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Home My WebLink About2023.11.21 Agenda Packet - Regular Meeting City Council Agenda Tuesday, November 21, 2023 6:30 PM South Coast Air Quality Management District/Main Auditorium 21865 Copley Drive, Diamond Bar, CA 91765 How to Observe the Meeting From Home: The public can observe the meeting by calling +1 (631) 992-3221, Access Code: 163-693-297 OR visit: https://attendee.gotowebinar.com/register/5171718303213822297. How to Submit Public Comment: The public may provide public comment by attending the meeting in person, by sending an email, or by logging into the teleconference. Please send email public comments to the City Clerk at cityclerk@DiamondBarCA.gov by 4:00 p.m. on the day of the meeting and indicate in the Subject Line “FOR PUBLIC COMMENT.” Written comments will be distributed to the Council Members, noted for the record at the meeting and posted on the City’s official agenda webpage as soon as reasonably practicable (found here: http://diamondbarca.iqm2.com/Citizens/Default.aspx). The public may log into the meeting through this link: https://attendee.gotowebinar.com/register/5171718303213822297. Members of the public will be called upon one at a time during the Public Comment portion of the agenda. Speakers are limited to five minutes per agenda item, unless the Mayor determines otherwise. American Disability Act Accommodations: 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. NOVEMBER 21, 2023 PAGE 2 RUTH M. LOW Council Member CHIA TENG Council Member STEVE TYE Council Member ANDREW CHOU Mayor STAN LIU Mayor Pro Tem City Manager Dan Fox • City Attorney Omar Sandoval • 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. A person who disrupts the orderly conduct of the meeting after being warned by the Mayor or the Mayor’s designee that thei r behavior is disrupting the meeting, may result in the person 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 (on Spectrum Cable Channel 3 and Frontier FiOS television Channel 47) and on the City’s website at www.diamondbarca.gov/agendas. 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/agendas 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. THIS MEETING IS BEING VIDEO RECORDED AND BY PARTICIPATING VIA TELECONFERENCE, YOU ARE GIVING YOUR PERMISSION TO BE TELEVISED. THIS MEETING WILL BE RE-BROADCAST EVERY SATURDAY AND SUNDAY AT 9:00 A.M. AND ALTERNATE TUESDAYS AT 8:00 P.M. AND IS ALSO AVAILABLE FOR LIVE VIEWING AT HTTPS://ATTENDEE.GOTOWEBINAR.COM/REGISTER/5171718303213822297 AND ARCHIVED VIEWING ON THE CITY’S WEB SITE AT WWW.DIAMONDBARCA.GOV. CITY OF DIAMOND BAR CITY COUNCIL AGENDA November 21, 2023 CALL TO ORDER: 6:30 p.m. PLEDGE OF ALLEGIANCE: Mayor INVOCATION: Ab Kastl, Associate Pastor of Landmark Church ROLL CALL: Low, Teng, Tye, Mayor Pro Tem Liu, Mayor Chou APPROVAL OF AGENDA: Mayor 1. SPECIAL PRESENTATIONS, CERTIFICATES, PROCLAMATIONS: 1.1 Proclamation Declaring November 2023 as Hindu Heritage Month. 2. CITY MANAGER REPORTS AND RECOMMENDATIONS: 2.1 Community Opinion Survey 2.2 Strategic Plan Q1 Update 3. PUBLIC COMMENTS: “Public Comments” is the time reserved on each regular meeting agenda to provide an opportunity for members of the public to directly address the Council on Consent Calendar items or other matters of interest not on the agenda that are within the subject matter jurisdiction of the Council. Although the City Council values your comments, pursuant to the Brown Act, members of the City Council NOVEMBER 21, 2023 PAGE 2 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 speak on before providing their comment. 4. SCHEDULE OF FUTURE EVENTS: 4.1 Thanksgiving Holiday – November 23-24, 2023, City offices closed in observance of the holiday. 4.2 Coffee with a Cop – November 25, 2023, 7:30 a.m. – 9:30 a.m., Starbucks (near World Market), 21060 Golden Springs Drive. 4.3 Parks & Recreation Commission Meeting – November 23, 2023 – cancelled. 4.4 Planning Commission Meeting – November 28, 2023 – cancelled. 4.5 Windmill Lighting – December 3, 2023, 5:00 – 6:00 p.m., Diamond Bar Towne Center at corner of Grand and Diamond Bar Blvd. 4.6 City Council Meeting – December 5, 2023, 6:30 p.m., online teleconference and SCAQMD Main Auditorium, 21865 Copley Dr. 5. CONSENT CALENDAR: All items listed on the Consent Calendar are considered by the City Council to be routine and will be acted on by a single motion unless a Council Member or member of the public request otherwise, in which case, the item will be removed for separate consideration. 5.1 CITY COUNCIL MINUTES OF THE NOVEMBER 7, 2023 REGULAR MEETING. 5.1.a November 7, 2023 City Council Regular Meeting Minutes Recommended Action: Approve the November 7, 2023 Regular City Council meeting minutes. Requested by: City Clerk 5.2 RATIFICATION OF CHECK REGISTER DATED NOVEMBER 1, 2023 THROUGH NOVEMBER 14, 2023 TOTALING $943,232.96. Recommended Action: Ratify the Check Register. NOVEMBER 21, 2023 PAGE 3 Requested by: Finance Department 5.3 TREASURER'S STATEMENT Recommended Action: Approve the October 2023 Treasurer’s Statement. Requested by: Finance Department 5.4 AMENDMENT TO THE CITY’S PERSONNEL RULES AND REGULATIONS Recommended Action: Adopt Resolution No. 2023-33 amending the City’s Personnel Rules and Regulations Rule VII (Attendance and Leaves) Section 3 Sick Leave Effective January 1, 2024. Requested by: City Manager 5.5 AMENDMENT TO THE COMPENSATION PLAN FOR PART-TIME CLASSIFICATIONS OF EMPLOYMENT Recommended Action: Adopt Resolution No. 2023-34 amending the Compensation Plan for Part- time Classifications of Employment Effective December 30, 2023. Requested by: City Manager 5.6 AUTOMATED LICENSE PLATE READER USE (ALPR) AND DEPLOYMENT POLICY Recommended Action: Approve the Automated License Plate Reader Use Policy. Requested by: City Manager 5.7 MAINTENANCE SERVICES AGREEMENT WITH HELIX ENVIRONMENTAL PLANNING, INC. FOR THE CANYON LOOP TRAIL HABITAT MITIGATION MONITORING PROGRAM RESTORATION SERVICES THROUGH DECEMBER 31, 2030. Recommended Action: A. Approve and authorize the City Manager to sign the Maintenance Services Agreement with HELIX Environmental Planning, Inc.; and B. Appropriate $32,666 from the General Fund to the Canyon Loop Trail CIP Project. NOVEMBER 21, 2023 PAGE 4 Requested by: Parks & Recreation Department 5.8 PUBLIC WORKS AGREEMENT WITH TRANE U.S. INC. DBA TRANE FOR THE DIAMOND BAR CENTER AC REPLACEMENT & AIR QUALITY UPGRADES PROJECT. Recommended Action: A. Determine that approving the Construction Agreement for the proposed project is exempt from the California Environmental Quality Act pursuant to Section 15301 of the CEQA Guidelines; B. Appropriate an additional $606,670 from General Fund, for a total construction budget of $1,356,670; C. Adopt Resolution No. 2023-35 approving the Diamond Bar Center AC Replacement & Air Quality Upgrade Project (FP22501C) with Trane U.S. Inc. dba Trane; and D. Approve, and authorize the City Manager to sign, the Public Works Agreement with Trane U.S. Inc. dba Trane for the DBC AC Replacement & Air Quality Upgrades Project, in a not-to-exceed contract amount of $1,292,067, plus a contingency amount of $64,603 (5%) to be approved by the City Manager. Requested by: Public Works Department 5.9 FIRST AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT WITH MNS ENGINEERS, INC. FOR THE DESIGN OF DIAMOND BAR COMPLETE STREET PROJECT (CIP# PW17400). Recommended Action: A. Determine that the approval of the first amendment for the design project is not subject to environmental review under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Article 18, Section 15262; B. Appropriate $250,000 from the General Fund Reserve to the Capital Improvement Program Fund (Fund # 301) for the revised design of the Diamond Bar Boulevard Complete Street Project CIP# PW17400; and C. Approve, and authorize the City Manager to sign, the First Amendment to the Consulting Services Agreement with MNS Engineers, Inc. in an amount of $207,560, for a total not-to-exceed contract amount of $503,426, plus a contingency amount of $41,512 to be approved by the City Manager. Requested by: Public Works Department NOVEMBER 21, 2023 PAGE 5 6. PUBLIC HEARINGS: NONE. 7. COUNCIL CONSIDERATION: 7.1 FOURTH AMENDMENT TO CITY MANAGER EMPLOYMENT AGREEMENT. Recommended Action: Consider adoption of Fourth Amendment to City Manager Employment Agreement. Requested by: City Attorney 7.2 APPOINTMENT TO THE PARKS & RECREATION COMMISSION TO FILL UNEXPIRED TERM. Recommended Action: Ratify Council Member Tye’s appointment of Brian Worthington to the Parks & Recreation Commission. Requested by: City Manager 8. COUNCIL SUB-COMMITTEE REPORTS AND MEETING ATTENDANCE REPORTS/COUNCIL MEMBER COMMENTS: 9. ADJOURNMENT: Agenda #: 2.1 Meeting Date: November 21, 2023 TO: Honorable Mayor and Members of the City Council FROM: Daniel Fox, City Manager TITLE: COMMUNITY SURVEY RESULTS STRATEGIC GOAL: Open, Engaged & Responsive Government RECOMMENDATION: Hear presentation and receive report. FINANCIAL IMPACT: There is no financial impact associated with the presentation of the survey results. BACKGROUND: In support of the 2024-2027 Strategic Plan, which identifies an Open Engaged, and Responsive government as a core goal, the City Council approved an agreement with True North Research, Inc. (True North) to conduct a comprehensive resident survey. True North’s extensive experience conducting community surveys on behalf of public agencies, familiarity with the local area, and data collection methodology resulted in a scientifically-valid random sample survey with more than 600 resident respondents that measures resident perception of the overall quality of life in Diamond Bar, satisfaction with the type of and level of City services and programs, and communication and engagement preferences, among other items. ANALYSIS: The survey provides a detailed baseline that can be compared to future surveys, tracking resident satisfaction, expectations, and preference over time. The attached report contains information that can be used to assess performance, develop services and programs, and make improvements. In summary, the findings indicate that: • In general, residents have a positive perception of their local government. o 85% strongly or somewhat agreed that the City was trustworthy. 2.1 Packet Pg. 8 o 80% strongly or somewhat agreed that the City treats all residents the same regardless of color, age, income, or identity. o 78% strongly or somewhat agreed that the City manages its finances well. o 78% of respondents are satisfied with the City’s efforts to share information, with email and electronic newsletters, the City website, and print newsletters identified as the three most effective communication methods. • Residents are generally satisfied with the City’s municipal services. o Overall, 76% of respondents were very or somewhat satisfied with City services meeting the needs of residents. o Specific service areas receiving high marks include fire and emergency medical services (91% very or somewhat satisfied), maintenance of parks and recreation areas (91%), and maintenance of public facilities (89%). o Among residents that interacted with city staff in the last 12 months, 89% found them to be professional, 87% found them to be accessible, and 77% found them to be helpful. • Residents are generally satisfied with the quality of life in Diamond Bar. o Overall, 86% of respondents found the quality of life to be excellent or good. o 86% of respondents found Diamond Bar to be an excellent or good place to raise a family. o 89% of respondents found Diamond Bar to be a very or somewhat safe place to live. • Residents have positive views of Diamond Bar’s overall quality of life. o 86% of respondents are satisfied with the overall quality of life. o 86% of respondents are satisfied with Diamond Bar as a place to raise a family. o 89% of respondents believe Diamond Bar is a safe place to live. • Residents want improved shopping and dining opportunities in town. o 24.6% of respondents identified family chain restaurants like Cheesecake Factory and Olive Garden as the type of restaurants most desired. o 24.9% of respondents identified specialty food stores like Whole Foods and Trader Joes as the most desired type of retail stores desired. • Respondents identified the improvement and maintenance of local streets, addressing homelessness, and the development of a pedestrian-oriented and walkable Diamond Bar Town Center as the three most-desired spending priorities. In general, the results of the survey find that the City does many things well and should continue to maintain and augment those areas while addressing the areas that can be improved with service improvements and enhanced communication. 2.1 Packet Pg. 9 PREPARED BY: REVIEWED BY: Attachments: 1. 2.1.a Diamond Bar Community Survey Report 2.1 Packet Pg. 10 2.1.a Packet Pg. 11 THIS PAGE INTENTIONALLY LEFT BLANK 2.1.a Packet Pg. 12 Table of ContentsiCity of Diamond Bar True North Research, Inc. © 2023. . . . . . . . . . . . . . . . T ABLE OF CONTENTS Table of Contents. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . i List of Tables . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .iii List of Figures. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . iv Introduction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Purpose of Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 Overview of Methodology. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Organization of Report. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Acknowledgements . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Disclaimer . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 About True North. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Key Findings . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 Quality of Life . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Overall Quality of Life. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Question 2 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Changes to Improve Diamond Bar . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Question 3 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 City Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Overall Satisfaction. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Question 4 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Specific Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Question 5 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Differentiators of Opinion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Public Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 How Safe is Diamond Bar as a Place to Live? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Question 6 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Safety in Specific Scenarios. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Question 7 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Economic Development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Interest in Additional Stores or Restaurants . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Question 8 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 Specific Restaurants & Stores . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Question 9 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Question 10 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Spending Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Question 11 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Additional High Priorities? . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Question 12 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Local Governance. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Perceptions of City Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Question 13 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 26 Staff Contact . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Question 14 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Assessment of City Staff. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Question 15 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Communication & e-Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Satisfaction with City-Resident Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Question 16 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Communication Preferences. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Question 17 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Attention Paid to Local Government . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Question 18 . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 2.1.a Packet Pg. 13 Table of ContentsiiCity of Diamond Bar True North Research, Inc. © 2023. . . . . . . . . . . . . . . . Background & Demographics . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Questionnaire Development . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Programming, Pre-Test & Language Translation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Sample, Recruiting & Data Collection . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 Margin of Error due to Sampling. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Data Processing & Weighting . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Rounding . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Questionnaire & Toplines. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 2.1.a Packet Pg. 14 List of TablesTrue North Research, Inc. © 2023 iiiCity of Diamond Bar . . . . . . . . . . . . . . . . L IST OF TABLES Table 1 Rating City of Diamond Bar by Years in Diamond Bar & Child in Hsld . . . . . . . . . . . 8 Table 2 Rating City of Diamond Bar by Age . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Table 3 Rating City of Diamond Bar by Ethnicity & Senior 65+ in Hsld . . . . . . . . . . . . . . . . . 8 Table 4 Rating City of Diamond Bar by Survey Language & Home Ownership Status. . . . . . . 8 Table 5 Rating City of Diamond Bar by Council District . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 Table 6 Satisfaction With Specific Services by Satisfaction With City’s Overall Performance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Table 7 Spending Priorities by Years in Diamond Bar & Overall Satisfaction (Showing % High & Medium Priority) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Table 8 Spending Priorities by Age (Showing % High & Medium Priority) . . . . . . . . . . . . . . 24 Table 9 Spending Priorities by Ethnicity & Senior 65+ in Hsld (Showing % High & Medium Priority) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Table 10 Spending Priorities by Home Ownership Status, Child in Hsld & Gender (Showing % High & Medium Priority) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Table 11 Spending Priorities by Council District & Survey Language (Showing % High & Medium Priority) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Table 12 Agreement With Statements About Diamond Bar by Years in Diamond Bar, Overall Satisfaction, Gender & City Staff Contact in Past 12 Months (Showing % Strongly & Somewhat Agreement) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Table 13 Agreement With Statements About Diamond Bar by Age & Child in Hsld (Showing % Strongly & Somewhat Agreement) . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Table 14 Agreement With Statements About Diamond Bar by Ethnicity, Senior 65+ in Hsld & Home Ownership Status (Showing % Strongly & Somewhat Agreement) . . . 27 Table 15 Agreement With Statements About Diamond Bar by Council District & Survey Language (Showing % Strongly & Somewhat Agreement) . . . . . . . . . . . . . . . . . . . . 27 Table 16 Effectiveness of Communication Methods by Age, Gender & Satisfaction With Communication (Showing % Very Effective) . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Table 17 Effectiveness of Communication Methods by Ethnicity, Overall Satisfaction & Years in Diamond Bar (Showing % Very Effective). . . . . . . . . . . . . . . . . . . . . . . . . . 34 Table 18 Effectiveness of Communication Methods by Council District & Survey Language (Showing % Very Effective). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Table 19 Demographics of Sample . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 2.1.a Packet Pg. 15 List of FiguresTrue North Research, Inc. © 2023 ivCity of Diamond Bar . . . . . . . . . . . . . . . . L IST OF FIGURES Figure 1 Rating City of Diamond Bar. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Figure 2 Changes to Improve City. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Figure 3 Overall Satisfaction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 Figure 4 Overall Satisfaction by Years in Diamond Bar & Age . . . . . . . . . . . . . . . . . . . . . . . 11 Figure 5 Overall Satisfaction by Ethnicity, Senior 65+ in Hsld & Council District . . . . . . . . . 11 Figure 6 Overall Satisfaction by Home Ownership Status, Survey Language, Gender & Child in Hsld . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 Figure 7 Satisfaction With Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 Figure 8 Perceived Safety of City. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 Figure 9 Perceived Safety of City by Years in Diamond Bar & Age . . . . . . . . . . . . . . . . . . . . 15 Figure 10 Perceived Safety of City by Ethnicity & Council District . . . . . . . . . . . . . . . . . . . . . 15 Figure 11 Perceived Safety of City by Survey Language, Gender, Overall Satisfaction, Child in Hsld & Senior 65+ in Hsld . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Figure 12 Perceptions of Personal Safety . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 16 Figure 13 Perceptions of Personal Safety by Age. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Figure 14 Perceptions of Personal Safety by Child in Hsld, Senior 65+ in Hsld & Home Ownership Status . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 17 Figure 15 Perceptions of Personal Safety by Ethnicity & Gender . . . . . . . . . . . . . . . . . . . . . . 17 Figure 16 Perceptions of Personal Safety by Council District & Survey Language . . . . . . . . . . 18 Figure 17 Desire Additional Retail Store, Restaurant in Diamond Bar. . . . . . . . . . . . . . . . . . . 19 Figure 18 Desire Additional Retail Store, Restaurant in Diamond Bar by Years in Diamond Bar, Age & Overall Satisfaction . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Figure 19 Desire Additional Retail Store, Restaurant in Diamond Bar by Ethnicity, Senior 65+ in Hsld & Council District . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 20 Figure 20 Desire Additional Retail Store, Restaurant in Diamond Bar by Home Ownership Status, Survey Language, Gender & Child in Hsld. . . . . . . . . . . . . . . . . 20 Figure 21 Types of Restaurants Desired in Diamond Bar. . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 Figure 22 Types of Retail Store Desired in Diamond Bar . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Figure 23 Spending Priorities . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Figure 24 Additional High Priority Service, Facility . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Figure 25 Agreement With Statements About Diamond Bar. . . . . . . . . . . . . . . . . . . . . . . . . . 26 Figure 26 Contact With City Staff in Past 12 Months . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Figure 27 Contact With City Staff in Past 12 Months by Years in Diamond Bar & Age. . . . . . . 28 Figure 28 Contact With City Staff in Past 12 Months by Overall Satisfaction, Ethnicity, Child in Hsld & Home Ownership Status . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Figure 29 Contact With City Staff in Past 12 Months by Council District, Senior 65+ in Hsld, Gender & Survey Language. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 29 Figure 30 Rating City Staff . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 30 Figure 31 Satisfaction With Communication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31 Figure 32 Satisfaction With Communication by Years in Diamond Bar & Age. . . . . . . . . . . . . 32 Figure 33 Satisfaction With Communication by Overall Satisfaction, Ethnicity, Child in Hsld & Home Ownership Status. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Figure 34 Satisfaction With Communication by Council District, Senior 65+ in Hsld, Gender & Survey Language . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Figure 35 Effectiveness of Communication Methods . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 33 Figure 36 Attentiveness to City Government. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 Figure 37 Attentiveness to City Government by Years in Diamond Bar, Age & City Staff Contact in Past 12 Months . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 Figure 38 Attentiveness to City Government by Overall Satisfaction, Ethnicity, Child in Hsld & Home Ownership Status. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 Figure 39 Attentiveness to City Government by Council District, Senior 65+ in Hsld, Gender & Survey Language . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 2.1.a Packet Pg. 16 List of FiguresTrue North Research, Inc. © 2023 vCity of Diamond Bar . . . . . . . . . . . . . . . . Figure 40 Maximum Margin of Error . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 38 Crosstabulations . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . Appendix A (separate) 2.1.a Packet Pg. 17 IntroductionTrue North Research, Inc. © 2023 1City of Diamond Bar . . . . . . . . . . . . . . . . I NTRODUCTION Originally part of a Mexican land grant known as Rancho Los Nogales (“Ranch of the Walnut Trees”), the City of Diamond Bar encompasses approximately 15 square miles in eastern Los Angeles County. Incorporated in 1989 and currently home to an estimated 53,381 residents1, the City's team of full-time and part-time employees provides a full suite of services to its diverse resident and business communities. As part of its commitment to provide high quality services and responsive local governance, the City of Diamond Bar engages its residents on a daily basis and receives regular feedback on issue, policy, and performance matters. Although these informal feedback mechanisms are a valuable source of information for the City in that they provide timely and accurate information about the opinions of specific residents, it is important to recognize that they do not necessarily provide an accurate picture of the community as a whole. For the most part, informal feedback mechanisms rely on the resident to initiate feedback, which creates a self-selection bias—the City receives feedback only from those residents who are motivated enough to initiate the feed- back process. Because these residents tend to be either very pleased or very displeased with the service they have received, their collective opinions are not necessarily representative of the City’s resident population as a whole. PURPOSE OF STUDY The motivation for the current study was to design and employ a methodology that would avoid the self-selection bias noted above and thereby provide the City with a statistically reliable understanding of its residents’ satisfaction, priorities, and concerns as they relate to services, facilities, and policies provided by the City. Ultimately, the survey results and analyses presented in this report provide City Council and staff with information that can be used to make sound, strategic decisions in a variety of areas including service improve- ments and enhancements, measuring and tracking internal performance, planning, budgeting, policy making, and community engagement. To assist in this effort, the City selected True North Research to design the research plan and conduct the study. Broadly defined, the study was designed to: • Identify key issues of importance for residents, as well as their perceptions of the quality of life in Diamond Bar; • Measure residents’ overall satisfaction with the City’s efforts to provide municipal services, and their satisfaction with a variety of specific services; • Gather opinions on select topics including public safety, economic development, local gov- ernance, and funding priorities; • Gauge satisfaction with the City’s communication efforts and identify residents’ preferred methods of communication; and • Collect additional background and demographic data that are relevant to understanding res- idents’ perceptions, needs, and interests. 1. Source: State of California, Department of Finance, E-1City/County Population Estimates, January 2023. 2.1.a Packet Pg. 18 IntroductionTrue North Research, Inc. © 2023 2City of Diamond Bar . . . . . . . . . . . . . . . . OVERVIEW OF METHODOLOGY A full description of the methodology used for this study is included later in this report (see Methodology on page 37). In brief, the survey was administered to a random sample of 640 adults who reside within the City of Diamond Bar. The survey followed a mixed-method design that employed multiple recruiting methods (email, text, and phone) and multiple data collection methods (phone and online). Administered in English, Chinese, and Korean between August 28 and September 6, 2023, the average interview lasted 18 minutes. ORGANIZATION OF REPORT This report is designed to meet the needs of readers who prefer a summary of the findings as well as those who are interested in the details of the results. For those who seek an overview of the findings, the section titled Key Findings is for you. It pro- vides a summary of the most important factual findings of the survey in a Question & Answer for- mat. For the interested reader, this section is followed by a more detailed question-by-question discussion of the results from the survey by topic area (see Table of Contents), as well as a description of the methodology employed for collecting and analyzing the data. And, for the truly ambitious reader, the questionnaire used for the interviews is contained at the back of this report (see Questionnaire & Toplines on page 40), and a complete set of crosstabulations for the survey results is contained in Appendix A. ACKNOWLEDGEMENTS True North thanks the City of Diamond Bar for the opportunity to conduct the study and for contributing valuable input during the design stage of this study. The collective experience, insight, and local knowledge provided by city staff and representatives improved the overall quality of the research presented here. DISCLAIMER The statements and conclusions in this report are those of the authors (Dr. Timothy McLarney and Richard Sarles) at True North and not necessarily those of the City of Diamond Bar. Any errors and omissions are the responsibility of the authors. ABOUT TRUE NORTH True North is a full-service survey research firm that is dedicated to providing public agencies with a clear understanding of the values, perceptions, priorities, and concerns of their residents and customers. Through designing and implementing scientific sur- veys, focus groups, and one-on-one interviews, as well as expert interpretation of the findings, True North helps its clients to move with confidence when making strategic decisions in a variety of areas—such as planning, policy evaluation, performance management, establishing fiscal pri- orities, passing revenue measures, and developing effective public information campaigns. During their careers, Dr. McLarney (President) and Mr. Sarles (Principal Researcher) have designed and conducted over 1,200 survey research studies for public agencies—including more than 400 studies for California municipalities and special districts. 2.1.a Packet Pg. 19 Key FindingsTrue North Research, Inc. © 2023 3City of Diamond Bar . . . . . . . . . . . . . . . . K EY FINDINGS As noted in the Introduction, this study was designed to provide the City of Diamond Bar with a statistically reliable understanding of its residents’ opinions, satisfaction, and priorities as they relate to services, facilities, and policies provided by the City. As such, the findings of this study can provide the City with information needed to make sound, strategic decisions in a variety of areas including performance management, planning, establishing budget priorities, and commu- nity engagement. Whereas subsequent sections of this report are devoted to conveying the detailed results of the survey, in this section we attempt to ‘see the forest through the trees’ and note how the survey results answer key questions that motivated the research. The following conclusions are based on True North’s interpretations of the results, as well as the firm’s experience conducting similar studies for government agencies throughout the State. How well is the City per- forming in meeting the needs of Diamond Bar residents? Diamond Bar residents are generally satisfied with the City’s efforts to provide municipal services. When asked to rate the City’s overall perfor- mance in providing municipal services, just over three-quarters (76%) of Diamond Bar residents indicated they were either very (23%) or some- what (53%) satisfied, whereas 17% were dissatisfied and 8% were unsure or unwilling to share their opinion (see Overall Satisfaction on page 10). Additionally, 45% of African-American respondents and 40% of residents 65 years and older were very satisfied with the City’s performance, the highest among the subgroups. The high level of satisfaction expressed with the City’s performance in general was also mirrored in residents’ assessments of the City’s perfor- mance in providing most specific service areas, with the highest satisfac- tion scores assigned to the City’s efforts to provide fire protection and emergency medical services (91% very or somewhat satisfied), maintain parks and recreation areas (91%), keep public buildings and facilities clean and attractive (89%), and provide trash collection and recycling ser- vices (86%) (see Specific Services on page 12). It’s also worth noting that among residents who interacted with city staff during the 12 months preceding the interview, staff received high marks for being professional (89%), accessible (87%), and helpful (77%) (see Assessment of City Staff on page 30). Regarding local governance, 85% of respondents with an opinion said that they trust the City of Diamond Bar, 80% agreed that the City treats all residents the same regardless of color, age, income, or identity, 78% felt the City manages its finances well, 77% agreed that the City is trans- parent in how it operates, and 74% felt the City is responsive to resi- dents’ needs. Approximately two-thirds (68%) of residents with an opinion also agreed that the City listens to residents when making important decisions (see Perceptions of City Government on page 26). 2.1.a Packet Pg. 20 Key FindingsTrue North Research, Inc. © 2023 4City of Diamond Bar . . . . . . . . . . . . . . . . How do residents rate Diamond Bar as a place to live, work, and raise a family? The City’s performance providing municipal services has also contrib- uted to a high quality of life for residents. More than eight-in-ten resi- dents surveyed provided excellent or good ratings for the overall quality of life in the City as well as for Diamond Bar as a place to raise a family (86% each). Regardless of length or residence, presence of a child in the household, age, ethnicity, presence of a senior in the household, Council District, and survey language, at least eight-in-ten residents rated the quality of life in Diamond Bar as excellent or good. Residents also feel safe in Diamond Bar, with 89% of residents rating Diamond Bar as either a very (38%) or somewhat (50%) safe place to live (see How Safe is Dia- mond Bar as a Place to Live? on page 14). Residents expressed nuanced opinions about Diamond Bar when asked to rate the City as a place to retire, recreate, shop and dine, and work. As a place to retire, residents were generally positive—with six-in-ten (63%) using excellent or good to describe Diamond Bar in this regard. Close to half (47%) also provided positive ratings for Diamond Bar as a place to recreate. Residents expressed softer opinions regarding Diamond Bar as a place to work (34%) and shop and dine (24%), although it should be noted that 25% of respondents held no opinion or did not provide a rat- ing for Diamond Bar as a place to work (see Overall Quality of Life on page 7). Where should the City focus its efforts in the future? In addition to measuring the City’s current performance, a key goal of this study is to look forward and identify opportunities to adjust ser- vices, improve facilities, and/or refine communications strategies to best meet the community’s evolving needs and expectations. Although resi- dents are generally satisfied with the City’s performance, there is always room for improvement. Below we note some of the areas that present the best opportunities in this regard. Considering respondents’ verbatim answers regarding what city govern- ment could do to make Diamond Bar a better place to live (see Changes to Improve Diamond Bar on page 9), the list of services and their respec- tive satisfaction levels (see Specific Services on page 12), the greatest dif- ferentiators in opinion for the specific services between satisfied and dissatisfied residents (see Differentiators of Opinion on page 13), and how residents prioritized items for future funding (see Spending Priori- ties on page 23), the topics of improving shopping and dining opportuni- ties, addressing homelessness, managing traffic congestion, maintaining and repairing streets and roads, and managing growth and development stood out in the survey as being key areas of opportunity and interest for Diamond Bar residents. When the topic of shopping and dining was addressed more specifically, three-quarters (75%) of residents expressed a desire to attract specific stores and restaurants to Diamond Bar—businesses they currently 2.1.a Packet Pg. 21 Key FindingsTrue North Research, Inc. © 2023 5City of Diamond Bar . . . . . . . . . . . . . . . . patronize outside of Diamond Bar (see Economic Development on page 19). Prioritizing economic development will not only better meet resi- dents’ desire to shop and dine locally, it will also help the city capture lost sales-tax revenues and generate the additional revenue needed to fund other service and capital improvements desired by residents. With the recommendation that the City focus on the areas noted above, it is equally important to stress that when it comes to improving satisfac- tion in service areas, the appropriate strategy is often a combination of better communication and actual service improvements. It may be, for example, that many residents are simply not aware of the City’s ongoing infrastructure improvement efforts or the limits of what a city can do to address homelessness. Choosing the appropriate balance of actual ser- vice improvements and efforts to raise awareness on these matters will be a key to maintaining and improving the community’s overall satisfac- tion in the short- and long-term. It is also important to keep in mind that although these areas represent opportunities to improve resident satisfaction, the City should not over- steer. Indeed, the primary takeaway from this study is that the City does many things very well, and the emphasis should be on continuing to per- form at that high level in those areas. The vast majority of residents were pleased with the City’s efforts to provide services, programs, and facili- ties and have a favorable opinion of the City’s performance in most areas. The top priority for the City should thus be to do what it takes to maintain the high quality of services that it currently provides. How well is the City com- municating with Dia- mond Bar residents, and what are some of the main challenges? The importance of city communication with residents cannot be over- stated. Much of a city’s success is shaped by the quality of information that is exchanged in both directions, from the City to the community and from the community to the City. This study is just one example of Dia- mond Bar’ efforts to enhance the information flow to the City to better understand the community’s concerns, perceptions, and needs. Some of Diamond Bar’ many efforts to communicate with its residents include its YouTube channel, DBtv cable television channel, newsletters, emails, timely press releases, social media, and its website. Keeping up with the challenge of communicating with residents has been difficult for public agencies in recent years. As the number of informa- tion sources and channels available to the public have increased, so too has the diversity of where residents turn for their information. Not only have entirely new channels arisen to become mainstream and nearly ubiquitous (e.g., social media), within these channels there exists a pro- liferation of alternative services. To add to the challenge, residents’ pref- erences for information sources are also dynamic, subject to change as new services are made available while others fade in popularity, making thorough, effective communication a moving target for public agencies. 2.1.a Packet Pg. 22 Key FindingsTrue North Research, Inc. © 2023 6City of Diamond Bar . . . . . . . . . . . . . . . . Against this challenging backdrop, the survey results indicate that the City of Diamond Bar is doing a commendable job communicating with its residents. Close to eight-in-ten (78% of) residents said they were satisfied with the City’s efforts to communicate through newsletters, the Internet, social media, and other means. Even among the subgroup of residents displeased with the City’s overall performance in providing municipal services, more than half (52%) said they were satisfied with the City's communication efforts (see Satisfaction with City-Resident Communica- tion on page 31). Looking forward, the survey does provide some guidance as to the most effective ways that the City can communicate with residents, as well as how preferred methods of communication may vary based on factors such as age, ethnicity, and satisfaction with the City’s performance (see Communication Preferences on page 33). Overall, respondents indicated that email/electronic newsletters was the most effective method (85% very or somewhat effective), followed by the City’s website (84%), news- letters and information mailed to the home (84%), and a smart phone app for residents to communicate with the City, report issues, and receive updates (80%). It is important to recognize that the challenges associated with city-resi- dent communication will continue to change (and may continue to grow) as secondary sources proliferate and technology changes. To stay ahead of the curve, Diamond Bar, like other cities, should periodically conduct a careful review of its communications strategies and budget to ensure that both are evolving accordingly. 2.1.a Packet Pg. 23 Quality of LifeTrue North Research, Inc. © 2023 7City of Diamond Bar . . . . . . . . . . . . . . . . Q UALITY OF LIFE The opening series of questions in the survey was designed to assess residents’ perceptions about the quality of life in the City of Diamond Bar, as well as their ideas on changes that city government could implement to make the community a better place to live—now and in the future. OVERALL QUALITY OF LIFE At the outset of the survey, residents were asked to rate the City of Diamond Bar on a number of key dimensions including overall quality of life, as a place to raise a family, and as a place to work, using a five-point scale of excellent, good, fair, poor, or very poor. As shown in Figure 1 below, residents’ opinions were mixed. Diamond Bar received the most favorable ratings for the overall quality of life in the City (86% excellent or good) and as a place to raise a family (86%), followed by Diamond Bar as a place to retire (63%) and as a place to recreate (47%). When compared with the other dimensions tested, residents provided lower ratings for Diamond Bar as a place to work (34%) and as a place to shop and dine (24%). The per- centage of residents who were unsure or did not have an opinion ranged from a low of <1% (overall quality of life) to a high of 25% (as a place to work). Question 2 How would you rate: _____? Would you say it is excellent, good, fair, poor or very poor? FIGURE 1 RATING CITY OF DIAMOND BAR Tables 1-5 on the next page show how ratings of excellent or good for each dimension varied by demographic characteristics of residents. Respondents generally held a very positive assessment of the quality of life in the City. Indeed, regardless of length or residence, presence of a child in the household, age, ethnicity, presence of a senior in the household, Council District, and survey language, at least 80% of residents rated the quality of life in the City as excellent or good. 33.2 43.5 29.8 14.1 4.4 53.0 42.2 33.5 33.0 22.4 19.5 12.2 9.6 19.9 29.3 23.1 36.0 1 11.2 23.0 12.2 7.3 2 14.0 16.3 4.7 1 3 4.4 7.0 1 6.4 24.6 0 102030405060708090100 The overall quality of life in Diamond Bar Diamond Bar as a place to raise a family Diamond Bar as a place to retire Diamond Bar as a place to recreate Diamond Bar as a place to work Diamond Bar as a place to shop and dine % Respondents Excellent Good Fair Poor Very poor Not sure 2.1.a Packet Pg. 24 Quality of LifeTrue North Research, Inc. © 2023 8City of Diamond Bar . . . . . . . . . . . . . . . . Across the six dimensions, the most variation in opinion (i.e., the difference between the highest and lowest ratings within a category) was evidenced by age and survey language. In particular, residents 45 to 64 years of age generally provided lower ratings than their counterparts in other age groups (or were part of a wider age range that provided lower ratings). Residents who took the survey in Korean also provided much lower ratings than those who took the survey in Chi- nese or English for Diamond Bar as a place to raise a family, retire, recreate, and shop and dine (ratings were comparable for quality of life and as a place to work). TABLE 1 RATING CITY OF DIAMOND BAR BY YEARS IN DIAMOND BAR & CHILD IN HSLD TABLE 2 RATING CITY OF DIAMOND BAR BY AGE TABLE 3 RATING CITY OF DIAMOND BAR BY ETHNICITY & SENIOR 65+ IN HSLD TABLE 4 RATING CITY OF DIAMOND BAR BY SURVEY LANGUAGE & HOME OWNERSHIP STATUS TABLE 5 RATING CITY OF DIAMOND BAR BY COUNCIL DISTRICT Less than 5 5 to 9 10 to 14 15 or more Yes No The overall quality of life in Diamond Bar 84.3 87.2 88.6 85.9 88.8 86.8 Diamond Bar as a place to raise a family 86.3 86.4 76.0 87.0 86.7 85.6 Diamond Bar as a place to retire 66.1 62.1 57.7 63.5 57.6 67.3 Diamond Bar as a place to recreate 55.2 49.0 46.8 45.1 48.7 46.6 Diamond Bar as a place to work 27.3 34.0 32.8 35.6 33.9 34.1 Diamond Bar as a place to shop and dine 29.2 20.8 35.4 21.4 24.4 23.0 Years in Diamond Bar (Q1) Child in Hsld (QD3) 18 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 or older The overall quality of life in Diamond Bar 89.8 89.5 86.3 81.3 86.2 88.2 Diamond Bar as a place to raise a family 91.8 89.8 89.0 84.6 77.9 87.5 Diamond Bar as a place to retire 74.6 82.9 60.3 50.3 48.8 73.9 Diamond Bar as a place to recreate 69.2 46.2 49.2 34.8 40.3 56.3 Diamond Bar as a place to work 43.7 37.1 24.7 33.6 33.8 36.4 Diamond Bar as a place to shop and dine 41.3 20.3 22.7 18.1 18.3 29.9 Age (QD1) Caucasian White Latino/ Hispanic Af American / Black Asian American Yes No The overall quality of life in Diamond Bar 85.9 87.9 88.4 85.6 85.2 87.8 Diamond Bar as a place to raise a family 84.5 91.3 96.5 83.5 83.8 86.3 Diamond Bar as a place to retire 57.9 68.4 70.1 62.9 64.2 62.4 Diamond Bar as a place to recreate 51.5 53.2 51.7 43.8 47.8 46.8 Diamond Bar as a place to work 30.6 38.9 45.6 31.9 35.6 31.4 Diamond Bar as a place to shop and dine 17.6 17.9 33.0 27.3 25.7 22.1 Ethnicity (QD7) Senior 65+ in Hsld (QD4) English Korean Chinese Own Rent Live w/ others The overall quality of life in Diamond Bar 87.1 80.0 83.1 88.1 86.4 72.8 Diamond Bar as a place to raise a family 89.2 66.7 72.3 86.8 83.7 84.1 Diamond Bar as a place to retire 65.9 38.8 57.1 65.0 62.1 53.7 Diamond Bar as a place to recreate 49.1 28.1 42.7 47.5 50.4 35.7 Diamond Bar as a place to work 34.2 32.1 30.9 33.1 34.7 32.6 Diamond Bar as a place to shop and dine 20.8 11.7 45.8 24.9 21.1 11.6 Survey Language Home Ownership Status (QD5) One Two Three Four Five The overall quality of life in Diamond Bar 87.1 82.9 86.5 86.8 87.5 Diamond Bar as a place to raise a family 84.9 88.4 83.7 86.5 85.2 Diamond Bar as a place to retire 64.4 65.4 60.5 63.2 63.0 Diamond Bar as a place to recreate 46.4 56.4 47.6 38.0 47.3 Diamond Bar as a place to work 34.3 34.3 30.0 26.5 43.0 Diamond Bar as a place to shop and dine 23.0 20.5 22.8 20.8 32.4 Council District 2.1.a Packet Pg. 25 Quality of LifeTrue North Research, Inc. © 2023 9City of Diamond Bar . . . . . . . . . . . . . . . . CHANGES TO IMPROVE DIAMOND BAR The next question in this series asked resi- dents to indicate the one thing that city government could change to make Diamond Bar a better place to live. Question 3 was presented in an open-ended manner, allowing residents to mention any aspect or attribute that came to mind without being prompted by, or restricted to, a particu- lar list of options. True North later reviewed the verbatim responses and grouped them into the categories shown in Figure 2. Close to one-in-five respondents could not think of a desired change (13%) or stated flatly that no changes are needed (7%). Among the specific changes desired to make Diamond Bar a better place to live, improving shopping and dining opportunities was the most commonly mentioned (27%). Other desired changes mentioned by at least 5% of respondents included providing more recreation activities and community events (8%), reducing traffic congestion (8%), improving pub- lic safety (7%), addressing homeless issues (6%), improving parks and recreation facilities (5%), and enforcing traffic laws (5%). Question 3 If the city government could change one thing to make Diamond Bar a better place to live now and in the future, what change would you like to see? FIGURE 2 CHANGES TO IMPROVE CITY 26.6 13.0 8.1 7.8 7.0 6.9 6.3 5.4 5.4 3.8 3.4 2.5 2.4 2.1 1.9 1.8 1.7 3.1 3.8 0 5 10 15 20 25 30 Improve shopping, dining opportunities Not sure / Cannot think of anything specific Provide more rec activities, community events Reduce traffic congestion No changes needed / Everything is fine Improve public safety Address homeless issues Add, improve parks, rec facilities for all Enforce traffic laws Improve city cleanliness, landscaping Provide more police presence Improve diversity in general Provide more shopping centers Revitalize, redevelop downtown Provide more affordable housing Limit growth, development Improve assistance to seniors Provide more sidewalks Enforce city codes % Respondents 2.1.a Packet Pg. 26 City ServicesTrue North Research, Inc. © 2023 10City of Diamond Bar . . . . . . . . . . . . . . . . C ITY SERVICES After measuring respondents’ perceptions of the quality of life in Diamond Bar, the survey next turned to assessing their opinions about the City’s performance in providing various municipal services. OVERALL SATISFACTION The first question in this series asked respondents to indicate if, overall, they were satisfied or dissatisfied with the job the City of Diamond Bar is doing to pro- vide city services. Because this question does not reference a specific program, facility, or service and requested that the respondent consider the City’s performance in general, the findings of this question may be regarded as an overall performance rating for the City. As shown in Figure 3, just over three-quarters (76%) of Diamond Bar residents indicated they were either very (23%) or somewhat (53%) satisfied with the City’s efforts to provide municipal services. Approximately 17% were very or somewhat dissatisfied, whereas 8% were unsure or unwilling to share their opinion. Question 4 Next, I would like to ask a series of questions about services provided by the City of Diamond Bar. Generally speaking, are you satisfied or dissatisfied with the job the City of Dia- mond Bar is doing to provide city services? FIGURE 3 OVERALL SATISFACTION The next three figures display how residents’ opinions about the City’s overall performance in providing municipal services varied by key demographics, with satisfaction ranging from a low of 63% to a high of 94% across subgroups. Responses were generally consistent (+/- 5%) by pres- ence of a senior in the household, home ownership status, gender, and presence of a child in the household. More variation was evidenced by length of residence, age, ethnicity, Council District, and survey language, with newer residents (less than 5 years), respondents 18 to 24 years of age or 65 years and older, African-American residents, those in Council District 3, and respondents who took the survey in English or Korean reporting higher levels of satisfaction with the City’s performance in providing municipal services than their subgroup counterparts. Additionally, 45% of African-American respondents and 40% of residents 65 years and older were very satisfied with the City’s performance, the highest among the subgroups. Prefer not to answer 0.2 Very dissatisfied 3.7 Somewhat satisfied 53.0 Very satisfied 23.0 Not sure 7.5 Somewhat dissatisfied 12.8 2.1.a Packet Pg. 27 City ServicesTrue North Research, Inc. © 2023 11City of Diamond Bar . . . . . . . . . . . . . . . . FIGURE 4 OVERALL SATISFACTION BY YEARS IN DIAMOND BAR & AGE FIGURE 5 OVERALL SATISFACTION BY ETHNICITY, SENIOR 65+ IN HSLD & COUNCIL DISTRICT FIGURE 6 OVERALL SATISFACTION BY HOME OWNERSHIP STATUS, SURVEY LANGUAGE, GENDER & CHILD IN HSLD 33.9 18.8 26.6 12.9 13.3 39.5 56.4 62.5 50.6 49.6 58.4 45.9 25.219.712.7 Very satisfied 24.6 52.0 53.8 55.6 Smwt satisfied 56.5 0 10 20 30 40 50 60 70 80 90 100 Less than 5 5 to 9 10 to 14 15 or more 18 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 or older Years in Diamond Bar (Q1) Age (QD1)% Respondents29.1 19.2 20.9 17.1 28.9 24.8 23.0 50.8 57.1 55.6 57.6 52.8 51.4 47.3 Very satisfied 29.8 20.3 45.1 20.3 Smwt satisfied 47.6 54.6 48.9 54.2 0 10 20 30 40 50 60 70 80 90 100 Caucasian / White Latino / Hispanic Af American / Black Asian American Yes No One Two Three Four Five Ethnicity (QD7) Senior 65+ in Hsld (QD4) Council District% Respondents16.3 8.6 24.6 22.7 21.1 24.3 61.4 56.6 51.7 55.2 53.0 55.2 25.917.020.5 Very satisfied 24.0 51.861.557.0 Smwt satisfied 52.7 0 10 20 30 40 50 60 70 80 90 100 Own Rent Live w/ others English Korean Chinese Male Female Yes No Home Ownership Status (QD5) Survey Language Gender (QD2) Child in Hsld (QD3)% Respondents2.1.a Packet Pg. 28 City ServicesTrue North Research, Inc. © 2023 12City of Diamond Bar . . . . . . . . . . . . . . . . SPECIFIC SERVICES Whereas Question 4 addressed the City’s overall performance in pro- viding municipal services, Question 5 asked respondents to rate their satisfaction with the City’s efforts to provide each of the specific services shown in Figure 7. For comparison purposes between the services, only respondents who held an opinion (either satisfied or dissatisfied) are included in the figure. Those who did not have an opinion were removed from this analysis. The percentage of respondents who provided an opinion (either satisfied or dissatisfied) is presented in brackets beside the service label in the figure, while the bars represent the answers of those with an opinion. Thus, for example, of the 87% of respondents who expressed an opinion regarding the City’s efforts to provide fire protection and emergency medical services, 44% indi- cated they were very satisfied and 47% offered that they were somewhat satisfied. Question 5 For each of the services I read, I'd like you to tell me how satisfied you are with the job the city is doing to provide the service. Are you satisfied or dissatisfied with the city's efforts to: _____, or do you not have an opinion? FIGURE 7 SATISFACTION WITH SERVICES At the top of the list, respondents were most satisfied with the City’s efforts to provide fire pro- tection and emergency medical services (91% very or somewhat satisfied), maintain parks and recreation areas (91%), keep public buildings and facilities clean and attractive (89%), and pro- vide trash collection and recycling services (86%). At the other end of the spectrum, respondents were less satisfied with the City’s efforts to manage traffic congestion in the City (47%) and address homelessness (47%). 44.2 45.8 43.5 44.0 30.7 27.6 30.8 32.0 33.7 31.8 34.1 29.8 24.4 20.5 14.5 19.3 15.9 11.0 47.2 44.9 45.7 42.4 53.0 54.5 50.1 48.4 45.1 45.3 43.0 44.2 45.4 44.3 49.2 37.4 31.0 35.7 6.4 6.6 8.5 9.6 12.5 11.9 11.9 14.5 19.1 23.4 22.1 29.1 28.8 31.3 5.1 11.2 11.8 14.2 14.2 24.3 22.0 15.2 18.1 14.2 17.5 4 2 6.0 4.8 8.7 8.4 6.0 7.2 3 2 4 0 102030405060708090100 Provide fire protection and emergency medical services [87%] Maintain parks and recreation areas [97%] Keep public buildings and facilities clean and attractive [97%] Provide trash collection and recycling services [98%] Provide online access to City services, information, and resources [88%] Operate in an environmentally-friendly, sustainable way [80%] Preserve and protect open space [90%] Prepare the City for emergencies [76%] Provide programs and services for seniors [69%] Provide recreation programs for all ages [87%] Maintain and repair streets and roads [98%] Provide for diversity, inclusion within City events, services, policies [79%] Provide law enforcement and crime prevention services [92%] Manage growth and development [84%] Promote economic development for a healthy business community [77%] Provide cultural and performing arts [81%] Address homelessness [84%] Manage traffic congestion in the city [98%] % Respondents Who Provided Opinion Very satisfied Somewhat satisfied Somewhat dissatisfied Very dissatisfied 2.1.a Packet Pg. 29 City ServicesTrue North Research, Inc. © 2023 13City of Diamond Bar . . . . . . . . . . . . . . . . DIFFERENTIATORS OF OPINION For the interested reader, Table 6 displays how the level of satisfaction with each specific service tested in Question 5 varied according to residents’ overall performance ratings for the City (see Overall Satisfaction on page 10). The table divides the 76% of residents who were satisfied with the City’s overall performance (Question 4) into one group and the 17% who were dissatisfied into a second group. The percentage figures in the col- umns indicate the percentage of respondents in the group that were satisfied with the identified service. Also displayed in the far right column is the difference between the two groups in terms of the percentage who indicated they were satisfied with the City’s efforts to provide each ser- vice tested in Question 5. For convenience, the services are sorted by that difference, with the greatest differentiators of opinion near the top of the table. Thus, for example, among those who were generally satisfied with the City’s overall performance in providing municipal services, 74% were also satisfied with the City’s efforts to manage growth and development, whereas just 28% of those generally dissatisfied with the City’s overall perfor- mance were satisfied with this specific service area. This results in a large gap in satisfaction between these two groups (47%) for this service. When compared with their counterparts, those satisfied with the City’s performance in providing services overall were also more likely to express satisfaction with the City’s efforts to provide each of the individual services tested in Question 5. With that said, the greatest specific differen- tiators of opinion between satisfied and dissatisfied residents were found with respect to the City’s efforts to manage growth and development and maintain and repair streets and roads. At the other end of the spectrum, there was much less difference between the two resident groups regarding their satisfaction with the City’s efforts to maintain parks and recreation areas. TABLE 6 SATISFACTION WITH SPECIFIC SERVICES BY SATISFACTION WITH CITY’S OVERALL PERFORMANCE Very or somewhat satisfied Very or somewhat dissatisfied Manage growth and development 74.1 27.5 46.6 Maintain and repair streets and roads 84.8 40.9 43.9 Promote economic development for a healthy business community 71.8 34.7 37.1 Provide law enforcement and crime prevention services 76.6 41.6 35.0 Prepare the City for emergencies 86.8 54.2 32.6 Provide for diversity, inclusion within City events, services, policies 80.8 49.4 31.4 Provide programs and services for seniors 85.2 53.9 31.2 Operate in an environmentally-friendly, sustainable way 87.7 56.6 31.1 Provide online access to City services, information, and resources 89.5 60.0 29.4 Preserve and protect open space 85.9 58.0 27.9 Provide trash collection and recycling services 91.9 64.3 27.6 Provide cultural and performing arts 62.0 35.9 26.2 Address homelessness 52.4 26.4 26.1 Manage traffic congestion in the city 52.4 27.6 24.9 Provide recreation programs for all ages 82.1 58.6 23.4 Provide fire protection and emergency medical services 95.5 72.4 23.1 Keep public buildings and facilities clean and attractive 93.4 70.6 22.8 Maintain parks and recreation areas 94.2 75.9 18.3 Satisfaction With City's Overall Performance (Q4) Difference Between Groups For Each Service % Respondents Satisfied With Each Service2.1.a Packet Pg. 30 Public SafetyTrue North Research, Inc. © 2023 14City of Diamond Bar . . . . . . . . . . . . . . . . P UBLIC SAFETY Ensuring the personal safety of residents is the most basic function of local government. It is important to keep in mind, of course, that public safety is as much a matter of perceptions as it is a matter of reality. Regardless of actual crime statistics, if residents don’t feel safe then they will not enjoy the many cultural, recreational, and shopping opportunities available in the City of Diamond Bar that will enhance their quality of life. Accordingly, the survey included questions related to how safe residents feel overall as well as in a variety of situations. HOW SAFE IS DIAMOND BAR AS A PLACE TO LIVE? The first question in this series asked respondents to rate the overall safety of Diamond Bar as a place to live. Eighty-nine per- cent (89%) of residents rated Diamond Bar as either very safe (38%) or somewhat safe (50%) as a place to live, with the remainder viewing the City as somewhat unsafe (9%), very unsafe (1%), or were unsure (2%). Question 6 Overall, how safe is Diamond Bar as a place to live? Would you say it is very safe, somewhat safe, somewhat unsafe, or very unsafe? FIGURE 8 PERCEIVED SAFETY OF CITY Figures 9-11 on the next page show how residents’ assessments of safety within Diamond Bar varied across subgroups. At least eight-in-ten residents in nearly every identified subgroup rated Diamond Bar as a safe place to live. Comparatively, respondents who took the survey in Chinese and those dissatisfied with the job the City is doing to provide services provided lower overall safety ratings (<80%), whereas residents in the 18 to 24 year age group had the highest percent- age of respondents (69%) who rated the City as very safe. Prefer not to answer 0.1 Very unsafe 1.4 Somewhat safe 50.2 Very safe 38.4 Not sure 1.5 Somewhat unsafe 8.5 2.1.a Packet Pg. 31 Public SafetyTrue North Research, Inc. © 2023 15City of Diamond Bar . . . . . . . . . . . . . . . . FIGURE 9 PERCEIVED SAFETY OF CITY BY YEARS IN DIAMOND BAR & AGE FIGURE 10 PERCEIVED SAFETY OF CITY BY ETHNICITY & COUNCIL DISTRICT FIGURE 11 PERCEIVED SAFETY OF CITY BY SURVEY LANGUAGE, GENDER, OVERALL SATISFACTION, CHILD IN HSLD & SENIOR 65+ IN HSLD 68.9 46.8 41.5 26.6 28.1 40.6 31.1 49.5 50.2 56.7 52.3 52.2 39.830.631.5 Very safe 40.3 47.4 52.960.4 Smwt safe 54.0 0 10 20 30 40 50 60 70 80 90 100 Less than 5 5 to 9 10 to 14 15 or more 18 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 or older Years in Diamond Bar (Q1) Age (QD1)% Respondents37.0 32.3 37.8 38.2 46.5 57.4 55.7 52.4 46.4 39.1 Very safe 39.5 38.0 50.2 37.3 Smwt safe 49.1 55.5 46.3 49.1 0 10 20 30 40 50 60 70 80 90 100 Caucasian / White Latino / Hispanic Af American / Black Asian American One Two Three Four Five Ethnicity (QD7) Council District% Respondents40.0 43.9 19.9 33.5 42.1 36.6 38.1 46.2 48.9 52.3 54.8 48.3 50.7 52.3 38.8 13.2 32.6 Very safe 43.2 53.4 64.2 60.1 Smwt safe 47.1 0 10 20 30 40 50 60 70 80 90 100 English Korean Chinese Male Female Satisfied Dissatisfied Yes No Yes No Survey Language Gender (QD2) Overall Satisfaction (Q4) Child in Hsld (QD3) Senior 65+ in Hsld (QD4)% Respondents2.1.a Packet Pg. 32 Public SafetyTrue North Research, Inc. © 2023 16City of Diamond Bar . . . . . . . . . . . . . . . . SAFETY IN SPECIFIC SCENARIOS Whereas Question 6 asked respondents to rate the overall safety of Diamond Bar as a place to live, Question 7 presented the five specific scenarios listed to the left of Figure 12 and asked residents to describe how safe they feel in each scenario using the scale shown at the top of the figure. Question 7 When you are: _____, would you say that you feel very safe, somewhat safe, some- what unsafe, or very unsafe? FIGURE 12 PERCEPTIONS OF PERSONAL SAFETY As shown in Figure 12, residents’ perceived safety varied depending on the scenario. Residents indicated that they felt safest walking in their neighborhood during the day (95% very or some- what safe), followed by walking in commercial and shopping areas of the City during the day (91%) and visiting local parks and open space areas (86%). Just over three-quarters of residents felt safe walking in their neighborhood after dark (77%) while seven-in-ten felt safe walking in commercial and shopping areas of the City after dark (71%). The percentage of residents who felt very safe in each scenario ranged from a low of 25% when walking in commercial and shopping areas of the City after dark to a high or 62% when walking in their neighborhood during the day. Figures 13 to 16 on the following pages show how feelings of safety in each scenario varied by age, presence of a child in the home, presence of a senior in the home, home ownership status, ethnicity, gender, Council District, and survey language. 62.2 53.2 47.6 30.3 32.6 37.3 38.6 46.2 45.8 9.0 15.5 18.525.0 7 4 4 1 2 1 65 1 1 3 4 0 102030405060708090100 Walking in your neighborhood during the day Walking in commercial and shopping areas of the City during the day Visiting local parks and open space areas Walking in your neighborhood after dark Walking in commercial and shopping areas of the City after dark % Respondents Very safe Somewhat safe Somewhat unsafe Very unsafe Not sure 2.1.a Packet Pg. 33 Public SafetyTrue North Research, Inc. © 2023 17City of Diamond Bar . . . . . . . . . . . . . . . . FIGURE 13 PERCEPTIONS OF PERSONAL SAFETY BY AGE FIGURE 14 PERCEPTIONS OF PERSONAL SAFETY BY CHILD IN HSLD, SENIOR 65+ IN HSLD & HOME OWNERSHIP STATUS FIGURE 15 PERCEPTIONS OF PERSONAL SAFETY BY ETHNICITY & GENDER100100989290 9610093929086919393948379869192817068719083717162650 10 20 30 40 50 60 70 80 90 100 18 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 or older Age (QD1)% Respondents Who Feel Very or Somewhat SafeWalking in your neighborhood during the day Walking in commercial and shopping areas of the City during the day Visiting local parks and open space areas Walking in your neighborhood after dark Walking in commercial and shopping areas of the City after dark 95959296959595919189919191919184838986908477787081768084707264757172710 10 20 30 40 50 60 70 80 90 100 Yes No Yes No Own Rent Live w/ others Child in Hsld (QD3) Senior 65+ in Hsld (QD4) Home Ownership Status (QD5)% Respondents Who Feel Very or Somewhat SafeWalking in your neighborhood during the day Walking in commercial and shopping areas of the City during the day Visiting local parks and open space areas Walking in your neighborhood after dark Walking in commercial and shopping areas of the City after dark 9292929796938593899292898487908790847677737784696581647076660 10 20 30 40 50 60 70 80 90 100 Caucasian / White Latino / Hispanic Af American / Black Asian American Male Female Ethnicity (QD7) Gender (QD2)% Respondents Who Feel Very or Somewhat SafeWalking in your neighborhood during the day Walking in commercial and shopping areas of the City during the day Visiting local parks and open space areas Walking in your neighborhood after dark Walking in commercial and shopping areas of the City after dark 2.1.a Packet Pg. 34 Public SafetyTrue North Research, Inc. © 2023 18City of Diamond Bar . . . . . . . . . . . . . . . . FIGURE 16 PERCEPTIONS OF PERSONAL SAFETY BY COUNCIL DISTRICT & SURVEY LANGUAGE 919697929895959590939484929192858989878086878581737880737879676868737169727273630 10 20 30 40 50 60 70 80 90 100 One Two Three Four Five English Korean Chinese Council District Survey Language% Respondents Who Feel Very or Somewhat SafeWalking in your neighborhood during the day Walking in commercial and shopping areas of the City during the day Visiting local parks and open space areas Walking in your neighborhood after dark Walking in commercial and shopping areas of the City after dark 2.1.a Packet Pg. 35 Economic DevelopmentTrue North Research, Inc. © 2023 19City of Diamond Bar . . . . . . . . . . . . . . . . E CONOMIC DEVELOPMENT One of the challenges for any city is to create sustainable economic development initiatives that will support the tax base required for current and future needs. Naturally, the success and sus- tainability of future retail economic initiatives depends in part on the shopping behaviors and preferences of Diamond Bar residents. Businesses that meet these preferences will thrive, whereas those that do not will not succeed. Accordingly, the survey included questions to iden- tify residents’ current desire for new shopping and dining opportunities in the City. INTEREST IN ADDITIONAL STORES OR RESTAURANTS Residents were first asked to indicate whether, among the retail stores and restaurants their household currently visits out- side of the City, there are any they would like to have available in Diamond Bar. As shown in Fig- ure 17, three-quarters of respondents (75%) answered this question in the affirmative. Question 8 Thinking of the retail stores and restaurants that your household visits outside of the City, are there any that you would like to have available in Diamond Bar? FIGURE 17 DESIRE ADDITIONAL RETAIL STORE, RESTAURANT IN DIAMOND BAR With the exception of residents who have lived in Diamond Bar between 10 and 14 years, those 18 to 34 years of age, African American respondents, and residents of Council District 5, at least 70% of residents in every identified subgroup expressed interest in having additional retail stores and restaurants in Diamond Bar (see figures 18 to 20 on the next page). Not sure 8.6 Desire retail stores, restaurants 75.4 Do not desire retail stores, restaurants 14.7 Prefer not to answer 1.3 2.1.a Packet Pg. 36 Economic DevelopmentTrue North Research, Inc. © 2023 20City of Diamond Bar . . . . . . . . . . . . . . . . FIGURE 18 DESIRE ADDITIONAL RETAIL STORE, RESTAURANT IN DIAMOND BAR BY YEARS IN DIAMOND BAR, AGE & OVERALL SATISFACTION FIGURE 19 DESIRE ADDITIONAL RETAIL STORE, RESTAURANT IN DIAMOND BAR BY ETHNICITY, SENIOR 65+ IN HSLD & COUNCIL DISTRICT FIGURE 20 DESIRE ADDITIONAL RETAIL STORE, RESTAURANT IN DIAMOND BAR BY HOME OWNERSHIP STATUS, SURVEY LANGUAGE, GENDER & CHILD IN HSLD 46.6 64.7 85.7 86.5 82.1 70.7 73.5 80.577.2 74.8 59.6 77.6 0 10 20 30 40 50 60 70 80 90 100 Less than 5 5 to 9 10 to 14 15 or more 18 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 or older Satisfied Dissatisfied Years in Diamond Bar (Q1) Age (QD1) Overall Satisfaction (Q4)% Respondents That Desire Additional Stores, Restaurants78.5 75.3 78.3 78.3 75.3 78.9 66.3 72.3 65.1 79.882.5 0 10 20 30 40 50 60 70 80 90 100 Caucasian / White Latino / Hispanic Af American / Black Asian American Yes No One Two Three Four Five Ethnicity (QD7) Senior 65+ in Hsld (QD4) Council District% Respondents That Desire Additional Stores, Restaurants82.3 71.7 73.8 76.8 80.0 72.874.9 74.8 82.4 75.7 0 10 20 30 40 50 60 70 80 90 100 Own Rent Live w/ others English Korean Chinese Male Female Yes No Home Ownership Status (QD5) Survey Language Gender (QD2) Child in Hsld (QD3)% Respondents That Desire Additional Stores, Restaurants2.1.a Packet Pg. 37 Economic DevelopmentTrue North Research, Inc. © 2023 21City of Diamond Bar . . . . . . . . . . . . . . . . SPECIFIC RESTAURANTS & STORES Those interested in new businesses in the City were next asked to name the one or two restaurants (Question 9) or stores (Question 10) they were most interested in having located in Diamond Bar. These questions were asked in an open- ended manner, allowing respondents to name any business that came to mind without being lim- ited to a list of options. True North later reviewed the verbatim responses and grouped them into the broader categories shown in the figures, which also provide examples of most categories in parentheses. As shown in Figure 21, a greater variety of cuisines in general such as Greek, Mexican, Italian, and Asian was the most frequent response when asked what type of restaurant that residents would like to have located in the City (32%), followed by family restaurant chains such as Cheese- cake Factory and Olive Garden (25%), fast food restaurants such as Cava and Cane’s (16%), and upscale restaurants and steak houses such as Norms and Ruth’s Chris (13%). Eighteen percent (18%) of respondents who said they wanted more businesses located in Diamond Bar could not provide any specific restaurants when prompted. Question 9 What are the names of the one or two restaurants you would most like to have located in Diamond Bar? FIGURE 21 TYPES OF RESTAURANTS DESIRED IN DIAMOND BAR When asked to provide the names of one or two retail stores they would most like to have located in Diamond Bar, 26% of the households that desired additional businesses in the City could not name any in particular and one-quarter (25%) said specialty organic food stores such as Whole Foods and Trader Joe’s. An additional 9% cited discount stores such as Marshalls and Dollar Tree, 8% said large wholesale stores such as Sam’s Club and Costco, 8% wanted upscale department stores such as Macy’s and Nordstrom, and 7% would like large department stores such as Wal-Mart and Target to be located in Diamond Bar (see Figure 22 on the next page). 32.2 24.6 17.5 16.3 13.0 8.3 5.1 4.9 4.1 2.5 2.5 1.4 3.8 1.6 0 5 10 15 20 25 30 35 Greater variety of cuisines, cultures (Greek, Mexican, Italian, Asian) Family chain restaurants (Cheesecake Factory, Olive Garden) Not sure / No specific names come to mind Fast food restaurants (Cava, Cane’s) Upscale restaurants, steak houses (Norms, Ruth’s Chris Steakhouse) Breweries, pubs, sports bars (BJ’s, Yard House) Small bakeries, cafes, coffee (Corner Bakery, Porto’s) Breakfast, lunch restaurants BBQ restaurants Seafood restaurants Non-restaurant mentions Vegan, healthy restaurants Locally-owned, non-chain restaurants Fewer Asian restaurants % Respondents Who Desire Additional Restaurants 2.1.a Packet Pg. 38 Economic DevelopmentTrue North Research, Inc. © 2023 22City of Diamond Bar . . . . . . . . . . . . . . . . Question 10 What are the names of the one or two retail stores you would most like to have located in Diamond Bar? FIGURE 22 TYPES OF RETAIL STORE DESIRED IN DIAMOND BAR 26.2 24.9 9.3 8.2 8.1 6.6 5.0 4.9 4.8 4.3 4.0 3.3 2.6 2.1 1.8 1.5 4.5 3.8 0 5 10 15 20 25 30 Not sure / No specific names come to mind Specialty, organic foods stores (Whole Foods Market, Trader Joes) Discount stores (Marshalls, Dollar Tree) Large wholesale stores (Sam’s Club, Costco) Upper-scale department stores (Macy's, Nordstrom) Large department stores (Wal-Mart, Target) Books, arts and crafts stores (Hobby Lobby, Barnes & Nobles) Home décor, houseware stores (Home Goods, World Market) Home improvement stores (Lowe’s, Home Depot) Shoe, footwear stores (Vans, DSW) Sports, outdoor goods stores (Dick's, Big 5) Cosmetics, body care stores (Sephora, Bath & Body Works) Grocery stores (Stater Bros, 99 Ranch Market) Upper scale clothing stores (H & M, White & Black) Clothing stores (Tilly’s, Uniqlo) Electronics, computer stores (Apple Store, Best Buy) Drug stores (Rite-aid, Walgreens) Pet stores (Petco, PetSmart) % Respondents Who Desire Additional Stores 2.1.a Packet Pg. 39 PrioritiesTrue North Research, Inc. © 2023 23City of Diamond Bar . . . . . . . . . . . . . . . . P RIORITIES It is often the case that residents’ desires for public facilities and programs exceed a city’s finan- cial resources. In such cases, a city must prioritize services based upon a variety of factors, including the preferences and needs of residents. SPENDING PRIORITIES Question 11 was designed to provide Diamond Bar with a reliable measure of how residents, as a whole, prioritize a variety of projects and services to which the City could allocate resources in the future. The format of the question was straightforward: after informing respondents that the City does not have the financial resources to fund all of the ser- vices and facilities that may be desired by residents, respondents were asked whether each item shown in Figure 23 should be a high, medium, or low priority for future city spending—or if the City should not spend money on the item at all. To encourage a sense of competition, respon- dents were instructed that not all of the projects and services could be high priorities. Question 11 The City of Diamond Bar has the resources to provide some of the services and facilities desired by residents. However, because it can't fund every service, the City must set pri- orities. As I read each of the following items, please indicate whether you think the City should make the item a high priority, a medium priority, or a low priority for future city spending. If you feel the City should not spend any money on this item, just say so. Please keep in mind that not all of the items can be high priorities. FIGURE 23 SPENDING PRIORITIES The projects and services are sorted in Figure 23 from high to low based on the percentage of respondents who indicated that an item was at least a medium priority for future city spending. Among the items tested, improving the maintenance of local streets was assigned the highest priority (82% high or medium priority), followed by addressing homelessness (78%) and working with property owners to create a pedestrian-oriented and walkable Diamond Bar Town Center (69%). When compared to the other projects tested, Diamond Bar residents assigned a lower pri- ority to facilitating the development of housing for low- and middle-income families (49%). 42.0 57.9 39.7 26.2 34.0 24.5 22.2 17.8 26.6 40.2 20.2 29.6 39.3 30.5 38.5 40.5 40.7 22.7 0 102030405060708090100 Improve the maintenance of local streets Address homelessness Work with property owners to create a pedestrian-oriented and walkable Diamond Bar Town Center Improve existing and/or build new local parks and recreational facilities Improve the enforcement of traffic laws Expand the network of paths and trails for walking, running and biking Expand or improve senior programs and services Provide more special events and community festivals Facilitate the development of housing for low- and middle-income families % Respondents High priority Medium priority 2.1.a Packet Pg. 40 PrioritiesTrue North Research, Inc. © 2023 24City of Diamond Bar . . . . . . . . . . . . . . . . For the interested reader, the tables below show how the percentage of respondents who rated each item as at least a medium priority varied by a number of respondent demographics. To ease comparisons, the top three priority items are highlighted in green for each subgroup. Although rated lowest by respondents overall, facilitating the development of housing for low- and middle- income families was a top priority for residents 18 to 24 years of age, renters, and residents who lived with friends/relatives rent free. TABLE 7 SPENDING PRIORITIES BY YEARS IN DIAMOND BAR & OVERALL SATISFACTION (SHOWING % HIGH & MEDIUM PRIORITY) TABLE 8 SPENDING PRIORITIES BY AGE (SHOWING % HIGH & MEDIUM PRIORITY) TABLE 9 SPENDING PRIORITIES BY ETHNICITY & SENIOR 65+ IN HSLD (SHOWING % HIGH & MEDIUM PRIORITY) TABLE 10 SPENDING PRIORITIES BY HOME OWNERSHIP STATUS, CHILD IN HSLD & GENDER (SHOWING % HIGH & MEDIUM PRIORITY) TABLE 11 SPENDING PRIORITIES BY COUNCIL DISTRICT & SURVEY LANGUAGE (SHOWING % HIGH & MEDIUM PRIORITY) Less than 5 5 to 9 10 to 14 15 or more Satisfied Dissatisfied Improve the maintenance of local streets 78.8 73.5 81.0 84.7 82.2 83.2 Address homelessness 80.7 80.1 74.6 77.4 79.6 71.5 Work w property owners to create a pedestrian-oriented, walkable Diamond Bar Town Center 69.7 71.1 63.2 69.6 70.9 62.6 Improve existing and/or build new local parks and recreational facilities 64.4 69.6 65.1 64.6 65.7 68.8 Improve the enforcement of traffic laws 59.4 60.7 56.5 67.6 64.4 64.6 Expand the network of paths and trails for walking, running and biking 65.9 58.1 70.6 61.5 65.1 61.9 Expand or improve senior programs and services 62.5 60.0 59.3 63.5 65.0 56.1 Provide more special events and community festivals 55.4 52.9 53.7 60.7 59.5 57.8 Facilitate the development of housing for low- and middle-income families 58.3 49.1 55.4 45.4 52.1 38.5 Years in Diamond Bar (Q1) Overall Satisfaction (Q4) 18 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 or older Improve the maintenance of local streets 62.9 80.8 79.0 84.3 85.0 88.9 Address homelessness 72.2 90.2 80.2 80.3 73.2 76.8 Work w property owners to create a pedestrian-oriented, walkable Diamond Bar Town Center 76.3 66.6 64.6 72.7 63.2 76.9 Improve existing and/or build new local parks and recreational facilities 48.2 67.2 71.6 64.7 69.6 65.2 Improve the enforcement of traffic laws 37.1 48.2 59.6 69.6 68.5 81.4 Expand the network of paths and trails for walking, running and biking 45.1 78.5 59.5 65.9 68.3 56.6 Expand or improve senior programs and services 75.2 58.3 38.8 50.0 69.3 82.2 Provide more special events and community festivals 37.1 65.3 53.5 56.4 59.1 72.1 Facilitate the development of housing for low- and middle-income families 82.1 65.0 35.6 44.2 45.3 43.8 Age (QD1) Caucasian /White Latino/ Hispanic Af American /Black Asian American Yes No Improve the maintenance of local streets 83.9 78.5 88.3 82.4 87.7 80.2 Address homelessness 77.6 85.5 82.5 75.4 77.9 79.1 Work w property owners to create a pedestrian-oriented, walkable Diamond Bar Town Center 74.7 65.2 85.9 68.3 71.6 68.4 Improve existing and/or build new local parks and recreational facilities 62.6 62.5 49.7 68.7 67.7 64.5 Improve the enforcement of traffic laws 62.9 68.0 61.2 64.1 73.6 59.4 Expand the network of paths and trails for walking, running and biking 61.8 63.7 55.7 64.1 61.7 65.1 Expand or improve senior programs and services 55.3 54.3 81.2 66.6 76.5 53.5 Provide more special events and community festivals 66.8 69.3 74.8 50.8 64.5 53.8 Facilitate the development of housing for low- and middle-income families 50.0 55.4 68.9 45.6 45.7 52.3 Ethnicity (QD7) Senior 65+ in Hsld (QD4) Own Rent Live w/others Yes No Male Female Improve the maintenance of local streets 84.1 80.4 69.2 79.1 83.5 83.5 82.2 Address homelessness 77.3 83.6 84.4 80.3 77.1 77.8 79.1 Work w property owners to create a pedestrian-oriented, walkable Diamond Bar Town Center 70.6 67.7 74.2 68.4 71.6 70.7 68.8 Improve existing and/or build new local parks and recreational facilities 68.0 58.8 50.3 70.5 63.2 71.5 58.7 Improve the enforcement of traffic laws 67.7 58.4 48.6 62.6 65.5 60.9 68.9 Expand the network of paths and trails for walking, running and biking 63.4 64.8 55.2 60.2 64.4 64.2 62.3 Expand or improve senior programs and services 63.3 61.0 67.7 47.6 70.3 60.4 65.0 Provide more special events and community festivals 60.2 57.2 53.6 58.5 60.0 53.5 65.2 Facilitate the development of housing for low- and middle-income families 40.4 76.9 77.8 44.4 52.7 44.7 54.5 Gender (QD2)Child in Hsld (QD3)Home Ownership Status (QD5) One Two Three Four Five English Korean Chinese Improve the maintenance of local streets 81.6 84.1 86.1 77.8 81.3 81.6 80.5 86.2 Address homelessness 86.6 81.0 75.2 70.9 77.1 79.4 51.2 80.3 Work w property owners to create a pedestrian-oriented, walkable Diamond Bar Town Center 66.5 69.4 72.4 74.5 64.1 70.3 71.1 63.5 Improve existing and/or build new local parks and recreational facilities 66.5 66.9 60.6 64.7 68.7 63.7 58.2 77.9 Improve the enforcement of traffic laws 64.0 61.2 71.4 59.3 66.4 62.8 61.4 74.8 Expand the network of paths and trails for walking, running and biking 61.7 66.6 58.0 63.3 65.7 63.1 61.0 63.5 Expand or improve senior programs and services 59.6 56.4 64.7 62.2 70.9 61.0 62.1 73.0 Provide more special events and community festivals 52.7 68.8 57.5 55.0 58.3 61.2 47.7 46.9 Facilitate the development of housing for low- and middle-income families 55.7 52.7 43.8 41.4 52.9 53.0 48.9 28.3 Council District Survey Language 2.1.a Packet Pg. 41 PrioritiesTrue North Research, Inc. © 2023 25City of Diamond Bar . . . . . . . . . . . . . . . . ADDITIONAL HIGH PRIORITIES? Recognizing that the list of projects and services tested in Question 11 was not exhaustive, the survey followed-up by asking respondents if there were any services or facilities not mentioned in Question 11 that they thought should be a high priority for future city spending (Question 12). This question was asked in an open-ended man- ner, allowing respondents to mention any project that came to mind without being prompted by or restricted to a list of options. True North later reviewed the verbatim responses and grouped them into the categories shown in Figure 24 below. Six-in-ten (62% of) residents could not think of an additional service or facility that should be a high priority for future city spending, and none of the individual suggestions were mentioned by more than 4% of respondents. Items mentioned by at least 2% of respondents included address- ing public safety/crime (4%), improving parks, trails, and courts (3%), beautifying the City (2%), and addressing traffic congestion (2%). Question 12 Is there a service or facility that I didn't mention that you think should be a high priority for future city spending? FIGURE 24 ADDITIONAL HIGH PRIORITY SERVICE, FACILITY 62.3 3.7 2.6 2.4 2.3 1.7 1.7 1.6 1.5 1.4 1.3 1.2 1.2 1.1 1.0 0.9 0.9 0.8 0.8 0.6 0.6 0.6 0.5 0.5 0.5 1.3 1.4 0.6 0 10203040506070 No other priorities / Cannot think of anything Address public safety, crimes Improve, provide more parks, trails, courts Beautify city, cleanliness, old buildings, graffiti Address traffic congestion Provide more services for elderly, disabled residents Provide more activities, community events for all ages Improve landscaping, trees Provide more recycling services, environmental efforts Synchronized traffic lights Provide a rec center for gatherings, concerts Have own police department, more police Provide a shopping center, mall Improve infrastructure, roads, streets Enforce traffic laws Address homelessness Provide a movie theater Provide more safe bike trails, lanes Provide a hospital, urgent care facilities Address parking issues Provide a public swimming pool Enforce city codes Provide a city disaster preparedness plan, information Provide more public transportation Provide a dog park Improve variety of restaurants Provide a Farmers Market Provide more EV charging stations % Respondents 2.1.a Packet Pg. 42 Local GovernanceTrue North Research, Inc. © 2023 26City of Diamond Bar . . . . . . . . . . . . . . . . L OCAL GOVERNANCE Although much of the survey focused on residents’ satisfaction with the City’s efforts to provide specific services, as with other progressive cities Diamond Bar recognizes there is more to good local governance than simply providing satisfactory services. Do residents perceive that the City is responsive to their needs? Do residents feel that staff serves their needs in a professional man- ner? How well do residents trust the City, and do they view the City as fiscally responsible? Answers to questions like these are as important as service or policy-related questions in mea- suring the City’s performance in meeting residents’ needs. Accordingly, they were the focus of the next section of the interview. PERCEPTIONS OF CITY GOVERNMENT The first question in this series was designed to measure how residents perceive the City on topics such as transparency, responsiveness, and fiscal accountability. For each of the six statements shown along the bottom of Figure 25, respondents were asked whether they agreed or disagreed with the statement, or if they had no opinion. For comparison purposes between the statements, only respondents who held an opin- ion (either agree or disagree) are included in the figure. Those who did not have an opinion were removed from this analysis. The percentage of respondents who provided an opinion (either agree or disagree) is presented in brackets below the statement label in the figure, while the bars represent the answers of those with an opinion. Thus, for example, of the 88% of respondents who expressed an opinion regarding their trust of the City, 85% agreed that they trust the City of Diamond Bar, whereas 15% disagreed. Question 13 Next, I'm going to read you a series of statements about the City of Diamond Bar. For each, I'd like you to tell me whether you agree or disagree with the statement. FIGURE 25 AGREEMENT WITH STATEMENTS ABOUT DIAMOND BAR Overall, 85% of respondents with an opinion said that they trust the City of Diamond Bar, 80% agreed that the City treats all residents the same regardless of color, age, income, or identity, 78% felt the City manages its finances well, 77% agreed that the City is transparent in how it operates, and 74% felt the City is responsive to residents’ needs. Approximately two-thirds (68%) 28.4 38.1 25.5 23.2 21.9 18.0 57.0 41.5 52.8 53.7 51.7 50.4 15.1 16.6 18.5 24.2 6.5 7.8 7.3 10.6 12.0 8.44.0 6.6 0 10 20 30 40 50 60 70 80 90 100 I trust the City of Diamond Bar [88% with opinion} City treats all residents the same [79% with opinion} City manages its finances well [67% with opinion} City is transparent in how it operates [74% with opinion} City is responsive to residents’ needs [79% with opinion} City listens to residents when making decisions [74% with opinion} Q13 Agreement with statements about Diamond Bar . . .% Respondents Who Provided OpinionStrongly disagree Somewhat disagree Somewhat agree Strongly agree 2.1.a Packet Pg. 43 Local GovernanceTrue North Research, Inc. © 2023 27City of Diamond Bar . . . . . . . . . . . . . . . . of residents with an opinion also agreed that the City listens to residents when making important decisions. For the interested reader, tables 12 to 15 display agreement with each statement by a variety of demographic subgroups, among those with an opinion. TABLE 12 AGREEMENT WITH STATEMENTS ABOUT DIAMOND BAR BY YEARS IN DIAMOND BAR, OVERALL SATISFACTION, GENDER & CITY STAFF CONTACT IN PAST 12 MONTHS (SHOWING % STRONGLY & SOMEWHAT AGREEMENT) TABLE 13 AGREEMENT WITH STATEMENTS ABOUT DIAMOND BAR BY AGE & CHILD IN HSLD (SHOWING % STRONGLY & SOMEWHAT AGREEMENT) TABLE 14 AGREEMENT WITH STATEMENTS ABOUT DIAMOND BAR BY ETHNICITY, SENIOR 65+ IN HSLD & HOME OWNERSHIP STATUS (SHOWING % STRONGLY & SOMEWHAT AGREEMENT) TABLE 15 AGREEMENT WITH STATEMENTS ABOUT DIAMOND BAR BY COUNCIL DISTRICT & SURVEY LANGUAGE (SHOWING % STRONGLY & SOMEWHAT AGREEMENT) STAFF CONTACT The next question in this series asked if the respondent had been in con- tact with City of Diamond Bar staff in the 12 months prior to the interview. Overall, 27% of respondents indicated they had been in contact with staff in the past 12 months (Figure 26 on next page). When compared with their respective counterparts, those who have lived in the City less than 10 years or 15 years or longer, residents over 35 years of age (and in particular, those 35 to 44), respondents dissatisfied with the job the City is doing to provide services, respon- dents in an ethnic group other than African-American, home owners, respondents with a senior in the household, and those who took the survey in English were the most likely to report having contact with city staff in the past year (see figures 27-29). Less than 5 5 to 9 10 to 14 15 or more Satisfied Dissatisfied Male Female Yes No I trust the City of Diamond Bar 93.089.481.784.492.056.087.185.979.287.4 City treats all residents the same 85.0 89.0 70.8 77.7 85.0 61.4 87.4 74.3 70.5 83.2 City manages its finances well 80.1 80.0 67.7 78.9 85.0 46.8 83.8 74.9 74.9 79.9 City is transparent in how it operates 81.4 77.0 76.1 77.1 85.9 41.9 79.2 77.0 72.5 78.6 City is responsive to residents’ needs 83.676.966.172.085.232.775.974.464.277.3 City listens to residents when making decisions77.866.559.167.779.630.376.962.862.071.7 City Staff Contact in Past 12 Months (Q14)Years in Diamond Bar (Q1) Overall Satisfaction (Q4) Gender (QD2) 18 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 or older Yes No I trust the City of Diamond Bar 82.688.286.484.082.191.888.286.2 City treats all residents the same 67.9 83.1 82.2 78.2 70.7 92.4 79.4 82.0 City manages its finances well 77.9 78.4 79.6 72.3 71.7 90.4 78.8 80.8 City is transparent in how it operates 84.9 70.9 81.8 74.7 70.1 85.7 79.3 79.0 City is responsive to residents’ needs 84.884.571.871.661.781.872.877.3 City listens to residents when making decisions76.272.569.266.956.277.465.373.0 Age (QD1) Child in Hsld (QD3) Caucasian /White Latino/ Hispanic Af American /Black Asian American Yes No Own Rent Live w /others I trust the City of Diamond Bar 79.6 84.1 100.0 86.5 87.9 85.3 86.4 86.1 84.3 City treats all residents the same 78.8 71.0 79.6 83.6 84.4 79.4 81.7 80.4 69.4 City manages its finances well 78.4 76.7 92.1 78.0 83.8 76.6 79.0 82.4 74.3 City is transparent in how it operates 82.6 70.6 85.1 77.2 79.0 78.5 76.7 85.3 73.8 City is responsive to residents’ needs 71.1 75.6 93.4 71.9 74.2 75.8 74.1 80.3 69.7 City listens to residents when making decisions 61.8 61.7 84.1 71.8 71.4 70.4 69.3 76.1 56.3 Ethnicity (QD7) Senior 65+ in Hsld (QD4) Home Ownership Status (QD5) One Two Three Four Five English Korean Chinese I trust the City of Diamond Bar 87.1 87.5 88.7 84.4 79.2 84.4 91.6 88.8 City treats all residents the same 76.1 73.5 87.0 84.4 77.0 76.6 91.2 92.1 City manages its finances well 84.1 80.8 81.1 71.3 74.9 78.5 64.8 81.2 City is transparent in how it operates 80.3 68.8 79.6 82.8 73.7 75.6 79.8 83.9 City is responsive to residents’ needs 78.1 72.2 76.8 77.5 63.8 74.0 64.9 74.5 City listens to residents when making decisions 68.0 64.2 70.9 77.8 62.2 66.0 77.6 80.0 Council District Survey Language 2.1.a Packet Pg. 44 Local GovernanceTrue North Research, Inc. © 2023 28City of Diamond Bar . . . . . . . . . . . . . . . . Question 14 In the past 12 months, have you been in contact with staff from the City of Dia- mond Bar? FIGURE 26 CONTACT WITH CITY STAFF IN PAST 12 MONTHS FIGURE 27 CONTACT WITH CITY STAFF IN PAST 12 MONTHS BY YEARS IN DIAMOND BAR & AGE Not sure 3.5 Yes, contact with staff 27.2 No contact with staff 67.5 Prefer not to answer 1.8 12.3 16.5 39.3 30.3 26.7 28.1 30.2 14.2 26.925.2 0 10 20 30 40 50 Less than 5 5 to 9 10 to 14 15 or more 18 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 or older Years in Diamond Bar (Q1) Age (QD1)% Respondents With StaffContact in Past 12 Months2.1.a Packet Pg. 45 Local GovernanceTrue North Research, Inc. © 2023 29City of Diamond Bar . . . . . . . . . . . . . . . . FIGURE 28 CONTACT WITH CITY S TAFF IN PAST 12 MONTHS BY OVERALL SATISFACTION, ETHNICITY, CHILD IN H SLD & HOME OWNERSHIP STATUS FIGURE 29 CONTACT WITH CITY STAFF IN PAST 12 MONTHS BY COUNCIL DISTRICT, SENIOR 65+ IN HSLD, GENDER & SURVEY LANGUAGE 12.5 25.1 29.1 23.8 29.2 19.4 7.7 26.3 33.9 30.4 33.8 0 10 20 30 40 50 Satisfied Dissatisfied Caucasian / White Latino / Hispanic Af American / Black Asian American Yes No Own Rent Live w/ others Overall Satisfaction (Q4) Ethnicity (QD7) Child in Hsld (QD3) Home Ownership Status (QD5)% Respondents With StaffContact in Past 12 Months24.9 29.9 24.0 25.4 28.8 28.6 19.1 22.2 25.6 29.7 26.928.9 0 10 20 30 40 50 One Two Three Four Five Yes No Male Female English Korean Chinese Council District Senior 65+ in Hsld (QD4) Gender (QD2) Survey Language% Respondents With StaffContact in Past 12 Months2.1.a Packet Pg. 46 Local GovernanceTrue North Research, Inc. © 2023 30City of Diamond Bar . . . . . . . . . . . . . . . . ASSESSMENT OF CITY STAFF Residents who had contact with city staff in the past 12 months were subsequently asked to rate staff on three dimensions: helpfulness, professional- ism, and accessibility. As displayed in Figure 30 on the next page, 89% of Diamond Bar residents who had interacted with staff rated them as very or somewhat professional, 87% said they were accessible, and 77% indicated that they were helpful. Question 15 In your opinion, was the staff at the City very _____, somewhat _____, or not at all _____. FIGURE 30 RATING CITY STAFF 56.8 52.0 48.7 32.6 35.0 28.0 19.9 2.0 2.3 3.5 10.78.7 0 10 20 30 40 50 60 70 80 90 100 Professional Accessible Helpful Q15 City staff was . . .% Respondents With StaffContact in Past 12 MonthsNot sure Not at all Somewhat Very 2.1.a Packet Pg. 47 Communication & e-GovernmentTrue North Research, Inc. © 2023 31City of Diamond Bar . . . . . . . . . . . . . . . . C OMMUNICATION & E -GOVERNMENT The importance of city communication with residents cannot be over-stated. Much of a city’s suc- cess is shaped by the quality of information that is exchanged in both directions, from the City to the community and from the community to the City. This study is just one example of Dia- mond Bar’s efforts to enhance the information flow to the City to better understand the commu- nity’s concerns, perceptions, and needs. In this section, we present the results of several communication-related questions. SATISFACTION WITH CITY-RESIDENT COMMUNICATION Question 16 of the sur- vey asked residents to report their satisfaction with city-resident communication in the City of Diamond Bar. Overall, 78% of residents indicated they were satisfied with the City’s efforts to share information with them through newsletters, the Internet, social media, and other means, whereas 14% were dissatisfied and 8% were unsure or unwilling to answer the question (Figure 31). Question 16 Overall, are you satisfied or dissatisfied with the City's efforts to share informa- tion with you through newsletters, the Internet, social media, and other means? FIGURE 31 SATISFACTION WITH COMMUNICATION Figures 32-34 on the next page show how satisfaction with the City’s efforts to share informa- tion with residents varied across a host of demographic subgroups. With the exception of resi- dents who were dissatisfied with the City’s overall performance and respondents who took the survey in Korean, satisfaction with city-resident communication was fairly consistent across sub- groups, ranging between 72% and 92%. In terms of the intensity of satisfaction, African-American respondents and residents at the two ends of the age spectrum (18-24 or 65+) were the most likely to report being very satisfied. Prefer not to answer 0.9Very dissatisfied 3.8 Somewhat satisfied 49.5 Very satisfied 28.8 Not sure 6.8 Somewhat dissatisfied 10.2 2.1.a Packet Pg. 48 Communication & e-GovernmentTrue North Research, Inc. © 2023 32City of Diamond Bar . . . . . . . . . . . . . . . . FIGURE 32 SATISFACTION WITH COMMUNICATION BY YEARS IN DIAMOND BAR & AGE FIGURE 33 SATISFACTION WITH COMMUNICATION BY OVERALL SATISFACTION, ETHNICITY, CHILD IN HSLD & HOME OWNERSHIP STATUS FIGURE 34 SATISFACTION WITH COMMUNICATION BY COUNCIL DISTRICT, SENIOR 65+ IN HSLD, GENDER & SURVEY LANGUAGE 41.6 19.5 33.0 24.8 22.0 41.1 40.6 55.5 47.5 50.7 51.8 47.7 28.019.5 32.1 Very satisfied 32.5 49.5 52.6 50.8 Smwt satisfied 48.7 0 10 20 30 40 50 60 70 80 90 100 Less than 5 5 to 9 10 to 14 15 or more 18 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 or older Years in Diamond Bar (Q1) Age (QD1)% Respondents63.7 25.7 30.3 29.4 28.6 29.6 37.6 28.8 49.1 50.3 50.0 49.5 53.3 37.3 Very satisfied 35.1 7.9 36.7 23.9 Smwt satisfied 49.9 43.6 49.0 55.9 0 10 20 30 40 50 60 70 80 90 100 Satisfied Dissatisfied Caucasian / White Latino / Hispanic Af American / Black Asian American Yes No Own Rent Live w/ others Overall Satisfaction (Q4) Ethnicity (QD7) Child in Hsld (QD3) Home Ownership Status (QD5)% Respondents25.9 30.7 28.6 29.5 29.4 31.8 10.4 18.5 45.7 49.5 50.2 51.0 48.2 48.0 49.1 57.7 31.436.1 21.3 Very satisfied 29.4 46.346.8 58.3 Smwt satisfied 50.2 0 10 20 30 40 50 60 70 80 90 100 One Two Three Four Five Yes No Male Female English Korean Chinese Council District Senior 65+ in Hsld (QD4) Gender (QD2) Survey Language% Respondents2.1.a Packet Pg. 49 Communication & e-GovernmentTrue North Research, Inc. © 2023 33City of Diamond Bar . . . . . . . . . . . . . . . . COMMUNICATION PREFERENCES The next communication-related question presented respondents the methods shown to the left of Figure 35 and asked whether each would be an effective way for the City to communicate with them. Overall, respondents indicated that email/electronic newsletters was the most effective method (85% very or somewhat effective), followed by the City’s website (84%), newsletters and informa- tion mailed to the home (84%), and a smart phone app for residents to communicate with the City, report issues, and receive updates (80%). While still perceived as effective by close to half (47%) of respondents, pre-recorded telephone messages were viewed as the least effective way for the City to communicate with them. Question 17 As I read the following ways that the City can communicate with residents, I'd like to know if you think they would be a very effective, somewhat effective, or not at all effective way for the City to communicate with you. FIGURE 35 EFFECTIVENESS OF COMMUNICATION METHODS Tables 16-18 show how communication preferences varied by demographic subgroups, with the three methods receiving the highest percentage of very effective ratings highlighted in green for ease of comparison. TABLE 16 EFFECTIVENESS OF COMMUNICATION METHODS BY AGE, GENDER & SATISFACTION WITH COMMUNICATION (SHOWING % VERY EFFECTIVE) 43.5 33.8 43.4 47.3 43.7 33.9 23.0 14.2 41.3 49.9 40.2 32.7 34.6 37.5 37.2 32.7 0 102030405060708090100 E-mail & Electronic Newsletters City website Newsletters and information mailed directly to your house A smart phone app that allows you to communicate with the City, report issues, and receive updates Text messages Social Media sites such as Facebook, Twitter, Instagram & Nextdoor In-person community meetings Pre-recorded telephone messages % Respondents Very effective Somewhat effective 18 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 or older Male Female Satisfied Dissatisfied Smart phone app 56.9 58.5 49.4 46.7 41.0 42.8 40.4 56.3 48.4 43.6 Text messages 51.5 39.6 47.1 43.7 39.6 47.4 40.2 49.3 46.6 33.1 E-mail & Electronic Newsletters 36.8 43.3 48.7 39.8 39.8 51.4 36.4 52.5 48.0 28.7 Newsletters, info mailed directly to house 43.7 40.1 54.6 38.4 33.9 51.5 38.7 48.7 48.9 23.8 Social Media sites 57.8 51.2 46.5 31.0 21.2 21.0 33.1 36.8 37.6 22.6 City website 31.5 26.9 33.9 36.9 34.9 41.2 32.5 37.3 37.9 18.8 In-person community meetings 16.1 31.3 23.8 18.3 20.3 27.1 22.2 25.0 24.6 18.4 Pre-recorded telephone messages 8.2 8.3 10.9 12.9 11.7 26.7 8.7 20.3 16.2 6.0 Age (QD1) Gender (QD2) Satisfaction With Communication (Q16) 2.1.a Packet Pg. 50 Communication & e-GovernmentTrue North Research, Inc. © 2023 34City of Diamond Bar . . . . . . . . . . . . . . . . TABLE 17 EFFECTIVENESS OF COMMUNICATION METHODS BY ETHNICITY, OVERALL SATISFACTION & YEARS IN DIAMOND BAR (SHOWING % VERY EFFECTIVE) TABLE 18 EFFECTIVENESS OF COMMUNICATION METHODS BY COUNCIL DISTRICT & SURVEY LANGUAGE (SHOWING % VERY EFFECTIVE) ATTENTION PAID TO LOCAL GOVERNMENT The final question in this section asked residents to rate how attentive they are to the issues, decisions, and activities of the Diamond Bar city government using a scale of very attentive, somewhat attentive, slightly attentive, or not at all attentive. Overall, 18% of respondents said they are very attentive to matters of city govern- ment, 44% somewhat attentive, and 27% slightly attentive. Another 10% of respondents confided that they do not pay any attention to the activities of their city government and 2% declined to state (see Figure 36). Question 18 How much attention do you pay to the issues, decisions and activities of your City government? Would you say that you are very attentive, somewhat attentive, slightly attentive, or not at all attentive? FIGURE 36 ATTENTIVENESS TO CITY GOVERNMENT Figures 37 to 39 on the next page display how attentive- ness to local government differed across subgroups. Long-time residents (15+ years), those 35 years and older (and especially 65+), residents who had been in contact with city staff within the past year, African-Amer- ican respondents, home owners, those with a senior in the household, female respondents, and those who took the survey in English or Chinese were generally more likely than their counterparts to say they are at least somewhat attentive to issues, decisions, and activities of the Diamond Bar city government. Attentiveness was remarkably consistent by respondents’ satisfaction with the City’s overall performance. Caucasian / White Latino / Hispanic Af American / Black Asian American Satisfied Dissatisfied Less than 5 5 to 9 10 to 14 15 or more Smart phone app 48.6 56.8 68.4 41.8 50.3 38.3 44.9 56.3 41.5 46.7 Text messages 39.5 52.1 61.7 40.9 45.1 35.6 42.0 49.7 36.9 44.7 E-mail & Electronic Newsletters 32.7 47.3 77.3 41.9 48.4 29.1 41.5 40.1 49.6 44.0 Newsletters, info mailed directly to house 39.2 46.0 55.2 42.0 45.0 40.2 44.4 34.6 42.5 44.4 Social Media sites 24.5 43.6 48.0 31.6 37.4 22.9 37.0 34.9 34.6 32.1 City website 38.0 36.9 66.0 29.1 37.3 23.3 30.9 36.0 20.7 36.7 In-person community meetings 24.9 25.3 61.9 18.4 23.6 20.9 21.5 15.2 24.0 23.8 Pre-recorded telephone messages 15.2 16.6 44.7 10.7 15.6 7.4 10.2 8.9 14.2 16.4 Ethnicity (QD7) Overall Satisfaction (Q4) Years in Diamond Bar (Q1) One Two Three Four Five English Korean Chinese Smart phone app 50.0 48.8 47.1 41.1 49.2 52.5 31.9 22.8 Text messages 44.2 41.4 54.5 43.7 34.8 45.0 37.4 38.7 E-mail & Electronic Newsletters 35.9 46.7 44.5 44.8 45.8 45.8 30.9 34.7 Newsletters, info mailed directly to house 40.9 43.6 48.7 43.4 40.1 45.1 27.7 38.9 Social Media sites 34.0 44.7 29.3 29.8 31.6 36.9 21.5 20.8 City website 34.7 39.3 36.8 37.2 20.9 36.8 12.9 23.9 In-person community meetings 22.1 30.9 20.0 20.7 21.5 25.5 5.9 14.6 Pre-recorded telephone messages 10.9 18.8 17.5 12.9 10.7 14.8 2.7 14.8 Council District Survey Language Prefer not to answer 1.5Not at all attentive 9.6 Slightly attentive 26.9 Very attentive 18.0 Somewhat attentive 44.1 2.1.a Packet Pg. 51 Communication & e-GovernmentTrue North Research, Inc. © 2023 35City of Diamond Bar . . . . . . . . . . . . . . . . FIGURE 37 ATTENTIVENESS TO CITY GOVERNMENT BY YEARS IN DIAMOND BAR, AGE & CITY STAFF CONTACT IN PAST 12 MONTHS FIGURE 38 ATTENTIVENESS TO CITY GOVERNMENT BY OVERALL SATISFACTION, ETHNICITY, CHILD IN HSLD & HOME OWNERSHIP STATUS FIGURE 39 ATTENTIVENESS TO CITY GOVERNMENT BY COUNCIL DISTRICT, SENIOR 65+ IN HSLD, GENDER & SURVEY LANGUAGE 1.9 10.6 17.2 21.5 25.7 22.0 23.9 15.3 31.8 29.9 52.2 41.4 41.5 55.4 48.6 42.1 19.018.318.7 Very attentive 13.6 47.2 33.138.7Smwt attentive 41.3 0 10 20 30 40 50 60 70 80 90 100 Less than 5 5 to 9 10 to 14 15 or more 18 to 24 25 to 34 35 to 44 45 to 54 55 to 64 65 or older Yes No Years in Diamond Bar (Q1) Age (QD1) City Staff Contact in Past 12 Months (Q14)% Respondents16.3 16.5 19.6 17.6 20.9 9.6 11.3 67.2 41.0 42.6 43.3 46.0 34.6 41.2 Very attentive 17.7 23.0 20.4 19.8 Smwt attentive 46.0 40.5 49.9 43.3 0 10 20 30 40 50 60 70 80 90 100 Satisfied Dissatisfied Caucasian / White Latino / Hispanic Af American / Black Asian American Yes No Own Rent Live w/ others Overall Satisfaction (Q4) Ethnicity (QD7) Child in Hsld (QD3) Home Ownership Status (QD5)% Respondents15.8 22.1 16.6 16.3 20.1 17.9 9.9 21.2 41.1 51.4 37.9 41.6 45.9 45.6 26.6 41.3 17.517.719.6 Very attentive 19.4 43.747.944.5 Smwt attentive 43.1 0 10 20 30 40 50 60 70 80 90 100 One Two Three Four Five Yes No Male Female English Korean Chinese Council District Senior 65+ in Hsld (QD4) Gender (QD2) Survey Language% Respondents2.1.a Packet Pg. 52 Background & DemographicsTrue North Research, Inc. © 2023 36City of Diamond Bar . . . . . . . . . . . . . . . . B ACKGROUND & DEMOGRAPHICS TABLE 19 DEMOGRAPHICS OF SAMPLE Table 19 presents the key demographic and background information that was collected during the survey. Because of the probability-based sampling methodology used in this study, the results shown in the table are representative of adult residents in the City of Diamond Bar. The primary moti- vation for collecting the background and demographic infor- mation was to provide a better insight into how the results of the substantive questions of the survey vary by demographic characteristics (see Appendix A for more details). Total Respondents 640 Years in Diamond Bar (Q1) Less than 5 16.1 5 to 9 11.6 10 to 14 10.6 15 or more 61.0 Prefer not to answer 0.7 Age (QD1) 18 to 24 8.7 25 to 34 15.5 35 to 44 15.2 45 to 54 17.6 55 to 64 18.1 65 or older 20.0 Prefer not to answer 5.0 Gender (QD2) Male 49.4 Female 47.7 Non-binary 0.7 Prefer not to answer 2.2 Child in Hsld (QD3) Yes 31.1 No 64.0 Prefer not to answer 4.9 Senior 65+ in Hsld (QD4) Yes 38.3 No 53.2 Prefer not to answer 8.5 Home Ownership Status (QD5) Own 71.7 Rent 20.2 Live with others 4.8 Prefer not to answer 3.4 Employment Status (QD6) Full time 53.8 Part time 5.9 Student 6.8 Home- maker / Caregiver 3.0 Retired 23.4 In-between jobs 2.1 Prefer not to answer 5.1 Ethnicity (QD7) Caucasian / White 15.3 Latino / Hispanic 21.0 Af American / Black 4.2 Asian American 58.3 Other 1.2 Council District One 20.0 Two 20.0 Three 20.0 Four 20.0 Five 20.0 Survey Language English 80.9 Korean 4.8 Chinese 14.3 2.1.a Packet Pg. 53 MethodologyTrue North Research, Inc. © 2023 37City of Diamond Bar . . . . . . . . . . . . . . . . M ETHODOLOGY The following sections outline the methodology used in the study, as well as the motivation for using certain techniques. QUESTIONNAIRE DEVELOPMENT Dr. McLarney of True North Research worked closely with the City of Diamond Bar to develop a questionnaire that covered the topics of interest and avoided many possible sources of systematic measurement error, including position-order effects, wording effects, response-category effects, scaling effects, and priming. Several ques- tions included multiple individual items. Because asking items in a set order can lead to a sys- tematic position bias in responses, the items were asked in a random order for each respondent. Some questions asked in this study were presented only to a subset of respondents. For exam- ple, only respondents who indicated they had personally interacted with city staff during the prior 12 month period (Question 14) were asked to rate staff’s professionalism, accessibility, and helpfulness (Question 15). The questionnaire included with this report (see Questionnaire & Toplines on page 40) identifies the skip patterns used during the interview to ensure that each respondent received the appropriate questions. PROGRAMMING, PRE-TEST & LANGUAGE TRANSLATION Prior to fielding the sur- vey, the questionnaire was CATI (Computer Assisted Telephone Interviewing) programmed to assist interviewers when conducting the telephone interviews. The CATI program automatically navigates the skip patterns, randomizes the appropriate question items, and alerts interviewers to certain types of keypunching mistakes should they happen during the interview. The survey was also programmed into a passcode-protected online survey application to allow residents who preferred to complete the survey online the opportunity to do so. The integrity of the ques- tionnaire was pre-tested internally by True North and by dialing into random homes in the City prior to formally beginning the survey. The final questionnaire was also professionally translated to allow for data collection in English, Chinese, and Korean according to the preference of the respondent. SAMPLE, RECRUITING & DATA COLLECTION A comprehensive database of Diamond Bar households was utilized for this study, ensuring that all households in Diamond Bar had the opportunity to be selected to participate in the survey. Once selected at random, contact infor- mation was appended to each record including email addresses and telephone numbers for adult residents. Individuals were subsequently recruited to participate in the survey through multiple recruiting methods. Using a combination of email and text invitations, sampled residents were initially invited to participate in the survey online at a secure, passcode-protected website designed and hosted by True North. Each individual was assigned a unique passcode to ensure that only Diamond Bar residents who received an invitation could access the online survey site, and that the survey could be completed only one time per passcode. An email reminder notice was also sent to encourage participation among those who had yet to take the survey. Following a period of online data collection, True North placed telephone calls to land lines and cell phone numbers of sampled residents that had yet to participate in the online survey or for whom only telephone contact information was available. 2.1.a Packet Pg. 54 MethodologyTrue North Research, Inc. © 2023 38City of Diamond Bar . . . . . . . . . . . . . . . . Telephone interviews averaged 18 minutes in length and were conducted during weekday eve- nings (5:30PM to 9PM) and on weekends (10AM to 5PM). It is standard practice not to call during the day on weekdays because most working adults are unavailable and thus calling during those hours would bias the sample. A total of 640 completed surveys were gathered online and by tele- phone between August 28 and September 6, 2023. MARGIN OF ERROR DUE TO SAMPLING The results of the survey can be used to esti- mate the opinions of all adult residents in the City. Because not every adult resident of the City participated in the survey, however, the results have what is known as a statistical margin of error due to sampling. The margin of error refers to the difference between what was found in the survey of 640 adult residents for a particular question and what would have been found if all of the estimated 44,123 adult residents2 of Diamond Bar had been interviewed. Figure 40 provides a plot of the maximum margin of error in this study. The maximum margin of error for a dichotomous percentage result occurs when the answers are evenly split such that 50% provide one response and 50% provide the alternative response. For this survey, the maxi- mum margin of error is ± 3.8% for questions answered by all 640 respondents. FIGURE 40 MAXIMUM MARGIN OF ERROR Within this report, figures and tables show how responses to certain questions varied by demo- graphic characteristics such as length of residence, age of the respondent, and other dimen- sions. Figure 40 is thus useful for understanding how the maximum margin of error for a percentage estimate will grow as the number of individuals asked a question (or in a particular subgroup) shrinks. Because the margin of error grows exponentially as the sample size decreases, the reader should use caution when generalizing and interpreting the results for small subgroups as the margin of error for small subgroups can be ± 10% or more. 2. Source: U.S. Census Bureau, 2021 American Community Survey 1-Year Estimates. 640 Respondents ± 3.8% 0% 2% 4% 6% 8% 10% 12% 14% 0 100 200 300 400 500 600 700 800 900 1000 Sample Size (Number of Respondents)Margin of Error2.1.a Packet Pg. 55 MethodologyTrue North Research, Inc. © 2023 39City of Diamond Bar . . . . . . . . . . . . . . . . DATA PROCESSING & WEIGHTING Data processing consisted of checking the data for errors or inconsistencies, coding and recoding responses, categorizing verbatim responses, and preparing frequency analyses and cross-tabulations. The final data were weighted to balance the sample by key demographics according to Census estimates. ROUNDING Numbers that end in 0.5 or higher are rounded up to the nearest whole num- ber, whereas numbers that end in 0.4 or lower are rounded down to the nearest whole number. These same rounding rules are also applied, when needed, to arrive at numbers that include a decimal place in constructing figures and tables. Occasionally, these rounding rules lead to small discrepancies in the first decimal place when comparing tables and charts for a given question. Due to rounding, some figures and narrative include numbers that add to more than or less than 100%. 2.1.a Packet Pg. 56 Questionnaire & ToplinesTrue North Research, Inc. © 2023 40City of Diamond Bar . . . . . . . . . . . . . . . . Q UESTIONNAIRE & TOPLINES True North Research, Inc. © 2023 Page 1 City of Diamond Bar Community Opinion Survey Final Toplines (n=640) September 2023 Section 1: Introduction to Study Hi, may I please speak to: _____. Hi, my name is _____ and Im calling from TNR on behalf of the City of Diamond Bar. The City is conducting a survey of residents about important local issues and would like to get your opinions. Your answers will be confidential. If needed: This is a survey about important issues in your community. Im NOT trying to sell anything and I wont ask for a donation. If needed: The survey should take about 12 minutes to complete. If needed: If now is not a convenient time, can you let me know a better time so I can call back? If needed: TNR is an independent public opinion research firm. Weve been hired by the City to design and conduct the survey. Section 2: Quality of Life Id like to begin by asking you a few questions about what it is like to live in the City of Diamond Bar. Q1 How long have you lived in Diamond Bar? 1 Less than 1 year 3% 2 1 to 4 years 13% 3 5 to 9 years 12% 4 10 to 14 years 11% 5 15 years or longer 61% 99 Prefer not to answer 1% Q2 How would you rate: _____? Would you say it is excellent, good, fair, poor or very poor? Ask A First, then Randomize B-F Excellent Good Fair Poor Very Poor Not Sure Prefer not to answer A The overall quality of life in Diamond Bar 33% 53% 12% 1% 0% 0% 0% B Diamond Bar as a place to raise a family 44% 42% 10% 2% 1% 1% 0% C Diamond Bar as a place to retire 30% 34% 20% 7% 3% 5% 1% D Diamond Bar as a place to work 11% 22% 23% 14% 5% 22% 3% E Diamond Bar as a place to shop and dine 4% 19% 36% 23% 16% 1% 0% F Diamond Bar as a place to recreate 14% 33% 29% 12% 4% 6% 1% 2.1.a Packet Pg. 57 Questionnaire & ToplinesTrue North Research, Inc. © 2023 41City of Diamond Bar . . . . . . . . . . . . . . . . Diamond Bar Community Opinion Survey September 2023 True North Research, Inc. © 2023 Page 2 Q3 If the city government could change one thing to make Diamond Bar a better place to live now and in the future, what change would you like to see? Verbatim responses recorded and later grouped into categories shown below. Improve shopping, dining opportunities 27% Not sure / Cannot think of anything specific 13% Reduce traffic congestion 8% Provide more rec activities, community events 8% Improve public safety 7% No changes needed / Everything is fine 7% Address homeless issues 6% Enforce traffic laws 5% Add, improve parks, rec facilities for all 5% Improve city cleanliness, landscaping 4% Provide more police presence 4% Improve diversity in general 3% Provide more shopping centers 3% Enforce city codes 2% Provide more affordable housing 2% Limit growth, development 2% Provide more sidewalks 2% Improve assistance to seniors 2% Revitalize, redevelop downtown 2% Section 3: City Services Next, I would like to ask a series of questions about services provided by the City of Diamond Bar. Q4 Generally speaking, are you satisfied or dissatisfied with the job the City of Diamond Bar is doing to provide city services? Get answer, then ask: Would that be very (satisfied/dissatisfied) or somewhat (satisfied/dissatisfied)? 1 Very satisfied 23% 2 Somewhat satisfied 53% 3 Somewhat dissatisfied 13% 4 Very dissatisfied 4% 98 Not sure 7% 99 Prefer not to answer 0% 2.1.a Packet Pg. 58 Questionnaire & ToplinesTrue North Research, Inc. © 2023 42City of Diamond Bar . . . . . . . . . . . . . . . . Diamond Bar Community Opinion Survey September 2023 True North Research, Inc. © 2023 Page 3 Q5 For each of the services I read, Id like you to tell me how satisfied you are with the job the city is doing to provide the service. Are you satisfied or dissatisfied with the citys efforts to: _____, or do you not have an opinion? Get answer. If satisfied or dissatisfied, then ask: Would that be very (satisfied/dissatisfied) or somewhat (satisfied/dissatisfied)? Randomize Very Satisfied Somewhat Satisfied Somewhat Dissatisfied Very Dissatisfied Not sure Prefer not to answer A Provide law enforcement and crime prevention services 22% 42% 17% 10% 8% 1% B Provide fire protection and emergency medical services 39% 41% 6% 2% 13% 0% C Prepare the City for emergencies 24% 37% 11% 4% 23% 0% D Maintain and repair streets and roads 33% 42% 14% 9% 2% 0% E Manage traffic congestion in the city 11% 35% 31% 21% 2% 0% F Provide trash collection and recycling services 43% 41% 9% 4% 2% 0% G Promote economic development for a healthy business community 11% 38% 17% 11% 22% 1% H Manage growth and development 17% 37% 20% 10% 15% 1% I Provide recreation programs for all ages 28% 39% 16% 4% 12% 1% J Maintain parks and recreation areas 44% 43% 6% 3% 3% 0% K Provide cultural and performing arts 16% 30% 24% 11% 18% 1% L Preserve and protect open space 28% 45% 11% 7% 10% 0% M Address homelessness 13% 26% 24% 20% 16% 1% N Provide for diversity and inclusion within City events, services, and policies 24% 35% 14% 7% 18% 2% O Provide online access to City services, information, and resources 27% 46% 11% 3% 12% 0% P Operate in an environmentally-friendly, sustainable way 22% 44% 10% 5% 19% 0% Q Keep public buildings and facilities clean and attractive 42% 45% 8% 2% 2% 0% R Provide programs and services for seniors 23% 31% 10% 4% 30% 2% 2.1.a Packet Pg. 59 Questionnaire & ToplinesTrue North Research, Inc. © 2023 43City of Diamond Bar . . . . . . . . . . . . . . . . Diamond Bar Community Opinion Survey September 2023 True North Research, Inc. © 2023 Page 4 Section 4: Public Safety Q6 Overall, how safe is Diamond Bar as a place to live? Would you say it is very safe, somewhat safe, somewhat unsafe, or very unsafe? 1 Very safe 38% 2 Somewhat safe 50% 3 Somewhat unsafe 8% 4 Very unsafe 1% 98 Not sure 1% 99 Prefer not to answer 0% Q7 When you are: _____, would you say that you feel very safe, somewhat safe, somewhat unsafe, or very unsafe? Randomize. Very Safe Somewhat Safe Somewhat Unsafe Very Unsafe Not sure Prefer not to answer A Walking in your neighborhood during the day 62% 33% 4% 1% 0% 0% B Walking in commercial and shopping areas of the City during the day 53% 37% 7% 2% 1% 0% C Walking in your neighborhood after dark 30% 46% 15% 4% 3% 1% D Walking in commercial and shopping areas of the City after dark 25% 46% 19% 6% 5% 0% E Visiting local parks and open space areas 48% 39% 9% 1% 3% 1% Section 5: Economic Development Q8 Thinking of the retail stores and restaurants that your household visits outside of the City, are there any that you would like to have available in Diamond Bar? 1 Yes 75% Ask Q9 2 No 15% Skip to Q11 98 Not Sure 9% Skip to Q11 99 Prefer not to answer 1% Skip to Q11 Q9 What are the names of the one or two restaurants you would most like to have located in Diamond Bar? Verbatim responses recorded and later grouped into categories shown below, example restaurant names shown where applicable. Greater variety of cuisines, cultures (Greek, Mexican, Italian, Asian) 32% Family chain restaurants (Cheesecake Factory, Olive Garden) 25% Not sure / No specific names come to mind 17% Fast food restaurants (Cava, Canes) 16% 2.1.a Packet Pg. 60 Questionnaire & ToplinesTrue North Research, Inc. © 2023 44City of Diamond Bar . . . . . . . . . . . . . . . . Diamond Bar Community Opinion Survey September 2023 True North Research, Inc. © 2023 Page 5 Upscale restaurants, steak houses (Norms, Ruths Chris Steakhouse) 13% Breweries, pubs, sports bars (BJs, Yard House) 8% Small bakeries, cafes, coffee (Corner Bakery, Portos) 5% Breakfast, lunch restaurants 5% Seafood restaurants 4% BBQ restaurants 4% Vegan, healthy restaurants 3% Non-restaurant mentions 3% Locally-owned, non-chain restaurants 2% Fewer Asian restaurants 1% Q10 What are the names of the one or two retail stores you would most like to have located in Diamond Bar? Verbatim responses recorded and later grouped into categories shown below, example store names shown where applicable. Not sure / No specific names come to mind 26% Specialty, organic foods stores (Whole Foods Market, Trader Joes) 25% Discount stores (Marshalls, Dollar Tree) 9% Large wholesale stores (Sams Club, Costco) 8% Upper-scale department stores (Macy's, Nordstrom) 8% Large department stores (Wal-Mart, Target) 7% Books, arts and crafts stores (Hobby Lobby, Barnes & Nobles) 5% Home décor, houseware stores (Home Goods, World Market) 5% Home improvement stores (Lowes, Home Depot) 5% Grocery stores (Stater Bros, 99 Ranch Market) 4% Cosmetics, body care stores (Sephora, Bath & Body Works) 4% Sports, outdoor goods stores (Dick's, Big 5) 4% Shoe, footwear stores (Vans, DSW) 4% Clothing stores (Tillys, Uniqlo) 3% Upper scale clothing stores (H & M, White & Black) 3% Electronics, computer stores (Apple Store, Best Buy) 2% Pet stores (Petco, PetSmart) 2% Drug stores (Rite-aid, Walgreens) 2% 2.1.a Packet Pg. 61 Questionnaire & ToplinesTrue North Research, Inc. © 2023 45City of Diamond Bar . . . . . . . . . . . . . . . . Diamond Bar Community Opinion Survey September 2023 True North Research, Inc. © 2023 Page 6 Section 6: Priorities The City of Diamond Bar has the resources to provide some of the services and facilities desired by residents. However, because it cant fund every service, the City must set priorities. Q11 As I read each of the following items, please indicate whether you think the City should make the item a high priority, a medium priority, or a low priority for future city spending. If you feel the City should not spend any money on this item, just say so. Please keep in mind that not all of the items can be high priorities. Here is the (first/next) one: _____. Should this item be a high, medium or low priority for the City or should the City not spend any money on this item? Randomize High Priority Medium Priority Low Priority Should not spend money Not sure Prefer not to answer A Expand the network of paths and trails for walking, running and biking 25% 39% 31% 5% 1% 0% B Facilitate the development of housing for low- and middle-income families 27% 23% 24% 23% 3% 1% C Improve the maintenance of local streets 42% 40% 14% 2% 2% 0% D Address homelessness 58% 20% 13% 6% 3% 0% E Improve existing and/or build new local parks and recreational facilities 26% 39% 27% 6% 2% 0% F Improve the enforcement of traffic laws 34% 31% 25% 9% 2% 0% G Work with property owners to create a pedestrian-oriented and walkable Diamond Bar Town Center 40% 30% 22% 7% 2% 0% H Provide more special events and community festivals 18% 41% 32% 7% 2% 0% I Expand or improve senior programs and services 22% 41% 26% 5% 7% 0% Q12 Is there a service or facility that I didnt mention that you think should be a high priority for future city spending? If yes, ask: Please describe it to me. Verbatim responses recorded and later grouped into categories shown below. No other high priorities / Cannot think of anything 62% Address public safety, crimes 4% Improve, provide more parks, trails, courts 3% Address traffic congestion 2% Improve landscaping, trees 2% Beautify city, cleanliness, old buildings, graffiti 2% Provide more services for elderly, disabled residents 2% Provide more activities, community events for all ages 2% Address homelessness 1% 2.1.a Packet Pg. 62 Questionnaire & ToplinesTrue North Research, Inc. © 2023 46City of Diamond Bar . . . . . . . . . . . . . . . . Diamond Bar Community Opinion Survey September 2023 True North Research, Inc. © 2023 Page 7 Provide a dog park 1% Enforce traffic laws 1% Provide more public transportation 1% Provide more recycling services, environmental efforts 1% Provide a rec center for gatherings, concerts 1% Provide a public swimming pool 1% Have own police department, more police 1% Provide a shopping center, mall 1% Address parking issues 1% Enforce city codes 1% Provide more EV charging stations 1% Provide more safe bike trails, lanes 1% Improve variety of restaurants 1% Provide a Farmers Market 1% Provide a hospital, urgent care facilities 1% Provide a city disaster preparedness plan, information 1% Synchronized traffic lights 1% Improve infrastructure, roads, streets 1% Provide a movie theater 1% Section 7: Local Governance Q13 Next, Im going to read you a series of statements about the City of Diamond Bar. For each, Id like you to tell me whether you agree or disagree with the statement. Here is the (first/next) one: _____. Do you agree or disagree, or do you not have an opinion? If agree or disagree, ask: Would that be strongly (agree/disagree) or somewhat (agree/disagree)? Randomize Strongly Agree Somewhat Agree Somewhat Disagree Strongly Disagree Not sure Prefer not to answer A The City is responsive to residents needs 17% 41% 15% 6% 19% 2% B The City manages its finances well 17% 36% 10% 4% 31% 2% C The City listens to residents when making important decisions 13% 37% 18% 5% 25% 2% D I trust the City of Diamond Bar 25% 50% 9% 4% 11% 1% E The City is transparent in how it operates 17% 40% 12% 5% 24% 2% F The City treats all residents the same regardless of color, age, income, or identity 30% 33% 9% 7% 20% 2% 2.1.a Packet Pg. 63 Questionnaire & ToplinesTrue North Research, Inc. © 2023 47City of Diamond Bar . . . . . . . . . . . . . . . . Diamond Bar Community Opinion Survey September 2023 True North Research, Inc. © 2023 Page 8 Q14 In the past 12 months, have you been in contact with staff from the City of Diamond Bar? 1 Yes 27% Ask Q15 2 No 68% Skip to Q16 98 Not sure 3% Skip to Q16 99 Prefer not to answer 2% Skip to Q16 Q15 In your opinion, was the staff at the City very _____, somewhat _____, or not at all _____. Read one item at a time, continue until all items are read. Randomize Very Somewhat Not at all Not sure Prefer not to answer A Helpful 49% 28% 20% 2% 1% B Professional 57% 33% 9% 1% 0% C Accessible 52% 35% 11% 1% 1% Section 8: Communication & e-Government Q16 Overall, are you satisfied or dissatisfied with the Citys efforts to share information with you through newsletters, the Internet, social media, and other means? Get answer, then ask: Would that be very (satisfied/dissatisfied) or somewhat (satisfied/dissatisfied)? 1 Very satisfied 29% 2 Somewhat satisfied 49% 3 Somewhat dissatisfied 10% 4 Very dissatisfied 4% 98 Not sure 7% 99 Prefers not to answer 1% Q17 As I read the following ways that the City can communicate with residents, Id like to know if you think they would be a very effective, somewhat effective, or not at all effective way for the City to communicate with you. Randomize Very Somewhat Not at all Not sure / Prefer not to answer A Email & Electronic Newsletters 44% 41% 10% 5% B Social Media sites such as Facebook, Twitter, Instagram & Nextdoor 34% 38% 17% 12% C A smart phone app that allows you to communicate with the City, report issues, and receive updates 47% 33% 9% 11% D City website 34% 50% 11% 6% E Newsletters and information mailed directly to your house 43% 40% 13% 3% 2.1.a Packet Pg. 64 Questionnaire & ToplinesTrue North Research, Inc. © 2023 48City of Diamond Bar . . . . . . . . . . . . . . . . Diamond Bar Community Opinion Survey September 2023 True North Research, Inc. © 2023 Page 9 F Pre-recorded telephone messages 14% 33% 42% 12% G Text messages 44% 35% 14% 8% H In-person community meetings 23% 37% 25% 15% Q18 How much attention do you pay to the issues, decisions and activities of your City government? Would you say that you are very attentive, somewhat attentive, slightly attentive, or not at all attentive? 1 Very attentive 18% 2 Somewhat attentive 44% 3 Slightly attentive 27% 4 Not at all attentive 10% 99 Prefer not to answer 2% Section 9: Background & Demographics Thank you so much for your participation. I have just a few background questions for statistical purposes. D1 In what year were you born? Year recoded into age categories shown below. 1 18 to 24 9% 2 25 to 34 16% 3 35 to 44 15% 4 45 to 54 18% 5 55 to 64 18% 6 65 or older 20% 99 Prefer not to answer 5% D2 What is your gender? 1 Male 49% 2 Female 48% 3 Non-binary 1% 99 Prefer not to answer 2% D3 Do you have one or more children under the age of 18 living in your household? 1 Yes 31% 2 No 64% 99 Prefer not to answer 5% 2.1.a Packet Pg. 65 Questionnaire & ToplinesTrue North Research, Inc. © 2023 49City of Diamond Bar . . . . . . . . . . . . . . . . Diamond Bar Community Opinion Survey September 2023 True North Research, Inc. © 2023 Page 10 D4 Do you have one or more seniors (65+ years of age) living in your household? 1 Yes 38% 2 No 53% 99 Prefer not to answer 8% D5 Do you own or rent your residence in Diamond Bar? 1 Own 72% 2 Rent 20% 3 Live rent free with friends/relatives 5% 99 Prefer not to answer 3% D6 Which of the following best describes your employment status? Would you say you are employed full-time, part-time, a student, a homemaker, retired, or are you in-between jobs right now? 1 Employed full-time 54% 2 Employed part-time 6% 3 Student 7% 4 Stay-at-home parent or caregiver 3% 5 Retired 23% 6 In-between jobs 2% 99 Prefer not to answer 5% D7 What ethnic group do you consider yourself a part of or feel closest to? Read list if respondent hesitates. 1 Caucasian/White 15% 2 Latino/Hispanic 21% 3 African-American/Black 4% 4 Native American Indian or Alaskan Native <1% 5 Asian -- Korean, Japanese, Chinese, Vietnamese, Filipino or other Asian 58% 6 Pacific Islander <1% 7 Mixed Heritage <1% 8 Other <1% 99 Prefer not to answer 0% Those are all of the questions that I have for you! Thanks so much for participating in this important survey! 2.1.a Packet Pg. 66 Questionnaire & ToplinesTrue North Research, Inc. © 2023 50City of Diamond Bar . . . . . . . . . . . . . . . . Diamond Bar Community Opinion Survey September 2023 True North Research, Inc. © 2023 Page 11 Post-Interview & Sample Items S1 Council District 1 One 20% 2 Two 20% 3 Three 20% 4 Four 20% 5 Five 20% S2 Survey Language 1 English 81% 2 Korean 5% 3 Chinese 14% 2.1.a Packet Pg. 67 Agenda #: 5.1 Meeting Date: November 21, 2023 TO: Honorable Mayor and Members of the City Council FROM: Daniel Fox, City Manager TITLE: CITY COUNCIL MINUTES OF THE NOVEMBER 7, 2023 REGULAR MEETING. STRATEGIC GOAL: Open, Engaged & Responsive Government RECOMMENDATION: Approve the November 7, 2023 Regular City Council meeting minutes. FINANCIAL IMPACT: None. BACKGROUND/DISCUSSION: Minutes have been prepared and are being presented for approval. PREPARED BY: REVIEWED BY: 5.1 Packet Pg. 68 Attachments: 1. 5.1.a November 7, 2023 City Council Regular Meeting Minutes 5.1 Packet Pg. 69 CITY OF DIAMOND BAR MINUTES OF THE CITY COUNCIL REGULAR MEETING SOUTH COAST AIR QUALITY MANAGEMENT DISTRICT/MAIN AUDITORIUM 21865 COPLEY DRIVE, DIAMOND BAR, CA 91765 NOVEMBER 7, 2023 CLOSED SESSION: 5:30 p.m., CC-8 Conference Room In Person only – no teleconference. PUBLIC COMMENTS: None Public Employee Performance Evaluation Pursuant to Government Code Section 54957 Title: City Manager ADJOURN TO REGULAR MEETING: 6:02 p.m. with no reportable action taken. CALL TO ORDER: Mayor Chou called the Regular City Council Meeting to order at 6:30 p.m. in the South Coast Air Quality Management District Main Auditorium, 21865 Copley Drive, Diamond Bar, CA 91765. PLEDGE OF ALLEGIANCE: Mayor Pro Tem Liu led the Pledge of Allegiance. INVOCATION: Pastor Sam Bang, Northminster Presbyterian Church, provided the Invocation. ROLL CALL: Council Members Ruth Low, Chia Yu Teng, Steve Tye, Mayor Pro Tem Stan Liu, Mayor Andrew Chou Staff Present In Person: Dan Fox, City Manager; Ryan McLean, Assistant City Manager; Omar Sandoval, City Attorney; Anthony Santos, Assistant to the City Manager; Dannette Allen, Principal Management Analyst; Alfa Lopez, Principal Management Analyst; David Liu, Public Works Director; Marsha Roa, Community Relations Manager; Joan Cruz, Administrative Coordinator; Kristina Santana, City Clerk Staff Present Telephonically: Ryan Wright, Parks and Recreation Director; Amy Haug, Human Resources and Risk Manager; Jason Jacobsen, Finance Director; Greg Gubman, Community Development Director; Hal Ghafari, Public Works Manager/ Assistant City Engineer Others Present: Daniel Dail, Lieutenant Diamond Bar/Walnut Station and Stephen Tousey, Captain, Diamond Bar/Walnut Station APPROVAL OF AGENDA: Mayor Chou approved the agenda as presented. 1. SPECIAL PRESENTATIONS, CERTIFICATES, PROCLAMATIONS: 1.1 Mayor Chou and City Council Members presented a Proclamation Declaring November 2023 as Family Court Awareness Month to Megan Fox, representing the Family Court Awareness Month Committee. 5.1.a Packet Pg. 70 NOVEMBER 7, 2023 PAGE 2 CITY COUNCIL 2. CITY MANAGER REPORTS AND RECOMMENDATIONS: 2.1 Diamond Bar Restaurant Week/Open Rewards Program Presentation PMA/Lopez reported on the success of the 2023 Diamond Bar Restaurant Week and Nef Cortez, VP of Membership, San Gabriel Valley Chamber of Commerce, together with Council Members, presented prizes to winners of the Restaurant Week Raffle, and awards to participating restauranteurs. PMA/Allen reported on the success of the Open Rewards Pilot Program. 2.2 City Government Explained - Update ACM/McLean reported on the eight meetings that were held at the Diamond Bar Center, each with an individual topic related to the City’s governance consistent with the City Council’s goals on open engaged a nd responsive community as well as, plans for the 2024 series. 3. PUBLIC COMMENTS: Aziz Amiri, CEO Regional Chamber of Commerce San Gabriel Valley spoke to the eight-year partnership between the City and the Chamber in the promotion of Restaurant Week. Farhat Gunja addressed the tragic events happening in the Middle East. Dr. Imriaz Basrai spoke to the Palestinian issue and the children who have been injured and who have perished and asked the City Council to draft a resolution seeking immediate survation of hostility in Palestine. Zakir H. Gunja addressed his views and firm stand against the relentless aggression and the administration’s unwavering support of Israel. Nasser Hamideh is burdened by the pain and injustice that plagues the world and his government’s support of Israel. Rahat Zaidi echoed concerns regarding the innocent people of Gaza and government officials’ unconditional support of Israel. Mohammad Zaidi spoke against genocide of innocent and unarmed civilians in Gaza. Shareef Vadakkan called for an immediate ceasefire in Gaza and opposed any present and future resolution in support of Israel. Ayah Ismail spoke against the administration’s support of genocide in Gaza and acts of crime perpetrated on US citizens. 5.1.a Packet Pg. 71 NOVEMBER 7, 2023 PAGE 3 CITY COUNCIL Armin Ismail proposed that the City Council hold workshops that teach inclusiveness and educate future generations about media bias. Irfan Parekh asked local leaders to take a stand against the genocide in Gaza. Fazila Parekh feels safe living in Diamond Bar and feels helpless about the genocide and asked for the Council’s support for a ceasefire in Gaza. Siraj Ciibani called on the City Council to take a humanitarian stand against the injustices occurring in Palestine. Haroon Parekh felt everyone had an obligation to take responsibility for the wrongs committed. Iqbal Mohamedy felt the government should help Palestine as well as Israel. Fazeel Chauhan spoke to the indoctrination of the Military industrial complex as he has on previous occasions, pass the resolution and take down the banners that celebrate war. Nael Hafeez asked for a moment of silence for the 10,000 lost souls of Palestine. CC/Santana reported that emails were received from Shareef V, Jumiarta Sjamsuddin and family, Jawahir Mohamath, Khalid Khan, Mohammad Kahn and Rashid Ahmed, provided to the Council and placed for public viewing at tonight’s meeting entrance. 4. SCHEDULE OF FUTURE EVENTS: CM/Fox presented the Schedule of Future Events. 5. CONSENT CALENDAR: C/Teng moved, MPT/Liu seconded, to approve the Consent Calendar as presented. Motion carried 5-0 by the following Roll Call vote: AYES: COUNCIL MEMBERS: Low, Teng, Tye, MPT/Liu, M/Chou NOES: COUNCIL MEMBERS: None ABSENT: COUNCIL MEMBERS: None 5.1 APPROVED CITY COUNCIL MINUTES: 5.1.1 OCTOBER 17, 2023 REGULAR MEETING. 5.1.2 OCTOBER 23, 2023 SPECIAL CLOSED SESSION MEETING. 5.2 RATIFIED CHECK REGISTER DATED OCTOBER 11, 2023 THROUGH OCTOBER 31, 2023 TOTALING $1,365,044.48. 5.1.a Packet Pg. 72 NOVEMBER 7, 2023 PAGE 4 CITY COUNCIL 5.3 ADOPTED PROCLAMATION DECLARING NOVEMBER 2023 AS LUNG CANCER AWARENESS MONTH. 5.4 ADOPTED PROCLAMATION DECLARING NOVEMBER 1, 2023 AS EXTRA MILE DAY. 5.5 ADOPTED PROCLAMATION DECLARING NOVEMBER 25, 2023 AS SMALL BUSINESS SATURDAY. 5.6 APPROVED AND AUTHORIZED THE DIRECTOR OF PUBLIC WORKS/CITY ENGINEER TO FILE THE NOTICE OF COMPLETION FOR THE AREA 2 RESIDENTIAL & COLLECTOR STREETS REHABILITATION AND THE GOLDEN SPRINGS DRIVE ARTERIAL STREET REHABILITATION BETWEEN BREA CANYON ROAD AND GRAND AVENUE – PROJECT NO. S123102 & S123103. 5.7 APPROVED AND AUTHORIZED THE CITY MANAGER TO SIGN THE VENDOR SERVICES AGREEMENT WITH TOWN AND COUNTRY EVENT RENTALS, LLC. FOR SPECIAL EVENT EQUIPMENT THROUGH JUNE 30, 2025. 5.8 APPROVED FIRST AMENDENT TO THE PROFESSIONAL SERVICES AGREEMENT WITH TAIT & ASSOCIATES, INC. FOR ON-CALL CIVIL ENGINEERING & ARCHITECTURAL SERVICES THROUGH JUNE 30, 2026 AS FOLLOWS: A. DETERMINED THAT THE APPROVAL OF THE FIRST AMENDMENT FOR THE PROPOSED DESIGN PROJECTS ARE NOT SUBJECT TO ENVIRONMENTAL REVIEW UNDER THE CALIFORNINA ENVIRONMENTAL QUALITY ACT (CEQA) PURSUANT TO CEQA GUIDELINES ARTICLE 18, SECTION 15262; B. APPROPRIATED $55,000 FROM THE FY 2023-24 MEASURE W FUND (FUND #201) TO THE CAPITAL IMPROVEMENT PROGRAM FUND (FUND #301) FOR DESIGN OF THE GROUNDWATER DRAINAGE IMPROVEMENTS AT COLD SPRING LANE; AND, C. APPROVED AND AUTHORIZED THE CITY MANAGER TO SIGN AMENDMENET NO. 1 TO THE CONSULTING SERVICES AGREEMENT WITH TAIT & ASSOCIATES, INC., FOR A NOT-TO- EXCEED ANNUAL AMOUNT OF $140,000 FOR FISCAL YEAR 2023 - 24. 6. PUBLIC HEARINGS: NONE 7. COUNCIL CONSIDERATION: NONE 5.1.a Packet Pg. 73 NOVEMBER 7, 2023 PAGE 5 CITY COUNCIL 8. COUNCIL SUBCOMMITTEE REPORTS AND MEETING ATTENDANCE REPORTS/COUNCIL MEMBER COMMENTS: C/Tye said it was a testament to the United States of America that so many people were heard tonight. He quoted his favorite scripture Joshua 24:15, and expressed his support for Israel. He asked everyone to join the celebration in honor of the City’s veterans at 9:00 a.m. at the Diamond Bar Community Center, and on Wednesday, November 15th take advantage of the Catalytic Converter Etching at Calvary Chapel Golden Springs. Due to shouting from the audience, Captain Tousey was called to clear the room. C/Teng commented on breast cancer and lung cancer deterrence and was pleased about the November Proclamation for Lung Cancer Awareness . C/Low thanked speakers for sharing their thoughts, hearts, passion and education on the conflict in the middle east . She commented on violence across the world and was interrupted by people shouting from the audience. M/Chou asked the audience to refrain from interrupting and with no compliance declared the meeting closed at 8:14 p.m. ADJOURNMENT: With no further business to conduct, the Regular City Council Meeting was adjourned at 8:14 p.m. Respectfully Submitted: __________________________ Kristina Santana, City Clerk The foregoing minutes are hereby approved this 21st day of November, 2023. __________________________ Andrew Chou, Mayor 5.1.a Packet Pg. 74 Agenda #: 5.2 Meeting Date: November 21, 2023 TO: Honorable Mayor and Members of the City Council FROM: Daniel Fox, City Manager TITLE: RATIFICATION OF CHECK REGISTER DATED NOVEMBER 1, 2023 THROUGH NOVEMBER 14, 2023 TOTALING $943,232.96. STRATEGIC GOAL: Responsible Stewardship of Public Resources RECOMMENDATION: Ratify the Check Register. FINANCIAL IMPACT: Expenditure of $943,232.96. 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 November 1, 2023 through November 14, 2023 totaling $943,232.96 is being presented for ratification. All payments have been made in compliance with the City’s purchasing policies and procedures, and have been reviewed and approved by the appropriate departmental staff. The attached Affidavit affirms that the check register has been audited and deemed accurate by the Finance Director. PREPARED BY: 5.2 Packet Pg. 75 REVIEWED BY: Attachments: 1. 5.2.a Check Register Affidavit 11-21-2023 2. 5.2.b Check Register 11-21-2023 5.2 Packet Pg. 76 TO: Honorable Mayor and Members of the City Council FROM: Dan Fox, City Manager TITLE: Ratification of Check Register dated November 1, 2023 through November 14, 2023 totaling $943,232.96. RECOMMENDATION: Ratify the Check Register. FINANCIAL IMPACT: Expenditure of $943,232.96. BACKGROUND: The City has established the policy of issuing accounts payable checks on a bi-weekly basis with City Council ratification at the next scheduled City Council meeting. DISCUSSION: The attached check register containing checks dated November 1, 2023 through November 14, 2023 for $943,232.96 is being presented for ratification. All payments have been made in compliance with the City’s purchasing policies and procedures. Payments have been reviewed and approved by the appropriate departmental staff and the attached Affidavit affirms that the check register ha s been audited and deemed accurate by the Finance Director. PREPARED BY: Luisa Allen Accounting Technician REVIEWED BY: ____________________________ Finance Director Jason M. Jacobsen Attachments: Affidavit and Check Register – 11/1/2023 through 11/14/2023. Agenda # __________ Meeting Date: November 21, 2023 5.2.a Packet Pg. 77 CITY OF DIAMOND BAR CHECK REGISTER AFFIDAVIT The attached listings of demands, invoices, and claims in the form of a check register including checks dated November 1, 2023 through November 14, 2023 has been audited and is certified as accurate. Payments have been allowed from the following funds in these amounts: Description Amount General Fund $711,293.32 LLAD 38 Fund $16,904.74 LLAD 39 Fund $13,808.20 LLAD 41 Fund $6,069.72 Integrated Waste Mgmt Fund AB939 $16,351.81 Prop C Transit Tax Fund $3,554.48 Prop A Transit Tax Fund $8,022.96 Community Dev Block Grant Fund $1,382.99 CIP Fund $20,180.62 Vehicle Maint & Equip Fund $7,724.63 Equip Maint & Replacement Fund $7,860.00 Measure W Local Return Fund $10,903.90 OPEB Reserve Fund $1,661.00 CASP (SB1186) Fee Fund $1,548.80 Debt Service Fund $115,965.79 $943,232.96 Signed: __________________________________ Finance Director Jason M. Jacobsen 5.2.a Packet Pg. 78 City of Diamond Bar Check Register CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 10256 11/2/2023 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 3798 S BREA CYN - LS-2 100655 52210 $70.78 CHECK TOTAL $70.78 10257 11/2/2023 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 1003 GOLDEN SPRINGS - LS-2 100655 52210 $124.09 CHECK TOTAL $124.09 10258 11/2/2023 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 21615 GATEWAY CENTER DR - LS-2 100655 52210 $94.37 CHECK TOTAL $94.37 10259 11/2/2023 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 2201 DBB - LS-2 100655 52210 $94.37 CHECK TOTAL $94.37 10260 11/2/2023 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 1DBB/TEMPLE - LS-2 100655 52210 $134.27 CHECK TOTAL $134.27 10261 11/3/2023 SOUTHERN CALIFORNIA EDISON 33341/2 BREA CYN RD (092123-101923) FY23-24 100630 52210 $19.42 CHECK TOTAL $19.42 10262 11/3/2023 SOUTHERN CALIFORNIA EDISON CITYHALL (091223-101123) FY23-24 100620 52210 $18,006.98 CHECK TOTAL $18,006.98 10263 11/6/2023 SOUTHERN CALIFORNIA EDISON PARKS (092623-102423) FY23-24 100630 52210 $5,647.86 CHECK TOTAL $5,647.86 10264 11/6/2023 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 22805 GOLDEN SPRINGS - LS-2 100655 52210 $117.95 CHECK TOTAL $117.95 10265 11/6/2023 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 1025 BREA CYN TC1 - LS-2 100655 52210 $149.84 CHECK TOTAL $149.84 10266 11/6/2023 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 21325 PATHFINDER RD - LS-2 100655 52210 $258.11 CHECK TOTAL $258.11 10267 11/6/2023 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 21250 GOLDEN SPRINGS - LS-2 100655 52210 $94.37 CHECK TOTAL $94.37 5.2.b Packet Pg. 79 City of Diamond Bar Check Register CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 10268 11/6/2023 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 1798 DBB/22566 GLDN SPRINGS - LS-2 100655 52210 $211.52 CHECK TOTAL $211.52 10270 11/6/2023 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 21010 WASHINGTON AVE - LS-2 100655 52210 $112.33 CHECK TOTAL $112.33 10271 11/6/2023 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 24230 GOLDEN SPRINGS - LS-2 100655 52210 $89.53 CHECK TOTAL $89.53 10272 11/6/2023 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 3201 S DBB - LS-2 100655 52210 $141.54 CHECK TOTAL $141.54 10273 11/6/2023 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - BREA CYN/FALLOWFIELD - LS-2 100655 52210 $93.57 CHECK TOTAL $93.57 10275 11/6/2023 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - BREA CYN/OAKCREST - LS-2 100655 52210 $71.25 CHECK TOTAL $71.25 10276 11/9/2023 PERS HEALTH HEALTH INSURANCE PREMIUM NOVEMBER 2023 239 21106 $198.12 11/9/2023 PERS HEALTH HEALTH INSURANCE PREMIUM NOVEMBER 2023 241 21106 $198.12 11/9/2023 PERS HEALTH HEALTH INSURANCE PREMIUM NOVEMBER 2023 100220 50062 $204.29 11/9/2023 PERS HEALTH HEALTH INSURANCE PREMIUM NOVEMBER 2023 238 21106 $390.08 11/9/2023 PERS HEALTH HEALTH INSURANCE PREMIUM NOVEMBER 2023 206 21106 $396.94 11/9/2023 PERS HEALTH HEALTH INSURANCE PREMIUM NOVEMBER 2023 225 21106 $489.67 11/9/2023 PERS HEALTH HEALTH INSURANCE PREMIUM NOVEMBER 2023 250 21106 $1,073.43 11/9/2023 PERS HEALTH HEALTH INSURANCE PREMIUM NOVEMBER 2023 207 21106 $1,277.37 11/9/2023 PERS HEALTH HEALTH INSURANCE PREMIUM NOVEMBER 2023 105220 50048 $1,661.00 11/9/2023 PERS HEALTH HEALTH INSURANCE PREMIUM NOVEMBER 2023 100 21106 $55,261.74 5.2.b Packet Pg. 80 City of Diamond Bar Check Register CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT CHECK TOTAL $61,150.76 10277 11/10/2023 TASC FLEX SPENDING MEDICAL/CHILDCARE 11/10/2023 238 21118 $5.49 11/10/2023 TASC FLEX SPENDING MEDICAL/CHILDCARE 11/10/2023 239 21118 $5.49 11/10/2023 TASC FLEX SPENDING MEDICAL/CHILDCARE 11/10/2023 241 21118 $5.49 11/10/2023 TASC FLEX SPENDING MEDICAL/CHILDCARE 11/10/2023 207 21118 $13.74 11/10/2023 TASC FLEX SPENDING MEDICAL/CHILDCARE 11/10/2023 250 21118 $27.37 11/10/2023 TASC FLEX SPENDING MEDICAL/CHILDCARE 11/10/2023 206 21118 $48.78 11/10/2023 TASC FLEX SPENDING MEDICAL/CHILDCARE 11/10/2023 100 21118 $1,840.96 CHECK TOTAL $1,947.32 10278 11/9/2023 VANTAGEPOINT TRNSFR AGNTS- 303248 DEFERRED COMP CONTRIBUTIONS/LOAN PYMTS 11/10/2023 239 21109 $227.80 11/9/2023 VANTAGEPOINT TRNSFR AGNTS- 303248 DEFERRED COMP CONTRIBUTIONS/LOAN PYMTS 11/10/2023 241 21109 $227.80 11/9/2023 VANTAGEPOINT TRNSFR AGNTS- 303248 DEFERRED COMP CONTRIBUTIONS/LOAN PYMTS 11/10/2023 238 21109 $369.15 11/9/2023 VANTAGEPOINT TRNSFR AGNTS- 303248 DEFERRED COMP CONTRIBUTIONS/LOAN PYMTS 11/10/2023 207 21109 $567.23 11/9/2023 VANTAGEPOINT TRNSFR AGNTS- 303248 DEFERRED COMP CONTRIBUTIONS/LOAN PYMTS 11/10/2023 225 21109 $572.02 11/9/2023 VANTAGEPOINT TRNSFR AGNTS- 303248 DEFERRED COMP CONTRIBUTIONS/LOAN PYMTS 11/10/2023 206 21109 $1,747.79 11/9/2023 VANTAGEPOINT TRNSFR AGNTS- 303248 DEFERRED COMP CONTRIBUTIONS/LOAN PYMTS 11/10/2023 250 21109 $2,749.48 11/9/2023 VANTAGEPOINT TRNSFR AGNTS- 303248 DEFERRED COMP CONTRIBUTIONS/LOAN PYMTS 11/10/2023 100 21109 $58,548.58 5.2.b Packet Pg. 81 City of Diamond Bar Check Register CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT CHECK TOTAL $65,009.85 10279 11/9/2023 CALPERS PENSION CONTRIBUTION FOR PERIOD 10/21/23-11/03/23 239 21110 $140.91 11/9/2023 CALPERS PENSION CONTRIBUTION FOR PERIOD 10/21/23-11/03/23 241 21110 $140.91 11/9/2023 CALPERS PENSION CONTRIBUTION FOR PERIOD 10/21/23-11/03/23 238 21110 $234.26 11/9/2023 CALPERS PENSION CONTRIBUTION FOR PERIOD 10/21/23-11/03/23 225 21110 $266.69 11/9/2023 CALPERS PENSION CONTRIBUTION FOR PERIOD 10/21/23-11/03/23 207 21110 $710.46 11/9/2023 CALPERS PENSION CONTRIBUTION FOR PERIOD 10/21/23-11/03/23 206 21110 $794.27 11/9/2023 CALPERS PENSION CONTRIBUTION FOR PERIOD 10/21/23-11/03/23 250 21110 $1,751.84 11/9/2023 CALPERS PENSION CONTRIBUTION FOR PERIOD 10/21/23-11/03/23 100 21110 $41,541.41 CHECK TOTAL $45,580.75 10281 11/13/2023 US BANK ST PAUL DEBT SERVICE PAYMENT ON 11/13/2023 401510 57100 $115,965.79 CHECK TOTAL $115,965.79 10283 11/14/2023 ABOUND FOOD CARE FISCAL YEAR 23-24 FOOD RECOVERY SERVICES-SEPTEMBER 250170 54900 $1,632.35 CHECK TOTAL $1,632.35 10284 11/14/2023 ADVANCED EQUIPMENT CORPORATION FACILITY MAINT (DBC) FY23-24 100510 52310 $408.00 CHECK TOTAL $408.00 10285 11/14/2023 AFLAC SUPP INSURANCE PREMIUM OCTOBER 2023 207 21117 $39.05 11/14/2023 AFLAC SUPP INSURANCE PREMIUM OCTOBER 2023 250 21117 $61.78 11/14/2023 AFLAC SUPP INSURANCE PREMIUM OCTOBER 2023 206 21117 $101.41 11/14/2023 AFLAC SUPP INSURANCE PREMIUM OCTOBER 2023 100 21117 $1,327.50 CHECK TOTAL $1,529.74 10286 11/14/2023 AIRGAS INC PARKS&FAC MAINT (RENTAL100123- 103123) FY23-24 100630 51200 $48.38 5.2.b Packet Pg. 82 City of Diamond Bar Check Register CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT CHECK TOTAL $48.38 10287 11/14/2023 ALL CITY MANAGEMENT SERVICES INC CROSSING GUARD SERVICES - 10/1/23- 10/14/23 100310 55412 $13,853.70 11/14/2023 ALL CITY MANAGEMENT SERVICES INC CROSSING GUARD SERVICES - 10/15/23- 10/28/23 100310 55412 $13,985.64 CHECK TOTAL $27,839.34 10288 11/14/2023 AMERICOMP TONER & REPAIR LLC PRINTER TONER 100230 51200 $2,821.45 CHECK TOTAL $2,821.45 10289 11/14/2023 ANAHEIM GLASS INC WINDOW REPLACEMENT (HERITAGE PARK) FY23-24 100630 52320 $491.99 CHECK TOTAL $491.99 10290 11/14/2023 ANIMAL PEST MANAGEMENT SERVICES INC COMPREHENSIVE PEST CONTROL (OCT2023) FY23-24 100630 52320 $70.00 11/14/2023 ANIMAL PEST MANAGEMENT SERVICES INC COMPREHENSIVE PEST CONTROL (OCT2023) FY23-24 100510 52320 $105.00 11/14/2023 ANIMAL PEST MANAGEMENT SERVICES INC COMPREHENSIVE PEST CONTROL (OCT2023) FY23-24 100620 52320 $120.00 CHECK TOTAL $295.00 10291 11/14/2023 ROBYN A BECKWITH INTERIOR PLANT SERVICE (OCT) FY23-24 100510 55300 $275.00 11/14/2023 ROBYN A BECKWITH INTERIOR PLANT SERVICE (OCT) FY23-24 100620 52320 $380.00 CHECK TOTAL $655.00 10292 11/14/2023 BIRD ROCK SYSTEMS INC PS - CISCO 9300 & 9400 CORE SWITCH PROJECT 503230 56130 $7,860.00 CHECK TOTAL $7,860.00 10293 11/14/2023 JOHN E BISHOP INSTRUCTOR PAYMENT - KARATE - FALL 23 100520 55320 $300.00 CHECK TOTAL $300.00 10294 11/14/2023 BRIAN MARTINEZ PHOTO AND VIDEO SERVICES - HALLOWEEN AND VETERANS 100240 52130 $800.00 11/14/2023 BRIAN MARTINEZ PHOTO AND VIDEO SERVICES - HALLOWEEN AND VETERANS 100240 55000 $1,650.00 CHECK TOTAL $2,450.00 10295 11/14/2023 CANNON CORPORATION PS-ENGR/CIP PROJECT UPDATE 100615 54400 $1,691.50 5.2.b Packet Pg. 83 City of Diamond Bar Check Register CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 11/14/2023 CANNON CORPORATION PLAN CHECK - 850 BREA CANYON - THRU 7/31/23 100 22109 $995.00 11/14/2023 CANNON CORPORATION PLAN CHECK - 850 BREA CANYON - THRU 8/31/23 100 22109 $495.50 11/14/2023 CANNON CORPORATION PLAN CHECK - 1819 DERRINGER - THRU 8/31/23 100 22109 $349.75 11/14/2023 CANNON CORPORATION PLAN CHECK - 2930 STEEPLECHASE - THRU 8/31/23 100 22109 $1,146.00 11/14/2023 CANNON CORPORATION PLAN CHECK - 2176 ROCKY VIEW - THRU 8/31/23 100 22109 $1,953.25 11/14/2023 CANNON CORPORATION PS-ENGR/PLAN CHECK - THRU 8/31/23 100615 54400 $335.75 CHECK TOTAL $6,966.75 10296 11/14/2023 CHEM PRO LABORATORY INC QTR WATER TREATMENT (DBC-NOV) FY23-24 100510 52310 $179.00 11/14/2023 CHEM PRO LABORATORY INC WATER TREATMENT (CITYHALL-NOV) FY23-24 100620 52320 $179.00 CHECK TOTAL $358.00 10297 11/14/2023 COLLEY AUTO CARS INC VEHICLE MAINT(LIC#1407074) FY23-24 502655 52312 $26.77 11/14/2023 COLLEY AUTO CARS INC VEHICLE MAINT (LIC#1570799) FY23-24 502655 52312 $241.90 CHECK TOTAL $268.67 10298 11/14/2023 CT & T CONCRETE PAVING INC STREETSCAPE IMP @ 1139 S. DBB 100 22109 $17,760.00 11/14/2023 CT & T CONCRETE PAVING INC ROAD MAINT SERVICE (SYCAMORE CYN CREEK) FY23-24 100655 55512 $40,000.00 CHECK TOTAL $57,760.00 10299 11/14/2023 DELTA DENTAL HMO DENTAL INSURANCE PREMIUM NOVEMBER 2023 206 21105 $0.96 11/14/2023 DELTA DENTAL HMO DENTAL INSURANCE PREMIUM NOVEMBER 2023 207 21105 $0.96 11/14/2023 DELTA DENTAL HMO DENTAL INSURANCE PREMIUM NOVEMBER 2023 250 21105 $2.94 11/14/2023 DELTA DENTAL HMO DENTAL INSURANCE PREMIUM NOVEMBER 2023 225 21105 $8.85 11/14/2023 DELTA DENTAL HMO DENTAL INSURANCE PREMIUM NOVEMBER 2023 100 21105 $198.47 CHECK TOTAL $212.18 5.2.b Packet Pg. 84 City of Diamond Bar Check Register CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 10300 11/14/2023 DELTA DENTAL INSURANCE COMPANY PPO DENTAL INSURANCE PREMIUM NOVEMBER 2023 225 21105 $6.96 11/14/2023 DELTA DENTAL INSURANCE COMPANY PPO DENTAL INSURANCE PREMIUM NOVEMBER 2023 239 21105 $18.56 11/14/2023 DELTA DENTAL INSURANCE COMPANY PPO DENTAL INSURANCE PREMIUM NOVEMBER 2023 241 21105 $18.56 11/14/2023 DELTA DENTAL INSURANCE COMPANY PPO DENTAL INSURANCE PREMIUM NOVEMBER 2023 238 21105 $34.04 11/14/2023 DELTA DENTAL INSURANCE COMPANY PPO DENTAL INSURANCE PREMIUM NOVEMBER 2023 206 21105 $96.72 11/14/2023 DELTA DENTAL INSURANCE COMPANY PPO DENTAL INSURANCE PREMIUM NOVEMBER 2023 207 21105 $110.13 11/14/2023 DELTA DENTAL INSURANCE COMPANY PPO DENTAL INSURANCE PREMIUM NOVEMBER 2023 250 21105 $147.21 11/14/2023 DELTA DENTAL INSURANCE COMPANY PPO DENTAL INSURANCE PREMIUM NOVEMBER 2023 100 21105 $4,539.58 CHECK TOTAL $4,971.76 10301 11/14/2023 DIAMOND PONTE DINING SERVICES LLC FOOD FOR ALL HANDS MEETING 100220 52500 $429.53 CHECK TOTAL $429.53 10302 11/14/2023 DISCOVERY SCIENCE CENTER OF ORANGE FY 22/23 DISCOVERY CUBE PROGRAM- OCTOBER 250170 54900 $901.00 CHECK TOTAL $901.00 10303 11/14/2023 DIVISION OF THE STATE ARCHITECT DSA 796 - JULY 2022 - JULY 2023 226 20602 $1,548.80 CHECK TOTAL $1,548.80 10304 11/14/2023 DS SERVICES OF AMERICA INC WATER SERVICE (CITYHALL) FY23-24 100620 51200 $444.99 CHECK TOTAL $444.99 10305 11/14/2023 ECOFERT INC FERTILIZER INJECTION SYSTEM (OCTOBER) FY23-24 100630 52320 $1,207.00 CHECK TOTAL $1,207.00 10306 11/14/2023 ELIZABETH DARDEN ENTERTAINMENT FOR VETERANS CEREMONY 100520 55300 $500.00 CHECK TOTAL $500.00 10307 11/14/2023 EXTERIOR PRODUCTS CORP US FLAG INSTALL/REMOVAL (VETERAN DAY) FY23-24 100630 56116 $6,487.50 11/14/2023 EXTERIOR PRODUCTS CORP EQUIP MAINT & REPAIR (DBC) FY23-24 100510 52320 $2,271.07 5.2.b Packet Pg. 85 City of Diamond Bar Check Register CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 11/14/2023 EXTERIOR PRODUCTS CORP EQUIP MAINT & REPAIR (DBC) FY23-24 100510 52310 $2,500.00 CHECK TOTAL $11,258.57 10308 11/14/2023 G & A NELOS CONSTRUCTION INC GROUNDWATER DRAINAGE IMP - PHASE 4&5 301610 56105 $71,800.00 CHECK TOTAL $71,800.00 10309 11/14/2023 GARY TOSHIHIKO BUSTEED T&T COMMISSION STIPEND - SEPT 2023 100610 52525 $45.00 CHECK TOTAL $45.00 10310 11/14/2023 GATEWAY WATER MANAGEMENT AUTHORITY COST SHARE TO PREPARE & IMPLEMENT LSGR - FY23-24 201610 54200 $105,302.69 CHECK TOTAL $105,302.69 10311 11/14/2023 GOVCONNECTION INC WIRELESS MOUSE (6) 100230 51200 $183.96 11/14/2023 GOVCONNECTION INC 64GB USB FLASH DRIVES (12) 100230 51200 $105.74 11/14/2023 GOVCONNECTION INC PURCHASE OF LAPTOPS AND ACCESSORIES (18) 503230 56130 $26,445.06 CHECK TOTAL $26,734.76 10312 11/14/2023 WOODS MAINTENANCE SERVICES INC GRAFFITI ABATEMENT - OCT 2023 100430 55540 $2,975.00 CHECK TOTAL $2,975.00 10313 11/14/2023 GUARANTEED JANITORIAL SERVICE INC JANITORIAL SERVICES (NOV) FY23-24 100630 55505 $2,962.55 11/14/2023 GUARANTEED JANITORIAL SERVICE INC JANITORIAL SERVICES (NOV) FY23-24 100510 55505 $6,290.84 11/14/2023 GUARANTEED JANITORIAL SERVICE INC JANITORIAL SERVICES (NOV) FY23-24 100620 52320 $10,094.61 CHECK TOTAL $19,348.00 10314 11/14/2023 HEATHER JEN CHANG CONTRACT CLASS INSTRUCTOR- ART 100520 55320 $858.00 CHECK TOTAL $858.00 10315 11/14/2023 HR GREEN PACIFIC INC ON-CALL ENGR/LAND DEV - THRU 9/29/23 100 22109 $580.00 11/14/2023 HR GREEN PACIFIC INC ON-CALL ENGR/LAND DEV - THRU 9/29/23 100 22109 $974.00 11/14/2023 HR GREEN PACIFIC INC ON-CALL ENGR/PLAN CHECKS - LAND DEV THRU AUG 2023 100 22109 $38.00 11/14/2023 HR GREEN PACIFIC INC ON-CALL ENGR/PLAN CHECKS - LAND DEV THRU AUG 2023 100 22109 $1,143.00 5.2.b Packet Pg. 86 City of Diamond Bar Check Register CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 11/14/2023 HR GREEN PACIFIC INC DBB/GRAND DRAINAGE IMP - THRU 7/28/23 100615 54400 $6,167.50 CHECK TOTAL $8,902.50 10316 11/14/2023 INFINITE GRAPHICS LLC SUPPLIES FOR VETERAN'S CEREMONY 100520 51200 $170.82 CHECK TOTAL $170.82 10317 11/14/2023 INTEGRUS LLC RICOH COPY CHARGES - 9/19/23- 10/18/23 100230 52100 $386.04 11/14/2023 INTEGRUS LLC NEW COPIER STAPLE HEADS (2) 100230 51300 $269.37 CHECK TOTAL $655.41 10318 11/14/2023 JAMES EVENT PRODUCTION INC ENTERTAINMENT SERVICES FOR HALLOWEEN PARTY 100520 55300 $2,900.00 CHECK TOTAL $2,900.00 10319 11/14/2023 JOHN L HUNTER & ASSOC INC PS-ENVIRONMENTAL SERVICES - JUL 2023 201610 54200 $665.00 11/14/2023 JOHN L HUNTER & ASSOC INC ENVIRONMENTAL SERVICES - LAND DEV. - JUL 2023 100 22109 $365.00 11/14/2023 JOHN L HUNTER & ASSOC INC ENVIRONMENTAL SERVICES - LAND DEV - JUL 2023 100 22109 $33.75 11/14/2023 JOHN L HUNTER & ASSOC INC ENVIRONMENTAL SERVICES - LAND DEV - JUL 2023 100 22109 $135.00 11/14/2023 JOHN L HUNTER & ASSOC INC ENVIRONMENTAL SERVICES - LAND DEV - JUL 2023 100 22109 $168.75 11/14/2023 JOHN L HUNTER & ASSOC INC ENVIRONMENTAL SERVICES - LAND DEV - JUL 2023 100 22109 $202.50 11/14/2023 JOHN L HUNTER & ASSOC INC PS-ENVIRONMENTAL SERVICES - AUG 2023 201610 54200 $1,685.00 11/14/2023 JOHN L HUNTER & ASSOC INC ENVIRONMENTAL SERVICES - LAND DEV - AUG 2023 100 22109 $202.50 11/14/2023 JOHN L HUNTER & ASSOC INC ENVIRONMENTAL SERVICES - LAND DEV - AUG 2023 100 22109 $316.25 11/14/2023 JOHN L HUNTER & ASSOC INC ENVIRONMENTAL SERVICES - LAND DEV - AUG 2023 100 22109 $462.50 11/14/2023 JOHN L HUNTER & ASSOC INC ENVIRONMENTAL SERVICES - LAND DEV - AUG 2023 100 22107 $948.75 11/14/2023 JOHN L HUNTER & ASSOC INC ENVIRONMENTAL SERVICES - LAND DEV - AUG 2023 100 22109 $1,002.50 11/14/2023 JOHN L HUNTER & ASSOC INC PS-ENVIRONMENTAL SERVICES - JUNE 2023 201610 54200 $9,218.90 5.2.b Packet Pg. 87 City of Diamond Bar Check Register CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 11/14/2023 JOHN L HUNTER & ASSOC INC ENVIRONMENTAL SERVICES - LAND DEV - JUNE 2023 100 22109 $120.00 CHECK TOTAL $15,526.40 10320 11/14/2023 KEVIN D JONES PS -SR-57/60 CONFLUENCE PROJ ADVOCACY - OCT 2023 100615 54400 $4,000.00 CHECK TOTAL $4,000.00 10321 11/14/2023 KWIK COVERS TABLE COVERS FOR SPECIAL EVENTS 100520 51200 $1,562.00 CHECK TOTAL $1,562.00 10322 11/14/2023 LOCAL AGENCY ENGINEERING ASSOCIATES INC PS - ENGINEERING STAFF AUGMENTATION - OCT 2023 100610 54400 $2,682.50 CHECK TOTAL $2,682.50 10323 11/14/2023 LOS ANGELES COUNTY PUBLIC WORKS STREET LIGHT ASSESSMENT(PARKS) FY21- 22/22-23 100630 52320 $156.00 11/14/2023 LOS ANGELES COUNTY PUBLIC WORKS SUMP PUMP MAINT SYCAMORE CYN PARK (081723-091123) 100630 52320 $978.44 11/14/2023 LOS ANGELES COUNTY PUBLIC WORKS CS - INDUSTRIAL SERVICES - THRU SEPT 2023 100610 55550 $6,006.03 CHECK TOTAL $7,140.47 10324 11/14/2023 LOWE'S BUSINESS ACCOUNT PARK MAINT SUPPLIES FY23-24 100630 52320 $382.24 CHECK TOTAL $382.24 10325 11/14/2023 MCE CORPORATION LANDSCAPING SERVICES FOR LAND DEV PROJ - 1139 DBB 100 22109 $3,481.37 11/14/2023 MCE CORPORATION LANDSCAPE MAINTENANCE (LLAD 38,39,&41 - OCT2023) 241641 55524 $5,412.19 11/14/2023 MCE CORPORATION LANDSCAPE MAINTENANCE (LLAD 38,39,&41 - OCT2023) 239639 55524 $13,200.67 11/14/2023 MCE CORPORATION LANDSCAPE MAINTENANCE (LLAD 38,39,&41 - OCT2023) 238638 55524 $15,842.74 CHECK TOTAL $37,936.97 10326 11/14/2023 METROLINK METROLINK PASSES - OCTOBER 2023 206650 55610 $942.90 11/14/2023 METROLINK METROLINK PASSES - OCTOBER 2023 206650 55620 $3,771.60 CHECK TOTAL $4,714.50 10327 11/14/2023 MICHAEL BAKER INTERNATIONAL INC CANYON LOOP TRAIL -HMMP PROJECT MANAGER OCT 23 301630 56104 $3,756.22 CHECK TOTAL $3,756.22 5.2.b Packet Pg. 88 City of Diamond Bar Check Register CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 10328 11/14/2023 MITY LITE INC DBC SUPPLIES 100510 51200 $340.25 CHECK TOTAL $340.25 10329 11/14/2023 MV CHENG & ASSOCIATES INC CONSULTANT SVCS - FINANCE DEPT OCT 2023 100210 54900 $2,632.88 CHECK TOTAL $2,632.88 10330 11/14/2023 MYERS & SONS HI-WAY SAFETY INC VEHICLE EQUIP MAINT (LIC#1442563) FY23-24 502630 52312 $4,537.99 CHECK TOTAL $4,537.99 10331 11/14/2023 NATIONAL TRENCH SAFETY INC RENTAL EQUIP GS SLOPE(K-RAIL102723- 112323 )FY23-24 100655 52300 $455.52 CHECK TOTAL $455.52 10332 11/14/2023 NEXTECH SYSTEMS INC LED STOP SIGNS FY23-24 100655 51250 $4,995.20 CHECK TOTAL $4,995.20 10333 11/14/2023 NICHOLS CONSULTING ENGINEERS, CHTD AREA 3 RES/COLL CURB RAMP - DESIGN THRU 10/13/23 301610 56101 $11,863.75 CHECK TOTAL $11,863.75 10334 11/14/2023 OCCUPATIONAL HEALTH CENTERS OF CALIFORNIA PRE-EMPLOYMENT PHYSICAL FEES 100220 52510 $270.00 CHECK TOTAL $270.00 10335 11/14/2023 OFFICE SOLUTIONS OFFICE SUPPLIES - AUGUST 2023 100410 51200 $43.18 11/14/2023 OFFICE SOLUTIONS OFFICE SUPPLIES - AUGUST 2023 100610 51200 $49.03 11/14/2023 OFFICE SOLUTIONS OFFICE SUPPLIES - AUGUST 2023 100230 51200 $115.27 11/14/2023 OFFICE SOLUTIONS OFFICE SUPPLIES - AUGUST 2023 100510 51200 $356.76 11/14/2023 OFFICE SOLUTIONS OFFICE SUPPLIES - AUGUST 2023 100140 51200 $1,062.51 11/14/2023 OFFICE SOLUTIONS OFFICE SUPPLIES - AUGUST 2023 100630 51200 $1,297.43 CHECK TOTAL $2,924.18 10336 11/14/2023 ONE TIME PAY VENDOR ALBERT MERCADO FACILITY DEPOSIT REFUND 100 20202 $2,200.70 CHECK TOTAL $2,200.70 10337 11/14/2023 ONE TIME PAY VENDOR BONNIE PALLOTTA RECREATION PROGRAM REFUND 100 20202 $110.00 CHECK TOTAL $110.00 10338 11/14/2023 ONE TIME PAY VENDOR CORA ORANTE RECREATION PROGRAM REFUND 100 20202 $110.00 5.2.b Packet Pg. 89 City of Diamond Bar Check Register CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT CHECK TOTAL $110.00 10339 11/14/2023 ONE TIME PAY VENDOR GRACE ASCENCIO RECREATION PROGRAM REFUND 100 20202 $110.00 CHECK TOTAL $110.00 10340 11/14/2023 ONE TIME PAY VENDOR KAREN PENG RECREATION PROGRAM REFUND 100 20202 $101.00 CHECK TOTAL $101.00 10341 11/14/2023 ONE TIME PAY VENDOR LYDIA ROMERO PARK REFUND 100 20202 $200.00 CHECK TOTAL $200.00 10342 11/14/2023 ONE TIME PAY VENDOR PANEE RUTTANASEE RECREATION PROGRAM REFUND 100 20202 $10.00 CHECK TOTAL $10.00 10343 11/14/2023 ONE TIME PAY VENDOR PAULINA LU FACILITY DEPOSIT REFUND 100 20202 $1,450.00 CHECK TOTAL $1,450.00 10344 11/14/2023 ONE TIME PAY VENDOR PERMINASARI THI VO RECREATION PROGRAM REFUND 100 20202 $555.00 CHECK TOTAL $555.00 10345 11/14/2023 ONE TIME PAY VENDOR RAMI AJRAM RECREATION CLASS REFUND 100 20202 $119.00 CHECK TOTAL $119.00 10346 11/14/2023 ONE TIME PAY VENDOR SHAHID ARASTU FULL CLEANING DEPOSIT REFUND 100 20202 $500.00 CHECK TOTAL $500.00 10347 11/14/2023 ONE TIME PAY VENDOR SUNSHINE SENIORS ASSOCIATION FACILITY DEPOSIT REFUND 100 20202 $1,535.00 CHECK TOTAL $1,535.00 10348 11/14/2023 ONE TIME PAY VENDOR SUZANNE LESLEE HOWARD RECREATION PROGRAM REFUND 100 20202 $60.00 CHECK TOTAL $60.00 10349 11/14/2023 ONE TIME PAY VENDOR THOMAS LEE PARK DEPOSITS 100 20202 $200.00 CHECK TOTAL $200.00 10350 11/14/2023 ONE TIME PAY VENDOR TIN MYINT FULL CLEANING DEPOSIT REFUND 100 20202 $750.00 CHECK TOTAL $750.00 10351 11/14/2023 ONE TIME PAY VENDOR YANG ZHANG RECREATION PROGRAM REFUND 100 20202 $119.00 CHECK TOTAL $119.00 5.2.b Packet Pg. 90 City of Diamond Bar Check Register CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 10352 11/14/2023 ONE TIME PAY VENDOR YU BONDANELLI PICNIC REFUND 100 20202 $100.00 CHECK TOTAL $100.00 10353 11/14/2023 ONE TIME PAY VENDOR DANNETTE ALLEN REIMB-CALED KEYS COURSE 100150 52415 $343.25 CHECK TOTAL $343.25 10354 11/14/2023 ONE TIME PAY VENDOR RYAN MCLEAN REIMB - CALED KEYS COURSE 100150 52415 $368.30 CHECK TOTAL $368.30 10355 11/14/2023 PACIFIC PRODUCTS AND SERVICES LLC ROAD MAINT (SIGNS-SYCAMORE CYN PARK) FY23-24 100655 55512 $2,317.29 CHECK TOTAL $2,317.29 10356 11/14/2023 PAPER RECYCLING & SHREDDING RECORDS DESTRUCTION DAY AND REG. SERVICING-10/25 250170 55000 $210.00 CHECK TOTAL $210.00 10357 11/14/2023 PARKWOOD LANDSCAPE MAINTENANCE INC LANDSCAPE MAINTENANCE (PARKS- OCT2023) FY23-24 100510 55505 $3,014.61 11/14/2023 PARKWOOD LANDSCAPE MAINTENANCE INC LANDSCAPE MAINTENANCE (PARKS- OCT2023) FY23-24 100630 55505 $31,193.12 CHECK TOTAL $34,207.73 10358 11/14/2023 PROTECTION ONE INC BURGLAR ALARM REPAIR SERVICE(SYCAMORE PARK)FY23-24 100630 52320 $75.00 CHECK TOTAL $75.00 10359 11/14/2023 PROTECTION ONE INC BURGLAR ALARM(SYCAMORECYNPARK112823- 022724)FY23-24 100630 52320 $221.68 CHECK TOTAL $221.68 10360 11/14/2023 PROTECTION ONE INC BURGLAR ALARM (CITYHALL 112923- 122823) FY23-24 100620 52320 $41.74 CHECK TOTAL $41.74 10361 11/14/2023 PYRO COMM SYSTEMS INC FIRE ALARM MONITOR (HERITAGE PARK- NOV2023-JAN2024) 100630 52320 $195.00 11/14/2023 PYRO COMM SYSTEMS INC FIRE ALARM MONITORING (DBC NOV2023-JAN2024) 100510 52310 $135.00 CHECK TOTAL $330.00 10362 11/14/2023 RAPHAEL H PLUNKETT T&T COMMISSION STIPEND - SEPT 2023 100610 52525 $45.00 CHECK TOTAL $45.00 5.2.b Packet Pg. 91 City of Diamond Bar Check Register CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 10363 11/14/2023 RETAIL MARKETING SERVICES INC SHOPPING CART RETRIEVAL SEPT 23 250170 55000 $60.00 CHECK TOTAL $60.00 10364 11/14/2023 RICHDAI INC INSTRUCTOR PAYMENT - ART - FALL 2023 100520 55320 $252.00 CHECK TOTAL $252.00 10365 11/14/2023 RKA CONSULTING GROUP BUILDING AND SAFETY SERVICES - SEPT 2023 100420 55100 $45,131.87 CHECK TOTAL $45,131.87 10366 11/14/2023 ROBERT BAUTISTA OCTOBER SENIOR DANCE CATERING 23-24 100520 55310 $2,041.29 CHECK TOTAL $2,041.29 10367 11/14/2023 ROMULO T MORALES T&T COMMISSION STIPEND - SEPT 2023 100610 52525 $45.00 CHECK TOTAL $45.00 10368 11/14/2023 ROSS CREATIONS SOUND SERVICES FOR HALLOWEEN PARTY 100520 55300 $825.00 CHECK TOTAL $825.00 10369 11/14/2023 ROTH STAFFING COMPANIES, LP TEMP STAFFING - FINANCE WK ENDING 10/29/2023 100210 54010 $1,404.00 11/14/2023 ROTH STAFFING COMPANIES, LP TEMP STAFFING - FINANCE WK ENDING 11/5/2023 100210 54010 $729.00 CHECK TOTAL $2,133.00 10370 11/14/2023 SC FUELS FLEET VEHICLE FUEL (101623-103123) FY23-24 502130 52330 $91.42 11/14/2023 SC FUELS FLEET VEHICLE FUEL (101623-103123) FY23-24 502430 52330 $252.04 11/14/2023 SC FUELS FLEET VEHICLE FUEL (101623-103123) FY23-24 502620 52330 $257.69 11/14/2023 SC FUELS FLEET VEHICLE FUEL (101623-103123) FY23-24 502630 52330 $736.28 11/14/2023 SC FUELS FLEET VEHICLE FUEL (101623-103123) FY23-24 502655 52330 $1,180.08 CHECK TOTAL $2,517.51 10371 11/14/2023 SITEREP CONSTRUCTION SERVICES INC CANYON LOOP TRAIL SHELTERS - RETENTION 301 29004 $2,975.65 CHECK TOTAL $2,975.65 5.2.b Packet Pg. 92 City of Diamond Bar Check Register CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 10372 11/14/2023 SLOAN VAZQUEZ INC CONSULTING SERVICES THROUGH SEP 2023 250170 54900 $7,590.00 CHECK TOTAL $7,590.00 10373 11/14/2023 SSN & S INC VEHICLE MAINT (LIC#1479429) FY23-24 502430 52312 $350.46 CHECK TOTAL $350.46 10374 11/14/2023 STANDARD INSURANCE COMPANY LIFE/SUPP LIFE/LTD/STD INSURANCE PREMIUM NOV 2023 239 21107 $2.07 11/14/2023 STANDARD INSURANCE COMPANY LIFE/SUPP LIFE/LTD/STD INSURANCE PREMIUM NOV 2023 241 21107 $2.07 11/14/2023 STANDARD INSURANCE COMPANY LIFE/SUPP LIFE/LTD/STD INSURANCE PREMIUM NOV 2023 238 21107 $3.40 11/14/2023 STANDARD INSURANCE COMPANY LIFE/SUPP LIFE/LTD/STD INSURANCE PREMIUM NOV 2023 239 21113 $7.84 11/14/2023 STANDARD INSURANCE COMPANY LIFE/SUPP LIFE/LTD/STD INSURANCE PREMIUM NOV 2023 241 21113 $7.84 11/14/2023 STANDARD INSURANCE COMPANY LIFE/SUPP LIFE/LTD/STD INSURANCE PREMIUM NOV 2023 225 21107 $8.47 11/14/2023 STANDARD INSURANCE COMPANY LIFE/SUPP LIFE/LTD/STD INSURANCE PREMIUM NOV 2023 207 21107 $12.47 11/14/2023 STANDARD INSURANCE COMPANY LIFE/SUPP LIFE/LTD/STD INSURANCE PREMIUM NOV 2023 238 21113 $13.29 11/14/2023 STANDARD INSURANCE COMPANY LIFE/SUPP LIFE/LTD/STD INSURANCE PREMIUM NOV 2023 225 21113 $16.17 11/14/2023 STANDARD INSURANCE COMPANY LIFE/SUPP LIFE/LTD/STD INSURANCE PREMIUM NOV 2023 206 21107 $17.40 11/14/2023 STANDARD INSURANCE COMPANY LIFE/SUPP LIFE/LTD/STD INSURANCE PREMIUM NOV 2023 207 21113 $38.89 11/14/2023 STANDARD INSURANCE COMPANY LIFE/SUPP LIFE/LTD/STD INSURANCE PREMIUM NOV 2023 206 21113 $41.40 11/14/2023 STANDARD INSURANCE COMPANY LIFE/SUPP LIFE/LTD/STD INSURANCE PREMIUM NOV 2023 250 21107 $50.93 11/14/2023 STANDARD INSURANCE COMPANY LIFE/SUPP LIFE/LTD/STD INSURANCE PREMIUM NOV 2023 250 21113 $95.88 11/14/2023 STANDARD INSURANCE COMPANY LIFE/SUPP LIFE/LTD/STD INSURANCE PREMIUM NOV 2023 100 21107 $1,562.65 11/14/2023 STANDARD INSURANCE COMPANY LIFE/SUPP LIFE/LTD/STD INSURANCE PREMIUM NOV 2023 100 21113 $2,228.26 CHECK TOTAL $4,109.03 5.2.b Packet Pg. 93 City of Diamond Bar Check Register CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 10375 11/14/2023 SURENDRA R MEHTA T&T COMMISSION STIPEND - SEPT 2023 100610 52525 $45.00 CHECK TOTAL $45.00 10376 11/14/2023 TAIT AND ASSOCIATES INC DESIGN - GRNDWTR DRAIN IMP - PHS 4 - THRU 9/30/23 301610 56105 $1,585.00 CHECK TOTAL $1,585.00 10377 11/14/2023 TASC FSA FEES 100220 52515 $158.77 CHECK TOTAL $158.77 10378 11/14/2023 THE SAN GABRIEL VALLEY NEWSPAPER GR ANNUAL DIGITAL SUBSCRIPTION 100140 52405 $119.97 CHECK TOTAL $119.97 10379 11/14/2023 THE SAUCE CREATIVE SERVICES INC SIGNAGE FOR HALLOWEEN PARTY 2023 100520 52110 $201.07 11/14/2023 THE SAUCE CREATIVE SERVICES INC PRINTING FOR VETERANS CEREMONY 2023 100520 52110 $135.70 11/14/2023 THE SAUCE CREATIVE SERVICES INC DB4YOUTH POSTCARD 100520 52110 $333.28 11/14/2023 THE SAUCE CREATIVE SERVICES INC YARD SIGNS FOR VETERAN CEREMONY 100520 52110 $1,468.50 CHECK TOTAL $2,138.55 10380 11/14/2023 THE TAIT GROUP INC PS -ENGR/VARIOUS TRAFFIC-RELATED PROJ - OCT 2023 100615 54410 $300.00 CHECK TOTAL $300.00 10381 11/14/2023 TRANE SERVICE GROUP INC MECH&BAS PREVENTATIVE MAINT (HERITAGE PARK)FY23-24 100630 52320 $2,066.63 11/14/2023 TRANE SERVICE GROUP INC MECH&BAS PREVENTATIVE MAINT(HERITAGE PARK) FY23-24 100630 52320 $2,625.26 11/14/2023 TRANE SERVICE GROUP INC MECH&BAS PREVENTATIVE MAINT (PANTERA PARK) FY23-24 100630 52320 $856.84 11/14/2023 TRANE SERVICE GROUP INC MECH&BAS PREVENTATIVE MAINT (CITYHALL/JULY)FY23-24 100620 52320 $4,366.93 11/14/2023 TRANE SERVICE GROUP INC MECH&BAS PREVENTATIVE MAINT (DBC) FY23-24 100510 52310 $1,388.00 11/14/2023 TRANE SERVICE GROUP INC MECH&BAS PREVENTATIVE MAINT (DBC) FY23-24 100510 52310 $5,131.78 CHECK TOTAL $16,435.44 10382 11/14/2023 TUCKER TIRE COMPANY INC FLEET MAINT (LIC#1363853) FY23-24 502630 52312 $50.00 5.2.b Packet Pg. 94 City of Diamond Bar Check Register CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT CHECK TOTAL $50.00 10383 11/14/2023 ULINE INC DIAMOND BAR CENTER SUPPLIES 100510 51200 $42.70 CHECK TOTAL $42.70 10384 11/14/2023 UNDERGROUND SERVICE ALERT OF SO CA CA STATE FEE/US DIGALERT - SEPT 2023 100610 54900 $55.42 11/14/2023 UNDERGROUND SERVICE ALERT OF SO CA DIG-ALERT MONTHLY SERVICE - SEPT 2023 100610 54900 $116.75 CHECK TOTAL $172.17 10385 11/14/2023 VERIZON WIRELESS WIRELESS PHONE SERVICE - 9/17/23- 10/16/23 100230 52200 $3,512.90 CHECK TOTAL $3,512.90 10386 11/14/2023 VISION SERVICE PLAN VISION INSURANCE PREMIUM NOVEMBER 2023 239 21108 $6.74 11/14/2023 VISION SERVICE PLAN VISION INSURANCE PREMIUM NOVEMBER 2023 241 21108 $6.74 11/14/2023 VISION SERVICE PLAN VISION INSURANCE PREMIUM NOVEMBER 2023 238 21108 $12.29 11/14/2023 VISION SERVICE PLAN VISION INSURANCE PREMIUM NOVEMBER 2023 225 21108 $14.16 11/14/2023 VISION SERVICE PLAN VISION INSURANCE PREMIUM NOVEMBER 2023 207 21108 $41.15 11/14/2023 VISION SERVICE PLAN VISION INSURANCE PREMIUM NOVEMBER 2023 250 21108 $57.60 11/14/2023 VISION SERVICE PLAN VISION INSURANCE PREMIUM NOVEMBER 2023 206 21108 $62.79 11/14/2023 VISION SERVICE PLAN VISION INSURANCE PREMIUM NOVEMBER 2023 100 21108 $1,844.70 CHECK TOTAL $2,046.17 10387 11/14/2023 WAXIE SANITARY SUPPLY JANITORIAL SUPPLIES (DBC) FY23-24 100510 51210 $612.37 11/14/2023 WAXIE SANITARY SUPPLY JANITORIAL SUPPLIES (HERITAGE PARK) FY23-24 100630 51200 $61.52 11/14/2023 WAXIE SANITARY SUPPLY JANITORIAL SUPPLIES (DBC) FY23-24 100510 51210 $1,410.95 11/14/2023 WAXIE SANITARY SUPPLY JANITORIAL SUPPLIES (CITYHALL) FY23- 24 100620 51200 $449.46 11/14/2023 WAXIE SANITARY SUPPLY JANITORIAL SUPPLIES (CITYHALL) FY23- 24 100620 51200 $1,695.29 5.2.b Packet Pg. 95 City of Diamond Bar Check Register CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 11/14/2023 WAXIE SANITARY SUPPLY JANITORIAL SUPPLIES (DBC) FY23-24 100510 51210 $472.86 11/14/2023 WAXIE SANITARY SUPPLY JANITORIAL SUPPLIES (CITYHALL) FY23- 24 100620 51200 $696.51 11/14/2023 WAXIE SANITARY SUPPLY JANITORIAL SUPPLIES (HERITAGE PARK) FY23-24 100630 51200 $61.52 11/14/2023 WAXIE SANITARY SUPPLY JANITORIAL SUPPLIES (DBC) FY23-24 100510 51210 $458.91 CHECK TOTAL $5,919.39 10388 11/14/2023 WILLDAN GEOTECHNICAL GEOTECH REVIEW - 340 FERN PLACE - THRU 7/28/23 100 22109 $210.00 CHECK TOTAL $210.00 10389 11/14/2023 WILLDAN GEOTECHNICAL GEOTECH REVIEW - 23712 RIDGE LINE - THRU 8/25/23 100 22109 $630.00 11/14/2023 WILLDAN GEOTECHNICAL GEOTECH REVIEW - 340 FERN PL - THRU 8/25/23 100 22109 $105.00 11/14/2023 WILLDAN GEOTECHNICAL GEOTECH REVIEW - 2176 ROCKY VIEW - THRU 8/25/23 100 22109 $840.00 CHECK TOTAL $1,575.00 10390 11/14/2023 YUNEX LLC TS MAINT - REPAIR - LEMON/LYCOMING - 8/17/23 207650 55536 $743.03 CHECK TOTAL $743.03 GRAND TOTAL $943,232.96 5.2.b Packet Pg. 96 Agenda #: 5.3 Meeting Date: November 21, 2023 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 October 2023 Treasurer’s Statement. FINANCIAL IMPACT: None. BACKGROUND/DISCUSSION: Consistent with City policy, the Finance Department presents the monthly Treasurer’s Statement to the City Council for review and approval. This statement shows the cash balances with a breakdown of various 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. PREPARED BY: REVIEWED BY: 5.3 Packet Pg. 97 Attachments: 1. 5.3.a Treasurer's Cash Report - Oct 2023 2. 5.3.b Treasurer's Certification & Portfolio Report - Oct 2023 5.3 Packet Pg. 98 CASH & INVESTMENT BALANCES Cash Funds General Account $1,222,604.58 Payroll Account $0.00 Change Fund - General Fund $600.00 Petty Cash Account $500.00 Cash With Fiscal Agent (US Bank 2021 Bonds)$1,565.92 Total Cash Funds $1,225,270.50 City & LAIF Invested Funds (Book Value): Local Agency Investment Fund $2,652,433.53 City-Managed Fixed-Income Securities (0-5 year maturity) $65,315,516.90 Total Investment Funds (Book Value)$67,967,950.43 Fiscal Year-To-Date Effective Rate of Return (City Funds & LAIF)3.69%(4 month) Fiscal YTD Interest Earnings (City Funds & LAIF)$861,523.19 (4 month) FY 2023-24 Budgeted Investment Earnings (City Funds & LAIF)$987,450.00 (12 months) Invested Funds With OPEB Trust (Managed by CalPERS/State Street) $617,757.93 Historical rate of return as of 9/30/2023 (since 2016, 7.25 yrs)1.51% OPEB Trust Fiscal Year-To-Date Unrealized Gain/(Loss)($49,496.32)(4 month) GRAND TOTAL - CASH & INVESTMENTS $69,810,978.86 CITY OF DIAMOND BAR - CITY TREASURER'S REPORT AS OF OCTOBER 31, 2023 5.3.a Packet Pg. 99 INVESTMENTS BOOK VALUE PERCENT OF PORTFOLIO TERM DAYS TO MATURITY YIELD TO MATURITY Federal Credit Union CD $9,191,000.00 13.52%1,382 1,037 3.989% Local Agency Investment Fund $2,652,433.53 3.90%1 1 3.534% Corporate Notes $451,602.59 0.66%1,638 1,329 5.000% Federal Agency Coupon Securities $15,973,681.94 23.50%933 544 4.245% Federal Agency Discount-Amortizing $2,982,410.00 4.39%165 40 5.355% Treasury Coupon Securities $11,956,689.04 17.59%1,116 578 2.664% Federal Agency Callable $9,498,591.36 13.98%1,528 414 2.567% Certificates of Deposit-Banks $4,207,058.69 6.19%1,436 636 2.377% Municipal Bonds $2,016,913.04 2.97%1,565 1,046 3.673% Money Market Fund $9,037,570.24 13.30%1 1 5.250% Total Investments and Averages $67,967,950.43 100.00%970 509 3.725% TOTAL INTEREST EARNED I certify that this report accurately reflects all City pooled investments Daniel Fox and is in conformity with the investment policy of the City of Diamond Bar City Treasurer approved by City Council and on file in the City Clerk's office. The investment program herein provides sufficient cash flow liquidity to meet the next six months estimated expenditures. $212,174.50 $861,523.19 CITY OF DIAMOND BAR INVESTMENT PORTFOLIO SUMMARY REPORT October 31, 2023 MONTH ENDING FISCAL YEAR-TO-DATE October 31, 2023 2023-2024 5.3.b Packet Pg. 100 City of Diamond Bar Portfolio Management October 31, 2023 City of Diamond Bar 21810 Copley Drive Diamond Bar, CA (909)839-7053 Portfolio Summary % of Portfolio Book ValueInvestmentsMarket Value Par Value Days to MaturityTerm YTM/C Federal Credit Union CD 9,191,000.00 1,38213.52 3.9891,0379,125,725.469,191,000.00 Local Agency Investment Funds 2,652,433.53 13.90 3.53412,612,192.132,652,433.53 Corporate Notes 451,602.59 1,6380.66 5.0001,329451,602.59500,000.00 Federal Agency Coupon Securities 15,973,681.94 93323.50 4.24554415,970,191.2516,000,000.00 Federal Agency Disc. -Amortizing 2,982,410.00 1654.39 5.355402,982,410.003,000,000.00 Treasury Coupon Securities 11,956,689.04 1,11617.59 2.66457811,765,380.5912,000,000.00 Federal Agency Callable 9,498,591.36 1,52813.98 2.5674149,136,023.009,500,000.00 Certificate of Deposit 4,207,058.69 1,4366.19 2.3776364,064,782.934,208,000.00 Municipal Bonds 2,016,913.04 1,5652.97 3.6731,0461,982,216.892,145,000.00 Money Market Fund 9,037,570.24 113.30 5.25019,037,570.249,037,570.24 67,967,950.43 100.00%Investments 67,128,095.0868,234,003.77 970 509 3.725 Current Year October 31 212,174.50 Fiscal Year To Date 861,523.19 Average Daily Balance Effective Rate of Return 67,908,510.10 69,353,621.29 3.69%3.68% Total Earnings Month Ending __________________________________________________ ____________________ Jason M. Jacobsen, Finance Director Portfolio POOL AP Reporting period 10/01/2023-10/31/2023 Run Date: 11/09/2023 - 12:28 PM (PRF_PM1) 7.3.0 Report Ver. 7.3.6.1 5.3.b Packet Pg. 101 Days to Maturity Page 1 Par Value Book Value Maturity Date Stated RateMarket Value October 31, 2023 Portfolio Details - Investments Average BalanceIssuer Portfolio Management City of Diamond Bar YTM/C TermCUSIPInvestment # Purchase Date Federal Credit Union CD 264Apple Bank For Savings10443 248,000.00 248,000.00 07/22/20243.20007/22/2022 248,000.00 73103784JTK0 3.200 264Baxter Credit Union10444 248,000.00 248,000.00 07/22/20243.15007/22/2022 248,000.00 73107181JAG9 3.150 268Utah Community Fed Cr Union10454 248,000.00 248,000.00 07/26/20243.15007/27/2022 248,000.00 730917352AA4 3.150 453A+ FEDERAL CU10528 249,000.00 249,000.00 01/27/20254.70001/27/2023 249,000.00 73100224TAL0 4.700 565American Express Bank10419 246,000.00 246,000.00 05/19/20253.10005/18/2022 244,052.66 1,09702589ACS9 3.100 576US ALLIANCE FED CREDIT UNION10424 249,000.00 249,000.00 05/30/20253.10005/31/2022 246,987.08 1,09590352RCM5 3.100 614Sallie Mae Bank10461 248,000.00 248,000.00 07/07/20253.40007/06/2022 248,000.00 1,097795451BQ5 3.400 638GESA CREDIT UNION10570 248,000.00 248,000.00 07/31/20255.50007/31/2023 248,000.00 73137424PAG9 5.500 664Connexus CU10474 248,000.00 248,000.00 08/26/20253.50008/26/2022 248,000.00 1,09620825WBC3 3.500 684USF FCU10550 249,000.00 249,000.00 09/15/20255.05003/15/2023 249,000.00 91590353EBC6 5.050 695UNIVERSITY CREDIT UNION10492 249,000.00 249,000.00 09/26/20254.00009/26/2022 249,000.00 1,096914242AA0 4.000 713CHIEF FINANCIAL FCU10502 249,000.00 249,000.00 10/14/20254.60010/12/2022 249,000.00 1,09816863LAE5 4.600 723VERIDIAN CU10500 249,000.00 249,000.00 10/24/20254.50010/24/2022 249,000.00 1,09692348DAA7 4.500 818Community Commerce Bank10440 248,000.00 248,000.00 01/27/20263.05007/27/2022 248,000.00 1,28020367GBD0 3.050 818LIBERTY FIRST CU10530 249,000.00 249,000.00 01/27/20264.50001/27/2023 249,000.00 1,096530520AC9 4.500 824COCA-COLA FCU10529 249,000.00 249,000.00 02/02/20264.60001/31/2023 249,000.00 1,09819123RAA0 4.600 848GREENSTATE CREDIT UNION10255 248,000.00 248,000.00 02/26/20260.65002/26/2021 224,875.74 1,82639573LAV0 0.650 863MID CAROLINA CU10549 249,000.00 249,000.00 03/13/20264.85003/13/2023 249,000.00 1,09659524LAA4 4.850 873TECHNOLOGY CU10551 249,000.00 249,000.00 03/23/20265.00003/23/2023 249,000.00 1,09687868YAL7 5.000 1,020PIMA FEDERAL CREDIT10575 248,000.00 248,000.00 08/17/20265.30008/17/2023 248,000.00 1,096722000AC0 5.300 1,055HEALTHCARE SYSTEMS FCU10496 249,000.00 249,000.00 09/21/20263.60009/21/2022 249,000.00 1,46142228LAH4 3.600 1,078VCC BANK10499 249,000.00 249,000.00 10/14/20264.25010/14/2022 249,000.00 1,46191823MBE4 4.250 1,141America's Credit Union10402 248,000.00 248,000.00 12/16/20261.35012/16/2021 227,139.23 1,82606251A3K4 1.350 1,188State Bank of India10410 248,000.00 248,000.00 02/01/20271.75001/31/2022 230,670.75 1,827856285E98 1.750 1,359Toyota Financial SGS Bank10442 248,000.00 248,000.00 07/22/20273.40007/22/2022 248,000.00 1,82689235MNT4 3.400 1,364Capital One Bank USA10453 248,000.00 248,000.00 07/27/20273.50007/27/2022 248,000.00 1,82614042THZ3 3.500 1,414LUMINATE BANK10487 249,000.00 249,000.00 09/15/20273.40009/15/2022 249,000.00 1,82655026MAE5 3.400 1,420AUSTIN TELCO FCU10495 249,000.00 249,000.00 09/21/20273.80009/21/2022 249,000.00 1,826052392BT3 3.800 1,429JEANNE D'ARC CREDIT UNION10491 249,000.00 249,000.00 09/30/20273.80009/30/2022 249,000.00 1,826472207AE9 3.800 1,429BANK OF THE VALLEY NE10494 249,000.00 249,000.00 09/30/20274.10009/30/2022 249,000.00 1,82606543PDA0 4.100 1,589Alaska USA FCU10547 249,000.00 249,000.00 03/08/20284.60003/08/2023 249,000.00 1,827011852AE0 4.600 1,729TTCU FED CU10564 248,000.00 248,000.00 07/26/20285.00007/26/2023 248,000.00 1,82789854LAD5 5.000 1,762LINCOLN PARK COMMUNITY BANK10571 248,000.00 248,000.00 08/28/20285.00008/28/2023 248,000.00 1,827534574AC2 5.000 1,773PINAL COUNTY FED CU10578 248,000.00 248,000.00 09/08/20285.70009/08/2023 248,000.00 1,82772221MAA1 5.700 1,818Empower FED Credit Union10596 248,000.00 248,000.00 10/23/20285.10010/23/2023 248,000.00 1,827291916AG9 5.100 1,825UTAH FIRST CD10589 248,000.00 248,000.00 10/30/20285.10010/30/2023 248,000.00 1,82791739JAD7 5.100 Portfolio POOL AP Run Date: 11/09/2023 - 12:28 PM (PRF_PM2) 7.3.0 Report Ver. 7.3.6.1 5.3.b Packet Pg. 102 Days to Maturity Page 2 Par Value Book Value Maturity Date Stated RateMarket Value October 31, 2023 Portfolio Details - Investments Average BalanceIssuer Portfolio Management City of Diamond Bar YTM/C TermCUSIPInvestment # Purchase Date Federal Credit Union CD 1,825WORKERS FCU10590 248,000.00 248,000.00 10/30/20285.20010/30/2023 248,000.00 1,82798138MCA6 5.200 9,191,000.00 1,3829,125,725.469,191,000.008,527,000.00Subtotal and Average 1,037 3.989 Local Agency Investment Funds 1Local Agency Investment Fund10028 2,652,433.53 2,652,433.53 3.5342,612,192.13 1LAIF 3.534 2,652,433.53 12,612,192.132,652,433.532,790,483.36Subtotal and Average 1 3.534 Corporate Notes 1,329Bank of America Corp.10515 500,000.00 451,602.59 06/22/20272.00012/27/2022 451,602.59 1,63806048WR36 5.000 451,602.59 1,638451,602.59500,000.00725,235.69Subtotal and Average 1,329 5.000 Federal Agency Coupon Securities 26Federal National Mtg Assn10565 2,000,000.00 1,992,681.00 11/27/20230.25007/27/2023 1,992,681.00 1233135G06H1 5.406 37Federal Home Loan Bank10573 1,000,000.00 997,928.00 12/08/20233.37508/03/2023 997,928.00 1273130A0F70 5.401 112Federal Home Loan Bank10534 500,000.00 499,848.33 02/21/20245.00002/22/2023 499,848.33 3643130AV2E1 5.103 119Federal Home Loan Bank10416 2,000,000.00 1,998,617.74 02/28/20242.12503/29/2022 1,974,200.00 7013130ARHG9 2.344 240Federal Home Loan Bank10460 1,000,000.00 997,780.21 06/28/20242.75007/08/2022 997,780.21 7213130ASDS5 3.099 317Federal Home Loan Bank10483 750,000.00 746,277.72 09/13/20243.50009/22/2022 746,277.72 7223130AT6G7 4.100 317Federal Home Loan Bank10533 750,000.00 748,863.79 09/13/20244.87502/22/2023 748,863.79 5693130ATVD6 5.058 478Federal Farm Credit Bank10543 500,000.00 498,834.93 02/21/20254.75003/01/2023 498,834.93 7233133EPBH7 4.939 597Federal Farm Credit Bank10458 500,000.00 501,538.41 06/20/20253.37507/11/2022 501,538.41 1,0753133ENZG8 3.176 863Federal Home Loan Bank10537 500,000.00 497,325.06 03/13/20264.37502/27/2023 497,325.06 1,110313373B68 4.619 49Federal Home Loan Mtg Corp10542 500,000.00 500,000.00 03/20/20265.82003/20/2023 500,000.00 1,0963134GYMT6 5.820 954Federal Home Loan Bank10447 1,000,000.00 1,005,696.94 06/12/20263.37507/18/2022 1,005,696.94 1,4253130ASJ59 3.141 989Federal Farm Credit Bank10572 1,000,000.00 999,083.57 07/17/20264.62508/02/2023 999,083.57 1,0803133EPQC2 4.661 1,317INTER-AMERICAN DEV. BANK10498 500,000.00 490,921.46 06/10/20272.98009/13/2022 490,921.46 1,73145818WED4 3.902 1,318Federal Home Loan Bank10432 1,000,000.00 999,340.95 06/11/20273.50006/16/2022 1,020,268.00 1,8213130ASGU7 3.520 363Federal Home Loan Bank10588 1,000,000.00 1,000,000.00 10/29/20275.60010/30/2023 1,000,000.00 1,4603130AXMQ8 5.600 1,491Federal Farm Credit Bank10545 1,000,000.00 994,850.70 12/01/20274.12503/01/2023 994,850.70 1,7363133EPCG8 4.267 1,682Federal Home Loan Bank10563 500,000.00 504,093.13 06/09/20284.37507/21/2023 504,093.13 1,7853130AWMN7 4.177 15,973,681.94 93315,970,191.2516,000,000.0015,032,836.99Subtotal and Average 544 4.245 Federal Agency Disc. -Amortizing 19Federal Home Loan Bank10535 1,000,000.00 997,382.22 11/20/20234.96002/24/2023 997,382.22 269313384PM5 5.179 40Federal Home Loan Bank10576 1,000,000.00 994,155.55 12/11/20235.26008/01/2023 994,155.55 132313384QJ1 5.438 Portfolio POOL AP Run Date: 11/09/2023 - 12:28 PM (PRF_PM2) 7.3.0 5.3.b Packet Pg. 103 Days to Maturity Page 3 Par Value Book Value Maturity Date Stated RateMarket Value October 31, 2023 Portfolio Details - Investments Average BalanceIssuer Portfolio Management City of Diamond Bar YTM/C TermCUSIPInvestment # Purchase Date Federal Agency Disc. -Amortizing 62Federal Home Loan Bank10580 1,000,000.00 990,872.23 01/02/20245.30010/02/2023 990,872.23 92313384RG6 5.447 2,982,410.00 1652,982,410.003,000,000.003,652,710.84Subtotal and Average 40 5.355 Treasury Coupon Securities 196U.S. Treasury10417 2,000,000.00 1,997,716.38 05/15/20242.50004/25/2022 1,983,672.00 751912828WJ5 2.720 242U.S. Treasury10435 1,000,000.00 990,635.46 06/30/20241.75006/14/2022 976,875.00 7479128286Z8 3.222 273U.S. Treasury10434 1,000,000.00 992,926.90 07/31/20241.75006/08/2022 975,742.00 784912828Y87 2.730 500U.S. Treasury10415 3,000,000.00 2,978,693.18 03/15/20251.75003/22/2022 2,903,439.00 1,08991282CED9 2.290 592U.S. Treasury10459 1,000,000.00 997,284.49 06/15/20252.87507/08/2022 997,284.49 1,07391282CEU1 3.051 699U.S. Treasury10456 1,000,000.00 997,123.38 09/30/20253.00007/11/2022 997,123.38 1,1779128285C0 3.158 730U.S. Treasury10445 1,000,000.00 997,625.68 10/31/20253.00007/18/2022 997,625.68 1,2019128285J5 3.125 1,156U.S. Treasury10403 1,000,000.00 996,728.53 12/31/20261.25001/04/2022 925,664.00 1,82291282CDQ1 1.357 1,337U.S. Treasury10436 1,000,000.00 1,007,955.04 06/30/20273.25007/14/2022 1,007,955.04 1,81291282CEW7 3.014 11,956,689.04 1,11611,765,380.5912,000,000.0011,954,773.45Subtotal and Average 578 2.664 Federal Agency Callable 114Federal Home Loan Bank10428 1,000,000.00 1,000,000.00 02/23/20243.00005/23/2022 994,442.00 6413130ARYU9 3.000 57Federal Home Loan Mtg Corp10433 750,000.00 748,938.44 06/28/20243.12506/28/2022 749,124.00 7313134GXYM0 3.422 86Federal Home Loan Mtg Corp10527 500,000.00 500,000.00 07/26/20245.02001/26/2023 500,000.00 5473134GYE57 5.020 530Federal Farm Credit Bank10259 500,000.00 500,000.00 04/14/20250.69004/14/2021 468,659.00 1,4613133EMVS8 0.690 23Federal Home Loan Bank10254 500,000.00 499,652.92 02/24/20260.62502/24/2021 460,993.50 1,8263130AL7M0 0.676 853Federal Farm Credit Bank10258 500,000.00 500,000.00 03/03/20260.79003/03/2021 463,515.50 1,8263133EMSH6 0.790 71Federal Farm Credit Bank10397 1,000,000.00 1,000,000.00 01/11/20271.47001/11/2022 933,642.00 1,8263133ENKG4 1.470 1,182Federal Farm Credit Bank10405 1,500,000.00 1,500,000.00 01/26/20271.84001/26/2022 1,417,582.50 1,8263133ENMA5 1.840 88Federal Home Loan Bank10406 1,500,000.00 1,500,000.00 01/28/20271.70001/28/2022 1,398,064.50 1,8263130AQKJ1 1.700 1,391Federal Farm Credit Bank10475 500,000.00 500,000.00 08/23/20274.03008/23/2022 500,000.00 1,8263133ENH52 4.030 425Federal Home Loan Bank10513 750,000.00 750,000.00 12/30/20274.55012/30/2022 750,000.00 1,8263130AUDL5 4.550 87Federal Home Loan Mtg Corp10566 500,000.00 500,000.00 07/27/20286.05007/31/2023 500,000.00 1,8233134GYXY3 6.048 9,498,591.36 1,5289,136,023.009,500,000.009,498,522.66Subtotal and Average 414 2.567 Certificate of Deposit 26GO ENERGY10603 249,000.00 248,266.28 11/27/20231.85010/13/2023 248,266.28 4538017LAC8 6.064 149Deleware Police Fed Credit Uni10451 246,000.00 245,792.41 03/29/20243.00007/20/2022 245,792.41 618246399AB5 3.210 183Morgan Stanley Bank10226 246,000.00 246,000.00 05/02/20242.75005/02/2019 243,893.01 1,82761760AZR3 2.753 280EnerBank USA10230 247,000.00 247,000.00 08/07/20242.15008/07/2019 241,213.04 1,82729278TKJ8 2.152 296Raymond James Bank NA10233 247,000.00 247,000.00 08/23/20242.00008/23/2019 240,310.01 1,82775472RAE1 2.002 Portfolio POOL AP Run Date: 11/09/2023 - 12:28 PM (PRF_PM2) 7.3.0 5.3.b Packet Pg. 104 Days to Maturity Page 4 Par Value Book Value Maturity Date Stated RateMarket Value October 31, 2023 Portfolio Details - Investments Average BalanceIssuer Portfolio Management City of Diamond Bar YTM/C TermCUSIPInvestment # Purchase Date Certificate of Deposit 565Capital One Bank10429 248,000.00 248,000.00 05/19/20253.10005/18/2022 246,036.83 1,09714042RRH6 3.100 566Synchrony Bank10430 248,000.00 248,000.00 05/20/20253.10005/20/2022 246,033.11 1,09687165GR79 3.100 209JP Morgan Chase10250 248,000.00 248,000.00 05/28/20251.00005/28/2020 231,727.23 1,82648128UDS5 1.001 579Discover Bank10431 246,000.00 246,000.00 06/02/20253.10006/01/2022 244,005.19 1,097254673F68 3.100 615Meritrust Fed CU10457 248,000.00 248,000.00 07/08/20253.35007/08/2022 248,000.00 1,09659001PAS8 3.350 855BANK UNITED NA10256 248,000.00 248,000.00 03/05/20260.65003/05/2021 224,768.35 1,826066519QK8 0.000 861Pathfinder Bank10257 249,000.00 249,000.00 03/11/20260.70003/11/2021 225,981.94 1,82670320KAX9 0.000 873Pentagon Federal Credit Union10414 248,000.00 248,000.00 03/23/20261.80003/22/2022 234,447.30 1,46270962LBH4 1.800 1,042Goldman Sachs Bank10260 248,000.00 248,000.00 09/08/20261.05009/08/2021 225,703.81 1,82638149MZJ5 1.051 1,043UBS Bank USA10261 248,000.00 248,000.00 09/09/20260.95009/09/2021 224,604.42 1,82690348JS92 0.000 1,295Cy Fair FCU10555 249,000.00 249,000.00 05/19/20274.35005/19/2023 249,000.00 1,46123288UAA5 4.355 1,364Third Fed Savings & Loan10455 245,000.00 245,000.00 07/27/20273.40007/27/2022 245,000.00 1,82688413QDM7 3.402 4,207,058.69 1,4364,064,782.934,208,000.004,110,779.05Subtotal and Average 636 2.377 Municipal Bonds 213CALIF STATE HLTH FACS AUTH10252 200,000.00 200,000.00 06/01/20240.75211/04/2020 189,923.60 1,30513032UXL7 0.752 366California St Univ Rev-Bond10251 100,000.00 100,000.00 11/01/20240.68509/17/2020 93,759.00 1,50613077DMK5 0.685 578CALIF STATE HLTH FACS AUTH10253 250,000.00 250,000.00 06/01/20250.95211/04/2020 231,621.25 1,67013032UXM5 0.952 1,004LOS ANGELES CA CMNTY CLG DIST10523 365,000.00 332,762.30 08/01/20261.17401/05/2023 332,762.30 1,30454438CYL0 4.700 1,369POWAY UNIFIED SCHOOL DIST10522 1,230,000.00 1,134,150.74 08/01/20272.41401/04/2023 1,134,150.74 1,670738850TA4 4.750 2,016,913.04 1,5651,982,216.892,145,000.002,015,459.81Subtotal and Average 1,046 3.673 Wells Fargo Sweep Account 1Wells Fargo10036 0.00 0.00 0.01007/01/2012 0.00 1SWEEP 0.010 0.00 00.000.000.00Subtotal and Average 0 0.000 Money Market Fund 1State Street Advisors10562 9,037,570.24 9,037,570.24 5.25005/31/2023 9,037,570.24 1857492888 5.250 1Western Asset10561 0.00 0.00 5.15005/25/2023 0.00 152470G882 5.150 9,037,570.24 19,037,570.249,037,570.249,600,708.24Subtotal and Average 1 5.250 Portfolio POOL AP Run Date: 11/09/2023 - 12:28 PM (PRF_PM2) 7.3.0 5.3.b Packet Pg. 105 Days to Maturity Page 5 Par Value Book Value Stated RateMarket Value October 31, 2023 Portfolio Details - Investments Average BalanceIssuer Portfolio Management City of Diamond Bar YTM/C TermCUSIPInvestment # Purchase Date 97067,908,510.10 68,234,003.77 509 3.72567,128,095.08 67,967,950.43Total and Average Portfolio POOL AP Run Date: 11/09/2023 - 12:28 PM (PRF_PM2) 7.3.0 5.3.b Packet Pg. 106 Days to Maturity Page 6 Par Value Book Value Stated RateMarket Value October 31, 2023 Portfolio Details - Cash Average BalanceIssuer Portfolio Management City of Diamond Bar YTM/C TermCUSIPInvestment # Purchase Date 0.00 97067,908,510.10 68,234,003.77 509 3.725 0 0Average Balance 67,128,095.08 67,967,950.43Total Cash and Investments Portfolio POOL AP Run Date: 11/09/2023 - 12:28 PM (PRF_PM2) 7.3.0 5.3.b Packet Pg. 107 Page 1 Stated Rate Transaction Date October 1, 2023 through October 31, 2023 Activity By Type Balance Portfolio Management City of Diamond Bar CUSIP Investment #Issuer Purchases or Deposits Redemptions or Withdrawals Federal Credit Union CD Empower FED Credit Union10596 248,000.005.100 10/23/2023 0.00291916AG9 UTAH FIRST CD10589 248,000.005.100 10/30/2023 0.0091739JAD7 WORKERS FCU10590 248,000.005.200 10/30/2023 0.0098138MCA6 0.00 9,191,000.00Subtotal744,000.00 Local Agency Investment Funds (Monthly Summary) Local Agency Investment Fund10028 43,371.263.534 400,000.00LAIF 400,000.00 2,652,433.53Subtotal43,371.26 Corporate Notes Toyota MTR Credit Corp10223 0.002.250 10/18/2023 500,000.0089236TDK8 ** 500,000.00 451,602.59Subtotal0.00 Federal Agency Coupon Securities Federal Home Loan Bank10588 1,000,000.005.600 10/30/2023 0.003130AXMQ8 0.00 15,973,681.94Subtotal1,000,000.00 Federal Agency Disc. -Amortizing Federal Home Loan Bank10577 0.005.260 10/23/2023 1,000,000.00313384NH8 ** Federal Home Loan Bank10580 986,455.565.300 10/02/2023 0.00313384RG6 1,000,000.00 2,982,410.00Subtotal986,455.56 Treasury Coupon Securities 11,956,689.04Subtotal Federal Agency Callable 9,498,591.36Subtotal Certificate of Deposit GO ENERGY10603 247,730.101.850 10/13/2023 0.0038017LAC8 0.00 4,207,058.69Subtotal247,730.10 Municipal Bonds 2,016,913.04Subtotal Portfolio POOL AP Run Date: 11/09/2023 - 12:28 PM (PRF_PM3) 7.3.0 ** - Indicates incomplete recording of maturity redemption. Report Ver. 7.3.6.1 5.3.b Packet Pg. 108 Page 2 Stated Rate Transaction Date October 1, 2023 through October 31, 2023 Activity By Type Balance Portfolio Management City of Diamond Bar CUSIP Investment #Issuer Purchases or Deposits Redemptions or Withdrawals Wells Fargo Sweep Account 0.00Subtotal Money Market Fund State Street Advisors10562 842,722.115.250 1,700,000.00857492888 1,700,000.00 9,037,570.24Subtotal842,722.11 67,967,950.43Total3,600,000.003,864,279.03 Portfolio POOL AP Run Date: 11/09/2023 - 12:28 PM (PRF_PM3) 7.3.0 5.3.b Packet Pg. 109 Agenda #: 5.4 Meeting Date: November 21, 2023 TO: Honorable Mayor and Members of the City Council FROM: Daniel Fox, City Manager TITLE: AMENDMENT TO THE CITY’S PERSONNEL RULES AND REGULATIONS STRATEGIC GOAL: Open, Engaged & Responsive Government RECOMMENDATION: Adopt Resolution No. 2023-33 amending the City’s Personnel Rules and Regulations Rule VII (Attendance and Leaves) Section 3 Sick Leave Effective January 1, 2024. FINANCIAL IMPACT: There is no direct financial impact to the 2023 -24 FY budget associated with this recommendation. BACKGROUND: Governor Gavin Newsom recently signed Senate Bill No. 616 (SB 616), an amendment to existing state law known as the Healthy Workplaces, Healthy Families Act of 2014 (Act), to set a statewide minimum standard for Paid Sick Leave. The Act established a minimum number of paid sick leave hours that employers are required to allow employees to use beginning July 1, 2015. SB 616 expands that obligation from 24 to 40 hours per year. In accordance with the Personnel Rules and Regulations, any update must be amended by Resolution of the City Council. ANALYSIS: The City’s current policy in the Personnel Rules and Regulations Rule VII (Attendance and Leaves) Section 3 Sick Leave allows part-time non-benefitted employees to use 24 hours of paid sick leave after 90 days of employment each year. After initial employment, all paid sick leave banks are reset to 24 hours on July 1 st of every year. The main provisions of the amended paid sick leave law include the following: 5.4 Packet Pg. 110 • An employee who, on or after January 1, 2024, works in California for 30 or more days within a year, from the beginning of employment, is entitled to paid sick leave. • Paid sick leave eligibility begins on the first day of employment and the employee can use 24 hours of paid sick leave after 90 days of employment. • An additional 16 hours of paid sick leave time must be made available to the employee by the 200th day of employment for an annual total of 40 hours. • An employer can establish an annual paid sick leave bank for an employee to use during the year by giving the employee 40 hours of sick leave at the beginning of the year. • Employers must provide written notice to employees about the amount of paid sick leave they have available, such as including their current balance on their pay stubs. It is recommended that the City Council adopt a resolution to amend the Personnel Rules and Regulations that would increase paid sick leave benefits to part - time/seasonal/intermittent employees from 24 to 40 hours per year, starting on January 1st and every year thereafter, in order to comply with the mandatory requirements of SB 616. The current paid sick leave benefit amounts for full-time and part-time benefitted already meet and/or exceed the paid sick leave requirements and will remain unchanged. The revised sick leave policy in the Personnel Rules and Regulations will be effective January 1, 2024. LEGAL REVIEW: The City Attorney has reviewed and approved the Resolution as to form. PREPARED BY: REVIEWED BY: Attachments: 1. 5.4.a Resolution No. 2023-33 2. 5.4.b Exhibit A 5.4 Packet Pg. 111 RESOLUTION NO. 2023-33 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DIAMOND BAR AMENDING THE CITY’S PERSONNEL RULES AND REGULATIONS EFFECTIVE JANUARY 1, 2024. WHEREAS, the City Council of the City of Diamond Bar adopted Resolution No. 2023-18 on June 6, 2023 approving Personnel Rules and Regulations; and WHEREAS, the purpose of the Personnel Rules and Regulations is to facilitate efficient and economical services to the public and to establish lawful procedures for dealing with personnel matters; and WHEREAS, it is necessary from time to time to update the Personnel Rules and Regulations; and WHEREAS, the Personnel Rules and Regulations do not create any contract of employment, expressed or implied, or any rights in the nature of a contract; and WHEREAS, the City Council desires to comply with Senate Bill No. 616 and increase the minimum number of paid sick leave hours for part-time non- benefitted/intermittent/seasonal employees to 40 hours per year; and WHEREAS, with the adoption of this Resolution, the revised Personnel Rules and Regulations will become effective January 1, 2024; NOW, THEREFORE BE IT RESOLVED, the City Council of the City of Diamond Bar, does hereby resolve as follows: Section 1. That the Personnel Rules and Regulations are amended revising Personnel Rules and Regulations Rule XII Attendance and Leaves, Section 3 Sick Leave, to increase the minimum number of paid sick leave hours for part-time non- benefitted/intermittent/seasonal employees to 40 hours per year as shown in Exhibit A attached hereto. PASSED, APPROVED AND ADOPTED this 21st day of November, 2023. CITY OF DIAMOND BAR __________________________ Andrew Chou, Mayor 5.4.a Packet Pg. 112 Resolution No. 2023-XX 2 ATTEST: I, Kristina Santana, City Clerk of the City of Diamond Bar, do hereby certify that the foregoing Resolution was passed, approved and adopted at a regular meeting of the City Council of the City of Diamond Bar held on the 21st day of November 2023, by the following vote: AYES: COUNCIL MEMBERS: NOES: COUNCIL MEMBERS: ABSENT: COUNCIL MEMBERS: ABSTAINED: COUNCIL MEMBERS: __________________________ Kristina Santana, City Clerk Attachment: Exhibit “A” - Personnel Rules and Regulations, Rule XII Attendance and Leaves, Section 3 Sick Leave 5.4.a Packet Pg. 113 EXHIBIT “A” Section 3. Sick Leave: Sick Leave is defined as the authorized absence from duty of an employee because of physical or mental illness, injury, pregnancy, confirmed exposure to a serious contagious disease, or for a medical, optical, or dental appointment. Sick leave may also be taken for diagnosis, care, or treatment of an existing health condition of, or preventive care for, an employee, an employee's family member (includes parent, child, spouse, registered domestic partner, parent-in- law, sibling, grandchild or grandparent); or for an employee who is a victim of domestic violence, sexual assault, or stalking, the purposes described in Labor Code section 230(c) and Labor Code Section 230.1(a). Sick leave shall not be considered a privilege which an employee may use at his/her discretion, but shall be allowed only in case of necessity for the reasons provided in this policy. (a) Accrual and Use of Sick Leave: The following sick leave amounts provided shall be available for use following 90 days of employment. Full-Time Benefitted Employees: Full-time benefitted employees accrue sick leave for each payroll period completed, prorated on the basis of 80 hours per year, or 3.08 hours per pay period. Full-time benefitted employees can carry-over their accrued sick leave year to year up to a cap of 200 hours. Part-Time Benefitted Employees: Part-time benefitted employees accrue prorated sick leave based on the full-time benefitted employee amounts and terms as noted above. Part-time benefitted employees can carry-over their accrued sick leave year to year up to a cap of 200 hours. For example, if a part-time benefitted employee is half-time (50%) and is scheduled to work 1,040 hours in a fiscal year, the employee would be entitled to 40 hours of accrued sick leave which is half the full-time benefitted employee accrual rate. Seasonal and Intermittent Part-Time Employees: Beginning July 1, 2015January 1, 2024, seasonal and intermittent part -time employees are eligible for an allotment of 24 40 hours of paid sick leave on an annual basis. The full allotment of 24 40 hours of paid sick leave will be given on July January 1st each year. Employees hired after July January 1st will be given the full allotment of 24 40 hours of paid sick leave on the day the employee begins employment. 5.4.b Packet Pg. 114 Employees are eligible to take 24 hours of paid sick leave after 90 days of employment and an additional 16 hours of paid sick leave after 200 calendar days of employment. Paid sick leave for seasonal and intermittent employees is not accrued, and cannot be carried over to the following year and, nor is it not paid out upon employment separation. (b) Minimum Use: The minimum charge against accumulated sick leave shall be 15 minutes or multiples thereof. Approved sick leave with pay shall be compensated at the employee’s base rate of pay. (c) Proof of Qualifying Reason for Leave: If an employee is absent longer than three (3) days or 24 hours due to a reason covered by this policy, the Department Directors or Division Managers may require a physician’s certificate and/or other medical evidence/certification verifying the need for leave before the City honors any sick leave requests. The City may withhold sick leave if it suspects that sick leave has been misused. An employee who is absent in order to obtain relief or services related to being a victim of domestic violence, sexual assault, or stalking must provide appropriate certification of the need for such services. The following types of certification shall be sufficient: (1) a police report indicating that the employee was a victim of domestic violence, sexual assault, or stalking; (2) a court order protecting or separating the employee from the perpetrator of an act of domestic violence, sexual assault, or stalking, or other evidence from the court or prosecuting attorney that the employee has appeared in court; (3) documentation from a licensed medical professional, domestic violence counselor, a sexual assault counselor, licensed health care provider, or counselor that the employee was undergoing treatment for physical or mental injuries or abuse resulting in victimization from an act of domestic violence, sexual assault, or stalking. (d) Notification: If the need to use accrued paid sick leave is foreseeable, then, in order to receive compensation while absent from duty on sick leave, the employee must notify his/her immediate supervisor or Department Director or Division Manager prior to or within two (2) hours after the time set for the beginning of his/her regular duties. If the need for paid sick leave is not foreseeable, the employee shall provide notice of the need for the leave to their supervisor as soon as practicable. 5.4.b Packet Pg. 115 (e) Violations: Violation of sick leave privileges may result in disciplinary action when in the opinion of the Department Director or Division Manager, the employee has been excessively absent or has abused such privileges. (f) Sick Leave Payout: Each benefitted employee shall be paid annually for all accrued sick leave in excess of the maximum allowable accumulation of 200 hours at a rate of one-half (1/2) the employee’s current wage at the time of payment. Said payment is to be made during the month of December, or at such other time as the City Manager may determine, at his/her absolute discretion, as appropriate. After five (5) years of service, when an employee retires, resigns or terminates in good standing, that employee will be paid all accumulated Sick Leave at a rate of one-half (1/2) of the employee’s current rate of pay at his or her date of separation. (g) Employees on Unpaid Leave: Employees on unpaid leave do not accrue Sick Leave. 5.4.b Packet Pg. 116 Agenda #: 5.5 Meeting Date: November 21, 2023 TO: Honorable Mayor and Members of the City Council FROM: Daniel Fox, City Manager TITLE: AMENDMENT TO THE COMPENSATION PLAN FOR PART-TIME CLASSIFICATIONS OF EMPLOYMENT STRATEGIC GOAL: Open, Engaged & Responsive Government RECOMMENDATION: Adopt Resolution No. 2023-34 amending the Compensation Plan for Part-time Classifications of Employment Effective December 30, 2023. FINANCIAL IMPACT: It is estimated that this action will have a financial impact of $11,700 to the remaining 2023/24 fiscal year budget which can be paid for with existing budgetary resources through salary savings. BACKGROUND: On April 4, 2016, former California Governor Jerry Brown signed Senate Bill No. 3 into law which legislated scheduled and phased annual increases to minimum wage starting January 1, 2017 through January 1, 2022 when it would reach $15 per hour. From there, the determination of the annual minimum wage change (if any) would be based on the Department of Finance’s annual Consumer Price Index (CPI) calculation for Urban Wage Earners and Clerical Workers. The minimum wage increases are based on the CPI calculation by the lesser of 3.5 percent and then certified by the Governor of Calif ornia. If the CPI calculation is negative then the change to minimum wage is $0. T he scheduled increases since 2017 until now are listed below for reference. Effective Date Minimum Hourly Rate January 1, 2017 $10.50 January 1, 2018 $11.00 January 1, 2019 $12.00 January 1, 2020 $13.00 5.5 Packet Pg. 117 January 1, 2021 $14.00 January 1, 2022 $15.00 January 1, 2023 $15.50 One of the protections of the minimum wage law is an annual review of the wage rate using the U.S. Consumer Price Index for Urban Wage Earners and Clerical Workers (U.S. CPI-W). The Department of Finance calculated that the U.S. CPI-W increased by 6.16 percent for the period from July 1, 2022, to June 30, 2023, compared to the prior 12-month period. On July 31, 2023, Governor Newsom certified the minimum wage increase for all employers for 2024.1 Effective January 1, 2024, California’s minimum wage will rise to $16.00 per hour for all employers with 26 or more employees. This change to state law will impact the City’s part-time non-benefitted salary schedule. ANALYSIS: Over the years, the City made minor adjustments to the part-time salary schedule in order to accommodate the state mandated minimum wage increases. Each year, City staff reviews and analyzes its options to remain compliant with state law and manage budgetary resources in a financially prudent manner. The City’s compensation structure for part-time non-benefitted employees is organized into several benchmark salary ranges with three steps each. Because each of the benchmarks are closely aligned, it is requested that the City Council consider amending the part-time employee salary schedules by increasing each of the steps by fifty cents ($0.50). The City currently has 52 part-time non-benefitted employees that would be impacted by the 50-cent increase to minimum wage. If they each worked 450 hours between January – June 2024, the estimated financial impact to the remaining 2023/24 fiscal year budget is approximately $11,700. The modest increase to part -time salaries can be managed within existing 2023-24 FY budgetary resources through departmental salary savings. If approved by City Council, these actions will be effective at the beginning of the pay period closest to January 1, 2024 which is December 30, 2023. LEGAL REVIEW: The City Attorney has reviewed and approved the Resolution as to form. PREPARED BY: 1 As accessed on https://www.dir.ca.gov/DIRNews/2023/2023-66.html 5.5 Packet Pg. 118 REVIEWED BY: Attachments: 1. 5.5.a Resolution No. 2023-34 2. 5.5.b EXHIBIT A 5.5 Packet Pg. 119 RESOLUTION NO. 2023-34 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DIAMOND BAR, AMENDING CITY OF DIAMOND BAR COMPENSATION PLAN AND FRINGE BENEFITS FOR FY 2023-2024 WHEREAS, the City Council of the City of Diamond Bar adopted and amended the City of Diamond Bar Compensation Plan (hereafter, the “Plan”) by adoption of Resolution No. 2023-19 for Fiscal Year 2023-24; and WHEREAS, the City Council of the City of Diamond Bar desires to revise the Plan to include the state mandated minimum wage increase for all part-time non-benefitted classifications of employment; NOW, THEREFORE BE IT RESOLVED, the City Council of the City of Diamond Bar, does hereby adopt resolve as follows: Section 1. Schedule A of the Compensation and Benefits Plan adopted by Resolution 2023-19 is hereby replaced in its entirety with Exhibit A attached hereto which shall be effective December 30, 2023. PASSED, APPROVED AND ADOPTED this 21st day of November 2023. CITY OF DIAMOND BAR __________________________ Andrew Chou, Mayor ATTEST: I, Kristina Santana, City Clerk of the City of Diamond Bar, do hereby certify that the foregoing Resolution was passed, approved and adopted at a regular meeting of the City Council of the City of Diamond Bar held on the 21st day of November 2023, by the following vote: AYES: COUNCIL MEMBERS: NOES: COUNCIL MEMBERS: ABSENT: COUNCIL MEMBERS: ABSTAIN: COUNCIL MEMBERS: __________________________ Kristina Santana, City Clerk Attachments: “Exhibit A” Compensation and Benefits Plan effective December 30, 2023 5.5.a Packet Pg. 120 CLASSIFICATION A B C Recreation Leader $15.50 $16.25 $17.00 $16.00 $16.75 $17.50 Administrative Intern $16.00 $16.75 $17.50 Facility Attendant $16.50 $17.25 $18.00 Maintenance Worker Senior Recreation Leader $17.50 $18.25 $19.00 $18.00 $18.75 $19.50 Recreation Specialist $19.25 $20.00 $20.75 $19.75 $20.50 $21.25 Schedule A CITY OF DIAMOND BAR COMPENSATION PLAN BY POSITION FY 2023 - 2024 PART-TIME/HOURLY NON-EXEMPT/NON-BENEFITED POSITIONS Effective December 30, 2023 Approved by City Council on November 21, 2023 5.5.b Packet Pg. 121 Agenda #: 5.6 Meeting Date: November 21, 2023 TO: Honorable Mayor and Members of the City Council FROM: Daniel Fox, City Manager TITLE: AUTOMATED LICENSE PLATE READER USE (ALPR) AND DEPLOYMENT POLICY STRATEGIC GOAL: Safe, Sustainable & Healthy Community RECOMMENDATION: Approve the Automated License Plate Reader Use Policy. FINANCIAL IMPACT: None. BACKGROUND: At the February 28, 2023 meeting, the City Council Public Safety Committee requested that staff prepare a presentation related to the use of Automated License Plate Reader (ALPR) surveillance systems in Diamond Bar. The matter was subsequently presented to the committee at the March 28, 2023 meeting, at which time staff was directed to prepare the item for City Council discussion. At the April 18, 2023 Study Session, the City Council discussed the matter and directed staff to return with additional information for further discussion and direction. At the July 18, 2023 Study Session, the City Council directed staff to begin negotiations with ALPR services provider Flock Group, Inc. and bring a contract to an upcoming Regular Meeting for City Council consideration. Finally, at the September 19, 2023 Regular Meeting, the City Council approved a contract with Flock Safety to place ALPR cameras at ingress and egress points throughout the city. Staff and Flock representatives have been working cooperatively to deploy the 50 cameras included in the contract. ANALYSIS: ALPRs are camera-based surveillance devices that capture vehicle license plate data. This data can be used by law enforcement in a number of ways, including to monitor 5.6 Packet Pg. 122 where a vehicle has been, identify travel patterns over time, and determine links between different vehicles. ALPR camera systems can supplement license plate data with automated collection of vehicle identifiers like make, model, color, and features like roof racks and bumper stickers and can also track pedestrians, animals, and other objects in view of the camera. ALPR cameras are fixed-mounted approximately 15 feet above traffic lanes on existing traffic signal and/or light poles. The cameras are powered with solar -charged batteries and use LTE cell networks to communicate with servers maintained by the provider. Data collected is fed through a state crime database. Local patrol deputies can receive real-time push notifications via mobile application when a vehicle on the database is flagged by a local ALPR camera. Deputies and authorized users can also create a “hot list” of specific vehicles of interest that may not be in the database and receive real-time notifications for those vehicles as well. Data is maintained on cloud servers hosted by Amazon Web Services (AWS). The proposed system does not currently collect video, use facial recognition, or intentionally capture images of a vehicle’s driver. To comply with California Civil Code 1798.90.5 et. seq., the City must approve the attached policy governing the use of the ALPR cameras, use, storage, and access to the data generated by the system, training of users, and location of cameras, among other provisions. • Access to the system and data is limited to trained law enforcement personnel. • Data generated by the system is maintained for one year. • The City Attorney, despite previous assertions, has determined that data generated by the system is not subject to disclosure under the Public Records Act. • Deployment of cameras is limited to arterial streets and deployment locations and equipment are reviewed by the Public Works Department to ensure the City’s design specifications are met. • The Captain has reviewed the policy to ensure that it is consistent with LASD procedures. LEGAL REVIEW: The City Attorney has reviewed and approved the agreement as to form. PREPARED BY: 5.6 Packet Pg. 123 REVIEWED BY: Attachments: 1. 5.6.a City Council Policy 2023-01 - ALPR Use and Deployment Policy 5.6 Packet Pg. 124 City Council Policy and Procedure Number: 2023-01 Effective Date: 11/21/23 City Council Policy 2023-01 Effective Date: 11/21/2023 Page 1 of 5 Automated License Plate Readers (ALPR) Use and Deployment Policy 1. Purpose 1.1 The purpose of this policy is to provide guidance for the capture, storage and use of digital data obtained through the use of Automated License Plate Reader (ALPR) technology. 1.2 The ALPR system is a searchable computerized database resulting from the operation of one or more mobile or fixed cameras combined with computer algorithms to read and convert images of license plates and the characters they contain into computer-readable data. Modern ALPR technology provides automated detection of license plates, and when supplemented with innovative ALPR software, also detects vehicle images and data such as make, model, color, and unique features. 1.3 The images stored in the system are collected from areas visible to the public where there is no reasonable expectation of privacy. The collection and dissemination of the information contained in the system is protected activity under the First Amendment to the U.S. Constitution. Moreover, ALPR data stored in the system does not include any personally identifying information, or information which relates the license plate image to the driver or registered owner of a vehicle. Personal identifying information contained in vehicle registration information is protected by federal law (Driver’s Privacy Protection Act, Title 18, US Code, Section 2721 et seq.) and State laws. 1.4 Law enforcement may have access to vehicle registration information, and other sources of personal identifying information, which they may correlate with ALPR data stored in the system to create vehicle hot-lists in accordance with the above referenced federal law. All hot-list fields other than the license plate number itself are encrypted to protect any personal identifying information that may exist in these hot-lists. 1.5 ALPR data is used for official law enforcement purposes including identifying stolen or wanted vehicles, stolen license plates and missing persons. ALPRs may also be used to gather information related to active warrants, homeland security, electronic surveillance, suspect interdiction and stolen property recovery. 2. Policy 2.1 Under contract with a third-party vendor, the City deploys ALPR cameras at public locations to be used for law enforcement purposes only. Access to 5.6.a Packet Pg. 125 City Council Policy 2023-01 Effective Date: 11/21/2023 Page 2 of 5 ALPR cameras and associated data is restricted to authorized users only. In compliance with state law, this policy regulates the use, management, retention and other aspects of the City’s ALPR system. Any data obtained from City ALPR systems shall be used and handled pursuant to this Policy and applicable state and federal law. 3. Procedure 3.1 Authorized Use. 3.1.1 ALPR system access is limited to personnel of the Los Angeles County Sheriff’s Department (LASD) pursuant to a Municipal Law Enforcement Services Agreement with the City. The City’s contracted ALPR vendor may access the system to conduct routine system maintenance. 3.1.2 The ALPR system shall be used only in the course of official and legitimate law enforcement business or in conjunction with a criminal investigation. Reasonable suspicion or probable cause is not necessary for use. 3.1.3 No member of the City’s law enforcement services provider shall operate ALPR equipment or access ALPR data without first completing LASD-approved training consistent with the provisions of this policy. 3.1.4 No ALPR operator may access department, state or federal data unless otherwise authorized to do so. 3.1.5 LASD personnel shall verify an ALPR response through California Law Enforcement Telecommunications System (CLETS) before taking enforcement action that is based solely on an alert or “hit” from the ALPR system. 3.1.6 In addition to the provisions of this policy, LASD personnel shall comply with any LASD policies, procedures, and field operations directives associated with ALPRs and other surveillance technology. Where there is a conflict, this policy shall supersede. 3.2 System Administration and Training. 3.2.1 The City Manager or designee is responsible for managing compliance by the contracted ALPR provider. 3.2.2 The LASD station captain assigned to Diamond Bar/Walnut Station is responsible for ensuring that LASD personnel granted access to the City’s ALPR system comply with the terms of this policy and the requirements of Civil Code § 1798.90.5 et seq., including: 5.6.a Packet Pg. 126 City Council Policy 2023-01 Effective Date: 11/21/2023 Page 3 of 5 3.2.2.1 A description of the job title or other designation of the LASD personnel who are authorized to use or access the ALPR system or to collect ALPR information. 3.2.2.2 All personnel authorized to use and access the ALPR system and data pursuant to this Policy shall receive all required training from the Sheriff’s Office. Said Personnel shall also review and receive copies of this Policy and the Sheriff’s Surveillance Use policy. 3.2.2.3 The Los Angeles County Sheriff’s Department Diamond Bar/Walnut Station Captain is responsible for ensuring that authorized users complete the annual training. (Civil Code § 1798.90.51; Civil Code § 1798.90.53). 3.2.2.4 A description of how the ALPR system will be monitored to ensure the security of the information and compliance with applicable privacy laws. 3.2.2.5 Procedures for system operators to maintain records of access in compliance with Civil Code § 1798.90.52. 3.2.2.6 The title and name of the current designee in overseeing the ALPR operation. 3.2.2.7 Working with the Custodian of Records/City Clerk on the retention and destruction of ALPR data. 3.2.2.8 Ensuring this policy and related procedures are conspicuously posted on the City’s website. 3.2.3 Installation and maintenance of ALPR equipment placed in the public right-of-way shall be managed by the City Manager or designee in cooperation with the Public Works Department and the City’s contracted ALPR provider. 3.3 Data Collection and Retention. 3.3.1 ALPR data may include, but is not limited to digital images and metadata such as license plate numbers, vehicle make, model, and color, unique vehicle features, and the date, time, and location of the vehicle when it passed the ALPR camera. 3.3.2 Data generated by the ALPR system is automatically uploaded to cloud servers provided for and maintained by the City’s contracted ALPR vendor. The City’s contracted ALPR vendor is responsible for implementing measures to maintain the security of the data stored on cloud servers. 5.6.a Packet Pg. 127 City Council Policy 2023-01 Effective Date: 11/21/2023 Page 4 of 5 3.3.3 Data generated by the ALPR system shall be purged by the City’s contracted ALPR provider one year from the date it was uploaded to the cloud server. 3.3.4 Only LASD personnel may download ALPR data for authorized law enforcement purposes involving a criminal investigation or civil action only. ALPR data downloaded to a local server, printed, and/or copied shall be purged no later than one year after it was printed or downloaded unless it has become evidence in a criminal or civil action or is subject to a discovery request or other lawful action to produce records. In those circumstances the applicable data should be downloaded from the server onto portable media and booked into evidence. 3.3.5 Downloaded, printed, and copied data shall be maintained in accordance with applicable state and federal evidentiary laws and maintain appropriate chain of custody. Additionally, LASD shall implement physical security, encryption, firewalls, authentication, and other reasonable security measures to protect data and materials stored outside the ALPR system. 3.3.6 ALPR system audits shall be conducted by LASD on a regular basis to ensure compliance with the terms of this policy. 3.4 Data Sharing. 3.4.1 Other law enforcement agencies as permitted by California law as part of a formal criminal or administrative investigation. 3.4.2 District Attorney's Office as permitted by California law for use as evidence to aid in prosecution, in accordance with laws governing evidence. 3.4.3 Public Defender's Office or criminal defense attorney via the District Attorney's Office in accordance with California criminal discovery laws. 3.4.4 Parties to civil litigation, or other third parties, in response to a valid court order only. 3.4.5 Pursuant to California law (Government Code § 7282.5, Government Code § 7284.2 et seq. and Penal § 13778.2), the City’s ALPR data may not be shared with agencies for the purposes of federal immigration enforcement or regarding an abortion that is lawful under California law. 5.6.a Packet Pg. 128 City Council Policy 2023-01 Effective Date: 11/21/2023 Page 5 of 5 3.4.6 Civil Code 1798.90.55(b) provides that ALPR data shall not be sold, shared, transferred, or made public unless required by state or federal law, or by court order. Consequently, data is exempt from disclosure pursuant to the California Public Records Act pursuant to Government Code § 7927.705 and Civil Code 1798.90.55(b). 3.5 Deployment of ALPR. 3.5.1 ALPR cameras shall be deployed in the public right-of-way in a manner that provides adequate coverage of points of entry/exit to the City. In general, ALPR cameras shall be placed on arterial or collector streets and not be deployed on residential streets or in residential neighborhoods. 3.5.2 Prior to installation of each ALPR camera, the City Engineer or designee shall determine that the installation will not cause a change in the physical condition of the public right-of-way such that the proposed installation will negatively affect the approved design of the right-of-way or will result in a dangerous condition. The City Engineer may otherwise require the preparation of plans and specifications for approval by the City Council prior to the installation of an ALPR camera. 4. Further Information 4.1 For further information, contact the City Manager’s Office. 5. References 5.1 Civil Code § 1798.90.5 et seq. 5.6.a Packet Pg. 129 Agenda #: 5.7 Meeting Date: November 21, 2023 TO: Honorable Mayor and Members of the City Council FROM: Daniel Fox, City Manager TITLE: MAINTENANCE SERVICES AGREEMENT WITH HELIX ENVIRONMENTAL PLANNING, INC. FOR THE CANYON LOOP TRAIL HABITAT MITIGATION MONITORING PROGRAM RESTORATION SERVICES THROUGH DECEMBER 31, 2030. STRATEGIC GOAL: Safe, Sustainable & Healthy Community RECOMMENDATION: A. Approve and authorize the City Manager to sign the Maintenance Services Agreement with HELIX Environmental Planning, Inc.; and B. Appropriate $32,666 from the General Fund to the Canyon Loop Trail CIP Project. FINANCIAL IMPACT: The total not-to-exceed amount of the five-year Agreement is $232,680, including a 20% ($38,780) contingency over the term of the Agreement. After completion of the Canyon Loop Trail design and construction phases, the current project balance is $200,014 which includes funding in the amount of $21,111 from the Park Development Fund and $178,903 from the General Fund (the General Fund savings are partly a result of shifting eligible expenses related to the management of water runoff to the Measure W “Safe Clean Water” Fund). It is recommended that an additional $32,666 be appropriated from the General Fund to this CIP Project to cover the contract cost plus contingency over the five-year agreement. The amended available project budget will be $232,680. BACKGROUND: The Canyon Loop Multi-Use Trail is identified in the Trails Master Plan as opportunity to improve and enhance the Diamond Bar trails system. The Canyon Loop Multi -Use Trail is about 1.29-miles long and starts at the top of the stairs connecting westerly with the existing northerly Canyon Loop Trail to close the loop at the easterly end. The majority 5.7 Packet Pg. 130 of renovations to this trail were concluded in February of 2023 to improve drainage to minimize erosion of the trail, enhance use of the trail where the gradients are particularly steep, re-grade cross slopes, and improve pathways at the steps. Other amenities include development of rest areas with benches, new climbing steps with adjacent cobblestones swales, and water diverting improvements where necessary. These trail improvements reward hikers with a great 360-degree view of the surrounding open space area from the top. Rest area shade shelters were installed in September of 2023 to complete the construction phase. In coordination with the project’s Initial Study/Mitigated Negative Declaration, a Habitat Mitigation Monitoring Program (HMMP) plan was completed in June of 2023 to describe both the voluntary restoration and the compensatory mitigation for permanent impacts to coast prickly pear scrub (CPPS) and California sagebrush-black sage scrub (CSBSS) associated with the project. A summary of the HMMP and general locations of restoration work is included in Attachment 2. The City is responsible to restore and improve disturbed areas with a native plant palette while removing invasive species. All improvements will occur within the Summitridge Trail syste m and should provide increased habitat structure and foraging area for the native habitat, such as Coastal California Gnatcatcher and Cactus Wren. In addition, nesting bird clearance surveys are required with this project to protect the sensitive natural habitat. The five-year HMMP includes methods to be used for habitat specific restoration and enhancement and has been reviewed by the California Department of Fish and Wildlife . Therefore, the City’s contractor would be responsible for the completion of all required clearing and grubbing, planting, irrigating, monitoring, maintenance, and nesting bird clearance surveys, unless otherwise noted to the responsibility of the City or Project Ecologist (Michael Baker International) for the duration of the project. ANALYSIS: The City provided a Request for Proposals (RFP) on September 19, 2023 to 352 potential vendors and included the HMMP for reference. After a mandatory on -site meeting on October 3, 2023, three qualified contractors provided a written proposal by the deadline of October 17, 2023 including: Endemic Environmental Services $130,340 HELIX Environmental Planning $193,900 SWCA Environmental Consultants $313,825 City staff and the Project Manager/Ecologist team from Michael Baker International reviewed all proposals and conducted interviews with Endemic Environmental Services and HELIX Environmental Planning on October 26, 2023. The proposals were reviewed with a specific focus on the contractor’s project team, experiences/references, project understanding, and fee proposal. Based on the overall project approach, in-house resources, proactive cost analysis, and previous success with similar projects, HELIX Environmental Planning (HELIX) was the unanimous recommendation. HELIX displayed a thorough understanding of the project, incorporating project goals, 5.7 Packet Pg. 131 key challenges, and their previous experience to develop a clear and detailed project approach. HELIX recognized the costs associated with the project and accounted for all the primary components of the RFP, including a robust budget for bird surveys which incorporated both pre-construction bird surveys, and nesting bird surveys during the maintenance period. HELIX provided several alternative tasks aimed at improving species establishment and maintenance, and identifying upfront tasks where potential additional work might be needed. These alternative tasks demonstrated HELIX’s critical thought process, and their ability to draw from project experience to make suggestions for successful project implementation. HELIX demonstrated robust resources and experienced project team, including over 50 support staff in the area, a nearby yard, an in -house native plant nursery, and key experience in cactus salvage and propagation. Based on the complexity of this five-year project and sensitive natural resources found in this habitat, both City staff and consultants believe HELIX is well qualified and demonstrated a keen awareness to challenges and opportunities to enhance this open space. A five-year Maintenance Services Agreement is included in Attachment 1. ENVIRONMENTAL REVIEW: The City Council previously adopted an Initial Study/Mitigated Negative Declaration (IS/MND) for the Canyon Loop Trail Project. As required by the adopted mitigation measures, a Habitat Mitigation Monitoring Program (HMMP) plan was prepared in June 2023 and subsequently reviewed and approved by the California Department of Fish and Wildlife. Implementation of the HMMP is within the scope of the adopted IS/MND. Therefore, no further environmental review is required. LEGAL REVIEW: The City Attorney has reviewed and approved the Agreement as to form. PREPARED BY: 5.7 Packet Pg. 132 REVIEWED BY: Attachments: 1. 5.7.a Maintenance Services Agreement; HELIX 2. 5.7.b Canyon Loop Trail Restoration Location Map 5.7 Packet Pg. 133 1715351.1 MAINTENANCE SERVICES AGREEMENT THIS AGREEMENT (the "Agreement") is made as of November 21, 2023 by and between the City of Diamond Bar, a municipal corporation ("City") and HELIX Environmental Planning, Inc. ("Contractor"). 1. Contractor's Services. Subject to the terms and conditions set forth in this Agreement, Contractor shall provide to the reasonable satisfaction of the City, the Canyon Loop Trail Improvement Habitat Mitigation Monitoring Program (HMMP) Restoration Contractor Services set forth in the attached Exhibit "A", which is incorporated herein by this reference. As a material inducement to the City to enter into this Agreement, Contractor represents and warrants that it has thoroughly investigated the work and fully understands the difficulties and restrictions in performing the work. Contractor represents that it is fully qualified to perform such consulting services by virtue of its experience and the training, education and expertise of its principals and employees. Ryan Wright, Parks & Recreation Director (herein referred to as the “City’s Project Manager”), shall be the person to whom the Contractor will report for the performance of services hereunder. It is understood that Contractor shall coordinate its services hereunder with the City’s Project Manager to the extent required by the City’s Project Manager, and that all performances required hereunder by Contractor shall be performed to the satisfaction of the City’s Project Manager and the City Manager 2. Term of Agreement. This Agreement shall take effect November 21, 2023 and shall continue until December 31, 2030 (“Term”), unless earlier terminated pursuant to the provisions herein. The City shall have the option to extend this Agreement for two (2) additional one (1) year terms, subject to the same terms and conditions contained herein, by giving Consultant written notice of the exercise of this option at least thirty (30) days prior to the expiration of the initial Term. In the event the City exercises its option to extend the Term, Consultant's compensation shall be subject to an adjustment upon the effective date of extension as follows: Any increase in compensation will be negotiated between the City and the Consultant, but in no event shall the increase exceed the amount that the Consumer Price Index ("CPI") for the Los Angeles-Anaheim-Riverside metropolitan area for the month immediately preceding the Adjustment Date (the "Index Month") as reported by the Bureau of Labor Statistics of the United States Department of Labor, has increased over the CPI for the month one year prior to the Index Month. 3. Compensation. City agrees to compensate Contractor for each service which Contractor performs to the satisfaction of City in compliance with the scope of services set forth in Exhibit "A". Payment will be made only after submission of proper invoices in the form specified by City. Total payment to Contractor pursuant to this Agreement shall not exceed Two hundred thirty-two thousand, six hundred eighty dollars ($232,680) without the prior written consent of the City. The above not to exceed amount shall include all costs, including, DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 134 1715351.1 but not limited to, all clerical, administrative, overhead, telephone, travel, and all related expenses. 4. Payment. A. As scheduled services are completed, Contractor shall submit to City an invoice for the services completed, authorized expenses and authorized extra work actually performed or incurred. B. All such invoices shall state the basis for the amount invoiced, including services completed, the number of hours spent, and any extra work performed. C. City will pay Contractor the amount invoiced the City will pay Contractor the amount properly invoiced within 35 days of receipt. D. Payment shall constitute payment in full for all services, authorized costs and authorized extra work covered by that invoice. 5. Change Orders. No payment for extra services caused by a change in the scope or complexity of work, or for any other reason, shall be made unless and until such extra services and a price therefore have been previously authorized in writing and approved by the City Manager or his designee as an amendment to this Agreement. The amendment shall set forth the changes of work, extension of time, if any, and adjustment of the fee to be paid by City to Contractor. 6. Priority of Documents. In the event of any inconsistency between the provisions of this Agreement and any attached exhibits, the provisions of this Agreement shall control. In the event of any inconsistency between this Agreement and the attached exhibits, the following order of precedence shall apply: (a) This Agreement; (b) The City's Request for Proposals, dated September 19, 2023, and (c) Consultant's Proposal dated October 17, 2023. 7. Status as Independent Contractor. A. Contractor is, and shall at all times remain as to City, a wholly independent contractor. Contractor shall have no power to incur any debt, obligation, or liability on behalf of City or otherwise act on behalf of City as an agent, except as specifically provided herein. Neither City nor any of its agents shall have control over the conduct of Contractor or any of Contractor's employees, except as set forth in this Agreement. Contractor shall not, at any time, or in any manner, represent that it or any of its agents or employees are in any manner employees of City. B. Contractor agrees to pay all required taxes on amounts paid to Contractor under this Agreement, and to indemnify and hold City harmless from any and all taxes, assessments, penalties, and interest asserted against City by reason of the independent contractor relationship created by this Agreement. In the event that City is audited by any Federal or State agency or the Public Employee Retirement System regarding the independent contractor status of Contractor and the audit in any way fails to sustain the validity of a wholly independent contractor relationship between City and Contractor or its employees, then Contractor agrees to reimburse City for all costs, including accounting and attorney's fees, arising out of such audit and any appeals relating thereto. DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 135 1715351.1 C. Contractor shall fully comply with Workers' Compensation laws regarding Contractor and Contractor's employees. Contractor further agrees to indemnify and hold City harmless from any failure of Contractor to comply with applicable Worker's Compensation laws. D. Contractor shall, at Contractor’s sole cost and expense fully secure and comply with all federal, state and local governmental permit or licensing requirements, including but not limited to the City of Diamond Bar, South Coast Air Quality Management District, and California Air Resources Board. E. In addition to any other remedies it may have, City shall have the right to offset against the amount of any fees due to Contractor under this Agreement any amount due to City from Contractor as a result of Contractor's failure to promptly pay to City any reimbursement or indemnification required by this Agreement or for any amount or penalty levied against the City for Contractor’s failure to comply with this Section. 8. Standard of Performance. Contractor shall perform all work at the standard of care and skill ordinarily exercised by members of the profession under similar conditions and represents that it and any subcontractors it may engage, possess any and all licenses which are required to perform the work contemplated by this Agreement and shall maintain all appropriate licenses during the performance of the work. 9. Unauthorized Aliens. Consultant hereby promises and agrees to comply with all of the provisions of the Federal Immigration and Nationality Act, 8 U.S.C.A. § 1101 et seq., as amended, and in connection therewith, shall not employ unauthorized aliens as defined therein. Should Consultant so employ such unauthorized aliens for the performance of work and/or services covered by this Agreement, and should any liability or sanctions be imposed against City for such use of unauthorized aliens, Consultant hereby agrees to and shall reimburse City for the cost of all such liabilities or sanctions imposed, together with any and all costs, including reasonable attorney fees, incurred by City. 10. Indemnification. Contractor shall indemnify, defend with counsel approved by City, and hold harmless City, its officers, officials, employees and volunteers ("Indemnitees") from and against all liability, loss, damage, expense, cost (including without limitation reasonable attorneys' fees, expert fees and all other costs and fees of litigation) of every nature arising out of or in connection with: (1) Any and all claims under Worker’s Compensation acts and other employee benefit acts with respect to Contractor’s employees or Contractor’s contractor’s employees arising out of Contractor’s work under this Agreement; and (2) Any and all claims arising out of Contractor's performance of or failure to perform work hereunder or its failure to comply with any of its obligations contained in this Agreement, regardless of City’s passive negligence, but excepting such loss or damage which is caused by the sole active negligence or willful misconduct of the City. Should City in its sole discretion find Contractor’s legal counsel unacceptable, then Contractor shall reimburse the City its costs of defense, including without limitation DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 136 1715351.1 reasonable attorneys' fees, expert fees and all other costs and fees of litigation. The Contractor shall promptly pay any final judgment rendered against the Indemnitees. It is expressly understood and agreed that the foregoing provisions are intended to be as broad and inclusive as is permitted by the law of the State of California and will survive termination of this Agreement. Except for the Indemnitees, this Agreement shall not be construed to extend to any third-party indemnification rights of any kind. 11. Insurance. A. Prior to performance of work under this Agreement and at all times during the term of this Agreement Contractor shall carry, maintain, and keep in full force and effect, with an insurance company authorized to do business in the State of California and approved by the City the following insurance: (1) a policy or policies of broad-form comprehensive general liability insurance written on an occurrence basis with minimum limits of $2,000,000.00 combined single limit coverage against any injury, death, loss or damage as a result of wrongful or negligent acts by Contractor, its officers, employees, agents, and independent contractors in performance of services under this Agreement; (2) property damage insurance with a minimum limit of $500,000.00 per occurrence; (3) automotive liability insurance written on an occurrence basis covering all owned, non-owned and hired automobiles, with minimum combined single limits coverage of $2,000,000.00; and (4) Worker's Compensation insurance when required by law, with a minimum limit of $500,000.00 or the amount required by law, whichever is greater. B. The Indemnitees shall be named as additional insureds on the policies as to comprehensive general liability, property damage, and automotive liability. The policies as to comprehensive general liability, property damage, and automobile liability shall provide that they are primary, and that any insurance maintained by the City shall be excess insurance only. C. All insurance policies shall provide that the insurance coverage shall not be non- renewed, canceled, reduced, or otherwise modified (except through the addition of additional insureds to the policy) by the insurance carrier without the insurance carrier giving City at least ten (10) day's prior written notice thereof. Contractor agrees that it will not cancel, reduce, or otherwise modify the insurance coverage and in the event of any of the same by the insurer to immediately notify the City. D. All policies of insurance shall cover the obligations of Contractor pursuant to the terms of this Agreement and shall be issued by an insurance company which is authorized to do business in the State of California or which is approved in writing by the City; and shall be placed have a current A.M. Best's rating of no less than A-, VII. E. Contractor shall submit to City (1) insurance certificates indicating compliance with the minimum insurance requirements above, and (2) insurance policy endorsements or a DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 137 1715351.1 copy of the insurance policy evidencing the additional insured requirements in this Agreement, in a form acceptable to the City. F. Self-Insured Retention/Deductibles. All policies required by this Agreement shall allow City, as additional insured, to satisfy the self-insured retention (“SIR”) and/or deductible of the policy in lieu of the Contractor (as the named insured) should Contractor fail to pay the SIR or deductible requirements. The amount of the SIR or deductible shall be subject to the approval of the City. Contractor understands and agrees that satisfaction of this requirement is an express condition precedent to the effectiveness of this Agreement. Failure by Contractor as primary insured to pay its SIR or deductible constitutes a material breach of this Agreement. Should City pay the SIR or deductible on Contractor’s due to such failure in order to secure defense and indemnification as an additional insured under the policy, City may include such amounts as damages in any action against Contractor for breach of this Agreement in addition to any other damages incurred by City due to the breach. G. Subrogation. With respect to any Workers' Compensation Insurance or Employer's Liability Insurance, the insurer shall waive all rights of subrogation and contribution it may have against the Indemnitees. H. Failure to Maintain Insurance. If Contractor fails to keep the insurance required under this Agreement in full force and effect, City may take out the necessary insurance and any premiums paid, plus 10% administrative overhead, shall be paid by Contractor, which amounts may be deducted from any payments due Contractor. I. Contractor shall include all subcontractors, if any, as insureds under its policies or shall furnish separate certificates and endorsements for each subcontractor to the City for review and approval. All insurance for subcontractors shall be subject to all of the requirements stated herein. 12. Confidentiality. Contractor in the course of its duties may have access to confidential data of City, private individuals, or employees of the City. Contractor covenants that all data, documents, discussion, or other information developed or received by Contractor or provided for performance of this Agreement are deemed confidential and shall not be disclosed by Contractor without written authorization by City. City shall grant such authorization if disclosure is required by law. All City data shall be returned to City upon the termination of this Agreement. Contractor's covenant under this section shall survive the termination of this Agreement. Notwithstanding the foregoing, to the extent Contractor prepares reports of a proprietary nature specifically for and in connection with certain projects, the City shall not, except with Contractor's prior written consent, use the same for other unrelated projects. 13. Maintenance and Inspection of Records. In accordance with generally accepted accounting principles, Contractor and its subcontractors shall maintain reasonably full and complete books, documents, papers, accounting records, and other information (collectively, the “records”) pertaining to the costs of and completion of services performed under this Agreement. The City and any of their authorized representatives shall have access to and the right to audit and reproduce any of Contractor's records regarding the services provided under this Agreement. Contractor shall maintain all such records for a period of at least three (3) years after termination or completion of this Agreement. Contractor agrees to make available all such records for inspection or audit at its offices during normal business DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 138 1715351.1 hours and upon three (3) days' notice from the City, and copies thereof shall be furnished if requested. 14. Termination. The City may terminate this Agreement with or without cause upon fifteen (15) days' written notice to Contractor. The effective date of termination shall be upon the date specified in the notice of termination, or, in the event no date is specified, upon the fifteenth (15th) day following mailing of the notice. In the event of such termination, City agrees to pay Contractor for services satisfactorily rendered prior to the effective date of termination. Immediately upon receiving written notice of termination, Contractor shall discontinue performing services, unless the notice provides otherwise, except those services reasonably necessary to effectuate the termination. The City shall be not liable for any claim of lost profits. 15. Personnel. Contractor represents that it has, or will secure at its own expense, all personnel required to perform the services under this Agreement. All of the services required under this Agreement will be performed by Contractor or under it supervision, and all personnel engaged in the work shall be qualified to perform such services. Contractor reserves the right to determine the assignment of its own employees to the performance of Contractor's services under this Agreement, but City reserves the right, for good cause, to require Contractor to exclude any employee from performing services on City's premises. 16. Prevailing Wage. Notice is hereby given that in accordance with the provisions of California Labor Code, Division 2, Part 7, Chapter 1, Articles 1 and 2, the Contractor is required to pay not less than the general prevailing rate of per diem wages for work of a similar character in the locality in which the public works is performed, and not less than the general prevailing rate of per diem wages for holiday and overtime work. In that regard, the Director of the Department of Industrial Relations of the State of California is required to and has determined such general prevailing rates of per diem wages. Copies of such prevailing rates of per diem wages are on file in the Office of the City Clerk of the City of Diamond Bar, 21810 Copley Drive, Diamond Bar, California, and are available to any interested party on request. City also shall cause a copy of such determinations to be posted at the job site. The Contractor shall forfeit, as penalty to City, not more than twenty-five dollars ($25.00) for each laborer, workman or mechanic employed for each calendar day or portion thereof, if such laborer, workman or mechanic is paid less than the general prevailing rate of wages hereinbefore stipulated for any work done under this Agreement, by him or by any subcontractor under him. The CONTRACTOR and any of its subcontractors must be registered with the Department of Industrial Relations pursuant to Labor Code section 1725.5, which precludes the award of a contract for a public work on any public works project awarded after April 1, 2015. This Agreement is subject to compliance monitoring and enforcement by the Department of Industrial Relations. 17. Non-Discrimination and Equal Employment Opportunity. A. Contractor shall not discriminate as to race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, medical condition, or sexual orientation, in the performance of its services and duties pursuant to this Agreement and will comply with all rules and regulations of City relating thereto. Such nondiscrimination shall DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 139 1715351.1 include but not be limited to the following: employment, upgrading, demotion, transfers, recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. B. Contractor will, in all solicitations or advertisements for employees placed by or on behalf of Contractor state either that it is an equal opportunity employer or that all qualified applicants will receive consideration for employment without regard to race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, medical condition, or sexual orientation. C. Contractor will cause the foregoing provisions to be inserted in all subcontracts for any work covered by this Agreement except contracts or subcontracts for standard commercial supplies or raw materials. 18. Time Is of the Essence. Time is of the essence in this Agreement. Contractor shall do all things necessary and incidental to the prosecution of Contractor's work. 19. Delays and Extensions of Time. Contractor's sole remedy for delays outside its control shall be an extension of time. No matter what the cause of the delay, Contractor must document any delay and request an extension of time in writing at the time of the delay to the satisfaction of City. Any extensions granted shall be limited to the length of the delay outside Contractor’s control. If Contractor believes that delays caused by the City will cause it to incur additional costs, it must specify, in writing, why the delay has caused additional costs to be incurred and the exact amount of such cost within 10 days of the time the delay occurs. No additional costs can be paid that exceed the not to exceed amount absent a written amendment to this Agreement. In no event shall the Contractor be entitled to any claim for lost profits due to any delay, whether caused by the City or due to some other cause. 20. Assignment. Contractor shall not assign or transfer any interest in this Agreement nor the performance of any of Contractor's obligations hereunder, without the prior written consent of City, and any attempt by Contractor to so assign this Agreement or any rights, duties, or obligations arising hereunder shall be void and of no effect. 21. Compliance with Laws. Contractor shall comply with all applicable laws, ordinances, codes and regulations of the federal, state, and local governments. 22. Non-Waiver of Terms, Rights and Remedies. Waiver by either party of any one or more of the conditions of performance under this Agreement shall not be a waiver of any other condition of performance under this Agreement. In no event shall the making by City of any payment to Contractor constitute or be construed as a waiver by City of any breach of covenant, or any default which may then exist on the part of Contractor, and the making of any such payment by City shall in no way impair or prejudice any right or remedy available to City with regard to such breach or default. 23. Attorney's Fees. In the event that either party to this Agreement shall commence any legal or equitable action or proceeding to enforce or interpret the provisions of this Agreement, the prevailing party in such action or proceeding shall be entitled to recover its costs of suit, including reasonable attorney's fees and costs, including costs of expert witnesses and consultants. DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 140 1715351.1 24. Mediation. Any dispute or controversy arising under this Agreement, or in connection with any of the terms and conditions hereof, which cannot be resolved by the parties, may be referred by the parties hereto for mediation. A third party, neutral mediation service shall be selected, as agreed upon by the parties and the costs and expenses thereof shall be borne equally by the parties hereto. The parties agree to utilize their good faith efforts to resolve any such dispute or controversy so submitted to mediation. It is specifically understood and agreed by the parties hereto that mutual good faith efforts to resolve the same any dispute or controversy as provided herein, shall be a condition precedent to the institution of any action or proceeding, whether at law or in equity with respect to any such dispute or controversy. 25. Notices. Any notices, bills, invoices, or reports required by this Agreement shall be deemed received on (a) the day of delivery if delivered by hand during regular business hours or by facsimile before or during regular business hours; or (b) on the third business day following deposit in the United States mail, postage prepaid, to the addresses heretofore set forth in the Agreement, or to such other addresses as the parties may, from time to time, designate in writing pursuant to the provisions of this section. “CONTRACTOR” “CITY” HELIX Environmental Planning City of Diamond Bar 7578 El Cajon Blvd. 21810 Copley Drive La mesa, CA 91942 Diamond Bar, CA 91765-4178 Attn.: Erick McCracken, Contract Manager Attn: Ryan Wright, Parks & Recreation Director Phone: 619-668-7463 x283 Phone: 909-839-7061 E-Mail: ErikM@helixepi.com E-mail: rwright@diamondbarca.gov 26. Governing Law. This Agreement shall be interpreted, construed and enforced in accordance with the laws of the State of California. 27. Counterparts. This Agreement may be executed in any number of counterparts, each of which shall be deemed to be the original, and all of which together shall constitute one and the same instrument. 28. Severability. If any term, condition, or covenant of this Agreement is declared or determined by any court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions of this Agreement shall not be affected thereby, and the Agreement shall be read and construed without the invalid, void or unenforceable provision(s). 29. Entire Agreement. This Agreement, and any other documents incorporated herein by reference, represent the entire and integrated agreement between Contractor and City. This Agreement supersedes all prior oral or written negotiations, representations or agreements. This Agreement may not be amended, nor any provision or breach hereof waived, except in a writing signed by the parties which expressly refers to this Agreement. Amendments on behalf of the City will only be valid if signed by a person duly authorized to do so under the City's Purchasing Ordinance. DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 141 1715351.1 IN WITNESS of this Agreement, the parties have executed this Agreement as of the date first written above. "Contractor" "City" HELIX Environmental Planning CITY OF DIAMOND BAR By: ______ By: ____ Printed Name: Daniel Fox, City Manager Title: By: ATTEST: Printed Name: Title: Kristina Santana, City Clerk Approved as to form: By:____ Omar Sandoval, City Attorney State of California "CONTRACTOR'S" License No. ______ . CONTRACTOR'S Business Phone ____________________. Emergency Phone ________________________ at which CONTRACTOR can be reached at any time. *NOTE: If Contractor is a corporation, the City requires the following signature(s): -- (1) the Chairman of the Board, the President or a Vice-President, AND (2) the Secretary, the Chief Financial Officer, the Treasurer, an Assistant Secretary or an Assistant Treasurer. If only one corporate officer exists or one corporate officer holds more than one corporate office, please so indicate. OR -- The corporate officer named in a corporate resolution as authorized to enter into this Agreement. A copy of the corporate resolution, certified by the Secretary close in time to the execution of the Agreement, must be provided to the City. DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC Principal Justin Fischbeck Principal Justin Fischbeck 619.772.8419 619.462.1515 x283 831496 5.7.a Packet Pg. 142 Canyon Loop Trail Improvment Habitat Mitigation Monitoring Program Restoration Contractor Services Statement of Qualifications October 17, 2023 EXHIBIT "A" DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 143 HELIX Environmental Planning, Inc. 7578 El Cajon Boulevard La Mesa, CA 91942 619.462.1515 tel 619.462.0552 fax www.helixepi.com October 17, 2023 City of Diamond Bar Parks & Recreation Ryan Wright, Parks & Recreation Director 21810 Copley Drive Diamond Bar, CA 91765 Subject: Statement of Qualifications for Canyon Loop Trail Improvement Habitat Mitigation Monitoring Program Restoration Contractor Services Dear Mr. Wright : HELIX Environmental Planning, Inc. (HELIX) is pleased to respond to the City of Diamond Bar ’s (City) Request for Proposals (RFP) to provide Habitat Mitigation Monitoring Program Restoration Contractor Services for the Canyon Loop Trail Improvement program. Our team is qualified with extensive experience in habitat restoration and maintenance and expertise in southern California native and non-native flora and fauna. As demonstrated in our Statement of Qualifications (SOQ), the HELIX team has the expertise, depth of staff, specialized knowledge, and hands-on experience necessary to provide excellent service to the City. HELIX specializes in the design, construction, and maintenance of native habitats, often as part of California Environmental Quality Act (CEQA) and federal and state regulatory permitting required mitigation; invasive species removal and herbicide treatments in southern California habitats; erosion control Best Management Practice (BMP) installation and maintenance; irrigation installation and maintenance; native plant and seed installation; and fuel reduction management. We have reviewed the City’s RFP and find all terms and conditions, including insurance requirements, acceptable. If you have any questions concerning this SOQ or need any additional information regarding HELIX, please contact me at JustinF@helixepi.com or 619.462.1515 ext. 205 or Erik McCracken at ErikM@helixepi.com or 619.668.7463 ext. 283. Thank you for considering HELIX. We look forward to hearing from you. Sincerely, Justin Fischbeck Principal DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 144 2 CITY OF DIAMOND BAR| Canyon Loop Trail Improvement HMMP Services TABLE OF CONTENTS 1. PROJECT TEAM ..................................................... 3 2. CONTRACTOR'S EXPERIENCE & REFERENCES .. 10 3. PROJECT UNDERSTANDING ............................... 13 4. FEE PROPOSAL .................................................... 17 DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 145 3 CITY OF DIAMOND BAR| Canyon Loop Trail Improvement HMMP Services 1. PROJECT TEAM Our team will consist of a Contract Manager, a Project Manager, a Restoration Supervisor, a Land Manager, a Restoration Foreman, a restoration field team of more than 50 technicians, and biological resource assistance from a Senior Biology Project Manager and HELIX’s in-house Nursery Manager. HELIX will notify the City of any changes in personnel during the contract period and will provide the City with an updated organizational chart and personnel qualifications. This team has worked together for multiple years and is experienced in various approaches to habitat maintenance in sensitive areas. Erik McCracken | Contract Manager Education: BS, Statistical Sciences; BA, Environmental Studies Mr. McCracken will serve as Contract Manager and will be responsible for managing the contract requirements, including task orders, invoicing, scheduling, work performance, and developing strategies related to the execution of this contract. Mr. McCracken has experience managing and implementing large-scale and complex projects, budget tracking and reporting, coordinating multiple subcontractors and schedules, supporting agency coordination and submittals, client communications, and managing personnel. As a contract manager, he works closely with clients and biologists to develop implementation and maintenance strategies and with HELIX restoration crews and subcontractors in the field to ensure the plan is implemented successfully. By combining his experience in the construction field with his background in environmental studies and statistical sciences, Mr. McCracken provides data-based, adaptive management techniques for project constraints while remaining focused on implementing the environmental components needed to meet project success criteria. Mr. McCracken has managed numerous habitat restoration installation and maintenance projects for diverse clients, including municipalities, private developers, and utility providers. He coordinates with client project managers/staff, prepares scope and fee proposals, and manages task orders/projects. His management responsibilities include communicating with client points of contact, overseeing HELIX’s in-house specialists and subconsultants, preparing and tracking project schedules, keeping deliverables on time and within budget, performing quality control reviews, and processing invoices. Selected experience includes: Orange County Waste & Recycling Central & North Region Landfill Habitat Management Contract Manager for habitat maintenance and erosion control services for the Orange County (OC) Waste and Recycling North and Central Regional Landfills. Activities include remedial planting, irrigation repair, non-native plant maintenance and removal, erosion control BMP installation and maintenance, and hand watering. Management tasks included developing task orders, scope and approaches, cost estimates, invoice review and management, quality control of DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 146 4 CITY OF DIAMOND BAR| Canyon Loop Trail Improvement HMMP Services project reports and schedules, and budget tracking on over 17 task orders and seven project sites for OC Waste and Recycling. Mesa Colima 500 kV Substation Mitigation – Habitat Restoration Plan Writing and Implementation Project Manager for the 22-acre restoration and preservation project associated with the Mesa Colima Substation. Tasks include the development of the Habitat Restoration Plan and Long-Term Management Plan, which required coordination with the California Public Utilities Commission, County of Los Angeles, U.S. Fish and Wildlife Service, the project biologist, and project development team. Following the development of the project plans, crew tasks included weed control, safety planning and implementation, and mitigation reporting. Steep slopes on the project required developing a safety plan to implement rappelling work to control non-natives. Management activities also include client coordination, review of information to be uploaded to an online reporting database, coordination of responses to public inquiries, and tracking of project conditions relative to success criteria. Work performed for Southern California Edison. French Valley Community Integrated Mitigation Plan Project Manager for the habitat restoration project to mitigate impacts of the Clinton Keith Road construction in Riverside County. The 12-acre mitigation project is divided between an 8-acre off-site and a four-acre on-site habitat restoration effort. Tasks include excavation and grading of a disturbed channel, exporting 12,000 cubic yards of soil, installing rip-rap and other water retention features, and installing irrigation, native container plants, and hydroseed. HELIX will maintain the sites for up to five years to meet final success criteria. Work performed for Riverside County Transportation Department. Foothill Parkway Westerly Extension Mitigation Project Manager overseeing the site preparation, grading, and invasive species removal for the City of Corona’s Foothill Parkway Westerly Extension Mitigation project. The project has two active mitigation sites requiring removal of non- native species through heavy equipment, hand removal, and herbicide application. Site One is a 43-acre mitigation site consisting primarily of coastal sage scrub habitat. Tasks include removal of non-native trees and annual weed species, trash cleanup, fence installation, and installation of water services. Site Two is a 40-acre riparian site, primarily consisting of non-native vegetation such as Arundo, tamarisk, eucalyptus, palm trees, pepper trees, and non-native annual species. Tasks include removal of non-natives and trash within a 40-working day period to prevent potential setbacks during bird breeding season. Stadium Wetland Mitigation Project Project Manager for installation and maintenance of a 57-acre habitat restoration project within the active San Diego River channel between I-15 and I-805, south of former Qualcomm Stadium, in Mission Valley, San Diego. Tasks managed include coordination with City and project biologists, Caltrans, City of San Diego recycled water staff, Stormwater Pollution Prevention Plan (SWPP) development and implementation, removal of non-native species within the river channel, management of subcontractors, installation of 27 acres of irrigation, installation of over 20,000 container plants, installation of two-plus miles of chain-link fence, and grading of secondary channels to create additional wetland mitigation acreage. Management of the maintenance phase includes weed abatement, irrigation repair, trash cleanup, vandalism repair, fence repair, and plant replacement. The project was performed for the City of San Diego and will serve as mitigation for multiple Public Utilities Department improvement projects. It was successfully completed in spring 2023. DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 147 5 CITY OF DIAMOND BAR| Canyon Loop Trail Improvement HMMP Services Stephen Zetterberg | Project Manager Education: BS, Environmental Systems: Ecology, Behavior, and Evolution Registration: Department of Transportation, Federal Aviation Administration, Remote Pilot’s License for Small Unmanned Aircraft No. 4079102 Mr. Zetterberg will serve as Project Manager and ensure continuous and effective communication with the City and the project team. Mr. Zetterberg is a Construction Project Manager for habitat restoration and construction projects throughout Southern California. He has five years of experience and works diligently with project managers, restoration crews, and biologists to ensure clients’ needs are met, and projects are successful. He has experience managing a wide variety of project aspects, from the initial planning stage to implementation and through final sign-off for project completion with governmental agencies. Mr. Zetterberg is skilled in habitat restoration, understanding ecological relationships, construction and installation, and habitat maintenance. Mr. Zetterberg provides quality management techniques and technical skills to solve environmental issues for projects. One of Mr. Zetterberg ’s technical skills is developing and managing Survey123, an ArcGIS application. This GIS-enabled data management platform allows thorough collection of daily information from field crew members and is essential for successful projects. His surveys now have thousands of data records collecting staff timesheets, field activity, and safety data. Another unique ability Mr. Zetterberg brings is the skillful use of drones, or unmanned aircraft systems (UAS), for environmental purposes. He was the architect of HELIX’s in-house drone program and earned his FAA Part 107 pilot ’s license. Mr. Zetterberg and his team fly projects from five to 500 acres, producing high-quality maps, terrain models, three-dimensional models, photography, and videography. Selected experience includes: Orange County Waste & Recycling Central and North Region Landfill Habitat Management Project Manager for habitat maintenance and erosion control services for OC Waste and Recycling North and Central Regional Landfills. Activities include remedial planting, irrigation repair, non-native plant maintenance and removal, erosion control BMP installation and maintenance, and hand watering. Mesa Colima 500 kV Substation Mitigation - HRP and Interim Maintenance Assistant Project Manager for the 22-acre restoration and preservation project associated with the Mesa Colima Substation. This off-site parcel is located on Southern California Edison-owned property and falls between existing TRTP towers along the Section 8 alignment. Tasks include management of crews for weed control, safety planning and implementation, and online reporting. Work performed for Southern California Edison. French Valley Community Integrated Mitigation Plan Assistant Project Manager for restoration services to mitigate the impacts of the construction of Clinton Keith Road in Riverside County. The 12-acre mitigation project is divided between an 8-acre off-site and a 4-acre on-site habitat restoration effort. Tasks include removing non-native trees, excavating and grading a disturbed channel, exporting 12,000 cubic yards of soil, installing rip-rap and other water retention features, installing irrigation, native container plants, hydroseed, and a five-year maintenance program. HELIX will maintain the sites for five years to meet the final success criteria. Maintenance activities include weed abatement, herbicide application, irrigation repair, and plant replacement. Work performed for Riverside County Transportation Department. Trabuco and Modjeska Habitat Restoration Project Manager for habitat installation, maintenance, and monitoring in Trabuco Canyon. Coordinated the installation of hydroseed and native container plants in several project areas in Trabuco Canyon. Managed biological monitors and field staff to monitor and maintain the habitat installed. A water buffalo was used to hand water emerging native species opportunistically in the project area and achieved sign-off on two project areas permitted under the U.S. Army Corp of Engineers. Work performed for Orange County Public Works. Santa Clarita McBean & Newhall Ranch Road CIP Maintenance Project Manager for non-native plant removal, fencing, irrigation maintenance, and tree planting as part of the DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 148 6 CITY OF DIAMOND BAR| Canyon Loop Trail Improvement HMMP Services installation phase throughout a 7-acre project area for the City of Santa Clarita, CA. Approximately 1,000 cuttings were installed and irrigated using drip irrigation. Coordinated HELIX biological monitors that performed a tree inventory and assessment for the mitigation trees of the approximately 7-acre mitigation site located within the City of Santa Clarita. HELIX was awarded a 5-year maintenance contract under a separate agreement for an additional 4-year period. Current tasks include vegetation management and monitoring and irrigation installation and maintenance. Lauren Singleton | Senior Biology Project Manager Education: MS, Biology; BS, Biology/Ecology Minor, Chemistry Registration: Qualified California Rapid Assessment Method, Practitioner; USFWS, Endangered and Threatened Wildlife Species Permit (Authorized to conduct surveys for the coastal California gnatcatcher), No. ES-778195-15 Ms. Singleton is a Senior Biology Project Manager with 13 years of experience. She prepares a variety of technical reports, including CEQA-level biological technical reports, Habitat Mitigation and Monitoring Plans, Long-term Management Plans, and mitigation annual technical monitoring reports. Ms. Singleton has performed biological fieldwork throughout Southern California counties involving habitat assessments, vegetation mapping, tree surveys, construction and mitigation monitoring, wetland delineations, jurisdictional delineations, and California Rapid Assessment Methods (CRAM). She is skilled in identifying local flora and fauna and has conducted focused surveys for rare plants, burrowing owl, and least Bell’s vireo. She is permitted by the USFWS to independently conduct surveys for federally listed coastal California gnatcatcher. Ms. Singleton also has expertise in invertebrate pests, such as the goldspotted oak borer and polyphagous shot hole borer. She has additional specialized experience in stream ecology and is trained in conducting bioassessment following the Surface Water Ambient Monitoring Program protocol. Selected experience includes: Mesa Colima 500 kV Substation Mitigation Habitat Restoration & Mitigation Plan and Interim Maintenance Biologist assisting in the development of a Habitat Restoration and Mitigation Plan (HRMP) and Long-Term Management Plan (LTMP) for an off-site 20-acre mitigation site in the cities of Hacienda Heights, La Habra Heights, and Whittier, as well as unincorporated Los Angeles County. This off-site parcel is located on Southern California Edison (SCE) owned right-of-way and falls between existing Tehachapi Renewable Transmission Project (TRTP) towers along the Section 8 alignment. The HRMP was developed to guide the restoration of 16 acres of coastal sage scrub habitat to offset project impacts on this community. The LTMP was prepared to guide the perpetual management of the 20-acre mitigation site, including developing a preliminary endowment estimate. The HRMP and LTMP will be sent for approval by U.S. Fish and Wildlife Service and the California Public Utilities Commission (CPUC). HELIX’s other tasks have included documenting baseline conditions on the mitigation site, implementing interim weed control, safety planning and implementation, and FRED reporting. Work performed for SCE. Mt. San Antonio College East Parcel Habitat Mitigation Biological Consulting Lead Biologist during mitigation implementation for the Mt. San Antonio College’s East Parel Restoration Project in the City of Walnut, Los Angeles County, California. Monitored planting activities during Venturan coastal sage scrub installation as mitigation for impacts to occupied CAGN habitat. Monitoring activities included verifying project limits, identifying non-native species for removal, reviewing plant and seed purchase orders, and inspecting plant material. Prepared a post-installation report documenting all monitoring activities and as-built conditions of the mitigation site. Conducted monthly maintenance monitoring and coordinated with the maintenance contractor regarding recommended action items. Work performed for Mt. San Antonio College. Chino Hills Peyton Drive Phase 3 and English Channel/Creek Habitat Mitigation Lead Biologist during mitigation implementation for the Chino Hills’ Peyton Drive Phase 3 Project in the City of Chino Hills, San Bernardino County. Monitored grading and planting activities during mitigation installation. Verified the project limits, monitored vegetation removal within the grading footprint, advised the contractor of non-native species that needed to be removed, and recommended planting locations. Attended weekly meetings with the City and contractors to discuss project progress and identify any concerns. Prepared a post-installation report documenting all DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 149 7 CITY OF DIAMOND BAR| Canyon Loop Trail Improvement HMMP Services monitoring activities and as-built conditions of the mitigation site. Work performed as a subcontractor to AKM Consulting Engineers, with the City of Chino Hills as the lead agency. Culver Drive/University Drive Intersection Improvements, Construction Monitoring, Habitat Mitigation & Monitoring Plan Implementation Biologist for the City of Irvine’s proposed road improvements to the intersection of Culver Drive and University Drive in the City of Irvine, Orange County. Conducted nesting bird surveys and monitoring during project construction. Completed the Year One CRAM assessment for the William R. Mason Regional Park mitigation areas. Work performed for the City of Irvine. Saddle Crest Project Biologist for a proposed residential development in the Community of Trabuco Canyon in Orange County. Conducted a baseline CRAM assessment for the proposed impact and mitigation areas. Also conducted pre-construction surveys for nesting birds and sensitive reptile species and provided biological monitoring during project construction. Stephen Steward | Nursery Manager Education: College courses in Ecology & Conservation Biology Registration: International Society of Arboriculture, Certified Arborist No. WE-12254A Mr. Steward is a Certified Arborist recognized by the International Society of Arboriculture. He has extensive experience in native plant horticulture, habitat restoration, and biological monitoring and management. Stephen began his career in 1999 with the Zoological Society of San Diego, where he managed and propagated endangered reptile and amphibian species. He also worked on in-situ conservation projects for the Society in Southern California, Mexico, the Caribbean, and India. Stephen transitioned to native plant horticulture in 2006, where he was hired as the cactus and succulents propagator for Desert Survivors Native Plant Nursery in Tucson, Arizona. In 2012, Stephen became the horticulturist for Pima County, Arizona, where he managed a native plant-growing operation. Since 2014, Mr. Steward has served as Nursery Manager for HELIX, where he is responsible for the propagation of native plant species for HELIX projects. As nursery manager, Mr. Steward is engaged in all aspects of the restoration process, from monitoring plant health and diversity at project sites to species selection and general landscape consultation. Selected experience includes: Tijuana River Valley Regional Park Southwest Trails Phase III Nursery Manager and Consulting Horticulturalist for a trail restoration project in the Tijuana River Valley Regional Park in in the City of Imperial Beach. Activities include the propagation and growth of native plant materials for the project, as well as plant palette design and consultation. Work performed for the County of San Diego. Landscape Design for North City Water Reclamation Plant Consulting Horticulturalist for the plant material reuse effort at the San Diego North City Water Reclamation Plant facility. Activities were focused on the methodology of cactus and succulent salvage and reinstallation, including some consultation with the design contractor for the final design. Work performed for the City of San Diego. Sycamore Landfill Biological & Sensitive Species Mitigation Services Nursery Manager for the sensitive species mitigation work at the Sycamore Landfill translocation site. Activities are mainly focused on the seed/acorn collection and propagation of four sensitive species at the nursery: Bloomeria clevelandii Dudleya variegata, Quercus dumosa and Ferocactus viridescens. Specialized horticultural techniques are being developed and implemented to achieve greater success with the reintroduction of these particularly challenging species. Mast Park Project Nursery Manager for species survey and propagation of plant material for the 12.7-acre San Diego River/Mast Park project wetland restoration and enhancement areas in the City of Santee. Initial responsibilities included preliminary site DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 150 8 CITY OF DIAMOND BAR| Canyon Loop Trail Improvement HMMP Services evaluations, species identification, and seed/material collection. The bulk of the activity was the propagation and growth of restoration plants for the project. Work performed for the City of Santee. Balboa & I-15 Canyon Long-Term Access Project Designated Horticulturalist for the Long-Term Access Project for the City of San Diego, located at Balboa & I-15 Canyon in a critical watershed along the I-15 corridor. Horticultural activities included the collection of seeds from the endangered Ceanothus verrucosus for future propagation and revegetation of the canyon. Responsibilities also included assessing the health and viability of existing C. verrucosus and locating additional specimens on-site. Otay Crossings Commerce Park Habitat Restoration at Lonestar Ridge Nursery Manager for the Otay Crossings Project in San Diego County. Responsible for salvaging San Diego Barrel Cactus – Ferocactus viridescens from the construction site and the subsequent replanting on mima mounds at the mitigation and vernal pool location. Various geophyte species (Chlorogallum, Dichelostemma, Calochortus) were also salvaged from the vernal pool site during the basin dredging and managed further at the nursery. Jason Saude | Restoration Supervisor Mr. Saude is a Restoration Supervisor for habitat restoration and construction projects in Los Angeles, Orange, Riverside, and San Bernardino counties. He has more than 20 years of experience in construction and landscaping on projects throughout California. He is an expert in workplace safety and is Cal OSHA certified. He has experience supervising a wide variety of projects, including managing crews, leading training and safety meetings, and working closely with government agencies. Selected experience includes: Orange County Waste & Recycling Central and North Region Landfill Habitat Management Restoration Supervisor for habitat maintenance and erosion control services for OC Waste and Recycling North and Central Regional Landfills. Activities include irrigation management and repair, native plant maintenance, and hand watering. Mesa Colima 500 kV Substation Fall 2022 Habitat Mitigation Installation Restoration Supervisor for the 22-acre restoration and preservation project associated with the Mesa Colima Substation. This off-site parcel is located on Southern California Edison-owned property and falls between existing TRTP towers along the Section 8 alignment. Tasks include management of crews for site preparation and maintenance, safety planning and implementation, and communication with client. Work performed for Southern California Edison. French Valley Community Integrated Mitigation Plan Restoration Supervisor for restoration services to mitigate impacts of the Clinton Keith Road construction in Riverside County. The 12-acre mitigation project is divided between an eight-acre off-site and a four-acre on-site habitat restoration effort. Tasks include removing non-native trees, excavating and grading a disturbed channel, exporting 12,000 cubic yards of soil, installing rip-rap and other water retention features, installing irrigation, native container plants, hydroseed, and a five-year maintenance program. Provided weed abatement, irrigation repair and maintenance, data collection, and reporting. Work performed for Riverside County Transportation Department. Santa Clarita McBean & Newhall Ranch Road Environmental Mitigation Restoration Supervisor for streambed restoration projects to mitigate impacts from widening the Newhall Ranch Road Bridge over San Francisquito Creek in the City of Santa Clarita in Los Angeles County. The project included the treatment of invasive species and restoration of riparian habitat. Supervised restoration crews, conducted safety protocol meetings, conducted herbicide applications and invasive species removal. DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 151 9 CITY OF DIAMOND BAR| Canyon Loop Trail Improvement HMMP Services Francisco Cortez | Land Manager Mr. Cortez has more than ten years of experience in the landscape industry working as a foreman in Orange County. He is responsible for independently assessing the status of restoration projects in the maintenance phase. Additional responsibilities include programming irrigation controllers, irrigation repairs, optimizing labor efficiency based on weed stage of growth/weather/budget, and data collection. Selected experience includes: Mesa Colima 500 kV Substation Off-site Habitat Mitigation Land Manager for the 22-acre restoration and preservation project associated with the Mesa Colima Substation. This off-site parcel is located on Southern California Edison-owned property and falls between existing TRTP towers along the Section 8 alignment. Tasks include managing irrigation crews and providing weed abatement spraying through rappelling work on steep slopes. Work performed for Southern California Edison. West of Devers 220kV Upgrade Habitat Restoration and Revegetation Plan Land Manager for restoring areas temporarily impacted by the construction of the West of Devers transmission line project to pre-existing conditions. Responsible for overseeing restoration crew activities, including weeding, replanting, reseeding, trash hauling, and providing supplemental irrigation to established plantings. French Valley Community Integrated Mitigation Plan Land Manager for restoration services to mitigate impacts of the Clinton Keith Road construction in Riverside County. The 12-acre mitigation project is divided between an eight-acre off-site and a four-acre on-site habitat restoration effort. Tasks include removing non-native trees, installing irrigation, native container plants, hydroseed, and a five-year maintenance program. Provided plant establishment work and maintenance, including overseeing the irrigation installation crew, transporting native plants from the HELIX nursery to the site, and irrigation repair. McBean Parkway and Newhall Ranch Road Bridge Environmental Mitigation Tree Maintenance Land Manager for a seven-acre restoration project area in the City of Santa Clarita. Approximately 1,000 cuttings were installed and irrigated using drip irrigation as well as irrigation repair and non-native plant removal. Following installation, HELIX is providing long-term maintenance for the site. Responsible for irrigation inspections and repair. San Jacinto River Preserve Restoration Land Manager for habitat restoration and mitigation for impacts caused by Southern California Edison in Valle Vista in Riverside County. Oversaw crew providing non-native vegetation maintenance in impacted areas around Poles. Work performed for Southern California Edison. Donald Anderson| Restoration Foreman Mr. Anderson has a background in landscaping and gardening, with 18 years of experience providing landscape maintenance services. Upon joining HELIX in 2011, Mr. Anderson has since led restoration crews on habitat projects ranging from hundreds of acres to small parcels. He is an expert in the various tasks and duties integral to habitat construction and restoration, such as habitat creation, maintenance, irrigation, weed abatement, vegetation thinning and removal, erosion control, identifying native plants, and herbicide application. Selected experience includes: OC Waste & Recycling Central and North Region Landfill Habitat Management Restoration Foreman for habitat maintenance and erosion control services for the OC Waste and Recycling North and Central Regional Landfills. Managing field crew activities that include remedial planting, irrigation repair, non-native plant maintenance and removal, erosion control BMP installation and maintenance, and hand watering. Work performed for Orange County Waste and Recycling. Sweetwater Loop Trail Mitigation Site Restoration Lead for restoration and enhancement for an open space easement totaling 1.76 acres as part of mitigation DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 152 10 CITY OF DIAMOND BAR| Canyon Loop Trail Improvement HMMP Services for the SR-125 extension project located in the unincorporated community of Spring Valley, San Diego County. The project consisted of 1.5 acres of southern willow scrub and 0.26 acres of maritime succulent scrub within the Sweetwater Loop Trail and included vegetation clearing and native plant installation. Work performed for the County of San Diego. Briggs Road Restoration Lead for enhancement of an approximately 16.5-acre site in Riverside County, where the coastal sage scrub habitat was seeded with native species. Assisted with continued habitat maintenance. Work performed for a private developer. North Torrey Pines Bridge Replacement MND Restoration Lead for restoration of 1.34 acres of coastal sage scrub habitat located within the Torrey Pines State Reserve and 1.76 acres of habitat creation off-site in San Diego County. Restoration activity included dethatching the site, installing temporary above-ground irrigation, grow/kill cycles to reduce non-native plant cover, thinning dominant native shrubs, and installing container plantings and native seed collected from the restoration site. Maintenance activity continued for five years. Work performed for the City of San Diego. 2. CONTRACTOR’S EXPERIENCE & REFERENCES Since 2003, HELIX has provided environmental-related construction and maintenance services, including habitat restoration, invasive plant removal, irrigation installation, plant and seed installation, stormwater BMP installation and maintenance, and fuel reduction management services. HELIX has also assisted the County of Orange, City of Irvine, City, and County, of Riverside, County of San Diego, City of San Diego, City of Chula Vista, California State Parks, and the California Department of Forestry and Fire Protection (CAL FIRE) among others in developing and implementing habitat restoration design and maintenance work plans. The plans we write are created in collaboration with our clients, accounting for specific project needs, and completed plans are frequently implemented by HELIX restoration staff. These efforts have primarily focused on public agency-owned land, ranging in size from less than 1/4 acre to hundreds of acres of vegetation removal and invasive species control. Our in-house habitat restoration team includes project managers, habitat restoration specialists, skilled supervisors, equipment operators, and more than 50 knowledgeable field restoration technicians. Our project managers and field crews are experienced in restoring all San Diego native habitat types, including riparian, wetland, upland, grassland, vernal pool, scrub-shrub, desert, tidal wetlands, and more. Habitat restoration projects have access to HELIX’s in-house native plant nursery that can develop an inventory of plants not only native to Los Angeles County but specific to precise project locations. Field crews are trained in habitat restoration practices, including equipment operation, native and non-native plant identification, seed collection and plant propagation, herbicide application, invasive exotic species removal techniques, site preparation, irrigation installation, planting, seeding, and the installation and maintenance of stormwater best management practices. Using heavy equipment, mechanical tools, power equipment, hand tools, and herbicide treatment, HELIX field crews have conducted vegetation management and invasive species control on all vegetation communities while protecting adjacent native species and habitat. HELIX field crews maintain a high level of technical skills. They understand biological communities on project sites, carefully avoiding sensitive bird nesting habitats/seasons and special-status plant species and taking extra precautions to preserve sensitive resources. HELIX field crews are accustomed to working closely with project biologists and clients to achieve project goals while protecting sensitive resources. DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 153 11 CITY OF DIAMOND BAR| Canyon Loop Trail Improvement HMMP Services HELIX has worked on hundreds of projects, delivering cost-effective results that benefit the environment and the adjacent public and private properties. We have worked on numerous projects throughout Southern California and are familiar with the environmental concerns of working in local habitats and rugged terrain. Our restoration/maintenance staff and biologists have the expertise and capabilities to provide all the work identified in the City ’s RFP and exceed the City ’s expectations for this contract. With a valid State of California C-27 Landscaping and Class A General Contractor ’s license (#831496), Pest Control Business license (#32774), California Qualified Applicator ’s Licenses (QAL) for categories B and C, and Qualified Stormwater Pollution Prevention Plan (SWPPP) Practitioner (QSP) certifications, HELIX is qualified to provide a full range of habitat restoration, invasive species treatment, and stormwater BMP management services. A selected list of recent projects highlighting our work and experience with native plant installation, native habitat experience, public lands experience, and environmental permit compliance follows. Orange County Waste & Recycling North and Central Region Landfill Habitat Management Since 2017, HELIX has been the maintenance contractor for the OC Waste & Recycling North and Central Region Landfills. To date, HELIX has successfully performed work under 21 task orders, ranging from routine maintenance on landfill slopes, maintenance of mitigation sites including Wetland Channel and West Basin sites, repair of and installation of SWPPP BMPs, oak tree mitigation replanting and hand watering within Santiago Canyon, closed landfill maintenance tasks at Santiago Canyon and Gothard Station, and site beautification efforts at Frank R. Bowerman and Olinda Alpha Landfills. Maintenance activities included removing dead and dying plant material pursuant to Orange County Fire Authority Vegetation Management Guidelines within a 170’ Fuel Modification Zone surrounding the flare station and flare stacks. Upon completion, the Orange County Fire Department inspected and approved fuel management activities. HELIX is conducting habitat maintenance and erosion control services for the Orange County Waste and Recycling North and Central Regional Landfills. The project includes multiple on- site wetland mitigation areas and off-site mitigation for oak trees at Santiago Oaks Regional Park, native slopes within the inactive Santiago Regional Landfill, maintained slopes within the Frank R. Bowerman Landfill, and native habitat areas on adjacent Orange County Parks lands. The project also includes maintenance within the Olinda Alpha Regional Landfill and Gothard Disposal Station on an as-needed basis. Project Manager: Weena Dalby 949.262.2433/weena.dalby@ocwr.ocgov.com DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 154 12 CITY OF DIAMOND BAR| Canyon Loop Trail Improvement HMMP Services Southern California Edison Mitigation & Restoration Services On-Call Contract HELIX is the prime consultant for the Southern California Edison (SCE) Mitigation & Restoration Services (MARS) on-call contract to provide compensatory mitigation and habitat restoration technical and construction services to the SCE Environmental Services Division to support construction projects and Operations and Maintenance (O&M) activities. SCE is required to mitigate impacts on biological resources resulting from the removal, relocation, modification, and/or construction of transmission, sub-transmission, distribution, or telecommunication structures, as well as other construction activities necessary to support this contract. Since 2019, HELIX has actively worked on over 60 task orders for projects in Los Angeles, Santa Barbara, Orange, and Riverside counties. HELIX has provided a wide range of support services through this contract, including baseline biological surveys, vegetation mapping, tree health inventory, tree hazard risk assessments, focused species surveys, nesting bird surveys, fisheries/aquatic resources support, construction monitoring, restoration implementation and monitoring, permitting and agency support, CEQA and National Environmental Policy Act (NEPA ) support, and erosion control support. Projects from this on-call include: • Mesa Colima 500 kV Substation Off-site Habitat Mitigation | Los Angeles County In addition to conducting weed maintenance, HELIX prepared the Habitat Restoration and Mitigation Plan (HRMP) and Long-Term Management Plan (LTMP) for the Mesa Colima Off-site Mitigation project. The Mesa Colima Substation project consists of constructing the new Mesa 500kV Substation in the City of Monterey Park, as well as additional project components that pass through the Cities of Montebello, South El Monte, Bell Gardens, Pasadena, Commerce, and portions of unincorporated Los Angeles County. The HRMP was developed to restore approximately 16 acres of coastal sage scrub habitat located directly adjacent to occupied coastal California gnatcatcher habitat. Maintenance activities include spot spraying herbicides that target invasive species, including mustard, Russian thistle, and fennel. HELIX developed a site-specific safety plan for Mesa Colima and is involved in SCE’s Field Reporting Environmental Database (FRED) reporting as part of this Tier 1 Safety project. • Idle Transmission Line Removal - TD 1104776 | Orange County HELIX provided biological and restoration services for a utility project to decommission and remove approximately a one-half mile of idle transmission line in the City of Laguna Beach. HELIX performed biological surveys, monitoring, reporting, restoration, and maintenance in areas temporarily disturbed by construction activities associated with the full or partial removal of idle power poles and perimeter fence maintenance. Work was conducted within the vicinity of sensitive habitat and rare plants. During construction, HELIX biological monitors worked with contractors to identify sensitive resources and develop solutions to conduct work while avoiding these resources. Project Manager: Renee Latu 626.476.8506 /renee.latu@sce.com DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 155 13 CITY OF DIAMOND BAR| Canyon Loop Trail Improvement HMMP Services • West of Devers 220kV Upgrade Habitat Restoration and Revegetation Plan | Riverside County HELIX is supporting SCE’s West of Devers transmission line project by restoring areas temporarily impacted by construction to pre-existing conditions. Restoration activities include but are not limited to, weeding, replanting, reseeding, and providing supplemental irrigation to established plantings. HELIX is also performing monthly qualitative monitoring and annual quantitative monitoring on all active restoration areas and preparing an annual report to document site progress. Riverside County Transportation Department French Valley Community Integrated Mitigation Plan Since 2020, HELIX has been providing habitat restoration services to mitigate the Clinton Keith Road construction impacts in Riverside County. The 12-acre mitigation project is divided between an eight-acre off-site and a four-acre on-site habitat restoration effort. Tasks include removing non-native trees, excavating and grading a disturbed channel, exporting 12,000 cubic yards of soil, installing rip-rap and other water retention features, installing irrigation, native container plants, hydroseed, and a five- year maintenance program. HELIX will maintain the sites for five years to meet the final success criteria. Maintenance activities include weed abatement, herbicide application, irrigation repair, and plant replacement. 3. PROJECT UNDERSTANDING HELIX has reviewed the project documentation and understands the requirements of the RFP and the project goals. HELIX has prepared an approach to implementation and maintenance based on the HMMP details and has provided alternatives, as requested by the City that can be implemented to enhance or supplement the scope of work as-needed based on an adaptive management approach. The project requires the restoration of a 0.10 acre disturbed upland area into coast prickly pear scrub (CPPS) habitat and enhancement of two separate sites, Site A (0.05 acres) and Site B (0.09 acres), into California sagebrush–black sage scrub (CSBSS) habitat. The restoration and enhancement areas are set within the Summitridge Park Canyon Loop Trail, used by members of the community as a recreational trail, and is serving as mitigation for the trail improvements made by the City. The mitigation sites have sensitive resources adjacent to and throughout the park, including nesting birds, which must be protected and avoided during nesting season. Mitigation has set criteria to be met by the end of the five-year maintenance period and are based on reference sites for each respective habitat. HELIX is prepared to work alongside the City and their selected Project Biologist to implement and maintain the restoration and enhancement areas to meet the success criteria listed in the HMMP and has outlined an approach below to reach those goals in a cost-effective and timely manner. Project Manager: David Hyklema 951.850.6075/DHylkema@RIVCO.org DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 156 14 CITY OF DIAMOND BAR| Canyon Loop Trail Improvement HMMP Services TECHNICAL APPROACH Pre-Construction Tasks HELIX will immediately work to execute the contract upon award. HELIX will prepare and send in necessary contract documentation, such as certificates of insurance and necessary prevailing wage information. HELIX will schedule a kick- off meeting with the City and Project Biologists to discuss the project. A draft agenda will be sent prior to the meeting and will include topics such as introduction of staff, scope and approach, schedule of activities, sensitive resource avoidance, nesting bird surveys, and safety and job hazards. After the kick-off meeting, HELIX will send out meeting notes and action items. HELIX will finalize the schedule and send out a final version. HELIX will begin mobilization of materials and equipment in anticipation of the first day of fieldwork. A HELIX biologist will conduct pre-construction nesting bird surveys prior to clearing and maintenance activities that occur within the general bird nesting season (generally, February 15 through September 15). The survey will be conducted within three days of the start of clearing and maintenance activities. Following completion of the survey, a summary of the results will be sent to the City and restoration biologist via e-mail. If nesting birds were identified during the survey, the summary will include a map of active nest(s) and corresponding setback buffer from the active nest based on the project requirements, species, nest location, and other environmental factors. This task does not include additional site visits to conduct nest monitoring or determine the status of nests, which would require a separate scope of services. If survey results are negative and/or not impacting the project work areas, HELIX will start work according to the schedule. If survey results impact the work areas, HELIX will coordinate with the City to determine alternative approaches and schedules. Site Preparation HELIX will begin on-site activities with a safety discussion of the job hazard analysis. A job hazard analysis (JHA) is a part of every morning’s safety tailgate meeting. The job hazard analysis is led by crew members and discusses job activities, hazards, risks, risk mitigation and proper Personal Protective Equipment Use. Following the safety meeting, HELIX will ensure that sensitive resources within and adjacent to the project site are flagged. HELIX crew members are trained on native versus non-native plant identification. However, the location of any sensitive resources will be identified to the entire crew prior to work starting, including plants, potential nests, or other animal habitat. HELIX will undergo contractor training program provided by the Project Restoration Ecologist. HELIX will begin weed removal activities by cutting and bagging live seed heads for removal off-site. The remaining biomass of non-native grasses and herbaceous annuals will then be mulched using weed whips on-site and will be spread to less than 2’’ in depth. The organic biomass will break down into the soil over the first year. Woody non-native material that cannot be mulched will be cut and removed from the site. Small trash and debris will be removed. After clearing the area, HELIX will install perimeter fencing using silt fence. The silt fence will not be trenched in for erosion control purposes. Instead, the silt fence has a dual purpose as a barrier to prevent weed seeds from coming onto the site from adjacent areas and also serves as a boundary marker to deter members of the public from accessing and disturbing the restoration effort. Lastly, HELIX will install up to eight restoration signs, as listed in the HMMP. The signs will state “DO NOT ENTER RESTORATION IN PROGRESS” and will be greater than one foot by one foot in size, and will be labeled in English, Spanish, Korean, Mandarin, and Cantonese. The signs will be attached to the posts of the silt fence. Weed Abatement Prior to Planting and Seeding Following the completion of the site preparation activities, HELIX will perform weed abatement activities described in the HMMP. Weed abatement will include hand pulling, weed whipping, and as-needed herbicide application. HELIX holds multiple Qualified Applicator Licenses, and all employees are trained on the safe and appropriate use of herbicides. Any spraying activities will be coordinated with the City and conducted only in appropriate weather DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 157 15 CITY OF DIAMOND BAR| Canyon Loop Trail Improvement HMMP Services conditions. Each weed abatement activity that occurs within the nesting season will be preceded by a nesting bird survey in accordance with the scope provided for surveys above. Weed abatement activities will be performed to remove any non-native growth establishing on-site. HELIX Land Manager Francisco Cortez will perform monthly spot checks and work with the Project Manager and Project Biologist to time weed abatement events, so they are most effective. It is expected that two weed abatement events will occur, with the first in early Spring 2024 and the second in summer 2024. Additional weed abatement events may be needed and are provided as an alternative. Plant and Seed Installation Installation activities will begin with a site visit to determine whether additional weed abatement activities are required prior to planting and seeding. HELIX will work with the City and project biologist to make this determination. Once the site is determined to be ready for planting and seeding, HELIX will begin implementation activities with cutting collection from nearby source material after the first significant rainfall of the fall/winter season in 2024. Cuttings of coast prickly pear plant material will follow the HMMP specifications, including the restrictions on quantity, type, and location of cutting collection. HELIX’s Nursery Manager will be on-site for a day to perform cutting collection to ensure the highest quality of cuttings are collected. Cuttings will be allowed to callus approximately three to four weeks before planting. After the cuttings have callused, HELIX will install cuttings, container stock, and seed by hand in the restoration area. The enhancement area will also be hand-seeded in accordance with the HMMP. HELIX will procure seed from a reputable supplier and provide seed information for approval by the project biologist prior to installation. Seed tags will be provided following the installation of seed. Maintenance and Watering HELIX will perform the five-year maintenance on-site. The schedule for maintenance is expected to be every month in Years One and Two, six events annually in Years Three and Four, and four events in Year Five. HELIX will coordinate with the project biologist and City on the timing of the maintenance events. Maintenance activities that are scheduled during the nesting bird breeding season will be preceded by a nesting bird survey by a qualified HELIX biologist. Maintenance activities will include the removal of exotic and invasive species, replanting up to 50% of the original container stock, reseeding up to 50% of the original seed palette, minor trash and debris removal, fence maintenance and removal, and hand watering. During each maintenance event, if requested, HELIX will bring the watering equipment to irrigation container plantings and cuttings with up to 100 gallons per watering event. In addition to watering during each of the scheduled maintenance events, HELIX has budgeted an additional 18 watering events in Year One, six watering events in Year Two, and six watering events in Year Three during the dry and hot summer months to aid in plant survivorship. Any watering events beyond these additional events will be at the request of the City and/or Project Biologist and billed under Alternative Task #3, as stated below. HELIX understands the performance standards for the restoration site including percent survivorship of planted species, percent cover of native species, percent non-native cover, and percent bare ground which must be achieved. HELIX also understands the separate performance standards for the enhancement areas, which include percent cover by native species, percent non-native cover, and percent bare ground. HELIX also understands the additional zero percent coverage for woody CAL-IPC Invasive plant species. HELIX will work closely with the City and Project Biologist during the maintenance period to time maintenance and watering events towards achieving those goals. Alternatives Alternative #1. Additional Optional Maintenance Year Per the RFP, HELIX is providing an optional year cost for two individual years following the five-year maintenance period. Each optional year includes up to four maintenance events. It does not include irrigation events. Maintenance events will follow the same activities and process as those during the five-year maintenance period. Alternative #2. Interim Cacti Cuttings, Planting and Container Propagation at HELIX Nursery HELIX asked a question in the Question and Answer phase of the RFP about the proposed schedule of site preparation and initial plant, seed, and cutting installation. The answer provided clarified that the schedule expects site preparation DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 158 16 CITY OF DIAMOND BAR| Canyon Loop Trail Improvement HMMP Services during January 2024, interim weed abatement between January 2024 and fall 2024, and installation of initial plant material in fall/winter 2024. A low-cost, potentially advantageous alternative proposed by HELIX is to install an initial round of cacti cuttings immediately upon completion of the first weed abatement tasks. Under this alternative, the schedule would be: • Site preparation in early January 2024 • Cutting collection in early January 2024 • Initial weed abatement in early 2024 • Initial cutting installation in early February 2024. There are multiple reasons why this is a potentially advantageous low-cost alternative. HELIX’s nursery manager can collect hundreds of cuttings in a single day, given local material to source from. With hundreds of cuttings collected during the initial site preparation task, we will allow them to callus over 3 to 4 weeks and then plant them after the first weed abatement activity. A quarter (25%) of the cuttings collected will be taken to the HELIX nursery and installed in containers. The benefits are as follows: 1) an additional year of cacti growth towards reaching success criteria, 2) the ability to evaluate the need for watering visits without concern for mortality since these are all “bonus” plantings, 3) a stock of container plants for the following year that are well rooted and supplement cuttings, 4) at the end of the year understanding particular issues with keeping cuttings alive (soil conditions, trespassing/OHV use issues, irrigation, pests), 5) because these are all “bonus” plants, you can experiment with very low-cost maintenance during this period and learn ways to save money during the five year maintenance period of plant care. The cost for Alternative #2 is shown in the fee schedule and includes one day of cutting collection, transport of 25% of collected cuttings to HELIX nursery for propagation into containers, one year of maintenance and care at the HELIX nursery, installation of 75% of collected cuttings following three to four weeks of callusing on-site in quarter one of 2024, transport and installation of the 25% of material as container stock in quarter four of 2024. Alternative #3. Additional Watering Events HELIX has provided a fixed number of watering events as part of the maintenance scheduled days in Years One through Three based on expected natural rainfall patterns. In case of plant mortality, additional watering events may be needed. Alternative #3 is a per-watering event cost for additional watering events. HELIX operates out of a yard less than 10 miles from the project site, meaning we can quickly mobilize for watering efforts and spend a minimal amount of time traveling to and from the site with the watering equipment, which means a cost savings for the City. Each watering event under Alternative #3 includes a two-person crew, truck, and water containers with up to 100 gallons and four hours to perform a watering event. Each watering event will be coordinated with the City and/or Project Biologist so that the amount of water (up to 100 gallons) per plant is clearly defined prior to each event. Alternative #4. Optional Round of Weed Abatement Per the Q&A, HELIX is providing an optional round of weed abatement as a cost under Alternative #4. This task includes a single day of weed abatement for a crew of four. Weed abatement work includes all three sites and follows the same scope as listed above for the scheduled weed abatement tasks. This task budget does not include a nesting bird survey. Alternative #5. Additional Nesting Bird Surveys This task is for any additional nesting bird surveys and includes a single survey and report per the above scope. Currently, HELIX has assumed a total of one survey prior to initial clearing and grubbing work, two surveys prior to weed abatement, six surveys during Year One of the five-year maintenance period, six surveys during Year Two, three surveys in Year Three, three surveys in Year Four, and two surveys in Year Five. DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 159 17 CITY OF DIAMOND BAR| Canyon Loop Trail Improvement HMMP Services 4. FEE PROPOSAL As requested in the RFP, HELIX’s cost proposal/fee schedule will be submitted separately. DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 160 Task Number Task Name Task Total 1 Site Fencing and Signage 8,125.00$ 2 Pre-Construction Nesting Bird Surveys 1,265.00$ 3 Clearing and Grubbing 8,000.00$ 4 Weed Abatement prior to Planting and Seeding 7,600.00$ 5 Nesting Bird Surveys during Weed Abatement 2,365.00$ 6 Plant and Seed Installation 7,885.00$ 7 Maintenance and Watering - Year 1 50,150.00$ 8 Maintenance and Watering - Year 2 37,500.00$ 9 Maintenance and Watering - Year 3 21,500.00$ 10 Maintenance - Year 4 11,150.00$ 11 Maintenance - Year 5 10,950.00$ 12 Nesting Bird Surveys during Maintenance 21,360.00$ 13 Interim Cacti Cuttings, Planting and Container Propagation at HELIX Nursery 6,050.00$ 193,900.00$ HELIX Fee Proposal - City of Diamond Bar Canyon Loop Trail Improvements HMMP Implementation - Revision #1 dated October 31, 2023 Total DocuSign Envelope ID: CDB93119-984C-49C9-914A-15FEFCBEEBBC 5.7.a Packet Pg. 161 Introduction Canyon Loop Trail Improvement Project Habitat Mitigation and Monitoring Program 4 1.4 Summary of Impacted Areas The Project has resulted in the permanent removal of vegetated habitat directly adjacent to the existing trail. However, in most areas, the trail is already generally wide enough for the Project’s goals, resulting in minimal need for additional widening and very minimal disturbance to surrounding vegetation. Acreages of vegetation communities that will be permanently lost as a result of this project are presented in Table 1, below. Table 1: Summary of Impacts to Vegetation Communities Vegetation Communities Permanent Impacts (acres)* California Sagebrush – Black Sage Scrub 0.02 Coast Live Oak Woodland and Forest 0.01 Coast Prickly Pear Scrub 1 0.02 Disturbed 0.20 Disturbed California Sagebrush – Black Sage Scrub 0.07 Scrub Oak Chaparral 0.01 TOTAL 0.31 *Total may not sum due to rounding. The California Department of Fish and Wildlife (CDFW) reviewed the Project’s Mitigated Negative Declaration (MND) and provided a comment letter to the City of Diamond Bar on November 13, 2020 (Appendix A, CDFW Comments on Canyon Loop Trail Improvement Project). Comment #2 required that the City of Diamond Bar mitigate the permanent loss of sensitive vegetation communities as described in the California Natural Community List (CDFW 2021). Of the on-site vegetation communities that could support the federally threatened coastal California gnatcatcher (CAGN; Polioptila californica californica), CPPS (Holland Equivalent: Diegan Coastal Sage Scrub; Code: 32500) is considered a sensitive (S3) community by the CDFW requiring mitigation. To comply with this request, Michael Baker contacted the nearby Soquel Canyon Mitigation Bank (SCMB) on behalf of the City of Diamond Bar to determine if mitigation credits for the loss of 0.05 acre 2 of CPPS were available. The SCMB does not have any remaining credits to mitigate for the loss of this community. As a result, the City of Diamond Bar has agreed to mitigate for the loss of CPPS through on-site restoration at an anticipated 5:1 ratio. The permanent impacts for the proposed Canyon Loop Trail Improvement Project and the CDFW required mitigation acreage and ratio are identified in Table 2, below. 1 State Rarity Rank S3 Sensitive Natural Community (California Department of Fish and Wildlife [CDFW] 2021). 2 0.05 acre of loss of CPPS was proposed based on original impact estimates. Following construction activities, impacts to CPPS were determined to be less than originally anticipated, totaling 0.02 acre. 5.7.b Packet Pg. 162 Introduction Canyon Loop Trail Improvement Project Habitat Mitigation and Monitoring Program 5 Although it is not considered a sensitive community by CDFW, CSBSS (S4, Holland Equivalent: Diegan Coastal Sage Scrub; Code: 32500) and Disturbed California Sagebrush – Black Sage Scrub (DCSBSS) have potential to support CAGN. As a result, the City of Diamond Bar has agreed to mitigate for the loss of CSBSS/DCSBSS through on-site enhancement at an anticipated 1.5:1 ratio. The permanent impacts for the proposed Canyon Loop Trail Improvement Project and the CDFW required mitigation acreage and ratio are identified in Table 2, below. Table 2. Mitigation Summary Project Impact Impact Area (acres) Mitigation Type/Location Mitigation Area (acres) Mitigation Ratio Permanent Impact to CPPS 0.02 On -site (within Summitridge Park) restoration of CPPS 0.10-acre CPPS 5:1 Permanent Impact to CSBSS 0.02 On -site (within Summitridge Park) Enhancement of CSBSS 0.03-acre CSBSS 1.5:1 Permanent Impact to DCSBSS 0.07 On -site (within Summitridge Park) Enhancement of CSBSS 0.11-acre CSBSS 1.5:1 Total 0.11 On-site restoration of CPPS / On - site Enhancement of CSBSS 0.10- acre CPPS / 0.14-acre CSBSS 5:1 / 1.5:1 5.7.b Packet Pg. 163 Canyon Loop Trail Improvement Project Habitat Mitigation and Monitoring Program 6 Section 2 RESTORATION GOALS The purpose of this Program is to define the restoration goals and approach to the restoration of CPPS and enhancement of CSBSS for the Canyon Loop Trail Improvement Project. 2.1 Responsibilities The City will be responsible for the funding of the restoration and enhancement effort and acquiring staff to implement the Project. The City will be consulted annually with the submission of monitoring memos . The City will be included with the regulatory agencies for the final approval of the project in Year 5. The installation contractor and restoration maintenance contractor shall both be experienced with restoration and enhancement projects to act in the best interest of the native vegetation and wildlife within the area. The Project Restoration Ecologist shall be familiar with the Project and experienced working within the City. 2.2 Type(s) and Area(s) to be Established, Restored, Enhanced, and/or Preserved The Program consists of the restoration of an overall 0.10-acre of disturbed uplands within Summit ridge Park in the City of Diamond Bar (refer to Figure 3, Restoration Project Site). Restoration will consist of restoring the Project Restoration Site with a native plant palette and removing exotic species. The Project Restoration Site is located approximately 900 feet to the northeast of the Project site impact area. The Project Restoration site generally consists of exotic upland forbs and remnant patches of disturbed coastal sage scrub (DCSS). The Program also consists of the enhancement of an overall 0.14-acre of DCSBSS within Summitridge Park in the City of Diamond Bar. The enhancement activities will take place in two separate sites, Site A (0.05-acre ) and Site B (0.09-acre ), both located along Canyon Loop Trail (refer to Figure 4, Enhancement Project Sites). Enhancement will consist of enhancing the Project Enhancement Sites with a native plant seed palette and removing exotic species. The Project Enhancement Sites are located adjacent to the Project site impact are a, and generally consist of black sage (Salvia mellifera), California sagebrush (Artemisia californica), and exotic upland forbs. 5.7.b Packet Pg. 164 !> !> 34.00372-117.797076 34.005713-117.794906 Restoration Project Site Figure 3 °0 10050 Feet1/26/2023 JN C:\Users\ryan.phaneuf\OneDrive - Michael Baker International\Documents\GIS\178669 - Canyon Loop\GIS\MXD\HMMP\Fig 03 Restoration Project Site.mxd RPLegend Restoration Project Site (0.1 0 a cre) !>Refe re nce Point CANYON LO OP TRAIL IMPROVEMEN T PRO JECT HABITAT MITIGATION AND MO NITO RING PROGRAM Source: Nearm ap (05/2022) Ridge Route Trail 5.7.b Packet Pg. 165 !> !>34.00435-117.796521 34.001951-117.799171 Enhancement Project Sites Figure 4 °0 12060 Feet2/21/2023 JN C:\Users\ryan.phaneuf\OneDrive - Michael Baker International\Documents\GIS\178669 - Canyon Loop\GIS\MXD\HMMP\Fig 04 Enhancement Project Sites.mxd RPLegend Enh ancement Proje ct Sites (0.1 4 acre) !>Refe re nce Point CANYON LO OP TRAIL IMPROVEMEN T PRO JECT HABITAT MITIGATION AND MO NITO RING PROGRAM Source: Nearm ap (05/2022)Can y onLoopTrail Site A Site B 5.7.b Packet Pg. 166 Agenda #: 5.8 Meeting Date: November 21, 2023 TO: Honorable Mayor and Members of the City Council FROM: Daniel Fox, City Manager TITLE: PUBLIC WORKS AGREEMENT WITH TRANE U.S. INC. DBA TRANE FOR THE DIAMOND BAR CENTER AC REPLACEMENT & AIR QUALITY UPGRADES PROJECT. STRATEGIC GOAL: Safe, Sustainable & Healthy Community RECOMMENDATION: A. Determine that approving the Construction Agreement for the proposed project is exempt from the California Environmental Quality Act pursuant to Section 15301 of the CEQA Guidelines; B. Appropriate an additional $606,670 from General Fund, for a total construction budget of $1,356,670; C. Adopt Resolution No. 2023-35 approving the Diamond Bar Center AC Replacement & Air Quality Upgrade Project (FP22501C) with Trane U.S. Inc. dba Trane; and D. Approve, and authorize the City Manager to sign, the Public Works Agreement with Trane U.S. Inc. dba Trane for the DBC AC Replacement & Air Quality Upgrades Project, in a not-to-exceed contract amount of $1,292,067, plus a contingency amount of $64,603 (5%) to be approved by the City Manager. FINANCIAL IMPACT: The FY2023/24 CIP budget includes $750,000 for this Project. It is recommended that an additional amount of $606,670 be appropriated from the General fund to this CIP Project to cover the actual costs of the project. Upon appropriation, the total not-to- exceed amount of the Construction Agreement would be $1,292,067, plus a contingency of $64,603 (5%), for a total construction budget $1,356,670. Approved FY23/24 CIP project budget $750,000 Additional budget appropriation $606,670 5.8 Packet Pg. 167 Total construction budget $1,356,670 Contract not-to-exceed ($1,292,067) Contingency (5%) ($64,603) Balance $0 BACKGROUND: On October 4, 2022 the City Council approved the turnkey design contract with Trane US Inc. dba Trane for the DBC AC Replacement & Air Quality Upgrades Project (Project). The Diamond Bar Center (DBC) currently operates seven days per week and is a premier setting for many large and small events. The consistent and reliable operation of crucial systems of the DBC building, such as ventilation, has become even more of a priority to the groups that utilize the facility. The existing Air Conditioning (AC) equipment is original to the facility, which went online in 2004, and has reached the end of its operational life. This agreement is for the construction portion of this Project. Below is a brief summary of the major equipment being replaced as part of this Project: • 6 - 3 Ton packaged units. • 2 – 5 Ton packaged units. • 1 – 7.5 Ton packaged unit. • 1 – 90 Ton unit. • 1 – 1 Ton ductless split unit. • 1 – Hot water boiler & pump. • Updated building automation system (BAS). To date, Trane has completed the design and the plans have been approved by the Building & Safety Department. Consistent with the staff report brought to the City Council on October 4, 2022, staff is now bringing the construction portion of this turnkey project to the Council. ANALYSIS: Staff has evaluated and approved the procurement and construction schedule prepared by Trane, under the turnkey program. A Resolution has been prepared for Council adoption whereas the City accepts the bid of Contractor as a sole source procurement (Attachment 1). The public works agreement with Trane for the Project is included in Attachment 2. In order to minimize the operational impact to the Diamond Bar Center , the following procurement/construction schedule has been prepared. Project Schedule Start • Notice to proceed November 2023 • Submittals December 2023 5.8 Packet Pg. 168 • Procurement (lead time 125 days) January 2024 • Installation June 2024 • Final Completion July 2024 Plans are on file with the City’s Public Works Department. ENVIRONMENTAL REVIEW: Staff has determined that this Project is exempt from the California Environmental Quality Act (CEQA) provisions pursuant to the California Code of Regulations, guidelines for the implementation of the CEQA, Section 15301, Existing Facilities. LEGAL REVIEW: The City Attorney has reviewed and approved the Agreement and Resolution as to form. PREPARED BY: REVIEWED BY: Attachments: 1. 5.8.a Resolution No. 2023-35; Sole Source of DBC HVAC Replacement 2. 5.8.b Public Works Contract; Trane - DBC AC Replacement & Air Quality Upgrades (FP22500) 5.8 Packet Pg. 169 RESOLUTION NO. 2023-35 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DIAMOND BAR APPROVING THE DIAMOND BAR CENTER AC REPLACEMENT & AIR QUALITY UPGRADE PROJECT (PF22501C) CONTRACT WITH TRANE U.S. INC. DBA TRANE FOR THE ACQUISITION AND INSTALLATION OF SPECIFIED AIR CONDITIONING CONTROLS AND EQUIPMENT. WHEREAS, the City of Diamond Bar (“City”) currently maintains air conditioning equipment and a building automation system (BAS) which includes, but is not limited to, infrastructure, Trane mechanical units and Trane Tracer SC controllers at Diamond Bar Center and two other locations; and WHEREAS, the City’s existing air conditioning equipment at Diamond Bar Center is 19 years old, original to the building and at the end of its operational life; and WHEREAS, the City’s existing air conditioning equipment at the Diamond Bar Center is manufactured by Trane U.S. Inc. dba Trane (“Trane”) and the City has an interest in ensuring that all new air conditioning equipment is compatible with the existing equipment and BAS currently in use; and WHEREAS, pursuant to Public Contract Code section 3400, the City may specify particular products, brands and trade names in the letting of contracts for public works under specified circumstances; and WHEREAS, the City desires that the air conditioning equipment to be installed be compatible with the other equipment currently in use and be made fully operational in an expeditious and timely manner; and WHEREAS, the City staff has reviewed, and analyzed alternative equipment from various vendors and determined that such equipment may not be compatible and/or may result in loss of warranties on the equipment. NOW, THEREFORE BE IT RESOLVED that the City Council of the City of Diamond Bar does hereby find and determine as follows: Section 1. It is in the best interests of the City to specify the use of replacement air conditioning equipment which is compatible with existing equipment and to maintain warranties on that equipment and that Trane is the only vendor which can perform the work and achieve the City’s interests. Section 2. Given that Trane is the only vendor that will install equipment compatible with the existing equipment and which will maintain warranties thereon, seeking competitive proposals would be unavailing and not produce an advantage to the City. 5.8.a Packet Pg. 170 Resolution No. 2023-XX 2 Section 3. The City hereby awards the contract for the acquisition and installation of new air conditioning equipment pursuant to the Diamond Bar Center AC Replacement & Air Quality Upgrade Project, in an amount of $1,292,067, to Trane and authorizes the City Manager to execute such contract on behalf of the City. PASSED, APPROVED AND ADOPTED this 21st day of November 2023. CITY OF DIAMOND BAR __________________________ Andrew Chou, Mayor ATTEST: I, Kristina Santana, City Clerk of the City of Diamond Bar, do hereby certify that the foregoing Resolution was passed, approved and adopted at a regular meeting of the City Council of the City of Diamond Bar held on the 21st day of November 2023, by the following vote: AYES: COUNCIL MEMBERS: NOES: COUNCIL MEMBERS: ABSENT: COUNCIL MEMBERS: ABSTAIN: COUNCIL MEMBERS: __________________________ Kristina Santana, City Clerk 5.8.a Packet Pg. 171 5.8.b Packet Pg. 172 5.8.b Packet Pg. 173 5.8.b Packet Pg. 174 5.8.b Packet Pg. 175 5.8.b Packet Pg. 176 5.8.b Packet Pg. 177 5.8.b Packet Pg. 178 5.8.b Packet Pg. 179 5.8.b Packet Pg. 180 5.8.b Packet Pg. 181 5.8.b Packet Pg. 182 5.8.b Packet Pg. 183 5.8.b Packet Pg. 184 5.8.b Packet Pg. 185 5.8.b Packet Pg. 186 5.8.b Packet Pg. 187 5.8.b Packet Pg. 188 5.8.b Packet Pg. 189 5.8.b Packet Pg. 190 Agenda #: 5.9 Meeting Date: November 21, 2023 TO: Honorable Mayor and Members of the City Council FROM: Daniel Fox, City Manager TITLE: FIRST AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT WITH MNS ENGINEERS, INC. FOR THE DESIGN OF DIAMOND BAR COMPLETE STREET PROJECT (CIP# PW17400). STRATEGIC GOAL: Open, Engaged & Responsive Government RECOMMENDATION: A. Determine that the approval of the first amendment for the design project is not subject to environmental review under the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Article 18, Section 15262; B. Appropriate $250,000 from the General Fund Reserve to the Capital Improvement Program Fund (Fund # 301) for the revised design of the Diamond Bar Boulevard Complete Street Project CIP# PW17400; and C. Approve, and authorize the City Manager to sign, the First Amendment to the Consulting Services Agreement with MNS Engineers, Inc. in an amount of $207,560, for a total not-to-exceed contract amount of $503,426, plus a contingency amount of $41,512 to be approved by the City Manager. FINANCIAL IMPACT: The City Council approved $300,000 in funding for th is Project as part of the Fiscal Year 2016-17 Capital Improvement Program, of which $295,866 has been encumbered for the original Design Agreement with MNS Engineers, Inc. An additional funding of $250,000 is recommended to be approved from the General Fund Reserve for th is Project as noted below. The contingency amount of $41,512 will only be used if project circumstances warrant a contract change order. CIP# PW17400 Budget Encumbrance/ Expenses Balance General Fund (already approved) $300,000 $300,000 5.9 Packet Pg. 191 Original Agreement with Consultant ($295,866) $4,134 General Fund (Recommended Additional Funding) $250,000 $254,134 First Amendment to Agreement with Consultant ($207,560) $46,574 Contingency for First Amendment ($41,512) $5,062 Balance $5,062 BACKGROUND/ANALYSIS: On June 20, 2017, the City Council awarded a design contract to MNS Engineers, Inc. (Consultant) to develop the Diamond Bar Boulevard Complete Streets Project (Project). The Project is located along Diamond Bar Blvd. between Golden Springs Drive and the SR60 Freeway (Attachment 2). Key design elements of the Project incorporated Complete Streets elements that aid in enhancing pedestrian and bicycle features, Green Streets elements for stormwater treatment, and streetscape elements that will enhance the overall aesthetic treatment of the arterial corridor. Two conceptual design alternatives were developed and presented to the public at an Open House on September 27, 2017. In a study session on October 16, 2018, the City Council reviewed both design alternatives prepared by the Consultant. Both alternatives included the design elements listed above while mostly staying within the existing parkway/sidewalk area without any significant changes to the current landscaped medians. The main difference between the two alternatives was the location of the bike lane, whether adjacent to vehicular traffic or on the same grade as pedestrian sidewalks with a bioswale buffering between the driving and bike lanes . Ultimately, the City Council selected the option with the bike lane and pedestrian sidewalks behind the parkway curbs. In early 2020 the project design was completed (Attachment 3). City staff has been actively pursuing outside funding sources for the Project. To date, two major grants have been secured for construction, including approximately three (3) million dollars under the Measure M Multi-Year Subregional (MSP) Program in 2019, and about four (4) million dollars under California Transportation Commission’s Active Transportation Program Cycle 6 Metropolitan Planning Organization (CTC ATP Cycle 6 MPO) in 2023. On December 17, 2019, the City Council approved Diamond Bar General Plan 2040. The General Plan envisions the creation of a vibrant Town Center that encourages pedestrian activity and comfort within the Town Center Mixed Use Area while accommodating through traffic along Diamond Bar Boulevard . Strategies include establishing a new pedestrian-oriented main street and enhancing the pedestrian and cyclist experience with widened sidewalks, shade trees, pedestrian amenities, and buffering bike lanes. Torti Gallas & Partners was retained in May 2022 as the City’s consultant to prepare a Specific Plan that would establish the zoning, development standards and masterplan for the Town Center area. This effort also includes design elements with in the public 5.9 Packet Pg. 192 right-of-way and streets to create a vibrant and attractive town center. Torti Gallas held various public outreach events to help create the vision for the Town Center, including public workshops at the Diamond Bar Center, and a week-long design Charrette at City Hall. This effort has resulted in an alternative design concept for Diamond Bar Blvd that includes all of the same Complete and Green Street elements that were previously approved albeit in a slightly different configuration (Attachment 4) and: • Keeps three thru (3) lanes in each direction – same lane widths as original Complete Streets Plan. • Narrows the median to 12’ with 2’ median noses at turning lanes • Keeps a 5’ separated bike lane and landscaped bioswale (width may vary in some locations) • Provides for a 12’ wide sidewalk that includes street trees, street furniture and street lights (width may vary in some locations) • Building setbacks behind the sidewalk on private property will be required for greater sidewalk area, outdoor dining and enhanced active streetscape • All improvements would be located within the existing right-of-way As part of the City’s ongoing effort to prepare a Specific Plan for the proposed Town Center, it is recommended that the previously approved Diamond Bar Complete Street plans be revised/updated to reflect the latest design being considered to create the vision and goals of the Town Center Specific Plan. A First Amendment is proposed for the Agreement to revise the design of the Project with the latest requirements and needs. The proposed scope of work and a fee schedule for this effort are provided in Exhibit A-1 (Attachment 1). After completion of the revised design plans, the City will update the documents of the corresponding grant funding agencies. Upon approval of the revised plans by those agencies, the City will then advertise the Project for construction bids. The tentative schedule for the Project is as follows: Design Revision Start: November 2023 Bid Package/Design Approval by the City Council: May 2024 Construction Bidding/Award: June 2024 Construction Commencement: July 2024 Construction Completion: June 2025 ENVIRONMENTAL REVIEW: The City Council’s approval of this first amendment for these design services tasks are not subject to environmental review under the California Environmental Quality Act (CEQA) pursuant to Article 18 (Statutory Exemptions), Section 15262 of the CEQA Guidelines, which exempts “feasibility or planning studies for possible future actions [that] the agency has not yet approved.” 5.9 Packet Pg. 193 LEGAL REVIEW: The City Attorney has reviewed and approved the amended Agreement as to form. PREPARED BY: REVIEWED BY: Attachments: 1. 5.9.a First Ammendment to Agreement with MNS Engineers, Inc. 2. 5.9.b Vicinity Map 3. 5.9.c Approved Concept Complete Street Project - Oct 2018 4. 5.9.d Alternate Concept Complete Street Project 5.9 Packet Pg. 194 1450826.1 FIRST AMENDMENT TO CONSULTANT SERVICES AGREEMENT This First Amendment to Consultant Services Agreement (“First Amendment”) is made and entered into as of November 21, 2023, by and between the City of Diamond Bar, a municipal corporation (“City”), and MNS Engineers, Inc., a California corporation, (herein referred to as the “Consultant”) with reference to the following: A. The City and the Consultant entered into that certain Consultant Services Agreement dated as of June 20, 2017, which is incorporated herein by this reference (the “Original Agreement”); and B. The City and the Consultant desire to amend the Original Agreement to modify, amend and supplement certain portions thereof. NOW, THEREFORE, the parties hereby agree as follows: 1. Defined Terms. Except as otherwise defined herein, all capitalized terms used herein shall have the meanings set forth for such terms in the Original Agreement. 2. Revised Scope of Services. The Scope of Services, Exhibit "A" to the Original Agreement, is hereby amended, modified and supplemented to include the services described on Exhibit "A-1" attached hereto and incorporated herein by this reference. 3. Term. The Term of the Original Agreement as set forth in Section 2 therein begin from June 20, 2017 and shall continue unless earlier terminated pursuant to the provisions therein. This First Amendment does not change the Term except including adding the provisions herein. 4. Compensation. The total not-to-exceed compensation set forth in Section 3 of the Original Agreement was the sum of Two Hundred Ninety-Five Thousand Eight Hundred and Sixty-Six Dollars ($295,866). Section 3 of the Original Agreement is hereby amended to provide for an increase of Two Hundred Seven Thousand Five Hundred and Sixty Dollars ($207,560) so that the total not-to-exceed compensation, as amended by this First Amendment shall not exceed Five Hundred Three Thousand Four Hundred and Twenty-Six Dollars ($503,426) without the prior authorization of the City. 5. Integration. This First Amendment and all attachments hereto (if any) integrate all of the terms and conditions mentioned herein, and supersede all negotiations with respect hereto. This First Amendment amends, as set forth herein, the Original DocuSign Envelope ID: AAD043BD-5133-443A-8F11-413E094FF235 5.9.a Packet Pg. 195 1450826.1 Agreement and except as specifically amended hereby, the Original Agreement shall remain in full force and effect. To the extent that there is any conflict or inconsistency between the terms and provisions of this First Amendment and the terms and provisions of the Original Agreement, the terms and provisions of this First Amendment shall control. IN WITNESS hereof, the parties enter into this First Amendment on the year and day first above written. “CONSULTANT” “CITY” MNS ENGINEERS, INC. CITY OF DIAMOND BAR *By: By: Printed Name: Darren Riegler Daniel Fox, City Manager Title: President/CEO *By: ATTEST: Printed Name: Brandon Reyes Title: Vice President Kristina Santana, City Clerk APPROVED AS TO FORM: Omar Sandoval, City Attorney *NOTE: If Consultant is a corporation, the City requires the following signature(s): -- (1) the Chairman of the Board, the President or a Vice-President, AND (2) the Secretary, the Chief Financial Officer, the Treasurer, an Assistant Secretary or an Assistant Treasurer. If only one corporate officer exists or one corporate officer holds more than one corporate office, please so indicate. OR -- The corporate officer named in a corporate resolution as authorized to enter into this Agreement. A copy of the corporate resolution, certified by the Secretary close in time to the execution of the Agreement, must be provided to the City. DocuSign Envelope ID: AAD043BD-5133-443A-8F11-413E094FF235 5.9.a Packet Pg. 196 1450826.1 EXHIBIT “A-1” ADDITIONAL SCOPE OF SERVICES DocuSign Envelope ID: AAD043BD-5133-443A-8F11-413E094FF235 5.9.a Packet Pg. 197 November 8, 2023 City of Diamond Bar Attention: Hal Ghafari, Assistant City Engineer 21810 Copley Drive Diamond Bar, CA 91765 SUBJECT: Amendment for Diamond Bar Boulevard Complete Street Dear Hal, The City of Diamond Bar (City) is expecting to transform this Diamond Bar Boulevard segment to a Downtown District in which more sidewalk width will be required for pedestrians/visitors. The City proposes to provide the additional sidewalk width by modify the complete street plans as follows:  Reduce landscape median to a 12’ width outside of intersection approaches.  Remove the landscape buffer between bike path and sidewalk and install street trees in tree wells only.  Change the bike path to a Class IV bikeway (bikeway in same plane as vehicles).  Use the required bikeway separation as the stormwater treatment area. The City’s proposed street cross sections are attached. The City received grant funding to construct this project; therefore, a fast-track project design schedule is anticipated. To avoid delays during the design phase, MNS Engineers, Inc. (MNS) and Lynn Capouya Inc. (LCI) will develop a conceptual landscape plan for the City’s approval prior to preparing the plan, specifications and estimate. MNS and team will provide the following scope of work: Scope of Work Task 1 – Project Coordination 1.1 Meetings MNS and team will attend up to four (4) virtual meetings. MNS will perform project administration during the prosecution of the project. DocuSign Envelope ID: AAD043BD-5133-443A-8F11-413E094FF235 5.9.a Packet Pg. 198 1.2 Coordination MNS will coordinate with utility agencies to confirm if new improvements have been installed since the project was suspended. We will obtain the relevant record drawing and/or atlases. We assume no additional potholing will be required. Task 2 – Conceptual Landscape Plans MNS will develop new geometric linework based on the City’s proposed cross sections. The linework will serve as the base for the concept landscaping. LCI will prepare color-rendered conceptual landscape plan, including two (2) typical cross sections. We assume one (1) 24” x 36” sheet or one (1) 36” x 48” sheet. LCI will review and respond to City comments and revise the conceptual landscape. LCI’s budget allows for two (2) revisions. LCI will attend up to two (2) meetings to discuss the conceptual landscape with City staff. Task 3 – Plan, Specification and Estimate Based on the City’s provided cross sections and the approved conceptual landscape plan, MNS team will update the plan, specification and estimate. 3.1 Draft Plan, Specification and Estimate Revisions We will revise the following plan sheets:  Title Sheet & General Notes – 2 Sheets  Demolition and Utility Plans – 3 Sheets  Typical Sections - 1 Sheet  Plan and Profile – 3 Sheets  Curb Ramp and Driveway Details – 4 Sheets  Pavement and Curb Elevations – 1 Sheet  Hardscape Plans – 3 Sheets  Hardscape Details – 1 Sheet  Stormwater Details – 1 Sheet  Storm Drain Plan and Profile – 1 Sheet  Signing and Striping Plan – 3 Sheets  Traffic Signal Plans - 3 Sheets  Electrical Plans, Notes and Details – 6 sheets  Irrigation and Landscape Plans and Details – 7 Sheets We assume the hardscape details will follow the City Streetscape Guideline; therefore, custom hardscape details will not be developed. DocuSign Envelope ID: AAD043BD-5133-443A-8F11-413E094FF235 5.9.a Packet Pg. 199 We will review and update the specifications. We will quantify the improvements and prepare a construction cost estimate. 3.2 Final Plan, Specification and Estimate Based on the City comments, we will revise the draft plans, specifications and estimate. Task 4 – Los Angeles County Department of Public Works (LACDPW) Storm Drain Modification Permit 4.1 Permit Package MNS will prepare the permit package consisting of hydrology/hydraulic backup and plans to modify the LACDPW storm drain facility and obtain LACDPW approval. We will submit the package through the County’s online EPIC-LA website. The City will pay all fees for the LACDPW permit and plan checking. 4.2 Coordination and Resubmittal MNS will coordinate and respond to LACDPW comments and revise the backup calculations and plans as needed. We anticipate three (3) submittals to obtain LACDPW approval. Assumptions The following are our assumptions for this project:  Supplemental field survey and mapping are not required as new street improvements have not been constructed since the project was suspended.  Supplemental utility potholing is not required (i.e. no new utilities have been installed within the proposed parkway width.)  Proposed improvements will remain outside of Caltrans right of way; therefore, a Caltrans encroachment permit is not required. The contractor will be responsible for obtaining a Caltrans encroachment permit to provide temporary traffic control devices within Caltrans right of way.  Project will continue to follow the City’s Streetscape Guidelines. DocuSign Envelope ID: AAD043BD-5133-443A-8F11-413E094FF235 5.9.a Packet Pg. 200 Schedule Upon receipt of the notice to proceed (NTP), we will provide deliverables within the following timeframe: Deliverable Submittal Draft Landscape Concept Plan 2 weeks after NTP Final Landscape Concept Plan 4 weeks after NTP Draft PS&E 8 weeks after approval of Landscape Plan City Review – Draft PS&E 3 weeks after submittal of Draft PS&E Final PS&E 3 weeks after receipt of City Comments The LACDPW permit package will be submitted after the Draft PS&E has been completed. MNS does not control the LACDPW permit approval process. We will respond to LACDPW comments within a two-week window. Fee The not to exceed fee for the scope of work defined in this letter is $207,560. A detailed cost breakdown is attached. Task Fee 1 – Project Coordination $9,440 2 – Landscape Concept Plan $15,858 3 – PS&E $168,462 4 – LACDPW Permit $13,800 Task Total $207,560 Please let us know if we can provide any more information and feel free to call me to discuss this request at (805) 719-9807 or if you prefer, via email at mip@mnsengineers.com. Sincerely, MNS Engineers, Inc. Michael Ip, PE, QSD Principal Engineer DocuSign Envelope ID: AAD043BD-5133-443A-8F11-413E094FF235 5.9.a Packet Pg. 201 Principal EngineerSenior Project EngineerProject EngineerAssociate EngineerAssistant EngineerSenior CADD TechnicianTask Descriptions$290 $225 $200 $180 $165 $160Task 1 - Project Coordination1.1 Project Meetings / Coordination 12 6 18 $4,680 $1,210 $1,100 $1,100 $8,0901.2 Utility Coordination 1 2 4 7 $1,350 $1,350 $9,440Task 2 - Conceptual Landscape Plans4 12 16 $3,560 $12,298 $15,858 $15,858Task 3 - PS&E3.1 Draft PS&E RevisionsTitle Sheet & General Notes - 2 Sheets 1 1 2 4 $820 $820Demolition and Utility Plans (3 Sheets) 8 1 24 12 45 $9,325 $9,325Typical Sections (1 Sheet) 2 1 4 4 11 $2,165 $2,165Plan and Profile (3 Sheets) 8 4 32 12 12 68 $13,520 $13,520Curb Ramp and Driveway Details (4 Sheets) 6 2 20 20 20 68 $12,290 $12,290Pavement and Curb Elevations (1 Sheet) 2 1 8 8 19 $3,725 $3,725Hardscape Plans and Details (3 Sheets) 8 2 16 16 8 50 $9,570 $9,570Hardscape Details (1 Sheet) 1 2 3 $690 $690Stormwater Detail (1 Sheet) 2 1 6 8 17 $3,325 $3,325Storm Drain Plan and Profile (1 Sheet) 6 1 12 6 25 $5,355 $5,355Signing and Striping (3 Sheets) 4 1 16 16 37 $6,905 $6,905Traffic Signal Plans (3 Sheets) 4 4 8 $1,960 $19,800 $21,760Electrical Plans, Notes & Details (6 Sheets) 4 4 8 $1,960 $11,550 $13,510Irrigation & Landscape Plans & Details (7 Sheets) 4 4 8 $1,960 $17,919 $19,879Update Specifications 8 2 16 26 $5,970 $5,970Update Construction Cost Estimate 2 8 16 26 $4,820 $4,8203.2 Final PS&E 16 24 24 24 16 104 $20,280 $4,653 $5,500 $4,400 $34,833 $168,462Task 4 - LACDPW SD Modification Permit20 40 60 $13,800 $13,800 $13,800Total Staff Hours 123 16 205 80 144 60Total Staff Costs $35,670 $3,600 $41,000 $14,400 $23,760 $9,600$207,560 $207,560Project Summary GRAND TOTAL628 Hours$207,560Staff SummaryMNS EngineersMNS Resource CostsLynn Capouya, Inc.TJW Engineering, Inc.P2S Eng$17,050$26,400$36,080$207,560$128,030MNS Engineers, Inc., Team Resource EstimateDiamond Bar Boulevard Complete Street Design RevisionsReimbursablesMNS Resource HoursTotal CostsTask SummaryTask CostsDocuSign Envelope ID: AAD043BD-5133-443A-8F11-413E094FF235 5.9.a Packet Pg. 202 5.9.b Packet Pg. 203 Diamond Bar Blvd Complete Streets ProjectConcept Approved by Council – October 2018 5.9.c Packet Pg. 204 Diamond Bar Blvd Complete Streets ProjectConcept Approved by Council – October 2018 5.9.c Packet Pg. 205 Diamond Bar Blvd ALTERNATEComplete Streets Concept5.9.d Packet Pg. 206 Diamond Bar Blvd ALTERNATEComplete Streets Concept5.9.d Packet Pg. 207 Agenda #: 7.1 Meeting Date: November 21, 2023 TO: Honorable Mayor and Members of the City Council FROM: Daniel Fox, City Manager TITLE: FOURTH AMENDMENT TO CITY MANAGER EMPLOYMENT AGREEMENT. STRATEGIC GOAL: Open, Engaged & Responsive Government RECOMMENDATION: Consider adoption of Fourth Amendment to City Manager Employment Agreement. FINANCIAL IMPACT: There are sufficient City funds to cover the $5,000 one -time additional contribution. BACKGROUND: Daniel Fox was hired as City Manager effective July 10, 2017. The City Council recently completed his performance evaluation. The proposed Fourth Amendment would provide for a one-time additional contribution of $5,000 (equivalent to one week's salary) to the City's 457 Deferred Compensation Plan on behalf of the City Manager. The one-time contribution would be made during the City's 2023-24 Fiscal Year. All other terms and conditions of the current Employment Agreement would remain the same. Pursuant to Government Code § 54953, an oral report summarizing the recommended change in compensation in the form of fringe benefits to the City Manager's Employment Agreement is required. The summary is as follows: A one-time contribution in the amount of $5,000 to the City's 457 deferred compensation plan is to be made on behalf of the City Manager on or about January 1, 2024, for the 2023-24 Fiscal Year. LEGAL REVIEW: 7.1 Packet Pg. 208 The City Attorney has reviewed and approved the amended agreement as to form. PREPARED BY: REVIEWED BY: Attachments: 1. 7.1.a Fourth Amendment City Manager Contract 7.1 Packet Pg. 209 1799536.1 FOURTH AMENDMENT TO CITY OF DIAMOND BAR CITY MANAGER EMPLOYMENT AGREEMENT This Fourth Amendment to Employment Agreement ("Fourth Amendment") is made and entered into as of this 21st day of November, 2023, by and between the CITY OF DIAMOND BAR, a general law city and municipal corporation (hereinafter "City"), and DANIEL H. FOX, JR. (hereinafter "Employee"), both of whom agree as follows: RECITALS A. City and Employee entered into that certain City Manager Employment Agreement dated June 6, 2017 (the “Original Agreement”). B. City and Employee entered into that certain First Amendment to Employment Agreement dated September 17, 2019 (“First Amendment”). C. City and Employee entered into that certain Second Amendment to Employment Agreement dated October, 5, 2021 (“Second Amendment”). D. City and Employee entered into that certain Third Amendment to Employment Agreement dated October, 19, 2023 (“Third Amendment”). E. The Employment Agreement, First Amendment, Second Amendment, and Third Amendment are collectively referred to herein as the “Employment Agreement.” F. The City and Employee desire to amend and modify certain provisions in the Employment Agreement as provided in this Fourth Amendment. NOW, THEREFORE, the parties agree to amend the Employment Agreement as follows: 1. Deferred Compensation. The following is added to Section 7.D of Employment Agreement: “In addition to the foregoing contribution, the City shall contribute the additional amount of $5,000.00 to the City’s 457 ICMA-RC Deferred Compensation Plan on behalf of Employee for the 2023-2024 Fiscal Year only.” 2, Integration. This Fourth Amendment integrates all of the terms and conditions mentioned herein and supersede all negotiations with respect hereto. This Fourth Amendment 7.1.a Packet Pg. 210 1799536.1 amends, as set forth herein, the Employment Agreement and except as specifically amended hereby, the Employment Agreement shall remain in full force and effect. To the extent that there is any conflict or inconsistency between the terms and provisions of this Fourth Amendment and the terms and provisions of the Employment Agreement, the terms and provisions of this Fourth Amendment shall control. IN WITNESS WHEREOF the parties have executed this Fourth Amendment as of the day and year first above written. EMPLOYEE DANIEL H. FOX, JR. ___________________________________ CITY MANAGER CITY OF DIAMOND BAR ANDREW CHOU ________________________________ MAYOR ATTEST: ___________________________________ KRISTINA SANTANA, CITY CLERK APPROVED AS TO FORM: _________________________________ OMAR SANDOVAL, CITY ATTORNEY 7.1.a Packet Pg. 211 Agenda #: 7.2 Meeting Date: November 21, 2023 TO: Honorable Mayor and Members of the City Council FROM: Daniel Fox, City Manager TITLE: APPOINTMENT TO THE PARKS & RECREATION COMMISSION TO FILL UNEXPIRED TERM. STRATEGIC GOAL: Open, Engaged & Responsive Government RECOMMENDATION: Ratify Council Member Tye’s appointment of Brian Worthington to the Parks & Recreation Commission. FINANCIAL IMPACT: No Financial Impact. BACKGROUND: The City of Diamond Bar has three standing Commissions: the Parks and Recreation Commission, the Planning Commission, and the Traffic and Transportation Commission. The Commissions serve in an advisory capacity to the City Council. Each Council Member is authorized to appoint one individual per Commission to serve a two - year term, subject to confirmation by a majority vote of the Council. Council Member Tye appointed Isaic Ramirez to the Parks and Recreation Commission on February 15, 2022 to a term expiring February 2024. In March 2023, the City Council adopted Ordinance No. 01 (2023) extending the term of office to February 2025, and two-years thereafter, to better coincide with the General Municipal election cycle. Unfortunately due to excessive absences this seat was deemed vacated immediately as of September 29, 2023, in accordance with Diamond Bar Municipal Code Section 2.32.040(d). Council Member Tye has selected Brian Worthington, from the eligibility list that was created in January of this year, to be appointed as the next Parks and Recreation Commissioner. 7.2 Packet Pg. 212 PREPARED BY: REVIEWED BY: 7.2 Packet Pg. 213 VOLUNTARY REQUEST TO ADDRESS THE CITY COUNCIL TO: CITY CLERK / FROM: DATE: ADDRESS: O PHONE: (Optional) ORGANIZATION: AGENDA#/SUBJECT: I expect to address the Council on the subject agenda/sub reflect my name as written above. This document is a public record subject to disclosure under the (Optional) Please have the Council Minutes SignaTure lic Records Act. VOLUNTARY REQUEST TO ADDRESS THE CITY COUNCIL TO: FROM: ADDRESS: ORGANIZATION: AGENDA#/SUBJECT: CITY CLERK DATE: (Optional) PHONE: 7 � �(4*4 � � q3 � g°2� b (Optional) r� 1 ox. f M-e %eai 1 expect to address the Council on the subject agenda/subject item. Please have the Council Minutes reflect my name as written above. Signature This document is a public record subject to disclosure under the Public Records Act. VOLUNTARY REQUEST TO ADDRESS THE CITY COUNCIL TO: CITY CLERK FROM: M 7 l 2- DATE: ADDRESS: (Optional) ORGANIZATION: AGENDA#/SUBJECT: PHONE m c S r/' (Optional) I expect to address the Council on the subject agenda/subject item P� ase have the Council Minutes reflect my name as written above. This document is a public record subject to disclosure under the Public Records Act. VOLUNTARY REQUEST TO ADDRESS THE CITY COUNCIL TO: CITY CLIERK FROM: 1 /l�l n'fI A� YtA,, DATE ADDRESS: tional) ORGANIZATION: AGENDA#/SUBJECT: PHONE: �r1W>4l>�Vy3 (Optional) I expect to address the Council on the subject agenda/subject item. Please have the Council Minutes reflect my name as written above. Signature This document is a public record subject to disclosure under the Public Records Act.