Montclair City Council
March 7, 2022

CITY COUNCIL, SUCCESSOR REDEVELOPMENT AGENCY,

MONTCLAIR HOUSING CORPORATION, MONTCLAIR

HOUSING AUTHORITY, AND MONTCLAIR COMMUNITY

FOUNDATION MEETINGS
AGENDA
Monday, March 7, 2022
7:00 p.m.

Location
Council Chamber
5111 Benito Street
Montclair, CA 91763
Webinar Link
https://zoom.us/j/93717150550
Dial #
1–669–900–6833
Meeting ID
937–1715–0550
Mayor Javier “John” Dutrey
Mayor Pro Tem Bill Ruh
Council Members Tenice Johnson,
Council Member Corysa Martinez
Council Member Benjamin “Ben” Lopez
City Manager Edward C. Starr
City Attorney Diane E. Robbins
City Clerk Andrea M. Myrick

REGULAR JOINT MEETING OF THE

CITY COUNCIL, SUCCESSOR AGENCY, MONTCLAIR HOUSING CORPORATION,

MONTCLAIR HOUSING AUTHORITY, AND MONTCLAIR COMMUNITY FOUNDATION to be held in the Council Chambers
5111 Benito Street, Montclair, California
Monday, March 7, 2022
7:00 p.m.

Remote Participation Information:

Zoom Link: https://zoom.us/j/93717150550
Dial Number: 1 (669) 900–6833
Meeting ID: 937–1715–0550
If you want to make a public comment or speak on an agenda item, including public hearing and closed session items, please complete a Speaker Card in the Council Chambers or online at https://www.cityofmontclair.org/public-comment/. The Mayor/Chair (or the meeting’s Presiding Officer) will call on those who submitted requests to speak at the appropriate times during the meeting. Those who did not submit a request to speak who are present at the meeting location may raise their hand during Public Comment to request to speak. Those participating remotely may request speak using the “raise hand” function in Zoom or may dial *9 if on the phone, and then *6 to un–mute when called on to speak. Written comments (200–word limit per agenda item, and 200–word limit for all non–agenda items combined) and requests to speak can also be emailed to [email protected] at least one hour before the meeting begins.

Video recordings of Council meetings are available on the City's website at https://www.cityofmontclair.org/council-meetings/ and can be accessed by the end of the business day following the meeting.

AGENDA
I. CALL TO ORDER City Council [CC], Successor Agency Board [SA], Montclair Housing Corporation Board [MHC],
Montclair Housing Authority Commission [MHA],
Montclair Community Foundation Board [MCF]
II. INVOCATION
In keeping with our long–standing tradition of opening our Council meetings with an invocation, this meeting may include a nonsectarian invocation. Such invocations are not intended to proselytize or advance any faith or belief or to disparage any faith or belief. Neither the City nor the City Council endorses any particular religious belief or form of invocation.

III. PLEDGE OF ALLEGIANCE
IV. ROLL CALL
V. PRESENTATIONS
A. Proclamation Declaring March 29, 2022 as “Vietnam War Veterans Day” in the City of Montclair
VI. PUBLIC COMMENT
During Public Comment, you may comment on any subject that does not appear on this agenda. Each speaker has up to five minutes. The meeting’s presiding officer may provide more or less time to accommodate speakers with special needs or a large number of speakers waiting in line. (Government Code Section 54954.3).

If you did not submit a Speaker Card and would like to speak on an item on the Consent Calendar, please raise your hand during Public Comment to announce the agenda item you would like to provide comments on. The presiding officer will pull the item from the Consent Calendar and will then call on you to speak at the time of the item’s consideration.

Under the provisions of the Brown Act, the meeting bodies are prohibited from participating in substantial discussion of or taking action on items not listed on the agenda.

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MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 1 of 158 Page No.

VII. PUBLIC HEARINGS
A. First Reading – Consider Ordinance No. 22–1000 Adopting a Policy for the Use of Military Equipment by the Montclair Police Department [CC] Consider Setting a Public Hearing for Monday, March 21, 2022, at 7:00 p.m. in the City Council Chambers to Consider Second Reading and Adoption of Ordinance No. 22–1000 [CC] 4
VIII. CONSENT CALENDAR
A. Approval of Minutes

1. Adjourned Meeting — February 16, 2022 [CC] 149

2. Special Meeting — March 1, 2022 [CC] 152

3. Regular Joint Meeting — February 22, 2022 [CC/SA/MHC/MHA/MCF] 153 B. Administrative Reports

1. Consider Approval of Warrant Registers & Payroll Documentation [CC] 22

2. Consider Receiving and Filing a Status Report on Emergency Contracting Procedures for the Pacific Electric Trail Bridge Replacement Project and Determining There is a Need to Continue the Action [CC] 23 C. Agreements

1. Consider Approval of Agreement No. 22–15 with Fairbank, Maslin, Maullin, Metz & Associates, Inc. (FM3) for Educational Outreach and Polling Services Subject to Any Revisions Deemed Necessary by the City Attorney [CC] 25

2. Consider Approval of Agreement No. 22–16 with Springbrook Software for Migration to the Latest Cloud–Based Solution [CC]
Consider Authorizing a $60,103.80 Appropriation from the Technology Reserve Fund for Costs Associated with Agreement No. 22–16 [CC] 34

3. Consider Approval of Agreement No. 22–17 with KTU&A to Develop the Parks and Recreation Master Plan Subject to Any Revisions Deemed Necessary by the City Attorney [CC]
Consider Authorizing a $200,000 Appropriation from 2021 Lease Revenue Bond Funds to Cover the Contract Amount and Reimbursable Expenses [CC] 43
D. Resolutions

1. Consider Adoption of Resolution No. 22–3337 Authorizing Placement of Liens on Certain Properties for Delinquent Sewer and Trash Charges [CC] 130

2. Consider Adoption of Resolution No. 22–3338 Making Factual Findings in Compliance with AB 361 for the Continuation of Public Meeting Teleconferencing During Public Health Emergencies for the Period of March 7, 2022, through April 6, 2022 [CC] 136
IX. PULLED CONSENT CALENDAR ITEMS
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 2 of 158 Page No.

X. COMMUNICATIONS
A. Department Reports

1. Public Works Department — Announcement of San Antonio Creek Trail Community Meeting #3 on Wednesday, March 16, 2022 via Zoom B. City Attorney
C. City Manager/Executive Director
D. Mayor/Chairperson
E. Council Members/Directors
F. Committee Meeting Minutes (for informational purposes only)

1. Public Works Committee Meeting — August 19, 2021 [CC] 140

2. Public Works Committee Meeting — January 20, 2022 [CC] 144

3. Personnel Committee Meeting — February 22, 2022 [CC] 148 XI. ADJOURNMENT
This meeting will be adjourned in memory of Donna James The next regular joint meeting of the City Council, Successor Agency Board, Montclair Housing Corporation Board, Montclair Housing Authority Commission, and Montclair Community Foundation Board will be held on Monday, March 21, 2022, at 7:00 p.m.

Reports, backup materials, and additional materials related to any item on this Agenda distributed to the meeting bodies after publication of the Agenda packet are available for public inspection in in the Office of the City Clerk between 7:00 a.m. and 6:00 p.m., Monday through Thursday. Please call the City Clerk’s Office at (909) 625–9416 or send an e–mail to [email protected] to request documents via e–mail.

If you need special assistance to participate in this meeting, please contact the City Clerk’s Office at (909) 625–9416 or e–mail [email protected]. Notification prior to the meeting will enable the City to make reasonable arrangements to ensure accessibility to this meeting. (28 CFR 35.102–35.104 ADA Title II)
I, Andrea M. Myrick, City Clerk, hereby certify that I posted, or caused to be posted, a copy of this Agenda not less than 72 hours prior to this meeting on the City’s website at https://www.cityofmontclair.org/agendas/ and on the bulletin board adjacent to the north door of Montclair City Hall at 5111 Benito Street, Montclair, CA 91763 on Thursday, March 3, 2022.

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MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 3 of 158

CITY COUNCIL

AGENDA REPORT
DATE: MARCH 7, 2022
SECTION: PUBLIC HEARINGS
ITEM NO.: A
FILE I.D.: PDT360
DEPT.: POLICE
PREPARER: J. MICHEL
SUBJECT: FIRST READING – CONSIDER ORDINANCE NO. 22–1000 ADOPTING A POLICY FOR

THE USE OF MILITARY EQUIPMENT BY THE MONTCLAIR POLICE DEPARTMENT CONSIDER SETTING A PUBLIC HEARING FOR MONDAY, MARCH 21, 2022, AT 7:00 P.M. IN THE CITY COUNCIL CHAMBERS TO CONSIDER SECOND READING AND ADOPTION OF ORDINANCE NO. 22–1000
REASON FOR CONSIDERATION: A recently implemented state law requires local Police Departments to implement a new military equipment use policy via ordinance. Staff has drafted the new policy and Ordinance No. 22–1000 adopting the policy.

The City Council adopts ordinances to make changes to the Montclair Municipal Code (MMC) and set local regulations. Adopting an ordinance requires two readings, each held at separate public hearings before the City Council. An ordinance may be adopted only after the second reading is held at a regular City Council meeting occurring at least five days after the introduction of the proposed ordinance. If substantial changes to the ordinance are approved, the amended ordinance must be re–introduced at a public hearing at least five days prior to conducting the second reading and adopting the ordinance.

The City Council is requested to conduct the first reading of Ordinance No. 22–1000 adopting the proposed Montclair Police Department Military Equipment Policy and schedule the second reading and adoption for Monday, March 21, 2022, at 7:00 p.m. in the City Council Chambers.

Proposed Ordinance No. 22–1000 and the draft Montclair Police Department Military Equipment Policy are attached for City Council review and consideration.

BACKGROUND: On September 30, 2021, Governor Newsom signed into law seven major peace officer reform bills, including Assembly Bill 481, which was authored by Assembly member David Chieu (D–San Francisco) to address the funding, acquisition, and use of items lawmakers deem to be considered military equipment.

This bill requires law enforcement agencies, including the Montclair Police Department, “to obtain approval of the applicable governing body, by adoption of a military equipment use policy, as specified, by ordinance at a regular meeting held pursuant to specified open meeting laws, prior to taking certain actions relating to the funding, acquisition, or use of military equipment, as defined.” Furthermore, AB 481 requires similar approval for the continued use of military equipment acquired by the Montclair Police Department prior to January 1, 2022, and allows the governing body to approve the funding, acquisition, or use of military equipment within its jurisdiction only if it determines that the equipment meets specified standards. AB 481 requires each law enforcement agency’s governing body to adopt a written military equipment use policy by ordinance in a public forum by April 30, 2022, to continue using this previously acquired military equipment, effective May 1, 2022.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 4 of 158 AB 481 Definition of Military Equipment (Government Code 7070) Assembly Bill 481 has created Government Code 7070 to designate the following 15 categories of items as military equipment:
 Category 1: Unmanned, remotely piloted, powered aerial or ground vehicles  Category 2: Mine–resistant ambush–protected vehicles or armored personnel carriers
 Category 3: High mobility multipurpose wheeled vehicles (HMMWV), two–and– one–half–ton trucks, five–ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached
 Category 4: Tracked armored vehicles that provide ballistic protection to their occupants
 Category 5: Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units  Category 6: Weaponized aircraft, vessels, or vehicles of any kind  Category 7: Battering rams, slugs, and breaching apparatuses that are explosive in nature
 Category 8: Firearms and ammunition of .50 caliber or greater, excluding standard–issue shotguns and standard–issue shotgun ammunition  Category 9: Specialized firearms and ammunition of less than .50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code §30515, with the exception of standard–issue handguns  Category 10: Any firearm or firearm accessory that is designed to launch explosive projectiles
 Category 11: Noise–flash diversionary devices and explosive breaching tools  Category 12: Munitions containing tear gas or OC, excluding standard, service– issued handheld pepper spray
 Category 13: TASER® Shockwave, microwave weapons, water cannons, and long– range acoustic devices
 Category 14: Kinetic energy weapons and munitions
 Category 15: Any other equipment as determined by a governing body or a state agency to require additional oversight
The Montclair Police Department is in current possession of items in Categories 2, 5, 9, 12, and 14 from the above list.

In accordance with the procedure set forth under AB 481, the Police Department’s draft Military Equipment Policy §707 was first made available on the Police Department’s website on February 3, 2022—more than 30 days before the public meeting at which the policy is to be first considered by the City Council. The draft Military Equipment Policy includes a list of newly defined military equipment currently in the Montclair Police Department’s possession. The city’s website provides a means for the public to submit complaints, concerns, or questions about the use of each specific type of military equipment.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 5 of 158 AB 481 Approval of the Military Equipment Use Policy (Government Code 7070) Subsection (d)(1) of GC 7070 states the following:
“The governing body shall only approve a military equipment use policy pursuant to this chapter if it determines all of the following:
“(A) The military equipment is necessary because there is no reasonable alternative that can achieve the same objective of officer and civilian safety. (B) The proposed military equipment use policy will safeguard the public’s welfare, safety, civil rights, and civil liberties.
(C) If purchasing the equipment, the equipment is reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety. (D) Prior military equipment use complied with the military equipment use policy that was in effect at the time, or if prior uses did not comply with the accompanying military equipment use policy, corrective action has been taken to remedy nonconforming uses and ensure future compliance.” The military equipment identified in the Military Equipment Policy is necessary because there are no reasonable alternatives that can achieve the same objectives of officer and civilian safety. The Military Equipment Policy will safeguard the public’s welfare, safety, civil rights, and civil liberties. The military equipment identified in the Military Equipment Policy is reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety. All prior military equipment use complied with the City’s policies that were in effect at the time. Additionally, all items currently in possession of the Montclair Police Department have been approved during the associated budgetary periods commensurate with the items purchased.

AB 481 Annual Reporting Requirements (Government Code 7072) Should the Police Department receive approval from the City Council for a military equipment use policy pursuant to Government Code Section 7071, the Police Department will submit an annual report for each type of military equipment used within one year of approval, and annually thereafter.

At a minimum, and as required by Government Code Section 7072(a), the report will include the following:
(1) A summary of how the military equipment was used and the purpose of its use. (2) A summary of any complaints or concerns received concerning the military equipment. (3) The results of any internal audits, any information about violations of the military equipment use policy, and any actions taken in response.
(4) The total annual cost for each type of military equipment, including acquisition, personnel, training, transportation, maintenance, storage, upgrade, and other ongoing costs, and from what source funds will be provided for the military equipment in the calendar year following submission of the annual military equipment report.
(5) The quantity possessed for each type of military equipment. (6) If the law enforcement agency intends to acquire additional military equipment in the next year, the quantity sought for each type of military equipment.

Should the City Council choose to adopt proposed Ordinance No. 22–1000, AB 481 would require the City Council to review the ordinance at least annually and vote on whether to renew the ordinance. This would include a review of whether each type of military equipment identified in the annual report provided by the Police Department has complied with the standard for approval. The Police Department’s annual report would include the use of military equipment, any complaints received, any internal audits or other information about violations of the Montclair Police Department Military Equipment MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 6 of 158 Policy §707, and the cost of such use and other similar information. The Police Department’s webpage would be utilized for distribution of any updates to the above materials, as well as the annual report. If approved by the City Council, the Police Department’s first annual report would be distributed on or around March 2023.

Conclusion
Staff believes the proposed Ordinance and Policy of the Police Department is compliant with the State regulations as described under AB 481. The intent of AB 481 is to increase transparency, accountability, and oversight surrounding the use of military equipment.

Moreover, the military equipment currently in use by the Police Department provides police officers equipment essential to day–to–day patrol operations, responses to critical incidents, and protects and promotes the welfare and safety of the community we serve.

Accordingly, staff recommends City Council approval of the proposed Ordinance and Policy of the Police Department.

Environmental Review
This ordinance is not a project within the meaning of Section 15378 of the California Environmental Quality Act (CEQA) Guidelines because it has no potential to result in physical change in the environment, directly or indirectly. This ordinance is also exempt under CEQA Guideline 15061(b)(3) because it can be seen with certainty that there is no possibility that the ordinance may have a significant effect on the environment.

FISCAL IMPACT: Adoption of Ordinance No. 22–1000 and Policy 707 for the use of military equipment by the Montclair Police Department would create no direct fiscal impact to the City’s General Fund. Indirect costs would include staff time for compiling reports and responding to complaints in connection with the policy.

RECOMMENDATION: Staff recommends the City Council take the following actions:

1. Introduce and conduct the first reading of Ordinance No. 22–1000 adopting a policy for the use of military equipment by the Montclair Police Department.

2. Set a public hearing for Monday, March 21, 2022, at 7:00 p.m. in the City Council Chambers to consider second reading and adoption of Ordinance No. 22–1000 and policy for the use of military equipment by the Montclair Police Department.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 7 of 158 FIRST

READING
03/07/2022
Ordinance No. 22–1000 Page 1 of 2
ORDINANCE NO. 22–1000

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF

MONTCLAIR ADOPTING A POLICY FOR THE USE OF MILITARY

EQUIPMENT BY THE MONTCLAIR POLICE DEPARTMENT
WHEREAS, on September 30, 2021, Governor Gavin Newsom signed into law Assembly Bill 481, relating to the use of military equipment by law enforcement agencies; and
WHEREAS, Assembly Bill No. 481 (AB 481), codified as Government Code sections 7070 through 7075, requires law enforcement agencies to obtain approval of the applicable governing body, by an ordinance adopting a “military equipment” use policy, at a regular meeting held pursuant to open meeting laws, prior to taking certain actions relating to the funding, acquisition, or use of military equipment. The term “military equipment” is defined in California Government Code section 7070; and WHEREAS, AB 481 allows the governing body of a city to approve the funding, acquisition, or use of military equipment within its jurisdiction only if it makes specified determinations; and
WHEREAS, the proposed military equipment use policy is attached hereto as Exhibit “A” and incorporated herein by this reference (the “Military Equipment Policy”); and
WHEREAS, the Military Equipment Policy was published on the Montclair Police Department’s internet website on February 3, 2022, more than 30 days before the Military Equipment Policy was first considered at a public hearing before the City Council on March 7, 2022; and
WHEREAS, the Military Equipment Policy meets the requirements of California Government Code section 7070, subdivision (d).

THE CITY COUNCIL OF THE CITY OF MONTCLAIR DOES HEREBY ORDAIN AS FOLLOWS:

SECTION I. Recitals. The above recitals are hereby declared to be true and correct and represent the findings of the City Council made in exercise of its independent judgement.

SECTION II. Determinations. Based on the above facts, in addition to information provided to the City Council at the public meeting, the City Council approves and adopts the Military Equipment Policy, based on the following findings:

1. The military equipment identified in the Military Equipment Policy is necessary because there are no reasonable alternatives that can achieve the same objectives of officer and civilian safety.

2. The Military Equipment Policy will safeguard the public’s welfare, safety, civil rights, and civil liberties.

3. The military equipment identified in the Military Equipment Policy is reasonably cost effective compared to available alternatives that can achieve the same objective of officer and civilian safety.

4. All prior military equipment use complied with the City’s policies that were in effect at the time.

SECTION III. Environmental Review. This Ordinance is not a project within the meaning ofSection 15378 of the California Environmental Quality Act (CEQA) Guidelines because it has no potential to result in physical change in the environment, directly or indirectly. This Ordinance is also exempt under CEQA Guideline 15061(b)(3) because it can be seen with certainty that there is no possibility that the Ordinance may have a significant effect on the environment.

SECTION IV. Severability. If any section, subsection, subdivision, paragraph, sentence, clause, or phrase of this Ordinance or any part thereof is for any reason held to be unconstitutional, such decision shall not affect the validity of the remaining portion of this Ordinance or any part thereof. The City Council hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause, or MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 8 of 158 FIRST

READING
03/07/2022
Ordinance No. 22–1000 Page 2 of 2
phrase thereof, irrespective of the fact that any one or more sections, subsections, subdivisions, paragraphs, sentences, clauses, or phrases be declared unconstitutional.

SECTION V. Effective Date. This Ordinance shall be in full force and effect thirty (30) days after passage.

SECTION VI. Posting. The City Clerk shall certify to the passage of this Ordinance and cause the same to be posted pursuant to Government Code Section 36933.

APPROVED AND ADOPTED this XX day of XX, 2022.

Mayor
ATTEST:

City Clerk
I, Andrea M. Myrick, City Clerk of the City of Montclair, DO HEREBY CERTIFY that the foregoing is a true and correct copy of Ordinance No. 22–1000 of said City, which was introduced at a regular meeting of the City Council held on the XX day of XX, 2022, and finally passed not less than five (5) days thereafter on the XX day of XX, 2022, by the following vote, to–wit:

AYES: XX
NOES: XX
ABSTAIN: XX
ABSENT: XX

Andrea M. Myrick
City Clerk
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 9 of 158 Policy
707 Montclair Police Department
Montclair PD Policy Manual
Copyright Lexipol, LLC 2022/02/03, All Rights Reserved.

Published with permission by Montclair Police Department ***DRAFT*** Military Equipment - 1 Military Equipment
707.1 PURPOSE AND SCOPE
The purpose of this policy is to provide guidelines for the approval, acquisition, and reporting requirements of military equipment (Government Code § 7070; Government Code § 7071; Government Code § 7072).
707.1.1 DEFINITIONS
Definitions related to this policy include (Government Code § 7070):

Governing body – The elected or appointed body that oversees the Department.

Military equipment – Includes but is not limited to the following:
• Unmanned, remotely piloted, powered aerial or ground vehicles. • Mine-resistant ambush-protected (MRAP) vehicles or armored personnel carriers. • High mobility multipurpose wheeled vehicles (HMMWV), two-and-one-half-ton trucks, five-ton trucks, or wheeled vehicles that have a breaching or entry apparatus attached. • Tracked armored vehicles that provide ballistic protection to their occupants. • Command and control vehicles that are either built or modified to facilitate the operational control and direction of public safety units. • Weaponized aircraft, vessels, or vehicles of any kind. • Battering rams, slugs, and breaching apparatuses that are explosive in nature. This does not include a handheld, one-person ram.
• Firearms and ammunition of_.50 caliber or greater, excluding standard-issue shotguns and standard-issue shotgun ammunition.
• Specialized firearms and ammunition of less than_.50 caliber, including firearms and accessories identified as assault weapons in Penal Code § 30510 and Penal Code § 30515, with the exception of standard-issue firearms.
• Any firearm or firearm accessory that is designed to launch explosive projectiles. • Noise-flash diversionary devices and explosive breaching tools. • Munitions containing tear gas or OC, excluding standard, service-issued handheld pepper spray.
• TASER® Shockwave, microwave weapons, water cannons, and long-range acoustic devices (LRADs).
• Kinetic energy weapons and munitions.
• Any other equipment as determined by a governing body or a state agency to require additional oversight.

EXHIBIT A
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 10 of 158 Montclair Police Department
Montclair PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2022/02/03, All Rights Reserved.

Published with permission by Montclair Police Department ***DRAFT*** Military Equipment - 2 707.2 POLICY
It is the policy of the Montclair Police Department that members of this department comply with the provisions of Government Code § 7071 with respect to military equipment. 707.3 MILITARY EQUIPMENT COORDINATOR
The Chief of Police should designate a member of this department to act as the military equipment coordinator. The responsibilities of the military equipment coordinator include but are not limited to:
(a) Acting as liaison to the governing body for matters related to the requirements of this policy.
(b) Identifying department equipment that qualifies as military equipment in the current possession of the Department, or the equipment the Department intends to acquire that requires approval by the governing body.
(c) Conducting an inventory of all military equipment at least annually. (d) Collaborating with any allied agency that may use military equipment within the jurisdiction of Montclair Police Department (Government Code § 7071). (e) Preparing for, scheduling, and coordinating the annual community engagement meeting to include:

1. Publicizing the details of the meeting.

2. Preparing for public questions regarding the department’s funding, acquisition, and use of equipment.
(f) Preparing the annual military equipment report for submission to the Chief of Police and ensuring that the report is made available on the department website (Government Code § 7072).
(g) Establishing the procedure for a person to register a complaint or concern, or how that person may submit a question about the use of a type of military equipment, and how the Department will respond in a timely manner.
707.4 MILITARY EQUIPMENT INVENTORY
The following constitutes a list of qualifying equipment for the Department:
[Insert attachment here] See attachment: Military Equipment Inventory 020322.pdf 707.5 APPROVAL
The Chief of Police or the authorized designee shall obtain approval from the governing body by way of an ordinance adopting the military equipment policy. As part of the approval process, the Chief of Police or the authorized designee shall ensure the proposed military equipment policy is submitted to the governing body and is available on the department website at least 30 days prior to any public hearing concerning the military equipment at issue (Government Code § 7071). The military equipment policy must be approved by the governing body prior to engaging in any of the following (Government Code § 7071):

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 11 of 158 Montclair Police Department
Montclair PD Policy Manual
Military Equipment
Copyright Lexipol, LLC 2022/02/03, All Rights Reserved.

Published with permission by Montclair Police Department ***DRAFT*** Military Equipment - 3 (a) Requesting military equipment made available pursuant to 10 USC § 2576a. (b) Seeking funds for military equipment, including but not limited to applying for a grant, soliciting or accepting private, local, state, or federal funds, in-kind donations, or other donations or transfers.
(c) Acquiring military equipment either permanently or temporarily, including by borrowing or leasing.
(d) Collaborating with another law enforcement agency in the deployment or other use of military equipment within the jurisdiction of this department. (e) Using any new or existing military equipment for a purpose, in a manner, or by a person not previously approved by the governing body.
(f) Soliciting or responding to a proposal for, or entering into an agreement with, any other person or entity to seek funds for, apply to receive, acquire, use, or collaborate in the use of military equipment.
(g) Acquiring military equipment through any means not provided above. 707.6 COORDINATION WITH OTHER JURISDICTIONS
Military equipment should not be used by any other law enforcement agency or member in this jurisdiction unless the military equipment is approved for use in accordance with this policy. 707.7 ANNUAL REPORT
Upon approval of a military equipment policy, the Chief of Police or the authorized designee should submit a military equipment report to the governing body for each type of military equipment approved within one year of approval, and annually thereafter for as long as the military equipment is available for use (Government Code § 7072).

The Chief of Police or the authorized designee should also make each annual military equipment report publicly available on the department website for as long as the military equipment is available for use. The report shall include all information required by Government Code § 7072 for the preceding calendar year for each type of military equipment in department inventory. 707.8 COMMUNITY ENGAGEMENT
Within 30 days of submitting and publicly releasing the annual report, the Department shall hold at least one well-publicized and conveniently located community engagement meeting, at which the Department should discuss the report and respond to public questions regarding the funding, acquisition, or use of military equipment.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 12 of 158 Montclair PD Policy Manual
Copyright Lexipol, LLC 2022/02/03, All Rights Reserved.

Published with permission by Montclair Police Department ***DRAFT*** Attachments - 4 Attachments
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 13 of 158 Attachment
Montclair PD Policy Manual
Copyright Lexipol, LLC 2022/02/03, All Rights Reserved.

Published with permission by Montclair Police Department ***DRAFT*** Military Equipment Inventory 020322.pdf - 5 Military Equipment Inventory 020322.pdf
Military Equipment Inventory 020322.pdf
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 14 of 158

Montclair Police Department
Military Equipment List

1. Armored Personnel Carrier, vehicle with entry apparatus attached (Category 2) a. Quantity, Description, Capabilities, and Purchase Cost:

One (1) “Peacekeeper” brand Armored Rescue Vehicle, Cadillac Gage Peacekeeper, built on a 1980 Dodge chassis; Cost: Obtained through the California State Agency for Surplus Property in 2002 as non-operable, and refurbished through donations by various local vendors; The Peacekeeper is designed to provide ballistic protection during tactical events (designed to withstand multiple bullet strikes from small arms fire as well as low level explosions). Equipped with emergency lights/siren and a public address system. Common uses for the Peacekeeper include citizen and officer rescues, evacuations, and the deployment of officers and approved equipment. The Peacekeeper is a regional mutual-aid asset that has been requested and deployed to surrounding cities as well as public community outreach events for display.
b. Purpose:

To be used in response to critical incidents to enhance officer and community safety, improve scene containment and stabilization, assist in resolving critical incidents, or display at a community event that is taking place. c. Authorized Use:

The use of armored vehicles shall only be authorized by a Watch Commander based on the specific circumstances of a given critical incident. Armored vehicles shall be used only by officers trained in their deployment and in a manner consistent with Department policy and training.
d. Expected Lifespan:
25 years (Expired) Due for replacement.
e. Fiscal Impact:

Annual maintenance cost estimated between $0 and $1000 annually

2. Command and Control Vehicles (Category 5)
a. Quantity, Description, Capabilities, and Purchase Cost:

One (1) Model Year 2014 “Ultra Haulers” brand Command Trailer; Cost:
$37,286,. The Command Trailer is a mobile command post and an equipment storage trailer. Computerized screen used for tracking operations or projecting public information on the exterior. Desk with radios for dispatch on the interior.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 15 of 158 Several storage areas for the different equipment used by department members. Water, generator, tables, chairs and televisions. b. Purpose:

To be used based on the specific circumstances of a given critical incident, large event, natural disaster, or display at a community event that is taking place. c. Authorized Use:

The Command Trailer shall be used by officers trained in it deployment and in a manner consistent with Department policy and training. The driver of the vehicle towing the trailer shall have a valid California driver’s license. d. Expected Lifespan:
25 Years
e. Fiscal Impact:

Annual maintenance cost estimated between $0 and $1000 annually.

3. Specialized Firearms and Ammunition (Category 9)
a. Quantity, Description, Capabilities, and Purchase Cost:

Twenty-four (24) Colt Carbine Rifle LE6945CQB firearms, capable of accurately stopping an armed subject at various distances. The Colt Carbine Rifle is a lightweight, air-cooled, gas operated, magazine fed, shoulder fired weapon, designed for semi-automatic fire. The Carbine Rifle does not have an expiration and will need to be serviced or replaced when the rifle fails or breaks. The 5.56 NATO cartridge is used as a lethal option designed to stop a violent encounter.

The projectile is capable of penetrating soft body armor worn by armed subjects.

Cost: The purchase of the rifles was a “$0” cost in 2015, as the Department was credited for an exchange of previously owned rifles. Optics for $9,795 and suppressors for $7,694 were purchased to make the rifle patrol ready.

I. The Hornady 5.56 NATO, 75 grain, BTHP T2 Tap Precision cartridge is the primary duty ammunition deployed during potential lethal encounters.
b. Purpose:

To be used as precision weapons to address a threat with more precision and/or at greater distances than a handgun, if present and feasible within Department Policy and Applicable Law
c. Authorized Use:

Only members that are POST certified Peace Officers, and have completed the POST Firearms / Tactical Rifle Course
d. Expected Lifespan:

I. Carbine Rifle – No expiration.

II. The Hornady 5.56 NATO, 75 grain BTHP T2 TAP – No expiration. e. Fiscal Impact:

I. Carbine Rifle – Annual cost between $0 - $1000.

II. The Hornady 5.56 NATO, 75 grain BTHP T2 TAP– Annual cost between $0 -$1,380 for all rifles combined, duty ammunition, excluding training rounds.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 16 of 158

4. Tear Gas (Category 12)
a. Quantity, Description, Capabilities, and Purchase Cost:

Various Quantities of Chemical agent munitions, which are commonly referred to as “tear gas,” are used by the Montclair Police Department as a non-lethal tool to disperse rioting suspects and on barricaded suspects per Montclair Police Department Policy and applicable law. The Montclair Police Department uses chemical agents which are used by law enforcement across the United States: CS (2 Chlorobenzylidenemalononitrile) and OC (Oleoresin Capsicum). CS is an irritating agent and lachrymator (irritates the eyes and causes tears to flow). CS has been medically tested in the UK and US, specifically by the U.S. Army. There are no known allergic reactions to CS. OC was de-regulated in California in 1996, is endorsed by the FBI, and is available to civilians to legally possess (2.5 oz. or less). OC is an inflammatory agent which causes involuntary closure of eyes (open in 2-5 minutes) and respiratory inflammation (subsides in approximately 2 minutes).

I. Pocket Tactical SAF-Smoke White™ – Pyrotechnic grenade emitting non-irritant SAF Smoke through multiple emission ports for 20 to 30 seconds to cover small areas. May be launched or handthrown Cost: $17.50 per munition.

II. SAF-Smoke White™ – Pyrotechnic grenade emitting non-irritant SAF Smoke through multiple emission ports for 30 to 40 seconds to cover large areas. May be launched or hand-thrown Cost: $33.83 per munition.

III. 8230 – Pyrotechnic canister grenade emitting CS smoke through multiple emission ports for 20 to 30 seconds. May be launched or hand-thrown. Cost: $17.50 per munition.

IV. 9230 – The 9230 CS Jet-Lite Rubber Ball Grenade is one of the smaller diameter burning grenades that discharges a high volume of chemical agents through multiple emission ports. Can be hand thrown. Cost:
$29.26 per munition.

V. 9590 – Stinger™ 32-Caliber Rubber Balls is designed to deliver rubber pellets from a handheld rubber ball grenade to disperse the intended target. Cost: $56.80 per munition.

VI. Spede-Heat SAF Smoke™ 40mm Short Range Round incorporates an aluminum shell and utilizes black powder as the propellant. The SpedeHeat™ 40mm Short Range Round is designed to deliver one dual-ported chemical canister from a 40mm launcher 75 yards to the intended target zone. Cost: $26.40 per munition.

VII. 4558 – 40mm Short Range Rubber Pellets incorporates an aluminum shell and utilizes black powder as the propellant. The 4558 40mm Short Range Round is designed to deliver 60 caliber rubber pellets from a 40mm launcher at close range to disperse the intended target. Cost:
$25.60 per munition.

VIII. 4233 – 40mm Short Range CS Round incorporates an aluminum shell and utilizes black powder as the propellant. The 4233 40mm Short Range Round is designed to deliver three multi-ported chemical canisters from a 40mm launcher 75 yards to the intended target zone.

Cost: $40.05 per munition.

IX. 5231 – CS Pyrotechnic grenade emitting CS smoke through three chemical canister that discharges a high volume of chemical agents through multiple emission ports to the intended target zone. Cost: $34.61 per munition.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 17 of 158 b. Purpose:

To limit the escalation of conflict where employment of lethal force is prohibited or undesirable. Situations for use of the less-lethal weapon systems may include, but are not limited to:
i. Self-destructive, dangerous and/or combative individuals. ii. Riot/crowd control and civil unrest incidents.
iii. Circumstances where a tactical advantage can be obtained. iv. Potentially vicious animals.
v. Training exercises or approved demonstrations.
c. Authorized Use:

Only officers who have received POST certification or manufacturer-specific training in the use of chemical agents are authorized to use chemical agents. d. Expected Lifespan:

I. Pocket Tactical SAF-Smoke White™ – 5 years
II. SAF-Smoke White™ – 5 years
III. 8230 – 5 years
IV. 9230 – 5 years
V. 9590 – 5 years
VI. Spede-Heat SAF Smoke™ 40mm – 5 years
VII. 4558 – 5 years
VIII. 4233 – 5 years
IX. 5231 – 5 years
e. Fiscal Impact:

I. Pocket Tactical SAF-Smoke White™– Estimated between $0 and $140 annually.

II. SAF-Smoke White™ – Estimated between $0 and $271 annually.

III. 8230 – Estimated between $0 and $140 annually.

IV. 9230 – Estimated between $0 and $234 annually.

V. 9590 – Estimated between $0 and $341 annually.

VI. Spede-Heat SAF Smoke™ 40mm – estimated between $0 and $211 annually.

VII. 4558 – Estimated between $0 and $213 annually.

VIII. 4233 – Estimated between $0 and $641 annually.

IX. 5231 – Estimated between $0 and $347 annually.

5. PepperBall Launcher (Category 12)
a. Quantity, Description, Capabilities, and Purchase Cost:

Four (4) Launchers that a part of a system that uses high-pressure air to deliver PAVA powder projectiles (similar to a paintball delivery system). System capable of launching projectiles at a subject up to 60’. System capable of area saturation up to 160’. Non-lethal option to offer law enforcement officers to deliver chemical agents and kinetic energy impacts to subjects in a potentially violent encounter.

De-Escalation tool used to avoid further injuries or lethal options on a subject; Cost: Unknown as items were purchased @ 20 years ago. Due for Replacement.

I. PepperBall LIVE PROJECTILE, The basic PepperBall projectile contains 2.5 grams of PAVA pepper powder, and is designed for direct impact and area saturation, especially in confined, interior spaces. Discharged from a PepperBall Launcher, the projectile has a velocity of 280-350 FPS. The projectile has a direct impact MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 18 of 158 of 60 feet and an area of saturation of 150+feet. The projectile contains 0.5% PAVA Powder; Cost: $967.

II. PepperBall Glass Breaker Projectiles, a solid projectile used to shatter windows only. Discharged from a PepperBall Launcher, the projectile has a velocity of 280-350 FPS; Cost: $54. b. Purpose:

To limit the escalation of conflict where employment of lethal force is prohibited or undesirable. Situations for use of the less-lethal weapon systems may include but, are not limited to:
i. Self-destructive, dangerous and/or combative individuals. ii. Riot/crowd control and civil unrest incidents.
iii. Circumstances where a tactical advantage can be obtained. iv. Potentially vicious animals.
v. Training exercises or approved demonstrations.
c. Authorized Use:

Only those officers who have been trained in the use of PepperBall launchers are authorized to use the PepperBall launchers.
d. Expected Lifespan:

I. PepperBall Launcher – No expiration
II. Live Projectile – 3 year
III. Glass Breaker Projectiles – No expiration
e. Fiscal Impact:

I. PepperBall Launcher – Estimated between $0 and $1000 annually.

II. Live Projectile – Estimated between $0 and $967 annually.

III. Glass Breaker Projectiles – Estimated between $0 and $54 annually.

6. Projectile Launch platforms and associated munitions (Category 14) a. Quantity, Description, Capabilities, and Purchase Cost:

Two (2) Defense Technology 40mm Single Launcher: Cost: Unknown, purchased @ 20 years ago. The Defense Technology 40mm Single Launcher is not a firearm, but a Less-Lethal launching system that uses smokeless powder to deliver 40MM projectiles from a safe distance. The Less-Lethal launcher is capable of launching 40MM munitions at a subject up to 40 yards. The LessLethal launcher is a single launcher, which allows the Officer to assess after every spent munition. Less-Lethal launcher does not have an expiration and will need to be serviced or replaced when the launcher fails or breaks.

I. The 40MM munition is a Direct Impact Spin Stabilized Smokeless Sponge Munition. The Sponge Baton munition is used as a LessLethal weapon designed to de-escalate a potentially violent encounter; Cost: $17.50 per unit.
b. Quantity, Description, Capabilities, and Purchase Cost:

Twenty-three (23) Remington 870 12 Gauge Multi-Shot Beanbag Launcher:

Cost: Unknown, purchased over 25 years ago. The Remington 870 12 Gauge Multi-Shot Beanbag Launcher is a converted Remington 870 used as a LessMONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 19 of 158 Lethal launching system. The launching system uses smokeless powder to deliver a 12 gauge 40-gram lead-filled cotton-ballistic fiber blend projectile from a safe distance. The Less-Lethal launcher is capable of launching munitions at a subject up to 75 feet. The Less-Lethal launcher is a pump-action launcher, which allows the officer to assess after every spent munition. Less-Lethal launcher does not have an expiration and will need to be serviced or replaced when the launcher fails or breaks.

I. ALS1212T – 12 gauge 40-gram lead-filled cotton-ballistic fiber blend stabilized bean bag munition is designed to produce blunt trauma and pain compliance The bean bag munition is used as a Less-Lethal weapon designed to de-escalate a potentially violent encounter; Cost: $1,117.
c. Purpose:

To limit the escalation of conflict where employment of lethal force is prohibited or undesirable.
d. Authorized Use:

Situations for use of the less-lethal weapon systems may include, but are not limited to:
i. Self-destructive, dangerous and/or combative individuals. ii. Riot/crowd control and civil unrest incidents.
iii. Circumstances where a tactical advantage can be obtained. iv. Potentially vicious animals.
v. Training exercises or approved demonstrations.
e. Expected Lifespan:

I. 40mm Launcher: No expiration
II. 40mm Sponge Munition – 5 years
III. Bean Bag Launcher – 5 years
IV. Bean Bag Munitions – 5 years
f. Fiscal Impact:

I. 40mm Launcher – Estimated between $0 and $1000 annually II. 40mm Sponge Munition – Estimated between $0 and
$1000 annually.

III. Bean Bag Launcher – Estimated between $0 and $1000 annually.

IV. Bean Bag Munitions – Estimated between $0 and $1117 annually.

8. Long Range Acoustic Device (Category 13)
a. Quantity, Description, Capabilities, and Purchase Cost:

One (1). The Montclair Police Department shares a Genasys Systems Long Range Acoustic Device LRAD-1000 with the cities of Ontario, Chino, and Upland. The device is owned by the San Bernardino County Sheriff’s Department. The device is a power-efficient, long-distance communication system designed for applications ranging from critical infrastructure protection, border and port security, and search and rescue applications. It features a rugged carbon fiber emitter head integrated with electronics and amplification has an extremely high decibel capacity. The device is used as a less-lethal weapon for crowd control and broadcasting emergency messages; Cost: $0;
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 20 of 158 b. Purpose:

To limit the escalation of conflict where deployment of higher force is prohibited or undesirable.
c. Authorized Use:

Only Montclair officers who are trained in the use of the device shall be authorized to deploy the device. Situations for use of the less lethal weapon system may include, but are not limited to:
i. Riot/crowd control and civil unrest incidents.
ii. Circumstances where a tactical advantage can be obtained. iii. Training exercises or approved demonstrations.
d. Expected Lifespan:

I. Long Range Acoustic Device: No expiration
e. Fiscal Impact:

I. Long Range Acoustic Device: $0 annually.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 21 of 158

CITY COUNCIL

AGENDA REPORT
DATE: MARCH 7, 2022
SECTION: CONSENT - ADMIN. REPORTS
ITEM NO.: 1
FILE I.D.: FIN540
DEPT.: FINANCE
PREPARER: L. LEW/V. FLORES
SUBJECT: CONSIDER APPROVAL OF WARRANT REGISTER AND PAYROLL DOCUMENTATION REASON FOR CONSIDERATION: The City Council is requested to consider approval of the Warrant Register and Payroll Documentation.

BACKGROUND: Mayor Pro Tem Ruh has examined the Warrant Register dated March 7, 2022, and the Payroll Documentation dated February 13, 2022, and recommends their approval.

FISCAL IMPACT: The Warrant Register dated March 7, 2022, totals $732,918.97.

The Payroll Documentation dated February 13, 2022 totals $662,364.41 gross, with $461,758.46 net being the total cash disbursement.

RECOMMENDATION: Staff recommends the City Council approve the above–referenced Warrant Register and Payroll Documentation.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 22 of 158

CITY COUNCIL

AGENDA REPORT
DATE: MARCH 7, 2022
SECTION: CONSENT - ADMIN. REPORTS
ITEM NO.: 2
FILE I.D.: TRN110A
DEPT.: PUBLIC WORKS
PREPARER: S. STANTON
SUBJECT: CONSIDER RECEIVING AND FILING A STATUS REPORT ON EMERGENCY

CONTRACTING PROCEDURES FOR THE PACIFIC ELECTRIC TRAIL BRIDGE

REPLACEMENT PROJECT AND DETERMINING THERE IS A NEED TO CONTINUE THE ACTION
REASON FOR CONSIDERATION: By City Council action on April 19, 2021, Resolution No. 21–3307 was adopted, declaring a need for emergency contracting procedures for the Pacific Electric (PE) Trail Bridge Replacement Project. Under Public Contract Code Section 22050, the governing body must review the emergency action at every regularly scheduled meeting after making the declaration to determine the need to continue the action by a fourth–fifths majority vote.

BACKGROUND: The City of Montclair, in coordination with San Bernardino County Transportation Authority (SBCTA), constructed a multi–purpose trail linking cities from Claremont to Rialto along the famous Pacific Electric Railway Line. This 21–mile trail is a vital component of our Active transportation and Healthy Montclair programs. The trail provides recreational and alternative transportation opportunities for cyclists, pedestrians, runners, and equestrians and links residents and the commuting public to schools, jobs, and our regional transportation hub. The 20–acre Montclair Transcenter is the largest facility of its kind between Union Station in Los Angeles and the San Bernardino County station. It conveniently connects the region’s fixed–route commuter rail, bus service, and rideshare programs in one centrally located area. The Pacific Electric trail is a vital connection to this important transportation hub.

On March 21, 2021, the PE Trail Bridge was damaged due to a fire and closed to active transportation traffic. The closure of the bridge disrupts the regional connections of the PE Trail. A structural engineer who investigated the magnitude and extent of the damage declared the PE Trail bridge a total loss and recommended replacement. The replacement will be a prefabricated steel truss bridge to mitigate the risks that left the existing bridge vulnerable to fire. A steel truss bridge provides the best combination of long–term value and affordability while also recognizing the need for a speedy replacement of this vital piece of infrastructure. The use of a prefabricated bridge saves valuable time since a state–licensed structural engineer has preapproved its design. Compared to a wooden structure, the construction of the steel truss bridge is completed at an accelerated pace since it is delivered assembled and dropped into place.

The City of Montclair is a healthier and more equitable City due to safer and more connected roadways through active transportation options. SBCTA recognizes the value and importance of the PE trail. To that end, SBCTA has shown good faith and leadership by graciously offering to cover a percent of the cost, up to $100,000, to replace the bridge through their TDA Grant Program. On June 2, 2021, the SBCTA Board of Directors authorized the release of the TDA Article 3 Call for Projects for bicycle and pedestrian improvement projects. The City applied for the grant, and SBCTA’s General Policy MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 23 of 158 Committee awarded $227,544 for the Project. The City will cash flow the Project and seek reimbursement from SBCTA at a future date.

Currently, Pacific Electric Trail commuters are being detoured from the regional trail to Arrow Highway. To reduce the impact of the bridge closure, City staff will continue to work diligently through the use of the emergency contracting procedures to hire various consultants and contractors to complete the bridge replacement. Contech Engineered Solutions will fabricate the bridge. Biggs Cardosa Associates (BCA), a structural engineering consultant, will design the bridge deck and modify the existing bridge substructure and foundations to accept the new bridge. Additionally, Environmental permits and studies are required to clear the Project through the California Environmental Quality Act (CEQA) and U.S. Army Corps permitting process.

March 7, 2022 Update
The contractor, Sunquest General Engineering, Inc., has started demolition of the existing bridge. Demolition and preparation for the arrival of the new bridge is expected to take 30 days. The estimated delivery date of the new bridge is early April. The pre– fabricated bridge will be set in place spanning the flood control channel. The estimated completion date for the project is the end of April.

FISCAL IMPACT: The estimated cost to replace the Pacific Electric Trail Bridge is $450,000. SBCTA will contribute a total of $327,544 in TDA Grant funding, and 2021 Lease Revenue Bonds will cover the remaining project costs. The February 22, 2022 staff report incorrectly stated that the remaining project costs would be covered using the General Fund.

RECOMMENDATION: Staff recommends that the City Council receive and file a status report on emergency contracting procedures for the Pacific Electric Trail Bridge Replacement Project and determine there is a need to continue the action.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 24 of 158

CITY COUNCIL

AGENDA REPORT
DATE: MARCH 7, 2022
SECTION: CONSENT - AGREEMENTS
ITEM NO.: 1
FILE I.D.: ADM810
DEPT.: ECONOMIC DEV.

PREPARER: M. FUENTES
SUBJECT: CONSIDER APPROVAL OF AGREEMENT NO. 22–15 WITH FAIRBANK, MASLIN, MAULLIN, METZ & ASSOCIATES, INC. (FM3) FOR EDUCATIONAL OUTREACH AND

POLLING SERVICES SUBJECT TO ANY REVISIONS DEEMED NECESSARY BY THE CITY

ATTORNEY
REASON FOR CONSIDERATION: The City Council is requested to consider approval of Agreement No. 22–15 with Fairbank, Maslin, Maullin, Metz & Associates, Inc. (FM3) for educational outreach and polling services subject to any revisions deemed necessary by the City Attorney. The City Council approves agreements for professional services.

A copy of proposed Agreement No. 22–15 with FM3 is attached for the City Council’s review and consideration.

BACKGROUND: In 2019, the City Council conducted a series of special meetings regarding compliance with Proposition 64 (Adult Use of Marijuana Act, or “AUMA”) and the potential for a series of draft ordinances, collective known as the Medicinal and Adult–Use Cannabis Regulation and Safety Law (MAUCRSL) regulating commercial cannabis activities in the City of Montclair. The special meetings were conducted to present the City Council with concepts contained in the draft ordinances and to determine if the City Council desired to proceed with public hearings and possible adoption of said ordinances.

At the conclusion of the special meetings, the City Council elected to table the draft ordinances in order to further evaluate the regulation of commercial cannabis activities in the City of Montclair given the nascent nature of the cannabis industry in the State.

Since the series of special meetings, staff has continued to monitor the regulation and evolution of the commercial cannabis industry at both the state and local levels, paying close attention to agencies that have chosen to allow commercial cannabis activities to occur in their jurisdictions.

The City Council recently directed staff to conduct a public opinion survey focusing on cannabis–related issues including the viability of a commercial cannabis tax measure on the ballot of the November 2022 election, and to hire a firm to conduct such a public opinion survey.

In order to conduct said public opinion survey and to assist in educational outreach efforts, staff is recommending entering into a contract with FM3 for educational outreach and polling services.

Public Opinion Survey
According to the Fair Political Practices Commission, cities may spend public funds to conduct public opinion surveys prior to putting a measure on the ballot as long as the results are not used later to influence the voters after the measure is placed on the ballot.

The public opinion survey would only be used to help decide whether to move forward with the ballot measure and how to stage a successful education effort to best inform residents about the measure.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 25 of 158 Several cities throughout the state have recently passed commercial cannabis sales tax measures including the cities of Banning, Costa Mesa, Covina, El Monte, Hemet, Jurupa Valley, Moreno Valley, Oceanside, Pomona, Santa Ana, Santa Clara, Simi Valley, and West Hollywood. Several other cities are currently considering measures for the upcoming November election.

Many of those cities mentioned above have used FM3 for educational outreach and polling services. FM3 has provided research for seven successful commercial cannabis measures approved by voters during the last four years. Staff contacted the various agencies that have utilized the services of FM3 for educational outreach and polling services pertaining to commercial cannabis measures and received significant positive feedback regarding the firm and the services that they provided. As a result, staff requested and obtained a quote from FM3 for educational outreach and polling services pertaining to a public opinion survey focusing on cannabis–related issues including the viability of a commercial cannabis tax measure on the November 2022 ballot. FM3 provided a quote of $32,000 for educational outreach and polling services.

It should be noted that the City of Montclair has utilized the services of FM3 to conduct a public opinion survey in 2019 (Agreement No. 19–92) and a follow–up tracking survey in 2020 (Agreement No. 20–57), both pertaining to the viability of a transactions and use tax. The research provided by FM3 supported the placement of Measure L on the ballot in November of 2020.

After careful consideration, staff has elected to use the services of FM3 based on cost, familiarity with the City of Montclair, feedback from various other local government agencies who have utilized the services of FM3, and prior services provided to the City of Montclair.

Scope of Work
FM3 proposes to conduct a 20–minute dual mode survey (online and by telephone) among a random sample of up to 350 City of Montclair residents who are registered to vote, and are deemed likely to vote in the November 2022 election based on voter history. The survey will be conducted both in English and Spanish in order to garner a sample size that is reflective of the community. Exhibit A attached to this agenda report includes a detailed scope of work to be conducted.

The scope of work includes all costs for questionnaire design, sample acquisition and preparation, programming, email invitations, survey hosting, translations, telephone interviewing in English and Spanish, data entry and analysis, reporting, and travel.

Following the completion of the survey, FM3 will provide the following:
 A questionnaire for easy reference;
 An analysis of survey results in PowerPoint; and
 A presentation of the survey results.

FM3 will also be available for ongoing consultation and any further analysis of the research data collected.

Fairbank, Maslin, Maullin, Metz & Associates, Inc. (FM3) FM3 Research is a California–based company that has been conducting public policy– oriented opinion research since 1981. While FM3 initially conducted primarily political surveys for candidate and ballot measure campaigns, FM3 has significantly broadened our focus over the past several decades.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 26 of 158 FM3 conducts surveys for organizations seeking to deepen their understanding of how the public perceives certain policy issues, how the public perceives their organization and its services, etc. FM3 conducts a wide–range of research with “closed” populations, such as employees or key decision–makers.

FM3 has a staff of 22 full–time employees split between their Los Angeles and Oakland offices. FM3 has their own in–house data analysis/processing team and presentation design resources. This enables FM3 to turn projects around quickly, and to engage in more sophisticated data analysis tailored to their client needs.

FISCAL IMPACT: Approval of proposed Agreement No. 22–15 with FM3 would result in a cost to the City of $32,000.00 payable from the Economic Development Fund.

RECOMMENDATION: Staff recommends the City Council approve Agreement No. 22–15 with Fairbank, Maslin, Maullin, Metz & Associates, Inc. (FM3) for educational outreach and polling services.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 27 of 158 12100 Wilshire Boulevard, Suite 350 | Los Angeles, CA 90025 Phone: (310) 828-1183 | Fax: (310) 453-6562
1999 Harrison St., Suite 2020 | Oakland, CA 94612
Phone: (510) 451-9521 | Fax: (510) 451-0384

LETTER OF AGREEMENT

CITY OF MONTCLAIR CANNABIS ISSUES SURVEY
PROJECT 220-6351
FEBRUARY 22, 2022

1. It is agreed that Fairbank, Maslin, Maullin, Metz & Associates, Inc. (FM3) will provide public opinion research services (Services) for the City of Montclair(Client) for a total cost not to exceed $ 32,000.00.

2. These Services include: all professional and staff time, questionnaire design, translation into Spanish, sample acquisition, survey programming, email invitations, text invitations, survey hosting, telephone interviewing, data entry and analysis, and reporting necessary to complete a dual-mode survey, averaging 20 minutes per interview, of 300-350 Likely November 2022 General Election City of Montclair voters, as outlined in our proposal dated February 09, 2022.

3. Both parties will reach a mutual agreement on the contents of the research instruments. Client agrees that, when its approval is called for hereunder, it will promptly review and approve all such matters in good faith and in consultation with FM3, and that its approval will not be unreasonably withheld or delayed.

4. As compensation for Services under this Agreement, Client agrees to pay FM3 the final cost agreed upon by both parties in writing upon completion of the agreed upon scope of work. Invoices are due and payable upon receipt and will be considered past due fifteen (15) days after each invoice's date.

5. When FM3's Services conclude, all unpaid charges owed shall become immediately due and payable, according to the terms in the preceding paragraph.

6. This Letter of Agreement will take effect when Client returns a signed copy of this Letter of Agreement.

7. The prevailing party in any action or proceeding to interpret or to enforce any provision of this Letter of Agreement will be awarded reasonable attorney's fees and costs incurred in that action or proceeding or in any efforts to negotiate the matter. Each party to pay their own attorney fees.

8. This Letter of Agreement shall be binding upon and inure to the benefit of the successors and assigns of each of the parties hereto. This Letter of Agreement cannot be assignable without prior written approval by Client.

Agreement No. 22-15
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 28 of 158 City of Montclair Cannabis Issues Survey (220-6351) Page 2

9. This Letter of Agreement is deemed to have been entered into in the County of Los Angeles, State of California, and shall be governed by the laws of the State of California. Any action or proceeding with respect to this Letter of Agreement or any matter arising therefrom shall be maintained exclusively in the Superior Court in the County of Los Angeles, California, as the jurisdiction and venue of which each party hereby specifically consents.

10. This Letter of Agreement contains the entire agreement and understanding concerning the subject matter hereof between the parties, and supersedes and replaces all prior negotiations, proposed agreements, written or oral.

11. This Letter of Agreement may be signed in one or more counterparts, each of which shall be deemed an original and shall be effective when the other parties have executed a counterpart.

12. The individuals executing this Letter of Agreement on behalf of each of the parties hereby represent and warrant that each is duly authorized to do so.

13. It is understood and agreed that Client is and shall be solely responsible for the use of the public opinion research provided by FM3 under this Letter of Agreement. It is understood and agreed that FM3 is solely responsible for the results of the public opinion research provided pursuant to this Letter of Agreement. FM3 shall at all times comply with state and federal law, and any statute, rule, regulation or order from any governmental or regulatory agency. In the event that any state and/or federal, regulatory agency or any other person and/or entity shall make a claim against Client or its’ agents, employees, or affiliates which is in any manner related to this Letter of Agreement, the services of FM3, or the results of any public opinion research provided by FM3, FM3 shall indemnify and hold harmless included but not limited to costs and attorney fees incurred by Client in defense of such matter.

14. All notices, demands, requests or approvals to be given under this Agreement, shall be given in writing and conclusively shall be deemed served when delivered personally or on the third business day after deposit in the United States mail, postage prepaid, registered or certified, addressed as follows:

A. All notices, demands, requests or approvals from FM3 to Client shall be addressed to:

Mikey Fuentes, Director of Economic Development
City of Montclair
5111 Benito Street
Montclair, CA 91763
Telephone: 909-625-9497
E-mail: [email protected]
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 29 of 158 City of Montclair Cannabis Issues Survey (220-6351) Page 3 B. All notices, demands, requests or approvals from Client to FM3 shall be addressed to:

Richard Bernard
Fairbank, Maslin, Maullin, Metz & Associates, Inc.
1999 Harrison Street, Suite 2020
Oakland, CA 94612
Telephone: 510-451-9521
E-mail: [email protected]
Javier "John" Dutrey, Mayor Date
City of Montclair
ATTEST:

Andrea Myrick, City Clerk Date
City of Montclair
Richard Bernard, Partner Date
Fairbank, Maslin, Maullin, Metz & Associates, Inc.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 30 of 158 12100 Wilshire Boulevard, Suite 350 | Los Angeles, CA 90025 Phone: (310) 828-1183 | Fax: (310) 453-6562
1999 Harrison St., Suite 2020 | Oakland, CA 94612
Phone: (510) 451-9521 | Fax: (510) 451-0384
TO Mikey Fuentes, Director of Economic Development
City of Montclair
FROM Richard Bernard Ph.D., Partner
FM3 Research
RE: Proposal to Conduct a City of Montclair Cannabis Issues Survey DATE March 1, 2022
Fairbank, Maslin, Maullin, Metz & Associates (FM3) is pleased to submit this proposal to conduct a public opinion baseline cannabis-related issues survey for the City of Montclair. The purpose of this study is to assess voters’ awareness and perceptions of cannabis issues, test the viability of a possible cannabis revenue measure, and identify voters’ budgeting priorities. The recommended Baseline Survey will be conducted among a random sample of 300 to 350 City of Montclair registered voters likely to participate in the November 2022 election, with telephone interviews offered in both English and Spanish.

As you know, FM3 has worked alongside the City in the past, conducting two surveys prior to the November 2020 General Election. As such, we believe we have the necessary background information about your voters’ preferences and attitudes, and established working relationship with your staff, to conduct the necessary research to most efficiently identify the potential viability of a cannabis measure in November 2022 and provide the City with statistically reliable data to assist in their decision on whether or not to move forward with such a measure.

The remainder of this memo is split into two sections: Section 1 details FM3’s proposed research specifications for the recommended Baseline Survey and Section 2 outlines our estimated costs for this research. 1 PROPOSED RESEARCH SPECIFICATIONS FOR A 2022 BASELINE SURVEY Research
Methodology
Dual-mode voter survey
Data Collection
Mode
Telephone and online interviews
Respondent
Contact Method
Telephone calls, text messaging and email invitations
Exhibit A
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 31 of 158

Sample 300-350 Likely November 2022 General Election City of Montclair voters Margin of
Sampling Error
±5.7 percent in 95 out of 100 cases for a sample of 300 interviews ±5.2 percent in 95 out of 100 cases for a sample of 350 interviews Questionnaire 18- to 20-minute survey, featuring between 55 and 75 unique questions (including battery question items and demographic questions)
Language Telephone interviews will be conducted in English and Spanish. Online interviews will be conducted in English only.

Deliverables Following the completion of the survey, we will provide:
• A questionnaire for easy reference
• A complete analysis of survey results in PowerPoint
• A presentation of the survey results
FM3 will also be available for ongoing consultation and any further analysis of the research. 2 COSTS
Figure 1 below contains the total estimated cost for the baseline survey depending on the length of interview preferred. This price is comprehensive, and includes all costs for questionnaire design, sample acquisition and preparation, translation, programming, email invitations, text messaging, online survey hosting, telephone interviewing in English and Spanish, data entry and analysis, and reporting. Please note, travel is not included and would be billed at 2022 IRS Business Mileage Rates if incurred.

Figure 1: Estimated Costs for a 2022 Baseline Survey
Length of Interview
Sample Size
n=300 n=350
18 Minutes $29,000 $30,750
20 Minutes $30,000 $32,000
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 32 of 158

We would welcome the opportunity to work with you on this research. If you have any questions or if there is any further information we can provide, please do not hesitate to contact us. Thank you for your consideration; our contact information is as follows:

Richard Bernard, Ph.D., Partner
Fairbank, Maslin, Maullin, Metz & Associates (FM3)
12100 Wilshire Boulevard, Suite 350
Los Angeles, CA 90025
(310) 428-1809 (cell)
[email protected]
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 33 of 158

CITY COUNCIL

AGENDA REPORT
DATE: MARCH 7, 2022
SECTION: CONSENT - AGREEMENTS
ITEM NO.: 2
FILE I.D.: ADM277
DEPT.: INFO. TECH.

PREPARER: J. NGUYEN
SUBJECT: CONSIDER APPROVAL OF AGREEMENT NO. 22–16 WITH SPRINGBROOK SOFTWARE FOR MIGRATION TO THE LATEST CLOUD–BASED SOLUTION
CONSIDER AUTHORIZING A $60,103.80 APPROPRIATION FROM THE TECHNOLOGY RESERVE FUND FOR COSTS ASSOCIATED WITH AGREEMENT NO. 22–16 REASON FOR CONSIDERATION: The City’s financial software requires certain updates that will incur costs in excess of what was approved in the budget for the software for FY 2021–22. According to the City’s Purchasing Manual, a purchase or contract for professional services in excess of $15,000 that is not appropriated in the budget requires City Council approval.

The City Council is requested to consider approval of Agreement No. 22–16 with Springbrook Software for migration to the latest cloud–based solution and to authorize a $60,103.80 appropriation from the Technology Reserve Fund for costs associated with Agreement No. 22–16.

A copy of proposed Agreement No. 22–16 with Springbrook Software is attached for the City Council’s review and consideration.

BACKGROUND: Springbrook Software (Springbrook) is a leading provider of finance, utility billing, and payroll software solutions. Many municipalities across the nation utilize the services of Springbrook to improve business development, offer greater transparency to its residents, and save valuable staff time and resources.

The Montclair Finance and Administrative Services Departments utilize a suite of applications from Springbrook to conduct several day–to–day operations of the organization. Springbrook has modules that allow staff to quickly process payroll, accounts receivables, and accounts payable and facilitates several human resources functions. These modules have permitted the Finance and Administrative Services Departments to streamline processes and enhance the delivery of financial data and human resources information to assist other departments in their operations.

The City of Montclair began using the services of Springbrook in February of 2008. Over the years, Springbrook has implemented various software upgrades and new modules.

Each software upgrade has enhanced the overall ease of using the system, and staff has enjoyed no interruptions in their work duties during each software upgrade.

Roughly five years ago, Springbrook began moving towards a cloud–based portal system.

With its latest version, Springbrook is shifting towards a complete on–demand, cloud– based platform called Springbrook Cloud Solutions. The cloud–based platform will provide better support through its hosted environment, where updates and security patches are applied automatically and seamlessly without interruptions. The cloud– based platform has also introduced several features such as custom reporting—a feature of the current software upon which Finance Department staff heavily relies.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 34 of 158 Springbrook has completed its evaluation of all custom modules created for the Montclair Finance Department over the years and has met with staff to ensure a seamless transition to the cloud–based platform. Springbrook has agreed to incorporate several custom modules that Montclair Finance staff require because they recognize the value of offering their clients the same custom modules. These custom modules will be absorbed into the City’s contract as a standard offering, reducing the overall cost of the annual software maintenance.

FISCAL IMPACT: Approval of proposed Agreement No. 22–16 with Springbrook Software is expected to cost $120,816.90. Springbrook has agreed to apply the City’s annual maintenance cost for Fiscal Year 2021–22 of $60,713.10 to the migration, leaving the remaining $60,103.80 to be paid from the Technology Reserve Fund.

RECOMMENDATION: Staff recommends the City Council take the following actions:

1. Approve Agreement No. 22–16 with Springbrook Software for migration to the latest cloud–based solution.

2. Authorize a $60,103.80 appropriation from the Technology Reserve Fund for costs associated with Agreement No. 22–16.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 35 of 158 Order Form
Montclair, CA - City of
01-06-2022
Montclair, CA - City of - SaaS Migration
Expiration Date: 03-31-2022
Agreement No. 22-16
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 36 of 158 springbrooksoftware.com | [email protected] | 866-777-0069 2 / 7
Dear John Nguyen,
Thank you for the opportunity to submit this order form in the amount of $120,816.90.

All of us at Springbrook are working to provide the best possible solutions for your agency and your citizens.

Our goal is nothing short of your 100% satisfaction.

Thank you for being a valued customer.

Sincerely,
Bea Williams
Bea Williams
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 37 of 158 springbrooksoftware.com | [email protected] | 866-777-0069 3 / 7
Annual Product Pricing
Item Name Rate Quantity Discount % Net Price
Accounts Receivable Subscription $4,154.04 1 17.91% $3,410.14 Finance Suite Subscription $36,937.00 1 10% $33,243.30
Human Resources Management Subscription $10,589.40 1 10% $9,530.46 Licenses and Permits Subscription $4,792.49 1 17.83% $3,937.94 Payroll Subscription $26,368.20 1 10% $23,731.38
Purchase Orders Subscription $4,746.42 1 17.91% $3,896.48 Utility Billing Subscription $17,600.22 1 18.03% $14,427.20 Discount 12.37%
Products Total Net Price $92,176.90
Estimated Professional Services Pricing
Item Name Rate Description Quantity Discount % Net Price SaaS Migration Professional Services $189.00 Cloud Migration Services 160 5.29% $28,640.00 Discount 5.29%
Estimated Professional Services Total Net Price $28,640.00 Grand Total:                                                                                 $120,816.90 * Excludes Applicable Sales Tax
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 38 of 158 springbrooksoftware.com | [email protected] | 866-777-0069 4 / 7
Order Details
General Information
Customer Name: Montclair, CA - City of
Customer Contact: John Nguyen
Customer Address: 5111 Benito St, Montclair, California, United States, 91763 Governing Agreement(s):

This Order Form is governed by the applicable terms found at:

MSA:  https://sprbrk.box.com/v/sprbrk-saas-terms
MLA:  https://sprbrk.app.box.com/v/sprbrk-onpremise-terms Professional Services:  https://sprbrk.app.box.com/v/sprbrk-svcsterms Term(s): 3 year
Order Terms
Items Ordered Order Start Date
Professional Services Orders Date of the last signature on the Order Form Managed Services Date of the last signature on the Order Form Software Licenses, Subscriptions,
Maintenance and Hosting (New)
The earlier of a) date of delivery** of software or
log-in to hosted software to Customer or b) 60 days
after last signature on the Order Form
Software Licenses, Subscriptions,
Maintenance and Hosting (Renewal)
The day after expiration of your last order of the
same product
Special Order Terms None
**The date of delivery of software to the Customer is the date the software is made available to the customer, either by delivery of software or delivery of first log-in to a hosted environment, which may be either a test or production environment.

This date of delivery is frequently earlier than the dates professional services are completed, the Customer completes user acceptance testing, the Customer distributes additional log-ins to end users, and the Customer go-live in a production environment.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 39 of 158 springbrooksoftware.com | [email protected] | 866-777-0069 5 / 7
Order Duration
•    Any Software Licenses or Hardware are one-time, non-refundable purchases. •    Subscriptions, Maintenance, Hosting and Support (“Recurring Services”) continue from the Order Start Date through the term listed in this Order Form (or if not listed, 1 year). •    Orders for Recurring Services auto-renew unless the Customer or Springbrook provides a written notice of non-renewal at least sixty (60) days before the end of the Order Term •    Subscription Service fees and any other recurring fees will be subject to an automatic annual increase by not more than seven percent (7%) of the prior year’s Subscription Service fees ("Standard Annual Price Increase").

Invoice Timing and Delivery
•    Invoices are delivered electronically via e-mail to the billing contact on file for the Customer.  Customer invoices are issued for the full amount of software and services purchased as follows:

Items Ordered Invoice Timing
Professional Services Orders
Monthly for services in the prior month* unless
specified in Special Professional Services
Invoicing Terms
Managed Services and Annual Report Services
Managed Services, Report Services, begin upon the
order start date and continue through June 30 of
signed year.  Specialized training services begin upon
order start date and continue for four months.

Other specialized support services within Managed
Services, begin upon order start date for one year.

Software Licenses and Hardware Customer signature on Order Form Subscriptions, Maintenance and Hosting (New) Customer signature on Order Form Software Licenses, Subscriptions, Maintenance and
Hosting (Renewal) 60 days in advance of the Order Start Date CivicPay Transactions Monthly for transactions in the prior month *Professional Services pricing is based on expected hours using Springbrook’s standard implementation methodology.  Actual hours and billings may vary from this estimate.  Please note that only when project costs exceed $5,000 of this estimate, a signed change order will be required to continue work – changes under $5,000 will continue to be delivered and billed accordingly.

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Special Order Terms
Special Order Terms None
In the event of an inconsistency between this Order Form, any governing agreement, purchase order, or invoice, the Order Form shall govern as it pertains to this transaction.

Payment Terms
Payment Terms Net 30
Special Invoicing Terms None
Special Professional
Service Invoicing Terms
Billing Contact Janet Kulbeck
Billing Email [email protected]
If the Customer requires a PO number on invoices, Customer must provide Springbrook with the PO number and a copy of the PO prior to invoice issuance. If a PO number is not provided prior to the invoice issuance date, invoices issued on this Order Form will be valid without a PO reference.

PO# (If required):

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 41 of 158 springbrooksoftware.com | [email protected] | 866-777-0069 7 / 7
As Buyer, by signing you agree to the terms and conditions as set forth in this agreement.

Agency Representative
BUYER SIGNATURE
Springbrook Representative
SELLER SIGNATURE
SELLER NAME
SELLER TITLE
SELLER SIGNATURE DATE

CITY OF MONTCLAIR
____________________________________ ______________________ Javier John Dutrey, Mayor Date
ATTEST
____________________________________
Andrea Myrick, City Clerk
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 42 of 158

CITY COUNCIL

AGENDA REPORT
DATE: MARCH 7, 2022
SECTION: CONSENT - AGREEMENTS
ITEM NO.: 3
FILE I.D.: PRK020
DEPT.: PUBLIC WORKS
PREPARER: M. HEREDIA
SUBJECT: CONSIDER APPROVAL OF AGREEMENT NO. 22–17 WITH KTU&A TO DEVELOP THE

PARKS AND RECREATION MASTER PLAN SUBJECT TO ANY REVISIONS DEEMED

NECESSARY BY THE CITY ATTORNEY
CONSIDER AUTHORIZING A $200,000 APPROPRIATION FROM 2021 LEASE REVENUE

BOND FUNDS TO COVER THE CONTRACT AMOUNT AND REIMBURSABLE EXPENSES REASON FOR CONSIDERATION: On November 10, 2021, the City Council approved a list of priorities to be funded by Lease Revenue Bond Issue 2021A funds, including the development of a Parks and Recreation Master Plan. Professional consultant services are required to develop the Parks and Recreation Master Plan. Agreements for professional services are subject to City Council approval.

The City Council is requested to consider approval of Agreement No. 22–17 with KTU&A to develop the Parks and Recreation Master Plan subject to necessary revisions by the City Attorney, and to authorize a $200,000 appropriation from 2021 Lease Revenue Bond funds to cover the contract amount and reimbursable expenses.

A copy of proposed Agreement No. 22–17 with KTU&A, including Exhibits A and B, are attached for City Council review and consideration.

BACKGROUND: On December 20, 2021, staff posted a Request for Proposals via Planet Bids to solicit proposals to prepare a Parks and Recreation Master Plan. Two firms submitted proposals (KTU&A and PBLA/ICG) by the January 18, 2022 deadline.

A panel of three staff members from the Human Services, Community Development, and Public Works Departments reviewed both proposals on the criteria of qualifications, experience with similar projects, completeness, and clarity of proposal. The evaluating panel selected KTU&A as the successful proponent. KTU&A is a planning and landscape architecture firm specializing in community planning, transportation planning, park planning, urban design, place–making, and landscape architecture. KTU&A recently completed similar master plans for the cities of Ontario, Montebello, and Fullerton. They have completed other parks, trails, and open master planning efforts for other municipalities and counties including Riverside, San Bernardino, and San Diego.

KTUA will create a comprehensive Parks and Recreation Master Plan that will:
 Assess all existing facilities, programs, and services  Develop a dedicated website for this process
 Evaluate maintenance and operations efforts
 Provide a conceptual vision for each City park
 Develop a capital improvement program with strategies, actions, responsibilities, priorities, and timelines for implementation
 Prepare a final report
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 43 of 158 The process to develop the plan will take approximately 12 months. KTU&A will engage the community and key stakeholders via surveys, interviews, and workshops throughout the process.

FISCAL IMPACT: The Parks and Recreation Master Plan was included in the 2021 Lease Revenue Bond Funds. The professional services agreement would be funded using these funds.

RECOMMENDATION: Staff recommends that the City Council take the following actions:

1. Approve Agreement No. 22–17 with KTU&A to develop the Parks and Recreation Master Plan, subject to any revisions deemed necessary by the City Attorney.

2. Authorize a $200,000 appropriation from 2021 Lease Revenue Bond funds to cover the contract amount and reimbursable expenses.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 44 of 158

AGREEMENT NO. 22-17

AGREEMENT FOR CONSULTANT SERVICES
THIS AGREEMENT is made and effective as of March 7, 2022, between the City of Montclair, a municipal corporation ("City") and KTU&A ("Consultant"). In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows:

1. TERM
This Agreement shall commence on March 7, 2022 and shall remain and continue in effect for a period of twelve months until tasks described herein are completed, but in no event later than March 30, 2023, unless sooner terminated pursuant to the provisions of this Agreement.

2. SERVICES
Consultant shall perform the tasks described and set forth in Exhibit A, attached hereto and incorporated herein as though set forth in full. Consultant shall complete the tasks according to the schedule of performance which is also set forth in Exhibit A.

3. PERFORMANCE
Consultant shall at all times faithfully, competently and to the best of his/her ability, experience and talent, perform all tasks described herein. Consultant shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing similar services as are required of Consultant hereunder in meeting its obligations under this Agreement.

4. CITY MANAGEMENT
City’s City Manager shall represent City in all matters pertaining to the administration of this Agreement, review and approval of all products submitted by Consultant, and shall be authorized to act on City’s behalf and to execute all necessary documents which enlarge the Tasks to be Performed or change Consultant’s compensation, subject to Section 5 hereof.

5. PAYMENT
(a) The City agrees to pay Consultant monthly, in accordance with the payment rates and terms and the schedule of payment as set forth in Exhibit A, attached hereto and incorporated herein by this reference as though set forth in full, based upon actual time spent on the above tasks. (b) Consultant shall not be compensated for any services rendered in connection with its performance of this Agreement which are in addition to those set forth herein, unless such additional services are authorized in advance and in writing by the City Manager. Consultant shall be compensated for any additional services in the amounts and in the manner as agreed to by City Manager and Consultant at the time City’s written authorization is given to Consultant for the performance of said services. The City Manager may approve additional work not to exceed ten percent (10%) of the amount of the Agreement, but in no event shall total compensation exceed twenty thousand ($20,000). Any additional work in excess of this amount shall be approved by the City Council.
(c) Consultant will submit invoices monthly for actual services performed. Said invoices shall detail all costs, rates and hours for individual tasks. Invoices shall be submitted on or about the first business day of each month, or as soon thereafter as practical, for services provided in the previous month. Payment shall be made within thirty (30) days of receipt of each invoice as to all non-disputed fees. If the City disputes any of the Consultant’s fees, it shall give written notice to Consultant within thirty (30) days of receipt of an invoice of any disputed fees set forth on the invoice.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 45 of 158 Agreement No. 22-17

(d) Consultant agrees that, in no event shall City be required to pay to Consultant any sum in excess of ninety-five percent (95%) of the maximum payable hereunder prior to receipt by City of all final documents, together with all supplemental technical documents, as described herein acceptable in form and content to City. Final payments shall be made no later than sixty (60) days after presentation of final documents and acceptance thereof by City.

6. SUSPENSION OR TERMINATION OF AGREEMENT WITHOUT CAUSE (a) The City may at any time, for any reason, with or without cause, suspend or terminate this Agreement, or any portion hereof, by serving upon the Consultant at least ten (10) days prior written notice. Upon receipt of said notice, the Consultant shall immediately cease all work under this Agreement, unless the notice provides otherwise. If the City suspends or terminates a portion of this Agreement, such suspension or termination shall not make void or invalidate the remainder of this Agreement.
(b) In the event this Agreement is terminated pursuant to this Section, the City shall pay to Consultant on a pro-rata basis the actual value of the work performed up to the time of termination, provided that the work performed is of value to the City. Upon termination of the Agreement pursuant to this Section, the Consultant will submit an invoice to the City pursuant to Section 5(c).

7. DEFAULT OF CONSULTANT
(a) The Consultant’s failure to comply with the provisions of this Agreement shall constitute a default. In the event that Consultant is in default for cause under the terms of this Agreement, City shall have no obligation or duty to continue compensating Consultant for any work performed after the date of default and can terminate this Agreement immediately by written notice to the Consultant. If such failure by the Consultant to make progress in the performance of work hereunder arises out of causes beyond the Consultant’s control, and without fault or negligence of the Consultant, it shall not be considered a default. (b) If the City Manager or his/her delegate determines that the Consultant is in default in the performance of any of the terms or conditions of this Agreement, he/she shall cause to be served upon the Consultant a written notice of the default. The Consultant shall have ten (10) days after service upon it of said notice in which to cure the default by rendering a satisfactory performance. In the event that the Consultant fails to cure its default within such period of time, the City shall have the right, notwithstanding any other provision of this Agreement, to terminate this Agreement without further notice and without prejudice to any other remedy to which it may be entitled at law, in equity or under this Agreement.

8. OWNERSHIP OF DOCUMENTS
(a) Consultant shall maintain complete and accurate records with respect to billed time, sales, costs, expenses, receipts and other such information required by City that relate to the performance of services under this Agreement. Consultant shall maintain adequate records of services provided in sufficient detail to permit an evaluation of services. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. Consultant shall provide free access to the representatives of City or its designees at reasonable times to such books and records; shall give City the right to examine and audit said books and records; shall permit City to make transcripts therefrom as necessary; and shall allow inspection of all work, data, documents, proceedings, and activities related to this Agreement. Such records, together with supporting documents, shall be maintained for a period of three (3) years after receipt of final payment.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 46 of 158 Agreement No. 22-17

(b) Upon completion of, or in the event of termination or suspension of this Agreement, all original documents, claims, applications, computer files, notes, and other documents prepared in the course of providing the services to be performed pursuant to this Agreement shall become the sole property of the City and may be used, reused, or otherwise disposed of by the City without the permission of the Consultant. However, any modification or reuse of such documents for purposes other than those intended by this Agreement shall be at City’s sole risk and without liability to Consultant. With respect to computer files, Consultant shall make available to the City, at the Consultant’s office and upon reasonable written request by the City, the necessary computer software and hardware for purposes of accessing, compiling, transferring and printing computer files.

9. INDEMNIFICATION
(a) Defense, Indemnity and Hold Harmless. Consultant shall defend, indemnify, and hold harmless the City, its present and former officers, directors, employees, agents, staff, volunteers, mayor, council, boards, committees, and representatives, as broadly interpreted (collectively, the “Indemnified Parties”), of and from all claims, suits, demands, obligations, losses, damages, sums, or any other matters threatened or presently asserted, including but not limited to all legal fees, costs of defense and litigation expenses (including legal fees, expert fees and any other costs or fees, including those of adverse parties imposed on or sought against the Indemnified Parties), arising directly or indirectly out of any liability or claim of loss or liability for personal injury, bodily injury to persons, contractual liability, errors or omissions, breach, failure to perform, damage to or loss of property, or any other loss, damage, injury or other claim of any kind or nature arising out of the work to be performed by Consultant herein, but only to the extent caused by or arising out of the negligent acts or omissions, or intentional misconduct of Consultant, including its sub consultants, employees, agents, and other persons or entities performing work for Consultant.
(b) Contractual Indemnity. To the fullest extent permitted under California law, Consultant shall contractually indemnify, defend and hold harmless the Indemnified Parties from and against any liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses, amounts for good faith settlement, or costs of any kind, whether actual, alleged or threatened, including attorney’s fees and costs, court costs, interest, defense costs, and expert witness fees and costs), arising out of or related to, in whole or in part, the performance of this Agreement by Consultant or by any individual or entity for which Consultant is legally liable, including but not limited to Consultant’s officers, agents, representative, employees, independent consultants, sub consultants or affiliated or related entities and/or its or their employees, agents and representatives, but only to the extent caused by or arising out of all negligent acts or omissions, or intentional misconduct of Consultant, including its sub consultants, employees, agents and other persons or entities performing work for Consultant. Indemnification shall include any claim that Consultant, or Consultant’s employees or agents, are or may be considered and treated as employees of the City, or are entitled to any employee benefits from City including but not limited to those available under Public Employees Retirement Law. The obligation to indemnify, defend and hold harmless the Indemnified Parties shall apply to all liability as defined above regardless of whether the Indemnified Parties were or are alleged to have been negligent, except that it shall not apply to claims arising from the sole negligence, active negligence, or willful intentional misconduct of the Indemnified Parties. Consultant’s obligation to defend the Indemnified Parties is not contingent upon there being an acknowledgement of or determination of the merit of any claims, liability, demands, causes of action, suits, losses, expenses, errors, omissions and/or costs.
(c) Sub consultants and Indemnification. Consultant agrees to and shall obtain executed indemnity agreements in favor of the Indemnified Parties with provisions identical to those set forth from each and every Sub consultant, Sub consultant, or other person or entity involved by, for, with, or on behalf of Consultant in the performance of any aspect of this Agreement. In the event Consultant fails to obtain such indemnity obligations, Consultant shall be fully MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 47 of 158 Agreement No. 22-17

responsible for each and every Sub consultant, Sub consultant or other person or entity in terms of defense, indemnity and hold harmless obligations in favor of the Indemnified Parties as set forth above. This obligation to indemnify and defend the Indemnified Parties is binding on the successors, assigns, or heirs of Consultant and shall survive the full performance or termination of this Agreement. These indemnification provisions are independent of and shall not in any way be limited or superseded by the insurance requirements and insurance-related provisions of this Agreement.
(d) City Lost or Damaged Property – Theft. Consultant further agrees to pay or cause to be paid to the Indemnified Parties’ benefit, any and all damages, fines, penalties, and loss or theft of property of the City to the extent caused by or arising out of the negligent acts or omissions or intentional misconduct of Consultant or of Consultant’s officers, agents, representatives, employees, independent consultants, sub consultants or affiliated or related entities and/or its or their employees, agents and representatives, whether such actions, omissions to act, negligence or intentional conduct is or was authorized by this Agreement or not. City assumes no responsibility whatsoever for any property placed on the premises of City. Consultant further agrees to waive all rights of subrogation against the Indemnified Parties. (e) Non-Waiver and Non-Exhaustion of City’s Further Rights and Remedies. No aspect of this provision shall in any way limit or effect the rights of the Indemnified Parties against the Consultant under the terms of this Agreement or otherwise. The indemnification provisions shall apply regardless of whether this Agreement is executed after Consultant begins the work and shall extend to claims arising after this Agreement is performed or terminated, including a dispute as to the termination of Consultant. The indemnity obligations of Consultant shall continue until it is determined by final judgment that the claim against the City and any Indemnified Parties is determined by final judgment and after exhaustion of any rights of appeal. Further, no aspect of this provision shall impact the City’s rights to contribution from Consultant, or for the City to dispute Consultant’s refusal to defend and indemnify City. (f) Limitations on Scope of Indemnity. Notwithstanding the foregoing, Consultant shall not be responsible for indemnification for claims or losses caused by the sole negligence, active negligence, or intentional wrongdoing of Indemnified Parties. Further, the indemnity provided shall be interpreted as broadly as permitted under California law and as to agreements between parties and shall if required be reformed to be consistent with those laws to protect and save this provision for the protection of the Indemnified Parties. (g) The obligations of Consultant under this or any other provision of this Agreement shall not be limited by the provisions of any workers’ compensation act or similar act. The Consultant expressly waives any statutory immunity under such statutes or laws as to the Indemnified Parties. The Consultant’s indemnity obligation set forth in this Section 9 shall not be limited by the limits of any policies of insurance required or provided by the Consultant pursuant to this Agreement.
(h) The Consultant’s covenant under this Section 9 shall survive the expiration or termination of this Agreement.

10. INSURANCE
The City reserves the right to modify these requirements, including limits, based on the nature of the risk, prior experience, insurer, coverage, or other special circumstances, provided that any modification of these requirements will require approval from Consultant. (a) Types of Required Coverages
Without limiting the indemnity provisions of the Contract, the Consultant shall procure and maintain in full force and effect during the term of the Contract, the following policies of insurance. If the existing MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 48 of 158 Agreement No. 22-17

policies do not meet the insurance requirements set forth herein, Consultant agrees to amend, supplement or endorse the policies to do so.
(1) Commercial General Liability: Commercial General Liability Insurance which affords coverage at least as broad as Insurance Services Office “occurrence” form CG 00 01, including products and completed operations, property damage, bodily injury, and personal & advertising injury with limits no less than $1,000,000 per occurrence, and $2,000,000 aggregate total bodily injury, personal injury, and property damage. (2) Automobile Liability Insurance: Automobile Liability Insurance with coverage at least as broad as Insurance Services Office Form CA 0001 covering “Any Auto” (Symbol 1), including owned, non-owned and hired autos, or the exact equivalent, with minimum limits of $1,000,000 for bodily injury and property damage, each accident.

If Consultant owns no vehicles, auto liability coverage may be provided by means of a non-owned and hired auto endorsement to the general liability policy. Automobile liability insurance and endorsements shall be kept in force at all times during the performance of this Agreement.
(3) Workers’ Compensation: Workers’ Compensation Insurance, as required by the State of California and Employer’s Liability Insurance with a limit of not less than $1,000,000 each accident for bodily injury and $1,000,000 each employee for bodily injury by disease.
(4) Professional Liability: Professional Liability insurance with limit of not less than $5,000,000 each claim. Covered professional services shall specifically include the types of work to be performed under the Agreement and delete any exclusion that may potentially affect the work to be performed.
(b) Endorsements
Insurance policies shall not be in compliance if they include any limiting provision or endorsement.

The insurance policies shall contain, or be endorsed to contain, the following provisions:
(1) Commercial General Liability
Additional Insured: The City, its elected officials, officers, employees, volunteers, boards, agents and representatives shall be additional insureds with regard to liability and defense of suits or claims arising out of the work or operations performed by or on behalf of the Consultant including materials, parts or equipment furnished in connection with such work or operations. Coverage for the additional insureds shall apply to the fullest extent permitted by law.

Additional Insured Endorsements shall not:

1. Be limited to “Ongoing Operations”

2. Exclude “Contractual Liability

3. Restrict coverage to the “Sole” liability of consultant

4. Exclude “Third-Party-Over Actions”

5. Contain any other exclusion contrary to the Agreement Additional Insured Endorsements shall be at least as broad as ISO Forms CG 20 10 11 85; or CG 20 and 10 and CG 2037.

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Primary Insurance: This insurance shall be primary and any other insurance, whether primary, excess, umbrella or contingent insurance, including deductible, or self-insurance available to the insureds added by endorsement, shall be in excess of, and shall not contribute with, this insurance. Coverage shall be at least as broad as ISO CG 20 01 04

13. (2) Auto Liability
Additional Insured: The City, its elected officials, officers, employees, volunteers, boards, agents, and representatives shall be additional insureds with regard to liability and defense of suits or claims arising out of the work or operations performed by or on behalf of the Consultant.

Primary Insurance: This insurance shall be primary and any other insurance whether primary, excess, umbrella or contingent insurance, including deductible, or selfinsurance available to the insureds added by endorsement shall be in excess of and shall not contribute with this insurance.
(3) Workers’ Compensation
Waiver of Subrogation: A waiver of subrogation stating that the insurer waives all rights of subrogation against the indemnified parties.
(c) Notice of Cancellation
Required insurance policies shall not be cancelled or the coverage materially changed until a thirty (30) day written notice of cancellation has been served upon the City except ten (10) days shall be allowed for non-payment of premium.
(d) Waiver of Subrogation
Required insurance coverages shall not prohibit Consultant from waiving the right of subrogation prior to a loss. Consultant shall waive all rights of subrogation against the indemnified parties and policies shall contain or be endorsed to contain such a provision.

This provision applies regardless of whether the City has received a waiver of subrogation endorsement from the insurer.
(e) Evidence of Insurance
All policies, endorsements, certificates, and/or binders shall be subject to approval by the City as to form and content. These requirements are subject to amendment or waiver only if so approved in writing by the City. The City reserves the right to require redacted copies of all required insurance policies, including endorsements required by these specifications, at any time.

The certificates and endorsements for each insurance policy shall be signed by a person authorized by that insurer to bind coverage on its behalf. At least fifteen (15) days prior to the expiration of any such policy, evidence of insurance showing that such insurance coverage has been renewed or extended shall be filed with the City. If such coverage is cancelled or reduced, Consultant shall, within ten (10) days after receipt of written notice of such cancellation or reduction of coverage, file with the City evidence of insurance showing that the required insurance has been reinstated or has been provided through another insurance company or companies.

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(f) Deductible or Self-Insured Retention
Any deductible or self-insured retention must be approved in writing by the City and shall protect the indemnified parties in the same manner and to the same extent as they would have been protected had the policy or policies not contained a deductible or self-insured retention. The City may require the Consultant to provide proof of ability to pay losses and related investigations, claim administration and defense expenses within the retention. The policy language shall provide, or be endorsed to provide, that the self-insured retention may be satisfied by either the Consultant or the City.
(g) Contractual Liability/Insurance Obligations
The coverage provided shall apply to the obligations assumed by the Consultant under the indemnity provisions of this Agreement. No representation is made that the minimum insurance requirements of this Agreement are sufficient to cover the obligations of the Consultant under this Agreement.
(h) Failure to Maintain Coverage
Consultant agrees to suspend and cease all operations hereunder during such period of time as the required insurance coverage is not in effect and evidence of insurance has not been furnished to the City. The City shall have the right to withhold any payment due Consultant until Consultant has fully complied with the insurance provisions of this Contract. In addition, the City may either immediately terminate this Agreement or, if insurance is available at a reasonable cost, City may take out the necessary insurance and pay, at Consultant’s expense, the premium thereon.

In the event that the Consultant’s operations are suspended for failure to maintain required insurance coverage, the Consultant shall not be entitled to an extension of time for completion of the Work because of production lost during suspension. (i) Acceptability of Insurers
Each such policy shall be from a company or companies with a current A.M. Best’s rating of no less than A:VII and authorized to do business in the State of California, or otherwise allowed to place insurance through surplus line brokers under applicable provisions of the California Insurance Code or any federal law. Any other rating must be approved in writing in accordance with the City.
(j) Claims Made Policies
If coverage is written on a claims-made basis, the retroactive date on such insurance and all subsequent insurance shall coincide or precede the effective date of the initial Consultant’s Agreement with the City and continuous coverage shall be maintained or an extended reporting period shall be exercised for a period of at least five (5) years from termination or expiration of this Agreement.
(k) Insurance for Subconsultants
Consultant shall be responsible for causing Subconsultants to purchase the same types and limits of insurance in compliance with the terms of this Agreement, including adding the City as an Additional Insured, providing Primary and Non-Contributory coverage and Waiver of Subrogation to the Subconsultants’ policies. The Commercial General Liability Additional Insured Endorsement shall be on a form at least as board as CG 20 38 04 13.

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11. INDEPENDENT CONSULTANT
(a) Consultant is and shall at all times remain as to the City a wholly independent consultant.

The personnel performing the services under this Agreement on behalf of Consultant shall at all times be under Consultant’s exclusive direction and control and shall not be construed to be employees of City for any purpose, including eligibility under Public Employees Retirement Law. Neither City nor any of its officers, employees, or agents shall have control over the conduct of Consultant or any of Consultant’s officers, employees, or agents, except as set forth in this Agreement. Consultant shall not at any time or in any manner represent that it or any of its officers, employees, or agents are in any manner officers, employees, or agents of the City. Consultant shall not incur or have the power to incur any debt, obligation, or liability whatever against City, or bind City in any manner.

Consultant shall be solely responsible and hold the City harmless for all matters relating to the payment of Consultant’s employees, including compliance with Social Security withholdings and all other regulations governing such matters. (b) No employee benefits shall be available to Consultant in connection with the performance of this Agreement. Except for the fees paid to Consultant as provided in the Agreement City shall not pay salaries, wages, or other compensation to Consultant for performing services hereunder for City. City shall not be liable for compensation or indemnification to Consultant for injury or sickness arising out of performing services hereunder.

12. LEGAL RESPONSIBILITIES
The Consultant shall keep itself informed of State and Federal laws and regulations which in any manner affect those employed by it or in any way affect the performance of its services pursuant to this Agreement. The Consultant shall at all times observe and comply with all such laws and regulations. The City, and its officers and employees, shall not be liable at law or in equity occasioned by failure of the Consultant to comply with this Section.

13. UNDUE INFLUENCE
Consultant declares and warrants that no undue influence or pressure is used against or in concert with any officer or employee of the City of Montclair in connection with the award, terms or implementation of this Agreement, including any method of coercion, confidential financial arrangement, or financial inducement. No officer or employee of the City of Montclair will receive compensation, directly or indirectly, from Consultant, or from any officer, employee or agent of Consultant, in connection with the award of this Agreement or any work to be conducted as a result of this Agreement. Violation of this Section shall be a material breach of this Agreement entitling the City to any and all remedies at law or in equity.

14. NO BENEFIT TO ARISE TO LOCAL EMPLOYEES
No member, officer, or employee of City, or their designees or agents, and no public official who exercises authority over or responsibilities with respect to the Project during his/her tenure or for one year thereafter, shall have any interest, direct or indirect, in any agreement or sub-agreement, or the proceeds thereof, for work to be performed in connection with the project performed under this Agreement.

15. RELEASE OF INFORMATION/CONFLICTS OF INTEREST
(a) All information gained by Consultant in performance of this Agreement shall be considered confidential and shall not be released by Consultant without City’s prior written authorization. Consultant, its officers, employees, agents, or subconsultants, shall not without written authorization from the City Manager or unless requested by the City Attorney, voluntarily provide declarations, letters of support, testimony at depositions, responses to interrogatories, or other information concerning the work performed under this Agreement or relating to any project or property located within the City. Response to a subpoena or court order shall not be considered "voluntary" provided Consultant gives City notice of such court order or subpoena.

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(b) Consultant shall promptly notify City should Consultant, its officers, employees, agents or subconsultants be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, requests for admissions, or other discovery request, court order, or subpoena from any person or party regarding this Agreement and the work performed thereunder or with respect to any project or property located within the City. City retains the right, but has no obligation, to be present at any deposition, hearing, or similar proceeding. Consultant agrees to cooperate fully with City and to provide the opportunity to review any response to discovery requests provided by Consultant. However, City’s right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response.
(c) Consultant shall comply with all applicable federal, state and local Conflict of Interest laws, including the Political Reform Act (California Government Code, Section 81000, et. seq.) and California Government Code, Section 1090, et. seq. Consultant covenants that neither he/she nor any officer or principal of their firm have any interest in, or shall acquire any interest, directly or indirectly, which will conflict in any manner or degree with the performance of their services hereunder. Consultant further covenants that in the performance of this Agreement, no person having such interest shall be employed by them as an officer, employee, agent or subconsultant. Further, Consultant covenants not to give or receive any compensation, monetary or otherwise, to or from the ultimate vendor(s) of services to the City as a result of the performance of this Agreement, or the services that may be procured by the City as a result of the recommendations made by the Consultant. The Consultant’s covenant under this Section shall survive the termination of this Agreement.

16. NOTICES
Any notices which either party may desire to give to the other party under this Agreement must be in writing and may be given either by (i) personal service, (ii) delivery by a reputable document delivery service, such as but not limited to, Federal Express, which provides a receipt showing date and time of delivery, or (iii) mailing in the United States Mail, certified mail, postage prepaid, return receipt requested, addressed to the address of the party as set forth below or at any other address as that party may later designate by notice:

To City: Monica Heredia, P.E.

Director of Public Works/City Engineer
City of Montclair
5111 Benito Street
Montclair, CA 91763
To Consultant: Michael Singleton, AICP CTP, CA PLA, LEED AP KTU&A
3916 Normal Street
San Diego, CA 92103

17. ASSIGNMENT AND SUBCONTRACTING
The Consultant shall not assign any of its rights or delegate any of its duties under this Agreement, either in whole or in part, nor any monies due hereunder, without prior written consent of the City. The City’s consent to an assignment of rights under this Agreement shall not release the Consultant from any of its obligations or alter any of its obligations to be performed under this Agreement. Any attempt at assignment or delegation by the Consultant in violation of this Section 17 shall be void and of no legal effect and shall constitute grounds to terminate this Agreement for cause. The Consultant shall not subcontract any performance required under this Agreement without the City’s prior written consent.

18. LICENSES
At all times during the term of this Agreement, Consultant shall have in full force and effect, all licenses required of it by law for the performance of the services described in this Agreement, including a City of Montclair business license.

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19. GOVERNING LAW
The City and Consultant understand and agree that the laws of the State of California shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement and also govern the interpretation of this Agreement. Any litigation concerning this Agreement shall take place in the municipal, superior, or federal district court with jurisdiction over the City of Montclair.

20. ENTIRE AGREEMENT
This Agreement contains the entire understanding between the parties relating to the obligations of the parties described in this Agreement. All prior or contemporaneous agreements, understandings, representations, and statements, oral or written, are merged into this Agreement and shall be of no further force or effect. Each party is entering into this Agreement based solely upon the representations set forth herein and upon each party’s own independent investigation of any and all facts such party deems material.

21. CONTENTS OF REQUEST FOR PROPOSALS
Consultant is bound by the contents of City’s Request for Proposals, Exhibit “B” hereto and incorporated herein by this reference, and the contents of the proposal submitted by the Consultant, Exhibit "A" hereto. In the event of conflict, the requirements of City’s Request for Proposals and this Agreement shall take precedence over those contained in the Consultant’s proposals.

22. CONFIDENTIALITY
Information and materials obtained by the Consultant from City during the performance of this Agreement shall be treated as strictly confidential and shall not be used by the Consultant for any purpose other than the performance of this Agreement. Consultant’s covenant under this Section shall survive the expiration or termination of this Agreement.

23. DISCRIMINATION
The Consultant agrees that no person shall be excluded from employment in the performance of this Agreement on grounds of race, creed, color, sex, age, marital status, or place of national origin. In this connection, the Consultant agrees to comply with all County, State and Federal laws relating to equal employment opportunity rights.

24. EFFECT OF PARTIAL INVALIDITY
If any term or provision of this Agreement shall be held invalid or unenforceable, the remainder of this Agreement and any application of the terms shall remain valid and enforceable under this Agreement or California law.

25. CLAIMS AGAINST CITY
Consultant must comply with the claim procedures set forth in Government Code sections 900, et. seq., and/or Montclair Municipal Code, Chapter 1.16, as applicable, prior to filing any lawsuit against the City.

Such claims and any subsequent lawsuit based upon the claims shall be limited to those matters that remain unresolved after all procedures pertaining to extra work, disputed work, claims, and/or changed conditions have been followed by Consultant. If no such claim is submitted, or if any prerequisite contractual requirements are not otherwise satisfied as specified herein, Consultant shall be barred from bringing and maintaining a valid lawsuit against the City.

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26. AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Consultant warrants and represents that he/she has the authority to execute this Agreement on behalf of the Consultant and has the authority to bind Consultant to the performance of its obligations hereunder.

27. NO THIRD PARTY BENEFICIARIES
This Agreement is made solely for the benefit of the Parties to this Agreement and their respective successors and assigns, and no other person or entity may have or acquire a right by virtue of this Agreement.

28. COST OF LITIGATION
If any legal action is necessary to enforce any provision of this Agreement or for damages by reason of an alleged breach of any provisions of this Agreement (whether in contract, tort or both), the prevailing Party shall be entitled to receive from the losing Party all attorneys’ fees, costs and expenses in such amount as the courts may determine to be reasonable. In awarding the cost of litigation, the court shall not be bound by any court fee schedule, but shall, if it is in the interest of justice to do so, award the full amount of costs, expenses and attorneys’ fees paid or incurred in good faith.

29. AUTHORITY TO EXECUTE THIS AGREEMENT
The person or persons executing this Agreement on behalf of Consultant warrants and represents that he/she has the authority to execute this Agreement on behalf of the Consultant and has the authority to bind Consultant to the performance of its obligations hereunder.

30. 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.

31. ALLOCATION OF RISK
City and Consultant have evaluated the risks and rewards associated with this Agreement, including Consultant’s fee relative to the risks assumed, and agree to allocate certain of the risks so, to the fullest extent permitted by law and notwithstanding anything to the contrary in this Agreement, the total aggregate liability of Consultant (and its related corporations, sub consultants and employees) to City and anyone claiming by, through or under City shall be limited to the amount of $50,000, for any and all injuries, damages, claims, losses, or expenses (including attorney and expert fees) arising out of Consultant’s services or this Agreement regardless of the cause(s) or the theory of liability, including negligence, indemnity, or other recovery.
[SIGNATURES ON FOLLOWING PAGE]
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IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written.

CITY
City of Montclair

CONSULTANT
KTU&A
By: By:

Javier John Dutrey, Mayor Michael Singleton, Principal
Planner/Landscape Architect

Attest:

By:

Andrea M. Myrick, City Clerk
Approved as to Form:

By:

Diane E. Robbins, City Attorney
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 56 of 158 City of Montclair | Proposal | January 18, 2022

PARKS AND RECREATION

MASTER PLAN

EXHIBIT A
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 57 of 158 Contents
Cover Letter and Consultant Service Agreement Statement . . . . . . . . 1 A Project Team
Team Organizational . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 KTUA Key Personnel Resumes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 Subconsultant Key Personnel Resumes . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 B Firm Experience
KTUA Firm Profile . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 KTUA Park Master Plan Experience Summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 14 KTUA Project Experience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 15 Subconsultant Profiles & Project Experience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 18 C Project Scheduling . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 21 D Project Approach
Project Vision and Values . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 Guiding Principles . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Park Recreation Equity . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 Scope of Work . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 24 Community Engagement Strategies . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Quality Control Methodology . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 E Resource Requirements and Fee Schedule . . . . . . . . . . . . . . . . . . . . . . . . 35 F Exhibit D Professional Services Agreement . . . . . . . . . . . . . . . . . . . . . . . 38 G Insurance . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 H References . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 58 of 158 January 18, 2022
City of Montclair
Monica Heredia, P.E.

Public Works Director/City Engineer
5111 Benito Street
Montclair, CA 91763
Dear Ms. Heredia and Members of the Selection Committee, A parks and recreation master plan can offer tremendous benefits for a city: it can lead to a healthier community; it can encourage people to socialize and interact in a playful manner; and it can provide beauty, shade and an areas for contemplation. Parks define a city and promote a culture. Parks can shed light on the past while encouraging future leaders to make history. Parks can take you places with trails and paths or they can be a memorable spot where you socialized, a field where you played sports, or a scenic viewing location in an open space. Parks and open space are the essential thread that ties our cities, communities, and neighborhoods together.

Here are a few of our observations that helped form our understanding of your project and the likely issues that you are facing:
• We realize the challenges that cities face today, especially related to budget shortfalls made worse by the pandemic.

Even before these shortfalls, cities have had a difficult time keeping up with maintenance, repairs, and replacements, yet alone identifying funding to improve park equity and access for current and future populations. • We understand that the City would like to identify opportunities to help make the park system more self funded, equitable, and efficient. • We can see that many of your parks are older and lacking in amenities. Most parks appear to be dedicated to larger sports fields or have larger turf multi-purpose lawn areas that dominate the majority of parks. Many of these parks have the ability to add needed park amenities without needing to expand. • A large number of the parks are hidden visually from the broader community and contain some public safety issues that the implementation of Crime Prevention through Environment Design (CPTED) principles could resolve. • Some areas of the City appear to be park deficient. These gaps in service area will be addressed in the parks and recreation master plan. This may require the designation of smaller parks as neighborhood parks that should be in close proximity to residents (a 10-15 minute walk) and other larger parks as community-wide parks. The master planning process will then use this categorization to inform the right facilities for the neighborhood and the right shared amenities for the wider community. • We understand there are opportunities to tie together planned bike facilities/trails into improving access to existing parks, especially related to the San Antonio Creek Channel. The use of linear parks could help alleviate your park deficits.

KTUA has been designing and planning park and recreation facilities for over 50 years. We are a planning and landscape architecture firm with a staff of 31. KTUA specializes in community planning, transportation planning, park planning, urban design, placemaking and landscape architecture. Each of our park master plans have introduced a new element, idea or technology. The use of GIS for equity distribution was introduced in our projects a decade ago, moving away from the traditional circles for park service areas to parksheds based on actual walking, biking or driving routes. We introduced the idea of a 10-minute walk zone to define service areas well before it became a more recent trend as a way to measure equity and access. We have been using demographics to identify the best location for age specific facilities and amenities for many years. We are now integrating tools to look at equity as it relates to different socio-economic demographics.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 59 of 158 Today, a citywide master plan has to be more than ballfields and playgrounds. Our recommendations for park improvements typically include innovative solutions for stormwater runoff; the identification of climate adaptations to address excessive heat, cold or wind through urban forestry; the use of State policies such as the Quimby Act for procuring developer funds to enhance and augment park assets; and the use of Crime Prevention through Environmental Design (CPTED) principles to increase safety and security. Our plans seek to balance all of these factors and are unique to each community, using methods to tune amenity distribution and types to respond to the community’s desires and regional benchmarking to further enhance the NRPA national averages of park amenities.

We strongly believe that we can no longer afford to build our environment with single benefit projects. Each improvement in your community needs to address several issues and provide multiple benefits for the environment, for urban living and for the health, safety, and welfare of your residents. This is why we have been working with cities to combine the benefits of active transportation, healthy communities, urban greening, urban heat island reduction, carbon sequestration, stormwater runoff, and placemaking into their park systems. These planning efforts also need to close the gaps of equitable distribution, increase assets to meet the community’s park acreage standards, look for efficiencies in park use by considering amenity infills, and re-invent recreational experiences that are translated into great personal experiences.

KTUA will be the prime consultant on this project, and I will serve as the principal in charge. As a certified planner with over 40 years of park and recreation experience and having completed many park master plans throughout California, I will help oversee the project. Jacob Leon will lead the outreach for the project as well serve as the project manager.

Jacob is bilingual and fluent in Spanish. He has spent his career as an outreach specialist, finding strategies and tools to get the most out of the engagement process. He is responsible for recently completing the Ontario Citywide Parks Master Plan. We suggest that you touch base with our references (Nick Gonzalez) on this project to verify the quality of our work, our solution-based approach, and our innovative techniques for communication, analysis and recommendations.

Matt Wilkins will assist Jacob on this project. Matt has recently completed several park master plans throughout Southern California.

We have teamed with the Matrix Consulting Group (MCG) to provide you with the full range of services that you will need for this project. MCG is an organization that partners with public agencies who are responsible for managing recreation and operational assets and programs. If the option is chosen, KTUA will also utilize the services of RRC. This firm specializes in statistically valid recreation based surveys. Kim Baranek with Baranek Consulting Group will support the team with Initial CEQA review and environmental documentation assuming a negative declaration or mitigated declaration.

With significant grant money available for parks at the federal, state and regional level, a comprehensive park and recreation master plan is critical in organizing for and pursuing funding sources. With the changes in our society related to the pandemic, thoughtful planning and great parks are more important than ever. A plan that is visionary and that offers innovation and community support wins grants. KTUA would like the opportunity to help you provide a powerful and motivating vision, one that originates from the community but is enhanced through our experience and innovation. We look forward to speaking with you about enhancing the recreational opportunities for the City of Montclair. We believe in equity of park access and in supporting disadvantaged communities or those that are underserved. We are a great match for your project and look forward to discussing your project in more detail in the future.

Consulting Services Agreement: KTU&A certifies that it agrees to the City’s Consulting Services Agreement terms and conditions.

Respectfully submitted,
Mike Singleton
Principal Planner/Landscape Architect

KTUA PRIMARY CONTACT INFORMATION
Michael Singleton | AICP CTP, CA PLA, LEED AP
3916 Normal Street, San Diego, CA 92103
619-294-4477 x134; Fax: 619-294-9965
[email protected]
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 60 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 3
A | Project Team | Team Organization
13 Landscape Architects, 8 Planners (2 AICP), 2 Transportation Planners, 2 Landscape Designers, 2 Irrigation Designers, 1 GIS Analyst, 1 Graphic Designer, 1 Transportation Engineer, 2 Accounting. Additional Capabilities such as Outreach Facilitators, Interpreters and Translators.

KEY STAFF RESOURCES

KTUA STAFFING PLAN
KTUA utilizes the Resource Planning
module of Deltek Vision for weekly
staff scheduling, allowing us to accurately schedule staff resources with the appropriate experience to meet
project deadlines. Staffing responsibilities include:

1. The assigned project manager
is involved in the review of the
scope, the preparation of the fee
and the contract negotiation.

2. The project manager works with
the client to develop and validate
the overall goals and objectives
of the project, as well as identify
project issues, requirements, budgets, milestones, deadlines, and design parameters.

3. A project schedule is developed
by the project manager indicating
all submittals and review periods.

The QC manager reviews the
schedule to assure that adequate
time has been allocated for implementation of the quality control process, including review and
coordination of consultant work,
and corrections and revisions
identified in the QC process.

4. The KTUA policy is to assign a
team of experienced professionals that stay with the project from concept through completion, ensuring seamless integration from one phase to the next.

Stakeholders
KTUA
Mike Singleton
Principal Planner/
Landscape Architect
City of Montclair
KTUA
Alex Samarin
GIS Technical Manager
KTUA
Jacob Leon
Project Manager
Outreach Coordinator
STAFFING COMMITMENT: Key KTUA personnel are available for the duration of the project. Key staff will not be removed or replaced without the prior consent of the City of Montclair.

KTUA
Matt Wilkins
Park Planner/Landscape Architect
KTUA
Marissa Tietz
Planner
Matrix Consulting Group
Alan Pennington
Vice President
Khushboo Hussain
Senior Manager
RRC & Associates
Chris Cares
Managing Director
Colin Cares
Research Analyst
Michael Simone
Senior Associate
Baranek Consulting Group
Kim Baranek
Principal
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 61 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 4
A | Project Team | Mike Singleton | Principal Planner | Landscape Architect

EDUCATION
‚ B.S. Landscape Architecture, Cal Poly
San Luis Obispo

REGISTRATIONS
‚ 2011 AICP Certified Transportation
Planner 013444, exp. 3/31/23
‚ 2009 LEED-AP (Lifetime Certification)
‚ 1984 California Landscape Architect,
PLA 2386

AFFILIATIONS
‚ American Society of Landscape
Architects
‚ American Planning Association
‚ Association of Pedestrian and
Bicycle Professionals
‚ Circulate San Diego
AWARDS
‚ 2021 APWA (Parks $2-$5M) Honor
Award, Port of San Diego Chula Vista
Bayfront Sweetwater Bicycle Path and
Promenade
‚ 2020 Circulate San Diego Healthy
Community Award; APA San Diego
Transportation Planning Award of Merit;
City of National City INTRA-Connect Plan
‚ 2020 APWA Encinitas Coastal Rail Trail
Project of the Year, Transportation ($6-
$25M category)
‚ 2020 APWA SDSU ENS 700 Field Project of the Year Parks ($2-$5M category) ‚ 2020 APA Inland Empire, Comprehensive Plan- Large Jurisdiction, Prado Regional Park Master Plan
‚ 2020 APA San Diego Comprehensive
Plan - Large Jurisdiction Award of Merit,
City of Oceanside Parks & Recreation
Master Plan
‚ 2020 APA Central Coast Comprehensive Plan - Small Jurisdiction Award of Merit, Goleta Parks, Facilities, and
Playgrounds Master Plan
Mike Singleton is the principal of KTUA’s planning team. A common theme for Mike’s work is the integration of nature into new development and the reintroduction of nature in existing communities. He combines his experience with utilizing GIS tools for an in-depth analysis of geographic, demographic, land use and transportation factors along with his site planning, park planning and resource planning background.

Mike has successfully served as a workshop/project facilitator for a wide variety of project types, including community redevelopment, park master plans, natural resource management plans, active transportation and trail projects. He works in close coordination with community groups, citizen advisory committees, task forces, city agencies and other public groups to identify project goals and community concerns, discuss project alternatives, and develop solutions to the benefit of the user, client and community.

CITY OF MONTEBELLO PARKS MASTER PLAN
Principal planner/landscape architect for a parks and facilities master plan that entailed research, analysis, and inventory of the existing parks and park facilities to understand the current conditions and lifespans of the City’s assets. An extensive community outreach was conducted to gauge city, key stakeholder, and resident use of the facilities along with understanding their desires in future park improvements. The team utilized an advanced GIS mapping technique to analyze the park distribution to develop a comprehensive master plan, indicating specific improvements. Record of Completion: Tasks were completed on time according to the project schedule.

CITY OF OCEANSIDE PARKS AND RECREATION MASTER PLAN
Principal landscape architect for the City of Oceanside Parks and Recreation Master Plan. Oceanside has an excellent parks system so the primary focus on the master plan was to enhance facilities at the existing parks to meet current and future demand, rather than create new parks. The extensive outreach process indicated that improving walking and biking connections to parks, preserving open space, and creating trails through open space were the community’s top needs.

Trails through existing open space can be a challenge as property owners may not allow this. However, through the GIS analysis, new trails were recommended through land that is owned by government agencies and conservancies where it is more likely that trails can be built for the public. Specific responsibilities included performing an existing conditions and inventory analysis, conducting a Level of Service analysis, developing design standards, developing recommendations for park infill capabilities, developing recommendations for new parks, devising a funding plan, and creating a priority and action plan. Record of Completion: Tasks were completed on time according to the project schedule.

CITY OF ONTARIO PARKS MASTER PLAN
Principal-in-charge responsible for the oversight of inventory of park assets, recommendations, park specific master plans, and other project tasks. The plan identified amenity gaps, level of service, and equity distribution throughout the City.

Supervised the assessment of park and recreation facilities, determining suitable recommendations, and developing the final report for the master plan. Record of Completion: Tasks were completed on time according to the project schedule.

CITY OF GOLETA PARKS, FACILITIES, AND PLAYGROUNDS MASTER PLAN Principal-in-charge responsible for oversight and conducting public outreach, performing an existing conditions and inventory analysis, conducting a Level of Service analysis, developing design standards, developing recommendations for park infill capabilities, developing recommendations for new parks, devising a funding plan, and creating a priority and action plan.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 62 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 5
A | Project Team | Jacob Leon | Project Manager | Associate Planner | Outreach Facilitator

EDUCATION
‚ Bachelor of Landscape Architecture,
Cal Poly, San Luis Obispo

REGISTRATIONS
‚ 2014, LEED Green Associate

AFFILIATIONS
‚ American Society of Landscape
Architects
‚ Association of Pedestrian and Bicycle
Professionals

SPECIAL SKILLS
‚ Spanish Fluency
AWARDS
‚ 2020 San Diego Green Building
Council, Unbuilt Most Efficient EUI Merit
Award, Southwestern College Landscape Nursery Technology Center ‚ 2020 APA Inland Empire, Comprehensive Plan- Large Jurisdiction, Prado Regional Park Master Plan
‚ 2020 Circulate San Diego Healthy
Community Award; APA San Diego
Transportation Planning Award of Merit;
City of National City INTRA-Connect Plan
‚ 2020 ASLA San Diego Award of Merit;
2019 APA California, Comprehensive
Plan Small Jurisdiction; 2019 APA Inland
Empire Comprehensive Plan Small
Jurisdiction, Award of Excellence, San
Jacinto Trails Master Plan
‚ 2019 APA Central Coast; 2018 APWA-California Central Coast Project of the Year, Special Studies Under
$2M Category; Goleta BMP Award of
Excellence
‚ 2019 APA Central Coast-Paso Robles
BMP Award of Merit
‚ 2019 APA San Diego Achievement
Award, Transportation Planning, City of
Vista Townsite Dr. Corridor Study
‚ 2019 SCAG Sustainability Award for
Active, Healthy and Safe Communities; and 2019 APA OC Transportation Planning Merit Award: City of Santa Ana
- Central Complete Streets Plan
Jacob Leon is an associate planner and outreach facilitator at KTUA. His project responsibilities entail network and facility design, public outreach, technical drafting, and 3D modeling. He is an integral member of KTUA’s tactical urbanism team, raising public awareness of the benefits of thoughtful urban design, safe pedestrian and bicycle accessibility, and green infrastructure. His strong background in 3D modeling and graphic design allows him to produce effective digital and printed media to help communicate design concepts. His experience in mobility planning projects include active transportation plans, complete streets plans, bicycle and pedestrian master plans. These projects entail network and facility design, public outreach, technical drafting, and 3D modeling. His experience in landscape architecture includes feasibility studies, site analysis, and park design.

CITY OF ONTARIO PARKS MASTER PLAN
Project manager. Weekly tasks included communication between the client and project team members, managing a team of in-house GIS analysts and community outreach specialists, and maintaining project milestones on schedule. His extensive experience with community outreach helped the team and city navigate the COVID-19 pandemic by developing an alternative outreach strategy plan that included the use of online communication tools. Other responsibilities included assessing park and recreation facilities, determining suitable recommendations, and developing the final report for the master plan. Record of Completion: Tasks were completed on time according to the project schedule.

CITY OF PLACENTIA OPEN SPACES AND URBAN GREENING PLAN
Assistant project manager. Designed, coordinated, and completed many tasks throughout the project’s planning process. Assisted in the development of a comprehensive community engagement plan that included strategies, branding, announcements, workshop exhibits, and summaries in both English and Spanish.

Also helped develop park and active transportation recommendations based on the field work, analyses, and community feedback the team received. Record of Completion: Tasks were completed on time according to the project schedule.

CITY OF MONTEBELLO PARKS MASTER PLAN
Associate planner/outreach facilitator for a parks and facilities master plan that entailed research, analysis, and inventory of the existing parks and park facilities.

Facilitated an extensive community outreach to gauge city, key stakeholder, and resident use of the facilities along with what they desired to see in future park improvements. The team utilized a variety of tools such as Surveymonkey and advanced GIS mapping software to collect community feedback. Assisted team with workshop facilitation in English and Spanish.. Record of Completion: Tasks were completed on time according to the project schedule.

CITY OF LA MESA MACARTHUR PARK OPPORTUNITIES AND CONSTRAINTS STUDY AND PARK MASTER PLAN Outreach facilitator responsible for coordination and preparation of materials for three community workshops. Public outreach materials included online and paper surveys, flyers, postcards, and email announcements. Spanish translation and interpretation were included for all materials and workshops. Analyzed and summarized all public input to use as a guide for future recommendations. Additional involvement included field work, a site analysis of the project’s site and boundaries, and document production.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 63 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 6
A | Project Team | Matt Wilkins | Associate Landscape Architect

EDUCATION
‚ B. Landscape Architecture, Minor in
Sustainability, Cal Poly, San Luis Obispo
‚ Architectural Studies, Allan Hancock
College

REGISTRATIONS
‚ 2012 LEED Green Associate
‚ 2018 CA Landscape Architect PLA 6398,
exp. 6/2023

AFFILIATIONS
‚ American Society of Landscape
Architects
‚ American Planning Association
‚ Digital Technology Practicing
Professional Network, Co-chair
AWARDS
‚ 2020 APWA Ocean Beach Street
Access Honor Award, Parks ($2-$5M
category)
‚ 2020 CMAA San Diego, Public Works
Less than $15 M, Ocean Street Beach
Access Improvements
‚ 2020 American Society of Concrete
Contractors Decorative Concrete
Council, First Place,Ocean Street Beach
Access Improvements
‚ 2017 APWA, Armorlite Drive
Complete Street Plan
‚ 2014 ASLA Junipero Serra Museum
Historic Landscape Assessment and
Documentation
‚ 2014 ASLA, City of Lemon Grove Main
Street Promenade
Matt Wilkins is an associate landscape architect at KTUA. Matt has worked in inter-disciplinary groups throughout his career and brings valuable knowledge of sustainability, park design, landscape architecture, construction, and digital technology to the team. His dedication to the profession and interest in 3D and digital technology has allowed him to lead the discussion about technology use in practice. He is currently the Webmaster of the American Planning Academy Central Coast Section and a frequent presenter at national conferences. He has performed numerous field investigations, prepared and led park design from concept to completion, and has created various 3D models, animations and photo simulations for site and city-wide design solutions. With his passion for building a better tomorrow and background in athletics, Matt is dedicated to building better parks for our communities.

CITY OF MONTEBELLO PARKS MASTER PLAN
Project manager for a parks and facilities master plan that entails research, analysis, and inventory of the existing parks and park facilities to understand the current conditions and lifespans of the city’s assets. Facilitating an extensive community outreach to gauge city, key stakeholder, and resident use of the facilities along with what they desire to see in future park improvements. The team utilized an advanced GIS mapping technique to analyze the park distribution to develop a comprehensive master plan, indicating specific improvements.

CITY OF ONTARIO PARKS MASTER PLAN
Landscape architect in charge of inventory of park assets and assisting with the draft recommendations, park specific master plans, and other project tasks. Working closely with the project team to identify amenity gaps, level of service, and equity distribution throughout the City.

CITY OF VICTORVILLE PARKS MASTER PLAN
Lead landscape architect assisted with the preparation of a parks master plan for the City of Victorville. KTUA was responsible for public outreach, inventory, maintenance analysis, visioning, CEQA and presentation support for this project.

CITY OF PERRIS PARKS MASTER PLAN
Project manager assisting with the trails, maintenance, and infill opportunities within the City of Perris. Working closely with the City and project team to also assist in various analysis and inventory tasks along with the eventual recommendations for the parks master plan.

TOWN OF PHELAN COMMUNITY PARK
Senior landscape architect/project manager responsible for providing a conceptual master plan design for the park. The project team worked closely with the Phelan/ Piñon Hills Community Services District to produce several conceptual alternatives which explored various design arrangements for the currently undeveloped 26 acres of land. The park’s program includes: two active soccer and baseball/softball fields, playgrounds, a skate park, pump track, equestrian facilities, dog park, amphitheater, picnic areas, plazas, and other recreational facilities and infrastructure.

ADDITIONAL RELEVANT EXPERIENCE
• City of Thousand Oaks Conejo Community Park and Community Center • City of Grover Beach Senior Center Feasibility Study
• National City Pepper Park Expansion Vision Plan
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 64 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 7
A | Project Team | Alex Samarin | GIS Technical Manager

EDUCATION
‚ M.A. Geography, (Natural Resource
Management and Environmental Policy),
San Diego State University, 2015
‚ B.A. Geography, (Geographic Information Systems), Minor, Environmental Law and Planning, UC Santa Barbara, 2008

REGISTRATIONS
‚ 2021 GISP, GIS Certification Institute
160988

AFFILIATIONS
‚ Association of Environmental
Professionals (AEP)
‚ Association of Pedestrian and Bicycle
Professionals
AWARDS
‚ 2020 APA Inland Empire, Comprehensive Plan- Large Jurisdiction, Prado Regional Park Master Plan
‚ 2020 Circulate San Diego Healthy
Community Award; APA San Diego
Transportation Planning Award of Merit;
City of National City INTRA-Connect Plan
As an associate, Alex Samarin provides technical oversight for GIS workflows, and guides GIS analysis for assessing the impact of planning projects. He has a broad range of experience applying GIS in utilities management, transportation planning, and environmental analysis. Alex is passionate about projects that provide mutually-beneficial solutions to the human-environment relationship.

His previous work spanned regional transportation modeling, regional habitat connectivity, and utility network mapping.

CITY OF PLACENTIA OPEN SPACES AND URBAN GREENING PLAN
GIS manager, created a “park needs” model that incorporated elements of active transportation needs that was based on travelsheds from parks, park acreage, and a network that used pedestrian-focused features like cul-de-sac cut-throughs.

Calculated the current greenhouse gas sequestration of Placentia’s existing urban forest based on tree species and size, and the additional sequestration by tree plantings proposed in the urban greening plan.

COUNTY OF SAN LUIS OBISPO PARKS NEEDS ASSESSMENT
GIS manager, performed level-of-service analysis for San Luis Obispo County based on population projections and parks distribution. This included a travelshed population analysis, segmented by park type, travel mode, and travel time.

CITY OF HESPERIA PARKS MASTER PLAN
GIS manager, conducted analysis of park amenities and population level-of-service, focusing on recommendations for new facilities and active transportation connections among parks.

PHELAN - PIÑON PINES PARKS MASTER PLAN
GIS manager for park level-of-service analysis in two rural communities underserved by park facilities. Analysis considered the unique context of sparse populations, greater distances and drive times, as well as population growth and potential future parks and amenities.

CITY OF CORONA PARK INVENTORY AND NEEDS ASSESSMENT
Project manager, coordinated analysis of the population-based and geographic level-of-service for parks and park amenities. Population-based level-of-service included a 15-year projection based on potential future park development and regional population estimates. Park amenities analysis applied standards from the 2020 Agency Review by the National Recreation and Park Association. Park-specific underutilized areas were identified based on criteria like gradient and desired amenity. Areas underserved by parks in the City were identified by applying the Corona General Plan park standard to network-distributed service areas (park travelsheds) for walking, biking, and driving.

VAIL LAKE TRAIL MANAGEMENT, LAKE MANAGEMENT, AND CAPITAL IMPROVEMENTS PLANS GIS manager, managed data and GIS staff for trails management plan as a component of the overall site development and operations plan for privately-owned RV and camping resort. Recommendations for trail management considered the connectivity of park amenities and complete trail network connectivity; type of trail users; historical and desired uses; and biological and physical constraints.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 65 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 8
A | Project Team | Subconsultant Key Personnel Resumes
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 66 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 9
A | Project Team | Subconsultant Key Personnel Resumes
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 67 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 10 C. Chris Cares
Managing Director/Founding Partner
ABOUT
Chris possesses a diverse background in recreation and tourism research. A founding partner of RRC Associates, he specializes in practical research techniques including survey and qualitative research, modeling and applied analysis to support planning efforts and to solve problems in municipal administration and business applications. Parks and recreation needs assessments, with emphasis on adventure sports, are particular areas of specialization. Additionally, Chris has decades of experience working with the outdoor recreation industry including mountain resorts on summer and winter activities/facilities.

Chris has overseen hundreds of community/citizen surveys in cities and counties throughout the United States, which provide input to parks, recreation, trails, open space, and planning needs assessments. These studies are typically incorporated into parks and open space master plans, or other policy documents.

EDUCATION
Master of City Planning: Harvard University 1975
Bachelor of Arts, Political Science: University of Rochester 1972

PROFESSIONAL EXPERIENCE
1983 to present Managing Director/Founding Partner, RRC Associates, Boulder, CO 1977 to 1981 Planner/Associate, Gage Davis Associates, Boulder, CO 1976 to 1977 Planner, City of Boulder, Boulder, CO

RELEVANT WORK EXPERIENCE
Parks & Rec. Surveys/Assessments
Broomfield, CO
Cedar Rapids, IA
Cripple Creek, CO
Eagle-Vail, CO
Erie, CO
Fruita, CO
Grand Junction, CO
Ken Caryl Ranch, CO
Jefferson County, CO
Larimer County, CO
Louisville, CO
Lafayette, CO
Oklahoma City, OK
Palm Springs, CA
Park County, CO
State of New Mexico SCORP
Spokane, WA
Superior, CO
Village at Castle Pines, CO
Housing & Transportation Assessments
Aspen/Pitkin County, CO
Boulder, CO
Eagle County and Town of Vail, CO
Grand Junction, CO
Lafayette, CO
Longmont, CO
Pueblo, CO
San Miguel County, CO
Weld County, CO
Westminster, CO
Tourism and Ski Area Visitor Research
National Ski Areas Association
Colorado Ski Country USA
Vail Resorts
Breckenridge Tourism Office
Copper Mountain
Telluride Ski and Golf Company
Upper Colorado River Research, CO

CONTACT
P: 303-396-1625
E: [email protected]
W: rrcassociates.com

RELEVANT BOARD

EXPERIENCE
• (Former)
Breckenridge
Outdoor
Education Center,
Breckenridge, CO
– boec.org
• GP RED –
Research,
Education and
Development for
Health,
Recreation and
Land
Management –
gpred.org
(currently board
president)
A | Project Team | Subconsultant Key Personnel Resumes
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 68 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 11 Colin Cares
Research Analyst
ABOUT
Based in Carbondale, Colorado, Colin is a highly skilled data analyst and data visualist. At RRC, Colin has been an “in-house expert” in applying Tableau, SPSS, and other data analysis tools to create clear and compelling visualizations of data and help uncover research insights on a diversity of projects. Colin also has an in-depth background in digital marketing platforms and tools, including experience with Google Analytics, Doubleclick, Bid Manager, AdWords, Tag Manager, and Facebook Ad Manager.

EDUCATION
Bachelor of Arts in English, Minor in Religious Studies, Colorado College 2011

PROFESSIONAL EXPERIENCE
2017 to present Director of Research, RRC Associates, Boulder, CO 2016 to 2017 Consultant, Drift LLC, Carbondale, CO
2014 to 2016 Analyst/Digital Ad Trafficker, Backbone Media, Carbondale, CO 2008 to 2014 Project Assistant, RRC Associates, Boulder, CO 2009 to 2013 Professional Cyclist, Quick Release Racing 2006 to 2009 Professional Cyclist, USA Cycling, Colorado Springs, CO

RELEVANT WORK EXPERIENCE
Tourism/ Visitor Research
Sun Valley Airport, ID
Durango Airport, CO
Eagle County Airport, CO
Upper Colorado River, CO
Breckenridge Tourism Office, CO
Aspen Skiing Company, CO
Visit Estes Park, CO
National Ski Areas Association, CO
SKI Magazine Reader Survey, CO
Warren Miller Film Tour, CO
Yellowstone National Park, WY/M
Affordable Housing Survey
Roaring Fork/Lower Colorado River
Valleys, CO
San Miguel County, CO
Vail, CO
Citizen Surveys
Vail, CO
Gunnison, CO
Edgewater, CO

SERVICE AND ADDITIONAL EDUCATION
Roaring Fork Conservancy River Stewards Board Member
Tableau Conference 2015 - 2018
Edward Tufte: Presenting Data and Information
HBX Core: Harvard Business School Online Introductory Course.

CONTACT
P: 720-250-7324
E: [email protected]
W: rrcassociates.com
A | Project Team | Subconsultant Key Personnel Resumes
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 69 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 12 A | Project Team | Subconsultant Key Personnel Resumes
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 70 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 13 B | Firm Experience | KTUA Profile & Required Data

FIRM LEGAL NAME & ADDRESS
‚ KTU&A
‚ 3916 Normal Street
San Diego, CA 92103
‚ 619-294-4477
‚ 619-294-9965 Fax

KTU&A LOCAL REPRESENTATIVE
‚ Mike Singleton
‚ 3916 Normal Street
San Diego, CA 92103
‚ 619-294-4477
‚ [email protected]

YEAR FOUNDED
‚ 1970

ORGANIZATIONAL STRUCTURE
‚ California Corporation

CERTIFICATIONS
‚ Small Business Enterprise (Metro and
California Dept. of General Services),
CA SBE 30007 exp. 08/31/22

FEDERAL TAX ID NUMBER
‚ 952750597

CORPORATE OFFICERS
‚ Michael Singleton, President
‚ Mark Carpenter, Secretary/Treasurer
‚ Chris Langdon, Vice President
‚ Sharon Singleton, Vice President

PLANNING SERVICES
‚ Land Use | Transportation Planning
‚ Active Transportation Planning
‚ Resource Planning
‚ Federal Planning

LANDSCAPE ARCHITECTURE SERVICES
‚ Civic and Public Works
‚ Parks and Recreation
‚ Healthcare
‚ Education
‚ Housing
‚ Hospitality
‚ Office and Commercial

SUPPORT SERVICES
‚ Public Outreach
‚ GIS
‚ 3D Modeling and Simulations
‚ Sustainable Design
‚ Water Management
‚ Grant Writing
KTUA is a collaboration of planners, landscape architects, GIS analysts, and graphic designers focused on the creation of livable communities. Established in 1970, KTUA has expanded the boundaries of a traditional landscape architecture office by incorporating active transportation, community planning, federal planning, and natural resource management practices into our portfolio. With this diversity, KTUA has the ability to help shape the bigger picture while addressing the fine-grained details that contribute to sustainable natural and built environments.

KTUA’s planning approach is to balance the diverse needs of regions, cities, communities, neighborhoods, developers, and future users with planning that encourages placemaking that is informed by our expertise in urban design, community development, multimodal transportation, complete streets, smart growth, public engagement, and natural resource management. With a goal of healthy communities and long-term stewardship of the land, KTUA has a track record for creating active public space that promotes public health, engages the community, contributes to economic growth, enhances public and private investments, optimizes land values, and provides a sustainable legacy that is memorable and attractive.

Our commitment to our communities and clients is to ensure that each project is unique, collaborative, innovative, cost effective, environmentally integrated, and context sensitive.

RELEVANT EXPERIENCE INCLUDES:
• City of Goleta Parks, Facilities, and Playgrounds Master Plan • City of Ontario Parks Master Plan
• City of Montebello Parks Master Plan
• City of Oceanside Parks Master Plan
• City of Santa Maria Parks Master Plan
• Town of Phelan/Piñon Hills Parks Master Plan
• County of San Diego Needs Assessment and Parks Master Plan • City of Thousand Oaks Conejo Community Park
• City of Palmdale Sam Yellen Park and Arnie Quinones Park Master Plan • County of San Bernardino Prado Regional Park Master Plan • Port of San Diego Chula Vista Bayfront Parks Master Plan • City of Santee Community Center and Parks and Recreation Master Plan Update • City of Grover Beach Senior Center Feasibility Study
• City of Victorville Parks Master Plan
• City of Encinitas Parks, Beaches, Open Space and Trails Master Plan • City of La Mesa Parks Master Plan and Safe Routes to Parks Plan MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 71 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 14 B | Firm Experience | KTUA Park Master Plan Experience Summary Parks Master PlanOpen Space Master PlanTrails Master PlanFeasibility Study/ConceptsNeeds Assessment/SurveyFacilities AssessmentSafe Access to ParksFunding StrategiesCommunity Engagement Agency Project Name Project Scope
City of Carlsbad Trails Master Plan
City of Corona Trails Master Plan
City of Encinitas Parks and Recreation Master Plan
City of Goleta Parks and Recreation Master Plan
City of Grover Beach Senior Center Feasibility Study
City of Hesperia Parks and Recreation Master Plan
City of La Mesa Parks and Recreation Master Plan and Safe Routes to Parks City of La Mesa MacArthur Park Master Plan
City of Montebello Parks and Recreation Master Plan
City of Oceanside Parks and Recreation Master Plan
City of Ontario Parks and Recreation Master Plan
City of Perris Parks and Recreation Master Plan
City of Pico Rivera Urban Greening Plan
City of Placentia Open Spaces and Urban Greening Master Plan City of San Diego Mission Trails Regional Park Master Plan City of San Gabriel Parks and Recreation Master Plan
City of Santa Maria Parks and Recreation Master Plan
City of Santee Parks and Recreation Master Plan
City of Santee Community Center Feasibility Study
City of Signal Hill Parks and Recreation Master Plan
City of Temecula Multi-Use Trails and Bicycle Master Plan City of Walnut Community Aquatics Feasibility Study
City of Victorville Parks and Recreation Master Plan
Phelan and Piñon Pines Parks and Recreation Master Plan County of Riverside Box Springs Mountain Trails Master Plan County of Riverside Countywide Parks Master Plan
County of San Bernardino Prado Regional Park Master Plan County of San Bernardino Regional Parks Master Plan
County of San Diego Parks Master Plan
Girl Scouts San Diego Countywide Facilities Master Plan and CIP Port of San Diego Parks Inventory and Assessment Study
Rancho California WD Vail Lake Trail & Lake Management Plans MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 72 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 15 B | Firm Experience | City of Ontario Parks Master Plan CLIENT
‚ City of Ontario
‚ Nicholas Gonzalez
‚ 909-395-2065
‚ [email protected]
STATUS
‚ Completed 2021

SERVICES
‚ Park Master Planning
‚ Community Engagement
‚ GIS

PROJECT FEE
‚ $178,000

KTUA KEY PERSONNEL
‚ Mike Singleton, Jacob Leon,
Matt Wilkins, Alex Samarin,
Chris Stebbins
STORY MAP: https://arcg.is/1bf5q5
The City of Ontario Recreation and Parks Master Plan (ORPMP) is a comprehensive park planning effort that provides a 10-20-year vision for the Recreation and Community Services and Parks Department. The ORPMP included an analysis of existing programming in parks and facilities, capital improvement plans, a financial strategy plan, prioritization of proposed recommendations, and an operations and maintenance plan. Identifying existing and future park needs was a critical element of the planning process, therefore requiring extensive community and stakeholder engagement, field visit to each park, and GIS-related mapping analyses. The team used a collaborative community outreach approach that included a series of public workshops, surveys, online maps, and focus group meetings. The final plan supports the City’s goals of implementing prioritized park amenities and programming recommendations.

R Delivered project on time and
within budget
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 73 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 16 B | Firm Experience | City of Montebello Park Master Plan STORY MAP: https://arcg.is/0yeqOa
CLIENT
‚ City of Montebello
‚ Laurie Aguilar
‚ 323-887-1200 x374
‚ [email protected]
STATUS
‚ Completed 2021

SERVICES
‚ Park Master Planning

PROJECT FEE
‚ $383,709

KTUA KEY PERSONNEL
‚ Mike Singleton
‚ Matt Wilkins
‚ Jacob Leon
KTUA developed a parks and facilities master plan that entails research, analysis, and inventory of the existing parks and park facilities to understand the current conditions and lifespan of the City’s assets. KTUA facilitated extensive community outreach to gauge the City, key stakeholders, and resident use of the facilities along with what they desire to see in future park improvements. The team utilized advanced GIS mapping techniques to analyze the park distribution. The team developed a comprehensive needs assessment developed from the analysis and outreach phases to help establish the citywide parks master plan recommendations which indicate specific improvements on the city facilities, programs, financials, and various other components. KTUA is also working on three site-specific master plans of parks that are identified by the data to help determine improvements. These parks will be used to apply for Prop 68 funding which KTUA will assist the City in producing.

R Delivered project on time and
within budget
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 74 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 17 B | Firm Experience | City of Placentia Open Spaces and Urban Greening Plan The City of Placentia Open Spaces and
Urban Greening Master Plan outlines a sustainability strategy to preserve and improve existing parks and open space, recapture
future parks and open space, increase the
urban forest, and implement urban greening
strategies to reduce Vehicle Miles Traveled/
Greenhouse Gas (VMT/GHG) emissions and
develop an active transportation network.

KTUA provided a comprehensive review and
analysis of all existing and potential parks
and open space areas with feedback from
an extensive community engagement campaign and stakeholder meetings.

As part of various urban greening strategies,
KTUA developed new non-motorized transportation options that connect people to open spaces, public transit, Old Town Placentia, the Orange County Loop (OC Loop), and the future Metrolink Station.

Through GIS modeling and community input, this plan identified optimal locations for bike and pedestrian paths to encourage residents to cycle and/or walk to the City’s open spaces, parks, and the OC Loop. The efforts of this plan are in line with SCAG’s 2016 Regional Transportation Plan/Sustainable Communities Strategy (RTP/SCS), the Transit Integration Strategy, particularly to provide and enhance active transportation networks for Short Trips and First/Last Mile access to rail.

CLIENT
‚ City of Placentia
‚ Veronica Ortiz
‚ 714-993-8222
‚ [email protected]
STATUS
‚ Completed 2020

SERVICES
‚ Park Master Plan
‚ Community Engagement

PROJECT FEE
‚ $149,519

KTUA KEY PERSONNEL
‚ Joe Punsalan
‚ Brooke Whalen
‚ Mike Singleton
‚ Jacob Leon
‚ Alex Samarin
Workshop 4
Placentia Open Spaces and
Urban Greening Master Plan
R Delivered project on time and
within budget
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 75 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 18 B | Firm Experience | Subconsultant Profile & Project Experience Matrix Consulting Group
Since 2002, The Matrix Consulting Group, based in San
Mateo,CA, has worked with over 1,300 government agencies, conducting cost of service and management studies providing recommendations relating to operations, improvements, and cost recovery. The firm has extensive experience conducting comprehensive user fee studies.

The Matrix Consulting Group has worked with every type of recreation function, including traditional parks and recreation, libraries, and open space preserves. Our experience spans master and strategic planning, park condition assessments, and program staffing and cost recovery. Our project teams are well versed in the areas that most impact cost recovery, including:
• The best use of a tiered recovery approach, such as resident versus non-resident, or profit versus non-profit. • Setting fees according to the cost recovery pyramid to ensure that premium services have a higher cost recovery.

The ultimate goal in reviewing parks and recreation costs for service, is to ensure that fees and rates are set at a level that allows the District to continue to serve the community in a manner consistent with current goals and commitments. For almost 20 years, the firm has provided maintenance and operations studies for local governments across the country.

City of Milpitas Program and Fee Assessment and Cost Recovery Policy Development (as part of larger Master Plan Update)
The Matrix Consulting Group, in partnership with another firm, has been working with the City of Milpitas on the development of a new Parks and Recreation Master Plan. The firm’s primary focus was on staffing assessments, service delivery evaluation, fee assessment, and development of a cost recovery policy for City Council adoption.

A comprehensive assessment of fees and cost recovery
was developed for all functional areas of the Recreation and Community Services Department. The recommended
cost recovery policy was adopted without change by the
City Council. The fee assessment has provided direction to staff and the City Council in adjusting fees to be more competitive with the local market and the surrounding communities while taking into consideration the unique needs of local residents and ensuring equity for all populations within the community.

Reference: Renee Lorentzen, Director, Recreation and
Community Services; [email protected];
408-585-3409
City of Montebello Citywide Comprehensive Fee Study
The Matrix Consulting Group conducted a comprehensive User Fee Study for the City of Montebello. As part of the cost of services study, the project team worked with departments to review current fee services and structures, and determine the full cost associated with providing
Building, Planning, Engineering, Police, Fire, and Parks and Recreation Services.

The project team provided support and guidance with development of departmental cost recovery policies, including implementing annual updates to fees. The project team also provided City staff with user fee models to conduct annual updates as needed.

Reference: David Sosnowski, Director of Recreation and
Community Services; [email protected];
323-8887-4588
City of Orange Citywide User Fee Study/Development Impact Fee Study The Matrix Consulting Group worked with the City of
Orange to conduct a comprehensive citywide user fee
study and development impact fee study. The comprehensive fee study covered the following department/divisions:

Police, Fire, Planning, Building, Engineering, Water, Maintenance, Transportation, Parks and Recreation, Finance, and City Clerk. The development impact fee study looked at Police, Fire, Parks, and Library impact fees. The focus of these studies was to document current services costs and nexus requirements, and streamline existing fees to better reflect the services provided by each department.

Reference: Josephine Chan, Revenue Services Manager;
[email protected]; 714-744-2236

ADDITIONAL EXPERIENCE
County of Lane, Oregon: Worked with the County to
review staffing and operational costs associated with Moorage, Parking Passes, Organizational Camp, and Camping.

Along with determining the full cost of service, we also conducted a national survey to benchmark fees for service.

City of Grand Rapids, MI: Worked with the City to develop a Business Plan for Parks and Recreation. This study included an overall efficiency and effectiveness assessment of operational practices, staffing requirements, services to be provided, and associated service levels.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 76 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 19 B | Firm Experience | Subconsultant Profile & Project Experience • City of Asheville, NC Parks and Recreation
• City of Bismarck, ND Parks and Recreation District
• City of Boulder, CO Parks and Recreation
• Boulder Valley (CO) School District Athletic Facilities • Maryland-National Capital Parks and Planning Commission • Oklahoma City Recreation Facilities & Programs Needs Assessment • New Mexico Statewide Comprehensive Outdoor Recreation Plan • City of Steamboat Springs, CO Parks and Recreation
• City of Burien, WA Recreation/Community Center
• City of Cedar Rapids, IA Parks and Recreation
• Town of Erie, CO Parks and Recreation, Open Space and Trails • City of Fitchburg, WI Senior Center/Parks and Recreation • City of Fort Collins, CO Parks and Recreation
• Denver Recreation Centers Needs Assessment
• Black Hawk, CO Open Space and Heritage Plan
• City and County of Broomfield, CO
• Larimer County, CO Open Lands
• Grand Junction, CO Parks and Recreation
• City of Sherwood, OR Cultural Arts/Community Center
• Vail Recreation District / Vail Parks and Recreation
• City of Woodburn, OR Parks, Recreation, Open Space and Trails • Town of Silverthorne, CO Recreation and Culture Department • City of Tulsa, OK Parks and Recreation
RRC has extensive experience with parks and recreation and open space and trails needs assessment studies for cities, counties, and recreation districts. The goal of the studies is to obtain citizen input on a variety of topics related to parks and recreation use and community priorities for future improvements, with particular emphasis on gauging support for community recreation centers and aquatic facilities. A variety of research techniques are used in the studies, including telephone, mail, Internet, user surveys, and focus groups. Current satisfaction levels with existing facilities and programs are also measured, as is the relative importance of specific new priorities, facilities, and policies most desired and needed by the communities. Results and conclusions from the research help guide the development of recreation master plans
Some of our clients include:

Parks and Recreation,
Open Space and Trail
Needs Assessments
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 77 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 20

BARANEK CONSULTING GROUP
Baranek Consulting Group (BCG) was established in 2013
as a woman-owned environmental consulting firm that
specializes in the preparation of environmental review and compliance documentations for public improvements and
private development proposals in accordance with CEQA,
(NEPA, and local, state and federal regulations, plans and policies. With over 30 years of environmental consulting experience for private and public clients throughout southern California, our staff have prepared and managed hundreds of programmatic and project-level environmental review documents and technical studies for various jurisdictions throughout San Diego, Riverside, San Bernardino, Los Angeles and Santa Barbara counties. In addition to
environmental documentation, our staff provide services in the areas of entitlement processing; program and project management; technical studies oversight; mitigation monitoring compliance; due diligence; and extension of staff resources. BCG’s Principal has been on the County of San Diego’s list of approved EIR preparers since its inception.

BCG is also a certified small and woman-owned business
by local, regional and state public agencies.

REPRESENTATIVE PROJECT EXPERIENCE INCLUDES:

City of Palmdale Sam Yellen Community Park II Initial Study/Mitigated Negative Declaration (2020)
Managed and prepared the Draft and Final CEQA documents for a 15.5-acre community park expansion located in the eastern area of the City of Palmdale. Proposed recreation facilities consist of a community activity building, futsal courts, multi-purpose field, trail system, picnic areas, fitness course, restrooms, parking areas and driveway
connections.

B | Firm Experience | Subconsultant Profile & Project Experience County of San Diego Mount Etna Affordable Housing Community Plan Amendment/Rezone EIR (2019-2020)
Managed and authored an EIR prepared by prime contractor for the County of San Diego DGS addressing the impacts of redeveloping surplus County property in Clairemont Mesa with 404 affordable housing units. The project involved a General Plan Amendment (GPA), a Community
Plan Amendment (CPA), a Rezone, a Disposition Development Agreement (DDA) and a Ground Lease and a Demolition Contract for a 4.09-acre project site.

UC San Diego 2018 Long Range Development Plan EIR (2016-2019) Directed and managed programmatic CEQA document addressing environmental impacts of expanding the University of California campus in La Jolla, California. The updated long-term plan for the campus calls for a 33% increase
in campus population and a 43% expansion in campus
development over a 20-year period, including construction and redevelopment of campus lands with new research
facilities, healthcare space, student support facilities and campus housing.

Lake Hodges Bike/Pedestrian Bridge (2005)
Managed preparation of draft CEQA compliance document (i.e., Initial Study/Mitigated Negative Declaration) and assisted San Dieguito River Park staff in preparation of joint CEQA/NEPA document for 1,000-foot long stress-ribbon
type bridge structure over potable water reservoir in the City of San Diego. Project includes assessment of bridge and trail improvements on biological resources, cultural resources, visual quality and geology/soils. Responsible for directing formatting and production of CEQA/NEPA document and related GIS graphics on behalf of park staff for submittal to City of San Diego and Caltrans/FHWA.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 78 of 158 Montclair Parks Master Plan Schedule
2022 2023

MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR

PROJECT ADMINISTRATION& PROGRESS REPORTING

1.1 Project kick-off meeting & site tour with City

1.2 Team teleconferences (12)

1.3 Progress reports and scheduling

1.4 Review available documents

PUBLIC ENGAGEMENT AND INFORMATION

1.5 Call to discuss engagement strategy

1.6 Prepare engagement & visioning plan

1.7 Project branding, website and social media

1.8 Key Stakeholder Interviews

1.9 Focus Group Meetings

1.10 Digital or pop-up community workshops

1.11 Summarize engagement efforts

RECREATION AND TRENDS ANALYSIS

2.1 Park and facility inventory

2.2 Park resources assessment

2.3 Comparative analysis

ANALYSIS OF PROGRAMS AND SERVICES

2.4 Community, family service program review

2.5 Community and recreation services

MAINTENANCE AND OPERATIONS EVALUATION

2.6 Maintenance evaluation

2.7 Operations evaluation

MAPPING UPDATE

2.8 GIS inventory

GENERAL PLAN AND CEQA REVIEW

3.1 Review park recommendations for General Plan compliance

3.2 Review park recommendations for CEQA impacts

DRAFT RECOMMENDATIONS

3.4 Conceptual vision and CIP recommendations

3.5 Recreation, facilities and service action plan

3.6 Recreation and Parks Needs Assessment and Plan

FINAL COMPREHENSIVE MASTER PLAN

3.7 Presentations to City and Advisory Groups

3.8 Preparation of final document

3.9 Final submittal

OPTIONAL TASKS
TASK 4 | FEE ANALYSIS

4.1 Recommendations based on existing operating and CIP budgets

4.2 Fiscal recommendations for programs and services

4.3. Review funding mechanisms and cost recovery practices

4.4 Identify new or alternative funding sources

4.5 Identify new funding practices for long-term stability TASK 5 | STATISTICALLY VALID SURVEY

5.1 Create survey questions in English and Spanish

5.2 Mail postcards & surveys randomly to 4,000 residences

5.3 Establish open survey, assist with announcements, & distribute links

5.4 Document survey findings
TASK 6 | ENVIRONMENTAL DOCUMENTATION
6 Environmental review and documentation
Final Adoption.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 79 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 22 D | Approach | Vision & Values
Values and Vision – A Road Map to the Future. An agency’s values are based on the agency’s leadership and staff values, as well as those of the community they represent.

These values and visions provide direction for an agency’s actions and help determine the community conditions that can result in the priorities needed for change.

A Strong and Comprehensive Facilitated Public Involvement Process is needed to establish detailed community issue identification, to communicate the value of public services, and provide a vision for the future that the community can support. This process should form the basis for measuring quantitative and qualitative performance for fiscal operating stewardship, managing taxpayer investments, establishing mandatory fees and charges, and funding
capital development.

Focus on Equity Across the City while Recognizing
Context and Needs of Individual Neighborhoods. With
quantitative analysis, it is easier to find consensus on the definition of equity. However, the project should not lose sight of individual differences between neighborhoods and the historic manner in which certain newer developer-built communities paid for their current assets. It must also recognize the role of equivalencies in helping to reach these equity goals.

Appreciation of Sustainable Public Policy. The team has a strong background and understanding of the role that
the natural and built environment has in the health of the community. Our years of experience with watershed planning, habitat planning, urban forestry, water quality and air quality provides us this insight and will guide us in recommending sustainable parks and facilities. This includes an increased attention to providing alternatives to vehicular access to parks and open space. Connectivity for walking, hiking and biking should be a primary goal of many of the city’s parks and public facilities. Less reliance on driving, more attention to local access, lower vehicle miles traveled, and greater improvement in personal health can result from this effort.

Focus on Implementation. Our team plans, designs, engineers, and implements parks and community facilities that get built and that can be managed effectively and operated economically. “Make no little plans; they have no magic to stir men’s blood…” is a common City Beautiful Movement term first used by Daniel Burnham in 1907. But our practical experience is to “make the right-sized plans” that provide innovation and momentum but that are also implementable and supportable. Our decades of experience in delivering park and recreation general development plans, master
plans, and construction documents also provides us with strong insight into the needed adjustments and refinements to provide guidelines for future park and public facility development, maintenance, and replacement.

Listen, then Respond. Throughout the development of the plan, team members will function as professional, unbiased facilitators to gather specific information about services, use, and preferences, as well as agency strengths, weaknesses, opportunities, and threats. Participant feedback will help to determine if the proposed techniques and formats are well received and if they provide the community with the opportunity to better understand the planning process and make a meaningful contribution. When this occurs, it results in the feeling that attending an input session was a good use of someone’s valuable time. The efforts need to focus on listening to public and staff input (as well as from elected officials) about issues, concerns, solutions, and priorities. The end result will likely be a better alignment or consensus in the direction to be taken to improve the park and recreation experiences. Building consensus on a plan requires:
• Identifying, up-front, the project “givens” or parameters. • Making the participants aware of the process from start to finish, including where they have opportunities to contribute and who will be making the final decisions. • Encouraging participants to listen to each other.
• Identifying common ground as the plan evolves.
• Knowing that consensus is not always possible, the team will encourage participants to think about what they can “live with” if their ideal desire is not achievable. Written records and summaries of the results of all public process and communications strategies will be provided for posting to the city’s website for wider distribution.

OUR PROCESS
Our process has proven successful on projects of similar elements and size. We analyze community and capital needs, provide financial solutions, identify alternative funding and partnership opportunities, and recommend investment strategies. We have developed and currently employ the following recognized philosophies to park planning.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 80 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 23

OUR PRINCIPLES
Often, it is more important to understand where a consultant team is coming from than the specific tasks that they intend to complete for a project. Below is a discussion of what the team believes. This will constitute the “WHY” of the project. The proposed schedule covers the “WHEN” and the overall process and detailed scope items cover the “HOW.” The work product for this study will indicate “WHERE” improvements should be made and “WHAT” should be done to improve the City’s parks, recreational elements, open spaces and programs for youth, adults and seniors.

OUR PROJECT APPROACH IS BASED ON THE
FOLLOWING PRINCIPLES:
• Montclair’s residents deserve safe and convenient parks. • Parks and open spaces should be fun and provide amenities to encourage healthy activities, but also protect or enhance natural or cultural resources.
• Support for parks and open space is increased when
people make parks a part of their lives. If a program
immerses the public into the community resource, then
they become advocates for protecting, expanding, or
enhancing these resources. They are also more likely to be willing to pay to participate in these programs.
• New development should support its own new residents
and meet a fair share of the new recreation demand.
• Since the largest desired recreational activity is walking, running, hiking, and biking, the plan needs to address
linear connections and open space in support of park
acreage and facilities, as well as 10-minute walking access to parks. • The plan must be based on public input that recognizes national and local recreational trends, population forecasts, and area specific desires. However, the standards are guidelines for comparison and not mandates. Local
priorities should provide the direction for the overall plan. • A balance is needed between the demands of the broader public while protecting local neighbors from real (not perceived) negative impacts.
• Investments in parks and recreation assets should take into account habitat and cultural resource protection,
open space access, ADA universal access, stormwater
runoff control, and urban forestry benefits for air quality and urban heat island reduction.
• Investments in other programs should take into account the needs of underserved communities or the special
needs of population segments that rely on public programs. Integration of the underserved increases the strength of the entire program and provides equity and
solutions to those who may not have access.
• In many cases, infill of new amenities within existing parks and community facilities may be the proper solution compared with the acquisition of new park lands. Space can usually be found in existing city parks and facilities if efficiently laid out to rely on not fully developed public lands. • Non-standard, linear, pocket and other public realm spaces should be explored for meeting park expectations.
• GIS tools and demographic data should be used to
determine equitable distribution, with an emphasis on
providing close access to recreational experiences that start at a person’s front door instead of their car door in a parking lot near a park or community facility. Locating transit options near these facilities or locating city parks and facilities near transit services can help make distribution and access more equitable. • The economics of park development and funding must
be an essential part of the recommendations and implementation plan. • Maintenance, staffing, operational costs, and other
non-facility expenses can often add up to more than the value or cost of physical facilities and therefore needs to be taken into account in this overall master plan process

PARK RECREATIONAL EQUITY (PRE)
The pandemic and other cultural shifts such as environmental justice, equity concerns and civil rights discussions of the last two years have highlighted inequities that exist and the need to address chronic health problems. The role that parks and recreation provides to the overall population in terms of mental, physical, social and spiritual health have been made clearer as a result of these facilities not being available and have now become more important as parks
opened back up. The following five steps that this plan will take, will address the equity issues and the health aspects that parks and recreation can play. The master plan can and should address these equity issues with this process.

D | Approach | Project Understanding & Approach
1) Understand Demographics,
Socio-Economics
& Age Dynamics
2) Assign Recreation
Needs Based on Time and
Economic Capability
Diverse Recreation Solutions
for a Diverse Ethnic and
Economic Population
3) Look at Chronic Health
Issues and Consider
Recreation as a Solution
4) Map Walk-times, Park GIS
Distribution, Amenity Match to
Age Conditions & Health Needs
5 Ideas for Resolving Inequities
with New Parks, Amenities,
Programs & Policies

PUBLIC RECREATIONAL EQUITY START
FINISH
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 81 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 24 Optional
Tasks
Research and Recommendations
Analysis
Project
Administration
D | Approach | Scope of Work
TASK 1: PROJECT ADMINISTRATION
Project Administration

1.1 Project kick-off meeting and site tour with City
A productive and informative project kick-off meeting will be essential to the success of this plan because it sets the foundation for team expectations and deliverables. The
team will develop communication protocols and establish meeting minute documentation which will serve as the
basic structure for the monthly team meetings that are
needed to keep the project within budget and on schedule. We will also discuss other important elements that will be key to a successful master plan, such as an agreement on the current population-based standards for parks and recreation, as well as standards for other community programs and park amenities, will be agreed upon at this initial meeting. To make efficient use of the budget, the kick-off meeting will also include a site tour with city staff members to inform the team of significant areas of concern and opportunity.

1.2 Team teleconferences (12)
Ongoing communication between the city and team will
ensure project milestones are met. Twelve (12) team teleconferences will be scheduled via Zoom, GoToMeeting, or another preferred program.

1.3 Progress reports and scheduling
A preliminary project schedule will be developed prior to the kick-off meeting. It will maintain a degree of flexibility to adapt to unprecedented items such as the COVID-19 pandemic. Progress reports will be included monthly alongside team invoices.

TASK 1 TASK 2 TASK 3 TASKS 4 - 6

WORK PLAN FOR CITY OF MONTCLAIR PARKS AND RECREATION MASTER PLAN Project Administration
and Project Reporting
Public Engagement and
Information
Recreation and
Trend Analysis
Analysis of Programs
and Services
Maintenance and
Operations Evaluation
Mapping Update
General Plan and
CEQA Review
Draft
Recommendations
Final Comprehensive
Master Plan
Fee Analysis
Statistically Valid
Survey

1.4 Review available documents
The project team will request all relevant planning and CIP documents at the kick-off meeting and review them during the first phase of the planning process. Documents requested may include:
• City of Montclair General Plan 2021 Draft (Land Use,
Transportation, Conservation and Open Space Elements)
• City of Montclair Active Transportation Plan
• City of Montclair Safe Routes to School Plan
• North Montclair Downtown Specific Plan
• North Montclair Specific Plan
• Montclair Place District Specific Plan
• Holt Boulevard Specific Plan
• Capital Improvement Projects (CIP) List
• Current Program Offering Guide
Public Engagement and Visioning

1.5 Call to discuss engagement strategy
The first of the four teleconference calls will be focused on the development of the Public Engagement Plan (PEP).

The project team will encourage the attendance of other city staff members that regularly engage in public outreach, such as the Public Information Officer.

1.6 Prepare engagement and visioning plan
The PEP will outline the techniques to obtain the highest degree of public, stakeholder, and staff input possible. The PEP will include key messages, strategies, schedules, and descriptions of outreach activities and opportunities, with an emphasis on engagement methods to encourage attendance at in-person workshops.

Environmental
Documentation
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 82 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 25 D | Approach | Scope of Work
The PEP will also prescribe the use of social media engagement opportunities, language translation needs, and virtual engagement opportunities if in-person events are not possible due to San Bernardino County health
COVID-19 health orders.

1.7 Project branding, website and social media
The team will develop project branding, a dedicated website, and social media kits specific to the planning process.

The team will follow established graphic guidelines to
create attractively branded products that will encourage people to participate and become involved in the overall project. Tasks may include:
• Develop project branding
• Create project website (ESRI Story Hub) and update at every project milestone
• Prepare social media kit (graphics and text i.e. flyers, press releases)
• Develop project questionnaire/survey (printed and online via SurveyMonkey)

1.8 Key Stakeholder Interviews
Up to six stakeholder interviews will be conducted with key City staff, including Council Members, Economic Development, Public Works, Community Development, City Manager, Police and Fire, Finance, and Human Services to understand their vision for parks and recreation operations, key strengths of existing operations, and constraints impacting parks and programmatic offerings. Interviews may also be conducted with the Planning and Communities Activities
Commissions, City Council Committees, the Ontario-Montclair School District since there are a number of joint use facilities, as well as the Montclair Chamber of Commerce.

Information gained from these interviews will provide
direction for questions to be asked during the focus group meetings, community workshops, and surveys.

1.9 Focus group meetings
Focus group meetings are intended to gather local feedback from an audience with specific experience and knowledge. Three focus group meetings will take place in the first phase of the planning process to inform the existing conditions analysis. The three meetings may include:
• Interest Group 1: City staff, operators, managers and maintenance staff
• Interest Group 2: Interest groups that currently are heavy users of facilities
• Interest Group 3: General public and non-profit groups and other advocates for the general use of the park

1.10 Community workshops
The KTUA team will use the feedback collected during
the PEP teleconference call, key stakeholder interviews, and focus group meetings to organize three (3) community workshops. These workshops are essential to understanding the needs, challenges, and opportunities throughout the city. While in-person workshops are ideal, public health guidance may require a hybrid or different approach. The KTUA team’s vast experience in traditional, pop-up, and virtual workshops will be discussed to best meet the needs of the Montclair community. The team has an extensive list of tools, programs, and Spanish-speaking team members
to ensure successful public outreach. If pop-up workshops are needed, KTUA has found that hosting these workshops during other well-attending city or community sponsored events increases participation. Depending on public health guidance, these events may include:
• Easter Eggstravaganza
• Country Fair Jamboree
• Summer Concerts and Movies
• Outdoor Halloween Spooktacular
• Holly Jolly Holiday
• Ontario-Montclair School District Events
All workshops will be publicly noticed and will include multiple forms of engagement, activities, and topics to create an inclusive environment for input and participation.

Opportunities for input for community members unable to participate in workshops will be available.
• Workshop 1: Vision, opportunities and constraints, and existing conditions
• Workshop 2: Summary of existing conditions, key stakeholder interviews, and focus groups, and discussion of priorities
• Workshop 3: Draft recommendations
The COVID-19 pandemic has taught our team to remain
flexible and innovative. We bring a large suite of online engagement tools that can be discussed with City staff if it is deemed necessary to keep in-person contact to a minimum. Tools such as Zoom, Jamboard, or Mentimeter can be used to keep online outreach fun and informative.

1.11 Summarize outreach efforts
The summary report will include:
• Final Public Engagement Plan (PEP)
• Summary of focus group meetings
• Summary of community workshops
• Summary of survey results
• Summary of website online comment map
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 83 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 26 D | Approach | Scope of Work
TASK 1 | PROJECT FOCUS | VALUE ADDED EXPERIENCE
We have found that we get the most useful input when we break down complex “planning ideas” into easy-to-understand graphics. Our team’s commitment to graphic clarity, excellent verbal communication, and humble presence will assist with successful public engagement.

To make the most of stakeholder and workshop meetings, the KTUA team will work closely with the city to develop the best public engagement plan to provide ample time for announcement and get the most community input and involvement.

TASK 2: RESEARCH AND ANALYSIS
Recreation and Trends Analysis

2.1 Park and facility inventory
KTUA will conduct a GIS-based inventory of all city-owned parks and organize the findings based on the park types currently classified by the city (such as pocket, mini-park, neighborhood, community, regional, resource based,
open space or special use). The data collected will include quantitative and qualitative rankings of park amenities and photos, all of which will be geo-tagged with data for future use by the city. The data collected will also be used to complete level of service analyses based on demographics, population-based standards, and national guidelines.

These include:
• Inventory parks to verify locations, sizes and categories • Summarize amenities based on age demographics
• Identify amenity standards based on population
• Summarize quantitative/qualitative ranking of amenities

2.2 Park resources assessment
A major element of park master planning is conducting a park resource assessment, commonly referred to as Level of Service (LOS) analysis. This sets the framework to understanding if the city meets the needs of the existing and future population of Montclair. The KTUA team will combine their extensive GIS and park planning experience to quantify existing and future park distribution gaps using readily available GIS data and the park inventory data collected in the previous task. This effort will help to identify geographic distribution of parklands throughout various areas of the city, supporting different demographics and age groups
that have varying recreational requirements. The analysis will highlight gaps and allow the team and the city to make informed decisions in the master planning process that
address park access, infrastructure, and equity.
• Create population tables using parksheds
• Quantify existing park distribution gaps and park inequities • Quantify future park distribution gaps and changes for equity
• Create scoring for schools, non-profit and non-standard parks
• Map current/future populations with gaps and strategies

2.3 Comparative analysis
KTUA will conduct a comparative analysis using national averages established by the National Recreation and Park Association (NRPA). This analysis will combine the park inventory data with 2020 Census ACS data to compare
Montclair to other cities of similar size and demographics.

The team will make adjustments to the NRPA national average numbers based on surrounding city benchmarking, community input on desired amenities, current usage analysis, and a regional trends analysis. The outcome will help the project team make informed and custom decisions that reflect the unique needs of the city in the recommendations section. • Review NRPA standards for trends
• Review facilities of similar cities
• Compare facilities to national and local trends
Analysis of Programs and Services

2.4 Community and family service program review
Matrix Consulting Group (MCG) will provide a template for collection of a program inventory, and will use the inventories as well as interviews with programming staff, marketing channels, the needs assessment information, applicable
trends, and other data sources to analyze the program mix.

The following subtasks will be completed as part of this process:
• Identify recreation program providers
• Analyze programs, resources, use levels and revenues
• Interview program managers
• Identify program planning and evaluation practices for recreation services and programs

2.5 Community and recreation services
MCG will provide a template for collection of data on community and recreation services throughout the city. In addition, the table will include exploration of potential providers and partners. The following subtasks will be completed as part of this process:
• Analysis of methods to provide best service and meet
community needs with a focus on specialized and underserved populations • Analysis of services gaps/duplicate services
• Identify enhanced services through collaboration
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 84 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 27 D | Approach | Scope of Work

PARK LEVEL OF SERVICE
Park Level of Service Amenity Level of Service Access Level of Service • Park acreage per 1,000 population
• Acreage deficit versus standard
• Existing and projected
| ACRES |
>>> measure >>>
size
Neighborhood Parks
Community Parks
Trails and Open Space
| AMENITIES |
>>> count >>>
quantity
Fields and Courts
Facilities
Amenities
| ACCESS |
>>> map >>>
distance
5-minute Walkshed
5-minute Bikeshed
3-minute Driveshed
Access Barriers
• Life cycle and conditions
• Amenity deficiencies
• Program deficiencies
• Number of accessible parks
• Acres of accessible parks
• Park pressure based on demographics

KTUA PARK LEVEL OF SERVICE ANALYSIS PROCESS
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 85 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 28 D | Approach | Scope of Work
Maintenance and Operations Evaluation
The team will perform an evaluation of existing maintenance and operations by scheduling a staff focus group meeting and reviewing the city’s maintenance and operations records (5-year timespan). This evaluation will help highlight deficiencies and/or efficiencies in day-to-day operations and will help address any improvements needed in funding, staffing, and equipment.

2.6 Maintenance evaluation
This effort will review the current maintenance program, discuss organizational, resources and funding aspects
of the parks maintenance efforts in Montclair. It will also include an analysis of funding mechanisms for park
maintenance. Meetings with key maintenance staff will be conducted along with site tours. This effort will result in strategies on how to improve maintenance at City parks
and ensure appropriate staffing allocations to achieve
desired state.

2.7 Operations evaluation
The current operational efficiency and organization will be reviewed and a summary of the current conditions affecting City Park related operations will be provided including findings, recommendations and funding mechanisms.

Mapping Update

2.8 GIS Inventory
The GIS inventory process involves digitizing and analyzing park inventory field work data, park property data, and street network data to map several elements related to
level of service. The KTUA team will utilize our in-house GIS models to create tables, maps, and infographics that communicate the level of service components for the existing and future population of Montclair. • Prepare park classification and city-wide map
• Identify LOS acres and amenities for current/future parks • Identify the parkshed elements (walk, bike and drive
routes)
• Summarize qualitative ranking of amenities
• Prepare parkshed maps and determine populations
served
TASK 2 | PROJECT FOCUS | VALUE ADDED EXPERIENCE
The KTUA team uses state-of-the art GIS analysis tools to conduct all the park resource assessments. Rather than simply creating circular buffers around a park, our team uses a unique existing street network method along with park entry points to create realistic travel buffers. This method is more accurate and reflects actual travel distances rather than the oversimplified circular radii. This can increase the accuracy of the utilized 10-minute park planning areas to be between 10%-20% more reflective of the community who’s actually using the parks and therefore increases the accuracy of subsequent park planning recommendations and the Master Plan.

Since the City does not have a GIS database of layers, KTUA as part of this effort will develop a wide variety of GIS layers from other available sources and resulting from digitization, that will serve the City as part of building GIS systems and assets.

KTUA has professional expertise in current maintenance trends and will listen closely to your staff to develop thorough maintenance recommendations. MCG has in-depth knowledge on the operational requirements and will use their vast knowledge from working with other cities to develop a foundation for Montclair’s operational recommendations.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 86 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 29 TASK 3: RECOMMENDATIONS
General Plan and CEQA Review

3.1 Review park recommendations for General Plan compliance The various elements of the draft general plan will be
reviewed for capturing policies, programs, and visions that affect the goals and objectives of the existing and future parks of Montclair. A meeting will be held with City staff to affirm the policy, programs, and vision of the Parks and Recreation Master Plan as it relates to the General Plan.

3.2 CEQA review and analysis
The KTUA team will review all of the park recommendations to determine potential CEQA impacts as part of an initial determination checklist. The team will confirm if project’s elements are likely to create environmental impacts or if an alternative level of CEQA review and analysis is needed based on project specific recommendations.

The team will tier off of any ongoing CEQA documentation associated with the General Plan, if possible, with the goal of the Parks and Recreation Master Plan being consistent with the goals and objectives of the draft General Plan. The team will endeavor to avoid impacts as part of any finding, recommendation or concept proposed by the master plan
process. The team will work with staff to determine if the options of additional environmental review and documentation may be required and if so, authorize the environmental documentation option item in the scope of work.

Draft Recommendations

3.3 Conceptual Vision and CIP Recommendations
The team will develop a final conceptual vision of the parks system and develop CIP recommendations. On a park-bypark basis, a listing of deficiencies that are citywide, neighborhood wide or within the park will be developed for consideration. In some cases, community-based parks will need to take a look at the needs of the entire city. Neighborhood parks will focus on the needs of the neighborhood for those with easy access or with more difficulty in getting to the site. The needs will have to be balanced with the capability of the park site to accommodate new uses. It will also need to take into account the opportunity for new parks in the area or the expansion of collaborative efforts with non-profit organizations that may provide recreational opportunities for the community. As part of the community workshops, the prioritization of parks and park facilities to be considered will be vetted. The prioritization methodology will categorize improvement into three tiers:
• Essential improvements focus on deferred maintenance
projects and lifecycle replacement of existing amenities within a park utilizing current funding sources.

D | Approach | Scope of Work
• Ideal improvements utilize reallocated or new funding sources to implement capital projects that enhance or
replace existing park facilities.
• Visionary improvements focus on the complete renovation of existing parks or the development of new parks and/or recreation facilities funding through new or additional revenue sources, including grants, donations, partnerships, or taxes.

Initial and refined site plans will be developed as part of this task for three priority park expansions, park infills, or new parks.
• Prepare project descriptions and infill amenity graphics • Prepare general planning costs for new parkland
• Prepare general planning costs for infill amenity projects

3.4 Recreation, facilities and service action plan
The recommendations developed in this task will be based on the analysis of the existing recreation programs and services into an action plan. Key priorities will be access and equity in program delivery. Current usage and resident preferences, as well as emerging recreational trends and opportunities will be analyzed to meet future needs. Gaps in programming that may provide opportunities for new
programs and services will be identified. Based on this synthesis, recreational programs and services will be prioritized for expansion and/or contraction of services. • Prepare action plan to enhance park system and programs • Identify areas of need and public interest for new programs • Analyze and assure equitable program distribution
• Create prioritized list of projects, acquisitions, and services

3.5 Recreation and Parks Needs Assessment and CIP Implementation Strategies, actions, responsibilities, priorities, and timelines for implementation will be developed during this task with a focus on short (5-year), mid (10-year), and long term (20-year) planned growth of the city’s parks and recreation system. With the built-out nature of Montclair, opportunities for land acquisition and development of new parks may
be very limited, however this option should be evaluated.

Recommendations for operations, staffing, maintenance,
capital repair and replacement, development of programming and funding needs, and the identification of possible alternative funding sources will be considered.
• Identify implementation plan for 5-year priority projects • Identify general schedule for 10-year priority projects • Identify long-term vision for 20-year priority projects Final Comprehensive Master Plan and Adoption

3.6 Presentations to City and Advisory Groups
• Project team presentations (2)
• Executive and department staff presentation
• Parks and Recreation Commission presentation
• City Council presentation
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 87 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 30 D | Approach | Scope of Work

3.7 Preparation of final document
The final document will include all of the elements of the project study including any of the options exercised for the contract. The document will be laid out using InDesign with tables, figures, photos, diagrams, maps and text with dividers and a cover. The submittal will include a PDF, as well as a Word document to accommodate staff comments.
• Draft Recreation and Park Needs Assessment and Plan
• Final Recreation and Park Needs Assessment and Plan

3.8 Final submittal
Based on staff and departmental comments, the master
plan will be revised to address all comments. A summary sheet of comments will be provided with formal responses and actions taken to resolve each comment. In addition, a Word document will be compared with the draft Word
document to highlight changes. A PDF comparison file will also be provided that not only notes text changes, but all graphic and layout changes.
• Package all files for final deliverable
TASK 3 | PROJECT FOCUS | VALUE ADDED EXPERIENCE
In an effort to streamline this process, KTUA will summarize the CEQA review and will tier off of the current CEQA document and offer direction for further CEQA analysis based on the proposed recommendations.

KTUA seeks to create master plans that are unique and representative of the community to which they serve.

The master plan will utilize compelling graphics that help to summarize the user input, needs assessment, and recommendations put forth by the team.

OPTIONAL TASKS
TASK 4: FEE ANALYSIS

4.1 Conduct Review of Existing Fees and Cost Recovery Policies Matrix will collect some basic information from the city including staffing, budget, and current activity guides. The team will review the City’s current Parks and Recreation Fees and evaluate any revenue share agreements, as well as cost recovery policies.

4.2 Programmatic Full Cost Analysis
Based upon budgeted expenditures per program, identify the full (direct and indirect) cost associated with each Parks and Recreation activity at the programmatic level (i.e. aquatics, youth sports, rentals, etc.).

4.3 Benchmarking
Matrix will conduct a benchmarking analysis of surrounding cities as well as private entities providing similar services for sample fees, to determine the appropriate market rate for services..

4.4 Draft Analysis
Matrix will develop a draft report that will identify the current fees and programs, current cost recovery, results of the full cost analysis compared to current revenue, and the results of the benchmarking analysis.

4.5 Final Analysis and Presentation
Matrix team will finalize the draft analysis based upon input from City staff and present this to key stakeholders (i.e.

Commission and City Council).

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 88 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 31 TASK 5: STATISTICALLY VALID SURVEY
Resident Surveys
RRC Associates (RRC), an experienced survey firm, will create a survey designed to be mailed to approximately 4,000 randomly selected households in the city. The survey
will provide critical information in determining community values, satisfaction levels, needs and priorities, preferred marketing channels, level of awareness, current usage levels, and demographic information for long-range planning.

Residents will be given the option of either completing the mailed survey form or accessing the survey online using an individual passcode (included in the mailed survey) assigned to each household. RRC frequently uses this technique for parks, recreation, and community surveys and finds it to be effective in maintaining the random sample while also increasing response opportunities. The online version of the statistically valid survey will be compliant with the Federal Section 508 (and WCAG guidelines) which ensures accessibility by people with disabilities.

D | Approach | Scope of Work
TASK 6: ENVIRONMENTAL DOCUMENTATION
Baranek Consulting Group will offer services for a negative declaration or a mitigated negative declaration if the initial determination included in the base contract, identifies a maybe or yes in terms of possible environmental impacts on any of the categories listed in the initial determination list. This would be determined by concurrence or lack of concurrence on the initial determination or at any time that the City decides additional documentation should be completed. The efforts would be based on a programmatic or tiered environmental review that emphasizes that no projects will be built or permitted without additional environmental review being conducted when the project descripTASK 5 | PROJECT FOCUS | VALUE ADDED EXPERIENCE The team will engage the community for input throughout the process; however, the statistically valid surveying process helps to ensure equity and inclusiveness were implemented for the final master plan.

TASK 6 | PROJECT FOCUS | VALUE ADDED EXPERIENCE
Kim Baranek has decades of experience on environmental documentation across all forms of technical expertise and as a small business, has been able to produce quick and efficient high value document at reasonable prices.

Questions will be drafted based on collective staff and team input. The survey will be in English and translated into Spanish and made available in both versions for user input.

To help improve response rates, the team will work with the city to assist with marketing and creating public awareness of the survey through media and other channels, such as local newspaper, radio, cable TV, city website, and other methods. All respondent comments will be included in the final report. The following tasks summarize major efforts for the survey:
• Create survey questions in English and Spanish
• Mail surveys randomly to 4,000 residences
• Establish open survey, assist with announcements, and distribute links
• Document survey findings
tions and project details are ripe for environmental review.

The team anticipates that if there are any potential impacts associated with park projects it would be related to noise, lighting, safety and biology. A small technical study may be required or Baranek may decide to integrate mitigations into the project descriptions and planning / design / engineering aspects. Or, after a technical study that originally assumed a negative declaration, determines that an impact will occur, the City can determine if the project should include mitigations and complete a mitigated negative
declaration or just adjust the project to reduce any impacts to below a level of significance. The efforts will include an administrative draft, a draft and a final document.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 89 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 32 D | Approach | Community Engagement Strategy
Community Engagement for the 21st Century

PREFERENCES/PRIORITIES
Story Maps, Open Surveys,
Statistically-valid Surveys,
Intercept Surveys

OPEN MEETINGS
Public Meetings, Workshops,
Charrettes, Virtual
Presentations

OPTIMIZE COMMUNICATION
Mobile platforms, video
conferencing, social
media platforms

TARGETED MEETINGS
Focus/User/Stakeholder/
Advisory Groups, Roundtables, Listening
Sessions

DIGITAL COMMUNICATION
Websites, Social Media,
Press Releases,
Email Blasts,

ON-SITE/IN-COMMUNITY
Pop-up Events, Community
Events, Walk/Roll/Bus
Tours, Site Tours

TOOLS FOR

EQUITABLE
ACCESS

COMMUNITY OUTREACH APPROACH
There is a need now more than ever for innovative, flexible and effective in-person and remote systems of engagement.

KTUA is equipped with powerful “tools for equitable access” to provide meaningful and useful input from communities throughout California. This trend will continue into the future and we have worked to increase our digital toolkit to provide fun, engaging, and far-reaching methods. Our commitment to equal representation and maximizing participation within a community has driven us to explore various techniques to reach all portions of a community.

Creating a forum for discussion, gaining the trust of the stakeholders and sharing information of value with them will result in project success.

An open mind, strong listening skills, and clear, concise information are key to this process. Understanding the best communication tools to encourage participation from our target audience is crucial and these tools from project to project. No matter how much time and budget is allocated to the team to spend time on-site, site users will be more familiar with the project and environment than we are, and we feel that this input is beneficial to develop community supported solutions.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 90 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 33 D | Approach | Community Engagement Strategy
“As a community representative, I have had the pleasure of working with KTUA on two particularly lengthy and sometimes contentious projects. On both projects, the KTUA team has done an outstanding job of taking input from sometimes angry and challenging citizens and distilling it into a comprehensive report or table. Throughout each project, I was repeatedly impressed by their ability to collect and compile masses of data and diverse, often conflicting, opinions into easily understandable charts, tables, diagrams, graphs and conceptual representations that were always made available well in advance of a subsequent public workshop or hearing.

It has long been clear to me that KTUA is not interested solely in doing a job but in doing each job in ways that will most benefit the community or communities of which they themselves are a part.” Judy Swink, Community Representative
» Involve stakeholders early.
» One person, one vote, one voice - don’t
let a few take over.
» Address the issues, especially the
difficult ones.
» Build recommendations from the ground
up and show how decisions were made.
» Utilize a logical and sequential decisionmaking process to gain commitment and identify decisions and actions.
» Listen, process, present with clarity,
adjust and seek alignment.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 91 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 34

KTUA QUALITY CONTROL METHODOLOGY
Principal involvement in our projects ensures that the design integrity is upheld, while the project meets all applicable codes, restrictions, and regulations. KTUA delegates assignments to staff with the necessary experience that meets the project requirements and/or assure that those tasked with the project are trained effectively. KTUA has a written Quality Control Plan with specific procedures that are supervised by the principals (QC manager) to ensure completeness, accuracy, well-coordinated and complete documents, and compliance with applicable regulations, codes, and guidelines.

THE GOALS OF THE QUALITY CONTROL PLAN ENSURE THAT:
• Work products meet and exceed the requirements of the contract scope of work. • Submittals are free of errors, therefore allowing a more thorough review of the content instead of the format of the submittal.
• Subconsultant information is coordinated and reviewed at each submittal phase. • Project requirements and objectives are met while environmental and social resources are protected or enhanced. • Project implementation is cost effective and efficient. • Risk and liability are minimized.

D | Approach | KTUA Cost & Quality Control Methodology
Document
Check
Concept Development
Recommendations/Funding
Stakeholder Input
Stakeholder Requirements
Requirements
Review
Budget &
Schedule Review
Final Submittal Adoption
Environmental Requirements
Stakeholder Input
Client/Agency
Review
Regulatory Agency Requirements
Stakeholder Input
Document
Check
Alternatives
Review
Budget &
Schedule Review
Document
Check
Recommendations
Review
Budget &
Schedule Review
Client/Agency
Review
Client/Agency
Review
Existing Conditions
Planning Analysis
Project Goals, Objectives
Opportunities & Constraints
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 92 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 35 E | Resource Requirements & Fee Schedule
KTUA Baranek RRC Totals
Mike
Singleton
Jacob
Leon
Matt
Wilkins
Alex
Samarin
Marissa
Tietz
Alan
Pennington
Khushboo
Hussain
Kim
Baranek
Chris
Cares
Colin
Cares
Principal
Planner
Project
Manager
Sr. Park
Planner
GIS
Analyst
Park
Planner Principal Associate Principal Principal Analyst $175 $135 $135 $115 $105 $200 $185 $180 $150 $135 Hours TASK 1 | PROJECT ADMINISTRATION

PROJECT ADMINISTRATION & PROGRESS REPORTING

1.1 Project kick-off meeting & site tour with City 8 8 8 24

1.2 Team teleconferences (12) 6 12 6 4 6 34

1.3 Progress reports & scheduling 6 12 18

1.4 Review available documents 1 6 2 2 4 15
Total Hours 21 38 16 0 0 6 10 0 0 0 91
Total Costs $3,675 $5,130 $2,160 $0 $0 $1,200 $1,850 $0 $0 $0 $14,015

PUBLIC ENGAGEMENT AND INFORMATION

1.5 Call to discuss engagement strategy 1 1 2

1.6 Prepare engagement & visioning plan 1 4 5

1.7 Project branding, website and social media
Develop questionnaires 1 4 4 9
Create project website and update monthly 1 6 12 19
Develop project branding 4 8 12
Prepare social media blasts 4 4 8

1.8 Key Stakeholder Interviews (teleconference) 12 12

1.9 Focus Group Meetings (teleconference)
Interest Group 1: City operations/maintenance staff 3 2 5 Interest Group 2: Park user groups 3 2 5
Interest Group 3: Park advocates 3 2 5

1.10 Community workshops
Workshop 1: Vision, opps/constraints, existing conditions 8 8 8 24 Workshop 2: Workshop 1 meetings summary & priorities 8 8 8 24 Workshop 3: Draft recommendations 8 8 8 24

1.11 Summarize engagement efforts 6 4 4 14
Total Hours 2 69 35 6 56 0 0 0 0 0 168
Total Costs $350 $9,315 $4,725 $690 $5,880 $0 $0 $0 $0 $0 $20,960 TASK 2 | RESEARCH AND ANALYSIS

RECREATION AND TRENDS ANALYSIS

2.1 Park and facility inventory
Inventory parks to verify locations, sizes & categories 18 18 36 Summarize amenities based on age demographics 1 4 8 13
Identify amenity standards based on population 1 4 8 13 Summarize quantitative/qualitative ranking of amenities 1 4 8 13

2.2 Park resources assessment
Create population tables using parksheds 2 8 10
Quantify existing park distribution gaps & park inequities 1 2 8 11 Quantify future park distribution gaps & changes for equity 1 2 8 11 Create scoring for schools, non-profit & non-standard parks 1 2 8 11 Map current/future populations with gaps & strategies 2 8 10

2.3 Comparative analysis
Review NRPA standards for trends 2 4 6
Review facilities of similar cities 2 4 6
Compare facilities to national & local trends 4 2 6
Total Hours 6 48 0 40 52 0 0 0 0 0 146
Total Costs $1,050 $6,480 $0 $4,600 $5,460 $0 $0 $0 $0 $0 $17,590

CITY OF MONTCLAIR

PARKS AND RECREATION MASTER PLAN
Matrix
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 93 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 36 E | Resource Requirements & Fee Schedule
KTUA Baranek RRC Totals
Mike
Singleton
Jacob
Leon
Matt
Wilkins
Alex
Samarin
Marissa
Tietz
Alan
Pennington
Khushboo
Hussain
Kim
Baranek
Chris
Cares
Colin
Cares
Principal
Planner
Project
Manager
Sr. Park
Planner
GIS
Analyst
Park
Planner Principal Associate Principal Principal Analyst

CITY OF MONTCLAIR

PARKS AND RECREATION MASTER PLAN
Matrix

ANALYSIS OF PROGRAMS AND SERVICES

2.4 Community and family service program review
Identify recreation program providers 2 4 12 18
Analyze programs, resources, use levels & revenues 2 4 24 30 Identify best practices for recreation services & programs Interview program managers (teleconference) 2 2 6 10

2.5 Community and recreation services
Community needs analysis for underserved population 2 6 20 28 Analysis of services gaps/duplicate services 2 6 20 28
Identify enhanced services through collaboration 2 6 20 28 Total Hours 0 12 0 0 0 28 102 0 0 0 142
Total Costs $0 $1,620 $0 $0 $0 $5,600 $18,870 $0 $0 $0 $26,090

MAINTENANCE AND OPERATIONS EVALUATION

2.6 Maintenance evaluation
Review current maintenance programs 1 2 12 8 23
Review funding mechanisms for park maintenance 1 2 4 12 19

2.7 Operations evaluation
Review current operations for City 1 1 6 24 32
Review funding mechanisms for park operations 1 1 4 12 18 Total Hours 4 0 6 0 0 26 56 0 0 0 92
Total Costs $700 $0 $810 $0 $0 $5,200 $10,360 $0 $0 $0 $17,070

MAPPING UPDATE

2.8 GIS inventory
Prepare park classification & city-wide map 1 4 4 9
Identify LOS acres & amenities for current/future parks 1 2 8 11 Identify the parkshed elements (walk, bike & drive routes) 1 2 8 11 Summarize qualitative ranking of amenities 1 2 8 11
Prepare parkshed maps & determine populations served 1 2 8 11 Total Hours 0 5 12 36 0 0 0 0 0 0 53
Total Costs $0 $675 $1,620 $4,140 $0 $0 $0 $0 $0 $0 $6,435 TASK 3 | RECOMMENDATIONS

GENERAL PLAN AND CEQA REVIEW

3.1 Review park recommendations for General Plan compliance 1 4 2 7

3.2 CEQA review and analysis (initial checklist & strategy only) 2 20 22 Total Hours 3 4 2 0 0 0 0 20 0 0 29
Total Costs $525 $540 $270 $0 $0 $0 $0 $3,700 $0 $0 $5,035

DRAFT RECOMMENDATIONS

3.4 Conceptual vision and CIP recommendations
Prepare project descriptions & infill amenity graphics 1 8 8 12 29 Prepare general planning costs for new parkland 4 4 4 12 Prepare general planning costs for infill amenity projects 1 4 4 4 13

3.5 Recreation, facilities & service action plan
Prepare action plan to enhance park system and programs 1 4 2 2 4 13 Identify areas of need & public interest for new programs 1 4 2 2 4 13 Analyze & assure equitable program distribution 1 4 2 8 2 4 21 Create prioritized list of projects, acquisitions & services 1 4 8 2 4 19

3.6 Recreation & Parks Needs Assessment & CIP Implementation Identify implementation plan for 5-year priority projects 1 2 3 Identify general schedule for 10-year priority projects 1 2 3 Identify long-term vision for 20-year priority projects 1 2 3 Total Hours 9 38 30 8 20 8 16 0 0 0 129
Total Costs $1,575 $5,130 $4,050 $920 $2,100 $1,600 $2,960 $0 $0 $0 $18,335 MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 94 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 37 E | Resource Requirements & Fee Schedule
KTUA Baranek RRC Totals
Mike
Singleton
Jacob
Leon
Matt
Wilkins
Alex
Samarin
Marissa
Tietz
Alan
Pennington
Khushboo
Hussain
Kim
Baranek
Chris
Cares
Colin
Cares
Principal
Planner
Project
Manager
Sr. Park
Planner
GIS
Analyst
Park
Planner Principal Associate Principal Principal Analyst

CITY OF MONTCLAIR

PARKS AND RECREATION MASTER PLAN
Matrix

FINAL COMPREHENSIVE MASTER PLAN

3.7 Presentations to City & Advisory Groups 0
Project team presentations (2) 2 4 2 4 12
Executive & Department staff presentation 4 4 4 4 4 20
Parks & Recreation Commission presentation 4 8 4 16
City Council presentation 4 8 4 16

3.8 Preparation of final document
Draft Recreation Plan 4 24 12 8 24 72
Final Recreation & Plan 3 8 8 4 12 35

3.9 Final submittal
Package all files for final deliverable 2 4 6
Total Hours 19 54 32 12 40 4 4 0 0 0 165
Total Costs $3,325 $7,290 $4,320 $1,380 $4,200 $800 $740 $0 $0 $0 $22,055 Project Total Hours 64 268 133 102 168 72 188 20 0 0 995 Project Total Costs $11,200 $36,180 $17,955 $11,730 $17,640 $14,400 $34,780 $3,700 $0 $0 $147,585 % of Total Hours 6.43% 26.93% 13.37% 10.25% 16.88% 7.24% 18.89% 2.01% 0.00% 0.00% 100.00% PRIMARY SCOPE TOTALS KTUA Baranek RRC Totals
Labor $94,705 $49,180 $3,700 $0 $147,585
Travel & Materials $1,500 $900 $0 $0 $2,400
Total Labor & Materials $96,205 $50,080 $3,700 $0 $149,985 % of Total 64.14% 33.39% 2.47% 0.00% 100%

OPTIONAL TASKS
TASK 4 | FEE ANALYSIS

4.1 Conduct Review of Existing Fees and Cost Recovery Policies 4 4 4 10 22

4.2 Programmatic Full Cost Analysis 4 4 8 16 32

4.3 Benchmarking 2 2 4 32 40

4.4 Draft Analysis 2 4 4 8 12 30

4.5 Final Analysis and Presentation 2 4 4 4 16 30
Total Hours 4 18 18 0 0 28 86 0 0 0 154
Total Costs $700 $2,430 $2,430 $0 $0 $5,600 $15,910 $0 $0 $0 $27,070 TASK 5 | STATISTICALLY VALID SURVEY

5.1 Create survey questions in English and Spanish 1 8 4 6 16 12 47

5.2 Mail postcards & surveys randomly to 4,000 residences 16 28 44

5.3 Post open survey, assist with announcements & distribute 2 2 4 8 8 24

5.4 Document survey findings 1 6 6 4 6 23
Total Hours 2 16 6 0 16 0 0 0 44 54 138
Total Costs $350 $2,160 $810 $0 $1,680 $0 $0 $0 $6,600 $7,290 $18,890 TASK 6 | ENVIRONMENTAL DOCUMENTATION

6.1 Scoping meeting and documentation / staff review & input 2 8 10

6.2 Neg. Dec. programmatic process with traffic / noise / safety / 2 8 10

6.3 Prepare 4 topics of study to determine extent of impacts (if 2 60 62

6.4 Prepare draft, final draft including Notice of Intent for Neg. 2 30 32

6.5 Prepare final Neg. Dec. document 2 10 12
Total Hours 10 0 0 0 0 0 0 116 0 0 126
Total Costs $1,750 $0 $0 $0 $0 $0 $0 $21,460 $0 $0 $23,210 Project Total Hours 16 34 24 0 16 28 86 116 44 54 418
Project Total Costs $2,800 $4,590 $3,240 $0 $1,680 $5,600 $15,910 $21,460 $6,600 $7,290 $69,170 % of Total Hours 3.83% 8.13% 5.74% 0.00% 3.83% 6.70% 20.57% 27.75% 10.53% 12.92% 100.00% OPTIONAL SCOPE TOTALS KTUA Baranek RRC Totals
Labor $12,310 $21,510 $21,460 $13,890 $47,710
Travel & Materials $500 $0 $0 $0 $500
Total Labor & Materials $12,810 $21,510 $21,460 $13,890 $48,210 % of Total 26.57% 44.62% 44.51% 28.81% 100%
PRIMARY + OPTIONAL SCOPE TOTALS KTUA Baranek RRC Totals Labor $107,015 $70,690 $25,160 $13,890 $191,595
Travel & Materials $2,000 $900 $0 $0 $2,900
Total Labor & Materials $109,015 $71,590 $25,160 $13,890 $194,495 % of Total 56.05% 36.81% 12.94% 7.14% 100%
Matrix
Matrix
Matrix
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 95 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 38 F | Exhibit D Professional Services Agreement

RFP – Parks Master Plan
January 10, 2022

CITY OF MONTCLAIR CONSULTANT
By: By:

Javier John Dutrey, Mayor Name and title
Attest:

By:

Andrea M. Myrick, City Clerk
Approved as to Form:

By:

Diane E. Robbins, City Attorney
Michael Singleton, Principal
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 96 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 39 G | InsuranceInsurance Certificate

SHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED BEFORE

THE EXPIRATION DATE THEREOF, NOTICE WILL BE DELIVERED IN ACCORDANCE WITH THE POLICY PROVISIONS.

INSURER(S) AFFORDING COVERAGE
INSURER F :

INSURER E :

INSURER D :

INSURER C :

INSURER B :

INSURER A :

NAIC #
NAME:

CONTACT
(A/C, No):

FAX
E-MAIL
ADDRESS:

PRODUCER
(A/C, No, Ext):

PHONE

INSURED
COVERAGES CERTIFICATE NUMBER: REVISION NUMBER:

IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy(ies) must have ADDITIONAL INSURED provisions or be endorsed.

If SUBROGATION IS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement(s).

THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER. THIS

CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER(S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.

OTHER:
(Per accident)
(Ea accident)
$
$
N / A
SUBR
WVD
ADDL
INSD

THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS

CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS. $
$
$
$ PROPERTY DAMAGE
BODILY INJURY (Per accident)
BODILY INJURY (Per person)

COMBINED SINGLE LIMIT

AUTOS ONLY

AUTOS ONLY AUTOS

NON-OWNED

OWNED SCHEDULED

ANY AUTO

AUTOMOBILE LIABILITY
Y / N

WORKERS COMPENSATION

AND EMPLOYERS' LIABILITY
OFFICER/MEMBER EXCLUDED?
(Mandatory in NH)
DESCRIPTION OF OPERATIONS below
If yes, describe under

ANY PROPRIETOR/PARTNER/EXECUTIVE
$
$
$
E.L. DISEASE - POLICY LIMIT
E.L. DISEASE - EA EMPLOYEE
E.L. EACH ACCIDENT
ER

OTH- STATUTEPER
(MM/DD/YYYY) LIMITS POLICY EXP (MM/DD/YYYY)

POLICY EFF LTR TYPE OF INSURANCE POLICY NUMBER INSR
DESCRIPTION OF OPERATIONS / LOCATIONS / VEHICLES (ACORD 101, Additional Remarks Schedule, may be attached if more space is required)

EXCESS LIAB
UMBRELLA LIAB EACH OCCURRENCE $
AGGREGATE $
$
OCCUR

CLAIMS-MADE
DED RETENTION $
PRODUCTS - COMP/OP AGG $
GENERAL AGGREGATE $
PERSONAL & ADV INJURY $
MED EXP (Any one person) $
EACH OCCURRENCE $

DAMAGE TO RENTED
PREMISES (Ea occurrence) $

COMMERCIAL GENERAL LIABILITY

CLAIMS-MADE OCCUR
GEN'L AGGREGATE LIMIT APPLIES PER:

POLICY PROJECT LOC

CERTIFICATE OF LIABILITY INSURANCE DATE (MM/DD/YYYY)

CANCELLATION

AUTHORIZED REPRESENTATIVE
ACORD 25 (2016/03)
© 1988-2015 ACORD CORPORATION. All rights reserved.

CERTIFICATE HOLDER
The ACORD name and logo are registered marks of ACORD
HIRED

AUTOS ONLY
9/1/2021
Cavignac
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San Diego CA 92101
Certificate Department
619-744-0574 619-234-8601
[email protected]
Travelers Indemnity Co of Conn 25682
KTU&APL-01 Travelers Property Casualty Company of America 25674 KTU+A Planning & Landscape Architecture
3916 Normal Street
San Diego, CA 92103
Berkley Insurance Company 32603
Property & Casualty Ins. Co. of Hartford 34690
1798945894
B X 1,000,000
X 1,000,000
10,000
1,000,000
2,000,000
X X X
6801H979452 9/1/2021 9/1/2022
2,000,000
A 1,000,000
X X
X NoOwnedAutos
BA2S035976 9/1/2021 9/1/2022
B X 4,000,000
X
CUP1C934653 9/1/2021 9/1/2022
4,000,000
X 0
D 72WEGGG6436 9/1/2021 9/1/2022 X
1,000,000
1,000,000
1,000,000
C
B
Professional Liability
Business Personal Property
AEC904730306
6801H979452
9/1/2021
9/1/2021
9/1/2022
9/1/2022
Ea Claim/Aggreg
Limit
$5,000,000
$600,000
For Informational Purposes Only.

Specimen Certificate
Statement Certifying Insurance Coverage: KTU&A certifies that the required insurance coverage will be obtained.

KTU&A understands said coverage is prerequisite for entering into an agreement with the City.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 97 of 158 CITY OF MONTCLAIR | Parks & Recreation Master Plan | 40 PROJECT City of Ontario Parks Master Plan
AGENCY City of Ontario, 303 East B Street, Ontario, California 91764 CONTACT NAME Nicholas Gonzalez
EMAIL [email protected]
CONTACT PHONE 909-395-2065
DATES OF SERVICE Completed 2021
KTUA KEY STAFF Mike Singleton, Matt Wilkins, Jacob Leon, Alex Samarin, Chris Stebbins PROJECT City of Montebello Park Master Plan
AGENCY City of Montebello, 1700 W Victoria Ave., Montebello, CA 90640 CONTACT NAME Laurie Aguilar
EMAIL [email protected]
CONTACT PHONE 323-887-1200 x374
DATES OF SERVICE Completed 2021; $383,709
KTUA KEY STAFF Mike Singleton, Matt Wilkins, Jacob Leon PROJECT City of Placentia Open Spaces and Urban Greening Plan AGENCY City of Placentia, 401 E Chapman Ave., Placentia, CA 92870 CONTACT NAME Veronica Ortiz
EMAIL [email protected]
CONTACT PHONE 714-993-8222
DATES OF SERVICE Completed 2020
KTUA KEY STAFF Joe Punsalan, Brooke Whalen, Mike Singleton, Jacob Leon, Alex Samarin H | References References
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 98 of 158

CITY OF MONTCLAIR

REQUEST FOR PROPOSALS FOR

PARKS & RECREATION

MASTER PLAN
Proposal due date: January 18, 2022 at 3:00 p.m.

EXHIBIT B
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 99 of 158

RFP – Parks Master Plan
March 1, 2022

INTRODUCTION
Incorporated on April 25, 1956, the City of Montclair (City) is located at the west end of San Bernardino County, approximately 33 miles directly east of Los Angeles and approximately 30 miles west of the San Bernardino Civic Center and County seat. The western boundary of the City is contiguous with the Los Angeles County line. Adjacent to Montclair are the cities of Claremont and Pomona to the west and located in Los Angeles County, the City of Upland to the north, the City of Ontario to the east, and the City of Chino to the south.

Regional access to the City is primarily provided by Interstate 10 which passes across the northern half of the City. Based on Department of Finance data, the current population of Montclair is 37,780.

Montclair is the main gateway community to Southern California’s Inland Empire, a fast growing region located at the west end of San Bernardino County. Primary access to the City is via Interstate 10, which connects residents to destinations in Los Angeles, Orange, San Bernardino, and Riverside counties. Residents also have easy access to existing and developing alternative means of transit that include the Metrolink railway, the expected arrival of the Metro Gold Line light rail system, and nearby local and regional airports.

The City desires to assess how existing parks and recreation are performing or underperforming and to reimagine some of the underperforming assets. The goal of the City is to create a seamless, sustainable system of parks, recreation and open spaces that offers multiple social, environmental, and economic benefits. The Parks and Recreation Master Plan should create environments that incorporate physical activity that support health, wellness, and social connections, and provide children and adults a range of high-quality recreational opportunities.

BACKGROUND
Montclair currently has 49.3 acres for park and recreational use in the City. There are 16 parks in Montclair, one of which is currently undeveloped and is located within the unincorporated area of San Bernardino County. Several other park facilities are leased from the Ontario-Montclair School District or the Chino Basin Water Conservation District (CBWCD) for use by the City. Exhibit A shows a list of parks and facilities, Exhibit B shows a list of School Open Space and Recreational Facilities that will not be modified as part of the Master Plan but are part of the inventory of leased park facilities in the City. Location of all park facilities are shown on Exhibit C.

Montclair’s parks are well loved but there is room for improvement. For example, many of Montclair’s parks are separated from the surrounding neighborhoods by walls and have limited ingress/egress points. Program amenities at parks include ball fields, basketball MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 100 of 158

RFP – Parks Master Plan
March 1, 2022

courts, a skate park, and playgrounds. Several of the city’s parks have no hard programming or amenities that facilitate recreational programming and simply provide open green space as described below:

Alma Hofman Park (5201 Benito Street - 4.95 acres)
This park contains a playground, a zero-depth water feature Splash Pad that is open during the summer, two lighted tennis courts, a lighted skate park, a lighted basketball court, and restrooms. Parking is available via a surface lot adjacent to Benito Street. The park is accessed via the surface lot, or via a pedestrian linkage with City Hall. The park is located 1.5 blocks from Central Avenue and is immediately adjacent to Montclair City Hall, Public Library, Recreation Center, and other city offices. It is less than ¼ mile from the bike network on Orchard Street.

The park amenities are in fair condition, and the splash pad and playground are well used, especially during the summer months. The remaining open space of the park is sparsely planted with trees and has limited shade. A gazebo provides limited seating and a shade structure. The cinder block walls separating the park from the adjacent residential neighborhoods create a feeling of isolation, preventing neighbors from practicing natural surveillance of their neighborhood park. Picnic benches are currently located towards the back of the park, distant from the parking lot and playground areas, and are not convenient to other amenities. There are no trees in the parking lot -- there is an opportunity to add planting at the park entrance to create a welcoming feel, while being mindful of keeping sight lines open. Additional tree plantings may be considered within appropriate distance from the playground and splash pad.

Essex Park (4295 Howard Street - 4.4 acres)
This park contains a single, un-lighted baseball field and snack bar facility. Parking is available via a surface parking lot with entrance on Essex Street. The park is located immediately adjacent to Ramona Elementary School, connected to the park via a playground, and less than one mile from the San Antonio Creek Channel, a proposed regional trail.

There is an opportunity to improve the park’s appeal with the addition of amenities to the perimeter green space. These amenities could include a perimeter walking path with fitness equipment, children’s play area, and picnic areas for example. The addition of night lighting would encourage evening hour usage of the park. Unlike some other parks in the City, Essex Park is not walled off from the surrounding residential area, permitting good visibility and connection to the surrounding residential area. This concept known as ‘eyes on the street’ or ‘natural surveillance’ is an important element of deterring crime in public spaces.

Golden Girls Park (formerly Vernon Park) (9762 Benson Avenue, OMSD property -

1.87 acres)
This park contains a single softball field and amenities, a snack bar facility, and restroom.

It is used during weekdays by the adjacent Buena Vista Arts Magnet School, and there is a joint use agreement with the City for league softball games. There is a community desire MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 101 of 158

RFP – Parks Master Plan
March 1, 2022

to upgrade the snack bar so that it can serve hot food during events and league games.

The snack bar is owned by the school district.

Kingsley Park (5575 Kingsley Street - 3.0 acres)
This park contains a single baseball field, and snack bar facility. There is a turf grass area with shade trees and a surface parking lot located along Kingsley Street. The park is located immediately adjacent to Kingsley Elementary School and less than ¼ mile from Holt Boulevard and Benson Avenue, a future proposed bikeway. This park is leased to the City under a joint use agreement.

There is an opportunity to improve the park’s appeal with improvements to the existing diamond sports facility, as well as adding amenities to the open turf area adjacent to the parking lot. These amenities could include a children's play area, picnic areas, and shade trees.

MacArthur Park (5450 Deodar Street - 2.64 acres)
This park contains a batting cage, playground with engineered wood fiber. There are picnic tables and parking is available in a surface lot accessed via Deodar Street. Access is only via the Deodar Street entrance. The park is located in a residential neighborhood immediately adjacent to the I-10 Freeway which borders the park to the north. MacArthur park is walled on three sides which creates a feeling of disconnect from the surrounding neighborhood and prohibits any meaningful level of natural surveillance, or “eyes on the street” from occurring.

There is an opportunity to increase the park’s appeal by adding amenities such as a perimeter walking trail with fitness stations, and shade trees or canopies adjacent to the playground. Additional ways of connecting the park to the local neighborhood should be explored. In 2019, over 300 volunteers came together to build a new playground and paint a mural on the park walls.

Mini Park #1 (9120 Monte Vista Avenue - 0.28 acres)
This park contains two picnic tables and two large shade trees. There is no dedicated parking or restroom. A bus stop shelter is located adjacent to the park on Monte Vista Avenue. This park is located directly on Monte Vista Avenue and is not walled off from the surrounding residential neighborhood -- the park has natural surveillance.

There is an opportunity to increase the appeal of this park by adding amenities such as a small fitness station loop and additional picnic areas with shade trees. The park is located within a ¼ mile of Moreno Elementary School and the San Antonio Creek Channel, a proposed future regional trail.

Mini Park #2 (4682 Highland St. - 0.07 acres)
This is Montclair’s smallest park, and has no amenities aside from landscape. There is no dedicated parking or restroom, and it is surrounded by fencing from the adjacent MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 102 of 158

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March 1, 2022

private property. The appeal of this small neighborhood park could be enhanced by adding a picnic area, and could be considered as a community garden space.

Moreno Vista Park (4675 Moreno Street - 3.4 acres)
This park contains no amenities aside from landscaping. Parking is located in a small surface lot accessed via Moreno Street, and the park is located immediately adjacent to the San Antonio Creek Channel, a proposed regional trail. The park is separated from the surrounding residential area on three sides by cinder block walls.

The appeal of this park could be enhanced by adding amenities such as a perimeter walking trail, a children's playground, and picnic areas. The existing tennis courts can be repaired and reopened to the public or removed and replaced with other amenities that may prove more popular. The tennis courts are sited on top of a reservoir owned by Monte Vista Water District, which would require coordination and approval of any improvements.

There is an opportunity for this park to become a destination with the future development of the San Antonio Creek Channel trail. The park could also be enhanced by the inclusion of the detention basin directly across the San Antonio Creek Channel which could provide additional opportunities for active and passive recreation.

Saratoga Park (5397 Kingsley Street - 11.7 acres)
The largest park in Montclair, amenities include a playground, four baseball fields, a snack bar, basketball court, picnic areas, and two surface parking lots located on Kingsley Street and Vernon Avenue respectively. The park is located near Kingsley Park and Kingsley Elementary School. This park has the potential to incorporate a sports field, as it has a large grassy area.

There are nice clusters of mature shade trees, and more could be added to the northern half of the park where a large expanse of open turf exists. A wrought iron and cinder block fence currently separates the park from the adjacent apartment complex on the east side.

As this fence is frequently cut to gain access, a more permanent gateway or set of gateways leading from the complex to the park should be explored. There is an opportunity to increase this park’s appeal with the addition of a walking path and more shaded seating opportunities.

Sunrise Park (5616 Princeton Street - 2.34 acres)
A small neighborhood park with a playground and picnic table area, parking is available in a surface parking lot accessed via Princeton Street. This is the park’s only entrance.

The park is located with easy access to Benson Avenue and San Bernardino Street, both proposed bikeways.

The park has visibility and access issues. It is separated on three sides from the surrounding residential area by cinder block walls, and the access point via an alley at the northeast corner has been closed. This has created a feeling of isolation and a lack of perceived safety in the park. An adjacent city owned parcel exists to the south. There is an opportunity to increase the park’s connectivity by incorporating the city owned parcel into the park and creating an additional neighborhood entrance here. The park’s appeal MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 103 of 158

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March 1, 2022

could be improved with the addition of amenities such as a perimeter walking path with fitness stations, more shade trees, and additional seating areas.

Sunset Park (4351 Orchard Street - 7.3 acres)
This park’s amenities include a playground, pickle ball court, and one surface parking lot accessed via Orchard Street, which has a fruit park and newly added benches. The park is located immediately adjacent to the San Antonio Creek Channel, a proposed regional trail, and to Lehigh Elementary School. Orchard Street to the north is a proposed bikeway.

Access to this park via walking and biking can be vastly improved by implementing the proposed Orchard Street bike facility and the San Antonio Creek Channel. An opportunity exists to enhance the appeal of this park with the addition of amenities such as a perimeter walking trail with fitness stations, picnic areas, and sports courts. The school district leases approximately 20,000 square feet of the park space from the City.

Wilderness Basin Park (4594 San Bernardino Street - 4.32 acres) This park is operated by Chino Basin Water Conservation District (CBWCD) and is one of Montclair’s newer parks. Park amenities includes special installations such as a demonstration garden and planting areas, a walking path, fitness equipment, picnic area, restrooms, and a surface parking lot accessed via San Bernardino Street. The parking lot includes permeable paving. The park is located immediately adjacent to the San Antonio Creek Channel, a proposed regional trail, and San Bernardino Street, a proposed bikeway. This location makes the park a potential future destination or a stopping point on the regional bike network. The City leases approximately 3.3 acres of the park from the CBWCD.

Paseos Park (4914 Olive Street - 0.77 acres)
This is a linear park space with a terraced landscape and seating areas, pedestrian-scale lighting, and educational signage. It doubles as a stormwater capture feature of the residential development. This is Montclair’s newest park and its high-design aesthetic makes it a community favorite.

Reeder Ranch (4405 Holt Boulevard - 1.57 acres)
Reeder Ranch is a historic orchard and homestead site that the City recently acquired. It is located adjacent to a 1.57 acre city-owned parcel and is planned to be developed in the future as a park and an interpretive center for Reeder Ranch. In 2020, the City was awarded a $5.1 million grant to build a new “Reeder Ranch Park.” This park will include a new 2,500 square feet recreation center with indoor/ outdoor stage, natural playground with shade, walking trails, fitness stations, picnic tables with shade structure, public art, and a parking lot with lighting and landscaping throughout the park. The Park will be built next to the Reeder Ranch House. The Park will include a community/Recreation Center for convenient access for future recreational opportunities with the Ranch.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 104 of 158

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March 1, 2022

Freedom Plaza
In 1993, the Montclair Community Action Committee dedicated Freedom Plaza to honor Montclair residents who had participated in Operation Desert Storm. The circular plaza consist of a central sculpture surrounded by a perimeter seating ledge. The central sculpture designed by Janet Tuck and Geraldine Waldman is a bronze ridged wheel with raised doves in circular flight sitting atop a granite textured base. This small park is located on Monte Vista Avenue on the south side of the I-10 Freeway.

Vernon Lot
This undeveloped lot is located near Mission School outside the southwest City limits.

Semi-Public Recreation Areas
Several public schools in Montclair have school yards and playgrounds. While they are not open to the public, they are accessible by students for after school programs/activities as described below:

 Moreno Elementary School - contains two playgrounds, basketball courts, and blacktop courts, as well as an open lawn.
 Serrano Middle School - contains soccer fields, basketball and tennis courts.  Montclair High School - contains two baseball diamonds, softball diamond, football field, basketball courts, soccer field, and tennis courts.  Monte Vista Elementary School - contains four playgrounds, open lawn, basketball, and blacktop sports courts.
 Lehigh Elementary School - contains a playground, basketball courts, blacktop courts, and is adjacent to Sunset Park.
 Ramona Elementary School - adjacent to Essex Park, contains two playgrounds, basketball, and sport courts, as well as an open lawn.
 Howard Elementary School - contains an open lawn, diamond sports, blacktop sports courts, and soccer fields.
 Kingsley Elementary School - adjacent to Kingsley Park and contains basketball and blacktop sports courts, and a playground, as well as open lawn space.

Recreation Programs
Montclair Youth Center
The Youth Center is located next to the Alma Hofman Park which includes a splash pad used during summer months. The Youth Center provides middle school and high school aged youth with a safe, welcoming environment. The facility was designed to inspire a feeling of “openness” among the community’s youth. The Youth Center includes a game area, study room, cyber café, and assembly room. The City of Montclair Recreation Staff host a variety of new, fun events every month for over 150 registered participants. The Youth Center also hosts the Summer Program that includes a variety of activities and field trips. Other active programs includes sports activities for both youth and adults including basketball and volleyball. Staff in the Youth Center also work with local sports leagues such as Little League, Soccer, and Softball programs.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 105 of 158

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March 1, 2022

Montclair After School Program
In partnership with the Ontario-Montclair School District, the Montclair After-School Program (MAP) operates at eleven school sites in Montclair, Monday-Friday, beginning after school, and ending at 6:00 p.m. daily. Over 1,000 students participate in academic assistance, sports activities, and enrichment programs. Enrichment includes California Common Core based activities that complement the school day curriculum topics such as science, technology, engineering, arts, math, reading and social studies. The program also provides a full meal to every student daily. MAP’s goals are to provide a safe place after school for children and to find creative ways to make learning fun.

Montclair Recreation Center
The Recreation Center is located within the Montclair Civic Center, South of the Library and Community Center. The Recreation Center is home to a newly remodeled low-cost weight room, open five days per week from 7:30 am-9:30 pm. This weight room includes treadmills, elliptical, bikes, and weights. In addition, the Recreation Center includes three racquetball courts available for reservations and meeting rooms for a variety of recreation classes including karate, gymnastics, and dance to name a few.

Montclair Senior Center
The goal of the Montclair Senior Citizens program is to implement educational, social, recreational, and support programs for older adults, with a focus on those in the greatest economic and social need, so they can successfully age in place. Program highlights include daily elderly nutrition lunch program, Golden Express Senior Transportation, Montclair Walkers (a senior walking club), a variety of educational workshops, special events, active trips and food demonstrations. The Montclair Senior Center includes a multi-purpose room, a coffee bar, a commercial kitchen, an outdoor patio with barbecues, numerous outdoor areas with fountains and a fireplace, and staff offices.

Montclair Walking Program
For over thirty years, the City of Montclair has led a walking group targeting seniors at Montclair Place. Meeting three times weekly, the group walks for 45 minutes to one hour around the mall. Participants who walk over 100 miles are rewarded with a 100-mile tshirt. This is a very well attended program with consistently over 100 people in attendance. Once a month meetings are held to promote information about staying healthy and active. In addition, Healthy Montclair began a walking group that meets in the morning one day per week. The goal of this group is to not only encourage physical activity but to also provide health education on a monthly basis.

MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 106 of 158

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March 1, 2022

SCOPE OF WORK
The City of Montclair is seeking for a qualified consultant firms to provide professional services to develop a Parks and Recreation Master Plan. The comprehensive master plan shall include the following basic components:

Project Administration

a. Public Engagement & Information
The consultant will develop a public involvement strategy and methodologies to encourage citizen participation in the decision-making process, ensure that all interested stakeholders are aware of participation opportunities and make sure that the final recommendations are consistent with community needs and desires. The consultant should be prepared to provide a menu of options to meet these goals which may include:
 Interviews with key stakeholders to identify significant issues;  Focus Groups with various representatives of various special interests;  Meetings with public agencies involved in parks, open space, and recreation; or
 Community Workshops that include displays, graphics, etc. to facilitate discussions.

The consultant will work with City staff to comply with public meeting notification requirements and will be responsible for preparing a public information program inclusive of producing materials to help inform the public about the master plan process, progress, key recommendations and findings.
b. Progress Reporting
 The consultant and the Project Manager shall hold progress meetings as often as necessary, but in no case less than once every two weeks (teleconferencing is acceptable) until the final plan is approved by the City Council for the purpose of progress reporting.
 The consultant shall supply the Project Manager with at least one (1) copy of all completed or partially completed reports, studies, forecasts, maps or plans as deemed necessary by the Project Manager at least three (3) working days before each progress meeting.
 The Project Manager shall schedule the meetings, as necessary, at key times during the development of the master plan.
c. Deliverables
MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 107 of 158

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March 1, 2022

The consultant shall be responsible for providing master copies in a full color, editable digital format for each report throughout the Parks and Recreation Master Plan project. File formats for public posting must be compatible with the City’s website.

Research & Analysis
a. Park and Facility Inventory
The consultant will gather an inventory of the City’s parks and open space system, including individual parks, natural areas, trails, and individual recreation facilities, including joint-use developments with school districts or other resources within the City’s jurisdiction, regardless of direct management or ownership by the City. The analysis should consider the capacity of each amenity found within the system (playgrounds, ball fields, trails, natural areas, special facilities, etc.) as well as functionality, accessibility, condition, comfort, convenience and useful life. Visits to the City’s parks and recreation sites and facilities will be required for the purpose of developing a set of prioritized recommendations for maintenance and renovation of existing parks, trails, and recreation facilities.
b. Analysis of Programs and Services
The consultant shall provide an inventory and evaluation of existing recreation programs provided by the City and by other area providers. The consultant shall identify any unnecessary duplication of services and provide recommendations for minimizing such duplications or enhancing services through collaborative partnerships, when appropriate. The consultant shall provide a comparison of the City’s level of service with those of comparable regional cities. c. Maintenance & Operations Evaluation
The consultant shall prepare an evaluation of the funding, staffing, and management issues involved with the maintenance and operations of the City’s parks and recreation system.
d. Mapping Update
The consultant shall provide mapping services to support the master plan development, including mapping existing facilities, service areas, underserved areas, master plan recommendations, existing and proposed park and open space system classifications, planning areas, natural resources and other resource maps that may be needed to present information to the public for decision-making and communication purposes.

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Recommendations
a. Compliance with General Plan and California Environmental Quality Act (CEQA)
The consultant will be required to ensure that the Parks and Recreation Master Plan complies with the City’s General Plan. The consultant shall be required to complete all CEQA related requirements for necessary environmental review and clearance prior to final review by the Parks and Recreation Commission and the City Council.
b. Draft Recommendations
The consultant shall prepare draft recommendations for parks and recreation facilities, recreation programs, and operations and maintenance systems for review by the public, the project team, and the Parks and Recreation Commission. The consultant shall attend a Parks and Recreation Commission meeting to present the draft report and shall provide all materials for review during the meeting. Consultant shall be responsible for completing all updates and modifications that result from the review of the draft Parks and Recreation Master Plan by the Parks and Recreation Commission.

c. Final Comprehensive Master Plan
The consultant shall prepare a draft Comprehensive Master Plan document for review and editing by the project team, and for public review. Based on the recommended revisions, the consultant will provide a final Parks and Recreation Master Plan, including models and display material for any recommended future facilities. The consultant will also be required to assist with preparing the associated draft staff reports and to attend City Council meetings to present plan findings and recommendations.

The Comprehensive Master Plan must include:
 Written goals, targets, objectives and policy statements that articulate a clear vision that can be used as a “road map” to guide parks and recreation services.
 A summary of existing conditions, inventories and level of service analysis, inclusive of identifying any areas of shortfall as compared to average standards (regional, state, national, etc.).
 An implementation plan that includes:
o Strategies, priorities and an analysis of the budgetary support necessary for the short term, mid-term and long-term sustainability and planned growth of the overall parks and recreation system; MONTCLAIR CITY COUNCIL MEETING – 03/07/2022 Page 109 of 158

RFP – Parks Master Plan
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o An analysis of park land deficiencies to determine additional land required for recreation, open space, trails, etc. including maintenance and administration of future facilities; and /or o Recommendations for operations, staffing, maintenance, capital repair and replacement plan, development of programming and funding needs, inclusive of alternate funding mechanisms for consideration.
 Supporting charts, graphs, maps and other data as needed to support the plan and its presentation.

Optional Scope - Fee Analysis
The City is requesting a separate quote for potential inclusion with the 2022 Parks and Recreation Master Plan to review the City’s fee philosophy through benchmarking best practices in comparable cities and communities. This quote will be considered separately and will not affect the final price total of the 2022 Parks and Recreation Master Plan development scope of work. The City may choose not to contract for this work. However, if the City chooses to engage the selected consultant’s quote, the quoted amount will be included in the final Agreement for the development of the 2022 Parks and Recreation Master Plan.

PROPOSAL FORMAT AND CONTENT
Consultants shall limit their proposal to 25 pages, excluding cover and resumes. The proposal shall provide all the information requested in this RFP. The Consultant’s proposal shall contain the following information and shall be organized as follows:
a. Project Team
An organizational chart indicating principals and key project team members with an indication of their involvement in the project. Also provide resumes of the key personnel involved with this project including personnel from sub-Consultants. For the project engineer/architect and project manager, include information for three (maximum) recent projects on his/her record of completion compared to the original project schedule.
b. Firm’s Experience
List a maximum of three (3) projects of similar size and scope that the firm has performed professional services for other public agencies. For each project, provide the following information: location, owner, project manager, etc. If any portion of the project is sub-contracted, provide similar information for a maximum of three projects. c. Project Scheduling
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Provide a schedule identifying milestones for the major tasks in the development of the master plan, beginning with the Notice to Proceed.
d. Resource Requirements
Provide a man-hour and fee estimate for the proposed scope of work. Please state all assumptions upon which the estimates are based.
e. Fee Schedule
The fee proposal shall include a not-to-exceed (NTE) figure and hourly billing rates for typical staff classifications and cost breakdown per task. These rates will be used to negotiate any additional work the City may request. All assumptions upon which the costs are based shall be stated.

Agreement
Exhibit D is a copy of the City’s professional services agreement. A copy shall be completed and signed as part of the proposal package. Completion of this agreement will be your statement that all terms and conditions are acceptable. This completed agreement made part of the proposal is by no means to be interpreted as acceptance by the City or notice to proceed.

Insurance
Proof of insurance requirements addressed in the professional services agreement of this Request for Proposal shall be submitted by the selected Consultant upon execution of the original contract for submittal to the City Council.

All proposers shall submit a “Statement Certifying Insurance Coverage” certifying that the required insurance coverage will be obtained by the Consultant, and that the Consultant understands said coverage is prerequisite for entering into an agreement with the City. The Consultant is required to confirm with its insurance carrier that it can meet all the requirements for insurance. Failure to meet the insurance regulations as set forth shall result in the Consultant’s disqualification.

References
List of three (3) references for similar projects must be provided. Include contact person, address, and telephone number.

Consulting Services Agreement
Statement certifying that you agree to the City’s Consulting Services Agreement terms and conditions. Any proposed edits to the agreement shall be submitted with the proposal for staff’s review and consideration.

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SUBMITTAL OF PROPOSAL
Consultants interested in responding to this Request for Proposal shall submit a proposal by 3:00 p.m. on January 18, 2022. The proposal shall be organized as described in the “Proposal Format and Contents.” Any proposals received after 3:00pm on January 18, 2022 will be returned unopened.

Five (5) sets of proposals and one (1) electronic copy in PDF format on a flash drive or CD of the proposal shall be presented in one (1) sealed envelope. Envelopes bearing the name, address and telephone number of individual or entity submitting the proposal and shall be addressed to:

Monica Heredia, P.E.

Public Works Director/City Engineer
City of Montclair
5111 Benito Street
Montclair, CA 91763
Envelope for proposals shall be clearly marked with the notation: “DO NOT OPENPROPOSAL FOR PARKS AND RECREATION MASTER PLAN”

SELECTION PROCEDURES
The proposals received by the submission date will be evaluated on the basis of their responsiveness to this RFP. The City of Montclair reserves the right to establish, add, delete, or modify criteria by which the proposals will be evaluated and to weigh the criteria according to the City’s priorities.

Criteria for the evaluation of the proposals may include, but need not be limited to the following:
• Consultant’s demonstrated understanding of the scope of work. • Completeness of proposal.
• Firm's track records and key project team members’ experiences and record in performing similar work.
• Timeliness in accomplishing work assignments for projects in the agreed work. • The resources required to perform the requested services and fee proposal • The consultant’s comments on the professional services agreement or exceptions.
• References
Those contractors considered most responsive to this RFP may be requested to attend at least one interview with the City. The City may determine that a selection can be made without conducting interviews. The tentative time for the interview is the week of February 7, 2022, subject to scheduling.

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RIGHT TO REJECT ALL PROPOSALS
The City reserves the right to reduce or revise elements of the scope of work prior to the award of any Contract. Furthermore, the City reserves the right to reject any or all proposals submitted and no representation is made hereby that any Contract will be awarded pursuant to this Request for Proposal, or otherwise. All costs incurred in the preparation of the proposal, in the submission of additional information and/or in any other aspect of a proposal prior to the award of a written contract will be borne by the proposer.

The City will provide only the staff assistance and documentation specifically referred to herein and will not be responsible for any other cost or obligation of any kind which may be incurred by a proposer. All proposals submitted to the City in response to this Request for Proposal shall become the property of the City.

QUESTIONS
For any questions regarding this Request for Proposal, please contact Monica Heredia, Public Works Director/City Engineer at (909) 625-9441 or [email protected] Enclosures: Exhibit A – List of Parks & Facilities
Exhibit B – List of School Open Space and Recreational Facilities Exhibit C – Location of Facilities
Exhibit D – Consulting Services Agreement

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Exhibit A
List of Parks and Facilities
Park Name Size
(Acres)
Description Facilities
1 Alma Hofman
Park

4.95 The park amenities are in fair condition, and the
splash pad and playground are well used during the
Summer months. A gazebo provides limited seating
and a shade structure. Picnic benches are located
towards the back of the park.

A playground area, a zero‐depth water
Splash Pad, two lighted tennis courts, a
lighted skate park, a lighted basketball
court, and restrooms. Parking and access
is available via a surface lot adjacent to
Benito Street.
2 Essex Park 4.4 The park is located adjacent to Ramona Elementary School, connected via a playground, and less than
one mile from the San Antonio Creek Channel, a
proposed regional trail.

A single, un‐lighted baseball field and
snack bar facility. Parking is available via a
surface parking lot with entrance on Essex
Street.
3 Golden Girls
Park (Vernon
Park)

1.87 This park is used during weekdays by the adjacent
Buena Vista Arts Magnet School.  There is a joint use
agreement with the City for league softball games.

Two softball fields and amenities including
a snack bar facility and restroom are
inside gated fence.  Parking is available at
the school lot or street parking.
4 Kingsley Park 3 This leased park area is located immediately adjacent to Kingsley Elementary School west of
Benson Avenue (a future proposed bikeway).

A single baseball field, and snack bar
facility. There is a turf grass area with
shade trees and a surface parking lot
located along Kingsley Street.
5 MacArthur
Park

2.64 Access is only via the Deodar Street entrance. The park is located in a residential neighborhood
immediately adjacent to the I‐10 Freeway, which
borders the park to the north.

This park contains a fence backstop,
playground with engineered wood fiber.

There are picnic tables and parking is
available in a surface lot accessed via
Deodar Street.
6 Mini Park #1 .28 The park is located within a ¼ mile of Moreno Elementary School and the San Antonio Creek
Channel.

Two picnic tables and two large shade
trees. A bus stop shelter is located
adjacent to the park. On street parking
available.
7 Mini Park #2 .07 The park site is defined on two sides by property fences.

Landscaping and a large shade tree, no
amenities. On street parking available.
8 Moreno Vista
Park

3.4 The park is located immediately adjacent to the San Antonio Creek Channel, a proposed regional trail.

Landscaping, no amenities. Parking is
located in a small surface lot accessed via
Moreno Street.
9 Saratoga Park 11.7 The park is located on the south side of Kingsley Street  east of Kingsley Elementary School near
Benson and Central Avenue.

A playground, four lighted baseball fields
with bleachers and two batting cages, a
snack bar, basketball court, picnic areas,
and two surface parking lots (one off
Kingsley St. and the other of Vernon Ave).

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10 Sunrise Park 2.34 Park is only accessible via Princeton Street. A playground, picnic table area, and parking lot.
11 Sunset Park 7.3 The park is located adjacent to the San Antonio Creek Channel and to Lehigh Elementary School.

A playground, pickle ball court, a fruit
park, benches, and parking lot.
12 Wilderness
Basin Park

4.32 The park is located immediately adjacent to the San Antonio Creek Channel and Waterwise Community
Center
Demonstration garden and planting areas,
a walking path, fitness equipment, picnic
area, restrooms, and a parking lot.
13 Paseos Park .77 The park doubles as a stormwater capture feature for the residential development at 4914 Olive
Street.

Terraced landscape and seating areas,
pedestrian‐scale lighting, and educational
signage.
14 Reeder Ranch 1.57 The facility will house artifacts related to the City’s citrus heritage and development. It is located at
4405 Holt Blvd.

A historic orchard and homestead site.

Future site of Reeder Ranch Park will
include playground and walking.
15 Freedom
Plaza
.69 A circular plaza consist of a central sculpture
surrounded by a perimeter seating ledge and an
adjacent parking lot.

Located on Monte Vista Avenue on the
south side of the I‐10 Freeway.
16 Vernon Lot 4.78 Undeveloped lot. Located near Mission School outside the southwest City limits.

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Exhibit B
School Open Space and Recreational Facilities
School Name Size
(Acres)
Location Leased Facilities
1 Buena Vista
Elementary School
1 Adjacent to Vernon
Middle School, Golden
Girls Softball Park.

Basketball court, blacktop sports,
playgrounds. Adjacent to Vernon Middle
School, Golden Girls Softball Park.
2 Howard Elementary
School

6.9 Southern limits of the
City near Essex Park.

Open lawn, diamond sports, blacktop sports,
and soccer.
3 Kingsley Elementary
School

4.7 Adjacent to Kingsley
Park.

Basketball and blacktop sports, and a
playground, as well as open lawn space.
4 Lehigh Elementary
School

4.8 Adjacent to Sunset
Park.

A playground, basketball courts, blacktop
courts, and is adjacent to Sunset Park.
5 Montclair High
School

20.7 West of Monte Vista
Ave. and bounded on the
north by Benito St. and
Orchard St. on the south.

Two baseball diamonds, softball diamond,
football field, basketball courts, soccer field,
and tennis courts.
6 Monte Vista
Elementary School

3.6 At the northeast corner
of Orchard St. and
Monte Vista Ave.

Four playgrounds, open lawn, basketball,
and blacktop sports.
7 Montera Elementary
School

4.1 At the northwest corner
of Holt Blvd. and Monte
Vista Ave.

Basketball courts and blacktop sports, two
playgrounds, a soccer field, handball courts.
8 Moreno Elementary
School

3.6 West of Monte Vista
Ave.

Two playgrounds, basketball courts, and
blacktop courts, as well as open lawn.
9 Ramona Elementary
School

4.3 Adjacent to Essex
Park.

Two playgrounds, basketball, and sport
courts, as well as open lawn.
10 Serrano Middle
School

6.1 South side of San Jose St.
and west of Monte Vista
Ave.

Soccer fields, basketball courts, tennis
courts.
11 Vernon Middle
School

3.8 Adjacent to Buena
Vista Elementary
School.

Outdoor basketball courts, indoor basketball
and volleyball court, soccer field,
baseball/softball field.

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