HomeMy WebLinkAbout10/04/2005city Council Agenda
Tuesday, October 4, 2005
5:30 p.m. — Study Session — CC -8
6:30 p.m. - Regular Meeting
The Government Center
South Coast Air Quality Management District/
Main Auditorium
21865 Copley Drive
Diamond Bar, CA 91765
Mayor Wen Chang
Mayor ProTem Debby O'Connor
Council Member Carol Herrera
Council Member Jack Tanaka
Council Member Bob Zirbes
City Manager Linda C. Lowry
City Attorney Michael Jenkins
City Clerk Linda C. Lowry
Copies of staff reports or other written documentation relating to agenda items are on file
in the Office of the City Clerk, and are available for public inspection. If you have questions regarding
an agenda item, please contact the City Clerk at (909) 839-7010 during regular business hours.
In an effort to comply with the requirements of Title II of the Americans with Disabilities Act of 1990,
the City of Diamond Bar requires that any person in need of any type of special equipment, assistance
or accommodation(s) in order to communicate at a City public meeting, must inform
the City Clerk a minimum of 72 hours prior to the scheduled meeting.
Please refrain from smoking, eating or drinking in the Council Chambers.
The City of Diamond Bar uses recycled paper and encourages you to do the same.
DIAMOND BAR CITY COUNCIL MEETING RULES
Welcome to the meeting of the Diamond Bar City Council. Meetings of the Diamond Bar City
Council are open to the public and are cablecast live on Channel 3. You are invited to attend
and participate.
PUBLIC INPUT
Members of the public may address the Council on any item of business on the agenda
during the time the item is taken up by the Council. In addition, members of the public may,
during the Public Comment period, address the Council on any consent calendar item or any
matter not on the agenda and within the Council's subject matter jurisdiction. Persons
wishing to speak should submit a speaker slip to the City Clerk. Any material to be submitted
to the City Council at the meeting should be submitted through the City Clerk.
Speakers are limited to five minutes per agenda item, unless the Mayor determines
otherwise. The Mayor may adjust this time limit depending on the number of people wishing
to speak, the complexity of the matter, the length of the agenda, the hour and any other
relevant consideration. Speakers may address the Council only once on an agenda item,
except during public hearings, when the applicant/appellant may be afforded a rebuttal.
Public comments must be directed to the City Council. Behavior that disrupts the orderly
conduct of the meeting may result in the speaker being removed from the Council chambers.
INFORMATION RELATING TO AGENDAS AND ACTIONS OF THE COUNCIL
Agendas for regular City Council meetings are available 72 hours prior to the meeting and
are posted in the City's regular posting locations, on DBTV Channel 3, and on the City's
website at www.ci.diamond-bar.ca.us. A full agenda packet is available for review during the
meeting, in the foyer just outside the Council chambers. The City Council may take action on
any item listed on the agenda.
ACCOMMODATIONS FOR THE DISABLED
A cordless microphone is available for those persons with mobility impairments who cannot
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HELPFUL PHONE NUMBERS
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Computer access to agendas: www.ci.diamond-bar.ca.us
General information: (909) 839-7000
11
CITY OF DIAMOND BAR
CITY COUNCIL AGENDA
October 4, 2005
Next Resolution No. 2005-54
Next Ordinance No. 10(2005)
STUDY SESSION: 5:30 p.m. Room CC -8
00. Pavement Management System
100. Annexation of Rowland Heights
Public Comments
CALL TO ORDER: 6:30 p.m.
PLEDGE OF ALLEGIANCE: Mayor
INVOCATION: Monsignor James Loughnane,
St. Denis Catholic Church
ROLL CALL: Council Members Herrera, Tanaka, Zirbes,
Mayor Pro Tem O'Connor, Mayor Chang
APPROVAL OF AGENDA: Mayor
SPECIAL PRESENTATIONS, CERTIFICATES, PROCLAMATIONS:
1.1 Presentation of Certificate of Recognition to Marco Avila for his heroic
assistance in rescuing a survivor of a recent plane crash at Cal Poly,
Pomona.
1.2 Presentation of Certificates of Recognition to the Diamond Bar Senior
Citizens Club and the Senior Needlework Class who have been making gifts
for the U.S. Service Men and Women fighting in Iraq.
1.3 Proclaiming "Lawsuit Abuse Awareness Week", October 3-7, 2005.
1.4 Proclaiming "Fire Prevention Month", October, 2005.
OCTOBER 4, 2005 PAGE 2
BUSINESS OF THE MONTH:
1.5 Presentation of City Tile to Bob Welch, owner of Bob Welch's Custom Shoe
Repair, as Business of the Month, October, 2005 and display of Business of
the Month video.
CITY MANAGER REPORTS AND RECOMMENDATIONS:
PUBLIC COMMENTS: "Public Comments" is the time reserved on each regular
meeting agenda to provide an opportunity for members of the public to directly
address the Council on Consent Calendar items or matters of interest to the public
that are not already scheduled for consideration on this agenda. Although the City
Council values your comments, pursuant to the Brown Act, the Council generally
cannot take any action on items not listed on the posted agenda. Please complete a
Speaker's Card and give it to the City Clerk (completion of this form is voluntary).
There is a five-minute maximum time limit when addressing the City Council,
3.1 Diamond Bar County Librarian Irene Wang shall introduce new Reference Librarian,
Mary Yogi.
3.2 Marsha Hawkins shall announce "Read Together Diamond Bar" events.
4. RESPONSE TO PUBLIC COMMENT: Under the Brown Act, members of the City
Council may briefly respond to public comments but no extended discussion and no
action on such matters may take place.
5. SCHEDULE OF FUTURE EVENTS:
5.1 DIAMOND BAR CITY COUNCIL CANDIDATES FORUM — October 5,2005-
6:00 — 8:00 p.m., Auditorium, AQMD/Government Center, 21825 Copley Dr.
5.2 PLANNING COMMISSION MEETING — October 11, 2005 — 7:00 p.m.,
Auditorium, AQMD/Government Center, 21865 Copley Dr.
5.3 TRAFFIC AND TRANSPORTATION COMMISSION MEETING —October 13,
2005 — 7:00 p.m., Hearing Board Room, AQMD/Government Center, 21865
Copley Dr.
5.4 CITY COUNCIL MEETING — October 18, 2005 — 6:30 p.m., Auditorium,
AQMD/Government Center, 21865 Copley Dr.
6. CONSENT CALENDAR:
6.1 City Council Minutes:
6.1.1 Study Session of September 20, 2005 -Approve as submitted.
OCTOBER 4, 2005 PAGE 3
6.1.2 Regular Meeting of September 20, 2005 — Approve as submitted.
6.2 Parks and Recreation Commission Minutes — Regular Meeting of August
25, 2005 - Receive and file.
6.3 Ratification of Check Register— Dated October 4, 2005 in the amount of
$788,473.75.
6.4 Treasurer's Statement - month of August, 2005
Recommended Action: Review and approve.
Requested by: Finance Division
6.5 (a) Award of Construction Contract for Community Development
Block Grant Sidewalk Project in the amount of $191,000 with a
contingency amount of $28,650.
Recommended Action: Approve
(b) Amend professional engineering services contract for the CDBG
sidewalk installation project with Dewan, Lundin & Associates (DL&A)
for a one year extension.
Recommended Action: Approve
Requested by: Public Works Division
6.6 Amend Contract with SunGard Pentamation to purchase False Alarm
Tracking software ($16,000) for a total contract amount of $41,000.
Recommended Action: Approve
Requested by: IS Division
6.7 Authorize City Manager to execute a consulting services agreement
with Municipal Engineering Resources (M.E.R.) in a not -to -exceed
amount of $40,000 for "as -needed" engineering services.
Recommended Action: Approve
Requested by: Public Works Division
6.8 Adopt Resolution No. 2005 -XX: Approving City Council "Standards of
Operation and Code of Ethics" to clarify the process whereby Council
Members place items on the Council agenda.
OCTOBER 4, 2005 PAGE 4
Recommended Action: Approve
Requested by: City Manager
6.9 Approve an amendment to the 2005-2006 fiscal year Community
Development Block Grant (CDBG) Program to include $15,000 of carry-
over funds to install American Disabilities Act (ADA) compliant City Hall
entry doors and adopt Resolution No. 2005 -XX.
7. PUBLIC HEARINGS: None
8. COUNCIL CONSIDERATION:
8.1 Adopt the Manual/Guidelines for the Neighborhood Traffic
Management Program (NTMP) and approve five recommended NTMP
Projects each with an approximate and budgeted value of $25,000.
Recommended Action: Approve
Requested by: Public Works Division
9. COUNCIL SUB -COMMITTEE REPORTS/COUNCIL MEMBER
COMMENTS:
10. ADJOURNMENT:
MANUAL FOR THE IMPLEMENTATION OF
NEIGHBORHOOD TRAFFIC MANAGEMENT PROGRAMS
IN THE CITY OF DIAMOND BAR
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Table of Contents
1. What is The Neighborhood traffic Management Program (NTMP)?..........................................................
2
1.1 Goal of the NTMP...................................................................................................................................
2
1.2 Objectives of the NTMP..........................................................................................................................
3
1.3 INTRODUCTION....................................................................................................................................
4
1.4 The Neighborhood Traffic Management Planning Process.....................................................................
5
1.4.1 Getting Started.................................................................................................................................
6
1.4.2 Evaluation........................................................................................................................................
6
1.4.3 Approval...........................................................................................................................................
6
1.4.4 Implementation.................................................................................................................................
8
2. The Toolbox............................................................................................................................................10
2.1 Toolbox Quick Reference Guide...........................................................................................................
10
2.2 The Tools in Detail................................................................................................................................
16
Appendix A - Developing and Conducting an Effective Community Outreach Program ...............................
40
Appendix B — Neighborhood Traffic Management Action Request Form .....................................................
42
Appendix C NTMP Qualifying Criteria.........................................................................................................43
SMARTS: Solutions for Managing And Reducing Traffic on our Streets 1
1. WHAT Is THE NEIGHBORHOOD TRAFFIC MANAGEMENT PROGRAM (NTMP)?
The NTMP is a relatively new approach to managing traffic in Diamond Bar's residential neighborhoods.
This proactive and preventive program is intended to preserve the quality of life in Diamond Bar
neighborhoods. The program's goal is to improve the livability of neighborhoods by empowering residents.
Through the program, residents are provided with the educational and engineering tools necessary to
implement strategic measures to modify driver behavior to help make local streets safer.
As this manual shows, together with engineering staff, residents will develop an action plan to help manage
traffic in their neighborhoods. The NTMP seeks creative, comprehensive and lasting solutions to traffic
concerns by considering the neighborhood as a whole and involving residents in the decision making
process. Depending on the issues and level of community involvement, it can take from six months to two
years to develop and carry out an action plan. Afterward, residents are provided with recommendations for
continued community-based efforts to ensure success.
1.1 GOAL of THE NTMP
It is the goal of the City of Diamond Bar Neighborhood Traffic Management Program to improve the quality
of life on residential streets within each neighborhood across the City.
The Guiding Principals of Diamond Bar's NTMP Include:
Education — Guided by Public Works staff, you and your neighbors will receive the information and
tools necessary to make informed decisions regarding traffic concerns in your area.
Engineering — Through this partnership, traffic management strategies will be implemented based
on engineering principles ai
Enforcement —
Community -identified
strategies will be
supported by targeted
police enforcement.
Enhancement–All of
the aforementioned
principals will be given
equal thought and
consideration with the
intent of making the
streets in every
neighborhood in
Diamond Bar more
livable.
1.2 OBJECTIVES OF THE NTMP
The Objective of Diamond Bar's NTMP is:
1. To have a defined program for addressing neighborhood traffic management
issues.
2. To improve driver behavior through education, enforcement, enhancement and
engineering.
3. To work directly with the residents in the drafting of solutions to their neighborhood
traffic management needs.
4. To reduce traffic speeds and traffic volumes on residential streets.
5. To enhance the quality of life for each person and the environment they live in.
This manual can be used by a wide audience. Although intended primarily for transportation
professionals, it is also intended that the manual be accessible to and used by elected officials
and members of the community with an interest in, and an involvement with, traffic calming.
1.3 INTRODUCTION
As the Southern California region continues to grow, residents have come to realize the streets they
live along are under attack by traffic. Why is this? In some cases the problem is caused by regional
traffic on the City's arterial roadways or nearby freeways. As traffic on these facilities increases,
motorists look for ways to save time. To do this they may look for alternate routes through residential
neighborhoods creating a cut -though traffic problem which can result in high travel speeds, excess
travel volume and a decrease in safety on local residential streets. The natural strategy would be to fix
the problem on these regional facilities. However, it may not always be practical or possible to do this.
Some roadways cannot be improved because of the limitation of available right-of-way. Or perhaps the
funds required to upgrade or enhance a specific facility are not available in the short-term if at all. In
these cases the City must consider finding solutions elsewhere, the residential streets themselves.
A recent trend in the Southern California area by a number of municipalities has been to turn to
developing and implementing neighborhood traffic management programs. These programs are
designed by their nature to enhance the quality of life for residents in their respective neighborhoods.
This might include reducing the speeds of motorists on a particular street, or reducing the volume of
traffic on another, or finding ways for those residents living near schools to cope with the rush of
morning and afternoon pickup and drop off traffic. The perception of "the problem" will vary from person
to person, street to street and neighborhood to neighborhood.
There is of course, no simple answer to the problem. The solution which requires altering motorist and
residents driving and travel behavior may involve a single street or the entire neighborhood. It requires
careful planning, a willingness to change habits and the way we live and consensus building. Some
traffic management measures are costly to implement not only in their construction costs, but in the
manner in which they can change people's lives. They may be considered an unattractive addition to
the neighborhood, or change peoples mobility patterns and travel times. It becomes a tradeoff between
efficiency and effectiveness. The objective therefore, is to determine the best combination of measures
that result in a net improvement, both real and perceived, in the quality of life at the most reasonable
cost.
This handbook has been designed to assist Diamond Bar's transportation professionals, elected
officials and the community at large to effectively address and implement neighborhood traffic
management problems. The handbook includes a step by step process to follow, a process checklist,
an overview of the types of neighborhood traffic management tools to consider for different types of
problems, and a summary of the tools themselves.
1.4 THE NEIGHBORHOOD TRAFFIC MANAGEMENT PLANNING PROCESS
The Diamond Bar Neighborhood Traffic Management Planning Process is illustrated in Figure 1.
The Figure shows the four basic stages spread out over a six to twelve month period.
1. Assess Need
Public Awareness
Document Problems
Speed
Volume
Pedestrian Safety
Stakeholders Group
Figure 1
Traffic Calming Program
Overview Of Process
2. Planning & Engineering
Tools to be Used
Petition Process
Eligible Roadways
Priority Setting
3. Approval Process
Prepare Final Plans
Responsible Agency
Approval
Construction Schedule
SUCCESSFUL PROGRAM
4. Implement the Plan
Funding
Construction (Temporary
or Permanent)
Evaluation
Conclusion
1.4.1 Getting Started
The first step in the process entails assessing the need. In this step staff will work with the residents within
each district and unique neighborhood to develop public awareness of the problem, document the issues
and meet with the stakeholders. This will include the following:
• The City receives a request to mitigate a traffic concern.
• A brochure will be sent out to the affected residents which outline the NTMP process. Figure 2
illustrates the NTMP district boundaries.
• A meeting for the residents along the affected street will be held to discuss their concerns and
gather first-hand information.
• Staff will develop a proposed action plan after data on the affected street(s) is collected and field
observations have been performed.
• Data will be collected to assist in the analysis of the problem. Depending on the problem, this may
include traffic volumes, vehicular speeds, or simple visual observation by staff.
• The residents will then be invited to a second meeting to discuss the proposed action plan.
1.4.2 Evaluation
The second step is the evaluation phase where staff will perform a variety of planning and engineering
analyses to solve the problem at hand. This step will include the following:
• At the second meeting, the results of the data collection and field observation process will be
presented.
• Staff will also present a preliminary list of tools and strategies for residents to consider. The tools
will be carefully selected to address their specific problems.
• The most cost effective tools will be identified.
• If necessary, other affected agencies will be contacted for review and approval of the plan. This
might include the fire department or the sheriff.
• A conceptual plan will be prepared for residents to consider. The conceptual plan will identify the
tools being considered and potential areas for implementation.
• Residents attending the meeting will be informed of the requirement of a 67% majority consensus of
the residents living along the affected street.
• A survey packet will then be mailed to the residents of the affected street in order to obtain a 67%
majority consensus.
1.4.3 Approval
The third step is the approval process. In this step
If a mailing from the City to the affected residents does not accumulate a majority consensus, then
the original resident(s) requesting the improvements will be required to obtain the consensus
through a petition process *.
The proposed action plan will be submitted to the Traffic and Transportation Commission for review
and forwarded to City Council for approval.
• Improvements will only be installed with a majority consensus from the residents.
Figure 2 District Boundaries
When consensus has been reached, staff will proceed with the preparation of engineering plans.
These plans will identify the location of each tool that is being implanted.
Residents will be notified of the anticipated construction and implementation schedule.
* If the original resident(s) requesting the improvements is unable to obtain a 67% majority consensus
through the petition process, the resident(s) may appeal his request to the Traffic and Transportation
Commission and ultimately the City Council.
1.4.4 Implementation
The final phase of an effective process is the actual implementation of a program. Throughout the
process, neighborhoods should be aware of funding challenges and disruptions from construction. To
the extent possible, construction mitigation measures should be a component of the implementation
plan — as well as community outreach during construction. This step also includes a post
implementation evaluation of the program.
Steps will include:
• After being in place for about 6 months, Public Works staff will conduct "after" study to
evaluate effectiveness of Phase 1 actions. Results will be distributed to neighborhood
action committee to determine whether follow-up action is desired (temporary installations
made permanent or additional measures implemented).
• If requested, staff will schedule and notify neighborhood of meeting to discuss possible
further actions. Based on actions requested at the meeting, appropriate petition forms will
be submitted by neighborhood. Public Works staff will coordinate interagency review
including the Los Angeles County Sheriff and Los Angles County Fire Department.
• Approved actions will be scheduled for installation pending necessary funding
• Public Works staff will conduct "after" study to assess effectiveness of the NTMP. This may
include collecting traffic volume or speed data or making visual observations of the
improvements.
• If, after 6 months, residents elect to have permanently installed devices removed, Public
Works will consider removal of any or all devices upon receipt of petition representing 67%
of the NTMP neighborhood.
Table 1 includes the NTMP process checklist that includes key elements, critical dates and space for
comments and notes. The checklist will help keep track of each step of the process, ensuring that each
major task is completed as required and scheduled.
Table 1 — Diamond Bar NTMP Process Checklist
NTMP Process Checklist
Process Element
Critical Dates
Staff Comments
Citizen Complaint or Concern Identified
;;
s
Petition Distributed to Neighborhood
Petition Received from Residents
0
W
Petition Verified
Neighborhood Meeting #1
Field Review
o
Data Collection
Preliminary Analysis
cc
Design
w
Neighborhood Meeting #2
Prepare Final Plan
City Council Review
Other City internal Review
CL
OR
Other Agency Review
z
Conduct Temporary Construction
2
Post Construction Evaluation
W
CL
Follow-up
2. THE TOOLBOX
2.1 TOOLBOX QUICK REFERENCE GUIDE
This section of the Diamond Bar NTMP Handbook provides information to assist staff and elected officials
with screening and selecting appropriate traffic management measures to address specific problems and
conditions.
Table 2 summarizes all practical toolbox measures available to the City of Diamond Bar. Each measure is
ranked based on its effectiveness in speed reduction, volume reduction, and pedestrian safety and vehicle
collision reduction. Each tool ranking is numbered and colored by category. For example Red = High =1,
whereas Blue = Low = 5. Those tools colored with grayscale have not been evaluated or found to be
effective for that particular measure.
Staff should also be aware of the level of restrictiveness of each measure when developing the program.
Table 2 ranks all toolbox measures from a low level of restriction to a high level of restriction.
Table 2 — Assessment of Available Toolbox Measures
Effectivess of Traffic Calming Tools
Based on Published Sources.
SMARTS: Solutions for Managing And Reducing Traffic on our Streets 10
Speed
Volume
Pedestrian
Vehicle
Reduction
Reduction
Safety
Collision
Toolbox It@m
Level of
Effectiveness
Effectiveness
Effectiveness
Reduction
Restrictiveness
Ranking
Ranking
Ranking
Ranking
Stop Signs
Low
NIA
N/A
Enforcement Visible & Active Police Presence
Low
NIA
N/A
One -Way Streets and Signs
Low
NIA
Turn Reslriclion Signs
Low
N/A
NIA
Turn Prohibition Signs
Low
NIA
Radar Trailer
Low
3
N/A
NIA
S eed Alert withWarning
Low
3
N/A I
N/A
Nel hborhood Traffic Safety Campaign Education
Low
NIA
Raised Crosswalk 3" In x lane width
Some
3
3
NIA
Speed Cushions
Some
3
N/A
NIA
Speed Humps 2-5/8" x 12'
Some
3
N/A
S eedTables
Some
3
N/A
Raised Intersections
Some
N/A
NIA
Textured Pavement
Some
3
3
N/A
NIA
Center Island Narrowing
Some
NIA
Chicanes
Moderate
NIA
Chokers/Slow Points
Moderate
NIA
Oneway Ent /Exit Chokers Half Closures Semi Diverters
Moderate
N/A
Bulb -outs
Moderate
3
3
3
Median Barriers
Moderate
N/A
Curb Extensions (Entry, Exit, Mid -Block
Moderate
NIA
N/A
Full Closures Cul-de Sacs
High
N/A
Full/Dla onal Diverters
High
NIA
Forced Turn Islands, Barriers, Channelimtlon
Hi IN
NIA
Traffic Circles
High
3
Legend
Ranking Color Codes and Numbers
High Effectiveness
Moderate Effectiveness
Average Effectiveness
3
Minimal Effectiveness
Low to Zero Effectiveness
No Data Available
NIA
SMARTS: Solutions for Managing And Reducing Traffic on our Streets 10
In order to simplify the NTMP development process, the measures identified in Table 2 have been
individually summarized in their own respective tables. Staff should use the four summary tables to
determine which tools to apply. The summary tables appear as follows:
Table 3 — Tools to Address Speeding
Table 4 — Tools to Address Traffic Volume
Table 5 — Tools to Address Pedestrian Safety
Table 6 — Tools to Address Reducing Vehicle Collisions
Table 3 — Tools to Address Speeding
Tools to Address TRAFFIC SPEED
Based on Published Sources.
Legend
Ranking Color Codes and Numbers
High Effectiveness
Moderate Effectiveness
Average Effectiveness 3
Minimal Effectiveness
Low to Zero Effectiveness
No Data Available NIA
Speed Reduction
Effectiveness
Toolbox Item
Level of Restrictiveness
Rankin
Enforcement (Visible &'Active Police Presence)
Low
'
Radar Trailer
Low
3
Low
3
Speed Alert with Warning
Low
Neighborhood Traffic Safety Campaign (Education)
Raised Crosswalk (3" h x lane width)
Some
Speed Cushions
Some
Speed Humps (2-5/8" x 12')
Some
22' Tables
Some
Raised Intersections
Some
Some
3
Textured Pavement
Some
Center Island Narrowing
Chicanes
Moderate
Chokers/Slow Points
Moderate
One -Way Entry/Exit Chokers, Half Closures, Semi
Diverters
Moderate
Traffic Circles
Moderate
Bulb -outs
Moderate
3
High
1
Full Closures, Cul-de Sacs
High
2
Full/Diagonal Diverters
High
2
Forced Turn Islands, Barriers, Channelization
Legend
Ranking Color Codes and Numbers
High Effectiveness
Moderate Effectiveness
Average Effectiveness 3
Minimal Effectiveness
Low to Zero Effectiveness
No Data Available NIA
Table 4
Tools to Address TRAFFIC VOLUMES
Based on Published Sources.
Volume Reduction
Toolbox Item
Level of Restrictiveness
Effectiveness Ranking
One -Way Streets and Signs
Low
Turn Restriction Signs
Low
Turn Prohibition Signs
Low
Some
3
Raised Crosswalk (3" h x lane width)
Some
3
Speed Cushions
Some
3
Speed Humps (2-5/8" x 12')
Some
3
22' Tables
Some
Raised Intersections
Textured Pavement
Some
3
Some
Center Island Narrowing
Chicanes
Moderate
Chokers/Slow Points
Moderate
One -Way Entry/Exit Chokers, Half Closures, Semi Diverters
Moderate
Moderate
3
Bulb -outs
Median Barriers
Moderate
Curb Extensions (Entry, Exit, Mid -Block)
Moderate
Full Closures, Cul-de Sacs
High
Full/Diagonal Diverters
High
Forced Turn Islands, Barriers, Channelization
Traffic Circles
High
High
3
Legend
Ranking Color Codes and Numbers
High Effectiveness
Moderate Effectiveness 2
Average Effectiveness 3
Minimal Effectiveness
Low to Zero Effectiveness
No Data Available N/A
Table 5
Tools to Address PEDESTRIAN SAFETY
Based on Published Sources.
Toolbox Item
Level of Restrictiveness
Pedestrian Safety
Effectiveness Rankin
Enforcement (Visible & Active Police Presence)
Radar Trailer
Speed Alert with Warning
Neighborhood Traffic Safety Campaign (Education)
Raised Crosswalk (3" h x lane width)
Speed Cushions
Speed Humps (2-5/8" x 12')
22' Tables
Raised Intersections
Textured Pavement
Center Island Narrowing
Stop Signs
Turn Restriction Signs
Chicanes
Chokers/Slow Points
One -Way Entry/Exit Chokers, Half Closures, Semi Diverters
Bulb -outs
Median Barriers
Curb Extensions (Entry, Exit, Mid -Block)
Turn Prohibition Signs
Full Closures, Cul-de Sacs
Full/Diagonal Diverters
Forced Turn Islands, Barriers, Channelization
Traffic Circles
Low
N/A
Low
N/A
Low
N/A
Lowi
Some
3
Some
N/A
Some
N/A
Some
N/A
Some
N/A
Some
N/A
Some
N/A
Moderate
N/A
Moderate
N/A
Moderate
N/A
Moderate
Moderate
N/A
Moderate
3
Moderate
N/A
Moderate
N/A
High
N/A
High
N/A
High
N/A
High
NIA
High
Legend
Ranking Color Codes and Numbers
High Effectiveness
Moderate Effectiveness 2'
Average Effectiveness 3
Minimal Effectiveness
Low to Zero Effectiveness
No Data Available NIA
SMARTS: Solutions for Managing And Reducing Traffic on our Streets 14
Table 6
Tools to Address REDUCING VEHICLE COLLISIONS
Based on Published Sources,
Toolbox Item
ement (Visible & Active Police Presence)
ray Streets and Signs
Trailer
Alert with Warning
orhood Traffic Safety Campaign (Education)
Crosswalk (Y h x lane width)
Cushions
eed Humps (2-5/8" x 12')
Tables
ised Intersections
nter Island Narrowing
)p Signs
rn Restriction Signs
Chicanes
Chokers/Slow Points
One -Way Entry/Exit Chokers, Half Closures, Semi Diverters
Bulb -outs
Median Barriers
Curb Extensions (Entry, Exit, Mid -Block)
Turn Prohibition Signs
Full Closures, Cul-de Sacs
Full/Diagonal Diverters
Forced Turn Islands, Barriers, Channelization
Traffic Circles
Level of Restrictiveness
Low
Some
Some
Some
Some
Legend
Ranking Color Codes and Numbers
High Effectiveness
Moderate Effectiveness
2.
Average Effectiveness
3
Minimal Effectiveness
_
Low to Zero Effectiveness
No Data Available
N/A
N/A
N/A
2.2 THE TOOLS IN DETAIL
The following pages describe some of the most common tools available for traffic calming applications.
Example photos of temporary (where applicable) and permanent versions of the tool are shown, along with
diagrams and general pros and cons of the tool in question. The descriptions are not intended to be
definitive since different agencies throughout the country use various standards for the same tool.
However, they can be used as a guideline as to which measures might be applicable in a given situation.
SMARTS: Solutions for Managing And Reducing Traffic on our Streets 16
Bulbouts This tool affects:
These are one ofthe .�
most widely used
traffic calming O
devices
Cost: $2,000+
GRestrictiveness = Low
Effectiveness = Moderate
Description
These tools are sometimes called neck -downs, knuckles, intersection narrowing, corner bulges or safe crosses.
They are extensions to the. curb in the vicinity of intersections which result in a reduction in the width of the
roadway at that point. This results in reduced traffic speeds and a greater "awareness" of the intersection and
pedestrians. The narrower curb to curb distance is considered beneficial to pedestrians. Turning traffic speeds
are often reduced by the extensions, which increases safety for pedestrians. The bulbouts themselves can be
landscaped to enhance the overall appearance of a neighborhood street. Temporary versions can be installed
initially to gauge their effectiveness. These are usually defined by portable concrete delineators.
Pros
1. Creates more pedestrian safe
intersection
2. Pedestrian crossing distances are
reduced
3. Vehicle turning speeds are reduced.
4. Common calming tool.
Cons
1. Can be expensive if they are
landscaped.
2. May affect large vehicle turning.
3. Maintenance is needed if landscaped.
4. May interfere with drainage.
General Comments
Will this tool reduce traffic volumes? Possible Any emergency vehicle impact? Tight radii
Will this tool reduce speeds? Possible Will they divert traffic elsewhere? Possible
Will there be a safety improvement? Yes Affects on trucks? Tight radii
What Streets can we use them on? Local/Collector
Can we use them on a Bus Route? Yes
Can we use with Curbs and Gutters Yes
Is it a Spot or Area -wide tool Spot
Do they need enforcement? No
Can they be landscaped? Yes
Are they popular? Yes
Are they expensive? Moderate
Can be used Center Island Narrowing This tool affects:
with or without
crosswalk
Cost: Varies - 8-15K
Restrictiveness =Low
Effectiveness = High
Description
Median islands are used to narrow roadways. This results in reduced traffic speeds at the narrowed
segments and can discourage cut -through traffic. The medians can be landscaped and can also be
integrated with crosswalks for additional pedestrian protection. Care should be taken to avoid impeding
residential driveways. They can also be used to restrict turns in and out of side streets. They can be
tested initially with temporary versions to gauge neighborhood response. On narrower streets parking
may need to be restricted adjacent to the medians. Cyclists can be placed nearer to faster moving car
traffic. They can effectively be used on curved roadways to reduce speeds. Shorter islands are more
effective at reducing speeds.
Pros
1. Usually reduce traffic speeds.
2. Can be landscaped.
3. May improve pedestrian safety.
4. Can be combined with crosswalks.
5. Can be used to restrict turns.
6. Can be an excellent "Gateway" feature
Cons
1. May adversely affect cyclists.
2. Expensive to introduce.
3. Can be expensive to maintain if
landscaped.
4. May result in reduced parking.
General Comments
Will this tool reduce traffic volumes?
Possible
Any emergency vehicle impact?
No
Will this tool reduce speeds?
Yes
Will they divert traffic elsewhere?
Possible
Will there be a safety improvement?
Possible
Affects on trucks?
No
Do they need enforcement?
No
What Streets can we use them on?
Local/Collector
Can they be landscaped?
Yes
Can we use them on a Bus Route?
Yes
Are they popular?
Yes
Can we use with Curbs and Gutters
Yes
Are they expensive?
Moderate
Is it a Spot or Area -wide tool Spot
Chicanes
The curving travel
path results in
slower vehicle
speeds
to
This tool affects:
Cost: $6-14K (ITE 98)
Restrictiveness = Moderate
Effectiveness = High
Description
Chicanes are also called deviations, serpentines, reversing curves, twists, and staggerings. They are curb
extensions or islands that alternate from one side of the street to the other, forming S-shaped curves. They
are used in mid -block locations on residential streets where speeding or cut-thru traffic is an issue. Ideally the
traffic volumes in each direction will be of a similar level. They may include three or more alternating curb
extensions. "European manuals recommend shifts in alignment of at least one lane width, deflection angles
of at least 45 degrees, and center islands to prevent drivers from taking a straight "racing line" through the
feature." (Source www.ite.org)
Pros
1. Reduces traffic speeds and volumes.
2. No enforcement needed.
3. They can be landscaped.
4. They can help define entries to
neighborhoods.
Cons
1. Need to be designed to avoid centerline
encroachment.
2. Parking may be affected.
3. Cyclists may be affected.
4. Emergency response time may be
slowed.
5. Potential head-on collisions.
General Comments
Will this tool reduce traffic volumes?
Yes
Any emergency vehicle impact?
Minimal
Will this tool reduce speeds?
Yes
Will they divert traffic elsewhere?
Possible
Will there be a safety improvement?
Yes
Affects on trucks?
Unknown
Do they need enforcement?
No
What Streets can we use them on?
Local/Collector
Can they be landscaped?
Yes
Can we use them on a Bus Route?
Possible
Can we use with Curbs and Gutters
Yes
Are they popular?
Unknown
Are they expensive?
Moderate
Is it a Spot or Area -wide tool
Both
Localized road
narrowing can deter
high speed and cut -
through traffic.
ME
Temporary
IL
Description
This tool affects:
Cost: $7-10K (ITE 97)
Restrictiveness = Moderate
I Effectiveness = High
These are also called Slow Points. These are similar to bulges except two are placed opposite each other in a
mid -block location. The result is a localized narrowing of the street. A pedestrian crossing can also be added
across the narrowed area if desired. Such pedestrian crossings are sometimes referred to as Safe Crosses.
The narrower travel way results in slower speeds and some deterrence of cut -through traffic. On -street
parking spaces will be lost where the chokers are installed.
Pros
1. Reduces traffic speeds and volumes.
2. No enforcement needed.
3. They can be landscaped.
4. They can help define entries to
neighborhoods.
5. Not too expensive.
Cons
1. Need to be designed to avoid centerline
encroachment.
2. On -Street parking may be affected.
3. Cyclists may be affected.
4. Landscaping must be maintained.
5. May impact drainage patterns.
General Comments
Will this tool reduce traffic volumes?
Yes
Any emergency vehicle impact?
Minimal
Will this tool reduce speeds?
Yes
Will they divert traffic elsewhere?
Possible
Will there be a safety improvement?
Yes
Affects on trucks?
Unknown
Do they need enforcement?
No
What Streets can we use them on?
Local/Collector
Can they be landscaped?
Yes
Can we use them on a Bus Route?
Possible
Can we use with Curbs and Gutters
Yes
Are they popular?
Unknown
Are they expensive?
Low Cost
Is it a Spot or Area -wide tool Spot
Enforcement is
always a temporary
measure — it is
effective when police
are present
Temporary
Enforcement
WATCH YOUR
SPEED
Description
This tool affects:
I Cost: Variable I
I Restrictiveness = Low I
Effectiveness = High
N/A
Permanent
Enforcement involves having police on specific streets or intersections clearly monitoring speeds or traffic
activity. They may also be using radar guns and may be actively ticketing speeding drivers. The idea of this
activity is to deter and prevent unacceptable driver activity. This is a medium to high cost tool due to allocation
of police resources to the activity. Once the police have left the location in question, driver behavior often
reverts back to the unacceptable activity quite quickly. The effectiveness is relatively temporary but can be
used to draw attention to a problem prior to or after public meetings about proposed neighborhood traffic
management programs.
Pros
1. Effective for short-term enforcement of
traffic laws.
2. Can draw attention to problems.
3. Can be used when new tools are
installed.
Cons
1. Short-term effectiveness only — when
police are present.
2. Quite expensive to undertake over larger
areas or multiple days.
General Comments
Will this tool reduce traffic volumes?
Unknown
Any emergency vehicle impact?
No
Will this tool reduce speeds?
Yes
Will they divert traffic elsewhere?
Unlikely
Will there be a safety improvement?
Possible
Affects on trucks?
None
Do they need enforcement?
Yes
What Streets can we use them on?
Local/Collector
Can they be landscaped?
N/A
Can we use them on a Bus Route?
Yes
Are they popular?
Yes
Can we use with Curbs and Gutters
Yes
Are they expensive?
Moderate
Is it a Spot or Area -wide tool Spot
Some movements
may be prevented -
others are
encouraged.
N/A
Temporary
Forced Turn Islands
Movements are
prevented
Description
LO
This tool affects:
Pedestrian Safety
j Cost: $6k -$25k
-� Restrictiveness = High
Effectiveness = High
Permanent
These are traffic islands or extensions to the curbs which are designed to force traffic to make certain
movements or turns at an intersection. They are sometimes referred to as Channelization Islands, Pork
Chops or Right -Turn Islands. They can have similar effects as Half Closures or Semi-Diverters.
Because they force traffic into specific movements, it is necessary to consider the effect the traffic may then
have on nearby streets and arterials. Traffic problems can be moved from one location to another.
Pedestrians gain an island refuge. Residential access may also be adversely affected because some turns
onto certain streets may be prevented. Therefore coordination with neighborhood residents is essential before
these tools are considered.
Pros
1. Reduces traffic volumes.
2. Can prevent cut -through traffic.
3. No enforcement needed.
4. They can be landscaped.
5. Not too expensive.
Cons
1. Access routes to properties can be
affected.
2. May increase emergency response
times.
3. Affect on transit must be considered.
4. Bike traffic should be considered
Is it a Spot or Area -wide tool Spot
General Comments
Will this tool reduce traffic volumes?
Yes
Any emergency vehicle impact?
Yes
Will this tool reduce speeds?
Sometimes
Will they divert traffic elsewhere?
Yes
Will there be a safety improvement?
Possible
Affects on trucks?
Diversion
Do they need enforcement?
No
What Streets can we use them on?
Local/Collector
Can they be landscaped?
Yes
Can we use them on a Bus Route?
Check Service
Can we use with Curbs and Gutters
Yes
Are they popular?
Yes
Are they expensive?
Low Cost
Is it a Spot or Area -wide tool Spot
Closure of street will
eliminate cut -
through traffic but
may shift problems
elsewhere.
N/A
Temporary
Full Closures — Cul -de -Sacs
Q
f1wo
Description
This tool affects:
Cost: Up to $30K
Restrictiveness = High
Effectiveness =High
Full closures or Cul -de -Sacs close one end of a street — usually at an intersection. This is a very restrictive
measure because travel patterns are permanently changed. They are effective at eliminating cut -through
traffic on the street in question but care must be taken in evaluating where the traffic will divert to. The
problems may be transferred to adjacent streets. Thus this measure should not be used in isolation. In
addition, the neighborhood residents must be included in the decision making process for a full -closure
because some residents will find access routes to their properties has changed significantly. Emergency
response times can be adversely affected. Landscaping is possible.
Pros
1. Considerably reduces traffic volumes.
2. Eliminates cut -through traffic.
3. No enforcement needed.
4. Not too expensive to introduce.
5. Improves safety for pedestrians.
6. They can be landscaped.
Cons
1. Access routes to properties will be
affected.
2. May increase emergency response
times.
3. Affect on transit must be considered.
4. Problems can be diverted elsewhere.
Is it a Spot or Area -wide tool Spot
General Comments
Will this tool reduce traffic volumes?
Yes
Any emergency vehicle impact?
Yes
Will this tool reduce speeds?
Yes
Will they divert traffic elsewhere?
Yes
Will there be a safety improvement?
Possible
Affects on trucks?
Diversion
Do they need enforcement?
No
What Streets can we use them on?
Local/Collector
Can they be landscaped?
Yes
Can we use them on a Bus Route?
Check Service
Can we use with Curbs and Gutters
Yes
Are they popular?
Yes
Are they expensive?
Low Cost
Is it a Spot or Area -wide tool Spot
Very effective tool
for modifying driver
routes but has
impacts on residents
also. Gaps can be
left for pedestrians
and bikes
Full / Diagonal Diverters
Can be implemented with
temporary bollards or barriers
Temporary
Description
This tool affects:
Cost: Up to $35K
Restrictiveness =High
Effectiveness = High
Permanent
(source:httP.//www.trafficcalmiiiQ org )
Full or Diagonal diverters create a barrier between one corner of an intersection to the diagonally opposite
corner. They effectively prohibit some turns and all through movements at an intersection. They are used to
forcibly modify traffic movements on selected streets. Gaps in the barrier can be introduced to allow
pedestrians or bikes to cross.
These tools, though highly effective, should be used with care because neighborhood residents will also be
significantly affected by the barrier. Access routes to properties may become difficult. Emergency vehicle
access is also significantly affected.
Pros
1. Eliminates certain traffic movements.
2. Eliminates cut -through traffic.
3. No enforcement needed.
4. Improves safety for pedestrians.
5. They can be landscaped.
Cons
1. Access routes to properties will be
affected for some residents.
2. Emergency response times will be
affected.
3. Affect on transit must be considered.
4. Problems can be diverted elsewhere.
Is it a Spot or Area -wide tool Spot
General Comments
Will this tool reduce traffic volumes?
Yes
Any emergency vehicle impact?
Yes
Will this tool reduce speeds?
Yes
Will they divert traffic elsewhere?
Yes
Will there be a safety improvement?
Yes
Affects on trucks?
Yes
Do they need enforcement?
No
What Streets can we use them on?
Local/Collector Can they be landscaped?
Yes
Can we use them on a Bus Route?
No
Can we use with Curbs and Gutters
Yes
Are they popular?
No
Are they expensive?
Moderate
Is it a Spot or Area -wide tool Spot
Half closures and
semi diverters
physically prevent
certain movements
for all road users.
N/A
Temporary
Fiala Closures — Perna Diverters This tool affects:
Description
----- - -- Cost: Up to $35K
Restrictiveness =High
Effectiveness =High
Permanent
Half Closures or semi-diverters are raised extensions from the curb or islands — which usually extend from a
corner of an intersection to block one lane of the street. In this way they effectively present drivers with a
physical barrier to certain movements or turns usually at an intersection. Half Closures will stop all traffic
moves to adjacent streets where a new problem can be created. Half Closures are nevertheless very effective
in reducing traffic volumes at specific locations and for specific movements.
It should be noted that Half Closures will affect all drivers, including local residents. Neighborhoods should be
canvassed to determine if they are willing to accept this inconvenience.
Pros
1. Will reduce certain traffic volumes.
2. Can help eliminate cut -through traffic.
3. No enforcement needed.
4. May improve safety for pedestrians.
5. They can be landscaped.
Cons
1. Access routes to certain properties may
be affected.
2. May increase emergency response
times.
3. Affect on transit must be considered.
4. Problems can be diverted elsewhere.
Is it a Spot or Area -wide tool Spot
General Comments
Will this tool reduce traffic volumes?
Yes
Any emergency vehicle impact?
Yes
Will this tool reduce speeds?
Yes
Will they divert traffic elsewhere?
Yes
Will there be a safety improvement?
Possible
Affects on trucks?
Diversion
Do they need enforcement?
No
What Streets can we use them on?
Local/Collector
Can they be landscaped?
Yes
Can we use them on a Bus Route?
Check Service
Can we use with Curbs and Gutters
Yes
Are they popular?
Yes
Are they expensive?
Yes
Is it a Spot or Area -wide tool Spot
Best if used with a
comprehensive
calming program
Neighborhood Traffic Safety Campaign
N/A
Temporary
Description
This tool affects:
Cost: Variable
Restrictiveness = Low
Effectiveness =Low
Permanent
Traffic safety campaigns for a particular neighborhood usually consist of leaflets, fliers or letters sent out to
residents and schools. These may show information on current travel speeds within the area with a request
that neighbors adhere to posted speed limits and other traffic laws. These programs are most effective if
combined with an overall neighborhood calming program since they help bring attention to the measures
involved and encourage input in the selection of tools to address problems.
Pros
1. Helps to make residents aware of
problems.
2. Signs may enhance the residential
nature of an area if used with other
measures.
3. May make residents aware of a potential
safety problem.
Cons
1. The effectiveness of these campaigns is
not verified.
2. There may be more effective alternative
strategies such as neighborhood
outreach meetings.
General Comments
Will this tool reduce traffic volumes?
n3\FIC
SAFETY
Any emergency vehicle impact?
nopa
Op—din.(
emblem=
SE6LIRIDA o
oG'IW(DSITO
Will they divert traffic elsewhere?
�
Will there be a safety improvement?
Unknown
�4
frt
I
6�
\
/" "
""I It
N/A
Description
This tool affects:
Cost: Variable
Restrictiveness = Low
Effectiveness =Low
Permanent
Traffic safety campaigns for a particular neighborhood usually consist of leaflets, fliers or letters sent out to
residents and schools. These may show information on current travel speeds within the area with a request
that neighbors adhere to posted speed limits and other traffic laws. These programs are most effective if
combined with an overall neighborhood calming program since they help bring attention to the measures
involved and encourage input in the selection of tools to address problems.
Pros
1. Helps to make residents aware of
problems.
2. Signs may enhance the residential
nature of an area if used with other
measures.
3. May make residents aware of a potential
safety problem.
Cons
1. The effectiveness of these campaigns is
not verified.
2. There may be more effective alternative
strategies such as neighborhood
outreach meetings.
General Comments
Will this tool reduce traffic volumes?
Unknown
Any emergency vehicle impact?
N/A
Will this tool reduce speeds?
Unknown
Will they divert traffic elsewhere?
N/A
Will there be a safety improvement?
Unknown
Affects on trucks?
N/A
Do they need enforcement?
N/A
What Streets can we use them on?
N/A
Can they be landscaped?
N/A
Can we use them on a Bus Route?
NIA
Are they popular?
Yes
Can we use with Curbs and Gutters
N/A
Are they expensive?
Low Cost
Is it a Spot or Area -wide tool Area
Easy to implement Parking Lanes
and effective at
reducing apparent
road widths
N/A
Temporary
Description
This tool affects:
Cost: Variable
Restrictiveness =Low
Effectiveness = Moderate
Striped parking lanes can be added to the roadway to reduce the effective width of the traveled way. This
helps to reduce traffic speeds. It is necessary to have enough available roadway width, i.e. 8 feet minimum
for the parking lanes and adjacent 12 foot travel lanes for a total of 40 feet. They can be applied to only one
side of the street if there are no driveways on some segments.
Pros
1. Low cost measure.
2. Effective speed reduction tool.
3. Can be used on sloped roadways.
4. No loss of on -street parking.
5. Can be applied on hills.
Cons
1. Requires at least 40 feet of roadway.
2. Drivers may encroach lanes on bends.
Will this tool reduce traffic volumes?
Possible
Any emergency vehicle impact?
No
Will this tool reduce speeds?
Yes
Will they divert traffic elsewhere?
Possible
Will there be a safety improvement?
Possible
Affects on trucks?
Unknown
Do they need enforcement?
No
What Streets can we use them on?
Local/Collector
Can they be landscaped?
No
Can we use them on a Bus Route?
Yes
Are they popular?
Yes
Can we use with Curbs and Gutters
Yes
Are they expensive?
Low Cost
Is it a Spot or Area -wide tool Area and Spot
Speed
enforcement tool
Radar Trailer/Sign
SPEED
LIMIT
30
YOUR SPEED
®Q
• o
Description
This tool affects:
Cost: Unknown
Restrictiveness = Low
Effectiveness =Low
N/A
Permanent
Radar trailers are commonly used by police departments to encourage compliance with speed limits on
road segments where speeding occurs. They are highly effective while the trailers are in place — but
there is little evidence they result in a permanent reduction in travel speeds. They can be useful at the
beginning of a traffic calming program to draw attention to traffic speeds and subsequent tools which
might be placed in the roadway. They also help increase resident's awareness of areas where
speeding is a problem.
Pros
1. Locally effective speed reduction tool.
2. Easy to position where problems are
located.
3. Helps draw attention to problem areas.
Cons
1. Little long-term effect.
2. Not a permanent solution.
General Comments
Will this tool reduce traffic volumes?
No '
Any emergency vehicle impact?
No .
Will this tool reduce speeds?
Yes (Temporary)
Will they divert traffic elsewhere?
No
Will there be a safety improvement?
Unknown
Affects on trucks?
None
Do they need enforcement?
No
What Streets can we use them on?
Local/Collector
Can they be landscaped?
N/A
Can we use them on a Bus Route?
Yes
Are they popular?
Yes
Can we use with Curbs and Gutters
Yes
Are they expensive?
Low Cost
Is it a Spot or Area -wide tool Spot
Narrower speed Raised Crosswalks This tool affects:
table used as a
crosswalk
Cost: About $10K each
Restrictiveness =Low
Effectiveness =High
N/A
Temporary
Description
Raised crosswalks are essentially speed tables used for pedestrians as crosswalks. They have the
similar ramps on either side of the crosswalk area which are usually striped or marked to enhance
visibility. The crosswalk is effectively brought up to the same level as the sidewalk — with some tactile
device to allow visually impaired pedestrians to differentiate between the two. They reduce traffic
speeds and enhance the safety of pedestrians. They are spot measures which are similarly priced to
speed tables.
Pros
1. Makes crosswalks more visible.
2. May improve pedestrian safety.
3. Effectively reduced traffic speeds.
4. Can be textured or paved.
5. Useful where parking restricts other
tools.
Cons
1. Some impact on emergency response
vehicles but less than humps.
2. Problems can be diverted elsewhere.
3. Should not be used on hills or significant
grades.
4. Can increase traffic noise in their vicinity.
General Comments
Will this tool reduce traffic volumes?
Possible
Any emergency vehicle impact?
Some
Will this tool reduce speeds?
Yes
Will they divert traffic elsewhere?
Possible
Will there be a safety improvement?
Possible for peds.
Affects on trucks?
Possible
Do they need enforcement?
No
What Streets can we use them on?
Local/Collector
Can they be landscaped?
Paved
Can we use them on a Bus Route?
Check Service
Are they popular?
Yes
Can we use with Curbs and Gutters
Yes
Are they expensive?
Moderate
Is it a Spot or Area -wide tool Spot
Essentially a
speed table at
an intersection
N/A
Temporary
Raised Intersections
This tool affects:
Pedestrian Safety
Cost: About $25.60K
Restrictiveness =Low
Effectiveness =High
Description
Raised intersections usually elevate the intersection up to sidewalk heights making for a pedestrian
friendly environment. They can be paved attractively and usually include crosswalks. They are useful
measures where pedestrian volumes are high. In addition they make drivers more aware of pedestrian
activity. They can also be used as "Gateway" features at the periphery of a calmed neighborhood. A
small lip or other textured device is needed for the visually impaired to differentiate sidewalk from
intersection/crosswalk.
Pros
1. Make crosswalks more visible.
2. May improve pedestrian safety.
3. Effectively reduced traffic speeds.
4. Can be textured or paved.
5. Useful where parking restricts other
tools.
Cons
1. Some impact on emergency response
vehicles but less than humps.
2. Problems can be diverted elsewhere.
3. Should not be used on hills or significant
grades.
4. Can increase traffic noise in their vicinity.
General Comments
Will this tool reduce traffic volumes?
Possible
Any emergency vehicle impact?
Some
Will this tool reduce speeds?
Yes
Will they divert traffic elsewhere?
Possible
Will there be a safety improvement?
Possible for peds.
Affects on trucks?
Possible
Do they need enforcement?
No
What Streets can we use them on?
Local/Collector
Can they be landscaped?
Paved
Can we use them on a Bus Route?
Check Service
Are they popular?
Yes
Can we use with Curbs and Gutters
Yes
Are they expensive?
Moderate
Is it a Spot or Area -wide tool Spot
A useful tool for
encouraging
community
involvement in the
calming process
N/A
Temporary
Speed Mert with Warning
Description
This tool affects:
Cost: $5-10k
Restrictiveness =Low
Effectiveness =High
Permanent
This is a program usually run by the neighborhood association. They may vary in function but
usually they encourage residents to write down the information on drivers seen to be speeding in
the neighborhood and to make use of police or agency databases to decide on a course of action.
The system requires active community support to be effective. Data collected and reviewed by
agency staff will determine action — which may include locating a Radar Trailer or permanent speed
alert sign on the affected street. When in place, residents will record the license plate and speed of
speeding vehicles. Friendly letters are then sent to the owners advising them to reduce speeds or
risk citation.
Pros
1. Effective at reducing traffic volumes.
2. Discourages cut -through traffic.
3. Self -enforcing
4. Not too expensive to introduce.
5. Cyclists pass between cushions.
6. Minimal effect on emergency response.
Cons
1. Affect on transit should be considered.
2. Problems can be diverted elsewhere.
3. Should not be used on hills or significant
grades.
4. Ambulances may be affected.
General Comments
Will this tool reduce traffic volumes?
Unlikely
Any emergency vehicle impact?
No
Will this tool reduce speeds?
Yes (locally)
Will they divert traffic elsewhere?
Unlikely
Will there be a safety improvement?
Possible
Affects on trucks?
None
Do they need enforcement?
N/A
What Streets can we use them on?
Local/Collector
Can they be landscaped?
N/A
Can we use them on a Bus Route?
Yes
Are they popular?
Yes
Can we use with Curbs and Gutters
Yes
Are they expensive?
Low Cost
Is it a Spot or Area -wide tool Spot
Relatively low cost
measure which
effectively reduces
traffic speeds.
Temporary
Source: hllolt�.ci.auslin.kusrcadmrks
ICI. LJiJ
Description
This tool affects:
Cost: About $2.5K each
Restrictiveness =Low
Effectiveness =High
Speed cushions are variations on a standard speed hump. However, they do not span the entire width
of the roadway. The width of the raised portion ensures that cars have to pass over some part of the
cushion but may allow buses and emergency vehicles to pass over with much less impact. They are
bicycle friendly.
Speed cushion dimensions are about 7' wide, 10' long and 3" tall. Most passenger vehicle axle widths
are around 6', so they cannot straddle speed cushions as emergency vehicles do. Speed cushions are
designed to slow traffic by 10 mph and lower traffic volume by 5 - 7%.
Pros
1. Effective at reducing traffic volumes.
2. Discourages cut -through traffic.
3. Self -enforcing
4. Not too expensive to introduce.
5. Cyclists pass between cushions.
6, Minimal effect on emergency response.
Cons
1. Affect on transit should be considered.
2. Problems can be diverted elsewhere.
3. Should not be used on hills or significant
grades.
4. Ambulances may be affected.
General Comments
Will this tool reduce traffic volumes?
Yes - locally
Any emergency vehicle impact?
Minimal
Will this tool.reduce speeds?
Yes
Will they divert traffic elsewhere?
Possible
Will there be a safety improvement?
Possible
Affects on trucks?
None
Do they need enforcement?
No
What Streets can we use them on?
Local/Collector
Can they be landscaped?
No
Can we use them on a Bus Route?
Check Service
Are they popular?
Yes
Can we use with Curbs and Gutters
Yes
Are they expensive?
Low Cost
Is it a Spot or Area -wide tool Spot
Common
neighborhood tool.
May be unpopular
with emergency
services.
Ikn
Temporary
Speed humps are paved and
the street with height tapering
usually parabolic.
This tool affects:
!I l3 N N H rn l0
7 7' Cost: About $31K each
Restrictiveness =Low
Effectiveness = High
Permanent
Description
_A
approximately 3 inches high at their center, and extend the full width of
near the drain gutter to allow unimpeded bicycle travel, The curve is
Speed humps are different from the shorter speed "bump" that is often found in mall parking lots. There
are several designs for speed humps. The most common hump is 12 feet long but some cities prefer
the 14 foot version which is less abrupt. The humps have a design speed of between 15 to 20 mph. If
properly spaced (about 200 feet apart) they can reduce vehicle speeds by 10 to 15 mph.
Pros
1. Effective at reducing traffic speeds by 10
to 15 mph.
2. Discourages cut -through traffic.
3. Self -enforcing.
4. Not too expensive to introduce.
5. Commonly used tool.
Cons
1. May impact emergency response
vehicles.
2. Problems can be diverted elsewhere.
3. Should not be used on hills or significant
grades.
4. Can increase traffic noise in their vicinity.
General Comments
Will this tool reduce traffic volumes? Yes - locally
Will this tool reduce speeds? Yes
Will there be a safety improvement? Possible
What Streets can we use them on? Local/Collector
Can we use them on a Bus Route? Check Service
Can we use with Curbs and Gutters Yes
Is it a Spot or Area -wide tool Spot
Any emergency vehicle impact?
Will they divert traffic elsewhere?
Affects on trucks?
Do they need enforcement?
Can they be landscaped?
Are they popular?
Are they expensive?
Yes
Possible
Possible
No
No
Yes
Low Cost
Similar to speed
hump but with a
flat top.
6'
Temporary
10'
Description
A
This tool affects:
Pedestrian Safety
Cost: About $I OK each
Restrictiveness =Low
Effectiveness =High
Permanent
Speed tables are similar to speed humps but longer and with a flat topped profile. They are often
constructed with bricks for an attractive look and can be used as "Gateway" features for neighborhoods.
They can be combined with crosswalks and are then referred to as Raised Crosswalks or Raised
Crossings. The 85th percentile speed for a speed table is about 25-30 mph — i.e. higher than a speed
hump. In some states speed tables are used on higher volume roads (eg. 6,000 vehicles per day)
whereas humps are used for lower volumes of 500 to 3000 vehicles per day (Ft. Lauderdale FL). They
are about more expensive than speed humps — especially if paved.
Pros
1. Effective at reducing traffic speeds
Discourages cut -through traffic.
2. Self -enforcing.
3. Can be integrated with crosswalks.
4. Can be enhanced with paving stones.
Cons
1. May impact emergency response
vehicles.
2. Problems can be diverted elsewhere.
3. Should not be used on hills or significant
grades.
4. Can increase traffic noise in their vicinity.
General Comments
Will this tool reduce traffic volumes? Yes - locally
Will this tool reduce speeds? Yes
Will there be a safety improvement? Possible
What Streets can we use them on? Local/Collector
Can we use them on a Bus Route? Check Service
Can we use with Curbs and Gutters Yes
Is it a Spot or Area -wide tool Spot
Any emergency vehicle impact?
Will they divert traffic elsewhere?
Affects on trucks?
Do they need enforcement?
Can they be landscaped?
Are they popular?
Are they expensive?
Yes
Possible
Possible
No
Paved
No
Moderately
These are
effective when
used with
parking lanes or
as lower cost
bulges
1111077, 1 M_
N/A
Temporary
Description
This tool affects:
Cost: Atiout$5 per dot
Restrictiveness =Low
Effectiveness = Medium
Texas Dots are raised white or yellow markings which can be used alone or in combination with a
median as shown above. Driving over them produces an uncomfortable ride which helps narrow the
effective roadway width and reduce speeds. They can also be used in combination with parking lanes
to act as enforcement to the effective roadway narrowing cased by the lanes. They may be applied to
short segments to simulate bulges or neck -downs if the cost of a landscaped bulge is considered too
high. Cyclists may be adversely impacted by Texas dots. They may be considered unsightly in some
applications.
Pros
1. Low cost tool.
2. Effectively narrows roadways.
3. Can be used with medians and parking
lanes for added effectiveness.
Cons
1. May adversely affect cyclists.
2. May cause more noise if vehicles drive
over them.
3. Not as attractive as landscaped bulges.
General Comments
Will this tool reduce traffic volumes?
Possible
Any emergency vehicle impact?
No
Will this tool reduce speeds?
Yes
Will they divert traffic elsewhere?
Possible
Will there be a safety improvement?
Possible
Affects on trucks?
No
Do they need enforcement?
No
What Streets can we use them on?
Local/Collector
Can they be landscaped?
No
Can we use them on a Bus Route?
Check Service
Are they popular?
Yes
Can we use with Curbs and Gutters
Yes
Are they expensive?
Low Cost
Is it a Spot or Area -wide tool Spot
These cause a
vibration or noise
when vehicles
drive over them
— reducing
speeds.
Textured Pavement
N/A
Temporary
Description
This tool affects:
Cost: $5k -
Restrictiveness =Low
Effectiveness = Medium
Permanent
Small paving stones or cobble stones set in a pattern or specially stamped concrete provides an
attractive tool which can reduce traffic speeds. They can also help delineate crosswalks and raised
intersections or speed tables. In residential areas they can increase noise levels as cars travel over
them and may not be suitable for all locations. Care should be taken to ensure wheelchair users are not
disadvantaged at crosswalks. Also, cyclists may experience discomfort or loss of control if texture is
too extreme. The costs are generally lower than other calming measures.
Pros
1. May improve pedestrian safety.
2. Can reduce traffic speeds.
3. Can be an attractive feature
4. Can be combined with crosswalks.
Cons
1. May adversely affect cyclists.
2. More decorative versions can be
expensive.
3. May increase noise levels.
4. May not be popular on crosswalks for
disabled people.
General Comments
Will this tool reduce traffic volumes?
Possible
Any emergency vehicle impact?
No
Will this tool reduce speeds?
Yes
Will they divert traffic elsewhere?
Possible
Will there be a safety improvement?
Possible for peds.
Affects on trucks?
No
Do they need enforcement?
No
What Streets can we use them on?
Local/Collector
Can they be landscaped?
Paved
Can we use them on a Bus Route?
Check Service
Are they popular?
Yes
Can we use with Curbs and Gutters
Yes
Are they expensive?
Low Cost
Is it a Spot or Area -wide tool Spot
Small traffic
circles are an
effective and
quite common
traffic calming
tool.
Traffic Circle This tool affects:
tr1 i
Cost: $25k -$35k
Restrictiveness =Low
i
Effectiveness = High
Permanent
Description
Traffic circles are intersections with central circular islands and a circular one-way roadway around the island
Drivers yield to vehicles already circulating within the intersection.
They are self -enforcing and can improve safety due to the replacement of vehicular crossing movements with
merging movements. Design standards are strict and primarily originate from the UK and Australia. They can
help beautification projects if the central island is planted.
Pros
1. Can reduce traffic speeds.
2. Can be an attractive landscaped feature.
3. Can be a "Gateway" feature.
4. Self enforcing tool.
5. Can reduce accidents.
Cons
1. May adversely affect cyclists.
2. Expensive to introduce.
3. Maintenance of landscaping needed.
4. Should be well lit at night.
5. Can be problematic for pedestrians.
General Comments
Will this tool reduce traffic volumes?
Possible
Any emergency vehicle impact?
No
Will this tool reduce speeds?
Yes
Will they divert traffic elsewhere?
Possible
Will there be a safety improvement?
Yes
Affects on trucks?
No
Do they need enforcement?
No
What Streets can we use them on?
Local/Collector
Can they be landscaped?
Yes
Can we use them on a Bus Route?
Yes
Are they popular?
Yes
Can we use with Curbs and Gutters
Yes
Are they expensive?
Yes
Is it a Spot or Area -wide tool Spot
No turn signs are
effective ways to
control traffic
patterns. They
can be limited to
peak periods if
necessary
N/A
Temporary
Turn Restriction Signs
7:00 AM to 9:00 AM
c
7:00 AM to 9:00 AM
Description
This tool affects:
Cost: $200
Restrictiveness =High
Effectiveness =High
Permanent
Turn restriction signs prohibit either left or right turn movements at designated intersections. The restrictions
can be limited to the morning and/or evening peak hours. Enforcement can be a problem with turn -restriction
signs; they often have a violation rate of about 50%. Enforced restrictions have about 20% violations rates.
(Source: Traffic Calming: State of the Practice - ITE, 1999)
Turn restrictions should be discussed in detail with the community because they will have the same level of
restrictiveness (if enforced) as full and semi-diverters. Thus residents may be inconvenienced and
emergency response times may suffer. They are an effective tool for controlling cut -through traffic.
Pros
1. Can reduce cut -through traffic.
2. Can reduce turn related accidents.
3. Relatively low cost tool.
Cons
1. Will cause inconvenience for residents.
2. Will affect emergency response — unless
exempted.
3. High violation rate if un -enforced.
General Comments
Will this tool reduce traffic volumes? Yes
Will this tool reduce speeds? Unlikely
Will there be a safety improvement? Yes
What Streets can we use them on? Local/Collector
Can we use them on a Bus Route? Check Service
Can we use with Curbs and Gutters Yes
Is it a Spot or Area -wide tool Spot
Any emergency vehicle impact? Yes*
Will they divert traffic elsewhere? Yes
Affects on trucks?
Yes
Do they need enforcement?
Yes
Can they be landscaped?
N/A
Are they popular?
Yes
Are they expensive?
Low Cost
* Unless emergency vehicles are exempted
APPENDIX A - DEVELOPING AND CONDUCTING AN EFFECTIVE COMMUNITY OUTREACH PROGRAM
Message Development Educating Impacted Communities
The key to any Community Outreach/Public Education Program is an understanding and
appreciation of the topic. Neighborhoods may be aware that increased traffic on residential streets
is adversely impacting their lives, but they may not know that there are solutions available to
address these problems. The challenge is to educate residents about both the problem and
possible solutions in terms that are easy to understand, easy to implement and effective. When
neighborhoods recognize their role in problem solving, they are more likely to participate in solution
generating exercises, which is a key component of community consensus building.
The first step toward building consensus is educating stakeholders about problems and their range
of options. Fact sheets and /or newsletters broadly addressing the issues and solutions should be
developed and distributed. Key topics include:
• What is a "Neighborhood Traffic Management Plan?"
• How will an effective Neighborhood Traffic Plan improve your neighborhood?
Neighborhood Traffic Management Planning Process
Communities and impacted stakeholders require an established process from the outset. The City
of Diamond Bar is charged with creating and maintaining a public process that solicits and values
community input, honors timelines and individual time constraints, and is transparent, inclusive and
effective.
Once a (traffic related) problem is defined within a community and key stakeholders identified, it is
important that the process is developed and agreed upon by all involved parties.
The Evaluation Process
An evaluation process that includes appropriate stakeholders is another integral element to the
overall process. This component should also be shared at the outset and consensus sought. This
component includes:
a. Establishing a Neighborhood Action Committee
b. Holding Meeting(s) as required to formulate an action plan
C. Data Collection
d. Analysis and interpretation of collected data
e. Once data has been collected, analyzed and interpreted for the impacted neighborhood,
the community should be provided with the range of options their associated costs, and
the feasibility of implementation of each range.
SMARTS: Solutions for Managing And Reducing Traffic on our Streets 40
Scheduling and Conducting an NTMP Meet!ng/Workshop
Assuming an appropriate level of concern regarding neighborhood traffic problems is registered, a
neighborhood workshop will help ensure broad-based participation and input. The following are key
elements for conducting neighborhood workshops:
• Determine appropriate date — including day of week and time of day; sensitivity to
cultural and religious holidays.
• Identify appropriate location — accessibility of building, availability and safety of parking,
proximity to impacted community, room amenities.
• Develop mailing list (if mailing beyond defined impacted boundaries).
Identify other potential stakeholders i.e. nearby businesses, schools, other public
facilities (hospitals, parks, post offices, churches).
• Provide proper advance notification (usually via post card and/or flyer, 10 —15 days out).
• Does notification need to be bi (or multi) lingual?
• Establish and post an agenda for public meetings.
• Identify a moderator / facilitator.
Prepare information packets, fact sheets and or other appropriate materials to be
distributed and / or displayed at the public meetings. This includes at minimum providing
information on the full range of traffic calming devices with appropriate discussion re:
pros and cons for each specific tool to the targeted community sign -in sheets.
Prepare and distribute meeting summaries to attendees after the meeting.
APPENDIX B - NEIGHBORHOOD TRAFFIC MANAGEMENT ACTION REQUEST FORM
Instructions: Several weeks ago with the support of your neighborhood, residents in your area participated
in the development of a neighborhood traffic management plan. The goal and purpose of the plan is to
address traffic problems in your community. The Plan is now complete and is attached to this ballot.
Please carefully review the Plan and check the appropriate boxes below. If approved by 66% or more of
the households, the Plan will be carried out by the City. The deadline for returning the ballot
is
Please check the appropriate box:
❑ YES, I support the plan as presented.
❑ NO, I do not support the plan as presented.
Your Name:
Street Address:
Please Return This Form to:
City of Diamond Bar
Development of Community & Development Services
21825 East Copley Drive
Diamond Bar, CA 91765
Attn: Neighborhood Traffic Management Program
Thank you for your input
APPENDIX C NTMP QUALIFYING CRITERIA
Requests for the implementation of neighborhood traffic management measures on public streets
will be considered by the Department of Community & Development Services on a case-by-case
basis for those streets meeting all of the following criteria:
1. The street should be primarily residential in nature with a daily traffic volume of at least
500 vehicles but not more than 5,000 vehicles per day.
2. The County Sheriff or Fire Department or other public safety or service agencies have
not provided sufficient evidence of any major public safety concerns regarding the
neighborhood traffic management and calming measures.
3. The change in traffic flow will not result in unreasonable liability exposure for the City of
Diamond Bar.
4. The changes in traffic flow will not divert significant amounts of traffic to other residential
streets
Upon meeting the above criteria, staff will proceed as follows:
a. The project manager will recommend and examine the technical feasibility and
anticipated impacts of the proposed neighborhood traffic management and calming
measures. This review will include items such as the Vehicle Code, State law, the
Circulation Element, the type of road or street involved, compliance with engineering
regulations, existing traffic conditions, projected traffic conditions, the potential for traffic
diversion to adjacent streets, impacts to emergency vehicle response times and the
increased liability exposure for the City or conflicts with future planned improvements.
b. The project manager will determine the boundary of the "affected area" to be petitioned.
The affected area will include but not be limited to those properties where normal travel
routes to and from the "affected area" are to be altered by the neighborhood traffic
management and calming measures, and/or properties that are significantly impacted
by traffic that is to be diverted.
Within each of the five districts, the affected area boundaries are developed by taking
into account surrounding arterials, physical barriers such as rivers, parks, tracks, the
pattern of impacts as identified by residents, and existing community area boundaries.
c. The petition requesting the neighborhood traffic calming measures must be supported by
67% of the total number of citizens affected by the proposed changes in traffic flows. The
citizens should include property owners, tenants, and business owners within the affected
area who might be significantly affected by the proposed measure. Persons submitting
petitions must attempt to contact all affected parties. All affected persons who may need to
use the street(s) on a daily basis must be contacted for the petition to be accepted by the
City. This requirement will be satisfied by signatures from 67% percent of the affected
parties indicating support or non-support for the neighborhood traffic management
measures,
TO: City Council
FROM: Linda Lowry, City Manager
SUBJECT: Study Session - Rowland Heights
DATE: October 4, 2005
The attached demographic data, crime stats, and small collection of photos were
assembled by Senior Management Analyst Ryan McLean to provide the most
preliminary review of Rowland Heights.
At this time no facts have been accumulated regarding revenue resources that would or
could be assumed to be generated by the Rowland Heights area to fund city services.
Agenda # 6.1.1
Date: October 4, 2005
CITY OF DIAMOND BAR
CITY COUNCIL STUDY SESSION
SEPTEMBER 20, 2005
STUDY SESSION: Mayor Chang called the Study Session to order at
5:00 p.m. in Room CC -8 of the South Coast Air Quality Management
District/Government Center, 21865 Copley Dr., Diamond Bar, CA.
Present: Council Members Herrera, Tanaka, Mayor Pro Tem
O'Connor and Mayor Chang.
Council Member Zirbes arrived at 5:28 p.m.
Also Present: Linda Lowry, City Manager; David Doyle, Assistant
City Manager; Michael Jenkins, City Attorney; David Liu, Public Works Director; Bob
Rose, Community Services Director; Ken Desforges, IS Director; Linda Magnuson,
Finance Director; Nancy Fong, Planning Manager; Ryan Wright, Senior Administrative
Assistant; Fred Alamolhoda, Senior Engineer; Kim Crews, Human Resources Manager;
Ryan McLean, Senior Management Analyst; Dennis Tarango, Building Official; Sgt.
Chris Blasnek and Tommye Cribbins, Executive Assistant.
111Neighborhood Traffic Management Program
10. Sycamore Canyon Park ADA Retrofit
Council Code of Ethics
Public Comments on Study Session Items
1. NEIGHBORHOOD TRAFFIC MANAGEMENT PROGRAM - PWD/Liu
reported that the Neighborhood Traffic Management Program was a relatively
new approach to managing traffic in the City's neighborhoods and represents the
City's commitment to the safety and livability of neighborhoods as well as a
community-based approach to traffic calming. The most persistent and emotional
complaints from residents are vehicular speeding and traffic volumes on
residential streets. The program was designed to educate and give the residents
the tools to evaluate and implement traffic management solutions. Due to
behavioral factors the solution was to determine the best combination of
measures that would result in a real and perceived net improvement for the
quality of life at the most reasonable cost. Staff intends to recommend a pilot
project for each of the five districts for Council's consideration and approval.
Joel Falter, consultant, talked about how the proposed Neighborhood Traffic
Management Program was developed through a collective and collaborative
SEPTEMBER 20, 2005 PAGE 2 CC STUDY SESSION
effort involving the citizens and key staff members. A key element of the program
was a focus on the four E's — Engineering, Education, Enforcement and
Enhancement.
SMA/Gomez detailed the pilot projects for each of the five districts.
(a) AREA 1 - Sunset Crossing Road — problem: cut through traffic; proposed
mitigation: Plans are to install parking lanes along the westerly curb to narrow the
street to one lane each direction; install centerline striped median; on
Prospectors add speed cushions; on the easterly side of Sunset Crossing and on
del Sol install signs to warn drivers that they are entering a residential area and
that they should stay within the posted speed limit; add centerline striping and
parking lanes to narrow the street; add speed cushions where the grade permits;
and near Diamond Point School install speed cushions, parking lanes and entry
signage.
SMA/Gomez responded to MPT/O'Connor's concern about too many speed
cushions in a short span and that speed and volume surveys suggested that
motorists tended to pick up speed even in the short distance of one block.
AREA 2 - Southerly portion of the City south of Pathfinder Rd — problem: school
related and cut through traffic. Proposed mitigation: Install speed cushions along
Fountain Springs Rd. between Diamond Bar Blvd. and Castle Rock Rd;
narrow the roadway with Texas dots; striping and appropriate signage and speed
cushions near Sunbright. Near Castle Rock School there are problems with
parents making illegal U -Turns near the middle of the street while children are
crossing the street and it is difficult for the students to cross even with a crossing
guard — mitigation: installation of speed humps and Texas dots.
AREA 3 - North of Grand Avenue, easterly side of Diamond Bar Boulevard:
Residents were concerned with speeding and cut through traffic. On
Rancheria staff proposes installation of traffic mini -circles and Texas dots at the
street entry. On Jubilee, install speed cushions between Rancheria and
Charmingdale and toward Bridle, the addition of speed cushions subject to
grade.
AREA 4 — The center of the City bounded to the south by Grand Ave. and
Pathfinder Rd. — Concerns: Maple Hill Elementary School congestion, speeding
and cut through traffic on Cliffbranch. Proposed mitigation: Place speed cushions
along the front of the school on Maple Hill Rd., install a raised or textured
crosswalk in front of the school and install red curbing around the devices to
enhance visibility. Along Cliffbranch, add parking lanes to narrow the street and
speed cushions subject to the street grade.
AREA 5 — The far westerly area of the City by Brea Canyon — Concerns: school
related traffic. The traffic counts did not verify the residents' beliefs that there was
SEPTEMBER 20, 2005 PAGE 3 CC STUDY SESSION
cut through traffic in the area. Instead, it appears to be area residents traveling
through the residential neighborhoods to drop off and pick up students. An
additional concern was truck traffic on Lycoming and Brea Canyon. Proposed
mitigation: Speed cushions, raised crosswalk with speed cushions and Texas
dots on Glenwick and the opposite side of the crosswalk, and a median and
speed cushions to slow the traffic as it approaches the school area and
crosswalk.
SMA/Gomez stated that staff and the Traffic and Transportation Commission are
recommending implementation of the NTMP pilot project and approval of the
NTMP Manual.
C/Herrera asked if the cost to implement the pilot project in each of the five areas
was $25,000?
PWD/Liu responded "pretty close." Staff was recently notified that the City
received a $220,000 Caltrans grant for traffic calming measures along Sunset
Crossing and Prospectors and part of the October presentation to City Council
will include the possibility of further enhancing the area.
C/Herrera felt that residents living in the immediate area of the improvements
would be thrilled.
C/Zirbes said that in his opinion it was an amazing program and in spite of the
relatively small number of residents who participated, that staff had worked long
hours to bring it to fruition and that it would be a good tool for the City to manage
the neighborhoods and make them safer.
PWD/Liu said that the entire staff had been very supportive of this program
including the Sheriff's Department and especially PIM/Roa and her team.
MPT/O'Connor agreed with C/Zirbes that it was disappointing that so few
residents participated in the workshops. However, she felt it was a good program
and that it would be interesting to watch the follow through.
PUBLIC COMMENTS:
Ron Foster, Sunset Crossing, said he heard no mention of speed humps on the lower
end of his street. He felt that traffic came through the area at a high rate of speed and
there should be speed humps in that area as well.
M/Chang thanked staff for their dedication to this program. He said he was glad to see
that speed humps and other traffic mitigation would be used citywide.
SEPTEMBER 20, 2005 PAGE 4 CC STUDY SESSION
2. SYCAMORE CANYON PARK ADA RETROFIT
CSD/Rose reported that progress had been made toward ADA retrofit of the park.
Following tonight's presentation staff was requesting City Council approval for the
development of the construction documents. Using a Power Point presentation
CSD/Rose showed Council the completed upgrades: Accessible walkway, eight (8) new
parking stalls, new handicap ramps, a van -accessible parking stall, athletic field
drainage mitigation, three (3) accessible drinking fountains, new park drainage,
reconstruction of the bridge, new picnic shelter with four new picnic tables, creation of
walkway accessibility on the lower pad, new picnic tables, accessible pads and
installation of handrails on the bridge from the picnic area to the parking lot. Future
plans include removal of the entire wood retaining wall and staircase and replace them
with a concrete retaining wall and accessible ramps; upgrade swing sets; replace upper
tot lot with new picnic tables and play equipment; replace a portion of the grass with a
patio in the area immediately adjacent to the building; replace the existing drinking
fountain adjacent to the lower tot lot with an accessible fountain and replace existing
wood benches with concrete benches. The estimated cost to complete the work
including a 20% contingency is $776,050. The current fiscal year budget includes a line
item of $795,000 in grant funds. The goal is to have the construction completed prior to
next summer. In the future staff will come back to the Council for Phase IV that would
include the retrofit of the restroom building or alternative solution.
Pat Hirsch went over the Phase III Power Point conceptual plan with Council.
MPT/O'Connor asked if the plans included widening the parking lot turn because the
shuttles were unable to make the full turn without backing up to make a second run.
Mr. Hirsch said he would look to widening the access during construction.
MPT/O'Connor felt it should definitely be considered during the reconstruction phase.
PUBLIC COMMENTS:
There were no public comments offered
Council concurred to move forward with Phase III and include direction for widening of
the turning radius in the turn area in Sycamore Canyon.
3. COUNCIL CODE OF ETHICS
CM/Lowry stated that staff was seeking direction from the Council on how to proceed.
MPT/O'Connor reminded Council that she had not approved the first draft because she
felt the document included too many restrictions and that there were inconsistencies
within the document. She recalled that when she first joined the Council it was possible
for a Council Member to request that an item be placed on a future agenda and that
after several iterations it had become necessary for the Council to vote on whether an
SEPTEMBER 20, 2005 PAGE 5 CC STUDY SESSION
item would be placed on a future agenda. She pointed to Page 1, Item 2 C, the last
sentence that read: "A member of the public may utilize this time to request that an item
be added to a subsequent meeting agenda" and pointed out that it did not require the
item to be approved by the Mayor or the entire Council. However, if a Council Member
asks for an item to be placed on the agenda it has to be voted on or approved by the
Mayor. She said she found those statements to be inconsistent.
Following discussion by Council, CA/Jenkins suggested that the code be worded to
allow Council "majority consent" rather than requiring a roll call vote.
C/Herrera said that for example because she wanted to know how her colleagues felt
about an issue raised by citizens she intended to ask for Council concurrence tonight to
place an item on a future study session or agenda and would not want to violate the
Brown Act by discussing the matter with individual Council Members outside of a
scheduled meeting.
M/Chang said that consensus was necessary to establish clear direction to staff about
Council's intention to have an item researched and placed on either a study session or
meeting agenda.
CA/Jenkins reiterated his feeling that the existing language perpetuated the ambiguity.
Rather, he would recommend language to wit: "The item will be included if a majority of
the Council consents to place the item on a future agenda."
Council concurred to have staff bring the document back to Consent Calendar with
CA/Jenkins' wording.
PUBLIC COMMENTS:
There were no public comments offered.
ADJOURNMENT: With no further business to come before the City Council,
M/Chang adjourned the Study Session at 6:15 p.m.
Linda C. Lowry, City Clerk
The foregoing minutes are hereby approved this day of 2005.
WEN CHANG, Mayor
Agenda # 6.1.2
Date: October 4, 2005
MINUTES OF THE CITY COUNCIL
REGULAR MEETING OF THE CITY OF DIAMOND BAR
SEPTEMBER 20, 2005
STUDY SESSION: 5:00 p.m., Room CC -8
► Neighborhood Traffic Management Program
► Sycamore Canyon Park ADA Retrofit
► Council Code of Ethics
► Public Comments
M/Chang adjourned the Study Session at 6:15 p.m. to Closed Session
CLOSED SESSION: 6:15 p.m., Room CC -8
Public Comments on Closed Session Agenda
► CONFERENCE WITH LEGAL COUNSEL — POTENTIAL LITIGATION
Receipt of Claims under Government Coe Section 54956.9(b):
(1)
Ayad
(2)
Finkbeiner
(3)
Murray
(4)
Saglime
(5)
Lopez
M/Chang adjourned the Closed Session at 6:45 to the Regular City Council meeting.
CALL TO ORDER: Mayor Chang called the Regular City Council meeting to
order at 6:50 p.m. in The Government Center/SCAQMD Auditorium, 21865 Copley Dr.,
Diamond Bar, CA.
Mayor Chang reported that City Council began the evening with a study session during
which Counsel received reports on the Neighborhood Traffic Management Program, the
Sycamore Canyon Park ADA Retrofit and discussed the Council Code of Ethics document.
There was no reportable action taken during the Closed Session.
PLEDGE OF ALLEGIANCE: Mayor Chang led the Pledge of Allegiance.
INVOCATION: Pastor Ab Kastle, Diamond Canyon Christian Church
gave the Invocation.
M/Chang welcomed C/Zirbes back to the dais and wished him a Happy Birthday.
ROLL CALL: Council Members Herrera, Tanaka, Zirbes, Mayor
Pro Tem O'Connor and Mayor Chang.
SEPTMEBER 20, 2005 PAGE 2 CITY COUNCIL
Staff Present: Linda Lowry, City Manager; David Doyle, Assistant City
Manager; Michael Jenkins, City Attorney; David Liu, Director of Public Works; Bob Rose,
Community Services Director; and Linda Magnuson, Finance Director.
APPROVAL OF AGENDA: CM/Lowry advised Council Members that the packet
contained a copy of corrected Minutes of the September 6 meeting under Consent
Calendar Item 6.1 on tonight's agenda to indicate the inclusion of Consent Calendar Item
6.8 that was omitted from the original minutes.
SPECIAL PRESENTATIONS, CERTIFICATES, PROCLAMATIONS:
1.1 Mayor Chang presented City Tiles to Outgoing Planning Commissioner Steve
Tye; Outgoing Traffic and Transportation Commissioner Roland Morris and
Outgoing Parks and Recreation Commissioner Marty Torres.
1.2 Council Member Herrera proclaimed September 2005 "Hispanic Heritage
Month"
1.3 Mayor Pro Tem O'Connor presented a Certificate of Recognition to George
Fullerton, Associate Principal of Diamond Ranch High School for two first
places at the U.S.A. World Martial Arts Championships in Las Vegas,
Nevada, and presented a video.
2. CITY MANAGER REPORTS AND RECOMMENDATIONS: Deputy Mark St.
Amant gave a brief presentation on the City's Disaster Preparedness plan. He
recommended that everyone have an Earthquake Survival Kit on hand and that it be
updated on a regular basis. In addition, everyone should have an adequate (two
weeks to one month) and fresh supply of food and water on hand in case of
emergency.
Deputy St. Amant agreed with C/Zirbes that in the event of a major earthquake, the
emergency services departments would be over -taxed and people should be
prepared for a several day delay in emergency service response.
3. PUBLIC COMMENTS: Marsha Hawkins, Friends of the Library, presented
C/Zirbes with Cotton Longfellow in honor of his birthday as well as one to each of
the other Council Members in conjunction with the Book "Wish you Well" that is the
Read Together Diamond Bar Event. She announced that three quilts would be given
away during the Read Together Diamond Barmonth-long October celebration kick-
off event at Pantera Park.
Joe McManus, Chairman of the Planning Commission wished C/Zirbes a Happy
Birthday and said the residents hoped to celebrate many more birthdays with him.
The Planning Commission and members of staff attended the League of California
Cities conference. During the sessions, the presentations included statements that
cities were taking better and greater control with respect to development and
redevelopment through mixed-use development and form -based codes. He
requested that Council schedule a joint meeting with the Planning Commission to
SEPTMEBER 20, 2005 PAGE 3
CITY COUNCIL
discuss these programs and their possible application and implementation in D.B.
Lydia Plunk wished C/Zirbes a Happy Birthday. She said that residences would be
receiving the Happiness edition of The Windmill, the best edition ever. She said it
was a very moving experience to visit D.B.H.S. and witness their fundraising efforts
and other schools' to the tune of over $68,000. In November the publication will
move on to Gratitude. The cutoff date is October 12.
Clyde Hennessee welcomed C/Zirbes back and wished him a Happy Birthday.
Recently he was told this City was strapped for dollars and that he would no longer
receive a copy of the agenda in the mail. He asked the City to reconsider. He
wondered how the City could afford to give the City Manager the authority to exceed
her purchasing authority for vendor services for senior and adult excursions in the
amount of $48,000 and how the City could approve a contract for $26,800 to
conduct a survey to see if people wanted a new library when the City could not
afford 37 cents to provide him with a copy of the meeting agenda. He said that
certain candidates ran on the premise that they would not promote taxes and then
sent out literature that said they would promote taxes. He felt that the City could
build a library without taxing the residents. Cost of goods and services continue to
increase and as everyone knows, the Federal tax will also increase.
4. RESPONSE TO PUBLIC COMMENTS: M/Chang responded that the
residents were being asked to make the decision regarding whether or not they
would be willing to contribute toward the cost to construct and operate a new library
and that premise was unanimously supported by the Council. A final decision has
not been made about this matter and Council continues to receive input on the
subject and all meetings regarding the library issue are held in the public eye.
CM/Lowry explained that the City is fully reimbursed for senior and adult excursions.
SCHEULE OF FUTURE EVENTS:
5.1 PARKS AND RECREATION COMMISSION MEETING — September 22,
2005 — 7:00 p.m., AQMD/Government Center Hearing Board Room, 21865
Copley Dr.
5.2 PLANNING COMMISSION MEETING — September 27, 2005 — 7:00 p.m.,
Auditorium, AQMD/Government Center, 21865 Copley Dr.
5.3 DIAMOND BAR DAY AT THE L.A. COUNTY FAIR — September 29, 2005 —
Pomona Fairgrounds.
5.4 PUBLIC SAFETY COMMITTEE MEETING — October 3, 2005 — 7:00 p.m.,
Diamond Bar/Walnut Sheriff Station, 21695 E. Valley Blvd., Walnut
5.5 CITY COUNCIL MEETING — October 4, 2005 — 6:30 p.m., Auditorium,
AQMD/Government Center, 21865 Copley Dr.
SEPTMEBER 20, 2005 PAGE 4
CITY COUNCIL
6. CONSENT CALENDAR: C/Zirbes moved, C/Tanaka seconded to approve the
Consent Calendar as presented with C/Zirbes abstaining from approval of Item 6.1.
Motion carried by the following Roll Call vote:
AYES: COUNCIL MEMBERS
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
6.1 CITY COUNCIL MINUTES
Herrera, Tanaka, Zirbes, MPT/O'Connor,
M/Chang
None
None
6.1.1 Study Session —September 6, 2005 —approved as submitted.
6.1.2 Regular Meeting — September 6, 2005 — approved as corrected.
6.2 RECEIVED AND FILED PLANNING COMMISSION MINUTES — Regular
Meeting of August 23, 2005.
6.3 RECEIVED AND FILED TRAFFIC AND TRANSPORTATION COMMISSION
MINUTES:
6.3.1 Regular Meeting of June 9, 2005.
6.3.2 Special Meeting of August 4, 2005.
6.3.3 Regular Meeting of August 11, 2005.
6.4 RATIFIED CHECK REGISTER dated September 2, 2005 through September
15, 2005 totaling $1,331,796.07.
6.5 AUTHORIZED THE CITY MANAGER TO EXCEED $25,000 PURCHASING
AUTHORITY TO EXTEND VENDOR SERVICES FOR SENIOR AND ADULT
EXCURSIONS PROVIDED BY INLAND EMPIRE STAGES LIMITED IN AN
AMOUNT NOT -TO -EXCEED $48,000 FOR FISCAL YEAR 2005/06.
6.7 (a) APPROVED PLANS AND SPECIFICATIONS AND AWARDED
CONSTRUCTION CONTRACT IN THE AMOUNT OF $388,000 TO SULLY -
MILLER CONTRACTING COMPANY; AND AUTHORIZED A
CONTINGENCY AMOUNT OF $38,800 FOR CONTRACT CHANGE
ORDERS TO BE APPROVED BY THE CITY MANAGER, FOR A TOTAL
AUTHORIZATION OF $426,800 FOR CONSTRUCTION OF NORTH
WALNUT DRIVE STREET REHABILITATION PROJECT.
(b) APPROVED CONTRACT AMENDMENT NO. 2 WITH GFB-
FRIEDRICH & ASSOCIATES, INC. FOR CONSTRUCTION
MANAGEMENT/INSPECTION SERVICES IN AN AMOUNT NOT TO
EXCEED $23,200.
SEPTMEBER 20, 2005 PAGE 5
CITY COUNCIL
6.8 ADOPTED RESOLUTION NO. 2005-51: APPROVING THE APPLICATION
FOR GRANT FUNDS FROM THE CALIFORNIA RIVER PARKWAYS
GRANT PROGRAM, PROPOSITION 50 STATE GRANT FUNDS FOR THE
SYCAMORE CANYON PARK TRAILS PROJECT.
6.9 ADOPTED RESOLUTION NO. 2005-52: APPROVING THE APPLICATION
FOR GRANT FUNDS FROM THE RECREATIONAL TRAILS PROGRAM
FOR THE SYCAMORE CANYON PARK TRIALS PROJECT.
6.10 AWARDED CONTRACT TO PURKISS ROSE -RSI FOR PAUL C. GROW
PARK AMERICANS WITH DISABILITY ACT (ADA) DESIGN IN THE
AMOUNT OF $34,055, PLUS A CONTINGENCY AMOUNT OF $945 FOR A
TOTAL AUTHORIZATION OF $35,000.
6.11 ADOPTED RESOLUTION NO. 2005-53: AUTHORIZING CONTINUED
PAYMENT OF SALARY AND BENEFITS FOR CERTAIN EMPLOYEES
THAT VOLUNTEER WITH THE RED CROSS TO ASSIST WITH
HURRICANE KATRINA RELIEF EFFORTS.
6.12 AWARDED CONTRACT TO GROUP DELTA CONSULTANTS IN THE
AMOUNT NOT TO EXCEED $69,910 FOR CIVIL ENGINEERING AND
GEOTECHNICAL SERVICES FOR THREE PROJECTS: 1) DESIGN OF
REPAIRS FOR STORM DAMAGED SLOPES AT THE DIAMOND BAR
CENTER; 2) DESIGN OF REPAIRS FOR STORM DAMAGED SLOPES AT
GOLD RUSH EAST OF DIAMOND BAR BOULEVARD; 3) DESIGN OF
TRAIL ACCESS POINTS AT STEEP CANYON/CLEAR CREEK CANYON
AND DIAMOND BAR CENTER/SUMMITRIDGE MINI PARK; AND
APPROPRIATED $69,910 FROM GENERAL FUND RESERVES TO FUND
THIS PROJECT.
ITEMS WITHDRAWN FROM CONSENT CALENDAR:
6.6 APPROVE CONTRACT WITH FAIRBANK, MASLIN, MAULLIN AND
ASSOCIATES FOR A COST NOT -TO -EXCEED $26,800 TO CONDUCT A
SURVEY DETERMINING COMMUNITY SUPPORT TO PAY FOR A NEW
LIBRARY AND APPROPRIATE THE FUNDS FROM GENERAL FUND
RESERVES FOR SAID CONTRACT.
C/Herrera asked what this firm charged for the 2002 survey and whether staff
had made any effort to lower the cost of the current survey.
ACM/Doyle responded that he could not recall the amount of the 2002 survey
but he thought that it was about $25,000. In this instance, staff asked for two
cost estimates: The $26,800 is for a more lengthy survey and it is staff's
intent to do a shorter survey if possible and still obtain the necessary
information. The $26,800 is for a 20 -minute survey and staff hopes to get the
survey down to a maximum of 10 minutes to 12 minutes.
SEPTMEBER 20, 2005 PAGE 6
CITY COUNCIL
C/Herrera said she found no urgency in approving this contract at this time
since the information was incomplete and she asked that the matter be put
back on the agenda when the information was complete. In addition, she was
concerned that Catherine Lew conducted the failed election for the Parcel
Tax for the Walnut Valley Unified School District. One reason for the failure
as stated by the consultant was that WVUSD did not follow her advice - the
School District Superintendent disputes that statement. As a result of these
conflicting statements, she does not have a lot of confidence in the
consultant.
ACM/Doyle responded that in the information provided to Council during the
September 6 Study Session Catherine Lew stated she had been successful
in the majority of her campaigns.
M/Chang wanted to move forward and trust the consultant to do the job.
C/Herrera said her concern was that this was the same area as the failed
school district election and that WVUSD covers half of D.B. C/Herrera said
that when she asked Catherine Lew "what were the lessons learned" from the
failure her response was that the school district did not follow her advise.
C/Herrera said it was not her job to attempt to be fair to a consultant, it was
her job to make a decision about spending the people's money in the best
manner possible and to make the best choices possible with the information
she had available to her and under the circumstances she had serious
concerns about this consultant.
MPT/O'Connor felt it was important for Council to note that it was attempting
to get the community's input on how it feels about having a library built. A
library has been one of the top goals of this Council for years and the City did
its best to acquire State funding was well as look for other ways to pay for a
new library. Unfortunately, D.B. was not successful in obtaining the funds and
she felt it was wise for the Council to get input from the community to find out
if the people were interested in funding construction and ongoing expenses
and in her opinion, spending $25,000 now to find out whether an election
would be successful would be money well spent. She agreed that she did not
want to spend $26,000 and agreed that 20 minutes was a long survey.
However, she felt that the Council would have to rely on the experts to
indicate what had to be done to get a satisfactory response and she had full
confidence in staff that the questions would be narrowed down to obtain a
satisfactory response.
C/Tanaka felt it was important to move forward with a timely survey to
determine whether the residents were still as interested in having a library
and if it takes 20 minutes to get an accurate and valuable survey it would be
worth the expenditure.
C/Zirbes said he was quite unimpressed with the 2002 survey. He felt there
were too many questions that were too removed from the library issue and
SEPTMEBER 20, 2005 PAGE 7
CITY COUNCIL
that the survey should have focused on whether or not the individual being
surveyed wanted a new library. In his opinion, a 20 -minute survey was
unnecessarily long.
C/Zirbes moved that the survey should be no longer than 15 minutes, that the
survey should focus on the library so that at its conclusion the Council would
know whether people were going to vote "yes" or "no" and that under those
conditions Council approve a maximum expenditure of $22,750 for the
contract services.
M/Chang second the motion.
MPT/O'Connor asked staff to make certain that the individuals conducting
the survey could be easily understood and that they had a clear grasp of the
English language.
Motion carried by the following Roll Call vote:
AYES: COUNCIL MEMBERS: Herrera, Tanaka, Zirbes,
MPT/O'Connor, M/Chang
NOES: COUNCIL MEMBERS: None
ABSENT: COUNCIL MEMBERS: None
7. PUBLIC HEARINGS: None
8. COUNCIL CONSIDERATION: None
9. COUNCIL SUBCOMMITTEE REPORTS/COUNCIL MEMBER COMMENTS:
C/Zirbes said that during the past two weeks he had been attending to himself and
had not attended any subcommittee meetings. He did however respond to emails
and focus on what could be done to stimulate the City's economy. He thanked
Marsha Hawkins and Kathleen Newe for the bear and thanked Council and staff for
the cake and for recognizing his birthday. His sister Kelly put a Web site together
and he thanked the thousands who visited the site, the hundreds who sent their
wishes, the dozens who sent cards and flowers to his home and those who gave
blood in his name. He thanked the many who visited him at the hospital. He said he
sincerely appreciated all of the thoughts, prayers and good wishes and his family
appreciated the kindnesses as well. Although he has a somewhat bumpy road
ahead of him he sees his destination clearly and knows that he will complete the
journey. He said he enjoys his service to the community as a Council Member.
C/Tanaka welcomed C/Zirbes back to the dais. He listed the many meetings and
events he attended during the past two weeks including the Public Safety meeting,
the Chamber Mixer, ACM/DeStefano's farewell luncheon, the Chinese-American
Moon Festival and the Pacific Crest Awards luncheon. He asked that tonight's
meeting be adjourned in memory of Pomona Mayor Eddie Cortez.
SEPTMEBER 20, 2005 PAGE 8 CITY COUNCIL
C/Herrera said she was very proud that the San Gabriel Valley COG (Council of
Governments) began its "Leadership 21" Training Program. She is President of the
organization and there are 30 cities within the SGV COG. The training program
boasts 125 participants and is being held in conjunction with USC and their trainers.
The program is for two days once a month with graduation in January. The
enthusiasm is extremely high and the caliber of the instructors is even higher. The
premise is that as people move on and the torch of leadership is passed there needs
to be a greater effort to train those coming along and assuming leadership to better
understand the San Gabriel Valley with respect to housing, water, transportation and
a host of information about all of the cities in the valley. She asked her fellow
Council Members to place a matter dealing with LAFCO and the incorporation
process on the Council's October 4 study session agenda so that the Council could
discuss the feasibility of D.B. annexing Rowland Heights. She said she needed
direction from the Council and staff in order to speak on the subject on October 13 in
Rowland Heights. It is a complicated issue and if accomplished D.B. would go from
being a City of a 60,000 population to a City of 120,000. Rowland Heights would
want Council Members from their area, etc. As a General Law City, D.B. cannot
have more than five Council Members and it would entail converting to a Charter
City were additional Council Members to be seated — another ballot issue, and so on
and so forth.
Council concurred to have staff place the matter on the October 4 Study Session
agenda.
MPT/O'Connor attended the same meetings as C/Tanaka including the Senior
Italiano Dinner and Show. She echoed C/Herrera's positive comments about the
Leadership 21 conference. She too is attending the training and it has been very
informative and eye opening for her. She felt one of the most important questions for
consideration was "who had the biggest effect on you and where you are today."
When one contemplates this question the answer can be very surprising and
enlightening. In her case she came up with two names — one was her male college
accounting professor and one was a female instructor who challenged her to work
twice as hard to achieve good grades. This challenge led her into the accounting
field during a time when there was a lot of discrimination against women. And, it is
because of Assemblyman Bob Huff that she sits on the Council today. Through the
conference she has had an opportunity to resolve conflicts with previous colleagues
and realized the benefit of people working together and working through their
conflicts for the ultimate good of the City. She thanked C/Herrera, COG and the
Economic Partnership for putting the conference together and encouraged her fellow
Council Members, staff and other Commissioners to participate in future
conferences.
M/Chang stated that in addition to the usual events and meetings he and C/Herrera
met with the WVUSD Board and School Superintendent to discuss how the District
and the City could better work together to improve the City and its service and
income. The Chamber mixer was held at Decor, a company that D.B. is proud to
have in its community. He thanked the Parks and Recreation Department for
sponsoring a wonderful dinner and show for the seniors. He, MPT/O'Connor and
SEPTMEBER 20, 2005 PAGE 9 CITY COUNCIL
C/Tanaka attended the Chinese-American Association's Autumn Festival last
Saturday evening. Close to 400 individuals participated in the Moon Festival, a very
important event in the Chinese culture. He spoke with great caring and pride about
the Pacific Crest Drum & Bugle Corp's dedication to their craft and their representing
the City at many events. He said he heard many comments from residents about the
departure of Jim DeStefano and assured residents that Mr. DeStefano did a
wonderful job for the City and his departure was of his own choosing.
10. ADJOURNMENT: With no further business to conduct, M/Chang adjourned the
meeting at 8:18 p.m. in memory of Pomona Mayor Edward "Eddie" Cortez.
LINDA C. LOWRY, CITY CLERK
The foregoing minutes are hereby approved this _ day of 2005.
WEN CHANG, MAYOR
Agenda t#, 6.2
Date. October 4, 2005
CITY OF DIAMOND BAR
MINUTES OF THE PARKS & RECREATION COMMISSION
HEARING BOARD ROOM OF S.C.A.Q.M.D./THE GOVERNMENT CENTER
21865 Copley Drive
AUGUST 25, 2005
CALL TO ORDER:
Chairman Lyons called the Parks and Recreation Commission meeting to order at 7:00
p.m. in the SCAQMD/Government Center Building Hearing Board Room, 21865 Copley
Drive, Diamond Bar, California 91765.
PLEDGE OF ALLEGIANCE: Phil Williams led the Pledge of Allegiance.
1. ROLL CALL:
Present: Chairman Nancy Lyons, and Commissioner Ling -Ling Chang and Benny
Liang.
Commissioner Dave Grundy arrived at 7:25 p.m.
Vice Chairman Marty Torres arrived at 7:45 p.m.
Staff Present: Bob Rose, Director of Community Services; Anthony Jordan; Parks
and Maintenance Superintendent; Ryan Wright, Recreation Supervisor; Krista Berentis,
Recreation Coordinator; and Marisa Somenzi, Administrative Assistant.
PRESENTATION OF 2005 CITY YOUTH BASEBALL SPORTSMANSHIP AWARDS:
RS/Wright presented the award to four teams as an incentive for players, coaches and
fans to demonstrate positive support and to place the emotional and physical well being of
the children ahead of a personal desire to win.
RECESS: Chair/Lyons recessed the meeting at 7:05 p.m.
RECONVENE: Chair/Lyons reconvened the meeting at 7:20 p.m.
MATTERS FROM THE AUDIENCE: None Offered.
CALENDAR OF EVENTS: Listed on the agenda.
1. CONSENT CALENDAR
1.1 Approval of Minutes of June 23, 2005 Regular Meeting.
C/Chang moved, C/Liang seconded to approve the Consent Calendar as presented.
Motion carried by the following Roll Call vote:
AUGUST 25, 2005 PAGE 2 P&R COMMISSION
AYES:
COMMISSIONERS:
NOES:
COMMISSIONERS:
ABSTAIN:
COMMISSIONERS:
ABSENT:
COMMISSIONERS:
INFORMATIONAL ITEMS
Chang, Chair/Lyons
None
Liang
Grundy and VC/Torres
2.1 Recreation Program Report — RS/Wright
C/Grundy arrived at 7:25 p.m.
Chair/Lyons asked how staff intended to recognize the 41 Volunteens at next
month's meeting. RS/Wright said he understood that Margot Suarez,
Recreation Coordinator/Day Camp was researching how many hours each
person had put into the programs. All of the Volunteens will be recognized
and there is a stipend for those who worked above and beyond what was
required. Chair/Lyons said she was very impressed with the Volunteens and
felt they did a lot to assist the City. CSD/Rose stated that traditionally the City
provides a certificate and stipend. RS/Wright said that staff was also working
on a dinner or special night out thank -you. Chair/Lyons felt the Volunteens
deserved a nice presentation because the City would be hard pressed to run
its programs without their participation and support.
2.2 Diamond Bar Community Foundation Oral Report — C/Chang.
C/Chang reported that with the City's help the Foundation presented
backpacks to YMCA youth at Diamond Point Elementary School last week.
The Foundation is looking to hire a part time staff person to take care of
some of the Gala's loose ends. The Gala is slated for December 3 at the
Diamond Bar Center and the Foundation is looking for a hot food caterer for
the event.
2.3 Library Task Force Oral Report — Chair/Lyons.
Chair/Lyons reported that the Task Force did not meet last month. The last
she heard was that the Library Bond Act might be on the ballot in April or
June. CSD/Rose said the Council would not be making its decision until after
November. C/Grundy was concerned that the issue did not move forward in
November and wondered if November would be too late to plan for April.
C/Grundy asked that staff convey to the Council his disappointment that the
matter was not placed on the November ballot and that there would be even
more disappointment if the issue missed the April ballot.
C/Chang believed it was a strategic move to place the matter on a later ballot
to avoid the City having to pay for a special election. In the meantime the
Council was weighing the issues to determine what might make the initiative
successful. C/Grundy explained that at the last Task Force meeting most of
the Friends of the Library attendees wanted the matter placed on the
November ballot. His personal opinion was that it might be betterto wait until
AUGUST 25, 2005 PAGE 3 P&R COMMISSION
April but the consensus was that it should be placed on the November ballot.
If the City misses April he was sure that the Friends of the Library would be
very frustrated. He agreed that the City should fall within a regular election
cycle and not hold a special election. CSD/Rose said that both April and
June would be considered special elections for D.B. Chair/Lyons recalled
that during the City Council Study Sessions the consultant indicated there
was not enough time to educate the public were the measure to be placed
on the November ballot and she felt the Friends were okay with that. It
seemed to her that it would be somewhat risky to place the measure on the
April ballot if it were the only D.B. issue because residents would feel it was a
waste of money.
VC/Torres arrived at 7:45 p.m.
2.4 C.I.P. Program Report — CSD/Rose
Trail & Trail Head Development at Sycamore Park — Under
Construction and scheduled for completion by October per
CSD/Rose.
Picnic Shelters at Pantera Park—CSD/Rose reported that this project
was part of about five median projects and that the contractor had
until the end of November to complete the project. The contractor
said he expected to begin work at Pantera Park in September.
C. Sycamore Canyon Park ADA Retrofit Phase II — CSD/Rose indicated
that there were two small components left to completion.
Sycamore Canyon Park ADA Retrofit — Phase III — CSD/Rose
reported that Council was scheduled to receive a presentation from
Hirsch and Associates at the September 20 regular meeting.
Starshine Park Retrofit — CSD/Rose stated that the project was
considered complete. However, when the Water District inspected the
drinking fountain they required installation of a backflow prevention
device even though the fountain included such a device. The
landscape design firm is donating the device and staff will install it.
PMS/Jordan said there was about a one to two-week turnaround and
he would most likely place the order next week.
f. Lorbeer Ball Field — CSD/Rose said that CM/Lowry was attempting to
resolve this matter with the PUSD Superintendent.
Larkstone Park Conceptual Plan — CSD/Rose said he sent the list of
desired amenities to Richard Gould, JCC, developer for the project.
CSD/Rose outlined the conceptual plan for the park to the
Commissioners using the conceptual drawings.
CSD/Rose responded to C/Grundy that the park could use South
Point parking or the small lot as well as street parking for about 20
AUGUST 25, 2005 PAGE 4 P&R COMMISSION
spaces.
2.5 Parks Report — PMS/Jordan updated the Commission on the progress by
Valleycrest. CSD/Rose reported last month that the City was experiencing a
severe decline in the quality of work by Valleycrest due to a change in their
personnel. Things began to improve when Valleycrest hired a new manager
who recently left the company. However, the branch managerfor Valleycrest
stepped into the area manager's role and has been managing the D.B.
account very responsively. PMS/Jordan stated that the City asked for
proposals from other contractors to take over Valleycrest's work and the cost
savings are not as great as initially anticipated. Therefore, staff believes it
would not be prudent to change contractors at this time.
PMS/Jordan updated the Commission on walkthroughs completed at
Heritage, Maple Hill, Ronald Reagan and Pantera Parks and said that staff
was making considerable progress on the punch list.
Chair/Lyons asked if the rubber play surface at Starshine was repaired.
PMS/Jordan responded that the contractor repaired the tears in the rubber
play surface and staff was working with the contractor to get warranty
documentation for the play material.
C/Grundy asked if the City planned to install bollards or fencing to prevent
damage at Pantera Park and CSD/Rose responded that staff was
considering a PVC split rail fence with openings along the parking lot and
that cost bids would be acquired before making a final decision.
C/Chang left the meeting at 8:10 p.m.
3. OLD BUSINESS:
3.1 Update of Facilities Use Document.
There were no suggestions or recommendations from the Commission.
CSD/Rose asked the Commissioners what they thought about requiring a
certain percentage of D.B. residents to be a part of the organization in order
for the group to be eligible to use the City's facilities. C/Grundy said that
those groups that did not qualify could be given the last opportunity.
C/Grundy asked how staff could verify the percentage and CSD/Rose
responded that probably the best way would be to scrutinize past records.
CSD/Rose offered that perhaps only D.B. based participant -only programs
would be authorized free use of facilities.
C/Grundy suggested that such a change would have a significant impact on
the current programs and he would be more comfortable with the full
Commission present to make such a consideration. He tended to favor giving
preference to the D.B. based teams. However, it seems no different from
staff's proposal to exclude the non -City based teams. If staff was
comfortable that most of the allocations would go to City -based teams and
AUGUST 25, 2005 PAGE 5 P&R COMMISSION
most of the other allocations would be excluded due to lack of space at least
it would be giving other groups a chance as opposed to specifically excluding
them.
Chair/Lyons suggested inviting the president of each organization to the next
Commission meeting to discuss this matter and then make a decision at the
following meeting, if appropriate. C/Grundy said he was not enthusiastic
about inviting comments.
VC/Torres felt the primary issue was that D.B. had been courteous to the
organizations outside of the City and it worked for the most part but at the
same time it had created a lot of extra work for CSD/Rose and staff. When
there were problems it was usually with the outside groups that try to use
more than the allotted times thereby creating ill will within the D.B. based
groups. He would favor tightening the policy if it would make life easier for
staff. His frustration is with coaches that have team members who reside
outside of the City.
CSD/Rose responded to VC/Torres that he was more concerned about what
was fair to the teams and organizations that represent D.B. because he
believes those groups should have first shot at the facilities. Fields get used
and used up and it costs the City about $20,000 a year to fix heavy use
damage. The other consideration is whether staff needs to monitor the
groups. D.B. has strived to be all things to all people and he said he was not
certain that the policy needed to be that accommodating.
Chair/Lyons recommended staff obtain copies of the policies from adjacent
cities.
VC/Torres said that Irvine for example has a residency requirement of 80
percent and the problem is how to enforce the policy and whether it is less
costly to leave the policy as is. The travel teams are a business and they pay
coaches for their services whereas AYSO and D.B. Little League are not
businesses because the coaches volunteer. He asked if the City would be
able to distinguish between paid and non -paid coaches. C/Grundy suggested
that staff ask other cities what mechanism they use to verify residency.
RC/Berentis said that Anaheim requires 51 percent residency and that the
city has different fee categories. The first priority category is resident/non-
profit i.e. AYSO, Little League, etc and the next category is non-resident/non-
profit. The residency verification is done from the roster. However, individuals
alter the rosters. C/Grundy asked if the City kept a list of residents.
CSD/Rose said the only list the City has is a list of property owners.
3.2 Update of Commission Handbook
There were no changes recommended.
4. NEW BUSINESS: None
AUGUST 25, 2005 PAGE 6 P&R COMMISSION
5. ANNOUNCEMENTS: C/Liang felt the "Concerts in the Park" series was a very
successful event this year. Although he attended only a couple of the concerts he
felt everyone enjoyed the concerts and special events.
C/Grundy asked his fellow Commissioners to support him by sending a message to
Bob Zirbes and his family the Commissioners hopes, thoughts and prayers for a full
recovery. The Commissioners concurred.
Chair/Lyons said she enjoyed looking at the easy to read financial summary. She
asked staff to send another "thank -you" letter to Round Table Pizza. She reminded
staff that she had asked last month to have the Youth Master Plan put on each
subsequent agenda for a status update to the Commission.
CSD/Rose reported that there was nothing new to report this month. He said he
would add the item to the agenda.
VC/Torres asked what feedback staff received regarding the joint venture Youth
Volleyball Program. RS/Wright said there were about six to eight participants from
D.B. CSD/Rose said staff would make a full report at the next meeting.
ADJOURNMENT: Upon motion by VC/Torres seconded by C/Grundy and with no further
business before the Parks & Recreation Commission, Chair/Lyons adjourned the meeting
at 8:40 p.m.
Respectfully Submitted,
Bob Rose, Secretary
Attest:
Nancy Lyons, Chairman
Agenda # 6. 3
Meeting Date: October 4, 2005
CITY COUNCIL`S AGENDA REPORT
,.i
TO: Honorable Mayor and Members of the City Council
VIA: Linda C. Lowry, City Manager�Z�
TITLE: Ratification of Check Register dated
RECOMMENDATION:
Ratify Check Register containing checks dated September 16, 2005 through September
29, 2005 totaling $788,473.75.
FINANCIAL IMPACT:
Expenditure of $788,473.75 in City funds.
BACKGROUND:
The City has established the policy of issuing accounts payable checks on a weekly
basis with City Council ratification at the next scheduled City Council meeting.
DISCUSSION:
The attached check register containing checks dated September 16, 2005 through
September 29, 2005 for $788,473.75, is being presented for ratification. All payments
have been made in compliance with the City's purchasing policies and procedures.
Payments have been reviewed and approved by the appropriate departmental staff and
the attached Affidavit affirms that the check register has been audited and deemed
accurate by the Finance Director.
PREPARED BY:
Linda G. Magnuson
Finance Director
rector lJ Assistant nager
Attachmer is Affidavit and Check Register — 09/16/05 through 09/29/05
CITY OF DIAMOND BAR
CHECK REGISTER AFFIDAVIT
The attached listing of demands, invoices, and claims in the form of a check register
including checks dated September 16, 2005 through September 29, 2005 has been
audited and is certified as accurate. Payments have been allowed from the following
funds in these amounts:
Fund #
Description
Amount
001
General Fund
$593,125.84
011
Com Organization Support Fund
500.00
112
Prop A - Transit Fund
75,406.99
115
Int. Waste Mgt Fund
18,014.64
118
AB2766 - AQMD Fund
2,168.66
125
CDBG Fund
3,420.00
126
Cops Fund
354.49
138
LLAD #38 Fund
33,169.77
139
LLAD #39 Fund
20,337.82
141
LLAD #41 Fund
14,231.87
250
Capital Improvement Project Fund
27,743.67
$788,473.75
Signed:
Linda G. Magnuson
Finance Director
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CITY COUNCIL
lil-)]iPOA���
1989
TO: Honorable Mayor and Members of he City Council
VIA: Linda C. Lowry, City Manager*k6
TITLE: Preliminary Treasurer's Statement — August, 2005
RECOMMENDATION:
Approve the August 2005, Treasurer's Statement.
FINANCIAL IMPACT:
No Fiscal Impact
BACKGROUND:
Agenda # 5.4
Meeting Date: Oct. 4, 2005
AGENDA REPORT
Per City policy, the Finance Department presents the monthly Treasurer's Statement for the City
Council's review and approval. This statement shows the preliminary cash balances for the various
funds, with a breakdown of bank account balances, investment account balances and the effective
yield earned from investments.
PREPARED BY:
Susan Full, Senior Accountant
Department Head
Attachments:
Treasurer's Statement
Deputy City Manager
GENERAL FUND
$26,567,051.01 $1,407,574.66
$933,104.64
$27,041,521.03
LIBRARY SERVICES FUND
COMMUNITY ORG SUPPORT FD
0.00
(14,906.74)
400.00
0.00
(15,306.74)
GAS TAX FUND
TRANSIT TX(PROPA) FD
538,353.82 192,056.62
1,030,859.16 138,604.78
78,416.83
730,410.44
1,091,047.11
TRANSIT TX (PROP C) FD
1,251,193.06 65,013.20
1,316,206.26
ISTEA Fund
INTEGRATED WASTE MGT FD
0.00
550,220.09 20,044.00
12,307.96
0.00
557,956.13
AB2928-TR CONGESTION RELIEF FD
0.00
0.00
AIR QUALITY IMPRVMNT FD
105,691.48
10,144.97
95,546.51
PARK & FACILITIES DEVEL. FD
1,900,857.02
1,900,857.02
COM DEV BLOCK GRANT FD
(22,546.06)
20,402.79
(42,948.85)
CITIZENS OPT -PUBLIC SAFETY FD
187,869.55
1,315.36
166,554.19
NARCOTICS ASSET SEIZURE FD
317,625.66
317,625.66
CA LAW ENFORCEMENT EQUIP PRG
71,885.21
71,88521
LANDSCAPE DIST #38 FD
445,836.64 2,190.04
19,375.29
428,651.39
LANDSCAPE DIST #39 FD
236,659.76 1,490.33
22,444.98
215,705.11
LANDSCAPE DIST #41 FD
375,047.88 464.22
9,299.50
366,212.60
GRAND AV CONST FUND
CAP IMPROVEMENT PRJ FD
58,719.50
(982,534.31) 270,885.00
427,018.52
58,719.50
(1,138,667.83)
SELF INSURANCE FUND
1,170,375.11
1,170,375.11
EQUIPMENT REPLACEMENT FUND
197,050.68
197,050.68
COMPUTER REPLACEMENT FUND
(4,061.55)
(4,061.55)
PUBLIC FINANCING AUTHORITY FUN
172,965.54 11103.02
29,095.11
144,973.45
TOTALS
$34,154,212.51 $2099425.87
$1,563,325.95
$0.00
$34,690,312.43
SUMMARY OF CASH:
DEMAND DEPOSITS:
GENERAL ACCOUNT
($93,023.31)
PAYROLL ACCOUNT
10,979.41
CHANGE FUND
250.00
PETTY CASH ACCOUNT
500.00
TOTAL DEMAND DEPOSITS
($81,293.90)
INVESTMENTS:
US TREASURY Money Market Acct.
$773,927.29
LOCAL AGENCY INVESTMENT FD
33 805,221.13
34,579,148.42
CASH WITH FISCAL AGENT:
US TREASURY Money Market Account
$40,424.80
LOCAL AGENCY INVESTMENT FO
152,033.11
(Bond Proceeds Account)
192,457.91
TOTAL CASH
$34,690,312.43
Note: The City of Diamond Bar is invested in the State Treasurer's Local Agency Investment Fund. There are two LAIF accounts set up. The
regular account's funds are available for withdrawal within 24 hours. The LAIF Bond Proceeds account's withdrawals require 30 days notice.
As a secondary investment option, the City maintains the US Treasury Sweep Accounts with Wells Fargo and the City's Fiscal Agent, Union
Bank of California. Any excess funds are "swept" on a daily basis from the City's bank accounts and are invested overnight in a pool of US
Treasury Notes. Interest is credited to the City's bank accounts on a monthly basis.
L.A.LF - Effective Yield - August 2005
Wells Fargo Money Mkt -Effective Yield - August 2005
Union Bank Money Mkt - Effective Yield - August 2005
3.179%
2.708%
3.360%
All investments are placed in accordance with the City of Diamond Bar's Investment Policy.
The above summary provides sufficient cash flow liquidity to meet the next six month's
estimat 'expenditures.
inch C. Lowry, Treasurer
CITY COUNCIL
Agenda # 6.5 (a)
Meeting Date: October 4, 2005
AGENDA REPORT
TO: Honorable Mayor and Members of the City Council
J
VIA: Linda C. Lowry, City Manager
TITLE: APPROVE PLANS AND SPECIFICATIONS AND AWARD OF
CONSTRUCTION CONTRACT FOR THE 2005-2006 COMMUNITY
DEVELOPMENT BLOCK GRANT SIDEWALK INSTALLATION
PROJECT TO NOBEST, INC. IN THE AMOUNT OF $191,000.00 AND
AUTHORIZE A CONTINGENCY AMOUNT OF $28,650 FOR PROJECT
CHANGE ORDERS TO BE APPROVED BY THE CITY MANAGER FOR
A TOTAL AUTHORIZATION AMOUNT OF $219,650.00
RECOMMENDATION:
Approve plans and specifications and award the contract.
FINANCIAL IMPACT:
Currently, $345,915.00 of CDBG funds has been budgeted for the 2005-2006
Community Development Block Grant Sidewalk Installation Project. The engineer's
estimate was $280,000.00.
BACKGROUND/DISCUSSION:
The 2005-2006 Community Development Block Grant Sidewalk Installation Project
includes the complete construction of approximately 6,000 linear feet of sidewalk on the
west side of Diamond Bar Blvd. next to SR 57 Freeway between Solitaire Street to the
north and the Caltrans Park and Ride to the south.
Scope of work includes construction of portland cement concrete sidewalk, curb and
gutter, access ramps, driveway aprons and other incidental and appurtenant work
necessary for the proper construction of the sidewalk improvement.
Six (6) bids were submitted and opened on September 13, 2005. The lowest
responsible bidder is Nobest, Inc.
The bids received were as follows
Company
Bid Amount
1. Nobest, Inc.
$191,000.00
2. Southland Construction
$263,640.00
3. Green Giant
$269,000.00
4. J.D.C. Inc.
$297,950.00
5. Gentry Brothers
$309,025.00
6. NPG Corporation
$318,888.00
Key aspects of requirements placed upon the contractor include:
. Completion of all work within sixty (60) calendar days
. Liquidated damages of $500.00 per day for non-conformance
. Compliance with Community Development Block Grant requirements
. Labor compliance with Davis -Bacon Act
The Public Works Division has checked the contractor license and bid bond of Nobest,
Inc. with the Contractor State License Board and found them valid. Additionally, we
discussed the Bid with Nobest, Inc. to confirm that their numbers are accurate as their
bid is significantly lower than the Engineer's Estimate. Upon examination of all bids and
unit prices, the most significant difference between Nobest's unit prices and the other
bids was found in their unit price for the PCC Sidewalk and in their mobilization. Nobest
came in with a bid of $2.50 for PCC concrete while the range of unit prices for this item
was $2.50-$6.00. Additionally, Nobest came in with a unit price of $5,000 for
mobilization while the range was $5,000-$30,000. After discussing this with Nobest,
they have confirmed that they are confident their numbers are accurate and they will be
able to do the work within their bid proposal. References were also checked for similar
work completed and all spoke very highly of Nobest.
The project schedule is tentatively set as follows:
Award of Contract
Start of Construction
Completion of Construction
PREPARED BY:
Kimberly Molina, Assistant Engineer
REVIEWED BY:
7
David G iu, Direc or of Public Works
October 4, 2005
October 31, 2005
January 5, 2006
Date Prepared: September 27, 2005
Attachments: CONTRACTOR AGREEMENT
AGREEMENT
The following agreement is made and entered into, in duplicate, as of the date executed
by the Mayor and attested to by the City Clerk, by and between Nobest Incorporated
hereinafter- referred to as the "CONTRACTOR" and the City of Diamond Bar, California,
hereinafter referred to as "CITY."
WHEREAS, pursuant to Notice Inviting Sealed Bids, bids were received, publicly
opened, and declared on the date specified in the notice; and
WHEREAS, City did accept the bid of CONTRACTOR Nobest Incorporated. and;
WHEREAS, City has authorized the Mayor to execute a written contract with
CONTRACTOR for furnishing labor, equipment and material for the 2005-2006 Community
Development Block Grant (CDBG) Sidewalk Installation Project in the City of Diamond
Bar.
NOW, THEREFORE, in consideration of the mutual covenants herein contained, it is
agreed:
1. GENERAL SCOPE OF WORK: CONTRACTOR shall furnish all necessary
labor, tools, materials, appliances, and equipment for and do the work for the 2005-2006
Community Development Block Grant (CDBG) Sidewalk Installation Project in the City of
Diamond Bar. The work to be performed in accordance with the plans and specifications, dated
AuEust 2005 (The Plans and Specifications) on file in the office of the City Clerk and in
accordance with bid prices hereinafter mentioned and in accordance with the instructions of the
City Engineer.
2. INCORPORATED DOCUMENTS TO BE CONSIDERED
COMPLEMENTARY: The Plans and Specifications are incorporated herein by reference and
made a part hereof with like force and effect as if set forth in full herein. The Plans and
Specifications, CONTRACTOR'S Bid dated September 13, 2005, together with this written
agreement, shall constitute the contract between the parties. This contract is intended to require
a complete and finished piece of work and anything necessary to complete the work properly and
in accordance with the law and lawful governmental regulations shall be performed by the
CONTRACTOR whether set out specifically in the contract or not. Should it be ascertained that
any inconsistency exists between the aforesaid documents and this written agreement, the
provisions of this written agreement shall control.
3. TERMS OF CONTRACT: Since this is a Federally assisted construction project,
Davis -Beacon will be enforced. If Federal and State wage rates are applicable, then the higher of
the two will prevail. The Federal Labor Standards Provisions (Form HUD -4010) and the Federal
Wage Determination are attached and made part of this agreement, and compliance will be
enforced.
The CONTRACTOR agrees to complete the work within Sixty 60 calendar days
from the date of the notice to proceed.
The CONTRACTOR agrees further to the assessment of liquidated damages in
the amount of five hundred ($500.00) dollars for each calendar day the work remains incomplete
beyond the expiration of the completion date. City may deduct the amount thereof from any
monies due or that may become due the CONTRACTOR under this agreement. Progress
payments made after the scheduled date of completion shall not constitute a waiver of liquidated
damages.
4. INSURANCE: The CONTRACTOR shall not commence work under this
contract until he has obtained all insurance required hereunder in a company or companies
acceptable to City nor shall the CONTRACTOR allow any subcontractor to commence work on
his subcontract until all insurance required of the subcontractor has been obtained. The
CONTRACTOR shall take out and maintain at all times during the life of this contract the
following policies of insurance:
a. Workers' Compensation Insurance: Before beginning work, the
CONTRACTOR shall furnish to the City a certificate of insurance as
proof that he has taken out full workers' compensation insurance for all
persons whom he may employ directly or through subcontractors in
carrying out the work specified herein, in accordance with the laws of the
State of California. Such insurance shall be maintained in full force and
effect during the period covered by this contract.
In accordance with the provisions of Section 3700 of the California Labor
Code, every CONTRACTOR shall secure the payment of compensation to
his employees. The CONTRACTOR, prior to commencing work, shall
sign and file with the City a certification as follows:
"I am aware of the provisions of Section 3700 of the Labor Code
which requires every employer to be insured against liability for
workers' compensation or to undertake self insurance in accordance
with the provisions of that Code, and I will comply with
such provisions before commencing the performance of work of this
contract."
b. For all operations of the CONTRACTOR or any sub -contractor in
performing the work provided for herein, insurance with the following
minimum limits and coverage:
1) Public Liability - Bodily Injury (not auto) $500,000 each person;
$1,000,000 each accident.
2) Public Liability - Property Damage (not auto) $250,000 each
person; $500,000 aggregate.
3) CONTRACTOR'S Protective - Bodily Injury $500,000 each
person; $1,000,000 each accident.
4) CONTRACTOR'S Protective - Property Damage $250,000 each
accident; $500,000 aggregate.
5) Automobile - Bodily Injury $500,000 each person; $1,000,000
each accident.
6) Automobile - Property Damage $250,000 each accident.
Each such policy of insurance provided for in paragraph b. shall:
1) Be issued by an insurance company approved in writing by City,
which is admitted to do business in the State of California.
2) Name as additional insured the City of Diamond Bar, its officers,
agents and employees, and any other parties specified in the bid
documents to be so included;
3) Specify it acts as primary insurance and that no insurance held or
owned by the designated additional insured shall be called upon to
cover a loss under the policy;
4) Contain a clause substantially in the following words:
"It is hereby understood and agreed that this policy may not be
canceled nor the amount of the coverage thereof reduced until
thirty (30) days after receipt by City of a written notice of such
cancellation or reduction of coverage as evidenced by receipt of a
registered letter."
5) Otherwise be in form satisfactory to the City
d. The policy of insurance provided for in subparagraph a. shall contain an
endorsement which:
1) Waives all right of subrogation against all persons and entities
specified in subparagraph 4.e.(2) hereof to be listed as additional
insureds in the policy of insurance provided for in paragraph b. by
reason of any claim arising out of or coimected with the operations
of CONTRACTOR or any subcontractor in performing the work
provided for herein;
2) Provides it shall not be canceled or altered without thirty (30) days'
written notice thereof given to City by registered mail.
e. The CONTRACTOR shall, within ten (10) days from the date of the
notice of award of the Contract, deliver to the City Manager or his
designee the original policies of insurance required in paragraphs a. and b.
hereof, or deliver to the City Manager or his designee a certificate of the
insurance company, showing the issuance of such insurance, and the
additional insured and other provisions required herein.
5. PREVAILING WAGE: Notice is hereby given that in accordance with the
provisions of California Labor Code, Division 2, Part 7, Chapter 1, Articles 1 and 2, the
CONTRACTOR is required to pay not less than the general prevailing rate of per diem wages for
work of a similar character in the locality in which the public works is performed, and not less
than the general prevailing rate of per diem wages for holiday and overtime work. In that regard,
the Director of the Department of Industrial Relations of the State of California is required to and
has determined such general prevailing rates of per diem wages. Copies of such prevailing rates
of per diem wages are on file in the Office of the City Clerk of the City of Diamond Bar, 21825
Copley Drive, Diamond Bar, California, and are available to any interested party on request.
City also shall cause a copy of such determinations to be posted at the job site.
The CONTRACTOR shall forfeit, as penalty to City, not more than twenty-five
dollars ($25.00) for each laborer, workman or mechanic employed for each calendar day or
portion thereof, if such laborer, workman or mechanic is paid less than the general prevailing
rate of wages hereinbefore stipulated for any work done under this Agreement, by him or by any
subcontractor under him.
6. APPRENTICESHIP EMPLOYMENT: In accordance with the provisions of
Section 1777.5 of the Labor Code, and in accordance with the regulations of the California
Apprenticeship Council, properly indentured apprentices may be employed in the performance of
the work.
The CONTRACTOR is required to make contribution to funds established for the
administrative of apprenticeship programs if he employs registered apprentices or journeymen in
any apprenticeable trade on such contracts and if other CONTRACTOR'S on the public works
site are making such contributions.
The CONTRACTOR and subcontractor under him shall comply with the
requirements of Sections 1777.5 and 1777.6 in the employment of apprentices.
Information relative to apprenticeship standards, wage schedules and other
requirements may be obtained from the Director of Industrial Relations, ex -officio the
Administrator of Apprenticeship, San Francisco, California, or from the Division of
Apprenticeship Standards and its branch offices.
7. LEGAL HOURS OF WORK: Eight (8) hours of labor shall constitute a legal
day's work for all workmen employed in the execution of this contract, and the CONTRACTOR
and any sub -contractor under him shall comply with and be governed by the laws of the State of
California having to do with working hours set forth in Division 2, Part 7, Chapter 1, Article 3 of
the Labor Code of the State of California as amended.
The CONTRACTOR shall forfeit, as a penalty to City, twenty-five dollars
($25.00) for each laborer, workman or mechanic employed in the execution of the contract, by
him or any sub- CONTRACTOR under him, upon any of the work hereinbefore mentioned, for
each calendar day during which the laborer, workman or mechanic is required or permitted to
labor more than eight (8) hours in violation of the Labor Code.
S. TRAVEL AND SUBSISTENCE PAY: CONTRACTOR agrees to pay
travel and subsistence pay to each workman needed to execute the work required by this contract
as such travel and subsistence payments are defined in the applicable collective bargaining
agreements filed in accordance with Labor Code Section 1773.8.
9. CONTRACTOR'S LIABILITY: The City of Diamond Bar and its officers,
agents and employees ("Idemnitees") shall not be answerable or accountable in any manner for
any loss or damage that may happen to the work or any part thereof, or for any of the materials
or other things used or employed in performing the work; or for injury or damage to any person
or persons, either workmen or employees of the CONTRACTOR, of his subcontractor's or the
public, or for damage to adjoining or other property from any cause whatsoever arising out of or
in connection with the performance of the work. The CONTRACTOR shall be responsible for
any damage or injury to any person or property resulting from defects or obstructions or from
any cause whatsoever.
The CONTRACTOR will indemnify Indemnitees against and will hold and save
Indemnitees harmless from any and all actions, claims, damages to persons or property,
penalties, obligations or liabilities that may be asserted or claimed by any person, firm, entity,
corporation, political subdivision, or other organization arising out of or in connection with the
work, operation, or activities of the CONTRACTOR, his agents, employees, subcontractors or
invitees provided for herein, whether or not there is concurrent passive or active negligence on
the part of City. In connection therewith:
6
a. The CONTRACTOR will defend any action or actions filed in connection
with any such claims, damages, penalties, obligations or liabilities and will
pay all costs and expenses, including attorneys' fees incurred in connection
therewith.
b. The CONTRACTOR will promptly pay any judgment rendered against
the CONTRACTOR or Indemnities covering such claims, damages,
penalties, obligations and liabilities arising out of or in correction with
such work, operations or activities of the CONTRACTOR hereunder, and
the CONTRACTOR agrees to save and hold the Indemnitees harmless
therefrom.
C. In the event Indemnitees are made a party to any action or proceeding
filed or prosecuted against the CONTRACTOR for damages or other
claims arising out of or in connection with the work, operation or activities
hereunder, the CONTRACTOR agrees to pay to Indemnitees and any all
costs and expenses incurred by Indemnitees in such action or proceeding
together with reasonable attorneys' fees.
So much of the money due to the CONTRACTOR under and by virtue of the
contract as shall be considered necessary by City may be retained by City until disposition has
been made of such actions or claims for damages as aforesaid.
This indemnity provision shall survive the termination of the Agreement and is in
addition to any other rights or remedies which Indemnitees may have under the law.
This indemnity is effective without reference to the existence or applicability of
any insurance coverages which may have been required under this Agreement or any additional
insured endorsements which may extend to Indemnitees.
CONTRACTOR, on behalf of itself and all parties claiming under or through it,
hereby waives all rights of subrogation and contribution against the Indemnitees, while acting
within the scope of their duties, from all claims, losses and liabilities arising our of or incident to
activities or operations performed by or on behalf of the Indemnitor regardless of any prior,
concurrent, or subsequent active or passive negligence by the Indemnitees.
10. NON-DISCRIMINATION: Pursuant to Labor Code Section 1735, no
discrimination shall be made in the employment of persons in the work contemplated by this
Agreement because of the race, color or religion of such person. A violation of this section
exposes the CONTRACTOR to the penalties provided for in Labor Code Section 1735.
11. CONTRACT PRICE AND PAYMENT: City shall pay to the CONTRACTOR
for furnishing all material and doing the prescribed work the unit prices set forth in the Price
Schedule in accordance with CONTRACTOR'S Proposal dated September 13, 2005.
12. TERMINATION: This agreement may be terminated by the City, without cause,
upon the giving of a written "Notice of Termination" to CONTRACTOR at least thirty (30) days
prior to the date of termination specified in the notice. In the event of such termination,
CONTRACTOR shall only be paid for services rendered and expenses necessarily incurred prior
to the effective date of termination.
09/29/05 TBU 10•;9 FAX 714 373 0039 NOBESTv, yyryuvU AHK f�7J.002
PAGE 07
IN WITNESS WHEREOF, the parties 'acrcto have executed this ,Agreement with all the
formalities required by law on the respective dates set forth opposite the signatuzes.
State of California
"CONTRACTOR'S" License N®.. , 359622 A CtassiCcatiou
q
Date
Date
Date------
CITY OF DIAMOND BAR, CALIFORNIA
By:_
WEN P. CHAR , MAYOR '
ATTES`":
CITY CLERK
CONTRACTOR'S Business .Phone
Emergency Phone at which CONTRACTOR can be reached at any rime n1q)
APPROVED AS TO FORM:
CITY ATTO EY
Date
is
09/29/05 THO 11.:00 FAX 714 373 0039 NOnEST
State of : California
County of orange _
on 2,q`i -trS befpreme Rag E Anderson/Notary Public
Date Name and Title of Officer (e.9.,'7ane Doe, Notary Publid')
personally appeared Larry Nodland I
Name(s) of Signor (s)
[g] personally known to me
[ ] proved to me on the basis of satisfactory
evidence
WITNESS my hand and official seal
Place Notary Seal Above
U003
to be the person(s) whose name(s) is/are
subscribed to the within instrument and
acknowledged to me that he/she/ they
executed the same in his/her/their authorized
that by his/her/their
YE.
u C
capacity(ies), and
on the instrument the person(s),
a+a
signature(s)
or the entity upon behalf of which the
person(s) acted, executed the instrument.
WITNESS my hand and official seal
Place Notary Seal Above
U003
Agenda # 6 . 5 (b)
Meeting Date: October 4, 2005
CITY COUNCIL '' AGENDA REPORT
TO: Honorable Mayor and Members of they City Council
VIA: Linda C. Lowry, City Managev-yllvAtr
TITLE: AMEND PROFESSIONAL ENGINEERING SERVICES CONTRACT FOR
THE COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
SIDEWALK INSTALLATION PROJECT WITH DEWAN, LUNDIN &
ASSOCIATES (DL&A) FOR A ONE YEAR EXTENSION.
RECOMMENDATION:
Approve and amend contract.
FISCAL IMPACT:
There is no fiscal impact.
BACKGROUND/DISCUSSION:
On November 2, 2004, Council approved a contract with DL&A for professional
engineering services. The scope of services included: preparation of plans,
specification, estimates, construction administration/inspection and construction staking
services for the Community Development Block Grant Sidewalk Installation Project.
This contract expired on June 30, 2005 which was the expected completion date of the
sidewalk project. Upon developing the construction plans and engineer's estimate,
additional CDBG funds became necessary and the sidewalk installation was extended
to this fiscal year.
Since November of 2004, DL&A has provided professional engineering services in a
satisfactory manner. To provide consistent and continuous services, staff recommends
extending its contract with DL&A until June 30, 2006. Since there have not been any
changes in the scope of work for DL&A, there will not be any fiscal impact from this
extension.
PREPARED BY:
Kimberly Molina, Assistant Engineer
REVIEWED BY:
a v[A. liu
Director of Public Works
Date Prepared: September 27, 2005
Attachments: Contract Amendment for Dewan, Lundin and Associates
2
AGREEMENT FOR COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
CONSULTING SERVICES AGREEMENT
AMENDMENT NUMBER 1
This Amendment to the Agreement is made and entered into this 4th day of October, 2005
between the City of Diamond Bar, a municipal corporation, ("City") and Dewan, Lundin and Associates,
Inc., ("Consultant").
RECITALS
A. City has entered into an Agreement with Consultant to provide Professional Consulting
Services, which the Agreement was dated November 2, 2004.
B. City desires to extend the term of the Agreement to June 30, 2006.
C. City desires to utilize the services of Consultant as an independent contractor to provide
consulting services to City as set forth in Exhibit "A", the consultant's response to the City's request for
proposals.
D. Consultant represents that it is fully qualified to perform such consulting services by
virtue of its experience and the training, education and expertise of its principals and employees.
NOW, THEREFORE, it is agreed by and between City and Consultant:
Section 1: Section 2 of the Agreement is hereby amended to read as follows:
Term of Agreement. This Contract shall take effect November 2, 2004 and shall continue until
June 30, 2006, unless earlier terminated pursuant to the provisions herein.
Section 2: All other Sections of the Agreement dated November 2, 2004 will remain the
same. No changes will be made to any other contract provisions.
IN WITNESS WHEREOF, the parties have executed this Amendment as of the date first written above.
City of Diamond Bar
By: By:
Linda C. Lowry, City Manager
Attest: Title:
Linda C. Lowry, City Clerk
Approved as to form:
City Attorney
Consultant
Surender M. Dewan
President
Agenda #
Meeting Date.
. r
October 4, 2005
CITY COUNCIL �Ly AGENDA REPORT
�AtRO!
� +999
TO: Honorable Mayor and Members of the City Council
VIA: Linda C. Lowry, City Manager/
TITLE: Amend SunGard Pentamation contract to purchase False Alarm Billing software module
($16,000) for a total contract amount of $41,000 in this fiscal year.
Recommendation:
It is recommended that the City Council approve the contract amendment to purchase a False Alarm
tracking and billing module (component of the newly upgraded Finance system) which includes
resident focused on-line citation review and payment processing. This contract amendment, although
below the City Manager spending authority limit, is needed due to already authorized expenditures to
this vendor of $25,000 this fiscal year.
Budget/Financial Impact:
Council has already appropriated $110,000 from the AQMD funds for purchase on-line applications.
AB 2766 funds are designated to reduce air pollution and other emissions. By allowing online citation
review and payment, we are reducing vehicle trips to City Hall. There are sufficient monies available
in that fund for this purchase.
It is estimated that the City can recover $13,000417,000 per year of currently lost revenue from the
implementation of this software.
Discussion:
The City previously had a "home grown" system to track and bill "False Alarm" calls handled by our
Sheriff Deputies. However, that system did not interface to the City's financial system or provide
proper calculation of which False Alarm call would trigger a citation based on our Municipal Code
requirements (attached), and was therefore not able to be fully implemented and was subsequently
abandoned. As a result, the City has not collected false alarm citation revenue for several years.
After creating a requirements document based upon the applicable Code section, the need for
integration with the financial system, and with input from the Lt. Joe Maxey and his staff, it was
determined that purchasing the Pentamation Alarm Billing module would be the most cost effective
way to address the false alarm citation issue. Since Pentamation is the City's Financial Information
Systems vendor, using their module would greatly reduce integration cost and potential difficulties.
The vendor has provided an on-site demonstration to the satisfaction of the LASD, and both the
Finance and Information Systems departments that the software would enable LASD and City Staff to
fully enforce this Ordinance.
The ability to accurately and fully implement the Code will enhance our service to the community, by
properly recovering the additional Deputy's costs, and allowing residents to review and pay their
citations on-line thereby reducing trips to City Hall.
PREPARED BY;//
REVIEWED BY
I
Ken Desforges, Informationystq s Director Dave Doyle, Ass is aht City anager
2
Diamond Bar Municipal Code —
Sec. 5.08.090. Maintaining a public nuisance alarm.
(a) Any alarm system which generates three or more false alarms in any 12 -month period shall be
deemed to be a public nuisance alarm. A service charge in an amount prescribed by resolution of the city
council shall be charged to an alarm owner of a public nuisance alarm system for each subsequent false
alarm.
(b) After each false alarm, the city shall notify the alarm owner in writing of the date and time that the
sheriff responded to the false alarm. The alarm owner shall also be notified in writing in each instance of
the number of false alarms of record attributed to that alarm system within the previous 12 -month
period. The alarm owner shall further be informed in writing of the provisions of this section and of any
service charge or other penalties to be imposed.
(c) Within ten days from the date of such notice, the alarm owner may present written evidence to the
sheriff that the alarm response in question was not in fact a false alarm as defined herein, or that there
was a justifiable reason for the activation of the alarm. If no such response is made by the alarm owner
within the ten-day period, the sheriffs determination that the alarm was false shall be final. Within ten
days of receipt of written evidence from an alarm owner, the sheriff shall render a decision which
decision shall be final.
(Ord. No. 4(1993), § 3.9.0, 8-17-93)
Agenda # 6.7
Meeting Date: October 4, 2005
CITY COUNCILAGENDA REPORT
u'
-- L , 4 "0"1 ,
TO: Honorable Mayor and Members of the City Council
�i7
VIA: Linda C. Lowry, City Managep' l'
TITLE: AUTHORIZE THE CITY MANAGER TO ENTER INTO A CONSULTING
SERVICES AGREEMENT WITH MUNICIPAL ENGINEERING
RESOURCES (M. E. R.) IN A NOT -TO -EXCEED AMOUNT OF $40,000
FOR "AS -NEEDED" ENGINEERING SERVICES.
RECOMMENDATION:
Approve contract.
FINANCIAL IMPACT:
The proposed services can be funded through Public Works Department salary savings
(approximately $9,200 per month) for the next few months since an Engineering
position shall be vacated.
BACKGROUND:
As the City's Senior Engineer, Mr. Alamolhoda has been working for us since October,
2002. Recently, Mr. Alamolhoda decided to make a career change by starting up his
own consulting firm, Municipal Engineering Resources, in October/November. He is a
licensed professional engineer with experiences in local, County, and State projects..
He has been responsible for many of Diamond Bar Capital Improvements Projects such
as the Grand Avenue Improvements and Caltrans' SR 57/60 Interchange Improvements
Projects.
DISCUSSION:
The proposed consulting services will be employed to support and augment the City's
professional capabilities and to provide very timely expertise. Based on past
experiences, the recruitment process for a senior level/licensed civil engineer will be
anywhere between three (3) and six (6) months. Mr. Alamolhoda has submitted a
proposal to provide Professional Consulting Services to the City in a not -to -exceed
amount of $40,000.
It is recommended that services shall be established on an "as -needed" basis, as
determined by the City Manager, or her designee. Mr. Alamolhoda will be responsible
for providing independent engineering services for the assigned projects based on
approval by the City's Director of Public Works. As outlined within the attached
proposal, it is further recommended that services shall be invoiced at the rate of $85.00
per hour, not to exceed 20 hours per week.
Davi . Li irector of Public Works
Attachments: Exhibit "A" Proposal dated September 28, 2005
Consulting Services Agreement
CITY COUNCIL
Agenda #
Meeting Date: October 4, 2005
AGENDA REPORT
TO: Honorable Mayor and Members of Ve City Council
VIA: Linda C. Lowry, City Manager
Lly
TITLE: ADOPT RESOLUTION No. XX APPROVING CITY COUNCIL "STANDARDS OF
OPERATION AND CODE OF ETHICS" AMENDING SECTION C-9 OF THE "CITY OF
DIAMOND BAR POLICIES AND PROCEDURES' (1996) AND RESCINDING
DIAMOND BAR CITY COUNCIL RESOLUTION 04-54.
RECOMMENDATION:
It is recommended that the City Council adopt the attached resolution.
FISCAL IMPACT:
There is no fiscal impact to the City.
BACKGROUND:
In 2004 the City Council created a City Council Sub -Committee to review and recommend
amendments to the City Council Standards of Operation originally established in 1996. After
reviewing material from other cities and discussions with City staff and the City Attorney, the Sub -
Committee recommended the City Council approve Resolution No. 04-54 adopting the City Council
"Standards of Operation and Code of Ethics" (Code of Ethics).
The purpose of the Code of Ethics is to define the roles, responsibilities and expectations of City
Council and City staff. After a year of the Code of Ethics being in place, it is appropriate to review the
document and make recommendations to improve the efficiency and effectiveness of the City Council
and City staff.
Staff requested an amendment to the document to clarify the process for an individual
Councilmember to add an item to a future agenda during Council comments at a City Council
meeting. At that time, the Council requested the issue be presented at a study session for further
discussion.
DISCUSSION:
On September 20, 2005 the City Council discussed the Code of ethics and directed staff to modify the
document as follows:
Section 2 OPERATION OF CITY COUNCIL MEETINGS, Subsection F
The item will only be included unless a majer44, of the 04, Council diFeG
^then, ?e if a majority of the Council consents to place the item on a
future agenda.
If approved by the City Council, the revised Code of Ethics will be effective immediately.
Prepared by:
Dave Doyle
Assistant City Manager
Attachments:
Resolution No. 2005 -XX
"Standards of Operation and Code of Ethics" (redline version)
RESOLUTION NO. 2005-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DIAMOND BAR
APPROVING CITY COUNCIL "STANDARDS OF OPERATION AND CODE OF
ETHICS" AMENDING SECTION C-9 OF THE "CITY OF DIAMOND BAR POLICIES
AND PROCEDURES" (1996) AND RESCINDING DIAMOND BAR CITY COUNCIL
RESOLUTION 04-54
WHEREAS, it is important to the successful operation of any public organization that
standards be established to define the roles, responsibilities, and expectations of the
governing board and staff in the operation of the organization; and
WHEREAS, the establishment of standards and ethical guidelines by the City Council
will promote understanding and trust among members of the City Council and City staff
with regard to said roles, responsibilities and expectations for the operation of the City;
and
WHEREAS, Diamond Bar City Council Resolution 96-28 established such standards
and guidelines in 1996 as Section C-9 of the City of Diamond Bar Policies and was in
need of review and updating;
NOW, THEREFORE, BE IT RESOLVED that the City Council of the City of Diamond
Bar adopts the revised "Standards of Operations and Code of Ethics amending section
C-9 of the City of Diamond Bar Policies and Procedures and directs the following:
SECTION 1. Resolution No. 04-54 is rescinded in its entirety.
SECTION 2. The City Clerk shall update the City of Diamond Bar Policies and
Procedures to incorporate the attached revision of Section C-9, the Standards of
Operation and Code of Ethics.
SECTION 3. The City Clerk shall certify the passage and adoption of this resolution and enter
it into the book of original resolutions.
PASSED, APPROVED AND ADOPTED ON OCTOBER 4, 2005
Wen Chang, Mayor
I, Linda C. Lowry, City Clerk of the City of Diamond Bar, California do hereby certify that the foregoing
Resolution was duly and regularly passed and adopted by the City Council of the City of Diamond
Bar, California, at its regular meeting held on the day of 2005, by
the following vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
ABSTAINED: COUNCIL MEMBERS:
LINDA C. LOWRY, CITY CLERK
CITY OF DIAMOND BAR
Number•
Authority:
Effective:
Revised:
CITY OF DIAMOND BAR
POLICY AND PROCEDURE
C-9
city Council Resolution No.
s�
CITY COUNCIL,
1. PURPOSE
The purpose of this document is to define the roles, responsibilities and expectations of the
City Council and City staff and to promote understanding of and trust in the operation of the
City government.
2. OPERATION OF CITY COUNCIL MEETINGS
A. The Council meets on the first and third Tuesdays of each month. The City
Council meeting agenda will be prepared by the City Manager and distributed to the
City Council not later than the Friday prior to the applicable City Council meeting.
Any member of the Council may include an item of business on an agenda with the
consent of the Mayor. Meetings shall be conducted in accordance with the Ralph M.
Brown Act (Government Code Sections 54950 et seq.) and procedural matters
decided in accordance with Robert's Rules of Procedure to the extent applicable to
meetings of local government agencies.
B. Under the item entitled "Approval of the Agenda," the Mayor, with Council
consent, may change the order in which the Council will address the items of
business listed on the printed agenda. This is also the time during which items of
business may be removed from the agenda or added in accordance with the
requirements of the Brown Act.
C. Public Comments on matters of business listed on the consent calendar and on
matters within the subject matter jurisdiction of the Council, but not on the agenda,
are scheduled immediately following the Flag Salute, Roll Call and Special
Presentations, Certificates, Proclamations. A member of the public may utilize this
time to request that an item be added to a subsequent meeting agenda.
In order to ensure that all members of the public have an opportunity to speak pertaining to issues
that are not on the meeting agenda and that the Council is able to complete the public's business,
there shall be a five-minute limitation on comments by the public. The Mayor will be responsible
for enforcing the time limit and shall do so uniformly. Upon request of a speaker, the Mayor may,
with the concurrence of the Council, extend the time limit if the nature of the issue warrants an
extension of time. The Mayor may, likewise, with the concurrence of the Council, shorten the five-
minute time limitation for all speakers if warranted by the number of speakers or the press of
business.
No action is to be taken on items raised under Public Comments. Immediately
following Public Comments, the Mayor may direct staff to respond or allow other
Council members to respond to a matter raised by the public.
D. Public hearings shall be opened by the Mayor. The Council shall first hear the
staff report and individual members may ask questions of staff. Then, the Mayor
shall ask for a presentation by the applicant, which shall be of such duration as
determined appropriate by the Mayor based on the complexity of the matter. If the
matter is an appeal filed by someone other than the applicant, the appellant shall
present first, followed by the applicant. Then, the Mayor shall ask for comments from
the public, which shall be limited to five minutes per speaker. If the members of a
large organized group of people wish to cede their individual time to a
spokesperson, the Mayor may allocate additional time to the spokesperson. The
applicant/appellant shall be accorded an opportunity for a brief rebuttal. After public
comment, the City Council shall deliberate and take action. No comments or
deliberation shall be allowed once a final action has been taken.
E. In accordance with State law, the Council may by majority vote waive full reading of any
ordinance and introduce and adopt it by title only.
F. During Councilmember Comments and Subcommittee Reports, Council
members may make a brief report of their activities or the activities of
subcommittees of which they are a member. Council members may also use this
opportunity to request an item of business be included on an upcoming Council
agenda. The item will only be included
otherwise if a majority of the Council consents to place the item on a future
agenda. A Council decision on legislative or policy matters shall only be
reconsidered at the request of a Council member after a 6 -month "cooling off'
period, unless a majority of the City Council affirmatively agrees otherwise. Final
decisions of quasi-judicial matters are not subject to reconsideration.
G. If the Council desires to proceed past 11:00 p.m., the Council, at 10:45 p.m.,
will determine which issues will be completed at that meeting and which items will be
continued to an adjourned meeting or to the next regular meeting.
3. GENERAL STANDARDS GOVERNING CITY COUNCIL MEETINGS
A. Any written correspondence or other materials received at a City Council
meeting (from the public or staff) will be documented by the City Clerk with a receipt
time and date and made available for public review immediately upon distribution to
the Council.
B. The City Council may, in its discretion, prioritize and agendize items of business
suggested by the public.
C. City Council meeting minutes shall be prepared in a modified action -taken
format, rather than a transcript format. All City Council meetings shall be audio -
taped and video-taped in their entirety. City Council meeting tapes and Planning
Commission meeting audio- tapes shall be retained for two years from the date of
the meeting. All other Commission and Committee meeting audio -tapes shall be
retained until the approved minutes of a meeting have been reported to the City
Council.
D. City Council member conduct during meetings:
L The Council Member making a motion shall either restate the motion or have the
City Clerk restate the motion, before the vote, to clarify the motion for the public
and staff.
ii. Council Members shall avoid getting into debates or dialogue with a member of
the public. Council Members shall also avoid getting into debates with staff.
iii. Any concerns by a Council Member over the performance of a City employee
during a Council meeting should be privately directed to the City Manager to
ensure the concern is properly addressed.
iv. Respect for each individual Council Members' interpersonal style will be a
standard of operation. Courtesy and sensitivity to individual points of view will be
a standard of operation. Council members will refrain from personal attacks on
each other.
V. Items of business voted on during a meeting should generally not be revisited
during Council Comments or anytime later in a Council meeting. No comments
shall be made on public hearing items involving quasi-judicial matters after final
action has been taken.
vi. The Mayor may with the approval of the City Council during a Council meeting
create a Task Force or Working Group to research, create and/or oversee new
programs or projects.
vii. Council Members have a duty to vote in the affirmative or in the negative on all
motions, unless precluded by law from participation.
E. The City Attorney shall act as Parliamentarian. The speaker having the floor
may at any time request of the Parliamentarian the rules of order, or procedures
to be followed. The Chair may at any time interrupt the proceeding to request a
ruling from the Parliamentarian.
4. CITY COMMISSIONS
A. Individual Council Members may attend Commission meetings as members
of the public, but are cautioned about becoming involved in the meeting's
discussions and/or violating the Brown Act.
B. Significant Commission recommendations and/or actions will be reported in
writing to the City Council on its regular meeting agendas.
C. New ideas or suggested programs formulated by a Commission will not be
final until approved by the City Council.
5. COUNCIL MEMBER PRESENTATIONS AT OTHER AGENCIES AND GROUPS
If a member of the City Council represents the City before another governmental
agency or organization, the Council Member will first indicate the majority position of the
Council. Personal opinions and comments may be expressed only if the Council
Member clarifies that these statements do not represent the position of the City Council.
6. CITY COUNCIL RELATIONSHIPS WITH CITY STAFF
A. Council Members and staff will treat each other with respect during Council
meetings. When expressing criticism, Council Members will endeavor to criticize work
product rather than making personal attacks on staff members.
B. In public session, City staff members will address Council members, utilizing
Mayor, Councilman, Councilwoman, or Council Member. Council Members will
address all staff members utilizing Mr., Mrs., or Ms. rather than the person's first
name.
C. City staff acknowledges that the Council is the City's policymaking body. The City
Council acknowledges that staff administers the Council's policies.
D. The Council, as the overall policy-making body, holds the City Manager
responsible for the administration of the City Departments. The overall internal
administration by the City Manager is necessary in order to assure efficient and
economic operations of the various departments in accordance with Council direction.
E. The Council acting as a body will direct the City Manager on all major or new
issues. A Council Member will not initiate any action or have prepared any report that
is significant in nature or initiate any project or study without the approval of the City
Council.
F. All written information material requested by individual Council Members will be
submitted by staff to all Council Members with the notation indicating which Council
Member requested the information.
G. Council will not attempt to coerce or influence staff in the making of appointments,
the awarding of contracts, the selection of consultants, the processing of development
applications, or the granting of City licenses or permits.
H. Mail addressed to the Mayor and City Council will be circulated by the Department
of the City Manager to the City Council along with either a response approved by the
Mayor and City Manager or information about how the response is being handled.
The Mayor's response, when appropriate, and the original communication, will be
submitted to Council Members for their information. Mail addressed to individual
Council Members will be given directly to the respective member. Members may
respond personally to the mail or may request a response from City staff if the issue
and/or situation is/are appropriate.
I. Team sensitivity and support is important. Once a final decision is reached, it will
be accepted, supported and implemented by staff as well as the full City Council.
7. INDIVIDUAL COUNCIL MEMBER ETHICS AND RESPONSIBILITIES
A. City Council Members will keep all written and oral information provided on matters
that are confidential under State law in strict confidence to insure that the City's position
is not compromised. No dissemination of information or materials will be made to
anyone, except Council Members, City Attorney, City Manager or Deputy City Manager.
B. If the City Council, in closed session, has provided direction to City staff on
proposed terms and conditions for any type of negotiations, whether it be related to
property acquisition or disposal, a proposed or pending claim(s) or litigation, and/or
employee negotiations, all contact with the other party will be through the designated
City person(s) representing the City in the handling of the negotiations or litigation. A
Council Member will not have any contact or discussion with the other party or its
representative involved with the negotiation during this time and will not communicate
any discussion conducted in closed sessions without prior approval of the City Council.
C. Frequent communication is an important and integral part of Council relationships
and will be the standard of operation.
D. Council approach to authority is collaborative rather than individual
E. Council Members will keep an open mind on all issues.
F. Council Members, on matters pertaining to upcoming or anticipated quasi-judicial
items as to which a public hearing will be held, will maintain as near neutral position as
possible to assure not only the appearance but the actual degree of impartiality that is
attendant to our community responsibility.
8. USE OF CITY MEDIA
A. "City Media" means official City stationery and all other documents to which the City
logo or insignia is officially or unofficially affixed; the use of City -owned equipment for
the electronic transmission of information; and any other instrumentality or medium of
communication which appears to be an official communication of the City. "City Media"
shall not include business cards or individualized City Council stationery. The use of
City -owned equipment for the electronic transmission of information is regulated by
separate City of Diamond Bar Policy and Procedure A-2, "Computer Use Policy."
B. City Media shall be used by City Council Members solely to
communicate an official City policy, position or response to an inquiry. City Media shall
not be used to advocate for or against a candidate for political office.
C. Individualized City Council stationery may be used for any purpose
germane to the performance of City Council duties or a Council Member's status as a
public official. It shall not be used to solicit votes, endorsements or funds in connection
with a political campaign for re-election to the City Council. City business cards may be
used for identification purposes.
D. Any use of City Media by city elected and appointed officials outside proscriptions of
Paragraph iii above is strictly prohibited, and subjects the user to any or all of the
following:
a. Censure.
b. Removal from City Council committee assignments.
C. Suspension of City sponsored attendance at conferences, meetings,
workshops, seminars and similar gatherings.
d. Discontinuance of City credit card use.
e. Discontinuance of use of City equipment including but not limited to,
automobiles, computers and software and copying machines.
f. Any other sanctions or removal of privileges deemed appropriate by the
City Council.
CITY COUNCIL
TO: Honorable Mayor and Members of the City Council
FROM: Linda C. Lowry, City Manager
Agenda # 6.9
Meeting Date: October 4, 2005
>
AGENDA REPORT
TITLE: APPROVE AN AMENDMENT TO FISCAL YEAR 2005-2006 COMMUNITY
DEVELOPMENT BLOCK GRANT (CDBG) PROGRAM TO INCLUDE $15,000 OF
CARRY-OVER FUNDS TO CONSTRUCT CITY HALL - ADA DOORS PROJECT AND
ADOPT RESOLUTION NO. 2005 -XX
RECOMMENDATION:
Approve the program allocation amendment and adopt the Resolution.
BUDGET IMPLICATION:
This $15,000 allocation amendment will be incorporated into the City's Fiscal Year 2005-2006 CDBG
Program Budget. The funds under consideration result from the carry-over of unexpended funds from
the previous program year primarily because "Paint the Town" did not occur. The CDBG Program
does not impact the City's General Fund budget.
BACKGROUND:
On January 4, 2005, the City Council approved Fiscal Year 2005-2006 Community Development
Block Grant (CDBG) Program Funding in the amount of $418,450. Funds may be used for a variety
of community development activities such as public services, administration and public works
projects.
Financial close-out of the FY 2004-2005 CDBG Program for the period ending June 30, 2005 has
been finalized by the Los Angeles County Community Development Commission (CDC). The City
may utilize unexpended CDBG funds from the FY 2004-2005 project balances to implement new
projects and/or supplement on-going projects that are not subject to funding caps. Public service
projects and CDBG administration are not eligible for additional funding from the unexpended balance
of funds. Capital improvements to public facilities, however, are allowed.
DISCUSSION:
The City Hall - ADA Doors Project will provide for the removal of architectural and material barriers as
required by the Americans with Disabilities Act (ADA). The removal of barriers that restrict the
mobility for elderly or handicapped persons to public facilities meets the CDBG eligibility criteria for
project funding.
New sliding doors will be installed at the entrance of the Diamond Bar City Hall providing improved
access for disabled persons. A total of $15,000 is available for the City Hall - ADA Doors from the FY
2004-2005 CDBG Program unexpended balance of funds.
It is recommended that the City Council approve the allocation of CDBG funds for this project. City
staff will execute the CDBG documents required for the implementation of the project. Necessary
public notification was provided in July to permit Council to take this action this evening.
Prepared by:
Nancy Fong
Planning Manager
Attachments:
Resolution 2005 -XX
Public Notice and Affidavit of Posting
RESOLUTION 2005-
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DIAMOND BAR
AMENDING THE CITY'S COMMUNITY DEVELOPMENT BLOCK GRANT
(CDBG) PROGRAM FOR FISCAL YEAR 2005-2006
TO INCLUDE $15,000 FOR THE CITY HALL
- AMERICANS WITH DISABILITIES ACT (ADA) DOORS PROJECT
WHEREAS, on August 22, 1974, the President of the United States signed into law the
Housing and Community Development Act of 1974 (Act); and
WHEREAS, the primary goals of Title 1 of the Act are the development of viable urban
communities by providing decent housing and a suitable living environment, and expanding economic
opportunities, principally for persons of low and moderate income; and
WHEREAS, the City of Diamond Bar receives an allocation of Federal Community
Development Block Grant (CDBG) funds to further the attainment of these goals; and
WHEREAS, unexpended or obligated funds from the prior year can be allocated into the
current program, and
WHEREAS, the Los Angeles County Community Development Commission (CDC) has
confirmed that $15,000 remains available from the previous year's program, and
WHEREAS, the removal of materials and architectural barriers that restrict the mobility for
elderly or handicapped persons to public facilities meets the CDBG eligibility criteria for project
funding; and
WHEREAS, the installation of sliding doors will provide improved access to the disabled in
accordance with the Americans with Disabilities Act (ADA); and
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Diamond Bar as
follows:
Section 1. The funding allocation for the 2005-2006 Program Year shall be increased to
include CDBG funding in the amount of $15,000 for the City Hall — ADA Doors Project.
Section 2. That the City Manager or her designee is authorized to execute the contractual
and related documents to be prepared by the County of Los Angeles Community Development
Commission that are required for the implementation of the project set forth herein.
Section 3. This Resolution shall take effect from and after the date of its passage and
adoption.
3
PASSED, APPROVED, AND ADOPTED this _ day of October 2005
Wen P. Chang
Mayor
I, Linda C. Lowry, City Clerk of the City of Diamond Bar, California do hereby certify that the foregoing
Resolution No. 2005- was duly and regularly passed and adopted by the City Council of the
City of Diamond Bar, California, at its adjourned regular meeting held on the day of October ,
2005, by the following vote, to wit:
AYES: COUNCILMEMBERS:
NOES: COUNCILMEMBERS:
ABSENT: COUNCILMEMBERS:
ABSTAIN: COUNCILMEMBERS:
Linda C. Lowry, City Clerk
City of Diamond Bar, California
0
CITY OF DIAMOND BAR
NOTICE OF PUBLIC MEETING
AND AFFIDAVIT OF POSTING
STATE OF CALIFORNIA
COUNTY OF LOS ANGELES
CITY OF DIAMOND BAR
I, Stella Marquez, declare as follows:
I am employed by the City of Diamond Bar in the Community and Development
Services Department. On July 22, 2005, a copy of the Public Notice regarding the
proposed revision to the Community Development Block Grant (CDBG) Consolidated
Plan (Action Plan), was posted at the following locations within the City of Diamond Bar, a
copy attached hereto:
Diamond Bar City Hall, 21825 E. Copley Drive
1061 Grand Avenue (Diamond Bar Library)
Country Hills Town Center Community Board, Cold Springs and Diamond Bar Boulevard
300 Diamond Bar Blvd. Community Board (Sav-Ons)
1180 Diamond Bar Blvd. Community Board (Ralph's Shopping Center)
21070 Golden Springs Drive Community Board (JoAnne's Fabric)
990 Diamond Bar Boulevard Community Board (Oak Tree Lanes)
1235 Diamond Bar Blvd. Community Board (Albertson Shopping Center)
I declare under penalty of perjury that the foregoing is true and correct.
Executed on July 22, 2005, at Diamond Bar, California.
<_ 1, C
Stella Marquez
Community and Development Services Dept.
CITY OF DIAMOND BAR
11
IWD�
21825 E.COPLEY DRIVE
NT :
•-
• '
i •1•
839-70Q-1
PUBLIC NOTICE
The public is invited to review the City of Diamond Bar's proposed revision to the
Community Development Block Grant (CDBG) Consolidated Plan (Action Plan) which
identifies projected use of funds for Fiscal Year July 1, 2005 — June 30, 2006 for
submission to the U. S. Department of Housing and Urban Development. This revision
reports on substantial changes to the 2005-2006 Action Plan.
City of Diamond Bar
Installation of ADA Doors — City Hall — Project Number To Be Assigned
Funding Allocation: $15,000
This new project will provide CDBG funding for the construction of ADA doors at City
Hall.
Written comments regarding the proposed amendment may be submitted to the
Diamond Bar City Hall at 21825 E. Copley Drive, Diamond Bar, California, 91765 by
August 23, 2005. For further details, contact James DeStefano, Assistant City
Manager, at (909) 839-7030.
Assistant City
Posted:
ager
CITY COUNCIL
Agenda # 8. 1
Meeting Date: Oct. 4, 2005
AGENDA REPORT
TO: Honorable Mayor and Members of the City Council
VIA: Linda C. Lowry, City Manage�
TITLE: ADOPT THE MANUAL/GUIDELINES FOR THE NEIGHBORHOOD
TRAFFIC MANAGEMENT PROGRAM AND APPROVE PILOT
PROJECTS.
RECOMMENDATION:
Adopt Manual/Guidelines and approve projects.
FINANCIAL IMPACT:
As part of the FY 2005-06 Capital Improvement Program, $125,000 of General Funds
has been budgeted for the Neighborhood Traffic Management Program (NTMP).
BACKGROUND:
The NTMP is a relatively new approach to managing traffic in Diamond Bar's residential
neighborhoods. It represents the City's commitment to the safety and livability of its
neighborhoods along with a community-based approach to traffic management.
Knowing the most persistent and emotional complaints that the City receives are
speeding and volume on residential streets, the program has been designed to educate
and empower residents with the tools to evaluate, develop, and implement traffic
management solutions. The NTMP provides a process for identifying, prioritizing, and
dealing with problems related to traffic safety on local streets.
The Objectives of the NTMP are:
1. To have a defined program for addressing neighborhood traffic
management issues.
2. To improve driver behavior through education, enforcement,
enhancement and engineering.
3. To work directly with the residents in the drafting of solutions to their
neighborhood traffic management needs.
4. To reduce traffic speeds and traffic volumes on residential streets.
5. To enhance the quality of life for residents and the environment they live
in.
DISCUSSION:
Beginning in January 2005, staff conducted twelve (12) neighborhood meetings
throughout the City and gathered first-hand information from these neighborhoods.
After data on the affected streets was collected and field observations were performed,
the proposed action plan was then developed and discussed with the residents at a
second meeting.
There is, of course, no simple answer to some of the neighborhood traffic problems.
The solution which requires altering motorist and resident's driving and travel behavior
may involve a single street or the entire neighborhood. It requires careful planning, a
willingness to change habits and the way we live, and consensus building. Some traffic
management measures are costly to implement not only in their construction costs, but
in the manner in which they can change people's lives. The objective, therefore, is to
determine the best combination of measures that result in a net improvement, both real
and perceived, in the quality of life at the most reasonable cost.
One area from each of the five (5) residential districts has been selected for installation
of a pilot project. The Traffic and Transportation Commission has reviewed and
recommends to Council each of the proposed pilot projects be installed. The pilot
projects will work with the current FY 2005-06 budget allocation of $125,000. At the
September 20, 2005 Study Session of the City Council, staff reviewed the proposed
projects for each of the neighborhoods and that power point presentation remains
available for review.
Upon completing the design plans, staff will conduct neighborhood informational
meetings for each of the affected streets. These pilot projects will serve as visual
examples to reference when future requests are received. As pilot projects, residents
and Staff will have the opportunity to work towards a satisfactory result that will benefit
the majority of the stakeholders.
In addition to seeking approval of the pilot projects, staff recommends Council's
approval of the NTMP Manual. The Manual has been designed to assist Diamond Bar's
professional staff, elected officials and the community at large to effectively address and
implement neighborhood traffic management problems. The Manual includes a step-
by-step process to follow, a process checklist, an overview of the types of neighborhood
traffic management tools to consider for different types of problems, and a summary of
the tools themselves.
PREPARED BY:
Sharon Gomez, Senior Management Analyst Date: September 28, 2005
REVIEWED -B
David . Liu, Director of Public Works
Attachment: NTMP Manual