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Home My WebLink About1994/10/19 - Agenda PacketCITY COUNCIL AGENDA CITY OF RANCHO CUCAMONGA REGULAR MEETINGS 1st and 3rd Wednesdays - 7:00 p.m. October 19, 1994 Civic Center Council Chambers 10500 Civic Center Drive Rancho Cucamonga, California 91730 City Councilmembers Dennis L. Stout, Mayor Cha~es J. Buquet, Mayor Pro Tem William J. Alexander, Councilmember Rex Gutierrez, Councilmember Diane Willi~ms, Councilmember Jack L3m, City Manager James L. Markman, City Attorney Debra J. Adams, City Clerk City Office: 989-1851 City Council Agenda October 19, 1994 All items submitted for the City Council Agenda must be in writing. The deadline for submitting these items is 6:00 p.m. on the Tuesday prior to the meeting. The City Clerk's Office receives all such items. PAGE 1. Roll Call: Buquet A. CALL TO ORDER , Alexander , Stout Willjams , and Gutierrez B. ANNOUNCEMENTS/PRESENTATIONS Presentation of Proclamation recognizing the week of October 24 through 30, 1994 as "Red Ribbon WeeK." C. COMMUNICATIONS FROM THE PUBLIC This is the time and place for the general public to address the City Council. State law prohibits the City Council from addressing any issue not previously included on the Agenda. The City Council may receive testimony and set the matter for a subsequent meeting. Comments are to be limited to five minutes per individual. D. CONSFNT CALFNDAR The following Consent Calendar items are expected to be routine and non-controversial. They will be acted upon by the Council at one time without discussion. Any item may be removed by a Councilmember or member of the audience for discussion. Approval of Warrants, Register Nos. 9/28/94 and 10/5/94; and Payroll ending 9/22/94 for the total amount of $2,00 I, 115.21. Approval to receive and file current Investment Schedule as of September 30, 1994. Approval to authorize staff to seek proposals for the preparation of the Conceptual Master Plan and Phase I Construction Documents for the development of Northeast Community Park. Project to be funded by Public Resource Grant and 1988 Bond Act Money. l0 City Council Agenda October 19, 1994 Approval of the submittal of Household Hazardous Waste Discretionary Grant to the California Integrated Waste Management Board. RESOLUTION NO. 94-203 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA, AUTHORIZING THE SUBMII'FAL OF A HOUSEHOLD HAZARDOUS WASTE DISCRETIONARY GRANT APPLICATION TO THE CALIFORNIA INTEGRATED WASTE MANAGEMENT BOARD AND AUTHORIZING THE CITY OF CHINa TO ACT ON BEHALF OF THE CITY OF RANCHO CUCAMONGA AS HOUSEHOLD HAZARDOUS WASTE DISCRETIONARY GRANT APPLICANT AND ADMINISTRATOR 5, Approval to extend Camcast Cable T.V. Franchise. RESOLUTION NO. 91-012R A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA, EXTENDING COUNTY OF SAN BERNARDINQ FRANCHISE LICENSE WITH CaMCAST CABLE T.V. FOR 90 DAYS UPON EXPIRATION OF CURRENT LICENSE WITHIN THE CITY OF RANCHO CUCAMONGA Approval to transfer equipment from the City to the County of San Bernaraino. Approval to award and authorization for execution of contract (CO 94-075) for Milliken Avenue Grade Separation Slope and Drainage Modification, located on Milliken Avenue south of Jersey Boulevard at the Southern California Regional Rail Authority (SCRRA) Railroad Tracks (Formerly AT & SF) to Sean Malek Engineering and Construction for the amount of $88,737.00 (S80,670.00 plus 10% contingency) to be funded from Landscape Maintenance District No. 3B, Account No. 46-4130-9324. , Approval to award and authorization for execution of contract (CO 94-076) for Salina Avenue Street Improvements, between Calaveras Avenue and Sierra Madre Avenue and Vinmar Avenue, Street Improvements to 350 feet north of Saline Avenue to Sean Malek Engineering and Construction for the amount of $156,807.53 (S142,552.30 plus 10% contingency) to be funded from CDBG Funds, Account No. 28-4333-9318. PAGE 17 19 20 20-1 21 24 3O City Council Agenda October 19, 1994 Approval and execution of Cooperative Agreement (CO 94-077) State Agreement No. 8-924, between the City of Rancho Cucamonga and the State of California for the design and construction of Traffic Control Signals and Safety Lighting on Route 30 at Hermosa Avenue. RESOLUTION NO. 94-204 A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA, AUTHORIZING THE EXECUTION AND SIGNING OF COOPERATIVE AGREEMENT, STATE AGREEMENT NO. 8-924 FOR THE DESIGN AND CONSTRUCTION OF TRAFFIC CONTROL SIGNALS AND SAFETY LIGHTING ON ROUTE 30 AT HERMOSA AVENUE 10. Approval to execute Usage Agreement (CO 94-078) between Chaffey Community College and the City of Rancho Cucamonga for use of Recreational Fields at the College. PAGE 3 35 36 37 E. CONSENT ORDINANCES The following Ordinances have had public hearings at the time of first reading. Second readings are expected to be routine and non-controversial. They will be acted upon by the Council at one time without discussion. The City Clerk will read the title. Any item can be removed for discussion. No items Submitted. F. ADVERTISED PUBLIC HEARINGS The following items have been advertised and/or posted as public hearings as required by law. The Chair will open the meeting to receive public testimony. CONSIDERATION OF FIRST CONSOLIDATED PLAN PUBLIC HEARING FOR THE PURPOSE OF OBTAINING PUBLIC INPUT REGARDING HOUSING AND COMMUNITY DEVELOPMENT NEEDS , CONSIDERATION TO AMEND COMPREHENSIVE FEE SCHEDULE (Staff Requests This Item Be Continued to December 7, 1994) 42 64 City Council Agenda October 19, 1994 G. PUBLIC HEARINGS The following items have no legal publication or posting requirements. The Chair will open the meeting to receive public testimony. No Items Submitted. PAGE 4 H. CITY MANAGFR'S STAFF RFPORTS The following items do not legally require any public testimony, although the Chair may open the meeting for public input. No Items Submitted. I. COUNCIL BUSINESS The following items have been requested by the City Council for discussion. They are not public hearing items, although the Chair may open the meeting for public input. 1. UPDATE REGARDING HR 7843 (Continued from October 5, 1994) 2. CONSIDERATION OF RECOMMENDATIONS FROM THE ROUTE 30 AD HOC TASK FORCE ON MEMBERSHIP SELECTION (Continued from October 5, 1994) (ORAL REPORT) 3. CONSIDERATION OF RESULTS OF COMMERCIAL SECURITY STUDY 4. REPORT ON NEW LIBRARY OPERATIONS (Oral Report) 5. UPDATE ON AB 939 e5 80 J. IDENTIFICATION OF ITEMS FOR NEXT MEETING This is the time for City Council to identify the items they wish to discuss at the next meeting. These items will not be discussed at this meeting, only identified for the next meeting. City Council Agenda October 19, 1994 PAGE K. COMMUNICATIONS FROM THE PUBLIC This is the time and place for the general public to address the City Council. State law prohibits the City Council from addressing any issue not previously included on the Agenda. The City Council may receive testimony and set the matter for a subsequent meeting. Comments are to be limited to five minutes per individual. L. ADJOURNMENT I, Debra J. Adams, City Clerk of the City of Rancho Cucamonga, hereby certify that a true, accurate copy of the foregoing agenda was posted on October 13, 1994, seventy-two (72) hours prior to the meeting per Government Code 54953 at 10500 Civic Center Drive. · · · · · · · · · CITY OF RANCHO Cb .... qONGA LIST OF MARRANTS FOR PERIOD: 09-28-94 (94195) RUN DATE: 0912B/94 PAGE: VENOOR NAme ITEm OESCRIPTZON MARR NO MARRo ANT. ** CNECKI OVERLAP 2616 AUTO PARTS COMPANY, INC VEHICLE mATNTENANCE SUPPLIES I 900068 594096- 6563 BAILEY, 8RAO REFUND PARKING CITATION 90007 66000- ((( 90008 - 90179 ))) 581 SAN BERNAROZNO COUNTY CAL-ZO PROGRAm 901801 159f831045 581 SAN BERNAROZNO COUNTY CAL-IO PROGRAM 901815 115,771o80 ((( 90182 - 90183 ))) I A L A EQUIPMENT RENTALS CO0, ZNCo VENXCLE MAINTENANCE/SUPPLIES I 90184 445012 ((( 90185 - 90185 10 A L R TIRE SERVECE VEHICLE MAINTENANCE I 90186 1w199,64 4354 A4 ARCHITECTS ~ DESIgNeRS OXARY OFFICE SUPPLIES 90187 25045 16 ACTION TRAVEL AGENCY C.M,BoToAo mEETING 90188 150000 4336 AFFA-TATZ CORPORATION VE~XCLE EQUIPMENT 90189 649.50 1826 AIRTOUCH CELLULAR CELLULAR PHONE BILLINGS # 90190 324028 18Z6 AIRTOUCH CELLULAR CELLULAR PHONE BILLINGS t 90191 275°46 4207 ALERT COMMUNICATIONS CO0 INSTALLATION/SERVICE 90192 135000 3448 ALL MELDZNG MAINTENANCE REPAIRS 90193 245000 6582 A~EQCUA, JACOB RECREATION REFUND 90194 28°00 3766 A~ERICAN HYDRAULICS mAINTEKANCE REPAIRS 90195 54074 2137 AMERICAN RED CROSS FIRST AID CLASS 90196 11.86 3831 APPLIANCE MASTERS mAINTENANCE REPAIRS 90197 160.61 6632 aPNA MATERSheD NGmNT CLEAN MATER 90198 85,00 6583 ARELLANO, 8RANOY RECREAlZDN REFUNO 90199 33000 Z6 ASSOCIATED ENGINEERS PROFESSIONAL SERVICES I 90200 15e995o25 2616 AUTO PARTS CONPANY, XNC VEHICLE MAINTENANCE SUPPLIES t 90201 594096 402 AUTO RESTORAIORS VEHICLE mAINTENANCE 90202 961.71 6584 AUTREY, LISA R~CREATION REFUND 90203 27050 6563 BAILEY, BRAD REFUND PARKING CITATION 90204 66000 6585 BARTNETTe RICHARD RECREATION REFUND 90205 2.60 6508 BEAL 8ANC R~FUND 'NONUmENTATZON DEPOSIT 90206 4,500000 2863 BEE REMOVERS PROFESSIONAL SERVICE 90207 50.00 6586 BELKNAPe JANET RECREATION REFUNO 90208 43.20 6587 BICKANBACH, CATHY RECREAIION REFUND ~0209 55.00 6588 BISNEROSt YVONNE RECREATION REFUND 90210 30.00 6589 BJELLANO, JULZE RECREATION REFUND 90211 35000 2936 BLACKHANK ENGINEERING CONTRACT SERVICES I 90212 1e947012 6590 8LOCKe mARC RECREATION REFUND 90213 8085 1081 BOLZN MAZNT, ~ 3ANZTORZALf JOHN 3ANZTORIAL SERVICES # 90214 15e818000 6591 8ONe CHRISTOPHER RECREATION REFUNO 90215 S7oZO 6635 BRENNAN, PEGGY RECREATION REFUND I 90216 30.00 6636 8RENNAN, PETER RECREATION REFUND I 90217 30000 6592 8REMER, NATALIE RECREA110N REFUNO 90218 29050 6~93 ORZGHAM, SCOTTIE RECREATION REFUND 90219 35000 65V4 6ROMN, JOELLE RECREATION REFUNO 90220 55.00 65~5 BROWN, VIKKI RECREATION REFUND 90221 29050 6596 BURNS, CONY RECREATION REFUND 90222 2,50 2440 8URRUSO, LISA INSTRUCTOR PAYMENT 90223 81.00 2258 C E O MAINTENANCE SUPPLIES 90224 132,02 980 C M 8 T J C.N.BeT.A, MEETING 90225 95.00 54 C P CONSTRUCTION DEPOSIT REFUND 90226 2e205,74 6603 CABRERA, CHRZSTZNE RECREAI[ON REFUND 90227 32,00 6597 CAURERA, JoJ, RECREATION REFUNO 90228 32000 CITY OF RANCHO CUCANONGA LIST OF MARRANTS FCR PERIOD: 09-28-94 C94/951 RUN DATE: 09/28194 PAGE; Z , -:--;;":;; ................................. :; ;:';;;:;;;:; ..... .. ..... ....-----:;;-::------ .... ::;;:-;;;-.------- ..... .... .... · · ® · · · l · · · · · · · 6598 CAGIGAS, KATHLEINA 3962 CAL MESTERN TERMITE PEST CONTROL 63 CALIFORNIA PARK L RECREATION ZTSO CALIFORNIA PRO SURFACES 6599 CALM, VICTOR 6600 CANNON, BRANCON 3305 CARDE PACIFZC CORPORATION 660I CENTER FOR TRAINING L DEVELOPDe THE 68 CENTRAL CITIES SIGN SERVICE 6602 CERVANTIS, BABETTE 3622 CHAMBER OF COMMERCE 6604 C[SNEROSt NAIHAN 73 CITRUS mOTORS ONTARIO, INC. 76 CITY RENTALS 6605 CLARK, BILL &606 CLARK, NICOLE 6601 CLEMENS, KEEGAN 6633 CLIFFS, HOTEL, THE 6608 COLLINS, LAURA 643 CONPUTERLANO 6609 CONTRERAS, BREANNA 6610 CORNELZSON, OENISE 6316 CORPORATE EXPRESS Z051 COUNTRY ESTATE FENCE CO-, INC* 85 CUCAHONGA CO MATER DIST 6611 CUSTOM OESIGN FURNISHINGS 6634 0 & B pROPERTIES 355 OANIELS TIRE SERVICE 6612 DE LA ROSA, SHANNA 66Z3 DE MAY, DEBORAH 6614 DENISDN, JANELLE &&IS DENNIS, BR[AN 6616 DENTON, JAFIE 3130 DESNOND, MARCELLO L ANSTER 101 OETCO 6621 DEZA, ORLANOO 6618 DIA2, ISABEL 06t9 DZCKENSON, OEeeZE 3484 DOC JOE'S 6620 DRAPERe CINDEE OR 6RITNEY 6621 DUKE, CAMILLE 523 EASTMAN, INC 6022 ELWO00, DOROTHY OR MICHAEL 2366 EVERSAFE 6023 FAGANt DIANA 6624 FELT, ANNETTE 6625 FIGUEROA, ALEX 6626 FLORES, ROBERT 6348 FONTANA NHCLESALE LUMBER 2840 '0 OF UPLAND, [NC. RECREATION REFUNO MONTHLY PEST CONTROL SERVICE MEMBERSHIP OUES MAINTENANCE REPAIRS RECREATION REFUND RECREAIION REFUND MAINTeNANCE/VEHICLE SUPPLIES BUSINESS LICENSE REFUND MAINTENANCE SUPPLIES RECREATION REFUND MONTHLY PAYMENT RECREAIION REFUNO VEHICLE MAINTENANCE/SUPPLIES E~UIP~ENT RENTAL/SUPPLIES RECREAIION REFUND RECREATION REFUNO RECREATION REFUNO SEMS MEETING RECREATION REFUND COMPUTER MAINTENANCE/SUPPLIES RECREATION REFUND RECREAYION REFUND OFFICE SUPPLIES MAINTENANCE SUpPLiES/REPAIRS MONTHLY MATER BILLINGS BUSINESS LICENSE REFUND REFUNO.PARKING CITATION VEHICLE MAINTENANCE & SUPPLIES RECREATION REFUND RECREATION REFUNO RECREAYION REFUNO RECREATION REFUND RECREAYION REFUND pRDPESSIONAL SERVICES OFFICE SUPPLIES RECREATION REFUND RECREAIION REFUNO RECREATION REFUNO MAINTENANCE REPAIRS RECREAIION REFUNO RECREATION REFUND OFFICE SUPPLIES RECREATION REFUND HAINT SUPPLIES RECREAIION REFUND RECREATION REFUNO RECREAIION REFUND RECREATION REFUNO MA~NTEF. ANCE SUPPLIES VEHICLE MAINTENANCE · e CHECKR OVERLAP 90229 21.50 B 90230 lOO,OO 90231 130.00 90 232 15.00 90233 9.36 90234 2.60 90235 316.36 90236 31.50 # 90237 470.72 90238 39.50 90239 200.00 90240 30.00 I 90241 319.90 I 90242 214.54 gO 243 2.60 90244 2.60 90265 31.20 90246 118.00 90247 30.00 I 90248 30102.33 90249 55.00 90250 51.75 90251 25.74 e 90252 325,67 90253- 90255 t 90256 48,196e5~ 90257 5.76 90258 255.00 90259 232.31 90260 42.00 90261 13.00 I 90262 50.OO 90263 25.00 I 90264 50°00 90265 10117.50 90266 18,32 90267 48.00 90268 480.00 I 90269 60.00 I 90270 270.02 90271 60.00 90272 51.75 # 90273 195.55 90274 35.00 90275 538.75 90276 40.00 90277 30.00 90 ZTB 40.00 90279 25.00 90280 210.11 e 90281 197.06 I · · · · · · · CITY OF RANCHO CU~,~ONGA LIST OF WARRANTS FOR PERIOD: 09-28-94 (94/95) RUN DATE: 09/Z819~ PAGE: 3 VENDOR NAHE ITEM DESCRIPTION NARR NO NARRo ANT0 3947 FOURTH STREE1 ROCK 6621 FREEMAN PLANKING 6628 FULTONe HERMANCE 3356 GARCIAs VIVIAN 6629 GILBERTs ASHLEY 6630 GLENDEs ERICA 1265 GONSALVES C SONs JOE 6631 GOODWINe ALLISON 12820 GOODNINe ~ELISSA 1Z831 GOROONs MATTHEW 3501 GOVERNING 650 GRAINGERe N.Ne 137 GTE CALIFORNIA 12835 HARTs MICHELLE 1Z836 HARTs RICHARG 12839 HECTORs GE88Y 3458 NEINm PAT 12813 HENAN-ACKAHs BEN 958 NIGGINSs 158 HOLLIDAY ROCK CO,t INC, 1236 HOSEMAN 12811 NONARDs OEeORAM 1Z812 HOWARD. RANOY 161 MOYT LUMBER CODe S,Ne 12625 HUNTERs TARA 1282~ HUTTONs CAROL 66 INDUSTRIAL ASPHALT 92 INLANO VALLEY DAILY BULLETIN 12819 INLAND WHOLESALE FLOWERS INC, 2315 INLAND WHOLESALE NURSERY 12801 JARANZLLRe DANIEL 12826 JOHNSONs JOEL 12860 JOHNSTON. LAUREN 1829 JWP TELECOM 12821 KELLYe 1RAYIS 12836 KELSEYe PATRICIA 12838 KiNGs GREG 1~9 KING9 LeO, IZ83T KING9 SHERRI 1218 KNOX 12803 LAWRENCE9 JEFF C/O CONNIE LAWRENCE 12800 LAYNEe OOUG GR TAM[ 12602 LEEs TYLER CIO NRS, LEE 12822 LEFAVEe 8RZANNA 12823 LEHORs NARIAN 126Z7 LESTERe SHIRLEY 12808 LEWISs MICHAEL 12798 LOCAL GOVERNSENT PUBLICATIONS ~178 LONCARe PHIL lZ815 LOZIERe PEG ** CHECKt OVERLAP HA[NTENANCE SUPPLIES 90282 19423,65 ~USZNESS LICENSE REFUND 90283 11,50 RECREATION REFUND 90Z86 55°00 REIMBURSE FOR OFFICE SUPPLIES 90285 92036 RECREATION REFUND I 90286 35000 RECREATION REFUND 90287 30,00 LEGISLATIVE SERVICES 90288 29100000 RECREAIION REFUNO 90289 65.00 RECREAIION REFUND 90290 25.00 RECREATION REFUND 90291 2060 SUBSCRIPTION 90292 9,00 MAINTENANCE SUPPLIES 90293 16,16 (<< 90296 - 90296 )>) MONTHLY TFLEPHONE BILLINGS I 90295 19071,1Z RECREATION REFUND 90296 25,00 RECREATION REFUND 90297 25.00 RECREATION REFUND 90298 35000 INSTRUCTOR PAYMENT 90299 131,28 RECREATION REFUNO 90300 35°00 S E N S NEETZNG 90301 50°00 MAINTENANCE SUPPLIES 90302 180,16 MAINTENANCE SUPPLIES 90303 8.08 RECREATION REFUND 90306 25°00 RECREATION REFUND 90305 25.00 HAXNTEkANCE SUPPLIES t 90306 358.62 RECREATION REFUNO 90307 2.75 RECREAlZON REFUND 90308 30,00 MAINTENANCE SUPPLIES 90309 65,35 SUBSCRIPTIONS 90310 116.~8 BUSINESS LICENSE REFUND 90311 6.00 NAXNTEKANCE SUPPLIES 90312 5,66 RECREATION REFUND 90313 37.00 RECREAlZON REFUND 90316 30°00 RECREATION REFUND 90315 55.00 TELEPHONE SERVICES I 90316 6sSTT,ST RECREATION REFUND 90317 ~0,00 RECREATION REFUND 90318 30.00 RECREATION REFUNO 90319 25,00 PROFESSIONAL SERVICES 90320 59236066 RECREAIION REFUND 90321 25°00 NAINTEKANCE SUPPLIES I 903ZZ 462o18 RECREATION REFUND 90323 35°00 RECREATION REFUND 90326 29.50 RECREATION REFUND 90325 35,00 RECREATION REFUND 90326 30,00 RECREATION REFUNO 90321 30000 RECREATION REFUND 90328 51.15 RECREATION REFUNO 90329 30°00 SUBSCRIPTION 90330 85,19 CeEoR.T· INSTRUCTOR 90331 215000 RECREATION REFUND 90332 30°00 · · · · · · · · · · · · · CiTY OF RANCHO CUCAHONGA LIST OF MARRANTS FOR PERIOD: 09-28-94 (941953 RUN DATE: 09128194 PAGEI 4 VENDOR NiNE [TEN DESCRIPTION NARR NO NARR. ANT. · $ CHECK. OVERLAP 12199 MAC KENZiE, THERESA 22816 MADRIGAL, iNGRID [IBIS HALDONADO, ~ARY LOU 549 NARiPDSA HORTICULTURAL ENT.INC- [2804 MARKHAMe SOFia 76 NARKNANeARCZYNSKI,HANSONeL KiNG 2555 NC ALLXSTER CESXGN 1125 NC GAREC MACHINE I2830 MC LELLANe MEGAN IgBlO MESa, ALLISON 12807 HETROLZNK 2198 MiCHAEL°S CRAFTS 749 MZJAC ALARM COMPANY 12829 MILLER, GARREH i2816 MiLLERr GLENOA 12809 HZLLETT, ELSIE 12806 MORTGAGE NAREHOUSEe THE 12828 MUSKTHELt DEBRA 2248 NAPA AUTO PARTS 3637 NATIONAL UNIFORM SERVICE 433 N[XON-EGLi EQUiP~ENT i2832 NORLINe TERESA 12d33 NORL[N, NESLEY 712 NORRZS-REPKE, INC. [ZglT O[EN; PHYLLIS 4319 ONTARIO BLUEPRINT 3049 ONTARIO FIRE EXTiNGUiSHER CO. 4321 ORANGE SPORTING GOODS 235 OMEN ELECTRIC 818 PARAGON 8UiLOZNG PRODUCTS iNC. 8109 PAREOESt NICeLE 757 PEP BOYS 8090 PERRY, JOSHUA 2987 PHOENIX GROUP iNFORHATiON SYSTEMS 1079 PHOTO HOUSE OF CALZFORNiA 8101 PIERCE, SHANNON 8091 POLK, 8RZAN 8092 POLLOCK, KAREN Z55 POHA DiSTRiBUTiNG CO ZBIZ POMONA FENCE COHPANY 1049 POHONA VALLEY KANASAKI 8093 PONTELL, STEVE 8094 ~ORTMAYt JANET 65'PRUOENTZAL OVERALL SUPPLY SO PUBLIC RISK NANAGEHENT ASSOC- 8032 PULICE, NANCY 1890 R L R LIGHTING 2980 e C S FLOOR COVERING 959 RIOgO SHACK ACCOUNTS RECEIVABLE 8095 RATHAN, BRADLEY RECREATION REFUND 90333 29.50 RECREATION REFUND 90334 21.50 RECREAIZON REFUND e 90335 118.00 LANDSCAPE MAINTENANCE 90336 600°00 RECREAIZON REFUND 90337 59.50 PROFESSIONAL SERVICES I 90338 414,00 OESZGN OF BUSINESS CARDS 90339 941.50 MAINTENANCE SUPPLIES I 90340 745.27 RECREATION REFUNO 90341 2.50 RECREATION REFUNO 90342 30°00 L.A.ZNAUGURAL TALGO TRAIN RIDE I 90343 25000 RECREATION SUPPLIES 90344 27.07 ALARM SERVICES I 90345 732.00 RECREATION REFUNO 90346 Z.6O RECREAI[ON REFUND 90341 30.00 RECREATION REFUND 90348 61.20 OVERPAYMENT ON 6US.LiC- 90349 10.00 RECREATION REFUND 90350 60.00 VEHICLE MAINTENANCE I 90351 55.73 UNXFORR SERVICES I 90352 428o73 VEHICLE MAINTENANCE I 90353 231,79 RECREATION REFUND 90354 30.00 RECREATION REFUND I 90355 39.00 CONSULTING SERVICES 90356 3,419.1Z RECREATION REFUNO 90357 30e00 BASE PLANS 90358 ZT.gZ FIRE EXTINGUISHER SERVICES 90359 205.51 7Z DOZEN SOFTBALLS 90360 3,101,65 <(( 90361 - 90361 ))) MAINTENANCE SUPPLIES e 90362 4~246.04 CONCRETE SUPPLIES I 90363 157.32 RECREATION REFUNOS 90364 27.50 VEHICLE MAINTENANCE SUPPLIES 90365 39.63 RECREAIION REFUNDS 90366 2.60 HONTHLT SERVICE 90367 100.00 PHOTO SUPPLIES 90368 32,09 RECREATION REFUNOS 90369 27,50 RECREATZO REFUNDS 90370 35.00 RECREATION REFUNDS 90371 8S,OO VEHICLE HAZNTENANCE & SUPPLIES 90372 8,381o09 MAINTENANCE SUPPLIES-FENCES 90373 1,990,00 VEHICLE MAINTENANCE SUPPLIES e 90374 372.90 RECREATION REFUNO 90375 306,00 RECREATION REFUNDS 90316 61,Z0 MAINTENANCE SUPPLIES I 90377 511.16 MEMBERSHIP RENEMAL 90378 264°00 RECREATION REFUNDS 90379 20,00 NAiNTEKANCE SERViCE/SUPPLIES 90380 264o81 MAINTENANCE SUPPLIES 90381 3,813o00 BUSINESS LICENSE REFUND 90382 6.01 RECREATION REFUNOS 90383 35.00 CITY OF RANCHO CU~ANONGA LIST OF WARRANTS FCR PER[O0:09-28-94 C94/95) RUN DATE: 09/28/94 PAGE: 5 VENDOR NAME ITEH DESCRIPTION NARR NO MARR. AMT. · e CHECKS OVERLAP 6130 RBM LOCK C KEY SERVICE MAINTENANCE SUPPLIES I 90384 38.83 545 RED WING SHOE STORE SAFETY BOOTS 90385 150.00 8096 REVCO INDUSTRIES BUSINESS REFUNOS 90386 34.00 8097 RICKSt OIANE RECREATION REFUNDS 90387 70.00 276 RIVERSIDE BLUEPRINT PRINTS I 90388 415.14 4140 ROAD MACHINERY, INC. MAINTENANCE SUPPLIES I 90389 381.16 8098 ROORIGUEZe LISA RECREATION REFUNOS 90390 30.00 4162 ROYAL PIPE ~ SUPPLY MAINTENANCE REPAIRS 9039I 39.01 2196 RUGG LUMBER COMPANY, ZNC. MAINT SUPPLIES I 90392 232,13 301 SAN BERN CO SHERIFFS CONTRACT SHERIFFS SERVICE 90393 326218o28 303 SiN 8ERNAROINO COUNTY ENGINEERING OFFICE SUPPLIES 90394 9,70 8099 SAPPHIRE SERVICES BUSINESS LICENSE REFUNDS 90395 7.33 6128 SCHMARZE INOUSTRZESe XNC, VE~ICLE SUPPLIES 90396 319.I9 3968 SECRETARY OF STATE FEES 90397 S.O0 S35 SEMPLE, JUGY INSTRUCTOR PAYMENT 90398 174,00 3117 SERVICE MERCHANDISE SUZPPLIES 90399 60.19 2507 SIEOE ENVIRONMENTAL CONTROLS SERVICE/SUPPLIES I 90400 556.70 3645 SILVIA CONSTRUCTION, INC. PROGRESS ESTIMATE I 90601 166593.33 6102 SNYOER, AUCREY RECREAIION REFUNDS 90402 35.00 317 SO CALIF EDISON CO. MONTHLY ELECTRIC BILLINGS 90403 206320.94 319 SO CALIF GAS CO. MONTHLY GAS BILLS e 90406 313.24 8103 SOONTORNVACHRINe KEVIN RECREATION REFUNDS 90405 35.00 <(( 90406 - 90408 ))) 1432 SOUTHERN CALIFORNIA EOISON MONTHLY ELECTRIC BILLS I 90409 8e157.14 532 SPAGNOLOe SAM CERT INSTRUCTOR 90410 215.00 4192 SPAINmJR,NILLZAM V. C.E.R.T. INSTRUCTOR 90411 Z50.00 8118 STANDLEYe ALLISON RECREATION REFUNDS 90412 60.00 3597 STATE OF CA (OEMOGRAPMIC RESERVE UN ANNUAL RENT-TRANSFER SITE 90413 20.00 8100 STAUFFERe STELLA RECREATION REFUNOS 90414 36.00 8106 STRANAHANe ShAUN RECREATION REFUNDS 90615 35.00 8105 TARBERTe KA/TLYN RECREATION REFUNOS 90616 30.00 836 TARGET SPECIALTY PRODUCTS MAINT SUPPLIES I 90411 26218.75 8085 TEMP POWER SYSTEMS REFUND ELECTRICAL PERMIT 90618 30.00 569 TRAFFIC CONTROL SERVICE, INC TRAFFIC CONTROL SUPPLIES 90619 36094.15 8108 TRAUTMEZNe STEPHANIE RECREATION REFUNDS 90420 36.20 8106 TRI CHAPTER (CALUO) SEMINAR-UNIFORM 8LOG CODE 90421 95.00 8101 TRINITRe NAVE RECREATION REFUNDS 90422 18.00 3618 TROXELL COHMUNICATIONS SECURITY VIDEO MONITOR 90423 ZmOgg. ST 8110 TUMBACELLO, ERIC RECREATION REFUNOS 90424 35.00 693 U,S./WHITE VAN dATTERT CO.e INC. VEHICLE MAINTENANCE SUPPLIES 90625 64.99 8111 UEDA, KITOWl RECREATION REFUNDS 90426 30.00 2958 UMPS ARE US ASSOCIATION UMP SERVICES I 9042T 2,286.50 489 UPLAND, CITY OF MONTHLY WATER BILLING 90428 171.06 8112 URBANe CHANEL RECREATION REFUNOS 90429 21050 8119 VALENTI, ROBERT A. COMPUTER TRAINING-CTBORG P/R 90430 161098 8113 VALENZUELAf CIANE RECREATION REFUNDS 90631 1.40 8116 VETERNARY OUTREACH, INC. 9USINESS LICENSE REFUNDS 90632 100.03 8115 VICKY'S FLOWER SHOP BUSINESS LICENSE REFUNDS 90433 21.48 3422 VIKING OFFICE PRODUCTS OFFICE SUPPLIES I 90434 44',88 <(( 90435 - 90435 ))) 601 VISA VISA MONTHLY BILLINGS I 90436 1,148.27 CITY OF RANCHO CUCAMONGA LIST OF NARRANTS FOR PERIOD: 09-28-96 (96/953 RUN DATE: 09/28/96 PAGE: 6 VENDOR NAME [TE~ DESCRIPTION WARR NO WARR. ANT. 1103 VISTA PAINT 8116 WALKERr SHEREE 6120 WESTLEYmYAbGI 8121 WILLIAMSt JULZE T56 WITS 675 WYNN'S FROSTEMP/NAXAIR 509 XEROX CORPORATION 8117 YEATERm DARRYLE 371 ZEE MEDICAL SERVICE 346 ZEP MANUFACTURING CONPANY · , CHECKI OVERLAP NAINT SUPPLIES e 90437 RECREATION REFUNDS 90436 R~CREATION REFUNOS 90439 RECREATIN REFUNDS 90440 RECREACTION SUPPLIES 90661 VEHICLE MAINT SUPPLZES 90462 COPY MACHINE SUPPLXESISERVXCE I 90643 RECREATIN REFUNDS 90444 RECREATION SUPPLXES 90465 VEHICLE MAINT SUPPLIES 90666 TOTAL 816,65 8.25 15,00 61.20 1,13 518.67 Sm401.15 2.60 11.31 303.90 530,813.06 i · i· ,.) · · · · · · · · · · · · · · · · · · CITY OF RANCHO C. dONGA LIST OF MARRANTS FOR PERIODS 10-05-96 (94/953 RUN DATES 10/06/94 PAGES 1 VENDOI NAME ITEM DESCRIPTION MAIM NO WARRe ANTe 3645 SILVXA CONSTRUCTZONe INC. 350 U.S. POSTMASTER )SO UoS. POSTMASTER 667 VISA I A L A EQUIPMENT RENTALS CO., INC. 962 A T ~ T 4146 A-G SOD FARMS 2132 ABe LOCKSMITHS 4296 ADC SERVICES 4347 ACCURATE SMOG, AUTO, TRUCK & 6631 AGOSTAB KRTSTZ 1826 AIRTOUCH CELLULAR 4207 ALERT COMMUNICATIONS CO. 1135 ALIGNMENT i BRAKE SPECIALISTS 264 ALPHA BETA 17 ALTA FIRE EQUIPMENT CO. 2036 ALTA LOMA NiGH SCHOOL )265 ALTA LONA SCHOOL DISTRICT 1430 AMERICAN BUSINESS FORMS 2042 AMERICAN PLANNING ASSOCIATION 2Z AMERICAN PUBLIC HORKS ASSOCIATION IZZ5 AMERICAN SOCIETY OF CIVIL ENGINEERS 6638 ANEZCUA, JACOB 2299 ARRON TRAILER SUPPLIES 310 ARRON TRUCK BODIES L EQUIP XNC 2616 AUTO PARTS COMPANY, INC 33 BASELINE TRUE VALUE HARDHARE 6506 DEAL 8ANC 47 DELL L HONELL 6639 8ELMONTEZ, ALICE 6640 8ELMONTEZ, NICK 43SS BIRD REFRIGERATION CORe INC. 6641 8LOONFXELD, NXCOLE 1081 BOLXN MAINT. g JANXTORXALo JOHN 6657 NOSE, SHXNTU 6642 80TTOM Line 6643 8NOUN BASE TANNING SALON 1644 C C A P A - I994 6644 C.8.A. PROOUCTIONS 6656 CALXFe DEPT. OF PARKS g RECREATION 6645 CALIFORNIA PEACE OFFICER'S ASSOC. 4356 CALIFORNIA SOUND CSS 481 C~RE AMERICA HEALTH PLAN 6646 CARLSEN, FAITH 68 CENTRAL CITIES SIGN SERVICE 713 CNICK'S SPORTING GOODS XNC 73 CITRUS MOTORS ONTARIO, INC. 74 CITY RENTALS 4362 CLAIM JUMPER 6647 CLEVELAND MACHINE CONTROLS INCe PROGRESS ESTIMATE POSTAGE LANDSCAPE NEWSLETTER POSTAGE LANDSCAPE NEWSLETTER VISA MONTHLY BILLINGS VEHICLE MAXNTENANCEISUPPLZE$ MONTHLY TELEPHONE BILLINGS MAINTENANCE SUPPLIES MAINTENANCE SUPPLIES PROFESSIONAL SERVICES VEHICLE NAINTENANCEISUPPLXE$ RECREATION REFUND CELLULAR PHONE BILLINGS iNSTALLATiON/SERVICE VEHICLE MAINTENANCE RECREATION SUPPLIES SERVICE/SUPPLIES RENTAL - AeL, H.S. CAFETERIA CITY SUMNER CAMP OFFICE SUPPLIES RENDERSHIP DUES APWA NEMBERSHIP MEMBERSHIP DUES RECREATION REFUND NAZNTENANCE SUPPLIES MAINTENANCE SUPLIES VEHICLE MAINTENANCE SUPPLIES MAINTENANCE SUPPLIES REFUND DEPOSIT PROFESSIONAL SERVICE RECREATION REFUND RECREATION REFUND MAINTENANCE SUPPLIES/SERVICE RECREATION REFUND JANZTORIAL SERVICES REINEURSE BUSINESS EXPENSE $UD$CRIPTZON RENEWAL OU$ZNE$$ LICENSE REFUND REGISTRATION OFFICE SUPPLIES PUBLICATIONS REGISTRATION MAINTENANCE SUPPLIES MEDICAL PREMIUM RECREATION REFUND MAINTENANCE SUPPLIES RECREATION SUPPLIES VEHICLE NAXNTENANCE/SUPPLZES EQUXPNENT RENTAL/SUPPLIES COMMUTER OF THE MONTH BUSINESS LICENSE REFUND 85 CNECKI OVERLAP 8 90450e 40,890.84 904518 3,600e00 90452, 800.00 8 90453e 77.56 90456- 90456 e 90457 1,658o69 90458 Z.t4 90459 428.31 90~60 34.65 90461 12,598.79 8 904,62 386.80 90463 25.00 90464 401.96 e 90465 450.00 8 90466 3,448.14 # 90467 103.58 90468 115.16 90469 365.40 90470 858.00 90471 365.21 0 90472 899.00 90473 80.00 90474 130.00 90475 27.50 90476 40.78 90477 729.79 · 90478 364.33 it 90479 68.34 90480 l,OOO.OO 90681 161.63 90462 25.00 90483 ZS.O0 90484 389.95 90485 5S.QO I 90486 1e304.00 90487 42.18 90488 39.00 90489 ll.TO 90490 330.00 90491 299.00 9049It 95.00 90493 315.00 90494 396.80 90495 238592.10 90496 27.50 90497 315.36 90498 53.86 I 90499 184013 8 90500 145.50 90501 lO0.OO 90502 33.03 CiTY Of RANCHQ CUCAMONGA LiST OF MARRANTS FOR PERIOD: 10-05-96 (94/955 RUN DATEz 10/06/96 PAGEx 2 VENDOR NAME ITEM OESCRIPTXON NARR NO NARR. ANT. $e CHECKe OVERLAP 2470 COLTON TRUCK SUPPLY VEHICLE HAZNTENANCE SUPPLIES e 90503 662.00 1972 COMPLETE BUSINESS SYSTEMS MAINTENANCE AGREENENT t 90506 3~529o43 l)O COMPUTER SERVICE CO SIGNAL MAiNTENANCE/SUPPLIES · 90505 6e066o23 6666 CONTROL ENGINEERING CONSULTANTS BUSINESS LICENSE REFUND 90506 IToRO 647 CORONA iNOUSTRZAL SAND COMPANY MAINTENANCE SUPPLZES · 90507 18365,5i 63i6 CORPORATE EXPRESS OFFICE SUPPLIES · 90508 170.39 ((( 90509 - 90510 85 CUCAMONGA CO MATER OZST MONTHLY MATER BILLINGS B 90Sii 23,621.36 239 O g K CONCRETE CO STREET MAINTENANCE 90512 383.05 355 OANZELS TiRE SERVICE VEHICLE MAINTENANCE & SUPPLIES 905i3 536,19 2478 DAPPER TiRE VEHICLE MAiNTENANCE/SUPPLiES 90516 75.51 567 DAY-TiMeRS· XNCo OFFICE SUPPLIES I 90515 ~4io95 105 OERBXSH GUERRA & ASSOC. CONTRACT SERVXCE 905i6 107 OETCO OFFICE SUPPLIES I 90517 40,4X 3876 OEVERSZFZEO ADVERTISING NOVELTIES OFFICE SUPPLIES 90518 4e656,54 3780 OOHXNGUEZe 808 MEETING XN SACRAHENTO 90519 50o00 SZ3 EASTMAN· ZNC OFFICE SUPPLIES I 905Z0 18738.10 2558 EBERHART i STONEt INCo PROFESSIONAL SERVICES 90521 7ZO.OO ZIg EMPIRE CO. iNSURANCE PREHIUMS 90522 350.00 6669 ENZVZRONMENTAL SYSTEHS RESEARCH BUSINESS LICENSE REFUND 90~3 27.00 229 EUZNG iRRiGATION PRODUCTS iRRiGATiON SUPPLIES 9OH4 957°90 12861 FALABELLAe MICHAEL REFUNO MAINTENANCE SVC. FEE 90525 127.19 ZZZZ FARR'S - RANCHO CUCAMONGA OFFICE SUPPLIES 90526 13o12 123 FEDERAL EXPRESS CORP DELIVERY SERVICE I 905Z7 Z6OoTS 3Z77 PEJERANt TIMOTHY C. FiRE EXTiNGUiSHER SERVICE 90528 50.00 6650 FLEENORe GEORGE RECREATION REFUND 90529 ZioOO 6651 FLYNN, eERie RECREATION REFUND 90530 25,00 6652 OARHERe TV RECREATION REFUND 9053Z 80°00 6653 GENTRA CAPITAL CORPORATION REFUND LANDSCAPE fAINT DISTo 90532 4e048o60 6654 GERDESt VXCKZE RECREATION REFUND I 90533 46°40 6655 GOADONe MATTHEM RECREATZON REFUND 90534 5,95 744 GREAT NESTERN SAVINGS DEFERRED COMP 90535 137 GTE CALiFORNiA HONTHLY TELEPHONE BILLINGS I 90536 t,OZlo6Z 5OO HANSON ASSOCIATES, iNC. MAINTENANCE SUPPLIES 905)7 867,00 462 MCS-CUTLER STEEL CO. EQUIPMENT HAXNTENANCE 90538 .1,285.69 958 NZGGZNSw MARTI CERT SUPPLIES 90539 253,42 12844 HOLTEN,MARION CLASS REFUND 90540 60,00 161 HOTT LUMBER CO., S.Ho MAINTENANCE SUPPLIES 90541 38.63 6658 HYATT REGENCY HOTEL RESERVATIONS 90542 168o00 103 I C N A RETIREMENT TRUST-457 DEFERRED COMP 90563 twiTToO0 46 INDUSTRIAL ASPHALT MAINTENANCE SUPPLIES I 90566 XOTot6 65 INLAND FACTORS MAINTENANCE SUPPLIES I 90545 277,33 12842 iNLAND LIBRARY SYSTEM DUES 90566 lel50.O0 612 JAESCHXE INCoe CeRo VEHICLE NAINTENANCE 90567 399°82 4228 K 0 K ENGiNEERiNG CONSTRUCTORS CONTRACT SERVICES 90548 7e736oZ5 12845 KANGtJZNHEE REFUNO CLASS 90549 27.50 1Z859 KARATSU, ROBERT REIMBURSEMENT 90550 85°24 I2846 KZNSEYeNARGARET CLASS REFUNO 90551 85e00 115 KRAFT STORES MAINTENANCE SUPPLIES 90552 4.7Z 1471 KNAPP SHOE CONPANT SAFETY SHOES 90553 58,00 XZl8 XNnX MAINTENANCE SUPPLIES · 90554 CITY OF RANCHO CUCAMONGA LIST OF MARRANTS FOR PERIOD: I0-05-94 C94/95) RUN DATE: 10/06/94 PAGE: 3 VENDOR NAME iTEM DESCRIPTION UARR NO WARM. ANT. e$ CHECKI OVERLAP 1024 KOCH MATERIALS COMPANY MAINTENANCE SUPPLIES 90555 321 LANDSCAPE NEST LANDSCAPE MAINTENANCE 6 90556 12847 LANTZ, LOUISE REIMBURSEMENT 90557 12666 LAVALLEEWDORA CLASS REFUNHO 90558 869 LAUSON PRODUCTS, INC. MAINTENANCE SUPPLIES · 90559 12849 LEE, NZCMELLE CLASS REFUND 90560 12650 LIVINGSTONE, HOLLY CLASS REFUND 90561 12651 LOPEZe REBECCA CLASS REFUND 90562 12852 MAY, GLEN REFUND CLASS · 90563 602 MEYER, PAT REIMBURSEMENT FOR SUPPLIES I 90564 12860 HILLERe HARK L. OVERPAYMENT OF PLANCHECK 90565 12854 MORALES, ROSA CLASS REFUND 90566 1020 HOUNTAZN VZEU GLASS & MIRROR MAINTENANCE SUPPLIES 90567 2248 NAPA AUTO PARTS VEHICLE MAINTENANCE 90568 12855 NARIO, EUGENE CLASS REFUND 90569 3637 NATIONAL UNIFORM SERVICE UNIFORP SERVICES g 90570 12856 NENELL, NONICA CLASS REFUND 90571 12857 NOVAK, NANCY CLASS REFUND 90572 12858 'ONTZVEROS, KATNRYN CLASS REFUNO 90573 4353 OREGON BRASS NORMS NAZNT SUPPLIES 90574 12843 OVERNZTE TRANSPORTATION COe FREIGHT 90575 235 OMEN ELECTRIC MAINTENANCE SUPPLIES I 90576 2921 P.A.P.A. PESTXCIDE APPLXCATORS SEMINAR 90577 8109 PAREDES, NICOLE RECREATION REFUNDS 90578 487 PATTON SALES CORPo MAINTENANCE SUPPLIES 90579 3173 PELTZER, TAMMY RECREATION SUPPLIES 90580 8139 PERKY TAIL PET GROOMING BUSINESS LICENSE REFUNDS 90581 542 PIP PRINTING RECREATION SUPPLIES 90582 791 PHI/DELTA CARE MEDICAL INSURANCE 90583 6122 POMONA FIRST FEDERAL REFUND DEPOSIT 90S84 3952 POMONA INL VALLEY CNCL OF CHURCHES NEST END HUNGER PROGRAM 90585 4340 POMONA VALLEY HENS HEMS AGENCY I 90586 8140 PROMPT CONSTRUCTION BUSINESS LICENSE REFUNOS 90587 65 PRUDENTIAL OVERALL SUPPLY MAINTENANCE SUPPLIES I 90588 8123 PRUXTT CONSTRUCTION, ZNCe, R.L. BUSINESS LICENSE REFUNDS 90589 1690 R L R LIGHTING MAINTENANCE SERVICE/SUPPLiES 90590 2980 R t S FLOOR COVERING MAINTENANCE SUPPLIES ~0391 1036 R J M DESIGN GROUP, iNC. PROFESSIONAL SERVICES' 90592 8141 e.O.I. TRADING BUSINESS LICENSE REFUNDS 90593 3621 RE-PRINT CORPORATION OFFICE SUPPLIES I 90594 2234 REDX-EXPRESS BUSINESS LICENSE REFUNDS 90595 112 RITZ CAMERA CENTERS CAMERA & SUPPLIES I 90596 276 RiVERSiDE BLUEPRINT PRINTS I 90597 8126 ROBERTSON, SUE RECREATION REFUNDS 90598 626 ROBLES, RAUL P., SW. TIRE REPAIR 90599 6125 ROTMAX CYCLES CERTIFICATES FOR BiKE DARNING 90600 8010 ROULE, JEFFLSMELLY RECREATION REFUNDS 90601 8126 SAGHZAN, ROSXNE RECREATION REFUNDS 90602 8127 SALAZAR, VALERZE RECREAIXON REFUNDS 90603 571 SAN 8ERN CO OFFICE OF MNGMNT SVC TELEPRDCESSZNG SERVICES 9064)4 301 SAN BERN CO SHERIFFS CONTRACT SHERIFFS SERVICE m 90605 lO0oO0 2o568.21 39.00 25.00 836.30 27.50 45.00 60.00 50.OO 2,024.00 541.25 i/O.OO 501.30 7.56 35.00 429047 IS.Q0 25.00 35.00 55.00 40.00 1,080.81 135,00 27.50 29.94 lOOoOO 9.45 16.16 195.60 2,500.00 768.00 69.69 16.00 578.45 16.00 206.99 200.94 2,843.24 16000 124.08 60.63 75.97 195.76 65.00 74.50 100.00 I0,00 10.00 32.50 3OZ.O0 666,812.00 CZTY OF RANCHO CUCAMONGA LiST OF MARRANTS FOR PERIODS 10-05-94 (94/95) RUN DATE: 10/06/94 PAGE: 4 VENDOR MANE iTEM DESCRZPTXON MARR NO NARRe ANT. 581 SAN BERNARDTNO COUNTY 582 SAN 8ERNARDZNO COUNTY 8339 SCAQNO/TOTAL D-UPOATE TRAINING 1128 SCNAUMANN COMMUNiCATiON SVCS, inC. ZZ05 SEAL FURNITURE i SYSTEMS inC. 3896 SENECHAL, CAL 1011 SETCON 2507 $IEDE ENVZRONNENTAL CONTROLS 8138 SKYCASTLE ENTERTAINMENT 8129 SNITH'S FORKLiFT SERVICE,RON 8130 SQLTZS 8131 SQTQ PROViSiON 1432 SOUTHERN CALiFORNiA EDISON Z995 SPACESAVER SYSTEMS, lNC. 322 SPARKLETTS TSO SPECIALTY TYPEMRXTER SERVICE 682 SPEEDMAY NUFFLER INC. 8132 STRAUD, S- 836 TARGET SPECIALTY PRODUCTS 8142 THONFSQN'S FURNITURE 8143 THRIFTY OiL CO. e320 2737 U-C- REGENTS 693 U.S.IMHZTE VAN BATTERY CO., inC. 2731 UNXGLOBE REGENCY TRAVEL 8133 UNIVERSAL S~EEPING SERVICES 489 UPLAND, CiTY QF 8144 VARXAN ASSOCIATES, inC. 2210 VARNEY, GARY 3422 VIKING OFFICE PRODUCTS 3711 VZLLAGE NURSERXES 499 vISiON SERVICE PLAN - (CA) 2340 VORTEX iNDUSTRiES 213 MAXIEt KLEEN-LZNE CORP 1941 MESTERN TURF L CDNNERCXAL 813T MXLEYLSONS, iNC., JOHN 8134 MXSEHANt PATRICK 758 NITS 94 MOLFXNBARGER XNCet 8135 tRXGHT, DEXTER L., CHXRDPRACTOR 8136 MYATT, OARYN CAL-XD PROGRAM CAL-XO PROGRAM REGULATION TRAiniNG BUSINESS LICENSE REPUNOS OFFICE SUPPLIES INSTRUCTOR PAYNENT MAINTENANCE SUPPLIES SERViCE/SUPPLiES QUAKE-94 VIDEO BUSINESS LICENSE REFUNDS BUSINESS LICENSE REFUNOS BUSineSS LICENSE REFUNDS MONTHLY ELECTRIC BILLS SUPPLiES/SERVICE MONTHLY SERVICE TYPENRXTER SERVICE VEHICLE NAXNT SUPPLiES/SERViCE RECREATION REFUNDS NAXNT SUPPLIES BUSINESS LICENSE REFUNDS BUSINESS LICENSE REFUNDS POCKET GUIDE VEHICLE MAINTENANCE SUPPLIES CUMDEX MEETING BUSINESS LICENSE REFUNDS MONTHLY MATER 6ZLLING BUSINESS LICENSE REFUNDS MINX EQUXPNENT REETING OFFICE SUPPLIES LANDSCAPE SUPPLIES MONTHLY ViSiON SERVICE miLLiNG NAXNT SERVICE L REPAIRS NAXNT SUPPLIES NAZNT SUPPLIES SUBSCRIPTIONS RECREATION REFUNDS RECREACTEON SUPPLIES LANDSCAPE SUPPLIES PERHIT REFUND RECREATION REFUNDS ** CNECK8 OVERLAP # 90606 38,713.S0 90607 610o00 90608 T5000 90609 210Z3 8 90610 5e046e24 90611 216000 90612 146036 8 90613 2,694.89 90614 25.00 90615 26.50 90616 15090 90611 5.S3 90618- 90622 I 90623 S7,135.TS 90624 450000 t 90625 74.00 90626 39,00 8 90627 336.95 90628 25.00 90629 180.92 90630 15.37 90631 120.48 90632 lO.OO 8 90633 217.79 · 90634 288.00 90635 11.67 90636 18,88 90637 6.83 90638 1.1S 90639 lOToZ4 90640 143.68 90641 6e225.96 90642 ltO38.ZO 90663- 90643 >)> I 90644 2,419.68 90645 233.61 90646 62o16 90647 12.87 90648 12.63 e 90649 173.46 90650 435.00 90651 50.00 TOTAL 973,040.91 10/05/1994 CITY OF RANCHOCUCAMONGA PORTFOLIO MASTER SUM{ARY SEPTEMBER 30, 1994 CITY C, ASlt INVESTMENTS AVERAGE ---YIEld) TO MATURITY--- PERCENT OF AVERAGE DAYS TO 360 365 BOOK VALUE PORTFOLIO TERM MATURITY EQUIVALENT [QOIVAIJUff Certificates of Deposit - Bank ...............$ Local Agency Investment Funds ................$ Bankers Acceptances ..........................$ Federal Agency Issues - Coupon ...............$ Treasury Securities - Coupon .................$ Treasury Securities - Discount ...............$ Mortgage Backed Securities ...................$ Small Business Administration ................$ Miscellaneous Securities - Discount ..........$ 14,619,566.50 34.04 327 133 3.635 3.685 10,585,297.16 24.65 1 1 4.904 4.972 4,879,930.56 11.36 182 55 4.866 4.934 5,496,250.00 12.80 628 477 5.620 5.698 482,996.24 1.12 774 659 5.766 5.846 3,350,881.16 7.80 358 221 4.829 4.896 1,928,711.73 4.49 1,698 981 6.779 6.873 1,101,562.50 2.56 9,131 6,141 8.184 8.298 501,904.00 1.17 10,048 7,258 8.315 8.430 TOTAL INVF.~NENTS and AVERAGES .............$ 42,947,099.85 100.00% 677 424 4.771% 4.837% CASH Pasl)cok/(l~kinq Accounts ................... $ 319,049.30 1.973 2.000 (not included in yield calculations) Accrued Interest at Purchase .................$ 63,750.02 TOTAL CASH ...................................$ 382,799.32 TOTAL CASH and INVY. STMENTS .................$ 43,329,899.17 MOlf~{ ENDING FISCAL TOTAL EARNINGS SEPTD{BER 30 YEAR TO DATE Current Year $ 181,881.85 $ 562,560.90 I certify that this report accurately reflects all agency pooled investments and is in coaformity with investment policy adopted july 20, 1994. A copy of this investment policy is available in the Finance Division of the Administrative Services Department. The Investment Program herein shown provides sufficient cash flow liquidity to meet next month's estimated expenditures. 10 lo/o5/1994 CITY OF RANCHO CUCAMONGA INVESTMENT PORTFOLIO DETAILS ' INVESTMENTS SEPTEMBEI{ 30, 1994 CITY CASH INVESTMENT PURCHASE STATED --- T~4 --- MATURITY DAYS NUMBER ISSUER DATE BO~ VALUE FACX VALUE MARKET VALUE RATE 360 365 DATE TO MAT CERTIFICATES OF DEPOSIT - BANK 00912 BANK OF AMEP/CA 09/26/94 127,921.00 127,921.00 127,921.00 2.800 2.800 2.839 10/27/94 26 00913 BANK OF AMERICA 09/27/94 1,791,645.50 1,791,645.50 1,791,645.50 2.700 2.700 2.738 11/29/94 59 00888 FOOTHILL INDEP BANK 03/15/94 500,000.00 DO0,O00.O0 500,000.00 4.430 4.430 4.492 03/15/95 165 00871 GREAT WESTERN 11/08/93 1,000,000.00 1,000,000.00 1,000,000.00 3.600 3.600 3.650 11/08/94 38 00872 GREAT WESTEIU{ 11/15/93 500,000.00 500,000.00 500,000.00 3.600 3.600 3.650 11/15/94 45 00881 GREAT WESTERN 01/20/94 1,700,000.00 1,700,000.00 1,700,000.00 3.250 3.250 3.295 10/17/94 16 00882 GREAT WF2rERN 01/25/94 500,000.00 500,000.00 5(X),O00.O0 3.350 3.350 3.397 01/25/95 116 00883 GREAT WESTERN 02/01/94 500,000.05 500,000.00 500,000.00 3.250 3.250 3.295 10/31/94 30 00884 GREAT WESTIHUI 02/15/94 500,000.00 500,000.00 DO0,O00.O0 3.750 3.750 3.802 02/15/95 137 00885 GREAT WESTE]UJ 02/22/94 500,000.00 DO0,.O00.O0 DO0,O00.O0 3.750 3.750 3.802 02/22/95 144 00886 GREAT WESTERN 03/01/94 500,000.00 500,,000.00 500,000.00 3.7~0 3.750 3.802 03/01/95 151 00891 GREAT WESTERN 03/29/94 500,000.00 500r000.00 500,000.00 3.750 3.750 3.802 03/29/95 179 00898 GREAT WESTERN 05/12/94 2,000,000.00 2,000,,000.00 2,000,000.00 4.600 4.600 4.664 08/14/95 317 00877 SANWA 01/04/94 1,000,000.00 1,000~000.00 1,000,000.00 3.150 3.150 3.194 02/08/95 130 00878 SANWA 01/04/94 1,000,000.00 1,000,000.00 1,000,000.00 3.150 3.150 3.194 01/04/95 95 00894 SANWA 04/29/94 2,000,000.00 2,000,,000.00 2,000,000.00 4.250 4.250 4.309 05/02/95 213 S~TOTALS a~! AVERAGES 14,619,566.50 14,619.,506.50 14,619,~6.50 3.635 3.685 LOCAL AGENCY INVESTMENT FUNDS 00005 LOCAL AGENCY INVST FUND 00804 LOCAL AGENCY INVST FUND 9,472,297.16 9,472,297.16 9,472,297.16 4.989 4.921 4.989 1' 1,113,000.00 1,113,000.00 1,113,000.00 4.823 4.757 4.823 1 SUBTOTALS and AVERAGES 10,~5,297.16 10,585,297.16 10,~5,297.16 4.904 4.972 BANKERS ACCEPTANCES 00902 DAI IaI KAI~"YO ~ MY 05/27/94 4,879,930.56 5,000,000.00 4,879,930.56 4.867 4.867 4.934 11/25/94 55 FEDERAL AGENCY I~UES - (31KIPON 00895 FEDERAL Fi~/~{ CRIH)IT BANKS 00896 FEDERAL FARM CREI)IT BANKS 0<)897 FIU)ERAL FAR}{ CRIH)IT BaJ{KS 04/29/94 2,000,000.00 2,000,000.00 2,000,000.00 5.850 5.770 5.850 04/29/96 576 05/05/94 1,500,000.00 1,500,000.00 1,500,000.00 5.160 5.089 5.160 05/01/95 212 05/05/94 1,996,250.00 2,000,000.05 1,996,250.00 5.850 5.870 5.952 04/29/966 576 SUBTOTALS ~ AVERAGES 5,496,250.00 5,500,000.00 5,496,250.00 5.620 5.698 477 ~qLEAS{IRY SECURITIES - COUPO8 00903 BaNK OF AMERICA 00904 BANK OFAMERICA 08/08/94 272,845.00 277,000.00 272,845.00 6.141 6.571 6.662 08/31/97 1,065 06/07/94 210,151.24 217,000.00 210,151.24 4.600 4.720 4.786 02/09/95 131 SUBTOTALS ~ AVEPAGES 482,996.24 494,000.00 482,996.24 5.766 5.846 659 , - Reverse Repurchase Ageements are negative amounts. 11 10/05/1994 CITY OF RANCHO~GA INVESTHERT PORT]~LIO DETAILS - INVESTNDiT8 SEPTD4BER 30, 1994 CITY CASH IJV~TJe~ PURCHASE STATED ---TIN--- ~TURITY DAYS NUMBER ISSUER DATE BOOK VALUE FACE VALUE MARKET VALUE RATE 360 365 DATE TO ~T TREASURY SECURITIES - DISCOUNT 00892 BANK OF AMERICA 00907 BANK OF AMERICA SUBTOTALS and AVERAGES 04/13/94 1,913,085.56 2,000,000.00 1,913,085.56 4.370 4.518 4.581 04/06/95 187 06/30/94 1,437,795.60 1,515,000.00 1,437,795.60 5.040 5.241 5.314 06/24/95 266 3,350,881.16 3,515,000.(N) 3,350,881.16 4.829 4.896 221 MORTGAGE BACKED SECURITIES 00071 BANK OF AMERICA 00203 BANK OF AMERICA 00899 BANK OF AMERICA 00069 DEAN WITTEl{ REYNOLDS 00002 GIBRALTAR SAVINGS SUBTOTALS and AVERAGES 02/23/87 80,559.02 82,705.69 442,907.10 8.000 8.336 8.452 01/01/02 2,651 09/21/87 172,743.15 187,002.06 612,753.80 8.500 9.557 9.689 09/01/10 5,816 05/12/94 1,485,000.00 1,500,000.00 1,485,000.00 3.790 6.136 6.221 02/24/95 148 07/01/87 35,927.08 35,218.58 84,710.58 9.000 8.515 8.634 03/15/01 2,359 07/01/87 154,482.48 156,636.23 663,389.28 8.500 8.631 8.751 05/15/01 2,420 1,928,711.73 1,961,562.56 3,288,760.76 6.779 6.873 981 SMALL BUSINESS ADMINISTRATION 00004 SMALL BUSINESS ADMIN NTSCELLA]{F()US SECURITIES - DISCOUNT BANK OF AMERICA 07/25/86 1,101,562.50 1,000,000.00 1,065,142.39 9.125 8.184 8.298 07/25/11 6,141 02/10/87 501,904.00 5,200,000.00 404,872.00 8.430 8.315 8.430 08/15/14 7,258 TOTAL INVESTMENTS and AVERAGES $ 42,947,099.85 47,875,426.22 44,173,696.77 4.771% 4.837% 424 , - Reverse Repurchase Agreements are negative amounts. 10/05/1994 CI~ OF ~CUCAMONGA INVESTMENT PORTFOLIO DETAIE.S SEPTE)Q~ER 30, 1994 CII~ CtSB INVESTMENT PURCHASE STATED --- YTM --- MATUI{ITY DAYS {ER I~UR DATE BOOK VALUE FACE VALUE ){ARKET VALUE RATE 360 365 DATE TO ~T ~/SAVINGS ACCOUNTS 001~0 BANK OF A)fER. ICA 319,049.30 2,000 1.973 2.000 Accrued Interest at Purcba,se 63,750.02 382,799.32 $ 43,329,899.17 13 1o/o5/~994 CITY OF RINGNO CUCAMONGA PORTFOLIO MASTER INVESTMENT ACTIVITY BY TYPE SEPTEMBER 1, 1994 ' SEPTEMBER 30, 1994 CITY STATED TRANSACTION PURCHASES SALES/MATURITIES TYPE INVESTMENT t ISSOER RITE DATE OR DEPOSITS OR WITHI)RIMALS BALANCE CERTIFICATES OF DEPOSIT - BANK BEGINNING BALANCE: 00909 BANK OF AMERICA 2.700 09/27/94 1,791,645.50 00911 BANK OF A)UEltlCA 2.800 09/26/94 127,921.00 00912 BANK OF AMERICA 2.800 09/26/94 127,921.00 04)913 BANK OF ANERIC. A 2.700 09/27/94 1,791,645.50 SUBTOTAlS and ERI)ING BALANCE 14,619,566.50 1,919,566.50 1,919,566.50 14,619,566.50 IDCALAGENCY INVESTMENT FUNDS 00005 ~AGENC/INVST FUND 00804 LOCAL AGENa INVST FUND 4.989 4.823 BEGINNING BALANCE: 1,500,000.00 12,085,297.16 0.00 1,500,000.00 10,585,297.16 (I{ECKIleG/SAVINGS ACCOUNTS 00180 BANK OF AMERICA 1,366,295.00 BEGINNING BALANCE: 1,443,500.00 396,254.30 319,049.30 BEGINNING BALANCE: 4,879,930.56 4,879,930.56 FEDERA.L AGENCY ISSUES - COUPON BEGINNING ~E: 5,496,250.00 5,496,250.00 TREASURY SECURITIES - COUPON 00905 BANK OF ABlERleA 09101194 BEGIIIIiING BALANCE: 51,503.11 534,499.35 482,996.24 TREASURY SECURITIES - DISOiNINT BEGINNING BALANCE: 3,350,881.16 3,350,881.16 MORTGAGE BACKED SECURITIES 00071 BANK OFAMERICA 00203 BANK OFAMERICA 00069 DEAN WITTER REYNOLDS 00002 GIBRALTAR SAVINGS 8.000 8.500 9.000 8.500 09/15/94 09/26/94 09/15/94 09/19/94 BEGINNING BALANCE: 2,002.88 5,095.89 169.19 1,213.56 8,481.52 1,937,193.25 1,928,711.73 Reverse Repurchase Agreement~ are negative amounts. 10/05/1994 CITY OF RANCHOCUCA14ONGA PORTFOLIO MASTER INVESTMENT ACTIVITY BYTYPE SEPTEMBER 1, 1994 - SEPTEMBER 30, 1994 CITY CASH STATED TRANSACTION PURCHASES SALES/MATURITIES TYPE INVESTMENT # ISSUER RATE DATE OR DEPOSITS OR WITHDRAWALS BALANCE SMALL BUSINESS ADMINISTRATION BEGINNING BALANCE: 1,101,562.50 1,101,562.50 MISC~.LTJ. NEOUS SECURITIES - DISCOUNT TOTALS BEGI]{NING BALANCE: , - Revers~ Repurchase Agreements are negative amounts. BEGINNING Bjx. LANCE: 501,904.00 501,904.00 $ 44,903,338.78 3,285,861.50 4,923,051.13 43,266,149.15 DATE: TO: FROM: BY: SUBJECT: CITY OF RANCHO CUCAMONGA STAFF REPORT October 19, 1994 Mayor and Members of the City Council Jack Lam, AICP, City Manager Rick Gomez, Community Development Director Karen McGuire-Emery, Associate Park Planner AUTHORIZE STAFF TO SEEK PROPOSALS FOR THE CONCEPTUAL MASTER PLAN DESIGN AND PHASE I CONSTRUCTION DRAWINGS FOR THE NORTHEAST COMMUNITY PARK PROJECT, TO BE FUNDED FROM PUBLIC RESOURCES ACCOUNT 34-4532-8924 AND 88 BOND ACT ACCOUNT NUMBER 27-4532-8924. RECOMMENDATION: It is recommended that the City Council authorize the Community Development Director to seek proposals for design services to formulate the Conceptual Master Plan and Phase I Construction Drawings for the Northeast Community Park Project. BACKGROUND/ANALYSIS: The Northeast Community Park site comprises 38.2 acres, located on the east side of East Avenue, north of Summit Avenue. Over the past years, the City has been successful in receiving grant money for the Design/Development of this facility through two State Grant Sources; the Public Resources Account in the amount of $246,250.00, and the California Wildlife, Coastal and Parkland Conservation Act (88 Bond Act) in the amount of $276,000.00. As stipulated through the grant guidelines, up to 20% of the funds may be used for non- construction purposes such as design services, preparation of plans and specifications and construction inspection. There is no requirement for City matching funds through either grant program. btt d Res , mi e , R (Tt~z ] Development Director 16 Date: To: From: Subject: CITY OF RANCHO CUCAMONGA STAFF REPORT October 19, 1994 Mayor and Members of the City Council Jack Lam, AICP, City Manager William J. O'Neil, City Engineer APPROVAL OF A RESOLUTION OF THE CITY OF RANCHO CUCAMONGA APPROVING THE SUBMITTAL OF HOUSEHOLD HAZARDOUS WASTE DISCRETIONARY GRANT TO THE CALIFORNIA INTEGRATED WASTE MANAGEMENT BOARD RECOMMENDATION Attached is a copy of a Resolution authorizing the City of Chino on behalf of the City of Rancho Cucamonga to prepare, submit and administer a Discretionary Household Hazardous Waste Grant. BACKGROUND AB 1220 authorizes the California Integrated Waste Management Board to offer a competitive grant program, with $3 million available statewide, for new and expanded Household Hazardous Waste (HHW) programs. The program prioritizes new programs in underserved areas, provides for expansion of existing programs through collection of additional waste types, aides implementation of innovative programs, or expanding public education services; and provides support to regional Household Hazardous Waste programs. The City of Rancho Cucamonga has applied for a grant based on the needs of this city specifically, as outlined in the staff report submitted to the City Council September 21, 1994. Briefly, they are to upgrade our current HHW site and develop a public education\ informational display(s) for use at schools and community events. The west end cities of Chino, Chino Hills, Fontana, Montclalr, Ontario, Rialto, Rancho Cucamonga, and Upland are proposing to submit a regional application. Funds are being requested for public education activities. including; production of a regional video with public service announcements for each city, to be broadcast on local cable companies, printing of a standardized promotional brochure and flyer, that will be translated for non-English speaking people and creation of materials for countywide schools. All the participating cities are part of the countywide Household Hazardous Waste program and this grant will provide a consistent message and reduce the overall cost of public information and educational programs. As a regional grant this application will increase the chance of the cities receiving a grant. Having it will not effect the efforts of each individual city to apply for a site specific program. ANAl ,YSIS The City of Chino has offered to act as the lead agency on this grant. The City of Chino currently has a" grant - funded oil recycling" intern who will be assigned the task of implementing this grant if received and will coordinate with the other agencies. 17 Our participation in the regional effort will not effect the outcome of our local application. The two grants have different appeal and participation in both would help increase the chances of the City of Rancho Cucamonga receiving grant funds for its HHW program. A letter of intent signed by the City Manager was sent with the submittal to meet the September 30, 1994 submittal date. An approved authorizing Resolution must be sent to the California Integrated Waste Management Board by December 9, 1994. Respectfully Submitted,. William J. O'Neil, City Engineer Bob Zetterberg, Integrated Waste Coordinatc.r Diane O'Neal, Management Analyst ll 18 Resolution RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA AUTHORIZING THE SUBMITTAL OF A HOUSEHOLD HAZARDOUS WASTE DISCRETIONARY GRANT APPLICATION TO THE CALIFORNIA INTEGRATED WASTE MANAGEMENT BOARD AND AUTHORIZING THE CITY OF CHINO TO ACT ON BEHALF OF THE CITY OF RANCHO CUCAMONGA AS HOUSEHOLD HAZARDOUS WASTE DISCRETIONARY GRANT APPLICANT AND ADMINISTRATOR Whereas, the people of the State of California have enacted ASSEMBLY BILL 1220 (Eastin, 1993)that grants to local governments to establish and implement waste diversion and separation programs to prevent disposal of household hazardous waste, including household hazardous waste, in solid waste landfills; and Whereas. the California Integrated Waste Management Board (Board) has been delegated the responsibility for the administration of the program within the state· setting up necessary procedures governing application by cities and counties under the program; and Whereas. said procedures established by the California Integrated Waste Management Board require the applicant to certify by resolution the approval of application before submission of said application to the state; and Whereas· the applicant will enter into an agreement with the State of California for the development of the project; NOW, THEREFORE, BE IT RESOLVED that the City Council of Rancho Cucamonga authorizes the submittal of an application for the California Integrated Waste Management Board for a Household Hazardous Waste Discretionary Grant. The City Manager of the City of Chino is hereby authorized and empowered to execute in the name of the City of Rancho Cucamonga all necessary applications, contracts, agreements, amendments hereto for the purpose of securing grant funds and to implement and carry out the purposes specified in the grant application. The foregoing resolution was passed the City of Rancho Cucamonga this · 19 , Effective .19 , day of ATTEST: Signed: Dam: CITY OF RANCHO CUCAMONGA STAFF REPORT DATE: TO:. FROM: SUBJECT: October 19, 1994 Mayor and Members of the City Council Susan Mickey, Management Analyst I EXTENSION OF COMCAST CABLE T.V. FRANCHISE Recommendation Adoption of Resolution 91-012R extending Comcast's Franchise License for 30 days. Background The City staff would appreciate the opportunity to continue with the negotiations with Comcast to insure that every opportunity has been made available to Comcast to obtain a Franchise License. so:j s Attachment RESOLUTION NO. 91-012-R A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA, EXTENDING COUNTY OF SAN BERNARDINO FRANCHISE LICENSE WITH COMCAST CABLE T.V. FOR 90 DAYS UPON EXPIRATION OF CURRENT LICENSE WITHIN THE CITY OF RANCHO CUCAMONGA WHEREAS, the Franchise License granted to Comcast Cable T.V. by the County of San Bemardino and grandfathered into the City of Rancho Cucamonga will expire on October 20, 1994; and WHEREAS, negotiations are ongoing between the City of Rancho Cucamonga and Comcast Cable T.V.; and WHEREAS, all terms and conditions of the current license will continue the same. NOW, THEREFORE, the City Council of the City of Rancho Cucamonga does hereby resolve to extend the Franchise License for 90 days after the expiration of the current County of San Bemardino License. DATE: TO: FROM: SUBJECT: CITY OF RANCHO CUCAMONGA STAFF REPORT October 18, 1994 Mayor and Members of the City Council Jack Lam, AICP, City Manager Bruce Zeiner, Chief of Police REQUEST TO TRANSFER EQUIPMENT FROM THE CITY TO THE COUNTY OF SAN BERNARDINO Recommendation To transfer the title of equipment being utilized by the Police Department to the County of San Bemardino in order to obtain proper identification numbers and liability insurance. Backg, round It recently came to my attention that two (2) pieces of equipment which are utilized by the Police Department had not been transferred to the County for the purpose of obtaining equipment numbers and providing liability insurance. Therefore, I am requesting that this transfer be approved by the City Council so that the equipment can be further utilized. The equipment is listed as follows: 1989 Dico Utility Trailer - License #913250 VIN # 10DAU 1455KC012812 (Portable Scales) 1991 SMART Trailer - License #913251 VIN #1M9BS0812LC325071 (Radar Trailer) Attached to this staff report you will find copies of the registration slips for each vehicle. 21 1 DEPARTMENT OF MOTOR VEHICLES P O BOX 942869 SACRAMENTO, CA 94269-0OO 1 G.L rlr0895 · ' o 'x--:*.',VALII)A FED REG:[!~rRAF:[{!N IjARI):.:.-x-,:. f'ERM E:..XEMF'I T YIME C)I: VEH~LE,VESSEL USE IRAIL, ER VEHK;LE d/VESSeL HULL NUMER 10DAU 14S5K&012812 BOOY TYP~ MOOL YR FIRST LIT l I. 89 13ATE IS,S4JED ]~X IN~ WEIGHT 08/03/9 1 A ENGIE I'~MBER 12t:.41199 43 VLF VEH ' YR, USE TaX $ F'R/I. tI!I r: F'0LICE 1BO 080291 41 0035 FOI 0000000 913.'.'bO D 1 C (} 89 42f. WIi $ NF |"' E. 3/> [)1 IE_E F'S 0 7 / 0,~t ',~ t t D E R CY RAN&HO CtJCAMONGA 10500 CIVIC CENTER DR RNCtt CLJCAMNGA CA 91730 WF RF LF PEN 01 02 03 04 05 TOT ~m~ s ~ o 5 o 8 9 5 L DEpARI'MENT OF MOTOR VEHK}LES P.O. BOX 942869 SACRAMENTO. CA 94269-0001 ,~:.,UALIDA1ED REGISTRA1 ION CARl)*** F'E':RM EXEMF'I tc OF V~HICLEiVE'SS~L ~ RECU, STRATlUN£Xla~ES r'Yl:~uS~ 1RAI|-ER 12131199 43 1M?B, SO812L C325071 DI, Y 71 08/0:$/91 1 A 01050 ~N~ NU~R R/HIST: POLICE DI 180 'b%q0291 41 0036 A01 0000000 PS [;Y RNCH CUCAMNE~A 10500 CIVIC CENTER DR RNCH CLICAMNGA CA 91730 WF RF LF PEN 01 '02 03 04 CL~ TOT DATE: TO: FROM: BY: SUBJECT: CITY OF RANCHO CUCAMONGA STAFF REPORT October 19, 1994 Mayor and Members of the City Council Jack Lam, AICP, City Manager William J. O'Neil, City Engineer Linda R. Beek, Jr. Engineer AWARD AND AUTHORIZATION FOR EXECUTION OF CONTRACT FOR MILLIKEN AVENUE GRADE SEPARATION SLOPE AND DRAINAGE MODIFICATION, LOCATED ON MILLIKEN AVENUE SOUTH OF JERSEY BOULEVARD AT THE SOUTHERbl CALIFORNIA REGIONAL RAIL AUTHORITY (SCRRA) RAILROAD TRACKS (FORMERLY AT & SF) TO SEAN MALEK ENGINEERING AND CONSTRUCTION FOR THE AMOUNT OF $88,737.00 ($80,670.00 PLUS 10% CONTINGENCY) TO BE FUNDED FROM LANDSCAPE MAINTENANCE DISTRICT NO. 3B, ACCOUNT NO. 46-4130-9324 RECOMMENDATION I~ is recommended that the City Council accept all bids as submitted and award and authorize for execution, the contract for Milliken Avenue Grade Separation Slope and Drainage Modification, to the lowest responsive bidder, Sean Malek Engineering and Construction for the amount of $80,670.00 and authorize the Administrative Services Director to expend $88,737.00 ($80,670,00 plus 10% contingency) to be funded from Landscape Maintenance District No. 3B, Account No. 46-4130-9324. BACKGROUND/ANALYSIS Per previous Council action, bids were solicited, received and opened on October 4, 1994 for the subject project. Sean Malek Engineering and Construction is the apparent lowest responsive bidder, with a bid amount of $80,670.00 (see attached bid summary). The Engineer's estimate was $135,000.00. The project includes construction of cut off walls, catch basins, other miscellaneous drainage improvements and modifications of landscaping. Staff has reviewed all bids received and found them to be complete and in accordance with the bid requirements. Staff has completed the required background investigation and finds all bidders to meet the requirements of the bid documents. Respectfully submitted, , William J. O'Neil City Engineer WJO:LRB:iy Attachments cc: Purchasing J ,4RROW HWY. / s~i~r ~ $,4LIN,4 AI/E*AIUE "~ 9 TH STREET '~ ka · ,~.T. AND 8 TH STREET SALINA AVENUE STREET I1VIPROVE1Vw~NTS BETWEEN CAT,AVERAS AVENUE AND SIERRA MADRE AVENUE AND VINMAR AVENUE STREET I1VIPROVE1VIENTS TO 350 FEET NORTH OF SALINA AVENITE BID DATE: OCTOBER 4, 1994 ENGINEER'S ESTIMATE: $153,115.40 Item Item Unit of No. Description Measure !. Clearing and Grubbing L.S 2. Remove A.C. Pavement SF 3. Misc. P.C.C. Removal CY 4. Unclassificd Excav. & Fill (F) CY 5. Remove Tree EA 6. Relocate M.B. or Sign EA 7, Crushed Aggregate TON 8. A.C. Pavement TON 9. Adj Valve Can & Cover to Grade EA 10. Adj MH Frame & Cover to Grade EA I l. Masonry BIk Wall, MB & Planter LF 12. 8" P.C.C. Curb & 24" Gutter LF 13. 6" PCC Dr. Approach SF 14. 4" PCC S.W., Walkway & D.W. and Wheelchair Ramp SF 15. P.C.C. Cross Gutter & Spandrel SF 16. Adj. WM Box to Grade EA 17. 4' Chain Link Fence LF 18. Trenching & Backfill, Conduits Pull Boxes & Ropes Per SCE Plan (UG-D-89-908-1 LF 19. install Sod, Restore Ini. Include Prep., Fine Grading & 60 day Maintenance SF 20. 15 Gal Liquid Amber Tree EA 21. Blue type I Pavement Marker EA Estimated Quantity ! 37,503 625 730 6 23 807 612 4 3 175 1,745 2,359 6,031 1,788 21 169 !,!35 10,110 25 1 CITY OF RANClIO CUCAMON(;A SUMMARY OF PROPOSALS SALINA AND VINMAR AVENUES Engineer's Estimate Unit Original Unit Prices Authorized Prices $9,270.00 $9,270.00 $4,500.00 $0.25 $9,375.75 $0.35 $1.60 $1,000.00 $2.50 $12.00 $8,760.00 $10.00 $475.00 $2,850.00 $250.00 $125.00 $2,875.00 $100.00 $15.00 $12,105.00 $13.00 $32.00 $19,584.00 $37.00 $75.00 $300.00 $150.00 $625.00 $1,875.00 $200.00 $40.00 $7,000.00 $45.00 $9.10 $15,879.50 $12.00 $3.00 $7,077.00 $2.75 $2.15 $12,966.65 $2.00 $5.00 $8,940.00 $4.75 $75.00 $1,575.00 $50.00 $15.00 $2,535.00 $10.00 $8.00 $9,080.00 $3.00 $1.75 $17,692.50 $1.15 $90.00 $2,250.00 $150.00 $125.00 $125.00 $550.00 $153,115.40 Sean Malek, Inc. Amount Bid Sully-Miller Cont. Co. Unit Amount Prices Bid $4,500.00 $1 i ,500.00 $1 i ,500.00 $13,126.05 $0.21 $7,875.63 $ 1,562.50 $2.25 $ 1,406.25 $7,300.00 $12.60 $9,198.00 $1,500.00 $300.00 $ ! ,800.00 $2,300.00 $80.00 $1,840.00 $10,491.00 $13.30 $10,733.10 $22,644.00 $26.70 $16,340.40 $600.00 $74.00 $296.00 $600.00 $540.00 $ 1,620.00 $7,875.00 $82.00 $14,350.00 $20,940.00 $7.90 $13,785.50 $6,487.25 $2.40 $5,661.60 $0.00 $0.00 $12,062.00 $1.75 $10,554.25 $8,493.00 $3.00 $5,364.00 $ 1,050.00 $30.00 $630.00 $1,690.00 $13.20 $2,230.80 $0.00 $0.00 $0.00 $0.00 $3,405.00 $7.70 $8,739.50 $0.00 $0.0O $0.00 $0.(X} $11,626.50 $1.64 $16,580.40 $3,750.00 $163.00 $4,075.00 $550.00 $49.00 $49.00 $142,552.30 $144,629.43 BID DATE: OCTOBER 4, 1994 ENGINEER'S ESTIMATE: $153,115.40 Page 2 Item Item Unit of No. Description Measure I. Clearing and Grubbing L.S 2. Remove A .C. Pavement SF 3. Misc. P.C.C. Removal CY 4. Unclassified Excav. & Fill (F) CY 5. Remove Tree EA 6. Relocate M.B. or Sign EA 7. Crushed Aggregate TON 8. A.C. Pavement TON 9. Adj Valve Can & Cover la Grade EA 10. Adj Mtt Frame & Cover to Grade EA 11. Masonry B!k Wall, MB & Planter LF 12. 8" P.C.C. Curb & 24" Gutter LF 13. 6" PCC Dr. Approach SF 14. 4" PCC S.W., Walkway & D.W. and Wheelchair Rnmp SF 15. P.C.C. Cross Gutter & Spandrel SF 16. Adj. WM Box to Grade EA 17. 4' Chain Link Fence LF 18. Trenching & Backfill, Conduits Pull Boxes & Ropes Per SCE Plan (UG-D-89-908- i LF 19. Install Sod, Restore lrri. Include Prep., Fine Grading & 60 day Maintenance SF 20. 15 Gal Liquid Amber Tree EA 21. Blue type ! Pavement Marker EA TOTAL TOTAL SUBMITlED Estimated Quantity I 37,503 625 730 6 23 807 612 4 3 175 1,745 2,359 6,031 1388 21 169 1,135 10,110 25 1 CITY OF RANClIO CUCAMONGA SUMMARY OF PROPOSALS SALINA AND VINMAR AVENUES EGN Construction, Inc. Unit Amount Prices Bid Gutierrez Construction !lazels Nursery & Const. Unit Amount Unit Amount Prices Bid Prices Bid $2,600.00 $2,600.00 $10,000.00 $10,000.00 $0.18 $6,750.54 $0.25 $9,375.75 $2.00 $1,250.00 $2.00 $1,250.00 $16.00 $11,680.00 $4.50 $3,285.00 $345.00 $2,070.00 $600.00 $3,600.00 $75.00 $1,725.00 $150.00 $3A50.00 $14.79 $11,935.53 $12.00 $9,684.00 $29.43 $18,011.16 $30.00 $18,360.00 $50.00 $200.00 $150.00 $600.0O $500.00 $1,500.00 $250.00 $750.00 $66.00 $11,550.00 $52.00 $9,100.00 $9.50 $16,577.50 $12.00 $20,940.00 $2.99 $7,053.41 $2.50 $5,897.50 $0.00 $1.99 $12,001.69 $2.00 $12,062.00 $3.59 $6AI8.92 $6.00 $10,728.00 $25.00 $525.00 $50.00 $1,050.00 $16.50 $2,788.50 $14.50 $2,450.50 $0.00 $0.00 $6.75 $7,661.25 $6.46 $7,332.10 $0.00 $0.00 $2.10 $21,231.00 $1.65 $16,681.50 $125.00 $3,125.00 $85.00 $2,125.00 $10.00 $10.00 $25.00 $25.00 $146,664.50 $148,746.35 $148,916.35 $13,411.00 $13,411.(g) $0.46 $17,251.38 $0.92 $575.00 $7.48 $5,460.40 $500.00 $3,000.00 $100.00 $2,300.00 $14.26 $11,5(}7.82 $29.84 $18,262.08 $172.50 $690.00 $287.50 $862.50 $28.00 $4,900.00 $11.95 $20,852.75 $2.50 $5,897.50 SO.m) $2.10 $12,665.1o $3.75 $6,705.~) $30.00 $630.00 $12.00 $2,028.00 $O.(YO $().(~ $7.45 $8,455.75 $0.(~) $0.(~) $1.25 $12,637.50 $75.00 $1,875.(~) $10.00 $10.(~) $149,976.78 $149,977.69 BID DATE: OCTOBER 4, 1994 ENG INEER'S ESTIMATE: $153,115.40 Page 3 item Item Unit of No. Description Measure 1. Clearing and Grubbing L.S 2. Remove A.C. Pavement SF 3. Misc. P.C.C. Removal CY 4. Unclassified Excav. & Fill (F) CY 5. Remove Tree EA 6. Relocate M.B. or Sign EA 7. Crashed Aggregate TON 8. A.C. Pavement TON 9. Adj Valve Can & Cover to Grade EA 10. Adj MH Frame & Cover to Grade EA 1 I, Masomy B!k Wall, MB & Planter LF 12. 8" P.C.C. Curb & 24" Gutter LF 13, 6" PCC Dr. Approach SF 14, 4" PCC S.W., Walkway & D.W. and Wheelchair Ramp SF 15. P.C.C. Cross Gutter & Spandrel SF 16. Adj. WM Box to Grade EA 17. 4' Chain Link Fence LF 18. Trenching & Backfill, Conduits Pull Boxes & Ropes Per SCE Plan (UG-D-89-908- I LF 19. Install Sod, Restore Irri. Include Prep., Fine Grading & 60 day Maintenance SF 20. 15 Gal Liquid Amber Tree EA 21. Blue lype ! Pavement Marker EA TOTAL Estimated Quantity 1 37,503 625 730 6 23 807 612 4 3 175 1,745 2,359 6,031 1388 21 169 1,135 10,110 25 I CITY OF RANCliO CUCAMONGA SUMMARY OF PROPOSALS SALINA AND VINMAR AVENUES Kruger McGrew Coast. Co. Unit Amount Unit Prices Bid Prices J.E.G. Coast. Co. Amount Bid Unit Prices Laird Construction Amount Bid $13,700.00 $13,700.00 $9,000.00 $9,000.00 $30,400.00 $0.20 $7,500.60 $0.25 $9,375.75 $0.20 $1.50 $937.50 $2.25 $1,406.25 $3.10 $30.00 $21,900.00 $9.00 $6,570.00 $26.33 $231.00 $1,386.00 $350.00 $2,100.00 $450.00 $92.00 $2,116.00 $85.00 $1,955.00 $100.00 $10.35 $8,352.45 $17.25 $13,920.75 $11.63 $28.62 $17,515.44 $30.50 $18,666.00 $30.50 $70.00 $280.00 $50.00 $200.00 $60.00 $515.00 $1,545.00 $350.00 $1,050.00 $300.00 $53.00 $9,275.00 $95.00 $16,625.00 $70.00 $10.75 $18,758.75 $11.00 $19,195.01) $8.25 $2.25 $5,307.75 $2.15 $5,071.85 $2.25 $0.00 $1.75 $10,554.25 $1.85 $11,157.35 $1.60 $4.05 $7,241.40 $3.50 $6,258.00 $4.75 $40.00 $840.00 $50.00 $1,050.00 $30.0(} $13.35 $2,256.15 $14.50 $2,450.50 $15.00 $0.00 $0.00 $12.42 $14,096.70 $7.00 $7,945.00 $6.00 $0.00 $0.00 $0.78 $7,885.80 $1.95 $19,714.50 $2.20 $98.00 $2,450.00 $10O.00 $2,500.00 $165.011 $50.00 $50.00 $50.00 $50.00 $25.00 $153,948.79 $156,260.95 $30 400.00 $7 500.60 $1 937.50 $19 220.90 $2 7011.00 $2 300.00 $9 385.4 I $18 666.00 ;240.00 ;900.00 $12 250.00 $14 396.25 $5,307.75 $0.00 $9,649.60 $8,493.00 $630.0) $2,535.01) $0.00 $0.0) $6,810.01) $0.01 $0.0) $22,242.0) $4,125.011 $25.0) $179,714.111 BID DATE: OCTOllER 4, 1994 ENGINEER°S ESTIMATE: $153,115.40 Page 4 Item Item Unit of No. Description Measure 1, Clearing and Grubbing L.S 2. Remove A.C. Pavement SF 3, Misc. P.C.C. Removal CY 4, Unclassified Excav, & Fill (F) CY 5, Remove Tree EA 6. Relocale M.B. or Sign EA 7, Crushed Aggregate TON 8, A.C. Pavement TON 9, Adj Valve Can & Covet to Grade EA 10, Adj MH Frame & Covet to Grade EA I I, Masonry BIk Wall, MB & Planter LF 12. 8" P.C.C. Curb & 24" Guuer LF !3. 6" PCC Dr. Approach SF 14, 4" PCC S.W., Walkway & D.W. and Wheelchair Ramp SF 15, P.C.C. Cross Gutter & Spandrel SF 16. Adj. WM Box Io Grade EA 17, 4' Chain Link Fence LF 18. Trenching & Backfill, Conduits Pull Boxes & Ropes Per SCE Plan (UG-D-89-908- I LF 19, Install Sod, Restore !tri. Include Prep., Fine Grading & 60 day Maintenance SF 20. i 5 Gal Liquid Amber Tree EA 21. Blue type ! Pavement Marker EA TOTAL Estimated Quantity CITY OF RANClIO CUCAMONGA SUMMARY OF PROPOSALS SALINA AND VINMAR AVENUES E.C. Construction Unit Amount Prices Bid ! $10,660.00 $10,660.00 37,503 $0.18 $6,750.54 625 $2.00 $1,250.00 730 $28.59 $20,870.70 6 $265.00 $1,590.00 23 $50.00 $1,150.00 807 $ I 1.75 $9,482.25 612 $29.35 $17,962.20 4 $245.00 $980.00 3 $425.00 $1,275.00 175 $79.66 $13,940.50 ! ,745 $13.00 $22,685.00 2,359 $2.70 $6,369.30 6,03 I 1,788 21 169 1,135 10,110 25 I $2.30 $13,871.30 $4.25 $7,599.00 $75.00 $1,575.00 $18.84 $3,183.96 $18.87 $21,417.45 $1.60 $16,176.00 $132.50 $3,312.50 $25.00 $25.0O $182,125.70 DATE: TO: FROM: BY: SUBJECT: CITY OF RANCHO CUCAMONGA STAFF REPORT October 19, 1994 Mayor and Members of the City Council Jack Lam, AICP, City Manager William J. O'Neil, City Engineer Linda R. Beek, Jr. Engineer AWARD AND AUTHORIZATION FOR EXECUTION OF CONTRACT FOR SALINA AVENUE STREET IMPROVEMENTS, BETWEEN CALAVERAS AVENUE AND SIERRA MADRE AVENUE AND VINMAR AVENUE, STREET IMPROVEMENTS TO 350 FEET NORTH OF SALINA AVENUE TO SEAN MALEK ENGINEERING AND CONSTRUCTION FOR THE AMOUNT OF $156,807.53 ($142,552.30 PLUS 10% CONTINGENCY) TO BE FUNDED FROM CDBG FUNDS, ACCOUNT NO. 28-4333-93 18 RECOMMENDATION It is recommended that the City Council accept all bids as submitted and award and authorize for execution, the contract for Salina Avenue Street Improvements, located between Calaveras Avenue and Sierra Madre Avenue and Vinmar Avenue, Street Improvements to 350 feet north of Salina Avenue to the lowest responsive bidder, Scan Malek Engineering and Construction for the amount of $142,552.30 and authorize the Administrative Services Director to expend $156,807.53 ($142,552.30 plus 10% contingency) to be funded from CDBG Funds, Account No. 28-4333-9318 BACKGROUND/ANALYSIS Per previous Council action, bids were solicited, received and opened on October 4, 1994 for the subject project. Scan Malek Engineering and Construction is the apparent lowest responsive bidder, with a bid amount of $154,797.00 (see attached bid summary). The Engineers estimate was $135,000.00. This project will include the construction of street improvements, including curb, gutter, sidewalks, street paving and other related work. Staff has reviewed all bids received and found them to be complete and in accordance with the bid requirements. Staff has completed the required background investigation and finds all bidders to meet the requirements of the bid documents. RespectfuAl~submitte;!, William~'Neil City Engineer WJO:LRB:Iy Attachments cc: Purchasing FOOTHII,L ( RT. ARROW : 66) BOUI,EVARD I - ROUTE : PROJECT ... - -~ LO CATION z -, ~ O FOUR~ = S~EET VICINITY MAP 31 CITY OF RANCHO CUCAMONGA SUMMARY OF PROPOSALS MILLIKEN AVENUE GRADE SEPARATION SLOPE AND DRAINAGE IMPROVEMENTS BID DATE: OCTOBER 4, 1994 ENGINEERS°S ESTIMATE: $135,063.93 item Item Unit of No. Description Measure Engineer's Estimate Estimated Unit Original Quantity Prices Authorized Sean Malek EngJConst. Unit Total Price Price Slater, Incorporated Unit Total Price Price 1. Remove Exist. P.C.C. Drainage Swale & 4" Atrium Drain LF 2. Saw Cut & Remove Exist. Swale LF 3. Catch Basin Per Sheet 5 of 5 EA 4. Catch Basin Per Detail "E" EA 5. P.C.C. Headwall to Exist CB EA 6. Inshall Brooks C.B. No. 1218 EA 7. Install Brooks C.B. No. 1218 & P.C.C. Transition EA 8. InslaB Brooks C.B. No. 1212 wilh 6" outlet EA 9. Install Brooks C.B. No. 1212 w/Traffic Grate Wt. 33 EA 10. Remove Exist. Drain Device & lustall Brooks No. 1212 w/Parkway Grate Wt 29 EA 11. CB Grate to Exist CB & Fasten EA 12. 6" Atrium Drain Per Detail ! EA 13. R & R Cobblestone Rock Swale SF 14. Rock Swale Per Section D-D SF 15. Core 6" Dia Hole Thru Exist Wall EA 16. P.C.C. Header R.C. Std 528 LF 17. P.C.C. Drain Swale &Wall LF 18. P.C.C. Drain Swale/Detaii B LF 19. P.C.C. Curb Wall/Sect A-A/Det C LF 20. Mod P.C.C. Drain Swale/Det K LF 21. P.C.C. Drain Swale Detail L LF 22. 18" x 18" P.C.C. Atrium Drain EA 23. 4" Dia P.V.C. Pipe LF 24. 6" Dia P.V.C. Pipe LF 25. Relocate Exist Elect Pull Box to Clear P.C.C. Swale EA 26. Mod !rrigalion & Replant LS T()TAI~ TOTAL StJBMIITED $0.00 17 $152.94 $2,599.98 80 $20.00 $1,600.00 I $2,000.00 $2,000.00 I $3,000.00 $3,000.00 I $1.000.00 $1 ,O00.00 4 $2,500.00 $10,000.00 I $2,100.00 $2,100.00 7 $2,000.00 $ ! 4,000.00 I $2,0130.00 $2,000.00 I $1,500.00 $1,500.00 3 $500.00 $1,500.00 8 $1,125.00 $9,000.00 234 $25.00 $5,850.00 ! 10 $25.00 $2,750.00 15 $213.33 $3,199.95 122 $12.00 $1,464.00 38 $100.00 $3,800.00 152 $75.00 $11,400.00 17 $300.00 $5,100.00 295 $25.00 $7,375.00 329 $25.00 $8,225.00 9 $700.00 $6,300.00 90 $10.00 $900.00 56 $25.00 $1,400.00 12 $1,000.00 $12,000.00 I $15 ,{XX).I)0 $15,000.00 $135,063.93 $55.00 $55.00 $2,200.00 $1,500.00 $1,100.00 $1,500.00 $1,800.00 $ 1,0O0.00 $2,000.00 $2,100.00 $700.00 $250.00 $18.00 $25 .oo $1oo.o0 $14.00 $55 .oo $50.00 $100.00 $30.00 $15.00 $100.00 $10.00 $15.00 $50.00 $8,950.00 $0.00 $935.00 $4,400.00 $2,200.00 $1,500.00 $1,100.00 $1,800.00 $7,000.00 $2,000.00 $o.oo $2,100.00 $2,100.00 $2,000.00 $4,212.00 $2,750.00 $1,500.00 $1 708.00 $2 090.00 $7 600.00 $170O.00 $8 850.00 $4 935.00 ;900.00 ;900.00 ;840.00 $0.00 $600.0} $8,950.00 $80,671L(B~ $79,270.1~) $0.00 $54.00 $918.00 $27.00 $2,160.00 $877.00 $877.00 $ 1,485.00 $1,485.00 $900.00 $900.00 $1,552.00 $6,208.00 $0.00 $1,822.00 $1,822.00 $0.00 $675.00 $4,725.00 $0.00 $607.00 $607.00 $0.00 $0.00 $675.00 $675.00 $607.00 $1,821.00 $67.00 $536.00 $30.00 $7,020.00 $28.00 $3,080.00 $ ! 75.00 $2,625.00 $16.00 $1,952.00 $83.00 $3,154.00 $71.00 $10,792.00 $27.00 $459.00 $29.00 $8,555.(X) $39.00 $12,831.00 $10 ! .00 $909.00 $39.00 $3,510.00 $40.00 $2,240.0) $0.00 $200.00 $2,40).00 $16,175.00 $16,175.(gl $98,436.1H~ Page 2 Item Item Unit of No. Description Measure 1. Remove Exist. P.C.C. Drainage Swale & 4" Atrium Drain LF 2. Saw Cut & Remove Exist. Swale LF 3. Catch Basin Per Sheet 5 of 5 EA 4. Catch Basin Per Detail "E" EA 5. P.C.C. Headwall to Exist CB EA 6. Inslall Brooks C.B. No. 1218 EA 7. lnsudl Brooks C.B. No. 1218 & P.C.C. Transition EA 8. lnslali Brooks C.B. No. 1212 with 6" outlet EA 9. Install Brooks C.B. No. 1212 w/T~ff~ Grate Wt. 33 EA 10. Remove Exist. Drain Device & Install Brooks No. 1212 w/Parkway Grate Wt 29 EA I !. CB Grate to Exist CB & Fasten EA 12. 6" Atrium Drain Per Detail I EA 13. R & R Cobblestone Rock Swale SF 14. Rock Swale Pet Section D-D SF 15. Core 6" Dia Hole Thru Exist Wall EA 16. P.C.C. Header R.C. Std 528 LF 17. P.C.C. Drain Swale &Wall LF 18. P.C.C. Drain Swale/Delaii B LF 19. P.C.C. Curb Wall/Sect A-A/Det C LF 20. Mod P.C.C. Drain Swale/Det K LF 21. P.C.C. Drain Swale Detail L LF 22. 18" x 18" P.C.C. Atrium Drain EA 23. 4" Dia P.V.C. Pipe LF 24. 6" Dia P.V.C. Pipe LF 25. Relocate Exist Elect Pull Box to Clear P.C.C. Swale EA 26. Mod Irrigation & Replant LS TOTAL CITY OF RANCH() CUCAMONGA SUMMARY OF PROPOSALS MILLIKEN AVENUE GRADE SEPARATION SLOPEAND DRAINAGE IMPROVEMENTS Trautwein Construction Estimated Unit Total Quantity Price Price $0.00 17 $30.00 $510.00 80 $30.00 $2,400.00 I $1,000.00 $1,000.00 I $1,000.00 $1,000.00 I $1,000.00 $1,000.00 4 $1,000.00 $4,000.00 I $1,000.00 $1,000.00 7 $1,000.00 $7,000.00 i $2,000,00 $2,000.00 I $2,000.00 $2,000.00 3 $1,000.00 $3,000.00 8 $500.00 $4,000.00 234 $20.00 $4,680.00 110 $50.00 $5,500.00 15 $100.00 $1,500.00 122 $10.00 $1,220.00 38 $100.00 $3,800.00 152 $50.00 $7,600.00 17 $50.00 $850.00 295 $50.00 $14,750.00 329 $50.00 $16,450.00 9 $500.00 $4,500.00 90 $20.00 $1,800.00 56 $30.00 $1,680.00 $0.00 12 $200.00 $2,400.00 1 $10,000.00 $10,000.00 $105,640.00 Ronald L. Harris Const. KDK Eng. Constructors Unit Total Unit Total Price Price Price Price $0.00 $0.00 $100.00 $1,700.00 $60.00 $1,020.00 $10.00 $800.00 $45.00 $3,600.00 $2,300.00 $2,300.00 $2,100.00 $2, 100.00 $2,300.00 $2,300.00 $2,500.00 $2,500.00 $650.00 $650.00 $1,800.00 $1,800.00 $1,800.00 $7,200.00 $1,200.00 $4,800.00 $0.00 $0.00 $2,000.00 $2,000.00 $2,100.00 $2,100.00 $0.00 $0.00 $1,800.00 $12,600.00 $1,200.00 $8 ,400.00 $2,400.00 $2,400.00 $1,800.00 $1,800.00 $0.00 $0.00 $0.00 $0.00 $3,200.00 $3,200.00 $2,500.00 $2,500.00 $1,100.00 $3,300.00 $1,000.00 $3,000.00 $500.00 $4,000.00 $600.00 $4,8O0.0O $40.00 $9360.00 $20.OO $4,680.00 $20.00 $2,200.00 $35 .O0 $3,850.00 $50.00 $750.00 $300.00 $4,500.00 $12.50 $1,525.00 $25.00 $3,050.00 $120.00 $4,560.00 $110.00 $4,180.00 $90.00 $13,680.00 $35.00 $5,320.00 $80.00 $1,360.00 $80.00 $1,360.00 $12.00 $3,540.00 $2 ! .00 $6,195.00 $12.00 $3,948.00 $21.00 $6,909.00 $150.00 $1,350.00 $250.00 $2,250.00 $14.00 $1,260.00 $50.00 $4,500.00 $15.00 $840.00 $65.00 $3,640.00 $0.00 $0.00 $500.00 $6,000.00 $400.00 $4,800.00 $15,000.00 $15,000.00 $21,000.00 $2 ! ,000 .(x) $107,823.00 $114,654.00 Page 3 item Item Unit of No. Description Measure 1. Remove Exist. P.C.C. Drainage Swale & 4" Atrium Drain 2. Saw Cut & Remove Exist. Swale 3. Catch Basin Per Sheet 5 of 5 4. Catch Basin Per Detail "E" S. P.C.C. Headwall to Exist CB 6. Install BrooksC.B. No. 1218 7. Install Brooks C.B. No. 1218 & P.C.C. Transition 8, Install BrooksC.B. No. 1212 with 6" outlet 9. Install Brooks C.B. No. 1212 w/Traffic Grate Wt. 33 10. Remove Exist. Drain Device & Install Brooks No. 1212 w/Parkway Grate Wt 29 11. CB Grate to Exist CB & Fasten 12. 6" Atrium Drain Per Detail I 13. R & R Cobblestone Rock Swale 14. Rock Swale Per Section D-D 15, Core 6" Dia Hole Thru Exist Wall 16, P.C.C. Header R.C. Std 528 17. P.C,C. Drain Swale & Wall 18. P.C.C. Drain Swale/Detail B 19. P.C.C. Curb Wall/Sect A-A/Det C 20. Mod P.C.C. Drain Swale/Det K 21. P.C.C. Drain Swale Delail L 22. 18" x 18" P.C.C. Atrium Drain 23. 4" Dia P.V.C. Pipe 24. 6" Dia P.V.C. Pipe 25. Relocate Exist Elect Pull Box to Clear P.C.C Swale 26. Mod Imgation & Replant TOTAL TOTAL SUBMITlED LF LF EA EA EA EA EA EA EA EA EA EA SF SF EA LF LF LF LF LF LF EA LF LF EA LS CITY OF RANCHO CUCAMONGA SUMMARY OF PROPOSALS MILLIKEN AVENUE.GRADE SEPARATION SLOPEAND DRAINAGE IMPROVEMENTS Estimated Quantity 17 80 I ! 1 4 1 7 I 1 3 8 234 110 15 122 38 152 17 295 329 9 90 56 12 1 Kalban, Incorporated Unit Total Price Price $30.00 $510.00 $28.00 $2,240.00 $680.00 $680.00 $480.00 $480.00 $1,010.00 $4,040.00 $1,010.00 $1,010.00 $972.00 $6,804.130 $1,590.00 $1,590.00 $1,780.00 $1,780.00 $387.00 $1,161.00 $170.00 $1,360.00 $30.65 $7,172.10 $21.40 $2,354.00 $240.0O $3,600.00 $12.42 $1,515.~ $153.29 $5,825.02 $146.30 $22,237.~ $140.00 $2,380.00 $15.50 g,572.50 $17.50 $5,757.50 $150.00 $1,350.00 $42.00 $3,780.00 $56.00 $3,136.00 $1,300.00 $15,600.00 $120,334.96 $118,552.52 DATE: TO: FROM: BY: SUBJECT: CITY OF RANCHO CUCAMONGA October 19, 1994 STAFF REPORT Mayor and Members of the City Council Jack Lam, AICP, City Manager William J. O'Neil, City Engineer Paul Rougeau, Traffic Engineer APPROVAL AND EXECUTION OF COOPERATIVE AGREEMENT, STATE AGREEMENT NO. 8-924 BETWEEN THE CITY OF RANCHO CUCAMONGA AND THE STATE, OF CALIFORNIA FOR THE DESIGN AND CONSTRUCTION OF TRAFFIC CONTROL SIGNALS AND SAFETY LIGHTING ON ROUTE 30 AT HERMOSA AVENUE RECOMMENDATION It is hereby recommended that the City Council approve and execute the Cooperative Agreement, State Agreement No. 8-924, between the City of Rancho Cucamonga and the State of California for the design and construction of traffic control signals and safety lighting on Route 30 at Hermosa Avenue and a certified copy of said Resolution along with the executed copies of the Cooperative Agreement be sent to the State (Caltrans) for their execution. BACKGROUND/ANALYSIS This Cooperative Agreement provides for the design and construction of a traffic signal with safety lighting at the intersection of 19th Street (Route 30) and Hermosa Avenue. The costs are proportioned as follows: State - one half and City - one half. The agreement also provides for the maintenance and operation of the traffic signal and safety lighting. Maintenance costs are proportioned in the same way. The agreement sets the State's portion at $45,000.00 and the City's portion at $45,000 with the provision to increase the State's and City's portions should the need arise. Funding for the City's share shall be from TDA Article 8, Account No. 12-4637-8828. Original copies of the subject Cooperative Agreement are available in the City Clerk's office. Respectfully su~tted, William J. O'Ne/ City Engineer RESOLUTION NO. A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, CALIFORNIA, AUTHORIZING THE EXECUTION AND SIGNING OF COOPERATIVE AGREEMENT, STATE AGREEMENT NO. 8-924, FOR THE DESIGN AND CONSTRUCTION OF TRAFFIC CONTROL SIGNALS AND SAFETY LIGHTING ON ROUTE 30 AT HERMOSA AVENUE WHEREAS, the City Council of the City of Rancho Cucamonga (hereinafter referred to as "City"), has for its consideration and execution, the Cooperative Agreement - State Agreement No. 8-924 for the design and construction traffic control signals, and safety lighting and roadwork on Route 30 at Hermosa Avenue; WHEREAS, the State of Califomia, Department of Transportation, District Office 8 (hereinafter referred to as "State") processes and monitors State funded projects; and WHEREAS, as a condition to payment of State funds for said project, the Local Agency shall approve and execute said Cooperative Agreement No. 8-924. NOW, THEREFORE, the City Council of the City of Rancho Cucamonga does hereby resolve as follows: Authorize the Execution of City - State Agreement No. 8-924 for the design and construction of traffic control signals, and safety lighting on Route 30 at Hermosa Avenue. , To authorize the mayor to sign said Agreement and direct the City Clerk to attach a certified copy of this Resolution, as well as type in the Resolution number and date in the blank of the third block of said supplement and for the return of the original copies of said supplement to the State of California Department of Transportation along with the certified copy of this resolution. DATE: TO: FROM: SUBJECT: October CITY OF RANCHO CUCAMONGA STAFF REPORT 19, 1994 Mayor and Members of the City Council Jack Lam, AICP, City Manager Suzanne Ota, Community Services Manager APPROVAL OF USAGE AGREEMENT BETWEEN CHAFFEY COMMUNITY COLLEGE AND THE CITY OF RANCHO CUCAMONGA FOR USE OF RECREATIONAL FIELDS AT THE COLLEGE RECOMMENDATION Staff recommends entering into a renewal Agreement with Chaffey Community College for the use of College recreational fields and facilities for youth sport organizations. The Agreement would be renewed to June 30, 1995, at a cost of $25,000.00 to cover maintenance and operations expenses associated with the annual community usage. BACKGROUND In 1991 the City entered into an Agreement with Chaffey Community College for use of additional sports field space constructed at Chaffey College. Since that time Pop Warner Football and Legion Baseball have been the primary users with some use by soccer and little leagues. ANALYSIS This Agreement includes the use of two football fields for Pop Warner Football, a 90' baseball field for Legion Baseball, recreation fields year round for community youth sport groups, and limited gymnasium use. The City would pay $25,000.00 for annual operation and maintenance of these facilities. Funds are budgeted in the Park Development Fund. When the economic climate improves, it is the mutual desire of both public agencies to mitigate a joint use agreement to include capital improvements to said fields as well as other campus facilities. STAFF REPORT APPROVAL OF USAGE AGREEMENT - CHAFFEY COLLEGE October 19, 1994 Page Two SUMMARY The attached renewal Agreement allows youth sport organizations to utilize sports fields for games and practices. Staff intends to continue working with College staff to ensure a mutually beneficial joint-use program for the community. Respectfully submitt~~ Com Services Manager SO:kls AGREEMENT Between the City of Rancho Cucamonga and Chaffey Community College District for the use of Chaffey College play fields. THIS AGREEMENT entered into on the 1st day of luly ,1994 between the City of Rancho Cucamonga, California, hereinafter referred to as "City", and the Chaffey Community College District, hereinafter referred to as "College". WITNESSETH: WHEREAS, the use of these facilities for community use would be primarily evenings and on weekends. There are no plans for lighting any of the playing fields at this time. The above playing fields would be available for College use during we~.kdays. WHEREAS, the City and the College deem it desirable to cooperate in the establishment of such an agreement under the conditions hereinafter set forth, now therefore, it is agreed as follows: The City shall provide the architectural services and capital improvements to be negotiated at a future time as development funds become available. This agreement shall be reviewed by both parties prior to initiating any such services or improvements. The College shall grant to the City, in recognition of the preceding, as well as, the fee set forth in item 6 of this agreement, use of the improved play fields located at the south east section of the College for Pop Warner football, gymnasium four times a year, and the Howard Lowder baseball field for Alta Loma American Legion, Post #835. The use of these facilities is conditional upon after school hours and for public recreation programs. All scheduling to be arranged through and approved by the manager of the college's facilities scheduling office. 3. The City shall be responsible to provide necessary security during city sponsored activities for the duration of this agreement. The College and the City agree to hold harmless, indemnify, and defend each other, its elected officials, officers, agents, successors and assigns, from and against all claims, liens, encumbrances, actions, loss, damages, causes of action, expense and/or liability, including court cost and attornev's fees arising from or resulting from loss or damage to property or injury to or death of person(s) resulting in any manner whatsoever directly or indirectly by reason of the City or College operation of the said portion for their sole use. Agreement (con't) Page 2 The College and the City shall provide each other with insurance coverage with respect to said indemnity amounts, form, and content mutually agreeable to the parties to the agreement. Said coverage shall be maintained by the Citv and College, and the City and the College shall supply to each other certificates indicating the existence of said coverage prior to each school year. The College and the City shall refrain from restricting the use of the site, or any portion thereof, on the basis of sex, marital status, race, color, creed, religion, ancestry or national origin of any person. All such uses pertaining to the foregoing matters shall contain or be subject to substantially the following nondiscrimination or non-segregation clause: "There shall be no discrimination against or segregation of, any person or group of persons on account of sex, marital status, race, color, creed, religion, national origin, or ancestry in the use or enjoyment of the land, nor shall the use itself or any person claiming under or through it, establish or permit any such practice or practices of discrimination or segregation with reference to the selection, location, number, use of tenants, lessees, sublessee, subtenants, o:r vendees in the land." This agreement shall extend through June 30, 1995. However, this agreement may be modified or revised at any time, by mutual consent, in writing, and signed by both parties. This agreement may be terminated, with or without cause, by either party after giving the other party ninety (90) days advance written notice of it's intention to terminate. Maintenance and operation fee shall be $25,000 annually. 7. Communications and notices shall be addressed as follows: Ci_ty College City Manager City of Rancho Cucamonga Rancho Cucamonga, CA 91729 Vice President, Human Resources Chaffey Community College District 5885 Haven Ave. Rancho Cucamonga, CA 91737-3002 Agreement (con't) Page 3 WITNESS THE EXECUTION HEREOF the day and year first above written. City of Rancho Cucamonga Authorized Signature Chaffey Community College District Title Date Date Director of Purchasing ATTESTED: City Clerk Date 9/26/94 41 CITY OF RANCHO CUCAMONGA STAFF REPORT DATE: TO: FROM: BY: SUBJECT: October 19, 1994 Mayor and Members of the City Council Brad Buller, City Planner Cindy Norris, Associate Planner FIRST CONSOLIDATED PLAN PUBLIC HEARING FOR THE PURPOSE OF OBTAINING PUBLIC INPUT REGARDING HOUSING AND COMMUNITY DEVELOPMENT NEEDS RECOMMENDATION That the City Council will conduct a public hearing in order to obtain public testimony regarding housing and community development needs, ask necessary questions to further clarify the information presented, provide direction to staff concerning any additional analysis, and direct staff to use information obtained at this meeting in preparation of the Consolidated Plan. BACKGROUND Since adoption of the Cranston-Gonzalez National Affordable Housing Act in 1990, the Federal government has required jurisdictions to develop a more comprehensive long range planning format through which to address the use of Federal funds (such as Community Development Block Grant Funds). The primary focus of these planning efforts have been low and very-low income individuals and families, the homeless, low-income target areas, and other special needs populations. The first planning effort required by HUD was the Comprehensive Housing Affordability Strategy, or CHAS. The CHAS was an extensive and comprehensive document that evaluated all aspects of housing in the community and developed strategies to meet identified housing needs. The last CHAS completed by the City covered the time period from September 1993 through October 1998. However, the CHAS process was flawed. It only evaluated housing and did not look at other community needs. It required review based on a federal fiscal year rather than allowing jurisdictions to follow the typical July to June fiscal year format. Finally, it added an extensive paperwork burden and did not coordinate with other federal submittal requirements. The appointment of Henry Cisneros as Secretary of Housing, has resulted in the coordination and consolidation of as many federal requirements as possible into a single plan. The result of this effort is the Consolidated Plan. CITY COUNCIL STAFF REPORT CONSOLIDATED PLAN - CITY OF R.C. October 19, 1994 Page 2 ANALYSIS The Consolidated Plan is a five-year planning document which will address the use of Federal grant/entitlement funds (such as Community Development Block Grant funds) for the purpose of meeting the goals of providing decent housing, a suitable living environment, and expanded economic opportunities for those in need in the community. The Plan looks at more than just housing needs. Community development needs (inclucling non-housing needs) are also to be considered. Once community needs have been determined, a five-year strategy will then be developed that, based on expected resources, will determine the types of activities the City will undertake to address the plan's goals. These activities may include: low-income housing rehabilitation, street improvements, park development, public facility improvements, historic preservation, as well as public services, such as homeless assistance, fair housing counseling, battered spouses, and youth activities. An annual activity action plan will be prepared to determine specific use of funds as well as to provide a basis for assessing performance. HUD is emphasizing public participation in the development of the Plan. While public participation has always been an important element in federal procedures, it is further emphasized in this Plan. One of the primary HUD objectives is to involve citizens from all economic levels at significant points in the process. Cities are required to make every effort to involve the community in the plan development process, particularly those individuals that the Plan strives to assist, including low and very-low income individuals and families, the homeless and others with special needs. There are two required public hearings. One at the beginning stage of the Plan development in order to obtain early community input. The second meelling will occur after the draft of the Comprehensive Plan has been completed. Additionally, a 30-day public review period is required prior to the Plan's submittal to HUD. In addition to the public hearings, staff is required to coordinate and consult with appropriate public and private agencies such as the State, other local jurisdictions, and local public housing agencies. Efforts must also be made to confer with social service agencies. These activities will occur over the next phase of the document preparation process. A copy of the Consolidated Plan timeline is included as Exhibit "A." In order to determine the activities that will be carried out on an annual basis, the staff will utilize an application procedure (similar to the process previously utilized), whereby all local public and private agencies will have the opportunity to submit proposals for funding for activities that meet the goals and objectives of the Consolidated Plan. A copy of the application has been included as Exhibit "B." The Notice of Funding Availability for the upcoming fiscal year is expected to be published by October 28, 1994. CITY COUNCIL STAFF REPORT CONSOLIDATED PLAN - CITY OF R.C. October 19, 1994 Page 3 MEETING OBJECTIVES The first step in development of the Plan is the determination of what the needs in the community are, thus, this public hearing is intended as an information gathering session. The City Council will take testimony from the public concerning those needs. That information will then be used as the basis for formulating the goals, objectives, and action strategies of the Plan. PUBLIC NOTICE A quarter page display ad concerning this meeting was published in the Inland Valley Daily Bulletin on October 7, 1994. Additionally, display ads were published in two targeted newspapers, La Voz and The Precinct Reporter, on October 6 and 7, 1994. Notices of the meeting were mailed to approximately 48 public and private area agencies and organizations. Notices were sent to public housing residents. Notices were also posted in public locations including the Neighborhood Center, Lions Center, and the City Library. A copy of the notice is attached as Exhibit "C." Respectfully submitted, City Planner BB:CN/jfs Attachments: Exhibit "A" - Consolidated Plan Time Line Exhibit "B" - CDBG Project Suggestion Application Exhibit "C" - Public Hearing Notice AA Cons PIn Timeline CDBG CONSOLIDATED PLAN TIMELINE TASK Target _Area Assessment Council Memo Meet w/Dept Heads Needs Public Hearing(I) Send Out NOFAs Local Public Workshop Consult w/Agencies Develop Needs Assmt HUD Computer Training AUG SEPT OCT NOV Application Submittal Application Review Completeness EligibilitylNatl Obj Rev Compalabilily w/goals Pannel Review?? United Way Review Develop Consolidated Plan Council Subcommillee Rev Public Notice Public Hearing on Draft(2) 30 Day Public Review Submit Plan 5/17/95 Begin 95-96 Program Yr DEC JAN FEB I Optional I i MAR APR MAY JUNE IJULY General Tasks F/~ Public Notice Final Submittal Meeting/Consulting Public Hearing (10/19/94 & 3/15/95) CC Mts )< CITY OF RANCHO CUCAMONGA CDBG PROJECT SUGGESTION INFORMATION SHEET PURPOSE OF CDBG FUNDING: The City's Community Development Block Grant (CDBG) Program receives funding from the federal government through the U. S. Department of Housing and Urban Development (HUD). These federal funds are provided directly to Cities and Counties for a variety of housing, community development. and public service activities. It is up to each city and county to determine how this money can best be used to meet the unique needs of its residents. The primary objective of the CDBG program is the development of viable urban communities, by providing decent housing and a suitable living environment and expanding economic opportunities, principally for persons of low and moderate income NATIONAL OBJECTIVES: Projects utilizing CDBG funds must meet one of the required national objectives of the program: Benefit low and moderate income persons (at least 51 percent of those served must be lower income); 2. Address blight or blighting influences; and , Meet a particularly urgent community development need for which there is no other form of assistance available, eg. major catastrophes or emergencies such as floods and earthquakes. EI,IGIRI,E ACTIVITIES: Under current federal guidelines, the City may use CDBG funds for a variety of activities including the following: Acquisition of real property including air rights, water rights, and other interests therein; Disposition of real property including costs of temporarily managing such property; Public facilities and improvements. Acquisition, construction. reconstruction, rehabilitation or installation of public facilities and improvements carried out by public or private non-profit entities. Examples include: Community, senior. and health centers Parks, playgrounds and other recreational facilities that are participation oriented EX2~T B , lO. ll. 12. 13. 14. 15. 16. 17. Centers for the handicapped - Neighborhood facilities Fire protection facilities and equipment - Street improvements - Water and sewer facilities, except sewage treatment works and interceptor sewers - Flood and drainage facilities - Facilities for use in providing shelter for persons having special needs including the homeless. Clearance, demolition and removal of building, including movement of structures to other sites; Provision of new or increased levels of public services including those concerned with homeless assistance, employment. crime prevention, child care. health, drug abuse, education, recreation and energy conservation; Interim assistance to alleviate harmful conditions where immediate public action is necessary either as (1) a prelude to permanent improvements or (2) to alleviate an emergency situation; Payment of non-federal share required in connection with a federal grant-in- aid program; Relocation payments and assistance for any displacement resulting from any activities assisted as an eligible activity; Loss of rental income by owners of housing units used for the relocation of individuals and families displaced by CDBG activities; Removal of architectural barriers for elderly and handicapped persons; Rehabilitation of residential, commercial or industrial properties; Historic preservation activities; Code enforcement activities in deteriorating areas; Renovation of closed school buildings for use as public facilities or housing; Assistance to private, neighborhood-based non-profit organizations, Small Business Investment Companies, or Local Development Corporations; Planning activities, urban environmental design and policy-planning- management-capacity building activities; and Program administration costs. INFORMATION NEEDED TO PROCESS THE APPI.ICATION: In order for this application to be accepted for processing and consideration, it must be completely filled out in a clear and legible manner with all requested or necessary documentation attached. Additional sheets may be necessary to complete the questions. Please, remember that the City receives a limited amount of CDBG funds and typically has requests for over two and a half times the annual allotment, therefore, the application process should be considered highly competitive. Projects requested shall primarily benefit citizens of Rancho Cucamonga. Justification for the amount of funds requested should be provided, which should include such information as number of persons served in previous years, operating and personnel costs, estimated materials or design costs, The application is designed to work for all types of projects. If a particular question does not appear to apply in your case please indicate that fact with a brief explanation. We encourage you to call or come into the City offices to discuss your proposal before it is submitted in order to clarify eligibility requirements and any other significant issues that may arise. PI~EASE RETURN PROPOSAl. BY NOVERMBER 29 1994 TO: In Person: By Mail: Cindy Norris, Associate Planner City of Rancho Cucamonga Planning Division 10500 Civic Center Drive Rancho Cucamonga, Ca 91730 Cindy Norris, Associate Planner City of Rancho Cucamonga Planning Division P.O. Box 807 Rancho Cucamonga, Ca 91729 If you have any questions regarding the above application please do not hesitate to contact the City at (909) 989-1861. General Project Name: Project Location: CD!IG PROJECT APPI,ICATION CITY OF RANCHO CUCAMONGA APPI,ICATION COVER SHEET Submitted by (Name & Title): Agency Proposing: Address: Phone Number: Contact Person: Phone Number: (If different from above) Requested AI!ocation:$ Submit the Foliowine Items: Project Application with required narratives and data (3 Copies) Articles of Incorporation and Bylaws (1 Copy) State and Federal Tax Exemption Determinati:on Letters (1 Copy) List of Board of Directors (1 Copy) Board of Directors' authorization to request funds (1 Copy) Board of Directors' designation of authorized official (1 Copy) Organizational Chart (1 Copy) Resume of program administrator (1 Copy) Resume of fiscal officer (1 Copy) Financial statement and most recent Audit (1 Copy) Conflict of interest statement (1 Copy) Long Range Plan (1 Copy) Evidence of Liability Insurance (I Copy) Evidence of Worker's Compensation Insurance (1 Copy) AGENCY OVERVIEW History and Purpose Provide a brief background summary of the agency's history in this geographical area including such information as, length of time in operation, date of incorporation and type of corporation, etc... What is the agency's mission/purpose? List the specific programs, by title, that the agency operates. How does the agency communicate with potential clients and the community at large? Personnel Briefly describe the agency's existing staff positions and qualifications, and state whether or not the agency has a personnel manual with an affirmative action plan and grievance procedure. Additionally, complete the attached chart entitled "Staff and Volunteer Profile". lnsurance/Bond/Worker's Compensation State whether or not the agency has liability insurance coverage, in what amount, and with what insuring agency. State whether or not the agency pays all payroll taxes and worker's compensation as required by Fe,:leral and State law. State whether or not the agency has fidelity bond coverage for principal staff who handle the agency's accounts, in what amount, and with what insuring agency. 51 Staff and Volunteer Info ~ STAFF AND VOLUNTEER PROFILE As of June 30, 1994 STAFF Total # of Persons Tolal FTE' Professional Staff Positions Support S!aff FTE VOLUNTEERS Total # Volunteers Board Administrative Volunteers Dlrecl Service Volunteers TOTAL AGENCY A B C D E F Male Female African American Aslanl Hispanic White Other American Indian Pacific G Unknown · FTE = Full-TIme Equivalent ** The sum of columns A through G must Equal total agency column Financial Describe the agency's current operating budget, itemizing revenues and expenses. The following table entitled "Operating Budget" has been provided for this purpose. Identify commitments for ongoing funding. Describe the agency's fiscal management including financial reporting, record keeping, accounting systems, payment procedures, and audit requirements. Describe prior experience the agency may have had with Community Development Block Grant funding or other similar funding sources. Total Persons Served B..y The Agency - Undui)licated Count R.C Resident Outside R.C. A B (B-A)/A Most % Coming Prior Recent Year Low % Fiscal Yr Year Completed Income Change Estimate Agency Operating Budget Agency TOTAL OPERATING BUDGET REVENUE (Use whole dollars only) A B Most Recent Current Fiscal Year Operating Year (Actual) * __/__to__/ .... /__to__/__ C D E Proposed Budget % % July 1, 199_ to Chg. Tot. June 30, 199_ * .... PUBLIC SUPPORT Contributions Foundations & Private Grants Fundraising/Special Events Legacies & Bequests Other Federated Org. United Way Miscellaneous Organizations Other SUBTOTAL Federal State Local SUBTOTAL OTHER REVENUE Membership Dues Program Service Fees Investment Income Transfers From Other Funds All Other Revenue SUBTOTAL TOTAL REVENUE Column A is the audited or most recently completed 12 month period. " % Change from B to C. Formula: (C-B)/B. Please explain changes greater than 15% between column B and C. "' % of total budget for column C. 100% Page 1 Agency Operating B.L~dget Agency TOTAL OPERATING BUDGET EXPENSE (Use whole dollars only) A B Most Recent Current Fiscal Year Operating Year (Actual) ° / to / / to / C D E Proposed Budget % % July 1,199_ to Chg. Tot. June 30, 199_ * · - Salaries Employee Benefits Employee Payroll Taxes Profes & Consultant Fees Supplies Telephone & Fax Postage & Shipping Occupancy and Utilities Rental & Maint. of Equip. Printing & Publications Travel & Transportation Conferences Specific Assistance to Indivs Membership Dues Awards & Grants Insurance Equipment Purchased Miscellaneous Expenses Transfer to Other Funds Dues to Ntl Organizations Other TOTAL EXPENSES SURPLUS (OR DEFICIT) OF TOTAL SUPPORT & REVENUE OVER EXPENSES ' % Change between items in columns B and C. Please explain changes greater than 15 % between columns B and C. Formula: (C-B)/B "% of total budget for column C. "* Explain what is included in the 'Other" category 100% Page 2 STANDARD REOUIRED DOCUMENTS Articles of lncorporation/Bvlaws Articles of incorporation are the documents recognized by the State as formally establishing a private corporation, business or agency. Non-profit determination Non-profit organizations must submit tax-exemption determination letters from the Federal Internal Revenue Service and the State Franchise Tax Board. last of the Board of Directors A list of the current board of directors or other governing body of the agency must be submitted. The list must include name, telephone number, address, occupation or affiliation of each member and must identify the principal officers of the governing body. Authorization to Request Funds Documentation must be submitted of the governing body's authorization to submit the funding request. Documentation of this requirement consists of a copy of the minutes of the meeting in which the governing body's resolution, motion, or other official action is recorded. Authorized Official Documentation must be submitted of the governing body's action authorizing the representative of the agency to negotiate for and contractually bind the agency. Organizational Chart An organizational chart must be provided which describes the agency's administrative framework and staff positions, which indicates where the proposed project will fit into the organizational structure, and which identifies any staff positions of shared responsibility. Resume of Chief Program Administrator and Chief Fiscal Officer Resumes of these key individuals in the agency must be submitted, which indicate not only experience but affiliations. Financial Statement and most recent Audit Complete the financial information requested in the application and the agency must submit the most recently completed audit of their organization. Conflict of Interest Statement Provide a conflict of Interest provision which applies to any person who is an employee, agent, consultant. officer, or elected official of the agency. l,on~ Range Plan Provide evidence that the agency has developed a comprehensive long range plan for a three to five year period which establishes goals, measurable objectives,and implementation strategies. Evidence of Insurance Submit a information to provide evidence of Liability and Worker's Compensation Insurance coverage. Fill this portion PROGRAM INFORMATION out separately for each program in which funding requested is Project Summary Briefly describe the proposed project and provide a scope of work. The narrative should include the need or problem to be addressed as well as the population to be served or the area to benefit. Describe the work to be performed, including the activities to be undertaken or the services to be provided. method of approach and the implementation schedule. Project l.ocation Attach a project map indicating the location of the proposed activity. For those activities providing area benefit indicate each Census block directly bene~ting from the project. 57 National Objective Indicate which National Objective this project meets. Lower income benefit (What percent of persons or households to be served are lower income?. ) Slums and blight Eligibility Which eligibility criteria does the project address? (Indicate numbers 1-17 from information sheet and attach supporting documentation). For activities serving lower income individuals indicate method of eligibility documentation and data collection. Total Clients R.C Resident Outside R.C. Total Served A B (B-A)/A Most % Coming Prior Recent Year Low % Fiscal Yr Year Completed Income Change Estimate Purpose List the program's objectives for the current fiscal year (use bullet points) Evaluation How does the agency monitor and evaluate the success of the program (what tools are used?) Provide a specific example or a case history of a client that exemplifies the result (outcome) of the program. 59 Project Bndl~et Provide a project specific budget specifying line item costs such as personnel, supplies, equipment, travel, etc. Include a listing of all anticipated sources of revenue, (i.e. CDBG funds from other Cities, County, State, or private sources, including United Way) for the activity. The amount being requested for the agency from the City of Rancho Cucamonga's CDBG program should be provided and its percentage portion of the agency's overall budget indicated. Justification for the requested amount, e.g; proportion of Rancho Cucamonga residents served compared to total cliental, should be provided. Will property acquisition be necessary for this project? include a descriptive map. If yes, please explain and ORGANIZATIONAl. INFORMATION CHECKI.IST PLEASE CHECK EITHER "YES" OR "NO" FOR THE FOLLOWING QUE_,STIONS OR PROVIDE THE REQUESTED DATA FOR THE 12 MONTH PERIOD ENDING JUNE 30, 1994: I. l.egal Requirements for Non-Profit Agencies: 1. The agency is incorporated as a non-profit YES NO organization and currently has exempt tax status 501(c)(3) of the IRS Code and 2370(d) of the California Code 2. The agency has maintained its California Tax- Exempt Non-Profit Corporation status by filing the appropriate documents. Form CT-2 with the California Attorney YES NO General's Office. Form 990 with the IRS YES NO Form 199 with the California Franchise Tax YES NO Board. Statement of Domestic Non-Profit Corporation YES__ NO with the Secretary of State. 3. The governance of the agency is consistent with the agency bylaws and is reviewed annually to insure compliance: size of Board of Directors, selection and tenure of members, number of officers and committees, number of Board meetings, financial and legal procedures and quorum requirements. Authorized number of Board members (minimum). Actual number of Board members. Authorized number of Board meetings. Actual number of Board meetings held. Authorized number required for quorum. Average number of members attending per meeting. 4. All necessary licenses required to operate are YES__ NO maintained. 61 II. Policy 1. Making and Fiduciarv Responsibilities The Board of Directors is responsible :For the policy setting and evaluation functions of the agency. YES NO Describe up to three policy issues of actions adopted by the Board during the last 12 months. List functioning committees of the Board (Use additional sheet if necessary). 2. The agency has an annual, independent audit or YES__ NO CPA compilation or review. 3. The Board of Directors develops, approves, reviews YES__ NO__ and monitors the annual operating budget. 4. The agency has approved personnel policies that YES__ NO__ are reviewed periodically and include policies and procedures for hiring, job descriptions, performance reviews, termination, sick leave, vac-'ttions, etc., which are communicated to staff members and implemented according to legal standards. 5. The Board of Directors annually evaluates the YES NO performance of the Executive Director. 6. The agency is current on its employ~:e payroll YES NO.__ taxes to the IRS and the State of California. 7. The agency expects to end the year on a surplus. YES__ NO 1. The agency's administration and fundraising YES__ NO__ expenses do not exceed 25% of total support and revenue. Use the following formula to determine the percentage: on page one of the 990 form, add lines 14 and 15, then divide that sum by line 12. List % of total expenses for managenaent/fundraising Please explain any "no" answers or those needing clarification, using a separate sheet. Reference Roman Numeral section and question number you are responding to. NOTICE OF PUBLIC HEARING RANCHO CUCAMONGA CITY COUNCIL THE PURPOSE OF THIS HEARING IS TO OBTAIN PUBLIC INPUT · REGARDING DEVELOPMENT OF THE CITY'S CONSOLIDATED PLAN (HOUSING AND COMMI/N1TY DEVELOPMENT NEEDS) THE CITY WANTS YOUR INPUT: The Rancho Cucamonga City Council will be holding a public hearing at 7:00 p.m. on October 19, 1994, at the Rancho Cucamonga Civic Center, Council Chamber, located at 10500 Civic Center Drive, Rancho Cucamonga, California 91730. The City Council will take public testimony for the purpose of obtaining the views of citizens, public agencies, and other interested parties, on the housing and community development needs, (including non-housing needs), for the City of Rancho Cucamonga. This is the first step in preparation of a Consolidated Plan. Of primary concern will be the needs of low and very low income individuals and families, as well as the needs of the homeless, low Income target areas; and the elimination of slum and blight conditions. The Consolidated Plan is a five-year planning document which will address the use of Federal grant/entitlement funds (such as Community Development Block Grgnt funds) for the purpose of meeting the goals of providing decent housing, a suitable living environment, and expanded economic opporttmities for those in need in our community. The Consolidated Plan replaces the Comprehensive Housing Affordability Strategy and the Final Statement, and will serve as the City' s annual application to the Department of Housing and Urban Development (H'UD). Once community needs have been daterrrdned, a five-year slntegy will then be developed that, based on expected resour, es, will datermine the types of activities the City will undertake to address the P!an's goals. These activities may include: low-income housing rehabilitation, street improvements, park development, public facility improvements, historic preservation, as well as public services, such as homeless usistance, fair housing counseling, battered spouses, and youth activities. An annual action plan will be prepared to determine specific use of funds u well u to provide a basis for usessIng performance. This will be the tint of two required public hearings to be held during the process. The second will be held after the draft on the Plan has been completed. This f'trst meeting is intended as an information gathering session for citizens to identify conununity needs. YOU ARE INVITED: The City requests that all interested persons attend the meeting to give general input, or you may call Cindy Noms, Associate Planner/CDBG Coordinator, in the Planrang Division at (909) 989-1861, or visit our offices located at 10500 Civic Center Drive. A copy of identified target aiza maps is available in the Planning Division. In compliance with the Americans with Disabilities Act, if you require special assistance to participate in this meeting, please call Cindy Norris at (909) 989-1861. Please call 48 hours prior to the meeting with any special requirements to enstu~ that the City will be able to make reasonable arrangements. Rancho Cucamonga City CoUcH EXHIBIT "c~ DATE: TO: FROM: SUBJECT: CITY OF RANCHO CUCAMONGA STAFF REPORT October 19, 1994 Mayor and Members of the City Council Jack Lam, AICP, City Manager Jerry B. Fulwood, Deputy City Manager Request to Continue Advertised Public Hearing Item F2 to December 7, 1994, City Council Meeting (Consideration to Amend Comprehensive Fee Schedule) Staff requests that City Council continue the Advertised Public Hearing item (F2) to the December 7, 1994, City Council Meeting. This will allow staff approximately 30 days to review the relationship of the public safety component of the cost recoverable component of the Comprehensive Fee Schedule as it relates to the Epicenter. CITY OF RANCHO CUCAMONGA STAFF REPORT DATE: TO: FROM: SUBJECT: October 19, 1994 Mayor and Members of the City Council Jack Lam, AICP, City Manager Diane O'Neal, Management Analyst II UPDATE REGARDING HR 1843 RECOMMENDATION The City Council take no action because the proposed legislation "died" Friday, October 7, 1994. Analysis HR 1843 was Federal legislation proposing to amend the Fair Housing Act to modify the exemption dealing with familial status discrimination prohibitions granted to housing for older persons. Staff was advised on Wednesday, October 12, 1994 by Congressman Brown's office that this proposed legislation "died" Friday, October 7, 1994. In order to address the issues raised in this proposed legislation, the bill would need to be reintroduced in 1995. If the bill is reintroduced in 1995, staff will track the proposed legislation and follow the direction given by the City Council's Mobile Home Subcommittee. tfull ' 'tte , R:. etfpu(~~~___~ Management Analys~II DATE: October 19, 1994 CITY OF RANCHO CUCAMONGA STAFF REPORT Members of the City Council Jack Lam, AICP, City Manager FROM: Law Enforcement Subcommittee Dennis L. Stout, Mayor Charles J. Buquet II, Mayor Pro Tem BY: Duane A. Baker, Assistant to the City Manager SUB JEff: COMMERCIAL SECURITY STUDY Attached is the Commercial Security Study commissioned by the Redevelopment Agency. This study was initiated by the City Council to identify any trends that might be developing that would negatively affect public safety in commercial centers. The findings and recommendations could then be used to develop strategies to address the trends before they became problems. This is both a public safety and an economic development matter. The City Council has the desire to make our businesses more profitable and safe. The retail sector is very competitive and consumers have a great number of shopping choices within our City and in neighboring cities. By having safe commercial centers, our local businesses would have a competitive advantage over businesses in neighboring communities. It was felt that the safer a commercial center is, the more likely it is that people will shop there. The consulting firm Public Administration Service was retained to conduct the study. The study consisted of three phases with the final phase being the recommendations to the City. Phase one of the study was for data collection. included: The data collection phase Meeting with city staff from the Police Department, Fire District, Community Development, Planning and the City Manager's Office. Collected available data on crime, calls for police service, building permits and traffic flow. Interviewed over 30 community leaders including business people, developers, shopping center managers and City Councilmembers. Conducted assessments of five retail shopping centers in the region to identify strengths and weaknesses of crime prevention features of those designs as examples. COMMERCIAL SECURITY STUDY October 19, 1994 Page 2 Conducted visits to all of the major commercial developments in the City to see to what extent CPTED concepts are already applied in the community. This data was analyzed and used as the basis for providing training on Crime Prevention Through Environmental Design (CPTED). This training was the second phase of the study. In the CPTED training, in depth sessions were held for City staff. Staff from Planning, Engineering, Fire, Police, Community Development and the City Manager's Office were involved in these sessions. These sessions focused on the concepts behind CPTED and the different strategies used to apply those concepts. The training with the staff also involved the review, in a team setting with the instructor, of projects being processed through the City. This exercise was performed to give staff a hands on experience with CPTED. A second training session was held for community leaders that involved an overview of CPTED and a tour of commercial centers in the community to see how these concepts have been applied or where they might be applied for good effect in the future. After the training, the consultants analyzed the data that they had collected and the comments and observations that they received during the training session and developed a list of recommendations for the City. The seven recommendations and observations made by the consultant are as follows: CPTED concepts should be considered durinl/ the project review process. CPTED provisions should be integrated into the current development/design review process to provide simple and practical ways to improve commercial security. To this end, the consultant has provided Appendix E (attached to the summary), which contain a draft set of guidelines that could be used as a reference in the design review process. These guidelines should be applied as early as possible in the design review process. At the pre-applicatior~ conference with a developer, the developer should be made familiar with the CPTED guidelines and the ways in which those guidelines can contribute to the success of a project. Formal application forms should request information about key project characteristics that are included in the CPTED guidelines. The project review process should be interagency in nature. Design review should not only include the traditional Community Development staff, as it does now, but al.,;o Police and Fire staff. These groups should be included as part of the team that reviews projects rather than as separate groups that make comments on plans apart to themselves. This will help provide consistent input on a project. With both Community Development and public safety staff having received CPTED training, CPTED can serve as the common language for these different groups of professionals. COMMERCIAL SECURITY STUDY October 19, 1994 Page 3 , Existing city codes should be revised only when necessary to allow application of CPTED techniques. CPTED techniques such as bringing normal users into an area to discourage abnormal users or creating natural surveillance could be encouraged through Ordinance changes where necessary. There could be more communication and coordination among private commercial security staffs in the City. The consultant found from their interviews that there is little formal communication among the private security forces funded by the major stores in shopping areas. The lack of communication hinders the ability of these stores to anticipate problems being experienced by other stores. Cooperation and sharing could go a long way toward thwarting habitual shoplifters or bad check writers. The Chamber of Commerce would be in a good position to build upon its current business retention efforts by creating a Commercial Security Association. There is a great deal of genuine interest in implementing effective crime prevention methods on the part of the community. Unfortunately, some communities are willing to become involved in crime prevention only after they have suffered from some great loss or significant increase in crime. By contrast, there was in our business community real interest in implementing crime prevention strategies now rather than taking chances. All individuals interviewed in the community were very interested in learning more about CPTED concepts and techniques. This interest in prevention is an asset for Rancho Cucamonga as a community that bodes well for the implementation of CPTED and other crime prevention processes. Most of the crime risks faced by businesses in Rancho Cucamonga are typical of those now being experienced by other Inland Empire businesses and can be addressed through CPTED. The characteristics of the shopping areas studied in the needs assessment suggest that practical, cost-effective steps can be taken in commercial development projects in Rancho Cucamonga. Most of the problems these shopping areas have can be anticipated in the design of new projects or in the renovation of existing commercial projects. In short, CPTED changes that need to be made are achievable particularly in light of the business community's interest in prevention. The Citv needs to establish a better database of information on commercial calls for service and reported crimes. The Rancho Cucamonga Police Department has made a commitment to improve its crime analysis capabilities by creating a crime analysis unit. This is a step in the right direction and should be followed up by the establishment of detailed databases that include M.O., victim characteristics and the type of commercial premise. These databases then should be coordinated with a geographic information system to allow maps to be generated showing crime data COMMERCIAL SECURITY STUDY October 19, 1994 Page 4 and trends. The initial work to provide this type of map information has been accomplished and the City is heading in the right direction. Further work can be done to tie crime and call for service data to features such as zoning, structure type, and business type so attention can be focused on trends in commercial crimes. The analyses generated using this information on commercial crime targets around the City could serve as a kind of early warning system for monitoring trends in commercial crimes. Attached is Appendix F which contains a more detailed description of crime analysis techniques that should be applied to commercial (and other) crime problem,,; in the City. In general, the study found that Rancho Cucamonga does not have a problem with commercial crime. The survey conducted among business leaders confirmed this fact as it was unanimously concluded that security issues are not a problem and do not have a negative impact on business. In addition, the study found that most of our newer developments already incorporate CPTED concepts. Because we have such a strong foundation to build upon, the conclusion is that relatively minor adjustments are needed to further enhance public safety. Rancho Cucamonga is doing the right thing. Dealing with commercial security before there is a problem is a much easier task than reacting to a problem. This approach will help keep Rancho Cucamonga one of the safest cities in the nation. Mayor Charles J. Buquet II Mayor Pro Tem DLS/CJB/dab attachments Public Administration Service s30~ Greensboro Drive, Suite 420. McLean, Virginia 22102 Appendix E DRAFT CPTED GUIDELINES FOR THE CITY OF RANCHO CUCAMONGA CRIME PREVENTION TItROUGII ENVIRONMENTAL DESIGN (CPTED) DEVELOPMENT PROJECT GUIDELINES FOR TIIE CITY OF RANCHO CUCAMONGA Crime Prevention Through Environmental Design I The value el Crime Prevention Through Environmenial Design or CPTED as its more commonly known is twolold. First, it recognizes that the physical environment can be manipulated to produce behavioural effects that will reduce the fear and incidence of crime while improving the quality of life. Then. il provides a conceptual framework. derived from this insight. which serves to develop and ensure a belief designed property, It is Illrough the development el this design that crime and loss is kept Io a minimum. That is because CPTED believes that crime and loss are by-products of human lunclions Ihat are not working properly. CPTED and Ihe Planning Process The City o[ Rancho Cucamonga ~ the value o~ CFI"ED principlcs and encourages their inlegration into thc formal planning process Ihrougb Ihc dcvclopmcnl o[ these guidclinc~. Thi, objective notwilhslanding, it mu~t elway~ bc remembered Ihal CP'TI~D is bul one of may objcctivc~ that planncn must continuously balance. AIM: to create an environment where the design and use can lead to the reduction in the fear and incidence of crime and an improvement in the quality el life. CPTED Concerns · lands and/or spaces that do not support their intended function. · designs that make it difficult for an intended function to work well. CPTED Guidelines match intended human functions with spaces that can support them. designs should ensure that the intended activity has the opportunity to function well. design and space should directly support the control of human behaviour. 2 Space Assessment The CPTED approach Io space assessmenl provides a simple guide lot the layperson to use in determining Ihe appropriateness of how a space is designed and used. This approach is based on three lunclions or dimensions ol human space, These funclions are: I. All human space has some designated purpose. 2, All human space has social, cultural. legal or physical definitions that prescribe the desired and acceptable behaviours, 3 All human space is designed to support and control the desired behaviour, By emphasizing designation, definition and design. space may be evaluated by asking the following types of Questions: Designation What is the designated purpose of this space? What was it originally intended to be used for? Definition Ilow is Ihe space defined? Where are its borders? Are Ihere social or cullural delinitions that affect bow lhat space is used? Are legal or administrative rules clearly set-out and ~einlorced in policy? Are there signs? Once a basic self-assessment has been conducted. the 'Tbree-d's' can be examined to help guide the decisipns about what to do wilh human space. These guidelines are presented in the accompanyh~g table. AIM: to develop a space that supports its intended lunction Designation Issues · How well does the space supports its intended use? Is there conflict? Definition Issues Is it clear who owns the space? Is there conllicl or confusion between the designated purpose of the space and its definition? Design Issues · Does the physical design match its intended use? Does the physical design impede or conllicl wilh the productive use ol space? Does the physical design impede or conflict with the proper funclioning ol the intended human activity? Does the physical design provide the means for normal users to naturally control the activities of others? Is there conlllct or confusion in the manner in which the physical design is intended to control human behaviour? Designation Guidelines · Assign space according to its ability to supporl an intended lunction. Use natural barriers, such as terrain or distance. to physically separate conflicting activities. Definition Guidelines · Provide clear border definitions of controlled space. · Provide clearly marked transitional zones that indicate movement from public to semi-public to private space, Design Guidelines · Ensure that physical space is designed in the context of the needs of the bona fide users of the space. · Design space to achieve an appropriate critical intensity of people. · Design space efficiently to maximize its effective and productive use. · Design space to increase the perception or reality of natural surveillance. natural access control and territorialtry (See Section 3). · Identily vulnerable activities, then reduce their risk by placing them inside areas of strong natural surveillance. natural access control and territorialtry. · Identify vulnerable areas (those with limited natural surveillance. natural access control and territorialtry). then reduce their risk by improving the distribution of safe aclivities. I 3 Design Strategies 1here are three overlapping CPTED design strategies. 1hey are: · Natural Surveillance; · Natural Access Control; and, · Territorial Rainiercement. Natural surveillance is a design strategy that is directed at keeping inlruders under observation. Nalural access control is a design strategy that is directed at decreasing crime opportunity. Territorial reinforcement is an 'umbrella' design strategy Ihat realizes that physical design can create or extend a sphere of influence so thai users of a properly develop a sense of proprietorship over il. Territorial strategies will often embody natural surveillance and natural access control stralegies. The conceptual Illrust of the CPTED program is Iowards the exploitalign of 'natural' forms of surveillance and access control. The term 'natural' when relerring Io natural surveillance and access control. refers to deriving surveillance and access control as a resull of the routine use and enjoyment el the property- Examples of 'natural' Iorms of surveillance include the strategic use and placement of park benches, windows and lobbies. Examples of 'natural' forms el access control include the strategic use of distance and/or topogfaphlcal lealures to create a bullet between potentially conflicting activities. Other Io~ms of surveillance and access control alien used by designers include mechanical forms such as I~ghlang, fencing of gating. AIM: to develop a design that functions well and supports Ihe intended human behaviour. Natural Surveillance Concerns , Designing space that makes natural surveillance dil[icuh. Overlooking or failing to develop natural surveillance opportunities. Failure Io carry natural surveillance objectives consistently throughout the design. · Designing space that makes natural access control difficult. Overlooking or failing to develop natural access control opportunities. Developing natural access control opportunities without considering their impacl on natural surveillance. Natural Surveillance Guidelines · Design space to facilitate observation by increasing 'visual permeability' i.e. the ability to see what is ahead and around. Measure the need for privacy and/or limited sightlines against the need Ior personal safely. · Place vulnerable activities in places that can be naturally monitored. Develop the potential for 'eyes on the street' by strategically alignlng windows, work stations and other activity generators towards these areas. · Take special care to ensure that each phase of the project enhances and complements natural surveillance opportunities created in Ihe design phase. '[his is particularly crilical with respect Io Ihe landscaping and lighting phases. Na!,jra! Access Control Guidelines · Design space to provide people with a sense el direction while giving them some natural indication as to where they are and are not allowed Irefar to Definition guidelinesl. · Provide a limited number of access routes while allowing users some Ilexibility in movement. · Take special care to ensure that natural access control opportunities enhance and complement natural surveillance objectives, Territorial Reinforcement Concerns · Creating ambiguous spaces. Overlooking or lailing to develop ownership opportunities. Territorial Reinforcement Guidelines Minimize the creation of ambiguous spaces (a space is ambiguous when it lacks any son of clue as to what it is for. and who it is Ior). Accomplish this by identifying potential 'leftover spaces', lot instance those above ground spaces between a building's underground and its property llne. Then take some positive action to develop this space so that users of the property take responsibility for it. Enhance the feelings of legitimate ownership by reinforcing existing natural surveillance and natural access control strategies with additional symbolic or social ones. This might include the use ol symbolic barriers or signs. Public Administration Service s30~ Greensboro Drive, Suite 420, McLean, Virginia 22102 Appendix F CRIME ANALYSIS FUNCTIONS FOR IDENTIFYING TRENDS IN COMMERCIAL CRIMES Public Administration Service s30~ Greensboro Drive. Suite 420, McLean, Virginia 22102 CRIME ANALYSIS FUNCTIONS FOR IDENTIFYING TRENDS IN COMMERCIAL CRIMES Crime analysis information should be available to identify changes over time in the nature of crimes committed at or around commercial premises. This information should be routinely reviewed by police managers and forwarded as necessary to other city agencies, business organizations, and other interested parties who have an interest in promoting safety in commercial areas. This paper describes two primary methods that could be used to generate concrete information on these crime problems. Except/on reports should be generated as a statistical tool for identifying unusual levels of commercial crimes in different parts of the city. The City should be capable of generating detailed information on crime patterns in specific areas of the City. Exception Renorting The main objectives of this crime analysis function are to alert police managers that the occurrence of a particular crime type is getting "out of control' or that recent operations in a problem area show that an area is now "under control." Taking into account seasonal variations, regional development, and organizational plans and programs, a crime analysis unit should routinely prepare reports of this type for all interested parties in the jurisdiction served. This may include city administration and community groups as well as police officers and supervisors. The procedure recommended for conducting a useful exception report is as follows: Define the boundaries of the geographic areas or zones where victimization levels are to be tracked. Areas of equivalent size will yield crimes per area, while areas of equivalent number of victims will yield crimes per target. Determine which particular offenses should be tracked. Separating residential, commercial, and personal crimes will often lead to pattern recognition out of a cluster of seemingly random offenses. The crime codes developed by the San Bernard.no County SherifFs Department lend themselves nicely for this propose. Determine the time periods of interest. Based on the history of the geographic areas with respect to the types of crimes being tracked and the reporting requirements of the agency, a reasonable time period should be selected. Typically, this period is about every two weeks. F-1 Public Administration Service 8301 Greensboro Drive, Suite 420, McLean, Virginia 22102 , F-2 An exception threshold should be computed for the various crime categories based on statistical fluctuations based on the criminal history of each zone. One method of doing this is comparing the most recent period with the average of the previous six time periods. Each zone should be reported as to its level on each of the crime categories of interest, those at or above thresholds should be highlighted. Colored maps for each crime type or mixed bar and line graphs are useful for displaying these data. Crime Pattern Detection If a crime problem is identified through the exception reporting process, a search for commonalities or linking factors in that problem should begin. To the extent that a number of offenses share common attributes, different pattern types can be identified, depending on those attributes. Table 1 is a matrix of common and linking factors that have shown to be relevant in identifying and describing crime disorder patterns. There are a considerable number of things that could be known about crime/disorder events. Unfortunately, most of the facts about these events are not captured, recorded, or available for analysis. New:rtheless, it is incumbent on the agency investing crime/disorder incidents to thoroughly ascertain as many of these factors as permissible and to carefully record and make available all of these data to those performing pattern analyses. Conclusions At the very least, for each commercial area of iinterest in the City of Rancho Cucamonga, there should be routine analyses of commercial robbet3', street robbery and theft from persons, commercial burglary, burglary/theft from motor vehicles, shoplifting, assaults, vandalism, and disturbances. The minimum factors associated with these crime problems that should be analyzed are: * Type crime/disorder event (CAS code). · Date, time of day, day of week occurred and discovered. · Type of call originally dispatched. · Number of units dispatched and time spent on call. · Address of event and map coordinates and zones. · Description of surrounding area. 77 Table 1 MATRIX OF COMMON AND LINKING FACTORS Dam Categories Triangle Components Offender Target Opportunity Events , Criminal History · Field Interviews · Traffic Citations · M.O. · Current Status · Frequency · Severity/Loss · Recency · Force Used · Cycles · Temporal Factors · Weather · Ongoing Distractions · Visibility · Trends Persons Places Things · General Description · Hangouts · Vehicle · Specific Description · Residences · Weapon · Identities · Employment · Contraband · # Offenders · Tuff Boundaries · Tools · Behavior Description · Associates' Locations · Evidence · Role · Locations · Types · Physical Profile , POE/MOE · Access · Prior Actions · Premise Type · Vulnerability · Injury Sustained · Security Present · Special Features · Demographics · Adjacency · Contraband · Witnesses · Geographic Trends · Concealability · Look Outs · Common Places · Market · Police Presence · Transport Routes · Ownership · Guardianship · Street Links · Portability · Relationships · Geographic Features · Difficulty I Public Administration Service 8301 Greensboro Drive. Suite 420. McLean, Virginia 22102 F4 * Premise type and point of entry/access. , Victim(s) description. * Offender(s) description. · Security used/defeated. · Offender(s) method of operation. · Vehicle(s) description. · Weapon(s) description. · Property/evidence description. · Witness descriptions. The San Bernardino County Sheriff's Department has great potential to capture many of the essential crime/disorder data elements using the series of investigative reports and forms approved for use in Rancho Cucamonga. Those report forms, if thoroughly and properly completed, could create a crime analysis database that would allow for the routine analysis of those events that exception reporting showed exceeded expected levels. This information could be very effectively deployed using GIS technology already available to San Bernardino County and the City of Rancho Cucamonga. Date: To: From: Subject: CITY OF RANCHO CUCAMONGA STAFF REPORT October 19, 1994 Mayor and Members of the City Council Jack Lam, AICP, City Manager William J. Alexander, Councilmember AB 939 ACTIVITY UPDATE The City of Rancho Cucamonga's Source Reduction and Recycling (SRRE), Household Hazardous Waste (HWW) and Non Disposal Facility Elements (NDFE) have been sent to the Office of Local Assistance and Planning Committee for review and approval. These documents are the basis for the City reaching the 1995 25% and 2000 50% diversion goals. We have received some comments from the Committee which are being addressed by staff. The elements will be heard by the Local Assistance and Planning Committee in December 1994 at which time the Committee will make recommendations for action to the California Integrated Waste Management Board. Staff does not anticipate any problems with the approval of these elements and will keep the Council informed on the status as the process continues. The City's Curbside Recycling program accounts for over 430 tons a month of recyclable materials being diverted from the landfill. In May of this year we began a voluntary pilot curbside Green Waste recycling program. The program incorporates 1500 homes in three areas of the city. This pilot program is diverting 62 tons of green waste each from the landfill to local composting facilities. It is anticipated that the Green Waste program will be expanded to the entire city by the end of the first quarter of 1995. A new waste management informational flyer is under development and will be distributed prior to beginning the green waste program. In addition to the green waste program and the flyer, staff is working with the three franchise haulers in developing a commercial\industrial diversion program. This program will seek the help of the business community to reduce waste going to the landfill and give recognition to the participating business for their efforts. More details will be forthcoming as they are worked out The City's Household Hazardous waste site at 12158 Base Line road will be receiving some renovation in November, with funds allocated from a Used Oil Block Grant the City was awarded earlier this year. The renovation includes a concrete slab and a new hazardous storage shed for used oil. In addition to the renovation we will begin handing out reusable sixteen quart waste oil containers free to the community. The City will have over 5,000 containers to hand out over the next six months to help promote used motor oil recycling. The California Integrated Waste Management Board is looking for good faith efforts on the part of the counties and cities in the state in reaching the 1995 goal of 25%. With the implementation of the Green Waste program, Commercial\Industrial recycling and more public awareness of source reduction and recycling we should meet the 25% goal in 1995. Respectfully Submitted, Councilmember 81 CITY OF RANCHO CUCAMONGA MEMORANDUM DATE: TO: FROM: SUBJECT: October 19, 1994 Mayor and Members of the City Council Jan Sutton, Deputy City Cle~)d~/ CORRECTION TO ITEM D5 OF THE CONSENT CALENDAR Please note the following correction to the staff report submitted for Item D5, request to extend Comcast Cable T.V. franchise. Under the recommendation, it is requested to extend their franchise for 30 days. The recommendation should be for an extension for 90 days. The correct time extension is shown on Resolution No. 91-012R /- CITY OF RANCHO CUCAMONGA MEMORANDUM DATE: TO: FROM: SUBJECT: October 19, 1994 Mayor and Members of the City Council Jack Lam, AICP, City Manager, William J. O'Neil, City Engineer OCTOBER 19. 1994. CITY COUNCIL MEETING - CORRECTIONS TO ITEM NOS. D-7 AND D-8 The attachments to Item Nos. D-7 and D-8 were inadvertently switched. Please refer to the corrected D-7 and D-8 which are attached. WJO:sd Attachments DATE: TO: FROM: BY: SUBJECT: October 19, 1994 CITY OF RANCHO CUCAMONGA STAFF REPORT Mayor and Members of the City Council Jack Lam, AICP, City Manager William J. O'Neii, City Engineer Linda R. Beck, Jr. Engineer AWARD AND AUTHORIZATION FOR EXECUTION OF CONTRACT FOR MILLIKEN AVENUE GRADE SEPARATION SLOPE AND DRAINAGE MODIFICATION, LOCATED ON MILLIKEN AVENUE SOUTH OF JERSEY BOULEVARD AT THE SOUTHERN CALIFORNIA REGIONAL RAIL AUTHORITY (SCRRA) RAILROAD TRACKS (FORMERLY AT & SF) TO SEAN MALEK ENGINEERING AND CONSTRUCTION FOR THE AMOUNT OF $88,737.00 ($80,670.00 PLUS 10% CONTINGENCY) TO BE FUNDED FROM LANDSCAPE MAINTENANCE DISTRICT NO. 3B, ACCOUNT NO. 46-4130-9324 RECOMMENDATION It is recommended that the City Council accept all bids as submitted and award and authorize for execution, the contract for Mi!liken Avenue Grade Separation Slope and Drainage Modification, to the lowest responsive bidder, Scan Malek Engineering and Construction for the amount of $80,670.00 and authorize the Administrative Services Director to expend $88,737.00 ($80,670,00 plus 10% contingency) to be funded from Landscape Maintenance District No. 3B, Account No. 46-4130-9324. BACKGROUND/ANALYSIS Per previous Council action, bids were solicited, received and opened on October 4, 1994 for the subject project. Sean Malek Engineering and Construction is the apparent lowest responsive bidder, with a bid amount of $80,670.00 (see attached bid summary). The Engineer's estimate was $135,000.00. The project includes construction of cut off walls, catch basins, other miscellaneous drainage improvements and modifications of landscaping. Staff has reviewed all bids received and found them to be complete and in accordance with the bid requirements. Staff has completed the required background investigation and finds all bidders to meet the requirements of the bid documents. Respectfully submitted, William J. O'Neil City Engineer WJO:LRB:ly Attachments cc: Purchasing BID DATE: OCTOBER 4, 1994 ENGINEERS'S ESTIMATE: $135,063.93 Item Item Unit of No. Description Measure 1. Remove Exist. P.C.C. Drainage Swale & 4" Atrium Drain LF 2. Saw Cut & Remove Exist. Swale LF 3. Catch Basin Per Sheet 5 of 5 EA 4. Catch Basin Per Detail "E" EA 5. P.C.C. Headwall to Exist CB EA 6. Install Brooks C.B. No. 1218 EA 7. Install Brooks C.B. No. 1218 & P.C.C. Transition EA 8. Install Brooks C.B. No. 1212 with 6" outlet EA 9. Install Brooks C.B. No. 1212 w/Traffic Grate Wt. 33 EA 10. Remove Exist. Dram Device & Install Brooks No. 1212 w/Parkway Grate Wt 29 EA 11. CB Grate to Exist CB & Fasten EA 12. 6" Atrium Drain Per Detail I EA 13. R & R Cobblestone Rock Swale SF 14. Rock Swale Per Section D-D SF 15. Core 6" Dia Hole Thru Exist Wall EA 16. P.C.C. Header R.C. Std 528 LF 17. P.C.C. Drain Swale &Wall LF 18. P.C.C. Drain Swale/Detail B LF 19. P.C.C. Curb Wall/Sect A-A/Det C LF 20. Mod P.C.C. Drain Swale/Det K LF 21. P.C.C. Drain Swale Detail L LF 22. 18" x 18" P.C.C. Atrium Drain EA 23. 4" Dia P.V.C. Pipe LF 24. 6" Dia P.V.C. Pipe LF 25. Relocate Exist Elect Pull Box to Clear P.C.C. Swale EA 26. Mod Irrigation & Rcl>lant LS TOTAl. TOTAL SI. JBMII"FEI) CITY OF RANCHO CUCAMONGA SUMMARY OF PROPOSALS MILLIKEN AVENUE GRADE SEPARATION SLOPE AND DRAINAGE IMPROVEMENTS Engineer's Estimate Estimated Unit Original Quantity Prices Authorized 17 80 1 1 1 4 1 7 1 1 3 8 234 110 15 122 38 152 17 295 329 9 90 56 12 I Sean Malek EngdConst. Unit Total Price Price Unit Price Slater, Incorporated Total Price $0.00 $0.00 $0.00 $152.94 $2,599.98 $55.00 $935.00 $54.00 $9 18.00 $20.00 $1,600.00 $55.00 $4,400.00 $27.00 $2, i 60.00 $2,000.00 $2,000.00 $2,200.00 $2,200.00 $877.00 $877.00 $3,000.00 $3,000.00 $1,500.00 $1,500.00 $1,485.00 $1,485.00 $1,000.00 $1,000.00 $1,100.00 $1,100.00 $900.00 $900.00 $2,500.00 $10,000.00 $1,500.00 $6,000.00 $1,552.00 $6,208.00 $0.00 $0.00 $0.00 $2,100.00 $2,100.00 $1,800.00 $ 1,800.00 $1,822.00 $ 1,822.00 $0.00 $0.00 $0.00 $2,000.00 $14,000.00 $1,000.00 $7,000.00 $675.00 $4,725.00 $0.00 $0.00 $0.00 $2,000.00 $2,000.00 $2,000.00 $2,000.00 $607.00 $607.00 $0.130 $0.00 $0.00 $0.00 $0.00 $0.00 $1,500.00 $1,500.00 $2,100.00 $2,100.00 $675.00 $675.00 $500.00 $1,500.00 $700.00 $2,100.00 $607.00 $1,821.00 $1,125.00 $9,000.00 $250.00 $2,000.00 $67.00 $536.00 $25.00 $5,850.00 $18.00 $4,212.00 $30.00 $7,020.00 $25.00 $2,750.00 $25.00 $2,750.00 $28.00 $3,080.00 $213.33 $3,199.95 $100.00 $1,500.00 $175.00 $2,625.00 $12.00 $1,464.00 $14.00 $1,708.00 $16.00 $1,952.00 $100.00 $3,800.00 $55.00 $2,090.00 $83.00 $3,154.00 $75.00 $11,400.00 $50.00 $7,600.00 $71.00 $10,792.00 $300.00 $5,100.00 $100.00 $1,700.00 $27.00 $459.00 $25.00 $7,375.00 $30.00 $8,850.00 $29.00 $8,555.00 $25.00 $8,225.00 $15.00 $4,935.00 $39.00 $12,831.00 $700.00 $6,300.00 $100.00 $900.00 $101.00 $909.00 $10.00 $900.00 $10.00 $900.00 $39.00 $3,510.0) $25.00 $1,400.00 $15.00 $840.00 $40.00 $2,240.0} $0.00 $0.00 $0.00 $1,000.00 $12,000.00 $50.00 $600.00 $200.0) $2,4(X).(~0 $15,0X).0) $15,000.00 $8,950.00 $8,950.0) $16,175.0) $16,175.(~0 $ i 35,063.93 $80,670.00 $98,436 $79,270.00 Page 3 CITY OF RANCHO CUCAMONGA SUMMARY OF PROPOSALS MILLIKEN AVENUE GRADE SEPARATION SLOPEAND DRAINAGE IMPROVEMENTS Item Item Unit of No. Description Measure 1. Remove Exist. P.C.C. Drainage Swale & 4" Au'ium Drain LF 2. Saw Cut & Remove Exist. Swale LF 3. Catch Basin Per Sheet 5 of 5 EA 4. Catch Basin Per Detail "E" EA 5. P.C.C. Headwall to Exist CB EA 6. Install BrooksC.B. No. 1218 EA 7. Install Brooks C.B. No. 1218 & P.C.C. Transition EA 8. Install Brooks C.B. No. 1212 with 6" outlet EA 9. Install BrooksC.B. No. 1212 w/Traffic Grale Wt. 33 EA 10. Remove Exist. Drain Device & Install Brooks No. 1212 w/Parkway Grate Wt 29 EA 11. CB Grate to Exist CB & Fasten EA 12. 6" Atrium Drain Per Detail I EA 13. R & R Cobblestone Rock Swale SF 14. Rock Swale Per Section D-D SF 15. Core 6" Dia Hole Thru Exist Wall EA 16. P.C.C. Header R.C. Std 528 LF 17. P.C.C. Drain Swale &Wall LF 18. P.C.C. Drain Swale/Dclail B LF 19. P.C.C. Curb Wall/Sect A-A/Det C LF 20. Mod P.C.C. Drain Swale/Det K LF 21. P.C.C. Drain Swale Detail L LF 22. 18" x 18" P.C.C. Amum Drain EA 23. 4" Dia P.V.C. Pipe LF 24. 6" Dia P.V.C. Pipe LF 25. Relocate Exist Elect Pull Box to Clear P.C.C. Swale EA 26. Mod Imgation & Replant LS TOTAL TOTAL SUBMIT'FED Estimated Quantity 17 80 1 1 1 4 1 7 1 1 3 8 234 110 15 122 38 152 17 295 329 9 90 56 12 1 Kalban, Incorporated Unit Total Price Price $0.00 $30.00 $510.00 $28.00 $2,240.00 $680.00 $680.00 $2,200.00 $2,200.00 $480.00 $480.00 $1,010.00 $4,040.00 $0.00 $1,010.00 $1,010.00 $0.00 $972.00 $6,804.00 $1,590.00 $1,590.00 $0.00 $1,780.00 $1,780.00 $387.00 $1,161.00 $170.00 $1,360.00 $30.65 $7,172.10 $21.40 $2,354.00 $240.00 $3,600.00 $12.42 $1,515.24 $153.29 $5,825.02 $146.30 $22,237.60 $140.00 $2,380.00 $15.50 $4,572.50 $17.50 $5,757.50 $150.00 $1,350.00 $42.00 $3,780.00 $56.00 $3,136.00 $0.00 $1,300.00 $15,600.00 $17,200.00 $17,200.00 $120,334.96 $118,552.52 DATE: TO: FROM: BY: SUBJECT: October 19, 1994 CITY OF RANCHO CUCAMONGA STAFF REPORT Mayor and Members of the City Council Jack Lam, AICP, City Manager William J. O'Neil, City Engineer Linda R. Beek, Jr. Engineer AWARD AND AUTHORIZATION FOR EXECUTION OF CONTRACT FOR SALINA AVENUE STREET IMPROVEMENTS, BETWEEN CALAVERAS AVENUE AND SIERRA MADRE AVENUE AND VINMAR AVENUE, STREET IMPROVEMENTS TO 350 FEET NORTH OF SALINA AVENUE TO SEAN MALEK ENGINEERING AND CONSTRUCTION FOR THE AMOUNT OF $156,807.53 ($142,552.30 PLUS 10% CONTINGENCY) TO BE FUNDED FROM CDBG FUNDS, ACCOUNT NO. 28-4333-93 18 RECOMMENDATION It is recommended that the City Council accept all bids as submitted and award and authorize for execution, the contract for Salina Avenue Street Improvements, located between Calaveras Avenue and Sierra Madre Avenue and Vinmar Avenue, Street Improvements to 350 feet north of Salina Avenue to the lowest responsive bidder, Sean Malek Engineering and Construction for the amount of $142,552.30 and authorize the Administrative Services Director to expend $156,807.53 ($142,552.30 plus 10% contingency) to be funded from CDBG Funds, Account No. 28-4333-9318 BACKGROUND/ANALYSIS Per previous Council action, bids were solicited, received and opened on October 4, 1994 for the subject project. Sean Malek Engineering and Construction is the apparent lowest responsive bidder, with a bid amount of $154,797.00 (see attached bid summary). The Engineer's estimate was $135,000.00. This project will include the construction of street improvements, including curb, gutter, sidewalks, street paving and other related work. Staff has reviewed all bids received and found them to be complete and in accordance with the bid requirements. Staff has completed the required background investigation and finds all bidders to meet the requirements of the bid documents. RespecffulLy~subm it-ted, William'~'Neil City Engineer WJO:LRB:Iy Attachments cc: Purchasing BID DATE: OCTOBER 4, 1994 ENGINEER'S ESTIMATE: $153,115.40 Item Item Unit of No. Description Measure 1. Clearing and Grubbing L.S 2. Remove A.C. Pavement SF 3. Misc. P.C.C. Removal CY 4. Unclassified Excav. & Fill (F) CY 5. Remove Tree EA 6. Relocate M.B. or Sign EA 7. Crushed Aggregate TON 8. A.C. Pavement TON 9. Adj Valve Can & Cover to Grade EA 10. Adj MH Frame & Cover to Grade EA 11. Masonry BIk Wall, MB & Planter LF 12. 8" P.C.C. Curb & 24" Gutter LF 13. 6" PCC Dr. Approach SF 14. 4" PCC S.W., Walkway & D.W. and Wheelchair Ramp SF 15. P.C.C. Cross Gutter & Spandrel SF 16. Adj. WM Box to Grade EA 17. 4' Chain Link Fence LF 18. Trenching & Backfill, Conduits Pull Boxes & Ropes Per SCE Plan (UG-D-89-908-1 LF 19. Install Sod, Restore Irri. Include Prep., Fine Grading & 60 day Maintenance SF 20. 15 Gal Liquid Amber Tree EA 21. Blue type I Pavement Marker EA Estimated Quantity 1 37,503 625 730 6 23 807 612 4 3 175 1,745 2,359 6,03 I 1,788 21 169 1,135 10,110 25 1 CITY OF RANClIO CUCAMONGA SUMMARY OF PROPOSALS SALINA AND VINMAR AVENUES Engineer's Estimate Unit Original Unit Prices Authorized Prices Scan Malek, Inc. Amount Bid $9,270.00 $9,270.00 $4,500.00 $0.25 $9,375.75 $0.35 $1.60 $1,000.00 $2.50 $12.00 $8,760.00 $10.00 $475.00 $2,850.00 $250.00 $125.00 $2,875.00 $100.00 $15.00 $12,105.00 $13.00 $32.00 $19,584.00 $37.00 $75.00 $300.00 $150.00 $625.00 $1,875.00 $200.00 $40.00 $7,000.00 $45.00 $9.10 $15,879.50 $12.00 $3.00 $7,077.00 $2.75 $2.15 $12,966.65 $2.00 $5.00 $8,940.00 $4.75 $75.00 $1,575.00 $50.00 $15.00 $2,535.00 $10.00 $8.00 $9,080.00 $3.00 $1.75 $17,692.50 $1.15 $90.00 $2,250.00 $150.00 $125.00 $125.00 $550.00 $153,115.40 Sully-Miller Cont. Co. Unit Amount Prices Bid $4,500.00 $11,500.00 $11,500.00 $13,126.05 $0.21 $7,875.63 $1,562.50 $2.25 $1,406.25 $7,300.00 $12.60 $9,198.00 $1,500.00 $300.00 $1,800.00 $2,300.00 $80.00 $1,840.00 $10,491.00 $13.30 $10,733.10 $22,644.00 $26.70 $16,340.40 $600.00 $74.00 $296.00 $600.00 $540.00 $1,620.00 $7,875.00 $82.00 $14,350.00 $20,940.00 $7.90 $13,785.50 $6,487.25 $2.40 $5,661.60 $0.O0 $0.O0 $12,062.00 $1.75 $10,554.25 $8,493.00 $3.00 $5,364.00 $1,050.00 $30.00 $630.00 $1,690.00 $13.20 $2,230.80 $0.O0 $0.O0 $0.O0 $0.O0 $3,405.00 $7.70 $8,739.50 $0.O0 $0.O0 $0.O0 $0.O0 $11,626.50 $1.64 $16,580.40 $3,750.00 $163.00 $4,075.00 $550.O0 $49.O0 $49.O0 $142,552.30 $144,629.43 BID DATE: OCTOBER 4, 1994 ENGINEER'S ESTIMATE: $153,115.40 Page 3 CITY OF RANCliO CUCAMONGA SUMMARY OF PROPOSALS SALINA AND VINMAR AVENUES item Item Unit of No. Description Measure 1. Clearing and Grubbing L.S 2. Remove A.C. Pavement SF 3. Misc. P.C.C. Removal CY 4. Unclassified Excav. & Fill (F) CY 5. Remove Tree EA 6. Relocate M.B. or Sign EA 7. C~ushed Aggregate TON 8. A.C. Pavement TON 9. Adj Valve Can & Cover to Grade EA 10. Adj MH Frame & Cover to Grade EA 1 I. Masonry BIk Wall, MB & Planter LF 12. 8" P.C.C. Curb & 24" Guuer LF 13. 6" PCC Dr. Approach SF 14. 4" PCC S.W., Walkway & D.W. and Wheelchair Ramp SF 15. P.C.C. Cross Gutter & Spandrei SF 16. Adj. WM Box to Grade EA 17. 4' Chain Link Fence LF 18. Trenching & Backfill, Conduits Pull Boxes & Ropes Per SCE Plan (UG-D-89-908- ! LF 19. Inslali Sod, Restore lrri. Include Prep., Fine Grading & 60 day Maintenance SF 20. 15 Gal Liquid Amber Tree EA 21. Blue type ! .Pavement Marker EA TOTAL Estimated Quantity Kruger McGrew Const. Co. Unit Amount Unit Prices Bid Prices I $13,700.00 $13,700.00 37,503 $0.20 $7,500.60 625 $1.50 $937.50 730 $30.00 $21,900.00 6 $231.00 $1,386.00 23 $92.00 $2,116.00 807 $10.35 $8,352.45 612 $28.62 $17,515.44 4 $70.00 $280.00 3 $515.00 $1,545.00 175 $53.00 $9,275.00 1,745 $10.75 $18,758.75 2,359 $2.25 $5,307.75 6,031 1,788 21 169 1,135 10,110 25 1 $1.75 $10,554.25 $4.05 $7,241.40 $40.00 $840.00 $13.35 $2,256.15 $12.42 $14,096.70 $0.78 $7,885.80 $98.00 $2,450.00 $50.00 $50.00 $153,948.79 J.E.G. Const. Co. Amount Bid $9,000.00 $0.25 $2.25 $9.00 $350.00 $85.00 $17.25 $30.50 $50.00 $350.00 $95.00 $11.oo $2.15 $1.85 $3.50 $50.00 $14.50 $7.00 $1.95 $1oo.oo $50.00 $9,000.00 $9,375.75 $1,406.25 $6,570.00 $2,100.00 $1,955.00 $13,920.75 $18,666.00 $200.00 $1,050.00 $16,625.00 $19,195.00 $5,071.85 $0.00 $11,157.35 $6,258.00 $1,050.00 $2A50.50 $0.00 $0.00 $7,945.00 $0.00 $0.00 $19,714.50 $2,500.00 $50.00 $156,260.95 Unit Prices Laird Construclion Amount Bid $30,400.00 $0.20 $3.10 $26.33 $450.00 $100.00 $11.63 $30.50 $60.00 $300.00 $70.00 $8.25 $2.25 $1.60 $4.75 $30.00 $15.00 $6.00 $2.20 $165.00 $25.00 $30,400.00 $7,500.60 $1,937.50 $19,220.90 $2,700.00 $2,300.00 $9,385.41 $18,666.00 $240.00 $900.00 $12,250.00 $14,396.25 $5,307.75 $o.oo $9,649.6O $8,493.00 $630.00 $2,535.00 $0.0) $0.00 $6,810.00 $0.0) $0.0) $22,242.00 $4,125 .(X) $25.0) $179,714.01 DATE: TO:. FROM: SUBJECT: October 19, 1994 Mayor and Members of the City Council Jack Lam, AICP, City Manager Duane A. Baker, Assistant to the City Mae~~ CONTACTS WITH GAINESVILLE REGARDING THEIR CONVENIENCE STORE ORDINANCE CITY OF RANCHO CUCAMONGA ~ ~.--~.~ MEMORANDUM At the City Council meeting on October 5, 1994, during the discussion of the ordinance to prevent convenience store robberies, the question was asked if the City had been in contact with the City of Gainesville regarding their ordinance. The question was also asked during the Planning Commission hearings on the same subject. The Planning Commission minutes that were attached to the City Council staff report indicated that the City had not contacted Gainesville regarding their ordinance. Some members of the City Council questioned whether that was accurate and asked staff to confirm this information. What staff found was that the City had been in contact with Gainesville regarding their ordinance. Approximately six months ago, we contacted the Gainesville Police Department to get recent statistics on the effectiveness of their ordinance. However, because of the questions raised at the last City Council meeting, staff has again contacted the City of Gainesville and has contacted the Gainesville Chamber of Commerce. In speaking with the Gainesville Police Department, they confirmed their earlier statistics that robberies of convenience stores are down and that robberies in the community in general are down. Also, the Gainesville Police Department noted that five more convenience stores have opened in the community since the ordinance was adopted in 1986. This information is in contrast to the information provided by the Gainesville Chamber of Commerce. The Executive Director of the Gainesville Chamber of Commerce stated that the ordinance put some convenience stores out of business and that he had heard that while robberies of convenience stores are down, robberies of other types of businesses are up. Staff will be re-examining our own crime statistics and will be meeting with the Law Enforcement Subcomn~ittce prior to bringing this item back for the City Council's consideration. Staff expects this item to be on the November 16, 1994 agcnda. /dab Route 30 Ad Hoc Task Force (D) Robert Coberly (D) Lester Davies (D) Daniel Keesey (D) Karen Schmauss (D) John O'Neil (D) Hormuzd Sethna (D) Doris Beckner (D) Andrea Zeller (A) Peter Liu DATE: T~. CITY OF RANCHO CUCAMONGA STAFF REPORT October 19, 199,* Members of the City Council Jack Lam, AICP, City Manager FROM: Law Enforcement Subcommittee Dennis L. Stout, Mayor Charles J. Buquet II, Mayor Pro Tern BY: SUB JEff: Duane A. Baker, Assistant to the City Manager COMMERCIAL SECURITY STUDY Attached is the Commercial Security Study commissioned by the Redevelopment Agency. This study was initiated by the City Council to identify any trends that might be developing that would negatively affect public safety in commercial centers. The findings and recommendations could then be used to develop strategies to address the trends before they became problems. This is both a public safety and an economic development matter. The City Council has the desire to make our businesses more profitable and safe. The retail sector is very competitive and consumers have a great number of shopping choices within our City and in neighboring cities. By having safe commercial centers, our local businesses would have a competitive advantage over businesses in neighboring communities. It was felt that the safer a commercial center is, the more likely it is that people will shop there. The consulting firm Public Administration Service was retained to conduct the study. The study consisted of three phases with the final phase being the recommendations to the City. Phase one of the study was for data collection. included: The data collection phase Meeting with city staff from the Police Department, Fire District, Community Development, Planning and the City Manager's Office. Collected available data on crime, calls for police service, building permits and traffic flow. Interviewed over 30 community leaders including business people, developers, shopping cenl:er managers and City Councilmembers. Conducted assessments of five retail shopping centers in the region to identify strengths and weaknesses of crime prevention features of those design,,; as examples. COMMERCIAL SECURITY STUDY October 19, 1994 Page 2 Conducted visits to all of the major commercial developments in the City to see: to what extent CPTED concepts are already applied in the community. This data was analyzed and used as the basis for providing training on Crime Prevention Through Environmental Design (CPTED). This training was the second phase of the study. In the CPTED training, in depth sessions were held for City staff. Staff from Planning, Engineering, Fire, Police, Community Development and the City Manager's Office were involved in these sessions. These sessions focused on the concepts behind CPTED and the different strategies used to apply those concepts. The training with the staff also involved the review, in a team setting with the instructor, of projects being processed through the City. This exercise was performed to give staff a hands on experience with CPTED. A second training session was held for comrnunity leaders that involved an overview of CPTED and a tour of commercial centers in the community to see how these concepts have been applied or where they might be applied for good effect in the future. After the training, the consultants analyzed the data that they had collected and the comments and observations that they received during the training session and developed a list of recommendations for the City. The seven recommendations and observations made by the consultant are as follows: CPTED' concepts should be considered during the project review process. CPTED provisions should be integrated into the current development/design review process to provide simple and practical ways to improve commercial security. To this end, the consultant has provided Appendix E (attached to the summary), which contain a draft set of guidelines that could be used as a reference in the design review process. These guidelines should be applied as early as possible in the design review process. At the pre-application conference with a developer, the developer should be made familiar with the CPTED guidelines and the ways in which those guidelines can contribute to the success of a project. Formal application forms should request information about key project characteristics that are included in the CPTED guidelines. The proiect review process should be interagency in nature. Design review should not only inclucle the traditional Community Development staff, as it does now, but also Police and Fire staff. These groups should be included as part of the team that reviews projects rather than as separate groups that make comments on plans apart to themselves. This will help provide consistent input on a project. With both Community Development and public safety staff having received CPTED training, CPTED can serve as the common language for these different groups of professionals. COMMERCIAL SECURITY STUDY October 19, 1994 Page 3 Existing citv codes should be revised only when necessary to allow application of CPTED techniques. CPTED techniques such as bringing normal users into an area to discourage abnormal users or creating natural surveillance could be encouraged through Ordinance changes where necessary. There could be more communication and coordination among private commercial security staffs in the Citv. The consultant found from their interviews that there is little formal communication among the private security forces funded by the major stores in shopping areas. The lack of communication hinders the ability of these stores to anticipate problems being experienced by other stores. Cooperation and sharing could go a lonl; way toward thwarting habitual shoplifters or bad check writers. The Chamber of Commerce would be in a good position to build upon its current business retention efforts by creating a Commercial Security Association. o There is a great deal of genuine interest in implementing effective crime prevention methods on the part of the community. Unfortunately, some communities are willing to become involved in crime prevention only after they have suffered from some great loss or significant increase in crime. By contrast, there was in our business community real interest in implementing crime prevention strategies now rather than taking chances. All individuals interviewed in the community were very interested in learning more about CPTED concepts and techniques. 'l'his interest in prevention is an asset for Rancho Cucamonga as a community that bodes well for the implementation of CPTED and other crime prevention processes. o Most of the crime risks faced by businesses in Rancho Cucamonga are tvpical of those now being experienced bv other Inland Empire businesses and can be addressed through CPTED. The characteristics of the shopping areas studied in the needs assessment suggest that practical, cost-effective steps can be taken in commercial development projects; in Rancho Cucamonga. Most of the problems these shopping areas have can be anticipated in the design of new projects or in the renovation of existing commercial projects. In short, CPTED changes that need to be made are achievable particularly in light of the business community's interest in prevention. The City needs to establish a better database of information on commercial calls for service and reported crimes. The Rancho Cucamonga Police Department has made a commitment to improve its crime analysis capabilities by creating a crime analysis unit. This is a step in the right directloin and should be followed up by the establishment of detailed databases; that include M.O., victim characteristics and the type of commercial premise. These databases then should be coordinated with a geographic information system to allow maps to be generated showing crime data COMMERCIAL SECURITY STUDY October 19, 1994 Page 4 and trends. The initial work to provide this type of map information has been accomplished and the City is heading in the right direction. Further work can be done to tie crime and call for service data to features such as zoning, structure type, and business type so attention can be focused on trends in commercial crimes. The analyses generated using this information on commercial crime targets around the City could serve as a kind of early warning system for monitoring trends in commercial crimes. Attached is Appendix F which contains a more detailed description of crime analysis techniques that should be applied to commercial (and other) crime problems in the City. In general, the study found that Rancho Cucamonga does not have a problem with commercial crime. The survey conducted among business leaders confirmed this fact as it was unanimously concluded that security issues are not a problem and do not have a negative impact on business. In addition, the study found that most of our newer developments already incorporate CPTED concepts. Because we have such a strong foundation to build upon, the conclusion is that relatively minor adjustments are needed to further enhance public safety. Rancho Cucamonga is doing the right thing. Dealing with commercial security before there is a problem is a much easier task than reacting to a problem. This approach will help keep Rancho Cucamonga one of the safest cities in the nation. Mayor Charles J. Buquet II Mayor Pro Tem DLS/CJB/dab attachments Public Administration Service 83ol Greensboro Drive, Suite 420, McLean, Virginia 22102 Appendix E DRAFF CPTED GUIDELINES FOR THE CITY OF RANCHO CUCAMONGA CRIME PREVENTION Ti!ROUGII ENVIRONMENTAL DESIGN (CPTED) DEVELOPMENT PROJECT GUIDELINES FOR TIIE CITY OF RANClIO CUCAMONGA I Ceinte Pfcvcnliun Through [nvitonmental Design 1he value el Crime Prevenlion Through Environmenial Des,gn or CPIED as its more commonly known is twolold. Firsl, it recognizes that the physical environment can be manipulated to produce behavioural elleels that will reduce the fear and incidence ol crime while improving the qualily of life. Then. it provides a conceptual Iramework. derived from this insight. which serves to develop and ensure a better designed property. It is Ihrough Ihe development ol Ibis design thai crime and loss is kepl to a minimum. That is because CPTEE) believes thai crime and loss are by-products of human lunclions Ihal are not working properly, CPIED and the Planning Process 1'he Cily el Rancbo Cucamonga rccxlntze= the value el CPTED principle= and encourages their imcgralion into the irefinal planning pmcc~ Ihrough the development o[ Ihcac guidelines. Thl. objective notwithstanding. il mual alway~ bc remembered litat CPTED is bul one o[ many objectives thai planncri mu-,l continuously balance_ AIM: to create an environment where the design and use can lead Io the reduction in the lear and incidence of crime and an improvement in the quality of life, CPTED Concerns CPTED Guidelines · lands and/or spaces that do not supporl their · match intended human functions with spaces that intended function. can support Ihem. designs that make it difficult for an intended function to work well. designs should ensure thai the intended activity has Ihe opporlunity to function well. design and space should directly support the conlrol of human behaviour. 2 Space Assessment The CPTED approach to space assessmenl provides a simple guide lot the layperson to use in determining Ihe approprialeness of how a space is destoned and used. 1his approach is based on three functions or dimensions ol human space. These lunctions are: I. All human space has some designated purpose, 2, All human space has social, cultural, legal or physical definitions that prescribe the desired and acceptable behaviours- 3 All human space is designed Io support and control the desired behaviour, By emphasizing designation. definition and design, space may be evaluated by asking the following types ol queslions: Designalign What was it originally intended to be used Definition ilow is Ihe space defined? Wheee ale its borders? Are Ihere social or cullural delinitions that affect how Ihat space is used? Are legal or administrative rules clearly set-oul and remlorced in policy? Are Ihere signs? Once a basic self-assessment has been conducted, tile 'Threed's' can be examined to help guide the decisions about what to do wiih human space. These guidelines are presented in the acco,q}anyino table. AIM: to develop a space that supports its intended function Designation Issues · How well does the space supports its intended use? Is there confhcl? Definition Issues · Is it clear who owns the space? · Is there conflict or confusion between the designated purpose of the space and its definition? Design Issues · Does the physical design match its inlended use? Does the physical design impede or conflict with the productive use of space? Does the physical design impede or conflict with ihe proper functioning of the inlended human activity? Does the physical design provide the means lot normal users to naturally conlrol the activities of others? Is there conflict or confusion in the manner in which Ihe physical design is intended to control human behaviour? Designation Guidelines · Assign space according to its ability to support an intended function. Use natural barriers, such as terrain or distance, to physically separate conflicting activities. Definition Guidelines · Provide clear border definitions ol controlled space. · Provide clearly marked Iransilional zones that indicate movemenl from public to semi-public to private space. Design Guidelines · Ensure that physical space is designed in the context of the needs of the bona fide users of the space. · Design space to achieve an appropriate critical intensity of people. · Design space efficiently to maximize its eilective and productive use. · Design space to increase the perception or realfly ol natural surveillance. natural access control and territorialtry (See Seclion 31. · Identify vulnerable aclivities, then reduce their risk by placing them inside areas of strong natural surveillance, natural access control and territodality. · Identily vulnerable areas (those with limited natural surveillance. nalural access control and territorialtry). then reduce their risk by improving the distribution ol safe aclivities. Design Strategies There are Ihree overlapping CPTED design strategies. They are: Nalural Surveillance; Natural Access Conlrol; and, Territorial Reinforcement. Natural surveillance is a design strategy that is directed at keepin0 inlruders under observation. Natural access control is a design strategy that d,ected at decreasing crime opportunity. Territorial reinlorcement is an 'umbrella' design strategy that reahzes that physical design can create or extend a sphere of inlluence so that users of a property develop a sense of proprietorship over it. Territorial strategies will often embody natural surveillance and natural access conlrol strategies. ihe conceptual thru$1 of Ihe CPTED program is towards Ihe explohation ol *natural' forms of survedlance and access control. The term 'natural' when releHing Io natural surveillance and access control. relers to deriving surveillance and access control as a resuh ol the routine use and enjoyment of Ihe pronefly. Examples ol 'natural' forms of surveillance include the slrategic use and placement of park benches, windows and lobbies. Examples of 'natural" forms ol access control include the strategic use of d~stance and/or Iopographical features to create a buffer belween potenlially conflicting activities. Other lotins o( surveillance and access control DItch used by designers include mechanical forms such as li0hlinO, fencing or gating. AIM: to develop a design that funclions well and supports Ihe intended human behaviour. Nalural Surveillance Concerns · Designing space Ihat makes natural surveillance difficult. Overlooking or failing to develop natural surveillance opportunities. Failure to carry nalural surveillance objectives consistently throughout Ihe design. Nalurai ACCESS Control (,;oncerns Designing space that makes natural access control difficult. Overlooking or lailing to develop natural access control opportunhies. Developing natural access conirol opportunities wilhoul considering their impact on natural surveillance. Natural Surveillance Guidelines Design space to facilitale observation by increasing "visual permeabilily' i.e. Ihe ability to see what is ahead and around. Measure the need lot privacy and/or limited sightlines against the need for personal safely. Place vulnerable activities in places that can be naturally monitored. Develop the potential lot 'eyes on the street' by strategically aligning windows, work stations and other activity generators towards these areas. Take special care Io ensure Ihat each phase of the project enhances and complements natural surveillance opportunities created in Ihe design phase. This is particularly crilical with respect to the landscaping and lighting phases. Natural Access Control Guidelines Design space to provide people with a sense of dSreclion while giving them some natural indication as to where they are and are not allowed Irelet to Dellhilton guidelinesl. Provide a limited number of access roules while allowing users some Ilexibilily in movement. Take special care to ensure that natural access control opportunities enhance and complement natural surveillance objectives. I Territorial Reinforcement Concerns * Creating ambiguous spaces. Overlooking or failing to develop ownership opportunities. Territorial Re&hie, co .... uidelines · Minimize the creation of ambiguous spaces (a space is ambiguous when it lacks any sort of clue as to what it is for, and who it is Iorl. Accomplish this by identilying polenlial "leftover spaces', for instance those above ground spaces between a building's underground and its property line. Then take some positive action to develop this space so that users ol the property take responsibility for it. Enhance the feelings of legitimate ownership by reinforcing existing natural surveillance and natural access control strategies with additional symbolic or social ones. This might include Ihe use of symbolic barriers or signs. I Public Administration Service 8301 Greensboro Drive, Suite 420, McLean, Virginia 22102 Appendix F CRIME ANALYSIS FUNCTIONS FOR IDENTIFYING TRENDS IN COMMERCIAL CRIMES Public Administration Service 8301 Gre{;nsboro Drive, Suite 420, McLean, Virginia 22102 CRIME ANALYSIS FUNCTIONS ].;'OR IDENTIFYING TRENDS IN COMMERCI/kL CRIMES Crime analysis information should be available to identify changes over time in the nature of crimes committed at or around commercial premise~. This information should be routinely reviewed by police managers and forwarded as necl.~sary to other city agencies, business organizations, and other interested parties who have an interest in promoting safety in commercial areas. This paper describes two primary methods ~:hat could be used to generate concrete information on these crime problems. Exception reports should be generated as a statistical tool for identifying unusual levels of commercial crimes in different parts of the city. The City should be capable of generating detailed information on crime patterns in specific areas of the City. Exceotion Renortiag The main objectives of this crime analysis function are to alert police managers that the occurrence of a particular crime type is getting "out of contl:ol" or that recent operations in a problem area show that an area is now "under control." Taking into account seasonal variations, regional development, and organizational plans and programs, a crime analysis unit should routinely prepare reports of this type for all interested parties in the jurisdiction served. This may include city administration and community groups as well as police officers and supervisors. The procedure recommended for conducting ~ useful exception report is as follows: Define the boundaries of the geographic areas or zones where victimization levels are to be tracked. Areas of equivalent size will yield crimes per area, while areas of equivalent number of victims will yield crimes per target. Determine which particular offenses should be tracked. Separating residential, commercial, and personal crimes will often lead to pattern recognition out of a cluster of seemingly random offenses. The crime codes developed by the San Bernardino ,County SherifFs Department lend themselves nicely for this propose. , Determine the time periods of interest. Based on the history of the geographic areas with respect to the types of crimes being tracked and the reporting requirements of the agency, a reasonable time period should be selected. Typically, this period is about every two weeks. F-I Public Administration Service 830~ Greensboro Drive. Suite 420. McLean. Virginia 22102 F-2 An exception threshold should be computed for the various crime categories based on statistical fluctuations based on the criminal history of each zone. One method of doing this is comparing the most recent period with the average of the previous six time periods. Each zone should be reported as to its level on each of the crime categories of interest, those at or above thresholds should be highlighted. Colored maps for each crime type or mixed bar and line graphs are useful for displaying these data. Crime Pattern Detection If a crime problem is identified through the ,exception reporting process, a search for commonalities or linldng factors in that problem should begin. To the extent that a number of offenses share common attributes, different pattern types can be identified, depending on those attributes. Table 1 is a matrix of common and linking flintors that have shown to be relevant in identifying and describing crime disorder patterns. There are a considerable number of th/ngs that could be known about crime/disorder events. Unfortunately, most of the facts about these events are not captured, recorded, or available for analysis. Nevertheless, it is incumbent on the agency investing crime/disorder incidents to thoroughly ascertain as many of these factors as permissible and to carefully record and make available all of these data to those performing pattern analyses. Conclusions At the very least, for each commercial area of interest in the City of Rancho Cucamonga, there should be routine analyses of commercial robbery, street robbery and theft from persons, commercial burglary, burglary/theft from motor vehicles, shoplifting, assaults, vandalism, and disturbances. The minimum factors associated with these crime problems that should be analyzed are: Type crime/disorder event (CAS code). · Date, time of day, day of week occurred and discovered. · Type of call originally dispatched. · Number of units dispatched and time spent on call. · Address of event and map coordinates and zones. · Description of surrounding area. Table 1 MATRIX OF COMMON AND LINKING FACTORS Data Categories Triangle Components Offender Target Opportunity Events s Criminal History s Field Interviews · Traffic Citations · M.O. · Current Status · Frequency · Severity/Loss · Recency · Force Used · Cycles · Temporal Factors · Weather · Ongoing Distractions · Visibility · Trends Persons · General Description · Specific Description · Identities · # Offenders · Behavior Description · Role · Physical Profile · Prior Actions · Injury Sustained · Demographics · Witnesses · Look Outs · Police Presence · Guardianship · Relationships Places · Hangouts · Residences · Employment · Turf Boundaries · Associates' Locations · Locations · POE/MOE · Premise Type · Security_ Present · Adjacency · Geographic Trends · Common Places · Transport Routes · Street Links · Geographic Features Things · Vehicle · Weapon · Contraband · Tools · Evidence · Types · Access · Vulnerability · Special Featur~ · Contraband · Concealability · Market · Ownership · Portability · Difficulty I Public Administration Service 8301 Greensboro Drive. Suite 420, McLean, Virginia 22102 F4 · Premise type and point of entry/access. · Victim(s) description. · Offender(s) description. · Security used/defeated. · Offender(s) method of operation. · Vehicle(s) description. · Weapon(s) description. · Property/evidence description. · Witness descriptions. The San Bernardino County SherifFs Department has great potential to capture many of the essential crime/disorder data elements using the series of investigative reports and forms approved for use in Rancho Cucamonga. Those report forms, if thoroughly and properly completed, could create a crime analysis database that would allow for the routine analysis of those events that exception reporting showed exceeded expected levels. This information could be very effectively deployed using GIS technology already available to San B~:rnardino County and the City of Rancho Cucamonga. CITY OF RANCHO CUCAMONGA COMMERCIAL SECURITY NEEDS ASSESSMENT JULY 1994 !~n, DC Public Administration Service 8301 Greensboro Drive, Suite 420, McLean, Virginia 22102 TABLE OF CONTENTS Page EXECUTIVE SUMMARY ......................................... 1 I. INTRODUCTION 3 II. III. KEY TRENDS IN CITY CHARACTERISTICS ......................... 4 Land Use 4 Building Activity ................................................. 4 Calls for Police Service ............................................ 6 VIEWS OF COMMUNITY LEADERS ................................ 11 The Questions Used in Interviews ..................................... 11 Summary of Responses to Interview Questions ............................ 12 Response to Question #1 ....................................... 12 Comments by Business Community ............................. 12 Comments by Government Officials ............................ 14 Response to Question #2 ....................................... 14 Comments by the Business Community .......................... 14 Comments by Government Officials ............................ 15 Response to Question #3 ....................................... 16 Comments by Business Community ............................. 16 Comments by Government Officials ............................ 16 Response to Question #4 ....................................... 16 Comments by Business Community ............................. 17 Comments by Government Officials ............................ 17 OVERVIEW OF CPTED .......................................... 18 CPTED Operating Concepts ........................................ 18 Safe/Unsafe Activities and Locations .................................. 19 Users of Space ................................................... 19 CPTED Site Surveys .............................................. 20 CPTED AND COMMERCIAL SECURITY ............................ 21 Applying CPTED in Commercial Areas ................................ 21 Historical Precedents .............................................. 22 Crime, Loss, and Liability ........................................... 22 Emerging Responses to Retail Center Crime ............................ 23 Common Design and Management Problems ............................ 24 V, iv Public Administration Service s301 Greensboro Ddve, Suite 420, McLean, Virginia 22102 TABLE OF CONTENTS CPTED Surveys of Shopping Centers ................................. Montclair Plaza ............................................... Moreno Valley Mall ........................................... The Galleria at Tyler .......................................... Caromel Mall ................................................ Mall of Victor VaLley .......................................... Mountain Green Center ........................................ CPTED Strategies for Malls ......................................... VI. CONCLUSIONS AND RECOMMENDATIONS ........................ A. EXHIBITS Tables 1. Building Permits Issued ............................................ 2. Percentage of Calls for Service by Reporting Area ........................ Figures 1. Rancho Cucamonga Reporting Districts ................................ 2. City of Rancho Cucamonga Development Process ........................ D. E. F. APPENDICES Timothy D. Crowe, "The Secure Store: A Clean, Well-Lighted Place," Security Management, March 1992 Alex E. Ward and William B. Brooks, "Environmental Design at Work," Security Management, March 1991 David G. Aggleton, "Security Up Front," Security Management, March 1991 CPTED Resource Roster Draft CPTED Guidelines for the City of Rancho Cucamonga Crime Analysis Functions for Identifying Trends in Commercial Crimes page 26 27 28 29 30 31 31 32 34 8 35 Public Administration Service s301 Greensboro Drive. Suite 420. McLean, Virginia 22102 EXECUTIVE SUMI~dARY The City of Rancho Cucamonga engaged Public Administration Service (PAS) of McLean, Virginia, to identify ways to incorporate crime prevention techniques into plans for commercial development in the City. Special attention was given to addressing ways to promote public safety in retail shopping areas. The result of this effort is a final report recommending that a set of Commercial Security Guidelines be integrated into the City's current project review process. As part of the project, PAS staff delivered a two-day training session on Crime Prevention Through Environmental Design (CPTED) for city staff and people from the business community. After the course, PAS staff reviewed with city staff current plans for each of the major commercial development projects that had been submined to the City for review to determine the degree to which those plans made use of CPTED concepts. During a series of site visits before and after the CPTED training session, staff from PAS collected information on conditions in Rancho Cucamonga from a wide range of sources. That work included: Meeting with city staff from the Police I2)epartment, Fire Department, Public Works Department, Community Development Department, and the City Manager's office. Collecting available data on crime, calls for police service, building permits, and traffic flow. Interviewing over 30 community leaders to include business people, developers, and city council members. Conducting assessments of five retail shopping centers in the region to identify strengths and weaknesses of crime prevention features aspects of those designs. Conducting visits to all the major cornmercial developments in the City to assess their potential as sites for crime and order maintenance problems. Specific recommendations for change made by PAS would address this problem. The most important change would be to establish a set of Commercial Security Guidelines based on CPTED principles that are accepted by city government and the business community. Those guidelines can serve as a means to promote consensus in the community on defining "quality" that has up to now divided the community. Other changes recommended by PAS were designed to reinforce CPTED concepts in the community. Public Administration Service s301 Greensboro Drive, Suite 420, McLean, Virginia 22102 The practice of convening an inter-departmental assessment team to evaluate proposed projects both at the conceptual and design stages should be revived. Public safety agencies have not been participating in inter-departmental meetings designed to review development projects. Bringing all city departments to the table to review projects could speed up the process and promote more thorough assessment of projects by all departments. CPTED concepts as articulated in a set of Commercial Security Guidelines could serve as a common frame of reference for members of an assessment team thereby promoting better communication among department representatives. PAS provided the City with a model set of Commercial Security Guidelines. There needs to be more communication and information sharing among private security staffs. Interviews conducted with security staff from major retail stores disclosed that there is almost no information sharing or cooperation among security personnel. As a result, shoplifters or other thieves can use a certain mode of operation in one store and be sure that another store down the road will not be made aware of it. The business community needs to bring these security organizations together to establish a Commercial Security Association or a chapter of the American Society for Industrial Security (ASIS) to address this problem. The City's early warning system for spotting trends in commercial crime needs to be strengthened. The report contains a detailed description of the types of information the Police Department's newly created Crime Analysis Unit should generate to help identify trends in commercial crime. This information should be used by both city staff and the business community to head off potential commercial crime problems before the:y have a significant impact on the business climate in the City. Creating this type of early warning system is now possible since the Police Department has increased the resources it dedicates to the crime analysis function. Public Administration Service 830~ Greensboro Drive. Suite 420, McLean. Virginia 22102 I. INTRODUCTION The City of Rancho Cucamonga is interested in developing a set of commercial security guidelines as a means to assure that commercial areas are as free as possible from crime risks. Those guidelines can be applied by the City to help assure that new commercial projects make use of crime prevention techniques. This report provides an assessment of crime risks for commercial premises within the City as well as the features of commercial projects in the region that may have contributed to crime problems. Information for this needs report was collected from city agencies responsible for planning and economic development, the Rancho Cucamonga Police Department, the San Bernardino County Sheriffs Office, through site visits to other commercial developments in the region, and through in-depth interviews with community leaders. That information has been analyzed to identify a set of design characteristics and key issues the City should consider in developing its commercial security plan. Along with conducting this field work, PAS delivered CPTED training on-site in Rancho Cucamonga as a means to provide city staff and community representatives with a fundamental understanding of CPTED principles and their application. Specific projects being evaluated by the City during the training session were reviewed by PAS staff and recommendations were made as appropriate. To provide readers of this report with some of the specific information addressed in the CPTED training session, selected training materials were included in the appendix of this document. The remainder of this Needs Assessment Report summarizes demographic, !and use, and commercial crime trends in the City. Then, the views of community leaders interviewed during this project are analyzed. Results of site assessments of other commercial projects in the region are presented. Finally, a set of findings and conclusions are presented that should be considered by the City. Public Administration Service s301 Greensboro Drive, Suite 420, McLean, Virginia 22102 II. KEY TRENDS IN CITY CHMO, CTERISTICS Most readers of this report will already be :familiar with the major changes that have taken place in the community in recent years. Growth has slowed in terms of both population and building activity since 1990. This is not surprising given the torrid pace of population growth in the City (up 83.5 percent) from 1980 to 1990. At this point, the community can be characterized as young (only 20 percent over 44 years of age) and affluent (median household income of $46,193). More than half of the City's housing stock was built after 1980. Overall there is good balance among people who are employed in professional jobs (19.5 percent), manufacturing (18.2 percent), and retail trade (16.4 percent). Sales tax revenue climbed steadily from 1979 to 1992. Land Use When the City was first formed, the relatively undeveloped east end provided planners with an opportunity to locate industrial land use near Interstate 15. Elsewhere, the City sought to implement an "urban village" strategy that calls for retail commercial services in regions of the City that are scaled to support the basic shopping needs of residents of the area. These relatively self- sufficient neighborhoods can reduce vehicle traffic and support a sense of community. This strategy led to the development of planned communities in Victoria, Terra Vista, Caryn, and Etiwanda Highlands that support this approach. Older west end neighborhoods in Alta Loma and Cucamonga are moving to the urban village model less quickly because. those areas were more heavily developed. Strategies recommended in the final project report will be designed to support the urban village concept and other long-term development goals of the City. Buildine Activit}, To obtain a clear picture of the impact of development trends in the community, PAS staff conducted an analysis of building permits issued by category of structure from 1978 to 1992. That information is presented in Table 1. Since commercial and residential development are linked as part of the City's development strategy, it is not surprising that commercial building permits rose along with residential permits from 1986 to 1989. However by 1992, the number of residential building permits was relatively high, while the number o~5 commercial building permits declined to their lowest level since 1979. Clearly, that trend was tied to declining economic conditions in the City, in Southern California, and the entire State. 4 Table 1 CITY OF RANCHO CUCAMONGA BUILDING PERMITS ISSUED 1978 to 1992 Permit Type 1978 1979 1980 1981 1982 1983 1984 1985 1986 1987 1988 1989 1990 1991 1992 Tot,,l Residential Single Family Detached Duplex Apt./Attached SFD Apartment/Condo Residential Garages Residential Additions/Alterations Other Non-housekeeping Shelters 100 368 303 141 156 29 25 23 2 10 20 18 48 173 389 139 154 690 1,308 1,726 2,525 1,934 2,075 1,449 542 98 210 13,625 11 12 28 27 2 209 16 305 7 62 72 131 94 124 141 67 14 789 18 24 31 71 66 37 172 32 14 17 532 149 418 697 895 1,620 2,481 2,609 2,177 1,490 1,723 15,162 i 1 Cumuerciel/Public Churches/Religious Buildings Industrial Buildings Amusement/Recreation Buildings Service Stations/Repair Garages Hospitals/Other Institutions Office/Professional Buildings Public Works/Utilities Buildings Schools/Educational Buildings Hotels/Motels Stores/Mercantile Buildings 2 3 i 1 1 1 2 3 2 1 1 1 6 34 80 19 7 39 37 39 46 64 50 45 33 13 1 i I 2 17 6 4 15 3 3 I 2 i 1 4 1 2 1 1 22 24 22 14 33 26 7 7 2 1 1 10 41 9 20 5 17 3 7 12 34 12 16 20 22 19 i 513 7 57 7 2 4 164 4 7 6 4 3 231 Other Non-residential Buildings Structures Other Than Buildings Moved/Relocated Buildings Conversions Other Additions/Alterations Demolitions 5 1 I 1 8 305 1,435 920 822 595 627 414 456 468 660 751 786 815 775 767 10,596 2 1 4 3 3 2 1 2 18 2 3 2 8 15 22 102 80 60 132 79 109 181 261 390 377 354 393 333 326 3,199 4 1 10 9 6 9 14 3 15 19 31 23 25 17 186 TOtal 493 2,193 1,803 1,270 1,105 1,651 2,422 3,253 4,491 4,928 5,967 5,856 4,114 2,779 3,121 45,446 Public Administration Service s3ol Cree.sboro D ive, Suit a20, N cL an, Virgi.ia 22102 6 It is also interesting to note that from 1978 to 1992 half of the commercial permits issued were for industrial buildings. This finding represents an important reminder that security issues that address industrial as well as retail development need to be addressed as part of the development of commercial security guidelines. Further, commercial or public projects represented about 2.2 percent of the total building permits issued by the City over the last 15 years. This information can be used to make a case for expanding the use of CPTED concepts to include residential neighborhoods. Addressing the interaction of residential areas and commercial areas is of particular importance in effectively designing safe, planned communities such as those the City is attempting to promote. Finally, over 300 structures per year since 1987 have undergone alterations of some type. These changes represent opportunities to apply CPTED concepts just as readily as new construction projects. Calls for Police Service One of the lessons learned from the completion of this needs assessment is that current information system were not capable of providing much of the call for service and crime information needed to assess commercial security risks in detail. The study team had hoped to identify commercial crime types down to the level of modus op6randi so that CPTED strategies could be tailored to address those methods. Later in this report recommendations will be offered that will help the City establish an early warning system for commercial (and other) crime problem. Information from such system can be used to identify trends that will point to the need for new applications of crime prevention as well as enforcement strategies. The best available information PAS staff could obtain was calls for police service by type and reporting area of the City. Calls for service received by the police are not coded in such a way that calls from commercial premises can be analyzed separately from all calls. It was also not possible to take addresses of calls and compare them with addresses of areas of the City that are zoned for various types of commercial land uses. At present, zoning areas are not at a level of analysis that can be obtained through the City's geographic information system. It will be through first hand knowledge of the: City that training attendees can apply the information presented here on calls for service. Figure 1 contains a map of those reporting areas that includes major city streets as points of reference. The study team identified crime related calls for service for each of those reporting areas that are typically committed in commercial settings. Data on the percentage of those calls received in various reporting areas are contained in Table 2. This analysis was designed to identify the reporting areas responsible for the highest levels of commercial related calls for service. That information suggests that: Robbery and commercial burglary calls come predominantly from the southwestern corner of the City and to a lesser degree in its central area. Public Administration Service 830~ Greensboro Drive, Suite 420, McLean, Virginia 22102 Vehicle burglary and auto theft calls are received most frequently in the far western section of the City as well as in its central area. Most forgery or fraud calls are received from reporting areas that border on Archibald Avenue and Baseline Avenue west of Milliken Avenue. These data, while limited, suggest that commercial related calls for service for crimes are more predominant in the older, western area of the City than in the east end. That result may be caused by conditions in those older areas that could be addressed through CPTED. Older neighborhoods may have street patterns, lighting, or building characteristics that send signals to offenders that these areas are more vulnerable than newer neighborhoods in the City that use street layouts, signage, and other features to establish a sense of neighborhood identity. I 054 053 043 I 046 047 052 052 051 042 041 040 038 037 032 024 Figure 1 RANClIO CUCAMONGA REPORTING DISTR1CFS 023 027 O28 029 030 031 057 E: 022. ~ 021 020 018 03] 0,55 0,54 017 °,2 013 014 015 016 0 0 011 001 011 005 002 0O8 005 010 ,/ 0O2 001 Ill II 131 HERITAGE PARK ........... 044 ALIA LOMA JR. HICH ...... 045 WOOD HAVEN .............. 025 DON MICUEL .............. 026 ALIA LOMA HICH .......... 048 RED HILL PARK ........... 049 CUCAMONCA JR. HIGH ...... 039 SUMMIT PARK ............. 009 [IIWANDA HICH ........... 007 ..,1"MILLER PARK ............. 003 LAW AND JUSTICE CENTER..OI9 Public Administration Service s30a Greensboro Drive, Suite 420, McLean. Virginia 22102 9 Table 2 PERCENTAGE OF CALLS FOR SERVICE BY REPORTING AREA I Type of Call I Top 10 Percent I Top 20 Percent Robbery 052 052 050 050 038 038 037 037 030 030 Commercial Burglary 052 050 037 035 020 018 047 040 032 031 022 021 020 052 050 037 035 020 018 Vehicle Burglary O52 047 046 031 027 020 055 036 033 030 027 021 052 047 046 031 027 020 035 028 022 018 011 Public Administration Service 8301 Greensboro Drive, Suite 420, McLean, Virginia 22102 10 Type of Call Forgery/Fraud Auto Theft Top 10 Percent Top 20 Percent 052 052 046 046 040 040 030 030 027 027 020 020 052 047 031 030 027 020 038 037 036 028 021 018 052 047 031 030 027 020 046 033 028 022 018 002 Public Administration Service s301 Greensboro Drive, Suite 420, McLean, Virginia 22102 Ill. VIEWS OF COMMUNITY LEADERS As an important part of the Commercial Security Needs Assessment, PAS interviewed community leaders to determine their views on commercial development and public safety. These interviews included individuals associated with business, government, and mall/retail center managers. Note that PAS's intent was to obtain information on the perceptions that these individuals had regarding the business climate in the City and the impact of real and perceived crime on business. Prior to these interviews, PAS consultants reviewed in detail information on the organization and operation of the City of Rancho Cucamonga to include the Annual Operating and Capital Budgets, the General Plan, the Development Code, crime statistics, demographic information, operating and administrative polices and procedures, and l:elated background materials. In addition, considerable pre-interview time was spent becoming familiar with commercial centers in the City and existing and potential development plans. This pre-study data collection was undertaken so that consultants could understand the comments made by community leaders. If perceptions of these individuals did not square with factual information, PAS consultants were aware of such discrepancies and so informed those being interviewed. This technique was helpful in gauging the reaction of those interviewed to what the consultants considered the facts and had the ancillary benefit, in a few cases, of correcting mistaken impressions. It is significant to note that in this type of survey, we are receiving the perceptions and opinions of individuals. These perceptions and opinions are useful in identifying problems, strengths, and weaknesses when used in concert with other sources and documentation. (This is another reason for PAS's pre-interview documentation review.) Interview responses take the form of opinions, perceptions, and feelings, which can differ from organizational/community realities. The point is that these interviews are useful indicators if you keep in mind that some general level of dissatisfaction is endemic to the relationship between the business community and local government in any community. This situation makes it difficult to determint: at what point dissatisfaction is a serious problem. It is the job of the trained, prepared interviewer to sort out perception from reality by examining documentation and by observation. Based upon criteria established by PAS, the City Manager's Office, Police Department, and Community Development Department contributed names of potential candidates for interviews. Approximately 30 individuals were selected for interviews. The Questions Used in haterviews The questions were posed to community leaders using an interview guide designed to obtain information on potential business coming into the community and the impact that it will have on security planning, as well as to gauge the impact that security planning in the form of Crime 11 Public Administration Service s30~ Greensboro Drive, Suite 420, McLean, Virginia 22102 12 Prevention Through Environmental Design (CPTED) would have on the development process. Those questions were: How would you characterize the business climate in the City? What are its strengths and weaknesses? What types of businesses do you think should be attracted to Rancho Cucamonga. To what degree do you believe crime and/or order maintenance problems have an impact on the business climate in Rancho Cucamonga? Can you describe crime or order maintenance problems around specific commercial areas in the City? How did these problems come to your attention? Summary of Responses to Interview Questions In this section of the report, we summarize and review the responses to the questions asked in the structured interview process. We will accomplish this review by going through summaries of comments of the interviewees to each question. Responses from the business community and city government will be presented separately. At the end of this section, a series of findings and conclusions will be offered based upon information obtained and opinions expressed during these interviews. Response to Question #1. How would you characterize the business climate in the City ? What are its strengths and weaknesses ? Comments by Business Community The vast majority of the business people interviewed talked positively about the potential for a vigorous business community based upon growth in. the last 10 years, the high median income of residents, the relative youth of residents, and shopping patterns of the population. They also commented on the "hit" they have taken during the last few years due to the overall economic downturn in Southern California. Respondents stated tlmt it would be difficult to continue to have profitable operations in those businesses that are prominent in Rancho Cucamonga such as retail and distribution. There was also general discussion of the recent losses in the high tech area (for example Hughes) and general comment on the need for the business community and city government to work more closely together to "make it" during this time of economic difficulty. Public Administration Service s301 Greensboro Drive, Suite 420, McLean, Virginia 22102 13 The majority of business people interviewed indicated that the general climate in relations between the City and the business community has improved over the last year. They indicate that city staff are trying harder to be accommodating and facilitating the development and permit process. There is more effort on the part of city staff to improve the quality of service provided to customers who come to City Hall. Those business people interviewed attributecl this to the depressed economy and the realization by local government officials that they needed to work harder to be accommodating during this downturn. This comment was then followed by statements that contained information such as that summarized below. The business people interviewed seemed unsure whether the above mentioned improvement in service from the City was temporary or mare longstanding. Most seemed distrustful of local government's long-term intentions for the dewqopment review, permitting, and related enforcement processes. Business people continue to express a concern that the City's emphasis on "quality" and aesthetics in the General Plan, in the Development Review Process, in the Development Code, and in the public pronouncements by members of the Planning Commission and the Council, is simply a way of justifying control of development. Individuals involved with the investment and private sector development community were of the opinion that Rancho Cucamonga has a reputation for being too demanding of potential developers during the Development Review Process. The Planning Commission was criticized for an alleged propensity to "re-design projects" during commission meetings. A lack of qualification of planning commission members to engage in this activity 'was also frequently commented upon. In addition, the high cost of certain features and design changes required by the Commission were mentioned such as plazas adjacent to fast food restaurants and seating spaces in shopping centers that become gathering places for young people. The business community generally was supportive of the action of the City Council to "ask for applications" for the appointment of a new Planning Commission. Comments were also made regarding regulation of the type and location of signs as relate to shopping centers and malls. These comments were generally along the line that strict sign regulation in the City made it difficult for the public to l. mow what is available in a shopping area, possibly resulting in less patronage of some businessess. Negative comments were also received regarding the complexity of the process that one has to go through to get permits for special events such as sidewalk sales and promotions. This is important from a security perspective since the shopping activity generated by such promotions has been found to deter vandalism and criminal activity. The strengths of the City of Rancho Cucamonga from a business perspective could be summarized as being: Public Administration Service 8301 Greensboro Drive, Suite 420, McLean, Virginia 22102 14 The growth of the community. · Its population's relative wealth and youth. · An excellent transportation network. Weakness from a business person's perspective could be emphasis placed by local government in promoting "quality development" that has resulted in a development/design review process that adds needless cost to projects and may actually detract from the project's commercial viability. As relates to the City adopting a Crime Prevention Through Environmental Design (CPTED) Ordinance, the members of the business community emitted a collective groan and emphasized that the last thing the community needs is another regulation that results in more design "advice" and added project costs. After hearing that CPTED could have as a byproduct less over- design, reduced costs, and savings through improved passive security, the business community became more interested in learning more about the CPTED concept. Comments by Government Officials In posing this first question to the members of the City Council, the majority of the Council cited as strengths the same favorable demographics mentioned by the business community and the planning that has taken place to integrate commercial actMties in the community's general plan. Members of the Council also displayed a recognition that the business community had a point regarding over-control of the development process in the iDast and mentioned recent efforts to strike a reasonable balance in striving for quality with economic realism. As relates to CPTED and commercial security planning, members of the council and staff voiced a recognition of its importance, but stated the same caution as members of the business community--that the last thing the City needs is another regulation that adds cost and time to the development process. Subsequent to a discussion of this i?ractical design concept, council members recognized how CPTED could actually facilitate and lower project costs as well as improve security. Resl~onse to Question #2. What types of businesses do you think should be attracted to the City ? Comments by the Business Community The majority of business people interviewed emphasized that there should be a continuation of efforts to attract the same types of business and industry that has been successful in the City. This would include retail, distribution, service, and light industry. Public Administration Service 830~ Greensboro Drive, Suite 420, McLean, Virginia 22102 15 The major strengths associated with attracting new business were the same as those previously described: high median income, growing young population, an excellent transportation network, and further room to grow. Major weaknesses cited were a continuing reputation in the business community (inside and outside of the City) that in the past city government has been perceived as anti-business by imposing unrealistic requirements on developers during the permit process. As was commented on previously, those business community leaders PAS interviewed were not aware of city economic development programs, either generally (program goals and objectives) or specifically economic development initiatives. Comments by the leadership associated with the Chamber of Commerce stressed the need for a balanced approach to include trying to attract high technology companies. This was based upon the skilled labor pool from the downsized Hughes/General Dynamics Corporation that reside in the area and their potential for retraining. Most people responded that more clean industries are needed that bring in more jobs and new city residents. A need to attract restaurants was also mentioned. Respondents did not believe that there were enough medium priced, family oriented restaurants. Another need mentioned was the attraction of sports related industries to complement the City's baseball park. Another group of people from the business community believed that more upscale retail shopping was needed in the City. Comments were made that shoppers in Rancho Cucamonga would be willing to pay for higher quality department store goods and more upscale restaurant food. Mention was made by one individual that the City's development policies and procedures (or their interpretation) could cause the City to lose two :major projects in the food industry. One of these was said to have the potential to employ approximately 250 people. Later assessment of this situation by PAS staff disclosed that the potential loss of these projects was not tied directly to city policies. The perception that the City hinders development has promoted the view that the City has somehow slowed these projects down. Comments by Government Officials The majority of Council and staff interviewed agreed with the business community regarding the types of businesses that the City should. be trying to attract--to include retail, restaurants, distribution centers, sports related activities, high technology, and light industry. There was an emphasis on balance in the types of industry that the community should try to attract and comments that quality could be maintained as well as economic viability on good projects. There was support by council members for the CPTED concept and an understanding that its appropriate use would not only improve commercial security, but that it also could result in more economically viable projects for developers and for the City. Public Administration Service s301 Greensboro Drive. Suite 420. McLean, Virginia 22102 16 Response to Question #3. To what degree do you believe crime and/or order maintenance problem have an impact on the business climate in Rancho Cucamonga ? Comments by the Business Community All persons interviewed recognized and commented on the fact that crime rate data do not reflect any current significant or serious problems in Rancho Cucamonga. Interviewees, however, mentioned the potential for more criminal activity or serious problems in the future. This was not based upon any analysis or hard data but was more in the form of opinions that increases in problems would take place because of activity in the general area and in certain surrounding communities. More than half of the retail business people who were interviewed pointed to ongoing problems with bad checks and shoplifting. In both cases, store managers realized that these crimes are not a high priority for the criminal justice system but still can have an impact on the business climate. Some merchants cited the high cost of purchasing access to a credit check service as a barrier to dealing with bad checks. It was interesting to note that at least one merchant found a credit check service that only charged for the number of credit checks requested. Coupled with good employee discretion, the cost of having access to a credit check system could be greatly reduced. Another problem cited by business people was a great deal of activity on the part of door-to-door sales people. Some business people felt that the City gave out too many licenses for soliciting which contributed to the problem. Overall, members of the business community, while recognizing that city crime rates are low, are all aware how this can change, and they recognize the serious impact even a perception of criminal activity and/or lack of order can have on a business community. Comments by Government Officials The comments of council members on this question all were similar to those made by members of the business community reported above. Mention was made of the serious impact of even relatively minor occurrences of vandalism and of actions to counter it to include recent work of the "Graffiti Committee," which is a good example of how the City and the private sector can work together to address problems before they reach a crisis stage. Response to Question #4. Can you descril~ crime or order maintenance problems around specific commercial areus in the City ? How did these problems come to your attention ? Public Administration Service s30t Greensboro Drive, Suite 420, McLean, Virginia 22102 17 Comments by Business Community An interviewee in the light industrial sector commented that the first 10 years he was in business in his location "he wasn't touched" but in the last year and a half his business has been broken into six times. In addition, in the shopping malls, security personnel interviewed, stated that the incidence of shoplifting/petty theft has been on the incre, ase. This includes stores in new and well managed properties such as Terra Vista. In addition, the incidence of car thefts in center/mall parking areas was mentioned by center/mall mangers and store personnel citywide. The Luckys Shopping Center at Highland and Haven reports increasing incidents relating to gathering of young people on and around Shopping G:nter property. Over the last few years the City and the management of this center have been discussing ways to reduce vandalism and the problem attendant to young people hanging out and its impact on individuals shopping in the center. Recent bank robberies were mentioned by most of those: interviewed. Security (asset protection) personnel in a major store in the Terra Vista Center indicated that there was little coordination and communication between them and Center Security. Comments were made that previously crime prevention personnel in the City Police Department organized meetings between store and center security, but that whetnt the Police Department withdrew from this activity, meetings and coordination ceased. Overall the business community praised the efforts of the Sheriff (the City Police Department is a contract service provided by the County Sheriff) in suppression of crime and order maintenance. Favorable comments were unusually strong and supportive of the local law enforcement program. Overall specific incidents mentioned supported crime data reflecting low incidence of criminal activity and a low level of order maintenance (vandalism) concentrated in a few locations that are well known to the local law enforcement agency. Comments by Government Officials Council members interviewed expressed a knowledge of the perception of criminal activity and order maintenance problems in the community and were aware of the incidents reported above. One of the council members expressed strong interest in how CPTED would be useful in deterring bank robberies and violent crime, as well as less serious shopping center incidents. All members of the Council and staff interviewed support the passive and low cost security utilized in CPTED concepts and discussed how use of CPTED could have reduced the incidence of crime and order problems that are reflected above. Public Administration Service 8301 Greensboro Drive, Suite 420, McLean. Virginia 22102 IV. OVERVIEW OF CPTED Crime Prevention Through Environmental Design (CPTED) is based upon the theory that the proper design and effective use of the built environment can lead to a reduction in the fear and incidence of crime and an improvement in the quality of life. CPTED concepts have been applied to all environmental scales from an individual structure to entire neighborhoods. CPTED principles are based upon historical and scientific observations about the interaction between people and the physical environment. Observations and analyses of human behavior, crime, and crime prevention have demonstrated that the following hierarchy of behavioral effects occur: 2. 3. 4. The design and use of the physical environment-- directly effects human behavior-- which impacts productivity and quality of life-- leading to an increase/decrease in exposure to crime and loss. CPTED Operatinl! Concepts CPTED emphasizes three operating concepts: surveillance, access control, and territorial behavior of people. These concepts are clearly interdependent. CPTED relies primarily on natural means and falls back upon mechanical and organizational strategies only when natural approaches are not appropriate. All three operating concepts can be implemented using natural means, mechanical devices, or organizationally. Natural--integration of security and behavior management into low human and physical resources are used (e.g., spatial definition, placement of workstations, location of windows). Mechanical--capital or hardware intensi'~ve security is where the cost is, once again, extra-curricular to the normal functions and requirements of space (e.g., fences, alarms, cameras). Organized--labor intensive security where the cost is extra-curricular to the normal functions and requirements of human space (e.g., guards, police). The emphasis on natural approaches to securit:y reflects the desire to integrate behavior management concepts into the plans for the use of humart and physical resources that are required to carry out human functions and activities. These natural approaches are then supplemented with organized and mechanical methods of security which include use of guards and security systems. 18 Public Administration Services30l 6re.,nsboro D ve. Suite 420. McLea,. Virgi,ia 22102 19 Safe/Unsafe Activities and Locations It is necessary in the process of planning for the use of CPTED concepts to rate human activities and locations relevant to their inherent vulnerability to victimization and risk. Activities and locations are rated as safe or unsafe in direct relation to the presence or absence of the three key concepts of CPTED: natural surveillance, natural access control, and territorial behavior. For example, customer and employee parking is generally considered to be an unsafe activity. Vehicles are vulnerable to criminal acts, and the owners are possible victims because of the low amount of activity and movement in parking lots. Likewise, location of parking is considered to be unsafe because it is generally isolated from buildings anti accessible from many entry points. Malls, for instance, have traditionally "turned their backs on parldng" by facing all business activity inward. Safe locations are often found next to high activity areas, with visibility from windows that provide an overlook of the setting. Parking that is located in front of a building on a frequently used street is considered to be safer than parking that may be }hidden behind buildings or out of the line of sight from activities. Safe activities are usually associated with organized functions such as an administrative office or some type of concession stand or sales booth. These safe activities provide the perception of access control and surveillance that makes the normal user of space feel safer and the abnormal user of space feel at greater risk of exposure. Users of Soace The application of CPTED concepts to planning also requires that potential users of space be classified according to their role and relationship to meeting the objectives of the human functions and activities. CPTED planners usually classify users of space among three types: normal users, abnormal users, and observers. Normal users of space are those person(s) whom we desire to be in a location at a particular time. Abnormal users of space are those pev.;on(s) whom we do not want to be in a location at a particular time. Observers are defined generally as those person(s) who are required to be in a particular space because they live there, work there, or are hired to be there to protect the space. The interaction between the various users of space is an important aspect of the behavior management and control concepts of CPTED. follow. Some of the space management and design strategies that are used by CPTED planners Provide clear border definition of controlled space. Provide clearly marked transitional definition from public to semi- public to private space. Public Administration Service 8301 Greensboro Drive, Suite 420, McLean, Virginia 22102 20 Locate gathering areas in places with natural surveillance and access control, away from the view of potential offenders. Place safe activities in unsafe locations. Place unsafe activities in safe locations. Provide natural barriers to conflicting activities. Improve scheduling of space to provide for effective use and critical intensity. Design space to increase the perceptiot~ of natural surveillance. Overcome distance and isolation through improved communications and design efficiencies. CPTED Site Surveys A CPTED site survey can be the most cost beneficial service that may be obtained by a mall manager or owner. The best CPTED specialist is an employee of the management firm who has received training in the use of CPTED concepts. Designers, planners, and security specialists from shopping center management companies have participated in CPTED training programs, which last generally for about five days. A CPTED site survey will contribute to a number of activities; marketing, risk reduction, security, and cost control are amc. ng the many benefits. Most surveys result in recommendations for savings in building and maintenance costs, as well as savings in security costs for hardware and personnel. A CPTED site survey differs from the traditional security review. CPTED trained planners emphasize the connection between the functional objectives of space and behavior management. The CPTED planner is trained to differentiate between the designation of the purpose of space, its definition in terms of management and identity, and its design. Design relates to the two dimensions of physiological support for human activities (function) and the psychological element (behavior management). These are the 3-D's of design which are the focus of CPTED reviews. Public Administration Service s301 Greensboro Drive, Suite 420, McLean, Virginia 22102 V. CPTED AND COMMERCIAL SECURITY In this chapter, the application of CPTED in commercial areas is explained along with an assessment of national trends in crime committed in commercial retail areas such as shopping malls. Common design and management problems in shopping areas are described. Then, a detailed assessment is presented of problems identified in five shopping areas in the region that are similar to those in place or being planned for Rancho Cucamonga. Applying CPTED in Commercial Areas At this point, it is clear that CPTED is an age-old concept that has been renewed and expanded over the past 20 years. CPTED's operating hypothesis is that the proper design and effective use of the built environment can lead to a reduction in the fear and incidence of crime and to an improvement in the quality of life. This translates to increased profits and lower losses for the business environment. CPTED helps to integrate good marketing 'Mth good security in the place of security procedures conflicting with good customer satisfaction and employee morale. New store design and management techniques are increasing sales, reducing losses, and increasing employee productivity. CPTED concepts may be applied to any environmental setting, especially the shopping center. The good news is that the use of CPTED strategies costs little or nothing. CPTED can be used in conjunction with improvements like lighting and landscaping that are usually already budgeted as part of a project. Malls, shopping centers, and small businesses are experiencing a growth of crime, losses, and liability problems. CPTED reviews and site plan assessments are producing excellent results for retail centers and immediate neighborhoods. The following subsections of this section of the report provide an overview of: · Historical precedents of retail centers. · Crime, loss, and liability. · Emerging responses to retail center crime. · Common design and management problems. 21 Public Administration Service 8301 Greensboro Drive, Suite 420, MeLee, Virginia 22102 22 Historical Precedents It has been said "that the solution to one prol:,lem, often leads to another one." The first shopping centers were the original crossroads or core areas of towns. American cities and towns grew up and out from centers of commercial and retail activity. But post World War II redevelopment efforts created an explosion in suburban developmen:, which signaled the end to traditional commercial/retail activities in downtowns. Business had to chase the customer to the suburbs, which were distant from downtowns and from each other. The automobile became the primary means of transportation. Shoppers became highly mobile, so business had to respond with a proliferation of small shopping centers. The old neighborhood store concept, with repeat and loyal customers who protected their local businesses, ended after World War II. People used to live in apartments above retail businesses, thus providing the perception of surveillance on nights ancl weekends. However, stores and shopping centers now stand as islands within mixed land use areas that are constantly changing and often volatile financially and socially. The growth of shopping centers as the primary method of reaching the customer who was outmigrating from cities presented many logistical and financial problems. Stores had to be smaller, inventories had to be spread around many locations, and 'transportation of goods and supervision of diverse operations all had to be considered. However, the economy was booming by the middle 1950's, and business was expanding more rapidly than ev{:r. The shopping mall met the needs of growing suburban developments that were part of post World War II economic recovery. American lifestyles became linked to the automobile, which was the backbone of the new economy. Housing developments spread out to rural areas, and public transportation waned as the primary means of movement. Single family homes and two car families took the place of high density housing and public transportation. But these new developmental activities changed the social environment. People no longer recognized each other when they went shopping. Territorial identity and proprietary concern for the old neighborhood store vanished. Criminals shifted their attention to the new malls to take advantage of the large, undifferentiated environments. Crime, Loss, and Liability Crime, customer and employee victimization, and civil liability are problems faced by every shopping center. Renewed urban violence may be added to the seemingly ever growing list of troubles. These problems cost more than money, in that the image and reputation of an individual store or series of stores directly affects profitability. Shopping centers became targets of crime and loss for many of the reasons that they were successful. Shopping centers were placed near freeways, which made them accessible for customers Public Administration Service s301 Greensboro Drive. Suite 420, McLean, Virginia 22102 23 and offenders alike. Parking lots had to be large to accommodate the customer, which also made them easy for an offender to cruise. Walls were built to hide the backs of shopping centers as a means of appeasing the aesthetic concerns of local residents. Offenders appreciate these walls as a means of concealment for their activities. Finally, landscaping was installed to improve appearances, but offenders often use overgrown landscape areas for concealment. It was popular a few years ago for young people to "cruise" mall parking lots and to "hang-out" in certain areas at night. Territories within mall parking lots were "colonized," or preempted by informal gangs or loose associations of young people. Now the young people are bold enough to move inside the malls in large numbers and "colonize" sitting areas and other spaces that are near concessions and theaters. They call it "mailing," but it is actually a form of harassment of adults and other youth who are (or were!) legitimate customers. Parking lot "cruising" and inside "mailing" are l:~urting business. Moreover, these problems are hurting the surrounding neighborhoods. Some persons say that the young people need a place to go at night and that malls are the best place. There is no research or literature in youth development and delinquency prevention that supports this contention. However, the business community has avoided the issue of dealing officially with juveniles. Fear of liability and violation of confidentiality laws have paralyzed the private sector until recently. Emen~inl~ Responses to Retail Center Crime History and urban planning research have demonstrated many times that what is good for the shopping center is good for the neighborhood, and vice versa. This is contrary to conventional wisdom. Yet, it is true. A shopping center that is in trouble depresses local property values. A neighborhood that is in trouble hurts the shopping center. Shlomo Angel, in his book Discouraging Crime Through City Planning, presented research findings from the Oakland, California, area which indicated that neighborhoods and shopping centers should be planned to achieve "critical intensity." That is, too few or too many stores clustered together in any given area will not be profitable or defensible. A balance is required to achieve the perception of natural surveillance and territorial concern. Urban planning research and experience are continuously demonstrating the following: Malls, shopping centers, and small retail development must be planned in relation to the values, priorities, and problems that are unique to the neighborhood and area. Traffic planning and control are important for mall/retail safety and profitability. Police calls for service and crime reports are higher (in many places) per capita at malls than in downtowns. Public Administration Service s301 Greensboro Drive, Suite 420, McLean. Virginia 22102 24 Criminal justice research and developmental activities have produced two major programs that will provide relief for malls, shopping centers, and other retail establishments. First, is the development of new interagency programs to control delinquency and youth crime. The private sector is now involved in these programs because many of the real and perceived legal impediments have been removed through legislation, blanket court orders, or interagency agreements. The second program is the subject of this study--Crime Prevention Through Environmental Design (CPTED). CPTED planners are taking advantage of new interagency and interdisciplinary programs to improve on public and private cooperation in dealing with community physical planning. Common Design and Management Problems Parking lot access is usually designed with multiple ingress/egress points to facilitate busy times. However, these entry points also reinforce the perception of lots as public spaces. This increases the range of excuses for persons who are cruising the lots or looking for opportunities to commit criminal acts. Barricades, gates, and landscaped islands may be used to channel traffic and control it during closed hours or non-peak shopping days. Parking structures are often designed as "fortresses," which helps the abnormal user of space to avoid scrutiny. Customers are afraid to use parking structures at nights and durinl; slow business hours. When they do use these places, they exhibit "avoidance behavior," which says to abnormal users that they are not heing watched and to normal users that they are literally on their own. Vendor carts and/or permanent sales activities are now being installed in parking structures to improve profitability and increase the perception of natural surveillance. Internal vehicle flow is often unrestricted which makes it easy for potential offenders to move about without any concern about being trapped by security guards or police. The unrestricted flow also creates a safety hazard for pedestrians who may be struck by vehicles which cross lane lanes. Parking bumpers, curb lanes, and landscaped islands should be installed to channel traffic and to break the parking areas into separate enclaves that may be closed with barricades during off-hours. Landscape is essential for aesthetic and environmental purposes. However, many local landscape ordinances require features that produce surveillance hazards by mandating continuous shrubbery around parking areas, fences around trash receptacles, and walls to separate the mall from contiguous residential land uses. Shrubbery and transparent fencing may be used to provide psychological Public Administration Service s301 Greensboro Drive, Suite 420, McLean, Virginia 22102 25 screening in the place of physical obscuring of vulnerable sites using walls and other barriers. Incentives are important for prospective lessees as well as customers. Bakeries are advisable for new or recovering malls because of the appealing aroma of fresh baked goods. Lease incentives can be offered for bake shops to cook during business hours. The smell of fresh baked bread is a masking odor, and it elicits psychological responses that remind one of home. Vendor carts and other visible activities are also advisable as attractions. These functions also provide a safe activity in unsafe areas. The best location for many of these activities is at the entrances to the interior space of the mall. This helps to celebrate the arrival of the shopper as well as signify that the place is safe. Vendors or bakery operators can notify security of potential problems as they naturally observe persons entering the mall. A 24-hour day is return to traditional values of people living where they worked and where they shopped. One of the best development strategies is to plan for high density housing opportunities near or above malls. Residential activities contribute to security during off- hours and are protected by businesses during high activity periods in which many residents are at work or away from their homes. Major events can be very profitable for malls. The events tend to attract shoppers who do not ordinarily patronize a shopping center. Parking lots may be used effectively to attract the attention of passersby, as well as present the impression of safety. Safe activities may be scheduled for the most remote areas of parking loB. Entrance areas may be controlled to route traffic by the temporary marketing activities. Portable furnishings may be used to create support for the desired activities. One of the best attractions is the street vendor of "junk food." Incentives may be offered to existing tenants to provide these temporary services. Lighting can create problems if it illuminates bedroom windows in nearby residential areas. The residents will tightly curtain their bedroom windows which indicates to abnormal users of space that no one is watching the mall. High, pole mounted lights may be hard to vandalize, but they usually result in a form of "light pollution" that causes the neighborhood to turn its back on the mall. A lighting plan should be developed to provide intensive illumination in pedestrian areas next to buildings, with a gradual diminishment of intensity and height of the lighting f'txtures near residences. Public Administration Service s30~ Greensboro Drive, Suite 420, McLean, Virginia 22102 26 Restrooms have been viewed as "formal after-thoughts" in architecture. Accordingly, they are often placed in isolated and vulnerable places. The lack of adequate, safe, and attractive restrooms directly affects the average time per visit, which is one of the important measures of mall profitability. Restrooms should be placed in central locations and be equipped with diaper changing areas and unisex capabilities. Maze entrance systems should be used in place of double-door types. It may be necessary for prime space to be used to attract longer stays by shoppers, especially where they are attractive food services available. Interior sitting areas are usually designed as permanent amenities. these provide support for loitering behavior by young persons. Interior areas should be designed to facilitate a range of activities, so they should be left as open as possible. Portable amenities should be used, so that they may be deployed only when absolutely needed. Some developments have even used portable trees and landscaping to maximize their flexibility in planning for events and seasonal activities. Information booths/security offices have either not been considered (i.e., information booths) or poorly located (i.e., security offices). These safe activities need to be placed in prominent locations and in problem areas. Portability of these offices is an important factor, so that their location may be used strategic:ally. The mall guides program during major events and holiday seasons is an excellent strategy for convincing the "impulse shopper" to come to the mall. Displays may be used to overcome tl'te negative effect of "fortress type" walls that are common to the designs of major discount anchor stores. Many of these stores are located in the least desirable or accessible areas behind malls. Wall-mounted displays can advertise merchandise and diminish the perception of lack of natural surveillance. Lighting, bright color:s, and active displays (e.g., mannequins) may be used effectively to create the perception of activity and, therefore, safety. CPTED Surveys of Shonoing Centers Five malls and one shopping center were selected for review. The purpose of the review was to identify design and management practices that were conducive to the desired blend of aesthetics with security. These properties were selected because of variance in age, design concepts, and type of land use in which they were developed. The following sections will provide a description of the malls and shopping center: Public Administration Service · · · · · · Montclair Plaza Moreno Valley Mall The Galleria at Tyler The Carousel Mall The Mall of Victor Valley Mountain Green Center 8301 Greensboro Drive, Suite 420, McLean. Virginia 22102 27 Montclair Plaza The Montclair Plaza Mall is located near a major expressway in a moderately dense residential and retail area. The mall property has multiple ingress and egress points which lead to major collector streets. Most of the contiguous streets and land uses are retail. The mall is located in the center of a plot that has highly developed outlots and border properties. Vehicular entrances are complex because o15 the high capacity streets that border the property. The mall property includes a parking ramp that increases the number of slots on the site. Vehicle movement control is excellent, in that curb lands, planting islands, and other barriers are used to reduce pedestrian and vehicle conflict. The islands in the parking areas are landscaped which presents an aesthetically appealing image for the site. One major parking area is too large and undifferentiated in design to provide for adequate safety (e.g., pedestrian/vehicle conflict) and security. Pedestrian access to the site is available through sidewalks along all streets with clearly marked crosswalks. Pedestrian use of these sidewalks is limited to persons who may be visiting contiguous properties. It is possible that a small number of local residents may attempt to walk to the mall, but the level of local residential properties is low. The street systems are planned for high capacity commuter uses and are not "pedestrian friendly." Outlot uses are many. Theaters, restauranB, and retail establishments abound. One restaurant also provides entertainment. This property is located on an outlot that has clearly def'med parking and vehicular access, which does not present a nighttime problem for the mall. The approaches to the parking lot and restaurant/club entrance are clearly differentiated from the general parking and service lanes of the mall. The interior of the mall has two levels. Stair systems and elevators are open and visually accessible. Second floor railings are transparent, thus allowing for visual access. Seating areas use portable furnishings and are easy to control. Vendor carts are used effectively to provide activities in isolated or low use areas. Restrooms are isolated by location and by design. This practice of design has become a major liability for malls, shopping centers, offices, and other public facilities. Telephones are located at each entrance to the interior of the mall. This is a convenience, but it is a problem in that the placement of the telephones also legitimizes loitering behavior. Finally, an arcade which houses many electronic games, which are provided to attract young persons, is located at the north entrance to the mall. The: placement of arcades can have a negative effect on the attraction of adult customers to an entrance or to the mall in general. Public Administration Service s30l Greensboro Drive, Suite 420, McLean. Virginia 22102 28 Security guards patrol the parking areas and interior spaces of the mall. Four guard towers are placed in strategic locations in the parking lot,'s. The guards are visible to the public and present the impression of constant surveillance of all parking areas and pedestrian access routes. Mall management staff believe that customers appreciate the presence of the guard towers. However, the use of towers is expensive and potentially a problem in the event that guards have to be moved to other activities. Moreover, the towers present a fortress image, which may have a negative effect on customer perceptions. Moreno Valley Mall This mall is located near an expressway, but there is a long transition from the expressway to the main vehicular entrance to the mall (east side). Other access points are available on the southern approach. The southern approaches pass through low density residential and commercial developments. The mall is buffered by a shopping center on the east that must be passed through after exiting the expressway. This is a good feature for security of the mall parking areas, in that escape by potential offenders from the mall area is delayed by traffic and congestion associated with the shopping center. Conversely, the shopping center may attract customers who originally intended to go to the mall, so what may be good for security may be bad for marketing. Pedestrian approaches to the mall are virtually nonexistent, except from other businesses in the immediate area. The mall is placed on a dedicated property in a previously undeveloped area so that customers must come by automobile or by bus. Parking lots ring the mall. There is a parking .structure on the north side which increases the availability of parking, but it also presents a problem of isolation for customers who park there. Another problem with the parking lot system is that several areas are too large and undifferentiated. Vehicles may cut across these areas with few obstacles. The lack of islands and traffic barriers increases pedestrian/vehicle conflict and negatively affecl3 aesthetics. Potential abnormal users of space will feel very confident in cruising these areas. No~tal users will feel unsafe and uncomfortable and will, thus, avoid these areas, or exhibit avoidance behaviors when they are forced to park in these areas on busy days. The mall has two distinctive features. One is the Limited Express store area on the north side of the mall. The other is the moving sculpture on the south side. The Limited Express stores are a welcome improvement to malls, because they present the facade or front of the store system directed toward the parking lot. Most malls are inner directed and, thus, present their backside to the parking lots and pedestrian/vehicle approaches. The architecture of Limited Express stores celebrates the entrance and creates a sense of arrival, which reduces customer confusion and reduces hostile reactions. The moving sculpture on the south side of the property complements the excellent facade of the north side. The sculpture attracts the atu:ntion of the pedestrian and directs them toward the entrance to the south side of the mall. The sculpture is in a constant rocking movement and presents an attractive, playful amenity that promotes a "sense of arrival" and anticipation of more interesting things to come once inside. Public Administration Service 830l Greensboro Drive, Suite 420, McLean. Virginia 22102 29 The interior of the mall is upscale in design. It is open and very comfortable for shoppers. The food court, which is located at the south entrance, is designed to channel pedestrian traffic around the sitting areas. A carousel is located in the pedestrian pathway which moves people from the south entrance past the food court and into the main concourse of the mall. This amenity attracts family groups which helps them to dominate an area that could easily be "colonized" by youths. Restrooms are isolated by location and by design. Telephones are placed in restroom areas, which legitimizes loitering behavior. Corridors leacling to the telephones and restrooms are "L" shaped or switch-back in design, which creates obstac],es to natural surveillance. The mall is patrolled by security officers inside and out. Security is increased by the presence of two towers. One tower provides surveillance of the west and northwest sections of the parking lots. Another tower provides coverage of a large parking area on the north and east sides of the mall. The Ga!ieria at Tyler This mall is located in a dense area of mixed residential and commercial/retail land uses. Traffic is heavy, and the mall has become a focal point for commuter parking which increases the number of cars on the mall property during any workday. 2Residential streets connect to access roads to the mall. A parking structure is located along an access road which also borders a residential area. Vehicle access is available from a nearby expressway and major collector streets that connect the expressway with the mall and with local ce, mmerciai activities. Pedestrian access is convenient. Sidewalks are large and protected by planting strips which separate pedestrians from high volumes of vehicular traffic. The parking lots use landscaped islands and traffic controls to reduce pedestrian/vehicular conflict, as well as improve aesthetics. A second parking structure is located next to a major anchor store of the mall. The two parking structures increase the availability of parking, but also increase the isolation o[ users of these spaces. The interior of the mall is excellent. There is an extensive use of signage which reduces the potential for confusion. Lighting and paint colors are keyed to the desired behaviors of all concourse areas. All furnishings and amenities are portable, which increases flexibility and allows for unimpeded flow of pedestrian activities during holiday seasons. A police substation is located at one side entrance to the mall. This station is staffed by police clerks who are available to provide information. The station is used for prisoner booking for officers in that part of town (Riverside). The coming and going of officers presents the perception of safety for mall customers. This mall does not have a food court. Fast food services and other restaurants are spread throughout the mall. Outlots on the east and south sides of the property have a mix of uses. Landscaping, inside and outside, is well maintained and does not impede natural surveillance. Public Administration Service 830~ Greensboro Drive, Suite 430, McLean, Virginia 22102 3O The mall employs 32 security guards. There are no towers. Guards patrol the parking lots in marked security vehicles. Interior and exterior security is omnipresent and effective. Active patrols of the parking areas were observed to provide drivebys at least every five minutes. Interior coverage is constant and visible. Guards also monitor noise levels and lease restrictions that affect the comfort of customers and the placement of displays in pedestrian areas that may cause inconvenience. Management and security operations of this mall are outstanding and clearly contribute to profitability and the quality of life of the area. Carousel Mall This mall is located in downtown San Bernardino. The site is cramped and represents a mixture of architecture that reflects the age of the mal21. Office structures are located along the western edge of the mall. A major expressway is located one block from the eastern side. Major collector streets border all sides of the mall. A major bus transfer center on the east side of the site helps to bring a large volume of pedestrians to the mall. Vehicle approaches are numerous but confusing. The downtown location of the mall makes it crowded during normal work hours and isolatecl at night and weekend hours. Pedestrian approaches are downtown streets which are good for local workers, but there are not close residential uses. The bus transfer center does provide convenient and high volume access for center city residents. Parking lots are undifferentiated. There are few landscaped islands. Parking areas are visually isolated from mall stores. Entrances to the mall building are obscured and poorly designed. Landscaping on the exterior of some parking areas obscures vision from and to the lots from contiguous streets and sidewalks. Parking garages are dark and are not visually accessible. The interior of the mall has two very nice amenities. One is a carousel and the other is a child's train ride. These are located in two widened court areas inside the mall. Pedestrian concourses leading from parking areas to the central concourse of the mall are dark and poorly used. Businesses have avoided these concourses. There are no vendor carts in these areas, so they are isolated and uncomfortable. There is no visual access fro:rn or to parking lots, entrances to the mall, and concourses leading from entrances to central areas of the mall. Security guards patrol interior and exterior areas. Off-duty police officers supplement the activities of security guards. Mall guides or ambassadors (information assistants wearing distinctive blazers) supplement the presence of guards and police officers. Five police officers were observed during the site review, in addition to security l;uards and mall guides/ambassadors. The general impressions of the parking lots and interior space,'; of the mall are confusion, visual isolation, and fear. The intensive presence of guards and police officers presents the image of conflict and danger. The Carousel Mall suffers from age, a con~;ested downtown location, and conflict in design. The design of a downtown mall must relate to the density of land use. Suburban mall design Public Administration Service s301 Greensboro Drive, Suite 420, McLean, Virginia 22102 31 does not work in downtown areas. The Carousel Mall attempts to place a sprawling suburban mall design in an urban center, where vertical allocation of space is more appropriate than horizontal. Mall of Victor Valley The Mall of Victor Valley is located in a population center that is isolated from others by desert and mountainous land. The mall is adjacent to an expressway and is part of a strip of commercial and retail development that includes a shopping center and well developed outlots to the mall. Most vehicle access is from the major expres:;way exit on the south end of the mall. A service road parallels the expressway on the east, or ~:ont, side of the mall. Outlots are fully developed along this service road providing a clearly defined border for the mall. The west approach is mostly arid land that is undeveloped, with no roads of 'vehicle access. Parking lots are large and undifferentiated. There are few landscaped islands. Vehicle and pedestrian conflict abound in large paved areas that are deemed solely by paint stripes. Pedestrian approaches are non-existent because the mall is located a considerable distance from residential land uses. Parking is located on all sides of the mall, but the rear, or west side, seems to be the most popular because the food court is located there. This is a problem for security in that there are no normal or ongoing activities behind the mall. The interior of the mall is well designed. The food court is one of the best that was observed during the study. Movement areas are segregated from sitting areas by elevation. The food court sitting areas are raised in a circle in the center of a large area. Restrooms are located in highly visible areas near the mall administrative offices. Perhaps the most unique aspect of the interior design is a weaving pattern for customer flow. The main concourse is rectangular in overall design, but individual store fronts alternate between recessed and extended facades. This promotes a weaving pattern of pedestrian activity that increases visibility of store fronts and forces a wider field of vision for the shopper. Eye contact with approaching persons is increased, and increased levels of attention are required. The mall is patrolled inside and out by security guards. There are no guard towers. Mountain Green Center This is a shopping center that is located in a dense residential and commercial/retail area. Traffic is heavy, and the shopping center is almost indistinguishable from what is a continuous strip of shopping that has been developed on a major collector street that leads north from an expressway. The site has undergone many evolutionar2?' changes. Buildings, parking lots, and landscaped areas have been added over a period of more than 30 years. The main vehicle entry Public Administration Service s301 Greensboro Drive, Suite 420, McLean, Virginia 22102 32 point, which is on the east side of the shopping center, has an excellent design. There is a curb lane that forces traffic to go deep into the site before dispersing into parking areas. This is good for security, because it requires the potential abnormal user to go through transitions from public to semi-public to semi-private space. Parking lot areas use landscaped islands that reduce pedestrian and vehicle conflict. Pedestrian paths and walkways are wide and well defined. All parking for customers is in front (east) of all the stores in the shopping center. A few outlots are developed, but they seem to be in balance with the primary buildings of the shopping center. Rolling berms are used to define the east and north perimeters of the shopping center. The berrns are aesthetically appealing, but do not block natural surveillance from and to the public streets and sidewalks. However, natural surveillance is virtually eliminated by the older "fortress type" design of the anchor stores. Windowless walls dominate the building designs on all angles and ends of the structures. It was not clear that any organized or centralized security patrols were used. There were no guard towers. The shopping center appears to have a lower risk for security problems for several reasons. One, there are few attractions for young persons who may wish to congregate at the shopping center. Vehicle access is highly controlled a~td not conducive to cruising. Finally, the shopping center is located close to a major collector street that has a constant high volume of traffic. All vehicle movement and parking areas are visible from entry/exit points. CPTED Strategies for Malls Based on CPTED literature and the site visil~s conducted during this project, successful malls and shopping centers share some common features. These features include: ® Clearly marked vehicle access. * Parking lots that are designed to reduce pedestrian and vehicle conflict (e.g., landscaped islands and barriers to free flow o[ vehicles). · Reduced confusion through architecturally celebrated pedestrian entrances to buildings. · Visual accessibility to parking and to concourses. · Convenient restrooms located near sail: activities. · Attractions that allow family groups and adults to dominate and control space. Public Administration Service 8301 Greensboro Drive, Suite 420, McLean, Virginia 22102 33 Lack of attractions and amenities for youths who desire to congregate or "hang out" at a mall, rather than being a shopper or user of services. A number of issues are important to consider in planning and developing a shopping center or mall. Existing and planned land uses in the: immediate area will be affected by the commercial development and, conversely, will affect the future of the shopping center or mall. Hours of operation are important, because there is a legal right of access to commercial/retail properties during business hours. Public transportation can be an asset, as well as a detractor, depending on where bus stops are located and schedules. Many other variables must be considered in planning. Other sections of this report present some highly succes:;ful approaches to integrating good design and space management with security. Crime Prevention Through Environmental Design (CPTED) is one of the most important and successful methods for achieving success in planning and design. Public Administration Service s301 Greensboro Ddve, Suite 420, McLean, Virginia 22102 VI. CONCLUSIONS AND RECOMMENDATIONS These conclusions and recommendations should be addressed during the course of the CPTED training session in Rancho Cucamonga. Each of these recommendations have the potential to strengthen commercial security within the City for years to come. Training attendees will provide valuable input regarding the workability of these recommendations and the potential benefits these changes could provide to the community. CPTED concepts should be considered durinl~ the project review process. Based upon a review of the City's Dew, lopment Code, PAS found the general development review process as written is not any more stringent than in most communities with a reasonable approach to development and quality control. CPTED guidelines could be used to promote more agreement between the City and the business community on design features that make projects more successful and promote safety. It is emphasized that PAS recognizes that the City, and its business community, should not be burdened with another code/set of CPTED regulations that could be viewed as adding to the cost/time of development. For this reason, CPTED provisions should be integrated into the current development/design review process, as a few added steps in the current process that are designed to be simple and practical ways to improve commercial security. CPTED related changes usually reduce the cost of a project and at the same time help assure it will be safe and therefore more financially successful. Appendix A contains a draft set of CPTED guidelines that could be adopted by the City of Rancho Cucamonga and integrated into the City's current project review process. As Figure 2 suggests, these guidelines should be applied as early ~s possible in the process. At the Pre- Application Conference, developers should be made familiar with the contents of the City's CPTED guidelines and ways in which those guidelines could directly contribute to the success of a project. Formal application forms should request information about key project characteristics that are included in the City's CPTED guidelines. 34 Figure 2 CPTED CPTED Review Review From a publication of the City of Rancho Cucamonga Community Development Department entitled "The Development Review Process." Notation related to CPTED added by PAS. Public Administration Service s301 Greensboro Drive, Suite 420, McLean. Virginia 22102 36 2. The project review process should be interagency in nature. The written procedure for project review established by the City calls for an inter- departmental committee to meet to review a proposed project. This process is one PAS would recommend. We encourage communities to establish an Assessment Team comprised of staff trained in CPTED. Projects can be processed more quickly by an Assessment Team than through the traditional approach used by some cities, which results in proposals moving from in basket to in basket. At the time of our site visits, however, the city policy was being followed only partially. While some city staff would meet to discuss projects, in many cases, police, fire, and traffic engineering were not always at the table at one time along with other city staff. Interviews with city staff suggested that CPTED might provide a common language and framework for this diverse group of professionals that would help them work together. This is a common problem in cities, which is why PAS proposed to deliver CPTED training on-site as part of this engagement. Existing city codes should be revised only when necessary to allow application of CPTED techniques. For example, city ordinances should be changed where necessary to allow use of shopping centers for special events as part of CPTED strategies. In shopping centers that seem to have an influx of teenagers in the early evening, sidewalk sales and other events that attract adults and families would promote natural surveillance. The presence of adult shoppers (normal users of the space) could also discourage the presence of teens (abnormal users) during certain hours of the day on Friday or Saturday evenings. Several shop owners int~:rviewed stated that they believed that city ordinances made holding these types of events difficult. The CPTED concept of designation promote; safety by clearly defining the purpose and services available in an area, thereby attracting more normal users. Shopping areas that have poor designation may suffer not only from the attention of abnormal users but could use the shopping dollars of normal users who would otherwise seek out the services and goods a shopping area provides. Sign ordinances should promote clear designation of commercial areas through effective signage. There could be more communication and coordination amonr, commercial security staffs in the City. It was clear from our interviews that there :is little formal communication among the private security forces funded by major stores in shopping areas. This lack of communication hinders the ability of these stores to anticipate problems being experienced by other stores. Cooperation and information sharing could go a long way toward thwarting habitual shoplifters or bad check writers. The Chamber o[ Commerce would be in a good position to build upon its current business retention efforts by creating a Commercial Security Association that would be funded by membership dues from members. That group might also seek to become affiliated with the American Society for Industrial Security (ASIS) which is active in California. Public Administration Service s30~ Greensboro Drive, Suite 420, McLean. Virginia 22102 37 There is a ereat deal of I~enuine interest in implementing effective crime prevention methods on the part of the community. Unfortunately, some communities are willing to become involved in crime prevention only after they have suffered from some great loss or significant increase in crime. By contrast, there was in the business community real interest in implementing crime prevention strategies now rather than taking the chance that crime problems will not get any worse. All the individuals interviewed were very interested in learning more about CPTED concepts and techniques. This interest in prevention is an asset for Rancho Cucamonga as a community that bodes well for the implementation of CPTED and other crime prevention processes. Most of the future crime risks faced by businesses in Rancho Cucamonga are typical of those now beinl~ experienced by other Inland Empire businesses and can be addressed through CIFFED. The characteristics of the shopping areas studied in this needs assessment suggest that practical, cost-effective steps can be taken in commercial development projects in Rancho Cucamonga. Most of the problems these shopping areas have can be anticipated in the design of new projects or addressed through renovation of existing commercial projects. In short, CPTED changes that need to be made are achievable particularly in light of the business community's interest in prevention. The City needs to establish a better database of information on commercial calls for service and reported crimes. The Rancho Cucamonga Police Department has made a commitment to improve its crime analysis capabilities by creating a crime analysis unit. In doing so, the Department needs to establish databases for target crimes that include M.O. elements that will allow for more detailed analysis of crime patterns and trends. Victim characteristics should be included, and in this case, the type of commercial premise attacked should be coded as well. More important for this project is the need to coordinate development of those files with databases being maintained in the City's geographic information system (GIS). A good deal of funding has been provided by San Bernardino County for the development of GIS capabilities. As yet, these systems have not provided information in the form of crime maps that could be used to plot M.O. information, victim profiles, and other crime analyses data. Crime and call for service data should be analyzed and displayed in map form based on characteristics like zoning, structure type, and business type so attention can be focused on trends in commercial crimes. The analyses generated using this information on commercial crime targets around the City should serve as a kind of easy warning system for monitoring trends in commercial crimes. Appendix B contains a more detailed description of crime analyses techniques that should be applied to commercial (and other) crime problems in Rancho Cucamonga. Public Administration Service 8301 Gr,eensboro Drive, Suite 420, McLean, Virginia 22102 Appendix A TIMOTHY D. CROWE, "THE SECURE STORE: A CLEAN, WELL-LIGHTED PLACE," SECURITY MANAGEMENTs MARCH 1992 The Secure Store: A Clean, Well-Lighted Place BY TIMOTHY D. CROWE a maxim of mcrchandising. have developed the an of knowing just how much inventory to order to meet merchandising needs while holding down carrying costs. Merchandising and security are often thought to be contradictor),. But is it good business to have a dirty. cluttered store with poor visibility and dim light- ing? Do high gondolas and shelves ac- tt,ally increase sales, or are they more for employee convenience'? After all, constantly replenishing inventory is boring and tedious, and you have to store the inventory somewhere, so why not on the sales Floor? Unfortunately, many fundamentals of business and merchandising go an- challenged. No one wants customers to be frisked every time they come in to buy a gallon of milk-or a fur coat. Many retailers worry that armed guards and extensive security measures will turn customers away. and they are probably right. Fortunately. people-environment re- hnions is giving conventional ap- proaches to m~rchandising and s~curity a challenge. Th~ concept of crim~ pr~- v~ntion through ~nvironmcntal design (CPTED) is grabbing attention. ~sp~- cialiy whcr~ busincssp~opl~ arc con- c~rn~d--in their wallets. On~ T~xas-bas~d conv~ni~nc~ store company has introduced a multipl~-sid~ store d~sign. Th~ d~sign s~params dif- fcrcnt customer groups and increases v=sibiliW into th~ store. hncrior layouts am o~n. aisles ar~ spacious. and shelves arc k~pt low to incr~as~ conveni~nc~ and natural su~illanc~. Th~s~ stores reportedly hav~ in- creased sal~s b~ as much as 30 percent and reduced losses by as much as 50 percent. Employc~s b~camc more in- volved in stocking and in-store manage- ment; thai involvement increaxcd their proprietary regard for the :;pace. CPTED is based on the theory that the proper design and effecti've use of the built environment can lead to a reduc- tion in the incidence and fear of crime and an improvement in the quality of life. Years of experiments and field ap- plications have demonstrated that CPTED works in all envircnments--that is, it applies to commercial. residential. transportation, recreational. and institu- tional environments. It has worked on scales as small as a single room and as large as an entire community. Its commercial and indus- trial uses have repeatedly supported the notion that the better one manages human and physical resources, the greater the profit and lessel' the losses. In other words. a store that does its prima- ry job well generally has fewer security problems. A store that' is attrac- tive, well lighted. and open is appealing to cus- tomers. especially in the convenience indastry, which thrives on impulse shopping and buying. A store that is profitable for a long time depends on the enthusiastic support of its staff'. Pride in one's work and environment stimu- lates extended ten'itorial concern. Honest cus- tomers and employees feel Safer and more visible in. to quote Hemingway, a "clean. well.lighted place." They also feel the presence and controlling behav- iors of others. Conversely. a dirty; poorly managed store engenders little pddl; on the pan of the honest employee. thus reducing ter- ritorial or proprietary concern. and pro- motes avoidance behaviors. Such a store also introduces the possi- bility of civil negligence:. Proprietors' failure to estal~lish reasonable measures to protect their products. employees. and customers can be used ngainst them in court as well as in out-ol'-courl scale- merits. Poor ulventory control and ac- counting may even suggest liability in cases of product tampering. A clean. well-lighted store whose proprietor and customers actively exhibit controlling behaviors tells others tha~ only accepted behaviors will ~ tolerated. CPT[D IS ONI.Y A SMAll PART OF LOSS prevention, but it's inlportarn because it integrates s~.curity ccmcclns into what has to ~ done anywa),. DclOre addition- al funds are spent on security officers or security devices. CPTED planners classify security strategies into three categories: · ,r,k, tmized~labor- ........ intensive security pro- gl'alll whose cost is outside the norn~al fUIlC[l~)ll~ illld require- melll~ ~)l' ]ltlRlan (for example. security officers) ·/ucc/h'lni'ca/~ap- ital- or hardware'inten- sive s~curily whose cost ~s. again. outside 111~ [ltH'nl~[ filnctiOns ' 'and rcquir~n~cnts of' ' ~" ~', the slmcc ~t'or example. fences. alarms. and C~lll~l'as ) · natura/~he integration of security and behavior-control concepts into the definition of how huulinl and physical resources are used (for example, spatial definition, placen~ent of workstations. and the location of widdows) 'D~e CPTED planner merely tries to maxinlize Ila[ura] stralc~c~ ~fOrc usin~ th~ more costly orgamzcd ;uld nlechalli- ca] ones, which nmv actually impede profitable operation. The convenlionnl ~ccurdy concepts 22A MARCIt 1992 A-1 A-2 access control and surveillance are en- · Natural access control. A space hasted by CPTED's emphasis on natu- should give some natural indication or' ral approaches and the added li:ature of . where people are allowed amJ are not ~ncreased territorial behavior and ex- allowed. h's best not to depend solely panded proprietary concem. It is fundamental to this behavioral approach that the CPTED planner ex- pand the territorial concern of the owner and normal users of the space. It is equally important to present behavioral and environmental cues that tell normal u~ers or' the space that they are sate. The same cue has an inverse effect on abnormal users, or potential offenders. by increasing their perception of risk. That is. the design of the space and the way people are behaving gives the im- pression that the abnomlal user will observed. stopped. or apprehended. Accordingly, the CPTED pl:mncr learns to differentiate between the unique difli:rences and values of various users. In the design or redesign of store layouts, the owner must toeus on sever- al layers of individuals: u ,t,'mal users--persons whom you wish to be in a certain space . ubntn'ntu/ ,.vers--persons whom you du not wish to be in that space · t~h.verve/'.v--persOns who have to be in that sp.'tce to support the human function Strategies are aimed sometimes only one. sometimes at all of these cat- egoties or' users. depending on the cir- cureslances. The owner must try to de- termine how space is defined for each ~roup. ValLl~:s can shift. For instance. when on locks and security officer:; and in- stead to make security part of the layout. · Natural surveillance. Traditional factors like liood lighting are important. Bul natural factors, such as a stt'ategical- ly placed window or an employee work- station, can help too. · Territorial reinl~rcement. This is an umbrella concept embodying all natural surveillance and access control princi- ples. It emphasizes the enhancemere of ownership and proprietary behaviors. '['he following are examples of CPTED strategy activities: · clearly defining the border:; of con- trolled space · clearly marking transitional zones that indicate movement from public to semipublic to private space · relocating gathering areas to Ioc4- lions with natural surveillance and ac- cess control or to locations away froin the view or' would-be offenders · placing safe activities in unsafe lo- cations to bring along the natural surveil- lance of those activities (to increase the perception or safety for noml;|l users and o1' risk for offenders) · placing unsafe activities in safe areas to overcome the danger of those: activi- ties with the natural surveillance and ac- cess control or the sale areas · rodesignaling the use of sl::,;xce to provide natural barriers to c, on/licting ac- tivities · line of sighl of on~ c:tslm..~ .-to keep (he p;.ttrorls Froill slelljinL' Ilh.'~. '['hc owner reruscd on Ihe basis ~J'uull~cl'll allout in- , suiting his s~cial customer,. TIle officer relurned to tl~c More ~i attending a C~ED course ;mr made the i~ same recommendation. Bul this time the purpose of the I'CCOII1111ClltJ;filt}ll was pri- marily to enhance SilJC~ I~,.' improving clerks' ability to make inu~cdiate sides pitches to customers wh,,tn Ihcy ob- served enlel'ing the th~lH.~ ;u'c;t. By switching furs with a lin=,.'ric displa~ thai was in direc~ view o1' tl~c clerk. tl~e .. store enhanced sales whilc reducing tile . potential tBr losses. The underlying objcc~t~,. ~,1' C~rED is Io help business do a ~.,'ltcr job ol' achieving its primary ~,,:,1. with the added by-producl or' iml,~,~ cd ncctu'ilV and loss pt~vcnlion. The L'I'I I-]) IllUSI ask. "WJlal arc )'ou if., Hl~ Io do?" and "How can I help you d~, n ix'nor?" A successful use of CPTEIJ ,,,k'cp~s al- ways liftlows this order o1' Jq'~tlrllv: · How II~e design ;ind us.' ,~1' physical space. ior. leading to · improved protluclivit) and profit. wilh · loss prevention ~tlltJ rc,h~cliDiI ;Is . by-product. Many clichds refer It, II;c lendthey t)f hunlolls to t~verlook ~,[.vltltl~ st)Ju- liolls to problenls. Solnc,,nc who JlHs ' Irouble finding an tRUccl iI,.tl Itlrlls otll .. to be righl in fronl of hin~ {,r her. says. '~chool Icls out in the middle of tile af- Iernoor|, three or four boys who come into i, shopping mall would be desir- able visitors. But if the same boys came back al 9:30 pm when the mall was closing, and they had taken off their school clothes and were dressed slr;mgely and had dyed their hair or- ange, they'd be less than desirable. The environment can affect the way l~cuple feel about a place of business. 'l'hc physical environmenl affects peo- plc's behavior and perceptions. which affect not only attitudes but also produc- ~ivity lind loss prevention. Commercial and retail establishments' have always used the physical environ- rnent It) affect customer perceptions and behavior. CPTED adds a new dimension by incorporating those elements into space design and management through several strategies: ,; "If it had been a snake. il wnt,ld have · itnproving Ihe scheduling of splice .! biuer~ me!" CPTED ctul~..~..I .i , hcll~ i.~eo- to allow for effective use ~ pie look at the environlava m a differ- · rodesigning or revamping space to ! eat light to take ildvi. Ullil,..'c ,,f solulions increase the perception or reality ol"nat- I~ that are ol"len i,fi~erenl in ~ ~r. tl thcv art: urul surveillance . doing anyway. · overcoming distance and isolation '. TIle list ofCPTED :q~pli, .;lares in re- through improved communicaticns and design ef~ciencies · SOMEtIMES PEOPLE WHO ATTEMPT TO USE CPTED concepts get the objective wrong. The~ anenlpt to apply CPTED concepls solely 1'o~: security reasons. They soon find out that no one is listen- ing to them. particularl~t.the bu:dness- people who hove td donc~rn t'l~eir,sel ves with profit and loss. For instance, a crime prevention offi- cer from Bosslet City. LA, conducted a security survey of a luxury clothing store. He recommended thai the owner move the display of furs to within the tail is polenliully endlc.,,,. I~csi,.zn and ' use strategies may be cnlph,ycd 1111 ;lily , scale it'a potential exists rt.. positive ef- t'ects on employee anti Ctlnt, ullt:r bell:iv- ior. Productivity mid i)rtdn c:tn bc en- · hunted. while abhorsial u,,.q's become · 'more visible and swat,: Ihat they are under greater control :H,.I risk. [] Tit#toth.v D. Ci'tiB,e i.v u Ilru,"lh 'ihg Cl'l'ltt. .~ Crime Prevention Thrtmgh Environ- :I n~ental Design: Appliu:nn,~,, df Archi- Concepts wets pttbli.vhcd .,.. ~t .little hv Public Administration Service s30~ Greensboro Drive, Suite 420, McLean, Virginia 22102 Appendix B ALEX E. WARD AND WILLIAM B. BROOKS, "ENVIRONMENTAL DESIGN AT WORK," SECURITY MANAGEMENT~ MARCH 1991 A N O. :S t I: O R .I t Y BY ALEX ENVIRONMENTAL DESIGN AT WORK E. WARD. CPP, AND WILLIAM B. BROOKS RIME PREVENTION PRACTITION- erS and security managers have long been studying building space after criminal activities or acci- dents have been detected. Crimes such as vandalism. burglary, robbery, rape. and car crimes lead the list ofongoing problems in the built environment. The only ahemative has been to make buildings and their surroundings more formidable by installing fences, gates, access control, CCTV, and alarm sys- tems. In addition, legions of security officers have had to be employed to provide safety and security. Lately, however, an old concept has resuffaced that makes a lot more sense and provides greater flexibility. In short, design a building right in the first place and the need for drastic target hard- ening after it is occupied will be greatly reduced. This c'o.ccpt is called crime preven- tion through environmental design~ ( CPTED -- pronounced "sop-ted" ). According Io Timod~y D. Crowc. for- mcr dircctt,r of Ihc Nidior~al Crime Ih'c- vention Inxtitutc (NCPIL "The dc~- nition of CPTED says. basically, that the better we n~anage our hurn:m and physical resources. the greater our profit and lower our losses.": In his book Defensible Space. Oscar Newman introduces .'~ concept based on his studies of several low-income hous-' ing projects in New York and St. Louis. I He regards people as territorial. New- man believes if design encourages an expansion of a person's territorial feel- ing. he or she will be more likely to act if the territory is violated. "In our interviews with public hous- . ,ng tenants. we have found that expres- sion of territorial feelings con'esponds strongly with a concern for the main- tenance of law and belief in the pos- sibility of its enforcement." Newman writes2 At the same time. expansion Here's how CPTED principles can allow more open security. of a person's territory encourages use of semiprivate and semipu~:fiic space, which in turn discourages people who are looking for the privacy necessary to accomplish antisocial acls. Crowe divides users of space into three categories: · normal users--persons you desire to be in certain spaces · abnormal users--perscns you do not desire to be in that space · observers--per- sons who have to be in that space to support the human function' Crowe fu.r~her states. "What makes the nor- mal user feel safe makes the other feel at risk of detection. What makes the normal user feel unsafe makes the abnormal user feel at low risk of detec- tion." ~ When designing space. therefore. ex- panding the normal user's feeling of ter- ritorialtry as well as maximizing cues that tell normal users and observers they are safe should be ;t priorily. ~ Newman adds thai ~ ~ design should maxi- mizc natural surveil- lance possibilities, within the buih envi- rot,noel'ft. Hc p,,finl.,, oul Ih;tl the proper place- mcnl ol' buildings in- creases opportunities for natural surveil- lance. He states. "A project with buildings facing and close to a street, with lobbies visible to passersby, is decidedly less likely to experience as much crime as one where these factors do not interplay."' This opens up the controversial sub- ject of privacy. What is it and where does safety overshadow the need for privacy? Certain types of privacy ac- tually add to the potential for victimi- zation. Obviously. if the victim cannot be seen, the offender cannot be seen either. So. design should strike a hal- ILLUSTRATION ElY MARK MATCHO B-l B-2 ance between absolute privacy and the individual's security needs. One concern regarding design in- volves the process of designing one building. then duplicating it in different parts of the country. A recent study on convenience store robberies in Florida supports the fact that design must take location into account. The study states. "The research model utilized wilhin this study may only be -'tppropriate for use at the district level or below. The diversity of environ- mental factors within the state of Flor- ida may preclude application on a statewide basis."' Therefore. local in- formation must be taken into account when deciding the nature of the final design. What would work in Los An- geles may not in Scatde. What works in one are:t of a oily may not work even in another area of the same city. Certain types of commercial con- struction hide not only a person but also a motor vehicle. With motor vehicle- related crimes on the increase. this trend could have diminishing returns. In ad- dition. hiding the motor vehicle often provides additional risk of other crimes, such as rape and robbery, against those using parking areas. These serious trends need a.ttention by developers, archi- tects, building managers, engineers, planners. and crime and loss prevention practitioners. Crowe also discusses natural access control. "Access control." he ex- ph,ins. "is a design concept directed printarily at decreasing critnc uppor- lunity. Access control strategies are typically classified as organized (e.g.. guards). mechanical (e.g.. hx:ks). and natural (e.g., spati:tl definition). The prim;try thrust oE an ;recess control :.,trategy is to deny access to a crime 'C. R. Jcrrerey. Crime Prevention Through Enwrnnmenlal Design (Beverly Hills. CA: Sage Puhl,cal,on.~. 19711. :T,mothy D. Crowc. "An Ounce of Prevcn- h,.n' ,\ New Role lur Law I"nfdr~.'cntent." I"BI /.a~,,' Enforcement Bulletin. October 19R8. p. Ic}. 'Oscar Newman. DeJ'etuible 5pnce: Crime Prerention Through Urban L)e~':gn tNew Collier Books. MacMillan Publishing Company. 1973}. p. 'Timothy D. Crowe. "Clean. Well-Lighted Spaces: A Natural Approach To Retail Secu- rity," National Crime Prevention Institute, Uni- versity or Louisville. Febhaul 'Cruwe, "Clean. Well-Lighted Spaces: A Nat- ural ApprOach TO Retail Security." 'Newman. p. 'R~,nald David Hunter. PhD. The Effects of R,fiherr m Florida. Bureau of Crime Prevention and Tra,ning, OffiCe or IhC Alhlmcy General of Florida. 19g8. p. 197. The change In pavement material notifies people Ihey are moving from public to private space. target and to create a perception of risk in offenders." ' "More recent approaches to physical design of environments." Crowe con- tinues, "have shifted the emphasis to natural opportunities presented by the environment for crime prevention."' This is done by using lighting. land- scaping. signage. placerneat of amen- tries. fencing. or :my combinations thereof.' A good cxatnple of tJli:; we,. the result of a problem encountered by -'t univer- sity. A porttun of its campus consisted of a htrgc. open, grassy :trc;t that h:ld concrete sidewalks at'coring at various angles. Unforlun;stcly, :.;ludctHs of lea cut the comers where the sidewalks came together, killing the gra:;s. Concrete benches were placed close to where the sidewalks c;ossed, and the problem w;:s solved. The benches -'toted ;L'; a barrier tt} cutting the corners. Since fewer people chose to cat t'~ corners, the prob[em ceased and the grass grew back. Vehicular traffic palterns through areas can encourage or discourage ter- ritorial behavior in people in the area. One-way streets move people faster than other streets and can discourage people who want to slow down or stop. °T,nothy D. Cmwc. "CPTED: A Ba~.ic Train- ing Manual." Unpubh:,hed m;snu~r~pt. 19RI. p. 6. "Crowc. "CPTED: A Bas,c Training Man- ual." Improper street widening near resi- dential neighborhoods, often because of business park and shopping mall de- velopment, can cause increased traffic flow through the neighborhood. caus- ing residents to retreat to the rear of their homes, relinquishing the street to abnormal users. In Neighborhood Design and Crime.' A Test of Two Perspectives, Steprunic W. Greenburg and William M. Robe say, "The findings also suggest that street widentags and other changes that would increase the through traffic in an area should be avoided when possible. Furthern'~ore, in neighborhoods where through l;affic exists and crime rates are high, the use of traffic diveHers and other transporl;ttion system manage- rnent str. ttegies to divert tr;tffic may help 1o lower the crime rates." Through traffic in some areas .tourages activities such as drug deal- ing, prostitution, vandalism, and cruis- ing. Often the only recourse once such activity has begun is to funnel traffic away from the area, block off streets, employ police or security officers. or restrict parking and loitering. If the architect knows ahead of time that these activites could occur, he or she can design in restrictive traffic pat- terns, which can change at different times of the day, week, or month, or design in traffic outlets that are only used in emergencies or for unpredict- ably high volumes of vehicular activ- ily. C. Ray Jc/'fercy supports the oppor- tunity and target model of CPTED. which ks similar to the traditional tar- gct-h;trdcning approach in In;tny re- spects. In Uttden'tanding Crime Pre. vetttit,t. the NCP[ explains, "C. Ray Jeff trey proposed a three-fold strategy involving not only physical design but also increased citizen participation and the more effective use of police forces. He contended that the way to prevent crime is to dc:,ign the total environment in such a manner that the opportunity for crime is reduced or eliminated." CPTED encourages the designer to coastBier a building for the maximum use of those who occupy it. in addition, the designer must take into consider- ation the time the building is not in use. '*Slcphanie W. Grecnburg and William M. Robe. "Neighborhood Design and Crimc: A Tc.¢.I of Two Perspectives," Atneri{'un Pxrr/iitttric A.t. xocittti. n Jt,urn~t[, Winter 1984. p. 'sNCPI staff. UndrrttnndinR Crime Preven. lion (Stoneham. MA: Butterworth Pubhshcrs. 19861. p. 120. .~ECIIRITY MANAC, EM[ENT If a building is efficient during the time it is used and offers maximum natural surveillance opportunities when not in ~se, it will be a less attractive target, A COMPLEX IN BELLEVUE, WA, HAS BEEN designed using CPTED principles. Bellerue Place is a multius, e, high-rise facility. The complex has a 24--s~ory hotel and two mixed-use buildings. ad- jacent to it. One is a high-rise bank complex with retail shops and restau- rants on the first two floors and offices on the remaining 19 floors. The other is a mid-rise building occupied by shops. a health club. and offices. Early in the planning process. Se- curity Manager Clark Rice, CPP. of Kernper Development. which is the owner of the pro. joel. h;id influence on Bellerue Place'.~, design. Hc also re- ceived input from Lieutenant Robert Wuorenma. CPP. of the Bellevt,e po- lice department's Crime Prevention Unit. The perimeter of the complex has good border definition. Color and tex- ture changes in the driveway and side- walk notify individuals they are mov- ing from public to semipublic or semiprivate space. Two sides of the 'omplex have heavy columns. which :ould cause people to feel unsafe be- cause of their sheer mass. However. because of the amount of window space and the height of the overhang. the area is brightly lit and therefore doesn't give a tunnel effect. The three buildings form a triangle. with windows that provide visibility from all sides. Because the buildings are independent. plenty of light is avail- able during the day, and the inner areas are well lit at night. Between the buildings is a ni6ewalk cafe that double.', a.', an amphitheater 'during the summer. This care uses movable. lattice-type. low fencing to define the eating area. Temporary ta- bles and chairs are also used for chang- lug the design to ~i the needs of every occasion. This areo's flexibility en- courages maximum effective use. The area is surrounded by the drive- way used by hotel patrons. Since the driveway surface is brick and the walk- way is composed of black-and-white concrete squares. it notifies people passing from the street to the driveway that they arc definitely moving from a ,ublic to a private space. Decorative. lighted. concrete bol- lorals identify areas where vehicles are nol allowed. and a change in texture MARCH 1991 B-3 from the brick to the checkerboard con- crete subtly identifies pedestrian cross- ings. On one side of the bank building is a parking lot at street level, which al- lows natural surveillance from both building offices and passing traffic. A raised lawn area offers a park-Ilk,: set- ring for casual lunches or breaks. Dur- ing the summer months it is complete with croquet wickets. The lawn a:ea is blocked from Street view, but a good view from the L-shaped area of the bank building is available. It is also w.:ll lit and monitored by security personnel 24 hours a day with the help of a CCTV camera. The noah side of the building is the only side with a n:~tural surveillance prv, hlcn~ because of -'~ line of trc.::s tm the ;~d.iaccm pro, perry. This side ,:vcn- tually will be tied into the next project, a performing arts center. Security officers. lighting. IDcks. c:m~cras. and ;d;~rms ensure Ihc sccurily of those using this side of the complex. Emergency access. emergency park- ing. and an arc4 ft~r cabs waitit',g for fares are also located here. The north side of the building also demonstrates another CPTED con- cept-moving safe activities to unsafe places. By using this area of the com- plex. normal users encourage abnnrmal users to move to a less active location. Just inside the door of this side of the complex is the Wintergarden area. It provides a large, open area, accom- modating receptions. displays. and other events. It is complete with elevators, escalators. a cash machine, and a glass rotunda. Since the noah wall of the Winter- garden is mostly glass. as is the ro- lunda. n;~turul lighting is abundant dur- ing the day. This arc:l is surrounded on lwo levels by restaurants and other food vendors. as well as tahlcs and chairs from the various eating establishments. The balcony area provides natural sur- veillance of' the restauraJ'sts on Ihe ~:round level. The Win~crgardcn is equipped with low. lattice-type. tcmfxmtry fencing that can be used to channel people for dif- ferent events. In addition, the large. movable pots that house decorative planIs and trees provide even more nat- ural channeling withoul giving visitors the impression that their move,~senl is regulated. Also. the open environment makes people feel more at ease. The three buildings of Bellerue Place are all served by a common under- ground parking garage. It has two en- trances off public streets two blocks from each other. The C::rage is staffed 24 hours a day by attenj-mts and is well lit not only on the driveways but also in Ihe parking areas. The delivery area has a lon~. wide entrance from the street on the east side of the complex. It has been designed with a ceiling high enough and area wide enough to allow entry of the large vehicles needing access and maneu- vering space. Although this area contains trash bins. it is clean and well lit. The white walls reflect the light. brigh~ening the arc:t. This is for safety as well as security. Trash compactors are located behind locked rolling decors. which restrict un- :.mlh¢~rized access Io businesses ;n night and other times when the be, tiding is not occupied. The box compactor is in the open but policed regularly. Two entries provide access inlo the underground parking Iol from Ihe de- livery area. One is an overload exit from the garage and. as such. i.~ con- trolled by a ga~e and roll-down door. The other is blocked to vehicular traffic by heavy posts but allows delivery ac- cess via hand trucks. The paths to var- ious buildings within the complex are color-coded to lead delivery people quickly to their destination.,,. The parking garage also brings safe activities into previously less safe areas by offering an auto-detailing shop, Also, a small post office box area in one cor- ner of the garage is enclosed yet brightly lit. The door and large windows in one wall keep the area open to view. The elevalors are well marked on each level and allow maximum visi- bility 1o people using them. especially tho.,;e exiting to the garage. The well- marked stations on each level provide persons direct communication with the security dispalch center in case of emergency. The security area has also used CPTED principles to mark its territory. Midway up the outside wall le:,di~ into the security area is a bh~ck line about 10 inches wide. This line runs the length of one wall, around the cor- ner. and down the length of the next wall. On the line is clearly marked the word "SECURITY." Before this ex- ternal notification. some vand'alism oc- curred in the hallway. Adding the line signaled the ownership of the hallway: .no further problems have occurred. The frosting on the cake is the high- tech security command center and a '7'7 B-4 well-trained s~cunty staff. A status board in the command center makes security personnel aware at a glance what spe- cial events. activities, and maintenance events are scheduled. The command center also monitors cameras through- out the complex and the fire and se- curit/alarms using a computer-based system. Bellerue Place certainly exemplifies the CPTED concept as outlined by what Crowe calls the three D's of good de- sign. These are: · "Designation--What is the des- ignated purpose of the space? How was it originally intended to be used7 How well does the space supporl its current use and its intended use'? [s there con- flict7 · Definition--How is the space de- fined.'? Is it clear who owns the space? Where are its borders7 Do social or ':Timolhy D. Crow,'. "Designing Saf,.r Schools."' School Safety. Fall 1990. p. 10. "Cmwe. "Designing Safer Schools." p. "Crow¢. "Designing Safer Schools." p. 12. cultural definitions affect how the space is used? Are the legal or administrative rules for use of the space clearly set out and reinforced in policy7 Is the space marked by signs'?. Does conflict or con- fusion exist between the purpose and definition of the area7 · Design- How well does the phys- ical design support the intended func- tion of the space and the type of be- havior desired to occur there7 Does the physical design conflict with or impede the productive use of the space or the proper functioning of the intended man activity7 Does confusion or con- flier exist over the manner in which the physical design is intended to control behavior?" ': Many serious security problems can occur if architects do not get their D's straight when they design or remodel a complex. "The CPTED planner." continues Crowe. "must ask questions such as: What are you trying to accom- plish and how can we help you do it better? A successful application of these concepts follows this order of priori- ties: I. How the design and use of phys- ical space 2. affects human decisions and be. havior. leading to 3. improved prnd.crivin.' and profit with 4. the by-product of loss prevention and reduction." '~ Obviously. the designers and archi- tects involved in Bellerue Place had their D's straight. Bellerue Place is a safe place for people to can7 on busi- ness and enjoy themselves. This is pri- marfly due to good design and a pos- itive attitude toward security. If properly used. CPTED principles can allow a more open type of security than heavy-duty target hardening. Its , de.~nition itself speaks for this open- ness. "The proper design and effective use of !he built environment." says Crowe. "can toad to a reduction in the incidence and fear of crime--and to an increase in the quality of life." "' · About the Authors.. . Alex E. Ward. CPP. is a commercial crime prevention detective in the Bellevue. WA. police department. He teaches at Bellerue Community College and is the presi- dent-elect of the International Society of Crime Prevention Practitioners. William B. Brooks is assistant security director for Bellerue Place. Prior to this position he was in law enforc'entetlt for 15 )'ears it, Washingtent rind Ore- gon. Both are members of ASIS. SECURITY MANAGE~IENT Public Administration Service s30~ Greensboro Drive. Suite 420, McLean, Virginia 22102 Append~ C DAVID G. AGGLETON, "SECURITY UP FRONT," SECURITY MANAGEMENT, MARCH 1991 ARCHITECTURE SECURITY UP FRONT BY DAVID G. AGGLETON, CPP IRST IMPRESSIONS COUNT) BOTH the interview candidate and the salesperson dress smartly, shine their shoes, and put on their most confident smiles. So too the ar- chitect uses the front lobby of a building to create an uplxat ira- age of grandeur, solidity, and welcome to those entering. Polished wood and stone. pools and fountains. flowers and trees, and vaulted ceilings all promote a.n ambience of success, dignified calm, and well-being. To match this ambience is an inviting receptionist protected by a desk, a tele- phone, and a visitors' sign-in book. Through the usual.)y large r~cepdon area pass clients, sa)espersons, stockhold- ers, consultants, VlPs, executives, and full- and pan-time cmph~yccs. Od~cr people such as office equipment tech- nicians, messengers, employees' spouses and children, ex-employees, and interview candidates also pass through this space. If the reception azea is the only entrance, add janitorial staff and construction workers to this mix. Yet entrance areas also provide the initial impression of the level of se- curity in an organization. For a small businesses whose employees, opera- tions, information, and products are not at risk, identification and control of tho~ who pass through the entry presents linle problem. For larger businesses with valuable products, trade secrets, and confidential or sensitive company in- formation, controlling access from the lobby to the rest of the facility is a real necessity. Methods and processes to accomplish effective security must be carefully planned if the architect's vi- sion of how the lobby should look is to be maintained. Unforxunately, the security profes- sional is often presented with a fair ac- cornpit. a final design that is nonne- gotiable. or with an existing lobby that is expensive to restructure. Early in- The entry lobby sets the tone for the cornpany's Image: and security. volvement of the security manager with the architect is the best cure for such headaches. To create a secure 'working environ- ment-secure for employees as well as for other corporate :xssets--the most fundamental precept of access control must be applied: Everyone entering the facility must be identified and have a legitimate purpose for being there. Peo- ple are processed most easily if era- ployees with readily identifiable creden- tials can be physically separated from non- employees. A post with an automated creden- tial-reading system or a separate employee entrance with a secu- rity officer who can recognize faces or check badges is the most effective solu- tion. Depending on the size and nature of the facility, a third proc- essing point for ser- vice representatives. janitors, and other contract slaff may be considered. Alterna- tively, such semiper- manent visitors could be issued badges to use at the employee entry point or points, Take special care to ensure such badges provide only limited access. Address three major issues to ensure har- mony among security. architecture, and ac- tual use. These are architectural design criteria. systems con- siderations. and pro- cedural elements. Architectural design criteria. Ulti- mately, the entry &rea layout and design must rest with the axchitect. The fol- lowing design criteria or constraints the architect should consider to maximize security are keyed to the accompanying exhibit. I. Reception desk.' Position the desk to provide the receptionist with the bc~t view of doorways and persons who have tLLUSTRATION BY MARK MATCHO C-]. not been processed. Include a fiat sur-' face at a suitable height for visitor sign- in. 2. Employee entry: If controlled by an automated credential-reading sys- tem. position the entry as far away as possible from visitor traffic, preferably at a separate entrance. If no systems are used. a guard post may be needed for employee identification. 3. Visitor entry: Psychologically. a receptionist is more likely to challenge a visitor passing to the secure side of the premises who does not have prior authorization if the receptionist does not have to raise his or her voice. Therefore, visitors should be funnelled to the reception desk and should not be able to access the secure side without passing close to the desk. Ideally. the receptionist should be able to unlock a gate or door to control the passage of processed visitors. 4. Visitor amenities: Telephones. restrooms. and waiting areas should be kept on the unsecure side. especially if visitors must be escorted once they are on the secure side. Pay phones should be within the sight of the receptionist. 5. General traffic: Traffic unrelated to the reception function should be kept away from the entry processing area. 6. Barriers: These may be solid walls, planters, or velvet ropes de- pending on the degree of security needed. 7. Conference room: For short meetings a small conference room in the visitor reception area negates the need to process visitors or to allow them into sensitive or secure departments. 8. Messenger center: Arrange a sep- arate drop-off counter for packages, lunches, and other small deliveries. Systems considerations. The use of control and monitoring systems for the main entry lobby or the remainder of the facility depends on the security level an organization needs. Assets at risk and the volume of pedestrian traffic dictate this level. The systems details described here are also keyed to the exhibit. I. Reception desk: Unless traffic is minimal or the level of' systems mon- itoring is very low, the desk should not be the location for central systems mon- itoring and control equipment during regular working hours. A receptionist or security officer cannot perform both the monitoring and visitor processing functions at the same time. An emergency assistance call button located under the lip of the desk should "'~,~;..~;4~'~-~.~Secu/eLobby Floor"Plan"'..:~ × be considered. With this button. the receptionist could summon help if bel- ligerent visitors or disgruntled cus- tomers became a pr,ablem. An alarm- switched CCTV cornera that views the desk activities would allow the central console operator to ~'~sess incidents and dispatch effective response. 2. Eml~lo)'ee entry: Controls on doors are effective only for a trickle of peo- ple. With higher traffic volume, pig- gybacking is prevalent and controlled turnstiles or ri~otorized revolving doors are the only means of entry control. Waist-high turnstiles are aestheti- cally more acceptable than revolving doors or turnstiles. However, these waist-high systems ..~quire additional surveillance such as CCTV or another security officer to detect jumpers. A video intertom unit :Is useful for iden- tifying those employees who have for- gonen or lost their cre..dentials. This unit should be located to the side of the main traffic stream. 3. Visitor entry: Normally these doors would ~ open during regular hours. During off-hours, elrectric door locks controlled from the n:ception desk may be appropriate. An intercorn (with a camera if visitors c:mnot be seen di- rectly from the desk) will allow visitors to be identified and to state their pur- pose. Doors and gates should be fitted with door position .,,witches to detect unauthorized intrusion or doors left ajar. 4. Visitor amenities: Call buttons in restrooms should be considered for emergency situation:;. Entry doors are usually a major path of emergency egress, and free entrance or exit must be permitted in a panic situation. Electric locking devices on controlled doors. gates, and turnstiles must be capable of being released di- rectly by the fire alarm system and mus, meet code requirements. For high-security installations. walk- du'ough metal detectors, package X-ray machines. and explosives detectors protect against visitors or employees intent on industrial sabotage or criminal activity. Prncedural elements. The degree of visitor processing depends heavily on the level of security. At one extreme, anyone who is not carrying an axe in his or her hand or who does not look like a hobo can walk past the desk. At the other extreme. visitors must have made prior written request, must pro- vide positive identification. and may have to leave a dxiver's license or other valuable identification at the desk. These visitors may also be subject to personal and package ~earches and must be es- cored at all. times. The requirements of most facilities fall between these ex- tremes. The following are some suggestions to make visitor pro.cessing effective: · Even if visitors are required to sign in a book, the information is worthless unless supported at least by a business card. Reports of unchallenged sign-ins by Mickey Mouse. Donald Duck, and Bozo the Clown are numerous. · Issue visitor badges that indicate 72 SECURITY MANAGENIENT C-3 the date, depa. nment or person being visited. and the visitor's name. How- ever, if employees are not required to wear badges, visitors only have to re- move theirs to look like other employ- ees, Visitors should be required to re- turn their badges to the reception point when they leave, preferably signed by the employee being visited. · Call the person being visited to confirm the appointment, and if policy requires it, ask for someone to meet and cscorl the visitor. A sign. a.~ure by the escort when the visitor is collected will remind the employee of his or her security duties. · Receptionists should be trained to observe signs of cLrug dependence- the visitor may deal in more than just the company's products. · If badges are the selected means of employee identification by a security officer or by a badge reader, those who arrive without them should be directed to an alternate cntrar~ce. If security of- ricers are distracted because they must examine other identification or issue temporary passes, it is simple for others to enter unchecked. Different business settings or build- ing structures such as high-rise office buildings provide the biggest challenge to effective entry control. Since high- rises are located mostly in high-den- sity. urban areas, these buildings are at higher than normal risk from crime. If the building is occupied by a single tenant. street-level, lobby-entry proc- essing coupled with additional controls (either receptionist or automated sys- tems) on sensitive floors is relatively easy to implement. A sepaxate area for visitor processing is preferable as is a messenger center for packages. lunches, and unusual deliveries. Messengers should not be pemxittr..tl to roam the building freely. Multitenant buildings are more dif- ficult to secure. Building management may provide security officers with sign- in sheets for off-hours. The officers may challenge anyone carrying out a pack- age without a property pass. However, these controls are usually worthless. Anyone, even a person who looks like a derelict. with an envelope or a box of sandwiches along with a company and employee name perhaps taken from the building directory has access to the elevator banks. A tenm"~t d~at occupies muhiple floors and enjoys a dedicated elevator bank can provide effective security at the el- evator bank lobby. Once again. if space MARCH 1991 Multiple entries compound ihe control problem, is available, lobby-level visitor and messenger centers make entry process- ing more controllable. For tenants who occupy a single floor. their own elevator lobby is an obvious control point. If two or three contig- uous floors are leased to a single lenant, using internal stairs and programming the elevators to stop on only one floor especially during off-hours allows for economical single point control. Where there are multiple tenants on each floor, tenants must control access at their own company's front door. Except where the building has. a sole occupant. beware of fire stairs and back doors. In a multitenant environment. no occupant has control over who is using the stairways so someone may be allowing free access to that space. Stairwell doors should be secured against teentry to the greatest extent possible within rire codes. The regular use of fire stairs by multifloor tenants should be carefully examined and appropriate controls implemented. In a campus-style environment, the pastoral setting of multiple buildings spread across green and wooded acreage in a rural area appears to be a far cry from the urban high-rise. But from a security viewpoint, it may have as many holes as a sieve. The muhiph: entry points for each building compound the control problem. Ideally, the campus should be se- cured at its perimeter. But zoning restrictions. aesthetics. ineffective bar- riers. and the costs of both implemen- tation and operation often force the controls inward to the buildings them- selves. If buildings are linked by pe- destrian tunnels or enclosed walkways and are all within reasonable walking distance, one centralized, controlled · entry lobby for visitors is most effec- tive. Card readers can be installed on other building entrances for employee use. If buildings are spread out lind dis- lances greater. multiple visitor recep- tion points may be needed. A small lobby with a receptionist or security officer controlling access to the interior of the building is typical. If ~:rsonnel economies are needed. a telephone in a secured lobby m-'$y bc all that i.', re- quired-the person being visited greets and escorts the visitor. Security is a subjective discipline. The selection and application of pro- tection solutions are often controlled by perception, corporate culture, public image, and the wishes of the com- pany's top management. The guide- lines discussed here cannot be imple- mented in a vacuum but must be customized to suit the security needs and operating style of each facility. First impressions are important--the entry lobby not only sets the tone for a company's image but also provides the opportunity to project to both vis- itors and employees the organization's security posture and expectations. Access control need not hamper or menace daily operations. Through a close working relationship between the architect and the security consultant. the process should seem natural. busi- nesslike, and efficient. · About the Author.. . David G. Ag- gleton. CPP. manages the Security Consulting Group of Electronic Sys- tems Associates and has helped design security solutions on approximately 65 projects and with more than 30 archi- tectural finns over the last five ),ears. He is a member of ASIS. Public Administration Service 830x Greensboro Drive, Suite 420, McLean, Virginia 22103 Appendix D CPTED RESOURCE ROSTER 4.0 Resources The primary and most important resource is the actual resident or user of space. Once the CPTED principles are understood, the most practical ideas will come from those persons who are closest to the problems, or who have to manage the space on~ a day-to-day basis. There are, however, a large number of persons who have been directly involved in the recent development of CPTED. Each has a unique background and set of experiences. which would be useful to specific needs. The following list of resource persons is by no meam; complete. An attempt has been made to identify those individuals who are know to be active in CPTED. It is not this author's intention to leave anyone out or to improperly characterize an individuals speciality. The list is provided merely as an aid to those individuals who may be seeking some consulting or teaching assistance. Name Specialties Location Shlomo Angel City Planning Space Sciences Univ. of CA Berkeley, CA Lawrence Bell Leonard Bickman William Brill Timothy Crowe Douglas Frisbee Richard Gardner Industrial ,,~chitect CPTED in Schools, Commercial and Residential Social and Experimental Psychology, Crime Prevention and CPTED Evaluation Social Sciences Housing, CPTED in Public Housing Criminolog3,, Police Management Crime Prevention, Major Event Security, CPTED in Schools, Residential, Commercial and Industrial Political Science, CPTED in Residential Landscape Architect, CFYED in Residential Environmental Center, Univ. of Houston, TX Vanderbilt Univ. Washville, TN Annapolis, MD Louisville,' KY Minneapolis/ St. Paul, MN New Buryport, MA D-I Crime Prevention Through Environmental Design, Page 19 NCPI Joseph Grealy Lewis Hanes Robert Haskel] C. Ray Jeffrey Howard Kaplan Imre Kohn Oscar Newman Lynne Packovitz Anne-Marie Reimer Thomas Repetto Victor Rousse W. Anthony Wiles D-2 School Security, CPTED in Schools Industrial Psychology, CPTED Theory, CPTED in Schools, Residential and Commercial Systems Engineering, CPTED in Industrial and Institutional Criminologist, CPTED Theory Social Psychologist, CPTED Theory, CPTED in :Schools, Residential and Cmmnercial Man/Environment 2Relations, Psychology, Defensible Space CPTED Theory, CPTED in Public Housing Architect, Defensible Space, CPTED in Public Housing Criminal Justice, CIq'ED Theory and Docume. ntation Urban Planner, CPTED in Schools Criminal Justice, Public Administration, CPTED Theory Community Organization, CPTED in Residential Urban Planning, CPTED in Schools, Residential and Commercial Broward County Schools, Fort Lauder- dale, FL Westinghouse Labs, Pittsburgh, PA Severna Park, MD Florida State Univ., Tallahassee, FL Washington, DC Arlington, VA New York, NY Annandale, VA Washington, DC New York, NY American Institute for Research, Washington, DC Reston, VA Crime Prevention Through Environmental Design, Page 20 Public Administration Service s301 Greensboro Drive, Suite 420, McLean, Virginia 22102 Appendix E DRAFT CPTED GUIDELINES FOR THE CITY OF RANCHO CUCAMONGA CRIME PREVENTION THROUGH ENVIRONMENTAL DESIGN (CPTED) DEVELOPMENT PROJECT GUIDELINES FOR THE CITY OF RANCHO CUCAMONGA 1. Crime Prevention Through Environmental Design The value of Crime Prevention Through Environmental Design or CPTED as its more commonly known is twofold. First, it recognizes that the physical environment can be manipulated to produce behavioural effects that will reduce the fear and incidence of crime while improving the quality of life. Then, it provides a conceptual framework, derived from this insight, which serves to develop and ensure a better designed property· It is through the development of this design that crime and loss is kept to a minimum. That is because CPTED believes that crime and loss are by-products of human functions that are not working properly. CPTED and the Planning Process The City of Rancho C'ucamonga recognizes the value of CPTED principles and encourages their integration into the formal planning process through the development of these guidelines. This objective notwithstanding, it must always be remembered that CPTED is but one of many objectives that planners must continuously balance. AIM: to create an environment where the design and use can lead to the reduction in the fear and incidence of crime and an improvement in the quality of life. CPTED Concerns , lands and/or spaces that do not support their intended function. · designs that make it difficult for an intended function to work well. CPTED Guidelines match intended human functions with spaces that can support them. designs should ensure that the intended activity has the opportunity to function well. design and space should directly support the control of human behaviour. 2. Space Assessment The CPTED approach to space assessment provides a simple guide for the layperson to use in determining the appropriateness of how a space is desiqned and used. This approach is based on three functions or dimensions of human space. These functions are: 1. All human space has some designated purpose. 2. All human space has social, cultural, legal or physical definitions that prescribe the desired and acceptable behaviours- 3. All human space is designed to support and control the desired behaviour- By emphasizing designation. definition and design. space may be evaluated by asking the following types of questions: Designation What is the designated purpose ol this space? What was it originally intended to be used for? Definition How is the space defined-7 Where are its borders? Are there social or cultural definitions that affect how that space is used? Are legal or administrative rules clearly set-out and reinforced in policy? Are there signs? Once a basic self-assessment has been conducted, the "Three-d's' can be examined to help guide the decisions about what to do with human space- These guidelines are presented in the accompanying table. AIM: to develop a space that supports its intended function Designation Issues · How well does the space supports its intended use? Is there conflict? Definition Issues · Is it clear who owns the space? · Is there conflict or confusion between the designated purpose of the space and its definition? Design Issues · Does the physical design match its intended use? Does the physical design impede or conflict with the productive use of space? Does the physical design impede or conflict with the proper functioning of the intended human activity? Does the physical design provide the means for normal users to naturally control the activities of others? Is there conflict or confusion in the manner in which the physical design is intended to control human behaviour? Designation Guidelines · Assign space according to its ability to support an intended function. Use natural barriers, such as terrain or distance, to physically separate conflicting activities. Definition Guidelines · Provide clear border definitions of controlled space. · Provide clearly marked transitional zones that indicate movement from public to semi-public to private space. Design Guidelines · Ensure that physical space is designed in the context of the needs of the bona fide users of the space. · Design space to achieve an appropriate critical intensity of people. · Design space efficiently to maximize its effecteve and productive use. · Design space to increase the perception or reality of natural surveillance, natural access control and territorialfry (See Section 3). · Identify vulnerable activities, then reduce their risk by placing them inside areas of strong natural surveillance, natural access control and territorialfry. · Identify vulnerable areas (those with limited natural surveillance, natural access control and terrhoriality). then reduce their risk by improving the distribution of safe activities. Design Stralegies There are three overlapping CPTED design strategies. They are: Natural Surveillance; Natural Access Control; and, Territorial Reinforcement. Natural surveillance is a design strategy that is directed at keeping intruders under observation. Natural access control is a design strategy that is directed at decreasing crime opportunity. Territorial reinforcement is an 'umbrella' design strategy that realizes that physical design can create or extend a sphere of influence so that users of 3 property develop a sense of proprietorship over it. Territorial strategies will often embody natural surveillance and natural access control strategies. The conceptual thrust of the CPTED program is towards the exploitation of 'natural' forms of surveillance and access control. The term 'natural' when referring to natural surveillance and access control. refers to deriving surveillance and access control as a result of the routine use and enjoyment of lhe properly. Examples of 'natural' forms of surveillance include the strategic use and placement of park benches, windows and lobbies. Examples of 'natural" forms of access control include the strategic use of distance and/or topographical features to create a buffer between potentially conflicting activities. Other forms of surveillance and access control often used by designers include mechanical forms such as lighting, fencing or gadn0. AIM: to develop a design that functions well and supports the intended human behaviour. Natural Surveillance Concerns · Designing space that makes natural surveillance difficult. Overlooking or failing to develop natural surveillance opportunities. Failure to carry natural surveillance objectives consistently throughout the design. Naiural Access Controi Concerns · Designing space that makes natural access control difficult. Overlooking or failing to develop natural access control opportunities. Developing natural access control opportunities without considering their impact on natural surveillance. Natural Surveillance Guidelines Design space to facilitate observation by increasing 'visual permeability" i.e. tile ability to see what is ahead and around. Measure the need for privacy and/or limited sightlines against the need for personal safety. Place vulnerable activities in places that can be naturally monitored. Develop the potential for 'eyes on the street' by strategically aligning windows, work stations and other activity generators towards these areas. · Take special care to ensure that each phase of the project enhances and complements natural surveillance opportunities created in the design phase. This is particularly critical with respect to the landscaping and lighting phases. Natural Access Controi Guidelines · Design space to provide people with a sense of direction while giving them some natural indication as to where they are and are not allowed (refer to Definition guidelines}. Provide a limited number of access routes while allowing users some flexibility in movement. Take special care to ensure that natural access control opportunities enhance and complement natural surveillance objectives. Territorial Reinforcement Concerns Creating ambiguous spaces. Overlooking or failing to develop ownership opportunities. Territorial Reinforcement Guidelines Minimize the creation of ambiguous spaces (a space is ambiguous when it lacks any sort of clue as to what it is for, and who it is for). Accomplish this by identifying potential "leftover spaces', for instance those above ground spaces between a building's underground and its property line. Then take some positive action to develop this space so that users of the property take responsibility for it. Enhance the feelings of legitimate ownership by reinforcing existing natural surveillance and natural access control strategies with additional symbolic or social ones. This might include the use of symbolic barriers or signs. I Public Administration Service s30~ Greensboro Drive, Suite 420, McLean, Virginia 22102 Appendix F CRIME ANALYSIS FUNCTIONS FOR IDENTIFYING TRENDS IN COMMERCL~L CRIMES Public Administration Service 8301 Greensboro Drive, Suite 420, McLean, Virginia 23102 CRIME ANALYSIS FUNCTIONS FOR IDENTIFYING TRENDS IN COMMERCIAL CRIMES Crime analysis information should be available to identify changes over time in the nature of crimes committed at or around commercial premises. This information should be routinely reviewed by police managers and forwarded as necessary to other city agencies, business organizations, and other interested parties who have an interest in promoting safety in commercial areas. This paper describes two primary methods that could be used to generate concrete information on these crime problems. Exception reports should be generated as a statistical tool for identifying unusual levels of commercial crimes in different parts of the city. The City should be capable of generating detailed information on crime patterns in specific areas of the City. Exception Reportin_gg The main objectives of this crime analysis function are to alert police managers that the occurrence of a particular crime type is getting "out of control" or that recent operations in a problem area show that an area is now "under control." Taking into account seasonal variations, regional development, and organizational plans and program, a crime analysis unit should routinely prepare reports of this type for all interested parties in the jurisdiction served. This may include city administration and community groups as well as police ol~cers and supervisors. The procedure recommended for conducting: a useful exception report is as follows: Define the boundaries of the geogTaphic areas or zones where victimization levels are to be tracked. Areas of equivalent size will yield crimes per area, while areas of equivalent number of victims will yield crimes per target. Determine which particular offenses should be tracked. Separating residential, commercial, and personal crimes will often lead to pattern recognition out of a cluster of seemingly random offenses. The crime codes developed by the San Bernardino County Sheriffs Department lend themselves nicely for this propose:. Determine the time periods of interest:. Based on the history of the geographic areas with respect to the tyF~es of crimes being tracked and the reporting requirements of the agency, a reasonable time period should be selected. Typically, this period is about every two weeks. F-1 Public Administration Service s301 Greensboro Drive, Suite 420, McLean, Virginia 22102 F-2 An exception threshold should be computed for the various crime categories based on statistical fluctuations based on the criminal history of each zone. One method of doing this is comparing the most recent period with the average of the previous six time periods. Each zone should be reported as to its level on each of the crime categories of interest, those at or above thresholds should be highlighted. Colored maps for each crime type or mixed bar and line graphs are useful for displaying these clara. Crime Pattern Detection If a crime problem is identified through the exception reporting process, a search for commonalities or linking factors in that problem should begin. To the extent that a number of offenses share common attributes, different pattern types can be identified, depending on those attributes. Table 1 is a matrix of common and linking factors that have shown to be relevant in identifying and describing crime disorder patterns. There: are a considerable number of things that could be known about crime/disorder events. Unfortunately, most of the facts about these events are not captured, recorded, or available for analysis. Newertheless, it is incumbent on the agency investing crime/disorder incidents to thoroughly ascertain as many of these factors as permissible and to carefully record and make available all of these data to those performing pattern analyses. Conclusions At the very least, for each commercial area of interest in the City of Rancho Cucamonga, there should be routine analyses of commercial robbery, street robbery and theft from persons, commercial burglary, burglary/theft from motor vehicles, shoplifting, assaults, vandalism, and disturbances. The minimum factors associated with these crime problems that should be analyzed are: Type crime/disorder event (CAS code). ® Date, time of day, day of week occurred and discovered. , Type of call originally dispatched. ® Number of units dispatched and time spent on call. Address of event and map coordinates and zones. Description of surrounding area. Table 1 MATRIX OF COMMON AND LINKING FACTORS Data Categories Triangle Components Events Persons Places Things Offender ® Criminal History sGeneral Description ® Hangouts ® Vehicle ® Field Interviews ® Specific Description ® Residences ® Weapon ® Traffic Citations , Identities ® Employment ® Contraband ® M.O. · # Offenders · Tuff Boundaries ® Tools · Current Status · Behavior Description · Associates' Locations , Evidence Target · Frequency , Role · Locations · Types · Severity/Loss · Physical Profile · POE/MOE · Access · Recency · Prior Actions · Premise Type · Vulnerability · Force Used · Inju~ Sustained ® Security Pre~ent · Special Feature~ ® Cycles · Demographics · Adjacency · Contraband Opportunity · Temporal Factors · Witnesses · Geographic Trends · Concealability · Weather · Look Outs · Common Places · Market · Ongoing Distractions · Police Presence , Transport Routes · Ownership · Visibility · Guardianship · Street Links · Portability · Trends · Relationships · Geographic Features · Difficulty I Public Administration Service 8301 Greensboro Drive, Suite 420, McLean, Virginia 22102 F-4 · Premise type and point of entry/access. · Victim(s) description. · Offender(s) description. · Security used/defeated. · Offender(s) method of operation. · Vehicle(s) description. · Weapon(s) description. · Property/evidence description. · Witness descriptions. The San Bernardino County SherifFs Department has great potential to capture many of the essential crime/disorder data elements using the series of investigative reports and forms approved for use in Rancho Cucamonga. Those report forms, if thoroughly and properly completed, could create a crime analysis database that would allow ft3r the routine analysis of those events that exception reporting showed exceeded expected levels. This information could be very effectively deployed using GIS technology already available to San Bernardino County and the City of Rancho Cucamonga.