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HomeMy WebLinkAboutContracts & Agreements_37-2001AGREEMENT TO FURNISH CONSULTING SERVICES FOR CONCEPT DESIGN AND SPACE NEEDS ANALYSIS FOR THE EAST VALLEY COMMUNITY JUSTICE AND CIVIC CENTER This Agreement is made and entered into this Sixth day of March, 2001, by and between the City of Redlands, a municipal corporation ("City") and Daniel, Mann, Johnson, and Mendenhall (DMJM) ("Consultant"). In consideration of the mutual promises contained herein, City and Consultant agree as follows: 1.1 ARTICLE 1 - ENGAGEMENT OF CONSULTANT City hereby engages Consultant to perform space needs analysis and concept design services, which are more particularly described in Exhibit "A" attached hereto and incorporated herein by this reference (the "Consulting Services"), for the design of The East Valley Community Justice and Civic Center (the "Project"). 1.2 All work performed by Consultant under this Agreement shall be done in a professional manner, and Consultant represents that it is skilled and has the professional expertise necessary to provide high quality Consulting Services to City. ARTICLE 2 - RESPONSIBILITIES OF CITY 2.1 City shall place at the disposal of Consultant all available information in its possession pertinent to the Project. 2.2 City will provide access to and make all provisions for Consultant to enter upon property as required by Consultant to perform the Engineering Services under this Agreement. 2.3 City will designate in writing a person to act as City's representative with respect to the Consulting Services to be performed under this Agreement, and such person shall have complete authority to transmit instructions, receive information, interpret and define City's policies and decisions with respect to materials, equipment, elements, and systems pertinent to the Engineering Services covered by this Agreement. ARTICLE 3 - RESPONSIBILITIES OF CONSULTANT Page 1 of 4 3.1 Consultant shall perform the Consulting Services promptly and shall prosecute them diligently in accordance with the schedule attached hereto and incorporated herein as Exhibit "B." ARTICLE 4 - PAYMENTS TO CONSULTANT 4.1 For the performance of the Consulting Services, City will pay Consultant on a time and materials basis, and, in any event, a fee not to exceed $157,000. Fee does not include any reimbursables or additional services that may occur through the project. 4.2 Payment for the Consulting Services requested by City shall be in accordance with the hourly rates shown in Exhibit "C," Rate Schedule attached hereto and incorporated herein by this reference. 4.3 Payments by City to Consultant shall be made within 30 days after receipt and approval of Consultant's hereinabove invoice, by warrant payable to Consultant. All notices, bills and payments shall be made in writing and may be given by personal delivery or by mail. Notices, bills, and payments sent by mail should be addressed as follows: City Consultant Cletus F. Hyman City of Redlands Police Department P.O. Box 1025 Redlands, CA 92373 Wantland J. Smith DMJM 3250 Wilshire Blvd Los Angeles, CA 90010 When so addressed, such notices shall be deemed given upon deposit in the United States Mail; in all other instances, notices, bills and payments shall be deemed given at the time of actual delivery. Changes may be made in the names and addresses of the person to whom notices, bills, and payments are to be given by giving notice pursuant to this paragraph. ARTICLE 5 - INSURANCE AND INDEMNIFICATION 5.1 Consultant shall maintain workers' compensation insurance and, in addition shall maintain insurance to protect City from claims for damage due to bodily injury, personal injury, or death and claims for injury to or destruction of tangible property while performing the Services covered by the Agreement. Said public liability and property Page 2 of 4 damage insurance shall be in a minimum combined single limit of $1,000.00 per occurrence. The City shall be named an additional insured on the insurance coverage for public liability and property damage, and such insurance shall be primary and non- contributing to any insurance or self-insurance maintained by City. The Consultant shall provide City with a certificate evidencing such insurance coverage. 5.2 Consultant agrees to maintain professional liability insurance pursuant to this paragraph to protect City from negligent acts, errors, or omissions of a professional nature; the total aggregate of Consultant's professional liability insurance coverage shall be a minimum of $1,000,000. 5.3 Consultant shall indemnify, hold harmless and defend City and its elected officials, agents, and employees from and against any and all claims, loss, damage, charge or expense, to which they or any of them may be put or subjected to arising out of or resulting from any intentionally wrongful or negligent act or actions, omission or failure to act on the part of the Consultant, its contractors, its suppliers, anyone directly or indirectly employed by it or anyone for whose acts or omissions it may be liable in the performance of the Engineering Services described in this Agreement. ARTICLE 6 - GENERAL CONSIDERATIONS 6.1 In the event any action is commenced to enforce or interpret any of the terms or conditions of this Agreement the prevailing party shall, in addition to any costs and other relief, be entitled to recover its reasonable attorneys' fees. 6.2 Outside of Daniel C. Smith and Associates and Iskander Associates, Consultant shall not sublet or assign any of the Consulting Services to be performed under this Agreement, except with the prior written approval of the City and in strict compliance with the terms, provisions, and conditions of this Agreement. 6.3 The key Consultant's personnel proposed for this project are as follows: Wantland J. (Jay) Smith - DMJM Peter Luelsdorf — Holmes & Narver (H&N) Daniel C. Smith - Daniel C. Smith & Associates Nick Kollios - Daniel C. Smith & Associates Paul Danna - DMJM Jerry M. Rozycki - H&N Riccardo Accorsi - DMJM Arnold Y. Nishioka - H&N Islcander A. R. Abdulla - Islcander Associates, Inc. Consultant agrees that these key people will be made available and assigned to City's Project, and that they will not be replaced without concurrence from the City. Page 3 of 4 6.4 All documents, records, drawings, designs and specifications, cost estimates, and other Project documents developed by Consultant pursuant to this Agreement shall become the property of City and shall be delivered to City at City's request. Any reuse of such documents for other projects and any use of incomplete documents will be at City's sole risk. 6.5 Consultant is for all purposes under this Agreement an independent contractor and not an employee of City. All qualified personnel provided by Consultant pursuant to the provisions of this Agreement are to be employed by Consultant for its account only, and in no event shall Consultant or any personnel retained by him be deemed to have been employed by City or engaged by City for the account of or on behalf of City. 6.6 Unless earlier terminated as stipulated below, this Agreement shall terminate upon completion and acceptance by City of the Consulting Services. 6.7 Upon receipt of a termination notice, Consultant shall (1) promptly discontinue all services and (2) deliver or otherwise make available to City, copies of data, design calculations, drawings, specifications, reports, estimates, summaries, and such other information and materials as may have been accumulated by Consultant in performing this Agreement. (See "Termination, Suspension or Abandonment" in Exhibit "A". 6.8 This Agreement, including the attachments incorporated herein by reference, represents the entire agreement and understanding between the parties and any negotiations, proposals or oral agreements are intended to be integrated herein and to be superseded by this written Agreement. Any supplement or amendment to this Agreement to be effective shall be in writing and signed by City and Consultant. 6.9 This Agreement shall be governed by and construed in accordance with the laws of the State of California. IN WITNESS WHEREOF, duly authorized representatives of the parties have signed in confirmation of this Agreement. CITY OF REDLANDS By Mayor Date March 6, 2001 ATTEST: C �. ty Clerk Daniel, Mann, Jo ©nj, & Mendenhall By Want and J. Sm'th i'rincipal Date /4/11/2- / 2/ Page 4 of 4 ATTACHMENT A Scope of Work Introduction: We propose the following Scope of Work, which at this early juncture represents our best estimate of what services the City requires. We understand that the City of Redlands Project Team may require a particular emphasis in certain aspects of this study, or that some amount of work we suggest here has already been conducted and need not be duplicated. In either case, we present this scope as our initial understanding of the project needs. This project will be divided into the following five tasks: 1) Program Analysis, 2) Space Planning Analysis, 3) Prepare Concept Plans, 4) Cost Estimate, and 5) Project Documentation and Final Presentation. Task 1— Program Analysis This initial task includes the project initiation and data acquisition, interviews and facility tours, and inventory and assessment of facility resources. 1A - Project Initiation and Data Acquisition Process: We will hold an initial meeting with the City Project Team to further understand the goals of the study, address key issues, identify the Project Steering Team, present our list of data and informational needs, determine an interview schedule and the department heads to be interviewed, and refine this work plan as necessary. After this meeting, we will employ various data collection approaches in order to collect sufficient information to thoroughly document past and current service demand, staffing levels, operating characteristics, and utilization of existing facilities. These approaches include, but will not be limited to: a) Review and analysis of all city and county provided documents b) Development and distribution of questionnaires to selected department staff c) Interviews with staff to clarify questionnaire responses and obtain additional information d) On -site observations of existing departmental operations and space utilization e) Comprehensive tours of all existing facilities. Product: We will conduct a post -interview, post -facility tour briefing with the City Project Team to discuss salient findings, and to surface any significant issues that would require a policy decision and/or fundamental project direction by the City Project Team. Page 1 of 7 1B — Inventory and Assessment of Facility Resources: Process: We will quantify the City of Redland's Police and Fire department's existing facilities and sites in terms of space utilization, functionality, expansion potential, and to inventory existing equipment and furniture that may be utilized in the new facility. To achieve this goal we will collect and analyze city -provided building and site plans; related real-estate data, and conduct on -site tours of applicable facilities. At this juncture, we are not proposing to inventory and assess existing county agency and other facilities. However, we will remain available to do so on an add -services basis. Product: These processes will yield a detailed space inventory of all existing police and fire facilities in terms of net and gross square footage by building and associated building efficiency net -to -gross ratios. For each city bureau, division, and section, we will document the net useable square feet occupied on a building -by -building and floor -by -floor basis to quantify space utilization levels in terms of average square feet per person, and percentage of under, and/or over -utilized space. We will also document site acreage, parking capacity (visitors, staff, and city vehicles). This documentation will be in spreadsheet format, supported by accompanying narrative. Task 2 The second task is comprised of the project needs assessment and facility programming effort as described below. 2A - Service Demand and Staff Projections: Process: Police Department: Projections of Police Department service demand will be developed through: a) analysis of per capita historical workload trends versus sworn staff and total staffing levels. (We suggest using calls for services as the primary workload indicator, supplemented by reported crimes, booking rates, and possibly several other indicators if synthesized data is readily available from the department.); b) developing a logical range of service demand projection scenarios by applying alternative selected historical workload per capita rates to projected population; and, c) working with City Project Team staff, we will collectively select a specific workload projection(s) for each major area that will serve in large part as the baseline from which a staffing forecast will be developed. Macro -level staff projections will be formulated by: 1) applying a logical selected historical ratio of staff versus workload to projected workload levels, and adjusting these selected staffing ratios to account for any anticipated changes in operations, organizational structure, evolving technologies, office automation, and potentially other factors as appropriate. The resulting projections will then be further validated by comparing them to the staffing levels of cities with like -size, service delivery systems, and socio-economic characteristics. The resulting bottom - Page 2 of 7 line projection will then be used as the guideline for developing specific (micro -level) staffing plans for each bureau/division/section/unit within the department. Specific staffing plans for each function will then be developed by working with department management to establish individual bottom -line projections for each division, section, and unit of the Department. We will then ask designated department personnel to develop detailed staffing projections on a position -by -position basis within the constraints of the bottom -line projection for their organization.; d) the Consultant Team will then compile the results and resolve any discrepancies with division management. Fire Department: We do not propose to develop specific projections of workload for Fire Administrative staff. Rather, we believe that the projected number of Fire administrative staff will be dictated by the overall staffing levels of the department, and any yet -to -be -determined changes in operations, technology, and automation that we intend to identify during the data acquisition phase of this project. Court and Court -Related Staff: We will review and incorporate any county developed projections of criminal and civil caseload, associated judicial positions, and staff that have been developed as part of the courts consolidation study, or any other county -provided document. Other Non -City Agencies: We will meet with representatives of other agencies identified in the RFP to understand the type, and level of service they intend to provide in the new complex. Using total population projections for the area served by the Redlands Court Division and other appropriate Redlands divisions of applicable County of San Bernardino Departments, we will determine estimated volume of public visitors to the facility and identify any other factors that may affect staffing levels for these organizations. Product: All projections of service demand and staff will be developed in five-year planning increments for a 20-year planning horizon. These projections will be documented by division, section, and unit; as well as on a position -by -position basis. The format for this documentation will include matrices, graphs and explanatory text. 2B - Facilities and Site Programming Process: For each function we will develop a detailed space program and accompanying adjacency diagrams as explained below. Space Program: A statement of spatial needs will be developed using the following process: a) Development of space standards: For all non -court functions we propose to develop a set of uniform workstation space allocation standards that would be applied project -wide. These workstation standards would be assigned on a per Page 3 of 7 position basis as determined by employee work task, classification, and the need for privacy. These standards will be selected from our extensive in-house space standards database. This database is based on industry -wide practice and our experience with similar projects. Specific industry -accepted space standards for common office equipment, specialized equipment, and specialized use areas (such as conference rooms, lobbies, file storage areas, prisoner holding cells, etc.) will be incorporated into the project. If city and/or county standards currently exist, we will analyze them and work with the City Project Team to determine whether they should be utilized, and if so to what degree. We will utilize State planning standards for all applicable court areas. b) Application of space standards: Specific workstation space allocation standards will be applied to the projected number staff for each function per employee classification. Industry common standards will be applied to estimated quantities of equipment and special areas. Estimated equipment needs will be determined by using existing equipment inventory as a baseline and accounting for additional growth in relationship to staff. In developing forecast of office equipment, we will also take into account continuing advances in office automation, increasing use of optical disk storage systems and scanners, the effect of mobile data computing, as anticipated in the city's long-term capital budget plans; c) Determination of specialized areas space: All special areas such as conference rooms, records, interview rooms, property evidence, prisoner holding, etc. will be quantified based on usage projections. Where appropriate, rather than listing each special area as a line item in the space program, we will develop a more detailed database describing the specific equipment and other spatial components that comprise a given area to determine to the total square footage of a specialized area (e.g. Emergency Operations Center). d) Determination of circulation space with occupied areas: Some space programming methodologies simply apply a single factor to the bottom -line net area space requirements for a given department or function. This can result in a miscalculation of the amount of space required for circulation required within occupiable areas of the building. Our programming methodology involves applying a specific circulation factor for each workstation, piece of equipment, and special area to obtain a more accurate estimate of circulation space. For example, we will pay particular attention to specialized areas such as prisoner holding, where the need for separation between adults and juveniles is mandatory, and therefore requires more circulation space that would a common office area. e) Building support/core spaces: an allowance will be included for code required and building support spaces such as mechanical electrical, telephone closets, code -required circulation corridors, building columns, exterior walls, shafts, stairwells, elevators, etc. Page 4 of 7 Upon determination of the total spatial requirements for each functional component or department, we will then develop both departmental level adjacency diagrams, and interdepartmental adjacency diagrams which will proportionately demonstrate the significant proximity relationships between various functional components; primary public, staff, and secured circulation; as well various security zones within the building. These detailed requirements along with the developed adjacency diagrams will then be synthesized into a facilities program summary delineating the total staff and space required by each major functional area/organization. This information will then begin to suggest ideal building configuration, stacking, and floorplate sizes that will be explored in the conceptual design stage of the project. Site Program: We will develop a detailed site program, quantifying the main building footprint, ancillary structures (large or irregular item evidence storage, emergency generators, etc.); parking requirements delineated by city -vehicles, staff, and public visitors, and space required for pedestrian and vehicle circulation, building aprons, landscaping and required setbacks. Product: The space program will specifically document in five-year planning increments: 1) staff requirements on a position -by -position basis including employee classification, workstation space standard assigned, quantity of staff per classification, and associated net square footage; 2) standard office equipment requirements, including all non -workstation office equipment and associated net square footage; 3) special area and related equipment such as conference rooms, records, interview rooms, property evidence, prisoner holding, etc.; 4) space required for circulation; and, 5) building support spaces by including an allowance for building support spaces such as mechanical electrical, telephone closets, code -required circulation corridors, building columns, exterior walls, shafts, stairwells, elevators, etc. The site program will be provided in the form a detailed matrix delineating all of the components listed above at the point of facility build -out. This matrix will be accompanied by narrative as necessary. Task 3 - Prepare Concept Plans During this task, the DMJM/H&N team of police and courts facilities planners and designers will prepare the concept plans in response to the program. The process will begin with site testing and analysis, including the examination of the site constraints and opportunities. The team will be supported by the team's civil engineers through inventory of all site utilities, drainage, access, and other issues affecting the use of the site and the potential cost of the development. . 3.A - Prepare Initial Concepts: Based on, the program of requirements for the project, the planners/designers will prepare a minimum of three alternative concept plans to illustrate the orientation and arrangement of building components and access of public, staff, patrol vehicles, court staff, and other users. Potential for single -story, two-story, and three-story arrangements will be explored. Initial diagrams will identify the location of the user departments within the Page 5 of 7 police, courts, fire administration and other elements of the complex. The planners will identify the potential advantages and disadvantages of the initial alternatives for review with the project users and review team. 3.B - Review Initial Concepts: The initial concepts will be reviewed by the project review committee for comments and approval. Preferred concepts or elements thereof will be further developed, together with the preparation of diagrammatic floor plans for the alternatives. 3.0 - Prepare Diagrammatic Floor Plans: Floor plans will be developed as block layouts at the departmental level. Relationships between functions as indicated in the program requirements will be illustrated. The floor plans will illustrate the arrangement of the project's elements, including principal uses. Circulation of public, staff, restricted/private, and secure custody movement will be illustrated. Site circulation of public, staff, and official vehicles will also be addressed on related site plans. The floor plans will address the critical relationships within the police and court facilities including the control of public movement, the provision of restricted staff areas, and the handling of arrestees, detainees, and defendants. They will address the operational and space needs of the public, and the interaction of public with records, personnel, property and other functions. The plans will illustrate the arrangement of police department functions to support the daily routines for patrol officers from arrival, through briefing, to deployment, and through property and report writing, and of the special needs of detectives. Similarly, the complex requirements for the court functions will also be illustrated in the floor plans, including public security screening, restriction of public movement, the creation of restricted zones for judicial and support staff, andthe secure circulation and holding of defendants. 3.D - Review Alternative Concepts/Plans: The site and floor plans will be presented to the project review team for comments. DMJM/H&N's team will lead the city/county review team through a thorough evaluation of the advantages and disadvantages of the alternate concepts. Through this process, the planners and designers will assist the city and county representatives with the selection of the preferred concept. 3.E - Finalize Concepts: The selected concepts will be further developed and illustrated on a final set of concept drawings, showing selected site and diagrammatic floor plans. 3.F — Present Concept Plans: The final concept plans will be presented to the project review committee and to city and county management and elected officials as appropriate. Task 4 - Cost Estimate As soon as the concept plans have been sufficiently developed to illustrate the nature of the proposed concepts, the estimator will begin the development of the cost estimate. We will develop a conceptual cost estimate for the recommended plan, together with any of the alternate concepts if desired. The cost estimate will provide estimates of: 1) "hard" construction cost on a per square foot basis, by type and quantity of space to be newly developed or remodeled (e.g. office vs. detention, vs. warehouse (lost property/evidence) etc.; 2) an estimate of furniture, Page 6 of 7 fixtures, and equipment costs (FF&E) on a per workstation, special area basis; and, 3) "soft" costs, including A/E services, specialized consultants, environmental assessments, and other professional fees; and contingencies. All figures will be provided in terms of current (non - inflated) costs, or at the City's discretion, we can escalate those cost to the mid -point of the anticipated construction completion date(s). Task 5 — Final Documentation and Presentation. We will produce: 1) a comprehensive draft report (for the City Project Teams review and input); 2) a final bound report; and, 3) if desired, one presentation to a selected committee. The final report will be in the form of a bound, laser -printed, photocopied document comprised of narrative, spreadsheets, graphs, and diagrams. It will be subdivided into sections, generally corresponding to the tasks identified above, and will include an executive summary and related appendices. The report will be developed in a format and general style that will be readily digestible by city and county staff, as well as the general public. Page 7 of 7 r DMJM/H&N with DSA RFP - East Valley Community Justice Center 12/05/00 July 1 August 01 081 51221291051 21 91 . mon .Ma 1 . `I - El .ai N.- Task :---- Rolled Up Task .,--------„„„--- Project Summary ,yr:,: Split Rolled Up Split External Milestone : Progress Rolled Up Milestone O Deadline Milestone ♦ Rolled Up Progress Summary External Tasks r Page 1 Wed 02/28/01 ;3:55 PM Ix® EOM a) c 7 — ip 1- N N- O I-- N O N CO O O) N N in LL < O 2 (0 7 N Jr N N CO . L N C it Task 1 - Program Analysis 23 days ########a ####### 1.A - Project Inititation and Data Acquisition 2 wks ##t##i 1.B. - Post Interview/Tour Briefing 3 days ######/#0 1.0 - Inventory/Assessment of Facility Resources 2 wks Task 2 - Space Planning Analysis 51 days 2.A - Service Demand and Staff Projections 4 wks ####i #######i 2.B - Facilities and Site Programming 5 wks #######i 2C. - Submit Initial Draft Space Program 1 day 2.D - Review of Initial Program Draft 1 wk ########4 #######1 Task 3 - Prepare Concept Plans 44 days 3.A - Prepare Initial Concepts 2 wks III141444#44 #######1 3.B - Review Initial Concepts 2 days 3.0 - Prepare Diagrammatic Floor Plans 3 wks #######M #######i 3.D - Review Alternative Concepts/Plans 2 days ########4 ######/444 3.E - Finalize Concepts 2 wks 3.F - Review Concept Plans 1 wk Task 4 - Cost Estimate 10 days 4.A - Prepare Estimate 8 days ####/#14f:#4 ###€####1 4.B - Review Estimate 2 days ########i Task 5 - Final Documentation and Presentation 21 days ########t 04##$##A4 4.A - Prepare Draft Report 9 days 4.B - Review Draft Report 1 wk 4.0 - Prepare/Conduct Presentation 2 days ########i #######9 N f6 in Duration Task Name a , N (`) 1- 1.0 0 r 00 O) 0 N CO V Cn CO co O RI) N N N ATTACHMENT C 4+ d c Ls) Ts ncn cc O •� c.> cn cov ._ w 0 Fee Breakdown o - o 0 0 0 0 0 �` O o0 N d- d' d' d' v p C.)Ef} Efl ER Et Ef V. ER 1- N d r r r O O 0000000 r COCM N CO CO CO CO L0 c u O O 0 Ln Ef} r (4.EREaEftEA ▪ oEa 1- 0 dd' O LL0 CO o LOn CO CO N = r 00 00 000000O NO OdONd co- a0 c7 CO O (h N ER E9 (F} 69 69 CO E 6g M CO Q( COc N ) o © 0 0 0 0 0 0 0 C N CO CO CO N CO CO CO CO U O) CO CO CO 0) CO CO d' 0) r N N N T- N. N fl TO O 69-Efl Efl EA En EF} (4 'V N C T- p i (Od d'd'Od'd d o0 = r N N N r N N 0 2 a) > C TO •y a) o C cart c 0 2 >+ o T.)E: a' o co n N N O)) CO50 -'o`a c '''s12 E c 8 o E ro m c E� 3o. O(J)n. c 0) (n� a) W CO 02 v i o U V (13 O. '''' •� O O Q. Q O.. O.. '6 v.).OL O a aSco0cou)<n.c0n. " N co) d• LO U▪ ) ▪ U) U) U) U) 1•- • (0 .a I- • N .o 0 'a I- I- I- 0 (0 M Ef} co O Ln Ln 0 N Lc) N M Ea N (O (O 0 0) (7t (4 ATTACHMENT C DMJM/H&N in association with DSA SUMMARY/RECAP Revised Fee Proposal for East Valley Community Justice Center 16-Feb-01 Task 1 Task 2 Task 3 Task 4 Task 5 DMJM/H&N DSA Iskander Program Analysis 5,440 16,000 Space Planning Analysis 13,280 31,160 Prepare Conceptual Plans 52,320 5,280 Cost Estimate 2,240 880 12,000 Project Documentation 9,120 2,560 82,400 55,880 '12,000 Expenses (Allowance at 5% of Salary -Related Fee) DSA DMJ M/H&N TOTAL Allowances Models and Renderings (allowance of $20,000 to $25,000) $ l Original Fee Proposal Lowillizogigimdtigiogigisg 25ii000ir '427:400CQ1 440 45,000: "'; 53,000 60,p 45,000 60,000 ,120 ;10,000 12,000 ,680 4,`000 - 5,000 28d �'29,000 1;57,000K 25,0. 20.000• 25,000 ATTACHMENT C Fee Breakdown O 0 0 C0 O N i01 r 6(96940 - 0 0 64 Co00 ‘7J(0 N r- N N E9 E9 CO CO CO CO 49-1 000000[0;''. O 0 0 O LO.O 04 O 0 00 0 037;7; CO00�600 69 69. 69 69 kb x�,0 m� 4 co O 0 'CJ O 00 r N Efl. EA- Ef3 00 CO O O C0" 0 0 O co co co. ; coii N 00 saii 0? rn 69 69 Eft1E9;klr 00 CO 0 O c c s.0 i+ O N O b O (6 O c cn al W _ off$ R. N :c '� c c Q O c U rO+ O c (I) -0 a)� aaioU Q c a Q c. 0 a> _ C •a) •O C N N C O 03 ••C 0k O Q oU_gl 0 OU VU 0 E cn E o 'rn co — E a) 0) —0 a) oa' L L c d O 0 c0 0 ro a).=1 0 0 OLCr) N 0 Q N 0°q d N 0- 2 2 u)2CC „I0 (1)0. Q m Q m 69- 0O10,0' d• 00 �t ?,:a d• ta•O;N�Oto.tu Cl[ Oa.( T N Y ct p F- F- Y F- 1 0 0 0 0 0 0 d O id-, O p0 0 c\t N N M N CV 69 69 \ 3 Ef} 00 O cD .01 0 0 c=> $04 0 co 00 opm 00 u u Efl N O OO CO CO (0„ to .sr CYOV 64 Efl [Ef3'' Ef} 98 $15,680 64 $19,680 Funds - Agreement - Justice/Civic Center - On motion of Councilmember George, seconded by Councilmember Freedman, the City Council unanimously authorized a consultant agreement with DMJM, authorized the Mayor and City Clerk to sign the agreement on behalf of the City, and approved an additional appropriation, not to exceed S157,000.00 from the Public Facilities Development Fund, to conduct a space needs analysis and conceptual plan for the proposed Community Justice and Civic Center. Settlement Agreement - A settlement and release agreement with Gary Yeakel, Ismael Juarez, and Colleen DeFeo for property damages due to a sewage overflow, as agreed to by the City Council in a closed session, was provided at this time to notify the public in accordance with requirements of the Brown Act. Resolution No. 5853 - Traffic - On motion of Councilmember George, seconded by Councilmember Freedman, the City Council unanimously adopted Resolution No. 5853, a resolution of the City Council of the City of Redlands establishing the following traffic regulations pursuant to Title 10 of the Redlands Municipal Code: install a "No Left Turn" sign on the median island at the opening on Redlands Boulevard for westbound traffic west of Eureka Street at 301 West Redlands Boulevard. Resolution No. 5854 Traffic - On motion of Councilmember George, seconded by Councilmember Freedman, the City Council unanimously adopted Resolution No. 5854, a resolution of the City Council of the City of Redlands establishing the following traffic regulations pursuant to Title 10 of the Redlands Municipal Code: install a stop sign on Plum Lane at Orange Tree Lane and on Idaho Street at Orange Tree Lane. MOU RASME - On motion of Councilmember Gilbreath, seconded by Councilmember Freedman, the City Council unanimously ratified an amendment Memorandum of Understanding with the Redlands Association of Safety Management Employees and authorized the Mayor and City Clerk to sign the agreement on behalf of the City. MOU - RAMME - On motion of Councilmember Gilbreath, seconded by Councilmember George, the City Council unanimously ratified a Memorandum of Understanding with the Redlands association of Mid -Management Employees and authorized the Mayor and City Clerk to sign the agreement on behalf of the City. Mayor Gilbreath thanked Personnel Manager Olsen, Finance Director Johnson, and City Manager Davidson for their efforts in the salary negotiations. Resolution No. 5855 - Local Vendor Participation - On motion of Councilmember Gilbreath, seconded by Councilmember George, the City Council unanimously adopted Resolution No. 5855, a resolution of the City of March 6, 2001 Page 3