Covina City Council
March 18, 2025

CITY COUNCIL/SUCCESSOR AGENCY TO THE COVINA

REDEVELOPMENT AGENCY/COVINA PUBLIC FINANCING

AUTHORITY/COVINA HOUSING AUTHORITY JOINT MEETING
AGENDA

Tuesday, March 18, 2025, 6:30 p.m.
125 E. College Street, Covina, California
Council Chamber of City Hall

IMPORTANT NOTICE
Members of the public may begin entering the City Council Chamber 15 minutes prior to the scheduled start time of the meeting as listed above. During this time, and the duration of the meeting, members of the public will have access to the City Council Chamber and first floor restrooms only.

Members of the public may view the meeting live on the City’s website at www.covinaca.gov or on local cable television, Spectrum Channel 29 and Frontier Channel 42. To view from the website, click here or scroll down on the home page and click "City Meetings", once on the page, click the highlighted word next to Video Library under the City Council Meeting Agendas and Minutes header. A live banner will appear at the start of the meeting.

Public Comments: Time is reserved during the Public Comments portion of the meeting for those in the audience who wish to address the City Council on items listed on the agenda (e.g. Consent Calendar, Continued Business, and New Business items) and items not listed in the agenda within the subject matter jurisdiction of the City Council, except for Public Hearing items. Members of the audience will have the opportunity to address the Council/Agency/Authority regarding Public Hearing items at the time the public hearing is held.

All communications are to be addressed directly to the City Council and not to the members of the audience.

Each speaker is limited to a total of five (5) minutes, subject to the Mayor/Chairperson's discretion to amend time limits based on anticipated length of the meeting. A speaker's time may not be transferred to another speaker. State Law prohibits the Council/Agency/Authority from taking action on any item not on the agenda.

Meeting Assistance Information: In compliance with the Americans with Disabilities Act, if you need special assistance to participate in this meeting, please contact the City Clerk’s Office at [email protected] or 626-384-5430. Notification 48 hours prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting.

Pages
JOINT MEETING—CLOSED SESSION 6:30 PM

CALL TO ORDER
Council/Agency/Authority Members: Walter Allen, III, Patricia Cortez, Hector Delgado, Mayor Pro Tem/Vice Chair Victor Linares, and Mayor/Chair John C. King

PUBLIC COMMENTS - CLOSED SESSION
The public is invited to comment on Closed Session items only at this time.

CLOSED SESSION
The City Council/Successor Agency to the Covina Redevelopment Agency/Covina Public Financing Authority/Covina Housing Authority will adjourn to closed session for the following:

A. Government Code § 54956.9(d)(4) - CONFERENCE WITH LEGAL

COUNSEL - ANTICIPATED LITIGATION
Initiation of litigation pursuant to paragraph (4) of subdivision (d) of Section 54956.9: One potential case.

B. Government Code § 54957.6 – CONFERENCE WITH LABOR

NEGOTIATORS
Agency Designated Representative:

Chris Marcarello, City Manager
Update on negotiations with Police Association of Covina (PAC) RECESS
JOINT MEETING—OPEN SESSION 7:30 PM

RECONVENE AND CALL TO ORDER
Council/Agency/Authority Members: Walter Allen, III, Patricia Cortez, Hector Delgado, Mayor Pro Tem/Vice Chair Victor Linares, and Mayor/Chair John C. King

ROLL CALL

PLEDGE OF ALLEGIANCE
Led by Mayor King.

INVOCATION
Given by Covina Police Chaplain Jim Allgaier.

APPROVAL OF AGENDA

PRESENTATIONS
A. National Library Week Proclamation

CLOSED SESSION REPORT

PUBLIC COMMENTS
This is the time and place for the general public to address the City Council/Agency/Authority on any item listed on the agenda (e.g. Consent Calendar, Continued Business, and New Business items) or not listed on the agenda, except for Public Hearing items. Members of the audience will have the opportunity to address the Council/Agency/Authority regarding Public Hearing items at the time the public hearing

is held.

Each speaker is limited to a total of five (5) minutes, subject to the Mayor/Chairperson's discretion to amend time limits based on the anticipated length of the meeting.

COUNCIL/AGENCY/AUTHORITY COMMENTS
Council/Agency/Authority Members wishing to make any announcements of public interest or to request that specific items be added to future Council/Agency/Authority agendas may do so at this time.

CITY MANAGER COMMENTS

CONSENT CALENDAR
All matters listed under Consent Calendar are considered routine, and will be enacted by one motion. There will be no separate discussion on these items prior to the time the Council/Agency/Authority votes on them, unless a member of the Council/Agency/Authority requests a specific item be removed from the Consent Calendar for discussion.

CC 1. Minutes 7
Staff Recommendation:

Approve the Minutes of the March 4, 2025, Regular Meeting of the City Council/Successor Agency to the Covina Redevelopment Agency/Covina Public Financing Authority/Housing Authority.

CC 2. Payment of Demands 13
Staff Recommendation:

Approve Payment of Demands in the amount of $3,214,099.25.

CC 3. City of Covina Investment Report for Month Ended February 28, 2025 21 Staff Recommendation:

Receive and File.

CC 4. Second Amendment to Professional Services Agreement with Five Point Design for On-Call Consulting and Landscape Plan Check Services 37 Staff Recommendation:

Approve Second Amendment to Professional Services Agreement with Five Point Design.

CC 5. First Amendment to Professional Services Agreement with Evan Brooks Associates, Inc., for On-Call Grant Support Services
43 Staff Recommendation:

Approve First Amendment to Professional Services Agreement with Evan Brooks Associates
CC 6. SB 341 Compliance Report on the Housing Successor Agency Low and Moderate Income Housing Asset Fund
47 Staff Recommendation:

Receive and file the report.

CC 7. Resolution CC 2025-20; A Resolution of the Covina City Council Declaring Intent to Accept a SCAG Competitive Grant Award for the Covina Downtown Quick Build Project and Finding the Project Exempt from CEQA 63 Staff Recommendation:

Adopt Resolution CC 2025-20.

CC 8. Second Amendment to Professional Services Agreement with Robert Half, Inc.
169
Staff Recommendation:

Approve the Second Amendment to Professional Services Agreement with Robert Half Talent Solutions, Inc.

CC 9. Sewer Main Replacement Project – Project No. S2502 – Award of Contract in the Amount of $152,675 to GRBCON, Inc.
173
Staff Recommendation:

Amend the FY 2024-25 Capital Improvement Program to rename the City-Wide Sewer Manhole Adjustment Project to the Sewer Main Replacement Project – Project No. S2502;

1. Award a contract for the Sewer Main Replacement Project – Project No. S2502 to GRBCON, Inc. as the lowest responsive and responsible bidder in the amount of $152,675 and authorize the City Manager to execute the contract;

2. Authorize a project contingency amount of $15,268 (approximately 10%) to cover the cost of unforeseen construction expenses;

3. Award a Professional Services Agreement (PSA) to Siterep Construction Services, Inc. for Inspection Services for an amount notto-exceed $20,000 and authorize the City Manager to execute the agreement; and

4. Adopt Resolution CC 2025-21 appropriating an additional $87,843 from available Sanitary Sewer Fund – Fund Balance to account number 6300-2700-55350-S2502 for use towards the completion of this project.

5. CC 10. A Request from Bear Sausage Co. (as Tenant) to the City of Covina (as Landlord) for Approval of a Lease Amendment Providing an Extension to the Rental Forgiveness Period for their Lease of Property Located at 100 N. Citrus Ave.
207
Staff Recommendation:

Approve the lease amendment and extend the rent forgiveness period by three months to July 1, 2025, and authorize the City Manager or his designee to execute the first amendment to the lease.

CC 11. First Amendment to the Lease Between Rosalie Covina, LLC (as Tenant) and the City of Covina (as Landlord) Extending the Rental Forgiveness Period for their Lease of Property Located at 114 E. Italia Street 231
Staff Recommendation:

Approve the lease amendment and extend the rent forgiveness period by three months to December 1, 2025, and authorize the City Manager or his designee to execute the first amendment to the lease.

NEW BUSINESS
NB 1. The Establishment and Adjustment of Certain Service and DevelopmentRelated and Other User Fees 259
Staff Recommendation:

Receive and File the proposed Comprehensive Fee Schedule establishing and amending certain service and development-related fees for City Services, with the intent to consider adoption at a future public hearing.

ADJOURNMENT
The Covina City Council/Successor Agency to the Covina Redevelopment Agency/Covina Public Financing Authority/Covina Housing Authority will adjourn to its next regular meeting of the Council/Agency/Authority scheduled for Tuesday, April 1, 2025, at 6:30 p.m. for closed session and at 7:30 p.m. for open session inside the Council Chamber at City Hall, located at 125 East College Street, Covina, California, 91723.

1 CITY COUNCIL/SUCCESSOR AGENCY TO THE COVINA REDEVELOPMENT

AGENCY/COVINA PUBLIC FINANCING AUTHORITY/COVINA HOUSING

AUTHORITY JOINT MEETING

MINUTES
March 4, 2025, 7:30 p.m.
125 E. College Street, Covina, California
Council Chamber of City Hall
Councilmembers Present: Councilmember Walter Allen, III Councilmember Hector Delgado
Mayor Pro Tem/Vice-Chair Victor Linares
Mayor/Chair John C. King
Councilmembers Absent: Councilmember Patricia Cortez
Staff Present: City Clerk Drew Aleman (Elected Member)
City Treasurer Neil Polzin (Elected Member)
City Manager Chris Marcarello
Police Chief Ric Walczak
Community Development Director Brian Lee
Parks & Recreation/Library Services Director Lisa Evans Public Works Director Rafael Fajardo
Deputy City Manager Angel Carrillo
Chief Deputy City Clerk Fabian Velez
Interim Finance Director Theresa Franke
Staff Absent: City Attorney Candice K. Lee
_____________________________________________________________________

2 CLOSED SESSION

CLOSED SESSION - WAS NOT HELD
JOINT MEETING—OPEN SESSION 7:30 PM

CALL TO ORDER
Mayor King called the Council/Agency/Authority meeting to order at 7:33 p.m. with all Councilmembers present, except Councilmember Cortez.

ROLL CALL

PLEDGE OF ALLEGIANCE
Led by Mayor Pro Tem Linares.

INVOCATION
Given by Covina Police Chaplain Steve Martinez.

APPROVAL OF AGENDA
Motion made by: Councilmember Allen
Seconded by: Mayor Pro Tem Linares
Approve the agenda as presented.

Approved (4 to 0); Cortez Absent

PRESENTATIONS
A. Covina Viking Cheer Athletes
Mayor King recognized the Covina Viking Cheer group for their placement in the 2024 JAMZ Cheer Nationals and presented certificates to all of the groups members and coaches.

B. National Nutrition Month
Christian Guerrero, Cal Poly Pomona Student, provided information on the importance of nutrition.

Mayor King presented a proclamation designating March as Nutrition Month and presented the proclamation to Mr. Guerrero.

C. American Red Cross Month Proclamation
Annette O'Neal, a member of the American Red Cross Board of Directors, provided a brief history of the American Red Cross Month. Police Chief Walczak expressed his gratitude for the American Red Cross.

Mayor King read a proclamation declaring March as American Red Cross Month and presented the proclamation to Ms. O'Neal.

3 PUBLIC COMMENTS
Eloy Florez, David McIntosh, Trump, Virginia Lane, Donna Cooper, and Kirk Howie commented in support of New Business item NB 1 opposing the proposed Saffron Project.

Natalie Longwell, Public Information Officer with the US Small Business Administration (USSBA), Office of Disaster Recovery and Resilience, provided information on federal disaster loans for small businesses offered through the USSBA.

Neil Polzin commented on the no-bid awarding of contracts on Consent Calendar items CC 4 and CC 8 as well as encouraged the City to begin looking to annex other unincorporated islands in the City. At the request of Mayor King, City Manager Marcarello provided more information on Consent Calendar items CC 4 and CC 8.

Transgender Queen commented in opposition to New Business item NB 1 and stated support for the Saffron Project and homeless services.

COUNCIL/AGENCY/AUTHORITY COMMENTS
Councilmember Delgado thanked those in attendance for voicing their thoughts and opinions on the matters before the City Council. He also reiterated opposition to the proposed Saffron Project and encouraged those who spoke to also contact the Los Angeles County Board of Supervisors.

Councilmember Delgado also gave a shout out to the Covina Vikings Cheer team.

Councilmember Allen expressed his opposition to the proposed Saffron Project.

Mayor Pro Tem Linares stated his opposition to the proposed Saffron Project and suggested the possibility of incorporating the unincorporated islands in the City again. At his request, City Manager Marcarello provided information on the City's last update regarding annexation and the process that would be required.

Mayor King commented on the recording of a video for the upcoming State of the City event and expressed his gratitude for his Council colleagues and City staff for all the work that has been completed in the last year. He also highlighted Consent Calendar items: CC 3, accepting grant funding for the construction of a pedestrian bridge near the future site of the Covina Recreation Village and displayed the check received from the Los Angeles County Regional Park and Open Space District; CC 7, allocating CDBG funds for residential rehabilitation projects; and CC 8, the purchase of solar street lights for a pilot program.

CITY MANAGER COMMENTS
City Manager Marcarello requested that the City Council remove Consent Calendar item CC 5 from consideration and have it brought back at a future meeting.

CONSENT CALENDAR
CC 1. Minutes
Motion made by: Councilmember Delgado
Seconded by: Councilmember Allen
Approve the Minutes of the February 18, 2025, Regular Meeting of the City Council/Successor Agency to the Covina Redevelopment Agency/Covina Public Financing Authority/Housing Authority.

Approved (4 to 0); Cortez Absent

4 CC 2. Payment of Demands
Motion made by: Councilmember Delgado
Seconded by: Councilmember Allen
Approve Payment of Demands in the amount of $5,288,928.79.

Approved (4 to 0); Cortez Absent
CC 3. Accept Regional Park and Open Space District Grant Monies and Approve Re-allocation of Measure W and General Funds to Purchase Property at 319 E. Front Street
Motion made by: Councilmember Delgado
Seconded by: Councilmember Allen
Adopt Resolution CC 2025-13 amending the FY 24-25 Capital Improvement Budget to accept and appropriate $840,145.36 in grant monies and allocate those funds, along with previously appropriated $260,000 in Measure W funds and $25,000 in General Funds, to purchase the property located at 319 E. Front Street for a future park access facility.

Approved (4 to 0); Cortez Absent
CC 4. Repairs for Police Department HVAC System
Motion made by: Councilmember Delgado
Seconded by: Councilmember Allen

1. Approve repair proposal from Control Air Enterprises;

2. Adopt Resolution CC 2025-18 appropriating $71,127 from the general fund for the repairs to the police station HVAC system; and

3. Waive all bid requirements.

Approved (4 to 0); Cortez Absent
CC 6. Resolution CC 2025-14 Approval and Recordation of Tract No. 84311 – Zest

2.0 Located at 747 N. Barranca Avenue
Motion made by: Councilmember Delgado
Seconded by: Councilmember Allen

1. Adopt Resolution CC 2025-14 approving the recordation of Tract No. 84311 - Zest 2.0 located at 747 N. Barranca Avenue; and

2. Authorize the City Manager to execute the Subdivision Improvement agreement between the City of Covina and TH Barranca, LLC (Trumark Homes) for the Public Improvements for Tract No. 84311.

Approved (4 to 0); Cortez Absent
CC 7. Allocating Unallocated FY 24-25 Community Development Block Grant Funds to the "Residential Rehabilitation Program" Project D96164-24, and “Downtown Neighborhood Business Workforce Augmentation Program” Project 602621-24

5 Motion made by: Councilmember Delgado
Seconded by: Councilmember Allen

1. Adopt Resolution CC 2025-17, Authorizing an Increase to the FY 2024- 25 Community Development Block Grant (CDBG) for Projects D96164-24 and 602621-24, and Amending the FY 2024-2025 Community
Development Budget to reflect these changes; and

2. Authorize the City Manager or his designee to execute documents related to the FY 2024-25 CDBG funds.

Approved (4 to 0); Cortez Absent
CC 8. City-Wide Solar Street Light Pilot Program – Project No. P2514 – Award of Contract in the Amount of $53,496 to Green Giant Landscape, Inc.

Motion made by: Councilmember Delgado
Seconded by: Councilmember Allen

1. Amend the FY 2024-25 Capital Improvement Program to include the CityWide Solar Street Light Pilot Program – Project No. P2514;

2. Award a contract for the City-Wide Solar Street Light Pilot Program – Project No. P2514 to Green Giant Landscape, Inc. as the lowest responsive and responsible bidder in the amount of $53,496 and authorize the City Manager to execute the contract;

3. Authorize a project contingency amount of $5,350 (approximately 10%) to cover the cost of unforeseen construction expenses;

4. Award a Professional Services Agreement (PSA) to CEJ Engineers, Inc. for Construction Management and Inspection Services for an amount not-toexceed $10,000 and authorize the City Manager to execute the agreement; and

5. Adopt Resolution CC 2025-15 appropriating $70,000 from available Street Trees and Landscape District Fund – Fund Balance to account number 2720-2300-55310-P2514 for use towards the completion of this project.

Approved (4 to 0); Cortez Absent

ITEM REMOVED FROM CONSIDERATION
CC 5. Professional Design Services Related to Front Street (FAIR Segment) and Future Park Access Facility at 319 E. Front Street
Adopt Resolution CC 2025-16 to amend the 2024-2025 FY Operating Budget appropriating $74,000 in general fund monies and approve professional services agreements for Elie Farah (Civil Engineering) and Five Point Design (Landscape Architecture) for professional design services related to the Front Street (FAIR) and Future Park Access Facility.

6 NEW BUSINESS
NB 1. Updates on State Housing Legislation and Adoption of a Resolution Opposing the Proposed Saffron Covina Housing Project in Unincorporated Los Angeles County
The agenda report and PowerPoint presentation were provided by City Manager Marcarello.

In response to an inquiry from Mayor King, Community Development Director Lee provided information on how affordable housing projects are typically funded but noted there are no specifics for the proposed Saffron Project yet.

Discussion included opposition of the Project due to safety concerns, location, and the neighborhood design-fit, the potential for legal action, the openness to additional homeless programs that more closely align with City goals, and the regional nature of the homelessness issue.

Motion made by: Councilmember Allen
Seconded by: Councilmember Delgado

1. Receive and file this report; and

2. Adopt Resolution CC 2025-19, expressing the Council’s opposition to the proposed Saffron Covina Housing Project in Unincorporated Los Angeles County.

Approved (4 to 0); Cortez Absent

ADJOURNMENT
At 8:51 p.m., the Covina City Council/Successor Agency to the Covina Redevelopment Agency/Covina Public Financing Authority/Covina Housing Authority adjourned to its next regular meeting of the Council/Agency/Authority scheduled for Tuesday, March 18, 2025, at 6:30 p.m., for closed session and 7:30 p.m., for open session in the Council Chamber located inside of City Hall, 125 East College Street, Covina, California, 91723. ________________________________
Fabian Velez, Chief Deputy City Clerk
_____________________________
John C. King, Mayor/Chair

CITY OF COVINA AND

SUCCESSOR AGENCY TO THE

COVINA REDEVELOPMENT AGENCY

AGENDA ITEM REPORT
ITEM NO. CC 2
Meeting: March 18, 2025
Title: Payment of Demands
Presented by: Theresa Franke, Interim Director of Finance Recommendation: Approve Payment of Demands in the amount of $3,214,099.25.

EXECUTIVE SUMMARY/BACKGROUND:

Attached is a list of warrants and demands which are being presented for approval and are summarized as follows:

Accounts Payable Warrants February 14, 2025 – February 27, 2025 CITY checks/EFTs $ 2,086,978.24
CITY payroll $ 1,079,663.57
CITY voids $ (19,067.34)
Worker’s Comp $ 66,185.62
$ 3,213,760.09
SACRA checks/EFTs $ 25.98
SACRA payroll $ 313.18
$ 339.16
TOTAL checks/EFTs $ 3,214,099.25
DISCUSSION:

The attached reports have been reviewed by the Interim Director of Finance.

FISCAL IMPACT:

Sufficient funding is available and the related costs are included in the Fiscal Year 24/25 budget.

Respectfully submitted,

CITY OF COVINA
Check Register
Feb 14, 2025 - Feb 27, 2025
Check # Check Date Vendor Name Amount
6002 07/10/2024 487 CALIFORNIA PUBLIC EMPLOYEES' 1,675.19 6003 12/23/2024 487 CALIFORNIA PUBLIC EMPLOYEES' 4,534.20 6004 01/30/2025 477 STATE OF CALIFORNIA 8,093.00
6005 02/27/2025 4003 MidAmerica 1,531.06
20928 02/27/2025 788 COVINA, CITY OF 50,331.14 *
20929 02/27/2025 789 COVINA-FSA, CITY OF 1,590.82
20930 02/27/2025 2033 NATIONWIDE RETIREMENT SOLUTIONS 33,652.13 20931 02/27/2025 487 CalPERS 99,156.59
subtotal EFT/wires/direct deposits 200,564.13
Internal transfers - workers comp allocation - no net cash effect (50,331.14) * subtotal EFT/wires/direct deposits less Internal Transfers $150,232.99 125180 02/20/2025 219 AT&T 67.69
125181 02/20/2025 221 AT&T MOBILITY 4.35
125182 02/20/2025 239 AUTOZONE INC 29.76
125183 02/20/2025 254 AZUSA LIGHT & WATER 5,318.87
125184 02/20/2025 333 BERLITZ LANGUAGES, INC. 120.00
125185 02/20/2025 430 BUILDING ELECTRONIC CONTROLS 1,050.00 125186 02/20/2025 477 STATE OF CA 2,744.00
125187 02/20/2025 572 CATHOLIC CHARITIES OF LOS ANGELES 11,168.00 125188 02/20/2025 649 CINTAS CORP #693 389.63
125189 02/20/2025 654 CITRUS CAR WASH 89.97
125190 02/20/2025 749 BOHL PH.D., NANCY K. 350.00
125191 02/20/2025 783 CITY OF COVINA WATER 132.80
125192 02/20/2025 849 DAPEER ROSENBLIT & LITVAK LLP 19,586.85 125193 02/20/2025 962 SUPERIOR COURT OF CALIFORNIA, CNTY OF LOS ANGELES 5,375.00 125194 02/20/2025 962 SUPERIOR COURT OF CALIFORNIA, CNTY OF LOS ANGELES 856.20 125195 02/20/2025 970 EDISON CO 2,880.99
125196 02/20/2025 1092 FORENSIC NURSE SPECIALISTS INC 1,300.00 125197 02/20/2025 1156 THE GAS COMPANY 2,614.57
125198 02/20/2025 1235 GRAINGER 1,924.09
125199 02/20/2025 1361 HOLLIDAY ROCK CO INC 680.98
125200 02/20/2025 1429 INLAND EMPIRE STAGES 1,456.35
125201 02/20/2025 1559 KEYSER MARSTAN ASSOCIATES INC. 4,130.00 125202 02/20/2025 1561 KEYSTONE UNIFORM DEPOT 1,084.21
125203 02/20/2025 1663 LAW ENFORCEMENT MEDICAL 1,850.00 125204 02/20/2025 1825 MASONIC HOMES OF CALIFORNIA 150.00 125205 02/20/2025 1933 MISSION LINEN SUPPLY 22.49
125206 02/20/2025 2027 NAPA AUTO PARTS 1,640.64
125207 02/20/2025 2329 PUENTE READY MIX INC 910.82
125208 02/20/2025 2415 REPUBLIC MASTER CHEFS 222.04
125209 02/20/2025 2426 REYNOLDS MOTOR CORP. 104.75
125210 02/20/2025 2546 SAN GABRIEL VALLEY TRIBUNE 8,824.00 125211 02/20/2025 2711 SOUTHEAST CONSTRUCTION PRODUCTS - COVINA 29.66 125212 02/20/2025 2736 STAPLES BUSINESS ADVANTAGE 80.02 125213 02/20/2025 2855 CHARTER COMMUNICATIONS 204.70
125214 02/20/2025 2935 UNDERGROUND SERVICE ALERT 211.28 125215 02/20/2025 2958 US POSTMASTER 6,318.15
125216 02/20/2025 2995 VENTEK INTERNATIONAL 495.00
125217 02/20/2025 3701 DEPARTMENT OF JUSTICE 522.00
125218 02/20/2025 3771 BLACK & WHITE EMERGENCY VEHICLES 751.25 125219 02/20/2025 3796 RICHARDS, WATSON & GERSHON 28,788.94 125220 02/20/2025 3988 LANDSCAPE WAREHOUSE III 160.81
Attachment A Page 1 of 5

CITY OF COVINA
Check Register
Feb 14, 2025 - Feb 27, 2025
Check # Check Date Vendor Name Amount
125221 02/20/2025 4225 CORELOGIC SOLUTIONS, LLC 238.70
125222 02/20/2025 4249 H.Q. ENTERPRISES 39.57
125223 02/20/2025 4279 BOSS JANITORIAL SERVICES 13,656.63 125224 02/20/2025 4455 FRONTIER 607.62
125225 02/20/2025 4488 WILCOX SUPPLY INC 383.26
125226 02/20/2025 4571 POWER SECURITY GROUP INC 12,099.00 125227 02/20/2025 4764 UniFirst Corporation 389.97
125228 02/20/2025 4766 HASA, INC. 950.40
125229 02/20/2025 4817 Weck Analytical Environmental Services, Inc. 515.00 125230 02/20/2025 4863 La Verne Power Equipment 1,002.46 125231 02/20/2025 4928 Springstead & Associates, Inc. 2,956.29 125232 02/20/2025 4960 Data Ticket, Inc. 221.00
125233 02/20/2025 4983 Ad Valorem Records,Inc. 13,478.39 125234 02/20/2025 5099 CliftonLarsonAllen LLP 4,935.00
125235 02/20/2025 5117 Steam It All LLC 620.00
125236 02/20/2025 5137 MasterCorp Commercial Services LLC 4,748.20 125237 02/20/2025 5137 MasterCorp Commercial Services LLC 4,748.20 125238 02/20/2025 5169 Occupational Health Centers of California 165.00 125239 02/20/2025 5186 Dash Platform, LLC 314.34
125240 02/20/2025 5269 CONTROL AIR ENTERPRISES LLC. 2,188.00 125241 02/20/2025 5342 EAGLE SIGNS INC 3,274.01
125242 02/20/2025 5368 WESCO SECURITY SYSTEMS INC 195.00 125243 02/20/2025 5371 LAUGH FACTORY COVINA LLC 32,500.00 125244 02/20/2025 5394 SIERRA PLUMBING & DRAIN CLEANING 1,000.00 125245 02/20/2025 5490 ROSS-CAMPBELL INC. 1,000.00
125246 02/20/2025 5546 L.N. CURTIS & SONS 2,907.76
125247 02/20/2025 5553 SOUTHERN TIRE MART LLC 283.29
125248 02/20/2025 5580 ROLLINS, INC 147.00
125249 02/20/2025 5616 BBR ATHLETICS INC 1,993.81
125250 02/20/2025 5621 PARAMOUNT PICTURES CORP 2,880.00 125251 02/20/2025 5622 FESTIVAL OF ARTS LAGUNA BEACH 2,475.00 125252 02/20/2025 99999 ANDA ENTERPRISE INC 77.28
125253 02/20/2025 99999 BURLINGTON COAT FACTORY MS #6 133.90 125254 02/20/2025 99999 ELIZABETH WILSON 31.40
125255 02/20/2025 99999 GREG GARRETSON 667.47
125256 02/20/2025 99999 JOHN & CHARLENE ADAMS 321.21
125257 02/20/2025 99999 LANENE JENSEN 40.00
125258 02/20/2025 99999 LEIANNA LOWE 252.00
125259 02/26/2025 82 AIR-BREE HEATING 224.00
125260 02/26/2025 113 ALL CITY MANAGEMENT SVC 28,024.76 125261 02/26/2025 219 AT&T 579.00
125262 02/26/2025 254 AZUSA LIGHT & WATER 3,776.84
125263 02/26/2025 255 AZUSA PLUMBING & HEATNG SUPPLY 179.43 125264 02/26/2025 269 BAKER AND TAYLOR INC 2,074.84
125265 02/26/2025 411 BRODART CO 47.90
125266 02/26/2025 600 CERTIFIED UNDERCAR PARTS 22.37
125267 02/26/2025 649 CINTAS CORP #693 779.26
125268 02/26/2025 664 CIVILTEC ENGINEERING INC. 2,170.00 125269 02/26/2025 703 UNIQUE PRINTING 121.28
125270 02/26/2025 749 BOHL PH.D., NANCY K. 220.00
125271 02/26/2025 783 CITY OF COVINA WATER 128.56
125272 02/26/2025 878 DELTA DENTAL OF CALIFORNIA 122.02 Attachment A Page 2 of 5

CITY OF COVINA
Check Register
Feb 14, 2025 - Feb 27, 2025
Check # Check Date Vendor Name Amount
125273 02/26/2025 880 DEMCO INC 231.53
125274 02/26/2025 970 EDISON CO 43.98
125275 02/26/2025 970 EDISON CO 4,699.83
125276 02/26/2025 1055 FEDEX 34.87
125277 02/26/2025 1134 GALE CENGAGE LEARNING 200.00
125278 02/26/2025 1156 THE GAS COMPANY 1,959.43
125279 02/26/2025 1204 GOLDEN STATE WATER COMPANY 100.89 125280 02/26/2025 1275 HAAKER EQUIPMENT CO 750,512.54
125281 02/26/2025 1361 HOLLIDAY ROCK CO INC 368.51
125282 02/26/2025 1561 KEYSTONE UNIFORM DEPOT 1,108.07
125283 02/26/2025 1612 LA CNTY DEPT OF PUBLIC WORKS 2,831.51 125284 02/26/2025 1619 LA CNTY SHERIFF'S DEPT 389.00
125285 02/26/2025 1825 MASONIC HOMES OF CALIFORNIA 11,250.00 125286 02/26/2025 1895 MERRIMAC ENERGY GROUP 35,728.34
125287 02/26/2025 1933 MISSION LINEN SUPPLY 67.28
125288 02/26/2025 1991 MOTOROLA 45,773.61
125289 02/26/2025 2238 PEST OPTIONS INC 2,995.00
125290 02/26/2025 2270 PLUMBING WHOLESALE OUTLET 104.40 125291 02/26/2025 2309 PROFESSIONAL ACCOUNT MANAGEMENT LLC 6,688.13 125292 02/26/2025 2329 PUENTE READY MIX INC 859.24
125293 02/26/2025 2415 REPUBLIC MASTER CHEFS 195.82
125294 02/26/2025 2444 RIO HONDO COLLEGE 100.00
125295 02/26/2025 2736 STAPLES BUSINESS ADVANTAGE 116.52 125296 02/26/2025 2796 SYNTECH 1,675.00
125297 02/26/2025 2852 THREE VALLEY MUN WATER DISTR 6,140.80 125298 02/26/2025 3001 VERIZON WIRELESS 5,429.95
125299 02/26/2025 3004 VICTORY EXTERMINATING INC 150.00 125300 02/26/2025 3023 VULCAN MATERIALS COMPANY 5,230.13 125301 02/26/2025 3070 WEST COAST ARBORISTS INC 1,240.00 125302 02/26/2025 3185 TOSHIBA FINANCIAL SERVICES 1,647.27 125303 02/26/2025 3256 MULTI W SYSTEMS INC 2,767.88
125304 02/26/2025 3274 WILLDAN 227.00
125305 02/26/2025 3729 SUNBELT RENTALS INC 395.02
125306 02/26/2025 3749 JCL TRAFFIC SERVICES 700.59
125307 02/26/2025 3771 BLACK & WHITE EMERGENCY VEHICLES 315.38 125308 02/26/2025 3796 RICHARDS, WATSON & GERSHON 3,554.75 125309 02/26/2025 3929 BOOT BARN INC 597.52
125310 02/26/2025 3964 RED WING BUSINESS ADVANTAGE ACCOUNT 783.55 125311 02/26/2025 3988 LANDSCAPE WAREHOUSE III 934.82
125312 02/26/2025 4065 VERIZON BUSINESS SERVICES 999.40 125313 02/26/2025 4065 VERIZON WIRELESS 972.83
125314 02/26/2025 4123 RUDY CARDENAS 175.00
125315 02/26/2025 4265 EVERBRIDGE, INC 19,537.07
125316 02/26/2025 4268 S&K POWER EQUIPMENT 627.22
125317 02/26/2025 4350 RKA Consulting Group 38,782.53
125318 02/26/2025 4379 789, Inc. 6,283.71
125319 02/26/2025 4389 EMPLOY AMERICA 2,580.00
125320 02/26/2025 4433 JAIME YAMASHITA 4,335.00
125321 02/26/2025 4455 FRONTIER 741.28
125322 02/26/2025 4582 USABLUEBOOK 431.69
125323 02/26/2025 4682 Evan Brooks Associates, Inc. 6,028.50 125324 02/26/2025 4693 DuraTech USA, Inc. 435.49
Attachment A Page 3 of 5

CITY OF COVINA
Check Register
Feb 14, 2025 - Feb 27, 2025
Check # Check Date Vendor Name Amount
125325 02/26/2025 4710 Fidelity Security Life Insurance Company 8.62 125326 02/26/2025 4764 UniFirst Corporation 455.61
125327 02/26/2025 4805 Fuel Equipment Services, Inc. 1,045.40 125328 02/26/2025 4817 Weck Analytical Environmental Services, Inc. 203.00 125329 02/26/2025 4854 CEJ Engineers, Inc. 40,200.00
125330 02/26/2025 4863 La Verne Power Equipment 1,434.67 125331 02/26/2025 4925 Humane Society of Pomona Valley, Inc. 24,140.58 125332 02/26/2025 4928 Springstead & Associates, Inc. 4,000.00 125333 02/26/2025 5042 GoGov, Inc. 22,800.00
125334 02/26/2025 5228 ODP BUSINESS SOLUTIONS, LLC 293.51 125335 02/26/2025 5233 RODENT PEST TECHNOLOGIES 135.19
125336 02/26/2025 5279 THE RADAR SHOP INC 620.00
125337 02/26/2025 5291 AMAZON CAPITAL SERVICES, INC 1,037.61 125338 02/26/2025 5354 MALLORY SAFETY & SUPPLY LLC 228.80 125339 02/26/2025 5371 LAUGH FACTORY COVINA LLC 1,150.00 125340 02/26/2025 5404 SAN FERNANDO VALLEY ALARM CO. 82.00 125341 02/26/2025 5439 PARKWOOD LANDSCAPE MAINTENANCE INC 20,176.42 125342 02/26/2025 5456 JOSE GONZALEZ 9,600.00
125343 02/26/2025 5508 ROADLINE PRODUCTS INC USA 188.57 125344 02/26/2025 5544 A&M FIRST AID, INC 388.80
125345 02/26/2025 5545 PUENTE HILLS FORD LLC 217,660.44 125346 02/26/2025 5562 SIDEPATH INC. 11,968.00
125347 02/26/2025 5577 Bear Electrical Solutions, LLC 25,603.00 125348 02/26/2025 5580 ROLLINS, INC 147.00
125349 02/26/2025 5581 KNIGHTS SACRAMENTO CD INC 268,120.05 125350 02/26/2025 5606 MAGNOLIA ENVIRONMENTAL, LLC 1,085.00 125351 02/26/2025 5618 CAPANIA INTERNATIONAL, LLC 6,641.96 125352 02/26/2025 99999 ANTHONY LAU 41.65
125353 02/26/2025 99999 BAHRAM AGHAKOOCHEK 51.10
125354 02/26/2025 99999 CHENG-WEI SUN 416.40
125355 02/26/2025 99999 HEIDI LOPEZ 62.16
125356 02/26/2025 99999 HUA CHENG 45.00
125357 02/26/2025 99999 ITZEL RUEDA 374.00
125358 02/26/2025 99999 JAIME PERALTA 22.65
125359 02/26/2025 99999 JOSE GONZALEZ JR 24.01
125360 02/26/2025 99999 MIRANDA MARTINEZ 37.72
125361 02/26/2025 99999 PACIFIC GENERAL CONTRACTOR BUILDERS, INC. 1,499.27 125362 02/26/2025 99999 RAMON MARQUEZ 82.65
125363 02/26/2025 99999 ROSANA KURCZYN 22.82
125364 02/26/2025 99999 SOPHIA GONZALES 1,950.00
125365 02/27/2025 68 AFLAC ACCT# YQ792 WORLDWIDE HEADQUARTERS 4,632.87 125366 02/27/2025 69 AFSCME District Council 36 742.50
125367 02/27/2025 775 COVINA POLICE ASSOCIATION 2,850.00 125368 02/27/2025 878 DELTA DENTAL OF CALIFORNIA 9,822.61 125369 02/27/2025 3795 PRE-PAID LEGAL SERVICES, INC 155.48 125370 02/27/2025 3846 CLEA 1,024.00
125371 02/27/2025 4255 RELIASTAR LIFE INSURANCE COMPANY 4,839.72 125372 02/27/2025 4710 Fidelity Security Life Insurance Company 1,035.23 subtotal checks $ 1,936,771.23
121557 05/22/2024 99999 PACIFIC GENERAL CONTRACTOR BUILDERS, INC. (1,499.27) 122323 07/25/2024 487 CalPERS (1,675.19)
122456 08/01/2024 1825 MASONIC HOMES OF CALIFORNIA (11,250.00) Attachment A Page 4 of 5

CITY OF COVINA
Check Register
Feb 14, 2025 - Feb 27, 2025
Check # Check Date Vendor Name Amount
124237 12/05/2024 99999 ANDA ENTERPRISE INC (77.28)
124541 12/24/2024 99999 ELIZABETH WILSON (31.40)
124569 01/09/2025 487 CALIFORNIA PUBLIC EMPLOYEES' (4,534.20) subtotal voids $ (19,067.34)
payroll (02/27/25) $ 1,079,976.75
payroll (//) $ -
workers' compensation $ 66,185.62
TOTAL checks/EFTs $3,214,099.25
Attachment A Page 5 of 5

CC Regular Meeting

AGENDA ITEM REPORT
ITEM NO. CC 3
Meeting: March 18, 2025
Title: City of Covina Investment Report for Month Ended February 28, 2025 Presented by: Theresa Franke, Interim Director of Finance Charles Russom, Sr. Management Analyst
Recommendation: Receive and File.

EXECUTIVE SUMMARY:

Pursuant to Government Code Section 53600 et seq. and Section 4.0 of the City of Covina’s Investment Policy, a monthly investment report must be provided to the City Council and City Manager, containing detailed information of all securities, investments and monies of the City.

DISCUSSION:

The attached report for the City and Successor Agency reflects the portfolio balances for the month ended February 28, 2025. The report is in conformity with the City’s Investment Policy as well as Government Code 53601. In accordance with the City's Investment Policy, the City Council authorizes staff to continue investing the City's idle funds in similar securities as those presented in these reports attached hereto. There are sufficient funds to meet the pooled expenditure requirements for all City funds for the next 6 months.

FISCAL IMPACT:

None to receive and file.

Respectfully submitted,

CASH AND INVESTMENT BALANCE 1/31/2025 $94,436,265.78
RECEIPTS 2/1/25-2/28/25 24,887,731.36

DISBURSEMENTS 2/1/25-2/28/25 (24,998,842.36)
CASH AND INVESTMENT BALANCE 2/28/2025 $94,325,154.78

ANALYSIS OF CASH AND INVESTMENT BALANCE - BOOK VALUE
INVESTMENT PORTFOLIO Attachment A-2 $52,937,936.13
LOCAL AGENCY INVESTMENT FUND Attachment A-4 33,650,961.85 TOTAL PUBLIC INVESTMENTS 86,588,897.98
CHECKING / PETTY / STIFEL CASH BALANCES 7,736,256.80
CASH AND INVESTMENT BALANCE 2/28/2025 94,325,154.78
CASH HELD BY BOND TRUSTEES 3,202,136.46
TOTAL CASH AND INVESTMENT / BOND TRUSTEE CASH BALANCE 2/28/2025 $97,527,291.24

CITY OF COVINA INVESTMENT REPORT
FOR THE MONTH ENDED FEBRUARY 28, 2025
The purpose of this report is to provide readers with the overall cash position of the City. There is sufficient investment liquidity to meet the required reserve limits of the City's operations.

Attachment A -City

BOOK ACQUISITION MATURITY MARKET

TYPE OF INVESTMENT ISSUER VALUE DATE DATE VALUE
City of Covina:

Drawer & Petty Cash N/A $7,780.12 N/A N/A $7,780.12
General - Checking Account BMO 6,533,341.31 N/A Demand 6,533,341.31 Public Agency Saving - Parking Fines BMO 83,241.12 N/A Demand 83,241.12 Utility Billing Account BMO 64,002.84 N/A Demand 64,002.84 Workers' Compensation - Checking Account BMO 104,390.65 N/A Demand 104,390.65 Payroll - Checking Account BMO 486,151.28 N/A Demand 486,151.28 Money Market BMO 419,091.96 N/A Demand 419,091.96
AFLAC Flexible Spending Account BMO 17,420.18 N/A Demand 17,420.18 STIFEL Cash Per GL Various 20,837.34 Various Various 20,837.34 STIFEL Investment Portfolio Various 52,937,936.13 Various Various 52,849,601.97 Local Agency Investment Fund State of California 33,650,961.85 N/A Demand 33,650,961.85 Subtotal (A) $94,325,154.78 $94,236,820.62
Cash Held With 3rd Party Administrator:

TRIP 2017A Covina Wilmington Trust $647.18 N/A Demand $647.18 LA County Loan Agreement U.S. Bank 1,625,048.82 N/A Demand 1,625,048.82 Other Post-Employment Benefits Charles Schwab 1,575,646.94 N/A Demand 1,575,646.94 2021 Taxable Pension Obligation Bonds U.S. Bank 790.91 N/A Demand 790.91 2019 Wastewater Refunding Bonds U.S. Bank 2.61 N/A Demand 2.61 Subtotal (B) $3,202,136.46 $3,202,136.46
TOTAL (A+B) $97,527,291.24 $97,438,957.08

CITY OF COVINA

CASH AND INVESTMENT SUMMARY
FOR THE MONTH ENDED FEBRUARY 28, 2025
The purpose of this schedule is to show the total cash and investments held by the City of Covina by account.

Exhibit A-2

CITY OF COVINA
Stifel
Investment Portfolio as of
February 2025
Issuer
Purchase
Date
Market Price Per
Share Qty
Total Original Cost
Value Coupon CUSIP Maturity Trustee
FEDL Agric MTG CorpMedium Term Note 06/30/22 94.947000 1,000,000 $ 915,357.70 0.9400 31422XGQ9 10/26/2026 Stifel FEDL Agric MTG Corp -
Medium Term Note 07/02/24 100.180000 1,000,000 1,000,000.00 5.2700 31424WLD2 7/9/2027 Stifel FEDL Agric MTG Corp -
Medium Term Note 01/16/25 100.163000 1,000,000 1,000,000.00 4.6300 3134HAW66 12/30/2027 Stifel Total Agricultural Mortgage 3,000,000 $ 2,915,357.70
FEDL Farm Credit Bank Bond 02/02/22 95.487000 1,000,000 996,151.59 1.5000 3133ENKV1 1/13/2027 Stifel Federal Farm Credit Bank Bond 04/07/22 98.238000 1,000,000 1,008,669.02 3.1500 3133EJDV8 3/22/2027 Stifel FEDL Farm Credit Bank Bond 08/12/24 100.056000 1,000,000 1,000,000.00 4.6200 3133ERNS6 8/12/2027 Stifel Total Federal Farm Credit 3,000,000 $ 3,004,820.61
Tennessee Valley AuthPWR Bond 1995 SER E 06/30/22 101.630000 1,000,000 $ 1,024,727.17 6.7500 880591CJ9 11/1/2025 Stifel FEDL Home Loan Bank Bond 02/02/22 98.731000 1,000,000 1,009,065.43 2.6250 3130A6ZQ3 12/12/2025 Stifel FEDL Home Loan Bank Bond 04/07/22 98.382000 1,000,000 1,004,615.27 3.0000 3130A2VE3 9/11/2026 Stifel FEDL Home Loan Bank Bond 11/04/24 99.884000 1,000,000 1,000,000.00 4.3300 3133ERZM6 11/5/2026 Stifel FEDL NATL MTG ASSN Note 06/07/24 100.108000 1,000,000 1,000,000.00 5.2600 3135GATR2 6/10/2027 Stifel FEDL Home Loan Bank Bond 10/22/24 100.007000 1,950,000 1,950,000.00 4.7000 3130B3DD2 10/22/2027 Stifel FEDL Home Loan Bank Bond 11/26/24 100.040000 1,000,000 1,000,000.00 4.5479 3133ERZS3 11/12/2027 Stifel FEDL Home Loan Bank Bond 11/19/24 100.017000 1,000,000 1,000,000.00 4.6248 3130B3RN5 11/19/2027 Stifel FEDL Home Loan Bank Bond 12/10/24 100.146000 1,000,000 1,000,000.00 4.5000 3130B42Y6 12/23/2027 Stifel FEDL Home Loan Bank Bond 02/18/25 99.998000 1,000,000 1,000,000.00 4.6000 3130B4YQ8 2/25/2028 Stifel FEDL Home Loan Bank Bond 12./23/2024 100.503000 1,000,000 1,002,912.45 4.6840 3130B0EE5 3/6/2028 Stifel FEDL Home Loan MTG CorpPool #WN2479 12/04/23 100.915500 1,000,000 993,437.50 4.9400 3132XGXH4 5/1/2028 Stifel FEDL NATL MTG ASSNPool#BSB8718 Balloon 03/05/24 99.645700 1,000,000 986,562.50 4.3800 3140LKVL4 6/1/2028 Stifel FEDL Home Loan Bank Bond 10/25/24 99.801000 1,000,000 1,000,000.00 4.5300 3130B3AS2 10/16/2028 Stifel FEDL Home Loan Bank Bond 11/04/24 100.246000 1,000,000 1,000,000.00 4.6700 3133ERZT1 11/7/2028 Stifel FEDL Home Loan MTG Corp -
Medium Term Note 11/19/24 100.010000 1,000,000 1,000,000.00 4.8982 3134HAXZ1 11/7/2028 Stifel FEDL Home Loan MTG CorpPOOL#WN2537 04/16/24 100.798400 1,000,000 989,687.50 4.9000 3132XGZB5 12/1/2028 Stifel FEDL Home Loan MTG CorpPool#WN2534 02/16/24 100.626600 1,000,000 997,187.50 4.9000 3132XGY83 12/1/2028 Stifel FEDL Home Loan MTG CorpPOOL#WN2559 4/10/2024 99.940400 1,000,000 979,062.50 4.6000 3132XGZZ2 1/1/2029 Stifel FEDL Home Loan Bank Bond 01/14/25 99.992000 1,000,000 1,000,000.00 5.0000 3130B4MG3 1/16/2029 Stifel FEDL NATL MTG ASSN Note 10/25/24 99.825000 1,000,000 1,000,000.00 4.4000 3135GAXR7 8/3/2029 Stifel FEDL Home Loan Bank Bond 09/04/24 99.260000 980,000 980,000.00 4.2000 3130B2GZ2 8/13/2029 Stifel FEDL Home Loan Bank Bond 09/09/24 98.524000 2,000,000 2,000,000.00 4.0000 3130B2NS0 9/4/2029 Stifel FEDL Home Loan Bank Bond 10/25/24 98.348000 1,000,000 990,500.00 4.0000 3130B32X0 10/2/2029 Stifel FEDL Home Loan Bank Bond 10/25/24 100.069000 1,000,000 1,000,000.00 4.6500 3130B3F65 10/22/2029 Stifel FEDL Home Loan Bank Bond 11/05/24 100.404000 1,000,000 1,000,000.00 4.5000 3130B3M67 11/13/2029 Stifel Total Federal Home Loan 27,930,000 $ 27,907,757.82

Investment Portfolio as of
February 2025
Issuer
Purchase
Date
Market Price Per
Share Qty
Total Original Cost
Value Coupon CUSIP Maturity Trustee
BMW Bank North America -
Salt Lake City UT CD 03/01/22 99.967000 245,000 $ 245,000.00 1.8000 05580AK37 3/4/2025 Stifel American Express Natl BK -
Salt Lake City UT CD 03/01/22 99.931000 245,000 245,000.00 1.8000 02589ABP6 3/10/2025 Stifel Bethpage FED CR UNBethpage NY SHS CTF 04/29/24 100.146000 245,000 245,000.00 5.2500 08756MAA8 5/13/2025 Stifel Centris FEDL CR UNOmaha NE SHS CTF 05/09/23 100.185000 245,000 245,000.00 5.0000 15643VAB8 5/24/2025 Stifel Credit Union of TexasAllen TX SHS CTF 05/11/23 100.231000 245,000 245,000.00 5.1500 22551KAZ5 5/27/2025 Stifel First Choice FEDL CR UNNew Castle PA SHS CTF 05/17/23 100.184000 245,000 245,000.00 5.0000 31949HAA9 5/27/2025 Stifel Lafayette FEDL CR UNRockville MD SHS CTF 11/22/23 100.298000 245,000 245,000.00 5.5500 50625LBP7 5/30/2025 Stifel Barclays Bank DEWilmington DE CD 05/24/22 99.645000 245,000 245,000.00 3.0500 06740KQS9 6/2/2025 Stifel Global Federal CR UNAnchorage AK SHS CTG 06/06/23 100.277000 245,000 245,000.00 5.2000 37892MAL8 6/16/2025 Stifel SCE FCUIrwindale CA SHS CTF 12/13/23 100.225000 245,000 245,000.00 5.0000 78413RAJ6 6/20/2025 Stifel Community West CR UNKentwood MI CD 12/12/22 100.230000 245,000 245,000.00 5.0000 20416JAC8 6/23/2025 Stifel Oregon CMNTY CR UNEugene OR SHS CTF 06/16/23 100.292000 245,000 245,000.00 5.1500 68584JAE9 6/23/2025 Stifel BMO Harris Bank NAChicago IL CD 06/23/22 99.614000 245,000 245,000.00 3.2000 05600XGK0 6/24/2025 Stifel Liberty Fed CR UNEvansville IN SHS CTF 07/01/23 100.385000 245,000 245,000.00 5.3000 53052LAW9 7/14/2025 Stifel American First CR UNBrea CA SHS CTF 06/30/22 99.610000 245,000 245,000.00 3.2500 02616ABJ7 7/15/2025 Stifel TTCU Federal CR UnionTulsa OK CD 07/10/23 100.428000 245,000 245,000.00 5.3500 89854LAE3 7/25/2025 Stifel Communitywide FEDL CR UNSouth Bend IN SHS CTF 08/04/23 100.483000 245,000 245,000.00 5.2000 20416TBD3 8/29/2025 Stifel Flagstar Bank NA -
Hicksville NY CD 06/06/24 100.501000 245,000 245,000.00 5.3000 33847GHY1 9/12/2025 Stifel First Bank -
Hamilton NJ CD 06/06/24 100.438000 245,000 245,000.00 5.1500 319137CJ2 9/18/2025 Stifel Washington State BankWashington IA CD 4/2/2024 100.437000 245,000 245,000.00 5.0000 93974LAG5 10/9/2025 Stifel First Natl Bank of AmerEast Lansing MI CE 05/16/22 99.089000 245,000 245,000.00 3.0000 32110YXE0 11/28/2025 Stifel Advantage FEDL CR UNRochester NY SHS CTF 08/24/23 100.837000 245,000 245,000.00 5.3000 00790JAD4 12/31/2025 Stifel Southwest Heritage CUOdessa TX SHS CTF 06/26/23 100.718000 245,000 245,000.00 5.1000 84503PAF7 1/7/2026 Stifel Jovia FINL FEDL CR UN -
Westbury NY CD 7/2/2024 100.673000 245,000 245,000.00 5.0000 48115LAL8 1/20/2026 Stifel Marine FEDL CR UNJacksonvill NC SHS CTF 08/27/24 100.056000 245,000 245,000.00 4.3500 56824JBB9 2/27/2026 Stifel Truliant FEDL CR UNWinston Salem NC SHS CTF 03/09/23 100.917000 245,000 245,000.00 5.1500 89789AAH0 3/23/2026 Stifel United Fidelity Bank FSBEvansville IN CD 09/16/24 100.110000 245,000 245,000.00 4.3500 910286HZ9 3/27/2026 Stifel First Bank of The LakeOsage Beach MO CD 10/31/24 99.719000 245,000 245,000.00 4.0000 31925YBU5 4/30/2026 Stifel Ally Bank -
Midvale UT CD 04/27/22 98.371000 245,000 245,000.00 2.8500 02007GQQ9 5/5/2026 Stifel Morgan Stanley PVT BK NA -
Purchase NY CD 05/14/24 100.910000 245,000 245,000.00 5.0500 61768E3X9 5/22/2026 Stifel Global FED CR UN -
Anchorage AK SHS CTF 05/14/24 100.982000 245,000 245,000.00 5.0500 37892MAP9 5/29/2026 Stifel Inspire FEDL CR UNBristol PA SHS CTF 06/29/23 100.953000 245,000 245,000.00 5.0000 457731AQ0 6/30/2026 Stifel

Investment Portfolio as of
February 2025
Issuer
Purchase
Date
Market Price Per
Share Qty
Total Original Cost
Value Coupon CUSIP Maturity Trustee
GESA CR UNRichland WA CD 07/19/23 101.356000 245,000 $ 245,000.00 5.2500 37424PAH7 7/31/2026 Stifel Pima FEDL CR UNTucson AZ SHS CTF 08/02/23 101.502000 245,000 245,000.00 5.3000 722000AC0 8/17/2026 Stifel Signature Federal Cred U 08/16/23 101.509000 245,000 245,000.00 5.3000 82671DAG2 8/28/2026 Stifel KodabankDrayton ND CD 03/09/23 101.145000 245,000 245,000.00 5.0000 50007DAC3 9/22/2026 Stifel First NATL BankDamariscotta ME CD 03/09/23 101.147000 245,000 245,000.00 5.0000 32117BFR4 9/23/2026 Stifel Austin Telco Fed CR UN- Austin
TX SHS CTF 11/14/22 101.360000 245,000 245,000.00 5.0500 052392CC9 11/27/2026 Stifel Baxter CR UNVernon Hills IL SHS CTF 11/14/22 101.271000 245,000 245,000.00 5.0000 07181JAV6 11/30/2026 Stifel First Foundation Bank -
Irvine CA CD 06/05/24 101.280000 245,000 245,000.00 5.0625 32026U5X0 12/14/2026 Stifel All in FED CR UnionDaleville AL SHS CTF 12/07/22 100.366000 245,000 245,000.00 4.4500 01664MAA4 12/21/2026 Stifel State Bank of India -
New York NY CD 02/01/22 95.361000 245,000 245,000.00 1.7500 856285G21 2/9/2027 Stifel Pentagon Federal CR UN - Tysons
Corner VA 02/02/22 95.205000 245,000 245,000.00 1.7000 70962LBE1 2/18/2027 Stifel Sallie Mae Bank -
Salt Lake City UT CD 02/16/22 96.123000 245,000 245,000.00 2.2000 795451BH5 2/23/2027 Stifel Beal Bank -
Las Vegas NV CD 03/01/22 95.806000 245,000 245,000.00 2.0500 07371CK81 3/3/2027 Stifel Beal Bank -
Plano TX CD 03/01/22 95.806000 245,000 245,000.00 2.0500 07371AZQ9 3/3/2027 Stifel Medallion Bank -
Salt Lake City UT CD 03/01/22 95.754000 245,000 245,000.00 2.0500 58404DNG2 3/8/2027 Stifel Cpital One Bank USA NA -
Glen Allen VA CD 04/07/22 96.861000 245,000 245,000.00 2.7000 14042TFJ1 4/13/2027 Stifel Synchrony Bank -
Draper UT CD 04/07/22 96.857000 245,000 245,000.00 2.7000 87165FK45 4/14/2027 Stifel Capital One NA -
Mclean VA CD 04/27/22 97.503000 245,000 245,000.00 3.0500 14042RRA1 5/4/2027 Stifel Goldman Sachs Bank USA -
New York NY CD 04/27/22 97.480000 245,000 245,000.00 3.0500 38149M6Y4 5/11/2027 Stifel Toyota Finl Svgs BankHenderson NV CD 05/09/22 97.775000 245,000 245,000.00 3.2000 89235MNH0 5/17/2027 Stifel Morgan Stanley Bank NA- Salt
Lake City UT CD 05/16/22 97.874000 245,000 245,000.00 3.2500 61690UJ68 5/19/2027 Stifel Morgan Stanley PVT BK NAPurchase NY CD 05/16/22 97.874000 245,000 245,000.00 3.2500 61768EJR5 5/19/2027 Stifel Discover BankGreenwood DE CD 05/20/22 97.755000 245,000 245,000.00 3.2000 254673E36 5/24/2027 Stifel Credit Union New Jersey -
Ewing NJ SHS CTF 06/25/24 100.358000 245,000 245,000.00 5.4611 22552BAA9 7/9/2027 Stifel Workers FEDL Credit UNLittleton MA SHS CTF 08/27/24 99.373000 245,000 245,000.00 4.0000 98138MCK4 8/30/2027 Stifel Vantage West CR UNTucson AZ SHS CTF 09/04/24 99.383000 245,000 245,000.00 4.0000 92213MAB7 9/13/2027 Stifel Ideal Credit UnionWoodbury MN SHS CTF 12/07/22 100.633000 245,000 245,000.00 4.5000 45157PAZ3 12/29/2027 Stifel Alliant Credit UnionChicago IL SHS CTF 12/20/22 101.532000 245,000 245,000.00 4.8500 01882MAA0 12/30/2027 Stifel Carter FEDL CR UNSpringhill LA SHS CTF 01/14/25 99.788000 245,000 245,000.00 4.2000 14622LAW2 1/28/2028 Stifel Telco Plus CR UnLongview TX SHS CTF 02/03/25 99.942000 245,000 245,000.00 4.2500 87921MAA2 2/18/2028 Stifel Merrick BankSouth Jordan UT CD 02/18/25 99.916000 245,000 245,000.00 4.2500 59013K4U7 2/28/2028 Stifel

Investment Portfolio as of
February 2025
Issuer
Purchase
Date
Market Price Per
Share Qty
Total Original Cost
Value Coupon CUSIP Maturity Trustee
Valley Natl BankPassaic NJ CD 02/27/25 100.000000 245,000 $ 245,000.00 4.2500 919853QC8 3/6/2028 Stifel Cornerstone BankFargo ND CD 05/01/23 102.567600 245,000 245,000.00 - 219232CR4 5/10/2028 Stifel First FEDL S&L ASSN -
Lakewood OH CD 06/20/24 100.634000 245,000 245,000.00 5.3589 32023HBV9 6/28/2028 Stifel Texas Exchange Bank SSBCrowley TX CD 10/28/24 99.317000 245,000 245,000.00 4.0500 88241TUA6 7/12/2028 Stifel CY Fair FCUHouston TX SHS CTF 06/26/23 100.315000 245,000 245,000.00 5.3000 23248UAC1 7/14/2028 Stifel Numerica Credit Union-Spokane
VLY WA SHS CTF 07/12/23 102.616000 245,000 245,000.00 5.1000 67054NBK8 7/31/2028 Stifel GHS FED CR UN- Binghamton
NY SHS CTF 08/02/23 100.082000 245,000 245,000.00 5.6000 36266LAB2 8/17/2028 Stifel Tucson FEDL CR UNTucson AZ CD 09/01/23 102.395000 245,000 245,000.00 5.0000 898812AC6 9/8/2028 Stifel Money One FCULargo MD SHS CTF 09/01/23 102.406000 245,000 245,000.00 5.0000 60936TAL3 9/14/2028 Stifel San Francisco FEDL CR UNSan Francisco CA SHS 11/20/24 99.946000 245,000 245,000.00 4.2500 79772FAL0 11/27/2028 Stifel Bridgewater Bank -
Bloomington MN CD 06/20/24 100.068000 245,000 245,000.00 5.3500 108622PX3 6/28/2029 Stifel ClearPath FED CR UN -
Burbank CA SHS CTF 07/09/24 100.397000 245,000 245,000.00 5.4000 18507MAD3 7/30/2029 Stifel Altaone FED CR UN -
Ridgecrest CA SHS CTF 8/27/2024 98.292000 245,000 245,000 3.8500 02157RAC1 9/13/2029 Stifel Freedom Northwest CR UN 12/23/2024 99.477000 245,000 245,000.00 4.1200 356436AV7 12/31/2029 Stifel JP Morgan Chase Bank NAColumbus OH CD 01/24/25 100.351000 245,000 245,000.00 4.7500 46657VWH9 1/31/2030 Stifel Total Certificates of Deposit 19,110,000 $ 19,110,000.00 53,040,000 $ 52,937,936.13
- 20,837.34
Stifel Total Value of Portfolio 53,040,000 $ 52,958,773.47 Stifel Cash
Stifel Securities

Qty Purch Date Maturity
Date of
Disposition
Share Price at
Purchase Date Net Trade Amount Cost Basis Value Market Value Accrued Interest Issuer CUSIP Held by 2,450 02/03/25 2/18/2028 100.000000 $ 245,000.00 $ 245,000.00 $ 245,000.00 Telco Plus CR UnLongview TX SHS CTF 87921MAA2 Stifel
10,000 02/18/25 2/25/2028 100.000000 1,000,000 1,000,000 1,000,000 FEDL Home Loan Bank Bond 3130B4YQ8 Stifel 2,450 02/18/25 2/28/2028 100.000000 245,000 245,000 245,000 Merrick BankSouth Jordan UT CD 59013K4U7 Stifel
2,450 02/27/25 3/6/2028 100.000000 245,000 245,000 245,000 Valley Natl BankPassaic NJ CD 919853QC8 Stifel
Total $ 1,735,000.00 $ 1,735,000.00 $ 1,735,000.00 -
Qty Purch Date Maturity
Date of
Disposition
Share Price at Sale /
Maturity Date Original Cost Value
Par Value at
Sale/Maturity
Gain / (Loss) on Sale
/ Redemption
Interest Earnings
Since Purchase Issuer CUSIP Held by
2,450 03/03/22 2/14/2025 2/14/2025 100.000000 $ 249,000.00 $ 249,000.00 $ - $ 13,642.93 Live Oak Bkg Co -
Wilmington NC CD 538036HW7 Stifel
10,000 05/09/23 5/15/2028 2/18/2025 100.000000 1,000,000.00 1,000,000.00 - 88,375.00 FEDL Home Loan Bank Bond 3130AVZG0 Stifel 2,450 01/04/23 7/18/2025 2/19/2025 100.000000 245,000.00 245,000.00 - 26,085.49 Valley Strong CR UNBakersfield CA SHS CTF 920133AL9 Stifel 2,450 02/13/24 2/21/2025 2/21/2025 100.000000 245,000.00 245,000.00 - 12,827.24 Corp America Family CUElgin IL CD 219873AA4 Stifel
2,450 02/06/23 2/21/2025 2/21/2025 100.000000 245,000.00 245,000.00 - 24,921.57 Sound CR UNTacoma WA ShS CTF 83616HAC8 Stifel
10,000 02/20/24 2/23/2029 2/24/2025 100.000000 1,000,000.00 1,000,000.00 - 52,500.00 FEDL Home Loan MTG Corp -
Medium Term Note 3134H1TX1 Stifel
10,000 02/22/24 2/23/2029 2/24/2025 100.000000 1,000,000.00 1,000,000.00 - 50,000.00 FEDL Home Loan MTG Corp -
Medium Term Note 3134H1UK7 Stifel
Total $ 3,984,000.00 $ 3,984,000.00 $ - $ 268,352.23
Period Interest Revenue
Previous Month $206,603.43
Previous 12 mos. $2,898,879.78

CITY OF COVINA
Investment Transaction Summary
for the Month Ended February 28, 2025
Purchased Investments
Net Revenue Analysis - for Period Ending Feb 28, 2025
Sold/Matured Investments

Local Agency Investment Fund
P.O. Box 942809
Sacramento, CA 94209-0001
(916) 653-3001
March 10, 2025
LAIF Home
PMIA Average Monthly
Yields

CITY OF COVINA

CITY TREASURER
125 E. COLLEGE STREET
COVINA, CA 91723-2199
Account Number: 98-19-219
February 2025 Statement
Tran Type Definitions
Effective
Date
Transaction
Date
Tran
Type Confirm
Number
Web
Confirm
Number Authorized Caller Amount
2/13/2025 2/12/2025 RW 1768652 1729215 BEI ZOU -2,000,000.00 2/25/2025 2/25/2025 RD 1768947 1729512 BEI ZOU 2,000,000.00 Account Summary
Total Deposit: 2,000,000.00 Beginning Balance: 33,650,961.85 Total Withdrawal: -2,000,000.00 Ending Balance: 33,650,961.85 3/10/25, 4:20 PM LAIF Regular Monthly Statement
https://laifms.treasurer.ca.gov/RegularStatement.aspx 1/1 Attachment A-4

Statement Total
Balance Percentage
Cash Balances $7,736,257 7.93%
Local Agency Investment Fund 33,650,962 34.50%
Treasury / Agency 33,827,936 34.69%
Certificate of Deposits 19,110,000 19.59%
Funds Held by Bond Trustees 3,202,136 3.28%
Total $97,527,291 100.00%

CITY OF COVINA
Cash & Investment Holdings by Type as of February 28, 2025 *Average Investment coupon rate: 4.29% (based on weighted average of Original Cost Value) Cash Balances, 7.93%
Local Agency Investment
Fund, 34.50%
Treasury / Agency, 34.69%
Certificate of Deposits,

19.59%
Funds Held by Bond
Trustees, 3.28%

HOLDINGS BY TYPE
Attachment A-5 City

CASH AND INVESTMENT BALANCE 1/31/2025 $651,984.01
RECEIPTS 2/1/25-2/28/25 -

DISBURSEMENTS 2/1/25-2/28/25 -
CASH AND INVESTMENT BALANCE 2/28/2025 $651,984.01

ANALYSIS OF CASH AND INVESTMENT BALANCE
CHECKING ACCOUNT $73,817.64
LOCAL AGENCY INVESTMENT FUND Attachment A-6 578,166.37
AVAILABLE CASH BALANCES $651,984.01
CASH HELD BY BOND TRUSTEES 0.00
TOTAL CASH AND INVESTMENT / BOND TRUSTEE CASH BALANCE 2/28/2025 $651,984.01 FOR THE MONTH ENDED FEBRUARY 28, 2025

SUCCESSOR AGENCY TO THE COVINA REDEVELOPMENT AGENCY INVESTMENT REPORT Attachment A- Agency

BANK ACQUISITION MARKET

TYPE OF INVESTMENT ISSUER VALUE DATE DATE VALUE
Successor Agency to the Covina Redevelopment Agency:

Checking Account BMO $73,817.64 N/A Demand $73,817.64
Local Agency Investment Fund State of California 578,166.37 Demand 578,166.37 Subtotal (A) $651,984.01 $651,984.01
Cash Held With 3rd Party Administrator:
(1) 2013 Series A Tax Allocation Bonds U.S. Bank* $0.00 N/A Demand ($0.00) Fiscal Agent: U.S. Bank
(2) 2014 Series A Tax Allocation Bonds U.S. Bank* 0.00 N/A Demand 0.00 Fiscal Agent: U.S. Bank
(3) 2004 Series B Tax Allocation Bonds U.S. Bank* 0.00 N/A Demand 0.00 Fiscal Agent: U.S. Bank
Subtotal (B) ($0.00) ($0.00)
TOTAL (A+B) $651,984.01 $651,984.01
* Formerly BNY Mellon

SUCCESSOR AGENCY TO THE COVINA REDEVELOPMENT AGENCY

CASH AND INVESTMENT SUMMARY
FOR THE MONTH ENDED FEBRUARY 28, 2025
The purpose of this schedule is to show the total cash and investments held by the Successor Agency to the Covina Redevelopment Agency by account.

Local Agency Investment Fund
P.O. Box 942809
Sacramento, CA 94209-0001
(916) 653-3001
March 10, 2025
LAIF Home
PMIA Average Monthly
Yields

S/A CITY OF COVINA FOR COVINA

REDEVELOPMENT AGENCY

FINANCE DIRECTOR
125 EAST COLLEGE STREET
COVINA, CA 91723-2199
Account Number: 65-19-007
February 2025 Statement
Tran Type Definitions
Account Summary
Total Deposit: 0.00 Beginning Balance: 578,166.37
Total Withdrawal: 0.00 Ending Balance: 578,166.37
3/10/25, 4:19 PM LAIF Regular Monthly Statement
https://laifms.treasurer.ca.gov/RegularStatement.aspx 1/1 Attachment A-6

Quarter
Ending City Agency*
2/28/2023 $87,238,973 $3,620,670
2/29/2024 $98,451,657 $623,663
2/28/2025. $97,527,291 $651,984

CITY OF COVINA AND SUCCESSOR AGENCY TO THE COVINA REDEVELOPMENT AGENCY Cash and Investments Three Year Comparison as of February 28, 2025 The purpose of this schedule is to show, for comparison purposes, the total cash and investment values for the last 3 years. *Successor Agency to Covina Redevelopment Agency
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
$80,000,000
$90,000,000
$100,000,000
2/28/2023 2/29/2024 2/28/2025.
$87,238,973
$98,451,657
$97,527,291
$3,620,670 $623,663 $651,984
MONTH ENDING FEB 28, 2025
City of Covina & Agency* Total Cash & Investments
Three Year Comparison
City Agency*
sdsdad
Attachment A-7 City Agency

Carrying Cost Plus
Description Accrued Interest Purch. Fair Value Accrued Interest United States Treasury:

Bills $ 39,875,097,778.62 $ 40,262,411,768.50 NA
Notes $ 43,246,461,455.19 $ 43,349,665,677.00 $ 351,109,755.50 Federal Agency:

SBA $ 212,841,361.59 $ 214,362,681.26 $ 941,499.05
MBS-REMICs $ 1,187,711.83 $ 1,175,922.60 $ 5,181.29
Debentures $ 7,376,297,383.29 $ 7,364,904,300.00 $ 87,236,357.50 Debentures FR $ - $ - $ -
Debentures CL $ 2,650,000,000.00 $ 2,653,351,000.00 $ 33,260,908.00 Discount Notes $ 29,506,976,618.08 $ 29,836,034,500.00 NA Supranational Debentures $ 3,143,641,256.75 $ 3,135,707,000.00 $ 29,120,627.00 Supranational Debentures FR $ - $ - $ -
CDs and YCDs FR $ - $ - $ -
Bank Notes
CDs and YCDs $ 14,450,000,000.00 $ 14,449,207,094.59 $ 184,331,090.32 Commercial Paper $ 10,144,454,527.73 $ 10,268,769,222.26 NA Corporate:

Bonds FR $ - $ - $ -
Bonds $ 890,209,708.25 $ 884,909,515.00 $ 8,117,375.40
Repurchase Agreements $ - $ - $ -
Reverse Repurchase $ - $ - $ -
Time Deposits $ 5,074,500,000.00 $ 5,074,500,000.00 NA
PMIA & GF Loans $ 225,114,000.00 $ 225,114,000.00 NA
TOTAL $ 156,796,781,801.33 $ 157,720,112,681.21 $ 694,122,794.06 Fair Value Including Accrued Interest $ 158,414,235,475.27 Repurchase Agreements, Time Deposits, PMIA & General Fund loans, and Reverse Repurchase agreements are carried at portfolio book value (carrying cost).

State of California
Pooled Money Investment Account
Market Valuation
2/28/2025
Attachment A-8

CC Regular Meeting

AGENDA ITEM REPORT
ITEM NO. CC 4
Meeting: March 18, 2025
Title: Second Amendment to Professional Services Agreement with Five Point Design for OnCall Consulting and Landscape Plan Check Services Presented by: Brian K. Lee, AICP, Deputy City Manager/Director of Community Development Recommendation: Approve Second Amendment to Professional Services Agreement with Five Point Design.

EXECUTIVE SUMMARY:

On September 21, 2021, the City Council approved a Professional Services Agreement with Five Point Design (“Five Point”), to perform on-call plan check services for landscape reviews and general landscape-related professional services. On November 19, 2024, the City Council approved the First Amendment to the Professional Services Agreement, extending the term of the agreement, amending Exhibit A – Fee Schedule, and increasing compensation to $45,000. During the term of this agreement, Five Point has demonstrated a strong ability to assist the City in its design of capital improvement projects and in its review of private development projects. As a result, it is recommended that the City Council consider amending the professional services agreement to extend the term through June 30, 2026, and increasing the compensation amount to a not-to-exceed amount of $95,000.

BACKGROUND/DISCUSSION
Five Point Design has produced timely, high-quality reviews, punctuality, and availability, and demonstrates clear knowledge of the field. The Principal of Five Point Design, Jaime Yamashita, has provided services to the department for multiple large-scale projects including the Covina Bowl Residential Development, Zest Residential Development, and assistance with Covina Recreation Village such as the design of the native gardens.

Continuing the use of specialized landscape-related services facilitates the planning review and building permit process and allows a speedy and quality plan check for projects handled by city staff.

On a case-by-case basis, the Public Works Department also utilizes Five Point Design’s services for on-call support of city-initiated capital projects under this Professional Services Agreement. As anticipated, Five Point will assist in the landscape design component of the Future Recreation Village/FAIR District Park Access and Connectivity project located at 319 E Front Street. It is expected that work on this project will get underway later this spring following the close of escrow to acquire the property.

FISCAL IMPACT:

Adequate compensation for Five Point Design on-call consulting is appropriated in FY2024/25 (1010 4000 51005: Community Development–Admin, Planning, and Engineering Consulting) and will be included in the FY 2025/26 operating budget in the same account. Landscape plan check services are supported by the City’s user fees, which includes fees for landscape review ranging from $354 for a residential project design review to $1,330 for a larger-scale project “Project Over 3 Acres”. Fees collected are deposited into Planning Division’s “Plan Review” revenue account 1010-4010-43400. In considering the rate for the selected consultant (see “Exhibit A”), the cost for consultant services will not exceed revenue collected for “landscape plan check” services provided to the public.

CEQA (CALIFORNIA ENVIRONMENTAL QUALITY ACT):

This action is not a project within the meaning of Section 15378 of the State of California Environmental Quality Act (“CEQA”) Guidelines, because it has no potential to result in physical change in the environment, directly or indirectly.

Respectfully submitted,

ATTACHMENT A

SECOND AMENDMENT TO AGREEMENT BETWEEN THE CITY OF COVINA AND

FIVE POINT DESIGN FOR ON-CALL CONSULTING AND LANDSCAPE PLAN

CHECK SERVICES
THIS SECOND AMENDMENT is made and entered into as of March 18, 2025, by and between the City of Covina, a California municipal corporation (hereinafter referred to as “City”), and Five Point Design, a Sole Proprietor, (hereinafter referred to as "Consultant"). In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows:

1. This SECOND Amendment is made with the respect to the following facts and purposes:
a. On September 21, 2021, the City and Consultant entered into that certain Professional Services Agreement for professional landscape architect services for an amount not to exceed $25,000.
b. On November 19, 2024, the City and Consultant extended the term of agreement to June 30, 2025, and increased the compensation limit for a new total compensation not-to-exceed $45,000.00
c. The parties now desire to extend the term of the agreement to June 30, 2026, Increase compensation by $50,000 for a new compensation amount not to exceed $95,000.00, and modify Exhibit A to the agreement “Scope of work and hourly rate” to account for FY25-26 rates; Amending the Agreement as set forth in this Amendment.

2. Section 1 of the Agreement entitled “Term of Agreement” is hereby amended to read as follows:
“The term of this Agreement shall be from the Effective Date through June 30, 2026, unless sooner terminated as provided in Section 13 of this Agreement.”

3. Section 2(a) of the Agreement entitled “Compensation” is hereby amended to read as follows:
“As full compensation for Consultant’s services provided under this Agreement, City shall pay Consultant a sum not to exceed Ninety Five Thousand Dollars ($95,000) (“The maximum compensation”), based on the hourly rates set forth in the Approved Fee Schedule, attached herto as Exhibit A. Any terms in Exhibit A, other than the payment rates and schedule of payment, are null and void.”

4. Exhibit “A” to the Agreement is hereby amended by adding thereto the items set forth on Attachment “A” to this Amendment, which is attached hereto and incorporated herein as though set forth in full.

5. Except for the changes specifically set forth herein, all other terms and conditions of the Agreement shall remain in full force and effect.

2 The parties, through their duly authorized representatives, are signing this SECOND Amendment on the date stated in the introductory clause.

City:

City of Covina,
a California municipal corporation
By:

Name: Chris Marcarello
Title: City Manager
ATTEST:

By:

Name: Fabian Velez
Title: Chief Deputy City Clerk
Consultant:

Five Point Design
a Sole Proprietorship
By:

Name: Jaime Yamashita
Title: Primary Landscape Architect
(Two signatures of corporate officers required
for corporations under Corporations Code
Section 313, unless corporate documents
authorize only one person to sign this
Agreement on behalf of the corporation.)

3 ATTACHMENT A
Attached hereto and incorporated herein is the additional scope of work and associated cost as provided by the Consultant.

CC Regular Meeting

AGENDA ITEM REPORT
ITEM NO. CC 5
Meeting: March 18, 2025
Title: First Amendment to Professional Services Agreement with Evan Brooks Associates, Inc., for On-Call Grant Support Services
Presented by: Brian K. Lee, AICP, Deputy City Manager/Director of Community Development Recommendation: Approve First Amendment to Professional Services Agreement with Evan Brooks Associates
EXECUTIVE SUMMARY:

On July 1, 2023, the City entered into a professional services agreement with Evan Brooks Associates, Inc. (“EBA”), to perform on-call grant supportive services for the Community Development Department. During the term of this agreement, EBA has assisted the City in its efforts to obtain external grant resources that expedite the delivery of capital improvements and leverage limited local funds. As a result of this success, it is recommended that the City Council consider amending the professional services agreement with EBA to extend the term through June 30, 2026, and increasing the compensation amount to a not-to-exceed amount of $75,000.

BACKGROUND/DISCUSSION
EBA has maintained an excellent track record with the City of Covina in its ability to secure competitive funding for city-initiated projects. Examples of recently awarded funding include the $4,000,000 Omnibus/Federal Appropriation for the Metrolink Access and Connectivity Project, a $5,377,020 grant awarded by the California State Library for the Covina Recreation Village Project, and a $190,000 grant award for the Royal Oak Middle School Greening and Forestry Plan (awarded through CalFIRE). This First Amendment proposes to modify the professional services agreement to extend the term through June 30, 2026 and increase the compensation limit by $55,000 for a total not-to-exceed amount of $75,000.

The grant supportive consulting services offered by EBA are provided on a case-by-case basis as requested by Community Development Department. Examples of grant-supportive services include assessing grant competitiveness and assisting with funding strategy for city-initiated projects, as well as providing targeted grant research for projects specifically identified by our personnel, such as the Royal Oak Middle School Urban Greening Plan and the Covina Recreation Village (Park, Library, and Gymnasium) Project. EBA has also provided the city with post-award support, for example, working with Caltrans to satisfy pre-award eligibility requirements for the Metrolink Access and Connectivity Project funding.

Additionally, it is anticipated that on-call supportive services will continue as the City explores new grant funding opportunities for its capital improvement program. One such example includes assessing the City’s competitiveness for the “Arts and California Parks” program to create art murals at the Covina Recreation Village site. Other project could include the City and Charter Oak Unified School Districts’ pursuit of implementation grant funds for the Royal Oak Middle School Urban and greening Forestry Plan.

FISCAL IMPACT:

The new proposed compensation limit would provide adequate compensation for the remainder of FY25 and the entirety of FY26. Adequate appropriations for this item exist in the FY2024/25 budget (1010-4000-51005, Community Development – Administration and Planning Consulting) and will be appropriated within the FY 2025/26 operating budget under the same account.

CEQA (CALIFORNIA ENVIRONMENTAL QUALITY ACT):

This action is not a project within the meaning of Section 15378 of the State of California Environmental Quality Act (“CEQA”) Guidelines because it has no potential to result in physical change in the environment, directly or indirectly.

Respectfully submitted,

ATTACHMENT A

FIRST AMENDMENT TO AGREEMENT BETWEEN THE CITY OF COVINA AND EVAN BOOKS ASSOCIATES, INC., DBA “EBA” FOR ON CALL GRANT

CONSULTING
THIS FIRST AMENDMENT is made and entered into as of March 18, 2025, by and between the City of Covina, a California municipal corporation (hereinafter referred to as “City”), and EBA, Inc., a California Corporation (hereinafter referred to as "Consultant"). In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows:

1. This FIRST Amendment is made with the respect to the following facts and purposes:
a. On July 1, 2023, the City and Consultant entered into that certain Professional Services Agreement for on-call professional grant supportive consulting services in the amount of $24,000.00.
b. The parties now desire to extend the term of the agreement to June 30, 2026, and increase the compensation in the amount of $55,000 for a new total agreement amount not to exceed $75,000.00 as set forth in this Amendment to Agreement.

2. Section one of the Agreement entitled “TERM” is hereby amended to read as follows:
“The term of this Agreement shall be from the Effective Date through June 30, 2026, unless sooner terminated as provided in Section 14 of this Agreement.The City may, upon mutual agreement, extend the contract for one additional one-year term.”

3. Paragraph A of Section two of the Agreement entitled “COMPENSATION” is hereby amended to read as follows:

A. Compensation. As full compensation for Consultant’s services provided under this Agreement, City shall pay Consultant the total flat sum of Seventy Five Thousand Dollars ($75,000.00) (the “maximum compensation”), as set forth in the Approved Fee Schedule, attached hereto as Exhibit A. Any terms in Exhibit A, other than the payment rates and schedule of payment, are null and void.

Except for the changes specifically set forth herein, all other terms and conditions of the Agreement shall remain in full force and effect.

The parties, through their duly authorized representatives, are signing this FIRST Amendment on the date stated in the introductory clause.

2 City:

City of Covina,
a California municipal corporation
By:

Name: Chris Marcarello
Title: City Manager
ATTEST:

By:

Name: Fabian Velez
Title: Chief Deputy City Clerk
Consultant:
[Consultant’s Legal Name],
a [Legal Form of Entity]
By:

Name: Hal Suetsugu
Title: President/Owner
By:

Name: Melissa Shu
Title: Corporate Secretary
(Two signatures of corporate officers required
for corporations under Corporations Code
Section 313, unless corporate documents
authorize only one person to sign this
Agreement on behalf of the corporation.)

CC Regular Meeting

AGENDA ITEM REPORT
ITEM NO. CC 6
Meeting: March 18, 2025
Title: SB 341 Compliance Report on the Housing Successor Agency Low and Moderate Income Housing Asset Fund
Presented by: Brian K. Lee, AICP, Deputy City Manager/Director of Community Development Recommendation: Receive and file the report.

EXECUTIVE SUMMARY:

On January 1, 2014, Senate Bill 341 (SB 341) became effective, requiring each housing successor agency that assumed the housing functions of a former redevelopment agency to post a report on its website containing information regarding the Housing Successor Low- and Moderate-Income Housing Asset Fund (Fund) for the previous fiscal year.

The reporting requirements have been amended twice. In 2015, Assembly Bill 1793 (Chapter 672, Statutes of 2014, effective January 2015) amended Health & Safety Code Section 34176.1(f) to add new provisions now numbered as 34176.1(f)(13)(A)-(D). In 2016, Senate Bill 107 (Chapter 325, Statutes of 2015, effective January 2016) amended Health & Safety Code Section 34176.1(f) to add a new reporting item number 1 and revise reporting item number 2. The reporting requirements are attached as Attachment A.

In addition, the housing successor agency is required to conduct and provide an independent financial audit of the Fund within six months of the end of the fiscal year. The audit may be included as part of the City’s independent financial audit.

DISCUSSION:

The Fund is included in the City’s annual independent financial audit which was submitted to the Covina City Council on January 21, 2025, and by memo to the Covina Housing Authority Board to follow. The audited financial reports are included as part of the Annual Comprehensive Financial Report (ACFR) and posted on the City’s website at www.covinaca.gov.

The Covina Housing Authority SB 341 Compliance Report (Report) is attached as Attachment B. The Report includes specified housing financial and activity information and will be submitted as an addendum to the Annual Progress Report (APR) which is submitted to the California Department of Housing and Community Development (HCD) pursuant to State housing law, by April 1.

It should be noted that the encumbered Excess Surplus funds was not reflected on the total fund balance and corrections were made to this Report to reflect the encumbered Excess Surplus funds made in Fiscal Years 2021- 2022 and 2022-2023. Summary of changes is footnoted within the Report.

FISCAL IMPACT:

None.

CEQA (CALIFORNIA ENVIRONMENTAL QUALITY ACT):

This activity will not result in a reasonably foreseeable change to the physical environment; it is exempt from CEQA under State CEQA Guidelines 15061 (b) (3) and does not constitute a project.

Respectfully submitted,

2016 Change to Annual Report Requirements for Housing Successors to Redevelopment Agencies Senate Bill 107 (Chapter 325, Statutes of 2015, effective January 2016) amended Health & Safety Code Section 34176.1(f) to add a new reporting item (number 1) and revise reporting item 2.

HCD Note: SB 107 amendments are reflected in red. When new requirements are imposed that an agency cannot typically meet in the same calendar or fiscal year in which the statutory change took effect (e.g. year 2016 for SB 107) for good cause (e.g. additional time and/or resources are needed to comply with new requirements), HCD’s practice is that the agency compliance due date can fall in the next calendar or fiscal year (e.g. year 2017) following the year the statutory change took effect.

Successor Entity Reporting
Senate Bill 341 (Chapter 796, Statutes of 2013) previously amended Health & Safety Code Section 34176 to address particular provisions and functions relating to former “redevelopment agencies” and new “housing successor” entities allowed to elect and assume particular functions of redevelopment agencies (RDAs) dissolved in 2012. A housing successor entity can include a local Public Housing Authority when a city or county elects not to become the housing successor entity.

SB 341 eliminated the former redevelopment agency annual report requirement due to both the Department of Housing and Community Development (HCD) and State Controller while RDAs were active.

All successor housing entities, starting with the FY ending in 2014, are required to comply with different annual report requirements within six months after the end of each fiscal year (FY). One requirement is to provide an independent financial audit to the legislative body. Another requirement is for a city or county housing successor to report housing financial and activity information by:
(1) including specified information with the housing element Annual Progress Report (APR) required to be annually submitted to HCD by April 1 pursuant to State housing law in reporting progress in implementing the housing element. (NOTE: Successor entity reporting data required to included with APR can be a paper report identified as an addendum to the APR. The separate housing fund data report can be attached to the APR or sent separately to HCD) and
(2) posting specified information on the jurisdiction’s website.

Following are current annual report requirements last amended in 2015 described in H&SC section 34176.1 beginning with subsection (f) [note: reference to Section 33080.1 relates to former RDAs]:

H&SC 34176.1:
(f) Section 33080.1 of this code and Section 12463.3 of the Government Code shall not apply. Instead, the housing successor shall conduct, and shall provide to its governing body, an independent financial audit of the Low and Moderate Income Housing Asset Fund within six months after the end of each fiscal year, which may be included in the independent financial audit of the host jurisdiction. If the housing successor is a city or county, it shall also include in its report pursuant to Section 65400 of the Government Code and post on its Internet Web site all of the following information for the previous fiscal year. If the housing successor is not a city or county, it shall also provide to its governing body and post on its Internet Web site all of the following information for the previous fiscal year:
(1) The amount the city, county, or city and county received pursuant to subparagraph (A) of paragraph (3) of subdivision (b) of Section 34191.4.
(2) The amount deposited to the Low and Moderate Income Housing Asset Fund, distinguishing between amounts deposited pursuant to subparagraphs (B) and (C) of paragraph (3) of subdivision (b) of Section 34191.4, amounts deposited for other items listed on the Recognized Obligation Payment Schedule, and other amounts deposited.
(3) A statement of the balance in the fund as of the close of the fiscal year, distinguishing any amounts held for items listed on the Recognized Obligation Payment Schedule from other amounts. (4) A description of expenditures from the fund by category, including, but not limited to, expenditures (A) for monitoring and preserving the long-term affordability of units subject to affordability restrictions or covenants entered into by the redevelopment agency or the housing successor and administering the

ATTACHMENT A PAGE 1 OF 2
2016 Change to Annual Report Requirements for Housing Successors to Redevelopment Agencies activities described in paragraphs (2) and (3) of subdivision (a), (B) for homeless prevention and rapid rehousing services for the development of housing described in paragraph (2) of subdivision (a), and (C) for the development of housing pursuant to paragraph (3) of subdivision (a). (5) As described in paragraph (1) of subdivision (a), the statutory value of real property owned by the housing successor, the value of loans and grants receivable, and the sum of these two amounts. (6) A description of any transfers made pursuant to paragraph (2) of subdivision (c) in the previous fiscal year and, if still unencumbered, in earlier fiscal years and a description of and status update on any project for which transferred funds have been or will be expended if that project has not yet been placed in service.
(7) A description of any project for which the housing successor receives or holds property tax revenue pursuant to the Recognized Obligation Payment Schedule and the status of that project. (8) For interests in real property acquired by the former redevelopment agency prior to February 1, 2012, a status update on compliance with Section 33334.16. For interests in real property acquired on or after February 1, 2012, a status update on the project.
(9) A description of any outstanding obligations pursuant to Section 33413 that remained to transfer to the housing successor on February 1, 2012, of the housing successor’s progress in meeting those obligations, and of the housing successor’s plans to meet unmet obligations. In addition, the housing successor shall include in the report posted on its Internet Web site the implementation plans of the former redevelopment agency.
(10) The information required by subparagraph (B) of paragraph (3) of subdivision (a). (11) The percentage of units of deed-restricted rental housing restricted to seniors and assisted individually or jointly by the housing successor, its former redevelopment agency, and its host jurisdiction within the previous 10 years in relation to the aggregate number of units of deed-restricted rental housing assisted individually or jointly by the housing successor, its former redevelopment agency, and its host jurisdiction within the same time period.
(12) The amount of any excess surplus, the amount of time that the successor agency has had excess surplus, and the housing successor’s plan for eliminating the excess surplus. (13) An inventory of homeownership units assisted by the former redevelopment agency or the housing successor that are subject to covenants or restrictions or to an adopted program that protects the former redevelopment agency’s investment of moneys from the Low and Moderate Income Housing Fund pursuant to subdivision (f) of Section 33334.3. This inventory shall include all of the following information:
(A) The number of those units.
(B) In the first report pursuant to this subdivision, the number of units lost to the portfolio after February 1, 2012, and the reason or reasons for those losses. For all subsequent reports, the number of the units lost to the portfolio in the last fiscal year and the reason for those losses. (C) Any funds returned to the housing successor as part of an adopted program that protects the former redevelopment agency’s investment of moneys from the Low and Moderate Income Housing Fund. (D) Whether the housing successor has contracted with any outside entity for the management of the units and, if so, the identity of the entity.

ATTACHMENT A PAGE 2 OF 2
ATTACHMENT B Page 1 of 11
COVINA HOUSING AUTHORITY SB 341 COMPLIANCE REPORT
(ADDENDUM TO COVINA ANNUAL PROGRESS REPORT SUBMITTED TO HCD) Housing Successor Agency
Low- and Moderate-Income Housing Asset Fund
Specified Activity Information Pursuant to
California Health and Safety Code Section 34176.1
Year Ended June 30, 2024
The Covina Housing Authority was activated by the City of Covina on January 25, 2011 by Resolution 11-6926. On January 30, 2012, by Resolution 12-7045, the Covina City Council elected not to retain the housing assets and functions previously performed by the Covina Redevelopment Agency, which was dissolved pursuant to Part 1.85 of Division 24 of the California Health and Safety Code. All rights, powers, duties and obligations were transferred to the Covina Housing Authority. The Covina Housing Authority is the housing successor agency of the Covina Redevelopment Agency.

On January 1, 2014, Senate Bill 341 (SB 341) became effective, requiring each housing successor agency that assumed the housing functions of a former redevelopment agency to post a report on its website containing information regarding the Low- and Moderate-Income Housing Assets Fund (Fund or LMIHAF) of the housing successor for the previous fiscal year.

Assembly Bill 1793 (Chapter 672, Statutes of 2014, effective January 2015) amended Health & Safety Code Section 34176.1(f) and added new provisions now numbered as 34176.1(f)(13)(A)-(D).

Senate Bill 107 (Chapter 325, Statutes of 2015, effective January 2016) amended Health & Safety Code Section 34176.1(f) to add a new reporting requirement numbered as 34176.1(f)(1) and revise the reporting requirement numbered as 34176.1(f)(2).

In addition, the housing successor agency is required to conduct and provide to its governing body an independent financial audit of the Fund within six months of the end of the fiscal year. The audit may be included as part of the City’s independent financial audit.

The audit is included as part of the Annual Comprehensive Financial Report (ACFR) and is available on the City’s website at https://covinaca.gov/citydepartments/administrative-services/finance/. Following presentation to the City Council and the Housing Authority, a copy of the independent financial audit will be provided to the Covina Housing Authority Board (Board).

The remainder of this Compliance Report provides the information required under Health and Safety Code 34176.1(f):

1. Amounts Received and Deposited Pursuant to 34191.4(b)(3)(A): This section provides the total amount of funds paid to the City and the amount deposited into the

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LMIHAF allocable to 20% of the repayments on reinstated City/Agency loans per Section 34191.4.

2. Amount Deposited into LMIHF: This section provides the total amount of funds deposited into the LMIHAF during the Fiscal Year. Any amounts deposited for items listed on the Recognized Obligation Payment Schedule (ROPS) must be distinguished from the other amounts deposited.

3. Ending Balance of LMIHF: This section provides a statement of the balance in the LMIHAF as of the close of the Fiscal Year. Any amounts deposited for items listed on the ROPS must be distinguished from the other amounts deposited.

4. Description of Expenditures from LMIHF: This section provides a description of the expenditures made from the LMIHAF during the previous Fiscal Year. The expenditures are to be categorized by category, including, but not limited to, expenditures (A) for monitoring and preserving the long-term affordability of units subject to affordability restrictions or covenants entered into by the redevelopment agency or the housing successor and administering the activities described in paragraphs (2) and (3) of subdivision (a), (B) for homeless prevention and rapid rehousing services for the development of housing described in paragraph (2) of subdivision (a), and (C) for the development of housing pursuant to paragraph (3) of subdivision (a).

5. Statutory Value of Assets Owned by Housing Successor: This section provides the statutory value of real property owned by the Housing Successor, the value of loans and grants receivables, and the sum of these two amounts.

6. Description of Transfers: This section describes transfers, if any, to another housing successor agency made in previous Fiscal Year(s), including whether the funds are unencumbered and the status of projects, if any, for which the transferred LMIHAF will be used. The sole purpose of the transfers must be for the development of transit priority projects, permanent supportive housing, housing for agricultural employees or special needs housing.

7. Project Descriptions: This section describes any project for which the Housing Successor receives or holds property tax revenue pursuant to the ROPS and the status of that project.

8. Status of Compliance with Section 33334.16: This section provides a status update on compliance with Section 33334.16 for interests in real property acquired by the former redevelopment agency prior to February 1, 2012. For interests in real property acquired on or after February 1, 2012, provide a status update on the project.

9. Description of Outstanding Obligations under Section 33413: This section describes the outstanding inclusionary and replacement housing obligations, if any, under Section 33413 that remained outstanding prior to dissolution of the former redevelopment agency as of February 1, 2012 along with the Housing Successor’s progress in meeting those prior obligations, if any, of the former Redevelopment Agency and how the Housing Successor’s plans to meet unmet obligations, if any.

COVINA HOUSING AUTHORITY SB 341 COMPLIANCE REPORT
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10. Income Test: This section provides the information required by Section 34176.1(a)(3)(B), or a description of expenditures by income restriction for five year period, with the time period beginning January 1, 2014 and whether the statutory thresholds have been met.

11. Senior Housing Test: This section provides the percentage of units of deedrestricted rental housing restricted to seniors and assisted individually or jointly by the Housing Successor, its former Redevelopment Agency, and its host jurisdiction within the previous 10 years in relation to the aggregate number of units of deed-restricted rental housing assisted individually or jointly by the Housing Successor, its former Redevelopment Agency and its host jurisdiction within the same time period. For this Report the ten-year period reviewed is July 1, 2014 to June 30, 2024.

12. Excess Surplus Test: This section provides the amount of excess surplus in the LMIHAF, if any, and the length of time that the Housing Successor has had excess surplus, and the Housing Successor’s plan for eliminating the excess surplus.

13. Inventory of Homeownership Units: This section provides a summary of covenanted homeownership units assisted by the former Redevelopment Agency or the Housing Successor that include an equity sharing and repayment provisions, including (a) number of units; (b) number of units lost to the portfolio in the last fiscal year and the reason for those losses, and (c) any funds returned to the housing successor pursuant to losses or repayments.

1. AMOUNTS RECEIVED AND DEPOSITED PURSUANT TO 34191.4(b)(3)(A) Loan repayment received by the City. $0.00
TOTAL $0.00

2. AMOUNTS DEPOSITED TO THE LOW- AND MODERATE-INCOME

HOUSING ASSET FUND
Amount deposited to the Low and Moderate Income
Housing Asset Fund for item listed on the
Recognized Obligation Payment Schedule (ROPS)
pursuant to H&S Code 34191.4 (b)(3)(B)(C)
$0.00
Amount deposited to the Low and Moderate Income
Housing Asset Fund from sources other than ROPS
$0.00
Interest earned $129,992.24
TOTAL $129,992.24

COVINA HOUSING AUTHORITY SB 341 COMPLIANCE REPORT
ATTACHMENT B PAGE 4 OF 11

3. ENDING BALANCE OF LMIHAF
Recognized Obligation Payment Schedule amount $0.00
Other amounts $3,060.746.05
TOTAL $3,060.746.05

4. DESCRIPTION OF EXPENDITURES FROM LMIHAF
(A) Monitoring/preserving long-term affordability
and administration expenditures
$267,932.36
(B) Homeless prevention/rapid rehousing $236,511.05
(C) Housing development $22,511.67
TOTAL $526,955.08
The Housing Successor is allowed to spend up to the greater of $200,000 or 5% of the outstanding loans or other receivables plus the statutory value of any land owned. (defined and calculated in Section 5), which totals $335,241.26 Monitoring and Administration Expenditures.

5. STATUTORY VALUE OF ASSETS OWNED BY HOUSING SUCCESSOR IN LMIHAF
Under the Dissolution Law and for purposes of this Report, the “statutory value of real property” means the value of properties formerly held by the former Redevelopment Agency as listed on the housing asset transfer schedule approved by the Department of Finance as listed in such schedule under Section 34176(a)(2), the value of the properties transferred to the Housing Successor pursuant to Section 34181(f), and the purchase price of property(ies) purchased by the Housing Successor. Further, the value of loans and grants receivable is included in these reported assets held in the LMIHAF.

The following provides the statutory value of assets owned by the Housing Successor.

Real Property $425,610
Assets held for resale $0.00
Loans receivable* $6,279,215.20
TOTAL $6,704,825.20
*Note: of the Loans Receivable listed, $1,537,215.20 is considered “uncollectible” due to the forgiveness feature of these loans1

1 ACFR for year ending June 30, 2024

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6. DESCRIPTION OF TRANSFERS
The Housing Successor did not make any LMIHAF transfers to other Housing Successor(s) under Section 34176.1(c)(2) during the Fiscal Year.

7. PROJECT DESCRIPTIONS
The Housing Successor does not receive or hold property tax revenue for a project pursuant to the ROPS.

8. STATUS OF COMPLIANCE WITH SECTION 33334.16
Section 34176.1 provides that Section 33334.16 does not apply to interests in real property acquired by the Housing Successor on or after February 1, 2012. Section 33334.16 applies to the interest in real property acquired using moneys from the Lowand Moderate-Income Housing Fund before 2012, and requires that the agency shall, within five years from the date it first acquires the property interest for the development of housing affordable to persons and families of low and moderate income, initiate activities consistent with the development of the property for that purpose.

Property Received From the Former Redevelopment Agency Prior to February 1, 2012:

APN Date
Acquired
DOF Transfer
Approval
Original Cost Status
8434-002-904 July 27, 2004 Feb. 21, 2013 $425,610 In use as transitional
housing
8445-001-918 May 20, 2005.

Time
extension
obtained on
May 18, 2010
Feb. 21, 2013 $730,200 Entered into
DDA to sell
property on
March 1, 2011.

Sale completed
on March 3,
2014
Property Acquired On or After February 1, 2012:

Not Applicable. The Housing Successor has not acquired any properties after February 1, 2012.

9. DESCRIPTION OF OUTSTANDING OBLIGATIONS PURSUANT TO SECTION 33413

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Replacement Housing: According to the 2010 – 2014 Implementation Plan for the former redevelopment agency, no Section 33413(a) replacement housing obligations were transferred to the Housing Successor.

Inclusionary / Production Housing. According to the 2010 – 2014 Implementation Plan for the former redevelopment agency, no Section 33413(b) inclusionary/production housing obligations were transferred to the Housing Successor.

The former redevelopment agency’s Implementation Plans are posted on the City’s website.

Outstanding obligations pursuant to Section 33413 that
remain to transfer to the Housing Successor on February 1, 2012
None
Unmet obligations None

10. INCOME TARGETING TEST
The information required by subparagraph (B) of paragraph (3) of subdivision (a).

The housing successor shall expend all funds remaining in the Low and Moderate Income Housing Asset Fund after the expenditures allowed (monitoring and homeless services) for the development of housing affordable and occupied by households earning 80 percent or less of the area median income, with at least 30 percent of these remaining funds expended for the development of rental housing affordable to and occupied by households earning 30 percent or less of the area median income and no more than 20 percent of these remaining funds expended for the development of housing affordable to and occupied by households earning between 60 percent and 80 percent of the area median income. A housing successor shall demonstrate in the annual report described in subdivision (f), for 2019, and every five years thereafter, that the housing successor's expenditures from January 1, 2014, through the end of the latest fiscal year covered in the report comply with the requirements of this subparagraph.

COVINA HOUSING AUTHORITY SB 341 COMPLIANCE REPORT
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120% Housing Asset Fund Expenditure Limitations
100% AMI between 20%
Owner- 60-80%
80% Occupied
70% 50%
60% Below 60 %
AMI
40%
30%
20% Rental 30% 30% or below 30%
AMI
0%
Housing Type Affordability
Failure to comply with the extremely low income requirement in any 5-year reporting period will result in the Housing Authority having to ensure that 50% of remaining funds be spent on extremely low income rental units until in compliance. Exceeding the expenditure limit for households earning between 60% and 80% of the AMI in any 5-year reporting period will result in the Housing Authority not being able to expend any funds on these income categories until in compliance.

The Housing Authority had administrative, monitoring, housing and development expenses in the period from July 1, 2023 to June 30, 2024. The five-year report follows:

LMIHAF Spent on
Rental Housing for
Extremely-Low
Income
Households
LMIHAF spent on
Households between
60% & 80% AMI
Total
LMIHAF
Spent
FY 2019-2020 $127,499.36 $473,700.42
FY 2020-2021 $147,948.77 $524,943.12
FY 2021-2022 $179,538.87 $593,637.19
FY 2022-2023 $142,929.03 $501,665.44
FY 2023-2024 $236,511.05 $526,955.08
Totals $834,427.08 $2,620,901.25

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ATTACHMENT B PAGE 8 OF 11
Calculation of Five Year Expenditure July 1, 2019 to June 30, 2024 Description Amount Actual % of
Expenditures
over 5 yrs
Required
Expenditure
Caps
Total LMIHAF Expended $2,620,901.25
Total LMIHAF spent on
Extremely Low-Income
$834,427.08 31% Minimum of
30%
Total LMIHAF spent on
Households between 60% and
80% AMI
$0 0 Maximum of
20%

11. SENIOR HOUSING TEST
The percentage of units of deed-restricted rental housing restricted to seniors and assisted individually or jointly by the housing successor, its former redevelopment agency, and its host jurisdiction within the previous 10 years in relation to the aggregate number of units of deed-restricted rental housing assisted individually or jointly by the housing successor, its former redevelopment agency, and its host jurisdiction within the same time period. If this percentage exceeds 50%, then the Housing Successor cannot expend future funds in the LMIHAF to assist additional senior housing units until the Housing Successor or City assists and construction has commenced on a number of restricted rental units that is equal to 50% of the total amount of deed-restricted rental units.

For this report, the ten-year period reviewed is July 1, 2014 through June 30, 2024.

July 1, 2014 June 30, 2024
No. of assisted senior rental units 0
No. of total assisted rental units 962
Senior Housing Percentage 0%
Covina Gardens at 200 West Rowland Street is a 90-unit rental apartment project, 89 units of which are deed-restricted moderate, low income and very-low income housing. The owner voluntarily provides this housing to seniors only.

12. EXCESS SURPLUS TEST
The amount of any excess surplus, the amount of time that the successor agency has had excess surplus, and the housing successor’s plan for eliminating the excess

2 Includes 89 units at 200 W. Rowland, 7 units at the YWCA Project

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surplus.

Excess Surplus calculations were once performed by redevelopment agencies on an annual basis, and were intended to ensure that funds were expended to benefit low and moderate-income households in an expeditious manner. SB 341 reinstates this calculation for housing successors. Excess Surplus is defined by Health and Safety Code Section 34176.1(d) as an unencumbered amount in the account that exceeds the greater of one million dollars ($1,000,000) or the aggregate amount deposited into the account during the Housing Successor’s preceding four fiscal years, whichever is greater.

The four fiscal years preceding the fiscal year for which the excess surplus is being calculated is included in the calculation below.

Excess Surplus Test for FY 2023-2024:

Fund Balance – as of 6-30-2024 $3,060.746.05
Less unavailable funds* – as of 6-30-2024 $941.501.15
Land Held for resale $0
Less encumbered funds $1,896,244.81
Total Unavailable Funds & encumbered funds $2,837,745.96 Unencumbered fund balance – as of 6-30-2024 $223,000.09 Deposits for the preceding four years:

Fiscal year 2022-2023 $71,633.02
Fiscal year 2021-2022 $31,378.06
Fiscal year 2020-2021 $792,859.28
Fiscal year 2019-2020 $124,712.38
Total deposits $1,020,582.74
Base limitation $1,000,000
Greater amount $1,020,582.74
Computed Excess/Surplus None
Excess/Surplus from prior year:

Fiscal year 2018-2019 (due to be encumbered
by June 30, 2022)
$1,322,100.00
Fiscal year 20-21 (due to be encumbered by
June 30, 2024)
$574,144.81
Fiscal year 21-22 (due to be encumbered by
June 30, 2025)**
$0
Fiscal year 22-23 (due to be encumbered by
June 30, 2026)**
$0
*$941.501.15 (bond) + $0 (unpaid loan)
**In Fiscal Years 2021-2022 and 2022-2023 the reported Excess Surplus is incorrect. These

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years’ total fund balance did not reflect the encumbered $1,322,100.00 funds from FY 18-19 and $574,144.81 funds from FY 20-21. Fiscal Year 21-22 reported $639,085.96 in Excess Surplus funds. After corrections have been made to account for the previously encumbered fund balance funds, the Excess Surplus for FY 2021-2022 results in no Excess Surplus funds. FY 2022-2023 previously reported $422,665.10 in Excess Surplus funds. After corrections have been made, the Excess Surplus for FY 2022-2023 results in no Excess Surplus funds.

The excess surplus calculated for each fiscal year is required to be encumbered within three (3) years from the end of that fiscal year by the Housing Successor on eligible activities which provide affordable housing for households at or below low income. Eligible activities include new construction, acquisition, substantial rehabilitation, and preservation of affordability. Any amount of excess surplus not encumbered within the three-year period required by the Dissolution Law must be remitted to the State Department of Housing and Community Development (“HCD”), or transferred to another housing successor.

As the general purpose of the excess surplus calculation is to ensure that money is expended for low-income purposes, the best action for the Housing Successor is to expeditiously encumber or expend money currently on deposit. The Housing Authority is presently negotiating for a property which will involve the use of Housing Authority funds.

13. HOMEOWNERSHIP
An inventory of homeownership units assisted by the former redevelopment agency or the housing successor that are subject to covenants or restrictions or to an adopted program that protects the former redevelopment agency’s investment of moneys from the Low and Moderate Income Housing Fund pursuant to subdivision (f) of Section 33334.3. This inventory shall include all of the following information:
(A) The number of those units.

Ownership Units Covenanted to be Affordable as of June 30, 2023
No. of Units
Number of ownership units covenanted to be affordable 183 Total 18
(B) In the first report pursuant to this subdivision, the number of units lost to the portfolio after February 1, 2012, and the reason or reasons for those losses. For all subsequent reports, the number of the units lost to the portfolio in the last fiscal year and the reason for those losses.

Ownership Units Lost to the Portfolio No. of Units

3 Includes 6 units at Vintage Walk, 3 at Vintage Walk 2, 8 at Citrus Walk, and 1 Habitat House

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Number of units lost to the portfolio after February 1, 2012 through June 30, 2023
0 Number of units lost to the portfolio in the last fiscal year (fiscal year ending June 30, 2024) and the reason for the losses
0 (C) Any funds returned to the housing successor as part of an adopted program that protects the former redevelopment agency’s investment of moneys from the Low and Moderate Income Housing Fund.

Not applicable.
(D) Whether the housing successor has contracted with any outside entity for the management of the units and, if so, the identity of the entity.

The Housing Successor has not contracted with any outside entity for management of the units.

CC Regular Meeting

AGENDA ITEM REPORT
ITEM NO. CC 7
Meeting: March 18, 2025
Title: Resolution CC 2025-20; A Resolution of the Covina City Council Declaring Intent to Accept a SCAG Competitive Grant Award for the Covina Downtown Quick Build Project and Finding the Project Exempt from CEQA
Presented by: Brian K. Lee, AICP, Deputy City Manager/Director of Community Development Recommendation: Adopt Resolution CC 2025-20.

EXECUTIVE SUMMARY:

The City continues to actively seek out grant funding to support a variety of community projects. Such grant awards help to support limited local resources, expedite project delivery, and enhance public infrastructure in Covina. Recently, the City received notification of an intent to award $790,000 through a Southern California Association of Governments (“SCAG”) competitive grant program. As a condition of the grant award, SCAG requires the City to submit a Resolution in support of the project and CEQA clearance documentation by April 2025. As such, it is recommended that the City Council adopt Resolution CC 2025-20 to satisfy these prerequisites. Upon confirmation of pre-award completion (estimated in May 2025), staff will return to the Council for the formal acceptance of grant funds and later at the project implementation stage.

BACKGROUND & DISCUSSION
On January 27, 2025, SCAG notified the City of its intent to award $790,000 for the “Covina Town Center Bicycle/Pedestrian Safety and Connectivity (Gap Closure) Quick-Build Roadway Project” (herein referred to as “Covina Downtown Quick Build Project”) under the 2024 Sustainable Communities Active Transportation and Safety competitive grant program. Quick-build projects refer to a type of capital improvement that requires minimal or minor construction activities and immediately implements safety needs. Quick-build projects are also flexible in that treatments can be removed, altered, or modified based on community feedback and information collected. Some examples include bicycle lane striping, crosswalk additions or enhancements, wayfinding signs, or the addition of potted vegetation/shade trees on sidewalks.

The Covina Downtown area is a prime location for a community quick-build pilot project. The City has spent considerable time and resources to develop planning documents like the Covina Town Center Specific Plan (CTCSP, 2019), the Covina Active Streets and Multi Modal Connectivity Plan (CASMCP, 2024), and the Covina Bicycle Master Plan (2011), each of which outline related pedestrian and traffic enhancements. As such, these documents were utilized to support the City’s application for a competitive grant award from SCAG.

Proposal & Grant Scope. The Covina Downtown Quick Build Project proposes to install grant-eligible, quickbuild elements such as those previously described within the City’s downtown areas. One such location includes the entirety of the Front Street corridor between Citrus Avenue and Barranca Avenue (within the City’s F.A.I.R.

District). The project will also include a community feedback component that allows the City to adjust improvements, evaluate their use, and learn which improvements work best for all users. The project will be primarily led through Community Development and Public Works staff and will pursue collaboration and feedback from local stakeholders and Community Advisory bodies, such as the Transportation and Mobility Advisory Commission, throughout the project development and implementation phases.

Pre-Award Requirements. As a condition of the grant award, the City must submit a resolution of the City Council supporting the project and demonstrating CEQA clearance. Staff has reviewed the proposed project and has

identified several exemptions from the California Environmental Quality Act or “CEQA”, which are noted below and in Resolution CC 2025-20. Upon Council adoption, staff will file the resolution and notice with the Los Angeles County Registrar Recorder and the State’s Clearinghouse, and proceed with submitting the executed Resolution and CEQA-related documentation to SCAG.

Next Steps. Upon approval of the pre-requisite items, staff will proceed with an introductory workshop, preimplementation/scope of work refinement discussions with the granting agency, and begin work on the MOU (Memorandum of Understanding). It is anticipated that the MOU execution will be sometime in the Summer of 2025. At that time, staff will return the item to the Council to request approval for the formal acceptance of grant funds and project account creation.

FISCAL IMPACT:

This action is solely to satisfy the pre-award requirements for the SCAG Sustainable Communities grant program.

There is no fiscal impact at this time.

CEQA (CALIFORNIA ENVIRONMENTAL QUALITY ACT):

Individual development projects that implement the CTCSP are eligible for the CEQA Guidelines Section 15162 exemption if none of the conditions described in CEQA Guidelines Section 15162 calling for preparation of a subsequent EIR have occurred. All potential environmental impacts associated with the adoption of the 2019 CTCSP are adequately addressed by the prior certified EIR (SCH – 2018081009) and Statement of Overriding Consideration (SOC), and the mitigation measures contained in the prior certified EIR will reduce those impacts to a level that is less than significant. The CTCSP EIR serves as the prior CEQA document considered in this CEQA analysis and is hereby incorporated by reference.

In addition to the analysis prepared for the CTCSP, staff additionally find that the activities are exempt from CEQA per Section 15061 (b)(3). The project is covered by the general rule that CEQA only applies to projects that have the potential to cause a significant effect on the environment. Staff also find that the activities are categorically exempt from CEQA Guidelines Section 15301. This exemption includes minor alteration of existing public facilities involving negligible or no expansion of use beyond that existing at the time of the lead agency’s determination. The project involves negligible or no expansion of an existing use. The project also proposes the creation of bicycle lanes on existing rights of way which are categorical exempt pursuant to section 15304 (h) Furthermore, staff finds the project statutorily exempt from CEQA section 21080.25 (b) (1) & (2) which is related to projects involving pedestrian and bicycle facilities that improve safety, access, or mobility, including new facilities in the public right-of-way, and projects that improve customer information and wayfinding for transit riders, bicyclists, or pedestrians within the public right-of-way. The grant-funded project may include additional stop signs, crosswalks, and/or bicycle facilities, all of which are ‘quick build’ components that aim to improve pedestrian and bicycle connectivity and safety within existing ROW. Per Section 3 of the proposed Resolution, upon approval of the City Council, staff is directed to file the CEQA exemption with the Los Angeles County Clerk Registrar-Recorder/County Clerk and California State Clearinghouse.

Respectfully submitted,

ATTACHMENT A
RESOLUTION CC 2025-20

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COVINA, CALIFORNIA, DECLARING THE CITY’S INTENT TO ACCEPT A

COMPETETIVE GRANT AWARD ADMINISTERED BY SCAG FOR THE
“COVINA TOWN CENTER BICYCLE/ PEDESTRIAN SAFETY AND
CONNECTIVITY (GAP CLOSURE) QUICK-BUILD PROJECT”
(“DOWNTOWN QUICK BUILD PROJECT”), FINDING THE PROJECT

EXEMPT FROM CEQA, AND AUTHORIZING THE CITY MANAGER TO

EXECUTE ALL NECESSARY DOCUMENTS TO ACCEPT AWARD
WHEREAS, the City of Covina is a municipal corporation duly organized and existing pursuant to the Constitution of the State of California; and WHEREAS, the City of Covina applied for and is conditionally approved to receive grant funds totaling $790,000 from the 2024 Sustainable Communities Program Active Transportation and Safety Application administered by the Southern California Association of Governments (“SCAG”) for the City’s Downtown Quick Build Project; and WHEREAS, The City’s Downtown Quick Build Project proposes to install quick-build elements within the City’s downtown area, focusing on improving immediate safety needs, pedestrian and bicycle connectivity, and wayfinding in the town’s center; and WHEREAS, as a condition of grant award, SCAG requires that the City of Covina provide the granting agency with 1.) CEQA Clearance for the project and 2.) a Resolution from the grantees' elected body of intent to accept the award; and WHEREAS, the City of Covina wishes to delegate authorization to execute these agreements and any amendments thereto; and
WHEREAS, said City Council, being fully advised in the premise, does hereby proceed as follows.

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

SECTION 1. The foregoing recitals are true and correct and are incorporated herein and made a part of this Resolution.

SECTION 2. The City Council approves this resolution and authorizes the City Manager or designee to execute all necessary grant-related documentation, agreements, and any amendments to facilitate the grant and project.

SECTION 3. The City Council hereby finds and determines that the Project is exempt from the California Environmental Quality Act or “CEQA” and qualifies for the following exemptions.

1. Finding of Exemption pursuant to CEQA Guidelines Section 15162; Project is adequately addressed by the prior certified EIR (SCH – 2018081009) prepared for the Covina Town Center Specific Plan (CTCSP; 2019)
Individual development projects that implement the CTCSP are eligible for the CEQA Guidelines Section 15162 exemption if none of the conditions described in CEQA Guidelines Section 15162 calling for preparation of a subsequent EIR have occurred. All potential environmental impacts associated with the adoption of the 2019 CTCSP are adequately addressed by the prior certified EIR (SCH – 2018081009) and SOC, and the mitigation measures contained in the prior certified EIR will reduce those impacts to a level that is less than significant. The CTCSP EIR serves as the prior CEQA document considered in this CEQA analysis and is hereby incorporated by reference.

2. Finding of Exemption pursuant to CEQA Guidelines Section 15061 (b)(3) The Downtown Quick-Build Project is covered by the general rule that CEQA only applies to projects that have the potential to cause a significant effect on the environment. The project consists of minimal or minor construction activities, including but not limited to bike lane striping, crosswalk enhancements, and wayfinding signs that are typical of existing rights-of-way in the City of Covina.

3. Finding of Exemption pursuant to CEQA Guidelines Sections 15301 and 15304(h) These categorical exemptions include minor alteration of existing public facilities involving negligible or no expansion of use beyond that existing at the time of the lead agency’s determination. The project involves negligible or no expansion of an existing use.

The project also proposes the creation of bicycle lanes on existing rights of way which are categorical exempt pursuant to section 15304 (h)

4. Finding of Exemption pursuant to CEQA Section 21080.25 (b)(1)&(2) This section relates to projects involving pedestrian and bicycle facilities that improve safety, access, or mobility, including new facilities in the public right-of-way, and projects that improve customer information and wayfinding for transit riders, bicyclists, or pedestrians within the public right-of-way. The grant-funded project may include additional stop signs, crosswalks, and/or bicycle facilities, all of which are ‘quick build’ components that aim to improve pedestrian and bicycle connectivity and safety within existing ROW.

SECTION 4. City staff are hereby directed to prepare and post a notice of exemption according to CEQA Guidelines Section 15062 with the Los Angeles County Registrar/Recorder and the California State Clearinghouse.

SECTION 5. The City Clerk shall certify as to the adoption of this resolution and shall enter the same in the Book of Original Resolutions.

APPROVED and PASSED this 18th day of March, 2025.

City of Covina, California
BY:

JOHN C. KING, Mayor

ATTEST:
___________________________________________
FABIAN VELEZ, Chief Deputy City Clerk

CERTIFICATION
I, Fabian Velez, Chief Deputy City Clerk of the City of Covina, do hereby certify that Resolution CC 2025-20 was duly adopted by the City Council of the City of Covina at a regular meeting held on the 18th day of March, 2025, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

Dated:
____________________________________________
FABIAN VELEZ, Chief Deputy City Clerk

2024 Sustainable Communities Program Active Transportation and Safety Application Form
Submission Date: Friday, September 27, 2024
I. GENERAL INFORMATION
A. APPLICATION INFORMATION
If an agency/organization is submitting more than one application, only one application needs to include all the information requested in Questions 1-13.

Additional applications must fill in Question 1 and can leave Questions 2-13 blank if the information is same across all applications.

1. Agency/Organization
City of Covina

2. City
Covina

3. County
Los Angeles

4. Project Manager Name
Daniella Andrade

5. Project Manager Title
Management Analyst

ATTACHMENT B
1

6. Project Manager Department
Community Development Department

7. Project Manager Email
[email protected]

8. Project Manager Phone
626-384-5445

9. Additional Contact Name
Brian Lee

10. Additional Contact Title
Community Development Director

11. Additional Contact Department
Community Development Department

12. Additional Contact Email
[email protected]

13. Additional Contact Phone Number
626-384-5458
B. PROJECT INFORMATION

14. Project Name
Covina Town Center Bicycle/Pedestrian Safety and Connectivity (Gap Closure) Quick-Build Roadway Project

15. Please provide a short summary of your project that includes the major deliverables (500 character limit)
This quick-build project proposes to install bike lanes/separated bicycle lanes & bike lane curbing, bike boulevards, wayfinding/directional signs, bike boxes/green conflict striping, parkway landscaping & boxed street trees, Rectangular Rapid Flashing Beacons, temporary curb extension delineators, high visibility crosswalk/advanced stop bar markers, and solar pedestrian/intersection/transit stop lighting. In addition, conduct before/after usage, community outreach, and final report & findings.

16. Project Duration (Years, Months)
25 months

17. Requested Amount
$790,000

18. Local Match (Please type N/A if this does not apply.) Please note: A local match is optional and not scored as part of the application. A local match will not increase the competitiveness of the application.

N/A

19. Is your agency submitting multiple applications?
b. No
2

20. How many applications is your agency submitting?
1 21. What is the priority of this application (e.g. 1, 2, or 3) 1 22. Project Type
Quick-Build
3

QUICK-BUILD
The 2024 Sustainable Communities Program – Active Transportation and Safety call aims to build and maintain an integrated multimodal transportation network by advancing Connect SoCal 2024 complete streets, transit and multimodal integration, and safety mobility strategies.

A. MOBILITY

1. Describe the challenges and needs for people walking, biking and using other forms of active transportation for the quick-build project area and how those challenges create barriers to an integrated multimodal transportation network.

The Covina Town Center Bicycle/Pedestrian Safety and Connectivity (Gap Closure) Quick-Build Roadway Project will include bicycle and pedestrian safety improvements to reduce or eliminate motorist and bicyclist/pedestrian collisions while improving mobility and connectivity in Covina's disadvantaged and underserved communities.

Covina has a vibrant downtown center that includes a regional hospital, city hall, fire, and police department, and it is quickly emerging as a fast-growing shopping, business, and entertainment center for local and regional residents. In addition to the fast-growing commerce, the city center is within walking distance of three public parks, a proposed recreation center, and the Metrolink Regional Commuter Train Station (see Attachments 4i Location and Project Scoping maps).

The Covina Town Center is surrounded by communities that are disadvantaged to the north, east, and south, with resident commuters commuting to work, shopping, and utilizing governmental health service by way of walking, biking, busing, and commuting on the Metrolink regional train to the downtown Los Angeles and the Inland Empire work centers. The surrounding communities are well below the County's annual median income (Los Angeles County at $83,411) compared to that of the surrounding communities of $63,250 median income. According to the U.S. Census, more than 7,100 housing units surround the Town Center, with more than 20,000 individuals and families residing within ½-mile of the Covina Town Center district boundary.

The Town Center is prime for transit-oriented community planning, currently supporting over 600 transitoriented housing units that have either been recently approved, under construction, or recently constructed.

This is a result of the city’s recent adoption of the Covina Town Center Specific Plan (2019) which allows mixed-use and medium to high density transit-oriented development in several of the downtown districts.

There are several challenges within the Covina Town Center as it relates to improving pedestrian and cyclist connectivity: 1) pedestrian and bicyclist connectivity from the two regional commuter transit centers to disadvantaged communities, downtown commercial centers, parks, and recreation centers; 2) separation of bicyclists from vehicle traffic traveling along roadway corridors; 3) improving pedestrian pathways through crossing enhancements along proposed active transportation corridors, and 4) closing the gaps along existing bike lanes to further improve safety and mobility (see Attachment 4i Project Scoping map) In an effort to better understand the conditions and issues of the local communities, the City conducted an existing conditions analysis for the Town Center and surrounding communities, culminated in the Covina Active Streets and Multimodal Connectivity Plan or “CASMCP”. Current conditions and data related to transportation, such as crosswalks, intersections, collisions, facilities, amenities, access, and ridership, were analyzed along with mobility and connectivity-related issues. The existing conditions analysis also included an Equity Study, which utilized data and community input to identify areas with barriers and challenges that created vulnerabilities for the nearby disadvantaged communities of the Town Center. The City gathered feedback from the community's concerns and experiences to conduct several community engagement events and gatherings. This Equity Study utilized data from CalEnviroScreen 4.0, Healthy Places Index 3.0, and UC Berkeley's Urban Displacement Project to examine inequities within the Covina Town Center and adjoining communities. The result was the development of the Equity Priority Area, which forms a contiguous area stretching from the southwest edge to the northeast portion of the City (see Attachments 6ii 4

CalEnviroScreen and Equity Priority maps).

Through the previously discussed planning exercises, residents have communicated a need for improved active transportation facilities and connections to key locations in the downtown area. Safety concerns and incomplete/inadequate facilities stymie local and regional commuters' efforts to walk and bike to nearby parks, downtown commercial, government, healthcare facilities, and, more importantly, the Metrolink regional commuter station. The lack of bicyclist and pedestrian safety improvements reduces safe and comfortable mobility opportunities and limits active transportation connections for low-income residents in disadvantaged neighborhoods. This project proposes to address these issues by:
• Reducing vehicle travel lane widths where feasible, including center turn lanes to upgrade existing bike lanes separated (buffered) bikeway and install Class II bike lanes along designated bike routes, thereby increasing safety and comfort for bicyclists of all ages and abilities and connecting to the existing Class II and Class II separated bikeway network;
• Installing new crosswalks (where none exists) and, enhancing existing crosswalks, and installing temporary pedestrian cub extensions, wayfinding and directional signage, and pedestrian-level, solar powered lighting at Front Street and Second Avenue to increase pedestrian safety and connectivity; and • Installing enhanced pedestrian crossings (at selected uncontrolled intersections) with high visibility crosswalks, temporary pedestrian curb extensions, rectangular rapid flashing beacons (RRFBs), wayfinding and directional signage, and pedestrian-level lighting to enhance safety and comfort at established pedestrian crossings. These improvements are proposed for Barranca Avenue at Hurst Street and at Italia Street, Second Avenue at School Street, Italia Street, and Central Street, and Citrus Avenue at Geneva Place.

These quick-build roadway improvements will close the gaps along established bike routes through the city center to transform the corridors into multimodal corridors with traffic-calmed intersections and safe crossings to serve users and transit riders of all ages and abilities. The project is grounded in community interest in re-envisioning active transportation accessibilities and furthering mobility and connectivity (see Attachments 4i Project Scope and Quick Build Elements maps).

This project allows the City to adjust improvements, evaluate their use, engage the community to obtain feedback and learn what works best for all users. With additional engagement and planning, the quick-build is expected to lead to a permanent complete street design, allowing the walking and biking communities to independently experience a healthy commute to school, shop, and work.

These bike lane gap closures and pedestrian crossing improvements will also help to improve mobility and connect pedestrians and bicyclists safely to neighborhoods and communities throughout the City. Thus, access to the Foothill Transit Center, which serves local and regional communities, and the Metrolink regional commuter train station, which serves Los Angeles and San Inland Empire work sites, would be unlocked.

These connections and benefits would translate into increased active transportation mode share and improved safety along these proposed improvement corridors and intersections.

Beginning October 21, 2024, Metrolink is adding seven additional service lines or 22 percent more train services during weekday, midday trips between Covina and downtown Los Angeles to attract daily commuters that usually use private, single-occupancy vehicles. Commuters utilizing Metrolink trains will benefit from increased boardings creating a flexible and viable option for the driving community that will save time, reduce congestion, improve air quality, and lower individual stress levels. This quick-build project will complement Metrolink's interest in increasing ridership by increasing commuters' interest in using active travel modes to access the Metrolink train station safely. In addition, wayfinding signage will guide active pedestrians and cyclists to and through the Town Center district, and information signage will promote the benefits of safe active travel modes (see Attachment 10 News Release-Metrolink Debuts Significant Service).

2. Which of the following goals of the 2024 Sustainable Communities Program - Active Transportation and Safety call will the proposed quick-build project support? Improve mobility across the region, especially for children, and older adults, and people walking, biking, 5

riding transit/rail, and using other forms of active transportation.

Strategically invest in communities most harmed by traffic injuries and fatalities, which include the historically disinvested communities that comprise the majority of the Regional High Injury Network (Refer to application resources for more information).

Support a more resilient transportation network, especially in anticipation of the large-scale events hosted by the region.

Support local efforts to increase competitiveness for state and federal funding. 2i. Please describe how the proposed quick-build will meet the described challenges and needs identified in Question 1 and support implementation of the selected 2024 Sustainable Communities Program - Active Transportation and Safety goals.

As per SCAG’s 2024 Sustainable Communities Program Active Transportation and Safety goals, the Covina Town Center Bicycle/Pedestrian Safety and Connectivity (Gap Closure) Quick-Build Roadway Project proposes to:

Improve mobility across the region by bridging the bike lane gaps with Class II and Class II separated bike lanes, improve pedestrian travel by installing high visibility crosswalks, lighting, leading pedestrian intervals, rapid rectangular flashing beacons at uncontrolled intersections, temporary curb extensions to enhance lineof-sight for both pedestrians and motorists and improve wayfinding and directional signage to better inform the public of transportation networks. These quick-build infrastructure features will enhance mobility across the east San Gabriel Valley region, especially for commuters, students, and older adults wanting to use alternative forms of transportation.

Invest in communities most harmed by traffic injuries and fatalities. Within the last 12 years, the Town Center district experienced more than 45 pedestrian and bicyclist collisions with motorists. Seven collisions were classified as experiencing severe injuries: Twenty-nine involved pedestrians and 16 involved bicyclists.

Fourteen collisions between pedestrians/bicyclists and motorists occurred along Citrus Avenue, Covina’s central and heavily frequented downtown commercial corridor. Congestion is often heavy along Citrus Avenue, mainly due to its narrow streets and congested corridors. Citrus Avenue is one of the City’s main north-south motorist corridors with 70-foot road widths accommodating four travel lanes in each direction.

Within the Covina Town Center between Italia and Badillo Streets, the roadway narrows to 50 feet, includes diagonal parking on each side of the roadway and 10-feet wide travel lanes, leaving little for bicyclists to navigate through this section of Covina’s historic commercial corridor. This roadway condition creates a physical barrier and safety concerns for the north and south. To counteract the congestion of Citrus Avenue, the City proposes to create a safer bicyclist travel route along Second Avenue, where roadways are much wider and stress levels and congestion are much lower. This quick-build project will install new Class II separated bike lanes along Second Avenue between Front Street and Badillo Street (gap closure) and San Bernardino Road between Valencia Place and Barranca Avenue and install new Class II bike lanes along Front Street from Second Avenue to Barranca Avenue (gap closure), Barranca Avenue between Hurst Street and Badillo Street, and Fourth Avenue between San Bernardino Road and Badillo Street. In addition, bicycle boulevards are proposed along Third Avenue between San Bernardino Road and Badillo Street (adjacent to the Emanate Health Inter-community hospital facilities) and Valencia Place between San Bernardino Road and Badillo Street to bring bicycle awareness to motorists at these roadways with high bicycle usage. Quickbuild elements include high-visibility bike lane markers, raised lane separators (raised lane separators and armadillos), bike boxes, green conflict striping, wayfinding/directional signs, and temporary boxed landscape and tree plantings.

Pedestrian crossings along Second Avenue are lined with crosswalks at uncontrolled intersections. At a 2023 community walking audit event, many local citizens were concerned that more should be done to increase safety at pedestrian crossings. Faded crosswalk markings, no advanced warning, low or no lighting, and line 6

of sight concerns were concerns from participants of the walking-audit event. With this quick-build project, the City proposes to install high-visibility crosswalks and advanced limit bar markings, solar-powered pedestrian lighting, temporary pedestrian curb extensions with delineator posts, and solar-powered rapid rectangular flashing beacons to eight uncontrolled pedestrian crossings and install new crosswalks at Front Street and Second Avenue at an existing three-way stop intersection (see Attachment 4i 2nd Avenue CASMCP Priority map).

This quick-build project supports a resilient transportation network by connecting the bike lanes and improving pedestrian safety; the individual can utilize a variety of safe transportation modes, including the safe use of transit, bicycle, and walking to their destinations. These improvements can provide residents and visitors with safe and secure first-last mile access to transit systems that will connect them to and from regional locations, such as downtown Los Angeles, Pasadena, and the Inland Empire through the use of the Metrolink train and Foothill Transit bus networks (e.g. Lines 190 and 281). By installing wayfinding and directional signs throughout the travel corridors, commuters can easily navigate through the City through effective use of wayfinding and information signage to utilize a variety of transportation modes, thus supporting transportation resiliency throughout the Covina Town Center and the City.

With the recent completion of the CASMCP, the City is in a good position to increase local efforts to increase competitiveness for state and federal funding. The CASMCP identified over 30 potential projects/corridors that would significantly improve the pedestrian and bicyclists networks in the City’s centermost region, lays out recommendations for uncontrolled crosswalks in the downtown and neighboring areas, and provides a set of prescriptive tools, resources, and initiatives that can be tied into ongoing road maintenance and/or pursued through competitive funding sources. The City’s proposed quick build project stems from the identified potential projects and recommendations from the CASMCP, whereby the City will engage with the community to determine which tools are most feasible and supported by the residents, as well as be able to measure the effectiveness of selected treatments on collisions.

The City’s intends to pursue the goals described in the Covina Active Streets and Multimodal Connectivity Plan, noted as follows:

1. Provide everyone with safe and comfortable mobility options through pedestrian- and bicycle-friendly streets.

2. Reduce transportation-related climate impacts by encouraging the use of active modes. Build climate resiliency through increased green space through boxed landscaping and street trees.

3. Support economic development and local businesses by increasing access to neighborhood destinations.

4. Reduce the burden of household transportation costs by providing affordable transportation options, such as walking, biking, and access to transit.

5. Invest in quality infrastructure through innovative design and creative funding approaches.

B. SAFETY BENEFIT

3. Describe the quick-build project area's history of pedestrian and bicycle crashes and any other safety concerns that this plan will address. Provide data to support this description. If the quickbuild project will direct people biking and walking away from dangerous areas, data from nearby locations/corridors may be used. Potential sources of crash history and safety concerns include the Statewide Integrated Traffic Records System, Transportation Injury Mapping System, Office of Traffic Safety Crash Rankings, Regional High Injury Network, and/or local data sources (e.g.

Crossroads, 311 requests, etc.) - Refer to application resources page In early 2024, the Covina City Council approved the Covina Active Streets and Multimodal Connectivity Plan (CASMCP). The goals and objectives of the CASMCP address the City’s vision to create active, resilient, and vibrant streets. The City identified five goals: 1) provide comfortable walking and biking facilities, 2) build climate resiliency, 3) encourage economic development, 4) provide equitable, cost-effective transportation options, and 5) implement and maintain quality infrastructure through innovative design and creative 7

planning approaches.

In developing the CASMCP, the City addressed the above goals and objectives by relying on traffic collision data, existing conditions, and community feedback and engagement within the City’s communities. The planning and design process concluded with several Active Streets recommendations based on equity priority findings, pedestrian and bicycle network priority areas, and disadvantaged community needs and limitations throughout the City. The CASMCP consolidated the priority areas of the pedestrian and bike network and urban design recommendations into 33 corridor projects for prioritization. The Plan then prioritized these corridors based on eight criteria, including 1) expanding opportunity for investment into historically marginalized communities, 2) providing immediate benefits to safety and comfort, 3) Improving access to transit, 4) providing access to local destinations, 5) increasing climate resiliency, 6) implementing streamlined or community supported projects, 7) implementing projects funded city sources or other routine maintenance activities, and 8) increasing access in a community with high pollution burdens, limited park access, or limited automobile access.

This project is a priority to the community, given that, in addition to identification in the CASMCP, it is also contained within the city’s bike network planning as identified in the 2011 Bicycle Master Plan. The CASMCP additionally selected Second Avenue as an important active transportation corridor because of its second highest ranking of quickly building safety infrastructure to eliminate collision and improve safety, with high marks given its north-south alignment and closeness to the heavily traveled Citrus Avenue just one block to the west. Second Avenue provides alternative low-stress travel for pedestrians and bicyclists from the Metrolink regional commuter train station on the north through the heavily populated and often congested downtown city center (containing local government, business, and healthcare services) to Badillo Street.

Beyond the project scope, this bicycle corridor will provide connections to existing Class II bike lane to the regional Eastland Shopping Center (containing essential goods and services supplied by Walmart, Target, and Sprouts Farmers Market). The communities surrounding Eastland Shopping Center include several historically marginalized communities and one of the most disadvantaged communities in the City.

As described in the CASMCP, the Existing Conditions Appendix A traffic analysis found that Citrus Avenue produces more traffic collisions than Second Avenue. Second Avenue is considered a low-stress corridor for pedestrians and bicyclists traversing north-south from the Metrolink train station to the Eastland Shopping Center. Citrus Avenue’s traffic volumes are more than three times or 24,490 ADT higher than Second Avenue, averaging 6,000 ADT. During ten years, Statewide Integrated Traffic Records System (SWITRS) data recorded 21 traffic collisions involving pedestrians and bicyclists on Citrus Avenue compared to 15 motorist collisions involving pedestrians and bicyclists.

The City of Covina is nestled between two major interstate freeways: Interstate 210 to the north and Interstate 10 to the south. Citrus Avenue runs north-south through the center of the City and acts as the main thoroughfare for motorists traveling from the two freeways. The Metrolink regional commuter trains run eastwest through the City, just north of Front Street. Though the City has more than ten at-grade crossings, the crossing at Citrus Avenue is mostly frequented due to the high number of commuters traveling to the adjacent Metrolink Station and its proximity to downtown Covina’s government, business, and healthcare services.

As previously mentioned, Citrus Avenue was seriously considered as a north-south active transportation corridor due to its closeness to downtown services, transit-oriented housing developments, and the train station; however, due to the relatively narrow roadway widths through the downtown district, its high traffic volumes and speed, and high-stress levels for bicycling, Second Avenue was selected as a viable alternative to creating an active transportation corridor with benefit to pedestrians and bicyclist such as wider streets, lower potential conflicts with motorists, and a general lowering of stress levels when walking and biking.

Second Avenue was selected as a viable bicycle route that avoids the dangers and anxieties of Citrus Avenue while providing bicyclists with a safe, convenient, and low stress commuting experience.

When comparing corridors between Citrus Avenue and Second Avenue, Citrus Avenue’s traffic volumes are as high as 24,490 ADT as compared to Second Avenue’s traffic volumes of 5,900 ADT. Citrus Avenue’s roadway 8

widths in the downtown core can be as narrow as 50 feet compared to Second Avenue’s 90-foot roadway widths. Within ten years, Citrus Avenue recorded more than 21 collisions involving pedestrians and bicyclists, with one pedestrian fatality, three severely injured, and twelve with minor injuries. Second Avenue encountered 15 collisions involving pedestrians and bicyclists, with no fatalities, one severely injured, and three with minor injuries (see Attachment 4i: SWITRS map and data). With improved pedestrian and bicyclist safety improvements, Second Avenue’s collisions involving motorists are expected to be reduced drastically.

The Covina Town Center Bicycle/Pedestrian Safety and Connectivity (Gap Closure) Quick-Build Roadway Project proposes quickly building and connecting Citrus Avenue with Second Avenue via Front Street’s existing Class II bike lanes. Through this project, the City proposes to install Class II buffered bike lanes, boxed trees, and landscaping, separated medians using raised lane separators and delineators (such as Armadillos and plastic posts), wayfinding and directional signage, and pedestrian-level solar lighting. This project will also continue the Class II bike lanes on Front Street between Second Avenue and Barranca Avenue. In addition, the City proposes to install Class II separated bike lanes along San Bernardino Road between Barranca Avenue and Valencia Place, connecting the disadvantaged community on the east to the hospital and governmental services and Covina Park on the west. To complete the bike lane connectivity, the City proposes installing Class II bike lanes along Barranca Avenue between Kelby Park and Badillo Street and Fourth Avenue between San Bernardino Road and Badillo Street. Bicycle boulevard stenciling and signage will be included along Valencia Place between San Bernardino Road and Badillo Street, creating a safe, active corridor for pedestrians and bicyclists wishing to complete their destination at Covina Park, the City’s largest park.

According to the SWITRS data, most (9 out of 10) pedestrian collisions along Second Avenue occurred at or near intersections (see Attachment 4i SWITRS map and data). Walk audits, held in May 2023, within the Second Avenue communities, led residents to express concerns for school-aged children, older adults, and persons with disabilities crossing at several intersections, noting that the roadway widths are too wide, presenting dangerous conditions including line-of-sight and speeding issues. Several community members suggested that the pedestrian curb extensions would reduce pedestrian crossing collisions by adding pedestrian curb extensions. For this quick-build project, the City proposes to install temporary curb extensions, high visibility crosswalk and advanced limit bar markings, crosswalk warning signs, solar pedestrian-level lighting, and Rapid Rectangular Flashing Beacons (RRFB), all identified unsignalized intersections.

The Covina Town Center Bicycle/Pedestrian Safety and Connectivity (Gap Closure) Quick-Build Roadway Project is designed to improve safety for all roadway users and address community needs. The proposed enhancements of the Citrus Avenue bicycle lanes by way of Second Avenue will remedy dangerous bicyclist conditions, address existing bicycle and pedestrian safety concerns, and encourage safe behaviors by all street users. The improvements selected for this project reflect community feedback and address the underlying factors contributing to the current collision rates. As a whole, calming traffic by way of narrowing travel lanes by the construction of bike lanes reduces vehicular speeding, and providing dedicated space for people biking and convenient, accessible crossings for people walking is expected to reduce collisions and greatly improve the comfort of the corridor for people walking and biking.

4. Explain how the quick-build project’s approach, elements and materials respond to the identified safety concern(s). What are the intended safety outcomes and how will the outcomes be measured/evaluated? As part of your response, include references to the relevant parts of the scope of work and initial project layout (e.g. conceptual plan) The Covina Town Center Bicycle/Pedestrian Safety and Connectivity (Gap Closure) Quick-Build Roadway Project proposes to enhance the City’s active transportation infrastructure and safety and connect the Covina Town Center’s existing bicycle network by constructing more than three miles (15,880 linear feet) of bicyclerelated infrastructure, including 6,600 linear feet of Class II buffered separated green-painted bike lanes, 6,500 linear feet of Class II green painted conventional bike lanes, and 2,780 linear feet of stenciled and posted bike boulevard designations. The project also proposes installing green-painted bike lanes for all Class II buffered separated and conventional bike lanes consistent with California’s Manual on Uniform Traffic Control Devices (MUTCD) standards. These bike lanes will not only promote bicycle ridership but also 9

provide a safe and efficient means of transportation for residents of all experience levels, connecting bicyclists to nearby schools, downtown employment centers, local parks, restaurants and entertainment centers, Foothill Transit Center, and the Metrolink train station.

Per the Traffic Incident Management System (TIMS) collision analysis, Citrus Avenue (between the Metrolink railway right-of-way to the north and Interstate 10 to the south) is considered one of the top 10 traffic corridors with high numbers of collisions in comparison to other corridors in the City. Between 2012 and 2023, Citrus Avenue experienced more than 21 collisions involving pedestrians and bicyclists, with one pedestrian fatality, three severe injuries, 12 visible injuries, and five complaints of pain. Speed limits range between 30 to 40 miles per hour, although motorists frequently exceed the posted speed limits. Traffic on Citrus Avenue ranges from as high as 24,900 ADT south of Badillo and as low as12,200 ADT (due to the narrow single-lane roadway through the downtown corridor), creating a bottleneck and heavy congestion, thus creating disincentives to bicyclists commuting through this highly impacted zone.

Second Avenue is poised to become a convenient, low-stress alternative to bicycling on Citrus Avenue. Just two City blocks east of Citrus Avenue, Second Avenue offers roadway widths ranging from 100 feet to 80 feet, with ADTs averaging less than 5,500 at a posted speed limit ranging from 30 to 35 miles. This project will introduce innovative quick build improvements such as green-painted Class II buffered and Class II conventional bike lanes, green bike boxes, and green conflict striping to increase line-of-sight visibility for bicyclist safety. The project also aims to enhance pedestrian safety and eliminate line-of-sight visibility issues by installing temporary curb extensions, high visibility thermoplastic crosswalks and advanced stop bars, rapid rectangular flashing beacons, and solar-powered pedestrian-level lighting at selected controlled and non-signalized intersections. These innovative features can provide added safety for pedestrians and bicyclists wanting to commute north-south to their destinations without the high-stress and dangerous conditions on Citrus Avenue.

Measuring and evaluating the outcomes of active transportation improvements for pedestrians and bicyclists in Covina can be approached through a comprehensive framework. Here are some key metrics and methods to consider:

1. Usage Metrics
• Counts of Pedestrians and Cyclists: Conduct before-and-after studies to measure changes in the number of pedestrians and cyclists using the improved routes.
• Surveys: Distribute surveys to capture user experiences and frequency of use before and after improvements.

2. Safety Metrics
• Accident Reports: Analyze changes in traffic incidents involving pedestrians and cyclists in the area. • Perception of Safety: Use surveys to gauge public perception of safety on the improved routes.

3. Accessibility and Connectivity
• Access to Key Destinations: Evaluate how improvements enhance access to schools, parks, businesses, and public transit.
• Route Connectivity: Assess the integration of new infrastructure with existing networks to ensure seamless travel.

4. Health and Environmental Impact
• Health Surveys: Measure changes in physical activity levels among residents, possibly through community health assessments.
• Air Quality Monitoring: If applicable, assess any changes in air quality as a result of increased active transportation usage.

5. Economic Impact
• Local Business Surveys: Assess the economic impact on nearby businesses, including foot traffic and sales changes.
• Property Values: Analyze changes in property values in areas adjacent to improved infrastructure.

6. Community Engagement
• Feedback Mechanisms: Establish ongoing channels for community feedback (e.g., forums, social media).
• Participation Rates in Community Events: Measure attendance at events promoting active transportation.
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7. Equity Considerations
• Demographic Analysis: Evaluate who is using the improved infrastructure, ensuring that underserved communities benefit.
• Barrier Identification: Identify and address any remaining barriers to access for disadvantaged populations.

8. Sustainability Measures
• Long-Term Maintenance and Use: Track the long-term condition and usage rates of the infrastructure over time to ensure sustainability.

Evaluation Methods
• Data Collection: Use both quantitative (e.g., traffic counts, accident reports) and qualitative (e.g., surveys, interviews) data.
• Before-and-After Studies: Implement rigorous studies comparing conditions before and after improvements.
• Community Input: Involve community members in the evaluation process to ensure diverse perspectives are considered.

By using a mix of these metrics and methods, Covina can effectively measure and evaluate the outcomes of its active transportation improvements, ensuring they meet the needs of the community and align with SCAG's sustainability goals.
4i. Attach scope of work, schedule, budget, and initial project layout (conceptual plan) here PDF 01 4i Covina Town Center Lo… .pdf XLSX 02 4i COVINA 24-0010-scp-a… .xlsx XLS
X 03 4i 24-0010-scp-ats-budge… .xlsx PDF 04 4i Project Scoping Map II.pdf PDF 05 4i All Cross Sections v2.pdf PDF 06 4i Quick Build Elements-2.pdf PDF 07 4i Covina - Bicycle and Pe… .pdf XLS 08 4i Pedestrian and Bicycle … .xls PDF 09 4i 2nd Ave CASMCP Priori… .pdf
C. PUBLIC HEALTH

5. Describe how your project will address local public health concerns and disparities. Also describe additional co-benefits connected to public health, such as urban greening and cooling, placemaking, and improving livability. Potential sources for understanding and describing public health concerns and disparities include the Healthy Places Index, the California Health Interview Survey, local data, and/or public health-related metrics from CalEnviroScreen, the Climate and Economic Justice Screening Tool, or U.S. Department of Transportation Equitable Transportation Community Explorer (Refer to application resources page) The proposed quick build for Covina Town Center Bicycle/Pedestrian Safety and Connectivity (Gap Closure) Quick-Build Roadway Project is meticulously designed and constructed to significantly enhance safety for all users, with a particular focus on the most vulnerable, such as children, older adults, and those with mobility 11 Page 79 of 293
impairments. This Project is poised to increase the share of trips accomplished by biking and walking for local students and community members, thereby bolstering public health, and combating childhood obesity.

By providing safer routes for children to walk or bike to school, we are ensuring that low-income and disadvantaged communities with less access to vehicles have safe and affordable non-motorized mobility options. Moreover, this initiative will contribute to the reduction of vehicle-related greenhouse gas emissions and tailpipe emissions, a win for both public health and the environment.

An Equity Outcomes Study (as part of the CASMCP) was performed in 2022-23 utilizing data from CalEnviroScreen 4.0, Healthy Places Index 3.0, and UC Berkeley’s Urban Displacement Project to examine inequities within the Town Center (See Attachment 6ii Equity Outcomes Study). The City analyzed these three data sources to assess the challenges of inequities within and surrounding the Covina Town Center to assess and highlight health and safety burdens or characteristics that impact the areas within and surrounding the downtown Town Center. The findings showed that a total of 45 indicators and characteristics were combined to assess the degree to which a community experiences adverse health and safety impacts and provides strategic improvements to improve the local active transportation network and, therefore, focuses on these indicators and characteristics that demonstrate the opportunity for healthy outcomes through proposed implementation of proposed infrastructure projects. The Equity Outcomes Study identified five negative health impacts on health and safety that include 1) a high diesel particulate matter emission, 2) a high rate of hospital emergency visits for asthma, 3) a low or below average household income, 4) a low percentage of 3- to 4-year-olds in schools, 5) and a low percentage of the population over 25 years of age with a college degree.

The proposed Covina Town Center Bicycle/Pedestrian Safety and Connectivity (Gap Closure) Quick-Build Roadway Project, within the Covina Town Center, is located within three census tracts (060374061.01, 060374061.02, and 060374037.21) with CalEnviroScreen-4.0 pollution burden percentile averaging 64.15 percentile with the highest percentile at nearly 70 percentile. Of the 21 indicators, 13 were negatively impacted, including 1) PM2.5 concentrations in the air (due to the closeness to I-10 freeway), 2) Diesel particulate matter emissions (due to the closeness to I-10 freeway), 3) Drinking water contaminations, 4) Ozone concentrations in the air, 5) Low percentage of people who own their home, 6) Low-income homeowners who pay more than 50% of their income on housing, and 7) Households with more than one occupant per room, to name a few.

Aside from the significant health and safety improvements through active transportation improvements, the recently completed Equity Outcomes Study (see Attachments 4i and 6ii Equity Priority Area and SCAG Priority Equity Community Boundary maps) will equip the City with the necessary information to strategically identify equity priority needs. These will lead to improved access to parks and open spaces such as Covina Park, Edna Park, Kelby Park, all within walking and biking distances from the city center and the adjacent disadvantaged communities, and the highly anticipated Covina Recreation Village, which is currently under construction adjacent to the Metrolink station. The City is also committed to installing infrastructure that contributes to climate change resiliency, provides convenient access to various community and placemaking sites using wayfinding, directional, and information signage, and incorporates urban greening features to reduce urban heat islands and improve livability. These initiatives are not just about safety, but about enhancing the overall well-being of our community.

D. DISADVANTAGED COMMUNITIES
Quick-build projects are not required to be located in a Priority Equity Community or disadvantaged community. However, the 2024 Sustainable Community Program – Active Transportation and Safety call will strategically invest in communities most harmed by traffic injuries and fatalities, which include the historically disinvested communities comprising the majority of the Regional High Injury Network. Proposed quick-build projects not located in a Priority Equity Community or disadvantaged community are still encouraged to apply, because the proposed project may still benefit priority equity or disadvantaged communities.
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6. Is the project area in a Priority Equity Community (PEC) or in a disadvantaged community as identified in the state’s Active Transportation Program guidelines? See pages 11-13 of the state's 2025 Active Transportation Program guidelines for definitions of each disadvantaged community(Refer to application resources page).

Yes
6i. Which disadvantaged community definition applies to the project area? SCAG Priority Equity Community
6ii. Upload a screenshot of a map identifying the project and its relationship to a PEC or equivalent disadvantaged community.

PDF 01 6ii Covina Equity Priority A….pdf PDF 02 6ii Covina CalEnviroScree… .pdf PDF 03 6ii SCAG Priority Equity Co….pdf PDF 04 6ii Covina Community Sta… .pdf PDF 05 6ii Survey Charts.pdf PDF 06 6ii Equity-Outcomes.pdf PDF 07 6ii Engagement Summary.pdf PDF 08 6ii CASMCP Recommend… .pdf

7. Explain how the quick-build project will directly benefit a Priority Equity Community or other measure of a disadvantaged community and ensure those with the greatest need are not negatively impacted by this project.

The City recently completed the CASMCP (March 2024) which addresses bicycle, pedestrian, and transit needs through an equity prioritizing lens, to increase pedestrian safety and comfort and enable community members, whether they can choose or not, to safely walk and bike in Covina. The Covina Town Center Bicycle/Pedestrian Safety and Connectivity (Gap Closure) Quick-Build Roadway Project is located within three census tracts 060374061.01, 060374061.02, and 060374060.00) with CalEnviroScreen-4.0 pollution burden percentile averaging 79.3 percentile with the highest percentile at 87. Of the 21 indicators, 13 were negatively impacted, including 1) PM2.5 concentrations in the air (due to the closeness to I-10 freeway), 2) Diesel particulate matter emissions (due to the closeness to I-10 freeway), 3)Drinking water contaminations, 4) Ozone concentrations in the air, 5) Low percentage of people who own their home, 6) Low-income homeowners who pay more than 50% of their income on housing, and 7) Households with more than one occupant per room, to name a few.

In addition to the CalEnviroScreen analysis, the City developed an Equity Outcomes analysis to analyze 13 Page 81 of 293
inequities within the City’s disadvantaged communities further. The Equity Outcome study considered the neighborhood's barriers and challenges that prevent the local population from accessing active transportation benefits throughout the Second Street corridor through recommendations to improve conditions of 1) comfort, 2) convenience, 3) safety, and 4) distance.

The City also conducted three rounds of outreach at different phases of the CASMCP’s development to ensure that the plan reflected the disadvantaged community's wants and needs. Survey and public information media tools included open house and workshop events, poster board comments, community bike rides, walking tours, school district working sessions, comment cards, and digital community outreach surveys (see Attachment 6ii Engagement Summary). In addition, the City participated in pop-up events in areas within the highest CalEnviroScreen percentiles. These surveys revealed the community's concerns over three issues: 1) Safety (such as better lighting and signage, slower speeds, safer crosswalks, and separation between pedestrians, bicyclists, and motorists), 2) Aesthetics (such as sufficient pedestrian amenities, shaded bus stops, and better landscaping), and 3) Accessibility (such as wider sidewalks, shorter distances crossing streets, access to protected bike lanes, and more curb ramps).

The City’s most disadvantaged communities are located southwest of the City. Second Avenue bicycle lanes would trend south from Front Street to Center Street where the it would connect to an existing Class II bicycle lane corridor towards the Eastland Shopping Center, where the community is most burdened by pollution from the Interstate 10 freeway (445,000 ADT total for both directions) travels east-west through the San Gabriel Valley region. Disadvantaged communities most severely burdened by pollutants (87 percentile) would then extend west from Second Avenue to the City limit.

Within the Covina Active Streets and Multimodal Connectivity Plan (see Attachment 6ii Active Streets Recommendations), the downtown Town Center was studied and examined that determined the area-specific equity priority areas to understand existing disproportionate impacts of displacement and pollution burden.

The equity priority areas were developed by analyzing three data sources (CalEnviroScreen, Healthy Places Index, and UC Berkeley Urban Displacement Project) to assess what challenges each census tract experiences and whether certain census blocks experience more inequities than others. The highlighted areas exhibited in Attachment 6ii Equity Priority Area map represent the outcomes of this analysis and are defined as the equity priority areas for this Plan. Equity priority areas were used to prioritize projects recommended in this Plan.

This Project will provide access to the City's most disadvantaged communities through a series of nonmotorized safety and enhancement features. These measures are extended to improve pedestrian and bicyclist safety within the Covina’s downtown Town Center to include Front Street, Barranca Avenue, Second Avenue, Third Avenue, Fourth Avenue, San Bernardino Road, Edna Place, and Valencia Place. The safety features include Class II buffered bike lanes, Class II conventional bike lanes, Rapid Rectangular Flashing Beacons (RRFB), temporary curb extensions, Leading Pedestrian Interval, solar-powered lighting, highvisibility pedestrian crosswalk striping, and wayfinding, directional, and informational signage.

This project provides disadvantaged residential neighborhoods with active transportation access from three east-west and five north-south arterials and connectors to and through Covina’s Town Center district. In addition, the City proposes to install easy-to-read wayfinding signage throughout the Project's quick build committed corridors. These signs will not only provide users with directions to the City Center, Metrolink train station, library, and Emanate Inter-Community Hospital and associated healthcare facilities but also ensure that everyone, regardless of their familiarity with the area, feels included and valued in this Project.

E. PUBLIC PARTICIPATION
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8. Which of the following goals of the Sustainable Communities Program will the community engagement component of the propose plan support (Refer to application resources page)? Provide needed resources forlocal jurisdictions to advance the goals outlined in the four pillars of Connect SoCal 2024: mobility, communities, environment and economy.

Promote racial equity grounded in the recognition of the past and current harms of systemic racism and advance restorative justice.

Integrate the region’s development pattern and transportation network to improve air quality, reduce greenhouse gas emissions and enable more sustainable energy and water use.

Prioritize the most vulnerable populations and communities subject to climate hazards to help the people, places and infrastructure most at risk for climate change impacts. In doing so, recognize that disadvantaged communities are often overburdened.

Increase the region’s competitiveness for federal and state funds, includingthe California Active Transportation Program and Greenhouse Gas Reduction Funds. i. Please describe how stakeholders will be engaged equitably in the development of the plan in line with the Sustainable Communities Program goals as outlined above. Identify community/plan area-specific engagement challenges and describe the intended outreach approach and strategies to maximize accessibility.

City staff proposes to engage the community through a series of open house presentations, walking and biking tours and surveys, and community workshops aimed at informing disadvantaged communities of the health benefits of walking and biking and the safety and connectivity features that would be provided through the use of the proposed Project's travel corridors.

Engaging stakeholders in Covina's downtown area, particularly those from disadvantaged census tracts, is crucial for the success of this quick-build Project. The proposed Project focuses on enhancing bicycle and pedestrian safety, ensuring equitable access to transportation hubs and community resources. The public's support and buy-in not only ensure viability but also usability. Below is a structured approach to stakeholder engagement that aligns with SCAG's Sustainable Communities Program goals.

Engagement Challenges

1. Language Barriers: Residents may speak languages other than English, limiting participation.

2. Access to Technology: Not all community members have reliable internet access, impacting engagement through online platforms.

3. Trust Issues: Disadvantaged communities may have historical mistrust of government initiatives, leading to skepticism about the Project.

4. Physical Barriers: Some stakeholders may have mobility issues or need transportation to attend engagement events.

Outreach Approach and Strategies

1. Diverse Communication Channels:
o Multilingual Materials: Develop project materials in multiple languages (e.g., Spanish, Mandarin) to ensure inclusivity.
o Visual Aids: Use graphics and maps that are easy to understand, reducing reliance on complex language.

2. Community Partnerships:
o Local Organizations: Collaborate with community-based organizations (CBOs) and faith groups to reach underrepresented populations.
o Stakeholder Advisory Committee: Form a committee that includes representatives from disadvantaged communities, local businesses, and civic groups to provide input throughout the project lifecycle.

3. Accessible Engagement Events:
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o Pop-Up Workshops: Host informal workshops at local parks, the library, community center, city hall, and housing complexes where residents naturally gather.
o Mobile Engagement: Mobile units or "community caravans" to reach areas with limited access, providing information and collecting feedback on-site, including the Metrolink Station.

4. Flexible Scheduling:
o Evening and Weekend Events: Offer events to accommodate different work schedules and family commitments.

5. Incentives for Participation:
o Compensation for Time: Offer small stipends or gift cards to participants for their time and input, reducing barriers for those facing economic constraints.

6. Feedback Mechanisms:
o Surveys and Feedback Forms: Throughout the Project's phases, gather community input using both digital and paper surveys.
o Interactive Mapping: Use online platforms that the community is already familiar with. Residents can pinpoint issues and suggest improvements in real-time or as they have time.

7. Regular Updates:
o Transparent Communication: Keep the community informed through newsletters, social media updates, and public meetings about project progress and how their feedback has been incorporated.

8. Evaluation and Iteration:
o Ongoing Engagement: Create a feedback loop that allows for continuous community input even after the initial engagement phases. This could include follow-up surveys and meetings to assess the effectiveness of implemented changes.

In 2023, the City enlisted the assistance of a consulting team to identify active transportation projects, and the City Council approved the Covina Active Streets and Multimodal Connectivity (CASMC) Plan in March 2024. The proposed Second Avenue quick-build improvements are included in the CASMCP as the second highest priority for developing active transportation projects through the Covina Town Center as a safe and convenient route to connect with the rest of the City (see Attachment 6ii Engagement Summary).

This Project is supported by City staff in the Public Works and Community Development departments. Public Works staff will be headed by the City Engineer, who will oversee the development of preliminary engineering and construction plans, bidding of construction contractors, recommendation of contractor selection, and City Council staff report. City staff will continue its community and public engagement throughout the development and construction phases of the quick-build Project, including during the evaluation phase of the Project's performance once completed. The City plans to partner with a local community-based organization to reach out outreach and engage the public and develop a before and after community outreach analysis to discuss performance and improvements to the quick-build Project. In turn, the City will keep the community updated with the planning, design, and construction of the quick-build Project through periodic updates and presentations to the City's Transportation and Mobility Advisory Commission.

The Covina Transportation and Mobility Advisory Commission (TMAC) plays a crucial role in the activities and development of the Covina Town Center Bicycle/Pedestrian Safety and Connectivity Project. As the designated advisory body, they will update the City Council on the Project's progress. The City will also partner with a local community-based non-profit organization to coordinate and engage the community, ensuring their voices are heard and their concerns are addressed throughout the Project's design, construction, and performance phases.

Between August 2022 and October 2023, the City conducted more than ten public and community meetings discussing the needs and priorities of creating an active transportation system, including; • August 23, 2022: Project Workshop at Covina Planning Commission • August 26, 2022: Pop-Up at Covina Farmers Market
• October 4, 2022: Pop-Up at National Night Out
• April 11, 2023: Project Update at Covina Transportation and Mobility Advisory Commission 16 Page 84 of 293
• May 6, 2023: Community Bike Ride and Feedback Session led by ActiveSGV • May 11, 2023: Parents & Educators Working Session with Covina-Valley Unified School District and ActiveSGV
• May 21, 2023: Community Walk and Feedback Session
• June 13, 2023: Project Update at Covina Planning Commission • September 30, 2023: Pop-Up at Sacred Heart Annual Festival • October 13, 2023: Pop-Up at Thunderfest Car Show and Music Festival A series of online and walking audit surveys were developed to engage the community in the needs and priorities of walking and biking throughout the City. These surveys showed that most surveyed viewed social conditions (homeless, crime, safety, etc.), transportation conditions, and lack of bike infrastructure topped the list of barriers to walking and biking, more so than the weather or distance (see Attachment 6ii Engagement Summary). In addition, when asked about specific improvements for pedestrians, bicyclists, and public transit users, installing bike lanes, crosswalks, street lighting, and providing more safety infrastructure were the top four improvements.

For sections of Second Avenue, Citrus Avenue, Barranca Avenue, and San Bernardino Road, participants were asked several questions on safety, aesthetics, and accessibility. Most participants noted that intersections needed more highly visible crosswalks and more phasing time to allow pedestrians to cross the street safely and comfortably. Participants also noted the dangers of pedestrian crossing at unsignalized intersections, narrow sidewalks, lack of protected bike lanes, and lack of landscaping and shade trees (see Attachment 4i Quick Build Elements).

During the development of the Covina Town Center Bicycle/Pedestrian Safety and Connectivity (Gap Closure) Quick-Build Roadway Project, City staff will continue to engage the community to gain inputs and evaluate the Project in achieving SCAG's sustainable communities goals to promote racial equity, reduce greenhouse gas emission, address the burdens placed on disadvantaged communities, and increase Covina’s competitiveness to acquire federal and state funds to increase active transportation and reduce greenhouse gases within the City.

By addressing these specific engagement challenges with targeted strategies, Covina's quick-build project can foster equitable participation among all stakeholders, particularly those living in and near disadvantaged census tracts. Ensuring that community voices are heard and integrated into the Project not only aligns with SCAG's goals but also promotes a sense of ownership and empowerment among residents, leading to more sustainable and effective outcomes.

F. COST EFFECTIVENESS

9. What existing tools or templates will be integrated into the quick build project? Examples of existing tools and templates include the SCAG/statewide Active Transportation Database, Safe Routes to School Evaluation Surveys and Worksheets, U.C. Berkeley SafeTREC Street Story, and templates from existing efforts relevant to the proposed project (Please refer to application resources page).

The City of Covina recognizes the importance of providing for a cost-effective project for its residents, and to maximize the effectiveness of the project based on the cost. The City adheres to state and locally mandated purchase policies that not only seek out the lowest responsible bidder when it comes to the provisions of goods and services, but also provides for quality services as established bidder and materials list provide for certain product/constructions guarantees.

Specific to evaluating the cost-effectiveness process for this project, and in addition to best practices and purchase policies, the City considers a number of tools to ensure thorough analysis and optimal resource allocation. These include:

1. Project Budgeting Software: The grant manager will work with a finance manager to create use restricted accounts and project codes to manage the project budget and expenses. The City utilizes Tyler MUNIS for 17 Page 85 of 293
account and budget tracking. Requests for reimbursement milestones are first prepared by the grant manager, and then submitted to the finance manager for review/accuracy before submittal to the granting agency.

2. Excel Budget Tracker Sheet: In addition to the Tyler MUNIS account/budget tracking software, the grant manager will host a separate budget tracker sheet which will be used to track purchase orders, earmarks, and contingencies, which will also be submitted along with reimbursement materials to demonstrate budget progress.

3. Cost Estimation Tools: Costs are estimated based on historical data, industry benchmarks, and current market conditions.

4. Risk Assessment: The City’s Human Resources and Risk Division will help identify and evaluate potential risks to the project’s cost-effectiveness. Review by the HR and RD team is a mandatory step prior to establishing award of contract, and is necessary to assess the likelihood and impact of each risk and develop mitigation strategies.

5. Lifecycle Cost Analysis (LCA): The assigned contractor will prepare a lifecycle cost analysis assessing the total cost of ownership over the life of the project, including initial costs, operational costs, and maintenance expenses.

6. Benchmarking Reports: Comparative tools and reports that provide data on similar projects or industry standards, allowing for more accurate cost comparisons and expectations.

By integrating these tools and templates into the cost-effectiveness process, the City's project managers can ensure better financial control, and ultimately, more successful project outcomes.

G. COMMITMENTS, PARTNERSHIPS, AND LEVERAGING

10. Provde three letters of support from key stakeholders for your project, including but not limited to agencies, schools, non-profits and/or community-based organizations.

PDF 01 Metro LOS-2.pdf PDF 02 SGVCOG LOS_SCAG _09.2….pdf PDF 03 Metrolink Support Letter2.pdf PDF 04 Foothill Transit LOS-2.pdf PDF 05 Active SGV_ SCAG Sustai… .pdf PDF 06 News Release-Metrolink D….pdf 18 Page 86 of 293

ATTACHMENT C

Attachment D

ATTACHMENT D

QUICK-BUILD GUIDE
How to Build Safer Streets Quickly and Affordably
2020

ATTACHMENT E

The California Bicycle Coalition (CalBike) and Alta Planning + Design are excited to share this Quick-Build Guide for quickly and inexpensively creating safe spaces on our streets for people to travel by bike, on foot, on a scooter, by skateboard, or by any other low-impact, low-cost mode of transportation. Making these options available right away is key to our equitable recovery from the economic collapse caused by the pandemic and our ongoing resilience in the face of climate change.

The quick-build method meets the urgency of the moment and the challenge of reduced public budgets. It provides an opportunity to engage residents more inclusively and effectively than is possible with traditional methods. Quick-build safety infrastructure can help to repair neighborhoods impacted by decades of disinvestment.

Quick-build is the tool we need today to advance our vision of safe, equitable streets.

This guide can be used by elected officials, city planners and engineers, and community advocates. It will show you how quick-build condenses the timeline, cuts down planning and engineering costs, and uses inexpensive materials to create safe active transportation infrastructure within months, instead of years.

You shouldn’t have to wait decades before your community is a safe place for a child to ride to the park.

These pages will walk you through how to implement quick-build networks, addressing everything you need to know, from engineering tips to political considerations. We hope you’ll read it and share it widely, so that everyone will have the tools they need to move us toward a healthier, safer, and more sustainable future.

CalBike advocates for equitable, inclusive, and prosperous communities where bicycling helps to enable all Californians to lead healthy and joyful lives.
www.calbike.org
Alta is a global leader in mobility innovation, helping make positive changes in communities to empower all people to live active, healthy lives. For over 20 years we have been dedicated to connecting people to places by working across disciplines and scale to address social equity, access, and environmental resilience. www.altago.com
© Alta Planning + Design, 2020.

Disclaimer: The design details, recommendations and conclusions in this document are based on case studies from projects throughout North America, Alta project experience, and industry design guidance. Engineering judgment should always be used in roadway design decisions.

QUICK-BUILD GUIDE | 3
01 WHY QUICK-BUILD? 4
02 PLANNING FOR QUICK-BUILD 6
03 DESIGNING AND
MAINTAINING QUICK-BUILD 23
04 IMPLEMENTING QUICK-BUILD 45
05 ENDNOTES 46
APPENDICES 47
Appendix A: Materials Selection
and Installation Guide 47
Appendix B: Further Reading 75

4 | ALTA & CALBIKE
01 WHY QUICK-BUILD?
Quick-build is a method to help local governments improve communities for walking, bicycling, and micromobility on a minimal budget and on a compressed timeline, as both
planning and building are much less expensive.

Quick-build works to meet mobility needs by helping
people to choose active modes more often. Those mobility needs will vary depending on the community, and may
include safer crossings, slower streets, an extended bikeway network, or safer routes to transit, schools, and essential workplaces. In every case, people require a safe, connected, and comfortable network for active transportation.

Quick-Build Defined
Quick-build puts bicycle, pedestrian or traffic safety
improvements in place using low-cost materials that
can be installed quickly. Quick-build projects are flexible and designed to be easily changed or even removed if
necessary. Most quick-build projects can be constructed in mere days or weeks and can go from conception to reality within months. Quick-build projects are not pop-up or
demonstration projects that are intended to be removed
after a short period.

Quick-build allows the community to benefit immediately from walking and bicycling safety improvements, with
flexibility for public feedback to impact the design while building enthusiasm and support for more permanent
infrastructure. Once a project is accepted by a community, quick-builds can last for years if maintained, or rebuilt using more durable materials.

The goal is to offer a series of interim street improvements that create a complete, connected network of physically safe environments for people walking, bicycling, and using micromobility to get safely where they wish to go. Quickbuild infrastructure is usually more than a bike lane quickly striped; it should create the kind of comfortable, protected, connected bikeways that have been proven to enable
people of all ages and abilities to use active transportation.

Ideally quick-build projects will build off of existing plans that have already been approved and were created with
community input. Quick-build becomes a way to implement previously recommended active transportation projects
in a relatively short time frame. More extensive, and
potentially permanent, improvements can be added over
time as the project evolves, based on public input, interest, and use.
“We as transportation experts need
to be thinking strategically about
whether or not we need to spend
three years talking about doing
something important, or three
weeks to just try something.”
― Warren Logan
Transportation Policy Director of
Mobility and Interagency Relations at
Oakland Mayor’s Office

QUICK-BUILD GUIDE | 5
Real Time Public Engagement
Traditional projects require long periods of outreach for projects that are planned for years in the future. Meetings typically attract more privileged stakeholders with the spare time to engage in the process. Stakeholders change as time passes, requiring more outreach when the project is built according to old plans that may not have the support of new stakeholders.

Quick-build projects are intended to be community-led
and, based on real-time feedback, iterative and adaptable.

An inclusive planning process which consults and involves the community throughout is essential. While quick-build leverages opportunities for speed and ease of installation, projects should not move forward without consultation,
engagement, and open lines of communication with the
community members who will be most impacted by a
project’s creation or by its removal. This is important during planning and implementation—and beyond, and planners
should extend the public feedback period into a longer term period of project evaluation.

Re-Allocating Space is Easier
Sometimes it is necessary to reallocate road space from cars to create safer crossings for pedestrians or a protected lane for people on bikes. With quick-build, communities get to see and adjust what works on the ground, rather than in theory. Unlike concrete infrastructure, quick-build street designs can be adapted by adding a planter box, moving
bollards, restriping a lane, or even removing a project if necessary. During installation the jurisdiction can say “we are trying this.” Evaluation and review becomes part of the process and feedback on a quick-build design can become part of the public input for the eventual project, if the public supports making it permanent. This feedback is usually
much better than traditional planning processes, where
stakeholders are asked to imagine how it will feel to use a new street alignment based on modeled data, renderings
and PowerPoint presentations. This includes the need for curb access for delivery and passenger access. Business managers, delivery people, and other users can see the
impact in real time, and planners can adjust the design to accommodate those needs.

Conclusion
Quick-build presents tremendous opportunities to
implement projects in compressed timelines and with fewer resources while accommodating and meeting increased
demand for walking, bicycling, and micromobility.

But quick-build also faces new challenges in planning,
outreach, and design. The tools outlined in each chapter of this Guide offer strategies for planners, designers, engineers, policymakers, and advocates on how to achieve success and overcome obstacles in creating quick-build
infrastructure.

Source: Alta (Atlanta, GA)

6 | ALTA & CALBIKE
02 PLANNING FOR QUICK-BUILD
Quick-Build Project Planning
Quick-build can be an effective strategy for quickly building out a complete pedestrian and/or bike network. Building infrastructure fast requires a process that leverages the right resources and secures buy-in from the right people at the right times. For many agencies, fast is not typical and there needs to be confidence in your new process from
start to finish. When you’re doing things differently, it’s important that the whole team understand how to do it
well, to inspire confidence in the process from start to finish.

To inspire that confidence in creating quick-build projects, we have compiled guidance for all aspects of the planning process—building your team, defining your project goals, identifying resources, figuring out key network gaps where projects can have the most impact, and engaging the
community.

Assembling an administrative team
is the first step.

Source: Alta (Los Angeles, CA)

QUICK-BUILD GUIDE | 7
Assemble the Team
Who needs to be at the table?
How does one assemble an administrative team or working group to get a quick-build project off and running? The answer is not simple or formulaic, as the answer differs in as many ways as there are different agency departmental structures and administrations. However, we can provide suggestions of what to keep in mind and what we have
seen successful teams do to effectively deliver quick-build projects.

Some of these people need to be at every discussion,
others don’t. Some need to be consulted, others simply
informed. Some are critical, while some are optional. Some may be staff while others are hired consultants. Build your team for what makes sense in your community for your
project. If you cannot fill a role listed here on your team, due to budget or staffing constraints, mitigate that loss with additional outreach to that department to ensure the project can be implemented smoothly with appropriate
buy-in from the role outlined for the “missing seat.”
Who’s not at the table?
Meaningfully including everyone who needs to have a
voice in the process is not easy. Continue to identify who is missing and to create new ways to expand engagement
throughout the process. Take a close look at the “table” the team has set to see if the format, messaging, power dynamics, or other factors present unintentional barriers or biases. Leverage the trial period as an opportunity to call attention to the need for broad and inclusive assessment and encourage additional community members, leaders
and organizations to participate.

Key Coordinator
Municipal Staff
Community Leaders
Elected Officials
Source: Alta (Glendora, CA)

8 | ALTA & CALBIKE

PERSON ROLE

AGENCY STAFF
Key Coordinator
• Champions the value of and need for quick-build facilities to the public and other municipal staff
• Keeps project on track, problem solves issues as they arise, maintaining momentum and overall communication among the various stakeholders and participants
• Identifies community partners and stakeholders who need to be at the table and helps to ensure they are engaged
• Available for feedback and communication from stakeholders, including elected officials, other municipal staff, and community leaders • Stays aware of projects and best practices in other jurisdictions • Identifies opportunities and community needs as they arise • Should be adept at working with underrepresented and marginalized communities
Communications
In some agencies, especially smaller ones, this person may be the same as the “key coordinator.”
• Helps everyone stay “on message” about the quick-build strategy • Develops online tools for community feedback
• Collects and reports on feedback received from the most representative group possible
Transportation Planners
• Understands the jurisdiction’s goals, vision, opportunities and challenges when it comes to active transportation
• Can interpret code, policy, and other crucial regulations • Can provide helpful information regarding the existing active transportation network and its gaps
• Has access to planning tools, such as mapping software, that aid in decision-making
Transportation Engineers
Engineering and planning roles
may be held by the same staffer.
• Understands traffic patterns, street design, regulations, etc. • Can ensure that facilities meet standards and best practices so they are as safe and navigable as possible
• Involved in approval of street plans
Representatives from other departments
that will interface with the project
• Understands aspects of the project that others will not (e.g. how trash pickup will be impacted)
• Contributes to the indentification of important corridors to include from an equity and connectivity perspective (ex. Health, Economic, Parks, Housing, Planning Departments)
• Needs to be informed of projects to provide technical insight and avoid potential conflict once facilities are in place
• May be tasked with formal review of street changes (e.g. Fire Department) Continued

QUICK-BUILD GUIDE | 9

PERSON ROLE

COMMUNITY LEADERS
Neighborhood or Community
Ambassador or Champion
• Believes in the project and ensures that the community is involved in its planning and installation
• Has broad connections and rapport in the community and can bring a variety of voices to the table to speak to community needs and perspectives • Monitors the project after installation and relays feedback to the key coordinator, providing resident perspective and flagging issues • During public engagement you are likely to find this person advocating for a quick-build facility in their neighborhood
• This person should receive compensation for their time and local expertise Local Business Leaders
• Can help share information with local businesses
• Will want to understand what types of improvements are planned and what the expected timeline is.
• May be able to donate materials that could embellish the project area like picnic tables, chairs, flower pots, etc.

Representatives from community organizations,
especially bicycle advocacy organizations
• Leaders of nonprofits, social services organizations, and religious institutions will help to support and improve the project if engaged. • Bicycle advocacy organizations will understand the needs and perspectives of pedestrians and bicyclists in the community and can offer insight as potential future users of these facilities
• Can help disseminate information to the bicycle and pedestrian community, gather feedback, and improve future iterations of the project

ELECTED OFFICIALS
Elected Officials
• Have the power to approve the use of funds or staff, often much more quickly than others can
• In some jurisdictions, approve or deny street changes • Receives direct communication from their constituents about needs, challenges and complaints
• Can raise the profile of these improvements among their constituents and beyond (or rally against them)

10 | ALTA & CALBIKE
Set and Communicate Project Goals
Once the jurisdiction has organized their administrative team or working group for the quick-build project, they should begin by coming to an agreement about what the
goal of their quick-build project is and identifying strategies for communicating those goals with the community.

What is their mission statement for these projects? Why is the agency undergoing these projects? What does the
jurisdiction need that this infrastructure is providing? As future stages of the quick-build project present difficult decision points about where projects will be located or how or why they are funded, the jurisdiction can return to this mission statement for guidance.

This goal-setting may happen concurrently with
determining what resources are available because one may drive the other in enabling the reallocation of funds and staff time and focus. That statement of need will go on to influence the quick-build infrastructure network, but may also influence what resources are available and the political support backing the project.

Many municipalities may have similar goals and needs that inspire quick-build infrastructure, but these may also vary.

For example, one city may need to expand their pedestrian or bicycle transportation network to connect jobs, homes and essential services like grocery stores, while another may wish to quickly expand and implement their active
transportation network in a more equitable manner than
exists currently. Or a jurisdiction may lack sufficient trails or parks and is looking for more space to keep recreational trips local.

Take Stock of Available Resources
As a jurisdiction is working towards building their quickbuild team and evaluating what they would like to implement, it’s critical to also consider what funding
sources are available for quick-build projects so that the team can realistically prioritize which network connections to focus on in the next step of the process.

Agencies should begin by evaluating their existing budget for active transportation facilities and roadway projects as well as existing contracts and on-call consultants. Project managers can sometimes redirect funds allocated for
traditional pedestrian and bicycle facilities and contracts to quick-build projects. Existing local budgets for street markings, signs and signals can also contribute to projects that implement quick-build features while rebuilding a
street; staff may have flexibility on which streets they use these funds on, as well as how the markings, signs and
signals are used. Using local funding and even existing contracts will save time in setting up new contracts.

Resources shouldn’t only be considered for planning and design. Because the nature of quick-build is one that may involve design iteration or adjustments, this should also be considered in your budget. Does your jurisdiction have on-call contractors or in-house teams for implementation? What is your procurement process for signs, paint, and other quick-build materials, and what other materials do you have access to? Consider available budget and staff resources for collecting ongoing feedback and data. If a consultant is brought on to facilitate a project, ensure that their scope of work involves ongoing support. If project adjustments are promised in response to feedback, ensure that budget and resources are set aside for these changes.

QUICK-BUILD GUIDE | 11
Take advantage of predictable opportunities. Regular street maintenance provides a good opportunity to make small changes to streets. Know your jurisdiction’s repaving schedule so that you can take advantage of this opportunity to add new crosswalks, bike lane buffers, etc. This can save both money and time.

Consider what in-house resources can be used for all stages. There are likely at least some existing resources, knowledge, and labor available within the department or jurisdiction that can contribute to the various stages of a quick-build project. Where possible, identify these options first and plan how they can be used.

Utilize existing contracts where in-house resources are lacking. From data collection to public outreach, many different tasks and skills go into these projects. Some jurisdictions may not have in-house capacity to address all stages of the process. Where possible, use existing on-call contracts for aspects of the quick-build project want to get underway quickly to avoid a new bid solicitation process.

Advocate for more funding for quick-build. Several countries around the world have drastically increased funding for quick-build projects in response to the COVID-19 pandemic. Consider advocating for statewide or federal programs that allocate funds to communities for bike facility quick-build efforts.

Seeking outside funding may introduce a delay in quick
delivery of a project, but shouldn’t be overlooked if existing funding is scant. Local foundations and philanthropic
organizations may have funds available to assist
municipalities with these projects, especially if the agency presents the funder with information about how they plan to serve a critical infrastructure need. The Richard King Mellon Foundation gave grants to the nonprofit advocacy group Bike Pittsburgh, which in turn hired engineers to design the city’s first striped bike lanes years ago.1 The business community may also be a source for in-kind
donations including materials that can be used for quickbuild installations.

Grants are also likely to be available, but will then subject the quick-build project timeline to the grant funding cycle timeline. A slow to start, quick-build project still may serve important critical infrastructure needs and is still more valuable and less expensive than a traditional project
or no project at all. In this case, a jurisdiction should still conduct as much planning and design as possible to create a persuasive grant application and also consider whether to implement a minimal infrastructure while they wait for grant funding. The grant funds could be used for a later phase of the quick-build project, upgrading it with more resilient, mid- to longer term materials.

Resources also include staff time and expertise. Successful quick-build programs across the nation have commonly
had agency staff contribute to the planning, design and installation of quick-build projects. While these projects are low-cost in construction materials, they do require a high level of coordination to accomplish. Review this quick-build guide and make note of what cannot be accomplished
by agency staff from a workload capacity or capability
perspective. If your municipality lacks internal staff capacity or experience, consultants can provide this service; however, this cost needs to be considered when evaluating resources.

12 | ALTA & CALBIKE
COVID-19 Consideration
Consider necessary post-COVID-19
adjustments or develop your own priority
network. Think about the routes that reach
parks, stores, hospitals and other essential
community destinations. Think about your
existing bicycle and pedestrian network. Are
there gaps between routes or parts of the
community that are not connected? Even the
most recent bike plan will not have prioritized
connections to essential businesses like
hospitals or testing centers or the COVID-19
realities of social distancing, working from
home, transit changes and changes in daily
routines. Additional connections may be
necessary to replace cancelled or reduced
service on transit routes.

Decide Where to Build
After you have assembled your team, identified the goals of your quick-build project, and determined the level of resources you have available, the next step is to determine where you will build the project or projects.

Value of the network approach
As you consider how you want your projects to function
within your existing transportation system, it is important to see these projects as pieces of a network linking critical destinations. Focus on expanding capacity for bicycle and pedestrian connections locally between neighborhoods,
workplaces, grocery stores, hospitals and other essential destinations.

Build on existing plans and data
It is important to consider available data, like crash data or network facility gaps, when selecting a network and
identifying projects to complete that network. Existing active transportation plans or transportation chapters
of a comprehensive plan may already outline projects or a high priority network for implementation. Tie action to available data and established community plans which
have considered key metrics regarding connections,
equity, safety, etc. Requests, together with plans, should be considered with the direction detailed below. Also,
be sure to include demographic considerations in data
analysis. Historically, many transportation investments have benefited more affluent groups at the expense of
marginalized populations, usually low-income people of
color. Nothing prevents quick-build projects from repeating those inequities except a commitment from you to consider them in your priorities and consciously invest in historically disinvested neighborhoods and communities in ways that
respond to community needs.

If your community has an Active Transportation,
Pedestrian and/or Bike Plan, open it up and see where
you stand. Established plans that have prioritized equity and engaged the community are the best place to start.

In the recommendations, what has been built and what
remains to be built? Recommended routes were likely
selected because they provide access to destinations such as workplaces and stores, or serve as a direct connection across the community, with a focus on essential community destinations. If a plan has not been developed or if there are not established connections with communities,
additional engagement and work may be necessary to plan for an inclusive framework and reflect the true needs of a community and all of its members.

QUICK-BUILD GUIDE | 13
How to Identify Gaps?
When thinking about how to identify gaps in your community, it is helpful to create a framework to classify the different types of gaps. Spot gaps are point-specific locations that lack adequate treatments to accommodate safe and comfortable bicycle and pedestrian travel. Connection gaps are missing segments (around ¼ of a mile or less) where inadequate or no treatments are provided that connect to an otherwise adequate facility. System gaps are where no or only a few facilities provide direct access to a neighborhood, district or specific area. This could also exist where no low-stress facilities provide access to the area.

Examples of gaps are below. The impact of some gaps can be reduced through enhanced design.

Spot Gaps
• Transition between facilities (routes, on-road to
in-boulevard)
• Intersections and crossings
• Driveways and vehicle access routes
• Transit stops
• Car parking lane
• Sidewalk gaps
Connection and System Gaps
• Standalone facilities (no connecting routes)
• Access to destinations
• High volume, stressful roads
• Neighborhoods with reduced access to parks and
open spaces (on per capita basis)
Does a popular street or sidewalk need an upgrade?
Do not overlook the opportunity to make a well-used
and much needed bicycle facility, path or sidewalk safer and accessible to all. A key goal is to make sure active transportation facilities accommodate new bicyclists and pedestrians, and, in some cases, micromobility users (like e-bike share and e-scooter share). Think about if there are opportunities to improve existing bike lanes. Physically separated bike lanes provide more comfort for people
bicycling, creating the conditions where a larger segment of the population will bicycle. Existing painted bike lanes or shared lane routes on collector and arterial roads should be priorities for upgrades to physically separated bike lanes, so that these corridors can become part of the community’s low-stress network.

Don’t forget intersections! When building a network, we think about corridors, but it is essential that all intersections throughout the corridor are considered to ensure that the treatments are carried through these conflict points.
• How to tie into other existing or new sidewalks or
bikeways at intersecting streets
• Space to queue
• Provide access across road to other side streets
• Opportunity to reconfigure signal timing to reduce
waiting time
At the end of the day, the network should provide
opportunities for people to access daily needs, travel
to essential workplaces, and improve their mental and
physical health. The network should be made up of high
quality, low-stress facilities that are direct, connected, and at a density that provides multiple opportunities for people to conveniently travel throughout their community and
have direct access to destinations.

14 | ALTA & CALBIKE
Address Equity in the network
As part of developing a network, it is important to center equity, specifically considering where the network is and isn’t, and who the network is intended to serve. Network development should take into account the initial goals
set out for the quick-build project. Public engagement is important to ensure communities are heard. Consider who is, and isn’t, at the table making decisions. Is there a way to contribute missing voices? Any new and improved networks should work with the community to ensure that they reflect community needs and culture, and are inclusive of the
people of all ethnicities and socioeconomic status that live, work, and have to access services in the community.

Be aware of long-term planning goals
In many cases, these temporary quick-build projects end up informing or even transitioning into permanent facilities.

Having a strong sense of the existing network conditions, as well as challenges and goals for the future, is essential for these projects to contribute to future multi-modal
transportation systems.

Opportunities: Safe Routes to Schools
Communities should develop networks that are designed
to serve school travel. Through a combination of traffic calming, expanded pedestrian travel space, bicycling
facilities, other temporary measures and programming,
communities should consider how to create environments
that support and enable children to walk, scoot, and bike to school.

Stay focused on the network
Don’t let isolated project ideas or requests (especially from elected officials or neighborhood groups) sideline the greater goal of building a robust network that can
offer connections for both bicyclists and pedestrians.

While these recommendations can be a valuable source
of information and also a political reality, it is important not to assume these requests should become the priority projects. For one, those who regularly speak with their city council member or other official don’t necessarily provide an accurate cross-section of residents or potential users of new facilities. Also, these projects may or may not be in line with the jurisdiction’s longer-term planning goals or overall network needs. All projects should be
considered in context of a larger strategy and vision.

If they aren’t connected to a larger strategic network, new improvements won’t serve the greater purpose
intended.

Case Study
Quick-build improvements called for by Mayor
London Breed of San Francisco were part of
the City’s Vision Zero High Injury Network
(the 13% of city streets where 75% of traffic
crashes occur) and provided key linkages
between established bike facilities. Quickbuild facilities on these streets included separated bikeways, as well as improvements
for pedestrians and transit users.2

QUICK-BUILD GUIDE | 15
Continually Engage the Community
Unlike traditional planning projects that include an
extensive community engagement process on permanent
plans before any elements are built, quick-build projects require a new approach to public outreach. However, this new approach does not mean less community engagement,
as robust public input is critical for the success of any quick-build project. Instead, much like the design and
implementation of quick-build projects themselves, which may involve temporary and interchangeable materials
and strategies, the community engagement process
requires a more iterative approach to public outreach.

Though untraditional, this iterative process provides longterm opportunities for ongoing, meaningful community engagement.

Quick-build projects allow community members to directly engage with new projects once they are built. People have a chance to experience the designs, rather than merely
imagining what they will be like. Rather than coming to a community meeting and weighing in on a rendering,
community members have a chance to interact with a
design and offer feedback to improve it. Because quickbuild projects are designed to be interim, aspects of the design can be removed or changed based on community
input. This ongoing process enables community members
to help steer the planning, implementation, and evaluation of the network in the long-term, particularly if there is support for making the facilities permanent.

The accelerated timeline associated with quick-build
projects requires frequent and clear communication and
coordination. Engagement efforts should be ongoing,
beginning during the planning phase and continuing
through implementation to evaluation. Creating a clear
channel for communication, both internally between
departments and externally with the public, is key.

Community engagement for quick-build projects requires
agencies to rethink and likely restructure their existing community outreach strategies and guidelines. The
following steps are best practices gathered from relevant case studies and can be considered when implementing
any quick-build project.

Source: Alta (Long Beach, CA) Source: portland.gov

16 | ALTA & CALBIKE
Best Practices for Ongoing Engagement
(Pre-, During, and Post-Implementation)
Pre-Implementation
Identify community partners
Community partners can bring on-the-ground expertise
and help you connect with community members quickly,
which is critical during accelerated project timelines. This is particularly important for reaching underrepresented or disadvantaged communities who have historically been
left out of the planning process. Community partners such as local community-based organizations (CBOs) can help
increase the participation of underrepresented groups and ensure the planning process is inclusive of all voices. Local businesses and other nonprofit organizations can also
play a role in identifying priorities and getting community members involved in the planning process. Engagement is only the beginning, it is important to ensure the community is an active part of decision making and there are
discussions about community needs.

Think about who may oppose the project
Opponents have included local residents, Chambers of
Commerce, Business Improvement Districts, commuters,
and car lobbyists. Some of the biggest potential for
controversy can lie with the businesses whose customers use the street to access their locations. The removal or disturbance of parking spots is often a place of tension, since they perceive that convenient parking is essential to their business. Curbside delivery has competed with bike infrastructure for use of the right of way. Unless businesses are consulted, they are likely to raise concerns to elected officials, which could derail progress. Engage with these stakeholders early and often to determine how to mitigate concerns and solve problems (real or perceived) together.

Quick-build projects may be a new investment in some
communities, however, it should not be assumed the
investment will be welcomed. Community members may
see this as another instance of not being listened to or served. They may not trust or understand the intention of the quick-build project. There are communities that have been ignored and underserved by the planning process
and who do not historically have the experience or access to local officials or their representatives to have their voices heard. They may not have the time or resources to attend an evening public meeting or may not have access to
information publicizing these meetings.

Members of the community where a quick-build project
is being implemented must be included throughout
the planning process, and the set-up of open lines of
communication and engagement is important at the outset.

Including community members will build relationships and then there will be a much bigger chance that members will be interested in engaging positively during installation and afterwards.

Case Study
Let’s Bike Oakland: 2019 Bike Plan
To develop their 2019 Bike Plan, the City
of Oakland partnered with six different
CBOs to increase the number of people
participating in the planning process and
ensure recommended facilities meet the needs
of existing and long-term residents. While
the Plan is not an example of a quick-build
project, the emphasis placed on collaboration,
inclusive engagement, and community trust is
one that should be implemented during quickbuild planning and implementation.

QUICK-BUILD GUIDE | 17
Case Study
Oakland Slow Streets Feedback Map
The Oakland Slow Streets Feedback Map was
developed as part of the City of Oakland’s Slow
Streets Program created in response to the
COVID-19 pandemic. The online interactive
web map allows Oaklanders to upvote,
downvote, comment, and suggest new Slow
Streets for implementation. It also shows
community members which corridors have
been completed, which corridors are next
for implementation, and which corridors are
under consideration. Finally, the map links to
a separate online survey which gives Oakland
residents the opportunity to provide more
general feedback about the Slow Streets
Program.

Case Study
Better Block PDX
Better Block PDX, a volunteer organization in
Portland, OR, works to design and implement
temporary installations at communityidentified friction points throughout the City of Portland. Inspired by the national
Better Block Project, the organization invites
community members to recommend project
ideas in their communities. In partnership with
Portland State University’s Transportation
Research and Education Center (TREC), Better
Block PDX releases an annual Request for
Proposals (RFP) seeking community ideas for
new pop-up projects. Community partners
help with the outreach process, ensuring the
RFP is accessible to people across the city.

The organization also works closely with the
Portland Bureau of Transportation (PBOT)
on implementation, including permitting and
construction. A temporary installation project
from 2015 is slated for permanent construction
later this year. Create an online tool
With limited time for virtual or in-person outreach events, creating a central resource for collecting feedback is key.

Consider online tools such as surveys and interactive
web maps to identify community priorities. Interactive
web maps allow community members to make locationspecific recommendations by adding comments to specific corridors on a map, which can provide needed detailed
information when considering community priorities.

To ensure the outreach process is inclusive of all residents, particularly those who may have trouble using online
tools or those without internet access, it is important to complement online engagement tools with more traditional methods of outreach, including mailings and paper surveys.

Collect feedback
For jurisdictions that already have a pedestrian, bike or active transportation plan, identifying previously prioritized but not yet built corridors is a clear first step when choosing quick-build projects. Collecting community feedback
during the pre-implementation phase can help identify
new opportunities for quick-build infrastructure within the network approach. Partnering with non-profit organizations or volunteer groups can also help identify community
priorities.

During Implementation
Designate an agency representative and notify the
community
Because quick-build projects move so rapidly, it is
important to have clear and consistent channels of
communication between your agency and the public. This
involves having a clear and strategic communications plan, a comprehensive notifications process, and a designated agency representative who can serve as the first contact for public inquiries.

Internal
All relevant governmental and non-governmental
stakeholders—including traffic or parking enforcement,
utilities, sanitation, etc.—that may interact with the
project once it’s installed should be kept up to date on the project’s progress. Communicate to stakeholders that the project will be and/or has been built so that parking tickets are not errantly written, and garbage can still be collected. This will include departments responsible for administering the parking regulations as well as any other roadway construction or permit requirements. The roadway is being temporarily organized in a new manner and the
reorganization process likely differed from the standard permitting procedures for a block party or construction.

External
In addition to asking community members to provide
feedback on their priorities, public stakeholders should also be notified of implementation plans and timelines
and should be given the opportunity to raise questions
and concerns related to the project both before and during the project’s life. Despite engagement efforts completed during the pre-implementation phase, it’s possible that some community members may not be aware of upcoming
construction and may react negatively to temporary road closures or other construction impacts. Notifying residents with online engagement tools, hard-copy surveys, and flyers and having a clearly identified human point of contact, will help alleviate this potential issue.

Collect feedback
Community feedback should be encouraged during the
implementation phase. By keeping the online survey tool active and providing a clear contact for public comments, community members have an opportunity to provide their
feedback on the implementation process, any negative
construction impacts, and any first reactions to the
new facility. Continuing this clear line of communication can help instill community trust in the planning and
implementation process.

QUICK-BUILD GUIDE | 19
Post-Implementation
Collect data
Qualitative
After the facilities are built, community members should be encouraged to provide feedback on their design and
function, and suggest improvements or modifications for consideration. This qualitative data can be captured using the existing online webtool, as well as online and hard-copy post-implementation surveys.

This presents an opportunity for the community to shape the future of the facility—both in terms of its design and life span. Like the pre-implementation and implementation
phases, community members should also be encouraged to
identify opportunities for new and improved facilities which can help build out the network in a way that best meets community needs.

Drones or cameras can be set up to evaluate usage and
conflicts in real-time. They can also provide real-time evaluation of a facility without impeding social-distancing requirements of jurisdiction or consultant staff.

Quantitative
In addition to capturing qualitative data through
community feedback, collecting quantitative data such
as bike and pedestrian counts, changes to travel time,
and changes to vehicle speeds can help evaluate the
new facility, determine whether improvements should be
made, and dictate whether the facility should be made
permanent. This data can also help inform future decisions and priorities.

Case Study
Denver Streets Partnership/Spin: Mobility
Data for Safer Streets Initiative
Denver Streets Partnership is participating in
Spin’s Mobility Data for Safer Streets Initiative
to measure how people are using the City
of Denver’s new open streets. To evaluate
progress, Denver Streets Partnership is
collecting both qualitative and quantitative
data using StreetLight Data, Populus, and
Strava Metro SaaS platforms, among others.

Additional tools include a speed gun for
tracking vehicle speeds, a time-lapse camera
for measuring street changes, and a bike and
pedestrian counter.

20 | ALTA & CALBIKE
Case Study
City of Oakland’s Essential Places
The City of Oakland’s pandemic response saw the
roll-out of 74 miles of slow streets. With quick-build
methods, the City used barricades to discourage
drivers from turning from fast arterials onto
local streets. The locations were chosen based
on designated neighborhood bikeways in the
adopted 2019 Oakland Bike Plan. While community
members largely supported improved safety in their
neighborhoods, there was significant feedback that
spoke to varying needs across the city.

Many residents responded to slow streets by
identifying that their needs were not met in a
response that centered the creation of recreational
opportunities for those sheltering in place. Many
residents were instead focused on getting to
work as essential workers. Their needs were for
safer crossings and pathways away from their
residential street. The City shifted their approach
to use quick build for improving crossings of
arterial streets to essential places and community
resources. Communities also responded critically
to the materials used for slow streets, specifically
construction barriers and barricades. Through
frequent and thoughtful engagement, the City
learned that these materials reflected the bus
rapid transit construction that has had significant
impacts on the neighborhood. The City responded
by working to upgrade the materials to planters
and artistic implementations that reflected the
community.

The City of Oakland’s quick build success was
in establishing mechanisms for rapid response
to critical safety issues and pandemic needs. At
the same time, the City also worked to establish
ongoing communication with communities,
succeeding in responding to feedback by iterating
on projects so that they reflected and supported the
people they were intended for.

Deciding whether to make changes to the facility involves all relevant decision-makers from the initial administrative project team, to approve the changes, including any
relevant budget considerations. Any changes to the facility should be done in consultation with the community as
part of the continuous community feedback loop. Be
transparent about the limits of existing resources and
the fact that facilitating changes may require additional resources and time.

Identify opportunities for improvement
Collecting comprehensive qualitative and quantitative
data provides the tools needed to properly evaluate new facilities, understand their impacts to existing streets, and determine any needs for improvement. Consistent negative feedback may result in the project’s removal. However, a little negative feedback shouldn’t end the project – instead, focus on what can be done to make the facility better for all residents and keep in mind that happy users of the
facility are typically less likely to comment. Also, work to understand the root of negative feedback, if there is the ability to dig into and understand the core problem, it may be solved with a small adjustment rather than removal of the facility.

QUICK-BUILD GUIDE | 21
Case Study
PikeRide, Colorado Springs, CO
and nationwide
PikeRide, the City of Colorado Springs’ bike
share program, is offering free 30-minute rides
during the COVID-19 pandemic to encourage
users to maintain social distancing measures
while traveling or exercising. Detroit, Memphis,
Tucson, and other cities offered free monthly
bike share passes to residents. Austin and
Colorado Springs allowed free bike share
trips. In some cities, benefits were targeted
specifically at healthcare workers. New York
City made one-year memberships free to
critical workers. Minneapolis, Glasgow, Boston
and Chicago provided free rides for healthcare
workers. Moscow made bike rental free for
volunteers and couriers.

Implement programming elements
Where possible, link infrastructure improvements to
non-infrastructure programs that encourage and enable
more people to walk, bike, and roll. Examples include bike repair rebates and free or discounted use of bike share.

Engage with local bike advocacy groups to assist with
messaging for safe riding etiquette and other education and outreach opportunities. Yard signs can be used along the new facility to promote websites offering further
information online.

Quick-build facilities offer an opportunity to implement targeted programming efforts to encourage community
members to walk, bike, and roll safely. For example,
engagement strategies can encourage students to use the new facilities to get to school.

Creating programs to encourage bike or scooter share, such as free or discounted passes, can also encourage people to use the new facilities. This is especially important to ensure that households with fewer resources can also take advantage of increased active transportation options.

Jurisdictions have an opportunity to provide additional resources to make their bike and scooter share systems
affordable and attractive for all residents.

22 | ALTA & CALBIKE Source: Alta (Toronto, ON) Page 112 of 293 QUICK-BUILD GUIDE | 23
In this chapter we shift our focus first to examples
of innovative strategies that are quickly forming the
foundation of a successful quick-build design methodology.

This is followed by physical design strategies for both dedicated and shared roadway spaces. Lastly, we turn to the selection of materials and maintenance considerations that are fundamental components of any capital
improvement project.

In a standard design process for a permanent installation, the stages from a 10% drawing to a 100% package may take many months or even years. What exactly is the physical manifestation of a quick-build project and how does it
differ from the traditional capital improvement project? Strategic choices made in the conceptual stage have helped jurisdictions reduce requirements for extensive study and investigation and mobilize rapidly for quick-build.

Designing street modifications is a step in the overall quick-build process whether the team is addressing basic design parameters, choosing materials, accounting for
new realities at the curbside, or working through technical components at intersections and conflicts zones. These
steps can be lengthy in a permanent re-design but quickbuild methodology can realize efficiencies in the process.

This process includes determining which design treatments should be used and where as well as the appropriate
lifespan of the project.

Making strategic choices about the use of available
resources and the process needed to implement can also
accelerate the process. This includes the internal agency project approval and design process as well as utilizing on-call, indefinite delivery indefinite quantity (IDIQ) or repurposing existing contracts to accelerate the time
required for project delivery.
03 DESIGNING AND MAINTAINING QUICK-BUILD
Source: Alta (Toronto, ON)

24 | ALTA & CALBIKE
Quick-Build Methodology
Approval Process
An examination of the current approval process can often highlight opportunities to streamline or quicken the overall design process. In some jurisdictions, these approvals are made by the council, supervisors, or commissioners, while in others, there are transportation boards responsible for these decisions. Sometimes, approvals require studies and meeting a warrant such as for traffic calming treatments.

The process may involve several studies and expertise, such as a survey, geotechnical investigation, subsurface utility investigations, arborist reports, and traffic impact studies.

The requirements will depend on the jurisdiction and scope of the project.

These assessments have a role. For instance, traffic impact studies inform decision-making for turn lane configurations.

However, sometimes the requirements can change
depending on scope and urgency, and sometimes with
the right champions moving the project forward. As such, an examination and review of the jurisdiction’s approval processes for various interventions can realize efficiencies.

Several jurisdictions have demonstrated that it may be
possible to narrow the scope of approvals and studies by making strategic design choices, in other cases it may be an option to rely more heavily on engineering judgment. For example, in 2019, San Francisco Municipal Transit Agency was tasked by Mayor London Breed with addressing bike
and pedestrian improvements in the city’s High Injury
Network. The transportation code was amended to allow
some street changes to be approved by the jurisdiction’s traffic engineer. More significant changes are required to go to a public hearing before the engineer approves them, and there are still many changes that require SFMTA board approval. However, this expedited process has allowed
SFMTA’s Livable Streets Quick Build program to consistently get projects out in a matter of months, not years.2
Toronto, Ontario adopted a similar approach that allowed, in consultation with local city councilors, changes for safety, changes to parking and loading, sightlines, signal timing or adjustments to turn restrictions or through
restrictions, as well as enhancements to transit stops while accelerating their cycling network plan in response to the global pandemic. The general manager of transportation
services was delegated time-limited authority to enact such modifications and address issues that may arise through modification or removal.

These changes were adopted as part of the city’s ActiveTO program, which was enacted to expand quick-build
infrastructure in response to the demands of the global pandemic. ActiveTO expands the cycling network by 25 km with the goal of allowing people to move around Toronto safely. This move was made possible by prioritizing the item in Toronto’s city council, authorizing the installation of bicycle lanes/cycle tracks and various other ActiveTO projects.

Leverage an Existing Network Plan
As already highlighted in the previous chapter, leveraging an existing bikeways or pedestrian plan can greatly speed up the selection, design and implementation process.

In addition to relying on a smoother and faster approval process Toronto’s ActiveTO relies on acceleration of the Cycling Network Plan with a focus on key routes, bridging gaps in the network, and mirroring major transit routes.3 Similarly, the City of Oakland, CA decided to utilize their existing local street bikeway and neighborhood route plans for their Slow Streets program.4

QUICK-BUILD GUIDE | 25
Dedicated Staff and Resources
A successful quick-build project involves dedicating the necessary staff and resources to get from start to finish.

The City of Austin recognized that, due to the amount of funding approved and a limited time to implement their
2016 Mobility Bond program, a traditional project delivery process was infeasible. The passage of the bond program injected $137 million into bikeways, safe routes to school and sidewalk projects. Core components of the program
focused on:
• Planning with available resources in mind for
implementation, e.g.. capacity of municipal crews or
volunteers
• Doubling of dedicated city design staff through
consultant staff augmentation
• Leveraging in-house rapid concept engineering followed by field engineering by agency staff with construction
crews:
• Agency staff serve as coordination / project
management / prime contractor of sorts, splitting
up work between concrete, markings and signals
contract and in-house implementation capacities
• Field engineering addresses fine grading and makes
sure the project is implemented correctly
Thanks to these core components and others, strategic
moves Austin has been making diligent progress, and
averages three to six-month implementation of even
complex projects, which can feature concrete formwork,
signal modifications, and innovative features such as
protected intersections. Austin has demonstrated that
even permanent high-quality concrete work can still be
quick-build.

No Reconstruction and Maintain Existing
Drainage, Curb and Centerlines
One of the most substantial cost and time saving strategies that has proven very effective in successfully implementing quick-build projects starts from the adoption of a basic position that the project will not include reconstruction and therefore will utilize the existing curb and centerlines.

Toronto simplified the design of their quick-build bikeways with the following general assumptions:
• Bikeways repurposed curb lanes along key corridors,
resulting in designs that have large buffers and removal of parking
• Centerlines remained in place with minimal changes to street design
Maintenance of Signal Infrastructure.

Another fundamental assumption adopted by many
jurisdictions is the decision to minimize the need to make physical signal modifications and to largely retain signal mast arms in place. Physical signal modifications are
typically an expensive and time-consuming endeavor
and can quickly overwhelm a quick-build scenario. Signal modifications may of course be necessary in limited
situations or should certainly be flagged for future updates should an initial quick-build project ultimately be upgraded as a permanent feature.

Leverage Standard Details
In building these facilities, engineering design issues such as conflicts at the intersection are similar if not the same as for any other major re-build. As such, designing these facilities can lean on established expertise by organizations such as NACTO that have developed design guidance for building
active facilities and addressing challenging design issues.

The City of Austin adopted a similar approach with their 2016 Mobility Bond Program. To speed up their process
the city decided that their quick-build projects would use standard details for items like ADA and bicycle features.

Similarly, they decided to leverage Indefinite Delivery Indefinite Quantity (IDIQ) contracts so that projects didn’t have to be individually bid.

26 | ALTA & CALBIKE
Familiar and Available Materials
The City of Toronto, ON looked to existing stockpiles
or leveraged readily available materials when making
material selections for their quick-build projects. Most of the projects in Toronto were focused on rapid installation and therefore were completed with temporary materials
that were already used and familiar to the agency (i.e. paint and bollards, concrete separators). The City of Oakland, CA found unique ways to use already familiar materials. For instance, to get around the resources required to create custom signage, several cities have attached available
pedestrian, cycling, and traffic calming signage that signals “local traffic only” or “road closed to through traffic” onto construction barricades in order to create soft closures on streets. In the City of Oakland, when a common criticism of slow streets was that the City should be allocating
resources for improved testing, the City responded by using slow streets signs and barricades to distribute information on testing with flyers and posters. This approach saves time and money which are both critical factors in working on a quick-build project.

Source: Urban Milwaukee (Milwaukee, WI)
Source: City of Toronto, ActiveTO
Source: Alta (Toronto, ON)

QUICK-BUILD GUIDE | 27
Quick-Build Design – Dedicated Space
This section explores considerations for accommodating
expanded spatial needs when adding bike, pedestrian,
and other infrastructure to a corridor. First, this is explored through maximizing the operational space. Then, scenarios are described for designing separated bikeways adjacent to other uses. These discussions assume that no bikeway currently exists and adopts the constraints outlined above for accelerated quick-build design including assumptions of no reconstruction, no centerline changes, maintenance of the existing drainage and curb line and maintenance of signal infrastructure. In general, a curb lane is assumed to be repurposed.

In building quick-build facilities, engineering design issues such as conflicts at the intersection may be similar if not the same as for any other more traditional bikeway or
streetscape implementation project. An abbreviated list of resources for addressing issues of design have been
included below. At the same time, quick-build methods
and assumptions can create unique challenges in design.

In this section, these unique challenges are addressed for dedicated space and shared space facilities.

Resources:
• NACTO: Don’t Give Up at the Intersection (2019)
• NACTO: Urban Bikeway Design Guide (2012)
• FHWA: Separated Bike Lane Planning and Design Guide
(2015)
• MnDOT: Demonstration Project Implementation Guide
(2019)
• NACTO: Streets for Pandemic Response & Recovery
(2020)
• Street Plans Collaborative: Tactical Urbanism Guide Vol 1 & 2, (2012)

28 | ALTA & CALBIKE
Operating Space for Physically
Separated Bikeways
When repurposing a narrow parking lane into a bikeway,
or converting a wide curb lane into a parking lane/transit stop and bikeway, achieving target widths may not be
possible without compromises. Additional space may be
obtained from the adjacent lane if surplus width is available, but specific strategies can also be used to maximize
on operating space for bicyclists in a more constrained dedicated space.

Typical minimum operating space for a bicyclist is 4 ft/1.2 m.

Additional horizontal clearance space is required when
the bikeway is designed adjacent to curbs and barriers to protect bicyclists. An additional foot is needed if adjacent to a gutter pan. For instance, 8 in/0.2 m is required as an offset to a full height curb, or generally, at least 8 in/0.2 m from an obstruction 2 to 30 in/50 to 750 mm in height to avoid conflict with pedals.

When adding a separator treatment such as a flexible
delineator post, 1 ft 7.5 in/0.5 m of horizontal clearance is required, or generally, 1 ft 7.5 in/0.5 m of clearance from an obstruction over 30 in/750 mm in height to avoid conflict with bicycle handlebars.

Using lower height separator treatments can maximize
on operating space and reduce spatial requirements
for bikeways. However, at heights below 2 in/50 mm, no
pedal conflict is present and minimal to no horizontal
clearance is required while a separation is maintained.

Flush, mountable, or pedal compatible curb height can
help to maximize on space by reducing required horizontal clearances. Lower height separators may also invite vehicle encroachment.

Note, when adjacent to a parking lane, a minimum of 3ft/1.0 m should be provided to avoid dooring conflicts. Strategic placement of separator treatments can maximize space for the bikeway by managing vehicular encroachment.

Operating Space: 4 ft / 1.2 m Buffer: 3 ft / 1 m Operating Space: 4 ft / 1.2 m 1 ft 7.5 in / 0.5 m
8 in / 0.2 m

QUICK-BUILD GUIDE | 29
Before
After
Source: @kyleplans via Twitter (Halifax, NS)
Source: Alta (Minneapolis, MN)

30 | ALTA & CALBIKE
Separated Bikeway
A curb lane repurposed for a bikeway can achieve a wide bikeway with more generous dimensions. A wider buffer
could be used for snow storage whereas a wider bikeway
can more easily facilitate winter maintenance and allow for side-by side riding, passing and social distancing.

Covid-19 Consideration
Widths for Physical Distancing
When developing temporary separated facilities, it is important to consider the width of the facility to allow for passing while maintaining physical distancing. For comfortable operating space and passing, a width of 10-14 ft / 3.0-4.3 m is desirable. Achieving these widths is not always possible but re-allocation of space should aim to maximize bikeway and pedestrian throughways. When wide bikeways are provided, physical separation with the adjacent roadway is necessary to avoid motor vehicles from using the space as a parking or travel lane. Comfortable physical distancing may not be possible in all corridors as each bicyclist may not be able to ride close to the curb or other types of separation. However, it should be noted that providing a bikeway that does not provide space for physical distancing is better than providing no facility.

Quick-build projects may need further considerations for how to protect against established driver expectations, ensuring parked and stopped cars do not block or impede on active infrastructure.

QUICK-BUILD GUIDE | 31
Separated Bikeway and Parking Lane
Parking is often a contentious issue in quick-build projects for a variety of reasons. Two issues are maintaining
on-street parking in order to secure buy-in from businesses or residents and designing for parking to manage conflict points with bicycles.

For parking separated bike lanes, considerations must be made for a minimum 3ft/1.0 m buffer width in the dooring zone as well as setbacks to ensure visibility at driveways and intersections. Widths for the parking lane will depend on its use, where a minimum might be 6.5 ft/2.0 m for
passenger vehicles, loading and truck uses may require a width of 8-9 ft/2.4-2.8 m.

Enforceable and clearly communicated rules and processes make for a smoother transition. The steps of altering or removing parking may include covering or changing fee
collection devices, bagging or removing signage, and
ticketing practices in a way that is clearly communicated to citizens. The type of parking that is being altered or removed is also important to the design and administrative process. If it is timed, pay and display, or loading, this will influence the space required and interaction with a bikeway if it interacts with the facility.

Source: Alta (Toronto, ON)
Source: Alta (Los Angeles, CA) Source: Alta

32 | ALTA & CALBIKE
Separated Bikeway and Transit Stops
Accommodating transit stops within a quick-build scenario can be accomplished with an island boarding stop. An
island boarding transit stop serves users without requiring the vehicle to cross the bikeway, minimizing conflicts
between buses and bicyclists and allowing for consistent physical separation for the bikeway along the corridor.

The transit stop design will need to accommodate the
deployment of wheelchair lifts, noting the required height of the raised platform, and width for the lift to deploy.

Temporary bus stop products have been used in Toronto,
New York City, Pittsburgh, Oakland, and Baltimore. They are typically modular, allowing a range of dimensions. An important note is that the length of the raised platform should be at least long enough to serve the front door or rear door, and can be extended to serve all doors.

Source: Alta (Seattle, WA)
Source: Alta (Los Angeles, CA) Source: Alta (Toronto, ON)

QUICK-BUILD GUIDE | 33
Separated Bikeway and Additional Pedestrian/
Cafe Space
A bikeway may need to temporarily shift and/or narrow
to accommodate transit stops, parking, street dining or other pedestrian uses. If additional space is developed at street level for pedestrians, consideration must be given to providing compliant ramps for access as well as viable width for an accessible pedestrian. An extension at sidewalk level can also be created and may be utilized with the
furnishing zone as outdoor dining space or a route.

Dedicated Space Transition Zones
One corridor may have transit, businesses, needs for
additional pedestrian space and a bicycling facility, as well as restaurants. It is possible to accommodate many uses alongside a bikeway as it is carried through a corridor and tapers in and out. Along one block, transitions can be made, and more and more uses can be accommodated,
particularly where there are large existing curb lanes or if there is the possibility to re-allocate significant space through the repurposing and narrowing of lanes.

If a bikeway ends for other uses at the curbside space, provide at least 50 ft/15 m transition area for bicyclists to safely merge into the through lane wherever the bikeway terminates. Consider placing shared lane markings and
relevant warning or regulatory signage such as the “Bikes May Use Full Lane” sign. Otherwise, consider using the
curbside space for both pedestrians and bicyclists where relevant.

Additional strategies for transitions and managing many uses may include typical curbside management tactics such as identifying off-peak opportunities for loading or finding identifying off-street areas for replacement of parking or curbside pick-up where possible.

Source: Alta (Toronto, ON)

34 | ALTA & CALBIKE
Intersections
Intersections deserve special attention in design. The
design and operation of the intersection is of particular importance for achieving a separated bikeway network
that reaches to the “all ages and abilities” standard. If the intersection is overlooked it can create a weak point along the separated bikeway and discourage all but the most
confident bicyclists.

Whether quick-build or permanent, separated bikeway
intersection approaches have the same overall challenges – navigating bicyclists safely through the intersection.

Resources for addressing these issues in design are
included at the end of the chapter. While a variety of
geometric solutions can be considered such as bike boxes and through bike lanes, many quick-build projects have
natural opportunities for setback crossings and protected intersection corners.

In general, tightening corners to slow vehicles down and separating modes reduces the opportunity and severity of conflicts at turns. Building better does not have to mean the most complex option, providing improvements in simple
design features can go a long way for bicyclist safety and comfort. For more information, see the resources list shown at the start of the chapter, with particular emphasis on NACTO’s Don’t Give Up at the Intersection.

Quick-Build Protected Intersection
• Protected intersection corners are effective at improving visibility of bicyclists and managing the potential and severity of conflicts
• Maintaining a single stage pedestrian crossing from the original ramp location without a refuge by marking the
crosswalk all the way through will reduce installation
requirements
Source: Alta
Source: Alta (Los Angeles, CA)
Quick-Build Tightened Corner
• Introducing a simple corner wedge and speed bump will tighten a corner and force vehicles to slow down without any curb work. A speed bump can also address typical
concerns with emergency vehicle and truck access
• Be sure to extend separator treatments right up to
the crosswalk so that vehicles do not merge with the
bicycling facility on approach

QUICK-BUILD GUIDE | 35
Signals
Traffic signal changes are possible in a quick-build scenario and can further improve intersection operations for the comfort and safety of bicyclists. To facilitate a quick-build project, adjustments may need to be made to traffic signal head position, signal detectors, and signal timing/phasing to provide for safe operations. Turn restrictions can be considered to simplify intersection design for bicyclist safety by removing potential conflict points. Restrictions for right turns on red should be considered. Full restrictions on right/left turns may also be considered. If the intersection is actuated, camera based (video and thermal) detection systems are quickly reconfigurable without needing
any physical changes beyond possible camera angle
adjustments.

Bi-Directional Facilities
Some quick-build bicycling facilities being built are
bidirectional. Bidirectional facilities may not be suitable in all corridors, as they have operational issues that require careful design, which impacts the safety of the contra-flow bicycle movement. Bidirectional facilities create more
complex bikeway connections, increase risk of conflict at crossings, and, when given appropriate exclusive signal phasing, can increase signal delay. There are instances where a bidirectional facility may be suitable in the quickbuild context, whether that is to manage space in order to maintain parking, or on streets with fewer driveways and cross-streets, one-way streets, or for seamless connections with other bikeways. See FHWA and NACTO guidance
on bi-directional separated bikeways for further design considerations.

Source: Alta (New York, NY) Source: Alta (Long Beach, CA)

COVID-19 and the Curbside
The pandemic has brought the curbside to the forefront.

With the health crisis, there are several emerging trends within the realm of curbside management:
• Re-allocation of curbside space for bicycling and
pedestrian activities and outdoor dining.
• New demands on space due to curbside pick-up and
outdoor queues for store access
• New demands on space due to physical distancing
• Increasing demands from existing curbside activities
such as loading, delivery, and parking
There is a need to support physical distancing on streets, as people use walking and bicycling to get to their jobs and to stores. There is also a need to re-invest in businesses, where new operations need to be supported including
creating space for pick-up and deliveries and pedestrian queues. At the same time, existing needs such as garbage pick-up and ride hailing are still present. Many curbside management strategies are long-term investments, but
several can be employed sooner within the quick-build
framework, especially in areas of many competing uses and high density.

Taking over a curb lane can provide space to accommodate these new demands, but with additional considerations due to the pandemic.

Many jurisdictions have employed a range of strategies
to relieve pressure on potentially congested areas and
still provide needed services. Some examples include
the conversion of parking spaces in front of businesses for curbside pick-up. Some jurisdictions are providing
business with signage to accelerate the processes.5
Others are developing full strategies that include a range of interventions from slow streets to re-purposing curblanes for bikeways, queue space, or waiting areas such as Toronto’s CurbTO6 and Vancouver’s Room to Queue.7
36 | ALTA & CALBIKE Page 126 of 293
Separated Bikeway and
Curbside Pick-up and Drop-off
Consider the operations of pick-up and drop-off, these may require adjustments to a typical design. For instance, if a process involves loading of groceries or items into a car, employees or customers will need space to load into their vehicle. If poorly designed, bike lanes could be blocked by curbside pick-up activities. Larger parking stalls or buffer areas may be warranted to provide additional space for
employees or customers to load their vehicles without
blocking the bikeway. A larger buffer from the parked
vehicle to the roadway will also add to the security of those performing curbside drop-offs. Moreover, at locations with curbside pick-up, frequent crossings of the bikeway may warrant crossing treatments and yield bars to provide clear guidance to bicyclists and pedestrians.

Where bikeways transition from curbside pick-up and
drop-off or parking to transit, considerations must be made for transitions and the provision of appropriate boarding and alighting space. Many transit agencies have transitioned to rear boarding only. Where wheelchair lifts are deployed only at the front, the ability to serve both may be required. 1:6 TAPER
PROTECTED BIKEWAY + CURBSIDE PICKUP/DROPOFF A SIDEWALK

FURNISHING ZONE

SEPARATED BIKE LANE
BUFFER
9’
(2.7M)
3’
(.9M)
5’
(1.5M)
5’
(1.5M)
10’ LOADING 10’ LOADING
CURBSIDE PICKUP DROPOFF

Separated Bikeway and
Pedestrian/Café Space
A bikeway may need to taper in to accommodate transit
stops, curbside pick-up and drop-off, or parking, but it can also taper out from the curb to allow for expanded
pedestrian, dining or queueing space. If additional
space is developed at street level, a minimum width for an accessible pedestrian route must be provided. If an
extension is created with temporary materials to be level with the sidewalk, it may be narrower provided that any clear width in the furnishing zone can be utilized to be at least 4 feet (1.3 m).

Access is an important consideration in any new
installation. It is recommended to place any queuing
or new facilities within the curb lane, while maintaining the main through pedestrian accessible route on the
existing sidewalk which aligns with ramps and is otherwise designed for accessibility. It is also possible to provide compliant ramps to the new pedestrian space by installing rubber ramps available from suppliers.

OUTDOOR DINING / PEDESTRIAN QUEUING
1:6 TAPER
PROTECTED BIKEWAY + ADDITIONAL SIDEWALK/QUEUING SPACE A 3’
(.9M)
6’
(1.8M)
6’
(1.8M)
5’
(1.5M)
BUFFER

BIKE LANE

FURNISHING ZONE

SIDEWALK

OUTDOOR DINING PEDESTRIAN QUEING
38 | ALTA & CALBIKE Page 128 of 293
QUICK-BUILD GUIDE | 39 Page 129 of 293 Source: Alta (Toronto, ON) Quick-Build Design – Shared Space
Shared space facilities include shared streets, slow streets, and local street bikeways. In building these facilities, engineering design issues are typically similar to a more traditional d project. At the same time, the quick-build framework produces unique considerations. For instance, quick-build temporary facilities may need added emphasis on directional guidance, or management of the capacity of vehicles or users to move or alter materials.

Slow Streets
Slow Streets are a shared facility where traffic volumes and speeds are reduced to a minimum in order to increase the safety and comfort of pedestrians and bicyclists.

Slow streets are typically implemented by keeping the
street below a targeted vehicle volume and prevailing
speed. To meet these targets, it may be necessary to limit access to local vehicular traffic, emergency services and deliveries through partial or full street closures. It is best to apply slow street elements on roadways that already
have low vehicle volume and low to moderate speeds.8 It is important to keep in mind that slow streets are more than signage, and key elements that make up a slow street are:
• Physical restrictions at street entry points and major intersections to maintain the targeted volume
• Traffic calming interventions that reduce speed to
maintain the targeted speed
• Wayfinding and signage for identification and navigation by pedestrians and bicyclists
40 | ALTA & CALBIKE
Covid-19 Consideration
Slow Streets had already become part of the
lexicon of means to provide safe spaces for
people walking and bicycling. Since the onset
of the pandemic, the interest in slow streets
has only increased as communities seek
greater access to a network of open spaces
that connect them to essential destinations.

Emergency action to deal with pandemic
realities has demonstrated the value of
interventions that have long been part of the
toolbox but frequently underutilized. Even
once the pandemic recedes the slow street
and the benefits it provides are expected
to continue to play an important role in
providing active transportation and open
space opportunities. During the pandemic,
unique strategies have been realized with how
to mobilize quickly to provide signage, and
how to use signage to disseminate important
information.

Oakland, CA, uses signage for both wayfinding and
providing information on COVID-19 testing.

Source: Alta

Traffic Calming and Materials
In addition to placing physical restrictions that limit access at the entry points to a slow street and divert traffic, traffic calming interventions play an important role in reducing overall travel speeds. Traffic calming interventions are specifically used to reduce and enforce the speed of
vehicular traffic on streets by physically altering the configuration of the street or by visually changing how drivers perceive the street conditions. Applying speed
humps, chicanes, and traffic circles, are just a few traffic calming measures that can be applied to streets. NACTO’s Urban Street Design Guide gives further guidance on the use of these traffic calming techniques. In quick-build, these features can be applied with temporary materials.

While a majority of traffic calming improvements are
applied as permanent installations, these require a
more time intensive design and installation process.

However, increased interest and demand for slow, safe
streets solutions has prompted awareness of the need for implementation strategies that can be quickly achieved.

The quick-build framework has expanded opportunities
to design and install traffic calming elements that can be applied in relatively short time frames. The materials used to fabricate these interventions should allow for quick installation. For example, traffic circles and diverters can be configured using a combination of flex post delineators, rubber curbs, and paint. Prefabricated temporary speed
humps and raised crosswalks can also be quickly installed on streets. If these interventions function successfully and are well received by the public, they can potentially be upgraded to permanent applications. Careful attention
should be given to the selection of treatments and materials used. Even if effective, treatments can generate public opposition if they are unattractive or are too restrictive.

Photo sources, top to bottom:

Bike/Ped Memphis (Memphis, TN); City of Lakewood, OH; Denverite (Denver, CO); Smart Growth America (South Bend, IN)

Wayfinding and Signage
With more people using slow streets to travel to
essential destinations, wayfinding will be a key element in connecting users to these services. Because slow
streets are often along local roads and away from major and familiar thoroughfares, signage is important for
navigation. Wayfinding signage can be used to both brand a jurisdiction’s slow street initiative and give people a clear sense of direction when navigating the slow street network.

Signage also gives jurisdictions a unique opportunity
to keep residents informed on important issues in their communities. Wayfinding and signage can easily be placed on traffic barricades at street entry points and on existing signs.

With any wayfinding system, the various elements should speak the same design language so that each is recognized as part of a cohesive system. Typically, the development of a wayfinding plan includes the development of a wayfinding sign family and a hierarchy of prioritized destinations vetted through a community engagement process.

Signs
There are three primary signs used - decision, turn, and confirmation. Decision signs communicate route options
when more than one potential route is available. Turn
signs mark the route to one specific destination at changes in direction. Confirmation signs are placed after a turn movement or intersection to reassure cyclists that they are on the correct route. The NACTO Urban Bikeway Design
Guide provides a robust discussion.

General Placement
Bicycle-oriented wayfinding elements are designed to
be legible by the bicyclist while in motion. Care should be taken not to place multiple wayfinding signs too close together so that they obscure each other and to help ensure that information is easily understood.

When two bikeways intersect, the general approach is to place a turn sign prior to the intersection followed by a confirmation sign after the intersection to confirm intended direction. Signs may be placed on existing posts, poles, or other supports as practical, if such supports allow
mounting in accordance with the MUTCD.

Per both the MUTCD and AASHTO, the nearest edge of
any potential bikeway obstruction including signs and
mile markers should be a minimum of two feet from the
travelway edge. The lowest sign edge of on-street bicycle signs should be seven feet. For further guidance on
wayfinding and signage refer to the MUTCD and AASHTO
guide.

Source: Alta (Alameda, CA)
42 | ALTA & CALBIKE Page 132 of 293
Maintenance and Materials
The project planning stage should define timelines – is the project intended to be a one-year pilot? Or is the quick-build intended to closely resemble a future permanent facility, with only a minor adjustment to make it permanent? These decisions at the beginning will influence components of the design, including materials and alignment. The materials chosen will need to reflect the required durability and adjustability of the project, where there may be trade-offs between the two. A durable material may be a material that is hard to change, where an easily removable material may require more frequent inspections for damage and repair/ replacement. Planters require different considerations for maintenance depending on climate and species. Choose
materials based on the capacity to maintain them and then set adjustment and upgrade expectations accordingly.

Typical maintenance activities will need to be accommodated in design. This includes ensuring that widths chosen allow for vehicles in the respective municipality’s fleet to access and perform maintenance. After installation is complete, the facilities will need to be monitored to make sure they are working as intended and that they are being repaired as they are worn or damaged.

It is important too to make sure that maintenance practices in response to seasonal weather patterns are taken into consideration during the design process.

Source: Alta (Toronto, ON)

Snow Removal and Other Maintenance
Procedures
Maintenance for quick-build facilities is similar to that of permanent build with the added benefit of the ability to adjust in response to feedback from maintenance and
operations crews.

Typical maintenance concerns relate to snow storage
or removal, where it is important to consider the types of equipment available to municipalities and the widths and access. Design should avoid pinch points, providing additional space for equipment through thoughtful
placement of temporary materials.

Other maintenance requirements, such as regular refresh of paint and materials will depend on design decisions
made at the outset. These may change as a quick-build
projects transitions from first iteration to permanent.

Other procedures will fit into routine maintenance, such as sweeping of bikeways and pathways, and removal of debris and encroaching vegetation. Access for equipment is an
issue to be addressed through design.

Drainage
An additional consideration is maintaining appropriate
drainage. This can be done through design limitations
that reduce changes to existing drainage infrastructure and chooses materials that do not impede flow. At quickbuild transit stops, a solution may be to build the floating platform offset from the gutter and connect it to the
sidewalk with a traversable surface to maintain gutter
flow. For the winter, results from New York City suggest that modular temporary platforms are suitable for winter conditions.9
Material Matrix
A material matrix offering numerous quick-action and
quick-build materials and elements are presented in
Appendix A. These items support projects and price points for a range of project durations and implementation
strategies. These material options provide municipalities and agencies the ability to quickly allocate space to expand the bicycle network and serve curbside demands and
spatial allocation dependent on time, funding and available staffing. Short-lived items allow for quick installations to extend the network until a more permanent facility can
be installed. Other items are more durable and modular
which can provide greater comfort, flexibility, and even aesthetic character. Finally, some items may be used
for permanent bicycle facilities. Some items need to be installed by professionals with large equipment, while
others may be installed with volunteer support. Items with varying durability may be mixed and matched to achieve a project’s intent. A “quantity” checklist column is provided to help quantify, collect, and organize necessary items for successful project installations.

The material matrix organizes the materials and elements in four categories - delineators, surface treatments, signage, and other elements supporting the implementation of a
safe, equitable, and user-friendly bicycle network. Each item provides information including a material or product description, appropriate project duration, the item’s
function, implementation strategies and considerations, as well as maintenance considerations.

Source: Alta (Long Beach, CA)
44 | ALTA & CALBIKE Page 134 of 293
QUICK-BUILD GUIDE | 45
Depending on the jurisdiction and funding sources, quickbuild designs must follow local, state, or federal standards.

All facilities must adhere to the regulations and guidance of their state’s adopted National or State/supplemental Manual on Uniform Traffic Control Devices (MUTCD), which dictates the design and precedence of signs, striping, and traffic signals. In addition, adopted state highway and street design standards (AASHTO or state design manual) should be reviewed and used for guidance along state highways.

State transportation departments also provide state-wide approvals for the FHWA’s Interim Approval process. Interim approvals are the regulations set for design features that have not been included in the latest edition of the MUTCD.

Additional guidance can be found in other published works.

Common sources for this guidance can include the National Association of City Transportation Officials (NACTO), which has published numerous guides on topics such as bikeway design, transit corridor design, new mobility corridor
designs, and multi-modal intersection designs. Any project that is along, or crosses, state ROW shall follow the design standards established in state DOT plans and specifications and AASHTO or the state design manual. If the design
deviates from these publications, a design exception
approval will be required.

Quick-build projects will require consideration of applicable federal or state environmental review regulations. These laws are intented to ensure that environmental impacts of public projects are disclosed, but allow for exemptions for specific categories of projects that have been determined will not have a significant effect on the environment. In general, quick-build bicycle and pedestrian projects are considered minor alterations of existing streets due to negligible or no expansion of an existing use, and would qualify for an exemption. Quick-build projects will generally not expand the physical area which could contribute to a physical impact to environmentally sensitive resources such as biology, geology, cultural, or historic, etc., nor do they substantially alter the existing use of a street.

Potential Funding Sources
Available funding for quick-build projects varies a lot from one municipality to the next. But here are a few ideas. • Local and regional funds such as general fund, sales tax revenue, and Air Quality District funds are often the best sources.
• California’s Active Transportation Program piloted a
special quick-turnaround funding in 2020 for quick-build. • PeopleForBikes has a small grant program for
infrastructure projects.
• AARP's Community Challenge grant could fund a
quick-build project.
04 IMPLEMENTING QUICK-BUILD

05 ENDNOTES

1. People for Bikes. Quick-builds for Better Streets: A New Project Delivery Model for U.S. Cities. 2016.

2. SFMTA. “Vision Zero Quick-Build
Projects.” https://www.sfmta.com/
projects/7th-street-8th-street-safety-projects

3. City of Toronto Transportation Services. 2020.
“Cycling Network Plan Installations: Bloor West.”
Report for Action to City Council, City of Toronto.
https://www.toronto.ca/legdocs/mmis/2020/cc/
bgrd/backgroundfile-147511.pdf

4. City of Oakland. 2020. Oakland Slow Streets. April
11 2020. https://www.oaklandca.gov/projects/
oakland-slow-streets

5. City of South Bend. “City and Downtown South Bend
Offer Curbside Pickup Signs.” https://southbendin.
gov/2020/04/10/city-and-downtown-south-bendoffer-curbside-pickup-signs/

6. City of Toronto. “COVID-19: CurbTO”. https://www.
toronto.ca/home/covid-19/covid-19-protectyourself-others/covid-19-reduce-virus-spread/ covid-19-curbto/

7. City of Vancouver. “Making Streets for People
Program.” https://vancouver.ca/home-propertydevelopment/making-streets-for-people-program. aspx

8. NACTO. “Streets for Pandemic Response and
Recovery: Slow Streets.” https://nacto.org/
publication/streets-for-pandemic-responserecovery/emerging-street-strategies/ slow-streets/

9. Streetsblog. “Snapping Together a Better Bus
Stop.” https://usa.streetsblog.org/2018/03/05/
snapping-together-a-better-bus-stop/
46 | ALTA & CALBIKE Page 136 of 293
QUICK-BUILD GUIDE | 47

APPENDICES
Appendix A: Materials Selection and Installation Guide
Appendix A
Materials Selection and
Installation Guide
INSTALLATION 48
Use 49
Application 49
Installation 49
Maintenance 49
MATERIALS 50
Traffic Cones 50
Traffic Saw Horses 51
Traffic Control Barricades 52
Free Standing Delineators 53
Water Filled Plastic Barriers 54
Planters 55
Large Planters 56
Surface Mounted Flexible Guide Posts 57
Impact Resistant Delineator Posts 58
Modular Barriers 59
Raised Lane Separators 60
Armadillos 61
Plastic Curb Barriers 62
Pre-Cast Concrete Curb Barriers 63
Concrete Jersey Barriers 64
Modular Transit Stop 65
Temporary Crosswalk Mat 66
Ceramic Markers 67
Temporary Raised Crosswalk 68
Temporary Speed Cushion 69
Stencil 70
Pavement Surface Coatings 71
MMA (Methyl Methacrylate) 72
Preformed Thermoplastic
Markings and Tape 73
Epoxy Gravel 74

Source: Alta (Glendora, CA)
48 | ALTA & CALBIKE

INSTALLATION
Numerous quick-action and quick-build materials and
elements are presented below. The items have been
organized into three categories: Delineators, Surface
Materials, and Supporting Elements. These items support a range of project durations and implementation strategies to provide municipalities and agencies the ability to quickly allocate space for bicycle and pedestrian activities and serve curbside demands dependent on time, funding
and available staffing. Short-lived items allow for quick installations to extend the network until a more permanent facility can be installed. Other items are more durable and modular which can provide greater safety, flexibility, and even aesthetic character. Finally, some items are those used for permanent bicycle facilities. Some items need to be installed by professionals with large equipment, while others may be installed with volunteer support. Items with varying durability may be mixed and matched to achieve
a project’s intent. A quantity checklist column is provided to help quantify, collect, and organize necessary items for successful project installations.

Items are placed into categories of temporary, quick-build, and permanent installations based upon the material or
element’s typical project duration. Temporary refers to project durations between one day to three months. Quickbuild refers to projects with a typical one to three-year duration. Permanent projects are further differentiated into low (three to five years), medium (five to ten years), and high (ten plus years) duration sub-categories.

Each item includes a description, appropriate project
duration, the item’s function, implementation strategies and considerations, as well as maintenance considerations.

Item descriptions reside under four subheadings—Use,
Application, Installation, and Maintenance - defined below.

QUICK-BUILD GUIDE | 49
Use
The Use subheading offers guidance on the item’s primary and ancillary uses. Primary uses are those recommended; while, ancillary uses are those for which other materials or elements may be better suited. Ancillary uses are provided knowing that communities may not have the resources
or time required to acquire the materials or elements
recommended for achieving the purposes described.

Item durability is also described to inform the designs/ installers when making decisions about the materials and elements used to implement projects. High durability
describes materials and elements designed to withstand
impacts with minimal to no damage and long-term
resistance to weathering. This quality makes it less likely to need maintenance or replacement. Moderate durability describes materials designed to withstand some damage
and remain functional or have the ability to be repaired and remain useful. This quality often increases maintenance actions or replacement. Low durability describes materials and elements designed to be short-lived or may need
replacement when damaged. Items of low durability
typically require more frequent maintenance or check-in to confirm the item is still viable as it can be more easily damaged or moved..

Application
The Application subheading offers design guidance for
various facility applications including bikeways, bicycle parking, curbside pickup and drop-off zones, curb
extensions, crosswalks, mid-block crossings, median
islands, traffic circles and roundabouts, road closures, intersections, transit stations, bridges, plazas, and general guidance. Design considerations and guidance on situations for which the material or element is not recommended
is also provided. For temporary materials or elements,
recommendations for transitioning to more permanent
items are offered. (General Note: All materials listed should be applied with ADA accessibility in mind. Refer to MUTCD’s Part 6: Temporary Traffic Control for further guidance.) Installation
The Installation subheading offers practical information on the time and personnel needed to install and uninstall each unit of the material. A summary about how to install the item and the equipment necessary should help installers plan project implementation. The information is general and does not include acquisition, mobilization, or clean up after completion. The time is approximated based on
installation of a single unit or smaller application. Time saving may be gained when installing multiple units.

Maintenance
The Maintenance subheading offers information including maintenance frequency, effort to maintain, how to maintain the item’s function when installed, and how to maintain the item when damaged.

Maintenance frequency is described as frequent,
occasional, and rare. Frequent refers to materials and
elements requiring maintenance from daily to monthly.

Occasional refers to materials and elements requiring
quarterly, bi-annual, or annual maintenance. Rare refers to materials and elements requiring maintenance on an
as-needed basis.

Maintenance effort is described as high, medium, and low maintenance activity when maintenance is required. High describes highly involved maintenance activity requiring increased amounts of time, personnel, and/or special
equipment requiring trained operators or strenuous
physical activity to return the item to its original function.

Medium describes moderate maintenance activity typically requiring one or two people expending 30 minutes to 2
hours using common equipment or some reasonable
physical activity to return the item to its original function.

Low describes maintenance activities requiring a few
minutes for one or two people to make simple adjustments to return the item to its original function.

Source: Alta
50 | ALTA & CALBIKE

MATERIALS
Traffic Cones
Cone Size: 36”-48” tall
Base Size: 10.5” x 10.5” x 1”
Use
Primary: Quickly designate travel mode & parking
separation along corridor segments or temporarily
designate space for curbside pick-up, business access lines, or other transitory situations.

Ancillary: Median Island, Curb Extension
Item Durability: Highly durable, designed for 65 mph
impacts.

Application
Bikeway: Place along edge of bike lane at 8’ to 20’ (50’ max) intervals
Curb Extension: Not recommended for intersection
corners. Place at extension corners and at 8’ to 10’ intervals.

Provide minimum 8’ wide (10’ preferred) opening for
crosswalk/pedestrian access. No parking sign may be used to prevent auto encroachment.

Median Island: Place at 2’ to 3’ intervals to delineate center median or turn channelizing median. Provide minimum
8’ wide (10’ preferred) opening for crosswalk/pedestrian access. Deploy in conjunction with MUTCD signage.

Traffic Circle / Roundabout: Place at 2’ to 3’ intervals at circumference of center island. Deploy in conjunction with MUTCD signage. More substantial barriers or elements
recommended inside center island.

Delineator Transition: To retain the delineation area for a longer duration, install with doweled-on concrete barrier, or vertical curb.

Considerations: Only use for short-term projects. Easily moved or knocked down. Reflective cones recommended
during day. Strongly recommended for use at night. For ADA purposes, material should not intrude into the temporary pathway. If temporary pathway is less than 60” wide,
provide passing space every 200’. Should be detectable to users of long canes and visible to persons having low vision.

Not Recommended: Intersection treatments, roadways
with posted speeds over 25mph
Installation
Time: Minutes
Personnel: 1 installer
Uninstall: Minutes
Installation: Set in place.

Equipment: Manual labor
Maintenance
How Often: Frequent
Effort: Low
How to Maintain: Return/replace cone to original location if moved or stolen
Item Maintenance: Repair/Replace when damaged

Source: Alta
QUICK-BUILD GUIDE | 51
Traffic Saw Horses
I-Beam Board
Length: 6’-8’
Dimensions: 7.75”H x 1.75”
A-Frame Leg
Dimensions: 28”W x 42”H
Use
Primary: Used for entry point access control (i.e. roadway closures).

Ancillary: Temporary Signage, Median Refuge, Pedestrian Plaza Spaces
Item Durability: Can withstand strong impacts and
is coated with a UV stabilized polymer alloy coat for
protection from cold weather conditions
Application
Intersections: Locate at the outside edge of travel lane 2’ from travel lane edge and 3’ from bikeway (2’ minimum).

Provide minimum 8’ wide (10’ preferred) opening for
crosswalk/pedestrian access. Transition to less robust
delineation maximum 20’ beyond pedestrian crossing.

Median: Locate 2’ from travel lane edge. Provide minimum 8’ (10’ preferred) opening for crosswalk/pedestrian access.

Deploy in conjunction with MUTCD signage.

Plaza: Place along edge with 2’ travel lane buffer and 3’ (2’ minimum) bikeway buffer. Not for use next to parking.

Closure: Place at end of roadway end to end or in travel &/or parking lanes with MUTCD road closed warning sign.

Barriers should be continuous across travel lanes; caution tape may be used to connect barriers. Do not block bicycle facilities. If existing bicycle facilities are shared lanes provide directional bike intersection crossing pavement markings to bike lane openings at edge of travel lanes with 7’ (6’ minimum) opening in closure blockade.

Considerations: Only use for short-term project. Can be stabilized with sand bags
Not Recommended: Chicanes, Pinch Points, Traffic Circles, Mini-Roundabouts
Installation
Time: Minutes
Personnel: 2 installers
Uninstall: Minutes
Installation: Set in place
Equipment: Manual labor
Notes: May be installed with informational regulatory or warning signage
Maintenance
How Often: Frequent
Effort: Low
How to Maintain: Return/replace sawhorse to original
location if moved or stolen
Item Maintenance: Repair/Replace when damaged

52 | ALTA & CALBIKE
Traffic Control Barricades
Plastic 1” x 8” boards
Length: 4’-8’
Uprights: 1.5” x 1.5” x 63”
Feet: 1.5” x 1.5” x 60”
Riser: 6”
Use
Primary: Used for entry point access control (i.e. roadway closures)
Ancillary: Temporary Signage, Median Refuge, Pedestrian Plaza Spaces
Item Durability: Can withstand strong impacts and
is coated with a UV stabilized polymer alloy coat for
protection from cold weather conditions
Application
Intersections: Locate at the outside edge of travel lane 2’ from travel lane edge and 3’ from bikeway (2’ minimum).

Provide minimum 8’ wide (10’ preferred) opening for
crosswalk/pedestrian access. Transition to less robust
delineation maximum 20’ beyond pedestrian crossing.

Median: Locate 2’ from travel lane edge. Provide minimum 8’ (10’ preferred) opening for crosswalk/pedestrian access.

Deploy in conjunction with MUTCD signage.

Plaza: Place along edge with 2’ travel lane buffer and 3’ (2’ minimum) bikeway buffer. Not for use next to parking.

Closure: Place at end of roadway end to end or in travel &/or parking lanes with MUTCD road closed warning sign.

Barriers should be continuous across travel lanes; caution tape may be used to connect barriers. Do not block bicycle facilities. If existing bicycle facilities are shared lanes provide directional bike intersection crossing pavement markings to bike lane openings at edge of travel lanes with 7’ (6’ minimum) opening in closure blockade.

Considerations: Only use for short-term projects. Can be stabilized with sand bags
Not Recommended: Chicanes, Pinch Points, Traffic Circles, Mini-Roundabouts
Installation
Time: Minutes
Personnel: 2 installers
Uninstall: Minutes
Installation: Set in place.

Equipment: Manual labor
Notes: May be installed with informational, regulatory or warning signage
Maintenance
How Often: Frequent
Effort: Low
How to Maintain: Return/replace barricade to original
location if moved or stolen
Item Maintenance: Repair/Replace when damaged
Source: Alta

QUICK-BUILD GUIDE | 53
Free Standing Delineators
Tube Size: 49.25"H x 7.6"W
Base Size: 20.25" point to point and 17.5" side to side Use
Primary: Quickly designate travel mode & parking
separation along corridor segments or temporarily
designate space for curbside pick-up, business access lines, or other transitory situations.

Ancillary: Median Island, Curb Extensions, Bike Parking, Traffic Circles, Roadway Closures
Item Durability: Highly durable, designed for 65 mph
impacts
Application
Bikeway: Place along edge of bike lane at 8' to 20' (50' max) intervals
Curb Extension: Place at extension corners and at 8' to 10' intervals. Provide minimum 8' wide (10' preferred) opening for crosswalk/pedestrian access. No parking sign may be used to prevent auto encroachment.

Median Island: Place at 2' to 3' intervals to delineate center median or turn channelizing median. Provide minimum
8' wide (10' preferred) opening for crosswalk/pedestrian access. Deploy in conjunction with MUTCD signage.

Traffic Circle / Roundabout: Place at 2' to 3' intervals at circumference of center island. Deploy in conjunction with MUTCD signage. More substantial barriers or elements
recommended inside center island.

Plaza: Place along edge with 2' travel lane buffer and 3' (2' minimum) bikeway buffer.

Closure: Place at end of roadway in travel &/or parking lanes at 2' to 3' intervals with caution tape used to
connect units. Barriers should be continuous across travel lanes. Deploy with D-2, D-3 or D-16 road closed MUTCD
warning signs. Do not block bicycle facilities. If existing bicycle facilities are shared lanes provide directional bike intersection crossing pavement markings to bike lane
openings at edge of travel lanes with 7' (6' minimum)
opening in closure blockade.

Considerations: Only use for short-term projects. For ADA purposes, material should not intrude into the temporary pathway. If temporary pathway is less than 60” wide,
provide passing space every 200’. Should be detectable to users of long canes and visible to persons having low vision.

Not Recommended: Chicanes, Pinch Points, Parklets
Installation
Time: Minutes
Personnel: 1 installer
Uninstall: Minutes
Installation: Set in place
Equipment: Manual labor
Maintenance
How Often: Frequent
Effort: Low
How to Maintain: Return/replace cone to original location if moved or stolen
Item Maintenance: Repair/Replace when damaged
Source: Alta