CITY COUNCIL & SUCCESSOR AGENCY AGENDA TUESDAY JUNE 9th, 2020, 7:00 P. M. SAN DIMAS COUNCIL CHAMBER 245 E. BONITA AVE., SAN DIMAS, CA

THE JUNE 9th, 2020 CITY COUNCIL MEETING WILL BE CONDUCTED PURSUANT TO THE PROVISIONS OF THE GOVERNOR’S ORDER N-29-20

THE CITY COUNCIL CHAMBERS WILL BE CLOSED TO THE PUBLIC

Pursuant to the Governor’s Executive Order dated March 17, 2020, the City Council is authorized to hold public meetings via teleconferencing and to make meetings accessible electronically to all members of the public seeking to observe and to address the legislative body. All Brown Act provisions that require the physical presence of City Councilmembers or the public for City Council meetings are waived. Please review page four of this document for instructions on public participation.

A public agenda packet is available for review on the City’s website www.sandimasca.gov or by contacting the City Clerk’s Office at [email protected].

CITY COUNCIL: Mayor Emmett Badar Mayor Pro Tem Ryan A. Vienna Councilmember Denis Bertone Councilmember John Ebiner Councilmember Eric Weber

1. CALL TO ORDER AND FLAG SALUTE

2. ROLL CALL (BY CITY CLERK)

3. ORAL COMMUNICATIONS (Members of the audience are invited to address the City Council on any item not on the agenda. Under the provisions of the Brown Act, the legislative body is prohibited from taking or engaging in discussion on any item not appearing on the posted agenda. However, your concerns may be referred to staff or set for discussion at a later date. If you desire to address the City Council on an item on this agenda, other than a scheduled public hearing item you may do so at this time or asked to be heard when that agenda item is considered. Comments on public hearing items will be considered when that item is scheduled for discussion. The Public Comment period is limited to 30 minutes. Each speaker shall be limited to three (3) minutes.)

a. Members of the Audience

Regular City Council Meeting Agenda Page 2 June 9th, 2020

4. CONSENT CALENDAR (All items on the Consent Calendar are considered to be routine and will be enacted by one motion unless a member of the City Council requests separate discussion.)

Resolutions read by title, further reading waived, passage and adoption recommended as follows:

a. RESOLUTION 2020-31, A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN DIMAS APPROVING CERTAIN DEMANDS FOR THE MONTHS OF MAY AND JUNE, 2020.

b. Amendment 4 to the East Watershed Management (ESGVWM) Group Cooperative Agreement and Update the City’s Cost Share for FY 2020-2021 Using Safe Clean Water Act Funds

c. Consideration of Appointment of Brad McKinney as Interim City Manager, Approval of Interim City Manager Employment , and Update to City’s Pay Plan and Reimbursement Schedule To Add Interim City Manager Salary

1. RESOLUTION 2020-32, Appointing Brad McKinney as Interim City Manager and Approving Interim City Manager Employment Agreement

2. RESOLUTION 2020-33, Amending Pay Plan and Reimbursement Schedule to Add the Classification of Interim City Manager

END OF CONSENT

RECOMMENDATION: Approve consent calendar with recommendations noted in staff reports.

5. OTHER BUSINESS

a. Specific Plan 23 Moratorium

1) ORDINANCE 1279, AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN DIMAS, COUNTY OF , , REPEALING MORATORIUM ON ESTABLISHMENT OF ALL USES, EXPANSION OF EXISTING USES, AND DEVELOPMENT OR MODIFICATION ON NEW OR EXISTING STRUCTURES, IN THE SPECIFIC PLAN NO. 23 PLANNING AREA I, SPECIFICALLY 155 NORTH EUCLA AVENUE 127 NORTH ACACIA STREET, 159 NORTH ACACIA STREET (CHAPTER 18.538 OF THE SAN DIMAS MUNICIPAL CODE) First reading and introduction

RECOMMENDATION: Staff recommends that the City Council read by title and introduce Ordinance 1279 repealing the moratorium in Specific Plan No. 23, Planning Area I (155 North Eucla Avenue, 127 North Acacia Street and 159 North Acacia Street). Regular City Council Meeting Agenda Page 3 June 9th, 2020

2) ORDINANCE 1280, AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN DIMAS, COUNTY OF LOS ANGELES, CALIFORNIA, REPEALING MORATORIUM ON ESTABLISHMENT OF ALL USES, EXPANSION OF EXISTING USES, AND DEVELOPMENT OR MODIFICATION ON NEW OR EXISTING STRUCTURES, IN THE SPECIFIC PLAN NO. 23 PLANNING AREA II, SPECIFICALLY 115 NORTH CATARACT AVENUE (CHAPTER 18.538 OF THE SAN DIMAS MUNICIPAL CODE) First reading and introduction RECOMMENDATION: Staff recommends that the City Council read by title and introduce Ordinance 1280 repealing the moratorium in Specific Plan No. 23, Planning Area II, (115 North Cataract Avenue).

b. Inland Valley Humane Society Contract(Update to proposed amendment of certain Animal License Fees)

RECOMMENDATION: Provide direction to staff regarding the proposed Inland Valley Humane Society (IVHS) Animal License Fee Amendment

c. Summer Programming 2020 Proposal

RECOMMENDATION: Authorize San Dimas Parks and Recreation Department to proceed with Summer Programming 2020 proposal.

d. San Dimas Recreation Center Use and Associated Budget Impacts

RECOMMENDATION:

1. Consider Facility Use Option 2 and designate the SDRC as an Aquatics Operation facility starting at the beginning of FY 2020/21. This option creates significant return on investment by allowing staff to optimize use of the SDRC while maintaining a mutually beneficial business relationship with BUSD/SDHS and provide the ability to continue to make a positive impact in the San Dimas community.

2. Allow staff to begin discussions with BUSD/SDHS to modify the existing Facility Use Agreement through negotiations that will optimize the use of the aquatics facility for BUSD/SDHS through intentional scheduling while finding a fair market value for the use of the pool based on industry standards and hours of use.

3. Consider SDPRD’s request of hiring a Full-Time Coordinator to assist with:

a. Optimization of facility operations and programming b. Researching fair market value of use of San Dimas facilities based on industry standards and a comparative fees & charge survey Regular City Council Meeting Agenda Page 4 June 9th, 2020

c. Creating a mutually beneficial agreement between community stakeholder like BUSD/SDHS.

e. Consideration of Contract for City Manager Recruitment Services

RECOMMENDATION:

1. Review and evaluate the proposals submitted; and

2. Select one of the firms and authorize the Mayor to execute a contract with that firm, in a form approved by the City Attorney, to provide recruitment services for the position of City Manager.

6. SUCCESSOR AGENCY AND CITY COUNCIL

a. License for Site Use and Provision of Security Services Agreement with Curative, Inc. for Temporary Employee Parking at 344 W. Bonita Ave.; Emergency Order of the City Council Exempting Curative, Inc. from Certain Development and Permitting Requirements for Off-Site Parking RECOMMENDATION:

1. Consider authorizing Successor Agency Chairperson Badar to execute the License Agreement with Curative, Inc.; and 2. Consider adopting the Emergency Order exempting Curative from certain parking requirements.

7. ORAL COMMUNICATIONS

a. Members of the Audience (Speakers are limited to five-minutes or as may be determined by the Chair.)

b. City Manager

c. City Attorney

d. Members of the City Council

1) Councilmembers' report on meetings attended at the expense of the local agency

2) Individual Members' comments and updates.

Regular City Council Meeting Agenda Page 5 June 9th, 2020

8. CLOSED SESSION

CONFERENCE WITH LEGAL --ANTICIPATED LITIGATION Significant exposure to litigation pursuant to Government Code section 54956.9(d)(2): One case.

9. ADJOURNMENT

The next meeting is Tuesday June 23rd, 2019, 7:00 p.m.

Notice Regarding Americans with Disabilities Act: In compliance with the ADA, if you need assistance to participate in a city meeting, please contact the City Clerk’s Office at (909) 394-6216. Early notification before the meeting you wish to attend will make it possible for the City to make reasonable arrangements to ensure accessibility to this meeting [28 CFR 35.102-35.104 ADA Title II].

Copies of documents distributed for the meeting are available in alternative formats upon request. Any writings or documents provided to the City Council regarding any item on this agenda will be made available for public inspection at the Administration Counter at City Hall and at the San Dimas Library during normal business hours. In addition, most documents are posted on the City’s website at www.sandimasca.gov

Posting Statement: I declare under penalty of perjury that on June 5th, 2020 I posted a true and correct copy of this agenda on the bulletin board in the Civic Center Plaza of City Hall at 245 E. Bonita Ave., and on the City’s website www.sandimasca.gov/agendas-minutes/ as required by .

June 5th, 2020 ______Date Debra Black, City Clerk

Regular City Council Meeting Agenda Page 6 June 9th, 2020

In order to minimize the spread of the COVID 19 virus, the June 9th, 2020 City Council meeting will be conducted as follows:

1. The City will not make available a physical location for the public to observe the meeting and offer public comment. The City Council Chambers will be closed to the public.

2. Members of the public may observe the City Council meeting live on the City of San Dimas website at www.sandimasca.gov or on KWST Channel 3. To view from the website, select the Watch City Council Meetings blue button from the home page.

3. If you wish to make a comment during Oral Communications or on a specific agenda item, you are strongly encouraged to submit your comment via email by 5:00 P.M. on Tuesday, June 9th, 2020 to the City Clerk at [email protected]

4. If you are watching the live stream and wish to make a comment during Oral Communications or on a specific agenda item as it is being heard, please submit your comment by email, limited to 250 words or less, to the City Clerk at [email protected] before the closure of public comment on the agenda item. Every effort will be made to read your comment into the record, but some comments may not be read due to technical issues or time limitations set by the City Council.

5. You may also call in to make a comment during Oral Communications or on a specific agenda item as it is being heard. You may call (909) 394-6206 before the closure of public comment on the agenda item.

6. In compliance with the Americans with Disabilities Act, if you need special assistance to participate in the City Council meeting, please contact the City Clerk's Office at least 24 hours prior to the meeting to ensure reasonable accommodations can be considered and arranged to provide accessibility to participate in the meeting.

The City of San Dimas thanks you in advance for taking all precautions to prevent spreading the COVID 19 virus.

RESOLUTION 2020-31

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN DIMAS, CALIFORNIA, APPROVING CERTAIN DEMANDS FOR THE MONTHS OF MAY AND JUNE 2020

WHEREAS, the following listed demands have been audited by the Administration Services Manager; and

WHEREAS, the Administration Services Manager has certified as to the availability of funds for payment thereto; and

WHEREAS, the register of audited demands has been submitted to the City Council for approval.

NOW, THEREFORE, BE IT FURTHER RESOLVED that the City Council of the City of San Dimas does hereby approve the Pre-paid Warrant Register of May 31st, 2020 in the amount of $114,153.90; and Warrant Register of June 15th, 2020 in the amount of $270,655.92.

PASSED, APPROVED AND ADOPTED this 9th, day of June 2020.

______Emmett G. Badar, Mayor ATTEST:

______Debra Black, City Clerk

I HEREBY CERTIFY that Resolution 2020-31 was approved by vote of the City Council of the City of San Dimas at its regular meeting of June 9th, 2020 by the following vote:

AYES: NOES: ABSTAIN: ABSENT:

______Debra Black, City Clerk

Item 3 Page 1 Item 3 Page 2 Item 3 Page 3 Item 3 Page 4 Item 3 Page 5 Item 3 Page 6 Item 3 Page 7 Item 3 Page 8 Item 3 Page 9 Item 3 Page 10 Item 3 Page 11 Item 3 Page 12 Item 3 Page 13 Item 3 Page 14 Item 3 Page 15 Item 3 Page 16 Item 3 Page 17 Item 3 Page 18 Item 3 Page 19 Item 3 Page 20 Item 3 Page 21 Item 3 Page 22 Item 3 Page 23 Item 3 Page 24 Item 3 Page 25 Agenda Item Staff Report

To: Honorable Mayor and Members of City Council For City Council meeting of June 9, 2020

From: Brad McKinney, Acting City Manager

Initiated by: Shari Garwick, Director of Public Works

Subject: Amendment 4 to the East San Gabriel Valley Watershed Management (ESGVWM) Group Cooperative Agreement and Update the City’s Cost Share for FY 2020-2021 Using Safe Clean Water Act Funds

SUMMARY

In response to the Los Angeles Regional Water Quality Control Board’s MS4 Permit Requirements, the City developed a Watershed Management Plan (WMP) and Coordinated Integrated Monitoring Program (CIMP) with the cities of Claremont, La Verne, and Pomona. The City entered into the Cooperative Agreement on August 11, 2015. Staff is seeking Council approval of Amendment Four to the East San Gabriel Valley Watershed Management Group (ESGVWMG) Cooperative Agreement to continue Stormwater Monitoring and Funding for FY2020-2021. The agreement includes payment of $132,877 for the implementation of the CIMP and update of the WMP in order to comply State MS4 Permit Requirements.

BACKGROUND

Staff is seeking Council approval of a fourth amendment to the Cooperative Agreement with the ESGVWMG (Attachment A). The amendment includes cost sharing for the state required stormwater monitoring reporting, update to the Watershed Management Plan, project management tasks, and Safe Clean Water Program project submittals for FY 2020-2021. Due to the ongoing efforts with Stantec over the last several years for sampling and reporting requirements, and current project coordination, the group intends to continue to utilize the services of Stantec, as they are in the best position to complete the requirements established by the State.

Stantec Consulting Services, Inc, formerly WMH America Inc, has been the group’s consultant since the 2012 MS4 Permit issuance. This permit requires the group to monitor and meet water quality objectives in the watershed. Stantec has significant knowledge of the watershed, has built a great working relationship with the group, and has collaborated with Six Basins Watermaster, on behalf of the group to devise projects for the Safe Clean Water Program regional funds. Therefore, because many projects are ongoing and partially completed, the ESGVWMG voted unanimously to continue using Stantec’s services. Therefore, staff is seeking Council approval for the fourth amendment to the Cooperative Agreement with the ESGVWMG.

Item 3b Staff Report Page 1 Approve Amendments with ESGVM Group and Award Professional Services Agreement to Stantec City Council Meeting of June 9, 2020 Page 2

DISCUSSION

The City is mandated to meet numerous requirements under its MS4 permit, including stormwater quality monitoring. Over the last five years, the cities of San Dimas, Claremont, La Verne, and Pomona have shared the cost of compliance and collaborated with Stantec to meet these requirements. In addition to the Watershed Management Plan (WMP) update and storm water monitoring, the cost for this fiscal year includes three new tasks: 1) a special study at Live Oak Wash near Puddingstone reservoir to assess the constituents of concern (metals, nutrients, bacteria) within each discrete channel system: Puddingstone Channel, Marshall Canyon Channel, and Live Oak Wash; 2) an update to the Reasonable Assurance Analysis (RAA); and 3) conceptual designs for up to five project feasibility studies for the Safe Clean Water Program (Measure W) regional funding (Attachment B).

FISCAL IMPACT

The City’s share of the $656,681 proposed sole source professional services agreement with Stantec is $116,460. Funding for the recommended actions are included in the proposed FY 2020-21 within the new Safe, Clean, Water Act Fund. The City’s share is determined by the percent of the watershed within the City’s .

In addition to the Stantec’s cost, ESGVWMG members are required to pay a Lead Agency fee of 10% of the consultant’s contract cost to cover the cost associated with coordination efforts, administrative oversight, and bookkeeping services related to the consultant agreement. The City of Pomona’s staff perform this task. San Dimas’ portion of the lead agency fee is $16,417.

Based on the ESGVWMG cooperative agreement, the City of San Dimas’ portion will not exceed $132,877, per the cost share formula found in Attachment A, Amendment 1, Exhibit B-4 page 8.

RECOMMENDATION

It is recommended that the City Council take the following actions:

1) Approve Amendment Four to the cooperative agreement with the ESGVWMG to continue stormwater monitoring, update of the Watershed Management Plan, and funding for FY 2020- 21 in an amount not to exceed $132,877 (Attachment A) to meet MS4 permit requirements; and

2) Authorize the Acting City Manager to execute amendment to the cooperative agreement on behalf of the City of San Dimas.

Respectfully submitted, Lauren Marshall Administrative Analyst

Attachments: A. Amendment 1 to Cooperative Agreement including Exhibits B. Stantec Consulting Services, Inc.’s Proposal 05-20-03 sg lm

Item 3b Staff Report Page 2 FOURTH AMENDMENT TO COOPERATIVE AGREEMENT BETWEEN THE CITIES OF CLAREMONT, LA VERNE, POMONA, AND SAN DIMAS REGARDING THE ADMINISTRATION, DUTIES, AND COST SHARING FOR IMPLEMENTING THE COORDINATED INTEGRATED MONITORING PROGRAM OF THE EAST SAN GABRIEL VALLEY WATERSHED MANAGEMENT GROUP

THIS FOURTH AMENDMENT TO THE AGREEMENT (FORTH AMENDMENT) is entered into by and between the CITIES OF CLAREMONT, LA VERNE, POMONA, AND SAN DIMAS. Collectively, these entities shall be known herein as “PARTIES” or individually as “PARTY”.

RECITALS

WHEREAS, in July and August of 2015, the PARTIES’ City Councils approved the Cooperative Agreement (AGREEMENT) for the administration, duties, and cost sharing for implementation of the Coordinated Integrated Monitoring Program (CIMP) of the East San Gabriel Valley Watershed Management Group (ESGVWM Group);

WHEREAS, in September of 2017, the PARTIES’ City Councils approved the FIRST Amendment to the AGREEMENT which designated the City of Pomona as the lead agency (LEAD AGENCY);

WHEREAS, in August 2018, the PARTIES’ City Councils approved the SECOND Amendment to the AGREEMENT;

WHEREAS, in July 2019, the PARTIES’ City Councils approved the THIRD Amendment to the AGREEMENT;

WHEREAS, if all PARTIES agree in writing for future proposals for CIMP implementation with Stantec Consulting Services, Inc. (STANTEC), LEAD AGENCY can amend the Professional Services Agreements with Stantec for the implementation of the CIMP of the ESGVWM Group;

WHEREAS, Section 7.v of the AGREEMENT, allows the AGREEMENT to be amended by all PARTIES’ written consent;

WHEREAS, per the third Recital on Page 2 of the AGREEMENT, the LEAD AGENCY shall be the contracting party entering into to carry out the CIMP on behalf of the ESGVWM Group;

WHEREAS, the LEAD AGENCY entered into a Professional Services Agreement in September 2017, with Stantec for FY2017-18 and FY 2018-19 (6 months) on behalf of the ESGVWM Group in the amount not to exceed $506,638 for cost sharing as per the AGREEMENT;

WHEREAS, the LEAD AGENCY approved a FIRST AMENDMENT to the Professional Services Agreement in August 2018, with Stantec for FY2018-19 and FY2019- 20 (6 months) on behalf of the ESGVWM Group in the amount not to exceed $329,897 for cost sharing as per the AGREEMENT;

Cooperative Agreement Page 1

WHEREAS, the LEAD AGENCY approved a SECOND AMENDMENT to the Professional Services Agreement in July 2019, with Stantec for FY2019-20 on behalf of the ESGVWM Group in the amount not to exceed of $333,297 for cost sharing as per the AGREEMENT;

WHEREAS, the PARTIES, desire to enter into this FOURTH AMENDMENT to amend Section 7.v and Exhibit B-3 of the AGREEMENT to reflect a cost share of Consultant’s contract with a not to exceed for each year and allow certain PARTIES to approve future amendments to the AGREEMENT administratively.

NOW, THEREFORE, in consideration of the mutual benefits to be derived by the PARTIES, and of the promises contained in the this FOURTH AMENDMENT, and the THIRD, SECOND, and FIRST AMENDMENTS, and AGREEMENT, the PARTIES agree as follows:

1. The Recitals are true and correct and are hereby incorporated herein by this reference.

2. The LEAD AGENCY shall be the contracting party entering into contracts to carry out the CIMP on behalf of the ESGVWM Group.

3. Upon the commencement of the term of LEAD AGENCY’s consultant agreement with Stantec for CIMP implementation services, the CIMP implementation Funding Contributions in Exhibit B-3 of the AGREEMENT shall be replaced with Exhibit B-4 (attached hereto as Exhibit 1 and incorporated by reference), and the PARTIES shall, thereafter, fund CIMP implementation in accordance with Exhibit B-4 (attached).

4. Section 7.v of the AGREEMENT is hereby amended to authorize the City Manager for the CITY OF CLAREMONT to approve and execute periodic amendments to the AGREEMENT to reflect revised consultant costs, provided the CITY OF CLAREMONT’s share of the total amount of compensation does not exceed One Hundred Fifty Thousand dollars ($150,000).

5. Section 7.v of the AGREEMENT is further amended to authorize the City Manager for the CITY OF LA VERNE to approve and execute periodic amendments to the AGREEMENT to reflect revised consultant costs, provided the CITY OF LA VERNE’s share of the total amount of compensation does not exceed One Hundred Twenty- Five dollars ($125,000).

6. Adequate Consideration. The PARTIES hereto irrevocably stipulate and agree that they have each received adequate and independent consideration for the performance of the obligations they have undertaken pursuant to this FOURTH AMENDMENT.

7. Counterparts. This FOURTH AMENDMENT may be executed in duplicate originals, each of which is deemed to be an original, but when taken together shall constitute but one and the same instrument.

2

Cooperative Agreement Page 2

IN WHEREOF, the PARTIES hereto have caused this FOURTH AMENDMENT to be executed by their duly authorized representatives and affixed as of the date of signature of the PARTIES:

[Signatures on following pages]

3

Cooperative Agreement Page 3 CITY OF CLAREMONT

By Tara Schultz, City Manager Date

ATTEST: By Shelley Desautels, City Clerk Date

APPROVED AS TO FORM:

By Rutan & Tucker, City Attorney Date

4

Cooperative Agreement Page 4 CITY OF LA VERNE

By Robert Russi, City Manager Date

ATTEST: By Lupe Estrella, Assistant City Clerk Date

APPROVED AS TO FORM:

By Robert Kress, City Attorney Date

5

Cooperative Agreement Page 5 CITY OF POMONA

By James W. Makshanoff, City Manager Date

ATTEST: By Rosalia M. Butler, MMC, City Clerk Date

APPROVED AS TO FORM:

By Best Best & Krieger, City Attorney Date

6

Cooperative Agreement Page 6 CITY OF SAN DIMAS

By Brad McKinney, Acting City Manager Date

ATTEST: By Debra Black, City Clerk Date

APPROVED AS TO FORM:

By Jeff M Malawy, City Attorney Date

7

Cooperative Agreement Page 7 EXHIBIT B-4

East San Gabriel Valley Watershed Management Group

Table 1. Cost Share Formula for July 1, 2020 through June 30, 2021 90% Watershed 10% General Sub-Total * ESGVWMG Consultant Agency Contract Award Area Based Cost Allocation Contract Award Watershed Area (Based on Contract (Not to Exceed) Cost Award) Cost Allocation* Square Miles % Total of Area $656,681 $591,013 $65,668 $656,681

Claremont 7.16 18.36% $108,532 $16,417 $124,949

La Verne 5.76 14.77% $87,310 $16,417 $103,727

Pomona 19.47 49.94% $295,127 $16,417 $311,545

San Dimas 6.60 16.93% $100,043 $16,417 $116,460

Totals = 38.99 100% $591,013 $65,668 $656,681 * Contract Award multiplied by the "% Total" multiplied by 90%

Table 2. Lead Agency Coordination Table 3. Total Agency Cost

Total Not To 10% Fee For Exceed for Lead Agency ** Percentage of Agency Agency Agencies CIMP Coordination Contract Implementation For Fiscal Year (Tables 1 and 2)

Claremont $16,417 Claremont $141,366 19.6% La Verne $16,417 La Verne $120,144 16.6% Pomona $16,417 Pomona $327,962 45.4% San Dimas $16,417 San Dimas $132,877 18.4% Totals = $65,668 Totals = $722,349 100.0% **Page 2 of Agreement, 4th paragraph states 10% of the Consultant Contract Award

* Per the Cooperative Agreement, the cities share are calculated on the percent of total land area times the square miles (ESGVWMG Watershed Area column).

** The percentage of contract column is the total cost including the 10% fee to lead agency.

8

Cooperative Agreement Page 8 CITY OF POMONA

PROFESSIONAL SERVICES AGREEMENT

1. PARTIES AND DATE.

This Agreement is made and entered into this 1st day of June, 2020, by and between the City of Pomona, a California city and municipal corporation, organized under the of the State of California, with its principal place of business at 505 South Garey Avenue, Pomona, California 91766 ("City") and Stantec Consulting Services, Inc. incorporated in New York, with its principal place of business at 300 N. Lake Avenue, Suite 400, Pasadena, CA 91101("Consultant"). City and Consultant are sometimes individually referred to herein as "Party" and collectively as "Parties."

2. RECITALS.

2.1 Consultant.

Consultant desires to perform and assume responsibility for the provision of certain professional Environmental consulting services required by the City on the terms and conditions set forth in this Agreement. Consultant represents that it is experienced in providing professional Environmental consulting services to public clients, is licensed in the State of California, and is familiar with the plans of City.

2.2 Project.

City desires to engage Consultant to render such professional Environmental consulting services for the Implementation of the Coordinated Integrated Monitoring Program (CIMP) for the East San Gabriel Valley Watershed Management Group (representing the cities of Claremont, La Verne, Pomona, and San Dimas) to meet compliance with the National Pollutant Discharge Elimination System (NPDES) Municipal Storm Sewer System Permit (MS4 Permit) ("Project") as set forth in this Agreement.

3. TERMS.

3.1 Scope of Services and Term.

3.1.1 General Scope of Services. Consultant promises and agrees to furnish to the City all labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately supply the professional Environmental consulting services necessary for the Project ("Services"). The Services are more particularly described in Exhibit "A" attached hereto and incorporated herein by reference. All Services shall be subject to, and performed in accordance with, this Agreement, the exhibits attached hereto and incorporated herein by reference, and all applicable local, state and federal laws, rules and .

3.1.2 Term. The term of this Agreement shall be from July 1, 2020 to June 30, 2025, unless earlier terminated as provided herein. The City shall have the unilateral option, at its sole discretion, to renew this Agreement automatically for no more than four (4) additional one- year terms. Consultant shall complete the Services within the term of this Agreement, and shall meet any other established schedules and deadlines.

Professional Services Agreement Page 1 3.2 Responsibilities of Consultant.

3.2.1 Independent Contractor; Control and Payment of Subordinates. The Services shall be performed by Consultant or under its supervision. Consultant will determine the means, methods and details of performing the Services subject to the requirements of this Agreement. City retains Consultant on an independent contractor basis and not as an employee. Consultant retains the right to perform similar or different services for others during the term of this Agreement. Any additional personnel performing the Services under this Agreement on behalf of Consultant shall also not be employees of City and shall at all times be under Consultant's exclusive direction and control. Neither City, nor any of its officials, officers, directors, employees or agents shall have control over the conduct of Consultant or any of Consultant's officers, employees, or agents, except as set forth in this Agreement. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance of Services under this Agreement and as required by law. Consultant shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, disability insurance, and workers' compensation insurance.

3.2.2 Schedule of Services. Consultant shall perform the Services expeditiously, within the term of this Agreement, and in accordance with the Schedule of Services set forth in Exhibit "B" attached hereto and incorporated herein by reference. Consultant represents that it has the professional and technical personnel required to perform the Services in conformance with such conditions. In order to facilitate Consultant's conformance with the Schedule, City shall respond to Consultant's submittals in a timely manner. Upon request of City, Consultant shall provide a more detailed schedule of anticipated performance to meet the Schedule of Services.

3.2.3 Conformance to Applicable Requirements. All work prepared by Consultant shall be subject to the approval of City.

3.2.4 Substitution of Key Personnel. Consultant has represented to City that certain key personnel will perform and coordinate the Services under this Agreement. Should one or more of such personnel become unavailable, Consultant may substitute other personnel of at least equal upon written approval of City. In the event that City and Consultant cannot agree as to the substitution of key personnel, City shall be entitled to terminate this Agreement for cause. As discussed below, any personnel who fail or refuse to perform the Services in a manner acceptable to the City, or who are determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project or a threat to the safety of persons or property, shall be promptly removed from the Project by the Consultant at the request of the City. The key personnel for performance of this Agreement are as follows: Ed Othmer, Vice President, and Jonathan Abelson, Project Manager.

Professional Services Agreement Page 2 3.2.5 City's Representative. The City hereby designates Water Resources Director, or his/her designee, to act as its representative in all matters pertaining to the administration and performance of this Agreement ("City's Representative"). City's Representative shall have the power to act on behalf of the City for review and approval of all products submitted by Consultant but not the authority to enlarge the Scope of Work or change the total compensation due to Consultant under this Agreement. The City Manager shall be authorized to act on City's behalf and to execute all necessary documents, which enlarge the Scope of Work or change the Consultant's total compensation subject to the provisions contained in Section 3.3 of this Agreement. Consultant shall not accept direction or orders from any person other than the City Manager, City's Representative or his/her designee.

3.2.6 Consultant's Representative. Consultant hereby designates Ed Othmer, Vice President, or his/her designee, to act as its representative for the performance of this Agreement ("Consultant's Representative"). Consultant's Representative shall have full authority to represent and act on behalf of the Consultant for all purposes under this Agreement. The Consultant's Representative shall supervise and direct the Services, using his/her best skill and attention, and shall be responsible for all means, methods, techniques, sequences, and procedures and for the satisfactory coordination of all portions of the Services under this Agreement.

3.2.7 Coordination of Services. Consultant agrees to work closely with City staff in the performance of Services and shall be available to City's staff, consultants and other staff at all reasonable times.

3.2.8 Standard of Care; Performance of Employees. Consultant 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. Consultant represents and maintains that it is skilled in the professional calling necessary to perform the Services. Consultant warrants that all employees and sub- consultants shall have sufficient skill and experience to perform the Services assigned to them. Finally, Consultant represents that it, its employees and sub-consultants 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. As provided for in the indemnification provisions of this Agreement, Consultant shall perform, at its own cost and expense and without reimbursement from the City, any services necessary to correct errors or omissions which are caused by the Consultant's failure to comply with the standard of care provided for herein. Any employee of the Consultant or its sub-consultants who is determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project, a threat to the safety of persons or property, or any employee who fails or refuses to perform the Services in a manner acceptable to the City, shall be promptly removed from the Project by the Consultant and shall not be re-employed to perform any of the Services or to work on the Project.

3.2.9 Period of Performance. Consultant shall perform and complete all Services under this Agreement within the term set forth in Section 3.1.2 above (“Performance Time”). Consultant shall also perform the Services in strict accordance with any completion schedule or Project milestones described in Exhibits “A” or “B” attached hereto, or which may be separately agreed upon in writing by the City and Consultant (“Performance Milestones”). Consultant agrees that if the Services are not completed within the aforementioned Performance Time and/or pursuant to any such Project Milestones developed pursuant to provisions of this Agreement, it is

Professional Services Agreement Page 3 understood, acknowledged and agreed that the City will suffer damage.

3.2.10 Laws and Regulations; Employee/Labor Certification. Consultant shall keep itself fully informed of and in compliance with all local, state and federal laws, rules and regulations in any manner affecting the performance of the Project or the Services, including all Cal/OSHA requirements, and shall give all notices required by law. Consultant shall be liable for all violations of such laws and regulations in connection with Services. If Consultant performs any work knowing it to be contrary to such laws, rules and regulations, Consultant shall be solely responsible for all costs arising therefrom. Consultant shall defend, indemnify and hold City, its officials, directors, officers, employees, agents, and volunteers free and harmless, pursuant to the indemnification provisions of this Agreement, from any claim or liability arising out of any failure or alleged failure to comply with such laws, rules or regulations.

3.2.10.1 Employment Eligibility; Consultant. By executing this Agreement, Consultant verifies that it fully complies with all requirements and restrictions of state and federal law respecting the employment of undocumented aliens, including, but not limited to, the Immigration Reform and Control Act of 1986, as may be amended from time to time. Such requirements and restrictions include, but are not limited to, examination and retention of documentation confirming the identity and immigration status of each employee of the Consultant. Consultant also verifies that it has not committed a violation of any such law within the five (5) years immediately preceding the date of execution of this Agreement, and shall not violate any such law at any time during the term of the Agreement. Consultant shall avoid any violation of any such law during the term of this Agreement by participating in an electronic verification of work authorization program operated by the United States Department of Homeland Security, by participating in an equivalent federal work authorization program operated by the United States Department of Homeland Security to verify information of newly hired employees, or by some other legally acceptable method. Consultant shall maintain records of each such verification, and shall make them available to the City or its representatives for inspection and copy at any time during normal business hours. The City shall not be responsible for any costs or expenses related to Consultant’s compliance with the requirements provided for in Section 3.2.10 or any of its sub- sections.

3.2.10.2 Employment Eligibility; Subcontractors, Consultants, Sub- subcontractors and Sub-consultants. To the same extent and under the same conditions as Consultant, Consultant shall require all of its subcontractors, consultants, sub-subcontractors and sub-consultants performing any work relating to the Project or this Agreement to make the same verifications and comply with all requirements and restrictions provided for in Section 3.2.10.1.

3.2.10.3 Employment Eligibility; Failure to Comply. Each person executing this Agreement on behalf of Consultant verifies that they are a duly authorized officer of Consultant, and understands that any of the following shall be grounds for the City to terminate the Agreement for cause: (1) failure of Consultant or its subcontractors, consultants, sub- subcontractors or sub-consultants to meet any of the requirements provided for in Sections 3.2.10.1 or 3.2.10.2; (2) any misrepresentation or material omission concerning compliance with such requirements (including in those verifications provided to the Consultant under Section 3.2.10.2); or (3) failure to immediately remove from the Project any person found not to be in compliance with such requirements.

3.2.10.4 Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer and it shall not discriminate against any sub-consultant, employee

Professional Services Agreement Page 4 or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination. Consultant shall also comply with all relevant provisions of City's Minority Business Enterprise program, Affirmative Action Plan or other related programs or guidelines currently in effect or hereinafter enacted.

3.2.10.5 Air Quality. To the extent applicable, Consultant must fully comply with all applicable laws, rules and regulations in furnishing or using equipment and/or providing services, including, but not limited to, emissions limits and permitting requirements imposed by the Air Quality Management District (SCAQMD) and/or California Air Resources Board (CARB). Although the SCAQMD and CARB limits and requirements are more broad, Consultant shall specifically be aware of their application to "portable equipment", which definition is considered by SCAQMD and CARB to include any item of equipment with a fuel- powered engine. Consultant shall indemnify City against any fines or penalties imposed by SCAQMD, CARB, or any other governmental or regulatory agency for violations of applicable laws, rules and/or regulations by Consultant, its sub-consultants, or others for whom Consultant is responsible under its indemnity obligations provided for in this Agreement.

3.2.10.6 Safety. Consultant shall execute and maintain its work so as to avoid injury or damage to any person or property. In carrying out its Services, the Consultant shall at all times be in compliance with all applicable local, state and federal laws, rules and regulations, and shall exercise all necessary precautions for the safety of employees appropriate to the nature of the work and the conditions under which the work is to be performed. Safety precautions, where applicable, shall include, but shall not be limited to: (A) adequate life protection and lifesaving equipment and procedures; (B) instructions in accident prevention for all employees and sub-consultants, such as safe walkways, scaffolds, fall protection ladders, bridges, gang planks, confined space procedures, trenching and shoring, equipment and other safety devices, equipment and wearing apparel as are necessary or lawfully required to prevent accidents or injuries; and (C) adequate facilities for the proper inspection and maintenance of all safety measures.

3.2.11 Insurance.

3.2.11.1 Time for Compliance. Consultant shall not commence work under this Agreement until it has provided satisfactory to the City that it has secured all insurance required under this section. In addition, Consultant shall not allow any sub-consultant to commence work on any subcontract until it has provided evidence satisfactory to the City that the sub-consultant has secured all insurance required under this section. Failure to provide and maintain all required insurance shall be grounds for the City to terminate this Agreement for cause.

3.2.11.2 Types of Insurance Required. As a condition to the effectiveness of this Agreement for work to be performed hereunder, and without limiting the indemnity provisions of the Agreement, the Consultant, in partial performance of its obligations under such Agreement, shall procure and maintain in full force and effect during the term of the Agreement the following policies of insurance. If the existing policies do not meet the insurance requirements set forth herein, Consultant agrees to amend, supplement or endorse the policies to do so.

Professional Services Agreement Page 5 (A) Commercial General Liability: Commercial General Liability Insurance which affords coverage at least as broad as Insurance Services Office "occurrence" form CG 00 01, or the exact equivalent, with limits of not less than $1,000,000 per occurrence and no less than $2,000,000 in the general aggregate. costs shall be paid in addition to the limits. The policy shall contain no endorsements or provisions (1) limiting coverage for contractual liability; (2) excluding coverage for claims or suits by one insured against another (cross-liability); (3) products/completed operations liability; or (4) containing any other exclusion(s) contrary to the terms or purposes of this Agreement.

(B) Automobile Liability Insurance: Automobile Liability Insurance with coverage at least as broad as Insurance Services Office Form CA 00 01 covering "Any Auto" (Symbol 1), or the exact equivalent, covering bodily injury and property damage for all activities with limits of not less than $1,000,000 combined limit for each occurrence

(C) Workers' Compensation: Workers' Compensation Insurance, as required by the State of California and Employer's Liability Insurance with a limit of not less than $1,000,000 per accident for bodily injury and disease.

3.2.11.3 Insurance Endorsements. Required insurance policies shall contain the following provisions, or Consultant shall provide endorsements on forms approved by the City to add the following provisions to the insurance policies:

(A) Commercial General Liability: (1) Additional Insured: The City, its officials, officers, employees, agents, and volunteers shall be additional insureds with regard to liability and defense of suits or claims arising out of the performance of the Agreement. Additional Insured Endorsements shall not (1) be restricted to "ongoing operations"; (2) exclude "contractual liability"; (3) restrict coverage to "sole" liability of Consultant; or (4) contain any other exclusions contrary to the terms or purposes of this Agreement. For all policies of Commercial General Liability insurance, Consultant shall provide endorsements in the form of ISO CG 20 10 10 01 and 20 37 10 01 (or endorsements providing the exact same coverage) to effectuate this requirement. (2) Cancellation: Required insurance policies shall not be canceled or the coverage reduced until a thirty (30) day written notice of cancellation has been served upon the City except ten (10) days shall be allowed for non-payment of premium.

(B) Automobile Liability. (1) Cancellation: Required insurance policies shall not be canceled or the coverage reduced until a thirty (30) day written notice of cancellation has been served upon the City except ten (10) days shall be allowed for non-payment of premium.

(C) Workers' Compensation: (1) Cancellation: Required insurance policies shall not be canceled or the coverage reduced until a thirty (30) day written notice of cancellation has been served upon the City except ten (10) days shall be allowed for non-payment of premium. (2) Waiver of Subrogation: A waiver of subrogation stating that the insurer waives all rights of subrogation against the City, its officials, officers, employees, agents, and volunteers.

3.2.11.4 Primary and Non-Contributing Insurance. All policies of Commercial General Liability and Automobile Liability insurance shall be primary and any other insurance, deductible, or self-insurance maintained by the City, its officials, officers, employees,

Professional Services Agreement Page 6 agents, or volunteers shall not contribute with this primary insurance. Policies shall contain or be endorsed to contain such provisions.

3.2.11.5 Waiver of Subrogation. All required insurance coverages, except for the professional liability coverage, shall contain or be endorsed to waiver of subrogation in favor of the City, its officials, officers, employees, agents, and volunteers or shall specifically allow Consultant or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery against City, and shall require similar written express waivers and insurance clauses from each of its sub-consultants.

3.2.11.6 Deductibles and Self-Insured Retentions. Any deductible or self- insured retention must be approved in writing by the City and shall protect the City, its officials, officers, employees, agents, and volunteers in the same manner and to the same extent as they would have been protected had the policy or policies not contained a deductible or self-insured retention.

3.2.11.7 Evidence of Insurance. The Consultant, concurrently with the execution of the Agreement, and as a condition precedent to the effectiveness thereof, shall deliver either certified copies of the required policies, or original certificates on forms approved by the City, together with all endorsements affecting each policy. Required insurance policies shall not be in compliance if they include any limiting provision or endorsement that has not been submitted to the City for approval. The certificates and endorsements for each insurance policy shall be signed by a person authorized by that insurer to bind coverage on its behalf. At least fifteen (15 days) prior to the expiration of any such policy, evidence of insurance showing that such insurance coverage has been renewed or extended shall be filed with the City. If such coverage is cancelled or reduced and not replaced immediately so as to avoid a lapse in the required coverage, Consultant shall, within ten (10) days after receipt of written notice of such cancellation or reduction of coverage, file with the City evidence of insurance showing that the required insurance has been reinstated or has been provided through another insurance company or companies.

3.2.11.8 Acceptability of Insurers. Each such policy shall be from a company or companies with a current A.M. Best's rating of no less than A:VII and authorized to transact business of insurance in the State of California, or otherwise allowed to place insurance through surplus line brokers under applicable provisions of the California Insurance Code or any federal law.

3.2.11.9 Enforcement of Agreement Provisions (non-estoppel). Consultant acknowledges and agrees that actual or alleged failure on the part of the City to inform Consultant of non-compliance with any requirement imposes no additional obligation on the City nor does it waive any rights hereunder.

3.2.11.10 Requirements Not Limiting. Requirement of specific coverage or minimum limits contained in this Section are not intended as a limitation on coverage, limits, or other requirement, or a waiver of any coverage normally provided by any insurance.

3.2.11.11 Additional Insurance Provisions

Professional Services Agreement Page 7 (A) The foregoing requirements as to the types and limits of insurance coverage to be maintained by Consultant, and any approval of said insurance by the City, is not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by the Consultant pursuant to this Agreement, including but not limited to, the provisions concerning indemnification.

(B) If at any time during the life of the Agreement, any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, City has the right but not the duty to obtain the insurance it deems necessary and any premium paid by City will be promptly reimbursed by Consultant or City will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City may cancel this Agreement.

(C) The City may require the Consultant to provide complete copies of all insurance policies in effect for the duration of the Project.

(D) Neither the City nor any of its officials, officers, employees, agents or volunteers shall be personally responsible for any liability arising under or by virtue of this Agreement.

(E) The limits set forth herein shall apply separately to each insured against whom claims are made or suits are brought, except with respect to the limits of liability. Further the limits set forth herein shall not be construed to relieve the Consultant from liability in excess of such coverage, nor shall it limit the Consultant’s indemnification obligations to the City and shall not preclude the City from taking such other actions available to the City under other provisions of the Agreement or law.

(F) Consultant shall report to the City, in addition to Consultant’s insurer, any and all insurance claims submitted by Consultant in connection with the Services under this Agreement.

3.2.11.12 Insurance for Sub-consultants. Consultant shall include all sub- consultants engaged in any work for Consultant relating to this Agreement as additional insureds under the Consultant's policies, or the Consultant shall be responsible for causing sub-consultants to purchase the appropriate insurance in compliance with the terms of these Insurance Requirements, including adding the City, its officials, officers, employees, agents, and volunteers as additional insureds to the sub-consultant's policies. All policies of Commercial General Liability insurance provided by Consultant’s sub-consultants performing work relating to this Agreement shall be endorsed to name the City, its officials, officers, employees, agents and volunteers as additional insureds using endorsement form ISO CG 20 38 04 13 or an endorsement providing equivalent coverage. Consultant shall not allow any sub-consultant to commence work on any subcontract relating to this Agreement until it has received satisfactory evidence of sub- consultant’s compliance with all insurance requirements under this Agreement, to the extent applicable. The Consultant shall provide satisfactory evidence of compliance with this section upon request of the City.

3.2.12 Water Quality Management and Compliance.

3.2.12.1 Storm Water Management. Storm, surface, nuisance, or other waters may be encountered at various times during the Services. Consultant hereby

Professional Services Agreement Page 8 acknowledges that it has investigated the risk arising from such waters, and assumes any and all risks and liabilities arising therefrom.

3.2.12.2 Compliance with Water Quality Laws, Ordinances and Regulations. Consultant shall keep itself and all sub-contractors, staff, and employees fully informed of and in compliance with all local, state and federal laws, rules and regulations that may impact, or be implicated by the performance of the Services including, without limitation, all applicable provisions of the City’s ordinances regulating water quality and storm water; the Federal Water Pollution Control Act (33 U.S.C. § 1251, et seq.); the California Porter-Cologne Water Quality Control Act (Water Code § 13000 et seq.); and any and all regulations, policies, or permits issued pursuant to any such authority. Consultant must additionally comply with the lawful requirements of the City, and any other municipality, drainage district, or other local agency with jurisdiction over the location where the Services are to be conducted, regulating water quality and storm water discharges.

3.2.12.3 Standard of Care. Consultant warrants that all employees and subcontractors shall have sufficient skill and experience to perform the work assigned to them without impacting water quality in violation of the laws, regulations and policies described in Section 3.2.12.2 of this Agreement. Consultant further warrants that it, its employees and subcontractors have or will receive adequate training, as determined by the City, regarding these requirements as they may relate to the Services.

3.2.12.4 Liability for Non-compliance.

(A) Indemnity: Failure to comply with laws, regulations, and ordinances listed in Section 3.2.14.2 of this Agreement is a violation of federal and state law. Notwithstanding any other indemnity contained in this Agreement, Consultant agrees to indemnify and hold harmless the City, its officials, officers, agents, employees and authorized volunteers from and against any and all claims, demands, losses or liabilities of any kind or nature which the City, its officials, officers, agents, employees and authorized volunteers may sustain or incur for noncompliance with the laws, regulations, and ordinances listed above, arising out of or in connection with the Services, except for liability resulting from the sole established negligence, willful misconduct or active negligence of the City, its officials, officers, agents, employees or authorized volunteers.

(B) Defense: City reserves the right to defend any enforcement action or civil action brought against the City for Consultant’s failure to comply with any applicable water quality law, , or policy. Consultant hereby agrees to be bound by, and to reimburse the City for the costs associated with, any settlement reached between the City and the relevant enforcement entity.

(C) Damages: City may seek damages from Consultant for delay in completing the Services caused by Consultant’s failure to comply with the laws, regulations and policies described in Section 3.2.12.2 of this Agreement, or any other relevant water quality law, regulation, or policy.

3.3 Fees and Payments.

3.3.1 Compensation. Consultant shall receive compensation, including authorized reimbursements, for all Services rendered under this Agreement at the rates set forth

Professional Services Agreement Page 9 in Exhibit "C" attached hereto and incorporated herein by reference. The total compensation shall not exceed Six Hundred Fifty-Six Thousand, Six Hundred Eighty-One Dollars ($656,681) without written approval of the City Council or City Manager as applicable. Extra Work may be authorized, as described below, and if authorized, will be compensated at the rates and manner set forth in this Agreement.

3.3.2 Payment of Compensation. Consultant shall submit to City a monthly invoice, which indicates work completed and hours of Services rendered by Consultant. The invoice shall describe the amount of Services provided since the initial commencement date, or since the start of the subsequent billing periods, as appropriate, through the date of the invoice. City shall, within 30 days of receiving such invoice, review the invoice and pay all non-disputed and approved charges thereon. If the City disputes any of Consultant's fees, the City shall give written notice to Consultant within thirty (30) days of receipt of an invoice of any disputed fees set forth therein.

3.3.3 Reimbursement for Expenses. Consultant shall not be reimbursed for any expenses unless authorized in writing by City, or included in Exhibit "C" of this Agreement.

3.3.4 Extra Work. At any time during the term of this Agreement, City may request that Consultant perform Extra Work. As used herein, "Extra Work" means any work, which is determined by City to be necessary for the proper completion of the Project, but which the Parties did not reasonably anticipate would be necessary at the execution of this Agreement. Consultant shall not perform, nor be compensated for, Extra Work without written authorization from the City.

3.3.5 Rate Increases. In the event that this Agreement is renewed pursuant to Section 3.1.2, the rate set forth in Exhibit “C” may be adjusted each year at the time of renewal as set forth in Exhibit “C.”

3.4 Labor Code Requirements.

3.4.1 Prevailing Wages. Consultant is aware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq., ("Prevailing Wage Laws"), which require the payment of prevailing wage rates and the performance of other requirements on "public works" and "maintenance" projects. If the Services are being performed as part of an applicable "public works" or "maintenance" project, as defined by the Prevailing Wage Laws, and if the total compensation is $1,000 or more, Consultant agrees to fully comply with such Prevailing Wage Laws. City shall provide Consultant with a copy of the prevailing rates of per diem wages in effect at the commencement of this Agreement. Consultant shall make copies of the prevailing rates of per diem wages for each craft; classification or type of worker needed to execute the Services available to interested parties upon request, and shall post copies at the Consultant's principal place of business and at the project site. It is the intent of the parties to effectuate the requirements of sections 1771, 1774, 1775, 1776, 1777.5, 1813, and 1815 of the Labor Code within this Agreement, and Consultant shall therefore comply with such Labor Code sections to the fullest extent required by law. Consultant shall defend, indemnify and hold the City, its officials, officers, employees, agents, and volunteers free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws.

3.4.2 Registration/DIR Compliance. If the Services are being performed on a

Professional Services Agreement Page 10 public works project of over $25,000 when the project is for construction, alteration, demolition, installation, or repair work, or a public works project of over $15,000 when the project is for maintenance work, in addition to the foregoing, then pursuant to Labor Code sections 1725.5 and 1771.1, the Consultant and all sub-consultants must be registered with the Department of Industrial Relations (“DIR”). Consultant shall maintain registration for the duration of the project and require the same of any sub-consultants. This project may also be subject to compliance monitoring and enforcement by the DIR. It shall be Consultant’s sole responsibility to comply with all applicable registration and labor compliance requirements, including the submission of payroll records directly to the DIR. Any stop orders issued by the Department of Industrial Relations against Consultant or any sub-consultant that affect Consultant’s performance of services, including any delay, shall be Consultant’s sole responsibility. Any delay arising out of or resulting from such stop orders shall be considered Consultant caused delay and shall not be compensable by the City. Consultant shall defend, indemnify and hold the City, its officials, officers, employees and agents free and harmless from any claim or liability arising out of stop orders issued by the Department of Industrial Relations against Consultant or any sub-consultant.

3.4.3 Labor Certification. By its signature hereunder, Consultant certifies that it is aware of the provisions of Section 3700 of the California Labor Code, which require every employer to be insured against liability for Worker's Compensation or to undertake self-insurance in accordance with the provisions of that Code, and agrees to comply with such provisions before commencing the performance of the Services.

3.5 Accounting Records.

3.5.1 Maintenance and Inspection. Consultant shall maintain complete and accurate records with respect to all costs and expenses incurred under this Agreement. All such records shall be clearly identifiable. Consultant shall allow a representative of City during normal business hours to examine, audit, and make transcripts or copies of such records and any other documents created pursuant to this Agreement. Consultant shall allow inspection of all work, data, documents, proceedings, and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement.

3.6 General Provisions.

3.6.1 Termination of Agreement.

3.6.1.1 Grounds for Termination. City may,, by written notice to Consultant, terminate the whole or any part of this Agreement at any time and without cause by giving written notice to Consultant of such termination, and specifying the effective date thereof, at least seven (7) days before the effective date of such termination. Upon termination, Consultant shall be compensated only for those services, which have been adequately rendered to City, and Consultant shall be entitled to no further compensation. Consultant may not terminate this Agreement except for cause.

3.6.1.2 Effect of Termination. If this Agreement is terminated as provided herein, City may require Consultant to provide all finished or unfinished Documents and Data and other information of any kind prepared by Consultant in connection with the performance of Services under this Agreement. Consultant shall be required to provide such document and other information within fifteen (15) days of the request.

Professional Services Agreement Page 11 3.6.1.3 Additional Services. In the event this Agreement is terminated in whole or in part as provided herein, City may procure, upon such terms and in such manner as it may determine appropriate, services similar to those terminated.

3.6.2 Delivery of Notices. All notices permitted or required under this Agreement shall be given to the respective parties at the following address, or at such other address as the respective parties may provide in writing for this purpose:

Consultant: Stantec Consulting Services, Inc. 300 N Lake Avenue, Suite 400 Pasadena, CA 91101 ATTN: Ed Othmer, Vice President

City: City of Pomona 148 N Huntington Street Pomona, CA 91768 ATTN: Chris Diggs, Water Resources Director

Such notice shall be deemed made when personally delivered or when mailed, forty-eight (48) hours after deposit in the U.S. Mail, first class postage prepaid and addressed to the party at its applicable address. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service.

3.6.3 Ownership of Materials and Confidentiality.

3.6.3.1 Documents & Data; Licensing of . This Agreement creates a non-exclusive and perpetual license for City to copy, use, modify, reuse, or sublicense any and all copyrights, designs, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Consultant under this Agreement ("Documents & Data"). All Documents & Data shall be and remain the property of City, and shall not be used in whole or in substantial part by Consultant on other projects without the City’s express written permission. Within thirty (30) days following the completion, suspension, abandonment or termination of this Agreement, Consultant shall provide to City reproducible copies of all Documents & Data, in a form and amount required by City. City reserves the right to select the method of document reproduction and to establish where the reproduction will be accomplished. The reproduction expense shall be borne by City at the actual cost of duplication. In the event of a dispute regarding the amount of compensation to which the Consultant is entitled under the termination provisions of this Agreement, Consultant shall provide all Documents & Data to City upon payment of the undisputed amount. Consultant shall have no right to retain or fail to provide to City any such documents pending resolution of the dispute. In addition, Consultant shall retain copies of all Documents & Data on file for a minimum of fifteen (15) years following completion of the Project, and shall make copies available to City upon the payment of actual reasonable duplication costs. Before destroying the Documents & Data following this retention period, Consultant shall make a reasonable effort to notify City and provide City with the opportunity to obtain the documents.

3.6.3.2 Sub-consultants. Consultant shall require all sub-consultants to agree in writing that City is granted a non-exclusive and perpetual license for any Documents &

Professional Services Agreement Page 12 Data the sub-consultant prepares under this Agreement. Consultant represents and warrants that Consultant has the legal right to license any and all Documents & Data. Consultant makes no such representation and warranty in regard to Documents & Data which were prepared by design professionals other than Consultant or its sub-consultants, or those provided to Consultant by the City.

3.6.3.3 Right to Use. City shall not be limited in any way in its use or reuse of the Documents and Data or any part of them at any time for purposes of this Project or another project, provided that any such use not within the purposes intended by this Agreement or on a project other than this Project without employing the services of Consultant shall be at City’s sole risk. If City uses or reuses the Documents & Data on any project other than this Project, it shall remove the Consultant’s seal from the Documents & Data and indemnify and hold harmless Consultant and its officers, directors, agents and employees from claims arising out of the negligent use or re-use of the Documents & Data on such other project. Consultant shall be responsible and liable for its Documents & Data, pursuant to the terms of this Agreement, only with respect to the condition of the Documents & Data at the time they are provided to the City upon completion, suspension, abandonment or termination. Consultant shall not be responsible or liable for any revisions to the Documents & Data made by any party other than Consultant, a party for whom the Consultant is legally responsible or liable, or anyone approved by the Consultant.

3.6.3.4 Indemnification. Consultant shall defend, indemnify and hold the City, its directors, officials, officers, employees, volunteers and agents free and harmless, pursuant to the indemnification provisions of this Agreement, for any alleged infringement of any patent, copyright, trade secret, trade name, trademark, or any other proprietary right of any person or entity in consequence of the use on the Project by City of the Documents & Data, including any method, process, product, or concept specified or depicted.

3.6.3.5 Confidentiality. All ideas, memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other Documents & Data either created by or provided to Consultant in connection with the performance of this Agreement shall be held confidential by Consultant. Such materials shall not, without the prior written consent of City, be used by Consultant for any purposes other than the performance of the Services. Nor shall such materials be disclosed to any person or entity not connected with the performance of the Services or the Project. Nothing furnished to Consultant, which is otherwise known to Consultant or is generally known, or has become known, to the related industry shall be deemed confidential. Consultant shall not use City's name or insignia, photographs of the Project, or any publicity pertaining to the Services or the Project in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of City.

3.6.3.6 Confidential Information. The City shall refrain from releasing Consultant’s proprietary information ("Proprietary Information") unless the City's legal counsel determines that the release of the Proprietary Information is required by the California Public Records Act or other applicable state or federal law, or order of a of competent jurisdiction, in which case the City shall notify Consultant of its intention to release Proprietary Information. Consultant shall have five (5) working days after receipt of the Release Notice to give City written notice of Consultant's objection to the City's release of Proprietary Information. Consultant shall indemnify, defend and hold harmless the City, and its officers, directors, employees, and agents from and against all liability, loss, cost or expense (including attorney’s fees) arising out of a legal

Professional Services Agreement Page 13 action brought to compel the release of Proprietary Information. City shall not release the Proprietary Information after receipt of the Objection Notice unless either: (1) Consultant fails to fully indemnify, defend (with City's choice of legal counsel), and hold City harmless from any legal action brought to compel such release; and/or (2) a final and non-appealable order by a court of competent jurisdiction requires that City release such information.

3.6.4 Cooperation; Further Acts. The Parties shall fully cooperate with one another, and shall take any additional acts or sign any additional documents as may be necessary, appropriate or convenient to attain the purposes of this Agreement.

3.6.5 [Reserved]

3.6.6 Indemnification.

3.6.6.1 To the fullest extent permitted by law, Consultant shall defend (with counsel of City’s choosing), indemnify and hold the City, its officials, officers, employees, volunteers, and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury of any kind, in law or , to property or persons, including wrongful death, in any manner arising out of, pertaining to, or incident to any acts, errors or omissions, or willful misconduct of Consultant, its officials, officers, employees, sub-consultants or agents in connection with the performance of the Consultant’s Services, the Project or this Agreement, including without limitation the payment of all damages, fees and attorney’s fees and other related costs and expenses. Consultant's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by Consultant, the City, its officials, officers, employees, agents, or volunteers.

3.6.6.2 If Consultant’s obligation to defend, indemnify, and/or hold harmless arises out of Consultant’s performance as a “design professional” (as that term is defined under Civil Code section 2782.8), then, and only to the extent required by Civil Code section 2782.8, which is fully incorporated herein, Consultant’s indemnification obligation shall be limited to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant, and, upon Consultant obtaining a final by a court of competent jurisdiction, Consultant’s liability for such claim, including the cost to defend, shall not exceed the Consultant’s proportionate percentage of fault.

3.6.7 Entire Agreement. This Agreement contains the entire Agreement of the parties with respect to the subject matter hereof, and supersedes all prior negotiations, understandings or agreements. This Agreement may only be modified by a writing signed by both parties.

3.6.8 Governing Law; Government Code Claim Compliance. This Agreement shall be governed by the laws of the State of California. Venue shall be in Los Angeles County. In addition to any and all contract requirements pertaining to notices of and requests for compensation or payment for extra work, disputed work, claims and/or changed conditions, Consultant must comply with the claim procedures set forth in Government Code sections 900 et seq. prior to filing any against the City. Such Government Code claims and any subsequent lawsuit based upon the Government Code claims shall be limited to those matters that remain unresolved after all procedures pertaining to extra work, disputed work, claims, and/or changed conditions have been followed by Consultant. If no such Government Code claim is submitted, or if any prerequisite contractual requirements are not otherwise satisfied as specified

Professional Services Agreement Page 14 herein, Consultant shall be barred from bringing and maintaining a valid lawsuit against the City.

3.6.9 Time of Essence. Time is of the essence for each and every provision of this Agreement.

3.6.10 City's Right to Employ Other Consultants. City reserves right to employ other consultants in connection with this Project.

3.6.11 Successors and Assigns. This Agreement shall be binding on the successors and assigns of the parties.

3.6.12 Assignment or Transfer. Consultant shall not assign, hypothecate, or transfer, either directly or by operation of law, this Agreement or any interest herein without the prior written consent of the City. Any attempt to do so shall be null and void, and any assignees, hypothecates or transferees shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer.

3.6.13 Construction; References; Captions. Since the Parties or their agents have participated fully in the preparation of this Agreement, the language of this Agreement shall be construed simply, according to its fair meaning, and not strictly for or against any Party. Any term referencing time, days or period for performance shall be deemed calendar days and not workdays. All references to Consultant include all personnel, employees, agents, and sub- consultants of Consultant, except as otherwise specified in this Agreement. All references to City include its elected officials, officers, employees, agents, and volunteers except as otherwise specified in this Agreement. The captions of the various articles and paragraphs are for convenience and ease of reference only, and do not define, limit, augment, or describe the scope, content, or intent of this Agreement.

3.6.14 Amendment; Modification. No supplement, modification, or amendment of this Agreement shall be binding unless executed in writing and signed by both Parties.

3.6.15 Waiver. No waiver of any default shall constitute a waiver of any other default or breach, whether of the same or other covenant or condition. No waiver, benefit, , or service voluntarily given or performed by a Party shall give the other Party any contractual rights by custom, estoppel, or otherwise.

3.6.16 No Third-Party Beneficiaries. There are no intended third party beneficiaries of any right or obligation assumed by the Parties.

3.6.17 Invalidity; Severability. If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.

3.6.18 Prohibited Interests. Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term

Professional Services Agreement Page 15 of this Agreement, no member, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

3.6.19 Authority to Enter Agreement. Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each Party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and bind each respective Party.

3.6.20 Counterparts. This Agreement may be signed in counterparts, each of which shall constitute an original.

3.7 Subcontracting.

3.7.1 Prior Approval Required. Consultant shall not subcontract any portion of the work required by this Agreement, except as expressly stated herein, without prior written approval of City. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement.

[SIGNATURES ON NEXT PAGE]

Professional Services Agreement Page 16 SIGNATURE PAGE TO

PROFESSIONAL SERVICES AGREEMENT BY AND BETWEEN

THE CITY OF POMONA AND STANTEC CONSULTING SERVICES, INC.

CITY OF POMONA Stantec Consulting Services, Inc.

By: ______By: Chris Diggs Ed Othmer Water Resources Director Vice President

Attest:

Rosalia A. Butler, MMC, City Clerk

Approved as to Form:

______Best Best & Krieger LLP City Attorney

Professional Services Agreement Page 17 EXHIBIT "A" SCOPE OF SERVICES

Consultant shall perform this Scope of Services for implementation of the Coordinated Integrated Monitoring Program (CIMP or "Program"). The services are based on the documents submitted on behalf the East San Gabriel Valley Watershed Management Group (ESGVWMG or "Group" representing the cities of Claremont, La Verne, Pomona and San Dimas) to meet the requirements of the 2012 National Pollutant Discharge Elimination System (NPDES) Municipal Separate Storm Sewer System Permit (MS4 Permit), and future issuance of MS4 Permits.

The Scope of Services consists of five tasks: (1) Program management, (2) CIMP implementation, 93) Special Study at Live Oak Wash, (4) Watershed Management Program and (5) Safe Clean Water Program project development/submittal. The CIMP is designed using the minimum number of receiving water and outfall monitoring locations and still comply with the Los Angeles County MS4 permit. To be acceptable to the Regional Water Quality Control Board (RWQCB), the CIMP is written to cover the entire Group area and provide information equally to the Group members. Implementing the CIMP will provide a for decision support for future activities and the Adaptive Management Process.

Task 1 - Project Management

Consultant shall provide project and task management throughout the duration of the project. Consultant shall report to the City of Pomona as the lead agency for the group. Consultant will also coordinate with sub-consultants Larry Walker Associates and BL Hall through the duration of this project. The task consists of the following items.

• Consultant shall conduct one kick-off meeting with the City of Pomona, one internal field kick- off meeting, one presentation for the Annual Report, and up to 12 project status meetings. Key group members will participate in the kick-off meeting.

• Consultant shall prepare PowerPoint slideshows and conduct presentations of the Annual Report at the ESGVWMG meeting, discussing the state of the watershed.

• Consultant shall draft a revised Health and Safety Plan (HSP) and distribute pdf copies of the HSP internally prior to the start of field work.

Task 2 - CIMP Implementation

Implementation of the CIMP allows for a holistic evaluation of the impacts from MS4 discharges and informed recommendations. The CIMP implementation for the ESGVWMG monitoring consists of the following sub-tasks:

1. Equipment Purchase, Permitting, Installation, and Monthly Inspection; 2. Receiving Water and Stormwater Outfall Monitoring; 3. Data Management and Reporting

Task 2.1 - Permitting of Autosampler Equipment

Consultant shall continue efforts to obtain the Section 404 Permit, Section 408 Permit and RWQCB 401 Water Quality Certification, which are necessary to install monitoring and sampling equipment from receiving water and outfall monitoring locations in the future. Consultant shall

Professional Services Agreement Page 18 purchase the monitoring equipment necessary for this project. This equipment will consist of Teflon tubing and batteries. It is anticipated that installation of the autosampler equipment will occur under a future agreement.

Task 2.2 - Receiving Water and Stormwater Outfall Monitoring

Consultant shall collect stormwater data for constituents specified in the CIMP at three receiving water monitoring sites and three stormwater outfalls. Table 1 below summarizes the anticipated schedule of the monitoring activities for the receiving water and stormwater outfall locations. Criteria contained within the CIMP regarding conditions for qualifying wet weather and dry weather monitoring events will be followed. Collected samples will be transferred to laboratories certified by the State of California to perform the required chemical, bacteriological indicator, and toxicity analyses. Selected laboratories will meet the approved/modified detection and reporting limits specified in the CIMP and MS4 Permit.

Consultant assumes that toxicity will not be exceeded and no Toxicity Identification Evaluations (TIEs) will need to be conducted. If a TIE is required, then Consultant shall work with the City of Pomona to evaluate the next steps.

Consultant shall communicate to the City of Pomona prior to the precipitation event and upon mobilization of sampling team. The notification shall specify:

• Anticipated start time and date of the monitoring event; • Anticipated highest total amount of rain during any given 24-hour period during the event; • Probability of the precipitation; • Source(s) of weather prediction; • Name and cell phone number of Consultant’s monitoring event coordinator.

Field leads will be present during the wet-weather events to provide equipment trouble shooting and guidance to the monitoring teams during the collection of stormwater samples.

Task 2.3 - Data Management and Reporting

Consultant shall analyze stormwater data for constituents specified in the CIMP at three receiving water monitoring sites and three stormwater outfalls. (Consultant will have separate individuals perform the data collection and data evaluation in order to maintain an unbiased QA/QC review.) Consultant shall utilize developed templates and data processing tools that efficiently receive electronic data from laboratories, identify out-of-range results, perform data qualification, and export data to a State Water Resources Control Board Surface Water Ambient Monitoring Program (SWAMP) compatible format.

Post-event Monitoring Reports

For each monitoring event, Consultant shall provide Post-event Monitoring Reports within three weeks following receipt of laboratory monitoring data that have been quality checked and validated. Post-event monitoring reports will consist of:

• Summary of the monitoring event, • Copies of field logs; • Analytical data; • Flow and rainfall data

Professional Services Agreement Page 19 • Hydrographs and hyetographs; • Photo documentation; and • Field forms and documentation photos.

Semi-Annual and Annual Report

Consultant shall provide a Semi-Annual report for the 2020/21 monitoring season, as well as a draft and final Annual Report for the 2019/2020 monitoring season. The Semi-Annual report consists of raw data from the year-to-date monitoring events. The draft and final Annual Report compile the full year of data and provide a summary of the monitoring events. Additionally, to support adaptive management, the draft and final Annual Report will compare observed runoff volumes and pollutant concentrations to those predicted by the ESGV RAA model. Recommendations for capital projects and observations based on over- or under-predicted volumes/concentrations will be provided, including whether zinc exceedances are as frequent as predicted during RAA development.

The Semi-Annual report shall be submitted electronically in excel format. The draft Annual report shall be submitted electronically in word and PDF format. The final Annual report will be prepared within three weeks of receipt of a single compiled set of draft report comments. The final Annual Report shall be delivered as a PDF format on a CD for submittal to the Regional Water Quality Control Board (RWQCB). Cities shall provide individual forms prior to Consultant completing a watershed form.

Task 3 – Special Study at Live Oaks Wash

The Live Oaks Wash compliance site (LOW) near Pudding Stone Reservoir is a TMDL Long Term Assessment Site. The compliance monitoring site is located downstream of the confluence of three open channel systems, named Puddingstone Channel, Marshall Canyon Channel, and Live Oak Wash.

Consultant shall complete one additional year of this special study to assess the constituents of concern (metals, nutrients, bacteria) within each discrete channel system. Table 2 provides the anticipated schedule of monitoring activities for this special study. Stormwater samples will be transferred to laboratories certified by the State of California to perform the required chemical, bacteriological indicator, and toxicity analyses. Selected laboratories will meet the approved/modified detection and reporting limits identified in the CIMP and MS4 Permit. Samples will be collected concurrently with sampling collection activities described in Task 2.2. This data will not be reported to the RWQCB as it is for research purposes and separate from the compliance monitoring. The deliverable of the special study will be a draft and final Technical Memo in PDF and word format that summarizes the findings over the 2019/20 and 2020/21 study period.

Task 4 – Watershed Management Program Update

The existing WMP has not been substantially updated since July 2015. Consultant shall update the WMP through an adaptive management process considering the following:

1. Progress toward achieving interim and/or final water quality-based effluent limitations and/or receiving water limitations in Part VI.E and Attachments L through R of the Permit, according to established compliance schedules;

Professional Services Agreement Page 20 2. Progress toward achieving improved water quality in MS4 discharges and achieving receiving water limitations through implementation of the watershed control measures based on an evaluation of outfall-based monitoring data and receiving water monitoring data; 3. Achievement of interim milestones; (4) Re-evaluation of the water quality priorities identified for the WMA based on more recent water quality data for discharges from the MS4 and the receiving waters and a reassessment of sources of pollutants in MS4 discharges; 4. Availability of new information and data from sources other than ESGV Watershed Management Group’s monitoring program that informs the effectiveness of the actions implemented by the Group; 5. Regional Water Board recommendations; and 6. Recommendations for modifications to the WMP solicited through a public participation process.

Based on the results of the adaptive management process, Consultant shall develop any modifications, including where appropriate new compliance deadlines and interim milestones, with the exception of those compliance deadlines established in a TMDL, necessary to improve the effectiveness of the WMP in the Annual Report.

Consultant shall also update the WMP according to the subtasks below to reflect the current understanding of the watershed by addressing the State Water Resources Control Board (SWRCB) concerns. These concerns were detailed in the Draft Order - Review of Approval of Watershed Management Programs and an Enhanced Watershed Management Program Submitted Pursuant to Los Angeles Regional Water Quality Control Board Order R4-2012-0175. The WMP will also be revised to incorporate the results of the 2019 Six Basins Stormwater Capture Feasibility Study.

Water Quality Identification and Prioritization

Consultant shall confirm current water quality conditions identified in the existing WMP against the data collected as part of the CIMP. This task will serve as the basis for the Group to establish, confirm or deviate from existing planned watershed control measures. Consultant shall also confirm the attainment of interim TMDL milestones as a part of this review. Consultant shall then complete a source assessment to identify MS4 and non-MS4 pollutant sources. The source assessment will address the following two provisions of the Draft 2020 MS4 Permit:

• Special studies conducted pursuant the Permittee(s) monitoring and reporting program or TMDLs; and • Locations of the Permittees’ MS4s, including, at a minimum, all MS4 major outfalls and major structural controls for storm water and non-storm water that discharge to receiving waters.

Results from the source assessment will then be used to determine what sources are likely causing or contributing to the observed exceedances in Receiving Water Limitations. Consultant shall then develop a table that organizes pollutants by fate and transport characteristics into pollutant-waterbody combinations (PWBCs). The PWBCs will then be further organized by addressability by similar control measures and schedules.

The results of this task will be summarized in two (2) technical memoranda for the Group’s

Professional Services Agreement Page 21 comments and approval:

• Existing Water Quality Conditions, Pollutant Sources and Source Assessment • Confirmation of Interim TMDL Milestones

New Development and Re-Development Effectiveness Tracking

Consultant shall gather and compile information on existing systems used by the Group to track New Development and Re-Development activities and associated post-construction BMPs. Consultant shall identify missing information considered to be essential to measuring the compliance credit to be claimed by project implementing low impact development. Consultant shall provide the Group with recommendations to standardize effectiveness tracking and to centralize data collection with reliable systems. The deliverable for this task will be a template to summarize existing tracking processes and summarized information in the templatized form based upon the individual watershed forms provided to date.

Reasonable Assurance Analysis (RAA)

The RAA is the compliance mechanism to meet the Water Quality-Based Effluent Limits (WQBELs) and Receiving Water Limitations (RWLs) provisions of the MS4 Permit. Consultant shall update the RAA applying the Watershed Management Modeling System (WMMS) developed by the County of LA.

Consultant shall update the WMMS model by:

• Updating meteorological data (85%-24-hr Design Storm) • Updating land use information • Updating impervious area information • Updating the jurisdiction-based load reduction goals • Recalibrating model based upon observed CIMP data (2015-2019) • Inputting identified regional BMPs

Consultant shall then utilize WMMS to determine the volume of stormwater needed to be captured/treated within each sub-watershed in each jurisdiction to achieve zinc, E coli, and nitrogen load reduction goals. It is assumed that zinc, E. coli, and nitrogen are the limiting pollutants in the watershed. A reduction in the limiting pollutant will correspond to a reduction is pollutants with similar fate and transport. Based upon collected monitoring data, required volume of stormwater captured from previous iterations on the WMP may be reduced based upon the CIMP collected monitoring data.

Once the volume capture requirement is established, Consultant shall establish shortfalls for compliance with stormwater capture goals (i.e., sub-watersheds with not enough or no planned projects). The group can utilize Consultant to develop projects as a part of Task 5 of this proposal in order to address shortfalls. Consultant shall also prepare a list of “unit BMPs” in order to gain capture credit. The presented “unit BMPs” will provide each Member Agency with flexibility for determining which of the BMPs to implement in its jurisdiction. A “unit BMP” is defined as a cost per capture volume of water for a particular design scenario. For example, a unit Regional BMP will capture/treat 1 AF of stormwater for a unit cost. This will allow the group to estimate implementation costs while not designing specific projects.

Professional Services Agreement Page 22 The deliverables for this task will be two (2) technical memoranda and 1 set of model files:

• Approach to Updating the RAA • RAA Outcomes, Finding and Results • Calibrated RAA Model Files

Develop Watershed Management Program (WMP) Schedules and Cost Estimates

Following the update of the RAA, Consultant shall develop a schedule. The schedule will detail the timeline from WMP approval to the end of the MS4 Permit term. Beyond the permit term, the schedule will detail a higher-level, longer-term attainment of final compliance. The MS4 Permit requires detailed BMP schedules for the years within the MS4 Permit term. Therefore, Consultant, in conjunction with the Group, will prepare language that details clear directives as to which components constitute definite, enforceable benchmarks for inclusion in the WMP. The schedule will consider assessment of the Group’s funding forecasts.

The deliverable for this task will be a Technical Memorandum providing compliance schedule, numeric interim water quality objectives from the MS4 Permit, cost estimates and implementation schedule.

Preparation of Watershed Management Program

After the completion of the RAA update and Schedule, Consultant shall review the prioritization and sequencing of management actions in concert with the Group in a focused meeting. Based upon the results of the meeting and previous Task 4 deliverables, Consultant shall provide a Draft and Final WMP document for submittal to the RWQCB.

Task 5 – SCW Project Development/Submittal

Consultant shall complete the conceptual design and submittal of up to 5 feasibility studies to the Safe Clean Water Program for regional funding, as directed by Group. The feasibility studies will meet the minimum feasibility requirements outlined within the Safe Clean Water Program, and will consist of:

1. A detailed description of the proposed project. 2. If the project is located within a Disadvantaged Community (DAC), a summary of how the project will benefit that DAC and a discussion of measures on displacement avoidance. 3. An engineering analysis of the proposed project, including site conditions, design schematic, capture area, 24-hour storm capacity, and event-based design details. Figures will be prepared to show the design schematic, land use within the capture area, and site conditions. Conceptual approval from LA County Flood Control District (LACFCD) will be provided if the project involves LACFCD infrastructure, facilities, or right-of-way. 4. A lifecycle cost estimate, including capital and annual costs. 5. An estimated schedule to design, obtain permits, construct, operate and maintain the project. 6. A monitoring plan to measure the effectiveness of the proposed project once completed, including metrics specific to the identified benefits. 7. A plan for how operations and maintenance of the project will be carried out. An initial letter of support from the Municipality in which the project is proposed will be provided to show concurrence with the plan for operations and maintenance.

Professional Services Agreement Page 23 8. A water supply analysis, including benefit magnitude and cost effectiveness. 9. A summary of community investment benefits. 10. A description of how nature-based solutions are utilized to the maximum extent feasible, or if not used, a description of what options for nature-based solutions were considered and why they were not feasible. 11. A summary of the other sources of funding that are being leveraged for project costs (if applicable), or if no other sources of funding are being utilized, a summary of what other sources of funding were explored and/or why funding could not be secured through these other sources. 12. An acknowledgment that eligible expenditures are only those incurred on or after November 6, 2018. 13. A summary of local support for the project, including any outreach/engagement to solicit, address, and incorporate stakeholder input, which should also address any issues related to displacement and gentrification. 14. An assessment of potential CEQA-related and permitting challenges and associated time requirements and costs. 15. A plan to incorporate vector minimization into the project design, operations, and maintenance. 16. A description of alternatives that were considered and evaluated as part of the project development. 17. A review of the effectiveness of similar types of projects already constructed, when available. 18. A summary of any legal requirements or obligations that may arise as a result of constructing the project, and how those requirements will be satisfied.

Professional Services Agreement Page 24 EXHIBIT "B" SCHEDULE OF SERVICES

The project has an assumed start date of July 1, 2020 and end date of June 30, 2021. A detailed project schedule with key milestones, deliverables, and activity durations for this project.

Professional Services Agreement Page 25 EXHIBIT "C" COMPENSATION

The total estimated fee for the above scope of work is $656,681. Consultant shall charge on a time-and-materials basis in accordance with the terms and conditions of a mutually agreeable contract.

ESGV Watershed Management Program Support Services Stantec Fee Estimate - 2020/2021 Monitoring Season

Contract Hourly Rate ACTIVITY DESCRIPTION

Activity No. Activity Description TOTAL PROJECT COST 1.0 Task 1 – Project Management, Coordination, & Meetings $ 52,211 1.1 Kick-Off Meeting $ 1,806 1.2 Project Meetings, Preparation of Agendas and Minutes (12) $ 17,152 1.3 Field Kick-Off Meeting $ 6,276 1.4 Presentation of Draft Annual Report (1) $ 1,092 1.5 Project Management, Project Schedule, Monthly Updates $ 23,544 1.6 Revised HSP $ 2,341 2.0 Task 2 - CIMP Requirements $ 321,905 2.1 Permitting of Autosampler Equipment $ - 2.1.1 Equipment Purchase $ 10,205 2.1.2 Equipment Permitting $ 30,360 2.2 Receiving Water and Stormwater Outfall Monitoring $ - Monitoring and Sampling Activities (Inc. Special Study 2.2.1 $ 203,369 Samples) 2.3 Data Management and Reporting Methodology $ - 2.3.1 Semi-Annual Report (1) $ 3,583 Post Event Monitoring Reports 7 events (3 wet 4 dry per year 2.3.2 $ 19,404 for 1 year) 2.3.3 Annual Report $ - 2.3.3.1 Draft Annual Report (1) $ 38,697 2.3.3.2 Final Annual Report (1) $ 16,287 3.0 Task 3 - Special Study at Live Oaks Wash $ 44,813 3.1 Draft and Final Report $ 44,813 Task 4 - Watershed Management Plan Adaptive 4.0 $ 163,532 Management 4.1 Water Quality Identification and Prioritization $ 20,574 New Development and Re-Development Effectiveness 4.2 $ 5,714 Training 4.3 Reasonable Assurance Analysis $ 92,544 Develop Watershed Management Program (WMP) Schedules 4.4 $ 13,184 and Cost Estimates 4.5 Preparation of Watershed Management Program $ 31,516 5.0 Task 5 - SCW Project Development/Submittal $ 74,220 5.1 SCW Project Development/submittal (5) $ 74,220 TOTAL $ 656,681

Professional Services Agreement Page 26 Agenda Item Staff Report

To: Honorable Mayor and Members of City Council For the meeting of June 9, 2020

From: Jeff Malawy, City Attorney

Subject: Consideration of Appointment of Brad McKinney as Interim City Manager, Approval of Interim City Manager Employment Contract, and Update to City’s Pay Plan and Reimbursement Schedule To Add Interim City Manager Salary ______

SUMMARY Approval of the attached resolutions would appoint Brad McKinney as the City’s Interim City Manager, approve the Interim City Manager employment contract, and update the City’s pay plan and reimbursement schedule to include the salary of the Interim City Manager.

BACKGROUND

The City’s former City Manager recently retired from the City. As a result, the permanent position of City Manager is currently vacant.

Since May 13, 2020, the Assistant City Manager, Brad McKinney, has been the Acting City Manager. Since his appointment as Acting City Manager, he has negotiated with the City the salary, terms and conditions for his appointment as Interim City Manager.

DISCUSSION

Appointment of Mr. McKinney as Interim City Manager

Approval of the resolution included as Attachment “A” would appoint Mr. McKinney as Interim City Manager and approve the Interim City Manager Employment Contract, which is Attachment “B.”

The terms and conditions of Mr. McKinney’s employment as Interim City Manager are summarized below.

• Salary: $18,000 per month.

Item 3c Page 1 • Benefits

o Consistent with Mr. McKinney’s current benefits as Assistant City Manager, except as specified below.

o Automobile allowance of $400 per month, as provided to the City Manager.

o City to pay cost of bonds required for position of City Manager. • Right to reappointment to Assistant City Manager position in any of the following events: i) resignation by Mr. McKinney; ii) termination of Interim City Manager agreement by the City without cause; or iii) appointment of a permanent City Manager.

o Upon reappointment to the position of Assistant City Manager, Mr. McKinney would be entitled to the same salary and benefits as he received prior to appointment to the position of Interim City Manager.

Update to Salary Schedule

The City Council most recently updated the City’s Pay Plan and Reimbursement Schedule on March 24, 2020 by the adoption of Resolution 2020-17. This resolution added the classification of Building Permit Technician to the pay plan and reimbursement schedule.

The resolution included as Attachment “C” would rescind Resolution 2020-17 and update the City’s pay plan and reimbursement schedule to include the salary for the position of Interim City Manager. The addition of this position is the only proposed update. The addition of the Interim City Manager position fulfills the Government Code requirement that the compensation for an out- of-class appointment be made pursuant to a publicly available pay schedule. (Government Code §20480(c).)

RECOMMENDATION

Staff recommends that Council consider:

1. Adoption of Resolution 2020-32- Appointing Brad McKinney as Interim City Manager and Approving Interim City Manager Employment Agreement 2. Adoption of Resolution 2020-33- Amending Pay Plan and Reimbursement Schedule to Add the Classification of Interim City Manager

Respectfully submitted,

Jeff Malawy City Attorney

Item 3c Page 2

Attachment A: Resolution 2020-32 - Appointing Brad McKinney as Interim City Manager and Approving Interim City Manager Employment Agreement

Attachment B: City of San Dimas Interim City Manager Employment Agreement

Attachment C: Resolution 2020-33- Amending Pay Plan and Reimbursement Schedule to Add the Classification of Interim City Manager

Item 3c Page 3 RESOLUTION 2020-32

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN DIMAS, COUNTY OF LOS ANGELES, APPOINTING BRAD MCKINNEY AS INTERIM CITY MANAGER AND APPROVING INTERIM CITY MANAGER EMPLOYMENT AGREEMENT

WHEREAS, the City’s former City Manager recently announced his retirement; and

WHEREAS, Brad McKinney, the City’s Assistant City Manager, was designated by the City Council as Acting City Manager effective May 13th, 2020, and thereafter Mr. McKinney and the City commenced negotiations for him to serve as Interim City Manager; and

WHEREAS, it is the desire of the City Council to contract with Mr. McKinney to serve in the position of Interim City Manager until a permanent City Manager is hired; and

WHEREAS, based on his qualifications and ability, the City Council desires to appoint Mr. McKinney as the City’s Interim City Manager and to approve an employment contract with Mr. McKinney setting forth the salary, terms and conditions of his employment as Interim City Manager.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN DIMAS, CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:

SECTION 1. That the foregoing recitals are true and correct and are incorporated herein by this reference.

SECTION 2. That Brad McKinney, the City’s Assistant City Manager, is appointed to be the Interim City Manager for the City. Mr. McKinney’s salary as Interim City Manager will be $18,000 per month.

SECTION 3. That the City Council approves the City of San Dimas Interim City Manager Employment Agreement between the City and Brad McKinney, attached as Attachment B to the staff report for this agenda item, which reflects the salary, terms and conditions of Mr. McKinney’s employment as Interim City Manager. The Mayor is authorized to execute the employment agreement on behalf of the City.

PASSED, APPROVED AND ADOPTED this 9th, day of June, 2020.

______Emmett G. Badar, Mayor

Item 3c Page 4

ATTEST:

______Debra Black, City Clerk

I, Debra Black, City Clerk, hereby certify that Resolution 2020-32 was adopted by the City Council of San Dimas at a regular meeting on June 9th, 2020 by the following vote:

AYES: NOES: ABSENT: ABSTAIN:

______Debra Black, City Clerk

Item 3c Page 5 CITY OF SAN DIMAS

INTERIM CITY MANAGER EMPLOYMENT AGREEMENT

This INTERIM CITY MANAGER EMPLOYMENT AGREEMENT (“Agreement”) is entered into and made effective the 9th day of June 2020, by and between the CITY OF SAN DIMAS, a general law city and municipal corporation (“City”) and BRAD MCKINNEY, an individual (“Employee”).

R E C I T A L S

WHEREAS, effective the 11th day of June 2019, Employee was hired as the City’s Assistant City Manager, which position is not an at-will position pursuant to Section 8(a) of the City’s Personnel Rules & Regulations (“Personnel Rules”); and

WHEREAS, the City’s former City Manager recently announced his retirement effective May 22, 2020; and

WHEREAS, Employee was designated by the City Council of the City of San Dimas (hereinafter the “City Council”) as its Acting City Manager effective May 13, 2020, and thereafter Employee and the City commenced negotiations for Employee to serve as Interim City Manager; and

WHEREAS, the most recent pay plan and reimbursement schedule for employees of the City is established pursuant to Resolution 2020-17 and benefits for employees of the City are established pursuant to the City’s Personnel Rules; and

WHEREAS, it is the desire of the City Council to contract with Employee to serve in the position of Interim City Manager for the City to temporarily fill the position of City Manager, which position is prescribed by state law and the City’s Municipal Code; and

WHEREAS, California Government Code Section 34852 provides that an ordinance establishing a City Manager form of government shall define the powers and duties of the City Manager; and

WHEREAS, the powers and duties of the City Manager of the City are set forth at San Dimas Municipal Code Section 2.24.070; and

WHEREAS, based on Employee’s qualifications and ability, the City Council desires to employ Employee to serve as the Interim City Manager for the City effective upon its approval of this Agreement on June 9, 2020; and

WHEREAS, Employee desires to temporarily perform and assume responsibility for the provision of City Manager services to the City on an interim basis and upon the conclusion of his services as Interim City Manager he shall return to the performance of his duties as Assistant City Manager earning the same salary and enjoying the same benefits as immediately prior to the Effective Date of this Agreement; and

Item 3c Page 6 WHEREAS, the parties wish to establish the terms and conditions of Employee’s provision of City Manager professional services to the City and its related agencies on an interim basis through this Agreement.

NOW, THEREFORE, in consideration of the mutual covenants contained herein, the City and Employee hereby agree as follows:

A G R E E M E N T

1.0 EMPLOYMENT & DUTIES

1.1 Duties. City hereby employs Employee as Interim City Manager for the City to perform the functions and duties of the City Manager on an interim basis, as specified in the City Manager job description on file in City Hall, the City’s Municipal Code, and in the Government Code of the State of California, and to perform such other legally permissible and proper duties and functions as the City Council shall, from time-to-time, direct or assign. Employee shall devote his best efforts and full-time attention to performance of these duties. During the term of this Agreement, Employee will only perform the duties of Interim City Manager. Employee acknowledges that the assigned duties include services to the Successor Agency to the former San Dimas Redevelopment Agency, San Dimas Public Financing Authority and San Dimas Housing Authority.

1.2 Work Schedule. It is recognized that Employee is expected to engage in the hours of work that are necessary to fulfill the obligations of the position, must be available at all times, and must devote a great deal of time outside the normal office hours to the business of the City. Employee acknowledges that proper performance of the duties of Interim City Manager will require Employee to generally observe normal business hours, as set by the City and may be duly revised from time-to-time (currently 7:30 a.m. to 5:30 p.m., Monday through Thursday and until 4:30 p.m. on Friday), and will also often require the performance of necessary services outside of normal business hours. Notwithstanding the foregoing, the City will permit Employee such reasonable “time off” as is customary for exempt employees of the City, so long as the time off does not interfere with normal business. Employee’s compensation (whether salary or benefits or other allowances) is not based on hours worked, and Employee shall not be entitled to any compensation for overtime.

1.3 Other Activities. Employee shall focus his professional time, ability, and attention to City business during the term of this Agreement. Employee shall not engage, without the express prior written consent of the City Council, in any other business duties or pursuits whatsoever, or directly or indirectly render any services of a business, commercial, or professional nature to any other person or organization, whether for compensation or otherwise, that is or may be competitive with the City, that might cause a conflict-of-interest with the City, or that otherwise might interfere with the business or operation of the City or the satisfactory performance of the functions and duties of Interim City Manager.

1.4 Employment Status. Upon appointment to the Interim City Manager position, Employee shall serve as Interim City Manager at the will and pleasure of the City Council pursuant to San Dimas Municipal Code § 2.24.020. Employee understands that such appointment is “at-will” and he shall be subject to summary dismissal as Interim City Manager without any right of notice or hearing except as expressly provided in this Agreement, including any so-called due process pre-disciplinary “Skelly” hearing. Subject to Article 4.0 (entitled “Right to

Item 3c Page 7 Reappointment to Assistant City Manager Position”), the City may terminate Employee as Interim City Manager at any time in accordance with Section 3.4 below. Employee’s at-will employment status as Interim City Manager shall not impact Employee’s employment status as Assistant City Manager upon termination of this Agreement.

1.5 City Documents. All data, studies, reports and other documents prepared by Employee while performing his duties during the term of this Agreement shall be furnished to and become the property of the City, without restriction or limitation on their use. All ideas, memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other materials either created by or provided to Employee in connection with the performance of this Agreement shall be held confidential by Employee to the extent permitted by applicable law, except as may be required by any governmental agency or court of competent jurisdiction. Such materials shall not be used by Employee, without the prior written consent of the City Council, for any purposes other than the performance of his duties. Additionally, no such materials may be disclosed to any person or entity not connected with the performance of services under this Agreement, except as required by (a) law, (b) any governmental agency, (c) subpoena, or (d) an order issued by a court of competent jurisdiction.

1.6 Exclusion from Competitive Service. Employee understands, acknowledges and agrees that the position of City Manager is exempt from the City’s competitive service pursuant to San Dimas Municipal Code §2.30.050(A).

1.7 FLSA Exempt Status. Employee agrees that the position of Interim City Manager is that of an exempt employee for the purposes of the Fair Labor Standards Act (“FLSA”).

2.0 COMPENSATION AND REIMBURSEMENT

2.1 Compensation. For the services rendered pursuant to this Agreement, Employee’s base compensation shall be Eighteen Thousand Dollars and No Cents ($18,000.00) per month (“Salary”) retroactive to and including May 13, 2020, which shall be paid on a pro-rated basis bi-weekly at the same time as other employees of the City are paid. Such Salary shall be adjusted for payroll taxes, workers’ compensation, and other payroll-related liability costs.

2.2 CalPERS Reporting. Employee acknowledges that the City makes no representation, and Employee shall not rely on any representation, that the difference in compensation provided in this Agreement and the compensation provided to Employee as Assistant City Manager will be treated as “compensation earnable” under CalPERS laws and regulations for purposes of calculating his CalPERS service retirement benefits.

3.0 TERM

3.1 Commencement & Effective Date. Employee commenced services as Acting City Manager effective May 13, 2020. Employee shall commence his services hereunder as Interim City Manager, following approval of this Agreement by the City Council, on June 9, 2020 or such later date upon which the City Council and Employee may mutually agree (“Effective Date”). In either event such date will also be deemed the effective date of this Agreement.

Item 3c Page 8 3.2 Term. The term of this Agreement shall begin on the Effective Date. This Agreement may be terminated at any time in accordance with Section 3.3 and 3.4, subject to Article 4.0 (entitled “Right to Reappointment to Assistant City Manager Position”). This Agreement may be extended for such an additional term(s) as Employee and Council mutually deem appropriate, as evidenced by a writing signed by both parties.

3.3 Termination by Employee. Employee may terminate this Agreement at any time, provided Employee provides the City Council with at least five (5) business days’ advance written notice. In the event Employee terminates this Agreement, Employee shall automatically revert to the position of Assistant City Manager earning the same salary and enjoying the same benefits as immediately prior to the Effective Date of this Agreement. No severance shall be due to Employee in the event of Employee’s termination of this Agreement.

3.4 Termination by City. The City Council may terminate this Agreement at any time with or without cause, by providing written notice of the reason(s), subject to Article 4.0 (entitled “Right to Reappointment to Assistant City Manager Position”) below. The City Council’s right to terminate Employee pursuant to this Section 3.4 shall not be subject to or in any way limited by the City’s Personnel Rules or past City practices related to the employment, discipline or termination of the City’s employees. Employee expressly waives any rights provided for the City Manager under the City’s Personnel Rules, Municipal Code, or under other state or federal law to any other form of pre- or post-termination hearing, appeal, or other administrative process pertaining to termination, including Section 2.24.060 of the San Dimas Municipal Code pertaining to City Manager suspension or removal from office. Nothing herein, however, shall be construed to create a property interest, where one does not exist by , in the position of City Manager. No severance shall be due to Employee in the event of the City’s termination of this Agreement.

(a) Termination by City for Cause. The City may terminate this Agreement and Employee’s employment with the City for cause at any time by providing Employee with five (5) business days’ written notice of the termination for cause and the facts and grounds constituting such cause. The term “cause” shall be defined to include any of the following: 1) résumé fraud or other acts of material dishonesty, 2) unauthorized absence or leave, 3) conviction of a misdemeanor involving moral turpitude (i.e., offenses contrary to , honesty, or morality) or conviction of a felony under California law, 4) use or possession of illegal drugs, 5) corrupt or willful misconduct in office, including any illegal or unethical act involving personal gain, and 6) “abuse of office or position” as defined in Government Code §53243.4 (i.e., waste, fraud, and violation of the law under color of authority and crimes against public justice, including crimes involving bribery and corruption). For any of the foregoing, the City may, in its discretion, place Employee on paid or unpaid administrative leave until resolution. If the City terminates for cause this Agreement and/or the services of Employee hereunder, then Employee shall have no right to revert to the position of Assistant City Manager.

(b) Termination by City Council Without Cause. The City Council may terminate Employee’s appointment as Interim City Manager without cause at any time based upon management reasons such as implementing the City’s goals or policies, including but not limited to (i) change of administration or (ii) incompatibility of management styles, subject to Article 4.0 (entitled “Right to Reappointment to Assistant City Manager Position”) below.

Item 3c Page 9 (c) Automatic Termination Due to Appointment of Permanent City Manager. This Agreement shall automatically terminate as of the effective date of the appointment of a permanent City Manager. In such event, Employee shall be reappointed to the position of Assistant City Manager as provided in Article 4.0 (entitled “Right to Reappointment to Assistant City Manager Position”) below.

4.0 RIGHT TO REAPPOINTMENT TO ASSISTANT CITY MANAGER POSITION

In the event this Agreement: i) is terminated by Employee as provided in Section 3.3, ii) is terminated by the City without cause as provided in Section 3.4(b), or iii) automatically terminates due to the appointment of a permanent City Manager as provided in Section 3.4(c), then Employee shall be reappointed to the position of Assistant City Manager earning the same salary and enjoying the same benefits as immediately prior to the Effective Date of this Agreement. The parties agree that the position of Assistant City Manager is not an at-will position, pursuant to Section 8(a) of the City’s Personnel Rules.

5.0 BENEFITS

5.1 Continuation of Benefits. Except as otherwise provided in this Article 5.0, during the term of this Agreement Employee shall continue to receive the same benefits he received as Assistant City Manager prior to the Effective Date of this Agreement, including those provided in Section 2, 3, 4, 5, 6, 8 and 10 of Resolution 2020-17 or the current resolution establishing the pay plan and reimbursement schedule for City employees.

5.2 Automobile Allowance. During the term of this Agreement, Employee shall receive four hundred dollars ($400.00) as a monthly allowance for car expenses.

6.0 BONDS AND INDEMNIFICATION

6.1 Indemnification. To the extent mandated by the California Government Code, the City shall defend, hold harmless, and indemnify Employee against any , professional liability, claim or demand, or other legal action arising out of an alleged act or omission occurring in the performance of Employee’s services under this Agreement. This section shall not apply to any intentional tort or crime committed by Employee, to any action outside the course and scope of the services provided by Employee under this Agreement, or any other intentional or malicious conduct or gross negligence of Employee.

6.2 Bonds. City shall bear the full cost of any fidelity or other bonds, which may be required in the performance of Employee’s services under this Agreement.

7.0 GENERAL PROVISIONS

7.1 Entire Agreement. This Agreement represents the entire agreement between the parties and supersedes any and all other agreements, either oral or in writing, between the parties with respect to Employee’s employment by the City and contains all of the covenants and agreements between the parties with respect to such employment. Each party to this Agreement acknowledges that no representations, inducements, promises or agreements, orally or otherwise, have been made by either party, or anyone acting on behalf of either party, which are

Item 3c Page 10 not embodied herein, and that no other agreement, statement or promises not contained in this Agreement shall be valid or binding upon either party.

7.2 Amendment. This Agreement may be amended at any time by the mutual consent of the parties by an instrument in writing, which amendment shall require City Council approval.

7.3 Notices. Any notice required or permitted by this Agreement shall be in writing and shall be personally served or shall be sufficiently given when served upon the other party as sent by United States Postal Service, postage prepaid and addressed as follows:

To City: To Employee:

City of San Dimas Brad McKinney Attention: City Clerk [On file with Human Resources Dept.] 245 E. Bonita Avenue San Dimas, California 91773

Notices shall be deemed given as of the date of personal service or upon the date of deposit in the course of transmission with the United States Postal Service.

7.4 Conflicts Prohibited. During the term of this Agreement, Employee shall not engage in any business or transaction or maintain a financial interest which conflicts, or reasonably might be expected to conflict, with the proper discharge of Employee’s duties under this Agreement. Employee shall comply with all requirements of law, including but not limited to, Sections 87100 et seq., Section 1090 and Section 1125 of the Government Code, and all other similar statutory and administrative rules.

7.5 Effect of Waiver. The failure of either party to insist on strict compliance with any of the terms, covenants, or conditions of this Agreement by the other party shall not be deemed a waiver of that term, covenant, or condition, nor shall any waiver or relinquishment of any right or power at any one time or times be deemed a waiver or relinquishment of that right or power for all or any other times.

7.6 Partial Invalidity. If any provision in this Agreement is held by a court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions shall nevertheless continue in full force without being impaired or invalidated in any way.

7.7 Governing Law. This Agreement shall be governed by and construed in accordance with the laws of the State of California, which are in full force and effect as of the date of execution and delivery by each party hereto.

7.8 Mandatory Government Code Provisions. Government Code §§ 53243 - 53243.4 require that contracts between local agencies and its employees include provisions requiring an employee who is convicted of a crime involving an abuse of his office or position to provide reimbursement to the local agency for the following forms of payment: (i) paid leave salary; (ii) criminal defense costs; (iii) cash settlement payments; and (iv) any non-contractual settlement payments. Accordingly, the Parties agree that it is their mutual intent to fully comply with these Government Code sections and all other applicable law as it exists as of the date of execution of this Agreement and as such laws may be amended from time to time thereafter.

Item 3c Page 11 Specifically, the following Government Code sections are called out and hereby incorporated by this Agreement:

§53243. Reimbursement of paid leave salary required upon conviction of crime involving office or position.

§53243.1. Reimbursement of legal criminal defense upon conviction of crime involving office or position.

§53243.2. Reimbursement of cash settlement upon conviction of crime involving office or position.

§53243.3. Reimbursement of noncontractual payments upon conviction or crime involving office or position.

§53243.4. "Abuse of office or position" defined.

Employee represents that Employee has reviewed, is familiar with, and agrees to comply fully with each of these provisions if any of these provisions are applicable to Employee, including that Employee agrees that any cash settlement or severance related to a termination that Employee may receive from the City shall be fully reimbursed to the local agency if Employee is convicted of a crime involving an abuse of Employee's office or position.

7.9 Independent Legal Advice. The City and Employee represent and warrant to each other that each has received legal advice from independent and separate legal counsel with respect to the legal effect of this Agreement, or has at least had the opportunity to do so, and the City and Employee further represent and warrant that each has carefully reviewed this entire Agreement and that each and every term thereof is understood and that the terms of this Agreement are contractual and not a mere recital. This Agreement shall not be construed against the party or its representatives who drafted it or who drafted any portion thereof.

[SIGNATURES ON FOLLOWING PAGE]

Item 3c Page 12 IN WITNESS WHEREOF, the City of San Dimas has caused this Agreement to be signed and executed on its behalf by its Mayor, and duly attested by its officers thereunto duly authorized, and Employee has signed and executed this Agreement, all in triplicate.

CITY OF SAN DIMAS

______Emmett Badar, Mayor

ATTEST:

______Debra Black, City Clerk

APPROVED AS TO FORM:

______Jeff M. Malawy, City Attorney EMPLOYEE

______Brad McKinney

Item 3c Page 13 RESOLUTION 2020-33

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF SAN DIMAS, COUNTY OF LOS ANGELES, ADOPTING AND EXTENDING THE PAY PLAN AND REIMBURSEMENT SCHEDULE FOR CITY EMPLOYEES

NOW, THEREFORE, the City Council of the City of San Dimas does hereby resolve as follows:

SECTION 1. Resolution 2020-17 is hereby amended, and the following salary plan supersedes all previous plans, effective June 9, 2020 to read as follows: MONTHLY Elected Officials RANGE SALARY

City Mayor 30 830 City Councilmember 29 620

MONTHLY FULL TIME CLASSIFICATIONS RANGE Y SALARY

Executive Staff City Manager 110 20,016 Interim City Manager 108 18,000 Assistant C. M. for Community Development 104 16,246 Assistant C. M. /Director of Admin. Serv./Treasurer 100 12,150-14,769 Director of Community Development 97 11,283-13,714 Director of Parks & Recreation 97 11,283-13,714 Director of Public Works 97 11,283-13,714

Administrative Services Administrative Services Manager 89 9,192-11,173 City Clerk 81 7,589-9,225 IS Administrator 80 7,404-8,968 Accounting Supervisor 71 5,966-7,220 Senior Code Compliance Officer 69 4,768-5,772 Senior Accounting Technician 65 5,176-6,259 Human Resource Specialist 63 4,940-5,966 Assistant City Clerk 61 4,719-5,736 Accounting Technician 57 4,282-5,176

Development Services Planning Manager 89 9,192-11,173 Building & Safety Manager 89 9,192-11,173 Senior Planner 80 7,404-8,968 Senior Building Inspector 79 7,220-8,752

Item 3c Page 14 Building Inspector/Plans Examiner 75 6,587-8,007 Associate Planner 73 6,269-7,620 Building Inspector, I 71 5,966-7,220 Assistant Planner 67 5,441-6,613 Code Compliance Officer 63 4,940-5,966 Building Permit Technician II 63 4,940-5,966 Building Permit Technician 59 4,494-5,431

Public Works Engineering Manager 89 9,192-11,173 Public Works Maintenance Superintendent 83 7,965-9,681 Associate Engineer 80 7,404-8,968 Public Works Inspector 71 5,966-7,220 Public Works Maintenance Supervisor 71 5,966-7,220 Assistant Engineer 74 6,427-7,811 Environmental Services Coordinator 64 5,064-6,155 Public Works Lead Worker 61 4,719-5,736 Equipment Operator 59 4,494-5,431 Equipment Mechanic 58 4,389-5,307 Street Maintenance Worker II 59 4,494-5,431 Street Maintenance Worker I 55 4,086-4,940

Parks and Recreation Recreation Manager 85 8,368-10,171 Facilities Manager 85 8,368-10,171 Landscape Maintenance Manager 83 7,965-9,681 Municipal Arborist 71 5,966-7,220 Facilities Maintenance Supervisor 71 5,966-7,220 Landscape Maintenance Supervisor 71 5,966-7,220 Recreation Supervisor 71 5,966-7,220 Recreation Coordinator 63 4,940-5,966 Facilities Maintenance Worker II 59 4,494-5,431 Facilities Maintenance Worker I 55 4,086-4,940 Landscape Maintenance Worker II 59 4,494-5,431 Landscape Maintenance Worker I 55 4,086-4,940

Interdepartmental Senior Administrative Analyst 75 6,587-8,007 Administrative Analyst 67 5,441-6,613 Administrative Aide 63 4,940-5,966 Office Coordinator 57 4,282-5,176 Administrative Secretary 57 4,282-5,176 Departmental Assistant 52 3,836-4,663 Senior Office Assistant 46 3,308-3,993 Office Assistant 44 3,165-3,811

Item 3c Page 15

HOURLY CLASSIFICATIONS RANGE HOURLY RATE

Administration Services Administrative Aide – PIO 152 25.32-30.83 Parking Enforcement Officer II 152 25.32-30.83 Parking Enforcement Officer 149 23.51-28.63 Senior Office Assistant - PT 141 19.30-23.50 Administrative Intern 139 18.37-22.37

Parks and Recreation Fitness Instructor 154 26.14-31.85 Administrative Aide 152 25.32-30.83 Pool Maintenance Operator 149 23.51-28.63 Supervising Lifeguard 143 20.28-24.69 Recreation Intern 139 18.37-22.37 Shooting Stars Director 139 18.37-22.37 Senior Lifeguard/Instructor 136 17.06-20.77 Recreation Specialist 132 15.45-18.82 Swim Instructor 132 15.45-18.82 Lifeguard 130 14.71-17.91 Senior Recreation Leader 130 14.71-17.91 Cashier 128 14.00-17.05 Recreation Leader 126 13.32-16.23 Building Maintenance Aide 125 13.00-15.83

Development Services Associate Planner - PT 167 36.18-43.98 Planning Intern 139 18.37-22.37 Housing Intern 139 18.37-22.37

Public Works Engineering Intern 139 18.37-22.37

SECTION 2. LONGEVITY SERVICE INCENTIVE

Full Time Classification employees with five (5) years or more of continuous service with the City of San Dimas are eligible to receive Longevity/Service Incentive Pay as follows:

a. 5 Years of Service with the City of San Dimas Full Time Classification employees having attained five (5) years of continuous service with the City of San Dimas will receive an amount equal to two-point five (2.5) percent of the employee’s annual salary on a bi-weekly basis.

b. 10 Years of Service with the City of San Dimas

Item 3c Page 16 Full Time Classification employees having attained five (10) years of continuous service with the City of San Dimas will receive an amount equal to five (5) percent of the employee’s annual salary on a bi-weekly basis.

c. 15 Years of Service with the City of San Dimas Full Time Classification employees having attained fifteen (15) years of continuous service with the City of San Dimas will receive an amount equal to seven-point five (7.5) percent of the employee’s annual salary on a bi-weekly basis.

d. 20 Years of Service with the City of San Dimas Full Time Classification employees having attained twenty (20) years of continuous service with the City of San Dimas will receive an amount equal to ten (10) percent of the employee’s annual salary on a bi-weekly basis.

SECTION 3. HEALTH INSURANCE AND OPTIONAL BENEFITS PLAN Every eligible full-time or regular part time employee who receives City benefits must be covered by a health insurance plan approved by the City. The City will contribute $100 per month, as of July 1, 1996, per eligible employee for the approved health care plan of the employee’s choice. Effective with the pay period that includes December 1, 2018 the City shall contribute an additional $1,345 per month per eligible full-time employee and $623 per month per eligible regular part time employee, to an Optional Benefit Plan which the employee may receive as cash or may elect to use for medical, dental, vision insurance, or other such benefits as may be approved by the City Manager, as of September 24, 2019. Effective with the pay period that includes December 1, 2019 the City shall increase the additional contribution to $1,395 per month per eligible full-time and $648 per month per regular part time employee. Employees who are covered by a health plan not sponsored by the City and who; therefore, do not use the City’s $100 contribution for health care coverage shall have that $100 added to their Optional Benefits Plan. To qualify to waive medical coverage with the City of San Dimas, the employee must show proof of coverage in a group health plan such as with a spouse’s employer. Proof of other group coverage must be submitted each year at open enrollment. This plan is maintained for the exclusive benefit of employees and their dependents and is established with the intention of being maintained for an indefinite period of time.

SECTION 4. LIFE INSURANCE AND LONG-TERM DISABILITY INSURANCE The City shall provide, at no cost to the employee, term life insurance in the amount of $25,000 to all full-time employees and eligible regular part-time employees.

Additionally, in lieu of the employees participating in the State Disability Insurance Program, the City shall provide long-term disability insurance for all full-time and eligible regular part-time employees, which benefits are equal to or exceed those provided under State Disability Insurance.

These insurance plans are maintained for the exclusive benefit of full-time and eligible regular part-time employees, and are established with the intention of being maintained for

Item 3c Page 17 an indefinite period of time. The specific terms and conditions of said insurance plans should be determined and approved by the City Manager.

SECTION 5. DEFERRED COMPENSATION To encourage employees to participate in the optional deferred compensation program offered by the City, the City shall provide a matching contribution up to a maximum amount. For full time employees the City shall match the employee’s contribution on a dollar for dollar basis to a maximum of $200.00 (two hundred dollars) per month. For regular part time employees, the City shall match the employee’s contribution on a dollar for dollar basis to a maximum of $100.00 (one hundred dollars) per month. The deferred compensation matching program is maintained for the exclusive benefit of full time and regular part time employees and is established with the intention of being maintained for an indefinite period of time. The specific terms and conditions of the program shall be determined and approved by the City Manager.

SECTION 6. ADMINISTRATIVE LEAVE Administrative Leave shall be granted to certain management personnel that are exempt from overtime compensation under Fair Labor Standards Act guidelines. The specific terms and conditions of the program shall be determined and approved by the City Manager.

SECTION 7. CAR ALLOWANCES The following positions shall receive a monthly allowance for car expenses:

Title Monthly Allowance City Manager $400.00 Assistant City Manager for Community Dev. $300.00 Assistant City Manager/Dir Administrative Services $300.00 Director of Parks & Recreation $300.00 Director of Public Works $300.00 Building & Safety Manager $300.00 Recreation Manager $250.00 Engineering Manager $250.00 Associate Engineer $250.00 Facilities Manager $250.00 Planning Manager $250.00 Senior Planner $250.00 Associate Planner $250.00 Assistant Planner $250.00 Recreation Supervisor $250.00 Senior Administrative Analyst $250.00 Associate Planner - Part Time

Item 3c Page 18 SECTION 8. CELL PHONE/DATA ALLOWANCES The following positions shall be eligible to receive a monthly allowance for personal cell phone expenses and data charges as listed pursuant to the provisions of the City Cell Phone Policy:

Title Cell Phone – Data Charges City Manager $40.00 $45.00 Assistant City Manager for Community Dev. $40.00 $45.00 Assistant City Manager/Dir Administrative Services $40.00 $45.00 Director of Parks & Recreation $40.00 $45.00 Director of Public Works $40.00 $45.00 Information Systems Administrator $40.00 $45.00 Building & Safety Manager $30.00 N/A Recreation Manager $30.00 N/A Engineering Manager $30.00 N/A Facilities Manager $30.00 N/A Senior Planner $30.00 N/A Recreation Supervisor $30.00 N/A Recreation Coordinator $30.00 N/A Planning Manager $30.00 N/A Senior Administrative Analyst $30.00 N/A

SECTION 9. NOTARY PUBLIC PAY The City has needs of the service of a certified Notary Public to notarize City documents. An employee who has been designated by the City Manager to utilize their Notary Public Commission for this purpose shall receive a monthly stipend of $75.00 per month.

SECTION 10. PUBLIC EMPLOYEES RETIREMENT SYSTEM In August 1999 the City amended the PERS contract to the 2% @ 55 formula with the provision that if the Employer’s rate is re-instated at some future time the employees would contribute a portion of their gross salary towards the cost of the enhanced retirement plan. On July 24, 2012, the City Council took action to further increase the employee’s contribution over three consecutive years, beginning August 14, 2012. On June 11, 2013 the City Council adopted Resolution No. 2013-38 deferring further increases in employee contributions to June 22, 2014. Therefore, employee contributions rates shall be as follows:

• As of June 22, 2014, employees contribute the full 7% employee portion for PERS contribution.

In September 2012 the Governor signed into law AB340 which among other things created a new PERS pension formula for all new employees hired after January 1, 2013. New employees are enrolled in the 2% at 62 formula. New employees are all responsible for paying 50% of the “normal cost” of the plan as annually calculated by PERS.

Item 3c Page 19

PASSED, APPROVED AND ADOPTED this 9th day of June, 2020.

______Emmett G. Badar, Mayor

ATTEST:

______Debra Black, City Clerk

I, Debra Black, City Clerk, hereby certify that Resolution 2020-33 was adopted by the City Council of San Dimas at its regular meeting of June 9th, 2020 by the following vote:

AYES: NOES: ABSENT: ABSTAIN:

______Debra Black, City Clerk

Item 3c Page 20 From: Marisa Creter [email protected] Subject: Weekly Recap (Week of 5/18) Date: May 22, 2020 at 7:02 AM To: Marisa Creter [email protected] Bee: [email protected]

Good morning! Below please find a brief recap of the week's major activities and other announcements. • Public Works TAC: On Monday, the Public Works Technical Advisory Committee convened over Zoom for its May meeting. Los Angeles County Department of Public Works (DPW) Sustainability and Innovation Officer, Youn Sim, provided a presentation on the Infrastructure LA Forum. The Forum aims to advance new initiatives, remove barriers to regional infrastructure delivery, address existing infrastructure challenges and share best practices in managing infrastructure projects. Interested individuals can receive updates and meeting information by joining the Infrastructure LA mailing list here. The Energy Coalition Project Managers, Nicol Manzanares and Natalie Espinoza, provided an overview on the SoCalREN Public Agency Programs. Administered by the County of Los Angeles, SoCalREN's programs provide cities with tailored project delivery approaches, funding recommendations, and procurement pathways to support the implementation of energy efficiency projects. Committee members also heard an update from SGVCOG staff on the Regional VMT Analysis Model. The committee is expected to reconvene on Monday, June 15, 2020 at 12:00pm. • Neighborhood Coyote Webinar: On Tuesday, the Neighborhood Coyote Program hosted a live Coyote Safety Webinar with the California Department of Fish and Wildlife. Access to the webinar was solely offered to the residents of the program's ten participating cities and attendees were able to submit questions prior to and during the webinar and have those questions answered in real-time. Individuals who were not residents of the participating city were able to watch via the YouTube livestream. The webinar garnered the interest of 62 total registrants between those participating in the webinar and those participating in the YouTube livestream. The YouTube live-stream of the webinar may be found here and the presentation recording may be found here. The password for the recording is: 9E+#o3CW • Metro BRT Vision and Principles Stakeholder Meeting: On Wednesday, SGVCOG staff attended the Metro Bus Rapid Transit (BRT) Vision and Principles Study Stakeholder Meeting. The Study will develop the overall vision for BRT in Los Angeles County, define BRT operational standards and design guidelines, and identify new potential corridors. Working with stakeholders, Metro has identified 30 BRT routes, prioritizing corridors that would connect BRT routes to major transit hubs, collaborate with municipal operators and cities to avoid service inefficiencies, and facilitate community development opportunities such as affordable housing developments. Fifteen of the 30 corridors were identified as "promising corridors," and 3 to 5 of these will be prioritized for implementation. While none of the 15 promising corridors are located in the San Gabriel Valley, Metro staff reiterated that different modes of transportation projects are currently being explored to alleviate congestion in the San Gabriel Valley. • EENR Meeting: On Wednesday, the Energy, Environment, and Natural Resources (EENR) Committee convened for its May meeting. SGVCOG staff provided a presentation on the 2020 San Gabriel Valley Energy Wise Partnership Programs. The

Item 3d Page 1 Partnership identifies opportunities for municipal building energy efficiency retrofits, assists cities in accessing financial incentives and technical resources to complete these retrofits, offers toolbox trainings and quarterly Energy WorkingGr oup meetings for city staff, and provides facility benchmarking and energy auditing services to help cities monitor their facilities' energy usage. SGVCOG staffalso provided a legislative update of H.R. 535, known as the PFAS Action Act of 2019. Among other things, the bill would require the U.S. Environmental Protection Agency (EPA) to publish a maximum contaminant level goal forPFAS, establish national drinking water safeguards for PFAS chemicals, and require the cleanup of sites that are contaminated with PFOA and PFOS. After a thorough discussion, the committee voted to recommend the SGVCOG Governing Board to support H.R. 535, with additional recommendations for cleaning up contaminated landfills. Committee members also raised concerns over Edison's (SCE) proposed electricity rate increase, which would increase residential rates by 14.4% starting next year. The rate increase request is currently reviewed by the California Public Utilities Commission (CPUC), and SGVCOG staffwill invite SCE representatives to provide a presentation on details of the proposed rate increase at the next EENR Committee meeting. The committee is scheduled to reconvene on Wednesday, June 17, 2020 at 1 :00prn. • SB 1212 Hearing: On Thursday, the Senate Committee on Governance and Finance unanimously passed SB 1212, Senator Susan Rubia's which modifies the SGVRHT Board of Directors. SB 1212 strengthens the SGVRHT by staggering the two­ year terms of board members, modifying the housing and homelessness expertise on the board, and ensuring regional equity by requiring city representatives on the board be from different cities. The Bill will next be heard on the Senate Floor. • Homeless Count Advisory Board Meeting: On Thursday, the Los Angeles Homeless Services Authority (LAH SA) held its monthly Homeless Count Advisory Board (HCAB) meeting. The meeting discussed messaging related to the release of the Point in Time (PIT) Count, the Youth Count, and the demographic data that was collected in the early part of 2020. The Committee also discussed the Data Release press conference, including the presentation and when the press conference will be held. The current expectation for the release of the Homeless Count data is the second or third week of June, pending approval of the presentation from the Board of Supervisors and LAH SA leadership. • SCAG Technical Working Group: On Thursday, SGVCOG staffparticipated in the SCAG Technical Working Group meeting. SCAG staff provided updates on Connect SoCal, which is the 2020-2045 Regional Transportation Plan/Sustainable Communities Strategy (RTP/SCS). Connect SoCal outlines more than $638 billion in transportation system investments through 2045 and builds upon land use and transportation strategies established over several planning cycles to increase mobility options. The SCAG Regional Council adopted the Connect SoCal Plan on May 7th for federal transportation conformity purposes only. In light of the COVID-19 pandemic, the SCAG Regional Council will consider approval of the Plan in its entirety for all other purposes within 120 days from May 7th. As directed by the Regional Council, SCAG will be working with local to identify and restore locally approved entitlements as conveyed by local jurisdictions and conduct outreach regarding COVID-19's short-term and long-term

Item 3d Page 2 impacts on Connect SoCal. COVID-19 pandemic is also expected to impact the modeling tasks of the new RTP cycle, as model components need to be updated and enhanced to reflect changes in in-home/out-of-home activity choices, screenline traffic count, vehicle miles travelled (VMT), and travel behavior. Finally, SCAG staff provided an update on the support that SCAG will provide to cities to support development of their Housing Elements. SCAG staff will be working with the State Housing and Community Development (HCD) Department to develop data that cities can use for their Housing Elements. • Governing Board Recap: On Thursday, the SGVCOG Governing Board convened for its May meeting via Zoom Te leconference. The full agenda packet may be accessed here. Major action items that were taken are as follows:

o SGVCOG Officer Election Update: Due to the limitations of conducting in-person meetings during the COVID-19 pandemic, the Governing Board voted to delay the 2020-2021 SGVCOG Board Officer Elections until September 2020. By September, staff will report back on the feasibility of holding an election in person, including how to accommodate a large enough meeting space for the Governing Board to accommodate the social distancing practices that would likely be required. As stipulated in the SGVCOG bylaws, the current officers will serve in their respective offices until an election of new officers is held.

o Approval of Letters Supporting Federal Funding for SGV Cities for Coronavirus Relief: The Governing Board approved sending a total of three letters: ■ Letter to the San Gabriel Valley House of Representatives delegation and our two U.S. Senators in support of $945 million in proposed Federal funding for SGV cities for COVID-19 pandemic relief. ■ Letter to the Los Angeles County Board of Supervisors supporting the apportionment to San Gabriel Valley cities of up to $350 million from the County's existing $1 billion share of Federal COVID-19 funding. ■ Letter to the San Gabriel Valley State delegation and Governor Newsom in support of the proposed May revise budget allocation of $450 million in CARES Act funding to cities that did not receive a direct allocation. o FY 2020-2021 Budget: The Governing Board adopted Resolution 20-08 to approve the FY 2020-2021 SGVCOG budget. The budget is divided into four sections: Operating Budget, SGV Regional Housing Trust, Non-Capital Projects, and Capital Projects. This will be the second year that the budget for the SGVCOG and ACE Project will be combined.

o Support SB 1191 (Dahle) - Organic Waste: Reduction Goals: The Governing Board voted to adopt Resolution 20-10 to support SB 1191 (Dahle). SB 1191 to address municipalities' concerns regarding SB 1383 (Lara), which established methane emissions reduction targets by achieving a 50% reduction in the state's organic waste disposal from the 2014 levels by 2020 and a 75% reduction by 2025. The California Department of Resources Recycling and Recovery (CalRecycle) has been granted the regulatory authority to ensure that SB 1383 targets will be achieved. SB 1191 would require CalRecycle to consider whether a jurisdiction has made "good faith" efforts to implement its programs before issuing

Item 3d Page 3 a compliance order or imposing penalties. o Office Lease Update: The Governing Board authorized the Executive Director to execute an extension of the Alhambra and Irwindale office leases through October 2022. As the current leases of the Alhambra and Irwindale offices are set to expire in April 2021, a search for a joint officespace was undertaken earlier this year. Staffanticipated touring potential sites by June of this year. However, due to the impact of the COVID-19 pandemic, conducting site visits is not currently feasible and will likely not be feasible for the foreseeable future. o San Gabriel Valley Regional Housing Trust (SGVRHT) Staffing: The Governing Board authorized the Executive Director to execute Memorandum of Agreement with the San Gabriel ValleyRegional Housing Trust forstaffing. The SGVRHT Board held its first meeting on May 6, 2020, and, as one of its action items, voted unanimously to authorize a representative to negotiate an agreement with the SGVCOG for its core staffing. The Agreement will be considered by the SGVRHT Board of Directors and Governing Board at their respective June meetings. o Award of Contract for Landlord Outreach, Education and Incentive Program: The Governing Board authorized the Executive Director to execute the agreements with Union Station Homeless Services (USHS) and S. Groner Associates (SGA) to implement the Landlord Outreach, Education and Incentive Program. The Governing Board previously approved an allocation of $400,000 from the SGVCOG's state budget allocation and Measure H Innovation funding for implementation of the program. The selected entities will develop landlord outreach plans, conduct landlord outreach (including various outreach activities and social media posts), develop a plan for distributing landlord incentives, and track and distribute landlord incentives. o Los Angeles County Homeless Initiative Contract Amendment for Homeless Services: The Governing Board authorized the Executive Director to execute an amendment to the Homeless Services Contract with the Los Angeles County Homeless Initiative to accept additional funding for activities support expansion of homelessness hygiene services to prevent spread of COVID-19. Additionally, the Governing Board authorized the Executive Director to execute Memorandums of Agreement (MOAs) with participating cities to access these hygiene funds. The funding will be allocated equally between the twelve cities that expressed interest in accessing the funding. o Revised SGVCOG Audit Charter: The Governing Board adopted Resolution 20- 11 to approve a revised and updated SGVCOG Audit Charter. The Audit Charter serves as a guide to the Management Audit Services (MAS) of the SGVCOG in the performance of its duties and provides a basis for evaluating the operations of the Audit function. The revised Charter contains two major changes listed under the scope of work: addition of pre-award audit and non-audit services and elimination of the Internal Audit function due to lack of independence. • Upcoming Low-Cost Residential and Commercial Energy EfficiencyWebinar: The SGVCOG is partnering with the Gateway Cities Energy Leader Partnership to host a Low-Cost Residential and Commercial Energy Efficiency Webinar next Tuesday at 2:00pm. The free webinar will focus on affordable and practical methods that residents, Item 3d Page 4 businesses, and cities can consider to lower energy and water consumption at homes and workplaces. Topics include reducing energy and water usage in areas such as building envelopes, heating and cooling, lighting, kitchen appliances, laundry, and water equipment. Individuals that are interested in attending the webinar can RSVP here. • Upcoming SoCalREN Energy Efficiency Webinars: The Southern California Regional Energy Network (SoCalREN) will be providing free webinars for cities to launch energy efficiency measures and projects in their communities. A webinar will be held next Wednesday, 5/27 at 11 :00am to discuss how cities can provide multifamily communities with the resources needed to save money and energy and another webinar will be held on Wednesday, 6/3 at 11 :00am to focus on the Cities of Fullerton and Palmdale's experience of working with the SoCalREN Public Agency Programs. Interested individuals can RSVP for the May 27th webinar here and the June 3rd webinar here. If you have any questions on these or other items, please let me know.

Best, Marisa

Marisa Creter Executive Director San Gabriel Valley Council of Governments 1000 S. Fremont Ave., Suite 10-210 Alhambra, CA 91803 (626) 457-1800 www.sgycog.org

Item 3d Page 5 From: Marisa Creter [email protected] Subject: Weekly Recap (Week of 5/26) Date: May 29, 2020 at 7:01 AM To: Marisa Creter [email protected] Bee: [email protected]

Good morning! Below please find a brief recap of the week's major activities and other announcements. • Energy Efficiency Workshop: On Tuesday, the SGVCOG partnered with the Gateway Cities Energy Leader Partnership to host a Low-Cost Residential and Commercial Energy Efficiency Webinar. The free webinar focused on affordable and practical methods that residents, businesses, and cities could implement to lower energy and water consumption at homes and workplaces. A variety of topics were discussed, from information on insulation, heating, cooling, and laundry appliances to tips on reducing indoor and outdoor water usage. Attendees also received information on SoCalGas' residential and commercial rebate opportunities. • SGVCOG ULAR Scientific Studies Update/ULAR Watershed Steering Committee Meeting: On Thursday, the Upper (ULAR) Watershed Steering Committee met to confirm its final Stormwater Investment Plan (SIP). The SGVCOG, on behalf of the ULAR Watershed Management Group, submitted two scientific studies to the Safe Clean Water (SCW) Program for both the ULAR and Watershed Area Steering Committees. The ULAR Steering Committee overwhelmingly approved including both of these scientific studies into the SIP at their meeting. Similarly, earlier this month, the Rio Hondo Watershed Steering Committee voted to include these studies into the final SIP. The SIPs will now be considered by the Regional Oversight Committee on June 18. For more information on the studies visit the following links: o LRS Ada12tation to Address the LA River Bacteria TMDL for the ULAR Watershed Management Grou12 o greSI P: A Platform for Watershed Science and Project Collaboration • Planners TAC: On Thursday, the SGVCOG Planning Directors' Te chnical Advisory Committee convened via Zoom for its May committee meeting. SGVCOG Chief Engineer, Mark Christoffels, provided a presentation on the San Gabriel Valley Regional VMT Analysis Model. This project aims to assist cities to analyze existing traffic conditions in the San Gabriel Valley region to determine significance thresholds for future land use and transportation projects for compliance with SB 743. The project was officially launched in March 2020 and participating cities are currently in the process of setting their own thresholds of significance. Cities are also working with the SGVCOG to review effective VMT reduction strategies. Los Angeles County Department of Public Works (DPW) provided the second presentation of the meeting on the finalized East San Gabriel Valley Active Transportation Plan. The Plan was developed to encourage residents to walk, bike, and utilize transit in the 21 unincorporated communities of East San Gabriel Valley. The Plan identified 15 corridors for recommended active transportation improvements, which were further separated into Phases I and II for implementation. Phase I corridors will be implemented within the next 1 to 5 years and improvements on Phase II corridors will commence once Phase I corridor improvements are completed. Questions and inquiries regarding the East San Gabriel Valley Active Transportation Plan can be directed to DPW Associate Civil Engineer, Shirley Lai, at [email protected].,,gov. The

Item 3d Page 6 committee is expected to reconvene on Thursday, July 23, 2020 at 12:00pm. • Homeless Working Group: On Thursday, the Homeless Working Group met via teleconference. At the meeting, there were updates on the 2020 point-in-time homeless counts, Project Roomkey, and applications for the SGVCOG Homeless Plan Implementation & Prevention/Diversion programs. Applications for both the Homeless Plan Implementation and Prevention/Diversion programs are due on June 30, 2020. SGVCOG is currently in the process of scheduling check-in calls with each city to determine the current status of cities' applications and to answer questions. Both applications must be received by June 30, 2020, to ensure that the SGVCOG is able to use the funding. The anticipated release date for the Point in Time (PIT) Count which is tentatively slated for June 10, 2020. Finally, SGVCOG provided the latest updates from Project Roomkey and a link to daily updates on LA CountY.'s resgonse to the Pandemic. The next working group meeting will occur on June 25, 2020. • Homeless Deputies Meeting: On Thursday, the Board of Supervisors' Homeless Deputies meeting was held on May 28, 2020 via teleconference. The meeting included a presentation by Homeless Initiative (HI) Director Phil Ansell about the Fiscal Year 2020- 21 State Funding, focusing on the expectation that their initial requests will not be fulfilled due to lower state revenues. This will change the funding allocated to programs and the Los Angeles Homeless Services Authority, but HI is planning to offset the funding shortfalls. The second item on the agenda was a presentation on improving the connectivity between people experiencing homelessness (PEH) and public services & benefits. Previous research has found that there is a registration gap between MediCal eligible clients and MediCal enrollment, so this gap is currently being investigated. Finally, the meeting included updates on the current status of COVID-19 response efforts directed toward PEH and Project Roomkey. As of 5/27/20, there are 6 hotels in the San Gabriel Valley, with 551 rooms under contract and 507 clients currently occupying rooms. The next Homeless Deputies meeting will occur on June 11, 2020. • BRT Mapping Tool Survey: Metro is currently developing the Bus Rapid Transit (BRT) Vision and Principles Study to define BRT operational standards and design guidelines and identify potential BRT corridors in Los Angeles County. Metro staff has currently identified 15 potential corridors and 3 to 5 of these 15 corridors will be prioritized for BRT implementation. Metro staff is currently seeking cities' input on the proposed 15 candidate corridors and cities are encouraged to submit comments and suggestions using this tool by Saturday, May 30, 2020. Comments can also be submitted via e-mail at [email protected]. • Upcoming Energy Efficiency Twitterchat Session: SGVCOG staff will be hosting a Twitterchat event with several cities and agencies next Monday (June 1st) at 12:00pm to discuss recommendations for residents and public agencies to save energy during high temperature months as summer approaches. Cities are welcome to join the discussion by following #SGVEnergyWise during the scheduled Twitterchat. Additionally, cities are also recommended to follow the COG on at_@SGVCOG to receive updates and event notices around the San Gabriel Valley. • Upcoming City of San Marino Virtual Town Hall: The Neighborhood Coyote Program, in partnership with the City of San Marino, will host a virtual Coyote To wn Hall, Monday, June 1, 2020, at 6:00 p.m. The virtual town hall will include a conversation with the Los

Item 3d Page 7 Angeles County Agricultural Commissioner/Weights & Measures about coyote management, safety, and ecology. Participants may register now at: httRs://zoom.us/webinar/register/WN OXcHbhO T3GDLH 18CwFXOw If you have any questions on these or other items, please let me know.

Best, Marisa Marisa Creter Executive Director San Gabriel Valley Council of Governments 1000 S. Fremont Ave., Suite 10-210 Alhambra, CA 91803 (626) 457-1800 (323) 821-3860 (cell) www.sgycog.org

Item 3d Page 8 Agenda Item Staff Report

To: Honorable Mayor and Members of City Council For the meeting of June 9, 2020

From: Brad McKinney, Acting City Manager

Initiated by: Marco A. Espinoza, Senior Planner – Planning Division

Subject: Specific Plan No. 23 Moratorium

______

BACKGROUND On May 26, 2020 a joint Study Session was held with the City Council and the Planning Commission to discuss the current status of the Moratorium for Specific Plan No. 23 (SP-23) and to receive direction from both bodies on the next step of the process. Staff presented an overview of all the work that has been performed and discussed the next steps. As requested by the City Council at the March 10, 2020 Joint Study Session, Staff presented the draft preliminary Housing Inventory List. The list explores sites where the City’s fair share of reginal housing can be potentially facilitated. Additionally, a draft of the potential municipal code text amendments to the SP-23 list of uses was provided.

After hearing staff’s presentation and public comments, the City Council directed staff to bring back an ordinance repealing the Moratorium at their next regularly scheduled meeting.

The City Council also directed staff to continue processing the municipal code text amendment to delete/omit the more intense uses that have the potential to create adverse impacts (i.e. traffic, noise, aesthetics) to the surrounding residential neighborhood within Specific Plan No. 23.

Attached are two Ordinances repealing the Moratorium within Specific Plan No. 23 Area I and Area II.

RECOMMENDATION

1. Staff recommends that the City Council introduce Ordinance 1279 repealing the moratorium in Specific Plan No. 23, Planning Area I (155 North Eucla Avenue, 127 North Acacia Street and 159 North Acacia Street).

Item 4a Page 1 Specific Plan No. 23 Moratorium Page 2 June 9, 2020

2. Staff recommends that the City Council introduce Ordinance 1280 3. repealing the moratorium in Specific Plan No. 23, Planning Area II, (115 North Cataract Avenue).

Respectfully submitted,

Marco A. Espinoza Senior Planner

Attachments: Ordinance 1279 (SP-23, Area I) Ordinance 1280 (SP-23, Area II)

Item 4a Page 2 ORDINANCE 1279

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN DIMAS, COUNTY OF LOS ANGELES, CALIFORNIA, REPEALING MORATORIUM ON ESTABLISHMENT OF ALL USES, EXPANSION OF EXISTING USES, AND DEVELOPMENT OR MODIFICATION ON NEW OR EXISTING STRUCTURES, IN THE SPECIFIC PLAN NO. 23 PLANNING AREA I, SPECIFICALLY 155 NORTH EUCLA AVENUE127 NORTH ACACIA STREET, 159 NORTH ACACIA STREET (CHAPTER 18.538 OF THE SAN DIMAS MUNICIPAL CODE)

WHEREAS, the City Council has broad discretion pursuant to California Article XI, Section 7; and the general law of the state, including but not limited to the California Planning and Zoning Law (Government Code Section 6500 et seq.), to legislate for public purposes and for the general welfare, including but not limited to matters of public health and safety; and

WHEREAS, on September 24, 2019, the City Council adopted a 45-day Interim Urgency Ordinance No. 1272 at a properly noticed City Council meeting. The Urgency Ordinance established a temporary moratorium for Specific Plan 23, which was codified in the San Dimas Municipal Code as Chapter 18.538 and consists of three parcels of land totaling 8.84 acres; and

WHEREAS, on October 22, 2019, the City Council adopted Ordinance 1273 extending the moratorium for 10 months and 15 days;

WHEREAS, on May 26, 2020, the City Council after careful consideration of the issues surrounding the moratorium decided to the moratorium in order to immediately eliminate any burden imposed on the property owners affected by the moratorium; and

WHEREAS, the temporary moratorium adopted by the City of San Dimas Ordinance 1272 and extended by City of San Dimas Ordinance No. 1273, is hereby repealed, effective immediately upon adoption of this Ordinance.

NOW, THEREFORE, the CITY COUNCIL of the CITY OF SAN DIMAS, California, does ordain as follows:

SECTION X. SEVERABILITY. If any section, subsection, subdivision, sentence, clause, phrase, or portion of this Ordinance is, for any reason, held to be invalid or unconstitutional by the decision of any court of competent jurisdication, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have adopted this Ordinance and each section, subsection, subdivision, sentence, clause, phrase, or portion thereof, irrespective of the fact that any one or more section, subsection, subdivision, sentence, clause, phrase, or portion thereof be declared invalid or unconstitutional.

SECTION X. CEQA DETERMINATION. The City Council hereby finds and determines that it can be seen with certainty that there is no possibility that this ordinance may have a

Ordinance 1279 Page 1 Ordinance 1279 Page 2 SP-23 Moratorium(Area I)

significant adverse effect on the environment. Thus, the adoption of this ordinance is exempt from the requirements of the California Environmental Quality Act (CEQA) pursuant to Section 15061(b)(3) of the CEQA Guidelines.

SECTION X. EFFECTIVE DATE AND PUBLICATION. This Ordinance shall take effect 30 days after its final passage. The City Clerk shall certify to the adoption of this Ordinance and cause the same to be posted at the duly designated posting places within the City and published once within 15 days after passage and adoption as may be required by law in a newspaper of general circulation in the City of San Dimas hereby designated for that purpose; or, in the alternative, the City Clerk may cause to be published a summary of this Ordinance and certified copy of the text of this Ordinance shall be posted in the Office of the City Clerk five days prior to the date of adoption of this Ordinance; and, within 15 days after adoption, the City Clerk shall cause to be published, the aforementioned summary and shall post a certified copy of this Ordinance, together with the vote for and against the same, in the Office of the City Clerk.

PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council of the City of San Dimas this 9th day of June, 2020, by the following vote:

AYES: NOES: ABSENT: ABSTAIN:

______Emmett G. Badar, Mayor

ATTEST: APPROVED AS TO FORM:

______Debra Black, City Clerk Jeff Malawy, City Attorney

I, DEBRA BLACK, CITY CLERK of the City of San Dimas, do hereby certify that Ordinance 1279 was introduced at a regular meeting of the City Council of the City of San Dimas on the 9th day of June, 2020, and thereafter passed, approved and adopted at a regular meeting of said City Council held on the 23rd day of June, 2020.

______Debra Black, City Clerk

Ordinance 1279 Page 2

ORDINANCE 1280

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF SAN DIMAS, COUNTY OF LOS ANGELES, CALIFORNIA, REPEALING MORATORIUM ON ESTABLISHMENT OF ALL USES, EXPANSION OF EXISTING USES, AND DEVELOPMENT OR MODIFICATION ON NEW OR EXISTING STRUCTURES, IN THE SPECIFIC PLAN NO. 23 PLANNING AREA II, SPECIFICALLY 115 NORTH CATARACT AVENUE (CHAPTER 18.538 OF THE SAN DIMAS MUNICIPAL CODE)

WHEREAS, the City Council has broad discretion pursuant to California Constitution Article XI, Section 7; and the general law of the state, including but not limited to the California Planning and Zoning Law (Government Code Section 6500 et seq.), to legislate for public purposes and for the general welfare, including but not limited to matters of public health and safety; and

WHEREAS, on September 24, 2019, the City Council adopted a 45-day Interim Urgency Ordinance No. 1272 at a properly noticed City Council meeting. The Urgency Ordinance established a temporary moratorium for Specific Plan 23, which was codified in the San Dimas Municipal Code as Chapter 18.538 and consists of three parcels of land totaling 8.84 acres; and

WHEREAS, on October 22, 2019, the City Council adopted Ordinance 1273 extending the moratorium for 10 months and 15 days;

WHEREAS, on May 26, 2020, the City Council after careful consideration of the issues surrounding the moratorium decided to repeal the moratorium in order to immediately eliminate any burden imposed on the property owners affected by the moratorium; and

WHEREAS, the temporary moratorium adopted by the City of San Dimas Ordinance 1272 and extended by City of San Dimas Ordinance No. 1273, is hereby repealed, effective immediately upon adoption of this Ordinance.

NOW, THEREFORE, the CITY COUNCIL of the CITY OF SAN DIMAS, California, does ordain as follows:

SECTION X. SEVERABILITY. If any section, subsection, subdivision, sentence, clause, phrase, or portion of this Ordinance is, for any reason, held to be invalid or unconstitutional by the decision of any court of competent jurisdication, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council hereby declares that it would have adopted this Ordinance and each section, subsection, subdivision, sentence, clause, phrase, or portion thereof, irrespective of the fact that any one or more section, subsection, subdivision, sentence, clause, phrase, or portion thereof be declared invalid or unconstitutional.

SECTION X. CEQA DETERMINATION. The City Council hereby finds and determines that it can be seen with certainty that there is no possibility that this ordinance may have a significant adverse effect on the environment. Thus, the adoption of this ordinance is

Ordinance 1280 Page 1 Ordinance 1280 Page 2 SP 23 Moratorium(Area II)

exempt from the requirements of the California Environmental Quality Act (CEQA) pur suant to Section 15061(b)(3) of the CEQA Guidelines.

SECTION X. EFFECTIVE DATE AND PUBLICATION. This Ordinance shall take effect 30 days after its final passage. The City Clerk shall certify to the adoption of this Ordinance and cause the same to be posted at the duly designated posting places within the City and published once within 15 days after passage and adoption as may be required by law in a newspaper of general circulation in the City of San Dimas hereby designated for that purpose; or, in the alternative, the City Clerk may cause to be published a summary of this Ordinance and certified copy of the text of this Ordinance shall be posted in the Office of the City Clerk five days prior to the date of adoption of this Ordinance; and, within 15 days after adoption, the City Clerk shall cause to be published, the aforementioned summary and shall post a certified copy of this Ordinance, together with the vote for and against the same, in the Office of the City Clerk.

PASSED, APPROVED AND ADOPTED at a regular meeting of the City Council of the City of San Dimas this 9th day of June, 2020, by the following vote:

AYES: NOES: ABSENT: ABSTAIN:

______Emmett G. Badar, Mayor

ATTEST: APPROVED AS TO FORM:

______Debra Black, City Clerk Jeff Malawy, City Attorney

I, DEBRA BLACK, CITY CLERK of the City of San Dimas, do hereby certify that Ordinance 1280 was introduced at a regular meeting of the City Council of the City of San Dimas on the 9th day of June, 2020, and thereafter passed, approved and adopted at a regular meeting of said City Council held on the 23rd day of June, 2020.

______Debra Black, City Clerk

Ordinance 1280 Page 2

Agenda Item Staff Report

To: Honorable Mayor and Members of City Council For the meeting of June 9, 2020

From: Brad McKinney, Acting City Manager

Subject: Update to Proposed Amendment of Certain Animal License Fees ______

SUMMARY Discuss and provide direction regarding the proposed Inland Valley Humane Society (IVHS) Animal License Fee Amendment and/or potential options.

BACKGROUND

The Inland Valley Humane Society (IVHS) has provided the City of San Dimas and our residents with animal care and animal control services for many years. In April 2020, the City became aware of IVHS’s proposed Gross Cost billing model (increase of approximately $94,000) that the City Council initially supported and the proposed increase was reflected in the preliminary 2020-2021 budget. On May 15, 2020, staff was notified that IVHS had proposed and received approval from the Board to move back to the current billing model with only a CPI increase if all of the renewing Cities agreed to the increasing certain new fees (Unaltered Dog Licenses and Penalty Fees). This was described as an alternative billing schedule to reduce costs IF all the Cities agreed to the fee increases, but not a mandate to continue services with IVHS. IVHS informed the City that they would need an answer by May 21, 2020.

Per City Council direction on May 20, 2020, IVHS was informed that the City Council’s desire was to not increase the fees per IVHS’s proposed alternative fee schedule. Since the City provided IVHS City Council’s direction, the City was informed by IVHS that all of the other participating Cities (Claremont, La Verne, Glendora, Montclair, Chino, Diamond , Ontario and Pomona) have agreed to the increase in fees and to only be charged an annual CPI increase. Additionally, Staff was informed that IVHS shifted their original statement that the renewing cities had an either/or for all cities and because the City of San Dimas was the only City to voice opposition of the proposed fee increase, the City of San Dimas is now being mandated to implement the fee increase if we choose to continue service with IVHS.

Item 4b Page 1 Update to Proposed Amendment of Certain Animal License Fees Page 2 June 9, 2020

On May 22, 2020, IVHS indicated that unless the City increases the proposed fees, they will no longer provide animal control/care services to our community. IVHS has also indicated that the fee increases are now mandated and IVHS has also notified the City that they will not allow us to go to a month-to-month contract while the City researches the possibility of transitioning to another animal care/control provider.

IVHS has proposed that all impacted cities raise the “Unaltered Dog” fee to $100 and the “Penalty” fee to $60. For the City of San Dimas, this means increasing those fees as follows: • Unaltered Dog Licenses – Increase from $45 to $100. • Penalty Fee – Increase from $35 to $60.

All other fees may remain the same at the discretion of the Council. Below is a comparison of the current fees by Agency.

Altered Unaltered Jurisdiction Dog Dog Penalty San Dimas $20 $45 $35 Chino $25 $50 $35 $25 $50 $35 Claremont $30 $60 $35 Diamond Bar $20 $50 $25 Glendora $20 $60 $25 La Verne $20 $50 $35 Montclair $25 $50 $35 Pomona $25 $96 $35 Current Average Fees - IVHS Cities $23.33 $56.78 $32.78 New Fees - San Dimas $20.00 $100 $60

Staff has reached out to the following animal control/care providers in the surrounding region to research whether they could service for our community: • Los Angeles County Department of Animal Care & Control; • Southeast Area Animal Control Authority (SEEACA) Animal Control; • Pasadena Humane Society & SPCA; • City of Upland Animal Shelter; and • City of Rancho Cucamonga-Animal Center.

Due to the expeditious timeframe, to date only the County of Los Angeles was able to provide the City with an estimated cost for service (see Exhibit A: County of Los Angeles Estimated Service Level Schedule) of $212,860 (Total Net Cost after projected License/Penalty Fees). The other potential service providers have indicated that it may take three months to fully analyze whether they will be able to service the City and provide a cost estimate.

Item 4b Page 2 Update to Proposed Amendment of Certain Animal License Fees Page 3 June 9, 2020

The existing County of Los Angeles Animal Care and Control Fee Schedule (See Exhibit B: County of Los Angeles Fee Schedule) and in conversations with their staff, indicates that the “Unaltered Dog” fee would be $60 and the “Penalty” fee would be “Same as the License Fee”. Additionally, the County of Los Angeles also advised staff that they are in the process of potentially raising these fees and these fees may be similar to IVHS’s proposed fees.

SEEACA has indicated they may be willing to provide the City of San Dimas with animal control/care services but the lengthy distance (located in City of Downey, appr. 30 miles from San Dimas) may be a hinderance.

The Pasadena Humane Society and SPCA as previously indicated above will not be able to provide a cost estimate or analyze whether they are able to provide services to the City of San Dimas for a few months.

The City of Rancho Cucamonga and the City of Upland will not be able to provide services to the City because they are located within San Bernardino County and therefore they would have to modify their communication software, informational items and policies to be consistent with the County of Los Angeles and City of San Dimas animal control ordinances, standards and guidelines.

RECOMMENDATION

Staff recommends that the City Council provide direction regarding the proposed Inland Valley Humane Society (IVHS) Animal License Fee Amendment.

Respectfully submitted,

Brad McKinney Acting City Manager

Attachments: Exhibit A: County of Los Angeles Estimated Service Level Schedule Exhibit B: County of Los Angeles Fee Schedule

Item 4b Page 3 COUNTY OF LOS ANGELES DEPARTMENT OF ANIMAL CARE AND CONTROL ESTIMATED SERVICE LEVELS SCHEDULE

CITY OF SAN DIMAS Estimated FY 2020-21 Proposed Methodology (Assuming same units of service) # City / Service Description Rate Unit Type Units * Cost

Sheltering Services Public Services $ 1.50 Per Capita 33,982 $ 50,973 Kennel Housing - Dog & Cat $ 425.10 Per Impound 309 $ 131,356 Private Vet Varies Each - $ - $ 182,329 Field Services Calls For Service $ 119.88 Hours 483 $ 57,902 Animal License Enforcement Services $ 92.26 Hours - $ - $ 57,902 Other Liability Insurance (4.5% of total Field and Animal License Enforcement Services) $ 57,902 $ 2,606 License Processing Fee $ 3.84 Each 1,855 $ 7,123 $ 9,729

Total City Cost (Sheltering, Field, and Other) $ 249,960

Revenue: Fees Collected From Residents $ - License/Penalty Fees $ (37,100) $ (37,100)

Total City Net Cost $ 212,860

* Service Levels Schedule is an ESTIMATE only for your reference (based on FY 2018-2019 actual usage). City is liable for actual costs.

Exhibit A:County of Los Angeles Estimated Service Level Schedule

Prepared by CGD: May 26, 2020 County of Los Angeles Department of Animal Care and Control License Fee Schedule

Effective Date: February 27, 2020 ** *Senior Veterans (60 years +) with Field Unaltered Altered Owned Disabilities Unaltered Altered Enforcement DOG DOG Altered DOG Altered DOG CAT CAT Fee Penalty Fee County Unincorporated Areas $60 $20 $7.50 $7.50 $10 $5 $40 Same as License Fee Agoura Hills $60 $20 $7.50 $7.50 N/A N/A $40 Same as License Fee Alhambra $60 $20 $7.50 $7.50 $10 (v) $5 (v) $40 Same as License Fee Artesia $60 $20 $7.50 $7.50 $10 (v) $5 (v) $40 Same as License Fee Azusa $60 $20 $7.50 $7.50 $10 (v) $5 (v) $40 Same as License Fee Baldwin Park $60 $20 $7.50 $7.50 $10 $5 $40 Same as License Fee Bell $80 $30 $7.50 $7.50 $15 $10 $40 Same as License Fee Calabasas $60 $20 $7.50 $7.50 $10 $5 $40 Same as License Fee Carson $60 $20 $7.50 $7.50 $10 $5 $40 Same as License Fee Compton $60 $20 $7.50 $7.50 $10 $5 $40 Same as License Fee Cudahy $60 $20 $7.50 $7.50 $10 $5 $40 Same as License Fee El Monte $60 $20 $7.50 $7.50 $10 $5 $40 Same as License Fee Hawaiian Gardens $60 $20 $7.50 $7.50 $10 $5 $40 Same as License Fee Hidden Hills $60 $20 $7.50 $7.50 $10 $5 $40 Same as License Fee Industry $60 $20 $7.50 $7.50 $10 $5 $40 Same as License Fee Inglewood $60 $20 $7.50 $7.50 $10 $5 $40 Same as License Fee Irwindale $60 $20 $7.50 $7.50 $10 $5 $40 Same as License Fee La Habra Heights $60 $20 $7.50 $7.50 $10 $5 $40 Same as License Fee La Mirada $60 $20 $7.50 $7.50 $10 $5 $40 Same as License Fee Lancaster $60 $20 $7.50 $7.50 $10 $5 $40 Same as License Fee Lomita $60 $20 $7.50 $7.50 $10 $5 $40 Same as License Fee Malibu $60 $20 $7.50 $7.50 $10 $5 $40 Same as License Fee Maywood $60 $20 $7.50 $7.50 $10 $5 $40 Same as License Fee Monterey Park $60 $20 $7.50 $7.50 $10 $5 $40 Same as License Fee Palmdale $60 $20 $7.50 $7.50 $10 $5 $40 Same as License Fee Palos Verdes Estates (Note 1) $24 $12 $7.50 N/A $10 (v) $5 (v) $10 Rancho Palos Verdes $60 $20 $7.50 $7.50 N/A N/A $40 Same as License Fee Rolling Hills $18 $9 N/A N/A $10 $5 $40 $25 Rolling Hills Estates $60 $20 $7.50 $7.50 $10 (v) $5 (v) $40 Same as License Fee San Fernando $60 $20 $7.50 $7.50 $10 $5 $40 Same as License Fee Santa Clarita $60 $20 $7.50 $7.50 $10 (v) $5 (v) $40 Same as License Fee Thousand Oaks $60 $20 $7.00 $5.00 $7 (v) $7 (v) $40 $30 Walnut $72 $27 $9.50 $7.50 $10 $5 $40 Same as License Fee West (Note 2) $60 $15 $7.50 $7.50 $10 $5 $40 Same as License Fee Westlake Village $30 $15 $7.50 N/A $10 $5 $40 Same as License Fee Whittier $60 $30 $7.50 N/A $10 (v) $5 (v) $40 Same as License Fee * Available senior rates if animal is Spayed or Neutered. Senior owner must be sixty (60) years of age. ** With submittal of required documentation (v): voluntary NOTE 1: Palos Verdes Estates Guide dogs $5.00 (annually) NOTE 2: West Hollywood - Senior Owned Altered Cat $2.50

Exhibit B:County of Los Angeles Fee Schedule Agenda Item Staff Report

To: Honorable Mayor and Members of the Council For the meeting of June 9, 2020

From: Brad McKinney, Acting City Manager Initiated by: Timothy J. Pagano, Recreation Manager Subject: Summer Programming 2020 Proposal ______SUMMARY In response to the continued COVID-19 “Stay at Home” directives, the Parks and Recreation Department is modifying summer programs and activities to connect virtually and in-person with the San Dimas community during Summer 2020

BACKGROUND Since late March, the City has worked to develop modified City programs and Facility Programming. During this time, the Parks and Recreation Dept./Recreation Services Division (SDPRD) has continued to serve as a vital community resource throughout the COVID-19 pandemic. In addition to traditional programming, SDPRD has incorporated virtual programming to serve the community and remain responsive during the crisis. Some examples of this include the Easter Egg Hunt Rec Dash, Virtual Arbor Day, and virtual tips on snack making with Auntie Toy. Other modifications include the drive through Senior Lunch Program and the San Dimas Cares Project.

With the ongoing concerns involving COVID-19 and the need to support San Dimas residents as they gradually return back to normal work routines, the SDPRD has developed a proposed program outline for Summer 2020 with the objectives of being safe, intentional and strategic while providing both virtual and in-person recreational services to the public. The following program elements represent the menu of services the SDPRD has identified as having the most impact within the community while incorporating social distancing best practices. The SDPRD proposes to proceed with modified summer programming with registration beginning on June 22, 2020. Most in-person Summer 2020 programming will commence on July 6, 2020

Item 4c Page 1 Summer Programming 2020 Proposal Page 2 City Council Meeting of June 9, 2020

and conclude on August 14, 2020. The initial planning stages for virtual programming has commenced and is anticipated to begin the week of June 8, 2020. ANALYSIS

The continued concern with providing in-person recreation programming while being mindful of COVID-19 “Stay at Home” guidelines and best practices has provided the Department a unique opportunity to explore new innovative ways to “Up our Game” in the service delivery of programs, events and activities. As greater direction has been provided by the State/County related to the reopening of programs and services, City staff has strategized and developed a plan to present to the Council for the Summer 2020 programs and events. This work has culminated in the list of programs and events in which many San Dimas residents have expressed interest via social media platforms, as well as through phone calls, letters and email correspondence.

The table below outlines the programming proposed in the department’s SMART Goal Chart for the Council’s consideration.

VIRTUAL RECREATION PROGRAMMING

GOAL Specific Measurable Attainable Realistic Timely Metric Milestone • SDPRD will offer the community a Recommended virtual recreation Summer Camp program start date Virtual Summer program that will conduct five 2- June 8, 2020 Day Camp week sessions starting June 8, 2020. Programming • Participants will receive kits that

would include activities, crafts and Program ending Week 1: Free Sneak sports materials, worksheets/games Preview date on & around for a weekly virtual excursion. In Aug. 14, 2020 addition, links to videos in which Yes Yes Yes Yes Week 2: $20 for recreation staff would lead Camp Launch Kit participants through specific Sessions 2 – 5: activities. $40/session kits • SDPRD will utilize the Virtual provide to Recreation Facebook page as participants resource for forums & engagement for participants and their parents.

• SDPRD will work with contract Recommended instructors on offering virtual classes program start date: if their activity can be modified to be June 8, 2020 incorporated in program delivery. • SDPRD recommends that the Virtual Recreation Program ending Yes Yes Yes Yes Contract Classes purchase of an upgraded version of would be Zoom so that instructors and determined by participants can interact with each length of class other virtually during program offering delivery.

Item 4c Page 2 Summer Programming 2020 Proposal Page 3 City Council Meeting of June 9, 2020

• SDPRD will engage Senior Recommended participant virtually with a selection registration start- of classes, seminars, social date June 2, 2020 engagement & club meetings. Recommended program start date • The Senior Services section has already purchased a 100 seat Zoom June 8, 2020 license to actively engage senior Program ending Virtual Senior participants would be Yes Yes Yes Yes Programming determined by • The recommended classes & length of class activities include popular Mt. SAC offering class offerings, Sponsored Senior Workshops/Seminars, Monthly Happy Hour, Creative Writing Club and Sr. Club General Membership & Board Meetings.

IN-PERSON MODIFIED RECREATION PROGRAMMING

Goal Specific Measurable Attainable Realistic Timely Metric Milestone • SDPRD will work with contract Recommended instructors on providing in-person registration start- and virtual classes to the public. date June 22, 2020 • In-person class size will be aligned with suggested social distancing Recommended best practices based on activity, location of activity and historical program start date July 6, 2020 min./max participants per class

Recreation • Contract instructors will be asked if Yes Yes Yes Yes Program ending Contract Classes their activity could be modified to date on & around have a virtual component August 14, 2020 incorporated in program delivery.

• SDPRD recommends that the purchase of an upgraded version of Zoom so that instructors and participants can interact with each other virtually during program delivery.

Item 4c Page 3 Summer Programming 2020 Proposal Page 4 City Council Meeting of June 9, 2020

• 3 School-Age Summer Camp Recommended programming options for youth in registration start date grades 1st-6th June 22, 2020

Recommended • SDPRD will limit program participation to be in alignment with program start date

suggested social distancing best July 6, 2020 practices. Recommended max participants is 25-30 Program ending date School-Age participants/week at fee-based August 14, 2020 Summer Camp & camp. Programs • Camp structure modification Fee Based Camp held at Ladera Serra Park, registration fees increased from FY 18/19 to bring in Yes Yes Yes Yes additional resources for deep cleaning facility, no major excursions involving amusement parks, mass gathering locations etc.

• Drop-in Park Program held at Pioneer Park (11:00a-2:00p). A mobile recreation program will be introduced throughout the community Mon.-Thur. at a variety of San Dimas Parks. Camps will incorporate social distancing through outdoor play, structured activities, etc.

• SDPRD will work with instructors Recommended on providing in-person instruction registration start date Monday/Wednesday; June 22, 2020 Tuesday/Thursday; and Fridays for Summer Tiny Tots youth participants ages 3-5 years Recommended Program old. Yes Yes Yes Yes program start date July 6, 2020 • In-person class size will be aligned with suggested social distancing Program ending date best practices. August 14, 2020

DRIVE-IN MOVIE AT HORSETHIEF CANYON PARK-CITY BIRTHDAY CELEBRATION The SDPRD developed a proposed program outline for a Summer Drive-in Movie at Horsethief Canyon Park with the objectives of being safe, intentional and strategic while providing a unique recreational opportunity to residents.

The program would take place two consecutive nights in early August at the Horsethief Canyon Park from 7:00p-10:30p. One night would be dedicated to kids & families (MPAA rating of PG) and the other night would be for an older audience (MPAA rating of PG-13 or R).

Event Logistics

The SDPRD would utilize the approximate 71,700 ft2 (365 ft. x 205 ft.) pad north of the “people park” (Attachment A) as the venue for the Drive-in Movie at Horsethief Canyon Park.

Item 4c Page 4 Summer Programming 2020 Proposal Page 5 City Council Meeting of June 9, 2020

This location (Attachment B) would provide space for approximately 120 vehicles, allowing for 10’ x 20’ parking spaces and 24’ two-way driving lanes. In addition, the location provides two points of entry, one on the east side via the Community Rodeo Ring entrance (Green Route) & the other west of the Sycamore Trail entrance (Red Route). Four movie screens will be placed along the north side of the location on an elevated berm in order to optimize viewing for participants. Lastly, the SDPRD will work with an audio/visual specialist to ensure viewing and sound quality for all participants.

The SDPRD will work with Public Works and LA County Sheriff-San Dimas Station to develop an appropriate traffic plan for pre-event, during the event, and post-event traffic.

SDPRD will take program registrations via phone & online and will assign program participants to either Red Route or Green Route entry points while asking for make & model of the participant’s vehicle.

Lastly, the SDPRD will provide portable ADA accessible restrooms and wash stations that will supplement the fixed restroom location at Horsethief Canyon Park, located southwest of the proposed program location. Added Value Elements

The SDPRD is proposing to incorporate the following elements to the Drive-In Movie at Horsethief Canyon Park program to enhance the overall experience: • Food Trucks/Local Business Food Service • Local Breweries (Feathered Serpent & Highpoint Brewing Company) • Movie Character Costume Contest • Raffle Contests • Neon Necklaces and Bracelets • On-Screen Movie Trivia Contest Prior to Movie Community Engagement

In order to promote & advertise the Drive-in Movie at Horsethief Canyon park, the SDPRD in collaboration with the Public Information Officer will create a program marketing campaign that will engage the community via social media on selection of movie for both nights. In addition, a social media hashtag would be created so that the City would be able to have an inventory of pictures/videos capturing the end result of the program.

RELATION TO MISSION STATEMENT Mission Statement: The City of San Dimas is committed to excellence in the planning of the community with due consideration for the physical and social environment. The City Council and all city employees are committed to well- maintained facilities and being responsive to the needs of the residents by providing necessary programs.

RECOMMENDATION Staff recommends that the City Council; 1. Authorize SDPRD to proceed with Summer Programming 2020 proposal.

Respectfully submitted,

Hector Kistemann Director of Parks and Recreation

Item 4c Page 5 Summer Programming 2020 Proposal Page 6 City Council Meeting of June 9, 2020

Attachment A – Horsethief Canyon Park Pad

Item 4c Page 6 Summer Programming 2020 Proposal Page 7 City Council Meeting of June 9, 2020

Attachment B – Drive-In Movie Event Layout

Item 4c Page 7 Summer Programming 2020 Proposal Page 8 City Council Meeting of June 9, 2020

Attachment C – Conceptual Design of Drive-In Movie

Item 4c Page 8 Agenda Item Staff Report

To: Honorable Mayor and Members of City Council For the meeting of June 9, 2020

From: Brad McKinney, Acting City Manager

Initiated by: Parks and Recreation Department

Subject: San Dimas Recreation Center and Associated Budget Impacts

______

SUMMARY The San Dimas Recreation Center (Center) Impacts of Programming and Operational Modifications and Associated Budget Impacts for FY 2020-21

BACKGROUND

At the May 26, 2020 City Council Budget Study Session, the City Council reviewed the budget proposal by the Parks and Recreation department and briefly discussed the operational and financial impacts associated with closing the San Dimas Recreation Center (SDRC) would have on the community. The City Council requested more information from staff, and specifically requested that staff meet to discuss the closure impacts with San Dimas High School. The additional information Council requested is outlined in this report.

Construction for the SDRC began in 1979 and opened the doors for the community in 1981. Since then, the SDRC has served thousands of community members of all ages. The facility occupies a long narrow site of approximately 1.7 acres at the southeast corner of Saints Ct. and Covina Blvd and sits between the Bonita Center for the Arts and Lone Hill Middle School.

Below is a site plan of the Center:

Item 4d Page 1 San Dimas Recreation Facility Use 2 June 9, 2020

Programming is offered seven days a week, though its busiest days are Monday-Friday between the hours of 6am-6pm. Programming includes the City’s recreation aquatics classes, lap swimming, contract classes, gym and racquetball. The SDRC also serves the Middle and High School pre-teen and early teen age students at the Student Union, where they gather after school to play games and are supervised by Recreation Division staff. Maintenance and operations at the Center include daily custodial services, routine facility repairs, and pool maintenance which consist of inspections by a Certified Pool Operator. In FY 2019-20, the Council appropriated $171,400 in CIP funds to repair or replace damaged components of the SDRC.

Due to threat to the public health and safety of persons caused by the COVID-19 pandemic, the City temporarily closed all City parks, fields, sport , other recreational facilities which included the Center.

DISCUSSION

In FY 2019-20, $171,000 were allocated for necessary repairs at the Center. These repairs are listed in the table below:

Project Actual Cost SDRC Interior Painting $14,700 Install of additional electrical $2,785 outlets & data lines Install of HVAC supply & $1,795 return lines Racquetball Court refinishing, complete sand, stripe & clear $6,400 coat Carpet in both sauna rooms $2,200

Item 4d Page 2 San Dimas Recreation Facility Use 3 June 9, 2020

Replace Acid room Door and $4,356 Jam Replace sand in CP Filters $12,093 Replace sand in TP filters

Replace CP/TP backwash $1500. valves

New Pool Gates $10,000 Replace partitions (Girls RR) $14,785 Replace Spa room window & $7,234 Frame Exterior Fascia Repairs $13,629 Steam Room Boiler $23,853 Light fixtures to LED $10,620 Spa Room Floor upgrade $2,650

Total $128,600

These projects have been completed and have made a significant impact on the appearance and the functionality of the Center.

In January 2020, staff began the FY 2020-21 budget process with the aim of the following:

• Incorporate long-term perspective • Set and establish links to organizational goals • Focus decisions on results and outcomes • Promote effective communication with stakeholders

The budget process allows for reflection and review of organizational successes & shortfalls. The process requires careful review, assessment of existing programs and projects; and weighs them according to funding required, staff’s recommendations provided against operational and fiscal demands.

Facilities operations and maintenance encompasses a broad spectrum of services, competencies, processes, and tools required to assure the facility performs the functions for which the purpose of serving the public

SDHS Impacts

Pools

San Dimas High School (SDHS) uses the SDRC for several activities that include Boys and Girls Water Polo, Physical Education classes and Special Needs Classes.

The programs for water polo and swimming run year-round. The competition pool is used daily from 1:30-5:30. On game days they can run a little longer to 6:00 or 6:30, which occurs one time

Item 4d Page 3 San Dimas Recreation Facility Use 4 June 9, 2020 per week. The approximate number of students involved in both the swim and water polo activities is 100.

SDHS also uses the pool for summer water polo practice and uses the pool as much as is allowed by the City. Typically, the High School uses the pool two hours per day, Monday-Thursday. PE classes use it for 6 weeks 4-5 hours a day usually in the fall. This is about 275 students. The Special Needs class uses it for 4-6 weeks one hour two days a week and uses the therapy pool with approximately 12-18 students.

Gym/Weight Room

The weight room is also used by SDHS. They have expressed the need to have more access to the weight room in order to properly accommodate all of the students who want to use it.

SDHS has expressed concern for the closure of the SDRC and create serious issues for them if they do not have a facility or limited access to the SDRC. As the situation currently stands, the High School rents a facility 3-4 times per year in order to compete in CIF Playoffs, and find it challenging to find venues to rent. In some instances, they have had to travel to Hacienda Heights or Diamond Bar.

In order to continue providing the programs and activities at the SDRC to the highest levels possible, the Department’s management team developed a list of projects that are necessary in order to meet the needs of the participants.

ANALYSIS

The SDRC serves a broad range of participants but offers six (6) Core Services as follows:

• Recreational Aquatics Programming: Learn-to-Swim Lessons, Swim Team, Recreation Swim, Lap Swim. • Aqua Contract Class Services: Deep Water Aerobics, Mt. SAC Aqua Aerobics, Silver Sneakers. • Bonita Unified School District/San Dimas High School facility use: Annual BUSD/SDHS Agreement ($43,000) to use pool for aquatics sports and special needs physical education classes. • Student Union: Drop-in after school teen program for Lone Hill Middle School and SDHS students. • Third-party Facility Rentals: Facility Rental for private splash parties and outside organizations for use of the aquatic amenities. • Racquetball and Fitness Contract Classes: Racquetball courts, weight room, fitness contract classes.

Item 4d Page 4 San Dimas Recreation Facility Use 5 June 9, 2020

Area(s) Activity Explanation Required Learn-to-Swim lessons & Swim Team represents the Competition & Recreational SDRC’s largest return on investment in terms of generating training pool, Aquatics general fund revenues. In addition, the community highly lockers, programming values the aquatics facility and programming provided from bathrooms the SDRC. Aqua Contract Competition & Traditionally high participation rates in all aqua contract Class Services training pool, class offerings annually. Agreement with Mt. SAC for lockers, facility use adds value to SDRC. bathrooms. BUSD/SDHS Competition BUSD/SDHS contributes $43,000 annually for use of the Facility Use Pool, Lockers, pool for aquatics sports programming and special needs bathrooms. physical education classes. In addition, BUSD/SDHS highly values the use of the SDRC facility. Student Union Recreation The Student Union teen program operates year-round and Room, serves Lone Hill Middle School and SDHS students. A Bathrooms, variety of program options are offered throughout the year. Weight Room, Multi-purpose room Third-Party Recreation Third party rentals happen mostly on weekends; however, Facility Rentals Room, multiple elementary schools utilize the aquatics facility for Competition year-end parties as well. Pool, Bathrooms Racquetball & Racquetball Utilized by Annual pass holders, daily drop-in & monthly Fitness Contract Courts (x3), pass holders M-S. Recently, participation has dwindled in Classes Weight Room, all areas concerning the racquetball, fitness and fitness Multi-purpose contract classes. room, bathrooms, locker rooms

SDRC Revenues from 2014/15 - FY 2019/20*

2019/20 Fiscal Year 2014/15 2015/16 2016/17 2017/18 2018/19 (July - Dec) SDRC Revenue Total $189,877 $214,306 $165,772 $164,112 $220,410 $81,959 *For a more comprehensive accounting of SDRC Revenues, see Appendix A

SDRC Expenditures from 2014/15 - FY 2019/20*

*For a more comprehensive accounting of SDRC Expenditures, see Appendix B

Item 4d Page 5 San Dimas Recreation Facility Use 6 June 9, 2020

Facility Use Options

In order to best serve the community, the staff has identified three (3) path forward options for the Council to consider. They are as follows:

Option 1: San Dimas Recreation SDRC to cease all programming/operations. Facility Need User Uses Cost Associated No programing to be conducted at SDRC. Only specific operations to meet LA Storage and staff County Dept. of SDPRD $ 160,000 workstations. Health’s minimum standards. (Staff work stations, restrooms)

Option 2: Operational Aquatics Facility-San Dimas Parks & Recreation BUSD, and SDHS. Facility Need User Uses Cost Associated Seasonal Learn-to- Swim Lessons, Aqua Personnel* $ 148,000 Contract Classes, City Aquatics Operations Swim Team, BUSD (Competition & M & O $ 164,000 Splash Parties, SDHS Training pools, locker SDPRD/BUSD/SDHS Aquatics Sports rooms, restrooms, staff CIP** $ 287,000 (Swim/Water Polo), work stations) SDHS Special Needs Total $ 599,000 Physical Education classes. *Personnel includes Supervising Lifeguard, Lifeguards and Water Safety Instructors (calculated at 70%). ** CIP projects identified were selected for overall return on investment for Aquatics Facility operations.

Option 3: Continue Traditional Programming and Operations of SDRC Facility Need User Uses Cost Associated Traditional Personnel $ 360,000 programming & Teen programming,

operations of SDRC Aquatics programming, M & O $ 373,000 (Student Union, fitness fitness & wellness SDPRD/BUSD/SDHS programs, aquatics programming, third- CIP** $ 700,000 programs, third-party party rentals,

rentals, agreement with BUSD/SDHS use Total $ 1,433,000 BUSD/SDHS) **CIP projects identified in FY 20/21

Item 4d Page 6 San Dimas Recreation Facility Use 7 June 9, 2020

FINANCIAL IMPACT and BUDGET ACTIONS

Fiscal Impact: Fiscal impact is determined by the action(s) taken by Council.

Continuous Improvement

The Parks and Recreation Department is striving to “Up Our Game” in all aspects of programs, events, facility maintenance and community outreach. It is the mission of the department, to be in alignment with the City’s Mission Statement.

Relation to Mission Statement

The City Council and all city employees are committed to well- maintained facilities and being responsive to the needs of the residents by providing necessary programs.

RECOMMENDATION Staff recommends that the City Council: 1. Consider Facility Use Option 2 and designate the SDRC as an Aquatics Operation facility starting at the beginning of FY 2020/21. This option creates significant return on investment by allowing staff to optimize use of the SDRC while maintaining a mutually beneficial business relationship with BUSD/SDHS and provide the ability to continue to make a positive impact in the San Dimas community.

2. Allow staff to begin discussions with BUSD/SDHS to modify the existing Facility Use Agreement through negotiations that will optimize the use of the aquatics facility for BUSD/SDHS through intentional scheduling while finding a fair market value for the use of the pool based on industry standards and hours of use.

3. Consider SDPRD’s request of hiring a Full-Time Coordinator to assist with:

a. Optimization of facility operations and programming b. Researching fair market value of use of San Dimas facilities based on industry standards and a comparative fees & charge survey c. Creating a mutually beneficial agreement between community stakeholder like BUSD/SDHS.

Hector Kistemann Director of Parks and Recreation

Item 4d Page 7 San Dimas Recreation Facility Use 8 June 9, 2020

Appendix A

Table 1 – SDRC Revenues (FY 2014/15 – FY 2019/20)

2019/20 Title 2014/15 2015/16 2016/17 2017/18 2018/19 (July - Dec) Racquetball Fees* $- $- $- $- $- $- Weight Room Fees* $- $- $- $- $- $- Aerobics Fees* $- $- $- $- $- $- Lap swim Fees* $- $- $- $- $- $- Annual Membership Fees $43,561 $48,459 $46,412 $42,365 $43,822 $23,645 Fitness Services $- $195 $1,970 $5,345 $4,220 $975 Silver Sneakers Program $18,828 $18,810 $17,594 $20,473 $15,185 $6,292 Daily Rate $21,125 $21,612 $19,596 $21,594 $23,683 $11,418 Monthly Pass $6,914 $7,384 $8,498 $8,585 $11,170 $4,790 Recreational Swim Fees $17,944 $6,244 $4,955 $6,650 $8,628 $2,813 Swimming Lesson Fees $57,066 $78,206 $46,460 $44,438 $102,509 $27,367 Aqua Aerobics Fees* $- $- $- $- $- $- Junior Guard Program $2,520 $3,963 $1,130 $(1,121) $834 $(840) Summer Swim Team Fees $9,880 $7,141 $5,925 $7,917 $4,400 $3,376 Facility Rental Fees $12,039 $22,292 $13,232 $7,866 $5,959 $2,123 SDRC Revenue Total $189,877 $214,306 $165,772 $164,112 $220,410 $81,959

*Racquetball, Weight Room, Aerobics, Aqua Aerobics and Weight Room Fees reflected in Annual Membership, Monthly pass and Daily Rates starting in FY 2014/15

Item 4d Page 8 San Dimas Recreation Facility Use 9 June 9, 2020

Appendix B

Table 1 – SDRC Expenditures (FY 2014/15 – FY 2019/20)

Item 4d Page 9 Agenda Item Staff Report

To: Honorable Mayor and Members of City Council For the meeting of June 9, 2020

From: Jeff Malawy, City Attorney

Subject: Consideration of Contract for City Manager Recruitment Services ______

SUMMARY Attached to this staff report are six proposals from recruitment firms to conduct a City Manager recruitment for the City of San Dimas. The City Council may select one of the firms and authorize the Mayor to execute a contract with that firm to provide recruitment services for the position of City Manager.

BACKGROUND

The City’s former City Manager retired from the City effective May 22, 2020. As a result, the permanent position of City Manager is currently vacant.

DISCUSSION

The City Attorney’s Office solicited proposals from seven recruitment firms that have experience in public sector executive recruitments. Six responded with proposals. All six proposals are attached to this staff report.

The most typical approach to recruiting a new city manager involves the use of a professional firm. Professional firms are able to offer unique outreach services to individuals that might not otherwise apply for the position, help to reduce any perception that the process is not impartial, and they work directly for the City Council.

In evaluating the proposals and making a selection, the City Council may wish to consider the experience and qualifications of the firm, their proposed approach to meeting the needs of the City, and cost effectiveness.

Upon selection and execution of a contract, the City Council will meet in closed session with the recruiting firm to provide direction on the desired process for seeking City Manager applicants.

01171.0004/650513.1 Item 4e Page 1 Recruitment Services for City Manager Page 2 For the Meeting of June 9, 2020

RECOMMENDATION

Staff recommends the City Council:

1. Review and evaluate the proposals submitted; and 2. Select one of the firms and authorize the Mayor to execute a contract with that firm, in a form approved by the City Attorney, to provide recruitment services for the position of City Manager.

Respectfully submitted,

Jeff Malawy City Attorney

Proposals Attached (in alphabetical order): 1. Avery & Associates 2. Bob Murray & Associates 3. CPS-HR Consulting 4. Peckham & McKinney 5. Ralph Andersen & Associates 6. Tripepi Smith

Item 4e Page 2

Los Gatos June 2, 2020

Jeff Malawy, City Attorney City of San Dimas c/o Aleshire & Wynder 18881 Von Karman Ave., Suite 1700 Irvine, CA 92612

Dear Mr. Malawy:

Thank you for the opportunity to submit our recruitment proposal for the position of City Manager for the City of San Dimas. We take great pride in providing our clients exceptional service and excellent results. These successful client partnerships result from an active and comprehensive level of Principal involvement leading to positive business relationships and highly satisfied clients.

We feel well suited to support your city on this search, having recently completed City Manager searches for the cities of Hawthorne, Port Hueneme, Simi Valley, Whittier, Stockton, Pinole, Tulare and Sand City. Within the past 18 months we've also completed City Manager searches for the cities of Anaheim, Fremont, Vallejo, Hermosa Beach, Martinez, Half Moon Bay, and Visalia. Additionally, we've completed City Manager searches for the cities of Fullerton, Redding, South El Monte, Monte Sereno, Benicia and Beaumont. Overall, during the past three years our firm has completed 26 city manager assignments. We feel the contacts made from these assignments would be beneficial to your recruitment needs.

Our extensive database of executives in municipal government provides an excellent foundation for the outreach efforts we describe in our proposal. We’ve also had extensive interaction with City Councils, City Managers and Assistant City Managers based on our labor relations practice. All of these contacts would be an excellent resource in support of this recruitment.

We also have an excellent knowledge of the Southern California area. Over half of our clients are in southern California and I am there on virtually a weekly basis as needed. This experience, combined with our proven ability to understand the unique needs of our clients and a strong focus on service, leads to exceptional results for our clients.

Following review of our proposal, it is our hope that our history of successful recruitments, our professionalism and positive results we have delivered for our clients will provide the basis for selection of our firm. This proposal of recruitment services contains the following information:

• Company Overview William Avery & Associates, Inc. Consultants to Management

3-1/2 N. Santa Cruz Ave., Suite A Los Gatos, CA 95030 408.399.4424 Fax: 408.399.4423 www.averyassoc.net Avery Associates Page 1 • Firm Qualifications/Experience • Recruitment Team • Recruitment Plan • Recruitment Schedule • Client References • Consulting Fee • Guarantees & Ethics • Principal Profiles

Thank you for the opportunity to be considered for this recruitment. If you have any questions, please do not hesitate to call Paul Kimura or me at 408-399-4424.

Sincerely, William Avery William H. Avery

WHA:jmc

Avery Associates Page 2

PROPOSAL FOR THE CITY OF SAN DIMAS RECRUITMENT FOR CITY MANAGER

William Avery & Associates, Inc. – Overview

William Avery & Associates, Inc. (Avery Associates) is a successful and service focused Management Consulting firm based in Los Gatos, California. Incorporated in 1982, the firm specializes in Executive Search, Labor Relations and Human Resources/Management Consulting.

The firm currently includes two Principals and several key consultants. Bill Avery, the founder of Avery Associates, heads and manages the firm. He oversees the Labor Relations practice and is heavily involved in the search business including leading key searches. Paul Kimura focuses on and manages the Executive Search and Recruitment practice. Key staff members include Cris Piasecki, Bill Lopez and Sam Avery, who support the search practice and the firm’s administrative staff includes Tomi Ewing, Jackie Collins and Michelle Ross. Temporary staff as needed augments the team.

Mr. Avery, having served in the past as a City Manager, provides the firm with direct experience and knowledge of city administration. Mr. Kimura’s expertise in executive, technical and business recruitment, which he gained during his nineteen years of high technology experience, provides the basis for many of the recruitment strategies and tactics utilized by the firm. Their profiles are attached. Collectively and combined, the firms Principals offer exceptional expertise in the area of public sector recruitment and consulting.

Firm Qualifications/Experience – What Differentiates Avery Associates

Exceptional service delivery and a very high quality work product provide excellent results for our clients. This begins with the initial client meetings, which lead to detailed timelines for deliverables followed by weekly recruitment status updates following initiation of the search. Our candidate outreach efforts are professionally and confidentially conducted. The evaluation materials we provide clients are routinely characterized as accurate, comprehensive and of very high quality. We believe more so than any other public sector recruitment firm. This is largely based on our interview system utilizing behavioral interview techniques, which we describe in our recruitment plan. This leads to a quality product with excellent end results for our clients.

The service element is based on two factors: The first is the collective service philosophy from all of our organizational team members. They are each dedicated to providing service and support to clients. The second factor is based on the high level of engagement and participation from the firm Principals in every search assignment. This hands-on involvement includes client interface, identifying and developing the ideal candidate profile and position specification, development of the search strategy, candidate outreach, interviewing and assessment, completion of reference interviews, candidate presentation, final interview facilitation and when desired, negotiation of employment terms with the successful candidate.

1 Avery Associates Page 3

Recruitment Team for the City of San Dimas

Bill Avery and Paul Kimura will serve as the Project Leads for this assignment and will be assisted by Bill Lopez and Sam Avery. Mr. Avery and/or Mr. Kimura will be personally involved in the initial client meetings, development of the ideal candidate profile and search strategy, interviewing and assessment of candidates, the presentation of candidates, attendance at final interviews and will be available throughout the search process to provide other related consulting services.

Recruitment Plan

I. Position Profile and Organizational Assessment

The initial assessment phase is a critical component of the search process. Mr. Avery and/or Mr. Kimura will meet with the key decision makers to discuss the organizational needs and position requirements and to formalize the job description.

• Understand the City priorities for this position.

• Develop a clear understanding and consensus on the expertise, experience, education, performance attributes and operational style of the ideal candidate.

• Discuss the goals, objectives, deliverables, and challenges related to this position.

• Gain insight of the various organizational dynamics and departmental issues that exist within the organization.

• Identify the compelling aspects to this opportunity.

The formal position description and a subsequent ideal candidate profile would be developed from the above discussions and incorporated into the formal position announcement. The candidate profile is also utilized in various other means as a marketing tool, for advertising copy, postings, and for other announcements.

II. Development of the Search Strategy

Our search strategy will be developed in conjunction with the organizational assessment. The final approach is based on your input and considerations during the assessment activity. We would incorporate the following elements into this search:

• Original research, which consists of identification and contact of current incumbents or other candidates who meet the profile but are not actively seeking other employment.

2 Avery Associates Page 4

• Development of a targeted candidate list based on our extensive database of key executive contacts, referrals and recommendations from key sources, and other current and former City Management personnel who have extensive contacts and networks in this area.

• Public information sources that include various membership listings such as the League of California Cities, ICMA and the various municipal organizations within the U.S.

• An extensive mailing campaign to current city managers and select assistant managers throughout the U.S.

• Print advertising in ICMA Newsletter, Jobs Available and any other print publications deemed appropriate by the City.

• Internet job postings on national public sector employment bulletin boards, City Management and Municipal association-based web sites, and our company website.

III. Candidate Assessment

Our assessment process involves several “tiers” of evaluation. All candidates responding to this position will initially be evaluated based on their resume and if appropriate, an extensive phone “screening” by a member of the project team. Candidates who pass the initial “qualifying” criteria are then scheduled for a formal interview with Mr. Avery or Mr. Kimura. These extended personal interviews typically take one hour and a thorough discussion of their experience, accomplishments, management philosophy and interpersonal style takes place.

In interviewing candidates, we utilize a methodology based on “behavioral” interview techniques. Fundamentally, this approach explores a candidate’s past accomplishments and experiences that relate to the position being considered. The philosophy here is that the best indicator of future performance is to evaluate past behavior. This methodology allows the firm to “project” how a candidate would approach and address the key challenges in the new position.

Those individuals who best fit the position requirements will have a Candidate Assessment Report developed by the Principal who conducted the interview. Additionally, two initial reference interviews are performed on these candidates. The reference interviews provide our clients with additional insights on the candidate’s “behavior” and style.

IV. Candidate Presentation

Upon completion of formal interviews, a selection of candidates for presentation is made. We feel our extensive qualification, interview, and reference interviewing process and the

3 Avery Associates Page 5

knowledge gained during our initial assessment period; enable our client to proceed with fewer rather than more finalists. However, we will not restrict or limit the number of candidates recommended as this decision is related to the overall strength and depth of the candidate pool.

The final candidates are presented in our extensive candidate presentation “book”. Each finalist will have a file consisting of a candidate summary sheet, the submitted cover letter and resume, the Candidate Assessment Report (based on the “behavioral” interview), and two candidate reference interviews. This extensive profile on each recommended candidate continually generates positive feedback from our clients as it provides extensive detail beyond just a resume.

The Candidate book also identifies other candidates who were given secondary consideration, which provides the client insight on others who were interviewed. Candidate summary sheets are created for everyone who submitted a resume would also be included. This provides the client an insight to the level and nature of response for their position.

V. Selection Process

Once the final candidate interview group is identified, we will assist in the structuring of the interview process and coordinate the interview scheduling activity. Our firm will also provide candidates with guidance related to travel planning, hotel accommodations, as well as other interview planning issues. Our firm will also develop potential interview questions and be in attendance during final interviews to help facilitate the process and to lead an end of day debrief and evaluation process.

VI. Position Closure and Follow-Up

Based on the firm’s experience in human resource management and executive search, we are able to assist our clients in formulating appropriate compensation and other employment arrangements. We will be available throughout our retention to assist in this process.

As a matter of policy, Avery Associates monitors the transition and progress of any executive we place with a client. Within the first three to six months following the hired individual joining the City, we will speak with that individual to ensure the transition has effectively occurred. During the same period we will also review the individual’s status with your office.

4 Avery Associates Page 6

References

I. City of Stockton Michael Tubbs, Mayor; 209.937.8499

II. County of Monterey Irma Ramirez-Bough, Director of Human Resources; 831.755.5043

III. City of Anaheim Chris Zapata, City Manager; 619.240.5620

Recruitment Schedule

Task Scheduled Dates Search Initiation, Marketing & Advertising Development: Weeks 1 - 4 § Initial meetings with city manager and city staff to define the ideal candidate profile § Develop draft of recruitment brochure for approval by client § Recruitment strategy finalized § Determination of advertising scope and placement deadlines § Brochure designed and printed Marketing, Advertisement and Outreach Period: Weeks 4 - 10 Advertise in: § Mailing of brochures § Jobs Available § ICMA newsletter and website Preliminary candidate screening

Candidate Review - Screening and Finalists Selection Weeks 9-12 Development and finalization of Interview process and interview questions Weeks 13-14 Interviews with City Week 15 Final interviews and reference checks Week 16 Appointment Offer/Acceptance Week >17 Report to Work Date Week >17

Consulting Fee

Based on the services described in our proposal, the professional services consulting fee for this recruitment will be $17,900. We would provide our first consulting invoice in the amount of $7,900 at the outset of the search. A second invoice of $5,000 would be billed with the presentation of candidate recommendations and the final invoice of $5,000 for the retainer will be submitted at the completion of the search. The consulting fee will be inclusive of all services defined within this proposal unless otherwise stated.

5 Avery Associates Page 7

In addition to the Professional Services Fee, normal and direct out-of-pocket expenses associated with the search are charged back to the client. Expenses for this assignment would not exceed $7,000 without the express consent of the City. These expenses include: advertising, clerical time, supplies, printing, telephone, postage, background checks and consultant travel for client discussions, meetings, local and out-of-area candidate interviews. All expense items are reimbursed “at cost” and will be detailed and billed on a monthly basis.

Guarantees and Ethics

Whenever William Avery & Associates, Inc. is retained; we make several guarantees and commitments to a client. Due to our experience, knowledge and success within the management-consulting field, we assure a client that we will only present candidates who meet a substantial majority of the ideal qualifications that you have outlined. We are also committed to continue our search efforts until a successful candidate is employed.

During our placement efforts, we openly share any relationships, previous experience and knowledge for any candidate we present for consideration. Our commitment and responsibility is to our clients and their best interests.

It is also our practice to replace a candidate who may voluntarily resign during the first year of his/her employment. This same commitment applies if the client finds it necessary to terminate or to request the resignation of the selected individual in the first year for any reason. In either case, we invoice a client only for out-of-pocket expenses incurred in identifying a replacement.

6 Avery Associates Page 8

Avery Profile William Avery

William Avery founded his successful management consulting firm in 1981. He has directed William Avery & Associates in service as a Labor Relations and Executive Search consultancy, serving personally as a chief negotiator, trainer, and representative in grievance and disciplinary matters.

A specialist and widely recognized expert in employer-employee relations, he has served as a City Manager (Los Gatos) and Assistant City Manager. While City Manager, he was President of the Santa Clara County City Manager’s Association and Chair of the County Employee Relations Service.

Bill has lectured at De Anza College, San Jose State University, and , and regularly makes presentations for the League of California Cities, CALPELRA, and other public sector organizations.

Building on his personal track record of success, he expanded the firm’s focus to include increased emphasis on public and private sector search. He added proven industry professionals with expertise in these areas. The result has been to create an exceptionally strong management consulting firm, now known as Avery Associates, with the expertise to provide the full range of services required for successful public or private sector executive search.

A key measure of the firm’s success has been the many long-term relationships that he and his staff have established with clients.

Bill holds B.A. in Political Science and an MPA from San Jose State University, where he was graduated with highest honors.

7 Avery Associates Page 9

Avery Profile Paul Kimura

Paul Kimura brings a unique combination of recruitment and business experience to Avery clients.

Paul is involved in leading Avery’s public sector professional searches. He has been both a corporate recruitment director and HR director for a number of high technology companies, ranging from Fortune 500 firms such as Novell and National Semiconductor to a start-up. His proven recruitment and HR generalist skills help him bring forward the best available candidates and properly assess their skills and “fit” with client organizations.

Indeed, many of the recruitment strategies and tactics incorporated into the Avery search process are a direct result of Paul’s extensive recruitment experience in the high technology industry.

Paul has been a successful HR consultant, guiding clients through all aspects of Human Resources functions — compensation & benefits, employee and management training, performance management, and termination issues.

He is skilled in areas such as strategic planning, executive coaching, separation negotiation, and organizational assessment and design. It’s another service that Avery Associates is able to offer its clients because of the unique background of its principals — and Paul’s extended skill set in Human Resources underscores the fact that Avery professionals “have been there” and understand your needs from a personal perspective.

Paul holds a B.S. degree in Business Administration from San Jose State University. He is active in professional HR organizations and in the community, where he has worked with a number of education, youth service, civic, business, and cultural organizations.

“Just as Avery looks to form long-lasting relationships with its clients, I believe in making the same commitments within my community.”

8 Avery Associates Page 10 A Proposal to Conduct an Executive Recruitment

for the Position of

CITY MANAGER

on behalf of the

1544 Eureka Road, Suite 280 Roseville, CA 95661 (916) 784-9080 (916) 784-1985 fax

Bob Murray and Associates Page 1 June 1, 2020

SAN DIMAS CITY COUNCIL CITY OF SAN DIMAS 245 EAST BONITA AVENUE SAN DIMAS, CA 91773

Dear Members of The City Council:

Bob Murray & Associates is pleased to submit a proposal to conduct the City Manager recruitment for the City of San Dimas. The following details our qualifications and describes our systematic— yet flexible—method of identifying, recruiting, and screening outstanding candidates on your behalf. It also includes a proposed budget, timeline, and guarantee.

At Bob Murray & Associates, we pride ourselves on providing quality service to local governments, non-profit agencies, and private firms. Our recruitment process helps you to determine the direction of the search and the types of candidates you seek while capitalizing on our decades of experience and vast network of contacts to reach those candidates. Our expertise ensures that the candidates we present to the City of San Dimas will match the criteria you have established, be a good fit for your organization, and be outstanding in their field.

We recognize that we work at the pleasure of the City Council and our job is to facilitate the Council’s City Manager search. From the outset of the search, we work to establish a strong partnership with the Council to ensure the placement of a City Manager who is ideally suited to its needs. In developing an effective search, we hope the City Council members will make themselves available as we seek the opportunity to meet and discuss their expectations for San Dimas’ new City Manager. We hope they will speak candidly with us regarding the traits they are looking for in the new City Manager. As a result of these meetings, the insight garnered will be invaluable as we recruit and screen candidates for the position.

With respect to the City Manager recruitment and the City of San Dimas, Bob Murray & Associates has placed over 200 City Managers since our firm’s inception in 2000. We are currently conducting City Manager recruitments on behalf of the California cities of Cudahy, Healdsburg, Imperial, and San Clemente. We are also recruiting the Assistant City Manager on behalf of the City of Jurupa Valley, CA. Our extensive contacts and knowledge of outstanding candidates will ensure you have a quality group of finalists from which to select the City of San Dimas’ next City Manager.

Recent City Manager recruitments we have completed similar in size and scope to your upcoming search include the following:

2019 Pico Rivera, CA Del Mar, CA Solvang, CA El Segundo, CA Tracy, CA Fairfield, CA Yuba City, CA Huntington Beach, CA Jurupa Valley, CA 2018 National City, CA Arvin, CA

Bob Murray and Associates Page 2 El Segundo, CA Compton, CA Elk Grove, CA Covina, CA Lincoln, CA El Centro, CA Lompoc, CA Grass Valley, CA Madera, CA Marysville, CA Roseville, CA Menifee, CA San Fernando, CA 2017 San Gabriel, CA Adelanto, CA Santa Fe Springs, CA Alhambra, CA St. Helena, CA Atwater, CA Tracy, CA Boulder City, NV Willits, CA

We work as a team on every search at Bob Murray & Associates. Your Project Lead would be Gary Phillips, who conducts the majority of our City Manager and Assistant City Manager recruitments. Mr. Phillips is highly experienced in guiding elected bodies through the decision- making process and would not only direct and supervise the project team from beginning to end but also serve as your Recruiter.

To learn first-hand of the quality of our services and why the majority of our engagements come from repeat and referred clients, we invite you to contact the references listed on page 14 of the attached proposal.

We look forward to your favorable consideration of our qualifications. Please do not hesitate to contact us at (916) 784-9080 with any questions.

Sincerely,

Valerie Gaeta Phillips President, Bob Murray & Associates

Bob Murray and Associates Page 3 TABLE OF CONTENTS

THE RECRUITMENT PROCESS ...... 2

STEP 1 DEVELOP THE CANDIDATE PROFILE ...... 2 Optional Service: Community and Staff Involvement ...... 2 STEP 2 DESIGN/DISTRIBUTE BROCHURE AND ADVERTISEMENTS ...... 2 Reaching Diverse Candidates ...... 3 STEP 3 RECRUIT CANDIDATES ...... 3

STEP 4 SCREEN CANDIDATES ...... 4 STEP 5 CONDUCT PRELIMINARY INTERVIEWS ...... 4 STEP 6 SEARCH PUBLIC RECORDS ...... 4 STEP 7 MAKE RECOMMENDATIONS ...... 4 STEP 8 FACILITATE FINAL INTERVIEWS...... 5 STEP 9 CONDUCT BACKGROUND AND REFERENCE CHECKS ...... 5 STEP 10 ASSIST IN NEGOTIATIONS ...... 5

COMPLETE ADMINISTRATIVE ASSISTANCE ...... 6

COSTS AND GUARANTEE ...... 7

PROFESSIONAL FEE AND EXPENSES ...... 7 Optional Services ...... 7 GUARANTEE...... 8

RECRUITMENT SCHEDULE ...... 8

FIRM PROFILE ...... 9

REFERENCES ...... 14

Bob Murray and Associates Page 4 THE RECRUITMENT PROCESS

Bob Murray & Associates’ recruiters are specialists in finding the perfect fit, providing security and fairness to candidates and clients while ensuring the integrity of the search process. We understand that superlative recruiting for the City Manager will lead to superlative results for the City of San Dimas. Outlined below are the steps in our proven recruitment process, refined through our 30+ years of experience in executive search.

STEP 1 DEVELOP THE CANDIDATE PROFILE

Our understanding of the City of San Dimas’ needs will be key to a successful search. Gary Phillips will meet with the City Council and key stakeholders to learn as much as possible about the ideal candidate for the City Manager position. We want to become familiar with the values and culture of the organization, as well as to understand the current and future issues, challenges, and opportunities in the City of San Dimas.

Mr. Phillips will review and help define the City’s wish-list regarding the ideal candidate’s personality, management style, knowledge, skills, and abilities and will work with the City to identify expectations regarding education and experience. The City Council and Mr. Phillips will discuss compensation, benefits, and other key information necessary to ensure that outstanding candidates are attracted to this opportunity. The profile we develop together at this stage will drive subsequent recruitment efforts.

Optional Service: Community and Staff Involvement

We find that many of our clients value a recruitment process that opens the opportunity for community members, business leaders, organization representatives, and employees to provide input regarding the ideal candidate. Our recruiters are skilled in designing and facilitating forums, town hall meetings, and online surveys that allow equitable involvement from a variety of constituencies and in consolidating feedback into a cohesive narrative of common themes.

If the City of San Dimas so desires, we will work with the City Council to create a customized community and/or staff input process.

STEP 2 DESIGN/DISTRIBUTE BROCHURE AND ADVERTISEMENTS

Mr. Phillips and your dedicated Recruitment Coordinator will use the candidate profile developed with the City of San Dimas to create a professional recruitment brochure, with the assistance of our professional graphic designer. The four-page, full-color brochure will describe the community, organization, position, ideal candidate, and compensation and will include pictures provided by the City of San Dimas that you feel best represent your organization and your community.

Upon your approval, Mr. Phillips will send the brochure by postal mail and email to a targeted audience, personally inviting potential candidates to apply for the City Manager position. We will also place the recruitment brochure on our website, which attracts over 11,000 unique hits weekly and is a trusted resource for candidates seeking executive and professional positions. Two sample brochures are included in this proposal package for your reference.

Bob Murray & Associates Proposal for the City of San Dimas Page 2 Bob Murray and Associates Page 5 Mr. Phillips will also design an effective advertising campaign appropriate for the City Manager recruitment. Our broadest outreach comes through our active social media involvement on Facebook, LinkedIn, and Twitter, where upcoming and current positions are posted. Sources such as Western City Magazine, the “Jobs Available” newsletter, and the Careers in Government website will be used to reach an extensive local government audience, while position-specific postings will be chosen to attract candidates who have built their careers in and are committed to the City Manager field.

Suggested City Manager-specific advertising sources for the City of San Dimas’ search include:

ICMA Newsletter California City Management Foundation California City News League of Women in Government

Bob Murray & Associates does not typically place ads with job aggregators or general job posting sites such as CareerBuilder, Monster, or Indeed, as we have found that the broad reach of these sites does not necessarily lead to quality candidates for executive and professional positions.

Reaching Diverse Candidates

Bob Murray & Associates, a woman- and minority-owned business, is proud of its commitment to attracting and placing diverse candidates. Not only do we place advertisements with websites designed to attract minority and female candidates, but our President, Valerie Phillips, is a member herself of many diversity-focused organizations including the Local Government Hispanic Network, the League of Women in Government, the Professional Women’s Network, Mexican Professionals, and Women Leading Government. She networks frequently with fellow members to gain insight into which potential candidates are leaders in their field.

Mr. Phillips will seek to reach candidates in communities and organizations with demographic profiles and populations served like that of the City of San Dimas, to maximize the potential for individuals from a wide variety of backgrounds, cultures, and life experiences to be considered for the City Manager position.

STEP 3 RECRUIT CANDIDATES

The strongest candidates are often those who are successful and content in their current positions and need to be sold on a new opportunity. Our extensive network of contacts, developed through over 1,400 successful placements, is a primary source for identifying and obtaining referrals for these candidates. Our in-house database of 40,000 current and former executive and professional candidates is a valuable resource that can only be built over time—time that we have invested into perfecting our process for finding the right candidates for our clients. Our aggressive outreach efforts are focused on phone calls to personally invite potential applicants, answer questions, and allay any reservations, and these efforts are essential to the success of the City Manager recruitment.

Bob Murray & Associates Proposal for the City of San Dimas Page 3 Bob Murray and Associates Page 6 STEP 4 SCREEN CANDIDATES

Following the closing date for the recruitment, Mr. Phillips will screen all resumes we have received, using the criteria established in the candidate profile as a basis upon which to narrow the field of candidates. Internal candidates receive sensitive consideration, and Mr. Phillips will discuss with the City Council how the City of San Dimas wishes to proceed with these candidates.

STEP 5 CONDUCT PRELIMINARY INTERVIEWS

Mr. Phillips will personally interview the top 10 to 15 candidates from the resume screening, with the goal of determining which candidates have the greatest potential to succeed in your organization. To reduce travel-related expenses to our clients and increase efficiency in the search process, these interviews are typically conducted via Skype, FaceTime, or other convenient videoconferencing applications.

During these in-depth interviews, Mr. Phillips will explore each candidate’s background and experience as it relates to the City Manager position, such as significant accomplishments, size and scope of responsibility, and organizational culture. In addition, Mr. Phillips will discuss with the candidates their motivation for applying for the position and assess his/her knowledge, skills, and abilities. We will devote specific attention to establishing the likelihood of the candidate’s acceptance of the position if an offer of employment is made.

STEP 6 SEARCH PUBLIC RECORDS

Under the direction of Mr. Phillips, your dedicated Recruitment Coordinator will conduct a review of published print and online articles for each recommended candidate. Sources include Lexis- Nexis™, Google, social media, and our contacts in the field. This will alert Mr. Phillips to any further detailed inquiries we may need to make before our recommendations are finalized.

STEP 7 MAKE RECOMMENDATIONS

Based on our findings during the preliminary interview process, Mr. Phillips will recommend a limited number of candidates for your further consideration. He will make specific recommendations and will help facilitate discussions regarding the candidate pool, but the final determination of those to be considered will be up to you.

We typically recommend 6-8 candidates that we feel will best match your expectations, and we prepare a detailed written report on each candidate. This bound report provided to each member of the decision-making body includes:

Candidate list with Recommended Finalists identified in Group 1 and Group 2 (primary and secondary recommendations), as well as Internal candidates Summary of experience, education, and salary information for each Recommended Finalist candidate Complete cover letter and resume for each Recommended Finalist candidate List of Other Applicants (those who did not meet minimum qualifications or were otherwise unsuitable, based on our screening process)

Bob Murray & Associates Proposal for the City of San Dimas Page 4 Bob Murray and Associates Page 7 Bob Murray & Associates maintains all search records for a period of seven (7) years following each recruitment, and we are happy to forward cover letters and resumes for each applicant by postal mail or email as soon as the recruitment closes to new applications.

STEP 8 FACILITATE FINAL INTERVIEWS

Our years of experience will be invaluable as we help you develop an interview process that objectively assesses the qualifications of each candidate. We will work with the City of San Dimas to craft and implement an interview approach that fits your needs. This may include individual and panel interviews by the City Council and key stakeholders, community/employee interview panels, writing and presentation samples, meet-and-greets, or another specialized process element Mr. Phillips helps the City of San Dimas to design.

Mr. Phillips will be present on-site during the interviews to facilitate as necessary during the process and to guide discussion to consensus regarding final candidates. Bound interview books will be provided to each interview panel member containing:

Recruitment brochure with candidate profile Interview schedule Suggested interview questions Experience summary, cover letter, resume, and rating form for each candidate Ranking forms for use during the panel interview process

We will work closely with your staff to coordinate and schedule interviews and candidate travel. Our goal is to ensure that each candidate has a very positive experience, as the way the entire process is conducted will influence the final candidates’ perception of your organization.

STEP 9 CONDUCT BACKGROUND AND REFERENCE CHECKS

Mr. Phillips and your Recruitment Coordinator will conduct detailed reference checks for up to three (3) final candidates. To gain an accurate and honest appraisal of the candidates’ strengths and weaknesses, we will talk candidly with people who have direct knowledge of their work and management style. In addition to gaining a 360-degree view of candidates from the perspective of their supervisors, subordinates and peers for the past several years, we will make a point of speaking confidentially to individuals who may have further insight into a candidate’s abilities but who may not be on their preferred list of contacts.

Your Recruitment Coordinator will work with candidates and our professional backgrounding firm, HireRight, to conduct credit, civil litigation, and motor vehicle record checks and verify candidates’ degrees.

STEP 10 ASSIST IN NEGOTIATIONS

We recognize the critical importance of successful negotiations and can serve as your representative during this process. Mr. Phillips knows what other organizations have done to put deals together with great candidates and what the current market is like for City Manager positions in organizations like the City of San Dimas’. He will be available to advise you regarding current

Bob Murray & Associates Proposal for the City of San Dimas Page 5 Bob Murray and Associates Page 8 approaches to difficult issues, such as housing and relocation. We will represent your interests and advise the chosen candidate and you regarding salary, benefits, and employment agreements, with the goal of putting together a deal that results in the appointment of your chosen candidate. With our proven experience and vested interest in a positive outcome, we can turn a very difficult aspect of the recruitment into one that is straightforward and agreeable for all parties involved.

COMPLETE ADMINISTRATIVE ASSISTANCE

We receive many unsolicited testimonials each year from clients and candidates alike noting our prompt, considerate, accurate, and professional service during the search process. Throughout the recruitment, in time intervals that suit the City of San Dimas, we will provide you with updates on the status of the search and attend to all administrative details on your behalf.

Candidates receive immediate acknowledgement of their applications, as well as personal phone calls and/or emails (as appropriate) advising them of their status at each critical point in the recruitment. Candidates who receive preliminary or final interviews and are not chosen to move forward in the interview process will receive personal calls from Mr. Phillips on behalf of the City of San Dimas.

It is our internal company standard that all inquiries from clients and candidates receive a response within the same business day whenever possible, and certainly within 24 hours if the inquiry is received during the work week. Mr. Phillips will be available to the City of San Dimas by office phone, cell phone, and email at any time to ensure a smooth and stress-free recruitment process.

Bob Murray & Associates Proposal for the City of San Dimas Page 6 Bob Murray and Associates Page 9 COSTS AND GUARANTEE

PROFESSIONAL FEE AND EXPENSES

The fixed, flat professional services fee for conducting the City Manager recruitment on behalf of the City of San Dimas is $17,500. Services provided for in this fee consist of all steps outlined in this proposal, including four (4) days of meetings on site. The professional fee does not limit the amount of time invested by Bob Murray & Associates in promoting a successful outcome for this project. In fact, our mission for this project is to ensure we assist in identifying the right candidate for the City of Jurupa Valley. Therefore, Mr. Phillips and Ms. Gaeta Phillips will contact the City at the first anniversary of the placement to confirm an effective transition has occurred.

The City of San Dimas will also be responsible for reimbursing expenses Bob Murray & Associates incurs on your behalf. We estimate expenses for this project not to exceed $6,900. Reimbursable expenses include (but are not limited to) such items as the cost of recruiter travel; clerical support; brochure development; placement of ads; credit and civil background checks; education verification; and public records searches. Postage, printing, photocopying, and telephone charges are allocated costs and included in the expense estimate. In no instance will expenses exceed this estimate without prior approval from the City of San Dimas.

Expense reimbursement for candidate travel related to on-site interviews will be the responsibility of the City of San Dimas.

Professional Fees and Reimbursable Expenses

Professional Services (Fixed Flat Fee) $17,500

Reimbursable Expenses Example costs and approximate amounts include: Brochure Design and Printing ($1,275) Advertising ($3,000) $6,900 Background Checks – 3 candidates ($550) Consultant Travel ($1,500) Other expenses – supplies, shipping, clerical ($575) Not-to-Exceed Total $24,400

Optional Services

Community/Staff Input Forum: $1,500/day, plus travel expenses Online survey with analysis of results: $250 Additional on-site meeting days: $1,500/day, plus travel expenses Additional background checks: $250/candidate Additional reference checks: $500/candidate Other services: $250/hour or $1,500/day

Bob Murray & Associates Proposal for the City of San Dimas Page 7 Bob Murray and Associates Page 10 GUARANTEE

Should a candidate recommended by our firm position resign or be terminated within the first 12 months of employment, we will provide the City of San Dimas with professional services to secure a replacement. Services will be provided at no cost, aside from expenses incurred on the City of San Dimas’ behalf during the new search. We are confident in our ability to recruit outstanding candidates and do not expect the City to find it necessary to exercise this provision of our proposal.

RECRUITMENT SCHEDULE

We are prepared to start work on this assignment upon receipt of a signed professional services agreement or other written, authorized notification. A full search can be completed in 13-16 weeks from the date of initial meetings with our client.

The final recruitment schedule will be determined in collaboration with City of San Dimas. A typical timeline of tasks and events is included here for reference.

Bob Murray & Associates Proposal for the City of San Dimas Page 8 Bob Murray and Associates Page 11 FIRM PROFILE

OUR STAFF

Bob Murray & Associates is a small firm focusing exclusively on executive search services. We have a team of nine (9):

Bob Murray, Founder Valerie Gaeta Phillips, President Gary Phillips, Executive Vice President Regan Williams, Vice President Joel Bryden, Vice President Carmen Valdez, Senior Executive Recruiter Amber Smith, Principal Recruitment Coordinator Zoila Couture, Senior Recruitment Coordinator Gini Herndon, Contracts Administrator/Bookkeeper

BOB MURRAY, FOUNDER

Mr. Murray—known simply as “Bob” to his clients and candidates throughout the western U.S.— brings over 40 years’ experience as a recruiter and is recognized as one of the top local government recruiters in the nation. He conducted hundreds of searches for cities, counties, and special districts and was called on to conduct searches for some of the largest, most complex organizations in the country—and some of the smallest. Bob conducted searches for chief executives, department heads, professional and technical positions, taking the lead on many of the firm’s most difficult assignments with great success. His clients retained him again and again, given the quality of his work and success in finding candidates for difficult to fill positions.

As our Founder, Bob currently takes on few searches personally but continues to be an active presence at Bob Murray & Associates, providing valued insight and experience to our team members regarding all aspects of the recruitment process.

Mr. Murray received his Bachelor of Science Degree in Criminology from the University of California at Berkeley with graduate studies in Public Administration at California State University at Hayward.

VALERIE GAETA PHILLIPS, PRESIDENT AND RECRUITER

Ms. Gaeta Phillips has over 18 years of recruiting experience, including more than a decade of recent experience in executive search for public, private, and startup companies nationwide. Since joining Bob Murray & Associates, Valerie has completed over 40 searches in a diverse range of fields, including city and general management, planning, finance, human resources, transportation, communication and public relations, community and economic development, information technology, parks and recreation, and operations. She has recruited at all levels of municipal and non-profit organizations, from technicians and engineers to Executive Directors and Chief Executive Officers.

Bob Murray & Associates Proposal for the City of San Dimas Page 9 Bob Murray and Associates Page 12 Valerie is valued for her passion for finding and retaining the most outstanding candidates for even the most difficult or untraditional assignments and for her commitment to her clients’ success; she is also active in a variety of industry organizations and in diversity-focused associations. Valerie is called upon often to serve as an expert speaker on topics such as managing one’s online reputation, diversity issues in municipal and non-profit leadership, and how to identify a good “fit” for organizational culture.

Ms. Gaeta Phillips, along with Executive Vice President Gary Phillips, has a passion for helping people, evidenced by fundraising, sponsorship, and involvement in raising awareness for organizations such as Autism Speaks, the UC Davis M.I.N.D. Institute, and the Special Olympics.

GARY PHILLIPS, EXECUTIVE VICE PRESIDENT AND RECRUITER

Since joining Bob Murray & Associates, Mr. Phillips has completed over 50 searches for executives and professionals in a wide variety of fields including animal services, city and general management, planning, legal counsel, cyber security, and human resources. Gary’s clients have ranged from municipal government to non-profit and private sector organizations, and he has sourced outstanding candidates for positions from the level of division managers up to City Managers, Executive Directors, and General Managers.

Gary started his career with a New York-based Fortune 100 company and quickly became a Senior Manager, building and running a large customer service organization that eventually expanded to 13 countries in Europe. He proceeded to hold senior leadership positions in several Fortune 500 companies, with noted successes such as building an organization from two to 250 employees worldwide and growing a company from 800 to 1200 employees.

As part of an executive acquisition and recruiting team, Gary helped build a start-up enterprise software company in , recruiting top-notch talent and building a world-class organization. He has maintained customer relationships in the public sector and the private sector, including medical and financial institutions. He prides himself on finding key talent and offering the best customer service to his clients.

Mr. Phillips, along with Ms. Gaeta-Phillips, is involved in his community as a soccer coach, as an organizer of fundraisers for Autism Speaks and the UC Davis M.I.N.D. Institute, and as a sponsor of the Northern California Special Olympics. Mr. Phillips received his Associate of Science degree and completed additional coursework at Rochester Institute of Technology, NY.

REGAN WILLIAMS, SENIOR VICE PRESIDENT AND RECRUITER

Mr. Williams brings 30 years of local government experience to Bob Murray & Associates and has over 17 years of experience in executive recruitments with our firm. In his time with Bob Murray & Associates, Regan has conducted over 275 executive searches ranging from managers and department heads to City Managers, Executive Directors, and General Managers. If Regan were to have a recruiting specialty, it would be public safety positions: he has personally conducted over 60 Chief and 20 Fire Chief recruitments.

Bob Murray & Associates Proposal for the City of San Dimas Page 10 Bob Murray and Associates Page 13 Prior to joining Bob Murray & Associates, Regan served as Director of Public Safety with the City of Sunnyvale, CA. He was involved in the development of some of Sunnyvale’s most innovative public safety programs and has a national reputation for excellence in , as well as in law enforcement executive recruiting. Regan’s clients find his prompt and personal attention, insight, and expertise in recruitment and selection an asset. He is often called upon to recruit for difficult-to-fill law enforcement positions, such as the position of Police Chief or City Manager in challenging political environments.

Mr. Williams received his Bachelor of Science Degree in Administration of Justice from San Jose State University. He is also a graduate of the FBI National Academy.

JOEL BRYDEN, VICE PRESIDENT AND RECRUITER

Mr. Bryden has over 30 years of local government experience that he brings to the firm, having retired as Chief of Police in Walnut Creek, CA prior to joining Bob Murray & Associates in 2013. Throughout his career, Joel has been involved in public sector consulting, with vast experience in hiring and promotional processes, as well as interviewing candidates for advancement in all aspects of local government.

Joel has a solid reputation as a leader in the public sector and his ability to find and evaluate outstanding applicants for our clients is invaluable in the search process. Since joining Bob Murray & Associates, Joel has conducted over 50 recruitments in a broad range of sectors including police, fire, building, planning, city management, and general management. He is often called upon to recruit specialized or difficult-to-fill positions, such as Independent Police Auditor.

Mr. Bryden is a graduate of the FBI National Academy and obtained his Bachelor of Arts Degree in Communication from State University. He is currently based in Walnut Creek, CA.

CARMEN VALDEZ, SENIOR EXECUTIVE RECRUITER

Carmen Valdez provides executive recruitment and human resource services to municipal government agencies and non-profits. She has more than 25 years’ experience in team-building, executive search, general human resources, classification and compensation, testing, policy development, performance management, organizational development, discipline, and other employee relations activities.

Carmen has most recently been consulting with Municipal Resource Group, prior to which she spent over 30 years with the City of Milpitas, a Silicon Valley city of 70,000 residents. In this capacity, she was responsible for collective bargaining, PEPRA and Affordable Care Act implementation, modernizing Human Resource services to improve efficiencies and reduce costs, revamping the Workers Compensation service delivery and completing a City-wide strategic plan. Carmen also spent almost 2 years as the Director of Recreation Services.

In addition to her significant experience in the public sector, Carmen earned a Bachelor of Arts degree in Business from University of Phoenix. She is also a member of Local Government Hispanic Network and League of Women in Government. She is an avid runner and enjoys giving back to her community.

Bob Murray & Associates Proposal for the City of San Dimas Page 11 Bob Murray and Associates Page 14 AMBER SMITH, PRINCIPAL RECRUITMENT COORDINATOR

As Principal Recruitment Coordinator with Bob Murray & Associates, Ms. Smith acts as a liaison between clients and candidates from beginning to end of each recruitment process. Under the direction of each client’s assigned Recruiter, Amber is responsible for the development and distribution of position recruitment and advertising materials, client research, reference and background checks, responding to requests for proposals, and providing a broad range of support services for the recruiting team. She also provides leadership for our in-house staff and is an invaluable resource.

Amber brings over a decade of client-oriented customer service, administrative, and management experience to Bob Murray & Associates. Since joining our team in 2013, she has shown a commitment to working as a partner with clients and candidates to provide a quality service and experience.

Ms. Smith received her Bachelor of Arts degree in Business Administration from La Sierra University, Riverside, California.

ZOILA COUTURE, SENIOR RECRUITMENT COORDINATOR

As Senior Recruitment Coordinator with Bob Murray & Associates, Ms. Couture acts as a liaison between clients and candidates throughout each recruitment process. Under the direction of our client’s assigned Recruiter, Zoila’s responsibilities include development and distribution of position recruitment and advertising materials, candidate research, reference checks, and providing a broad range of support services for the recruitment team.

Zoila joined our firm in 2019 with extensive experience in research, communication, and project management. She is committed to providing the highest level of quality support and to working as a partner with clients and candidates throughout the search process.

Ms. Couture received her Bachelor of Arts degree in Political Science from the University of California, Davis.

GINI HERNDON, CONTRACTS ADMINISTRATOR/BOOKKEEPER

Ms. Gini Herndon is the Contracts Administrator/Bookkeeper at Bob Murray & Associates. Ms. Herndon is the first point of contact at Bob Murray & Associates and has an extensive administrative background in business law.

Ms. Herndon is known for her collaborative approach as she works closely with our internal team and clients to ensure a successful search. As a first point of contact, Ms. Herndon is highly professional and maintains a high level of confidentiality and sensitivity.

Bob Murray & Associates Proposal for the City of San Dimas Page 12 Bob Murray and Associates Page 15 CORPORATION

Bob Murray & Associates was founded in May 2000 and operated under the corporation name MBN Services, Inc. until June 2014; our new corporation name is GVP Ventures, Inc., incorporated in California in 2014. Contact information for the corporation and the firm is as follows:

GVP Ventures, Inc. OR Bob Murray & Associates 1544 Eureka Road, Ste. 280 Roseville, CA 95661 (916) 784-9080 [email protected]

Our corporation and firm are financially sound (and have been so since 2000), with documentation from our accountant available to your organization prior to final execution of a professional service agreement. We have never been involved in any litigation, aside from our personnel serving as expert when called to do so.

PROFESSIONAL ASSOCIATIONS

Our firm, represented by either our President or our Executive Vice President, are involved in the following organizations to remain engaged with current and future issues relevant to the work we conduct on behalf of clients like City of San Dimas: California Special Districts Association – Member California City Management Foundation (CCMF) – Member International City/County Management Association (ICMA) – Member League of California Cities – League Partner League of Women in Government – Sponsor/Member Municipal Management Association of Northern California (MMANC) –Sponsor/Member Municipal Management Association of Southern California (MMASC) –Sponsor/Member National Forum for Black Public Administrators (NFBPA) – Committee member for Marketing and Branding

Members of our leadership team not only attend events sponsored by these associations but are also frequently called upon to serve as panel members and to provide specialized lectures regarding industry-specific issues.

Recent and upcoming speaking engagements and trainings provided by our staff include: “Role of the Chief” class, presented by Joel Bryden on behalf of the California Police Chiefs Association Organization of Latino Affairs invited speaker, Valerie Phillips for Hispanic Heritage Month; and “The Next Step on Your Career Ladder: A Rung Up or a Missed Step? What City Managers are Seeking to Create a Dream Team,” Bob Murray & Associates is a leading participant on the MMANC 2019 Conference Panel

Bob Murray & Associates Proposal for the City of San Dimas Page 13 Bob Murray and Associates Page 16 REFERENCES

Clients and candidates are the best testament to our ability to conduct quality searches. Clients for whom Bob Murray & Associates has recently conducted similar searches are listed below:

CLIENT: City of Del Mar, CA POSITION: City Manager REFERENCE: Ms. Ashley Jones, Administrative Services Director (858) 704-3640 Ms. Ellie Haviland, Mayor (858) 755-9313

CLIENT: City of El Segundo, CA POSITION: City Manager REFERENCE: Don Brann, Council Member (City Manager) (310) 963-0117 Mr. Drew Boyles, Mayor (310) 524-2302

CLIENT: City of Huntington Beach, CA POSITION: City Manager REFERENCE: Ms. Michele Warren, Director of Human Resources (714) 536-5586 Ms. Lyn Semeta, Mayor (714) 536-5511

We appreciate the City of San Dimas’ consideration of our proposal and look forward to working with you.

Bob Murray & Associates Proposal for the City of San Dimas Page 14 Bob Murray and Associates Page 17 city-wide programs and manage a city; establish and maintain TO APPLY effective relationships with the community at large, the City If you are interested in this outstanding CITY OF Council, and other public officials; analyze unusual situations and opportunity, please visit our website at resolve them through application of management principles and www.bobmurrayassoc.com to apply online. El Segundo, CA practices; develop comprehensive plans to meet future city needs/services; deal constructively with conflict and develop effective resolutions; plan Filing Deadline: and enforce a balanced budget; develop new policies impacting city-wide March 8, 2019 INVITES YOUR operations/procedures; and supervise the work of subordinate managers Following the closing date, resumes will be engaged in a variety of city services and occupational fields. INTEREST IN screened according to the qualifications THE POSITION OF Any combination of education and/or experience that has provided the outlined. The most qualified candidates knowledge, skills, and abilities necessary for satisfactory job performance is will be invited to personal interviews qualifying. This includes a bachelor’s degree in public or business administration or with Bob Murray & Associates. Candidates a related field and five (5) years of progressively responsible experience in the planning, will be advised of the status of the recruit- City Manager organization, coordination, and administration of varied municipal activities. ment following finalists’ selection. Finalist interviews will be held with the City of El THE COMPENSATION Segundo. A select group of candidates The annual salary for the City Manager position is established by the City Council will be asked to provide references once it is and will be dependent on the qualifications and experience of the selected candidate. anticipated that they may be recommended In addition, the City of El Segundo offers an outstanding benefits package, including: as finalists. References will be contacted Retirement – CalPERS 2% @ 60 for Tier II employees; 2% @ 62 for Tier III only following candidate approval. employees. If you have any questions, please do not Health Insurance – $782/month is provided for employee medical insurance hesitate to contact Mr. Gary Phillips at: under the Public Employees Retirement System Health Care system. Funds cannot (916) 784-9080. be used as deferred compensation or additional salary. Optical/Dental – Fully paid for employee and dependents. Flex Plan – Allows for payment of employee paid insurance premiums, medical expenses, and dependent daycare expenses with pre-tax dollars. Life Insurance – $50,000 term life policy provided by City; employee may purchase additional self and dependent coverage at group rates. Holidays – 12 fixed paid holidays and 8 hours of prorated floating holiday leave. Sick Leave – Sick leave is accrued at 8 hours/month; partial payment for accruals over 1,056 hours. There is a sick leave payoff upon separation at 100% with 5 years of service. Vacation – Vacation annual accrual rates range from 96-200 hours/calendar year depending upon years of service. 100% of annual accrual can be cashed out. Executive Leave – 80 hours/calendar year. Leave may be used for personal business, attendance at educational courses, or vacation.

Bob Murray and Associates Page 18 Just a few minutes away from the nation’s third largest airport and not far from THE COMMUNITY two major interstate highways, aircraft-related companies remain the core City’s employees the tools necessary • Serves as example to staff, setting a El Segundo is highly accessible of the community’s current aerospace and to accomplish the goal of provid- high standard of performance, ethics, • Birthplace of GPS and an ideal community in defense industry. In 1960, the creation of ing superior municipal services and integrity • Central location along the Los Angeles which to work and live. The Aerospace Corporation and Los for the residents and business • Able to motivate, develop, and evalu- coastline Angeles Air Force Base allowed, once community of El Segundo; ate across the organization and work • Most Fortune 500 companies outside of San and for all, El Segundo to lay claim to the and promotes economic with all levels of city staff Francisco title of “The Aerospace Capital of the growth and diversity that • Demonstrates and encourages good World.” Today, the City has retained that can ensure job opportunities • Aerospace capital of the world customer service focus, but the business environment is for residents, and sufficient • Home to the LA Lakers, the LA Kings, and the LA Times • Strong communicator much more diverse. El Segundo is now business vitality to maintain • Personable and approachable The City of El Segundo is located on the and encompasses home to many new and different types and expand support services. The City Council is seeking an honest and over five square miles, spanning from the Los Angeles International Airport on of businesses ranging from entertainment, Responsibilities of the City Manager trustworthy individual who is comfortable the north, the City of Manhattan Beach on the south, the Pacific Ocean on the (L.A. Lakers and L.A. Kings) and media include, but are not limited to: enforcing working closely with and under the direction west and the unincorporated area of Del Aire along Aviation Boulevard on the (L.A. Times), to software engineering. and administering the provisions, laws, and of the City Council. This individual should east. Five men representing the Standard Oil Company were the impetus behind ordinances governing the City; establishing general administrative goals and objectives Business needs change over time and the communicate directly and openly and be the founding of the City. El Segundo, Spanish for “the second,” was the name given for the City and directing the preparation of related plans and procedures; meeting City of El Segundo is proud to say that it transparent, fair, and equitable in their to the community when then Standard Oil built its second California oil refinery with and advising the City Council in the determination of policies and reports on has adapted to meet those changes. The dealings with the Council. The incoming here in 1911. Since its incorporation on January 18, 1917, the City of El Segundo financial status and general conditions of the City; recommending legislation and City is known throughout the region for City Manager will be expected to take an has evolved from a refinery town to the Southern California’s economic engine; policies required in the public interest; preparing and proposing the annual budget, its pro-business attitude and was recently active interest in the community and renowned for its quaint small-town atmosphere surrounded by a thriving business providing for a balancing of revenues and expenditures; representing the City in a recognized by the Los Angeles County maintain effective working relationships environment that caters to some of the region’s most prestigious corporations. variety of meetings and public functions; appointing and removing department heads Economic Development Corporation as with all elected officials, city staff, outside The City’s population is approximately 16,500, which has enabled the community to and subordinate officers and employees; coordinating the general activities of the City the “Most Business-Friendly City in Los organizations, and the general public. As preserve its small-town intimacy and charm. As a regional center for commerce, El government with other governmental and private agencies; and investigating complaints Angeles County.” a representative of El Segundo, the City Segundo’s daytime population exceeds 70,000. The City is home to a high concentration regarding the management of city departments; conducting or directing investigation Manager should be a skilled public of Fortune 500 companies, including AT&T, Gilead (Kite Pharma), Mattel, Northrop into complaints, problems, and service levels; resolving public complaints. THE speaker and capable of exercis- Grumman and Raytheon. ORGANIZATION THE IDEAL CANDIDATE ing discretion, confidentiality, This best-of-both-worlds community consists of three main areas: the residential The City of El Segundo is a general law The ideal and tact when dealing The City of El Segundo is seeking a City Manager who will community and adjoining downtown and Smoky Hollow business districts, the city and operates under a Council-Manager candidate will be with sensitive matters thrive in a dynamic community that prides itself on a long history a responsive and service- Chevron Refinery, and the commercial/industrial area. El Segundo is prized for its form of government. The City is governed or communicating with of civic involvement, self-reliance, and a solution-oriented minded individual with excellent strategic location within the LA Basin. Just a few minutes away from the nation’s third by a five-member City Council elected at internal and external government. Candidates are sought that will provide progressive diplomacy, strong interpersonal largest airport and not far from two major interstate highways, El Segundo is highly large, on a non-partisan basis, to four-year stakeholders. and innovative ideas to meet the changing needs of the community and communication skills, and a accessible and an ideal community in which to work and live. The City is stocked overlapping terms. The position of Mayor and advance the vision of the City Council. An experienced proven track record of It is expected that the with quality hotels, restaurants, office complexes and industrial parks. is selected by Council Members and consensus building. administrator and proven manager who will provide effective incoming City Manager serves a two (2) year term. The City delivers In addition to the important role the Chevron refinery played in the City’s development, leadership while coordinating the activities of a municipal organization will possess extensive knowl- a comprehensive range of municipal services the continued expansion of nearby Los Angeles International Airport, which is desired. The ideal candidate will be a responsive and service-minded edge of management theory through nine (9) major departments with opened in 1930 as Mines Field, had a major role in individual with excellent diplomacy, strong interpersonal and communication and practice; full-service municipal approximately 275 full-time employees and turning El Segundo into an aerospace skills, and a proven track record of consensus building. organization and finance; and supervisory center. The likes of Douglas Aircraft, a total budget of approximately $115 million. practices and techniques. Considerable The new City Manager will have business and political acumen and will Hughes Aircraft, Northrop and knowledge of the operations typical of be able to remain objective and apolitical. Preferably, the selected North American Aviation THE POSITION subordinate municipal services; management candidate will have strong budget, finance, and economic development (Rockwell) all located in The City Manager’s Office provides of a positive employee relations program; experience. Additionally, the desired candidate will possess the following El Segundo during the leadership and direction regarding the techniques for promoting economic de- attributes: 1940s and 1950s. While implementation of policies and programs velopment; and techniques of maintaining mergers and acquisitions established by the City Council. It ensures • Transparent; open communication style effective Council/staff and public/staff relations may have changed their operations are conducted within revenue • Progressive, outside-the-box thinker is desirable. The ideal candidate will have names, many of these limits. This office makes available to the • Positive change agent the ability to plan, direct, and coordinate

Bob Murray and Associates Page 19 Just a few minutes away from the nation’s third largest airport and not far from THE COMMUNITY two major interstate highways, aircraft-related companies remain the core City’s employees the tools necessary • Serves as example to staff, setting a El Segundo is highly accessible of the community’s current aerospace and to accomplish the goal of provid- high standard of performance, ethics, • Birthplace of GPS and an ideal community in defense industry. In 1960, the creation of ing superior municipal services and integrity • Central location along the Los Angeles which to work and live. The Aerospace Corporation and Los for the residents and business • Able to motivate, develop, and evalu- coastline Angeles Air Force Base allowed, once community of El Segundo; ate across the organization and work • Most Fortune 500 companies outside of San and for all, El Segundo to lay claim to the and promotes economic with all levels of city staff Francisco title of “The Aerospace Capital of the growth and diversity that • Demonstrates and encourages good World.” Today, the City has retained that can ensure job opportunities • Aerospace capital of the world customer service focus, but the business environment is for residents, and sufficient • Home to the LA Lakers, the LA Kings, and the LA Times • Strong communicator much more diverse. El Segundo is now business vitality to maintain • Personable and approachable The City of El Segundo is located on the Santa Monica Bay and encompasses home to many new and different types and expand support services. The City Council is seeking an honest and over five square miles, spanning from the Los Angeles International Airport on of businesses ranging from entertainment, Responsibilities of the City Manager trustworthy individual who is comfortable the north, the City of Manhattan Beach on the south, the Pacific Ocean on the (L.A. Lakers and L.A. Kings) and media include, but are not limited to: enforcing working closely with and under the direction west and the unincorporated area of Del Aire along Aviation Boulevard on the (L.A. Times), to software engineering. and administering the provisions, laws, and of the City Council. This individual should east. Five men representing the Standard Oil Company were the impetus behind ordinances governing the City; establishing general administrative goals and objectives Business needs change over time and the communicate directly and openly and be the founding of the City. El Segundo, Spanish for “the second,” was the name given for the City and directing the preparation of related plans and procedures; meeting City of El Segundo is proud to say that it transparent, fair, and equitable in their to the community when then Standard Oil built its second California oil refinery with and advising the City Council in the determination of policies and reports on has adapted to meet those changes. The dealings with the Council. The incoming here in 1911. Since its incorporation on January 18, 1917, the City of El Segundo financial status and general conditions of the City; recommending legislation and City is known throughout the region for City Manager will be expected to take an has evolved from a refinery town to the Southern California’s economic engine; policies required in the public interest; preparing and proposing the annual budget, its pro-business attitude and was recently active interest in the community and renowned for its quaint small-town atmosphere surrounded by a thriving business providing for a balancing of revenues and expenditures; representing the City in a recognized by the Los Angeles County maintain effective working relationships environment that caters to some of the region’s most prestigious corporations. variety of meetings and public functions; appointing and removing department heads Economic Development Corporation as with all elected officials, city staff, outside The City’s population is approximately 16,500, which has enabled the community to and subordinate officers and employees; coordinating the general activities of the City the “Most Business-Friendly City in Los organizations, and the general public. As preserve its small-town intimacy and charm. As a regional center for commerce, El government with other governmental and private agencies; and investigating complaints Angeles County.” a representative of El Segundo, the City Segundo’s daytime population exceeds 70,000. The City is home to a high concentration regarding the management of city departments; conducting or directing investigation Manager should be a skilled public of Fortune 500 companies, including AT&T, Gilead (Kite Pharma), Mattel, Northrop into complaints, problems, and service levels; resolving public complaints. THE speaker and capable of exercis- Grumman and Raytheon. ORGANIZATION THE IDEAL CANDIDATE ing discretion, confidentiality, This best-of-both-worlds community consists of three main areas: the residential The City of El Segundo is a general law The ideal and tact when dealing The City of El Segundo is seeking a City Manager who will community and adjoining downtown and Smoky Hollow business districts, the city and operates under a Council-Manager candidate will be with sensitive matters thrive in a dynamic community that prides itself on a long history a responsive and service- Chevron Refinery, and the commercial/industrial area. El Segundo is prized for its form of government. The City is governed or communicating with of civic involvement, self-reliance, and a solution-oriented minded individual with excellent strategic location within the LA Basin. Just a few minutes away from the nation’s third by a five-member City Council elected at internal and external government. Candidates are sought that will provide progressive diplomacy, strong interpersonal largest airport and not far from two major interstate highways, El Segundo is highly large, on a non-partisan basis, to four-year stakeholders. and innovative ideas to meet the changing needs of the community and communication skills, and a accessible and an ideal community in which to work and live. The City is stocked overlapping terms. The position of Mayor and advance the vision of the City Council. An experienced proven track record of It is expected that the with quality hotels, restaurants, office complexes and industrial parks. is selected by Council Members and consensus building. administrator and proven manager who will provide effective incoming City Manager serves a two (2) year term. The City delivers In addition to the important role the Chevron refinery played in the City’s development, leadership while coordinating the activities of a municipal organization will possess extensive knowl- a comprehensive range of municipal services the continued expansion of nearby Los Angeles International Airport, which is desired. The ideal candidate will be a responsive and service-minded edge of management theory through nine (9) major departments with opened in 1930 as Mines Field, had a major role in individual with excellent diplomacy, strong interpersonal and communication and practice; full-service municipal approximately 275 full-time employees and turning El Segundo into an aerospace skills, and a proven track record of consensus building. organization and finance; and supervisory center. The likes of Douglas Aircraft, a total budget of approximately $115 million. practices and techniques. Considerable The new City Manager will have business and political acumen and will Hughes Aircraft, Northrop and knowledge of the operations typical of be able to remain objective and apolitical. Preferably, the selected North American Aviation THE POSITION subordinate municipal services; management candidate will have strong budget, finance, and economic development (Rockwell) all located in The City Manager’s Office provides of a positive employee relations program; experience. Additionally, the desired candidate will possess the following El Segundo during the leadership and direction regarding the techniques for promoting economic de- attributes: 1940s and 1950s. While implementation of policies and programs velopment; and techniques of maintaining mergers and acquisitions established by the City Council. It ensures • Transparent; open communication style effective Council/staff and public/staff relations may have changed their operations are conducted within revenue • Progressive, outside-the-box thinker is desirable. The ideal candidate will have names, many of these limits. This office makes available to the • Positive change agent the ability to plan, direct, and coordinate

Bob Murray and Associates Page 20 city-wide programs and manage a city; establish and maintain TO APPLY effective relationships with the community at large, the City If you are interested in this outstanding CITY OF Council, and other public officials; analyze unusual situations and opportunity, please visit our website at resolve them through application of management principles and www.bobmurrayassoc.com to apply online. El Segundo, CA practices; develop comprehensive plans to meet future city needs/services; deal constructively with conflict and develop effective resolutions; plan Filing Deadline: and enforce a balanced budget; develop new policies impacting city-wide March 8, 2019 INVITES YOUR operations/procedures; and supervise the work of subordinate managers Following the closing date, resumes will be engaged in a variety of city services and occupational fields. INTEREST IN screened according to the qualifications THE POSITION OF Any combination of education and/or experience that has provided the outlined. The most qualified candidates knowledge, skills, and abilities necessary for satisfactory job performance is will be invited to personal interviews qualifying. This includes a bachelor’s degree in public or business administration or with Bob Murray & Associates. Candidates a related field and five (5) years of progressively responsible experience in the planning, will be advised of the status of the recruit- City Manager organization, coordination, and administration of varied municipal activities. ment following finalists’ selection. Finalist interviews will be held with the City of El THE COMPENSATION Segundo. A select group of candidates The annual salary for the City Manager position is established by the City Council will be asked to provide references once it is and will be dependent on the qualifications and experience of the selected candidate. anticipated that they may be recommended In addition, the City of El Segundo offers an outstanding benefits package, including: as finalists. References will be contacted Retirement – CalPERS 2% @ 60 for Tier II employees; 2% @ 62 for Tier III only following candidate approval. employees. If you have any questions, please do not Health Insurance – $782/month is provided for employee medical insurance hesitate to contact Mr. Gary Phillips at: under the Public Employees Retirement System Health Care system. Funds cannot (916) 784-9080. be used as deferred compensation or additional salary. Optical/Dental – Fully paid for employee and dependents. Flex Plan – Allows for payment of employee paid insurance premiums, medical expenses, and dependent daycare expenses with pre-tax dollars. Life Insurance – $50,000 term life policy provided by City; employee may purchase additional self and dependent coverage at group rates. Holidays – 12 fixed paid holidays and 8 hours of prorated floating holiday leave. Sick Leave – Sick leave is accrued at 8 hours/month; partial payment for accruals over 1,056 hours. There is a sick leave payoff upon separation at 100% with 5 years of service. Vacation – Vacation annual accrual rates range from 96-200 hours/calendar year depending upon years of service. 100% of annual accrual can be cashed out. Executive Leave – 80 hours/calendar year. Leave may be used for personal business, attendance at educational courses, or vacation.

Bob Murray and Associates Page 21 building relationships with the business community, and Holidays – City of Jurupa Valley bringing a broad perspective to further developments. A observes 11 fixed holdiays per calendar CITY OF year. candidate who possesses an appreciation for diversity within Jurupa Valley, CA a city organization will be valued. Executive Leave – City of Jurupa Candidates must possess a Bachelor’s degree in the area of Valley offers 96 hours of Executive Business or Public Administration and a minimum of five (5) Leave. INVITES YOUR years’ experience managing public sector operations; or an equivalent INTEREST IN combination of education and experience. A Master’s degree in TO APPLY Business or Public Administration is preferred. In addition, bilingual If you are interested in this outstanding THE POSITION OF candidates who can speak English and conversational Spanish are opportunity, please visit our website highly desirable. at www.bobmurrayassoc.com to apply online. City Manager THE COMPENSATION Filing Deadline: The salary range for the City Manager position is open, negotiable, and August 9, 2019 dependent upon qualifications. The City also offers an attractive benefits package, including: Following the filing deadline, resumes will be screened according to the Retirement – City of Jurupa Valley is not a PERS Agency and is not qualifications outlined above. The most subject to PERS rules. The City contributes seven percent (7%) toward qualified candidates will be invited to PARS. This is the City’s employee retirement plan. Employee may contribute personal interviews with Bob Murray zero (0) or up to twenty percent (20%). Employee contribution is irrevocable. & Associates. Candidates will be advised Medical – City of Jurupa Valley provides $1,400 per month for employees of the status of the recruitment follow- to purchase medical, dental, vision, and FSA spending accounts. Medical ing finalist selection. Finalist interviews is currently provided by California Choice. will be held with the City of Jurupa ICMA provides a 457 deferred compensation plan, employees may contribute Valley. A select group of candidates up to $19,000 annually. If employee is “age 50-catch up” they may contribute will be asked to provide references an additional $6,000 for a total of $25,000. once it is anticipated that they may be recommended as finalists. References Personal Time Off – Includes all paid time off for all purposes (excluding will be contacted only following holidays). The leave includes, but is not limited to, vacation leave, sick leave candidate approval. If you have any (including the 24 hours per year of sick leave mandated by AB1522), questions, please do not hesitate to management leave for executive employees, bereavement leave, and contact Mr. Gary Phillips at: duty. Full-time employees earn Personal Time Off leave credits (916) 784-9080 in accordance with an accrual schedule based on years of service.

Bob Murray and Associates Page 22 Citizens in Jurupa Valley enjoy the scenic views, the Santa Ana The City of Jurupa Valley today is a mix approximately 20,000 Pre- will be a natural leader of people THE COMMUNITY River, the equestrian lifestyle, of high and low-density residential school – Twelfth grade possessing excellent communication The City of Jurupa Valley is a special city the natural environment, and friendly development, rural farming and other and adult students in the skills and a strong desire to provide characterized by its small-town feeling, residents. agricultural activities, and a mix of com- Jurupa Valley and Eastvale superior service. Professionalism, exceptional natural beauty, and distinctive mercial retail and industrial activity. communities. The school responsiveness, accessibility to the communities. Citizens in Jurupa Valley enjoy Two primary transportation corridors district is the largest public, a customer-service orientation, the scenic views, the , the equestrian traverse the Jurupa Valley area, Inter- employer in Jurupa Valley, transparency, and innovation are valued lifestyle, the natural environment, and friendly residents. state 15 which runs north and south, with nearly 2,500 employ- traits. A candidate that will lead collab- One of the most unique aspects of Jurupa Valley is the variety and and State Highway 60, which runs ees. The District serves the oratively and be respectful of others number of distinct communities located there. The City’s Motto is: east and west. It has been in recent community through numer- is highly desired. Candidates who “A Community of Communities”. years that residential development ous programs and each school value teamwork and empowering The City of Jurupa Valley was incorporated on July 1, 2011 by a group and economic activity has increased, site serves as the neighborhood hub. staff members are ideally suited to of passionate community volunteers. It is proud to be the 482nd City in in particular in the areas adjacent to this position. California and the 28th City in Riverside County. The primary reason for the I-15 and Hwy 60. The City has THE ORGANIZATION incorporation was the strong desire for enhanced police services and The City is seeking a City Manager significant capacity for expansion of Jurupa Valley is a non-PERS, contract City with a blended staff. This General local control over planning and zoning issues. The City covers a 44-square who will encourage an open and both residential and City is governed by a five-member City Council. Members of the mile area encompassing the communities of Jurupa Hills, Mira Loma, transparent relationship with the City development activity in the future. City Council are elected by-district for a four-year term. Each year the Glen Avon, Pedley, Indian Hills, Belltown, Sunnyslope, Crestmore Council and staff. Candidates who roll Council selects one of its members to serve as Mayor and one member Heights, and Rubidoux. It borders San Bernardino County to the north, The City of Jurupa Valley hosts a variety up their sleeves and lead by example to serve as Mayor Pro Tem. The Mayor presides over all Council meetings Riverside to the south and east, Eastvale and San Bernardino County to of entertaining, community-oriented will be valued. The City Manager and is the ceremonial head of the City for official functions. City Council the west. Portions of the Santa Ana River traverse the southern portion of events throughout the year. Addition- will emphasize the importance of members are elected via City Council District. the City. ally, various groups within the City partnerships to community members. The ideal candidate will build Jurupa Valley is rich in history dating back hundreds of years. “Jurupa” in sponsor events such as the upcoming THE OFFICE OF THE CITY strong relationships within Jurupa Valley derives its name from the first inhabitants of the area, Native Heart & Stroke Walk, Community MANAGER the community. Strong Americans who called “Jurupa” their home. The Jurupa Valley area at Clean-up Event, and Healthy Living The City of Jurupa Valley employs a Council-Manager interpersonal skills and the territorial boundaries of two different Tribes, the Gabrielino Tribe and Extravaganze. With the growth of the Jurupa area, the Jurupa Area Recreation form of government whereby the City Manager is the unquestioned integ- the Serrano Tribe. Over the years, there have been various interpretations A candidate that and Park District has also grown, administrative head of the City and reports directly to rity will be highly of the meaning of “Jurupa”, from a greeting meaning “peace and friend- will lead collaboratively and the City Council. The City Manager is responsible for valued. ship” to the first padre to visit the area, to a more widely recognized currently offering a wide variety of year- be respectful of others is the efficient administration of all affairs and departments origination that “Jurupa” refers to the California Sagebrush common to round recreational opportunities at 10 highly desired. The incoming City operating within the City under the policies established the area. In 1838 the area became known as Rancho Jurupa under a different facilities throughout the Jurupa Manager will be a by the City Council. land grant to Senõr Don Juan Bandini by the Mexican government. By area. The Jurupa Mountains Discovery seasoned individual and the late 1800’s the Jurupa Valley area began to live in the shadow of Center is a large outdoor facility that Functions of the City Manager’s Office include coordination forward-thinking visionary the more popular City of Riverside. Much offers a variety of family friendly out- of the implementation of City Council policies and programs; who is fiscally conservative of Jurupa Valley area has what door activities. The center is also providing overall direction to the departments that administer City and capable of handling economic once was a Riverside mailing home to the Ruth and Sam Kirby Earth programs and services; coordinating intergovernmental relations and development while ensuring the long- address. Yet, settlement of Science Museum and the Granite Hills legislative advocacy; emergency preparedness; economic devel- term financial stability of the City. the area in and around Nursery. Jurupa Valley also boasts opment; developmental services; and administration of the City’s Candidates with an understanding what is now the City of ninety holes of beautiful golf at five communications, media relations, and public relations. of the nature of a rural, equestrian Riverside actually began golf courses! All of these courses are community and lifestyle are sought. in the Jurupa Valley open to the public seven days a week. THE IDEAL CANDIDATE The ideal candidate will move the many years before Jurupa Valley is home to the Jurupa The City of Jurupa Valley is seeking a highly qualified, enthusiastic City in a positive direction by providing Riverside’s founding. Unified School District, which educates candidate to fill its City Manager position. The ideal candidate clear direction to staff, engaging and

Bob Murray and Associates Page 23 Citizens in Jurupa Valley enjoy the scenic views, the Santa Ana The City of Jurupa Valley today is a mix approximately 20,000 Pre- will be a natural leader of people THE COMMUNITY River, the equestrian lifestyle, of high and low-density residential school – Twelfth grade possessing excellent communication The City of Jurupa Valley is a special city the natural environment, and friendly development, rural farming and other and adult students in the skills and a strong desire to provide characterized by its small-town feeling, residents. agricultural activities, and a mix of com- Jurupa Valley and Eastvale superior service. Professionalism, exceptional natural beauty, and distinctive mercial retail and industrial activity. communities. The school responsiveness, accessibility to the communities. Citizens in Jurupa Valley enjoy Two primary transportation corridors district is the largest public, a customer-service orientation, the scenic views, the Santa Ana River, the equestrian traverse the Jurupa Valley area, Inter- employer in Jurupa Valley, transparency, and innovation are valued lifestyle, the natural environment, and friendly residents. state 15 which runs north and south, with nearly 2,500 employ- traits. A candidate that will lead collab- One of the most unique aspects of Jurupa Valley is the variety and and State Highway 60, which runs ees. The District serves the oratively and be respectful of others number of distinct communities located there. The City’s Motto is: east and west. It has been in recent community through numer- is highly desired. Candidates who “A Community of Communities”. years that residential development ous programs and each school value teamwork and empowering The City of Jurupa Valley was incorporated on July 1, 2011 by a group and economic activity has increased, site serves as the neighborhood hub. staff members are ideally suited to of passionate community volunteers. It is proud to be the 482nd City in in particular in the areas adjacent to this position. California and the 28th City in Riverside County. The primary reason for the I-15 and Hwy 60. The City has THE ORGANIZATION incorporation was the strong desire for enhanced police services and The City is seeking a City Manager significant capacity for expansion of Jurupa Valley is a non-PERS, contract City with a blended staff. This General local control over planning and zoning issues. The City covers a 44-square who will encourage an open and both residential and commercial Law City is governed by a five-member City Council. Members of the mile area encompassing the communities of Jurupa Hills, Mira Loma, transparent relationship with the City development activity in the future. City Council are elected by-district for a four-year term. Each year the Glen Avon, Pedley, Indian Hills, Belltown, Sunnyslope, Crestmore Council and staff. Candidates who roll Council selects one of its members to serve as Mayor and one member Heights, and Rubidoux. It borders San Bernardino County to the north, The City of Jurupa Valley hosts a variety up their sleeves and lead by example to serve as Mayor Pro Tem. The Mayor presides over all Council meetings Riverside to the south and east, Eastvale and San Bernardino County to of entertaining, community-oriented will be valued. The City Manager and is the ceremonial head of the City for official functions. City Council the west. Portions of the Santa Ana River traverse the southern portion of events throughout the year. Addition- will emphasize the importance of members are elected via City Council District. the City. ally, various groups within the City partnerships to community members. The ideal candidate will build Jurupa Valley is rich in history dating back hundreds of years. “Jurupa” in sponsor events such as the upcoming THE OFFICE OF THE CITY strong relationships within Jurupa Valley derives its name from the first inhabitants of the area, Native Heart & Stroke Walk, Community MANAGER the community. Strong Americans who called “Jurupa” their home. The Jurupa Valley area lies at Clean-up Event, and Healthy Living The City of Jurupa Valley employs a Council-Manager interpersonal skills and the territorial boundaries of two different Tribes, the Gabrielino Tribe and Extravaganze. With the growth of the Jurupa area, the Jurupa Area Recreation form of government whereby the City Manager is the unquestioned integ- the Serrano Tribe. Over the years, there have been various interpretations A candidate that and Park District has also grown, administrative head of the City and reports directly to rity will be highly of the meaning of “Jurupa”, from a greeting meaning “peace and friend- will lead collaboratively and the City Council. The City Manager is responsible for valued. ship” to the first padre to visit the area, to a more widely recognized currently offering a wide variety of year- be respectful of others is the efficient administration of all affairs and departments origination that “Jurupa” refers to the California Sagebrush common to round recreational opportunities at 10 highly desired. The incoming City operating within the City under the policies established the area. In 1838 the area became known as Rancho Jurupa under a different facilities throughout the Jurupa Manager will be a by the City Council. land grant to Senõr Don Juan Bandini by the Mexican government. By area. The Jurupa Mountains Discovery seasoned individual and the late 1800’s the Jurupa Valley area began to live in the shadow of Center is a large outdoor facility that Functions of the City Manager’s Office include coordination forward-thinking visionary the more popular City of Riverside. Much offers a variety of family friendly out- of the implementation of City Council policies and programs; who is fiscally conservative of Jurupa Valley area has what door activities. The center is also providing overall direction to the departments that administer City and capable of handling economic once was a Riverside mailing home to the Ruth and Sam Kirby Earth programs and services; coordinating intergovernmental relations and development while ensuring the long- address. Yet, settlement of Science Museum and the Granite Hills legislative advocacy; emergency preparedness; economic devel- term financial stability of the City. the area in and around Nursery. Jurupa Valley also boasts opment; developmental services; and administration of the City’s Candidates with an understanding what is now the City of ninety holes of beautiful golf at five communications, media relations, and public relations. of the nature of a rural, equestrian Riverside actually began golf courses! All of these courses are community and lifestyle are sought. in the Jurupa Valley open to the public seven days a week. THE IDEAL CANDIDATE The ideal candidate will move the many years before Jurupa Valley is home to the Jurupa The City of Jurupa Valley is seeking a highly qualified, enthusiastic City in a positive direction by providing Riverside’s founding. Unified School District, which educates candidate to fill its City Manager position. The ideal candidate clear direction to staff, engaging and

Bob Murray and Associates Page 24 building relationships with the business community, and Holidays – City of Jurupa Valley bringing a broad perspective to further developments. A observes 11 fixed holdiays per calendar CITY OF year. candidate who possesses an appreciation for diversity within Jurupa Valley, CA a city organization will be valued. Executive Leave – City of Jurupa Candidates must possess a Bachelor’s degree in the area of Valley offers 96 hours of Executive Business or Public Administration and a minimum of five (5) Leave. INVITES YOUR years’ experience managing public sector operations; or an equivalent INTEREST IN combination of education and experience. A Master’s degree in TO APPLY Business or Public Administration is preferred. In addition, bilingual If you are interested in this outstanding THE POSITION OF candidates who can speak English and conversational Spanish are opportunity, please visit our website highly desirable. at www.bobmurrayassoc.com to apply online. City Manager THE COMPENSATION Filing Deadline: The salary range for the City Manager position is open, negotiable, and August 9, 2019 dependent upon qualifications. The City also offers an attractive benefits package, including: Following the filing deadline, resumes will be screened according to the Retirement – City of Jurupa Valley is not a PERS Agency and is not qualifications outlined above. The most subject to PERS rules. The City contributes seven percent (7%) toward qualified candidates will be invited to PARS. This is the City’s employee retirement plan. Employee may contribute personal interviews with Bob Murray zero (0) or up to twenty percent (20%). Employee contribution is irrevocable. & Associates. Candidates will be advised Medical – City of Jurupa Valley provides $1,400 per month for employees of the status of the recruitment follow- to purchase medical, dental, vision, and FSA spending accounts. Medical ing finalist selection. Finalist interviews is currently provided by California Choice. will be held with the City of Jurupa ICMA provides a 457 deferred compensation plan, employees may contribute Valley. A select group of candidates up to $19,000 annually. If employee is “age 50-catch up” they may contribute will be asked to provide references an additional $6,000 for a total of $25,000. once it is anticipated that they may be recommended as finalists. References Personal Time Off – Includes all paid time off for all purposes (excluding will be contacted only following holidays). The leave includes, but is not limited to, vacation leave, sick leave candidate approval. If you have any (including the 24 hours per year of sick leave mandated by AB1522), questions, please do not hesitate to management leave for executive employees, bereavement leave, and contact Mr. Gary Phillips at: jury duty. Full-time employees earn Personal Time Off leave credits (916) 784-9080 in accordance with an accrual schedule based on years of service.

Bob Murray and Associates Page 25

PROPOSAL

City of San Dimas Executive Recruitment Services for City Manager

Due Date: June 3, 2020 5:00 P.M. PST

SUBMITTED BY:

MELISSA ASHER Sr. Practice Leader, Products and Services

CPS HR Consulting

2450 Del Paso Road, Suite 220 Sacramento, CA 95834 P: 916-471-3358 [email protected] Tax ID: 68-0067209 www.cpshr.us Your Path to Performance

CPS HR Consulting Page 1

June 2, 2020

Jeff Malawy City Attorney City of San Dimas 18881 Von Karman Ave., Suite 1700 Irvine, CA 92612

Submitted via email to: [email protected]

Subject: Executive Recruitment Services for City Manager

Dear Mr. Malawy: CPS HR Consulting (CPS HR) is pleased to have the opportunity to submit a proposal to assist City of San Dimas (City) with the recruitment of a new City Manager. We are uniquely qualified to undertake this effort as we have vast experience in assisting public agencies with executive search, screening, and placement. We understand that each agency is unique, and our extensive experience allows us to tailor our process to specifically meet your needs. Our work with local government agencies throughout the United States gives us an in-depth understanding of government operations, programs, and services. We have a successful track record of placing City Managers throughout California on a regular basis, including in the cities of Santa Ana, Carson, Glendale, Bell Gardens, Garden Grove, Modesto, Avalon, San Marino and Union City, just to name a few. Our familiarity with City Manager candidates provides for an active pipeline of quality talent. Each recruitment is an opportunity to shape and prepare your organization for the future. We understand how important this transition is for you and are perfectly placed to assist you in this endeavor. Once this project begins, we will work with the City to tailor our process to highlight this exciting opportunity and attract the best possible candidates. It is our commitment to work in partnership with your organization to a successful result. Thank you for the opportunity to be considered for this assignment. Should you have questions or comments about the information presented in this proposal, Melissa Asher at [email protected] or (916) 471-3358. Sincerely,

Melissa Asher Senior Practice Leader, Products and Services

CPS HR Consulting Page 2 Table of Contents

About CPS HR Consulting ...... 1

Our Executive Recruitment Team ...... 5

Resume ...... 5

References ...... 7

Our Approach ...... 8

Key Stakeholder Involvement ...... 8

City’s Needs ...... 8

Commitment to Communication ...... 8

Aggressive, Proactive, and Robust Recruitment ...... 8

Our Process ...... 9

Phase I - Develop Candidate Profile and Recruitment Strategy ...... 9

Phase II – Aggressive, Proactive, and Robust Recruitment...... 10

Phase III – Selection ...... 12

Proposed Timeline ...... 13

Our Professional Fees ...... 14

Professional Services ...... 14

Reimbursable Expenses ...... 14

One-Year Placement Guarantee ...... 15

Optional Additional Activities/Services...... 16

Stakeholder Engagement ...... 16

Personality Inventory Assessment ...... 16

Appendix A: Sample Brochure ...... 18

CPS HR Consulting Page 3 About CPS HR Consulting

CPS HR Consulting has been assisting organizations with their ●●● talent management needs for over 35 years. We have unique OUR VISION: expertise in delivering HR management and consulting services, employment testing, and assessment services to government Enabling people to realize the promise of agencies throughout North America. Our core competency is its public service knowledge of and expertise in the public sector. CPS HR offers clients a comprehensive range of competitively priced services, all of which can be customized to meet your organization’s specific needs. We are committed to supporting and developing strategic organizational leadership and human resource management in the public sector. We offer expertise in the areas of organizational strategy, recruitment and selection, training and development, and organization and workforce management. CPS HR occupies a unique position among its competitors in the field of government consulting; as a Joint Powers Authority, whose charter mandates that we serve only public sector clients, we actively serve all government sectors including Federal, State, Local, Special Districts, Higher Education, and Non-Profit Organizations. This singular position provides CPS HR with a systemic and extensive understanding of how each government sector is inter-connected to each other and to their communities. That understanding, combined with our knowledge of public and private sector best practices, translates into meaningful and practical solutions for our clients’ operational and business needs. With more than 120 full-time employees as well as 200+ project consultants and technical experts nationwide, CPS HR delivers breakthrough solutions that help public sector organizations impact the communities they serve. CPS HR has worked with more than 1,200 government and public/non-profit clients throughout the United States and Canada. Our headquarters are located in Sacramento, California. We have regional offices in Austin, TX; Littleton, CO; and Orange County, CA.

CPS HR Consulting Page 4 Recruitment Experts CPS HR specializes in the recruitment and selection of key professionals for cities, counties, special districts, and non-profits. Working in partnership with the governing body or selection team, we develop customized search strategies that focus on locating and recruiting qualified candidates who match the agency’s unique needs. Our wealth of recruitment experience has been gained through more than 18 years of placing top and mid-level executives in public agencies throughout the United States. ◼ Unmatched Recruitment Experience for Government Agencies. CPS HR has extensive experience in recruiting executive-level professionals for public agencies across the United States. As a public agency ourselves, we understand how to work with and within government. Our understanding of public sector culture and policy uniquely sets us apart from our competitors. ◼ Seasoned Executive Recruiters. Our recruiters possess a high level of expertise in recruiting and placing executive-level professionals. Our staff of experts includes an exceptional group of full-time employees as well as a full complement of subject matter experts, intermittent employees, and part-time employees with a variety of public and private sector experience. ◼ Detailed Needs Assessments. We conduct a detailed needs assessment to identify 1) future organizational direction; 2) challenges facing the position; 3) the working style and organizational climate; and 4) required core and job specific competencies as well as personal and professional characteristics. ◼ Vast Pool of Public Agency Contacts. CPS HR maintains a database of candidates and an extensive network of external resources to leverage for executive-level positions. We utilize our vast pool of public and non-profit contacts to deliver a strong list of competitive candidates who will be well prepared to assist you in the accomplishment of your specific mission and goals. ◼ Success Recruiting Non-Job Seeking Talent. We recognize that the very best candidates for some types of positions may not be looking for a career change, therefore, our recruitment team takes a very aggressive approach to identify and recruit such candidates. ◼ Diversity Sensitivity. CPS HR encourages applicant diversity and incorporates a variety of activities to attract the best available candidates. We have successfully recruited and placed minority and female candidates for a variety of executive-level positions. ◼ Cost Effective. The combination of CPS HR’s seasoned recruitment management and highly qualified staff enable us to reliably deliver successful results on time and on budget.

CPS HR Consulting Page 5 ◼ Satisfied Clients. Our executive search client satisfaction rating averages 4.6 on a scale of 5. While many companies talk about client satisfaction, how many measure the impact of that through assessing client satisfaction by distributing written surveys and tying the results of these surveys to their performance management system? CPS HR Consulting does. A client satisfaction survey is sent at the end of every engagement requesting feedback on the quality of our staff, deliverables, and the overall consulting relationship. ◼ Strong Base of Repeat Clients. We make sure we understand our client’s challenges and customize our process to fit their needs. As a result, we have a long and growing list of returning clients who seek our services for multiple engagements. ◼ Retention/Success Rate. Our success rate is tied to the longevity of the candidates we place, currently more than 91% of our placements are still in their position after two years. ◼ Broad Experience with Similar Recruitments. Following is a partial list of similar executive recruitments within the past four years.

Agency Title Year Completed City of Bozeman (MT) City Manager Current City of Shafter (CA) City Manager 2020

City of Clayton (CA) City Manager 2019

City of Columbia (MO) City Manager 2019 City of Union City (CA) City Manager 2019 City of Carson (CA) City Manager 2019 City of Bell Gardens (CA) City Manager 2019 Town of Paradise Valley (AZ) Town Manager 2019 City of East Palo Alto (CA) City Manager 2019 City of Woodland Park (CO) City Manager 2018 City of Modesto (CA) City Manager 2018 Churchill County (NV) County Manager 2018 City of Sacramento (CA) Assistant City Manager 2018 County of San Luis Obispo (CA) City Manager 2018 City of Glendale (CA) City Manager 2018 City of Goodyear (AZ) City Manager 2018 County of Imperial (CA) County Executive Officer 2018

CPS HR Consulting Page 6 Agency Title Year Completed Town of Oro Valley (AZ) Town Manager 2017 Town of Los Gatos (CA) Assistant Town Manager 2017 City of San Marino (CA) City Manager 2017 City of Santa Ana (CA) City Manager 2017/2019 City of Avalon (CA) City Manager 2016 City of Albany (OR) City Manager 2016 City of Boulder (CO) Deputy City Manager 2016 City of Anaheim (CA) City Manager 2015 City of Garden Grove (CA) City Manager 2015

CPS HR Consulting Page 7 Our Executive Recruitment Team

CPS HR has assembled a strong project team with each member possessing extensive recruiting experience and a direct, in-depth understanding of local government. Mr. Frank Rojas will serve as your dedicated project manager throughout this recruitment process. Mr. Rojas will leverage the knowledge and experience of our entire recruitment team in order to provide you with the best possible recruitment experience. We will not utilize subcontractors for these services. No staff member will be removed or replaced without the prior written concurrence of the City.

Role/Project Assignment Name Phone Email

Senior Executive Recruiter/Project Manager Frank Rojas 916-471-3111 [email protected]

Resume Frank Rojas, Senior Executive Recruiter (Resides in Riverside, CA) Frank Rojas is a Senior Executive Recruiter with CPS HR Consulting. Frank brings more than 30 years of recruiting experience from the highly competitive direct placement and contract labor industries as well as the corporate environment. Mr. Rojas has significant experience placing corporate leaders, executive, professional, and technical staff including individual contributors for government sector, non-profits, aerospace, architectural and engineering, information technology, petroleum and chemical, energy, power, civil/structural, transportation and private industry. In addition to recently completing recruitments for City of Shafter, City of Bell Gardens, City of Redlands, City of Berkeley, City of Oxnard, and County of Riverside, recent successful efforts include positions of City Manager, Chief Financial Officer, Director of Planning & Development, Chief Executive Officer, Chief Ethics Officer, and Director-level hires for Engineering, Health Housing and Community Services, Human Resources, Community Development, Homeless Programs, Communications, and Division/Site General Managers. Mr. Rojas began his career in Contract Labor and over the next 20+ years launched seven start- up offices in several states and locations providing direct placement and contract support to hundreds of clients in virtually all industries and levels of talent. He continued his career in the non-profit environment managing and building talent acquisition support during significant growth periods. Having been a speaker at several networking and career coaching venues, Frank believes in utilizing traditional recruiting methodology with social media. He was named in the top 1% viewed profiles on LinkedIn. Mr. Rojas has established a strong client and customer base through trust, effective recruiting, relationship building, and teamwork. Employment History ◼ Senior Executive Recruiter, CPS HR Consulting

CPS HR Consulting Page 8 ◼ Employment Director and Senior Recruiter, PRIDE Industries ◼ Corporate Recruiter, EMF Broadcasting ◼ Branch Manager and Acting Vice President, Fastek Technical Services Professional Experience ◼ Managed and led recruiting efforts including client interface to define and write position descriptions, profiles, and goals. Responsible for creating marketing plans, screening and selection strategies, conducting interviews and participating in final hire and post-hire activities including reference and background checks. ◼ Assisted in salary evaluation and competitive comparisons. This includes candidate negotiations, travel and relocation (if appropriate), benefits, and confirmation and acceptance of any requirements prior to the submittal process and acceptance of offer. ◼ Managed in-house staff to ensure adherence of company policies and legal compliance. Developed and maintained positive, team-building methodologies that increased productivity, created a positive, productive staff, and maintained cooperativeness and trust. ◼ Recruited and identified senior-level management for several federal locations including General Managers, Assistant General Managers, HR Directors, Site Controllers, Quality Managers, T-4 Water and Environmental Director and Departmental Leadership at Fort Bliss, El Paso; Fort Polk, Louisiana; Joint Base McGuire-Dix-Lakehurst; New Jersey; Los Angeles Air Force Base; Cape Canaveral, Florida; and the Lawrence Livermore National Laboratory. ◼ Set up staff procedures and office functions; negotiated service agreements, ensured EEO, safety/OSHA quality, and all local, state, and federal compliance policies. Migrated and implemented several Applicant Tracking Systems including participation as Systems Administrator. ◼ Initiated effort to define the mission and business plans of expanding organizations. Developed road maps to build client base, relevant labor pools, and resources to sustain growth for the entire enterprise. Started corporate recruiting department and initiated recruiting strategies, hiring processes, retention, and integrated cost-effective marketing tools. ◼ Hired and motivated in-house talent and created cross-functional business/sales and recruiting process allowing for growth, skills development, and achievement to meet customer needs and provide for an effective team-oriented environment. Education ◼ B.A., Political Science, University of California at Berkeley, Berkeley, CA

CPS HR Consulting Page 9 References

Provided below is a partial list of clients we have recently worked with in providing executive recruitment services. We are confident that these public-sector clients will tout our responsiveness and ability to successfully place candidates that were a good fit for their organization’s needs.

CLIENT/POSITIONS CONTACT(S) City of Redlands Tommi Ng, Assistant Director of HR/Risk 35 Cajon Street, Suite 10 Management Redlands, CA 92373 (909) 798-7679 [email protected] Multiple Recruitments (2016-2020)

City of Carson Faye Moseley, Human Resources Director 701 E. Carson Street (310) 952-1735 Carson, CA 90745 [email protected]

City Manager (2019)

City of Shafter Gilbert Alvarado, Mayor 336 Pacific Avenue (661) 292-0538 Shafter, CA 93263 [email protected]

City Manager (2020)

CPS HR Consulting Page 10 Our Approach

Key Stakeholder Involvement The City Council must be intimately involved in the search for a new City Manager. For this reason, our approach assumes their direct participation in key phases of the search process. Additionally, at the discretion of the City Council, other key stakeholders may also be invited to participate in focus group sessions or round-table meetings to provide input for the development of the candidate profile. City’s Needs A critical first step in a successful executive search is for the City Council to define the professional and personal qualities required of the City Manager. CPS HR has developed a very effective process that will permit the City Council to clarify the preferred future direction for the City; the specific challenges the City is likely to face in achieving this future direction; the working style and organizational climate the City Council wishes to establish with the City Manager; and ultimately, the professional and personal qualities required of the City Manager. Commitment to Communication Throughout the recruitment process, we are strongly committed to keeping you fully informed of our progress. We will collaborate with you to provide updates on the status of the recruitment via your preferred method of communication (phone conference, email, etc.). We place the highest level of importance on customer service and responding in a timely manner to all client and candidate inquiries. Our previous clients and candidates have expressed a sincere appreciation for our level of service and responsiveness to the management of the recruitment process. As a result, we have many long-term relationships with clients that have led to opportunities to assist them with multiple recruitments. CPS HR’s communication continues once you have selected the new City Manager. We will contact the City Council and the newly appointed City Manager within six months of appointment to ensure an effective transition has occurred. Aggressive, Proactive, and Robust Recruitment We take an aggressive approach in identifying and recruiting the best available candidates. There are those candidates who would gladly rise to the professional challenge and apply for this position; however, some of the best candidates are often not actively seeking a new position and may only consider a change once we present them with your opportunity. Evoking the sense of vision and opportunity in qualified persons is among the responsibilities of CPS HR, and we pride ourselves in our efforts to reach the best available potential candidates.

CPS HR Consulting Page 11 Our Process Our proposed executive search process is designed to provide the City with the full range of services required to ensure the ultimate selection of a new City Manager uniquely suited to the City's needs.

Phase I Develop Phase II Phase III Aggressive, Candidate Proactive, Profile and Selection and Robust Recruitment Recruitment Strategy

Phase I: Our consultant will meet with the City Council to ascertain the City’s needs and ideal candidate attributes, to target our search efforts, and maximize candidate fit with the City. Phase II: The recruitment process is tailored to fit the City’s specific wants and needs, with targeted advertising, combined with contacts with qualified individuals from our extensive database. Phase III: The selection process is customized for the City. CPS HR will work with the City Council to determine the process best suited to the City of San Dimas.

Phase I - Develop Candidate Profile and Recruitment Strategy Task 1 - Review and Finalize Executive Search Process and Schedule Task 2 - Key Stakeholder Meetings Task 3 - Candidate Profile and Recruitment Strategy Development Task 4 – Develop Recruitment Brochure

The first step in this engagement is a thorough review of the City’s needs, culture and goals; the executive search process; and the schedule. CPS HR is prepared to meet with key stakeholders to obtain input in developing the ideal candidate profile and to assist us in understanding key issues and challenges that will face a new City Manager. Activities will include: ◼ Identifying key priorities for the new City Manager and the conditions and challenges likely to be encountered in achieving these priorities. ◼ Describing the type of working relationship the City Council wishes to establish with the City Manager. ◼ Generating lists of specific competencies, experiences, and personal attributes needed by the new City Manager in light of the discussions above.

CPS HR Consulting Page 12 ◼ Discussing recruitment and selection strategies for the City Council’s consideration to best produce the intended results. CPS HR will provide a summary to the City stemming from these activities as an additional source of information for developing the candidate profile and selection criteria. Following the completion of the workshop session, CPS HR will work with a professional graphic artist to design a recruitment brochure and present it to the City for review prior to printing. Please refer to Appendix A for a sample brochure. Additional brochure examples are available on our website at www.cpshr.us/search.

Phase II – Aggressive, Proactive, and Robust Recruitment Task 1 – Place Advertisements Task 2 - Identify and Contact Potential Candidates Task 3 – Resume Review and Screening Interviews Task 4 –City Council Selects Finalists

CPS HR will prepare, submit for your approval, and publish advertisements (which will include a direct link to your brochure) in appropriate magazines, journals, newsletters, job bulletins, social media, and websites to attract candidates on a nationwide, regional, local or targeted basis based on the recruitment strategy. Examples may include:

Advertising Sources • Jobs Available • Municipal Management Association Northern • Public CEO California/Southern California • ICMA • California City Municipal Foundation • LinkedIn • National League of Cities • League of California Cities • National Hispanic Network • Governmentjobs.com • National Forum of Black Public Administrators • California City News • Women Leading in Government As a consulting firm that interacts with hundreds of public sector executives during engagements, we have a cadre of individuals who we inform of recruitments, both to increase the visibility of the opening and to attract appropriate individuals who fit the special needs of our client. Communication with these professionals ensures that an accurate picture of the requirements of the job is apparent and proliferated throughout their professional networks. CPS HR is focused on reaching a diverse candidate pool and would recommend publications/websites that are targeted to minority and female candidates. In addition to placing ads on websites aimed at minority candidates, we will contact leaders within appropriate associations to gain their insight and referrals of possible candidates.

CPS HR Consulting Page 13 Within the past three years, more than 40% of our executive level placements have been minority and/or female candidates. CPS HR will prepare an email distribution list containing prospective candidates and referral sources. These individuals will receive a link to the City Manager brochure along with a personal invitation to contact CPS HR should they have any questions about the position. CPS HR maintains a comprehensive, up-to-date database of industry leaders and experienced professionals; however, we do not rely solely upon our current database. We also conduct research to target individuals relevant to your specific needs and expectations to ensure that we are thorough in our efforts to market this position to the appropriate audience and to garner a diverse and quality pool of candidates. We will: ◼ Convey a strong sense of the purpose and strategy of the City. For many talented individuals, understanding these aspects is one of the key motivators to compete in such an environment. ◼ Provide guidance and resources to candidates regarding the area’s cost of living, mean and median housing prices, higher education opportunities, K-12 education information, and other aspects of interest to those who are considering relocating to the area. ◼ Actively seek highly qualified candidates who may be attracted by the prospect of collaboration with other departments, providing exceptional leadership to the City or continuing to ensure the public confidence in the integrity of the City. CPS HR will directly receive and initially screen all resumes. This screening process is specifically designed to assess the personal and professional attributes the City is seeking and will include a thorough review of each candidate's resume, and if applicable, supplemental questionnaire responses and other supporting materials. CPS HR will spend extensive time ascertaining each candidate’s long-term career goals and reasons why the candidate is seeking this opportunity, as well as gaining a solid understanding of the candidate’s technical competence and management philosophy. We will gather data on any other unique aspects specific to this recruitment based upon the candidate profile, as well as conduct internet research on each candidate interviewed. CPS HR will prepare a written report that summarizes the results of the recruitment process and recommends candidates for further consideration by the City Council. Typically, the report will recommend five to eight highly qualified candidates and will include resumes and a profile on each interviewee's background. CPS HR will meet with the City Council to review this report and to assist them in selecting a group of finalists for further evaluation.

CPS HR Consulting Page 14 Phase III – Selection Task 1 - Design Selection Process Task 2 - Administer Selection Process Task 3 – Final Preparation for Appointment Task 4 – Employment Agreement Negotiation (if requested)

CPS HR will design a draft selection process based on information gathered in Phase I. We will meet with the City to review this process and discuss the City’s preferred approach in assessing the final candidates. The selection process will typically include an in-depth interview with each candidate but may also include other selection assessments such as an oral presentation, preparation of written materials, and/or problem-solving exercises. We will coordinate all aspects of the selection process for the City. This includes preparing appropriate materials such as interview questions, evaluation manuals, and other assessment exercises; facilitating the interviews; assisting the City with deliberation of the results; and contacting both successful and unsuccessful candidates. Following the completion of the selection process, CPS HR will be available to complete the following components: ◼ Arrange Follow-up Interviews/Final Assessment Process: Should the City wish to arrange follow-up interviews and/or conduct a final assessment in order to make a selection, CPS HR will coordinate this effort. ◼ Conduct In-Depth Reference Checks: The in-depth reference checks are a comprehensive 360-degree evaluation process whereby we speak with current and previous supervisors, peers, and direct reports. (It is our policy to not contact current supervisors until a job offer is made, contingent upon that reference being successfully completed, so as not to jeopardize the candidates’ current employment situation.) Candidates are requested to provide a minimum of five references. CPS HR is able to ascertain significant, detailed information from reference sources due to our commitment to each individual of confidentiality, which leads to a willingness to have an open and candid discussion and results in the best appointment for the City. A written (anonymous) summary of the reference checks is provided to the City. ◼ Conduct Background Checks: We will arrange for a background check of a candidate’s records on driving, criminal and civil court, credit history, education, published news, and other sensitive items. Should any negative or questionable content appear during these checks, CPS HR will have a thorough discussion with the finalist(s) and will present a full picture of the situation to the City for further review.

CPS HR Consulting Page 15 ◼ Employment Agreement Negotiation (if requested): The consultant will be prepared to assist in the negotiation of an employment agreement, working with the City Council and the City’s Legal Counsel to identify terms of employment that are agreeable to both parties. Legal Counsel would draft the employment contract for final approval by the City Council. CPS HR is well aware of the latest market trends and standards that competitive candidates will expect. Proposed Timeline

The project team CPS HR has selected is prepared to begin work upon receipt of a fully-executed contractual agreement. All search activities up to and including the selection of a new City Manager can be completed in 12 to 13 weeks. The precise schedule will depend on the placement of advertising in the appropriate professional journals, and the ability to schedule, as quickly as possible, the initial meeting. A proposed schedule of major milestones is presented below. Task Name Month 1 Month 2 Month 3 Month 4

Weeks 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

Initial Meeting/ ➢ Candidate Profile

Draft Brochure ➢

Brochure Approved/ ➢ Printed & Place Ads

Aggressive Recruiting ➢

Final Filing Date ➢

Preliminary Screening ➢

Present Leading ➢ Candidates

Interviews ➢

Reference/

Background Checks ➢

Appointment ➢

Weeks 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16

CPS HR Consulting Page 16 Our Professional Fees

Professional Services Our professional fixed fee covers all CPS HR services associated with Phases I, II, and III of the recruitment process, including the necessary field visits (up to three) to develop the candidate profile and recruitment strategy, assist the City with finalist selection, and facilitate candidate interviews. Reimbursable Expenses Actual out-of-pocket expenses for such items as consultant travel, advertising, marketing, printing/copying, and postage/delivery charges are reimbursable at cost. There is no mark-up on expenses and we will work proactively with the City to ensure that dollars being spent for expenses are in keeping with the City’s expectations. Travel expenses for candidates who are invited forward in the interview process are not included under our reimbursable range. However, should the City desire, CPS HR’s Travel Team is available to coordinate these arrangements. This may require additional reimbursable expenses. The listed reimbursable expenses range includes a background check on the selected finalist candidate.

Professional Fixed Fee & Reimbursable Expenses* Professional Services Full Recruitment (Fixed Flat Fee) $18,000 Reimbursable Expenses Approximate recruitment costs include: ◼ Brochure Design and Printing $7,000 ◼ Advertising ◼ Background check for one candidate ◼ Other recruitment expenses such as supplies, travel, and shipping

Not-to-Exceed Total $25,000 *Professional fees and reimbursable expenses would be billed and paid monthly.

CPS HR Consulting Page 17 One-Year Placement Guarantee If the employment of the candidate selected and appointed by the City as a result of a full executive recruitment (Phases I, II, and III) comes to an end before the completion of the first year of service, CPS HR will provide the City with professional services to appoint a replacement. Professional consulting services will be provided at no cost. The City would be responsible only for reimbursable expenses. This guarantee does not apply to situations in which the successful candidate is promoted or re-assigned within the organization during the first year. Additionally, should the initial recruitment efforts not result in a successful appointment, CPS HR will extend the aggressive recruiting efforts and screen qualified candidates until an offer is made and accepted. CPS HR does not provide a guarantee for candidates placed as a result of a partial recruitment effort.

CPS HR Consulting Page 18 Optional Additional Activities/Services

Stakeholder Engagement The City Council may desire input from residents, stakeholder groups, employees, etc. To accomplish this task, we have deployed several strategies to gather feedback including community meetings, online surveys, roundtable/visioning meetings, and teleconferences. An example of the breadth this process can take is our recent recruitment for the City Manager of Columbia, Missouri. Over the course of one week, our team met with over 75 community stakeholders and groups identified by the City Council, held two public meetings, and issued a public survey on the recruitment that obtained over 450 responses. This information was compiled into a comprehensive report and presented to the City Council. This information was used to create marketing materials and will inform our creation of appropriate applicant screening processes. This kind of engagement is standard for CPS HR and is included in our professional fee. Recruitment Video In addition to the standard recruitment brochure, CPS HR can develop a recruitment video to attract a wider range of applicants. More than 63% of organizations are now using visual media to attract the attention of job seekers, convey the culture of the organization, and effectively expand the talent pool. When comparing executive searches that include a video with searches that do not include a video, our data indicates that those with a video garner over 40% more applications. For this approximately three-minute video, CPS HR will arrive onsite to film footage of the workplace and community, as well as conduct onsite interviews with selected employees. This video is optional and costs $3,500. Personality Inventory Assessment In order to measure candidates’ attitude, motivation, and personality, the City Council may wish to consider the use of a personality inventory. CPS HR has a unique relationship with Hogan Assessment Systems to provide its products to the government sector. As an international authority in personality assessment, Hogan has over 30 years of experience helping agencies evaluate leadership potential. Hogan’s Leadership Forecast Potential Report, for example, outlines an individual’s day-to-day leadership style, including behavioral descriptions and leadership competencies in terms of seven dimensions of normal personality that address a different component of leadership performance. In addition to being informative about individuals’ attitude, motivation, and personality, these personality measures are also highly reliable in terms of their prediction for successful job performance. These optional reports are priced from $150 - $450 per candidate based on the suite of assessments chosen.

CPS HR Consulting Page 19

We thank you for your consideration of our proposal. We are committed to providing high quality and expert solutions and look forward to partnering with the City of San Dimas in this important endeavor.

CPS HR Consulting Page 20 Appendix A: Sample Brochure

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CPS HR Consulting Page 24

June 2, 2020

Mayor Emmett Badar Members of the City Council City of San Dimas 245 East Bonita Avenue San Dimas, CA 91773

Via email/PDF to: City Attorney Jeff Malawy [email protected]

Dear Honorable Mayor Badar and Members of the City Council,

Thank you for the opportunity to express our interest in assisting you and the City of San Dimas in the recruitment of your new City Manager. With the departure of Ken Duran, we understand the value and importance of a complete recruitment and thorough outreach and are fully prepared to implement the process leading to the successful placement of a candidate that “fits” the organization and community. Toward this end and in searching for the best candidate, we recognize several of the unique and special attributes that make San Dimas a desirable place to live and work including the City’s small-town ambience, equestrian character, western art and railroad museum.

With the importance of this search, I will serve as your Recruiter. As a former City Manager, having served in multiple leadership roles in the League of California Cities, with 35 years of public service in city government, and both working and residing in Los Angeles County over the last 29 years, I am uniquely experienced for the City of San Dimas recruitment. You will find that as your Recruiter, I am knowledgeable in the role and functions of the City Manager, attuned to listening for finding candidates that are the best fit, know this region, have a vast network of contacts, and conduct an extensive personal outreach for candidates. Furthermore, I have personally worked closely with the Los Angeles County Sheriff and Fire Department as well as the California Joint Powers Insurance Authority. References comprised of both elected and appointed officials will attest that I have personally completed many successful recruitments throughout the Los Angeles region including, most recently, the City Manager of Camarillo (and as a result of this recruitment, I am immediately familiar with a variety of interested and qualified City Managers open to relocating). Moreover, every Peckham & McKenney recruitment has the full backing and support of our entire team of recruiters, and with an excellent breadth of resources and experience of over 35 years, we

Peckham & McKenney, Inc., 300 Harding Boulevard, Suite 203D, Roseville, CA 95678

Peckham & McKenney Page 1 have exemplary reputation in placements. Most recently, for your reference, Peckham & McKenney successfully placed City Managers with the California cities of , Brentwood, Duarte, and Rancho Palos Verdes. Included within this proposal is a complete listing of our City Manager placements.

We would be honored to work with you and to represent the City of San Dimas in this important search process. Please feel free to call me at 310.567.1554 or toll-free at 866.912.1919 if you have any questions.

Sincerely,

Anton “Tony” Dahlerbruch Executive Recruiter Peckham & McKenney, Inc. www.peckhamandmckenney.com [email protected]

Peckham & McKenney, Inc., 300 Harding Boulevard, Suite 203D, Roseville, CA 95678

Peckham & McKenney Page 2 TABLE OF CONTENTS

THE FIRM 1 Peckham & McKenney, Inc. Our Reputation “All about fit” Our Commitment to the Future

EXPERIENCE 3 City Manager Recruitments Since 2015

YOUR RECRUITMENT TEAM 4 Our Approach Your Team

THE SEARCH PROCESS 5

THE SEARCH SCHEDULE 9

COST OF SERVICES 10 Cost of Services Additional Service Costs Process of Payment Insurance

GUARANTEE AND ETHICS 11 Placement Guarantee Reopening the Recruitment Ethics

CLIENT REFERENCES 12

DIVERSITY STATEMENT 13

EXECUTIVE SEARCHES CONDUCTED (2004 to Present) 14

Peckham & McKenney, Inc., 300 Harding Boulevard, Suite 203D, Roseville, CA 95678

Peckham & McKenney Page 3

THE FIRM

Peckham & McKenney, Inc. Peckham & McKenney provides executive search services to local government agencies throughout the western United States and is headquartered in Roseville, California. The firm was established as a partnership in June 2004 and incorporated in 2014 by Bobbi Peckham and Phil McKenney, who serve as the firm’s President and Chief Operating Officer, respectively. The team of Peckham & McKenney Executive Recruiters is based in northern and southern California, Colorado, and Texas and brings over 60 years of experience in local government and executive search. We are supported by administrative and research specialists, marketing and design professionals, a web technician, and distribution staff.

Since 2004, Peckham & McKenney has conducted more than 500 executive level recruitments in the states of Arizona, California, Colorado, Idaho, Nevada, New Mexico, Oregon, Utah, Washington, and Wyoming. On behalf of elected Councils, City Managers and Department Heads throughout the West, we have successfully placed hundreds of local government professionals including City and County Managers, their Assistants, Police and Fire Chiefs, Department Heads, and mid-level Managers. In addition, Peckham & McKenney has placed hundreds of executives and organizational leaders in the areas of public safety (police and fire), community development and planning, economic development, public works and engineering, finance, human resources, city clerk, information technology, library services, parks and recreation, and community services.

Peckham & McKenney was established on the premise that an executive search and consulting firm must be dedicated to providing its clients and candidates with professional service, as well as a personal, hands-on approach. Our business philosophy centers upon the understanding that this is a “people” related industry and that attention to others’ needs are the key to providing effective customer service. Not only are we committed to providing our clients with well-qualified candidates, but we also take pride in treating both our clients and candidates with utmost respect. This commitment has led to multi-year retainer agreements with a number of agencies, as well as numerous client and candidate testimonials that you can view on our website at www.PeckhamAndMcKenney.com.

At Peckham & McKenney, we are committed to local government and sensitive to the challenges and issues faced by our clients and candidates. As such, we serve as the Administrator for the Credentialed Government Leader program for the Municipal Management Associations of Northern & Southern California. We also actively support Women Leading Government as well as assist in the annual Women’s Leadership Summit. In addition, we have provided numerous workshops and training sessions in California and Colorado to up-and-comers on resume and interview preparation and general career guidance.

Our Reputation Peckham & McKenney is one of the most trusted and respected executive recruitment firms in the country. Time and again, we receive unsolicited compliments from clients and candidates relating to our integrity and high ethics. Not only are we committed to providing our clients with well-qualified candidates, but we also take pride in treating both our clients and candidates with utmost respect. This commitment has led to multi-year retainer agreements with a number of agencies, as well as numerous client and candidate testimonials to their experiences with us, which you can find on our website at www.peckhamandmckenney.com.

“All about fit” We recognize that every agency and community we serve is unique, and the candidate you ultimately select must “fit.” We take the time to become familiar with your community, organizational culture, and issues and challenges in order to identify and recruit the best candidates for your consideration. Nearly 89% of our placements stay in those positions for over five years, which is a testament to their “fit.”

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Our Commitment to the Future At Peckham & McKenney, we are committed to local government and sensitive to the challenges and issues faced by our clients and candidates. We have provided numerous workshops and training sessions in Arizona, California, Colorado, Oregon, and Washington to up-and-comers, mid-career professionals, and executives on resume and interview preparation and general career guidance. We also actively support ICMA’s League of Women in Government, Women Leading Government, and the annual Women’s Leadership Summits in California and Colorado. In addition, we serve as the Administrator for the Credentialed Government Leader program for the Municipal Management Associations of Northern & Southern California.

Peckham & McKenney is a Gold Level sponsor of the League of California Cities, California City Management Foundation, Colorado City & County Management Association, Arizona City/County Management Association, and the Oregon and Washington City & County Management Association. We are members of a variety of industry associations including the International City/County Management Association, International Hispanic Network, and Women Leading Government.

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EXPERIENCE

With every executive search, your personal recruiter has the full backing, support and resources of the entire Peckham & McKenney team of recruiters. Bringing more experience to local government executive search than any other California Recruiter, Peckham & McKenney has successfully completed the following recruitments since 2015. City of Mill Creek, WA (2019) City of American Canyon, CA (2018) City of Moorpark, CA (ACM) (2020) City of American Canyon, CA (ACM) (2019) Town of Moraga, CA (2018) City of Aspen, CO (2019) City of Oceanside, CA (2019) City of Auburn, CA (current search) City of Orinda, CA (2017) City of Azusa, CA (2018) City of Pacifica, CA (2017) City of Barstow, CA (2019) City of Palmdale, CA (2016) City of Basalt, CO (2017) City of Petaluma, CA (ACM) (2019) City of Belmont, CA (2019) City of Piedmont, CA (2019) City of Big Bear Lake, CA (2019) City of Port Townsend, WA (2019) City of Brentwood, CA (2014 and 2020) Town of Portola Valley, CA (2016) City of Brentwood, CA (ACM) (2019) City of Rancho Palos Verdes, CA (2020) City of Calistoga, CA (2016) City of Rio Rancho, NM (2019) City of Camarillo, CA (2020) City of San Clemente, CA (2015) City of Campbell, CA (2016) The Sea Ranch Association, CA (2020) City of Canby, OR (2019) City of Sedona, AZ (2015) City of Centennial, CO (2017) City of Sierra Madre, CA (2017) City of Duarte, CA (2020) City of Sonoma, CA (2017) City of Escondido, CA (2017) City of South Pasadena, CA (2017) City of Flagstaff, AZ (2019) City of Sunnyvale, CA (2018) City of Fort Bragg, CA (2018) City of Telluride, CO (2018) City of Galt, CA (2016 and currently) City of Thousand Oaks, CA (ACM) (2018) City of Gilroy, CA (2016) City of Tracy, CA (2015) City of Glendale, AZ (ACM) (2018) City of Truckee, CA (2017) City of Glendora, CA (2018) City of Turlock, CA (2018) City of Gustine, CA (2017) City of Ventura, CA (2018) City of Hood River, OR (2018) City of Walnut Creek, CA (2017) City of McCall, ID (2017) Town of Windsor, CO (2018) City of Menlo Park, CA (2019) Town of Winter Park, CO (2017)

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YOUR RECRUITMENT TEAM

Our Approach When you retain Peckham & McKenney, you are guaranteed that your Recruiter, Anton “Tony” Dahlerbruch is fully responsible for the success of the recruitment process. Supported by experienced administrative, research, and marketing specialists, Mr. Dahlerbruch limits the number of active searches to which he is committed. Mr. Dahlerbruch brings to recruitments extensive City Manager and local government experience as well as a strong and active network with City Managers and Assistant City Managers throughout the state due to his involvement with the League of California Cities and as President of the League’s City Managers Department.

Anton (Tony) Dahlerbruch, Executive Recruiter Prior to joining Peckham & McKenney in 2019, Tony Dahlerbruch worked in local government for over 30 years. As a problem solver, Mr. Dahlerbruch worked in most every city department in Beverly Hills, California (ultimately as Deputy City Manager); Scottsdale and Phoenix, Arizona; and Rockville, Maryland, before subsequently serving a combined 12 years as City Manager in Rolling Hills and Palos Verdes Estates, California. With direct and personal experience in the diverse aspects of city services, Tony has knowledge in the many disciplines of city management including finance/budget, human resources, planning, public works, and public safety. During his city management career, he was recognized for his integrity, hard work, responsiveness, focus on service, and ethics.

Mr. Dahlerbruch has additionally served in numerous leadership positions in state and national/international professional organizations. Noting his commitment to professional local government management, Tony has represented the City Managers Department of the League of California Cities as a two term Director on the League’s Executive Board, President of City Managers Department of the League of California Cities, numerous League Policy Committees, and a variety of other positions over the years. He has also served as a Regional Vice President on the Executive Board of the International City/County Management Association (ICMA) and other various ICMA committees. Other professional activities have included leadership positions in the Municipal Management Assistants Association of Southern California (MMASC) and the Arizona Municipal Management Association (AMMA).

Mr. Dahlerbruch holds a Bachelor of Arts in Political Science from the University of California at Santa Barbara and a Master of Public Administration from The American University in Washington, D.C.

Joyce Johnson, Operations Manager Joyce Johnson joined Peckham & McKenney in 2005 and serves as the firm's Operations Manager. She has over 30 years' experience in the field of administrative and executive support for all aspects of the executive recruitment process. She oversees internal administration of the firm as well as directing contract administrative support in the areas of advertising and design, web posting, and duplication and mailing services. Prior to joining Peckham & McKenney, Ms. Johnson oversaw internal administration in the Western Region headquarters of two national management consulting and executive recruitment firms. Ms. Johnson is complimented regularly on her strong customer orientation working with both clients and candidates alike. Ms. Johnson holds an Associate of Arts degree from American River College.

Joyce Masterson, Research Assistant Joyce Masterson brings nearly 30 years’ experience working in the City Manager’s office and as Director of Economic Development & Community Relations with the City of Escondido. She brings Peckham & McKenney extensive experience in general government administration, media relations, public information, and customer service. She has been active in various organizations over the years including the Municipal Management Assistants of Southern California and California Association of Public Information Officials. Ms. Masterson holds a Bachelor of Arts degree in Telecommunications from Brooklyn College, NY.

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Kevin Johnson, Research Assistant Kevin Johnson has been a member of the Peckham & McKenney team since 2009 and currently serves as a Research Assistant. He supports the firm's Recruiters through his research of local government agencies and networks, potential candidates, and current candidates prior to recommendation to our clients. Mr. Johnson mastered his researching abilities while obtaining a Bachelor of Arts in Economics from Willamette University.

Linda Pucilowski, Graphic Designer With nearly 30 years of experience, Linda Pucilowski provides her expert design and marketing skills to Peckham & McKenney. She is the firm’s “go-to” professional for all advertising and brochure design and creation. Ms. Pucilowski holds a Bachelor’s degree from California State University, Sacramento.

Rachel Moran, Website & Social Media Assistant Rachel Moran has been in the graphic design field since 2007 and prides herself on creating eye-catching visual art. She supports the Peckham & McKenney team by handling all website visual and technical design as well as social media. Ms. Moran graduated from the Art Institute of Houston obtaining her Bachelor’s Degree in Fine Arts with a concentration in Graphic Design.

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THE SEARCH PROCESS

A standard search process takes 12- to 14-weeks to conduct, and the candidates would most likely begin employment with the City four weeks later (16- to 18-weeks in total or approximately four- to five-months). While it is our intent to customize the search and project schedule to fit the City of San Dimas’ specific needs, the search process typically includes the following key steps:

Project Organization – Prior to beginning the recruitment, necessary documentation (contract, insurance, business license, retainer invoice, etc.) will be processed. We ask that the City identify a single point of contact that will serve as our liaison throughout the recruitment, providing necessary information to us, responding to our questions, and receiving and distributing all correspondence. A single point of contact will ensure timely and clear communication throughout the process.

We will request a conference call with the City to discuss the process, listen to specific desires and expectations, and respond to any questions or concerns. We will discuss expected parameters of the search, the search timeline, and schedule future meeting dates.

At this time, the Mayor and City Council will determine the extent of involvement of other individuals in the search process. This may include the agency’s leadership team, staff members, labor representatives, appointed commission or committee members, business leaders, community stakeholders, residents, and others. In addition, we will discuss specific desires and expectations of the City Council relating to the development of the candidate profile, finalist interview process, and the various components to be considered.

Mr. Dahlerbruch will provide recommendations on best practices. Please note that decisions on the extent of involvement of others as well as additional components to the finalist interview process will impact the search, search timeline, and ultimately the cost of the recruitment process.

Development of Candidate Profile (on-site or virtual meeting #1) – This step provides for the development of the Candidate Profile that will serve as a guide in the identification of potential candidates, outreach and recruitment efforts, screening and selection of your next City Manager. The Candidate Profile includes information relating to the City of San Dimas; current and future issues and opportunities; expectations, goals, and objectives leading to the success of the new City Manager; and the background and experience, leadership style, skills and abilities, and personality traits of the ideal candidate.

Your Recruiter, Tony Dahlerbruch, will develop this profile following individual conversations with the Mayor and members of the City Council, as well as individual or group discussions with the City’s leadership team and other individuals identified in the initial conference call (see Project Organization above). Again, these discussions may include other individuals or community stakeholders as requested by the Mayor and City Council. Our proposal includes up to two days on site to develop the Candidate Profile. We will request information relating to compensation and benefits, organization charts, and budget data. In addition, we will request high-resolution photos to be used in an attractive brochure to market the opportunity.

A draft of the Candidate Profile will be provided to our point of contact for review. We ask that all revisions and corrections be provided to us in a timely manner in order to maintain the agreed-upon search timeline. Our marketing and design professional will then prepare an attractive marketing brochure incorporating the Candidate Profile. This brochure will be distributed to up to 500 identified industry professionals, and it will also be available on our firm’s website. Copies of the brochure will also be made available to the City.

Advertisements will be placed in the appropriate industry publications and websites, and our firm will assume responsibility for presenting your opportunity in an accurate and professional manner. Social media, including LinkedIn and other venues, will be used as appropriate. Full information on the position will be posted on the Peckham & McKenney website and provided to the City for posting as well.

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Recruitment –The main focus of our outreach will be direct phone contact with quality potential candidates. With decades of executive search experience, we have developed an extensive candidate database that is continuously updated and utilized. Our recruiting efforts will focus on direct and aggressive recruiting of individuals within the search parameters established during the Candidate Profile Development. We believe direct recruiting produces the most qualified candidates.

Throughout this active search process, we will regularly update the City of the recruitment status and share questions, concerns, and comments received from potential candidates as they consider the opportunity. By doing so, we will “team” with the Mayor and City Council to ensure that all issues and concerns of candidates are discussed and understood thereby eliminating “surprises” once the resume filing deadline has occurred.

As resumes are received, they will be promptly acknowledged within 48 hours, and we will personally respond to all inquiries. Once the resume filing deadline has passed, we will update the City on the status of the recruitment, the number of resumes received, and our intent for preliminary interviews.

Preliminary Interviews – Upon our review of the resumes received, supplemental questionnaires will be sent to candidates who appear to meet the Candidate Profile. Following a thorough review of the supplemental questionnaires, we will conduct preliminary interviews with those individuals most closely matching the Candidate Profile. Internet research will also be conducted so that we may probe the candidate regarding any areas of concern. Candidates will be advised of the search schedule and updated regularly as to their status.

Recommendation of Candidates/Selection of Finalists (on-site or virtual meeting #2) – A bound report will be provided to the Mayor and City Council prior to our meeting to discuss our recommendation of leading candidates. This report will include a full listing of all candidates who applied for the position, as well as the cover letters, resumes, and supplemental questionnaires of the recommended group of candidates for further consideration. We may include a first and second tier of candidates within our recommendation.

Mr. Dahlerbruch will meet with the City Council in a one- to two-hour meeting and will provide an overview of each recommended candidate as well as share any concerns or negative information. Once a group of finalists has been selected by the City Council, we will revisit early decisions relating to the finalist interview process. A one-day finalist interview process is standard for initial finalist interviews (leading four to eight candidates), however, the City Council may want to include multiple interview panels, tours, meet-and-greet sessions, one-on-one interviews, presentations, and other selection options. Mr. Dahlerbruch will again provide recommendations on the finalist interview process.

Peckham & McKenney will notify all candidates of their status. Those candidates selected as finalists will be notified and provided with all necessary information to attend finalist interviews with the City. We will prepare an interview schedule and confirm with our point of contact all necessary details.

If necessary, finalists will make their own travel plans and reservations. It is customary that the City reimburse finalists for round-trip airfare, car rental, and lodging necessary to attend the interviews with the City. We will confirm this with the Mayor and City Council at our meeting to recommend candidates.

Finalist Interview Process (on-site or virtual meeting #3) (First Round) –Mr. Dahlerbruch will provide on-site facilitation during the finalist interview process. An orientation session will be held at the beginning of the process, and we will facilitate a review and discussion of the finalists at the end of the day. Interview materials, including suggested interview questions, evaluation and ranking sheets will be provided. Again, a standard finalist interview process of the leading four to eight candidates is typically conducted within one day. Should the process desired by the City Council require more than one day, an additional fee will be charged.

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(Second Round – held on consecutive day as First Round) – As your Recruiter, Mr. Dahlerbruch will provide on- site facilitation during this second round of interviews with the leading two to three finalists. Typically, these interviews provide more in-depth, informal conversations that will ultimately lead to the selection of a finalist candidate.

Qualification – Once the finalist candidate has been selected and a conditional offer has been made by the City of San Dimas, a thorough background check will be conducted that is compliant with the Fair Credit Reporting Act and Investigative Consumer Reporting Agencies Act. Peckham & McKenney utilizes the services of Sterling Talent Solutions (www.sterlingtalentsolutions.ca), the world’s largest company focused entirely on conducting background checks. This investigation will verify professional work experience; degree verification; certifications; and criminal, civil, credit, and motor vehicle records. We encourage our clients to consider further vetting the candidate through a Department of Justice LiveScan (California clients) in order to ensure that all known criminal history records (beyond seven years) are investigated.

Mr. Dahlerbruch will also personally contact professional references, and a full report will be provided. This comprehensive process ensures that only the most thoroughly screened candidate is hired. In addition, negotiation assistance will be provided as requested by the City of San Dimas.

Peckham & McKenney’s qualification process of internet-based research, background checking through Sterling Talent Solutions, and reference checking has proven successful for our clients through the years. In addition to relying on our services, clients are encouraged to utilize the background checking protocols they normally would use in hiring a position of this type. Enhanced reference checking and background investigation, if any, beyond the scope of this proposal is the client’s responsibility.

Our ultimate goal is to exceed your expectations and successfully place a candidate who “fits” your organization and community’s needs now and into the future.

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SEARCH SCHEDULE

This sample schedule anticipates a 12-week process. In today’s competitive recruiting environment, our goal is to make the process as efficient and effective as possible. We ask that our clients work with us to identify future meeting dates that will be published within the Candidate Profile. This will ensure that the momentum of the search process is consistent and that all parties are available thereby leading to a successful result.

ACTIVITY TIME FRAME

I. Project Organization Pre-Recruitment • Conference call discussion of recruitment process • Formalize project schedule

II. Development of Candidate Profile Two Weeks • On-site or virtual meeting #1 with the City to discuss Candidate Profile • Develop Candidate Profile/Marketing Brochure and obtain approval • Develop advertising and recruiting plan

III. Recruitment Four Weeks • Advertise, network, and electronically post in appropriate venues • Distribute candidate profile to up to 500 identified industry professionals • Post opportunity on firm’s website • Focused outreach to individuals within the parameters of the Candidate Profile • Respond to all inquiries and acknowledge all resumes received within 48 hours

IV. Preliminary Interviews Two Weeks • Screen resumes and conduct Internet research • Identify leading candidates and request supplemental questionnaires • Review supplemental questionnaires • Conduct preliminary interviews with leading candidates

V. Recommendation of Candidates/Selection of Finalists One Week • Provide written recommendation of candidates to the Mayor and City Council • On-site or virtual meeting #2 to provide overview of recommended candidates • City Council selects finalist candidates for finalist interview process • Peckham & McKenney notifies all candidates of status in recruitment process

VI. Finalist Interview Process Two Weeks • On-site or virtual meeting #3 to facilitate finalist interviews with the Mayor and City Council • Assist City throughout process and provide recommendations • City Council selects candidate or leading 2-3 candidates for further consideration • City Council conducts second interview process on consecutive day.

VII. Qualification One Week • Conduct thorough background and reference checks on leading candidate • Provide negotiation assistance • Exceed expectations and successfully place candidate who “fits.”

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COST OF SERVICES

Cost of Services Peckham & McKenney is unique among recruiting firms for several reasons including having a fixed all-inclusive fee. Over years of experience, we have found that an all-inclusive fee simpler, cost-effective, and efficient. Our fee to conduct the search process for your next City Manager is $26,000. As our aim is for our fee to be competitive, please don’t hesitate call to discuss this further. Our all-inclusive fee includes professional fees and expenses (out-of- pocket costs associated with advertising, consultant travel, administrative support / printing / copying / postage / materials, telephone / technology, partial background checks on recommended candidates, and full background check on selected finalist only).

The fee quoted above is for a full recruitment process as described in The Search Process, including three to five days of on-site meetings. The first on-site meeting is to develop the Candidate Profile; the second on-site meeting is to provide a recommendation of candidates; and the third on-site meeting includes up to two consecutive days to facilitate finalist interviews.

Additional Service Costs The following “menu” details fees for additional requested services. Some fees may be negotiated.

Additional on-site meeting day $1,000/each + travel expenses Each additional full background check $300/each Additional placement within organization* $5,000 (if selected within one year)

*If the City of San Dimas hires an additional candidate from among those recommended for another position within one year of the close of the recruitment, a fee of $5,000 will be charged to the City.

Process of Payment One-third of the all-inclusive fee is due as a retainer upon execution of the agreement. This retainer covers upfront and necessary expenses incurred by Peckham & McKenney on the City’s behalf for consultant travel and advertising. If the retainer is not received by Peckham & McKenney within 30 days of execution of the agreement, we will suspend the recruitment process until payment is received.

The second third of the full payment will be invoiced one month from contract execution, and it is due within 30 days following the invoice date.

The final third of the full payment will be invoiced two months from contract execution, and it is due within 30 days following the invoice date.

If the City of San Dimas requires a different payment schedule, this must be agreed upon within the contract. Peckham & McKenney expects payment of all invoices in a timely manner.

Insurance Peckham & McKenney carries Professional Liability Insurance ($1,000,000 limit), Commercial General Liability Insurance ($2,000,000 General Liability, and $4,000,000 Products) and Automobile Liability Insurance ($1,000,000). Our Insurance Broker is Wells Fargo Insurance, Inc., Charlotte, NC, and coverage is provided by Sentinel Insurance Company and Hiscox Insurance Co. Limited.

Necessary insurance documentation will be provided to the City of San Dimas in a timely manner.

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GUARANTEE AND ETHICS

Placement Guarantee Our placement record is particularly strong in that 89% of the candidates we have placed remain in those positions for over five years. In the unlikely event, however, that a candidate recommended by our firm (external candidates only) leaves your employment for any reason within the first year (except in the event of budgetary cutbacks, promotion, position elimination, or illness/death), we agree to provide a one-time replacement at no additional charge, except expenses.

Reopening the Recruitment Throughout the recruitment process, all of our efforts are made to ensure a successful placement of a candidate who fits the Candidate Profile. It is extremely rare that our recruitment process fails to produce a preferred candidate in the first instance. If the search process, however, does not produce a successful placement, and there is an understanding that the City of San Dimas and Peckham & McKenney each take responsibility for whatever errors may have been made, we will conduct a second recruitment process for the cost of expenses only (approximately $7,500).

As Albert Einstein said, the definition of insanity is “doing the same thing over and over again and expecting different results.” Prior to reopening the recruitment again, we will thoroughly review with the City what adjustments in approach, compensation, or other variables may be necessary to ensure a successful outcome.

Ethics Time and again, we receive unsolicited comments from clients and candidates relating to our integrity and high ethics.

§ First, we believe in honesty. No client should ever appoint an individual without being fully knowledgeable of the candidate’s complete background and history. Conversely, no candidate should ever enter into a new career opportunity without full disclosure of any organizational “issues.”

§ We strive to keep everyone involved in a recruitment process informed of the status. Not only do we provide regular updates to our clients, but we also have a reputation for keeping our candidates posted.

§ As recruitment professionals, we do not recruit our placements -- ever. Should a placement of ours have an interest in a position for which we are recruiting, they may choose to apply. However, if they become a finalist, we ask that they speak to their supervisor to alert them of their intent.

§ During an active engagement, we do not recruit staff from our client agencies for another recruitment. Nor do we “parallel process” a candidate, thereby pitting one client against another for the same candidate.

§ We are retained only by client agencies and not by our candidates. While we have a reputation for being actively involved in the profession and providing training, workshops, and general advice to candidates, we represent only our clients. In addition, we always represent and speak of our clients in a positive manner; during the recruitment engagement as well as years after.

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CLIENT REFERENCES

Please feel free to contact any of the following current and recent clients to inquire about their experience with Anton “Tony” Dahlerbruch. In addition, we would be pleased to furnish the client contact and phone numbers for any past clients listed in this proposal.

City of Camarillo, CA – City Manager (completed search conducted by Anton Dahlerbruch with Bobbi Peckham) Mayor Tony Trembley and / or Members of the City Council (805) 701-9768; [email protected]

City of Moorpark, CA – Assistant City Manager (completed search conducted by Anton Dahlerbruch) Troy Brown, City Manager (805) 517-6212 or [email protected]

City of Manhattan Beach, CA - Community Development Director (completed search conducted by Anton Dahlerbruch) Bruce Moe, City Manager, or Lisa Jenkins, Human Resources Director (424) 237-4268; [email protected] or (310) 802-5252, [email protected]

City of San Marino, CA - Finance Director (completed search conducted by Anton Dahlerbruch) Dr. Marcella Marlowe, City Manager (626) 300-0700 or [email protected]

City of Santa Barbara, CA – Economic Development Manager (completed search conducted by Anton Dahlerbruch) Pamela Antil, Assistant City Administrator (805) 564-5510 or [email protected]

City of West Hollywood, CA – Property Development Manager and Planning Manager (current search conducted by Anton Dahlerbruch) Clarice Kokubun, Human Resources Analyst, or Susan Schumacher, Human Resources Manager (323) 848-6418; [email protected] or (323) 848-6325, [email protected]

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DIVERSITY STATEMENT

Peckham & McKenney, Inc., is committed to diversity in its broadest possible definition in every aspect of each executive recruitment our firm provides.

Peckham & McKenney does not discriminate on the basis of race, color, religion, creed, sex/gender, national origin/ancestry, disability, pregnancy, sexual orientation (including transgender status), marriage or family status, military status, or age. We are fully compliant with all applicable federal and state employment laws and regulations in all of our recruitments.

Our average for female and minority placements since 2014 is approximately 51%. Of that average, 37% of our placements are female.

Also, for over 30 years, firm principal and founder Bobbi Peckham has been a champion of women seeking executive leadership positions within local government, succeeding in the field as few other women have. As a “minority” owner of her own firm, Ms. Peckham and her partner and co-founder, Phil McKenney, have gone to great lengths to support the management profession, women, minorities, and all involved in the recruitment and hiring processes.

In addition to all other outreach methods, our firm utilizes the National Diversity Network, which ensures placement of your opportunity with the following online venues.

• African American Job Network • Asian Job Network • Disability Job Network • Latino Job Network • LGBT Job Network • Retirement Job Network • Veteran Job Network • Women’s Job Network

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CITY MANAGER SEARCHES CONDUCTED (2004 to PRESENT*) (* 100’s of additional searches were conducted from 1987-2004)

City/County Manager, Executive Director, and Related Alameda County Waste Management Authority, CA Executive Director American Canyon, CA City Manager Anderson, CA City Manager Antioch, CA City Manager Arroyo Grande, CA City Manager Ashland, OR City Administrator Aspen, CO City Manager Auburn, CA City Manager Azusa, CA City Manager Barstow, CA City Manager Basalt, CO City Manager Bell, CA City Manager Belmont, CA City Manager (2010 and 2019) Belvedere, CA City Manager Benicia, CA City Manager Big Bear Lake, CA City Manager Brentwood, CA City Manager Brookings Economic Development Agency, SD Executive Director Buellton, CA City Manager Burbank, CA City Manager Burlingame, CA City Manager Calistoga, CA City Manager Campbell, CA City Manager (2011 & 2016) Canby, OR City Administrator Carmel-by-the-Sea, CA City Administrator Centennial, CO City Manager (2007 & 2017) Cordillera Metropolitan District, CO General Manager Corvallis, OR City Manager Cosumnes Community Services District, CA Chief Administrative Officer Cupertino, CA City Manager Del Mar, CA City Manager Douglas County, NV County Manager Durango, CO City Manager Eagle County, CO County Manager El Dorado Hills Community Services District, CA General Manager Encinitas, CA City Manager Escondido, CA City Manager Eureka, CA City Manager Exeter, CA City Administrator Flagstaff, AZ City Manager Foothills Park & Recreation District, CO Executive Director Fort Bragg, CA City Manager Fort Lupton, CO City Administrator Galt, CA City Manager (2015 & 2019) Garfield County, CO County Manager Gilroy, CA City Administrator (2007 & 2016) Glendora, CA City Manager (2007 & 2018) Grand Junction, CO City Manager Greeley, CO City Manager Gustine, CA City Manager Hayward, CA City Manager Hood River, OR City Manager Hughson, CA City Manager

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Indian Wells, CA City Manager Incline Village General Improvement District, NV General Manager Ketchum, ID City Administrator La Plata County, CO County Manager La Quinta, CA City Manager La Palma, CA City Manager Lone Tree, CO City Manager Loveland Downtown Partnership/DDA, CO Executive Director Manitou Springs Chamber of Commerce, CO Chief Operating Officer Marin County LAFCO, CA Executive Officer Martinez, CA City Manager McCall, ID City Manager Midpeninsula Regional Open Space District, Los Altos, CA General Manager (2007 & 2018) Mill Creek, WA City Manager Mill Valley, CA City Manager Milpitas, CA City Manager Moraga, CA Town Manager (2011, 2013, & 2017) Mountain House Community Services District, CA General Manager Mountain Village, CO Town Manager Napa County, CA County Executive Officer North Public Utility District, CA General Manager (2004 & 2007) Novato, CA City Manager Orinda, CA City Manager Pacifica, CA City Manager Palmdale, CA City Manager (2011 & 2015) Palos Verdes Estates, CA City Manager (2007 & 2013) Park City Municipal Corporation, UT City Manager Piedmont, CA City Administrator (2013 & 2019) Placer County, CA County Executive Officer Pleasant Hill, CA City Manager Point Arena, CA City Manager Port Townsend, WA City Manager Portola Valley, CA Town Manager Public Agency Risk Sharing Authority of California General Manager/CEO (2004 & 2016) Rancho Murieta Community Services District, CA General Manager Rancho Santa Fe Association, CA Chief Administrative Officer Redlands, CA City Manager Redwood City, CA City Manager Redwood Empire Joint Powers Insurance Authority, CA Executive Director Rio Rancho, NM City Manager Rohnert Park, CA City Manager San Bernardino Water Department, CA General Manager San Clemente, CA City Manager San Diego Local Agency Formation Commission, CA Executive Officer San Mateo County, CA County Manager (2008 & 2018) San Miguel County, CO County Manager Santa Clara, CA City Manager Santa Clara County Open Space Authority, San Jose, CA General Manager Santa Cruz County, CA County Administrative Officer Sea Ranch Association, CA Community Manager Sedona, AZ City Manager (2008 & 2014) Sierra Madre, CA City Manager Snowmass Village, CO Town Manager (2006 & 2013) Solana Beach, CA City Manager Sonoma, CA City Manager South Pasadena, CA City Manager

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South Suburban Parks & Recreation District, CO Executive Director St. Helena, CA City Manager Stayton, OR City Manager Steamboat Springs, CO City Manager (2005 & 2008) Sunnyvale, CA City Manager Telluride, CO City Manager Teton County, WY County Administrator Tracy, CA City Manager (2007 & 2014) Truckee, CA Town Manager (1992 & 2017) Tulare, CA City Manager (2005 & 2011) Turlock, CA City Manager Ventura, CA City Manager Walnut Creek, CA City Manager Waterford, CA City Administrator West Sacramento, CA City Manager Western Eagle County Metropolitan Recreation District, CO Executive Director Windsor, CO Town Manager Winter Park, CO Town Manager Woodside, CA Town Manager Yakima Regional Clean Air Authority, WA Executive Director Yolo County, CA County Administrator

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Peckham & McKenney Page 19 City Manager City of Camarillo, California www.peckhamandmckenney.com Peckham & McKenney Page 20 With a retail market population of nearly a Ventura County Sheriff Department, and The Community half-million shoppers, the City’s General contract services provide for Planning and The City of Camarillo (approximately Plan prioritizes a variety of community Building services, Library management, 69,850) is one of California’s safest values from sustainable design and refuse and recycling collection, street and most desirable communities to affordable housing to almost 4 acres/1,000 sweeping, landscaping, asphalt paving, live and work. Located in the heart population of parks (operated by the public transit services, and traffic signal of Ventura County at the base of the Pleasant Valley Recreation and Park maintenance. Funding for the contract Conejo foothills surrounded by scenic District), City-owned library, and bikeway services are provided by Special Districts mountains as well as highly productive master plan. A few of the City’s major that are funded through property owner agricultural land, residents and visitors features include the Camarillo Ranch benefit assessment and the General enjoy cool ocean breezes from the Pacific House, Studio Channel Islands Art Center, Fund. Contracts are routinely reviewed Ocean just 9-miles away, more than 55-acre sports park, and community events by the City for performance, cost, and 300 days of sunshine a year and average such as the Concerts in the Park, Fiesta efficiency; and they are integral to the temperatures in the low 70s. Camarillo is and Street Fair, Holiday Tree Lighting and City for serving the community with a a preferred location for high-tech, retail Winter Walk. relatively small workforce and a minimum and specialty businesses with a highly of facilities and equipment. educated workforce, modern industrial The downtown district known as “Old buildings, and strong relationships Town” features a mixture of stores, The City is administered under the with local business leaders and other restaurants, and locally-owned businesses Council-Manager form of government. government agencies. The City is home that help the City maintain its charm. The 5-member City Council is highly to California State University – Channel Many recreational facilities, shopping, professional, experienced, and dedicated Islands and Camarillo Premium quality housing, and a safe, small-town to serving Camarillo. This, in turn, Outlets, and with numerous recreational atmosphere all combine to make Camarillo contributes to stability in the organization, and cultural venues, connectivity to a great place to “live, work, and play.” thoughtful and deliberative decisions, and a focus on services in the interest of transportation, and year-round special For more information about the City the community. Council members will events, Camarillo is a burgeoning hub of of Camarillo, please visit https://www. begin serving by district for 4-year terms Ventura County. cityofcamarillo.org. effective 11/2020, and be subject to a Incorporated in 1964 to control 3-term limit. The City Council selects one and manage the rapid expansion of The Organization of its members to serve as Mayor. development, the City of Camarillo One of the many strengths and attributes The City adopts a two-year budget. possesses all the benefits of a suburban- of the City of Camarillo is its well- Within the 2018-2020 biannual budget, rural community with a small-town established reputation for actions and the 2019/20 total budget is $179.7 million quality. The City places emphasis on decisions in a thoughtful, deliberative with a focus on Capital Improvement its residential character, open space, and transparent manner. The City is Projects; the general fund budget is $43 community aesthetics, quality and cost- recognized for its organizational stability, million. The City maintains a workforce effective service delivery, customer service fiscal responsibility and service delivery. As of approximately 145 full-time employees and responsiveness, recreational facilities, a “contract” City, public safety is provided organized within six departments. The infrastructure, community engagement, by the Ventura County Fire Protection responsibility for the operation of each and conservative fiscal management. District and through a contract with the department is assigned to a department head appointed by the City Manager with the exception of the City Attorney, who is appointed by the City Council. The City Council, City Manager, and departmental staff have excellent working relationships, respecting and honoring one another’s roles and responsibilities. With a successful succession plan and quality work place, employee turnover is extremely low with most employees having worked in the organization for many years and a long history of City Managers ultimately retiring from the City. The Position The City of Camarillo is a general law city. Under the City’s Mission Statement “Dedicated to providing effective municipal services that promote a high quality of life, economic vitality, and a safe environment,” Peckham & McKenney Page 21 the City Manager reports to and receives direction from the City Council who relies on the City Manager to administer its policies, goals and objectives and budget for operation of the City government. Annually, the City Council adopts goals and objectives. With a focus on the ten goals of: Fiscal Management, Community Enrichment, California community programs during economically City Manager to be visible State University Channel Islands, Land challenging times. A variety of City in and become a part of the Use and Transportation, Environment/ Council’s adopted policies assist in guiding community, accessible and Resource Management, Community strategic decisions and support critical responsive, a proponent Redevelopment, Economic Development, determinations for sustaining the City’s of good government, current and future vitality. and a team player. The new City Manager will The City Council recognizes that the possess an honest and City requires an effective, organized, ethical approach to responsive, customer service oriented, working with the City Council, staff, and honest, ethical, and hardworking community and will provide counsel and leader who is skilled, experienced and recommendations based upon proven knowledgeable as a City Manager; experience, analysis, and best practices. embraces organizational development The City Manager will be expected and supports staff; has a background in to conduct organizational efficiency economic development for managing and data-driven analysis to enhance the evolution of the City’s business productivity and services; maintain environment and matters of affordable and embody an existing organizational housing; prioritizes conservative fiscal culture that embraces teamwork, respect, management; and has had demonstrated and equality; sustain and build strong success in addressing state and regional intergovernmental relations; and be open factors that affect the sustainability of city and honest with the City Council. The services. The City places a high priority City Manager will be an advocate for and on a skilled practitioner with a strong empower staff, promote accountability record of working collaboratively with and performance measures throughout the City Council, residential and business the organization, and not micro-manage. communities, city staff and regional The selected candidate will be personable, Community Relations, Governmental agencies providing public service. In approachable and responsive. Relations, and Employee Relations, the addition, the successful candidate should 2020/21 work plan focuses on reducing have experience working in a contract city; Proven experience in municipal the City’s long-term pension liability, implementing best practices; applying finance/ budgeting, economic reuse of the previous Library site, technology and government transparency development, and land use as well as enhancing community safety, working to to operational practices and procedures; excellent communication, interpersonal, address Senior Center and community conducting organizational/management management, team work, and analysis recreation facility needs, assessing growth analysis for assessing, maintaining and skills are required, as is a Bachelor’s degree projections and possible City impact(s) improving service delivery; transitioning from an accredited four-year college or of Cal State Channel Islands, local to elections by district; and addressing university with major course work in traffic and 101 Freeway improvements, the housing/jobs/workforce balance for developing alternate methods to move sustaining the City’s vitality. forward with housing and non-housing Along with the City Council and projects, aggressively implementing the Department Heads, the community Economic Development Strategic Plan, was asked to identify the desireable fully implementing and promoting Open attributes for the Camarillo City Manager City Hall and Open Gov for community recruitment. Responses included the engagement, and increasing City qualities of being community oriented, communications. open minded, knowledgable in all Through the City’s biannual budget and aspects of municipal government, a good regular financial progress reports, the City communicator, active listener, decisive, Manager is responsible for maintaining and innovative. the City’s conservative financial practices, Camarillo is a small community with an safeguarding the City’s ability to engaged citizenry that desires their next maintain service levels, and ensuring core Peckham & McKenney Page 22 public or business administration, public Search Schedule policy, finance, or a field related to the Filing Deadline:...... March 31, 2020 work. Over 5 to 10 years of management or administrative experience in a Preliminary Interviews:...... April 1 – 15, 2020 municipality commensurate with serving as a City Manager or Assistant City Recommendation of Candidates:...... April 20, 2020 Manager is desired. Finalist Interview Process:...... May 6 and May 7, 2020 Possession of an appropriate Master’s degree and experience working with an elected council or board is highly desirable. These dates have been confirmed, and it is recommended that you plan your calendar accordingly. Compensation and Benefits The salary for this position is currently $255,528. The appointment and salary Dental/Vision Insurance will be made based upon the qualifications – City of the selected candidate and pays premium for employee and commensurate with salaries in the region. dependents; coverage is effective the first In addition, the City offers the following of the month after date of hire. comprehensive benefits: Short/Long Term Disability – CalPERS Retirement (“Classic” City pays premium for employee. members: 2% at 55, full City paid Auto Allowance - $500 per month. employee contribution; “PEPRA” Life Insurance members: 2% at 62, employee contributes – City pays premium 6.75% of salary). for standard policy (1x salary, plus $5,000, Defined Contribution 401a plan rounded up to next increment of $5,000, – maximum policy amount of $200,000) City contributes 7% of salary. Vacation, Management, Sick, and Deferred Compensation 457 Plan Holiday Leave. – City contributes 3% of salary. Retirement Health Savings Health Insurance – City contributes (RHS) Plan – Directors that are age 50 $139 per month towards a selection of or older contribute 2% of earnings each plans; coverage is effective the first of the pay period; with 60% of eligible sick leave The Recruitment month after date of hire. contributed at separation of employment. Flex Benefit/Cafeteria Plan Process - The City does not participate in Social To apply for this exciting career $1,584 per month that may be applied Security. toward health insurance premiums; opportunity, please visit our website at: unused money may be taken as cash, payable twice a month. Peckham & McKenney www.peckhamandmckenney.com Resumes are acknowledged within two business days. Contact Anton “Tony” Dahlerbruch at 310.567.1554, or Bobbi Peckham at 916.730.2014 if you have any questions regarding this position or the recruitment process.

www.peckhamandmckenney.com Peckham & McKenney Page 23 June 3, 2020

Mayor Emmett Badar and Members of the City Council City of San Dimas 245 East Bonita avenue San Dimas, California 91773

Via Email: [email protected]

Dear Mayor Badar and Members of the City Council: Ralph Andersen & Associates is pleased to submit our proposal to provide executive search services for the position of City Manager for the City of San Dimas. We would look forward to the opportunity to conduct the search and assist the Mayor and City Council in selecting the City’s next City Manager. The City of San Dimas has much to gain from having a thorough search process to select the new City Manager to lead the organization. The Mayor and City Council should place a high priority in securing top quality candidates to consider, as well as having a comprehensive selection process that seek candidates with the specific abilities to address the challenges and opportunities in San Dimas. We believe that the stability of the City Manager position in the City of San Dimas, along with the appealing community character, will be attractive to city management professionals and the City should have high expectations for interest in this position. If awarded the search, Ralph Andersen & Associates have the Search Team of Mr. Fred Wilson, Senior Consultant, and myself in a supporting role on this recruitment engagement. We believe this Search Team will provide the maximum benefit for the City of San Dimas, as both Mr. Wilson and myself have strong, national candidate networks of City Managers and the firm has performed a considerable amount of work in the region including successful City Manager recruitments for the cities of Pomona, Rialto, Corona, Redlands, and La Palma. We utilize a team approach to executive recruitments, combining the efforts of our 21-member search team to produce the best results for our clients. Important to note, I will personally be joining Mr. Wilson on the Search Team to provide additional candidate outreach and identification, so the City of San Dimas also gains from my extensive network on a national basis. Mr. Wilson, based in Southern California, will be available for in-person meetings post-pandemic. Sample candidate profiles for the City of Pomona City Manager recruitment and the City of La Palma City Manager recruitment are attached for your reference. Additional brochures can be found on our website at www.ralphandersen.com. We look forward to your favorable consideration and the opportunity to work with the City of San Dimas on this critical search effort. Importantly, Mr. Wilson is readily available to begin this search immediately upon formal notice to proceed. Respectfully Submitted,

Heather Renschler President/CEO

Ralph Anderson and Associates Page 1

Introduction

Our Understanding of the Assignment The City has requested a proposal to assist in the identification and recruitment of a highly qualified group of candidates for the position of City Manager. In particular, the City is seeking a firm with the professional experience to clearly assess the City’s needs and formulate a strategy to deliver quality results. At Ralph Andersen & Associates, we believe that gaining a complete understanding of our client’s specific objectives and priorities is essential prior to launching any search assignment. This process includes the identification and incorporation of a variety of important details such as the candidate’s desired skills and experience as well as the critical soft skills related to temperament, personality, management philosophy, and other factors that will ultimately determine the candidate’s fit with the organization. We begin each search by working closely with your leadership, stakeholders, staff, and, when appropriate, your community to ensure a complete picture of the desired candidate pool is developed. Our team-oriented approach matched with this 360-degree perspective means we ensure that a complete understanding of the organization’s mission and culture translates into those specific traits and characteristics necessary to ensure the selected candidate is successful in the position. We understand that the City expects aggressive, personalized outreach to identify a diverse and highly qualified applicant pool and a selection process that includes comprehensive candidate reports based on thorough reference and background checks. We will begin with fully detailed profiles of the desired candidate’s characteristics and build a recruitment strategy that is tailored to meet the City’s specific needs. The resulting outreach and advertising campaign will incorporate the extensive use of personal outreach to recruit a diverse and highly qualified group of candidates.

About the Firm Ralph Andersen & Associates has been providing practical, responsive executive search and management consulting services to the local public sector and related industries on a national scale since 1972. With each new assignment, we earn our reputation as the nation’s premier local government consulting organization. Ralph Andersen & Associates is a California corporation and is not a subsidiary, nor does it have any subsidiaries. Contact information for the corporate office is 5800 Stanford Ranch Road, Suite 410, Rocklin, California 95765; telephone: (916) 630-4900; fax: (916) 630-4911; website: www.ralphandersen.com; email: [email protected]. Ralph Andersen & Associates has more than 48 years of experience conducting executive recruitments for a variety of public sector agencies. The firm currently has 21 employees. Ms. Heather Renschler, President/CEO, and Mr. Robert Burg, Executive Vice President, are both stockholders in the firm and, as such, are able to bind the firm. Ms. Renschler and Mr. Burg can be reached at (916) 630-4900. Ralph Andersen & Associates serves a nationwide clientele through its corporate office in the area of Sacramento (Rocklin), California. Through its network of professionals associated with the firm, Ralph Anderson and Associates Page 2 Ralph Andersen & Associates also provides services to municipal clients throughout the United States. Our staff of professionals and support staff include acknowledged leaders in their respective fields. Supplementing their extensive consulting backgrounds, our senior executives all have personal, hands-on executive experience in the operation of public agencies and private businesses.

Range of Services Offered Ralph Andersen & Associates specializes in the following primary service areas: executive search, management consulting, and human resources consulting.

• Executive Search – At Ralph Andersen & Associates, there’s always an entire team behind every recruitment assignment that we undertake. Our multi-disciplinary approach takes the best ideas in executive recruiting and creates innovative ways to get the right candidates for clients. When you retain Ralph Andersen & Associates, you get our team’s collective support and expertise working together to achieve your organization’s objectives. The firm has conducted executive searches for large and small organizations throughout the nation. In addition to conducting searches for city manager and other chief executive officer positions, Ralph Andersen & Associates has successfully completed searches in every area of municipal service. Ralph Andersen & Associates believes the most important element of a successful executive search is to listen carefully to what our clients are looking for in terms of candidate experience and qualifications. Using these client-focused guidelines, candidate identification is undertaken through marketing and personal outreach.

• Management Consulting – Ralph Andersen & Associates helps organizations improve their performance potential with a range of management consulting services. The types of services provided by the firm include management and performance audits, organizational analyses, productivity improvement analyses, agency and service consolidation assessments, specialized financial management, including debt restructuring and organizational problem solving. In addition to providing these services to entire organizations, the firm often conducts management consulting engagements that are focused in a specific service area such as public safety, city management, finance, public works, community development and other major service areas. Ralph Andersen & Associates treats every management consulting engagement as unique. This approach means we will assemble a consulting team comprised of consultants with the specific talents and experiences needed to successfully achieve the client’s objectives. Our team of experienced consultants perform complex analyses and recommend solutions that are practical and most importantly, are capable of being implemented by our clients.

• Human Resources Consulting – The firm provides a full range of contemporary human resources consulting including classification studies, compensation studies, benefits analysis, pay plan development, executive pay, and pay for performance. Key staff have proven success in working with labor groups and elected officials in identifying solutions and solving challenging problems. Services also include expert witness services for mediation and arbitration hearings. Our approach to consulting services is characterized by proven methods, extensive data collection, accurate analysis, and effective communication and messaging.

Ralph Anderson and Associates Page 3 Qualifications and Experience

Why Choose Ralph Andersen & Associates? Ralph Andersen & Associates, a California Corporation, has been providing executive search and management consulting services since 1972. As such, the executive recruitment techniques used by Ralph Andersen & Associates have been developed and used successfully with hundreds of clients for more than 48 years. The Corporate Office of Ralph Andersen & Associates is located in the Sacramento Area (Rocklin). With Ralph Andersen & Associates, there is an entire team behind every recruitment. Our firm takes a multi-disciplined, team approach to executive search. Successful outreach relies heavily on person-to-person contact to identify outstanding potential candidates and, in the evaluation phase, to gain a complete understanding of the background, experience, and management style of the top candidates. By drawing on the combined expertise of our associates and our network of professional contacts, we address outreach from a wide variety of perspectives and find unique ways to identify and recruit the best and brightest.

Relevant Search Experience Ralph Andersen & Associates conducts a wide array of searches in the public sector specializing in the top executive in local government – the City Manager. Our experience spans populations of all sizes, from the largest in the country to small and mid-size municipalities. Ralph Andersen & Associates’ significant experience in city management searches is supported by a successful track record of highly regarded managers. Below is a listing of California city manager recruitments conducted or in-progress by Ralph Andersen & Associates in the last five years (2015 to Present): • Apple Valley, CA – Town Manager (2018) • Auburn, CA – City Manager (2017) • Belvedere, CA – City Manager (2017) • Beverly Hills, CA  City Manager (2015)  Deputy City Manager (2019) • Bishop, CA – City Administrator (2020) • Buellton, CA – City Manager (2019) • Calabasas, CA – City Manager (2018) • Carmel-by-the-Sea, CA  Assistant City Administrator (2017)  City Administrator (Backgrounds) (2016) • Colma, CA – City Manager (2017) • Corona, CA – City Manager (2019) • Costa Mesa, CA – City Manager (2019) • Cupertino, CA – City Manager (2019) Ralph Anderson and Associates Page 4 • Encinitas, CA – City Manager (Current Search) • Fountain Valley, CA – City Manager (2017) • Goleta, CA – Deputy City Manager (2017 & 2019) • Irvine, CA  Assistant City Manager (2016)  City Manager (2018) • La Palma, CA – City Manager (2020) – Brochure Provided as Sample • La Quinta, CA – City Manager (2019) • Laguna Niguel, CA – City Manager (2017) • Lake Forest, CA – City Manager (2017) • Loomis, CA – Town Manager (2017) • Los Banos, CA – City Manager (2016) • Mill Valley, CA – City Manager (Current Search) • Modesto, CA – Deputy City Managers (2018) • Monterey, CA – City Manager (2018) • Monterey Park, CA – Assistant City Manager (On Hold due to Pandemic) • Moorpark, CA – City Manager (2018) • Morro Bay, CA – City Manager (2017) • Oakland, CA – City Administrator (2020) • Pacific Grove, CA – City Manager (2016) • Palm Desert, CA  Assistant City Manager (2019)  City Manager (2016) • Palm Springs, CA – Deputy City Manager – Community Development and Social Services (Current Search) • Paso Robles, CA – Assistant City Manager (2019) • Pomona, CA – City Manager (2019) – Brochure Provided as Sample • Redlands, CA – City Manager (2019) • Rialto, CA – City Administrator (2019) • Riverside, CA – City Manager (2015) • Sacramento, CA  Assistant City Manager (Backgrounds) (2016)  Assistant City Manager – Public Safety (2018)  Assistant City Manager – Municipal Services (2019)  City Manager (2017) • San Bruno, CA – City Manager (2018) • San Juan Capistrano, CA – City Manager (2015) Ralph Anderson and Associates Page 5 • Sanger, CA – City Manager (2015) • Santa Barbara, CA  City Administrator (2015)  Assistant City Administrator (2015) • Santa Rosa, CA – Deputy City Manager (2015) • Solana Beach, CA – City Manager (2015) • Stockton, CA – Deputy City Manager II (Two Placements) (2020) • Suisun City, CA – City Manager (2019) • Tiburon, CA – Town Manager (2015) • Watsonville, CA – City Manager (2015) • Westlake Village, CA – City Manager (2019)

Ralph Anderson and Associates Page 6 The Search Team

The reputation of the search firm and personal commitment of the recruiters define the difference between the success and failure of any given recruitment. Ralph Andersen & Associates’ search professionals are acknowledged leaders in the field and possess a broad range of skills and experience in the areas of local government management, executive search, and related disciplines. Only senior members of Ralph Andersen & Associates are assigned to lead search assignments, ensuring that their broad experience and knowledge of the industry is brought to bear on our clients’ behalf. The City of San Dimas will have Mr. Fred Wilson and Ms. Heather Renschler as the Search Team. Mr. Wilson will serve as the Project Director and work directly with the City Council and Ms. Renschler will provide additional, extensive candidate identification and outreach.

Mr. Fred Wilson, Project Director Mr. Wilson, Senior Consultant with Ralph Andersen & Associates, brings more than 35 years of experience as a local government executive, including 21 years serving as City Manager of Huntington Beach and San Bernardino. Working in full-service cities, he brings a strong background in identifying and recruiting top quality executive staff. This experience gives Mr. Wilson a unique perspective to the needs of City Councils recruiting for City Managers. In Huntington Beach, Mr. Wilson oversaw all aspects of city operations including City Finance, Human Resources, IT, Community Development, Police, and Fire services. Mr. Wilson has recruited and hired Department Directors in all of these key departments. His skills in identifying, recruiting, and retaining high quality employees, and talent management, coupled with succession planning, have contributed significantly to the successes of those organizations. Under Mr. Wilson’s leadership, in 2018 Wallethub ranked Huntington Beach #1 in “Quality of Service.” As a long-tenured local government executive, Mr. Wilson has extensive experience in all aspects of governance including organizational development, succession planning, municipal finance, community development, and general management. His experience includes working in organizations with different governance structures. Mr. Wilson has served on various League of California Cities Policy Committees, as well as on the advisory board in the School of Public Administration at California State University, San Bernardino. He is past president of the Orange County City Managers’ Association and has been active on various advisory boards throughout his career. Mr. Wilson holds a Bachelor of Science degree in Urban Planning from Cal Poly Pomona, and a Master’s degree in Public Administration from California State University, Northridge.

Ms. Heather Renschler Ms. Renschler is the President/CEO of Ralph Andersen & Associates. Ms. Renschler has been with Ralph Andersen & Associates for more than 35 years. Ms. Renschler has overseen the recruitment practice of Ralph Andersen & Associates for the last 23 years and as a result, is often involved with recruitments on a national scale and those of a highly sensitive and critical nature. She is experienced at working in the field of city management and a wide range of other executive-level positions in the public sector. She is well versed in working with elected officials including

Ralph Anderson and Associates Page 7 city councils, county commissioners, and special districts in the recruitment and selection process. Her network of contacts and potential candidates is extensive and on a national scale. Ms. Renschler is a current member of the California Society of Municipal Finance Officers (CSMFO) and Government Finance Officers Association (GFOA). Additionally, she is an Associate Member of the International City/County Management Association (ICMA). Prior to joining Ralph Andersen & Associates, Ms. Renschler had extensive private sector experience in the areas of construction management, health care, and public accounting. Ms. Renschler attended the University of Toledo and majored in Accounting and Journalism. After working as a consultant to the public sector, Ms. Renschler later obtained a Bachelor’s degree in Public Administration from the University of San Francisco.

Paraprofessional and Support Staff Other paraprofessional, graphics, and support staff will provide administrative support to the Search Team on recruitment assignments. These may include Ms. Christen Sanchez, Ms. Diana Haussmann, Ms. Hannah Jones, Ms. Teresa Heple, Ms. Karen AllGood, and Ms. Tina Keller.

Ralph Anderson and Associates Page 8 Search Work Plan

Our Approach to the Recruitment Process The successful search process relies heavily on person-to-person contact to identify outstanding potential candidates and, in the evaluation phase, to gain a complete understanding of the background, experience, and management style of the top candidates. Our approach includes: • Extensive personal outreach, in-person and via telephone, to qualified candidates within California and the Western Region and, if desired by the Mayor and City Council, across the nation. • A marketing strategy that uses selected advertising to supplement the extensive candidate identification process using the Internet and using the firm’s vast network of professional contacts. • A screening process that narrows the field of candidates to those who most closely match the needs of the City and is based on preliminary research and videoconference interviews with the top candidates. • Delivering a product in the form of a search report that recommends the top group of candidates and provides the Mayor and City Council with detailed information about their backgrounds and experiences. • Assistance during the final interview and the selection process. • Being available as needed to assist with the negotiation and development of an employment agreement during the final stages of the process.

The Search Work Plan We approach every search with a sense of excitement and urgency and we always “hit the ground running.” That means that when the City gives us notice to proceed, we kickoff the process immediately – working closely with the Mayor and City Council, and others as requested, to identify the key characteristics and professional experience desired in the candidate pool. We believe strongly in providing timely client communications and, while we will deliver regular status reports at each stage of the search, our consultants pride themselves in being highly accessible and responsive to all client requests and inquiries. Given the uncertainty regarding in-person meetings due to the COVID-19 pandemic, meetings in Tasks 1 and 2 may be conducted via videoconference if gatherings are not advised in the early stages of the recruitment.

Task 1 – Review Project Management Approach The Search Team will meet with the Mayor and City Council and others, as appropriate, to discuss the project management for the search. The discussion will include a review of the work plan, confirmation of timing, and communication methods.

Task 2 – Develop Candidate profile The candidate profile for the City Manager is the guide for the entire search process. Please refer to the attached candidate profiles for the cities of Pomona and La Palma City Manager searches, as well as the Ralph Andersen & Associates’ website (www.ralphandersen.com) for various examples of brochures in the Career Opportunities section. The development of the profile includes the collection of technical information and recruitment criteria. Ralph Anderson and Associates Page 9 Technical Information Mr. Wilson will meet with the Mayor and Council, city staff, and stakeholders to gain an understanding of the experience and professional background requirements desired in the City Manager. These meetings will also help the Search Team gain an understanding of the work environment and the issues facing the City of San Dimas. Recruitment Criteria The recruitment criteria are those personal and professional characteristics and experiences desired in the City Manager. The criteria should reflect the goals and priorities of the City. Mr. Wilson will meet with key staff in the City and others, as appropriate, to facilitate the identification and articulation of that criteria. Optional Services – The Mayor and City Council may desire obtaining input from the community on the qualities they would like to see in the new City Manager. To facilitate community input, the Search Team is available to conduct an on-line survey instrument. Additionally, our process can allow for email comments to Ralph Andersen & Associates relative to the desired qualities in the next City Manager. See the Project Cost section for more details on pricing. Subsequent to the development and adoption of the candidate profile, the technical information and recruitment criteria will be documented in a draft brochure prepared by the Search Team. The brochure will be reviewed by the City in draft format, revised as appropriate, and published for use throughout the search.

Task 3 – Outreach and Recruiting This task is among the most important of the entire search. It is the focus of the activities of the Search Team and includes specific outreach and recruiting activities briefly described below. Outreach An outreach and advertising campaign will be developed. This will include the placement of ads in publications specifically targeted to the position of City Manager, including Western City and the International City/County Management Association. Other Internet sites related to government will be used as a method of extending the specific outreach in a short period of time. Additionally, the advertisement and the full text of the candidate profile (the candidate profile) will be placed on Ralph Andersen & Associates’ website, which is accessed by a large number of qualified candidates. This method of outreach to potential applicants provides a confidential source that is monitored by many key level executives on an on- going basis. Candidate Identification and Recruiting With the many attractive qualities that the City of San Dimas has to offer prospective candidates, Ralph Andersen & Associates will aggressively use their extensive contacts to focus the recruiting effort. In making these contacts, the Search Team will target those individuals who meet the criteria set by the City. Each of the candidates identified through the recruiting efforts will be sent a candidate profile (recruitment brochure). Candidates will also be contacted directly to discuss the position and to solicit their interest in being considered. While Mr. Wilson and Ms. Renschler will provide the primary effort in the candidate outreach and identification, their work will be complemented by the contributions of the entire executive Search Team at Ralph Andersen & Associates which includes three former California City Managers. Both the outreach and recruiting activities will result in applications and resumes from interested candidates. As they are received, resumes will be acknowledged, and candidates Ralph Anderson and Associates Page 10 will be advised of the general timing of the search process. The following tasks involve the actual selection process once all resumes have been received.

Task 4 – Candidate Evaluation This task will be conducted following the application closing date. It includes the following specific activities: Screening All of the applications will be carefully reviewed. Those that meet the recruitment criteria and minimum qualifications will be identified and subject to a more detailed evaluation. This evaluation will include consideration of such factors as professional experience and size and complexity of the candidate’s current organization as compared to the candidate profile. Preliminary Research and Internet Review The research staff of Ralph Andersen & Associates, under the direction of the Search Team, will conduct preliminary research and internet review for those candidates identified as the most qualified as a result of the screening process. This level of research will be done on a limited number of candidates to learn more about each candidate’s public profile and related information that is available on the Internet. Preliminary Interviews via Video Technology The Search Team will conduct preliminary interviews with the top group of candidates identified through the screening and preliminary research and Internet review processes. The interviews are extensive and designed to gain additional information about the candidates’ experience, management style, and fit with the recruitment criteria. Interviews will be conducted using video technology. No consultant travel for preliminary in-person interviews has been included in this proposal. The screening portion of the candidate evaluation process typically reduces a field of applicants to approximately five to ten individuals. Those individuals will be reviewed with the City prior to proceeding with the individual interviews.

Task 5 – Search Report After completing Task 4, the Search Team will meet with the Mayor and City Council in executive session to review the search report on the candidates that expressed interest in the position. The report divides all of the candidates into four groups including 1) the top group of candidates that are recommended to be interviewed in-person by the Mayor and City Council; 2) a backup group to the first group; 3) candidates that are minimally qualified; and 4) candidates who lack the minimum qualifications. The search report will include candidate resumes and letters of interest. The results of preliminary research and Internet reviews and interviews with top candidates will be reviewed with the Mayor and City Council in executive session. The Search Report typically results in a confirmed group of finalist candidates (typically 5 to 7) that the Mayor and City Council will interview in-person.

Task 6 – Selection The selection process will vary depending upon the desires of the City. Typical services provided by Ralph Andersen & Associates in the selection process are described briefly below: • The Search Team, along with the staff at Ralph Andersen & Associates, will coordinate the selection process for the finalist group of candidates. This includes handling the logistical matters with candidates and with the City. • Ralph Andersen & Associates will prepare interview booklets for the Mayor and City Council that includes the schedule, interview questions, interview guidelines, and application materials of the candidates. Ralph Anderson and Associates Page 11 • The Search Team will attend the interviews to assist the Mayor and City Council through the selection process. This assistance will include an initial orientation, candidate introductions, and facilitation of discussion of candidates after all interviews have been completed. • Educational and certificate verifications will be made on the top finalist candidates. More involved verifications will be made with the top one to two candidates including Department of Motor Vehicle check and credit check. Due to legislation, criminal checks (“Ban the Box”) are only permissible when a contingent offer of employment is made. The results of these verifications will be discussed with the City at the appropriate time. • Reference checks will be conducted on the top two candidates. The results of these reference checks will be discussed with the Mayor and City Council at the appropriate time. • As needed, the Search Team is available to provide assistance to the Mayor and City Council in the final selection as may be desired. This assistance may include providing or obtaining any additional information desired to assist in making the final selection decision.

Task 7 – Negotiation The Search Team is available to assist the Mayor and City Council in negotiating a compensation package with the selected candidate. This includes recommendations on setting compensation levels. Additionally, Ralph Andersen & Associates will coordinate with the City Attorney to prepare a draft employment agreement and work with the Mayor and City Council on the finalization of this document. As required by the Brown Act, the employment agreement for the new City Manager will be required to be approved and voted on in a public meeting at a regularly scheduled City Council meeting.

Task 8 – Close Out After the City has reached agreement with the individual selected for the position, the Search Team will close out the search. These activities will include advising all of the finalist candidates of the status of the search by telephone, and all other candidate as well.

Ralph Anderson and Associates Page 12 Project Timeline

Ralph Andersen & Associates will complete the search within 75 to 90 days from the execution of the agreement to the presentation of candidates. Important to note, there may be some degree of unforeseen delay in the process due to the on-going impacts of COVID-19. As a firm the extensive use of video technology for meetings and candidate interviews has greatly assisted our consultants to continue to meet demanding timelines and achieve successful placements even during a pandemic. A brief overview of the recruitment schedule is presented below. The schedule does not include transition time by the selected candidate to join the City. For the position of City Manager, 30 to 60 notice provisions are customary from candidates. Given Mr. Duran’s last day was May 22, 2020, Ralph Andersen & Associates would recommend beginning work immediately to minimize the time the City is without a permanent City Manager.

Month 1 Month 2 Month 3 Month 4 Week Week Week Week 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4

Search firm selected

Consultant evaluates organization; position criteria established

Candidates identified and screened

Consultant interviews and conducts preliminary research

Consultant recommends candidates; client selects finalists for interview

Client-candidate interviews

Preferred candidate selected; negotiations

City Manager hired

New City Manager begins

Ralph Anderson and Associates Page 13 Project Cost

The recruitment effort for a new City Manager for the City of San Dimas will be a comprehensive, search process with a focus in California and the Western Region. This will give the Mayor and City Council the ability to select from a broad field of qualified candidates. Other candidates may apply on a national basis. The fee to perform this search will be a fixed fee of $24,750 for professional services and all related expenses including the cost to conduct an internet-based community survey. Expenses included in the fixed fee include such items as advertisements, consultant trips, clerical, graphic design, research, printing and binding, postage and delivery, and long-distance telephone charges. This pricing structure assumes the following: • Verifications and Backgrounds on the top two candidates including reference checks. Should the City desire to conduct verifications on more than two candidates, professional costs and expenses will be billed in addition to the above stated amount. • Brochure – A full color brochure will be developed for the City of San Dimas. All pictures will be the responsibility of the City. Ralph Andersen & Associates will bill the City in four installment payments as follows: • Following kick-off and finalization of recruitment brochure - $7,425 • After the closing date - $7,425 • After finalist interviews - $7,425 • Upon placement - $2,475 Progress payments will be due upon receipt. Exclusions – The City will be responsible for all candidate expenses related to on-site interviews.

Guarantee Ralph Andersen & Associates offers the industry-standard guarantee on our search services. If within a one-year period after appointment, the City Manager resigns or is dismissed for cause, we will conduct another search free of all charges for professional services. The City would be expected to pay for the reimbursement of all incurred expenses. Should the initial outreach efforts not result in a successful placement, Ralph Andersen & Associates will continue the outreach efforts until the ideal candidate is found. The City will be responsible for expenses based on actual receipts.

Ralph Anderson and Associates Page 14 ◊ Assisting in the implementation of a strategy to record as a City Manager in a comparable city, with address local homelessness challenges, which exposure to a full slate of city services, is preferred. complements the City’s overall housing policies, The Council wishes to continue the City’s tradition of that are currently being refined and supported with stability and is hopeful that the candidate selected will appropriate ordinances; make a long-term commitment to the community and ◊ Addressing challenges related to increased pension the organization. costs and developing options to reduce the City’s unfunded pension liability; Compensation ◊ Creating an Economic Development Plan to help The successful candidate will receive a highly competitive drive business retention and attraction including compensation package that considers the candidate’s ◊ aa the creation of business improvement districts and qualifications and track record of career success. opportunity zones; and The City Council will negotiate a mutually beneficial ◊ Embracing technology upgrades and help develop a employment agreement with the selected candidate. vision for a smart city development. Executive level benefits will be appropriately matched The Ideal Candidate with the level of responsibilities and duties outlined. Public Employees’ Retirement System (CALPERS), 2% @ City of Pomona The successful candidate must be a professional with 60 for classic members and 2% at 62 for new members is integrity, outstanding , and proven management offered. The City does not participate in Social Security. skills. The City Manager will be comfortable with a variety of municipal functions. The key focus of this position will The Recruitment Process be continuing to build the financial strength of the City through careful financial management and promotion of This is a confidential recruitment and will be handled accordingly throughout the various stages of the process. City Manager economic development as a way to enhance revenues. The ideal candidate will also need to be energetic, self- Candidates should be aware that references will not be confident, and have an open, approachable personal contacted until mutual interest has been established. Candidates are encouraged to apply immediately. The style. He or she must be able to provide leadership that RECRUITMENT SERVICES PROVIDED BY RALPH ANDERSEN & ASSOCIATES will inspire, motivate, and empower staff and department review of resumes by Ralph Andersen & Associates will heads to achieve the Mayor’s and City Council’s goals begin following the closing date. Electronic submittals for the City. This position requires an individual who is are strongly preferred. Please submit all application politically astute, yet apolitical in carrying out his/her materials to [email protected]. A complete duties, consistently helping all Council to achieve their application packet will include a compelling cover letter, goals, and having a comfort with, and a strong desire for, comprehensive resume, and five professional references. interacting with active elected officials, local and regional Confidential inquiries welcomed to Mr. Fred Wilson at government entities, business leaders, residents, and (916) 630-4900. diverse stakeholders. Education and Experience Minimum qualifications for the position of City Manager include: Education: A Bachelor’s degree in Public Administration, Business Administration, or related field from an accredited university. A Master’s degree is preferred. Experience: Ten years of progressively responsible experience in city management. A successful track The City of Pomona is an Equal Opportunity Employer Ralph Anderson and Associates Page 15 Mission, Vision, and Values

Mission Statement: The City of Pomona improves the quality of life for our diverse community.

Vision Statement: Pomona will be recognized as a vibrant, safe, and beautiful community that is a fun and exciting destination and the home of arts and artists, students and scholars, business and industry.

Core Values: ◊ Cultural diversity ◊ Leadership ◊ Fiscal responsibility ◊ Quality of life ◊ Focusing on the Future ◊ Clear and Open Communication ◊ Excellent Customer Service

The Position City Council Priorities and Goals Pomona is currently considering several exciting projects The City of Pomona is looking for an Outstanding Opportunity that will further define the City including partnering Priority 1: Fiscal and Operational Responsibility experienced City Manager to be responsible The City of Pomona is conducting a nationwide search with Fuller Theological Seminary on the development for the efficient administration of all affairs of for a dynamic and experienced City Manager. The of a new downtown campus, the redevelopment of Holt Take actions to ensure the fiscal sustainability of the City and the City. The at-will position is appointed by recruitment follows the announced retirement of Linda Avenue, a public-private partnership with California make operational decisions that align with the City’s core the City Council and serves as Chief Executive Lowry who has served 12 years in the role. Offering State Polytechnic University on an innovative 287 acre values and priorities. Officer of the City. The ideal candidate will be many unique and exciting opportunities and challenges, vibrant mixed-use development and in partnership with a responsive and service-minded individual the City of Pomona is seeking a high-level professional Fairplex, creating a plan for the long-term development Priority 2: Economic Development with strong interpersonal and communication with excellent leadership skills. The ideal candidate will skills, and a proven track record of consensus of the County Fairgrounds and adjacent areas. Coupled Foster economic prosperity through strategic and thoughtful be a skilled public administrator, eager to contribute his/ building. The City will benefit from a with the City’s desire to preserve its historic character commercial and residential development that aligns with the her creative and insightful leadership to help shape the candidate with a proven, successful history and rich history through preservation of the many long-term vision of the City and encourages investment by future of a city with outstanding opportunities. and background in planning, economic historic buildings, it is little wonder that Pomona’s other public and private entities. vision of achieving economic prosperity while promoting development, and experience dealing with The Community harmonious diversity and a high quality of life for its Priority 3: Safe and Clean Community culturally, ethnically, and economically residents will be achieved. diverse communities. Strong interpersonal The City of Pomona was founded in 1887, incorporated Invest in public safety, community programming, and skills and unquestioned integrity will be in 1888 and became a charter city in 1911. It is City Government maintenance of properties and infrastructure to ensure highly valued. Additionally, the City Manager a highly diverse and multi-cultural community of residents, businesses, visitors, and employees feel safe, will be a forward-thinking person, able to approximately 150,000 residents. Pomona has the Pomona is a Charter City that operates under a council- neighborhoods reflect the beauty of Pomona, and the develop and promote strategic initiatives for seventh largest population in Los Angeles County and manager form of government. The elective officers of community feels a sense of pride and ownership of the City. the Council’s discussion and consideration, spans approximately 23 square miles. Pomona is located the City consist of six City Council members elected by while also incorporating best practices in at the eastern edge of LA County near the 10, 57, and district and a Mayor who is elected city-wide. All elected Priority 4: Infrastructure local government. 60 freeways. This centralized location to Los Angeles, officials serve 4-year staggered terms. An individual capable of handling economic Orange, San Bernardino, and Riverside Counties gives Invest resources in streets, sidewalks, parks, landscaping, The City Council serves as the City’s primary policy- and commercial development while ensuring Pomona excellent access to qualified labor, jobs, and water systems, and public facilities to enhance the economic making and legislative body of the City. The City Council the long-term financial stability of the City cultural activities. With a reputation as a well-run city, development, public safety, accessibility, and beauty of the City. adopts the City’s annual operating budget and capital is desirable. the community boasts many amenities that provide a improvement program. The City has a total budget high quality of life for its residents and visitors. The City of $241.4 million with 564 full-time employees. The has 26 neighborhood and community parks including major City Departments consist of: Police; Fire (under sports fields, basketball courts, playgrounds, skateboard Opportunities and Challenges contract with LA County); Library; Public Works; park, nine Community Centers, and two swimming Water Resources; Finance; Human Resources/Risk Pomona is a unique, and diverse community. The City Manager will play a key role in continuously improving pools. Management; Information Technology; Development and evolving the organization to improve efficiencies. Key areas of experience required for this role are excellent Pomona is the home of Fairplex, which hosts the Services; Neighborhood Services, which includes financial planning skills and budget management skills. In addition to day-to-day operations, other major issues annual Los Angeles County Fair as well as NHRA Auto Community Services, Housing Services, Housing and challenges include: Club Raceway which hosts Winternationals drag racing Authority; and City Clerk. ◊ Continuing to build the financial strength of City. A recently passed sales tax increase has significantly improved competition and numerous other events. Additional information about the City of Pomona, the City’s financial outlook. The next City Manager will lead the effort to develop a fiscal sustainability plan that Top employers are Hospital Medical including the City’s budget, organizational chart, balances the need to address critical funding needs with the ability to plan for the City’s future in a responsible Center (3,230), Pomona Unified School District (3,034), and staffing levels, is available on Ralph Andersen & and fiscally prudent manner so the citizens recognize the value of their decision to support the measure. California State Polytechnic University, Pomona (2,440), Associates’ website at www.ralphandersen.com. ◊ Working with regional agencies on the extension of the Gold Line to Pomona and opportunities for high quality Fairplex (1,071), and Casa Colina Rehabilitation Center transit-oriented development adjacent to the station; (1,021).

Ralph Anderson and Associates Page 16 www.ci.pomona.ca.us Mission, Vision, and Values

Mission Statement: The City of Pomona improves the quality of life for our diverse community.

Vision Statement: Pomona will be recognized as a vibrant, safe, and beautiful community that is a fun and exciting destination and the home of arts and artists, students and scholars, business and industry.

Core Values: ◊ Cultural diversity ◊ Leadership ◊ Fiscal responsibility ◊ Quality of life ◊ Focusing on the Future ◊ Clear and Open Communication ◊ Excellent Customer Service

The Position City Council Priorities and Goals Pomona is currently considering several exciting projects The City of Pomona is looking for an Outstanding Opportunity that will further define the City including partnering Priority 1: Fiscal and Operational Responsibility experienced City Manager to be responsible The City of Pomona is conducting a nationwide search with Fuller Theological Seminary on the development for the efficient administration of all affairs of for a dynamic and experienced City Manager. The of a new downtown campus, the redevelopment of Holt Take actions to ensure the fiscal sustainability of the City and the City. The at-will position is appointed by recruitment follows the announced retirement of Linda Avenue, a public-private partnership with California make operational decisions that align with the City’s core the City Council and serves as Chief Executive Lowry who has served 12 years in the role. Offering State Polytechnic University on an innovative 287 acre values and priorities. Officer of the City. The ideal candidate will be many unique and exciting opportunities and challenges, vibrant mixed-use development and in partnership with a responsive and service-minded individual the City of Pomona is seeking a high-level professional Fairplex, creating a plan for the long-term development Priority 2: Economic Development with strong interpersonal and communication with excellent leadership skills. The ideal candidate will skills, and a proven track record of consensus of the County Fairgrounds and adjacent areas. Coupled Foster economic prosperity through strategic and thoughtful be a skilled public administrator, eager to contribute his/ building. The City will benefit from a with the City’s desire to preserve its historic character commercial and residential development that aligns with the her creative and insightful leadership to help shape the candidate with a proven, successful history and rich history through preservation of the many long-term vision of the City and encourages investment by future of a city with outstanding opportunities. and background in planning, economic historic buildings, it is little wonder that Pomona’s other public and private entities. vision of achieving economic prosperity while promoting development, and experience dealing with The Community harmonious diversity and a high quality of life for its Priority 3: Safe and Clean Community culturally, ethnically, and economically residents will be achieved. diverse communities. Strong interpersonal The City of Pomona was founded in 1887, incorporated Invest in public safety, community programming, and skills and unquestioned integrity will be in 1888 and became a charter city in 1911. It is City Government maintenance of properties and infrastructure to ensure highly valued. Additionally, the City Manager a highly diverse and multi-cultural community of residents, businesses, visitors, and employees feel safe, will be a forward-thinking person, able to approximately 150,000 residents. Pomona has the Pomona is a Charter City that operates under a council- neighborhoods reflect the beauty of Pomona, and the develop and promote strategic initiatives for seventh largest population in Los Angeles County and manager form of government. The elective officers of community feels a sense of pride and ownership of the City. the Council’s discussion and consideration, spans approximately 23 square miles. Pomona is located the City consist of six City Council members elected by while also incorporating best practices in at the eastern edge of LA County near the 10, 57, and district and a Mayor who is elected city-wide. All elected Priority 4: Infrastructure local government. 60 freeways. This centralized location to Los Angeles, officials serve 4-year staggered terms. An individual capable of handling economic Orange, San Bernardino, and Riverside Counties gives Invest resources in streets, sidewalks, parks, landscaping, The City Council serves as the City’s primary policy- and commercial development while ensuring Pomona excellent access to qualified labor, jobs, and water systems, and public facilities to enhance the economic making and legislative body of the City. The City Council the long-term financial stability of the City cultural activities. With a reputation as a well-run city, development, public safety, accessibility, and beauty of the City. adopts the City’s annual operating budget and capital is desirable. the community boasts many amenities that provide a improvement program. The City has a total budget high quality of life for its residents and visitors. The City of $241.4 million with 564 full-time employees. The has 26 neighborhood and community parks including major City Departments consist of: Police; Fire (under sports fields, basketball courts, playgrounds, skateboard Opportunities and Challenges contract with LA County); Library; Public Works; park, nine Community Centers, and two swimming Water Resources; Finance; Human Resources/Risk Pomona is a unique, and diverse community. The City Manager will play a key role in continuously improving pools. Management; Information Technology; Development and evolving the organization to improve efficiencies. Key areas of experience required for this role are excellent Pomona is the home of Fairplex, which hosts the Services; Neighborhood Services, which includes financial planning skills and budget management skills. In addition to day-to-day operations, other major issues annual Los Angeles County Fair as well as NHRA Auto Community Services, Housing Services, Housing and challenges include: Club Raceway which hosts Winternationals drag racing Authority; and City Clerk. ◊ Continuing to build the financial strength of City. A recently passed sales tax increase has significantly improved competition and numerous other events. Additional information about the City of Pomona, the City’s financial outlook. The next City Manager will lead the effort to develop a fiscal sustainability plan that Top employers are Pomona Valley Hospital Medical including the City’s budget, organizational chart, balances the need to address critical funding needs with the ability to plan for the City’s future in a responsible Center (3,230), Pomona Unified School District (3,034), and staffing levels, is available on Ralph Andersen & and fiscally prudent manner so the citizens recognize the value of their decision to support the measure. California State Polytechnic University, Pomona (2,440), Associates’ website at www.ralphandersen.com. ◊ Working with regional agencies on the extension of the Gold Line to Pomona and opportunities for high quality Fairplex (1,071), and Casa Colina Rehabilitation Center transit-oriented development adjacent to the station; (1,021).

www.ci.pomona.ca.usRalph Anderson and Associates Page 17 ◊ Assisting in the implementation of a strategy to record as a City Manager in a comparable city, with address local homelessness challenges, which exposure to a full slate of city services, is preferred. complements the City’s overall housing policies, The Council wishes to continue the City’s tradition of that are currently being refined and supported with stability and is hopeful that the candidate selected will appropriate ordinances; make a long-term commitment to the community and ◊ Addressing challenges related to increased pension the organization. costs and developing options to reduce the City’s unfunded pension liability; Compensation ◊ Creating an Economic Development Plan to help The successful candidate will receive a highly competitive drive business retention and attraction including compensation package that considers the candidate’s ◊ aa the creation of business improvement districts and qualifications and track record of career success. opportunity zones; and The City Council will negotiate a mutually beneficial ◊ Embracing technology upgrades and help develop a employment agreement with the selected candidate. vision for a smart city development. Executive level benefits will be appropriately matched The Ideal Candidate with the level of responsibilities and duties outlined. Public Employees’ Retirement System (CALPERS), 2% @ City of Pomona The successful candidate must be a professional with 60 for classic members and 2% at 62 for new members is integrity, outstanding judgment, and proven management offered. The City does not participate in Social Security. skills. The City Manager will be comfortable with a variety of municipal functions. The key focus of this position will The Recruitment Process be continuing to build the financial strength of the City through careful financial management and promotion of This is a confidential recruitment and will be handled accordingly throughout the various stages of the process. City Manager economic development as a way to enhance revenues. The ideal candidate will also need to be energetic, self- Candidates should be aware that references will not be confident, and have an open, approachable personal contacted until mutual interest has been established. Candidates are encouraged to apply immediately. The style. He or she must be able to provide leadership that RECRUITMENT SERVICES PROVIDED BY RALPH ANDERSEN & ASSOCIATES will inspire, motivate, and empower staff and department review of resumes by Ralph Andersen & Associates will heads to achieve the Mayor’s and City Council’s goals begin following the closing date. Electronic submittals for the City. This position requires an individual who is are strongly preferred. Please submit all application politically astute, yet apolitical in carrying out his/her materials to [email protected]. A complete duties, consistently helping all Council to achieve their application packet will include a compelling cover letter, goals, and having a comfort with, and a strong desire for, comprehensive resume, and five professional references. interacting with active elected officials, local and regional Confidential inquiries welcomed to Mr. Fred Wilson at government entities, business leaders, residents, and (916) 630-4900. diverse stakeholders. Education and Experience Minimum qualifications for the position of City Manager include: Education: A Bachelor’s degree in Public Administration, Business Administration, or related field from an accredited university. A Master’s degree is preferred. Experience: Ten years of progressively responsible experience in city management. A successful track The City of PomonaRalph is Andersonan Equal Opportunity and Associates Employer Page 18 ♦ Continuing to work closely with 11 other North Orange County cities to build two navigation centers, one in Buena Compensation and Benefits Park and another in Placentia, to help address the region’s The salary for the position is negotiable, and the City Council growing homelessness crisis. is committed to setting compensation at a level that is locally competitive and consistent with the high quality candidate ♦ Evaluating and developing recommendations to optimize the delivery of services to reflect best practices, it looks to recruit. The retiring City Manager’s salary is recognizing that resources are somewhat limited. $178,231 with a scheduled 3% increase effective July 1, 2020, to $183,578. ♦ As with most California cities, CalPERS projected pension increases over the coming years will have a direct impact The full compensation package will be commensurate with on the availability of revenue for City services. The next the experience and qualifications of the selected candidate. City Manager will develop and implement strategies to In addition, the City of La Palma offers a competitive address these increases. benefit package to employees. Qualified employees receive enrollment in CalPERS retirement (2% @ 60), a City contribution to medical insurance, City-paid dental, auto Experience and Education allowance, deferred compensation and a 38-hour work week. The full City Council will be actively involved with Ralph Other benefits include life insurance, LTD, paid holidays, Andersen & Associates in the initial screening and evaluation vacation, and sick leave. of resumes to determine the appropriate match of professional Candidates should be aware that the City does not participate experience and education. in Social Security. Further details on benefits can be obtained Experience: This is an ideal position for an energetic and high- through discussions with Ralph Andersen & Associates. energy mid-career professional to assume the top position in a municipal organization. Candidates with applicable To Be Considered experience in a comparable size organization are encouraged to apply. Experience working with an engaged elected body is This is a confidential recruitment and will be handled strongly desired. All highly qualified candidates from existing accordingly throughout the various stages of the process. city manager to aspiring professional are strongly encouraged Candidates should be aware that references will not be to apply. The City Council will consider a broad spectrum of contacted until mutual interest has been established. talented individuals with a preference for municipal service Candidates are encouraged to apply immediately, in California. with the recruitment closing on December 23, 2019. Electronic submittals are strongly preferred via email to Education: A Bachelor’s degree in planning, public or business [email protected], and should include a compelling administration, or a closely related field is required. An cover letter, comprehensive resume, and five professional advanced degree is preferred. references. Ralph Andersen & Associates will work in concert with the City to conduct the initial evaluation of submitted materials to determine the best overall match with the established criteria as outlined in this recruitment profile. Confidential inquiries welcomed to Mr. Fred Wilson, www.cityoflapalma.org Ralph Andersen & Associates, at (916) 630-4900.

City of La Palma is accepting applications for the position of City Manager

Recruitment Services Provided By Ralph Andersen & Associates The City of La Palma is an equal opportunity employer. Ralph Anderson and Associates Page 19 The City of La Palma is a well-balanced full-service City and prides itself on having a responsive municipal government to match its strong sense of community. City employees work as a team in delivering high quality customer service to its citizens, and hands-on involvement from supervisors and managers ensure excellence for its residents and businesses. The Position This outstanding opportunity is available due to the retirement of Laurie Murray who has served as City Manager since 2015 and was previously the City’s Administrative Services Manager and then Director since 2006. Discussions with the City Council have identified a number of desirable attributes and characteristics for the new City Manager. The ideal candidate will be a generalist with local governmental experience. The Opportunity Governing Structure and Technical strengths for the new City Manager will be best served in the areas The City Council of La Palma in Orange County, is seeking Organization of planning and community development. A well-rounded candidate would an energetic and enthusiastic professional to join this also bring other skills including knowledge of finance, revenue generation, financially healthy and well-managed organization. The City of La Palma has operated under a Council-Manager customer service, and intergovernmental relations. The new City Manager This talented professional will be an effective hands-on form of government since 1955. Policymaking and legislative will also embrace the culture of the organization and continue to promote manager for a staff of 53 and a combined budget of $28.6 authority are vested in a City Council consisting of the the values held by the community for highly ethical, responsive, and million (General Fund budget of $12.9 million). This career Mayor and four other Council Members. The City Council efficient delivery of services. Approachability, attention to detail, patience, opportunity is the result of an upcoming retirement, a is responsible for, among other things, passing ordinances, responsiveness, and follow-through are essential keys to success in this position held by the incumbent for 4 years. Ideally, the top adopting the budget, appointing committees, and hiring the community. City Manager. The City Manager is responsible for carrying candidate will be a generalist with emphasis on planning The City Manager will also possess outstanding communication, listening, and community development, complemented by a strong out the policies and the ordinances of the City Council, for overseeing the day-to-day operations of the City, and for and interpersonal skills. It is expected that the individual selected will be working knowledge of finance, revenue generation, and a strategic and proactive thinker, able to articulate a vision, and foster quality customer service. appointing the heads of the various departments. The City Council is elected on a non-partisan basis serving four-year creativity. The City Manager will also have proven intergovernmental relation staggered terms. The Mayor serves a one-year term and is skills and will enjoy working with community partners throughout the region. The Community selected for the position annually by the City Council as a La Palma’s City Manager needs to also be approachable and inclusive. It is whole. expected that the City Manager will be excited to engage the community The City of La Palma is one of Orange County’s smallest to participate in civic affairs and will enthusiastically reach out to local cities and is situated on the northern edge of the Orange/ The City of La Palma provides a range of municipal services businesses. Los Angeles County line. This City of 1.79 square miles is through in-house City staff and contracts for fire and library home to approximately 16,000 residents who enjoy its small- services. The top candidate will be an outgoing leader with a hands-on management town character and strong sense of community. La Palma style who will actively involve the small team of Department Directors in residents also enjoy convenient access to several freeways In addition to the City Manager’s Office, the City has the support of the City Council’s goals. Additionally, the selected candidate will and major entertainment venues. La Palma’s Central Park following departments: take a collaborative approach and work to gain consensus while remaining apolitical. Presenting all options for consideration to the elected body will also is the heart of recreational activities that emphasize ♦ Administrative Services community and family togetherness, and the City’s residents be important and supported by well-documented and completed staff work. ♦ Police Department readily engage in community and civic events. Community Above all, the individual selected will possess impeccable integrity as well as volunteers passionately work with staff to put on events ♦ Community Services (Public Works, Water, and Recreation) a respect and understanding of the nature of a family-oriented community. such as our Memorial Day Ceremony, Concerts in the Park, ♦ Community Development and Holiday Tree Lighting. La Palma residents take pride in their high property values due to excellent area schools ♦ City Attorney (Contract Law Firm) Challenges and Opportunities and regular maintenance and renovation of their homes. The City has a total 2019-20 budget of approximately $28.6 The next City Manager will provide strong leadership and be primarily involved In addition, a community survey was conducted this past million ($12.9 million in General Fund operating expenses with in: winter, which found that 9 out of 10 residents rated La an approximate $5.2 million Capital Improvement Program), Palma as a good or excellent place to raise a family, and ♦ Engaging in proactive economic development. Negotiating a Master and a full-time staff of 53 along with 30 part-time staff. The 9 out of 10 residents rated the overall quality of life in La Development Agreement for an exciting 100-acre mixed use project which largest share of the General Fund operating costs totaling Palma as good or excellent. More information about the could include a major hotel development, a new multi-family residential $5.2 million are attributed to police services representing survey is available on the City’s website. component, new retail, and entertainment uses will be a priority for the 40% of the total budget. The City is financially stable with new City Manager. Today, La Palma is a well-balanced City that prides itself over $5.1 million in general fund reserves and $6.1 million in on a responsive municipal government and a strong sense unrestricted Capital Improvement Program reserves. ♦ Addressing the need for financing and repair of City infrastructure (streets, of community. The City’s small-town character allows community center, City Hall, police station, sidewalks, and parks). Fire services are provided by the Orange County Fire Authority, residents to live in quiet and friendly neighborhoods. With and library services are provided through the Orange County ♦ The City of La Palma is almost completely built-out. As such there is one of the lowest crime rates in Orange County, La Palma is Library District. very little available space for new economic development; therefore, a place where residents can rest easy and enjoy hometown redevelopment is an important on-going priority. Creating an environment living. For more information about the City of La Palma, that encourages the attraction, retention, and expansion of all sizes and please visit their website at www.cityoflapalma.org. Ralph Anderson and Associates Page 20 types of businesses. The City of La Palma is a well-balanced full-service City and prides itself on having a responsive municipal government to match its strong sense of community. City employees work as a team in delivering high quality customer service to its citizens, and hands-on involvement from supervisors and managers ensure excellence for its residents and businesses. The Position This outstanding opportunity is available due to the retirement of Laurie Murray who has served as City Manager since 2015 and was previously the City’s Administrative Services Manager and then Director since 2006. Discussions with the City Council have identified a number of desirable attributes and characteristics for the new City Manager. The ideal candidate will be a generalist with local governmental experience. The Opportunity Governing Structure and Technical strengths for the new City Manager will be best served in the areas The City Council of La Palma in Orange County, is seeking Organization of planning and community development. A well-rounded candidate would an energetic and enthusiastic professional to join this also bring other skills including knowledge of finance, revenue generation, financially healthy and well-managed organization. The City of La Palma has operated under a Council-Manager customer service, and intergovernmental relations. The new City Manager This talented professional will be an effective hands-on form of government since 1955. Policymaking and legislative will also embrace the culture of the organization and continue to promote manager for a staff of 53 and a combined budget of $28.6 authority are vested in a City Council consisting of the the values held by the community for highly ethical, responsive, and million (General Fund budget of $12.9 million). This career Mayor and four other Council Members. The City Council efficient delivery of services. Approachability, attention to detail, patience, opportunity is the result of an upcoming retirement, a is responsible for, among other things, passing ordinances, responsiveness, and follow-through are essential keys to success in this position held by the incumbent for 4 years. Ideally, the top adopting the budget, appointing committees, and hiring the community. City Manager. The City Manager is responsible for carrying candidate will be a generalist with emphasis on planning The City Manager will also possess outstanding communication, listening, and community development, complemented by a strong out the policies and the ordinances of the City Council, for overseeing the day-to-day operations of the City, and for and interpersonal skills. It is expected that the individual selected will be working knowledge of finance, revenue generation, and a strategic and proactive thinker, able to articulate a vision, and foster quality customer service. appointing the heads of the various departments. The City Council is elected on a non-partisan basis serving four-year creativity. The City Manager will also have proven intergovernmental relation staggered terms. The Mayor serves a one-year term and is skills and will enjoy working with community partners throughout the region. The Community selected for the position annually by the City Council as a La Palma’s City Manager needs to also be approachable and inclusive. It is whole. expected that the City Manager will be excited to engage the community The City of La Palma is one of Orange County’s smallest to participate in civic affairs and will enthusiastically reach out to local cities and is situated on the northern edge of the Orange/ The City of La Palma provides a range of municipal services businesses. Los Angeles County line. This City of 1.79 square miles is through in-house City staff and contracts for fire and library home to approximately 16,000 residents who enjoy its small- services. The top candidate will be an outgoing leader with a hands-on management town character and strong sense of community. La Palma style who will actively involve the small team of Department Directors in residents also enjoy convenient access to several freeways In addition to the City Manager’s Office, the City has the support of the City Council’s goals. Additionally, the selected candidate will and major entertainment venues. La Palma’s Central Park following departments: take a collaborative approach and work to gain consensus while remaining apolitical. Presenting all options for consideration to the elected body will also is the heart of recreational activities that emphasize ♦ Administrative Services community and family togetherness, and the City’s residents be important and supported by well-documented and completed staff work. ♦ Police Department readily engage in community and civic events. Community Above all, the individual selected will possess impeccable integrity as well as volunteers passionately work with staff to put on events ♦ Community Services (Public Works, Water, and Recreation) a respect and understanding of the nature of a family-oriented community. such as our Memorial Day Ceremony, Concerts in the Park, ♦ Community Development and Holiday Tree Lighting. La Palma residents take pride in their high property values due to excellent area schools ♦ City Attorney (Contract Law Firm) Challenges and Opportunities and regular maintenance and renovation of their homes. The City has a total 2019-20 budget of approximately $28.6 The next City Manager will provide strong leadership and be primarily involved In addition, a community survey was conducted this past million ($12.9 million in General Fund operating expenses with in: winter, which found that 9 out of 10 residents rated La an approximate $5.2 million Capital Improvement Program), Palma as a good or excellent place to raise a family, and ♦ Engaging in proactive economic development. Negotiating a Master and a full-time staff of 53 along with 30 part-time staff. The 9 out of 10 residents rated the overall quality of life in La Development Agreement for an exciting 100-acre mixed use project which largest share of the General Fund operating costs totaling Palma as good or excellent. More information about the could include a major hotel development, a new multi-family residential $5.2 million are attributed to police services representing survey is available on the City’s website. component, new retail, and entertainment uses will be a priority for the 40% of the total budget. The City is financially stable with new City Manager. Today, La Palma is a well-balanced City that prides itself over $5.1 million in general fund reserves and $6.1 million in on a responsive municipal government and a strong sense unrestricted Capital Improvement Program reserves. ♦ Addressing the need for financing and repair of City infrastructure (streets, of community. The City’s small-town character allows community center, City Hall, police station, sidewalks, and parks). Fire services are provided by the Orange County Fire Authority, residents to live in quiet and friendly neighborhoods. With and library services are provided through the Orange County ♦ The City of La Palma is almost completely built-out. As such there is one of the lowest crime rates in Orange County, La Palma is Library District. very little available space for new economic development; therefore, a place where residents can rest easy and enjoy hometown redevelopment is an important on-going priority. Creating an environment living. For more information about the City of La Palma, that encourages the attraction, retention, and expansion of all sizes and please visit their website at www.cityoflapalma.org. types of businesses. Ralph Anderson and Associates Page 21 ♦ Continuing to work closely with 11 other North Orange County cities to build two navigation centers, one in Buena Compensation and Benefits Park and another in Placentia, to help address the region’s The salary for the position is negotiable, and the City Council growing homelessness crisis. is committed to setting compensation at a level that is locally competitive and consistent with the high quality candidate ♦ Evaluating and developing recommendations to optimize the delivery of services to reflect best practices, it looks to recruit. The retiring City Manager’s salary is recognizing that resources are somewhat limited. $178,231 with a scheduled 3% increase effective July 1, 2020, to $183,578. ♦ As with most California cities, CalPERS projected pension increases over the coming years will have a direct impact The full compensation package will be commensurate with on the availability of revenue for City services. The next the experience and qualifications of the selected candidate. City Manager will develop and implement strategies to In addition, the City of La Palma offers a competitive address these increases. benefit package to employees. Qualified employees receive enrollment in CalPERS retirement (2% @ 60), a City contribution to medical insurance, City-paid dental, auto Experience and Education allowance, deferred compensation and a 38-hour work week. The full City Council will be actively involved with Ralph Other benefits include life insurance, LTD, paid holidays, Andersen & Associates in the initial screening and evaluation vacation, and sick leave. of resumes to determine the appropriate match of professional Candidates should be aware that the City does not participate experience and education. in Social Security. Further details on benefits can be obtained Experience: This is an ideal position for an energetic and high- through discussions with Ralph Andersen & Associates. energy mid-career professional to assume the top position in a municipal organization. Candidates with applicable To Be Considered experience in a comparable size organization are encouraged to apply. Experience working with an engaged elected body is This is a confidential recruitment and will be handled strongly desired. All highly qualified candidates from existing accordingly throughout the various stages of the process. city manager to aspiring professional are strongly encouraged Candidates should be aware that references will not be to apply. The City Council will consider a broad spectrum of contacted until mutual interest has been established. talented individuals with a preference for municipal service Candidates are encouraged to apply immediately, in California. with the recruitment closing on December 23, 2019. Electronic submittals are strongly preferred via email to Education: A Bachelor’s degree in planning, public or business [email protected], and should include a compelling administration, or a closely related field is required. An cover letter, comprehensive resume, and five professional advanced degree is preferred. references. Ralph Andersen & Associates will work in concert with the City to conduct the initial evaluation of submitted materials to determine the best overall match with the established criteria as outlined in this recruitment profile. Confidential inquiries welcomed to Mr. Fred Wilson, www.cityoflapalma.org Ralph Andersen & Associates, at (916) 630-4900.

City of La Palma is accepting applications for the position of City Manager

Recruitment Services Provided By Ralph Andersen & Associates The City of La RalphPalma is Anderson an equal opportunity and Associates employer. Page 22 2019-2020 Budget of $28.6 million

$83, 760 Median Household 1.79 Income Square Miles

3 21 City Sworn Police Parks Officers 16,000 Residents

Ralph Anderson and Associates Page 23 2019 City Council Adopted Goals

֎ Negotiate a Master Development Agreement with Eight88 Hospitality.

֎ Investigate new redevelopment rules and develop a comprehensive plan to improve neighborhood shopping areas

֎ Encourage and/or facilitate enhanced architecture design and/or niche shopping areas within current strip mall locations

֎ Develop a Business Engagement Plan through a Business Engagement Ad Hoc Committee

֎ Develop a Concept Plan for the Brookside Apartments complex

֎ Identify funding and phasing for rehabilitation of medians throughout the City

֎ Review funding options for the Civic Center Replacement Fund to ensure ability to rebuild in 20 years

֎ Develop a City International Day Signature Event for April 2020 that includes a parade component

Ralph Anderson and Associates Page 24

Proposal submitted for:

CITY OF SAN DIMAS Proposal for: City Manager Recruitment

Submitted: June 3, 2020 By: Ryder Todd Smith, CEO

Tripepi Smith Page 1 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

TABLE OF CONTENTS

1. INTRODUCTION ...... 3

2. PROCESS ...... 4

3. PERSONNEL AND ASSETS ...... 7

4. REFERENCES AND ...... 8

5. PROPOSAL ...... 10

APPENDIX A: SAMPLES ...... 12

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 2 Tripepi Smith Page 2 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

1. INTRODUCTION

Thank you for the opportunity to present Tripepi Smith’s recruitment services (TS Talent Solutions) for the City of San Dimas’ potential City Manager search. This proposal will introduce you to TS Talent Solutions and the professionals who can help you identify, interview and onboard a top-tier executive.

Because Tripepi Smith was founded to focus on public agencies, we know the unique challenges of hiring for this kind of work. Co-founder and CFO Nicole Smith is a 2nd generation civic affairs professional (her father was a city manager for 28 years), and co- founder and president of Tripepi Smith, Ryder Todd Smith brings over a decade of public agency experience to the table. Tripepi Smith is partnered with Bob Hall, a retired city manager with over 30 years of experience in municipal government and leadership. Our team finds top tier candidates that fit ideal criteria outlined by our city clients. Recent recruitments by the TS Talent Solutions team include searches for the cities of Manteca, Westminster, San Bernardino, Laguna Niguel, Costa Mesa, Seal Beach, Santa Ana, Stanton and the Laguna Woods Village.

Tripepi Smith is a proven partner to several cities across California. Our network encompasses a strong talent pool and Tripepi Smith brings the personal, individualized attention required for successful searches. While we tailor our work for each client, the following is a summary of our general approach to the search process and the services that we offer.

Tripepi Smith is confident you will find our team to be highly qualified, creatively strategic and demonstrably able to find and land an incredible city manager for San Dimas.

Regards,

Ryder Todd Smith, CEO, TS Talent Solutions

[email protected] • (626) 536-2173 • Fax (949) 679-8371 PO Box 52152, Irvine, CA 92619

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 3 Tripepi Smith Page 3 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

2. PROCESS

Public Affairs + City Management Experience = A Firm that Understands Executive Talent TS Talent Solutions excels by leveraging Tripepi Smith’s deep marketing and outreach experience with the talent recruitment and position expertise of Bob Hall. We know that sound, vibrant communities require amazing people at the helm to bring the City Council’s vision to life. TS Talent Solutions is configured to conduct successful searches for local government, nonprofits and private companies—using our specialized civic knowledge to inform our recommendations. And unlike other recruitment firms, Tripepi Smith’s communications expertise means we are uniquely able to broadcast the search across publications, organizations and social media with a focus on California.

Our Process TS Talent Solutions begins by meeting with organization leaders to obtain a complete profile of the ideal candidate. This emphasizes the importance in establishing criteria for the position specific to the needs of the organization. We pride ourselves on offering a personal touch the helps ensure both the City and the candidate are in the best position to succeed. We tailor our advertisement, outreach, and overall recruitment strategy for each new engagement.

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 4 Tripepi Smith Page 4 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

1. Create Position Profile TS Talent Solutions will meet with the City to discuss the strategy for the search, as well as communication preferences and project timeline. In the meeting, the search criteria will be determined to help aid the team in narrowing the search to appropriate candidates based on the specific goals and qualities of the organization.

2. Outreach and Recruiting Outreach Outreach begins with the creation of a job announcement. The marketing acumen of the TS Talent Solutions team is leveraged to tell the story of the job opportunity and to highlight the benefits of joining the San Dimas team. The position will be advertised on online platforms such as Public CEO, California City News, GovernmentJobs.com and in Western Cities magazine. Additionally, platforms like LinkedIn are used to broadcast the opportunity to a wide audience of top industry professionals.

Candidate Identification Following the creation of the job announcement and advertisement of the position, the team will actively seek out qualified candidates, tapping into the network of talented prospects both local to California and across the country. Both advertisement and active recruiting will result in a collection of applications and resumes from potential candidates leading to a deeper evaluation of each individual.

3. Screening Every application will be carefully examined, and those that most closely fit the criteria indicated by the organization will be subject to a more thorough evaluation. Such evaluation will focus on aspects such as professional experience, size, and complexity of current organization as compared to the advertised position.

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 5 Tripepi Smith Page 5 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

4. Initial Research and Interviews Research will be conducted on top candidates in the form of Internet searches and other public profiles to ensure prospects’ values, experiences and history match the criteria established by the organization. Following research, preliminary interviews will be conducted via phone, video-conferencing, or face-to-face, depending on candidates’ location (and any current distancing guidelines).

5. Selection and Presentation of Top Candidates Top candidates will be presented to the City Council for consideration to determine which candidates will be interviewed. City will be provided with a detailed description of work history and other important information about each candidate prior to the selection and scheduling of interviews. TS Talent Solutions will then schedule interviews with candidates and provide briefing books containing detailed descriptions of each candidate to each member of the interview panel.

6. Negotiations Bob Hall and the TS Talent Solutions team are willing and able to support the City in the negotiation process of the selected candidate’s compensation package.

Close Out After the organization has successfully chosen a candidate, the search will be closed out. This includes informing finalist candidates of the status of the search via telephone.

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 6 Tripepi Smith Page 6 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

3. PERSONNEL AND ASSETS

Recruitment Leads It is anticipated that Bob Hall will be the team lead for the City of San Dimas’ City Manager search. Tripepi Smith’s president, Ryder Todd Smith, is also available to facilitate discussions and to actively participate with senior staff in all stages of the process.

Position Marketing Team The Tripepi Smith team is available to drive the advertising and social media reach for the search. In addition, their day-to-day work gives them a special insight into city halls across the state.

Bios

Team Member Role Description

Ryder Todd Smith Ryder’s role is to lead the team of professionals at Tripepi Smith and President TS Talent Solutions to deliver next generation marketing and talent recruitment services within the local government vertical. Ryder has deep relations throughout the California city management community and beyond. These relationships and Tripepi Smith-owned assets enable TS Talent Solutions to offer digital placement and promotions that help the recruitment process reach all corners of the city manager community. As the president of Tripepi Smith and CEO of TS Talent Solutions, he has full ownership of all client engagements and the authority to implement advertising, social media and other outreach.

Bob Hall Bob brings over 30 years of experience in municipal government and Recruitment Director leadership to the team. Most recently, he served as Interim City Manager for Laguna Niguel and Stanton. During these assignments, Founder of Bob Hall he ran the recruiting search for the City Manager position in both

and Associates cities. Prior to the interim positions, he was the City Manager for the City of Fountain Valley, where he managed the $80 million budget, 225 employees, and led their Fiscal Sustainability ballot measure. He also served as Assistant City Manager for the City of Huntington Beach, where he oversaw the day-to-day operations of the departments of Human Resources, Finance, IT, Community Services, Community Development and Public Works.

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 7 Tripepi Smith Page 7 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

4. REFERENCES AND TESTIMONIES We are happy to provide you with contacts for any of our recent recruiting engagements. We are confident you will find them to be quite happy with our team’s services.

These clients include:

City Manager, Assistant City Manager, Director of Public Works, Stanton Santa Ana Manteca

City Manager, Director of Finance, Director of Engineering, San Bernardino Placentia Manteca

City Manager, Director of Finance, Director of Development Laguna Niguel Seal Beach Services, Manteca City Manager, Director of Finance, Westminster Stanton Community Services Director, Costa Mesa Assistant City Manager, Director of Finance, Costa Mesa Manteca Security Director, Laguna Woods Village

“Bob is very conscientious and works hard to match the candidates to the desires of the organization. He kept me well informed throughout the process to ensure a clear understanding of the process.”– Tamara Letourneau, Laguna Niguel City Manager

“Bob Hall was very professional and did a great job of communicating throughout the recruitment process. He was able to give me a run down on the needs of the organization as well as the dynamics of the City Council to ensure I was a proper match for the organization.”– Jarad Hildenbrand, Stanton City Manager

“Ryder Smith has been a key asset to the California City Management Foundation, I am impressed by the diversity of support he offers and his ability to anticipate opportunities and position us well. Ryder is top notch!” – Wade McKinney, President, California City Management Foundation

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 8 Tripepi Smith Page 8 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

References City Manager Assistant City Manager Lori Ann Farrell-Harrison Travis Hopkins City of Costa Mesa City of Huntington Beach

[email protected] [email protected] (714) 754-5099 (714) 536-5202

City Manager Mayor Damien Arrula Cheryl Brothers City of Placentia City of Fountain Valley

[email protected] [email protected] (714) 993-8117 (714)315-1403

City Manager Mayor Jarad Hildenbrand John Mark Jennings City of Stanton City of Laguna Niguel

[email protected] [email protected] (714) 890-4277 (949) 362-4315

City Manager Mayor Pro Tem Tamara Letourneau Rigoberto Ramirez City of Laguna Niguel City of Stanton

[email protected] [email protected] (949) 362-4315 (714) 890-4542

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 9 Tripepi Smith Page 9 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

5. PROPOSAL The recruitment for a new City Manager will be a complete and comprehensive search in an effort to present the City with the most capable, talented candidates available. The fee to perform this search will be $19,500 plus expenses not to exceed $23,500.* Those expenses will include advertising, printing, and travel. Top candidates will subject to education verifications, DMV, civil and criminal background, and credit checks.

Fees will be collected in three installments as follows:

1. Upon execution of the Agreement - $6,000

2. Following Presentation of Candidates - $6,000

3. Upon Acceptance of Offer - $7,500

* This proposal is good for 90 days from June 4, 2020.

This proposal is for comprehensive recruitment services which includes all tasks noted above, however as requested, additional services outside the “scope of services” will be billed at $175/hr. That is not anticipated with this full-service proposal.

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 10 Tripepi Smith Page 10 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

Project Timeline A typical search will be conducted in a 90 to 120-day period from start to finish. Following the final selection, negotiations can take up to two weeks. An exact schedule will be provided once a firm start date has been provided by the City. The process can be expedited at the request of the City and within reasonable parameters.

Month 1

Week 1 TS Talent Solutions selected as search firm

Week 2 TS Talent Solutions meets with the City to establish position criteria

Week 3 & 4 Active recruiting and screening

Month 2

Week 1 & 2 Active recruiting and screening, continued

Week 3 & 4 Consultant interviews, preliminary reference checks, finalists selected

Month 3

Week 1 Candidate/City interviews

Week 2 Candidate selected and negotiations

Week 3 Selection made

TS Talent Solutions guarantees industry-standard services. If within one year following

appointment, selected candidate resigns or is terminated for cause, our team will Guarantee conduct another search free of professional services charges. However, the organization is expected to pay for incurred costs.

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 11 Tripepi Smith Page 11 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

APPENDIX A: SAMPLES

SAMPLES

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 12 Tripepi Smith Page 12 Tripepi Smith Page 13 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

THE CITY OF WESTMINSTER invites your interest in the position of CITY MANAGER

APPLY BY: 05/29/20

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 13 Tripepi Smith Page 14 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

THE POSITION DUTIES Under policy direction, the City Manager plans, organizes, and • The City Manager plans, organizes, and administers operations provides administrative direction of the City either directly or through support management and and oversight for all City functions and activities; provides policy in accordance with applicable laws, codes, and regulations and guidance and program evaluation to adopted policies and objectives of the City Council. the City Council and management • Oversees the preparation of the annual budget for the provision of services to City residents expenditures, and purchases; provides information regarding the and businesses; fosters cooperative working relationships with State and local intergovernmental and regulatory agencies and various prepares and recommends long- and short-term plans for City public and private groups; pursues service provision, capital improvements, and funding; and directs appropriate avenues of economic and community development, and current and future City needs. performs related work as required. • Oversees the selection, training, professional development, and EDUCATION Equivalent to graduation from an grievances and discipline hearings. accredited four-year college or university with major coursework in • Ensures that the Council is kept informed of City functions, public or business administration, management or administrative residents. experience in a public agency • Monitors changes in laws, regulations, and technology that setting as a City Manager, Assistant City Manager, or in a related administrative/managerial capacity and sensitive public inquiries and complaints and assists with involving responsibility for planning, resolutions and alternative recommendations. organization, and implementation, in meetings with governmental agencies, community groups, or supervisory experience. An and various business, professional, educational, regulatory, and equivalent to a Master’s Degree in legislative organizations, and the media. Public or Business Administration is highly desired.

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 14 Tripepi Smith Page 15 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

The City of Westminster is seeking a Salary increases are authorized as follows: strong leader and experienced manager 3.5% increase in July 2020; additional 3.5% increase in July 2021. to provide effective leadership while coordinating the activities of a municipal The City participates in the California organization. The ideal candidate will be Public Employees’ Retirement System (CalPERS). Tier 2 (Classic a strategic visionary with an innovative Member hired on or after July 28, 2011): 2% @ 60 formula; employees mindset who can take a creative contribute 7.0% of salary towards retirement costs. Tier 3 PEPRA approach to solving problems and (New PERS members hired on or after January 1, 2013): 2.0% managing the long-term goals of the City. @ 62 formula; employees contribute 5.75% of salary towards The City is looking for a positive change retirement costs. Employees are required to participate in Medicare. agent adept at motivating, developing Employees may participate in Section 457 supplemental retirement and evaluating across the organization, plans (i.e., deferred compensation). City contributions toward retiree and committed to building a city-wide medical insurance are based on length of employment (see Resolution culture of teamwork, trust, and for specific details). cooperation. He or she will have an understanding of and empathize with the Cafeteria benefits plan: $1,600/month values, traditions, and customs of local toward the purchase of health, dental, vision and life insurance, plus culture. The incoming City Manager will additional voluntary products. Employees who participate in the be someone willing to make a long-term, CalPERS health insurance program at the Family Level receive an professional and personal commitment to additional $100/month toward the purchase of medical benefits (total of the community. $1,700/month). Medical insurance is provided through the CalPERS health insurance program. Unused cafeteria plan dollars may be received as taxable income. A pre-tax flexible spending account is also available for health and dependent care expenses. City-paid Long-Term Disability (LTD) benefits of 66.6% of salary to a maximum of $10,000/month; paid Employee Assistance Program (EAP) also provided. 120 hours accrued during first year. An additional eight hours is earned for each additional year of service up to five (5) years (maximum of 160 hours). Additional benefits apply after 20 years of service. Employees may cash out unused vacation hours up to 2 times per calendar year. Employees receive 8.5 paid holidays, and an additional 18 hours of floating holiday time annually to be used at the employee’s discretion. 96 hours of paid sick leave per year. Employees may cash out sick leave earned during the previous year at 50% of total value. City Hall employees enjoy a 9/80 work schedule with every other Friday off. $60 per month.

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 15 Tripepi Smith Page 16 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

OUR COMMUNITY of Westminster is a vibrant and diverse community with a rich history and blend of residents, businesses, and tourists from many ethnic cultures and backgrounds. Located in northwest Orange County, California, surrounded by some of Southern California’s key attractions including Disneyland, Knott’s Berry The city is conveniently accessible by local and major freeways and highways, as well as a robust public transportation system. Westminster is Airport. Westminster is home to the Westminster Mall, numerous prominent car dealerships along Beach Boulevard, the Westminster Center retail complex, and the Rose Center Performing Arts of retail, food, and business experiences. Westminster is home to the world-renowned authentic cultural experience with Vietnamese vibrant business district that holds the famous hub of Vietnamese-American businesses and cultural activity in the area. diverse community that makes up the City of Westminster is comprised of approximately 0 the nation’s largest concentration of Vietnamese

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 16 Tripepi Smith Page 17 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 17 Tripepi Smith Page 18 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

City of San Bernardino

Located in the Riverside-San Bernardino metropolitan area of South- ern California (often referred to as the Inland-Empire), the City of San Bernardino serves as the county seat of San Bernardino County. It spans 62 square miles and has a diverse population of over 213,000. Several highly regarded educational institutions are located within or in the nearby area. California State University, San Bernardino is located in the northwestern part of the City. College is also located within the City. The City is also home to the San Manuel Gateway College & Loma Linda University Health, an innovative new higher education resource that integrates training programs in health careers with clinical experience.

San Bernardino is also home to the Little League Western Region Head- quarters and hosts the regional playoffs each year with 14 teams from 13 western states playing for the chance to advance to the Little League World Series for the national title. Another sports venue is the San Ber- nardino Soccer Complex, one of only a few premier soccer facilities in art, performing art, and concert venues including the historic California Theater, Sturges Center for the Arts, Roosevelt Bowl, National Orange Show Events Center, Glen Helen and the Garcia Center for the Arts. The plays and musicals that light up the stage each year. The the- ater is also the home of the San Bernardino Symphony Orchestra. To- day, the Orchestra, one of the oldest and most prestigious in the region.

City Government

In 2016, the citizens voted to change the City Charter, choosing to be Governed by a Council-Manager form of government. Today, the governance structure is comprised of an at-large elected Mayor Council appoints the City Manager, who serves as the Chief Exec- Economic Development, Finance, Human Resources, Information Technology, Parks, Recreation & Community Service, Police, and budget is $126.8 million with a Capital Improvement Program bud- get of $28.3 million and it employs 646 full-time employees. Fire Services are provided through a contract with the County Fire Pro- tection District. The City also operates a Water Department and Li- brary which, by charter, is governed by a separate oversight Board.

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 18 Tripepi Smith Page 19 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

The Position Ideal Candidate

Under general direction from the The City of San Bernardino is City Council, the City Manager is seeking a strong leader and responsible for the day-to-day City experienced manager to provide administration and the coordination effective leadership while coordinating of all City departments including the activities of a municipal organization. contracted services. The ideal candidate will be a strategic visionary with an innovative mindset who can The City Manager assumes a variety of professional and take a creative approach to solving problems highly complex administrative functions in the oversight and managing the long-term goals of the City. The City is looking for a positive change agent adept at motivat- support and advisory assistance to the City Council ing, developing and evaluating across the organization, and committed to building a city-wide culture of teamwork, trust, and cooperation. The incoming City responsible for providing effective municipal services Manager will be someone willing to make a longterm, through administrative direction of City departments in professional and personal commitment to the accordance with policies established by the City Council. community.

Essential functions of the City Manager may include, but are not limited to, the following: - • Directs and participates in the development and im- nancial condition of the City, and sees a vision of hope plementation of long range goals as well as operation- al policies, programs and priorities for consideration and approval by the City Council. • Demonstrates a strong understanding of municipal • Prepares accurate information and appropriate recom- management in the State of California and an in-depth mendations on policy matters to aid the City Council in the decision-making process. path forward. • Coordinates and reviews all City Council agenda • Ability to provide leadership to staff, setting goals and items to provide the City Council with timely and ade- objectives, able motivate others and contribute to their quate information for each meeting. successful performance. • that departmental objectives, policies and priorities Additionally, the new City Manager will be an individual support and meet City Council strategic goals. who: • • of City operations through communication and follow takes responsibility for actions, is honest, forthright up with department heads. and open. • Values excellence, customer service, organizational • understands the big picture. • an equitable and responsible manner. • Can establish trust and positive relationships with the City Council, staff and other colleagues. • Can manage a number of different projects and ser- vices simultaneously while being able to recognize the importance of shifting priorities when needed.

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 19 Tripepi Smith Page 20 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

Equivalent to graduation from an accredited four-year college or university with ma- managerial capacity involving responsibility for planning, organization, and implementation, including six (6) years of management or supervisory experience. desired.

Salary Range - $268,000 - $293,076

Retirement - Participation in the California Public Employees Retirement System (CalPERS). Classic members with less than 6 months separation: CalPERS 2% at 55, single highest year plan. New members, CalPERS 2% at 62, three highest year average plan.

APPLICATION AND Health Insurance - Monthly City contribution of $1,125 employee SELECTION PROCESS only or $1,250 employee towards Medical, Dental and Vision First Review Date | June 12, 2020 Care Insurance Plans.

Leave - Vacation beginning at 80 sick leave annually, 12 holidays, plus 18

Car Allowance - The City provides a car allowance of $775 per month.

Life & Accidental Death and Dismemberment In- surance - The City provides Term Life and Accidental Death & Dismemberment (AD&D) Insurance.

Other - .

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 20 Tripepi Smith Page 21 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 21 Tripepi Smith Page 22 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

THE COMMUNITY COMMUNITY

The City of Stanton is home to more than 39,000 residents, and over 2,500 businesses in the heart of northwestern DEVELOPMENT Orange County. Diversity is a key attribute with the City, with 51% Hispanic origin, and a growing Asian population of over 25%. The City also has a young population with the DEPARTMENT median age of 34 years, and a median household income of $57,622. The Community and Economic Development Director is responsible for providing highly complex staff assistance In recent years, the City of Stanton has experienced rapid to the Planning Commission, City Manager and City growth in the commercial and residential sectors, creating Council and oversees the organization and direction of the a balanced community with a deep sense of pride in Department, including Planning, Economic Development, its accomplishments, especially along the City’s Beach Building, and Housing Divisions. The Department consists Boulevard corridor. The revitalization successes have been of two full time planning staff, a Permit Technician, two attributed to the City’s business and development friendly Building Inspectors, a part-time Departmental Assistant, atmosphere. The City takes pride in operating a streamlined and a Planning Intern. permit process and issuance procedure that complement the needs of the business and development community. The Planning Division is responsible for reviewing and Businesses also benefit from Stanton’s strategic location, processing development and use proposals to determine providing easy access to both the Los Angeles and Orange compliance with the goals set forth in the City’s General County markets. Plan and development standards in the Zoning Ordinance and processes all entitlement applications. The focus for the future of the City is to continue building on the successes of recent revitalization efforts, focusing on The Economic Development Division is responsible for the Beach Blvd. corridor. This will include addressing the supporting business retention and growth within the City, vacant Sam’s Club property; as well as development of a supporting the revitalization efforts of the City’s Beach Specific Plan to foster the creation of a downtown district; Blvd. corridor, and developing positive relationships with and continuing to build new housing for all sectors of the the key developers in the region to promote development population. of vacant or underutilized land in the City. The Building Division is responsible for receiving applications, reviewing construction documents, issuing permits for new construction and alteration of buildings and structures, performing inspections for such permits, and enforcing compliance with provisions of the Stanton CITY Municipal Code and the California Building Codes.

Building inspection and plan check services are contracted ORGANIZATION through Charles Abbott & Associates. The City of Stanton has a Council-Manager form of government with five Council Members with a directly The Housing Division is responsible for the retention elected Mayor and four Council Members, elected in and development of affordable housing within the City. non-partisan by-district elections to four year overlapping This is inclusive of property management of Housing terms. The City’s motto, “Community Pride & Forward Authority owned residential units, and the relocation and Vision”, truly defines the neighborly, small town feeling development of an affordable housing project currently where people really make a difference. underway.

The City Manager is responsible for the day-to-day The Community Development Department as a whole City administration and the coordination of six City focuses on a business-friendly platform, with the goal of departments that include: Administration, Finance, working towards “yes”. Community Development, Public Safety Services, Public Works, and Community Services. The City has approximately 63 budgeted full and part-time employees and a total all-funds budget of $48.9 million.

The City has one police station with services contracted through the Orange County Sheriff’s Department; one fire station with services contracted through the Orange County Fire Authority and one library branch serviced by the County of Orange.

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 22 Tripepi Smith Page 23 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

THE POSITION

The new Community and Economic » Select, train, motivate and direct department Development Director must be a hands-on personnel; evaluate and review work manager with at least 6 years of professional for acceptability and conformance with experience in community planning and department and city standards, coaches, development including three years of , implements progressive discipline administrative and supervisory experience. and termination procedures; responds to staff questions and concerns. The ideal candidate must demonstrate » Direct, oversee and participate in the excellent communication and leadership skills development of the Department’s work and must have a Bachelor’s degree from an plan; assign work activities, projects and accredited college or university with major programs; monitor work flow; review and course work in planning, public administration evaluate work products, methods and or a related field. procedures.

The responsibilities and essential functions of » Act as or delegate responsibility for the City the Community and Economic Development Planner and Zoning Administrator. Director may include, but are not limited to the following: » Prepare and administer the City’s comprehensive general plan within » Develop, plan, implement and administer established policies and procedures. Department goals and objectives as well as policies and procedures necessary » Direct preparation of zoning ordinances to provide assigned planning, building and zoning maps, and the revision of such inspection, redevelopment and housing ordinances and maps. programs and services; approve new or » Perform duties to support or relieve modified programs, systems, policies and subordinate employees or to meet procedures. Department demands. » Assume full management responsibility » Coordinate Department activities with for all Community and Economic those of other departments and outside Development services and activities agencies and organizations. involving administration of the City’s General Plan and Zoning Ordinance, » Prepare and present oral and written reports. Specific Plans, land use entitlements Communicate effectively both orally and in and development proposals including writing with a variety of audiences, including advanced and current planning proposals, the public. grading and building plan checking and permit issuance, development proposals, » Represent the Community Development land surveying, construction, business and Department to other City departments, industrial recruitment, business retention elected officials and outside agencies. and expansion, retail recruitment; closely coordinate this work with input from other » Provide staff assistance to the Planning departments and divisions within the City. Commission, City Council and City Manager.

» Direct the development and administration » Attend and participate in professional of the Department’s budget; direct the meetings and stay abreast of new trends forecast of funds needed for staffing, and innovations in the field of Community equipment, materials and supplies; monitor and Economic Development. and approve expenditures; recommend and implement mid-year corrections.

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 23 Tripepi Smith Page 24 City of San Dimas / RFP: City Manager Recruitment / Version 1.0

COMPENSATION AND BENEFITS The City of Stanton offers a highly competitive compensation package. The Community and Economic Development APPLICATION PROCESS Director position has an annual salary If you are qualified for this outstanding career opportunity, range of $122,076—$155,796 depending on please submit a compelling cover letter and your detailed qualifications. The City offers a generous benefit package, which currently includes: resume The position is open until filled. To be considered on the » Retirement: The City offers the first review, please submit your materials by April 24, 2020. CalPERS 2% @ 60 Plan for classic Applications will be reviewed carefully and only those who members; employee pays 7% member appear to have the best qualifications will be invited to contribution. For new CalPERS continue in the selection process. members effective January 1, 2013, employee pays approximately 6.25% References will be contacted only following explicit contribution; 2% at 62. candidate approval. » Comprehensive Leave Program: 300 hours a year with provision of selling To obtain more information about Stanton, please visit the back 180 hours a year. city’s website: www.ci.stanton.ca.us or Stanton City Hall, Monday through Thursday, 7:00 a.m. to 12 p.m. and 1:00 p.m. » Group Medical, Dental and Vision to 6:00 p.m. Insurance: Several plans available with City contribution toward premium Note: The provisions of this job bulletin do not constitute an or $500 per month cash benefit for expressed or implied contract. Any provisions contained alternative private insurance. may be modified or revoked without notice.

» Life and Disability Insurance: City paid life insurance ($50,000) and City paid long term and short term disability.

» Auto allowance: $300 per month.

» Cell phone allowance: $100 per month.

» 4/10 Work Schedule: City Hall is closed every Friday.

» Holiday Closure: City Hall is closed between Christmas Eve and New Year’s Day.

» Paid holidays and various programs available to employees including Educational Reimbursement Program, Employee Computer Purchase Program, Employee Assistance Program (EAP) and voluntary Deferred Compensation and Flexible Spending Programs.

TALENT QUEST • Profiles • Outreach • Screening • Interviews • Selection • Negotiation 24 Tripepi Smith Page 25 City Council and Successor Agency Agenda Item Staff Report

To: Honorable Mayor and City Councilmembers, and Honorable Chair and Boardmembers of the Successor Agency For the meeting of June 9, 2020

From: Jeff Malawy, City Attorney and Agency Counsel

Subject: License for Site Use and Provision of Security Services Agreement with Curative, Inc. for Temporary Employee Parking at 344 W. Bonita Ave.; Emergency Order of the City Council Exempting Curative, Inc. from Certain Development and Permitting Requirements for Off-Site Parking ______

SUMMARY Curative, Inc., a COVID-19 testing laboratory located in San Dimas, requested use of the vacant Successor Agency-owned parcel at 344 W. Bonita Avenue for employee parking. Approval of the License Agreement would grant Curative the ability to use the site for employee parking in exchange for providing security services for the site. Approval of the Emergency Order would exempt Curative from the need to comply with certain parking regulations found in the City’s Zoning Code, such as the requirement to obtain a CUP for off- site parking and the need to pave the parking area with asphalt. The License Agreement requires Curative to make certain improvements to the site prior to initiating parking, including installation of gravel cover on the parking area and widening of the driveway from Acacia.

BACKGROUND

Curative, Inc. operates a COVID-19 testing laboratory located in San Dimas. Curative has requested use of the vacant Successor Agency parcel at 344 W. Bonita Ave. (“Site”) for employee parking.

DISCUSSION

Staff has expedited preparation of a proposed license agreement and emergency order to permit parking on the Site. Those are attached to this staff report. Staff will be available at the City Council meeting to address in more detail any questions the City Council/Agency Board or the public may have regarding this item.

Item 5a Page 1 Curative, Inc. License Agreement Page 2 For the Meeting of June 9, 2020 License Agreement

The license agreement allows Curative to use the Site for employee parking. The parking area is limited to the boundary designated in Exhibit A to the agreement, due to the need to allow Gold Line Authority accesss to the Site.

The term of the license agreement is until December 30, 2020, or until the Site is sold by the Agency to any end user, whichever occurs first. The agreement can also be terminated by either party at any time upon 30 days notice. The agreement allows for extensions of the term upon mutual written agreement by the Agency and Curative.

The license agreement requires Curative to provide security services for the Site, including maintaining adequate security measures to protect the Site from trespassers, dumping, or entry by any other unauthorized parties. The agreement requires Curative to allow any potential purchaser of the Site to access the Site to perform due diligence testing on the Site, provided 48 hours notice is given to Curative.

Prior to commencing parking on the Site, the agreement requires Curative to make certain improvements, including gravel cover on the parking area, widening of the entrance pathway along Acacia, removal of trees that interfere with access, and certain grading. Public Works staff will be available at the City Council meeting to provide further information regarding these improvements.

Due to the expedited nature of this item, Curative is aware of the agreement terms but has not had the opportunity to review the specific language in the proposed agreement or provide comments as of the time of the staff report preparation. Curative may provide such comments prior to the City Council meeting.

Emergency Order

The San Dimas Municipal Code contains certain requirements for parking and off-site parking, including that off-site parking requires a Conditional Use Permit, that off-site parking is allowed only within 1000 feet of the business, that asphalt pavement is required for all nonresidential parking areas. (SDMC Sections 18.156.080 and 18.156.120.)

On March 17, 2020, the City Council ratified and confirmed the local emergency declared by the City’s Director of Emergency Services related to the COVID-19 pandemic. Government Code section 8634 provides that during a local emergency the City Council can adopt orders and regulations necessary to provide for the protection of life and property.

Curative is a laboratory that analyzes COVID-19 tests to determine a positive or negative test result. The service Curative provides is essential for protecting life and health in response to the COVID-19 emergency, and compliance with City’s parking development standards and application for a CUP would delay and impede Curative’s ability to provide such urgent and essential services.

Item 5a Page 2 Curative, Inc. License Agreement Page 3 For the Meeting of June 9, 2020 Adoption of the proposed Emergency Order would use the City Council’s emergency authority during the declared COVID-19 local emergency to exempt Curative from these municipal code parking development standards for parking on the 344 W. Bonita Ave. site. However, Curative must still comply with all requirements and conditions of the License Agreement.

RECOMMENDATION

Staff recommends that Council consider the following:

1. Authorize Successor Agency Chairperson Badar to execute the License Agreement with Curative, Inc. attached as Attachment A to this staff report; and 2. Adopt the Emergency Order attached as Attachment B to this staff report.

Or

3. Provide other direction.

Respectfully submitted,

Jeff Malawy City Attorney

Attachment A: License for Site Use and Provision of Security Services Agreement with Curative, Inc.

Attachment B: Emergency Order Exempting Curative, Inc. from Certain Development and Permitting Requirements for Off-Site Parking

Item 5a Page 3 LICENSE FOR SITE USE AND PROVISION OF SECURITY SERVICES AGREEMENT

THIS LICENSE FOR SITE USE AND PROVISION OF SECURITY SERVICES AGREEMENT (“License”) is made and entered into as of June ___, 2020, between Curative, Inc., a Delaware corporation (hereinafter called “Curative”) and the City of San Dimas, as Successor Agency to the San Dimas Redevelopment Agency (hereinafter called “Agency”).

1. Parcel and Grant of Access. Agency hereby grants a license to Curative and Curative accepts the license from Agency for the use that certain parcel of real property at the southwest corner of the intersection at West Bonita Avenue and South Cataract Avenue in the City of San Dimas, California, bearing APN 8386-021-913 (“Parcel”) consistent with the terms of this License for temporary parking of Curative’s employees to park their personal or company vehicles on the Parcel during normal business hours of Curative’s business in exchange for Curative providing security services for the Parcel. Curative understands and acknowledges that this License is of limited duration and, although the Agency acts in the capacity of the successor agency to the dissolved San Dimas Redevelopment Agency pursuant to the law dissolving redevelopment agencies in California, at Health and Safety Code sections 34161 et seq. (the “Dissolution Law”), Agency is limited in its ability to authorize the use of Successor Agency property, including the Parcel. As such, this License is subject to the terms of the Dissolution Law and any early termination required by any applicable government agency authorized to enforce the provisions of the Dissolution Law.

2. Term. The term of this License shall commence as of the date hereof and terminate upon the earlier of (i) the sale of the Parcel by the Agency to any end user, (ii) any earlier termination of this License per the terms of this Section 1; or (iii) December 30, 2020. The parties may mutually agree to extend the term by written agreement. Either party may elect to terminate this License before the end of the term by giving written notice to the other party not less than thirty (30) days prior to the requested termination date.

3. Use of the Parcel.

(a) Parking. During the terms of this License, Curative shall use the portion of the Parcel depicted at Exhibit “A” hereto for parking of its employee vehicles accessing Curative’s nearby property and such functions as are customarily related thereto; provided that no storage of any materials, equipment or any other items shall be authorized on the Parcel. Curative agrees to restrict the use of the Parcel only for such purpose, and not to use or permit the use of the Parcel for any other purpose without first obtaining the prior written consent of Agency, which consent shall be withheld in Agency’s sole discretion. No parking shall commence unless and until such time as Curative completes the improvements to the Parcel per Section 3(b) below.

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(b) Conditions Precedent to Use of Parcel. As a condition to its right to access the Parcel to park employee vehicles pursuant to this Agreement, Curative shall perform and comply with those conditions precedent to the use of the Parcel provided in Exhibit “B” hereto and incorporated herein, as required by the City of San Dimas to the satisfaction of the City, as confirmed in writing by the City Manager or designee following Curative’s compliance with the conditions.

(c) Access to Agency and Agency Invitees. Curative understands that Agency is attempting to sell the Parcel pursuant to its powers under the Dissolution Law to a suitable end user and that Curative specifically acknowledges that the ability to provide access to any potential end user identified by Agency or other Agency invitee (collectively, “Agency Invitee”) is a material term of this License. As such, Curative shall permit Agency, its agents, representatives, employees, or Agency Invitee to enter the Parcel at all reasonable times and upon at least forty-eight (48) hours prior notice to Curative to inspect the Parcel, as it deems appropriate and perform any testing of the condition of the Parcel. Such entry and any work conducted by Agency, its agents, representatives, employees, or Agency Invitee shall be performed without interruption or unreasonable interference with Curative’s ability to use the Parcel, as intended under this License; provided that Curative shall cooperate with and relocate any employee parking to areas so as not to interfere with Agency, its agents, representatives, employees, or Agency Invitee to authorize such right of entry and testing.

4. Disclaimer of Warranties. Curative shall use the Parcel in its “AS-IS” condition. Agency makes no representation or warranty concerning the physical, environmental, geotechnical or other conditions of the Parcel, the suitability of the Parcel for its intended purpose, or the present use of the Parcel, and specifically disclaims all representations or warranties of any nature concerning the Parcel made by it, Agency and its employees, agents and representatives. The foregoing disclaimer includes, without limitation, topography, climate, air, water rights, utilities, present and future zoning, soil, subsoil, existence of any contamination or hazardous materials, as defined by applicable Federal or State law (“Hazardous Material”) or similar substances, the purpose for which the Parcel is suited, or drainage. Agency makes no representation or warranty concerning the compaction of soil upon the Parcel, nor of the suitability of the soil for its intended purpose. Notwithstanding the foregoing, Curative shall not be responsible for any Hazardous Materials placed or existing on the Parcel before or after the term of this License, as may be extended, provided Curative, its employees, invitees, agents, contractors, successors or assigns did to cause or contribute to the placement or existence of such Hazardous Materials.

5. Repairs and Maintenance. Curative shall be liable and responsible for the security, repair and maintenance of the Parcel to the extent necessitated by the Curative’s use of the Parcel under this License, for such time as this License is in effect. It is specifically understood and agreed that Agency shall have no obligation with respect to the repair and/or maintenance of the Parcel. Curative shall use care to protect the

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Parcel and restore it to its original condition to the satisfaction of the Agency upon the termination of this License.

6. Alteration to Parcel. Other than the parking of employee vehicles on the Parcel [and installation of a gate to allow access by Curative and Agency/City staff to the Parcel], Curative shall not make any change, alteration or addition in or to the Parcel without the prior written consent of Agency. Upon the expiration of this License, Curative, at Curative’s sole cost and expense, shall completely and adequately remove any parked vehicles or other items placed by Curative, its employees or invitees at the Parcel during the term hereof. Curative shall repair all damage to the Parcel as a result of the installation or removal of the construction trailers or any trade fixture.

7. Indemnity. Curative shall indemnify and hold Agency, its employees, officers and agents (“Indemnified Parties”), harmless from and against any and all claims, actions, costs, expenses, liabilities, damages, penalties and demands whatsoever, together with attorney’s fees and expenses arising out of or concerning the activities of Curative under this License, including but not limited to injury or death or damage to persons or property of invitees, agents, or employees of Agency or Curative, or others, occurring in, on or about the Parcel except if caused by the Indemnified Parties. If any action or proceeding in connection with any such matters is brought against the Indemnified Parties, notice shall be given to Curative and Curative shall be furnished with a copy of any papers served. Agency shall have the right to defend any action or proceeding, employing counsel selected by it. Curative shall procure and maintain adequate general liability insurance for the protection of Agency against claims for damages of any kind to property or injury of any kind to persons occurring upon the Parcel or by reason of Curative’s use of the Parcel.

Termination of this License notwithstanding, the provisions of this Paragraph 7 shall continue in full force and effect as to any claims or other matter listed therein, without limitation in time by virtue of any other provisions of this License.

8. Subletting and Assignment. This License may not be transferred or assigned by Curative without the prior written consent of Agency which may be withheld in its sole discretion.

9. License Fee. Curative shall not be required to pay any additional consideration for use of the Parcel for the term of this License, provided Curative provides and maintains adequate security services and implements security measures to protect the Parcel from trespassers, dumping, or entry by any other unauthorized parties to the Parcel and continues to use the Parcel for the purposes set forth in this License. Should Curative be in violation of such use restrictions or continues to occupy the Parcel after the termination of this Agreement, Curative shall pay to Agency the sum of two hundred dollars ($200.00) per calendar day for any such unauthorized or holdover occupancy of the Parcel. In addition to the foregoing, Parcel shall pay, as additional fee, certain direct expenses of operating and maintaining the Parcel as provided by the terms of this License including, without limitation, real property taxes, possessory taxes and assessments pursuant to Paragraph 11 herein and any utility charges.

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10. Curative’s Covenants. Curative covenants and agrees with Agency as follows:

(a) That Curative will not use the Parcel for any unlawful purpose.

(b) That Curative shall timely pay any financial obligations as herein specified.

(c) That Curative will use the Parcel in a careful and proper manner in accordance with this License.

(d) That Curative will comply with such lawful requirements of state, county, municipal or public authorities as related to Curative’s use and occupancy of the Parcel.

(e) That Curative shall not bring or use any Hazardous Materials on the Parcel.

(f) That if any mechanic’s lien or liens shall be filed or recorded against the Parcel for work done by or for materials furnished to Curative, Curative shall forthwith, or within a reasonable time thereafter, cause the same to be discharged by paying the amount of the lien; provided, however, that Curative shall have the right to contest the amount or validity, in whole or in part, of any such lien by appropriate proceedings. In the event Curative pursues any such challenge, Curative shall first notify Agency and, if requested by Agency, shall, within thirty (30) days of Agency’s request, either bond such lien or cause such lien to be bonded in the manner authorized by law so as to release the land subject thereto from such lien, or deposit, in a joint account with Agency, security with a value equal to one hundred fifty percent (150%) of the amount of the lien claimed. Agency shall at times have the right to post and keep posted on the Parcel such notices as are provided for under or by virtue of the laws of the State of California for the protection of the Parcel from mechanic’s liens or liens of a similar nature.

11. Taxes. Curative shall pay all personal property taxes and all real property taxes attributable to the Parcel. Curative acknowledges that the license granted herein may be subject to possessory interest taxes. Curative shall have the sole obligation to pay any taxes, fees and assessments, plus applicable penalties and interest, which may be imposed by law and arise out of Curative’s license hereunder. Curative shall indemnify, defend and hold harmless Agency against any and all such taxes, fees, penalties or interest assessed, or imposed against Agency hereunder. In the event Curative fails to timely pay any tax, assessment, fee, penalty or interest, Agency, at its option, shall have the right, but not the obligation, to pay such charge and Curative shall reimburse Agency for such payment in addition to any fee paid by Curative per Section 8. Curative shall reimburse Agency such payment within (5) days of receipt of notice therefor.

12. Defaults. Curative shall be in default of this License upon the occurrence of either of the following:

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(a) Curative fails to pay any installment of the License Fee, or any other sum required to be paid by Curative when the same becomes due and such default continues for a period of five (5) days after written notice from the Agency specifying such default, or

(b) Curative defaults in the observance or performance of any condition or obligation required to be observed or performed by Curative (other than payment or License Fee or other sums payable to Agency), and such default continues for a period of twenty (20) days (unless during said twenty (20) day period Curative commences to cure such default and thereafter uses reasonable diligence in the curing thereof), or

(c) Curative is adjudicated bankrupt or a petition by or against Curative for an adjustment of Curative’s obligation under the Act is approved, or Curative makes a general assignment of Curative’s property for the benefit of creditors, or

(d) Any receiver of Curative or sheriff, marshal, constable or keeper takes possession of the Parcel by virtue of any appointment of such receiver by a court of competent jurisdiction, or by virtue of any attachment or execution against Curative, and the Parcel is not released from the possession of such receiver, sheriff, marshal, constable or keeper and restored to the possession of the Curative within thirty (30) days after the taking of such possession.

13. Agency’s Remedies. In the event of any breach or default by Curative under this License, in addition to any or all other rights or remedies of Agency set forth in this License and/or by law provided, Agency, at its election, shall have the right to pursue all its available remedies.

In the event that upon a termination of Curative’s right to possession or upon the termination or expiration of this License Curative fails to remove from the Parcel any of Curative’s property located thereon, which Curative is entitled or required to remove pursuant to the terms of this License, Agency shall not be responsible for the care or safekeeping thereof and may remove any of the same from the Parcel and place the same in storage in a public warehouse at the cost, expense and risk of Curative with authority to the warehouseman to sell the same in the event that Curative shall fail to pay the cost of transportation and storage, all in accordance with the rules and regulations applicable to the operation of a public warehouseman’s business.

14. Damage or Destruction of Parcel. Should any part of the Parcel be damaged or destroyed by any cause, then:

(a) If the damage does not interfere substantially with the use thereof by Curative, Curative shall repair the same to substantially the same condition it was immediately preceding the damage, as rapidly as conditions permit.

(b) If the damage is substantial or the Parcel is rendered uninhabitable or unusable and Curative cannot continue Curative’s operation thereon, or if

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damage is such that Agency, in its sole discretion, determines that the Parcel cannot be placed in substantially the condition it was immediately preceding the damage within thirty (30) days, Curative, upon written notice to Agency, may terminate this License within thirty (30) days after such damage. Thereupon, Curative shall surrender the Parcel and this License shall terminate.

15. Notice. Any notice to be delivered hereunder shall be deemed delivered and received (i) when given in writing and personally delivered to the person designated below for the applicable party, (ii) one business day after delivery via Federal Express or other nationally known “next day” delivery service with delivery charges prepaid for delivery the following business day to the person designated below for the applicable party, or (iii) upon delivery by the United States Postal Service, first class registered or certified mail, postage prepaid, return receipt requested, at the time of the first attempted delivery shown upon such receipt; and in any such case shall be delivered to the address or addresses indicated for such party below, and/or to such other person or address as such party may from time to time by written notice designate to the other:

To Curative: Fred Turner, CEO 430 S. Cataract Avenue San Dimas, CA 91773

To Agency: City of San Dimas, as Successor Agency 245 E. Bonita Ave. San Dimas, CA 91773 Attention: City Manager/Executive Director

A copy to: Aleshire & Wynder, LLP 18881 Von Karman Ave., #1700 Irvine, CA 92612 Attn: Jeff Malawy

16. Entire Agreement. This License constitutes the entire agreement between the parties. Any prior arrangements, promises, negotiations or representations that may have been made or relied upon which are not expressly set forth in this License are of no force or affect.

17. Miscellaneous. The invalidity of any provision of this License shall not impair the validity of any other provision. In all matters concerning the validity, interpretation, performance, enforcement, effect, or otherwise of this License, the laws of the State of California shall govern and be applicable. Each and all of the provisions of this License shall be binding upon and inure to the benefit of the parties and their respective heirs, successors, executors, administrators and assigns. Any alteration, amendment, change or modification of or to this License, in order to become effective, shall be made by written instrument or endorsement hereon and in each such instance executed on behalf of each party.

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18. Attorney Fees. In the event of any controversy, claim or dispute between the parties hereto, arising out of or relating to this License or the breach thereof, the prevailing party shall be entitled to recover from the other party reasonable expenses, attorneys’ fees and costs.

IN WITNESS WHEREOF, Agency and Curative have caused this instrument to be executed on their behalf by their respective officers or agents herein duly authorized as of the date first written above

"Agency"

CITY OF SAN DIMAS, AS SUCCESSOR AGENCY TO SAN DIMAS REDEVELOPMENT AGENCY

______Emmett Badar Chairperson

"Curative"

Curative, Inc.

______

By: ______

Title: ______

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EXHIBIT “A”

DEPICTION OF ALLOWABLE PARKING AREA WITHIN PARCEL PARKING AREA BORDERED IN BLUE

*Vehicle access to and from the parcel is permitted only by way of the access road from Acacia Street.

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EXHIBIT “B”

CONDITIONS PRECEDENT TO USE OF PARCEL

1. Grade the Parking Area and Access Road to a Level Finish Grade 2. Provide All Weather Surface for Parking Area (at minimum gravel surface 4 inches thick) 3. Pave the Entry Road from Acacia Street into the Park to a width of 20 feet From the park entrance to the end of the road (existing road is approximately 18 feet wide) 4. Pave the Road between the Park and the New Parking Area to a minimum of 20 feet wide 5. Provide Perimeter Delineation – Post and Chain with Reflectors or other approved Delineation 6. Provide Striping or other method for maintaining drive aisle and parking configuration 7. Remove 25 feet of curb at north side of park (as designated by Public Works) to provide entry into APN 8386-021-913 8. Remove 2 trees (as designated by Public Works) adjacent to curb to allow a minimum of 25 foot clearance for vehicular access to APN 8386-021-913

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EMERGENCY ORDER NO. 1

AN EMERGENCY ORDER OF THE CITY COUNCIL OF THE CITY OF SAN DIMAS, COUNTY OF LOS ANGELES, EXEMPTING CURATIVE, INC., A COVID- 19 TESTING LABORATORY, FROM CERTAIN DEVELOPMENT AND PERMITTING REQUIREMENTS FOR OFF-SITE PARKING

WHEREAS, on March 17, 2020, the City Council ratified and confirmed the local state of emergency proclaimed by the Director of Emergency Services related to the COVID-19 pandemic; and

WHEREAS, Government Code Section 8634 provides that during a local emergency the governing body of a city may promulgate orders and regulations necessary to provide for the protection of life and property; and

WHEREAS, Curative, Inc. (“Curative”) operates a medical testing lab in San Dimas, located at 430 South Cataract Avenue (“Lab”), where, among other things, it analyzes COVID-19 tests; and

WHEREAS, Curative requires additional parking for its employees and other business-related vehicles (“Additional Parking”); and

WHEREAS, the City, as Successor Agency to the San Dimas Redevelopment Agency, owns an undeveloped parcel of land at the southwest corner of the intersection at West Bonita Avenue and South Cataract Avenue (“Site”); and

WHEREAS, Curative has requested use of the Site to provide Additional Parking; and

WHEREAS, Section 18.156.080 of the San Dimas Municipal Code imposes several parking design requirements for off-site parking, and Section 18.156.120 of the San Dimas Municipal Code requires the issuance of an conditional use permit for off-site parking for a nonresidential project and requires that off-site parking facilities shall be located within one thousand feet of the property where the use in question is located (“Parking Development Standards”); and

WHEREAS, the Site is an unpaved dirt lot and is more than 1,000 feet from the Lab; and

WHEREAS, Curative’s need for Additional Parking is urgent, and delaying permission to use the Site until Curative can comply with the Parking Development Standards would be detrimental to Curative’s ability to timely process and analyze COVID-19 tests. These services provided by Curative are essential and serve to protect life and health in response to the COVID-19 emergency.

Emergency Order Page 1

Emergency Order No. 1 Page 2 Order Exempting Curative, Inc., from Certain Parking Requirements

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF SAN DIMAS, CALIFORNIA DOES HEREBY ORDER AS FOLLOWS:

SECTION 1. The above recitals are true and correct. Emergency measures are necessary to ensure that Curative can process and analyze COVID-19 tests in a timely manner and without the disruption which would otherwise be caused by enforcement of the City’s Parking Development Standards.

SECTION 2. The requirements in San Dimas Municipal Code Sections 18.156.080 and 18.156.120 are hereby waived solely as applied to Curative’s use of the Site for Additional Parking; provided, that the City Manager may impose any of these requirements if he deems it necessary to do so, in his sole discretion and following notice to Curative.

SECTION 3. This Order does not grant Curative permission to use the Site for Additional Parking and does not waive any rules, regulations, or ordinances except as explicitly stated herein.

SECTION 4. This Order shall take effect immediately.

PASSED, APPROVED AND ADOPTED this 9th day of June, 2020.

______Emmett G. Badar, Mayor

ATTEST:

______Debra Black, City Clerk

I, Debra Black, City Clerk, hereby certify that Emergency Order No. 1 was adopted by the City Council of San Dimas at a regular meeting on June 9th, 2020 by the following vote:

AYES: NOES: ABSENT: ABSTAIN:

______Debra Black, City Clerk

Emergency Order Page 2