Agenda — Adelanto City Council, December 10, 2025 (part 2 of 3)

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289
Sub Project:

Project Manager:

Geo Monitor, Inc.
17152 Darwin Avenue
Hesperia CA, 92345 Kristal Escobar
Project: Adelanto Water
G25K101
Work Order:
11/10/25 17:10
25K1199
Reported:

Received:
11/19/25
Clinical Laboratory of San Bernardino, Inc.

Celebrating 50 Years of Analytical Service 1967-2017
Analyte Method Result Units Prepared Analyzed Batch
G25K101-01 (Filter Effluent) 25K1199-01 (Water) Sample Date: 11/10/25 10:45 Sampler: Salvador Ruiz Rep. Limit MCL Qualifier
Metals
Iron (Fe) EPA 200.7 ND 100 300 ug/L 11/14/25 11/14/25 2546219 Manganese (Mn) EPA 200.7 ND 20 50 ug/L 11/14/25 11/14/25 2546219 Analyte Method Result Units Prepared Analyzed Batch
G25K101-02 (Front Pump House) 25K1199-02 (Water) Sample Date: 11/10/25 9:30 Sampler: Salvador Ruiz Rep. Limit MCL Qualifier
General Chemical Analyses
Fluoride (F) EPA 300.0 0.41 0.10 2 mg/L 11/13/25 11/13/25 2546178 Metals
Arsenic (As) EPA 200.8 ND 2.0 10 ug/L 11/13/25 11/13/25 2546176 Iron (Fe) EPA 200.7 ND 100 300 ug/L 11/14/25 11/14/25 2546219 Manganese (Mn) EPA 200.7 ND 20 50 ug/L 11/14/25 11/14/25 2546219 ND Analyte NOT DETECTED at or above the reporting limit Isabel Navarro
Project Manager

Page 1 of 1 ends

Post Office Box 329 San Bernardino, CA 92402 (909) 825-7693 Fax (909) 825-7696 ELAP Number 1088

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291

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292
Geo-Monitor, Inc.

Project:

Client:

Reported:

Received:

Sampled:

Sampler:

Sub Project: Week 3 - I&M Treatment Plant
11780 Air Expressway
Adelanto CA, 92301
System:

Fax:

Phone:

Contact:
(620) 474-7310
Woodard & Curran - Adelanto Water
Adelanto Water
Chris Mcmahon
CA3610001
11/18/2025
Salvador Ruiz
11/18/2025 15:13
12/02/2025

RESULTS
Laboratory
ID
Sample
Location
Sample
Time
E. Coli
P/A
Total Coliform
P/A
Cl Res (Field)
mg/L
Plate Count
CFU/ml
G25K204-01 09:37 Filter Effluent 2.10 A A <1
G25K204-02 07:50 Front Pump House 1.67 A A <1
A - Absence of Bacteria
P - Presence of Bacteria
P.O. Box 401428 Hesperia, CA 92340. 760-244-3481. ELAP Number 2691 Page 1 of 2 Kristal Escobar
Laboratory Supervisor

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293

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294
Sub Project:

Project Manager:

Geo Monitor, Inc.
17152 Darwin Avenue
Hesperia CA, 92345 Kristal Escobar
Project: Adelanto Water
G25K204
Work Order:
11/18/25 16:10
25K1955
Reported:

Received:
12/02/25
Clinical Laboratory of San Bernardino, Inc.

Celebrating 50 Years of Analytical Service 1967-2017
Analyte Method Result Units Prepared Analyzed Batch
G25K204-01 (Filter Effluent) 25K1955-01 (Drinking Water) Sample Date: 11/18/25 9:37 Sampler: Salvador Ruiz Rep. Limit MCL Qualifier
Metals
Iron (Fe) EPA 200.7 ND 100 300 ug/L 11/21/25 11/21/25 2547212 Manganese (Mn) EPA 200.7 ND 20 50 ug/L 11/21/25 11/21/25 2547212 Analyte Method Result Units Prepared Analyzed Batch
G25K204-02 (Front Pump House) 25K1955-02 (Drinking Water) Sample Date: 11/18/25 7:50 Sampler: Salvador Ruiz Rep. Limit MCL Qualifier
General Chemical Analyses
Fluoride (F) EPA 300.0 0.45 0.10 2 mg/L 11/21/25 11/21/25 2547220 Metals
Arsenic (As) EPA 200.8 ND 2.0 10 ug/L 11/26/25 11/26/25 2548083 Iron (Fe) EPA 200.7 ND 100 300 ug/L 11/21/25 11/21/25 2547212 Manganese (Mn) EPA 200.7 ND 20 50 ug/L 11/21/25 11/21/25 2547212 ND Analyte NOT DETECTED at or above the reporting limit Isabel Navarro
Project Manager

Page 1 of 1 ends

Post Office Box 329 San Bernardino, CA 92402 (909) 825-7693 Fax (909) 825-7696 ELAP Number 1088

Page 3 of 5 ends

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Page 4 of 5 ends

296

Page 5 of 5 ends

297
Geo-Monitor, Inc.

Project:

Client:

Reported:

Received:

Sampled:

Sampler:

Sub Project: Week 4 - I&M Treatment Plant
11780 Air Expressway
Adelanto CA, 92301
System:

Fax:

Phone:

Contact:
(620) 474-7310
Woodard & Curran - Adelanto Water
Adelanto Water
Chris Mcmahon
CA3610001
11/24/2025
Adrian Villarreal
11/24/2025 15:07
12/01/2025

RESULTS
Laboratory
ID
Sample
Location
Sample
Time
E. Coli
P/A
Total Coliform
P/A
Cl Res (Field)
mg/L
Plate Count
CFU/ml
G25K275-01 09:05 Filter Effluent 2.02 A A 1
G25K275-02 08:24 Front Pump House 1.37 A A <1
A - Absence of Bacteria
P - Presence of Bacteria
P.O. Box 401428 Hesperia, CA 92340. 760-244-3481. ELAP Number 2691 Page 1 of 2 Kristal Escobar
Laboratory Supervisor

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ADELANTO PUBLIC UTILITY AUTHORITY
A D E L A N T O G O V E R N M E N T A L C E N T E R | 1 1 6 0 0 A I R E X P R E S S W A Y | A D E L A N T O , C A L I F O R N I A 9 2 3 0 1
DATE: December 10, 2025
TO: Honorable Chairman, and Public Utility Authority Members FROM: Jessie Flores, Executive Director
BY: Jessie Flores, Executive Director
SUBJECT: APPROVE AMENDMENT THREE TO THE AS NEEDED INTERGOVERNMENTAL CONSULTING SERVCIES AGREENT IN THE ADDITIONAL AMOUNT OF $120,000 STAFF RECOMMENDATION:

Staff recommends APUA approve an amendment to the Intergovernmental Consulting Services Agreement contract with Potomac Partners in the additional amount of $120,000.

BACKGROUND:

On July 1 2022, the APUA contracted with Potomac Partners for Intergovernmental Consulting Services to support the APUA’s (“APUA”) outreach with Federal appointed and elected staff. On November 1, 2023 this agreement was extended by a year.

Potomac Partners has successfully secured over $1.5m in earmark funding, and organized multiple trips to DC and Sacramento to attract grant funding.

FISCAL IMPACT:

The fiscal impact of this contract will be in the amount of $120,000.

ATTACHMENTS:

Amendment 3.
300

ADELANTO PUBLIC UTILITY AUTHORITY
AMENDMENT NO. 3 TO
PROFESSIONAL SERVICES AGREEMENT – AS-NEEDED INTERGOVERNMENTAL

CONSULTING SERVICES
This is Amendment No. 3 (“Amendment No. 3”) to that certain Professional Service Agreement – Intergovernmental Consulting Services (“Agreement”) made on July 1 2023 and amended on November 1 2023, further amended on November 13, 2024, between the Adelanto Public Utility Authority (“APUA”) and Potomac Partners (“Consultant”). This Amendment is made and entered into on December 10, 2025, to extend the term of the Agreement until the end of the Calendar year, December 31, 2026.

1. Capitalized terms used but not defined in this Amendment No. 3 shall have the meanings ascribed to them in the Agreement.

2. Section 1.1, “Term of Services” is amended to read as follows:

1.1 Term of Services. The term of this Agreement shall end on December 31, 2026, unless the term of the Agreement is otherwise terminated or extended as provided for in Section V.5.1. The time provided to Consultant to complete the services required by this Agreement shall not affect the APUA's right to terminate the Agreement, as provided for in Section V.

3. SECTION 1.4, “Compensation” is amended to include the following to read as follows:

SECTION 1.4. COMPENSATION.

APUA hereby agrees to pay Consultant a sum not to exceed THREE HUNDRED AND SIXTY ($360,000.00) (the “Not-to-Exceed Sum”) notwithstanding any contrary indications that may be contained in Consultant’s proposal, for the Services to be performed and reimbursable costs incurred under this Agreement for the time period from July 1, 2023, to December 31, 2026. Consultant shall be paid at the same Monthly rates currently being paid by the APUA, but the monthly rate will be increased to $10,000 effective January 1, 2026. Consultant shall submit all invoices to APUA in the manner specified herein. Except as specifically authorized in advance by APUA, Consultant shall not bill APUA for duplicate services performed by more than one person.

4. All other terms and conditions of the Agreement remain in full force and effect. 301
AMENDMENT NO. 1

5. This Amendment No. 3. may be executed in multiple counterparts, each of which shall be an original and all of which together shall constitute one agreement.

IN WITNESS WHEREOF, the Parties hereto have executed and entered into this Agreement as of the Effective Date.

ADELANTO PUBLIC UTILITY

AUTHORITY
____________________________
Jessie Flores, APUA Executive Director
Attest:
____________________________
Brenda Lopez, APUA Clerk
Approved as to Form:
____________________________
Todd Litfin, General Counsel

CONSULTANT
______________________________
Potomac Partners
Dan Feliz
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City of Adelanto Federal Government Relations
Consulting Proposal
Prepared By: Potomac Partners DDC
Date: December 2025
Executive Summary
The City of Adelanto and your Public Utility District face a unique combination of regulatory, infrastructure, and economic development challenges that demand a coordinated and sustained intergovernmental strategy. Decades of underinvestment, environmental constraints, and limited fiscal capacity have hindered the City’s ability to attract new industries, support housing production, and modernize essential water and wastewater systems. At the same time, Adelanto’s status as a disadvantaged community, proximity to major logistics corridors, and availability of developable land position it for significant transformation if paired with the right federal and state engagement.

Potomac Partners DC proposes a comprehensive federal strategy focused on unlocking regulatory barriers, expanding Adelanto’s infrastructure capacity, and securing federal funding to support long-term economic revitalization. Our team brings deep experience representing communities with similar environmental constraints, established working relationships across federal and state agencies, and a strong track record of securing competitive grant awards, congressional authorizations, and direct appropriations (earmarks).

At the core of our approach is an aggressive and multifaceted funding strategy to expand Adelanto’s water and wastewater systems critical prerequisites for commercial development, housing expansion, and industrial growth. While the surge of federal COVID-era relief funding has receded, our firm has remained highly proactive in pursuing every available grant and appropriations pathway across federal agencies and Congress. This includes positioning Adelanto early in upcoming Notice of Funding Availability (NOFA) cycles, elevating the City’s status as a disadvantaged community, and ensuring Adelanto is competitive for major federal infrastructure programs.

Federal Agency Strategy
Potomac Partners is pursuing multiple federal grant and loan-guarantee programs central to water, wastewater, environmental remediation, and economic development, including:
• Environmental Protection Agency – Water infrastructure, resiliency, and environmental cleanup programs.
• Department of the Interior – Water resource programs, including opportunities for partnerships with Native American tribes and state/local revolving water funds. • U.S. Department of Agriculture – Rural and underserved community water system grants and financing.
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• Department of Energy – Infrastructure modernization, clean-energy, and hydrogenconversion pilot programs. • Department of Commerce (EDA) – Public works and infrastructure funding supporting job creation and industrial development.
• USDOT – Safe Streets, Roads, and Livable Communities programs to improve transportation access and safety.

The next major NOFA cycle is anticipated in early 2026 and we have already initiated engagement with agency officials to align Adelanto’s priorities with federal program criteria.

Congressional Strategy
Our congressional strategy targets both authorizing legislation and annual appropriations bills to secure dedicated funding for Adelanto’s water and wastewater expansion.

Authorizing Legislation
• Water Resources Development Act (WRDA) – Although traditionally focused on Army Corps water and flood projects, recent WRDA bills incorporated new environmental and water infrastructure funding authorities. Adelanto’s $10 million authorization requests will be submitted:
o House: Rep. Obernolte and the Committee
o Senate: Senators Padilla and Butler
While the political landscape remains fluid including uncertainty Congressional appropriations timing House T&I staff have signaled interest in moving a WRDA draft as early as May, with markup in June/July and potential final passage during the postelection lame-duck session. • Water Quality Financing Act – A key vehicle for State Revolving Fund (SRF) enhancements, with the potential for additional earmarks. Timing remains uncertain and may slip until after the elections.

Appropriations Requests
Potomac Partners has already delivered concrete results for Adelanto through the appropriations process with multiple earmarks secured over the past three years with additional earmark pending in the FY26 Appropriations process for another $1M.

In summary Adelanto requires a strategic, fully integrated approach to navigate regulatory obstacles, expand critical water and wastewater systems, and unlock long-term economic development. Potomac Partners DC offers a proven, highly active model for capturing federal investment through agencies, authorizing committees, and appropriations processes while positioning Adelanto for transformational growth. Our proposed engagement will allow the City to compete aggressively for federal resources, accelerate infrastructure improvements, and build a sustainable foundation for expanded housing, industry, and job creation across the High Desert region.
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Background & Current Challenges
Environmental Regulatory Delays
The City of Adelanto is experiencing substantial project delays resulting from federal and state environmental regulations, specifically:
• Western Joshua Tree Designation: The listing of the Western Joshua Tree as an endangered species is halting critical development projects • Ephemeral Streams Regulation: Clean Water Act provisions under Army Corps of Engineers jurisdiction are creating additional compliance burdens • George Air Force Base Plume: Contamination issues affecting wastewater processing capacity and future water well development
Without federal intervention, these regulatory barriers pose an existential threat to Adelanto's economic development and could result in economic collapse due to halted projects.

Infrastructure Needs
Adelanto requires strategic investment in water and energy infrastructure, including:
• Wastewater treatment system upgrades and expansion
• Water infrastructure improvements
• Hydrogen production development (emerging opportunity) • Mitigation of environmental contamination affecting water systems Economic Development Opportunities
The city must identify and pursue strategic economic development initiatives to diversify revenue streams and attract investment while managing environmental and regulatory constraints.
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Scope of Services
Potomac Partners DC (PPDC) will execute a comprehensive federal and state advocacy program designed to overcome Adelanto’s regulatory barriers, secure long-term infrastructure financing, and advance strategic economic development priorities. This integrated scope of services includes regulatory relief, federal legislative strategy, agency engagement, grant development, and project management.

1. Regulatory Relief, Environmental Exemptions & Federal Intervention Objective: Secure targeted regulatory relief at the federal and state levels to unlock development, accelerate permitting, and mitigate long-standing environmental barriers.

Key Activities:
• Western Joshua Tree & Wildlife Exemptions:

Prepare and submit federal correspondence to the Department of Interior; coordinate at the state level with California Department of Fish and Wildlife to obtain a high-desert wildlife regulation exemption, working closely with Assemblyman Juan Carrillo and other state legislative allies. • Governor’s Directive Strategy:

Build a bipartisan coalition to secure a Governor-issued directive enabling expedited exemption approval on a proposed 100-day review timeline. • Army Corps of Engineers Coordination:

Develop a federal engagement strategy to address ephemeral stream and 404 permitting issues through the U.S. Army Corps of Engineers. • Congressional Support:

Work with Rep. Obernolte and other members of Congress to build support for regulatory relief and potential special economic development zone designation. • Federal Regulatory Monitoring:

Track evolving federal regulatory actions at DOI, EPA, USACE, and other agencies affecting Adelanto’s development conditions.

2. Federal Legislative Strategy Development & Implementation Objective: Position Adelanto to influence and benefit from the federal legislative cycle through sustained congressional engagement and targeted advocacy.

Key Activities:
• Identify and refine federal policy, regulatory, and funding priorities for the City. • Develop a comprehensive legislative roadmap outlining opportunities in authorizing and appropriations processes.
• Craft targeted talking points, policy memos, and advocacy materials for congressional offices and the Administration.
• Monitor legislative and regulatory developments impacting Adelanto and continuously adjust the strategy.
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• Coordinate introduction or support of legislation benefiting Adelanto, including water and wastewater investment, regulatory reform, economic development incentives, and environmental policy.

3. Congressional & Federal Agency Relationship Management Objective: Elevate Adelanto’s visibility among key federal stakeholders and build sustained support for the City’s priorities.

Key Activities:
• Engage Members of Congress, committee staff, and federal agency officials most relevant to Adelanto’s infrastructure, regulatory, and economic development agenda. • Facilitate meetings with key authorizing committees (T&I, Energy & Commerce, Natural Resources) and appropriations subcommittees.
• Strengthen external coalitions and cultivate bipartisan backing for Adelanto’s federal initiatives.
• Coordinate advocacy with federal departments including EPA, DOI, USDA, DOE, EDA, Department of Transportation, and the Department of Defense.

4. Infrastructure Funding, Grants & Federal Financing Strategy Objective: Secure federal and state funding for water, wastewater, energy, and climate-resilient infrastructure critical to Adelanto’s future growth.

Key Activities:
• Water/Wastewater & Power Infrastructure:

Pursue federal grants, loan guarantees, appropriations earmarks, and authorizing bill opportunities across EPA, DOI, USDA, DOE, DOT, and EDA. • Letters of Support & Legislative Backing:

Obtain formal support from state and federal elected officials to strengthen grant competitiveness.
• Grant Strategy & Technical Guidance:

Align Adelanto’s infrastructure projects with funding criteria for major federal programs, including EPA water programs, SRF-related opportunities, resilient water systems, energy transition pilot programs, and economic development infrastructure. • George AFB Contamination Plume Coordination:

Engage Air Force, State Water Board, and federal partners to create a clear pathway for contamination remediation and long-term water capacity expansion. • Washington, DC Advocacy Support:

Coordinate congressional appropriations and authorizing requests, including drafting submissions, tracking progress, and advancing the City’s position in FY funding cycles.

5. Project Communication, Reporting & Coordination
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Objective: Maintain full transparency, strategic alignment, and accountability throughout the engagement.

Key Activities:
• Assign a dedicated project manager (Dan Feliz) for real-time communication with city leadership.
• Provide monthly written updates, policy alerts, and briefings on relevant congressional and administrative developments.
• Conduct regular coordination calls with the City’s executive team. • Deliver immediate notifications of material regulatory or legislative actions affecting Adelanto.
• Adjust priorities and services as emerging opportunities or challenges develop.

6. Project Management Support & Washington, DC Resources Objective: Facilitate effective federal engagement and support the City’s presence in Washington.

Key Activities:
• Prepare briefing materials, draft agendas, and arrange congressional and agency meetings during City visits to Washington, DC.
• Provide access to PPDC’s Capitol Hill office space, including meeting rooms, workstations, phones, scanner/copiers, and temporary storage. • Support trip logistics and ensure City officials are positioned for effective engagement with key federal decisionmakers.

Summary
This integrated Scope of Services provides Adelanto with a full-spectrum federal advocacy and intergovernmental engagement strategy from regulatory relief and infrastructure funding to legislative advocacy, economic development, and project execution. Potomac Partners DC will serve as the City’s dedicated partner in navigating federal and state processes, securing critical funding, and unlocking long-term economic potential.

Strategic Approach
Federal-State Coordination
Our strategy recognizes the critical interplay between federal and state regulatory frameworks and political dynamics:
• Separate Issue Tracks: Joshua Tree exemption, ephemeral stream regulations, and infrastructure funding require distinct approaches and stakeholder engagement • Leverage Current Administration: Capitalize on Trump administration regulatory reform efforts regarding Waters of the U.S. rule and federal-state authority dynamics 308

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• Bipartisan Approach: Build support across legislative representatives (Valladares, Carrillo, Obernolte) and governor's office
• Administrative Process: Follow established California administrative processes before federal escalation to ensure compliance and maximize effectiveness Firm Qualifications
Experience & Track Record
Potomac Partners DC brings:
• Established Relationships: Deep connections across federal agencies (Department of Interior, EPA, Army Corps of Engineers), state agencies, and Congressional offices • Previous Success: Proven track record working with cities facing similar environmental, regulatory, and infrastructure challenges • Regulatory Expertise: Understanding of complex federal-state environmental law, Clean Water Act provisions, and endangered species regulations • Infrastructure Financing: Experience in developing creative funding strategies for water, power, and emerging energy infrastructure
• Government Relations: Access to Washington, DC advocates and legislative relationships essential for federal engagement
Cost Proposal
Potomac Partners DC generally approaches Federal lobbying efforts in a manner that encompasses all aspects of effective government relations. The preparation of a successful legislative plan and its implementation on Capitol Hill are designed in a way that Potomac Partners DC can help the City achieve success. Frequent communication with the client and collaboration with other team members is usually a necessary part of the program.

Consequently, we do not often design programs or prices in ways other than in a fixed price fashion. Our price quote is an all-inclusive program.

Per Monthly Rate: $10,000.00
309

ADELANTO PUBLIC UTILITY AUTHORITY
A D E L A N T O G O V E R N M E N T A L C E N T E R | 1 1 6 0 0 A I R E X P R E S S W A Y | A D E L A N T O , C A L I F O R N I A 9 2 3 0 1
DATE: Dec 10, 2025
TO: Honorable Chairman and APUA Board
FROM: Jessie Flores, City Manager
SUBJECT: Approval of the Third Amendment to the Wastewater Asset Management Agreement with Perc Water
STAFF RECOMMENDATION:

Staff recommends that Adelanto Public Utility Authority (APUA) approve the third amendment to the Asset Management Agreement with Perc Water for Wastewater treatment and management, extending the contract by one months.

BACKGROUND:

The Adelanto Public Utility Authority entered into an Asset management agreement with Perc Water on September 25, 2013. On July 8, 2020 this contract was extended for an additional five year term. On July 1 2025, the APUA entered into a 6 months extension with pending termination of 12/31/2025. In Q3 2025 the APUA issued an RFP for management and operation of the WWTP and delivery system. Such RFP is pending award on the 12/10/2025 meeting. This extra extension allows the new operator proper time to organize.

FISCAL IMPACT: $69,531,10 for a one month term.

ATTACHMENTS:

Attachment No. 3
310

ADELANTO PUBLIC UTILITY AUTHORITY
AMENDMENT NO. 3 TO ASSET MANAGEMENT SERVICES AGREEMENT
This is Amendment No. 3 ("Amendment No.3") to that certain Asset Management Services Agreement ("Agreement") made on September 25, 2013, and Amendment No. 1 on July 8, 2020, and Amendment 2 for a 6 month extension of services on July 1, 2025, between the Adelanto Public Utility Authority ("APUA") and Perc Water Corporation ("PERC"), which this Amendment No. 3 is made and entered into on January 1, 2026.:

1. Capitalized terms used but not defined in this Amendment No. 3 shall have the meanings ascribed to them in the Agreement.

2. Section 2 of the Agreement is amended to read as follows by adding the following sentences to the end of Section 2:

Terms of Services and Related Compensation: The Parties mutually agree to extend the term of the Agreement for thirty (31) days upon the written consent of both parties. The APUA shall provide notice to PERC seven (7) days prior to the end of the extension if they would like PERC to extend their services. Additional extensions beyond the initial thirty (31) days shall require mutual written agreement and must be negotiated and executed by the Parties prior to the commencement of the first day of the subsequent calendar month.

Compensation for the first thirty (31) days shall be:
• A fixed fee for base services of $69,531.10 for the period of January 1st to midnight (11:59 pm) of January 31
st
, 2026.
• Routine collection system or lift station cleaning is expressly excluded from the scope of this extension. Emergency services that require the use of PERC Water’s Vactor and staff, outside the boundaries of the wastewater treatment facility, shall be billed on a Time and Materials basis in accordance with PERC Water’s 2026 Rate Sheet (Attachment 1).

PERC Water and APUA acknowledge and agree that subcontracting emergency Vactor services shall be available as an optional provision under this Agreement. In the event PERC Water procures subcontracted Vactor services, the cost of such services shall be invoiced to APUA on a cost-plus fifteen percent (15%) basis upon completion of the work performed.

3. Given the known length of the transitional extended term, the Parties agree PERC is not required to maintain a specific number of full-time equivalent employees as staff for the Wastewater Treatment Facility. Notwithstanding the foregoing, PERC remains obligated to properly manage and maintain the Wastewater Treatment Facility and take efforts in 311
good faith to ensure the Wastewater Facility is sufficiently staffed for proper operations and functionality.

4. All other terms and conditions of the Agreement remain in full force and effect.

5. This Amendment No. 3 may be executed in multiple counterparts, each of which shall be an original and all of which together shall constitute one agreement.

IN WITNESS WHEREOF, this AmendmentNo. 2 has been executed as of the day and year first set forth above.

City of Adelanto PERC Water
_____________________________ ______________________________ Signature Signature
_____________________________ _______________________________ Date Date
Jesse Flores, City Manager of Adelanto Nate Owen, President, PERC Water Attest:
______________________________
City of Adelanto
______________________________
Date:

12.4.2025
312

SUCCESSOR AGENCY BOARD REPORT
A D E L A N T O G O V E R N M E N T A L C E N T E R | 1 1 6 0 0 A I R E X P R E S S W A Y | A D E L A N T O , C A L I F O R N I A 9 2 3 0 1
DATE: December 10, 2025
TO: Honorable Chairman and Board Members
FROM: Jesse Flores, Executive Director
BY: Finance
SUBJECT: RECOGNIZED OBLIGATION PAYMENT SCHEDULE (“ROPS”) 26-27 AND ADMINISTRATIVE COST BUDGET FOR JULY 1, 2026
THROUGH JUNE 30, 2027
STAFF RECOMMENDATION:

Staff recommends the Successor Agency Board adopt Resolution 25-01 approving the Recognized Obligation Payment Schedule (ROPS 26-27) and Administrative Cost Budget for the period of July 1, 2026 to June 30, 2027.

BACKGROUND:

California Health & Safety Code (HSC) section 34177 requires the San Bernardino Countywide Oversight Board (Oversight Board) to approve the 2026-27 Recognized Obligation Payment Schedule (ROPS 26- 27) and administrative cost budget for the Successor Agency to the Redevelopment Agency of the City of Adelanto (Successor Agency). The ROPS is an annual form and must be submitted to the Department of Finance (DOF) and the County Auditor-Controller by February 1 of each year.

DOF will have until April 15 to review the ROPS 26-27 (Exhibit ‘A’ to Resolution 25-01) and provide the Successor Agency with a compliance determination. If the Successor Agency disagrees with the DOF determination, a “meet and confer” is allowed to facilitate a discussion between the Successor Agency and DOF. In the event of a meet and confer process, DOF must make a final compliance determination on or before May 15 or 15 days prior to the June 1 Redevelopment Property Tax Trust Fund (RPTTF) distribution.

DISCUSSION:

The recommended action will further the Successor’s dissolution as an annual ROPS is required by DOF as part of the wind-down of the Successor Agency. There is an increase of $268,398 in the amount of RPTTF requested from the amount of RPTTF approved for distribution during the ROPS 25-26 period.

Most of the increase results from an increase in the amounts requested for remaining debt service for the Successor Agency’s bonds pursuant to the debt service schedule for each of the bonds. 313
The Successor Agency’s proposed administrative cost budget is attached to Resolution 25-01 as Exhibit ‘B.’ The Successor Agency has decreased its request for administrative costs slightly from $145,799 in the ROPS 25-26 period to $141,000 in the ROPS 26-27 period, a decrease of $4,799 or approximately

3.3%. The decrease results primarily from the engagement by the Successor Agency of outside accountants, counsel, and other consultants. The engagement of such consultants has reduced the amount of time spent by Successor Agency and City staff on Successor Agency matters.

It is recommended the Successor Agency approve the ROPS 26-27. The draft ROPS 26-27 will be provided to the Oversight Board, DOF, the County Auditor-Controller and the County Administrative Office as required by HSC section 34177(l)(2)(B). Once approved by the Oversight Board, the ROPS 26- 27 will be provided to DOF and the County Auditor-Controller pursuant to HSC section 34177(o), which will commence the DOF review period.

FISCAL IMPACT:

Expenditures for enforceable obligations from Redevelopment Property Tax Trust Fund (“RPTTF”) of $4,857,215, administrative allowance from RPTTF of $141,000, and $3,775,731 from Reserves, for a total expenditure of $8,773,946 for the ROPS 26-27 period.

ATTACHMENTS:

1. Successor Agency Board Resolution 25-01

2. Exhibit ‘A’ – ROPS 26-27

3. Exhibit ‘B’ – Administrative Cost Budget
314
SUCCESSOR AGENCY RESOLUTION NO. 25-01

A RESOLUTION OF THE BOARD OF THE SUCCESSOR AGENCY TO THE

REDEVELOPMENT AGENCY OF THE CITY OF ADELANTO APPROVING AND

ADOPTING THE RECOGNIZED OBLIGATION PAYMENT SCHEDULE AND ADMINISTRATIVE BUDGET FOR THE PERIOD OF JULY 1, 2026 TO JUNE 30, 2027 (ROPS 26-27)
WHEREAS, on December 29, 2011, the California Supreme Court delivered its decision in California Redevelopment Association v. Matosantos (“Matosantos”), finding ABx1 26 (“Dissolution Act”) largely constitutional;
WHEREAS, under the Dissolution Act and the decision made in Matosantos, all California redevelopment agencies, including the Redevelopment Agency of the City of Adelanto (“former Agency”), were dissolved on February 1, 2012;
WHEREAS, California Health and Safety Code Section 34177 provides that before each twelve-month fiscal period, successor agencies to former redevelopment agencies, including the Successor Agency to the Redevelopment Agency of the City of Adelanto (“Successor Agency”), must prepare, approve, and submit to the Oversight Board overseeing each successor agency a Recognized Obligation Payment Schedule (“ROPS”) for the enforceable obligations of each former redevelopment agency, as well as an Administrative Cost Budget (“Admin Budget”); WHEREAS, the next twelve-month period for which a ROPS and Admin Budget are required is the period commencing on July 1, 2026 and ending on June 30, 2027; WHEREAS, the Successor Agency desires to adopt this Resolution approving the ROPS 26-27 attached as Exhibit ‘A’ hereto and the Admin Budget attached as Exhibit ‘B’ hereto for the above-stated period;
WHEREAS, upon approval by the Board of the Successor Agency, the ROPS 26-27 and Admin Budget will be submitted to the Oversight Board for approval; and WHEREAS, following approval by the Oversight Board, the ROPS 26-27 will be submitted to the California Department of Finance in accordance with the Dissolution Act.

NOW, THEREFORE, THE BOARD OF THE SUCCESSOR AGENCY TO THE

REDEVELOPMENT AGENCY OF THE CITY OF ADELANTO DOES HEREBY RESOLVE AS FOLLOWS:

SECTION 1. The above recitals are true and correct and incorporated herein.

SECTION 2. That the Board of the Successor Agency approves and authorizes transmittal of the ROPS 26-27 and Admin Budget, covering the period of July 1, 2026 through June 30, 2027, in substantially the same form as attached hereto as Exhibit ‘A’ and Exhibit ‘B’, respectively, in accordance with the Dissolution Act.
315
Successor Agency Resolution No. 25-01

Page 2 ends

SECTION 3. The Successor Agency Board expressly determines, recognizes, reaffirms, and ratifies the statutory limitation on the liability of the Successor Agency, Successor Agency Board, City of Adelanto, and City Council of the City of Adelanto in retaining the responsibilities of the Adelanto Redevelopment Agency under the Dissolution Law.

Nothing in this Resolution shall be construed as a commitment, obligation, or debt of the City of Adelanto.

SECTION 4. The Executive Director is hereby authorized and directed to submit the ROPS 26-27 set forth in Exhibit ‘A’ and the Admin Budget as set forth on Exhibit ‘B’ to the Oversight Board for approval and transmittal to all required County and State agencies, and to be posted in accordance with the Dissolution Law.

SECTION 5. This resolution shall take effect in accordance with applicable law.

PASSED, APPROVED AND ADOPTED this 10th day of December, 2025. ______________________________
Gabriel Reyes, Chairman
_______________________________
Brenda Lopez, Secretary
316
Successor Agency Resolution No. 25-01

Page 3 ends

I, Brenda Lopez, Secretary of the Board of the Successor Agency to the Redevelopment Agency of the City of Adelanto, do hereby certify that the foregoing Successor Agency Resolution No. 25-01 was duly adopted at a regular meeting of the Board on this 10th day of December, 2025 with the following vote to wit:

AYES:

NOES:

ABSENT:

ABSTAIN:

IN WITNESS THEREOF, I hereunto set my hand and affix the official seal of the City of Adelanto on the 10th day of December, 2025.
______________________________
Brenda Lopez, Secretary
317
Successor Agency: City of Adelanto
County: San Bernardino
Current Period Requested Funding for Enforceable Obligations (ROPS Detail) 26-27 A Total
(July - December)
26-27 B Total
(January - June) ROPS 25-26 Total
A Enforceable Obligations Funded as Follows (B+C+D): $ 3,566,368 $ 209,363 $ 3,775,731 B Bond Proceeds - - -
C Reserve Balance 3,566,368 209,363 3,775,731
D Other Funds 0 - - -
E Redevelopment Property Tax 9/1/2028 $ 121,000 $ 4,877,215 $ 4,998,215 F RPTTF 9/1/2028 50,500 4,806,715 4,857,215
G Administrative RPTTF 70,500 70,500 141,000
H Current Period Enforceable Ob 6/30/2027 $ 3,687,368 $ 5,086,578 $ 8,773,946 6/30/2027
Certification of Oversight Board Chairman: 6/30/2027 David Wert Chairman Pursuant to Section 34177 (o) of t 7/1/2026 6/30/2027
hereby certify that the above is a true and ac 9/1/2037 Obligation Payment Schedule for the above n 12/31/2014
agency. 12/31/2014 Signature Date
Recognized Obligation Payment Schedule (ROPS 26-27) - Summary Filed for the July 1, 2026 through June 30, 2027 Period 318

A B C D E F G H I J K L M N O P Q R S T U V W
Bond Proceeds Reserve Balance Other Funds RPTTF Admin RPTTF Bond Proceeds Reserve Balance Other Funds RPTTF Admin RPTTF $ 85,991,221 $ 8,773,946 $ - $ 3,566,368 $ - $ 50,500 $ 70,500 $ 3,687,368 $ - $ 209,363 $ - $ 4,806,715 $ 70,500 $ 5,086,578 2 Adelanto Public Financing Authority, Local
Agency 1995A Taxable Subordinated Revenue
Bonds
Bond Reimbursement
Agreements
1/9/1996 6/30/2026
Trustee-US Bank Various Agency Activities 80-1 (Amended) Adelanto Improvement
Project
- Y $ - - - $ - $ -
3 Adelanto Public Financing Authority, Local
Agency Second Subordinated 1995B Revenue
Bonds
Bond Reimbursement
Agreements
1/9/1996 9/1/2028
Trustee-US Bank Various Agency Activities 80-1 (Amended) Adelanto Improvement
Project
7,629,888 N $ 5,092,399 2,399,083 $ 2,399,083 150,413 2,542,903 $ 2,693,316 4 Adelanto Public Financing Authority, Local
Agency Third Subordinated 1995C Revenue
Bonds
Bond Reimbursement
Agreements
1/9/1996 9/1/2028
Trustee-US Bank Various Agency Activities 80-1 (Amended) Adelanto Improvement
Project
5,080,354 N $ 2,999,397 979,585 $ 979,585 2,019,812 $ 2,019,812 5 Adelanto Improvement Project, Area No.3.
2007 Bonds
Bonds Issued On or
Before 12/31/10 12/19/2007 9/1/2037
Trustee-US Bank Economic Development along HWY
395
Project Area 3
2,928,200 N $ 490,650 187,700 $ 187,700 58,950 244,000 $ 302,950 6 County of San Bernardino Tax Increment Loan
City/County Loan (Prior
06/28/11) – Other
6/18/2005 6/30/2027
County Tax Increment Loan per Settlement
Agreement
80-1 (Amended)
Adelanto Improvement
Project
65,647,644 N $ - $ - $ -
7 Intermountain Power Agency Settlement
Agreement
Litigation
6/15/2005 6/30/2027
IPA Settlement Agreement 80-1 (Amended)
Adelanto Improvement
Project
1,989,390 N $ - $ - $ -
8 Note Payable to City of Adelanto City/County Loan (Prior 06/28/11) – Other 1/1/2003 6/30/2027
City of Adelanto Note Payable to the City for original
formation costs
All
2,524,245 N $ - $ - $ -
9 Administration Allowance Admin Costs 7/1/2026 6/30/2027 City of Adelanto Admin Allowance All 141,000 N $ 141,000 70,500 $ 70,500 70,500 $ 70,500 11 Bond Admin Fees 2/1/2012 9/1/2037 Trustee-US Bank Trustee of Bonds All 33,000 N $ 33,000 33,000 $ 33,000 - $ - 25 Long Range Property Plan Property Disposition 3/1/2014 12/31/2014 Kosmont Companies Property Management Plans All - Y $ - $ - $ - 27 Long Range Property Plan Property Disposition 1/1/2014 12/31/2014 Title Company Pull titles for various properties All - Y $ - $ - $ - 29 Bonds Annual Continuing Disclosure Fees12/7/2016 9/1/2037 HdL Coren and Cone Annual Disclosure & Dissemination All 10,000 N $ 10,000 10,000 $ 10,000 - $ -
30 Arbitrage Calculations Fees1/4/2001 9/1/2037
Wildan Financial Services Bond Arbitrage Calculations All 7,500 N $ 7,500 7,500 $ 7,500 $ -
31 Excess Bond Proceeds Bonds Issued On or
Before 12/31/10 6/1/2022 9/1/227
City of Adelanto Vendors Bond Expenditure Agreement Project Area 3 - Y $ - - - $ - $ -
$ - $ - $ -
$ - $ - $ -
$ - $ - $ -
$ - $ - $ -
$ - $ - $ -
$ - $ - $ -
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$ - $ - $ -
$ - $ - $ -
$ - $ - $ -
City of Adelanto Successor Agency Recognized Obligation Payment Schedule (ROPS 26-27) - ROPS Detail July 1, 2026 through June 30, 2027
(Report Amounts in Whole Dollars)
Item # Project Name/Debt Obligation Obligation Type Contract/Agreement Execution Date
Contract/Agreement
Termination Date Payee Description/Project Scope Project Area Total
Outstanding
Debt or
Obligation
26-27 B
Total Retired ROPS 26-27
Total
26-27 A (July - December)
Fund Sources 26-27 A
Total
26-27 B (January - June)
Fund Sources
319

A B C D E F G H
Reserve Balance Other Funds RPTTF
Bonds issued on or
before 12/31/11
Bonds issued on or
after 01/01/12
Prior ROPS RPTTF
and Reserve
Balances retained for
future period(s)
Rent,
Grants,
Interest, etc.

Non-Admin
and
Admin
1 Beginning Available Cash Balance (Actual 07/01/23)
RPTTF amount should exclude "A" period distribution amount 8,339,335 - 3,282,101 470,991 468,500
2 Revenue/Income (Actual 06/30/24)
RPTTF amount should tie to the ROPS 23-24 total distribution from the County Auditor-Controller
285,627 - 81,866 182,671 3,328,687
C2 - Interest earned on bond reserves and excess
bond proceeds that will be transferred to City during
FY25-26
E2 - Amount transferred from RPTTF to reserves for
24-25 bond payments
F2 - Interest earned on savings account plus excess
1993 Series B Bond Reserves distributed to the
Successor Agency
G2 - Approved ROPS
3 Expenditures for ROPS 23-24 Enforceable Obligations
(Actual 06/30/24)
1,451,543 - - - 3,612,367
4 Retention of Available Cash Balance (Actual 06/30/24) RPTTF amount retained should only include the amounts
distributed as reserve for future period(s)
7,173,419 - 3,363,967 470,993 -
E4 - Reserved for 24-25 Items #1-4 Debt Service
Payments
5 ROPS 23-24 RPTTF Prior Period Adjustment
RPTTF amount should tie to the Agency's ROPS 23-24 PPA
form submitted to the CAC
184,820
6 Ending Actual Available Cash Balance (06/30/24)
C to F = (1 + 2 - 3 - 4), G = (1 + 2 - 3 - 4 - 5)
- - - 182,669 -
Holding for future use. The Successor Agency
received substantially higher bond admin fees in
FY25-26 in excess of the amoutn requested. This
funding will be utlized after those payments are
made.

Non-Admin
and
Admin
1 Beginning Available Cash Balance (Actual 07/01/23)
RPTTF amount should exclude "A" period distribution amount 8,339,335 - 3,282,101 470,991 468,500
2 Revenue/Income (Actual 06/30/24)
RPTTF amount should tie to the ROPS 23-24 total distribution from the County Auditor-Controller
285,627 - 3,363,967 182,671 3,328,687
C2 - Interest earned on bond reserves and excess
bond proceeds that will be transferred to City during
FY25-26
E2 - Amount transferred from RPTTF to reserves for
24-25 bond payments
F2 - Interest earned on savings account plus excess
1993 Series B Bond Reserves distributed to the
Successor Agency
G2 - Approved ROPS
3 Expenditures for ROPS 23-24 Enforceable Obligations
(Actual 06/30/24)
1,451,543 - 3,282,101 - 3,612,367
4 Retention of Available Cash Balance (Actual 06/30/24) RPTTF amount retained should only include the amounts
distributed as reserve for future period(s)
7,173,419 - 3,363,967 470,993 -
E4 - Reserved for 24-25 Items #2-5 Debt Service
Payments
5 ROPS 23-24 RPTTF Prior Period Adjustment
RPTTF amount should tie to the Agency's ROPS 23-24 PPA
form submitted to the CAC
184,820
6 Ending Actual Available Cash Balance (06/30/24)
C to F = (1 + 2 - 3 - 4), G = (1 + 2 - 3 - 4 - 5)
- - - 182,669 -
Holding for future use. The Successor Agency
received substantially higher bond admin fees in
FY25-26 in excess of the amount requested. This
funding will be utilized after those payments are
made.

No entry required
City of Adelanto Successor Agency Recognized Obligation Payment Schedule (ROPS 26-27) - Report of Cash Balances July 1, 2023 through June 30, 2024
(Report Amounts in Whole Dollars)
ROPS 22-23 Cash Balances
(07/01/22 - 06/30/23)
Fund Sources
Comments
Bond Proceeds
321
Item # Notes/Comments
3 Reserve balance originated from FY25-26 RPTTF. The Successor Agency receives the estimated annual payments in advance each year to satisfy bond covenants
4 Reserve balance originated from FY25-26 RPTTF. The Successor Agency receives the estimated annual payments in advance each year to satisfy bondcovenants 5 Reserve balance originated from FY25-26 RPTTF. The Successor Agency receives the estimated annual payments in advance each year to satisfy bondcovenants City of Adelanto Successor Agency Recognized Obligation Payment Schedule (ROPS 26-27) - Notes July 1, 2026 through June 30, 2027 322

ATTACHMENT C
$ 250,000 $ 250,000 $ - $ 145,799 $ 141,000 $ 4,799
- - -
$ 250,000 $ 250,000 $ - $ 145,799 $ 141,000 $ 4,799
STAFF:

Brenda Lopez 5% $ 6,903 $ 8,385 $ (1,482) $ 7,868 $ 8,500 $ (632) City Manager 5% 10,785 13,894 (3,109) 13,038 14,000 (962) Derik Despain 0% 15,892 13,335 2,557 - - -
Angel Castellanos 0% 10,311 - 10,311 - - -
Anna Mosqueda 10% 5,554 7,938 (2,384) 6,947 6,500 447
Patrick Abalde 5% - - - 5,893 - 5,893
Cecilia Laursen 5% - - - 4,942 - 4,942
Taisha Paschal 5% - - - - 7,000 (7,000)
Diana Gunn 5% - - - 7,111 8,000 (889)
Price Paige and
Company 2% - - - - 6,000 (6,000)
Pun Group 15% $ 15,000 $ 15,000 $ - $ 15,000 $ 15,000 $ - Price and Paige 100% 20,000 23,451 (3,451) 20,000 30,000 (10,000) Leibold McClendon &
Mann, P.C. 100% 65,000 16,717 48,283 32,500 32,000 500
Tyler Technologies 5% - 2,837 (2,837) - 4,000 (4,000)
Rutan & Tucker 100% - - - - 10,000 (10,000)
Kosmont 100% - - - 32,500 - 32,500
$ 149,445 $ 101,557 $ 47,888 $ 145,799 $ 141,000 $ 4,799 Senior Accountant
COMMENTS/NOTES ON VARIANCES:

Actual
FY 2024-25
Requested
Description FY 2025-26
City Clerk
City Manager
Prepare all documentation related to requests and
approvals of decisions
Decision making responsibilities and communication
with all parties related to the Successor Agency
No longer with City
2026 - 2027
= Variance
= Variance Requested
FY 2024-25
$ 50,000
Finance Director
The City has hired outside consultants to perform
certain Finance Director related responsibilities.

This will be for ongoing services provided City as a
whole. 2% was determined to be the appropriate
allocation.

Other/Indirect: Other - Specify Purpose %
Allocated
Sub-Total Personnel Costs
$ (4,201)
Finance Director
Independent auditors
Finance Manager
Accounts Payable
Lead Accountant
Principal Accountant
Senior Accountant
ADMINISTRATIVE COSTS %
Allocated

REVENUE
EXPENSES1
= Variance
= Variance Requested
FY 2026-27
ADMINISTRATIVE BUDGET FY:

Requested
FY 2026-27
Total Administrative Budget
Complete all four columns for Revenue and Expenses
throughout form.

Requested
FY 2025-26
Actual
FY 2024-25
Requested
FY 2024-25
RPTTF to Successor Agency1
Entity General Fund to Cover RPTTF Shortfall (If applicable) SUCCESSOR AGENCY NAME: Adelanto
No longer with City
Review all accounting related to the Successor
Agency and communicate with the CM on all
financial matters
Process invoices on behalf of the successor agency
Perform accounting responsibilities related to the
Successor Agency
No longer with City
No longer with City
$ 49,445 $ 43,552 $ 5,893 $ 45,799
BUDGET METHODOLOGY (Specify: Cost Allocation Plan, Time Study, etc.): Estimate Consultant
ROPS
Accounting Software
Total Expenses - should equal "RPTTF to Successor Agency"1 Legal Fees
ROPS
Methodology Implementation Date: 7/1/2026
1 Itemized "Expenses" should only reflect the portion paid by RPTTF, not General Fund or other funds 323

SUCCESSOR AGENCY
ADMINISTRATIVE COST ALLOWANCE CALCULATION Disbursement
Actual RPTTF Distributed Prior Fiscal Year $ 4,684,533
Less Prior FY Admin Cost Allowance (Enter as a negative amount) (145,799) Less Prior FY City/County Loan Repayment (Enter as a negative amount) - Adjusted RPTTF Distribution for Prior Fiscal Year $ 4,538,734 Limit Test:
3% of Adjusted RPTTF $ 136,162
50% of Adjusted RPTTF $ 2,269,367
Minimum RPTTF $ 250,000
If 50% is less than $250,000, use 50%
If 3% is greater than $250,000, use 3%
If 50% is greater than $250K AND 3% is less than $250K, use $250K $ 250,000 (4) Notwithstanding paragraph (3), commencing July 1, 2016, a successor agency's annual administrative costs shall not exceed 50 percent of the total Redevelopment Property Tax Trust Fund distributed to pay enforceable obligations in the preceding fiscal year, which latter amount shall be reduced by the successor agency's administrative cost allowance and loan repayments made to the city, county, or city and county that created the redevelopment agency that it succeeded pursuant to subdivision (b) of Section 34191.4 during the preceding fiscal year. This limitation applies to administrative costs whether paid within the administrative cost allowance or not, but does not apply to administrative costs paid from bond proceeds or grant funds, or, in the case of a successor agency that is a designated local authority, from sources other than property tax.
"A"
"B"
"C"
STEP
(3) Commencing July 1, 2016, and for each fiscal year thereafter, the administrative cost allowance shall be up to 3 percent of the actual property tax distributed to the successor agency by the county auditor-controller in the preceding fiscal year for payment of approved enforceable obligations, reduced by the successor agency's administrative cost allowance and loan repayments made to the city, county, or city and county that created the redevelopment agency that it succeeded pursuant to subdivision (b) of Section 34191.4 during the preceding fiscal year. However, the administrative cost allowance shall not be less than two hundred fifty thousand dollars ($250,000) in any fiscal year, unless this amount is reduced by the oversight board or by agreement between the successor agency and the department.

Administrative Cost is governed by Health and Safety Code Sections 34171 (3) and (4):

CURRENT YEAR ROPS ADMIN COST ALLOWABLE AMOUNT:

Blue highlighted cells require manual input; other cells have formulas to determine ACA Note:
324

ADELANTO PUBLIC UTILITY AUTHORITY
A D E L A N T O G O V E R N M E N T A L C E N T E R | 1 1 6 0 0 A I R E X P R E S S W A Y | A D E L A N T O , C A L I F O R N I A 9 2 3 0 1
DATE: December 10, 2025
TO: Honorable Chairman, and Public Utility Authority Members FROM: Jessie Flores, Executive Director
BY: Saba Engineer, P.E., Grant Administrator
SUBJECT: CONSULTANT SELECTION FOR MANAGEMENT, OPERATION, AND MAINTENANCE

OF THE WASTEWATER TREATMENT PLANT AND SANITARY SEWER COLLECTION

SYSTEM SERVICES
STAFF RECOMMENDATION:

Staff recommends City Council approves selecting Woodard & Curran to provide Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System Services and authorize City Manager to do the negotiation and sign the contract on behalf of the City Council.

DISCUSSION:

On September 25, 2025 a Request for Proposals (RFP) to provide Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System Services was released and made publicly available on the Planet Bids and City’s website. On November 14, 2025, three (3) proposals were received from the following firms:

No. Firm Location
1 Murgreen Environmental Company Oakland
2 N2 W Engineering Irvine
3 Woodard & Curran Los Angeles
The proposals were reviewed by a panel of staff members using the City’s standard rating system requirements of the RFP and interviews were conducted. It was determined that Woodard & Curran ranked as a top firm based on understanding of the work to be performed, experience with similar kinds of work, qualifications of key personnel, capability of developing innovative or advanced techniques, familiarity with state and federal procedures, and technical ability.

FISCAL IMPACT:

There will be no impact on the General Fund as Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System Services will be funded through Water and Sewer Fund.

Attachment:

A- Woodard & Curran Proposal
325

MANAGEMENT, OPERATION, AND MAINTENANCE OF THE

WASTEWATER TREATMENT PLANT AND SANITARY SEWER

COLLECTION SYSTEM
NOVEMBER 14, 2025
326
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System 1 Tab 1. Cover Letter ....................................................................................2 Tab 2. Executive Summary.......................................................................4 Tab 3. Approach to the Scope of Work ..................................................6 Tab 4. Consultant Team.........................................................................11 Tab 5a. Sub-Consultants (omitted from proposal)
Tab 5. Consultant References................................................................14 Tab 6a. Sub-Consultant References (omitted from proposal) Tab 6. Addenda ........................................................................................16 Appendix A. Facility Matrix Map........................................................A.1 Appendix B. Operational Technology...............................................B.1 Appendix C. Health & Safety Program .............................................C.1 Appendix D. Resumes........................................................................ D.1 Fee Proposal. (submitted separately)

TABLE OF CONTENTS
327
TAB 1
Cover Letter
328
515 S. Flower Street | 18th Floor
Los Angeles, California 90071
www.woodardcurran.com
T 800.426.4262
T 213.223.9460
Via Electronic Mail
November 14, 2025
Brenda Lopez
City Clerk
City of Adelanto
11600 Air Expressway
Adelanto, CA 92301
Re: Proposal for Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System
Dear Ms. Lopez:

As the City of Adelanto advances its commitment to
exceptional community service and welcomes new
commercial and industrial customers, it is an opportunity to elevate wastewater operations. By partnering with a premier operations & maintenance (O&M) firm, the City can deliver enhanced, efficient, and cost-effective wastewater solutions to its customers. As the longest-serving O&M provider in the Victor Valley, Woodard & Curran is eager to submit this proposal in response to the subject RFP. We look forward to expanding our partnership with the City of Adelanto and becoming your next trusted wastewater service partner.

Several months ago, the City established a partnership with Woodard & Curran to manage the Water Department.

Although this collaboration is still in its early stages, City representatives at all levels have already shared positive feedback on the outstanding professionalism, responsiveness, and trustworthiness of our team. In this proposal, you will discover how expanding our partnership to include wastewater will deliver significant benefits to the City. We outline the specific ways this collaboration can further enhance wastewater service in Adelanto:

1. Continuity of staff and right-sized staffing levels that are clearly organized between the WWTP and collection system to ensure all required tasks are addressed throughout the year to properly maintain the City’s wastewater system. Organizing the Water and Wastewater Departments under a single Project creates a more efficient, cohesive team led by a single point of contact who serves as a “Utilities Director” in City Hall.

2. Continuous optimization through low-cost operational process improvements that will create a more effective and safer work environment at the City’s WWTP and likely reduce several operating costs over time.

Woodard & Curran, Inc.

Established 1979
S Corporation (Maine)
Headquarters Office:
12 Mountfort St., Floors 5 & 6
Portland, ME 04101
P: 800.426.4262
Local Office:
515 S. Flower St., 18th Floor
Los Angeles, CA 90071
P: 213.223.9460
329
City of Adelanto 3 Woodard & Curran, Inc.

Proposal November 14, 2025

3. Integrated, value-added team to support the wastewater’s future needs – WWTP upgrades, capacity improvements, Industrial Pretreatment Program supervision, and funding services that mitigate the effect of improvements on rate payers.

Woodard & Curran began serving municipalities in
1979 with water/wastewater engineering services,
and full O&M services began in 1992 to further
enhance our service to become truly vested
partners in every aspect of water/wastewater.

Woodard & Curran partnerships began in California
in 1998, and in 2008, Woodard & Curran was
retained by the City of Victorville to design and
operate their new Industrial Wastewater Treatment
Plant (IWWTP). Adelanto’s staff are familiar with our
success operating the IWWTP and Victorville’s
growth that resulted from reliable wastewater
service to commercial, industrial, and residential
customers in the areas surrounding the Southern
California Logistics Airport. Furthermore, our
partnership with Victorville is an excellent example
of the integrated nature of Woodard & Curran’s
operations, engineering, SCADA, and funding teams
converging to build a comprehensive partnership
with a municipality in an efficient and cost-effective
manner. We intend to build a similar partnership
with Adelanto and leverage these integrated
services to deliver comprehensive water and
wastewater solutions to the City.

Woodard & Curran has read and understands the City’s RFP. Recommendations, assumptions, clarifications, and exclusions are included in both the Executive Summary of the Technical Proposal and the Fee Proposal. No proprietary information is contained in this proposal.

Upon selection, we wish to review and discuss more of the specific details of the utility while negotiating a final agreement. Our proposed pricing approach is based upon our current understanding of the system and as always, we are open to fine-tuning our approach to best meet the needs of the City.

Thank you again for the opportunity to expand our partnership with the City of Adelanto in an additional capacity. For any questions or additional information related to this proposal, please contact either Anthony Naccarato at 949.248.5027 or [email protected] or Chris McMahon at 620.474.7310 or [email protected].

Sincerely,
Woodard & Curran, Inc.

Chris McMahon Anthony Naccarato
Area Manager | Vice President Client Manager | Associate Principal Authorized to Execute Agreement
Brian Bzdawka: President of O&M
636.255.8511
1511 North Westshore Blvd, Suite 420
Tampa, FL 33607
Authorized to Negotiate Agreement
Anthony Naccarato: Client Manager
949.248.5027
215 Union Blvd, Suite 275
Lakewood, CO 80228
Chris McMahon: Area Manager
620.474.7310
1520 South Fifth St, Suite 273
St. Charles, MO 63303
Jay Sheehan: Business Development Leader
203.605.3127
213 Court Street, 4th Floor
Middletown, CT 06457
330
TAB 2
Executive Summary
331
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System Tab 2 | Executive Summary
4 The City of Adelanto’s goal in choosing a new partner to operate and maintain (O&M) the wastewater treatment plant (WWTP) and sewer collection system is clear – partner with an experienced O&M firm that brings strong technical expertise, operational excellence, and a model of strategic partnership to help the City advance to the next level of service for the community. The City has acknowledged past administrative and operational challenges, is positioned as the fastest growing community in the Victor Valley, and is dedicated to moving in a direction to elevate the entire City to the next level of quality service and sound management. To meet this goal, the City will benefit from a stronger O&M partner with a long history in the Victor Valley that has shown tangible results helping other cities meet similar goals – Woodard & Curran is the partner for you.

Choose A Partner, Not Just Another Contractor
There are plenty of firms that can simply operate and maintain the City’s wastewater system, however that approach will only maintain status quo. Through our conversations with City staff and members of City Council, our observations of the community’s needs and desires, and our established partnership operating the City’s drinking water system, we understand that you will not settle for the status quo.

As you consider options for a new O&M provider, it is worth asking the following questions:

J Can the City reach its strategic goals while maintaining wastewater’s status quo? J Are we willing to invest in high-quality service that supports commercial/industrial growth? J The real question is not “who can operate our system?” It is “who will treat our utility like their own?” Adelanto Deserves a Partner with Proven Local and National Success Woodard & Curran has provided O&M services to municipalities across the U.S. for 34 years and is nationally recognized as one of the premier O&M firms. This reputation is built on our unique model of building vested partnerships with smaller, growth-minded communities like Adelanto where we adopt your priorities as our own and become an extension of City staff and members of the community. Our municipal partners gain additional value when our integrated team of operators, engineers, technology, and funding professionals identify unique opportunities for improvement that minimize the financial impact on the municipality and rate payers. Most importantly, Woodard & Curran’s safety culture is recognized across the industry informally through our reputation and formally through award recognition.

WOODARD & CURRAN AT A GLANCE
34 Years of O&M Services
15 Years of O&M in California
70+ Wastewater Facilities
21 States
Industry Leading EMR: 0.58
150+ Local and National Awards
Our team serving the City of Victorville has never sustained a lost time incident since the facility began operation 15 years ago, and we have consistently maintained an outstanding regulatory compliance record for the City. These achievements were recognized by the California Water Environment Association with the 2024 awards for Tertiary Treatment Plant of the Year and Safety Plant of the Year (Small). 332
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System Tab 2 | Executive Summary
5 Woodard & Curran’s Commitment
The City of Adelanto has a clear responsibility to your residents and rate payers:
deliver safe, reliable, and cost-effective wastewater services. Woodard & Curran will take on that responsibility on day one. Observations from our site visit of the WWTP identified several opportunities for improvements with minimal, if any, capital investment that are expected to reduce your existing operating costs and create a safer environment for our employees, City staff, contractors, and guests.

Furthermore, while the WWTP appears to be in regulatory compliance, we will leverage our diverse, integrated team of O&M, engineering, SCADA, and funding personnel to further expand the WWTP’s capabilities to serve additional customers, and if desired, produce Title 22 quality recycled water for an additional revenue stream for the City. Additionally, our existing services managing the City’s Water Department will create a more efficient transition process and daily rhythm for O&M services that will be unified under a single Project Manager with an established presence in City Hall. This ensures our entire team is aligned with the City’s daily operations and strategic goals.

Woodard & Curran’s foundation for service to Adelanto is based on the following principles:

1. Comprehensive Operations & Maintenance Management to maintain regulatory compliance and minimize downtime of facilities and equipment

2. Proactive Asset Management & Capital Planning by treating your assets like we own them and conducting detailed planning for future capital needs.

3. Continuous Optimization to Improve Quality & Reduce Operating Costs through improved process control, efficient use of labor, and nationally renowned technical resources for support.

4. Industry-Leading Health & Safety Program to keep our employees and City staff safe and stay aligned with our first Core Value of “Putting People First.”

5. Integrated Value-Added Services from our engineering, SCADA, technology, and funding personnel to provide the holistic, comprehensive partnership Adelanto deserves.

Clarifications, Assumptions, and Exclusions
Subcontractors
Woodard & Curran is proposing to complete the core services requested without any Key Subcontractors/ Subconsultants. There will be tasks that require subcontractors, such as electrical work, underground construction, and specialty mechanical maintenance and repair, and in these cases, we will solicit bids from subcontractors in the region, several of which we have experience working with, in accordance with the City’s procurement policies.

Additionally, vendors for services and supplies such as spare parts, chemicals, laboratory services, etc. are not considered subcontractors/subconsultants for the purpose of this scope of work but will be managed by our team.

Terms & Conditions
Woodard & Curran proposes a different form of agreement than the Draft Professional Services Agreement in order to stay aligned with industry-standard contracting processes for O&M services, and we anticipate the Agreement to be generally consistent with our existing contract with the City to provide O&M services for the City’s drinking water treatment and distribution system. Furthermore, we propose amending our existing O&M agreement to expand the scope to include the City’s wastewater system, amend the annual fee, and include some minor terms and conditions that are specific to wastewater services.

Cost Structure
Woodard & Curran proposes a different cost structure from the RFP and have provided a Cost-Plus Fixed Fee structure that is consistent with our existing O&M agreement for the City’s drinking water system. This Fee Proposal is included with this Technical Proposal as a separate document. 333
TAB 3
Approach to the Scope of Work
334
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System Tab 3 | Approach to the Scope of Work
6 Woodard & Curran’s approach to serving the City is based on our firm’s 34 years of providing O&M services to similar municipalities, our observations of the WWTP, and our general understanding of the City’s overall goals, plans, and challenges. This section outlines several functions that are common across all our O&M projects; several of these are currently being implemented for the City’s drinking water system and will be expanded to the wastewater system. Additionally, it highlights several opportunities where we can improve the operations of the City’s wastewater system – some were developed from first-hand observations, and others are assumptions based on our understanding of the services requested by the City. Our underlying goals are to maintain the health & safety of everyone on the sites and to maintain regulatory compliance with the Regional Water Quality Control Board (RWQCB). Like our service for the City’s drinking water system, our operations are guided by the following principles:

1. Comprehensive Operations & Maintenance Management

2. Proactive Asset Management & Capital Planning

3. Continuous Optimization to Improve Quality & Reduce Operating Costs

4. Industry-Leading Health & Safety Program

5. Integrated Value-Added Services
Comprehensive Operations & Maintenance Management
Operations
Our team will establish a detailed schedule for daily checks, sampling, and process control monitoring to ensure each process in the WWTP is operating effectively and the effluent consistently meets the standards of the City’s WDR permit. We will maintain a rotating on-call schedule for all operations staff to respond to after-hours calls at the WWTP and in the collection system. Our onsite staff is augmented by a team of highly skilled O&M Specialists with decades of experience operating wastewater systems, and if necessary, our local staff already in Adelanto and in neighboring Victorville may be available as additional resources.

Maintenance
Woodard & Curran is committed to properly maintaining the City’s wastewater system to maintain consistent, quality service to your community, achieve the full useful life of all equipment, and minimize unexpected capital projects.

J Preventative Maintenance: Routine/repetitive tasks recommended by equipment manufacturers to maximize the service life of the equipment.

J Predictive Maintenance: Activities that monitor the operating condition of specific mechanical and electrical components.

J Corrective Maintenance: Non-repetitive tasks required for operational continuity, safety, and performance that typically result from equipment or infrastructure failure.

Operational Technology
The technology programs already
being implemented for the City’s
drinking water system will be
expanded to include the wastewater system. Additional information on our Operational Technology is
provided in Appendix B.

Preventative
Maintenance
Predictive
Maintenance
Corrective
Maintenance
Cost Savings &
Minimized Disruption
CMMS WIMS Rio Power BI doForms
» Maintenance Scheduling
» GIS-Based
» Data Management
» Sampling/Lab Data
» Report Generation
» Interactive Dashboards
» Performance Trends
» City Access
» Mobile Data Collection
» Photos, Videos,
Time Stamps
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Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System Tab 3 | Approach to the Scope of Work
7 SCADA Services
A thoroughly connected SCADA system significantly improves our ability to monitor the performance of the utility, provides enhanced control through automation and remote control, cost savings through reduced labor requirements, and improved data collection. We use this data to identify trends in the treatment process and provide information for operational modifications for continued optimization. We maintain a team of SCADA professionals in Southern California that can enhance the existing system and respond to emergencies to ensure minimal downtime of the SCADA system. If possible, we will work with the City to incorporate the SCADA system with the drinking water system’s SCADA system to optimize the remote monitoring capability across the entire Woodard & Curran team serving the City.

Proactive Asset Management & Capital Planning
Our Asset Management Team will
develop systems-based asset hierarchies, analyze systems for business risk-based priority, and establish
regular condition assessments.

Leveraging the technologies above to
generate a robust asset management
plan improves the performance
of your facilities, improves staff
efficiency by reducing time spent
collecting and entering data, provides
managers with information on the
overall condition of the infrastructure, and assists in developing operational strategies that ultimately benefit Adelanto.

Continuous Optimization to Improve Quality & Reduce Operating Costs Wastewater Treatment Plant
While the City’s WWTP is generally in compliance, our site visit on October 21st identified two key opportunities for improved operations that can improve the health & safety of those at the site and optimize the WWTP’s operational costs.

Filamentous Bacteria Control
Observations: Upon observation of the secondary clarifiers, visible solids were observed near the surface of the clarifier. This indicates that solids likely are not settling well and there is a poor sludge balance across the WWTP. We believe the visible solids also indicate filamentous bacteria are present in the system, and these bacteria inhibit effective treatment across the WWTP.

Goal: Control filamentous bacteria growth and improve solids settling in the secondary clarifiers to mitigate washout events and reduce percolation pond cleaning.

Through a robust, proactive asset management program, Adelanto will be able to achieve the full useful life of the utility’s assets, plan and prioritize appropriately for capital improvements, and reduce emergency replacements.

Asset Management Plan Outline
check Asset Inventory: Verify completeness, expand depth of information and attributes, mapping. check Level of Service: Define desired level of service. check Criticality/Risk Analysis: Identify critical assets, Consequence/Likelihood of Failure assessment. check Life Cycle Cost Analysis: Operations/rehabilitation/replacement/expansion costs. check Funding Analysis: Determine full cost of service, inform rate structure, third-party funding. check Asset Management Report: Compilation of analyses. check
Public Education: The AM planning should include provisions for sharing the conclusions of the AM planning or the status and capabilities of the AMP with the public. 336
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System Tab 3 | Approach to the Scope of Work
8 How will we achieve this goal?
J Improved Process Control
J Monitor Key Parameters
J Monitor health of sludge
J Adjust aeration and oxic/anoxic cycling
J Encourage floc-forming bacteria (suppress filaments)
J Staff Training & Standing Operating Procedures
J If filamentous bacteria outbreak occurs;
» Selective sludge wasting
» Temporary process modifications
Investigate Biosolids Handling
Observations: When assuming operations of a WWTP, there are often opportunities to optimize the solids handling processes to reduce operational costs. While our site visit did not allow for a full investigation of the current solids handling procedures, there were several indications that this process requires extra attention from our team for not only reduced costs but also improved health & safety. The staff was cleaning what appeared to be sludge along the ground prior to the centrifuges, and this is a key indication that improved biosolids handling procedures are required. Furthermore, the sludge thickening tanks were emitting strong ammonia odors, and hydrogen sulfide may have been present, which is a significant health & safety risk.

Goal #1: Optimize Energy Efficiency, Labor, and Polymer Usage How will we achieve this goal?
J Assess existing process and dewatering systems
J Determine measurable metrics to monitor effectiveness J Evaluate polymer usage and performance
J If necessary, determine more appropriate chemical
usage
Goal #2: Reduce corrosive and/or hazardous gas
formation
How will we achieve this goal?
J Systematic assessment of odor and corrosion sources
J Implement best practices for odor and corrosion control J Determine appropriate solutions to reduce formation of corrosive/hazardous gases HOW DOES THE CITY BENEFIT?

1. Reduced Chemical Costs

2. Improved Treatment Process

3. Optimized Operational Costs
a. Electricity
b. Maintenance
c. Sludge Hauling
HOW DOES THE CITY BENEFIT?

1. Improved Health & Safety

2. Optimization of Existing Facilities

3. Optimized Operational Costs
a. Chemicals
b. Labor
c. Sludge Hauling
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Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System Tab 3 | Approach to the Scope of Work
9 Collections System
Our team was not provided an opportunity to inspect the lift station or manholes, and the current Sewer System Maintenance Plan has not yet been provided for review, so the following approach is based off our experience managing similar systems in accordance with industry best practices.

Lift Station
In order to improve the lift station’s pump and equipment life, our team will routinely inspect the surface for grease and debris, and we will clean the lift station surface, pumps, and wet wells on a routine basis, but more frequent cleanings may be required depending on the existing operating conditions. Additionally, we will evaluate the lift station’s controls and monitoring to identify any gaps, and if any exist, we will identify appropriate solutions for more efficient operations.

Collection System Cleaning & Inspection
In accordance with EPA recommendations, we will proactively clean at least 20% of the collection system on an annual basis with the full system being cleaned every five years. A NASSCO certified technician will perform CCTV
verification of the cleaning, and this information will also identify areas of the system in need of repair. Hot spot areas of the system are those with increased risk to the system and may consist of grease/grit accumulation or pipe defects; hot spots will require more frequent cleanings to proactively mitigate risks to the system. Additionally, manholes will be inspected with a 360° camera simultaneously as sewer cleaning is performed.
*Woodard & Curran is currently evaluating AI programs
that interface with our CCTV unit to provide data analysis and condition assessments in a quicker, more cost-effective manner than traditional methods.

Emergency Response & Sanitary Sewer Overflow
Management
Woodard & Curran’s staff will maintain 24/7 response
with at least a one-hour response time to the WWTP and
collections system. We will review the City’s Spill Emergency Response Plan (SERP), train staff on the appropriate procedures, and if necessary, provide recommendations to the City on improvements to the SERP. This will ensure rapid containment, disinfection, and restoration of affected areas.

HOW DOES THE CITY BENEFIT?

1. Uninterrupted service to the
community

2. Comprehensive Asset Management
Program

3. Assists Capital Improvement Planning
Process
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Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System Tab 3 | Approach to the Scope of Work
10 Industry-Leading Health & Safety Program
The health & safety of our employees, clients, contractors, and the public is our #1 priority. We maintain a strong culture where safety is a core value rather than a goal. This culture is further exemplified by our industry-leading Experience Modification Rate (EMR) continuously improving year over year and the numerous safety awards our projects have earned.

EMR Stats
Steve Lindemann leads our O&M Health & Safety Team and is responsible for providing necessary training and support to our onsite staff. Additionally, Steve invites City staff and local first responders to attend training sessions to familiarize all necessary parties with our emergency response procedures. He will also lead development of the site-specific safety plan that includes, but is not limited to, Lock Out/Tag Out, Hearing Conservation, Respiratory Protection, Vehicle Safety, Right-To-Know, Blood Borne Pathogens, and Confined Space Entry & Rescue. More information on our comprehensive Health & Safety Program can be found in Appendix C.

Integrated Value-Added Services
Woodard & Curran is unique in its seamless integration of operations, engineering, and funding professionals, and Adelanto has the benefit of a one-stop shop partner for nearly every wastewater-related challenge. This integration occurs on a variety of scales. At one end of the scale, our operators may consult with our process engineers to implement the opportunities addressed on pages 7 and 8 of this proposal. On the other end of the scale, the City can choose to retain our consulting team for more complex engineering tasks through a separate contract, such as facility planning, design projects, or comprehensive funding strategies. In these cases, the City will achieve the best possible infrastructure solutions that not only meet your underlying goals (i.e. infrastructure rehabilitation, regulatory compliance, etc.), but are also cost-effective with minimal impacts to your rate payers and prioritize ease of maintenance for our O&M team.

As the City considers future upgrades/expansions to the WWTP, our integrated operations, engineering, and funding team can provide a unique approach that meets your goals in a cost-effective way that mitigates stranded assets at the WWTP. Particularly, production of Title 22 effluent can create a recycled water source that may reduce the City’s drinking water demand and can be sold to commercial or industrial customers. 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 2025-2026

0.79 0.66 0.65 0.61 0.60 0.58
Victorville, CA CWEA Safety
Plant of the Year Award
Woodard & Curran
Highwire Gold Award
Cohasset, MA
Burke Safety Award
339
TAB 4
Consultant Team
340
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System Tab 4 | Consultant Team
11 The City will be served by a robust, cross-trained team of personnel to operate and maintain your Wastewater Treatment Plant (WWTP) and Sanitary Sewer Collection System (System) with a variety of skill sets that will empower the City to more effectively operate and maintain the wastewater system, maintain regulatory compliance, and manage the growth you’re experiencing.

Woodard & Curran’s project team is led by Daniel Peralta as the Interim Project Manager, Chris McMahon as the Area Manager, and Dave Kitzmiller as our Operations Leader for the Western U.S. They are all owners in Woodard & Curran and bring a combined 70 years of experience in both the public and private sectors of utility operations and all the components present in Adelanto’s WWTP and System. They have a thorough understanding of the regulations and requirements to operate a wastewater system in California, and as owners in the firm, are empowered to make operational and administrative decisions quickly without layers of bureaucratic processes to effectively serve your community. They will lead our onsite staff and allocate technical support resources to ensure continued, high-quality service to the City. In addition to the core technical support, additional functional areas that Chris, Dave, and Daniel will facilitate to manage Adelanto’s Wastewater Department include Financial Management, Capital Planning, Construction Coordination, Internal and External Communications, and Information Management.

An organizational chart for Woodard & Curran’s team is below, and detailed information on each individual’s qualifications to serve the City can be found on their resumes in Appendix D.

Project Management Team

TECHNICAL RESOURCES
Technical Support Coordination
Chris McMahon*
Wastewater Treatment
Operations & Training
Paul Dombrowski, pe, bcee
Greg Parks
Maintenance
Adam Key
Health & Safety
Steve Lindemann, csp, sms, cit
Technology Innovation
Greg Parks
Operations Technology
Alan Fabiano
Technology Implementation
Celina Bland
Asset Management
Ken Davis
Wastewater Infrastructure
Engineering
Scott Goldman, pe, bcee
Greg Sands, pe
Tony Elberti, pe
SCADA & Instrumentation
Kyle Tracy, pe
Cyber/Physical Security
Joe Parks
Permitting
Brian Wickes
Biosolids Management
Tia Trate, pe
Fiscal Solutions
Richard Harmon
Client Manager †
Anthony Naccarato

PROJECT MANAGEMENT TEAM
Area Manager
Chris McMahon*
Interim Project Manager
Daniel Peralta*
Operations Leader - Western U.S.

David Kitzmiller*
ADMINISTRATIVE SUPPORT †
Project Administration
Kenny Augusta
Human Resources
Linsay McAuliffe
Recruiting
Lizzie Dovich
Information Technology
Jeannie Dubois
Workforce Development
Rowena Holden
* Key Personnel
† Resumes are not included
ONSITE STAFF †
Lead Operator - WWTP
TBD
WWTP Operators
(2) TBD
Lead Operator - Collections
TBD
Collection System Technicians
(2) TBD
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Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System Tab 4 | Consultant Team
12 Daniel Peralta | Interim Project Manager
Daniel has 18 years of experience operating and managing WWTPs and has managed the Victorville Industrial Wastewater Treatment Plant (IWWTP) for eight years. Daniel is currently our Interim Project Manager for the City’s drinking water system, and his responsibility will expand to include management of the Wastewater Department. This management structure, with a single Project Manager over both the Water and Wastewater Departments, organizes staff more efficiently than the City has experienced in the past and provides a single point of contact for the City for all aspects related to your water and wastewater utilities. He will be located in City Hall on a daily basis to maintain coordination with the City. Daniel’s discipline to uphold high standards of performance and safety will provide consistency across both departments and give the City a utilities team you can be proud of.

Chris McMahon | Area Manager & Technical Support Coordination Chris is our Area Manager responsible for the effective management of our O&M projects in Southern California and has 20 years of experience operating and managing WWTPs and collection systems across the U.S. He creates trusting relationships with his municipal partners and provides sound guidance on the effective operation of water and wastewater systems. He will continue to partner with Adelanto to not only operate the system in its current state but identify opportunities to optimize the WWTP’s operations, more effectively maintain the collection system, and provide recommendations to the City on capital improvement projects.

David Kitzmiller | Operations Leader
As the Operations Leader, Dave oversees the management teams responsible for contract deliverables, project management, health and safety programs and policies, regulatory compliance, financial administration, and maintenance practices of the Western U.S. Dave will be personally involved in project management and has ultimate responsibility for Woodard & Curran to ensure operational success and total client satisfaction. Dave began his career as an entry-level operator and progressed through both public and private operations and served as a Public Works Director and a variety of management roles at American Water before joining Woodard & Curran in 2018. As a Senior Principal at Woodard & Curran, Dave is committed to leveraging our local and national resources to ensure your wastewater system is properly managed and the community is well-positioned for future growth.

Direct Onsite Staff
Woodard & Curran will maintain an onsite staff of 6.5 full-time employees – (0.5) Project Manager that will be shared with the Water Department, (1) Lead Operator - WWTP, (2) WWTP Operators, (1) Lead Operator – Collections, (2) Collection System Technicians. We understand that our proposed staff size is larger than the City’s existing operator has provided. However, based on the services requested in the RFP, our observations and understanding of the City’s wastewater system, and our experience operating and maintaining similar systems, this is the minimum recommended onsite staff size to effectively accomplish the required level of service. Wages for these positions are commensurate with other wastewater utilities in the Victor Valley and consistent with our experience hiring for similar roles in Victorville. Over time, we will cross-train our staff so our Collection System Technicians can serve as WWTP operators and vice versa. Additionally, our long-term goal is to cross-train our staff in both the Water and Wastewater Departments to further advance their professional development, provide additional flexibility in on-call rotations, and if possible, reduce the overall staffing levels across both the Water and Wastewater Departments.

Upon selection, we will meet with the existing onsite staff to assess their desire to join Woodard & Curran and continue serving the community, as well as their overall performance quality. Although we have not conducted 342
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System Tab 4 | Consultant Team
13 this assessment, our preference is to offer employment to most of the existing staff to maintain the institutional knowledge of the wastewater system, allow them to continue serving their community, and keep in line with our first Core Value – Put People First. If we anticipate that the existing operators will not transition to Woodard & Curran employment, Woodard & Curran will mobilize our recruiting team to fill vacancies, and if necessary, leverage our strategic partnership with a specialty staffing firm to hire staff. In the meantime, we will provide O&M Specialists from our other O&M projects to temporarily fill any gaps until all vacancies are filled.

Daniel Peralta’s responsibilities as the Project Manager include, but are not limited to:

J Implementing our Health & Safety Program
J Managing staff and daily work activities
J Coordinate staff training
J Overseeing all operational and maintenance tasks
J Regular communication with the City and attendance at meetings, as required J Coordinating subcontractors for equipment repair, instrument calibration, generator service, switch gear certification, and regulatory testing
J Preparing regulatory compliance reports and reports to the City J Preparing budgets/invoices and other administrative reports J Coordinating capital planning and associated construction Technical Support Team
Our onsite O&M team is supported by a robust Technical Support Team that will be heavily involved during the transition process for us to assume responsibility of the Wastewater Department. Following the transition period, they will provide additional support to our staff and the City on an as-needed basis for their respective disciplines.

Team Member Role
Paul Dombrowski, PE, BCEE Wastewater Treatment Operations & Training Greg Parks Wastewater Treatment Operations & Training, and Technology Innovation Adam Key Maintenance
Steve Lindemann, CSP, SMS, CIT Health & Safety
Alan Fabiano Operations Technology
Celina Bland Technology Implementation
Ken Davis Asset Management
Scott Goldman, PE, BCEE;
Greg Sands, PE; Tony Elberti, PE Wastewater Infrastructure Engineering Kyle Tracy, PE SCADA & Instrumentation
Joe Parks Cyber/Physical Security
Brian Wickes Permitting
Tia Trate, PE Biosolids Management
Richard Harmon Fiscal Solutions
Administrative Support Team
To keep focused on the business of operating and maintaining the facility, Project Managers also need support with non-technical functions such as administration, finance, recruiting, information technology, and workforce development. This team, as shown in the organizational chart above, will ensure that personnel, financial, and other issues are professionally managed.
343
TAB 5
Consultant References
344
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System Tab 5 | Consultant References
14 When we provide O&M services to municipalities, we aren’t just another contractor to these agencies – we are a true partner in their successful service to their communities. The following projects are highlighted to demonstrate the value we continuously bring to our partners. While we can tell our story through this proposal, we encourage you to contact our references to hear from them.

Industrial Wastewater Treatment Plant Operations & Maintenance | City of Victorville, CA The City of Victorville partnered with Woodard & Curran in 2008 to design and operate their new Industrial Wastewater Treatment Plant (IWWTP) to accommodate new industrial dischargers in the City. The IWWTP became operational in 2010 with a capacity of 2.5 MGD, and Woodard & Curran has maintained a close partnership with the City to successfully operate and maintain the IWWTP. During our partnership, we collaborated with the City to complete several significant projects. Our team added new treatment technology to the process to accommodate an industrial discharger’s changing water quality and installed permanent generators to replace obsolete, non-compliant generators. Additionally, we replaced all the membrane cassettes and optimized the treatment process to extend the useful life of the membranes without performance degradation, allowing the membrane replacement project to be conducted over two years to lessen the financial burden on the City and the operational burden on our team. In addition to these projects, our team has consistently made improvements to the SCADA system, coordinated closely with recycled water customers regarding daily demands and water quality, and never suffered a lost time incident in the IWWTP’s entire operation.

Our integrated team of operators and engineers deliver a cost-effective expansion to the IWWTP In recent years, the IWWTP reached 80% capacity and required expansion to accommodate residential, commercial, and industrial growth. Through a competitive selection process, the City selected Woodard & Curran to develop a conceptual design with a thorough alternatives analysis and the subsequent 30% design. Since the initial design of the IWWTP was primarily tailored to treat industrial wastewater, there was limited preliminary and primary treatment, which created additional challenges in the secondary treatment process. Our team identified an opportunity to gain additional treatment capacity by implementing a headworks, with course screens, grit removal, and fine screens, and primary clarifiers to remove a significant amount of solids prior to the secondary treatment trains.

Because of the new preliminary and primary treatment infrastructure, the aeration tanks and membrane bioreactors will be reconfigured to provide more hydraulic and organic loading capacity while mitigating the need for additional concrete infrastructure. These improvements, in addition to a new UV system and an additional electrical building, will provide the IWWTP with a new treatment capacity of 6 MGD in this first phase of expansion. Future expansion flexibility is built into this design with site plans for additional bioreactors and equipment placements for an additional clarifier and screens. 30% design was recently completed, and Woodard & Curran is expected to begin work through final design in January 2026.

Quick Facts:
2010-Present

2.5 MGD WWTP
Title 22 Effluent – Recycled Water
CWEA 2024 Safety Plant of the Year – Small
CWEA 2024 Tertiary Treatment Plant of the Year
Contract Value: $3,015,747
Project Reference:
address-card Doug Mathews, Director of Public Works & Water phone 760.243.6332
ENVELOPE [email protected]
345
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System Tab 5 | Consultant References
15 Contract Operations of Water and Wastewater Systems | Public Water Supply District No. 2, MO Public Water Supply District No. 2 (PWSD #2) is Missouri’s largest water district, serving a population of approximately 75,000 across 450 square miles, and partnered with Woodard & Curran in 2018 to provide services related to the management, operation, maintenance, and capital planning assistance for the District’s vast network of water and wastewater assets. During this partnership, Woodard & Curran’s integrated operations and engineering team has modernized the District’s SCADA system, developed a Risk and Resiliency Assessment, prioritized projects to enhance resiliency of physical assets and the District’s business systems, and upgraded several of the District’s WWTPs. Because of the consistent value and high-quality service they received during the initial term, the District recently extended their partnership with Woodard & Curran for an additional 10 years.

Thorough inspection, cleaning, and targeted
rehabilitation efforts significantly enhances service
Woodard & Curran implemented a comprehensive maintenance and rehabilitation program for the District’s aging sewer lines and manholes. A key component of this initiative includes training all sanitary collection personnel on using the National Association of Sewer Service Companies’ (NASSCO) Pipeline Assessment Certification Program (PACP) and Manhole Assessment Certification Program (MACP) for proper and consistent assessment condition coding of pipelines and manholes.

Our team cleans and inspects the entire collection system on a 10-year cycle, and this in-depth cleaning and inspection program locates issues, highlights problem areas, and identifies pipes that require lining to prioritize capital projects. The cleaning, repair, and lining programs have not only improved hydraulic performance, but also reduced sanitary sewer overflows by 43%, reduced main line blockages by 66%, and reduced wastewater treatment costs.

Furthermore, our team installed vibration monitoring devices on 13 pumps and motors that were strategically selected based on their size and criticality to the system. These devices provide real time vibration data that is continuously monitored and trended to quickly identify and predict isues. Since the installation of these devices, our 24-hour monitoring has detected two separate events that required attention, and our quick response mitigated substantial corrective action and prevented $65,000 in repairs.

Through these continuous optimizations and upgrades to the District’s infrastructure and enhanced system reliability, the District was provided the opportunity to expand its service area and attract new commercial and industrial customers.

Reliable utility service and a unique partnership approach supports industrial development Most recently, a large food manufacturer built a new production facility in PWSD#2’s service area and required the District to extend water and wastewater service to the production site. A new 3.5 MGD WWTP was required on a greenfield site to provide service to both industrial and residential users in the area and was co-funded by both PWSD#2 and the food manufacturer. Woodard & Curran was retained as part of the Progressive Design-Build team to meet an aggressive 18-month schedule (6/23-12/24) to design, build, and commission this complex WWTP that incorporates cutting edge technology. Our integrated O&M and consulting team successfully mitigated risk for all stakeholders and enhanced our operators’ ability to operate this complex treatment process.

Quick Facts:
2018-Present
(13) WWTPs - MBR, SBR, Extended Aeration,
Oxidation Ditch, & Aerated Lagoons
268 miles of Sewer Collection System
49 Lift Stations
Underground Construction
Customer Service
Contract Value: $13,695,229
Project Reference:
address-card John Behr, President of the Board of Directors phone 314.458.7019
ENVELOPE [email protected]
346
TAB 6
Addenda
347
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System
November 10,2025
ADDENDUM #1
The attached constitutes additional information and serves to clarify issues considered to be part of the City of Adelanto Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System
This addendum forms a part of the contract documents for the identified project and modifies the original specifications and plans as noted below. All bidders shall acknowledge receipt of this addenda in the ADDENDA ACKNOWLEDGEMENT page of the project specifications and include with their bid. Those portions of the contract not specifically mentioned in this addendum remain in force. All trades affected shall be fully advised of these changes, deletions or additions.

Should you have any questions, please feel free to contact Saba Engineer, P.E., at (760) 246-2300 , or email:
[email protected]
To all prospective bidders:
x Proposal submittal day has been extended to Friday, November 14, 2025 by 5:00 PM
x Addendum No. 2 will be issued to answer all perspective bidders’ questions
____________________________________
Saba Engineer, P.E., Grant Administrator
Receipt acknowledged and conditions agreed to this _______ day of ___________2025.

Bidder: _________________________________________________ By: ____________________________________________________ Attachment: Revised Plans
13th November
Woodard & Curran, Inc.

Anthony Naccarato | Client Manager, Associate Principal 348
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System
November 11,2025
ADDENDUM #2
The attached constitutes additional information and serves to clarify issues considered to be part of the City of Adelanto Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System
This addendum forms a part of the contract documents for the identified project and modifies the original specifications and plans as noted below. All bidders shall acknowledge receipt of this addenda in the ADDENDA ACKNOWLEDGEMENT page of the project specifications and include with their bid. Those portions of the contract not specifically mentioned in this addendum remain in force. All trades affected shall be fully advised of these changes, deletions or additions.

Should you have any questions, please feel free to contact Saba Engineer, P.E., at (760) 246-2300 , or email:
[email protected]
To all prospective bidders:
• Please see attachment to answers all perspective bidders’ questions. ____________________________________
Saba Engineer, P.E., Grant Administrator
Receipt acknowledged and conditions agreed to this _______ day of ___________2025.

Bidder: _________________________________________________ By: ____________________________________________________ Attachment:
13th November
Woodard & Curran, Inc.

Anthony Naccarato | Client Manager, Associate Principal 349

APPENDIX A
Facility Matrix Map
350
TOTAL
64 Clients
116 Projects in 21 States
436 Operators
15 O&M Support Services
19 Area Managers
38 Other
508 Total O&M Employees
Woodard & Curran’s Office and Plant Locations
California
Adelanto (W) (6)
Victorville (IWW & Water Reuse) (5)
Cotino Mutual Water Company (D) (1)
Connecticut
Borough of Jewett City (WW) (3)
Confidential Client (GW) (5)
University of Connecticut (Water Reuse) (5)
Florida
Bradenton, FL (WW & Water Reuse) (15)
Bushnell, FL (WW) (2)
Bushnell, FL (W) (3)
Clewiston, FL (WW) (3)
Groveland, FL (W) (10)
Groveland, FL (WW) (14)
LaBelle, FL (W) (2)
LaBelle, FL (WW) (2)
Lake County Water Authority (WW) (6)
Starke, FL (WW) (5)
Water Conserv II, (Water Reuse) (17)
Winter Springs, FL (W) (2)
Winter Springs, FL (WW) (7)
Georgia
Confidential Client, Atlanta (IWW) (11)
Confidential Client (IWW) (6)
Confidential Client (IWW) (4)
Illinois
Carlinville (W & D)(4)
Carlinville (WW & C) (3)
Carlinville (DPW) (6)
Confidential Client (IWW) (2)
Hillsboro (W) (5)
Hillsboro (WW) (2)
Monmouth (2 - W & D) (8)
Monmouth (2 - WW & C) (4)
Monmouth (DPW) (9)
Kentucky
Confidential Client (IWW) (4)
Maine
Lisbon (W) (4)
Medtronic’s (GW) (2)
Rockport Collection System (C) (2)
University of New England (WW) (1)
Massachusetts
Acton (WW & C) (2)
Ashland (W) (3)
Boston Water and Sewer (Stormwater) (8)
Cohasset (W) (7)
Cohasset (WW) (3)
Concord (WW) (4)
Derby Street (WW) (1)
Hull (WW & C) (6)
Lawrence (W) (7)
Linden Ponds (WW) (2)
Manchester-by-the-Sea (W) (2)
Pinehills, LLC (WW) (4)
Plymouth (WW & C) (11)
Plymouth South High School (WW) (1)
Provincetown (WW & C) (4)
Wellesley College (D) (1)
Michigan
Confidential Client (IWW) (3)
Missouri
Confidential Client (IWW) (6)
St. Charles (2 - WW) (13)
Confidential Client (6 - IWW) (4)
PWSD #2 (1 - W) (8)
PWSD #2 (11 - WW) (8)
PWSD #2 (C) (8)
PWSD #2 (D) (14)
PWSD #2 (Customer Service) (11)
Troy, MO (WW) (4)
Minnesota
Confidential Client (IWWP) (4)
New Hampshire
University of New Hampshire (W) (2)
Wolfeboro (WW & Water Reuse) (3)
New Jersey
Lone Pine Landfill (GW) (3)
Maple Shade (W & D) (6)
Maple Shade (WW & C) (5)
Orange (W & D) (2)
Orange (WW & C) (3)
Confidential Client (GW) (8)
New York
Confidential Client (GW) (.5)
South Carolina
Seabrook Island Utility Commission
(D, WW & C) (11)
Tennessee
Confidential Client (IWWP) (5)
Texas
Confidential Client (IWWP) (5)
Confidential Client (IWWP) (2.5)
Utah
Confidential Client (IWWP) (7)
Virginia
Abingdon (WW & C) (17)
Washington
Cashmere (W, D, WW & C) (5)
Wisconsin
Confidential Client (IWWP) (3.5)
Updated: November 2025
LEGEND
W = Water
WW = Wastewater
IWW = Industrial Wastewater
GW = Groundwater
C = Collection
D = Distribution
DPW = Department of Public Works
(#) = # of Onsite Staff
Woodard & Curran Offices
States with contract-operated facilities
Irvine, CA | Los Angeles, CA | Sacramento, CA | San Diego, CA | San Francisco, CA | Walnut Creek, CA Lakewood, CO | Middletown, CT | Tampa, FL | Atlanta, GA | Andover, MA | Canton, MA | Northampton, MA Bangor, ME | Portland, ME | St. Charles, MO | Bozeman, MT | Butte, MT | Great Falls, MT | Cherry Hill, NJ East Windsor, NJ | Rye Brook, NY | Chesterbrook, PA | Pittsburgh, PA | Providence, RI 351

APPENDIX B
Operational Technology
352
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System Woodard & Curran harnesses cutting-edge technology to empower our teams to work efficiently and deliver exceptional service to our clients. Our comprehensive suite of applications includes asset management systems, compliance and operations databases, Geographic Information Systems (GIS) tools, mobile data collection platforms, reporting solutions, and custom interface development. Our Operations & Maintenance (O&M) Technology Services team implements and supports these tools across water, wastewater, and remediation facilities, driving long-term efficiency and performance improvements.

Enterprise Asset Management Software
Enterprise Asset Management (EAM) software including Cartegraph and Utility Cloud is implemented across all Woodard & Curran O&M projects, delivering substantial benefits to water utilities through smarter, more efficient infrastructure management. These web-based tools provide seamless user experience for documenting maintenance tasks, automating workflows, enhancing communication and reporting. Field personnel can complete task-specific forms, access and update asset information, perform condition assessments, log maintenance activities, and visualize assets within structured hierarchies and GIS maps. Our systems are designed for integration with SCADA, GIS, 811, 311, CCTV, and other business platforms, enabling a unified approach to asset management that drives operational efficiency and informed decision-making. The integration of asset management data into Capital Improvement Plans (CIP) and other strategic planning processes will ensure that investments are directed towards the most critical areas, supporting long-term resilience and operational excellence.

Water Information Management System
Woodard & Curran’s standard operations and compliance platform is a Water Information Management System (WIMS), a system that transforms water quality data into actionable insights. WIMS stores information in a centralized database accessible to all Woodard & Curran operations staff, offering a user-friendly interface for building custom dashboards, data entry forms, reports, trends, and KPIS’s.

WIMS consolidates data from multiple sources including mobile field devices, SCADA systems, laboratory EDDs, eDMRs and other available data, into a single platform. This eliminates manual data transcription, improving both efficiency and accuracy. Once data is entered or imported, the system can automatically generate customized reports, many of which align with standard state or national regulatory formats.

A robust audit trail tracks every data entry, edit, or deletion, intentional or accidental, ensuring transparency and accountability. Built-in calculations help prevent common errors often found in spreadsheet-based systems. The software also flags potential issues for review, providing context on when and where anomalies B.1
Appendix B | Operational Technology
353
Appendix B | Operational Technology
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System B.2 occur. By centralizing and automating data processes, WIMS supports collaborative analysis and informed decision-making across the organization.
doFORMS
Woodard & Curran uses doFORMS for mobile data collection, eliminating the need for paper-based H&S or operations forms. Users have the ability to collect data with real time data validation, capturing richer data including photos, videos, GPS and other functions. Woodard & Curran integrates doFORMS to other business systems including CMMS and WIMS which reduces administrative overhead. Additionally, Woodard & Curran has integrated doFORMS with WIMS, CMMS and other internal business systems reducing manual processes.

Power BI
Business Intelligence (BI) is a set of methodologies, processes, and technologies used to transform raw data into meaningful and useful information, enabling more effective operational insight and decision making. Woodard & Curran employs Microsoft Power BI to connect, integrate, analyze, and present business data beyond the capabilities of conventional reports and spreadsheets. Once linked to one or more data sources, BI provides utilities solutions in examining data and understanding trends through derived insights, which streamlines the effort necessary to make sound business decisions. Our operations and management group useBI to connect CMMS, WIMS, GIS, SCADA, Laboratory, and other data sources to streamline reporting and analysis.

GIS
Woodard & Curran is deeply invested in GIS, providing services that add significant value to our O&M projects. GIS enables us to consolidate, organize, and visualize horizontal assets in ways that spreadsheets and paper maps cannot. For projects with collection systems, distribution systems, or other spatial data needs, whether for asset or operations data management, GIS is essential for reducing redundancy and improving operational efficiency. Our asset management software integrates seamlessly with GIS providing our staff with a one-stop shop for asset management outside the facility.

Integration Services
Despite the advanced technologies available, a single platform does not provide every tool necessary to meet our needs. We have in-house expertise providing integration services to accomplish specific data driven goals across the business. With data readily available we can integrate systems with third-party platforms like PowerBI, asset management software, AI systems and others.
354
Appendix B | Operational Technology
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System B.3 Networking Services
The O&M Technology Team delivers comprehensive network engineering services, including network evaluations, new installations, and upgrades to existing infrastructure, including IT/OT network separations. Our approach ensures our staff benefit from secure, high-performing networks that leverage a range of technologies, including fiber, cable, 5G, and Starlink, which we have deployed across the country.

Security Services
The O&M Technology Team maintains a robust security program that addresses both cyber and physical security. Our dedicated security professionals conduct comprehensive facility assessments, delivering detailed reports that include recommended corrective actions and tailored solutions to enhance overall security posture.

Technology Services Team
Our O&M Technology Services Team (shown below) supports a comprehensive range of operational technologies. These include WIMS, enterprise asset management software, business analytics systems, GIS, mobile data collection tools, mobile devices, system integrations, cybersecurity, and network engineering.

We support projects from initial requirements gathering and planning through implementation, monitoring, training, and long-term support.

O&M Technology Leader
Alan Fabiano
Network Infrastructure
Manager
Jeannie Dubois
Security and Compliance
Manager
Joe Parks
Software Support
Specialist
Adam Shapiro
Senior Software Support
Specialist
Douglas Mort
Software Implementation
Specialist
Taylor Nelson
355
Appendix B | Operational Technology
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System B.4 Cartegraph Examples:
356
Appendix B | Operational Technology
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System B.5 Utility Cloud Examples:
357
Appendix B | Operational Technology
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System B.6 Hach WIMS Examples:
358
Appendix B | Operational Technology
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System B.7 doFORMS Example:
359
Appendix B | Operational Technology
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System B.8 Power BI Examples:

Wastewater Sludge
Wastewater Process
360

APPENDIX C
Health & Safety Program
361
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System C.1 Appendix C | Health & Safety Program
Stephen Lindemann, CSP, SMS, CIT is the O&M Director of Safety for Woodard & Curran. Steve and his team travel throughout the country to provide training on important topics to project personnel. He is responsible for implementing the Health and Safety program at all contract operated facilities. Steve is OSHA-certified and, in his role, performs scheduled and unscheduled safety audits of our contract operated facilities. He supervises and coordinates all health and safety activities at the facilities. Steve and the Safety Team provide the necessary training and support to plant management and staff to ensure the health and safety of all employees. Also, ensuring that regulatory requirements are adhered to, and that any formal programs that need to be developed are identified and brought to Adelanto’s attention for review. On an annual basis, all managers will attend Woodard & Curran’s O&M Managers Meeting where they receive additional technical and managerial training, as well as gain an opportunity to network and learn from their peers at other facilities.

Health & Safety Awards
Woodard & Curran’s safety culture and systems enables our facilities to achieve excellence in health and safety.

Our people and projects have received numerous awards for safety programs and practices, including the:
» Safety Survey Award from the Missouri Water Environment Association; » Safety Leadership Award, Corporate Safety Award, Fleet Safety Award, and Outstanding Lost Time Prevention Award from the United Safety Council;
» Wastewater Utility Management Award; and
» Burke Safety Award from the New England Water Environment Association.

Health & Safety Culture
Woodard & Curran holds in highest regard the health and safety of its employees, contractors, clients, and the public, and we are committed to providing a safe and healthful workplace. Our commitment is based on our vision:

To create a working environment that places the highest value on the welfare of the individual.Our goal is to eliminate foreseeable hazards to maintain a safe and healthy work environment. We pledge to place the safety and well-being of our employees first and to embody honesty and integrity in the pursuit of our vision.

To instill a sense of personal commitment to safety.Our commitment to safety requires working in partnership with one another and our clients. While leadership’s role is critical, everyone must be connected to and have personal value for creating a safe and healthy work environment. We seek employee participation while integrating our client’s requirements and expectations. Built on a philosophy that safety is a core value rather than a priority, Woodard & Curran’s safety culture begins at the highest level and strives to engage and empower all our employees to work and advocate for their safety and the safety of those around them.

Woodard & Curran’s safety motto is “Safety by Choice not by Chance.” This means we encourage and train employees to be proactive in measures to increase safety on projects. Our goal is to have zero preventable injuries and illnesses in the workplace. To achieve this, Woodard & Curran encourages reporting of unsafe acts, unsafe conditions, and injuries without fear of reprisal. Woodard & Curran monitors our compliance with our mission statement and corporate safety vision in several ways, including, but not limited to:
monitoring and evaluating reported safe acts, unsafe acts, unsafe conditions; encouraging employee participation in safety committees; auditing written site-specific health and safety plans (HASPs), providing appropriate safety training for the tasks each employee performs; and expecting employees to stop work if they recognize an unaddressed safety hazard. Woodard & Curran provides monthly and real-time updates on many of these items to management and employees to understand employee involvement and compliance with our safety program. 362
Appendix C | Health & Safety Program
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System C.2 OSHA Compliance Plan
It is paramount to Woodard & Curran’s standards of excellence that all O&M staff members be well versed and trained in health and safety. The Woodard & Curran program includes policies and procedures, training, accident reporting systems, incentive/discipline procedures, and encouragement of a working cultural norm of safe job performance. Additionally, the Woodard & Curran Safety Committee has designed and implemented the Safe People Are Recognized as the Key to Success (SPARKS) program that encourages positive change through an accumulation of financial incentives and rewards. Woodard & Curran’s OSHA compliance plan includes the following eight steps:

1. Conduct an annual Comprehensive Health & Safety audit,

2. Conduct employee orientation for any new hires,

3. Review project safety equipment to identify new items and ensure existing equipment meets safety standards,

4. Ensure there is a Designated Site Safety Officer (SSO),

5. Implement Health & Safety manual,

6. Develop a training/documentation system,

7. Review and update the accident/unsafe condition reporting system, and

8. Establish corrective actions identified in the annual safety audits.

Employees are encouraged to participate in the audit and express concerns or satisfaction with the program. All reports will be shared with the City for review and all comments are welcomed.

Emergency Preparedness Plan
Contingency and emergency response plans must be relevant, meaningful, and usable. Woodard & Curran’s staff participates in their development, revision and application. Training sessions specific to their use are developed and mandated. We have performed the following actions:

J Reviewed all existing contingency plans and have revised them as year 2025 version, J Developed a list of initial capital improvements from our vulnerability assessment that enhances the security of the managed assets,
J Reviewed and updated outside resource partners (fire, Hazmat teams, and clean-up contractors) that might assist in managing various emergency scenarios,
J Confirmed that all generators are fully functional within the emergency plan for a power outage, J Reviewed the chemical storage and feed systems, focused toward defining and addressing release and containment risks and solutions,
J Reviewed existing Standard Operating Procedures (SOPs) for use during emergency event, J Scheduled a series of monthly staff training sessions, each focused on a specific topic, J Invited other City staff and local first responders to participate in these sessions as convenient and relevant, and
J Coordinated Emergency Response Planning using the AWIA guidelines.

Woodard & Curran has skillfully honed our emergency response plans through our actual experiences. We have added to our Emergency Response Plans pre-emergency tasks that fully prepare us for numerous situations; a set of actions used during the emergency; and a demobilization plan that assures that the local staff is settled back into their daily activities prior to the departure of outside support. 363

APPENDIX D
Resumes
364
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System D.1 Professional Profile
Chris has over 18 years of experience in the operations, maintenance, and management across the water sector. He has fulfilled various roles throughout his career including Laboratory Quality Assurance Officer at a NELAP Accredited laboratory, Treatment Plant Superintendent, and is currently Woodard & Curran’s O&M Area Manager for the Pacific Coast area, where he is responsible for operations, maintenance, financial administration, and contract deliverables across Woodard & Curran’s West Coast operations.

Related Experience
City of Victorville, CA – Operations, Maintenance, and Engineering Services. Area Manager responsible for the operations, maintenance, and engineering services for the City’s Industrial Wastewater Treatment Plant (IWWTP) and associated pump stations that Woodard & Curran designed and has operated since 2010. This facility is 2.5 MGD membrane bioreactor facility that produces Title 22 compliant recycled water with a staff of five operators and an annual operating budget of nearly $5 million. Additionally, Chris supports the management of the Industrial Pretreatment Program and assists the City with annual capital improvement planning for the IWWTP.

City of Cashmere, WA – Operations & Management. Area Manager responsible for the operations and maintenance for the City’s Water Department since May 2022. Successfully transitioned operations of the utilities; hired and trained staff members to meet contract deliverables and regulatory requirements.

The project includes a state accredited laboratory, a 1.3 MGD Biological Nutrient Removal Wastewater Treatment Plant, a 3.0 MGD Surface Water Drinking Water Plant, three drinking water wells, 5 wastewater lift stations, 3 drinking water pump stations, and all associated assets in the collections and distribution system.

Chris is also responsible for supporting the City in its annual CIP across the City’s Water Department.

City of Quincy, WA – Operations & Management. Area Manager responsible for the operations and maintenance of a 2.0 MGD industrial water reuse system, a 2.1 MGD municipal water reclamation facility, a

4.9 MGD industrial wastewater treatment plant, 5 potable water production wells, 8 wastewater lift stations, and industrial pretreatment program. Chris is also responsible for supporting the City in its annual capital improvement planning across the City’s Water Department.

Chris McMahon
Area Manager & Technical Support Coordination
Education
• Bachelors, Science, Wichita State University
Registration
• Wastewater Operator - Grade 3 - CA 82143
• Water Distribution Operator - Grade 3 - CA 59501
• Water Treatment Operator - Grade 1 - CA 48419
• Wastewater Collections Operator - Class 4 - LA
21-165
• Wastewater Operator - Class 4 - KS 17204
• Wastewater Operator Level 4 - WA 9609
• Wastewater Treatment Operator - Class 4 - LA
21-166
• Water Distribution Operator - Class 4 - LA 21-163
• Water Distribution Operator Level 4 - WA 016072
• Water Operator Level 3 - WA 016072
• Water Production Operator - Class 4 - LA 21-162
Professional Associations
• American Water Works Association
• Water Environment Federation
Technical Expertise
• Maintenance Management, Treatment Plant
O&M
• Facility Optimization
• Biological Treatment Process
• Treatment Plant O&M
Specialized Training
• 30-Hour General Industry Training - OSHA
365
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System D.2 Professional Profile
Daniel manages the Victorville Industrial Wastewater Treatment Plant and has 18 years of experience in the wastewater field. Throughout his career as an operator, Daniel has encountered many different processes, evaluated the performance of wastewater plant processes and executed changes to improve the operation.

From operating and maintaining facility equipment to performing laboratory analyses of wastewater, he has gained extensive hands-on experience related to the wastewater field. Daniel has assisted with developing and implementing Industrial Pretreatment Programs, collection system maintenance, construction, and process development. Daniel holds a California Grade 5 Wastewater Treatment Certification and Grade 2 Water Treatment Certification. He is an active member of the California Water Environment Association and is currently fulfilling the role of Past President of the local CWEA Desert and Mountain Sector.

Related Experience
Woodard & Curran, Inc. – Plant Manager. Manages the day-to-day operations and maintenance of the wastewater treatment plant, site laboratory, and source control (Industrial Pretreatment Program). Lead and direct all aspect of operations/maintenance, as well as safety, financial, environmental, and regulatory compliance. Ensure staff is up to date with all federal, state, and local regulations including environmental guidelines. Assists senior management in reviewing contractor submittals for materials and project design.

Prepare the annual operating budget and capital improvement plan. Monitor and control assigned budget elements and verify the project goals/milestones are met and adhering to approved budgets. Ability to operate and control complex and emerging wastewater processes including: Upflow Anaerobic Sludge Bio-reactor, pretreatment, primary treatment, chemical addition, thickening, sludge granulation, activated sludge, membrane filtration, anaerobic digestion, tertiary treatment, ultra violet disinfection, advanced biological nutrient removal.

Woodard & Curran, Inc. – Lead Operator. Activities include the operation and daily inspection of equipment, maintaining communications with project personnel, preventive maintenance activities, data entry and report generation, including preparing data for the Monthly Operating Report. Monitors and controls assigned budget elements to ensure cost-effective service to meet budget. Served as the liaison with the project staff and management all within a team and career-focused environment. Schedules, coordinates, directs, and supervises all daily operations of plant personnel, ensuring that subordinate employees follow established administrative, safety, operating, and maintenance policies. Supervises the operations department to ensure that work is performed in a safe and professional manner by following established safety, operating, and emergency response procedures. Enhanced knowledge of plant equipment and plant processes.

Education
• Water Technology, California State University
- Sacramento
• Computer Science, California State University -
San Bernardino
Registrations
• California Wastewater Treatment Grade 5
Operator - CA 28181
• Water Treatment Operator Grade 2 - CA 40558
• Environmental Compliance Inspector - CWEA
1308232710
Professional Associations
• California Water Environment Association,
Desert and Mountain Section, PresidentBoard Member
• California Water Environment Association
Daniel Peralta
Interim Project Manager
366
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System D.3 Professional Profile
As the Operations Leader, Dave oversees the management teams responsible for contract deliverables, project management, health and safety programs and policies, regulatory compliance, financial administration, and maintenance practices of Woodard & Curran’s West Region of the Operations and Management Business Unit. Dave has 34 years of experience in water and wastewater. Throughout his career, he has gained hands-on experience by locally managing various locations as well as operating through and assisting with wastewater treatment facility and collection system design, construction, and start-up. Dave is a licensed water and wastewater operator.

Related Experience
Woodard & Curran, Inc. – Operations Leader. Dave oversees the management teams responsible for contract deliverables, project management, health and safety programs and policies, regulatory compliance, financial administration, and maintenance practices of Woodard & Curran’s West Region of the Operations and Management Business Unit.

Woodard & Curran, Inc. – Area Manager. Led and directed all aspects of operations, as well as safety, financial, environmental, and regulatory compliance for four locations which generated $10.2M in revenue.

Develops employee and operational improvements.

American Water Enterprises – Regional Director of Operations. Led and directed all aspects of operations, as well as safety, financial, environmental, and regulatory compliance. Developed and implemented operational improvement strategies reducing costs and increasing profits across 13 locations generating $10.4M in revenue.*
American Water Enterprises – Area Manager. Led and directed the day-to-day operations as well as safety, environmental, and regulatory compliance for five locations which generated $4.1M in revenue.

Developed employee and operational improvements which created efficiencies and increased profits.* City of Lincoln, IL – Facility Manager. Led the day-to-day operations as well as safety, environmental, and regulatory compliance for a 3.88 MGD activated sludge wastewater treatment facility, the engineering department, 100 miles of collection system, a 33.5 MGD excess flow facility, 11 lift stations, and capital asset management. Developed 11 union employees as well as operational initiatives maintaining the $1.4M revenue stream.* Village of East Dundee, Illinois – Director of Public Works. Public Works Director responsible for the day-to-day operations of the street, water, sewer, and buildings and grounds divisions of the Public Works Department.*
* Experience prior to joining Woodard & Curran
David Kitzmiller
Operations Leader
Registrations
• Public Water Supply Operator Class C - IL 58499597
• Wastewater Treatment Operator Class 1 - IL 58499597
Public Associations
• American Water Works Association
• Water Environment Federation
367
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System D.4 Professional Profile
Paul has over 35 years of experience providing civil and environmental consulting services. He focuses on the evaluation, design, construction, and operation of wastewater treatment facilities and has completed more than 50 facilities plans or plant evaluations. He has served as the technical lead on the evaluation, design, construction and/or startup of numerous upgrade projects that cumulatively exceed $800M. Paul has received the Peloquin, Sawyer and Founders Awards from NEWEA, the Wastewater Trainer of the Year Award from EPA-New England, the Morgan Operational Solutions and Fuhrman Water Quality Medals from WEF and has been elected as a Fellow by the WEF.

Related Experience
City of Roseville, CA – Capacity Analysis and Facilities Planning for WWTPs. Technical Lead responsible for capacity analysis, process models and simulator training for each plant, and preparation of facilities plans for plant expansion and upgrade over the 30-year planning horizon. The capacity analysis will identify limiting plant processes, time frames for expansion and upgrade, and planning level capital costs for the Dry Creek WWTP (18 MGD) and the Pleasant Grove WWTP (12 MGD).

North of River Sanitary District, CA – WRRF Expansion. QA/QC and Operator Trainer for the expansion and upgrade of a 7.5 MGD trickling filter plant to a 12 MGD MBR. Preliminary design included evaluating and selecting liquid treatment process, solids handling, site planning, identification of staff requirements and new administration building. Selected solids facilities include sludge thickening, anaerobic digestion, dewatering systems, and solar drying beds. Several alternatives for sludge stabilization were evaluated including Lystek, recuperative thickening, temperature phased digestion, and single-stage anaerobic digestion. Final design was submitted in 2025.

New England Interstate Water Pollution Control Commission (NEIWPCC) – Nitrogen Optimization and Training Program. Lead for operations evaluation and training program conducted by the New England Water Pollution Control Commission for the Connecticut Department of Environmental Protection. Program involved evaluation of various WPCF’s in Connecticut to evaluation of current operating practices, identification of potential improvements to operating procedures and incorporating site specific training and workshops to assist operations staff improve nitrogen removal performance.

Paul Dombrowski, pe, bcee
Wastewater Treatment Operations & Training
Education
• Masters, Environmental Engineering, Worcester
Polytechnic Institute
• Bachelors, Civil Engineering, Worcester
Polytechnic Institute
Registrations
• Professional Engineer - MA, 39101
• Board Certified Environmental Engineer -
AAEES, 99-100799
• Professional Land Surveyor - MA, 36860
• Wastewater Operator Grade 6C - MA, 7540
Professional Associations
• American Academy of Environmental Engineers,
Board Certified Environmental Engineer
• Chi Epsilon - Honor Society of Civil Engineers
• New England Water Environment Association,
Plant Operations Committee Chair, 2001-
2005, Executive Committee and Director-atLarge, 2008-2011, Awards Committee Chair, 2011-present
• Tau Beta Pi National Engineering Honor Society
• Water Environment Federation, Technical
Practice Committees for various manuals of
practice
• Water Environment Federation, Operations
Forum Editorial Advisory Committee,
2007-present
368
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System D.5 Professional Profile
Greg is the National Innovation & Technical Support Manager with 29 years of experience in municipal and industrial wastewater operations seeking to identify, evaluate, and implement innovative technology and operations practices that maximize a facility’s potential (Hydraulic Maximization, Carbon Loading Increases and Nutrient Removal) and minimize the sludge, chemistry, energy, and human power expenses. He has worked on improving more than 100 municipal and industrial wastewater facilities in North and South America, Europe, the Caribbean, the Middle East, and Australia. He is focused on upgrading and enhancing operations at our existing facilities and potential sites across the United States.

Related Experience
Woodard & Curran, Inc., Tampa, FL – National Innovation and Technical Support Manager.

Leads the Innovation and Technology Team in developing Best Operating Practices (BOPs) and Best Available Technologies (BATs) for the purpose of process optimization at new and existing municipal and industrial wastewater treatment facilities. Develops capital estimates for upgrades, enhancements, and long-term operations and maintenance budget estimates, including expenses for power (gas/electric), M&R plus R&R, staffing, laboratory, safety, chemical, residuals, and start-up. Performs financial analysis for potential projects, including life-cycle cost and NPV analyses for technologies being evaluated for implementation.

City of Groveland, FL – Water and Wastewater Utility Contract Operations. As the Innovation and Technical Support Manager, Greg has provided support for all Utility Operations personnel. He has provided Operator Training for both obtaining and maintaining Operator Licenses. He has coordinated and overseen multiple R&D Projects, many of which have resulted in significantly improved WWTP performance as well as significantly reduced operations costs. He also helped develop and implement the Industrial Pretreatment Program and FOG Program for the community. He is also responsible for general support and troubleshooting of WWTP Operations.

LaBelle, FL – Water and Wastewater Utility Contract Operations. Greg has supported operations/oversight support to the Plant and Area Managers.

Starke, FL – Water and Wastewater Utility Contract Operations. Greg has supported operations/ oversight support to the Plant and Area Managers.

Gregory Parks
Wastewater Treatment Operations & Training, and
Technology Innovation
Education
• Bachelors, Environmental Earth Science,
Allegheny College
• Various Courses, Water Resources &
Environmental Engineering, Rutgers
University-Camden
Professional Association
• WEFTEC
369
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System D.6 Professional Profile
Adam has over 30 years of experience in start-ups, operations, maintenance, and management across the water and wastewater treatment, chemical manufacturing, and industrial water supply sectors. Throughout his career, Adam has focused on process improvement, efficiency, and reliability.

Related Experience
As an Operations Specialist for Woodard & Curran’s contract operations division, Adam is responsible for a variety of deliverables spread across numerous projects. This ranges from start-ups, operations, maintenance, and management across Woodard & Curran’s entire operations business. These locations include, but are not limited to the following:

Confidential Client, WA – Commissioning, Operations, & Management. Plant Manager responsible for the commissioning, operations, and maintenance of a 2.0 MGD industrial cooling water reuse facilities and distribution piping. Coordinated all activities associated with operations of a multi-faceted facility that could treat different source waters to meet industrial user requirements. Commissioned and troubleshot new equipment and processes to ensure that operations remained uninterrupted during crucial seasons.

Confidential Client, KY – Operations & Maintenance. Operations Specialist responsible for temporary operations and maintenance of a distressed facility during contract start-up and transition.

Lenroc Company. Provided clients with a variety of proprietary chemicals. Manufacturing processes included several qualities of water for various processes. These water qualities included but were not limited to boiler cooling water and high-purity makeup water. His role included design, fabrication, maintenance, operations, and optimization of the facility processes to exceed client expectations. Management of the dayto-day staff and operations was also included in Adam’s responsibilities.* * Experience prior to joining Woodard & Curran
Adam Key
Maintenance
Education
• Associates Degree, Spokane Community
College
Registrations
• Water Distribution Manager - Class 2 - WA,
• Class A CDL with double, triple, tank, and
hazmat endorsements
• ASA certified Sailboat Captain
Technical Expertise
• Ultra-filtration
• Reverse Osmosis
• Industrial Water Softening
• Rotating Equipment
Specialized Training
• Certified Welder
• Heavy Equipment Operator
370
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System D.7 Professional Profile
Steve is the O&M Director of Safety for Woodard & Curran. He is responsible for implementing the Health and Safety program at all contract operated facilities. Steve is OSHA-certified and, in his role, performs scheduled and unscheduled safety audits of our contract operated facilities. He supervises and coordinates all health and safety activities at the facilities. Steve and the Safety Team provide the necessary training and support to plant management and staff to ensure the health and safety of all employees. Steve is experienced in the implementation and management of complex safety systems and projects with specific expertise in personal and industrial safety, industrial hygiene, process safety, compliance auditing, change management, continuous improvement, construction safety, and regulatory compliance in diverse utility, manufacturing, and construction environments.

Related Experience
St. Charles, MO – Health and Safety Director.

JProvide technical guidance, assistance, and consultation to internal clients regarding regulatory and company compliance requirements pertaining to occupational safety and health.

JManage the incident investigation process, provide guidance to employee managers and ensure completion of resulting preventative measures.

JDevelop and present health and safety training material.

JEstablish and publish annual health and safety goals for O&M Services.

JReview data to identify trends and opportunities for improvement.

JEnsure consistency of health and safety strategies and programs across O&M SBU.

JControls budget, scope, and schedule of Health and Safety initiatives.

JWork with the Health & Safety Director to conduct a health and safety gap analysis and create/merge safety programs when new and existing projects.

Mallinckrodt Pharmaceuticals, St. Louis, MO – Principal Health and Safety Engineer.

Eastman Chemical, Sauget, IL – Site Safety Specialist.

Environmental Operations, Inc., St. Louis, MO – Health & Safety Project Manager.

ClosetMaid LLC, CA – Safety in Design Review.

Education
• Bachelors, Business Administration,
Fontbonne University
• Masters, Engineering, University of Alabama
Birmingham
• Bachelors, Environmental Management,
University of Maryland University College
Registrations
• Certified Safety Professional (CSP)
• Safety Management Specialist (SMS)
• Ceritifed Instructor Trainer (CIT)
• USEPA 40 Hour Hazardous Waste Operations
and Emergency Response
• ProBoard certified NFPA 472 Hazardous
Materials Incident Command
• ProBoard certified NFPA 472 Hazardous
Materials First Responder Operations
• ProBoard certified NFPA 1006 Rope Technical
Rescue I
• ProBoard certified NFPA 1006 Confined Space
Technical Rescue I & II
• NIMS 100/200 and 700/800
• OSHA 30-Hour Safety and Health, General
Industry & Construction
• OSHA Outreach Trainer, General Industry
• Fall Protection Competent Person Trainer
• Certified Lean Leader
Stephen Lindemann, csp, sms, cit
Health & Safety
371
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System D.8 Professional Profile
Alan is a Technology Manager responsible for leading the implementation and support of wide range of technologies including operations databases; Enterprise Asset Management systems; mobile data collection systems; GIS; GPS data collection systems; and business analytics and intelligence systems. He leads a support team that guides the implementations, design, user interface, and integrations as well as interfacing with client technologies. He serves as the technology leader for the O&M SBU with the goal of increasing overall efficiency at all water, wastewater, and remediation projects across the country. Over the last 13 years, Alan has taken the SBU from paper, pen and spreadsheets to a robust technology program, providing operators and management the tools and skills needed to accurately store and report operations and asset management data. Alan has also focused on corporate reporting through benchmarking/KPIs. With all projects utilizing technology, we provide the ability to monitor compliance, process control, KPIs. He also implements mobile device management across the O&M business including tablets, phones and hotspots. These tools allow the O&M business to seamlessly roll out and support technology to users across the organization.

Related Experience
Woodard & Curran, CT – O&M CMMS Pilot, Evaluation and Procurement. In 2022, the Woodard & Curran’s O&M SBU conducted a needs assessment for asset management software systems to ensure we are meeting the needs of our clients and projects. The initial evaluation included a SWOT and GAP analysis of existing systems. Based on the analysis Woodard & Curran shortlisted 3 software vendors and embarked on a 3-month pilot at several large O&M facilities. During the pilot the O&M technology services team conducted a thorough evaluation focusing on usability, functionality, administration, and cost. These categories were broken down into subcategories which were evaluated in depth, weighted, and scored based on the outcome of the pilots, staff feedback and organizational needs. At the end of the pilot and evaluation, Woodard & Curran procured a new system and began the process of scheduling implementations across the organization.

Confidential Client, Atlanta, GA – Data Management and Business Intelligence. Woodard & Curran was asked if we could replace their waste storage facility inventory entry and reporting system. Using existing technology, Alan was able to meet the client’s needs. Inventory reports are automatically emailed to Delta staff daily so emergency management personnel have an accurate account of what type of Hazardous materials are currently at the facility. A mobile data collection tool was created that allows staff to document waste pickups at multiple locations around the airport daily. All data is funneled into a web dashboarding tool where staff can immediately report anything to the client at any time from any mobile device or computer.

Confidential Pharmaceutical Client, Bound Brook, NJ – O&M SBU. Alan began working for the O&M SBU as a Plant Manager for a large remediation facility. He effectively managed and coordinated staff, contractor and engineering activities. Alan was also responsible for environmental compliance, database management and financials. He served as the site safety officer & emergency response coordinator.

Education
• Bachelors, Environmental Science/GIS Minor, SUNY College at Plattsburgh Alan Fabiano
Operations Technology
372
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System D.9 Professional Profile
Celina has 21 years of experience working in the wastewater industry with primary focus in the operation and maintenance and management of wastewater treatment facilities. She is experienced in industrial and municipal operations. Celina has been involved with the design, construction, start-up and transition of several treatment facilities in her career. As Project Manager of the Perdue Industrial Wastewater Treatment Facility, she has been responsible for permit compliance, health and safety, plant maintenance, and financial performance. Her strengths are commitment, creative thought process analysis, technical abilities, and an eagerness to learn. She has strong leadership abilities and has succeeded in creating a positive work atmosphere where continuous improvement and change are expected.

Related Experience
Woodard & Curran, Operation Specialist. Participated in several new project start-ups. Provided a support role for asset management and Hach WIMS, Woodard & Curran’s compliance database. Clients included:

Environmental Management Corporation (EMC), Perdue Farms, Monterey, TN – Operations and Management. Facility Manager for the Industrial Pretreatment Facility with a 0.60 MGD biological nutrient removal system. In addition to operations and management, responsibilities include ensuring compliance for the stormwater permit, annual Tier II reporting, sludge hauling and application program and logistics. Provides assistance and training with operations, laboratory, and safety, maintenance, and compliance documentation retention programs to other EMC sites.*
Environmental Management Corporation, Worthington, MN – Industrial Wastewater Treatment Facility. Manager-in-Training/Operator for the Worthington, MN Industrial Wastewater Treatment Facility where the facility maintained at 2.0MGD flow from the Swift Pork Processing Facility.* Wentzville WWTF, MO – Laboratory Technician. Maintained a 2.0 MGD extended aeration wastewater facility with responsibilities including daily laboratory testing per EPA approved methods; dewatering digesters; adjusting and tracking flow to units; daily checks on equipment; dissolved oxygen monitoring; equipment maintenance and calibrations; organized a backflow prevention inspection program for over 600 devices citywide; scheduled and organized inspections per classification twice a year; and maintained grease trap inspections for the entire city, approximately 100 inspected twice a year.* * Experience prior to joining Woodard & Curran
Celina Bland
Technology Implementation
Education
• Associates, Environmental Science, Crowder College
Registrations
• Wastewater Operator Class C - MN C276121, MO 5997
• Wastewater Operator Grade 2 - CA, TN
• NASSCO Pipeline, Lateral and Manhole Assessment - CA
JCity of Groveland, FL
JCity of LaBelle, FL
JEllijay-Gilmer County Water &
Sewerage Authority, GA
JCity of Carlinville, IL
JCity of Hillsboro, IL
JCity of St. Charles, MO
JTown of Plymouth, MA
JConfidential Clients
JAnd others.
373
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System D.10 Professional Profile
Ken has 18 years of experience working in the wastewater industry with a primary focus in IT and Asset Management of Collections Systems and Wastewater Treatment facilities. He is a highly experienced Asset Management Professional with over 10 years of experience in Advanced Asset Management Leadership and over 25 years of Enterprise IT Leadership. Ken has successfully implemented Asset Management programs at two Government utilities in South Carolina where he directed and managed the Asset Management Program (AMP), including developing Strategic Asset Management Plans, Asset Management Program Strategy and overall development and implementation of the Asset Management Program.

Related Experience
Woodard & Curran, Inc. – O&M SBU Asset Management. Services Manager responsible for the implementation of our Advanced Asset Management Program at 56 projects located around the United States. Ken’s responsibilities include working with our teams to develop asset management strategies and procedures for efficient and effective facility management. Task include framework development, programming strategy, program standards and tools, Risk Assessment Framework Development, Condition Assessment Framework development, perform Condition Assessments, perform Risk Assessments, perform Business Risk Exposure Assessment using Probability of Failure and Consequence of Failure, risk mitigation strategies, risk assessment reports, life cycle planning, long-term planning and CIP Planning.

City of Groveland, FL – Groveland Water and Wastewater Facilities. The City’s facilities include:
two wastewater treatment facilities, four water treatment plants, and one booster pumping station. Our team developed an Asset List by using plant drawings and field visits to construct an asset hierarchies list for all seven facilities. Woodard & Curran performed Level 1 Condition Assessments on all the assets. We gathered basic condition inspection data using a condition assessment matrix and holding field discussions with maintenance staff. The purpose of this type of inspection is to determine assets that need further specialized assessments and identify any assets that need immediate attention or pose safety risks. Our team determined asset install dates, expected useful life, Probability of Failure (POF), redundancy, consequence of failure (COF), and business risk associated with the assets. This was done using estimated useful life tables and holding workshops with leadership and staff. We have also established a risk framework to determine the risk of the assets. Woodard & Curran developed a Power BI Risk Matrix to display asset and risk related reports to staff and leadership. Our team continues to work with this staff to develop the needed Preventative Maintenance for the assets, and to get the Computerized Maintenance Management System/ Asset Management System (CMMS/AMS) configured for use at this facility.

Ken Davis
Asset Management
Education
• Bachelors, Computer Science, Lander
University
Registrations
• Essentials of Asset Management - Virginia
Tech
• Pipeline, Lateral and Manhole Assessment
- National Association of Sewer Service
Companies
Professional Associations
• SC Asset Management Committee
• SCWWA/WEASC Joint Asset Management
Committee
374
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System D.11 Professional Profile
Scott has over 40 years of experience in the planning, design, and construction of a variety of wastewater projects. He has served as project manager for various master plans, design of water and wastewater treatment plants, pump stations, and computer modeling of water, wastewater, and recycled water systems.

Scott has successfully completed over 30 wastewater treatment plant upgrade projects.

Related Experience
City of Victorville, CA – Integrated Wastewater Treatment Plant Capacity Expansion Design and Construction Support, 0-30% Design. As Project Manager, Scott led the execution of a comprehensive scope of services to increase the treatment capacity to meet projected 2045 flows of 6.0 MGD, and an ultimate future capacity of 9 MGD.

North of River Sanitary District, CA – WRRF Expansion. Project Manager for the expansion/upgrade of a 7.5 MGD trickling filter plant to a 12 MGD MBR. Preliminary design included evaluating/selecting liquid treatment process, solids handling, site planning, staff requirements and new administration building.

Selected solids facilities include sludge thickening, anaerobic digestion, dewatering systems, and solar drying beds. Several alternatives for sludge stabilization were evaluated including Lystek, recuperative thickening, temperature phased digestion, and single-stage anaerobic digestion. Final design was submitted in 2025.

City of Malibu, CA – Civic Center Wastewater Quality Improvement Program. Overall Project Manager for the Civic Center Water Treatment Facility (CCWTF) from roughly 0.2 MGD to 0.4 MGD Phase 2 for the City of Malibu, which is continued implementation of a water quality improvement program to meet TMDL and RWQCB requirements. Phase 2 facilities include expansion of the City’s WWTP, approximately 5 miles of new wastewater collection piping (including five new lift stations) and approximately 5 miles of new recycled water system piping. The Malibu CCWTF includes an influent pump station, headworks (including coarse screen, grit chamber, and fine screen), equalization basin, intermediate pump station, biological reactor, MBR, UV disinfection, recycled water pump station, groundwater injection wells, and collection system.

Woodard & Curran effort included preliminary and final design of required facilities.

Encina Wastewater Authority, CA – Encina Water Pollution Control Facility, Phase V Expansion. Project Manager of WWTP expansion for the Encina WPCF, which provides wastewater treatment for six member agencies in northern San Diego County and has a design capacity of 36 MGD liquid and 38 MGD solids. The last major expansion was completed in 1992. The Phase V Expansion increases the liquid capacity to 41.5 MGD and the solids capacity to 43.3 MGD to serve the ultimate needs of the service area.

The expansion project includes installation of a triple pass rotary drum dryer for biosolids, and installation of 4 900 kW engine generators to replace the old engines.

Scott Goldman, pe, bcee
Wastewater Infrastructure Engineering
Education
• Masters, Environmental Engineering, University
of Southern California
• Bachelors, Civil / Environmental Engineering,
University of California-Los Angeles
Registration
• Professional Engineer - CA, 33041
• Board Certified Environmental Engineer
Professional Associations
• Water Environment Federation
• American Water Works Association
• American Public Works Association
• American Academy of Environmental Engineers
• Orange County Chapter of WateReuse
Association, Chapter Trustee
375
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System D.12 Professional Profile
Greg has 12 years of experience on a wide variety of wastewater infrastructure and civil site projects in the planning, permitting, design, bidding, and construction administration phases. Greg brings experience in wastewater treatment program management, water treatment and distribution expansion and replacement projects (e.g., pipeline, wells, tanks, and master plans), infrastructure improvement projects, and sanitary sewer expansion and replacement projects.

Related Experience
City of Victorville, CA – Integrated Wastewater Treatment Plant Capacity Expansion Design and Construction Support, 0-30% Design. As Deputy Project Manager, Greg led the execution of a comprehensive scope of services to increase the treatment capacity to meet projected 2045 flows of

6.0 MGD, and an ultimate future capacity of 9 MGD. Greg coordinated multi-phase technical evaluations, stakeholder workshops, and conceptual design efforts to assess and prioritize expansion options, including MBR system upgrades and advanced water treatment integration for potential potable reuse. His leadership ensured constructability while maintaining plant operations and regulatory compliance. Greg oversaw interdisciplinary teams in designing critical infrastructure improvements—influent pumping improvements, grit removal and course screening, primary clarification, fine screening, biological treatment, UV disinfection, and electrical upgrades. He also helped develop a permitting and financing strategy. And finally, Greg directed the conceptual design of a DPR facility, ensuring future flexibility to meet the region’s water supply needs.

City of Palo Alto, CA - Regional Water Quality Control Plant (RQWCP) Capital Improvement Program Management. Since 2018, Greg has served on the program management team for the rehabilitation of and improvements to the Plant, currently as Project Manager. The Program includes several projects to update aging infrastructure and to provide upgrades to address increasing regulatory requirements, nutrient removal, higher loading concentrations, and impacts related to the growth and development within the service areas. Work includes consultant procurement, design review, budgeting, and scheduling for the major rehabilitation of the primary, secondary, and recycled water processes as well as a variety of capital improvement projects throughout the Plant. Greg coordinates scopes, schedules, and communication across engineering disciplines to facilitate project delivery. Additionally, Greg directs the Woodard & Curran process, electrical, structural, civil infrastructure, and SCADA engineering groups to provide condition assessments, alternative evaluations, design recommendations and reviews, and preliminary cost estimates.

Calaveras County Water District (CCWD), CA – West Point Water Treatment Plant Upgrades.

Greg served as the project engineer, preparing a conceptual design, budget and schedule to support a grant application for project funding. The conceptual design included improvements to existing facilities, additional infrastructure to increase resiliency and to facilitate remote operations, and an evaluation of treatment process upgrades to improve product water quality. CCWD successfully secured funding for their future project.

Education
• Masters, Civil & Environmental Engineering,
Northeastern University
• Bachelors, Civil & Environmental Engineering,
Northeastern University
Registrations
• Professional Engineer - CA, 92075
Professional Associations
• California Water Environment Association
Specialized Training
• GPSX Nutrient Removal Modeling
• Cal/OSHA 10-hour
Greg Sands, pe
Wastewater Infrastructure Engineering
376
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System D.13 Professional Profile
Tony has 24 years of experience and serves as Woodard & Curran’s Municipal Wastewater Practice Leader in planning, piloting, design, permitting, delivery, construction, and operations of municipal and industrial wastewater treatment plants. Tony is passionate about alternative analysis evaluations, basis of design development, and managing multi-discipline design projects using various 2D, 3D, and 4D delivery platforms. Tony brings specialized expertise in solids processing and dewatering, having completed numerous evaluations and design projects to optimize biosolids performance.

Related Experience
North of River Sanitary District, CA – WRRF Expansion. Serving as QA/QC reviewer for 10 mgd expansion including fine screenings, primary clarification, membrane bioreactor technology, ultra violet disinfection, solids thickening, digestion and dewatering. Supporting innovations in BIM design and content throughout design.

City of Roseville, CA – Wastewater Treatment Plant Capital Improvements and Capacity Evaluation. Senior Technical Manager provided capacity analysis and process evaluation for Roseville’s Dry Creek WWTP. Currently developing a biological model for Roseville’s Pleasant Grove WWTP.

Multiple Locations – O&M Collaboration FOG Receiving and Treatment Facilities. Senior Technical Manager responsible for providing technical guidance for delivery of multiple projects to NORESCO and Passaic Valley Sewerage Commission using Greasezilla’s FOG treatment system. Responsible for preparing equipment sizing, arrangements, and costs.

Town of Abingdon, VA – O&M Collaboration. Senior Technical Manager developed process modification alternatives for 5 MGD facility, including primary clarifiers, biological upgrades, solids handling and FOG receiving and treatment.

City of Groveland, FL – WWTP O&M Collaboration. Senior Technical Manager prepared as-built of existing Greasezilla system including process flow diagram, civil site plan and control narrative for O&M for regulatory and internal use.

Confidential Client, U.S. – New Wastewater Treatment Facility Design-Build. Senior Technical Manager of Woodard & Curran’s largest design-build project. One of three teams responsible for delivering solids handling, clarification, disinfection and chemical addition. Providing design in BIM and responsible for collaborating with internal and external BIM content. Regular coordination with TDG and junior staff to develop design packages for design-build delivery.

Tony Elberti, pe
Practice Leader
Education
• Masters of Water Resource Management,
Villanova University
• Bachelors, Civil Engineering, Pennsylvania
State University
Registrations
• Professional Engineer - PA, PE073744
Professional Associations
• Water Environment Federation
• Pennsylvania Water Environment Association
377
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System D.14 Professional Profile
For 30 years, Kyle has worked in the water and wastewater industry with a focus on instrumentation and controls design, programming, networking and security, continuous operation integration, startup, and inspection – including work at more than 50 water/wastewater plants throughout the United States. He specializes in the planning and execution of integration projects on operating facilities, including work sequencing and operations coordination. Kyle provides consulting services to O&M plants to improve system security, operational efficiency, and control system project planning and program management.

Related Experience
City of Malibu, CA – Civic Center Water Quality Improvement Program. Lead I&C Engineer for the Civic Center Water Treatment Facility Phase 2 for the City of Malibu, which is continued implementation of a water quality improvement program to meet TMDL and Regional Water Quality Control Board requirements for improving water quality in Malibu Creek, Malibu Lagoon, and Surfrider Beach. Phase 2 facilities include expansion of the City’s Wastewater Treatment Plant, approximately 26,000 linear feet of new wastewater collection piping (including five new lift stations) and approximately 26,000 linear feet of new recycled water system piping. W&C effort included preliminary and final design of required facilities, instrumentation & control, assistance with easement acquisition, Caltrans permitting, State Revolving Loan application and funding assistance, air permits, amendment to CEQA documents and Coastal Development Permit. The design was completed in early 2022 and is expected to begin construction before the end of the year.

North of River Sanitary District No.1, CA – WRRF Expansion. Lead I&C Engineer for the design and engineering of a replacement SCADA system that will operate in parallel with the existing SCADA system until the plant expansion is fully integrated with existing plant facilities. This project is expanding an existing treatment facility that currently uses approximately 1.3MW of power and will be increased to approximately 3MW. A new fiber optic network is being designed that will provide resiliency, communication with vendor packaged equipment, and provide a solid backbone for the new SCADA system. This project is currently in the 60% design phase and is expected to be completed in August 2025.

Union Sanitary District, CA – ETSU Phase 1 and 1a. I&C Engineer designed instrumentation and controls systems for $180M in facility upgrades including new aeration facilities, new pump station, and new Administration/Laboratory Building. The project also includes designing both the physical and logical aspects of a new network that will be utilized by both the SCADA system and the business systems.

City of Victorville, CA – SCADA Master Plan. Project Manager evaluating the City’s SCADA system and developing a plan to maintain and improve the system in line with the City’s goals and vision for the future.

The Master Plan provides a comprehensive descriptive review of the current state of the City’s operational practices around the SCADA system in addition to a technical analysis of the SCADA system.

Education
• Masters, Business Administration, University
of California, Irvine
• Bachelors, Electrical Engineering, Valparaiso
University
Registrations
• Professional Engineer - CA CS 7556
• C-10 Licensed Electrical Contractor – CA
• 10-Hour Construction Training - OSHA
Professional Associations
• International Society of Automation
Kyle Tracy, pe
SCADA & Instrumentations
378
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System D.15 Professional Profile
Joe has over 16 years of experience protecting critical infrastructure as well as proprietary and intellectual property against outside adversarial, insider and cyber threats in the military, public, private, and international sectors. He leads the security efforts for Woodard & Curran’s operations & management group nationwide.

Related Experience
O&M Projects, Various Locations – Mobile Device Patch Management. Lead O&M wide patch management program for mobile devices, ensuring mobile devices used at WTP, WWTP and Industrial WWTP have latest security patches minimizing potential vulnerabilities from these sites’ networks.

O&M Projects, Various Locations – Network Access Management. Initiated and collaborated with O&M Network Infrastructure Manager to create Guest Networks at all WTP, WWTP, and Industrial WWTP with O&M managed networks for non-Woodard & Curran owned devices to connect to. Eliminating unknown and unmanaged devices from potentially having access to critical IT systems.

O&M Projects, Various Locations – Initiated Supply Chain Risk Management Process. Initiated the process to review network connected devices prior to connection to minimize potential threats and vulnerabilities from products manufactured with malicious vulnerabilities or backdoors in them which could pose a threat to the IT and SCADA networks.

City of Cashmere, WA – WTP and WWTP Security Assessment. O&M Information Security Manager responsible for the physical security and cyber security assessment of the city of Cashmere, WA water treatment and wastewater treatment plants. Assessment resulted in the identification and correction of several key physical security vulnerabilities at the site and in daily operations. Initiated partnership with the Cybersecurity and Infrastructure Security Agency (CISA) which led to the procurement of free monitoring of public facing IT network equipment.

Confidential Client, North Haven, CT – Security Assessment and Security Upgrades. Led security assessment of treatment facility, identified and prioritized security vulnerabilities which has led a capital improvement projects designed to improve physical and cyber security stance and allow for monitoring of the facility during remote night operations. These capital improvements will also assist in lowering manpower costs and improve the safety of the staff.

Joseph Parks
Cyber/Physical Security
Education
• Bachelors, Computer and Information Science,
Wilmington University
• Associates, Community College of the Air Force
• Associates, Criminal Justice, Community
College of the Air Force
Specialized Training
• Federal Law Enforcement Training Center
– Criminal, Fraud and Counterintelligence
Investigations
• Defense Cyber Investigation Training Academy
– Intro to Cyber Investigations and Digital
Forensic previewing and extraction courses
• Joint Counterintelligence Training Academy –
Advanced Counterintelligence Investigation
Course, Counterintelligence Research,
Development and Acquisitions
379
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System D.16 Professional Profile
Brian has 12 years of experience in recycled water permitting and compliance, NPDES stormwater and wastewater permitting, monitoring, and compliance, and industrial EHS&S compliance. He has experience analyzing municipal wastewater and stormwater data to ensure compliance with NPDES permits. He has supported public agencies and private industries through complex permitting processes, including preparing and renewing wastewater discharge permits, developing Stormwater Pollution Prevention Plans (SWPPP), and managing industrial pretreatment program compliance.

Related Experience
City of Victorville, CA – Industrial Wastewater Treatment Plant Recycled Water Compliance.

Project Manager overseeing continued compliance with industrial wastewater treatment plant waste discharge requirements and CDPH Title 22 compliance.

City of Victorville, CA – Industrial Wastewater Treatment Plant Effluent Disposal Analysis.

Project Manager tasked with analyzing and recommending new effluent disposal options for the City to consider for its industrial wastewater treatment plant to prepare for growth in the City.

Confidential Client, CA – Industrial Pretreatment Facility. Project Manager evaluating feasibility of designing and constructing a pre-treatment facility for industrial discharger to meet agency wastewater local limits. Collaborating with engineering, legal, and EHS teams for design basis and developing pilot system for proposed wastewater treatment technology.

Confidential Client, CA – EHS Consultant. Project scientist tasked with developing Permit Registration Documents for Industrial General Permit coverage, including developing and implementing a site-specific Stormwater Pollution Prevention Plan and monitoring program. Lead wastewater permit renewal effort and collaborated with local agency. Assisted in industrial hygiene monitoring program for 50 employees. Audited four facilities for stormwater and wastewater compliance.

San Andreas Sanitary District, CA – Report of Waste Discharge. Project planner leading regulatory team in drafting and submitting wastewater discharge permit renewal documents to the Regional Water Quality Control Board.

City of Cloverdale, CA – Industrial Pretreatment Permit. Project Planner tasked with drafting a new industrial pretreatment permit for an industrial user within the City’s service area.

Confidential Client, CA – EHS Consultant. Project Manager tasked with conducting annual internal audit of Sacramento facility EHS department. Leads wastewater and stormwater compliance determination.

Collaborates with subject matter experts in air permitting, TSCA, hazardous waste management, and other environmental regulatory areas to determine compliance.

Education
• Masters, Environmental Science and
Management, University of San Francisco
• Bachelors, Environmental Science, University
of Oregon
Registrations
• 40 Hour HAZWOPER Training - OSHA
• 8 Hour HAZWOPER Refresher Training - OSHA
Brian Wickes
Permitting
380
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System D.17 Professional Profile
Tia has 20 years of experience working on a wide range of wastewater projects for municipal clients. Tia has managed and designed numerous projects involving thickening, dewatering, stabilization, and sludge/ cake conveyance. She has led biosolids process condition assessments, evaluated and selected alternatives for biosolids management, and overseen the design and implementation of new dewatering systems. Tia’s project experience includes biosolids planning services aimed at achieving Class A biosolids, detailed evaluations of process alternatives, and improvements to digester systems and dewatering infrastructure.

Related Experience
Carlisle, PA – Biosolids Management Plan. Project Manager/Design Manager for biosolids planning services of the WWTP. The plant currently liquid applies lime stabilized sludge, dewatering only during cold months. The project goal was to create a Class A Biosolids product. Considerations included emerging contaminants in biosolids. Work included a condition assessment of the biosolids process, survey of local wastewater facilities biosolids practices, alternatives selection of possible biosolids management practices, and detailed evaluation of process alternatives. Detailed analysis of four processes were conducted (Post Lime Stabilization, Autothermal Aerobic Digestion, Anaerobic Digestion and Drying and Drying with Pyrolysis).

Penn State University, State College, PA – Wastewater Treatment Plant Biogas Study.

Technical Advisor on a study on the facility’s existing anaerobic digesters and digester gas system. The study focused on quantity and quality of digester gas produced, code compliance surrounding gas piping and safety devices and operations of the facility’s digesters. The study concluded by recommending a wider biosolids management plan be conducted to address solids handling more holistically.

Tamaqua Borough Authority, Tamaqua, PA – Wastewater Treatment Plant Upgrade. Project Manager and Design Manager for the upgrade of the authority’s wastewater treatment plant. The project includes a new headworks equipped with mechanical screens and grit removal, rehabilitation of the primary clarifiers, new diffusers and blowers for the aeration tanks, conversion of two aeration tanks to swing equalization basins to manage wet weather flow, a new magnesium hydroxide system for alkalinity control, rehabilitation of the secondary clarifiers, new primary sludge, RAS and WAS pumps, replacement of the chlorine gas disinfection with sodium hypochlorite, rehabilitation of the digester including new mixing pumps, heat exchanger and waste gas burner, improvements to the dewatering system including new polymer system, dewatering screw press and new conveyors, new boiler and associated building, rehabilitation of the laboratory, new SCADA system, and new plant water pumping system. PennVest funding was also part of the project. Funding and grant applications were prepared, and the project was awarded $12 Million.

Education
• Masters, Environmental Engineering,
Massachusetts Institute of Technology
• Bachelors, Environmental Engineering,
Manhattan College
Registrations
• Professional Engineer - NY, 093809
• Professional Engineer - PA, PE091091
Professional Associations
• New York Water Environment Association
• Pennsylvania Water Environment Association
• Water Environment Federation
Tia Trate, pe
Biosolids Management
381
Management, Operation, and Maintenance of the Wastewater Treatment Plant and Sanitary Sewer Collection System D.18 Professional Profile
Richard brings 25 years of government affairs and project advocacy experience at the federal, state, and local levels. His experience extends from water and infrastructure policy and funding to legislative solutions for public agencies in California. Richard has extensive experience pursuing and capturing grant and loan funding through various programs. He has administered grant and loan agreements and assisted with bid processes to ensure compliance. Richard supports clients, either directly or indirectly, in many ways, including through the direct preparation of progress reports and funding agreement documents, preparation of draft resolutions and staffing reports, and by developing and implementing strategies to prioritize and execute funding applications and other related documents.

Related Experience
North of River Sanitary District, Bakersfield, CA – Water Resource Recovery Facility Strategic Financing. Conducted staff and board workshops and presentations regarding funding and financing options for the facility project. Developed a design basis memorandum identifying and recommending $195 million in financing through the U.S. EPA WIFIA Program, as well as development and submittal of application materials.

Eastern Municipal Water District, Perris, CA - Purified Water Replenishment Project Funding Plan. Developed a funding plan describing the success to date of EMWD efforts to secure external funding for the PWR Program, including pending requests and applications. The plan also articulated several opportunities for additional funding that may be considered by EMWD for future program components and activities.

City of Inglewood, CA – Edward Vincent Jr. Park Stormwater Improvements Project Design.

Richard supports the City by leading a funding team for the project, maintaining transparency, ensuring document/application control accuracy, and supporting compliance with funding regulations. Richard leverages his experience in government affairs and project funding advocacy at the federal, state, and local levels to develop strategic funding approaches for the project and facilitates coordination with key funding collaborators including public agencies, nonprofit and private organizations, as well as state and federal elected officials that are positioned to contribute additional funding for project elements, features, and amenities.

Napa Sanitation District, CA – On-Call Funding Support. Richard supports on-call funding activities for the Napa Sanitation District by providing funding landscape analysis and pursuit strategy development.

This includes advising the District on timelines of upcoming funding opportunities and coordinating in the development of funding matrices. Support includes participation in meetings with District staff to evaluate Capital Improvement Program projects and suitability for external funding.

Education
• Masters, Business Administration, San Diego State University • Bachelors, International Business, San Diego State University Richard Harmon
Fiscal Solutions
382
515 S. Flower Street, 18th Floor
Los Angeles, CA 90071
383

ADELANTO PUBLIC UTILITY AUTHORITY
A D E L A N T O G O V E R N M E N T A L C E N T E R | 1 1 6 0 0 A I R E X P R E S S W A Y | A D E L A N T O , C A L I F O R N I A 9 2 3 0 1
DATE: December 10, 2025
TO: Honorable Chairman, and Public Utility Authority Members FROM: Jessie Flores, Executive Director
BY: Saba Engineer, Grant Administrator
SUBJECT: PROFESSIONAL SERVICE AGREEMENT FOR COMMUNITY DEVELOPMENT AND

DEVELOPMENT SUPPORT SERVICES
STAFF RECOMMENDATION:

Staff recommends City Council approves Professional Service Agreement with Local Equity, LLC. in not to exceed amount of $603,000 for Community Development and Development Support Services, and authorizing the City Manager to sign the agreement on behalf of the City Council.

DISCUSSION:

The City of Adelanto is experiencing tremendous growth. Community Development and Development Support Services are essential for a growing city because they guide safe and orderly development, ensure infrastructure keeps pace with population growth, support economic investment, and protect public health, safety, and the environment. By coordinating planning, building, engineering, and neighborhood improvements, these services help the city manage growth responsibly while improving quality of life for residents and positioning the community for long-term success.

On November 04, 2025, a Request for Proposals (RFP) for Community Development and Development Services was released and made publicly available on the Planet Bids and City’s website. On November 25, 2025, one (1) proposal was received from the following firm:

No. Firm Location
1 Local Equity, LLC. Beverly Hills
The proposals were reviewed by a panel of staff members using the City’s standard rating system requirements of the RFP. It was determined that Local Equity, LLC. is ranked as a top firm based on understanding of the work to be performed, experience with similar kinds of work, qualifications of key personnel, capability of developing innovative or advanced techniques, familiarity with state and federal procedures, and technical ability.

Proposed monthly fee structure is as
Economic/Community Development: Monthly Flat Fee of $29,750 Development Services Support: - Monthly Fee of $20,500
Total fee for 12 months contract is $603,000
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Staff recommends City Council approves Professional Service Agreement with Local Equity, LLC. in not to exceed amount of $603,000 for Community Development and Development Support Services, and authorizing the City Manager to sign the agreement on behalf of the City Council.

FISCAL IMPACT:

This is paid 50% from General Fund and 50% by Public Utility fund Attachment- A. Professional Service Agreement with Local Equity, LLC. 385
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CITY OF ADELANTO

PROFESSIONAL SERVICES AGREEMENT
Community Development and Development Support Services
THIS PROFESSIONAL SERVICES AGREEMENT (“Agreement”) is made and effective this __10__ day of ___December___, 2025 (“Effective Date”) by and between the CITY OF ADELANTO, a California Limited Liability Company, (“City”) and Local Equity,LLC a Sole Proprietor (“Consultant”). City and Consultant may sometimes herein be referred to individually as a “Party” and collectively as the “Parties.”
SECTION 1. SERVICES.

Subject to the terms and conditions set forth in this Agreement, Consultant shall provide to City the services described in the Scope of Services, attached hereto as Exhibit A and incorporated herein by this reference (the “Services”). Consultant will perform subsequent task orders as requested by the Contract Administrator (as defined below), in accordance with the Scope of Services. In the event of a conflict in or inconsistency between the terms of this Agreement and Exhibit A, this Agreement shall prevail.

1.1 Term of Services. The term of this Agreement shall begin on December 10, 2025 and shall end on December 10, 2026 unless the term of this Agreement is otherwise terminated or extended as provided for in Section 8. The time provided to Consultant to complete the Services required by this Agreement shall not affect City’s right to terminate this Agreement, as provided for in Section 8.

1.2 Standard of Performance. Consultant represents and warrants that Consultant is a provider of first class work and services and Consultant is experienced in performing the Services contemplated herein and, in light of such status and experience, Consultant shall perform the Services required pursuant to this Agreement in the manner and according to the standards observed by a competent practitioner of the profession in which Consultant is engaged in the geographical area in which Consultant practices its profession and to the sole satisfaction of the Contract Administrator.

1.3 Assignment of Personnel. Consultant shall assign only competent personnel to perform the Services pursuant to Agreement. In the event that City, in its sole discretion, at any time during the term of this Agreement, desires the reassignment of any such persons, Consultant shall, immediately upon receiving notice from City of such desire of City, reassign such person or persons.

1.4 Time. Consultant shall devote such time to the performance of the Services pursuant to this Agreement as may be reasonably necessary to satisfy Consultant’s obligations hereunder.

1.5 Authorization to Perform Services. Consultant is not authorized to perform any of the Services or incur any costs whatsoever under the terms of this Agreement until receipt of authorization from the Contract Administrator.
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1.6 Warranty. By executing this Agreement, Consultant warrants that Consultant (i) has thoroughly investigated and considered the Services, (ii) has carefully considered how the Services should be performed, and (iii) fully understands the facilities, difficulties, and restrictions attending performance of the Services.

SECTION 2. COMPENSATION.

City hereby agrees to pay Consultant a sum not to exceed SIX HUNDRED AND THREE THOUSAND DOLLARS ($603,000) notwithstanding any contrary indications that may be contained in Consultant’s proposal, for the Services to be performed and reimbursable costs incurred under this Agreement. In the event of a conflict between this Agreement and Exhibit A, regarding the amount of compensation, this Agreement shall prevail. City shall pay Consultant for the Services rendered pursuant to this Agreement at the time and in the manner set forth herein.

The payments specified below shall be the only payments from City to Consultant for the Services rendered pursuant to this Agreement. Consultant shall submit all invoices to City in the manner specified herein. Except as specifically authorized in advance by City, Consultant shall not bill City for duplicate services performed by more than one person.

Compensation shall only be paid based on the hourly rates provided in Exhibit A for work performed pursuant to the Agreement.

2.1 Invoices. Consultant shall submit invoices monthly during the term of this Agreement, based on the cost for the Services performed and reimbursable costs incurred prior to the invoice date. Invoices shall contain the following information:
a. Serial identifications of progress bills; i.e., Progress Bill No. 1 for the first invoice, etc.;
b. The beginning and ending dates of the billing period; c. A “Task Summary” containing the original contract amount, the amount of prior billings, the total due this period, the balance available under this Agreement, and the percentage of completion;
d. At City’s option, for each item in each task, a copy of the applicable time entries or time sheets shall be submitted showing the name of the person performing the Services, the hours spent by each person, a brief description of the Services, and each reimbursable expense; e. The total number of hours of work performed under this Agreement by Consultant and each employee, agent, and subcontractor of Consultant performing the Services hereunder necessary to complete the Services described in Exhibit A; f. Receipts for expenses to be reimbursed;
g. The Consultant Representative’s signature.

Invoices shall be submitted to:
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City of Adelanto
Attn: Accounts Payable
11600 Air Expressway
Adelanto, CA 92301

2.2 Monthly Payment. City shall make monthly payments, based on invoices received, for the Services satisfactorily performed, and for authorized reimbursable costs incurred. City shall have thirty (30) days from the receipt of an invoice that complies with all of the requirements above to pay Consultant.

2.3 Retention of Funds, Final Payment. Consultant hereby authorizes City to retain and deduct from any amount payable to Consultant not exceeding five percent (5%) of the total compensation. The retained funds shall be paid to Consultant within sixty (60) days after final acceptance of the Services by the City and after Consultant has furnished City with full release of all undisputed payments under this Agreement. In the event there are any claims specifically excluded by Consultant from the operation of the release, City may retain proceeds of up to one hundred fifty percent (150%) of the amount in dispute. The failure of City to exercise such right to deduct or to withhold shall not, however, affect the obligations of Consultant to insure, indemnify, and protect City as provided in this Agreement. City shall pay the last five percent (5%) of the total amount due pursuant to this Agreement within sixty (60) days after completion of the Services and submittal to City of a final invoice, if all of the Services required have been satisfactorily performed.

2.4 Total Payment. City shall not pay any additional sum for any expense or cost whatsoever incurred by Consultant in rendering the Services pursuant to this Agreement. City shall make no payment for any extra, further, or additional service pursuant to this Agreement.

In no event shall Consultant submit any invoice for an amount in excess of the maximum amount of compensation provided above either for a task or for the entirety of the Services performed pursuant to this Agreement, unless this Agreement is modified in writing prior to the submission of such an invoice.

2.5 Hourly Fees. Fees for the Services performed by Consultant on an hourly basis shall not exceed the amounts shown on the fee schedule included with Exhibit A.

2.6 Reimbursable Expenses. Reimbursable expenses are included within the maximum amount of this Agreement.

2.7 Payment of Taxes. Consultant is solely responsible for the payment of employment taxes incurred under this Agreement and any federal or state taxes.

2.8 Payment upon Termination. In the event that City or Consultant terminates this Agreement pursuant to Section 8, City shall compensate Consultant for all outstanding costs and reimbursable expenses incurred for Services satisfactorily completed and for reimbursable expenses as of the date of written notice of termination. Consultant shall maintain adequate logs and timesheets in order to verify costs and reimbursable expenses incurred to that date. 388
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SECTION 3. FACILITIES AND EQUIPMENT.

Except as otherwise provided, Consultant shall, at its sole cost and expense, provide all facilities and equipment necessary to perform the services required by this Agreement. City shall make available to Consultant only physical facilities such as desks, filing cabinets, and conference space, as may be reasonably necessary for Consultant’s use while consulting with City employees and reviewing records and the information in possession of City. The location, quantity, and time of furnishing those facilities shall be in the sole discretion of City. In no event shall City be required to furnish any facility or equipment that may involve incurring any direct expense, including but not limited to computer, long-distance telephone or other communication charges, vehicles, and reproduction facilities.

SECTION 4. INSURANCE REQUIREMENTS.

Before beginning any work under this Agreement, Consultant, at its own cost and expense, shall procure the types and amounts of insurance listed below and provide certificates of insurance, indicating that Consultant has obtained or currently maintains insurance that meets the requirements of this Section and which is satisfactory, in all respects, to City. Consultant shall maintain the insurance policies required by this Section throughout the term of this Agreement.

The cost of such insurance shall be included in Consultant’s compensation. Consultant shall not allow any subcontractor, consultant or other agent to commence work on any subcontract until Consultant has obtained all insurance required herein for the subcontractor(s) and provided evidence thereof to City. Verification of the required insurance shall be submitted and made part of this Agreement prior to execution. Consultant acknowledges the insurance policy must cover inter-insured suits between City and other insureds. Consultant agrees that the requirement to provide insurance shall not be construed as limiting in any way the extent to which Consultant may be held responsible for the payment of damages to any persons or property resulting from Consultant activities or the activities of any person or persons for which Consultant is otherwise responsible nor shall it limit Consultant’s indemnification liabilities as provided in Section 5.

4.1 Workers’ Compensation. Consultant shall, at its sole cost and expense, maintain Statutory Workers’ Compensation Insurance and Employer’s Liability Insurance for any and all persons employed directly or indirectly by Consultant pursuant to the provisions of the California Labor Code. Statutory Workers’ Compensation Insurance and Employer’s Liability Insurance shall be provided with limits of not less than ONE MILLION DOLLARS ($1,000,000.00) per accident, ONE MILLION DOLLARS ($1,000,000.00) disease per employee, and ONE MILLION DOLLARS ($1,000,000.00) disease per policy. In the alternative, Consultant may rely on a selfinsurance program to meet those requirements, but only if the program of self-insurance complies fully with the provisions of the California Labor Code. Determination of whether a self-insurance program meets the standards of the California Labor Code shall be solely in the discretion of the Contract Administrator. The insurer, if insurance is provided, or Consultant, if a program of selfinsurance is provided, shall waive all rights of subrogation against City and its officers, officials, employees, and authorized volunteers for loss arising from the Services performed under this Agreement.
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4.2 Commercial General and Automobile Liability Insurance. a. General requirements. Consultant, at its own cost and expense, shall maintain commercial general and automobile liability insurance for the term of this Agreement in an amount not less than ONE MILLION DOLLARS ($1,000,000.00) per occurrence, combined single limit coverage, for risks associated with the Services contemplated by this Agreement, TWO MILLION DOLLARS ($2,000,000.00) general aggregate, and TWO MILLION DOLLARS ($2,000,000.00) products/completed operations aggregate. If a Commercial General Liability Insurance or an Automobile Liability Insurance form or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to the Services to be performed under this Agreement or the general aggregate limit shall be at least twice the required occurrence limit. Such coverage shall include but shall not be limited to, protection against claims arising from bodily and personal injury, including death resulting therefrom, and damage to property resulting from the Services contemplated under this Agreement, including the use of hired, owned, and non-owned automobiles.
b. Minimum Scope of Coverage. Commercial general coverage shall be at least as broad as Insurance Services Office Commercial General Liability occurrence form CG 0001. Automobile coverage shall be at least as broad as Insurance Services Office Automobile Liability form CA 0001 Code 2, 8, and 9. No endorsement shall be attached limiting the coverage. c. Additional Requirements. Each of the following shall be included in the insurance coverage or added as a certified endorsement to the policy:
(i) The insurance shall cover on an occurrence or an accident basis, and not on a claims-made basis.
(ii) Any failure of Consultant to comply with reporting provisions of the policy shall not affect coverage provided to City and its officers, employees, agents, and volunteers.

4.3 Professional Liability Insurance.
a. General Requirements. Consultant, at its own cost and expense, shall maintain for the period covered by this Agreement professional liability insurance for licensed professionals performing the Services pursuant to this Agreement in an amount not less than ONE MILLION DOLLARS ($1,000,000) covering the licensed professionals’ errors and omissions.

Any deductible or self-insured retention shall be shown on the Certificate. If the deductible or self-insured retention exceeds TWENTY-FIVE THOUSAND DOLLARS ($25,000), it must be approved in writing by City.
b. Claims-Made Limitations. The following provisions shall apply if the professional liability coverage is written on a claims-made form:
(i) The retroactive date of the policy must be shown and must be no later than the commencement of the Services.
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(ii) Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after the expiration or termination of this Agreement or completion of the Services, so long as commercially available at reasonable rates. (iii) If coverage is canceled or not renewed and it is not replaced with another claims-made policy form with a retroactive date that precedes the Effective Date of this Agreement, Consultant must provide extended reporting coverage for a minimum of five (5) years after the expiration or termination of this Agreement or the completion of the Services. Such continuation coverage may be provided by one of the following: (1) renewal of the existing policy; (2) an extended reporting period endorsement; or (3) replacement insurance with a retroactive date no later than the commencement of the Services under this Agreement. City shall have the right to exercise, at Consultant’s sole cost and expense, any extended reporting provisions of the policy, if Consultant cancels or does not renew the coverage.
(iv) A copy of the claim reporting requirements must be submitted to City prior to the commencement of the Services under this Agreement.

Community Development and Development Support Services The name and address for additional insured endorsements, certificates of insurance and notice of cancellation is: City of Adelanto, 11600 Air Expressway, Adelanto, CA 92301. City must be endorsed as an additional insured for liability arising out of ongoing and completed operations by or on behalf of Consultant. c. Notice of Reduction in or Cancellation of Coverage. Consultant shall provide written notice to City within ten (10) working days if: (1) any of the required insurance policies is terminated; (2) the limits of any of the required polices are reduced; or (3) the deductible or self insured retention is increased. In the event any of said policies of insurance are cancelled, Consultant shall, prior to the cancellation date, submit new evidence of insurance in conformance with this Section 4 to the Contract Administrator.
d. Additional Insured; Primary Insurance. City and its officers, employees, agents, and authorized volunteers shall be covered as additional insureds with respect to each of the following: liability arising out of the Services performed by or on behalf of Consultant, including the insured’s general supervision of Consultant; products and completed operations of Consultant, as applicable; premises owned, occupied, or used by Consultant; and automobiles owned, leased, or used by Consultant in the course of providing the Services pursuant to this Agreement. The coverage shall contain no special limitations on the scope of protection afforded 391
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to City or its officers, employees, agents, or authorized volunteers. The insurance provided to City as an additional insured must apply on a primary and non-contributory basis with respect to any insurance or self-insurance program maintained by City. Additional insured status shall continue for one (1) year after the expiration or termination of this Agreement or completion of the Services.

A certified endorsement must be attached to all policies stating that coverage is primary insurance with respect to City and its officers, officials, employees, and volunteers, and that no insurance or self-insurance maintained by City shall be called upon to contribute to a loss under the coverage.
e. Deductibles and Self-Insured Retentions. Consultant shall obtain the written approval of City for the self-insured retentions and deductibles before beginning any of the Services.

During the term of this Agreement, only upon the prior express written authorization of the Contract Administrator, Consultant may increase such deductibles or selfinsured retentions with respect to City, its officers, employees, agents, and volunteers. The Contract Administrator may condition approval of an increase in deductible or self-insured retention levels with a requirement that Consultant procure a bond guaranteeing payment of losses and related investigations, claim administration, and defense expenses that is satisfactory in all respects to each of them.
f. Subcontractors. Consultant shall include all subcontractors as insureds under its policies or shall furnish separate certificates and certified endorsements for each subcontractor. All coverages for subcontractors shall be subject to all of the requirements stated herein.
g. Variation. The Contract Administrator may, but is not required to, approve in writing a variation in the foregoing insurance requirements, upon a determination that the coverage, scope, limits, and forms of such insurance are either not commercially available, or that City’s interests are otherwise fully protected.

4.5 Remedies. In addition to any other remedies at law or equity City may have if Consultant fails to provide or maintain any insurance policies or policy endorsements to the extent and within the time herein required, City may, at its sole option, exercise any of the following remedies, which are alternatives to other remedies City may have and are not the exclusive remedy for Consultant’s breach:
a. Obtain such insurance and deduct and retain the amount of the premiums for such insurance from any sums due under this Agreement; b. Order Consultant to stop work under this Agreement or withhold any payment that becomes due to Consultant hereunder, or both stop work and withhold any payment, until Consultant demonstrates compliance with the requirements hereof; and/or c. Terminate this Agreement.
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SECTION 5. INDEMNIFICATION.

5.1 Indemnification for Professional Liability. Where the law establishes a professional standard of care for performance of the Services, to the fullest extent permitted by law, Consultant shall indemnify, protect, defend (with counsel selected by City), and hold harmless City and any and all of its officers, employees, officials, volunteers, and agents from and against any and all claims, losses, costs, damages, expenses, liabilities, liens, actions, causes of action (whether in tort, contract, under statute, at law, in equity, or otherwise) charges, awards, assessments, fines, or penalties of any kind (including reasonable consultant and expert fees and expenses of investigation, costs of whatever kind and nature and, if Consultant fails to provide a defense for City, the legal costs of counsel retained by City) and any judgment (collectively, “Claims”) to the extent same are caused in whole or in part by any negligent or wrongful act, error, or omission of Consultant, its officers, agents, employees, or subcontractors (or any entity or individual that Consultant shall bear the legal liability thereof) in the performance of professional services under this Agreement.

5.2 Indemnification for Other than Professional Liability. Other than in the performance of professional services and to the full extent permitted by law, Consultant shall indemnify, protect, defend (with counsel selected by City), and hold harmless City, and any and all of its officers, employees, officials, volunteers, and agents from and against any and all Claims, where the same arise out of, are a consequence of, or are in any way attributable to, in whole or in part, the performance of this Agreement by Consultant or by any individual or entity for which Consultant is legally liable, including but not limited to officers, agents, employees or subcontractors of Consultant.

5.3 Limitation of Indemnification for Design Professionals. Notwithstanding any provision of this Section 5 to the contrary, design professionals, as that term is defined in Civil Code Section 2782.8, are required to defend and indemnify City only to the extent permitted by Civil Code Section 2782.8. The term “design professional” as defined in Section 2782.8, is limited to licensed architects, licensed landscape architects, registered professional engineers, professional land surveyors, and the business entities that offer such services in accordance with the applicable provisions of the California Business and Professions Code. This Subsection 5.3 shall only apply to Consultant if Consultant is a “design professional” as that term is defined in Civil Code Section 2782.8.

5.4 Limitation of Indemnification. The provisions of this Section 5 do not apply to claims occurring as a result of City’s sole or active negligence. The provisions of this Section 5 shall not release City from liability arising from gross negligence or willful acts or omissions of City or any and all of its officers, officials, employees, and agents acting in an official capacity.

SECTION 6. INDEPENDENT CONTRACTOR.

At all times during the term of this Agreement, Consultant shall be an independent contractor and shall not be an employee of City. City shall have the right to control Consultant only insofar as the results of the Services rendered pursuant to this Agreement and assignment of personnel pursuant to Subsection 1.3; however, otherwise City shall not have the right to control the means by which Consultant accomplishes the Services rendered pursuant to this Agreement. 393
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The personnel performing the Services under this Agreement on behalf of Consultant shall at all times be under Consultant’s exclusive direction and control. Consultant shall not at any time or in any manner represent that it is or any of its officers, employees, or agents are in any manner officers, officials, employees, or agents of City. Consultant shall not incur or have the power to incur any debt, obligation, or liability whatever against City, or bind City in any manner. Except for the fees paid to Consultant as provided in this Agreement, City shall not pay salaries, wages, or other compensation to Consultant for performing the Services hereunder for City. City shall not be liable for compensation or indemnification to Consultant for injury or sickness arising out of performing the Services hereunder. Notwithstanding any other City, state, or federal policy, rule, regulation, law, or ordinance to the contrary, Consultant and any of its employees, agents, and subcontractors providing services under this Agreement shall not qualify for or become entitled to any compensation, benefit, or any incident of employment by City, including but not limited to eligibility to enroll in the California Public Employees Retirement System (“PERS”) as an employee of City and entitlement to any contribution to be paid by City for employer contributions and/or employee contributions for PERS benefits.

SECTION 7. LEGAL REQUIREMENTS.

7.1 Governing Law. The laws of the State of California shall govern this Agreement.

7.2 Compliance with Applicable Laws. Consultant and any subcontractor shall comply with all applicable local, state, and federal laws and regulations applicable to the performance of the work hereunder. Consultant shall not hire or employ any person to perform work within City or allow any person to perform the Services required under this Agreement unless such person is properly documented and legally entitled to be employed within the United States. Consultant acknowledges and agrees that it shall be independently responsible for reviewing the applicable laws and regulations and effectuating compliance with such laws. Consultant shall require the same of all subcontractors.

7.3 Prevailing Wages. Consultant acknowledges and agrees that it shall be independently responsible for reviewing the applicable prevailing wage laws and regulations and effectuating compliance with such laws, including, but not limited to the prevailing wage and related requirements set forth in this Subsection 7.3. Consultant shall bear all risks of payment or non-payment of prevailing wages under California law and/or the implementation of Labor Code Section 1781, as the same may be amended from time to time, and/or any other similar law. a. Public Work. Consultant hereby expressly acknowledges and agrees that City has never previously affirmatively represented to Consultant, its employees or agents in writing or otherwise that the Services are not a “public work,” as defined in Section 1720 of the Labor Code. It is agreed by the Parties that, in connection with the development, construction (as defined by applicable law) and operation of the Services, including, without limitation, any public work (as defined by applicable law), if any, Consultant shall bear all risks of payment or nonpayment of state and/or federal prevailing wages and/or the implementation of Labor Code Sections 1726 and 1781, as the same may be enacted, adopted or amended from time to time, and/or any other provision of law. To the extent applicable, City will enforce all penalties required by law for Consultant’s failure to pay prevailing wages. 394
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b. Labor Code of California. The Consultant’s attention is directed to Division 2, Part 7, Chapter 1 of the Labor Code of the State of California and especially to Article 2 (Wages); and Article 3 (Working Hours), thereof.
(i) In accordance with Sections 1773 and 1773.2 of the Labor Code, City has found and determined the general prevailing rates of wages in the locality in which the public work is to be performed are those determined by the Director of Industrial Relations and available at https://www.dir.ca.gov/OPRL/2022-1/PWD/Southern.html. Copies of the prevailing rates of wages are maintained with City’s principal office and are available to any interested party on request. Consultant shall post a copy of the prevailing rate of per diem wages at each job site. (ii) Consultant is aware of and will comply with the provisions of Labor Code Section 1776, including the keeping of payroll records and furnishing certified copies thereof in accordance with said Section. Pursuant to Labor Code Section 1771.4, Consultant must submit certified payroll records to the Labor Commissioner using the Department of Industrial Relations’ electronic certified payroll reporting (eCPR) system.
(iii) Pursuant to Labor Code Section 1810, it is stipulated hereby that eight (8) hours labor constitutes a legal day’s work hereunder. (iv) Pursuant to Labor Code Section 1815, work performed by employees of contractors in excess of eight (8) hours per day, and 40 hours during any one week, shall be permitted upon public work upon compensation for all hours worked in excess of eight (8) hours per day at not less than 1 ½ times the basic rate of pay. (v) Pursuant to Labor Code Section 1813, it is stipulated hereby that Consultant shall, as a penalty to City, forfeit twenty-five dollars ($25) for each worker employed in the execution of this Agreement by Consultant or by any subcontractor hereunder for each calendar day during which such worker is required or permitted to work more than eight (8) hours in any one calendar day and forty (40) hours in any one (1) calendar week in violation of the provisions of Article 3 (commencing with Section 1810), Chapter 1, Part 7, Division 2 of the Labor Code.
(vi) Consultant is aware of and will comply with the provisions of Labor Code Sections 1777.5 and 1777.6 with respect to the employment of apprentices. Pursuant to Section 1777.5 it is hereby stipulated that Consultant will be responsible for obtaining compliance therewith on the part of any and all sub-consultants or subcontractors employed by Consultant in connection with this Agreement.
(vii) Pursuant to Labor Code Section 1775, it is hereby stipulated that Consultant shall, as a penalty to City, forfeit not more than two-hundred dollars ($200) for each calendar day, or portion thereof, for each worker paid less than the prevailing rates as determined by the Director of Industrial Relations for the work or craft in which the worker is employed for the Services by Consultant or any sub-consultant or subcontractor. c. Bidding Eligibility. Pursuant to Labor Code Section 1771.1, no contractor or subcontractor (or consultant or subconsultant) may be listed on a bid proposal for a public works project unless registered with the Department of Industrial Relations. 395
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d. DIR Monitoring. Pursuant to Labor Code Section 1771.4, Consultant is hereby notified that this project is subject to compliance monitoring and enforcement by the Department of Industrial Relations.
e. Indemnification Related to Prevailing Wages. Section 5, Indemnification, specifically encompasses Claims arising from or related to (i) the noncompliance by Consultant or any party performing the Services of any applicable local, state, and/or federal law, including, without limitation, any applicable federal and/or state labor laws (including, without limitation, the requirement to pay state prevailing wages and hire apprentices); (ii) the implementation of Labor Code Sections 1726 and 1781, as the same may be amended from time to time, or any other similar law; and/or (iii) failure by Consultant or any party performing the Services to provide any required disclosure or identification as required by Labor Code Section 1781, as the same may be amended from time to time, and/or any other similar law.

7.4 Licenses and Permits, Fees and Assessments. Consultant represents, warrants, and covenants to City that Consultant and its employees, agents, and any subcontractors have all licenses, permits, qualifications, and approvals of whatsoever nature that are legally required to practice their respective professions, and perform the Services. Consultant represents, warrants, and covenants to City that Consultant and its employees, agents, and subcontractors shall, at their sole cost and expense, keep in effect at all times during the term of this Agreement any licenses, permits, and approvals that are legally required to practice their respective professions, and perform the Services. In addition to the foregoing, Consultant and any subcontractors shall obtain and maintain during the term of this Agreement valid business licenses from City. Consultant shall have the sole obligation to pay for any fees, assessments, and taxes, plus applicable penalties and interest, which may be imposed by law and arise from or are necessary for Consultant’s performance of the Services, and shall indemnify, defend and hold harmless City, its officers, employees or agents of City, against any such fees, assessments, taxes, penalties or interest levied, assessed, or imposed against City hereunder.

7.5 Conflicts of Interest, Political Reform Act. Consultant represents, warrants, and covenants that Consultant presently has no interest, direct or indirect, which would interfere with or impair in any manner or degree the performance of Consultant’s obligations and responsibilities under this Agreement. Consultant further agrees that while this Agreement is in effect, Consultant shall not acquire or otherwise obtain any interest, direct or indirect, that would interfere with or impair in any manner or degree the performance of Consultant’s obligations and responsibilities under this Agreement. Consultant acknowledges that pursuant to the provisions of the Political Reform Act (Government Code Section 87100 et seq.), City may determine the Consultant to be a “consultant” as that term is defined by 2 California Code of Regulations Section 18700.3. In the event City makes such a determination, Consultant agrees to complete and file a “Statement of Economic Interest” with the City Clerk to disclose such financial interests as required by City. In such event, Consultant further agrees to require any other person doing work under this Agreement to complete and file a “Statement of Economic Interest” to disclose such other person’s financial interests as required by City.

7.6 Annual Appropriation of Funding. In accord with Article 16 Section 18 of the California Constitution, payment of compensation under this Agreement is contingent upon annual appropriation of funds by City for that purpose. Consultant acknowledges and agrees that to the 396
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extent that the Services extend beyond one (1) fiscal year, payment for such Services is expressly conditioned on City’s annual appropriation of funds for such Services for each year. If no funds are appropriated then this Agreement shall be terminated. City pledges and agrees to process such appropriation requests annually and in good faith. Nothing in this Subsection shall be construed to limit the right of either Party to terminate this Agreement as provided herein.

SECTION 8. TERMINATION AND MODIFICATION.

8.1 Termination. City may cancel this Agreement at any time and without cause upon written notification to Consultant.

8.2 Termination by Consultant. Consultant may cancel this Agreement upon 30 days’ written notice to City.

8.3 Consequences of Termination. In the event of termination, Consultant shall be entitled to compensation for the Services performed up to the date of termination; City, however, may condition payment of such compensation upon Consultant delivering to City any or all documents, photographs, computer software, video and audio tapes, and other materials provided to Consultant or prepared by or for Consultant or City in connection with this Agreement.

8.4 Extension. City may, in its sole and exclusive discretion, extend the end date of this Agreement beyond that provided for in Subsection 1.1. Any such extension shall require a written amendment to this Agreement, as provided for herein. Consultant understands and agrees that, if City grants such an extension, City shall have no obligation to provide Consultant with compensation beyond the maximum amount provided for in this Agreement. Similarly, unless authorized by the Contract Administrator, City shall have no obligation to reimburse Consultant for any otherwise reimbursable expenses incurred during the extension period.

8.5 Amendments. The Parties may amend this Agreement only by a writing signed by all the Parties.

8.6 Assignment and Subcontracting. City and Consultant recognize and agree that this Agreement contemplates personal performance by Consultant and is based upon a determination of Consultant’s unique personal competence, experience, and specialized personal knowledge.

Moreover, a substantial inducement to City for entering into this Agreement was and is the professional reputation and competence of Consultant. Consultant may not assign this Agreement or any interest therein without the prior written approval of the Contract Administrator. Consultant shall not subcontract any portion of the performance contemplated and provided for herein, other than to the subcontractors noted in Consultant’s proposal, without prior written approval of the Contract Administrator. In the event that key personnel leave Consultant’s employ, Consultant shall notify City immediately.

8.7 Survival. All obligations arising prior to the expiration or termination of this Agreement and all provisions of this Agreement allocating liability between City and Consultant shall survive the expiration or termination of this Agreement. 397
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8.8 Options upon Breach by Consultant. If Consultant materially breaches any of the terms of this Agreement, City's remedies shall include, but not be limited to, any or all of the following:
a. Immediately terminate this Agreement;
b. Retain the plans, specifications, drawings, reports, design documents, and any other work product prepared by Consultant pursuant to this Agreement; c. Retain a different consultant to complete the Services described in Exhibit A; and/or
d. Charge Consultant the difference between the cost to complete the Services described in Exhibit A that is unfinished at the time of breach and the amount that City would have paid Consultant pursuant to Section 2 if Consultant had completed the Services.

SECTION 9. KEEPING AND STATUS OF RECORDS.

9.1 Records Created as Part of Consultant’s Performance. All reports, data, maps, models, charts, studies, surveys, photographs, memoranda, plans, studies, specifications, records, files, or any other documents or materials, in electronic or any other form that Consultant prepares or obtains pursuant to this Agreement and that relate to the matters covered hereunder shall be the property of City. Consultant hereby agrees to deliver those documents to City upon the expiration or termination of this Agreement. It is understood and agreed that the documents and other materials, including but not limited to those described above, prepared pursuant to this Agreement are prepared specifically for City and are not necessarily suitable for any future or other use. Any use of such documents for other projects by City shall be without liability to Consultant. City and Consultant agree that, until final approval by City, all data, plans, specifications, reports, and other documents are confidential and will not be released to third parties without prior written consent of both Parties unless required by law. Consultant understands and agrees that it may be required to provide documents to the City to be produced in response to a Public Records Act request.

9.2 Licensing of Intellectual Property. This Agreement creates a non-exclusive and perpetual license for City to copy, use, modify, reuse, or sublicense any and all copyrights, designs, rights of reproduction, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, test data, survey results, models, renderings, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings, digital renderings, or data stored digitally, magnetically, or in any other medium, which are prepared or caused to be prepared by Consultant under this Agreement (“Documents and Data”). Consultant shall require all subcontractors to agree in writing that City is granted a nonexclusive and perpetual license for any Documents and Data the subcontractor prepares under this Agreement. Consultant represents and warrants that Consultant has the legal right to license any and all Documents and Data. Consultant makes no such representation and warranty in regard to Documents and Data which were prepared by design professionals other than Consultant or provided to Consultant by the City. City shall not be limited in any way in its use of the Documents and Data at any time, provided that any such use not within the purposes intended by this Agreement shall be at City’s sole risk.
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9.3 Consultant’s Books and Records. Consultant shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for the Services or expenditures and disbursements charged to City under this Agreement for a minimum of three (3) years, or for any longer period required by law, from the date of final payment to Consultant under this Agreement. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible.

9.4 Inspection and Audit of Records. Any records or documents that Subsection 9.3 of this Agreement requires Consultant to maintain shall be made available for inspection, audit, and/or copying at any time during regular business hours, upon oral or written request of City.

Under California Government Code Section 8546.7, if the amount of public funds expended under this Agreement exceeds TEN THOUSAND DOLLARS ($10,000.00), this Agreement shall be subject to the examination and audit of the State Auditor, at the request of City or as part of any audit of City, for a period of three (3) years after final payment under this Agreement.

SECTION 10. MISCELLANEOUS PROVISIONS.

10.1 Attorneys’ Fees. If either Party to this Agreement brings any action, including an action for declaratory relief, to enforce or interpret the provision of this Agreement, the prevailing Party shall be entitled to reasonable attorneys’ fees and expenses including costs, in addition to any other relief to which that Party may be entitled; provided, however, that the attorneys’ fees awarded pursuant to this Subsection shall not exceed the hourly rate paid by City for legal services multiplied by the reasonable number of hours spent by the prevailing Party in the conduct of the litigation. The court may set such fees in the same action or in a separate action brought for that purpose.

10.2 Venue. In the event that either Party brings any action against the other under this Agreement, the Parties agree that trial of such action shall be vested exclusively in San Bernardino County.

10.3 Severability. If any provision of this Agreement is held invalid, the remainder of this Agreement shall not be affected thereby and all other parts of this Agreement shall nevertheless be in full force and effect.

10.4 Section Headings and Subheadings. The section headings and subheadings contained in this Agreement are included for convenience only and shall not limit or otherwise affect the terms of this Agreement.

10.5 No Implied Waiver of Breach. Waiver by any Party to this Agreement of any term, condition, or covenant of this Agreement shall not constitute a waiver of any other term, condition, or covenant. Waiver by any Party of any breach of the provisions of this Agreement shall not constitute a waiver of any other provision or a waiver of any subsequent breach or violation of any provision of this Agreement. Acceptance by City of any work or services by Consultant shall not constitute a waiver of any of the provisions of this Agreement. No delay or omission in the exercise of any right or remedy by a non-defaulting Party on any default shall impair such right or remedy or be construed as a waiver. Any waiver by either Party of any default must be in writing 399
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and shall not be a waiver of any other default concerning the same or any other provision of this Agreement.

10.6 Successors and Assigns. The provisions of this Agreement shall inure to the benefit of and shall apply to and bind the successors and assigns of the Parties.

10.7 Consultant Representative. All matters under this Agreement shall be handled for Consultant by Dr. Gill Keinan (“Consultant’s Representative”). The Consultant’s Representative shall have full authority to represent and act on behalf of Consultant for all purposes under this Agreement. The Consultant’s Representative shall supervise and direct the Services, using his best skill and attention, and shall be responsible for all means, methods, techniques, sequences, and procedures and for the satisfactory coordination of all portions of the Services under this Agreement.

10.8 City Contract Administration. This Agreement shall be administered by a City employee, Jessie Flores, City Manager (“Contract Administrator”). All correspondence shall be directed to or through the Contract Administrator or his designee. The Contract Administrator shall have the power to act on behalf of City for all purposes under this Agreement. Unless otherwise provided in this Agreement, Consultant shall not accept direction or orders from any person other than the Contract Administrator or his designee.

10.9 Notices. Any written notice to Consultant shall be sent to:

Local Equity, LLC
Attn: Dr. Gill Keinan
9201 Wilshire Blvd
Suite 206
Beverly Hills, Ca 90210
Any written notice to City shall be sent to the Contract Administrator at:

City of Adelanto
11600 Air Expressway
Adelanto, CA 92301
Attn: Jessie Flores, City Manager
with a copy to:

City Clerk
City of Adelanto
11600 Air Expressway
Adelanto, CA 92301

10.10 Professional Seal. Where applicable in the determination of the Contract Administrator, the first page of a technical report, first page of design specifications, and each page of construction drawings shall be stamped/sealed and signed by the licensed professional responsible for the report/design preparation. The stamp/seal shall be in a block entitled “Seal and 400
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Signature of Registered Professional with report/design responsibility,” as in the following example.
__________________________________________
Seal and Signature of Registered Professional with
report/design responsibility.

10.11 Rights and Remedies. Except with respect to rights and remedies expressly declared to be exclusive in this Agreement, the rights and remedies of the Parties are cumulative and the exercise by either Party of one or more of such rights or remedies shall not preclude the exercise by it, at the same or different times, of any other rights or remedies for the same default or any other default by the other Party.

10.12 Integration. This Agreement, including the scope of services attached hereto and incorporated herein as Exhibit A, represents the entire and integrated agreement between City and Consultant and supersedes all prior negotiations, representations, or agreements, either written or oral. The terms of this Agreement shall be construed in accordance with the meaning of the language used and shall not be construed for or against either Party by reason of the authorship of this Agreement or any other rule of construction which might otherwise apply.

10.13 Counterparts. This Agreement may be executed in multiple counterparts, each of which shall be an original and all of which together shall constitute one agreement.

10.14 Execution of Contract. The persons executing this Agreement on behalf of each of the Parties hereto represent and warrant that (i) such Party is duly organized and existing, (ii) they are duly authorized to execute and deliver this Agreement on behalf of said Party, (iii) by so executing this Agreement, such Party is formally bound to the provisions of this Agreement, and (iv) that entering into this Agreement does not violate any provision of any other agreement to which said Party is bound.

10.15 Nondiscrimination. Consultant covenants that, by and for itself, its heirs, executors, assigns, and all persons claiming under or through them, that in the performance of this Agreement there shall be no discrimination against or segregation of, any person or group of persons on account of any impermissible classification including, but not limited to, race, color, creed, religion, sex, marital status, sexual orientation, national origin, or ancestry.

10.16 No Third-Party Beneficiaries. There are no intended third-party beneficiaries under this Agreement and no such other third parties shall have any rights or obligations hereunder.

10.17 Nonliability of City Officers and Employees. No officer, official, employee, agent, representative, or volunteer of City shall be personally liable to Consultant, or any successor in interest, in the event of any default or breach by City or for any amount which may become due to Consultant or to its successor, or for breach of any obligation of the terms of this Agreement.

10.18 No Undue Influence. Consultant declares and warrants that no undue influence or pressure is used against or in concert with any officer or employee of City in connection with the award, terms or implementation of this Agreement, including any method of coercion, confidential 401
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financial arrangement, or financial inducement. No officer or employee of City shall receive compensation, directly or indirectly, from Consultant, or from any officer, employee, or agent of Consultant, in connection with the award of this Agreement or any work to be conducted as a result of this Agreement.

10.19 No Benefit to Arise to City Employees. No member, officer, or employee of City, or their designees or agents, and no public official who exercises authority over or has responsibilities with respect to this Agreement during his/her tenure or for one (1) year thereafter, shall have any interest, direct or indirect, in any agreement or sub-agreement, or the proceeds thereof, for the Services to be performed under this Agreement. [Signatures on Following Page]
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IN WITNESS WHEREOF, the Parties hereto have executed and entered into this Agreement as of the Effective Date.

CITY OF ADELANTO
Jessie Flores
Attest:

Brenda Lopez, City Clerk
Approved as to Form:

Todd Litfin, City Attorney

CONSULTANT
Dr. Gill Keinan

«Consultant_Signature_2»

[Note: 2 officer’s signatures required if
Consultant is a corporation, unless provided
with a certificate of secretary in-lieu]
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EXHIBIT A.

EXHIBIT A

SCOPE OF SERVICES
Services shall include Community Development and Development Support Services in the amount not to exceed SIX HUNDRED AND THREE THOUSAND DOLLARS($603,000) as further detailed in the following page(s).
[ATTACH SCOPE OF WORK AND OTHER DETAILS SPECIFIC TO THE PROJECT] 404
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19521427.1 a12/03/25 EXHIBIT A
.
405
Proposal Submission for
Community Development and Development Support Services
RFP
Submitted To:

City of Adelanto
And
Adelanto Public Utility Authority
Date of Submission: November 24, 2025
Contact Information of Af<iliated Members:

Sarah Wang
9201 Wilshire Blvd, #206, Beverly Hills, CA 90210
213-373-1353
[email protected]
Cindy Koifman
9201 Wilshire Blvd, #206, Beverly Hills, CA 90210
213-373-1353
[email protected]
Dr. Gil Keinan
9201 Wilshire Blvd, #206, Beverly Hills, CA 90210
415-215-3667
[email protected]
SAM Entity ID: TRLWR151TLN4
CAGE/NCAGE: 8SSH2
California Finance Lender License: 60DBO-128090
USCIS EB-5 License: RC2300004157
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Local Equity • 9201 Wilshire Blvd • Beverly Hills, CA 90210 • [email protected] • www.localequity.com • 213.373.1353 RFP Response- City of Adelanto& Adelanto Public Utility Authority Table of Contents
Section Page
Tab 1- Cover Letter 1
Tab 2- Executive Summary 3
Tab 3 - Approach to the Scope of Work 4
Tab 4 - Consultant Team 6
Tab 5 - Consultant References 8
Appendix & Exhibit 10
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Tab 1 - Cover Letter
Legal Name & Address
Local Equity LLC
9201 Wilshire Blvd, #206, Beverly Hills, CA 90210
Type of Business Entity & Date Founded
Limited Liability Company, State of California (Founded 2020) Representative
Dr. Gil Keinan, Managing Director, [email protected], 415-215-3667 November 24, 2025
City of Adelanto & Adelanto Public Utility Authority (APUA) 11600 Air Expy, Adelanto, CA 92301
Attn: Brenda Lopez
Local Equity LLC is pleased to submit this Proposal in response to the City of Adelanto and APUA’s Request for Proposal for Community Development and Development Support Services.

Local Equity LLC is an economic development organization whose mission is to advance disadvantaged communities by crafting financing solutions for priority projects supported by local stakeholders. The firm is a registered California Finance Lender with the California Department of Financial Protection and Innovation and is also a USCIS-approved EB-5 Regional Center. Local Equity partners with local governments, CDEs, CDFIs, and nonprofits to catalyze impact, support sustainable development, and build ecosystems for inclusive growth. Dr. Gil Keinan, Managing Director of Local Equity, is a real estate development, finance, and management professional. His hands-on operational insights, and verified track record of value creation, allowed him to lead complicated debt, Private Equity, and REIT deals to successful exits. Dr. Keinan is also a university professor and sits on the board of local tourism organizations and financing loan committees.

Our team is uniquely qualified to deliver the requested services, bringing expertise in real estate finance, community development, capital markets, and public-private partnerships.

We have extensive experience with the City of Adelanto and are proud of the work we have done to date.
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We confirm that Local Equity LLC has carefully read and fully understands the RFP in its entirety, including the scope of work, appendices, attachments, exhibits, schedules, and any addenda. Local Equity LLC is a California registered Limited Liability Company.

Our prior and ongoing work includes:
• Existing relationship and project development success in Adelanto. • Advisory support to cities and counties across the Inland Empire and Central Valley in Opportunity Zone finance and economic development.
• Development of pipelines spanning civic infrastructure, food incubators, workforce housing, hotels, medical facilities, retail, and water/wastewater systems. • Active participation in CalED, the Inland Empire Growth and Opportunity Council, various Governor’s oiice roundtables, and leadership roles in regional tourism and small business financing boards.

We greatly appreciate the opportunity to present this Proposal, and we look forward to partnering with the City of Adelanto and APUA. Should you require further information, please contact us directly.

Thank you for your consideration.

Sincerely,
Dr. Gil Keinan, Managing Director & Authorized Signatory Local Equity LLC
9201 Wilshire Blvd, #206, Beverly Hills, CA 90210
Oiice: 213-373-1353
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Tab 2 - Executive Summary
Local Equity is a leading force in public-private partnership project management, committed to fostering equity and opportunity in underserved communities. We work alongside local governments, community organizations, and investors to deliver sustainable development that balances financial returns with measurable community benefits. Our team brings deep expertise in finance, real estate, and economic development, and applies a data-driven approach to advance inclusive growth.

With extensive experience across the Inland Empire and throughout California, Local Equity combines national perspective with local insight. Our technical capacity includes robust investor and lender networks, financial modeling tools, GIS mapping, and economic impact systems such as RIMS II and IMPLAN. We have successfully led Surplus Land Act processes, structured complex capital stacks, facilitated infrastructure financing districts, and delivered economic dashboards that guide strategic decision-making.

For the City of Adelanto and APUA, our proposal is organized around three service pillars:
• Economic Development – Surplus Land Act compliance, developer attraction, capital stack structuring, incentive administration, and fiscal/economic impact reporting.
• Development Support Services – Interdepartmental coordination, entitlement management, project tracking, developer advisory, and streamlined approvals. • CIP & Public Utility support Services – Major project coordination, procurement management, and water, sewer, and energy interface to support infrastructure readiness.

Local Equity is uniquely positioned to support Adelanto’s economic development and infrastructure priorities. We offer proven expertise, regional experience, and a demonstrated commitment to delivering value for both the City and its residents. 410
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Tab 3- Approach to the Scope of Work
Local Equity, with its deep regional experience and thorough knowledge of the City of Adelanto’s geography, community, and policies and procedures, is proud to offer the following services to the City of Adelanto and APUA.

I. Economic Development
Land Disposition & Housing Compliance:
ü Manage Surplus Land Act (SLA) processes including inventory, title, noticing, and term sheets, ensuring compliance with HCD requirements. ü Align surplus land offerings with Housing Element objectives and Prohousing designation maintenance, integrating affordable housing targets where applicable.

Developer Attraction:
ü Operate a structured intake and pre-qualification process for developers; screen for experience, capitalization, and readiness.
ü Proactively source tenants and end-users through broker networks, GoBiz, County partnerships, and direct outreach.
ü Provide site selection and feasibility support—constraint analysis, entitlement path, utility readiness, and circulation planning.
ü Coordinate with tribal governments and developers on non-tribal land projects, negotiating MOUs and service agreements that balance community and fiscal benefits.

Underwriting, Finance & Incentives:
ü Conduct development underwriting and affordability-gap analysis; validate assumptions on land, debt, lease economics, operating costs, and phasing (Exhibit 1).
ü Structure capital stacks leveraging tools such as Opportunity Zones, EB-5, NMTC, LIHTC, and other credits, and prepare finance-ready proformas and projections. ü Propose and administer financial incentives (impact fee reductions and tax rebates) tied to measurable community benefits.
ü Lead feasibility and governance for district financing tools (EIFD/CRIA), including increment projections, fiscal impact modeling, resolution adoption guidance, external funding strategies, and county collaboration to implement district financing tools.

Data Reporting:
ü Conduct fiscal impact studies for upcoming development, quantifying economic benefits such as job creation, labor income, and value added, while projecting City tax revenues (property tax, sales tax, TOT, and other assessments) across both construction and operational periods (Exhibit 2).
ü Deliver economic impact studies using RIMS II/IMPLAN to quantify jobs, income, value-added, and tax revenues at all levels of government (Exhibit 3). ü Aggregate and publish monthly dashboards tracking labor, permits, real estate transactions, taxable sales, and project pipelines (Exhibit 4). 411
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ü Design and maintain a dedicated economic development website to showcase available sites, incentives, and progress, improving transparency for investors and residents.

II. Development Support Services
Inter-Departmental Coordination:
ü Establish a recurring meeting cadence with Planning, Engineering, Building & Safety Departments to ensure projects progress in an expedited manner and maintain a shared “single-source-of-truth” tracker.

Entitlements Support:
ü Map entitlement pathways; manage pre-application, CEQA/technical studies, conditions of approval, and mitigation closures; maintain an action/issue log to clear roadblocks quickly.
ü Coordinate survey/title, acquisition/recording packages, Right of Way acquisition and recording, and align utility joint-use corridors.
ü Lead conversations with Caltrans, County, utilities, air/water regulators, and other permitting bodies; keep a consolidated approvals schedule and responsibility matrix.

Project Tracking & Developer Support:
ü Document and circulate meeting notes and decisions with developers; provide operational advisory and financing guidance; keep schedules and submittal lists current.
ü Maintain a portfolio-level pipeline and provide bi-weekly progress snapshots.

III. CIP and Public Utility Support
Project Coordination:
ü Serve as the primary coordinator for major City and APUA capital projects, ensuring scope, budget, and schedule control.
ü Interface with City leadership, Public Works, operators, and third-party vendors to resolve conflicts and maintain project timelines.

Procurement & Delivery:
ü Develop and manage RFPs/RFQs for design, construction management, and general contracting.
ü Oversee bid cycles, clarifications, addenda, evaluations, and award recommendations consistent with City procurement policies.

Water, Sewer & Energy Interface:
ü Coordinate with operators on water and wastewater system upgrades, ensuring capacity and connection readiness for private development. ü Facilitate energy-related initiatives for APUA, including allocation planning, resiliency, and efficiency projects.
ü Host monthly utility coordination meetings with City staff, APUA, and consultants to review progress on main water and sewer projects, share updates, and document action items for accountability.

Tab4 – Consultant Team
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Local Equity boasts a wealth of experience in public-private partnerships and project management. We bring capacity to distressed communities, advancing equity and equality.

We partner with world-class organizations, institutions, and investors that understand and value the importance of doing good for all stakeholders while delivering financial returns.

Local Equity comprises an eclectic collection of experts from finance, infrastructure development, and economic development, united by the common goal of creating strong partnerships to advance place-based strategies. The team is hands-on and believes in datadriven approaches that manage and reduce various risks.

Key Team Members:

Dr. Gil Keinan
Managing Director
Dr. Gil Keinan brings extensive experience in Opportunity Zone development, real estate finance, and management. With a Doctor of Business degree and an MBA, Gil has led numerous successful projects, including those involving local governments, developers, and investors. As Chairman of Discover Inland Empire and a board member of the Small Business Development Corporation of Orange County, Gil's leadership is rooted in a commitment to community empowerment and sustainable development.

Sarah Wang
Financial Analyst
Sarah Wang, armed with a master's degree in Quantitative Economics from UCLA, excels in economic analysis, financial modeling, and data analytics. Her role in creating economic impact reports and analyzing deal feasibility is instrumental in shaping informed decisions.

With experience at Deloitte Consulting and a focus on analytical frameworks, Sarah brings a fresh perspective to project evaluation and strategy.

Cindy Koifman
Associate
Cindy Koifman oversees essential functions such as administration, accounting, and marketing, ensuring operational eiiciency and eiective client outreach. With a background in real estate and fluency in German and English, Cindy brings a unique skill set to the team.

Her expertise in economic development impact modeling adds depth to our analytical capabilities.
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Dayna Hewlett
Administrator
Dayna Hewlett is part of the Local Equity Team. She will support this assignment by providing project management and coordination support. Dayna will also coordinate recurring calls, monitor timelines/deadlines, and track budgets.

Tab 5 – Consultant References
Local Equity has specialized experience in providing economic development consulting services to various governments. Our technical toolkit includes access to MLS, Costar, Census Platforms, graphics design software such as Canvas, Wix, and Giraie, GIS mapping capabilities through ArcGIS, and Input-Output Modeling systems like RIMS II and IMPLAN. 2 decades of experience: Dr. Gil Keinan, the Managing Director and principal in charge of this scope, has led the organization for the last 4 years but 25 + years experience covering the proposed scope of work (see appendix).

Project 1- City of Barstow SLA and Development Negotiations Reference: Andrew Espinoza, City Manager (at the time) [email protected] Kody Tompkins, Assistant City Manager, [email protected] Sample from a larger scope:
ü Conducted economic impact analysis for a hotel project, assessing construction costs, annual revenue, economic impacts, and tax impacts. Analyzed fiscal impacts, including property, sales, and transient occupancy taxes, and detailed City tax revenue projection. We have access to Input-Output- Modeling systems such as RIMS II and IMPLAN. We also created a tourism improvement district strategy with specific cumulative incentives
ü Managed the Surplus Land Act process, including property identification, title procurement, and legal documentation preparation, and facilitated communications with potential buyers or lessees.
ü Led collaboration with local real estate professionals to advance Barstow's market dynamics and future opportunities, complemented by a detailed presentation and comparative real estate analysis.
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ü Facilitated a feasibility study for the implementation of an Enhanced Infrastructure Financing District (EIFD), including forecasting future development impacts and fiscal analyses, which led to the adoption of a resolution by the City Council. ü Advanced negotiations for a new Resort/Casino development including the negotiation of an MOU with a tribal government and a municipal services agreement connected to fee payment and performance standards
Project 2- City of Compton Economic Development and Asset Strategy Reference: Willie Hopkins, City Manager, [email protected] Sample from a larger scope:
ü HCD Housing element certification, supported the city in untangling multi year noncompliance by creating a proactive relationship with key decision makers. ü HUD Home Funds, raced to the clock to establish a relationship with the right personnel at HUD to ensure that available HOME funds do not expire.

Project 3- County of San Bernardino Opportunity Zone Program and ARPA deployment Reference: Leonard Hernandez, Previous County CAO
Sample from a few larger scopes:
ü Creation of the County’s strategic document and implementation strategy for a newly created federal program called Opportunity Zones. The scope included being the main County Liaison with all cities and investment groups to attract investment into the target census tracts
ü Negotiation with multiple Real Estate Funds on development agreements, including the development of a children’s health center and a new community center. ü Analysis of highest and best deployment of ARPA funding for sewer and wastewater infrastructure county-wide, development of digital tools to evaluate such potential, and presentation to the Board of Supervisors.
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Appendix - Resume
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Exhibit 1
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Exhibit 2
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Exhibit 3
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Local Equity • 9201 Wilshire Blvd • Beverly Hills, CA 90210 • [email protected] • www.localequity.com • 213.373.1353 Page | 13
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Local Equity • 9201 Wilshire Blvd • Beverly Hills, CA 90210 • [email protected] • www.localequity.com • 213.373.1353 Page | 14
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Local Equity • 9201 Wilshire Blvd • Beverly Hills, CA 90210 • [email protected] • www.localequity.com • 213.373.1353 Page | 15
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Local Equity • 9201 Wilshire Blvd • Beverly Hills, CA 90210 • [email protected] • www.localequity.com • 213.373.1353 Page | 16
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Local Equity • 9201 Wilshire Blvd • Beverly Hills, CA 90210 • [email protected] • www.localequity.com • 213.373.1353 Page | 17
Exhibit 4
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Local Equity • 9201 Wilshire Blvd Suite 206 • Beverly Hills, CA 90210 • [email protected] • www.localequity.com • 213.373.1353 CITY OF ADELANTO – Community Development and Development Services Fee Proposal
This fee proposal accompanies the following RFP Submission:

RFP issued by: City of Adelanto and Adelanto Public Utility Authority RFP Title: Community Development and Development Services Submission Deadline: 11/25/2025
Submitted by: Local Equity LLC
We propose the following fee structure:

Economic/Community Development: Monthly Flat Fee of $29,750 Development Services Support: - Monthly Fee of $20,500
- Plus 3% admin cost of Public Improvements
managed by our team, to be detailed in each
project budget for council approval.

Out of scope hourly rate will be charged as follows:

Staff Name Credential Position Hourly Rate
Dayna Hewlett Administrator $129
Sarah Wang MSQA Analyst $199
Cindy Koifman California DRE Associate $199
Dr. Gil Keinan DBA, MBA Managing Director $395
Additional terms:
- The parties agree that the prices listed herein will be automatically increased by 5% annually.
- Given the effort to onboard Development Services, we kindly request a 3-year term with 6-month termination notice for convenience in case of early termination. 425

CITY COUNCIL AGENDA REPORT
A D E L A N T O G O V E R N M E N T A L C E N T E R | 1 1 6 0 0 A I R E X P R E S S W A Y | A D E L A N T O , C A L I F O R N I A 9 2 3 0 1
DATE: December 10, 2025
TO: Honorable Mayor and City Council Members
FROM: Jessie Flores, City Manager
BY: Brenda Lopez, City Clerk
SUBJECT: ADOPTION OF ORDINANCE NO. 660 – MANDATORY ELECTRONIC FILING OF FPPC

CAMPAIGN DISCLOSURE STATEMENTS
STAFF RECOMMENDATION:

Staff recommends that the City Council:

1. Introduce and approve the first reading of Ordinance No. 660, requiring electronic filing of Fair Political Practices Commission (FPPC) campaign disclosure statements; and

2. Schedule the second reading and adoption of the Ordinance for the next regular City Council meeting.

BACKGROUND:

Government Code Section 84615 permits local agencies to require that campaign disclosure filings— such as FPPC Form 460, Form 497, and related statements—be submitted electronically through an approved system. This provision is intended to streamline reporting processes, reduce the administrative burden on both filers and staff, and improve public access and transparency.

The City of Adelanto currently accepts paper filings, which require manual processing, scanning, and archiving. Transitioning to an electronic system reduces staff time, eliminates costly paper storage, and ensures compliance with State standardized data formats.

To support this transition, the City has contracted with NetFile, Inc., a vendor certified by the California Secretary of State, to host a fully compliant online electronic filing system at no cost to filers. 426
The electronic filing system (“System”) will enable candidates, committees, and elected officials to submit campaign disclosure statements securely, accurately, and efficiently. Key benefits include:

1. Increased Transparency
• Filings become immediately available to the public online. • Eliminates delays caused by manual document processing.

2. Improved Accuracy & Compliance
• System includes built-in validation and error checks. • Ensures filings meet the State’s standardized format.

3. Reduced Administrative Costs
• Eliminates staff handling, scanning, and manual archiving of paper forms. • Reduces storage space and long-term retention costs.

4. Security & Integrity
• NetFile is certified by the Secretary of State for system security, data encryption, and audittracking requirements.

FISCAL IMPACT:

There is no cost to filers.

The annual system cost to the City is $3,0000 and is already budgeted within the City Clerk’s Department for election-related software services.

ATTACHMENTS:

1. Ordinance No. 660 – Electronic Filing of FPPC Campaign Disclosure Statements 427
ORDINANCE NO. 660

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ADELANTO,

COUNTY OF SAN BERNARDINO, REQUIRING ELECTRONIC FILING OF

FAIR POLITICAL PRACTICES COMMISSION (FPPC) CAMPAIGN

DISCLOSURE STATEMENTS
WHEREAS, the System complies with all state requirements, is secure, accessible, and designed to ensure the integrity of campaign disclosure data while reducing paper use and improving public transparency; and
WHEREAS, the City of Adelanto desires to implement mandatory electronic filing of FPPC campaign disclosure statements to enhance efficiency, reduce administrative burdens, and improve public access.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF ADELANTO DOES ORDAIN AS FOLLOWS:

SECTION 1. Findings.

The City Council finds that the above recitals are true and correct and adopts them as findings of this Ordinance. Further, the City Council finds that the System:

1. Ensures the integrity of data and protects against tampering, manipulation, or unauthorized alteration;

2. Accepts filings only in the standardized format approved by the California Secretary of State and compatible with the State’s electronic filing system;

3. Is provided at no cost to filers and is accessible to the public for viewing filed reports.

SECTION 2. Mandatory Electronic Filing.

Any elected officer, candidate, committee, or other person required to file campaign statements, reports, or other documents under Chapter 4 (beginning with Government Code Section 84100), and who receives contributions totaling $1,000 or more and makes expenditures totaling $2,000 or more in a calendar year, shall file such statements electronically using the City’s electronic filing system, in accordance with administrative procedures established by the City Clerk.

Individuals and committees below these thresholds may file electronically at their discretion.

SECTION 3. CEQA Compliance.

This Ordinance is exempt from the California Environmental Quality Act (“CEQA”), as it involves administrative and organizational activities that do not result in direct or reasonably foreseeable indirect physical changes in the environment, pursuant to CEQA Guidelines Section 15378(b)(5).
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SECTION 4. Severability.

If any provision of this Ordinance or its application to any person or circumstance is held invalid, the remainder of the Ordinance shall remain in full force and effect. The City Council declares that it would have adopted this Ordinance and each portion thereof regardless of the invalidity of any other portion.

SECTION 5. Certification and Publication.

The City Clerk shall certify to the adoption of this Ordinance, enter it into the official City records, and cause it to be published or posted in accordance with California law.

SECTION 6. Effective Date.

This Ordinance shall take effect thirty (30) days following its final passage and adoption.

PASSED, APPROVED AND ADOPTED THIS _____th DAY ________, 2022. ____________________________________
Gabriel Reyes, Mayor of the City of Adelanto
____________________________________
Brenda Lopez, City Clerk
APPROVED AS TO FORM:
__________________________________________
Todd Litfin, City Attorney
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I, Brenda Lopez, City Clerk of the City of Adelanto, California, do hereby certify that the foregoing Ordinance No. 660 was duly introduced for the first reading on the 10th day of December, 2025 and regularly adopted at a regular meeting of the City Council of the City of Adelanto on this 14th day of January, 2026, by the following vote, to-wit:

AYES:

NOES:

ABSENT:

ABSTAIN:

IN WITNESS WHEREOF, I hereunto set my hand and affix the official seal of the City of Adelanto on this 14th day of January, 2026
___________________________________
Brenda Lopez, City Clerk
SEAL
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CITY COUNCIL AGENDA REPORT
A D E L A N T O G O V E R N M E N T A L C E N T E R | 1 1 6 0 0 A I R E X P R E S S W A Y | A D E L A N T O , C A L I F O R N I A 9 2 3 0 1
DATE: December 10, 2025
TO: Honorable Mayor and City Council Members
FROM: Jessie Flores, City Manager
Saba Engineer, Grant Administrator
SUBJECT: PROFESSIONAL SERVICE AGREEMENT TO PREPARE PLANS, SPECIFICATIONS AND

ENVIRONMENTAL DOCUMENT (PS&E) FOR CITYWIDE ALL-WAY STOP CONVERSION STAFF RECOMMENDATION:

Staff recommends that City Council approvesthe Professional Service Agreement with David Evans and Associates, Inc. in not to exceed amount of $51,200 to prepare plans, specifications and environmental document (PS&E) for HSIP-Citywide All-Way Stop Conversion, and authorizing the City Manager to sign the agreement on behalf of the City Council
DISCUSSION:

City of Adelanto received and accepted a grant in the amount of $329,310 from California Department of Transportation under Highway safety Improvement program (HSIP) Cycle 11 to install all-way stop control at the following six intersections including the installation of stop signs, stop ahead signs and legends, crosswalks, and the construction and reconstruction of ADA ramps. • Intersection at Bellflower Street and Victor Street
• Intersection at Verbena Street and Victor Street
• Intersection at Aster Road and Victor Street
• Intersection at Rancho Road and Adelanto Road
• Intersection at Air Expressway and Aster Road
• Intersection at Air Expressway and Raccoon Avenue
On September 15, 2025, a Request for Proposals (RFP) to for PS&E service was released and made publicly available on the Planet Bids and City’s website. On October 16, 2025, three (3) proposals were received from the following firms:

No. Firm Location
1 David Evans and Associates, Inc. Apple Valley
2 Diversified Project Services International (DPSI), Inc. Bakersfield 3 Infrastructures Architects, Inc. Irvine
The proposals were reviewed by a panel of staff members using the City’s standard rating system requirements of the RFP. It was determined that David Evans and Associates, Inc. is ranked as a top firm based on understanding of the work to be performed, experience with similar kinds of work, qualifications of key personnel, capability of developing innovative or advanced techniques, familiarity with state and federal procedures, and technical ability. 431
Staff recommends that City Council approves the Professional Service Agreement with David Evans and Associates, Inc. in not to exceed amount of $51,200 to prepare plans, specifications and Environmental document (PS&E) for HSIP-Citywide All-Way Stop Conversion, and authorizing the City Manager to sign the agreement on behalf of the City Council.

FISCAL IMPACT:

There is no impact on General Fund as this is a grant funded project.

Attachment- A. Professional Service Agreement with David Evans and Associates, Inc. 432
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CITY OF ADELANTO

PROFESSIONAL SERVICES AGREEMENT
HSIP-Citywide All-Way Stop Conversion
THIS PROFESSIONAL SERVICES AGREEMENT (“Agreement”) is made and effective this __10__ day of ___December___, 2025 (“Effective Date”) by and between the CITY OF ADELANTO, a California municipal corporation, (“City”) and David Evans and Associates, Inc., a incorporated in the State of California (“Consultant”). City and Consultant may sometimes herein be referred to individually as a “Party” and collectively as the “Parties.” SECTION 1. SERVICES.

1.4 Time. Consultant shall devote such time to the performance of the Services pursuant to this Agreement as may be reasonably necessary to satisfy Consultant’s obligations hereunder.

SECTION 2. COMPENSATION.

City hereby agrees to pay Consultant a sum not to exceed FIFTY ONE THOUSAND, AND TWO HUNDRED DOLLARS ($51,200) notwithstanding any contrary indications that may be contained in Consultant’s proposal, for the Services to be performed and reimbursable costs incurred under this Agreement. In the event of a conflict between this Agreement and Exhibit A, regarding the amount of compensation, this Agreement shall prevail. City shall pay Consultant for the Services rendered pursuant to this Agreement at the time and in the manner set forth herein.

Compensation shall only be paid based on the hourly rates provided in Exhibit A for work performed pursuant to the Agreement.

Invoices shall be submitted to:
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City of Adelanto
Attn: Accounts Payable
11600 Air Expressway
Adelanto, CA 92301

2.5 Hourly Fees. Fees for the Services performed by Consultant on an hourly basis shall not exceed the amounts shown on the fee schedule included with Exhibit A.

2.6 Reimbursable Expenses. Reimbursable expenses are included within the maximum amount of this Agreement.

2.7 Payment of Taxes. Consultant is solely responsible for the payment of employment taxes incurred under this Agreement and any federal or state taxes.

2.8 Payment upon Termination. In the event that City or Consultant terminates this Agreement pursuant to Section 8, City shall compensate Consultant for all outstanding costs and reimbursable expenses incurred for Services satisfactorily completed and for reimbursable expenses as of the date of written notice of termination. Consultant shall maintain adequate logs and timesheets in order to verify costs and reimbursable expenses incurred to that date. 435
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SECTION 3. FACILITIES AND EQUIPMENT.

SECTION 4. INSURANCE REQUIREMENTS.

Any deductible or self-insured retention shall be shown on the Certificate. If the deductible or self-insured retention exceeds TWENTY-FIVE THOUSAND DOLLARS ($25,000), it must be approved in writing by City.
b. Claims-Made Limitations. The following provisions shall apply if the professional liability coverage is written on a claims-made form:
(i) The retroactive date of the policy must be shown and must be no later than the commencement of the Services.
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(ii) Insurance must be maintained and evidence of insurance must be provided for at least five (5) years after the expiration or termination of this Agreement or completion of the Services, so long as commercially available at reasonable rates. (iii) If coverage is canceled or not renewed and it is not replaced with another claims-made policy form with a retroactive date that precedes the Effective Date of this Agreement, Consultant must provide extended reporting coverage for a minimum of five (5) years after the expiration or termination of this Agreement or the completion of the Services. Such continuation coverage may be provided by one of the following: (1) renewal of the existing policy; (2) an extended reporting period endorsement; or (3) replacement insurance with a retroactive date no later than the commencement of the Services under this Agreement. City shall have the right to exercise, at Consultant’s sole cost and expense, any extended reporting provisions of the policy, if Consultant cancels or does not renew the coverage.
(iv) A copy of the claim reporting requirements must be submitted to City prior to the commencement of the Services under this Agreement.

4.4 All Policies Requirements.
a. Acceptability of Insurers. All insurance required by this Section is to be placed with insurers with a Bests’ rating of no less than A:VII and admitted in California. b. Verification of Coverage. Prior to beginning the Services under this Agreement, Consultant shall furnish City with certificates of insurance, additional insured endorsement or policy language granting additional insured status complete certified copies of all policies, including complete certified copies of all endorsements. All copies of policies and certified endorsements shall show the signature of a person authorized by that insurer to bind coverage on its behalf. The certificate of insurance must include the following reference:
«Contract_Title». The name and address for additional insured endorsements, certificates of insurance and notice of cancellation is: City of Adelanto, 11600 Air Expressway, Adelanto, CA 92301. City must be endorsed as an additional insured for liability arising out of ongoing and completed operations by or on behalf of Consultant.
c. Notice of Reduction in or Cancellation of Coverage. Consultant shall provide written notice to City within ten (10) working days if: (1) any of the required insurance policies is terminated; (2) the limits of any of the required polices are reduced; or (3) the deductible or self insured retention is increased. In the event any of said policies of insurance are cancelled, Consultant shall, prior to the cancellation date, submit new evidence of insurance in conformance with this Section 4 to the Contract Administrator.
d. Additional Insured; Primary Insurance. City and its officers, employees, agents, and authorized volunteers shall be covered as additional insureds with respect to each of the following: liability arising out of the Services performed by or on behalf of Consultant, including the insured’s general supervision of Consultant; products and completed operations of Consultant, as applicable; premises owned, occupied, or used by Consultant; and automobiles owned, leased, or used by Consultant in the course of providing the Services pursuant to this Agreement. The coverage shall contain no special limitations on the scope of protection afforded 438
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to City or its officers, employees, agents, or authorized volunteers. The insurance provided to City as an additional insured must apply on a primary and non-contributory basis with respect to any insurance or self-insurance program maintained by City. Additional insured status shall continue for one (1) year after the expiration or termination of this Agreement or completion of the Services.

4.5 Remedies. In addition to any other remedies at law or equity City may have if Consultant fails to provide or maintain any insurance policies or policy endorsements to the extent and within the time herein required, City may, at its sole option, exercise any of the following remedies, which are alternatives to other remedies City may have and are not the exclusive remedy for Consultant’s breach:
a. Obtain such insurance and deduct and retain the amount of the premiums for such insurance from any sums due under this Agreement; b. Order Consultant to stop work under this Agreement or withhold any payment that becomes due to Consultant hereunder, or both stop work and withhold any payment, until Consultant demonstrates compliance with the requirements hereof; and/or c. Terminate this Agreement.
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SECTION 5. INDEMNIFICATION.

SECTION 6. INDEPENDENT CONTRACTOR.

At all times during the term of this Agreement, Consultant shall be an independent contractor and shall not be an employee of City. City shall have the right to control Consultant only insofar as the results of the Services rendered pursuant to this Agreement and assignment of personnel pursuant to Subsection 1.3; however, otherwise City shall not have the right to control the means by which Consultant accomplishes the Services rendered pursuant to this Agreement. 440
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The personnel performing the Services under this Agreement on behalf of Consultant shall at all times be under Consultant’s exclusive direction and control. Consultant shall not at any time or in any manner represent that it is or any of its officers, employees, or agents are in any manner officers, officials, employees, or agents of City. Consultant shall not incur or have the power to incur any debt, obligation, or liability whatever against City, or bind City in any manner. Except for the fees paid to Consultant as provided in this Agreement, City shall not pay salaries, wages, or other compensation to Consultant for performing the Services hereunder for City. City shall not be liable for compensation or indemnification to Consultant for injury or sickness arising out of performing the Services hereunder. Notwithstanding any other City, state, or federal policy, rule, regulation, law, or ordinance to the contrary, Consultant and any of its employees, agents, and subcontractors providing services under this Agreement shall not qualify for or become entitled to any compensation, benefit, or any incident of employment by City, including but not limited to eligibility to enroll in the California Public Employees Retirement System (“PERS”) as an employee of City and entitlement to any contribution to be paid by City for employer contributions and/or employee contributions for PERS benefits.

SECTION 7. LEGAL REQUIREMENTS.

7.1 Governing Law. The laws of the State of California shall govern this Agreement.

7.3 Prevailing Wages. Consultant acknowledges and agrees that it shall be independently responsible for reviewing the applicable prevailing wage laws and regulations and effectuating compliance with such laws, including, but not limited to the prevailing wage and related requirements set forth in this Subsection 7.3. Consultant shall bear all risks of payment or non-payment of prevailing wages under California law and/or the implementation of Labor Code Section 1781, as the same may be amended from time to time, and/or any other similar law. a. Public Work. Consultant hereby expressly acknowledges and agrees that City has never previously affirmatively represented to Consultant, its employees or agents in writing or otherwise that the Services are not a “public work,” as defined in Section 1720 of the Labor Code. It is agreed by the Parties that, in connection with the development, construction (as defined by applicable law) and operation of the Services, including, without limitation, any public work (as defined by applicable law), if any, Consultant shall bear all risks of payment or nonpayment of state and/or federal prevailing wages and/or the implementation of Labor Code Sections 1726 and 1781, as the same may be enacted, adopted or amended from time to time, and/or any other provision of law. To the extent applicable, City will enforce all penalties required by law for Consultant’s failure to pay prevailing wages. 441
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b. Labor Code of California. The Consultant’s attention is directed to Division 2, Part 7, Chapter 1 of the Labor Code of the State of California and especially to Article 2 (Wages); and Article 3 (Working Hours), thereof.
(i) In accordance with Sections 1773 and 1773.2 of the Labor Code, City has found and determined the general prevailing rates of wages in the locality in which the public work is to be performed are those determined by the Director of Industrial Relations and available at https://www.dir.ca.gov/OPRL/2022-1/PWD/Southern.html. Copies of the prevailing rates of wages are maintained with City’s principal office and are available to any interested party on request. Consultant shall post a copy of the prevailing rate of per diem wages at each job site. (ii) Consultant is aware of and will comply with the provisions of Labor Code Section 1776, including the keeping of payroll records and furnishing certified copies thereof in accordance with said Section. Pursuant to Labor Code Section 1771.4, Consultant must submit certified payroll records to the Labor Commissioner using the Department of Industrial Relations’ electronic certified payroll reporting (eCPR) system.
(iii) Pursuant to Labor Code Section 1810, it is stipulated hereby that eight (8) hours labor constitutes a legal day’s work hereunder. (iv) Pursuant to Labor Code Section 1815, work performed by employees of contractors in excess of eight (8) hours per day, and 40 hours during any one week, shall be permitted upon public work upon compensation for all hours worked in excess of eight (8) hours per day at not less than 1 ½ times the basic rate of pay. (v) Pursuant to Labor Code Section 1813, it is stipulated hereby that Consultant shall, as a penalty to City, forfeit twenty-five dollars ($25) for each worker employed in the execution of this Agreement by Consultant or by any subcontractor hereunder for each calendar day during which such worker is required or permitted to work more than eight (8) hours in any one calendar day and forty (40) hours in any one (1) calendar week in violation of the provisions of Article 3 (commencing with Section 1810), Chapter 1, Part 7, Division 2 of the Labor Code.
(vi) Consultant is aware of and will comply with the provisions of Labor Code Sections 1777.5 and 1777.6 with respect to the employment of apprentices. Pursuant to Section 1777.5 it is hereby stipulated that Consultant will be responsible for obtaining compliance therewith on the part of any and all sub-consultants or subcontractors employed by Consultant in connection with this Agreement.
(vii) Pursuant to Labor Code Section 1775, it is hereby stipulated that Consultant shall, as a penalty to City, forfeit not more than two-hundred dollars ($200) for each calendar day, or portion thereof, for each worker paid less than the prevailing rates as determined by the Director of Industrial Relations for the work or craft in which the worker is employed for the Services by Consultant or any sub-consultant or subcontractor. c. Bidding Eligibility. Pursuant to Labor Code Section 1771.1, no contractor or subcontractor (or consultant or subconsultant) may be listed on a bid proposal for a public works project unless registered with the Department of Industrial Relations. 442
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d. DIR Monitoring. Pursuant to Labor Code Section 1771.4, Consultant is hereby notified that this project is subject to compliance monitoring and enforcement by the Department of Industrial Relations.
e. Indemnification Related to Prevailing Wages. Section 5, Indemnification, specifically encompasses Claims arising from or related to (i) the noncompliance by Consultant or any party performing the Services of any applicable local, state, and/or federal law, including, without limitation, any applicable federal and/or state labor laws (including, without limitation, the requirement to pay state prevailing wages and hire apprentices); (ii) the implementation of Labor Code Sections 1726 and 1781, as the same may be amended from time to time, or any other similar law; and/or (iii) failure by Consultant or any party performing the Services to provide any required disclosure or identification as required by Labor Code Section 1781, as the same may be amended from time to time, and/or any other similar law.

7.6 Annual Appropriation of Funding. In accord with Article 16 Section 18 of the California Constitution, payment of compensation under this Agreement is contingent upon annual appropriation of funds by City for that purpose. Consultant acknowledges and agrees that to the 443
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extent that the Services extend beyond one (1) fiscal year, payment for such Services is expressly conditioned on City’s annual appropriation of funds for such Services for each year. If no funds are appropriated then this Agreement shall be terminated. City pledges and agrees to process such appropriation requests annually and in good faith. Nothing in this Subsection shall be construed to limit the right of either Party to terminate this Agreement as provided herein.

SECTION 8. TERMINATION AND MODIFICATION.

8.1 Termination. City may cancel this Agreement at any time and without cause upon written notification to Consultant.

8.2 Termination by Consultant. Consultant may cancel this Agreement upon 30 days’ written notice to City.

8.5 Amendments. The Parties may amend this Agreement only by a writing signed by all the Parties.

SECTION 9. KEEPING AND STATUS OF RECORDS.

SECTION 10. MISCELLANEOUS PROVISIONS.

10.2 Venue. In the event that either Party brings any action against the other under this Agreement, the Parties agree that trial of such action shall be vested exclusively in San Bernardino County.

10.5 No Implied Waiver of Breach. Waiver by any Party to this Agreement of any term, condition, or covenant of this Agreement shall not constitute a waiver of any other term, condition, or covenant. Waiver by any Party of any breach of the provisions of this Agreement shall not constitute a waiver of any other provision or a waiver of any subsequent breach or violation of any provision of this Agreement. Acceptance by City of any work or services by Consultant shall not constitute a waiver of any of the provisions of this Agreement. No delay or omission in the exercise of any right or remedy by a non-defaulting Party on any default shall impair such right or remedy or be construed as a waiver. Any waiver by either Party of any default must be in writing 446
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and shall not be a waiver of any other default concerning the same or any other provision of this Agreement.

10.6 Successors and Assigns. The provisions of this Agreement shall inure to the benefit of and shall apply to and bind the successors and assigns of the Parties.

10.7 Consultant Representative. All matters under this Agreement shall be handled for Consultant by Rob Kilpatrick (“Consultant’s Representative”). The Consultant’s Representative shall have full authority to represent and act on behalf of Consultant for all purposes under this Agreement. The Consultant’s Representative shall supervise and direct the Services, using his best skill and attention, and shall be responsible for all means, methods, techniques, sequences, and procedures and for the satisfactory coordination of all portions of the Services under this Agreement.

10.9 Notices. Any written notice to Consultant shall be sent to:

David Evans and Assocates, Inc.

Attn: Rob Kilpatrick
18484 Outer Highway 18 North
Suite 225
Apple Valley, Ca 92307
Any written notice to City shall be sent to the Contract Administrator at:

City of Adelanto
11600 Air Expressway
Adelanto, CA 92301
Attn: Jessie Flores, City Manager
with a copy to:

City Clerk
City of Adelanto
11600 Air Expressway
Adelanto, CA 92301

10.10 Professional Seal. Where applicable in the determination of the Contract Administrator, the first page of a technical report, first page of design specifications, and each page of construction drawings shall be stamped/sealed and signed by the licensed professional responsible for the report/design preparation. The stamp/seal shall be in a block entitled “Seal and 447
2512/026150-0001
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Signature of Registered Professional with report/design responsibility,” as in the following example.
__________________________________________
Seal and Signature of Registered Professional with
report/design responsibility.

10.13 Counterparts. This Agreement may be executed in multiple counterparts, each of which shall be an original and all of which together shall constitute one agreement.

10.16 No Third-Party Beneficiaries. There are no intended third-party beneficiaries under this Agreement and no such other third parties shall have any rights or obligations hereunder.

10.18 No Undue Influence. Consultant declares and warrants that no undue influence or pressure is used against or in concert with any officer or employee of City in connection with the award, terms or implementation of this Agreement, including any method of coercion, confidential 448
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financial arrangement, or financial inducement. No officer or employee of City shall receive compensation, directly or indirectly, from Consultant, or from any officer, employee, or agent of Consultant, in connection with the award of this Agreement or any work to be conducted as a result of this Agreement.

10.19 No Benefit to Arise to City Employees. No member, officer, or employee of City, or their designees or agents, and no public official who exercises authority over or has responsibilities with respect to this Agreement during his/her tenure or for one (1) year thereafter, shall have any interest, direct or indirect, in any agreement or sub-agreement, or the proceeds thereof, for the Services to be performed under this Agreement. [Signatures on Following Page]
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IN WITNESS WHEREOF, the Parties hereto have executed and entered into this Agreement as of the Effective Date.

CITY OF ADELANTO
Jessie Flores
Attest:

Brenda Lopez, City Clerk
Approved as to Form:

Todd Litfin, City Attorney

CONSULTANT
Rob Kilpatrick

«Consultant_Signature_2»

[Note: 2 officer’s signatures required if
Consultant is a corporation, unless provided
with a certificate of secretary in-lieu]
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EXHIBIT A.

EXHIBIT A

SCOPE OF SERVICES
Services shall include to prepare plans, specifications and environmental document (PS&E) for HSIP-Citywide All-Way Stop Conversion services in the amount not to exceed FIFTY ONE THOUSAND , AND TWO HUNDRED DOLLARS($51,200) as further detailed in the following page(s).
[ATTACH SCOPE OF WORK AND OTHER DETAILS SPECIFIC TO THE PROJECT] 451
2512
/026150-0001
19521427.1 a12/03/25 EXHIBIT A
.
452

SUBMITTED TO THE
Technical Proposal for
HSIP- Citywide All-Way Stop Conversion
October 16, 2025

SUBMITTED BY
City of Adelanto
453
David Evans and Associates, Inc. Page 1
City of Adelanto Citywide All-Way Stop Conversion HSIP Project Table of Contents

TAB TITLE PAGE
1 Cover Letter 2
2 Executive Summary 3
3 Approach to the Scope of Work 4
4 Consultant Team 12
5a Sub-Consultants 19
5 Consultant References 22
6a Sub-Consultant References 25
6 Addenda 26
Fee Proposal (under separate sealed envelope)
Appendix Sample Plans
David Evans and Associates, Inc. TOC
454
SECTION 1
Cover Letter
455
18484 Outer Highway 18 North Suite 225 Apple Valley California 92307 Telephone: 760.524.9100 Facsimile: 760.524.9101

1. Cover Letter
October 16, 2025
Jessie Flores, City Manager
City of Adelanto
11600 Air Expressway
Adelanto, CA 92301
RE: Proposal for the HSIP - Citywide All-Way Stop Conversion Project Dear Jessie:

The City of Adelanto (City), situated in the High Desert region of San Bernardino County, is recognized for its strategic location along major transportation corridors and proximity to Southern California’s growing logistics and aerospace industries. The City partners with engineering consultants to advance public infrastructure, utility improvements, and community planning efforts that support its vision for sustainable growth, economic development, and enhanced quality of life for residents.

David Evans and Associates, Inc. (DEA) wants to be the consultant of choice and are pleased to respond to the City's RFP for the design of the HSIP - Citywide All -Way Stop Conversion Project. We have assembled a team to deliver led by our Principal-in Charge Rob Kilpatrick, PE, TE who has over 40 years of experience in the High Desert and intimate knowledge of the City’s streets system and traffic patterns. He is consistently and frequently coordinating with groups across the firm to put together the best teams to address similar projects such as this.

DEA's approach includes the following to help the City meet their goals:
• Current, Relevant, and Extensive Experience in the City: DEA has extensive local experience in the City of Adelanto.

This previous experience gives DEA unique knowledge and in-depth knowledge of working with City staff and specifications.
• Understanding City Project Priorities: DEA has been providing our services to the City of Adelanto for over 20 years. We feel we are a part of the community in assisting the City with projects to improve the traffic safety for its residents. Also, having an office in Apple Valley, we understand the unique needs and issues of the area High Desert cities. • Specific Project Knowledge: Having prepared the HSIP application and our knowledge of the current traffic issues within the community will allow us to provide the best services possible. This is reflected in our approach to the project presented in this proposal.
• Reliable Project Manager: DEA’s assigned Project Manager, Christine Brown, PE has 10 years of experience in the civil engineering field. Christine is a hands-on project manager that balances her time so she can engage in the technical components of a project including project report development, roadway design, drainage, and construction staging.

Choosing DEA for this project will satisfy the City with a consultant team that understands what it takes to complete this project successfully. We confirm that, to the best of our knowledge, this proposal does not contain proprietary or confidential information. We have read and understands the RFP in its entirety, including, without limitation, the scope and nature of the work, all appendices, attachments, exhibits, schedules, and addendum, as applicable. DEA has no objections to the RFP.

Sincerely,
David Evans and Associates, Inc.

Rob Kilpatrick, PE, TE
Contract Manager / Senior Associate
Consultant Information
DEA is a Corporation
incorporated in the State of
Oregon. Founded in 1976, we
maintain our headquarters
located at:
2100 S. River Parkway, Suite
100, Portland OR 97201
Local Office Location:
18484 Outer Highway 18 North,
Suite 225, Apple Valley, CA
92307
Authorized
Representative
Rob Kilpatrick, PE, TE
Senior Associate
18484 Outer Highway 18 North,
Suite 225
Apple Valley, CA 92307
T: 760.524.9115
E: [email protected]
456
SECTION 2
Executive Summary
457
David Evans and Associates, Inc. Page 3
City of Adelanto Citywide All-Way Stop Conversion HSIP Project

2. Executive Summary
David Evans and Associates, Inc. (DEA) is pleased
to submit this proposal to the City of Adelanto for
professional engineering and environmental services
for the HSIP Citywide All-Way Stop Conversion Project.

DEA brings proven expertise in roadway design, traffic
safety improvements, and federally funded projects,
combined with strong knowledge of Caltrans and FHWA
requirements.

This project involves preparing complete Plans, Specifications, and Estimates (PS&E) and required environmental documentation to support the installation of all-way stop controls at six intersections across the City. Improvements include new stop signs and advance warning signs, pavement legends, striping, ADA-compliant curb ramps, crosswalks, and associated roadway and drainage modifications. Designs will comply with City of Adelanto standards, Caltrans standards, the California Manual on Uniform Traffic Control Devices (CA MUTCD), ADA requirements, and NPDES regulations.

DEA’s advantage lies in our direct involvement in preparing the successful HSIP Cycle 11 application for this project. Our team’s familiarity with the City’s Local Roadway Safety Plan (LRSP) which DEA also prepared, warrant analyses, and funding documentation positions us to deliver the PS&E phase efficiently and with continuity. This background reduces project risk, minimizes potential delays, and provides the City with a streamlined path from grant award through design and construction readiness.

Our team is structured to deliver this project collaboratively, with specialists in traffic engineering, civil design, surveying, environmental clearance, geotechnical analysis, and utility coordination. Each subconsultant has been selected for their demonstrated track record on similar safety and infrastructure projects, as well as their ability to meet federal and state funding requirements.

DEA’s project management approach emphasizes clear communication, adherence to the project schedule, and proactive quality assurance/quality control (QA/QC). We are also committed to meeting the City’s 16% DBE goal, and our subconsultant team reflects this commitment.

By combining our technical expertise, established relationship with the City, and experience guiding this project from grant application through design, DEA is uniquely positioned to deliver a successful outcome for the City of Adelanto and its community.

DEA's direct involvement from grant
application through design and
construction provides continuity, reduces
project risk, and streamlines delivery of a
fully compliant PS&E package.
458
SECTION 3
Approach to the Scope of Work
459
David Evans and Associates, Inc. Page 4
City of Adelanto Citywide All-Way Stop Conversion HSIP Project

3. Approach to the Scope of Work

PROJECT UNDERSTANDING
The City of Adelanto (City) has obtained a Highway Safety Improvement Program (HSIP) grant for improvements to various intersections within the City. As a part of the HSIP application, the City has identified safety improvements at the six intersections listed below. The improvements at each intersection will include the conversion of the existing stop controls to All-way stop controls, installation of stop ahead signs and legends, crosswalks, and the construction and reconstruction of ADA ramps.

1. Bellflower Street and Victor Street

2. Verbena Street and Victor Street

3. Aster Road and Victor Street

4. Rancho Road and Adelanto Road

5. Air Expressway and Aster Road

6. Air Expressway and Raccoon Avenue
The HSIP grant includes compliance with Caltrans requirements for State Funding. We have a thorough understanding of the procedures needed to develop and secure approval of the improvement plans and required Caltrans forms. Our proven experience in preparing intersection and traffic improvement plans, along with the necessary Caltrans forms, is demonstrated in our approach herein. As demonstrated on our project schedule, DEA is committed to meeting the City’s schedule.

The City is seeking an engineering design consultant
to prepare Plans, Specifications, Cost Estimates
(PS&E), and related construction documents for the
identified all-way stop improvements. As a part of the
HSIP application that DEA prepared for the City, DEA
conducted, as a part of the Local Roadway Safety Plan
(LRSP) prepared by DEA, an analysis of the needed
traffic safety improvements at the intersections. The
analysis identified recommended traffic safety and
operational improvements at the intersections that
would involve the need to install all-way stop controls.

The installation of the stop signs will also require
the need to upgrade the ADA ramps to current ADA
standards, and to restripe the intersection crosswalks.

Included in the application was the preparation of
the warrant study for the all-way stop controls. No
additional warrant studies will be necessary for this
project.

The RFP identifies specific requested improvements for
the installation of stop signs and legends to implement the all-stop controls. In addition, the RFP identifies the intersection improvements to correct ADA compliance
issues and to improve pedestrian access. DEA has
reviewed the recommended improvements for the
identified intersections and based on our knowledge
of the projects have develop our recommendations for
the Scope of Work.

ATTACHMENT
®

CITY OF ADELANTO
HSIP CYCLE 11
PREPARED BY:

INSTALL STOP AHEAD

SIGN AND LEGENDS

INSTALL STOP AHEAD

SIGN AND LEGENDS

INSTALL STOP AHEAD

SIGN AND LEGENDS

INSTALL STOP AHEAD

SIGN AND LEGENDS

CONSTRUCT NEW

ADA RAMP

INSTALL STOP SIGN

AND STOP LEGENDS CONSTRUCT NEW

ADA RAMP

INSTALL STOP SIGN

AND STOP LEGENDS

INSTALL STOP SIGN

AND STOP LEGENDS

CONSTRUCT NEW

ADA RAMP

INSTALL STOP SIGN

AND STOP LEGENDS

RECONSTRUCT

ADA RAMP
SHEET 2 OF 6

EXISTING R/W

INSTALL CROSSWALK

INSTALL CROSSWALK
COUNTERMEASURE NS02

CONVERT TO ALL-WAY

STOP CONTROLS
460
David Evans and Associates, Inc. Page 5
City of Adelanto Citywide All-Way Stop Conversion HSIP Project DEA has assigned Christine Brown, Project Manager, to the project, who will provide overall project management, supervision of the project team, and administrative control. Christine will be the daily point of contact for the City of Adelanto and the Project Development Team (PDT) members and has extensive experience managing similar scope of work to the project. The principal in charge for the project will be Rob Kilpatrick. Rob has over 30 years of engineering experience in the Victor Valley, and specifically in the City of Adelanto. Both Christine and Rob have extensive traffic design experience, and have completed numerous projects throughout the Victor Valley and the City of Adelanto.

Christine’s management approach will incorporate the skills he has learned on managing numerous large projects with multiple disciplines and team members. He will schedule frequent meetings to with the team members to discuss specific issues. Christine and Rob’s experience with these meetings is to not only resolve issues more effectively, but also get involved in the process, enabling them to collaborate in developing solutions to issues, thereby shorting the project review schedule.

DEA has developed a project management approach within the company which can be tailored to the specific project. One of the first items includes the preparation of a Project Management Plan (PMP) that will define the scope and schedule and will identify key project team members and stakeholders. To develop this plan, meetings are held with members of the project team to clearly identify the multiple activities required to complete the project or assignment. These activities will include not only specific project tasks, but also agency reviews and approvals, quality control processes, and milestones for deliverables. Assignment of responsibilities for each activity is also designated. In developing a detailed project plan, many of the potential project constraints are identified, ways to expedite the project or process are developed, and the avenues of communication among team members are increased at this initial stage.

KEY PROJECT CHALLENGES AND SOLUTIONS
One of the keys to the successful delivery of this project will be DEA’s approach in identifying solutions to challenges that come up during design projects. Christine Brown and Rob Kilpatrick will bring their knowledge of the project and experience to address each challenge and lead the engineering effort. Based on our knowledge of the project, we have identified the engineering challenges to this project, and our approach that we will use to resolve these challenges, as outlined below.

1. Stop Sign Improvements/Upgrades
Identify traffic safety improvements needed. The HSIP application has outlined the requested traffic signal improvements, such as all-way stop signs, and advance stop ahead legends and signage, and crosswalks, for each of the identified intersections.

DEA has developed a work plan in which we will review the requested improvements outlined in the RFP, and as outlined in the HSIP Application. DEA will identify the recommended improvements to be illustrated on Preliminary (35%) Plans for the review and approval by City Staff prior to the preparation of the final plans. The existing striping and signage, and proposed striping and signage at the intersections in the areas will be upgraded to and installed in accordance with current California MUTCD requirements.
461
David Evans and Associates, Inc. Page 6
City of Adelanto Citywide All-Way Stop Conversion HSIP Project

2. ADA Ramps/Pedestrian Access
Design considerations at the intersections for construction of new or replacement of ADA ramps.

DEA will conduct a field review of all of the existing ADA ramps to confirm if they meet current ADA standards or will need to be reconstructed. As a part of the evaluation, DEA will confirm that the ADA ramps can be designed with details that identified the sidewalk removals and the dimensions and slopes of the new ramps. This will allow for a very cost-effective design for the ADA ramps, and will not require any design surveying and construction staking of the ramps. During the construction of the ADA ramps the Resident Engineer/Inspector can be present during the ramp construction to ensure that the ramps meet the minimum slope requirements.

3. Environmental Clearances
Because the HSIP project is funding with state funding, the project must meet the requirements of the California Environmental Quality Act (CEQA). The City is the lead agency for the approval and clearances under CEQA. The work in this part of this process is the preparation of the Environmental Assessment Form and the processing of the form with the City Planning Department for approval. It is anticipated that the CEQA approvals for this project will be the approval of a Categorical Exemption.

DEA will determine and obtain the required Environmental Clearances for the processing of the Funding Allocation to Proceed with Construction. The work in this part of this process is the preparation of the Environmental Assessment Form and the processing of the form with the City Planning Department for approval. It is anticipated that the CEQA approvals for this project will be the approval of a Categorical Exemption.

4. Caltrans Funding Coordination
The City of Adelanto will be required to obtain the Funding Obligation/Request for Authorization (RFA) for Construction from Caltrans Local Assistance to secure the HSIP funding prior to putting the project out to bid. DEA has extensive experience in the preparation and processing of the Caltrans Funding obligation forms and can provide assistance to the City.

Though not included in the RFP for this project, DEA has extensive experience in preparing the Caltrans forms, and can provide assistance to the City, and has presented this work effort as an Option Task in our presented Scope of Work. DEA could leverage its relationships with Caltrans District 8 Local Assistance to obtain the necessary Caltrans approvals.

The scope of work presented in our proposal addresses these challenges in detail. The engineering challenges and the approach we will use to resolve these challenges are identified for each of the proposed intersections. 462
David Evans and Associates, Inc. Page 7
City of Adelanto Citywide All-Way Stop Conversion HSIP Project

SCOPE OF WORK
TASK 1 – PROJECT COORDINATION
A. Kick-off Meeting
DEA will undertake the project tasks as stated in the RFP and as outlined in this Scope of Work. DEA is prepared to work closely with the City staff, Caltrans, and other affected agencies, utility companies, and property owners, as required throughout the project.

The project will be initiated with a kickoff meeting to which all involved parties would be invited. The project team will fully review the design guidelines and criteria prior to the meeting. The preliminary agenda for this meeting includes:
• Introduction of participants and their roles and responsibilities • Review of the project objectives
• Review of the consultant’s scope of work and level of effort • Input from participants regarding protection of existing facilities, construction requirements, processing time, etc.
• Review of the project schedule
• Collection of the City’s furnished guidelines and data A key success factor in any project is the development of meaningful and productive meetings for their intended purpose. The Project Manager will be responsible for the documentation of all project meetings with the City staff. Meeting notes will be prepared and distributed within five working days to all attendees and others deemed necessary.

B. Internal Coordination
Coordination within the team is vitally important to the success of the project. Accordingly, DEA will pay special attention to the effective management of staff and communication/coordination with subconsultants to ensure that they are functioning as an integral part of the team and their performance meets all requirements and expectations.

Our approach to successful, internal team coordination includes the following:
• Team meetings will be held as needed to review progress and to discuss potential issues and resolutions. • Ongoing internal coordination by telephone, e-mails, and memos to keep the channels of communication open and the project team informed and on track.

C. Ability to Coordinate Agencies
DEA has extensive experience coordinating with Caltrans and numerous other local agencies. Additionally, we have extensive experience with Caltrans District 8 Local Assistance specifically, which will be required for the successful completion of this project.

TASK 2 – BASE MAP/UTILITY SEARCH
With the assistance of CL Surveying and Mapping, Inc., a base map at a scale of 1” = 40’ will be prepared to present existing topography, property ownership/right-of-way, and utilities at each of the six intersections. The base map will be used for preliminary and final engineering.

DEA will also conduct a records search of the existing utilities within the project area. The following is a list of the representative utility companies which will be contacted. • Southern California Edison (SCE) Company
• Southwest Gas Company (Gas)
• Verizon Telephone
• AT&T
• City of Adelanto (Sewer and Water)
DEA will coordinate with the utility companies for any necessary utility adjustments and/or relocations that may be necessary as a part of the project.
463
David Evans and Associates, Inc. Page 8
City of Adelanto Citywide All-Way Stop Conversion HSIP Project TASK 3 – PRELIMINARY PLANS/COST ANALYSIS
Upon the completion of the Base Maps, DEA will develop 30% Preliminary Plans for each intersection site. These plans will provide City staff with an early opportunity to review and offer input before final improvement plans are prepared. DEA will also prepare a Preliminary Cost Estimate, enabling the City of Adelanto to evaluate the proposed improvements and confirm that anticipated costs align with HSIP project funding.

TASK 4 – ENVIRONMENTAL CLEARANCES
DEA will determine and obtain the required Environmental Clearances for the processing of the Funding Allocation to Proceed with Construction. Because the HSIP project is funding with state funding, the project must meet the requirements of the California Environmental Quality Act (CEQA). The City of Adelanto is the lead agency for the approval and clearances under CEQA. The work in this part of this process is the preparation of the Environmental Assessment Form and the processing of the form with the City Planning Department for approval. It is anticipated that the CEQA approvals for this project will be the approval of a Categorical Exemption. Work under this task is to prepare the following:

1. Initial Study Environmental Checklist Form. We will prepare the necessary Initial Study Environmental Checklist Form for submittal to the City Planning Department. The form will include the answers to the environmental questions posed in the checklist.

2. Categorical Exception (CE) Form. We will prepare the CE form for the required approvals and signatures.

3. Field Review Form. If needed, we will set-up the field meeting and coordinate with Caltrans Local Assistance for the preparation of the field review form.

TASK 5 – IMPROVEMENT PLANS
DEA will develop the final improvement plans for the project. The Improvement Plans will be prepared from base maps and Preliminary Plans prepared in Task 2 and 3 and approved by the City, and reflect proposed intersection improvements, construction details, notes and typical sections showing the proposed work required. The plans will also include the placement of new and replaced signing and striping in accordance with current CA MUTCD and Caltrans striping standards.

Work under this task is the preparation and processing of the final engineering plans for the proposed improvements at the six intersections. The plans will be prepared in accordance with City requirements. The plans will be processed for approval with the submittal of 60%, and 90% reviews. This will allow for City input in the design and review of the plans.

The final improvement plan set will include the following;

1. Title Sheet and Project Location Maps

2. Street Plans – ADA Ramp Details

3. Signing and Striping Plans

4. Erosion Control Plans
TASK 6 – COST ESTIMATES, SPECIAL PROVISIONS, AND BID DOCUMENTS Work under this task includes the preparation of the final Cost Estimate and special provisions for the project. A bidding schedule, special provisions, and bid documents will be prepared according to the City’s specification requirements. Specifically, work in this task includes the preparation of the bid documents, which includes:
• Prepare Bid Documents, including the General and Special Provisions • Prepare Bid Summary and Engineer’s Estimate
TASK 7 – WQMP
DEA will prepare a Water Quality Management Plan (WQMP) to comply with the National Pollutant Discharge Elimination System (NPDES) requirements with standards set forth by the City and the Regional Water Quality Control Board. The WQMP will outline structural and non-structural Best Management Practices that will prevent pollutants from impacting downstream water courses. Required BMP's will be indicated on the improvement plans. 464
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City of Adelanto Citywide All-Way Stop Conversion HSIP Project

OPTIONAL TASKS
If requested, DEA can provided Caltrans coordination to administer the HSIP grant funding and provide construction support services as presented in the following optional tasks.

TASK 8 – FUNDING ALLOCATION FORMS
DEA will prepare and process the necessary forms including the Request for Funding Allocation for Construction with Caltrans Local Assistance. The request for the Funding Allocation to proceed with Construction forms include; • Request for Funding Allocation Form
• Completed Finance Letter
• Detailed Engineer’s Cost Estimate (Task 6 above)
• Environmental Documentation (Task 4 above)
TASK 9 – CONSTRUCTION MANAGEMENT SERVICES
DEA will support the City staff throughout the bid and construction process. This includes attending the pre-bid conference, assisting with bid review, and providing construction inspection and observation services. DEA will also prepare any necessary bid addenda and assist in processing change order requests.

As presented, DEA is very familiar with the Caltrans requirements for construction projects. Work will include the following elements:

A – Bid Process
• Perform Peer/Constructability review of project Plans and Specifications • Coordinate any design revisions necessary to the construction drawings • Prepare Bid Packages. Including printing.
• Coordinate bid process with City Clerk’s office.
• Attend Pre-Bid Meeting at City.
• Respond to Contractor Comments and prepare any necessary Bid Addendums. • Attend Bid Opening Meeting at City.
• Review bids and verify recommendation for Bid Award. • Prepare Bid Summary.
• Prepare Notice of Award Resolution for City Council approval. • Attend City Council Meeting for Bid Award.
• Prepare Notice of Award.

B - Construction Inspection
The Construction Inspection and Observation will include at a minimum the following; • Prepare Agenda and attend Pre-Construction Meeting with City and Contractor to discuss scope of work, project documents, and control of the work.
• Review contractors’ schedule and identify responsibility for tasks including inspection, meetings, shop drawing reviews, permits, field meetings, survey, and other activities for compliance with contract documents.
• Monitor construction schedules and budgets and administer the construction contract between the Contractor and the City.
• Establish and maintain weather day log.
• Provide onsite inspection services as needed for project to observe construction progress and conformance with specified contract documents. Inspection services are estimated at 8-hours per working day, with a minimum of 4-hours per day.
• Furnish daily inspection reports providing work completed, equipment and laborers onsite. • Assist in quality assurance to achieve conformance with contract documents. • Provide photographs of daily work and maintain project logs for daily progress of construction work. • Log, review and respond to contractors shop drawing submittals. 465
David Evans and Associates, Inc. Page 10
City of Adelanto Citywide All-Way Stop Conversion HSIP Project • Attend meetings, as necessary, with City to discuss project activities, review progress, schedule, and budget.
• Coordinate all required construction permits.
• Coordinate with City and public utility agencies during construction. • Log, review, and provide responses to contractor Requests for Information. • Clarify construction changes and irregularities.
• Negotiate, prepare and process change orders and extra work orders. • Monitor Contractor Labor Compliances and conducted required field Interviews of Contractor Employees. • Review and verify progress and final payment request by contractor, and make recommendations for payment, revisions, or denials.
• Review certified payroll submittals from contractor and subconsultants. • Review project Federal documentation and prepare documents as required for funding requests and labor compliance.
• Prepare and process progress Invoices to Caltrans for payment. • Prepare and administer any Caltrans pre, mid, and post construction audits. • Field review completed project construction and create punch list.

TASK 10 – AS-BUILT PLANS
Upon the completion of the construction, DEA will prepare the final As-Built plans for the project incorporating any design changes during construction. The Contractor is expected to provide redline plans for DEA to incorporate.

TASK 11 – CALTRANS INVOICING/COST REIMBURSEMENT
During the course of the project, all eligible costs incurred for reimbursement by Caltrans will require the preparation and processing of progress invoices with Caltrans Local Assistance. For the project to remain active, Caltrans is requiring that the City submit invoices to Caltrans every six months.

As needed, DEA will prepare and process the Cost Reimbursement Invoices with Caltrans Local Assistance. The invoice submittals to Caltrans includes but is not limited to; • Invoice – Caltrans Exhibit 5-C
• Updated Finance Letter, if needed
After the construction of the project, DEA will conduct the following:
• Complete project close out including acceptance of work, release of retention, completion of final revisions, release of bonds, etc.
• Prepare Final Balancing Change Order.
• Process Final Invoice with Caltrans.
• Respond to any comments and requests from Caltrans for the Completion Package. • Attend final Caltrans audit for the project if called upon.

During and after the construction of the project, DEA will prepare and process the Project Completion Package with Caltrans Local Assistance. This is an important task in the project to assure the reimbursement by Caltrans of the construction payments.

The Final Completion Package to Caltrans includes but is not limited to:
• Cover Page/Expenditures Checklist
• Final Finance Letter
• Final Detail Estimate and Detail Estimate Summary
• Change Order Summary
• Final DBE Certifications (from Contractors)
• Materials Certifications
• Final Inspection Forms
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David Evans and Associates, Inc. Page 11
City of Adelanto Citywide All-way Stop Conversion HSIP Project

PROJECT SCHEDULE
The following is our project schedule. It is based on a start date of December 1, 2025. The target completion date for the final PS&E is June 5, 2026.

ID Task Name Duration Start Finish
1 Task 1 - Project Management/Meetings 135 days Mon 12/1/25 Fri 6/5/26 2 1. NTP/Kick-Off Meeting 0 days Mon 12/1/25 Mon 12/1/25 3 2. Preliminary Design Review Meeting 0 days Fri 2/6/26 Fri 2/6/26 4 3. 65% Design Review Meeting 0 days Mon 3/23/26 Mon 3/23/26 5 4. 100% Design Review Meeting 0 days Mon 5/4/26 Mon 5/4/26 6 Final Plan Approval 0 days Fri 6/5/26 Fri 6/5/26
7 Preliminary Engineering 110 days Mon 12/1/25 Fri 5/1/26 8 Task 2 - Base Map/Utility Search 30 days Mon 12/1/25 Fri 1/9/26 9 Task 3 - Preliminary Plans/Cost Estimates 20 days Mon 1/12/26 Fri 2/6/26 10 Task 4 - Environmental Clearances 80 days Mon 1/12/26 Fri 5/1/26 11 Final Engineering 80 days Mon 2/9/26 Fri 5/29/26
12 Task 5 - Improvement Plans 1 day Mon 2/9/26 Mon 2/9/26 13 65% Plans 30 days Tue 2/10/26 Mon 3/23/26
14 City Staff Review 15 days Tue 3/24/26 Mon 4/13/26
15 90% Plans 15 days Tue 4/14/26 Mon 5/4/26
16 City Staff Review 15 days Tue 5/5/26 Mon 5/25/26
17 100% Plans 9 days Tue 5/26/26 Fri 6/5/26
18 Task 6 - Cost Estimates/Special Provisions/Bid Documents 15 days Tue 4/14/26 Mon 5/4/26 19 Construction Process - Optional Tasks 155 days Mon 6/8/26 Fri 1/8/27 20 Bid Assisstance 45 days Mon 6/8/26 Fri 8/7/26
21 Construction Support 100 days Mon 8/10/26 Fri 12/25/26 22 As-Built Plans 10 days Mon 12/28/26 Fri 1/8/27
12/1
2/6
3/23
5/4
6/5
10/2611/2 11/911/1611/2311/3012/712/1412/2112/28 1/4 1/11 1/18 1/25 2/1 2/8 2/15 2/22 3/1 3/8 3/15 3/22 3/29 4/5 4/12 4/19 4/26 5/3 5/10 5/17 5/24 5/31 6/7 6/14 6/21 6/28 7/5 7/12 7/19 7/26 8/2 Nov '25 Dec '25 Jan '26 Feb '26 Mar '26 Apr '26 May '26 Jun '26 Jul '26 Aug '26 City of Adelanto
City-wide All-way Stop HSIP Project
Project Schedule
467
SECTION 4
Consultant Team
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4. Consultant Team

ORGANIZATIONAL CHART
Our organization chart below reflects our commitment to assign experienced personnel to meet the City's needs and deliver a successful project. These individuals will be supported by staff resources of over 1,000 professionals located throughout DEA. This team will perform their specific responsibilities under the overall management of our Principal-in-Charge, Rob Kilpatrick who will be the primary point-of-contact.

Bob Vasquez, PLS
CL Surveying (DBE)
Survey
Principal-in-Charge
Rob Kilpatrick, PE, TE
QA/QC
Gabe Rodriguez, PE
Traffic Design
Rob Kilpatrick, PE, TE
Lisa Candelaria, PE
ADA Ramp Design
Ryan Williams, EIT
Abigail Hartman, EIT
Project Manager
Christine Brown, PE
Caltrans
Coordination
Christine Brown, PE
Rob Kilpatrick, PE, TE
DEA’s integrated team provides the City
of Adelanto with coordinated expertise,
delivering a streamlined process that
reduces risk and results in cost-effective,
compliant safety improvements.
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RELEVANT PROJECTS
Rob has 41 years of civil and traffic engineering design experience, in addition to grant writing experience. Rob has been involved with several agencies in providing grant application support in order to achieve various types of funding for transportation projects. He has extensive experience in the preparation of applications for ATP and HSIP projects completing over 50 applications with a 55% success rate for ATP funding, and an 87% success rate for HSIP funding.

ROB KILPATRICK, PE, TE | Principal-in-Charge

EDUCATION
BS, Civil Engineering,
1984, California State
Polytechnic University,
Pomona

REGISTRATION
Professional Civil
Engineer, California
(42386), 1987
Professional Licensed
Traffic Engineer,
California (1573), 1991

PROFESSIONAL AFFILIATIONS
American Public Works
Association
Institute of
Transportation Engineers
High Desert Mountain
Water Association

YEARS OF EXPERIENCE
41 HSIP / HRRR Application Preparation, for the City of Ridgecrest, California As project director, Rob oversaw the preparation of HSIP/HRRR applications for the HSIP/HRRR Cycle 6 at four locations in the city of Ridgecrest. The City of Ridgecrest selected DEA to accomplish this task based on its success in the awarding of the HSIP application for China Lake Boulevard and Upjohn Avenue, and its knowledge of the HSIP process. The work included a Safety Audit of the entire city to prioritize the safety projects, the specific evaluation of the identified projects, and preparation of the applications for submittal to Caltrans Local Assistance. All four of the HSIP Applications were selected by Caltrans for funding.

Multi-Jurisdictional Safe Route to School Active Transportation Plan (ATP) Application, for the City of Victorville, California
Rob led the site investigation, preliminary engineering, and cost estimates for Safe Routes to School projects at six elementary and middle schools in the Victor Elementary School District, and four schools in the Adelanto Elementary School District. The proposed improvements developed as a part of the project included bulbouts, sidewalk gap closures, and speed feedback signs. These designs were used in an ATP application which resulted in a $4.1 million ATP grant for the PA/ED, PS&E and construction phases of the project.

ATP Grant Application and Preliminary Engineering, for the City of Palmdale, California
Rob served as the project manager for two ATP grant applications which included preliminary plan design for traffic calming and sidewalk improvements. An application was prepared for “Complete Street” improvements on Avenue R from Sierra Highway to 25th Street East. Elements in the plans make provisions for improved pedestrian, bicycle, and bus turnouts (transit) for the roadway. The project also included safe route to school improvements at an adjoining elementary school.

ATP Grant Application and Preliminary Engineering, for the City of Ridgecrest, California
Rob served as the project manager for one ATP grant application which included preliminary plan design for traffic calming and sidewalk improvements at eight school sites within the city of Ridgecrest.

HSIP Application Preparation, for the City of Barstow, California As project manager, Rob oversaw the preparation of HSIP/HRRR applications for the HSIP/HRRR Cycle 6 at two locations in the city. The work included a safety audit of the entire City to prioritize the safety projects, the specific evaluation of the identified projects, and preparation of the applications for submittal to Caltrans Local Assistance.

Both of the HSIP Applications were selected by Caltrans for funding. 470
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City of Adelanto Citywide All-Way Stop Conversion HSIP Project

RELEVANT PROJECTS
Christine has over 10 years of experience in the management and design of public improvement projects. She specializes in roadway design and intersection improvements, including ADA curb ramps and access paths, complete streets projects, and safe routes to schools projects. While Christine applies a significant amount of effort to manage her projects with extensive planning and organization, she is a hands-on project manager that engages in the technical components of a project including project report development, design, drainage, and construction staging.

CHRISTINE BROWN, PE | Project Manager

EDUCATION
BS, Civil Engineering,
2017, California State
Polytechnic University,
Pomona

REGISTRATION
Professional Civil
Engineer, California
(92510), 2021

PROFESSIONAL AFFILIATIONS
American Public Works
Association –
Inland Empire
WTS – IE

YEARS OF EXPERIENCE
10 5th Street East Corridor Improvements, for the City of Lancaster, California The City of Lancaster proposed intersection and roadway improvements of the 5th Street East corridor between Avenue H-8 and Avenue J-4. The improvements included curb bulb-outs, ADA curb ramps, pedestrian refuge islands, Class II bicycle lanes, drainage improvements, traffic signal modifications, and signing and striping plans.

As part of the roadway design team, Christine was responsible for the design of intersection improvements including curb bulb-outs, ADA curb ramps, and drainage design.

Avenue M Street Improvements, for the City of Palmdale, California The City of Palmdale proposed to improve Avenue M from 3rd Street East to 5th Street East. The improvements included widening the existing roadway 38’ to the south, improving the reclaimed water system, and developing traffic signal plans.

As part of the roadway design team, Christine was responsible for refining the street improvement design as well as assisting with the design of the proposed reclaimed water improvements.

Trevor Avenue Widening Project, for the City of Lancaster, California The City of Lancaster proposed to widen Trevor Avenue from the intersection with Avenue H to approximately 950’ south. The project aims to widening the existing street to 64’ with an additional 14’ sidewalk on each side and includes water and sewer improvements, streetlight improvements, traffic control, and signing and striping.

As part of the roadway design team, Christine was responsible for refining the street improvement design as well as assisting with the design of the proposed water improvements.

Glendora Avenue Water and Street Improvements, for the City of Glendora, California
Christine is serving as the project manger for the Glendora Avenue Water and Street Improvement Project. The City is proposing critical infrastructure upgrades aimed at enhancing water reliability, roadway safety, and ADA compliance along Glendora Avenue from Gladstone Street to Route 66. The project will replace will replace the aging water main and all related infrastructure including fire hydrants, water services, check valves, and sample stations at the direction of the City’s Water Department.

In addition, the project includes ADA improvements along Glendora Avenue at obstructions, driveway approaches, ADA ramps, and signals along with pavement rehabilitation throughout the entire corridor. The project requires full PA&ED and PS&E services and significant coordination with key stakeholders such as Caltrans District 7, LA County Flood Control, and LA County Department of Public Works. 471
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City of Adelanto Citywide All-Way Stop Conversion HSIP Project

RELEVANT PROJECTS
Gabriel has 27 years of civil engineering experience in the design, review, and management of transportation and public infrastructure projects. Throughout his career, Gabriel has applied his technical design and construction engineering field experience to develop and lead quality assurance programs and personally perform quality control, constructability, and biddability reviews on projects that include roadway, trails, storm drain facilities, sanitary sewer and water distribution infrastructure, and dry utilities.

GABRIEL RODRIGUEZ, PE | Quality Control Manager

EDUCATION
BS, Civil Engineering,
2001, California State
Polytechnic University,
Pomona

REGISTRATION
Professional Civil
Engineer, California
(69948), 2006

YEARS OF EXPERIENCE
27 I-15/Ranchero Road Interchange, for the City of Hesperia, California Gabe provide quality control for the I-15/Ranchero Road Interchange project which was part of the overall Ranchero Road Corridor improvements which provided a new alternative access point to I-15 for residents and business owners located in south east Hesperia. Gabe oversaw the construction engineering support effort which included direct coordination with Caltrans Local Assistance, City of Hesperia, and San Bernardino County Transportation Authority (SBCTA).

I-10/Pepper Bridge Widening, for SBCTA, Colton, California Gabe served as project engineer for the widening of the Pepper Avenue bridge at I-10.

The widening was proposed to increase traffic queuing on the bridge and improve traffic efficiency at the intersection of the eastbound ramps and Pepper Avenue. Gabe led the alternative analysis phase, working closely with Caltrans to determine a locally preferred alternative between no-build, widening, and full replacement.

Rancho Vista Grade Separation, for the City of Palmdale, California Gabe served as project manager in the early stage of the Rancho Vista Grade Separation project and was responsible for leading the project design team which included roadway, structures, traffic, survey, and geotechnical. The project, located in the city of Palmdale, provided an overhead grade separation structure on Rancho Vista Boulevard which spans Sierra Highway as well as UPRR, Metro, and future California High Speed Rail mainline tracks. The project proposed to construct a new eight-lane grade separation structure to improve safety and traffic movement at the rail road crossing as well as 4.5 miles of local roadway improvements to provide connectivity and access to existing parcels adjacent to the project.

Agate Street Improvement Project, Riverside County, California Gabe served as project manager and was responsible for the oversight of the roadway and drainage design. The project located in the Jurupa area of Riverside County, provided half-width roadway widening to ultimate County cross section for Agate Street, Galena Street, Pedley Road, and Jurupa Road as part of the County's Safe Routes to School program. The project provided approximately 4,000 linear feet of curb and gutter, sidewalk, signing and striping and pavement improvement. The project also required the relocation of fiber optic utilities to facilitate the extension of existing road culverts across both Pedley Road and Galena Street. Due to the improvement impacts and limits, Gabe coordinated closely with the Jurupa School District and Jurupa Community Services District to gain project stakeholder approval and facilitate the acquisition of right-of-way.
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City of Adelanto Citywide All-Way Stop Conversion HSIP Project

RELEVANT PROJECTS
Lisa has 18 years of experience with an expertise and specialization in traffic engineering design and analysis. Lisa’s proficiency in traffic engineering and analysis is comprehensive and encompasses a wide range of critical aspects, including traffic signal design, construction phasing with traffic control design, corridor planning and analysis, level of service operational analysis, capacity analysis, trip generation and assignment, and crash analysis.

LISA CANDELARIA, PE | Traffic Engineering Design Lead

EDUCATION
BS, Civil Engineering,
2004, University of
Arizona

REGISTRATION
Professional Civil
Engineer, Colorado
(0047324), 2013
Professional Civil
Engineer, Arizona
(50302), 2009
Professional Civil
Engineer, Texas (137236),
2022

PROFESSIONAL AFFILIATIONS
Women Transportation
Seminar
American Society of Civil
Engineers

YEARS OF EXPERIENCE
18 Lakeview Avenue Widening, for the City of Yorba Linda, California DEA is providing engineering services to the City of Yorba Linda for the Lakeview Avenue Widening between Lemon Drive and Oriente Drive. The proposed project widening will accommodate the addition of a second through lane and bike lanes in both directions. The project also includes associated right-of-way acquisition, street improvements, utility relocation, minor site restoration, environmental clearance and a new traffic signal at Lakeview Avenue and Oriente Drive. DEA’s tasks include civil design, traffic design and alternative analysis for the corridor. Lisa is serving as the traffic engineering design lead for the project.

Diaz Road Expansion, for the City of Temecula, California Lisa is the lead traffic signal designer for the Diaz Road Expansion project which includes road widening, filling gaps in sidewalk, and realigning a SUP. Project improvements include the extension of several stormwater culverts, retaining walls, stormwater management best management practices, street lighting, signing and striping, and traffic signal modifications. DEA initially performed a traffic analysis, geometric study, accessibility review, and conceptual designs to support an alternatives analysis and preliminary design report. Subsequent services included preparing a complete PS&E package, as well as preparing the required environmental document and supporting technical studies. The project area is heavily utilized as a utility corridor and has several existing and planned facilities that required protection, coordination, and/ or replacement.

ODOT ADA Program Projects, for Oregon Department of Transportation (ODOT), Various Cities, Oregon
DEA is lead consultant on multiple ODOT ADA Program projects to design ADAcompliant ramps at existing intersections identified by ODOT as to not currently meet ADA requirements. As part of the ramp design, modifications to the existing pavement markings, signing, and traffic signal pedestrian push button locations are needed to provide a complete ADA-compliant intersection. DEA is also providing utility coordination and construction services for these projects. Lisa is a member of the project team for all of the ODOT ADA Program projects that contain existing signalized intersections. She is the lead traffic signal designer which includes placement of new pedestrian push buttons, pedestrian signal heads, and pedestals; modifications to existing loop detection; rewiring of traffic signal equipment; and developing new cabinet prints. On projects where she is not the Signal Design Lead, she is the QC reviewer checking the traffic signal modification design or the temporary traffic control design for that project.
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RELEVANT PROJECTS
Ryan is a civil engineer with 12 years of experience in various aspects of engineering including design, modeling, and field work for both the private and public sector clients. His experience encompasses a wide range of civil design elements including sewers, potable water distribution piping, water storage tanks, storm drain networks, roadway, ADA compliance, and grading improvements.

RYAN WILLIAMS, PE | ADA Ramp Design Lead

EDUCATION
BS, Civil Engineering,
2013, University of
Southern California

REGISTRATION
Professional Civil
Engineer, California
(98016), 2025

YEARS OF EXPERIENCE
12 24 ADA Curb Ramps, for the City of Redondo Beach, California Ryan is providing design for the civil improvement construction plans and a cost estimate for 24 ADA curb ramps at 12 intersections in the City of Redondo Beach. DEA tasks include topographic survey, preparing base maps, plotting existing utility details, civil improvements to sidewalk, curb, and gutter at multiple intersections.

Interagency Safe Route to School ATP Application and Design, for the City of Victorville, California
Ryan served as civil desinger for the final engineering services for the Safe Routes to School projects at six elementary and middle schools in the Victor Elementary School District, and four schools in the Adelanto Elementary School District. Proposed improvements developed as a part of the project included bulb-outs, sidewalk gap closures, and speed feedback signs.

Diaz Road Expansion, for the City of Temecula, California Ryan is serving as the task leader for the roadway and grading designs on this roadway expansion project for the City of Temecula. The project span approximately 11,500 feet and includes an extension of roughly 1,000-ft; roadway widening; related drainage and water quality improvements; addition of raised landscaped median; ADA upgrades to existing sidewalk, driveways, and curb ramps; signing/striping improvements; and traffic signal modifications. Project deliverables include a Preliminary Design Report with Alternatives Analysis, CEQA document, resource agency environmental permits (401, 404, and 1601), and ultimately a final PS&E package for the City’s use in bidding the project.

Safe Routes to School, for the Town of Apple Valley, California Ryan performed duties of a staff engineer relating to the roadway expansion including adding curb and gutter, sidewalk, ADA ramps, drainage facilities, and bus turnout.

The project encompassed three separate sites with differing levels of improvements required. Apart from the improvements each site required coordination with design survey teams, utility agencies, right-of-way acquisition from private entities, and the traffic control team at each location.
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RELEVANT PROJECTS
Abigail is an engineering designer with experience in project management and field construction practices. In addition to Civil 3D drafting and design principles, Abigail possesses applicable knowledge of and work experience in CPM scheduling and planning, earned value concepts, SOV generation, materials sourcing, proposal and take-off generation, general contracting, survey mapping and survey data processing, and safety program implementation.

ABIGAIL HARTMAN, EIT | Engineering Designer

EDUCATION
BS, Civil Engineering,
2020, California State
University, Fullerton

REGISTRATION
Engineer-in-Training,
California (171007), 2020

YEARS OF EXPERIENCE
5 Twentynine Palms Neighborhood Safety Project, for the City of Twentynine Palms, California
DEA was selected to provide design services for traffic safety improvements including intersection pavement marking upgrades and installing advance flashing beacons for a project area encompassed by three residential neighborhoods. The project includes slurry seal, traffic signing and striping, pavement markings, design for 12 new flashing beacons, and traffic control plans to facilitate construction of the contemplated improvements Abigail provided drafting services and cost and quantity estimates.

Diaz Road Expansion, for the City of Temecula, California Abigail has provided AutoCAD drafting services as well as project scheduling for the Diaz Road Expansion project. Under a contract with the City of Temecula, DEA engineers are currently preparing plans, specifications, cost estimates (PS&E), and related planning, environmental and right-of-way documents to improve Diaz Road from Rancho California Road to Cherry Street. In addition to extending Diaz Road, the project will also include improvements to existing segments of the road, including widening and modification to medians, sidewalks, drainage and traffic signals.

Main St. & Sultana St. / Timberlane Ave. Traffic Signal, for the City of Hesperia, California
Abigail has provided engineering design and drafting, as well as project scheduling for a new traffic signal and other improvements at the intersection of Main Street & Sultana Street / Timberlane Avenue. The project includes the construction of a new traffic signal, roadway widening to accommodate left-turn pockets, curb & gutter, sidewalks, curb ramps, crosswalks, and lighting. The construction of the proposed improvements will enhance the safety of pedestrians walking along and crossing the roadways at the intersection, in addition to providing better movement of vehicular traffic through the intersection.

Santa Gertrudis Creek Pedestrian/Bicycle Trail Extension, for the City of Temecula, California
DEA worked with the City of Temecula to prepare the technical studies, CEQA documents, alignment studies, and subsequent final design for the Santa Gertrudis Creek Pedestrian/Bicycle Trail project. The project included performing an aerial topographic survey supplemented by a detailed field survey at multiple bridge locations. An accurate design survey was critical for the design team to design a bike trail that can transverse beneath the existing bridges while maintaining clearances and the structural integrity of those bridges. The project also required mapping services to establish property limits and identity needs for property acquisitions. 475
SECTION 5a
Sub-Consultants
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City of Adelanto Citywide All-Way Stop Conversion HSIP Project 5a. Sub-Consultants
Name: CL Surveying and Mapping, Inc. (CL Survey)
CL Survey is a distinguished land surveying firm based
in Southern California. Specializing in public works
projects, CL Survey provides comprehensive surveying
services to design engineering firms, general contractors, and municipalities. With over 45 years of combined
experience, founders Lam Le, PLS and Dan Calvillo, PLS
are licensed professional land surveyors who remain
deeply involved in every project. The company’s
expertise spans across various sectors, including
transportation, construction, and rail projects. Known for their precision and commitment, CL Survey uses cuttingedge technology such as LiDAR scanning, mobile scanning, and Trimble systems to deliver highly accurate surveys.

Certified as a DBE (Disadvantaged Business Enterprise), CL Survey is dedicated to helping clients meet DBE project goals and provides services throughout Southern California and beyond.

Address: 400 East Rincon Street, Suite 202, Corona, CA 92879 Telephone Number: 909.484.4200
Type of Work to be Performed: Land Surveying
Percentage of the Total Work of the Proposal: 16%
Staff to be Assigned to this Project: Robert D. Vasquez, PLS; Lam Le, PLS; Dan Calvillo, PLS DEA’s proposed team includes qualified
DBE subconsultants whose expertise
strengthens the project while supporting
the City of Adelanto’s 16% DBE
participation goal. This commitment not
only meets federal funding requirements
but also advances opportunities for diverse
firms to contribute to the success of the
community’s safety improvements.
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RELEVANT PROJECTS
Bob has 39 years of experience in the field of land surveying. He has served many positions from managing projects, field crews, office support teams, and from 3D laser scanning to developing a new service for subsurface 3D utility mapping. Bob is knowledgeable in the preparation of subdivision, rights-of-way and record of survey maps, jurisdictional boundary changes, land adjustments, legal description documents and exhibits, right-of-way engineering, construction surveying, QC surveying, 3D laser scanning, topographic field, and boundary survey mapping.

ROBERT D. VASQUEZ, PLS | Survey Manager

EDUCATION
Certificate, Surveying
and Mapping, Rancho
Santiago College
Project and Business
Management Courses,
University of California
Riverside
Management Leadership
Academy, National
University

REGISTRATION
Professional Land
Surveyor, California
(7300), 1996

YEARS OF EXPERIENCE
39 Phelan Road Widening, County of San Bernardino, Phelan/Pinion Hills, for San Bernardino County, California
Bob served as survey project manager on this project which involved the widening of 12.1 miles of Phelan Road between State Route 138 and Los Banos Avenue and includes widening from two lanes to five lanes; pavement rehabilitation/ reconstruction; realigning the intersection of Phelan Road and State Route 138 to provide for a perpendicular intersection; evaluation and possible widening or reconstruction of bridge at Sheep Creek and culvert at Horse Canyon Channel; rehabilitation / replacement of existing drainage structures at various locations as well as various other improvements as a result of the road widening. This project was done at Bob’s former employer, but he played an integral part in the success of the project, while being on time with deliverables and within budget. Services for that project included establishing survey control for the corridor, Caltrans coordination, aerial topographic mapping, digital terrain models, color orthorectified imagery, centerline and right-of-way base map and supplemental ground topographic and cross-sectional surveys. The project later required additional aerial mapping and ground topographic mapping and cross sections to include a larger portion of area at the intersection of Phelan Road at SR-138.
8th Street Improvements, for the City of Beaumont, California As project manager, Bob worked together with EXP on this 2,000-foot project and provided surveying services for design. This project was to complete sidewalk and street improvements to the south side of 8th Street. CL Survey performed conventional ground topographic surveying, established survey control, and prepared a centerline and right of way base map. Cross sections were taken along the south half of the street at 50-foot intervals. The deliverables consisted of a Civil 3D CAD file containing topographic features, contours and a right-of-way base map CAD file.

Safety & Connectivity Trail Along Harrison Avenue & Scholar Way, for the City of Eastvale, California
The project will construct new multi-use trails, roadway, and traffic signal modifications, and aesthetic features as part of the Safety & Connectivity Project along Harrison Avenue and Scholar Way. (Scholar Way 2.5 miles / Harrison Ave 2.5 miles) The project will connect from the northern city limit to the multi-use trails along Santa Ana River. CL Survey provided ground topographic surveys of the corridor including capturing street features, drainage and utilities, centerline intersection monuments, curb returns and existing ADA ramps. 25-ft interval cross sections were collected and extended to the current street right of way limits. Surveyors field collected marked positions of potholing excavation performed by others. Bob served as a project surveyor on this project.
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RELEVANT PROJECTS
Lam has 30 years of experience in land surveying with technical expertise on a wide range of surveying and drafting disciplines, including using MicroStation InRoads and Civil 3D, the creation of digital terrain models for earthwork quantity calculations, road profiling, and generating documents for boundary analysis. Throughout his career, Lam has developed numerous legal descriptions for easements, lot line adjustments, and property boundaries. He has conducted extensive title research and analysis to support property establishment and ALTA/NSPS Land Title Surveys, contributing to the successful completion of both public infrastructure and private development projects.

LAM LE, PLS | Project Surveyor

EDUCATION
Aerospace Engineering,
California State
Polytechnic University,
Pomona

REGISTRATION
Professional Land
Surveyor, California
(8231), 2007

YEARS OF EXPERIENCE
30 Traffic Signal Design Services, Project No.1649, for the City of Carson, California The City of Carson was seeking to provide traffic signal upgrade project at the six (6) project intersections – Avalon Boulevard at Victoria Street; Main Street at Sepulveda Boulevard; Main Street at 220th Street; Main Street at 223rd Street; Figueroa Street at 223rd Street; and Figueroa Street at Torrance Boulevard. Carson secured a Highway Safety Improvement Program (HSIP) funding grant to design and install the traffic signal upgrade. The project was an upgrade of traffic signal systems at the above six (6) project intersections. The upgrade would provide left-turn phasing, new signal heads, ADA ramps, service upgrades, LED safety lighting, bike detection, audible pedestrian signals, signal poles, signal mast arms, signal cabinets, raised median modifications, signing, striping, and countdown pedestrian heads. CL Survey provided detailed topographic survey. Lam served as a project surveyor on this project.

City Project No. 7340, Traffic Signal and ADA Ramp Design Federal-Aid Project No. HISPL-5347(049), for the City of Norwalk, California This project involved 8 signalized intersections along Pioneer Boulevard from 166th Street to Lakeland Road. The purpose of this project was to enhance safety and mobility, and to reduce congestion and environmental impacts of motorists traveling on the project corridors. This will be accomplished by expanding and upgrading the City’s fiber optic communication network, implementing advanced ITS technologies, providing traffic signal controller upgrades, constructing ADA pedestrian ramp improvements and implementing traffic signal synchronization. Under Lam’s direction, CL Survey provided detailed topographic survey of the eight intersections along Pioneer Boulevard.

Stoddard Wells Road Widening, for the Town of Apple Valley, California CL Survey was contracted to perform a topographic survey and right-of-way mapping to assist in this road widening of approximately 2 miles of Stoddard Wells Road in the Towne of Apple Valley. This specific project consisted of level runs, GPS Surveys to match the California Coordinate System, mobile LIDAR mapping, conventional topography, and boundary establishment that consisted of a combination of record maps and Sectionalized Land of the Public Land Survey System (PLSS). Lam served as a project surveyor.

Monroe Street, for the City of Indio, California
CL Survey performed a field topographic survey on this project. The team also provided the field measurements necessary to re-trace the centerlines and rightsof-ways of Monroe Street and Avenue 41. The purpose of this topographic survey was to document existing site topography and planimetrics for the west half of the intersection at Monroe Street with Avenue 41. Lam served as a project surveyor. 479
SECTION 5
Consultant References
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5. Consultant References
The primary work on this project will be conducted from our Apple Valley office. Our knowledge of the local issues and relationships with the key stakeholders is imperative for the success of this project. DEA has extensive local experience in the High Desert and has worked on numerous transportation projects over the years within the City of Adelanto, with the most recent and notable projects including:
• Safe Route to Schools Design Project
• Speed Zone Survey
• Local Roadway Safety Plan
• HSIP Applications
• Highway 395 and Lawson Avenue Intersection
Improvements
The following references highlight recent projects that demonstrate our team’s technical expertise, responsiveness, and commitment to quality.

Each example includes key project details, client contacts, and scope descriptions to illustrate our relevant experience and ability to meet the needs of the City.

INTERSECTION IMPROVEMENTS HSIP PROJECT, FOR THE CITY OF TWENTYNINE PALMS, CALIFORNIA Description of Work Performed: DEA was selected by the City of Twentynine Palms to prepare the improvement plans for traffic safety improvements to various stop controlled intersections within the City. The City had obtained a Highway Safety Improvement Program (HSIP) grant for improvements at six stop controlled intersections. The improvements at the stop controlled intersections included the upgrades to the signage and striping. In addition, the HSIP application identifies the installation of Rapid Reflective Flashing Beacons (RRFB’s) at an existing crosswalk on Utah Trail at Baseline Road which included the reconstruction of the ADA ramps at the intersection. The installation of RRFB sign assemblies at existing crosswalks required that the ADA ramps meet current standards. The ADA ramp at the northeast corner, which was an AC ramp, was reconstructed with concrete. The project also included the preparation and approval of the CEQA Environmental documents for the project which was funded with an HSIP grant.

Dates of Service: 08/2021 – 02/2024
Reference Name, Address, Telephone Number: Richard
Pedersen, 6136 Adobe Road, Twentynine Palms, CA 92277;
760.367.6799 ext. 1007
Contract Amount: $60,000
Relevance to Project: This project is similar because it involved upgrades to existing intersections and the installation of allway stop controlled improvements. The project also included the construction of an existing ADA ramp. In addition, the project was funded with state HSIP funds that required the approval of the CEQA Environmental document.

City of Adelanto
Draft Local Roadway Safety Plan

Page 1 ends

Adelanto City CouncilDecember 10, 2025

Adelanto City Council
December 10, 2025