HomeMy WebLinkAbout091719 Agenda - Regular Meeting
City Council Agenda
Tuesday, September 17, 2019
Closed Session – 5:30 p.m. – Room CC-8
Study Session – 5:45 p.m. – Room CC-8
Regular Meeting - 6:30 PM
The Government Center
South Coast Air Quality Management District/
Main Auditorium
21865 Copley Drive, Diamond Bar, CA 91765
CAROL HERRERA
Mayor
STEVE TYE
Mayor Pro-Tem
ANDREW CHOU
Council Member
RUTH M. LOW
Council Member
NANCY A. LYONS
Council Member
City Manager Dan Fox • City Attorney David DeBerry • Acting City Clerk Ryan McLean
Copies of staff reports or other written documentation relating to agenda items are on file i n the Office of the City Clerk, and are
available for public inspection. If requested, the agenda will be made available in an alternative format to a person wit h
disability as required by Section 202 of the Americans with Disabilities Act of 1990. If you have questions regarding an agenda
item, please contact the City Clerk at (909) 839-7010 during regular business hours.
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requires that any person in need of any type of special equipment, assistance or accommodation(s) in order to communicate at
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DIAMOND BAR CITY COUNCIL MEETING RULES
Welcome to the meeting of the Diamond Bar City Council. Meetings are open to the public and
are broadcast live on Spectrum Cable Channel 3 and Frontier FiOS television Channel 47. You
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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
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Frontier FiOS television Channel 47 and on the City’s website at www.diamondbarca.gov. 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.
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available for public inspection immediately upon distribution in the City Clerk’s Office at 21810 Copley
Dr., Diamond Bar, California, during normal business hours.
THIS MEETING IS BEING BROADCAST LIVE FOR VIEWING ON
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CITY OF DIAMOND BAR
CITY COUNCIL AGENDA
September 17, 2019
Next Resolution No. 2019-37
Next Ordinance No. 02(2019)
CLOSED SESSION: 5:30 p.m. – Room CC-8
Conference with legal counsel
pursuant to Government Code
Section 54956.9 – Existing Litigation
San Gabriel Water & Power, LLC v.
Chino Hills et al.
San Bernardino Superior Court Case
No. CIVDS 1904434
PUBLIC COMMENTS
STUDY SESSION: 5:45 p.m. – Room CC-8
Lighting and Landscaping
Assessment Districts 39 & 41 Options
PUBLIC COMMENTS
CALL TO ORDER: 6:30 p.m.
PLEDGE OF ALLEGIANCE: Mayor
SEPTEMBER 17, 2019 PAGE 2
INVOCATION: Cantor Paul Buch, Temple Beth Israel
ROLL CALL: Chou, Low, Lyons, Mayor Pro Tem
Tye, Mayor Herrera
APPROVAL OF AGENDA: Mayor
1. SPECIAL PRESENTATIONS, CERTIFICATES, PROCLAMATIONS:
1.1 Presentation of a certificate plaque to Argo Optometry, 3220 Brea Canyon
Road, as New Business of the Month.
2. CITY MANAGER REPORTS AND RECOMMENDATIONS:
3. 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 other matters of interest not on the agenda that
are within the subject matter jurisdiction of the Council. 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 th is form is voluntary).
There is a five-minute maximum time limit when addressing the City Council.
4. RESPONSE TO PUBLIC COMMENTS:
Under the Brown Act, members of the City Council may briefly respond to public
comments but no extended discussion and no act ion on such matters may take
place.
5. SCHEDULE OF FUTURE EVENTS:
5.1 Planning Commission - September 24, 2019, 6:00 p.m., Windmill
Community Room, 21810 Copley Drive.
5.2 Special Joint Meeting of the City Council and Planning Commission on the
Draft Comprehensive General Plan Update - September 25, 2019, 6:00
p.m., Windmill Community Room, 21810 Copley Drive.
5.3 Parks & Recreation Commission - September 26, 2019, 6:30 p.m.,
Windmill Community Room, 21810 Copley Drive.
SEPTEMBER 17, 2019 PAGE 3
6. CONSENT CALENDAR:
All items listed on the Consent Calendar are considered by the City Council to be
routine and will be acted on by a single motion unless a Council Member or
member of the public request otherwise, in which case, the item will be removed
for separate consideration.
6.1 CITY COUNCIL MINUTES OF THE AUGUST 20, 2019 MEETING.
6.1.a Regular Meeting Minutes of August 20, 2019
Recommended Action: Approve the August 20, 2019 meeting minutes.
Requested by: City Clerk
6.2 PARKS & RECREATION COMMISSION MINUTES FROM JUNE 20,
2019 AND JULY 25, 2019.
6.2.a Regular Meeting of June 20, 2019
6.2.b Regular Meeting of July 25, 2019
Recommended Action: Receive and file the June 20, 2019 and July 25,
2019 meeting minutes.
Requested by: City Clerk
6.3 RATIFICATION OF CHECK REGISTER DATED AUGUST 15, 2019
THROUGH SEPTEMBER 11, 2019 TOTALING $1,654,647.00.
Recommended Action: Ratify the Check Register.
Requested by: Finance Department
6.4 TREASURER'S STATEMENT
Recommended Action: Approve the July 2019 Treasurer’s Statement.
Requested by: Finance Department
6.5 FISCAL YEAR 2019-20 APPROPRIATION ADJUSTMENTS FOR
GENERAL FUND, SPECIAL REVENUE FUNDS AND CAPITAL
PROJECT CARRYOVERS.
Recommended Action:
A. Approve an appropriation from General Fund reserves of
$320,894.97 to carry forward appropriations from FY 2018-19 to FY 2019-
20 for previously encumbered goods and services;
B. Approve an appropriation from various Special Revenue Funds
reserves of $613,544.88 to carry forward appropriations from FY 2018-
19 to FY 2019-20 for previously encumbered goods and services;
SEPTEMBER 17, 2019 PAGE 4
C. Approve an appropriation from Capital Improvement Project Fund
reserves in the amount of $1,602,016.07 to carry forward appropriations
from FY 2018-19 to FY 2019-20 for previously encumbered goods and
services; and
D. Carry over the related purchase orders encumbered in FY 2018 -19
in the amount of $3,424,478.79 to FY 2019-20.
Requested by: Finance Department
6.6 CONSULTING SERVICES AGREEMENT WITH ALTA PLANNING +
DESIGN, INC. FOR THE DEVELOPMENT OF THE SCHOOL ZONE
CIRCULATION IMPROVEMENTS AND SAFE ROUTES TO SCHOOL
PLAN (SRTS)
Recommended Action:
A. Approve budget adjustment and appropriate $200,000 of Prop C
funds to replace $150,000 General Funds for the School Zone Circulation
Improvements and Safe Routes to School Plan (SRTS); and
B. Approve, and authorize the Mayor to sign, the Consulting Services
Agreement with Alta Planning + Design, Inc., in the amount of $159,564,
plus a contingency amount of $40,000 to be approved by the City
Manager, for a total authorization amount of $199,564.
Requested by: Public Works Department
6.7 FIRST AMENDMENT TO THE CONSULTING SERVICES AGREEMENT
WITH INTEGRATED CONSULTING GROUP, INC. FOR CONSULTING
AND CONCEPTUAL DESIGN SERVICES THROUGH SEPTEMBER 17,
2020.
Recommended Action: Approve and authorize the Mayor to sign the First
Amendment to the Consulting Services Agreement with Integrated
Consulting Group, Inc.
Requested by: Parks & Recreation Department
6.8 AMENDMENTS TO THE CITY'S CLASSIFICATION PLAN AND FY 19-20
BUDGET.
Recommended Action: Adopt Resolution No. 2019-XX amending the City
of Diamond Bar’s Classification Plan and the FY 19-20 Municipal Budget
Effective September 28, 2019.
Requested by: City Manager
SEPTEMBER 17, 2019 PAGE 5
6.9 AWARD OF CONSTRUCTION CONTRACT AGREEMENT TO COPP
CONTRACTING, INC. FOR THE AREA 7 RESIDENTIAL AND
COLLECTOR STREETS PROJECT (NO. 01419) AND DIAMOND BAR
BLVD STREET REHABILITATION FROM MOUNTAIN LAUREL WAY TO
CLEAR CREEK CANYON DRIVE PROJECT (NO. 23919).
Recommended Action:
A. Establish a Project Payment Account containing su fficient funds
from the current fiscal year budget to pay for the Project;
B. Appropriate $55,221 from the Prop C fund balance of Project No.
01420 to the Diamond Bar Blvd Street Rehabilitation Project (No. 23919);
and
C. Approve, and authorize the Mayor to sign, a Construction Contract
Agreement with Copp Contracting, Inc. in the amount of $2,309,116
approving the Base Bid Schedule, plus a contingency amount of
$115,456, for Contract Change Orders to be approved by the City
Manager, for a total authorization amount of $2,424,572.
Requested by: Public Works Department
7. PUBLIC HEARINGS:
8. COUNCIL CONSIDERATION:
8.1 AMENDMENT NO. 1 TO EMPLOYMENT AGREEMENT WITH CITY
MANAGER DANIEL FOX.
Recommended Action: Approve and authorize the Mayor to sign amended
Employment Agreement with Daniel Fox.
Requested by: City Attorney
9. COUNCIL SUB-COMMITTEE REPORTS AND MEETING ATTENDANCE
REPORTS/COUNCIL MEMBER COMMENTS:
10. ADJOURNMENT:
Agenda #: 1
Meeting Date: September 17, 2019
CITY COUNCIL STUDY S ESSION REPORT
TO: Honorable Mayor and Members of the City Council
VIA: Daniel Fox, City Manager
FROM: Anthony Santos, Assistant to the City Manager
TITLE: LIGHTING AND LANDSCAPING ASSESSMENT DISTRICTS 39 & 41
OPTIONS.
BACKGROUND:
The City recently completed the Lighting and Landscaping Assessment District (LLAD)
Prop 218 ballot process for Districts 39 and 41 to consider an increase in the
assessments that would provide additional funding for the Districts . The property
owners overwhelming voted to reject the proposed increases with 78.76% opposed in
District 39, and 74.70% opposed in District 41. Without the additional revenues sought
through the Prop 218 ballot process, it is now necessary to reevaluate previous options
to reduce and ultimately eliminate the long-term financial impact of the LLADs to the
City’s General Fund.
The purpose of this Study Session is to explore and seek Council direction on the
remaining options for both Districts, which have for the most part remained unchanged
as follows:
1. Service Reductions – Explore a variety of service reductions to operate within the
current District revenue without reliance of the City’s General Fund.
2. Dissolve Districts – Return maintenance responsibilities to the individual private
property owners.
3. Conduct New Prop 218 Elections – Consider a new Prop 218 ballot process
following additional community outreach.
4. Maintain Status Quo – Keep Districts operating at a deficit in perpetuity with the
use of General Fund reserves.
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It was obviously disappointing to see the results of the balloting process for the LLADs,
but not surprising given that assessment rates have never been raised since the City
incorporated over 30 years ago. In discussing the results with the City’s Assessment
District Engineer SCI Consulting Group, it is unlikely that these efforts are successful
the first time out. However, with 75% to 79% opposed, it is also unlikely that this is
something that can be overcome with just education and outreach alone.
For the purposes of discussion, both Districts will be evaluated concurrently, although
the recommended course of action and the ultimate direction from the City Council may
be different for each District.
CURRENT FINANCIAL CONDITION:
The following is a financial summary for each District (including the requisite General
Benefit calculation) based on the Engineer’s Report prepared as part of the Proposition
218 ballot process recently concluded in August 2019.
District Information District 39 District 41 Total
Parcels 1,249 554 1,803
Property Owner Tax Assessment $236.00 $220.50 N/A
Revenue From Assessments $294,764.00 $122,157.00 $416,921.00
General Benefit Revenue (City) $34,604.00 $10,314.00 $44,918.00
Total Revenue $329,368.00 $132,471.00 $461,839.00
Cost to Maintain $504,255.00 $281,703.00 $785,958.00
Operating Deficit $174,887.00 $149,232.00 $324,119.00
Actual Maintenance Cost/Parcel $403.73 $508.49 N/A
Deficit Per Parcel $167.73 $287.99
District 39 (Exhibit A) is bounded on the west by Diamond Bar Boulevard and on the
east by City limits. It comprises 1,249 parcels, 15 acres of slopes, 39 acres of brush,
and five (5) mini parks. The District 39 assessment is currently $236 per parcel, and
has not increased since 1985.
District 41 (Exhibit B) is bounded by Pathfinder Road to the north, Brea Canyon Cutoff
to the south, and SR 57 to the east. It comprises 554 parcels, 12 acres of slopes, and 3
acres of brush. The District 41 assessment has varied from the historical high of $280
per parcel in FY1990-91 to its current rate of $220.50 per parcel since FY1992-93.
In summary, the annual operating deficit for both District 39 and 41 is $324,119 annually
after taking into account the General Benefit revenue that could be considered as part
of the City’s general fund contribution for District operating revenue. This shortfall is
projected to increase in coming years as maintenance and utility costs continue to
escalate.
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OPTIONS:
The following options have been identified for Council consideration and discussion:
Option 1 - Service Reductions:
This Option would explore a variety of service reductions to operate within the current
District revenue without reliance of the City’s General Fund. This may include reduced
water, landscape maintenance, tree trimming a nd plant replacements. The service
reductions would likely vary between the Districts given the different operational
considerations pertaining to weed abatement, natural and ornamental landscaped
slopes, and the five (5) City mini parks in District 39. Efforts would be prioritized on
safety, such as weed abatement requirements, and City assets including the mini parks
within District 39, with remaining funds going towards strategically focused maintenance
obligations of the natural and ornamental slopes most visible to the community.
Irrigation water is a large expense in each District and would likely need to be curtailed
within each District further impacting the ornamental landscape elements.
Pros:
• Potentially reduces the District operating deficit.
• Focuses resources on public safety and City assets including 5 mini parks.
Cons:
• Landscape elements will die off due to lack of watering.
• Service levels will continue to decrease as inflation increases over time.
• Lower service levels will result in more complaints by residents.
Timeline to implementation – One to two years to ensure that service reductions can be
implemented in a phased approach that incorporates modifications to contracts, water
and electricity use, and prioritizing fire and brush cleara nce efforts. Community
outreach would be provided to inform the property owners within the District of the
impeding changes.
Option 2 – Dissolution:
This Option would return maintenance responsibilities to the individual private property
owners within the respective District and would require subsequent formal Council
action after notice to the property owners. This may be fairly straight forward in District
41 where all maintained property is privately owned. District 39 is slightly different with
the five (5) mini parks which are owned by the City. The result would be that each
respective parcel owner would no longer pay the amount they would otherwise remit in
tax assessments. However, they would now be responsible for the maintenance costs
of their own property. In this scenario, the City may incur additional costs to transition
water infrastructure to private property owners, along with potential increases in
Neighborhood Improvement enforcement activity if existing maintenance standards are
not met by private property owners.
Pros:
• Solves budget issues permanently.
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• City no longer has private property maintenance responsibility.
• Procedure would be relatively brief but would require a Council public hearing to
dissolve the district including significant resident outreach.
Cons:
• Maintenance of landscaping by homeowners may be spotty leaving an
unsatisfactory appearance along rights-of-way.
• Would add to City’s enforcement of arterial rights-of-way maintenance.
• Fire break maintenance may be not be done properly requiring additional
inspections and enforcement.
• Slope maintenance would fall to individual HOA’s, most of which are non -
functional.
• Complaints to City about unkempt landscaping will increase.
Timeline to implementation – 1 to 2 years to complete community outreach to inform the
property owners within the District of their new responsibilities, complete Council actions
and make necessary irrigation and other utility modifications that may be required.
Option 3 – Conduct Additional Prop 218 Ballot Process:
This Option would include conducting a new Prop 218 ballot process after additional
community outreach is conducted. The Council has the ability to initiate this process at
any time. As previously mentioned, overcoming the overwhelming rejection will be
difficult with community education alone.
Pros:
• Increased assessments would fund landscape needs.
• A CPI adjustor would be applied to original assessment.
Cons:
• Requires land-owner ballot proceeding (mailed ballots).
• Requires a new Engineer’s Report, public outreach, Council public hearing s, and
mail ballot process.
• New Engineer’s report and ballot process will cost approximately $60,000.
• Outcome uncertain as it requires 50% plus one majority in support to pass.
Timeline to implementation – 12 to 18 months with no guarantee it will be successful.
Option 4 – Maintain Status Quo:
This Option maintains the status quo, where the City continues to operate District 39
and District 41 with the current service expectation levels in mind. Op erating deficits
would be at minimum $174,887 for District 39 and $149,232 for District 41, translating to
$324,119 in the current fiscal year. With CPI and contract costs likely to increase each
year, the Fiscal Year 2019-20 baseline of $324,119 will increase each year. This also
brings into question the potential for a gift of public funds that the individual property
owners receive for the City to maintain private property which will need to be further
reviewed. Based on the Long-Term Financial Forecast Report previously reviewed by
the City Council, maintaining the status quo would not be a prudent financial approach.
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Pros:
• Ensures continuation of existing service levels.
Cons:
• Budget shortfall remains and will continue to grow beyond the current op erating
deficit of $324,119 annually, plus CPI increases starting FY2020-21 and beyond.
Timeline to implementation – None.
CONCLUSIONS:
With the recent Prop 218 election fresh in our collective memory, the options to move
forward are considerably narrower than at the outset of the District 39 and District 41
Prop 218 ballot process. At this time, the following Options are offered for Council
consideration:
1. District 39: Option 1 - Service Reduction.
2. District 41: Option 2 – Dissolve District.
It is requested that the City Council provide direction on the Options outlined in this
report, so that next steps including an itemized schedule of events and supplemental
costs can be prepared in advance of formally moving forward with these separate
recommendations.
Attachments:
1. 1.a Exhibit A - LLAD 39 Map
2. 1.b Exhibit B - LLAD 41 Map
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Exhibit A – LLAD 39
1.a
Packet Pg. 13
Exhibit B – LLAD 41
1.b
Packet Pg. 14
1.b
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Agenda #: 6.1
Meeting Date: September 17, 2019
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: CITY COUNCIL MINUTES OF THE AUGUST 20, 2019 MEETING.
STRATEGIC
GOAL:
Open, Engaged & Responsive Government
RECOMMENDATION:
Approve the August 20, 2019 meeting minutes.
FINANCIAL IMPACT:
None.
BACKGROUND/DISCUSSION:
The minutes of the Closed Session and Regular City Council meeting of August 20,
2019 have been prepared and are being presented for approval.
PREPARED BY:
REVIEWED BY:
6.1
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Attachments:
1. 6.1.a City Council Meeting Minutes of August 20, 2019
6.1
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MINUTES OF THE CITY COUNCIL
REGULAR MEETING OF THE CITY OF DIAMOND BAR
AUGUST 20, 2019
CLOSED SESSION: 5:30 p.m., Room CC-8
Public Comments: None
► Public Employee Performance Evaluation Pursuant to
Government Code Section 54957
Title: City Manager
CALL TO ORDER: Mayor Herrera called the Regular City Council meeting to
order at 6:32 p.m. in the South Coast Air Quality Management District/Government
Center Auditorium, 21865 Copley Drive, Diamond Bar, CA.
Staff Present: Dan Fox, City Manager; Ryan McLean, Assistant City Manager;
David DeBerry, City Attorney; Ken Desforges, IS Director; David Liu, Public Works
Director; Ryan Wright, Parks and Recreation Director; Dianna Honeywell, Finance
Director; Greg Gubman, Community Development Director; Marsha Roa, Public
Information Manager; Amy Haug, Human Resources/Risk Management Manager;
Cecilia Arellano, Public Information Coordinator; and, Tommye Cribbins, City Clerk.
PLEDGE OF ALLEGIANCE: Mayor Herrera led the Pledge of Allegiance.
INVOCATION: None provided.
ROLL CALL: Council Members Chou, Low, Mayor Pro Tem Tye
and Mayor Herrera.
Absent: Council Member Lyons was excused.
APPROVAL OF AGENDA: As presented.
1. SPECIAL PRESENTATIONS, CERTIFICATES, PROCLAMATIONS:
1.1 M/Herrera and City Council Members presented a City Tile and floral
arrangement to City Clerk Tommye Cribbins on the occasion of her
retirement after 30 years of service to the City of Diamond Bar.
2. CITY MANAGER REPORTS AND RECOMMENDATIONS:
CM/Fox introduced Captain Reyes, LASD, who provided an update on public
safety. He spoke to concerns about the safety of the City stating that for 2018
the focus has been on larceny thefts and the department saw a decrease during
the last quarter compared to 2017 and there continues to be a 20 percent
decrease in residential burglaries. When looking at other burglaries, there has
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AUGUST 20, 2019 PAGE 2 CITY COUNCIL
been a slight increase; however, overall there has been no significant increase in
crime and Diamond Bar continues to be one of the safest cities in LA County.
Speaking to the rumor that there are only two patrol units to cover the entire City
of Diamond Bar, this is inaccurate. Deployments are based on the crime trends
occurring throughout the City on a shift-to-shift basis and for any one of the three
shifts, the department deploys a minimum of four units and a maximum of eight
units.
Capt. Reyes, further stated that any commercial businesses that would like
information on hardening their business, Deputy Aaron Scheller is available to
meet with business owners, plaza owners, and shopping center owners
regarding the Business Watch program. During evening and early morning hours
when cleaning crews are on-site, they should be encouraged to report any
suspicious activities.
C/Chou asked Capt. Reyes to explain how the Volunteer Program helps with
Public Safety, and to encourage people to participate.
Capt. Reyes said that residents of the community can volunteer their time to
assist with public safety through the Volunteer on Patrol program who make
patrol checks of businesses and daily vacation checks for residents. Anyone who
is interested in becoming a volunteer can contact Sgt. Darren Luter, Diamond
Bar/Walnut Station.
C/Low asked if there were stickers for the businesses to indicate they were a
member of the Business Watch program.
Capt, Reyes responded that Deputy Scheller provides handouts to businesses
and residents.
Deputy Aaron Scheller reported that the department and the City have started a
Business Watch Program. The goal for the Sheriff’s Department is for all of the
shopping centers to have a Business Watch meeting to discuss safety, hardening
of established buildings, and talking with property management and property
owners about how they can help and assume responsibility for reducing crime for
their businesses. One of the resources they receive is a window cling for the
Business Watch program that tells the public they are a part of the safety
program of the City helping to reduce crime rates within the City. Business
owners can call him at (909) 595-2264 or contact him at his City Hall office (909)
348-8334).
MPT/Tye reiterated “if you see something, say something”. In all cases, call the
Sheriff’s Department for all public safety related issues.
PUBLIC COMMENTS:
Teri Muse, Waste Management Representative for Diamond Bar, provided a mid-
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AUGUST 20, 2019 PAGE 3 CITY COUNCIL
year review of the services that Waste Management offers to the City of Diamond
Bar.
M/Herrera asked staff to include information on the At Your Door program in the
next City Newsletter.
Ms. Muse stated that residents can call 1-800-449-7587; email
atyourdoor@wm.com; or, go to the website www.wmatyourdoor.com to schedule
pickups.
Robin Zhang spoke in opposition to converting one tennis court to pickleball
courts at Maple Hill Park.
Wen Li Chen said she would be okay with lines drawn for pickleball players to
play during the day so that at night people can still play tennis.
Ton Li Hu opposed converting tennis courts into pickleball courts and said he
agrees with Wen Li that the court could be multi-functional.
Andrew Wen said that Diamond Bar has a large population of tennis players.
There are times on the weekend when there is insufficient space to play tennis
and players have to go to other cities to find a court and if one court is converted
for pickleball it will make it even more difficult for tennis players. He suggested
that the City build new courts in open spaces per pickleball standards which he
said he and others would support.
Frank Lin submitted a printout on how the City could incorporate the pickleball
courts into all of the tennis courts for very little money instead of paying more to
knock out one of the courts at Maple Hill.
Joseph Ngo plays tennis at the Maple Hill court three days a week and there are
a lot of players in Diamond Bar who often have to wait or go other cities to find an
empty court. Diamond Bar has a lot of land and open space and if there is
enough interest in pickleball, the City should build courts specifically for pickleball
instead of converting the already crowded tennis courts.
Son Ho has been playing tennis in Diamond Bar for 25 years and he and his
friends are very concerned because they often have no place to play. He has no
problem sharing, but would not like to see one of the courts destroyed because it
is a limited resource. If the courts are shared, there should be a specific time for
pickleball and a specific time for tennis.
A speaker said there are not enough tennis courts now and he would prefer
pickleball share one of the courts during the daytime only. People sometimes
call the Sheriff’s because they are fighting over who gets the courts and he would
prefer the Sheriff’s be able to concentrate on crime.
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AUGUST 20, 2019 PAGE 4 CITY COUNCIL
Carrie Cheng, speaking on behalf of pickelballers, thanked the City for its support
of pickleball. Pickleball has been well received by the community. Walnut Valley
Unified School District includes pickleball in their curriculum which means that
about 1500 students a year are introduced to pickleball. People who play
pickleball are sad that they cannot play during the allocated early morning hours
even one day a week and many people have asked why there are no permanent
pickleball courts because the sport is so popular. She thanked the City for their
support.
3. RESPONSE TO PUBLIC COMMENTS:
PRD/Wright responded to speakers that it has been about a year and a half since
the City instituted a pilot program for pickleball on Wednesday’s from 9:00 a.m. to
noon at Maple Hill Park with about 25 participants weekly. For this weekly event
staff sets up temporary lines and nets for this program which has continued to
grow. Over 65 individuals were excited to participate in the July event, for
example. In looking at the Sunset Crossing Park and Heritage Park project, the
input received for pickleball was very positive, which was another indicator that it
is a sport that will continue to grow. Staff believes this provides an opportunity to
expand the City’s recreational programs with seven other courts becoming
available if this project continues to move forward. This project would install four
permanent pickleball courts which is important, because as many folks have
mentioned, they are not available on Wednesday mornings. Many work until the
evening and would like to take advantage of a lighted court that is open to them
until 10:00 p.m. All of the City’s parks are lighted which provide options for tennis
at Pantera Park, Ronald Reagan and Maple Hill and staff’s recommendation for
Maple Hill was to consider contract classes that are provided at other parks
including Pantera and Ronald Reagan Parks. The permanent option becomes
very similar to the basketball drop-in courts and the tennis courts which are
available from 6:00 a.m. to 10:00 p.m. While there is a typical wait at all three
parks, there will likely be a small wait for pickleball as well, but staff believes that
taking one tennis court out of the City for pickleball is a reasonable approach
based on the feedback received.
4. SCHEDULE OF FUTURE EVENTS:
5.1 Parks and Recreation Commission meeting – August 22, 2019 – 6:30
p.m., Windmill Community Room, 21810 Copley Drive.
5.2 Planning Commission – August 27, 2019 – 6:30 p.m., Windmill
Community Room, 21810 Copley Drive (Canceled).
5.3 City Council Meeting – September 3, 2019 – 6:30 p.m.,
AQMD/Government Center Auditorium, 21865 Copley Drive.
6. CONSENT CALENDAR: MPT/Tye moved, C/Low seconded, to approve
the Consent Calendar as presented. Motion carried by the following Roll Call
vote:
6.1.a
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AUGUST 20, 2019 PAGE 5 CITY COUNCIL
AYES: COUNCIL MEMBERS: Chou, Low, MPT/Tye, M/Herrera
NOES: COUNCIL MEMBERS: None
ABSENT: COUNCIL MEMBERS: Lyons
6.1 APPROVED CITY COUNCIL MEETING MINUTES:
6.1a Regular Meeting of August 6, 2019 – as presented.
6.2 RECEIVED AND FILED PLANNING COMMISSION MEETING MINUTES:
6.2a Regular Meeting of July 9, 2019.
6.3 RATIFIED CHECK REGISTER DATED AUGUST 1, 2019 THROUGH
AUGUST 14, 2019 TOTALING $845,592.61.
6.4 CANCELED SEPTEMBER 3, 2019 CITY COUNCIL MEETING TO
SEPTEMBER 17, 2019.
6.5 APPROVED SECOND AMENDMENT TO THE AGREEMENT WITH
CIVIC PLUS FOR THE IMPLEMENTATION OF A CUSTOMER
REQUEST MANAGEMENT SYSTEM THROUGH AUGUST 31, 2021.
6.6 DISSOLVED THE SPECIAL EVENTS COMMITTEE.
6.7 APPROVED CONSULTANT SERVICES AGREEMENT WITH RKA
CONSULTING GROUP, INC. FOR THE DESIGN OF RESIDENTIAL &
COLLECTOR STREETS REHABILITATION (AREAS 1 AND 2) AND
ARTERIAL STREETS REHABILITATION (DIAMOND BAR BOULEVARD
FROM PATHFINDER ROAD TO MOUNTAIN LAUREL WAY), (GOLDEN
SPRINGS DRIVE FROM GRAND AVENUE TO LEMON AVENUE)
PROJECT AND THE DESIGN OF AREA 1 RESIDENTIAL
NEIGHBORHOOD ADA CURB RAMPS IMPROVEMENTS PROJECT IN
THE AMOUNT OF $238,890 PLUS A CONTINGENCY AMOUNT OF
$23,889, FOR A TOTAL AUTORIZATION AMOUNT OF $262,779.
7. PUBLIC HEARING: None.
8. COUNCIL CONSIDERATION:
8.1 AMENDMENTS TO THE FUND BALANCE AND RESERVE POLICY.
ACM/McLean presented staff’s report stating that the item before Council
is a revision to the Council’s existing Fund Balance Policy which was
adopted by Resolution in 2011. In March 2019 the City Council received
the long-term financial forecast and in addition to the revenue expenditure
forecast there were a series of proactive policy decisions presented to the
City Council for future consideration, one of which was to revise the 2011
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AUGUST 20, 2019 PAGE 6 CITY COUNCIL
Fund Balance Policy by looking at it from the prism of today’s economic
conditions. The policy before the Council this evening contains a series of
provisions including: 1) the update to the Emergency Contingency Fund
amount to maintain no less than 25 percent of current expenditures and
transfers; 2) the OPEB Reserve and Trust Fund which sets aside dollars
to cover long term employee retirement benefit costs is proposed that the
cumulative total in the reserve and trust accounts be no less than 80
percent of the total OPEB liability as established in the most recent
actuarial report provided every two years; and, 3) Establish mandatory
minimum funding levels in three different “savings” accounts, the Building
Facility and Maintenance Fund, the Technology Reserve Fund and the
Vehicle Maintenance and Replacement Fund. This fund is based on the
anticipated cost, plus depreciation for maintenance and replacement of
the City’s fleet.
The second key piece in addition to the mandatory funding levels is to
establish formal direction to building funding levels in specific unrestricted
accounts to fund new projects at the end of the year. What is being
proposed is that if there is any surplus at the end of a given fiscal year that
money be set aside in certain accounts including the Park Development
Fund, Building Facility Maintenance Fund and the Unrestricted General
Fund Reserve. At the end of the year, 40 percent would go into the Park
Development Fund, 40 percent into the Building Facility Maintenance
Fund and 20 percent in the Unrestricted General Fund Reserve.
C/Low said she liked the concept. On the mandatory funding levels where
staff is suggesting that the building is no less than $100,000 and
technology is no less than $100,000, if in a given year if no portion of the
funds are used, do the funds roll over so that the balance accumulates or
is leveled at $100,000.
ACM/McLean said he should have noted in his presentation that the
Council retains discretion on how to retain these policies, so if the Council
chooses to adjust them it can. Staff’s recommendation is that when the
budget is put together, the mandatory minimum amount should be added
each year so that the funds are built up and accumulated. Staff is not
suggesting that if there is a minimum of $100,000 in the reserve account
that monies are not added to it. The point of the policy is to continue
building those funds so there is the ability to add new projects, programs
and services in the future.
C/Low said while she believes it is a great concept to maintain a building
fund for example, the other side of it would be that there is a fund being
built to the deprivation of other things which may need funding. Is there a
mechanism in place so that there are not excess funds sitting and
depriving General Fund expenditures and is the $100,000 amount what
the City reasonably expects to expend in a given year?
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ACM/McLean responded that the City expends considerably more than
$100,000 on an annual basis. For example, the recent HVAC equipment
purchase for City Hall cost more than $400,000. This is a mandatory
minimum amount the City continues to add to it in order to pay for those
ongoing costs that are anticipated. Many of the city’s facilities are aging
which means there will be more maintenance necessary as time moves
forward and it is important to keep those facilities up to the standard that
the City Council has established. Diamond Bar sees its facilities as high
quality and the expectation of the customer is that those facilities maintain
that high quality.
C/Low asked if as an example the accumulated funds would be used for
HVAC in that budget year or be taken from the General Fund.
ACM/McLean responded that the accumulated funds would be used to the
greatest extent available to pay for those maintenance costs and the point
of the fund would be to fund as many maintenance projects as possible.
C/Low said in that case, it would be not simply be a reserve fund, it would
be something the City would draw on.
ACM/McLean responded that C/Low was correct.
C/Chou agreed that it is fiscally prudent to set aside money when
possible. What happens if there is no surplus and the City runs a deficit.
ACM/McLean said the approach would be that as the budget is created
staff would budget accordingly per the Council’s policy. Again, Council
retains the ability in a fiscal emergency to adjust the policies it has
adopted so that if there is a situation in which funding is not available and
it would impact essential services such as Public Safety, the Council could
choose to adjust the policy.
M/Herrera applauded staff for being proactive in setting money aside
rather than having to take chunks of money out of the General Fund when
there is a need to repair or replace items. She believes the Council
should always be proactive and conservative in planning for the future.
C/Chou moved, C/Low seconded, to adopt Resolution No. 2019-36 as
revised. Motion carried by the following Roll Call vote:
AYES: COUNCIL MEMBERS: Chou, Low, MPT/Tye, M/Herrera
NOES: COUNCIL MEMBERS: None
ABSENT: COUNCIL MEMBERS: Lyons
9. COUNCIL SUBCOMMITTEE REPORTS AND MEETING ATTENDANCE
REPORTS/COUNCIL MEMBER COMMENTS:
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AUGUST 20, 2019 PAGE 8 CITY COUNCIL
C/Chou thanked CC/Cribbins for everything she has done for the City over the
past 30 years. She and her smile will be missed. This morning C/Chou attended
an update with Congressman Cisneros regarding the INFRA grant which
Diamond Bar did not receive. Congressman Cisneros indicated that he remains
committed to getting the funding through whatever means necessary including
earmarks.
C/Low said that it has been a pleasure having CC/Cribbins as the Diamond Bar
Clerk, doing the Council’s minutes and calling vote roll calls. C/Low said it has
been a pleasure working with her and wished her a well-earned and well-
deserved and wonderful retirement. Individuals who attend the Council meeting
and the speakers who spoke were very thoughtful and respectful which she
greatly appreciates. It was good to hear both sides of an issue and she respects
and appreciates their comments. School is in session and residents are urged to
drive carefully, especially during morning rush hour. Please leave home earlier
so you are not rushed. She wished everyone a Happy Labor Day weekend.
MPT/Tye reported that today he had been in Sacramento and had an
opportunity, along with Assemblyman Salas and Assemblyman Fong, to talk
about the California Public Utilities Commission’s wrongheaded idea that the use
of natural gas should be eliminated in the State of California. In April the
Diamond Bar City Council passed a resolution opposing the California Public
Utilities action. There needs to be a balanced approach because renewable
natural gas is an important component. MPT/Tye said that the City would miss
CC/Cribbins. It won’t be the same and CC/Cribbins is a gem. Godspeed and
have a wonderful retirement. Thanks to CC/Cribbins for 30 years of her best
efforts.
M/Herrera thanked MPT/Tye for going to Sacramento to speak with the
legislators because she is not happy that somebody up there is taking away her
freedom of choice about what kind of utility power she can have in her house.
She thanked Captain Reyes for his report on Public Safety which is a very, very
important item for residents. Unfortunately, the City is bissected by two major
freeways which makes it a big target for those who live in other cities to come to
Diamond Bar because they perceive this is an affluent community. Thanks to
Captain Reyes for talking about the Volunteer Patrol and Neighborhood Watch
and Business Watch, important programs in the City. Sadly, she doesn’t know
what the City will do without CC/Cribbins and, thanked her for her 30 years of
service.
ADJOURNMENT: With no further business to conduct, M/Herrera adjourned
the Regular City Council Meeting at 7:51 p.m. to September 17, 2019.
_____________________________________
RYAN MCLEAN, ACTING CITY CLERK
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AUGUST 20, 2019 PAGE 9 CITY COUNCIL
The foregoing minutes are hereby approved this 17th day of September, 2019.
CAROL HERRERA, MAYOR
6.1.a
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Agenda #: 6.2
Meeting Date: September 17, 2019
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: PARKS & RECREATION COMMISSION MINUTES FROM JUNE 20,
2019 AND JULY 25, 2019.
STRATEGIC
GOAL:
Open, Engaged & Responsive Government
RECOMMENDATION:
Receive and file the June 20, 2019 and July 25, 2019 meeting minutes.
FINANCIAL IMPACT:
None.
BACKGROUND/DISCUSSION:
It is the practice to provide the City Council with approved Commission meeting
minutes. The Parks & Recreation Commission minutes of June 20, 2019 and July 25,
2019 have been approved and are being transmitted to the Council for your information.
PREPARED BY:
REVIEWED BY:
6.2
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Attachments:
1. 6.2.a June 20, 2019
2. 6.2.b July 25, 2019
6.2
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6.2.a
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6.2.a
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6.2.a
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6.2.a
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6.2.a
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6.2.a
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6.2.b
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6.2.b
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6.2.b
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6.2.b
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6.2.b
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Agenda #: 6.3
Meeting Date: September 17, 2019
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: RATIFICATION OF CHECK REGISTER DATED AUGUST 15, 2019
THROUGH SEPTEMBER 11, 2019 TOTALING $1,654,647.00.
STRATEGIC
GOAL:
Responsible Stewardship of Public Resources
RECOMMENDATION:
Ratify the Check Register.
FINANCIAL IMPACT:
Expenditure of $1,654,647.00.
BACKGROUND/DISCUSSION:
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.
The attached check register containing checks dated August 15, 2019 through
September 11, 2019 totaling $1,654,647.00 is being presented for ratification. All
payments have been made in compliance with the City’s purchasing policies and
procedures, and have been reviewed and approved by the appropriate departmental
staff. The attached Affidavit affirms that the check register has been audited and
deemed accurate by the Finance Director.
PREPARED BY:
6.3
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REVIEWED BY:
Attachments:
1. 6.3.a Check Register Affidavit 9-17-2019
2. 6.3.b Check Register 9-17-2019
6.3
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6.3.a
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SUNGARD PENTAMATION INC PAGE NUMBER: 1DATE: 09/11/2019 CITY OF DIAMOND BAR ACCTPA21TIME: 10:15:32 CHECK REGISTER - DISBURSEMENT FUNDSELECTION CRITERIA: transact.ck_date between ’20190815 00:00:00.000’ and ’20190911 00:00:00.000’ACCOUNTING PERIOD: 3/20 FUND - 001 - GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME FUND/DIVISION -----DESCRIPTION------ SALES TAX AMOUNT10100 130311 08/21/19 55N5 55N5 001 REFUND-C/D DEPOSIT 0.00 500.0010100 130312 08/21/19 AARP AARP 0015350 AARP MATURE DRIVING 0.00 75.0010100 130313 08/21/19 AGUITOMA TOMAS AGUILAR 001 FACILITY REFUND-DBC 0.00 600.0010100 130314 08/21/19 ALVPRISC PRISCILLA ALVAREZ 001 FACILITY REFUND-PNTRA 0.00 125.0010100 130315 08/21/19 ASHRAFMO MOHAMMAD ASHRAF 001 FACILITY REFUND-DBC 0.00 750.0010100 130316 08/21/19 EVERGREE ROBYN A BECKWITH 0014093 PLANT MAINT-CITY HALL 0.00 325.0010100 130316 08/21/19 EVERGREE ROBYN A BECKWITH 0014093 PLANT MAINT-LIBRARY 0.00 107.0010100 130316 08/21/19 EVERGREE ROBYN A BECKWITH 0015333 PLANT MAINT-DBC 0.00 200.0010100 130316 08/21/19 EVERGREE ROBYN A BECKWITH 0015556 PLANT MAINT-HERITAGE 0.00 135.00TOTAL CHECK 0.00 767.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 ADMIN FEE-PR 18-33786 0.00 9.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 ADMIN FEE- PR 16-2461 0.00 9.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 ADMIN FEE-PR 16-2092 0.00 18.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 ADMIN FEE-PR 18-34552 0.00 36.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 ADMIN FEE-PR 17-20295 0.00 41.4010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 PROF.SVCS-PR 16-2461 0.00 50.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 PROF.SVCS-PR 18-33786 0.00 50.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 ADMIN FEE-PR 18-34552 0.00 54.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 PROF.SVCS-PR 16-2092 0.00 100.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 ADMIN FEE-PR 10-301 0.00 166.3210100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 ADMIN FEE-PR 12-2070 0.00 184.3210100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 PROF.SVCS-PL 17-169 0.00 200.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 PROF.SVCS-PR 18-34552 0.00 200.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 ADMIN FEE-PR 17-0288 0.00 202.3210100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 PROF.SVCS-PR 17-20295 0.00 230.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 PROF.SVCS-PR 18-34552 0.00 300.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 ADMIN FEE-PR 17-886 0.00 406.8010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 PROF.SVCS-PR 10-301 0.00 924.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 PROF.SVCS-PR 12-2070 0.00 1,024.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 PROF.SVCS-PR 17-0288 0.00 1,124.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 PROF.SVCS-PL 17-169 0.00 1,700.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 PROFS.SVCS-PR 17-886 0.00 2,260.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 ADMIN FEE-PR 17-886 0.00 -406.8010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 ADMIN FEE-PR 17-0288 0.00 -202.3210100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 ADMIN FEE-PR 12-2070 0.00 -184.3210100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 ADMIN FEE-PR 10-301 0.00 -166.3210100 130317 08/21/19 PENCOENG CANNON CORPORATION 2505310 ENG SVCS-PANTERA PK 0.00 319.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 0015551 PROF.SVCS-PLAN CHECK 0.00 245.4610100 130317 08/21/19 PENCOENG CANNON CORPORATION 0015551 PROF.SVCS-PLAN CHECK 0.00 277.6010100 130317 08/21/19 PENCOENG CANNON CORPORATION 0015551 PROF.SVCS-PLAN CHECK 0.00 326.9810100 130317 08/21/19 PENCOENG CANNON CORPORATION 0015551 PROF.SVCS-PLAN CHECK 0.00 335.1310100 130317 08/21/19 PENCOENG CANNON CORPORATION 0015551 PROF.SVCS-PLAN CHECK 0.00 392.0210100 130317 08/21/19 PENCOENG CANNON CORPORATION 0015551 PROF.SVCS-PLAN CHECK 0.00 533.1110100 130317 08/21/19 PENCOENG CANNON CORPORATION 0015551 ENG SVCS-MAPLE HILL 0.00 800.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 0015551 ENG SVCS-MAPLE HILL 0.00 800.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 0015551 ENG SVCS-MAPLE HILL 0.00 1,040.006.3.bPacket Pg. 43
SUNGARD PENTAMATION INC PAGE NUMBER: 2DATE: 09/11/2019 CITY OF DIAMOND BAR ACCTPA21TIME: 10:15:32 CHECK REGISTER - DISBURSEMENT FUNDSELECTION CRITERIA: transact.ck_date between ’20190815 00:00:00.000’ and ’20190911 00:00:00.000’ACCOUNTING PERIOD: 3/20 FUND - 001 - GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME FUND/DIVISION -----DESCRIPTION------ SALES TAX AMOUNT10100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 ADMIN FEE-PR 18-34552 0.00 -54.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 ADMIN FEE-PR 17-20295 0.00 -41.4010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 ADMIN FEE-PR 18-34552 0.00 -36.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 ADMIN FEE-PR 16-2092 0.00 -18.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 ADMIN FEE-PR 16-2461 0.00 -9.0010100 130317 08/21/19 PENCOENG CANNON CORPORATION 001 ADMIN FEE-PR 18-33786 0.00 -9.00TOTAL CHECK 0.00 13,231.3010100 130318 08/21/19 CHANJACK JACKSON CHAN 001 FACILITY REFUND-PNTRA 0.00 100.0010100 130319 08/21/19 CHOUAND ANDREW B CHOU 001 FACILITY REFUND-REAGA 0.00 100.0010100 130320 08/21/19 REINBERG CNC PRINTWERKS 0014030 BUS CARDS-SANTOS 0.00 86.5110100 130321 08/21/19 COMMROOF COMMERCIAL ROOFING SYSTE 250 RETENTIONS PAYABLE 0.00 -3,231.2510100 130321 08/21/19 COMMROOF COMMERCIAL ROOFING SYSTE 2505556 ROOF REHAB-DBC 0.00 64,625.00TOTAL CHECK 0.00 61,393.7510100 130322 08/21/19 ELLAHISE SEHAR ELLAHI 001 FACILITY REFUND-DBC 0.00 750.0010100 130323 08/21/19 FEDEX FEDEX 001 EXPRESS MAIL-PL 19-85 0.00 87.4010100 130323 08/21/19 FEDEX FEDEX 0014030 EXPRESS MAIL-GENERAL 0.00 19.9010100 130323 08/21/19 FEDEX FEDEX 001 EXPRESS MAIL-PL 18-92 0.00 36.32TOTAL CHECK 0.00 143.6210100 130324 08/21/19 FECOFDB FIRST EVANGELICAL CHURCH 001 FACILITY REFUND-PNTRA 0.00 100.0010100 130325 08/21/19 FRANCHIS FRANCHISE TAX BOARD 001 WITHHOLDING ORDER 0.00 177.5010100 130326 08/21/19 GEOPLAST GEO PLASTICS 1605516 CONTAINERS-USED OIL 0.00 2,802.5710100 130327 08/21/19 GJSINC GUARANTEED JANITORIAL SE 0015556 JANITORIAL SVCS-JULY 0.00 756.0010100 130327 08/21/19 GJSINC GUARANTEED JANITORIAL SE 0015556 JANITORIAL SVCS-PARKS 0.00 2,450.0010100 130327 08/21/19 GJSINC GUARANTEED JANITORIAL SE 0015333 JANITORIAL SVCS-DBC 0.00 5,400.0010100 130327 08/21/19 GJSINC GUARANTEED JANITORIAL SE 0014093 JANITORIAL SVCS-C/HLL 0.00 8,724.00TOTAL CHECK 0.00 17,330.0010100 130328 08/21/19 HLCHARTE H & L CHARTER CO INC 1125350 TRANS-EXCURSION 7/3+ 0.00 742.5010100 130328 08/21/19 HLCHARTE H & L CHARTER CO INC 1125350 TRANS-EXCURSION 7/24 0.00 1,017.50TOTAL CHECK 0.00 1,760.0010100 130329 08/21/19 HARPER&B HARPER & BURNS LLP 0014020 LEGAL SVCS-JULY 2019 0.00 1,300.0010100 130330 08/21/19 HDLCOREN HDL COREN & CONE 0014050 CAFR REPORTS-FY 18/19 0.00 745.0010100 130331 08/21/19 HRGREENP HR GREEN PACIFIC INC 0015551 PROF.SVCS-PLAN REVIEW 0.00 544.3110100 130331 08/21/19 HRGREENP HR GREEN PACIFIC INC 0015551 CONSULTANT SVCS-JUNE 0.00 11,440.0010100 130331 08/21/19 HRGREENP HR GREEN PACIFIC INC 001 ADMIN FEE-PR 19-997 0.00 -109.8910100 130331 08/21/19 HRGREENP HR GREEN PACIFIC INC 001 PROF.SVCS-PL 19-997 0.00 610.5010100 130331 08/21/19 HRGREENP HR GREEN PACIFIC INC 001 ADMIN FEE-PR 19-997 0.00 109.89TOTAL CHECK 0.00 12,594.816.3.bPacket Pg. 44
SUNGARD PENTAMATION INC PAGE NUMBER: 3DATE: 09/11/2019 CITY OF DIAMOND BAR ACCTPA21TIME: 10:15:32 CHECK REGISTER - DISBURSEMENT FUNDSELECTION CRITERIA: transact.ck_date between ’20190815 00:00:00.000’ and ’20190911 00:00:00.000’ACCOUNTING PERIOD: 3/20 FUND - 001 - GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME FUND/DIVISION -----DESCRIPTION------ SALES TAX AMOUNT10100 130332 08/21/19 IVDB INLAND VALLEY DAILY BULL 001 LEGAL ADS-PL 2019-62 0.00 634.2010100 130332 08/21/19 IVDB INLAND VALLEY DAILY BULL 001 LEGAL ADS-PL 2018-22 0.00 564.4810100 130332 08/21/19 IVDB INLAND VALLEY DAILY BULL 0014030 LEGAL ADS-NOT TO BIDS 0.00 388.52TOTAL CHECK 0.00 1,587.2010100 130333 08/21/19 JOHNSONK KEITH E JOHNSON 0015350 D.J. SVCS-8/15/19 0.00 350.0010100 130333 08/21/19 JOHNSONK KEITH E JOHNSON 0015350 D.J. SVCS-7/18/19 0.00 350.00TOTAL CHECK 0.00 700.0010100 130334 08/21/19 JONESKEV KEVIN D JONES 0015551 CONSULTANT SVCS-JUL 0.00 4,000.0010100 130335 08/21/19 LANDSEND LANDS’ END INC 0015333 SHIRTS/JACKETS-REC 0.00 1,000.0010100 130335 08/21/19 LANDSEND LANDS’ END INC 0015350 SHIRTS/JACKETS-REC 0.00 3,082.03TOTAL CHECK 0.00 4,082.0310100 130336 08/21/19 LEWISENG LEWIS ENGRAVING INC. 0014030 CITY TILE-CRIBBINS 0.00 19.8510100 130337 08/21/19 LIEBERTC LIEBERT CASSIDY WHITMORE 0014020 LEGAL SVCS-H/R 0.00 228.0010100 130338 08/21/19 LAEASSOC LOCAL AGENCY ENGINEERING 0015551 CONSULTING SVCS-JUL 0.00 21,600.0010100 130339 08/21/19 LACMTA LOS ANGELES COUNTY MTA 1125553 MTA PASSES-AUG 2019 0.00 704.0010100 130339 08/21/19 LACMTA LOS ANGELES COUNTY MTA 1125553 CITY SUBSIDY-AUG 2019 0.00 176.0010100 130339 08/21/19 LACMTA LOS ANGELES COUNTY MTA 1125553 MTA PASSES-SR AUG 19 0.00 63.0010100 130339 08/21/19 LACMTA LOS ANGELES COUNTY MTA 1125553 CITY SUBSIDY-SR AUG 0.00 63.00TOTAL CHECK 0.00 1,006.0010100 130340 08/21/19 MAYMARBU MAYMAR BUILDERS INC 001 REFUND-C/D DEPOSIT 0.00 250.0010100 130341 08/21/19 JIFFYLUB MY FLEET CENTER 5204090 VEH MAINT-P/WORKS 0.00 41.6610100 130342 08/21/19 OFFICESO OFFICE SOLUTIONS 0014093 SUPPLIES-CITY HALL 0.00 45.2610100 130342 08/21/19 OFFICESO OFFICE SOLUTIONS 0014060 SUPPLIES-H/R 0.00 41.0910100 130342 08/21/19 OFFICESO OFFICE SOLUTIONS 0015210 SUPPLIES-PLNG/BLDG 0.00 62.9510100 130342 08/21/19 OFFICESO OFFICE SOLUTIONS 0015556 SUPPLIES-PKS/FACILITY 0.00 183.9910100 130342 08/21/19 OFFICESO OFFICE SOLUTIONS 0015333 SUPPLIES-DBC 0.00 188.6810100 130342 08/21/19 OFFICESO OFFICE SOLUTIONS 0014050 SUPPLIES-FINANCE 0.00 312.2710100 130342 08/21/19 OFFICESO OFFICE SOLUTIONS 0015350 SUPPLIES-RECREATION 0.00 320.4110100 130342 08/21/19 OFFICESO OFFICE SOLUTIONS 0014030 SUPPLIES-CMGR 0.00 1,957.44TOTAL CHECK 0.00 3,112.0910100 130343 08/21/19 PCYAO PACIFIC CREST YOUTH ARTS 0114010 CHARITY GOLF SPONSOR 0.00 1,000.0010100 130344 08/21/19 PALACIOR PALACIO ROOFING 001 REFUND-C/D DEPOSIT 0.00 650.0010100 130345 08/21/19 PAPERREC PAPER RECYCLING & SHREDD 1155515 PAPER RECYCLING-C/HLL 0.00 40.0010100 130345 08/21/19 PAPERREC PAPER RECYCLING & SHREDD 1155515 PAPER RECYCLING-C/HLL 0.00 55.0010100 130345 08/21/19 PAPERREC PAPER RECYCLING & SHREDD 1155515 PAPER RECYCLING-C/HLL 0.00 55.0010100 130345 08/21/19 PAPERREC PAPER RECYCLING & SHREDD 1155515 SHREDDING DAY-C/HALL 0.00 104.00TOTAL CHECK 0.00 254.0010100 130346 08/21/19 PUBLICST PUBLIC STORAGE #23051 0014030 STORAGE RENTAL-SEPT 0.00 457.006.3.bPacket Pg. 45
SUNGARD PENTAMATION INC PAGE NUMBER: 4DATE: 09/11/2019 CITY OF DIAMOND BAR ACCTPA21TIME: 10:15:32 CHECK REGISTER - DISBURSEMENT FUNDSELECTION CRITERIA: transact.ck_date between ’20190815 00:00:00.000’ and ’20190911 00:00:00.000’ACCOUNTING PERIOD: 3/20 FUND - 001 - GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME FUND/DIVISION -----DESCRIPTION------ SALES TAX AMOUNT10100 130347 08/21/19 RTSC REGIONAL TAP SERVICE CEN 1125553 COMMISSION-JULY 19 0.00 -642.2110100 130347 08/21/19 RTSC REGIONAL TAP SERVICE CEN 1125553 REFUND-JULY 0.00 -195.0010100 130347 08/21/19 RTSC REGIONAL TAP SERVICE CEN 1125553 CITY SUBSIDY-JULY 19 0.00 4,260.4010100 130347 08/21/19 RTSC REGIONAL TAP SERVICE CEN 1125553 TAP SVCS-JULY 19 REG 0.00 17,041.6010100 130347 08/21/19 RTSC REGIONAL TAP SERVICE CEN 1125553 TAP SVCS-SR JULY 19 0.00 150.0010100 130347 08/21/19 RTSC REGIONAL TAP SERVICE CEN 1125553 CITY SUBSIDY-SR JULY 0.00 150.00TOTAL CHECK 0.00 20,764.7910100 130348 08/21/19 SGVCMA SAN GABRIEL VALLEY C/MGR 0014030 MEMBERSHIP DUES 0.00 55.0010100 130349 08/21/19 SAYREDIN DINAH MEDINA SAYRE 001 FACILITY REFUND-S/CYN 0.00 100.0010100 130350 08/21/19 SHEPPARD SHEPPARD, MULLIN, RICHTE 0014020 LEGAL SVCS-T/HERMANOS 0.00 59,853.7110100 130351 08/21/19 SINGJAGJ JAGJIT SINGH 001 FACILITY REFUND-DBC 0.00 37.5010100 130351 08/21/19 SINGJAGJ JAGJIT SINGH 001 FACILITY REFUND-DBC 0.00 1,250.00TOTAL CHECK 0.00 1,287.5010100 130352 08/21/19 SCAQMD SO COAST AIR QUALITY MGT 0014030 FACILITY RENTAL-SEPT 0.00 2,377.3610100 130353 08/21/19 SOCIALVO SOCIAL VOCATIONAL SERVIC 0015558 MAINT AND LITTER RMVL 0.00 2,575.0010100 130354 08/21/19 SCE SOUTHERN CALIFORNIA EDIS 1385538 ELECT SVCS-DIST 38 0.00 10.7210100 130354 08/21/19 SCE SOUTHERN CALIFORNIA EDIS 1385538 ELECT SVCS-DIST 38 0.00 11.3510100 130354 08/21/19 SCE SOUTHERN CALIFORNIA EDIS 0015556 ELECT SVCS-T/CONTROL 0.00 16.9210100 130354 08/21/19 SCE SOUTHERN CALIFORNIA EDIS 1385538 ELECT SVCS-DIST 38 0.00 31.2010100 130354 08/21/19 SCE SOUTHERN CALIFORNIA EDIS 1415541 ELECT SVCS-DIST 41 0.00 22.0810100 130354 08/21/19 SCE SOUTHERN CALIFORNIA EDIS 0014093 ELECT SVCS-CITY HALL 0.00 14,789.09TOTAL CHECK 0.00 14,881.3610100 130355 08/21/19 SPARKLET SPARKLETTS 0014030 EQ RENTAL-AUG 2019 0.00 3.9910100 130355 08/21/19 SPARKLET SPARKLETTS 0014030 WATER SUPPLIES-C/HALL 0.00 350.18TOTAL CHECK 0.00 354.1710100 130356 08/21/19 TYESTEVE STEVE TYE 0014010 REIMB-ICSC CONF 0.00 101.6410100 130357 08/21/19 TASC TASC 0014060 FLEX ADMIN SVCS-HR 0.00 125.2410100 130358 08/21/19 SCGAS THE GAS COMPANY 0015333 GAS SVCS-DBC 0.00 313.1910100 130358 08/21/19 SCGAS THE GAS COMPANY 0015556 GAS SVCS-HERITAGE 0.00 28.7410100 130358 08/21/19 SCGAS THE GAS COMPANY 0014093 GAS SVCS-CITY HALL 0.00 36.99TOTAL CHECK 0.00 378.9210100 130359 08/21/19 SGVT THE SAN GABRIEL VALLEY N 1415541 LEGAL ADS-ASSESSMENTS 0.00 2,630.0010100 130359 08/21/19 SGVT THE SAN GABRIEL VALLEY N 1395539 LEGAL ADS-ASSESSMENTS 0.00 1,400.0010100 130359 08/21/19 SGVT THE SAN GABRIEL VALLEY N 0014030 LEGAL ADS-NOTICES BID 0.00 416.0010100 130359 08/21/19 SGVT THE SAN GABRIEL VALLEY N 001 LEGAL ADS-PL 2018-222 0.00 572.0010100 130359 08/21/19 SGVT THE SAN GABRIEL VALLEY N 001 LEGAL ADS-PL 219-062 0.00 575.00TOTAL CHECK 0.00 5,593.0010100 130360 08/21/19 TISCAREN TISCARENO’S CATERING 0015350 SR DANCE LUAU-DBC 0.00 1,782.456.3.bPacket Pg. 46
SUNGARD PENTAMATION INC PAGE NUMBER: 5DATE: 09/11/2019 CITY OF DIAMOND BAR ACCTPA21TIME: 10:15:32 CHECK REGISTER - DISBURSEMENT FUNDSELECTION CRITERIA: transact.ck_date between ’20190815 00:00:00.000’ and ’20190911 00:00:00.000’ACCOUNTING PERIOD: 3/20 FUND - 001 - GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME FUND/DIVISION -----DESCRIPTION------ SALES TAX AMOUNT10100 130361 08/21/19 JACKSONS TRADITIONAL AUTO SUPPLY 5205554 VEH MAINT SVCS-P/WKS 0.00 336.6710100 130362 08/21/19 TRIFYTTS TRIFYTT SPORTS LLC 0015350 CONTRACT CLASS-SUMMER 0.00 4,881.6010100 130363 08/21/19 VIDIFLOL VIDIFLO LLC 0014095 FIELD ENG SVCS-AUG 19 0.00 400.0010100 130364 08/21/19 GRAINGER W.W. GRAINGER INC. 0014093 SUPPLIES-CITY HALL 0.00 76.7110100 130365 08/21/19 WVWATER WALNUT VALLEY WATER DIST 1415541 WATER SVCS-DIST 41 0.00 6,017.0410100 130365 08/21/19 WVWATER WALNUT VALLEY WATER DIST 0015556 WATER SVCS-PARKS 0.00 2,961.61TOTAL CHECK 0.00 8,978.6510100 130366 08/21/19 WAXIESAN WAXIE SANITARY SUPPLY 0015556 SUPPLIES-HERITAGE 0.00 113.8810100 130366 08/21/19 WAXIESAN WAXIE SANITARY SUPPLY 0015333 SUPPLIES-DBC 0.00 375.7310100 130366 08/21/19 WAXIESAN WAXIE SANITARY SUPPLY 0014093 SUPPLIES-CITY HALL 0.00 666.60TOTAL CHECK 0.00 1,156.2110100 130367 08/21/19 WESTCOAS WEST COAST ARBORISTS INC 0015558 TREE WATERING SVCS 0.00 1,020.0010100 130367 08/21/19 WESTCOAS WEST COAST ARBORISTS INC 0015558 TREE MAINT SVCS-JULY 0.00 7,574.50TOTAL CHECK 0.00 8,594.5010100 130368 08/21/19 WOODRUFF WOODRUFF SPRADLIN & SMAR 0014020 LEGAL SVCS-CMGR 0.00 2,990.0010100 130368 08/21/19 WOODRUFF WOODRUFF SPRADLIN & SMAR 0014020 LEGAL SVCS-COMM DEV 0.00 4,553.6510100 130368 08/21/19 WOODRUFF WOODRUFF SPRADLIN & SMAR 0014020 LEGAL SVCS-P/WORKS 0.00 1,288.0010100 130368 08/21/19 WOODRUFF WOODRUFF SPRADLIN & SMAR 001 LEGAL SVCS-MILLENNIUM 0.00 18,712.1310100 130368 08/21/19 WOODRUFF WOODRUFF SPRADLIN & SMAR 0014020 LEGAL SVCS-COMM SVCS 0.00 253.0010100 130368 08/21/19 WOODRUFF WOODRUFF SPRADLIN & SMAR 0014020 LEGAL SVCS-T/HERMANOS 0.00 92.0010100 130368 08/21/19 WOODRUFF WOODRUFF SPRADLIN & SMAR 0014020 LEGAL SVCS-H/R 0.00 46.0010100 130368 08/21/19 WOODRUFF WOODRUFF SPRADLIN & SMAR 001 LEGAL SVCS-PL 18-242 0.00 460.0010100 130368 08/21/19 WOODRUFF WOODRUFF SPRADLIN & SMAR 001 LEGAL SVCS-PL 19-62 0.00 506.0010100 130368 08/21/19 WOODRUFF WOODRUFF SPRADLIN & SMAR 001 LEGAL SVCS-PL 17-169 0.00 1,196.0010100 130368 08/21/19 WOODRUFF WOODRUFF SPRADLIN & SMAR 0014020 LEGAL SVCS-COUNCIL 0.00 966.00TOTAL CHECK 0.00 31,062.7810100 130369 08/21/19 YANEZADR ADRIANA YANEZ 001 FACILITY REFUND-DBC 0.00 1,250.0010100 130370 08/21/19 YMCAORAN YMCA OF ORANGE COUNTY 0015350 EXCURSION-DAY CAMP 0.00 156.0010100 130371 08/21/19 ZOUBTSOF SERGUEI ZOUBTSOFF 001 FACILITY REFUND-S/CYN 0.00 600.0010100 130372 08/28/19 AFLAC AFLAC 001 AUG 19-SUPP INS PREM 0.00 2,675.7910100 130373 08/28/19 AMERICOM AMERICOMP GROUP 0014070 TONER FOR PRINTERS 0.00 580.3210100 130374 08/28/19 KUMARARO ARUN KUMAR ARORA 001 RECREATION REFUND 0.00 35.0010100 130375 08/28/19 BALDWINC CAROLE BALDWIN 0015350 CONTRACT CLASS-SUMMER 0.00 317.4010100 130376 08/28/19 BULLSEYE BULLSEYE TELECOM INC 0014070 PH.SVCS-HERITAGE PK 0.00 320.6510100 130376 08/28/19 BULLSEYE BULLSEYE TELECOM INC 0014070 PH.SVCS-DBC 0.00 453.1010100 130376 08/28/19 BULLSEYE BULLSEYE TELECOM INC 0014070 PH.SVCS-CITY HALL 0.00 701.836.3.bPacket Pg. 47
SUNGARD PENTAMATION INC PAGE NUMBER: 6DATE: 09/11/2019 CITY OF DIAMOND BAR ACCTPA21TIME: 10:15:32 CHECK REGISTER - DISBURSEMENT FUNDSELECTION CRITERIA: transact.ck_date between ’20190815 00:00:00.000’ and ’20190911 00:00:00.000’ACCOUNTING PERIOD: 3/20 FUND - 001 - GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME FUND/DIVISION -----DESCRIPTION------ SALES TAX AMOUNT10100 130376 08/28/19 BULLSEYE BULLSEYE TELECOM INC 0014070 PH.SVCS-PANTERA PK 0.00 50.34TOTAL CHECK 0.00 1,525.9210100 130377 08/28/19 CMTA CALIFORNIA MUNICIPAL TRE 0014050 ANNUAL DUES-FY 19/20 0.00 95.0010100 130378 08/28/19 CDW-G CDW GOVERNMENT 0014070 COMP MAINT-I.T. 0.00 3,308.0510100 130379 08/28/19 CEMCONST CEM CONSTRUCTION CORPS 250 RETENTIONS PAYABLE 0.00 -3,125.0010100 130379 08/28/19 CEMCONST CEM CONSTRUCTION CORPS 2505556 CONSTRUCTION-S/CYN PK 0.00 62,500.00TOTAL CHECK 0.00 59,375.0010100 130380 08/28/19 CHUNGWAN WANSEO CHUNG 0015350 CONTRACT CLASS-SUMMER 0.00 187.2010100 130381 08/28/19 COMMDEVE LA COUNTY DEVELOPMENT AU 125 HIP LOAN REPAYMENT 0.00 7,330.0010100 130382 08/28/19 DAPEERRO DAPEER ROSENBLIT & LITVA 0014020 LEGAL FEES-JULY 2019 0.00 110.1010100 130383 08/28/19 DAVIDEVA DAVID EVANS AND ASSOCIAT 2505510 LNDSCAPE-GRAND/G/SPRG 0.00 1,371.9010100 130384 08/28/19 DAYNITEC DAY & NITE COPY CENTER 0015510 PRINT SVCS-PLANS/SPEC 0.00 141.7710100 130385 08/28/19 DELTADEN DELTA DENTAL 001 DENTAL PREM PPO-SEPT 0.00 4,584.1410100 130386 08/28/19 DELTACAR DELTA DENTAL INSURANCE C 001 DENTAL PREM HMO-SEPT 0.00 364.1010100 130387 08/28/19 DENNISCA CAROL A DENNIS 0014030 PROF.SVCS-CNCL MTG 0.00 125.0010100 130388 08/28/19 DMPR4LLC DMPR 4 LLC 0014030 STORAGE RENTAL-SEPT 0.00 1,614.0010100 130389 08/28/19 GATESEDU GATES EDUCATION INC 001 DEP REFUND-PL 14-0114 0.00 1,913.0810100 130390 08/28/19 GRAFFITI GRAFFITI CONTROL SYSTEMS 0015230 GRAFFITI REMOVAL SVCS 0.00 3,025.0010100 130391 08/28/19 GREENHAL GREEN HALO SYSTEMS INC 1155515 QTRLY SVCS FEES 0.00 801.0010100 130392 08/28/19 GREENEME MELANIE GREENE 001 RECREATION REFUND 0.00 105.0010100 130393 08/28/19 HARDYHAR HARDY & HARPER INC 0015554 RD MAINT SVCS-DBB/HVL 0.00 713.0010100 130394 08/28/19 JIVECOMM JIVE COMMUNICATIONS INC 0014070 NEW CITY PH SYS-JUL/A 0.00 4,843.9810100 130395 08/28/19 JOEGONSA JOE A. GONSALVES & SON I 0014030 LEGISLATIVE SVCS-SEPT 0.00 3,000.0010100 130396 08/28/19 KIMLEYHO KIMLEY HORN AND ASSOCIAT 2505510 ADAPTIVE T/CONTROL SY 0.00 7,660.1210100 130397 08/28/19 LEARNING LEARNING RESOURCES NETWO 0015350 WEBINAR SUMMER CAMP 0.00 299.0010100 130398 08/28/19 MAGICALS MAGICAL STEPS ACADEMY 0015350 CONTRACT CLASS-SUMMER 0.00 1,056.0010100 130399 08/28/19 MANAGEDH MANAGED HEALTH NETWORK 001 EAP PREMIUM-SEPT 2019 0.00 141.6010100 130400 08/28/19 KIDZLOVE NORTH AMERICAN YOUTH ACT 0015350 CONTRACT CLASS-SUMMER 0.00 1,137.606.3.bPacket Pg. 48
SUNGARD PENTAMATION INC PAGE NUMBER: 7DATE: 09/11/2019 CITY OF DIAMOND BAR ACCTPA21TIME: 10:15:32 CHECK REGISTER - DISBURSEMENT FUNDSELECTION CRITERIA: transact.ck_date between ’20190815 00:00:00.000’ and ’20190911 00:00:00.000’ACCOUNTING PERIOD: 3/20 FUND - 001 - GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME FUND/DIVISION -----DESCRIPTION------ SALES TAX AMOUNT10100 130401 08/28/19 NORTHERN NORTHERN SAFETY CO 0015554 SUPPLIES-RD MAINT 0.00 147.4110100 130402 08/28/19 SCE SOUTHERN CALIFORNIA EDIS 0015554 ELECT SVCS-T/CONTROL 0.00 156.0110100 130402 08/28/19 SCE SOUTHERN CALIFORNIA EDIS 0015554 ELECT SVCS-T/CONTROL 0.00 161.5810100 130402 08/28/19 SCE SOUTHERN CALIFORNIA EDIS 0015554 ELECT SVCS-T/CONTROL 0.00 106.3110100 130402 08/28/19 SCE SOUTHERN CALIFORNIA EDIS 0015554 ELECT SVCS-T/CONTROL 0.00 113.2010100 130402 08/28/19 SCE SOUTHERN CALIFORNIA EDIS 0015554 ELECT SVCS-T/CONTROL 0.00 326.8110100 130402 08/28/19 SCE SOUTHERN CALIFORNIA EDIS 0015554 ELECT SVCS-T/CONTROL 0.00 394.7810100 130402 08/28/19 SCE SOUTHERN CALIFORNIA EDIS 0015554 ELECT SVCS-T/CONTROL 0.00 428.0310100 130402 08/28/19 SCE SOUTHERN CALIFORNIA EDIS 0015554 ELECT SVCS-T/CONTROL 0.00 2,218.6910100 130402 08/28/19 SCE SOUTHERN CALIFORNIA EDIS 0015556 ELECT SVCS-T/CONTROL 0.00 58.1510100 130402 08/28/19 SCE SOUTHERN CALIFORNIA EDIS 0015554 LATE FEES 0.00 0.4910100 130402 08/28/19 SCE SOUTHERN CALIFORNIA EDIS 0015554 LATE FEES 0.00 0.5710100 130402 08/28/19 SCE SOUTHERN CALIFORNIA EDIS 0015554 LATE FEES 0.00 0.7910100 130402 08/28/19 SCE SOUTHERN CALIFORNIA EDIS 0015554 LATE FEES 0.00 2.4110100 130402 08/28/19 SCE SOUTHERN CALIFORNIA EDIS 1385538 ELECT SVCS-DIST 38 0.00 10.55TOTAL CHECK 0.00 3,978.3710100 130403 08/28/19 STANDARD STANDARD INSURANCE COMPA 001 AUG 19-STD/LTD INS PR 0.00 1,989.7410100 130403 08/28/19 STANDARD STANDARD INSURANCE COMPA 001 AUG 19-SUPP LIFE INS 0.00 789.0010100 130403 08/28/19 STANDARD STANDARD INSURANCE COMPA 001 AUG 19-LIFE INS PREM 0.00 927.78TOTAL CHECK 0.00 3,706.5210100 130404 08/28/19 STONEFIR STONEFIRE GRILL 0015350 DINNER-WESTERN DANCE 0.00 1,433.9210100 130405 08/28/19 TAMSIUKI SIU KI TAM 0015350 CONTRACT CLASS-SUMMER 0.00 936.0010100 130406 08/28/19 TENNISAN TENNIS ANYONE INC 0015350 CONTRACT CLASS-SUMMER 0.00 3,835.2310100 130407 08/28/19 TRANCHAR TRANSPORTATION CHARTER S 1125350 EXCURSION-DAY CAMP 0.00 2,100.0010100 130407 08/28/19 TRANCHAR TRANSPORTATION CHARTER S 1125350 EXCURSION-DAY CAMP 0.00 2,170.0010100 130407 08/28/19 TRANCHAR TRANSPORTATION CHARTER S 1125350 EXCURSION-DAY CAMP 0.00 2,380.0010100 130407 08/28/19 TRANCHAR TRANSPORTATION CHARTER S 1125350 EXCURSION-DAY CAMP 0.00 2,660.0010100 130407 08/28/19 TRANCHAR TRANSPORTATION CHARTER S 1125350 EXCURSION-DAY CAMP 0.00 2,660.00TOTAL CHECK 0.00 11,970.0010100 130408 08/28/19 VSP VISION SERVICE PLAN 001 VISION PREMIUM-SEPT 0.00 1,923.3910100 130409 08/28/19 WRIGHTP PAUL WRIGHT 0014030 A/V SVCS-CNCL MTG 0.00 475.0010100 130410 09/03/19 KNOWLES KNOWLES SECURITY INC 0015333 SECURITY GUARD SVCS 0.00 4,739.5010100 130411 09/05/19 FRANCHIS FRANCHISE TAX BOARD 001 P/R WITHHOLDING ORDER 0.00 177.5010100 130412 09/11/19 3SISECUR 3SI SECURITY SYSTEMS 0014411 SHERIFF GRP TRACKERS 0.00 216.0010100 130413 09/11/19 ABSOSECU ABSOLUTE SECURITY INTERN 0015333 SECURITY GUARD SVCS 0.00 2,106.2510100 130414 09/11/19 AOS ADVANCED OFFICE 0014070 REPAIR SVCS-COPIER 0.00 118.6910100 130414 09/11/19 AOS ADVANCED OFFICE 0014070 COPY SVCS-JUN/JUL 19 0.00 626.9210100 130414 09/11/19 AOS ADVANCED OFFICE 0014070 COPY SVCS-JUL/AUG 19 0.00 637.096.3.bPacket Pg. 49
SUNGARD PENTAMATION INC PAGE NUMBER: 8DATE: 09/11/2019 CITY OF DIAMOND BAR ACCTPA21TIME: 10:15:32 CHECK REGISTER - DISBURSEMENT FUNDSELECTION CRITERIA: transact.ck_date between ’20190815 00:00:00.000’ and ’20190911 00:00:00.000’ACCOUNTING PERIOD: 3/20 FUND - 001 - GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME FUND/DIVISION -----DESCRIPTION------ SALES TAX AMOUNTTOTAL CHECK 0.00 1,382.7010100 130415 09/11/19 AGUINALD ERICKSON AGUINALDO 001 FACILITY REFUND-DBC 0.00 750.0010100 130416 09/11/19 AMERICOM AMERICOMP GROUP 0014070 TONER FOR PRINTERS 0.00 800.4110100 130416 09/11/19 AMERICOM AMERICOMP GROUP 0014070 TRANSFER KIT-I.T. 0.00 546.41TOTAL CHECK 0.00 1,346.8210100 130417 09/11/19 ANGELSON ANGELS ON THE FRONTLINE 001 FACILITY REFUND-DBC 0.00 500.0010100 130418 09/11/19 ARAGOMAR MARIA DEL CARMEN ARAGO 001 REFUND-C/D DEPOSIT 0.00 250.0010100 130419 09/11/19 BEARSTAT BEAR STATE AIR CONDITION 0015333 MAINT SVCS-DBC 0.00 3,665.0010100 130420 09/11/19 EVERGREE ROBYN A BECKWITH 0014093 PLANT MAINT-CITY HALL 0.00 325.0010100 130420 09/11/19 EVERGREE ROBYN A BECKWITH 0014093 PLANT MAINT-LIBRARY 0.00 107.0010100 130420 09/11/19 EVERGREE ROBYN A BECKWITH 0015333 PLANT MAINT-DBC 0.00 200.0010100 130420 09/11/19 EVERGREE ROBYN A BECKWITH 0015556 PLANT MAINT-HERITAGE 0.00 135.00TOTAL CHECK 0.00 767.0010100 130421 09/11/19 BESTLTG BEST LIGHTING PRODUCTS 1385538 MAINT SVCS-DIST 38 0.00 153.8510100 130421 09/11/19 BESTLTG BEST LIGHTING PRODUCTS 0014093 MAINT SVCS-CITY HALL 0.00 192.9310100 130421 09/11/19 BESTLTG BEST LIGHTING PRODUCTS 0015333 MAINT SVCS-DBC 0.00 235.2110100 130421 09/11/19 BESTLTG BEST LIGHTING PRODUCTS 0015556 MAINT SVCS-PARKS 0.00 953.83TOTAL CHECK 0.00 1,535.8210100 130422 09/11/19 BIOCONTR BIO CONTRACTORS INC 1155515 AD-SMART GARDENING 0.00 691.4110100 130423 09/11/19 VALLEYCR BRIGHTVIEW LANDSCAPE SER 0015556 ADDL LANDSCAPE-PTRSON 0.00 331.2810100 130423 09/11/19 VALLEYCR BRIGHTVIEW LANDSCAPE SER 0015556 ADDL LANDSCAPE-PTRSON 0.00 608.5610100 130423 09/11/19 VALLEYCR BRIGHTVIEW LANDSCAPE SER 0015333 LANDSCAPE MAINT-AUG 0.00 6,044.0010100 130423 09/11/19 VALLEYCR BRIGHTVIEW LANDSCAPE SER 0015556 LANDSCAPE MAINT-AUG 0.00 29,719.00TOTAL CHECK 0.00 36,702.8410100 130424 09/11/19 CNP CALIFORNIA NEWSPAPERS PA 0014095 PRINT/MAIL-DBCONNECT 0.00 2,742.9810100 130425 09/11/19 CDW-G CDW GOVERNMENT 0014070 ANNL SUPPORT SVCS 0.00 8,590.0010100 130425 09/11/19 CDW-G CDW GOVERNMENT 0014070 DVD READER/WRITERS 0.00 552.02TOTAL CHECK 0.00 9,142.0210100 130426 09/11/19 CHASEBAN CHASE BANK 001 FACILITY REFUND-DBC 0.00 500.0010100 130427 09/11/19 CHEMPROL CHEM PRO LABORATORY INC 0014093 WATER TREATMENT SVCS 0.00 155.0010100 130427 09/11/19 CHEMPROL CHEM PRO LABORATORY INC 0015333 WATER TREATMENT SVCS 0.00 155.00TOTAL CHECK 0.00 310.0010100 130428 09/11/19 CHEVRONS CHEVRON STATION 001 FACILITY REFUND-DBC 0.00 687.5010100 130429 09/11/19 CHICAGOT CHICAGO TITLE 1255215 HIP PROG-436 CHRMNGDL 0.00 65.0010100 130430 09/11/19 CHICAGOT CHICAGO TITLE COMPANY 1255215 HIP PROG-24032 PLMINO 0.00 125.006.3.bPacket Pg. 50
SUNGARD PENTAMATION INC PAGE NUMBER: 9DATE: 09/11/2019 CITY OF DIAMOND BAR ACCTPA21TIME: 10:15:32 CHECK REGISTER - DISBURSEMENT FUNDSELECTION CRITERIA: transact.ck_date between ’20190815 00:00:00.000’ and ’20190911 00:00:00.000’ACCOUNTING PERIOD: 3/20 FUND - 001 - GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME FUND/DIVISION -----DESCRIPTION------ SALES TAX AMOUNT10100 130431 09/11/19 CHUFRANC FRANCES CHU 001 FACILITY REFUND-S/CYN 0.00 100.0010100 130432 09/11/19 CLEARCHA CLEAR CHANNEL OUTDOOR IN 0014096 ADS-BUS SHELTER 0.00 872.0010100 130433 09/11/19 REINBERG CNC PRINTWERKS 0014030 PRINT SVCS-BUS CARDS 0.00 259.5210100 130433 09/11/19 REINBERG CNC PRINTWERKS 0014030 PRINT SVCS-BUS CARDS 0.00 86.5110100 130433 09/11/19 REINBERG CNC PRINTWERKS 0014030 PRINT SVCS-CERT HLDRS 0.00 1,420.22TOTAL CHECK 0.00 1,766.2510100 130434 09/11/19 DAVIDSHE SHERRI DAVID 001 FACILITY REFUND-DBC 0.00 1,000.0010100 130435 09/11/19 DEMSEYFI DEMSEY, FILLIGER AND ASS 0014050 GASB 75 SUPPLEMNTL RP 0.00 750.0010100 130436 09/11/19 DENNISCA CAROL A DENNIS 0015350 PROF.SVCS-P&R COMM 0.00 50.0010100 130436 09/11/19 DENNISCA CAROL A DENNIS 0015510 PROF.SVCS-T & T COMM 0.00 100.00TOTAL CHECK 0.00 150.0010100 130437 09/11/19 DBCFOUND DIAMOND BAR COMMUNITY FO 0114010 DBCF HOLIDAY GALA 0.00 1,500.0010100 130438 09/11/19 DBFRIEND DIAMOND BAR FRIENDS OF T 0114010 COMM SUPPORT ORG FUND 0.00 2,000.0010100 130439 09/11/19 DBHANDCA DIAMOND BAR HAND CAR WAS 5205556 CAR WASH-PK/FACILITIE 0.00 138.9410100 130439 09/11/19 DBHANDCA DIAMOND BAR HAND CAR WAS 5205554 CAR WASH-RD MAINT 0.00 68.1410100 130439 09/11/19 DBHANDCA DIAMOND BAR HAND CAR WAS 5204093 CAR WASH-POOL VEH 0.00 247.8510100 130439 09/11/19 DBHANDCA DIAMOND BAR HAND CAR WAS 5204030 CAR WASH-CMGR 0.00 9.9910100 130439 09/11/19 DBHANDCA DIAMOND BAR HAND CAR WAS 5205230 CAR WASH-CODE ENFORCE 0.00 20.43TOTAL CHECK 0.00 485.3510100 130440 09/11/19 DBMOBIL DIAMOND BAR MOBIL 5205556 VEH MAINT-P/WORKS 0.00 49.9510100 130441 09/11/19 DISCOVER DISCOVERY SCIENCE CENTER 1155515 CONTRACT SVCS-AUG 19 0.00 3,763.8010100 130442 09/11/19 DUNNSFEN DUNN’S FENCE COMPANY 0015556 TEMP FENCING-LORBEER 0.00 2,217.5010100 130443 09/11/19 DYETTBHA DYETT & BHATIA, URBAN & 0155210 GENERAL PLAN SVCS-JUL 0.00 26,967.5010100 130443 09/11/19 DYETTBHA DYETT & BHATIA, URBAN & 0155210 GENERAL PLAN SVCS-JUN 0.00 50,410.0010100 130443 09/11/19 DYETTBHA DYETT & BHATIA, URBAN & 0155210 GENERAL PLAN SVCS-MAY 0.00 71,028.20TOTAL CHECK 0.00 148,405.7010100 130444 09/11/19 ECOFERTI ECOFERT INC 0015556 FERTIGATION SVCS-AUG 0.00 310.0010100 130445 09/11/19 EMERALD EMERALD LANDSCAPE SERVIC 0014093 MONTHLY MAINT-C/HALL 0.00 1,006.0010100 130446 09/11/19 EXPRESSM EXPRESS MAIL CORPORATE A 001 E/MAIL-PL 2018-051 0.00 45.3610100 130446 09/11/19 EXPRESSM EXPRESS MAIL CORPORATE A 0015210 E/MAIL-GENERAL 0.00 45.3610100 130446 09/11/19 EXPRESSM EXPRESS MAIL CORPORATE A 001 E/MAIL-PL 2019-062 0.00 45.36TOTAL CHECK 0.00 136.0810100 130447 09/11/19 EXTERIOR EXTERIOR PRODUCTS INC 0014096 BANNERS-RESTAURANT WK 0.00 6,356.5010100 130448 09/11/19 FEDEX FEDEX 0014030 EXPRESS MAIL-GENERAL 0.00 96.5210100 130448 09/11/19 FEDEX FEDEX 001 EXPRESS MAIL-PL18-222 0.00 30.596.3.bPacket Pg. 51
SUNGARD PENTAMATION INC PAGE NUMBER: 10DATE: 09/11/2019 CITY OF DIAMOND BAR ACCTPA21TIME: 10:15:32 CHECK REGISTER - DISBURSEMENT FUNDSELECTION CRITERIA: transact.ck_date between ’20190815 00:00:00.000’ and ’20190911 00:00:00.000’ACCOUNTING PERIOD: 3/20 FUND - 001 - GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME FUND/DIVISION -----DESCRIPTION------ SALES TAX AMOUNT10100 130448 09/11/19 FEDEX FEDEX 0014030 E/MAIL-GENERAL 0.00 41.24TOTAL CHECK 0.00 168.3510100 130449 09/11/19 FRONTIER FRONTIER COMMUNICATIONS 0014070 PH.SVCS-EMERG LINES 0.00 775.0010100 130449 09/11/19 FRONTIER FRONTIER COMMUNICATIONS 0014070 PH.SVCS-CITY HALL 0.00 352.62TOTAL CHECK 0.00 1,127.6210100 130450 09/11/19 GARCCHRI CHRISTINA GARCIA 001 FACILITY REFUND-REAGA 0.00 100.0010100 130451 09/11/19 GATEWAYC GATEWAY CORPORATE CENTER 0014093 ASSOCIATION DUES-SEPT 0.00 1,586.4010100 130452 09/11/19 GLASDONI GLASDON INC 1155515 SUPPLIES-LINERS 0.00 500.6010100 130452 09/11/19 GLASDONI GLASDON INC 1155515 SUPPLIES-LINERS 0.00 953.8010100 130452 09/11/19 GLASDONI GLASDON INC 115 USE TAX 0.00 -138.1710100 130452 09/11/19 GLASDONI GLASDON INC 1155515 USE TAX 0.00 138.17TOTAL CHECK 0.00 1,454.4010100 130453 09/11/19 GONZMICH MICHAEL A GONZALEZ 0015510 T & T COMM-AUG 2019 0.00 45.0010100 130454 09/11/19 GONZNOEM NOEMI GONZALEZ 001 FACILITY REFUND-DBC 0.00 1,000.0010100 130455 09/11/19 GRIFFONE BETTE GRIFFONE 001 FACILITY REFUND-DBC 0.00 100.0010100 130456 09/11/19 GJSINC GUARANTEED JANITORIAL SE 0015556 JANITORIAL SVCS-PKS 0.00 2,450.0010100 130456 09/11/19 GJSINC GUARANTEED JANITORIAL SE 0015333 JANITORIAL SVCS-DBC 0.00 5,400.0010100 130456 09/11/19 GJSINC GUARANTEED JANITORIAL SE 0014093 JANITORIAL SVCS-C/H 0.00 8,724.00TOTAL CHECK 0.00 16,574.0010100 130457 09/11/19 HARDYHAR HARDY & HARPER INC 0015554 ROAD MAINT SVCS-AUG 0.00 2,392.7710100 130458 09/11/19 HARPER&B HARPER & BURNS LLP 0014020 LEGAL SVCS-AUG 2019 0.00 4,775.0010100 130459 09/11/19 HSUWENYE WENYEN HSU 001 RECREATION REFUND 0.00 123.0010100 130460 09/11/19 IVHS HUMANE SOCIETY OF POMONA 0014431 ANIMAL CONTROL SVCS 0.00 15,750.0810100 130461 09/11/19 ICGINC ICG INC 2505556 CONSULTANT SVCS-S/XNG 0.00 11,677.5010100 130461 09/11/19 ICGINC ICG INC 2505556 CONSULTING SVCS-HRTGE 0.00 11,677.50TOTAL CHECK 0.00 23,355.0010100 130462 09/11/19 INLAEMPI INLAND EMPIRE MAGAZINE 0015333 ADS-DBC SEPT 0.00 995.0010100 130462 09/11/19 INLAEMPI INLAND EMPIRE MAGAZINE 0014096 ADS-DBRW SEPT 0.00 995.00TOTAL CHECK 0.00 1,990.0010100 130463 09/11/19 JAKVANIO OMAR JAKVANI 001 FACILITY REFUND-DBC 0.00 987.5010100 130464 09/11/19 JIVECOMM JIVE COMMUNICATIONS INC 0014070 CITY PHONE SYS-SEPT 0.00 2,421.4910100 130465 09/11/19 JOHANMEG MEG JOHANNSEN 001 FACILITY REFUND-S/CYN 0.00 100.0010100 130466 09/11/19 JONESKEV KEVIN D JONES 0015551 CONSULTANT SVCS-AUG 0.00 4,000.006.3.bPacket Pg. 52
SUNGARD PENTAMATION INC PAGE NUMBER: 11DATE: 09/11/2019 CITY OF DIAMOND BAR ACCTPA21TIME: 10:15:32 CHECK REGISTER - DISBURSEMENT FUNDSELECTION CRITERIA: transact.ck_date between ’20190815 00:00:00.000’ and ’20190911 00:00:00.000’ACCOUNTING PERIOD: 3/20 FUND - 001 - GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME FUND/DIVISION -----DESCRIPTION------ SALES TAX AMOUNT10100 130467 09/11/19 JUAILING AILING JU 001 REFUND-PL 2017-98 0.00 1,484.4410100 130468 09/11/19 FASTSIGN K7 ENTERPRISES 0015350 SIGNAGE-DB4YOUTH 0.00 405.1010100 130469 09/11/19 KAURBALJ BALJINDER KAUR 001 FACILITY REFUND-DBC 0.00 1,750.0010100 130470 09/11/19 KENSHARD KENS HARDWARE 0015556 SUPPLIES-PK MAINT 0.00 245.1110100 130470 09/11/19 KENSHARD KENS HARDWARE 0015554 SUPPLIES-RD MAINT 0.00 96.6210100 130470 09/11/19 KENSHARD KENS HARDWARE 0015333 SUPPLIES-DBC 0.00 75.5010100 130470 09/11/19 KENSHARD KENS HARDWARE 5205556 SUPPLIES-VEH MAINT 0.00 9.84TOTAL CHECK 0.00 427.0710100 130471 09/11/19 KENSHARD KENS HARDWARE 0015554 SUPPLIES-ROAD MAINT 0.00 134.0410100 130472 09/11/19 KERTLAND KERTLAND ROOFING INC 001 REFUND-C/D DEPOSIT 0.00 250.0010100 130473 09/11/19 KIMLEYHO KIMLEY HORN AND ASSOCIAT 0015551 ENG SVCS-JULY 2019 0.00 1,300.4510100 130474 09/11/19 KUMARKUS KUSAM KUMAR 001 RECREATION REFUND 0.00 33.0010100 130475 09/11/19 LANDSEND LANDS’ END INC 0015333 SUPPLIES-REC STAFF 0.00 1,570.7510100 130475 09/11/19 LANDSEND LANDS’ END INC 0015350 SUPPLIES-FAC ATTENDAN 0.00 1,665.17TOTAL CHECK 0.00 3,235.9210100 130476 09/11/19 LIANGKAK KAKA LIANG 001 RECREATION REFUND 0.00 106.0010100 130477 09/11/19 LINOLAVE LAVENDER LINO 001 FACILITY REFUND-DBC 0.00 700.0010100 130478 09/11/19 LACASSES LOS ANGELES COUNTY ASSES 0014070 SBF ABSTRACT DATA-GIS 0.00 64.0010100 130479 09/11/19 LACDAUTH LOS ANGELES COUNTY DEVEL 125 HIP LOAN REPAYMENT 0.00 10,000.0010100 130480 09/11/19 LATIMES LOS ANGELES TIMES 0014030 SUBSCRIPTION RENEWAL 0.00 124.0010100 130481 09/11/19 LOWES LOWE’S BUSINESS ACCOUNT 0015556 SUPPLIES-PARKS 0.00 102.5010100 130482 09/11/19 GONZZMAR MARARETHA METEKOHY GONZA 001 FACILITY REFUND-S/CYN 0.00 100.0010100 130483 09/11/19 MCECORPO MCE CORPORATION 0015554 RIGHT OF WAY SVCS-AUG 0.00 1,545.5910100 130483 09/11/19 MCECORPO MCE CORPORATION 0015554 VEGETATION CONTROL-AU 0.00 12,004.70TOTAL CHECK 0.00 13,550.2910100 130484 09/11/19 MEHTASUR SURENDRA MEHTA 0015510 T & T COMM-AUG 2019 0.00 45.0010100 130485 09/11/19 MERCURYD MERCURY DISPOSAL SYSTEMS 1155515 BULBS/BATTERIES RECYC 0.00 1,547.8010100 130486 09/11/19 MMASC MMASC 0014030 MMASC CONF-A SANTOS 0.00 430.0010100 130487 09/11/19 MOBILERE MOBILE RELAY ASSOCIATES 0014440 REPEATER SVCS-SEPT 0.00 78.7510100 130488 09/11/19 MUNOZHUM HUMBERTO MUNOZ 001 FACILITY REFUND-DBC 0.00 950.006.3.bPacket Pg. 53
SUNGARD PENTAMATION INC PAGE NUMBER: 12DATE: 09/11/2019 CITY OF DIAMOND BAR ACCTPA21TIME: 10:15:32 CHECK REGISTER - DISBURSEMENT FUNDSELECTION CRITERIA: transact.ck_date between ’20190815 00:00:00.000’ and ’20190911 00:00:00.000’ACCOUNTING PERIOD: 3/20 FUND - 001 - GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME FUND/DIVISION -----DESCRIPTION------ SALES TAX AMOUNT10100 130489 09/11/19 NETWPARA NETWORK PARATRANSIT SYST 1125553 DIAMOND RIDE SVCS-JUL 0.00 22,447.9510100 130490 09/11/19 NRPA NRPA 0015350 ANNL MEMBERSHIP DUES 0.00 675.0010100 130491 09/11/19 OFFICESO OFFICE SOLUTIONS 0015210 SUPPLIES-GEN PLAN 0.00 795.6310100 130491 09/11/19 OFFICESO OFFICE SOLUTIONS 0014030 SUPPLIES-CMRG 0.00 892.4010100 130491 09/11/19 OFFICESO OFFICE SOLUTIONS 0015510 SUPPLIES-P/WORKS 0.00 201.7310100 130491 09/11/19 OFFICESO OFFICE SOLUTIONS 0015210 SUPPLIES-PLNG 0.00 238.6510100 130491 09/11/19 OFFICESO OFFICE SOLUTIONS 0015556 SUPPLIES-P/FACILITY 0.00 256.3410100 130491 09/11/19 OFFICESO OFFICE SOLUTIONS 0015333 SUPPLIES-DBC 0.00 68.6610100 130491 09/11/19 OFFICESO OFFICE SOLUTIONS 0014060 SUPPLIES-H/R 0.00 83.4410100 130491 09/11/19 OFFICESO OFFICE SOLUTIONS 0014050 SUPPLIES-FINANCE 0.00 94.4610100 130491 09/11/19 OFFICESO OFFICE SOLUTIONS 0015350 SUPPLIES-REC 0.00 109.0910100 130491 09/11/19 OFFICESO OFFICE SOLUTIONS 0015230 SUPPLIES-CODE ENFOR 0.00 30.16TOTAL CHECK 0.00 2,770.5610100 130492 09/11/19 PEREZBEA BEATRIZ PEREZ 001 FACILITY REFUND-HRTGE 0.00 300.0010100 130493 09/11/19 PSI PROTECTION ONE INC 0015556 ALARM SVCS-HERITAGE 0.00 131.0610100 130493 09/11/19 PSI PROTECTION ONE INC 0015333 ALARM SVCS-DBC 0.00 156.93TOTAL CHECK 0.00 287.9910100 130494 09/11/19 PUBLICST PUBLIC STORAGE #23051 1605516 STORAGE RENTAL-#1266 0.00 130.0010100 130495 09/11/19 PYROCOMM PYRO COMM SYSTEMS INC 0015333 FIRE ALARM SVCS-DBC 0.00 585.0010100 130496 09/11/19 REGENCYT REGENCY TESTING INC 0014093 MAINT SVCS-CITY HALL 0.00 1,337.0010100 130497 09/11/19 RETAILMA RETAIL MARKETING SERVICE 1155515 SHOPPING CART RETRIEV 0.00 410.0010100 130498 09/11/19 REUELGRE GREGORY C REUEL 0014096 CONSULTANT SVCS-AUG 0.00 1,500.0010100 130499 09/11/19 RICHFISH RICHARD FISHER ASSOCIATE 2505556 DESIGN PROJ-C/LOOP TR 0.00 3,440.3510100 130500 09/11/19 RUBANADI NADINE RUBALCABA 001 FACILITY REFUND-HRTGE 0.00 300.0010100 130501 09/11/19 SCFUELS SC FUELS 5205556 FUEL-PKS/FACILITIES 0.00 1,022.2910100 130501 09/11/19 SCFUELS SC FUELS 5204093 FUEL-POOL VEH 0.00 127.3210100 130501 09/11/19 SCFUELS SC FUELS 5205230 FUEL-CODE ENFOR 0.00 150.3210100 130501 09/11/19 SCFUELS SC FUELS 5205554 FUEL-RD MAINT 0.00 228.52TOTAL CHECK 0.00 1,528.4510100 130502 09/11/19 SCICONSU SCI CONSULTING GROUP 1385538 LLAD ASSESSMENT-#38 0.00 189.8210100 130502 09/11/19 SCICONSU SCI CONSULTING GROUP 1415541 LLAD ASSESSMENT-#41 0.00 3,999.9010100 130502 09/11/19 SCICONSU SCI CONSULTING GROUP 1395539 LLAD ASSESSMENT-#39 0.00 6,003.76TOTAL CHECK 0.00 10,193.4810100 130503 09/11/19 SGVPAN SGV PUBLIC AFFAIRS NETWO 0014030 MTG-CMGR 0.00 55.0010100 130504 09/11/19 SHAHNAJI NAJIM SHAH 001 FACILITY REFUND-DBC 0.00 1,050.0010100 130505 09/11/19 SIEMENS SIEMENS INDUSTRY INC 1135553 T/SIGNAL MAINT-JULY 0.00 6,409.006.3.bPacket Pg. 54
SUNGARD PENTAMATION INC PAGE NUMBER: 13DATE: 09/11/2019 CITY OF DIAMOND BAR ACCTPA21TIME: 10:15:32 CHECK REGISTER - DISBURSEMENT FUNDSELECTION CRITERIA: transact.ck_date between ’20190815 00:00:00.000’ and ’20190911 00:00:00.000’ACCOUNTING PERIOD: 3/20 FUND - 001 - GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME FUND/DIVISION -----DESCRIPTION------ SALES TAX AMOUNT10100 130505 09/11/19 SIEMENS SIEMENS INDUSTRY INC 1135553 T/SIGNAL CALL-OUTS-JL 0.00 11,255.3110100 130505 09/11/19 SIEMENS SIEMENS INDUSTRY INC 1135553 T/SIGNAL-DBB/MAPLE HL 0.00 17,919.99TOTAL CHECK 0.00 35,584.3010100 130506 09/11/19 SJC3CONS SJC 3 CONSULTING INC 1255215 HIP PROG ADMIN SVCS 0.00 4,960.0010100 130507 09/11/19 SCE SOUTHERN CALIFORNIA EDIS 1385538 ELECT SVCS-DIST 38 0.00 224.0410100 130507 09/11/19 SCE SOUTHERN CALIFORNIA EDIS 0015556 ELECT SVCS-PARKS 0.00 3,634.5510100 130507 09/11/19 SCE SOUTHERN CALIFORNIA EDIS 0015333 ELECT SVCS-DBC 0.00 8,985.9510100 130507 09/11/19 SCE SOUTHERN CALIFORNIA EDIS 1415541 ELECT SVCS-DIST 41 0.00 104.3410100 130507 09/11/19 SCE SOUTHERN CALIFORNIA EDIS 1385538 ELECT SVCS-DIST 38 0.00 21.5110100 130507 09/11/19 SCE SOUTHERN CALIFORNIA EDIS 0015554 ELECT SVCS-T/CONTROL 0.00 88.8210100 130507 09/11/19 SCE SOUTHERN CALIFORNIA EDIS 0015554 ELECT SVCS-T/CONTROL 0.00 138.6410100 130507 09/11/19 SCE SOUTHERN CALIFORNIA EDIS 0015554 ELECT SVCS-T/CONTROL 0.00 215.1910100 130507 09/11/19 SCE SOUTHERN CALIFORNIA EDIS 1395539 ELECT SVCS-DIST 39 0.00 190.4010100 130507 09/11/19 SCE SOUTHERN CALIFORNIA EDIS 0015554 ELECT SVCS-T/CONTROL 0.00 722.8310100 130507 09/11/19 SCE SOUTHERN CALIFORNIA EDIS 0015554 ELECT SVCS-T/CONTROL 0.00 405.48TOTAL CHECK 0.00 14,731.7510100 130508 09/11/19 SPARKLET SPARKLETTS 0015556 ENERGY SURCHARGE 0.00 5.5110100 130508 09/11/19 SPARKLET SPARKLETTS 0015556 SUPPLIES-WATER 0.00 20.9810100 130508 09/11/19 SPARKLET SPARKLETTS 0015556 EQ ENTAL-S/CYN PK 0.00 12.00TOTAL CHECK 0.00 38.4910100 130509 09/11/19 ADELPHIA SPECTRUM BUSINESS 0014070 INTERNET SVCS-C/HALL 0.00 1,040.0010100 130509 09/11/19 ADELPHIA SPECTRUM BUSINESS 0014070 PH.SVCS-CITY HALL 0.00 104.7910100 130509 09/11/19 ADELPHIA SPECTRUM BUSINESS 0014070 PH.SVCS-DBC 0.00 112.4810100 130509 09/11/19 ADELPHIA SPECTRUM BUSINESS 0014070 PH.SVCS-CITY HALL 0.00 616.98TOTAL CHECK 0.00 1,874.2510100 130510 09/11/19 STERICYC STERICYCLE INC 1155515 HHW COLLECTIONS-C/H 0.00 477.6910100 130511 09/11/19 STOLIEPA STOLIE PAINTING 5405333 PAINTING-DBC 0.00 7,770.0010100 130512 09/11/19 SUNDUANN ANNA SUNDU 001 RECREATION REFUND 0.00 65.0010100 130513 09/11/19 PENTAMAT SUPERION LLC 0014070 FIN PLUS RPT COMPILER 0.00 7,691.6510100 130513 09/11/19 PENTAMAT SUPERION LLC 0014070 FIN PLUS ANNL CONTRAC 0.00 30,656.28TOTAL CHECK 0.00 38,347.9310100 130514 09/11/19 TACSC TACSC 0114010 PROG BKLT SPONSORSHIP 0.00 250.0010100 130515 09/11/19 THECOMDY THE COMDYN GROUP INC 0014070 CONSULTING SVCS-GIS 0.00 1,866.6110100 130516 09/11/19 TAITDAVI THE TAIT GROUP INC 0015551 CONSULTANT SVCS-AUG 0.00 2,100.0010100 130517 09/11/19 THEWORKT THE WORKTHREAT GROUP LLC 0014065 CONSULTANT SVCS-S/TAX 0.00 150.0010100 130518 09/11/19 TUCKERRA RAYMOND MICHAEL TUCKER 0015350 CONTRACT CLASS-SUMMER 0.00 300.0010100 130519 09/11/19 ULINEINC ULINE INC 1155515 CONTAINERS-RECYCLE 0.00 454.1210100 130519 09/11/19 ULINEINC ULINE INC 1155515 CONTAINERS-RECYCLE 0.00 50.206.3.bPacket Pg. 55
SUNGARD PENTAMATION INC PAGE NUMBER: 14DATE: 09/11/2019 CITY OF DIAMOND BAR ACCTPA21TIME: 10:15:32 CHECK REGISTER - DISBURSEMENT FUNDSELECTION CRITERIA: transact.ck_date between ’20190815 00:00:00.000’ and ’20190911 00:00:00.000’ACCOUNTING PERIOD: 3/20 FUND - 001 - GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME FUND/DIVISION -----DESCRIPTION------ SALES TAX AMOUNTTOTAL CHECK 0.00 504.3210100 130520 09/11/19 USBANK US BANK 0014050 CITY CREDIT CARD-AUG 0.00 22,176.5610100 130521 09/11/19 VELARACH RACHEL ELAINE VELASQUEZ 001 FACILITY REFUND-S/CYN 0.00 200.0010100 130522 09/11/19 VERIZONW VERIZON WIRELESS 0014070 CELL CHRGS-PW,CS,CD 0.00 1,551.8710100 130523 09/11/19 VLASICHD DENNIS VLASICH 5304070 CONSULTANT SVCS-AUG 0.00 630.5210100 130524 09/11/19 WVEF WALNUT VALLEY EDUCATIONA 0114010 COMM ORG SUPPORT FUND 0.00 500.0010100 130525 09/11/19 WAXIESAN WAXIE SANITARY SUPPLY 0015333 SUPPLIES-DBC 0.00 430.8810100 130525 09/11/19 WAXIESAN WAXIE SANITARY SUPPLY 0014093 SUPPLIES-CITY HALL 0.00 10.2410100 130525 09/11/19 WAXIESAN WAXIE SANITARY SUPPLY 0015556 SUPPLIES-HERITAGE 0.00 208.6710100 130525 09/11/19 WAXIESAN WAXIE SANITARY SUPPLY 0015333 SUPPLIES-DBC 0.00 305.2010100 130525 09/11/19 WAXIESAN WAXIE SANITARY SUPPLY 0015333 SUPPLIES-DBC 0.00 307.1310100 130525 09/11/19 WAXIESAN WAXIE SANITARY SUPPLY 0014093 SUPPLIES-CITY HALL 0.00 658.72TOTAL CHECK 0.00 1,920.8410100 130526 09/11/19 WESTCOAS WEST COAST ARBORISTS INC 0015558 TREE WATERING SVCS-AU 0.00 510.0010100 130526 09/11/19 WESTCOAS WEST COAST ARBORISTS INC 0015558 TREE MAINT SVCS-AUG 0.00 11,520.00TOTAL CHECK 0.00 12,030.0010100 130527 09/11/19 WCCINC WEST COAST CABLE INC 0014070 CABLES INSTALLED-DBC 0.00 1,323.5910100 130528 09/11/19 WESTERNE WESTERN ENVIROMENTAL SER 1155515 CLEAN UP SVCS-R/RIVER 0.00 2,395.0010100 130529 09/11/19 WONGANDR ANDREW WONG 0015510 T & T COMM-AUG 2019 0.00 45.0010100 130530 09/11/19 YANGKEVI KEVIN YANG 001 RECREATION REFUND 0.00 15.0010100 GASB68 08/28/19 CALPERS CA PUBLIC EMPL RETIREMEN 0014050 GASB-68 FEES-RPTS/SCHD 0.00 700.0010100 PP1719A 08/21/19 PERSRETI PERS RETIREMENT FUND 001 RETIRE CONTRIB-PEPRA 0.00 3,094.5310100 PP1719A 08/21/19 PERSRETI PERS RETIREMENT FUND 001 RETIRE CONTRIB-CLASSIC 0.00 29,617.7810100 PP1719A 08/21/19 PERSRETI PERS RETIREMENT FUND 001 SURVIVOR BENEFIT 0.00 50.22TOTAL CHECK 0.00 32,762.5310100 PP1719B 08/21/19 VANTAGEP VANTAGEPOINT TRNSFR AGNT 001 8/23/19-P/R DEDUCTIONS 0.00 7,736.9110100 PP1719B 08/21/19 VANTAGEP VANTAGEPOINT TRNSFR AGNT 001 8/23/19-LOAN DEDUCTION 0.00 3,610.45TOTAL CHECK 0.00 11,347.3610100 PP1719E 08/21/19 PERSRET1 PERS RETIREMENT 001 RETIRE CONTRIB-PEPRA 0.00 307.4110100 PP1719E 08/21/19 PERSRET1 PERS RETIREMENT 001 RETIRE CONTRIB-EE 0.00 248.8610100 PP1719E 08/21/19 PERSRET1 PERS RETIREMENT 001 SURVIVOR BENEFIT 0.00 10.00TOTAL CHECK 0.00 566.2710100 15773907 08/28/19 PERSRETI PERS RETIREMENT FUND 001 HEALTH INS PREM-SEPT 0.00 48,672.8910100 15773907 08/28/19 PERSRETI PERS RETIREMENT FUND 0204060 RETIREE HEALTH INS PRE 0.00 1,224.0010100 15773907 08/28/19 PERSRETI PERS RETIREMENT FUND 0014060 HEALTH INS PREM-SEPT 1 0.00 145.32TOTAL CHECK 0.00 50,042.216.3.bPacket Pg. 56
SUNGARD PENTAMATION INC PAGE NUMBER: 15DATE: 09/11/2019 CITY OF DIAMOND BAR ACCTPA21TIME: 10:15:32 CHECK REGISTER - DISBURSEMENT FUNDSELECTION CRITERIA: transact.ck_date between ’20190815 00:00:00.000’ and ’20190911 00:00:00.000’ACCOUNTING PERIOD: 3/20 FUND - 001 - GENERAL FUND CASH ACCT CHECK NO ISSUE DT VENDOR NAME FUND/DIVISION -----DESCRIPTION------ SALES TAX AMOUNT10100 PP1719BC 08/21/19 TASC TASC 001 8/23/19-P/R DEDUCTIONS 0.00 1,703.8610100 PP1719BD 08/21/19 PAYROLL PAYROLL TRANSFER 001 P/R TRANSFER-17/PP 19 0.00 202,898.4010100 PP1719BD 08/21/19 PAYROLL PAYROLL TRANSFER 112 P/R TRANSFER-17/PP 19 0.00 3,098.9310100 PP1719BD 08/21/19 PAYROLL PAYROLL TRANSFER 113 P/R TRANSFER-17/PP 19 0.00 2,848.0910100 PP1719BD 08/21/19 PAYROLL PAYROLL TRANSFER 115 P/R TRANSFER-17/PP 19 0.00 8,891.3010100 PP1719BD 08/21/19 PAYROLL PAYROLL TRANSFER 138 P/R TRANSFER-17/PP 19 0.00 1,205.1510100 PP1719BD 08/21/19 PAYROLL PAYROLL TRANSFER 139 P/R TRANSFER-17/PP 19 0.00 684.1410100 PP1719BD 08/21/19 PAYROLL PAYROLL TRANSFER 141 P/R TRANSFER-17/PP 19 0.00 684.14TOTAL CHECK 0.00 220,310.1510100 PP18/19A 09/05/19 PERSRETI PERS RETIREMENT FUND 001 RETIRE CONTRIB-PEPRA 0.00 3,108.2810100 PP18/19A 09/05/19 PERSRETI PERS RETIREMENT FUND 001 RETIRE CONTRIB-CLASSIC 0.00 29,647.9010100 PP18/19A 09/05/19 PERSRETI PERS RETIREMENT FUND 001 SURVIVOR BENEFIT 0.00 50.22TOTAL CHECK 0.00 32,806.4010100 PP18/19B 09/05/19 VANTAGEP VANTAGEPOINT TRNSFR AGNT 001 9/6/19-P/R DEDUCTIONS 0.00 38,842.3810100 PP18/19B 09/05/19 VANTAGEP VANTAGEPOINT TRNSFR AGNT 001 9/6/19-LOAN DEDUCTIONS 0.00 3,610.45TOTAL CHECK 0.00 42,452.8310100 PP18/19C 09/05/19 TASC TASC 001 9/6/19-P/R DEDUCTIONS 0.00 1,703.8610100 PP18/19D 09/05/19 PAYROLL PAYROLL TRANSFER 001 P/R TRANSFER-18/PP 19 0.00 220,933.8310100 PP18/19D 09/05/19 PAYROLL PAYROLL TRANSFER 112 P/R TRANSFER-18/PP 19 0.00 7,433.3410100 PP18/19D 09/05/19 PAYROLL PAYROLL TRANSFER 113 P/R TRANSFER-18/PP 19 0.00 4,834.1910100 PP18/19D 09/05/19 PAYROLL PAYROLL TRANSFER 115 P/R TRANSFER-18/PP 19 0.00 11,698.8910100 PP18/19D 09/05/19 PAYROLL PAYROLL TRANSFER 138 P/R TRANSFER-18/PP 19 0.00 1,583.8010100 PP18/19D 09/05/19 PAYROLL PAYROLL TRANSFER 139 P/R TRANSFER-18/PP 19 0.00 910.7410100 PP18/19D 09/05/19 PAYROLL PAYROLL TRANSFER 141 P/R TRANSFER-18/PP 19 0.00 910.74TOTAL CHECK 0.00 248,305.53TOTAL CASH ACCOUNT 0.00 1,654,647.00TOTAL FUND 0.00 1,654,647.00TOTAL REPORT 0.00 1,654,647.006.3.bPacket Pg. 57
Agenda #: 6.4
Meeting Date: September 17, 2019
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: TREASURER'S STATEMENT
STRATEGIC
GOAL:
Responsible Stewardship of Public Resources
RECOMMENDATION:
Approve the July 2019 Treasurer’s Statement.
FINANCIAL IMPACT:
None.
BACKGROUND/DISCUSSION:
Consistent with City policy, the Finance Department presents the monthly Treasurer’s
Statement to the City Council for review and approval. This statement shows the cash
balances with a breakdown of various investmen t accounts and the yield to maturity
from investments. This statement also includes an investment portfolio management
report which details the activities of investments. All investments have been made in
accordance with the City’s Investment Policy.
PREPARED BY:
6.4
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REVIEWED BY:
Attachments:
1. 6.4.a July 2019 Treasurer's Report
2. 6.4.b July 2019 Investment Portfolio Summary
6.4
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6.4.a
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6.4.a
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6.4.b
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6.4.b
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6.4.b
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6.4.b
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Agenda #: 6.5
Meeting Date: September 17, 2019
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: FISCAL YEAR 2019-20 APPROPRIATION ADJUSTMENTS FOR
GENERAL FUND, SPECIAL REVENUE FUNDS AND CAPITAL
PROJECT CARRYOVERS.
STRATEGIC
GOAL:
Responsible Stewardship of Public Resources
RECOMMENDATION:
A. Approve an appropriation from General Fund reserves of $320,894.97 to carry
forward appropriations from FY 2018-19 to FY 2019-20 for previously
encumbered goods and services;
B. Approve an appropriation from various Special Revenue Funds reserves of
$613,544.88 to carry forward appropriations from FY 2018-19 to FY 2019-20 for
previously encumbered goods and services;
C. Approve an appropriation from Capital Improvement Project Fund reserves in the
amount of $1,602,016.07 to carry forward appropriations from FY 2018-19 to FY
2019-20 for previously encumbered goods and services; and
D. Carry over the related purchase orders encumbered in FY 2018 -19 in the amount
of $3,424,478.79 to FY 2019-20.
BACKGROUND:
Each fiscal year, the City Council adopts a budget and appropriates the funds included
in that budget. The City’s budget policies state that prior year appropriations lapse
unless they are approved for carryover into the following fiscal year. Encumbrance s for
previously ordered goods and services not received by June 30 th must be carried over
and re-appropriated in the new fiscal year. After FY 2018-19 was preliminarily closed,
staff was able to determine which capital projects were not completed by June 30th and
should be carried over into the next fiscal year for completion.
6.5
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ANALYSIS:
Carry Forward of General Fund Operating Appropriations
At the end of fiscal year 2018-19 there were various goods and services encumbered
but not received or paid for and therefore the related purchase orders must be carried
over into FY 2019-20. The carryover of these appropriations is an appropriation of
General Fund reserves because as previously stated, all appropriations lapse and the
end of the prior fiscal year. These unexpended funds must be carried over and re -
appropriated in order to complete the projects that were in progress at June 30, 2019.
Attachment 1 lists operating expenditure purchase order carryovers and the related
budget adjustments in the amount of $320,894.97 for the General Fund.
Special Revenue and Internal Service Funds Carryover Appropriations
There were also various goods and services funded by special revenue funds and
internal service funds that were encumbered but not paid for by J une 30, 2019. Some
of these items include professional services related to the update of the General Plan,
election consultant services for the LLAD’s, the new ERP system, park improvements
and vehicles ordered for the City’s fleet. Attachment 2 lists the special funds and
internal funds purchase order carryovers and related budget adjustments. Purchase
orders required to be carried over total $1,309,569.88 and the additional appropriation
totals $613,544.88.
Capital Project Carryover Appropriations
The amount of open purchase orders at June 30, 2019 requiring carry over into FY
2019-20 that are related to the Capital Improvement Project budget total $1,794,013.94.
When the budget for FY 2019-20 was approved by the City Council, it included new
appropriations for capital projects as well as estimated carryovers for existing projects.
Often, capital projects require more than one fiscal year for completion. Now that FY
2018-19 has been preliminarily closed, staff is able to compare the estimated carryover
appropriations already included in the FY 2019 -20 budget and the actual amount of
funds still required for each project. The amount already appropriated in the FY 2019 -
20 budget for carryover projects is $4,351,574.
Attachment 3 lists capital projects in progress at year-end. The schedule compares the
portion of the project that was estimated to be carried over into FY 2019 -20 as stated in
the adopted budget and what portion of the project was actually completed by June 30,
2019. The difference between the two is what is what requires a re-appropriation of
funds that were not included in the adopted budget. When comparing the estimated
carryover included in the FY 2019-20 budget and the amount required to be carried
over, the amounts differ by $1,602,016.07. Therefore, additional appropriations for
carryover projects needs to be increased in FY 2019-20 by $1,602,016.07.
PREPARED BY:
6.5
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REVIEWED BY:
Attachments:
1. 6.5.a General Fund Carryovers From FY 2018-19
2. 6.5.b Special Revenue Funds Carryovers From FY 2018-19
3. 6.5.c CIP Carryovers From FY 2018-19
6.5
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Dept #Department Name Budget Actual
Open
Encumbrances
Encumbrances
Already Carried
Over (Over)/Under
PO Carryover
Requested
Carryover
Already
Included In
FY 19/20
FY 18/19
Add'l
Approp
Appropriation
Req'd From GF
Reserves
4010 City Council 185,227.00 174,825.82 - 10,401.18 - -
4020 City Attorney 741,490.55 527,738.83 - 187,702.31 213,751.72 187,702.31 - 187,702.31
4030 City Mgr/Clerk 2,915,555.00 2,617,593.84 37,115.19 5,850.00 260,845.97 42,965.19 42,965.19
4050 Finance 785,428.00 769,484.27 - 15,943.73 -
4060 Human Resources 429,150.00 317,777.13 700.01 110,672.86 700.01 - 700.01
4065 Safety Program 26,500.00 9,087.31 - 17,412.69 -
4070 Info Systems 1,256,564.83 1,231,632.80 2,174.72 22,757.31 2,174.72 2,174.72
4093 Civic Center 613,383.00 490,424.03 - 122,958.97 -
4095 Public Info 704,218.00 633,228.18 - 70,989.82 -
4096 Economic Dev 298,159.75 220,854.06 - 77,305.69 -
4411 Law Enforcement 7,033,503.00 6,919,868.90 - 113,634.10 -
4415 Law Enf Vol Patrol 4,000.00 2,407.66 - 1,592.34 -
4421 Fire 12,500.00 7,359.00 - 5,141.00 -
4431 Animal Control 184,671.00 180,591.42 - 4,079.58 -
4440 Emergency Prep 72,200.00 21,338.45 - 50,861.55 -
5210 Community Dev 663,434.00 655,211.00 - 2,550.00 8,223.00 2,550.00 2,550.00
5220 Building & Safety 861,772.00 851,337.18 - 10,434.82 -
5230 Neighborhood Impr 301,404.00 271,881.59 - 29,522.41 -
5333 DB Center 1,429,839.15 1,232,909.40 - 4,000.00 196,929.75 2,986.62 2,986.62
5350 Recreation 2,101,286.50 1,852,877.44 - 8,450.00 248,409.06 5,104.69 - 5,104.69
5510 Public Works 703,201.00 615,173.43 - 975.00 88,027.57 975.00 - 975.00
5551 Engineering 1,195,977.40 671,283.89 65,486.43 3,600.00 459,207.08 69,086.43 - 69,086.43
5554 Road Maint 1,838,948.23 1,583,341.18 - 255,607.05 -
5556 Park & Fac Maint 1,543,344.52 1,300,538.17 6,650.00 236,156.35 6,650.00 6,650.00
5558 Landscape Maint 347,713.00 342,761.19 - 4,951.81 - -
9915 Transfer Out 5,514,022.00 3,879,623.43 - - 1,634,398.57 - - - -
31,763,491.93 27,381,149.60 112,126.35 213,127.31 4,270,215.98 320,894.97 - - 320,894.97
Open PO's to be carried over 320,894.97
Carryover's already in FY 19/20 budget -
FY 19/20 carryover appropriation req'd 320,894.97
Add'l FY 18/19 appropriation -
320,894.97
City of Diamond Bar
General Fund
FY 2018-19 to FY 2019-20
6.5.a
Packet Pg. 69
Fund #Fund Name Exp Budget Exp Actual
Outstanding
Encumbrances (Over)/Under
PO Carryover
Requested
Carryover
Appropriation
Requested in FY
19-20 Budget
Add'l Budget
Appropriation
Required in FY
19/20
-
011 Com Org Supp Fund 20,000.00 10,550.00 - 9,450.00 - -
012 Law Enforce Fund 100,000.00 12,435.22 87,564.78
015 General Plan Rev 409,332.23 167,274.51 218,127.56 23,930.16 218,127.56 250,000.00 (31,872.44)
018 Technology Reserve 394,898.00 294,898.00 100,000.00
020 OPEB Reserve 102,100.00 101,654.00 446.00
108 RMRA 1,276,811.00 20,767.50 - 1,256,043.50
109 Measure M 977,850.08 501,185.66 476,664.42
110 Measure R 769,535.00 631,488.00 138,047.00
111-49001 Gas Tax 757,122.00 757,122.00 -
111-49250 Gas Tax 532,444.00 354,227.66 178,216.34
1,289,566.00 1,111,349.66 - 178,216.34
112-5350 Prop A 70,250.00 54,365.57 15,884.43
112-5553 Prop A 2,678,252.00 2,294,246.05 384,005.95
112-9915 Prop A 311,722.03 71,236.32 - 240,485.71
3,060,224.03 2,419,847.94 - 640,376.09
113-5553 Prop C 462,141.00 277,594.67 - 184,546.33
113-9915 Prop C 829,494.80 341,315.64 488,179.16
1,291,635.80 618,910.31 672,725.49
115-5515 Int Waste Mgmt 516,091.00 450,317.36 65,773.64 -
115-9915 Int Waste Mgmt 10,000.00 10,000.00 - - - -
526,091.00 460,317.36 - 65,773.64 - - -
City of Diamond Bar
Special Revenue Funds Carryovers
FY 2018-19 to FY 2019-20
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Fund #Fund Name Exp Budget Exp Actual
Outstanding
Encumbrances (Over)/Under
PO Carryover
Requested
Carryover
Appropriation
Requested in FY
19-20 Budget
Add'l Budget
Appropriation
Required in FY
19/20
-
City of Diamond Bar
Special Revenue Funds Carryovers
FY 2018-19 to FY 2019-20
116-5510 Traffic Impr - - -
116-9915 Traffic Impr 158,067.00 37,673.96 - 120,393.04
158,067.00 37,673.96 - 120,393.04
117-9915 Sewer Mitigation 64,551.00 - 64,551.00
118-5098 Air Quality Mgmt 124,545.00 64,382.48 - 60,162.52
118-9915 Air Quality Mgmt 74,195.00 49,265.00 24,930.00
198,740.00 113,647.48 - 85,092.52
119-9915 Trails & Bikeways 132,337.00 23,630.73 108,706.27
120-9915 MTA Grant 1,289,417.87 113,975.29 1,175,442.58
121-9915 Waste Hauler 213,256.25 180,224.73 33,031.52
122-9915 Quimby 237,210.82 8,308.87 228,901.95
123-9915 Prop A Safe Parks 50,000.00 49,998.82 1.18
124-9915 Park Dev Fund 45,804.00 (4,070.00) 49,874.00
125-5215 CDBG 119,400.00 63,715.35 55,684.65
125-5350 CDBG 10,644.00 13,527.65 (2,883.65)
125-9915 CDBG 343,732.23 340,610.06 3,122.17
473,776.23 417,853.06 55,923.17
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Fund #Fund Name Exp Budget Exp Actual
Outstanding
Encumbrances (Over)/Under
PO Carryover
Requested
Carryover
Appropriation
Requested in FY
19-20 Budget
Add'l Budget
Appropriation
Required in FY
19/20
-
City of Diamond Bar
Special Revenue Funds Carryovers
FY 2018-19 to FY 2019-20
126-4411 COPS 20,000.00 4,800.00 15,200.00
126-9915 COPS 110,226.00 99,231.00 10,995.00
130,226.00 104,031.00 26,195.00
128-4411 CLEEP 10,000.00 - 10,000.00
132-9915 Measure A 190,717.00 184,805.49 5,911.51
134-5556 Tres Hermanos 55,000.00 54,795.58 204.42
135-4095 PEG 35,000.00 29,753.22 5,246.78
135-9915 PEG 75,000.00 - 75,000.00
110,000.00 29,753.22 80,246.78
138-5538 LLAD 38 385,385.00 244,409.30 203.76 140,771.94 203.76 - 203.76
139-5539 LLAD 39 572,522.50 472,880.79 6,003.76 93,637.95 6,003.76 6,003.76
141-5541 LLAD 41 294,095.00 226,365.40 23,539.90 44,189.70 23,539.90 23,539.90
160-5516 Recycling Grant 15,700.00 10,581.82 5,118.18
161-5516 Beverage Grant 14,410.00 12,588.75 1,821.25
370-4090 Debt Service 858,407.00 858,191.26 215.74
510-4081 Self Insurance 465,128.00 465,128.00 -
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Fund #Fund Name Exp Budget Exp Actual
Outstanding
Encumbrances (Over)/Under
PO Carryover
Requested
Carryover
Appropriation
Requested in FY
19-20 Budget
Add'l Budget
Appropriation
Required in FY
19/20
-
City of Diamond Bar
Special Revenue Funds Carryovers
FY 2018-19 to FY 2019-20
520-4090 Vehicle Replace 137,487.67 77,229.16 - 60,258.51 57,000.00
520-4030 Vehicle Replace 500.00 311.00 189.00
520-4093 Vehicle Replace 13,000.00 9,480.47 3,519.53
520-5230 Vehicle Replace 4,900.00 3,757.22 1,142.78
520-5333 Vehicle Replace 500.00 500.00 -
520-5554 Vehicle Replace 41,500.00 10,829.51 30,670.49
520-5556 Vehicle Replace 39,500.00 40,346.40 (846.40) -
237,387.67 142,453.76 - 94,933.91 - 57,000.00
530-4070 Equip Replace 1,744,841.49 223,586.60 1,053,924.90 467,329.99 1,053,924.90 589,225.00 464,699.90
540-4093 Building Maint 18,000.00 18,000.00 -
540-5333 Building Maint 100,000.00 3,360.38 7,770.00 88,869.62 7,770.00 - 82,770.00
540-5556 Building Maint 55,000.00 - 55,000.00 11,200.00
540-9915 Building Maint 100,000.00 - - 100,000.00 - - -
273,000.00 21,360.38 7,770.00 243,869.62 7,770.00 - 93,970.00
Total Special Rev 18,438,022.97 10,342,852.45 1,309,569.88 6,785,600.64 1,309,569.88 839,225.00 613,544.88
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Project #Project Name Total Budget Total Exp
Required
Carryover
Carryover in
2019-20 Budget
Total Add'l
Carryover
Req'd
Add'l Carryover
Funding Source
Amount of
Appropriation
by Funding
Source Open PO's
Total Amount
of PO's to
carryover PO
601832-16 ADA - Morning Canyon Parkway Improvements 225,000.00 222,068.97 - - - COMPLETE - - -
601968-18 CDBG Area 6 ADA Curb Ramp Project (Const.)220,342.00 194,831.00 - - - COMPLETE - - -
01418 Residential and Collector Street Rehab.- Area 6 (Const.)1,809,667.00 1,583,064.14 - - - COMPLETE - - -
24416 Pathfinder Road Rehab (West City Limit to Peacefull Hills)420,000.00 273,027.77 - - - COMPLETE - - -
23919 Arterial Street Rehab (DBB from Mountain Laurel to Clear Creek Cyn)700,000.00 20,767.50 679,232.50 630,000.00 49,232.50 108 49,232.50 3,877.00 3,877.00 190156
01419 Residential and Collector Street Rehab.- Area 7 (Design)60,000.00 43,515.00 - - - COMPLETE - - -
24018 Traffic Signal Infrastructure Upgrades-YR 3 Const.476,128.00 450,143.39 - - - COMPLETE -
24616 Adaptive Traffic Control System 1,760,000.00 344,071.71 1,415,928.29 1,056,000.00 359,928.29 112 (90,239.25) 619,087.21 619,087.21
170266,
190147
24616 Adaptive Traffic Control System - - - - - 120 450,167.54 - -
1,760,000.00 344,071.71 1,415,928.29 1,056,000.00 359,928.29 359,928.29 619,087.21 619,087.21
24716 Copley/Golden Springs Drive Intersection Modification 209,045.00 170,925.80 - - - COMPLETE - -
24819 LED Illuminated Street Name Sign (Design)50,000.00 - 50,000.00 45,000.00 5,000.00 111 5,000.00 - -
23316 Lemon Ave. Interchange Project - CON 165,000.00 2,897.00 162,103.00 - 10,803.00 001 10,803.00 10,803.00 10,803.00 180181
23318 Lemon Ave. Quiet Zone 75,000.00 - 75,000.00 60,000.00 15,000.00 113 15,000.00 - -
26016 Groundwater Drainage Improvements-Phase 1(GSD@ Rancheria, BCR@Sapphire)266,237.85 222,726.33 - - - COMPLETE - - -
26018 Groundwater Drainage Improvements-Phase 2 (Hipass@ Castle Rock)331,338.15 310,057.77 - - - COMPLETE - - -
26019 Groundwater Drainage Improvements Phase 3 (Flapjack Design)65,000.00 - 65,000.00 65,000.00 - N/A - - -
26116 Sewer System Evaluation & Capacity Assurance Plan 64,551.00 - 64,551.00 16,138.00 48,413.00 117 48,413.00 64,551.00 64,551.00 180284
26516 City Entry Monuments (GSD/Calbourne & DBB/Temple)657,000.00 612,101.89 44,898.11 - - COMPLETE - - -
26217 Diamond Bar Blvd. Streetscape (GSD - 60FWY)-Design 300,000.00 165,306.58 134,693.42 75,000.00 59,693.42 109 59,693.42 130,559.42 130,559.42 180141
22818 Grand/GSD Intersection Enhancement 1,588,040.00 65,388.57 1,522,651.43 1,527,451.00 (4,799.57) 113 (3,587.84) 23,128.22 23,128.22
180177,
180178
- - - - - 119 (1,211.73) - -
1,588,040.00 65,388.57 1,522,651.43 1,527,451.00 (4,799.57) (4,799.57) 23,128.22 23,128.22
26319 Electric Charging Station at City Hall 63,860.00 - 63,860.00 47,895.00 15,965.00 31809 7,983.00
26320 Electric Charging Station at City Hall - - - - - 118 7,982.00 - -
63,860.00 - 63,860.00 47,895.00 15,965.00 15,965.00 - -
Total Public Works Projects 9,506,209.00 4,680,893.42 4,277,917.75 3,522,484.00 559,235.64 559,235.64 852,005.85 852,005.85
CITY OF DIAMOND BAR
CIP CARRYOVERS
FY 2018-19 to FY 2019-20
PUBLIC WORKS PROJECTS
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Project #Project Name Total Budget Total Exp
Required
Carryover
Carryover in
2019-20 Budget
Total Add'l
Carryover
Req'd
Add'l Carryover
Funding Source
Amount of
Appropriation
by Funding
Source Open PO's
Total Amount
of PO's to
carryover PO
CITY OF DIAMOND BAR
CIP CARRYOVERS
FY 2018-19 to FY 2019-20
25414 Heritage Park Improvements 170,676.00 61,132.57 109,543.43 36,250.00 73,293.43 122 73,293.43 29,412.00 29,412.00 190148
25517 Design of Canyon Loop Trail 50,000.00 - 50,000.00 50,000.00 - N/A - - -
25917 Sycamore Canyon Park Slope Erosion Repairs 1,322,880.48 64,450.47 1,258,430.01 587,840.00 670,590.01 001 319,797.49 814,194.10 814,194.10
180218,
190150,
190151
25918 Sycamore Canyon Park Slope Erosion Repairs 31620 133,228.75
25919 Sycamore Canyon Park Slope Erosion Repairs 31816 125,988.25
25919 Sycamore Canyon Park Slope Erosion Repairs - - - - - 122 91,575.52 - -
1,322,880.48 64,450.47 1,258,430.01 587,840.00 670,590.01 670,590.01 814,194.10 814,194.10
24917 Pantera Park Walkway Lighting Replacement- Construction 500,000.00 473,558.49 26,441.51 - 4,110.99 001 4,110.99 4,110.99 4,110.99 180250
601866-17 Playground Surfacing Replacement and ADA Improvements @ Starshine Park 165,128.00 148,873.80 - - - COMPLETE - - -
601721-15 ADA - Stardust/Longview 132,727.00 80,716.86 52,010.14 - COMPLETE -
25818 HVAC Replacement for City Hall 400,000.00 380,533.00 - - - COMPLETE - - -
25618 DBC Roof Rehabilitation (Phase II-Section F&I)100,000.00 - 100,000.00 - 100,000.00 540 100,000.00 64,625.00 64,625.00 190175
25819 Sycamore Canyon Creek Repair 80,000.00 80,000.00 80,000.00 - N/A - -
25919 Sunset Crossing Park (Design)300,000.00 30,214.00 269,786.00 75,000.00 194,786.00 001 166,669.00 - -
122 16,783.00
- - - - - 124 11,334.00 29,666.00 29,666.00 190148
300,000.00 30,214.00 269,786.00 75,000.00 194,786.00 194,786.00 29,666.00 29,666.00
Total Parks/Facilities Projects 3,221,411.48 1,239,479.19 1,946,211.09 829,090.00 1,042,780.43 1,042,780.43 942,008.09 942,008.09
Grand Total 12,727,620.48 5,920,372.61 6,224,128.84 4,351,574.00 1,602,016.07 1,602,016.07 1,794,013.94 1,794,013.94
PARKS/FACILITIES PROJECTS
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Agenda #: 6.6
Meeting Date: September 17, 2019
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: CONSULTING SERVICES AGREEMENT WITH ALTA PLANNING +
DESIGN, INC. FOR THE DEVELOPMENT OF THE SCHOOL ZONE
CIRCULATION IMPROVEMENTS AND SAFE ROUTES TO SCHOOL
PLAN (SRTS)
STRATEGIC
GOAL:
Safe, Sustainable & Healthy Community
RECOMMENDATION:
A. Approve budget adjustment and appropriate $200,000 of Prop C funds to replace
$150,000 General Funds for the School Zone Circulation Improvements and Safe
Routes to School Plan (SRTS); and
B. Approve, and authorize the Mayor to sign, the Consulting Services Agreement
with Alta Planning + Design, Inc., in the amount of $159,564, plus a contingency
amount of $40,000 to be approved by the City Manager, for a total authorization
amount of $199,564.
FINANCIAL IMPACT:
The FY 19-20 Public Works Operating Budget includes $150,000 of General Funds for
the School Zone Circulation Improvements and Safe Routes to School Plan (SRTS).
Staff received approval from Metro for Prop C Funds in the amount of $200,000 to
replace the $150,000 General Funds for the SRTS.
School Zone Circulation
Improvements and Safe Routes to
School Plan (SRTS) (FY 19/20)
Budget Encumbrance/
Expenditures Balance
Prop C Fund Balance Reserve $200,000 $200,000
Alta Planning + Design, Inc. $159,564 $40,436
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(Project Design)
Contingency (25%) $40,000.00 $436.00
Budget Balance $436.00
The contingency for Alta Planning + Design, Inc. contract in the amount of $40,000 for
the School Zone Circulation Improvements and Safe Routes to School Plan (SRTS) will
only be used for the preparation of the Active Transportation Program (ATP) grant
application or additional tasks that will warrant a contract change order. Optional tasks
are not being considered at this time.
BACKGROUND/ DISCUSSION:
The School Zone Circulation Improvements and Safe Routes to School Plan (SRTS) will
provide complete and implementable recommendation to create safer, more
comfortable walking and bicycling options for students, their parents/families, and
residents. Through a robust stakeholder engagement process, the SRTS Plan will
identify safety, infrastructure, and programmatic barriers to walking and bicycling to,
from, and around school. The SRTS Plan development process itself will provide
opportunities to educate and encourage students at six (6) schools in the Pomona
Unified School District (PUSD) and eight (8) schools in the Walnut Valley Unified School
District (WVUSD) to walk and bike to school safely and regularly.
Following is the list of locations for schools within the Walnut Valley Unified School
District and Pomona Unified School District to take part in the study:
Walnut Valley Unified School District
1. Castle Rock Elementary
2. South Point Middle
3. Evergreen Elementary
4. Maple Hill Elementary
5. Walnut Elementary
6. Quail Summit Elementary
7. Chaparral Middle School
8. Diamond Bar High School
Pomona Unified School District
9. Pantera Elementary
10. Diamond Point Elementary
11. Golden Springs Elementary
12. Neil Armstrong Elementary
13. Lorbeer Middle School
14. Diamond Ranch High School
The City of Diamond Bar is committed to provide active transportation opportunities to
its residents. In addition, the Healthy Diamond Bar initiative further solidifies the City’s
commitment to promote healthy living. This SRTS Plan is an opportunity to identify link -
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ages in the City’s active transportation network that can further support walking and
bicycling to school. Alta will develop a SRTS Plan that will address the following
objectives:
- Develop a SRTS Plan that incorporates the six Es (Evaluation, Engineering,
Education, Encouragement, Enforcement, and Equity) of SRTS;
- Include a wide array of students and residents; and
- Identify improvement projects that will result in improved safety, public health
through promotion of bicycling and walking, and connectivity.
The content of the Plan will be based on input from school and community groups such
as school and District administrators, parent-teacher organizations, the City’s Traffic
and Transportation Commission, open public community meetings, online parent and
student surveys, in-depth analysis of accident data, time/delay analysis, queuing, bus
circulation, temporary and long term parking, pedestrian accidents, and comprehensive
walking audits at each school. The Plan will also include school specific summaries that
describes existing (parking, drop-off/pick up) conditions and recommendations for site
improvements, and a list of prioritized projects (counter measures) with cost estimates
per school and districtwide.
The Request for Proposals (RFP) was posted for bids in PlanetBids on July 1, 2019.
On July 19, 2019, two (2) fee proposals were received. Alta Planning + Design Inc.
submitted the lowest base bid in the amount of $1 59,564.
The following bid proposals were received as follow:
No. Consultant Total Bid
1. Alta Planning + Design Inc. $159,564
2. KOA $220,120
Both proposals were evaluated utilizing the following evaluation criteria:
• Staff Qualifications
• Firm Qualifications
• Approach/Methodology
• Hours- Level of Effort (Staffing Commitment and Time Allocation)
• Ability to Meet City’s Schedule and Expectations
• Relevant References (Record of Performance)
Based on the evaluation criteria above and Alta Planning + Design Inc. past project
experience in similar projects, Alta Planning + Design Inc. is qualif ied to perform the
services required to achieve a successful study of the School Zone Circulation
Improvements and Safe Routes to School Plan (SRTS).
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Staff has verified references for Alta Planning + Design Inc., and excellent comments
were given from City of Pasadena, City of Claremont, and City of Santa Ana about their
experience and similar work completed.
The project schedule is tentatively set as follows:
Award of Contract September 17, 2019
Notice to Proceed October 2019
Completion of Plan October 2020
PREPARED BY:
REVIEWED BY:
Attachments:
1. 6.6.a AGREEMENT INCLUDING EXHIBIT A
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1
CONSULTING SERVICES AGREEMENT
THIS AGREEMENT (the "Agreement") is made as of September 17, 2019 by and
between the City of Diamond Bar, a municipal corporation ("City") and The Alta
Planning + Design, Inc. ("Consultant").
1. Consultant's Services.
Subject to the terms and conditions set forth in this Agreement Consultant shall
provide to the reasonable satisfaction of the City the services set forth in the attached
Exhibit "A", which is incorporated herein by this reference. As a material inducement to
the City to enter into this Agreement, Consultant represents and warrants that it has
thoroughly investigated the work and fully understands the difficulties and restrictions in
performing the work. 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.
Christian Malpica, Engineer herein referred to as the “City’s Project Manager”,
shall be the person to whom the Consultant will report for the performance of services
hereunder. It is understood that Consultant shall coordinate its services hereunder with
the City’s Project Manager to the extent required by the City’s Project Manager, and that
all performances required hereunder by Consultant shall be performed to the
satisfaction of the City’s Project Manager and the City Manager
2. Term of Agreement. This Agreement shall take effective September 17,
2019, and shall continue unless earlier terminated pursuant to the provisions herein.
3. Compensation. City agrees to compensate Consultant for each service
which Consultant performs to the satisfaction of City in compliance with the scope of
services set forth in Exhibit "A". Payment will be made only after submission of proper
invoices in the form specified by City. Total payment to Consultant pursuant to this
Agreement shall not exceed One Hundred Fifty Nine Thousand Five Hundred Sixty Four
Dollars and Zero Cents ($159,564) without the prior written consent of the City. The
above not to exceed amount shall include all costs, including, but not limited to, all
clerical, administrative, overhead, telephone, travel and all related expenses.
4. Payment.
A. As scheduled services are completed, Consultant shall submit to
City an invoice for the services completed, authorized expenses and authorized extra
work actually performed or incurred.
B. All such invoices shall state the basis for the amount invoiced,
including services completed, the number of hours spent and any extra work performed.
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CITY OF DIAMOND BAR DEPARTMENT OF PUBLIC WORKS:
SCHOOL ZONE CIRCULATION
IMPROVEMENTS AND
SAFE ROUTES TO SCHOOL PLAN
TECHNICAL PROPOSAL
July 19, 2019
PREPARED BY:
Alta Planning + Design, Inc.
617 W. 7th Street, Suite 1103
Los Angeles, CA 90017
(213) 489-7443
www.altaplanning.com
IN ASSOCIATION WITH:
Place It!
313 S. Cordova Street
Alhambra, CA 91801
(626) 437-4446
www.placeit.org
TABLE OF CONTENTS
Project Understanding . . . . . . . . . . . . . . . . . . . . . . . . . . . .1
Scope of Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .2
Project Team . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .14
Relevant Experience and References . . . . . . . . . . . . . .15
Program Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .17
Resource Requirements . . . . . . .[Separate and sealed]
QA/QC . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18
Fee Schedule . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .18
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transportation | recreation | innovation
617 W. 7th Street, Suite 1103
Los Angeles, CA 90017
(213) 489-7443
www.altaplanning.com
July 19, 2019
City of Diamond Bar
Mr. Christian Malpica
21810 Copley Drive
Diamond Bar, CA 91765
RE: School Zone Circulation Improvements and Safe Routes to School Plan
Dear Mr. Malpica and Members of the Proposal Selection Committee:
Alta Planning + Design, Inc. (Alta) is pleased to submit this proposal to assist the City of Diamond Bar (City) with the devel-
opment of School Zone Circulation Improvements and a citywide Safe Routes to School (SRTS) Plan.
Alta is the leading firm in California when it comes to local and national SRTS expertise, having developed numerous SRTS
plans throughout the state including in Los Angeles County, Chula Vista, Rialto, and Claremont. Our work is known for
employing effective community outreach strategies and innovative engineering treatments to provide context-sensitive
solutions that strengthen the culture of walking and bicycling to school. We will work in collaboration with Place It!, an
innovative outreach and engagement firm that uses a storytelling lens to foster creative ideas and build buy-in among
diverse communities. Together with Place It!, the Alta team will develop a comprehensive framework for increasing safe
and more connected walking and bicycling opportunities for school children in Diamond Bar.
We will provide the City with school zone circulation improvement recommendations and a SRTS Plan that reflects commu-
nity values, improves walking connections to schools, and is based on best practices with a focus on implementation.
Our team provides the following unique advantages:
Ū Over 20 Years of SRTS Experience. Alta has assisted thousands of schools, school districts, and jurisdictions in the
development of SRTS plans and programs. We will bring our unparalleled experience working with schools, local non-
profits, public health professionals, and other community partners to provide Diamond Bar with an efficient process,
clear communications, and an implementable SRTS plan.
Ū Community Engagement Expertise. Community engagement and key stakeholder coordination are at the heart of
this project. Alta and Place It! are skilled at facilitating an authentic process to identify and prioritize stakeholder needs.
We will customize outreach strategies to complete a final SRTS plan for Diamond Bar that responds to public input and
has public buy-in.
Ū Local Access and Knowledge. Our strong local relationships and understanding of background issues in the San Gabriel
Valley will enable us to “hit the ground running” to mobilize and implement community outreach and data collection.
Ū Opportunities for Capacity Building. The Alta team is well positioned to provide the City with a SRTS Plan that will
catalyze community transformation. We structure our project work to elevate knowledge sharing and capacity building,
providing Diamond Bar school communities and stakeholders with the tools to implement no-cost SRTS strategies that
complement broader SRTS efforts.
Ū Leveraging Additional Funds. Alta is the leading firm when it comes to helping our clients leverage and secure addi-
tional project funding. Alta has helped California jurisdictions secure nearly $80 million in the last four cycles of the
Active Transportation Program, including funds for school-area improvement projects. Our project work will be geared
towards setting up Diamond Bar for success in the next cycle of the Active Transportation Program.
We look forward to working with you on this project. Please feel free to contact me directly at (213) 257-8600 or samcor-
bett@altaplanning.com, or Project Manager Ryan Johnson at (213) 437-3392 or ryanjohnson@altaplanning.com with any
questions regarding this proposal.
Sincerely,
Sam Corbett, Principal-in-Charge
Alta Planning + Design, Inc.
Greg Maher, Vice President, as duly authorized
Alta Planning + Design, Inc.
Alta acknowledges and accepts the stated tasks, costs, and time-lines approved by the grant. Alta accepts the terms and conditions in
Attachment A, and certifies that the required insurance coverage will be obtained by Alta and Place It! and that it is understood that
the coverage is a mandatory prerequisite for entering in an agreement with the City. To the best of our knowledge, neither Alta nor our
proposed subconsultants, have any conflict of interest with the City or the project. This proposal stands as a firm offer to enter into a
binding agreement with the City in accordance with the provisions of this RFP. This proposal shall remain valid for a period of 120 days
from the date of submission.
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1
School Zone Circulation Improvements and Safe Routes to School Plan | Alta Planning + Design
The Diamond Bar School Zone Circulation
Improvements and SRTS Plan will provide clear and
implementable recommendations to create safer,
more comfortable walking and bicycling options
for students, their families, and residents. Through
authentic and robust stakeholder engagement, the
SRTS Plan will identify safety, infrastructure, and
programmatic barriers to walking and bicycling to,
from, and around school. The SRTS Plan development
process itself will provide opportunities to educate
and encourage students at five schools in the Pomona
Unified School District (PUSD) and nine schools in the
Walnut Valley Unified School District (WVUSD) to walk
and bike to school safely and often.
Diamond Bar has already shown a commitment
to providing recreation and active transportation
opportunities to its residents. In addition, the Healthy
Diamond Bar initiative further solidifies further solidi-
fies the City’s commitment to promote healthy living.
This SRTS Plan is an opportunity to identify link-
ages in the City’s active transportation network that
can further support walking and bicycling to school.
Furthermore, Diamond Bar itself is ideal for walking
and bicycling because of its climatic weather and its
history as being ranked one of the safest places to live
in the United States.
Based on our extensive experience working on similar
efforts and guided by Diamond Bar City staff, PUSD,
WVUSD, school, public health, parents, students, and
other community stakeholders, Alta will create a SRTS
Plan that addresses the following project objectives:
Develop a SRTS Plan that incorporates the six
Es of SRTS
Alta’s high quality, award-winning SRTS projects help
school communities think about how SRTS can support
their own priorities such as improving health, decreasing
absenteeism, and reducing vehicle emissions around
schools. We use SRTS best practice strategies,
referred to as the “6 Es”—Education, Encouragement,
Enforcement, Engineering, Evaluation, and Equity—in
a context-sensitive and comprehensive way to remove
barriers and increase walking and bicycling to school.
Include a wide array of residents
Alta will see that the planning process includes a
wide array of residents. Alta and PlaceIt!’s inclusive
and multifaceted outreach process engages with
each school district, stakeholder groups (e.g., parent
teacher organizations, and the Diamond Bar Traffic
and Transportation Commission), and local and county
agencies (e.g., Sheriff’s Department, School District).
Alta understands that working with school communi-
ties presents unique opportunities for deep engage-
ment into highly localized issues around neighborhood
infrastructure and travel behavior. Involving multiple
stakeholders at several school districts can be a partic-
ularly challenging exercise to schedule, but it can be
rewarding to identify district-specific approaches for
establishing a successful, ongoing SRTS program. At
the same time, we are familiar with the time pressures
already on families, teachers and school administra-
tors, and limited bandwidth to engage in more events,
meetings, and outreach activities. We are sensitive
to the limits on participants’ time, so our scope of
services is structured for a multi-layered outreach that
gives stakeholders multiple channels for engagement
throughout the process, aligning with existing meet-
ings and events, which has the added benefit of being
budget-friendly.
Identify projects that will result in improved
safety, public health through promotion of
bicycling and walking, and connectivity
Alta will help the City and stakeholders identify and
prioritize projects that have the best potential for
improving safety, public health, connectivity, and other
priorities as identified through the planning process.
Alta specializes in communicating mobility deficien-
cies and opportunities through walk audits, graphics,
and data analytics that excite stakeholders about
potential new projects. The SRTS Plan will position
Diamond Bar with grant ready projects that are more
likely to be funded through Caltrans ATP, or other
funding programs.
Project Understanding
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Task 1: Project Management
and Procurement
1.1 KICK-OFF MEETING
Within one week of the Notice to Proceed, Alta will
coordinate with Diamond Bar (City) to schedule a kick-
off meeting with the City Project Manager and appro-
priate staff. The purpose of this kick-off meeting will
be to: finalize project objectives, implementation time -
line, and expectation; establish project management
procedures including progress report and invoicing
requirements; and discuss the approach to community
outreach and collaboration with individual schools and
school Districts; and review any other agendized items.
In advance of the kick-off meeting, Alta will prepare an
agenda. After the kick-off meeting, Alta will prepare
a list of key action items, final agreed upon project
scope of services and schedule, and a Data Needs
Request Memorandum that lists major items needed
to advance the project, including GIS data and key
policy documents for background review.
1.2 ONGOING COORDINATION
Alta proposes establishing a regular meeting schedule
with the City Project Manager. At a minimum, these
meetings should occur once per month via conference
call and be approximately one-hour in duration, or
bi-weekly for half an hour. Monthly coordination meet-
ings will not exceed 23 hours of meetings over the
course of the project. Alta will prepare monthly coor-
dination meeting agendas with input from the City.
Agenda items will include project status updates. Alta
will submit key take-aways no more than one week
after each meeting.
Alta will submit monthly invoices based on approved
City processes.
Task 1 Deliverables
Ū Kick-off meeting agenda
Ū Kick-off meeting notes, including a list of key action
items
Ū Final scope of service and project schedule
Ū Monthly meeting agendas and minutes, with key
takeaways
Ū Invoices
Task 2: Data Collection and
Analysis
2.1 REVIEW AND ANALYZE EXISTING
DOCUMENTS AND DATA
Alta will begin this task by providing a Data Request
Memo shortly after the Kick-off meeting, which
will enumerate the documents and data we will be
reviewing in this task and will identify data that we
have, or that is readily-available. City staff will identify
any additional documents for review and provide Alta
with a review copy if the document is not available
electronically. The Data Request Memo will include
data to be requested from the two school districts. We
prefer to have the City make the initial data request,
but Alta can follow up if needed.
Alta will provide a projects, policy, and programs
review of relevant City documents that may guide
the project including: City’s General Plan’s Circulation,
Safety, Land Use, and Social Services Elements,
Conceptual Trails Plan, CIP, existing SRTS plan and
programs, approved development projects, Caltrans
District 7 planning, and CTP2040.
Alta will collect data from the following sources: colli-
sion data (most recent five years from the Statewide
Integrated Traffic Records System [SWITRS]; Los
Angeles County Sheriff’s Department; pedestrian
inventory data including sidewalks; crosswalks and
other pedestrian facilities; bicycle route data; transit
(bus and train) routes; stops and ridership data;
roadway characteristic data including number of travel
lanes; roadway/travel lane width; speed limits/ speed
survey data; traffic volume data; non-motorized travel
demand projections; public health (as available from
the Los Angeles County Health and Human Services
Agency and the California Health Interview Survey);
and Demographic data. This review will yield a docu-
mentation of planned, proposed, currently funded,
currently underway, and recently approved projects.
Additionally, any relevant policy directives and current
programs will be documented as part of this task.
Furthermore, Alta will review the two school districts’
plans and policies related to active transportation,
health, and safety. This will include a review of each
districts’ transportation plans and school wellness poli-
cies to see if they have language supportive of walking
and biking to school. If not readily available online, Alta
will also request data on school boundaries, enrollment
Scope of Services
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and images will be optimized for ATP, including ATP
specific distances from school and relevant SWITRS
time period parameters, and other future funding
opportunities. Alta will provide a draft of all maps in
PDF for City review, and will revise one time, based
on a single set of consolidated, internally consistent
comments.
2.3 CONDUCT PARENT AND STUDENT
SURVEYS
Alta has helped collect hundreds of thousands of
parent surveys and student hand tallies using the
standard SRTS methods developed by the National
Center for SRTS. We will use our established data
collection procedures to efficiently collect this infor-
mation. These include easier-to-use data collection
forms, clear instructions for school administration and
teachers, and a variation for high schools.
Alta will use the hand tallies to measure the levels of
students walking and bicycling at all project schools
twice—once at the beginning of the project and once
at the end. We will work closely with each school to
determine their preferred method for administering
the tallies. From our experience, schools tend to prefer
to have teachers administer the tallies because it is
the least disruptive, so we will be prepared to send
student travel tally forms and instructions to schools.
Completed student travel tally forms will be collected
areas, crossing guard locations, and school start times
as part of this process.
Alta will consolidate our review and analysis of existing
documents and data into an Existing Plans, Policies,
and Programs Memorandum. Alta will provide a draft
in MS Word for City review, and will revise one time,
based on a single set of consolidated, internally consis-
tent comments.
2.2 CONDUCT IN-DEPTH COLLISION
ANALYSIS
Alta will conduct bicycle and pedestrian collision anal-
ysis using the data reviewed and collected in Task 2.1.
Other factors including sidewalk conditions, bikeway
facilities, proximity to transit routes and facilities, and
proximity to schools and other activity centers will also
be studied in relation to pedestrian and bicycle-related
collisions. The collision data will be included in a point-
based shapefile (GIS) to create an easy-to-read map
displaying the location of each collision, likely cause of
collision (speed, DUI, improper turn), collision severity,
and “heat map” like clusters showing the highest colli-
sion location.
Each collision map will be collated into the final SRTS
Plan. Results of the analysis will be presented using
easy to understand narrative that allows technical
and nontechnical audiences to understand impor-
tant trends and patterns for collisions. The analysis
TACOMA SAFE ROUTES TO SCHOOL • ACTION PLAN
13
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BROWNSPOINT ES
BRYANT ES
CRESCENTHEIGHTS ES
DELONG ES
DOWNING ES
FRANKLIN ES
GEIGERMONTESSORI
GRANT CENTERFOR THE
EXPRESSIVE ARTS
HENRYFOSS HS
JASONLEE MS
JEFFERSON ES
LOWELL ES
MASON MS
MCCARVER ES
MEEKER MS
NORTHEASTT ACOMA ES
POINTDEFIANCE ES
SCIENCEAND MATHINSTITUTE
SHERMAN ES
SKYLINE ES
STADIUM HS
STANLEY ES
TRUMAN MS
WASHINGTON ES
WILSON HS
ARLINGTON ES
BAKER MS
BIRNEY ES
BLIX ES
BOZE ES
EDISON ES
FAWCETT ES
FERN
HILL ES
FIRST
CREEK MS
GIAUDRONE MS
GRAY MS
HELEN B
STAFFORD ES
LARCHMONT ES
LINCOLN HS
LISTER ESLYON ES
MANITOU
PARK ES
MANN ES
OAKLAND HS
REED ES ROO SEVELT ES
SHERIDAN ES
STEWART MS
WHITMAN ES
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16
509
¹Data provided by the Pierce County, the City
of Tacoma, and the American Community Survey.
Map produced November 2016.
Low Income School
Bicycle and pedestrian
youth crashes (2010-2014)
Parks
Schools
Median household income below
60% of the Tacoma average
Median household income 60%-80% of the Tacoma average
Diverse School
(75% or more of students are
eligible for free or reduced lunch)
(15% or more of students
are english language learners)
Low Income and Diverse School
LEGEND
High Equity and Safety Needs Schools Participating in Earn-a-Bike Programs
Equity and Safety Needs Analysis Map
Alta compared crash data with locations of schools serving
disadvantaged populations for the Tacoma, WA SRTS Action
Plan (2017).
Alta’s graphic design team is skilled at visually communicating
evaluation outcomes, as we did for all nine counties in the San
Francisco Bay Area (2015).
Analysis based on student hand tally data from 71 schools and parent survey data from 18 schools between 2011 and 2014. See report for more details.
REDUCTION
IN GREENHOUSE GAS EMISSIONS
AVERAGE PER STUDENT ANNUAL MILES BIKED
HOURS OF PHYSICAL ACTIVITY
INCREASED
INCREASED
9%
15%
2,2082.8 MILES
AVERAGE PER STUDENT ANNUAL MILES DRIVEN IN THE FAMILY CAR DECREASED6.2 MILES
92%
of schools participated in International Walk & Roll to School Day.
How Students Currently Travel to and from School
How Students Traveled to and from School
Follow Up (2013-14)
Baseline (2011-12)Baseline Follow Up Baseline Follow Up Baseline Follow Up Baseline Follow Up Baseline Follow Up
0%
20%
40%
60%
80%
100%
1/4 mile or less 1/4 - 1/2 mile 1/2 - 1 mile 1 - 2 miles More than 2 miles
Active Modes
(walk, bike, other)
Shared Modes
(carpool, transit,
school bus)
Family Car
by Distance Family Lives from School
Overall, the program saw a
due to students shifting to active modes.
more parents felt
that walking and
biking to school is fun
for their children.
Spring 2013-
Spring
2014
2%
School Bus
52%
Family
Vehicle
8%
Carpool
3%Other
30%
Walk
2%
Transit
3%
Bike
6.6.a
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to participate and maximizes the information we can
gather during the short school commute peak obser-
vation period. Alta will prepare for the school audits
by discussing with City and school staff to understand
key issues around each school site. This allows us to
prepare a walk audit route that is focused on the key
issue areas for each school and develop maps and
other background materials that will help stakeholders
to efficiently record their input.
A. Walk Audit Scheduling and Outreach
Alta will work with each school’s administration to
schedule and advertise the walk audits and identify
stakeholders who should be invited. Stakeholders
may include parents, teachers, school administrators,
local neighbors, City staff, school district staff, and law
enforcement representatives. Alta will develop flyers
in English, Korean, Mandarin, and Spanish and prepare
other information for schools and the City to publicize
the walk audits through existing school communica-
tion channels.
B. Walk Audit Observation and Meeting
Alta will lead a school walk audit at each of the project
schools, up to 14. An Alta-led walk audit includes four
segments:
1. A brief introduction to the stakeholders, a brief
training to review the process, and an overview of
the plan for the audit.
2. An observation of school drop-off or pick-up circu-
lation and behaviors, inviting school stakeholders
to mark notes on printed aerial maps showing
a quarter-mile and half-mile radius around each
school and a walk audit checklist that prompts them
as to specific infrastructure elements and traffic
behaviors to be looking for during the walk audit.
During the walk audit, we will observe, document
and photograph existing infrastructure, and opera-
tional and behavioral conditions that may serve as
barriers or challenges to safe walking, bicycling, and
vehicle or transit circulation in the school area.
3. A stakeholder debrief meeting immediately after
the observation, to discuss challenges identified in
the observation as well as issues that have arisen in
the past, which may not have been observed during
this audit (in particular inclement weather, field trips
or sports games, etc.).
4. A field inventory, with City staff invited to partici-
pate, of the bicycle and pedestrian facilities in the
school vicinity, confirming the data provided and
collecting information about signage, pavement
striping, major sidewalk impediments, and other
factors not included in the GIS.
from schools and the data entered in the National
Center for SRTS’s database.
Alta will collect parent/guardian attitudinal data using
an online and paper versions of the National Center for
SRTS Parent Survey in English, Korean, Mandarin, and
Spanish. From our experience conducting numerous
SRTS plans, an online, mobile phone optimized survey
is the most effective way to capture data from parents
and guardians. However, we will use every in-person
outreach opportunity, as defined through Task 3, to
promote the survey via the online platform or provide
participants with paper copies. We will facilitate this
data collection twice—once at the beginning of the
project and once at the end, along with the hand tallies.
Alta will tabulate Student Travel Tally and Parent Survey
data and present the results in the Data Memorandum,
which will ultimately be folded into the Final SRTS Plan.
Alta is skilled at turning data into highly appealing and
understandable infographics, images, and visuals. The
Data Memorandum will include these communication
strategies to present easy to read visual and narrative
analyzes of mode share by school, parents’ attitudes
towards walking and biking, and any trends in mode
shift or attitudes over the course of the project. Alta
will provide a draft in PDF for City review, and will
revise one time, based on a single set of consolidated,
internally consistent comments.
2.4 CONDUCT WALKING AUDITS AT
EACH SCHOOL
School walk audits are one of the most impor-
tant SRTS tasks as they are the best opportunity to
gather interest and input from all SRTS stakeholders,
while simultaneously identifying needed circulation,
access to infrastructure, and barriers and opportuni-
ties for improving student safety. We have an effec-
tive process that respects stakeholders’ limited time
Alta has led thousands of school walk audits, and our efficient
process for gathering stakeholder input enables us to develop
recommendations from community input.
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These walk audits are a very effective and direct
means of getting stakeholder input and buy in. This
information will be used to identify areas for improve -
ments to the bicycle and pedestrian network and
even help inform preferred biking and walking routes
to school. Alta staff will provide additional technical
expertise, translation, and observational reporting for
participants.
The expected outcomes of each walk audit are:
Ū Identify preferred active transportation (walking,
bicycling, scooting, and rolling) streets
Ū Identify and prioritize barriers to active
transportation
Ū Develop a list of recommended infrastruc-
ture improvements on campus and in the public
right-of-way
Ū Develop a list of program improvements
Ū Identify key responsible parties for implementation
Identify SRTS school and parent “champions” who
can take ownership of SRTS strategies beyond the
life of the project.
C. Traffic Counts
Alta will facilitate traffic counts concurrently with walk
audit scheduling, alerting school staff that National
Data Systems, a professional data collection firm, will
be collecting turning movements and traffic volumes
surrounding each school.
D. SRTS Site Assessment
Following each walk audit, Alta will begin drafting
individual SRTS Site Assessments for each school,
which will document existing conditions, summarize
observed safety challenges and barriers to walking
and bicycling, and present countermeasures specific
to each school site.
Potential countermeasures to be included in the SRTS
Site Assessments include the following:
Infrastructure (Engineering). Alta’s specialized plan-
ning and engineering staff will work integrally to
develop a series of SRTS recommendations for each
school based on stakeholder input, traffic volume,
collision data, engineering judgement, and field obser-
vations. Alta will comprehensively assess for different
scales of recommended improvements:
1. Low-cost, near term improvements such as striping
and signage updates that the City can consider incor-
porating when doing general street maintenance.
2. Higher-cost, long-term improvements that the City
should consider adding to upcoming street projects
or when applying for infrastructure funding.
Each walk audit will include
documentation of the following:
Ū Existing routes for pedestrians and bicyclists
Ū Sidewalks and pathways, continuity and
conditions
Ū Bikeways, continuity and conditions
Ū Crosswalk locations
Ū School crossing guards
Ū School area striping, signage, and pavement
markings
Ū Parking (short + long term)
Ū Drop-off/pick-up
Ū Loading and circulation operations
Ū Transit operations
Ū Pedestrian signals/phasing
Ū Traffic signal operations
Ū Bicycle parking facilities
Ū School access points/gates
Ū Local and school driveway traffic circulation
patterns
Ū Pedestrian and bicyclist behavior
Ū Motorist behavior
Ū Roadway and crosswalk lighting
Ū Curb ramp locations, ADA compliance and
special needs concerns
Ū Presence of bike racks at the school sites
Ū Barriers and visibility obstructions for pedes-
trians and bicyclists, buses, cars
Alta conducted a walk audit for John Muir Elementary as part
of the Alameda County Safe Routes to School project, which
we refined for a successful ATP grant application.
0 125 250 feet
Ashby Ave
t AveClaremont Crescent
Ashby Ave
Webster St Domingo AveWebster StClaremonClaremont AveDomingo AveClaremont Crescent
AA
B
C
B
John Muir
Elementary
School
John Muir
Elementary
School
E-1
10’12'10'
Sidewalk with Curb Extension + Ramp Sidewalk with Curb Extension + Ramp
12'
NB Travel Lane NB Travel LaneSB Travel Lane
12’
SB Travel Lane
10'10'10'
Sidewalk + Curb Ramp
W E
W E
Sidewalk + Curb Ramp
10'
NB Travel Lane NB Travel LaneSB Travel Lane
8'8'
14'
ParkingLane SB Travel Lane
8’ 6’
ParkingLane
56’ Curb-to-Curb
44’ Curb-to-Curb
Proposed Cross-Section with Curb Extension
Claremont Ave at Claremont Crescent on North side of intersection, facing North
Existing Cross-Section
I
Attachment E. Proposed
Improvements for John
Muir Elementary School
Overview Map
A. Domingo Pedestrian Pathway
1. Install light xtures
B. Claremont Avenue, South of Ashby Avenue
1. Install Speed Feedback Sign
C. Claremont Avenue at Claremont Crescent
(see cross-section inset on this page and
intersection details on page E-2)
1. Remove pole and mast arm and install new
pole and mast arm
2. Install RRFBs with Warning Signs on mast arm
3. Install RRFB, Warning Signs, and push button on pole
4. Install MUTCD Assembly A warning signs
5. Construct concrete sidewalk
6. Construct concrete curb and gutter
7. Construct curb ramp and detectible warning surface
8. Pavement delineation
9. Adjust manhole to grade
10. Drainage inlet and connection to SD pipe
11. Remove concrete and AC pavement
C
4-Berkeley-02
12'
10'
10'
12'CLAREMONT AVENUECLAR
E
M
O
N
T
C
R
E
S
C
E
N
T
1. Remove pole and mast arm and install new pole and mast arm2. Install RRFBs with warning signs on mast arm
3. Install RRFB, warning signs, and push button on pole4. Install MUTCD Assembly A warning signs5. Construct concrete sidewalk
6. Construct concrete curb and gutter7. Construct curb ramp8. Pavement delineation9. Adjust manhole to grade
10.Drainage inlet and connection to SD Pipe11.Remove concrete and AC pavement
5 11
5
11
9
10
9
3
2 3
42
4 6'
6'
10
7
77
6
6
6
6
1
9
1
SHEET NO.Muir SRTS Improvements
Claremont Ave at Claremont Crescent
Berkeley, California
DESIGNED:
REVIEWED:
DRAWN:
PROJECT NO.DATE2015-140
SCALE FILE
REVISIONS
NO DATE ITEM
www.altaplanning.com
04/30/2015 p:510.540.5008Oakland, California 94607100 Webster Street, Suite 300
E-2
BMB
LD
0 5' 10' 15' 20' 25'
DETAIL C
C
4-Berkeley-02
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Ū SchoolPool or Other Carpool Promotion
Ū Walk/Bike Promotional Tip Sheets/Flyers
Task 2 Deliverables
Ū Data Needs Request Memorandum
Ū Existing Plans, Policies, and Programs Memorandum
Ū Collision maps and analysis by school
Ū Existing Conditions Memorandum
Ū Walk audit maps
Ū Traffic counts
Ū SRTS Site Assessments for all 14 schools
TASK 3: COMMUNITY
AND STAKEHOLDER
ENGAGEMENT
Alta has a broad range of experience conducting
successful outreach and engagement for citywide
plans. We are sensitive to the limits on participants’
time, and will structure our outreach to give stake-
holders multiple channels for engagement throughout
the process, and aligns with existing meetings and
events as much as possible. Furthermore, the Alta
team are skilled facilitators and will customize commu-
nity engagement dialogue and activities to garner
authentic, community need driven feedback that will
be incorporated into the final SRTS Plan.
3.1 DEVELOP A COMMUNITY
ENGAGEMENT PLAN
Alta and our partner Place It! will work closely with the
City staff to develop an Community and Stakeholder
Engagement Plan for the project. The Community and
Stakeholder Engagement Plan will focus on reaching
those community members who are often difficult to
Based on our knowledge and extensive experience
building streets, Alta will develop preliminary cost
estimates based on the City’s unit costs. (Unit costs
are to be provided by City staff based on recently
constructed street projects).
Potential projects will be evaluated from the feasibility,
cost, difficulty in implementation, level of change, and
potential disruption factors. These components, in
conjunction with the City’s design standards and direc-
tion from City staff, will guide the project implemen-
tation strategy, development, and recommendations.
This task will result in recommendations and include a
map of recommendations improvements around each
school (conceptual site plan), visual simulations, and
planning level cost estimates.
Non-infrastructure (Education, Encouragement, and
Enforcement). Alta’s highly experienced SRTS practi-
tioners are skilled at assigning and creating policy and
programmatic recommendations based on the needs
and opportunities of each school community. We
connect school communities and interested parents to
the myriad of existing resources that can make it easy
for local volunteers to plan a SRTS event or celebra-
tion, or for school administrators to promote active
as fun, healthy, safe, and normal everyday modes of
getting around.
The following is a possible menu of recommendations
that may be assigned to each project school:
Ū Suggested Routes to School Maps
Ū Designated Park and Walk Sites
Ū Walk to School Day
Ū Winter Walk to School Day
Ū Earth Day Celebration
Ū Bike to School Day
Ū Back to School Media Campaign
Ū PTA SRTS Workshop
Ū Walking School Bus Guides
Ū Bike and Pedestrian Assemblies
Ū School Bike Rodeos
Ū Community Based Bike Rodeos
Ū Bicycle and Skateboard Parking Site Plans
Ū Bike Repair and Maintenance Workshops for High
Schools
Ū Community/School Educational ‘Pop Up’ Events
Ū Law Enforcement Pedestrian and Bike Workshops
Ū Crossing Guard Training
Ū PE Teacher Curriculum Training
Ū Walking School Buses
Walkingschool bus
autobús escolar caminante
meets here at:
se reúne a las:
SCHOOL NAME
Join other families and students walking to school.
Acompaña a otras familias y estudiantes a caminar a la escuela.
A Walking School Bus is a group of students walking to and from
school with friends and trusted adults.
Un autobús escolar caminante es un grupo de estudiantes que
caminan a y de escuela con padres y madres que sirven como guías.
Is your child interested in
participating in the Walking
School Bus?
Parent Coordinator:
Coordinador de padres de familia:
NAME · NOMBRE PHONE · TELÉFONO
¿Crees que tu hijo/a está
interesado en participar en un
Autobús Escolar Caminante?
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at the
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with drivers.LOOK
left, right, and
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CROSSWALK R
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Cross at corners o
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CONTACT
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DRESS TO
BE SEEN
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WALK WITH
OTHERS
Walk with an adult,
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students, or a bu
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.
WALKING SAFETY Tips
WALK TOGETHE
R
WITH SCHOOLP
O
O
L
!
kingcounty.gov
/
m
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t
r
o
/
SchoolPool
6.6.a
Packet Pg. 97
7
School Zone Circulation Improvements and Safe Routes to School Plan | Alta Planning + Design
3.2 CONDUCT PARENT AND STUDENT
SURVEYS
As described in Task 2.3, Alta will use the standard SRTS
student travel tally form developed by the National
Center for SRTS to measure the levels of students
walking and bicycling at all project schools. Alta will
develop and collect parent/guardian attitudinal data
using an online version of the National Center for SRTS
Parent Survey. We will use every in-person outreach
opportunity to promote the surveys. All surveys will
be available in English Korean, Mandarin, and Spanish.
In addition to parent and student surveys, we propose
creating a simple online survey to be distributed to
school staff and community stakeholders to learn
more about their attitudes towards walking and biking
to school. Asking the right questions can get to the
heart of why students and their families do or do not
choose active modes for their transportation needs.
Alta will develop and
conduct a bicycling and
walking survey that asks
respondents about where
they see challenges, docu-
ments their preferences,
behaviors, and comfort
related to bicycling, walking,
and taking transit, and
assesses their “readiness to
change” to use or continue
using these modes. The
concept of “readiness to change” comes from the
public health model “Stages of Change”, which is
a behavioral science framework that recognizes
peoples’ behaviors may vary across a spectrum from
reach in these processes, including members of disad-
vantaged communities, low-income families, people of
color, households that primarily speak other languages
than English, households without vehicles, single-
caregiver households, military personnel and their
families, and others. The Community and Stakeholder
Engagement Plan will outline how the project team will
seek to reach and meaningfully engage these stake -
holders during the SRTS Plan development process,
including what strategies will be used, what media will
be employed, and what services should be consid-
ered for workshops and events to make participation a
viable option for all residents.
In preparation for this Community and Stakeholder
Engagement Plan, Alta will meet with representatives
from both school districts to identify unique needs and
concerns around SRTS, existing or previous efforts,
and opportunities for communication and outreach
to school communities. The Plan will include a stand-
alone memorandum for each district, which will outline
a timeline, specific activities, and media channels for
communication.
The Community and Stakeholder Engagement Plan
will also capitalize on our multilingual and multicul-
tural staff who will enable us to more broadly engage
with community members. The Community and
Stakeholder Engagement Plan will identify ways to
track impact of our outreach and engagement efforts
in order to measure project progress and build local
capacity for sustainability, which may include setting
targets for the percentage of non-English speaking
stakeholders.
In addition to the activities described in Tasks 3.2, 3.3,
and 3.4, and based on our team’s extensive experi-
ence successfully engaging with SRTS stakeholders,
we anticipate that the Community and Stakeholder
Engagement Plan may include additional strategies
such as promotion of Walk to School Day, social media
messaging, and simple and multilingual outreach mate -
rials to build interest and excitement around walking
and bicycling to school.
As a part of the Community Stakeholder Engagement
Plan process, and based on input from the City, Alta
will create a ‘look and feel’ for Diamond Bar SRTS
using fonts and color schemes to build interest and
excitement around walking and bicycling to school.
Establishing a project style guide also communicates
consistency and legitimacy to all materials and activi-
ties and can be used by the City to sustain the project
activities.
The Place It! process engages community members in
creative play and storytelling, which breaks down barriers
in communication and understanding between stakeholder
groups.
Cailin Henley, MPH | Alta Planning + Design
cailinhenley@altaplanning.com | 206.946.9811 Session 4088.0: Barriers and Behaviors in Physical Activity Assessment
Abstract
Research supports active transportation as means to
increase opportunities for physical activity and promote
healthy communities. Shifting from driving to using active
modes, not only increases physical activity, but promotes
mental health and reduces the detrimental environmen-
tal impacts of vehicular use. While access to high quality
active transportation infrastructure is not available to
everyone, many individuals have options they have not
yet tried. Providing individuals with tools to explore these
options can result in increased physical activity. As
regions grapple with trac congestion, public health
strategies can play a vital role in shifting transportation
behavior. Public health professionals use the Stages of
Change theory and evidence based Motivational Inter-
viewing (MI) strategies to help people change their
behavior, most notably in smoking cessation programs.
Using the Stages of Change theory, these programs
tailor their strategies by assessing how ready an
individual is to change and apply MI to support an
individual’s actions to change. Research suggests these
techniques can be eective for Transportation Demand
Management (TDM) programs as well. TDM programs
can oer customized tools and messages based on an
individual’s stage of readiness and incorporate MI
tactics to support an individual in trying new, more
active forms of transportation.
Our Program Approach
Using the Principles of Motivational Interviewing
Express Empathy
Support Self-Ecacy
Roll with Resistance
Develop Discrepancy
Ready or Not?
Stages of Change
Overview
The Stages of Change
theory allows practitioners
to identify a participant’s
current level of readiness
for change using the five
stages below:
Precontemplation: Individual is not thinking about
changing the behavior; may not associate a problem with
current behavior(s); may not have interest in accepting help.
Contemplation: Individual is (more) aware of conse-
quences of current behavior(s) and may acknowledge
current behavior as a challenge in their life; is ambivalent
about wanting help and sees both pros and cons when
considering behavior change.
Preparation: Individual is getting ready to change
behavior and is making commitments to do so; may be
researching various strategies and resources available to
help them change; may have tried to change behavior
many times in the past and failed.
ACTIO
N
MAI
NTENANCERELAPSECONTEMPLATIONPRE-CONTEMPLATIONPR E P A R A T ION
Putting it into Action
Creating an Action Plan
Action planning is a technique that has been
successfully used to change health behaviors
(e.g., smoking cessation) by allowing participants
to identify barriers to a desired behavior, think of
ways to overcome them, and then write new goals
in a working sentence.
MOTIVATIONAL INTERVIEWING | TRAINING WORKSHEETS 11
ACTION PLANNING
My Action Plan
I would like to: ________________________________________________________________________
Because: ____________________________________________________________________________
Short-term benefit(s): ___________________________________________________________________
Long-term benefit(s): ___________________________________________________________________
I will _________________to get to 4 _____________________ on 5 ________________________
To get started, I will:
Step 1: ______________________________________________________________________________
Step 2: ______________________________________________________________________________
Step 3: ______________________________________________________________________________
With this support: ______________________________________________________________________
Support 1: ____________________________________________________________________________
Support 2: ___________________________________________________________________________
Support 3: ___________________________________________________________________________
Barriers I may encounter: ________________________________________________________________
How I plan to overcome them: ____________________________________________________________
I will monitor my progress by: _____________________________________________________________
And celebrate by: ______________________________________________________________________
1
2
3
6
7
8
9
10
PRECONTEMPLATION CONTEMPLATION ACTION MAINTENANCEPREPARATION
Schedule coaching session
(15 min)
• Email action plan
• Provide appropriate
educational materials
(e.g. maps)
• Include personalized email
that addresses questions,
barriers, and concerns
Follow up to coaching:
Add participant’s email
to precontemplation
email list
Add participant’s email to
Action/Maintenance email list
Send educational
materials to precontempla-
tion group email list
Send follow up survey
via email once
program is completed
Send follow up survey via
email once program is
completed
Conduct coaching session (MI)
(15 min)
• Validate SOC
• Develop customized action
plan with the participant
• Identify small steps the
participant can start taking
• Send email(s) with
information about preventing
relapse, support, help with
barriers, etc.
• Invite them to share their
story to help others (similar
to what we do with the
car-free track of In Motion)
2 week follow up
• Send tailored support text or
email (allow for 5-10
exchanges with participant)
NOTES
* Recruit participant via mailer or in-person
• Administer survey
• Collect information via survey
- Contact (email and phone) information
- Best time to contact participant for
coaching session
- Segmentation questions
- Transportation options participant is
interested in
** Segmentation questions are asked
as part of the survey during recruitment.
These questions are used to segment
the participant into one of the five SOC
(see survey for questions)
BEHAVIOR
CHANGE
PROGRAMS
WORK FLOW
DIAGRAM
Action: Individual actively takes steps to change
behavior(s) using one or more techniques, all of which
depend on willpower, rewards or motivation, and
enhancing self-confidence. This stage commonly occurs
over one or several 6 month periods.
Maintenance: Individual establishes new behavior as a
self-sustaining habit and avoids temptations to revert
back to prior behavior (generally defined as more than
six months); new behavior or associated goal of the
behavior proves personally worthwhile and meaningful.
Programs can be more eective when they reach
people who are thinking about and getting ready
to give it a try.
Pre survey (baseline)Post survey
Thinking about all of the trips you took last week,
did you use tranportation options at least 2 days?
(N=139)
No, but I intend to
18%15%
No, but I’m
thinking about it
CONTEMPLATION PREPARATION
MAINTENANCE
ACTION
20%11%
47%
63%
Yes, and it’s
easy for me
16%12%
Yes, but it’s
dicult for me
70%
60%
50%
40%
30%
20%
10%
0%
If you build safe and
attractive streets, people will
bike and walk more often...
but only in limited numbers.
Evidence-based interventions
can accelerate mode shift
and unlock greater ROI for
physical infrastructure
investments.
Segment participant into
Stage of Change (SOC)**
RECRUIT
PARTICIPANT*
Send follow up survey via
email once program is
completed
Ready or Not?
Using Public Health “Stages of Change” Strategies to Shift Travel Behavior
Now we ROARS
How to Listen and Respond
Alta’s Motivational Interviewing
style follows the acronym ROARS:
Reflective listening
Open-ended questions
Armations
Resist the righting reflex
Summarizing
Change Talk
Applying these techniques in conversation, all the while
listening for “change talk” can help support an
individual’s self-ecacy and support them in crafting
their own solutions. Change talk includes:
Desire for change: “I want to, I would like to,
I wish I…”
Ability to change: “I could, I can, I might, I have,
I know…”
Reasons for change: “It would help, I would feel,
I know…”
Need for change: “I have to, I should, I need to,
I ought to…”
Stages of Change
6.6.a
Packet Pg. 98
8
City of Diamond Bar | Alta Planning + Design
that focuses on their memories of walking and biking
and on working in teams to design and build safer
routes. These workshops create a comfortable setting
for learning and sharing information. Our focus for
workshops is communication and to create an interac-
tive and engaging platform for education, discussion,
and listening. Because we anticipate that these work-
shops will build on each other, they should be located
in an area that is easily accessible by both school
districts.
We anticipate the following for each workshop:
Ū Workshop 1 will introduce and inform the commu-
nity about the SRTS Plan purpose, goals, inputs,
and outcomes. Alta will develop a series of easy to
understand, highly visual set of materials to convey
bicycle and pedestrian planning concepts, engage
with interactive surveying tools to better capture
SRTS Plan opportunities and constraints in Diamond
Bar today, and graphically showcase future planned
improvements. Workshop materials will include a
PowerPoint presentation with infographics, visual
simulations, and example photographs to make
planning materials more relatable to the community,
as well as Place It!’s model-building kits.
Ū Workshop 2 will further develop and provide the
community the opportunity to review the draft SRTS
Plan, infrastructure and programmatic recommen-
dations, and solicit public comments and feedback.
Based on an open house style format, presenta-
tion materials will likely include several workshop
stations with display boards, maps, and other public
facing materials.
For both workshops, Alta’s multilingual staff will
develop community workshop notices/flyers to invite
community members to attend, social media posts for
city staff to distribute, and postings and email blasts.
All workshops will be staffed by Alta and Place It!
staff who can clearly communicate planning, design,
and engineering terminologies in easy-to-understand
“precontemplation” (not knowing about the benefits
of a desired behavior) to “maintenance” (sustaining
a desired behavior). Alta has been very successful at
implementing such an assessment or “segmentation”
to identify which percentage of a given community
may be ready to adopt active transportation into their
lives. The information collected will be used to inform
both the future demand model and guide programs
recommendations.
The final survey will be posted on school, school
district, and city websites and disseminated through
other appropriate forms of communications, such as
at workshops and outreach events. All surveys will be
written in easy-to-understand language and will be
available in English, Korean, Mandarin, and Spanish.
3.3 SEEK INPUT FROM SCHOOL-BASED
AND COMMUNITY GROUPS
In order to have a broad and impactful reach, Alta and
Place It! will conduct mini-workshops for parent teacher
organizations at each of the fourteen schools and the
Diamond Bar Traffic and Transportation Commission.
The purpose of these workshops is to present on SRTS
and the project and to engage attendees in an inter-
active model-building that focuses on their memo -
ries of walking and biking and on working in teams to
design and build safer routes to and from their own
schools. Presentations will be based on modules from
the National SRTS course, with each presentation
tailored specifically for the SRTS priorities, needs, and
opportunities in Diamond Bar. Locations and dates of
these presentations will be determined through input
from the school sites. As needed, presentations will be
staffed by Alta’s multilingual staff.
We recommend that these presentations are held
early in the planning process to “kick off” the project
to stakeholders. Engaging the stakeholders early in
a plan development process is an important way to
demonstrate to stakeholders that their feedback is
valued, and to set the tone for an inclusive process.
A brief presentation will be given to provide an over-
view of the plan process, schedule and opportunities
for public input, and to field any questions. Comment
cards will be provided for the public to record feed-
back. Alta staff will provide translation. Following the
workshop, Alta will provide a summary of feedback
received.
3.4 CONDUCT TWO OPEN
COMMUNITY-BASED MEETINGS
With facilitation by our project partners, Place It!, we
will conduct two community-based workshops to
engage participants in an interactive model-building
Introduction to Safe Routes to School
Introducción a Rutas Seguras a la Escuela
Safe Routes to School (SRTS) programs involve a variety of activities & events that make it easier, safer and more fun to walk, bike, and skate to school.
These activities depend on partnerships among agencies, school staff, teachers, students, parent volunteers, community members, and law enforcement.
Los Programas de Rutas Seguras a la Escuela (SRTS, por sus siglas en inglés) involucran una gran variedad de actividades y eventos que hacen que
caminar o andar en bicicleta a la escuela sea más seguro, divertido y cómodo. Estas actividades dependen de los convenios y asociaciones entre agencias,
personal de la escuela, estudiantes, madres y padres voluntarios, miembros de la comunidad y departamentos de policía.
The 6 E’s of Safe Routes to School
EQUITY Equity refers to how decisions impact
different communities, ensuring that benefits and
burdens are shared appropriately.
Equidad La equidad analiza los impactos de
las decisiones en nuestra comunidad y busca que
los beneficios y cargas sean distribuidos de manera
apropiada.
EDUCATION Classes and activities that teach
children bicycle, pedestrian and traffic safety skills, the
benefits of bicycling and walking, and the positive im-
pacts these activities have on personal health and the
environment.
Educación Clases y actividades que enseñen a
niños y niñas a andar en bicicleta o a cómo comportarse
y seguir las reglas viales. También puede haber clases
que enseñen los beneficios de caminar o andar en bici-
cleta y sus beneficios para la salud y el medio ambiente.
ENCOURAGEMENT Events and activities that
spark interest in both parents and students in walking and
biking to school, with programs that reward participation.
Promoción Eventos y actividades que despierten
interés de caminar o andar en bicicleta a la escuela tanto
en padres y madres de familia como en los estudiantes.
Puede haber recompensas por participar.
ENFORCEMENT Strategies to deter unsafe
behavior of drivers, bicyclists and pedestrians and
encourage all road users to obey traffic laws and share the
road safely around schools.
Cumplimiento de la Ley Estrategias para
detectar y detener comportamientos inseguros de los
conductores de vehículos, ciclistas y peatones y que
promuevan el cumplimiento del reglamento vial y ayuden
a mejorar el tráfico alrededor de la escuela.
ENGINEERING Infrastructure improvements
(signage, crosswalks, signals, etc) designed to improve
the safety of people walking, bicycling, and driving along
school routes.
Ingeniería Mejoras a la infraestructura que rodea
la escuela (señalización, cruces peatonales, semáforos,
etc.) diseñadas para mejorar la seguridad de las personas
que caminan, andan en bicicleta o manejan en las rutas
escolares.
EVALUATION Evaluating the projects and
programs of each of the other “E’s” helps to track
progress and determine which programs and projects are
most effective.
Evaluación Evaluar los programas, actividades
o proyectos de los principios anteriores ayuda a dar
seguimiento al progreso y determinar los proyectos que
están teniendo mejores resultados.
Los 6 Principios de Rutas Seguras a la Escuela
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4.2 DEVELOP THE DRAFT SRTS PLAN
Alta will begin by developing a Table of Contents for the
SRTS Plan, to confirm the information to be included in
the final Plan. We will then prepare a formatted draft
SRTS Plan in InDesign, which will include high reso-
lution graphics. Alta will conduct both a written and
graphic quality control process as highlighted above
to ensure high quality work.
Alta employs a methodology and quality assurance
strategy known internally as “AQUA” (Alta Quality
Assurance). Simply stated, AQUA refers to our
approach to provide services and develop deliverables
that satisfy client requirements in a systematic, reliable
way. Our goal through AQUA is to achieve the highest
level of “Alta Quality” on everything we do. AQUA is
based on the time-tested premise that all of us – from
the most junior level staff to the most experienced –
are more successful when we get appropriate input/
quality control.
After the AQUA process, Alta will present the draft
SRTS Plan to City staff. City staff will be given two
weeks to review the draft SRTS Plan. In this phase
of the process, the City is responsible for submitting
any additional comments in one set of consolidated
comments to Alta. Once revisions are received, Alta
will revise the draft document.
Alta has a history of creating high-quality, award
winning SRTS plans. We will bring this same level of
excellence to Diamond Bar’s SRTS Plan. We will orga-
nize the SRTS Plan in an easy to follow and understand-
able way, with particular attention given to organizing
it to reflect the 6 Es of SRTS.
We propose the following draft outline for the SRTS
Plan and look forward to working with the City to
create an outline that reflects the issues identified
through the project process:
Ū Introduction
»Need for the Project, why Safe Routes to School
(data supporting the range of benefits including
health, fitness, traffic relief, environmental aware-
ness, and safety)
»Description of the Six E’s as the Framework for
the SRTS Plan
»Summary of the Data Collection Activities and
Findings
»Summary of Community Engagement Strategies
and Findings
Ū School Site Assessments (School-Specific Findings
and Recommendations)
»School Description and Setting
language. Alta will work with City staff to develop
materials that document and provide qualitative and
quantifiable feedback. Workshops will also include
distribution of any previously developed hand-outs,
surveys/questionnaires, and other collateral materials
to yield the most authentic feedback.
Task 3 Deliverables
Ū Project Style Guide
Ū Community and Stakeholder Engagement Plan
Ū Community and Stakeholder Survey
Ū Presentations at School Sites, 14 Meetings
Ū Presentation for Diamond Bar Traffic and
Transportation Commission, One Meeting
Ū Two Community-Based Meetings
Task 4: Develop the Diamond
Bar SRTS Plan
4.1 PRIORITIZE PROJECTS
Alta will work with the City Committee to create
a data-driven and objective Project Prioritization
Methodology that meets the needs of the City and
the school districts OUSD and yields projects that
are positioned well for SRTS project funds through
Caltrans ATP, or other funding programs. The Project
Prioritization Methodology may also be used to identify
“bundled” or school specific projects, depending on
input from stakeholders and engineering judgement.
The methodology will be outlined in a Project
Prioritization Memorandum that outlines specific
criteria to be used in prioritization (e.g. Caltrans
Sustainable Transportation Planning’s eight (8) objec-
tives sustainability, preservation, mobility, safety, inno-
vation, economy, health, and social equity, as well
as feasibility and public support), sources of data,
suggested weights and scoring, along with a sample
scoring run.
Alta will use the Project Prioritization Methodology to
identify short, medium, and long-term infrastructure
improvement projects per school. The projects will
be assigned planning-level cost estimates. Alta will
create an infrastructure improvements projects list for
each school and will synthesize this information into
School Site Assessments, one for each project school,
which also includes school specific walk audit find-
ings, existing conditions, SRTS programmatic oppor-
tunities, implementation strategies, and other relevant
content to improve and promote walking and bicycling
to school.
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In collaboration with the City, Alta will present the final
SRTS Plan to the City Council, the PUSD and WVUSD
School Boards. Alta will resolve any typographical
or fatal flaw issues, so that the City Council is able to
adopt the final SRTS Plan.
Task 4 Deliverables
Ū Project Prioritization Methodology Memorandum
Ū List of Priority Projects
Ū Draft SRTS Plan
Ū Final SRTS Plan, one (1) hard copy and one (1) PDF
Optional Task A: Crossing
Guard Prioritization
TASK A.1 DEVELOP CROSSING GUARD
PRIORITIZATION METHODOLOGY
School Crossing Guards (Crossing Guards) serve a
vital role in the lives of students who walk or bicycle
to school. Crossing Guards help children safely cross
the street at key locations and remind drivers of the
presence of pedestrians. The City has confirmed its
commitment to student safety by currently funding 17
Crossing Guards at 8 elementary schools and 2 middle
schools.
Alta is a leader in School Crossing Guard assessment,
prioritization, and training. Our staff have helped imple-
ment the California School Crossing Guard Training
Program at the California Department of Public Health
for several years and advised Caltrans on School
Crossing Guard training and assessment procedures.
From our experience, we know that the two primary
objectives when it comes to School Crossing Guards is
to ensure they are at the right location and that each
School Crossing Guard is properly trained. Task A.1
addresses the “right location”.
Alta will help the City develop a methodology to priori-
tize the quantity and locations of Crossing Guards that
meets the needs and constraints of the City and both
school districts. The methodology will include a colli-
sions assessment, needs identification, and prelimi-
nary warrants assessment per the California Manual
on Uniform Control Devices. The methodology will
guide School Crossing Guard recommendations and
will be summarized in a Crossing Guard Prioritization
Methodology Memorandum. This memo will outline a
plan for positioning new and existing Crossing Guards
in such a way that Diamond Bar can continue to maxi-
mize its resources for future School Crossing Guard
allocations.
»Suggested Routes to School Maps
»Existing Conditions maps and narrative, including
pedestrian and bicycle facilities, bus routes,
crosswalks, crossing guards, pavement mark-
ings and signage, drop-off and pick-up patterns,
traffic volumes, speeds, and traffic circulation
patterns, ADA and other disability barriers and
obstructions
»Collision History and crash maps
»Countermeasure Recommendations, including
considerations of the six E’s as well as outreach
to parents and potential SRTS volunteers
Ū Implementation and Next Steps
»Priority Projects by School (including descrip-
tion, location, and planning level cost estimates)
»Priority Projects for by School District (including
description, location, and planning level cost
estimates)
»Recommended Next Steps for the City, districts,
schools, and other stakeholder groups
Ū Potential Funding Sources
»Federal, State, and Regional Funding
Opportunities
»Recommended projects for the California ATP
4.3 DEVELOP THE FINAL PLAN
Alta will prepare the final SRTS Plan based on agreed
upon changes from the comments received from the
City. Alta will also refine any written sections, graphics
and conceptual plans per our AQUA process to support
the City getting a usable Plan that does not just sit on a
shelf, but rather is ready for implementation including
cut sheets, feasibility assessment, and recommenda-
tions for multidisciplinary approaches.
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Optional Task B: Safe Routes
to School Curriculum
Alta will work with school districts and schools, espe-
cially PE staff to identify and implement educational
curriculum focused on bicycling and walking skills.
SRTS curricula teach students how to walk and bike
safely and about the benefits and impacts of active
transportation. Using our vast experience, will iden-
tify and refine California standards-aligned Bicycle
and Pedestrian Safety Curriculum for Diamond Bar PE
teachers to review and use. This curriculum will form
the basis for more standardized education that may
be integrated into physical education classes, elective
classes, and after-school clubs/programs.
Task B Deliverables:
Ū SRTS curriculum recommendations
Ū SRTS lesson plans
Optional Task C: Pop-Ups
In addition to workshops, we propose more informal
“pop-up” events since many families and residents
may not be able to attend traditional meetings. Our
pop-up or on-the-street outreach provides an oppor-
tunity for members of the community to learn about
the SRTS Plan and provide input while continuing with
their daily lives. Targeted outreach can capture a much
wider and more representative sample of residents,
allows for more informal but often more meaningful
input, and also requires less staff and preparation time.
Alta and Place It! will lead a series of three in-person,
on-the-street outreach efforts. We will work with the
City to determine the appropriate events or key shop-
ping locations to “piggyback” on.
As part of this task, Alta will develop a series of boards
that will serve as presentation materials. The boards will
TASK A.2 DEVELOP CROSSING GUARD
PRIORITIZATION LIST AND TRAINING
NEEDS
Using the Crossing Guard Prioritization Methodology
developed under Task A.1, Alta will conduct a full anal-
ysis of School Crossing Guard locations, both existing
and potential locations, around all 14 schools. We antic-
ipate this analysis will be focused around the elemen-
tary schools, as School Crossing Guards are most
commonly assigned to elementary schools. However,
we will take guidance from the City as to which schools
to include in this analysis. A full list of recommended
School Crossing Guard locations will be included in a
Crossing Guard Prioritization Memorandum.
Task A.2 addresses the second objective for School
Crossing Guard assessments which is making sure that
School Crossing Guards are properly trained. Alta will
assist the City in institutionalizing a citywide/district-
wide School Crossing Guard Training Program using
tools available through the California School Crossing
Guard Training Program. This effort will include
helping the City formalize training procedures specifi-
cally for Diamond Bar and conduct a “train the trainer”
presentation.
This information will also be captured in the Crossing
Guard Prioritization Memorandum.
Task A Deliverables:
Ū Crossing Guard Prioritization Methodology
Memorandum
Ū Crossing Guard Prioritization Memorandum
Ū One Crossing Guard Specific One-Pager
Ū One Crossing Guard “Train the Trainer” Presentation
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Task D Deliverable:
Ū Project website
Optional Task E: Temporary
Demonstration
With input from the City, Alta will select five locations
to conduct live demonstrations of proposed infrastruc-
ture treatments. This is commonly known as “tactical
urbanism” and may include such things as high visi-
bility crosswalks created using temporary spray chalk
or faux curb extensions.
Middle and high school students are more aware of
transportation conditions than elementary students
and have stronger opinions to share. To engage middle
and high schools for feedback, we propose working
with school administration/staff at five middle schools
and high schools to plan the infrastructure demonstra-
tion projects. These activities will serve to show the
school community what improvements will look and
feel like to all users and allow students to enjoy a hands-
on creative project and talk with staff about their travel
concerns. Alta will work with the school community to
determine the best approach for each school.
Final plans for all demonstrations will be approved by
the City before implementation.
Task E Deliverables
Ū Five infrastructure demonstration projects
Optional Task F: Active
Transportation Program Cycle
5 Grant Writing
Alta will assist the City in completing an Active
Transportation Program grant application including
supporting documentation to fund an infrastructure
project of the City’s choosing, with non-infrastructure
elements if desired by the City. The fee for this service
will be determined based on ATP application project
type.
Alta will be in regular communication with the City to
ensure the application includes all required materials
and is on schedule. Alta will coordinate one kick-off
conference call with the City staff to review the project
description, discuss the scoring criteria and data
needs, and discuss potential issues or concerns. Alta
will provide regular project status updates to ensure
delivery of materials per the schedule.
Alta will help develop the narrative elements of the
application, including:
incorporate quick input opportunities including visual
preference surveys, sticker exercises, and the survey as
described in the next paragraph. We will also develop
a fact sheet/FAQ document to feature key project
details and opportunities for public involvement.
Task C Deliverables
Ū Three Pop-Ups
Optional Task D: Project
Website
Alta will design and develop a simple website built on
top of an easy-to-use content management system
that allows for a range of static content to be acces-
sible across all devices, including mobile devices, and
major browsers. The website will allow Alta and City
staff to easily update site information and allow the
public to easily interact with and view posted informa-
tion and resources.
The website shall house important project informa-
tion and documents, upcoming events, and a mailing
list form that will allow visitors to submit their email
addresses to get notified of project updates. The
website will adhere to, if available, the City’s website/
design guidelines and be ADA compliant, following the
WCAG 2.0 compliance standards.
The website will be a crucial tool to gather input from
the many residents who may not be able to attend a
meeting or workshops in person. As part of our online
outreach we will develop, host and manage an inter-
active web mapping tool that will be used to gather
community feedback on existing conditions, needs
and desired improvements around Diamond Bar
schools. The tool will be structured to enable users to
provide feedback in the form of points and lines on a
web-based map with information such as:
Ū Frequently used routes to school
Ū Challenging intersections and crossings
Ū Areas with missing or poorly maintained
infrastructure
Ū Desired bike parking and other support facilities
Alta will utilize this information to inform our walk
audits, suggested route development, and project
prioritization.
Alta will host the website, and if needed, assist with
the purchasing of a domain name. At the end of the
project or through a transfer request by the City, the
website’s files and domain ownership shall be trans-
ferred to the City to host/maintain.
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Application – Part A
Alta will assist in completing Part A: General Project
Information. Application Part A provides information
that will be used in developing a Master Agreement if
funding is awarded. Completion of Part B: Narrative
Questions and Part C: Attachments will answer many
of the questions in Part A and save City resources by
completing Part A last.
Application – Part B
Alta will assist in completing Part B: Narrative Questions.
These include application screening criteria, the high-
priority status of the proposed project, description
of the public engagement process and its outcomes,
progress towards a completed final design, the City’s
ability to leverage non-ATP funds, and coordination
with the California Conservation Corps (CCC) or a
certified community conservation corps.
Equity Analysis. Alta will analyze three equity criteria
available by ATP Cycle 4:
Ū Median household income
Ū California Communities Environmental Health
Screening Tool 3.0 (CalEnviroScreen) results
Ū The percent of students within the project study
area eligible for the Free or Reduced Price Meals
Programs. Alta will develop a Project Location Map
that places the project within the context of the
surrounding community/destinations and connec-
tions to existing bicycle and pedestrian infrastruc-
ture. Alta will include photos of existing conditions.
Letter of Support Template
Alta will provide the City with a letter of support
template that can be solicited to partners and stake -
holders along the corridor.
Alta Attachments
Ū Alta will complete the following attachments:
»Project Programming Request
»Project Location Map
»Project cost estimate
»Non-infrastructure Work Plan
»»» Supplemental attachments (if applicable)
City Attachments
Ū The City will be responsible for the following
attachments:
»Application Signature Page
»Assembling Letters of Support
»Confirmation of CCC coordination
Task 1.1 Deliverables:
Ū Application – Part A
Ū Application – Part B
Ū Application Attachments
TASK 1.2 DRAFT AND FINAL GRANT
APPLICATION
Draft Grant Application
Alta will develop a Draft application that combines all
narrative and supporting materials into one complete
submittal. Alta will share with the City for review.
Final Grant Application
Alta will revise the Draft Grant Application based on
the comments submitted by the City and prepare
the Final Grant Application. It is assumed the City
will collect required signatures and ship the signature
pages to Alta for inclusuion in the application package.
Alta will submit the final application by email, and print
and ship five hard copies on behalf of the City.
Task 1.2 Deliverables:
Ū Draft Grant Application
Ū Final Grant Application
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Executive Summary and Project Team
PLACE IT!
James Rojas
Urban Planner
John Kamp
Urban and Landscape Designer
ALTA PLANNING + DESIGN
LEADERSHIP
Sam Corbett
Principal-in-Charge
Ryan Johnson, LCI
Project Manager
SUPPORT STAFF
Kristin Haukom, MPH
SRTS Program + Planning Specialist
Steven Frieson, PE, LCI
Principal Engineer
Ryan Taylor-Gratzer
GIS Analyst
Kaitlin Scott
Project Planner
Juan D. Ashton, EIT, ENV SP
Production Engineer
CITY OF DIAMOND BAR
The organizational chart below illustrates key members
of the project team, their areas of expertise, and how
they relate to one another. This effort will be managed
through a collaborative process that provides local
resources connected to a network of skills for specific
project tasks. Please find project team resumes in the
Appendix on page i.
Alta’s mission is to create active
communities.
Alta Planning + Design, Inc. is North America’s leading
multimodal transportation firm that specializes in
the planning, design, and implementation of bicycle,
pedestrian, park, and trail corridors and systems.
Founded in 1996, Alta has more than 200 staff in 30
offices across North America and an international
workload. Alta’s people-first focus helps agencies
plan for current and future mobility needs to support
community visions and goals.
SAFE ROUTES TO SCHOOL EXPERTISE
Alta offers over 17 years of experience as a firm leading
Safe Routes to School (SRTS) programs, as well as a
wide range of management and program develop -
ment services related to school transportation. Our
experience ranges from managing citywide encour-
agement programs, to conducting school walking
audits and recommending engineering improvements,
to conducting surveys and mode shift analysis.
DEDICATION
We are dedicated to fostering and prototyping innova-
tive mobility concepts to advance sustainable, equitable,
safe, and connected transportation. We are active in
the Association of Pedestrian and Bicycle Professional
(APBP), the Institute of Transportation Engineers, the
Transportation Research Board, the Complete Streets
Coalition, and have conducted national studies for the
US Department of Transportation. Alta is proud to be
a founder of the NACTO Urban Bikeway Design Guide,
the FHWA Small Town and Rural Multimodal Networks
Guide, and the FHWA Measuring Multimodal Network
Connectivity Guide.
PLACE IT!
Place It! believes that everyone has something to offer
in the urban planning process. To these ends, they
have developed innovative planning tools and strat-
egies that incorporate elements of model-building
with found objects, storytelling, art-making, and play.
These tools and strategies are accessible to everyday
individuals, help to remove barriers in engaging under-
served audiences, humanize the community visioning
process, and maximize public participation.
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Relevant Experience
Alta worked with the City of Pico Rivera on a two-year Safe Routes to
School Non-Infrastructure project. The program served all 11 elementary
and middle schools in the community. Alta managed a full branding devel-
opment project, resulting in an appealing suite of visual materials that were
easy for parents and partners to understand and respond to. As part of the
project, Alta created school walk and bike route maps and brochures for
each of the 11 schools, along with posters, flyers, and branded incentives.
Agency: City of Pico Rivera, Christina Gallagher, Senior Planner
(562) 801-2163; cgallagher@pico-rivera.org
Project Cost: $189,000 | Project Manager: Mark Seinen
Sub-Consultants: Arellano Associates, LLC
Safe Routes to School Plan
PICO RIVERA | 2014-2015
The goal of the Pasadena Safe School Zones program was to improve the
safety of child pedestrians near schools. Alta addressed these goals with two
parallel strategies: a media campaign primarily aimed at parent drivers, and
an in-school education program to empower third-graders to walk to school.
In 2017, Alta conducted hand tallies and parent surveys at 17 schools, led
pedestrian workshops for elementary students at 10 schools, updated
suggested route to school maps, produced safety campaign collateral, and
conducted outreach at community events.
Agency: Alberto Felix, Associate Transportation Engineer
(626) 744-7662; afelix@cityofpasadena.net
Project Cost: $140,000 | Project Manager: Jessica Roberts
Sub-Consultants: MIG, Inc.
Safe School Zones Campaign
PASADENA | 2013-2014; 2017-2018
Alta led the SRTS curriculum development and in-classroom education for the
four-year SRTS Program. Alta developed and led safe bicycling and walking
courses that were integrated into the elementary school curriculum, working
with school faculty to create lesson plans. Program elements included walking
school bus and bike train coordination and incentive programs, such as a
golden sneaker award, helmet decorating contests, and safety poster contests.
Alta led design for program materials, and created and maintained a program
website.
Reference: Maria Tipping, Associate Engineer/Bicycle Coordinator
(909) 399-532; mtipping@ci.claremont.ca.us
Project Cost: $88,369 | Project Manager: Brett Hondorp; Ryan Johnson
Prime-Consultant: Birge Engineering Inc
Safe Routes to School Program (SRTS)
CLAREMONT | 2011-2014
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Proposed Route
LEGEND
Cluster of Students
Park
Crosswalk
Crossing Guard
Municipal Service
Library
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Durfee-Thompson ElementaryWALKING SCHOOL BUS
Alta and local community-based organization Amigos de los Rios are
working with the City of El Monte and the El Monte City School District to
develop a pilot Walking School Bus (WSB) program at Durfee-Thompson
Elementary School. Alta is creating a ‘turnkey’ WSB program with hiring
guidelines, outreach materials, sign-up forms, Route Leader Training
materials, and evaluation forms. Each of the five routes is identified with
a unique local animal, and Alta is developing pedestrian safety educa-
tional materials for students and their parents, in three languages. Alta is
also providing appropriate documentation to Caltrans to administer this
project funded through ATP Cycle 1 funds.
Reference: Cesar Roldan, Senior Management Analyst
(626) 580-2087 ; croldan@elmonteca.gov
Project Cost: $600,000 | Project Manager: Marc Caswell
Sub-Consultants: Safe Routes Partnership
Walking School Bus Program
EL MONTE | 2016-ONGOING
The Santa Ana Citywide Safe Routes to School Plan includes an extensive
and inclusive community engagement process, identification and priori-
tization of school infrastructure improvements, and the development of
programs and strategies to better educate and encourage students to
walk and bike to school. The result will be a comprehensive six E’s SRTS
plan that will lead to improved safety and mobility for all Santa Ana resi-
dents, especially the community’s students and youth, through engi-
neering, education, encouragement, and enforcement recommendations.
Reference: Cory Wilkerson, Active Transportation Coordinator
(714) 647-5643; cwilkerson@santa-ana.org
Project Cost: $554,956 | Project Manager: Ryan Johnson; Kaitlin Scott
Sub-Consultants: Fehr & Peers; Katherine Padilla & Associates
Citywide Safe Routes to School Plan
SANTA ANA | 2017-ONGOING
Place It! and Alta were recently asked by the City of Palo Alto to help bicy-
clists and pedestrians who use the narrow California Avenue underpass
in Palo Alto come up with interim solutions that would allow all users to
peaceably and comfortably share the space while the City continued to
explore funding options for a completely redesigned and updated space.
We organized a set of interactive model-building exercises each user
group separately first, allowing each to freely express and build what they
would like to see in shared bike/ped spaces in general, independent of the
underpass itself.
Agency: City of Palo Alto, Rosie Mesterhazy, SRTS Coordinator
(650) 329-2157 ; rosie.mesterhazy@cityofpaloalto.org
Project Cost: $2,800 | Project Manager: James Rojas
Prime-Consultants: Alta Planning + Design, Inc.
California Ave Bike and Pedestrian Underpass
PALO ALTO | 2019
6.6.a
Packet Pg. 107
Project Schedule
Diamond Bar SRTS Plan
1 Project Management and Procurement
1.1 Kick-Off Meeting, Invoices
2 Data Collection and Analysis
2.1 Review and Analyze Existing Documents and Data
2.2 Conduct in Depth Collision Analysis
2.3 Conduct Parent and Student Surveys
2.4 Conduct Walk Audits at Each School
3 Community and Stakeholder Engagement
3.1 Develop a Community Engagement Plan
3.2 Conduct Parent and Student Surveys
3.3 Seek Input from School-Based and Community Groups
3.4 Conduct Two Open Community-Based Meetings
4 Develop the Diamond Bar SRTS Plan
4.1 Prioritize Projects
4.2 Develop the Draft Plan
4.3 Develop the Final Plan
DECTask
2019 2020
AUG SEP OCT NOV JAN FEB MAR APR MAY JUN JUL AUG SEP
6.6.a
Packet Pg. 108
18
City of Diamond Bar | Alta Planning + Design
Fee Schedule
Quality Assurance/Quality Control
Alta maintains a quality assurance/quality control
system along with strict adherence to established
business procedures. Our team employs a three-tier
quality control system that includes (1) an in-house
editor who reviews all materials, (2) independent
review by principals, and (3) in-house scheduling and
management tools.
Our QA/QC process will provide both plan verification
and schedule compliance. All members of the project
team have the authority to identify problems, and to
initiate, recommend, provide, and verify the necessary
solutions.
The QA/QC process will be led by Principal-in-Charge
Sam Corbett, whose primary role will be to see to the
integration of goals of the project and to verify the
accuracy and consistency of project deliverables. Our
quality management procedures will see that:
Ū Work is performed by qualified personnel
Ū The necessary information is documented, checked,
transmitted and reviewed for completeness
Ū Documents will be reviewed by staff technical
writers for accuracy
Ū Products are reviewed by staff not directly involved
in the project to provide a fresh perspective and
insight
NAME
Sam Corbett Principal-in-Charge
Sean Carter Designer
Matt Fralick Engineer
Ryan Johnson Project Manager
Kirsten Clauson Project Coordinator
Kaitlin Scott Senior Planner
Kristin Haukom SRTS Program + Planning Specialist
James Rojas Project Manager
Rachel Grant Planner
Steve Frieson Principal Engineer
John Kamp Senior Planner
Cat Cheng Senior Graphic Designer
$250.00
$90.00
$145.00
$145.00
$78.00
$112.00
$152.00
$155.00
$90.00
$247.00
$135.00
Ryan Taylor-Gratzer GIS Analyst
Juan Ashton Production Engineer
$104.00
$135.00
$135.00
RATE TITLE
6.6.a
Packet Pg. 109
Project Budget
Diamond Bar Safe Routes to School Plan
Principal-
in-
Charge
Project
Manager
Program +
Planning
Specialist
Principal
Engineer Engineer
Senior
Planner Planner
Senior
Graphic
Designer Designer
Project
Coordinator
Project
Manager
Senior
Planner
Sam
Corbett
Ryan
Johnson
Kristin
Haukom
Steve
Frieson
Juan
Ashton
Kaitlin
Scott
Rachel
Grant
Cat
Cheng
Sean
Carter
Kirsten
Clauson
James
Rojas John Kamp
2019 Hourly Rate*$250 $173 $152 $275 $135 $112 $90 $135 $90 $78 $155 $135
1 Project Management and Procurement 7 50 7 0 0 7 0 0 0 30 0 0 101 $14,588
1.1 Kick-Off Meeting, Ongoing Coordination, Invoices 7 50 7 7 30 101 $14,588
2 Data Collection and Analysis 8 84 4 4 0 75 107 0 0 40 0 0 322 $39,390
2.1 Review and Analyze Existing Documents and Data 2 8 2 2 14 14 42 $5,566
2.2 Conduct In-Depth Collision Analysis 2 8 2 28 40 $4,954
2.3 Conduct Parent and Student Surveys 2 8 2 16 20 40 88 $8,900
2.4 Conduct Walk Audits at Each School 2 60 45 45 152 $19,970
3 Community and Stakeholder Engagement 7 87 57 0 0 10 10 12 0 12 84 80 359 $53,861
3.1 Develop a Community Engagement Plan 2 8 8 12 14 10 54 $8,240
3.2 Conduct Parent and Student Surveys 2 9 9 10 12 42 $5,261
3.3 Seek Input from School-Based and Community Groups 2 60 30 60 60 212 $32,840
3.4 Conduct Two Open Community-Based Meetings 1 10 10 10 10 10 51 $7,520
4 Needs Analysis 8 42 24 2 34 28 28 30 30 0 10 10 246 $33,360
4.1 Prioritize Projects 2 14 2 34 28 28 108 $13,718
4.2 Develop the Draft Plan 4 20 20 20 30 10 10 114 $15,800
4.3 Develop the Final Plan 2 8 4 10 24 $3,842
Optional Tasks
Optional Task A Crossing Guard Prioritization $17,500
Optional Task B SRTS Curriculum $12,500
Optional Task C Pop-Ups $10,500
Optional Task D Project Website $15,000
Optional Task E Demonstration Projects $11,000
Optional Task F Peer Review of Active Transportation Program Cycle 5
Application $2,000
Staff Hours 30 263 92 6 34 120 145 42 30 82 94 90 1028 $141,199
Traffic Counts $8,400 $8,400
Translation/Interpretation Services $2,000 $2,000
Reimbursable Expenses (e.g., printing, workshop supplies) & Travel $2,500 $5,465 $7,965
Project Total $7,500 $45,499 $13,984 $1,650 $4,590 $13,440 $13,050 $5,670 $2,700 $6,396 $14,570 $12,150 $159,564
GENERAL NOTES:
* Hours and staff assignments can be adjusted by the consultant as needed to implement the
tasks described during the course of the project.
* Hourly rates are for calendar year 2019, and will be adjusted if work is continued into
subsequent year(s).
TASK
Alta Planning + Design
Task
Hours
Total Task
Fee
6.6.a
Packet Pg. 110
Agenda #: 6.7
Meeting Date: September 17, 2019
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: FIRST AMENDMENT TO THE CONSULTING SERVICES AGREEMENT
WITH INTEGRATED CONSULTING GROUP, INC. FOR CONSULTING
AND CONCEPTUAL DESIGN SERVICES THROUGH SEPTEMBER 17,
2020.
STRATEGIC
GOAL:
Safe, Sustainable & Healthy Community
RECOMMENDATION:
Approve and authorize the Mayor to sign the First Amendment to the Consulting
Services Agreement with Integrated Consulting Group, Inc.
FINANCIAL IMPACT:
This Amendment would not have any impact to the original agreement not-to-exceed
amount of $135,927. Full funding for these designs was provided from Quimby, Prop A,
and Park Development Funds.
ANALYSIS:
The City Council entered into an agreement with Integrated Consulting Group, Inc,
(ICG) on January 15, 2019 for consulting and conceptual design services for Heritage
Park and the Sunset Crossing project. The term of this agreement expires on
September 16, 2019.
After an extensive public outreach processes and multiple design options, City staff and
ICG believe both project designs are approximately 75% complete. Per City Council’s
direction, an additional fifth option for Heritage Park will be presented for direction on
October 1, 2019. Based on the City Council direction, additional modifications may be
required.
Due to this extensive process and the results of Prop 68 grant applications anticipated
for late 2019, City staff recommends exercising an option in Section 2 of the Consulting
Services Agreement therefore extending the agreement for one additional year to
6.7
Packet Pg. 111
September 16, 2020 without any change to the existing cost, terms, or conditions. City
staff and ICG are confident the projects will be complete by November 2019, but this
extension allows for potential design updates as funding sources may become available
which require slight design modifications.
LEGAL REVIEW:
The City Attorney has reviewed and approved as to form this First Amendment to the
Consulting Services Agreement.
PREPARED BY:
REVIEWED BY:
Attachments:
1. 6.7.a ICG Amendment 1 9.17.19
2. 6.7.b ICG Original Agreement 1.2019
6.7
Packet Pg. 112
1292625.1
FIRST AMENDMENT
TO
CONSULTING SERVICES AGREEMENT
This First Amendment to the Consulting Services Agreement (“First Amendment”) is
made and entered into as of September 17, 2019, by and between the City of Diamond
Bar, a municipal corporation (“City”), and Integrated Consulting Group, Inc. (ICG) , a
California Corporation (herein referred to as the “Contractor”) with reference to the
following:
A. The City and the Contractor entered into that certain Consulting Services
Agreement dated as of January 15, 2019, which is incorporated herein by this reference
(the “Original Agreement”); and
B. The City and the Contractor desire to amend the Original Agreement to
modify, amend and supplement certain portions of the Original Agreement.
NOW, THEREFORE, the parties hereby agree as follows:
1. Defined Terms. Except as otherwise defined herein, all capitalized terms
used herein shall have the meanings set forth for such terms in the Original Agreement.
2. Scope of Services. Remain the same as original agreement.
3. Compensation. The total not-to-exceed compensation set forth in Section 3
of the Original Agreement was the sum of One hundred twenty-three thousand five hundred
seventy dollars and no cents ($123,570.00) and shall remain the same as the Original
Agreement.
4. Term of Agreement. The term set forth in Section 2 of this First
Amendment shall extend the Consulting Services Agreement for the period of one
additional year from September 17, 2019 to September 17, 2020.
5. Integration. This First Amendment and all attachments hereto (if any)
integrate all of the terms and conditions mentioned herein, and supersede all negotiations
with respect hereto. This First Amendment amends, as set forth herein, the Original
Agreement and except as specifically amended hereby, the Original Agreement shall
remain in full force and effect. To the extent that there is any conflict or inconsistency
between the terms and provisions of this First Amendment and the terms and provisions of
the Original Agreement, the terms and provisions of this First Amendment shall control.
IN WITNESS hereof, the parties enter into this First Amendment on the year and day
first above written.
6.7.a
Packet Pg. 113
“CONTRACTOR” “CITY”
INTEGRATED CONSULTING GROUP, INC. CITY OF DIAMOND BAR
*By: By:
Printed Name: Mayor Carol Herrera
*By: ATTEST:
Printed Name:
Title:
Ryan McLean, Acting City Clerk
APPROVED AS TO FORM:
David DeBerry, City Attorney
*NOTE: If Contractor is a corporation, the City requires the following signature(s):
-- (1) the Chairman of the Board, the President or a Vice-President, AND (2) the Secretary, the
Chief Financial Officer, the Treasurer, an Assistant Secretary or an Assistant Treasurer. If
only one corporate officer exists or one corporate officer holds more than one corporate
office, please so indicate. OR
-- The corporate officer named in a corporate resolution as authorized to enter into this
Agreement. A copy of the corporate resolution, certified by the Secretary close in time to the
execution of the Agreement, must be provided to the City.
6.7.a
Packet Pg. 114
CONSULTING SERVICES AGREEMENT
Design Professional
THIS AGREEMENT ("Agreement") is made as of Januarv 15. 2019
by and between the City of Diamond Bar, a municipal corporation ("City") and Integrated
Consulting Group, Incorporated (ICG), a California corporation ("Consultant").
1. Consultant's Services.
Subject to the terms and conditions set forth in this Agreement Consultant shall
provide to the reasonable satisfaction of the City the professional architectural and
engineering design services set forth in the attached Exhibit "A", which is incorporated
herein by this reference. As a material inducement to the City to enter into this
Agreement, Consultant represents and warrants that it has thoroughly investigated the
work and fully understands the difficulties and restrictions in performing the work.
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.
Ryan Wright, Parks and Recreation Director (herein referred to as the "City's
Project Manager"), shall be the person to whom the Consultant will report for the
performance of services hereunder. It is understood that Consultant shall coordinate its
services hereunder with the City's Project Manager to the extent required by the City's
Project Manager, and that all performances required hereunder by Consultant shall be
performed to the satisfaction of the City's Project Manager and the City Manager
2. Term of Agreement. This Agreement shall take effect January 16, 2019,
and shall continue until September 16, 2019 or earlier if terminated pursuant to the
provisions herein.
The City shall have the option to extend this Agreement for one additional one
year term subject to the same terms and conditions contained herein, by giving
Consultant written notice of the exercise of this option at least thirty (30) days prior to
the expiration of the initial Term. In the event the City exercises its option to extend the
Term, Consultant's compensation shall be subject to an adjustment upon the effective
date of extension as follows:
1292538.1
Any increase in compensation will be negotiated between the City and the
Consultant, but in no event shall the increase exceed the amount that the
Consumer Price Index ("CPI") for the Los Angeles-Anaheim-Riverside
metropolitan area for the month immediately preceding the Adjustment Date (the
"Index Month") as reported by the Bureau of Labor Statistics of the United States
Department of Labor, has increased over the CPI for the month one year prior to
the Index Month. Any exercise of an option to extend the Term and/or increase
in compensation, negotiated or based upon CPI, shall be subject to approval of
the City Council.
Professional Services -Design
6.7.b
Packet Pg. 115
3. Compensation. City agrees to compensate Consultant for each service
which Consultant performs to the satisfaction of City in compliance with the scope of
services set forth in Exhibit "A". Payment will be made only after submission of proper
invoices in the form specified by City. Total payment to Consultant pursuant to this
Agreement shall not exceed One hundred twentv-three thousand five hundred seventy
dollars and no cents ($123,570.00) without the prior written consent of the City. The
above not to exceed amount shall include all costs, including, but not limited to, all
clericat, administrative, overhead, telephone, travel and all related expenses.
4. Payment.
A. As scheduled services are completed, Consultant shall submit to City an
invoice for the services completed, authorized expenses and authorized extra work
actually performed or incurred.
B. All such invoices shall state the basis for the amount invoiced, including
services completed, the number of hours spent and any extra work performed.
C. City will pay Consultant the amount invoiced within 35 days of receipt, but
may withhold 30% of any invoice until all work is completed, which sum shall be paid
within 35 days of completion of the work and receipt of all deliverables.
D. Payment shall constitute payment in full for all services, authorized costs
and authorized extra work covered by that invoice.
5. Change Orders. No payment for extra services caused by a change in
the scope or complexity of work, or for any other reason, shall be made unless and until
such extra services and a price therefore have been previously authorized in writing and
approved by the City Manager or his designee as an amendment to this Agreement.
The amendment shall set forth the changes of work, extension of time, if any, and
adjustment of the fee to be paid by City to Consultant.
6. Priority of Documents. In the event of any inconsistency between the
provisions of this Agreement and any attached exhibits, the provisions of this
Agreement shall control. In the event of any inconsistency between this Agreement and
the attached exhibits, the following order of precedence shall apply: (a) This Agreement;
(b) The City's Request for Proposal dated September 14, 2018, and (c) Consultant's
Proposal dated October 24, 2018.
7. Status as Independent Contractor.
A Consultant is, and shall at all times remain as to City, a wholly
independent contractor. Consultant shall have no power to incur any debt, obligation, or
liability on behalf of City or otherwise act on behalf of City as an agent. Neither City nor
any of its agents shall have control over the conduct of Consultant or any of
Consultant's employees, except as set forth in this Agreement. Consultant shall not, at
2 Professional Services -Design
1292538.1
6.7.b
Packet Pg. 116
any time, or in any manner, represent that it or any of its agents or employees are in
any manner agents or employees of City.
B. Consultant agrees to pay all required taxes on amounts paid to
Consultant under this Agreement, al'!d to indemnify and hold City harmless from any
and all taxes, assessments, penalties, and interest asserted against City by reason of
the independent contractor relationship created by this Agreement. In the event that
City is audited by any Federal or State agency regarding the independent contractor
status of Consultant and the audit in any way fails to sustain the validity of a wholly
independent contractor relationship between City and Consultant, then Consultant
agrees to reimburse City for all costs, including accounting and attorney's fees, arising
out of such audit and any appeals relating thereto.
C. Consultant shall fully comply with Workers' Compensation laws
regarding Consultant and Consultant's employees. Consultant further agrees to
indemnify and hold City harmless from any failure of Consultant to comply with
applicable Worker's Compensation laws.
D. Consultant shall, at Consultant's sole cost and expense fully secure
and comply with all federal, state and local governmental permit or licensing
requirements, including but not limited to the City of Diamond Bar, South Coast Air
Quality Management District, and California Air Resources Board.
E. In addition to any other remedies it may have, City shall have the
right to offset against the amount of any fees due to Consultant under this Agreement
any amount due to City from Consultant as a result of Consultant's failure to promptly
pay to City any reimbursement or indemnification required by this Agreement or for any
amount or penalty levied against the City for Consultant's failure to comply with this
Section.
8. Standard of Performance. Consultant shall perform all work at the
standard of care and skill ordinarily exercised by members of the profession under
similar conditions and represents that it and any subcontractors it may engage, possess
any and all licenses which are required to perform the work contemplated by this
Agreement and shall maintain all appropriate licenses during the performance of the
work.
9. Indemnification. To the maximum extent permitted by Civil Code section
2782.8, Consultant shall indemnify and hold harmless City, its officers, officials,
employees and volunteers ("lndemnitees") from and against all liability, loss, damage,
expense, cost (including without limitation reasonable attorneys' fees, expert fees and
all other costs and fees of litigation) of every nature arising out of or in connection with:
(1) Any and all claims under Worker's Compensation acts and other employee
benefit acts with respect to Consultant's employees or Consultant's contractors;
3 Professional Services -Design
1292538.1
6.7.b
Packet Pg. 117
(2) Any and all claims arising out of Consultant's performance of work hereunder
or its failure to comply with any of its obligations contained in this Agreement. Should
City in its sole discretion find Consultant's legal counsel unacceptable, then Consultant
shall reimburse the City its costs of defense, including without limitation reasonable
attorneys' fees, expert fees and all other costs and fees of litigatio,n. The Consultant
shall promptly pay any final judgment rendered against the lndemnitees. Except for the
lndemnitees, this Agreement shall not be construed to extend to any third party
indemnification rights of any kind; and
(3) Any and all claims for loss, injury to or death of persons or damage to
property caused by the negligent professional act or omission in the performance of
professional services pursuant to this Agreement.
(4) The Consultant's obligations to indemnify, defend and hold harmless the City
shall survive termination of this Agreement.
10. Insurance.
A. Consultant shall at all times during the term of this Agreement carry,
maintain, and keep in full force and effect, with an insurance company authorized to do
business in the State of California and approved by the City the following insurance:
(1) a policy or policies of broad-form comprehensive general liability
insurance written on an occurrence basis with minimum limits of $1,000,000.00
combined single limit coverage against any injury, death, loss or damage as a result of
wrongful or negligent acts by Consultant, its officers, employees, agents, and
independent contractors in performance of services under this Agreement;
(2) property damage insurance with a minimum limit of $500,000.00 per
occurrence;
(3) automotive liability insurance written on an occurrence basis covering
all owned, non-owned and hired automobiles, with minimum combined single limits
coverage of $1,000,000.00;
(4) Worker's Compensation insurance when required by law, with a
minimum limit of $500,000.00 or the amount required by law, whichever is greater;
(5) Professional liability insurance covering errors and omissions arising
out of the performance of this Agreement with a combined single limit of $1,000,000. If
such insurance is on a claims made basis, Consultant agrees to keep such insurance in
full force and effect for at least five years after termination or date of completion of this
Agreement.
B. The City, its officers, employees, agents, and volunteers shall be named
as additional insureds on the policies as to comprehensive general liability, property
damage, and automotive liability. The policies as to comprehensive general liability,
4 Professional Services -Design
1292538.1
6.7.b
Packet Pg. 118
property damage, and automobile liability shall provide that they are primary, and that
any insurance maintained by the City shall be excess insurance only.
C. All insurance policies shall provide that the insurance coverage shall not
be non-renewed, canceled, reduced, or otherwise modified (except through the addition
of additional insureds to the policy) by the insurance carrier without the insurance carrier
giving City ten (1 0) day's prior written notice thereof. Consultant agrees that it will not
cancel, reduce or otherwise modify the insurance coverage and in the event of any of
the same by the insurer to immediately notify the City.
D. All policies of insurance shall cover the obligations of Consultant pursuant
to the terms of this Agreement and except for professional liability insurance, shall be
issued by an insurance company which is authorized to do business in the State of
California or which is approved in writing by the City; and shall be placed have a current
AM. Best's rating of no less than A-, VII. In the case of professional liability insurance,
such coverage shall be issued by companies either licensed or admitted to conduct
business in the State of California so long as such insurers possesses the
aforementioned Best's rating.
E. Consultant shall submit to City (1) insurance certificates indicating
compliance with the minimum insurance requirements above, and (2) insurance policy
endorsements or a copy of the insurance policy evidencing the additional insured
requirements in this Agreement, in a form acceptable to the City.
F. Self-Insured Retention/Deductibles. All policies required by this
Agreement shall allow City, as additional insured, to satisfy the self-insured retention
("SIR") and/or deductible of the policy in lieu of the Consultant (as the named insured)
should Consultant fail to pay the SIR or deductible requirements. The amount of the
SIR or deductible shall be subject to the approval of the City. Consultant understands
and agrees that satisfaction of this requirement is an express condition precedent to the
effectiveness of this Agreement. Failure by Consultant as primary insured to pay its SIR
or deductible constitutes a material breach of this Agreement. Should City pay the SIR
or deductible on Consultant's due to such failure in order to secure defense and
indemnification as an additional insured under the policy, City may include such
amounts as damages in any action against Consultant for breach of this Agreement in
addition to any other damages incurred by City due to the breach.
G. Subrogation. With respect to any Workers' Compensation Insurance or
Employer's Liability Insurance, the insurer shall waive all rights of subrogation and
contribution it may have against the lndemnitees.
H. Failure to Maintain Insurance. If Contractor fails to keep the insurance
required under this Agreement in full force and effect, City may take out the necessary
insurance and any premiums paid, plus 10% administrative overhead, shall be paid by
Consultant, which amounts may be deducted from any payments due Consultant.
5 Professional Services -Design
1292538.1
6.7.b
Packet Pg. 119
I. Consultant shall include all subcontractors, if any, as insureds under its
policies or shall furnish separate certificates and endorsements for each subcontractor
to the City for review and approval. AU insurance for subcontractors shall be subject to
all of the requirements stated herein.
11. Confidentiality. Consultant in the course of its duties may have access
to confidential data of City, private individuals, or employees of the City. Consultant
covenants that all data, documents, discussion, or other information developed or
received by Consultant or provided for performance of this Agreement are deemed
confidential and shall not be disclosed by Consultant without written authorization by
City. City shall grant such authorization if disclosure is required by law. All City data
shall be returned to City upon the termination of this Agreement. Consultant's covenant
under this section shall survive the termination of this Agreement. Notwithstanding the
foregoing, to the extent Consultant prepares reports of a proprietary nature specifically
for and in connection with certain projects, the City shall not, except with Consultant's
prior written consent, use the same for other unrelated projects.
12. Ownership of Materials. Except as specifically provided in this
Agreement, all materials provided by Consultant in the performance of this Agreement
shall be and remain the property of City without restriction or limitation upon its use or
dissemination by City. Consultant may, however, make and retain such copies of said
documents and materials as Consultant may desire.
13. Maintenance and Inspection of Records. In accordance with generally
accepted accounting principles, Consultant and its subcontractors shall maintain
reasonably full and complete books, documents, papers, accounting records, and other
information (collectively, the "records") pertaining to the costs of and completion of
services performed under this Agreement. The City and any of their authorized
representatives shall have access to and the right to audit and reproduce any of
Consultant's records regarding the services provided under this Agreement. Consultant
shall maintain all such records for a period of at least three (3) years after termination or
completion of this Agreement. Consultant agrees to make available all such records for
inspection or audit at its offices during normal business hours and upon three (3) days'
notice from the City, and copies thereof shall be furnished if requested.
14. Conflict of Interest.
A. Consultant covenants that it presently has no interest and shall not
acquire any interest, direct or indirect, which may be affected by the services to be
performed by Consultant under this Agreement, or which would conflict in any manner
with the performance of its services hereunder. Consultant further covenants that, in
performance of this Agreement, no person having any such interest shall be employed
by it. Furthermore, Consultant shall avoid the appearance of having any interest which
would conflict in any manner with the performance of its services pursuant to this
Agreement.
6 Professional Services -Design
1292538.1
6.7.b
Packet Pg. 120
B. Consultant covenants not to give or receive any compensation,
monetary or otherwise, to or from the ultimate vendor(s) of hardware or software to City
as a result of the performance of this Agreement. Consultant's covenant under this
section shall survive the termination of this Agreement.
~
15. Termination. The City may terminate this Agreement with or without
cause upon fifteen (15) days' written notice to Consultant. The effective date of
termination shall be upon the date specified in the notice of termination, or, in the event
no date is specified, upon the fifteenth (15th) day folloWing delivery of the notice. In the
event of such termination, City agrees to pay Consultant for services satisfactorily
rendered prior to the effective date of termination. Immediately upon receiving written
notice of termination, Consultant shall discontinue performing services, unless the
notice provides otherwise, except those services reasonably necessary to effectuate the
termination. The City shall be not liable for any claim of lost profits.
16. Personnel/Designated Person. Consultant represents that it has, or will
secure at its own expense, all personnel required to perform the services under this
Agreement. All of the services required under this Agreement will be performed by
Consultant or under it supervision, and all personnel engaged in the work shall be
qualified to perform such services. Except as otherwise authorized by the City's Project
Manager shall be the person who primarily performs the work provided under this
Agreement. Except as provided in this Agreement, Consultant reserves the right to
determine the assignment of its own employees to the performance of Consultant's
services under this Agreement, but City reserves the right in its sole discretion to require
Consultant to exclude any employee from performing services on City's premises.
17. Non-Discrimination and Equal Employment Opportunity.
A. Consultant shall not discriminate as to race, color, creed, religion,
sex, marital status, national origin, ancestry, age, physical or mental handicap, medical
condition, or sexual orientation, in the performance of its services and duties pursuant to
this Agreement, and will comply with all rules and regulations of City relating thereto.
Such nondiscrimination shall include but not be limited to the following: employment,
upgrading, demotion, transfers, recruitment or recruitment advertising; layoff or
termination; rates of pay or other forms of compensation; and selection for training,
including apprenticeship.
B. Consultant will, in all solicitations or advertisements for employees
placed by or on behalf of Consultant state either that it is an equal opportunity employer
or that all qualified applicants will receive consideration for employment without regard
to race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical
or mental handicap, medical condition, or sexual orientation.
C. Consultant will cause the foregoing provisions to be inserted in all
subcontracts for any work covered by this Agreement except contracts or subcontracts
for standard commercial supplies or raw materials.
7 Professional Services -Design
1292538.1
6.7.b
Packet Pg. 121
18. Time of Completion. Consultant agrees to commence the work provided
for in this Agreement within (7) days of being notified by the City to proceed and to
diligently prosecute completion of the work within eight months from such date or as
may otherwise be agreed to by and between the Project Manager and the Consultant.
~
19. Time Is of the Essence. Time is of the essence in this Agreement.
Consultant shall do all things necessary and incidental to the prosecution of
Consultant's work.
20. RESERVED
21. Delays and Extensions of Time. Consultant's sole remedy for delays
outside its control shall be an extension of time. No matter what the cause of the delay,
Consultant must document any delay and request an extensioh of time in writing at the
time of the delay to the satisfaction of City. Any extensions granted shall be limited to
the length of the delay outside Consultant's control. If Consultant believes that delays
caused by the City will cause it to incur additional costs, it must specify, in writing, why
the delay has caused additional costs to be incurred and the exact amount of such cost
within 10 days of the time the delay occurs. No additional costs can be paid that
exceed the not to exceed amount absent a written amendment to this Agreement. In no
event shall the Consultant be entitled to any claim for lost profits due to any delay,
whether caused by the City or due to some other cause.
22. Assignment. Consultant shall not assign or transfer any interest in this
Agreement nor the performance of any of Consultant's obligations hereunder, without
the prior written consent of City, and any attempt by Consultant to so assign this
Agreement or any rights, duties, or obligations arising hereunder shall be void and of no
effect.
23. Compliance with Laws. Consultant shall comply with all applicable laws,
ordinances, codes and regulations of the federal, state, and local governments.
24. Non-Waiver of Terms, Rights and Remedies. Waiver by either party of
any one or more of the conditions of performance under this Agreement shall not be a
waiver of any other condition of performance under this Agreement. In no event shall
the making by City of any payment to Consultant constitute or be construed as a waiver
by City of any breach of covenant, or any default which may then exist on the part of
Consultant, and the making of any such payment by City shall in no way impair or
prejudice any right or remedy available to City with regard to such breach or default.
25. RESERVED
26. RESERVED
27. Notices. Any notices, bills, invoices, or reports required by this
Agreement shall be deemed received on (a) the day of delivery if delivered by hand
during regular business hours or by facsimile before or during regular business hours;
8 Professional Services -Design
1292538.1
6.7.b
Packet Pg. 122
or (b) on the third business day following deposit in the United States mail, postage
prepaid, to the addresses heretofore set forth in the Agreement, or to such other
addresses as the parties may, from time to time, designate in writing pursuant to the
provisions of this section.
"CdNSUL T ANT"
Integrated Consultant Group, Inc.
4195 Chino Hills Pkwy., #222
Chino Hills, CA 91709
Attn.: Jeffrey Scott
Phone: 909.203.7995
E-Mail: jscott@icg-inc.org
"CITY"
City of Diamond Bar
21810 Copley Drive
Diamond Bar, CA 91765-4178
Attn.: Dan Fox, City Manager
Phone: 909.839.7000
E-mail: dfox@diamondbarca.gov
28. Governing law. This Agreement shall be interpreted, construed and
enforced in accordance with the laws of the State of California.
29. Counterparts. This Agreement may be executed in any number of
counterparts, each of which shall be deemed to be the original, and all of which together
shall constitute one and the same instrument.
30. Entire Agreement. This Agreement, and any other documents
incorporated herein by reference, represent the entire and integrated agreement
between Consultant and City. This Agreement supersedes all prior oral or written
negotiations, representations or agreements. This Agreement may not be amended,
nor any provision or breach hereof waived, except in a writing signed by the parties
which expressly refers to this Agreement. Amendments on behalf of the City will only
be valid if signed by a person duly authorized to do so under the City's Purchasing
Ordinance.
9 Professional Services -Design
1292538.1
6.7.b
Packet Pg. 123
IN WITNESS of this Agreement, the parties have executed this Agreement
as of the date first written above.
"Consultant"
By:·------~~~~~--~~~
Printed Na
Title: Dws;d~n+
By: 1d:,t!tj, Go~
Printed Name:A'-ebeccq .Su1#
Title: ll-d1?7inl::>f.rc1~ve Pir~cwr.
?rlhc ipt:l/ '
"City"
CITY OF DIAMOND BAR
By:-~-'------"<--~--
Mayor Carol Herrera
A TT~ST: (1 'If ~ ~IJcvJu.-" ~ 'Lr /IJl~ _ _:__c.;_h_:___~
Tommye Ctibbins ·
City Clerk
*NOTE: If Consultant is a corporation, the City requires the following signature(s):
1292538.1
(1) the Chairman of the Board, the President or a Vice-President, AND (2) the Secretary,
the Chief Financial Officer, the Treasurer, an Assistant Secretary or an Assistant
Treasurer. If only one corporate officer exists or one corporate officer holds more than
one corporate office, please so indicate. OR
The corporate officer named in a corporate resolution as authorized to enter into this
Agreement. A copy of the corporate resolution, certified by the Secretary close in time to
the execution of the Agreement, must be provided to the City.
10 Professional Services -Design
6.7.b
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___ :I
Heritage Park
Located at 2900 S. Brea Canyon Road, Heritage Park is a 3.4 acre park with a
3,900 square foot Community Center built in 1993. The existing community center
serves programs such as the Tiny Tot program, Summer Ddy Camp, adult Table
Tennis, weekend event rentals, and various other contract classes or community
events. The existing facility fixtures, restrooms, and amenities are outdated and
need to ber addressed to meet ADA compliance. This facility is heavily used by
the public and the City seeks design options to retrofit and refurbish the exiting
building that will not only address ADA compliance requirements but also
promote maintenance efficiency.
In addition, the picnic area (to the east of the community center) and adjoining
playground are in need of modern improvements to better meet the needs of
the current community and ADA compliance. The existing ballfield is adjacent to
an elementary school and contains field lights, yet youth baseball and softball at
this location are no longer in existence. The ball field area provides an opportunity
for new amenities appropriate to the needs of the community. The project goal
for this park is to provide modern equipment and amenities for all mobility types
and community needs. Refer to Exhibit B for Park Vicinity Map.
II. SCOPE OF WORK
The City of Diamond Bar requires the services of a professional
architecture/engineering consultant firm to provide the technical conceptual
and final design services for the aforementioned projects.
1. The professional architecture/engineering consultant firm shall prepare and
execute a comprehensive neighborhood outreach program for each park.
Publlc input is essential in creating Sunset Crossing Park and rehabilitating
Heritage Park to meet the needs of the surrounding community. The
proposal shall identify tasks to be included as part of the neighborhood
program that will aid the consultant in developing three alternative designs
to be discussed with the staff, Parks and Recreation Commission, and City
Council. At a minimum, the neighborhood outreach program and
conceptual design phase shall include:
a. Meet with City staff prior to beginning work to discuss background,
scope, objectives, and other pertinent details of the project. The
Consultant shall attend periodic meetings with City staff at various
stages of the project as needed.
S;S.a
-_ Packet Pg. 89
6.7.b
Packet Pg. 125
Page 4
RFP-Sunset Crossing and Heritage Park Design
September 14, 2018
b. Perform a complete field review and inventory of repairs required
and review all existing field conditions and information pertaining to
each site. Provide a report of findings to the City.
c. Develop conceptual design plans and presentation boards to be
presented to City staff.
d. Prepare surveys for the neighborhood workshop for each park site to
gather ideas of what the community .desires in each of the park
projects. The Consultant shall be prepared to organize and attend
at least one neighborhood workshop to gather inrormation for each
park separately after the conceptual plan is complete and prior to
final PS&E. Additionally, the Consultant shall be prepared to attend
at least one Commission meeting and two City Council meetings to
discuss the conceptual designs.
e. Develop a comprehensive summary of survey results and feedback
of each of the neighborhood workshops.
2. Upon selection of the preferred park design for each site based on the
concept plan, the Consultant shall prepare final construction plans,
specifications and estimates (PS&E) for each of the project sites. The proposal
shall identify tasks to be included as part of the PS&E. At a minimum, these
tasks shall include:
a. Meet with the City staff prior to beginning the PS&E to discuss scope,
objectives, and other pertinent details for the PS&E. The Consultant
shall attend periodic meetings with City staff at various stages of the
PS&E Phase as needed.
b. Conduct a utility search fqr all utilities within the project limits. Review
the location of existing utilities, surface and subsurface structures and
proposed improvements. If the proposed improvements interfere
with existing utilities, the Consultant shall arrange to have potholes
taken by the utility company. The Consultant shall send two utility
notifications during preparation of the PS&E and provide the City
copies of all utility correspondence with the completed construction
document submittal. Preliminary utility notice and final utility notice
are required for the proposed projects.
c. The Consultant shall prepare complete sets of plans and
specifications for the project, including a topographic survey. At this
1· 6.6 .. a·.
6.7.b
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RFP -Sunset Crossing and Heritage Park Design
September 14, 2018
point it is assumed the project will consist of three separate PS&E
packages for each site. The improvement plans shall be prepared
on 24"x 36" sheets, as well as PDF format for all documents.
The bid specifications shall be submitted via e-mail in Microsoft Word
format for each site. The consultant will be required to prepare the
entire specification document using the City's standard boilerplate
that is edited accordingly for the project.
The Consultant shall prepare and submit a cost estimates for each
site in tabular form for each construction item showing quantity, unit
price and total cost. Multiple amenities and options should be
provided for each park design.
d. It is the City's intention to use the Standard Specifications for Public
Works Construction (latest edition) and the Standard Plans for Public
Works Construction (latest edition), the most current California
Building Code in conjunction with the City standard specifications
and plans. The Consultant shall provide copies of referenced
standard plans from other sources.
e. Revise and/or change plans. and related materials as required as a
result of review of the signed plans by affected utilities or because of
errors or omissions in the plans and specifications. Such revisions shall
be completed in a timely manner so as to avoid or minimize delays
in getting the project out to bid and shall not result in any increase in
compensation from the City.
f. Provide assistance during the bidding period. The Consultant shall
provide technical assistance to staff and clarification to bidders
should any questions arise during the bidding period. Should any
changes be required to the plans and/or specifications during this
phase, the Consultant shall make the necessary changes and
provide those changes in the specifications or plans in a timely
manner so that the City can issue an addendum.
Ill. PROPOSAL FORMAT AND CONTENT
Consultants shall limit their proposal to 25 pages, excluding cover and resumes.
The proposal shall provide all the information requested for both park sites. The
Consultant's proposal shall contain the following information and shall be
organized as follows:
6.6.a.
6.7.b
Packet Pg. 127
Page 6
RFP-Sunset Crossing and Heritage Park Design
September 14, 2018
a. Project Team
An organizational chart indicating principals and key project team members
with an indication of their involvement in the project. Also provide resumes of
the key personnel involved with this project including personnel from sub-
Consultants. For the project engineer/architect and project manager, include
information for three (maximum) recent projects on his/her record of
completion compared to the original project schedule.
b. Firm's Experience
List a maximum of three (3) projects of similar size and scope that the firm has
performed design services for other public agencies. For each project, provide
the following information: location, owner, construction cost, year the design
was completed, year the construction was completed, your project manager,
engineer, and inspector's name. If any portion of the project is sub-
contracted, provide similar information for a maximum of three projects.
c. Project Design
Discuss the methods and procedures that will be used in the design of the
project. Provide a list of construction drawings that will be prepared for the
project. Also identify any potential concerns or problems in the design of either
site.
d. Project Scheduling
Provide a schedule identifying milestones for the major tasks in the design of
the project, beginning with the Notice to Proceed. The City is seeking a quick
time frame for design. The City expects conceptual design will be completed
by March 29, 2019 with final PS&E completion by May 30, 2019.
e. Resource Requirements
Provide a man-hour and fee estimate for the proposed scope of work. Please
state all assumptions upon which the estimates are based. The fee proposal
shall be submitted in a separate sealed envelope.
f. Fee Schedule
The fee proposal shall include a not-to-exceed (NTE) figure and hourly billing·
rates for typical staff classifications and cost breakdown per task. These rates
I. 6~6;a
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6.7.b
Packet Pg. 128
I
i . _____ j
Page 7
RFP-Sunset Crossing and Heritage Park Design
September 14, 2018
will be used to negotiate any additional work the City may request. All
assumptions upon which the costs are based shall be stated.
g. Agreement
Exhibit "C" is a copy of the City's professional services agreement. A copy shall
be completed and signed as part of the proposal package. Completion of
this agreement will be your statement that all terms and conditions are
acceptable. This completed agreement made part of the proposal is by no
means to be interpreted as acceptance by the City or notice to proceed.
h. Insurance
Proof of insurance requirements addressed in the professional services
agreement of this Request for Proposal shall be submitted by the selected
Consultant upon execution of the original contract for submittal to the City
Council.
All proposers shall submit a "Statement Certifying Insurance Coverage"
certifying that the required insurance coverage will be obtained by the
Consultant; and that the Consultant understands said coverage is prerequisite
for entering into an agreement with the City. The Consultant is required to
confirm with its insurance carrier that it can meet all the requirements for
insurance. Failure to meet the insurance regulations as set forth shall result in
the Consultant's disqualification.
i. References
List of three (3) references for similar projects must be provided. Include
contact person, address, and telephone number.
J. Consulting Services Agreement
Statement certifying that you agree to the City's Consulting Services
Agreement terms and conditions. Any proposed edits to the agreement shall
be subh'1itted with the proposal for staff's review and consideration.
IV. SUBMITTAL OF PROPOSAL
Consultants interested in responding to this Request for Proposal shall submit a
proposal by 3:30 p.m. on October 10, 2018. The proposal shall be organized as
described in the "Proposal Format and Contents." Any proposals received after .
3:30pm on October 10, 2018 will be returned unopened.
6 .. 6.a n .,
I· P<icKet Pg. 93 •
6.7.b
Packet Pg. 129
1.
,..---,--,...-----. I I a.s.a I i
£XH!£0 Zl' '
for
/
Professional Architectural & Engineering
Design Services for Sunset Crossing &
Heritage Park Improvements
" .
:; ' i o;24/,2ol'8 ·
ncorporate
I n t e g r a I e d Consulting Group
Planning . Architecture · Landscape Architecture
I \Packet Pg. 94
6.7.b
Packet Pg. 130
------·--------·-----------
-----.1
SUNSET CROSSING & HERITAGE PARK DESIGN
FEE SCHEDULE
RESOURCE REQUIREMENTS
Sunset Crossing Park: $59,880.00
Heritage Park: $63,690.00
NOT TO EXCEED FEE: $123,570.00
Following are hourly billing rates which shall be usgd to negotiate any additional work the City may
require:
Hourly
ICG Rate
Principa 1 ................................................................................................................................. $150.00
Project Manager .................................................................................................................... $120.00
Planner/Architect/L-andscape Architect ................................ ~ ............................................... $110.00
Associate Planner/Architect/Landscape Architect ................................................................ $100.00
Assistant Planner/Architect/Landscape Architect .................................................................. $90.00
AutoCAD Graphics Technician ................................................................................................. $90.00
Clerical ..................................................................................................................................... $70.00
PBLA
Principal ................................................................................................................................. $120.00
Project Manager .................................................................................................................... $110.00
Engineer/Surveyor ................................................................................................................. $110.00
AutoCAD Draftsman ................................................................................................................ $80.00
Survey 2-Man Crew ............................................................................................................... $185.00
Survey 1-Man Crew ............................................................................................................... $125.00
Clerical ..................................................................................................................................... $70.00
CW Soils
Principal Engineer/Geologist ................................................................................................. $150.00
Senior Field Technician .......................................................................................................... $105.00
Drafting/CAD ..................................................................................................... : ..................... $50.00
Clerical/Delivery/Accounting .................................................................................................. $40.00
REIMBURSABLE COSTS
Printing and Materials ...................................................................................................... Cost+ 10%
Express Mail/Courier/Next Day Service ........................................................................... Cost+ 10%
In-House Plotting of Large Format Plans:
24" x 36" Sheet
24" x 42" Sheet
30" x 42" Sheet
36" x 48" Sheet
$7.00/Sheet
$7.75/Sheet
$8.50/Sheet
$9.25/Sheet
--1 I! 6.6.a
1--"--'-'--'--___.J
1:;. Pack~t Pg; 95 -~ f
6.7.b
Packet Pg. 131
·~~~~~~~~~~-~-~~--~-----------------------c=---GRANo ToTAL WITH REIMsl1RsABI..Bf $1,5oo 1 $4,44o 1 $'1!1,12oTU$-1o,12o I $21,56o I $8,25o I $4,440 I $1,26o 1 $61,s9o.ool $63,s9o.ool ·-:· . -011'1<1=t11il'l3:-'1"iiHWII 1 :E !:t~'Dli PIC Principal in Charge-Jeffrey Scott $150 PM Project Manager-ICG-Bob Rose $120 ARCH Architect-ICG -Matt Evans $110 pp Park Planner-ICG-Jeffrey Scott $110 CIVIL Civil-PBLA Steve Levisee $110 GEO Geotechnical-CW Soils $150 SUR Survey-PBLA-Carlos Urena $185 ADMIN Administrative -ICG -Rebecca Scott $70 ~ 6.7.bPacket Pg. 132
····-····-----------~~------------"'tl I» 0 ';11:' CD ..... :-o (Q o(d' ...... tWlJ~· •j.:t;fforri1J:r;,~TI:Q.llill PIC Principal in Charge-Jeffrey Scott PM Project Manager-ICG -Bob Rose ARCH Architect-ICG -Matt Evans pp Park Planner-ICG -Jeffrey Scott CIVIL Civil-PBLA Steve Levisee GEO Geotechnical-CW Soils SUR Survey-PBLA-Carlos Urena ADMIN Administrative-ICG -Rebecca Scott ~~I $150 I $120 $110 I $110 I $110 I $150 . $185 • $70 ' . ~C-6.7.bPacket Pg. 133
Agenda #: 6.8
Meeting Date: September 17, 2019
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: AMENDMENTS TO THE CITY'S CLASSIFICATION PLAN AND FY 19-
20 BUDGET.
STRATEGIC
GOAL:
Open, Engaged & Responsive Government
RECOMMENDATION:
Adopt Resolution No. 2019-XX amending the City of Diamond Bar’s Classification Plan
and the FY 19-20 Municipal Budget Effective September 28, 2019 .
FINANCIAL IMPACT:
There is a negligible financial impact to implement the recommended changes to
Maintenance Division job titles and funding of one Maintenance Supervisor.
BACKGROUND:
In fiscal year 2016/17, the City Council approved the transfer of parks and facilities
maintenance from the former Community Services Department to the Public Works
Department to merge with the street maintenance function to create a centralized
maintenance division. At the time, each of the three maintenance job functions (parks,
facilities and streets) had separate and distinct job titles with specific duties related to
their area of expertise. Over the last three years, the Public Works Director/City
Engineer has encouraged collaboration, cross-training of staff and actively worked to
break down work silos for increased communication and service delivery to the public .
Because of already lean staffing and anticipated retirements of key supervisory
employees, staff is recommending that the City Council approve changes to the
maintenance job classification titles to broaden job titles for work assignment flexibility
and make an investment in preparing for future retirements by reclassifying one
employee to a supervisory position.
ANALYSIS:
It is the duty and responsibility of the City Manager to periodically review departmental
6.8
Packet Pg. 134
operations and staffing structures for efficient, cost effective , and economical delivery of
services to the public and to conduct long -term organizational and succession planning.
Therefore, the following recommendations have been identified to further the objectives
in meeting this goal:
1. Broaden all maintenance job titles to allow for flexibility of assignment within the
Maintenance Division in the Public Works Department. Compensation and benefit
plans for all positions will remain the same.
a. Change the Facilities & Asset Maintenance Technician job title to
Maintenance Technician.
b. Change the Facilities Maintenance Supervisor job title to Maintenance
Supervisor.
c. Change the Parks & Maintenance Superintendent and Street Maintenance
Superintendent to Maintenance Superintendent.
2. Fund a Maintenance Supervisor and defund a Maintenance Technician.
The City’s maintenance function covers 15 City square miles, 132 centerline miles of
streets, 17 parks, approximately 12 miles of medians and parkways, 12,777 street trees,
and over 81,000 square feet of facilities with its core staff of seven (7) full-time and two
(2) part-time City employees. Maintenance staff have enthusiastically taken on the
cross-training and wide-ranging learning opportunities to become a more well-rounded
maintenance team across the three maintenance functional areas. To further enhance
the assimilation of these three maintenance functions into one cost-effective and
cohesive division, it is recommended that that the job titles reflect general rather than
specific naming conventions. This would allow fo r greater flexibility in hiring and
assignment of work in Public Works maintenance functions. There is no cost to
implement this change.
Making targeted investments in employee knowledge and preparation because of our
aging workforce is a proactive measure designed to reduce the liability the organization
faces when a seasoned staff member retires. This past year, the Public Works
Department has taken deliberative steps to broaden and deepen the knowledge at the
supervisory level as the organization prep ares its succession planning and continuing
staff development efforts. As of July 2019, one-third of the City’s full-time workforce was
age 50 or older with largest number of retirement eligible employees residing in the
Maintenance Division of the Public Works Department. To aid with succession planning
and cross-training efforts for greater operational efficiency over the last year, the
Facilities & Asset Maintenance Technician has taken on additional responsibilities and
recently named the acting Facilities Maintenance Supervisor. Additional duties and
responsibilities have included: departmental budget preparation, contract preparation
and administration, preparation of Request for Proposals (RFP) and Requests for
Quotes (RFQ), and project management for various maintenance functions although the
job title was limited to facilities maintenance. In addition to the aforementioned duties
and responsibilities, it is planned that the additional Maintenance Supervisor will assist
with the supervision of full-time and part-time staff and contractors, manage contracts for
the Lighting and Landscape Districts (LLAD’s) maintenance, assist with management of
tree maintenance contract and service requests, provide support to street maintenance,
6.8
Packet Pg. 135
continue to serve as a departmental representative for the Enterprise Resource Planning
(ERP) project and assume supervisorial duties in the absence of another maintenance
supervisory employee. The cost to implement this reclassification is negligible since the
vacated position will not be backfilled and the supervisory position is exempt from
overtime.
If approved by City Council, these actions will be effective at the beginning of the next
pay period which is September 28, 2019.
LEGAL REVIEW:
City Attorney has reviewed and approved the attached Resolution.
PREPARED BY:
REVIEWED BY:
Attachments:
1. 6.8.a Resolution No. 2019-XX
6.8
Packet Pg. 136
1
RESOLUTION NO. 2019-XX
A RESOLUTION OF THE CITY COUNCIL OF THE
CITY OF DIAMOND BAR AMENDING CITY OF
DIAMOND BAR CLASSIFICATION PLAN AND THE
FY19-20 MUNICIPAL BUDGET EFFECTIVE
SEPTEMBER 28, 2019
WHEREAS, the City Council has adopted Resolution No. 2019-21, A
Resolution of the City Council of the City of Diamond Bar approving and
adopting a budget for the City of Diamond Bar for the Fiscal Year
commencing July 1, 2019 and ending June 30, 2020 including maintenance
and operations, special funds and capital improvements and appropriating
funds for accounts departments, divisions, object and purposes therein set
forth (herein referred to as the "Budget"); and
WHEREAS, the City Council of the City of Diamond Bar adopted and
amended the City of Diamond Bar Classification and Compensation Plan
(hereafter, the “Plan”) by adoption of Resolution No. 2019-23, which
became effective July 6, 2019;
WHEREAS, the City Council may choose to amend the Budget from time
to time throughout the fiscal year;
WHEREAS, the City Council has the authority to add, delete or modify the
classification plan to broaden the remaining maintenance division job titles
to allow for flexibility of assignment within the Maintenance Division in the
Public Works Department. Compensation and benefits plan for all positions
will remain the same;
WHEREAS, the City Council desires to fund an additional Maintenance
Supervisor and defund a Maintenance Technician;
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of
Diamond Bar as follows:
Section 1. Change the Facilities & Asset Maintenance Technician job title
to Maintenance Technician; the Facilities Maintenance Supervisor job title to
Maintenance Supervisor; and the Parks & Maintenance Superintendent and
Street Maintenance Superintendent to Maintenance Superintendent.
Section 2. Fund a Maintenance Supervisor and defund a Maintenance
Technician in the 2019/20 Public Works Departmental Budget.
6.8.a
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2
PASSED, APPROVED AND ADOPTED this 17th day of September, 2019.
____________________________
Carol Herrera, Mayor
ATTEST:
I, Ryan McLean, Acting City Clerk of the City of Diamond Bar, do hereby
certify that the foregoing Resolution was passed, approved and adopted at a
regular meeting of the City Council of the City of Diamond Bar held on the 17th
day of September, 2019, by the following vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
ABSTAINED: COUNCIL MEMBERS:
____________________________
Ryan McLean, Acting City Clerk
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Agenda #: 6.9
Meeting Date: September 17, 2019
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: AWARD OF CONSTRUCTION CONTRACT AGREEMENT TO COPP
CONTRACTING, INC. FOR THE AREA 7 RESIDENTIAL AND
COLLECTOR STREETS PROJECT (NO. 01419) AND DIAMOND BAR
BLVD STREET REHABILITATION FROM MOUNTAIN LAUREL WAY
TO CLEAR CREEK CANYON DRIVE PROJECT (NO. 23919).
STRATEGIC
GOAL:
Safe, Sustainable & Healthy Community
RECOMMENDATION:
A. Establish a Project Payment Account containing sufficient funds from the current
fiscal year budget to pay for the Project;
B. Appropriate $55,221 from the Prop C fund balance of Project No. 01420 to the
Diamond Bar Blvd Street Rehabilitation Project (No. 23919); and
C. Approve, and authorize the Mayor to sign, a Construction Contract Agreement
with Copp Contracting, Inc. in the amount of $2,309,116 approving the Base Bid
Schedule, plus a contingency amount of $115,456, for Contract Change Orders
to be approved by the City Manager, for a total authorization amount of
$2,424,572.
FINANCIAL IMPACT:
Sufficient funds are included in the FY 2019 -2020 Capital Improvement Program for this
project, including contingencies, as follows:
Area 7 Residential and Collector
Streets Project #01419
Construction
Budget
Encumbrance/
Expenses Balance
Measure M $420,000 $420,000
Measure R $719,492 $1,139,492
Gas Tax $426,039 $1,565,531
Hauler Fees $134,469 $1,700,000
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Construction Bid ($1,612,718) $87,282
Contingency (5%) ($81,278) $6,004
Balance $6,004
Diamond Bar Blvd. Street
Rehabilitation Project #23919 Project Budget Encumbrance/
Expenses Balance
RMRA $400,000 $400,000
Prop C $300,000 $700,000
Design and Construction Assistance ($24,645) $675,355
Prop C Re-appropriation
(Savings from Project #01420) $55,221 $730,576
Construction Bid ($696,398) $34,178
Contingency (5%) ($34,178) $0
Balance $0
The contingency amount of $115,456 for Copp Contracting, Inc. will only be used in the
event of unforeseen circumstances that will warrant adjusted work quantities or a
contract change order.
BACKGROUND/DISCUSSION:
The Area 7 project objective is to rehabilitate approximately 16 centerline miles of
residential & collector roadways with slurry seal or grind/overlay application, and to
remove/repair isolated damaged Asphalt Concrete (AC) pavement in Area 7 as shown
in Attachment 1. The current Pavement Management System Report identified several
streets, including cul-de-sacs, within Area 7 to be in need of upgrades. Due to these
pavement conditions, using slurry seal alone will not be an effective pavement
maintenance treatment. Therefore, identified roadway segments will receive an edge
grind and AC overlay in addition to the normal slurry treatment.
The project will also rehabilitate Diamond Bar Blvd between Mountain Laurel Way and
Clear Creek Canyon Drive, see Attachment 2. This one-mile stretch of Diamond Bar
Blvd is recommended for rehabilitation by the current Pavement Management System
Report. The pavement at the intersection of Grand Ave and Diamond Bar Blvd is not
part of this project as it has been recently improved as a part of the 2015 Grand
Avenue Beautification Project and is in good condition.
With the completion of the plans and specifications, the project was advertised on July
17, 2019 with the bid opening date of August 7, 2019. Seven (7) bid proposals were
submitted to the City. Copp Contracting, Inc. was the lowest responsible bidder with a
base bid in the amount of $2,309,116.
The Base Bid received from are listed below:
Company Bid Amount
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1. Copp Contracting, Inc. $2,309,116
2. All American Asphalt $2,347,196
3. R.J. Noble Co. $2,416,839
4. Sequel Contractors, Inc. $2,424,100
5. Onyx Paving Company, Inc. $2,537,000
6. Hardy & Harper, Inc. $2,793,907
7. CT&T Concrete Paving, Inc. $5,206,030
The engineer’s estimate was $2,030,066. Staff has verified the contractor state license
for Copp Contracting, Inc. to be valid. Copp Contracting, Inc. has also successfully
completed similar projects in the City of Diamond Bar previously.
The tentative schedule for this project is as follows:
Award of Contract September 17, 2019
Notice to Proceed September 2019
Completion of Construction January 2020
LEGAL REVIEW:
The City Attorney has reviewed and approved the agreement as to form.
PREPARED BY:
REVIEWED BY:
Attachments:
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1. 6.9.a Attachment 1 - Area 7
2. 6.9.b Attachment 2 - DBB
3. 6.9.c Construction Agreement - Copp Contracting
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Agenda #: 8.1
Meeting Date: September 17, 2019
TO: Honorable Mayor and Members of the City Council
FROM: David A. DeBerry, City Attorney
TITLE: AMENDMENT NO. 1 TO EMPLOYMENT AGREEMENT WITH CITY
MANAGER DANIEL FOX.
STRATEGIC
GOAL:
Open, Engaged & Responsive Government
RECOMMENDATION:
Approve and authorize the Mayor to sign amended Employment Agreement with Daniel
Fox.
FINANCIAL IMPACT:
The amended total not-to-exceed amount of the Agreement for fiscal year 2019/20 and
every year thereafter would be $2,400. Sufficient funds are included in the 2019/20 City
Manager’s Office budget to cover the cost of such services.
BACKGROUND:
Daniel Fox was hired as City Manager effective June 6, 2017. The proposed First
Amendment to City Manager Employment Agreement contains two changes. The City
provides Mr. Fox with a City-owned vehicle and pays for expenses related thereto
except for fuel. Recognizing that Mr. Fox uses the City vehicle for City business
purposes, the proposed First Amendment would have the City pay for fuel, as it does
with other City vehicles. The amount would be capped at $200 per month. The
proposed First Amendment would provide Mr. Fox with 40 hours of additional leave time
each year, but it could not be cashed out or carried over into any following year.
Pursuant to Government Code § 54953, the City Council is required to orally report a
summary of a recommendation concerning the salary and compensation paid in the
form of fringe benefits to the city manager. That summary is as follows:
• The City will pay for fuel for Mr. Fox’s City-provided vehicle not to exceed $200
per month.
• Mr. Fox would receive 40 hours of additional leave time annually which cannot be
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cashed out or carried over into any following year.
• No other changes to Mr. Fox’s employment agreement are proposed.
LEGAL REVIEW:
The City Attorney has reviewed the Amendment No. 1 to Employment Agreement with
Mr. Fox and approved as to form and content.
PREPARED BY:
REVIEWED BY:
Attachments:
1. 8.1.a Amendment No. 1 to Employment Agreement with City Manager
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1438873.1
FIRST AMENDMENT TO CITY OF DIAMOND BAR CITY MANAGER EMPLOYMENT AGREEMENT
This First Amendment to Employment Agreement ("First Amendment") is made and
entered into as of this 17th day of September, 2019, by and between the CITY OF DIAMOND
BAR, a general law city and municipal corporation (hereinafter "City"), and DANIEL H. FOX,
JR. (hereinafter "Employee"), both of whom agree as follows:
RECITALS
A. City and Employee entered into that certain City Manager Employment Agreement
dated June 6, 2017 (“Agreement”).
B. The City and Employee desire to amend and modify certain provisions in the
Agreement as provided in this First Amendment.
NOW, THEREFORE, the parties agree to amend the Agreement as follows:
1. Vehicle. Paragraph 3 of Section 5 of the Agreement shall be deleted and replaced
in its entirety with the following:
“Recognizing that Employee's duties require him to be available to respond 24 hours a day,
seven days a week, including to emergencies, upon Employee's one-year anniversary from the
Effective Date, the City shall, upon Employee’s request, provide Employee with the use of a
vehicle and shall pay for all costs and expenses of the maintenance and operation of said vehicle;
provided that City’s cost for fuel shall not exceed $200 per month. Employee shall have
unrestricted use of the vehicle. Employee's monthly car allowance will be terminated upon the
City's provision of the vehicle.”
2, Leave. Section 8.A of the Agreement shall be deleted and replaced in its entirety
with the following:
“Employee shall be entitled to sick leave, vacation leave, administrative leave, floating
holiday and bereavement leave in the same manner as Executive Management employees of the
City. Employee shall accrue leave time at the same monthly rate as provided to Executive
management employees with Employee’s tenure. Employee shall also be credited with an
additional 40 hours of administrative leave annually. The additional administrative leave shall be
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1438873.1
provided for the period of July 1, 2019, through June 30, 2020, and each fiscal year thereafter.
Employee may not cash out any of this unused additional administrative leave or carry it over into
any subsequent year. Any such additional administrative leave not used during the applicable 12-
month period shall be forfeited.”
3. Integration. This First Amendment integrates all of the terms and conditions
mentioned herein, and supersede all negotiations with respect hereto. This First Amendment
amends, as set forth herein, the Agreement and except as specifically amended hereby, the
Agreement shall remain in full force and effect. To the extent that there is any conflict or
inconsistency between the terms and provisions of this First Amendment and the terms and
provisions of the Agreement, the terms and provisions of this First Amendment shall control.
IN WITNESS WHEREOF the parties have executed this First Amendment as of the day
and year first above written.
EMPLOYEE
DANIEL H. FOX, JR.
____________________________________
CITY OF DIAMOND BAR CAROL HERRERA
________________________________
MAYOR
ATTEST:
___________________________________
ACTING CITY CLERK, RYAN MCLEAN
APPROVED AS TO FORM:
_________________________________
DAVID DEBERRY, CITY ATTORNEY
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