Agenda packet — Diamond Bar City Council, June 21, 2022 (part 1 of 2)

City Council Agenda
Tuesday, June 21, 2022
6:30 PM
PUBLIC ADVISORY:

Consistent with State Assembly Bill 361, members of the City Council may be present or participate telephonically. Members of the public are encouraged to participate and address the City Council during the public comment portion of the meeting either in person at Windmill Community Room, Diamond Bar City Hall, 21810 Copley Dr., Diamond Bar, California, 91765 or via teleconference. If you would like to attend the meeting in person, please note that face coverings are recommended.

How to Observe the Meeting From Home:

The public can observe the meeting by calling +1 (914) 614-3221, Access Code: 528-347-939 OR visit:
https://attendee.gotowebinar.com/register/6997618977869118224.

How to Submit Public Comment:

The public may provide public comment by attending the meeting in person, by sending an email, or by logging into the teleconference. Please send email public comments to the City Clerk at [email protected] by 4:00 p.m. on the day of the meeting and indicate in the Subject Line “FOR PUBLIC COMMENT.” Written comments will be distributed to the Council Members, noted for the record at the meeting and posted on the City’s official agenda webpage as soon as reasonably practicable (found here: http://diamondbarca.iqm2.com/Citizens/Default.aspx).

The public may log into the meeting through this link:
https://attendee.gotowebinar.com/register/6997618977869118224. Members of the public will be called upon one at a time during the Public Comment portion of the agenda. Speakers are limited to five minutes per agenda item, unless the Mayor determines otherwise.

American Disability Act Accommodations:

Pursuant to the Executive Order, and in compliance with the Americans with Disabilities Act, if you need special assistance to participate in the Council Meeting, please contact the City Clerk’s Office (909) 839- 7010 within 72 hours of the meeting. City Council video recordings with transcription will be available upon request the day following the Council Meeting.

The City of Diamond Bar thanks you in advance for taking all precautions to prevent spreading the COVID-19 virus.

NANCY A. LYONS
Council Member

STAN LIU
Council Member

STEVE TYE
Council Member
RUTH M. LOW
Mayor

ANDREW CHOU
Mayor Pro Tem
City Manager Dan Fox • City Attorney David DeBerry • City Clerk Kristina Santana

DIAMOND BAR CITY COUNCIL MEETING RULES
Welcome to the meeting of the Diamond Bar City Council. Meetings are open to the public and are broadcast on Spectrum Cable Channel 3 and Frontier FiOS television Channel 47. You are invited to attend and participate. Copies of staff reports or other written documentation relating to agenda items are on file and available for public inspection by contacting the Office of the City Clerk. If requested, the agenda will be made available in an alternative format to a person with disability as required by Section 202 of the Americans with Disabilities Act of 1990. If you have questions regarding an agenda item, please contact the City Clerk at (909) 839-7010 during regular business hours.

PUBLIC INPUT
Members of the public may address the Council on any item of business on the agenda during the time the item is taken up by the Council. In addition, members of the public may, during the Public Comment period address the Council on any Consent Calendar item or any matter not on the agenda and within the Council’s subject matter jurisdiction. Any material to be submitted to the City Council at the meeting should be submitted through the City Clerk.

Speakers are limited to five minutes per agenda item, unless the Mayor determines otherwise. The Mayor may adjust this time limit depending on the number of people wishing to speak, the complexity of the matter, the length of the agenda, the hour and any other relevant consideration.

Speakers may address the Council only once on an agenda item, except during public hearings, when the applicant/appellant may be afforded a rebuttal.

Public comments must be directed to the City Council. Behavior that disrupts the orderly conduct of the meeting may result in the speaker being removed from the meeting.

INFORMATION RELATING TO AGENDAS AND ACTIONS OF THE COUNCIL Agendas for regular City Council meetings are available 72 hours prior to the meeting and are posted in the City’s regular posting locations, on DBTV Channel 3, Spectrum Cable Channel 3, Frontier FiOS television Channel 47 and on the City’s website at www.diamondbarca.gov. The City Council may take action on any item listed on the agenda.

HELPFUL PHONE NUMBERS
Copies of agendas, rules of the Council, Video of meetings: (909) 839-7010 Computer access to agendas: www.diamondbarca.gov
General information: (909) 839-7000
Written materials distributed to the City Council within 72 hours of the City Council meeting are available for public inspection immediately upon distribution in the City Clerk’s Office at 21810 Copley Dr., Diamond Bar, California, during normal business hours.

THIS MEETING IS BEING VIDEO RECORDED AND BY PARTICIPATING VIA TELECONFERENCE, YOU ARE GIVING YOUR PERMISSION TO BE TELEVISED.

THIS MEETING WILL BE RE-BROADCAST EVERY SATURDAY AND SUNDAY AT 9:00 A.M. AND ALTERNATE TUESDAYS AT 8:00 P.M. AND IS ALSO AVAILABLE FOR

LIVE VIEWING AT
HTTPS://ATTENDEE.GOTOWEBINAR.COM/REGISTER/6997618977869118224 AND ARCHIVED VIEWING ON THE CITY’S WEB SITE AT WWW.DIAMONDBARCA.GOV.

CITY OF DIAMOND BAR

CITY COUNCIL AGENDA
June 21, 2022
CALL TO ORDER: 6:30 p.m.

PLEDGE OF ALLEGIANCE: Mayor
INVOCATION: Shaykh Nomaan Baig, Founder and
President, Institute of Knowledge
ROLL CALL: Liu, Lyons, Tye, Mayor Pro Tem Chou,
Mayor Low
APPROVAL OF AGENDA: Mayor

1. SPECIAL PRESENTATIONS, CERTIFICATES, PROCLAMATIONS:

1.1 Greater Los Angeles County Vector Control District Update and Certificate Commemorating their 70 Years of Pubic Service.

2. CITY MANAGER REPORTS AND RECOMMENDATIONS:

3. PUBLIC COMMENTS:
"Public Comments" is the time reserved on each regular meeting agenda to provide an opportunity for members of the public to directly address the Council on Consent Calendar items or other matters of interest not on the agenda that are within the subject matter jurisdiction of the Council. Although the City Council values your comments, pursuant to the Brown Act, members of the City Council or Staff may briefly respond to public comments if necessary, but no extended discussion and no action on such matters may take place. There is a five-minute maximum time limit when addressing the City Council. At this time, the teleconference moderator will ask callers one at a time to give their name and if JUNE 21, 2022 PAGE 2
there is an agenda item number they wish to speak on before providing their comment. If you wish to speak on a public hearing item or council consideration item, you will then be called upon to speak at that point in the agenda.

4. SCHEDULE OF FUTURE EVENTS:

4.1 Concerts in the Park: Dance Dance Evolution, Movies Under the Stars: Flubber – June 22, 2022, 6:30 p.m. 1600 Grand Ave.

4.2 Free Drive-Thru Paper Shredding Event – June 25, 2022, 9:00 a.m. – 1:00 p.m. SCAQMD Parking Lot, 21865 Copley Dr.

4.3 Planning Commission Meeting – June 28, 2022, 6:30 p.m. online teleconference and Windmill Room, 21810 Copley Dr.

4.4 City Offices will be Closed on Monday, July 4, 2022 in Observance of the 4th of July Holiday.

4.5 City Council Meeting – July 5, 2022, 6:30 p.m. CANCELLED.

5. CONSENT CALENDAR:

All items listed on the Consent Calendar are considered by the City Council to be routine and will be acted on by a single motion unless a Council Member or member of the public request otherwise, in which case, the item will be removed for separate consideration.

5.1 CITY COUNCIL MINUTES OF THE JUNE 7, 2022 REGULAR MEETING.

5.1.a June 7, 2022 City Council Minutes
Recommended Action:

Approve the June 7, 2022 Regular City Council meeting minutes.

Requested by: City Clerk

5.2 RATIFICATION OF CHECK REGISTER DATED JUNE 1, 2022
THROUGH JUNE 14, 2022 TOTALING $693,795.73.

Recommended Action:

Ratify the Check Register.

Requested by: Finance Department

5.3 CONTINUED USE OF TELECONFERENCING IN ACCORDANCE WITH ASSEMBLY BILL 361 FOR MEETINGS OF THE DIAMOND BAR CITY

COUNCIL AND OTHER CITY COMMISSIONS AND COMMITTEES
SUBJECT TO STATE OPEN MEETING LAWS.

Recommended Action:

JUNE 21, 2022 PAGE 3
Adopt Resolution No. 2022-34, providing for continued use of teleconferencing and other formats as defined and in compliance with Assembly Bill 361 for meetings of the Diamond Bar City Council, City Commissions and Subcommittees.

Requested by: City Manager

5.4 CONSIDERATION TO EXTEND A LOCAL EMERGENCY REGARDING NOVEL CORONAVIRUS (COVID-19).

Recommended Action:

Adopt Resolution No. 2022-35 extending the Declared Local Emergency regarding Novel Coronavirus (COVID-19).

Requested by: City Manager

5.5 CALLING AND GIVING NOTICE OF GENERAL MUNICIPAL ELECTION,

AND CONSOLIDATING THE GENERAL MUNICIPAL ELECTION WITH
THE STATEWIDE GENERAL ELECTION ON NOVEMBER 8, 2022, AND ADOPTING REGULATIONS RELATED TO CANDIDATE STATEMENTS.

Recommended Action:

A. Adopt Resolution No. 2022-36 calling the General Municipal Election to be held on Tuesday, November 8, 2022 for the election of three (3) Members of the City Council;
B. Adopt Resolution No. 2022-37 requesting approval from the Board of Supervisors of the County of Los Angeles to Consolidate the General Municipal Election with the Statewide General Election; and
C. Adopt Resolution No. 2022-38 adopting Regulations for Candidates for Elective Office related to Candidate Statements.

Requested by: City Manager

5.6 FIRST AMENDMENT TO THE WASTE MANAGEMENT FRANCHISE

AGREEMENT AND RATE INCREASE TO ESTABLISH A RESIDENTIAL

ORGANICS COLLECTION PROGRAM
Recommended Action:

Approve and authorize the City Manager to sign the First Amendment to the Waste Management Franchise Agreement establishing a residential organic program.

Requested by: City Manager
JUNE 21, 2022 PAGE 4

5.7 CONSULTING SERVICES AGREEMENT WITH SLOAN VAZQUEZ

MCAFEE FOR SOLID WASTE CONSULTING SERVICES THROUGH
DECEMBER 2023.

Recommended Action:

Approve, and authorize the Mayor to sign, a Consultant Services Agreement with Sloan, Vazquez, Sloan to provide solid waste consulting services through December 2023.

Requested by: City Manager

5.8 FOURTH AMENDMENT TO THE CONSULTING SERVICES
AGREEMENT WITH SIMPSON ADVERTISING, INC. FOR SPECIALTY
GRAPHIC DESIGN SERVICES THROUGH JUNE 30, 2023.

Recommended Action:

Approve, and authorize Mayor to sign, the Fourth Amendment to Consultant Services Agreement with Simpson Advertising through June 30, 2023.

Requested by: City Manager

5.9 FIFTH AMENDMENT TO THE CONTRACTOR SERVICES AGREEMENT

WITH NETWORK PARATRANSIT SYSTEMS FOR DIAMOND RIDE

PROGRAM SENIOR TRANSPORTATION SERVICES THROUGH JUNE
30, 2023.

Recommended Action:

Approve, and authorize the Mayor to sign, the Fifth Amendment to the Contractor Services Agreement with Network Paratransit Systems (NPS) to provide Diamond Ride Program senior transportation services through June 30, 2023.

Requested by: City Manager

5.10 CANYON LOOP TRAIL IMPROVEMENT PROJECT PLANS AND
SPECIFICATIONS.

Recommended Action:

Adopt Resolution No. 2022-39 approving the design plans and specifications for the Canyon Loop Trail Project.

Requested by: Parks & Recreation Department

5.11 DIAMOND BAR CENTER SLOPE STABILIZATION PROJECT PLANS AND SPECIFICATIONS.

Recommended Action:

JUNE 21, 2022 PAGE 5
Adopt Resolution No. 2022-40 approving the design plans and specifications for the Diamond Bar Center Slope Stabilization Project.

Requested by: Public Works Department

5.12 MAINTENANCE SERVICES AGREEMENT WITH YUNEX LLC FOR
TRAFFIC SIGNAL MAINTENANCE THROUGH JUNE 30, 2025.

Recommended Action:

Approve, and authorize the Mayor to sign, a Maintenance Services Agreement with Yunex LLC, to provide traffic signal maintenance services through June 30, 2025.

Requested by: Public Works Department

5.13 CROSSING GUARD SERVICES AGREEMENT WITH ALL CITY
MANAGEMENT SERVICES, INC. THROUGH JUNE 30, 2025.

Recommended Action:

Approve, and authorize the Mayor to sign, an agreement with All City Management Services, Inc. to provide crossing guard services through June 30, 2025.

Requested by: Public Works Department

5.14 MAINTENANCE SERVICES AGREEMENT WITH CT & T CONCRETE PAVING INC. FOR ON-CALL ROAD MAINTENANCE SERVICES
THROUGH JUNE 30, 2023.

Recommended Action:

Approve, and authorize the Mayor to sign, the Road Maintenance Services Agreement with CT & T Concrete Paving Inc. through June 30, 2023.

Requested by: Public Works Department

5.15 CONSULTANT SERVICES AGREEMENT WITH PRINCE GLOBAL
SOLUTIONS, LLC THROUGH JUNE 30, 2023.

Recommended Action:

Approve, and authorize the Mayor to sign, the Consulting Services Agreement with Prince Global Solutions, LLC for Federal advocacy services related to the SR-57/SR-60 Confluence Project through June 30, 2023.

Requested by: Public Works Department
JUNE 21, 2022 PAGE 6

5.16 FOURTH AMENDMENT TO FRANCHISE AGREEMENT WITH CLEAR CHANNEL OUTDOOR FOR BUS SHELTERS THROUGH JUNE 30,
2023.

Recommended Action:

Approve, and authorize the Mayor to sign, Amendment No. 4 to the Bus Shelter Advertisement Franchise Agreement extending the Agreement through June 30, 2023.

Requested by: Public Works Department

5.17 FIRST AMENDMENT TO MAINTENANCE SERVICES AGREEMENT
WITH GUARANTEED JANITORIAL SERVICE, INC. FOR JANITORIAL SERVICE THROUGH JUNE 30, 2023.

Recommended Action:

Approve, and authorize the Mayor to sign, the First Amendment to the Maintenance Services Agreement with Guaranteed Janitorial Service, Inc. granting a one-year extension through June 30, 2023.

Requested by: Public Works Department

5.18 FIRST AMENDMENT TO MAINTENANCE SERVICES AGREEMENT
WITH PARKWOOD LANDSCAPE MAINTENANCE, INC. FOR
LANDSCAPE SERVICES THROUGH JUNE 30, 2023.

Recommended Action:

Approve, and authorize the Mayor to sign, the First Amendment to the Maintenance Services Agreement with Parkwood Landscape
Maintenance, Inc. through June 30, 2023.

Requested by: Public Works Department

5.19 THIRD AMENDMENT TO MAINTENANCE SERVICES AGREEMENT
WITH WEST COAST ARBORISTS, INC. FOR TREE MAINTENANCE
SERVICES THROUGH JUNE 30, 2023.

Recommended Action:

Approve and authorize the Mayor to sign the Third Amendment to the Maintenance Services Agreement with West Coast Arborists, Inc. through June 30, 2023.

Requested by: Public Works Department
JUNE 21, 2022 PAGE 7

5.20 CONTINUED PARTICIPATION IN THE NATIONAL

INTERGOVERNMENTAL PURCHASING ALLIANCE TO PURCHASE

JANITORIAL SUPPLIES FOR CITY FACILITIES FOR FISCAL YEAR 2022-2023.

Recommended Action:

Adopt Resolution No. 2022-41 authorizing participation in the National Intergovernmental Purchasing Alliance to purchase janitorial supplies for City Facilities in the not-to-exceed amount of $65,000 for Fiscal Year 2022/23.

Requested by: Public Works Department

6. PUBLIC HEARINGS: NONE.

7. COUNCIL CONSIDERATION:

7.1 CITY OF DIAMOND BAR 2022 LOCAL HAZARD MITIGATION PLAN Recommended Action:

Adopt Resolution No. 2022-42 adopting the 2022 City of Diamond Bar Local Hazard Mitigation Plan and provide the City Manager authorization to sign and submit any additional documentation required to certify Council action approving the Plan.

Requested by: City Manager

8. COUNCIL SUB-COMMITTEE REPORTS AND MEETING ATTENDANCE REPORTS/COUNCIL MEMBER COMMENTS:

9. ADJOURNMENT:

In Memory of El Monte Police Department Members Corporal Michael Paredes and Officer Joseph Santana Who Lost Their Lives in the Line of Duty.

Agenda #: 5.1
Meeting Date: June 21, 2022
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: CITY COUNCIL MINUTES OF THE JUNE 7, 2022 REGULAR MEETING.

STRATEGIC
GOAL: Open, Engaged & Responsive Government
RECOMMENDATION:

Approve the June 7, 2022 Regular City Council meeting minutes.

FINANCIAL IMPACT:

None.

BACKGROUND/DISCUSSION:

Minutes have been prepared and are being presented for approval.

PREPARED BY:

REVIEWED BY:

5.1 Packet Pg. 10
Attachments:

1. 5.1.a June 7, 2022 City Council Minutes

5.1 Packet Pg. 11

CITY OF DIAMOND BAR

MINUTES OF THE CITY COUNCIL

REGULAR MEETING
JUNE 7, 2022
CALL TO ORDER: Mayor Low called the Regular City Council meeting to order at 6:30 p.m.

M/Low stated that consistent with State Assembly Bill 361, this meeting was conducted telephonically and Members of the City Council and staff participated via teleconference. There was no physical meeting location for this meeting and members of the public were encouraged to participate and address the City Council during the public comment portion of the meeting via teleconference.

PLEDGE OF ALLEGIANCE: Mayor Low led the Pledge of Allegiance INVOCATION: Deacon Alfred Guerrero, St. Denis Catholic Church, provided the invocation.

ROLL CALL: All Council Members present telephonically: Stan Liu, Nancy Lyons, Steve Tye, Mayor Pro Tem Andrew
Chou, and Mayor Ruth Low
Staff present telephonically: Dan Fox, City Manager; Ryan McLean, Assistant City Manager; David DeBerry, City Attorney; Anthony Santos, Assistant to the City Manager; Dannette Allen, Senior Management Analyst; Amy Haug, Human Resources and Risk Manager; Greg Gubman, Community Development Director; Jason Jacobsen, Finance Director; Ken Desforges, Director of Information Services; Alfredo Estevez, Systems Administrator; Cecilia Arellano, Public Information Coordinator; Marsha Roa, Public Information Manager; Ryan Wright, Parks and Recreation Director; David Liu, Public Works Director; Hal Ghafari, Public Works Manager/Assistant City Engineer; Christian Malpica, Associate Engineer; Nicholas Delgado, Engineering Technician; Kristina Santana, City Clerk
APPROVAL OF AGENDA: As presented.

1. SPECIAL PRESENTATIONS, CERTIFICATES, PROCLAMATIONS: NONE

2. CITY MANAGER REPORTS AND RECOMMENDATIONS: NONE

3. PUBLIC COMMENTS:

Jerome Hsiang, Hsiang Law Firm, P.C., 3333 South Brea Canyon Road and Board Member of the Metro Center Association, spoke about the recent criminal activity in and around his building.

Joe Plunkett asked for Council Member comments regarding the May 24th Civilian Commission’s open hearings regarding deputy gang units in the LA County Sheriff’s Department and possible impacts/involvement with Diamond Bar.

5.1.a
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JUNE 7, 2022 PAGE 2 CITY COUNCIL
RESPONSE TO PUBLIC COMMENTS:

CM/Fox responded that staff would reach out to Captain Tousey regarding Mr.

Hsiang’s concerns and was not aware of any changes to service levels in Diamond Bar in response to Mr. Plunkett’s question.

C/Tye felt it would be useful for Mr. Hsiang to speak with Captain Tousey about completing a Letter of Agency which allows the sheriff to take action against trespassers.

4. SCHEDULE OF FUTURE EVENTS: CM/Fox presented the Calendar of Future Events.

5. CONSENT CALENDAR: C/Tye moved, C/Lyons seconded, to approve the Consent Calendar with the exception of Item 5.9 pulled by C/Tye. Motion carried by the following Roll Call vote:

AYES: COUNCIL MEMBERS: Liu, Lyons, Tye, MPT/Chou, M/Low NOES: COUNCIL MEMBERS: None
ABSENT: COUNCIL MEMBERS: None

5.1 APPROVED CITY COUNCIL MINUTES:

5.1a STUDY SESSION OF MAY 17, 2022

5.1b REGULAR MEETING OF MAY 17, 2022

5.2 RATIFIED CHECK REGISTER DATED MAY 11, 2022 THROUGH MAY 31, 2022 TOTALING $1,467,848.65.

5.3 APPROVED TREASURER’S STATEMENT FOR THE MONTH OF APRIL 2022.

5.4 ADOPTED RESOLUTION NO. 2022-28, PROVIDING FOR CONTINUED

USE OF TELECONFERENCING AND OTHER FORMATS AS DEFINED
AND IN COMPLIANCE WITH ASSEMBLY BILL 361 FOR MEETINGS OF

THE DIAMOND BAR CITY COUNCIL, CITY COMMISSIONS AND
SUBCOMMITTEES SUBJECTTO STATE OPEN MEETING LAWS.

5.5 ADJOURNED THE JUNE 21, 2022 CITY COUNCIL MEETING TO JULY 19, 2022.

5.6 APPROVED FOR SECOND READING BY TITLE ONLY, WAIVED FULL READING, AND ADOPTED ORDINANCE NO. 02 (2022) ENTITLED, “AN

ORDINANCE OF THE CITY COUNCIL OF THE CITY OF DIAMOND
BAR, CALIFORNIA, ADDING CHAPTER 2.06 TO TITLE 2 OF THE

DIAMOND BAR MUNICIPAL CODE REGARDING ELECTRONIC FILING

OF CAMPAIGN DISCLOSURE STATEMENTS AND STATEMENT OF
ECONOMIC INTEREST.

5.1.a
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JUNE 7, 2022 PAGE 3 CITY COUNCIL

5.7 APPROVED AND AUTHORIZED THE MAYOR TO SIGN, THE THIRD

AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT
WITH ABSOLUTE INTERNATIONAL SECURITY, INC. FOR PRIVATE
SECURITY SERVICES THROUGH JUNE 30, 2022.

5.8 ADOPTED RESOLUTION NO. 2022-29 AUTHORIZING THE SUBMITTAL

OF A PROJECT LIST OF ROAD PROJECTS FUNDED BY THE ROAD
REPAIR AND ACCOUNTABILITY ACT OF 2017 (SB1) FOR FY 2022-23.

ITEMS WITHDRAWN FROM CONSENT CALENDAR:

5.9 APPROVAL AND AUTHORIZATION FOR THE CITY MANAGER TO
ISSUE A PURCHASE ORDER IN THE AMOUNT OF $91,767.50 TO
ATHACO INC. TO MANUFACTURE RESIDENTIAL STREET NAME

SIGNS AND TO SUPPLY THE ASSOCIATED MOUNTING HARDWARE,
PLUS A CONTINGENCY AMOUNT OF $9,176.75, FOR A TOTAL
AUTHORIZATION OF $100,944.25.

C/Tye felt the existing signs replaced 20 plus years ago look worse in some areas and felt this should be addressed before moving forward with the contract. PWD/Liu explained that the vendor will need to adhere to certain standards and believed the condition of some signs depended on the amount of sun exposure and sign orientation as well as, weather and other environmental effects.

M/Low inquired as to the disposition of the old signs and PWD/Liu responded that they will be stored pending further determination by the Council.

C/Tye moved, C/Liu seconded, to approve Item 5.9. Motion carried by the following Roll Call vote:

AYES: COUNCIL MEMBERS: Liu, Lyons, Tye, MPT/Chou,
M/Low
NOES: COUNCIL MEMBERS: None
ABSENT: COUNCIL MEMBERS: None

6. PUBLIC HEARINGS: NONE

7. COUNCIL CONSIDERATION:

7.1 ADOPTION OF THE FISCAL YEAR 2022-2023 CITY OPERATING

BUDGET AND CAPITAL IMPROVEMENT PROGRAM, INCLUDING

ESTABLISHMENT OF THE APPROPRIATIONS LIMIT, EMPLOYEE
COMPENSATION PLAN, AND INVESTMENT POLICY.

FD/Jacobsen and ACM/McLean provided the staff report and responded to Council questions and comments.

5.1.a
Packet Pg. 14
JUNE 7, 2022 PAGE 4 CITY COUNCIL
There were no public comments offered.

C/Liu moved, C/Lyons seconded, to adopt Resolution No. 2022-30 approving the FY 2022-2023 City Operating Budget and Capital Improvement Program. Motion carried 5-0 by the following Roll Call vote:

AYES: COUNCIL MEMBERS: Liu, Lyons, Tye, MPT/Chou,
M/Low
NOES: COUNCIL MEMBERS: None
ABSENT: COUNCIL MEMBERS: None
C/Tye moved, MPT/Chou seconded, to adopt Resolution No. 2022-31 establishing the appropriations limit for Fiscal Year 2022-2023 in the amount of $57,026,785. Motion carried 5-0 by the following Roll Call vote:

AYES: COUNCIL MEMBERS: Liu, Lyons, Tye, MPT/Chou,
M/Low
NOES: COUNCIL MEMBERS: None
ABSENT: COUNCIL MEMBERS: None
C/Lyons moved, MPT/Chou seconded, to adopt Resolution No. 2022-32 establishing a compensation plan, salary ranges and fringe benefits for all employee classifications. Motion carried 5-0 by the following Roll Call vote:

AYES: COUNCIL MEMBERS: Liu, Lyons, Tye, MPT/Chou,
M/Low
NOES: COUNCIL MEMBERS: None
ABSENT: COUNCIL MEMBERS: None
MPT/Chou moved, C/Tye seconded, to adopt Resolution No. 2022-33 approving the Fiscal Year 2022-2023 Investment Policy. Motion carried 5- 0 by the following Roll Call vote:

AYES: COUNCIL MEMBERS: Liu, Lyons, Tye, MPT/Chou,
M/Low
NOES: COUNCIL MEMBERS: None
ABSENT: COUNCIL MEMBERS: None

8. COUNCIL SUBCOMMITTEE REPORTS AND MEETING ATTENDANCE
REPORTS/COUNCIL MEMBER COMMENTS:

C/Tye hoped everyone had voted and was pleased that tonight’s meeting would be adjourned in memory of the victims of the Robb Elementary shootings in Uvalde, Texas.

C/Lyons thanked FD/Jacobsen, CM/Fox and ACM/McLean for a thorough and well-presented budget and agreed that the City was well-positioned to push extra

5.1.a
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JUNE 7, 2022 PAGE 5 CITY COUNCIL
projects during FY 2022-2023 and remain fiscally conservative. As Chairwoman of the SGVCOG Capital Projects and Construction Committee she was able to cut the ribbon at the opening of the Durfee Avenue Grade Separation project, and she attended a tour of the Diamond Bar Golf Course renovations.

C/Liu thanked staff for the detailed reports and proactive work in moving the City forward, and looked forward to seeing everyone at Concerts in the Park.

MPT/Chou thanked staff for the fiscally conservative budget and spoke about attending the Ribbon-Cutting Ceremony for LifeArk El Monte with Supervisor Solis.

M/Low thanked staff for an excellent budget for FY 2022-2023 and their everyday dedication and hard work on behalf of the residents. She invited everyone to attend the Concerts in the Park and Movies under the Stars series beginning Wednesday, June 15th, spoke about Public Safety and urged everyone to stay vigilante and the tragedy in Uvalde, Texas, and wished everyone a Happy Father’s Day.

ADJOURNMENT: With no further business to conduct, Mayor Low adjourned the Regular City Council Meeting at 7:58 p.m. in memory of the Innocent Lives Lost at Robb Elementary School in Uvalde, Texas.

Respectfully submitted:

__________________________
Kristina Santana, City Clerk
The foregoing minutes are hereby approved this 21st day of June, 2022. __________________________
Ruth M. Low, Mayor

5.1.a
Packet Pg. 16
Agenda #: 5.2
Meeting Date: June 21, 2022
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: RATIFICATION OF CHECK REGISTER DATED JUNE 1, 2022 THROUGH JUNE 14, 2022 TOTALING $693,795.73.

STRATEGIC
GOAL: Responsible Stewardship of Public Resources
RECOMMENDATION:

Ratify the Check Register.

FINANCIAL IMPACT:

Expenditure of $693,795.73.

BACKGROUND/DISCUSSION:

The City has established the policy of issuing accounts payable checks on a weekly basis with City Council ratification at the next scheduled City Council Meeting.

The attached check register containing checks dated June 1, 2022 through June 14, 2022 totaling $693,795.73 is being presented for ratification. All payments have been made in compliance with the City’s purchasing policies and procedures, and have been reviewed and approved by the appropriate departmental staff. The attached Affidavit affirms that the check register has been audited and deemed accurate by the Finance Director.

PREPARED BY:

5.2 Packet Pg. 17
REVIEWED BY:

Attachments:

1. 5.2.a Check Register Affidavit 6-21-2022

2. 5.2.b Check Register 6-21-2022

5.2 Packet Pg. 18

5.2.a
Packet Pg. 19
City of Diamond Bar Check Register
CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 5339 6/6/2022 SOUTHERN CALIFORNIA EDISON 3334 1/2 BREA CANYON ROAD (04.25.22 - 05.23.22)
100630 52210 $60.04
CHECK TOTAL $60.04
5340 6/8/2022 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - BREA CYN/FALLOWFIELD LS-2
100655 52210 $76.29
CHECK TOTAL $76.29
5341 6/8/2022 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 3201 DBB LS-2 100655 52210 $115.27 CHECK TOTAL $115.27
5342 6/8/2022 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 24230 GOLDEN SPRINGS LS-2
100655 52210 $72.94
CHECK TOTAL $72.94
5343 6/8/2022 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 1798 DBB/22566 GOLDEN SPRINGS LS-2
100655 52210 $172.36
CHECK TOTAL $172.36
5344 6/8/2022 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 21250 GOLDEN SPRINGS LS-2
100655 52210 $76.86
CHECK TOTAL $76.86
5345 6/8/2022 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 21325 PATHFINDER LS-2 100655 52210 $210.40 CHECK TOTAL $210.40
5346 6/8/2022 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 1025 BREA CANYON TC-1 LS-2
100655 52210 $122.17
CHECK TOTAL $122.17
5347 6/8/2022 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 22805 GOLDEN SPRINGS LS-2
100655 52210 $96.07
CHECK TOTAL $96.07
5348 6/8/2022 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 2201 DBB LS-2 100655 52210 $76.86 CHECK TOTAL $76.86
5349 6/8/2022 SOUTHERN CALIFORNIA EDISON TRAFFIC CONTROL - DBB N/W @ TEMPLE - TC-1
100655 52210 $100.79
CHECK TOTAL $100.79
5350 6/8/2022 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 1 DBB/TEMPLE LS-2 100655 52210 $109.54 CHECK TOTAL $109.54

5.2.b
Packet Pg. 20
City of Diamond Bar Check Register
CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 5351 6/8/2022 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 21615 GATEWAY CENTER DR LS-2
100655 52210 $76.86
CHECK TOTAL $76.86
5352 6/8/2022 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 3798 S BREA CYN RD LS2100655 52210 $57.65 CHECK TOTAL $57.65
5353 6/8/2022 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - 1003 GOLDEN SPRINGS LS-2
100655 52210 $101.12
CHECK TOTAL $101.12
5354 6/8/2022 SOUTHERN CALIFORNIA EDISON SAFETY LIGHTS - BREA CYN/OAKCREST LS-2
100655 52210 $58.10
CHECK TOTAL $58.10
5355 6/10/2022 PERS HEALTH HEALTH INSURANCE PREMIUM JUNE 2022
106 21106 $80.91
6/10/2022 PERS HEALTH HEALTH INSURANCE PREMIUM JUNE
2022
100220 50062 $143.79
6/10/2022 PERS HEALTH HEALTH INSURANCE PREMIUM JUNE
2022
239 21106 $208.14
6/10/2022 PERS HEALTH HEALTH INSURANCE PREMIUM JUNE
2022
238 21106 $410.91
6/10/2022 PERS HEALTH HEALTH INSURANCE PREMIUM JUNE
2022
225 21106 $438.48
6/10/2022 PERS HEALTH HEALTH INSURANCE PREMIUM JUNE
2022
201 21106 $517.00
6/10/2022 PERS HEALTH HEALTH INSURANCE PREMIUM JUNE
2022
206 21106 $1,041.05
6/10/2022 PERS HEALTH HEALTH INSURANCE PREMIUM JUNE
2022
250 21106 $1,051.86
6/10/2022 PERS HEALTH HEALTH INSURANCE PREMIUM JUNE
2022
105220 50048 $1,490.00
6/10/2022 PERS HEALTH HEALTH INSURANCE PREMIUM JUNE
2022
207 21106 $1,592.30
6/10/2022 PERS HEALTH HEALTH INSURANCE PREMIUM JUNE
2022
100 21106 $47,315.47
CHECK TOTAL $54,289.91
5356 6/10/2022 TASC FLEX SPENDING MEDICAL/CHILDCARE
06/10/2022
238 21118 $4.21

5.2.b
Packet Pg. 21
City of Diamond Bar Check Register
CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 6/10/2022 TASC FLEX SPENDING MEDICAL/CHILDCARE
06/10/2022
239 21118 $4.21
6/10/2022 TASC FLEX SPENDING MEDICAL/CHILDCARE
06/10/2022
207 21118 $12.74
6/10/2022 TASC FLEX SPENDING MEDICAL/CHILDCARE
06/10/2022
250 21118 $24.97
6/10/2022 TASC FLEX SPENDING MEDICAL/CHILDCARE
06/10/2022
106 21118 $29.42
6/10/2022 TASC FLEX SPENDING MEDICAL/CHILDCARE
06/10/2022
206 21118 $42.56
6/10/2022 TASC FLEX SPENDING MEDICAL/CHILDCARE
06/10/2022
100 21118 $1,137.59
CHECK TOTAL $1,255.70
5357 6/13/2022 VANTAGEPOINT TRNSFR AGNTS303248DEFERRED COMP

CONTRIBUTIONS/LOAN PYMTS
06/10/2022
239 21109 $161.80
6/13/2022 VANTAGEPOINT TRNSFR AGNTS303248DEFERRED COMP

CONTRIBUTIONS/LOAN PYMTS
06/10/2022
238 21109 $265.65
6/13/2022 VANTAGEPOINT TRNSFR AGNTS303248DEFERRED COMP

CONTRIBUTIONS/LOAN PYMTS
06/10/2022
225 21109 $437.52
6/13/2022 VANTAGEPOINT TRNSFR AGNTS303248DEFERRED COMP

CONTRIBUTIONS/LOAN PYMTS
06/10/2022
207 21109 $649.23
6/13/2022 VANTAGEPOINT TRNSFR AGNTS303248DEFERRED COMP

CONTRIBUTIONS/LOAN PYMTS
06/10/2022
201 21109 $724.44
6/13/2022 VANTAGEPOINT TRNSFR AGNTS303248DEFERRED COMP

CONTRIBUTIONS/LOAN PYMTS
06/10/2022
106 21109 $851.38
6/13/2022 VANTAGEPOINT TRNSFR AGNTS303248DEFERRED COMP

CONTRIBUTIONS/LOAN PYMTS
06/10/2022
250 21109 $1,963.26
6/13/2022 VANTAGEPOINT TRNSFR AGNTS303248DEFERRED COMP

CONTRIBUTIONS/LOAN PYMTS
06/10/2022
206 21109 $2,141.57
6/13/2022 VANTAGEPOINT TRNSFR AGNTS303248DEFERRED COMP

CONTRIBUTIONS/LOAN PYMTS
06/10/2022
100 21109 $45,718.01
CHECK TOTAL $52,912.86

5.2.b
Packet Pg. 22
City of Diamond Bar Check Register
CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 5358 6/10/2022 CALPERS PENSION CONTRIBUTION FOR PERIOD
05/21/22-06/03/22
239 21110 $106.45
6/10/2022 CALPERS PENSION CONTRIBUTION FOR PERIOD
05/21/22-06/03/22
225 21110 $176.02
6/10/2022 CALPERS PENSION CONTRIBUTION FOR PERIOD
05/21/22-06/03/22
238 21110 $183.61
6/10/2022 CALPERS PENSION CONTRIBUTION FOR PERIOD
05/21/22-06/03/22
106 21110 $362.15
6/10/2022 CALPERS PENSION CONTRIBUTION FOR PERIOD
05/21/22-06/03/22
201 21110 $400.03
6/10/2022 CALPERS PENSION CONTRIBUTION FOR PERIOD
05/21/22-06/03/22
207 21110 $755.33
6/10/2022 CALPERS PENSION CONTRIBUTION FOR PERIOD
05/21/22-06/03/22
206 21110 $1,073.40
6/10/2022 CALPERS PENSION CONTRIBUTION FOR PERIOD
05/21/22-06/03/22
250 21110 $1,277.44
6/10/2022 CALPERS PENSION CONTRIBUTION FOR PERIOD
05/21/22-06/03/22
100 21110 $31,160.31
CHECK TOTAL $35,494.74
5359 6/14/2022 AFLAC SUPP INSURANCE PREMIUM MAY 2022 201 21117 $6.02 6/14/2022 AFLAC SUPP INSURANCE PREMIUM MAY 2022 207 21117 $17.77 6/14/2022 AFLAC SUPP INSURANCE PREMIUM MAY 2022 250 21117 $61.86 6/14/2022 AFLAC SUPP INSURANCE PREMIUM MAY 2022 206 21117 $291.55 6/14/2022 AFLAC SUPP INSURANCE PREMIUM MAY 2022 100 21117 $2,062.59 CHECK TOTAL $2,439.79
5360 6/14/2022 AIRGAS INC HELIUM 100630 51200 $9.86
6/14/2022 AIRGAS INC HELIUM 100520 51200 $98.58
CHECK TOTAL $108.44
5361 6/14/2022 AMERICAN GUARD SERVICES
INC
CROSSING GUARD SERVICES - APR 2022 100310 55412 $20,865.24 6/14/2022 AMERICAN GUARD SERVICES
INC

CROSSING GUARD SERVICES - MAY
2022
100310 55412 $24,829.20
CHECK TOTAL $45,694.44
5362 6/14/2022 ANIMAL PEST MANAGEMENT

SERVICES INC
COMPREHENSIVE PEST CONTROL (MAY) 100630 52320 $70.00

5.2.b
Packet Pg. 23
City of Diamond Bar Check Register
CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 6/14/2022 ANIMAL PEST MANAGEMENT

SERVICES INC
COMPREHENSIVE PEST CONTROL (MAY) 100510 52320 $105.00
6/14/2022 ANIMAL PEST MANAGEMENT

SERVICES INC
COMPREHENSIVE PEST CONTROL (MAY) 100620 52320 $120.00
CHECK TOTAL $295.00
5363 6/14/2022 ROBYN A BECKWITH CITY HALL & LIBRARY PLANT MAINTENANCE IN MAY 2022
100620 52320 $432.00
6/14/2022 ROBYN A BECKWITH PLANT MAINTENANCE (DBC &

HERITAGE)
100510 55300 $335.00
CHECK TOTAL $767.00
5364 6/14/2022 KATHY BREAUX CC INSTRUCTION - YOUTH ART 100520 55320 $288.00 CHECK TOTAL $288.00
5365 6/14/2022 BSN SPORTS CORP PARKS & FACILITIES 100630 52320 $61.98 CHECK TOTAL $61.98
5366 6/14/2022 CAL POLY POMONA

FOUNDATION INC

EXCURSION FOR DAY CAMP ON

6.14.2022
100520 53520 $600.00
CHECK TOTAL $600.00
5367 6/14/2022 CANNON CORPORATION PLAN CHECK - 24011 FALCONS VIEW 100 22109 $669.00 CHECK TOTAL $669.00
5368 6/14/2022 CITY OF INDUSTRY GRAND/GSD INTERSECTION ENHANCE 301610 56105 $84,170.00 CHECK TOTAL $84,170.00
5369 6/14/2022 CIVICPLUS LLC MUNICIPAL CODE SUPPLEMENT 34 100140 54900 $16.97 CHECK TOTAL $16.97
5370 6/14/2022 COLLEY AUTO CARS INC VEHICLE MAINTENANCE (LIC #1532940) 502655 52312 $1,365.75 CHECK TOTAL $1,365.75
5371 6/14/2022 DAN CONTRACTOR CDBG HOME IMP PROJ-20902
MOONLAKE-HIP2 10% RET REL
225440 54900 $1,750.00
CHECK TOTAL $1,750.00
5372 6/14/2022 DELTA DENTAL HMO DENTAL INSURANCE PREMIUM JUNE 2022
250 21105 $1.03
6/14/2022 DELTA DENTAL HMO DENTAL INSURANCE PREMIUM
JUNE 2022
206 21105 $1.99
6/14/2022 DELTA DENTAL HMO DENTAL INSURANCE PREMIUM
JUNE 2022
207 21105 $1.99

5.2.b
Packet Pg. 24
City of Diamond Bar Check Register
CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 6/14/2022 DELTA DENTAL HMO DENTAL INSURANCE PREMIUM
JUNE 2022
225 21105 $10.31
6/14/2022 DELTA DENTAL HMO DENTAL INSURANCE PREMIUM
JUNE 2022
100 21105 $142.38
CHECK TOTAL $157.70
5373 6/14/2022 DELTA DENTAL INSURANCE

COMPANY

PPO DENTAL INSURANCE PREMIUM
JUNE 2022
239 21105 $18.83
6/14/2022 DELTA DENTAL INSURANCE

COMPANY

PPO DENTAL INSURANCE PREMIUM
JUNE 2022
238 21105 $35.12
6/14/2022 DELTA DENTAL INSURANCE

COMPANY

PPO DENTAL INSURANCE PREMIUM
JUNE 2022
106 21105 $48.88
6/14/2022 DELTA DENTAL INSURANCE

COMPANY

PPO DENTAL INSURANCE PREMIUM
JUNE 2022
201 21105 $53.57
6/14/2022 DELTA DENTAL INSURANCE

COMPANY

PPO DENTAL INSURANCE PREMIUM
JUNE 2022
207 21105 $132.28
6/14/2022 DELTA DENTAL INSURANCE

COMPANY

PPO DENTAL INSURANCE PREMIUM
JUNE 2022
206 21105 $192.33
6/14/2022 DELTA DENTAL INSURANCE

COMPANY

PPO DENTAL INSURANCE PREMIUM
JUNE 2022
250 21105 $195.29
6/14/2022 DELTA DENTAL INSURANCE

COMPANY

PPO DENTAL INSURANCE PREMIUM
JUNE 2022
100 21105 $4,475.91
CHECK TOTAL $5,152.21
5374 6/14/2022 DISCOVERY SCIENCE CENTER OF
ORANGE

SCHOOL RECYCLING OUTREACH
PROGRAM FY 21-22 MAY2022
250170 54900 $1,194.75
CHECK TOTAL $1,194.75
5375 6/14/2022 DR GALE K GORKE TRAINING FOR VOLUNTEENS, DAY CAMP AND DB 4YOUTH
100520 55315 $500.00
6/14/2022 DR GALE K GORKE TRAINING FOR VOLUNTEENS, DAY
CAMP AND DB 4YOUTH
100520 52500 $2,500.00
CHECK TOTAL $3,000.00
5376 6/14/2022 ECOFERT INC FERTILIZER INJECTION SYSTEM (MAY) 100630 52320 $1,150.00 CHECK TOTAL $1,150.00
5377 6/14/2022 EWING IRRIGATION PRODUCTS
INC
LANDSCAPE MAINT SUPPLIES (DIST 38) 238638 52320 $798.08 CHECK TOTAL $798.08
5378 6/14/2022 EXPRESS MAIL CORPORATE

ACCOUNT
NEXT DAY MAIL-VTTM54081 ENVIRON

DOC- APPLICANT REP
100 22107 $23.95

5.2.b
Packet Pg. 25
City of Diamond Bar Check Register
CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 6/14/2022 EXPRESS MAIL CORPORATE

ACCOUNT
NEXT DAY MAIL-4/12/22 PC MTG STAFF
RPT-850 BREA CY
100 22107 $23.50
6/14/2022 EXPRESS MAIL CORPORATE

ACCOUNT
NEXT DAY MAIL-4/26/22 PC MTG STAFF
RPT-VTTM54081
100 22107 $23.75
CHECK TOTAL $94.70
5379 6/14/2022 EXTERIOR PRODUCTS CORP FLAG INSTALLATION (MEMORIAL DAY/JULY 4TH)
100630 55505 $5,896.00
CHECK TOTAL $5,896.00
5380 6/14/2022 FUN EXPRESS LLC BREAKFAST WITH THE BUNNY SUPPLIES 100520 51200 $30.76 6/14/2022 FUN EXPRESS LLC BREAKFAST WITH THE BUNNY SUPPLIES 100520 51200 $38.45 6/14/2022 FUN EXPRESS LLC BREAKFAST WITH THE BUNNY SUPPLIES 100520 51200 $64.22 6/14/2022 FUN EXPRESS LLC BREAKFAST WITH THE BUNNY SUPPLIES 100520 51200 $76.87 6/14/2022 FUN EXPRESS LLC BREAKFAST WITH THE BUNNY SUPPLIES 100520 51200 $92.27 6/14/2022 FUN EXPRESS LLC BREAKFAST WITH THE BUNNY SUPPLIES 100520 51200 $100.16 6/14/2022 FUN EXPRESS LLC BREAKFAST WITH THE BUNNY SUPPLIES 100520 51200 $107.65 6/14/2022 FUN EXPRESS LLC BREAKFAST WITH THE BUNNY SUPPLIES 100520 51200 $123.03 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $1.89 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $2.36 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $3.94 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $4.72 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $5.67 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $6.15 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $6.61 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $7.56 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $1.87 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $2.34 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $3.91 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $4.69

5.2.b
Packet Pg. 26
City of Diamond Bar Check Register
CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $5.62 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $6.10 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $6.56 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $7.49 6/14/2022 FUN EXPRESS LLC KINDER SKILL SUPPLIES 100520 51200 $11.21 6/14/2022 FUN EXPRESS LLC KINDER SKILL SUPPLIES 100520 51200 $14.01 6/14/2022 FUN EXPRESS LLC KINDER SKILL SUPPLIES 100520 51200 $23.40 6/14/2022 FUN EXPRESS LLC KINDER SKILL SUPPLIES 100520 51200 $28.01 6/14/2022 FUN EXPRESS LLC KINDER SKILL SUPPLIES 100520 51200 $33.62 6/14/2022 FUN EXPRESS LLC KINDER SKILL SUPPLIES 100520 51200 $36.49 6/14/2022 FUN EXPRESS LLC KINDER SKILL SUPPLIES 100520 51200 $39.22 6/14/2022 FUN EXPRESS LLC KINDER SKILL SUPPLIES 100520 51200 $44.82 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $8.30 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $10.38 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $17.34 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $20.76 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $24.92 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $27.05 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $29.07 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $33.22 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $1.07 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $1.34 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $2.23 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $2.68 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $3.21 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $3.48 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $3.75

5.2.b
Packet Pg. 27
City of Diamond Bar Check Register
CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 6/14/2022 FUN EXPRESS LLC KINDER SKILLS SUPPLIES 100520 51200 $4.28 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $3.48 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $4.35 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $7.26 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $8.70 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $10.44 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $11.33 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $12.17 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $13.91 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $1.34 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $1.67 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $2.79 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $3.35 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $4.01 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $4.36 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $4.68 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $5.35 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $20.36 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $25.45 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $42.52 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $50.91 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $61.08 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $66.30 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $71.26 6/14/2022 FUN EXPRESS LLC DAY CAMP SUPPLIES 100520 51200 $81.44 CHECK TOTAL $1,653.26
5381 6/14/2022 GATEWAY CORP CENTER ASSOC CAPITAL CONTRIBUTION & ASSOS DUES (JUN)
100620 52400 $2,488.79

5.2.b
Packet Pg. 28
City of Diamond Bar Check Register
CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT CHECK TOTAL $2,488.79
5382 6/14/2022 GO LIVE TECHNOLOGY INC PS - ELM PROJECT MGMT. - MAY 2022 503230 56135 $2,200.00 CHECK TOTAL $2,200.00
5383 6/14/2022 GRAFFITI CONTROL SYSTEMS GRAFFITI ABATEMENT - MAY 2022 100430 55540 $2,975.00 CHECK TOTAL $2,975.00
5384 6/14/2022 GRAYBAR ELECTRIC COMPANY
INC
BUILDING MAINTENANCE (DBC) 100510 52320 $131.40
CHECK TOTAL $131.40
5385 6/14/2022 GUADALUPE DUARTE

RODRIQUEZ
GRAPHIC DESIGNS 100240 54900 $2,159.05
CHECK TOTAL $2,159.05
5386 6/14/2022 GUARANTEED JANITORIAL

SERVICE INC
JANITORIAL SERVICES (MAY) 100630 55505 $2,450.00
6/14/2022 GUARANTEED JANITORIAL

SERVICE INC
JANITORIAL SERVICES (MAY) 100510 55505 $5,400.00
6/14/2022 GUARANTEED JANITORIAL

SERVICE INC
JANITORIAL SERVICES (MAY) 100620 52320 $8,724.00
CHECK TOTAL $16,574.00
5387 6/14/2022 HINDERLITER DE LLAMAS &

ASSOCIATES
AUDIT SVCS - SALES TAX APR - JUN 2022 100210 54900 $103.34 6/14/2022 HINDERLITER DE LLAMAS &

ASSOCIATES
AUDIT SVCS - SALES TAX APR - JUN 2022 100210 54010 $900.00 CHECK TOTAL $1,003.34
5388 6/14/2022 HODGMAN ENTERPRISES PRINTING AND MAILING OF JUNE 2022

NEWSLETTER
100240 52110 $2,118.40
CHECK TOTAL $2,118.40
5389 6/14/2022 HOME DEPOT CREDIT SERVICES BUILDING MAINTENANCE 100630 51300 $400.00 6/14/2022 HOME DEPOT CREDIT SERVICES BUILDING MAINTENANCE 100620 51300 $469.66 CHECK TOTAL $869.66
5390 6/14/2022 HUMANE SOCIETY OF POMONA

VALLEY INC

IVHS ANIMAL CONTROL SERVICES IN
APRIL 2022
100340 55404 $29,642.00
CHECK TOTAL $29,642.00
5391 6/14/2022 JIVE COMMUNICATIONS INC CITYWIDE PHONE SYSTEM - JUNE 2022 100230 52200 $2,494.26 CHECK TOTAL $2,494.26

5.2.b
Packet Pg. 29
City of Diamond Bar Check Register
CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 5392 6/14/2022 K7 ENTERPRISES PARK CLOSED SIGNS 100630 52320 $415.62 CHECK TOTAL $415.62
5393 6/14/2022 KEVIN D JONES PS - SR-57/60 CONFLUENCE PROJ ADVOCACY - APR 2022
100615 54400 $4,000.00
6/14/2022 KEVIN D JONES PS - SR/57-60 CONFLUENCE PROJ
ADVOCACY - MAY 2022
100615 54400 $4,000.00
CHECK TOTAL $8,000.00
5394 6/14/2022 LA COUNTY ASSESSOR OFFICE SBP ABSTRACT - APR 2022 100230 52314 $50.00 CHECK TOTAL $50.00
5395 6/14/2022 LANCE SOLL & LUNGHARD LLP PROF SVCS - AUDIT/ST CONTROLLER RPT FY 21/22
100210 54010 $4,207.00
6/14/2022 LANCE SOLL & LUNGHARD LLP PROF SVCS - INTERIM AUDIT FY 21/22 100210 54010 $8,850.00 CHECK TOTAL $13,057.00
5396 6/14/2022 LOOMIS COURIER SERVICES - JUNE 2022 100210 54900 $737.15 6/14/2022 LOOMIS COURIER SERVICES - JUNE 2022 100510 54900 $737.15 CHECK TOTAL $1,474.30
5397 6/14/2022 MAGNUS INTERNATIONAL TRADE

SERVICES CORP

ORGANICS RECYCLING MAILER

TRADITIONAL - CH AND KOR
250170 54900 $586.99
CHECK TOTAL $586.99
5398 6/14/2022 MANAGED HEALTH NETWORK EMPLOYEE ASSISTANCE PROGRAM (EAP) PREMIUM JUN 2022
239 21114 $0.34
6/14/2022 MANAGED HEALTH NETWORK EMPLOYEE ASSISTANCE PROGRAM (EAP) PREMIUM JUN 2022
238 21114 $0.58
6/14/2022 MANAGED HEALTH NETWORK EMPLOYEE ASSISTANCE PROGRAM (EAP) PREMIUM JUN 2022
201 21114 $1.43
6/14/2022 MANAGED HEALTH NETWORK EMPLOYEE ASSISTANCE PROGRAM (EAP) PREMIUM JUN 2022
225 21114 $1.46
6/14/2022 MANAGED HEALTH NETWORK EMPLOYEE ASSISTANCE PROGRAM (EAP) PREMIUM JUN 2022
106 21114 $1.57
6/14/2022 MANAGED HEALTH NETWORK EMPLOYEE ASSISTANCE PROGRAM (EAP) PREMIUM JUN 2022
207 21114 $2.61
6/14/2022 MANAGED HEALTH NETWORK EMPLOYEE ASSISTANCE PROGRAM (EAP) PREMIUM JUN 2022
250 21114 $4.40
6/14/2022 MANAGED HEALTH NETWORK EMPLOYEE ASSISTANCE PROGRAM (EAP) PREMIUM JUN 2022
206 21114 $4.52

5.2.b
Packet Pg. 30
City of Diamond Bar Check Register
CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 6/14/2022 MANAGED HEALTH NETWORK EMPLOYEE ASSISTANCE PROGRAM (EAP) PREMIUM JUN 2022
100 21114 $124.69
CHECK TOTAL $141.60
5399 6/14/2022 MARAM TANNOUS BRIDAL SHOW RENTALS 100510 52300 $3,257.00 CHECK TOTAL $3,257.00
5400 6/14/2022 MCE CORPORATION LANDSCAPE MAINT LLAD'S 38, 39, 41 (MAY)
241641 55524 $4,922.61
6/14/2022 MCE CORPORATION LANDSCAPE MAINT LLAD'S 38, 39, 41 (MAY)
239639 55524 $12,173.54
6/14/2022 MCE CORPORATION LANDSCAPE MAINT LLAD'S 38, 39, 41 (MAY)
238638 55524 $14,806.30
CHECK TOTAL $31,902.45
5401 6/14/2022 METROLINK METROLINK PASSES - MAY 2022 206650 55610 $1,282.40 6/14/2022 METROLINK METROLINK PASSES - MAY 2022 206650 55620 $5,129.60 CHECK TOTAL $6,412.00
5402 6/14/2022 MV CHENG & ASSOCIATES INC TEMP STAFFING - FINANCE MAY 2022 100210 54900 $13,703.75 CHECK TOTAL $13,703.75
5403 6/14/2022 OFFICE SOLUTIONS OFFICE SUPPLIES - MAY 2022 100630 51200 $43.33 6/14/2022 OFFICE SOLUTIONS OFFICE SUPPLIES - MAY 2022 100410 51200 $46.88 6/14/2022 OFFICE SOLUTIONS OFFICE SUPPLIES - MAY 2022 100210 51200 $59.66 6/14/2022 OFFICE SOLUTIONS OFFICE SUPPLIES - MAY 2022 100220 51200 $142.93 6/14/2022 OFFICE SOLUTIONS OFFICE SUPPLIES - MAY 2022 100510 51200 $287.84 6/14/2022 OFFICE SOLUTIONS OFFICE SUPPLIES - MAY 2022 100520 51200 $367.70 6/14/2022 OFFICE SOLUTIONS OFFICE SUPPLIES - MAY 2022 100140 51200 $1,290.60 CHECK TOTAL $2,238.94
5404 6/14/2022 ONE TIME PAY VENDOR ASEP SOCAL INC. FACILITY REFUND 100 20202 $185.00 CHECK TOTAL $185.00
5405 6/14/2022 ONE TIME PAY VENDOR BAPS FACILITY REFUND 100 20202 $100.00 CHECK TOTAL $100.00
5406 6/14/2022 ONE TIME PAY VENDOR CAMEA INC. FACILITY REFUND 100 20202 $137.69

5.2.b
Packet Pg. 31
City of Diamond Bar Check Register
CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT CHECK TOTAL $137.69
5407 6/14/2022 ONE TIME PAY VENDOR CLORIS CARRILLO FACILITY REFUND 100 20202 $692.00 CHECK TOTAL $692.00
5408 6/14/2022 ONE TIME PAY VENDOR ERIAN HERNANDEZ CANCELATION REFUND 100 20202 $501.75 CHECK TOTAL $501.75
5409 6/14/2022 ONE TIME PAY VENDOR FIRST CLASS EVENTS FACILITY REFUND 100 20202 $900.00 CHECK TOTAL $900.00
5410 6/14/2022 ONE TIME PAY VENDOR MARK ZHANG FACILITY REFUND 100 20202 $100.00 CHECK TOTAL $100.00
5411 6/14/2022 ONE TIME PAY VENDOR RICHENNY BOVANNAK FACILITY REFUND 100 20202 $100.00 CHECK TOTAL $100.00
5412 6/14/2022 ONE TIME PAY VENDOR WALNUT VALLEY UNIFIED

SCHOOL DISTRICT
FACILITY REFUND 100 20202 $642.27
CHECK TOTAL $642.27
5413 6/14/2022 ONE TIME PAY VENDOR YONG LEE FACILITY REFUND 100 20202 $100.00 CHECK TOTAL $100.00
5414 6/14/2022 ONE TIME PAY VENDOR ZHEN ZHEN PERI FACILITY REFUND 100 20202 $100.00 CHECK TOTAL $100.00
5415 6/14/2022 PAPER RECYCLING &

SHREDDING

DESTRUCTION DAY AND CONSOLE
SERVICING - 6/8/2022
250170 55000 $126.00
CHECK TOTAL $126.00
5416 6/14/2022 PARKWOOD LANDSCAPE

MAINTENANCE INC

ADDL' LANDSCAPE SERVICES (PARKS &
DBC)
100630 52320 $4,205.00
CHECK TOTAL $4,205.00
5417 6/14/2022 PAUL TAYLOR RIBBON & SERVICE FOR 2 DATE STAMPS 100140 52310 $278.96 CHECK TOTAL $278.96
5418 6/14/2022 PROTECTION ONE INC BURGLAR ALARM (06.29.22 - 07.28.22)

CITY HALL
100620 52320 $38.29
CHECK TOTAL $38.29
5419 6/14/2022 REGIONAL TAP SERVICE CENTER FOOTHILL/METRO PASSES - MAY 2022 206650 55620 ($4.50) 6/14/2022 REGIONAL TAP SERVICE CENTER FOOTHILL/METRO PASSES - MAY 2022 206650 55610 $164.40

5.2.b
Packet Pg. 32
City of Diamond Bar Check Register
CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 6/14/2022 REGIONAL TAP SERVICE CENTER FOOTHILL/METRO PASSES - MAY 2022 206650 55620 $657.60 CHECK TOTAL $817.50
5420 6/14/2022 RICARDO MOJICA SENIOR DANCE DJ 100520 55310 $300.00 CHECK TOTAL $300.00
5421 6/14/2022 RKA CONSULTING GROUP BUILDING AND SAFETY SERVICES - APRIL 2022
100420 55100 $53,123.31
6/14/2022 RKA CONSULTING GROUP BLDNG SAFETY SVCS-PERMIT TECH ASSISTANCE APRI 2022
100420 55100 $1,612.50
CHECK TOTAL $54,735.81
5422 6/14/2022 SC FUELS FLEET VEHICLE FUEL (MAY) PT. 2 502130 52330 $53.49 6/14/2022 SC FUELS FLEET VEHICLE FUEL (MAY) PT. 2 502430 52330 $96.66 6/14/2022 SC FUELS FLEET VEHICLE FUEL (MAY) PT. 2 502630 52330 $364.86 6/14/2022 SC FUELS FLEET VEHICLE FUEL (MAY) PT. 2 502620 52330 $394.86 6/14/2022 SC FUELS FLEET VEHICLE FUEL (MAY) PT. 2 502655 52330 $942.01 CHECK TOTAL $1,851.88
5423 6/14/2022 SCI CONSULTING GROUP PS - LLAD #38, 39 & 41 238638 54900 $2,841.61 6/14/2022 SCI CONSULTING GROUP PS - LLAD #38, 39 & 41 239639 54900 $2,841.62 6/14/2022 SCI CONSULTING GROUP PS - LLAD #38, 39 & 41 241641 54900 $2,841.62 CHECK TOTAL $8,524.85
5424 6/14/2022 SHENKMAN & HUGHES PC CVRA DISTRICT REIMBURSEMENT 100130 54900 $30,000.00 CHECK TOTAL $30,000.00
5425 6/14/2022 SIMPSON ADVERTISING INC FULL-PAGE ORGANICS RECYCLING AD -

WINDMILL MAGAZINE
250170 52160 $550.00
CHECK TOTAL $550.00
5426 6/14/2022 SOCIAL VOCATIONAL SERVICES LITTER AND WEED REMOVAL (RIGHT OF

WAY) MAY
100645 55528 $3,113.00
CHECK TOTAL $3,113.00
5427 6/14/2022 SOUTHERN CALIFORNIA

SHREDDING INC
MAY 28, 2022 SHREDDING EVENT 250170 55000 $500.00
CHECK TOTAL $500.00
5428 6/14/2022 SPECTRUM BUSINESS CABLE TV/INTERNET - CITY HALL - MAY 2022
100230 54030 $1,718.01

5.2.b
Packet Pg. 33
City of Diamond Bar Check Register
CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT CHECK TOTAL $1,718.01
5429 6/14/2022 STANDARD INSURANCE

COMPANY

LIFE/SUPP LIFE/LTD/STD INSURANCE
PREMIUM JUNE 2022
239 21107 $1.84
6/14/2022 STANDARD INSURANCE

COMPANY

LIFE/SUPP LIFE/LTD/STD INSURANCE
PREMIUM JUNE 2022
238 21107 $3.11
6/14/2022 STANDARD INSURANCE

COMPANY

LIFE/SUPP LIFE/LTD/STD INSURANCE
PREMIUM JUNE 2022
239 21113 $6.98
6/14/2022 STANDARD INSURANCE

COMPANY

LIFE/SUPP LIFE/LTD/STD INSURANCE
PREMIUM JUNE 2022
225 21107 $7.77
6/14/2022 STANDARD INSURANCE

COMPANY

LIFE/SUPP LIFE/LTD/STD INSURANCE
PREMIUM JUNE 2022
238 21113 $12.18
6/14/2022 STANDARD INSURANCE

COMPANY

LIFE/SUPP LIFE/LTD/STD INSURANCE
PREMIUM JUNE 2022
225 21113 $13.37
6/14/2022 STANDARD INSURANCE

COMPANY

LIFE/SUPP LIFE/LTD/STD INSURANCE
PREMIUM JUNE 2022
207 21107 $14.90
6/14/2022 STANDARD INSURANCE

COMPANY

LIFE/SUPP LIFE/LTD/STD INSURANCE
PREMIUM JUNE 2022
106 21113 $23.00
6/14/2022 STANDARD INSURANCE

COMPANY

LIFE/SUPP LIFE/LTD/STD INSURANCE
PREMIUM JUNE 2022
201 21113 $25.06
6/14/2022 STANDARD INSURANCE

COMPANY

LIFE/SUPP LIFE/LTD/STD INSURANCE
PREMIUM JUNE 2022
201 21107 $27.36
6/14/2022 STANDARD INSURANCE

COMPANY

LIFE/SUPP LIFE/LTD/STD INSURANCE
PREMIUM JUNE 2022
206 21107 $35.09
6/14/2022 STANDARD INSURANCE

COMPANY

LIFE/SUPP LIFE/LTD/STD INSURANCE
PREMIUM JUNE 2022
106 21107 $44.58
6/14/2022 STANDARD INSURANCE

COMPANY

LIFE/SUPP LIFE/LTD/STD INSURANCE
PREMIUM JUNE 2022
250 21107 $45.83
6/14/2022 STANDARD INSURANCE

COMPANY

LIFE/SUPP LIFE/LTD/STD INSURANCE
PREMIUM JUNE 2022
207 21113 $50.94
6/14/2022 STANDARD INSURANCE

COMPANY

LIFE/SUPP LIFE/LTD/STD INSURANCE
PREMIUM JUNE 2022
206 21113 $67.29
6/14/2022 STANDARD INSURANCE

COMPANY

LIFE/SUPP LIFE/LTD/STD INSURANCE
PREMIUM JUNE 2022
250 21113 $81.12
6/14/2022 STANDARD INSURANCE

COMPANY

LIFE/SUPP LIFE/LTD/STD INSURANCE
PREMIUM JUNE 2022
100 21107 $1,373.52
6/14/2022 STANDARD INSURANCE

COMPANY

LIFE/SUPP LIFE/LTD/STD INSURANCE
PREMIUM JUNE 2022
100 21113 $1,931.69
CHECK TOTAL $3,765.63
5430 6/14/2022 STAY GREEN INC LANDSCAPE MAINTENANCE (MAY) 100620 52320 $1,053.00

5.2.b
Packet Pg. 34
City of Diamond Bar Check Register
CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT CHECK TOTAL $1,053.00
5431 6/14/2022 TENNIS ANYONE INC SPRING TENNIS INSTRUCTION 100520 55320 $20,912.36 CHECK TOTAL $20,912.36
5432 6/14/2022 THE COMDYN GROUP INC GIS SUPPORT - APR-MAY 2022 100230 54900 $3,177.20 CHECK TOTAL $3,177.20
5433 6/14/2022 THE SAN GABRIEL VALLEY

NEWSPAPER GR
LEGAL AD - ORD SUMMARY 02(2022) 100140 54900 $299.45
CHECK TOTAL $299.45
5434 6/14/2022 THE TAIT GROUP INC PS/VARIOUS TRAFFIC RELATED PROJECTS - APR 2022
100615 54410 $3,750.00
6/14/2022 THE TAIT GROUP INC PS - TRAFFIC CONSULTING/VARIOUS PROJ - MAY 2022
100615 54410 $3,750.00
CHECK TOTAL $7,500.00
5435 6/14/2022 THE WINDMILL PHOTO CONTEST AD 100240 52160 $800.00 CHECK TOTAL $800.00
5436 6/14/2022 TISCARENO'S CATERING &
EVENTS
SENIOR DANCE CATERING SERVICE 100520 55310 $1,522.05
CHECK TOTAL $1,522.05
5437 6/14/2022 TOTAL COMPENSATION SYSTEMS
INC
PROF. SVCS - GASB 75/OPEB 100210 54010 $765.00
CHECK TOTAL $765.00
5438 6/14/2022 UNDERGROUND SERVICE ALERT

OF SO CA

DIGALERT - MONTHLY DATABASE MAINT
FEE - MAY 2022
100615 54410 $196.45
6/14/2022 UNDERGROUND SERVICE ALERT

OF SO CA

DIGALERT - MONTHLY DATABASE MAINT
- FEB 2022
100615 54410 $107.35
CHECK TOTAL $303.80
5439 6/14/2022 UNITED SITE SERVICES OF

CALIFORNIA INC

RESTROOM RENTALS FOR HALLOWEEN
PARTY
100520 52300 $105.17
6/14/2022 UNITED SITE SERVICES OF

CALIFORNIA INC

RESTROOM RENTALS FOR HALLOWEEN
PARTY
100520 52300 $117.60
6/14/2022 UNITED SITE SERVICES OF

CALIFORNIA INC

RESTROOM RENTALS FOR HALLOWEEN
PARTY
100520 52300 $350.58
6/14/2022 UNITED SITE SERVICES OF

CALIFORNIA INC

RESTROOM RENTALS FOR WINTER SNOW
FEST
100520 52300 $206.49

5.2.b
Packet Pg. 35
City of Diamond Bar Check Register
CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT 6/14/2022 UNITED SITE SERVICES OF

CALIFORNIA INC

RESTROOM RENTALS FOR WINTER SNOW
FEST
100520 52300 $230.89
6/14/2022 UNITED SITE SERVICES OF

CALIFORNIA INC

RESTROOM RENTALS FOR WINTER SNOW
FEST
100520 52300 $688.28
6/14/2022 UNITED SITE SERVICES OF

CALIFORNIA INC

RESTROOM RENTALS FOR DIAMOND

BAR CENTER
100520 52300 $128.65
6/14/2022 UNITED SITE SERVICES OF

CALIFORNIA INC

RESTROOM RENTALS FOR DIAMOND

BAR CENTER
100520 52300 $143.86
6/14/2022 UNITED SITE SERVICES OF

CALIFORNIA INC

RESTROOM RENTALS FOR DIAMOND

BAR CENTER
100520 52300 $428.82
6/14/2022 UNITED SITE SERVICES OF

CALIFORNIA INC

RESTROOM RENTALS FOR DIAMOND

BAR CENTER
100520 52300 $108.56
6/14/2022 UNITED SITE SERVICES OF

CALIFORNIA INC

RESTROOM RENTALS FOR DIAMOND

BAR CENTER
100520 52300 $121.39
6/14/2022 UNITED SITE SERVICES OF

CALIFORNIA INC

RESTROOM RENTALS FOR DIAMOND

BAR CENTER
100520 52300 $361.88
CHECK TOTAL $2,992.17
5440 6/14/2022 UNITED STATES POSTAL SERVICE BULK PERMIT POSTAGE ACCOUNT #2 100240 52170 $21,000.00 CHECK TOTAL $21,000.00
5441 6/14/2022 US BANK CALCARD STATEMENT - MAY 2022 999 28100 $18,235.76 CHECK TOTAL $18,235.76
5442 6/14/2022 VERIZON WIRELESS WIRELESS PHONE SERVICE - 4/17/22- 5/16/22
100230 52200 $2,075.94
CHECK TOTAL $2,075.94
5443 6/14/2022 VISION SERVICE PLAN VISION INSURANCE PREMIUM JUNE 2022 239 21108 $6.48 6/14/2022 VISION SERVICE PLAN VISION INSURANCE PREMIUM JUNE 2022 238 21108 $12.03 6/14/2022 VISION SERVICE PLAN VISION INSURANCE PREMIUM JUNE 2022 225 21108 $13.09 6/14/2022 VISION SERVICE PLAN VISION INSURANCE PREMIUM JUNE 2022 106 21108 $17.64 6/14/2022 VISION SERVICE PLAN VISION INSURANCE PREMIUM JUNE 2022 201 21108 $17.88 6/14/2022 VISION SERVICE PLAN VISION INSURANCE PREMIUM JUNE 2022 207 21108 $47.22 6/14/2022 VISION SERVICE PLAN VISION INSURANCE PREMIUM JUNE 2022 250 21108 $67.85 6/14/2022 VISION SERVICE PLAN VISION INSURANCE PREMIUM JUNE 2022 206 21108 $98.59 6/14/2022 VISION SERVICE PLAN VISION INSURANCE PREMIUM JUNE 2022 100 21108 $1,611.55

5.2.b
Packet Pg. 36
City of Diamond Bar Check Register
CHECK # CHECK DATE VENDOR NAME OTP VENDOR NAME INVOICE DESCRIPTION ORG OBJECT AMOUNT CHECK TOTAL $1,892.33
5444 6/14/2022 WALNUT VALLEY WATER DISTRICT DIAMOND BAR CENTER (MAY) 100510 52220 $427.80 6/14/2022 WALNUT VALLEY WATER DISTRICT CITY HALL (MAY) 100620 52220 $791.32 6/14/2022 WALNUT VALLEY WATER DISTRICT RECYCLED (MAY) 238638 52220 $1,224.03 6/14/2022 WALNUT VALLEY WATER DISTRICT DISTRICT 38 (MAY) 238638 52220 $12,221.36 6/14/2022 WALNUT VALLEY WATER DISTRICT DISTRICT 39 (MAY) 239639 52220 $10,692.64 6/14/2022 WALNUT VALLEY WATER DISTRICT DISTRICT 41 (MAY) 241641 52220 $5,507.15 CHECK TOTAL $30,864.30
5445 6/14/2022 WAXIE SANITARY SUPPLY JANITORIAL SUPPLIES (DBC) 100510 51210 $395.00 6/14/2022 WAXIE SANITARY SUPPLY JANITORIAL SUPPLIES (HERITAGE) 100630 51200 $117.62 6/14/2022 WAXIE SANITARY SUPPLY JANITORIAL SUPPLIES (DBC) 100510 51210 $394.93 CHECK TOTAL $907.55
5446 6/14/2022 WEST COAST ARBORISTS INC TREE MAINTENANCE (05.01.22 -

05.15.22)
100645 55522 $6,584.37
6/14/2022 WEST COAST ARBORISTS INC TREE MAINTENANCE (DIST 38) 05.01.22 -

05.15.22 238638 55522 $91.98
6/14/2022 WEST COAST ARBORISTS INC TREE MAINTENANCE (DIST 41) 05.01.22 -

05.15.22 241641 55522 $7,425.68
CHECK TOTAL $14,102.03
5447 6/14/2022 YUNEX LLC TRAFFIC SIGNAL MAINTENANCE - MAY 2022
207650 55536 $4,554.00
CHECK TOTAL $4,554.00
GRAND TOTAL $693,795.73

5.2.b
Packet Pg. 37
Agenda #: 5.3
Meeting Date: June 21, 2022
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: CONTINUED USE OF TELECONFERENCING IN ACCORDANCE WITH ASSEMBLY BILL 361 FOR MEETINGS OF THE DIAMOND BAR CITY

COUNCIL AND OTHER CITY COMMISSIONS AND COMMITTEES
SUBJECT TO STATE OPEN MEETING LAWS.

STRATEGIC
GOAL: Open, Engaged & Responsive Government
RECOMMENDATION:

Adopt Resolution No. 2022-34, providing for continued use of teleconferencing and other formats as defined and in compliance with Assembly Bill 361 for meetings of the Diamond Bar City Council, City Commissions and Subcommittees.

FINANCIAL IMPACT:

No financial impact.

BACKGROUND/ANALYSIS:

Due to the continued impact of the COVID-19 pandemic, the California Legislature passed AB 361, which authorizes a local agency to use teleconferencing without complying with certain teleconferencing requirements imposed by the Brown Act when:
(1) the legislative body of a local agency holds a meeting during a declared state of emergency; (2) when state or local health officials have imposed or recommended measures to promote social distancing; and/or (3) when a local agency has determined that meeting in person would present imminent risks to the health or safety of attendees.

The City Council first utilized the provisions of AB 361 on November 16, 2021. In order to continue to have the ability to use the modified teleconferencing options, AB 361 requires that the City Council re-affirm its findings every 30 days. Conditions under which AB 361 may be utilized continue to exist as described in the attached Resolution (Attachment 1).

5.3 Packet Pg. 38
The City Council is currently going beyond what the Brown Act requires by holding meetings in person and by way of teleconference and allowing the public to participate in both forums. The provisions of AB 361 allowing the modified teleconferencing will expire January 1, 2024.

LEGAL REVIEW:

The City Attorney has reviewed and approved the Resolution as to form.

PREPARED BY:

REVIEWED BY:

Attachments:

1. 5.3.a Resolution No. 2022-34 AB361 Cont

5.3 Packet Pg. 39
RESOLUTION NO. 2022-34

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DIAMOND

BAR, CALIFORNIA, MAKING SPECIFIED FINDINGS RELATING TO THE

USE OF TELECONFERENCING IN ACCORDANCE WITH ASSEMBLY
BILL 361 FOR MEETINGS OF THE DIAMOND BAR CITY COUNCIL AND

OTHER CITY COMMISSIONS AND COMMITTEES SUBJECT TO STATE
OPEN MEETING LAWS.

WHEREAS, on March 4, 2020, California Governor Newsom declared a State of Emergency in response to the COVID-19 pandemic; and
WHEREAS, on March 12, 2020, to address the impacts of COVID-19, Governor Newsom issued Executive Orders that required, among other things, residents of California to follow orders and guidance of local public health officials, including social distancing and masking requirements; and
WHEREAS, existing California law, the Ralph M. Brown Act (“Brown Act”) requires, with specified exceptions, that all meetings of a legislative body of a local agency, as those terms are defined, be open and public, that a physical location for such meetings be provided, and that the public be permitted to provide public comment during the meetings; and
WHEREAS, the Brown Act permits members of legislative bodies to teleconference into public meetings subject to certain conditions, including that the place from which the member teleconferences be open to the public, that an agenda be posted on the site, and that the teleconference location be noticed in the agenda; and WHEREAS, in recognition that such public gatherings at such meetings could accelerate the spread of COVID-19, Governor Newsom’s Executive Orders suspended, among others, these Brown Act teleconferencing requirements to provide local agencies with greater flexibility to hold meetings via teleconferencing safely; and WHEREAS, pursuant to the Emergency Services Act (Government Code sections 8550 et seq.), and Chapter 8.00 of Title 8 of the Diamond Bar Municipal Code, the City Council of the City of Diamond Bar has proclaimed the continued existence of a local emergency resulting from the COVID-19 pandemic; and
WHEREAS, as of September 30, 2021, the Governor’s Executive Order suspending the Brown Act’s teleconferencing requirements expired; and WHEREAS, on September 16, 2021, Governor Newsom signed Assembly Bill 361, which authorizes a local agency to continue to use teleconferencing without complying with certain teleconferencing requirements imposed by the Brown Act when: (1) the legislative body of a local agency holds a meeting during a declared state of emergency; (2) when state or local health officials have imposed or recommended measures to

5.3.a
Packet Pg. 40
Resolution No. 2022-34
2 promote social distancing; and/or (3) when a local agency has determined that meeting in person would present imminent risks to the health or safety of attendees; and WHEREAS, both Los Angeles County and state health officials continue to recommend social distancing due community spread of COVID-19; and WHEREAS, The Diamond Bar City Council first utilized the provisions authorized by AB 361 on November 16, 2021 and subsequently adopted Resolution Nos. 2021-54, 2021-55, 2022-01, 2022-06, 2022-12, 2022-14, 2022-19, 2022-23 and 2022-28 reaffirming its continued use; and WHEREAS, the Diamond Bar City Council must approve a Resolution reaffirming that the requirements set forth in Assembly Bill 361 exist every 30 days in order to allow members of its legislative bodies to utilize the provisions of Assembly Bill 361 when attending public meetings via teleconferencing; and
WHEREAS, notwithstanding that the City’s legislative bodies, as defined by the Brown Act, are now holding modified public meetings in person, there may be situations in which a member of one of these legislative bodies decides not to attend in person due to a particular health or safety risk posed by such attendance and as such, it is the City Council’s desire to permit members of its legislative bodies to attend by way of teleconference pursuant to Assembly Bill 361 due to health and safety concerns associated with COVID-19.

NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of the City of Diamond Bar as follows:

1. That the above recitals are true and correct. and based thereon, that the spread and potential further spread of COVID-19 continues to pose an imminent risk to the public health and safety.

2. That a state of emergency due to the COVID-19 pandemic continues to exist and at the time that this Resolution was adopted both Los Angeles County and State health officials are recommending social distancing to slow the spread of COVID-19.

3. That meeting in person may pose an imminent risk to the health and safety of some attendees, including members of the City’s legislative bodies, who due to age, health conditions, or vaccination status, have a higher risk of contracting COVID-19 and are more likely to get severely ill and in some cases, die from COVID-19.

4. That during the effective period of this Resolution and any reaffirmation thereof, members of the legislative bodies of the City of Diamond Bar may participate in meetings subject to the Brown Act by way of teleconference in accordance with Assembly Bill 361.

5.3.a
Packet Pg. 41
Resolution No. 2022-34
3 5. That meetings shall be held in accordance with AB 361 by, among other things, providing notice to the public how it can access the meeting and provide public comment, providing an opportunity for the public to attend via a call-in or an internet-based service option, conducting the meeting in a manner which protects the statutory and constitutional rights of the public, and stopping the meeting until public access is restored in the event of a service disruption.

IT IS FURTHER RESOLVED that this Resolution is effective for 30 days from its adoption date and must be affirmed/acknowledged every 30 days by the City Council of the City of Diamond Bar in order for the provisions of Assembly Bill 361 to continue to apply to teleconferencing by members of the legislative bodies of the City of Diamond Bar.

PASSED, APPROVED AND ADOPTED this 21st day of June, 2022.

CITY OF DIAMOND BAR
___________________________
Ruth M. Low, Mayor
ATTEST:

I, Kristina Santana, City Clerk for the City of Diamond Bar, hereby certify that the foregoing resolution was duly passed, approved and adopted by the City Council of the City of Diamond Bar at a regular meeting held on the 21st day of June, 2022, by the following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

___________________________
Kristina Santana, City Clerk

5.3.a
Packet Pg. 42
Agenda #: 5.4
Meeting Date: June 21, 2022
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: CONSIDERATION TO EXTEND A LOCAL EMERGENCY REGARDING NOVEL CORONAVIRUS (COVID-19).

STRATEGIC
GOAL: Safe, Sustainable & Healthy Community
RECOMMENDATION:

Adopt Resolution No. 2022-35 extending the Declared Local Emergency regarding Novel Coronavirus (COVID-19).

FINANCIAL IMPACT:

The continuation of the declared local emergency is necessary to ensure access to reimbursement for related costs in response to COVID-19. The City has submitted a Request for Public Assistance with California Office of Emergency Services (CalOES) to seek reimbursement for all eligible COVID-19 related expenses.

BACKGROUND:

The rapid global spread of Novel Coronavirus (COVID-19) has resulted in unprecedented actions by Federal, State, County and local agencies, as well as private individuals and businesses, to help combat the community spread of the virus. While significant improvements in public health and vaccinations have decreased case counts and the positivity rate, it is necessary to continue the declaration to ensure eligibility for current and future funding.

On March 4, 2020, the Los Angeles County Board of Supervisors declared a State of Emergency and the Los Angeles County Public Health Officials declared a Local Health Emergency. Since that time, numerous actions have been, and continue to be taken, at the Federal, State and County levels to implement far reaching measures that include Stay at Home Orders, prohibit gatherings of any size, require closure of a wide range of businesses, schools, colleges, public facilities, cancellation of large community and sporting events, and other limitations all aimed at slowing the community spread of the

5.4 Packet Pg. 43
virus.

At the time the City Council declared a local emergency on March 19, 2020, LA County Public Health Officials reported (as of March 18, 2020) 190 confirmed cases (including 2 in Diamond Bar), with one death in the County. As of June 15, 2022, there were 3,047,469 confirmed cases and 32,236 deaths reported in Los Angeles County (including 10,200 cases and 110 deaths in Diamond Bar). Updated numbers will be provided for the Resolution at the meeting.

On January 25, 2021, Governor Newsom canceled the Regional Stay Home Order that tied restrictions to available ICU capacity state-wide. On June 15, 2021, Governor Newsom retired the Blueprint for a Safer Economy Program and eliminated the need for social distancing or capacity limits on businesses and other activities, with a few exceptions. While conditions improved in early 2021, since the June 15 reopening COVID-19 case counts and hospitalizations have increased especially for unvaccinated persons. The increasing case count that was initially fueled by the Delta variant, and the winter surge fueled by the Omicron variant, has now been replaced by the new BA.2 variant that is now the dominate variant in the US according the CDC, and is present in LA County.

The Council is being asked to continue the Local State of Emergency (Attachment 1) regarding the COVID-19 pandemic, which was last adopted by Council in April as is required every 60 days during the existence of the local emergency. The City Manager, as the Emergency Services Director for the City, also intends to continue the activation of the Emergency Operations Center at the lowest level (Level 3) to be able to provide enhanced communications with LA County Emergency Operations Center (already activated), and with LA County Sheriff and Fire personnel to monitor and respond to essential service requests that may be needed throughout the City.

ANALYSIS:

The City has taken extraordinary actions and precautions to help protect residents, businesses and our workforce from community spread of COVID-19. The City transitioned to online service delivery and recreation programming to better serve the public, and has expanded service delivery options to include telephone, video, and inperson appointments.

City Operations:
• City facilities welcomed back the public for in-person services Monday through Friday during regular operating hours. This is in addition to the continued availability of telephone, video calls and on-line appointment-based services offered at City Hall such as building, planning, public works/engineering, as well as transit passes, Diamond Ride identifications, and environmental services. In Early January 2022, City Hall and Diamond Bar Center limited operating hours to appointment only services as a result of increasing COVID case counts as a result of the Omicron variant, which have since been expanded. • City playgrounds, skate park, ball fields, tennis/pickleball courts,

5.4 Packet Pg. 44
Basketball/volleyball courts, picnic shelters, trails, and dog park are operating following Public Health guidance.
• City Staff continue to work both in-person and remotely in order to better serve the public through the variety of in-person, telephone, and video appointment options.
• Hybrid Council/Commission meetings are being held, with in-persons meetings being offered for City Council meetings.
• Street sweeping parking enforcement resumed in January 2021.

Recreation & Special Events Update:
• Recreation programs are being expanded, with programming following current County Public Health guidance. Updated information is on the City website. • Community in-person special events returned with Concerts in the Park during summer 2021. The goal is to continue other planned events now that public health guidance is being modified to allow for more flexible in-person programming, with adjustments based on current County Public Health Guidance.
• Field allocations for youth sports organizations are following City policies and in accordance with LA County Public Health.
• Senior programming activities are being expanded following Public Health Guidance.

Adjustments to City Hall and the Diamond Bar Center operations were initiated which include:
• City Hall will operating hours will include the customary appointment services, inperson drop-in services, as well as expanded on-line service offerings. • Diamond Bar Center operating hours will be adjusted as needed for programming and rentals.
• Staff will continue to work hybrid work schedules, which include in-person and remote work when possible.
• Per the latest County Health Order, indoor mask wearing is optional but could change depending upon future trends.
• City Council and Commission meetings will return to hybrid in-person and teleconference.

The City will continue to monitor conditions, especially transmission rates and

5.4 Packet Pg. 45
hospitalizations. There remains a possibility that additional unpredictable variants in the future may require integrated public health measures similar to recent actions to combat the Omicron surge over the last few months. The City continues to encourage all residents and children that are eligible to get vaccinated and boosted to help keep the community spread of COVID-19 in check, and to help protect those that are not able to be vaccinated, particularly those under the age of 5. Additional information is available on the County Public Health and City websites.

LEGAL REVIEW:

City Attorney has reviewed and approved the Resolution as to form.

PREPARED BY:

REVIEWED BY:

Attachments:

1. 5.4.a Resolution No. 2022-35 Emergency Declaration 6-21-2022

5.4 Packet Pg. 46
RESOLUTION NO. 2022-35

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DIAMOND

BAR, CALIFORNIA, PROCLAIMING EXISTENCE OF A LOCAL
EMERGENCY REGARDING NOVEL CORONAVIRUS (COVID-19)
WHEREAS, the Emergency Services Act (Government Code sections 8550 et seq.), and in particular California Government Code sections 8630, et seq. thereof, and Chapter 8.00 of Title 8 of the Diamond Bar Municipal Code, provide that the City Council may proclaim the existence of a local emergency when the City of Diamond Bar is affected or likely to be affected by public calamity; and
WHEREAS, the City Council has been requested by the City Manager as the Director of Emergency Services to proclaim the existence of a local emergency in the City of Diamond Bar; and
WHEREAS, COVID-19 has spread globally to over 192 countries, infecting more than 464,842,270 persons and killing nearly 6,064,101 individuals worldwide. As of June __, 2022 there were nearly _______ cases in the United States with more than ______ deaths, including _______ cases and ______ deaths in Los Angeles County (_____ cases and __ deaths in Diamond Bar) related to COVID-19. Due to the expanding list of countries with widespread transmission of COVID-19, increasing travel alerts and warnings for countries experiencing sustained or uncontrolled community transmission issued by the Centers for Disease Control and Prevention (“CDC”), the significant number of cases and deaths from COVID-19 still occurring in the United States, California, and Los Angeles County, COVID-19 has created conditions that are likely to be beyond the control of local resources and require the combined forces of other political subdivisions to combat; and
WHEREAS, on February 26, 2020, the CDC confirmed the first possible case of community transmission of COVID-19 in the United States. On March 4, 2020, the Health Officer of Los Angeles County determined that there is an imminent and proximate threat to the public health from the introduction of COVID-19 in Los Angeles County and declared a Local Health Emergency and the Los Angeles County Board of Supervisors concurrently proclaimed the existence of a local emergency for the County of Los Angeles; and
WHEREAS, on March 4, 2020, Governor Newsom of the State of California declared a State of Emergency in response to the COVID-19 (Corona Virus Disease 19); and
WHEREAS, on March 11, 2020 the World Health Organization (WHO) publicly characterized COVID-19 as a global pandemic; and
WHEREAS, on March 12, 2020 Governor Newsom of the State of California issued Executive Order N-25-20 in a further effort to confront and contain COVID-19 that among

5.4.a
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Resolution No. 2022-35
2 other things, required residents of California to follow orders and guidance of local public health officials, including following social distancing requirements and suspended certain provision of the Ralph M. Brown Act providing local agencies with greater flexibility to hold meetings via teleconferencing; and
WHEREAS, on March 13, 2020, the President of the United States declared a National Emergency due to the continue spread and the effects of COVID-19; and WHEREAS, on March 19, 2020, Governor Newsom issued Executive Order N-33- 20 mandating that residents stay at home while carving out exceptions for workers in specified federal critical infrastructure sectors; and
WHEREAS, the State of California and numerous other public and private organizations have announced the cancellation or postponement of all events where social distancing cannot be reasonably achieved; and
WHEREAS, the City's ability to mobilize local resources, coordinate interagency response, accelerate procurement of vital supplies, use mutual aid, and seek future reimbursement by the State and Federal governments will be critical to successfully responding to COVID-19; and
WHEREAS, the Diamond Bar City Council adopted Resolution 2020-04 on March 19, 2020, proclaiming the existence of a local emergency in response to the COVID-19 public health emergency; and
WHEREAS, on June 15, 2021, the Governor retired the Blueprint for a Safer Economy, phasing out the majority of executive actions put in place since March 2020, including elimination of social distancing requirements and occupancy limitation, with a few exceptions, but leaving in place many other executive orders and declaration of emergency; and
WHEREAS, the Diamond Bar City Council subsequently adopted Resolution Nos. 2020-12, 2020-22, 2020-38, 2020-41, 2021-01, 2021-06, 2021-14, 2021-32, 2021-47, 2021-56, 2022-07, and 2022-15 extending the local emergency due to the continued existence of a local emergency; and
WHEREAS, the Diamond Bar City Council must review the local emergency at least once every 60 days to determine the need for continuing the local emergency until its termination by the Diamond Bar City Council.

NOW, THEREFORE, IT IS HEREBY PROCLAIMED that as authorized by Government Code section 8630 and Diamond Bar Municipal Code section 8.00.050, the City Council proclaims that as defined in Government Code section 8558 and Section

8.00.020 of the Diamond Bar Municipal Code, a “local emergency” continues to exist throughout the City of Diamond Bar, which proclamation is based on the following findings by the City Council:

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Resolution No. 2022-35
3 1. That the above recitals are true and correct and based thereon, hereby finds that the spread and potential further spread of COVID-19 constitutes a situation that severely impairs the public health and safety, and constitutes conditions of extreme peril to the safety of persons and property within the City of Diamond Bar;

2. That these conditions are likely to be beyond the control of the services, personnel, equipment, and facilities of the City of Diamond Bar; and

3. That the conditions of extreme peril warrant and necessitate the extension of the proclamation of the existence of a local emergency.

IT IS HEREBY FURTHER PROCLAIMED AND ORDERED that during the threatened existence and actual existence of the local emergency, the powers, functions and duties of the Director of Emergency Services and the emergency organization of the City shall be those prescribed by state law, by ordinances and resolutions of the City and approved by the City Council.

IT IS FURTHER PROCLAIMED AND ORDERED to ensure that City vendors are paid in a timely manner, the City Manager and the City Treasurer or their designees are authorized and directed to approve the claims and demands, make payments thereon, and finally to bring those claims and demands to the City Council at future meetings for ratification of the payments made.

IT IS FURTHER PROCLAIMED AND ORDERED in accordance with Assembly Bill 361, it is the present intent of the City Council to conduct hybrid council meetings in which the City Council, staff and the public can either attend in person or via teleconferencing and other electronic means to afford council members, staff and members of the public the ability to implement recommended social distancing and otherwise provide for their own safety, while still proceeding with the efficient handling of the City’s business, while providing opportunities for public participation.

IT IS FURTHER PROCLAIMED AND ORDERED that a copy of this proclamation be forwarded to the Director of California Governor’s Office of Emergency Services requesting that the Director find it acceptable in accordance with State law that the Governor of California, pursuant to the Emergency Services Act, issue a proclamation declaring an emergency in the City of Diamond Bar; that the Governor waive regulations that may hinder response and recovery efforts; that response and recovery assistance be made available under the California Disaster Assistance Act and the Stafford Act; and that the State expedite access to State and Federal resources and any other appropriate federal disaster relief programs.

IT IS FURTHER PROCLAIMED AND ORDERED that the proclamation of a local emergency shall be reviewed at least once every 60 days until its termination is proclaimed by the City Council of the City of Diamond Bar, State of California.

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Resolution No. 2022-35
4 PASSED, APPROVED AND ADOPTED this 21st day of June, 2022.

CITY OF DIAMOND BAR
___________________________
Ruth M. Low, Mayor
ATTEST:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:

___________________________
Kristina Santana, City Clerk

5.4.a
Packet Pg. 50
Agenda #: 5.5
Meeting Date: June 21, 2022
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: CALLING AND GIVING NOTICE OF GENERAL MUNICIPAL

ELECTION, AND CONSOLIDATING THE GENERAL MUNICIPAL

ELECTION WITH THE STATEWIDE GENERAL ELECTION ON
NOVEMBER 8, 2022, AND ADOPTING REGULATIONS RELATED TO
CANDIDATE STATEMENTS.

STRATEGIC
GOAL: Responsible Stewardship of Public Resources
RECOMMENDATION:

FINANCIAL IMPACT:

The cost to consolidate the general municipal election for Districts 1, 3 and 4 is estimated at approximately $71,000 and is included in the adopted Fiscal Year 2022-23 Budget. The actual cost will be invoiced to the City after the election concludes and expenditures are divided amongst the cities consolidating their elections with the Statewide General Election and requesting services from the Los Angeles County Registrar-Recorder.

BACKGROUND:

The General Municipal Election is scheduled for November 8, 2022. At this time, the

5.5 Packet Pg. 51
City must call an election for the selection of three (3) City Council seats to full four (4) year terms for Districts 1, 3 and 4, with one (1) member elected from and by voters of each district respectively.

DISCUSSION:

Pursuant to Sections 10400 - 10418 of the Elections Code, the City is required to formally call and give notice of and request consolidation for General Municipal Elections. The attached Resolutions adhere to the requirements set forth in the Elections Code and are summarized below:

1. Calling and Giving Notice of the November 8, 2022 General Municipal Election.

This resolution calls for the holding of the November 8, 2022 General Municipal Election. The offices to be filled for this election are for three (3) Members of the City Council for full four (4) year terms for Districts 1, 3 and 4. The filing period for nomination papers and candidate statements is July 18 to August 12, 2022.

2. Requesting Consolidation with the Statewide General Election.

This resolution requests that the Los Angeles County Board of Supervisors consolidate the General Municipal Election with the Statewide General Election on November 8, 2022. The local election will be held in conjunction with the county and statewide ballot and is overseen and managed by the County of Los Angeles Office of the Registrar/Recorder (County). The resolution also authorizes the County’s Election Department to canvass the returns of the election. The City has historically consolidated General Municipal Elections with the County since incorporation.

3. Regulations Regarding Candidate Statements.

This resolution adopts regulations governing candidate statements. Consistent with past practice during previous City of Diamond Bar elections, the resolution establishes that candidate statements may include the name, age and occupation of the candidate and a brief description of no more than 200 words of the candidate’s education and qualifications expressed by the candidate. The statement shall not include party affiliation of the candidate, nor membership or activity in partisan political organizations. The resolution also sets standards for foreign language translation. The candidate will be responsible for the costs of printing the candidate statement in the voter information guide.

LEGAL REVIEW:

The City Attorney has reviewed and approved the Resolutions as to form.

PREPARED BY:

5.5 Packet Pg. 52
REVIEWED BY:

Attachments:

1. 5.5.a Resolution No. 2022-36 - Calling Election

2. 5.5.b Resolution No. 2022-37 - Requesting Consolidation

3. 5.5.c Resolution No. 2022-38 - Candidate Statement Regulations

5.5 Packet Pg. 53
RESOLUTION NO. 2022-36

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DIAMOND

BAR, CALIFORNIA, CALLING FOR THE HOLDING OF A GENERAL
MUNICIPAL ELECTION TO BE HELD ON NOVEMBER 8, 2022, FOR

THE ELECTION OF CERTAIN OFFICERS AS REQUIRED BY THE

PROVISIONS OF THE LAWS OF THE STATE OF CALIFORNIA
RELATING TO GENERAL LAW CITIES.

WHEREAS, under the provisions of the laws relating to general law cities in the State of California, a General Municipal Election shall be held on November 8, 2022, for the election of three members of the City Council for full terms of four years. One member shall be elected from and by the voters of District 1; one member shall be elected from and by the voters of District 3; and, one member shall be elected from and by the voters of District 4.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF DIAMOND BAR,

CALIFORNIA, DOES RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:

Section 1. That pursuant to the requirements of the laws of the State of California relating to General Law Cities, there is called and ordered to be held in the City of Diamond Bar, California, on Tuesday, November 8, 2022, a General Municipal Election for the purpose of electing three (3) Members of the City Council for the full term of four years. One member shall be elected from and by the voters of District 1; one member shall be elected from and by the voters of District 3; and, one member shall be elected from and by the voters of District 4.

Section 2. That the ballots to be used at the election shall be in form and content as required by law.

Section 3. That the City Clerk is authorized, instructed and directed to coordinate with the County of Los Angeles Registrar-Recorder/County Clerk to procure and furnish any and all official ballots, notices, printed matter and all supplies, equipment and paraphernalia that may be necessary in order to properly and lawfully conduct the election.

Section 4. That the vote centers for the election shall be open as required during the identified voting period pursuant to Election Code Section 4007 and 14401 of the Elections Code of the State of California.

Section 5. That in all particulars not recited in this resolution, the election shall be held and conducted as provided by law for holding municipal elections.

Section 6. That notice of the time and place of holding the election is given and the City Clerk is authorized, instructed and directed to give further or additional notice of the election, in time, form and manner as required by law.

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Resolution No. 2022-36
2 Section 7. That in the event of a tie vote as certified by the County of Los Angeles Registrar-Recorder/County Clerk, the City Council, in accordance with Diamond Bar Municipal Code Section 2.04.040 and Elections Code § 15651(b), shall conduct a special runoff election to resolve the tie vote and such special runoff election is to be held on a Tuesday not less than 40 days nor more than 125 days after the administrative or judicial certification of the election which resulted in a tie vote.

Section 8. The City Council authorizes the City Clerk to administer said election and all reasonable and actual election expenses shall be paid by the City upon presentation of a properly submitted bill.

Section 9. That this Resolution shall take effect immediately upon its adoption.

Section 10. That the City Clerk shall certify to the passage and adoption of this Resolution and enter it into the book of original Resolutions.

PASSED, APPROVED AND ADOPTED this 21st day of June, 2022.

CITY OF DIAMOND BAR
__________________________
Ruth M. Low, Mayor
ATTEST:

I, Kristina Santana, City Clerk for the City of Diamond Bar, hereby certify that the foregoing resolution, was duly passed, approved and adopted by the City Council of the City of Diamond Bar at a regular meeting held on the 21 st day of June, 2022, by the
following vote:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:
__________________________
Kristina Santana, City Clerk

5.5.a
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RESOLUTION NO. 2022-37

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DIAMOND

BAR, CALIFORNIA, REQUESTING THE BOARD OF SUPERVISORS
OF THE COUNTY OF LOS ANGELES TO CONSOLIDATE THE CITY’S
GENERAL MUNICIPAL ELECTION TO BE HELD ON NOVEMBER 8,
2022 WITH THE STATEWIDE GENERAL ELECTION TO BE HELD ON
THE DATE PURSUANT TO § 10403 OF THE CALIFORNIA ELECTIONS CODE; AND RENDER SPECIFIED SERVICES TO THE CITY RELATING

TO THE CONDUCT OF A GENERAL MUNICIPAL ELECTION TO BE
HELD ON TUESDAY, NOVEMBER 8, 2022.

WHEREAS, the City Council of the City of Diamond Bar called a General Municipal Election to be held on November 8, 2022 for the purpose of the election of three Members of the City Council, for full terms of four years. One member shall be elected from and by the voters of District 1; one member shall be elected from and by the voters of District 3; and one member shall be elected from and by the voters of District 4; and
WHEREAS, it is desirable that the General Municipal Election be consolidated with the Statewide General Election to be held on the same date and that within the City, the precincts, vote centers and election officers of the two elections be the same, and that the county election department of the County of Los Angeles canvass the returns of the General Municipal Election with said Statewide General Election and that the election be held in all respects as if there were only one election.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF DIAMOND BAR DOES RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:

Section 1. That pursuant to the requirements of Section 10403 of the Elections Code of the State of California, the Board of Supervisors of the County of Los Angeles is hereby requested to consent and agree to the consolidation of a General Municipal Election with the Statewide General election on Tuesday, November 8, 2022, for the purpose of the election of three Members of the City Council, for full terms of four years.

Section 2. That the county election department is authorized to canvass the returns of the General Municipal Election. The election shall be held in all respects as if there were only one election, and only one form of ballot shall be used. The election will be held and conducted in accordance with the provisions of law regulating the Statewide Election.

Section 3. That the Board of Supervisors is requested to issue instructions to the County Election Department to take any and all steps necessary for the holding of the consolidated election.

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Resolution No. 2022-37
2 Section 4. That the City of Diamond Bar recognizes that additional costs will be incurred by the County by reason of this consolidation and agrees to reimburse the County for any costs.

Section 5. That the City Clerk is hereby directed to file a certified copy of this resolution with the Board of Supervisors and the County Election Department of the County of Los Angeles.

Section 6. That the City Clerk shall certify to the passage and adoption of this resolution and enter it into the book of original resolutions.

Section 7. The City Clerk is hereby directed to deliver a certified copy of this resolution to the Board of Supervisors of the County of Los Angeles and to transmit an electronic copy to the Board of Supervisors and the Registrar-Recorder/County Clerk of the County of Los Angeles.

PASSED, APPROVED AND ADOPTED this 21st day of June, 2022.

CITY OF DIAMOND BAR
__________________________
Ruth M. Low, Mayor
ATTEST:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:
__________________________
Kristina Santana, City Clerk

5.5.b
Packet Pg. 57
RESOLUTION NO. 2022-38

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DIAMOND BAR,

CALIFORNIA, ADOPTING REGULATIONS FOR CANDIDATES FOR

ELECTIVE OFFICE PERTAINING TO CANDIDATES STATEMENTS

SUBMITTED TO THE VOTERS AT AN ELECTION TO BE HELD ON
TUESDAY, NOVEMBER 8, 2022.

WHEREAS, §13307 of the Elections Code of the State of California provides that the governing body of any local agency adopt regulations pertaining to materials prepared by any candidate for a municipal election, including costs of the candidates’ statement.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF DIAMOND BAR,

CALIFORNIA, DOES HEREBY RESOLVE, DECLARE, DETERMINE AND ORDER AS FOLLOWS:

Section 1. GENERAL PROVISIONS. That pursuant to §13307 of the Elections Code of the State of California, each candidate for elective office to be voted for at an Election to be held in the City of Diamond Bar on November 8, 2022 may prepare a candidates’ statement on an appropriate form provided by the City Clerk. The statement may include the name, age and occupation of the candidate and a brief description of no more than 200 words of the candidate’s education and qualifications expressed by the candidate himself or herself. The statement shall not include party affiliation of the candidate, nor membership or activity in partisan political organizations. The statement shall be filed in typewritten form in the office of the City Clerk at the time the candidate’s nomination papers are filed. The statement may be withdrawn, but not changed, during the period for filing nomination papers and until 5:00 p.m. of the next working day after the close of the nomination period.

Section 2. FOREIGN LANGUAGE POLICY.

A. Pursuant to the Federal Voting Rights Act, candidates’ statements will be translated into all languages required by the County of Los Angeles.

B. The County will print and mail voter information guides and candidates’ statements to only those voters who are on the county voter file as having requested a voter information guide in a particular language. The County will make the voter information guides and candidates’ statements in the required languages available at all vote centers, on the County’s website, and in the Election Official’s office.

Section 3. PAYMENT.

A. Translations:

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Resolution No. 2022-38
2 1. The candidate shall not be required to pay for the cost of translating the candidates’ statement into any required foreign language as specified in (A) and/or (B) of Section 2 above pursuant to Federal and\or State law.

B. Printing:

1. The candidate shall be required to pay for the cost of printing the candidates’ statement in English in the main voter pamphlet.

2. The candidate shall be required to pay for the cost of printing the candidates’ statement in Spanish, in the main voter pamphlet.

The City Clerk shall estimate the total cost of printing, handling, translating, and mailing the candidates’ statements filed pursuant to this section, including costs incurred as a result of complying with the Voting Rights Act of 1965 (as amended), and require each candidate filing a statement to pay in advance to the local agency his or her estimated pro rata share as a condition of having his or her statement included in the voter’s pamphlet. In the event the estimated payment is required, the estimate is just an approximation of the actual cost that varies from one election to another election and may be significantly more or less than the estimate, depending on the actual number of candidates filing statements. Accordingly, the City Clerk is not bound by the estimate and may, on a pro rata basis, bill the candidate for additional actual expense or refund any excess paid depending on the final actual cost. In the event of underpayment, the City Clerk may require the candidate to pay the balance of the cost incurred. In the event of overpayment, the City Clerk shall prorate the excess amount among the candidates and refund the excess amount paid within 30 days of the election.

Section 4. MISCELLANEOUS.

A. All translations shall be provided by professionally-certified translators.

B. The City Clerk shall allow bold type, underlining, capitalization, indentations, bullets and/or leading hyphens to the same extent and manner as allowed in previous City elections.

C. The City Clerk shall comply with all recommendations and standards set forth by the California Secretary of State regarding occupational designations and other matters relating to elections.

Section 5. ADDITIONAL MATERIALS. No candidate will be permitted to include additional materials in the voter information guide.

Section 6. That the City Clerk shall provide each candidate or the candidate’s representative a copy of this Resolution at the time nominating petitions are issued.

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Resolution No. 2022-38
3 Section 7. That all previous resolutions establishing council policy on payment for candidates’ statements are repealed.

Section 8. That this resolution shall apply only to the election to be held on November 8, 2022 and shall then be repealed.

Section 9. That the City Clerk shall certify to the passage and adoption of this resolution and enter it into the book of original resolutions.

PASSED, APPROVED AND ADOPTED this 21st day of June, 2022.

CITY OF DIAMOND BAR
__________________________
Ruth M. Low, Mayor
ATTEST:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAIN: COUNCIL MEMBERS:
__________________________
Kristina Santana, City Clerk

5.5.c
Packet Pg. 60
Agenda #: 5.6
Meeting Date: June 21, 2022
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: FIRST AMENDMENT TO THE WASTE MANAGEMENT FRANCHISE

AGREEMENT AND RATE INCREASE TO ESTABLISH A

RESIDENTIAL ORGANICS COLLECTION PROGRAM

STRATEGIC
GOAL: Safe, Sustainable & Healthy Community
RECOMMENDATION:

Approve and authorize the City Manager to sign the First Amendment to the Waste Management Franchise Agreement establishing a residential organic program.

FINANCIAL IMPACT:

No financial impact.

BACKGROUND:

Over the past several years, the California legislature has enacted new laws concerning the processing of commercial and residential refuse, green waste, and organic waste.

The passage of these laws has created several new requirements regarding how communities collect, process, and dispose of certain types of residential and commercial refuse. Senate Bill 1383 (SB 1383) is bringing about significant changes in the way residents, businesses, and municipalities will handle food waste and recyclables.

The City Council received presentations on November 16, 2021, December 7, 2021, and May 3, 2022 regarding recent State legislation and regulations affecting solid waste collection and recycling. At the May 3, 2022 meeting, the City Council received an analysis of Waste Management’s request for an Extraordinary Rate Adjustment (pursuant to the terms of Article 6 Section 6.5 of the Agreement) to cover the increased costs associated with implementation of SB 1383 compliant services.

5.6 Packet Pg. 61
ANALYSIS:

The changes in law resulting from the passage of SB 1383 are not covered in the existing franchise agreement with Waste Management. Therefore, an amendment is required to establish a Single-Family Organics Collection Program, memorialize Waste Management’s responsibility to compost and divert green and organic waste, and formally establish a rate structure associated with the ongoing cost of the new program.

The proposed amendment also adds definitions consistent with the new State regulations and revises the provisions pertaining to monitoring and cart outreach.

The proposed Single-Family Organics Collection Program will essentially convert all existing residential green waste carts to green/organics carts, thereby minimizing the impact to households. Food waste and biodegradable materials will be able to be placed into the same green waste carts that households have been using for years for lawn clippings and other types of yard waste. All green/organic waste will then be picked up and transported by Waste Management to their compost facility in Tulare, California.

To cover the cost of a new SB 1383 program, a monthly increase of $4.45 is applied to the standard three cart (64 gallon) service rate. The largest cost component in the rate increase is related to the cost to process comingled green and organic waste. The increase submitted by Waste Management may be broken down as follows:

Cost Component Increase
Smart Truck Monitoring Equipment, $0.12
Data Collection, Auditors, Drivers $0.30
Green Waste Processing $3.42
Franchise Fee $0.23
Profit Margin $0.38
Total Increase $4.45
Staff is cognizant of the impacts this state-mandated program will have on residential customers. As rates were negotiated, Waste Management agreed to a phased implementation to help mitigate the immediate impacts of the proposed rate increase.

The total increase of $4.45 would be split into two, with an initial adjustment of $2.22 effective July 1, 2022 and a second adjustment of $2.23 effective July 1, 2023. The phased approach does not change the current contract expiration date of August 2023.

The total cost impact to the residential rates is shown in the following table:

5.6 Packet Pg. 62
Proposed Monthly Organic Rates (Phased In)
Effective July 1, 2022 thru June 30, 2023 for Residential Cart Services:

Size of
Container
Current
Rate
CPI
Increase

5.34%
Proposed
SB1383
Organic
Increase

3.38%
Proposed
Monthly
Rate
Standard Rates
35-gallon $24.72 $1.32 $1.81 $27.85
64-gallon $30.46 $1.63 $2.22 $34.31
96-gallon $36.55 $1.95 $2.67 $41.17
Senior
Discount
35-gallon $21.27 $1.14 $1.56 $23.97
64-gallon $26.27 $1.40 $1.92 $29.59
96-gallon $31.33 $1.67 $2.29 $35.29
Waste Management is developing a different approach to address unique issues experienced by multi-family homes related to space constraints and at this time, the proposed rate increases for a new organics program will not impact multi-family/HOA residents.

The most significant jurisdictional requirement is to provide organic waste recycling services to residents, businesses, and City facilities. The amendment to the Franchise Agreement with Waste Management will memorialize the City’s requirement to divert all organic waste collected from residential properties from the landfill and as a result, the City is well-positioned to comply with portions of the regulations under the existing contract terms.

LEGAL REVIEW:

The City Attorney has reviewed the First Amendment to the Franchise Agreement as to form.

PREPARED BY:

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REVIEWED BY:

Attachments:

1. 5.6.a SB1383 Waste Management Rate Adjustment

2. 5.6.b First Amendment to the Waste Management Agreement

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Residential SB1383 Organics Processing and Compliance Program Fee Phased in Approach
Waste Management is proposing a 2-year phased in approach: July 1, 2022- $2.23, July 1, 2023- $2.22 Service as mixed green waste- continue 3-cart system
 Proposing a minimal disruptive organics program to residential customers by offering a mixed waste solution.  The only requirement for customers will be to place all organic waste (food scrap) inside the greenwaste cart.

Cart Color ComplianceAll new accounts, and request for cart exchanges from existing accounts will be done with carts that meet SB 1383 cart color compliance .

SB 1383 Programs
Container Contamination Monitoring, Education and Reporting:
 Implementation of Smart Truck technology to support container evaluation and contamination program  Ability to collect data, and process data to support reporting requirements  Support Residential contamination outreach/enforcement program per SB 1383 o General recycling contamination, in person audits, written compliance communication in the form of cart tags/letters or email communication to residents
o Please note that per SB 1383 we will need to adopt overage and contamination fees to help correct habits.  Contamination record keeping
 New requirement to conduct route reviews, data collection and provide information to City for tracking and reporting purposes.

Processing Costs
$3.42 Organic material (green waste mixed with food scraps) material collected taken to Azusa Transfer Station. Transfer to SB 1383 approved composting facility (Ecology, Synagro, South Valley) SB 1383 Program, City’s Franchise Fee, WM Margins
(Program outlined below)
$1.03
Total Cost for Processing/Implementation of Program $4.45 Per Residential Household/ Per Month

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Agenda #: 5.7
Meeting Date: June 21, 2022
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: CONSULTING SERVICES AGREEMENT WITH SLOAN VAZQUEZ

MCAFEE FOR SOLID WASTE CONSULTING SERVICES THROUGH
DECEMBER 2023.

STRATEGIC
GOAL: Responsible Stewardship of Public Resources
RECOMMENDATION:

Approve, and authorize the Mayor to sign, a Consultant Services Agreement with Sloan, Vazquez, Sloan to provide solid waste consulting services through December 2023.

FISCAL IMPACT
The total not-to exceed amount of the services is $98,440. Sufficient funds are included in the FY 2021-2022 Adopted Budget AB 939 Special Fund to cover the cost of the services. If approved, the funding would be carried over into the FY 2022/23 budget and would be expended over the next two fiscal years as work progresses. There is no impact to the General Fund associated with this agreement.

BACKGROUND:

In August 2010, the City Council granted franchise agreements to Valley Vista Services and Waste Management for the collection and recycling of solid waste materials. The current agreements expire late August 2023. In advance of the contracts expiring, at the City Council Study Session of April 5, 2022, staff presented information regarding the status of the solid waste franchise agreements for review and discussion. The City Council directed staff to move forward with exclusive negotiations with the current waste haulers, where the current haulers could submit a proposed scope of work for the service areas as awarded in 2010 or for both commercial and/or residential accounts.

Due to the complexity of the scope of work, staff recommends hiring a consultant with experience in solid waste contract procurement services. Upon approval, the consultant’s team and staff, will commence a competitive proposal process with the two

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existing franchise haulers. With the current waste hauler agreements ending in August of 2023, there is also an opportunity to incorporate new state regulatory requirements and include new and innovative services through the development of new franchise agreement language.

DISCUSSION:

On April 20, 2022, a Request for Proposal (RFP) was issued seeking solid waste consulting services. The RFP was posted on the City’s website via PlanetBids, which generated notices to 22 prospective vendors. In response to the RFP, four proposals were received, but only three firms made the deadline of May 4, 2022. The proposal received post-deadline was determined to be non-responsive. Although a selection was based a combination of predetermined criteria, the following table summarizes the proposal costs:

Table 1- RFP Cost Summary
FIRM Cost Proposal Initial Review
HF&H $160,000 Non-responsive
Mike Balliet $51,800 Responsive
Muni-Environmental $87,565 Responsive
Sloan Vazquez McAfee $98,400 Responsive
The three responsive firms were scored based on pre-established criteria listed in the RFP:

Criteria Max % Score
Firms background 25%
Relevant project
experience
20%
Reference projects 25%
Costs proposal 15%
Project understanding and
approach
10%
Project timeline 5%
Each firm demonstrated experience negotiating solid waste contracts on behalf of public agencies and were further evaluated by an internal selection committee, including an interview and reference checks. Based on criteria specified in the RFP, it is recommended that Sloan Vazquez McAffee be awarded the contract for this project (Attachment 1) as the firm submitted a detailed proposal, received the highest overall score and was determined to best meet the needs of the City.

Sloan, Vazquez, McAfee (Sloan) was founded in 2000, and provides solid waste and

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recycling advisory services to both public and private sector solid waste and recycling enterprises throughout the United States. The firm’s partners have over 60 years of wide-ranging expertise in municipal waste management and recycling, with offices in Tustin, California. Sloan received excellent reviews from the City of Mission Viejo, who has consistently selected them as the City’s consultant for the past two negotiations, spanning over twenty years. The following is a partial listing of municipalities for whom Sloan has conducted work:
• City Carson City, NV • City of San Benito, CA
• City of Culver City, CA • City of San Jose, CA
• City of Dana Point, CA • City of Santa Monica, CA
• City of Fresno, CA • City of Yuba City, CA
• City of Glendale, CA • County of Orange, CA
• City of Mission Viejo, CA • Monterey Regional WM District • City of Palm Springs, CA • Regional Waste Management Authority • City of Pasadena, CA • South Bayside Waste Management Authority Sloan’s relevant project experience and project understanding and approach, combined with their familiarity with Diamond Bar hauler financials and compliance activities sets the firm apart from the rest. The open-ended response to the project understanding and approach was useful for evaluation proposals of this nature. Sloan demonstrated expertise in areas that were very key to their proposal, including:
• Annual Rate Adjustment Methodology - Sloan will evaluate the method described in the City’s Franchise Agreement and advise whether other alternative methods might be considered, and the advantages and disadvantages of each compared to the current method. This might include a different approach to indices, an alternative weighting or separation of rate components (i.e. service vs. processing and disposal), and opportunities associated with capping, rollover, and annual rate adjustments. • Benchmark Pro Forma - As part of the negotiations Sloan proposed to prepare a benchmark pro forma, which is their best estimate of what the franchise services should cost and will conduct a detailed rate survey of surrounding cities.

As part of their analysis, they will use their extensive understanding of local infrastructure, personnel and capital equipment needed to provide the required services, the current costs of equipment, fuel, processing and disposal, and other costs.
• Customer Service - Sloan will evaluate the City’s current Franchise Agreements and advise whether other requirements should be considered in response to reports of missed collection services, spillage on private or public property, billing complaints, new accounts, and extra bag pick up. Additionally, the SVM team will provide information regarding recent industry trends such as requiring the use of local call centers or City-specific prompts on call center answering systems. • Technical Responses - Due to the complex and dynamic nature of municipal solid waste services procurements, there are typically a large number of technical questions submitted by the Proposers. Sloan is available to manage the

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process of compiling questions, preparing answers and writing the addenda documents(s) for City approval.

Sloan has outlined a team approach for this project that will consist of only company Partners. This commitment to place their top partners on the City’s RFP is responsive and was communicated in great detail. This team approach and experience equips them to conduct this process in a timely, effective manner on behalf of the City.

Therefore, it is recommended that Sloan Vazquez McAfee be awarded a Consultant Services Agreement (Attachment 1) to conduct solid waste consulting on behalf of the City of Diamond Bar.

LEGAL REVIEW:

The City Attorney has reviewed and approved the agreement as to form.

PREPARED BY:

REVIEWED BY:

Attachments:

1. 5.7.a Consulting Services Agreement - Sloan Vazquez McAfee

2. 5.7.b Exhibit A - Sloan Vazquez McAfee Proposal 2022

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ATTACHMENT 2

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Proposal to Provide
Solid Waste Consulting Services
Presented to:

City of Diamond Bar, California
Submitted by:
3002 Dow Avenue, Suite 116, Tustin, CA 92780
Office: 866.241.4533
[email protected] · www.sloanvazquez.com
Contact: Enrique Vazquez
[email protected]
626-347-3226
May 4, 2022
ATTACHMENT 1 -EXHIBIT A

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May 4, 2022
Mr. David Liu, Public Works Director/City Engineer
City of Diamond Bar
RE: Technical Assistance to Secure New Solid Waste Collection Services Agreements Dear Mr. Liu,
Thank you for the opportunity to submit a proposal to provide consulting services for the City of Diamond Bar. The following proposal describes our qualifications to develop an RFP and draft Franchise Agreement for Solid Waste Collection Services, and conduct exclusive-competitive negotiations with the City’s current franchisees, Waste Management and Valley Vista Services, through a competitive proposal process.

Sloan Vazquez McAfee (SVM) is a consulting firm focused exclusively on municipal solid waste planning and management services. Our expertise includes the development of franchise agreements; RFP development and management; expert negotiation; financial reviews; disposal and recycling contract analysis; rate adjustment reviews; collection, transfer and processing operations analysis; waste composition and characterization studies; and, infrastructure and system feasibility studies. Together, the firm’s partners have over 65 years of wide-ranging expertise and experience in municipal waste management and recycling.

The adoption of SB 1383 represents the most significant shift in solid waste collection policy in over thirty years. Its impact goes beyond the collection and processing of organics to include rigorous outreach, education and monitoring requirements. SVM brings the City of Diamond Bar our experience in modifying and drafting Franchise Agreements to ensure full compliance with SB 1383. Additionally, SVM understands the economic impacts of these requirements and is well-equipped to assist the City in achieving the best value for the City’s ratepayers through this process.

Our proposal is specifically crafted to provide the City of Diamond Bar’s desired scope of work. Our team is equipped to provide the flexibility and customized service necessary to support the City in navigating this process. While we have prepared a proposed approach and timeline for anticipated tasks, we are able to further customize our project plan in coordination with the City upon commencement of the project.

We are ready, willing and able to perform the proposed services and prepared to commence a process that will successfully update the franchise agreements and secure the best services and the greatest value for the residents and businesses of Diamond Bar.

Sincerely,
Enrique Vazquez
Sloan Vazquez McAfee
Note: SVM acknowledges receipt of RFP Addenda #1, Q & A, posted May 3, 2022.

ATTACHMENT 1 -EXHIBIT A

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TABLE OF CONTENTS
A. Firm Background...................................................................................................................................1 Project Team Members.............................................................................................................................3 Subcontractors..........................................................................................................................................5 B. Relevant Project Experience .................................................................................................................5 C. Project Understanding and Approach ..................................................................................................6 Project Understanding ..............................................................................................................................6 D. Reference Projects................................................................................................................................8 E. Cost Proposal ........................................................................................................................................9 SVM 2022 Standard Rate Sheet............................................................................................................9 Estimated Project Costsl .......................................................................................................................9 F. Project Timeline ....................................................................................................................................9 G. Licenses, Professional Certificates, Memberships and Insurance ......................................................11 Exhibit A: Proposed Scope of Services
Exhibit B: Professional Resumes
ATTACHMENT 1 -EXHIBIT A

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A. FIRM BACKGROUND
Sloan Vazquez McAfee (SVM) is a municipal solid waste, recycling and organics services consulting firm.

Our team works to maximize solid waste and recycling programs, develop and procure high-value franchise services, optimize system design and performance, ensure contract compliance and deliver measurable results for public and private entities. Founded by Joe Sloan in 2000, SVM was joined by Enrique Vazquez in 2005, and Charissa McAfee in 2013. Combined, the firm’s partners have over 60 years of wide-ranging expertise and experience in municipal waste management and recycling. With offices in Tustin, California, SVM provides solid waste and recycling advisory services to both public and private sector solid waste and recycling enterprises throughout the United States. Our firm provides a unique perspective, as all of our staff members have worked in the industry and possess hands-on expertise and working knowledge of solid waste and recycling program management and service delivery.

SVM has provided consulting services for numerous municipalities and private organizations evaluating all aspects of solid waste management. Our firm has comprehensive knowledge of Federal, State and local regulations and industry best practices and provides our clients with extensive experience in the development and analysis of Solid Waste Franchise Agreements. SVM offers economic, regulatory and evaluation proficiency we have fine-tuned through our academic and professional experience, as well as keen industry insight developed through many years of direct, bottomline management of municipal solid waste and recycling contracts, including day-to-day responsibility for delivery of services, ongoing development and implementation of new services, rate negotiation for existing and/or new programs, development and preparation of operational data and service metrics.

Professional Services
SVM provides a wide array of waste management and recycling consulting services for public and private sector clients throughout the United States. The following is a partial listing of municipalities for whom SVM has conducted work.
• City Carson City, NV • City of San Benito, CA
• City of Culver City, CA • City of San Jose, CA
• City of Dana Point, CA • City of Santa Monica, CA
• City of Fresno, CA • City of Yuba City, CA
• City of Glendale, CA • County of Orange, CA
• City of Mission Viejo, CA • Monterey Regional Waste Management District • City of Palm Springs, CA • Regional Waste Management Authority • City of Pasadena, CA • South Bayside Waste Management Authority SVM Partners
Contact Information
Address:
3002 Dow Avenue, Suite 116
Tustin, CA 92780
Joe Sloan
(714) 348-6350
[email protected]
Enrique Vazquez
(626) 347-3226
[email protected]
Charissa McAfee
(858) 212-1427
[email protected]
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Our principal area of expertise is in the municipal solid waste collection and recycling industry.

MUNICIPAL SERVICE MANAGEMENT GENERAL SOLID WASTE SERVICE ANALYSIS • Competitive Procurement Management
o Define the Scope of Services
o Prepare Request for Proposals
o Analysis and Ranking of Proposals
o Prepare Operations Proforma
o Interview Selected Proposer(s)
• Service Contract Negotiation
• Contract Compliance Management
• Rate Adjustment Negotiation
• Comparative Rate Surveys
• Rate Reviews & Cost of Service Studies
• Operational Reviews & Performance
Assessments
• Collection Operations
o Refuse
o Recyclables
o Green Waste
• Recyclables Processing
• Organics Processing
• Residential Recycling & Organics
• Commercial Recycling & Organics
• C&D Recycling
• Disposal Options
• Solid Waste Transfer
• Commodity Market Development

OPERATIONS MANAGEMENT FACILITY EVALUATION & OPERATION
• Collection Route Analysis
o Route Audits
o Billing Audits
• Re-Routing
• Review Customer Service & Billing
Functions
• Revenue Enhancement Methods
• Staffing, Personnel Classification & Job
Descriptions
• Performance Metrics Development &
Management
• Training for Management & Operations
Personnel
• Recycling Processing Systems
• (MRF Project Development)
• Conveyors, Balers, Screens, Optical sorting
systems
• Conceptual Facility Design
• Bid Analysis & Ranking
• Process Capacity and Operating
Specifications
• Acquisition/Negotiation of systems and/or
components
• Warranty Management
• Start-up Management & Operations &
Training
• Preventative Maintenance Programs
• Operations & Training
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PROJECT TEAM MEMBERS
The SVM team has the skills and available capacity to effectively execute all proposed work in a timely and thorough manner, with the direct involvement and oversight of the company principals. The following team members will be responsible for the successful implementation of this project:

Enrique Vazquez – Principal
Mr. Vazquez will serve as the Project Manager. Mr. Vazquez will have responsibility for the coordination of quality professional services to the City, overall performance of the personnel, and timely completion of this engagement. He will also coordinate activities with City staff and monitor the progress of the project and all phases of the engagement to ensure satisfactory performance.

Mr. Vazquez will participate in all aspects of the project but will focus performing the financial analysis and negotiations. Mr.

Vazquez will also be responsible for overseeing the development of the franchise agreement language, RFP documents, and baseline deliverables.

Mr. Vazquez has previous experience in the evaluation of both of the City of Diamond Bar’s franchise haulers and is well familiar with their programs and the costs associated with providing those services. Mr. Vazquez also oversaw the audits of Waste Management and Valley Vista for the City of Diamond Bar and is able to apply his in-depth understanding of their financial approach, contract performance, and infrastructure.

Mr. Vazquez has vast experience in the management and
operations of municipal solid waste collection and has a thorough understanding of all the aspects related to their management including knowledge of cost of service analysis and rate setting and administration concepts and procedures. He has been responsible for the adoption of numerous municipal solid waste and recycling programs from conception and design to
implementation.

Mr. Vazquez is an expert on the economics related to solid waste programs and specializes in financial modeling and review. Mr.

Vazquez has a Bachelor’s of Science in Business Administration from the University of Southern California. His resume is provided in Exhibit B, Professional Resumes.

ENRIQUE VAZQUEZ
REFERENCE PROJECTS: City of
Palm Springs
• City of Mission Viejo
• City of Pasadena
• City of Glendale
• City of Dana Point
• City of Culver City
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Joe Sloan – Principal
Joe Sloan will participate in the development of the draft franchise agreement, the RFP documents, the evaluation of the proposals and the negotiation with the franchise haulers.

Mr. Sloan has extensive knowledge of industry best practices and has demonstrated results in all aspects of solid waste collection, single-family residences recycling, multi-family recycling, commercial recycling, construction and demolition debris recycling, and materials processing. He has overseen the completion of recycling and solid waste processing system commissioning and performance testing projects throughout the United States.

Over the course of his career, Mr. Sloan has advised numerous local governmental agencies and municipalities. He has directed residential and commercial recycling, municipal contract development, commercial market development, comprehensive recycling programs, solid waste facility development, efficiency studies, rate adjustment process and public policy analysis. His credentials and experience are more fully delineated in his resume, which is provided in Exhibit B, Professional Resumes.

Charissa McAfee – Principal
Charissa McAfee will assist in all aspects of the project but will be primarily responsible for review of the current franchise agreements, research, the incorporation of SB 1383
requirements into the new franchise agreement, and the
management of the RFP process. In addition, Ms. McAfee will ensure that the services are completed as required in the scope of work and that project is completed on schedule.

Charissa McAfee has extensive experience in managing
municipal solid waste and recycling contracts, having had direct responsibility for managing numerous solid waste and recycling franchises. Her recent focus has been in assisting municipalities and franchise haulers in adopting and implementing SB 1383 requirements. She has demonstrated success in designing and executing recycling education and outreach programs,
developing and implementing organics recycling outreach and education programs, and has led teams at numerous hauling divisions in their development of documentation and reporting systems for submittal to CalRecycle. Ms. McAfee has also authored numerous competitive proposals, applications and comprehensive reports. Her resume is provided in Exhibit B, Professional Resumes.

CHARISSA MCAFEE
REFERENCE PROJECTS:
• City of Palm Springs
• City of Mission Viejo
• City of Pasadena
• City of Glendale

JOE SLOAN
REFERENCE PROJECTS:
• City of Pasadena
• City of Glendale
• City of Dana Point
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SUBCONTRACTORS
All work will be conducted by SVM team members. No portion of the Diamond Bar project will be subcontracted.

B. RELEVANT PROJECT EXPERIENCE
Client: City of Palm Springs, CA
Project: Municipal Franchise Agreement Modification and Contract Negotiation, 2021-2022 SVM provided technical assistance to City staff throughout the process of reviewing the current franchise agreement, developing a new franchise agreement to incorporate all SB 1383 requirements and to update the language to include innovative services and industry best practices. SVM assisted with the exclusive negotiations with the City’s exclusive hauler, including analysis of the financial proposal.

Project: Performance Review of Franchise Hauler, 2018-2020 In 2018, the City of Palm Springs engaged SVM to conduct a performance review of the franchise hauler.

SVM completed the performance review and develop several recommendations for the City to addresses in upcoming negotiations. SVM was also engaged to review the 2017/2018 and then the 2019/2020 rate adjustment applications as submitted by the franchise hauler. SVM review resulted in the correction of rates and a significant credit to the ratepayers due to miscalculation of rates.

Client: City of Mission Viejo, CA
Project: Municipal Franchise Agreement Modification and Contract Negotiation, 2018-2020 SVM provided technical assistance to City staff throughout the process of reviewing the current franchise agreement, developing a new franchise agreement to incorporate all SB 1383 requirements and to update the language to include innovative services and industry best practices. SVM prepared RFP documents, managed a competitive procurement, evaluated proposals and provided recommendations to the City. SVM then assisted with the negotiations with the City’s selected hauler.

Client: City of Pasadena, CA
Project: Municipal Franchise Compliance Audit, 2006-2009, 2013-present Between 2013 and the present, and previously between 2006 and 2009, the City of Pasadena chose SVM to conduct financial and operational audits of the franchise haulers to ensure contract compliance including the proper reporting of diversion and payment of franchise fees. Financial and operational records and documents are reviewed on-site. The process includes reviewing financial statements, general ledger entries, accounts receivable records, disposal records, routes configurations, route density, allocation methodologies, etc. The findings and recommendations are documented in a draft report submitted to the City for their review and commentary.

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Client: City of Glendale, CA
Project: Regulatory Compliance Review – 2015-2019
In 2015, the City of Glendale selected SVM to conduct regulatory compliance review of their permitted haulers. The first audit was for calendar years 2013 and 2014 and was completed in 2016. SVM subsequently completed reviews of calendar years 2015, 2016, and 2017. SVM has assisted the City in bringing haulers into conformance with permit requirements and compliance with State laws.

Client: Dana Point, CA
Project: Rate Review – 2018-2019, 2019 - Present
Project: Compliance Review – 2016 - 2017
SVM has rate adjustment application reviews for rate years 2017/2018 and 2018/2019. In addition, SVM completed a compliance review for calendar years 2016 and 2017. SVM is currently in the process of completing an expanded review of the 2018/2019 rate adjustment application due to irregularities found by our auditors.

This involved a combination of site visits and teleconferencing to review and verify the correctness of calculation of rate increases and the accurate reporting of tonnage disposal. This project involves gathering, reviewing, analyzing financial and operational information from the hauler. Financial and operational records and documents are reviewed on-site. The findings and recommendations are documented in a draft report submitted to the City for their review and commentary.

C. PROJECT UNDERSTANDING AND APPROACH

PROJECT UNDERSTANDING
SVM understands that the City of Diamond Bar is seeking to conduct a competitive proposal process with the two existing Franchise haulers, Waste Management and Valley Vista. With the current agreements ending in August of 2023, there is an opportunity to address the recent changes in CalRecycle regulatory requirements and the potential to include new and innovative services through the development of new Franchise Agreement language.

SMV is well-equipped to assist the City in this endeavor. We offer a unique combination of skills and expertise that directly aligns with the City’s scope of work, and sets us apart from other consulting firms. • With SVM competitive proposal processes, the principals take the lead. Only principals, with decades of experience in developing Franchise Agreements, managing RFP processes, and effectively negotiating with prospective haulers, are involved in the process. City staff and elected officials will have direct access to SVM principals, and all Diamond Bar project meetings and City Counsel meetings will be attended by SVM principals. • SVM offers the City of Diamond Bar our extensive knowledge of SB 1383 requirements and implications. We have assisted other jurisdictions with updating their Franchise Agreements to include SB 1383 requirements and we have created new Franchise Agreements for jurisdictions ATTACHMENT 1 -EXHIBIT A

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taking the opportunity to fully update the Franchise Agreement language and requirements while ensuring compliance with the new regulations. SVM has also consulted with Cities as they have rolled out the implementation of new services to meet the SB 1383 requirements. Additionally, SVM has advised haulers in Northern California as they have worked to design and implement new SB 1383-compliant programs and services.
• SVM is familiar with the Diamond Bar hauler financials and compliance activities through our work as the Auditing consultant for the City. This experience equips us to conduct this process in a timely, effective manner. Given the City’s goals for this project and the established parameters limiting the proposal process to existing haulers, SVM anticipates meeting the objective of establishing new Franchise Agreements within the desired time frame, thus eliminating the need to negotiate extensions. SVM will work to assist the City in achieving compliant, costeffective, services to minimize the impact on rate payers and streamline the rollout of new programs and services.

Approach to Personnel
An expert level of experience is required to draft a new Franchise Agreement, manage a competitive proposal process and effectively negotiate with selected hauler(s). SVM will dedicate Principal-level team members to the project. Enrique Vazquez will serve as the primary point of contact and the project lead, and City staff will have direct access to all SVM principals throughout the process.

Approach to Working with City Council, City Staff and Stakeholders Throughout the project, SVM will maintain regular communication with City staff. SVM staff will be available to participate in regular meetings with City staff at the frequency preferred by City staff. SVM anticipates first meeting with staff to kick-off the project and to confirm the City’s preferred timeline.

During this meeting, SVM will also seek additional information from the City to establish an agreed upon approach to the process.

SVM will be available to prepare and present recommended changes to the Franchise Agreement to City Council in a workshop or committee-type setting. SVM will also be prepared to participate in two City Council meetings following the completion of the RFP process to present the results of the competitive proposal evaluations and to present the results of negotiations with the selected hauler.

SVM team members will be available to advise the City regarding communication with Stakeholders, and can include requirements for City-approved Franchise Hauler communication with rate payers regarding changes to services, rates and requirements as part of the RFP process.

Proposed Scope of Services
A proposed Scope of Services is provided as Exhibit A, as required in the proposal submittal requirements (page 3 of this RFP).

ATTACHMENT 1 -EXHIBIT A

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D. REFERENCE PROJECTS
Descriptions of these reference projects are provided in Section B, Relevant Project Experience and as a separate submittal as required in Planet Bids.

Client: City of Palm Springs, CA
Project: Franchise Agreement Modification and Contract Negotiation Tracy Sheldon, Program Coordinator, Office of Sustainability (760) 323.8248
[email protected]
Client: City of Mission Viejo, CA
Project: Franchise Agreement Modification, Competitive RFP Process and Contract Negotiation Dennis Wilberg, City Manager
(949) 470.3045
[email protected]
Client: City of Pasadena, CA
Project: Annual Municipal Franchise Compliance Audit
Mayra Ruuizesparza, Program Coordinator
(626) 744.7119
[email protected]
Client: City of Glendale, CA
Project: Annual Hauler Fee and Diversion Compliance Reviews Regina Wheeler, Recycling Coordinator
(818) 550.3432
[email protected]
Client: City of Dana Point, CA
Project: Rate Review for 2018-2019
Project: Compliance Review for 2019 – 2020
Jennifer Anderson, Senior Management Analyst Public Works and Engineering (949) 248.3571
[email protected]
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E. COST PROPOSAL
The proposed cost includes the specified meetings and activities described above and assumes that data requested from the haulers will be complete and accurate the first time it is submitted and that it will be received in a timely manner. SVM is offering a reduced fee proposal for Diamond Bar, as shown in the Table below.

SVM 2022 Standard Rate Sheet
The following table sets forth the standard rates that are charged by SVM for projects that are completed on a time-and-materials basis.

Principal……………………………………………………………………………………………………………………………….$275 Sr. Associate………………………………………………………………………………………..……………………………….$225 Associate……………………………………………………………………………………………….……………………………..$175 Clerical/Admin……………………………………………………………………………………….………………………………$65 In lieu of applying the Standard Rate Sheet to the completion of the proposed Scope of SVM offers to provide the City of Diamond Bar a reduced hourly rate of $230 as described in the table below. All work on this project will be conducted by an SVM Principal.

Cost Proposal
Project Task Hours Hourly
Rate
Total
Task A. Technical Assistance 88 $230 $20,240
Task B. Conduct Exclusive-Competitive Negotiations 60 $230 $13,800 Task C. Competitive Proposal Process 280 $230 $64,400
Task D. Extend Agreements up to 2 Additional Years TBD $230 TBD Total 428 $98,440
SVM does not anticipate that this project will require out-of-pocket expenses other than mileage. As part of this proposal, all mileage associated with the proposed Scope of Work will not be submitted for reimbursement. Any additional expenses (printing, etc.) directed by and pre-approved by the City would be submitted for reimbursement. The Fee Proposal includes participation in two (2) City Council meetings.

Additional City Council meeting participation requested by the City would be charged on an hourly basis at $230 per hour.

F. PROJECT TIMELINE
SVM anticipates completing the project in nine (9) months from commencement, which allows for a three (3) month buffer in case of any delays or scheduling challenges. This timeline also allows for a six (6) months of hauler transition in case of any change in service delivery. During the hauler transition, the hauler(s) will have time for ordering any proposed equipment and conducting outreach and education regarding any new programs and services. The proposed timeline, shown in the table on the following page, can be reviewed during the kick-off meeting with City staff and modified as directed by staff.

ATTACHMENT 1 -EXHIBIT A

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Draft Project Schedule
Task
Month
1 Month
2 Month
3 Month
4 Month
5 Month
6 Month
7 Month
8 Month
9 Month
10 Month
14 Month
15 June
2022
July
2022
Aug
2022
Sept
2022
Oct
2022
Nov
2022
Dec
2022
Jan
2023
Feb
2023
Mar
2023
July
2023
Aug
2023
Kick-off Meeting
A1. Review Franchise
Agreements
A2. Research
A3. Develop
Recommendations
A4. Identify new and
existing programs
C1. Develop RFP and Draft
Franchise Agreement
C2. Establish requirements
for baseline programs
C3. Manage and oversee
RFP process
C4. Evaluate proposals and
make recommendations
B1. Assist in negotiations
Contractor Implementation
of Transition Programs /
Outreach & Education
Start of new Agreement(s)
SVM Tasks Selected Hauler(s) Tasks
ATTACHMENT 1 -EXHIBIT A

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G. LICENSES, PROFESSIONAL CERTIFICATES, MEMBERSHIPS AND INSURANCE SVM will meet the City of Diamond Bar’s insurance requirements, and provide proof of insurance prior to the commencement of this project. An example of our Certificate of Insurance, including contact information, has been uploaded into the Planet Bids system as required in the RFP.

ATTACHMENT 1 -EXHIBIT A

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Exhibit A: Proposed Scope of Services
Task A: Technical Assistance
Task A.1 Review Franchise Agreements to Analyze Current and Desired Services Immediately upon notice of award of contract, the SVM team will complete thorough reviews of the City’s Franchise Agreements. Enrique Vazquez will manage the team and Charissa McAfee will coordinate the activities and compile the results.

A. Current Franchise Agreement between the City of Diamond Bar and Waste Management and Valley Vista.

The current agreement will be analyzed by Enrique Vazquez, Joe Sloan and Charissa McAfee. This team will divide the sections according to areas of expertise. This team will identify City-specific components that must be included in any future agreement, and components that require regulatory updates due to changes in the law. Other opportunities or issues will also be identified.

Task A.2: Review and Analysis of Possible New Services for Inclusion in the Documents In addition to potential services currently provided under the existing franchise agreement, the SVM team will analyze the following possible new services:

A. Separate Collection of Organics
Compliance with CalRecycle regulations, including SB 1383 requirements for and AB 1826 for organic materials collection, is a critical component of the new agreements. Joe Sloan and Enrique Vazquez, both of whom have assisted numerous jurisdictions with organics solutions, will advise the City regarding available approaches for organics, including regional processing options, and provide insight regarding the associated costs and service implications.

B. SB 1383 Outreach, Education and Monitoring
The requirements for outreach, education, data collection, route reviews and waste composition studies will be incorporated into the new Franchise Agreements. Best practices will be identified and included as options for the City’s consideration. Charissa McAfee and Sue Vaccaro will review the current system and provide information and analysis regarding the systems used in jurisdictions throughout the state.

C. Other Programs and Services
Charissa McAfee will review the current programs and services, and provide information regarding best practices and successful methods used by similar jurisdictions. These programs and services could be included in the RFP as optional services with separate rates for the City’s consideration. Programs might include promotion of edible food donation programs, sustainable purchasing and other SB 1383 requirements outside of collection and processing services. Other ATTACHMENT 1 -EXHIBIT A

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services might include community shredding events, collection of cell phones, batteries and Sharps, clean up of illegal dumping, and a number of other anciliary programs offered in jurisdictions throughout the region and the state.

Task A.3: Develop Comprehensive Matrix of Recommended Services Charissa McAfee will compile the findings of A.1 and A.2 and prepare a comprehensive matrix of recommended services for the City’s consideration.

Task A.4: New and Existing Program Selection
Charissa McAfee will take the recommended services selected by the City and combine them with the existing programs and services the City wishes to continue to develop a complete Scope of Required Services for inclusion in the procurement documents and draft Franchise Agreement.

Task B: Negotiations and Assistance in Finalizing Franchise Agreement Task B services are provided following the description of Task C.

Task C: Prepare Procurement Documents and Draft Franchise Agreement Under the direction of City staff, the SVM team will prepare the procurement documents. The SVM team will prepare a draft Franchise Agreement to include any new programs and services desired by the City and to address all aspects of hauler compliance with CalRecycle regulations.

Task C.1: Analyze and Make Recommendations for Baseline Provisions The SVM team, led by Enrique Vazquez, will analyze and prepare recommendations regarding the following elements:

A. Minimum Requirements
The SVM team prepare baseline service requirements, along with effective methods to monitor compliance.

The recommended approach is as follows:
• A standard scope of services and requirements is provided to the two Proposers in order to ensure that the proposed rates can be compared. Proposers have the opportunity to submit proposals for residential and/or commercial services. Alternative proposals with additional options for the City’s consideration will be accepted, but are only accepted in addition to a standard proposal.
• SVM will prepare a benchmark proforma, which is our best estimate of what the services should cost. We will use our extensive understanding of local infrastructure, personnel and capital equipment needed to provide the required services, the current costs of equipment, fuel, processing and disposal, and other costs. • SVM uses this benchmark proforma, which is not disclosed to haulers during the process, to evaluate the proposed rates on an annual revenue requirement basis. It is critical to ATTACHMENT 1 -EXHIBIT A

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evaluate the total revenue requirement, because when rates are compared without the corresponding anticipated service levels and participation rates, a proposal that may appear to be a good value when comparing a few rates might be hiding sources of revenue to make compensate for the select set of lower rates.
• SVM evaluates both the competitiveness and reasonableness of the cost proposals. The competitiveness is the straight-forward ranking of lowest to highest proposed annual rate revenue. The evaluation of the reasonableness of the cost proposals is where the benchmark proforma is used. If the lowest rate revenue is significantly lower than the benchmark proforma projected, it is likely that the hauler is not proposing the appropriate number of routes, amount of equipment or level of staffing. In this case, it would be likely that the hauler would either be unable to perform the services as required or would attempt to obtain an unscheduled rate increase in order to maintain services. • There are other components of the rate structure that are policy decisions. For example, some cities require that commercial organics and recyclables services be offered at a rate that is lower than the comparable level and frequency of solid waste services. The purpose of a discounted organics and recycling program is to encourage commercial participation. SVM can provide information and projections regarding this and other types of pricing methodologies after learning more about the City’s diversion and rate goals.

B. Annual Rate Adjustment Methodology
Enrique Vazquez will evaluate the method described in the City’s Franchise Agreement and advise whether other alternative methods might be considered, and the advantages and disadvantages of each compared to the current method. This might include a different approach to indices, an alternative weighting or separation of rate components (i.e. service vs. processing and disposal), and opportunities associated with capping, or capping with rollover, annual rate adjustments.

C. Franchise Fees
Enrique Vazquez will analyze the potential impact of the new agreement on franchise fee revenues and provide options to the City for consideration. Fees such as program administration fees to offset the cost of the new requirements associated with SB 1383 and AB 1826, road maintenance fees to offset the impact of collection vehicles on the City’s roadways, and other potential fees can be presented for the City’s consideration.

D. Customer Services
Charissa McAfee will evaluate the City’s current Franchise Agreement and advise whether other requirements should be considered in response to reports of missed collection services, spillage on private or public property, billing complaints, new accounts, and extra bag pick up.

Additionally, the SVM team will provide information regarding recent industry trends such as requiring the use of local call centers or City-specific prompts on call center answering systems.

E. Optional Services
The SVM team will review regional trends and best practices to identify if any additional services would add value to the City and presented to City staff for consideration.

ATTACHMENT 1 -EXHIBIT A

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Task C.2: Manage and Oversee the RFP Process
SVM has found that our management of the RFP process provides critical support to City staff. The SVM team is prepared to assist the City in the following ways:
• SVM will advertise the RFP to meet the City’s procurement requirements. • SVM recommends conducting a mandatory Proposers’ Conference. This helps to ensure the accuracy and quality of the proposals that are submitted. The SVM team is prepared to conduct the Proposers’ Conference, under the direction of City staff. • Due to the complex and dynamic nature of municipal solid waste services procurements, there are typically a large number of technical questions submitted by the Proposers. SVM is available to manage the process of compiling questions, preparing answers and writing the addenda documents(s) for City approval and distribution through the City’s online bidding system. • In coordination with and under the direction of the City’s procurement professionals, SVM can assist in the process of documenting the submitted proposals.

Task C.3: Evaluate Proposals
The SVM team will provide City staff assistance with the following:
a. Evaluate and Rank Proposals
SVM will prepare documents evaluating each proposal for review by City staff, provide answers to specific questions or technical issues, and attend meeting(s) with City staff to discuss the proposals, if needed.
b. Prepare Additional Information
The SVM team will coordinate with City staff, as necessary, to request any additional information from the proposers as needed to effectively evaluate the proposals. c. Prepare Technical Analyses
The SVM team will compile technical analyses to verify that the Proposer can comply with the performance specifications and criteria during the contract term. Other criteria will include, at a minimum, evaluation of proposed equipment and equipment maintenance program; operation capabilities; transition plan and experience; customer service plan and systems; implementation timeline and capabilities; safety record and programs; hauler’s SB 1383 compliance plan; and an overall evaluation of the viability of any new services that are proposed. d. Evaluate Service Alternatives and Costs
The SVM team will evaluate service alternatives for viability, analyze proposed pricing for reasonableness and competitiveness, and provide recommendations to City staff regarding whether proposed service alternatives offer value and benefits to the City.

ATTACHMENT 1 -EXHIBIT A

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Task C.4: Complete Evaluation of Proposals
The SVM team, as directed by City staff, finalize the evaluation of proposals by including any additional information requested by City, compiling scoring sheets and compiling the scoring results. The SVM team will prepare a summary of the proposal process, proposals received, the evaluation process, and the ranking of the proposals.

Task B: Negotiations and Assistance in Finalizing Franchise Agreement The SVM team will provide the following assistance:

A. Support during Negotiations
The SVM team will prepare a list of any outstanding services or costs issues that require negotiation with the top-ranked Proposer to clarify proposals, complete the final agreement and ensure that the fees and rates are appropriate for the services that will be provided. Typically, SVM principals are active participants throughout the negotiation process, providing assistance and expertise either during negotiation sessions, or through direct consultation with City staff.

B. Prepare Final Agreement
The SVM team will prepare the service agreement based on negotiations conducted, proposed fees and rates, final work plans and exhibits.

C. Attend City Council Meetings
The SVM team will assist staff by preparing documents for presentation to the City Council summarizing the negotiations and the recommendation to execute service agreements with the Service Provider selected. The SVM Project Manager and appropriate team members will attend two Council meetings: 1) to present the results of the RFP process; and 2) to present the results of the negotiation process.

ATTACHMENT 1 -EXHIBIT A

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Scope of Services Summary and Estimated Hours
Task Description Estimated
Hours
A Technical Assistance
A.1 Review Franchise Agreements to Analyze Current and Desired Services 24.00 A.2 Review and Analysis of Possible New Services for Inclusion in the Documents 24.00
A.3 Develop Comprehensive Matrix of Recommended Services 24.00 A.4 New and Existing Program Selection 16.00
B Negotiations and Assistance in Finalizing Franchise Agreement B.1 Assist in Negotiations 60.00
C Prepare Procurement Documents and Draft Franchise Agreement C.1 Develop the RFP and draft FA for the Solid Waste Collection Services 140.00 C.2 Establish requirements for a baseline program based on achieving compliance with state mandates and maintaining existing and new specified service levels. 20.00
C.3 Manage and oversee the RFP process, including advertisement 60.00 C.4 Evaluate Proposals & Make Recommendations 60.00
TOTAL 428.00
ATTACHMENT 1 -EXHIBIT A

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Exhibit B: Professional Resumes
ATTACHMENT 1 -EXHIBIT A

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JOE SLOAN – PRINCIPAL

THE FOUNDER OF SLOAN

VAZQUEZ MCAFEE (SVM),
JOE SLOAN HAS 30 YEARS OF

PROFESSIONAL EXPERIENCE

IN THE ENVIRONMENTAL

FIELD WORKING FOR THE

PRIVATE AND PUBLIC
SECTORS. JOE SPECIALIZES IN

MANAGEMENT OF SOLID WASTE SYSTEM PLANNING,
PROCUREMENT AND OPERATIONAL ASSESSMENTS; ECONOMIC
FEASIBILITY AND RATE STUDIES; MUNICIPAL SOLID WASTE

PROGRAM PROCUREMENT, STRATEGIC PLANNING AND
INFRASTRUCTURE ANALYSIS; MATERIAL RESOURCE FACILITY
SYSTEM EVALUATION; MATERIAL RESOURCE FACILITY PROJECT

DEVELOPMENT, COMMISSIONING AND PERFORMANCE
TESTING; AND, SOLID WASTE AND RECYCLING COMPOSITION
STUDIES.

JOE IS AN EXPERT IN CONCEPTUAL FACILITY DESIGN AND

EQUIPMENT SELECTION FOR MATERIAL RECOVERY FACILITIES
(MRF’S) AND TRANSFER STATIONS. HE HAS MANAGED

ZONING, BUILDING AND SOLID WASTE PERMITTING,
CONSTRUCTION AND START-UP OPERATION AND FACILITIES.

JOE HAS ADVISED GOVERNMENTAL AGENCIES AND

MUNICIPALITIES AND OVERSEEN THE COMPLETION OF

NUMEROUS RECYCLING AND SOLID WASTE PROCESSING

SYSTEMS FROM DESIGN AND EQUIPMENT PROCUREMENT TO
COMMISSIONING AND PERFORMANCE TESTING.

EDUCATION

BACHELOR OF SCIENCE IN

POLITICAL SCIENCE,

WYOMING UNIVERSITY

AFFILIATIONS

SOUTHERN CALIFORNIA

WASTE MANAGEMENT
FORUM

SOUTHERN CALIFORNIA

CONFERENCE ON

ENVIRONMENT AND

DEVELOPMENT

GREATER LOS ANGELES

SOLID WASTE

MANAGEMENT ASSOCIATION

NATIONAL TASK FORCE ON

PROGRESSIVE

ENVIRONMENTALISM

CALIFORNIA POLYTECHNIC

UNIVERSITY - LECTURER,

WASTE MANAGEMENT

CERTIFICATION

UNIVERSITY OF SOUTHERN
CALIFORNIA – LECTURER,

ENVIRONMENTAL

ENGINEERING GRADUATE

PROGRAM
ATTACHMENT 1 -EXHIBIT A

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Packet Pg. 112
ENRIQUE VAZQUEZ – PRINCIPAL

ENRIQUE VAZQUEZ HAS
OVER 30 YEARS OF

EXPERIENCE IN THE

MANAGEMENT AND

OPERATIONS OF MUNICIPAL

SOLID WASTE COLLECTION

AND HAS A THOROUGH

UNDERSTANDING OF ALL

ASPECTS RELATED TO THEIR MANAGEMENT, INCLUDING

KNOWLEDGE OF COST-OF-SERVICE ANALYSIS AND RATE

SETTING, AS WELL AS ADMINISTRATION CONCEPTS AND
PROCEDURES.

ENRIQUE IS AN EXPERT ON THE ECONOMICS RELATED TO SOLID

WASTE PROGRAMS AND SPECIALIZES IN FINANCIAL MODELING
AND REVIEW. HE HAS PROVEN EXPERIENCE IN EXECUTIVE

DECISION-MAKING, POLICY DIRECTION, STRATEGIC BUSINESS
PLANNING, FINANCIAL MANAGEMENT AND LABOR RELATIONS.

HE IS A STRATEGIST EXPERIENCED IN DEVELOPING,
PRESENTING, AND GUIDING PROJECTS THROUGH TO CLOSURE.

ENRIQUE HAS EVALUATED THE CAPITAL AND OEM COSTS FOR

PROJECTS AROUND THE COUNTRY TO HE HAS DEVELOPED A
PROPRIETARY BENCHMARKING TOOL THAT PRODUCES HIGHPRECISION COST PROJECTIONS FOR THE DEVELOPMENT OF RFPS AND THE EVALUATION OF PRICE PROPOSALS.

EDUCATION

BACHELOR OF SCIENCE IN

BUSINESS ADMINISTRATION,

UNIVERSITY OF SOUTHERN

CALIFORNIA

EXPERTISE

FINANCIAL MODELING AND

ANALYSIS

COST OF SERVICE AND RATE

ANALYSIS

RATE ADJUSTMENT REVIEW

AND ASSESSMENT

EFFICIENCY STUDIES AND

ANALYSIS

SOLID WASTE FACILITY

DEVELOPMENT AND

OPERATIONS

PROCESSING EQUIPMENT

SELECTION AND

PROCUREMENT

FLEET MAINTENANCE

OPERATIONS AND

MANAGEMENT EVALUATION
ATTACHMENT 1 -EXHIBIT A

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CHARISSA MCAFEE – PRINCIPAL

CHARISSA MCAFEE HAS OVER
20 YEARS OF PROJECT

MANAGEMENT EXPERIENCE,
INCLUDING 14 YEARS OF

EXPERIENCE IN THE MUNICIPAL
SOLID WASTE SECTOR. SHE

BRINGS HER EXPERIENCE IN

OVERSEEING SOLID WASTE

CONTRACT MANAGEMENT, DIVERSION PROGRAM DESIGN AND

DELIVERY, AND PROGRAMMATIC AND LEGISLATIVE ANALYSIS TO
THE FIRM. SHE HAS CONDUCTED NUMEROUS REGIONAL SOLID

WASTE ASSESSMENTS, EVALUATING EXISTING AND AVAILABLE

INFRASTRUCTURE, PROGRAMS, SERVICES, DIVERSION RESULTS
AND FEES.

CHARISSA OFFERS EXTENSIVE EXPERIENCE IN CONDUCTING MRF

FEASIBILITY STUDIES, PREPARING WASTE COMPOSITION REPORTS,

AND PROVIDING COMPREHENSIVE CONTRACT ANALYSIS,

INCLUDING THE REVIEW OF INDIVIDUAL CONTRACTS TO IDENTIFY OPPORTUNITIES FOR MODERNIZATION AND OPTIMIZATION. SHE

HAS PREPARED NUMEROUS REPORTS COMPARING REGIONAL

SERVICE AGREEMENTS TO IDENTIFY BEST PRACTICES, ENSURE

OPTIMAL VALUE AND PROVIDE THE ANALYSIS DECISION MAKERS

SEEK AS THEY CONSIDER THE COSTS AND BENEFITS OF ENHANCED PROGRAMS AND SERVICES. CHARISSA BRINGS A KEEN

UNDERSTANDING OF THE TYPE OF DATA AND COMPARATIVE

INFORMATION REQUIRED IN ORDER TO MAKE DECISIONS IN THE

BEST INTEREST OF STAKEHOLDERS AND TO PROVIDE RATIONALE TO STAKEHOLDERS REGARDING NEXT STEPS.

EDUCATION

BACHELOR OF ARTS IN

SOCIOLOGY, COVENANT

COLLEGE

MASTERS IN BUSINESS

ADMINISTRATION,

CALIFORNIA STATE

UNIVERSITY SAN MARCOS

EXPERTISE

FEASIBILITY STUDY

MANAGEMENT

COMPETITIVE PROCUREMENT

MANAGEMENT

SOLE-SOURCE NEGOTIATION

MANAGEMENT

SCOPE OF SERVICES

DEVELOPMENT

CONTRACT ANALYSIS

LEGISLATIVE PROGRAM
REVIEW

TECHNICAL REPORT

PREPARATION
ATTACHMENT 1 -EXHIBIT A

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Agenda #: 5.8
Meeting Date: June 21, 2022
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: FOURTH AMENDMENT TO THE CONSULTING SERVICES
AGREEMENT WITH SIMPSON ADVERTISING, INC. FOR SPECIALTY
GRAPHIC DESIGN SERVICES THROUGH JUNE 30, 2023.

STRATEGIC
GOAL: Open, Engaged & Responsive Government
RECOMMENDATION:

Approve, and authorize Mayor to sign, the Fourth Amendment to Consultant Services Agreement with Simpson Advertising through June 30, 2023.

FINANCIAL IMPACT:

The amended total not-to-exceed amount of the Agreement for fiscal year 2022-23 would be $75,410. Sufficient funds are included in the fiscal year 2022-23 Public Information Division, Parks and Recreation Department, and Environmental Services budget to cover the cost of such services.

BACKGROUND:

Since 2004, the City has utilized the services of Simpson Advertising, Inc. for the provision of specialty design services. The services for the 2022-23 fiscal year include the production of the City’s monthly newsletter in a 4-page format issued three times per year, a 6-page format issued six times per year, and the 32-page format that includes the Recreation brochure produced three times per year for a total of $33,150 and an additional miscellaneous project amount of $42,260 for a total not to exceed amount of $75,410 for the year.

In addition to the City newsletter (Diamond Bar Connection) and Recreation Activities Guide, examples of miscellaneous projects Simpson will provide assistance with includes the design of the annual calendar and services guide, Diamond Bar Center online and print marketing materials, Through My Lens photo contest gallery artwork, City services brochures, Organics Recycling education campaign and Parks and

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Recreation recruitment marketing materials.

ANALYSIS:

The City has utilized Simpson to assist with the production of various communication and marketing projects that support the City Council’s strategic goal of an Open, Engaged and Responsive Government. During these past eighteen years, Simpson Advertising has consistently produced professional, high-quality work with a quick turnaround and at competitive rates that have remained the same over the past several years.

LEGAL REVIEW:

The City Attorney has reviewed and approved the amended agreement as to form.

PREPARED BY:

REVIEWED BY:

Attachments:

1. 5.8.a Fourth Amendment - Simpson Advertising 2022

5.8 Packet Pg. 116
1692638.1

FOURTH AMENDMENT
TO

CONSULTANT SERVICES AGREEMENT
This Fourth Amendment to Consultant Services Agreement (“Fourth Amendment”) is made and entered into as of July 1, 2022, by and between the City of Diamond Bar, a municipal corporation (“City”), and Simpson Advertising, Inc., a California Corporation (herein referred to as the “Consultant”) with reference to the following:

A. The City and the Consultant entered into that certain Consultant Services Agreement dated as of July 6, 2019, for the provision of graphic design services, which is incorporated herein by this reference (the “Original Agreement”); and B. The City and the Consultant entered into that certain First Amendment dated May 19, 2020, Second Amendment dated July 1, 2020, and Third Amendment dated July 1, 2021 and which the First, Second and Third Amendments, and Original Agreement collectively are referred to herein as the “Agreement”.

C. The City and the Consultant desire to amend the Agreement as provided herein.

NOW, THEREFORE, the parties agree as follows:

1. Defined Terms. Except as otherwise defined herein, all capitalized terms used herein shall have the meanings set forth for such terms in the Original Agreement.

2. Revised Scope of Services. The Scope of Services, Exhibit "A" to the Original Agreement, First, Second and Third Amendments, is hereby amended, modified and supplemented to include the services described in Exhibit "A" attached hereto and incorporated herein by this reference.

3. Term. The Term of the Original Agreement as set forth in Section 2 therein and as amended by the Third Amendment, was from July 1, 2019, to June 30, 2022. This Fourth Amendment shall extend the Term up to and including June 30, 2023 4 Compensation. The not-to-exceed compensation set forth in Section 3 of the Original Agreement, as amended, is the sum of one hundred and seventy-seven thousand and ten dollars ($177,010). This Fourth Amendment amends Section 3 of the Agreement to provide for a total not-to-exceed compensation in the sum of two hundred and fifty-two thousand, four-hundred and twenty dollars ($252,420) without the prior authorization of the City.

5. Integration. This Fourth Amendment and all attachments hereto (if any)

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1692638.1
integrate all of the terms and conditions mentioned herein, and supersede all prior negotiations between the parties with respect hereto. This Fourth Amendment amends, as set forth herein, the Agreement and except as specifically amended hereby, the Agreement shall remain in full force and effect. To the extent that there is any conflict or inconsistency between the terms and provisions of this Fourth Amendment and the terms and provisions of the Agreement, the terms and provisions of this Fourth Amendment shall control.

IN WITNESS hereof, the parties enter into this Fourth Amendment on the year and day first above written.
“CONSULTANT” “CITY”
SIMPSON ADVERTISING, INC. CITY OF DIAMOND BAR
*By: By:

Printed Name: Ruth M. Low, Mayor
Title:
*By: ATTEST:

Printed Name:

Title:

Kristina Santana, City Clerk
APPROVED AS TO FORM:

David DeBerry, City Attorney
*NOTE:If Consultant is a corporation, the City requires the following signature(s):
-- (1) the Chairman of the Board, the President or a Vice-President, AND (2) the Secretary, the Chief Financial Officer, the Treasurer, an Assistant Secretary or an Assistant Treasurer. If only one corporate officer exists or one corporate officer holds more than one corporate office, please so indicate. OR
-- The corporate officer named in a corporate resolution as authorized to enter into this Agreement. A copy of the corporate resolution, certified by the Secretary close in time to the execution of the Agreement, must be provided to the City.

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Agenda #: 5.9
Meeting Date: June 21, 2022
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: FIFTH AMENDMENT TO THE CONTRACTOR SERVICES

AGREEMENT WITH NETWORK PARATRANSIT SYSTEMS FOR

DIAMOND RIDE PROGRAM SENIOR TRANSPORTATION SERVICES
THROUGH JUNE 30, 2023.

STRATEGIC
GOAL: Safe, Sustainable & Healthy Community
RECOMMENDATION:

FINANCIAL IMPACT:

Sufficient funds are included in the City Council adopted FY 2022-2023 Operating Budget to cover the cost of Diamond Ride Program senior transportation services in the amount of $350,000, which is funded exclusively through Proposition A Local Return Funds.

BACKGROUND:

The City’s Diamond Ride (or “dial-a-cab”) program was originally established in April 1995 to provide supplemental transportation for residents 60 years and older (“seniors”) and disabled adults 18 years and older. The program has been modified over the years to improve service and ensure fiscal sustainability, with the most recent program modifications going into effect in December 2014.

The Diamond Ride program currently has approximately 1,000 active cardholders and operates from 7am-8pm daily. Riders can use 30 one-way or 15 round trips per month.

The City’s existing service boundaries include:
• Service Area 1 ($0.50): Trips to/from any destination within Diamond Bar city limits.

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• Service Area 2 ($1.50): Trips to/from medical facilities approximately five miles beyond Diamond Bar city limits, and also includes the St. Jude Hospital Medical Campus in Fullerton and Pomona Valley Hospital Medical Campus. • Trips extending beyond the established service area boundaries are subject to a $2.67 per mile cab fare in addition to the regular Diamond Ride fare for the specified trip (known as a “cab conversion”).
• Holiday Ride trips: Free trips to commercial businesses during the holiday season.

DISCUSSION:

The City Council entered into a three-year Agreement with American Cab to provide senior transportation services effective July 1, 2015 through June 30, 2018, with the option, at the City’s sole discretion, to award two annual extensions up to and including June 30, 2020. The Original Agreement also provides that upon mutual agreement and upon successful demonstration of exemplary contract performance, the parties may extend the Agreement beyond the two annual extensions. The proposed Fifth Amendment extends the Term one additional year through June 30, 2023.

National Paratransit Systems (NPS) assumed the contract from the City’s long-term provider American Cab in 2018. NPS, which operates buses and cabs under the Bell Cab and Yellow Cab subsidiaries, subsequently acquired the vehicles, contract drivers, and dispatch center previously owned and operated by the previous operator. Staff continues to monitor contractor performance, and has determined that NPS is meeting performing metrics established by the agreement including on time performance pickups and program costs.

During the previous five years, program costs have ranged from approximately $140,379 to $310,435 annually prior to the COVID-19 pandemic. Contract pricing under NPS has remained within Council approved appropriations of $350,000 annually.

During the last two years, ridership dropped to approximately forty percent of normal ridership levels to an estimated 6,000 trips for the current fiscal year, with a slight uptick in the 2022 calendar year. Cost estimates for FY 2021-22 are well below the annual program authorization of $350,000 as outlined in the chart below.

Diamond Ride Monthly Costs Monthly Average Annual Total FY2021-22 – Est. through April* $13,513.04 $162,156.48
FY2020-21 $11,698.24 $140,378.89
FY2019-20 $16,814.35 $201,773.23
FY2018-19 $23,066.97 $276,803.64
FY2017-18 $25,869.55 $310,434.65
FY2016-17 $25,385.27 $304,623.20
FY2015-16 $24,799.26 $297,591.09
FY2014-15 $36,996.33 $443,955.98
FY2013-14 $47,328.43 $567,940.12
*Costs based on first ten months of the fiscal year.

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The Consumer Price Index (CPI) for all indices including those used by the City have increased significantly over the last year, ranging up to 8.67% for City user fees. For the upcoming contract year, NPS has requested the per mile and flag drop be increased by their Consumer Price Index of 8%, bringing those costs up to $2.76 per mile and $2.88 per flag drop. Additionally, the extension also maintains the $2,500 administrative surcharge, which is necessitated by the continuation of the emergency protective measures in transportation programs and the City’s requirement that trips remain limited to single riders. The rates proposed by NPS are within budgetary appropriations and in line with those in the industry.

City staff will continue to monitor program performance and funding to ensure Diamond Ride operates within the Council appropriated funding allocation. Ridership has increased slightly from the FY2020-2021 lows, with any unused Proposition A funds to be be reallocated to other eligible City related needs.

Based on current performance, it is recommended that the City Council grant an additional one-year extension to the Agreement through June 30, 2023 with the 8% CPI rate adjustments. It is anticipated with the proposed rate increases, total program costs will be between $175,000 and $200,000.

LEGAL REVIEW:

The City Attorney has approved the Fifth Amendment to the Contractor Services Agreement as to form.

PREPARED BY:

REVIEWED BY:

Attachments:

1. 5.9.a NPS 5th Amendment & Exhibit A

5.9 Packet Pg. 121

5.9.a
Packet Pg. 122

5.9.a
Packet Pg. 123

5.9.a
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Agenda #: 5.10
Meeting Date: June 21, 2022
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: CANYON LOOP TRAIL IMPROVEMENT PROJECT PLANS AND
SPECIFICATIONS.

STRATEGIC
GOAL: Safe, Sustainable & Healthy Community
RECOMMENDATION:

Adopt Resolution No. 2022-39 approving the design plans and specifications for the Canyon Loop Trail Project.

FINANCIAL IMPACT:

None. The Project will be advertised for construction bids upon approval of the design and plans. Council has previously appropriated $485,500 within the Capital Improvement Program (CIP) for the construction of this Project; the full balance of $485,500 will be carried over into FY 2022/23. This project utilizes Habitat Conservation Funds, Measure A, and Measure W. The latest Engineer’s Estimate anticipates the project costs to be approximately $470,000, including contingency of 18%.

BACKGROUND:

On July 16, 2019 the City Council approved a Consulting Services Agreement with Richard Fisher Associates (RFA) to design renovations to the multi-use Canyon Loop Trail which is a segment of the Summitridge Trail system.

The Canyon Loop Multi-Use Trail is identified in the Trails Master Plan as opportunity to improve and enhance the Diamond Bar trails system. The Canyon Loop Multi-Use Trail is about 1.29-mile long and begins at the top of the stairs connecting westerly with the existing northerly Canyon Loop Trail to close the loop at the easterly end. Renovations to the existing trail include improved drainage to minimize erosion of the trail, enhance use of the trail where the gradients are particularly steep, re-grade cross slopes, and

5.10 Packet Pg. 125
improve pathways at the steps. Other amenities that will be constructed include development of rest areas with benches, shade shelters, new climbing steps with adjacent cobblestones swale channelization, and water diverting improvements where necessary. In addition, the trail improvements will reward hikers with a great 360-degree view of the surrounding open space area from the top.

An Initial Study/Mitigated Negative Declaration (IS/MND) was completed by Michael Baker International (MBI), and on February 2, 2021, the City Council adopted Resolution No. 2021-04 approving and adopting the final IS/MND. During the past year, Richard Fisher Associates has completed the preparation of the Plans, Specification, and Estimates (PS&E) for the project. Staff has reviewed the PS&E which have been approved by the City Engineer. It is recommended that the City Council approve the Plans and Specifications by adopting the attached Resolution (Attachment 1). MBI is in the process of reviewing the plans and will provide the City with a habitat mitigation plan and reporting program, per the IS/MND, prior to the advertising for bids.

The cover page for the Plans and Specifications are shown in Attachment 2. A full set of the Plans and Specifications can be viewed electronically by contacting the City Clerk’s Office. Upon City Council’s approval, the Project will be advertised for construction bids. A project payment account will be established upon award of the construction bid.

The project schedule is tentatively set as follows:

Advertise for Bids July 2022
Award Construction Contract August 2022
Start of Construction September 2022
Completion of Construction February 2023
LEGAL REVIEW:

The City Attorney has reviewed and approved the Resolution as to form.

PREPARED BY:

5.10 Packet Pg. 126
REVIEWED BY:

Attachments:

1. 5.10.a Resolution No. 2022-39

2. 5.10.b Canyon Loop Trail Grading Plans - COVER PAGE

5.10 Packet Pg. 127
RESOLUTION NO. 2022-39

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DIAMOND

BAR APPROVING THE DESIGN AND PLANS FOR THE CANYON LOOP

TRAIL PROJECT PURSUANT TO GOVERNMENT CODE SECTION
830.6.

WHEREAS, after issuing a request for proposals seeking an expert in the field to develop plans for the Canyon Loop Trail Project (“Project”) the City determined that the landscape architect firm of Richard Fisher Associates (“Consultant”) was the most qualified firm to prepare the Project Plans and retained Consultant to prepare the Project Plans; and
WHEREAS, Consultant has prepared the plans and design for the Project (the “Project Plans”) and submitted them to the City Engineer; and WHEREAS, the City desires to issue a request for bids to build the Project in accordance with the Project Plans upon the City Council’s finding that the Project Plans are of a reasonable design as set forth in Government Code § 830.6.

NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of the City of Diamond Bar as follows:

A. The Project Plans were submitted for review to the City Council at its regular meeting on June 21, 2022.

B. The City Engineer has reviewed the Project Plans and confirmed that the Project Plans are complete, of a reasonable design, consistent with the City’s own standards, and that the Project may be built in accordance with the Project Plans.

C. The City Council has reviewed the Project Plans along with the staff report prepared in support of and explanation of the Project Plans.

D. Based upon its review of the Project Plans, the information presented in the staff report, and such oral and other documentary evidence that was presented at the regular meeting of the City Council on June 21, 2022, the City Council hereby approves the Project Plans finding them of reasonable design as set forth in Government Code § 830.6.

E. Based on the approval by the City Engineer and the City Council, a request for bids to construct the Project may be issued to construct the Project in accordance with the Project Plans and with such alterations and modifications of the Project Plans as may be approved by the City Engineer or designee.

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Resolution No. 2022-39
F. The Project conforms with the City’s General Plan.

IT IS FURTHER RESOLVED that this Resolution will become effective immediately upon adoption.

PASSED, APPROVED, AND ADOPTED this 21st day of June, 2022.

CITY OF DIAMOND BAR
__________________________
Ruth M. Low, Mayor
ATTEST:

I, Kristina Santana, City Clerk of the City of Diamond Bar, California, do hereby certify that the foregoing Resolution was duly and regularly passed and adopted by the City Council of the City of Diamond Bar, California, at its regular meeting held on the 21st day of June 2022, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:
__________________________
Kristina Santana, City Clerk

5.10.a
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No. GE2202
* *
City of Diamond BarCommunity Development Department

APPROVED
Planning
Building
PW/Engineering
Description
Date
Date
Date
Planning Case #This set of plans and specifications MUST be kepton the job at all times and is unlawful to make anychanges or alterations on the same withoutstamped/written permission from the CommunityDevelopment Department. The stamping of thisplan and specifications Shall NOT be held topermit or to be an approval of the violation of anyprovisions of any City ordinance or State law. Allconditions of approval shall be met withoutchange or alteration.

PERMIT # PR 2022-665 FOR THE CANYON LOOP TRAIL IMPROVEMENTS Parks & Recreation
Date
APP
5/27/22
cription
s & Recreation
5/27/22
Canopy structuresunder separatesubmittal/permit.

DRAFT
ilding
W/Engineering
6/1/22
6/1/2022

5.10.b
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Agenda #: 5.11
Meeting Date: June 21, 2022
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: DIAMOND BAR CENTER SLOPE STABILIZATION PROJECT PLANS AND SPECIFICATIONS.

STRATEGIC
GOAL: Safe, Sustainable & Healthy Community
RECOMMENDATION:

Adopt Resolution No. 2022-40 approving the design plans and specifications for the Diamond Bar Center Slope Stabilization Project.

FINANCIAL IMPACT:

None. The project will be advertised for construction bids upon approval of the design and plans. There are sufficient funds in the FY 2022/23 Capital Improvement Program Budget (CIP# FP20500) for the construction of this project. The Engineer’s Estimate of the project costs was $816,000 (2020 dollar), which has been augmented with additional funding in the budget, considering the recent changes in the material and labor market.

BACKGROUND/DISCUSSION:

Located in Summitridge Park, Diamond Bar Center (DBC) is one of the greatest assets to Diamond Bar Community. As part of the park, the DBC site was initially graded in the mid to late 1970s, followed by additional major grading in 2003 for developing the DBCC building. A Geotechnical analysis performed in 2017 identified slope stability issues and signs of soil “creep” movements in the natural and designed slopes. These issues are determined to be causing exterior distress in the area of the northwest-facing earth slopes of the DBCC building (See Attachment 3; Map).

On July 7, 2021, the City Council approved a Consultant Services Agreement with Hushmand Associates, Inc. (Consultant) to design the DBC Slope Stabilization Project.

The project will stabilize the northwest slope and soil “creep” movement by reinforcing the slope with cast-in-place drilled piers and buried ground cast-in-place grade beams.

The work will also include materials testing; installation of concrete for buried and

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above-ground cast-in-place structures; flatwork; paving; clear-and-grub and selective demolition and salvage grading; trenching; backfill and compaction; storm drainage systems installation; landscaping; temporary erosion control, and drainage; and other incidental and appurtenant work.

The project design plans and specifications were prepared by the Consultant and reviewed by staff. The cover pages of the specifications and plans documents are provided in Attachment 2. Complete plans and specifications are available at the City Clerk’s office for review. Upon Council approval of the design, the project will be advertised for construction bids. A project payment account will be established upon the award of the construction bid.

The project schedule is tentatively set as follows:

Advertise for Bids July 2022
Award Contract September 2022
Start of Construction September 2022
Completion January 2023
LEGAL REVIEW:

The City Attorney has reviewed and approved the Resolution as to form.

PREPARED BY:

REVIEWED BY:

Attachments:

1. 5.11.a Resolution No. 2022-40 - DBC Slope

2. 5.11.b Plans and Specifications Cover Pages

3. 5.11.c Vicinity Map

5.11 Packet Pg. 132
RESOLUTION NO. 2022-40

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DIAMOND

BAR APPROVING THE DESIGN AND PLANS FOR DIAMOND BAR

COMMUNITY CENTER SLOPE STABILIZATION PROJECT PURSUANT
TO GOVERNMENT CODE SECTION 830.6.

WHEREAS, after issuing a request for proposals seeking an expert in the field to develop and design plans for the Diamond Bar Community Center Slope Stabilization Project (“Project”) the City determined that the firm of Hushmand Associates, Inc. (“Consultant”) was the most qualified firm to prepare and design and the plans for the Project (“Project Plans”); and
WHEREAS, Consultant has prepared the Project Plans and submitted them to the City Engineer; and
WHEREAS, the City desires to issue a request for bids to build the Project in accordance with the Project Plans upon the City Council’s finding that the Project Plans are of a reasonable design as set forth in Government Code § 830.6.

NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of the City of Diamond Bar as follows:

A. The Project Plans were submitted for review to the City Council at its regular meeting on June 21, 2022.

C. The City Council has reviewed the Project Plans along with the staff report prepared in support of and explanation of the Project Plans.

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Resolution No. 2022-40
F. The Project conforms with the City’s General Plan.

IT IS FURTHER RESOLVED that this Resolution will become effective immediately upon adoption.

PASSED, APPROVED, AND ADOPTED this 21
st day of June, 2022.

CITY OF DIAMOND BAR
__________________________
Ruth M. Low, Mayor
ATTEST:

I, Kristina Santana, City Clerk of the City of Diamond Bar, do hereby certify that the foregoing Resolution was passed, approved and adopted at a regular meeting of the City Council of the City of Diamond Bar held on the 21st day of June, 2022, by the following vote:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:
__________________________
Kristina Santana, City Clerk

5.11.a
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DEPARTMENT OF PUBLIC WORKS

CONTRACT DOCUMENTS AND SPECIFICATIONS
FOR

DIAMOND BAR COMMUNITY CENTER SLOPE STABILIZATION PROJECT CITY PROJECT NO. FP20500
All Questions Regarding This Project Are to Be Directed To:

Christian Malpica
Associate Engineer
City of Diamond Bar
(909) 839-7042
Ruth M. Low, Mayor
Andrew Chou, Mayor Pro Tem
Stand Liu, Council Member
Nancy A. Lyons, Council Member
Steve Tye, Council Member
Daniel Fox, City Manager
May 2022

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3/31/2024

CITY OF DIAMOND BAR

CONTRACT DOCUMENTS AND SPECIFICATIONS

DIAMOND BAR COMMUNITY CENTER SLOPE STABILIZATION PROJECT CITY PROJECT NO. FP20500
By:

Ben Hushmand, R.C.E. Date: 05/18/2022
Exp: 03/31/2024

PREPARED BY: HUSHMAND ASSOCIATES,INC.
250 Goddard
Irvine, CA 92618
TELEPHONE:(949)777-1266
The City Clerk of the City of Diamond Bar, California will receive online via PlanetBids™, until, 3:00 P.M. on July 29, 2022 proposals for the performance of the above described services.

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VICINITY MAP N.T.S. PROJECT LOCATION DIAMOND BAR COMMUNITY CENTER SLOPE STABILIZATION IMPROVEMENT PLANS GEOTECHNICAL INFORMATION CIVIL ENGINEER SHEET INDEX STRUCTURAL ENGINEER OWNER LANDSCAPE ARCHITECT SURVEY NOTES GRADING GENERAL NOTES GRADING GENERAL NOTES (CONT.) ” GRADING GENERAL NOTES (CONT.)
72300 6/30/22
RMRA Measure M R Local Return Gas Tax
eet Rehab.- Area 1a, 1b, 2 (Design)
n)
ntain Laurel)
anyon to Lemon)
to BCY)
$ 82,779 $ 82,779
om Pathfinder to Mountain Laurel Way) (Const.) $ 1,200,000 $ 1,200,000 eet Rehab - Area 1 (Const.) $ 2,000,000 $ 925,000 $ 850,000 $ 89,0 en Springs from Brea Canyon to Lemon Ave.) (Const.) $ 900,000 $ 500,000 mp Project (Const.) $ 177,855
nt Projects $ 4,360,634 $ 1,700,000 $ 1,007,779 $ 850,000 $ 89,0 250-5510-46412)
Project Description Total FY Budget (109) Measure M (111) Gas Tax (112) Prop A (113) Prop C Sign and HSL Replacement (Design) $ 50,000 $ 50,000
Sign and HSL Replacement (Construction) $ 350,000 $ 350,000 al 11 Locations (Design and Construction) $ 380,000 $ 90,000 $ 100,000 $ 190,0 $ 780,000 $ 350,000 $ 140,000 $ 100,000 $ 190,0 ments (250-5510-46413)
Project Description Total FY Budget (113) Prop C Foothill Transit Grant $ 60,000 $ 60,000 SD/Calbourne $ 40,000 $ 40,000
nfrastructure Improvements $ 100,000 $ 60,000 $ 40,000
0-5510-46420)
Project Description Total FY Budget (107) Measure W (108) RMRA (109) Measure M (113) Prop C ovements-Phase 3 (Flapjack-Design) $ 65,000 $ 65,000
5-7-2021

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Agenda #: 5.12
Meeting Date: June 21, 2022
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: MAINTENANCE SERVICES AGREEMENT WITH YUNEX LLC FOR TRAFFIC SIGNAL MAINTENANCE THROUGH JUNE 30, 2025.

STRATEGIC
GOAL: Safe, Sustainable & Healthy Community
RECOMMENDATION:

Approve, and authorize the Mayor to sign, a Maintenance Services Agreement with Yunex LLC, to provide traffic signal maintenance services through June 30, 2025.

FINANCIAL IMPACT:

A not-to-exceed amount of $220,000 per year is proposed for the Agreement to cover the cost of routine, as-needed, and emergency maintenance. Sufficient funds are included in the Fiscal Year 2022/23 Operating budget to cover the cost of such services.

Funds will be requested in the Operating Budget for the future fiscal years to cover the cost of such services.

BACKGROUND:

The City's traffic signal network includes traffic signals at sixty-six (66) intersections, which require emergency repairs and routine maintenance; three (3) flashing beacons; six (6) State bridge underpasses featuring soffit lights; seventeen (17) CCTV systems; seven (7) BlueTOADS units; and all battery backup units for all signalized intersections.

The City's current Agreement for traffic signal system maintenance services with Yunex LLC (formerly SIEMENS) is set to expire on June 30, 2022. Staff determined that issuing a Request for Proposals (RFP) for traffic signal maintenance will provide insight into the current market rates for these services.

DISCUSSION:

In March of 2022, the Public Works Department issued an RFP for traffic signal

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maintenance services, through the City's online bidding platform (PlanetBids), with a due date of April 29, 2022. As a result, the City received three (3) responsive proposals from:
• Bear Electrical Solutions, Inc. ("Bear"),
• Crosstown Electrical & Data, Inc. ("Crosstown"), and
• Yunex LLC ("Yunex").

Each vendor's proposal was scored by staff using the following metrics:
• Demonstrated understanding of the needs of the City.
• Responsiveness to the specific needs of the City as outlined in the RFP. • Local experience, expertise, and knowledge particular to the City's needs in providing services of a similar nature.
• The methodology for carrying out the tasks described in the proposal. • Location of office and operations yard and anticipated response time. • The skills, education, and experience of personnel on the vendor's staff. • The proposed organizational structure of the project team. • The vendor's financial stability.
• Familiarity with City's Traffic Management Systems (TransSuite) and Adaptive Traffic Control System (SCOOT)
• References.
• Cost.

Staff evaluated the vendors' fee proposals for routine and semi-annual, and annual traffic signal maintenance, as shown in the following exhibit:

Vendor Monthly
Routine
Maintenance
(Flat Fee)
Semi-Annual
Routine
Maintenance
(Flat Fee)
Annual
Routine
Maintenance
(Flat Fee)
Total Routine
Maintenace
per year
(Flat Fee)
Bear $6,060.00 $562.00 $495.00 $74,339.00
Crosstown $4.302.00 $402.25 $300.00 $52,728.50
Yunex $5,487.00 $1,149 $598.00 $68,740.00
Monthly Routine Maintenance includes but is not limited to a complete preventive maintenance checklist of each intersection, and checking of traffic signal cabinet components, traffic signal controller, conflict monitor, cabinet vacuum, detector operations, overall intersection, and other pertinent cabinet components. Semi-Annual maintenance includes but is not limited to testing battery backup units, and checking video detection, signal lenses, CCTV cameras, BlueTOAD units, and other pertinent signal components. Annual Maintenance includes but is not limited to field checking of the condition of the paint on vehicle signal heads, sign poles, pedestrian signal heads, and other pertinent signal frameworks.

Unscheduled and emergency work fees for Yunex LLC (Yunex) can be found within the cost proposal in Exhibit A of the Agreement (Attachment 1). The emergency

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(extraordinary) work includes, but is not limited to traffic signal knockdowns, replacement of burnout signal light bulbs, replacement of detector loops, completed testing of signal controller cabinets, and other pertinent as needed.

All three vendors currently provide similar traffic signal maintenance services to other municipalities. However, given that the City of Diamond Bar's traffic signals system features advanced control systems (TransSuite and SCOOT), only Yunex has the most relevant experience maintaining this traffic signal infrastructure. Yunex has proven its commitment to providing quality service that meets the City's expectations in the current contract.

Crosstown proposed the lowest rates for traffic signal maintenance services. However, they lack the required expertise with TransSuite and SCOOT systems and have limited experience providing traffic signal maintenance to similar municipalities.

Although Bear's proposal shows experience in providing general traffic signal maintenance services to other municipalities, it lacks expertise with TransSuite & SCOOT systems.

It is recommended that Yunex be awarded the Maintenance Agreement based on its experience maintaining the City's traffic signals and working with the Traffic Signal Management System (TransSuite) and Adaptive Traffic Control System (SCOOT) programs, as well as the associated network communications equipment and controller software. Furthermore, Yunex's responsiveness for routine and emergency work, troubleshooting problems, and helping to resolve issues has contributed to its over twenty years of success in providing quality services to the City. The City also considered the following key details in Yunex's proposal:
• A full-service traffic signal maintenance company.
• Relevant experience providing similar services to other municipalities. • Capable of completing projects in-house, which helps enhance communication, streamlines maintenance and repairs, and ultimately reduces unnecessary costs or delays.
• The expertise in the City's advanced traffic signal control systems. • Experience with repairing and improving battery backup systems and other traffic signal hardware.
• Familiarity with City's current traffic signal infrastructure network. • Flexibility with the field technician's willingness to work with Public Works Department staff and contractors.
• Reliability as an industry-leading corporation with adequate financial resources.

The Agreement with Yunex is proposed to be for three (3) years through June 30, 2025.

At the end of the initial three (3) years, the City Council will have the option to approve one (1) two-year extension upon successful demonstration of exemplary work performance. All cost rates as provided in Exhibit "A" will be fixed for the initial threeyear term. In the event the City Council exercises its option to extend the Agreement, any compensation increases will be subject to negotiations but capped at the Consumer Price Index (CPI) as described in the Agreement.

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LEGAL REVIEW:

The City Attorney has reviewed and approved the Agreement as to form.

PREPARED BY:

REVIEWED BY:

Attachments:

1. 5.12.a Maintenance Services Agreement with Yunex, LLC

5.12 Packet Pg. 142

MAINTENANCE SERVICES AGREEMENT
THIS AGREEMENT (the "Agreement") is made as of June 21 , 2022 by and between the City of Diamond Bar, a municipal corporation ("City") and Yunex LLC, a ("Contractor").

1. Contractor's Services.

Subject to the terms and conditions set forth in this Agreement Contractor shall provide to the reasonable satisfaction of the City the services set forth in the attached Exhibit "A", which is incorporated herein by this reference. As a material inducement to the City to enter into this Agreement, Contractor represents and warrants that it has thoroughly investigated the work and fully understands the difficulties and restrictions in performing the work. Contractor represents that it is fully qualified to perform such consulting services by virtue of its experience and the training, education and expertise of its principals and employees.

Christian Malpica, Associate Engineer (herein referred to as the "City's Project Manager''), shall be the person to whom the Contractor will report for the performance of services hereunder. It is understood that Contractor shall coordinate its services hereunder with the City's Project Manager to the extent required by the City's Project Manager, and that all performances required hereunder by Contractor shall be performed to the satisfaction of the City's Project Manager and the City Manager

2. Term of Agreement. This Agreement shall take effect July 1, 2022, and shall continue until June 30, 2025, unless earlier terminated pursuant to the provisions herein.

The City shall have the option to extend this Agreement for one (1) additional two (2) year term, subject to the same terms and conditions contained herein, by giving Consultant written notice of the exercise of this option at least thirty (30) days prior to the expiration of the initial Term. In the event the City exercises its option to extend the Term, Consultant's compensation shall be subject to an adjustment upon the effective date of extension as follows:

Rates shall be "fixed" for the first three (3) years and any increase in compensation will be negotiated between the City and the Consultant for years 4 & 5, but in no event shall the increase exceed the amount that the Consumer Price Index ("CPI") for the Los Angeles-Anaheim-Riverside metropolitan area for the month immediately preceding the Adjustment Date (the "Index Month") as reported by the Bureau of Labor Statistics of the United States Department of Labor. Any exercise of an option to extend the Term and/or increase in compensation, negotiated or based upon CPI, shall be subject to approval of the City Council.

3. Compensation. City agrees to compensate Consultant for each service which Consultant performs to the satisfaction of City in compliance with the scope of services set forth in Exhibit "A". Payment will be made only after submission of proper invoices in the form specified by City.
1292536.1

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4. Payment.

A. As scheduled services are completed, Contractor shall submit to City an invoice for the services completed, authorized expenses and authorized extra work actually performed or incurred.

B. All such invoices shall state the basis for the amount invoiced, including services completed, and the number of hours spent.

C. City will pay Contractor the amount properly invoiced within 35 days of receipt.

D. Payment shall constitute payment in full for all services, authorized costs and authorized extra work covered by that invoice.

5. Change Orders. No payment for extra services caused by a change in the scope or complexity of work, or for any other reason, shall be made unless and until such extra services and a price therefore have been previously authorized in writing and approved by the City Manager or his designee as an amendment to this Agreement. The amendment shall set forth the changes of work, extension of time, if any, and adjustment of the fee to be paid by City to Contractor.

6. Priority of Documents. In the event of any inconsistency between the provisions of this Agreement and any attached exhibits, the provisions of this Agreement shall control.

7. Status as Independent Contractor.

Neither City nor any of its agents shall have control over the conduct of Contractor or any of Contractor's employees, except as set forth in this Agreement. Contractor shall not, at any time, or in any manner, represent that it or any of its agents or employees are in any manner employees of City.

B. Contractor agrees to pay all required taxes on amounts paid to Contractor under this Agreement, and to indemnify and hold City harmless from any and all taxes, assessments, penalties, and interest asserted against City by reason of the independent contractor relationship created by this Agreement. In the event that City is audited by any Federal or State agency regarding the independent contractor status of Contractor and the audit in any way fails to sustain the validity of a wholly independent contractor relationship between City and Contractor, then Contractor agrees to reimburse City for all costs, including accounting and attorney's fees, arising out of such audit and any appeals relating thereto.

C. Contractor shall fully comply with Workers' Compensation laws regarding Contractor and Contractor's employees. Contractor further agrees to indemnify and hold City harmless from any failure of Contractor to comply with applicable Worker's Compensation laws.

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D. Contractor shall, at Contractor's sole cost and expense fully secure and comply with all federal, state and local governmental permit or licensing requirements, including but not limited to the City of Diamond Bar, South Coast Air Quality Management District, and California Air Resources Board.

E. In addition to any other remedies it may have, City shall have the right to offset against the amount of any fees due to Contractor under this Agreement any amount due to City from Contractor as a result of Contractor's failure to promptly pay to City any reimbursement or indemnification required by this Agreement or for any amount or penalty levied against the City for Contractor's failure to comply with this Section.

8. Standard of Performance. Contractor shall perform all work at the standard of care and skill ordinarily exercised by members of the profession under similar conditions and represents that it and any subcontractors it may engage, possess any and all licenses which are required to perform the work contemplated by this Agreement and shall maintain all appropriate licenses during the performance of the work.

9. Indemnification.

Contractor shall indemnify, defend with counsel approved by City, and hold harmless City, its officers, officials, employees and volunteers ("lndemnitees") from and against all liability, loss, damage, expense, cost (including without limitation reasonable attorneys' fees, expert fees and all other costs and fees of litigation) of every nature arising out of or in connection with:
(1) Any and all claims under Worker's Compensation acts and other employee benefit acts with respect to Contractor's employees or Contractor's employees arising out of Contractor's work under this Agreement; and
(2) Any and all claims arising out of Contractor's performance of work hereunder or its failure to comply with any of its obligations contained in this Agreement, regardless of City's passive negligence, but excepting such loss or damage which is caused by the sole active negligence or willful misconduct of the City. Should City in its sole discretion find Contractor's legal counsel unacceptable, then Contractor shall reimburse the City its costs of defense, including without limitation reasonable attorneys' fees, expert fees and all other costs and fees of litigation. The Contractor shall promptly pay any final judgment rendered against the lndemnitees. It is expressly understood and agreed that the foregoing provisions are intended to be as broad and inclusive as is permitted by the law of the State of California and will survive termination of this Agreement. Except for the lndemnitees, this Agreement shall not be construed to extend to any third-party indemnification rights of any kind.

10. Insurance.

A. Contractor shall at all times during the term of this Agreement carry, maintain, and keep in full force and effect, with an insurance company authorized to do business in the State of California and approved by the City the following insurance:
(1) a policy or policies of broad-form comprehensive general liability insurance written on an occurrence basis with minimum limits of $5,000,000.00 combined single

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limit coverage against any injury, death, loss or damage as a result of wrongful or negligent acts by Contractor, its officers, employees, agents, and independent contractors in performance of services under this Agreement; (2) property damage insurance with a minimum limit of $500,000.00 per occurrence;
(3) automotive liability insurance written on an occurrence basis covering all owned, non-owned and hired automobiles, with minimum combined single limits coverage of $1,000,000.00; and
(4) Worker's Compensation insurance when required by law, with a minimum limit of $500,000.00 or the amount required by law, whichever is greater.

B. The City, its officers, employees, agents, and volunteers shall be named as additional insureds on the policies as to comprehensive general liability, property damage, and automotive liability. The policies as to comprehensive general liability, property damage, and automobile liability shall provide that they are primary, and that any insurance maintained by the City shall be excess insurance only.

C. All insurance policies shall provide that the insurance coverage shall not be nonrenewed, canceled, reduced, or otherwise modified (except through the addition of additional insureds to the policy) by the insurance carrier without the insurance carrier giving City at least ten (10) day's prior written notice thereof. Contractor agrees that it will not cancel, reduce or otherwise modify the insurance coverage and in the event of any of the same by the insurer to immediately notify the City.

D. All policies of insurance shall cover the obligations of Contractor pursuant to the terms of this Agreement and shall be issued by an insurance company which is authorized to do business in the State of California or which is approved in writing by the City; and shall be placed have a current A.M. Best's rating of no less than A-, VII.

E. Contractor shall submit to City (1) insurance certificates indicating compliance with the minimum insurance requirements above, and (2) insurance policy endorsements or a copy of the insurance policy evidencing the additional insured requirements in this Agreement, in a form acceptable to the City.

Should City pay the SIR or deductible on Contractor's due to such failure in order to secure defense and indemnification as an additional insured under the policy, City may include such amounts as damages in any action against Contractor for breach of this Agreement in addition to any other damages incurred by City due to the breach.

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G. Subrogation. With respect to any Workers' Compensation Insurance or Employer's Liability Insurance, the insurer shall waive all rights of subrogation and contribution it may have against the lndemnitees.

H. Failure to Maintain Insurance. If Contractor fails to keep the insurance required under this Agreement in full force and effect, City may take out the necessary insurance and any premiums paid, plus 10% administrative overhead, shall be paid by Contractor, which amounts may be deducted from any payments due Contractor.

I. Contractor shall include all subcontractors, if any, as insureds under its policies or shall furnish separate certificates and endorsements for each subcontractor to the City for review and approval. All insurance for subcontractors shall be subject to all of the requirements stated herein.

11. Confidentiality. Contractor in the course of its duties may have access to confidential data of City, private individuals, or employees of the City. Contractor covenants that all data, documents, discussion, or other information developed or received by Contractor or provided for performance of this Agreement are deemed confidential and shall not be disclosed by Contractor without written authorization by City. City shall grant such authorization if disclosure is required by law. All City data shall be returned to City upon the termination of this Agreement. Contractor's covenant under this section shall survive the termination of this Agreement. Notwithstanding the foregoing, to the extent Contractor prepares reports of a proprietary nature specifically for and in connection with certain projects, the City shall not, except with Contractor's prior written consent, use the same for other unrelated projects.

12. Maintenance and Inspection of Records. In accordance with generally accepted accounting principles, Contractor and its subcontractors shall maintain reasonably full and complete books, documents, papers, accounting records, and other information (collectively, the "records") pertaining to the costs of and completion of services performed under this Agreement. The City and any of their authorized representatives shall have access to and the right to audit and reproduce any of Contractor's records regarding the services provided under this Agreement. Contractor shall maintain all such records for a period of at least three (3) years after termination or completion of this Agreement. Contractor agrees to make available all such records for inspection or audit at its offices during normal business hours and upon three (3) days' notice from the City, and copies thereof shall be furnished if requested.

13. Conflict of Interest.

A. Contractor covenants that it presently has no interest and shall not acquire any interest, direct or indirect, which may be affected by the services to be performed by Contractor under this Agreement, or which would conflict in any manner with the performance of its services hereunder. Contractor further covenants that, in performance of this Agreement, no person having any such interest shall be employed by it. Furthermore, Contractor shall avoid the appearance of having any interest which would conflict in any manner with the performance of its services pursuant to this Agreement.

B. Contractor covenants not to give or receive any compensation, monetary or otherwise, to or from the ultimate vendor(s) of hardware or software to City as a result of the

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performance of this Agreement. Contractor's covenant under this section shall survive the termination of this Agreement.

14. Termination. The City may terminate this Agreement with or without cause upon thirty (30) days' written notice to Contractor. The effective date of termination shall be upon the date specified in the notice of termination, or, in the event no date is specified, upon the thirtieth (30th) day following delivery of the notice. In the event of such termination, City agrees to pay Contractor for services satisfactorily rendered prior to the effective date of termination. Immediately upon receiving written notice of termination, Contractor shall discontinue performing services, unless the notice provides otherwise, except those services reasonably necessary to effectuate the termination. The City shall be not liable for any claim of lost profits.

15. Personnel. Contractor represents that it has, or will secure at its own expense, all personnel required to perform the services under this Agreement. All of the services required under this Agreement will be performed by Contractor or under it supervision, and all personnel engaged in the work shall be qualified to perform such services. Contractor reserves the right to determine the assignment of its own employees to the performance of Contractor's services under this Agreement, but City reserves the right, for good cause, to require Contractor to exclude any employee from performing services on City's premises.

16. Prevailing Wage. Notice is hereby given that in accordance with the provisions of California Labor Code, Division 2, Part 7, Chapter 1, Articles 1 and 2, the Contractor is required to pay not less than the general prevailing rate of per diem wages for work of a similar character in the locality in which the public works is performed, and not less than the general prevailing rate of per diem wages for holiday and overtime work. In that regard, the Director of the Department of Industrial Relations of the State of California is required to and has determined such general prevailing rates of per diem wages. Copies of such prevailing rates of per diem wages are on file in the Office of the City Clerk of the City of Diamond Bar, 21810 Copley Drive, Diamond Bar, California, and are available to any interested party on request.

City also shall cause a copy of such determinations to be posted at the job site.

The Contractor shall forfeit, as penalty to City, not more than two hundred dollars ($200.00) for each laborer, workman or mechanic employed for each calendar day or portion thereof, if such laborer, workman or mechanic is paid less than the general prevailing rate of wages hereinbefore stipulated for any work done under this Agreement, by him or by any subcontractor under him.

The CONTRACTOR and any of its subcontractors must be registered with the Department of Industrial Relations pursuant to Labor Code section 1725.5, which precludes the award of a contract for a public work on any public works project awarded after April 1, 2015. This Agreement is subject to compliance monitoring and enforcement by the Department of Industrial Relations.

17. Non-Discrimination and Equal Employment Opportunity.

A. Contractor shall not discriminate as to race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, medical condition, or sexual orientation, in the performance of its services and duties pursuant to this Agreement, and will comply with all rules and regulations of City relating thereto. Such nondiscrimination shall

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include but not be limited to the following: employment, upgrading, demotion, transfers, recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship.

B. Contractor will, in all solicitations or advertisements for employees placed by or on behalf of Contractor state either that it is an equal opportunity employer or that all qualified applicants will receive consideration for employment without regard to race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, medical condition, or sexual orientation.

C. Contractor will cause the foregoing provisions to be inserted in all subcontracts for any work covered by this Agreement except contracts or subcontracts for standard commercial supplies or raw materials.

18. Time Is of the Essence. Time is of the essence in this Agreement. Contractor shall do all things necessary and incidental to the prosecution of Contractor's work. 19 Delays and Extensions of Time. Contractor's sole remedy for delays outside its control shall be an extension of time. No matter what the cause of the delay, Contractor must document any delay and request an extension of time in writing at the time of the delay to the satisfaction of City. Any extensions granted shall be limited to the length of the delay outside Contractor's control. If Contractor believes that delays caused by the City will cause it to incur additional costs, it must specify, in writing, why the delay has caused additional costs to be incurred and the exact amount of such cost within 10 days of the time the delay occurs.

No additional costs can be paid that exceed the not to exceed amount absent a written amendment to this Agreement. In no event shall the Contractor be entitled to any claim for lost profits due to any delay, whether caused by the City or due to some other cause.

20. Assignment. Contractor shall not assign or transfer any interest in this Agreement nor the performance of any of Contractor's obligations hereunder, without the prior written consent of City, and any attempt by Contractor to so assign this Agreement or any rights, duties, or obligations arising hereunder shall be void and of no effect.

21. Compliance with Laws. Contractor shall comply with all applicable laws, ordinances, codes and regulations of the federal, state, and local governments.

22. Non-Waiver of Terms, Rights and Remedies. Waiver by either party of any one or more of the conditions of performance under this Agreement shall not be a waiver of any other condition of performance under this Agreement. In no event shall the making by City of any payment to Contractor constitute or be construed as a waiver by City of any breach of covenant, or any default which may then exist on the part of Contractor, and the making of any such payment by City shall in no way impair or prejudice any right or remedy available to City with regard to such breach or default.

23. Mediation. Any dispute or controversy arising under this Agreement, or in connection with any of the terms and conditions hereof, which cannot be resolved by the parties, may be referred by the parties hereto for mediation. A third party, neutral mediation service shall be selected, as agreed upon by the parties and the costs and expenses thereof shall be borne equally by the parties hereto. The parties agree to utilize their good faith efforts to resolve any such dispute or controversy so submitted to mediation. It is specifically

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understood and agreed by the parties hereto that mutual good faith efforts to resolve the same any dispute or controversy as provided herein, shall be a condition precedent to the institution of any action or proceeding, whether at law or in equity with respect to any such dispute or controversy.

24. Notices. Any notices, bills, invoices, or reports required by this Agreement shall be deemed received on (a) the day of delivery if delivered by hand during regular business hours or by facsimile before or during regular business hours; or (b) on. the third business day following deposit in the United States mail, postage prepaid, to the addresses heretofore set forth in the Agreement, or to such other addresses as the parties may, from time to time, designate in writing pursuant to the provisions of this section. "CONTRACTOR"
Yunex LLC
2250 Business Way
Riverside, CA 92501
Attn.: Steven Teal
Phone: (951) 784-6600
E-Mail: [email protected]
"CITY"
City of Diamond Bar
21810 Copley Drive
Diamond Bar, CA 91765-4178
Attn.: David G. Liu
Phone: (909) 839-7040
E-mail: [email protected]

25. Governing Law. This Agreement shall be interpreted, construed and enforced in accordance with the laws of the State of California.

26. Counterparts. This Agreement may be executed in any number of counterparts, each of which shall be deemed to be the original, and all of which together shall constitute one and the same instrument.

27. Entire Agreement. This Agreement, and any other documents incorporated herein by reference, represent the entire and integrated agreement between Contractor and City. This Agreement supersedes all prior oral or written negotiations, representations or agreements. This Agreement may not be amended, nor any provision or breach hereof waived, except in a writing signed by the parties which expressly refers to this Agreement.

Amendments on behalf of the City will only be valid if signed by a person duly authorized to do so under the City's Purchasing Ordinance.
[SIGNATURE PAGE FOLLOWS]

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IN WITNESS of this Agreement, the parties have executed this Agreement as of the date first written above.
"Contractor"
Yunex LLC
"City"

CITY OF DIAMOND BAR
By:----------
Ruth M. Low, Mayor
ATTEST:

Kristina Santana.City Clerk
Approved as to form:

By: ___ _______ _
David A. DeBerry,City Attorney

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*NOTE: If Contractor is a corporation, the City requires the following signature(s):
(1) the Chairman of the Board, the President or a Vice-President, AND (2) the Secretary, the Chief Financial Officer, the Treasurer, an Assistant Secretary or an Assistant Treasurer. If only one corporate officer exists or one corporate officer holds more than one corporate office, please so indicate. OR
The corporate officer named in a corporate resolution as authorized to enter into this Agreement.

A copy of the corporate resolution, cettified by the Secretary close in time to the execution of the Agreement, must be provided to the City.

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YUN X

TRAFF I C
THIS DELEGATION ONLY APPLIES TO YUNEX, LLC. ALL CONTRACTS, BIDS,

CERTIFICATES, AFFIDAVITS OR ANCILLARY DOCUMENTS TO BE SIGNED ON BEHALF OF SIEMENS MOBILITY, INC. MUST BE SIGNED BY RODNEY MATHIS AND DIRK

RAUBER WITHOUT EXCEPTION

DELEGATION OF APPROVAL AUTHORITY FROM

PRESIDENT RODNEY MATHIS AND CFO DIRK RAUBER
YUNEX, LLC.

A. The undersigned Rodney Mathis, President and Dirk Rauber, CFO of the Yunex, LLC. (the "Corporation"}, a corporation duly organized and existing under the laws of the State of Delaware, by virtue of the authority vested as President and CFO to sign or countersign and otherwise execute in the name, or on behalf of the Corporation, any bids, projects, contracts, agreements and any certificates, affidavits or ancillary documents in connection therewith to the extent the foregoing instruments and are consistent with the limits of authority granted under LoA guidelines and grants of release for and on behalf of the Corporation, do hereby delegate to and acknowledge that the following person(s) may exercise such authority for and on our behalf up to $3 million.

AUTHORIZED SIGNATORIES
Business Operations Finance/Central Support Function
(Name/Position) (Name/Position)
Jaskaran Dhiman Singh
Manaoer, Procurement
B. It is further acknowledged that the following individuals are hereby authorized to sign or countersign and otherwise execute in the name, or on behalf of the Corporation, the same documents as referenced in paragraph A, up to and including a transactional limit of $1,500,000. Any such delegation extends to but is limited to the same scope, documents and subject matter as referenced and granted in paragraph A, limited to the monetary amount stated in this paragraph.

AUTHORIZED SIGNATORIES
Business Operations Finance/Central Support Function
(Name/Position) (Name/Position)
Michael Gaertner Anchal Bansal
Director, PLM/R&D Commercial Manaoer, Service
Goutham Lingannagari Craig Debevoise
Head of Bids & Projects Commercial Manaoer, Products
Nils Soyke Manuel Guio Villarreal
Project Manaoer Commercial Project Manaoer
Steve Teal Marina Bergman
Director, Service Commercial Manaoer, Projects
Jon Ringler Harlan Seagren
V.P. Sales Controller/Head of Accountino
John Cane
V.P. Operations
C. It is further acknowledged that the following individuals are hereby authorized to sign or countersign and otherwise execute in the name, or on behalf of the Corporation, the same documents as referenced in paragraph A, up to and including a transactional limit of $500,000. Any such delegation extends to but is limited to the same scope, documents and subject matter as referenced and granted in paragraph A, limited to the monetary amount stated in this paragraph.

Page 1 of 3 ends

A Siemens Business

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YUN X

TRAFFIC

AUTHORIZED SIGNATORIES
Business Operations Finance/Central Support Function
(Name/Position) (Name/Position)
Michael Hutchens James Barker
Operations Manai:ier Commercial Project Manai:ier
Venkatesh Jadhav Claudia Thiele
Project Manager Commercial Project Manager
Gary Kochetkov
Project Manager
Sari Mahli
Project Manai:ier
Scott McCarthy
Material Manai:ier
Del Nichols
Project Manaaer
Carlota Oteyza Hafner
Proiect Manaaer
Clint Schuckel
Operations Manaaer
Mejosh Thomas
Project Manaaer
William Tucker
Operations Manaaer
Jingcheng Wu
Technical Project Manaaer
D. It is further acknowledged that the following individuals are hereby authorized to sign or countersign and otherwise execute in the name, or on behalf of the Corporation, the same documents as they are referenced in paragraph A, up to and including a transactional limit of $100,000. Any such delegation extends to but is limited to the same scope, documents and subject matter as referenced and granted in paragraph A, limited to the monetary amount stated in this paragraph.

AUTHORIZED SIGNATORIES
Business Operations Finance/Central Support Function
(Name/Position) (Name/Position)
AliAga, Josh Spandiary
Project Manaaer Commercial Service Manaaer
Joshua Ferras Frank Werner
Service Account Manager Commercial Service Manager
Deana Flynn Peter Thomley
Service Account Manai:ier SCM Expert
Michelle Flynn
Service Account Manai:ier
Candace Gallaher
Service Account Manaaer
Diana Johnson
Bid Manaaer
Joshua Lippincott
Service Account Manaaer
Robert Paquette
Sales Manaaer
Jeffrey Pierce
Service Account Manaaer

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A Siemens Business

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YUN X

TRAFFIC
E. It is further acknowledged that each of the signatures of the persons referred to in paragraphs A, B, C, D, and E are binding upon the Corporation.

F. It is further acknowledged that any delegate's authority extends only to the scope and extent of the delegate's respective job responsibilities. For instance, a project manager's delegation extends only to the limits described herein and only to the project(s) for which the delegate has responsibility.

G. It is further acknowledged that any document shall require the signature of two (2) of the above Authorized Signatories, one each from Business Operations and from Finance/Central Support Functions, whom shall have the requisite signature authority to be legally binding upon the Corporation.

H. It is further acknowledged that each of the persons referred to herein is authorized to delegate such person's authority hereunder to additional members of his or her management team up to the limit of such person's delegation of authority, provided that such delegation is in written form signed by the delegator and filed with the Legal Department.

I. It is further acknowledged that the Secretary or an Assistant Secretary of the Corporation is authorized to issue certifications attesting to the incumbency, authority and status of any of the persons referred to in this resolution.

J. Any prior versions of this Delegation of Authority policy are void.

IN WITNESS WHEREOF, we have hereunto subscribed our names and affixed the corporate seal of the said company, as of the 21 st day of February 2022.

CERTIFICATE
Mathis
Rodney
Rodney Mathis
President
Yunex, LLC.

Dirk Rauber
CFO
Yunex, LLC.

Dlgltany signed by Mathis Rodney
ON: cn=Mathls Rodney, c=DE.
o=Slemens,
[email protected]
Date: 2022.02.21 10:50:13-06'00'
Digitally signed by
Rauber Dirk
Date: 2022.02.21
08:58:16 -08'00'
I, Pamela Brickner, certify that I am the Secretary of Yunex, LLC, that Rodney Mathis and Dirk Rauber who signed this agreement for this corporation, were then President and Managing Director USA and Managing Director Finance USA of this corporation; and this agreement was duly signed for and on behalf of this limited liability company by authority of its governing body and within the scope of its corporate powers. Witness my hand and seal of this corporation on this 21 st day of February 2022. BricKner D,;tal~s;,,,edbyB-.,Pamela ON. en-Brickner Pamela. c:=DE,
B o=Siemens, • [email protected]
(~OR~Bffl~sEAL)°"·' ll.e,.!5 ""
,,,,11111111,,,,, ,,,,,,, \\ex L,i1
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, ,,,~~\\I\IIIIIIH//11111 (:> 11/I
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Page 3 of 3 ends

A Siemens Business

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Traffic Signal Maintenance Services
for the City of Diamond Bar
April 29, 2022
Yunex Traffic Work Proposal
Yunex Traffic
2250 Business Way
Riverside, CA 92501
www.yunextraffic.com

EXHIBIT A

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Diamond Bar: Traffic Signal Maintenance Services
©2022 Yunex Traffic 2
Table of Contents .................................................................................................................. 2 Cover Letter .......................................................................................................................... 3

1. Background and Approach.............................................................................................. 4 Experience......................................................................................................................... 5 Approach / Key Differentiators............................................................................................ 6 Contractor’s License .......................................................................................................... 7

2. Methodology and Scope of Work .................................................................................... 7 Routine Maintenance ......................................................................................................... 8 Extraordinary Services ..................................................................................................... 11

3. Company Profile........................................................................................................... 12 Offices and Staff .............................................................................................................. 13

4. Organization and Project Team ..................................................................................... 14 Technicians assigned to the City of Diamond Bar ............................................................. 15 IMSA Certificates ............................................................................................................. 16 Subcontractors................................................................................................................. 18

5. Schedule and Transition Period .................................................................................... 19 Schedule ......................................................................................................................... 19 Transition Period.............................................................................................................. 20

6. References................................................................................................................... 20

7. Acceptance of Conditions and Agreement..................................................................... 20

8. Promotional Material and any Other Information............................................................ 21 Lessons Learned from Previous Projects.......................................................................... 21 Our Ability to Supply......................................................................................................... 21 Testing Services............................................................................................................... 22 Equipment ....................................................................................................................... 22 Training............................................................................................................................ 23 Drug Testing..................................................................................................................... 23 Service Business Platform @ITS...................................................................................... 24 Customer Portal............................................................................................................... 25

9. Compensation Schedule (Exhibit B).............................................................................. 27 W-9 ..................................................................................................................................... 28 Table of Contents

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Diamond Bar: Traffic Signal Maintenance Services
©2022 Yunex Traffic 8
It is always the goal of Yunex Traffic to tailor our service around our customer’s needs. We understand that
throughout the term of a contract, those needs may change.

We approach all our contracts with the same vision; build a partnership with the City’s staff and work towards achieving common goals set forth through that partnership. We realize that this is an ever-evolving process and that is why we believe that the only successful route is through establishing common goals. This methodology and a commitment to
service will continue to be applied to every aspect of our services for the City of Diamond Bar.

Routine Maintenance
Yunex Traffic will execute a comprehensive routine maintenance program as outlined in the City’s Scope of Work, as recommended by the manufacturer, and as listed below. We will also maintain, at the same unit price, additional traffic signals and appurtenant devices as they are installed or become a part of the maintenance requirements of the City.

Yunex Traffic technicians will, at a minimum, perform the following tasks on the City’s traffic control sytems monthly:
 Routine maintenance is typically scheduled by the technician as they are more aware of the geography of the area. He/she will take into consideration contract requirements and your preference when scheduling routine preventive maintenance.  Once our technician arrives at the location, he/she will complete a job hazard analysis (JHA) determining any potential hazards at the location. Following the JHA, he/she will secure the area with proper traffic control as referenced in the most recent edition of the W.A.T.C.H. Handbook and in accordance with the City’s traffic control requirements.  Our technician will first clean / vacuum the controller and battery backup cabinets (if equipped) and ensure the cabinet vents are un-obstructed, the air filter is clean, properly inserted, and secure (air filters will be replaced semi-annually or sooner if necessary).

During this process your Yunex Traffic technician will perform the following checks inside the controller cabinet:
o Confirm that the controller cabinet is securely mounted to the foundation and inspect the seal for deterioration. Excessive dampness and plant or animal intrusion inside the controller cabinet will be reported to the City and repaired immediately.
o Verify fan operation and ensure the thermostat is set to 96 degrees Fahrenheit and that there is sufficient airflow through the cabinet.
o Inspect cabinet hardware (i.e., door gaskets, hinges, locks, etc.) for proper operation. All deficiencies will be repaired and reported to the City.

It is always the goal of Yunex
Traffic to tailor our service around
our customer’s needs.

We believe that the only successful
route is through establishing
common goals.

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©2022 Yunex Traffic 9
o Inspect electrical components (i.e.,
relays, load switches, equipment
displays and indications, flasher(s), rackmount detectors, harness/connectors, service connections, system telemetry,
communications system, cabinet
grounding, GFCI receptacles, terminal
connections cabinet lights and switches,
CMU (interlock) door switch, the police
panel switches, etc.) for proper operation
and adjust as necessary. We will also
verify proper operation of all equipment
displays and cabinet / controller indicator
lamps. Deficiencies that pose a safety
concern will be corrected immediately.
 Following the visual inspection, your Yunex Traffic technician will examine the functionality of the controller in relation to traffic at the intersection and confirm all phase and coordination timing is programmed correctly and is current based on the timing sheet located in the controller cabinet.
 In addition to monitoring phase actuation from vehicle / traffic, they will also confirm proper intersection cycling by manually placing vehicle and pedestrian calls on each phase through the cabinet test switches or the controller keypad to verify controller servicing of each phase.
 Yunex Traffic technicians will ensure your controller’s date and time is correct and we’ll adjust all controller clocks within 48 hours of time changes related to Daylight Savings Time. This also includes confirming the correct date and time in all Conflict Monitor Units and Malfunction Management Units (CMU/MMU) during each visit.  Your Yunex Traffic technician will check the controller log buffers and investigate any faults that may have surfaced since the last maintenance visit.  All CMU’s/MMU’s can be tested annually with an ATSI PCMT 8000 conflict monitor tester.

Individual test results will meet the City’s documentation requirements and be available in each controller cabinet and an electronic file (USB or CD) will be delivered to the City with 30 days after completing the testing. This test will also be documented on the routine maintenance log located in the controller cabinet. The cost for annual CMU/MMU testing will be billed as extraordinary maintenance.
 The technician will confirm all detector loop cables are correctly identified, connected to the correct vehicle detector field terminals, and that a call is placed on the correct detector input, and that the input places a call on the correct controller phase. We will adjust or retune detector amplifiers and correct substandard splices as necessary. Loops requiring re-seal or replacement will be documented and reported to the City immediately.  If the intersection is equipped with video / radar detection our technician will verify that detection zones are properly structured. They will also verify proper camera operation by monitoring the vehicle call on the video processor unit and confirm that the calls are registering in the controller and actuating the correct phase in the controller. The technician will also verify that detection system software has been properly updated. Your

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©2022 Yunex Traffic 10
Yunex Traffic technician will also clean the video detection camera lenses under semiannual maintenance.  If equipped, your Yunex Traffic technician will confirm operation of all preemption devices (i.e., railroad, emergency vehicle preemption (EVP), fire station preemption, etc.).  The technician will also test your interconnect systems to maintain existing operation and will notify you of any deficiencies.
 If equipped, your Yunex technician will check battery backup systems / uninterruptible power supplies (UPS) for proper operation. We will also verify the battery / load levels and test batteries semi-annually. We will report any batteries that require replacement immediately. In addition, we’ll confirm all battery connections to ensure they are clean and secure. All events and run time will be documented inside each controller cabinet.
 Yunex Traffic will perform a night check of safety lights, underpass bridge lights, soffit lights, and illuminated street name signs (ISNS) at all signalized intersections (if equipped) monthly. Our findings will be submitted to the City along with a price proposal for the required repairs.
 Your Yunex Traffic technician will walk the intersection (clockwise and counterclockwise) and visually inspect all poles, signal heads, pedestrian signals, associated framework, and signal mounted signs for proper operation, alignment, and broken or missing parts.

During this process your Yunex Traffic technician will perform the following checks outside of the controller cabinet:
o Depress all pedestrian push buttons and observe proper timing and display.
o Visually inspect the loops for sufficient sealant or exposed loop wires.
o Inspect pull boxes, pull box lids and hand-hole covers.

Missing covers/lids will be replaced immediately.
o Visually inspect all signal doors, back plates, and visors and confirm they are secure.
o Remove unauthorized signs, stickers, and posters that can be easily removed from traffic signal poles and the
controller cabinet. Graffiti will also be removed as noted. o Prepare a list of locations where painting may be
necessary, which will be submitted to the City for approval.

Painting rates are listed in the extraordinary maintenance fee schedule.
 The technician will lubricate cabinet door locks and padlocks quarterly, unless required sooner.
 Maintain an inventory list of all equipment in the controller cabinet at each location. This list will also be updated electronically and provided to the City every six months, or upon request.
 Flashing Beacons will also be checked / tested for proper function by Yunex Traffic technicians. Detection equipment, speed displays, LED’s, solar charging systems,

Our technicians have been trained
and are extremely knowledgeable
with the installation, handling and
testing of traffic signal masters, and
related interconnect, fiber optic and
Wi-Fi systems.

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©2022 Yunex Traffic 11
batteries, and wireless Wi-Fi will be monitored to ensure all systems are setup correctly and operating efficiently.
 Your Yunex Traffic technician will document all maintenance activities on the City approved preventative maintenance checklist, on the cabinet log, and in their mobile device which is wirelessly communicating to our maintenance server enabling our customers to view all progress virtually real-time.

Extraordinary Services
In addition to the preventative maintenance program, we will provide other extraordinary services such as scheduled repairs, emergency response and technical support services to the City’s traffic signal systems in accordance with City requirements and as listed below.

Emergency response call outs and unscheduled repairs are initiated by calling our toll-free emergency phone number, 1-800-229-6090. A live dispatcher will be available 24 hours a day, 7 days per week, 365 days per year. Our dispatcher will create a work order in our visual planning board and once the work order is released, it will immediately transfer to our technician’s queue on their mobile device. As part of our quality control practice, our dispatcher will follow up with a phone call to our technician to confirm that he/she is in receipt of the call out/work order. The technician will arrive at the site within one (1) hour to assess and correct the reported problem. Once the problem is
corrected, the technician will inform the City of the repair actions.

Our extraordinary and emergency response services include, but not limited to, the following services:
 Downed signal heads, poles, signal on flash, signal
blackout, burned out lamps, damaged controller and cabinet, damaged illuminated street name signs, damaged inductive loops, sensing elements, pedestrian push buttons, electroliers, pedestrian signal heads, wiring, and other operational equipment related issues.
 Assisting the City for special events or for City construction projects, as necessary to implement revised traffic signal timing and phasing for changed traffic conditions. If requested, prepare punch list items, and follow through with City representative to ensure a successful completion.
 Perform overhead maintenance on safety lighting, traffic signals, street name and regulatory signs, video detection cameras and Opticom systems.  Provide support for underground maintenance including conduit repair or replacement, wire inspection and installation, and interconnect installation.

…our toll-free emergency phone
number, 1-800-229-6090. A live
dispatcher will be available 24
hours a day, 7 days per week, 365
days per year.

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 Detector Loop Replacement. Yunex Traffic is the only maintenance provider who performs Loop replacements in-house.
 USA Dig Alert – Locating services using in-house locators. o Yunex Traffic will respond to all Underground Service Alert (USA) requests/notices or at the request of City staff for the marking and protection of traffic signal underground facilities such as traffic signal and electrical conduits, interconnect facilities, loops, safety light conduits, and other appurtenant equipment which might conflict with other right-of-way construction or repairs. Our technicians are equipped and certified with the proper locating devices provided by Metrotech.  Repair, replace or otherwise render in good working order all defective parts of the traffic signal equipment with like make and model parts. Whenever equipment is removed, the City representative will be notified within twenty-four (24) hours.

Yunex Traffic will notify the City prior to any traffic signal deactivations that may be necessary to provide the required services. Traffic signal shutdowns will not be scheduled without the approval of an authorized representative of the City. Also, Yunex Traffic will not proceed with any extraordinary repairs without authorization from the City, unless it is a matter of public safety.

General Company Information
Our Yunex Traffic US headquarters is in Austin, TX and employs more than 100 people - engineers, developers, integrators, and support staff - all driving our traffic systems business.

An additional 100 technical staff are in multiple field offices across the country to complete local projects and provide customer support. Our robust portfolio of products and experience will help drive your project’s success.

Firm Name: Yunex LLC, DBA, Yunex Traffic, A Siemens Business Address: 9225 Bee Cave Rd, Bldg. B, Ste 201 Austin, Texas 78733 Phone: 512-837-8300
Fax: 512-421-6617

3. Company Profile

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Operations Manager: Michael Hutchens
Mike has over 28 years of extensive experience in both the technical and construction related aspects of the traffic signal and streetlight maintenance industry. He has served in many different capacities with increasing responsibility as he has shown himself to be thorough, professional, and competent through the years from field laborer to project management, and most recently operations management. Mike is responsible for overall profits and losses for the Southwest US territory. Mike has managed 115 traffic signal and street lighting maintenance customers.

Organization Chart
Subcontractors
For this project, Yunex Traffic does not need to utilize any subcontractors.

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Schedule

5.Schedule and Transition Period
Project Lead: City of Diamond Bar
Start Date: 7/1/2022 Friday
WBS Tasks
Task
Lead Start End
Duration (Days)% CompleteWorking DaysDays CompleteDays Remaining 1 Routine Preventative Maintenance (Monthly) Yunex 7/1/22 7/31/22 31 21 0 31

1.1 Safety Lighting - Night Check (Monthly)

1.2 Air Filter Replacement

1.3 Quarterly Preventative Maintenance*

1.4 Semi-Annual Preventative Maintenance**

1.5 Annual Preventative Maintenance***

1.6 Extraordinary Maintenance As-Needed)

1.7 Emergency Response/Maintenance (As-Needed)
2 Routine Preventative Maintenance (Monthly) Yunex 8/1/22 8/31/22 31 23 0 31

2.1 Safety Lighting - Night Check (Monthly)

2.2 Extraordinary Maintenance As-Needed)

2.3 Emergency Response/Maintenance (As-Needed)
3 Routine Preventative Maintenance (Monthly) Yunex 9/1/22 9/30/22 30 22 0 30

3.1 Safety Lighting - Night Check (Monthly)

3.2 Extraordinary Maintenance As-Needed)

3.3 Emergency Response/Maintenance (As-Needed)
4 Routine Preventative Maintenance (Monthly) Yunex 10/1/22 10/31/22 31 21 0 31

4.1 Safety Lighting - Night Check (Monthly)

4.2 Quarterly Preventative Maintenance*

4.3 Extraordinary Maintenance As-Needed)

4.4 Emergency Response/Maintenance (As-Needed)
5 Routine Preventative Maintenance (Monthly) Yunex 11/1/22 11/30/22 30 22 0 30

5.1 Safety Lighting - Night Check (Monthly)

5.2 Extraordinary Maintenance As-Needed)

5.3 Emergency Response/Maintenance (As-Needed)
6 Routine Preventative Maintenance (Monthly) Yunex 12/1/22 12/31/22 31 22 0 31

6.1 Safety Lighting - Night Check (Monthly)

6.2 Extraordinary Maintenance As-Needed)

6.3 Emergency Response/Maintenance (As-Needed)
7 Routine Preventative Maintenance (Monthly) Yunex 1/1/23 1/31/23 31 22 0 31

7.1 Safety Lighting - Night Check (Monthly)

7.2 Air Filter Replacement

7.3 Quarterly Preventative Maintenance*

7.4 Semi-Annual Preventative Maintenance**

7.5 Extraordinary Maintenance As-Needed)

7.6 Emergency Response/Maintenance (As-Needed)
8 Routine Preventative Maintenance (Monthly) Yunex 2/1/23 2/28/23 28 20 0 28

8.1 Safety Lighting - Night Check (Monthly)

8.2 Extraordinary Maintenance As-Needed)

8.3 Emergency Response/Maintenance (As-Needed)
9 Routine Preventative Maintenance (Monthly) Yunex 3/1/23 3/31/23 31 23 0 31

9.1 Safety Lighting - Night Check (Monthly)

9.2 Extraordinary Maintenance As-Needed)

9.3 Emergency Response/Maintenance (As-Needed)
10 Routine Preventative Maintenance (Monthly) Yunex 4/1/23 4/30/23 30 20 0 30

10.1 Safety Lighting - Night Check (Monthly)

10.2 Quarterly Preventative Maintenance*

10.3 Extraordinary Maintenance As-Needed)

10.4 Emergency Response/Maintenance (As-Needed)
11 Routine Preventative Maintenance (Monthly) Yunex 5/1/23 5/31/23 31 23 0 31

11.1 Safety Lighting - Night Check (Monthly)

11.2 Extraordinary Maintenance As-Needed)

11.3 Emergency Response/Maintenance (As-Needed)
12 Routine Preventative Maintenance (Monthly) Yunex 6/1/23 6/30/23 30 22 0 30

12.1 Safety Lighting - Night Check (Monthly)

12.2 Extraordinary Maintenance As-Needed)

12.3 Emergency Response/Maintenance (As-Needed)
* Quarterly Maintenance
Sy stems Check
** Semi-Annual Maintenance
UPS/BBS Load Testing
Video Detection Lens Cleaning
Clean and Polish Lenses
CCTV Camera Lens Cleaning
BlueTOAD check/cleaning
*** Annual Maintenance
Annual Painting List
Diamond Bar - Traffic Signal Maintenance Services - Proposed Schedule Key - Per RFP

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Yunex Traffic has completed “Exhibit B – Contract Unit Price Schedule of Traffic Signal Maintenance Items” and uploaded it to PlanetBids, as requested.

9. Compensation Schedule (Exhibit B)

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EXHIBIT "B"

CONTRACT UNIT PRICE SCHEDULE

OF TRAFFIC SIGNAL MAINTENANCE ITEMS

1. Routine Maintenance:

Qty. Unit Cost TOTAL
Each signalized intersection, per month _____ $_______ $________ Each pole mounted Flashing Beacon, _____ $_______ $________ per month
Underpass Bridge Light Maintenance, _____ $_______ $________ per month
Sub-Total $________

2. Semi-Annual Maintenance (except after rain):
a. Video Detection System maintenance where applicable, $________ clean video detection camera lens as needed
b. Signal Lenses and Signs maintenance $________
c. CCTV Cameras where applicable, clean camera lens $________ as needed
d. Battery Back-Up System Maintenance $________
e. BlueTOADs where applicable, clean units as needed $________ f. Replace controller cabinet filter $________
Sub-Total $________

3. Annual Maintenance:
(Field check paint condition and prepare an annual painting list of thirty-three (33) locations/year.
a. Painting of pedestrian heads and signal heads 1) Signal Head $ b. Including frameworks per signalized intersection, 2) Ped Head $ excluding controller and electric service cabinets 3 ) PPB $ Sub-Total $_________
66 3
6 76.50

40.00 53.00
5,049.00
120.00
318.00
5,487.00

81.00 911.00

81.00 40.00

32.00 4.00
1,149.00
340.00 per Signal Head
172.00 per Ped Head

86.00 per PPB
598.00

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Unscheduled/ Emergency Work (“Extra Work”)

4. Extraordinary Maintenance:
a. Replacement of standard 6’ x 6’ or circular detector $________ loops including saw cut lead-in and cable splicing
b. Installation of completed new pedestrian head with $________ Walkman/ Hand indication and solid-state transformer
c. Completed testing of traffic signal controller cabinets, $________ including all internal equipment and written certification d. Painting of traffic signal controller cabinet and Type III $________ electric service cabinet per signalized intersection (if needed) e. Replace existing signal lights assembly with LED unit $________ f. Installation of three-section traffic signal heads with $________ 12-inch glass lenses, backplates, and frameworks
g. Material and Parts:

Supplier’s invoice amount plus 15% markup $________
Regular Time Per Hour Overtime Per Hour
h. Labor:

Traffic Signal Maintenance $__________________ $______________ Supervisor
Traffic Signal Technician I $__________________ $______________ Traffic Signal Technician II $__________________ $______________ Traffic Signal Laborer $__________________ $______________ Traffic Signal Apprentice $__________________ $______________ Trainer $__________________ $______________
Other $__________________ $______________
Other $__________________ $______________
546.00
331.00
1,036.00
919.00
112.00
1,097.00
15%
142.50 176.50
124.50 155.00
124.50 155.00

94.50 147.00
101.75 132.00
132.00 166.50

N/A N/A

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Rate Per Hour
i. Equipment:

Pickup Truck $___________
Service Truck $___________
Service/ Ladder Truck $___________
Boom/ Ladder Truck $___________
Water Truck $___________
Concrete Saw and Truck $___________
Air Compressor with Tools $___________
Crane $___________
Bucket Truck $___________

10.00 25.00

NOT SAFE

25.00 1.00

1.00 65.00

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Agenda #: 5.13
Meeting Date: June 21, 2022
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: CROSSING GUARD SERVICES AGREEMENT WITH ALL CITY
MANAGEMENT SERVICES, INC. THROUGH JUNE 30, 2025.

STRATEGIC
GOAL: Safe, Sustainable & Healthy Community
RECOMMENDATION:

Approve, and authorize the Mayor to sign, an agreement with All City Management Services, Inc. to provide crossing guard services through June 30, 2025.

FINANCIAL IMPACT:

The crossing guard services are estimated to cost $267,158 per year for Fiscal Years 2022/23, 2023/24, and 2024/25. This estimate is based on three hours of service per location per regular school day at seventeen (17) locations and does not include any summer school services. Sufficient funds are included in the fiscal year 2022/23 Operating budget to cover the cost of such services. Funds will be requested for the future fiscal years annually.

BACKGROUND:

Crossing guard services are provided to assure the safety of school-aged children, pedestrians, parents, and others when crossing streets utilizing crosswalks in the vicinity of their respective schools. The City requires all crossing guards to be properly trained and supervised to carry out their responsibilities.

In the past few years, the crossing guard services citywide have been provided at nineteen (19) locations for three hours per day. Due to the Pomona Unified School District's plans to consolidate Diamond Point Elementary School with Golden Springs Elementary School in the school year 2022/23, the number of crossing guards has been reduced from nineteen (19) to seventeen (17) for FY 2022/23 and thereafter.

The following is a list of locations for schools within the Walnut Valley and Pomona

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Unified School Districts proposed to be served by crossing guards:

Walnut Valley Unified School District

1. Castle Rock Elementary Cold Springs Lane & at front of school

2. Castle Rock Elementary Castle Rock Road & Cold Springs Lane

3. Evergreen Elementary Harmony Hill Drive & Evergreen Springs

4. Evergreen Elementary Pathfinder Road & Evergreen Springs

5. Maple Hill Elementary Maple Hill Park & Maple Hill Road (in front of school at midblock x-ing)

6. Maple Hill Elementary Blenbury Drive & Maple Hill Road

7. Walnut Elementary Golden Springs Drive & Lemon Avenue

8. Walnut Elementary Glenwick Drive & Lycoming Drive

9. Walnut Elementary Glenwick Avenue & Northampton Street

10.Quail Summit Elementary Quail Summit Drive & Winterwood Lane

11.Quail Summit Elementary Forrest Canyon near Park (mid-block)

12.Chaparral Middle School Diamond Bar Blvd & Mountain Laurel Way
Pomona Unified School District

13.Golden Springs Elementary Ballena Drive & Meadow Falls Drive

14.Golden Springs Elementary El Encino Drive & Prospect Valley Drive

15.Neil Armstrong Elementary Beaverhead Dr. & Cottonwood Cove Dr.

16.Neil Armstrong Elementary Clearview Crest Drive & Chicora Drive

17.Lorbeer Middle School Diamond Bar Blvd. & Golden Springs Dr.

DISCUSSION:

The City's agreement for crossing guard services with the current vendor, American Guard Services, Inc., will expire on June 30, 2022. Prior to this expiration date, staff determined that a Request for Proposals (RFP) process would provide the City with the best opportunity to receive contemporary proposals from vendors. Additionally, the proposals would give the City a good indication of the current market rates for the schools crossing guard services.

On March 16, 2022, the City issued an RFP in its online bidding system, PlanetBids, inviting qualified contractors to submit proposals for these services. A total of three (3) proposals with their proposed annual fee were received from the following contractors:

Vendor Annual Cost

1. All City Management Services, Inc. $267,158

2. ARYA Security Services, Inc. and $435,370

3. Everything Parking, Inc. $690,200
The City's current vendor of the service did not submit a proposal.

A panel of City staff independently reviewed each proposal and then collaborated to

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determine the most qualified contractor based on their:
• demonstrated understanding of the City's needs for this service; • financial stability;
• pre-employment screening program for the crossing guards; • local experience, expertise, and knowledge in providing services of a similar nature;
• proposed organizational structure of the project team; • references; and
• cost proposal.

The panel selected All City Management Services, Inc. (ACMS) based on the strength and thoroughness of their proposal in providing the required services and their competitive pricing, as shown in Exhibit A of the proposed agreement (Attachment 1).

Among the vendors that submitted a proposal, ACMS is the only contractor that provides full crossing guard services within Los Angeles County and the Inland Empire area as their main line of business.

ARYA Security Services, Inc.'s proposal mainly focused on their capability of crossing guard training. Everything Parking, Inc. does provide similar crossing guard services.

However, their headquarters is located in North Carolina, and they have shown limited experience providing these services in California.

Therefore, it is recommended that All City Management Services, Inc. be awarded a three (3) year agreement (Attachment 1) to provide crossing guard services with the option to extend the contract for one (1) additional two-year term upon mutual consent.

Any extension proposed will be presented to the City Council after the initial three-year term for review and consideration.

LEGAL REVIEW:

The City Attorney has reviewed and approved the agreement as to form.

PREPARED BY:

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REVIEWED BY:

Attachments:

1. 5.13.a Crossing Guard Service Agreement with All City Management Services, Inc.

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of an option to extend the Term and/or increase in compensation, negotiated or based upon CPI, shall be subject to approval of the City Council.

3. Compensation. City agrees to compensate Contractor for services which Contractor performs to the satisfaction of City in compliance with the scope of services and the compensation schedule set forth in Exhibit "A". Payment will be made only after submission of proper invoices in the form specified by City. Payments to Contractor pursuant to this Agreement shall not exceed two hundred sixty-seven thousand one hundred fifty-eight dollars ($267,158) per year for Fiscal Years 22/23, 23/24 and 24/25 without the prior written consent of the City. The above not to exceed amount shall include all costs, including, but not limited to, all clerical, administrative, overhead, telephone, travel and all related expenses.

4. Payment.

A. As scheduled services are completed, Contractor shall submit to City an invoice for the services completed, authorized expenses and authorized extra work actually performed or incurred.

B. All such invoices shall state the basis for the amount invoiced, including services completed, the number of hours spent and any extra work performed.

C. City will pay Contractor the amount invoiced within thirty-five (35) days after the approval of the invoice.

D. Payment shall constitute payment in full for all services, authorized costs and authorized extra work covered by that invoice.

5. Change Orders. No payment for extra services caused by a change in the scope or complexity of work, or for any other reason, shall be made unless and until such extra services and a price therefore have been previously authorized in writing and approved by the City Manager or as required, by the City Council, as an amendment to this Agreement. The amendment shall set forth the changes of work, extension of time for preparation and adjustment of the fee to be paid by City to Contractor.

6. General Terms and Conditions. In the event of any inconsistency between the provisions of this Agreement and the attached Exhibits "A", the provisions of this Agreement shall control.

7. Status as Independent Contractor.

A. Contractor is, and shall at all times remain as to City, a wholly independent contractor. Contractor shall have no power to incur any debt, obligation, or liability on behalf of City or otherwise act on behalf of City as an agent. Neither City nor any of its agents shall have control over the conduct of Contractor or any of Contractor's employees, except as set forth in this Agreement. Contractor shall not, at any time, or in

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Agenda #: 5.14
Meeting Date: June 21, 2022
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: MAINTENANCE SERVICES AGREEMENT WITH CT & T CONCRETE PAVING INC. FOR ON-CALL ROAD MAINTENANCE SERVICES
THROUGH JUNE 30, 2023.

STRATEGIC
GOAL: Responsible Stewardship of Public Resources
RECOMMENDATION:

Approve, and authorize the Mayor to sign, the Road Maintenance Services Agreement with CT & T Concrete Paving Inc. through June 30, 2023.

FINANCIAL IMPACT:

The total not-to-exceed amount of the Agreement for FY 2022/23 would be $600,000.

The adopted FY 2022/23 Public Works Operating Budget includes a total of $579,000 for anticipated roadway maintenance services, including road maintenance, roadway striping, and sidewalk maintenance, and an additional $21,000 for as-needed emergency work.

BACKGROUND:

The City's agreement for road maintenance services with the current vendor, Hardy & Harper Inc., is set to expire on June 30, 2022. Prior to this expiration date, staff determined that a Request for Proposals (RFP) process would provide the City with the best opportunity to receive contemporary proposals from prospective vendors.

Additionally, the proposals would give the City a good indication of the current market rates for the City's road maintenance services.

ANALYSIS:

In March 2022, a Request for Proposals (RFP) was released for Road Maintenance Services. The scope of work included maintenance of asphalt concrete pavement, concrete sidewalks, parking lots, roadway markings, storm drains, parkway drains,

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block walls, and emergency call-outs. The RFP was posted on the City's online system, PlanetBids, with a due date of April 20, 2022.

Per the RFP, the work will be directed by staff on an as-needed basis within the budgeted resources available. The agreement will be based on unit prices, and the selected will be paid for the actual quantity of each line item performed as measured in the field during construction. Each unit price includes all labor, material, equipment, overhead, and profit attributable to that scope of work.

As a result of the RFP process, the City received a total of five (5) proposals from:
• A&Y Asphalt Contractor, Inc.
• CT & T Concrete Paving, Inc.
• GM Sager Construction Company, Inc.
• Hardy & Harper, Inc.
• Onyx Paving Company, Inc.

Staff reviewed the submitted proposals for responsiveness, vendors' experience providing similar services, and the unit prices. This was an RFP for itemized maintenance services; therefore, unlike a construction bidding process, a total dollar amount for the cost could not be required. However, staff used the City's typical quantities for each work item to perform an analysis for comparing the unit prices provided by each proposal.

Among the five vendors, based on CT & T Concrete Paving, Inc. (CT&T) 's experience, work history, performance, and proposed unit prices, staff selected its proposal for further negotiations. A unit cost analysis using typical quantities was performed to compare CT&T's unit prices with the other qualified vendors. The analysis showed that at $1,381,548, the negotiated typical-quantity total cost of CT&T would cost the City over 20% less than the second-best price proposal submitted by Hardy & Harper, Inc., with a typical-quantity total cost of $1,745,740. It must be emphasized that these dollar amounts are not what the City will be spending on this agreement in a typical year. The dollar amounts are generated only for the cost comparison analysis and are based on the typical quantities, assuming that the City utilizes all of the service items listed in the RFP in the same fiscal year. In reality, it would be unlikely for the City to utilize all service items with those quantities in one year.

After reviewing and evaluating its proposal, staff remains confident that CT&T is qualified to provide the road and sidewalk maintenance services as stipulated in the RFP with the most competitive cost model.

Therefore, staff selected CT&T's proposal to be recommended for a one-year agreement through June 30, 2023, for road and sidewalk maintenance services. At the end of the initial one (1) year, the City Council will have the option to approve up to six (6) years of extensions upon successful demonstration of exemplary work performance.

CT&T's unit prices are provided in Exhibit "A" of the proposed agreement (Attachment 1). All unit prices will be fixed for the initial one-year term of the agreement. In the event

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the City Council exercises its option to extend the agreement, any compensation increases will be subject to negotiations but capped at the Consumer Price Index (CPI) as described in the proposed agreement.

LEGAL REVIEW:

The City Attorney has reviewed and approved the agreement as to form.

PREPARED BY:

REVIEWED BY:

Attachments:

1. 5.14.a Maintenance Services Agreement with CT & T Concrete Paving Inc.

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Agenda #: 5.15
Meeting Date: June 21, 2022
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: CONSULTANT SERVICES AGREEMENT WITH PRINCE GLOBAL SOLUTIONS, LLC THROUGH JUNE 30, 2023.

STRATEGIC
GOAL: Safe, Sustainable & Healthy Community
RECOMMENDATION:

FINANCIAL IMPACT:

The total not-to-exceed amount of the Consultant Services Agreement is $50,500. The amount is based on a monthly retainer of $4,000, plus up to $2,500 in direct expenses.

Sufficient funds for such services are included in the Fiscal Year 2022/23 budget.

BACKGROUND:

Constructed in the 1970s, the two-mile-long stretch of State Route (SR)-57/SR-60 confluence is among the worst congested freeway segment in California and the country. For these reasons, completing improvements to the SR-57/SR-60 confluence is important for regional mobility and the region's economic vitality. Diamond Bar residents are directly impacted by the congestion and issues that the confluence area has been facing for decades, and the City has a vested interest in solving those issues.

In 2008, with the Federal advocacy work provided by Kevin Jones of Prince Global Solutions, LLC (Consultant), the City of Industry and the City of Diamond Bar began the joint efforts to solve this problem.

The Consultant has been providing Federal advocacy services directly to the City since August 2017. The main focus of the Consultant's services has been on the City's efforts in collaboration with the local, regional, and federal partners to secure funds and

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support for the State Route SR-57/SR-60 Confluence Project (Project).

Staff has been actively pursuing funding opportunities to expedite the Project delivery to ensure that the Project progresses without a suspension. Phases I and II of the Project have been completed, and Phase III is in the design phase. Phase III includes the construction of a new Grand Avenue Bridge over the SR-60, along with the freeway mainline improvements and bypass connectors. As part of phase III, a complete renovation of Diamond Bar Golf Course is currently under construction, and the right of way acquisition is underway. The construction work on the Phase III mainline improvements, including the bridge replacement, is anticipated to commence by the end of the 2022 calendar year.

After the mainline works in Phase III of the Project is ready for construction, the City will decide on turning its focus to the missing Westbound SR-60 Direct Connector to Grand Avenue" component (WB Connector). The WB Connector was recommended by a 2017 SR-57/SR-60 Confluence Project Supplemental Need Study (Study). The Study was supported by the City and other local and regional agencies and implemented by the Southern California Association of Governments (SCAG).

DISCUSSION:

On July 15, 2021, the City Council approved an agreement with the Consultant for Federal advocacy services related to the Project. That agreement is set to expire on June 30, 2022. As a continuation of the advocacy work and consistent with the City's 2021-2024 Strategic Plan, the Consultant submitted a proposal in response to the City's request (Exhibit "A"). The Consultant's proposed scope of work for the Fiscal Year 2022/23 includes, but is not limited to, the following:

1. Continue working closely with the San Gabriel Valley Congressional delegation, Senate and House Transportation Committee staff, Department of Transportation officials, and relevant stakeholder groups on matters relevant to the 57/60 Confluence Project and other transportation priorities of the City.

2. Support the effort to complete the 57/60 Confluence Project;

3. Support future applications for funding from DOT discretionary grant programs;

4. Facilitate requests for Congressionally directed funding to support local infrastructure projects;

5. Monitor and engage pertinent Congressional consideration of transportationrelated legislation, including, but not limited to, annual transportation appropriations bills and the Infrastructure Investment and Jobs Act;

6. Continue advocating for other policy measures and legislation that will assist the City in securing Federal funding to support local priorities;

7. Consider and monitor other legislation, regulations, and agency actions that would benefit DB;

8. Consider and coordinate Congressional and DOT site visits to the City, 57/60 Project areas, and otherwise as appropriate; and

9. As practicable, given continuing COVID-related limitations, plan and coordinate Diamond Bar's visits to Washington, DC and recommend other visits as necessary.

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Accelerating the completion of the Project is critically important to the region and Diamond Bar residents. Therefore, it remains to be the City's highest priority freight highway improvements project. Staff plan to continue working with the United States Department of Transportation, California Department of Transportation, Los Angeles County Metropolitan Transportation Authority, and other partners and advocate to fill any funding cap and ensure that the Project progresses without a suspension. Another objective for the services under this consulting agreement is to potentially activate the regional support for the WB Connector component mentioned above.

LEGAL REVIEW:

The City Attorney has reviewed and approved the agreement as to form.

PREPARED BY:

REVIEWED BY:

Attachments:

1. 5.15.a Consultant Services Agreement with Prince Global Solutions, LLC

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CONSULTANT SERVICES AGREEMENT
THIS AGREEMENT (the "Agreement") is made as of June 21, 2022 by and between the City of Diamond Bar, a municipal corporation ("City") and Prince Global Solutions, LLC ("Consultant").

1. Consultant's Services.

Subject to the terms and conditions set forth in this Agreement Consultant shall provide to the reasonable satisfaction of the City the services set forth in the attached Exhibit "A", which is incorporated herein by this reference. As a material inducement to the City to enter into this Agreement, Consultant represents and warrants that it has thoroughly investigated the work and fully understands the difficulties and restrictions in performing the work. Consultant represents that it is fully qualified to perform such consulting services by virtue of its experience and the training, education and expertise of its principals and employees.

Director of Public Works/City Engineer (herein referred to as the "City's Project Manager"), shall be the person to whom the Consultant will report for the performance of services hereunder. It is understood that Consultant shall coordinate its services hereunder with the City's Project Manager to the extent required by the City's Project Manager, and that all performances required hereunder by Consultant shall be performed to the satisfaction of the City's Project Manager and the City Manager

2. Term of Agreement. This Agreement shall take effect July 1, 2022, and shall continue until June 30, 2023 ("Term"), unless earlier terminated pursuant to the provisions herein.

3. Compensation.

A. City agrees to compensate Consultant for services which Consultant performs to the satisfaction of City in compliance with the scope of services set forth in Exhibit "A".

B. The City shall pay Consultant a retainer in monthly increments of $4,000,00.

C. Total payment to Consultant pursuant to this Agreement shall not exceed Fifty thousand five hundred ($50,500) without prior written consent of the City. This amount shall include all costs, including, but not limited to, all clerical, administrative, overhead, telephone, travel and all related expenses.

D. Notwithstanding the above, if the City requests Consultants to travel, Consultant shall, upon submission of receipts evidencing the cost incurred, be paid for necessary and reasonable travel expenses in an amount not to exceed $2,500.

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4. Payment.

A. Consultant shall submit to City an invoice for the services completed, authorized expenses and authorized extra work actually performed or incurred.

B. All such invoices shall state the basis for the amount invoiced, including services completed, the number of hours spent and any extra work performed.

C. Payment will be made only after submission of proper invoices.

D. City will pay Consultant the amount property invoiced within 30 days of receipt, which sum shall be paid within 30 days of completion of the work.

E. Payment shall constitute payment in full for all services, authorized costs and authorized extra work covered by that invoice.

6. Priority of Documents. In the event of any inconsistency between the provisions of this Agreement and any attached exhibits, the provisions of this Agreement shall control.

7. Status as Independent Contractor.

A. Consultant is, and shall at all times remain as to City, a wholly independent contractor. Consultant shall have no power to incur any debt, obligation, or liability on behalf of City or otherwise act on behalf of City as an agent, except as specifically provided herein. Neither City nor any of its agents shall have control over the conduct of Consultant or any of Consultant's employees, except as set forth in this Agreement. Consultant shall not, at any time, or in any manner, represent that it or any of its agents or employees are in any manner employees of City.

B. Consultant agrees to pay all required taxes on amounts paid to Consultant under this Agreement, and to indemnify and hold City harmless from any and all taxes, assessments, penalties, and interest asserted against City by reason of the independent contractor relationship created by this Agreement. In the event that City is audited by any Federal or State agency regarding the independent contractor status of Consultant and the audit in any way fails to sustain the validity of a wholly independent contractor relationship between City and Consultant, then Consultant agrees to reimburse City for all costs, including accounting and attorney's fees, arising out of such audit and any appeals relating thereto. 2 Professional Services – Non-Design
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C. Consultant shall fully comply with Workers' Compensation laws regarding Consultant and Consultant's employees. Consultant further agrees to indemnify and hold City harmless from any failure of Consultant to comply with applicable Worker's Compensation laws.

D. Consultant shall, at Consultant's sole cost and expense fully secure and comply with all federal, state and local governmental permit or licensing requirements, including but not limited to the City of Diamond Bar, South Coast Air Quality Management District, and California Air Resources Board.

E. In addition to any other remedies it may have, City shall have the right to offset against the amount of any fees due to Consultant under this Agreement any amount due to City from Consultant as a result of Consultant's failure to promptly pay to City any reimbursement or indemnification required by this Agreement or for any amount or penalty levied against the City for Consultant's failure to comply with this Section.

8. Standard of Performance. Consultant shall • perform all work at the standard of care and skill ordinarily exercised by members of the profession under similar conditions and represents that it and any subcontractors it may engage, possess any and all licenses which are required to perform the work contemplated by this Agreement and shall maintain all appropriate licenses during the performance of the work.

9. Indemnification.

Consultant shall indemnify, defend with counsel approved by City, and hold harmless City, its officers, officials, employees and volunteers ("Indemnitees") from and against all liability, loss, damage, expense, cost (including without limitation reasonable attorneys' fees, expert fees and all other costs and fees of litigation) of every nature arising out of or in connection with:
(1) Any and all claims under Workers' Compensation Act and other employee benefit acts with respect to Consultant's employees or Consultant's contractor's employees arising out of Consultant's work under this Agreement; and (2) Any and all claims arising out of Consultant's performance of work hereunder or its failure to comply with any of its obligations contained in this Agreement, regardless of City's passive negligence, but excepting such loss or damage which is caused by the sole active negligence or willful misconduct of the City. Should City in its sole discretion find Consultant's legal counsel unacceptable, then Consultant shall reimburse the City its costs of defense, including without limitation reasonable attorneys' fees, expert fees and all other costs and fees of litigation. The Consultant shall promptly pay any final judgment rendered against the Indemnitees. It is expressly understood and agreed that the foregoing provisions are intended to be as broad and inclusive as is permitted by the law of the State of California and will survive termination
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of this Agreement. Except for the Indemnitees, this Agreement shall not be construed to extend to any third-party indemnification rights of any kind. (3) To the fullest extent permitted by law, the Consultant agrees to indemnify and hold indemnitees entirely harmless from all liability arising out of any claim, loss, injury to or death of persons or damage to property caused by the negligent professional act or omission in the performance of professional services pursuant to this Agreement.

10. Insurance.

A. Consultant shall at all times during the term of this Agreement carry, maintain, and keep in full force and effect, with an insurance company authorized to do business in the State of California and approved by the City the following insurance:
(1) A policy or policies of broad-form comprehensive general liability insurance written on an occurrence basis with minimum limits of $1,000,000.00 combined single limit coverage against any injury, death, loss or damage as a result of wrongful or negligent acts by Consultant, its officers, employees, agents, and independent contractors in performance of services under this Agreement;
(2) Property damage insurance with a minimum limit of $500,000.00 per occurrence;
(3) Automotive liability insurance written on an occurrence basis covering all owned, non-owned and hired automobiles, with minimum combined single limits coverage of $1,000,000.00; and
(4) Worker's Compensation insurance when required by law, with a minimum limit of $500,000.00 or the amount required by law, whichever is greater.

C. All insurance policies shall provide that the insurance coverage shall not be non-renewed, canceled, reduced, or otherwise modified (except through the addition of additional insureds to the policy) by the insurance carrier without the insurance carrier giving City at least ten (10) days prior written notice thereof.

Consultant agrees that it will not cancel, reduce or otherwise modify the insurance coverage and in the event of any of the same by the insurer to immediately notify the City.
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D. All policies of insurance shall cover the obligations of Consultant pursuant to the terms of this Agreement and shall be issued by an insurance company which is authorized to do business in the State of California or which is approved in writing by the City; and shall be placed have a current A.M. Best's rating of no less than A-, VII.

E. Consultant shall submit to City (1) insurance certificates indicating compliance with the minimum insurance requirements above, and (2) insurance policy endorsements or a copy of the insurance policy evidencing the additional insured requirements in this Agreement, in a form acceptable to the City.

F. Self-Insured Retention/Deductibles. All policies required by this Agreement shall allow City, as additional insured, to satisfy the self-insured retention ("SIR") and/or deductible of the policy in lieu of the Consultant (as the named insured) should Consultant fail to pay the SIR or deductible requirements. The amount of the SIR or deductible shall be subject to the approval of the City. Consultant understands and agrees that satisfaction of this requirement is an express condition precedent to the effectiveness of this Agreement. Failure by Consultant as primary insured to pay its SIR or deductible constitutes a material breach of this Agreement. Should City pay the SIR or deductible on Consultant's due to such failure in order to secure defense and indemnification as an additional insured under the policy, City may include such amounts as damages in any action against Consultant for breach of this Agreement in addition to any other damages incurred by City due to the breach, G. Subrogation. With respect to any Workers' Compensation Insurance or Employer's Liability Insurance, the insurer shall waive all rights of subrogation and contribution it may have against the Indemnitees.

H. Failure to Maintain Insurance. If Consultant fails to keep the insurance required under this Agreement in full force and effect, City may take out the necessary insurance and any premiums paid, plus 10% administrative overhead, shall be paid by Consultant, which amounts may be deducted from any payments due Consultant.

I. Consultant shall include all subcontractors, if any, as insureds under its policies or shall furnish separate certificates and endorsements for each subcontractor to the City for review and approval. All insurance for subcontractors shall be subject to all of the requirements stated herein.

11. Confidentiality. Consultant in the course of its duties may have access to confidential data of City, private individuals, or employees of the City. Consultant covenants that all data, documents, discussion, or other information developed or received by Consultant or provided for performance of this Agreement are deemed confidential and shall not be disclosed by Consultant without written authorization by City. City shall grant such authorization if disclosure is required by law. All City data shall be returned to City upon the termination of this Agreement. Consultant's covenant under this section shall survive the termination of this Agreement.

Notwithstanding the foregoing, to the extent Consultant prepares reports of a proprietary nature specifically
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for and in connection with certain projects, the City shall not, except with Consultant's prior written consent, use the same for other unrelated projects.

12. Ownership of Materials. Except as specifically provided in this Agreement, all materials provided by Consultant in the performance of this Agreement shall be and remain the property of City without restriction or limitation upon its use or dissemination by City. Consultant may, however, make and retain such copies of said documents and materials as Consultant may desire.

13. Maintenance and Inspection of Records. In accordance with generally
accepted accounting principles, Consultant and its subcontractors shall maintain reasonably full and complete books, documents, papers, accounting records, and other information (collectively, the "records") pertaining to the costs of and completion of services performed under this Agreement. The City and any of their authorized representatives shall have access to and the right to audit and reproduce any of Consultant's records regarding the services provided under this Agreement.

Consultant shall maintain all such records for a period of at least three (3) years after termination or completion of this Agreement. Consultant agrees to make available all such records for inspection or audit at its offices during normal business hours and upon three (3) days' notice from the City, and copies thereof shall be furnished if requested.

14. Conflict of Interest.

A. Consultant covenants that it presently has no interest and shall not acquire any interest, direct or indirect, which may be affected by the services to be performed by Consultant under this Agreement, or which would conflict in any manner with the performance of its services hereunder. Consultant further covenants that, in performance of this Agreement, no person having any such interest shall be employed by it. Furthermore, Consultant shall avoid the appearance of having any interest which would conflict in any manner with the performance of its services pursuant to this Agreement.

B. Consultant covenants not to give or receive any compensation, monetary or otherwise, to or from the ultimate vendor(s) of hardware or software to City as a result of the performance of this Agreement. Consultant's covenant under this section shall survive the termination of this Agreement.

15. Termination. The City may terminate this Agreement with or without cause upon thirty (30) days' written notice to Consultant. The effective date of termination shall be upon the date specified in the notice of termination, or, in the event no date is specified, upon the thirtieth (30th) day following delivery of the notice. In the event of such termination, City agrees to pay Consultant for services satisfactorily rendered prior to the effective date of termination. Immediately upon receiving written notice of termination, Consultant shall discontinue performing services, unless the notice provides otherwise, except those services reasonably necessary to effectuate the termination. The City shall be not liable for any claim of lost profits. 6 Professional Services – Non-Design
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16. Personnel/Designated Person. Consultant represents that it has, or will secure at its own expense, all personnel required to perform the services under this Agreement. All of the services required under this Agreement will be performed by Consultant or under it supervision, and all personnel engaged in the work shall be qualified to perform such services.

17. Non-Discrimination and Equal Employment Opportunity.

A. Consultant shall not discriminate as to race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, medical condition, or sexual orientation, in the performance of its services and duties pursuant to this Agreement, and will comply with all rules and regulations of City relating thereto. Such nondiscrimination shall include but not be limited to the following: employment, upgrading, demotion, transfers, recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship.

B. Consultant will, in all solicitations or advertisements for employees placed by or on behalf of Consultant state either that it is an equal opportunity employer or that all qualified applicants will receive consideration for employment without regard to race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, medical condition, or sexual orientation.

C. Consultant will cause the foregoing provisions to be inserted in all subcontracts for any work covered by this Agreement except contracts or subcontracts for standard commercial supplies or raw materials.

18. Time of Completion. Consultant agrees to commence the work provided
for in this Agreement within (5) days of being notified by the City to proceed and to diligently prosecute completion of the work during the term.

19. Time Is of the Essence. Time is of the essence in this Agreement.

Consultant shall do all things necessary and incidental to the prosecution of Consultant's work.

20. Delays and Extensions of Time. Consultant's sole remedy for delays outside its control shall be an extension of time. No matter what the cause of the delay, Consultant must document any delay and request an extension of time in writing at the time of the delay to the satisfaction of City. Any extensions granted shall be limited to the length of the delay outside Consultant's control. If Consultant believes that delays caused by the City will cause it to incur additional costs, it must specify, in writing, why the delay has caused additional costs to be incurred and the exact amount of such cost within 10 days of the time the delay occurs. No additional costs can be paid that exceed the not to exceed amount absent a written amendment to this Agreement. In no event shall the Consultant be entitled to any claim for lost profits due to any delay, whether caused by the City or due to some other cause. 7 Professional Services - Non Design
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21. Assignment. Consultant shall not assign or transfer any interest in this Agreement nor the performance of any of Consultant's obligations hereunder, without the prior written consent of City, and any attempt by Consultant to so assign this Agreement or any rights, duties, or obligations arising hereunder shall be void and of no effect.

22. Compliance with Laws. Consultant shall comply with all applicable laws, ordinances, codes and regulations of the federal, state, and local governments.

23. Non-Waiver of Terms, Rights and Remedies. Waiver by either party of any one or more of the conditions of performance under this Agreement shall not be a waiver of any other condition of performance under this Agreement. In no event shall the making by City of any payment to Consultant constitute or be construed as a waiver by City of any breach of covenant, or any default which may then exist on the part of Consultant, and the making of any such payment by City shall in no way impair or prejudice any right or remedy available to City with regard to such breach or default.

24. Reserved.

25. Mediation. Any dispute or controversy arising under this Agreement, or in connection with any of the terms and conditions hereof, which cannot be resolved by the parties, may be referred by the parties hereto for mediation. A third party, neutral mediation service shall be selected, as agreed upon by the parties and the costs and expenses thereof shall be borne equally by the parties hereto. The parties agree to utilize their good faith efforts to resolve any such dispute or controversy so submitted to mediation. It is specifically understood and agreed by the parties hereto that mutual good faith efforts to resolve the same any dispute or controversy as provided herein, shall be a condition precedent to the institution of any action or proceeding, whether at law or in equity with respect to any such dispute or controversy.

26. Notices. Any notices, bills, invoices, or reports required by this Agreement shall be deemed received on (a) the day of delivery if delivered by hand during regular business hours or by facsimile before or during regular business hours; or (b) on the third business day following deposit in the United States mail, postage prepaid, to the addresses heretofore set forth in the Agreement, or to such other addresses as the parties may, from time to time, designate in writing pursuant to the provisions of this section.
"CONSULTANT" "CITY"
Prince Global Solutions, LLC
P.O. Box 711572
Herndon, VA 20171
Attn.: Kevin Jones
Phone: (202) 550-9800
E-mail: kevinprinceqlobalsolutions.com
City of Diamond Bar
21810 Copley Drive
Diamond Bar, CA 91765-4178
Attn.: Daniel Fox, City Manager
Phone: (909) 839-7010
E-mail: [email protected]
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27. Governing Law. This Agreement shall be interpreted, construed and enforced in accordance with the laws of the State of California. The venue for any action brought under this Agreement shall be in Los Angeles County.

28. Counterparts. This Agreement may be executed in any number of counterparts, each of which shall be deemed to be the original, and all of which together shall constitute one and the same instrument.

29. Entire Agreement. This Agreement, and any other documents incorporated herein by reference, represent the entire and integrated agreement between Consultant and City. This Agreement supersedes all prior oral or written negotiations, representations or agreements. This Agreement may not be amended, nor any provision or breach hereof waived, except in a writing signed by the parties which expressly refers to this Agreement. Amendments on behalf of the City will only be valid if signed by a person duly authorized to do so under the City's Purchasing Ordinance.

IN WITNESS of this Agreement, the parties have executed this Agreement as of the date first written above.
“Consultant” “City”
Prince Global Solutions, Inc. CITY OF DIAMOND BAR
By: By:

Printed Name: Kevin D. Jones, Esq. Ruth M. Low, Mayor
Title: President and Sole Corporate Officer
By: ATTEST:

Printed Name:

Title:

Kristina Santana, City Clerk
Approved as to form:

By:______________________
David A. DeBerry, City Attorney
''NOTE: if Consultant is a corporation, the City requires the following signature(s):
(1) the Chairman of the Board, the President or a Vice President, AND (2) the Secretary, the Chief Financial Officer, the Treasurer, an Assistant Secretary or an Assistant Treasurer. If only one corporate officer exists or one corporate officer holds more than one corporate office, please so indicate. OR
The corporate officer named in a corporate resolution as authorized to enter into this Agreement. A copy of the corporate resolution, certified by the Secretary close in time to the execution of the Agreement, must be provided to the City.
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Exhibit “A”

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2 Prince Global Solutions, LLC

SCOPE OF WORK – FEDERAL ADVOCACY SERVICES

CITY OF DIAMOND BAR
57/60 CONFLUENCE PROJECT AND OTHER MATTERS
JULY 1, 2022 – JUNE 30, 2023
Consistent with the City of Diamond Bar’s updated 2021-2024 Strategic Plan, the following Scope of Work (and Cost Statement) sets forth the City’s Federal goals and objectives, including, but not limited to, the pursuit of Federal funding and policy for the 57/60 Confluence Project.

Through continuous engagement in Washington on Federal legislation and regulation, the Federal Budget, Federal funding and grants, Federal policy development and Federal Agency activity, the City will be promoting the development of a safe, sustainable and healthy Diamond Bar community through the efficient and visionary stewardship of public resources.

Summary and Priority Actions
This Scope of Work delineates the goals, priority actions, general legislative matters, day-to-day responsibilities and costs for the City of Diamond Bar’s (DB) Federal Government Affairs Representative -- Prince Global Solutions (PGS) -- from July 1, 2022 through June 30, 2023.

PGS expects to focus on the following activities in furtherance of DB’s Washington objectives over the next calendar year. As always, this list may necessarily change during the course of the year:
1) Continue working closely with the San Gabriel Valley Congressional delegation, Senate and House Transportation Committee staff, Department of Transportation officials, and relevant stakeholder groups on matters which are relevant to the 57/60 Confluence Project and other DB transportation priorities. 2) Support the effort to complete the 57/60 Confluence Project;

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3 3) Support future applications for funding from DOT discretionary grant programs; 4) Facilitate requests for Congressionally directed funding to support local infrastructure projects;
5) Monitor and engage pertinent Congressional consideration of transportationrelated legislation, including, but not limited to, annual transportation appropriations bills and the Infrastructure Investment and Jobs Act; 6) Continue advocating for other policy measures and legislation that will assist DB in securing Federal funding to support local priorities; 7) Consider and monitor other legislation, regulations and agency actions that would benefit DB;
8) Consider and coordinate Congressional and DOT site visits to DB, 57/60 Project areas and otherwise as appropriate; and
9) As practicable given continuing COVID-related limitations, plan and coordinate DB visits to Washington, DC and recommend other visits as necessary.

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4 Cost Statement – 2022-23

To accomplish the goals and objectives set forth in this Scope of Work, PGS proposes compensation in the form of a fixed fee monthly retainer of $4,000. If DB requires Kevin Jones to travel in furtherance of this Scope of Work, DB will reimburse PGS for necessary and reasonable travel expenses in an annual amount not to exceed $2,500.

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5 Legislative Matters and Day-to-Day Activities
To support the above described Scope of Work, PGS will consider and monitor a variety of legislative matters, including, but not limited to, the following:

1. Reauthorization of Federal transportation law;

2. Consideration of Federal infrastructure investment laws and legislation.

3. Federal appropriations-related measures;

4. Freight and goods movement initiatives;

5. Issues of significance to national trade gateways and trade corridors.

6. Measures to increase efficiency in transportation project development, delivery, design and construction;

7. Innovative financing proposals;

8. Consideration of public-private partnerships to support transportation projects;

9. Proposals to create new transportation loan and grant programs and to expand or constrict existing programs;

10.Transportation-related air quality and environmental review measures; and

11.At DB’s direction, other Federal matters that are pertinent to important local DB objectives and priorities.

As described in detail below, PGS will keep DB informed about pertinent developments and propose options for direct actions in furtherance of DB’s objectives:

Regular Communications, Strategy Formulation and Execution • Regularly communicate with DB staff on all matters, utilizing whatever means are preferred by DB and are most practicable under the circumstances. This will include telephone calls, e-mails, and text messages. • Agree upon strategic objectives with DB staff and modify as needed. • Regularly agree upon execution plans with DB staff.
• Regular telephone conferences to provide updates on DC activities. • Provide a monthly summary of activities.

Relationship Building and Maintenance
• Scope of relationships with Congressional and Executive Branch staff is dictated by the strategy and execution plans approved by DB. • Establish general guidelines and priorities for regular interaction with such staff in consultation with DB.
• Balance contacts with Congressional and Executive Branch staff • Coordinate the timing of these contacts.
• Manage DC message points based on priorities set by DB. • Regular reporting to DB regarding the interaction with Congressional and

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6 Executive Branch staff.
• Arranging regular interaction for Congressional and Executive Branch staff with DB officials wherever appropriate and possible.
• Place particular emphasis on developing strong working relationships with DB’s Member of Congress and California Senators, as well as strategic alliances with other Members of the California Congressional delegation, especially those from DB’s region.

Intelligence Gathering and Monitoring of Federal Legislation and Regulations • Accumulate information relevant to DB’s goals from:
o Personal Interaction with Congressional and Executive Branch staff, (meetings, telephone conferences, and electronic communications), o Congressional hearings and markups and
o Executive Branch rulemakings, announcements regarding Federal funding availability, webinars, etc...
• Monitor, research and analyze pertinent Federal legislation. • Monitor, research and analyze pertinent Federal regulations. • Regularly analyze and report to DB on gathered intelligence. • Regularly analyze and report to DB on the status and substance of pertinent legislation and regulations.

Monitoring, Analyzing and Pursuing Relevant Funding Opportunities • Actively monitor and analyze relevant Federal funding opportunities for DB at the Congressional and Executive Branch levels.
• Advise DB of specific funding opportunities as they arise and recommend strategies for pursuing those opportunities.
• Assist DB in the process of requesting and applying for Federal funding. • Provide strategic and logistical support for all requests and applications as appropriate.

Monitoring, Analyzing and Impacting Relevant Policy Making Activities • Actively monitor and analyze legislative and regulatory initiatives, particularly those that may affect the allocation of relevant Federal funding. • Advise DB when it would be in its best interest to weigh in on such initiatives. • Devise strategies for engaging this process.

Interaction with Trade Groups and Representation at DC Events • Serve as DB’s representative in connection with relevant trade associations and relevant DC events.
• Strategize with DB about how best to leverage the relationship with an association and other organizations to further DB’s interests. • Provide information regarding DB and inform of DB policy positions. • Participate in strategy formulation that furthers DB’s best interests. • Work with DB to ensure that DB’s interests remain paramount throughout these interactions.

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7 Planning of DB Visits to Washington (as practicable given continuing COVID issues) • At the direction of DB, propose and develop a schedule of meetings for DB officials in Washington as needed.
• Agree upon substantive strategy and message points for each meeting. • Contact Congressional and Executive Branch staff to request meetings. • Gather intelligence from Congressional and Executive Branch staff while arranging meetings to assist in strategy formulation and crafting message points.
• Adjust meeting schedule as necessary based on intelligence gathered. • Coordinate timing of meetings.
• In consultation with DB, prepare and distribute white papers and other materials that will inform Federal officials about issues to be discussed during the meetings.

Planning of Visits to DB by Congressional Members, Executive Branch Officials and their Respective Staffs
• As appropriate and practicable, propose and coordinate visits to DB by Federal officials to provide them with first hand exposure to various priority issues of Federal import affecting DB.
• Work with DB to identify prospective visits.
• Extend invitations and work with DB to plan agendas and logistics. • Agree upon substantive strategy and message points for the visits.

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Agenda #: 5.16
Meeting Date: June 21, 2022
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: FOURTH AMENDMENT TO FRANCHISE AGREEMENT WITH CLEAR CHANNEL OUTDOOR FOR BUS SHELTERS THROUGH JUNE 30,
2023.

STRATEGIC
GOAL: Safe, Sustainable & Healthy Community
RECOMMENDATION:

Approve, and authorize the Mayor to sign, Amendment No. 4 to the Bus Shelter Advertisement Franchise Agreement extending the Agreement through June 30, 2023.

FINANCIAL IMPACT:

During the term of the Agreement, Clear Channel Outdoor will provide the City on a quarterly basis 19.1% of the gross advertising revenues received, after agency commission, or $2,000 whichever is greater. The vendor’s maintenance service at the bus stops will continue through the end of the 1-year extension.

BACKGROUND:

On September 5, 2000, the City Council approved a Bus Shelter Franchise Agreement (Original Agreement) for July 1, 2000, through June 30, 2007. The Original Agreement was with Eller Media Company; however, the company was renamed on July 1, 2001, to Clear Channel Outdoor (CCO). On May 15, 2007, the City Council approved the First Amendment to the Original Agreement to extend the term for seven (7) years from July 1, 2007, through June 30, 2014. A Second Amendment was approved at the October 21, 2014, City Council meeting for another seven (7) years from July 1, 2014, through June 30, 2021. A Third Amendment was approved on June 15, 2021, for one (1) year extension from July 1, 2021, through June 30, 2022.

The agreement, inclusive of the amendments, currently provides for the maintenance and operation of currently 34 sheltered bus stops (shelter, bench, and trash receptacle) and 53 unsheltered bus stops (bench and trash receptacle).

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The maintenance and operation responsibilities of CCO at the bus stops (sheltered and unsheltered) include cleaning, repairing, servicing trash receptacles, and replacing components destroyed in an automobile accident or by vandalism.

ANALYSIS:

The 1-year extension under Third Amendment to Original Agreement is set to expire on June 30, 2022; therefore, an additional 1-year extension request letter was submitted by CCO (Attachment 2). This extension will allow for the phase-out period (transition) to replace the remaining bus shelters that are owned and maintained by CCO with City’s new bus shelter as part of the underway Citywide Bus Shelter Replacement Program (CIP Project) for FY 21/22, and will be carryover to FY 22/23.

As part of the underway CIP project, staff advertised the Request for Bids (RFB) for the procurement and installation of the bus stop shelters project in Mid-December 2021.

Staff received three (3) bids Mid-January 2022. All bids were rejected as recommended by City’s Attorney.

In Mid-April 2022, staff repackaged and re-advertised the City’s bus stop shelters procurement and installation along with the maintenance under an advertising franchise agreement. Two nonresponsive proposals were received Mid-May 2022. One proposal was from Creative Outdoor Advertising, which did not show the experience and capacity needed to fulfill the required services. The second proposal was submitted by CCO (the City’s current franchisee). Based on the two nonresponsive proposals, staff recommends the proposed Fourth Amendment (Attachment 1) to extend the current franchise agreement with CCO for an additional one year. This extension will allow staff to issue another RFP or negotiate all aspects of a new agreement with CCO or other firms to cover advertising on the bus shelters and maintenance of the bus stops while also working on a separate bidding process for the construction component of the bus shelters replacement project.

LEGAL REVIEW:

The City Attorney has reviewed and approved the amended agreement as to form.

PREPARED BY:

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REVIEWED BY:

Attachments:

1. 5.16.a Fourth Amendment to Agreement

2. 5.16.b CCO's Extension Request Letter

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Clear Channel Outdoor
19320 Harborgate Way Torrance, CA 90501
Call 310-755-7200 / Visit ClearChannelOutdoor.com / Follow @CCOutdoorNA Public Affairs Department
June 2, 2022
City of Diamond Bar
Attn: Hal Ghafari, PE
Public Works Manager/Assistant City Engineer
21810 Copley Drive
Diamond Bar, CA 91765
RE: 4th FRANCHISE AGREEMENT AMENDMENT FOR BUS SHELTERS BETWEEN CLEAR CHANNEL OUTDOOR, LLC AND THE CITY OF DIAMOND BAR DATED SEPTEMBER 5, 2000, AS AMENDED BY AMENDMENT #1 TO FRANCHISE AGREEMENT FOR BUS SHELTERS DATED MAY 15, 2007, AMENDMENT #2 TO FRANCHISE AGREEMENT FOR BUS SHELTERS DATED OCTOBER 21, 2014 AND AMENDMENT #3 DATED JUNE 15, 2021 Dear Mr. Ghafari:

Clear Channel Outdoor would like to request a term extension for an additional year, which would expire on June 30, 2023. Pending corporate approval, CCO would offer the fee payable to the City of $2,000 on a quarterly basis or 19.1% of the gross advertising revenue, whichever is greater for the period of July 1, 2022, through June 30, 2023. All the other terms in the existing agreement between Clear Channel Outdoor and the City of Diamond Bar will remain the same, including, but not limited to, the 90-day notice for any shelters to be removed (in order for CCO to accommodate our existing advertising clients).

CCO appreciates the long-standing relationship with the city and we look forward to continuing that relationship for years to come. Please let me know if you have any questions and/or if we can be of any assistance to help process the extension request. I can be reached at (310) 755- 7234 or at [email protected].

Sincerely,
Layne Lawson, Vice President of Public Affairs
California
cc: Christina Malpica, Associate Engineer

ATTACHMENT A

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Agenda #: 5.17
Meeting Date: June 21, 2022
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: FIRST AMENDMENT TO MAINTENANCE SERVICES AGREEMENT WITH GUARANTEED JANITORIAL SERVICE, INC. FOR JANITORIAL SERVICE THROUGH JUNE 30, 2023.

STRATEGIC
GOAL: Responsible Stewardship of Public Resources
RECOMMENDATION:

Approve, and authorize the Mayor to sign, the First Amendment to the Maintenance Services Agreement with Guaranteed Janitorial Service, Inc. granting a one-year extension through June 30, 2023.

FINANCIAL IMPACT:

The amended total not-to-exceed amount of the Agreement for Fiscal Year 2022/23 would be $242,752 which includes a $19,223 (8.6% CPI) increase over the previous year cost. Sufficient funds are included in the fiscal year 2022/23 Operating budget to cover the cost of such services.

BACKGROUND/DISCUSSION:

Guaranteed Janitorial Service, Inc. (Guaranteed), managed by City staff, has been providing janitorial services at four City facilities; City Hall/Library, Diamond Bar Center, Heritage Park, and Pantera Park. On June 18, 2019, the City Council approved a threeyear agreement with Guaranteed Janitorial Service, Inc., to provide Janitorial Service.

Per the Original Agreement, for the first three years of the contract, the pricing was fixed. The City Council has the option to extend the Agreement for three (3) additional one (1) year terms. Overall, Guaranteed’s performance has met City’s expectations.

This satisfactory performance is evident in the City facilities where Guaranteed provides services. Therefore, this First Amendment is proposed to extend the term of the Original Agreement through June 30, 2023, and provide a requested CPI adjustment of 8.6% per the Original Agreement.

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LEGAL REVIEW:

The City Attorney has reviewed and approved the amended agreement as to form.

PREPARED BY:

REVIEWED BY:

Attachments:

1. 5.17.a First Amendment to Maintenace Services Agreement with Guaranteed Janiturial Service, Inc.

5.17 Packet Pg. 232
1293495.1

FIRST AMENDMENT
TO

MAINTENANCE SERVICES AGREEMENT
This First Amendment to Maintenance Services Agreement (“First Amendment”) is made and entered into as of June 21, 2022, by and between the City of Diamond Bar, a municipal corporation (“City”), and Guaranteed Janitorial Service, Inc. (herein referred to as the “Contractor”) with reference to the following:

A. The City and the Contractor entered into that certain Maintenance Services Agreement dated as of June 18, 2019, which is incorporated herein by this reference (the “Original Agreement”); and
B. The City and the Contractor desire to amend the Original Agreement to modify, amend and supplement certain portions thereof.

NOW, THEREFORE, the parties hereby agree as follows:

1. Defined Terms. Except as otherwise defined herein, all capitalized terms used herein shall have the meanings set forth for such terms in the Original Agreement.

2. Term. The Term of the Original Agreement as set forth in Section 2 therein is from July 1, 2019 to June 30, 2022. This First Amendment extends the Term up to and including June 30, 2023.

3. Compensation. The total not-to-exceed compensation set forth in Section 3 of the Original Agreement was the sum of two hundred twenty-three thousand five hundred twenty-nine dollars ($223,529) per fiscal year. Section 3 of the Original Agreement is hereby amended to provide for an increase of nineteen thousand two hundred twenty-three dollars ($19,223) so that the total not-to-exceed compensation for fiscal year 22/23, as amended by this First Amendment shall not exceed two hundred forty-two thousand seven hundred fifty-two dollars ($242,752) per fiscal year without the prior authorization of the City.

4. Integration. This First Amendment and all attachments hereto (if any) integrate all of the terms and conditions mentioned herein, and supersede all negotiations with respect hereto. This First Amendment amends, as set forth herein, the Original Agreement and except as specifically amended hereby, the Original Agreement shall remain in full force and effect. To the extent that there is any conflict or inconsistency between the terms and provisions of this First Amendment and the terms and provisions of the Original Agreement, the terms and provisions of this First Amendment shall control.

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1293495.1
IN WITNESS hereof, the parties enter into this First Amendment on the year and day first above written.
“CONTRACTOR” “CITY”
GUARANTEED JANITORIAL SERVICE, INC. CITY OF DIAMOND BAR *By: By:

Printed Name: Ruth M. Low
Title: Mayor
*By: ATTEST:

Printed Name:

Title:

Kristina Santana, City Clerk
APPROVED AS TO FORM:

David A. DeBerry, City Attorney
*NOTE: If Contractor is a corporation, the City requires the following signature(s):
-- (1) the Chairman of the Board, the President or a Vice-President, AND (2) the Secretary, the Chief Financial Officer, the Treasurer, an Assistant Secretary or an Assistant Treasurer. If only one corporate officer exists or one corporate officer holds more than one corporate office, please so indicate. OR
-- The corporate officer named in a corporate resolution as authorized to enter into this Agreement. A copy of the corporate resolution, certified by the Secretary close in time to the execution of the Agreement, must be provided to the City.

Elias Ochoa Jr.

President
Mary W. Ochoa
Secretary
Type text here

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Cost Breakdown for Fiscal Year 22/23
Site Monthly Annual
Diamond Bar Center $5,400 + 8.6% = $5,864.40 $70,372.80 City Hall / Library $3,924 + 8.6% = $4,261.45 $51,137.40 City Hall / Library (Day Porter) $4,800 + 8.6% = $5,212.80 $62,553.60 Heritage Com. Center $1,500 + 8.6% = $1,629.00 $19,548.00 Pantera Activity Room $950 + 8.6% = 1,031.70 $12,380.40 Total $16,574 + 8.6% = $17,999.35 $215,992.20
As-needed Services Rate Budget
Day Porter (Special Events) $21 Per Hour + 8.6% = $22.80 Hot Water Extraction (In addition to specified work) 14¢ Per Square Foot + 8.6% = 15¢ Per Square Foot As-needed Budget $26,759.80
Total Authorization for FY22/23 $242,752.00

5.17.a
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Agenda #: 5.18
Meeting Date: June 21, 2022
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: FIRST AMENDMENT TO MAINTENANCE SERVICES AGREEMENT WITH PARKWOOD LANDSCAPE MAINTENANCE, INC. FOR
LANDSCAPE SERVICES THROUGH JUNE 30, 2023.

STRATEGIC
GOAL: Responsible Stewardship of Public Resources
RECOMMENDATION:

Approve, and authorize the Mayor to sign, the First Amendment to the Maintenance Services Agreement with Parkwood Landscape Maintenance, Inc. through June 30, 2023.

FINANCIAL IMPACT:

The annual not-to-exceed amount of the proposed First Amendment to the Original Agreement for Fiscal Year 2022/23 remains unchanged from the current fiscal year at $429,312. Sufficient funds are included in Fiscal Year 2022/23 Operating Budget to cover the cost of such services.

BACKGROUND/DISCUSSION:

Parkwood Landscape Maintenance, managed by City staff, have maintained thirteen City-owned-or-maintained parks and facilities. On June 15, 2021, the City Council approved a one-year agreement with Parkwood Landscape Maintenance, Inc. to provide landscape maintenance services (Original Agreement). Per the Original Agreement, the City Council has the option to extend the agreement for up to five years, in increments of no less than one year. Overall, Parkwood’s performance has met City’s expectations, and this is evident in the City facilities they maintain. Therefore, this First Amendment is proposed to extend the term of the Original Agreement through June 30, 2023. The current rate of $429,312 per fiscal year will remain unchanged for the term of this proposed First Amendment. In the event the City Council exercises its option to extend the Agreement, any compensation increases will be subject to negotiations but capped at the Consumer Price Index (CPI) as described in the Agreement.

5.18 Packet Pg. 236
LEGAL REVIEW:

The City Attorney has reviewed and approved the amended agreement as to form.

PREPARED BY:

REVIEWED BY:

Attachments:

1. 5.18.a First Amendment to Maintenance Services Agreement with Parkwood Landscape Maintenance Inc.

5.18 Packet Pg. 237
1293495.1

FIRST AMENDMENT
TO

MAINTENANCE SERVICES AGREEMENT
This First Amendment to Maintenance Services Agreement (“First Amendment”) is made and entered into as of June 21, 2022, by and between the City of Diamond Bar, a municipal corporation (“City”), and Parkwood Landscape Maintenance, Inc. (herein referred to as the “Contractor”) with reference to the following:

A. The City and the Contractor entered into that certain Maintenance Services Agreement dated as of June 15, 2021, which is incorporated herein by this reference (the “Original Agreement”); and
B. The City and the Contractor desire to amend the Original Agreement to modify, amend and supplement certain portions thereof.

NOW, THEREFORE, the parties hereby agree as follows:

1. Defined Terms. Except as otherwise defined herein, all capitalized terms used herein shall have the meanings set forth for such terms in the Original Agreement.

2. Term. The Term of the Original Agreement as set forth in Section 2 therein is from July 1, 2021 to June 30, 2022. This First Amendment extends the Term up to and including June 30, 2023.

3. Compensation. The total not-to-exceed compensation set forth in Section 3 of the Original Agreement is hereby amended to provide that the total not-to-exceed compensation, as amended by this First Amendment, shall not exceed Four Hundred Twenty-Nine Thousand Three Hundred Twelve Dollars ($429,312) per fiscal year without the prior authorization of the City

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Type text her
Type text here

5.18.a
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Agenda #: 5.19
Meeting Date: June 21, 2022
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: THIRD AMENDMENT TO MAINTENANCE SERVICES AGREEMENT WITH WEST COAST ARBORISTS, INC. FOR TREE MAINTENANCE
SERVICES THROUGH JUNE 30, 2023.

STRATEGIC
GOAL: Responsible Stewardship of Public Resources
RECOMMENDATION:

Approve and authorize the Mayor to sign the Third Amendment to the Maintenance Services Agreement with West Coast Arborists, Inc. through June 30, 2023.

FINANCIAL IMPACT:

The proposed amended total not-to-exceed amount of the Agreement for Fiscal Year 2022/23 is $380,632 which includes a $29,819 (8.5% CPI) increase over the previous year rates. Sufficient funds are included in Fiscal Year 2022/23 Operating Budget to cover the cost of such services.

BACKGROUND/DISCUSSION:

The City is responsible for maintaining an urban forest comprised of over 12,000 trees.

To effectively maintain and manage the urban forest, approximately 2,500 trees are pruned annually to ensure that all City-owned trees are pruned every five (5) years.

Maintenance responsibilities include the daily maintenance, management, and emergency services for the urban forest. Maintenance services are completed on an annual scheduled cycle for tree pruning as well as as-needed service requests for tree pruning. Additional services include tree planting, tree removals, and emergency response services.

On June 16, 2018, the City entered into the current Maintenance Services Agreement (Original Agreement) with West Coast Arborists, Inc. (WCA). On March 5, 2019, the City and WCA entered into the First Amendment to the Original Agreement to add additional funding for pest control services due to an insect infestation. Consistent with Section 2

5.19 Packet Pg. 240
of the Original Agreement, “Term of the Agreement,” the City Council has the option to extend the Agreement for up to three (3) one (1)-year additional terms. On June 15, 2021, a Second Amendment extended the term through June 30, 2022.

This proposed Third Amendment is the second one-year extension, which would extend the term of the Agreement through June 30, 2023. For this amendment, per Section

16.B of the Original Agreement, WCA is requesting an 8.5% increase in line item rates based on the Consumer Price Index (CPI), as shown in Exhibit “A” of the Third Amendment (Attachment 1).

LEGAL REVIEW:

The City Attorney has reviewed and approved the amended Agreement as to form.

PREPARED BY:

REVIEWED BY:

Attachments:

1. 5.19.a Third Amendment to Agreement with West Coast Arborists, Inc.

5.19 Packet Pg. 241

5.19.a
Packet Pg. 242

5.19.a
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Agenda #: 5.20
Meeting Date: June 21, 2022
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: CONTINUED PARTICIPATION IN THE NATIONAL

INTERGOVERNMENTAL PURCHASING ALLIANCE TO PURCHASE

JANITORIAL SUPPLIES FOR CITY FACILITIES FOR FISCAL YEAR 2022-2023.

STRATEGIC
GOAL: Safe, Sustainable & Healthy Community
RECOMMENDATION:

FINANCIAL IMPACT:

Sufficient funds for the purchase of sanitary supplies are included in the Fiscal Year 2022/23 Operating Budget for the Civic Center, Diamond Bar Center, and various Parks totaling $65,000.

BACKGROUND/ANALYSIS:

The City's purchasing ordinance, codified in Chapter 3.24 of the Diamond Bar Municipal Code, generally requires the use of formal bidding procedures for the procurement of goods and services that cost in excess of $45,000. Section 3.24.090 (f) provides an exception as follows: "When supplies, personal property, services or equipment can be more efficiently or more cost efficient obtained through a cooperative purchasing program with a federal, state, county, local or other government purchasing program.

Such purchases through a cooperative purchasing program shall be authorized by resolution of the City Council."
The City has been using Waxie Sanitary Supply for janitorial supplies at the City facilities. Waxie provides high-quality products and years of responsive customer service that staff has come to rely on. On February 17, 2015, the City Council

5.20 Packet Pg. 244
authorized the use of the National Intergovernmental Purchasing Alliance (NIPA), currently part of OMNIA Partners - Public Sector, for purchases of Waxie products for the Fiscal Year 2014/15. Subsequently, the City Council has authorized the use of NIPA for the procurement of Waxie products every year since. Staff is seeking authorization for continued use of the NIPA for purchases of Waxie products.

It is recommended that the City forgo its separate bidding process and utilize the bidding process conducted by the City of Tucson, Arizona, which served as the Principal Procurement Agency (lead agency) for the NIPA, and negotiated a contract with Network Services Company to obtain discounted pricing for about 1,400 Waxie products. These products may be purchased under the agreement by members of the NIPA, including the City of Diamond Bar, from Waxie Sanitary Supply as the local distributor for the Network Services Company. The NIPA is an intergovernmental cooperative purchasing alliance that procures contracted goods and services through a Request for Proposal (RFP) competitive solicitation process conducted by a public agency/governmental entity. The procurement process employed by the NIPA includes the following:

1. The lead agency prepares a competitive solicitation, incorporating language to make the agreement accessible nationally to agencies in states that allow intergovernmental (i.e., "piggyback") contract usage.

2. The lead agency issues the solicitation and any required amendments and notifications‚ and conducts pre-proposal conferences and/or meetings.

3. Interested suppliers respond to the solicitation.

4. The lead agency evaluates the responses, negotiates the final terms and conditions, and ultimately awards the master agreement.

The NIPA procurement process is similar to the City's formal bidding procedures, which makes master agreements appropriate for "piggybacking" for purchases of Waxie products included in the City of Tucson and Network Services Company master agreement.

The City's Purchasing Ordinance requires that participation in a governmental purchasing program must be authorized by resolution of the City Council. The Purchasing Ordinance also requires City Council approval for purchases from a single vendor in a fiscal year in excess of $45,000. Staff anticipates expenditures of $65,000 for Waxie products during Fiscal Year 2022/23.

LEGAL REVIEW:

The City Attorney has reviewed and approved the Resolution as to form.

PREPARED BY:

5.20 Packet Pg. 245
REVIEWED BY:

Attachments:

1. 5.20.a Resolution No. 2022-41 (Waxie)

5.20 Packet Pg. 246
RESOLUTION NO. 2022-41

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DIAMOND BAR

AUTHORIZING PARTICIPATION IN THE NATIONAL

INTERGOVERNMENTAL PURCHASING ALLIANCE TO PURCHASE

JANITORIAL SUPPLIES FOR CITY FACILITIES FROM WAXIE

SANITARY SUPPLY AS DISTRIBUTOR FOR THE NETWORK
SERVICES COMPANY IN THE AMOUNT NOT TO EXCEED $65,000
DURING FISCAL YEAR 2022/2023.

WHEREAS, the City Council has established a purchasing system for the efficient purchase of supplies, services, personal property and equipment at the lowest cost commensurate with the quality needed and to buy without favor or prejudice; and WHEREAS, the City Manager, acting in the role of Purchasing Manager, directs and supervises the acquisition of all goods and services under the authority of Diamond Bar Municipal Code Section 3.24.040 (a); and
WHEREAS, Diamond Bar Municipal Code Section 3.24.070(b)(4) authorizes the Purchasing Manager to dispense with formal bidding when, in the opinion of the Purchasing Manager, supplies, personal property, services or equipment can be more efficiently or more cost efficient obtained if acquired on behalf of the city by the state department of general services or other government purchasing program, and the City Council authorizes the "piggyback" procurement by resolution; and WHEREAS, the Purchasing Manager has determined that certain supplies, materials, personal property and equipment can be more efficiently and more inexpensively obtained if acquired on behalf the City as a participant of the National Intergovernmental Purchasing Alliance, an intergovernmental cooperative purchasing alliance that procures contracted goods and services thorough a request for proposal competitive solicitation process conducted by a public agency/governmental entity; and WHEREAS, acquisition of any such supplies, materials, personal property or equipment as a participant of a government purchasing program must be authorized by resolution of the City Council; and
WHEREAS, the Purchasing Agent and Purchasing Delegates have evaluated the janitorial products provided by Waxie Sanitary Supply as the local distributor pursuant to a master contract between the City of Tucson, the Network Services Company, and the National Intergovernmental Purchasing Alliance, and have determined that Waxie provides high quality product and responsive customer service, and recommends Waxie Sanitary Supply as the provider of janitorial supplies for City facilities.

NOW, THEREFORE, IT IS HEREBY RESOLVED by the City Council of the City of Diamond as follows:

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Resolution No. 2022-41
2 1. Certain supplies, materials, personal property and equipment can be more efficiently and more inexpensively obtained if acquired on behalf of the City as a participant of a government purchasing program as opposed to a formal bidding process.

2. Authorizes participation of the City in the National Intergovernmental Purchasing Alliance.

3. Appoints the City Manager of the City to direct and supervise the acquisition of goods and services as a participant in the National Intergovernmental Purchasing Alliance.

4. Authorizes the City Manager or his designee to purchase janitorial supplies for City facilities from Waxie Sanitary Supply as a participant in the National Intergovernmental Purchasing Alliance in the amount not to exceed $65,000 during Fiscal Year 2022/2023.

PASSED, APPROVED AND ADOPTED this 21st day of June, 2022.

CITY OF DIAMOND BAR
Ruth M. Low, Mayor
ATTEST:

AYES: COUNCIL MEMBERS:

NOES: COUNCIL MEMBERS:

ABSENT: COUNCIL MEMBERS:

ABSTAINED: COUNCIL MEMBERS:

Kristina Santana, City Clerk

5.20.a
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Agenda #: 7.1
Meeting Date: June 21, 2022
TO: Honorable Mayor and Members of the City Council
FROM: Daniel Fox, City Manager
TITLE: CITY OF DIAMOND BAR 2022 LOCAL HAZARD MITIGATION PLAN

STRATEGIC
GOAL: Safe, Sustainable & Healthy Community
RECOMMENDATION:

FINANCIAL IMPACT:

No financial impact.

BACKGROUND:

The federal Disaster Management Act of 2000 (DMA 2000) requires every local, county and state government to have an approved Local Hazard Mitigation Plan (Plan). In addition to minimizing the impact of major hazard events on the community, the Plan also maintains eligibility for future hazard mitigation funding following significant disasters.

In March 2020, the City of Diamond Bar was awarded a Federal Emergency Management Agency (FEMA) grant to fund the development of a revised and updated Local Hazard Mitigation Plan, replacing the previous Plan adopted by the City Council in 2004. With grant funding secured, City staff released a Request for Proposals and selected Innovative Emergency Management (IEM) to develop the current Draft Plan that is before the City Council for consideration and approval.

ANALYSIS:

The Plan (Attachment 2) documents the mitigation planning process including how it was developed, the planning timeframe, and who was involved in drafting the

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document. A risk assessment was conducted detailing the type of natural hazards that can affect the jurisdiction. The Plan also includes information on previous occurrences of hazard events and the probability of future events. The core of the Plan is in Section 6: Mitigation Strategy (Plan pages 95-111) which outlines the City's blueprint for reducing the potential losses identified in the risk assessment, based on existing authorities, policies, programs, and resources, and its ability to expand on and improve these existing tools.

The Plan review and update took place over two years, and included several virtual meetings with the City development team, public safety partners from the Los Angeles County Sheriff’s and Fire Departments, utilities, Area D Disaster Management. The process also Included two public review and comment periods. The City submitted the initial draft for review by California Office of Emergency Services (CalOES), who after some changes recommended the Plan to FEMA for review and approval. After one additional revision, FEMA notified the City in April 2022 the Plan was approved pending approval by the Diamond Bar City Council (Attachments 3 & 4).

Upon approval of the Resolution (Attachment 1), the 2022 Local Hazard Mitigation Plan would be incorporated into the General Plan’s Public Safety Element by reference. The General Plan Safety Element already references the Hazard Mitigation Plan, which can be viewed on the City website at https://www.diamondbarca.gov/961/General-Plan2040, as is required by FEMA and CalOES. Additionally, the Hazard Mitigation Plan would undergo annual review, and be updated every five years to be consistent with DMA 2000 and in accordance with FEMA and CalOES requirements.

LEGAL REVIEW:

The City Attorney has reviewed and approved the Resolution as to form.

PREPARED BY:

7.1 Packet Pg. 250
REVIEWED BY:

Attachments:

1. 7.1.a Resolution No. 2022-42

2. 7.1.b 2022 City of Diamond Bar Local Hazard Mitigation Plan Final 6-21-2022

3. 7.1.c FEMA Hazard Mitigation Plan Approved Pending Adoption Letter 4-5-22

4. 7.1.d City of Diamond Bar Plan Review Tool 4-5-2022

7.1 Packet Pg. 251
RESOLUTION NO. 2022-42

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF DIAMOND BAR, CALIFORNIA, APPROVING THE 2022 NATURAL HAZARD
MITIGATION PLAN AS REQUIRED BY THE ROBERT T. STAFFORD
DISASTER RELIEF AND EMERGENCY ASSISTANCE ACT.

WHEREAS, the Federal Disaster Mitigation Act requires all cities, counties, and special districts to adopt a Local Hazard Mitigation Plan to receive disaster mitigation funding from Federal Emergency Management Agency; and
WHEREAS, the City of Diamond Bar desires to remain eligible for State and Federal disaster relief funds in the event of a declared disaster in the City; and WHEREAS, the General Plan’s Public Safety Element requires the City to adopt, implement, and update the Local Hazard Mitigation Plan to address potential hazards; and
WHEREAS, the City of Diamond Bar is committed to increasing the disaster resistance of infrastructure, health, housing, economy, government services, education, environment, and land use systems in the City; and
WHEREAS, the City of Diamond Bar is subjected to various weather-related and earthquake-related disasters, such as severe weather conditions, liquefaction and floods; and
WHEREAS, the City of Diamond Bar has identified and justified a number of proposed projects and programs needed to mitigate the vulnerabilities of the City of Diamond Bar to the impacts of future disasters; and
WHEREAS, the City of Diamond Bar seeks to maintain and enhance both a disaster-resistant Diamond Bar by reducing the potential loss of life, property damage, and environmental degradation from natural disasters, while accelerating economic recovery from those disasters; and
WHEREAS, the City of Diamond Bar recognizes that disasters do not recognize City, County or Special District boundaries.

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Diamond Bar as follows:

Section 1. The 2022 Local Hazard Mitigation Plan (LHMP) for the City of Diamond Bar planning area was developed in accordance with the Disaster Mitigation Act of 2000 (DMA 2000) and followed FEMA’s 2011 Local Hazard Mitigation Plan guidance. The LHMP incorporates a process where hazards are identified and profiled, the people and facilities at risk are analyzed, and mitigation actions are developed to reduce or eliminate

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Resolution No. 2022-42
2 hazard risk. The implementation of these mitigation actions, which include both short and long-term strategies, involve planning, policy changes, programs, projects, and other activities.

Section 2. Pursuant to the General Plan’s Public Safety Element, the City Council hereby adopts the 2022 Local Hazard Mitigation Plan and incorporates it into the General Plan’s Public Safety Element.

Section 3. The City Council directs staff to annually review the Plan and propose revisions when new data and information become available, as mitigation measures are achieved, and as mitigation strategies evolve.

Section 4. That after each five-year cycle, the hazard analysis, vulnerability assessment and local capability sections on the Plan should be reviewed, revised, and resubmitted to California Office of Emergency Services and Federal Emergency Management Agency for approval.

Section 5. That administrative changes, word corrections, or insubstantial changes do not require additional action by the City Council of the City of Diamond Bar.

However, changes that may have a significant impact or significant expenditure of nonbudgeted funds may require action by the City Council.

PASSED, APPROVED AND ADOPTED this 21st day of June, 2022.

CITY OF DIAMOND BAR
__________________________
Ruth M. Low, Mayor
ATTEST:

AYES: COUNCILMEMBERS:

NOES: COUNCILMEMBERS:

ABSENT: COUNCILMEMBERS:

ABSTAIN: COUNCILMEMBERS:
__________________________
Kristina Santana, City Clerk

7.1.a
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Hazard
Mitigation Plan 2022
June 21, 2022
DiamondBarCA.gov

7.1.b
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2022 City of Diamond Bar Local Hazard Mitigation Plan
i
Executive Summary
The 2022 City of Diamond Bar Local Hazard Mitigation Plan (LHMP) outlines the City’s strategy to implement practices, improvements, and programs to lessen community impacts from natural hazard events. At the outset of the hazard mitigation planning process, the city formed a Hazard Mitigation Committee (HMC) composed of City staff and stakeholders, whose task it was to prepare a plan pursuant to the federal Disaster Mitigation Act of 2000 (DMA2K). This 2022 plan outlines how the Team addressed the following for each hazard identified during the planning process as having the potential to impact the local population, built and natural environment:
 Developed a complete hazard profile.
 Described the extent of the risks posed by the hazard.  Discussed the City’s vulnerability to each hazard.
 Created mitigation strategies (mitigation actions) to be implemented by the city to mitigate or reduce the hazard’s impact.
 Updating the City of Diamond Bar Plan.

The LHMP is a comprehensive update to the 2004 City of Diamond Bar Local Hazard Mitigation Plan (LHMP). Since the initial plan was developed, the City has significantly improved community resiliency because of mitigation programs and activities implemented by City departments, agencies, and stakeholders. The goals and objectives outlined in the 2004 plan were refined in 2022 to reflect changes in community priorities, and to enhance integration among community planning mechanisms. The plan’s vision is aligned with the City’s General Plan mission.

The 2022 LHMP discusses eight main hazards of concern; includes information about the impacts of climate change; and includes the adverse consequences resulting from each natural hazard. The risk and vulnerability assessments for all hazards of concern were updated using best available data and a more robust risk assessment platform.

Significant revisions and enhancements were made to the action plan, including the identification of implementation parameters aimed at enhancing transparency and accountability.

Who Participated in the Planning Process?
The City of Diamond Bar LHMP update is a result of a collaborative effort between City agencies, residents, the private sector, and regional and state organizations. Public and stakeholder participation and input were critical to develop goals and action items that will be implemented by a person or position whose technical expertise qualifies them as the best person or agency to be responsible for implementing each mitigation action. Interviews were conducted with stakeholders across the city, and two virtual meetings with the HMC were held. The HMC guided the plan development from the outset through plan completion. The HMC included representatives from:
 City of Diamond Bar City Manager’s Office.
 City of Diamond Bar City Community and Development Department.

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2022 City of Diamond Bar Local Hazard Mitigation Plan
ii
 City of Diamond Bar City Building and Safety Division.  City of Diamond Bar City Administrative Services Division.  City of Diamond Bar City Planning Division.
 City of Diamond Bar Public Information Division.
 City of Diamond Bar Public Works Division.
 Area D Office of Disaster Management.
 Los Angeles County Sheriff’s Department.
 Los Angeles County Fire Department.
 Walnut Valley Unified School District.
 Southern California Edison.
 Southern California Gas Company.

Plan Development Approach
LHMP Development encompassed broad participation from a cross-section of stakeholders.

This strategy was designed to foster development of a plan that produced specific initiatives that would enable the city to reduce the adverse impacts from natural hazards in the city through actions embraced by both elected officials and the people of Diamond Bar. The planning process was accomplished in eight phases:
 Phase 1—Organize resources and review the prior plan.  Phase 2—Update the hazard identification and risk assessment.  Phase 3—Review and update the plan mitigation strategy.  Phase 4—Review and update the plan maintenance strategy.  Phase 5—Assemble the updated plan.
 Phase 6—Initiate and complete plan review and adoption.  Phase 7—Implement the approved, adopted plan.

Concurrent with plan development, the city assessed natural hazard risks for the City’s Critical Facilities and reclassified them using the FEMA Community Lifeline designations.

Results of this assessment are incorporated into the plan document as appropriate.

Updating the Risk Assessment
Risk assessment is the process of measuring the potential loss of life, personal injury, economic impact, and property damage resulting from natural hazards. The risk assessment was used to rank risk and to gauge the potential impacts of each hazard of concern on the city. Based on the risk assessment, hazards of concern were ranked for the risk they pose to the overall planning area. The ranking is based on the probability of occurrence of a hazard and likely impacts in three categories: impacts on people, impacts on property, and impacts on the local economy. The sections below describe key components of the risk assessment.

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2022 City of Diamond Bar Local Hazard Mitigation Plan
iii
Table 1: Hazard Risk Ranking
Hazard
Vulnerability
Score (Sum
of Risk
Characteristic
Scores)
Probability
of Future
Occurrence
Score
Total Risk
Score Risk Level
Drought 9 3 27 Moderate
Earthquake 17 2 34 High
Flood 10 1 10 Low
Landslides 9 1 9 Low
Severe Storm (Extreme
Heat, Thunderstorm,
Tornado and High Wind)
6 5 30 Moderate
Wildfire 12 5 85 High
Hazardous Materials 9 2 18 Moderate
Human Infectious
Disease 10 2 20 Moderate
Estimates of the Cost of Potential Damage
Data research and scenario development determined that the costliest type of hazard event in terms of dollar losses would result from a Magnitude-6.5 Earthquake Scenario, which could result in estimated damages of $24 billion.

Develop and Implement a Public Engagement Strategy
The HMC developed a public engagement strategy based on a review of best practices, interviews with community members, and input from technical experts contracted to assist with development of the equity lens, which is a deliberately inclusive element of organizational decision making for the planning process and for generating mitigation action outcomes. The implemented strategy will promote cooperation between City government and community organizations. The planning process encouraged public participation during plan development, and the LHMP identifies how the HMC will facilitate continued engagement with residents after the plan is adopted.
 The city received 65 responses to a public survey designed to secure community input about hazards that affect them.
 Draft plan was posted on City’s website for a 30-day public comment period.

Feedback received from the public engagement strategy was used throughout the plan update process, especially in mitigation actions identification and selection.

Mitigation Goals and Objectives
The HMC reviewed and updated the goals from the 2004 LHMP and developed a set of supporting objectives. The goals were selected to support the vision and mission identified in the City’s General Plan. The 2022 goals are presented below:

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 Goal 1: Protect Life and Property.
 Goal 2: Enhance Public Awareness.
 Goal 3: Preserve Natural Systems.
 Goal 4: Encourage Partnership and Implementation.
 Goal 5: Enhance Emergency Services.

Recommended Actions
The LHMP ’s action plan presents 20 mitigation initiatives designed to reduce or minimize losses from hazard events. The City of Diamond Bar selected these actions after reviewing a variety of resources, including a mitigation best practices catalog; HMC and other stakeholder recommendations; the results of the risk assessment and issues identified issues therefrom; public input; other plans and programs; the results of the capability assessment; and actions identified in the 2004 LHMP.

Action Evaluation and Prioritization
In developing and prioritizing the 2022 mitigation actions, the city elected to use the FEMA recommended STAPLEE evaluation criteria tool as outlined in the FEMA Local Mitigation Planning Handbook (March 2013). As part of the mitigation strategy, details for each action included the lead agency or position responsible for implementing each action, and a timeline for completion. A qualitative benefit/cost review was conducted.

Initiate and Complete Plan Review and Adoption
A draft copy of the LHMP was submitted to Cal OES and FEMA Region IX for review and approval. The approved final LMHP will be presented to, and adopted by, the City of Diamond Bar City Council.

Implement the Approved, Adopted Plan
The plan will be implemented over the next five years as the lead agencies begin to implement the actions identified therein. The HMC included in the plan Implementation and maintenance strategy to guide plan implementation. This phase was designed by, and requires commitment from, all City divisions, elected officials, stakeholders, and Diamond Bar residents to reach the community’s goal of natural hazard risk reduction.

Continued Public Involvement
Diamond Bar is dedicated to involving the public directly in the continual review and updates of the LHMP. Copies of the Plan will be catalogued and made available at City Hall and the Public Library. The existence and location of these copies will be publicized in the Diamond Bar City News newsletter. Public comments related to the Plan will be kept with the City Manager’s Office. In addition, copies of the Plan and any proposed changes will be posted on the city website. This site will also contain an email address and phone number to which people can direct their comments, recommendations, and concerns.

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Table of Contents
Section 1: Introduction......................................................................................................1 What is hazard mitigation? ........................................................................................1 Purpose of the plan.....................................................................................................2 Authority ......................................................................................................................2 The Disaster Mitigation Act (DMA 2000) and the Flood Insurance Reform Act ...........2 Summary of Plan Contents ...........................................................................................3 Plan Adoption................................................................................................................4 Section 2: Community Profile ..........................................................................................5 Setting and Location...................................................................................................5 History ..........................................................................................................................6 Climate .........................................................................................................................7 Demographics .............................................................................................................7 Housing (Development Trends).................................................................................9 Economy ................................................................................................................... 10 Development Trends................................................................................................ 10 Critical Facilities, Infrastructure and Lifelines ...................................................... 12 Section 3: Planning Process ......................................................................................... 15 Planning Process ..................................................................................................... 15 Hazard Mitigation Committee.................................................................................. 16 Hazard Identification and Risk Assessment ......................................................... 18 Capabilities Assessment......................................................................................... 18 Review 2004 Goals and Objectives and Current and Proposed Mitigation Actions ................................................................................................................................... 19 Plan Maintenance..................................................................................................... 19 Public Engagement.................................................................................................. 19 Plan Revision and Adoption ................................................................................... 20 Incorporation into Existing Planning Mechanisms .............................................. 21 Plan Resources.......................................................................................................... 21 Section 4: Hazard Identification and Risk Assessment.............................................. 24 Hazard Identification and Risk Assessment ......................................................... 24 Hazard Identification................................................................................................ 24 Hazard Scoring and Prioritization .......................................................................... 28 Federal Disaster Declarations................................................................................. 29

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Hazard Profiles ......................................................................................................... 30 Drought ..................................................................................................................... 30 Earthquake................................................................................................................ 36 Extreme Heat ............................................................................................................ 51 Flood.......................................................................................................................... 55 Heavy Rain................................................................................................................ 60 Landslides................................................................................................................. 63 Severe Winds............................................................................................................ 67 Wildfire ...................................................................................................................... 73 Hazardous Materials (HazMat) ................................................................................ 80 Human Infectious Disease/Pandemic .................................................................... 85 Estimating Potential Losses in Designated Hazard Areas .................................. 90 Section 5: Capabilities Assessment............................................................................. 87 Capabilities Assessment Overview........................................................................ 87 Planning and Regulatory Capabilities ................................................................... 87 Administrative and Technical Capability............................................................. 90s Fiscal Capability..................................................................................................... 100 NATIONAL FLOOD INSURANCE PROGRAM CONTINUED COMPLIANCE....... 100 Section 6: Mitigation Strategy ..................................................................................... 102 The Mitigation Strategy ......................................................................................... 102 Goals and Objectives ................................................................................................. 96 MITIGATION APPROACH ........................................................................................ 99 Mitigation Action Plan ........................................................................................... 100 Current and Proposed Mitigation Action Items .................................................. 101 Section 7: Plan Maintenance ....................................................................................... 112 Plan Maintenance Overview.................................................................................. 112 Monitoring, Evaluating and Updating the Plan......................................................... 112 Monitoring the Plan .................................................................................................. 112 Evaluating the Plan .................................................................................................. 113 Updating the Plan..................................................................................................... 114 Incorporation into Existing Planning Mechanisms ................................................... 116 Method for Continued Public Participation............................................................... 116

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1 Section 1: Introduction
This document is an update to the City of Diamond Bar Local Hazard Mitigation Plan (LHMP) approved in 2004. The plan update was developed in compliance with the requirements of the Disaster Mitigation Act of 2000 (DMA 2000). This section provides a general introduction to the Diamond Bar LHMP which includes, background, authority, purpose, scope and summary of plan contents.

What is hazard mitigation?
Hazard mitigation is action taken by a community before a disaster event to reduce the potential for death, injury, and property damage stemming from such an incident. Such actions are most effective in reducing potential impacts when implemented in a timely manner: before a disaster strike. The Local Hazard Mitigation Plan (LHMP) identifies how natural hazard events, such as landslides, earthquakes, and wildfires, might affect the City of Diamond Bar; it lists actions that City can take before a disaster occurs to protect people, critical infrastructure, and natural resources; and how the city can ensure the continuation of services, community livability, and economic stability.

The City of Diamond Bar leaders understand how different disasters affect their communities.
 Disasters can happen at anytime and anyplace; their personal and fin,ancial consequences are hard to predict.
 While the number of disaster events is increasing, only a fraction of these reaches the damage threshold that triggers a federal declaration that would provide federal funding through the FEMA Public Assistance Program (PA), Individual Assistance Program (IA), and the Hazard Mitigation Grant Program (HMGP).  FEMA's Hazard Mitigation Assistance (HMA) programs are designed to support activities that reduce the impact of events, lessen dependence on taxpayer support, and provide funding from the United States (U.S.) Treasury for disaster relief and to make communities more resilient.

During the hazard mitigation planning process which includes identifying and profiling hazards; identifying populations and risk to one or more hazards; assessing related threats and vulnerabilities; and creating strategies and mitigation measures. The primary goal of this process is to reduce the community risk and vulnerability, lessen the impacts of hazards on people, the economy; infrastructure; and create a more resilient community.

Hazard mitigation planning increases the ability of communities to effectively function in the face of a natural disaster by including ways to maintain government and community continuity of operations. The process includes identifying realistic goals that can be achieved by implementing short- and long-term strategies to permanently reduce or alleviate injuries, loss of life, and property damage resulting from hazardous events. policies, activities, and tools that will mitigating the effects of a disaster. The planning process and final plan are tools designed to foster a systematic, participatory process using strategically scheduled events that encourage government, stakeholder, and public involvement. A comprehensive mitigation approach addresses hazard vulnerabilities known to affect the community today, as well as others that could impact the city in the near future.

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2 Purpose of the plan
The purpose of the 2022 LHMP is to provide a comprehensive discussion of the natural and human-caused hazards that present risk to the citizens, resources, and property. The plan also identifies City’s hazard risk-reduction objectives and commitment thereto. Since the development of the initial 2004 LHMP, the city has made progress in its mitigation programs and activities. The goals and objectives were refined to reflect changes in community priorities and to enhance integration among community planning efforts. The vision is aligned with the City’s General Plan mission.

The focus of the 2022 updated LHMP is on those hazards of concern that present the greatest risk to the city, as determined through a detailed hazard risk assessment and with input from local officials. Those hazards that are determined to be of lesser concern will be evaluated but may not be fully profiled as part of this plan update process. The results of the updated risk assessment will assist the City with updating and prioritizing mitigation actions based on those hazards which have been identified to present the greatest risk to lives and property. Significant revisions and enhancements were made to the mitigation action plan, including identifying implementation parameters that will enhance program transparency and accountability.

Authority
The City’s LHMP has been developed in accordance with current federal and state rules and regulations governing local hazard mitigation plans, and the plan has been (pending) adopted in accordance with standard local procedures. Copies of the adoption resolution is provided in Appendix B. The Plan shall be monitored on a routine basis and revised to maintain compliance with the following provisions, rules, and legislation:
 Section 322, Mitigation Planning, of the Robert T. Stafford Disaster Relief and Emergency Assistance Act, as enacted by Section 104 of the Disaster Mitigation Act of 2000 (DMA 2000) (P.L. 106-390).
 FEMA's Final Rule published in the Federal Register, at 44 CFR Part 201 (201.6 for local mitigation planning requirements and 201.7 for Tribal planning requirements).  Flood Insurance Reform Act of 2004 (P.L. 108-264), Biggert-Waters Flood Insurance Reform Act of 2012 (P.L. 112-141) and the Homeowner Flood Insurance Affordability Act.

The Disaster Mitigation Act (DMA 2000) and the Flood Insurance Reform Act To reduce mounting natural disaster losses, the U.S. Congress passed the DMA 2000 amending the Robert T. Stafford Disaster Relief and Emergency Assistance Act. Section 322 of DMA 2000 emphasizes the need for state and local government entities to closely coordinate mitigation planning activities, making the development of an HMP a specific eligibility requirement for any local government applying for federal mitigation grant funds.

These funds include the HMGP and the Pre-Disaster Mitigation (PDM) program, both administered by FEMA under the Department of Homeland Security.  Hazard Mitigation Grant Program (HMGP): To qualify for post-disaster mitigation funds, local jurisdictions must have adopted a FEMA-approved mitigation plan.

HMGP provides funds to states, territories, Indian tribal governments, local governments, and eligible private non-profits (such as hospitals and special needs populations) following a presidential disaster declaration.  DMA 2000 authorizes up to seven percent of HMGP funds available to a state after a disaster be used for the development of state, tribal, and local mitigation plans.

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3  Flood Mitigation Assistance (FMA): A community must have a FEMA-approved mitigation plan to qualify for FMA grants to implement flood mitigation, acquisition, or elevation of flood-prone homes. Furthermore, FMA applicant jurisdictions must participate in the National Flood Insurance Program (NFIP) since one of the goals of FMA is to reduce or eliminate NFIP claims.
 Pre-Disaster Mitigation (PDM): AS is the case with the HMGP and FMA programs, PDM applicants must adopt a FEMA-approved mitigation plan. PDM assists states, territories, Indian tribal governments, and local governments in implementing a sustained pre-disaster hazard mitigation program. While the introduction of FEMA’s Building Resilient Infrastructure in Communities (BRIC) has caused FEMA to eliminate the PDM program, communities with projects currently funded by PDM through its most recent allocations must be covered by a FEMA-approved LHMP.

The Flood Insurance Reform Act of 2004 (P.L. 108-264) created two grant programs, Severe Repetitive Loss (SRL) and Repetitive Flood Claim (RFC) and modified the existing Flood Mitigation Assistance (FMA) program. This act requires completion of a FEMA-approved Hazard Mitigation Plan for communities to be eligible for these programs. Communities with an adopted FEMA- approved HMP become pre-positioned to receive available HMA funds before and after the next event strikes.

In July 2012, the U.S. Congress passed the Biggert-Waters Flood Insurance Reform Act of 2012 (BW-12), which calls for FEMA and other agencies to make changes to how the National Flood Insurance Program (NFIP) is managed. Key provisions of the legislation required the NFIP to raise insurance premiums to reflect actual flood risk; make the program more financially stable; and change how Flood Insurance Rate Map (FIRM) updates affect policyholders when updated maps cause properties previously identified as not being in a floodplain to be reclassified as being floodprone, and vice versa.

Summary of Plan Contents
The City’s updated LHMP includes seven sections that address the requirements outlined by FEMA for a complete and effective hazard mitigation plan. Included Appendices provide details and supporting documentation used throughout plan development and provide an efficient process to document the annual evaluation and updates as dictated in the plan maintenance section.

Section 1: Introduction provides an overview of hazard mitigation planning and describes the purpose, scope, and framework of the plan.

Section 2: Planning Process summarizes the methodology used to develop the plan, including identifying participants on the City’s planning team; a summary of planning and coordination meetings and engagement activities; public and stakeholder outreach; and how existing plans, studies, reports, and technical information were incorporated into the plan update. Appendix C includes documentation of the planning process, such as meeting invitations, agendas, minutes, presentations/handouts, and sign-in sheets; and outreach materials inviting public participation.

Section 3: Community Profile provides a general description of the City of Diamond Bar and includes community demographic, geographic and economic characteristics. This section also addresses land use, housing, and critical facilities (including Community Lifelines) for the planning area.

Section 4: Hazard Identification and Risk Assessment (HIRA) covers hazards to which the City is prone, and the process by which the community identified hazards to be

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4 included in this plan. For each hazard, discussion includes the following: a hazard description, location, extent (or magnitude), historical occurrences, future probability, hazard impact, vulnerability, and the anticipated effects of climate change.

Section 5: Capability Assessment provides a review of the city’s programs, policies, regulations and fiscal capabilities needed to implement mitigation strategies and identify areas where improvements/enhancements should be considered to further advance mitigation strategies.

Section 6: Mitigation Strategy includes an update of the goals and actions from the previous approved plan and the process used to redefine the goals and objectives for the 2022 LHMP. This section also includes a status update for past (implemented), current, and proposed mitigation actions.

Section 7: Plan Maintenance section outlines the process by which the City’s HMC and other identified officials will ensure the plan is carried out, updated, and integrated with other local planning mechanisms, regulations, and ordinances. The section also defines how to evaluate the plan effectiveness by regularly reviewing the progress of implementation of mitigation actions; continued public/ stakeholder involvement; and identification of additional risks that may surface following the development and approval of this plan update.

Plan Adoption
The 2022 Diamond Bar LHMP has been developed in accordance with 44 CFR §201.6 and was adopted (pending) by the City’s legislatures body. Copies of executed adoption resolutions are included in Appendix A. (PENDING)

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5 Section 2: Community Profile
The Community Profile section of the LHMP describes the City of Diamond Bar and includes information about the community’s physical setting, history, demographics, economy, current and future land uses, and key infrastructure. The Community Profile helps to establish the baseline conditions in Diamond Bar that help informing the development of the hazard mitigation actions in Section 6.

Setting and Location
Positioned in the southeast corner of the San Gabriel Valley in eastern Los Angeles County, Diamond Bar is approximately 27 miles east of Downtown Los Angeles. Some of the neighboring communities include Walnut, Pomona and Chino Hills to the east; and Brea and La Habra in Orange County to the south. The community started as a ranching stronghold since it is perched in the rolling hills in the East San Gabriel Valley. Suburban-style growth later established Diamond Bar as a residential community known for its friendly, countryliving atmosphere; abundant open spaces; exceptional public facilities; well-maintained parks and hiking trails; and excellent schools. Suburban-style growth has established Diamond Bar as a residential community known for its friendly atmosphere, abundant open spaces, exceptional public facilities, well-maintained parks and hiking trails, and excellent schools. Many desirable services are available in Diamond Bar's shopping and business centers. Recreational opportunities within the City include more than 75 acres of developed park facilities, hiking trails, a community center, a County owned and operated 18-hole public golf course and more than 370 acres of undeveloped publicly owned open space.

Current residents are seeking to maintain what they love about the City, while looking to the future by creating new opportunities, places to gather, play, live, and work. The city must also contend with the regional growth impacts to the city such as traffic, air quality, demand for housing, jobs, and loss of the open spaces, as well as affects to climate changes and the natural disasters that can affect the community.

There are 9,583 acres, or 14.9 square miles, within the City limits. Elevations range from 500 feet at the southwest corner of the City to over 1,470 feet along the eastern ridgelines. The city’s main road, Diamond Bar Boulevard runs throughout the City, with housing on both sides nestled in the surrounding hillside. The city lies roughly between the Chino Fault and Whittier Fault, which are both a part of the Elsinore Fault Zone. Several major thoroughfares that go through the city include CA-60 Freeway, CA-57 Freeway, I-10 Freeway (just north of the city), and CA-71 just east of the city. Other major arteries include Grand Avenue, Diamond Bar Boulevard, Pathfinder Road, Golden Springs Drive, and Brea Canyon Road.

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6 Figure 1: City of Diamond Bar Boundaries
History
The City of Diamond Bar was once a part of a huge cattle ranch known as “Rancho Nogales,” which means “Ranch of the Walnut Trees”. This area became a ranching perched center among a landscape of rolling hills in the East San Gabriel Valley. Ranching began there during the Spanish colonial period (roughly 1769 to the 1820s) and the region prospered until the 1860’s, when drought caused the failure of many local ranches. In 1918, Frederich E. Lewis bought up most of the original Rancho Los Nogales and registered the Brand of Diamond Bar with the California Department of Agriculture. Lewis sold the Diamond Bar Ranch to the Bartholome family in 1943, and they continued to raise cattle on it for the next 13 years. In the 1950’s the land was divided and recombined several times into the land that is present-day Diamond Bar. In 1956, the land that is now Diamond Bar was bought by Christiana Oil Corporation and the Capital Company, and it later changed hands when purchased by Trans America Corporation. With the purchase of an additional 8,000 acres of land that would be able to accommodate more than 58,000 residents, Diamond Bar became one of the first planned communities, even preceding the well-known City of Irvine in nearby Orange County. In 1983, residents came close to voting for incorporation as a City but fell just short of the needed votes. However, in 1988 the vote to incorporate the City of Diamond Bar resurfaced and passed, thus making Diamond Bar the 86th city in Los Angeles County.

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7 Climate
Temperatures in the City of Diamond Bar range from a monthly average low of 54 degrees and a monthly average high of 77 degrees. Temperatures can soar well above 90 degrees during the summer months. However, the temperatures can vary over a wide range, particularly when the Santa Ana winds come through and bring elevated temperatures and very low humidity. Rainfall in the City averages 10.84 inches of rain per year. However, the term “average rainfall” is misleading because, over the recorded history of rainfall, amounts have ranged from no rain at all in some years to over 20 inches of rain in rare, very wet years. Furthermore, actual rainfall in Southern California tends to fall in large amounts during sporadic and often heavy storms rather than consistently during storms at regular intervals.

Table 2: Climate Data for Diamond Bar, California
Climate data for Diamond Bar, California
Month Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Year Record high
°F (°C)
91 (33)
94 (34)
100
(38)
104
(40)
106
(41)
106
(41)
113
(45)
109
(43)
113
(45)
107
(42)
97 (36)
93 (34)
113
(45)
Average
high °F (°C)

67.5 (19.7)

68.8 (20.4)

70.8 (21.6)

76.2 (24.6)

79.1 (26.2)

84.3 (29.1)

90.4 (32.4)

92.3 (33.5)

89.4 (31.9)

80.4 (26.9)

73.7 (23.2)

67.1 (19.5)

78.3 (25.8)
Average low
°F (°C)

40.8 (4.9)

45.8 (7.7)

46.7 (8.2)

50.2 (10.1)

53.7 (12.1)

58.2 (14.6)

62.2 (16.8)

63.1 (17.3)

61.4 (16.3)

55.4 (13.0)

46.6 (8.1)

39.7 (4.3)

52.0 (11.1)
Record low
°F (°C)
21 (−6)
23 (−5)
26 (−3)
29 (−2)
34 (1)
39 (4)
41 (5)
43 (6)
38 (3)
29 (−2)
24 (−4)
22 (−6)
21 (−6)
Average
precipitation
inches (mm)

3.11 (79)

4.76 (121)

2.63 (67)

1.20 (30)

0.23 (5.8)

0.09 (2.3)

0.00 (0.00)

0.03 (0.76)

0.15 (3.8)

1.05 (27)

1.62 (41)

2.45 (62)

17.32 (440)
Source: https://en.wikipedia.org/w/index.php?title=Diamond_Bar,_California&action=edit&section=3 Demographics
The data used in this section comes from the most comprehensive recently available resource, the United States Census Bureau (US Census) American Community Survey (ACS), completed in 2019. Table 3 shows the basic demographics for Diamond Bar and Los Angeles County. Based on this dataset, Diamond Bar’s 2019 population was estimated to be 56,211, with a median age of 46.2, which is 10 years older than the median age in Los Angeles County. Comparatively, the number of senior residents aged 65 and older is greater than that of Los Angeles County, while Diamond Bar residents are wealthier.

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8 Table 3: Population Trends Diamond Bar and LA County
City of Diamond Bar LA County
2020
Population
Percentage 2020
Population
Percentage
Total Population 56,211 100% 10,081,570 100%
Residents less than 18-years
old 11,267 20% 2,214760 22.0%
Residents 65 and Older
(Elderly) 9389 16.7% 1,335,987 13.3%
Disabled Residents 47,18 8.4% 992,719 9.9%
Median Age 46.2 36.5
Source: US Census Bureau 2019 American Community Survey 5-Year Estimates In terms of its racial and ethnic composition, 58.3% of Diamond Bar residents self-identify as being Asian. The second largest population is White with 27.2% of all residents identifying as such. This is followed by 3.6% of all residents identifying as Black or African American, 0.4% as American Indian, and 0.1% as Native Hawaiian and Other Pacific Islander.

Figure 2: Racial and Ethnica Composition, Diamond Bar
Source: US Census Bureau 2019 American Community Survey 5-Year Estimates Diamond Bar residents have attained higher education levels in comparison to the rest of Los Angeles County. For example, a larger proportion of the population have attained bachelor’s and professional degrees, roughly 54.8% of the City’s residents versus 32.5% of White

27.2%
African
American

3.6%
American
Indian and
Alaska Native

0.4%
Asian

58.7%
Native Hawaiian and
Other Pacific Islander

0.1%
Other

6.1%
Two or More
Races

3.8%

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9 the County’s residents. Other categories also differ, such as a much lower percentage of people not having education past 9th grade and a lower percentage of people not having graduated high school. Table 4 shows all levels of educational attainment of residents 25 years of age or older in both Diamond Bar and Los Angeles County.

Table 4: Educational Attainment of Residents 25+ Years of Age in Diamond Bar and Los Angeles County
Educational Attainment Diamond Bar LA County
Number Percentage Number Percentage
Population 25 years and Older 40,810 72.6 6,886,895 68.3 Less than 9th grade 1400 3.4 844,250 12.3
9th grade to 12th grade (no diploma) 969 2.4 592,769 8.6 High school graduate or equivalent 5,929 14.5 1,419,449 20.6 Some college (no degree) 6,619 16.2 1,306,985 19.0
Associate degree 3,497 8.6 482,323 7.0
Bachelor’s degree 14,612 35.8 1,460,862 21.2
Graduate or professional degree 7784 19.1 708,217 11.3
Source: US Census Bureau 2019 American Community Survey 5-Year Estimates Housing (Development Trends)
Housing data obtained from the US Census Bureau 2019 American Community Survey 5- Year Estimates is shown in Table 5. In summary, 97 percent of housing is occupied; mobile home/manufactured housing makes up 1.8 percent of housing; and 97.7 percent of available housing stock was constructed prior to year 2000 while 3.3 percent of available housing was constructed in the year 2000 or later.

Table 5: Housing Statistics
Housing Statistics Estimate Percent
HOUSING OCCUPANCY*
Total housing units 18,818 100%
Vacant housing units 520 2.8%
UNITS IN STRUCTURE*
1-unit, detached 13571 72%
1-unit, attached 1765 9.4
2 to 4 units 1068 5.7
5 or more 2046 10.9
Mobile home 368 1.9
YEAR STRUCTURE BUILT**
Built 2014 or later 121 .65%
Built 2010 to 2013 5 .026%
Built 2000 to 2009 488 2.6%
Built 1990 to 1999 956 5.1%

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10 Built 1980 to 1989 7240 39%
Built 1970 to 1979 5535 29.8%
Built 1960 to 1969 3646 19.6%
Built 1950 to 1959 292 1.5%
Built 1940 to 1949 104 .56%
Built 1939 or earlier 148 .8%
Source: US Census Bureau 2019 American Community Survey 5-Year Estimates** California Department of Finance 2020-2021 Finance Report/Demographics* Economy
Diamond Bar has a diverse economy of employers from a variety of sectors in which service industries, retail trade, finance/insurance/real estate and commerce are the principal employment and industrial activities. The top employers in Diamond Bar are:
 Walnut Valley Unified School District
 South Coast Air Quality Management District
 Allstate Insurance Claim
 Travelers insurance
 Kaiser Permanente
 Pomona Unified School District
 QTC/Lockheed
 Liferay
 Niagra Bottling
 Wells Fargo
 Insperity
Development Trends
Given its recent development as a suburban community, the city explores the evolution of key focus areas into more dynamic mixed-use places that provide housing for a diversity of Diamond Bar residents new and old, and to provide opportunities for community gathering, entertainment and employment. Achieving Diamond Bar’s vision for a more vibrant, connected, livable, and sustainable community will rely on more compact redevelopment with an array of uses at key opportunity sites; focusing on infill development to preserve open space; increasing local retail and entertainment amenities and community gathering places through the establishment of a new pedestrian-oriented Town Center; and enhancing livability through development of neighborhoods serving commercial uses; and parks accessible to new residential uses that include an array of housing options.

Even in communities deemed as essentially “built-out,” with little or no vacant land remaining for development, population density continues to increase when low density housing is replaced with medium and high-density development projects. The General Plan Land Use Diagram is depicted in Figure 3. The map identifies land in the Planning Area according to land use classifications that describe allowable uses, densities, intensities, and other considerations for new development in those locations.

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11 Figure 3: Potential Planning Area Buildout by 2040
Table 4 shows the potential buildout data from the City’s General Plan. According to projections, an estimated 3,200 new households, 8,800 new residents, and 7,000 new jobs could result in the Planning Area under the General Plan by 20401. It is expected that much of this growth will occur in the focus areas or as infill, while most of the existing residential neighborhoods will experience less growth and change. The anticipated increase in the number of new residents and housing units will increase the city’s risk to impacts from earthquakes, landslides and wildfires as discussed in Section 4 of the hazard profiles.

Table 6: Potential Planning Area Buildout by 2040
Existing (2016) Net New 2040 Total
Housing Units 18,910 3,750 22,670
Households 18,310 3,260 21,530
Population 57,900 8,800 66,700
Jobs 14,700 7,000 21,700
1 City of Diamond Bar General Plan

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12 Source: City of Diamond Bar General Plan
Critical Facilities, Infrastructure and Lifelines
The City of Diamond Bar operates primarily as a “contract city”, utilizing agreements with other governmental agencies, private sector firms and individuals to provide many of its essential services. This includes law enforcement services provided by the Los Angeles County Sheriff’s Department, animal control services, building and safety services, engineering, road maintenance and landscape maintenance. The Los Angeles County Fire District provides fire protection, which is independent of the City. Los Angeles County also provides library services through a Library District, and sewer and sanitation services through a Sanitation District. Water services for the City are provided by the Walnut Valley Water District. Additionally, schools are provided by both the Walnut Valley Unified School District and the Pomona Unified School District.

As part of the 2022 HMP update process, the HMC performed an inventory and analysis of existing community assets called a “community asset inventory assessment.” The assessment consisted of a review of key critical facilities and infrastructure located in city that are essential to the health and welfare of the population. In this case, critical facilities include health and safety facilities, utilities, government facilities, and hazardous materials facilities. While the city may not be the primary entity responsible for the operation of these facilities, their functionality is especially important after a hazard event.

The detailed critical facilities and infrastructure list from the previous plan was revised and reduced to only highlight essential lifelines that are critical to continuous operation of key government functions. Figure 1 on page 6 provides the location of key critical facailities. The HMC further refined the detail list of critical facilities to identify the most vulnerable facilities for which the city has responsibility to maintain. This list was used to assist the HMC in quantifying vulnerabilities and risk from identified hazards. Table 7 summaries the general types of critical facilities and infrastructure in the planning area under the respected FEMA lifeline category.

The updated list was further refined, to reflect and listed under the FEMA’s Community Lifeline” segments, which are an integral part FEMA National Response Framework as shown in Figure 4.

Figure 4: FEMA-Defined Community Lifelines
As part of the National Response Framework FEMA defines community lifelines as those services that enable the continuous operation of critical government and business functions and are essential to human health and safety or economic security. Each lifeline contains several components and sub-components that encompass infrastructure, assets, and services that are essential to incident stabilization.

For the purposes of this hazard mitigation plan, the following categories of lifelines are defined as critical facilities:
 Safety and Security—Law enforcement/security, search and rescue, fire services, government service, responder safety, and imminent hazard mitigation.

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13  Food, Water and Sheltering—Evacuations, schools, food/potable water, shelter, durable goods, water infrastructure and agriculture.
 Health and Medical—Medical care (hospitals), patient movement, public health, fatality management, health care and supply chain.
 Energy—Power (grid), temporary power and fuel.
 Communications—Infrastructure, alerts, warnings, messages, 911 and dispatch, responder communications and financial services.
 Transportation—Highway/roadway, mass transit, railway, aviation, maritime and pipeline.
 Hazardous Materials—Facilities, hazardous debris, pollutants, and contaminants.

Table 7: Diamond Bar Most Vulnerable Critical Facilities Most Vulnerable Critical Facilities and there FEMA Community Lifelines Community Lifeline Sector Facility
Safety and Security
 City Hall
 LA County Diamond Bar Library
 Diamond Bar Center
 Fire Station #119
 Fire Station #120
 Fire Station #121
Food, Water, and Sheltering
 Diamond Ranch High School
 Lorbeer Middle School
 Armstrong Elementary
 Diamond Point Elementary
 Pantera Elementary
 Walnut Valley Unified School District Administrative Offices  Diamond Bar High School
 Chaparral Middle School
 South Pointe Middle School
 Castel Rock Elementary
 Evergreen Elementary
 Maple Hill Elementary
 Quail Summit Elementary
Energy 30" Natural Gas pipeline runs east to west across the City of Diamond Bar along Golden Springs and 60 Freeway
Communication City owned Telecommunication Antennas are located at the East Gate water tank and City Hall
Transportation
 57 & 60 Freeways Interchange
 Sunset Crossing Road @ 57 Freeway Underpass
 Diamond Bar Boulevard @ 60 Freeway Underpass
 Prospect Road @ 57 & 60 Freeways Underpass
 Golden Springs Drive @ 60 Freeway Underpass
 Grand Ave. @ 60 Freeway Overpass

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14 Most Vulnerable Critical Facilities and there FEMA Community Lifelines Community Lifeline Sector Facility
 Brea Canyon Road @ 60 Freeway Underpass
 Lemon Avenue @ 60 Freeway Underpass
 Pathfinder Road @ 57 Freeway Overpass
 Cold Springs Lane @ 57 Freeway Underpass
 Brea Canyon Cut-off Road @ 57 Freeway Underpass
 Southern Pacific and Union Pacific Railroad lines run along the Northerly border of the City of Diamond Bar and City of Industry and there is a Metrolink Station located in the City of Industry just outside the City of Diamond Bar.

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15 Section 3: Planning Process
A1. Does the Plan document the planning process, including how it was prepared and who was involved in the process for each jurisdiction? (Requirement §201.6(c)(1)) A2. Does the Plan document an opportunity for neighboring communities, local and regional agencies involved in hazard mitigation activities, agencies that have the authority to regulate development as well as other interests to be involved in the planning process? (Requirement §201.6(b)(2))
A3. Does the Plan document how the public was involved in the planning process during the drafting stage? (Requirement §201.6(b)(1))
A4. Does the Plan describe the review and incorporation of existing plans, studies, reports, and technical information? (Requirement §201.6(b)(3)) A5. Is there discussion of how the community(ices) will continue public participation in the plan maintenance process? (Requirement §201.6(c)(4)(iii)) A6. Is there a description of the method and schedule for keeping the plan current (monitoring, evaluating, and updating the mitigation plan within a 5-year cycle)? (Requirement §201.6(c)(4)(i))
This section summarizes the planning process used to develop the update to the LHMP, including information outlining the planning process, who was involved in process, public engagement efforts, and the process for incorporation existing plans and other relevant information into the plan.

Planning Process
To ensure that the LHMP met the requirements of the Disaster Mitigation Act of 2000 (DMA 2000), an approach to the planning process and plan documentation was developed to achieve the following two goals:
 The LHMP will consider 6 natural and human caused hazards facing the city, thereby satisfying the natural hazards mitigation planning requirements specified in DMA 2000.
 The LHMP planning process, depicted in Figure 5, was developed in keeping with DMA 2000, FEMA regulations, and FEMA and Cal OES guidance.

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16 Figure 5: The City HMP Planning Process
This process ensured that all federal and state requirements are met and support HMP review. It meets the current standards and regulations, as outlined by the California Office of Emergency Services (Cal OES) and makes
the City eligible for all appropriate benefits
under state and federal law and practices.

Throughout the plan development/update,
a concerted effort was made to gather
information from participating municipal and
county agencies and staff, as well as other
local organizations and utilities, federal and
state agencies, and the residents of the
city. The HMC (Planning Team) solicited
information from local agencies and
individuals with specific knowledge of
certain natural hazards and past historical
events, planning and zoning codes,
ordinances, and recent planning decisions
affecting hazard mitigation planning. The
natural hazard mitigation strategies
identified in this plan have been developed
through an extensive planning process
involving city agencies/officials and staff
and city residents.

Hazard Mitigation Committee
Through an open bid process, the city selected planning consultant IEM to facilitate the plan update process. Working in concert with IEM, and the city established a Hazard Mitigation Committee (HMC) (hereafter referred to as the HMC). The HMC is made up of representatives from key city departments, as well as stakeholder representatives from local and regional agencies and companies that are key to implementing hazard mitigation initiatives. HMC members directed the decision-making process; supported the hazard identification process; and approved the draft plan before it was submitted to the Cal OES FEMA’s Local Mitigation Planning Handbook, last updated in 2013, is one of the key guidance documents for local communities in preparing hazard mitigation plans.

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17 and FEMA for state and federal review and approval. Table 8 identifies the members that were invited to and/or attended HMC meetings.

Table 8: City of Diamond Bar Hazard Mitigation Committee Name Title Agency/Organization
Anthony Santos Assistant to the City
Manager (HMP Project
Manager)
City of Diamond Bar
Christy Murphey Recreation
Superintendent
City of Diamond Bar
Curtis Wisman Battalion Chief, Battalion
19 County of Los Angeles
Fire Department
Dannette Allen Senior Management
Analyst
City of Diamond Bar
Hal Ghafari Public Works Manager/
Assistant City Engineer
City of Diamond Bar
Shady Gerguis Network/Systems
Technician
City of Diamond Bar
Steve Tousey Captain, Diamond
Bar/Walnut Station
Los Angeles County
Sheriff's Department
Robert Cruz Public Affairs Manager SoCal Gas Company
Miguel Gamboa Emergency Services
Supervisor
SoCal Gas Company
Raymond Tao Contract Building Official City of Diamond Bar Diana Monzano-Garcia Disaster Manager Area D Disaster
Management
Marrissa B Castro-Salvati Government Relations
Manager
Southern California
Edison
Matt Torres Assistant Superintendent,
Business Services
Walnut Valley School
District
IEM
Sheila Hascall Program Manager IEM
Leroy Thompson Project Manager IEM
Elizabeth Burnett Jr. Planner IEM
It should be noted that during the planning process, the entire state was affected by the Coronavirus Disease 2019-2021 (COVID-19), which limited the degree to which in-person meetings could take place between the consultant, City staff, and other members of the HMC. As such, extensive outreach was conducted by telephone, e-mail, and Microsoft teams conference calls. The consulting team aggressively reached out to City staff and other stakeholders to secure updated community data and to review the updated plan.

Using email and personal phone calls, the city invited HMC members to attend scheduled virtual meetings. The HMC held two meetings during the plan development process to lay out the methods and approach for the Plan, draft, and review content, make revisions, and encourage public engagement. Invitation to HMC meetings, as well as agendas/materials,

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18 were provided via email. Appendix C contains copies of invitations, meeting agendas and sign in sheets, and other relevant materials distributed for these meetings.  Committee Meeting #1: Kick-Off Meeting: The members of the City’s HMC, and other stakeholders attended the 2022 LHMP Update kickoff meetings on February 17 and 18, 2021. A total of twenty-two people representing City staff and stakeholders discussed community hazards and vulnerabilities that have occurred in the community since the 2004 plan was written.
▪ The HMC confirmed the project goals and the responsibilities of the Committee.

They revised the community engagement and outreach strategy, confirmed, and prioritized the hazards to be included in the Plan, and identified critical facilities for the hazard assessment. Based on this discussion, the HMC agreed the following natural hazards should be included in the plan update: drought, earthquakes, flood, landslides, severe storms, and wildfire. Additionally, two non-natural hazards were included as part of the update: hazardous materials and pandemic/human infectious disease. Copies of the attendance sheets, meeting minutes, and Power Point presentation outlining the planning process are provided in Appendix C.
 Committee Meeting #2: Risk Assessment and Capability Review Meeting: The Risk Assessment and Capability Review webinar was held on May 26, 2021. The HMC reviewed the results of the risk assessment to communicate the reason each hazard was profiled and included in the plan. This included a discussion of hazard ranking forms and the exercise conducted to rank the natural hazards based on their frequency and impacts. The HMC members used the Capability Worksheet, and other documents in the IEM Data Collection Guide to review and update the list of community assets and capability assessment information. Additionally, the HMC reviewed the results of the risk assessment to identify the populations and assets that may face greater harm in a hazard event. The Committee also discussed potential hazard mitigation actions to address vulnerabilities.

Hazard Identification and Risk Assessment
The HMC was asked to review how each of the identified hazards of concern affected the community, a step that would lend itself to hazard ranking. The HMC conducted a Vulnerability Assessment that answered the following questions:
 A. What are the most valuable assets in your community?  B. What are the biggest challenges facing your community?  C. What is your vision of your community in 10 years? The group was also asked to pay special attention to assets that fall into categories described as Community Lifeline Components to ensure consideration of the full range of critical facilities and assets that could be potentially at risk to one or more hazards. All of these facilities are listed as Community Lifeline Components in the FEMA graphic included Section 3.

Capabilities Assessment
The HMC conducted a Capabilities Assessment, a copy of which was mailed to participants, and requested their assistance in updating the city’s current capabilities. The group was asked to consider assets and capabilities falling into the following categories, especially those that located in hazard-prone areas. Such assets could be identified as part of the natural environment; economic; the population; the built environment; cultural and historic

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19 resources; and future development. Participants were also asked about capabilities falling into the categories of Planning and Regulatory, Administrative and Technical, Safe Growth, Financial, and Education and Outreach.

Review 2004 Goals and Objectives and Current and Proposed Mitigation Actions
The mitigation strategy development for the Plan involved reviewing the relevance of mitigation 2004 Plan Goals and Objectives; providing status updates on actions included in the 2004 Plan; and developing new mitigation actions. An inclusive and structured process was used to develop and prioritize new mitigation actions for this plan using the criteria outlined in the FEMA Local Mitigation Planning Guide. The HMC utilized the FEMA recommended STAPLEE criteria used in developing the 2022 LHMP. For new actions, the HMC identified proposed actions, costs and benefits, the responsible organization(s), effects on new and existing buildings, implementation schedules, priorities, and potential funding sources.

Plan Maintenance
After completing this plan update, implementation and ongoing maintenance will become a function and responsibility of the City Manager or his/her their designee through the HMC.

As part of the plan maintenance process, HMC members will identify ways to integrate mitigation goals, objectives, and action items with other State and local planning initiatives and activities.

Public Engagement
Under FEMA guidelines, the local hazard mitigation planning process should create opportunities for members of the public to be involved in plan development—at a minimum, during the initial drafting stage and during plan approval. The HMC developed a virtual engagement strategy to guide all public engagement activities. However, due to issues with COVID-19, in lieu of originally planned in-person public meeting were not able to be conducted. However, the city posted an online community survey on its website soliciting public comments/input on the planning process. The survey was posted online at https://www.allcounted.com/s?did=cfl5vyu9y58d7&lang=en_US. The Community Survey was posted on the city’s web site to inform the public that the 2022 LHMP was being updated; and to invite the public to provide input on hazards of concern, including how residents have been affected by recent disaster events. The results of the Community Survey have been incorporated into the respective sections of the plan. A copy of the of the survey has been included in Appendix D.

There were 65 responses from the Citizens of Diamond Bar, who provided invaluable feedback for the City to consider when developing ways to protect the Citizens and their property from natural disasters that could, and have, affected their home. When asked where the survey respondents lived, they overwhelmingly were residents of the city, although some lived in other cities and towns and commuted into Diamond Bar for work.

Respondents were asked to assess which hazards that affected them or their family. Most of the residents stated that Drought was the most significant hazard face, while they were least concerned with the Expansive Soils hazard. The COVID Pandemic was the largest concern of the newly added non-natural hazards falling just behind Drought in the hazards affecting them.

Wildfire was identified as the natural hazard they are most concerned. Drought was lower on the list of concerns even though residents had been affected by it. Residents were also asked how best the city could communicate to them about the hazards that could affect

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20 them. They stated that they prefer email communications and noted that newspapers, radio, facts sheet, and publicly available brochures would be considered ineffective means of communication. When given the chance to provide additional communications options, most stated that the Emergency Notification System was the best option.

The survey included a question about community assets the residents perceive as being the most susceptible to the effects of natural hazards. Most residents stated that the EconomicBusiness closures or job losses, and Human-Loss of life and/or injuries, along with the Cultural/Historic-Damage or loss of libraries, museums, landmarks, fairground, etc. where all equally of significant importance, while other assets were viewed as less important. When asked specifically which type of asset was the most important overall, the Hospital/Healthcare centers were identified as being the most critical and, while they are important resources, Museums and Historical Buildings were not considered to be as critical.

In addressing which mitigation actions are the most important to the community, Emergency Services, Preventive Services, and Administrative actions all ranked highest.

Figure 6: City Announced the Survey on its Website.

The HMC provided a second opportunity for public input into the planning process. The city posted a copy of the draft Plan document on its website for public review and input. A copy of the public review document announcement is provided in Appendix D. Additionally, opportunities were provided for neighboring communities to review and provide comments on draft plan document. All relevant comments were reviewed incorporated into the final document.

Plan Revision and Adoption
The HMC was provided a copy of the draft of the 2022 LHMP Update for review. After their feedback was incorporated into the draft plan, it was posted for review on the City’s web site

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21 and widely promoted through City communications vehicles so the city could secure feedback from its stakeholders and the broader community. Unfortunately, during the COVID-19 pandemic incident, city buildings were closed, which prevented the city from allowing residents to review hard copies of the document in person. The city distributed notifications about the public review draft through social media accounts and other online sources. All feedback was (pending) incorporated into the final Draft Plan submitted to Cal OES, and later to FEMA, for agency review and approval. The city made additional revisions (pending) based on feedback/comments/recommendations from Cal/OES and FEMA. Upon approval, the city will receive a letter of from FEMA Region XI stating that all required elements of the formal FEMA Mitigation Planning Process have been duly satisfied. The City Council will pass an adoption resolution formalizing its acceptance of the plan. A draft copy of the Adoption Resolution is included in Appendix A. (Pending) Incorporation into Existing Planning Mechanisms
The effectiveness of the Plan depends on successful implementation of the mitigation actions. This includes integrating mitigation actions into existing city plans, policies, programs, and other implementation mechanisms. The key city plans that should incorporate content from this LHMP include:
 Dimond Bar General Plan Safety Element should incorporate relevant mitigation mapping and analysis ensure the goals and policies of this plan are reinforced throughout future developments and projects proposed within the City.  Diamond Bar Emergency Operations Plan (EOP), which focuses on the effective preparedness and response to hazard events that occur within the city.

Incorporation of relevant content from this plan into the EOP ensures consistency regarding the hazards addressed in both plans.
 Diamond Bar Capital Improvement Plan (CIP) identifies key infrastructure investments throughout the city that may include hazard mitigation elements.

Incorporation of mitigation planning elements into the CIP may assist with enhancing infrastructure investment through additional funding and/or modification of improvements to include hazard mitigation elements.

Plan Resources
The HMC reviewed a range of plans, studies, technical reports, datasets, and other resources to prepare the hazard assessment, mapping, threat assessment, and other components of this Plan. Some of these documents, including those from FEMA, provided information on risk, existing mitigation actions currently underway, and ideas for possible future mitigation actions. Other resources, including those from NOAA, provided histories of disasters in the area. USACE (US Army Corps of Engineers) studies were reviewed for their assessment of the risk to dam/levee failure and potential projects in the region.

Materials from FEMA and Cal/OES were reviewed for guidance on plan development requirements. The community included actions from other plans, such as Floodplain Management Plans and developed actions to implement and incorporate other plans such as Stormwater Management Plans. Previous hazard events, occurrences and descriptions were identified through NOAA’s National Center for Environmental Information (NCEI).

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22 Table 9: Key Resources for Plan Development
Section Key Resources Example Users
Multiple  California Department
of Conservation
 California Geological
Survey
 California Office of
Emergency Services
 California State Hazard
Mitigation Plan
 City of Diamond Bar
General Plan
 City of Diamond Bar
2004 LHMP
 FEMA Local Hazard
Mitigation Plan
Guidance
 National Oceanic and
Atmospheric
Administration
 National Weather
Service
 US Geological Survey
 US Census Bureau
 2019 American
Community Survey
 Science and background
information on different hazard
conditions. Records of past disaster
events in and around Irvine.
 Current and anticipated climate
conditions in and around Diamond
Bar.
 Projections of future seismic
conditions and events.

Community
Profile
 US Census Bureau
2013-2017American
Community Survey
 City of Diamond Bar
General Plan
Background Reports
 California Energy
Commission
 Demographic information for
Diamond Bar and Los Angeles
County.
 History of the region.
 Economic trends.
 Commute patterns in Diamond Bar,
local land use patterns, utilities
serving the city.

Hazard
Assessment
(Disease and
Pest)
 California Department
of Public Health
 Centers for Disease
Control
 World Health
Organization
 Science and historical records of
disease outbreaks.

Hazard
Assessment
(Drought)
 Cal Adapt
 US Drought Monitor
 Historic drought information
 Current drought conditions
Hazard
Assessment
(Flood Hazards)
 FEMA Map Service
Center
 Los Angeles County
Flood Control District
 Records of past flood events in and
around Diamond Bar.
 Identify flood-prone areas

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23 Section Key Resources Example Users
Hazard
Assessment
(Hazardous
Materials Release
Hazards)
 Agency for Toxic
Substances and
Disease Registry
 Location and dates of past
hazardous materials release.
 Effects of hazardous materials
release.

Hazard
Assessment
(Seismic
Hazards)
 Southern California
Earthquake Data
Center
 The Third California
Earthquake Rupture
 Forecast (UCERF3)
 Locations of fault zones.
 Records of past earthquakes.

Hazard
Assessment
(Severe Weather
Hazards)
 California Department
of Water Resources
 US Drought Monitor
 Western Regional
Climate Center
 Science and background
information of extreme weather
events.
 Historical record of extreme weather
events in and around Diamond Bar.

Hazard
Assessment
(Wildfire Hazards)
 California Department
of Forestry and Fire
 Fire and Resource
Assessment Program
 Records of past fire events.
 Location of fire hazard zones in and
around Diamond Bar.

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24 Section 4: Hazard Identification and Risk
Assessment
FEMA Local Hazard Mitigation Plan Requirements:

Element B. Hazard
Identification and Risk
Assessment
B1. Does the Plan include a description of the type, location, and extent of all-natural hazards that can affect each
jurisdiction(s)? (Requirement §201.6(c)(2)(i))
B2. Does the Plan include information on previous occurrences of hazard events and on the probability of future hazard events for each jurisdiction? (Requirement §201.6(c)(2)(i))
B3. Is there a description of each identified hazard’s impact on the community as well as an overall summary of the
community’s vulnerability for each jurisdiction? (Requirement §201.6(c)(2)(ii))
B4. Does the Plan address NFIP insured structures within the jurisdiction that have been repetitively damaged by floods? (Requirement §201.6(c)(2)(ii))
Hazard Identification and Risk Assessment
This section discusses the types of hazards that might reasonably occur in the City of Diamond Bar. It describes the hazards; how they are measured; where in Diamond Bar they may occur; a history of previous occurrences in and around the City; and the future risk they pose. The discussion of future risks includes any changes to the frequency, intensity, and/or location of these hazards as a result of climate change. This section also discusses how the Hazard Mitigation Committee (HMC) selected and prioritized the hazards in this Plan.

Hazard Identification
The HMC reviewed an extensive list of hazards and excluded the ones that do not pose a threat to Diamond Bar. This list included several hazards that are identified in FEMA planning guidance, that FEMA recommends communities evaluate for inclusion in a hazard mitigation plan. Table 8 lists the hazards considered by the HMC and explains the reasoning for inclusion/exclusion.

Table 10: List of Hazards Considered and Evaluated
Note: Documents referred to in Tables 8 and 9 include the following, which are included at the top of each page of the chart for easy reference.
 FEMA Guidance: Documents outlining how to develop a plan and how plans will be reviewed.
 SHMP: State Hazard Mitigation Plan.
 LA County: Los Angeles County Hazard Mitigation Plan.

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25 Table 10: List of Hazards Considered and Evaluated
Hazard Recommended
for
Consideration
Included
in
LHMP?
Reason for Inclusion or Exclusion
Avalanche FEMA Guidance
SHMP
No Diamond Bar is not located within a
zone with the potential to be affected by
an avalanche.

Climate
Change
SHMP
LA County HMP
Yes Climate change is discussed as a
function of each relevant hazard and is
mentioned throughout the Plan.

Coastal
Flooding and
Storm
FEMA Guidance
SHMP
No Diamond Bar is not located along the
coast of California. Coastal flooding and
storms are not anticipated to impact the
community.

Dam Failure FEMA Guidance
SHMP
LA County HMP
No There are no major dams located within
Diamond Bar and surrounding areas.

Drought SHMP
LA County HMP
Yes Drought is a recurring and potentially
severe hazard in Diamond Bar.

Epidemic,
Pandemic,
COVID-19
SHMP Yes Diamond Bar, along with the rest of the
country, is currently responding to a
global pandemic (COVID-19), creating
the need for City staff and resources to
respond to the pandemic.

Erosion FEMA Guidance
SHMP
No While erosion occurs in certain areas of
the City, this hazard is generally
perceived as a consequence of other
hazards, including wildfire, landslide,
and flooding. Refer to these hazards for
discussion regarding erosion (if
applicable).

Expansive Soil FEMA Guidance No Expansive soils are located within the Diamond Bar. While they exist, the City
requires compliance with the California
Building Code, which is intended to
mitigate hazards associated with this
condition.

Extreme Cold FEMA Guidance
SHMP
No Temperatures in Diamond Bar do not
fall to a level that would be considered
a danger to public safety.

Extreme Heat FEMA Guidance
SHMP
No Extreme heat has occurred in Diamond
Bar and is expected to be occur in the
future. However, the HMC did not
identify extreme heat as a potential
hazard of concern.

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26 Hazard Recommended
for
Consideration
Included
in
LHMP?
Reason for Inclusion or Exclusion
Fault Rupture FEMA Guidance
SHMP
LA County HMP
Yes There are no known fault zones located
within Diamond Bar, however several
faults have been identified as having
the potential to impact the City. As a
result, the HMC identifies fault rupture
as a potential hazard of concern.

Flooding FEMA Guidance
SHMP
Yes Several areas in the City of Diamond
Bar have been identified as being within
FEMA Special Hazard Flood Areas
(SHFA), or flood zone. While
significant flooding events have not
recently affected properties within the
City, the presence of these flood zones
indicates the potential for future hazard
occurrences.

Hail FEMA Guidance No Hail that is severe enough to pose a threat to people and property is too rare
in Diamond Bar be included.

Hazardous
Materials
HazMat)
release
SHMP Yes The fact that areas within the City are
used to store, manufacture, dispose of,
and transport hazardous materials was
identified as a concern by the HMC. In
addition, several major roadways,
freeways, and rail lines transecting the
City allow for the transport of these
materials. A HazMat release from any
of these locations and during transport
could endanger the community if a
release into the environment should an
incident occur.

Hurricane FEMA Guidance
SHMP
No Diamond Bar is not on record as having
been affected by a Hurricane or
Tropical Storm.

Landslide FEMA Guidance
SHMP
Yes There are areas located within the City
of Diamond Bar that have experienced
landslides or are at risk to the hazard.

As such, the HMC felt it was important
to include this hazard in the plan.

Lightning FEMA Guidance No Although lightning does occur occasionally in Diamond Bar, it does
not pose a significant threat to people
or property.

Liquefaction FEMA guidance
SHMP
LA County HMP
Yes According to mapping prepared by the
California Geological Survey, portions
of the City are located within
liquefaction-prone areas.

Sea-level Rise FEMA Guidance
SHMP
No Diamond Bar is not considered a
coastal community.

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27 Hazard Recommended
for
Consideration
Included
in
LHMP?
Reason for Inclusion or Exclusion
Seiche FEMA Guidance
SHMP
No There are no major bodies of water in
Diamond Bar that could be subject to
seiche.

Seismic
Shaking
FEMA Guidance
SHMP
LA County
Yes Diamond Bar is in a seismically active
area where shaking can be severe
enough to damage property or cause
loss of life. For this reason, the HMC
determined it should be addressed in
this plan.

Severe Wind FEMA Guidance Yes HMC discussions of Severe Weather covered extreme heat, severe wind,
and heavy rain, which are the most
common weather-related hazards
occurring in Diamond Bar.

Severe
Weather and
Storms
FEMA Guidance
SHMP
LA County HMP
Yes Similar to Severe Wind, Severe
Weather includes hazards such as
extreme heat, severe wind, and rain,
which are weather related hazards that
are most common in Diamond Bar.

Storm Surge FEMA guidance No Diamond Bar is not a coastal community and, therefore, unlikely to
be affected by Storm Surge.

Thunderstorm SHMP No Thunderstorms that cause damage and endanger public safety are rare in the
Southern California region.

Tornadoes FEMA guidance
SHMP
No No tornadoes are known to have ever
occurred in Diamond Bar.

Tsunami FEMA guidance
SHMP
No Diamond Bar is not a coastal
community so tsunami would not be a
hazard of concern.

Wildfire FEMA guidance
SHMP
Yes The HMC identified wildfire as a major
threat to the developed and
undeveloped areas of the City and
should be included in the document.

Legend - Sources:
 FEMA Guidance: Documents outlining how to develop a plan and how plans will be reviewed
 SHMP: State Hazard Mitigation Plan LA County: Los Angeles County Hazard Mitigation Plan
The HMC identified 6 Natural Hazards, and 2 Human Caused hazards to be addressed as part of plan update. These hazards were identified through an extensive process utilizing input from HMCMembers, research of past disaster declarations, and a review of both the current State of California Hazard Mitigation Plan (“State Plan”) and the Los Angeles County Hazard Mitigation Plan. Readily available online information from reputable sources, such as

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28 federal and state agencies, was also evaluated to supplement information as needed. One of the challenges faced by the HMC is the lack of community specific data on past events and associated damages. The Team used general data from Los Angeles County.

Table 11: List of Hazards of Concern
Diamond Bar List of Hazards of Concern
Hazard Description
Climate Change Climate change is discussed as a function of each relevant hazard and is mentioned throughout the Plan.

Drought Droughts are a recurring and potentially severe hazard in Diamond Bar.

Epidemic,
Pandemic,
Coronavirus
Disease 2019
(COVID-19)
Diamond Bar, along with the rest of the country is currently responding to a global pandemic (COVID-19), which has impacted staff and resources.

Earthquake/Fault
Rupture
There are no known fault zones located within Diamond Bar, but several faults have been identified as having the potential to impact the City. As a result, the HMC identifies earthquake/fault rupture as a potential hazard of concern.

Flooding Diamond Bar includes several areas identified as being in FEMA flood hazard zones. While significant flooding events have not recently affected City properties, the presence of these flood zones indicates the potential for future hazard incidents.

Hazardous
Materials Releases
The presence of uses storing, manufacturing, disposing, and transporting hazardous materials was identified as a concern for the HMC. In addition, several major roadways, freeways, and rail lines transecting the City allow for the transport of these materials that could endanger the community if a release into the environment were to occur.

Landslide/
Liquefaction
Diamond Bar has areas located in the within the City that have existing landslides or the potential for landslides to occur. As a result, the HMC felt it was important to include this hazard in the plan. According to mapping prepared by the California Geological Survey, portions of the City are located within liquefaction prone areas.

Severe Weather
and Storms
Severe Weather includes discussions about extreme heat, severe wind, and rain, which are weather related hazards that are most common in Diamond Bar.

Wildfire The HMC identified wildfire as a major threat to developed and undeveloped areas of the City and should be included in the document.

Hazard Scoring and Prioritization
The HMC followed FEMA guidance for hazard mitigation plans and prioritized each of the 8 hazards. The risk level represents the final ranking of each hazard as a result of the the hazard prioritization process exercise completed by the HMC. The hazard ranking results

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29 were evaluated by the HMC during the risk assessment process to ensure consistency with the hazards of highest concern. The risk level for earthquakes and wildfires are listed as high, followed by drought, severe storms, hazardous materials and humand infectious disease as moderate risk. Flood and landslides are listed as low risk due to infrequent occurrence and/or negligible impacts. A copy of the hazard prioritization documents is provided in Appendex E.

Table 12: Risk Level for Hazards of Concern
Hazard
Vulnerability
Score (Sum
of Risk
Characteristic
Scores)
Probability
of Future
Occurrence
Score
Total Risk
Score RISK LEVEL
Drought 9 3 27 Moderate
Earthquake 17 2 34 High
Flood 10 1 10 Low
Landslides 9 1 9 Low
Wildfire 12 5 17 Moderate
Severe Storm (Extreme
Heat, Thunderstorm,
Tornado and High Wind)
6 5 30 Moderate
Risk Level Total Risk Score
Low 0-15
A hazard with a LOW RISK rating is expected to have little to no impact upon the jurisdiction. The hazard poses minimal health and safety consequences to the state’s residents and is expected to cause little to no property damage. The occurrence of a hazard with a LOW RISK rating is rare; however, due to other factors such as geographic location it is still possible for such a hazard to occur and cause even significant damage based upon the magnitude of the event.

Moderate 16-30
A hazard with a MODERATE RISK rating is expected to have a moderate impact upon the jurisdiction. The hazard poses minor health and safety consequences with minor injuries expected and few to no fatalities. The hazard may cause some property to be damaged or destroyed. The occurrence of a hazard with a MODERATE RISK rating is likely at least once within the next 25 years.

High 31 or More
A hazard with a HIGH-RISK rating is expected to have a significant impact upon the jurisdiction. The hazard poses high health and safety consequences with numerous injuries and fatalities possible. The hazard may cause even some property to be damaged or destroyed. A hazard with a HIGH-RISK rating is expected to occur at least once within a 12-month period but can occur multiple times within a year.

Federal Disaster Declarations
Since 1953, Los Angeles County has been issued 74 federal disaster declaration of which 56 have occurred since 2000. These declarations included flooding, earthquakes, wildfire, and other hazards. However, the City of Diamond Bar has been fortune to experience

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30 limited, if any, damages from these events. The entire state, including City of Diamond Bar has, was included in the Emergency Declaration and Disaster Declaration issued as a result of the COVID-19 pandemic on March 13, 2020. Figure 7 shows the 74 declared events affecting the County.

Figure 7: FEMA Disaster Declarations in Los Angeles County 1953 – 2020 Source: FEMA Disaster Declarations-Los Angeles County
Hazard Profiles
Drought
Hazard Description
A drought is a period of time in which water supplies become scarce. Drought occurs over a period of time without substantial rainfall that persists from one year to the next. Drought is a normal part of virtually all climatic regions, including areas with high and low average rainfall.

In California, rain comes as a result of the El Niño Southern Oscillation (ENSO) cycle, a regional meteorological phenomenon in the southern Pacific Ocean consisting of variations in the temperature of the ocean water and air. These variations give rise to two distinct phases known as El Niño, the warm and wet phase, or La Niña, the dry and cold phase.

When the La Niña phase is active, it can cause California to receive lower than normal levels of precipitation.

Drought is the consequence of anticipated natural precipitation reduction over an extended period, usually a season or more in length. Droughts can be classified as meteorological, agricultural, hydrologic, socioeconomic and ecological.

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31 Types of Drought
2 :
• Meteorological: a reduction in rainfall from a normal precipitation pattern in regard to the amount, intensity, or timing of the event as well as changes in the temperature, humidity, and wind patterns. The strict threshold differs for every nation; the United States defines meteorological drought as receiving less than 2.5mm of rainfall in 48 hours. Meteorological drought is the first drought stage detected.
• Agricultural: deficient moisture conditions that cause a lasting effect on crops and nonnatural vegetation. It is dependent on rainfall, temperature, topography, evapotranspiration, permeability, and porosity of soils, precipitation effectiveness, and vegetative demand.

Agricultural drought begins when the available soil moisture supports the actual evapotranspiration rate at only a fraction of the potential evapotranspiration rate. • Hydrological: related to the effects of decreased precipitation on surface or subsurface water supply. It is the last stage of drought and is lagged behind meteorological and agricultural drought because water infiltrates down to the groundwater during the latter portion of the hydrological cycle. Subsurface water supply is the last drought component to return to normal when meteorological conditions and aquifer recharge return. • Socioeconomic: what happens when the consequences of the drought start to affect the socioeconomic sector. It occurs when the demand for an economic good is greater than the available supply due to weather-related drought. Examples of such goods include water, hydroelectric power, food grains, meat, dairy, and much more. Socioeconomic drought affects the associated population both individually and collectively. • Ecological: defined as “a prolonged and widespread deficit in naturally available water supplies — including changes in natural and managed hydrology — that create multiple stresses across ecosystems.”
Unlike with sudden weather events such as hurricanes, tornadoes, and thunderstorms, it is often difficult to pinpoint when a drought has started or when it has ended. The initial effects of a drought may be difficult to identify right away, so it may take weeks or months to determine that a drought has started. The end of a drought is hard to identify for the same reason. A drought may last for weeks, months, or even years. Sometimes, drought conditions can exist for a decade or more in a region. The longer a drought lasts, the greater the harmful effects it has on people, crops, and livestock.

Location and Extent:

The occurrence of drought is regional in nature and scope. As such, when drought occurs in Southern California it typically affects the entire City of Diamond Bar and its sphere of influence. Any significant drought occurring in Southern California can reduce the regional water supply and will have an impact on the City.

The Palmer Drought Index is used to measure the extent of a drought by measuring the duration and intensity of long‐term drought‐inducing circulation patterns. Long‐term drought is cumulative, with the intensity of drought during the current month dependent upon the current weather patterns plus the cumulative patterns of previous months. The hydrological impacts of drought (e.g., reservoir levels, groundwater levels, etc.) take longer to develop. 2 http://drought.unl.edu/DroughtBasic/TypesofDrought.aspx

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32 Table 13: Palmer Drought Category Descriptions

CATEGORY DESCRIPTION POTENTIAL IMPACTS PALMER

DROUGHT
INDEX
D0 Abnormally
Dry
Going into drought: short‐term dryness
slowing planting, growth of crops or
pastures; fire risk above average.

Coming out of drought: some lingering
water deficits; pastures or crops not
fully recovered.
‐1.0 to
‐1.9
D1 Moderate
Drought
Some damage to crops, pastures; fire
risk high; streams, reservoirs, or wells
low; some water shortages developing
or imminent; voluntary water use
restrictions requested.
‐2.0 to
‐2.9
D2 Severe
Drought
Crop or pasture losses likely; fire risk
very high; water shortages common;
water restrictions imposed.
‐3.0 to
‐3.9
D3 Extreme
Drought
Major crop/pasture losses; extreme fire
danger; widespread water shortages or
restrictions.
‐4.0 to
‐4.9
D4 Exceptional
Drought
Exceptional and widespread
crop/pasture losses; exceptional fire
risk; shortages of water in reservoirs,
streams, and wells, creating water
emergencies.
‐5.0 or less
Source: http://drought.monitor.unl.edu/AboutUSDM/Droughtclassification.aspx Previous Occurrences:

Diamond Bar, like the rest of California, has experienced many drought events throughout its history. Each event has been distinct, with varying lengths, severity, and frequency.

California, including Los Angeles County, was in some form of drought for 376 consecutive weeks from December 20, 2011 until March 14, 2017. By summer of 2014, almost all of California was experiencing level D2 (severe drought) conditions. By 2015, emergency water-saving mandates were enacted, which required all jurisdictions to reduce water use by no less than 25 percent. In late 2016 and early 2017, consecutive occurrences of heavy rain helped end the drought conditions in the state. The following winter, in late 2017 and early 2018, rains did not occur to the same level and slight drought conditions again affected the state. This moderate drought was again abated in the winter season of late 2018 and early 2019, when heavy rains ended any existing drought conditions. As of August 13, 2019, Los Angeles County meteorologist have considered the region to be unaffected by drought . The NWS National Center for Environmental Information recorded 21 drought events as occurring Los Angeles County between 2000 and 2020 as shown in Table 14.

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33 Table 14: Historical Drought Events in Los Angeles County, 2000‐2020 City of Diamond Bar Drought Events 2000-2020
Year Number of
Events
Source Year Number
of Events
Source
2001 5 NCEI 2013 1 NCEI
2003 3 NCEI 2014 1 NCEI
2007 1 NCEI 2015 1 NCEI
2008 1 NCEI 2016 1 NCEI
2009 1 NCEI 2017 1 NCEI
2010 1 NCEI 2018 1 NCEI
2011 1 NCEI 2019 1 NCEI
2012 1 NCEI
Total 21
Source: National Center for Environmental Information (NCEI) Table 15: Previous Occurrences and Affected Jurisdictions Year
Number
of
Incidents
Jurisdictions Affected (Counties, Unless
Otherwise Noted)
Statewide Crop
Damage
2001 5 Del Norte, Modoc, Siskiyou, Inyo, Humboldt,
Kern, Los Angeles, Ventura, Mono, Lassen,
Plumas, San Bernardino, Santa Barbara,
Sierra, Shasta, Trinity
Not Available
2002 3 Alpine, Amador, Calaveras, Imperial, Modoc,
Nevada, Orange, Placer, Riverside, San
Bernardino, Sierra, Stanislaus
$12,100
2007 1 Kings, Riverside (data pending)
2008 1 Fresno, Kern, Kings, Madera, Merced,
Sacramento, San Joaquin, Stanislaus, Tulare
(data pending)
2009 1 Fresno (data pending)
2011 1 Statwide /All counties (data pending)
2012 1 Statwide /All counties (data pending)
2013 1 Statwide /All counties (data pending)
2014 1 Statwide /All counties $810 million
2015 1 Statwide /All counties $900 million
2016 1 Statwide /All counties $921 million
Total 17
Source: Califorina SHMP

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34 Probability of Future Events:

For the near future, drought is expected to be a recurring hazard in California, affecting both LA County and the City of Diamond Bar. Available information enabled the HMC to calculate the probability of occurrence based on events that occurred during the 20-year reporting period of 2000-2020. Drought events have occurred in eleven of the 20-year reporting period, there is a 55% chance of a drought occurring in Diamond Bar in any given year.

Figure 8 illustrates the severity of the drought conditions experienced over the past 19 years.

Figure 8: Severity of the drought conditions 200-2019
Source: http://www.drought.gov/drought/states/california Vulnerability and Impact:

Drought impacts large areas and crosses jurisdictional boundaries. Drought impacts are mostly experienced in water shortages and crop/livestock losses on agricultural lands and typically do not impact buildings. The complex web of economic impact may be significant because the hazard affects many business sectors, its affects extending well beyond the area experiencing physical drought. This complexity exists because water is integral to the ability to produce goods and provide services. If droughts extend over several years, the direct and indirect economic impact can be significant.

Life and Property
The threat to the human population could be significant depending on the severity of the drought.

Persons who lack enough water cannot maintain proper internal body temperatures required for normal well-being and may experience a number of symptoms: headache, dizziness, weakness, cramping, nausea, vomiting, confusion, dehydration, and, in some cases, death. Drought may also be accompanied by extreme heat, and the combination of hazards affects vulnerable populations – young children, the elderly, and those with a handicap or other special need. As the City’s population increases as a result of growth in

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35 areas vulnerable to hazards, or to growth in the number of persons considered to be in a special populations, their respective vulnerabilities to Drought will also increase.

Drought affects human and animal habitat because there is less water available in lakes, streams, aquifers, soil, wetlands, springs, and other surface and subsurface sources from which people and animals meet their hydration needs. Decreased water availability may lessen water quality by altering levels of salinity, bacteria, turbidity, pH, and temperature.

Any such alteration may affect the aquatic habitat of numerous plants and animals found throughout the state. Additionally, this could have a negative impact on livestock if they ingest too much salt from the waters whose salinity has been affected. Bacteria and water pH can also affect the health of livestock if they ingest too much in water that has been modified as a result of drought conditions.

Utilities
During a drought, utilities water customers are directed to use less water. This results in decreased revenue for the Walnut Valley Water District, although there is no reduction in fixed costs. Historically, water utilities have had to raise rates to make up for lost revenue during droughts.

Low water flow may result in decreased sewage flows and subsequent increases in the level of contaminants found in the water supply. A decrease in water availability overall would lead to a decrease in the drinking water supply and the availability of water for agricultural purposes, thus affecting the food supply. Such a disruption would also lessen the availability of “food” found in the general habitat that would be consumed by fauna and animals. End results could include in a loss of biodiversity; increases in human and animal mortality; an uptick in the level of disease in humans and animals; and an increase in the number of endangered species.

Changes in Development
Since the last plan update, the vulnerability of drought to the City has increased from possible to highly likely. There has been no new development of structures added or removed that increase or decrease the probability of this hazard in the City of Diamond Bar.

Rather, the increased probability stems from the fact that California has received an abnormally low amount of rainfall in the past five years, causing communities statewide, including Diamond Bar, to be more concerted in the effort to introduce mitigation measures that could mitigate the impacts of a drought.

Impacts of Climate Change
Climate change is anticipated to have mixed effects on the drought hazard: it may abate drought in certain situations, but it could also intensify and exacerbate it in other cases. For example, climate change-intensified weather patterns, such as during years when El NinoSouthern Oscillation (ENSO) occurs, may bring more rain to California and Diamond Bar and abate drought conditions. In other years, climate change may also prolong the La Niña phase of ENSO, which could lead to longer periods with no precipitation in California.

Climate change is also expected to increase the average temperature and cause more frequent and prolonged heat waves in California and Diamond Bar. During these events, water supplies may be diverted for City-required cooling functions, such as those needed to protect the elderly and to maintain essential City operations. Hotter temperatures may also lead to increased surface water evaporation, which could lead to greater water consumption.

If a drought were to occur during a future heat wave, it could place the water supply under strain.

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36 From a regional perspective, warmer overall temperatures in California are anticipated to affect and reduce statewide water supplies. Much of California’s water comes from melted snow in the High Sierra, a segment of the Sierra Nevada mountain range. As the average temperature increases as a result of climate change, the amount of precipitation that falls as snow is expected to shift to increased rainfall. As less snow falls, the amount of melted water from the snowpack in the Sierra Nevada will decrease, reducing the water that will flow into the reservoirs and aqueducts that supply Southern California. This could place a strain on the City’s imported water supply, leading to greater reliance on Los Angeles County’s local groundwater. If regional water agencies, like Los Angeles County Water District (LCWD), do not increase groundwater withdrawal, Diamond Bar and the greater Los Angeles County region could experience subsidence as a result.

Earthquake
Hazard Description
An earthquake is defined as a shaking or trembling of the earth that is volcanic or tectonic in origin. The term Earthquake is used to describe both a sudden slip on a fault, and the resulting and radiated seismic energy caused by the slip or by volcanic or magmatic activity or other sudden stress changes in the earth. This includes surface faulting, ground shaking, landslides, liquefaction, tectonic deformation, tsunamis, and seiches.

Fault Rupture
The shifting and movement of the Earth’s tectonic plates are responsible for seismic events.

Plates can pull away from, move toward, or pass each other and in doing so, they sometimes lock together. This creates tension, and eventually the built-up tension is released like a springboard. The tension dissipates into the Earth’s crust. The location at which two tectonic plates join is called a fault line. Fault lines are sometimes visible on the Earth’s crust as sudden rifts or anomalies in the continuity of the landscape. In California, the major fault line running in a north-south direction is the San Andreas Fault, where the North American and Pacific Plates meet. Constant friction between the two plates over the millennia, however, has caused the areas where the two plates intersect to become fragmented, creating new, smaller faults.

There are 2 major types of earthquakes that can occur within a given region:
 Strike-slip - Faults are vertical or almost vertical rifts where the earth’s plates move mostly horizontally. From the observer’s perspective, if the opposite block looking across the fault moves to the right, the slip style is called a right lateral fault; if the block moves left, the shift is called a left lateral fault.  Dip-slip - Faults are slanted fractures where the blocks mostly shift vertically. If the earth above an inclined fault moves down, the fault is called a normal fault, but when the rock above the fault moves up, the fault is called a reverse fault. A reverse fault with a dip of 45 ° or less is called a Thrust fault.

The area in the immediate vicinity of a fault line is at risk of damage due to the potential for a fault rupture: the deformation or displacement of land on either side of the fault, which may move a few inches to several feet in opposite directions. Buildings or infrastructure situated around, on top of, or across a fault line could potentially be severely damaged or destroyed.

Some faults have only recently emerged recently in geologic history. Quaternary faults are faults that have developed any time between the Holocene Era and the present (within the last 1.8 million years). These faults are especially concerning since they are the most likely to be active and cause future earthquakes. The Alquist-Priolo Earthquake Fault Zoning Act

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37 enables the California State Geologist to designate zones surrounding active faults as Alquist-Priolo Special Study Zones, named as a special regulatory zone. These zones require additional study to determine the location of the fault and the limits of the area prohibited from surface construction on top of the known location of an active fault.

Liquefaction
Liquefaction occurs when seismic energy shakes an area with low-density, such as fine grain soil like sand or silt, that is saturated with water. When the shaking motion reaches these areas, it can cause such loosely packed soils to suddenly compact, making the waterlogged sediment behave more like a liquid than solid ground. During liquefaction events, the liquified soil can lose most of its stability, which can cause damage to buildings and infrastructure built on such surfaces. In severe cases, buildings may completely collapse as a result of liquefaction. Pipelines or other utility lines running through a liquefaction zone may be breached, potentially leading to flooding or release of hazardous materials.

Liquefaction events do not have a scale of measurement, however other factors can be used to assess the extent of damage associated with a liquefaction event, such as:
 Soil type.
 Strength of seismic shaking in the area of liquefaction.  Size of the affected area.
 Degree of destruction as a result of the liquefaction.

According to the California Geological Survey, parts of Diamond Bar are in potential liquefaction zones. This is due to the types of soils in this area, presence of shallow groundwater under the low-lying portions of the City, and proximity to active earthquake faults capable of generating large earthquakes. In these area of the City, the ground is comprised of predominantly sandy alluvial soils, and the depth to groundwater in some areas is as shallow as 10 feet beneath the ground surface.

Seismic shaking
Seismic shaking is the shaking felt on the earth’s surface caused by an earthquake. In most cases, earthquakes are not powerful enough for the shaking to be felt. The intensity of seismic shaking occurs in relation to the amount of energy discharged by the seismic event which is dictated by the length and depth of the fault. The longer and nearer to the surface the fault rupture is, the greater the seismic shaking. In most cases, areas that are nearest to the fault rupture experience the greatest seismic shaking while areas that are more distant experience less shaking.

Seismic shaking can damage or destroy structures and lead to partial or even total structural collapse. Ground shaking may also damage or destroy underground utilities or pipelines, potentially leading to releases of hazardous materials as well as flooding if water lines are breached.

Figure 9 profiles the earthquake shaking potential for the state of California. All of Los Angeles County lies within areas that are near major active faults. These areas experience stronger shaking, more often.

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38 Figure 9: Earthquake Shaking Potential for California Source: https://www.conservation.ca.gov/cgs/shakemaps
Location and Extent:

Diamond Bar is located in a region with several major active faults. The San Andreas Fault Zone, which has the greatest potential to cause damage in the region, is 26 miles northeast of the city. The Whittier Fault, which is broken by several localized faults, is located on the northern or “uptown” side of the City. The Diamond Bar and the Arnold faults (which are currently identified as “INACTIVE”) are located within the City boundaries. The last movement along these two faults was probably sometime during the Miocene period (11-25 million years ago). Figure 10 provides the location of several local faults near the City of Diamond Bar.

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39 Figure 10: Earthquake Fault Near the City of Diamond Bar Southern California, including Diamond Bar, is a highly seismic-prone area given the major faults that run through the region, so the area is subject to experiencing seismic shaking.

Earthquakes are measured in terms of their magnitude and intensity. Magnitude is measured using the Richter Scale, an open-ended logarithmic scale that describes the energy release of an earthquake through a measure of shock wave amplitude (see Table 16). Each unit increase in magnitude on the Richter Scale corresponds to a 10- fold increase in wave amplitude, or a 32-fold increase in energy. Intensity is most commonly measured using the Modified Mercalli Intensity (MMI) Scale based on direct and indirect measurements of seismic effects. The scale levels are typically described using roman numerals, with a I corresponding to imperceptible (instrumental) events, IV corresponding to moderate (felt by people awake), to XII for catastrophic (total destruction). A detailed description of the MMI Scale of earthquake intensity and its correspondence to the Richter Scale is given in Table 16.

Table 16: The Richter Magnitude Scale

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40 The Richter Magnitude Scale.

Richter
Magnitudes
Earthquake Effects
Less than 3.5 Generally not felt, but recorded.

3.5-5.4 Often felt, but rarely causes damage.

Under 6.0 At most slight damage to well-designed buildings. Can cause major damage to poorly constructed buildings over small regions.

6.1-6.9 Can be destructive in areas up to about 100 kilometers across where people live.

7.0-7.9 Major earthquake. Can cause serious damage over larger areas. 8 or greater Great earthquake. Can cause serious damage in areas several hundred kilometers across.

Source: https://www.usgs.gov/natural-hazards/earthquake Table 17: Modified Mercalli Intensity Scale for Earthquates Modified Mercalli Intensity Scale for Earthquakes.

Scale Intensity Description of Effects
Corresponding Richter
Scale Magnitude
I Instrumental Detected only on seismographs
II Feeble Some people feel it <4.2
III Slight Felt by people resting; like a truck rumbling by
IV Moderate Felt by people walking
V Slightly Strong Sleepers awake; church bells ring <4.8 VI Strong Trees sway; suspended objects swing,
objects fall off shelves
<5.4
VII Very Strong Mild Alarm; walls crack; plaster falls <6.1 VIII Destructive Moving cars uncontrollable; masonry
fractures, poorly constructed buildings
damaged
IX Ruinous Some houses collapse; ground cracks;
pipes break open
<6.9
X Disastrous Ground cracks profusely; many buildings
destroyed; liquefaction and landslides
widespread
<7.3
XI Very Disastrous
Most buildings and bridges collapse; roads,
railways, pipes and cables destroyed;
general triggering of other hazards
<8.1

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41 XII Catastrophic Total destruction; trees fall; ground rises and falls in waves
>8.1
Source: https://www.usgs.gov/natural-hazards/earthquake Previous Occurrences:

The 1994 Northridge earthquake is the largest recent fault rupture near Diamond Bar, measuring as a 6.7 Mw event. It was approximately 56 miles from the City and is considered the most destructive earthquake to have occurred in the United States in the past 100 years.

This event killed sixty people, injured more than 7,000, left 20,000 people homeless, and damaged more than 40,000 buildings in Los Angeles, Ventura, Orange, and San Bernardino Counties. The 2014 La Habra earthquake is a more recent occurrence and was measured to be an event of magnitude 5.1. This event caused fault rupturing adjacent to, but not directly on, the Puente Hills and Whittier faults. Even more recently, a significant swarm of earthquakes in the Ridgecrest area occurred on July 4th and 5th 2019. Three tremors ranging from 5.4 to 7.1 Mw occurred within the Eastern California shear zone, a region of distributed faulting associated with motion across the Pacific-North America plate boundary, and an area of high seismic hazard.

While no significant earthquake has originated within Diamond Bar within the last 100 years, The City has no doubt felt the shaking of regional earthquakes. The nearest earthquake event to the City that caused significant damage throughout the Southern California region was the 1933 Long Beach earthquake. The earthquake epicenter was in the City of Huntington Beach, however most of the damage occurred in areas north of the epicenter.

The event caused more than $50 million in property damage and resulted in the deaths of 120 people. Fortunately, the City did not exist at that time and the area was sparsely populated. It is unknown whether residents during that period experienced property damage.

Most of the deaths and damage from the 1933 Long Beach Earthquake occurred as a result of collapsing seismic shaking that primarily affected unreinforced masonry buildings.

Table 18 shows significant earthquakes – magnitude 6.0 or greater – that have occurred within 100 miles of Diamond Bar since the beginning of the 20th century. Although the 1987 Whittier Narrows Earthquake and 1994 Northridge Earthquake caused significant damage, the City of Diamond Bar was spared from any substantial damage from either incident.

Table 16: Significant Earthquakes (5.0+ Mw) Within 100 Miles of Diamond Bar Significant Earthquakes (5.0+ Mw) Within 100 Miles of Diamond Bar Date Location Magnitude Injuries Death $ Damages
December 8,
1812
San Juan
Capistrano 7.5 N/A N/A N/A
July 21,1952 Kern County 7.5 N/A N/A N/A
December
21,1812 West Ventura 7.1 N/A N/A N/A
February 9,1971 San Fernando 6.6 200-
2,000 58-65 $553 Million
October 1,1987 Whitter 5.9 200 8 $358 Million
February 28,1990 Upland 5.7 30 N/A $12.7
Million
January 17,1994 Northridge 6.7 8,700 57 $40 Billion

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42 June 28,1999 Sierra Madre 5.6 100+ 1 $40 Million
July 29,2008 Chino Hills 5.5 8 N/A Limited
March 28,2014 La Habra 5.1 A few N/A $10 Million
July 6,2019 Ridgecrest 7.1 N/A N/A N/A
Source: http://file.lacounty.gov/SDSInter/lac/1062614_AHMPPublicDraftOct1.pdf Probability of Future Events:

Many people in LA County feel shaking from earthquakes a couple times a year, mostly mild or moderate shaking that causes with little damage. According to data from the Uniform California Earthquake Rupture Forecast, Version 3 (UCERF3), there is a greater increase in the likelihood of larger earthquakes in the Los Angeles Region compared to most of California, because the region has more faults that can host multi-fault ruptures3. On average, a quake of magnitude 6.0 or larger is likely to hit somewhere in Southern California every few years. No one can predict when a big earthquake will happen. USGS has estimated that there is a 75% probability that one or more magnitude 7.5 or greater quakes will strike in the next thirty years4.

Vulnerability and Impact:

Earthquake damage occurs because humans have built structures that cannot withstand severe shaking. Buildings, airports, schools, and lifelines (highways and utility lines) suffer damage from earthquakes and such event may cause death or injury to humans. The resilience of homes, major businesses, and public infrastructure is of high concern to the City’s HMC. The City now faces the challenge of how to foster the sustainability of these assets, as well as the potential costs to government, businesses, and individuals on two fronts: to mitigate against earthquake damage, and to estimate the cost of repairs in the wake of such an event.

People
Death and injury can occur both inside and outside of buildings due to collapsed buildings, falling equipment, and the movement of furniture, debris, and structural materials. Downed power lines and broken water and gas lines can also endanger human life.

Buildings
The built environment is susceptible to damage from earthquakes. A collapsed structure may trap or bury those inside. The hazard puts lives are at risk and requires significant cost to clean up damage. In most California communities, including Diamond Bar, many buildings were built before 1993, at a time when building codes were not as strict as they are today. In addition, retrofitting, which can be costly, is not required except under certain conditions, so the number of at-risk buildings remains high. The California Seismic Safety Commission makes annual reports on the progress of the retrofitting of unreinforced masonry buildings. 3 Southern California Earthquake Center, https://www.scec.org/ucerf 4 https://pubs.usgs.gov/fs/2015/3009/pdf/fs2015-3009.pdf

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43 Damage to Lifelines
Lifelines are the connections between communities and outside services. They include water and gas lines, transportation systems, electricity, and communication networks. Ground shaking and amplification can cause pipes to break open, power lines to fall, roads and railways to crack or move, and radio and telephone communication to cease. Residents in Diamond Bar commute frequently by automobiles and public transportation such as busses and light rail. An earthquake can greatly damage bridges and roads, hampering emergency response efforts and the normal movement of people and goods. Damaged infrastructure strongly affects the economy of the community because it disconnects people from work, school, food, and leisure, and separates businesses from their customers and suppliers.

Lifelines need to be usable after earthquake to allow for rescue, recovery, and rebuilding efforts and to relay important information to the public. They include police stations, fire stations, hospitals, shelters, and other facilities that provide important services to the community. These facilities and their services need to be functional after an earthquake event.

Bridge Damage
Even modern bridges and overpasses can sustain damage during earthquakes, leaving them unsafe for use. Some bridges have failed completely due to strong ground motion.

Bridges are a vital transportation link, and even minor damage may cause some areas to become inaccessible. Because bridges and overpasses vary in size, materials, location and design, any given earthquake will affect them differently. Those built before the mid-1970’s have a significantly higher risk of suffering structural damage during a moderate to large earthquake compared with those built after 1980, when design improvements became standard.

Businesses
Seismic activity can cause great loss to businesses, both large-scale corporations and small retail shops. When a company is forced to stop production for even one day, the economic loss can be tremendous, especially when its market for goods and services is at a national or global level. Seismic activity can create economic loss that create a burden on owners who may have difficulty recovering from their losses. According to the Federal Emergency Management Agency (FEMA), forty percent of businesses do not reopen after a disaster, and other twenty-five percent fail within one year. Similar statistics from the United States Small Business Administration indicate that over ninety percent of businesses fail within two years after being struck by a disaster.

Individual Preparedness
The HMC recognizes the significant need for individuals, households, and businesses to develop an earthquake preparedness mindset. Because the potential for earthquake occurrences and earthquake related property damage is relatively high in the greater Los Angeles County area, it is recommended that property owners strap down heavy furniture, water heaters, and expensive personal property, They should also consider purchasing earthquake insurance and anchoring buildings to foundations as additional preparedness initiatives.

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44 Fire
Downed power lines or broken gas mains often trigger fires. When fire stations suffer damage, there is less likelihood that responders will be able to quickly extinguish fires caused by earthquake or otherwise. Furthermore, major incidents demand a larger share of resources, and smaller fires and problems receive little or insufficient resources in the initial hours after a major earthquake event. The loss of electricity may also reduce water pressure, further hampering firefighting ability.

Debris
After damage to a variety of structures, a great deal of time is spent cleaning up brick, glass, wood, steel or concrete building elements, office and home contents, and other materials.

Developing a strong debris management strategy is essential in post-disaster recovery.

Impact of Climate Change:

Generally, there is no known direct connection between fault rupturing and climate change.

Some evidence suggests that greater oceanic pressure on tectonic plates as a result of melting land ice could influence the behavior of seismic events, but there is little indication that this would play a major factor in any seismic event, including fault rupturing.

There is no direct link between climate change and seismic activity that could impact Diamond Bar, so climate change is not expected to cause any changes to the frequency or intensity of seismic shaking. Some research indicates that climate change could result in “isostatic rebounds,” or a sudden upward movement of the crust as a result of reduced downward weight caused by glaciers. As glaciers are known to melt when global overall temperatures increase, climate change could indirectly lead to an increase in seismicity in Southern California.

Extreme Heat
Hazard Description
Extreme heat is a period when temperatures are abnormally high relative when compared to the normal temperature range of a designated location. There are generally three types of extreme heat events:5
 Extreme Heat Days: a day during which the maximum temperature surpasses 98 percent of all historic high temperatures for the area, using the time between April and October from 1961 to 1990 as the baseline.
 Warm Nights: a day between April to October when the minimum temperature exceeds 98 percent of all historic minimum daytime temperatures observed between 1961 to 1990.
 Extreme Heat Waves: a successive series of extreme heat days and warm nights where extreme temperatures do not abate. While no universally accepted minimum length of time for a heat wave event exists, Cal-Adapt considers four successive 5 NOAA National Weather Service

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45 extreme heat days and warm nights to be the minimum threshold for an extreme heat wave.

Extreme heat events will feel different from region to region since different areas have different historic high temperatures. For example, an extreme heat day on the coast will feel different than an extreme heat day in the High Desert. This is the case because the humidity level is a factor in people’s perception of heat. Humid conditions will make a day feel hotter than non-humid conditions, even though the temperature may be the same. The difference between the perceived temperature and the actual temperature is known as the “heat index.” To illustrate the effect of the heat index, a 90-degree day with 50 percent humidity feels like 95°F whereas a 90°F day with 90 percent humidity feels like 122°F. Figure 11 shows National Oceanic and Atmospheric Administration (NOAA)’s National Weather Service Heat Index.

Figure 11: NOAA National Weather Service Heat Index
Source: NOAA National Weather Service
Extreme heat poses several dangers to public health. The human body is less able to withstand long periods of high temperatures and will eventually enter a state of heat exhaustion and dehydration under long-term heat exposure. If exposure to high temperatures is prolonged to the point that internal body temperature surpasses 105°F, heat stroke and organ failure may occur without intervention, death may soon follow.

Location and Extent:

Extreme heat events are not limited to any part of the city. They occur with the same intensity and duration at the same time across all locations in Diamond Bar. The minimum threshold for an extreme heat day in Diamond Bar is 93.2°F. The minimum threshold for a warm night in Diamond Bar 66.4°F.

Previous Occurrences:

The NCEI database has recorded five extreme heat events which have occurred within proximity to Diamond Bar over the past 20 years.

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46 Table 19: Historical Extreme Heat Events in Los Angeles County, 2000‐2020 Extreme Heat
Year Number of Events Source
2007 3 NCEI
2008 2 NCEI
Total 5
Source: National Center for Environmental Information (NCEI) Probability of Future Events:

Extreme heat will continue to be a foreseeable hazard statewide, including Diamond Bar.

Available information enables us to calculate probability based on events during the 20-year reporting period of 2000-2020. Extreme heat events have occurred in 2 of the 20-year reporting period, there is a 10% chance of an extreme heat event occurring in Diamond Bar in any given year.

Vulnerability and Impact:

People
Extreme heat can gravely affect the population. At certain levels the human body cannot maintain proper internal temperatures and may experience adverse health effects to include, headaches, dizziness, weakness, cramping, nausea, vomiting, confusion, dehydration, and in some cases death. The very young, elderly, persons with special needs and handicapped persons are vulnerable to extreme heat. The percentage of the most vulnerable population in each county is presented below:
• Residents less than 18-years old-6.30%
• Residents 65 and older 19.20%
• Disabled Residents (Non-institutionalized) 16.90%
In addition to the groups identified above, the following demographic groups are also more susceptible to the effects of extreme heat:
• Women who are pregnant
• Persons with medical conditions (e.g., heart disease, diabetes, high blood pressure, insulin-dependent, dialysis)
• Persons with medical conditions (e.g., heart disease, diabetes, high blood pressure, insulin-dependent, dialysis)
• Persons with mental illness/disabilities or cognitive disorders • Persons who use medical equipment
• (e.g., ventilators, oxygen, G-tubes)
• Individuals with drug or alcohol dependencies
• Persons with mobility devices (e.g., wheelchairs, walkers, canes) • Persons who are non-ambulatory
• Persons who are socially isolated
• Persons who do not speak English with minimal access to information

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47 Property
Extreme heat does not typically have a significant impact on buildings. However, depending on its scale, critical facilities such as roads, bridges, power lines and other energy generating facilities, and water supply systems can be affected by heat stress on metal and road materials, or become overused and create system break downs and outages. The increased use of air conditioning in homes and workplaces during heat events can compound into a significant demand on energy that can lead to utility “brownouts” and “blackouts”.
• Brownouts can be an intentional or unintentional drop in voltage in an electrical power supply system or grid. Intentional brownouts are used by power companies in an emergency for load reduction to prevent a total power outage. They can last for minutes or hours. Different types of electrical equipment will react in different ways to brownouts. Some devices will be severely affected, while others may not be affected at all.
• Blackouts can be a short- or long-term loss of electrical power to a limited or widespread area. There are many causes of power failures in electric networks; however, a significant overload of the system, such as one occurring to an extreme heat event, can lead to a blackout.

Environment
Extended periods of extreme heat can have devastating effects on the natural environment, including water supply, which can impact drinking water, as well as water for irrigation, navigation and recreation. When accompanied by drought, periods of extreme heat can also result in extensive crop failure and increase the risk of wildfires.

Impact of Population Growth and Development on Extreme Heat Diamond Bar currently have no land-use or development policies directly related to Extreme Heat. There has been no new adoption of development or building regulations designed to increase or decrease the overall vulnerability to Extreme Heat. The greatest potential change in land use and future development may be a decrease in agriculture areas that can be converted to residential or commercial uses.

Impact of Climate Change:

The primary effect of climate change is warmer average temperatures. The hottest years on record have all occurred since the turn of the millennium, and the years and 2016 and 2019 are currently the hottest and second hottest years thus designated. As climate change accelerates in the emissions continue to rise through the year 2100, the number of extreme heat days 21st century, it is anticipated that extreme heat events experienced by California, including Diamond Bar, will become more frequent and more intense. If, as expected, global greenhouse gas could increase to as many as 25 days per year. The number of warm nights could increase from 4 to 41 assuming an emissions peak and decline at 2040 but could increase to as many as 86 if emissions continue to rise until the year 2100.

Flood

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48 Hazard Description
Floods generally result from excessive precipitation, and the severity of a flooding event is typically determined by a combination of several major factors. These factors include stream and river basin topography and physiography; precipitation and weather patterns; recent soil moisture conditions; the degree of vegetative clearing; and the number of impervious surface. Drainages and stream courses may flood their banks and shores if their capacity is exceeded by rainwater. When heavy rainfall hits an area where the ground is already saturated, the risk of flooding is high. In developed areas, the presence of pavement and other impervious surfaces lessens the ground’s ability to absorb excess water. As a result, rainwater must be carried away in storm channels or waterways.

The primary types of general flooding are inland and coastal flooding. Inland or riverine flooding is a function of excessive precipitation levels and water runoff volumes within the watershed of a stream or river. These waterways are affected by large‐ scale weather systems that generate prolonged rainfall over a wide geographic area. Some river floods occur seasonally when winter or spring rainfalls fill river basins with too much water, too quickly. Torrential rains from decaying hurricanes or tropical systems can also produce river flooding.

Secondary hazards from floods can include:
 Erosion or scouring of stream banks, roadway embankments, foundations, footings for bridge piers, and other features.
 Impact damage to structures, roads, bridges, culverts, and other features from highvelocity flow and from debris carried by floodwaters. Such debris may also accumulate on bridge piers and in culverts, increasing loads on these assets, or causing overtopping or backwater effects.
 Release of sewage and hazardous or toxic materials when wastewater treatment plants are inundated, storage tanks are damaged, and pipelines are severed.

Location and Extent:

The City falls almost completely within the San Gabriel River Basin, which spans 713 square miles across Los Angeles and Orange Counties. The northern half of the city primarily drains into San Jose Creek, partially via Diamond Bar Creek. Most of the southern half of the city, as well as the Sphere of Influence ( SOI), drains into Brea Canyon Creek.

Small areas in the northeast of the city are within the Santa Ana River Basin, draining locally into Chino Creek. Consequently, none of these water area flow through the City and there has been no historic flooding caused by any of these rivers in the Diamond Bar.

In Diamond Bar the 100-year flood zone lies near the intersection of Brea Canyon Road and Lycoming Street, along the Reed Canyon Channel. Another 100-year flood zone runs through Tonner Canyon Creek in the SOI. Figure 12 provides a depiction of the SFHAs located in the City of Diamond Bar. The reaches of the 100-year flood levels are located along the San Jose Creek which is located outside of the city’s boundaries.

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49 Figure 12: City of Diamond Bar FIRM
Floodplains are areas that experience frequent flooding and are often designated by FEMA as Special Flood Hazard Areas (SFHAs). While it is possible for areas outside of these designated floodplains to experience flooding, the most likely locations to experience future flooding are low-lying areas near bodies of water. FEMA is the governmental body responsible for designating which areas of the United States can be classified as floodplains.

These areas are mapped and identified on the Flood Insurance Rate Maps (FIRMs). Flood events are measured by their likelihood of occurrence.

For instance, a 100-year flood is a flood that has a 1 in 100 (1.0 percent) chance of occurring in any given year. A 500-year flood is a flood that has a 1 in 500 (0.2 percent) chance of occurring in any given year. The 100-year flood has been designated as the benchmark for major flood events, and thus 100-year floods are referred to as “base floods.” The three most common designations as described on FIRMs are:
 Special Flood Hazard Area: The area within a 100-year floodplain.  Moderate Flood Hazard Area: The area outside of the 100-year floodplain but within the 500-year floodplain.

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50  Minimum Flood Hazard Area: The area outside of the 500-year floodplain.

Within these three designations, FEMA has developed multiple floodplain categories for each unique environment.

Table 20: FEMA Special Flood Hazard Areas Designations

INTENSITY ZONE DESCRIPTION
High
ZONE A
Areas with a 1% annual chance of flooding and a 26%
chance of flooding over the life of a 30‐year mortgage.

Because detailed analyses are not performed for such areas, no depths or base flood elevations are shown within these zones.

ZONE A1‐
30 These are known as numbered A Zones (e.g., A7 or A14).

This is the base floodplain where the FIRM shows a BFE (old format).

ZONE AE
The base floodplain where base flood elevations are
provided. AE Zones are now used on the new format FIRMs instead of A1‐A30 Zones.

ZONE AO
River or stream flood hazard areas and areas with a 1% or greater chance of shallow flooding each year, usually in the form of sheet flow, with an average depth ranging from 1 to 3 feet. These areas have a 26% chance of flooding over the life of a 30‐year mortgage. Average flood depths derived from detailed analyses are shown within these zones.

ZONE AH
Areas with a 1% annual chance of shallow flooding, usually in the form of a pond, with an average depth ranging from 1 to 3 feet. These areas have a 26% chance of flooding over the life of a 30‐year mortgage. Base flood elevations derived from detailed analyses are shown at selected intervals within these zones.

ZONE
A99
Areas with a 1% annual chance of flooding that will be
protected by a federal flood control system where
construction has reached specified legal requirements. No depths or base flood elevations are shown within these
zones.

ZONE AR Areas with a temporarily increased flood risk due to the building or restoration of a flood control system (such as a levee or a dam). Mandatory flood insurance purchase
requirements will apply, but rates will not exceed the rates for unnumbered A zones if the structure is built or restored in compliance with Zone AR floodplain management
regulations.

Moderate
to Low
ZONE X
500
An area inundated by a 500‐year flood; area inundated by 100‐year flooding with average depths of <1 foot or with drainage areas less than 1 square mile; or an area protected by levees from a 100‐year flood.

Source: FEMA Flood Insurance Rate Maps

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51 Previous Occurrences:

January 1995 Flooding-Flooding in Diamond Bar is caused primarily by heavy rainfall. In January 1995, heavy rains caused extensive channel erosion and undermining of the bridge footings and concrete channel lining at Golden Springs Road, near Sycamore Canyon Park.

The damage was limited to sections of the Park, and there were no reported casualties or injuries. Total losses were $37,150, with FEMA providing financial support to repair the channel. Footings were repaired and large rocks were placed along the channel to prevent future erosion.
2017 Winter Storm Flooding-The major winter storms of January 18-23, 2017 caused serious damage to portions of Sycamore Canyon Park. In addition to playground and creek bed damage, the heavy rains created an excessive volume of water at Sycamore Canyon Park that resulted in significant erosion and slope failure near the Diamond Bar Boulevard trailhead. The slope failure undermined two of the four tiers of stairway that lead to the trail, rendering access unsafe. The trailhead and stairway access was subsequently closed to the public, pending repairs. The remainder of the trail remains open to hikers. The City of Diamond Bar Public Works Department submitted a claim to FEMA and worked with consulting experts to conduct geotechnical and engineering assessments to determine the best course of action to remediate the damage, concluding that the safest and most effective reconstruction of the hillside requires the removal and replacement of the undermined stairs, decompaction of the slope, and the installation of increased drainage facilities to prevent a similar event from happening again. The competitive bidding process established the cost of the repairs at $1.2 million.6
There are 10 flood insurance policies in force in the City. Total insurance coverage for these policies amounts to $2,910,000, however no repetitive loss properties were identified by the City’s Floodplain Manager.

Probability of Future Events:

There is no indication that the severe rainfall that leads to flooding will decrease in the future, either in Diamond Bar or the greater region of Southern California. While Diamond Bar may experience prolonged periods of dry or wet years, minor flood events will likely continue to impact the city. For areas within the 100-year and 500-year flood hazard zones, the likelihood of flooding to occur on an annual basis is 1% and 0.2%, respectively.

Vulnerability and Impact:

Local drainage problems can occur in the City of Diamond Bar. The problems are often present where storm water runoff enters culverts or goes underground into storm drains.

Inadequate drain maintenance may also contribute to the flood hazard in urban areas. The City contracts for street maintenance services, to include catch basin cleaning; storm patrol/debris clean-up; and curb-gutter-sidewalk inspection and repairs. 6 https://www.diamondbarca.gov/801/Sycamore-Canyon-Park-Slope-Erosion-Repair

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52 Property Loss
The type of property damage caused by flood events depends on the depth and velocity of the flood waters. Faster moving flood waters have been known to wash buildings off their foundations and sweep cars downstream. Pipelines, bridges, and other infrastructure are at risk when n high waters sweep along flood debris and both hit a structure. Extensive damage can be caused by basement flooding and landslide damage related to soil saturation from flood events. Most flood damage is caused by water saturating materials susceptible to loss (i.e., wood, insulation, wallboard, fabric, furnishings, floor coverings, and appliances). In many cases, flood damage to homes renders them uninhabitable.

Business/Industry
Flood events impact businesses by damaging property and by interrupting business. Flood events can may off customer access to a business and, worse, cause a business to close for repairs. A quick response to the needs of businesses affected by flood events goes a long way toward helping a community maintain economic vitality in the face of flood damage.

Responses to business damages can include funding to assist owners with measures such as elevating or relocating flood-prone business structures.

Public Infrastructure
Publicly owned facilities are a key component of daily life for all citizens of the city. Damage to public water and sewer systems, transportation networks, flood control facilities, emergency facilities, and offices can hinder the ability of the government to deliver services.

Government can take preemptive action to reduce risk to public infrastructure from flood events, as well as craft public policy that reduces risk to private property from flood events. A focus of this plan is to help the City of Diamond Bar do just this.

Roads
During hazard events, or any type of emergency or disaster, dependable road connections are critical for first responders to be able to provide emergency services. Roads systems in the City are maintained by multiple jurisdictions. Federal, state, county, and city governments all have a stake in protecting roads from flood damage. Road networks often traverse floodplain and floodway areas. Transportation agencies responsible for road maintenance are typically aware of roads at risk from flooding.

Water/Wastewater/Storm Water Systems
The City receives its water services from Walnut Valley Water District and wasterwater/sewer services from the Los Angeles County Sanitation District. Local drainage problems are common citywide and the City’s maintenance and operations staff is aware of local drainage threats. The problems often occur where storm water runoff enters culverts or goes underground into storm sewers. This can lead to environmental quality problems include bacteria, toxins, and pollution. Inadequate maintenance can also contribute to the flood hazard in urban areas.

Impact of Climate Change:

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53 more rain overall. These projected changes likely mean that Diamond Bar can experience more frequent and more intense flooding.

Heavy Rain
Hazard Description
During heavy rain events, rain can fall at such a high rate that it cannot drain away fast enough. This may cause flooding, leading to inundation and potential damage to buildings, road networks, public areas, utilities, and critical infrastructure, and other assets. In California, heavy rainfall events are often short, intense bursts of rain, but in some cases heavy rain can persist for multiple days.

Precipitation in California varies from year to year depending on how much moisture the state receives from atmospheric rivers. Atmospheric rivers are corridors along which wet air travels from the tropics to continents. When the moisture moves into in California, it may fall as either rain or snow. One of the most known atmospheric rivers in California is the “Pineapple Express,” which brings moist air from the ocean surrounding Hawai’i to California. During certain years, an immense amount of moisture may be transported along the atmospheric rivers that cross over California, leading to severe rains.

Another weather phenomenon influencing rainfall in southern California is “El Niño,” officially referred to as the “Southern Oscillation” or “El Niño-Southern Oscillation (ENSO)”.7 ENSO can cause increased rainfall, particularly during the winter months, which is caused by warming the surface of the eastern tropical Pacific Ocean, leading to evaporation of warm, moist air into the atmosphere. Winds bring this moisture to the eastern Pacific and the American continents, where it falls as rain. ENSO does not always lead to increased rainfall by default but, in general, it can increase the chances for a winter with higher than usual precipitation.

Location and Extent:

The location and size of a rain event varies depending on regional geography as well as regional and global weather events. For example, small precipitation events may occur in only one section of Diamond Bar. In contrast, a large rain event could inundate a majority of Los Angeles County, as well as other parts of southern California. Heavy rain events are usually measured by the amount of precipitation that falls. Table 21 categorizes heavy rain events by the amount of precipitation falling per hour. 7 https://www.ncdc.noaa.gov/teleconnections/enso/ensotech.php#:~:text=El%20Ni%C3%B1o%20and%20the%20Southern,across%20the%20equatorial%20P acific%20Ocean.&text=variation%20in%20sea%20level%20barometric,as%20measured%20by%20a %20barometer.)

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54 Table 17: Measuring Heavy Rain Events
Rain Type Description
Heavy rain More than 4 mm per hour but less than 8 mm per hour Very heavy rain Greater than 8 mm per hour
Moderate shower Greater than 2 mm, but less than 10 mm per hour Heavy shower Greater than 10 mm per hour, but less than 50 mm per hour Violent shower Greater than 50 mm per hour
Source: https://water.usgs.gov/edu/activity- howmuchrain-metric.html mm = millimeter Previous Occurrences:

The NCEI database has recorded over 13 heavy rain/thunderstorm events have occurred within proximity to Diamond Bar over the past 20 years.

Table 18: Historical Heavy Rain/Thunderstorms Events in Los Angeles County, 2000‐ 2020
Year Number of Events
2000 3
2001 7
2004 2
2005 1
Total 13
Source: National Center for Environmental Information (NCEI) Probability of Future Events:

California will continue to experience heavy rains, and these will affect Diamond Bar.

Available information enables us to calculate probability based on events during the 20-year reporting period of 2000-2020. Heavy rains events have occurred in 4 of the 20-year reporting period, there is a 20% chance of a heavy rain event occurring in Diamond Bar in any given year.

Vulnerability and Impact:

Local drainage problems can occur in the City of Diamond Bar. The problems are often present where storm water runoff enters culverts or goes underground into storm drains.

Property Loss
The type of property damage caused by heavy rain is similar to the flood threats and depends on the depth and velocity of the rain fall creating flooding events. Man of these events may not measure of the level expereined under 100-year flooding events but can still

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55 wash buildings off their foundations and sweep cars downstream. Pipelines, bridges, and other infrastructure are at risk when high waters sweep along flood debris and both hit a structure. Extensive damage can be caused by basement flooding and landslide damage related to soil saturation from flood events. Most flood damage is caused by water saturating materials susceptible to loss (i.e., wood, insulation, wallboard, fabric, furnishings, floor coverings, and appliances). In many cases, flood damage to homes renders them uninhabitable.

Business/Industry
Heavy rain events impact businesses by damaging property and by interrupting business.

These events can cut off customer access to a business and, worse, cause a business to close for repairs. A quick response to the needs of businesses affected by heavy rain events goes a long way toward helping a community maintain economic vitality in the face of flood damage. Responses to business damages can include funding to assist owners with measures such as elevating or relocating flood-prone business structures.

Government can take preemptive action to reduce risk to public infrastructure from heavy rain events, as well as craft public policy that reduces risk to private property from heavy rain events. A focus of this plan is to help the City of Diamond Bar do just this.

Rain Storm Mitigation Activities
Heavy rain storm mitigation activities outlined for the City include educating the public regarding the potential impacts and threats and encouraging the public to prepare themselves in an effort to mitigate the impact of a disastrous or catastrophic rain storms.

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56 Changes in Development
Since the last Hazard Mitigation Plan update, the vulnerability of to heavy rain storm to the City has remained the same. No appreciable number of new structures or removal of existing structures has occurred since the last HMP was written. As such, there is no increase or decrease the probability of this hazard in the City.

Impact of Climate Change:

Climate change is expected to alter the frequency of intense precipitation events throughout California, including Diamond Bar. Intense rainfall is expected to occur more frequently (perhaps twice as often by the end of the 21st century) and potentially drop up to 40 percent more rain overall. These projected changes likely mean that Diamond Bar can experience more frequent and more intense heavy rain fall storms.

Landslides
Hazard Description
Landslide is a general term for the dislodging and fall of a mass of soil or rocks along a sloped surface, or for the dislodged mass itself. The term is used for varying phenomena, including mudflows, mudslides, debris flows, rock falls, rockslides, debris avalanches, debris slides, and slump-earth flows. Landslides may result from a wide range of combinations of natural rock, soil, or artificial fill. The susceptibility of hillside and mountainous areas to landslides depends on variations in geology, topography, vegetation, and weather. Slopes that have recently burned face a greater risk from rain-induced landslides as the fires burn up many of the trees, brush, and other vegetation that help stabilize the earth. Earthquakes may also be a source of landslides as the shaking can destabilize already loosened soils.

Landslides may also occur because of indiscriminate development of sloping ground or the creation of cut-and-fill slopes in areas of unstable or inadequately stable geologic conditions.

Additionally, landslides often occur together with other natural hazards, thereby exacerbating conditions, as described below:
 Shaking due to earthquakes may trigger events ranging from rock falls and topples to massive slides.
 Intense or prolonged precipitation that causes flooding can also saturate slopes and cause failures leading to landslides.
 Wildfires remove vegetation from hillsides, significantly increasing runoff and landslide potential.
 Another type of landslide occurs in areas cut by perennial streams. As floodwaters erode channel banks, clay-rich sedimentary rocks along the rivers are undercut along their south bank, thereby destabilizing the ground and causing the ground above it to slide.

Subsidence
Subsidence occurs when the level of the ground decreases, as if the surface is sinking.

Subsidence can either be sudden (as in a sinkhole) or happen gradually over time. It can be caused by mining, groundwater pumping, or fossil fuel extraction, creating empty underground spaces that can collapse and cause the soil above to drop. Erosion, natural cave collapses, and seismic activity can also cause subsidence.

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57 Location and Extent:

There is the potential for landslides in the steeper portions of the City in the Brea Canyon foothills, situated in the southeastern corner of the San Gabriel Valley. These areas are characterized by steep topography and geologic units that can become unstable. In 2011, CGS created a deep-seated landslide grip map, which uses a scale of landslide susceptibility that is based on slope steepness and the strength of the underlying rock, with 0 being no susceptibility and 10 being the highest susceptibility. As shown in Figure 13, the majority of the City’s residential neighborhoods, as well as the majority of the SOI, contain steep slopes that have increased risk of landslides, including hillsides that have historically been unstable.

Figure 13: Landslide Grip Map for City of Diamond Bar
Subsidence
The most likely locations for subsidence in Diamond are the low-lying areas that sit on top of the LACWD groundwater basin. In terms of extent, subsidence is typically measured by the distance that the ground has sunk from its original elevation (i.e., in feet or inches), or by using the rate of subsidence (i.e., inches or centimeters per year). There is evidence of subsidence throughout Los Angeles County (including Diamond Bar) as a result of excessive

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58 groundwater pumping in the first half of the 20th century. This occurred prior to the development of the California State Water Project, which siphons water from the Owens Valley. It is currently estimated that the greater LA Basin experiences approximately 20 mm of net subsidence seasonally due to groundwater pumping and artificial recharge.

Figure 14: Liquefaction Zones for City of Diamond Bar
Previous Occurrences:

Like much of California, Los Angeles County has experienced landslides. Los Angeles County landslides have historically been triggered by earthquakes. Landslides tied to the 1971 San Fernando, 1989 Loma Prieta, and 1994 Northridge Earthquakes destroyed or damaged numerous homes/structures, blocked major transportation corridors, and damaged lifeline infrastructure.

Landslides are generally trigged by intense and/or prolonged rainfall but can also occur after an earthquake. Major landslides have occurred throughout the Southern California region.

For example, landslides were set off by the 1971 San Fernando and 1994 Northridge earthquakes. As a master planned community, the City of Diamond Bar has taken numerous

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59 steps to mitigate landslide hazards as part of the development process. As a result, the City has not experienced significant landslide events.

Table 23: Notable recent landslides in Los Angeles County Date Description
March 2005 A slide near Sunset Mesa caused 20,000 cubic yards of debris to cover the Pacific Coast Highway
2010 A slide at Sunset impacted 5 homes and caused debris build-up in the area.

January
2018
A hillside in Malibu gave way and left a house uninhabitable.

December
2018
Heavy rain on the Woolsey Fire burned hillsides created debris flows and mudslides in and around Malibu causing several road closures.

January
2019
Sections of the Pacific Coast Highway near the Ventura County line were closed due to mudslides
Source: Los Angeles County Hazard Mitigation Plan
Probability of Future Events:

Available information enables us to calculate probability based on events during the 20-year reporting period of 2000-2020. Landslide events have occurred in 4 of the 20-year reporting period, so there is a 20 % chance of a severe wind event occurring in Diamond Bar in any given year.

Vulnerability and Impact:

Given the topography and within the foothills of the San Gabriel Valley foothills and Angeles National Forest, it is anticipated that landslide risk will remain high in those areas. The high percentage of water gives the debris flow a very rapid rate of movement down a slope.

Debris flows often with speeds greater than 20 mile per hour or faster, which causes debris flows to be extremely dangerous to people and property in its path. Landslides and their impacts vary by location and severity and will likely only affect certain areas of the county during specific times. Based on the risk assessment, it is evident that landslides will continue to have potentially devastating economic impacts to certain areas of the City.

Roads and Bridges
There is often high roadway losses stemming from landslide hazards in the City. The City and Los Angeles County are responsible for maintenance of public roads. They are tasked with responding to slides that inhibit the flow of traffic or are damaging a road or a bridge.

The road departments do their best to communicate with residents and businesses impacted by landslides.

It is not cost-effective to mitigate all slides because of limited funds, and because some historical slides are likely to become active again even with mitigation measures. The City and County alleviate problem areas by grading slides, and by installing new drainage systems on the slopes to divert water from the landslides. This type of response activity is often the most cost-effective in the short-term but is only temporary. Unfortunately, many property owners are unaware of their risk to slides and the dangers associated with them.

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60 Lifelines and Critical Facilities
Lifelines and critical facilities should remain accessible, if possible, during a natural hazard event. The impact of closed transportation arteries is increased if the closed road or bridge is critical for access to hospitals and other emergency facilities. Landslide events may often cause loss of power and phone service. Heavy rains may accelerate hillside soil erosion, resulting in loss of soil support beneath high voltage transmission towers in hillsides and remote areas. Flood events can also cause landslides, which may seriously impact on gas lines that are located in vulnerable soils.

Changes in Development
Since the last Plan update, the vulnerability of a landslide to the City has remained the same, however the potential duration of an event of this nature has increased from less than 1 week to more than week. The increase in duration is due to the potential threat that an event like this has to disrupt business and residential activity for an extended period of time.

Landslides remain a hazard in the City and continue to be one for which the HMC has established and complete mitigation action items. There has been no new development of structures added or removed that increase or decrease the probability of this hazard in the city.

Impact of Climate Change:

Due to a variety of factors that create conditions conducive to landslide occurrence, it is possible that climate change could indirectly affect the conditions for landslides. More frequent and more intense rains may cause more moisture-induced landslides. Warmer temperatures and more frequent drought conditions may lead to more fires, which could destabilize soil and make future landslide events more likely.

The relationship between climate change and subsidence is not well established but it is possible that climate change could indirectly influence subsidence in Diamond Bar. While more intense rainstorms could potentially recharge underground aquifers, adequate infrastructure would need to be available to accommodate this water, allowing for greater recharge. Such recharge would reduce the risk of subsidence. On the other hand, more severe and prolonged periods of drought may encourage more groundwater withdrawals and increase the risk of subsidence.

Severe Wind
Hazard Description
Based on local history, most incidents of high wind in the City of Diamond Bar are the result of the Santa Ana wind conditions. While high impact wind incidents are not frequent in the area, significant Santa Ana Wind events and sporadic tornado activity have been known to negatively impact the local community. Santa Ana winds are generally defined as warm, dry winds that blow from the east or northeast (offshore). These winds occur below the passes and canyons of the coastal ranges of Southern California and in the Los Angeles basin.

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61 Santa Ana winds often blow with exceptional speed in the Santa Ana Canyon (the canyon from which it derives its name). Forecasters at the National Weather Service offices in Oxnard and San Diego usually place speed minimums on these winds and reserve the use of "Santa Ana" for winds greater than 25 knots.” These winds accelerate to speeds of 35 knots as they move through canyons and passes, with gusts to 50 or even 60 knots.

Figure 15: Santa Ana Winds Pattern
Location and Extent:

The occurrence of severe wind events is regional in nature and scope, which holds true for Diamond Bar. As such, when windstorms/tornados occur, they typically affect the entire city and its sphere of influence. In Southern California, the most common type of severe wind event is called the Santa Ana winds. High pressure over Nevada and Utah, often during the fall and winter months, forces air down from the high desert toward the ocean. Diamond Bar is often affected by Santa Ana winds blowing through the Santa Ana Mountain range. Santa Ana winds are a leading cause of wildfires in California.

Generally, winds are measured using the Beaufort scale, developed in 1805, which categorizes wind events on a force scale from 0 to 12 using their speed and impacts. Any wind that is classified as force 9 or above is generally considered to be a severe wind event.

Table 24 shows how the Beaufort Scale classifies wind events in detail.

Table 19: Beaufort scale
Force
Wind
(Knots)
WMO
Classification
Appearance of Wind Effects
On the Water On Land
0 Less
than 1 Calm Sea surface smooth and mirror-like
Calm, smoke rises
vertically
1 1-3 Light Air Scaly ripples, no foam
crests
Smoke drift indicates
wind direction, still wind
vanes
2 4-6 Light Breeze Small wavelets, crests
glassy, no breaking
Wind felt on face, leaves
rustle, vanes begin to
move
3 7-10 Gentle Breeze
Large wavelets, crests
begin to break,
scattered whitecaps
Leaves and small twigs
constantly moving, light
flags extended
4 11-16 Moderate
Breeze
Small waves 1-4 ft.
becoming longer,
numerous whitecaps
Dust, leaves, and loose
paper lifted, small tree
branches move

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62 5 17-21 Fresh Breeze
Moderate waves 4-8 ft
taking longer form,
many whitecaps, some
spray
Small trees in leaf begin
to sway
6 22-27 Strong Breeze
Larger waves 8-13 ft,
whitecaps common,
more spray
Larger tree branches
moving, whistling in
wires
7 28-33 Near Gale
Sea heaps up, waves
13-19 ft, white foam
streaks off breakers
Whole trees moving,
resistance felt walking
against wind
8 34-40 Gale
Moderately high (18-25
ft) waves of greater
length, edges of crests
begin to break into
spindrift, foam blown in
streaks
Twigs breaking off trees,
generally impedes
progress
9 41-47 Strong Gale
High waves (23-32 ft),
sea begins to roll,
dense streaks of foam,
spray may reduce
visibility
Slight structural damage
occurs, slate blows off
roofs
10 48-55 Storm
Very high waves (29-41
ft) with overhanging
crests, sea white with
densely blown foam,
heavy rolling, lowered
visibility
Seldom experienced on
land, trees broken or
uprooted, "considerable
structural damage"
11 56-63 Violent Storm
Exceptionally high (37-
52 ft) waves, foam
patches cover sea,
visibility more reduced
Widespread damage to
structures and
vegetation.
12 64+ Hurricane
Air filled with foam,
waves over 45 ft, sea
completely white with
driving spray, visibility
greatly reduced
Considerable and
widespread damage to
structures and
vetegation.

Source: http://www.spc.noaa.gov/faq/tornado/beaufort.html Previous Occurrences:

The NCEI database has recorded over 200 high wind events which have occurred within proximity to Diamond Bar over the past 20 years. The number of high wind events has varied between 1-31 per year as shown in Table 25.

Table 20: Historical High Winds Events in Los Angeles County, 2000‐2020 Year Number of Events Year Number of Events
2001 1 2012 16
2002 2 2013 19
2003 1 2014 13
2006 8 2015 12

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63 Year Number of Events Year Number of Events
2007 16 2016 8
2008 17 2017 10
2009 11 2018 5
2010 12 2019 9
2011 31 2020 9
Total 200
Source: National Center for Environmental Information (NCEI) Table 21: Historical Santa Ana Wind Events 2000‐2020
Historical Santa Ana Wind Events 2003
Date Source Description
January
6,2003
OC Register "One of the strongest Santa Ana windstorms in a decade toppled 26 power poles in Orange early today,
blew over a mobile derrick in Placentia, crushing two
vehicles, and delayed Metrolink rail service." This
windstorm also knocked out power to thousands of
people in Northeastern Orange County.

January
8,2003
CBSNEWS.com "Santa Ana's roared into Southern California late Sunday, blowing over trees, trucks, and power poles.

Thousands of people lost power."
March
16,2003
dailybulletin.com Fire Officials Brace for Santa Ana Winds and stated, "The forest is now so dry and so many trees have died
that fires, during relatively calm conditions, are running as fast and as far as they might during Santa Ana
Winds. Now the Santa Ana season is here. Combine the
literally tinder dry conditions with humidity in the single digits and 6080 mph winds, and fire official’s shudder." March 5-6,
2000
NA Strong thunderstorm winds at the coast: gust 60 mph at Huntington Beach Property damage and trees downed
along the coast.

April
1,2000
NA Santa Ana Winds: Gust 93 mph at Mission Viejo, 67
Anaheim Hills
December
25-26,
2000
NA Santa Ana Winds: Gust 87 mph at Fremont Canyon.

Damage and injuries in Mira Loma, Orange, and
Riverside Counties
February
13,2001
NA Thunderstorms gust to 89 mph in East Orange
Source: Los Angeles County HMP
Probability of Future Events:

California and the City of Diamond Bar will continue to experience . Available information enables us to calculate probability based on events during the 20-year reporting period of 2000-2020. Severe wind events have occurred in 19 of the 20-year reporting period, so there is a 90 % chance of a severe wind event occurring in Diamond Bar in any given year.

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64 Vulnerability and Impact:

Given the analysis of the high wind and tornado events depicted in the hazard description, it can be deduced windstorm will continue to affect the planning area and impact people, property, utilities, infrastructure, and transportation. Additionally, if a windstorm disrupts power to local residential communities, the American Red Cross and City resources might be called upon to open shelters and care for evacuees. Displacing residents and utilizing City resources for shelter staffing and disaster cleanup can cause an economic hardship on the community.

Both residential and commercial structures with weak reinforcement are susceptible to damage. Wind pressure can create a direct and frontal assault on a structure, pushing walls, doors, and windows inward. Conversely, passing currents can create suction forces that pull building components and surfaces outward. Extreme wind forces may cause the roof or the entire building to fail and cause considerable damage.

For example, tree limbs breaking in winds of only 45 mph can be thrown over 75 feet and become flying debris that damages structures at this speed. Overhead power lines can be damaged even in relatively minor windstorm events. Falling trees can bring electric power lines down to the pavement, creating the possibility of lethal electric shock to persons unfamiliar with the risk of exposure to the lines. Rising population growth and new infrastructure in the region creates a higher probability that damage will occur from windstorms as more life and property are exposed to risk.

Windstorms can result in collapsed or damaged buildings or blocked roads and bridges, damaged traffic signals, streetlights, and parks, among others. Roads blocked by fallen trees during a windstorm may limit the ability of people to access to emergency services.

Emergency response operations can be complicated when roads are blocked or when power supplies are interrupted. Industry and commerce can suffer losses from interruptions in electric services and from extended road closures. They can also sustain direct losses to buildings, personnel, and other vital equipment. Both physical damage and interrupted services may impact the local economy in the wake of a windstorm even.

Perhaps the greatest danger from windstorm activity in Southern California comes from the combination of the Santa Ana winds that fan major fires that occur every few years in the urban/wildland interface. With the Santa Ana winds driving the flames, the speed and reach of the flames is even greater than during calm wind conditions.

However, severe windstorms pose a significant risk to life and property in the region by creating conditions that disrupt essential systems such as public utilities, telecommunications, and transportation routes. High winds can and do occasionally cause tornado-like damage to local homes and businesses. Severe windstorms can present a destabilizing effect on dry brush that covers local hillsides and urban wildland interface (WUI) areas.

Based on the history of the region, windstorm events can be expected, perhaps annually, across widespread areas of the region which can be adversely impacted during a windstorm event.

Life and Property
Many of the impacts to life and property resulting from windstorm events are also discussed under the section addressing Severe Wind.

Historical data also shows that windstorm events can be expected, perhaps annually, across widespread areas of the region that can be adversely impacted during a windstorm event.

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65 The involvement of City’s emergency response personnel may be called to action during a wide-ranging windstorm or microburst tornadic activity. Both residential and commercial structures with weak reinforcement are susceptible to damage. As was stated in the discussion of Severe Wind, wind pressure creates a direct and frontal assault on a structure, pushing walls, doors, and windows inward. Conversely, passing currents creates lift suction forces that pull building components and surfaces outward. With extreme wind forces, the roof or entire building can fail causing considerable damage. Debris carried along by extreme winds can directly contribute to loss of life and indirectly to the failure of protective building envelopes, siding, or walls. When severe windstorms strike a city, downed trees, power lines, and damaged property can be major hindrances to emergency response and disaster recovery.

Utilities
Historically, falling trees are the major cause of power outages in the region. Windstorms such as strong microbursts and Santa Ana Wind conditions cause flying debris and downed utility lines. For example, tree limbs breaking in winds of only 45 mph can be thrown over 75 feet, overhead Power lines are damaged, even in relatively minor windstorm events. Falling trees bring electric power lines down to the pavement, creating the possibility of lethal electric shock.

Infrastructure
Windstorms damage buildings, power lines, and other property, and infrastructure, due to falling trees and branches. During wet winters, saturated soils cause trees to become less stable and more vulnerable to uprooting from high winds.

Increased Fire Threat
Perhaps the greatest danger from windstorm activity in Southern California comes from the combination of the Santa Ana winds with the major fires that occur every few years in the urban/wildland interface. With the Santa Ana winds driving the flames, the speed and reach of the flames is even greater than in times of calm wind conditions.

Transportation
Windstorm activity impacts local transportation in addition to the problems caused by downed trees and electrical wires blocking streets and highways. During periods of extremely strong Santa Ana winds, major highways can be temporarily closed to truck and recreational vehicle traffic. However, typically these disruptions are not long lasting, nor do they carry a severe long term economic impact on the region.

Windstorm Mitigation Activities
The Windstorm mitigation activities outlined for the City include educating the public regarding the potential impacts and threats and encouraging the public to prepare themselves in an effort to mitigate the impact of a disastrous or catastrophic windstorm.

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66 Changes in Development
Impact of Climate Change:

Increased global temperatures may impact the development and extent of severe wind events.

Severe wind events may be more severe. An increase in the number of storms or their intensity may affect travel conditions, thus impact economic industries for which the transport of goods is essential, as well as the general safety of motorists otherwise.

Wildfire
Hazard Description
A wildfire can rapidly spread out of control. Such events generally occurs most often in the summer, when the brush is dry, and flames can move unchecked through a dense vegetative area. The fire often begins unnoticed and spreads quickly, lighting brush, trees, and homes. It may be started by a campfire that was not doused properly, a tossed cigarette, burning debris, lightning strike, or arson.

Wildfires can start as a slow burning along the forest floor, killing and damaging trees. They often spread more rapidly as they reach tree tops, with wind carrying the flames from tree to tree. Usually, dense smoke is the first indication of a fire.

Wildfires can be a potentially damaging when they occur during a period of drought. While they are not confined to any specific geographic location, and can vary greatly in terms of size, location, intensity, and duration; they are most likely to occur in open grasslands. The threat to people and property is greater in the fringe areas where developed areas meet open grass lands
Wildfires are particularly prevalent in summer, autumn, and during droughts, when fallen branches, leaves, grasses, and scrub dry out and become highly flammable. Some experts believe that global warming is increasing the severity and frequency of droughts in many areas, thus creating more intense and frequent wildfires.

Wildfires tend to be most common and severe during years of drought and occur on days featuring strong winds and low humidity. With the current level of extensive urbanization of wildlands, such events often involve destruction of suburban homes located in the wildland urban interface (WUI), a zone of transition between developed areas and undeveloped wildland. Wildfires crossing into developed areas have caused large-scale damage to both private and public property and, in the process, destroyed homes and caused deaths.

Additionally, fires can start in urban areas and spread into wildland areas. Causes of urban fires include electrical-related structural and vehicle fires, incendiary arson, unattended cooking fires, smoking materials, heating devices, fuel systems, sparks, hazardous material spills, and spontaneous combustion.

Location and Extent:

Diamond Bar is at high risk for wildland fires, which have the potential to threaten life and property. The city is surrounded by natural areas to the east in Tres Hermanos Ranch, and the south in Tonner Canyon, and there are still many hillsides that remain undeveloped. In addition, some homes in Diamond Bar have older, wood shingle roofs, which are susceptible to strong winds that have been known to occur in the area and may easily spread ignited

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67 fires. Even with these risks, the Insurance Service Organization (ISO) in the year 2000 gave the city a rating of three on a scale of one to ten, with one being the highest score. This is a good rating for an urban area. This rating takes into account natural risks as well as the level of available fire protection services.

As shown in Figure 16, the California Department of Forestry and Fire Protection (CAL FIRE) has designated several areas along the southern and western edges of the city as Very High Fire Hazard Severity Zones, all of which are located at high elevations. Many of these areas are vacant or open space areas, though the majority of the Country Estates subdivision is also designated as high risk. The entirety of the SOI, which consists mostly of open space on steep slopes, is designated as a fire hazard, with the vast majority rated by CAL FIRE as a Very High Fire Hazard Severity Zone.

Figure 16: Fire Threat Potential Areas in the City of Diamond Bar

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68 Figure17: Wildland Urban Interface
CAL FIRE also maintains mapping of Fire Hazard Severity Zones (FHSZs) to aid in State and local planning for wildland fire protection. Table 27 demonstrates the Fire Danger Rating System, a component of the U.S. Forest Service’s Wildland Fire Assessment System (USFS WFAS).

Table 22: Fire Danger Rating System
Fire Danger Rating and
Color Code
Description
Low (L) Dark Green
Fuels do not ignite readily from small firebrands, although a more intense heat source, such as lightning, may start fires in duff or punky wood. Fires in open cured grasslands may burn freely a few hours after rain, but woods fires spread slowly by creeping or smoldering, and burn in irregular fingers. There is little danger of spotting.

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69 Fire Danger Rating and
Color Code
Description
Moderate (M) Light Green
or Blue
Fires can start from most accidental causes, but except for lightning fires in some areas, the number of starts is generally low.

Fires in open cured grasslands will burn briskly and spread rapidly on windy days. Timber fires spread slowly to moderately fast. The average fire is of moderate intensity, although heavy concentrations of fuel, especially draped fuel, may burn hot. Short-distance spotting may occur but is not persistent. Fires are not likely to become serious and control is relatively easy.

High (H) Yellow
All fine dead fuels ignite readily, and fires start easily from most causes. Unattended brush and campfires are likely to escape. Fires spread rapidly and short-distance spotting is common. High intensity burning may develop on slopes or in concentrations of fine fuels. Fires may become serious and their control difficult unless they are attacked successfully while small.

Very High (VH) Orange
Fires start easily from all causes and, immediately after ignition, spread rapidly and increase quickly in intensity. Spot fires are a constant danger. Fires burning in light fuels may quickly develop high intensity characteristics, such as long-distance spotting and fire whirlwinds when they burn into heavier fuels.

Extreme (E) Red
Fires start quickly, spread furiously, and burn intensely. All fires are potentially serious. Development into high intensity burning will usually be faster and occur from smaller fires than in the very high fire danger class. Direct attack is rarely possible and may be dangerous except immediately after ignition. Fires that develop headway in heavy slash or in conifer stands may be unmanageable while the extreme burning condition lasts. Under these conditions the only effective and safe control action is on the flanks until the weather changes or the fuel supply lessens.

Source: U.S. Forest Service’s Wildland Fire Assessment System (USFS WFAS) Fire managers use the Ketch-Byram Drought Index (KBDI), a mathematical system for relating current and recent weather conditions to potential or expected fire behavior. This system, originally developed for the Southeastern United States, is based primarily on recent rainfall patterns and was specifically established to correlate the effects of drought with potential fire activities.

The KBDI attempts to measure the amount of precipitation needed to bring the top eight inches of soil back to saturation. A value of zero represents complete soil saturation or no moisture deficiency. A value of 800, the maximum fire drought indicator possible, means it would take eight inches of precipitation to fully saturate the soil. At any point in between, the KBDI number indicates the amount of precipitation it would take to bring the moisture level back to zero. High KBDI values indicate that conditions are favorable for the occurrence and spread of wildfires. The following shows how KBDI and expected fire potential relate.

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70 Table 23: Ketch Byram Drought Index (KBDI)
KBD Expected Fire Potential
KBDI = 0 – 200: Soil and fuel moisture are high. Most fuels will not contribute to wildfire intensity. This condition is often seen in the spring after winter precipitation.

KBDI = 200 – 400: Fuels are beginning to dry and contribute to wildfire intensity. Heavier fuels will still not readily ignite and burn. This condition is often seen in late spring.

KBDI = 400 – 600: Wildfire intensity begins to increase significantly. Wildfires will readily burn, and larger fuels could burn or smolder for several days.

This is often the case during late summer and early fall.

KBDI = 600 – 800 Wildfires show extreme intensity. Deep-burning, intense wildfires with significant spotting can be expected. This often occurs during a severe drought.

Source: Drought.gov
Using the KBDI index is a good measure of the readiness of fuels for wildland fire. Caution should be exercised in dryer, hotter conditions, and the KBDI should be referenced as the area experiences changes in precipitation and soil moisture.

Previous Occurrences:

Large fires have been part of the Southern California landscape for millennia. “Written documents reveal that during the 19th century human settlement of southern California altered the fire regime of coastal California by increasing the fire frequency. This was an era of very limited fire suppression, and yet like today, large crown fires covering tens of thousands of acres were not uncommon. One of the largest fires in Los Angeles County (60,000 acres) occurred in 1878.

Although, the City of Diamond Bar has not been part of a major fire event, during the reporting period, it should be noted that several major fire events have affected the outlying areas in the Antelope Valley. Table 29 provides a list thefive major historical events.

Table 24: Historical Wildfire Events in LA County (2000-2020) Historical Wildfire Events in LA County (2000-2020)
Date Name of Wildfire Description
October 21,2003 The Grand Prix
Fire
Burned a total of 50,618 acres between Claremont
and Lytle Creek. The fire destroyed 136 homes
and was ruled "accidental but human-initiated"
October 25,2003 The Simi Fire
Burned a total of 107,570 acres between Simi Hills
and Southeastern Simi Valley, in Eastern Ventura
County and Western County Los Angeles County,
California. It destroyed 37 homes and 278
outbuildings. The cause of the fire remains
unknown.

October 30,2006 The Day Fire
Burned a total of 161,816 acres. The fire primarily
burned the Los Padres National Forest. The cause
of the fire was human-ignited debris.

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71 Historical Wildfire Events in LA County (2000-2020)
Date Name of Wildfire Description
October 30,2007 The Ranch Fire
Burned a total of 58,410 acres near Townsend
Peak in the Angeles National Forest. The cause of
the fire was equipment.

November 15, 2008 The Freeway Fire The Freeway Fire ignited at 9:01 a.m. PDT on November 15, 2008, along the Riverside Freeway
(State Route 91, SR 91) in the riverbed of the
Santa Ana River, located in Corona. The fire
spread west and north into the hillsides of Yorba
Linda and south into Anaheim Hills, where multiple
businesses and residences were destroyed. It also
burned homes in Olinda Ranch along Carbon
Canyon Road in Brea, burned through much of
Chino Hills, then spread north into Diamond Bar.

September 22,2009 The Station Fire Burned a total of 160,883 acres in the Angeles National Forest. The Station Fire is the largest
recorded fire in Los Angeles County. It destroyed
89 residences and another 120 buildings of
significance. Two firefighters were killed. The
cause of the fire was arson.

November 8,2018 The Woolsey Fire Burned a total of 96,949 acres in Los Angeles and Ventura counties including Thousand Oaks,
Agoura Hills, Calabasas, the Santa Monica
Mountains, Malibu, and West Hills. A total of 1,643
structures were destroyed and 3 people were
killed.

October 30, 2019 The Brea Fire The Brea Fire broke out late Wednesday morning near Brea Canyon Road and the 57 Freeway south
of Diamond Bar, and it grew to 16 acres before fire
officials determined it was under control in the
afternoon. There have not been any structures
threatened or injuries reported at this time.

Source: LA County HMP
Probability of Future Events:

Wildfires can occur at any time of the year. As the city expands into land currently designated as wildland, the potential area of occurrence of wildfire increases. Wildfire events have occurred in 7 of the 20-year reporting period, there is an 35% chance of a wildfire event occurring within or near the City of Diamond Bar in any given year.

Vulnerability and Impact:

Many brush plants in southern California’s are caused by chaparral seed quickly; leaving dead vegetation that is rich in nutrients, which are released into the soil by burning. Indeed, some chaparral plants, such as Ceanothus, have leaves that are coated with flammable resins, while others such as Chamise (greasewood), not only produce volatile gases when they burn, but also leave a water-resistant residue in the soil that prevents water absorption, which accelerates erosion on denuded slopes, increasing post-fire risks of flash flooding and mudslides in area communities.

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72 Life and Property
Building structure was discussed above in relation to wind hazards but bears repeating here.

Because many homes in the City are constructed with older, wood shingle roofs, they are susceptible to strong winds that can easily spread fires, a hazard familiar to the area. A review of previous fires occurring throughout the State in the WUI shows that many structures were destroyed or damaged for one or more of the following reasons:
 The structures included combustible roofing material.  The buildings constructed with wood.
 Structures included no defensible space.
 There was limited access for fire department to reach burning structures.  Subdivisions were located in areas consisting of heavy natural fuel types.  Structures were located on steep slopes covered with flammable vegetation.  There was limited water supply.
 Prevailing winds were 30 miles per hour or higher.

Buildings
The primary effects of fire – including as loss of life, injury, and destruction of buildings and wildlife -- are widely known. There are also a number of secondary effects stemming from fire, such as a strain on public utilities, depleted water supplies, downed power lines, disrupted telephone systems, and road closures. In addition, flood control facilities are overtaxed by the increased flow of water and material from bare hillsides, including travelling debris. Affected recreation areas may need to be close or access to same restricted for the safety of the general public. Moreover, buildings destroyed by fire are usually one previously eligible for property tax reassessment, so their loss reduces revenue to local government.

Road Access
It is critical that emergency service providers have road access to burning structures. As development encroaches into the rural areas of the county, the number of houses without adequate turn-around space is increasing. In many areas, there is not adequate space for emergency vehicle turnarounds in single-family residential neighborhoods, causing emergency workers to have difficulty doing their jobs because they cannot access houses.

Because fire trucks are large vehicles, and they are often accompanied by an ambulance and personnel should immediate medical care be required, first responder are impeded when a development includes narrow roads and limited access, and when there is inadequate turn around space. In such cases, the best fire fighters may be able to do is remove the occupants from burning structures, but they cannot safely remain on the scene to save the threatened structures.

Water Supply
In remote and rural areas, there is often a limited water supply and a lack of fire hydrants for fire fighters to tap into to access water. Rural areas are characteristically outfitted with systems that include pipes with a small diameter pipe, and these are inadequate for providing sustained firefighting flows.

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73 Interface Fire Education Programs and Enforcement
Fire protection in wildlife/urban interface (WUI) is more effective when a landowner exercises personal initiative to take measures to protect his or her own property. Therefore, public education and awareness plays a greater role in such areas. In areas with strict fire codes, property owners who resist maintaining the minimum brush clearances can be cited for failure to clear brush.

Changes in Development
As was discussed above, the City’s vulnerability to Wildfire has remained constant overall.

No new development has taken place, nor have older structures been removed, which would increase or decrease the probability of this hazard in the City. This validates what was previously listed in the last Plan and verifies what is currently listed in this Hazard Mitigation Plan.

Impact of Climate Change:

The prevalence of Increasingly higher temperatures and dryer climates are increasing the number of fires and also increasing the size of each fire and the potential for even more devastation. Climate change is expected to cause an increase in temperatures, as well as more frequent and intense drought conditions. This will likely increase the amount of dry plant matter available for fuel, increasing the risk of wildfire statewide.

Hazardous Materials (HazMat)
Hazard Description
Hazardous materials, as defined by the California Code of Regulations (CCR), are substances with certain physical properties that could pose a substantial present or future hazard to human health or the environment when improperly handled, disposed, or otherwise managed. This refers to a variety of injurious substances, including pesticides, herbicides, toxic metals, and chemicals, liquefied natural gas, explosives, volatile chemicals, and radioactive materials. Hazardous materials are commonly found throughout the City in households and businesses. Typical substances for residential and commercial use include motor oil, paint, cleaners and solvents, gasoline, refrigerants, and lawn and gardening chemicals. Sites where hazardous chemical compounds have been released into the environment can pose threats to health and ecological systems. Historic or current activities most often associated with industrial or commercial uses (including gas stations, car washes, etc.), may result in the release, leak, or disposal of toxic substances on or below the ground surface, where they may contaminate soil and ground water. Disturbance of the ground through grading or excavation can result in exposure of these chemicals to the public. Improper handling of contaminated sites may result in further exposure via airborne dust, surface water runoff, or vapors.

The Occupational Safety and Health Administration (OSHA) defines a hazardous material as any substance or chemical that is a “health hazard” or “physical hazard” including:
 Chemicals that are carcinogens, toxic agents, irritants, corrosives, sensitizers.  Agents that act on the hematopoietic system.
 Agents which damage the lungs, skin, eyes, or mucous membranes.

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74  Chemicals that are combustible, explosive, flammable, oxidizers, pyrophoric, unstable-reactive, or water-reactive; and
 Chemicals that, in the course of normal handling, use, or storage, may produce or release dust, gases, fumes, vapors, mists, or smoke which may have any of the previously mentioned characteristics.

The nine classes of hazardous materials are provided in Table 30.

Table 25: The Occupational Safety and Health Administration (OSHA) Hazard Classes Hazard Class

1. Explosives 1.1: Mass Explosion

1.2: Projectile Hazard

1.3: Minor blast/projectile/fire

1.4: Minor blast

1.5: Insensitive explosives

1.6: Very insensitive explosives

2. Compressed Gases 2.1: Flammable Gases

2.2: Nonflammable compressed

2.3: Poisonous

3. Flammable Liquid 3.1: Flammable (flash point below 141°)

3.2: Combustible (flash point 141°-200°)

4. Flammable Solids 4.1: Flammable solids

4.2: Spontaneously combustible

4.3: Dangerous when wet

5. Oxidizers and Organic
Peroxides

5.1: Oxidizer

5.2: Organic Peroxide

6. Toxic Materials 6.1: Material that is poisonous

6.2: Infectious Agents

7. Radioactive Material 7.1: Radioactive I

7.2: Radioactive II

7.3: Radioactive III

8. Corrosive 8.1: Destruction of the human skin

8.2: Corrode steel at a rate of 0.25 inches per year

9. Miscellaneous A material that presents a hazard during shipment but does not meet the definition of the other classes
Source: The Occupational Safety and Health Administration (OSHA) Location and Extent:

Hazardous sites designated by both the State Water Resources Control Board (SWRCB) and the California Department of Toxic Substances Control (DTSC) are shown on Figure 18.

In general, contaminated sites are largely found along the city’s major local roadways (e.g., Diamond Bar Boulevard, Grand Avenue, Golden Springs Drive), particularly near where those local roadways intersect SR-57 or SR-60. Most sites listed by the SWRCB are leaking underground storage tank (LUST) cleanup sites, most of which were or are used as gas

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75 stations and automobile repair shops. As of 2019, most of the cases referred to the SWRCB had closed.

Also present in the Planning Area are several sites enrolled in the Regional Water Quality Control Board (RWQCB) Waste Discharge Requirements (WDR) program to regulate discharges into receiving waters. The program typically regulates discharges of domestic or municipal wastewater, food processingrelated wastewater, and industrial wastewater. As of 2019, there were 17 permitted underground storage tanks, one open LUST Cleanup Program case, one open SWRCB Cleanup Program case, nine WDR program sites, one open DTSC Voluntary Cleanup program case, and one open DTSC evaluation within the Planning Area.

Figure18: Hazard Materials Sites
Source: Diamond Bar General Plan
Previous Occurrences:

Diamond Bar has experienced an average of 7 hazardous materials spills per year as reported to the Cal OES Spill Release Reporting database. The number of hazardous materials spills reported in the City over the past 11 years has ranged annually from 3 to 12

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76 incidents. Most of these incidents involve sewage and petroleum products. Table 31 identifies the yearly releases reported to Cal OES.

Table 26: Diamond Bar Spill Release Reporting
Diamond Bar Spill Release Reporting (2010-2020)
Year Reported Releases Year Reported
Releases
2010 7 2016 3
2011 5 2017 3
2012 9 2018 10
2013 12 2019 4
2014 10 2020 5
2015 7
Total 75
Source: https://www.caloes.ca.gov/cal-oes-divisions/fire-rescue/hazardous-materials/spillrelease-reporting Probability of Future Events:

There is a high probability that a simple accident or an intentional release at facilities that house hazardous materials may occur in any given year. Those living or working near the location of such an incident may be at risk depending on the scale of the incident. Most of the releases within the City have occurred due to human error, malfunctioning equipment, or as a deliberate act. Therefore, it is anticipated that future events in the City will include minor incidents along the major transportation lines throughout the city. The probability of a future hazardous material spill occurring in Diamond Bar is 100 % in any given year.

Vulnerability and Impact:

The range of incident outcomes and extent runs from limited to extensive depending on the size of the incident, size of exposure to nearby structures and persons, and number of assets required for adequate decontamination/cleanup. In terms of the number of people potentially affected, larger quantities of material released into the air will affect a larger surrounding area. The reverse is also true as a smaller quantity released into the air will affect a more narrow area. Wind, rain, and other natural weather conditions occurring during such an event will hinder or foster the aerial spread of airborne hazardous materials.

Persons
Persons with property located within a half-mile buffer of a hazardous material incident are most vulnerable to exposure. First responders are also at risk while containing the spill; however, personal protective equipment (PPE) and other safety measures mitigate their potential exposure (time, distance, and shielding).

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77 Impact of Industrial Accidents in the City
The threat of a major hazardous material incident impacting the the City exists from six different sources: (1) commercial transport vehicles; (2) rail cars; (3) airborne industrial chemical release; (4) pipelines; (5) fixed facility locations; and (6) clandestine dumping.

Given the nature and widespread location of industrial hazardous materials, it is difficult to identify specific sites or populations clusters that would be vulnerable to a particular hazardous event. As such, no specific infrastructure, government structure, or population centers have been identified as being targets or at any greater risk than any other location.

Freeway/Transportation
Transportation Systems may be impacted by a hazardous materials incident since the local population and community assets located within a half mile on either side of the railroad are most vulnerable to the effects of a hazardous material release. Heavy trucks carrying hazardous chemicals on State Route 57 and 60 pose the greatest risk to areas and populations within a half mile of the highway system. Variables, such as atmospheric conditions, wind direction and velocity, and type of chemical, will dictate with more specificity, vulnerable areas, and populations.

Utilities
Pipelines owned and operated by various companies run beneath the City’s streets. A rupture of any of these pipelines could pose major hazards to persons, property, and the environment. Ruptures in these lines have occurred at various locations within the region and will continue to pose risk to the community.

Additionally, storm water systems, wastewater systems, and water systems can be impacted by hazardous material spills. In the immediate aftermath of a spill, the City’s storm water system may be contaminated by released materials, which could be transported throughout these systems until responders are able to contain the spill. Equipment used for spill containment could be impacted, but companies mitigate against such damage when staff follow safety protocols to reduce or eliminate accidents. Infrastructure will be vulnerable if the hazardous material is being transported by rail or roadway should railway tracks or road asphalt become corroded or slick as a result of potential fires that may melt the transport surfaces or make them unusable. Air quality can become poor or dangerous depending on what and how much is released and released materials may dissipate over the entire jurisdiction and into neighboring communities. The fallout after an explosion would demonstrate the citizens’ vulnerability to such an event, as could highlight the degree to which hospitals are prepared for mass casualty events. Responders are vulnerable should an incident occur at one of their work locations if the crew stores large amounts of a product to clean the precinct or station. Also, many such locations include a fuel tank onsite or nearby, so responder cars, trucks, and ambulances are able to keep their vehicles fueled and ready to go when called up.

Changes in Development
Since the last Hazard Mitigation Plan update, the vulnerability of a major industrial accident to the City has remained the same. There has been no new development consisting of structures added to the built environment, or structures removed, that would increase or decrease the probability of this hazard occurring in the City.

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78 Climate Change Consideration
Climate-related natural hazard events, such as an intense flood, could cause hazardous materials release associated with transportation crashes or damage to storage containers or vessels containing these substances. Climate-related hazards could also exacerbate the effects and impacts of such events. For example, more intense rains could lead to more runoff from a site that is contaminated with hazardous materials. These issues should be monitored during the 5-year implementation period of this plan.

Human Infectious Disease/Pandemic
Hazard Description
An infectious disease is defined as a clinically evident disease resulting from the presence of pathogenic microbial agents. According to FEMA, infectious diseases are a major threat worldwide, killing millions globally each year. Transmission of an infectious disease may occur through one or more means, including physical contact with infected individuals.

Infecting agents may also be transmitted through liquids, food, bodily fluids, contaminated objects, airborne inhalation, or vector‐borne dissemination.

Three terms are commonly used to classify disease impacts: endemic, epidemic, and pandemic. An endemic disease is always present at a low frequency (e.g., chicken pox in the United States). An epidemic is a sudden severe outbreak of disease (e.g., the bubonic plague during Medieval times), and a pandemic is an epidemic that becomes very widespread and affects a whole region, a continent, or the world (e.g., the 1957 flu pandemic caused at least 70,000 deaths in the United States and 1‐2 million deaths worldwide). Fears of pandemic have risen in recent years as our globalized economy and growing worldwide population fosters large scale international travel and trade.

West Nile Virus is included in the California Department of Health’s (CDOH) comprehensive surveillance and monitoring program, and instances of the disease are managed on a caseby-case basis within the capabilities of state and local healthcare systems.

The results of this risk assessment indicated that, due to infrequent occurrence and very low impact, the hazard would not be included in the 2022 LHMP update. West Nile Virus will be re-evaluated in the next planning cycle to identify any change to its risk and vulnerability.

Humans are susceptible to various types of viral infection, most of which can be successfully managed through appropriate and timely medical surveillance, evaluation, and private care. Understandably, human infectious disease outbreaks routinely occur in any human population, but, fortunately, most viral outbreaks are limited in their spread through surveillance and monitoring systems and procedures that immediately identify the virus and initiate containment measures. Outbreaks are more likely to occur when a novel (new) virus appears in a population and may result in widespread infection that reaches epidemic or even pandemic proportions. The following definitions guide the determination of the scope and scale of a disease outbreak:

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79 Table 27: Infectious Disease Definitions
Disease Level Definition
Sporadic When a disease occurs infrequently and irregularly Endemic The baseline level of disease, marked by constant presence and/or usual prevalence of a disease or
infectious agent in a population within a geographic area Hyperendemic Persistent, high levels of disease occurrence Epidemic (or Outbreak, used for
a more limited geographic area)
An increase, often sudden, in the number of cases of a
disease above what is normally expected in that population in that area
Pandemic An Epidemic that has spread over several countries or continents, usually affecting many people
Source: Centers for Disease Control and Prevention (CDC) This plan addresses human infectious disease outbreaks that result in pandemic. Other disease levels, including epidemic, are generally considered to be manageable within the capacity and capabilities of local resources, which may include mutual aid. For planning purposes, pandemic outbreaks are considered as “worst case scenarios” and appropriate mitigation actions that address pandemic outbreaks would also support outbreaks of lesser magnitudes.

Pandemics
The Centers for Disease Control and Prevention (CDC) defines a pandemic as an epidemic occurring worldwide or over a very wide area, crossing international boundaries, and usually affecting many people. A pandemic outbreak represents a public health emergency impacting all sectors of society. Its occurrence is also unique because, although it has been rare in the past, it is considered inevitable. A pandemic outbreak occurs when a significant antigenic drift, or shift, occurs in a virus, resulting in a new, or “novel” strain spreading efficiently from person-to-person, to which the population has not been exposed and there is no underlying immunity. The severity of the outbreak event is generally variable and unpredictable.

The prevalence of a large number of infectious disease cases will increase the burden to hospitals and other healthcare infrastructure. Morbidity and mortality may disproportionately impact younger and healthier people (as was experienced with the influenza pandemic in 1918) or may impact older and medically-at-risk people (as it is occurring in the coronavirus outbreak currently underway in 2020). This may reduce the availability of workers due to worker illness, isolation/quarantine, or workers caring for family members who are ill. It may also restrict normal activities of the population and result in shortages or unavailability of commodities and service. Mitigation strategies, such as “stay-at-home” orders and closure of non-essential businesses, may decrease opportunities for disease transmission but will also likely create additional burdens on workforce productivity and the availability of essential goods and services.

Location and Extent
By its nature, a pandemic human infectious disease outbreak has the potential to affect the entire country, including the State of California. Communities within the City of Diamond Bar planning area would likely not be immune to the disease, and specific segments of the

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80 population may be defined as a higher risk group than others. Given the degree to which business and social activities are integrated nationally and internationally, it is not reasonable to think any one location would be free from the threat of a pandemic. High population concentration areas, such as schools, retail locations, and special event venues are at the greatest risk of the pandemic hazard.

Based on the most recent COVID-19 outbreak data, residents of large metropolitan areas appear to be more susceptible to being infected than those in rural areas, likely due to closer interaction with other residents, or travelers from other locations. As the virus progresses, the trending pattern for the location of outbreaks may also change. However, in the age of air travel and worldwide shipping, it is becoming increasingly difficult to contain localized outbreaks as infected or exposed people travel for work and pleasure, thus potentially spreading the disease across the globe in a matter of hours.

The severity of a pandemic virus can be evaluated on two levels: individual who have been infected, and the infection rates in the overall population level, including the number of medical complications and expected deaths. Measuring severity from either perspective on a real time basis is a major challenge. The most common measure of severity is the case‐ fatality rate (CFR) as depicted in Figure 19.

Figure19: Case‐Fatality Rate for Severity
Source: Centers for Disease Control and Prevention (CDC) The magnitude of a pandemic event is also evaluated from the population level in terms of warnings disseminated to those potentially affected. Figure 20 illustrates the various warning levels for pandemic. Dr. Margaret Chan, then Director General of the World Health Organization (WHO), announced in June of 2009 that H1N1 had reached Phase 6, Pandemic.

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81 Figure 20: Risk levels for Pandemic (World Health Organization) Source: Centers for Disease Control and Prevention (CDC) Probability of Future Occurrences
Prior to the COVID-19 outbreak, pandemics, although expected at some point in the future and planned for by many health, medical and emergency management professionals, were rare occurrences. Information from officials and scientists currently overseeing the COVID19 response is still does not make clear whether those who have had, and recovered from, confirmed cases of COVID-19 will be immune from future infections, or to what level the virus will spread throughout the world and individual communities in future months. Some scientists have indicated the possibility that the COVID-19 virus may become an everpresent condition, such as the influenza and colds, which can only be eradicated through an aggressive vaccination program. While several vaccines are currently on the market, it is too soon to ascertain their long-term effects and level of permanent immunity in those vaccinated.

Vulnerability and Impact:

People
There are many variables in Human Infectious Diseases that affect the vulnerability of the population. These include the type of virus, demographics of affected populations, environment (seasonality), individual medical conditions, and so forth. For the COIVD-19

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82 outbreak, initial CDC statistics7indicated the effects of the virus ranged from very mild to severe throughout all population groups. On the other hand, elderly persons appear to be more susceptible to the most severe effects of the virus, including illness and death.

Morbidity has been found to be higher in elderly populations, with 80% of deaths among adults 65 years and older, and the highest percentage of severe outcomes occurring in people 85 years and older.

Human infectious disease/pandemic outbreaks are likely to have direct and indirect impacts on the economy when communities, states, and nations limit travel and public events; close non-essential businesses; and create a high demand for health and medical systems and resources. Small businesses in rural areas may be at the highest risk to suffer economic damage, if orders are establish to close all non-essential businesses or reduce hours for essential businesses, including those providing grocery/food, gas, home improvement supplies; most health/medical offices; and banks/financial institutions. These measures will likely have direct impacts on the economy by reducing the availability of goods and services. Additional indirect economic losses may be incurred through reduction or loss of employee wages; limitation of access to health insurance and other employee benefits; and losses in financial markets and investments. Business closures that are initially temporary during the height of the pandemic may become permanent if containment measures are implemented for an extended period.

Human infectious disease/pandemic outbreaks are unlikely to have a negative impact on the natural environment.

Table 28: Impact Statements
Potential Severity Description
Substantial
Multiple deaths. Complete shutdown of facilities for 30 days or more. More than 50 percent of property
destroyed or with major damage.

Major
Injuries and/or illnesses result in permanent disability.

Complete shutdown of critical facilities for at least two weeks. More than 25 percent of property destroyed or
with major damage.

Minor
Injuries and/or illnesses do not result in permanent
disability. Complete shutdown of critical facilities for more than one week. More than 10 percent of
property destroyed or with major damage.

Limited
Injuries and/or illnesses are treatable with first aid.

Minor quality of life lost. Shutdown of critical facilities and services for 24 hours or less. Less than 10
percent of property destroyed or with major damage.

Impacts of Climate Change
The most recently available information from the WHO suggests that climate change will not affect the emergence or transmission of COVID-10 because the disease is well established in the human population. However, the agency recommends that mitigation efforts enacted may reduce transmission and allow the medical profession to focus on treating patient currently affected by the disease. WHO further states that {…] climate change may indirectly affect the COVID-19 response, as it undermines environmental determinants of health, and places additional stress on health systems. More generally, most emerging infectious

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83 diseases, and almost all recent pandemics, originate in wildlife, and there is evidence that increasing human pressure on the natural environment may drive disease emergence.

Strengthening health systems, improved surveillance of infectious disease in wildlife, livestock and humans, and greater protection of biodiversity and the natural environment, should reduce the risks of future outbreaks of other new diseases.8 Estimating Potential Losses in Designated
Hazard Areas
Overview
The HMC further revised the list of critical facilities into several categories of facilities of critical concern. Table 34 shows these facilities and the total estimated value of the facilities in each category.

The potential loss value is the total insured value of the critical facilities of concern. It is intended to provide the ballpark estimate of the cost of replacement if the property is severely or completely damaged. The data was provided by the City’s Risk Management Office and therefore, information for facilities not owned by the City are not shown. The total assessed value of property located in the city is used to provide estimated value of structures in City. In some instances, replacement cost information was not made available.

Where this occurs “N/A” has been used within the table. The actual costs of repair could be smaller or larger than the provided estimate.

Table 29: Critical Facilities and Facilities of Concern Category
Number of
Facilities
Total Values*
Critical of
Concern
City Hall, Library,
Police Station,
Community Center
4 $99,520,918*
Buildings
(Residential/NonResidential)
15,450 $25,979,175,000**
Bridges NA $166,687,247*
Fire Stations 3 NA
Schools: Walnut
Unified School
District and Facilities
8 $175,100,000***
8 World Health Organization, Frequently Asked Questions, https://www.who.int/news-room/q-a-detail/coronavirus-disease-covid-19-climate-change, accessed 06/23/2021.

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84 Schools: Pomona
Unified School
District and Facilities

N/A N/A
Total $26,262,893,165
* Based on the City of Diamond Bar insured replacement values ** Data obtained from HAZUS structural data
***Data obtained from Walnut Unified School District
Based on the available data provided by the City, there is a minimum of $26,262,893,165 worth of City-owned and non-city-owned assets. The total potential loss value of all Cityowned and non-City-owned assets is much higher but is not known due to data limitations.

The greatest potential for loss would be for the residential and non-residential structures .

The next highest affected category is Walnut Unified School District and Facilities. This is followed by Bridges, which includes underpasses and overpasses throughout the City. The next category with the greatest potential for loss is the City Vital Operations category, which includes City Hall, Library, Police Station, Community Center. To better understand the magnitude of impacts, this plan identifies representative percentages of potential impact based on the total valuation of City assets. For planning purposes, we identified different tiers of impact that could happen. It is reasonable to assume that impacts would not exceed 50% of the total asset value citywide.
▪ 1% Impact – $262,628,931.65
▪ 5% Impact – $1,313,144,658.25
▪ 10% Impact – $2,626,289,316.50
▪ 20% Impact - $5,252,578,633
▪ 50% Impact - $13,131,446,582.50
The likelihood that all facilities are completely damaged at the same time is extremely remote. Most impacts are anticipated to be isolated to certain locations based on the hazard.

This estimate does not include the value of underground infrastructure and surface drainage facilities owned and operated by Los Angeles County, Edison Electric and Southern California Gas.

Assessing Drought
The risk assessment methodologies used for this plan focus on damage to structures.

Because drought does not impact structures to the same degree as other hazards, the risk assessment for drought was not preformed.

Assessing Earthquake
The entire city is vulnerable to Earthquakes. All physical assets located within the city can be affected by an earthquake event. However, it is inconceivable that an earthquake will damage 100 percent of all community assets at the same time. For earthquake assessment the Hazus-MH was used to estimate potential losses. Hazus-MH is a GIS-based software program used to support risk assessments, mitigation planning, and emergency planning and response. The program maps and displays hazard data and the results of damage and economic loss estimates for buildings and infrastructure. A Level 2 analysis was performed to assess earthquake risk and exposure. Earthquake shake maps and probabilistic data prepared by the U.S. Geological Survey (USGS) were used for the analysis of this hazard.

National Earthquake Hazard Reduction Program (NEHRP) soils, liquefaction susceptibility

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85 and landslide susceptibility data were also integrated into the Hazus-MH model. Two scenario events and two probabilistic events were modeled:

The standard Hazus analysis was run for the 100-and 500-year probabilistic events. Data research and scenario development determined that the costliest type of hazard event in terms of dollar losses would result from a Magnitude-6.5 Earthquake Scenario, which could result in estimated damages of $24 billion.

Assessing Flood
For flood historical data was not adequate to model future losses. Portions of the City are located within the 100-year flood zone (1.0% Annual Chance of Flooding) and the 500-year flood zone (0.2% Annual Chance of Flooding). Any physical asset located within these mapped boundaries can expect to be inundated if there is enough falling precipitation that exceeds the design capacity of storm drain infrastructure. Table 35 identifies the physical assets in Diamond Bar located within the 100-year and 500-year flood zones. Additionally, given the limited data on number of structures located in Special Flood Hazards Areas, the total dollar value of past flood claims is used to estimate future potential losses.

Table 30: Critical Facilities Located in Special Flood Hazard Areas Category Number of
Facilities
Potential
Losses 1%
Potential
Losses 2%
Critical of
Concern
City Hall, Library, Police Station,
Community Center 0 0 0
Buildings (Residential/NonResidential) 10 $2,900,000 0 Bridges 0 0 0
Fire Stations 0 0 0
Walnut Unified School District and
Facilities 0 0 0
Pomona Unified School District
and Facilities 0 0 0
Total $2,900,000 0
Assessing Landslide
For landslide historical data was not adequate to model future losses. Portions of the City are located within the landslide zones. Any physical assets located within these mapped boundaries can expect to be impacted by landslide events. Table 36 identifies the physical assets in Dimond Bar located within the landslide zone.

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86 Table 31: Critical Facilities Located in Deep-Seated Landslide Zones Category Number of
Facilities
Potential Losses
Deep-Seated
Landslide Zone
Critical of
Concern
City Hall, Library, Police
Station, Community Center 0
NA
Buildings (Residential/NonResidential) NA NA
Bridges 0
Fire Stations 0 NA
Schools: Walnut Unified School
District and Facilities 0
NA
Schools: Pomona Unified
School District and Facilities N/A NA
Total
Assessing Wildfire
For wildfire, historical data was not adequate to model future losses. Portions of the City are located within the Wildfire zones. Any physical assets located within these mapped boundaries can expect to be impacted by wildfire events. Table 37 identifies the physical assets in Dimond Bar located within the wildfire zone.

Table 32: Critical Facilities Located in Very High Severty Wildfire Zones Category Number of
Facilities
Potential
Losses Very
High Severty
Critical of Zone
Concern
City Hall, Library, Police Station,
Community Center 0 0
Buildings (Residential/NonResidential) 750* $1,261,125,000* Bridges NA NA
Fire Stations 0 0
Schools: Walnut Unified School
District and Facilities 0 0
Schools: Pomona Unified School
District and Facilities N/A N/A
Total $1,261,125,000

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87 *These figures represent estimate of total number of structure located in Country Estate Subdivision.

Section 5: Capabilities Assessment
Element C. Mitigation Strategy
C1. Does the plan document each jurisdiction’s existing authorities, policies, programs and resources, and its ability to expand on and improve these existing policies and programs? (Requirement §201.6(c)(3))
C2. Does the Plan address each jurisdiction’s participation in the NFIP and continued compliance with NFIP requirements, as appropriate? (Requirement §201.6(c)(3)(ii)) Capabilities Assessment Overview
Performing a Capabilities Assessment is a major step in developing a FEMA-approved hazard mitigation plan update. Such an Assessment includes taking an in-depth look at community mechanisms (such as plans, codes, ordinances, staffing, etc.) in place to support proposed mitigation activities. Performing the Capability Assessment helps communities identify its regulatory, administrative, technical, and fiscal capacities and capabilities, and to consider ways that these tools can be used to further hazard mitigation and disaster resiliency goals.

As part of the 2022 HMP update process, the HMC performed an inventory and analysis of existing authorities and capabilities. Each of these capabilities represents an ongoing program that supports the City’s commitment to developing resilience communities. Any gap in identified in capabilities should be addressed by developing a mitigation initiative in the Mitigation Action Plan component of 2022 update.

Planning and Regulatory Capabilities
Several existing City of Diamond Bar policies, programs, and capabilities may be used to prevent and minimize future hazard-related damages. These tools are valuable instruments to use in pre- and post-disaster mitigation planning because they facilitate the implementation of mitigation activities through the current legal and regulatory framework. As part of the process of updating the hazard mitigation plan, the HMC reviewed and updated any planning and regulatory capabilities changes that have been made since the City’s 2004 HMP was developed. Planning and regulatory capabilities available to sustain efforts to implement hazard mitigation actions are listed in Table 38: Planning and Regulatory Technical Capabilities.

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88 Table 33: Planning and Regulatory Technical Capabilities Staff/Personnel
Resources
Available Department/Agency/Position
Comprehensive
Plan/General Plan
Yes A Comprehensive Plan (also known as the General Plan) establishes the overall vision for a community and helps to guide municipal decision-making. The General Plan is the long-term, comprehensive blueprint for development and changes in the community. The policies in the General Plan address land use, public safety, environmental protection, and transportation, and others. The General Plan serves as a framework for establishing the overarching policies for mitigation activities. Mitigation actions may be directly incorporated into the General Plan as policies and/or implementation actions to provide a stronger enforcement mechanism.

Capital Improvement
Plan
Yes A Capital Improvement Plan (CIP) is long-range fiscal forecast that identifies major public improvements planned for City infrastructure over the next 5 years. The CIP is a valuable tool for planning and managing the City’s growth and development, and for maintaining existing infrastructure. During plan development, capital projects affecting public health and safety, and/or legal mandates receive the highest priority; emphasis is also placed on projects maintaining service levels or preventing deterioration of facilities.

Integration of the updated LHMP into the CIP may support mitigation efforts by identifying new funding sources for future improvements. As new grant opportunities become available, the CIP may already have identified projects consistent with the LHMP that can easily be used to secure grant funding requests. The collective leveraging these two plans (CIP and LHMP) may help secure needed funds to reduce vulnerabilities throughout the City.

Diamond Bar City CouncilJune 21, 2022

Diamond Bar City Council
June 21, 2022