HomeMy WebLinkAbout2021.02.16 Agenda Packet - Regular Meeting
City Council Agenda
Tuesday, February 16, 2021
6:30 PM
PUBLIC ADVISORY:
Consistent with the Governor’s latest Executive Order to Stay at Home, avoid gatherings and
maintain social distancing, the regular meeting portion of the agenda will be conducted
telephonically and Members of the City Council and staff will be participating via
Teleconference. There will be no physical meeting location for the regular meeting.
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Members of the public may provide public comment by sending written comments to the City
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indicate in the Subject Line “FOR PUBLIC COMMENT.” Written comments will be distributed to
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will be called upon one at a time during the Public Comment portion of the agenda, and will be
asked to state their name and agenda item they wish to comment on. Speakers are limited to
five minutes per agenda item, unless the Mayor determines otherwise.
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Pursuant to the Executive Order, and in compliance with the Americans with Disabilities Act, if
you need special assistance to participate in the Council Meeting, please contact the City Clerk’s
Office (909) 839-7010 within 72 hours of the meeting. City Council video recordings with
transcription will be available upon request the day following the Council Meeting.
The City of Diamond Bar thanks you in advance for taking all precautions to prevent
spreading the COVID-19 virus.
ANDREW CHOU
Council Member
STAN LIU
Council Member
STEVE TYE
Council Member
NANCY A. LYONS
Mayor
RUTH M. LOW
Mayor Pro Tem
City Manager Dan Fox • City Attorney David DeBerry • City Clerk Kristina Santana
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 on Spectrum Cable Channel 3 and Frontier FiOS television Channel 47. You are
invited to attend and participate. Copies of staff reports or other written documentation relating
to agenda items are on file and available for public inspection by contacting the Office of the
City Clerk. If requested, the agenda will be made available in an alternative format to a person
with 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.
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. 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 meeting.
INFORMATION RELATING TO AGENDAS AND ACTIONS OF THE COUNCIL
Agendas for regular City Council meetings are available 72 hours prior to the meeting and are
posted in the City’s regular posting locations, on DBTV Channel 3, Spectrum Cable Channel 3,
Frontier FiOS television Channel 47 and on the City’s website at www.diamondbarca.gov. The
City Council may take action on any item listed on the agenda.
HELPFUL PHONE NUMBERS
Copies of agendas, rules of the Council, Video of meetings: (909) 839-7010
Computer access to agendas: www.diamondbarca.gov
General information: (909) 839-7000
Written materials distributed to the City Council within 72 hours of the City Council meeting are
available for public inspection immediately upon distribution in the City Clerk’s Office at 21810 Copley
Dr., Diamond Bar, California, during normal business hours.
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CITY OF DIAMOND BAR
CITY COUNCIL AGENDA
February 16, 2021
CALL TO ORDER: 6:30 p.m.
PLEDGE OF ALLEGIANCE: Mayor
ROLL CALL: Chou, Liu, Tye, Mayor Pro Tem Low,
Mayor Lyons
APPROVAL OF AGENDA: Mayor
1. CITY MANAGER REPORTS AND RECOMMENDATIONS:
2. 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, members of the City Council
or Staff may briefly respond to public comments if necessary, but no extended
discussion and no action on such matters may take place. There is a five-minute
maximum time limit when addressing the City Council. At this time, the
teleconference moderator will ask callers one at a time to give their name and if
there is an agenda item number they wish to sp eak on before providing their
comment. If you wish to speak on a public hearing item or council consideration
item, you will then be called upon to speak at that point in the agenda.
3. 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
FEBRUARY 16, 2021 PAGE 2
member of the public request otherwise, in which case, the item will be removed
for separate consideration.
3.1 CITY COUNCIL MINUTES OF THE FEBRUARY 2, 2021 STUDY
SESSION AND REGULAR MEETING.
3.1.a February 2, 2021 Study Session Minutes
3.1.b February 2, 2021 Regular Meeting Minutes
Recommended Action:
Approve the February 2, 2021 Study Session and Regular City Council
meeting minutes.
Requested by: City Clerk
3.2 RATIFICATION OF CHECK REGISTER DATED JANUARY 28, 2021
THROUGH FEBRUARY 10, 2021 TOTALING $396,885.74.
Recommended Action:
Ratify the Check Register.
Requested by: Finance Department
3.3 TREASURER'S STATEMENT
Recommended Action:
Approve the August 2020 and the Revised July 2020 Treasurer's
Statements.
Requested by: Finance Department
3.4 BLACK HISTORY MONTH PROCLAMATION.
Recommended Action:
Adopt the Proclamation declaring February as Black History Month.
Requested by: City Manager
3.5 EXONERATION OF SURETY BOND NO. 929638539 TO INSTALL
MONUMENTATION FOR TRACT MAP 63623 (SOUTH POINTE
RESIDENTIAL DEVELOPMENT)
Recommended Action:
Approve the exoneration of Surety Bond No. 929638539.
Requested by: Public Works Department
4. PUBLIC HEARINGS: NONE.
FEBRUARY 16, 2021 PAGE 3
5. COUNCIL CONSIDERATION:
5.1 DIAMOND BAR HOMELESSNESS RESPONSE PLAN.
Recommended Action:
That the City Council adopt the Diamond Bar Homelessness Response
Plan.
Requested by: City Manager
5.2 DISSOLUTION OF LANDSCAPING ASSESSMENT DISTRICT NO. 41.
Recommended Action:
Direct staff to take necessary steps to dissolve Landscaping Assessment
District No. 41.
Requested by: Public Works Department
5.3 DISSOLUTION OF LANDSCAPING ASSESSMENT DISTRICT NO. 39.
Recommended Action:
Direct staff to take the necessary steps to dissolve Landscaping
Assessment District No. 39.
Requested by: Public Works Department
5.4 FISCAL YEAR 2020/2021 MID-YEAR BUDGET REVIEW.
Recommended Action:
Adopt Resolution No. 2021-05 amending the Fiscal Year 2020/2021
Municipal Budget revenue estimates and appropriations.
Requested by: Finance Department
6. COUNCIL SUB-COMMITTEE REPORTS AND MEETING ATTENDANCE
REPORTS/COUNCIL MEMBER COMMENTS:
7. ADJOURNMENT:
Agenda #: 3.1
Meeting Date: February 16, 2021
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: CITY COUNCIL MINUTES OF THE FEBRUARY 2, 2021 STUDY
SESSION AND REGULAR MEETING.
STRATEGIC
GOAL:
Open, Engaged & Responsive Government
RECOMMENDATION:
Approve the February 2, 2021 Study Session and Regular City Council meeting
minutes.
FINANCIAL IMPACT:
None.
BACKGROUND/DISCUSSION:
Minutes have been prepared and are being presented for approval.
PREPARED BY:
3.1
Packet Pg. 6
REVIEWED BY:
Attachments:
1. 3.1.a February 2, 2021 Study Session Minutes
2. 3.1.b February 2, 2021 Regular Meeting Minutes
3.1
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CITY OF DIAMOND BAR
MINUTES OF THE CITY COUNCIL
STUDY SESSION
FEBRUARY 2, 2021
STUDY SESSION: M/Lyons called the Study Session to order at 5:30 p.m.
Mayor Lyons announced that consistent with COVID-19 regulations, all Council Members
and staff participated via teleconference and there was no physical location for public
attendance. The Public was invited to join the meeting online or by phone at the numbers
printed on the agenda.
ROLL CALL: Council Members Andrew Chou, Stan Liu, Steve Tye
Mayor Pro Tem Ruth Low, Mayor Nancy Lyons
Staff participating telephonically: Dan Fox, City Manager; Dave DeBerry, City Attorney;
Ryan McLean, Assistant City Manager; Anthony Santos, Assistant to the City Manager;
Alfa Lopez, Senior Management Analyst; Ryan Wright, Parks and Recreation Director;
Christy Murphey, Recreation Superintendent; David Liu, Public Works Director; Dianna
Honeywell, Director of Finance; Ken Desforges, Director of Information Services;
Marsha Roa, Public Information Manager; Cecilia Arellano, Public Information
Coordinator; Kristina Santana, City Clerk
Public Comments:
Daniel Kennedy disagreed with C/Chou’s premise that third-party delivery services are
causing local restaurants to lose money and need to have their commission fees capped
and to him, to propose such a solution is unwarranted during a pandemic when delivery
service owners, drivers and customers are depending on providing this essential service
for their livelihood.
► CONSIDERATION OF TEMPORARY CAP ON COMMISSION FEES CHARGED
BY THIRD-PARTY DELIVERY SERVICES
SMA/Lopez provided a presentation and reported that LA County Board of
Supervisors passed an ordinance in July that placed a cap of 20 percent
inclusive of all fees charged to restaurants and made it unlawful for companies
to reduce compensation by any tip and/or gratuities paid to workers by
customers. Should the City Council wish to proceed with an ordinance it is
requested that the City Council provide direction to staff to prepare an ordinance
for consideration at the February 16th Council Meeting based on the LA County
Ordinance or, take no further action on this matter at this time.
C/Tye asked who pays the menu fee and SMA/Lopez responded that the
restaurant pays the menu fee. This fee represents the actual charge for food
that it is ordered by the customer, but it can be marked up in combination with
the delivery (commission/processing) fee by the service provider to achieve a
pre-determined overall charge.
3.1.a
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FEBRUARY 2, 2021 PAGE 2 CC STUDY SESSION
MPT/Low asked for an explanation for the terms “commission fee”,
“pickup/takeout fee”, “marketing fee”, and “delivery fee”. SMA/Lopez responded
that the commission fee is the fee charged to the providing restaurant for use of
the application (app) and typically includes the credit card processing fee ; the
pickup/takeout fee is the commission paid by the restaurant to the service
provider for any takeout or pickup orders placed via the mobile app ; the
marketing fee is an optional add-on fee to increase the restaurant’s visibility
within the search listings on mobile app; and the delivery fee is the difference
between pickup and delivery fee if someone uses the app to place the order
versus calling the restaurant directly for which the delivery service company
would pick up a commission.
MPT/Low asked for clarification on fees paid for by restaurant versus fees paid
for by customers. SMA/Lopez explained that the fees paid by restaurant are
agreed upon fees set by an agreement signed by the restaurant, and the fees
paid by customers includes fees charged by the delivery service directly to the
customer.
C/Tye asked if the delivery service is making delivery fees on both sides
(restaurant and customer). SMA/Lopez said C/Tye was correct and that it is
called a three-way model approach where the customer and the restaurant and
the driver are all committing to the model.
C/Chou explained that his request to have this item considered by the Council
came up in discussions with local restaurant owners. One owner said that when
he uses these delivery services, he loses money on every single delivery. Most
restaurant owners agree with some kind of fee because they understand this is
a service they are using which helps them get their name out and get more food
out of the door. What they object to is the 30-40 percent commission which eats
into their profit and affects their bottom line.
M/Lyons said that while she understands what C/Chou is saying, it is the right
of individuals to use or not use restaurant services. There are at least four
different delivery services operating in Diamond Bar and she would suspect
there is competition among these services. She asked if fees are the s ame or
different for each of the companies and SMA/Lopez said she has found that the
agreements established between restaurants and delivery service companies
are confidential in nature. The survey was anonymous so that more restaurants
would feel free to disclose their fees which are negotiated and could be different,
depending on the restaurant.
C/Liu felt that because of the restrictions imposed on restaurants and residents
during the pandemic, they are unable to operate as they normally would and at
this point it appears that there is more urgency on restaurants to use these
services in order to continue to maintain their businesses. SMA/Lopez said that
revenues have tripled and quadrupled those of last year due to the demand of
the stay-at-home orders. As an example, restaurants will have a menu for $10
and pay $3 in order to net a $7 profit and that same item, under this program,
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FEBRUARY 2, 2021 PAGE 3 CC STUDY SESSION
will be sold to the customer for $18 or $19 with the restaurant keeping the same
$7 profit. In fact, the demand for these services seems to have increased due
to people staying at home.
M/Lyons felt it was inappropriate for the City to regulate fees in this instance.
C/Tye said that in his discussion with restaurant owners, he learned that as the
pandemic has extended months and months, they have raised their prices to
accommodate the increased fees and he does not see that limiting fees would
change that circumstance. He does not agree with C/Chou or C/Liu because to
him, this is a free-market issue. When restaurants committed to outdoor dining,
they spent a great deal of money in the purchase of tables, heaters and plexi -
glass which was a decision made by the owners. Shortly after it was okay to
accommodate outdoor dining, the stay-at-home order was issued. And these
are business-decisions. One of the restaurant owners told him that probably 15
percent of his business was via delivery and that it was mostly millennials who
were taking advantage of the delivery service. C/Tye said that if he wants to
have restaurant food he picks it up. It is a personal decision whether people
wish to avail themselves of delivery service and whether restaurants offer the
delivery service. When there was no pandemic, fees were okay and now with a
pandemic fees are not okay. He does not understand that premise, and believes
it is government getting in the way of free enterprise.
C/Chou said that he appreciates everyone’s comments on this recommendation
which was something he felt would help local restaurants.
M/Lyons pointed out that the City has done a great deal to help restaurants and
the Council continues to research all possibilities but does not believe this
particular step is necessary.
MPT/Low agreed that the City has done a lot for restaurants including
encouraging residents to do what they can to support them. She does not like
the idea of using the pandemic to impose caps on free enterprise or any kind of
restrictions that have not been fully vetted. The idea of interfering with the
contract between the restaurant and delivery service providers does not sit well
with her, especially, when as staff has pointed out, it involves advertising for the
restaurant. In addition, by trying to help restaurants in this manner we may be
depriving drivers of their livelihood, some of whom are residents who have
become unemployed from their regular jobs and are doing what they can to feed
their families making them subject to rising gas prices, etc.
Following discussion, C/Chou moved, C/Liu seconded, to direct staff to prepare
and ordinance based on the LA County Ordinance. Motion failed by the
following Roll Call vote:
AYES: COUNCIL MEMBERS: Chou, Liu,
NOES: COUNCIL MEMBERS: Tye, MPT/Low, M/Lyons
ABSENT: COUNCIL MEMBERS: None
3.1.a
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FEBRUARY 2, 2021 PAGE 4 CC STUDY SESSION
ADJOURNMENT: With no further business to come before the City Council,
M/Lyons recessed the Study Session at 6:17 p.m. to the Regular Meeting.
Respectfully submitted:
__________________________
Kristina Santana, City Clerk
The foregoing minutes are hereby approved this 16th day of February, 2021.
__________________________
Nancy Lyons, Mayor
3.1.a
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CITY OF DIAMOND BAR
MINUTES OF THE CITY COUNCIL
REGULAR MEETING
FEBRUARY 2, 2021
CALL TO ORDER: Mayor Lyons called the Regular City Council meeting
to order at 6:30 p.m.
Mayor Lyons announced that consistent with COVID-19 regulations, all Council
Members and staff participated via teleconference and there was no physical location
for public attendance. The Public was invited to join the meeting online or by phone at
the numbers printed on the agenda.
PLEDGE OF ALLEGIANCE: Mayor Lyons led the Pledge of Allegiance.
ROLL CALL: Council Members Andrew Chou, Stan Liu, Steve Tye,
Mayor Pro Tem Ruth Low, Mayor Nancy Lyons
Staff participating telephonically: Dan Fox, City Manager; Dave DeBerry, City
Attorney; Ryan McLean, Assistant City Manager; Anthony Santos, Assistant to the
City Manager; Alfa Lopez, Senior Management Analyst; Ryan Wright, Parks and
Recreation Director; Christy Murphey, Recreation Superintendent; David Liu, Public
Works Director; Dianna Honeywell, Director of Finance; Ken Desforges, Dir ector of
Information Services; Marsha Roa, Public Information Manager; Cecilia Arellano,
Public Information Coordinator; Kristina Santana, City Clerk
APPROVAL OF AGENDA: As submitted.
1. CITY MANAGER REPORTS AND RECOMMENDATIONS: None
2. PUBLIC COMMENTS:
CC/Santana read the following public comments submitted via email:
Jonathan Hawes asked for Council’s support to call out what he believed were
financial crimes committed against the residents of El Monte.
Public comments offered telephonically:
None offered.
3. CONSENT CALENDAR: MPT/Low moved, C/Liu seconded, to approve the
Consent Calendar as presented. Motion carried by the following Roll Call vote:
AYES: COUNCIL MEMBERS: Chou, Liu, Tye, MPT/Low, M/Lyons
NOES: COUNCIL MEMBERS: None
ABSENT: COUNCIL MEMBERS: None
3.1 APPROVED UPDATED CITY COUNCIL MINUTES:
3.1.b
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FEBRUARY 2, 2021 PAGE 2 CITY COUNCIL
3.1a JANUARY 19, 2021 REGULAR MEETING. Updated minutes were
disseminated to the City Council based on Mayor Lyon’s request for more
detail on Item 3.4.
3.2 CITY COUNCIL RECEIPT AND FILING OF COMMISSION MINUTES:
3.2a PLANNING COMMISSION MINUTES OF DECEMBER 8, 2020.
3.3 RATIFIED CHECK REGISTER DATED JANUARY 14, 2021 THROUGH
JANUARY 27, 2021 TOTALING $1,503,147.72.
4. PUBLIC HEARINGS: None
5. COUNCIL CONSIDERATION:
5.1 PRESENTATION OF DIGITAL BILLBOARD PROPOSAL BY WALNUT
VALLEY UNIFIED SCHOOL DISTRICT.
CM/Fox introduced this item and recommendation for the City Council to
receive a presentation by the Walnut Valley Unified School District and
offer comments and questions to help the district gauge the feasibility to
move forward with an application to amend the City’s Sign Code.
Presentation provided by Superintendent Dr. Robert Taylor, WVUSD
Board Members Cindy Ruiz and Larry Redinger, and Assistant
Superintendent Dr. Matthew Torres.
M/Lyons opened Public Comments.
Paul Diebel spoke against the proposed project as a bad idea to consider
amending the code to allow Diamond Bar to become a billboard corridor
along the SR60 because it would be an eyesore and potential traffic safety
hazard.
Robin Smith agreed that a billboard would not be an aesthetic asset to
the City and when animated, it would create a potential traffic
hazard.
M/Lyons closed Public Comments.
MPT/Low asked the total budget and amount of deficit for the district. Dr.
Taylor responded that the school district does not have a structural or
spending deficit, rather there is a difference in the funding between
surrounding school districts and the WVUSD as the structure for schools
in California is heavily influenced by demographics. The subgroup of
student demographic makeup for WVUSD does not equate to higher
levels of funding which amounts to an estimated deficit of $20-30 million
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FEBRUARY 2, 2021 PAGE 3 CITY COUNCIL
per year.
C/Tye asked for an explanation of a revenue spread of $150,000 to
$300,000. Dr. Torres responded that there is no way to determine the
exact amount of potential revenue because it will depend on appeal from
offsite businesses that may want to participate in advertising via the
billboard and may fluctuate depending on the economy and businesses,
thus the conservative estimate and spread. Cindy Ruiz added that it is
difficult to project revenue sharing because of the need to follow the
district’s requirements for allowed age-appropriate advertising.
C/Chou asked if the revenue from the proposed billboard would go toward
the district’s general fund or if it would be specifically earmarked. Dr.
Torres responded that the district does not want to get ahead of itself by
specifying programs. WVUSD is a financially stable district that operates
within its means and this would augment different programs such as
access courses, special education programs, emotional and academic
needs, and learning loss due to the pandemic.
C/Chou asked CA/DeBerry to comment on concerns regarding potential
implications of the City changing its sign code. CA/DeBerry explained that
sign ordinances are tricky and any sign code amendments must be
carefully crafted. One question will be that if the City amends its sign code
to allow billboards, to what extent will that allow billboards to be placed
throughout the City and whether it can be amended to one, two or three
locations, potentially. While the City can treat similarly situated properties
differently to a certain extent, it may be that given the location of the
school district’s billboard, it may be the only site that fits certain criteria.
Staff has not researched these issue s to any extent and does not plan to
do so until it receives direction from the City Council.
M/Lyons asked the proposed size of the billboard and the district’s
attorney responded that the proposed size was 14 feet x48 feet. M/Lyons
asked how close the sign would be to residential properties and Dr. Torres
responded that legal counsel believes it to be about 525 feet to the
nearest residential property.
M/Lyons asked CA/DeBerry if language could be included in the
amendment to indicate no less than 525 feet from a residential property
and CA/DeBerry said that if any other billboards were a llowed in the City it
would be with a minimum 525 foot requirement from residential property.
M/Lyons asked CDD/Gubman whether or not the matter of billboard signs
came up during the General Plan process and CDD/Gubman responded
that billboards were not discussed.
C/Liu asked who determines what is aesthetically pleasing and wondered
if the district had considered an analog billboard. Dr. Taylor responded
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FEBRUARY 2, 2021 PAGE 4 CITY COUNCIL
that the City would ultimately determine what was aesthetically pleasing
and analog billboards do not generate the type of revenue that a digital
billboard generates. While this proposal is not just about money, it is a
matter of whether the district wants to jump through all of these hoops for
a nominal amount of revenue that will not positively im pact educational
programs, students and the community.
At the conclusion of Q&A, there were no further comments or direction
offered by Council.
5.2 CANYON LOOP TRAIL IMPROVEMENT PROJECT
PRD/Wright provided the staff report on the project’s conceptual design
plan and environmental documents.
M/Lyons opened Public Comments.
CC/Santana read the following public comments submitted via email:
Sheri Liebe said via email that it was important to her that the City
maintain the beauty and safety of the City’s trails.
Amer Holmes hoped the City would preserve the ecosystem and
environment.
Stephanie Hawkins said that while she enjoys using the City’s trails, she is
concerned about the Canyon Loop Trail project adversely affecting
animals and trees and wants the City to use light impact trail building
techniques to preserve the natural resources as well as, protect the area
from future development.
Jack Sun said that as a resident who uses the Canyon Loop trail, he
believes the trail should be left in its natural terrain for the enjoyment of
hikers, that it would adversely impact nature and wildlife, and that the trail
area should be protected from future development.
Barbara Armstrong recommended that this project be completed with
cost-effective light construction to preserve the wildlife habitat.
James Flournoy said that hand work to clean up the trail without disturbing
habitat would be okay, that there should be no heavy mitigation
construction, and that any work contemplated should begin after nesting
season is over.
Melissa Mills recommended the City Council reconsider using heavy
equipment and instead consider a low impact trail project with a correct
management plan to protect the natural habitat.
3.1.b
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James Hazlett urged the Council to vote against this proposal which
presents a real threat to the City’s native habitat and wildlife areas and
that the area should be exempted from housing development.
Robin Smith, representing the Diamond Bar-Pomona Valley Sierra Club
Task Force, urged the City to request guidance for low -impact trail build
from the United States Fish and Wildlife Service for trail projects.
Public comments offered telephonically:
Diego Tamayo did not support the project du e to the threat he believed it
imposes to the surrounding environment, especially the Coast Live Oaks.
He supports low-impact trail mitigation and maintenance.
Lee Paulson opposed the project and was concerned about saving Tres
Hermanos and the City’s open spaces. He believes the answer to
achieving the desired result would be a large number of seemingly
inconsequential decisions which observe best conservation practices that
embrace the letter and spirit o f the law by working with the expertise of
governmental agencies which, in his opinion, this project does not do.
Iris Mann opposed the project and hoped public comments about
protecting the environment would be heard by the City Council.
Paul Deibel said that as a trail user, the proposed improvements would be
much appreciated. According to the staff report there was no
contradiction between the project and the natural habitat proposed for
mitigation and felt the project would be a great investment for the City.
Kim Hsieh, Parks and Recreation Commissioner, believed that Diamond
Bar has always been very careful about how these types of projects are
moved forward to preserve natural habitats and environment as well as,
the safety of those who use the trails. She agrees with others who have
commented as such this evening and asked if the Parks and Recreation
Department could look for a way to work around the trees and add
benches and chairs.
M/Lyons closed Public Comments.
M/Lyons asked PRD/Wright to respond to comments about how this
project would disturb wildlife and landscape. PRD/Wright responded that
there are very specific mitigation measures regarding these issues.
CDD/Gubman confirmed to M/Lyons that she is correct that staff made a
significant effort in enlisting biological experts and experts in other
environmental disciplines to prepare a detailed and legally defensible
environmental document. The Initial Study and Mitigated Negative
Declaration that was prepared was subject to a 30 -day public review
period that was also forwarded to the State Clearing House, which is
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FEBRUARY 2, 2021 PAGE 6 CITY COUNCIL
responsible for distributing the Environmental Document to the trustee and
responsible agencies, among which is the California Department of Fish
and Wildlife that provided substantial detailed comments regarding
mitigation, avoidance of work during nesting season, and replacement
ratios of up to 5:1 onsite or off site, for any habitat that is removed in the
course of the work. Staff presented the Mitigated Negative Declaration
with mitigation measures that address all of these issues as we ll as, other
topics that were not discussed today including Tribal Resources and
Cultural Resources, and the final Mitigated Negative Declaration
incorporated all of the comments provided by California Department Fish
and Wildlife. As such, the final document does reflect their requirements
and they will be a stakeholder as the City moves forward. The City will
need to obtain permits from CDFW prior, during and for a monitoring
period of years after the improvements are completed, for which the City
will make a significant investment that will provide incentive to avoid
habitat intrusion to the greatest extent possible.
Allen Neshameny, Michael Baker International, Environmental Consultant
to the project, concurred with CDD/Gubman’s summary regarding the
lengths to which biological impacts were analyzed under the project and
the mitigation to which the project will be subjected. There is an
attachment to the final Initial Study before the Council tonight which is an
extremely detailed habitat assessment that includes the result of
numerous focus surveys that were done specifically for gnatcat cher and
cactus wren to make certain there was an accurate and comprehensive
baseline for existing conditions and what the project might impact.
M/Lyons asked if the City is following the CDFW requirements in this
project and Mr. Neshameny responded that as previously stated, this is
the first step in a long process with the California Department of Fish and
Wildlife. The heart of the process will take shape once the permit
applications and additional materials are forwarded to CDFW after final
design occurs and once parameters of the project are better defined.
Comments received from CDFW were taken to heart and in turn, a very
detailed Response to Comments was prepared and is contained within the
information provided to Council tonight. Modification s have been made to
all of the biological measures at the recommendation of CDFW to make
sure those measures are acceptable and effective as possible.
MPT/Low asked for clarification regarding open space versus housing in
accordance with the General Plan update. CDD/Gubman re sponded that
there continues to be significant disinformation and fear -mongering
regarding the fate of Diamond Bar’s open space. The General Plan
update process designated this area as open space, that under the old
General Plan would have accommodated development (about 300 acres).
Open space in the General Plan update prevails and supersedes any
zoning and rezoning follows after the General Plan update process as part
of the implementation of the newly adopted General Plan. While the
3.1.b
Packet Pg. 17
FEBRUARY 2, 2021 PAGE 7 CITY COUNCIL
current zoning may be “residential”, the City adopted a General Plan that
designates the area “open space” which means the City cannot develop or
issue permits on any property unless the designation is consistent with the
General Plan. If the zoning is inconsistent with the General Plan, it needs
to be trued up to accommodate the General Plan desig nation. Moreover,
the General Plan policy states that no open space designated land may be
changed to another General Plan designation without bringing that forward
to be placed on the ballot for a vote of the people. As such, the open
space designation guarantees the preservation of open space to preserve
the ecological resources of the community and any improvements made in
open space areas are designed to support that ecological asset.
CDD/Gubman further stated that staff is very appreciative of the e fforts of
the Sierra Club and Responsible Land Use as well as, ot her stakeholders
in the community for providing evidence and findings that there is critical
habitat within the project area that supports the gnatcatcher and cactus
wren and their early input that led to this substantial effort to vet the
environmental impacts to the greatest extent possible which enabled to
staff to provide an even more robust and extensive documentation of what
resources are on the property.
MPT/Low felt the amenities called out by public speakers are amenities
that would be put to good use by hikers who use the trails. Trails are
valued and treasured amenities for Diamond Bar.
C/Tye thanked CDD/Gubman for reminding him of other controversial
projects over the years, one of which included negotiations with a
developer for what is now the Canyon Loop Trail. During that process, a
previous Council Member or members insisted that it be specific that if this
land use was proposed to be used for development it would have to go to
a vote of the people and to that end, C/Tye felt it was very disingenuous to
imply that houses in that area are a threat, something he believes would
never happen. It is hard for him to believe that there is a cohort that is
opposed to improving the City’s trails. What Diamond Bar has been able
to do with what is available is remarkable to him and he believes that the
Canyon Loops Trail benefits the community and improving them and
making them better for everybody to enjoy is commendable. Public
Comments are not ignored and it is important while considering the input
to consider the facts and realize that this area will never have homes on it.
C/Liu asked what systems are in place to guarantee the preservation of
natural habitat during construction and what system does the City have in
place to guarantee minimum impact during construction.
PRD/Wright responded to C/Liu that specifically for this project, there is a
Mitigation Monitoring and Reporting program in place for the City and
contractor to follow that identifies responsibility for monitoring compliance,
prior to, during, and following construction.
3.1.b
Packet Pg. 18
FEBRUARY 2, 2021 PAGE 8 CITY COUNCIL
CDD/Gubman responded to C/Liu that through the Cit y’s ongoing work in
partnership with the California Department of Fish and Wildlife, an y plant
material introduced into that site would be subject to approval of CDFW
with very specific criteria for the type of plant material which would
obviously be native plants that support the habitat. Moreover, the Scope
of Work with Michael Baker International will include preparation of a Trail
Management Plan to ensure ongoing maintenance of the natural habitat in
a non-invasive and non-damaging manner.
C/Chou asked for response to comments regarding low-impact
construction and how it applies to th is project. Mr. Neshameny responded
that regarding to low-impact jobs these types of measures generally focus
on larger development projects that result in potential water quality
concerns, new roadways, etc. and in this situation, there is a natural
surface trail which would remain natural surface after implementation of
this project and within these areas, the low-impact strategies do not come
into play to any extent.
C/Chou asked to what degree heavy equipment would be moved into this
area. Mr. Neshameny reiterated that the magnitude of improvements will
be relatively minimal and there will be no large bulldozers or other such
equipment. Most of the work will be done by hand tools only. PRD/Wright
agreed and asked the Council to keep in mind that this project is in the
conceptual plan phase. Staff will be working with the landscape architect
this spring to finalize documents including constructio n plans with the
intent to minimize any impact to the environment. He anticipates that
would limit construction to hand tools and by hand work and not heavy
equipment. Once it has been determined what improvements will be
made and what kind of equipment will be necessary to complete the work,
this matter will be brought back to Council for consideration.
MPT/Low moved, M/Lyons seconded, to adopt Resolution 2021-04
approving and adopting the final Initial Study/Mitigated Negative
Declaration and Mitigation Monitoring and Reporting Program for the
Canyon Loop Trail Improvement Project and directing City staff to file a
Notice of Determination.
Motion carried by the following Roll Call vote:
AYES: COUNCIL MEMBERS: Chou, Liu, Tye, MPT/Low,
M/Lyons
NOES: COUNCIL MEMBERS: None
ABSENT: COUNCIL MEMBERS: None
C/Tye moved, MPT/Low seconded, to approve the Canyon Loop Trail
Improvement Project. Motion carried by the following Roll Call vote:
AYES: COUNCIL MEMBERS: Chou, Liu, Tye, MPT/Low,
3.1.b
Packet Pg. 19
FEBRUARY 2, 2021 PAGE 9 CITY COUNCIL
M/Lyons
NOES: COUNCIL MEMBERS: None
ABSENT: COUNCIL MEMBERS: None
6. COUNCIL SUBCOMMITTEE REPORTS AND MEETING ATTENDANCE
REPORTS/COUNCIL MEMBER COMMENTS:
C/Chou thanked staff for their due diligence in preparing and executing
documents for tonight’s meeting and said he appreciated public comments on
agenda items which are taken seriously by the Councilmembers. He reported on
the January food and mask distribution event, hosting of a town hall on the
vaccine rollout, the town hall promoted by Senator Newman with a focus on his
commitment to help with funding of the SR/57 Confluence Project and reopening
of the school districts, and the Food Donation Drive on Saturday, February 6th at
the United Church of Christ from 10:00 a.m. to 1:00 p.m.
C/Liu thanked staff and consultants for their thorough presentations and
residents for the lively discussions and input, thanked M/Lyons and Council
Members for working together with staff for taking swift action in working with
Waste Management to address community concerns, thanked the community for
their help in adjusting to the new waste pickup schedule and thanked Terri Muse
of Waste Management for addressing the special needs of the community
members. He thanked the community for working together and hoped everyone
would remain safe.
C/Tye said that rather than traveling to Sacramento for the Legislative Tour and
talk with assembly members and senators, they participated in a virtual tour this
year. He echoed C/Liu’s comments about Waste Management and how they
dealt with a very difficult situation, thanks to Terri Muse who took the City’s
concerns to corporate management.
M/Lyons announced that MPT/Low left the meeting.
M/Lyons reported that she, MPT/Low and CM/Fox met with newly elected
Congresswoman Young Kim for discussion about community concerns, talked
about the Safer Internet Day, and reported on the Council of Governments
meeting on homelessness. M/Lyons said she would be adjourning tonight’s
meeting in memory of former City employee Phil Williams who with his wife,
Reverend Pat Williams, have lived in Diamond Bar for almost 55 years of their 65
year marriage.
ADJOURNMENT: With no further business to conduct, M/Lyons adjourned the
Regular City Council Meeting at 8:39 p.m. in memory of Phil Williams.
3.1.b
Packet Pg. 20
FEBRUARY 2, 2021 PAGE 10 CITY COUNCIL
Respectfully submitted:
__________________________
Kristina Santana, City Clerk
The foregoing minutes are hereby approved this 16th day of February, 2021.
__________________________
Nancy Lyons, Mayor
3.1.b
Packet Pg. 21
Agenda #: 3.2
Meeting Date: February 16, 2021
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: RATIFICATION OF CHECK REGISTER DATED JANUARY 28, 2021
THROUGH FEBRUARY 10, 2021 TOTALING $396,885.74.
STRATEGIC
GOAL:
Responsible Stewardship of Public Resources
RECOMMENDATION:
Ratify the Check Register.
FINANCIAL IMPACT:
Expenditure of $396,885.74.
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 January 28, 2021 through
February 10, 2021 totaling $396,885.74 is being presented for ratification. All payments
have been made in compliance with the City’s purchasing p olicies 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:
3.2
Packet Pg. 22
REVIEWED BY:
Attachments:
1. 3.2.a Check Register Affidavit 2-16-2021
2. 3.2.b Check Register 2-16-2021
3.2
Packet Pg. 23
3.2.a
Packet Pg. 24
City of Diamond Bar Check Register
CHECK #
CHECK DATE
VENDOR NAME
OTP VENDOR NAME
INVOICE DESCRIPTION
ORG
OBJECT
AMOUNT
1211 2/10/2021 AARON R SALO STIPEND PARKS & REC MTG - 01.28.21 100520 52525 $45.00
CHECK TOTAL $45.00
1212 2/10/2021 ADAPT CONSULTING INC USED OIL GRANT SUPPLIES 253180 51300 $1,698.70
CHECK TOTAL $1,698.70
1213 2/10/2021 AFLAC SUPP INS PREM FOR JAN 2021 100 21117 $2,590.21
CHECK TOTAL $2,590.21
1214 2/10/2021 ANIMAL PEST MANAGEMENT
SERVICES INC
COMPREHENSIVE PEST CONTROL - DBC,
CITY HALL, PARKS
100630 52320 $70.00
2/10/2021 ANIMAL PEST MANAGEMENT
SERVICES INC
COMPREHENSIVE PEST CONTROL - DBC,
CITY HALL, PARKS
100510 52320 $105.00
2/10/2021 ANIMAL PEST MANAGEMENT
SERVICES INC
COMPREHENSIVE PEST CONTROL - DBC,
CITY HALL, PARKS
100620 52320 $120.00
CHECK TOTAL $295.00
1215 2/10/2021 NAILA ASAD BARLAS STIPEND PC MTG ATTENDANCE –
1/12/21
100410 52525 $65.00
CHECK TOTAL $65.00
1216 2/10/2021 BEST LIGHTING PRODUCTS INC MONTHLY MAINTENANCE - JANUARY
2021
100620 52320 $115.80
2/10/2021 BEST LIGHTING PRODUCTS INC MONTHLY MAINTENANCE - JANUARY
2021
100510 52320 $165.80
2/10/2021 BEST LIGHTING PRODUCTS INC MONTHLY MAINTENANCE - JANUARY
2021
238638 52320 $223.56
2/10/2021 BEST LIGHTING PRODUCTS INC MONTHLY MAINTENANCE - JANUARY
2021
100630 55505 $1,524.67
CHECK TOTAL $2,029.83
1217 2/10/2021 BRIGHTVIEW LANDSCAPE
SERVICES INC
LANDSCAPE MAINTENANCE -
DECEMBER 2020
100510 55505 $6,044.00
2/10/2021 BRIGHTVIEW LANDSCAPE
SERVICES INC
LANDSCAPE MAINTENANCE -
DECEMBER 2020
100630 55505 $29,719.00
2/10/2021 BRIGHTVIEW LANDSCAPE
SERVICES INC
ADDL' LANDSCAPE MAINTENANCE -
HERITAGE PARK
100630 52320 $440.00
2/10/2021 BRIGHTVIEW LANDSCAPE
SERVICES INC
ADDL LANDSCAPE MAINT-RONALD
REAGAN PARK
100630 52320 $194.90
CHECK TOTAL $36,397.90
3.2.b
Packet Pg. 25
City of Diamond Bar Check Register
CHECK #
CHECK DATE
VENDOR NAME
OTP VENDOR NAME
INVOICE DESCRIPTION
ORG
OBJECT
AMOUNT
1218 2/10/2021 CANNON CORPORATION GRADING PLAN REVIEW - 805 S. BREA
CANYON RD.
100 22109 $635.00
2/10/2021 CANNON CORPORATION GRADING PLAN REVIEW - 23663
MEADCLIFF
100 22109 $530.00
2/10/2021 CANNON CORPORATION GRADING PLAN REVIEW - 850 S. BREA
CANYON
100 22109 $560.00
2/10/2021 CANNON CORPORATION HYDROLOGY REVIEW - 22438
STEEPLECHASE
100 22109 $665.00
2/10/2021 CANNON CORPORATION INSPECTION - TR 63623 SOUTH POINTE 100 22109 $340.00
2/10/2021 CANNON CORPORATION INSPECTION - 2759 STEEPLECHASE 100615 54440 $462.00
2/10/2021 CANNON CORPORATION INSPECTION - 2740 STEEPLECHASE 100 22109 $399.62
2/10/2021 CANNON CORPORATION INSPECTION - 2315 ALAMO HEIGHTS 100 22109 $462.00
2/10/2021 CANNON CORPORATION INSPECTION - 700 FARBEN 100 22109 $195.87
2/10/2021 CANNON CORPORATION INSPECTION - 1607 DERRINGER 100615 54440 $210.35
2/10/2021 CANNON CORPORATION FINAL MAP - 850 BREA CANYON 100 22109 $1,020.00
2/10/2021 CANNON CORPORATION PLAN CHECK - 2775 SHADOW CANYON 100615 54420 $772.50
2/10/2021 CANNON CORPORATION GRADING PLAN REVIEW - 850 S. BREA
CANYON RD
100 22109 $525.00
2/10/2021 CANNON CORPORATION ON-CALL/GENERAL ENGR - DESIGN
SERVICES JAN 2021
100615 54400 $210.00
CHECK TOTAL $6,987.34
1219 2/10/2021 COLLEY AUTO CARS INC VEHICLE MAINTENANCE - FACILITIES &
MAINTENANCE
502630 52312 $2,395.58
2/10/2021 COLLEY AUTO CARS INC VEHICLE MAINTENANCE - PARKS &
FACILITIES
502630 52312 $17.61
2/10/2021 COLLEY AUTO CARS INC VEHICLE MAINTENANCE - ROAD
MAINTENANCE
502655 52312 $376.86
CHECK TOTAL $2,790.05
1220 2/10/2021 DAPEER ROSENBLIT & LITVAK LLP CITY PROSECUTOR - CODE
ENFORCEMENT -DEC 2020
100120 54024 $1,127.65
CHECK TOTAL $1,127.65
1221 2/10/2021 DELTA DENTAL HMO DENTAL INS PREM FOR FEB 2021 100 21105 $322.82
CHECK TOTAL $322.82
3.2.b
Packet Pg. 26
City of Diamond Bar Check Register
CHECK #
CHECK DATE
VENDOR NAME
OTP VENDOR NAME
INVOICE DESCRIPTION
ORG
OBJECT
AMOUNT
1222 2/10/2021 DELTA DENTAL INSURANCE
COMPANY
PPO DENTAL INS PREM FOR FEB 2021 100 21105 $5,036.65
CHECK TOTAL $5,036.65
1223 2/10/2021 CAROL A DENNIS MINUTE SECRETARY FOR COUNCIL
MEETINGS IN JAN 2021
100130 54900 $500.00
2/10/2021 CAROL A DENNIS MINUTES - PARKS & REC COMMISSION
MEETING
100520 54900 $75.00
CHECK TOTAL $575.00
1224 2/10/2021 DIAMOND BAR MOBIL VEHICLE MAINT - PARKS & FACILITIES -
1210108
502630 52312 $49.95
2/10/2021 DIAMOND BAR MOBIL VEHICLE MAINT - POOL VEHICLE -
1338160
502620 52312 $49.95
2/10/2021 DIAMOND BAR MOBIL VEHICLE MAINT - POOL VEHICLE -
1315342
502620 52312 $49.95
CHECK TOTAL $149.85
1225 2/10/2021 DIANA CHO & ASSOCIATES CDBG PROGRAM CONSULTANT-NOV
DEC 2020
225440 54900 $820.00
CHECK TOTAL $820.00
1226 2/10/2021 DOGGIE WALK BAGS INC DOGGIE BAGS - FEBRUARY 2021 250170 51200 $1,051.20
CHECK TOTAL $1,051.20
1227 2/10/2021 ECOFERT INC FERTILIZER INJECTION SYSTEM - JAN 2021 100630 52320 $1,150.00
CHECK TOTAL $1,150.00
1228 2/10/2021 EMERALD LANDSCAPE SERVICES
INC
LANDSCAPING SERVICES AT CITY HALL -
JANUARY 2021
100620 52320 $1,026.00
CHECK TOTAL $1,026.00
1229 2/10/2021 ENVIRONMENTAL SCIENCE
ASSOCIATES
CEQA CONSULTING SVCS-TTM54081-
DECEMBER 2020
100 22107 $7,430.00
CHECK TOTAL $7,430.00
1230 2/10/2021 EXPRESS MAIL CORPORATE
ACCOUNT
NEXT DAY MAIL-9/22/20 PCAGENDA
REPORT TO APPLICANT
100 22107 $23.00
2/10/2021 EXPRESS MAIL CORPORATE
ACCOUNT
NEXT DAY MAIL 9/22/20 PCAGENDA
REPT TO PROP OWNER
100 22107 $22.75
2/10/2021 EXPRESS MAIL CORPORATE
ACCOUNT
NEXT DAY MAIL 9/22/20 PCAGENDA PKT
TO CITY ATTY
100410 52170 $23.25
2/10/2021 EXPRESS MAIL CORPORATE
ACCOUNT
NEXT DAY MAIL 11/24/21 PCAGENDA
REPT TO APPLICANT
100 22107 $24.25
3.2.b
Packet Pg. 27
City of Diamond Bar Check Register
CHECK #
CHECK DATE
VENDOR NAME
OTP VENDOR NAME
INVOICE DESCRIPTION
ORG
OBJECT
AMOUNT
2/10/2021 EXPRESS MAIL CORPORATE
ACCOUNT
NEXT DAY MAIL 11/24/20 PCAGENDA
REPT TO PROP OWNER
100 22107 $24.25
2/10/2021 EXPRESS MAIL CORPORATE
ACCOUNT
NEXT DAY MAIL 12/8/20 PCAGENDA
RPT TO CITY ATTY
100410 52170 $24.75
2/10/2021 EXPRESS MAIL CORPORATE
ACCOUNT
NEXT DAY MAIL 12/8/21 PCAGENDA
RPT TO APPLICANT
100 22107 $24.25
2/10/2021 EXPRESS MAIL CORPORATE
ACCOUNT
NEXT DAY MAIL 12/8/20 PCAGENDA
RPT TO PROP OWNER
100 22107 $24.25
CHECK TOTAL $190.75
1231 2/10/2021 GERALDINE KELLER CONTRACT CLASS INSTRUCTOR
PAYMENT
100520 55320 $18.00
CHECK TOTAL $18.00
1232 2/10/2021 GLADWELL GOVERNMENTAL
SVCS INC
RECORD RETENTION SERVICES FOR FY
20/21
100130 54900 $250.00
CHECK TOTAL $250.00
1233 2/10/2021 GRAFFITI CONTROL SYSTEMS GRAFFITI ABATEMENT-DEC 2020 100430 55540 $2,975.00
CHECK TOTAL $2,975.00
1234 2/10/2021 GUARANTEED JANITORIAL
SERVICE INC
JANITORIAL SVCS - CITY HALL, DBC,
PARKS JAN 2021
100630 55505 $2,450.00
2/10/2021 GUARANTEED JANITORIAL
SERVICE INC
JANITORIAL SVCS - CITY HALL, DBC,
PARKS JAN 2021
100510 55505 $5,400.00
2/10/2021 GUARANTEED JANITORIAL
SERVICE INC
JANITORIAL SVCS - CITY HALL, DBC,
PARKS JAN 2021
100620 52320 $8,724.00
CHECK TOTAL $16,574.00
1235 2/10/2021 HD SUPPLY CONSTRUCTION LTD ROAD MAINTENANCE SUPPLIES - STRAW
WATTLES
100655 51250 $917.27
CHECK TOTAL $917.27
1236 2/10/2021 HDL COREN & CONE PROF. SVCS - PROPERTY TAX JAN-MAR
2021
100210 54010 $3,448.07
CHECK TOTAL $3,448.07
1237 2/10/2021 HR GREEN PACIFIC INC GRADING PLAN CHECK - 23331
RIDGELINE
100615 54420 $96.34
2/10/2021 HR GREEN PACIFIC INC GRADING PLAN CHECK - 22307
BROKEN TWIG
100615 54420 $131.59
2/10/2021 HR GREEN PACIFIC INC HYDROLOGY REVIEW - 2432 INDIAN
CREEK
100 22109 $927.00
3.2.b
Packet Pg. 28
City of Diamond Bar Check Register
CHECK #
CHECK DATE
VENDOR NAME
OTP VENDOR NAME
INVOICE DESCRIPTION
ORG
OBJECT
AMOUNT
2/10/2021 HR GREEN PACIFIC INC LID REVIEW/PLAN CHECK - 23509
RIDGELINE
100 22109 $18.00
2/10/2021 HR GREEN PACIFIC INC GRADING PLAN CHECK - 2244 INDIAN
CREEK
100 22109 $272.00
2/10/2021 HR GREEN PACIFIC INC PLAN CHECK - 22307 BROKEN TWIG 100 22109 $1,153.00
2/10/2021 HR GREEN PACIFIC INC GRADING PLAN CHECK - 2668 BLAZE
TRAIL
100 22109 $136.00
2/10/2021 HR GREEN PACIFIC INC PLAN CHECK - 22307 BROKEN TWIG 100615 54420 $394.79
2/10/2021 HR GREEN PACIFIC INC INSPECTION - 1810 DIAMOND KNOLL 100615 54440 $343.82
2/10/2021 HR GREEN PACIFIC INC PLAN CHECK - 2244 INDIAN CREEK 100 22109 $113.50
2/10/2021 HR GREEN PACIFIC INC PLAN CHECK - 22307 BROKEN TWIG 100 22109 $1,865.00
2/10/2021 HR GREEN PACIFIC INC PLAN CHECK - 2589 PACIFIC LANE 100 22109 $318.00
2/10/2021 HR GREEN PACIFIC INC PLAN CHECK - 23331 RIDGELINE 100 22109 $556.50
2/10/2021 HR GREEN PACIFIC INC INSPECTION - 2909 STEEPLECHASE 100615 54440 $717.70
2/10/2021 HR GREEN PACIFIC INC INSPECTION - 2909 STEEPLECHASE 100 22109 $57.30
2/10/2021 HR GREEN PACIFIC INC PLAN CHECK - 22307 BROKEN TWIG 100615 54420 $522.50
2/10/2021 HR GREEN PACIFIC INC GRADING PLAN REVIEW - 23331
RIDGELINE
100 22109 $859.00
CHECK TOTAL $8,482.04
1238 2/10/2021 HUMANE SOCIETY OF POMONA
VALLEY INC
ANIMAL CONTROL SERVICES FOR FEB.
2021
100340 55404 $16,690.33
CHECK TOTAL $16,690.33
1239 2/10/2021 JACKSON'S AUTO SUPPLY/NAPA SMALL TOOL FOR FUEL USE 100655 52310 $15.05
2/10/2021 JACKSON'S AUTO SUPPLY/NAPA SMALL TOOL FOR FUEL USE 100630 52320 $15.86
2/10/2021 JACKSON'S AUTO SUPPLY/NAPA FUEL FOR SMALL MAINTENANCE
EQUIPMENT
100630 52320 $108.00
2/10/2021 JACKSON'S AUTO SUPPLY/NAPA FUEL FOR SMALL MAINTENANCE
EQUIPMENT
100655 52310 $184.95
CHECK TOTAL $323.86
1240 2/10/2021 JCL TRAFFIC SERVICES ROAD MAINTENANCE SUPPLIES -
TRAFFIC SIGNS
100655 51250 $949.91
CHECK TOTAL $949.91
3.2.b
Packet Pg. 29
City of Diamond Bar Check Register
CHECK #
CHECK DATE
VENDOR NAME
OTP VENDOR NAME
INVOICE DESCRIPTION
ORG
OBJECT
AMOUNT
1241 2/10/2021 JHD PLANNING LLC HOUSING ELEMENT UPDATE - JULY TO
DEC 2020
103410 54300 $24,450.00
CHECK TOTAL $24,450.00
1242 2/10/2021 JIVE COMMUNICATIONS INC CITY PHONE SYSTEM - JANUARY 2021 100230 52200 $2,464.06
2/10/2021 JIVE COMMUNICATIONS INC CITY PHONE SYSTEM - FEBRIARY 2021 100230 52200 $2,464.06
CHECK TOTAL $4,928.12
1243 2/10/2021 KENNETH L MOK STIPEND PC MTG ATTENDANCE 1/12/21 100410 52525 $65.00
CHECK TOTAL $65.00
1244 2/10/2021 KIMLEY HORN AND ASSOCIATES
INC
ON-CALL TRAFFIC ENGR. - DEC 2020 100615 54410 $578.80
2/10/2021 KIMLEY HORN AND ASSOCIATES
INC
TRAFFIC REVIEW - 1139 S. DBB 100 22109 $535.40
2/10/2021 KIMLEY HORN AND ASSOCIATES
INC
PARKING STUDY REVIEW - 1900 S. BREA
CANYON RD
100 22107 $856.62
2/10/2021 KIMLEY HORN AND ASSOCIATES
INC
CROOKED CREEK RESIDENTIAL - VMT
SCREENING
100 22107 $289.40
CHECK TOTAL $2,260.22
1245 2/10/2021 LANDS' END INC CITY COUNCIL APPAREL 100240 51400 $152.02
CHECK TOTAL $152.02
1246 2/10/2021 LEAGUE OF CALIFORNIA CITIES MEMBERSHIP DUES FOR 2021 100130 52400 $18,427.00
CHECK TOTAL $18,427.00
1247 2/10/2021 LOS ANGELES COUNTY PUBLIC
WORKS
SUMP PUMP MAINT @ SYCAMORE PARK
- THRU DEC 2020
100630 52320 $4,913.09
2/10/2021 LOS ANGELES COUNTY PUBLIC
WORKS
SEWER SERVICE FOR PARK PARCELS - FY
20-21
100630 52320 $252.50
2/10/2021 LOS ANGELES COUNTY PUBLIC
WORKS
CATCH BASIN CLEANOUT - FY 19-20 -
EAST AREA B
100655 55532 $5,244.25
2/10/2021 LOS ANGELES COUNTY PUBLIC
WORKS
AFTER HOURS EMERGENCY ROAD
MAINTENANCE WORK
100655 55512 $702.74
CHECK TOTAL $11,112.58
1248 2/10/2021 MAHENDRA GARG STIPEND PC MTG 1/12/21 100410 52525 $65.00
CHECK TOTAL $65.00
1249 2/10/2021 MANISHA SULAKHE STIPEND PARKS & REC MTG - 01.28.21 100520 52525 $45.00
CHECK TOTAL $45.00
3.2.b
Packet Pg. 30
City of Diamond Bar Check Register
CHECK #
CHECK DATE
VENDOR NAME
OTP VENDOR NAME
INVOICE DESCRIPTION
ORG
OBJECT
AMOUNT
1250 2/10/2021 MCE CORPORATION LANDSCAPE MAINT - DISTRICTS 38, 39,
41 - JAN2021
241641 55524 $4,922.61
2/10/2021 MCE CORPORATION LANDSCAPE MAINT - DISTRICTS 38, 39,
41 - JAN2021
239639 55524 $12,173.54
2/10/2021 MCE CORPORATION LANDSCAPE MAINT - DISTRICTS 38, 39,
41 - JAN2021
238638 55524 $14,806.30
2/10/2021 MCE CORPORATION STREET MAINTENANCE & VEGETATION
CONTROL - JAN 2021
100655 55530 $537.36
2/10/2021 MCE CORPORATION STREET MAINTENANCE & VEGETATION
CONTROL - JAN 2021
100655 55532 $2,159.43
2/10/2021 MCE CORPORATION STREET MAINTENANCE & VEGETATION
CONTROL - JAN 2021
100655 55528 $7,317.96
CHECK TOTAL $41,917.20
1251 2/10/2021 MICHAEL BAKER INTERNATIONAL
INC
CANYON LOOP TRAIL CEQA DEC 2020 301630 56104 $4,370.50
CHECK TOTAL $4,370.50
1252 2/10/2021 MICHAEL FREDERICK SUMPTION ANNUAL MAINT/SUPPORT - CONTRACT
MGMT
100230 52314 $3,000.00
CHECK TOTAL $3,000.00
1253 2/10/2021 NORTH AMERICAN YOUTH
ACTIVITIES LLC
WINTER 2021 INSTRUCTOR PAYMENT 100520 55320 $32.40
CHECK TOTAL $32.40
1254 2/10/2021 OFFICE SOLUTIONS SUPPLIES - COVID-19 106130 51200 $506.59
2/10/2021 OFFICE SOLUTIONS SUPPLIES - COVID-19 106130 51200 $180.54
2/10/2021 OFFICE SOLUTIONS OFFICE SUPPLIES - CITY MANAGER 100130 51200 $370.26
2/10/2021 OFFICE SOLUTIONS OFFICE ORDER DBC 100510 51200 $73.90
CHECK TOTAL $1,131.29
1255 2/10/2021 ONE TIME PAY VENDOR AKBAR ALI EVENT REFUND 100 20202 $2,604.00
CHECK TOTAL $2,604.00
1256 2/10/2021 ONE TIME PAY VENDOR CESAR TUNGOL III EVENT REFUND 100 20202 $1,980.00
CHECK TOTAL $1,980.00
1257 2/10/2021 ONE TIME PAY VENDOR HARBAN GOR EVENT REFUND 100 20202 $2,033.46
CHECK TOTAL $2,033.46
3.2.b
Packet Pg. 31
City of Diamond Bar Check Register
CHECK #
CHECK DATE
VENDOR NAME
OTP VENDOR NAME
INVOICE DESCRIPTION
ORG
OBJECT
AMOUNT
1258 2/10/2021 ONE TIME PAY VENDOR MARIA RODRIGUEZ EVENT REFUND 100 20202 $1,980.00
CHECK TOTAL $1,980.00
1259 2/10/2021 ONE TIME PAY VENDOR MARITZA VALENZUELA EVENT REFUND 100 20202 $2,603.45
CHECK TOTAL $2,603.45
1260 2/10/2021 ONE TIME PAY VENDOR ROSA PADILLA EVENT REFUND 100 20202 $1,520.00
CHECK TOTAL $1,520.00
1261 2/10/2021 ONE TIME PAY VENDOR TRECIA HOPSON EVENT CANCELED 100 20202 $1,812.66
CHECK TOTAL $1,812.66
1262 2/10/2021 PAPER RECYCLING &
SHREDDING
PAPER RECYCLING CITY HALL 250170 55000 $163.00
2/10/2021 PAPER RECYCLING &
SHREDDING
PAPER RECYCLING CITY HALL 250170 55000 $65.00
2/10/2021 PAPER RECYCLING &
SHREDDING
PAPER RECYCLING CITY HALL 250170 55000 $138.00
2/10/2021 PAPER RECYCLING &
SHREDDING
PAPER RECYCLING CITY HALL 250170 55000 $65.00
2/10/2021 PAPER RECYCLING &
SHREDDING
PAPER RECYCLING CITY HALL 250170 55000 $215.00
2/10/2021 PAPER RECYCLING &
SHREDDING
PAPER RECYCLING 250170 55000 $175.00
2/10/2021 PAPER RECYCLING &
SHREDDING
PAPER RECYCLING 250170 55000 $65.00
CHECK TOTAL $886.00
1263 2/10/2021 QUADIENT FINANCE USA INC POSTAGE METER RENTAL CHARGE 100130 52170 $985.50
CHECK TOTAL $985.50
1264 2/10/2021 QUINN RENTAL SERVICES EQUIPMENT RENTAL - ROAD
MAINTENANCE
100655 52300 $654.91
CHECK TOTAL $654.91
1265 2/10/2021 RAYMOND WALTER WOLFE STIPEND PC MTG 1/12/21 100410 52525 $65.00
CHECK TOTAL $65.00
1266 2/10/2021 RKA CONSULTING GROUP BUILDING AND SAFETY SERVICES - DEC
2020
100420 55100 $36,073.01
2/10/2021 RKA CONSULTING GROUP BUILDING AND SAFETY -PLNG
ASSISTANCE DEC2020
100420 55100 $5,280.00
3.2.b
Packet Pg. 32
City of Diamond Bar Check Register
CHECK #
CHECK DATE
VENDOR NAME
OTP VENDOR NAME
INVOICE DESCRIPTION
ORG
OBJECT
AMOUNT
CHECK TOTAL $41,353.01
1267 2/10/2021 ROTO-ROOTER SERVICES
COMPANY
SYCAMORE CANYON PARK RESTROOM
MAINTENANCE
100630 52320 $446.00
2/10/2021 ROTO-ROOTER SERVICES
COMPANY
PARKS & FACILITIES - BUILDING
MAINTENANCE
100630 52320 $446.00
CHECK TOTAL $892.00
1268 2/10/2021 SCMAF SOUTHERN CA MUNICIPAL ATHLETIC
FOUNDATION (SCMAF) MEMBERSHIP
DUES 2021
100520 52400 $310.00
CHECK TOTAL $310.00
1269 2/10/2021 SIEMENS INDUSTRY INC TRAFFIC SIGNAL MAINTENANCE - DEC
2020
207650 55536 $4,554.00
2/10/2021 SIEMENS INDUSTRY INC TS MAINTENANCE - CALL OUTS - DEC
2020
207650 55536 $7,368.99
CHECK TOTAL $11,922.99
1270 2/10/2021 SIMPSON ADVERTISING INC JANUARY 2021 NEWSLETTER AND
RECREATION GUIDE
100240 54900 $3,695.00
CHECK TOTAL $3,695.00
1271 2/10/2021 SOUTHERN CALIFORNIA EDISON TRAFFIC CONTROL - 801 S LEMON &
VARIOUS TC-1
100655 52210 $329.30
2/10/2021 SOUTHERN CALIFORNIA EDISON 3334 1/2 BREA CANYON ROAD 12.23.20
- 1.25.21
100630 52210 $6.72
2/10/2021 SOUTHERN CALIFORNIA EDISON 21810 COPLEY DR - 12.16.20 - 01.15.21 100620 52210 $9,172.02
2/10/2021 SOUTHERN CALIFORNIA EDISON DISTRICT 41 - JAN 2021 241641 52210 $129.02
2/10/2021 SOUTHERN CALIFORNIA EDISON PARKS - JAN 2021 100630 52210 $2,433.95
2/10/2021 SOUTHERN CALIFORNIA EDISON DISTRICT 39 - JAN 2021 239639 52210 $227.62
2/10/2021 SOUTHERN CALIFORNIA EDISON DISTRICT 38 - JAN 2021 238638 52210 $304.50
2/10/2021 SOUTHERN CALIFORNIA EDISON TRAFFIC CONTROL - BREA
CYN/FALLOWFIELD
100655 52210 $150.47
2/10/2021 SOUTHERN CALIFORNIA EDISON TRAFFIC CONTROL - 21010 WASINGTON
ST. TC-1
100655 52210 $83.99
2/10/2021 SOUTHERN CALIFORNIA EDISON TRAFFIC CONTROL - 1179 DBB &
VARIOUS TC-1
100655 52210 $3,087.37
2/10/2021 SOUTHERN CALIFORNIA EDISON TRAFFIC CONTROL - 1798 DBB/22566
GOLDEN SPRINGS
100655 52210 $248.49
2/10/2021 SOUTHERN CALIFORNIA EDISON TRAFFIC CONTROL - 2201 DBB PED TC-1 100655 52210 $57.74
3.2.b
Packet Pg. 33
City of Diamond Bar Check Register
CHECK #
CHECK DATE
VENDOR NAME
OTP VENDOR NAME
INVOICE DESCRIPTION
ORG
OBJECT
AMOUNT
2/10/2021 SOUTHERN CALIFORNIA EDISON TRAFFIC CONTROL - 1450 BRIDGEGATE
& VARIOUS
100655 52210 $478.19
2/10/2021 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 3564 BREA CANYON RD
LS-3
100655 52210 $85.65
2/10/2021 SOUTHERN CALIFORNIA EDISON TRAFFIC CONTROL - 809 S. DBB TC-1 100655 52210 $104.63
2/10/2021 SOUTHERN CALIFORNIA EDISON TRAFFIC CONTROL - 1611 S. BREA
CANYON RD TC-1
100655 52210 $71.81
2/10/2021 SOUTHERN CALIFORNIA EDISON TRAFFIC CONTROL - 801 S. LEMON &
VARIOUS TC-1
100655 52210 $334.97
2/10/2021 SOUTHERN CALIFORNIA EDISON TRAFFIC CONTROL - 1395 S. DBB &
VARIOUS TC-1
100655 52210 $1,072.19
2/10/2021 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 3201 DBB LS-2 100655 52210 $78.12
2/10/2021 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 1025 BREA CANYON LS-
2
100655 52210 $83.23
2/10/2021 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 1DBB/TEMPLE LS-2 100655 52210 $74.87
2/10/2021 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - BREA
CANYON/FALLOWFIELD
100655 52210 $51.98
2/10/2021 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - BREA
CANYON/OAKCREST LS-2
100655 52210 $39.65
2/10/2021 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 21010 WASHINGTON ST.
LS-2
100655 52210 $62.38
2/10/2021 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 24230 GOLDEN
SPRINGS LS-2
100655 52210 $49.48
2/10/2021 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 22805 GOLDEN
SPRINGS LS-2
100655 52210 $65.10
2/10/2021 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 21325 PATHFINDER LS-2 100655 52210 $143.13
2/10/2021 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 21250 GOLDEN
SPRINGS LS-2
100655 52210 $52.09
2/10/2021 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 1003 GOLDEN SPRINGS
LS-2
100655 52210 $68.74
2/10/2021 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 2201 DBB LS-2 100655 52210 $52.09
2/10/2021 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 3798 BREA CANYON RD
LS-2
100655 52210 $39.07
2/10/2021 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 21615 GATEWAY
CENTER DR LS-2
100655 52210 $52.09
2/10/2021 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 1798 DBB/22566
GOLDEN SPRINGS LS-2
100655 52210 $117.08
3.2.b
Packet Pg. 34
City of Diamond Bar Check Register
CHECK #
CHECK DATE
VENDOR NAME
OTP VENDOR NAME
INVOICE DESCRIPTION
ORG
OBJECT
AMOUNT
2/10/2021 SOUTHERN CALIFORNIA EDISON TRAFFIC CONTROL - DBB N/W @ TEMPLE
TC-1
100655 52210 $40.17
CHECK TOTAL $19,447.90
1272 2/10/2021 STANDARD INSURANCE
COMPANY
LIFE/SUPP/LTD/STD INS PREM FOR FEB
2021
100 21107 $660.00
2/10/2021 STANDARD INSURANCE
COMPANY
LIFE/SUPP/LTD/STD INS PREM FOR FEB
2021
100 21107 $964.75
2/10/2021 STANDARD INSURANCE
COMPANY
LIFE/SUPP/LTD/STD INS PREM FOR FEB
2021
100 21113 $2,153.19
CHECK TOTAL $3,777.94
1273 2/10/2021 STANTEC CONSULTING SERVICES
INC
TRAFFIC STUDY - 850 BREA CANYON
ROAD
100 22109 $949.00
2/10/2021 STANTEC CONSULTING SERVICES
INC
TRAFFIC STUDY/ROAD REVIEW - 850 S.
BREA CANYON RD
100 22109 $973.00
CHECK TOTAL $1,922.00
1274 2/10/2021 TEMCAL DEVELOPMENT CORP VEHICLE MAINTENANCE - DECEMBER
2020
502630 52312 $106.99
2/10/2021 TEMCAL DEVELOPMENT CORP VEHICLE MAINTENANCE - DECEMBER
2020
502620 52312 $353.82
CHECK TOTAL $460.81
1275 2/10/2021 THE COMDYN GROUP INC GIS SUPPORT - JAN 2021 100230 54900 $2,144.61
CHECK TOTAL $2,144.61
1276 2/10/2021 THE SAN GABRIEL VALLEY
NEWSPAPER GR
LEGAL AD - PC MTG 1/12/21 2366
CLEAR CREEK LN
100 22107 $575.00
CHECK TOTAL $575.00
1277 2/10/2021 THE TAIT GROUP INC CS - VARIOUS TRAFFIC RELATED
PROJECTS JAN 2021
100615 54410 $6,500.00
CHECK TOTAL $6,500.00
1278 2/10/2021 TUCKER TIRE COMPANY INC VEHICLE MAINTENANCE - ROAD
MAINTENANCE
502655 52312 $778.38
CHECK TOTAL $778.38
1279 2/10/2021 VALLEY VISTA SERVICES , INC. STREET SWEEPING SERVICES - JAN 2021 100655 55510 $29,359.02
CHECK TOTAL $29,359.02
1280 2/10/2021 VERMONT SYSTEMS INC SYSTEM UPGRADE SUPPORT 100230 52314 $125.00
CHECK TOTAL $125.00
3.2.b
Packet Pg. 35
City of Diamond Bar Check Register
CHECK #
CHECK DATE
VENDOR NAME
OTP VENDOR NAME
INVOICE DESCRIPTION
ORG
OBJECT
AMOUNT
1281 2/10/2021 VISION SERVICE PLAN VISION INS PREM FOR FEB 2021 100 21108 $2,032.02
CHECK TOTAL $2,032.02
1282 2/10/2021 WW GRAINGER INC OPERATING SUPPLIES - CITY HALL 100620 51200 $279.01
2/10/2021 WW GRAINGER INC BUILDING MAINTENANCE - DBC 100510 52320 $680.65
CHECK TOTAL $959.66
1283 2/10/2021 WALNUT VALLEY WATER DISTRICT PARKS - DEC 2020 - PT 3 100630 52220 $824.09
2/10/2021 WALNUT VALLEY WATER DISTRICT DIST 41 - DEC 2020 - PT 2 241641 52220 $3,946.64
CHECK TOTAL $4,770.73
1284 2/10/2021 WAXIE SANITARY SUPPLY JANITORIAL SUPPLIES - CITY HALL 100620 51200 $318.43
CHECK TOTAL $318.43
1285 2/10/2021 WEST COAST ARBORISTS INC CITYWIDE TREE WATERING 1.1.21 -
1.15.21
100645 55522 $1,360.00
2/10/2021 WEST COAST ARBORISTS INC TREE CARE AND MAINTENANCE -
DISTRICT 39
239639 55522 $395.00
2/10/2021 WEST COAST ARBORISTS INC TREE CARE AND MAINTENANCE -
DISTRICT 38
238638 55522 $961.00
2/10/2021 WEST COAST ARBORISTS INC CITYWIDE TREE CARE AND
MAINTENANCE - 1.1.21 - 1.15
100645 55522 $8,461.50
CHECK TOTAL $11,177.50
1286 2/10/2021 WILLDAN GEOTECHNICAL GEOTECH REVIEW - 1415 STONECREST -
1/1/21
100 22109 $210.00
2/10/2021 WILLDAN GEOTECHNICAL GEOTECH REVIEW - 1810 DIAMOND
KNOLL - 1/1/21
100 22109 $400.00
2/10/2021 WILLDAN GEOTECHNICAL GEOTECH REVIEW - 2759 STEEPLECHASE 100 22109 $400.00
2/10/2021 WILLDAN GEOTECHNICAL GEOTECH REVIEW - 2315 ALAMO
HEIGHTS
100 22109 $400.00
2/10/2021 WILLDAN GEOTECHNICAL GEOTECH REVIEW - 2432 INDIAN CREEK 100 22109 $400.00
2/10/2021 WILLDAN GEOTECHNICAL GEOTECH REVIEW - 2740 STEEPLECHASE 100 22109 $400.00
2/10/2021 WILLDAN GEOTECHNICAL GEOTECH REVIEW - 20305 FLINTGATE 100 22109 $400.00
2/10/2021 WILLDAN GEOTECHNICAL GEOTECH REVIEW - 23663 MEADCLIFF 100 22109 $200.00
CHECK TOTAL $2,810.00
1287 2/10/2021 WILLIAM AUSTIN RAWLINGS STIPEND PC MTG 1/12/21 100410 52525 $65.00
3.2.b
Packet Pg. 36
City of Diamond Bar Check Register
CHECK #
CHECK DATE
VENDOR NAME
OTP VENDOR NAME
INVOICE DESCRIPTION
ORG
OBJECT
AMOUNT
CHECK TOTAL $65.00
GRAND TOTAL $396,885.74
3.2.b
Packet Pg. 37
Agenda #: 3.3
Meeting Date: February 16, 2021
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 August 2020 and the Revised July 2020 Treasurer's Statements.
FINANCIAL IMPACT:
None.
BACKGROUND/DISCUSSION:
Consistent with City policy, the Finance Department presents the monthly Treasurer’s
Statement of August 2020 to the City Council for review and approval. This statement
shows the cash balances with a breakdown of various investment 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.
Also included for the City Council’s review and approval is a revised July Treasurer’s
Statement. The July report is revised for updated cash balances in various funds.
PREPARED BY:
3.3
Packet Pg. 38
REVIEWED BY:
Attachments:
1. 3.3.a Treasurer Statement-July 2020 (Revised)
2. 3.3.b Investment Portfolio-July 2020
3. 3.3.c Treasurer Statement-August 2020
4. 3.3.d Investment Portolio-August 2020
3.3
Packet Pg. 39
3.3.a
Packet Pg. 40
3.3.a
Packet Pg. 41
3.3.b
Packet Pg. 42
3.3.b
Packet Pg. 43
3.3.b
Packet Pg. 44
3.3.b
Packet Pg. 45
3.3.b
Packet Pg. 46
3.3.c
Packet Pg. 47
3.3.c
Packet Pg. 48
3.3.d
Packet Pg. 49
3.3.d
Packet Pg. 50
3.3.d
Packet Pg. 51
3.3.d
Packet Pg. 52
Agenda #: 3.4
Meeting Date: February 16, 2021
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: BLACK HISTORY MONTH PROCLAMATION.
STRATEGIC
GOAL:
Safe, Sustainable & Healthy Community
RECOMMENDATION:
Adopt the Proclamation declaring February as Black History Month.
BACKGROUND:
Black History Month is an annual celebration in February which recognizes and
celebrates the significant contributions that African-Americans have made to American
history.
Historian and author Dr. Carter G. Woodson founded what has now become National
Black History Month in 1926, to remember and celebrate African American history.
Black History Month has been recognized by every U.S. President since 1976 when
Gerald Ford issued the first African-American History Month Proclamation, urging
Americans to “honor the too-often neglected accomplishments of Black Americans in
every area of endeavor throughout our history.” The Association for the Study of African
American Life and History has highlighted “The Black Family: Representation, Identity,
and Diversity” as the theme for 2021 Black History Month.
The City of Diamond Bar is proud to honor the achievements and accomplishments of
Black Americans in our community, throughout our state, and nation.
PREPARED BY:
3.4
Packet Pg. 53
REVIEWED BY:
Attachments:
1. 3.4.a Black History Month Proclamation
3.4
Packet Pg. 54
PROCLAMATION
“BLACK HISTORY MONTH”
WHEREAS, the City of Diamond Bar recognizes and values diversity, equity, and
inclusion within our community; and
WHEREAS, Blacks and African Americans throughout the nation’s history have made
countless indelible contributions in the fields of science, medicine, law, social justice, athletics, the
arts, government, and more; and
WHEREAS, since 1976, every U.S. president has officially designated the month of
February as Black History Month to honor and affirm the importance of Black history throughout
the American experience; and
WHEREAS, Black History Month is an opportunity to remember, reflect on, and
celebrate the important people and events who paved the way for equality and justice, to advance
the civil rights of all Americans, and to battle racism for a more inclusive and just society; and
WHEREAS, Black History Month calls on our collective need to recognize and combat
racism, and to continue to build a community that embraces all ages, races, and religions; and,
WHEREAS, Diamond Bar joins the country in honoring the achievements and
accomplishments of Black Americans who have contributed to the progress of our nation, state
and city; and
NOW, THEREFORE, BE IT RESOLVED, that the City Council of the City of Diamond
Bar does hereby proclaim February 2021 as “BLACK HISTORY MONTH” and affirms its
commitment to live up to the ideals of freedom, equity, justice and access for all.
February 16, 2021
Nancy A. Lyons
Mayor
Ruth M. Low Andrew Chou
Mayor Pro Tem Council Member
Stan Liu Steve Tye
Council Member Council Member
3.4.a
Packet Pg. 55
Agenda #: 3.5
Meeting Date: February 16, 2021
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: EXONERATION OF SURETY BOND NO. 929638539 TO INSTALL
MONUMENTATION FOR TRACT MAP 63623 (SOUTH POINTE
RESIDENTIAL DEVELOPMENT)
STRATEGIC
GOAL:
Open, Engaged & Responsive Government
RECOMMENDATION:
Approve the exoneration of Surety Bond No. 929638539.
FINANCIAL IMPACT:
This action has no financial impact on the City.
BACKGROUND/DISCUSSION:
On June 1, 2007, in accordance with Section 66462 of the Subdivision Map Act, the City
entered into Development Agreement No. 2005-01 (Agreement), with JCCL-South
Pointe West, LLC, the original subdivider, to complete various improvements for Tract
Map 63623. On October 21, 2015, the Agreement was assigned to Lennar Homes of
California, Inc., the subdivider. The Agreement was amended on May 4, 2018, to make
minor modifications. The subdivider guaranteed faithful performance of the Agreement
by posting, with the City, surety bonds for rough grading & erosion control, private storm
drain improvements, private street improvements, public street improvements, sewer
improvements, a new public park, monumentation, and street lights.
The subdivider submitted a written request dated November 9, 2020, for the
exoneration of the bond posted for monumentation improvements (Attachment 1).
While the entirety of all conditions of approval for the project ha ve not been met, as yet,
City’s staff and our inspectors have verified and confirmed the work covered under the
monumentation bond has been completed, and the corresponding bond meets the
requirements to be recommended for exoneration. The table below provides a summary
3.5
Packet Pg. 56
of all active bonds related to the South Pointe Residential Development:
Bond Bond # Original
Amount Status
Monumentation 929638539 $24,500
READY FOR EXONERATION
Applicant's Land Surveyor has
certified the installation of all
monuments and accepted
responsibility for their location and
accuracy.
In-Tract Sewer
Improvements 24058527 $256,900
ACTIVE
The public sewer within Larkstone Drive
must be annexed into LA County's
sewer maintenance district. The
developer has submitted all required
documentation. This process is under
way and takes approximately 2 years.
Storm Drain
Improvements 24058529 $494,400
ACTIVE
The public storm drain needs to be
transferred to LA County. This process
is underway with the County.
Street Lights 72BSBHY8528 $69,245
ACTIVE
The newly constructed street lights on
Larkstone Drive must be annexed into
LA County's Lighting Maintenance
District. The developer has submitted all
required documentation. This process is
under way with the County and takes
approximately 2 years.
Therefore, it is recommended that City Council approve the exoneration of Surety Bond
No. 929638539.
PREPARED BY:
3.5
Packet Pg. 57
REVIEWED BY:
Attachments:
1. 3.5.a Bond Release Request
3.5
Packet Pg. 58
•Street Lights
•Monumentation
Bond# 72BSBHY8528
Bond # 929638539
3.5.a
Packet Pg. 59
Agenda #: 5.1
Meeting Date: February 16, 2021
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: DIAMOND BAR HOMELESSNESS RESPONSE PLAN.
STRATEGIC
GOAL:
Safe, Sustainable & Healthy Community
RECOMMENDATION:
That the City Council adopt the Diamond Bar Homelessness Response Plan.
FINANCIAL IMPACT:
The San Gabriel Valley Council of Governments (SGVCOG) funded the development of
the City of Diamond Bar’s Homelessness Response Plan (Plan). Should the Plan be
approved, City staff will evaluate eligible fund ing opportunities and associated program
requirements to determine what new programs and services could be considered, with
any item being brought to the City Council for discussion and approval in advance of
implementation.
BACKGROUND:
The San Gabriel Valley Council of Governments (SGVCOG) was awarded State and
Los Angeles County Measure H Innovation Funds to support housing and
homelessness programs in the San Gabriel Valley. The SGVCOG initially paid for the
development of Homelessness Response Plan s for over twenty of its member cities,
with the second and final group consisting of the cities of Diamond Bar, Monterey Park,
Rosemead, San Gabriel, and Temple City. Focus Strategies led a comprehensive effort
to conduct internal and external stakeholder engagement, identified current resources
and needs in each respective community, and developed key goals, supporting actions,
and metrics for evaluating success.
Diamond Bar’s Homeless Response Plan (Plan) seeks to both address the needs of
those who are currently unsheltered and to implement strategies that can prevent an
increase in incidents of homelessness within the City. The population of people
experiencing homelessness within Diamond Bar has remained stead y around four to six
5.1
Packet Pg. 60
persons over the past several years as shown in Chart 1 below.
Chart 1: Homeless Population in Diamond Bar
While the population of homeless persons or those most at-risk of becoming homeless
is relatively low, the City has been tasked with an increasing responsibility to both
respond to homeless persons or encampments, but more importantly, provide services
and a path to getting those experiencing homeless into the Continuum of Care . This
growing responsibility, in tandem with ever growing responsibilities under State law,
make it imperative that the City evaluate proactive measures to better assist people
experiencing or at-risk of homelessness.
ANALYSIS:
The Homelessness Response Plan was developed over six-months from June to
December 2020. Through a series of virtual stakeholder meetings, discussions with
service providers and law enforcement personnel from the Diamond Bar/Walnut Station,
two key challenges to preventing and responding to homelessness within Diamond Bar
were identified:
• Limited availability of local or regional homelessness response services and
resources, particularly emergency and long-term housing resources, and a lack
of clarity on how to navigate the complexity of the homelessness response
system.
• Insufficient supply of affordable housing to meet current and future resident
needs.
Plan Goals
As a contract City, the Plan has identified a path forward that incorporates realistic goals
that can be achieved should funding become available to implement the following:
1. Increase community awareness of homelessness, housing instability, and available
response resources.
5.1
Packet Pg. 61
2. Advance property owner outreach and engagement strategies to encourage the
maintenance and attainment of available, affordable units for people experiencing or
at-risk of homelessness.
3. Promote affordable housing development and preservation within Diamond Bar.
4. Participate in ongoing regional and countywide strategies to foster a robust regional
service delivery system to prevent and address homelessness.
The Plan identifies a number of steps that the City can take to accomplish each of the
four goals and their respective action items. While the Plan includes all four goals, the
City can choose how to best meet the specific action items through a combination of
staffing, cooperative agreements with nearby service organizations, as well as funding
direct programs and services. The Plan goals are best achieved by implemented the
four at minimum, and can always be expanded or modified in the future as new
programs, services, and funding become available.
Next Steps
City operations are currently limited to administrative procedures responding to
nuisance related complaints. There is a considerable deficiency in responding to the
needs of people experiencing or at-risk of homelessness. The Plan therefore meets an
immediate community need by enabling the City to do the following:
1. Secure Funding – With an approved plan, the City is eligible to apply for Measure
H funding to respond to the needs of homeless and those at -risk of
homelessness.
2. Increased Response Capabilities – An approved Plan enables the City to have a
Council approved Policy document to ensure a consistent and hands -on
approach to responding to the needs of individual people, as well as property
owners. With additional resources, the City can entertain contracts with service
providers or staff, to complement and support Sheriff’s Department efforts.
PREPARED BY:
5.1
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REVIEWED BY:
Attachments:
1. 5.1.a City of Diamond Bar Homelessness Response Plan
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HOMELESSNESS RESPONSE PLAN
2021 – 2023
5.1.a
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TABLE OF CONTENTS
A. Plan Information 1
B. Pursuit of a City Plan to Address Homelessness 1
C. Planning Process 3
1. Information Gathering and Review 3
2. Key Findings 4
3. Plan Development 5
D. Homelessness Response Plan Goals 6
1. Increase Understanding of Homelessness and Housing Instability, as well as
Available Response Resources. 7
2. Advance Strategies to Maximize Opportunities in Existing Rental Market to
House People Experiencing or At-Risk of Homelessness. 10
3. Promote Affordable Housing Development and Preservation in Diamond Bar. 12
4. Participate in Ongoing Regional and Countywide Strategies to Develop a More
Robust Regional Service Delivery System to Prevent and Address Homelessness. 14
E. Plan Implementation Lead 17
F. Participation In Collaborative Efforts 17
G. County Homeless Initiative Strategies 18
APPENDIX
A. Participating Stakeholders 20
B. Los Angeles County Homeless Initiative – Approved Strategies 21
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CITY OF DIAMOND BAR
HOMELESSNESS RESPONSE PLAN
A. Plan Information
Period Covered by Plan: March 1, 2021 – December 31, 2023
Presented to City Council for Adoption: February 16, 2021
B. Pursuit of a City Plan to Address Homelessness
The City of Diamond Bar developed this Homelessness Response Plan to guide its efforts to
address the needs of people experiencing and at-risk of homelessness within the city. In
addition to creating a map of the City’s current and future investments and involvement in
homelessness response, the City’s seeks to align with Los Angeles County Homeless Initiative
Strategies and Measure H funding requirements. This document lays out shared community
goals and action steps to increase awareness of homelessness resources within the community,
promote increased housing connections for people in need of affordable units, encourage
affordable housing development and preservation, and further relationships with the regional
and Los Angeles Countywide partners.
The City of Diamond Bar is in the San Gabriel Valley of Los Angeles County, with a population of
approximately 57,460 people comprising 18,163 households (an average of 3.2 persons per
household). Of the residents in Diamond Bar, 54.6% identify as Asian; 19.6% as non-Hispanic
white; 18.4% as Hispanic or Latino; 3.8% as Black or African American; and 3.6% as multi-racial
or another race.1 At the time of the 2010 Census, almost a quarter (24%) of housing units in
Diamond Bar were inhabited by people who are renting, and approximately 76% occupied by
owners.
1 U.S. Census Bureau, American Community Survey; 2017.
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The population of people experiencing homelessness within Diamond Bar has remained steadily
around four to six people over the past several years, according to the Greater Los Angeles
Point-in-Time Count. Of the people experiencing homelessness reflected in the Point-in-Time
Count enumeration process, all were identified as sleeping on the streets or outdoors.
While the city’s population of people experiencing homelessness does not appear to have risen
as it has in Los Angeles County overall in recent years, Diamond Bar’s Homeless Response Plan
seeks to both address the needs of those who are currently unsheltered and to implement
strategies that can prevent an increase in incidents of homelessness within the jurisdiction.
This Homelessness Response Plan was developed during the COVID-19 pandemic, and before
the full impacts of the pandemic on housing stability in the region were known. As of this Plan’s
approval, California State Assembly Bill 3088, the Tenant, Homeowner and Small Landlord
Relief and Stabilization Act of 2020, continues to provide some protections for renters from
eviction for nonpayment of rent and protection from no cause evictions.2 In Diamond Bar, as in
many surrounding jurisdictions, there is concern among residents and people who work in the
city that the pandemic may heighten housing insecurity and homelessness in the region.
2 AB3022 which took effect on August 31, 2020 requires tenants to meet certification requirements of
the financial impact of COVID-19 on rent payment ability. Additionally, AB3022 requires that tenants pay
at least 25% of the rent due during the period of September 1, 2020 through January 31, 2021.
6 5 4 4 4
0
10
20
30
2016 2017 2018 2019 2020
Number of People Experiencing Homelessness
(Point-in-Time Count)
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City of Diamond Bar Homelessness Response Plan | 3
C. Planning Process
In February 2020, the Governing Board of the San Gabriel Valley Council of Governments
(SGVCOG) formalized funding to support regional cities in the development of homelessness
response plans. The City of Diamond Bar elected to participate in this effort. In June 2020, the
City began working with Focus Strategies3, the contracted consultant for the project, to
strategize and engage in homelessness response planning efforts.
1. Information Gathering and Review
This Plan was developed over a six-month period from June 2020 through December 2020. To
inform the Plan, the City and Focus Strategies reviewed data on homelessness within Diamond
Bar and the surrounding region, examined related City policies and planning documents (e.g.,
Consolidated Plan, Housing Element, etc.), and facilitated community input sessions.
Throughout August and September 2020, interviews and input sessions were held with City staff
members, County homelessness response system leaders, and non-profit and faith-based
service providers4. These forums provided participants the opportunity to share views on the
most pressing concerns related to homelessness in Diamond Bar, available resources, and
opportunities for future efforts. The planning and input sessions explored topics such as:
• What are the most urgent issues related to homelessness in Diamond Bar?
• Are there trends you have noticed in the scope or needs of people experiencing
homelessness within the city?
• What current resources are available within the city to prevent or respond to
homelessness, and what are the biggest gaps?
3 Focus Strategies is a national consulting firm, based on the West Coast, that specializes in strategic,
data-informed solutions to homelessness. Through services that include homelessness response
planning, system and program assessment, and equity analyses, Focus Strategies helps client
communities develop housing-focused, person-centered strategies to reduce homelessness.
4 A list of agencies and programs represented through the stakeholder engagement process is included
in Appendix A.
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• What is working well, and what opportunities exist for strengthening current regional
coordination or strategic planning efforts?
• What short-term opportunities for policy, program, or system changes could yield a
significant impact in improving outcomes for people experiencing or at-risk of
homelessness, if implemented?
2. Key Findings
Through its contract with the Los Angeles County Sheriff’s Department (Walnut/Diamond Bar
Station), the City provides ancillary services for people experiencing homelessness. Law
enforcement officers are the primary resource to respond to calls for mental or physical health
crises, encampments, and quality of life issues for people experiencing homelessness. In
addition, through its partnership with Los Angeles County’s Homeless Outreach Services Team
(HOST), HOST members respond to calls related to encampments where at least five individuals
are staying. In these instances, HOST members provide specialized outreach and coordinate
with local resources such as behavioral health and homelessness response services to assist
people in connecting with housing and social services. While recognizing the value and
contribution of these teams, stakeholders also highlighted a need to enhance access to the
homelessness response system.
The Diamond Bar Homelessness Response Plan was developed to address the key areas of
need identified through the information review and stakeholder engagement process. Two key
challenges to preventing and responding to homelessness within Diamond Bar were identified:
• There is a limited availability of local or regional homelessness response services and
resources, particularly emergency and long-term housing resources, and a lack of clarity
on how to navigate the complexity of the homelessness response system.
• There is an insufficient supply of affordable housing to meet current and future resident
needs.
Additional context for these findings is summarized below. The themes informed the
prioritization and development of goals and action steps for the City’s Homelessness Response
Plan.
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Lack of Available, Accessible Homelessness Response Services
Although the number of people experiencing homelessness within Diamond Bar has remained
consistently low over the past several years, a key challenge for people experiencing housing
crises is the limited availability of emergency and long-term housing resources available in the
city. In addition, many of the resources available in the San Gabriel Valley region and broader
Los Angeles County are geographically distant from Diamond Bar. When coupled with a lack of
public transportation within the city, this can present challenges for people attempting to access
the shelters or services that are available.
Stakeholders also remarked on the challenging nature of navigating the homelessness response
system, due in large part to differing program protocol and eligibility criteria that can create
confusion and impede efforts to help people secure the assistance they need. Without dedicated
staffing or a specialized service provider within Diamond Bar to maintain linkages to regional
resources and up-to-date information on program and system processes, attempts to connect
people with services were experienced as being complicated and impacted by delays.
Insufficient Supply of Affordable Housing
The City of Diamond Bar has adopted multiple policies and ordinances that conserve and
advance affordable housing efforts and that support the development of homelessness response
resources in the community. These include affordable housing incentives and density bonus
provisions to encourage the production of affordable housing, participation in the Los Angeles
County Development Authority Section 8 Housing Choice Voucher rental assistance program,
and accessory dwelling unit ordinances to increase the availability of lower cost rental housing.
While these efforts support affordable housing development and preservation, local reports and
stakeholder feedback indicate the cost of housing within Diamond Bar is out of reach for many
households, particularly for seniors who may have lived in the city for some time who are
transitioning to a fixed income.
3. Plan Development
Based on findings from the information gathering and stakeholder engagement process, the City
of Diamond Bar and Focus Strategies identified key goals for the City’s Homelessness Response
Plan. To support the successful attainment of each goal, the City developed supporting actions,
major tasks, metrics, and project leads for implementation of the Plan. In addition, the City also
explored ways in which each goal may align with or enhance the impact of the Los Angeles
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County Homeless Initiative’s Approved Strategies to Combat Homelessness.5 The priority goals
and implementation elements of the Plan were introduced to Diamond Bar’s City Council for
review and feedback in February 2021 and presented to the City Council for adoption on March
2, 2021.
D. Homelessness Response Plan Goals
The City of Diamond Bar has identified the following goals to respond to community concerns
related to homelessness and align with broader regional system strategies and efforts:
1. Increase community awareness of homelessness, housing instability, and available
response resources.
2. Advance property owner outreach and engagement strategies to encourage the
maintenance and attainment of available, affordable units for people experiencing or at-
risk of homelessness.
3. Promote affordable housing development and preservation within Diamond Bar.
4. Participate in ongoing regional and countywide strategies to foster a robust regional
service delivery system to prevent and address homelessness.
Below, an outline of key implementation strategies is included for each goal. This includes
supporting actions, any related administrative or policy changes needed to achieve the goal,
performance metrics, City resources that can be leveraged or are needed to support the goal,
and major task plans for each supporting action.
5 In 2015, the Los Angeles County Board of Supervisors launched the Homeless Initiative to create a
coordinated, effective, stakeholder developed, response to the pervasive and increasing homelessness
crisis in the region. The resulting set of strategies, organized in 6 key areas, form the basis of the
Approved Strategies to Combat Homelessness. Los Angeles County Homeless Initiative’s Approved
Strategies to Combat Homelessness may be found at: https://homeless.lacounty.gov/wp-
content/uploads/2018/07/HI-Report-Approved2.pdf
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1. Goal: Increase community awareness of homelessness, housing
instability, and available response resources.
1.1. Supporting Actions
Action 1: Develop and implement a communications strategy to inform residents, property
owners, and the business community about homelessness, as well as strategies and resources
to reduce incidents of homelessness. This may include but is not limited to the following
activities:
• Support the SGVCOG’s Regional Homeless Services Coordination Program efforts to
develop and maintain a virtual “one-stop-shop” that municipal staff, members of the
public, and other stakeholders can use to find resources and information about
homelessness and homeless services in the San Gabriel Valley through leveraged
program marketing and community outreach and engagement.
• Update the City’s external communication portals (e.g., website) regarding
homelessness and available local and regional resources. Options may include
leveraging the United Way of Greater Los Angeles Everyone In community engagement
initiative and/or the anticipated SGVCOG Regional Homeless Services Coordination
Program’s online resource hub.
• Explore partnerships with service providers who can co-facilitate community trainings
and town halls or who can have tables at community events to share about
homelessness and local response resources.
Action 2: Promote the use of the Coordinated Entry System (CES) and other homelessness
response services for people experiencing or at-risk of homelessness. This may include
providing referrals to people seeking housing services who contact the City and/or publicizing
referral information for CES Access Points in SPA 3 on the City’s website.
Action 3: Increase connections between key personnel within City and local service providers,
including the CES SPA 3 Lead Agencies, to help facilitate referral linkages for persons at-risk of
or experiencing homelessness who contact the City. To facilitate this effort, City staff members
may participate in regional homelessness response service coordination meetings convened by
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the Los Angeles Homeless Services Authority (LAHSA), CES SPA 3 Lead Agencies, and the
SGVCOG.
1.2. Policy or Administrative Changes to Achieve Goal
This goal does not require City of Diamond Bar policy or administrative changes.
1.3. Goal Measurement
Metric 1: Completion and publication of communications materials about homelessness and
available resources for residents, property owners, and the business community.
• Data Sources: City department internal update
• Timeline: 12 months from adoption of Homelessness Response Plan; with updates on an
annual basis
• Internal Progress Management Lead: City Manager's Office, in collaboration with Public
Information and other City Departments
Metric 2: Increased CES resource access by people with ties to Diamond Bar.
• Data Sources: HMIS data reports available through LAHSA
• Timeline: Progress towards this goal will be evaluated in alignment with the release of
CES data reports by LAHSA (anticipated to be semi-annual)
• Internal Progress Management Lead: City Manager's Office, in collaboration with the
Directors of other City Departments
1.4. City Resources to Achieve Goal
Staffing time will be needed for related activities including but not limited to: research on local
resources and/or coordination with local service providers for assistance developing resource
list; development of resource materials and/or trainings for residents on services available within
region; participation in meetings hosted by LAHSA, CES SPA Lead Agencies, and the SGVCOG;
preparation and delivery of reports on activities to City Council. Accomplishment of this goal will
likely require use of City of Diamond Bar communication platforms, including the City’s website
and/or newsletters.
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1.5. Major Tasks
The table below outlines the City’s major tasks to achieve Goal #1. The tasks may be adjusted
when implementation is underway to respond to emerging opportunities or extenuating
circumstances.
GOAL #1: Launch a communications strategy to reduce stigma about
homelessness and housing instability within the city and to increase awareness
of available response resources.
Action 1: Develop and implement a communications strategy to inform residents, property
owners, and the business community about homelessness, as well as strategies and
resources to reduce incidents of homelessness.
Major Tasks Timeline Key Roles
Decide upon key elements of communications
strategy (e.g., website, town halls, etc.) including
leverage of existing regional campaigns and
resource hubs.
3 – 6 months
from Plan
adoption
Lead: City
Manager’s Office,
in coordination with
Public Information
Department Determine if project deliverables will be designed
internally or contracted.
6 – 9 months
from Plan
adoption
Participate in meetings and communications with
SGVCOG regarding implementation of the Regional
Homeless Services Coordination Program
Ongoing
Draft or review communications strategy; Finalize
and publicize developed materials.
1 year from
Plan adoption
Maintain and/or update resources on regular basis Ongoing
Action 2: Promote the use of Coordinated Entry Systems and other homelessness response
services for people experiencing or at-risk of homelessness.
Major Tasks Timeline Key Roles
Schedule meetings and/or maintain communications
with SPA Lead Agencies to facilitate referral and
coordination efforts.
Ongoing Lead: City
Manager’s Office
Review LAHSA reports on CES assessments and
services received by people with connections to
Diamond Bar.
Ongoing
Action 3: Increase connections between key personnel within City and local service
providers, including the CES SPA 3 Lead Agencies, to help facilitate referral linkages for
persons at-risk of or experiencing homelessness who contact the City.
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Major Tasks Timeline Key Roles
Attend and participate in applicable regional
homelessness response planning meetings,
including those convened by SGVCOG, Homeless
Initiative, and SPA 3 Lead Agencies.
Ongoing Lead: City
Manager’s Office
2. Goal: Advance strategies to maximize opportunities in existing
rental market to house people experiencing or at-risk of
homelessness.
This goal ties to the following Los Angeles County Homeless Initiative Strategies:
• A1/A5: Prevent Homelessness for Families and Individuals
• B4: Facilitate Utilization of Federal Housing Subsidies
2.1. Supporting Actions
Action 1: Continue to partner with the SGVCOG’s Landlord Outreach, Education, and Incentive
program to further the work of the Los Angeles County Development Authority (LACDA)
Housing Initiative Program and to encourage property owners to rent units to people with
Housing Choice Vouchers and people receiving assistance through Rapid Re-Housing or other
housing programs. This may include activities such as:
• Identification of property owners within the city to outreach for Landlord Outreach,
Education, and Incentive Program.
• Coordination with CES SPA 3 Lead Agencies to host or support landlord engagement
communications or workshops to increase awareness of regional landlord partnership
initiatives.
Action 2: Identify and secure funding to further Landlord Outreach, Education, and Incentive
Program or similar efforts and foster program sustainability.
2.2. Policy or Administrative Changes to Achieve Goal
This goal does not require City of Diamond Bar policy or administrative changes at this time.
Expansion of the program through new funding (local, regional, or other) may have policy or
administrative impacts: any identified change requests will be identified and brought to City
Council as appropriate.
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2.3. Goal Measurement
Metric 1: Increased inventory of rental units within Diamond Bar in partnership with regional
service providers to house people who have experienced or are at-risk of homelessness.
• Data Sources: SGVCOG Landlord Outreach, Education, and Incentive Program data
• Timeline: Progress towards this goal will be evaluated on an annual basis
• Internal Progress Management Lead: City Manager's Office
2.4. City Resources to Achieve Goal
Staffing time will be needed for related activities including but not limited to: supporting
implementation and data collection of the City’s activities within the Landlord Outreach,
Education, and Incentive Program; research of potential funding sources; and, if applicable,
completion and submission of funding request applications or agreements. Accomplishment of
this goal will also likely require use of City of Diamond Bar communication platforms, including
the City’s website and/or newsletters.
2.5. Major Tasks
The table below outlines the City’s major tasks to achieve Goal #2. These tasks may be adjusted
when implementation is underway to respond to emerging opportunities or extenuating
circumstances.
GOAL #2: Advance strategies to maximize opportunities in existing rental market
to house people experiencing or at-risk of homelessness.
Supporting Action 1: Continue to partner with the SGVCOG Landlord Outreach, Education,
and Incentive program and further the work of the LACDA Housing Initiative Program.
Major Tasks Timeline Key Roles
Identify property owners within Diamond Bar to
contact regarding program partnership opportunities.
Ongoing Leads: City
Manager’s Office,
Planning Division
Coordinate with SGVCOG contracted agencies
regarding marketing materials and communications
strategies for contacting property owners.
3 – 6 months
from Plan
adoption
Leads: City
Manager’s Office,
Public Information
Department
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Major Tasks Timeline Key Roles
As applicable, publicize LACDA and SGVCOG
communication messaging and material regarding
program via City media channels and at City-
sponsored events.
6 – 9 months
from Plan
adoption
Leads: City
Manager’s Office,
Public Information
Department
In coordination with SGVCOG, evaluate outcomes of
Landlord Outreach, Education, and Incentive
Program efforts.
12 – 18 months
from plan
adoption
Lead: City
Manager’s Office
Supporting Action 2: Identify funding to further Landlord Outreach, Education, and Incentive
Program or similar efforts and foster program sustainability.
Major Tasks Timeline Key Roles
Evaluate funding and partnership opportunities
offered through SGVCOG, other public/private
funding streams, as well as City funds to identify
potential sources of funding for program partnership
sustainability. When appropriate opportunities arise,
apply for and/or seek funding resources.
Ongoing Lead: City
Manager’s Office
Provide updates to City Council regarding efforts and
outcomes.
Ongoing Lead: City
Manager’s Office
3. Goal: Promote affordable housing development and preservation
with Diamond Bar.
This goal ties to the following Los Angeles County Homeless Initiative Strategies:
• F1: Promote Regional SB 2 Compliance and Implementation
• F4. Development of Accessory Dwelling Units Program
• F5: Incentive Zoning/Value Capture Strategies
• F7: Preserve and Promote the Development of Affordable Housing for Homeless
Families and Individuals
3.1. Supporting Actions
Action 1: Explore opportunities within Housing Element update to monitor and preserve existing
affordable housing and to promote affordable housing development, particularly for very low
income, extremely low income, and homeless households through activities such as:
• Explore opportunities to encourage additional mixed-use developments or development
agreements that include a minimum percentage of affordable units.
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• Support compliance with SB 2 should a viable opportunity come forward from a
developer. 6
Action 2: Explore opportunities to leverage the collaborative efforts of the San Gabriel Valley
Regional Housing Trust (SGVRHT), of which the City of Diamond Bar is a member, to increase
the stock of available affordable housing.
3.2. Policy or Administrative Changes to Achieve Goal
Should policy or administrative changes be necessary to adopt strategies included within the
Housing Element, they will be reviewed as part of the City’s Housing Element development
process. In addition, any policy or administrative changes anticipated in relation to endeavors of
the SGVRHT will be brought to City Council as appropriate.
3.3. Goal Measurement
Metric 1: Inclusion of expanded or new strategies to preserve and promote affordable housing,
particularly for very low income, extremely low income, and/or homeless households, within
Housing Element update.
• Data Sources: Housing Element update
• Timeline: 12 months from adoption of Homelessness Response Plan
• Internal Progress Management Lead: Planning Division, in coordination with City
Manager’s Office
3.4. City Resources to Achieve Goal
Staffing time will be needed for activities including but not limited to: the development of the
Housing Element update; communications with potential development partners; and, if
applicable, completion and submission of funding request applications and agreements for City-
funded projects. Specific resources needed for implementation of Housing Element activities
6 SB 2 is enacted California state legislation that requires each city and County (for unincorporated
areas) to: identify at least one zone where emergency shelters are permitted as a matter of right, and;
treat transitional and supportive housing as a residential use of property, subject only to restrictions that
apply to other residential dwellings of the same type in the same zone.
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relevant to preventing or addressing homelessness will be identified through the Housing
Element Update development process.
3.5. Major Tasks
The table below outlines the City’s major tasks to achieve Goal #3. These tasks may be adjusted
when implementation is underway to respond to emerging opportunities or extenuating
circumstances.
GOAL #3: Identify and pursue opportunities to promote affordable housing
development and preservation with the city.
Supporting Action 1: Explore opportunities within Housing Element update to monitor and
preserve existing affordable housing and to promote affordable housing development,
particularly for very low income, extremely low income, and homeless households.
Major Tasks Timeline Key Roles
As of the development of this Plan, the City’s Housing Element update process is underway
via the project management of the Planning Division. As part of the process, the City will
identify implementation strategies for the Housing Element update, including for those items
that may be relevant to the City’s homelessness response efforts.
Supporting Action 2: Commit to exploring opportunities to leverage the collaborative efforts
of SGVRHT, of which the City of Diamond Bar is a member, to increase the stock of available
affordable housing.
Major Tasks Timeline Key Roles
Attend and participate in SGVRHT meetings. Ongoing Lead: Planning
Department
Consider and research potential project
opportunities to bring forward to SGVRHT.
Ongoing Lead: Planning
Department
4. Goal: Participate in ongoing regional and countywide strategies
to develop a more robust regional service delivery system to
prevent and address homelessness.
4.1. Supporting Actions
Action 1: Participate in the SGVCOG Regional Homeless Services Coordination Program
including but not limited to engaging in meetings with the SGVCOG’s contractor regarding
strategies to increase coordination with and between local community groups and providers.
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Action 2: Engage in efforts to share information, leverage resources, and develop a more robust
regional service delivery system through participation in activities convened by LAHSA, CES
Lead Agencies, homelessness response provider agencies, and neighboring jurisdictions.
Action 3: Consider and, where appropriate, apply for funding opportunities for homelessness
response efforts such as those that may become available through State, County, and local
sources.
Action 4: Continue to participate in Greater Los Angeles Homeless Count (Point-in-Time Count).
4.2. Policy or Administrative Changes to Achieve Goal
This goal does not require City of Diamond Bar policy or administrative changes. New funding
(local, regional, or other) and/or partnership opportunities may have policy or administrative
impacts: potential impacts will be presented to City Council as appropriate.
4.3. Goal Measurement
Metric 1: Increase in funding and/or programmatic resources to prevent and respond to
homelessness within Diamond Bar, through direct City-funded efforts and/or community-based
efforts serving Diamond Bar residents.
• Data Sources: City Budget; SGVCOG Regional Homeless Services Coordination
Program data
• Timeline: This metric will be evaluated on an annual basis
• Internal Progress Management Lead: City Manager's Office
4.4. City Resources to Achieve Goal
Staffing time will be needed for related activities including but not limited to: planning for and
participation in Greater Los Angeles Homeless Count; coordination with countywide and
regional entities for data collection; participation in regional meetings including those convened
by SGVCOG, CES SPA leadership, LAHSA, and the Los Angeles County Homeless Initiative;
exploration and, if appropriate, pursuit of potential funding sources to enhance homelessness
response efforts.
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4.5. Major Tasks
The table below outlines the City’s major tasks to achieve Goal #4. The tasks may be adjusted
when implementation is underway to respond to emerging opportunities or extenuating
circumstances.
GOAL #4: Participate in ongoing regional and countywide strategies to develop a
more robust regional service delivery system to prevent and address
homelessness.
Supporting Action 1: Participate in SGVCOG Regional Homeless Services Coordination
Program including, but not limited to engaging in meetings with the SGVCOG’s contractor
regarding strategies to increase coordination with and between local community groups and
providers.
Major Tasks Timeline Key Roles
Participate in SGVCOG meetings related to housing
and homelessness; maintain ongoing
communications.
Ongoing Lead: City
Manager’s Office
Present updates to City Council regarding pertinent
Program efforts and outcomes.
Ongoing Lead: City
Manager’s Office,
in coordination with
other Departments
Supporting Action 2: Engage in efforts to share information, leverage resources, and
develop a more robust regional service delivery system through participation in activities
convened by LAHSA, LACDA, CES leads, and neighboring jurisdictions.
Major Tasks Timeline Key Roles
Schedule or attend meetings with regional partners
to establish formal communication channels for
sharing information and resources. Maintain ongoing
communications.
Ongoing Lead: City
Manager’s Office
Incorporate initiatives and efforts into external
communications strategies as appropriate.
Ongoing Lead: City
Manager’s Office,
in coordination with
other Departments
Supporting Action 3: Consider and, where appropriate, apply for funding partnership
opportunities for homelessness response efforts such as those that may become available
through State, County, and local sources.
Major Tasks Timeline Key Roles
Evaluate funding and partnership opportunities to
enhance local and regional homelessness response
efforts. When appropriate opportunities arise,
designate, apply for and/or seek funding resources.
Ongoing Lead: City
Manager’s Office,
in coordination with
other Departments
5.1.a
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City of Diamond Bar Homelessness Response Plan | 17
Supporting Action 4: Continue to participate in Greater Los Angeles Homeless Count.
Major Tasks Timeline Key Roles
Engage in Point-in-Time planning efforts facilitated by
LAHSA, including coordination of the City’s internal
supporting efforts and utilization of City
communication platforms to outreach potential
volunteers.
Ongoing Leads: City
Manager’s Office,
in partnership with
Public Safety,
Public Information,
and other
Departments
E. Plan Implementation Lead
The primary contact for the City of Diamond Bar’s Homelessness Response Plan is Anthony
Santos, Assistant to the City Manager.
Name Anthony Santos
Title Assistant to the City Manager
Business Address 21810 Copley Drive, Diamond Bar, CA 91765
Phone 909-839-7000
Email ASantos@DiamondBarCA.gov
F. Participation in Collaborative Efforts
As part of SPA 3 of the Los Angeles Continuum of Care, Diamond Bar connects residents to the
Los Angeles CES structure through the lead agency for each CES population: Union Station
Homeless Services (for adults and families) and Hathaway-Sycamores Child and Family
Services (for youth). Volunteers of America operates CES Access Points in nearby Pomona and
El Monte. Further, SPA 3’s outreach coordination network includes Multi-Disciplinary Teams,
Homeless Engagement Teams, a Public Spaces Team, and a Department of Mental Health
Homeless Services Team, all of whom have coverage areas that are inclusive of Diamond Bar7.
While not physically located within Diamond Bar, these CES programs provide services to
7 The Multi-Disciplinary Teams include members with generalist outreach skills and specialties in mental
health, substance use, peer, and/or medical services. The Homeless Engagement Teams include
generalist outreach members staffed by Los Angeles Homeless Services Authority (LAHSA). The Public
Spaces Teams includes generalists who provide outreach in parks, libraries, and transit stations.
5.1.a
Packet Pg. 82
City of Diamond Bar Homelessness Response Plan | 18
people residing in Diamond Bar. Between July 1, 2019 and December 31, 2019, eight people
who were staying in Diamond Bar were assessed through the CES process. Thirty-eight percent
of the households assessed were individual adults and 50% were family units. One youth (13%)
was also assessed. During the report period, three households with ties to Diamond Bar
accessed interim or emergency housing and four received Rapid Re-Housing assistance.8
The City of Diamond Bar is also a member of the SGVCOG, which works to improve the quality
of life for the more than 2 million residents residing in the San Gabriel Valley by focusing on
issues such as those related to housing stability and homelessness. As noted in the Plan,
Diamond Bar will be actively partnering with the SGVCOG to administer a new effort within the
city: the Landlord Outreach, Education, and Incentive Program. The City of Diamond Bar will
also continue to explore new opportunities through the SGVCOG, such as the upcoming
Regional Homeless Services Coordination Program, to enhance services for residents of the
city.
Additionally, the City of Diamond Bar coordinates with countywide efforts to prevent and
respond to homelessness, such as those convened through the Los Angeles County Homeless
Initiative and LAHSA.
G. County Homeless Initiative Strategies
The following table summarizes the City of Diamond Bar’s current and planned areas of
collaboration or alignment with the Los Angeles County Homeless Initiative Strategies.
Plan to
Participate
Currently
Participating County Homeless Initiative Strategies
A. PREVENT HOMELESSNESS
☒ ☐ A1. Homeless Prevention for families
☒ ☐ A5. Homeless Prevention for Individuals
B. SUBSIDIZE HOUSING
☐ ☐ B3. Partner with Cities to Expand Rapid Rehousing
8 Data from LAHSA’s Homelessness Statistics by City report; February 2020.
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City of Diamond Bar Homelessness Response Plan | 19
Plan to
Participate
Currently
Participating
County Homeless Initiative Strategies
☒ ☐ B4. Facilitate Utilization of Federal Housing Subsidies
☐ ☐ B6. Family Reunification Housing Subsidies
☐ ☐ B7. Interim/Bridge Housing for those Exiting Institutions
☐ ☐ B8. Housing Choice Vouchers for Permanent Supportive
Housing
C. INCREASE INCOME
☐ ☐ C1. Enhance the CalWORKs Subsidized Employment Program
for Homeless Families
☐ ☐ C2. Increase Employment for Homeless Adults by Supporting
Social Enterprise
☐ ☐ C4/5/6. Countywide Supplemental Security/Social Security
Disability Income and Veterans Benefits Advocacy
☐ ☐ C7. Subsidize Employment for Homeless Adults
D. PROVIDE CASE MANAGEMENT AND SERVICES
☐ ☐ D2. Jail In-Reach
☐ ☐ D5. Support for Homeless Case Managers
☐ ☐ D6. Criminal Record Clearing Project
☐ ☐ D7. Provide Services for Permanent Supportive Housing
E. CREATE A COORDINATED SYSTEM
☐ ☐ E4. First Responders Training
☐ ☐ E5. Decriminalization Policy
☐ ☐ E6. Expand Countywide Outreach System
☐ ☐ E7. Strengthen the Coordinated Entry System (CES)
☐ ☐ E8. Enhance the Emergency Shelter System
☐ ☐ E10. Regional Coordination of Los Angeles County Housing
Agencies
☐ ☐ E14. Enhance Services for Transition Age Youth
F. INCREASE AFFORDABLE/HOMELESS HOUSING
☒ ☒ F1. Promote Regional SB2 Compliance and Implementation
☐ ☐ F2. Linkage Fee Nexus Study
☒ ☒ F4. Development of Second Dwelling Units Program
☒ ☒ F5. Incentive Zoning/Value Capture Strategies
☐ ☐ F6. Using Public Land for Homeless Housing
☒ ☒ F7. Preserve and Promote the Development of Affordable
Housing for Homeless Families and Individuals
☐ ☐ F7. Housing Innovation Fund (One-time)
5.1.a
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City of Diamond Bar Homelessness Response Plan | 20
APPENDIX
A. Participating Stakeholders
The following agencies and departments provided insights and feedback regarding key
concerns related to homelessness within Diamond Bar and the surrounding region.
Participating Departments and Organizations
City Manager’s Office, City of Diamond Bar
Parks and Recreation, City of Diamond Bar
Planning Division, City of Diamond Bar
Hacienda Heights Field Office, Los Angeles County Supervisor Janice Hahn
Homeless Initiative, Los Angeles County Chief Executive Office
Sheriff’s Department, Los Angeles County
St. Denis Church
Union Station Homeless Station
United Way of Greater Los Angeles
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City of Diamond Bar Homelessness Response Plan | 21
B. LA County Homeless Initiative: Approved Strategies
Additional details on the strategies referenced in the City’s Homelessness Prevention and
Response Plan are included in the table below.
Strategy Brief Description9
A. Prevent Homelessness
A1./A5. Homeless
Prevention Program for
Families and Individuals
Develop an integrated, comprehensive homeless prevention
program for families and individuals that draws on existing
models and builds upon existing County homeless prevention
funding sources. Prevention includes rental/housing subsidies,
case management and employment services, and legal services.
B. Subsidize Housing
B4. Facilitate Utilization
of Federal Housing
Subsidies
Encourage landlord acceptance of subsidized tenants with a
Housing and Urban Development voucher issued by Los
Angeles County Development Agency.
E. Create a Coordinated System
E6. Expand Countywide
Outreach System
Leverage current outreach efforts and create a countywide
network of multidisciplinary, integrated street-based teams to
identify, engage and connect, or re-connect, households
experiencing homelessness to interim and/or permanent
housing and supportive services.
F. Increase Affordable/Homeless Housing
F1. Promote Regional SB
2 Compliance and
Implementation
Promote compliance and/or implementation of SB 2 ordinances
to identify at least one zone where emergency shelters are
permitted as a matter of right and to treat transitional and
supportive housing as a residential use of property.
F4. Development of
Second Dwelling Units
Program
Support the development of second units on single-family lots
through the review process and provide technical assistance
and incentives to homeowners in exchange for long-term
affordability covenants or participation in Section 8 program.
9 Descriptions are excerpted or summarized from Approved Strategies to Combat
Homelessness.
5.1.a
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City of Diamond Bar Homelessness Response Plan | 22
Strategy Brief Description
F5. Incentive Zoning /
Value Capture Strategies
Implement various Incentive Zoning/Value Capture strategies
(e.g., transportation infrastructure investments, zoning changes)
for potential increases in land values and profit opportunities for
private landowners, for the benefit of the public good.
F7. Preserve and
Promote the
Development of
Affordable Housing for
Homeless Families and
Individuals
Promote the development and preservation of affordable
housing for homeless families and individuals through efforts
such as the Homeless Housing Development and Preservation
program (through CDC) and the Housing Innovation Grant.
5.1.a
Packet Pg. 87
Agenda #: 5.2
Meeting Date: February 16, 2021
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: DISSOLUTION OF LANDSCAPING ASSESSMENT DISTRICT NO. 41.
STRATEGIC
GOAL:
Responsible Stewardship of Public Resources
RECOMMENDATION:
Direct staff to take necessary steps to dissolve Landscaping Assessment District No.
41.
FINANCIAL IMPACT:
The outreach component of the dissolution process would include mailing out
educational and informational materials to the property owners in the assessment
district estimated to be about $3,000. There will also be ancillary staff costs associated
with transitioning and transferring District-owned infrastructure to private property
owners and HOAs, including irrigation and water services. Adequate funds are available
in the Public Works Operating budget to cover these costs.
BACKGROUND:
The City of Diamond Bar (City) services and maintains over 12 acres of slopes, 3 acres
of brush areas, and other landscape/irrigation improvements (Improvements) in
Landscaping Assessment District No. 41 (District), which is bounded by Pathfinder
Road to the north, Brea Canyon Cutoff Road to the south, and SR 57 to the east. It
comprises 544 parcels, as shown in Attachment 1, with an annual assessment rate of
$220.50 per parcel. District No. 41 was formed in 1985 by the County of Los Angeles
prior to the City’s incorporation. The District formation made it possible for an
assessment fee to be applied on the properties benefiting from the District under the
Landscaping and Lighting Act of 1972, Part 2 of Division 15 of the California Streets and
Highways Code and Article XIIID of the California Constitution. Upon incorporation in
1989, the City assumed jurisdiction over the District.
In 1996, approval of Proposition 218 (Prop 218) by California voters added Article XIIIC
5.2
Packet Pg. 88
and Article XIIID to State’s Constitution. The effect of Proposition 218 with respect to the
District was that increases in assessment fees could no longer be approved by the City
Council and instead, required approval by way of a majority protest procedure. Under
that procedure, the assessment could not be increased unless a majority of the property
owners voting on the assessment voted in favor of the increase. The City proposed
such an increase in 2019, but it was overwhelm ingly rejected by property owners within
the District.
Due to the increase in the cost of the service over the years and the inability to increase
assessments to cover those costs, the City has been subsidizing the maintenance of
the Improvements in the District by using General Fund for over ten years. In the current
FY 2020-21, the City’s General Fund was the source for about 55 percent of the budget
allocated to the expenditures of the service in the District ($142,824 out of $264,981
total).
To date, the City Council has provided direction and taken the following steps:
March 7,
2019
Council LLAD
Subcommittee Meeting
(Councilmembers
Nancy Lyons and
Andrew Chou)
Discussed financial condition, district
maintenance and operating budget, various
options, and next steps for District 41. The
options discussed included dissolution of
the District, Prop 218 election, reduction of
service level, or continuing to subsidize at
the existing level of service.
April 16,
2019
City Council Meeting The City Council adopted a resolution to
initiate the Prop 218 process with the goal
that the property owners would support an
increase in assessments. The discussion
was focused on the Prop 218 process, plan,
and schedule.
July 16,
2019
City Council Meeting The City Council held a public hearing for
District 41. Votes were counted. Those
votes failed by significant margins.
September
17, 2019
City Council Study
Session
With the results of the Prop 218 ballot, staff
reviewed and discussed other options (i.e.,
reduced services, dissolve the districts,
maintain status quo, etc.) and requested the
City Council’s direction for both Districts 39
and 41. City Council provided direction to
reduce service levels to operate Districts 39
and 41 within available resources, with a
priority on City-owned assets and weed
abatement for public safety.
May 6, City Council LLAD The Subcommittee Reviewed the latest
5.2
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2020 Subcommittee Meeting
(Councilmembers
Andrew Chou and
Jennifer “Fred”
Mahlke)
maintenance proposals, budgets, and two
main options (Maintain General Fund
Subsidy or Dissolution of Districts 39 and
41). The Subcommittee agreed on
dissolving the districts and to follow up with
education and outreach, during the second
half of Fiscal Year 2020-21.
May 19,
2020
City Council Study
Session
As part of the Fiscal Year 2020-21 budget
discussion, the City Council discussed the
assessment districts.
Additionally, in the City’s Fiscal Year 2021 -2024 Strategic Plan, Reduction of
Subsidies in Districts 39 and 41 is listed as Key Initiative No. 1.1.2 for the Strategy of
Securing Long Term Financial Responsibility under Strategic Goal No. 1, Responsible
Stewardship of Public Resources.
ANALYSIS:
As a result of the failure of the property owners within District 41 to approve an increase
in the assessment, the City has two other options to consider for District 41. They are as
follows:
1. Dissolve District 41 and return the maintenance responsibilities to the property
owners and the HOAs.
2. City continues maintenance of District 41 with a subsidy from the General Fund.
The City has implemented and generally exhausted service reductions in an
effort to maintain District property at a cost that is more aligned with the revenues
received from the current assessment. Additional service reductions are not
proposed as they would result in property maintenance not meeting minimal
standards. A future mail-in ballot under Proposition 218 could be considered at a
later date.
Staff is proposing to take the necessary steps to dissolve Landscape District No. 41 with
the intent to turn over all landscape maintenance responsibilities to the respective
property owners no later than June 30, 2021. This will include an education and
outreach program to inform the property owners of this decision . A draft sample letter to
the property owners is provided in Attachment 2.
Unlike proceedings to form the District or increases in assessments, dissolution of the
District may be accomplished by the City Council after adoption of a resolution of intent
and then a resolution formally dissolving the District. When complete, this would result
in the current assessment of $220.50 per parcel being removed from future property tax
rolls beginning with the next Fiscal Year of 2021-22.
Once the District is dissolved, the City would not provide any services or maintenance in
the District moving forward. Private property maintenance would become the
responsibility of the underlying property owners who would be required to maintain the
5.2
Packet Pg. 90
property in accordance with City ordinances at a minimum. See attached accompanying
map for more details of the maintenance areas in Attachment 1.
Below is a tentative schedule for the dissolution process under Option 1:
February 16,
2021
City Council directs staff to move forward with the District
dissolution process.
February 17 -
April 6, 2021
City begins outreach program prior to the adoption of dissolution
resolution.
- Mail out initial notices to the property owners. A draft sample
letter is attached (Attachment 2).
- Update the District’s web page with dissolution process,
timeline, expectation.
- Create an e-subscription service for individuals interested in
being notified by email or text message of any update related
to the dissolution.
March 16,
2021
City Council adopts a resolution to declare the City’s intention to
dissolve the District.
April 6, 2021 City Council adopts a resolution to dissolve the District.
April 7 - June
30, 2021
City continues its outreach program after dissolving the District.
- Expand on relevant content on the City’s website and social
media pages on maintenance responsibilities, a new
interactive map (GIS) with layers to show boundaries of the
dissolved District, property boundaries, and brush clearance
zones.
- A dedicated online request form for property owners to
request a virtual site visit by staff who can help them identify
boundaries, vegetation maintenance, and pest control
responsibilities on an as-needed basis.
Should the City Council decide to continue maintenance of the District with General
Fund subsidies, a tentative schedule of the annual update process under Option 2 is
as follows:
April 20, 2021 City Council adopts a resolution initiating the proceedings for
Districts 38, 39, and 41 to maintain the current assessment
May 18, 2021 City Council adopts a resolution to declare the City’s intention to
levy and collect assessments for the District and to direct the
City Clerk to advertise for a public hearing to be held on June 1,
2021.
June 1, 2021 City Council adopts a resolution to levy assessments on the
District.
LEGAL REVIEW:
5.2
Packet Pg. 91
The City Attorney has reviewed and approved this item as to form.
PREPARED BY:
REVIEWED BY:
Attachments:
1. 5.2.a Map - Landscaping Assessment District No. 41
2. 5.2.b Draft Sample Outreach Letter for LAD No. 41 Dissolution
5.2
Packet Pg. 92
Attachment 1 - MAP
PUBLIC
WORKS LANDSCAPING ASSESSMENT DISTRICT NO. 41 SHEET 1 of 1
NTS
MAINTAINED AREAS (1)
Turf Areas: 17,600 sq. ft
Maintained Slope Areas: 12 ac.
Brush Areas Handwork: 3 ac.
Open Space Tractor Work: 25 ac.
Open Space Goat Work: 71 ac.
---------------------------------------------
Total Work Area: 111.5 ac.
Total area to be maintained by the
City after dissolution of the district:
0.0 ac. (2)
(1) All areas are approximate.
(2) All work areas to be maintained by
HOA after dissolution of the District.
5.2.a
Packet Pg. 93
Nancy A. Lyons Ruth M. Low Andrew Chou Stan Liu Steve Tye
Mayor Mayor Pro Tem Council Member Council Member Council Member
City of Diamond Bar I 21810 Copley Drive Diamond Bar CA 91765-4178
www.DiamondBarCA.gov I (909) 839-7000
{date}
{Name}
{Address 1}
{Address 2}
{City}, {State} {Zip}
RE:INTENT TO DISSOLVE LANDSCAPE DISTRICT 41
Dear Property Owner (Landscape District 41):
In 2019, the City of Diamond Bar notified all 554 parcel/property owners within
Landscape District 41 of insufficient funding to continue maintaining the grass,
shrubs, groundcover, trees and fire brush clearance within the District (see
attached map). This was followed by an informational mailer and a community
meeting to provide additional information about the funding deficit and a
proposed increase in annual property tax assessments to make it solvent again.
In keeping with the legal requirements of Proposition 218 (Article XIII.D of the
California Constitution) the City held an election by mail-in ballot in July 2019
that asked property owners whether or not to approve an increase in
assessments to bring revenues in line with on -going maintenance costs. The
proposed assessment failed by a vote of 135 (74.6%) opposed to 46 (25.4%) in
favor out of a total 181 weighted votes that were cast by property owners
within the District.
As you may know, District 41 was formed in the mid -1980’s by the original
developer and the County of Los Angeles with the intent that the maintenance
costs would be self-sustaining. The current property tax assessment is $220.50
per parcel was established at the District’s formation and has never been
increased. Upon cityhood in 1989, Diamond Bar assuming the maintenance
5.2.b
Packet Pg. 94
Intent to Dissolve Landscape District 41
{date}
Page 2
role from the County. For many years now, the District has operated at a deficit
to cover even the most basic level of services such as fire brush clearance, weed
and pest control, and irrigation. Currently the City subsidizes approximately 54%
of the annual maintenance costs.
In short, the City can no longer provide landscape services on private property at
these highly subsidized levels. As a result, the City intends to dissolve Landscape
District 41 and return landscape maintenance responsibilities back to the
respective property owners. Over the next few months, City Staff will being taking
the necessary steps to dissolve Landscape District 41 with the intent to turn over
all landscape maintenance responsibilities no later than June 30, 2021. When
complete, this will allow for the current assessments of $220.50 per parcel to be
removed from future property tax rolls beginning with the next 2021/2022 fiscal
year.
Thank you in advance for your prompt attention and cooperation as we work to
make the transition as smooth as possible. Additional information and updates
will be provided on the City’s website at __________. Should you have any
questions or need additional information, please do not hesitate to contact
______ at ________.
Sincerely,
Daniel Fox
City Manager
Attachment: Landscape District 41 Map
5.2.b
Packet Pg. 95
Agenda #: 5.3
Meeting Date: February 16, 2021
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: DISSOLUTION OF LANDSCAPING ASSESSMENT DISTRICT NO. 39.
STRATEGIC
GOAL:
Responsible Stewardship of Public Resources
RECOMMENDATION:
Direct staff to take the necessary steps to dissolve Landscaping Assessment District
No. 39.
FINANCIAL IMPACT:
The outreach component of the dissolution process would include mailing out
educational and informational materials to the property owners in the assessment
district estimated to be about $6,000. There will also be ancillary staff costs associated
with transitioning and transferring District-owned infrastructure to private property
owners, including irrigation and water services. Adequate funds are available in the
Public Works Operating Budget to cover these costs.
BACKGROUND:
The City of Diamond Bar (City) services and maintains five (5) mini-parks, 15 acres of
slopes, 39 acres of open space areas, and other landscape/irrigation improvements
(Improvements) in Landscaping Assessment District No. 39 (District), which is bound on
the west by Diamond Bar Boulevard and on the east by City limits. It comprises 1,249
parcels, as shown in Attachment 1, with an annual assessment rate of $236 per parcel.
District No. 39 was formed in 1985 by the County of Los Angeles prior to the City’s
incorporation. The District formation made it possible for an assessment fee to be
applied on the properties benefiting from the District under the Landscaping and
Lighting Act of 1972, Part 2 of Division 15 of the California Streets and Highways Code
and Article XIIID of the California Constitution. Upon incorporation in 1989, the City
assumed jurisdiction over the District.
In 1996, approval of Proposition 218 (Prop 218) by California voters added Article XIIIC
5.3
Packet Pg. 96
and Article XIIID to State’s Constitution. The effect of Proposition 218 with respect to the
District was that increases in assessment fees could no longer be approved by the City
Council and instead, required approval by way of a major ity protest procedure. Under
that procedure, the assessment could not be increased unless a majority of the property
owners voting on the assessment voted in favor of the increase. The City proposed
such an increase in 2019, but it was overwhelmingly rejected by property owners within
the District.
Due to the increase in the cost of the service over the years and the inability to increase
assessments to cover those costs, the City has been subsidizing the maintenance of
the Improvements in the District by using the General Fund for over ten years. In the
current FY 2020-21, the City’s General Fund is the source for over 20 percent of the
budget allocated to the expenditures of the service in the District ($80,984 out of
$375,748 total).
To date, the City Council has provided direction and taken the following steps:
March 7,
2019
Council LLAD
Subcommittee Meeting
(Councilmembers
Nancy Lyons and
Andrew Chou)
Discussed financial condition, district
maintenance and operating budget, various
options, and next steps for District 41. The
options discussed included the dissolution
of the District, Prop 218 election, reduction
of service level, or continuing to subsidize at
the existing level of service.
April 16,
2019
City Council Meeting The City Council adopted a resolution to
initiate the Prop 218 process with the goal
that the property owners would support an
increase in assessments. The discussion
was focused on the Prop 218 process, plan,
and schedule.
August 6,
2019
City Council Meeting The City Council held a public hearing for
District 39. Votes were counted. Those
votes failed by significant margins.
September
17, 2019
City Council Study
Session
With the results of the Prop 218 ballot, staff
reviewed and discussed other options (i.e.,
reduced services, dissolve the districts,
maintain status quo, etc.) and requested the
City Council’s direction for both Districts 39
and 41. City Council provided direction to
reduce service levels to operate Districts 39
and 41 within available resources, with a
priority on City-owned assets and weed
abatement for public safety.
May 6,
2020
City Council LLAD
Subcommittee Meeting
The Subcommittee reviewed the latest
maintenance proposals, budgets, and two
5.3
Packet Pg. 97
(Councilmembers
Andrew Chou and
Jennifer “Fred”
Mahlke)
main options (Maintain General Fund
Subsidy or Dissolution of Districts 39 and
41). The Subcommittee agreed on
dissolving the districts and to follow up with
education and outreach during the second
half of Fiscal Year 2020-21.
May 19,
2020
City Council Study
Session
As part of the Fiscal Year 2020-21 budget
discussion, the City Council discussed the
assessment districts.
Additionally, in the City’s Fiscal Year 2021-24 Strategic Plan, Reduction of Subsidies
in Districts 39 and 41 is listed as Key Initiative No. 1.1.2 for the Strategy of Securing
Long Term Financial Responsibility under Strategic Goal No. 1, Responsible
Stewardship of Public Resources.
ANALYSIS:
As a result of the failure of the property owners within District 39 to approve an
increase in the assessment, the City has two other options to consider for District 39.
They are as follows:
1. Dissolve District 39 and return the maintenance responsibilities to the property
owners. Under this scenario, the City would be required to fund the
maintenance of the five (5) public mini-parks and trails within District 39 from
other City funds, primarily the General Fund.
2. City continues maintenance of District 39 with a subsidy from the General
Fund. The City has implemented and generally exhaust ed service reductions in
an effort to maintain District property at a cost that is more aligned with the
revenues received from the current assessment. Additional service reductions
are not proposed as they would result in property maintenance not meeting
minimal standards. A future mail-in ballot under Proposition 218 could be
considered at a later date.
Staff is proposing to take the necessary steps to dissolve Landscape District No. 39
with the intent to turn over all landscape maintenance responsibilit ies to the respective
property owners no later than June 30, 2021. This will include an education and
outreach program to inform the property owners of this decision. A sample draft letter
to the property owners is provided in Attachment 2.
Unlike proceedings to form the District or increases in assessments, dissolution of the
District may be accomplished by the City Council after adoption of a resolution of
intent and then a resolution formally dissolving the District. When complete, this
would result in the current assessment of $236 per parcel being removed from future
property tax rolls beginning with the next Fiscal Year of 2021-22.
Once the District is dissolved, the City would not provide any services or maintenance
in the District moving forward, with the exception of City-owned public trails and the
5.3
Packet Pg. 98
five (5) mini-parks. Private property maintenance would become the responsibility of
the underlying property owners who would be required to maintain the property in
accordance with City ordinances at a minimum. See attached accompanying map for
more details of the maintenance areas in Attachment 1.
Below is a tentative schedule for the dissolution process under Option 1:
February 16,
2021
City Council directs staff to move forward with the District
dissolution process.
February 17 -
April 6, 2021
City begins outreach program prior to the adoption of
dissolution resolution.
- Mail out initial notices to the property owners. A draft sample
letter is attached (Attachment 2).
- Update the District’s web page with dissolution process,
timeline, expectation.
- Create an e-subscription service for individuals interested in
being notified by email or text message of any update
related to the dissolution.
March 16,
2021
City Council adopts a resolution to declare the City’s intention to
dissolve the District.
April 6, 2021 City Council adopts a resolution to dissolve the District.
April 7 - June
30, 2021
City continues its outreach program after dissolving the District.
- Expand on relevant content on the City’s website and social
media pages on maintenance responsibilities, a new
interactive map (GIS) with layers to show boundaries of the
dissolved District, property boundaries, and brush clearance
zones.
- A dedicated online request form for property owners to
request a virtual site visit by staff who can help them identify
boundaries, vegetation maintenance, and pest control
responsibilities on an as-needed basis.
Should the City Council decide to continue maintenance of the District with General
Fund subsidies, a tentative schedule of the annual update process under Option 2 is
as follows:
April 20, 2021 City Council adopts a resolution initiating the proceedings for
Districts 38, 39, and 41 to maintain the current assessment.
May 18, 2021 City Council adopts a resolution to declare the City’s intention to
levy and collect assessments for the District and to direct the
City Clerk to advertise for a public hearing to be held on June 1,
2021.
June 1, 2021 City Council adopts a resolution to levy assessments on the
District.
5.3
Packet Pg. 99
LEGAL REVIEW:
The City Attorney has reviewed and approved this item as to form.
PREPARED BY:
REVIEWED BY:
Attachments:
1. 5.3.a Map - Landscaping Assessment District No. 39
2. 5.3.b Draft Sample Outreach Letter for LAD No. 39 Dissolution
5.3
Packet Pg. 100
Attachment 1 - MAP
PUBLIC
WORKS LANDSCAPING ASSESSMENT DISTRICT NO. 39 SHEET 1 of 1
NTS
MAINTAINED AREAS (1)
Five (5) Mini-Parks: 6.95 ac. (2)
Maintained Slope Areas: 14.67 ac. (3)
Brush Areas: 38.73 ac. (3)
Open Space Tractor Work: 14 ac. (4)
-------------------------------------------------
Total Work Area: 74.35 ac.
Total Area to stay with the City after
dissolution: 17.95 ac.
(1) All areas are approximate.
(2) To be maintained by the City after
dissolution of the District.
(3) To be maintained by HOA or private owner
after dissolution of the District.
(4) 11 ac. of the area to be maintained by the
City and 3 ac. by HOA or private owner
after dissolution of the District.
5.3.a
Packet Pg. 101
Nancy A. Lyons Ruth M. Low Andrew Chou Stan Liu Steve Tye
Mayor Mayor Pro Tem Council Member Council Member Council Member
City of Diamond Bar I 21810 Copley Drive Diamond Bar CA 91765-4178
www.DiamondBarCA.gov I (909) 839-7000
{date}
{Name}
{Address 1}
{Address 2}
{City}, {State} {Zip}
RE:INTENT TO DISSOLVE LANDSCAPE DISTRICT 39
Dear Property Owner (Landscape District 39):
In 2019, the City of Diamond Bar notified all 1,249 parcel/property owners within
Landscape District 39 of insufficient funding to continue maintaining the grass,
shrubs, groundcover, trees and fire brush clearance within the District (see
attached map). This was followed by an informational mailer and a community
meeting to provide additional information about the funding deficit and a
proposed increase in annual property tax assessments to make it solvent again.
In keeping with the legal requirements of Proposition 218 (Article XIII.D of the
California Constitution) the City held an election by mail-in ballot in July 2019
that asked property owners whether or not to approve an increase in
assessments to bring revenues in line with on -going maintenance costs. The
proposed assessment failed by a vote of 378 (78.6%) opposed to 103 (21.4%) in
favor out of a total 481 weighted votes that were cast by property owners
within the District.
As you may know, District 39 was formed in the mid -1980’s by the original
developer and the County of Los Angeles with the intent that the maintenance
costs would be self-sustaining. The current property tax assessment is $236 per
parcel was established at the District’s formation and has never been
increased. Upon cityhood in 1989, Diamond Bar assuming the maintenance
5.3.b
Packet Pg. 102
Intent to Dissolve Landscape District 41
{date}
Page 2
role from the County. For many years now, the District has operated at a deficit
to cover even the most basic level of services such as fire brush clearance, weed
and pest control, and irrigation. Currently the City subsidizes over 20% of the
annual maintenance costs.
In short, the City can no longer provide landscape services on private property at
these highly subsidized levels. As a result, the City intends to dissolve Landscape
District 39 and return landscape maintenance responsibilities back to the
respective property owners. Over the next few months, City Staff will be taking
the necessary steps to dissolve Landscape District 39 with the intent to turn over
all landscape maintenance responsibilities no later than June 30, 2021. When
complete, this will allow for the current assessments of $236 per parcel to be
removed from future property tax rolls beginning with the next 2021/2022 fiscal
year.
Thank you in advance for your prompt attention and cooperation as we work to
make the transition as smooth as possible. Additional information and updates
will be provided on the City’s website at __________. Should you have any
questions or need additional information, please do not hesitate to contact
______ at ________.
Sincerely,
Daniel Fox
City Manager
Attachment: Landscape District 39 Map
5.3.b
Packet Pg. 103
Agenda #: 5.4
Meeting Date: February 16, 2021
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: FISCAL YEAR 2020/2021 MID-YEAR BUDGET REVIEW.
STRATEGIC
GOAL:
Responsible Stewardship of Public Resources
RECOMMENDATION:
Adopt Resolution No. 2021-05 amending the Fiscal Year 2020/2021 Municipal Budget
revenue estimates and appropriations.
FINANCIAL IMPACT:
The Fiscal Year (FY) 2020/2021 Mid-Year budget review proposes an overall decrease
in estimated resources of $699,443 for all funds, and an overall decrease in
appropriations of $1,446,555 for all funds. This results in an estimated increase in the
General Fund balance of $35,377 and an overall savings in all funds by $747,112.
The proposed revisions to the revenue and appropriations estimates are incl uded in the
attached Resolution; Exhibit A (Attachment 2), and are discussed throughout the report
as summarized below:
Fund Resources Appropriations
General Fund <$619,146> <$689,063>
Special Revenue & Internal Services Funds <$119,926> <$797,121>
Capital improvement Projects $39,629 $39,629
Total <$699,443> <$1,446,555>
BACKGROUND:
The City Council adopted Resolution No. 2020 -17 on June 16, 2020 approving the FY
20/21 Municipal Budget. The City Council has approved additional appropriations and
carry-over requests from FY 19/20 on October 6, 2020 and as they have occurred
throughout the year. It is City policy for staff and the City Council to periodically review
5.4
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the annual budget and make any additional adjustments as deemed necessary. St aff
has completed its mid-year review of the FY 20/21 budget performance, revenue and
expenditure trends, and Capital Improvement Project status. Based on that review, a
Resolution amending the FY 20/21 City Budget is proposed for City Council
consideration.
ANALYSIS:
At the time of the adoption of the FY 2020/2021 budget, the Country was in the middle
of a global pandemic which brought extreme financial uncertainty to the local economy.
Staff made financial projections based on assumptions that were unprecedented. We
have now reached the half-way point in the fiscal year and further adjustments are
necessary in order to reflect the current state of the economy.
Notable adjustments to General Fund revenue include better than anticipated sales tax
revenue which will be adjusted upward by $500,000. Building permit activity is higher
than anticipated by $125,970. Unfortunately, with the pandemic continuing longer than
originally projected, other revenue sources will need to be adjusted downward. The se
revenue sources include decreases in Transient Occupancy Tax (<$356,250>), parking
and vehicle fines (<$125,625>), Parks & Recreation fee programs (<$347,500>) and
Diamond Bar Center and Field & Facility rental revenue (<$589,500>).
There will also be reductions in General Fund expenditures due to suspended programs
and services. Parks & Recreation expenditures are being reduced by $810,808.
Increases to General Fund expenditures are due mainly to reduced salary charges to
special revenue funds and therefore increased salary costs to the General Fund.
The City’s current adjusted General Fund Budget for FY 20/21 shows anticipated
resources of $26,839,553. It is recommended that the resource estimate be decreased
by $619,146 to $26,220,407. The current approved General Fund appropriations
budget totals $26,139,582. It is recommended that this budget be decreased by
$689,063 to $25,450,519. In addition, the use of fund balance reserves is being
increased by $34,540. This increase is due to an increase in the subsidy to the Lighting
and Landscape Assessment Districts related to water usage. The recommended
changes in the estimated resources and appropriations will result in an increase to the
estimated General Fund reserve balance by $35,377 to $22,305,239 at the end of the
fiscal year.
5.4
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Current Budget Amendment Adjusted Budget
Resources
Annual Revenue $25,186,122 ($653,686)$24,532,436
Use of Fund Balance Reserve 1,653,431 34,540 1,687,971
Total Resources $26,839,553 ($619,146)$26,220,407
Total Appropriations 26,139,582 (689,063)25,450,519
Impact to Fund Balance $699,971 $69,917 $769,888
Unreserved Fund Balance @ Beg of FY $23,223,322 $23,223,322
Less Uses of Unreserved Fund Bal (1,653,431)(34,540)(1,687,971)
Estimated Unreserved Fund Bal @ End of FY $22,269,862 $35,377 $22,305,239
General Fund Revenues:
In preparation for the mid-year budget review, staff examined the City’s revenue
sources to ensure valid revenue estimates based on current trends and activi ties.
Below is a summary of proposed changes to the General Fund revenue estimates.
Revenue Source Amount Description
Other Taxes $212,500 Increase based on actual collections to
date in Sales Tax revenue ($500,000),
Property Transfer Tax ($68,750) offset
by a reduction in Transient Occupancy
Tax (<$356,250>).
State Subventions $70,484 Increased based on actual collections
for Property Tax In Lieu of VLF
Fines and Forfeitures <$125,625> Decrease based on lower Vehicle
Code Fines (<$45,000>) and Parking
Fines (<$80,625>).
Current Service Charges <$76,530> Decrease based on additional Building
Permit Revenue ($125,970),
Engineering Fees ($138,000),
Industrial Waste Fees ($7,000) offset
by a reduction in Parks & Recreation
fee programs (<$347,500>).
Use of Money & Property <$672,390> Decrease based on a decrease in
facility rental activity at the DBC
(<$555,000>), Field & Facility rentals
(<$34,500>) and lower investment
earnings (<$82,890>).
Cost Reimbursements <$62,125> Cost Reimbursement from Calvary
Chapel for Sheriff’s Dept. services.
Use of General Fund
Reserves
$34,540 Increase in anticipated need for GF
subsidies to the LLAD’s ($34,540).
Total $619,146
5.4
Packet Pg. 106
General Fund Appropriations:
When the budget was adopted in June 2020 the General Fund appropriations totaled
$25,811,159 which included the use of Fund Balance reserves ($532,731) for Capital
Improvement Projects and the subsidy to the Lighting and Landscape Districts and
Emergency Contingency Funding ($850,000). Prior to these proposed mid-year budget
amendments, the City Council had authorized FY 19/20 carryovers and additional
appropriations in the amount of $328,423 for a total of $26,139,582.
The following are the highlights of the proposed changes in the General Fund
appropriations:
Department Amount Description
City Council <$9,000> Voluntary reduction of car allowance for
an additional six months.
City Manager $3,210 Increase in GF Salary & Benefits
($33,100) due to lower Prop A & Prop C
charges, decrease in Part Time Salaries
(<$7,390>) due to lower costs for interns,
a decrease in printing costs (<$900>), an
increase in publication costs for public
hearing advertisements ($900), and a
decrease in the cost of renting AQMD
facilities for Council meetings (<$22,500>).
Finance $52,800 Increase in GF Salary & Benefits due to
lower Transit/Prop A activity.
Information Systems $19,125 Increase in GF Salary & Benefits ($7,325)
due to lower Prop A & Prop C charges and
increased computer maintenance costs
($14,600).
Public Safety <$158,875> Decrease due to lower Special Events
activity (<$62,125>) and Crossing Guard
costs (<$96,750>).
Community Development -
Planning
<$15,000> Salary savings for Associate Planner.
Community Development
– Building & Safety
$81,170 Increase in Part Time Salaries ($5,250)
and Contract Services ($75,920) which is
based on increased building permit activity
(RKA costs). This is offset by an increase
in building permit revenue.
Parks & Recreation –
Diamond Bar Center
<$418,550> Lower Salaries & Overtime (<$324,850>),
Operating Supplies (<$6,700>), Printing
(<$12,000>), Electric Utility Costs
(<$30,000>) and Security (<$45,000>).
Parks & Recreation –
Recreation
<$392,258> Lower Salaries & Overtime (<$179,446>),
Operating Supplies (<$37,600>), Printing
(<$4,362>), Rental/Lease of Property
(<$33,900>), Special Events (<$44,950>)
5.4
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and Contract Class instructor costs
(<$92,000>).
Public Works –
Administration
$48,910 Increase in GF Salary & Benefits
($41,910) due to lower Prop A & Prop C
charges and an increase in Contract
Services – Industrial Waste ($7,000).
Public Works –
Engineering
19,465 Increase in GF Salary & Benefits
($22,465) due to lower Prop A & Prop C
charges offset by a decrease in
Professional Services – Traffic
(<$3,000>).
Public Works – Civic
Center
$2,000 Increase in Gateway Center association
fees ($2,000) and Water Utility costs
($5,000) offset by a decrease in Gas Utility
costs (<$5,000>)
Public Works – Parks &
Facilities
$40,000 Increase in Water Utility costs due to lack
of rain.
Public Works – Road
Maintenance
$3,000 Increase in Contract Services – Traffic
Signals
Transfers Out $34,940 General Fund subsidy to LLAD #39 and
#41 are increased ($34,540) and an
increase in the transfer to the Debt Service
Fund ($400)
Total <$689,063>
Special Revenue and Internal Service Funds:
The following table summarizes the proposed changes in revenue and expenditures for
the Special Revenue and Internal Service Funds.
Fund Revenue Expenditure Description
COVID-19 Fund $31,142 Increase to FEMA revenue
due to actual receipt
($31,142).
Measure W Fund $29,702 <$34,500> Increase to Measure W
revenue
estimates($29,702).
Decrease to Salary &
Benefits charges
(<$34,500>).
Road Maintenance
& Rehabilitation Act
(RMRA) Fund
$42,709 Increase to RMRA revenue
estimates ($37,909) and
investment income
($4,800).
Measure R Fund <$2,000> Decrease to investment
income.
5.4
Packet Pg. 108
Gas Tax <$26,861> Decrease to Gas Tax
revenue estimates
(<$25,361>) and
investment income
(<$1,500>)
Proposition A <$550,000> <$799,350> Decrease to Transit Pass
Sales (<$550,000>).
Decrease to Salary &
Benefits (<$58,800>),
Contract Services – Senior
Programs (<$30,550>),
Transit Fares (<$550,000>)
and Transit Subsidy
(<$160,000>).
Proposition C <$1,500> <81,500> Decrease to investment
income (<$1,500>)
Decrease to Salary &
Benefits (<$81,500>)
MTA Grant Fund $320,852 Appropriation of unearned
revenue from FY 19/20
($320,852).
CDBG Fund $17,090 $3,823 Appropriation of unearned
revenue from FY 19/20
($17,090).
Transfer Out – CIP Fund
for final invoices on Area 1
ADA Curb Ramp project
($3,823).
LLAD #38 $18,000 Increase in water utility
costs ($18,000).
LLAD #39 $15,000 $15,000 Increase in Transfer In –
General Fund ($15,000)
and increase in water utility
costs ($15,000).
LLAD #41 $19,540 Increase in Transfer In –
General Fund ($19,540) for
costs previously carried
over and appropriated.
Traffic Mitigation
Fund
<$11,000> Decrease to investment
income
Sewer Mitigation
Fund
<$900> Decrease to investment
income
Integrated Waste
Management Fund
<$4,400> Reduction in promotional
supplies (<$1,200>) and
Professional Services
(<$3,200>).
Quimby Fund <$2,000> $16,819 Decrease to investment
income (<$2,000>)
5.4
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Transfer Out – CIP Fund
for Canyon Loop Trail
($16,819).
Park Development
Fund
<$500> $18,987 Decrease to investment
income (<$500>).
Transfer Out – CIP Fund
for Canyon Loop Trail
($18,987)
Prop A – Safe
Parks
<$600> Decrease to investment
income.
PEG Fees Fund $1,000 Increase to investment
income.
Debt Service Fund $0 Decrease to investment
income (<$400>) and
increase in Transfer In –
General Fund ($400)
Building Facility &
Maintenance Fund
<$1,600> $50,000 Reduction in investment
income (<$1,600>)
Increase in appropriations
for Indoor Air Quality
Project.
Total <$119,926> <$797,121>
Capital Improvement Fund
The revenue (transfers in) and appropriations in this fund have been increased by
$39,629. The related projects are listed below:
Project Revenue Expenditure Description
Area 1 – ADA Curb
Ramp Project
(#SI19100)
$3,823 $3,823 Appropriation for payment
of final project invoices
Canyon Loop Trail
Design (#FP17500)
$35,806 $35,806 Appropriation of different
funding sources due to
grant funds and Measure
W funds unavailable for
design costs.
Total $39,629 $39,629
PREPARED BY:
5.4
Packet Pg. 110
REVIEWED BY:
Attachments:
1. 5.4.a Resolution No. 2021-05
2. 5.4.b Exhibit A - Fund Balance
5.4
Packet Pg. 111
RESOLUTION NO. 2021-05
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DIAMOND
BAR AMENDING THE FISCAL YEAR 2020/2021 MUNICIPAL BUDGET
WHEREAS, the City Council adopted Resolution No. 2020-17 approving and
adopting a budget for the City of Diamond Bar for the Fiscal Year commencing July 1,
2020 and ending June 30, 2021 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 may choose to amen d the Budget from time to time
throughout the fiscal year; and
WHEREAS, an Amendment to the Budget has been presented to the City Council
for consideration; and
WHEREAS, all legal prerequisites to the adoption of this Resolution have
occurred.
NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Diamond
Bar as follows:
Section 1. The City Council hereby approves amendments to the FY 20-21
Municipal Budget as set forth in the attached Exhibit A.
Section 2. There are hereby appropriated for obligations and expenditures by the
City Manager the amounts shown on the attached Exhibit A. All obligations and
expenditures shall be incurred and made in the manner provided by the provisions of
State law and City ordinances and resolutions applicable to purchasing and contracting.
PASSED, ADOPTED AND APPROVED this 16th day of February, 2021.
_________________________
Nancy A. Lyons, Mayor
5.4.a
Packet Pg. 112
Resolution No. 2021-05
2
ATTEST:
I, Kristina Santana, City Clerk of the City of Diamond Bar, do hereby certify that
the foregoing Resolution was passed, adopted and approved at a regular meeting of the
City Council of the City of Diamond Bar held on the 16th day of February, 2021, by the
following vote:
AYES: COUNCIL MEMBERS:
NOES: COUNCIL MEMBERS:
ABSENT: COUNCIL MEMBERS:
ABSTAINED: COUNCIL MEMBERS:
______________________________
Kristina Santana, City Clerk
5.4.a
Packet Pg. 113
Exhibit A
Fund #Fund Title
FB Reserves
@ 06/30/20 Revenues Transfers In Mid-Year Adj
Mid-Year
Transfers In
Total
Resources Expenses Transfers Out Mid-Year Adj
Mid-Year
Transfers Out Total Uses
FB Reserves
@ 06/30/21
100 General Fund 23,223,322 23,857,594 1,328,528 (653,686) 47,755,758 23,657,153 2,482,429 (724,003) 34,940 25,450,519 22,305,239
101 Com Organization Support Fund - 20,000 20,000 20,000 20,000 -
102 Law Enforcement Reserve Fund 1,045,106 - - 1,045,106 161,874 161,874 883,232
103 General Plan Revision Fund 90,528 - 90,528 75,364 75,364 15,164
104 Technology Reserve Fund 158,817 53,885 212,702 - 212,702
105 OPEB Reserve Fund 158,618 - 158,618 20,000 88,000 108,000 50,618
106 COVID-19 Recovery Fund - 705,972 31,142 737,114 705,972 705,972 31,142
201 Measure W Local Return Fund - 800,000 29,702 829,702 262,579 (34,500) 228,079 601,623
202 Road Maintenance & Rehab (RMRA)2,036,555 1,007,146 42,709 3,086,410 2,076,811 2,076,811 1,009,599
203 Measure M Fund 761,185 861,928 1,623,113 380,019 380,019 1,243,094
204 Measure R Fund 139,637 757,485 (2,000) 895,122 45,000 45,000 850,122
205 Gas Tax Fund 12,742 1,351,727 (26,861) 1,337,608 1,036,000 1,036,000 301,608
206 Prop A - Transit Fund 878,599 1,971,364 (550,000) 2,299,963 2,386,052 53,500 (799,350) 1,640,202 659,761
207 Prop C - Transit Fund 1,200,843 1,020,709 (1,500) 2,220,052 554,694 346,185 (81,500) 819,379 1,400,673
208 MAP-21 Fund 363 - 363 - 363
209 SB821 Trails (TDA)- 117,713 117,713 100,787 100,787 16,926
210 MTA Grants Fund (320,852) - 320,852 (0) - (0)
225 Community Dev Block Grant Fd (13,267) 470,152 17,090 473,975 470,152 3,823 473,975 -
226 CASP (SB1186) Fund 21,666 8,200 29,866 - 29,866
238 Landscape Maint Dist - 38 36,672 276,330 208,923 521,925 485,253 18,000 503,253 18,672
239 Landscape Maint Dist - 39 - 294,764 80,984 15,000 390,748 375,748 15,000 390,748 -
241 Landscape Maint Dist - 41 - 122,157 142,824 19,540 284,521 284,521 284,521 -
245 Street Beautification 333,060 3,800 336,860 - 336,860
246 Traffic Mitigation Fund 7,185,552 941,910 (11,000) 8,116,462 40,000 40,000 8,076,462
247 Sewer Mitigation Fund 52,664 1,500 (900) 53,264 - 53,264
248 Tres Hermanos Fund 53,125 38,000 91,125 71,000 71,000 20,125
250 Integrated Waste Mgt Fund 1,367,069 588,737 1,955,806 516,204 10,000 (4,400) 521,804 1,434,002
251 Air Quality Improvement Fd 146,703 76,000 222,703 96,000 24,930 120,930 101,773
252 Waste Hauler Fund 34,229 141,300 175,529 - 175,529
253 Used Oil Grant 31,743 15,735 47,478 15,500 15,500 31,978
254 Beverage Recycling Grant 70,526 15,070 85,596 14,300 14,300 71,296
255 Local Roadway Safety Program - 72,000 72,000 72,000 72,000 -
256 Hazard Mitigation Grant Fund - 45,000 15,000 60,000 60,000 60,000 -
260 Park Fees (Quimby) Fd 124,493 3,500 (2,000) 125,993 56,875 16,819 73,694 52,299
261 Meas A - Neighborhood Park Measure - 231,000 231,000 - 231,000
262 Park & Facility Development Fd 18,987 700 41,835 (500) 61,022 18,987 18,987 42,035
263 Prop A - Safe Neighborhood Pks Fd 3,858 600 (600) 3,858 - 3,858
270 PEG Fees Fund 448,636 104,000 1,000 553,636 55,000 55,000 498,636
280 Citizens Option for Public Sfty Fd 337,996 103,800 441,796 10,000 120,654 130,654 311,142
281 CA Law Enforcement Eq Fund 8,070 100 8,170 8,126 8,126 44
301 Capital Improvement Project Fd (17,228) 192,205 3,357,329 39,629 3,571,935 3,549,534 39,629 3,589,163 (17,228)
401 Debt Service Fund 19 400 867,006 (400) 400 867,425 867,406 867,406 19
501 Self Insurance Fund 1,002,894 7,500 504,500 1,514,894 512,000 512,000 1,002,894
502 Vehicle Maint & Replacement Fund 272,616 3,500 172,150 448,266 296,028 296,028 152,238
503 Equipment Maint & Repl Fd 1,586,295 15,000 91,150 1,692,445 858,345 858,345 834,100
504 Building Facility & Maint Fund 288,473 46,835 241,835 (1,600) 575,543 211,800 175,000 50,000 436,800 138,743
601 OPEB Trust Fund 455,794 15,100 88,000 558,894 - 558,894
Grand Totals 43,236,106 36,302,418 7,198,064 (808,552) 74,569 86,002,605 36,510,731 7,198,064 (1,521,124) 74,569 42,262,240 43,740,365
City of Diamond Bar
Fiscal Year 2020-2021 Budget
Resources Uses
5.4.b
Packet Pg. 114
1
Kristina Santana
From:Allen J. Wilson <allenw2001@yahoo.com>
Sent:Wednesday, February 10, 2021 8:34 AM
To:Kristina Santana
Cc:Allen Wilson; Dan Fox
Subject:February 16, 2021 - City Council Meeting Public Comments
CAUTION: This message originated outside of our City of Diamond Bar network.
Kristina:
I am requesting that my public comments be read at the February 16, 2021 City Council Meeting:
It has been almost a year that the city council had telephonic meetings.
It is getting old which is discriminatory against the disabled community especially the deaf
and hard of hearing for accessibility of an interpreter.
You owe the community to return to the AQMD Auditorium which is large enough to accommodate six
foot social distancing and the dais is large enough for the five councilmembers for the public to see
deliberations of municipal business and not hide behind a telephone.
The AQMD auditorium has the technical resources for the public to see each of you via
cameras which has been used long before the pandemic has started.
Recently, the Voice of OC published an article regarding Placentia-Yorba Linda USD
parents pleading the board to switch from telephone to zoom meetings.
To quote from one parent who told the trustees during public comments:
“My mom’s knitting club in Laguna woods,
where the average age is 75.6 years, has
somehow found the IT chops to meet on Zoom
once a week so the inability of this board to
broadcast its meetings especially during a
pandemic is concerning."
Therefore, let that quote sink in because our municipal government budget of $30M surely
can find resources to return to the AQMD Auditorium safely.
If front line workers at our local grocery stores, food services and other essential services can perform
their essential jobs then surely this council can do the same because as an elected official your job
should be essential enough to advocate for transparent visible government meetings for the public.
Regards,
Allen Wilson
2
Diamond Bar Resident
The Placentia-Yorba Linda Unified School District is Not Video Broadcasting Meetings, so Parents Are
The Placentia-Yorba Linda Unified School District is
Not Video Broadcast...
As pressure to live stream board of education meetings
continues, the trustees could take up the topic at their ...
To help protect your priv acy, Microsoft Office prevented automatic download of this picture from the Internet.
1
Kristina Santana
From:Andrew Zhang <zhang.andrew992@gmail.com>
Sent:Wednesday, February 10, 2021 12:24 PM
To:Kristina Santana
Subject:Hero Pay for Grocery Workers
CAUTION: This message originated outside of our City of Diamond Bar network.
Dear council members,
My name is Andrew Zhang and I am a Diamond Bar resident. As you probably know, the ongoing COVID‐19 pandemic
has put the health and safety of many at risk. In particular, grocery store employees find themselves working long hours
in indoor settings full of people‐‐conditions that can serve as a breeding ground for virus as evidenced by the many cases
of COVID‐19 linked to grocery stores. On top of that, the pandemic has created all kinds of economic hardships that
disproportionately impact the working class. In this time of suffering and danger, grocery workers deserve better than
empty words of performative acknowledgement while the essential nature of grocery shopping means that grocery
stores are seeing record profits. It is imperative that we deliver for the people that deliver for us, which is why I ask that
the city council follow in the steps of cities like Irvine and Los Angeles in implementing a Hero Pay
ordinance. https://voiceofoc.org/2021/02/irvine‐becomes‐first‐city‐in‐orange‐county‐to‐approve‐hero‐pay‐for‐grocery‐
workers/
There is no doubt that this is an issue that should be placed on the council's agenda. Thank you for your consideration.
Sincerely,
Andrew Zhang
To help protect your privacy, Microsoft Office prevented automatic download of this picture from the Internet.
ᐧ
1
Kristina Santana
From:Adrienne Cotterell <alcqa@verizon.net>
Sent:Wednesday, February 10, 2021 10:21 PM
To:Kristina Santana
Subject:FOR PUBLIC COMMENT
CAUTION: This message originated outside of our City of Diamond Bar network.
Comments to be read at the February 16, 2021 City Council Meeting. Thank you.
I completely support the health and safety of our City Council Members, the City Manager, and staff and understand
why City Council meetings are not held in person due to the pandemic. What I don't understand is why the City Council
is not using Zoom or other comparable system to hold meetings.
Other cities are using it successfully. Zoom has taken steps to address meeting security issues. Zoom has features that
allow the meeting to be accessible to hearing impaired residents such as third party captioning and to sight impaired
with various screen controls.
Many of us have been doing business on Zoom or Microsoft Teams or WebEx Meetings or Google Hangout Meets for
almost a year. Why can't our City Council get it together to use one of these? It would also be good to continue access
for the public on Zoom or other system in the future, as there are many residents with mobility issues who would
benefit from accessing City meetings using these tools.
Thank you.
Adrienne Cotterell
Diamond Bar Resident
1
Kristina Santana
From:Raphael Hildan Plunkett <raphaelplunkett@aol.com>
Sent:Tuesday, February 16, 2021 11:20 AM
To:Kristina Santana
Subject:comment 2-16-21
CAUTION: This message originated outside of our City of Diamond Bar network.
This is Raphael Plunkett and I’m sorry I won’t be able to virtually attend tonight’s meeting. I would like to add these
comments please...
First, I’d like to thank Council‐member Chou for the request to recognize Black History Month in Diamond Bar. I thank
the Council as a whole for the long overdue recognition. I’ll watch for future events, and I offer my assistance with any
Black History Month planning and presentation for the future.
Second, on our last City Council meeting call, I was surprised to hear conversation about a digital billboard proposal,
requesting an exemption.
As a member of the International Dark‐Sky Association, I ask that you not contribute to light pollution and reject this
exemption request. Light pollution generated by digital signs has been shown to affect humans and wildlife. Humans
need dark skies to maintain healthy circadian rhythms, and glare from nighttime lighting can create hazards ranging
from eye discomfort to visual disability. Wildlife can be harmed by too much artificial light affecting their hunting,
sleeping and migrating patterns. Light pollution wastes energy and money. All of this artificial light affects our ability to
view the night skies. It is troubling that many children today will grow up without ever having experienced a naturally
dark sky. Please reject this proposal and keep our entire area digital billboard free. More information about IDA , their
work and membership can be found at www.darksky.org. I invite my neighbors to look for ways to participate in the
upcoming International Dark Sky Week, April 5‐12, 2021.
Be well ‐ Raphael