6 b. Without affecting the rights of CITY under any provision of this Agreement or this Section, CONTRACTOR shall not be required to indemnify and hold harmless CITY as set forth above for liability attributable solely to the fault of CITY, provided such fault is determined by agreement between the parties or the findings of a court of competent jurisdiction.
8A. Indemnification Design Professionals.
8A.01 In the event that CONTRACTOR is a design professional under California Civil Code Section 2782.8 this Section 8A shall apply instead of Section 8. To the fullest extent permitted by California law and in accordance with California Civil Code section 2782.8, CONTRACTOR shall indemnify, and hold harmless the City, its officers, employees, trustees and members (“Indemnified Parties”) from any and all actions, assessments, counts, citations, claims, costs, damages, demands, judgments, liabilities (legal, administrative or otherwise), losses, notices, expenses, fines, penalties, proceedings, responsibilities, violations, attorney’s and consultants’ fees and causes of action including, but not limited to those for, injury to property or persons, including personal injury and/or death (“Claim(s)”), to the extent that the Claim(s) arises out of, pertains to, or relates to the negligence, recklessness, or willful misconduct of CONTRACTOR, its directors, officials, officers, employees and consultants arising out of, connected with, or resulting from the performance of the Services, the Project, or this Agreement. This indemnity excludes liability caused by the negligence or willful misconduct of any of the Indemnified Parties.
The cost to indemnify, hold harmless, and defend charged to CONTRACTOR shall not exceed CONTRACTOR’S proportionate percentage of fault.
9. Additional Services, Changes and Deletions.
9.01 In the event CONTRACTOR performs additional or different services than those described herein without the prior written approval of the City Manager and/or City Council of CITY, CONTRACTOR shall not be compensated for such services.
CONTRACTOR expressly waives any right to be compensated for services and materials not covered by the scope of this Agreement or authorized by the CITY in writing.
9.02 CONTRACTOR shall promptly advise the City Manager and Finance Director of CITY as soon as reasonably practicable upon gaining knowledge of a condition, event or accumulation of events which may affect the scope and/or cost of Services. All proposed changes, modifications, deletions and/or requests for additional services shall be reduced to writing for review and approval by the CITY and/or City Council.
10. Termination of Agreement.
10.01 Notwithstanding any other provision of this Agreement, CITY, at its sole option, may terminate this Agreement with or without cause, or for no cause, at any time by giving twenty (20) days’ written notice to CONTRACTOR.
10.02 In the event of termination, the payment of monies due CONTRACTOR for undisputed Services performed prior to the effective date of such termination shall be paid within thirty (30) business days after receipt of an invoice as provided in this Agreement.
7 Immediately upon termination, CONTRACTOR agrees to promptly provide and deliver to CITY all original documents, reports, studies, plans, specifications and the like which are in the possession or control of CONTRACTOR and pertain to CITY.
11. Status of CONTRACTOR.
11.01 CONTRACTOR shall perform the Services in CONTRACTOR’s own way as an independent contractor, and in pursuit of CONTRACTOR’s independent calling, and not as an employee of CITY. However, CONTRACTOR shall regularly confer with CITY’s City Manager as provided for in this Agreement.
11.02 CONTRACTOR agrees that it is not entitled to the rights and benefits afforded to CITY’s employees, including disability or unemployment insurance, workers’ compensation, retirement, CalPERS, medical insurance, sick leave, or any other employment benefit. CONTRACTOR is responsible for providing, at its own expense, disability, unemployment, workers’ compensation and other insurance, training, permits, and licenses for itself and its employees and subcontractors.
11.03 CONTRACTOR hereby specifically represents and warrants to CITY that it possesses the qualifications and skills necessary to perform the Services under this Agreement in a competent, professional manner, without the advice or direction of CITY and that the Services to be rendered pursuant to this Agreement shall be performed in accordance with the standards customarily applicable to an experienced and competent professional rendering the same or similar services in the same geographic area where the CITY is located. Further, CONTRACTOR represents and warrants that the individual signing this Agreement on behalf of CONTRACTOR has the full authority to bind CONTRACTOR to this Agreement.
12. Ownership of Documents; Audit.
12.01 All draft and final reports, plans, drawings, studies, maps, photographs, specifications, data, notes, manuals, warranties and all other documents of any kind or nature prepared, developed or obtained by CONTRACTOR in connection with the performance of Services performed for the CITY shall become the sole property of CITY, and CONTRACTOR shall promptly deliver all such materials to CITY upon request. At the CITY’s sole discretion, CONTRACTOR may be permitted to retain original documents, and furnish reproductions to CITY upon request, at no cost to CITY.
12.02 Subject to applicable federal and state laws, rules and regulations, CITY shall hold all intellectual property rights to any materials developed pursuant to this Agreement. CONTRACTOR shall not such use data or documents for purposes other than the performance of this Agreement, nor shall CONTRACTOR release, reproduce, distribute, publish, adapt for future use or any other purposes, or otherwise use, any data or other materials first produced in the performance of this Agreement, nor authorize others to do so, without the prior written consent of CITY.
12.03 CONTRACTOR shall retain and maintain, for a period not less than four years following termination of this Agreement, all-time records, accounting records and vouchers and all other records with respect to all matters concerning Services performed,
8 compensation paid and expenses reimbursed. At any time during normal business hours and as often as CITY may deem necessary, CONTRACTOR shall make available to CITY’s agents for examination all of such records and shall permit CITY’s agents to audit, examine and reproduce such records.
13. Miscellaneous Provisions.
13.01 This Agreement, which includes all attached exhibits, supersedes any and all previous agreements, either oral or written, between the parties hereto with respect to the rendering of Services by CONTRACTOR for CITY and contains all of the covenants and agreements between the parties with respect to the rendering of such Services in any manner whatsoever. Any modification of this Agreement will be effective only if it is in writing signed by both parties.
13.02 CONTRACTOR shall not assign or otherwise transfer any rights or interest in this Agreement without the prior written consent of CITY. Unless specifically stated to the contrary in any written consent to an assignment, no assignment will release or discharge the assignor from any duty or responsibility under this Agreement.
13.03 CONTRACTOR shall timely file FPPC Form 700 Conflict of Interest Statements with CITY if required by California law and/or the CITY’s conflict of interest policy.
13.04 If any legal action or proceeding, including an action for declaratory relief, is brought to enforce or interpret the provisions of this Agreement, the prevailing party will be entitled to reasonable attorneys’ fees and costs, in addition to any other relief to which that party may be entitled.
13.05 This Agreement is made, entered into and shall be performed in the County of Riverside in the State of California and shall in all respects be interpreted, enforced and governed under the laws of the State of California. The parties agree that venue in any litigation between them shall be in Riverside County, California.
13.06 CONTRACTOR covenants that neither it nor any officer or principal of its firm has any interest, nor shall they acquire any interest, either directly or indirectly, which will conflict in any manner or degree with the performance of their Services hereunder.
CONTRACTOR further covenants that in the performance of this Agreement, no person having such interest shall be employed by it as an officer, employee, agent, or subcontractor.
13.07 CONTRACTOR has read and is aware of the provisions of Section 1090 et seq. and Section 87100 et seq. of the Government Code relating to conflicts of interest of public officers and employees. CONTRACTOR agrees that they are unaware of any financial or economic interest of any public officer or employee of the CITY relating to this Agreement. It is further understood and agreed that if such a financial interest does exist at the inception of this Agreement, the CITY may immediately terminate this Agreement by giving notice thereof. CONTRACTOR shall comply with the requirements of Government Code section 87100 et seq. and section 1090 in the performance of and
9 during the term of this Agreement.
13.08 Improper Consideration. CONTRACTOR shall not offer (either directly or through an intermediary) any improper consideration such as, but not limited to, cash, discounts, services, the provision of travel or entertainment, or any items of value to any officer, employee or agent of the CITY in an attempt to secure favorable treatment regarding this Agreement or any contract awarded by CITY. The CITY, by notice, may immediately terminate this Agreement if it determines that any improper consideration as described in the preceding sentence was offered to any officer, employee or agent of the CITY with respect to the proposal and award process of this Agreement or any CITY contract. This prohibition shall apply to any amendment, extension or evaluation process once this Agreement or any CITY contract has been awarded. CONTRACTOR shall immediately report any attempt by any CITY officer, employee or agent to solicit (either directly or through an intermediary) improper consideration from CONTRACTOR.
13.09 Severability. If any portion of this Agreement is declared invalid, illegal or otherwise unenforceable by a court of competent jurisdiction, the entire balance of this Agreement not so affected shall remain in full force and effect.
IN WITNESS WHEREOF, the parties hereby have made and executed this Agreement to be effective as of the day and year first above written.
CITY: CONTRACTOR:
CITY OF BEAUMONT TRANTECH ENGINEERS, INC.
By: By:
Julio Martinez, III
Mayor Print Name:
Title:
EXHIBIT “A”
PROPOSAL
Proposal
CAPITAL
PROJECT
MANAGEMENT
&
RELATED
SERVICES
S u b m i t t e d B y
TRANSTECH Engineers, Inc.
Contact Person for this Proposal:
Okan Demirci, PE, QSD, QSP
Principal Project Manager
E: [email protected]
C: 714-319-6137
Submitted To
City of BEAUMONT
550 E. 6th Street
Beaumont, CA 92223
Attn: Grace Wichert
Procurement and Contracts Specialist
www.transtech.org
855.595.2495 (toll-free)
Table of Contents
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
Our proposal is submitted in the format and with section headings specified in RFP Section titled “Proposal Requirements” and “Submittal”.
Proposal is limited to 40 pages using a minimum 12-point font size.
Below Sections are formatted as specified in the RFP.
Section Page
i. Cover Letter (maximum 2 pages) 1
ii. Understanding of the City’s Needs 3
iii. Qualifications 14
iv. Firm Profile 30
v. Scope of Services 33
vi. Cost Proposal (per RFP, submitted separately) 38
vii. Other Information 38
viii. Licensing 39
Appendix – Insurance 40
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 1
i. Cover Letter (maximum 2 pages)
April 20, 2023
City of BEAUMONT: 550 E. 6th Street, Beaumont, CA 92223 Attn: Grace Wichert, Procurement and Contracts Specialist
Proposal, CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
Transtech is pleased to submit this Proposal for the subject project services.
Established in 1989, Transtech (a California Corporation) is a multi-disciplinary municipal engineering consulting firm.
Transtech has been in business for 33 years and provides similar services to approximately 70 public agencies.
Transtech has a large pool of well experienced staff and resources readily available to provide requested services, and respond to requests in a timely, efficient, and cost-effective manner. Our staff and resources include approximately 200 staff, including project managers, civil engineers, designers, traffic and transportation analysts, technicians plan and map checkers, surveyors, inspectors, construction managers, building officials, building plans examiners, building inspectors, planners and support personnel.
Our service capabilities include:
• Building & Safety Services, Building Inspection, Plan Check, Building Evaluations, City Building Official, Code Enforcement • Civil Engineering,
• Staff Augmentation
• CIP Program Management
• Construction Management and Inspection
• Federally Funded Project Management and Grant Writing • CDBG Project Management
• City Engineer, City Traffic Engineer, Development
Review, Public Works Engineering, Plan Check,
Inspection
• Labor Compliance
• Planning Support
• Traffic and Transportation Planning and Engineering
• Water Resources Engineering
• Surveying, Mapping, ALTA, ROW Eng
We are serving as CIP Managers for several agencies, to name a few:
• City of Ontario (Transtech is City’s CIP Manager, and is managing Capital Program with projects valued at approx. $200M).
• City of San Bernardino (Transtech is City’s CIP Manager, and is managing Capital Program with projects valued at approx. $150M).
• City of Chino (Transtech is City’s CIP Manager, and is managing Capital Program with projects valued at approx. $100M). • City of Alhambra, City of Rosemead, City of Monterey Park (Transtech is serving as Program and Project Manager for these Cities’ LA METRO Measure R Funded 710 Fwy Mobility Improvement Projects. Total approved budget for various projects is approx. $250M.
• City of Moreno Valley (Transtech is managing SR-60 Interchange / Redlands Boulevard Interchange Improvements Project Approval and Environmental Document (PA/ED) and Engineering Design Services.
We have experience in a variety of projects, such as:
• Street Rehabilitation and Reconstruction
• Traffic Signals
• Street Lighting
• Water, Drainage, Sewer Improvements
• Utilities
• ADA Improvements
• Parking Structures
• Community Centers
• Libraries
• City Halls
• Fire Stations
• Police Stations
www.transtech.org
855.595.2495 (toll-free)
About TRANSTECH
Video Highlight:
CLICK HERE
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 2
• Bridges • Parks and Playgrounds
Our team includes experienced staff members who have worked for Caltrans and are intimately familiar with the standards and procedures, project development and approval process, and requirements.
We have extensive experience in the management and administration of federally funded projects. In the past few years, we managed over 30 federally funded projects. Our staff members have completed Caltrans Resident Engineer Academy for Federally Funded Projects. We follow guidelines and procedures of Caltrans Local Assistance Procedures Manual (LAPM).
Our team has proven track record in obtaining outside grants for its client cities. Our staff works with our client cities to find potential funding sources, and to prepare competitive applications for various programs. We have obtained extensive amount of funds for our client cities.
We provide value added service. Because we are a multi-disciplinary service firm and also provide plan check and inspection among many services to many local agencies, we can also supplement/support Agency plan check and inspection staff, if needed, for code required plan check and inspection efforts.
We have extensive experience in Design-Build Projects (California Public Contract Code, Part 3. Contracting by Local Agencies; Article 4. Cities; CHAPTER 4. Local Agency Design-Build Projects).
On many projects, we interact and coordinate with various other government and jurisdictional agencies, including but not limited to the Caltrans, California Department of Parks and Recreation, County of Riverside, Santa Ana Regional Water Quality Control Board, Army Core of Engineers, as well school districts, rail road companies and utility agencies.
Our team also includes specialty subconsultants to supplement our in-house staff and assist us in all aspects of projects and services:
• SURVEY SUPPORT: VANLENCO, Inc.; www.vanlenco.com
• LANDSCAPE ARCHITECTURE SUPPORT: WITHERS & SANDGREN, Ltd.; www.witherssangren.com • GEOTECHNICAL ENGINEERING SUPPORT: GEO-ADVANTEC, Inc. www.geoadvantec.com • FUNDING / LABOR COMPLIANCE SUPPORT: AVANT GARDE, Inc. (DBE/WBE Firm); www.agi.com.co • RIGHT-OF-WAY AND UTILITY CONSULTING SUPPORT, EPIC Land Solutions, Inc.; www.epicland.com • ARCHITECTURAL, STRUCTURAL, MEP CONSULTING SUPPORT: IDS GROUP, Inc.; www.idsgi.com • ENVIRONMENTAL CONSULTING SUPPORT: IMPACT SCIENCES, Inc. (DBE/WBE Firm); www.impactsciences.com • HAZ-MAT TESTING CONSULTING SUPPORT: PROPERTY HEALTH, Inc.; www.mypropertyhealth.com
As we serve public agencies as municipal contract service providers, we are accustomed to working with public agencies, and have a good understanding of public agency procedures and policies. We have extensive experience in preparing staff reports and presentations to City Council, Boards and public, and in communicating effectively with diverse audiences and stakeholders at public forums. We have managed large and complex projects, which involved multiple agencies and jurisdictions.
Thank you for the opportunity to submit this proposal. Should you have any questions, or require additional information, please contact the undersigned.
Sincerely
Okan Demirci, PE, QSD/P, Principal Project Manager Ahmad Ansari, PE, Contract Principal E: [email protected]; C: 714-319-6137 E: [email protected]; C: 949-702-5612
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 3
ii. Understanding of the City’s Needs
PROJECT UNDERSTANDING:
The purpose of this RFP is to retain a qualified firm that can best serve as a Program Manager for the City’s Capital Improvement Program (CIP), as well as provide other related services.
The services as requested by the City may include:
• Task 1: Overall Program Management
• Task 2: Programming and Project Controls
• Task 3: Project Development and Management
• Task 4: On-Call Services
• Task 5: Optional Tasks (Construction Management)
The City’s Fiscal Year 2022/2023 Budget adopted a one-year CIP with a list of 56 capital projects with an estimated cost of $50,775,000.00.
Additionally, there are 50 active projects previously funded and in various phases of delivery. The City Council may direct staff to program additional capital projects throughout the year. The selected Consultant will be responsible for providing Project Management and Project Control (PM/PC) services to support the management of key phases of projects in the City’s Capital Program and administer various Programming and Program activities under the direction of City. ✓ Transtech has been in business for 33 years and provides similar services to approximately 70 public agencies.
✓ We are serving as CIP Managers for several agencies, to name a few:
• City of Ontario (Transtech is City’s CIP Manager, and is managing Capital Program with projects valued at approx. $200M).
• City of Moreno Valley (Transtech is managing SR-60
Interchange / Redlands Boulevard Interchange
Improvements Project Approval and Environmental
Document (PA/ED), and Engineering Design Services.
• City of San Bernardino (Transtech is City’s CIP Manager, and is managing Capital Program with projects valued at approx. $150M).
• City of Chino (Transtech is City’s CIP Manager, and is managing Capital Program with projects valued at approx. $100M).
• City of Alhambra, City of Rosemead, City of Monterey Park (Transtech is serving as Program and Project Manager for these Cities’ LA METRO Measure R Funded 710 Fwy Mobility Improvement Projects. Tot al approved budget for various projects is approx. $250M.
The professional disciplines furnished by Consultant will vary according to the specific requirements of each particular project as requested by the City. Therefore, Consultant must have the capability to provide the full range of services associated with project development, project delivery management, and project control. ✓ Transtech is a multi-disciplinary municipal engineering consulting firm. Our service capabilities include:
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 4
• Building & Safety Services, Building Inspection, Plan Check, Building Evaluations, City Building Official, Code
Enforcement
• Civil Engineering,
• Staff Augmentation
• CIP Program Management
• Construction Management and Inspection
• Federally Funded Project Management and Grant Writing • CDBG Project Management
• City Engineer, City Traffic Engineer, Development
Review, Public Works Engineering, Plan Check,
Inspection
• Labor Compliance
• Planning Support
• Traffic and Transportation Planning and
Engineering
• Water Resources Engineering
• Surveying, Mapping, ALTA, ROW Eng
✓ Our staff and resources include approximately 200 staff, including project managers, civil engineers, designers, traffic and transportation analysts, technicians plan and map checkers, surveyors, inspectors, construction managers, building officials, building plans examiners, building inspectors, planners and support personnel.
All services provided by the Consultant shall be performed by individuals who meet the qualifications, education, and certification/licensing requirements for the position. The successful Consultant shall also have the resources to provide cost effective and timely services, including providing customer service, to the City. ✓ Transtech has a large pool of well experienced staff and resources readily available to provide requested services, and respond to requests in a timely, efficient, and cost-effective manner. Our staff and resources include approximately 200, including building officials, plan checkers, inspectors, permit technicians, engineers, project managers, designers, plan checkers, inspectors, construction managers, traffic and transport ation analysts, technicians, support personnel.
✓ One of the unique qualifications of Transtech is that we serve public agencies as municipal contract service providers, including Contract City Engineer, City Traffic Engineer, Building Official, Construction Manager, Inspector, Planner and in other capacities.
✓ We have extensive experience working with Public Agencies in similar assignments. We are accustomed to working with governmental agencies, and have a good understanding of public agency iss ues, procedures, and policies. Several of our staff members are former City Engineers, Public Works Directors. ✓ Our team includes experienced staff members who have worked for CALTRANS and are intimately familiar with the standards and procedures, project development and approval process, and requirements. One of our Sr. Staff Member is former Deputy Director of Caltrans District 7. ✓ We have extensive experience in the management and administration of federally funded projects . In the past few years, we managed over 30 federally funded projects. Our staff members have completed Caltrans Resident Engineer Academy for Federally Funded Projects. We follow guidelines and procedures of Caltrans Local Assistance Procedures Manual (LAPM).
✓ Our team has proven track record in obtaining outside grants for its client cities . Our staff works with our client cities to find potential funding sources, and to prepare competitive applications for various programs. We have obtained extensive amount of funds for our client cities. ✓ On many projects, we interact and coordinate with various other government and jurisdictional agencies , including but not limited to the Caltrans, California Department of Parks and Recreation, County of Riverside, Santa Ana Regional Water Quality Control Board, Army Core of Engineers, as well school districts, rail road companies and utility agencies.
✓ Our Team also includes Disadvantage Business Enterprise (DBE) sub-consultants to provide specialty support services when needed, as well as to meet DBE participation requirements on federally funded projects, if required.
✓ Transtech has a large pool of well experienced in-house staff readily available to respond to City’s requests and provide services in a timely, efficient, and cost-effective manner.
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 5
✓ The Transtech Team is committed to providing technical services and support to its Client Cities, as well as actively engaging with the community through supporting, attending, and organizing various civic and community activities in the City. Supporting civic and community activities demonstrates Transtech’s commitment to the progress, health, and well-being of the communities we serve. This is something that we take pride in as a company. In partnership with our client Cities, we have a proven record of active engagement in City sanctioned programs/events, and any other community benefit that the City wishes us to be a part of.
SERVICE APPROACH:
STRUCTURED APPROACH:
We have a structured approach to execute projects in an efficient manner that makes Transtech capable of providing the City with an efficient and quality product. Transtech has established guidelines and policies, including written manuals on quality control, project management, and design procedures for its staff and for its contract cities. These guidelines ensure a consistent approach to the execution of assignments undertaken by our organization in compliance with City’s specific procedures, standards and requirements. The following paragraphs describe our general approach to deliver projects in an efficient and cost-effective manner. A project specific approach will be provided for each assigned project and will become part of the specific contract for the specific project. • Project Management: Our approach is to provide proactive management and attempt to identify potential issues and problems in advance and take corrective actions before they become problems. This requires extensive hands - on knowledge, experience and management skills of the people involved in managing the project. Our team members have extensive experience and proven track record in managing large and complex projects and bringing them to a completion on time and within budget.
• Approach to Cost Control and Change Orders: We evaluate project costs and develop feasible mitigation measures to minimize additional costs. We work as a team to solve problems or make modifications in the field to address unforeseen conditions or owner generated changes in a cost-effective manner. • Approach to Scheduling and Timely Completion of Project and Schedule Recovery : The baseline schedule should properly identify the project scope, critical path, project milestones, target dates, phases and sequences of work, and activity durations. When significant activities show that they are slipping from the baseline, we work with the contractor to develop recovery plans.
• Management of Documents: We use an electronic file management system. All construction forms, daily dairies, weekly statement of working days, etc. are stored in our electronic file system, and are per Caltrans documentation system. We provide these documents at the end of the project to the client in organized files as well as pdf files. • Safety and Security: We hold meetings with the contractor to review and discuss safety and security requirements, OSHA conformance, emergency security and safety procedures, and enforce security and safety responsibilities. • Funding Closeout: We prepare necessary closeout documentation required by the funding agencies, submit final reimbursement documentation, follow-up on the reimbursements, and final funds balance report. • Project Closeout: We recognize that closeout is an important part of the construction process. It signifies that the new facility structure is ready to use. We methodically handle all closeout tasks to ensure a smooth transition from construction to occupancy.
• Methodology for Communication to Inform City on Work Progress: Key project team members will attend periodic project progress meetings with City staff throughout the project duration. • Electronic common project information and file sharing platform: We create and provide access to project participates a common project information and file sharing platform.
PROJECT DELIVERY, PLANNING AND EXECUTION APPROACH:
Project delivery, on time and on budget, may involve the process steps listed below:
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 6
• Active involvement early in the project and a thorough understanding of the agency’s goals and objectives. • Management of scope and quality (i.e., is the available budget and the desired scope consistent and feasible?). • Identify deliverables, phasing, and overall project schedule. (This specifically includes project closeout procedures. Never wait until the last minute to define expectations for project completion.) • Creation of a basic work breakdown structure. (This is also the time to consider potential al ternatives.) • Identification of the critical activities and the required path from beginning to successful completion. • Assembly of necessary and effective team members.
• Identify the owner of the project and the project point of contact. • Identification of critical stakeholders and definition of their respective roles. • Establish the total project budget and the total project schedule. • Identification of milestone events required to evaluate and/or verify project performance. • Identify, assesses likelihood, mitigate, and assign potential risks. • Define quality control procedures, including code required special inspection and testing. • Define quality assurance procedures, including review and acceptance of special inspection reports and testing results.
• Monitor costs against the established budget and guard against unfunded scope creep. • Monitor actual progress against the established project schedule.
To be cost effective, the management of projects should be tailored to the actual project. Steps and processes that are required for some projects are not necessarily required to all projects. For the same reason, staffing should be tailored to meet the needs of the specific project, and available staffing should be shared among multiple projects where increased efficiency can be achieved.
KEY TASK ITEM:
Assist in the development of a comprehensive 5-Year Capital Improvement Program in coordination with City staff identifying on-going capital projects and future prioritized capital projects, in a manner allowing for City Council review and discussion through the Fiscal Year 2023/2024 budget process (March to June 2023). Coordinate presentations with City Manager, Public Works Director, and individual Council Members through the budget process to review and discuss capital projects for programming in the 5-Year CIP. Assist in the development of a final 5-Year CIP for presentation to Planning Commission and City Council.
One of the unique qualifications of Transtech is that we serve public agencies as municipal contract service providers, including Contract City Engineer, City Traffic Engineer, Building Official, Construction Manager, Inspector, Planner and in other capacities. We have extensive experience working with Public Agencies in similar assignments. We are accustomed to working with governmental agencies, and have a good understanding of public agency issues, procedures, and policies. Several of our staff members are former City Engineers, Public Works Directors.
We prepare Capital Improvement Program for several Cities where we serve as Contract City Engineers. We coordinate with City Department Directors, Public Works Staff, City Manager, and Council Members through the budget process to review and discuss capital projects for programming in the 5-Year CIP and assist City Management Staff in City Council presentations.
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 7
CIP MANAGEMENT:
Transtech manages Capital Project Program and maintains CIP Matrix and Schedule for various contract Cities. The CIP Matrix includes a detailed tracking info for each CIP, as well as a high-level project schedule status in bar chart format for various project phases. The CIP Matrix is updated frequently, and project status is presented to City Management at management meetings, as well as to City Council when directed by the City Management.
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 8
PROJECT CONTROL SYSTEMS:
Project controls are essential to
keep complex construction
projects on budget and on time.
They help teams and
stakeholders identify emerging
risks early, before they become
expensive, time-consuming
problems. With advance
warning, these issues can be
mitigated or avoided altogether.
Project controls also give
leadership the data they need to
set realistic expectations,
manage subcontractors, and
plan with confidence. During
the course of a project,
program and project
managers use controls to
monitor time and cost
expenditures and compare them
to project lifecycle forecasts.
They also rely on them to
coordinate onsite execution with
the milestones established
during the design, procurement,
entitlement, and pre-
construction stages. The
benefits of project controls are
many. When they are put in place and used appropriately, they contribute to increased efficiency, decrease in delays and cost overruns, and fewer claims and costly litigation.
Our staff has experience with various document control software systems including Procore, Autodesk ConstructWare (which has now become Construction Cloud), and Primavera P6. In our experience all major control software programs work basically the same way and adapting from one software offering to another has a fairly small learning curve. Because the specific software is generally a choice made by the prime contractor, our staff is ready to partner with any user of any program. That said, not all projects require the ‘fire power’ associated with an expensive, sophist icated control system.
Sometimes an intelligently designed filing system that stores basic Word, Excel, PDF, and email documents in the cloud is all a project really needs.
Transtech has a proven track record for completing projects on time. As part of ou r role as Project Managers is to develop, review, update and manage the project schedules and confirm that tasks are scheduled within reasonable and appropriate timeframes. We constantly review, monitor and update the schedule to confirm it is in complianc e with the original schedule and that related coordination with external/3rd parties/regulatory agencies/utility companies, etc. are on track. If the look ahead schedule is not in compliance with the original schedule, we take appropriate actions to avoid potential delays. Our approach to Scheduling and Timely Completion of Project and Schedule Recovery includes having the contractor prepare a baseline schedule, which identifies the project scope, critical path, project milestones, target dates, phases and sequences of work, and activity durations. When significant activities show that they are slipping from the baseline, we work with the contractor to develop recovery plans.
SAMPLE DB PROJECT SCHEDULE: PROJECT DESIGN, AND PERMITTING (PRIMAVERA, P6) SAMPLE DB PROJECT SCHEDULE: CONSTRUCTION (PRIMAVERA, P6)
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 9
ISSUES TRACKING SYSTEM:
An issue tracking system provides an easy way to document issues, assign responsible party, and view the status of how the issue resolution is progressing. Complete documentation of issues is critical to mitigate risks on current projects and prevent similar issues on future projects. When issue tracking is integrated with the project management system, all documentation, and communications related to the project become centralized to provide complete transparency into project status. Key components of effective issue tracking are:
• Date the issue was identified. This is important to document when the issue was first identified and how long an issue is open. Issues that have long resolution times could be further investigated by performing a root cause analysis. • Description. A thorough description of the issue along with potential impacts to a project should be noted. Including pictures or video along with pertinent annotations is vital to provide a visual reference to the issue documentation. • Issue Priority. When multiple issues need attention setting a priority of Low, Normal, or High will accurately present the hierarchy of which issues are most critical to impacting project success or need immediate resolution due to safety issues.
• Responsible Party. By assigning the person(s) responsible for resolving the issue (e.g., in the issue tracking system) provides accountability. The transparency of an issue tracking system allows for the responsible parties to be held accountable for completing tasks and keeping th e project moving forward. • Due Date. The issue tracking system should provide the ability to set reminders for those tasks to ensure that due dates do not get missed which could jeopardize project closure da tes. Setting reminders of due dates ensure that no tasks slip through the cracks!
• Status. The visibility of issue status is essential for all project stakeholders to know if any progress is being made. If there are bottlenecks or further approvals needed, it is important that these items be documented, and a plan of action created to resolve the issue.
Main benefits of an effective issues tracking system are:
• Lesser chance of delays; Enhanced operation visibility; More informed decision-making; Improved accountability; Prevents misunderstanding; Faster formulation of contingency plans; Improved accountability. • Following is a snapshot of issues tracking documents on a recent project Transtech s managing.
Example of Issues Tracking Document - C Block Design-Build Parking Structure, City Of Ontario
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 10
The project status and issues are discussed at weekly meetings with involved parties. Following is a screen shot of weekly meeting for the same project.
These weekly meetings also include review of 3-week look-ahead schedule. Following is a screen shot of weekly meeting for the same project discussing 3-week look-ahead schedule.
Sample Screen Shot Of Weekly Construction Meeting On Line, Project Status Discussions And Reporting:
Document On Procore
Sample Screen Shot of Look Ahead Schedule Update, Weekly Construction Meeting Online: Schedule On Primavera
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 11
DUE DILIGENCE ACTIVITIES AND MEASURES:
Following are description of the due diligence activities and measures that maybe considered to avoid/minimize the occurrence/impacts of unforeseen conditions:
• In our view, due diligence is related to, but distinctly different from quality control and/or quality assurance. Due diligence, in this context, is the care and effort during all project phas es, from project planning, design thru construction.
• Effective project controls part of the diligence activities, and lead to developing efficient measures and resolutions, and play an important role to keep complex projects on track. They help teams an d stakeholders identify emerging risks early, before they become expensive, time -consuming problems. With advance warning, these issues can be mitigated or avoided altogether. Project controls also give the project team the data they need to set realistic expectations, and plan and manage the project with efficiently. • Also, when an unforeseen condition occurs, it is important to quickly assess the potential impact of such condition on the schedule and project’s critical path, and deal with the issue accord ingly. For example, an unforeseen condition that may lead to potential delay and delay claims (in addition to direct construction work cost related to the condition), would have high priority, and may require to proceed with the work under specific monito ring of this specific work separately, while the facts and responsibilities are sorted out, and an appropriate change order is finalized. • Identifying potential construction risks prior to the start of construction can lead to success. During preconstructi on, review of construction and contract documents in an effort to identify risks or concerns prior to the start of construction, will minimize the potential of unforeseen conditions.
QUALITY ASSURANCE PROGRAM:
During construction, an effective Quality Assurance Program will ensure the materials and workmanship incorporated into project conform to the requirements of the contract plans and specifications including approved changes. We believe that quality control is the setting of minimum standards and/or quality requirements for the specific project. Quality assurance is the means by which the quality control measures will be monitored and/or enforced. We also believe that quality control and quality assurance measures need to be developed jointly with the client. To effectively establish quality control measures, we must understand the Agency’s specific expectations and/or level of desired quality for the specific project.
Once the expectations have been defined, and the quality control measures established, the quality assurance measures can be established. A significant part of establishing the quality assurance measures includes the timing of the measure.
QC/QA can only be effective when the measures are applied and/or evaluated in a timely manner.
VALUE ENGINEERING:
Depending on a project’s size, complexity and the owner’s requirements, Value Engineering may also be considered.
The Value Engineering may consist of a systematic process of review and analysis of the project during the concept and design phases, by a multi-disciplined team of persons not involved in the project, may include recommendations such as:
• To improve the value and quality of the project.
• To provide the needed functions safely, reliably, and at the lowest overall cost. • To reduce the time to complete the project.
• To combine or eliminate otherwise inefficient use of costly parts of the original proposed design for the project.
APPROACH AND STRATEGY FOR MANAGING, NEGOTIATING, AND INCORPORATING CHANGES IN PROJECT SCOPE:
Our approach and strategy are structured based on minimizing cost and schedule impacts, while evaluating change orders in a timely, fair and equitable manner.
A number of different factors can influence the development of Change Orders on projects, which can result from either foreseen or unforeseen conditions and may include:
• Design Modifications; Errors and Omissions; Changed Conditions; Additional/Reduced Work Scope; Ow ner- Directed Schedule Acceleration or Slowdown; Work Sequencing; Adjustments to Unit Pricing; Force Majeure
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 12
Delays; Added Cost Incentives; Delayed, Denied, or Restricted Access to a Project Site; Inappropriate Rejection of the Contractor’s Work; Delays to Owner-Supplied Services and Materials Our initial evaluation of a change order request incudes various elements:
• Is it already covered in the contract? Is it necessary to complete the work? Impact on the planned work? Will it affect or change the contractor’s planned method of performing the work? Will it cause a work-character change? Impact on the contract time? Methods of payment? Are there sufficient contingency funds? If not, can additional funds be obtained soon enough to prevent delays? Impacts on any regulatory conditions, permits, utilities, etc.
Change Order Documentation:
• We prepare the change order in a clear, concise, and explicit manner. A change orders should be easily understood by third parties reviewing it what work was performed without further explanation.
Project Partnering: Based on project’s size and complexity, Project Partnering may also be considered:
• Partnering is a relationship between the owner and the contractor, formed in order to effectively complete the contract to the benefit of both parties. Through trust, cooperation and teamwork, the goal is to resolve conflicts at the lowest possible level.
COORDINATION WITH CITY:
Key project team members will attend periodic project progress meetings with City staff throug hout the project duration.
We will maintain and establish and maintain a close working relationship with City staff. We will manage assigned projects, carefully control costs and resources, and complete assigned work on schedule. We will provide progress r eports to the City at regular intervals.
METHODS/PROCEDURES FOR DEVELOPING /PUBLISHING PROJECT STATUS REPORTS/RECORDS:
Project status reporting is another area where the solution should be tailored to the size and scope of the project being managed and the actual reporting product anticipated by the City. In addition to the size and scope of the project, the actual point in time of the project matters. For example, project status reporting for a design building project that is curr ently preparing bridging documents will be significantly different from the report that would be prepared once construction has commenced.
CONTRACT ADMINISTRATION APPROACH (CALTRANS LAPM) FOR FEDERALLY FUNDED PROJECTS (Primarily Transportation/Infrastructure Projects):
For construction contract administration, we follow guidelines similar to described in Caltrans Local Assistance Procedures Manual (LAPM). Maintaining complete and accurate files is an important aspect of managing federally funded projects. Generally, whenever the local agency is unable to produce requested data or informatio n, it is assumed by reviewing personnel that the required actions were either never performed or not properly recorded. Organized project files can minimize these negative assumptions. Organization and content of the project file is one indicator of effect ive and efficient management of the project by the resident engineer.
PUBLIC OUTREACH:
Effective community outreach serves as tool for successful implementation of projects. Transtech provides an effective and pro-active community outreach approach and informs the
community of work activities and impacts in advance. On projects that are more impactive to community, we have
implemented additional public outreach tools (in addition to what is required in RFP “Task 3L – Public Outreach”), such as:
• Setting up a construction information website, twitter account
• Designated toll-free project call number
• If requested, Transtech can implement these additional outreach tools.
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 13
ADDITIONAL INFORMATION REGARDING DB DELIVERY APPROACH:
Transtech has extensive experience in managing DB Projects in compliance with CA Public Contract Code, CHAPTER 4. Local Agency Design-Build Projects. (CAPCC, CHAPTER 4. Local Agency Design-Build Projects [22160 - 22169])
Design-Build ('DB')
Design-build contracts combine professional design services and construction services into a single contract with the owner. The owner selects the successful DB-team based on performance specifications (also referred to as bridging documents). The performance specifications define what is owed by the DB-team to the owner.
Benefits of Design-Build:
• Greater flexibility in the contract award process.
• A single point of accountability (eliminates finger-pointing between designer and contractor). • Higher quality construction work.
• Fewer change orders.
• Fewer claims.
• Faster project completion.
• Lower project cost.
• Greater cost certainty.
• More opportunity for innovation.
Sample Work Tasks for a DB Project:
Following is a sample of work tasks for a DB Project:
SERVICES DURING SELECTION OF THE DESIGN-BUILD TEAM
Services provided during selection of the successful design -build team specifically include but are not limited to the following:
• Preparation of the Request for Pre-Qualifications (‘RFPQ’) Package required by the CPCC to prequalify potential design-build teams.
• RFPQ review and evaluation assistance.
• Assistance during preparation of the bridging documents. o Bridging Architect – Option 1: City may select an architect for the bridging documents from its on -call list. o Bridging Architect – Option 2: City may Assign this task to Transtech and Transtech will bring bridging architect under its contact.
• Assistance during the City’s entitlement process.
• Preparation of the RFP for design-build services (issued to the pre-qualified potential design-build teams). • Assistance to the City during RFP preparation by the design-build teams. • RFP review and evaluation assistance (including potential interview and selection of the successful design -build team).
• Award of Contract assistance to the successful design-build team.
SERVICES DURING DESIGN
Project Management services provided during design development and construction document preparation specifically include but are not limited to the following:
• Overall project coordination between City [as Owner], City [as Authority Having Jurisdiction (‘AHJ’)], the successful design build team, utility purveyors, and other vested stakeholders. • Project performance review, specifically including cost and schedule monitoring. This task s pecifically assumes that the design team will be required to design to the budget. • Assistance with payment processing.
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 14
• Assistance with utility coordination.
• Coordination and approval monitoring from all AHJs having jurisdiction over any portion of this pro ject. • Attendance as Owner’s Representative at design related meetings. • Monitoring and filing of all Project Record Documents developed during design. • Review the plans for conformance with the requirements of the City’s RFP and the Contract Documents where not directly related to code compliance. (Transtech assumes that all AHJ services will be provided by others, but Transtech will identify observed deficiencies where appropriate during develop of the design documents.) o Plan Check – Option 1: City may perform Building and Engineering Plan Check in-house. o Plan Check – Option 2: City may assign this task to Transtech and Transtech will perform building and engineering plan check.
• Coordination assistance between DB team and City during City review as AHJ. This scope includes both plan review and approval, and permit issuance.
• Assistance during scoping, selection, and contract award for special inspection services. • Request for Information (‘RFI’) coordination between DB team, the City (as Owner), the City (a s AHJ), and identified stakeholders.
SERVICES DURING CONSTRUCTION
Construction Management services provided during construction specifically include but are not limited to the following:
• Overall construction coordination between City (as Owner), City (as AHJ), the DB team, utility purveyors, and other vested stakeholders.
• Project performance review, specifically including cost and schedule monitoring. • Assistance with payment processing.
• Assistance with utility coordination and issues involving closure and/or use of public right of way. • Coordination and approval monitoring from all AHJs having jurisdiction over any portion of this project. • Attendance as Owner’s Representative at construction related meetings. • Monitoring and filing of all Project Record Documents developed during construction. • Assistance with special inspection and testing services and coordination of special inspection and testing efforts during construction. These services will be provided by a separate consultant under a separate contract to the City but will be managed by Transtech.
• Transtech will monitor the construction for conformance with the requirements of the City’s RFP and the Contract Documents where not directly related to code compliance.
iii. Qualifications
STAFF GENERAL QUALIFICATIONS:
Our staff and resources include approximately 200 staff, including project managers, civil engineers, designers, traffic and transportation analysts, technicians plan and map checkers, surveyors, inspectors, construction managers, building officials, building plans examiners, building inspectors, planners and support personnel. One of the unique qualifications of Transtech is that we serve public agencies as municipal contract service providers, including Contract City Engineer, City Traffic Engineer, Building Official, Construction Manager, Inspector, Planner and in other capacities . We have extensive experience working with Public Agencies in similar assignments. We are accustomed to working with governmental agencies, and have a good understanding of public agency issues, procedures, and policies. Several of our staff members are former City Engineers, Public Works Directors.
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 15
KEY STAFF ORGANIZATION CHART:
AHMAD ANSARI, PE
Contract Principal OKAN DEMIRCI, PE, QSD, QSP, MBA
Principal Project Manager
Task 1: Overall Program Management; Task 2: Programming and Project Controls; Task 3: Project Development and Management
Project Managers
JOHN OSKOUI, PE, Sr. Engineer
ZIAD Y. MAZBOUDI, PE, QSD, QSP, CPSWQ, Sr. Engineer
AZITA FAKOORBAYAT, PE, Sr. Engineer
ALI F. ZAGHARI, PE, PMP, Sr. Engineer
MOHAMMAD MOSTAHKAMI, PE, Sr. Engineer
Task 4: On-Call Services
Civil Engineering Project Managers/Project Engineers
DAVID RAGLAND, PE, PLS, QSD, QSP, Sr. Engineer
CARLOS A. PINEDA, PE, QSD, QSP, LEED, Sr. Engineer
MICHAEL ACKERMAN, PE, QSD, QSP, QISP, Sr. Engineer
JEFFREY KAO, PE, CBO, CASp, CBO
JOSEPH DEPERALTA, PE, QSD, Sr. Engineer
Traffic Engineering Project Managers/Project Engineers
BAHMAN JANKA, TE, Sr. Traffic Engineer
JANA ROBBINS, PTP, RSP, Sr. Transportation Planner
NORMAN CAESAR M. BACULINAO, PE, TE, Sr. Traffic Engineer ALI F. ZAGHARI, PE, PMP, Sr. Engineer
Task 4: Optional Tasks (Construction Management)
PM/CM/RE
ZIAD Y. MAZBOUDI, PE, QSD, QSP, CPSWQ, Sr. Engineer
AZITA FAKOORBAYAT, PE, Sr. Engineer
MOHAMMAD PASEBANI, PE, Sr. Engineer
Field CM/Inspectors
JEFFREY HIRSH, Sr. Construction Manager/Inspector
CRAIG M. WHEELER, Sr. Construction Manager/Inspector
EARL FRASER, Registered Constr. Inspector, QSP, Sr. Construction Manager/Inspector KEITH A. WYATT, Sr. Project/Construction Manager
Sr. Level QC/QA, Management Oversight
ALI CAYIR, PE, Sr. Engineer; CRAIG MELICHER, PE, Engineer
Transtech has a large pool of well experienced staff and resources readily available to provide requested services, and respond to requests in a timely, efficient, and cost -effective manner.
Our staff and resources include approximately 200 staff, including project managers, civil engineers, designers, traffic and transportation analysts, technicians plan and map checkers, surveyors, inspectors, construction managers, building officials, building plans examiners, building inspectors, planners and support personnel.
Our team also includes specialty subconsultants to supplement our in-house staff and assist us in all aspects of projects and services:
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 16
STAFF RESUMES:
Transtech will assign the following Sr. Level Staff Person Contract Principal:
AHMAD ANSARI, PE, Contract Principal
Education
• BS in Engineering, MBA
Registrations/Certifications
• Registered Civil Engineer
Highlights
Mr. Ansari has over 30 years of past experience in City and County Public Works and has worked at several municipalities in Southern California, including:
• City of Moreno Valley- Public Works Director/City Engineer • City of Rialto- Public Works Director/City Engineer
• City of Perris- Public Works Director
• City of Pomona- Deputy Public Works Director/Assistant City Engineer.
He has managed CIP Programs and Public Works Operations, and served as the responsible in charge of numerous multi-disciplinary teams, including:
• Capital Improvement Program project management and delivery • Real Property/Right of Way acquisition and management • Traffic and Transportation engineering
• Private Development/Entitlement process review and approval • Maintenance and Operations including roads, storm drains, sewers, parks, facilities, traffic signals, signs/striping, fleet
• Special Districts, Landscape/Lighting Assessment
• Electric Utility
Transtech will assign the following Sr. Level Staff Person as Principal Project Manager:
OKAN DEMIRCI, PE, QSD, QSP, MBA, Principal Project Manager Education
• BS in Engineering
Registrations/Certifications
• Registered Civil Engineer
• Caltrans Resident Engineer Academy
Highlights
Mr. Demirci has approximately 12 years of experience. Mr. Demirci serves as Assistant Public Works Director, City Engineer, CIP Program Manager at Transtech’s Contract Cities and provides technical and management support. Mr. Demirci completed Caltrans Resident Engineer Academy, very familiar with the management and administration of federally and state funded projects in compliance with Caltrans Local Assistance Procedures Manual (LAPM). Mr. Demirci works as CIP Program Manager at various Transtech’s Contract Cities and manages various capital improvement programs including state and federal funded programs. Mr. Demirci’s experience also includes working as Resident Engineer, Project Manager and Construction Manager on various projects (including federal and state funded projects). He has a broad knowledge of municipal government operations, including preparation and presentation of staff reports/resolutions to city councils, committees and interaction with public, various city departments, city council and other governmental agencies. Examples of his project experience includes:
• City of Chino, CIP Program Manager
• City of South El Monte, CIP Program Manager
• City of Monterey Park, CIP Program Manager
• City of Commerce, CIP Program Manager
• City of Temple City, CIP Program Manager
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 17
• City of Cudahy, CIP Program Manager
Per RFP, number of years the Project Manager is employed with the Firm is requested: 9 years
JOHN OSKOUI, PE, Sr. Engineer
Education
• MS, Structural Engineering, Cal-State Fullerton; BS Civil Engineering, University of North Carolina Registrations/Certifications
• Registered Civil Engineer
Highlights
Mr. Oskoui, has over 35 years of past experience in City and County Public Works and has worked at several public agencies in Southern California:
• City of Downey – Assistant City Manager and Public Works Director • Anaheim Union HS District – Director of Planning, Design and Construction • Advanced Applied Engineering – Vice President of City Services • Long Beach Unified School District – Director of Maintenance and Work Control • City of Lynwood – Engineer/Assistant PW Dir/Director of Facilities At Transtech. Mr. Oskoui serves as one of the Sr. Staff members in Transtech’s Municipal Services Team and manages various Capital Improvements Projects. Mr. Oskoui has a broad knowledge of local government operations, including implementation of broad policy goals and strategic programs, and development and implementation of innovative and efficient service delivery models, He has successfully administered and managed complex construction programs including utilization of alternative project delivery methods. Mr. Oskoui is well versed in public outreach and inter action with citizenry groups, committees and stakeholders. Mr. Oskoui has excellent working relationship and rapport with regional and sub-regional governmental/regulatory agencies.
MICHAEL ACKERMAN, PE, QSD, QSP, QISP, Sr. Engineer
Education
• BS in Engineering
Registrations/Certifications
• RE Academy, Caltrans
• Water Pollution Control Compliance on Construction Sites for RE, Caltrans • Construction Program Management Workshop, FHWA
• Field Office Procedures Course, Caltrans
• California Work Zone Inspection – High Speed, Caltrans • Asphalt Concrete Inspection and Rehabilitation Strategies, Caltrans Highlights
Mr. Ackerman has over 20 years of experience. At Transtech, he has been working as a Sr. Engineer at various Transtech City Engineering Contracts. He has served at various Cities under Transtech’s City Engineering Contracts, including Temple City, Huntin gton Park, and Alhambra. He has a broad knowledge of municipal government operations, including preparation and presentation of staff reports/resolutions to city councils, committees and interaction with public, various city departments, city council and other governmental agencies.
Mr. Ackerman’s experience also includes working at Caltrans and other agencies:
o Caltrans District 8: Mr. Ackerman was a civil transportation engineer for Caltrans District 8 where he was involved in the design and construction of various projects. • City of San Bernardino: Mr. Ackerman was involved in various projects, including Development Review and Plan Check, Design and Project Management.
• City of Huntington Park: Mr. Ackerman worked as contract City Engineer under Transtech’s municipal services contract and later as City Engineer and Interim Director of Public Works under the City.
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 18
ZIAD Y. MAZBOUDI, PE, QSD, QSP, CPSWQ, Sr. Engineer
Education
• BS in Civil Engineering
Registrations/Certifications
• Registered Civil Engineer, QSD, QSP, CPSWQ, CPESC, LEED AP Highlights
Mr. Mazboudi has 34 years of progressively responsible, diversified experience in public works, engineering, utilities, development engineering, facilities maintenance, sustainability, environmental programs and project management in both the public and private sector, supported by a strong educational background in civil engineering, geographic information systems, water quality/urban runoff, and environmental programs. His experience includes:
• City of San Clemente - PW Department, Deputy Director/Engineering • City of San Juan Capistrano - PW/Utilities Department, Senior Civil Engineer • City of Westminster - PW Department, Associate Civil Engineer/Development Engineer • City of La Habra - PW Department, Assistant Civil Engineer.
Special International Projects:
• US Green Building Council ( www.usgbc.org) , Egyptian Green Building Council (EGBC) Represented the US Green Building Council, to assist in the formation of the EGBC. Provided lectures on the role of government in Green Building and on the US Green Building Program, LEED. • USAID International Development Agency ( www.usaid.gov) , In partnership with USAID and ICMA Kingdom of Jordan Commercial/Industrial Environmental Audit In partnership with USAID and ICMA, developed a training manual for the audit of commercial and industrial facilities in Jordan.
DAVID RAGLAND, PE, PLS, QSD, QSP, Sr. Engineer
Education
• Humboldt State University, CA, Bachelor of Science
Registrations/Certifications
• Registered Civil Engineer, Licensed Land Surveyor
Highlights
Mr. Ragland is a civil engineer and land surveyor has over 30 years of diverse experience in a wide variety of projects in civil engineering. He has managed numerous multi-disciplinary teams dealing with the planning, engineering, entitlement, environmental permitting, development and construction of urban and rural development, and public works projects. His experience also includes special emphasis on complex grading and hillside developments (has worked on the civil engineering and development of more than 40,000 acres of hillside properties), preparation of due diligence and project feasibility analysis, through conceptual planning and design to entitlement and construction.
MOHAMMAD MOSTAHKAMI, PE, Sr. Engineer
Education
• BS in Civil Engineering
Registrations/Certifications
• Registered Civil Engineer
Highlights
Mr. Mostahkami has over 35 years of experience. His experience includes working for various Public Agencies as Public Works Director, City Engineer, Project Engineer, Plan Checker, Designer, including for the Cities of:
• Downey, PW Director
• South Gate, PW Director, City Engineer,
• Arcadia, Civil Engineer.
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 19
CARLOS A. PINEDA, PE, QSD, QSP, LEED, Sr. Engineer
Education
• BS in Civil Engineering,
Registrations/Certifications
• Registered Civil Engineer
Highlights
Mr. Pineda has over 30 years of experience in civil engineering and project management. He has extensive experience working for both private and public sectors. He has participated on numerous multi-disciplinary teams dealing with the planning and development of civil and traffic engineering, urban and rural development, and public works projects. He has served as Principal Project Manager for a variety of projects. Public works design experience covers a wide variety of projects, including the improvement of major arterials, secondary highways and collectors, flood control and drainage projects, water and wastewater projects, ADA retrofit, and safe routes to school projects. He has a good understanding and knowledge of municipal government operations, including preparation and presentation of staff reports/resolutions to city councils, committees and interaction with public, various city departments, city council and other governmental agencies. Private sector design experience covers a wide range of projects including residential master planned communities and “in tract” residential improvements. In-tract residential improvements included the design and construction of domestic and reclaimed water infrastructure to serve the new developments.
AZITA FAKOORBAYAT, PE, Sr. Engineer
Education
• BS in Civil Engineering
Registrations/Certifications
• Registered Civil Engineer
Highlights
Ms. Fakoorbayat has over 25 years of experience. She has a broad knowledge of municipal government operations, including preparation and presentation of staff reports/resolutions to city councils, committees and interaction with public, various city departments, city council and other governmental agencies.
Recent Experience with Transtech’s contract Cities:
Contract CIP Project Manager, City of Chino: As contract CIP Project Manager, coordinate various CIP projects throughout project design phase, including concrete, asphalt, storm drain, sewer, water, grading, traffic signal, accessibility. Conduct design review, PS&E review, constructability and biddability review, and manage design phase of various CIP projects, and manage and coordinate various CIP projects with various design engineers to ensure project design phases are completed within time and budget, and proceed with construction.
Public Agency Experience:
• Principal Engineer, City of Costa Mesa, CA
• As Principal Engineer, perform a broad range of highly complex and professional • Civil Engineer I, Pierce County Public Works Utilities and Transportation • Services, Design Section, Tacoma, WA
• Assistant City Engineer, City of Sumner, Sumner, WA
Private Consulting Experience:
• Senior Project Manager, Afb Group, Laguna Niguel, Ca
• Senior Project Manager, Berryman & Henigar, Santa Ana, Ca • Project Manager, CNC Engineering, Newport Beach, Ca
• Senior Design Engineer/ Project Manager, Harding Lawson Associates Group Inc., Bellevue, Wa
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 20
JEFFREY KAO, PE, CBO, CASp, CBO
Education
• MS, BS Civil Engineering, Cal Poly
Registrations/Certifications
• Registered Civil Engineer; CASp
• ICC Certified Building Official, California Building Plans Examiner, CalGreen Inspector, CalGreen Plans Examiner, Mechanical Plans Examiner, Plumbing Plans Examiner, Building Inspector Highlights
Mr. Kao has over 20 years of experience and has been working at Transtech as Deputy Building Official, Senior Plans Examiner, On-Site Over the Counter Plans Examiner and performed plan checks for a variety of residential and commercial projects in Cities of Alhambra, South Pasadena, and Temple City.
Mr. Kao has broad knowledge of building and safety operations, including working in the capacity of Deputy Building Official and Plans Examiner. His past experience includes working as a structural engineer for 4 years at a structural design firm.
ALI F. ZAGHARI, PE, PMP, Sr. Engineer
Education
• MS, BS in Civil Engineering
Registrations/Certifications
• Registered Civil Engineer
Highlights
Mr. Zaghari has over 35 years of experience in Transportation Management & Operations at various capacities in the California Department of Transportation (Caltrans). His career path includes a number of key managerial positions in Caltrans leading to his last position as the Deputy District Director (DDD) for Traffic Operations at Caltrans District 7 in Los Angeles. As a member of District 7 Executive Team, Mr. Zaghari was responsible for policy, development and implementation of the traffic operations as sets and the safe mobility of all users of the State Highway System (SHS) consisting of approximately 1500 center miles of freeways and conventional highways in Los Angeles and Ventura counties. He managed an operating budget of approximately $70M encompassing both operations management and capital outlay support needs. The organization under his leadership included critical functions such as Intelligent Transportation Systems (ITS), Traffic Design, District Traffic Manager (DTM), Corridor Management, System Performance, and Encroachment Permits.
JOSEPH DEPERALTA, PE, QSD, Sr. Engineer
Education
• BS in Civil Engineering
Registrations/Certifications
• Registered Civil Engineer
Highlights
Mr. Peralta has approximately 30 years of experience. His experience includes working as contract/consultant City Engineer, Plan Checker, Design Engineer for various Cities. His experience includes dealing, coordinating and navigating thru the permitting processes with municipal, county and state level and other governmental agencies, architects and consultant, utility companies, and regional entities, including Caltrans, Water Quality Board, AQMD, US Corps of Engineers, Department of Fish and Game, Union Pacific Railroad and others.
BAHMAN JANKA, TE, Sr. Traffic Engineer
Education
• MS, BS in Civil Engineering
Registrations/Certifications
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 21
• Registered Traffic Engineer
Highlights
Mr. Janka has over 35 years of experience in Traffic Engineering and Transportation Planning. He has served as City Traffic Engineer and Transportation Director for public agencies, including:
• City of Pasadena, California: Transportation Administrator • City of Santa Clarita, California: City Traffic Engineer • City of Fremont, California: Associate Transportation Engineer • City of Palo Alto, California: Associate Transportation Engineer • Entranco Engineers, Bellevue, Washington: Transportation Engineer.
JANA ROBBINS, PTP, RSP, Sr. Transportation Planner
Education
• BA, Cal Poly Pomona
Registrations/Certifications
• Licensed Professional Transportation Planner
Highlights
Ms. Robbins has over 25 years of experience. She serves as one of Transtech representatives at various Cities, prepares traffic safety and calming studies, stop and signal warrants/studies, traffic impact studies, traffic calming reports, parking studies, responds to requests from Public and City Officials and attends Traffic Commission, Planning Commission, City Council Meetings as well as Design Review Board meetings. On behalf of client Cities, reviews traffic impact studies and parking analysis submitted by developers and represents contract Cities at Commission meetings when these projects are reviewed.
She works directly with staff in the departments of public works, planning, engineering, and community development at each client city. She attends community forums and neighborhood block meetings to discuss and answer questions about current and future traffic conditions. She prepares traffic impact studies for development projects in Southern California, which involves the coordination with developers, as well as local and regional agencies.
NORMAN CAESAR M. BACULINAO, PE, TE, Sr. Traffic Engineer Education
• BS in Civil Engineering
Registrations/Certifications
• Registered Civil and Traffic Engineer
Highlights
Mr. Baculinao has 30 years of experience in Traffic Engineering. He has strong Traffic Signal System Operation experience, including Traffic Management Centers or TMC. He is technology oriented and has extensive working knowledge of new (Intelligent Transportation Syst em) ITS standards, the System Engineering Process; Traffic Signal System Integration, Video Detection, CCTV systems, twisted pair communication system, fiber optic cables, Ethernet, Light Emitting Diode (LED) signals, Red Light Camera Systems, etc. His experience includes:
• County of Ventura, California: Traffic Engineering Manager; City of Pasadena, California: Traffic Engineering Manager; City of Santa Clarita, California: Associate Traffic Engineer; City of Stockton, California: Assistant Traffic Engineer; City of Roseville, California: Assistant Traffic Engineer
KAREN VIGIL, EIT, PTP, RSP, Associate Traffic Engineer
Education
• BS Civil Engineering, Cal Poly Pomona
Registrations/Certifications
• Licensed Professional Transportation Planner, Licensed Roadway Safety Professional Highlights
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 22
Ms. Vigil has 8 years of experience in City Traffic/Transportation Engineering/Planning. She serves as one of Transtech representatives at various Cities, prepares traffic safety and calming studies, stop and signal warrants/studies, traffic impact studies, traffic calming reports, parking studies, responds to requests from Public and City Officials and attends Traffic Commission, Planning Commission, City Council Meetings as well as Design Review Board meetings. She works directly with staff in the departments of public works, planning, engineering, and community development at each client city. She contacts, meets with residents representing city staff in assisting in the resolution of local traffic problems and concerns. After meeting with residents, she prepares and presents reports and recommendations to various city staff and agencies. She attends community forums and neighborhood block meetings to discuss and answer questions about current and future traffic conditions.
ANTHONY BENDEZU, Associate Engineer
Education
• B.S Civil Engineering, Cal Poly Pomona
Highlights
Mr. Bendezu has approximately 6 years of experience. He works at Transtech’s Traffic and Transportation Engineering Department and performed various tasks for traffic engineering projects at Transtech’s contract Cities, including Temple City, Alhambra, So uth El Monte, Rosemead, and Commerce. His experience also includes CIP management support, coordination with City Departments, Utility Companies, Caltrans, other Regulatory Agencies, Developers, Consultants, Contractors, and overall management and coordination support for a variety projects from design thru plan review and approvals and construction. Mr. Bendezu completed Caltrans Resident Engineer Academy, very familiar with the management and administration of federally and state funded projects in comp liance with Caltrans Local Assistance Procedures Manual (LAPM).
NICOLE ROBBINS, Associate Traffic Engineer
Education
• MBA, Strategic Innovation, Ottawa University
• B.A. Marketing, Ottawa University
• A.S. Business Administration, Rio Hondo College
Highlights
Ms. Robbins has 3 years of experience. She provides support to Transtech’s client cities in Traffic Engineering and Transportation Planning. Ms. Robbins is one of our lead Traffic Analysts and is in constant interaction with City Officials and residents which makes her the liaison between Transtech, our clients cities, and the residents. She communicates with them via email and phone. Ms. Robbins manages all of the traffic related inquires that come from residents and businesses to the City and communicates with the applicants about the status of their request. This includes mana gement of our Traffic Department’s comprehensive traffic task log. She manages the tasks and oversees traffic projects for over 10 client cities. She also assigns the tasks and reports based on the type of request to the various departments and team members at Transtech.
MOHAMMAD PASEBANI, PE, Sr. Engineer
Education
• MS, in Civil Engineering
Registrations/Certifications
• Registered Civil Engineer
Highlights
Mr. Pasebani has over 35 years of experience. Before retiring approximately 3 years ago, his career path included a number of positions in Caltrans, with last position being Senior Transportation Engineer, responsible for oversight of Federally Funded pro jects in Varying number of agencies in the counties of
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 23
Los Angeles, Ventura and San Bernardino. He also provided instruction at various Resident Engineer Academies and Seminars/Workshops designed for Local agencies.
JEFFREY HIRSH, Sr. Construction Manager/Inspector
Education
• SDSU, College Level Classes
Registrations/Certifications
• Cal OSHA 10 hour construction certified
• Construction Site Storm Water Training
Highlights
Jeffrey Hirsh has approximately 25 years of experience in general engineering/public works and building construction projects. He has worked in the capacity of foreman, site superintendent and project manager. In these capacities, he has been involved in a wide variety of private and public works construction projects in Type A (General Engineering) and Type B (Building) construction. He has knowledge of standards and procedures for public agencies, including the Green Book, Caltrans, and has extensive experience in traffic control, safety and OSHA compliance requirements. Mr. Hirsh also has experience in inspecting federally funded projects to ensure compliance with the Caltrans LAPM.
Following are examples of projects where Mr. Wheeler served as the Project Inspector and provided on- site CM Support:
• Washington Boulevard Widening and Reconstruction Project (Federally Funded), City of Commerce • Temple City Bl. HSIP Project, Traffic Signal Imp and Pavement Rehab (Federally Funded), City of Temple City
• Eastern Avenue Street Rehab Project, City of Commerce • City-Wide Annual Street Rehab Project, City of Commerce • La Ballona Safe Routes to School Improvements (Federally Funded), City of Culver City • Traffic Signal Left Turn Phasing Project (Federally Funded), City of Culver City • Uptown Parking Structure, City of Whittier
• Garvey Park Facility Improvements
• Lugo Park Artificial Turf Soccer-Field and Park Project in the City of Cudahy • Metrolink Station Improvements, City of Commerce
Jeffrey’s prior experience includes:
• 2013-214, PSBI Parking Structure Construction: Sr. Superintendent. • 1995-2013, Harwood Homes, Inc. Managed 35 Development Projects • 1992-1995, Overland Company: Site Superintendent – SFR Tract Home Development • 1985-1992, Cambridge Development: Site Superintendent/Assistant Superintendent
CRAIG M. WHEELER, Sr. Construction Manager/Inspector
Education
• BA
Registrations/Certifications
• NASSCO-Certified Inspector (Pipeline, Lateral and Manhole Assessments) • Licensed A General Eng. Contractor
Highlights
Mr. Wheeler has more than 30 years of experience in engineering and construction in both the public and private sectors. He has provided project management and inspection services on a wide variety of public works projects. His experience includes pavemen t rehab, ADA, sidewalk, curb&gutter, grading, wet and dry utilities, roadway reconstruction and resurfacing, bridge construction and rehabilitation, water and sewer lines, RCP or RCB storm drains, pump stations, booster pump stations, street lights, traffi c signals-new and upgrade/modifications, parks, parking lots, structures and other related types of
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 24
projects. As a project manager and construction inspector, Mr. Wheeler’s responsibilities include site observation and construction quality assurance and co ntrol, ensuring general site safety, preparing daily reports, photo documentation, monitoring SWPPP and BMP implementation, providing daily updates to the City project manager, providing recommendations and responses for contractor RFIs, assisting with submittal and shop drawing reviews, tracking quantities, and conducting progress payment reviews. He has inspected projects that are funded with State and Federal Funds and is familiar Caltrans LAPM for Contract Administration. Following are examples of projects where Mr. Wheeler served as the Project Inspector and provided on-site CM Support:
• 2019 Residential and Arterial Pavement Improvement, I -159/I-139; City of Torrance • Public Works Inspection (Staff Augmentation); City of Newport Beach • Alicia Parkway Rehabilitation; City of Aliso Viejo
• FY 2017-18 Street Rehabilitation; City of La Habra Heights • Beltway Operational Improvements; Caltrans | Bakersfield • University Drive Widening (Campus to MacArthur); City of Irvine • The Tracks at Brea – Segment No. 4; City of Brea
• CDBG Asphalt Repairs and Asphalt Overlays FY 2017; City of Mission Viejo • Annual Pavement Preservation Program FY 2018-19 and 2015-16; City of Yorba Linda • FY 2015-2016 Annual Citywide Sidewalk Repairs; City of Santa Monica • Manhattan Beach Water Line and Street Improvements; City of Manhattan Beach • Harbor Boulevard Median and LS Improvements; City of Costa Mesa • Citywide Sewer Repairs; City of West Hollywood
• Emergency Storm Drain Repair; City of Torrance
• Concrete Repair Program, Phase VI (CDBG); City of West Hollywood • Bedford Canyon Road Realignment; City of Corona
• Ontario Avenue Median Improvements; City of Corona
• SR-60/Market Street Improvements; City of Riverside
• Rimpau Park; City of Corona
• LAX Terminal Fuel Access Transmission Line Installation and Taxiway Paving Improvements
EARL FRASER, Registered Constr. Inspector, QSP, Sr. Construction Manager/Inspector Education
• BA
Registrations/Certifications
• Registered Construction Inspector by American Construction Inspectors Association • QSP (Construction General Permit Qualified SWPPP Practitioner) Highlights
Mr. Fraser has approximately 30 years of experience. He is a Registered Construction Inspector by American Construction Inspectors Association. He is also certified as QSP (Construction General Permit Qualified SWPPP Practitioner). His experience includes inspection local roads, pavement rehab, ADA, grading wet and dry utilities. As Sr. Inspector/Construction Manager, he performs a wide variety of tasks to ensure the project progresses on schedule, is in compliance with approved plans and specifications, and effective communication and information flow is maintained with project participants. He has inspected projects that are funded with State and Federal Funds and is familiar Caltrans LAPM for Contract Administration.
Examples of his project experience as Sr. Inspector/Construction Manager includes:
• La Ballona Safe Routes to School Improvements, City of Culver City • Valley-Linden Roadway Improvements, City of Rialto
• FY 19/20 Pavement Rehab, City of Commerce
• FY 19/20 Pavement Rehab Las Tunas Rd, City of Temple City • FY 19/20 Pavement Rehab, City of Cudahy
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 25
• FY 17/18, 19/20, 20/21 Pavement Rehab, City of West Covina • FY 19/20 Pavement Rehab, City of Maywood
• CDBG Various Restroom Improvements, City of Cudahy
• CDBG Sr. Center Facility Improvements, City of West Covina • Traffic Signal Improvements (HSIP Cycle 6), City of South El Monte • Brewster Ave Water and Sewer Improvements, City of Lynwood • Agnes Ave Water and Sewer Improvements, City of Lynwood • Primrose Park Improvements, City of Temple City
• Field Inspector and Design Support, City of Grand Terrace Pico Park Ball Field
KEITH A. WYATT, Sr. Project/Construction Manager
Education
• BA, UC Irvine, CA
Registrations/Certifications
• Union Carpenter Apprenticeship School
• 10-Hr, 30-Hr. OSHA
• SWPPP Certified
• FEMA Training: IS-3, IS-100.PWb, IS-200.b, IS-325, IS-552, IS-556, IS-700.a, IS-800.a, IS-803, IS- 806, IS-809, IS-907
• ICC: Building, Electrical, Mechanical, Plumbing
• OSHA 30 Hour Trained
Highlights
Mr. Wyatt has approximately 25 years of experience in the construction field in building and engineering/public works projects. He has worked in the capacity of superintended, project manager and construction manager for consulting firms, as well as construction companies. In these capacities, he has been involved in a wide variety of private and public works construction projects in Type A (General Engineering) and Type B (Building). The projects include, but not limited to, construction of new buildings, seismic upgrades, ADA upgrades, TI improvements, site development, roads, parking facilities, utilities, etc. The type of buildings includes community centers, schools, hospitals, warehouses, distribution centers, and various other projects. He m anaged projects which involved Local Agencies; CA Department of General Services (DGS); CA Department of State Hospitals (DSH); CA Division of the State Architect (DGS); CA Office of Statewide Health Planning and Development (OSHPD). He has managed projects under Design-Bid-Build, Design-Build, Construction Manager/GC at Risk, Multi-Prime delivery methods. He has extensive experience in all phases of projects, including planning/development, entitlement and permitting bidding, construction, close -out, full-life cycle, project workflow, operations/systems development, scheduling, estimating, cost and budget control, contract negotiations, change order management, bid preparation, safety. He has worked for Construction Management Consultants and General Contractors in various capacities (Director of Construction, Project Manager, Construction Manager, Owner Representative, Construction Superintendent).
IVAN DAZA, EIT, Associate Engineer, Project Manager
Education
• B.S Civil Engineering, Cal State Long Beach
Registrations/Certifications
• Cal OSHA 10-hour
Highlights
Mr. Daza has approx. 3 years of experience and provides office engineering support to various Cities under Transtech’s Municipal Services Contracts in support of managing Capital Improvements Projects.
His experience includes CIP management support, coordination with City Departments, Utility Companies, Caltrans, other Regulatory Agencies, Developers, Consultants, Contractors, and overall
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 26
management and coordination support for a variety of projects from design through plan review and approvals and construction. He also serves as Office Engineer on construction projects and assists Resident Engineers and Construction Managers with contract administration, document control, contract compliance. Mr. Daza also worked as a construction estimator for a construction company. Part of his responsibilities included reviewing bid documents, plans and specifications, preparing plan take -off quantities, and preparing bid estimates.
JORGE PAZ, EIT, Associate Engineer, Project Manager
Education
• B.S Civil Engineering, Cal Poly Pomona
Highlights
Mr. Cervantes has approximately 1 year of experience in Public Works Engineering, and Transportation and Traffic Engineering. He works in the Public Works Department/City Engineering at Transtech’s client Cities assisting City Engineers and Public Works Directors. He also serves as Office Engineer on construction projects and assists Resident Engineers and Construction Managers with contract administration, document control, contract compliance. He also assists at the public works permit counter and in permit issuance.
ROBERT GARCIA, Sr. Public Works Inspector
Education
• California State University, Los Angeles, Continuing Education/Public Works Construction Inspection Course
• California State University, Sacramento, Water Program/Operation and Maintenance of Wastewater Collection Systems
Highlights
Mr. Garcia has approximately 30 years of experience, of which 20 years has been working as the City Public Works Inspector for the City of Palmdale. His experience includes inspecting of all types of public works construction project: roadway construction, pavement rehabilitation, signals, grading, storm drains, sewer mains, concrete structures, sidewalks, and gutters. He also worked on county, state and federal funded projects. Mr. Garcia provided public works inspection services to the following Transtech client Cities: City of Hesperia, Public Works Inspector; City of Commerce, Public Works Inspector.
JAMES PAGANI, DSA Certified Accessibility Specialist, CHST, CM/Inspector Education
• BA, Goucher College
Registrations/Certifications
• BCSP Constr. Health and Safety Technician
• CPR/First Aid/AED Certified
• CalOES SAP Evaluator
• DSA Certified Accessibility Specialist
• FEMA Training: IS-3, IS-100.PWb, IS-200.b, IS-325, IS-552, IS-556, IS-700.a, IS-800.a, IS-803, IS- 806, IS-809, IS-907
• ICC: Building, Electrical, Mechanical, Plumbing
• OSHA 30 Hour Trained
Highlights
Mr. Pagani has approximately 15 years of experience in public works construction management and inspection. Mr. Pagani has thorough knowledge and understanding of construction both on the jobsite and in the office, experience working with the various trades, designers, and managers of many different types of projects.
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 27
Examples of his project experience as Public Works Inspector/Construction Manager includes:
• City of Rialto, Public Works Encroachment Permit Inspections • City of South El Monte, Public Works Encroachment Permit Inspections • Primrose Park Improvements, City of Temple City
• FY 20/21 Pavement Rehab, City of West Covina
CLEMENTE ELIZALDE, Sr. Traffic Signal Inspector
Education
• San Bernardino Valley College, with a Major in Radio/Television, Communications and Electronics • Chaffey College, with a major In Industrial Electricity, Motor starters and Operational amplifiers Registrations/Certifications
• Certified International Municipal Signal Association “IMSA” level III Technician Highlights
Mr. Elizalde has over 30 years of experience in Traffic Signal Systems inspection, maintenance and installation.
City of San Bernardino, 1985 to 2018, Traffic Signal Maintenance Department, various positions:
• Street Lighting Electrician
• Traffic Signal Technician II
• Traffic Signals Technician III
• Lead-Person for Traffic Signals, Street Lighting and Signs. • Street Signal/Lighting and Signs Supervisor
ANDY CARLTON, Construction Inspector
Education
• Computer Science, California State University, Fullerton Highlights
Mr. Carlton has approximately 15 years of experience, of which 5 years are in Inspection. Mr. Carlton works as Public Works Inspector capacity at various Transtech client cities, which include Temple City, Commerce, South El Monte as Public Works Inspector issuing encroachment permits to various public works projects. His inspection experience in this capacity includes steel, masonry, concrete sidewalks, curb ramps, curb & gutter, driveways, on-site & off-site grading, trenching, traffic control measures, and street pavement. Recent projects representative of Mr. Carlton’s recent PW inspection e xperience include:
• City of Pico Rivera, METRO, Hot Spots Intersection Improvements Rosemead Boulevard at Slauson Avenue. The scope of work included ADA, driveways, sidewalk curb and gutter, storm drain/catch basins, bus shelter, lighting and bus pad traffic signal, landscape, and striping improvements. • City of Commerce, Atlantic Boulevard Improvements as part of METRO Call for Projects. The scope of work included pavement rehabilitation, new medians and landscaping, street lighting, traffic signals, ADA ramps, striping.
• City of South Gate, Safe Routes to School (SR2S) Cycle 10 Improvements Project. The Project includes installation of new traffic signal system, street poles, electrical conduit, pedestals, street & pedestrian signs, AC pavement, PCC sidewalk, curb & gutter, curb ramps, and striping.
ZACHARY HIRSH, Construction Inspector
Education
• BA, Goucher College
Registrations/Certifications
• OSHA 30 Hour Trained
Highlights
Mr. Hirsh’s works at several of Transtech’s client cities. His experience includes pedestrian safety, traffic
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PROPOSAL 28
safety, and conformance with City standard specifications. His primary responsibilities include daily correspondence with Contractors to ensure conformity to CIP or permits, responding to E ngineer’s inquiries, and document processing of the Contractor’s daily logs. Following are various examples of Client Cities (under Transtech’s Municipal Engineering Contracts) representative of his experience.
Performed Permit Inspections at following Transtech Contract Cities:
Culver City; Irwindale; Rosemead; Temple City; El Monte; South El Monte; Maywood; Commerce; Placentia; West Covina
FURKAN CETINKALE, Associate Engineer, Project Management/Inspection/Office Engineering Support Education
• Industrial Engineering
• MS, Cal Poly Pomona, Engineering Management
Registrations/Certifications
• 10-Hr OSHA
Highlights
Mr. Cetinkale has approximately 7 years of experience in construction management. He has extensive experience in all phases of projects, including planning/development, entitlement and permitting, bidding, construction, close-out, full-life cycle, project workflow, operations/systems development, scheduling, cost and budget control, contract negotiations, change order management, bid preparation, safety.
BRIAN CERVANTES, Associate Engineer, Project Management/Inspection/Office Engineering Support Education
• B.S Civil Engineering, Cal Poly Pomona
Highlights
Mr. Cervantes has approximately 1 year of experience in Public Works Engineering, and Transportation and Traffic Engineering. He works in the Public Works Department/City Engineering at Transtech’s client Cities assisting City Engineers and Public Works Directors. He also serves as Office Engineer on construction projects and assists Resident Engineers and Construction Managers with contract administration, document control, contract compliance. He also assists at the public works permit counter and in permit issuance.
LEONARDO MARTINEZ, Associate Engineer, Project Management/Inspection/Office Engineering Support Education
• B.S Civil Engineering, Cal Poly Pomona
• Associate of Science in Engineering, Cerritos College Highlights
Mr. Martinez has approximately 3 years of experience He works at various Cities under Transtech’s Municipal Services Contracts in support of Transtech’s City Engineers, Project Managers and Construction Managers. His experience includes CIP management sup port, Inspection support, coordination with City Departments, Utility Companies, Caltrans, other Regulatory Agencies, Developers, Consultants, Contractors, and overall management and coordination support for a variety projects from design thru plan review and approvals and construction.
MELISSA DEMIRCI, RSP, Municipal Services Contract Management Education
• BS in Civil Engineering
Registrations/Certifications
• Road Safety Professional
Highlights
Mrs. Demirci has over 12 years of experience in Municipal Services in City & Traffic Engineering as well
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 29
as Building Services. She serves as Project Manager as one of Transtech’s representative for Municipal Services at various Cities. She has her BS Degree in Civil Engineering from Cal Poly Pomona. She has experience in serving as a Traffic & Transportation Analyst, Project Manager, Associate Engineer, Transportation Grant Writer. She has her BS Degree in Civil Engineering from Cal Poly Pomona. Melissa Demirci serves as one of Transtech’s representative for Traffic Engineering Services at various Cities.
Ms. Demirci also has extensive experience in Transportation Planning. She has prepared several transportation related grant applications and helped facilitate over $20 million in funding for clients’ public works and transportation improvement projects. Her prior experience includes working at the City of Los Angeles, Mayor’s Office Energy and Environment Team while completing her civil engineering degree at Cal Poly Pomona.
ALI CAYIR, PE, Sr. Engineer, Sr. Level QC/QA, Management Oversight Education
• BS Engineering, MBA
Registrations/Certifications
• Registered Civil Engineer
• Licensed Contractor A, B
Highlights
Mr. Cayir has over 35 years of experience. He served as Principal Program and Project Manager for a wide variety of projects. He has participated in a wide variety of multi-disciplinary development teams responsible for projects that include:
• Public Facilities (Vertical Construction); Public Works and Infrastructure; Parks; Transportation and Parking Related Facilities; Parking Structures; Commercial and Retail Developments; Industrial Development; Residential and Mixed Use Development
Mr. Cayir has extensive experience in the management and administration of federally and state funded projects in compliance with Caltrans Local Assistance Procedures Manual (LAPM), and served as Resident Engineer on several Federally Funded Projects. Mr. Cayir also served as contract City Engineer and Interim Public Works Director for many municipalities in Southern California. He has a broad knowledge of municipal government operations, including preparation and presentation of staff reports/resolutions to city councils, committees and interaction with public, various city departments, city council and other governmental agencies.
CRAIG MELICHER, PE, Engineer, Sr. Level QC/QA, Management Oversight Education
• BS in Civil Engineering
• Various Construction Management Classes at UCLA, including:
o Legal Aspects of Construction Management
o Primavera based Construction Scheduling Software
Registrations/Certifications
• State of California Registered Civil Engineer
Highlights
Mr. Melicher has approximately 35 years of experience. Mr. Melicher has served in various capacities, such as Building Official, City Engineer, and CIP Manager for various Cities. He has a broad knowledge of municipal government operations, including preparation and presentation of staff reports/resolutions to city councils, committees and interaction with public, various city departments, city council and othe r governmental agencies. Mr. Melicher also served as Principal Program Manager for a wide variety of projects. Depending on the specific project, Mr. Melicher’s services included everything from initial concept to project close-out. As each project faced its own unique challenges, Mr. Melicher was able to employ his extensive public agency background to insure the most expedition and cost effective solution
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 30
to each respective challenge, especially where, as Program Manager, Mr. Melicher was specifically responsible for acting on behalf of and insuring the best interests of the project’s client. His experience includes serving as Owner’s Representative and Construction Manager for large and complex construction projects, such as public works/infrastructure, community center, city hall, library, parking structure, movie theaters, retail centers, etc. Mr. Melicher also provided his expertise in the construction field serving as an expert witness for construction claims and defects. He has a strong backgroun d on the legal aspects of project and construction management and is particularly well versed in California statutes regulating all types of publicly funded construction.
SUBCONSULTANTS:
Our team also includes specialty subconsultants to supplement our in-house staff and assist us in all aspects of projects and services:
• SURVEY SUPPORT: VANLENCO, Inc.; www.vanlenco.com
• LANDSCAPE ARCHITECTURE SUPPORT: WITHERS & SANDGREN, Ltd.; www.witherssangren.com • GEOTECHNICAL ENGINEERING SUPPORT: GEO-ADVANTEC, Inc. www.geoadvantec.com • FUNDING / LABOR COMPLIANCE SUPPORT: AVANT GARDE, Inc. (DBE/WBE Firm); www.agi.com.co • RIGHT-OF-WAY AND UTILITY CONSULTING SUPPORT, EPIC Land Solutions, Inc.; www.epicland.com • ARCHITECTURAL, STRUCTURAL, MEP CONSULTING SUPPORT: IDS GROUP, Inc.; www.idsgi.com • ENVIRONMENTAL CONSULTING SUPPORT: IMPACT SCIENCES, Inc. (DBE/WBE Firm); www.impactsciences.com • HAZ-MAT TESTING CONSULTING SUPPORT: PROPERTY HEALTH, Inc.; www.mypropertyhealth.com
Transtech has a large pool of well experienced staff and resources readily available to provide requested services, and respond to requests in a timely, efficient, and cost-effective manner. Our staff and resources include approximately 200, including building officials, plan checkers, inspectors, permit technicians, engineers, project managers, designers, plan checkers, inspectors, construction managers, traffic and transportation analysts, technicians, support personnel.
iv. Firm Profile
COMPANY PROFILE:
Established in 1989, Transtech (a California Corporation) is a multi-disciplinary engineering consulting firm. Transtech has been in business for over 33 years and is providing municipal services to approximately 70 public agencies.
Transtech is a multi-disciplinary municipal engineering consulting firm. Our service capabilities include:
• Building & Safety Services, Building Official Building Inspection, Plan Check
• Civil Engineering,
• Staff Augmentation
• CIP Program Management
• Construction Management and Inspection
• Federally Funded Project Management
• Grant Writing
• CDBG Project Management
• City Engineer, City Traffic Engineer, Development
Review, Public Works Engineering, Plan Check,
Inspection
• Labor Compliance
• Planning Support
• Traffic and Transportation Planning and Eng
• Water Resources Engineering
• Surveying, Mapping, ALTA, Right-of-way Eng
• Emergency, Support Services
Transtech has a large pool of well experienced staff and resources readily available to provide requested services, and
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 31
respond to requests in a timely, efficient, and cost-effective manner. Our staff and resources include approximately 200, including building officials, plan checkers, inspectors, permit technicians, engineers, project managers, designers, plan checkers, inspectors, construction managers, traffic and transportation analysts, technicians, support personnel.
Transtech is providing similar municipal services to approximately 70 public agencies.
City of Temple City
✓ City Engineering Services: City Eng, Traffic Eng,
Development/Public Works Plan Check, Map and Plan
Check, Permit Inspection, Design, CIP and Construction
Management, PW Insp, Fed Proj Management
✓ Building & Safety Services: Building Official, Plan
Review, Insp, Permit Tech
City of Commerce
✓ City Engineering Services: City Eng, Traffic Eng,
Development/Public Works Plan Check, Map and Plan
Check, Permit Inspection, Design, CIP and Construction
Management, PW Insp, Fed Proj Management
✓ Building & Safety Services: Building Official, Plan
Review, Inspection, Permit Tech
City of Big Bear Lake
✓ Building & Safety Services: Building Plan Review
✓ Engineering Services: Traffic Eng, Development/Public Works Plan Check, Map and Plan Check, Design, CIP and
Construction Management, PW PC/Insp, Fed Proj
Management
City of Maywood
✓ City Engineering Services: City Eng, Traffic Eng,
Development/Public Works Plan Check, Map and Plan
Check, Permit Inspection, Design, CIP and Construction
Management, PW Insp, Fed Proj Management
✓ Building & Safety Services: Building Inspection, Permit Technician
City of Chino
✓ CIP Management Services: Transtech is City’s Contract CIP Manager for major Public Works Projects
City of Ontario
✓ CIP Management Services: Transtech is City’s Contract CIP Manager for major Public Works Projects
City of Monterey Park
✓ City Engineering Services: City Eng, Traffic Eng,
Development/Public Works Plan Check, Map and Plan
Check, Permit Inspection, Design, CIP and Construction
Management, PW Insp, Fed Proj Management
✓ Building & Safety Services: Building Official, plan check and as-needed inspection
City of Montebello
✓ Project and Construction Management: Project and
Construction Management, Inspection
✓ Building & Safety Services: Building Official, plan check and as-needed inspection
City of Alhambra
✓ City Engineering Services: City Eng, Traffic Eng,
Development/Public Works Plan Check, Map and Plan
Check, Permit Inspection, Design, CIP and Construction
Management, PW Insp, Fed Proj Management
✓ Building & Safety Services: Building Official, Plan
Review, Insp, Permit Tech
City of South El Monte
✓ City Engineering Services: City Eng, Traffic Eng,
Development/Public Works Plan Check, Map and Plan
Check, Permit Inspection, Design, CIP and Construction
Management, PW Insp, Fed Proj Management
✓ Building & Safety Services: Building Official, Plan
Review, As-needed Inspection, As-Needed Permit
Technician
City of West Covina
✓ City Engineering Services: City Eng, Traffic Eng,
Development/Public Works Plan Check, Map and Plan
Check, Permit Inspection, Design, CIP and Construction
Management, PW PC, Fed Proj Management
✓ Building & Safety Services: Building Official, Plan
Review, Inspection, Permit Technician
City of Rosemead
✓ City Engineering Services: City Eng, Traffic Eng,
Development/Public Works Plan Check, Map and Plan
Check, Permit Inspection, Design, CIP and Construction
Management, PW Insp, Fed Proj Management
✓ Building & Safety Services: Building Official, Plan
Review, Insp, Permit Tech
City of Pico Rivera
✓ City Engineering and CIP Management Services: City
Engineer and CIP Management.
City of Bell
✓ Building & Safety Services: Building Official, Plan
Review, Inspection, Permit Technician
City of Cudahy
✓ CIP Management and Engineering Services: Traffic
Eng, Design, CIP and Construction Management, PW
Insp, Fed Proj Management
✓ Building & Safety Services: Plan Review.
City of Hawaiian Gardens
✓ Building and Safety Services: Building Official, Plan Review, Inspection, Permit Technician
City of Downey
✓ Building & Safety Services: Plan Review, Inspection
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 32
Bear Valley Community Services District
✓ District Engineering Services/CIP Management:
Engineering Support, Traffic Engineering, CIP
Management
City of South Pasadena
✓ Building & Safety Services: Building Official, Plan
Review, Inspection, Permit Tech
City of Seal Beach
✓ Building & Safety Services: Building Official, Plan
Review, As-needed Inspection
City of Azusa
✓ Building & Safety Services: Building Official, Building Plan Review, As-needed Insp
San Manuel Indian Reservation
✓ Building & Safety Services: Building Official, Plan
Review, Inspection
San Manuel Casino
✓ Building & Safety Services: Building Official, Plan
Review, Inspection
City of Placentia
✓ On-call PM/CM and Development/PW Plan Check: On-
call services
City of Rialto
✓ City Traffic Engineering and PW Inspection Services:
City Traffic Engineering, PW Inspection services
City of Culver City
✓ On-call Engineering Services: Eng Services
City of Santa Ana
✓ On-call Services: Building and Safety Plan Check,
Inspection, Eng and Tech Support Services
City of Chino Hills
✓ On-call Services: Engineering
City of Pasadena
✓ On-call Engineering Services: Engineering Services
City of Rancho Palos Verdes
✓ CIP Project Management: CIP/Fed Proj Management
✓ Building & Safety Services: Plan Review, Inspection.
City of Lawndale
✓ PW Staffing and Project Management Services: PW
Staffing and Project Management Services
County of Riverside
✓ Building & Safety Services: Plan Review, Inspection
San Bernardino County Housing Authority
✓ On-call Services: As-Needed Support
City of San Bernardino
✓ On-call Services: Traffic Engineering, Constr.
Management
City of El Monte
✓ On-call Services: Engineering Support, Traffic
Engineering, Construction Management,
Development/Public Works Plan Check, Map and Plan
Check
County of Los Angeles
✓ Building & Safety Services: Plan Review, Inspection
City of Norwalk
✓ Building & Safety Services: Plan Review
City of Hermosa Beach
✓ Plan Check Services: Dev Plan Check
City of Banning
✓ Public Works Plan Check: PW Plan Check and Pw
Inspection
Riverside County Economic Development Agency
✓ On-call Services: Eng, Building Evaluations, &
Surveying
City of Lancaster
✓ On-call Services: Plan Check, Inspection, Traffic Eng, Staff Augmentation, and Tech Support Services
City of Palm Desert
✓ City Traffic Engineering Services: City Traffic
Engineering
City of Irwindale
✓ On-call Services: Constr. Management and Insp
Services
City of Lynwood
✓ On-call Services: Engineering, CIP and Construction
Management.
City of Yorba Linda
✓ Traffic Engineering Services: On-call Traffic Engineering City of Anaheim
✓ Engineering Services: Engineering Services
City of Lake Forest
✓ CIP Project Management: CIP/Fed Proj Management
REFERENCES:
CITY OF ONTARIO (Year started and completed: 2019 – Ongoing Service) Contact: Dan Beers, PW Dep. Design & Construction, Principal Project Manager; T: 909 -395-2806; E:
[email protected]
Services Provided: CIP Management (C Block, DB Project, Grand Park DB Project, City Hall Annex DB Project)
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 33
CITY OF SAN BERNARDINO (Year started and completed: 2022 – Ongoing Service) Contact: Daniel Hernandez, PW Dep. Design & Construction, Principal Project Manager; T: 909 -395- 2806; E: [email protected]
Services Provided: CIP Management (C Block, DB Project, Grand Park DB Project, City Hall Annex DB Project)
CITY OF WEST COVINA(Year started and completed: 2018 – Ongoing Service) Contact: David Carmany, City Manager; T: 626-939-8401; E: [email protected] Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection); City Engineering Services; Traffic Engineering; CIP Management; Federally Funded Project Manag ement; Engineering Design; Public Works Permit Inspections; Map Check.
CITY OF COMMERCE (Year started and completed: 2010 – Ongoing Service) Contact: Vilko Domic, Assistant City Engineer; T: 323-722-4805; E: [email protected] Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection); City Engineering Services; Traffic Engineering; CIP Management; Federally Funded Project Man agement; Engineering Design; Public Works Permit Inspections; Map Check.
CITY OF MONTEREY PARK (Year started and completed: 2012 – Ongoing Service) Contact: Ron Bow, City Manager; T: 626-307-1255; E: [email protected] Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection); City Engineering Services; Traffic Engineering; CIP Management; Federally Funded Project Management; Engineering Design; Public Works Permit Inspections; Map Check.
CITY OF TEMPLE CITY (Year started and completed: 2014 – Ongoing Service) Contact: Bryan Cook, City Manager; T: 626-285-2171; E: [email protected] Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection); City Engineering Services; Traffic Engineering; CIP Management; Federally Funded Project Management; Engineering Design; Public Works Permit Inspections; Map Check.
CITY OF ALHAMBRA (Year started and completed: 1993 – Ongoing Service) Contact: Andrew Ho, Community Development Director; T: 626-570-5041; E:
[email protected]
Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection); City Engineering Services; Traffic Engineering; CIP Management; Federally Funded Project Management; Engineering Design; Public Works Permit Inspections; Map Check.
v. Scope of Services
Transtech is a multi-disciplinary firm with approximately 200 staff and is capable of providing all of the services included in the Scope of work, which is provided as Attachment A to City’s RFP.
The scope of work includes the following:
The Consultant will be responsible for providing Project Management and Project Control (PM/PC) services to support the management of key phases of projects in the City’s Capital Program and administer various Programming and Program activities under the direction of City. The professional disciplines furnished by Consultant will vary according to the specific requirements of each particular project as requested by City.
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 34
• Task 1: Overall Program Management
• Task 2: Programming and Project Controls
• Task 3: Project Development and Management
• Task 4: On-Call Services
• Task 4: Optional Tasks (Construction Management)
TASK 1: OVERALL PROGRAM MANAGEMENT
Under the direction of the City Engineer, or designee, the PM/PC will provide support for services and activities related to managing the overall program. The PM/PC Program Manager will report to and take direction in this regard from the City Engineer or designee, who is the responsible person in charge and accountable overall for the work products provided and the services performed under this scope of services. Overall Program M anagement includes, but is not limited to:
• Fully developing and delivering all tasks within this RFP and additional tasks as negotiated. • Providing and performing program administrative services and activities to support Programming and Project Controls and Capital Project Delivery including, but not limited to:
a) Assist in development and preparation of information and specialized graphics for project information, presentations, and reports for various publications and communication tools. b) Assist in development, coordination, preparation for, and scheduling of meetings and events, and preparation of meeting materials.
c) Provide support to Project Managers with various project administrative tasks such as project correspondence, staff reports, copying, filing, mailing, meeting notes/minutes, etc. • Assist in drafting and compiling agenda packet items (i.e., staff reports) for program, project, and programming items for inclusion in the agenda packets for City Council and other meetings as required. • Provide support to Accounts Payable and Accounts Receivable functions for Projects. This support includes, but is not limited to:
a) Invoice review including processing and recommending for payment for project -related expenditures. b) Preparing and recommending reimbursement documents for submission for all project related expenditures.
TASK 2: PROGRAMMING AND PROJECT CONTROLS
Task 2A: Programming
Under the direction of the City Engineer or designee, provide technical support to technical and administrative Engineering staff with matters relating to the programming, allocation and monitoring of funding from various local, state and federal sources for which the City has programmed on its various capital projects, including but not limited to Co mmunity Facilities District, General Fund, Measure A, Gas Tax, SB1 Gas Tax, Development Impact Fees (Transportation, Drainage, etc.). Technical programming support services include, but are not limited to:
• Guidance in developing strategic programming approaches including preparation and updating overall CIP funding. • Developing policies and procedures for programming, monitoring and oversight processes. • Perform financial analyses including preparation of cashflows and fund manageme nt. • Developing processes that support effective fund program administration, financial resources management, and funding oversight.
• Assist with federal and state funding requirements such as Caltrans local assistance process, reporting and monitoring contract requirements such as Disadvantage Business Enterprise participation related to federal funding or Local Business Contract Equity Program for local funds, and reviews of funding eligibility requirements. • Key Task Item: Assist in the development of a comprehensive 5-Year Capital Improvement Program in coordination with City staff identifying on-going capital projects and future prioritized capital projects, in a manner allowing for City Council review and discussion through the Fiscal Year 2023/2024 budget process (March to June 2023). Coordinate presentations with City Manager, Public Works Director, and individual Council Members through the budget process to review and discuss capital projects for programming in the 5-Year CIP. Assist in the development of a final 5-Year CIP for presentation to Planning Commission and City Council.
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 35
Task 2B: Project Controls
Under the direction of the City Engineer or designee, provide and perform defined services and activities related to program and project controls for current projects in the City’s CIP. The PM/PC shall assist in developing, implementing, and monitoring project controls, including processes and procedures for project strategy, organization and administration, control and change management systems, plans and techniques for mitigating, eliminating, and managing project risks and schedule management. This work includes, but is not limited to:
• Accurate input and recording of Funding, Budgets, Commitments, and Incurred Cost detail into a Pr oject Controls System (PCS) or such other similar system used by the City or provided by the Consultant. • Assist with reconciling and validating cost information with Financials and baseline budgets and forecasts as well as against approved funding.
• Assist in the preparation and maintenance of accurate funding plans and as needed, provide cash flow data for projects in the Capital Program.
• Assist with recording funding agreement information in the PCS and assist with preparation of funding breakdowns. • Assist Project Managers with project reporting, including the preparation of funding and expenditure summaries, project-related staff reports and supporting documentation for City Council and other related meetings. • Work closely with Project Managers and staff to maintain project management information for each project, including cost, expenditure, scope, schedule, funding plans, and cash flow analysis. • Assist in the preparation of project-related financial and funding reports including, but not limited to mid-year and annual budgets.
• Assist in the management of cost and schedule controls for project portfolio for the City’s capital programs and projects. Implement Change Management and Document Control Management Systems and Processes to track changes and requests to the PCS, cost and schedule baseline information and documentation.
TASK 3: PROJECT DEVELOPMENT AND MANAGEMENT
Under the direction of the City Engineer or designee, provide and perform the necessary services and activities related to Project Delivery Management for capital projects in the Capital Program, from project inception to project closeout. The Consultant shall coordinate with City staff to compile an active list of current capital projects from which to develop an inventory and master list for Project Delivery Management. The PM/PC will provide continuous program management, oversight, and coordination for the predesign project development, environmental clearance, design, right-of-way, and pre-construction activities to satisfy the project scopes, objectives, deliverables, schedules, and budgets. The PM/PC shall develop, implement, and monitor project controls including process and procedures for project strategy, organization, and administration; control and change management systems; plans an d techniques for mitigating, eliminating, and managing project risk; environmental, health and safety; quality assurance and controls; and schedule management.
Overall needs for this task include, but are not limited to:
• Preparing and maintaining project management plans.
• Interacting and coordinating with program stakeholders to ensure adherence to project scope and objective. • Detailed schedule development and control.
• Cost estimating and value engineering.
• Cost control including cash flow projections, estimates to complete, actual cost spent, and change management. • Quality planning, assurance, and control of all project deliverables. • Communications planning, distributions, and reporting. • Document control, including use of commercially accepted software platforms. • Contract administration and management of consultants for pre -design, environmental, design, right-of-way, pre- construction activities, and design support services during construction. • Right-of-way coordination and support, including assisting with facilitating coordination, interactions, negotiations, and transactions with various property owners and utility owners, and helping develop, review, and process various right-of-way and utility agreements.
• Ensuring compliance with all funding terms and conditions. • Coordination with other public and private entities.
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 36
• Oversight for procurement of all permits and licenses, as needed, including assisting with coordination with the various environmental regulatory and permitting agencies to process approval of environmental documents, permits, and other environmental approvals.
• When required, work with project teams, Caltrans, and other agencies to determine environmental mitigation requirements; identify necessary mitigation, negotiate, and execute mitigation agreements, and implement long-term mitigation maintenance and monitoring plans.
• Local Business Equity and DBE compliance and monitoring, and both interim and final reporting for the program manager and contracted teams.
• Provide support and advice on innovative project delivery, efficient program implementation, and leveraging various programming/funding/partnership opportunities.
• Provide technical resources to perform engineering and other technical services, including quality assurance reviews of technical deliverables, engineering analysis and report writing, and preparation of public materials. • Coordinate and oversee design support during construction, including coordination between the design consultant and the project resident engineer, in order to address design-related issues which arise during construction. • Project Control/Financial Management:
a) Coordinate with Project Controls team to implement and maintain cost, scope, and schedule project information in PCS.
b) Assist in the preparation and review of documentation in support of entering and processing various financial transactions through agency financial systems.
c) Assist in the preparation of review of capital cost estimates for various project phases; prepare draft and final PFPs in support of project funding/programming.
d) Assist with preparation of funding documents, allocation requests, grant applications, and inter -agency agreements.
• Contract Management:
a. Assist in contract management including developing baseline estimates and independen t cost estimates; support development of project-related professional services contracts and amendments; and monitor executed agreements for contract compliance including review and approval of invoices, progress reports, contract equity utilizations, and staff change requests, etc.
b) Provide assistance to other City staff who may be managing construction management professional services and construction contracts to verify compliance to contract scope, budget, and schedule.
TASK 4: ON-CALL SERVICES
The Consultant shall provide on-call services as required and then as authorized by the City Engineer or designee. Work authorized for on-call services will be issued through specific task orders. On-call services may include, but are not limited to, performing the tasks identified in this scope of services for projects not actively being managed by Consultant. In addition, on-call services may include, but are not limited to, the following:
• Project management assistance and support services, including assistance with issues related to Caltrans, RCTC, FHWA, and other transportation and regulatory agencies. • QC/QA services.
• Technical engineering support, including preparation of various plans and specifications for individual capital projects as may be assigned.
• Technical administrative support, including coordination with Caltrans Local Assistance for programming and related services for federally funded capital projects.
• Drafting staff reports, presentations, and other public materials. • Outreach activities, such as planning and presenting at workshops, surveys, pre paration of outreach materials including websites, direct mailers, and stakeholder interviews, including special events support. • Funding and grant application assistance, including technical grant writing support, preparation of materials, collaboration with outside agencies and local jurisdictions, development of scope, schedule, and budget, and development of strategy and recommendations.
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 37
• Conceptual engineering, including advancing projects through conceptual engineering for various types of projects. • Develop and review costs estimates, including identification of risks and contingencies. • Assist with development of strategic programming for all phases of project development and delivery. • Assist with the development of agreements, including contracts and partnering agreements. • Develop presentations, maps, GIS services, and other graphics to support reports, presentations, or events. • Draft, compile, and review City technical documents and publications.
TASK 5: OPTIONAL TASKS
The Consultant shall provide Optional tasks as required and then as authorized by the City Engineer or designee through specific task orders. Optional Tasks may include, but are not limited to:
CONSTRUCTION MANAGEMENT
Under the direction of the City Engineer or designee, construction management services will be provided for assigned capital projects. These services include, but are not limited to:
• Oversee construction management/construction contract administration services. • Interacting, coordinating, and communicating with program and project stakeholders to ensure adherence to project scope and objective as well as report on any challenges, issues, and/or recommendations in a timely manner. • Assist with preparation of the bid package, and the bidding, advertisement, and award of construction contracts, including follow-up and responses.
• Assist with the management of professional service contracts for design services during construction and construction management.
• Assist with authorizing, review, and approval of project related expenditures/invoicing. • Continual project monitoring and reporting.
• Continual schedule monitoring, control, and reporting. • DBE compliance, monitoring and both interim and final reporting for the program manager and g eneral contractor teams.
• Cost control management and reporting including cash flow projections, estimates to complete, actual cost spent, change management, and claims review.
• Review, processing, and tracking of all contractor requested change orders, and analysis of change orders including for reasonable costs.
• Manage City scope objectives into ongoing construction contracts by Contract Change Order (CCO). • Ensure compliance with all funding terms and conditions. • Quality assurance and control.
• Communications planning, distributions, and reporting. • Document control, including use of commercially accepted software platforms. • Management and closeout of ROW acquisition activities and contract obligations during construction. • Management and closeout of utility relocation activities during construction. • Attend project progress meetings and other project and construction program related meetings, perform minute keeping at scheduled meetings.
• Tracking of all material submittals and responses.
• Tracking of all RFPs & responses.
• Provide technical assistance to resolve project issues. • Provide assistance and/or draft materials and make presentations at public relations and outreach events. • Monitor that state and/or federal funding requirements are being met and adhered to prepare Local Assistance Procedures Manual forms for start-up and closeout for projects that require them. • Review of contractor’s security and safety plan, including coordination with or hiring of a jobsite safety accountability supervisor for Covid-19 related efforts.
• Project closeout including overseeing the delivery of as -built drawings, equipment warranty information (as
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 38
applicable), the results of equipment performance testing, training as needed, DBE final expenditure and utilization report per Caltrans final reporting requirements, and review of final applications for payment.
The City may alter the scope prior to executing a professional services agreement with the selected firm.
vi. Cost Proposal (per RFP, submitted separately)
vii. Other Information
CUSTOMER CARE AND RESPONSIVE SERVICE APPROACH:
✓ Our services are founded on the principals of Total Quality Management for Total Customer Care and Satisfaction.
✓ All telephone calls or e-mails received are returned within the same working day, or the following day. We take pride in our “Same Day Response” motto.
✓ Transtech also provides a 24-hour emergency contact number to its clients. ✓ Customer Care means highest quality customer service. Transtech is committed to providing “Customer Care” to the City, City's patrons, including responding quickly and effectively to the walk-in, telephone, and electronic inquiries of the public related to our services. Responsiveness is an integral part of Transtech’s “Customer Care” service approach.
✓ Our Contract Principal will meet with the Client’s Project Manager frequently for service evaluation and address any areas for improvements.
✓ Responsiveness is an integral part of Transtech’s “customer friendly” service approach. While our service is always on an “as needed” basis, our responsiveness is on “full-time” basis. ✓ Transtech understands the importance of being able to expedite certain projects, when requested, by the City.
Transtech has sufficient staff and resources to expedite projects. ✓ We have a structured approach to execute projects in an efficient manner that makes Transtech capable of providing the City with the highest quality product. Transtech has established guide lines and policies, including written manuals on quality control, project management, and design procedures for its staff and for its contract cities. These guidelines ensure a consistent approach to the execution of assignments undertaken by our organiza tion in compliance with City’s specific procedures, standards and requirements. ✓ Transtech is an ISO 9001 certified firm in Quality Management Systems, this certification is based on a number of quality management principles including a strong customer service focus
COMMUNITY BENEFIT ENHANCEMENT (CBE):
Supporting civic and community activities demonstrates Transtech’s commitment to the progress, health, and well -being of the communities we serve. This is something that we take pride in as a company. In services and partnership with our client Cities, we have a proven record of active engagement in City and Community events. This includes involvement or presence at City programs or events, supporting local businesses through the chamber, youth events, hosting workshops, sports, scholarship opportunities, community service, managing ho melessness challenges, public safety, crime prevention, or any other community benefit that the City wishes us to be a part of.
Our goal is not just to serve as a consultant (which is what we are best at) but to also be an active partner with our clien ts and further enhance the City’s reputation as an ideal community to live, invest, work, and play.
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 39
We are deeply committed to maintaining our partnership with our valued customers, its community, and remain open and enthusiastic to receiving input on how to best serve the City's needs today and in the future.
OUR TEAM IS WELL QUALIFIED TO PERFORM THE SERVICES REQUESTED:
✓ Successfully providing similar services to many agencies for over 33 years. ✓ Proven track record in on time and within budget project delivery. ✓ Multi-disciplinary engineering consulting service capabilities to provide an array of municipal services. ✓ Ability to work collaboratively with agencies, project applicants, and other stake holders, and communicate effectively with diverse audiences and stakeholders at public forums. ✓ Committed to producing a high-quality work product and deliver a high level of customer care. ✓ We understand the importance of an effective public relations and information program, and have managed large projects, which involved multiple agencies and jurisdictions. ✓ Understanding of public agencies procedures, and policies, and extensive experience in preparing staff reports, and presentations to City Council, Boards and public.
✓ Our services are founded on the principals of Total Quality Management for Total Customer Care and Satisfaction.
✓ Commitment of principal level management and involvement throughout the contract duration.
viii. Licensing
Transtech will comply with the requirements specified by the City, which are as follows:
• The selected firm will be required to be licensed in accordance with Title 5 of the City of Beaumont Municipal Code, entitled “Business Licenses and Regulations” as well as be required to have professional liability insurance including liability at a minimum of one million per occurrence, worker’s compensation, and vehicle coverage including comprehensive and collision insurance naming the City of Beaumont as additional insured. The proposal shall state whether such insurances will be in force at time of contract execution.
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
PROPOSAL 40
Appendix – Insurance
Following is a copy of Transtech’s current Insurance Certificate:
If selected by the City for this
project, we will appreciate the
opportunity of having our
Attorney discuss the final
contract language to ensure
our insurance is in
compliance with current laws
and regulations and meets the
City’s requirements with the
City’s Attorney. Following
items may be discussed:
• For insurability purposes,
any duty to defend which is
not expressly deleted or
defined as a reimbursement
to the extent of the
adjudicated negligence will
present insurability issues.
• Insurance may not cover
payment for any of the
City’s’ defense related cost
prior to a final determination
of liability or to pay any
amount that exceeds
Contractor’s finally
determined percentage of
liability based upon the
comparative fault of
Contractor. Consultant
should reimburse all
reasonable attorneys’ fees
as part of City’s total
damages tied directly to
Consultant’s determined percentage of fault.
• For insurability purposes, one of the most important contract terms is to ensure the word "negligent" is evident in the indemnity clause. Absent a negligence trigger for claims, a client or owner could present claims with no allegations of negligence, and the professional liability may have coverage implications. Inserting "negligent" acts, errors, or omissions can help make the entire indemnity subject to an appropriate standard of care. • Many contracts use phrases such as: “arising out of or in connection with". This can allow the certificate holder to assert claims that vaguely involve our scope of services. By replacing s uch phrases with "but only to the extent actually caused by", the claimant must establish that the negligence was the proximate cause of the damage, otherwise known as direct causation, would be insurable. • For insurability purposes, we suggest limiting the obligation to only those parties with whom we have the contract, or who are in direct contractual privity to the project owner.
Cost Proposal
CAPITAL
PROJECT
MANAGEMENT
&
RELATED
SERVICES
S u b m i t t e d B y
TRANSTECH Engineers, Inc.
Contact Person for this Proposal:
Okan Demirci, PE, QSD, QSP
Principal Project Manager
E: [email protected]
C: 714-319-6137
Submitted To
City of BEAUMONT
550 E. 6th Street
Beaumont, CA 92223
Attn: Grace Wichert
Procurement and Contracts Specialist
www.transtech.org
855.595.2495 (toll-free)
PROPOSAL 1
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
April 20, 2023
City of BEAUMONT: 550 E. 6th Street, Beaumont, CA 92223 Attn: Grace Wichert, Procurement and Contracts Specialist
Proposal, CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
As required, Cost Proposal is submitted separately.
www.transtech.org
855.595.2495 (toll-free)
About TRANSTECH
Video Highlight:
CLICK HERE
Thank you for the opportunity to submit this proposal. Should you have any questions, or require additional information, please contact the undersigned.
Sincerely
Okan Demirci, PE, QSD/P, Principal Project Manager Ahmad Ansari, PE, Contract Principal E: [email protected]; C: 714-319-6137 E: [email protected]; C: 949-702-5612
PROPOSAL 2
CAPITAL PROJECT MANAGEMENT & RELATED SERVICES
vi. Cost Proposal (per RFP, submitted separately)
Following is Transtech’s Fee Rates for all staff classifications:
Field Technician $80 -$90 Labor Compliance Analyst $140 -$145 Engineering Technician $90 -$100 Funds Coordinator $145 -$155 Assistant CAD Drafter $100 -$115 Office Engineer $140 -$150 Senior CAD Drafter $115 -$130 Construction Inspector $135 -$145 Associate Designer $130 -$145 Senior Construction Inspector $145 -$155 Senior Designer $145 -$160 Construction Manager $155 -$175 Design Project Manager $180 -$190 Resident Engineer $175 -$190 Assistant Engineer $110 -$120
Associate Civil Engineer $135 -$145 Public Works Inspector $135 -$145 Senior Civil Engineer $190 -$210 Senior Public Works Inspector $145 -$155 Traffic Analyst Technician $95 -$105 Supervising PW Inspector $155 -$165 Associate Traffic Analyst $140 -$150
Senior Traffic Analyst $150 -$160 Survey Analyst $140 -$145 Professional Transportation Planner $160 -$175 Senior Survey Analyst $145 -$150 Traffic Engineer Technician $90 -$100 2-Man Survey Crew $330 -$340 Associate Traffic Engineer $135 -$145 Survey & Mapping Specialist $175 -$185 Traffic Engineer $160 -$175 Licensed Land Surveyor $200 -$210 Senior Traffic Engineer $175 -$195
Project Manager $175 -$195 Funds Analyst $140 -$145
Senior Project Manager $195 -$215 Senior Funds Analyst $145 -$155 Deputy City Engineer $160 -$180 Grant Writer $160 -$170 City Engineer $180 -$195 Funds & Grant Project Manager $180 --$190 Principal Engineer $195 -$215
Community Development Technician $75 -$85
Permit Technician $70 -$80 Planning Technician $85 -$95 Plan Check Technician/Analyst $100 -$120 Assistant Planner $95 -$115 Building Inspector $120 -$125 Associate Planner $115 -$135 Senior Inspector $125 -$135 Senior Planner $135 -$160 Plans Examiner/Checker $135 -$150 Planning Manager $160 -$180 Plan Check Engineer $150 -$160
Deputy Building Official $150 -$160 Administrative/Clerical $65 --$75 Building Official $160 -$170 Project Accountant $75 --$85 TRANSTECH ENGINEERS, INC.
SCHEDULE OF HOURLY RATES
Effective through June 30, 2023
Rates are average ranges, negotiable and can be adjusted to establish a fee for each assignment based on the specific project’s scope, when such projects are identified by the City.
The above fees are increased each year July 1st automatically by the percentage change Los Angeles-Long Beach-Anaheim California Consumer Price Index-All Urban Consumers (“CPI-U”) for the preceding twelve-month period as calculated for February by the U.S. Department of Labor Bureau of Labor Statistics and published by the United States Bureau of Labor Statistic.
FUNDING & GRANT WRITING
PLANNING
ADMINISTRATIVE STAFF
SURVEY AND MAPPING
PUBLIC WORKS INSPECTION
BUILDING & SAFETY
ENGINEERING CONSTRUCTION MANAGEMENT
Website:
www.beaumontca.gov
Address:
550 E. 6th Street
Beaumont, CA 92223
Request for Proposal
for
Capital Project Management &
Related Services
Proposals Due By:
Thursday, April 20, 2023
2:00 PM, PST
Phone:
951.769.8520
CONTACT:
Grace Wichert
Procurement and Contracts Specialist
[email protected]
RFP AVAILABLE:
www.publicpurchase.com or
https://www.beaumontca.gov/949/Bids-and-RFPs
Request for Proposal
Capital Project Management and
Related Services City of Beaumont
Request for Proposal
Introduction
The City of Beaumont (“City”) is requesting proposals from qualified professional firms to provide Capital Project Program Management & Related Services. The selected firm or team (hereinafter the “Consultant”) will be responsible for providing Project Management and Project Control (PM/PC) services to support the management of key phases of projects in the City’s Capital Improvement Program (CIP) and administer various Programming and Programs activities under the direction of the City of Beaumont. The professional disciplines furnished by Consultant will vary according to the specific requirements of each particular project as requested by the City. Therefore, Consultant must have the capability to provide the full range of services associated with project development, project delivery management, and project control.
City of Beaumont
Founded at the turn of the 20th century, Beaumont is proud of its rich history and rural charm. The town served as a welcome “stopping-off point” for early travelers making their way from the Mohave desert to Los Angeles, and later for L.A. residents eager to vacation in Palm Springs. Some, however, set down roots, drawn by the beautiful mountain vistas, clean, crisp air, and the abundance of cherry and apple orchards. The City is located in the western portion of Riverside County and is bounded on the west by Calimesa and unincorporated areas, on the north by the unincorporated County areas (Cherry Valley), on the south by unincorporated County areas and the City of San Jacinto, and on the east by the City of Banning. The land area within the City’s boundaries is approximately 26 square miles.
Beaumont provides the very best of rustic, rural beauty and charm, combined with the planned growth, abundant recreational opportunities, and rich community life offered by the finest Southern California cities. The progressive city of over 55,000 people, sits at 2,612 feet in elevation between Riverside and Palm Springs in the Inland Empire. The city contains 16 city parks, including a 20-acre sports park and an extensive trails system. The Beaumont School District, with 10 schools, has an outstanding reputation, and ranks highly in the Pass Area. The city is rounded out with various local service clubs, a new state of the art community recreation center, a library, two four-star golf courses, and multiple churches.
The City interacts with numerous other government agencies, including but not limited to the California Department of Parks and Recreation, the California Department of Transportation, the County of Riverside, and the Santa Ana Regional Water Quality Control Board.
The City Government
The Beaumont City Council is comprised of five Council members, each sharing equal voting powers on all items coming before the Council. Council members are elected to at-large positions for four-year terms, with elections held in November of even- numbered years. The City Council meets annually to select one of its members to serve as Mayor and another to serve as Mayor Pro Tem for one year but no more than two consecutive years.
Request for Proposal
Capital Project Management and
Related Services City of Beaumont
Request for Proposal
The City Council provides legislative and policy direction to the City Manager, who implements their decisions to direct the activities of the City. The City Council responds to issues and concerns of the community by allocating resources, developing policies, and formulating strategies that support the vitality and economic viability of the City. All their decisions must be made at public meetings.
The City Council appoints the City Manager and City Attorney and members of all advisory boards, commissions, and committees. The City Council also serves as the Board of Directors for the Beaumont Financing Authority, Beaumont Utility Authority, Beaumont Conservation Authority, and Beaumont Successor Agency.
Purpose
The purpose of this solicitation is to find a firm who can best serve as a Program Manager for the City’s Capital Improvement Program (CIP). A need exists for the Public Works Department to retain a consultant who specializes in these and other related services while the City retains staff that can assume responsibility for these functions.
The City’s Fiscal Year 2022/2023 Budget adopted a one-year CIP with a list of 56 capital projects with an estimated cost of $50,775,000.00. Additionally, there are 50 active projects previously funded and in various phases of delivery. The City Council may direct staff to program additional capital projects throughout the year.
All services provided by the Consultant shall be performed by individuals who meet the qualifications, education, and certification/licensing requirements for the position. The successful Consultant shall also have the resources to provide cost effective and timely services, including providing customer service, to the City. The City will, based on qualifications presented in response to this RFP, select the firms best able to provide consulting services for upcoming private and City initiated projects.
Scope of Services
The Scope of Services for Capital Project Program Management & Related Services is attached as Exhibit A.
Term
The initial term of the agreement shall be five (5) years, as approved by City Council and consistent with City policies. The Consultant Team shall be responsible for completing the specified services in accordance with the City’s Professional Services Agreement (Exhibit B).
Proposal Requirements
Proposals shall clearly address all the information requested and describe methodology to be used to accomplish each of the project tasks. Please note: this RFP cannot identify each specific, individual task required to successfully and completely, implement this project. The City relies on the professionalism and competence of the selected firm to be knowledgeable of the general areas identified in the scope of work and to include in its
Request for Proposal
Capital Project Management and
Related Services City of Beaumont
Request for Proposal
proposal all required tasks and subtasks, personnel commitments, man-hours, direct and indirect costs, etc. The City will not approve addenda to the selected firm’s agreement which do not involve a substantial change from the general scope of work identified in this RFP.
To achieve a uniform review process and obtain the maximum degree of comparability, it is required that proposals be organized and contain all information as specified below.
i. Cover Letter: Maximum of two (2) pages serving as an Executive Summary which shall include an understanding of the scope of services. The RFP shall be transmitted with a cover letter that must be signed by an official authorized to bind the consultant contractually. The letter accompanying the RFP shall also provide the name, title, address, and telephone number of individuals with the authority to negotiate and contractually bind the consultant. The cover letter constitutes certification by the consultant that the consultant complies with nondiscrimination requirements of the State and Federal Government. An unsigned proposal or one signed by an individual unauthorized to bind the consultant may be rejected.
ii. Understanding of the City’s needs: Without a verbatim recitation of the information contained within this RFP, convey an understanding of the intent of the RFP and of the City’s expectations upon implementation of the scope of services. Identify and discuss “key” or “critical” aspects of the potential services delivered as identified in this RFP, based on prior experiences.
Identify methodologies for managing delivery of the services, modes of communication, how the work tasks will be controlled, how the work assignments will be tracked and how project status will be reported. Provide a detailed Scope of Work identifying how all of the services will be provided and deliverables completed. The detailed technical scope of work outline must be identical to the outline of tasks and sub-tasks identified in the Cost Proposal. This is to ensure that the final agreed contract has a scope of work and payment schedule which correlate to one another.
iii. Qualifications: Proposal must concisely demonstrate the qualifications of the project manager to be assigned to manage and provide services including:
name and qualifications, total number of projects (assigned as a “Project Manager”) successfully completed, and what phases of the project were included, total number of projects the Project Manager is currently engaged in which involve professional services as described for this RFP, how many years the Project Manager has been currently employed with the Consultant’s firm. Identify how many years the Project Manager has been previously employed with other firms and identify the number and name of the other firms, how the Project Manager can or will have sufficient time and resources devoted to the firm’s proposal, given current and future time commitments, if selected.
iv. Firm Profile: Provide a thorough organization structure/chart of staff resources
Request for Proposal
Capital Project Management and
Related Services City of Beaumont
Request for Proposal
that will be used and available to provide the requested services. Specify how the consultant and its subconsultant(s) will address tasks and sub-tasks to meet the City’s needs for the services identified within the time frame required. Proposal must describe the firm’s ability to assign additional resources as demand for services may increase dependent upon the City’s needs. Identify the lead time required to respond to a request for service, prepare a cost proposal, and/or to implement additional staff resources.
Include a firm organization chart and staff resumes.
v. Scope of Services: Provide a description of the tasks, sub-tasks, and deliverables that will be provided. The Scope of Services should be presented in a logical format that can be easily attached to the Professional Services Agreement.
vi. Cost proposal: Provide a full, detailed cost of services in a separate sealed envelope.
Costing should include:
• Fixed prices, including out-of-pocket expenses, for all costs associated within the scope of this proposal.
• Detailed hourly rates.
• Additional billable costs for non-specified tasks.
• If an “on- call” type of service is requested, provide a fully detailed hourly rate schedule with list of reimbursable expenses involved.
vii. Any other information which should be considered, such as any special services or customer service philosophy which define your firm’s practice.
viii. The selected firm will be required to be licensed in accordance with Title 5 of the City of Beaumont Municipal Code, entitled “Business Licenses and Regulations” as well as be required to have professional liability insurance including liability at a minimum of one million per occurrence, worker’s compensation, and vehicle coverage including comprehensive and collision insurance naming the City of Beaumont as additional insured. The proposal shall state whether such insurances will be in force at time of contract execution.
Submittal
Three (3) bound copies and one (1) color digital pdf copy (flash drive) of the proposal must be submitted no later than 2:00 PM, Thursday, April 20, 2023. The cost proposal shall be submitted in a separate sealed envelope. Postmarks and faxes are not acceptable. Proposal must be titled “RFP for Capital Project Management and Related Services”.
Request for Proposal
Capital Project Management and
Related Services City of Beaumont
Request for Proposal
Proposals shall be submitted to:
City of Beaumont
c/o Grace Wichert
550 E. 6th Street
Beaumont, CA 92223
No postmarked proposals will be accepted. Once submitted, proposals, including the composition of the consulting staff, cannot be altered without prior written consent of the City.
All costs associated with preparation of any proposal shall be the sole responsibility of the proposer. Each proposal shall be limited to a maximum of forty (40), 8 ½ x11 pages, using minimum 12-point font size. Electronic submittals of the proposal will not be accepted.
*DUE DATE FOR QUESTIONS IS April 6, 2023, AT 2:00 PM PST.
All questions shall be submitted through PublicPurchase.com. Answers will be posted on the same website to allow all users to review the City’s responses to all questions within one (1) week of the question due date.
Timetable for reviewing and evaluating Proposals:
RFP Release Thursday, March 23, 2023
RFC Due Thursday, April 6, 2023 @ 2:00 PM PST
Proposal Due Date Thursday, April 20, 2023 @ 2:00 PM PST Consultant Interviews (if required) Week of May 1, 2023 Tentative Award May 16, 2023
Confidentiality
Prior to the proposal submittal deadline, all proposals will be designated confidential to the extent permitted by the California Public Records Act. After the proposal submittal deadline, all responses will be regarded as public record and will be subject to review by the public. Any language purported to render confidential all or portions of the proposals will be regarded as non-effective and will be disregarded.
Amendments to Request for Proposals
The City reserves the right to amend the RFP by addendum prior to the final proposal submittal date.
Non-Commitment to City
The City reserves the right to reject any and all proposals and to waive informalities and minor irregularities in any proposal reviewed. The City may reject any proposal that does not conform to the instructions provided in this RFP. Additionally, the City reserves the right to negotiate all final terms and conditions of any proposal received before entering into final contract.
Request for Proposal
Capital Project Management and
Related Services City of Beaumont
Request for Proposal
Conflict of Interest
The Consultant shall disclose any personal or professional financial, business, or other relationships with the City that may have an impact on the outcome of this contract or any resulting project. The consultant shall also list current clients who may have a financial interest in the outcome of this contract.
By submitting a proposal, proposer represents and warrants that, for the term of the resulting contract, no member, officer or employee of the City of Beaumont, during their tenure or for one year thereafter, shall have any direct interest in any such contract or any direct or material benefit arising therefrom, as defined in California Government Code Sections 1090 et seq. and 87100 et seq. Prohibited interests include interests of immediate family members, domestic partners, and their respective employers or prospective employers.
The proposer further warrants and represents that it presently has no interest and agrees that it will not acquire any interest that would present a conflict of interest under California Government Code Sections 1090 et seq. or 87100 et seq. during the performance of services under any contract resulting from this RFP and that it will not knowingly employ any person having such an interest. Violation of this provision may result in the contract being deemed void and unenforceable.
Proposers must provide a list of any potential conflicts of interest in working for the City of Beaumont. Identify any other clients that would pose a potential conflict of interest as well as a brief description of work you provide to these clients. This list must include all potential conflicts of interest within the year prior to the release of this RFP as well as current and future commitments to other projects.
After award, the successful proposer shall take all reasonable measures to preclude the existence or development of an organizational conflict of interest in connection with work performed under the agreement resulting from this and other the City of Beaumont solicitations. An organizational conflict of interest occurs when, due to other activities, relationships, or contracts, a firm or person is unable, or potentially unable, to render impartial assistance or advice to the City of Beaumont; a firm or person’s objectivity in performing the contract work is or might be impaired; or a firm or person has an unfair competitive advantage in proposing for award of a contract as a result of information gained in performance of this or some other project.
Proposer shall not engage the services of any subconsultant or vendor on any work related to this RFP if the subconsultant or vendor, or any employee of the subconsultant or vendor, has an actual or apparent organizational conflict of interest related to work or services contemplated under this RFP.
The successful proposer selected through this RFP will represent the City of Beaumont in managing and reviewing invoices of other City of Beaumont consultants, subconsultants, contractors, subcontractors, and vendors. The City of Beaumont must avoid situations where the successful proposer is placed in a position of actual
Request for Proposal
Capital Project Management and
Related Services City of Beaumont
Request for Proposal
or apparent conflict of interest. However, the City of Beaumont recognizes that there are a limited number of firms, many of which are small and/or local businesses, with the expertise required both for participation on this contract and for participation on the City of Beaumont’s projects and programs, and the City of Beaumont does not want to unfairly limit the ability of the City of Beaumont to select the most appropriate consultant firms for future work.
Accordingly, subject to a review on a case-by-case basis by the City Manager or designee, the selected prime consultant and the members of its team will be eligible to submit bids for future contracting opportunities. While, as detailed above, the successful proposer shall take all reasonable measures to preclude the existence or development of an organizational conflict of interest, the main purpose of the City Manager’s review will be to confirm that neither the selected prime consultant nor any member of the consultant team could be placed in a position where, in performing the scope of the contract resulting from this RFP, that individual or firm would be responsible for reviewing its own work for a specific project. If the selected consultant or any member of the consultant team is awarded a subsequent contract and is then in position to review its own work on that subsequent contract, such consultant shall be responsible for adjusting the team members’ responsibilities or finding a replacement firm to both ensure continuity of such services and avoid actual and apparent conflicts of interest, at the consultant’s own cost.
If, at any time during the term of the contract resulting from this RFP, the consultant becomes aware of an organizational conflict of interest in connection with the work performed under such contract, the consultant shall immediately provide the City of Beaumont with written notice of the facts and circumstances giving rise to this organizational conflict of interest. The consultant shall immediately notify the City of Beaumont of any organizational conflict of interest, whether actual or apparent, in connection with any political campaign activities engaged by or involving its firm that is, or may be, related to and/or otherwise impact the City of Beaumont, its governing body, its projects and programs and/or its delivery of such project and programs. The consultant’s written notice will also propose alternatives for addressing or eliminating the organizational conflict of interest.
Proposal Evaluation/Selection
The City intends to engage the most qualified consultant available that demonstrates a thorough understanding of the City’s needs/objectives and the ability to meet those needs/objectives. If your firm has prior experience working with the City DO NOT assume this prior work is known to the evaluation committee. All firms are evaluated solely on the information contained in their proposal, information obtained from references, and presentations if requested. All proposals must be prepared as if the evaluation committee has no knowledge of the firm, their qualifications, or past projects.
City staff will use the following criteria to evaluate the proposals:
Request for Proposal
Capital Project Management and
Related Services City of Beaumont
Request for Proposal
Criteria Points
Understanding of Scope of Services 30
Project Manager Qualifications 20
Firm Qualifications 30
Firm’s Resources 20
Total 100
Firms should take note that the City will consider multiple criteria in selecting the most qualified firm. Consistent with Federal, State and local laws for the acquisition of professional services, price is NOT an evaluation criteria. Cost proposals are not considered during proposal evaluations.
The City may request a qualification interview with the highest ranked consultant(s) prior to determining the final determination. Participation in any phase of this RFP process, including the interview phase if conducted, is at the sole expense of the firms replying to this RFP. The City shall NOT be responsible for any costs incurred by any firm in response to, or participation in, this RFP.
Upon selection of the most qualified firm, the associated cost proposal will be used as a basis for contract negotiations. A contract shall be negotiated on the basis of the submitted Cost Proposal, and in consideration of reasonable and mutually agreed project costs and time requirements. Should successful negotiations not occur with the highest ranked firm, the City may, at its sole discretion, choose to enter into negotiations with the second highest ranked firm, and so on.
CONTACT WITH ANY CITY EMPLOYEE OTHER THAN THE CONTACT NAMED IS STRICTLY PROHIBITED AND WILL BE CAUSE FOR DISQUALIFICATION OF THE PROPOSAL.
Capital Project Program Management and
Related Services City of Beaumont
Request for Proposal
Exhibit “A”
Scope of Services
Capital Project Program Management and
Related Services City of Beaumont
Request for Proposal
The City is requesting proposals from qualified consultants that shall provide professional services to support the following tasks:
The Consultant will be responsible for providing Project Management and Project Control (PM/PC) services to support the management of key phases of projects in the City’s Capital Program and administer various Programming and Program activities under the direction of City. The professional disciplines furnished by Consultant will vary according to the specific requirements of each particular project as requested by City.
Task 1: Overall Program Management
Task 2: Programming and Project Controls
Task 3: Project Development and Management
Task 4: On-Call Services
Optional Tasks:
• Construction Management
TASK 1: OVERALL PROGRAM MANAGEMENT
Under the direction of the City Engineer, or designee, the PM/PC will provide support for services and activities related to managing the overall program.
The PM/PC Program Manager will report to and take direction in this regard from the City Engineer or designee, who is the responsible person in charge and accountable overall for the work products provided and the services performed under this scope of services. Overall Program Management includes, but is not limited to:
• Fully developing and delivering all tasks within this RFP and additional tasks as negotiated.
• Providing and performing program administrative services and activities to support Programming and Project Controls and Capital Project Delivery including, but not limited to:
a) Assist in development and preparation of information and specialized graphics for project information, presentations, and reports for various publications and communication tools.
b) Assist in development, coordination, preparation for, and scheduling of meetings and events, and preparation of meeting materials. c) Provide support to Project Managers with various project administrative tasks such as project correspondence, staff reports, copying, filing, mailing, meeting notes/minutes, etc.
• Assist in drafting and compiling agenda packet items (i.e., staff reports) for program, project, and programming items for inclusion in the agenda packets for City Council and other meetings as required.
Capital Project Program Management and
Related Services City of Beaumont
Request for Proposal
• Provide support to Accounts Payable and Accounts Receivable functions for Projects. This support includes, but is not limited to:
a) Invoice review including processing and recommending for payment for project-related expenditures.
b) Preparing and recommending reimbursement documents for submission for all project related expenditures.
TASK 2: PROGRAMMING AND PROJECT CONTROLS
Task 2A: Programming
Under the direction of the City Engineer or designee, provide technical support to technical and administrative Engineering staff with matters relating to the programming, allocation and monitoring of funding from various local, state and federal sources for which the City has programmed on its various capital projects, including but not limited to Community Facilities District, General Fund, Measure A, Gas Tax, SB1 Gas Tax, Development Impact Fees (Transportation, Drainage, etc.). Technical programming support services include, but are not limited to:
• Guidance in developing strategic programming approaches including preparation and updating overall CIP funding.
• Developing policies and procedures for programming, monitoring and oversight processes.
• Perform financial analyses including preparation of cashflows and fund management.
• Developing processes that support effective fund program administration, financial resources management, and funding oversight.
• Assist with federal and state funding requirements such as Caltrans local assistance process, reporting and monitoring contract requirements such as Disadvantage Business Enterprise participation related to federal funding or Local Business Contract Equity Program for local funds, and reviews of funding eligibility requirements.
• Key Task Item: Assist in the development of a comprehensive 5-Year Capital Improvement Program in coordination with City staff identifying on-going capital projects and future prioritized capital projects, in a manner allowing for City Council review and discussion through the Fiscal Year 2023/2024 budget process (March to June 2023). Coordinate presentations with City Manager, Public Works Director, and individual Council Members through the budget process to review and discuss capital projects for programming in the 5-Year CIP. Assist in the development of a final 5-Year CIP for presentation to Planning Commission and City Council.
Capital Project Program Management and
Related Services City of Beaumont
Request for Proposal
Task 2B: Project Controls
Under the direction of the City Engineer or designee, provide and perform defined services and activities related to program and project controls for current projects in the City’s CIP. The PM/PC shall assist in developing, implementing, and monitoring project controls, including processes and procedures for project strategy, organization and administration, control and change management systems, plans and techniques for mitigating, eliminating, and managing project risks and schedule management. This work includes, but is not limited to:
• Accurate input and recording of Funding, Budgets, Commitments, and Incurred Cost detail into a Project Controls System (PCS) or such other similar system used by the City or provided by the Consultant.
• Assist with reconciling and validating cost information with Financials and baseline budgets and forecasts as well as against approved funding. • Assist in the preparation and maintenance of accurate funding plans and as needed, provide cash flow data for projects in the Capital Program. • Assist with recording funding agreement information in the PCS and assist with preparation of funding breakdowns.
• Assist Project Managers with project reporting, including the preparation of funding and expenditure summaries, project-related staff reports and supporting documentation for City Council and other related meetings. • Work closely with Project Managers and staff to maintain project management information for each project, including cost, expenditure, scope, schedule, funding plans, and cash flow analysis.
• Assist in the preparation of project-related financial and funding reports including, but not limited to mid-year and annual budgets. • Assist in the management of cost and schedule controls for project portfolio for the City’s capital programs and projects. Implement Change Management and Document Control Management Systems and Processes to track changes and requests to the PCS, cost and schedule baseline information and documentation.
TASK 3: PROJECT DEVELOPMENT AND MANAGEMENT
Under the direction of the City Engineer or designee, provide and perform the necessary services and activities related to Project Delivery Management for capital projects in the Capital Program, from project inception to project closeout. The Consultant shall coordinate with City staff to compile an active list of current capital projects from which to develop an inventory and master list for Project Delivery Management. The PM/PC will provide continuous program management, oversight, and coordination for the predesign project development, environmental clearance, design, right-of-way, and pre- construction activities to satisfy the project scopes, objectives, deliverables,
Capital Project Program Management and
Related Services City of Beaumont
Request for Proposal
schedules, and budgets. The PM/PC shall develop, implement, and monitor project controls including process and procedures for project strategy, organization, and administration; control and change management systems; plans and techniques for mitigating, eliminating, and managing project risk; environmental, health and safety; quality assurance and controls; and schedule management. Overall needs for this task include, but are not limited to:
• Preparing and maintaining project management plans.
• Interacting and coordinating with program stakeholders to ensure adherence to project scope and objective.
• Detailed schedule development and control.
• Cost estimating and value engineering.
• Cost control including cash flow projections, estimates to complete, actual cost spent, and change management.
• Quality planning, assurance, and control of all project deliverables. • Communications planning, distributions, and reporting. • Document control, including use of commercially accepted software platforms. • Contract administration and management of consultants for pre-design, environmental, design, right-of-way, pre-construction activities, and design support services during construction.
• Right-of-way coordination and support, including assisting with facilitating coordination, interactions, negotiations, and transactions with various property owners and utility owners, and helping develop, review, and process various right-of-way and utility agreements.
• Ensuring compliance with all funding terms and conditions. • Coordination with other public and private entities.
• Oversight for procurement of all permits and licenses, as needed, including assisting with coordination with the various environmental regulatory and permitting agencies to process approval of environmental documents, permits, and other environmental approvals.
• When required, work with project teams, Caltrans, and other agencies to determine environmental mitigation requirements; identify necessary mitigation, negotiate, and execute mitigation agreements, and implement long-term mitigation maintenance and monitoring plans.
• Local Business Equity and DBE compliance and monitoring, and both interim and final reporting for the program manager and contracted teams. • Provide support and advice on innovative project delivery, efficient program implementation, and leveraging various programming/funding/partnership opportunities.
• Provide technical resources to perform engineering and other technical services, including quality assurance reviews of technical deliverables, engineering analysis and report writing, and preparation of public materials.
Capital Project Program Management and
Related Services City of Beaumont
Request for Proposal
• Coordinate and oversee design support during construction, including coordination between the design consultant and the project resident engineer, in order to address design-related issues which arise during construction.
• Project Control/Financial Management:
a) Coordinate with Project Controls team to implement and maintain cost, scope, and schedule project information in PCS.
b) Assist in the preparation and review of documentation in support of entering and processing various financial transactions through agency financial systems.
c) Assist in the preparation of review of capital cost estimates for various project phases; prepare draft and final PFPs in support of project funding/programming.
d) Assist with preparation of funding documents, allocation requests, grant applications, and inter-agency agreements.
• Contract Management:
a) Assist in contract management including developing baseline estimates and independent cost estimates; support development of project-related professional services contracts and amendments; and monitor executed agreements for contract compliance including review and approval of invoices, progress reports, contract equity utilizations, and staff change requests, etc.
b) Provide assistance to other City staff who may be managing construction management professional services and construction contracts to verify compliance to contract scope, budget, and schedule.
TASK 4: ON-CALL SERVICES
The Consultant shall provide on-call services as required and then as authorized by the City Engineer or designee. Work authorized for on-call services will be issued through specific task orders. On-call services may include, but are not limited to, performing the tasks identified in this scope of services for projects not actively being managed by Consultant. In addition, on-call services may include, but are not limited to, the following:
• Project management assistance and support services, including assistance with issues related to Caltrans, RCTC, FHWA, and other transportation and regulatory agencies.
• QC/QA services.
• Technical engineering support, including preparation of various plans and specifications for individual capital projects as may be assigned. • Technical administrative support, including coordination with Caltrans Local Assistance for programming and related services for federally funded capital projects.
• Drafting staff reports, presentations, and other public materials.
Capital Project Program Management and
Related Services City of Beaumont
Request for Proposal
• Outreach activities, such as planning and presenting at workshops, surveys, preparation of outreach materials including websites, direct mailers, and stakeholder interviews, including special events support. • Funding and grant application assistance, including technical grant writing support, preparation of materials, collaboration with outside agencies and local jurisdictions, development of scope, schedule, and budget, and development of strategy and recommendations.
• Conceptual engineering, including advancing projects through conceptual engineering for various types of projects.
• Develop and review costs estimates, including identification of risks and contingencies.
• Assist with development of strategic programming for all phases of project development and delivery.
• Assist with the development of agreements, including contracts and partnering agreements.
• Develop presentations, maps, GIS services, and other graphics to support reports, presentations, or events.
• Draft, compile, and review City technical documents and publications.
TASK 5: OPTIONAL TASKS
The Consultant shall provide Optional tasks as required and then as authorized by the City Engineer or designee through specific task orders. Optional Tasks may include, but are not limited to:
CONSTRUCTION MANAGEMENT
Under the direction of the City Engineer or designee, construction management services will be provided for assigned capital projects. These services include, but are not limited to:
• Oversee construction management/construction contract administration services. • Interacting, coordinating, and communicating with program and project stakeholders to ensure adherence to project scope and objective as well as report on any challenges, issues, and/or recommendations in a timely manner. • Assist with preparation of the bid package, and the bidding, advertisement, and award of construction contracts, including follow-up and responses.
• Assist with the management of professional service contracts for design services during construction and construction management. • Assist with authorizing, review, and approval of project related expenditures/invoicing.
• Continual project monitoring and reporting.
• Continual schedule monitoring, control, and reporting.
Capital Project Program Management and
Related Services City of Beaumont
Request for Proposal
• DBE compliance, monitoring and both interim and final reporting for the program manager and general contractor teams.
• Cost control management and reporting including cash flow projections, estimates to complete, actual cost spent, change management, and claims review.
• Review, processing, and tracking of all contractor requested change orders, and analysis of change orders including for reasonable costs. • Manage City scope objectives into ongoing construction contracts by Contract Change Order (CCO).
• Ensure compliance with all funding terms and conditions. • Quality assurance and control.
• Communications planning, distributions, and reporting. • Document control, including use of commercially accepted software platforms. • Management and closeout of ROW acquisition activities and contract obligations during construction.
• Management and closeout of utility relocation activities during construction. • Attend project progress meetings and other project and construction program related meetings, perform minute keeping at scheduled meetings. • Tracking of all material submittals and responses.
• Tracking of all RFPs & responses.
• Provide technical assistance to resolve project issues. • Provide assistance and/or draft materials and make presentations at public relations and outreach events.
• Monitor that state and/or federal funding requirements are being met and adhered to prepare Local Assistance Procedures Manual forms for start-up and closeout for projects that require them.
• Review of contractor’s security and safety plan, including coordination with or hiring of a jobsite safety accountability supervisor for Covid-19 related efforts. • Project closeout including overseeing the delivery of as-built drawings, equipment warranty information (as applicable), the results of equipment performance testing, training as needed, DBE final expenditure and utilization report per Caltrans final reporting requirements, and review of final applications for payment.
The City may alter the scope prior to executing a professional services agreement with the selected firm.
EXHIBIT “B”
CERTIFICATES OF INSURANCE AND ENDORSEMENTS
Staff Report
TO: City Council
FROM: Carole Kendrick, Planning Manager
DATE May 16, 2023
SUBJECT: Administrative Draft of the Objective Design Standards
Description Presentation of the Administrative Draft of the Objective Design Standards to obtain feedback and direction from the City Council for future consideration.
Background and Analysis:
In fall 2021, the preparation of the administrative draft of objective design standards began during the period of the preparation of the 6 th Cycle Housing Element Update.
Due to anticipated changes to the Objective Design Standards in relation to the adoption of the 6th Cycle Housing Element, the process was paused until the certification of the Housing Element.
On December 12, 2022, the State of California, Department of Housing and Community Development adopted the City of Beaumont 6th Cycle Housing Element. The City’s 6th Cycle Housing Element Program 19 identifies that the Planning Department shall facilitate the adoption of Objective Design Standards for residential and mixed -use projects. The purpose of these standards is to expedite the approval process for such projects and support the City in meeting its housing goals.
The draft Objective Design Standards were developed utilizing the following sources:
The City’s existing development and design standards; Design guidance as expressed in the City’s various area plans (e.g. Fairway Canyon, Sundance, Heartland “Olivewood);
Images and observations of existing context/built environment; The August 2022 Draft Western Riverside Council of Governments Objective Design Standards Toolkit; and
Best practice recommendations.
The changes are proposed primarily in single family residential and mixed-use zones that include:
Residential Single Family (RSF)
Residential Traditional Neighborhood (RTN)
Downtown Mixed-Use (DMU)
Sixth Street Mixed-Use (SSMU)
Sixth Street Mixed-Use Residential (SSMUR)
The recommended standards include façade articulation, compatibility with adjacent buildings, entries, materials, and parking design/access. The design standards will not alter basic development standards (e.g., density, setbacks, overall building height, lot coverage, parking ratios, etc.) or include standards for architectural style, window placement and design, privacy, roof design, building colors, or other standards not listed above.
The proposed Administrative Draft complies with requirements in applicable law, including SB 35 and SB 330.
A workshop with the Planning Commission occurred on May 10, 2023. Staff will provide a verbal update to the City Council regarding the Planning Commission’s comments on the Administrative Draft. All workshop comments will be provided to the City’s consultant and will be updated accordingly to present to the Planning Commission and City Council at a later date as an ordinance amendment.
Fiscal Impact:
The cost for the preparation of this item is approximately $300.
Recommended Action:
Review Administrative Draft of the Objective Design Standards; and, Provide feedback and direction to City staff on the Administrative Draft of the Objective Design Standards.
Attachments:
A. Administrative Draft - Objective Design Standards dated March 2023
City of Beaumont Code Amendments – Objective Design Standards 2 | City of Beaumont | Public Review Draft
Contents
17.03.060 Residential, Single-Family Zone (R-SF Zone) ................................................ 4
17.03.065 Residential, Traditional Neighborhood (R-TN Zone)....................................... 9
17.19.040 Downtown Mixed Use Zone (DMU Zone) ......................................................18
17.19.060 Sixth Street Mixed Use Zone (SSMU Zone) ..................................................25
17.19.070 Sixth Street Mixed Use—Residential Zone (SSMU-R Zone) .........................25
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17.03.060 Residential, Single-Family Zone (R-SF Zone)
Single-Family Design Standards.
1. Building Form and Visual Interest.
a. Required Planes.
i. Elevations Facing a Street or Public Open Space. A minimum of four planes are required on any street-facing elevation. Each plane must be at least 80 square feet in surface area and offset a minimum of four feet from any adjacent plane.
ii. Interior Side and Rear Elevations. A minimum of two planes are required on any interior side or rear elevation. Each plane must be at least 80 square feet in surface area and offset a minimum of four feet from any adjacent plane.
b. Limits on Blank Walls. No wall on any level may run in a continuous plane of more than 20 feet without a window or a projection, offset, or recess of the building wall at least one foot in depth.
Limit on Blank Walls in Residential, Single-Family Zone c. Allowed Roof Forms. Allowed roof forms are limited to hipped, gabled, shed, or flat roofs with parapets.
d. Roof Design.
i. When pitched roofs are used, the slope must be 3:12 to 5:12 ratio. ii. Eaves may not exceed 18 inches in depth and must incorporate a visible pattern of exterior brackets or beams.
iii. Parapet segments may not exceed 25 feet in length without a change in height at least 24 inches or a change in form.
City of Beaumont Code Amendments – Objective Design Standards Public Review Draft | City of Beaumont | 5
iv. Roofs that integrate solar panels or other building-integrated photovoltaic equipment are exempt from standards of this Section if needed to achieve a net zero result on site.
v. Subdivisions with more than 20 units must include a minimum of three distinct roof forms.
2. Entrances
a. Orientation. The primary entrance of any unit located along public rights-of-way or pathways must facing face public street or pathway. Exceptions to this requirement may be approved where the site is located on a major arterial carrying high traffic volumes.
b. Protection. The primary entry must incorporate a projection, recess, or combination of projection and recess at least 40 square feet in area, with a minimum depth of five feet.
Entrance Protection
3. Rear Access. Rear doors must be accessible by a landing area that is a minimum six feet in depth and a width that is no less than that of the door opening or three feet, whichever is greater.
4. Building Materials
a. Cladding Materials. Primary and secondary cladding materials are limited to:
i. Stucco (minimum two-coat; synthetic stucco or Exterior Insulation and Finish Systems [EIFS] not allowed).
ii. Wood, composite wood, or cement fiberboard siding.
(a) All siding must be lap, vertical, or shingle.
(b) Wood siding must be painted or stained.
iii. Stone (natural or manufactured).
iv. Metal.
v. Brick/masonry.
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vi. Tile.
b. Prohibited Building Materials. Plywood, corrugated metal, and aluminum are prohibited.
c. Change in Exterior Building Material. When there is a change in exterior building material, the material change must occur at the inside corner of a building form, or a minimum of two feet beyond an outside corner.
d. Material durability/protection.
i. Exterior finish materials must have an expected lifespan of no less than 30 years.
ii. Exterior timber must be protected from decay by stain and sealant. iii. Exterior ferrous metals must be protected from corrosion either through the use of galvanized, stainless, or weathering steel.
e. Colors. Reflective or bright colors that contrast dramatically with the colors of the surrounding land, structures, and vegetation may be used for trim or for accents only.
5. Windows.
a. All windows facing rights-of-way or public open spaces must be double-hung with operable sashes. Grids of small panes must be true divided lites separated by muntins.
Window Design
b. Window recess or trim. Trim at least two inches in width and ¾-inch in depth must be provided around all windows, or windows must be recessed at least 2.5 inches from the plane of the surrounding exterior wall.
Window Trim or Recess
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c. Reflective or opaque tinting of glazing is prohibited.
6. 360-Degree Design. All buildings must be designed with “360-degree design” where each exterior wall is designed equivalent to the primary facade in the extent of building articulation, level of detail, and quality of exterior materials, and consistent with the color scheme of the primary facade. Details include but are not limited to door recesses, door trim, cornices, belt courses, columns/piers, posts/beams, brackets, columns/arches, and roof forms.
7. Parking Design and Access.
a. Driveways.
i. For lots less than 70 feet in width, a maximum of one driveway up to 20 feet wide is allowed for required parking.
ii. For lots 70 feet wide or more, the width of a driveway to a two-car garage may not exceed 28 feet.
iii. The minimum paved apron length is 20 feet.
Driveway Design
b. Three-car garages. A garage with three or more doors, or garages designed to accommodate three or more non-tandem parked cars, are allowed only on lots 85 feet wide or greater, and at least one garage front must be separated from the remaining garage fronts by at least two feet.
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Three-Car Garages
c. Corner Lots. Corner lots and through lots may be allowed more than one driveway on different street frontages if the lot has more than one approved garage, carport, or parking space.
d. Carports and Detached Garages.
i. Carports and detached garages must be constructed of the same materials and in the same style as the main building.
ii. Carports must be solar ready.
e. Garage Design.
i. The garage may not extend more than 12 feet beyond the front of the primary facade.
ii. Garage doors must be recessed a minimum of six inches from the face of the garage.
iii. Garage doors must be articulated with windows, paneling, recesses, or other details.
iv. All two-car garages must have a minimum free and clear interior dimension of 20 feet by 20 feet, while one-car garages must have a minimum dimension of 10 feet by 20 feet.
v. Notwithstanding the design standards of this Chapter, all garage structures, attached or detached, must match the architectural design and detail of the existing building.
f. Tandem Parking. Tandem parking must be allowed for single family residences and duplexes.
g. Continuous Walkway. A continuous paved walkway at least three feet wide must connect on-site side gates, driveways to garages, and the front door.
8. Outdoor Lighting. All exterior doors, including garage doors, must be illuminated with outdoor light fixtures. See Chapter 8.50 – Outdoor Lighting for additional standards.
9. Additions/remodels. Notwithstanding the design standards of this Chapter, additions to and remodels of existing buildings, including porches, balconies and decks, must match the architectural design and detail of the existing building.
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17.03.065 Residential, Traditional Neighborhood (R-TN Zone) Supplemental Multiple Family Design Standards. The following standards apply to multiple family developments, including attached single unit developments , in the R-TN, R-MF, UV, TOD Overlay, DMF, DMU, SSMU, and SSMU-R zones.
1. Building Scale and Massing.
a. Street-facing Facades. Along the front and street side façade, the fourth story must be stepped back a minimum six feet from the ground floor façade. b. Interior Side and Rear Facades. Along the interior side and rear façade, when abutting a single-family residential zone, building massing is limited by a 45-degree plane beginning at 24 feet above the interior or rear minimum setback line.
Required 45-Degree Plane
2. Building Design.
a. All street-facing façades shall have at least one horizontal or vertical projection or recess at least two feet in depth, for every 25 horizontal feet of wall. Building entrances and front porches may count towards meeting this requirement. b. Façade Articulation, Multiple Family Development Requirements Exhibit Horizontal articulation must include a differentiated base, a roof cornice line or parapet, and an eave, awning, overhang, transom feature, belt course, or other architectural element that frames the middle section of the building.
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c. Buildings or portions of buildings over two stories must include articulation for the top story of the building. This may be accomplished through a change in color, change in material, a cornice/belt course at the bottom of the uppermost floor, change in roof pitch, such as a gable, or an upper-story step-back.
Building Façade Elements Exhibit
d. Staggering of attached units. For attached townhouse and rowhouse development, facades of adjacent attached units must be staggered a minimum of 12 inches in plan view to avoid monotony in design.
e. Privacy.
i. Upper-story balconies, roof decks, and other habitable outdoor space must maintain a minimum 10 feet clear from the property line abutting a lower-intensity residential zone and must include an opaque wall at least four feet in height as measured from the floor of the open space. ii. Floor-to-ceiling windows are not allowed on upper-story facades within 10 feet of a property line abutting a lower-intensity residential zone. f. Roof Design. Allowed roof forms are limited to hipped, gabled, shed, or flat roofs with parapets.
i. When pitched roofs are used, the slope must be 3:12 to 5:12 ratio. ii. Eaves must not exceed 18 inches in depth and must incorporate a visible pattern of exterior brackets or beams.
iii. Parapet segments may not exceed 25 feet in length without a change in height of at least 24 inches or a change in form.
iv. Roofs that integrate solar panels or other building-integrated photovoltaic equipment are exempt from standards of this Section if needed to achieve a net zero result on site.
v. The roof line at each elevation of attached units shall demonstrate an offset of at least 24 inches for each one to three units exposed on that
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elevation, but in no case shall a roof line be more than 50 feet in length without a minimum 18-inch offset.
Roof Line, Multiple Family Development Requirements Exhibit
g. Transparency and blank walls.
i. At least 75 percent of the façade of each building adjacent to a street shall be occupied by habitable space with windows.
ii. Each street-facing building façade shall have at least one pedestrian entry into the structure.
iii. No wall on any level may run in a continuous plane of more than 12 feet without a projection, offset, or recess of the building wall at least 18 inches in depth.
Required Facade Articulation
h. Building materials. Primary and secondary cladding materials are limited to:
i. Stucco (minimum two-coat; synthetic stucco or Exterior Insulation and Finish Systems [EIFS] not allowed)
ii. Wood, composite wood, or cement fiberboard siding.
(a) All siding must be lap, vertical, or shingle.
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(b) Wood siding must be painted or stained.
iii. Stone (natural or manufactured).
iv. Metal.
v. Brick/masonry.
vi. Tile.
i. Prohibited Building Materials. Plywood, corrugated metal, and aluminum are prohibited.
j. Changes in exterior material. When there is a change in exterior building material, the material change must occur at the inside corner of a building form, or a minimum of two feet beyond an outside corner.
k. Material durability/protection.
i. Exterior finish materials must have an expected lifespan of no less than 30 years.
ii. Exterior timber must be protected from decay by stain and sealant. iii. Exterior ferrous metals must be protected from corrosion either through the use of galvanized, stainless, or weathering steel.
l. Colors. Reflective or bright colors that contrast dramatically with the colors of the surrounding land, structures, and vegetation may be used for trim or for accents only.
3. Windows.
a. Window recess or trim. Trim at least two inches in width and ¾-inch in depth must be provided around all windows, or windows must be recessed at least 2.5 inches from the plane of the surrounding exterior wall.
Window Design
b. Reflective or opaque tinting of glazing is prohibited.
4. Building Entrances.
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a. All dwelling units located along streets shall have the primary entrance facing the street. Exceptions to this requirement may be approved where the site is located on a major arterial carrying high traffic volumes.
b. Dwelling units located in the interior of a multiple family development shall be designed so that the primary entryway is visible from a pedestrian pathway that is connected to a street.
c. Building entrances shall have a roofed projection (such as a porch) or recess with a minimum depth of at least five feet and a minimum horizontal area of 30 square feet.
d. Multi-family building frontages must take one of the following forms :
i. Porch. Individual covered porch frontages with dimensions as indicated below:
(a) Porch clear width: Minimum 12 feet
(b) Porch clear depth (excluding stairs): Minimum 8 feet (c) Porch finish level above sidewalk: Minimum 18 inches (d) Porch clear height: Minimum 8 feet, maximum 12 feet Porch Frontage Exhibit
ii. Stoop. Individual covered stoop frontages with dimensions as indicated below:
(a) Stoop width: Minimum 5 feet, maximum 8 feet
(b) Stoop depth: Minimum 4 feet, maximum 8 feet
(c) Stoop height above sidewalk: Minimum 18 inches
(d) Stoop entry recession: Minimum 6 inches, maximum 6 feet (e) Stoop clear height: Minimum 8 feet
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Stoop Frontage Exhibit
iii. Dooryard. Individual covered dooryard frontages with dimensions as indicated below:
(a) Dooryard width: Minimum 6 feet
(b) Dooryard depth: Minimum 4 feet, maximum 8 feet
(c) Dooryard overhead projection depth: Maximum 6 feet
(d) Dooryard clear height: Minimum 8 feet
(e) Dooryard wall/planter/fence height: Maximum 3 feet
iv. ADA Accessibility. All frontages must comply with ADA accessibility requirements.
Dooryard Frontage Exhibit
5. Private Storage Space. Each unit shall have at least 200 cubic feet of enclosed, weather- proofed, and lockable private storage space with a minimum horizontal dimension of four feet.
6. 360-Degree Design. All buildings must be designed with “360-degree design” where each exterior wall is designed equivalent to the primary facade in the extent of building articulation, level of detail, and quality of exterior materials, and consistent with the color scheme of the primary facade. Details include but are not limited to window and door trim, window and door recesses, cornices, belt courses, columns/piers, posts/beams, brackets, columns/arches, and roof forms.
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7. Additions/remodels. Notwithstanding the design standards of this Chapter, additions to and remodels of existing buildings, including porches, balconies and decks, must match the architectural design and detail of the existing building.
8. Usable Open Space Design.
a. Required private open space design.
i. Required private open space must take the form of balconies, decks, patios, fenced yards, or other similar areas outside the residence. ii. Required private open space must be accessible to only one living unit by a doorway to a habitable room.
b. Required common open space design.
i. Required common areas must include landscaped areas, walks, patios, swimming pools, barbeque areas, playgrounds, turf, or other such improvements that enhance the outdoor environment of the development. ii. Required common open space must be accessible to all living units on the development site by a stairway or other accessway qualifying as an egress facility from a habitable room.
iii. Common open spaces may be at-grade, elevated, on parking podiums, or on rooftops. See Section 17.03.065.J.2.e.i for additional limitations o n elevated open space.
iv. A surface must be provided that allows convenient use for outdoor living and/or recreation. Such surface may be any combination of lawn, garden, flagstone, wood planking, concrete, or other dust-free surfacing. v. The slope of required common open space may not exceed 10 percent.
4. Pedestrian Access and Circulation.
a. Pedestrian access. On-site pedestrian circulation and access shall be provided consistent with the following standards.
i. Internal connections. A system of pedestrian walkways shall connect all buildings on a site to each other, to on-site automobile and bicycle parking areas, and to any on-site open space areas or pedestrian amenities. ii. Paving. Paving within required setback areas must be distinct from the adjacent public sidewalk in color, design, or texture.
iii. To circulation network. Regular connections between on-site walkways and the public sidewalk and other planned or existing pedestrian routes or trails shall be provided. An on-site walkway shall connect the primary building entry or entries to a public sidewalk on each street frontage. iv. To neighbors. Direct and convenient access shall be provided to adjoining residential and commercial areas to the maximum extent feasible while still providing for safety and security.
v. To transit. Safe and convenient pedestrian connections shall be provided from transit stops to building entrances.
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vi. Pedestrian walkway design.
(a) Walkways shall be a minimum of six feet wide, shall be hard - surfaced, and paved with permeable materials. Walkway widths may be reduced to three feet wide for small lot development (Section 17.11.030.D).
(b) Where a required walkway crosses a driveway, parking area, or loading area, it must be clearly identified using a raised crosswalk, a different paving material, or a similar method.
(c) Where a required walkway is parallel and adjacent to an auto travel lane, it shall be raised or separated from the auto travel lane by a raised curb at least four inches high, bollards, or another physical barrier.
5. Parking Design and Access.
a. Surface Parking Area Design. Surface parking areas must be separated from on- site buildings by a minimum distance of five feet that is either paved or landscaped. b. Parking in the Front Setback. Any driveways or other paved parking areas located in the front setback must be a minimum 18 feet in length. c. Garages and Carports.
i. Garage doors must be recessed a minimum of six inches from the face of the garage.
ii. All two-car garages must have a minimum free and clear interior dimension of 20 feet by 20 feet, while one-car garages must have a minimum dimension of 10 feet by 20 feet.
d. Structured Parking Levels Facing the Right-of-Way. Where ground level structured parking occupies more than 30 percent of a building facade facing a right-of-way or pedestrian walkway, the finished floor of the parking level must be a minimum four vertical feet below the finished grade at the building facade.
Structured Parking Facing the Right-of-Way Exhibit
e. Tandem Parking. Tandem parking may be permitted to satisfy the off-street parking requirement in accordance with the following.
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i. No more than two vehicles may be placed one behind the other. ii. Both spaces must be assigned to a single dwelling unit or to employees of the same non-residential establishment.
iii. The tandem parking bay must be a minimum 40 feet by 10 feet in dimension.
iv. Tandem parking to meet required parking for multi-unit development must be located within an enclosed structure and the number of tandem parking spaces may not exceed 50 percent of the total number of spaces provided. v. Tandem parking may not be used to satisfy the parking requirement for guest parking.
f. Driveway width. Driveways to shared garages may not exceed 24 feet in width. g. Parking visibility. Visible structured parking must be screened from view from the right-of-way by landscaping or decorative screening, or a combination of architectural features and landscaping or living walls. h. Parking separation. Parking for residential units must be separated from parking for non-residential uses through a controlled fence, gate, or other barrier. i. Curb cut frequency.
i. A maximum of one curb cut for driveway access may be permitted per street frontage per building.
ii. On corner lots, curb cuts must be located on the street frontage with the least pedestrian activity whenever feasible.
j. Shared garage doors.
i. All garage doors must be motorized.
ii. Controlled entrances to shared parking facilities (gates, doors, etc.) may not exceed 20 feet in width.
6. Bicycle Parking.
a. Short-term Bicycle Parking. Short-term secure bicycle parking must be provided to serve guests.
i. Spaces Required. The minimum number of short-term secure bicycle parking spaces is 10 percent of the required vehicular parking spaces, in no case fewer than four secure bicycle parking spaces provided per development.
ii. Location.
(a) Short-term secure bicycle parking must be located outside of pedestrian walkways, and within 100 feet of the main entrance to the building it serves.
(b) Short-term secure bicycle parking must be located outside of the public right-of-way except as allowed through an encroachment permit.
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iii. Anchoring and Security. For each short-term bicycle parking space required, a stationary, securely-anchored bicycle rack must be provided to which a bicycle frame and one wheel (two points of contact) can be secured with a high-security U-shaped shackle lock if both wheels are left on the bicycle. One such bicycle rack may serve multiple bicycle parking spaces.
iv. Size and Accessibility. Each short-term bicycle parking space must be a minimum of two feet in width and six feet in length and must be accessible without moving other bicycles. Two feet of clearance must be provided between bicycle parking spaces and adjacent walls, poles, landscaping, street furniture, drive aisles, and pedestrian walkways. Five feet of clearance must be provided from vehicle parking spaces. b. Long-Term Bicycle Parking. Long-term bicycle parking must be provided to serve employees, students, residents, commuters, and others who generally stay at a site for four hours or longer.
i. Spaces Required.
(a) A minimum of one long-term secured bicycle parking space must be provided for every four dwelling units or portion thereof. (b) Any establishment with six or more full-time equivalent employees must provide long-term bicycle parking designated on a site plan at a minimum ratio of one bicycle parking space per 10 required vehicle parking spaces. Parking areas with fewer than six spaces are encouraged but not required to provide long-term bicycle parking.
ii. Location. Long-term bicycle parking must be located on the same lot as the use it serves and near a building entrance. In parking structures, long- term bicycle parking must be located near an entrance to the facility.
Where the bicycle parking area is not visible from the entrance of the building, signs located at the entrance or in an entry lobby of the building must identify the location of bicycle parking.
iii. Anchoring and Security. Long-term bicycle parking must be located in an enclosed bicycle locker or other secure areas approved by the Community Development Director.
iv. Size and Accessibility. Each long-term bicycle parking space must be a minimum of two feet in width and six feet in length and must be accessible without moving other bicycles. Two feet of clearance must be provided between bicycle parking spaces and adjacent walls, poles, landscaping, street furniture, drive aisles, and pedestrian walkways. Five feet of clearance must be provided from vehicle parking spaces.
17.19.040 Downtown Mixed Use Zone (DMU Zone)
Downtown Mixed Use Zone, Development Standards. The following Standards shall apply to the Downtown Mixed Use Zone (DMU Zone):
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1. Lot Area and Dimensions. No minimum requirement.
2. Setbacks and Yards. The following setback requirements are applicable to the Downtown Mixed Use Zone (DMU Zone):
a. Front Yard Setbacks. No front yard setback is required for commercial uses; five foot maximum setback for residential development; and minimum 40 feet for above ground parking. The setback for above ground parking may be waived by the Community Development Director upon making the following findings:
i. The site is small and/or constrained such that underground parking or surface parking located more than 40 feet from the street is not feasible; and.
ii. The parking area located within 40 feet of the street is landscaped al ong the street with a hedge, trellis, and/or landscaping consistent with Chapter
17.06. Supplemental Standards for Multiple-family, Residential Mixed-Use, and Attached Single- Family Development. The standards of Section 17.03.065.J, Supplemental Standards apply to all multiple-family, residential mixed-use, and attached single family development within the DMU, SSMU, and SSMU-R zones.
Supplemental Standards, All Development. The standards below apply to all development in the DMU, SSMU, and SSMU-R zones.
1. Wall Plane Modulation.
a. All non-residential street-facing façades must have at least one horizontal or vertical projection or recess at least two feet in width and depth, for every 50 horizontal feet of wall.
Wall Plane Modulation
b. Horizontal articulation must include a differentiated base, a roof cornice line or parapet, and an eave, awning, overhang, transom feature, belt course, or other architectural element that frames the middle section of the building. c. Buildings or portions of buildings over two stories must include articulation for the top story of the building. This may be accomplished through a change in color, change in material, a cornice/belt course at the bottom of the uppermost floor, change in roof pitch, such as a gable, or an upper-story step-back.
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Figure 17.17.040.B: Building Façade Visible from Public Street
2. Ground Floor Height.
a. Non-residential ground level floor-to-ceiling height must be a minimum 11 feet. b. Non-residential ground floor height may not differ from the height of any adjacent non-residential use by more than two feet.
3. Building Transparency/Required Openings. Exterior walls facing and within 20 feet of a front or street side property line shall include windows, doors, or other openings for at least 50 percent of the building wall area located between two and one-half and seven feet above the level of the sidewalk. Such walls may run in a continuous plane for no more than 30 feet without an opening.
a. Design of openings. Openings fulfilling this requirement shall have transparent glazing and provide views into display areas, sales areas, work areas, lobbies, or similar active spaces, or into window displays that are at least three feet deep. b. Exceptions. The following are exempt from this requirement:
i. Residential uses; and
ii. Multi-level garages.
c. Reductions. This requirement may be reduced or waived if the Community Development Director makes the following findings:
i. The proposed use has unique operational characteristics with which providing the required transparency and openings is incompatible; and ii. Street-facing building walls will exhibit architectural relief and detail and will be enhanced with landscaping to create visual interest at the pedestrian level.
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Figure 17.19-3. Building Transparency/Required Openings Exhibit d. Enhancement on Blank Walls. Blank walls that exceed eight horizontal feet at the ground level must include one or more of the following:
i. A pattern of insets;
ii. A building base of at least 2.5 feet in height and a cornice at the top of the ground level;
iii. Landscaping that, at maturity, obscures a minimum 50 percent of the wall area; or
iv. Landscaped trellises or lattices over a minimum 50 percent of the wall area.
4. Building Entrances.
a. Orientation. The primary building entrance shall face a public sidewalk. Buildings located in the interior of a site shall have the primary entrance face a pedestrian walkway that is connected to a public sidewalk.
b. Separation of residential and non-residential entrances. Entrances to residential units, either shared or common, must be a minimum 30 horizontal feet from commercial entrances.
5. Building Orientation. Building frontages shall be generally parallel to streets and pedestrian walkways.
6. Corner Design. Building design at intersections must exhibit signature architectural features at the corner. Features may include but are not limited to tower elements , wrap- around bay windows, or rounded or chamfered corners elements, or decorative parapets.
7. 360-Degree Design. All buildings must be designed with “360-degree design” where each exterior wall is designed equivalent to the primary facade in the extent of building articulation, level of detail, and quality of exterior materials, and consistent with the color scheme of the primary facade. Details include but are not limited to window and door trim, window and door recesses, cornices, belt courses, columns/piers, posts/beams, brackets, columns/arches, and roof forms.
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8. Additions/remodels. Notwithstanding the design standards of this Chapter, additions to and remodels of existing buildings, including porches, balconies and decks, must match the architectural design and detail of the existing building.
9. Pedestrian Access and Circulation. On-site pedestrian circulation and access shall be provided consistent with the following standards.
a. Internal connections. A system of pedestrian walkways shall connect all buildings on a site to each other, to on-site automobile and bicycle parking areas, and to any on-site open space areas or pedestrian amenities.
b. Paving. Paving within required setback areas must be distinct from the adjacent public sidewalk in color, design, or texture.
c. To circulation network. Regular connections between on-site walkways and the public sidewalk and other planned or existing pedestrian routes or trails shall be provided. An on-site walkway shall connect the primary building entry or entries to a public sidewalk on each street frontage.
d. To neighbors. Direct and convenient access shall be provided to adjoining residential and commercial areas to the maximum extent feasible while still providing for safety and security.
e. To transit. Safe and convenient pedestrian connections shall be provided from transit stops to building entrances.
f. Pedestrian walkway design.
i. Walkways shall be a minimum of six feet wide, shall be hard-surfaced, and paved with permeable materials. Walkway widths may be reduced to three feet wide for small lot development (Section 17.11.030.D). ii. Where a required walkway crosses a driveway, parking ar ea, or loading area, it must be clearly identified using a raised crosswalk, a different paving material, or a similar method.
iii. Where a required walkway is parallel and adjacent to an auto travel lane, it shall be raised or separated from the auto travel lane by a raised curb at least four inches high, bollards, or another physical barrier.
10. Public Open Space Requirement. Developments with 50,000 square feet or more of non- residential floor area on sites of five acres or larger shall provide open space consis tent with the following:
a. Forty square feet of open space shall be provided for every 1,000 square feet of nonresidential floor area for the first 100,000 square feet of non -residential floor area, plus 20 square feet of open space for every 1,000 square feet of non- residential floor area over 100,000 square feet.
b. Such open space shall be visible and accessible from a public street, or from on - site areas normally frequented by customers and shall be accessible during business hours. Areas within required setbacks may count towards the open space requirement.
c. Such open space shall have a minimum dimension of 40 feet. d. Amenities shall be included that enhance the comfort, aesthetics, or usability of the space, including trees, landscaping, shade structures, seat ing (e.g., fixed
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seating, planter ledges, etc.), lighting, drinking fountains, public art, or performance areas.
e. The surface of the open space shall allow for convenient outdoor activity, recreation, and/or gathering. Such surface may be plant or hardscape material, or a combination thereof.
11. Parking Design.
a. Surface Parking Area Design. Surface parking areas must be separated from on- site buildings by a minimum distance of five feet that is either paved or landscaped. b. Garages. Garage doors must be recessed a minimum of six inches from the face of the garage.
c. Tandem Parking. Tandem parking may be permitted to satisfy the off-street parking requirement in accordance with the following.
i. No more than two vehicles may be placed one behind the other. ii. Both spaces must be assigned to a single dwelling unit or to employees of the same non-residential establishment.
iii. The tandem parking bay must be a minimum 40 feet by 10 feet in dimension.
iv. Tandem parking to meet required parking for multi-unit development must be located within an enclosed structure and the number of tandem parking spaces may not exceed 50 percent of the total number of spaces. v. Tandem parking may not be used to satisfy the parking requirement for guest parking.
d. Driveway width. Driveways to shared garages may not exceed 35 feet in width. e. Parking visibility. Visible structured parking must be screened from view from the right-of-way by landscaping or decorative screening, or a combination of architectural features and landscaping or living walls. f. Curb cut frequency.
i. A maximum of one curb cut for driveway access may be permitted per street frontage per development project site.
ii. On corner lots, curb cuts must be located on the street frontage with the least pedestrian activity whenever feasible.
12. Bicycle Parking.
a. Short-term Bicycle Parking. Short-term secure bicycle parking must be provided to serve shoppers, customers, messengers, guests, and other visitors to a site who generally stay for a period of four hours or less.
i. Spaces Required. For the following uses, the required number of short- term secure bicycle parking spaces is ten percent of the parking spaces required in Chapter 17.05, Off-Street Parking and Loading Standards, in no case fewer than four secure bicycle parking spaces provided per use. (a) Multi-family dwellings;
(b) All public uses; and
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(c) All commercial uses, except automobile/vehicle sales and services.
ii. Location.
(a) Short-term secure bicycle parking must be located outside of pedestrian walkways, and within 100 feet of the main entrance to the building it serves.
(b) Short-term secure bicycle parking must be located outside of the public right-of-way except as allowed through an encroachment permit.
(c) Where the secure bicycle parking area is not visible from the main entrance of the buildings, signs located at the main entrance of the building must identify the location of bicycle parking. iii. Anchoring and Security. For each short-term bicycle parking space required, a stationary, securely-anchored bicycle rack must be provided to which a bicycle frame and one wheel (two points of contact) can be secured with a high-security U-shaped shackle lock if both wheels are left on the bicycle. One such bicycle rack may serve multiple bicycle parking spaces.
iv. Size and Accessibility. Each short-term bicycle parking space must be a minimum of two feet in width and six feet in length and must be accessible without moving other bicycles. Two feet of clearance must be provided between bicycle parking spaces and adjacent walls, poles, landscaping, street furniture, drive aisles, and pedestrian walkways. Five feet of clearance must be provided from vehicle parking spaces. b. Long-Term Bicycle Parking. Long-term bicycle parking must be provided to serve employees, students, residents, commuters, and others who generally stay at a site for four hours or longer.
i. Spaces Required.
(a) A minimum of one long-term secured bicycle parking space must be provided for every four dwelling units or portion thereof. (b) Any establishment with six or more full-time equivalent employees must provide long-term bicycle parking designated on a site plan at a minimum ratio of one bicycle parking space per 10 required vehicle parking spaces. Parking areas with fewer than six spaces are encouraged but not required to provide long-term bicycle parking.
ii. Location. Long-term bicycle parking must be located on the same lot as the use it serves and near a building entrance. In parking structures, long- term bicycle parking must be located near an entrance to the facility.
Where the bicycle parking area is not visible from the entrance of the building, signs located at the entrance or in an entry lobby of the building must identify the location of bicycle parking.
City of Beaumont Code Amendments – Objective Design Standards Public Review Draft | City of Beaumont | 25
iii. Anchoring and Security. Long-term bicycle parking must be located in an enclosed bicycle locker or other secure areas approved by the Community Development Director.
iv. Size and Accessibility. Each long-term bicycle parking space must be a minimum of two feet in width and six feet in length and must be accessible without moving other bicycles. Two feet of clearance must be provided between bicycle parking spaces and adjacent walls, poles, landscaping, street furniture, drive aisles, and pedestrian walkways. Five feet of clearance must be provided from vehicle parking spaces.
17.19.060 Sixth Street Mixed Use Zone (SSMU Zone)
Sixth Street Mixed Use Zone, Development Standards. The following Standards shall apply to the Sixth Street Mixed Use Zone (SSMU Zone):
1. Lot Area and Dimensions. Lot sizes for the Sixth Street Mixed Use Zone (SSMU Zone) shall not be less than 10,000 square feet with a minimum average lot depth of 100 feet and a minimum average lot width of 80 feet.
2. Setbacks and Yards. The following setback requirements are applicable to the Sixth Street Mixed Use Zone (SSMU Zone):
a. Front Yard Setbacks. The minimum front yard setback is five feet and the maximum front yard setback is 10 feet; and minimum 40 feet for above ground parking. The setback for above ground parking may be waive d by the Community Development Director upon making the following findings:
i. The site is small and/or constrained such that underground parking or surface parking located more than 40 feet from the street is not feasible; and
ii. The parking area located within 40 feet of the street is landscaped along the street with a hedge, trellis, and/or landscaping consistent with Chapter
17.06. 17.19.070 Sixth Street Mixed Use—Residential Zone (SSMU-R Zone) Sixth Street Mixed Use Zone, Development Standards. The following Standards shall apply to the Sixth Street Mixed Use—Residential Zone (SSMU-R Zone):
1. Lot Area and Dimensions. Lot sizes for the Sixth Street Mixed Use—Residential Zone (SSMU-R Zone) shall not be less than 10,000 square feet with a minimum average lot depth of 100 feet and a minimum average lot width of 80 feet.
2. Setbacks and Yards. The following setback requirements are applicable to the Sixth Street Mixed Use—Residential Zone (SSMU-R Zone)
a. Front Yard Setbacks. The minimum front yard setback is five feet, and the maximum front yard setback is 10 feet; and minimum 40 feet for above ground parking. The setback for above ground parking may be waive d by the Community Development Director upon making the following findings:
City of Beaumont Code Amendments – Objective Design Standards 26 | City of Beaumont | Public Review Draft
i. The site is small and/or constrained such that underground parking or surface parking located more than 40 feet from the street is not feasible; and
ii. The parking area located within 40 feet of the street is landscaped along the street with a hedge, trellis, and/or landscaping consistent with Chapter
17.06.
Staff Report
TO: City Council
FROM: Nicole Wheelwright, Deputy City Clerk
DATE May 16, 2023
SUBJECT: Authorization for Payment of Invoice from County of Riverside Registrar of Voters
Description Invoice 3792 in the amount of $113,094.71 for election services.
Background and Analysis:
The County of Riverside Registrar of Voters provides election services for the City’s Municipal Elections in consolidation with other cities in Riverside County. These services include voter information guides, ballots with postage paid envelopes, coordination and management of voting centers and voting equipment, tabulation of ballots, and the maintenance of the equipment used to mail and receive ballots.
Fiscal Impact:
The cost for election services exceeded the anticipated and budgeted amount in the FY 2024 Budget, thus initiating the request for a budget amendment. Should the amendment be approved, this invoice will be paid out of the City Clerk’s operational budget account no. 100-1150-7068-0000. Candidate statement costs were paid by each candidate during the nomination period.
Staff estimates the costs to prepare this report to be $85.00.
Recommended Action:
Authorize the payment of $113,094.71 to the County of Riverside Registrar of Voters for Election Services rendered in 2022.
Attachments:
A. Invoice
$110,960.50
$431.86
$436.94
$431.86
$401.69
$431.86
Amount
Election services rendered for the November 8, 2022 Election Candidate Statement Cost Breakdown:
Ron Roy
Jessica Voigt
David Castaldo
Lloyd White
Mike Lara
Description
$113,094.71Amount Due
0 - 30 days 31 - 60 days 61 - 90 days > 90 days Total
$113,094.71 $0.00 $0.00 $0.00 $113,094.71
$0.00Amount Paid
$113,094.71Total
Ship To
City of Beaumont
Attn: Steven Mehlman
550 E. 6th Street
Beaumont, CA 92223
Bill To
5/3/2023Date
3792Number
InvoiceCounty of Riverside
Registrar of Voters
2720 Gateway Drive
Riverside CA 92507
(951) 486-7330
Please return 1 copy of the invoice with your payment.
Make your check payable to the Registrar of Voters.
Net payment due 30 days after invoice date.
Any questions regarding this invoice please call (951)
486-7330. Thank you!
SLOVAK BARON EMPEY MURPHY & PINKNEY LLP
Palm Springs, CA
T (760) 322-2275
Indian Wells, CA
T (760) 322- 9240
Orange County, CA
T (714) 435-9591
San Diego, CA
T (619) 501-4540
New Jersey
T (609) 955-3393
New York
T (212) 829-4399
www.sbemp.com
BILLING DEPARTMENT
[email protected]
REPLY TO:
Palm Springs, California
May 4, 2023
CITY OF BEAUMONT PROFESSIONAL SERVICES THRU: 4/30/2023
TOTAL DUE: $118,914.31
Sincerely,
SBEMP,LLP
By: Accounting Department
SLOVAK BARON EMPEY MURPHY & PINKNEY LLP
Palm Springs, CA
T (760) 322-2275
Indian Wells, CA
T (760) 322- 9240
Orange County, CA
T (714) 435-9591
San Diego, CA
T (619) 501-4540
New Jersey
T (609) 955-3393
New York
T (212) 829-4399
www.sbemp.com
1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107
May 4, 2023
City of Beaumont
E-MAIL INVOICES
Our file no:
City of Beaumont*Cazares&Rosa
Professional services through: 4/30/2023: Invoice # 79354 Amount
BALANCE DUE – PLEASE SUBMIT PAYMENT: $5,453.33
SLOVAK BARON EMPEY MURPHY & PINKNEY LLP
Palm Springs, CA
T (760) 322-2275
Indian Wells, CA
T (760) 322- 9240
Orange County, CA
T (714) 435-9591
San Diego, CA
T (619) 501-4540
New Jersey
T (609) 955-3393
New York
T (212) 829-4399
www.sbemp.com
1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107
May 4, 2023
City of Beaumont
E-MAIL INVOICES
Our file no:
City of Beaumont*CCV Holdings
Professional services through: 4/30/2023: Invoice # 79355 Amount
BALANCE DUE – PLEASE SUBMIT PAYMENT: $2,255.00
SLOVAK BARON EMPEY MURPHY & PINKNEY LLP
Palm Springs, CA
T (760) 322-2275
Indian Wells, CA
T (760) 322- 9240
Orange County, CA
T (714) 435-9591
San Diego, CA
T (619) 501-4540
New Jersey
T (609) 955-3393
New York
T (212) 829-4399
www.sbemp.com
1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107
May 4, 2023
City of Beaumont
E-MAIL INVOICES
Our file no:
City of Beaumont*Deryke
Professional services through: 4/30/2023: Invoice # 79356 Amount
BALANCE DUE – PLEASE SUBMIT PAYMENT: $9,382.33
SLOVAK BARON EMPEY MURPHY & PINKNEY LLP
Palm Springs, CA
T (760) 322-2275
Indian Wells, CA
T (760) 322- 9240
Orange County, CA
T (714) 435-9591
San Diego, CA
T (619) 501-4540
New Jersey
T (609) 955-3393
New York
T (212) 829-4399
www.sbemp.com
1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107
May 4, 2023
City of Beaumont
E-MAIL INVOICES
Our file no:
City of Beaumont*Iloputaife
Professional services through: 4/30/2023: Invoice # 79357 Amount
BALANCE DUE – PLEASE SUBMIT PAYMENT: $7,250.55
SLOVAK BARON EMPEY MURPHY & PINKNEY LLP
Palm Springs, CA
T (760) 322-2275
Indian Wells, CA
T (760) 322- 9240
Orange County, CA
T (714) 435-9591
San Diego, CA
T (619) 501-4540
New Jersey
T (609) 955-3393
New York
T (212) 829-4399
www.sbemp.com
1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107
May 4, 2023
City of Beaumont
E-MAIL INVOICES
Our file no:
City of Beaumont*Ochoa
Professional services through: 4/30/2023: Invoice # 79358 Amount
BALANCE DUE – PLEASE SUBMIT PAYMENT: $1,292.50
SLOVAK BARON EMPEY MURPHY & PINKNEY LLP
Palm Springs, CA
T (760) 322-2275
Indian Wells, CA
T (760) 322- 9240
Orange County, CA
T (714) 435-9591
San Diego, CA
T (619) 501-4540
New Jersey
T (609) 955-3393
New York
T (212) 829-4399
www.sbemp.com
1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107
May 4, 2023
City of Beaumont
E-MAIL INVOICES
Our file no:
City of Beaumont*Police Dept
Professional services through: 4/30/2023: Invoice # 79359 Amount
BALANCE DUE – PLEASE SUBMIT PAYMENT: $2,569.50
SLOVAK BARON EMPEY MURPHY & PINKNEY LLP
Palm Springs, CA
T (760) 322-2275
Indian Wells, CA
T (760) 322- 9240
Orange County, CA
T (714) 435-9591
San Diego, CA
T (619) 501-4540
New Jersey
T (609) 955-3393
New York
T (212) 829-4399
www.sbemp.com
1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107
May 4, 2023
City of Beaumont
E-MAIL INVOICES
Our file no:
City of Beaumont*Potrero
Professional services through: 4/30/2023: Invoice # 79360 Amount
BALANCE DUE – PLEASE SUBMIT PAYMENT: $239.00
SLOVAK BARON EMPEY MURPHY & PINKNEY LLP
Palm Springs, CA
T (760) 322-2275
Indian Wells, CA
T (760) 322- 9240
Orange County, CA
T (714) 435-9591
San Diego, CA
T (619) 501-4540
New Jersey
T (609) 955-3393
New York
T (212) 829-4399
www.sbemp.com
1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107
May 4, 2023
City of Beaumont
E-MAIL INVOICES
Our file no:
City of Beaumont*Reeves&Legit
Professional services through: 4/30/2023: Invoice # 79361 Amount
BALANCE DUE – PLEASE SUBMIT PAYMENT: $27.50
SLOVAK BARON EMPEY MURPHY & PINKNEY LLP
Palm Springs, CA
T (760) 322-2275
Indian Wells, CA
T (760) 322- 9240
Orange County, CA
T (714) 435-9591
San Diego, CA
T (619) 501-4540
New Jersey
T (609) 955-3393
New York
T (212) 829-4399
www.sbemp.com
1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107
May 4, 2023
City of Beaumont
E-MAIL INVOICES
Our file no:
City of Beaumont*Sandoval
Professional services through: 4/30/2023: Invoice # 79362 Amount
BALANCE DUE – PLEASE SUBMIT PAYMENT: $797.50
SLOVAK BARON EMPEY MURPHY & PINKNEY LLP
Palm Springs, CA
T (760) 322-2275
Indian Wells, CA
T (760) 322- 9240
Orange County, CA
T (714) 435-9591
San Diego, CA
T (619) 501-4540
New Jersey
T (609) 955-3393
New York
T (212) 829-4399
www.sbemp.com
1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107
May 4, 2023
City of Beaumont
E-MAIL INVOICES
Our file no:
City of Beaumont*Thomas Family
Professional services through: 4/30/2023: Invoice # 79363 Amount
BALANCE DUE – PLEASE SUBMIT PAYMENT: $3,107.50
SLOVAK BARON EMPEY MURPHY & PINKNEY LLP
Palm Springs, CA
T (760) 322-2275
Indian Wells, CA
T (760) 322- 9240
Orange County, CA
T (714) 435-9591
San Diego, CA
T (619) 501-4540
New Jersey
T (609) 955-3393
New York
T (212) 829-4399
www.sbemp.com
1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107
May 4, 2023
City of Beaumont
E-MAIL INVOICES
Our file no:
City of Beaumont*Urban Logic
Professional services through: 4/30/2023: Invoice # 79364 Amount
BALANCE DUE – PLEASE SUBMIT PAYMENT: $23,984.50
SLOVAK BARON EMPEY MURPHY & PINKNEY LLP
Palm Springs, CA
T (760) 322-2275
Indian Wells, CA
T (760) 322- 9240
Orange County, CA
T (714) 435-9591
San Diego, CA
T (619) 501-4540
New Jersey
T (609) 955-3393
New York
T (212) 829-4399
www.sbemp.com
1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107
May 4, 2023
City of Beaumont
E-MAIL INVOICES
Our file no:
City of Beaumont*Wright
Professional services through: 4/30/2023: Invoice # 79365 Amount
BALANCE DUE – PLEASE SUBMIT PAYMENT: $25,086.60
SLOVAK BARON EMPEY MURPHY & PINKNEY LLP
Palm Springs, CA
T (760) 322-2275
Indian Wells, CA
T (760) 322- 9240
Orange County, CA
T (714) 435-9591
San Diego, CA
T (619) 501-4540
New Jersey
T (609) 955-3393
New York
T (212) 829-4399
www.sbemp.com
1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107
May 4, 2023
City of Beaumont
E-MAIL INVOICES
Our file no:
City of Beaumont-Gen Lit
Professional services through: 4/30/2023: Invoice # 79366 Amount
BALANCE DUE – PLEASE SUBMIT PAYMENT: $6,737.50
SLOVAK BARON EMPEY MURPHY & PINKNEY LLP
Palm Springs, CA
T (760) 322-2275
Indian Wells, CA
T (760) 322- 9240
Orange County, CA
T (714) 435-9591
San Diego, CA
T (619) 501-4540
New Jersey
T (609) 955-3393
New York
T (212) 829-4399
www.sbemp.com
1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107
May 4, 2023
City of Beaumont
E-MAIL INVOICES
Our file no:
City of Beaumont-Labor&Employ
Professional services through: 4/30/2023: Invoice # 79367 Amount
BALANCE DUE – PLEASE SUBMIT PAYMENT: $1,386.20
SLOVAK BARON EMPEY MURPHY & PINKNEY LLP
Palm Springs, CA
T (760) 322-2275
Indian Wells, CA
T (760) 322- 9240
Orange County, CA
T (714) 435-9591
San Diego, CA
T (619) 501-4540
New Jersey
T (609) 955-3393
New York
T (212) 829-4399
www.sbemp.com
1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107
May 4, 2023
City of Beaumont
E-MAIL INVOICES
Our file no:
City of Beaumont-OverRetainer
Professional services through: 4/30/2023: Invoice # 79368 Amount
BALANCE DUE – PLEASE SUBMIT PAYMENT: $21,844.80
SLOVAK BARON EMPEY MURPHY & PINKNEY LLP
Palm Springs, CA
T (760) 322-2275
Indian Wells, CA
T (760) 322- 9240
Orange County, CA
T (714) 435-9591
San Diego, CA
T (619) 501-4540
New Jersey
T (609) 955-3393
New York
T (212) 829-4399
www.sbemp.com
1800 E Tahquitz Canyon Way
Palm Springs, CA 92262
Fed. ID #33-0833010
Telephone 760-322-2275
Facsimile 760-322-2107
May 4, 2023
City of Beaumont
E-MAIL INVOICES
Our file no:
City of Beaumont-Retainer
Professional services through: 4/30/2023: Invoice # 79369 Amount
BALANCE DUE – PLEASE SUBMIT PAYMENT: $7,500.00
CAL FIRE/Riverside County Fire Department
Emergency Incident Statistics
Bill Weiser
Fire Chief
5/10/2023
Report Provided By: Riverside County Fire Department
Communications and Technology Division
GIS Section
Incidents Reported for the month of April,2023 and City of Beaumont And Both (Code 2, Alpha, Omega, Code 3, Charlie, Delta, Bravo, Echo) *Incidents are shown based on the primary response area for the incident location. This does not represent total response times for all units only the first unit in.
Please refer to Map and Incident by Battalion, Station, Jurisdiction
False Alarm 4.2%17
Medical 78.9%317
Multi-Fam Dwelling Fire 0.2%1
Other Fire 0.5%2
Other Misc 0.2%1
Public Service Assist 4.5%18
Res Fire 0.2%1
Ringing Alarm 0.2%1
Standby 0.5%2
Traffic Collision 9.5%38
Vehicle Fire 0.5%2
Wildland Fire 0.5%2
Total:100.0%402
Response Activity
Incidents Reported for the month of April,2023 and City of Beaumont And Both (Code 2, Alpha, Omega, Code 3, Charlie, Delta, Bravo, Echo) False Alarm 17
Medical 317
Multi-Fam Dwelling Fire 1
Other Fire 2
Other Misc 1
Public Service Assist 18
Res Fire 1
Ringing Alarm 1
Standby 2
Traffic Collision 38
Vehicle Fire 2
Wildland Fire 2
5.1 +10 Minutes +20 Minutes Average
28 0
+5 Minutes
143 57.2%
% 0 to 5 min
Average Enroute to Onscene Time*
Incident Total: 402
230
<5 Minutes
Enroute Time = When a unit has been acknowledged as responding. Onscene Time = When a unit has been acknowledge as being on scene. For any other statistic outside Enroute to Onscene please contact the IT Help Desk at 951-940-6900 *CODE 3 and CODE 2 incidents are included in the total count of incidents and the average Enroute to Onscene Time.
*Incidents are shown based on the primary response area for the incident location. This does not represent total response times for all units only the first unit in.
Last Updated 5/10/2023 2:52:15AM Page 1298 of 1311
False
Alarm
Medical Multi-Fam
Dwelling
Fire
Other
Fire
Other
Misc
Public
Service
Assist
Res Fire Ringing
Alarm
Standby Traffic
Collision
Vehicle
Fire
Wildland
Fire
Total
Battalion 3 Station 20
Beaumont
City of Beaumont 6 105 0 1 0 13 0 1 0 8 1 0 135
Station Total 6 105 0 1 0 13 0 1 0 8 1 0 135
Station 22
Cherry Valley
City of Beaumont 1 61 0 0 0 3 0 0 0 4 0 0 69
Station Total 1 61 0 0 0 3 0 0 0 4 0 0 69
Station 66
Beaumont City
City of Beaumont 10 151 1 1 1 2 1 0 2 26 1 2 198
Station Total 10 151 1 1 1 2 1 0 2 26 1 2 198
Battalion Total 17 317 1 2 1 18 1 1 2 38 2 2 402
Grand Total 17 317 1 2 1 18 1 1 2 38 2 2 402
Incidents by Battalion, Station and Jurisdiction
*Incidents are shown based on the primary response area for the incident location. This does not represent total response times for all units only the first unit in.
Last Updated 5/10/2023 2:52:15AM Page 1299 of 1311
False
Alarm
Medical Multi-Fa
m
Other
Fire
Other
Misc
Public
Service
Res Fire Ringing
Alarm
Standby Traffic
Collision
Vehicle
Fire
Wildland
Fire
Total
City of Beaumont 17 317 1 2 1 18 1 1 2 38 2 2 402
Grand Total 17 317 1 2 1 18 1 1 2 38 2 2 402
Incidents by Jurisdiction
*Incidents are shown based on the primary response area for the incident location. This does not represent total response times for all units only the first unit in.
Last Updated 5/10/2023 2:52:15AM Page 1300 of 1311
DISTRICT 5
YXSTIAN
GUTIERREZ
Grand
Total
False Alarm 17 17
Medical 317 317
Multi-Fam Dwelling Fire 1 1
Other Fire 2 2
Other Misc 1 1
Public Service Assist 18 18
Res Fire 1 1
Ringing Alarm 1 1
Standby 2 2
Traffic Collision 38 38
Vehicle Fire 2 2
Wildland Fire 2 2
Total 402 402
Incidents by Supervisorial District - Summary
*Incidents are shown based on the primary response area for the incident location. This does not represent total response times for all units only the first unit in.
Last Updated 5/10/2023 2:52:15AM Page 1301 of 1311
*Incidents are shown based on the primary response area for the incident location. This does not represent total response times for all units only the first unit in.
Last Updated 5/10/2023 2:52:15AM Page 1302 of 1311
CAL FIRE/Riverside County Fire Department
Emergency Incident Statistics
Bill Weiser
Fire Chief
5/10/2023
Report Provided By: Riverside County Fire Department
Communications and Technology Division
GIS Section
Incidents Reported for the month of April,2023 and City of Beaumont And Both (Code 2, Alpha, Omega, Code 3, Charlie, Delta, Bravo, Echo) *Incidents are shown based on the primary response area for the incident location. This does not represent total response times for all units only the first unit in.
Please refer to Map and Incident by Battalion, Station, Jurisdiction
False Alarm 4.2%17
Medical 78.9%317
Multi-Fam Dwelling Fire 0.2%1
Other Fire 0.5%2
Other Misc 0.2%1
Public Service Assist 4.5%18
Res Fire 0.2%1
Ringing Alarm 0.2%1
Standby 0.5%2
Traffic Collision 9.5%38
Vehicle Fire 0.5%2
Wildland Fire 0.5%2
Total:100.0%402
Response Activity
Incidents Reported for the month of April,2023 and City of Beaumont And Both (Code 2, Alpha, Omega, Code 3, Charlie, Delta, Bravo, Echo) False Alarm 17
Medical 317
Multi-Fam Dwelling Fire 1
Other Fire 2
Other Misc 1
Public Service Assist 18
Res Fire 1
Ringing Alarm 1
Standby 2
Traffic Collision 38
Vehicle Fire 2
Wildland Fire 2
5.1 +10 Minutes +20 Minutes Average
28 0
+5 Minutes
143 57.2%
% 0 to 5 min
Average Enroute to Onscene Time*
Incident Total: 402
230
<5 Minutes
Enroute Time = When a unit has been acknowledged as responding. Onscene Time = When a unit has been acknowledge as being on scene. For any other statistic outside Enroute to Onscene please contact the IT Help Desk at 951-940-6900 *CODE 3 and CODE 2 incidents are included in the total count of incidents and the average Enroute to Onscene Time.
*Incidents are shown based on the primary response area for the incident location. This does not represent total response times for all units only the first unit in.
Last Updated 5/10/2023 2:52:15AM Page 1304 of 1311
False
Alarm
Medical Multi-Fam
Dwelling
Fire
Other
Fire
Other
Misc
Public
Service
Assist
Res Fire Ringing
Alarm
Standby Traffic
Collision
Vehicle
Fire
Wildland
Fire
Total
Battalion 3 Station 20
Beaumont
City of Beaumont 6 105 0 1 0 13 0 1 0 8 1 0 135
Station Total 6 105 0 1 0 13 0 1 0 8 1 0 135
Station 22
Cherry Valley
City of Beaumont 1 61 0 0 0 3 0 0 0 4 0 0 69
Station Total 1 61 0 0 0 3 0 0 0 4 0 0 69
Station 66
Beaumont City
City of Beaumont 10 151 1 1 1 2 1 0 2 26 1 2 198
Station Total 10 151 1 1 1 2 1 0 2 26 1 2 198
Battalion Total 17 317 1 2 1 18 1 1 2 38 2 2 402
Grand Total 17 317 1 2 1 18 1 1 2 38 2 2 402
Incidents by Battalion, Station and Jurisdiction
*Incidents are shown based on the primary response area for the incident location. This does not represent total response times for all units only the first unit in.
Last Updated 5/10/2023 2:52:15AM Page 1305 of 1311
False
Alarm
Medical Multi-Fa
m
Other
Fire
Other
Misc
Public
Service
Res Fire Ringing
Alarm
Standby Traffic
Collision
Vehicle
Fire
Wildland
Fire
Total
City of Beaumont 17 317 1 2 1 18 1 1 2 38 2 2 402
Grand Total 17 317 1 2 1 18 1 1 2 38 2 2 402
Incidents by Jurisdiction
*Incidents are shown based on the primary response area for the incident location. This does not represent total response times for all units only the first unit in.
Last Updated 5/10/2023 2:52:15AM Page 1306 of 1311
DISTRICT 5
YXSTIAN
GUTIERREZ
Grand
Total
False Alarm 17 17
Medical 317 317
Multi-Fam Dwelling Fire 1 1
Other Fire 2 2
Other Misc 1 1
Public Service Assist 18 18
Res Fire 1 1
Ringing Alarm 1 1
Standby 2 2
Traffic Collision 38 38
Vehicle Fire 2 2
Wildland Fire 2 2
Total 402 402
Incidents by Supervisorial District - Summary
*Incidents are shown based on the primary response area for the incident location. This does not represent total response times for all units only the first unit in.
Last Updated 5/10/2023 2:52:15AM Page 1307 of 1311
*Incidents are shown based on the primary response area for the incident location. This does not represent total response times for all units only the first unit in.
Last Updated 5/10/2023 2:52:15AM Page 1308 of 1311
www.hdlcompanies.com | 888.861.0220
Q4 2021*
Q4 2022*
Legend
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
SALES TAX BY MAJOR BUSINESS GROUP*Allocation aberrations have been adjusted to reflect sales activity Business
and
Industry
County
and State
Pools
General
Consumer
Goods
Building
and
Construction
Fuel and
Service
Stations
Restaurants
and
Hotels
Autos
and
Transportation
Food
and
Drugs
TOP 25 PRODUCERSCITY OF BEAUMONT HIGHLIGHTS
Published by HdL Companies in Spring 2023
SALES TAX UPDATE
CITY OF BEAUMONT
4Q 2022 (OCTOBER - DECEMBER)
1st Street Arco
84 Lumber Co
Amazon Com Services
Amazon MFA
Beaumont Gas Mart
Beaumont RV
Best Buy
Big Tex Trailers
Carson Trailer
Grove 76
Home Depot
Icon Health & Fitness
In N Out Burger
Kohls
Mayas Chevron
Oak Valley 76
Oak Valley Chevron
Pacific Manufactured Homes
Rite Aid
Ross
Shell
Stater Bros
USA Gas
Walmart Supercenter
Wolverine Worldwide
Beaumont’s receipts from October
through December were 4.3% above the
fourth sales period in 2021. Excluding
reporting aberrations, actual sales were
up 3.3%.
The business-industry sector reported a
strong sales quarter in 4Q22.
Fuel prices in southern California were
up an average of $1.80 a gallon when
compared to the year ago period,
pushing up revenue from fuel-service
stations.
Growth in food-drugs kept pace
with a solid uptick, as food prices are
significantly higher than they were a year
ago.
Despite the potential for recession,
continued inflation, critical labor
shortages, supply chain issues and rising
interest rates, receipts from building-
construction remains steady.
A business that relocated out of the City
negatively impacted the restaurants-
hotels group.
Consumers watched their wallets
closely during the 2022 holiday quarter,
resulting in decreased totals from general
consumer goods when compared to the
year-ago period.
The City’s share of the countywide use
tax pool increased 6.3% when compared
to the same period in the prior year.
Net of aberrations, taxable sales for all
of Riverside County grew 5.8% over the
comparable time period; the Southern
California region was up 5.0%.
TOTAL:$ 7,932,091
3.3% 5.8% 4.7%
COUNTY STATE
BEAUMONT
4Q2022
TOP NON-CONFIDENTIAL BUSINESS TYPES
Q4 '22*
BeaumontBusiness Type Change Change ChangeCountyHdL State
11.2%13.8%3.5% 5,055.3 Fulfillment Centers
7.5%4.1%18.5% 279.0 Service Stations
2.1%-0.7%-0.1% 229.0 Building Materials
5.7%5.1%0.7% 150.1 Quick-Service Restaurants
-23.5%-24.4%6.9% 125.4 Trailers/RVs
10.8%1.6%1.5% 94.2 Electronics/Appliance Stores
6.2%8.2%11.5% 75.5 Grocery Stores
8.1%4.4%-11.1% 54.8 Casual Dining
4.2%7.9%-28.0% 52.0 Light Industrial/Printers
11.7%17.4%1.3% 43.7 Contractors
*Allocation aberrations have been adjusted to reflect sales activity *In thousands of dollars
REVENUE BY BUSINESS GROUP
Beaumont This Calendar Year*
6%
Cons.Goods
16%
Others
14%
Pools
64%
Bus./Ind.*ADJUSTED FORECONOMIC DATA
SALES TAX UPDATECITY OF BEAUMONT4Q 2022
STATEWIDE RESULTS
California’s local one cent sales and use
tax receipts for sales during the months
of October through December were 4.7%
higher than the same quarter one year ago
after adjusting for accounting anomalies.
A holiday shopping quarter, the most
consequential sales period of the year,
experienced solid results which lifted
revenue to local agencies across the State.
Overall, general consumer goods
growth was up a meager 1.8%, in large
part from merchants also selling gas
as prices remained elevated over last
year. Otherwise, many brick and mortar
retailers experienced mixed results as the
phenomenal prior year activity made for an
extremely difficult comparison. This was
especially true for jewelry stores receipts
which had soared tremendously after the
pandemic as consumers diversified readily
available cash into other assets.
Commuters and seasonal travelers were
again burdened with gas prices above $5
per gallon in most of the State, leaving fuel-
service stations 10% higher than a year
ago. However, this trend did not distract
from spending at local restaurants and
hotels. Increased menu prices and return-
to-office workplaces enhanced gains, with
the Bay Area experiencing it’s greatest
amount of post-pandemic rebound.
Although inventory shortages negatively
impacted unit sales and leasing activity
throughout 2022, year-end returns by new
car dealers, especially high-end luxury and
electric/hybrid brands, sustained auto-
transportation sector gains. In contrast,
rising interest rates and higher gas
prices pulled trailer-RV revenues lower.
Steady housing demand and pend up
construction projects delayed by supply
chain interruptions have contractors
contributing the majority of growth
within the building-construction sector.
With rising interest rates tempering selling
activity, property owners are still likely to
maintain home improvement spending.
Use taxes remitted via the countywide
pools rose a scant 0.3%. While national
ecommerce spending behaviors climbed
upward again, expansion of more in-state
fulfilment centers plus retailers using
existing locations to deliver goods tied
to online orders shifted taxes away from
pools. The offsetting effect was these
dollars being directed to local agency’s
coffers where the goods resided. This
evolving trend is anticipated to persistently
weaken taxes coming from the pools in the
near term.
Looking back, calendar year 2022 exhibited
a 9.5% surge in tax receipts compared
to 2021. Each of the eight major tax
categories all reported greater returns.
Most influential was inflation that drove
up prices on everything from normal daily
purchases to vehicles. Secondarily, all-time
peak global crude oil costs had fuel seller’s
payments skyrocketing.
Heading into 2023, additional interest
rate hikes along with consumer sentiment
waning about the economy foretells
minimal change coming from California’s
taxable sales in the months ahead.