning a three-phase process to return to near normal life. • States should document another two weeks of declining cases before proceeding from one phase to another, the guidelines say, while a “rebound” in case numbers could mean reinstating some, or all, restrictions. • In each phase, social distancing is relaxed until employers can finally resume “unrestricted staffing.” • Schools, day-care centers, and bars shouldn’t reopen before phase two, according to the guidelines, while restaurants, movie theaters and sports venues could open in phase one if they practice “strict physical distancing.” • Trump said sports would resume without a live audience and would be produced for television. • The document calls on states to establish “safe and efficient screening and testing sites,” ensure “sentinel surveillance” for the disease and “quickly and independently” supply protective gear, medical equipment and hospital capacity to handle a surge in cases. Senate Democratic Leadership continues to negotiate with Treasury officials to solve the impasse over small business funds and other coronavirus aid. All funds in the Small Business Administration’s (SBA) new Paycheck Protection Program (PPP) have been applied for, and as such, the SBA has put a hold on new applications until the existing ones are processed. As of April 16, 1.6 million loans have been approved by the SBA. The Trump administration is pushing for an additional $250 billion to supplement a $350 billion loan program for small businesses. House Speaker Nancy Pelosi and Senate Minority Leader Chuck Schumer said they won't agree to supplemental funding for small businesses without additional funding for hospitals, state and local governments and food stamp recipients. 5 In the meantime, elected officials continue to introduce standalone bills in the hopes of them being included in a forthcoming aid package. This includes the following: • H.R. 6467, the “Coronavirus Community Relief Act” (CCRA), introduced by Representative Joe Neguse (D-CO). CCRA would provide $250 billion in stabilization funds for local communities, cities, and towns with a population of 500,000 or less that are struggling amidst the coronavirus (COVID-19) pandemic. • H.R. 6474, the “Healthcare Broadband Expansion during COVID-19 Act,” would expand the FCC’s Healthcare Connect Fund Program (HCFP) to include urban and suburban facilities alongside rural ones, include mobile and temporary facilities established to respond to the COVID-19 pandemic in eligibility, increase the subsidy rate of HCGP from 65 to 85 percent, and appropriates $2 billion to fund these expansions. Pending Litigation Against the City (does not include litigation initiated by the City) 1. Urban Logic v. City of Beaumont et al., Case No. RIC 1707201 (Pre-Trial) 2. Aguirre et al. v. City of Beaumont et al., Case No. RIC 1810937 (Pre-Trial) 3. Serrato v. City of Beaumont, Case No. RIC 1820593 (Pre-Trial) 4. Angela Santa Cruz, individually and as Guardian ad litem for M.L.V., a minor v. City of Beaumont et al., Case No. 2:18-CV-08427 (Pre-Trial) 5. Charles Peters dba Pioneer Mobile Village v. City of Beaumont, et. al, Case No. RIC 1707116 (Pleading) 6. Hatcher v. City of Beaumont, et. al., Case No. MVC1913810 (Pleading) 7. Pucio, et. al. v. Cal. Dept. of Transp. et. al., Case No. RIC 1905672 (Pleading) 8. Loandepot.com, LLC, dba Imortgage v. Penman et. al., Case No. RIC 1722842 (Pleading) To: City Council From: John O. Pinkney, City Attorney Date: April 13, 2020 Re: List of Pending Litigation Against City of Beaumont Item No.20.