Bell Gardens City Council
May 22, 2023

Unlikely Moderate
12 Building code
changes, new building
ordinances/standard
City or other jurisdiction changes the codes
and regulations, industry standards change.

Revision of design
documents Minor Minor Yes Yes Get grandfathered under prevalent or older codes/regs Minor Minor
QA Management and Construction Means and Methods
13 Dept of Public Health
Approval Agency Approvals
Potential schedule
impacts to start
construction
Likely Critical Yes Yes
Anser will coordinate and manage
Dept of Public Health approval that
ensure that all City and State Dept
requirements are met.

Unlikely Minor
14 Pool Submittals Submittals need to go to Deptartment of Public Health for approval
Schedule
delays, project
costs increases.

Possible
derivative or
criticle path
impacts
Likely Critical Yes Yes
Anser QA team will work closely
with the contractor to obtain all
required submittals
Unlikely Minor
Risk Likelihood Risk Severity
Critical Critical
Likely Major
Possible Serious
Unlikely Moderate
Minor Minor
Conditional Formatting for Risks
Include:

3. WORK PLAN AND APPROACH
738Exhibit 9
Anser Advisory
City of Bell Gardens
CMI Services for Ford Park Aquatics Center
9 |
No. Risk Event Detailed Risk Description Risk Impact Likelihood Severity Potential Time Impact
Potential
Cost Impact Mitigation Measure Likelihood After
Mitigation
Severity After
Mitigation
15 Pool Inspections Inspection need to be conducted by City as well the Dept of Public Health
Schedule delays,
project costs
increases. Possible
derivative or
criticle path
impacts.

Delay of
Occupancy of the
pool.

Likely Critical No No
Pool capacity needs to be
mentioned in the Contract
Documents to ensure the equipment
design is adequate.

Unlikely Minor
16 Pool Capacity vs Pool
Design
Pool equipment needs to meet pool
capacity/number of people using the pool
Equipment
failure/health
hazzard
Likely Critical No Yes
Pool capacity needs to be
mentioned in the Contract
Documents to ensure the equipment
design is adequate.

Minor Minor
17 Pool Maintenance
There should be maintenacne costs included
in the program budget to account for
considering end user in order to maintain
pool/pool equipment. Think about
incorporating equipment efficiency.

Cost / Energy
impacts Possible Moderate No Yes Anser can provide energy savings methods to be self energy efficent Possible Minor
18 Deptartment of Toxic
and Substence Control
Need to obtain approval from DTSC to
ensure the project meets local and state
requirements.

Schedule delays,
project costs
increases. Possible
derivative or
criticle path
impacts.

Likely Critical Yes Yes Include Dept of Toxic Substance Contorl for final approval. Unlikely Minor
19 Pipe Run Coordination
If not planned and coordinated correctly,
pipe runs from different systems may become
congested making future access, maintenance
and repair very difficult.

Future access for
maintenance or
repair
Likely Serious Yes No
To the extent possible, consider
placing the main pool utilities in
pipe chases for ease of access in
the future. Don’t leave it up to the
contractor to determine critical
alignments.

Unlikely Minor
20 Contractor Quality
Control Program
Overall quality can suffer if the contractor is
focused on meeting tight schedules.

Acceleration of
work sequencing
may cause
safety risks, poor
workmanship,
poor quality, and
potential schedule
delays.

Possible Serious Yes Yes
Specs should require contractor to
employ dedicated QC person who
can coordinate regularly with CM’s
QA Manager. Early coordination
with Contractor, regular readiness
review meetings.

Unlikely Minor
21 Permanent power
delay
A delay will effect the ability and timeliness of
equipment start-up and commissioning.

Schedule and
quality Possible Moderate Yes Yes
Include in contractor master
schedule as critical path; Make
contractor responsible for
coordination with critical utilities.

Unlikely Minor
Risk Likelihood Risk Severity
Critical Critical
Likely Major
Possible Serious
Unlikely Moderate
Minor Minor
Conditional Formatting for Risks
Include:

3. WORK PLAN AND APPROACH
739Exhibit 9
Anser Advisory
City of Bell Gardens
CMI Services for Ford Park Aquatics Center
10 |
No. Risk Event Detailed Risk Description Risk Impact Likelihood Severity Potential Time Impact
Potential
Cost Impact Mitigation Measure Likelihood After
Mitigation
Severity After
Mitigation
Safety
22 Heavy Construction
Safety
Use of large equipment could be a risk
hazard for site workers. In addition as the
pool is excavated, any areas where a height
drop of more than 6 feet would necessitate
fall protection equipment.

Safety Hazards Possible Critical Yes No
Contract documents should require
contractor’s safety officer to be on-
site a minimum of once per week.

Have safety personnel on site to
monitor construction and enforce
regulation.

Possible Moderate
23 Waterslide
Entanglement &
Entrapment
Children have suffered serious injuries and
died by getting parts of their clothing tangled
on protrusions or gaps on slides.There should
be no gaps at the tops of slides where the
slide chute connects with the platform that can
entangle clothing or strings.

Safety Hazards Possible Critical No No
There should be no gaps at the
tops of slides where the slide chute
connects with the platform that can
entangle clothing or strings. Reduce
gaps that could catch child’s hand
or fingers. Projections up to 3 inches
in diameter should not stick up more
than 1/8 inch from the slide.

Unlikely Minor
24 Waterslide Guardrail
& Barrier Entrampment
The space between the stepped platforms
should follow the recommendations to
minimize entrapment hazards in enclosed
openings. Any openings between uprights
or between the platform surface and lower
edge of a protective barrier should prevent
passage of a small child’s torso.

Safety Hazards Possible Critical No No
For platform heights above 30”,
bottom edge distance between
platform surface and bottom of
barrier should be less than 3.5”.

Unlikely Minor
25 Age Appropriate
Signage
Signs and/or labels posted in the waterslide
and splash pad areas or on the equipment
should give some guidance to supervisors as
to the age appropriateness of the equipment.

Lack of age approriate signage can lead to
child injuries.

Safety Hazards Possible Critical No No
Waterslide and splash pad areas
should have signs indicating the
appropriate age of the users and
direct children and parents to
equipment appropriate for their age.

Unlikely Minor
Risk Likelihood Risk Severity
Critical Critical
Likely Major
Possible Serious
Unlikely Moderate
Minor Minor
Conditional Formatting for Risks
Include:

3. WORK PLAN AND APPROACH
740Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
11 |

WORK PLAN
Anser’s overall project management philosophy and approach is based on CMAA’s 202 1 Standards of Practice along with a high degree of communication and using proven project tracking tools. Technical quality, budget and/or schedule issues may arise during any project. Our approach is to plan for success by identifying issues early and working them out quickly and efficiently. The following sections discuss in more detail our management approach and the tools we use to maintain project quality, cost and schedule while exceeding the City’s expectations.

Our team’s communication approach facilitates respect and confidence between the City, our team and the contractor as well as project stakeholders such as the design team, regulatory agencies, maintenance departments, the community and facility user groups. To establish solid working relationships, we will immediately schedule a kick-off meeting with the City to identify roles, responsibilities and reporting requirements. During this meeting, the project goals as well as the City’s goals will be clearly defined and used to direct our efforts. We will also outline the protocols that will become the rules of engagement for the team, and our team will practice proactive communication with all project participants. Our team will emphasize the project goals as well as the City’s goals at all meetings.

Our team believes that proper planning is a foundational requirement for a project’s success. We put an emphasis on making sure we have all the elements of project controls, document control, and project administration tools and techniques clearly defined and set up before the project begins. The planning goes on beyond the planning phase. It continues throughout the life of the project through contract administration, dispute resolution and project closeout.

Our staff will be actively engaged during the planning phase and will work collaboratively with all the stakeholders (internal and external; City, pertinent utility agencies, inspection, etc.) to anticipate any concerns or items before that may come up.

We will support the City in selecting the best project delivery approach by defining the advantages and challenges of each strategy. We will address many critical topics such as:

I. Phasing of work and work hours
II. Site safety and security
III. Material specifications and availability
IV. Construction work hour restrictions
V. Local City/County ordinance,
VI. Facility hours of operation and availability
VII. Site logistics
VIII. Site utilities and utility connections (temporary and permanent) IX. Various regulatory agencies/code requirements such as Local Agencies, Department of Public Health and Department of Toxic and Substance Control Our staff will collaborate with all parties to review that the project scope, schedule, and budget are clearly defined and communicated throughout the duration of the project(s).

DEVELOP A PROJECT WORK PLAN
One of the early deliverables our team will develop is the project Work Plan which will utilize the City’s established procedures and guidelines as a baseline to measure, manage, and deliver projects. Key deliverables and requirements will be documented for all phases of the project including the processes and procedures to manage RFIs, submittals, daily/ weekly reports, inspections, material/ equipment inspection and deliveries, communication strategy, meeting requirements, QA/ QC, testing, commissioning and closeout. As part of this process, our team will document the City’s critical reporting requirements such as Cost Performance Index (CPI), Schedule Performance Index (SPI) and other Key Performance Indicators.

PROJECT PROCEDURES MANUAL
Anser find the development of a job specific Project/Program Management Manual is key to the success of every project. The project procedures manual provides a guide to our clients, their staff and consultants to secures coordination and integration during all phases of planning, design and construction. The manual does not supersede any contractual relationships between the consultants/contractors the stakeholders. The plan may include the following and be updated on a regular basis as the project evolves and additional team members and task are added:

3. WORK PLAN AND APPROACH
741Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
12 |
„  Reporting and documentation protocols
„  Communication protocols
„  Meeting Schedules
„  Emergency response protocols
„  Project Directory
„  Procurement
„  Contract Administration and Invoicing Protocols
CITY’S RESPONSIBILITIES
Coordination with the City plays an important role in supporting a construction project on several levels. Anser’s project team and all of the other consultant team members must coordinate and cooperate to ensure a successful project. Some of the City's key responsibilities and roles are:
„ Issuing permits and approvals: The City is responsible for issuing permits and approvals required for construction projects. This includes building permits, zoning permits, and environmental permits. „ Coordination with the public health department (City/LA County) to ensure the pool systems are reviewed and approved prior to final design and acceptance for permitting purposes. This coordination effort is critical in the ultimate success of project completion and certificate of occupancy and ultimate use of the pool facilities. „ Inspecting the construction site: The City is responsible for inspecting the construction site to ensure that the work is being done according to approved plans and specifications. Inspectors may check the site for compliance with building codes, environmental regulations, and safety requirements. „ Providing infrastructure support: The City may be responsible for providing infrastructure support to the construction project, such as water and sewer services, road and sidewalk improvements, and traffic control measures. „ Timely review and approvals of plans and specifications: The City is responsible for reviewing and approving plans and specifications for construction projects. This includes reviewing architectural and engineering plans, environmental impact reports, and other project documents. „ Enforcing regulations: The City is responsible for enforcing regulations related to construction projects. This includes ensuring that contractors have the required licenses and permits, monitoring noise and dust levels, and enforcing safety regulations.
„ Assisting Anser in providing community outreach: Anser and the City will be responsible for providing the requirements for the community outreach and education about construction project. This includes communicating with local residents and businesses about project timelines, traffic impacts, environmental aspects of the project and other construction-related issues.

Overall, the City plays a critical role in supporting Anser and the entire Ford Aquatics Center project team. The City's support is essential to ensuring that construction projects are completed safely, on time, and within budget.

APPROACH TO CONSTRUCTION MANAGEMENT SERVICES
Construction Management Approach
Anser has established a reputation for providing superior services on the most technically challenging projects, by implementing a proactive approach to all our capital projects. Having worked on capital projects and programs of all sizes, our staff has experience delivering billion-dollar-plus programs as well as many limited-scale projects concurrently. We provide specialized training to our staff and equip them with the tools they need to succeed in any short-term or long-term construction project.

Regardless of project scope or size, the fundamentals associated with successful project delivery do not change; they involve conducting proactive risk analyses, constructability reviews, and proactive cost and schedule management. We understand the challenges that City of Bell Gardens will face with this project and we pride ourselves in applying our lessons learned to be the most supportive, responsive, and technically adept resource possible. Anser will also leverage its dynamic and flexible company structure to provide the right resources at the right time to deliver on any of the PM needs that arise throughout the project lifecycle. We have demonstrated this capability through our extensive number of years managing similar projects and implementing Owner’s Representative best practices throughout our client’s project lifecycle, from conception to post construction.

3. WORK PLAN AND APPROACH
742Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
13 |

PROJECT ADMINISTRATION
A successful project is achieved by fostering good relationships between project team members, including City staff, the design team, and the contractor. As the owner’s representative, we will help establish good relationships with all team members, creating efficient chains of communication and treating all parties fairly and with respect. It is our goal for all parties to work cohesively together as one project team to ensure that the project is constructed to the required quality, economic, and safety standards. Before we can begin to accomplish these goals, we must first understand the viewpoints of not only the City, but, also just as importantly and the viewpoints of the design team. This provides us the ability to analyze critical situations from all viewpoints and work with the project team to develop the best solutions throughout the entire project lifecycle, from design to commissioning and close-out.

The Anser team is a proponent of “partnering”, a project approach structured to allow the design and construction process to be performed within an environment of mutual trust, commitment to shared goals, and open communication among the client, design team, and contractor. Partnering establishes a working relationship among all the team members based on a mutually agreeable plan of co-operation and teamwork. Those who agree to work under a partnering approach, work to create an atmosphere in which all parties are working in harmony toward mutual goals to avoid claims and mitigation. Through close communication and establishing mutually agreeable goals at the beginning of the project, great results can be achieved while reducing the need for claims and litigation lawyers. The objective is a “win-win” attitude between all parties due to the design and construction process.

PROJECT COMMUNICATION
Anser establishes open communicates with City staff, design firms, regulatory agencies, and project stakeholder groups through various channels to ensure effective collaboration and coordination during construction projects. Upon contract award, our Senior Project Manager, Stephen Mutch, will lead a series of kick-off meetings with the City and the A&E firm. The kick-off meetings will provide an opportunity to align on the project scope, communication protocols, project risk, safety, security, and schedule and will also be a key opportunity to level-set on the roles and responsibilities between the City, Anser, and A&E firm. A successful project is centered around four key principles: collaboration, cooperation, communication, and chemistry. A clear understanding of the basic responsibilities and interrelationships of all team is critical and must be identified early.

Initially we'll establish hey contact list identifying individuals and key roles with decision making authority. We will look to these individuals to collaborate with the answer team on various aspects of the design documents throughout the project. Anser will develop an agenda for these meetings to focus the groups attention to key issues. These regular meetings with City staff and other team members will discuss the progress of the project, resolve any issues or concerns, and plan upcoming activities. These meetings can be conducted in-person, virtually, or through conference calls depending on the preference of the parties involved.

Effective communication is crucial in ensuring that construction projects are completed on time, within budget, and to the satisfaction of all parties involved. Therefore, Anser and the entire Ford Aquatics team must establish clear lines of communication and make sure that everyone involved is kept informed of project progress and any issues encountered.

Overall, effective communication regarding the project schedule is essential to ensure that the project progresses according to plan and that all parties involved are aware of any changes or impacts that may occur. Anser will develop a pre-construction schedule to track and update tall team members to keep everyone informed of any changes and to focus on the selected bid and start of construction dates. The schedule updates will be provided through regular meetings or through written reports, and they should identify any schedule impacts resulting from project delays, changes in scope, or unforeseen events.

Anser has the ability to assist in the development of a Responsibility Assignment (RACI) Chart. By utilizing the skills in team member responsibilities and functional relationships to clearly set forth the project objectives and team control mechanisms. We can use our RACI Chart to track stakeholder commitments and obligations as contained in all applicable agreements.

3. WORK PLAN AND APPROACH
743Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
14 |

PUBLIC OUTREACH
Stakeholder Engagement
The area surrounding the project footprint is mainly residential. CPOG’s approach will be to ensure we communicate early and often with the residents and reach out to the aquatic center’s customers. CPOG can also utilize tools and lists from adjacent recreational businesses including Rio Hondo Golf Club, Bell Gardens Sports Center, and Crawford Park. CPOG assumes construction will largely be contained within the project footprint and that impacts to residents and the center’s customers will be truck traffic/hauling, noise, vibration, and maybe dust.

Approach to Public Outreach
CPOG’s strategy for success on this project is to execute a transparent, high-touch, multi-pronged construction outreach program that raises awareness across a multitude of stakeholders with a branded set of project materials in digital and print; inform stakeholders about the project, its benefits, and its closures, detours, and impacts.

CPOG will leverage their experience on dozens of construction projects to combine tried-and-true outreach tools with innovative digital conversation platforms to reach a broad audience. CPOG will employ a cost-effective outreach program to generate awareness of the project and its construction and educate and engage local and regional stakeholders early, providing platforms to obtain construction information and be in the know.

CPOG’s team will deliver project information across multiple platforms so that stakeholders experience content and messaging through a variety of touch points, arming us with the community’s concerns, and enabling us to broaden our reach into specific communities within the project’s footprint and beyond.

CPOG will develop branding and templates for various collateral and will explore opportunities to engage with stakeholders throughout construction including leveraging virtual tools such as Zoom for stakeholder meetings and providing a longer shelf life for shared information; working with city staff to utilize their platforms to reach constituents; using geotargeted and geofenced social media campaigns rich with video and graphics; conducting business and residential walks to interact with stakeholders face-to-face; attending local events such as the farmer’s market and seasonal events to engage with stakeholders and educate about the project; provide construction information across various platforms including city website, partner websites, weekly/biweekly construction alerts, and social media; and hosting a hotline to receive and log stakeholder inquiries.

3. WORK PLAN AND APPROACH
Tree Preservation
Anser understands that there is a major concern among residents that frequent the park regarding preservation of trees in the existing park. The tree species include crape myrtles, queen palms, laurels and eucalyptus, with the oldest being between 25 and 35 years of age. Though residents are in support of the construction of the aquatic center, residents have voiced their concern and have vowed to push back against City if a reasonable plan to preserve the trees is not provided.

After reviewing the Planting Plan, there will be 77 new trees planted to replace the trees slated to be removed, as part of the landscaping design.

This is a very public and sensitive issue with local residents that will require carefully planned public outreach. As noted in a recent local newspaper article:
"A battle to save up to 3 1 trees at John Anson Ford Park is brewing as residents vowed to push back against city plans to cut down the trees to make way for an expanded million aquatics center." Our team is prepared to readily address these concerns and will work with City staff to best communicate and mitigate public concerns while also mitigating impacts to the project.
744Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
15 |

PRE-CONSTRUCTION ACTIVITIES
Final Design Development
In this phase, the Anser team will lead Design Development meetings to help guide the A&E firm, review design documents, and offer recommendations that represent the City’s interests. We will assist with final design reviews to ensure technical accuracy and in conjunction with the design team. A value engineering and constructability workshop will be organized by Stephen with the A&E firm to ensure the design is biddable, constructible, and cost effective. This workshop will also serve to identify any discrepancies between drawings, which can help minimize future change orders. Anser will provide a formal report approving design development documents at this stage along with an update ICE estimate which incorporates any VE options from the workshop. Anser will also review and approve the draft bid packages completed by the A&E firm.

Construction Plans & Documents
In this phase, Anser will review the Construction Plans to ensure that all major features of the design are progressing in accordance with Value Engineering decisions. A formal constructability review will be completed to flag any discrepancies between documents and to ensure the design is buildable. Anser will ensure that comments provided during previous reviews are incorporated as well. In support of Bid Document preparation, Anser will perform a final verification that all constructability review, City comments have been addressed and incorporated.

Feasibility and Estimating Efforts
Anser’s approach will be to coordinate our estimating services along with our project and construction management staff to develop and update the feasibility and constructability reviews throughout the completion of design, develop and update construction estimates to confirm that the project is staying on schedule and within the city’s budgets. Our detailed approach to cost estimating is described herein.

Constructability Reviews
The Anser team is a firm believer in the ongoing review of the project documents during this phase. These reviews provide a structured format to evaluate the project plans technical specifications, contract documents and the bid schedule that are all critical in supporting the construction of the facility. These documents need to be coordinated so that the future contractor has a complete understanding of the requirements of the project. This effort will lead to reduce project impacts and ultimately save time and money during the construction phase.

Anser utilizes Bluebeam RevuTM software for their constructability review comments of the project plans and specifications.

Anser will mark up a set of plans on the PDF editor as shown in the example drawing. There are two benefits with this software which can improve efficiency and reduce review times between the project team. First, we can place the drawings in a cloud- based server where multiple team members can comment directly on the PDF. This will allow simultaneous reviews rather than back and forth commenting between the team. Second, once all the comments are compiled on the marked-up pdf set, the software can export a review sheet which clearly identifies the page number, comment and most importantly a picture of the item being discussed. This report is to supplement or replace the excel spreadsheet typically issued as the tracking log for the constructability comments. When reviewing comments, there is no need for a set of plans and excel sheet. This report will combine both and make for more efficient, productive meetings with the team. Additional sketches and drawing details containing recommendations for package improvements will be provided to supplement the comment log to ensure clarity. The comment/response log will be supplemented with full-size sheet plans with markups for each project. Anser very successfully utilized this system when completing reviews on the CV Link project with very positive feedback from all parties.

Value Engineering
The greatest value to our clients occurs when value engineering focuses on the basic function of the project, a building, or a component of a building. During the design phase, Anser approaches value analysis/value engineering as a systematic and rigorous discipline to achieve the basic programmatic requirements of a project, while minimizing cost and maximizing performance. A typical value engineering session includes:
„  Identify needs and definition of function.
„  Develop costs for the various alternative solutions. „  Evaluate and rank the various solutions based on project criteria, feasibility of implementation and cost. „  Determine best-value projects.

3. WORK PLAN AND APPROACH
745Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
16 |
Permitting
Our experience with the permitting of similar projects will allow our staff to closely monitor the progress of the design through the permitting phases. This is not only considered with local agencies but with the Department of Public Health. The need to address although the various agencies in the permitting phase it's critical to make sure that we do not miss an opportunity do you get the project out to bid as soon as possible and not allow the various permitting phases to slow down the design pre bid and construction phases of the work. Anser also understands the project will also require approval from the Department of Toxic and Substence Control to ensure that the project meets local and state requirements.

RISK, COST, SCHEDULE AND QUALITY CONTROLS
Risk Management
Risk is inherent in every project, yet many construction managers attempt to manage cost, time and quality without considering the potential occurrence of unforeseen events. Ignoring potential risks is a recipe for disaster, resulting in blown budgets, blown schedules or compromised quality.

Though risk is inherent in every project, risk management is a particular Anser strength. We consistently and proactively seek to identify potential risks factors and mitigation opportunities that could affect any project, and we work diligently with our clients to keep them apprised of risks, their potential costs to budgets and schedule, and work toward this projects success. Ignoring potential risks is a recipe for disaster - falling out of budget or schedule or compromising quality - however our processes and approaches enable the highest possible level of risk management throughout the duration of the project.

Anser has managed in excess of $50 billion of construction over the past 26 years with less than 1% of projects receiving claims. One key factor in avoiding claims is to identify and mitigate potential risks prior to bid. Anser has formalized and incorporated a streamlined quantitative risk analysis, assessment, and mitigation (RAAM) procedure into its construction management best practices.

Anser practices a style of construction project controls – called active risk mitigation management - that emphasizes the implementation of best practices, recognizing change, actively managing the mitigation of risk (i.e. averting claims), and maintaining comprehensive progress documentation. Anser has a proven track record of proactively helping public agencies mitigate and resolve disputes during the construction period. Our staff is committed to “Project-First” thinking.

This means that we consistently observe the best interests of the project in every action which ultimately impacts cost, time, and quality.

3. WORK PLAN AND APPROACH
746Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
17 |
Our practice of active risk mitigation management is centered around the concept of returning detailed submittal review comments using an artful technique of strategic written criticism. In fact, we co-authored an AACEI white paper with one of our clients, the Port of Long Beach, on this very subject. Anser has demonstrated a firm posture - tempered by fair and cooperative interactions with the general contractor - that is difficult to duplicate since many firms lack the management infrastructure, temperament, or sophisticated field personnel to tactfully execute such an artful balance. In other words, while Anser recognizes and includes the perspective of a general contractor in our analysis, our style of management always adopts a posture of advocacy for our clients.

For this City of Bell Gardens project, Anser assumes the design team practices risk management and has developed a risk register, as described in the previous sections of this proposal. Anser has developed its own risk register based on our review of the 100% Design Development (DD) plans and specifications, geotechnical report and other RFP documents.

If selected one of the first recommended tasks will be to compare and discuss identified potential risks and agree on the implementation of the most effective mitigation measures. Some of the potential risks are critical issues. Anser’s approach to effectively managing risk and our ability to address some of these critical issues are described in the previous sections of this proposal.

Approach to Delivering the Project On-Time and Within Budget A construction manager cannot deliver a Project On-time and within budget or begin to minimize impacts to budgets and schedules or minimize construction claims without first understanding and implementing the key principals of risk management.

Anser’s approach to delivering and minimizing impacts to budgets and schedules is based on CMAA’s 202 1 Standards of Practice, 201 7 Risk Management Guidelines, 201 8 Cost Management Guidelines and 201 9 Time Management Guidelines and 201 7 Quality Management Guidelines. The narrative below will first describe Anser’s approach to managing risk then budgets, schedules and claims.

Cost Management
A key tenet of construction management is controlling cost. Effective cost management begins with the establishment of a realistic project budget within the owner’s cost limitations. It involves the application of cost management principles, skills and techniques implemented to ensure the project is planned, designed, procured and constructed in an economical manner. It also involves a deep understanding and belief that cost cannot be effectively managed without also effectively managing risk, time and quality.

The application of Anser’s cost management principles is based upon CMAA and AACEI (Association for Advancement of Cost Engineering International) best practices. Anser’s high percentage of winning repeat work with existing clients and our history of providing project controls for major programs across the country is a testament to the skill level and ability of Anser staff.

Anser’s excellent track record of controlling cost is also influenced by the fact that Anser has an in-house cost estimating division which is managed by Mr. Andy Kleimola. Andy was the lead cost estimator for PCL Construction for over 25 years and brings a wealth of construction industry insight and current market pricing considerations to every project. Every Anser construction manager works with Andy’s group to prepare preconstruction cost estimates and review contractor change order requests, enabling timely and accurate decision making for our clients that are based on industry-leading market knowledge and applied best practices.

Budget Monitoring
Anser will provide continuous monitoring of the approved project budgets and costs, showing actual costs for activities in progress and estimates for uncompleted tasks. We will identify variances between actual and budgeted, and immediately advise the City whenever projected costs exceed budgets or estimates, together with recommended corrective actions. We will notify the City’s Project Manager in writing when expenditures against the contract reach 75% of the total dollar limit of the contract.

3. WORK PLAN AND APPROACH
747Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
18 |
Internal Cost Control
Anser utilizes Deltek, a trusted and proven accounting and timekeeping software solution designed specifically for businesses working for public agencies and similar clients. The system provides real-time project status for project and corporate management use, and offers extensive job cost reporting, including job summary reports, contract revenue, and cost reporting. This provides our project and management personnel with detailed and summary views of every aspect of a contract or project and enables us to accurately track and manage task order progress and costs.

In addition, we have highly effective corporate administrative controls in place to support execution of projects. Our project managers and task leaders review their costs weekly, and all projects are reviewed monthly by Tyson Atwood, our proposed Principal-in-Charge. Our accounting, timekeeping, and purchasing systems properly track costs incurred and audit those costs. Our internal system has been deemed satisfactory by governmental audits.

Budget and Cost Management
Anser’s approach to minimizing impacts to the budget involves the application of cost management principles, skills and techniques implemented to ensure the project is planned, designed, procured, and constructed in an economical manner. The application of Anser’s cost management principals is based upon CMAA and AACEI (Association for Advancement of Cost Engineering International) best practices. Anser’s extremely high percentage of winning repeat work with existing clients and our history of providing project controls for major programs across the country is a testament to the skill level and ability of Anser staff. It also involves a deep understanding and belief that cost cannot be effectively managed without also effectively managing risk, time and quality.

The keys to managing a budget for a project are broken down into two categories. The first category involves Preconstruction Phase tasks that are done prior to bid to ensure that the scope of work is properly defined and priced. This requires:
„ Having a solid and complete set of construction documents „ Having an accurate construction cost estimate based on those documents „ Identifying potential unforeseen risks and associated costs and including appropriate contingencies in the budget The second category involves tasks performed after the bid. The keys to managing a budget after the bid are:
„ Keeping the contractor on schedule
„ Timely processing of change orders
„ Eliminating scope creep or gaps
One of the biggest exposures to an agency in a construction contract is the cost of delays caused by the agency. In almost all cases owner caused delays are the result of agencies not providing needed information or direction in a timely manner. Our role as construction manager is to make sure that the contractor has all the information and direction necessary to execute the work per contract documents and the approved schedule. Anser will endeavor to engage stakeholders and City staff early and often to ensure that this type of delay does not occur.

In a large construction contract, it is inevitable that some changes will be made due to unforeseen conditions, owner requests and possibly errors in the drawings. The key to minimizing these costs are to get them priced, negotiated and issued to the general contractor as quickly as possible. Our focus on change orders will be to independently price each change within (10) working days and require the contractor to do the same. Then we will negotiate and prepare an owner’s change within (10) working days to present to the City for approval. The driving philosophy behind this speed is to make the contractor price the work prior to performing the work because we know that pre-priced work is always less expensive that than work priced after the fact. A further description of Anser’s approach to cost estimating is described below.

Scope creep tends to be a function of stakeholders or end users seeking the incorporation of project elements that are not included in the scope of work, however many stakeholders or end users do not fully understand the construction documents.

What we have found to work to resolve concerns in these types of situations is engaging the stakeholders or end users during the design phase or as early as possible utilizing tools such as BIM to demonstrate how the space or area will appear. Any requested changes by stakeholders after the bid must be approved by the City’s Project Manager.

3. WORK PLAN AND APPROACH
748Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
19 |
Cost Estimating Services
Estimating services are essential during the various phases of the project from design through construction. Anser employs a staff of professional estimators who can provide the full array of estimating services required to support any project. This service includes the validation of the City/designer estimates for the project prior to bidding to ensure that there are no surprises at the time of bid. They will take into consideration the required phasing, logistics, and schedule for the project that will be prepared by the Anser’s management team, which is sometimes not included in the original estimate. They are aware of the Southern California market conditions and will adjust pricing accordingly. If desired Anser will prepare its own quantity survey for the project to ensure that all scopes of work are properly identified. These quantity surveys and pricing become invaluable during the post-bid interview with the apparent low bidder to verify that they have the complete scope of work and have included the necessary general conditions for all project elements to successfully execute the contract.

Our team has experience in providing estimates in both CSI Masterformat and UniFormat II formats at all levels of design from schematic through construction documents. While estimating we also evaluate the documents for constructability, analyze potential risks, and look for potential value engineering options. We also have experience assisting clients throughout the construction phase including evaluating change orders and reconciling our work with the contractors. We have assembled a strong team with the appropriate knowledge and skills needed to provide estimates that are accurate, clear and transparent.

We bring capabilities that differentiate our service offerings and establish our team as the right fit to meet the cost estimating needs for the City:
„ Our estimating team is managed by Mr. Andy Kleimola. Andy was the lead cost estimator for PCI Construction in Southern California for over 25 years and brings a wealth of construction industry insight and current market pricing considerations to every project.
„ Experience in developing estimates for a variety of clients and projects including complicated MEP, aquatic and recreational facilities as well as infrastructure and civil projects. „ A team with direct knowledge of public agency considerations and challenges with an acute understanding of how to identify risks in advance and address those risks in the preparation of the estimate. „ The ability to staff the assignments with experienced professionals able to meet the schedule and requirements for all cost estimating needs.
„ The ability to draw upon in-house architects, engineers and program managers for estimate peer reviews and consultation as needed.

Our collaborative philosophy and dedication to accuracy, clarity and transparency will allow our team to integrate with City staff and stakeholders to provide accurate cost estimates and budgets so that your team can make the necessary well-informed decisions to successfully deliver your projects. Our proactive approach to communication and risk mitigation will give you confidence in the decisions made.

Time Management
Anser staff are well-versed in the practical application of time management techniques during construction. While our proposed staff members are experts with critical path method (CPM) scheduling and the use of Primavera P6, Anser’s project controls professionals are dedicated construction practitioners first-and-foremost. Due to the fact that many of our professionals bring experience from general contracting, we are highly familiar with general contractor means-and-methods, bid item structuring of contract pricing, bottom-up estimating from quantity take-offs, field quantity measurement techniques, as well as the intricacies of CPM calculations using Primavera P6.

From our extensive experience working at the City of Long Beach, we are acutely familiar with the City’s procurement policies and procedures, standard General Conditions and Special Conditions which traditionally have referenced the Standard Specification for Public Works Construction (SSPWC) specification for scheduling, a standard that is unfortunately inherently very weak. Anser proposes to replace the 1.5-page SSPWC schedule specification with a very robust 16-page scheduling specification similar to the Port’s scheduling specifications (Section 01 326). Anser will also incorporate other industry- recommended analysis protocols (e.g. AACEI).

3. WORK PLAN AND APPROACH
749Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
20 |
Quality Management
Quality is the degree to which a project and its components meet the owner’s expectations, objectives, standards, intended purpose and contract requirements. Therefore, the first and most important element in achieving the desired quality is for the owner and its design team to clearly define the owner’s expectations, objectives, standards and intended purpose in the contract documents.

Achieving the defined level of quality on a complicated project like the Belmont Beach and Aquatic Center is no easy task and requires a team effort. On projects like this, important quality items can be easily overlooked. That is why Anser has found it to be a best practice, particularly on projects over $50 million in value, to assign a dedicated Quality Assurance Manager who will be responsible for overseeing the planning, coordination, monitoring and documentation of all QA efforts.

The firm’s internal Quality Assurance Program Manual provides the framework for our quality control programs. The internal quality assurance/quality control (QA/QC) program for this contract will be managed by Mr. Robert Smith, QA Manager.

Anser’s approach to quality management is further described in the subsequent sections of this proposal.

SYSTEMS AND TECHNICAL TOOLS
Anser uses various software tools, including Procore, virtual office project (VPO), Bluebeam, Primavera P6 scheduling software and Microsoft Teams To effectively manage project drawings, correspondence, submittals, inspection requests, request for information, and schedules.

Anser has knowledge of and experience with a variety of cloud-based construction management software that each provide project management tools, including document management, scheduling, and collaboration features. The construction management firm can use Procore to manage project drawings by uploading, organizing, and tracking revisions to project drawings. They can also use Procore's submittal management feature to manage the submittal process by tracking submittal status, managing approval workflows, and ensuring that all submittals comply with project specifications.

Bluebeam is a PDF editing and markup tool that can be used to review and manage project drawings. The construction management firm can use Bluebeam to review and markup project drawings, collaborate with project stakeholders, and ensure that all project drawings are up-to-date and accurate.

Microsoft Teams is a collaboration platform that can be used to facilitate communication and project management between the construction management firm, City staff, and engineering design firms. The construction management firm can use Teams to schedule meetings, share project information, and collaborate on project documents.

The construction manager will include specific task descriptions in their work breakdown processes. For example:
„ Develop and manage project drawings : The construction management firm will use Procore to organize and track revisions to project drawings. They will work with the engineering design firms to ensure that all project drawings are accurate, up-to-date, and comply with project specifications. „ Manage project correspondence: The construction management firm will use Teams to facilitate communication between project stakeholders, including City staff, engineering design firms, and contractors. They will respond to all project correspondence promptly and ensure that all stakeholders are kept informed of project progress. „ Manage submittals: The construction management firm will use Procore's submittal management feature to track submittal status, manage approval workflows, and ensure that all submittals comply with project specifications. „ Manage inspections: The construction management firm will coordinate with City staff to schedule inspections and ensure that all inspections are completed in a timely and efficient manner. They will also communicate any issues that may arise during inspections to the project stakeholders and work to resolve them promptly. „ Manage project schedule: The construction management firm will use Procore's scheduling feature to develop and maintain a detailed project schedule that outlines the critical path and identifies critical activities. They will provide regular schedule updates to project stakeholders and work to ensure that the project progresses according to plan. „ To track and approve contractor payments, the construction management firm can create a project budget in the City's preferred CMIS that includes the schedule of values (SOV). The SOV can be uploaded to the system, and the budget can be used to track actual project costs against the budgeted costs.

3. WORK PLAN AND APPROACH
750Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
21 |

CLAIMS MANAGEMENT

CLAIMS MANAGEMENT APPROACH
Anser’s approach minimizing construction and/or 3rd party claims includes the following elements:
„ Never take it personally, communicate well defined expectations for everyone „ Rely on relationships. Follow appropriate communication paths and plans to achieve desired outcome. „ Leverage contractual obligations and agreements. Point to the contract. „ Document everything. Given our claims practice, we understand the importance of both what and how to document issues on the project.
„ We will propose all options through every step of the process so that the City will have the most accurate information available to make the best decisions.

It is Anser’s goal to resolve disputes at the field level as much as possible through facilitating understanding of the contractual oblications and providing creative opportunities to acheive win-win outcomes. If appropriate, we will strive to work together with the contractor to come to fair and reasonable settlements of issues, which are acceptable to all parties. Anser believes in and practices proactive communication and proactive management which promotes collaboration on the job, and we will make every attempt to resolve issues before they become disputes.

We will vigorously defend the interests of the City and explicitly enforce the contract documents. Our team employs claims experts with a proven track record with public agencies on projects of all sizes. The Anser team brings valuable “lessons- learned” and as-needed advice on resolving and mitigating potential contractor claims.

The Anser team provides two key differentiators that deliver particular value to our clients: First, our team is dedicated to “Project First” thinking. This means that we consistently observe the best interests of the project in every action. Second, we practice a style of contract administration that emphasizes the implementation of best practices, recognizing change, mitigating risk (i.e. averting claims), and maintaining comprehensive progress documentation. The following sets forth our general technical approach for this task:

Fact Finding
To begin to understand a contractor’s potential claim, Anser will pull lessons learned from contractor’s past arguments, damage analysis, and supporting documentation to understand potential issues related to future projects. Anser will exhaustively research and review key documents, which set forth the issues and relevant parties’ positions. Anser will then compile a complete “potential issue binder” containing potential issues that reference relevant RFIs, change orders, correspondence, pictures, inspector’s dailies, cost analysis and schedule analysis. This contemporaneous data is essential when analyzing a potential contractor claim and is crucial to refute parts of it, if necessary. Anser will gather these documents and organize them in a searchable format for easy retrieval and review. Anser will meet with City staff to gain a more thorough understanding of historical circumstances encountered at project sites and determine the most effective manner to support the City in preventing future claims.

Entitlement Analysis
After gaining an understanding of potential disputed issues, we will evaluate entitlement by determining whether the contractor will be able to comply with the notice provisions of the contract, without which, the City will not have been permitted the opportunity to mitigate its damages. Such a failure may be a bar to arbitration. Stated succinctly, Anser’s determinations are founded from a reasonable interpretation of the contract drawings, specifications, terms, and conditions. Anser’ recommendations are always consistent with and supported by the following standards:
„ California contract law
„ Standard Specifications
„ Requirements of the contract documents, including cited standards such as ASTM, ANSI, AWWA, AWS, etc.
„ Industry standard practices (AACEI, CMAA, AGC)
„ Good engineering practice
„ Contemporaneous documentation (e.g. IDR, minutes,
letters, emails)
„ Common sense

3. WORK PLAN AND APPROACH
751Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
22 |
We will work with City staff to garner and reach a consensus as to the applicability and meaning of the entitlement analyses.

While we will always be advocates for City, we will strive to maintain impartial and unbiased judgment to provide City with the most expedient and equitable risk mitigation measures.

Determining Quantum – Time
One of the first tasks in analyzing a potential contractor request for additional time to complete a project will be to determine whether the proper methodology was used to estimate project duration as set forth in the Contract Documents. We will review the contractor’s methodology for scheduling and resources allocation and confirm that the analysis is consistent with actual circumstances on the projects. This work will result in potential delays being characterized as inexcusable (due to problems for which the contractor is responsible), excusable but not compensable (for example, weather delays), or both excusable and compensable (for which time-related costs may be due the contractor). We will verify that the contractor plans to act diligently and prudently to mitigate any delay on the City’s behalf.

Determining Quantum – Cost
We will review the baseline schedule and monthly updates to determine the critical paths of the project, how the critical paths may potentially change through the course of the project, identify mitigation measures, and develop tables indicating potential variances in completion dates and durations of the work.

CLAIMS RESOLUTION
Our Dispute Resolution specialists are well versed in reviewing the contractor’s requests for changes and assisting in determining entitlement, advise on disputes, provide consultation on interpretation of standards, codes, and regulatory laws along with educating on construction industry standard practices. The team has access to Fastcase which is a comprehensive library of federal and state materials. This access includes regulations, court rules and cases.

It is Anser’s goal to resolve disputes on the field level as much as possible. If appropriate, we will strive to work together with the contractor to come to fair and reasonable settlements of issues, which are acceptable to all parties. Anser believes in and practices proactive communication and proactive management which promotes collaboration on the job, and we will make every attempt to resolve issues before they become disputes. We will vigorously defend the interests of the City and explicitly enforce the contract documents. Our team employs claims experts with a proven track record with public agencies on projects of all sizes. The Anser team brings valuable “lessons-learned” and as-needed advice on resolving and mitigating potential contractor claims.

Anser’s approach to conflict resolution includes the following elements:
„ Never take it personally, communicate well defined expectations for everyone „ Rely on relationships. Follow appropriate communication paths and plans to achieve desired outcome. „ Leverage contractual obligations and agreements. Point to the contract. „ Document everything. Given our claims practice, we understand the importance of both what and how to document issues on the project.
„ We will propose all options through every step of the process so that the City will have the most accurate information available to make the best decisions.

When disputes are elevated to the arbitration or litigation process, the Anser team will help prepare the City’s position paper, rebuttal papers, and presentation materials, as necessary. The lessons learned from past arbitration and litigation support, the claims process, and our team’s extensive construction management knowledge will be put into practice to assist the City in preparing for this process to achieve most favorable results. The Anser team offers unparalleled legal expertise with four of its staff members in possession of the Juris Doctorate (JD) degree to assist the City staff in construction and preparation of materials to be provided to the appropriate legal division. Furthermore, our staff are also Dispute Resolution Board Practitioners and California Supreme Courte expert witnesses that leverage several tens of thousands of hours reviewing contracts and developing claims technical analysis, a particular benefit during the claims resolution process.

This in-house knowledge of the legal system will allow for seamless communication and submission of legally sound documents in ways that can maximize favorability and efficiency of the arduous preparation for arbitration. This benefit and maximization of efforts starts at the earliest stage of the assignment as soon as a Task Order is issued to the Consultant Contract Manager and will be instrumental in avoiding potential pitfalls from the very beginning of the disputes and/or claims.

3. WORK PLAN AND APPROACH
752Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
23 |

PROJECT MANAGEMENT

GRANT ADMINISTRATION
Grant and funding management has many elements, including: ensuring that charges are allowable, allocable, reasonable, and consistent; spending funds in accordance with the budget; paying firms correctly and on time; adhering to City procurement policies; keeping track of equipment bought with grant funds; monitoring expenditures by contractors; tracking cost sharing, if any; filing interim and final progress reports; and closing out awards in a timely fashion. Our grant management services include the following key elements:

Financial Monitoring:
„ Maintaining progressive and well-structured expenditure reports „ Tracking expenditure against budgets, and keeping detailed notes explaining any discrepancies „ Milestone Monitoring
„ Making note of significant project milestones
„ Reviewing each milestone date to assess compliance, and documenting any deviations „ Reporting to the lender as agreed/appropriate
Our experienced team can assist the City with high-
quality and timely services that include, but are not
limited to, visioning and planning recommendations,
internal and external communications, funding and
allocation plan development, project prioritization,
auditing support, eligibility and compliance reviews, and the application of best practices. We will also assist in grant program development, administration, monitoring,
and reporting. We drive the process so that projects
and grant programs are quickly identified, prioritized, implemented, and ultimately driven toward an efficient
and effective closeout per the deadlines outlined by
grant funding agencies. Our team of experts can quickly assemble the right resources to proactively provide the critical services required for these efforts, including, but not limited to:

Information Management:
„ Communication Strategy Development;
„ Needs Assessments;
„ Program Management;
„ Resource Management;
„ Project Planning;
„ Audit Support;
„ Federal Funding Compliance and Monitoring;
„ Subrecipient & Beneficiary Grant Management;
„ Application of Best Practices;
„ Grant Compliance and Administration;
„ Project and Program Risk Assessments; and
„ Reporting (such as to Treasury, Community, and Council)

3. WORK PLAN AND APPROACH
753Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
24 |

BIDDING
Anser recognizes that the City expects us to develop and administer the contractor prequalification process. We will take the lead during the bid phase of the project. Our project planning and approach are focused on minimizing risk of cost and schedule impacts by implementing a thorough constructability/coordination review prior to the release of the bid documents.

Anser will assist the city with the final preparation of the construction documents in preparation for bidding. While we believe that our constructability review should minimize questions to the plans and specifications during the bid phase, Anser will be prepared to help respond to any bidder questions regarding the plans or specifications. Anser will provide clear and concise responses to the bidder questions which the City can use to response in an amendment to the bid. This support will include assistance with any pre job walks, review and response to bidders questions, review of contractors bids and we will make recommendations on the selection of the successful bidder.

Contractor Prequalification
Contractor pre-qualification efforts typically involve a comprehensive evaluation of various factors, including the contractor's experience, personnel, client references, financial status, bonding capacity and safety performance. „ Experience and Personnel: The evaluation of a contractor's experience and personnel typically involves reviewing their past projects, qualifications, and certifications. This information can help assess the contractor's capabilities and expertise in performing the required work.
„ Client References: Evaluating a contractor's client references provides valuable insights into their performance on past projects. It can help assess the contractor's communication skills, ability to meet project timelines and budgets, and overall quality of work.
„ Experience Modification Ratio (EMR): The EMR is a measure of a contractor's safety performance compared to other companies in the same industry. A low EMR indicates that the contractor has a good safety record, while a high EMR may indicate safety concerns.

By considering these factors during the pre-selection process, Anser can help the City identify contractors who are more likely to perform quality work safely and effectively.

CONSTRUCTION PHASE SERVICES

CONTRACT ADMINISTRATION AND DOCUMENT CONTROL
Enabling successful completion of a project is the paramount goal of the Anser construction management approach as it represents the realization of the City’s expected goals and objectives. To accomplish project tasks and achieve these goals, our construction managers employ proven project management tools.

Upon selection, award of a contract and issuance of an NTP, our assigned project manager will refine project planning, enhancing the scope of services. This includes the development of a comprehensive work breakdown structure (WBS) that establishes: (1) responsibility for work assignments, (2) planning and budgets, (3) performance measurements, and (4) communication. The project manager will also prepare a schedule and associated schedule of values that organizes sequenced work functions, activities, and tasks, and determines the critical path items, focusing on staff resource constraints.

As a management tool enabling effective project tracking, a defined work structure accomplishes the following:
„ Organizes all the work described in the scope of work and facilitates proper planning of the approach. „ Reflects the work to be accomplished and the way it is to be managed and performed by assigning specific responsibilities. „ Allows project management flexibility to meet the specific objectives of each base item deliverable. „ Facilitates planning, budgeting, and scheduling.
„ Sets performance measurements that are attainable.
„ Facilitates timely communication and information reporting.

Our construction management team has developed and implemented efficient Construction Management Information Systems (CMIS) for contract administration and control on our past and current projects. The following table represents key intervals in which the Anser team will leverage the City's preferred CMIS in order to best communicate, monitor activities and guide the progression of work on this project.

3. WORK PLAN AND APPROACH
754Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
25 |
Our project controls philosophy is based on the belief that comprehensive documentation of all aspects of the project will maintain accountability of all stakeholders. Anser staff know that comprehensive documentation on each project is the best technique available for avoiding and defending against change orders, claims, managing project time, cost, and quality.

Effective project controls help to assure the City receives a successful project.

Anser has developed a Microsoft SharePoint-based Project Management Information System (PMIS) called Virtual Project Office (VPO) which can be deployed to facilitate project tracking, administration, and management reporting. The VPO is a secure, easy-to-use, web-based workspace that all project stakeholders (City and Anser staff, general contractor etc.) can use to streamline and automate
processes and accelerate
productivity and storage of
all design and construction
documents by leveraging
leading cloud-based
solutions from Microsoft
Office 365 suite.

Anser Documentation Software and Frequency
Item Method Frequency
Master Project Schedule Primavera P6 & Procore Monthly
Four-Week Look-Ahead Schedule Primavera P6, Excel & Procore Weekly Correspondence & Documentation Procore / Word / BlueBeam / Speed Memos / Formal Letters/ Emails
Daily
Backup & Retrieval Procore Daily
Submittals, RFIs, RFPs Procore / BlueBeam Daily
Weekly Statement of Working Days Procore / Excel Weekly Meeting Agenda & Minutes Procore Each Meeting
Master Project Budget Procore / Excel Monthly
Progress Payments Procore / Excel Monthly
Survey & Inspection Requests Procore As Needed
Change Order Processing Procore & Client Forms Monthly
Time and Material Work Procore / Excel Time and Material (T&M) Logs
Daily
Daily Inspection Reports & CM Diary Procore / BlueBeam / iPads / Subconsultant forms
Daily
As-Built Drawings Procore / BlueBeam / Daily Input & Monthly Review Photo & Video Procore / Earthcam / Open Space /
Daily Reports
Photo Daily/Video, Existing Conditions
and, Critical Activities
Contractor/Vendor/Visitors Procore Each Occurrence
PLA & Labor Compliance Reports Procore / Word / Excel Weekly

3. WORK PLAN AND APPROACH
755Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
26 |
Pre-Construction Meeting & Schedule Review
A Pre-construction Scheduling Conference will be held with the City, the design team, contractor, and all applicable stakeholders to discuss the project. During such time, we will review the proposed baseline schedule with the contractor.

At that time we want to understand the approach to the sequencing of work and to minimize resubmissions of the baseline schedule. Opportunities to reduce the overall schedule and reduce the risk of schedule delays will be discussed. We believe it is imperative to the success of a project for the parties to eventually agree upon a reasonable baseline schedule; this is the basis of regularly evaluating progress and apportioning responsibility for any delays. Our full approach to schedule is discussed in subsequent sections of this proposal.

Safely Construct the Project
Safety will be a major focus for our entire field management team. Safety is the prime responsibility of the general contractor and its subcontractors and as such, they will be required to provide a site-specific health and safety plan which is to include OSHA guidelines. If during a site inspection a perceived safety violation is occurring or has occurred, the team will immediately notify the general contractor of the safety violation for immediate action. A safety log will be maintained and discussed at each progress meeting to assure that safety violations are addressed immediately and not made again. Our field management staff have been trained and are monitoring for safety standards, and most possess a minimum of 10-hour OSHA training.

Project Coordination
Weekly Meetings
Anser will schedule and chair weekly progress meetings with the City, contractor, designer, and all applicable stakeholders to the project. The weekly meetings will include, at a minimum, the following items: comments on previous meeting minutes, health and safety issues, weather and SWPPP and AQMD, contract financial status, progress and schedule review, including four- week look-ahead schedule, submittal and RFI review, schedule QA/QC activities, QA/QC results and discussion of any key observations, (i.e., test failures and how they will be addressed) and any task-specific issues.

Monthly Meetings
Monthly Cost and Schedule Update Meetings will be held and will include at a minimum the following items: overall project schedule status, overall project budget status, contract time summary to date, progress payment (if applicable), change order requests, and associated costs. A monthly report summarizing the above will be issued with each meeting.

Special Meetings
Special meetings may be required to address significant events or findings during construction that warrant special attention or pose potential problems or hazards to the completion of the project, particularly those which may result in significant change orders or claims. Special issues will be discussed as they arise and will also be addressed during the weekly construction progress meetings. Anser will promptly investigate each special issue and make recommendations as to a possible resolution.

When and if a particular matter is in dispute, early identification and settlement of conflicting issues will be sought by conferring with the A&E firm and Contractor and, if necessary, resolution meetings will be scheduled. Detailed documentation will be maintained. Each special issue will be flagged, carefully tracked, and logged. Periodic summaries of special issues, including the disposition of each, will be generated and used for discussion with the City and during weekly progress meetings.

Schedule Control and Risk Mitigation
Anser practices a style of construction contract administration – called active risk mitigation management – that emphasizes the implementation of best practices, recognizing change, actively managing the mitigation of risk (i.e. averting claims), and maintaining comprehensive progress documentation. Anser has a proven track record of proactively helping public agencies mitigate and resolve disputes during the construction period. Anser strongly advocates use of the project CPM schedule as the primary tool for collaborative planning and coordination with the general contractor, documenting and reporting progress, scenario-testing, decision-making, and measuring delays.

3. WORK PLAN AND APPROACH
756Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
27 |
The Anser team believes it is imperative to the success of any construction project for the parties to eventually agree upon a reasonable baseline schedule, even if it takes several revisions of the original schedule to reach consensus. Establishing a reasonable and logical baseline schedule provides for a basis to regularly evaluate progress and to contemporaneously apportion responsibility for any delays.

While our proposed Construction Manager, is well-versed in the practical application of time management techniques during construction, one of the main advantages that Anser brings is that we have a dedicated scheduling division who are subject matter experts with critical path method (CPM) scheduling and the use of Primavera P6. Anser’s project controls professionals are dedicated construction practitioners first-and-foremost. Because many of our practitioners bring experience from the general contracting industry, we are familiar with general-contractor-means-and-methods, bid item structuring of contract pricing, bottom-up estimating from quantity take-offs, field quantity measurement techniques, as well as the intricacies of critical-path-method (CPM) calculations using Primavera P6.

Throughout the project, we will review, analyze, and comment on the Contractor’s weekly and monthly updates submitted.

Anser will closely monitor the Contractor’s activities and make sure that the field activities and the duration of those activities match the information presented in the construction schedule. Any deviations should be incorporated into the Contractor’s subsequent monthly update. This includes the cause of the delay, the duration of the delay, the corrective action planned by the contractor, and the budget and schedule impacts to the City.

Progress Reporting
Anser will submit monthly progress reports to the City for review. This report will give a comprehensive overview of the project financials, schedule, change orders, and project risks.

Additionally, this report will detail major milestone activities achieved for the past month, as well as planned activities for the following month.

Submission of Requests for Information (RFIs)
The Contractor will submit any RFIs to the Anser team for review and response. RFIs requiring the approval of the City or the A&E firm will be forwarded for review and response. Anser will maintain an RFI log for the duration of the project to ensure that contractual response times are being met.

Budget Control
As noted in our previous Approach narratives, Anser will establish a cost control system for monitoring and updating the status of the project costs and budget throughout the project. The cost control system shall be computerized and shall integrate cost and schedule. Reports no less than once per month will be issued to detail the status of the project cost and budget. Anser will coordinate with the City on any variances of the actual cost and budget.

SWPPP, AQMD, and Environmental Coordination
Construction activities are ever changing for various reasons throughout a project, thus the reasons for continuous monitoring on a project. Knowing the appropriate BMPs for various construction activities is key to properly implementing a SWPPP and Dust Control Plan, especially on a project with so many working locations. Our team is extremely experienced in both Storm Water and Air Quality as Tyson and Stephen are both Qualified SWPPP Developer’s (QSD).

Prior to any grading activities, we will ensure that all proper dust control signage and necessary BMPs are implemented to properly prevent dust and protect MS4 inlets and any streams nearby that are threatened by sediment. Each project will have various levels of grading and demolition activities which will likely yield a significant amount of dirt that trucks will be accessing.

Anser will ensure that the Contractor maintains properly permitted dust levels, as well as minimizes project track out from the site. Each project will have some scope of work requiring concrete, so our inspectors will ensure the Contractor has washouts set up to rinse out the trucks. We will continually monitor the site for compliance and strictly enforce that all mitigation measures described in the Dust Control Plan and/or SWPPP (if applicable) are being implemented and documented on a daily basis.

Anser has teamed with UltraSystems to ensure that we are meeting all the environmental requirements set forth by the permits.

We will ensure that the appropriate contract language is added to the contract special provisions and will provide quality assurance monitoring as needed throughout the duration of the project.

3. WORK PLAN AND APPROACH
757Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
28 |
Utility Coordination
Anser staff will ensure that all utilities are installed as per plan. Anser will also help timing the coordination of when these utilities are installed on the site, ensuring no delay with the overall construction duration.

Payment Applications
Upon submittal of the Contractor’s monthly invoice, Anser will verify work performed during that period and compare it against the approved schedule of values. Anser will resolve discrepancies with the Contractor and once verified and agreed upon will process the payment application through the Owner’s process. Anser will make a written recommendation for payment to the City.

Labor Compliance
Standards established by the Department of Industrial Relations (DIR) require that Contractors adhere to specific pay requirements and submit certified payrolls to the managing body. Daily diaries, along with employee EEO interviews form the basis for reviewing contractor certified payrolls. During audits of construction records, certified payroll records are an area that is most often reviewed. We have extensive experience providing labor compliance administration and have a dedicated in- house resource who will address all labor compliance needs on this project, Rachael Highley. Any deficiencies will be reported and pursued. Withholding of payment may be utilized to achieve compliance.

QUALITY ASSURANCE/ QUALITY CONTROL (QA/QC)
Anser Advisory recognizes that in today’s competitive marketplace, effective QA/QC systems are essential to provide industry best practices and cost-effective services to our clients. Our management team holds true to this mantra by committing to provide program and construction management services that comply fully with the expectations of our valued clients. In keeping with Anser Advisory’s reputation, project objectives and client expectations will be met with upmost quality standards, never at the expense of safety. We believe that safety and quality are mutually dependent in the success of any client venture.

Anser believes that it is the responsibility of all participants in the project and management staff to ensure that appropriate QC is performed throughout the entire project life cycle. Anser's QC Process includes checks that are made by the person doing the work to verify accuracy and ensure that the correct standards have been followed, a peer review that occurs at all levels of the project, and an independent, formal review of the deliverables by upper management. Furthermore, this QC process also extends to our teaming partners and subconsultants, enabling a full understanding of the QA/QC process through a typical project. The designated roles in a project life cycle can vary from one project and client to the next, however the processes remain steadfast throughout all of our work.

Management has the responsibility to define and document our augmented and/or elevated internal policy and objectives as it relates to this specific project for, and commitment to, quality. Management will ensure that our policy is understood, implemented, and maintained at all levels of the organization. All employees have the responsibility and authority for implementation of established QA/QC activities, however all of our activities at a minimum start from a baseline of our standard QA/QC Program.

Deliver the Project with a High Level of Quality in Constructed Products Quality is the degree to which a project and its components meet the owner’s expectations, objectives, standards, intended purpose and contract requirements. Therefore, the first and most important element in achieving the desired quality is for the owner and its design team to clearly define the owner’s expectations, objectives, standards and intended purpose in the contract documents.

Anser’s approach to quality management is to plan, organize, implement, monitor and document a system of time-tested policies and procedures that assign, coordinate and direct relevant project resources and activities in a manner that will achieve the owner’s objectives and performance requirements for the project.

3. WORK PLAN AND APPROACH
758Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
29 |
Quality across the entire project and throughout all multi-faceted project phases is also achieved through the use of a significant amount of relevant experience in performing tailored assessments, skilled personnel, adequate planning, use of suitable tools and procedures, proper definition of job requirements, proper supervision, and effective technical direction. Quality is verified through surveillance, inspection, testing, checking, cross-checking, review, and audit of work activities and documentation.

Achieving the defined level of quality on a complicated project like the Belmont Beach Aquatic Center is no easy task and is a team effort. On projects like this, important quality items can be easily overlooked. That is why Anser has found it a best practice, on projects over $50M, to assign a dedicated Quality Assurance Manager who will be responsible for overseeing the planning, coordination, monitoring and documentation of the QA efforts.

The firm’s internal Quality Assurance Program Manual provides the framework for our quality control programs. The internal quality assurance/quality control (QA/QC) program for this contract will be managed by Mr. Robert Smith, QA Manager.

Our construction management staff are responsible for the strict monitoring of the general contractor’s quality control procedures in accordance with the contract documents. Anser will manage and coordinate the implementation of the QA/ QC plan and process with the general contractor. Part of this process is the development of the deficiency log which is used to catalog and track observations made by the management team that are not in conformance with the contract documents. This log will be reviewed at each progress meeting to assure that these deficiencies are resolved in a timely manner so not to impact progress.

REPORTING
Data and Reporting Systems
As stated above, Anser believes the primary role of the construction manager is to be the primary project leader, collaborator, communicator, coordinator and facilitator.

The achievement of the performance metrics and project goals is heavily reliant on the team’s ability to collaborate, communicate, coordinate, quickly process contract administrative items (submittals, RFIs, progress payments, change management), jointly monitor and document compliance, and proactively identify and resolve issues. Therefore, it is of the utmost importance that Procore be configured correctly to meet the needs and requirements of the work plan and scope of work.

Anser proposes to assess and recommend in partnership with the City's staff, an appropriate construction management software tool, properly configured for the Construction Phase services, to its full extent and capabilities. If the City's chosen CMIS tool is properly configured it will be the primary data gathering, storage and reporting system used to evaluate project performance.

Other than specialized forms used by subconsultants to track their activities and documents submitted by the contractor and its subcontractors, all other documentation should be generated by or within this system.

Site Monitoring
A safe site, and developing community confidence in that safety, is central to the success of the project. Safety results from planning, and adjusting planning, as well as clear communication for the public and staff. Specific strategies include:
„ Developing a safety FAQ which can be share publicly
„ Logistics planning that is embedded in the development of the project development
„ Maintaining a complete separation between construction zones and occupied zones.

Delivery of the construction project with zero harm is our team’s top priority. To ascertain that occurs, we will rigorous safety precautions to protect our workers and the public.

The following are a few practices carried by our project team to enable safety on site:
„ Take precautions when handling hazardous materials
„ Minimize dust and noise whenever possible
„ Utilize site fencing and security services
„ Safely stage equipment and materials

3. WORK PLAN AND APPROACH
759Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
30 |

INSPECTION AND SURVEYING
Specialty and Deputy Inspection
Twining provides budget monitoring and tracking on all projects. This includes a monthly financial progress report, as well as a specification review for code requirements versus the project-specified scope items. We alert clients immediately if retests are necessary, or if there are any budgetary concerns. We understand that invoice management is a critical internal process on which we place great importance. We value our communication with our clients and seek to deliver a seamless and accurate approach to invoicing and compensation management. We employ strict internal quality control measures to ensure our client’s satisfaction.

Further, Twining assigns multi-certified inspectors whenever possible to ensure that the cost of our service remains as budget- friendly as possible. Twining consistently endeavors to provide multi-licensed and experienced inspectors for our projects. We expect and demand that Twining’s inspection personnel execute their inspection responsibilities in a manner of efficiency and effectiveness and perform multiple inspections when and where possible within the regulations.

Upon discovery of a discrepancy or observing a nonconformance, our inspector will follow the appropriate chain of command and provide effective and meticulous communication of the particulars that need to be addressed. The inspector shall notify the IOR/Project Inspector and contractor immediately of the issue or concern.

In situations related to a lack of information on the project documents, our inspector will work with the project team to get clarifications or obtain additional information from the designer of record. We believe that, through a detailed evaluation of the approved documents by our lead inspector and project manager, and by open and proactive communication and coordination of inspection services, the project team solidly positions themselves to address potential QC issues in advance, aiding in adherence to the project schedule, increasing project production, and decreasing possible cost impact or delays. Our inspection team will maintain detailed documentation including, but not limited to, responses to requests for information (RFIs), all documents relating to changes, amended documents, deferred approvals, approved WPS, and digital submittals via a tablet to have information available for real-time communication with all team members.

In situations related to deviations from the approved construction documents, our inspector will notify the contractor’s foreman about the discrepancy and allow the contractor to correct the deviation. For nonconformance issues that have not been immediately corrected by the contractor, our inspector will communicate with the project superintendent and the inspector of record/project inspector at the end of the day and will keep a list of pending items needing completion. Please note that our goal is not to have a long list of open inspection items at the end of each day.

We believe potential quality control/quality assurance issues can be addressed early and effectively with proactive communication.

Electronic, cloud-based project management tools are the future of the construction industry, and Twining has invested in our electronic systems today to ensure that we are on the cutting edge of technology and prepared to meet the needs of clients and their projects now and in the future. Twining offers fully electronic, real-time reporting solutions for both our field inspections and laboratory test results.

Document Control and Distribution
QESTField is the mobile reporting solution Twining uses for field technicians and inspectors to electronically replace paper- based information gathering on-site for construction materials testing (CMT) and construction inspection activities. This field data collection software functions on both smartphones and tablets and connects field testing and inspection staff with the project team. This field information management system enables Twining to allocate, track, and capture field related work in real time, simplifying report review and approval. It removes the need to physically move paper records, eliminates data transposition, and reduces report turnaround times.

3. WORK PLAN AND APPROACH
760Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
31 |
QESTLab is Twining’s comprehensive Laboratory Information Management System (LIMS) and quality control system. It allows Twining to manage the entire construction materials engineering and testing operation for each of our projects. It is a sophisticated, electronic data management system that we have used to replace paper-based laboratory test reports.

At the start of the project, Twining will provide access to the project team allowing them to directly download all field and laboratory reports. These systems allow us to produce timely close-out documentation for the project as the information is reviewed and organized on a daily basis and ready for incorporation into a final report of all field and laboratory activities when needed.

QA Surveying
Survey staff will be provided to the construction management team to perform the QA construction survey services for the duration of the construction phase of the project. This staff will include:
„ A Field Crew Supervisor to perform computations of survey requests, assist with survey matters and instruct and oversee the QA construction survey operation, as needed, and requested by the resident engineer. The field crew supervisor will be a California-licensed Professional Land Surveyor.
„ Two-person survey crew(s) to perform QA construction staking services, as needed, and requested by the resident engineer. Every effort will be made to ensure the same survey crew personnel will be assigned for the duration of the project.
„ A survey project manager will be assigned to this project to oversee all survey work performed. The survey project manager will be a California-licensed Professional Land Surveyor.

At the onset of construction, the QA survey team will verify the primary control and improvement plans as they pertain to the project. Client-provided primary and project control will be field-verified, and the horizontal design alignments and vertical profiles will be reviewed.

QA Construction survey services will be performed in accordance with the Project Specifications per the resident engineers written request for survey services. It is understood that the QA surveyor will monitor the contractor’s surveyor for compliance with the project surveying requirements. The QA surveyor will verify the contractor’s layout and controls, spot check reference points and finish work, and other related survey tasks as requested by the resident engineer.

Project control provided by the design team will be maintained where possible throughout the duration of construction.

Secondary control will be set and tied to the project control as needed to support the QA construction survey services activities.

Any newly established control will be tied to the client-provided primary and project control.

Topographic field and office surveys can be performed as requested by the resident engineer to address utility, drainage, or other special field studies during the construction phase of the project.

Monument Preservation/Perpetuation
If requested, monument preservation and perpetuation services can be provided for compliance with Section 877 1 of the California Business and Professions Code. Guida can support the construction management team by researching and recovering existing monuments, preparing pre-construction corner records, and filing them with the County.

COMMISSIONING SERVICES
Commissioning is an integral part of the building and quality assurance process to ensure the client receives a completed project that functions according to the design intent. Today’s high- performance building standards require expert planning and coordination to achieve this success. Your facilities are comprised of both static systems (envelope and structure) and dynamic systems (HVAC, MEP, lighting, fire alarm, emergency power, elevators, security, building energy management systems). Our experience has taught us that to focus commissioning merely on HVAC and MEP systems ignoring the integration of other systems (building envelope, low voltage, and security) can shortchange building optimization and functionality, and leave potential for occupant and maintenance and operations issues in the future. Therefore, when recommending which building systems to commission, our primary considerations are driven by the impacts of any given system on the performance of the building as a whole.

3. WORK PLAN AND APPROACH
761Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
32 |
Approach to Commissioning
As your Commissioning Agent (CxA), it is our responsibility to work in collaboration with your team to build a quality, high- performing environment ready for tenants to continue with your sustainable vision for the property. Our commissioning process is an organized, systematic approach based on ASHRAE, BCxA and ACG best practices and our own project management background. It not only complies with Title 24 and adds credits to LEED but also delivers continuous improvement throughout the life of the project and ensures that you receive a completed facility that functions according to your original intent and high- performance criteria and standards. We will develop a commissioning plan that outlines the quality expectations for each team member with updates during each phase of the project to help them succeed.

Our commissioning quality process will proceed with the following general key strategies tailored to the specific needs and requirements:
„ Owner’s Project Requirements Review
„ Seasonal and Warranty Testing
„ BOD/Design Intent Review
„ Measurement and Verification Programs
„ Design Review
„ Building/Energy Assessments
„ Cx Plan Development/Implementation
„ Building Envelope Commissioning
„ Cx Specifications
„ Thermographic Study
„ Submittal Review
„ Thermal Comfort Verification
„ Pre-functional Testing/Quality Checklists
„ Sustainable Education Training
„ Systems Balancing Check
„ Low Voltage/Security Systems
„ Functional Testing and Site Reports
„ Owner Systems Training
„ Master Deficiency Log
„ Systems Manual/Tenant Guidelines
„ O&M Review and Documentation
„ Final Commissioning Report
Delivering competent, responsive Cx services seamlessly within the construction schedule/budget, providing complete progress and close-out documentation, and doing so in a cooperative and collaborative manner is what we’re good at. The true value we bring is dollar savings and facilities that perform as designed. In our experience, we have found that the commissioning services we provide pay for themselves many times over during the course of the project. We achieve this through an approach based on collaboration, strong project management skills and the technical know how to get the job done and help the entire team succeed.

CONSTRUCTION SITE PUBLIC RELATIONS
The Anser team envisions working collaboratively with all City staff and departments to achieve the project goals. To increase the probability of success, Anser is highly recommending the following items:
„ The implementation of a formal partnering program as described above.
„ The establishment of an active Risk Management Committee, involving key City decision makers, that meet at least once a month to identify potential risks, determine likelihood and con-sequence for each, discuss potential cost and time impacts, discuss possible mitigation measures and make decisions on how to proceed. „ Require and pay for Procore to be configured properly for the construction phase scope of work and performance metrics. „ Establish a quick decision-making process from key stakeholders „ Have the City agree not to announce a specific completion date in advance of NTP (too much can happen)
„ Set political pressure aside and establish realistic preconstruction phase and construction phase durations.

3. WORK PLAN AND APPROACH
762Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
33 |

CLOSE-OUT/ POST CONSTRUCTION
Anser’s comprehensive closeout process begins from the very earliest onset of work on a project and carries through to the successful turnover of the project to the City. The following are some of the key steps that Anser’s staff take during the post construction phase of work on your projects:

Project Management - Commissioning
The Anser team will assist the City in establishing a process in the contract documents for project closeout. It should mandate that all construction contractor requirements are accomplished in compliance with contract specifications and include items such as operating and maintenance documentation (manuals) and training, completion of punch list items, final inspection by Anser and the City, warrantees and guarantees, record plans or as-built drawings.

Preliminary and Final Punch Lists
We will conduct inspections of the Project site to determine dates of substantial completion. We will have been
continuously coordinating with all project stakeholders, so we have preliminary and final punch list walks documented that comply with the Construction Contract Documents. Throughout the project, we will communicate efficiently with the Design Consultant so that we have the preliminary and final punch lists prepared and delivered to the Contractor. As the Construction Manager, it is our responsibility to communicate with both the designer and the contractor. We will monitor and ensure that the Contractor addresses all punch list items in compliance with Construction Contract Documents and Design Consultant’s comments and recommendations.

Finally, we will review written guarantees and related
documents assembled by Contractor and shall recommend
to Project Manager the issuance of the final certificate for payment.

As-built Documents and Project Records
Throughout the project, we will keep and maintain redlined (as- built) project plans and specifications documenting all changes during construction. At project closeout phase, we will review Contractor’s redlined as-built plans and specifications submittal in comparison with our as-built plans and specifications prior to sending Contractor’s submittals to the Design Consultant. After receiving record documents from Design Consultant, we will verify all record documents and record these documents to City project records. We will obtain and turn over all other project closeout documents, O&M manuals and all closeout deliverables as required in Construction Contract Documents. Coordinate with Design Consultant to review and accept project closeout documents.

Final Payment
When the Contractor has notified Anser and Anser has confirmed that all punch list items are complete, we will make a recommendation, in writing to the City, in connection with the final payment to the Contractor. To support this recommendation, Anser will assemble all documents relating to final payment, including retention, unresolved change orders, and unpaid invoices, for approval by the owner. Once approval is received for the final payment, which resolves all outstanding financial obligations with the Contractor, the payment is processed, and the contract closed. If there are any claims or adjustments requested by the Contractor, the contract cannot be closed until these are completely resolved.

Final Cost Report
Anser will summarize total project costs in a final report, listing all change orders, and identifying any unresolved issues, which may have a post-construction cost impact, such as a claim or other dispute. Anser will communicate this information in a summary narrative, including assumptions on any post-construction cost impacts, and support this information with a cost and change spreadsheet of final project accounting.

3. WORK PLAN AND APPROACH
763Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
34 |
Occupancy and Close Out
Anser begins a project with the end in mind, so we will be prepared to seamlessly close out this project. Our goal for the Project Closeout phase is to leave the City with a complete, value-added, set of documents and tools to manage your project well into the future. We will make sure the quality of the final output is aligned with the project requirements and your vision for the new building. We will perform Project closeout in compliance with the Construction Contract Documents. Below is a general outline of steps we will take to complete this final task as well as an overview of all deliverables.

Operation and Maintenance (O&M) Manuals and Training
In coordination with the Contractor, A&E firm, Anser will prepare and submit all O&M manuals and training program documentation and will ensure all specified training programs for the City’s staff is completed in accordance with the contract requirements. The specifications will address the systems and subsystems for which manuals and training are required, the media for these materials, quantity and schedule, formatting standards, and other detailed requirements. Anser will document all closeout procedures, tests, training, and documentation in the PMP and submit a finalized PMP to the City.

Project Acceptance and Turn-over
Finally, we will collect, prepare, and submit to the City all Project documentation, electronic files, brochures, material records, final as-built plans from Contractor, warranties, operations and maintenance manuals, final punch-list, and all other closeout documents to turn-over a successful Project to the City.

3. WORK PLAN AND APPROACH
764Exhibit 9
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SECTION 4

KEY PERSONNEL BACKGROUND
Key Personnel
Background
765Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
35 |

KEY TEAM MEMBERS AND ADDITIONAL QUALIFIED RESOURCES
Anser is proposing a single-sourced and unified team representing some of the industry’s best construction management professionals for this contract. The following descriptions present brief resume summaries of our key personnel. Full resumes for all team members are provided at the end of this section. All proposed team members are readily available for their respective assignments.

All responsibilities will be delivered to the City from our Orange County office, which is less than 25 miles from the project site.

TYSON ATWOOD, PE, QSD | PRINCIPAL-IN-CHARGE
Tyson Atwood has nearly 20 years of experience successfully providing engineering construction management services for a wide variety of capital improvement projects including: substation construction, railroad grade separations, airport rehabilitations, highway construction, wastewater treatment facilities, water supply infrastructure, utility undergrounding, and general roadwork. Tyson also has vast experience in Active Transportation (ATP) construction having managed over 50 miles of Class I, II, and IV facilities. Tyson's main focus has been working with federal funds and is an expert in administering projects utilizing the Caltrans Local Assistance Procedures Manual (LAPM).

He is highly experienced with both the Caltrans Standard Specifications and "Greenbook." Tyson is also an advanced user with software such as: Bluebeam Revu, Primavera P6, e-Builder, AutoCAD, Microsoft Word, and Excel.

KASHAN BHATTI, CCM | CONSTRUCTION MANAGER, POOLS/AQUATICS Kashan Bhatti is a highly skilled construction project management professional with over two decades of experience managing and overseeing large capital improvement programs and high- performance sustainable development for various educational institutions and athletic facilities.

He has managed over $1. 1 billion in construction projects to date, and his experience includes managing projects in the recreational, educational, office, commercial and residential fields.

Kashan has extensive pool design management and pool construction management experience.

He was the Senior Project Manager for the competition pool at the Los Angeles Unified School Districts’ (LAUSD) East Valley High School Athletic Facility and the recreational pool at the Staybridge Suites in Eastvale California. Kashan was responsible for the design management of the LAUSD competitive pool in 2007 , construction management of the pool from 2008 to 201 1 and subsequent renovation of the pool from 201 5 to 201 7. Currently, Kashan is the Senior Project Manager for Anser Advisory’s Project Management contract with the Staybridge Suites and pool facility. This luxury hotel and pool complex project started in January 202 1 and is expected to complete in 2023. Mr. Bhatti’s pool experience includes managing owners project staff, overseeing the management of schedule and budget, design management and construction management of aquatic facilities. He has extensive experience in obtaining Los Angeles County Health Department (LACHD) permits for aquatic and pool facilities and has an in-depth understanding of LACHD mandates and requirements. This includes experience in working with the Department of Public Health (DPH) inspectors on pool facilities. Kashan is very familiar with pool design and submittal requirements such as waterproofing, membrane applications, tile and pool cleaning equipment. He has successfully commissioned pools and has ensured all the proper warranties were in place. He has worked on pools with competition starting blocks, diving boards and pool cleaning equipment.

He is also familiar with American Disabilities Act (ADA) requirements for aquatic and pool facilities such as accessible fixed chair lifts and other accessibility requirements. Kashan also has very extensive experience with solar powered pool equipment that are Net Zero aquatic facilities.

4. KEY PERSONNEL BACKGROUND
766Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
36 |
STEPHEN MUTCH, PE, CCM, ASSOC. DBIA, QSD | CONSTRUCTION MANAGER, FACILITIES Stephen has more than 37 years of broad civil, environmental/hazardous waste remediation, civil design and construction management experience for various types and sizes of public agency capital improvement projects. His broad experience includes vertical building, community and library facilities, police & fire facilities, heavy civil horizontal, and underground utility projects.

Clients rely on his expertise in stakeholder and third-party coordination, permitting, project commissioning, and environmental compliance to effectively manage and oversee the progression of work on projects. Notable projects which Stephen served as the owners representative for the $1 43M material recycling and in Anaerobic digester facility for the County of Santa Barbara it is currently the resident engineer for the $44M Diamond Bar Golf Course renovation project.

Stephen's environmental experience includes the identification, assessment, management, and disposal of hazardous waste, design and removal of tanks systems for paint manufacturers and fueling systems as well as the oversight of technically advanced environmental compliance components on various projects. Stephen's expertise in environmental elements on projects provides particular benefits to clients as he assists in addressing and navigating these complex issues and resolving questions with the oversight agencies.

ADDITIONAL QUALIFIED RESOURCES
TONY GATOFF, CCM | ASSISTANT CONSTRUCTION MANAGER
Tony has over 2 1 years of construction management experience, delivering successful multi-million- dollar projects from inception to completion with a proven track record of managing all aspects of budget, schedules, scope and quality. He has demonstrated progressive experience in construction management through leadership skills, communication skills, contract administration, project controls and making critical decisions during challenges in a way risk is controlled and ultimately adding benefit to the outcome of the project. He also demonstrates industry knowledge of public contract code, building code and regulations, and possesses the ability to execute technical procedures in an organized manner, generating and building relationships and coordinate with owners, clients, architects, engineers, public agencies, utility agencies and contractors.

Tony's experience with design-bid-build public agency projects include libraries, essential service facilities (police stations, fire stations, and emergency communications and operations centers), landfill programs, port utility projects, parking facilities, street construction, street utilities, storm drain projects, tunneling projects, and air airport facilities. Tony's experience with design-build projects include a zero- emissions bus charging, operations and maintenance facility, and battery energy storage systems.

ROBERT SMITH, CCM | QA MANAGER
Robert is a proven leader, problem solver, and project facilitator with over 35 years of comprehensive construction experience in a variety of field roles including tradesman, inspector, owner’s representative, and construction expert. He has extensive experience collaborating with owners on complex programs involving challenging design, construction and stakeholder coordination through early identification and evaluation of project issues. Robert develops a positive environment that delivers projects on schedule with quality control, safety, and productivity goals met. He uses his exceptional research skills to review contracts, specifications and building codes to rapidly resolve major and complex construction difficulties with a methodical clarity that fosters confident work relationships with customer, design staff and contractors.

Robert instills a clear understanding of quality assurance goals between contractor and inspector to assure project completion requirements. He provides on-site training for cross-functional project teams comprised of construction management, contractor, and support staff to facilitate skills improvement, teamwork, and on-time project delivery. Robert builds teamwork by giving recognition to laterals, contractors, and support staff to insure a productive work environment. He has extensive field experience as a craftsman, foreman, inspector, forensic investigator, and onsite construction manager for various types of projects.

4. KEY PERSONNEL BACKGROUND
767Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
37 |
RICHARD RODRIGUEZ, ICC | LEAD INSPECTOR
Richard is a construction project management professional with over 30 years of international experience overseeing and managing large projects across a variety of industries and end markets, particularly healthcare, aviation, government, transportation, and wastewater. He possesses practical and hands-on knowledge of project planning, design, and construction. In addition to his extension project management experience, Richard possesses almost a decade of OSHPD experience, making him an invaluable resource for healthcare project teams. He applies his knowledge, expertise, and skills towards the efficient completion of projects with little to no risk and deficiencies.

VIDYA DIXIT, CCP, PSP | PROJECT CONTROLS OFFICER
Consummate project control professional with an excellent record of success as Director of Project Controls reporting to MD for Anser Building Division. Energetic leader promotes 33 years of industry experience with superior record of accomplishment. Ambitious and highly motivated, surpasses demanding objectives and achieves or exceeds set goals. Background includes planning, scheduling, forensic risk analysis, project claims, cost engineering, earned value management (EVMS) and change order management. Strive to continually improve the processes to maintain optimum efficiency. Skilled at coordinating plans, personnel, and resources to complete work under tight deadlines.

ANDY KLEIMOLA | COST ESTIMATOR
Andy brings over 30 years of construction experience, with his primary experience focused in preconstruction services, cost estimating, scheduling and construction management. In April 201 5, Andy joined Anser after 23 years with an ENR Top 25 General Contractor where he held roles of both chief estimator and operations manager. In the capacity of chief estimator, he was responsible for the management of all aspects of the estimating department and led the team in procurement of new work. In the role of operations manager, Andy was ultimately responsible for managing all operations, people, resources, and the profit/loss performance of the San Diego District.

Applying that same management experience for Anser, Andy is responsible for a staff of over ten estimators and estimates projects ranging in values over $2 billion with a strong focus on value engineering, constructability review and program budget management. Andy has vast experience with many construction contract delivery methods, including construction management at risk, CM agency, design-build, CM multi-prime and public-private partnerships (P3). A significant amount of his project experience has been focused on services for government/public work clients, including throughout Southern California. Andy oversees Anser's in-house estimating department, who serve as industry leaders within cost estimating roles for our public clients.

4. KEY PERSONNEL BACKGROUND
768Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
38 |

ADDITIONAL RESOURCES
In addition to those individuals identified above, the Anser team is fully supported by numerous professionals from across various disciplines and whom possess diverse applicable subject matter expertise who are each prepared to step in to support any project needs. We anticipate that some types of services will be completed by current Anser staff or teaming partner members who are not identified as Key Staff, however who are readily available to manage required activities under the direction of Key Staff.

The Anser team's additional resources, as identified on our organization chart above, include the following individuals:
„ Michael Kalemkaryan, CxA, BECxP, CxA+BE, LEED AP,
GGP, EMP - Building Commissioning Manager
„ Lars Henderson - Electrical QA
„ Nate Behning - Mechanical QA
„ Eric Gomez, CPD - Plumbing QA
„ Tim Fettig, PLS - QA Surveying
„ Mark Petrie, PLS - QA Surveying
„ Michael Hall - Pool Advisor/Peer Reviewer
„ Shawn Paroline - C laims Manager
„ Sam Sajed, EIT - Specialty Inspections/Materials
Testing
„ Jerry Foster - Athletic Programming SME
„ Betsy Lindsay, MURP - Environmental Manager
„ Hina Gupta, LEED AP - E nvironmental Project Manager
„ Michael Milroy - Environmental Project Manager
„ Rachael Highley - Labor Compliance/Document
Control
„ Sara Costin Mockus - Public Outreach Manager
„ Megan Johnson - Outreach Coordinator
„ Marisa Campos Trautz - Community Liasion
„ Cynthia Unzueta - Outreach Coordinator

4. KEY PERSONNEL BACKGROUND
769Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
39 |
Principal-in-Charge
Contract Project Manager
Tyson Atwood, PE, QSD 1
Asst. Construction Manager/
Utility Coordination
Tony Gatoff, CCM 1
Project Controls Officer
Vidya Dixit, CCP , PSP 1
Cost Estimator
Andy Kleimola, CEP , CPC 1
Quality Assurance
Robert Smith, CCM 1
Labor Compliance/
Document Control
Rachael Highley 1
Lead Inspector
Richard Rodriguez, ICC 1
Construction Manager - Facilities
Stephen Mutch, PE, CCM, QSD 1
Construction Manager - Pool
Kashan Bhatti, CCM 1
LEED Commissioning
Michael Kalemkaryan, CxA,
BECxP , CxA+BE, LEED AP ,
GGP , EMP 3
Electrical QA
Lars Henderson, PE 2
Mechanical QA
Nate Behning, PE 2
Plumbing QA
Eric Gomez, CPD 2
Pool Advisors
Michael Hall 1
Deborah Marai 1
Jennifer Weiss-Donovan 1
Scheduling
Axel Hartquist, PSP 1
Claims Support
Shawn Paroline 1
Athletic Programming Advisor
Jerry Foster 1
Environmental/Biological
Compliance
Betsy Lindsay 6
Hina Gupta, LEED AP 6
Michael Milroy 6

AS-NEEDED SERVICES
LEGEND
Anser Advisory 1
P2S 2
3QC 3
Costin Public Outreach Group 4
Twining 5
UltraSystems Environmental 6
Guida Surveying 7
Key Personnel
Specialty Inspections/
Materials Testing
Sam Sajed, EIT 5
QA Surveying
Tim Fettig, PLS 7
Mark Petrie, PLS 7

4. KEY PERSONNEL BACKGROUND
Public Outreach/
Community Liasion
Sara Costin Mockus 4
Megan Johnson 4
Cynthia Unzueta 4
Marisa Campos Trautz4
770Exhibit 9
Anser Advisory
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ANSERADVISORY.COM

TYSON ATWOOD, PE, QSD

PRINCIPAL -IN-CHARGE
Tyson Atwood has nearly 20 years of experience successfully providing engineering construction management services for a wide variety of capital improvement projects including: substation construction, railroad grade separations, airport rehabilitations, h ighway construction, wastewater treatment facilities, water supply infrastructure, utility undergrounding, and general roadwork. Tyson also has vast experience in A ctive Transportation (ATP) construction having managed over 50 miles of Class I, II, and IV facilities. Tyson's main focus has been working with federal funds and is an expert in administering projects utilizing the Caltrans Local Assistance Procedures Manual (LAPM). He is highly experienced with both the Caltrans Standard Specifications and "Greenbook." Tyson is also an advanced user with software such as: Bluebeam Revu, Primavera P6, e-Builder, AutoCAD, Microsoft Word, and Excel.

SELECT PROJECT EXPERIENCE
San Diego Gas & Electric (SDG&E), SONGS Synchronous Condenser, San Diego, CA Construction Cost: $100M+ | Project Timeline: 03/2015-12/2018 Construction manager and site development engineer for Design -Build project which included mass grading, over 17,000 SF of soil nail wall,2,000 SF of soldier pile wall, 2,000 SF of CIP wall, equipment foundations, and equipment shelters. Site development was in support of nearly 16,000 square foot facility which housed the electrical equipment. Tyson managed the development of the concept drawings, developed the site development schedule and cost estimate, put together exhibits for several permits including the California Coastal Commission.

During the design phase, Tyson reviewed civil and structural drawings related to site development, including constructability reviews. Tyson was the Resid ent Engineer for the utility relocation package and site development portion of project. Soldier Pile wall was constructed next to a 230kV bus system which required coordinated outage efforts with SDG&E. He successfully worked with the Contractor to find scheduling solutions which brought the schedule in after a two month delay due to weather.

San Luis Rey Synchronous Condenser, San Diego Gas and Electric (SDG&E), Oceanside, CA Construction Cost: $200M+ | Project Timeline: 08/2015-06/2018 Site development engineer for Design -Build project which included 42,000 cubic yards of mass grading, over 10,000 square feet of Verdura MSE Retaining walls, equipment foundations, equipment shelters, and storm drain improvements. Provided onsite quality assurance during the construction of both the GIS ( 13,000 square foot) and SynCon (15,000 square foot) buildings.

Worked extensively with the contractor to help mitigate errors is the previously established baseline CPM schedule. Due to scheduling expertise, was able to show where logic ties were incorrect with the overall critical path of the project, which lead to the contractor extending work hours and bringing in additional crews in order to complete the project on time.

San Bernardino County Transportation Authority, I -10 and Alabama Street Improvement Project, Redlands, CA
Construction Cost: $14.38M | Project Timeline: 03/2020 – Current Tyson is the resident engineer on this $ 14.38 Million project which will widen two existing off - ramps from two to four lanes to relieve traffic congestion in the City of Redlands. Project elements to achieve this goal are to construct Type 1 Retaining Walls, install new drainage systems, ADL excavation and handling, HMA mill/overlay, Rapid Set JPCP, New Signal Poles, Ramp Metering System, Signage, Striping, Landscaping and Irrigation and SWPPP Risk Level 1 Compliance. Tyson is responsible for the day-to-day coordination and management of the contractor which includes duties such as: Weekly Statement of Working Days, Pay Quantity Calculation and Estimates, Drafting Change Orders, Reviewing Project Schedules, Oversight of Inspection Staff, Surveyors, Biologists, and Material Testers, Conducting Weekly Meetings, Caltrans LCS coordination, and Public Outreach Coordination with SBCTA Public Relations.

Education
Bachelor of Science, Civil
Engineering, California Polytechnic
State University, San Luis Obispo,
1998 - 2003
Licenses/Certifications
CA Civil Professional Engineer No.
71514
Qualified SWPPP Developer No.
01243
AQMD Coachella Valley Fugitive
Dust Control, No. CV1907-008280-
8321
Experience
Years’ Experience: 18
Years with Anser: 8.5
771Exhibit 9
Anser Advisory
41 |

TYSON ATWOOD, PE, QSD

PRINCIPAL -IN-CHARGE
ANSERADVISORY.COM

Coachella Valley Association of Governments (CVAG), CV Link Multi-Modal Transportation Facility, Coachella Valley, CA
Construction Cost: $100M+ | Project Timeline: 03/2020-Current Senior Resident engineer responsible for construction of 41.1 miles of combination bikeway and NEV path construction throughout the Coachella Valley. Major project highlig hts include, 40+ miles of concrete path, two new bridges, park like improvements including shade structures, and flood channel improvements. Major stakeholders include: City of Palm Springs, City of Palm Desert, City of La Quinta, City of Indio, City of Coachella, and Coachella Valley Water District.

City of Palm Desert, CV Link Project No. 707-20, Palm Desert, CA Construction Cost: $3M+ | Project Timeline: 10/2019-Current Tyson was the Resident Engineer responsible for all aspects of the project which included over 3.1 miles of combina tion on Class IV bikeway and NEV path construc tion on. Project also includes construction on of an architectural access point and traffic signal improvements. Project requires coordination on with various agencies in cluded Coachella Valley Water District (CVWD) and College of the Desert. During the pre- construction phase, Tyson lead the CM team with constructability review, advanced development of project specifications, utility coordination, and project scheduling.

County of San Diego, AC Overlay FY ‘17/18 – Segment ‘C’, San Diego, CA Construction Cost: $9.2M | Project Timeline: 09/2018-07/2019 Tyson was the Resident Engineer responsible for all aspects of the project which included over 122 locations, totaling over 30 miles of roadway improvements. The program consisted of a combination of asphalt overlays and mill and inlays which utilized both Type A Hot Mix Asphalt (HMA) and Polymer Modified Asphalt Concrete (PMAC). The project also include d AC dike replacement, fog seal, ADA ramp improvements, video detection signal improvements, and striping. Responsible for ensuring that traffic control was setup and maintained based on the approved traffic control plans. Although there were significant additional costs during construction, due to advanced forecast modeling by Tyson, the project scope was altered on several roadways, allowing the overall project to come in under budget.

SANDAG, North Park | Mid-City Georgia – Meade and Landis Bikeway Projects, San Diego, CA Construction Cost: $16.4M | Project Timeline: 09/2019-12/2021 Tyson was the r esident engineer responsible for the construction of over 6.5 miles of new bikeway through two parallel streets in the urban area of North Park in San Diego. The projects are designed to enable people to bike and walk safely on more direct and convenient routes within and between major regional destinations and activity centers. The main feature of the project is the addition of 18 neighborhood traffic circles. Oth er features include buffered bike lanes, raised crosswalks, reverse angle parking, and other traffic calming measures.

SANDAG, Hill Street Slope Repair and Stabilization, San Diego, CA Construction Cost: $3.1M | Project Timeline: 08/2018-05/2020 Tyson was the Resident Engineer in charge of the project which stabilized over half a mile of failing slope along an active MTS trolley track. The slope was step graded during construction in order to achieve stability. Daily coordination with MTS was requ ired in order to ensure proper flagging and safety measures are in place related to specific daily tasks. The project also included streets improvements and coordination with local commercial buildings in the area. A VECP change order was executed which ch anged the retaining wall from soldier piles to gravity retaining wall system, saving the project significant funds. The project had federal funds and was managed under the SANDAG and Caltrans LAPM guidelines for federally funded projects.

SANDAG, Bayshore Bikeway Segments 4B and 5, San Diego, CA Construction Cost: $2M | Project Timeline: 12/2016-07/2018 Tyson was the Resident Engineer responsible for all aspects of the project which included 2.2 miles of a combination of Class I, II, and III type bicycle facility, security fence replacement, and bridge work. The project also included a gravity retaining wall, metal beam guardrail, AC improvements, and a new Navy/SDG&E security fence.

772Exhibit 9
Anser Advisory
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ANSERADVISORY.COM

KASHAN BHATTI, CCM, LEED AP

CONSTRUCTION MANAGER, AQUATICS/POOLS
Kashan Bhatti is a highly skilled construction project management professional with over two decades of experience managing and overseeing large capital improvement programs and high - performance sustainable development for various educational institutions and athletic facilities.

He has managed over $1.1 billion in construction projects to date, and his experience includes managing projects in the recreational, educational, office, commercial and residential fields.

Kashan has extensive pool design manage ment and pool construction management experience.

He was the Senior Project Manager for the competition pool at the Los Angeles Unified School Districts’ (LAUSD) East Valley High School Athletic Facility and the recreational pool at the Staybridge Suites in Eastvale California. Kashan was responsible for the design management of the LAUSD competitive pool in 2007, construction management of the pool from 2008 to 2011 and subsequent renovation of the pool from 2015 to 2017. Currently, Kashan is the Senior Project Manager for Anser Advisory’s Project Management contract with the Staybridge Suites and pool facility. This luxury hotel and pool complex project started in January 2021 and is expected to complete in 2023. Kashan’s pool experience includes managin g owners project staff, overseeing the management of schedule and budget, design management and construction management of aquatic facilities. He has extensive experience in obtaining Los Angeles County Health Department (LACHD) permits for aquatic and po ol facilities and has an in -depth understanding of LACHD mandates and requirements. This includes experience in working with the Department of Public Health (DPH) inspectors on pool facilities. Kashan is very familiar with pool design and submittal requirements such as waterproofing, membrane applications, tile and pool cleaning equipment.

He has successfully commissioned pools and has ensured all the proper warranties were in place.

He has worked on pools with competition starting blocks, diving boards and pool cleaning equipment. He is also familiar with American Disabilities Act (ADA) requirements for aquatic and pool facilities such as accessible fixed chair lifts and other accessibility requirements. Kashan also has very extensive experience with sola r powered pool equipment that are Net Zero aquatic facilities.

REPRESENTATIVE EXPERIENCE
Los Angeles Unified School District (LAUSD), East Valley High School Athletic Facility, Los Angeles, CA Timeline: 01/2008 – 05/2017 | Construction Cost: $135M
Located on a highly urbanized 15-acre site in San Fernando Valley, the school’s three Small Learning Communities (SLC) design provides an independent but connected home for each of its 2,025 students. Each floor of the four -story structure is home to a Sma ll Learning Community and is supported by a competition gym, practice gym and multi -purpose cafeteria/theater. The outdoor spaces around and within the campus were designed to provide a park -like sanctuary. Athletic fields and courts occupy the northernmos t parts of campus, nestled within a perimeter of water - wise low growing shrubs and groundcovers
This athletic facility features a competition pool that is eight-lanes, eight starting blocks and is 300 feet long. The depth of the pool is four feet in depth at one end and transitions to twenty feet in depth on the other end. The pool has four (4) diving boards of various sizes. It also includes an accessible fixed lift chair. The scope of work also included the installation of pool cleaning equipment. See picture below of pool facility.

Kashan Bhatti was the Senior Construction / Project Manager from the beginning of design development in 2005 and completed construction of the entire athletic facility (including the competitive pool) in 2009. Kashan was asked in 2017 to come back and provide upgrades and renovations to the pool. This included additional accessibility requirements and upgrading pool equipment to meet the new energy savings requirements. Kashan oversaw the owners project staff of 3 people and was responsible for the both the schedule and budget for the project. Anser implemented the protocols that were in line with the requirements of LAUSD mandates and LA County Health Department recommendations. In addition, Kashan Bhatti identified all the missing materials and work with the contractor to expedite delivery to the jobsite. He then worked with subcontractors to ensure that the staffing for the project was maintained.

Kashan and his team were responsible for obtaining a permit from the department of public health for the pool. After the contractor came in board, Kashan and his team was responsible to review

Education
Master of Science, Civil
Engineering / Construction
Management, University of
Southern California, Los Angeles,
CA
Bachelor of Science, Civil
Engineering, University of
Engineering and Technology,
Lahore, Lahore, Pakistan
Graduate Courses in Sustainable
Buildings: Design, Construction and
Operations, Harvard University
Licenses/Certifications
Certified Construction Manager
(CCM) No. 4110
LEED Accredited Professional
Certified Construction Quality
Manager, US Army Corps of
Engineers
Certified Owner Authorized
Representative, Los Angeles
Unified School District
10-Hour OSHA Safety Certification
Organizations/Affiliations
American Society of Civil Engineers
US Green Building Council
Project Management Institute
Design-Build Institute of America
Experience
Years’ Experience: 20
Years with Anser: 1.5
773Exhibit 9
Anser Advisory
43 |

KASHAN BHATTI, CCM, LEED AP

CONSTRUCTION MANAGER, AQUATICS/POOLS
ANSERADVISORY.COM

submittals and product data such as waterproofing, membrane, tile, pool equipment, etc. These submittals were provided to the depar tment of public health for their review, in addition to the architects and engineer’s review. Once the submittals were reviewed and approved, the contractor began to procure the materials. Kashan and his team would then coordinate with the Department of State Architect (DSA) and the Department of Public Health (DPH) inspectors. Kashan managed the construction and coordinated to inspections. Once the pool was built, the systems were commissioned. Kashan and his team then finished the close out and provi ded the warranties.

International Hotel Group, Staybridge Suites, Eastvale, CA Timeline: 01/2021 – 12/2023 | Construction Value: $29M
The Staybridge Suites is a four-story hotel with 120 luxury suites, 2 restaurants, an open-air roof top bar, 300- person capacity conference center and an outside pool. There is a large patio area surrounding the pool for conferences and events. It has one accessible fixed pool lift chair. The pool area includes a spa, restrooms and cabana’s surrounding the pool area. The pool has ten lanes (50 feet wide) and is one hundred feet in length. The depth goes from 3.6 feet to 10.0 feet in depth.

Anser and Kashan Bhatti managed the design working with the architects and engineers. Kashan also worked with the City and Health Department to obtain the required permits such as city building, and Public Health Department permits. Kashan also managed the contrac tor procurement and bid process. After was the contractor was selected, Kashan acted as the owner’s representative during the construction of the entire facility including the pool.

Innovative solutions include using pool equipment that is energy efficient. All the pool equipment is solar powered, and this is a zero net energy pool facility.

Santa Monica Community College District (SMCCD), Santa Monica College Malibu Campus, Santa Monica, CA | 03/2019-02/2022
This $52 million project consists of the construction of a new two -story 27,000-square foot Malibu campus for Santa Monica College, which includes classrooms, laboratories, office spaces, and a new multi-purpose room.

SCMMD, Santa Monica College Math & Science Building, Santa Monica, CA | 03/2019 -02/2022 As part of the $450 million bond program for the District, Kashan oversaw the construction of a new $120 million 122,000 -square foot four -story math and science building. The building includes classrooms, laboratories, offices, support spaces, and site work at the main campus.

LAUSD, Byrd Middle School Modernization, Los Angeles, CA | 01/2016-10/2018 As the Owner Authorized Representative, Kashan managed $34 million modernization of the middle school. This project included the modernizat ion of 86 classrooms, the library, multi -purpose room, and administration building. The scope also included seismic ceiling upgrades, new MEP and low voltage systems, and the construction of six new storage rooms. Kashan’s responsibilities included the day- to-day operation of the construction, ensuring student safety remained a top priority, coordinating construction activities with the s chool administrators, conduct ing weekly meeting s, estimating and negotiating change orders, and successfully managing the construction phase.

LAUSD, Valley Region Span K-8 #2, Los Angeles, CA | 12/2010-04/2014 Kashan was the Construction Manager for the $54 million construction of a new 140,000-square foot K-8 school. The scope of work included construction of a new two-story kindergarten, elementary school, middle school building, library, g ym, food services, m ulti-purpose room , lunch shelter, parking lot, and administration building. Kashan managed the construction duration and was also responsible for managing cost, schedule, the day-to-day operations, and providing weekly project status update reports to the School District.

LAUSD, South Los Angeles New High School #3, Los Angeles, CA | 08/2008-03/2012 This $192 million project consisted of the construction of multiple three-story learning communities that added 86 classrooms, a multi -purpose room, gym, lunch shelter, food services, and administration building to create a new high school. The project also included a synthetic football field. As the Owner Authorized Representative, Kashan managed this project through design, procurement, construction and closeout phase. He performed the contract management throughout the construction phase and was responsible for managing cost, schedule , and day-to-day activities.

Kashan also worked with the outside agencies for utilities connections and B -permit work. 774Exhibit 9
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ANSERADVISORY.COM

STEPHEN MUTCH, PE, CCM, ASSOCIATE DBIA, QSD

CONSTRUCTION MANAGER, FACILITIES
Stephen Mutch has more than 3 7 years of broad civil, environmental remediation, and construction management experience for various types and sizes of public agency capital improvement projects. His environmental experience includes the identification, assessment, management, and disposal of hazardous waste. His broad experience includes vertical building, heavy horizontal, and underground utilit y projects. Clients rely on his expertise in permitting, project commissioning, stakeholder and third- party coordination , and environmental compliance.

PROGRAM/CONSTRUCTION MANAGEMENT EXPERIENCE
San Gabriel Valley Association of Governments (SGVCOG) , Diamond Bar Golf Course Project, Diamond Bar, CA | 2021
As Senior Construction Manager, Stephen is overseeing the relocation of a Southern California Edison 66kV Tubular Steel Pole that supports overhead conductors. The project will grade an area for the new pole and allow SCE access for construction of the pole foundation and restringing the conductions. Because the golf course is being reconfigured, the existing 12kV overhead power line will be relocated underground. Stephen is also overseeing the construction of a about 2,800 LF of 12kV duct back, multiple manholes and junction structures through the Northeast portion of the project.

Anser Advisory is SGVCOGs’ representative on the re- construction of the Diamond Bar Golf Course (DBGC) to reconfigure/construct new fairways, greens and other golf amenities. The reconfiguration also requires construction of two major b ox culverts to capture and discharge 1100CFS of storm flows and surface grading and improvements to allow positive drainage in these areas. Other project aspects include replacing the existing golf course irrigation system with new pipe, watering heads and controllers, install new potable and fire water services, construct a new 9000 Sf golf maintenance facility. Demolition of existing structures and clearing and grubbing of large areas as part of the reconfiguration efforts. All work must be coordinated with other major roadway widening projects and tight construction schedules.

County of Santa Barbara Department of Public Works, Tajiguas Resource Recovery Project, Santa Barbara, CA | 2017-2020
Anser Advisory dba Simplus is the County Department of Public Works representative on the construction of a material recovery and anaerobic digester facilities totaling 95,000 square feet.

The projects goal is to achieve source reduction of the Tajiguas landfill to extend the operational times of the landfill. The project entails the coordination with the design build firm to resolve plan check, permitting and approvals of building plans; updates and reconfiguration of the landfill gas systems; expansion of the landfill gas collection and reuse systems to generate about 1 mega- watt of power production for the site. Additional efforts include evaluation of groundwater sources to serve the new facilities and disposal options.

City of Seal Beach, Seal Beach Pier Renovation Project, Seal Beach, CA | 2018-2019 Stephen was the senior program manager for the reconstruction of the Seal Beach Pier damaged in the 2016 fire which destroyed the Ruby’s restaurant and several hundred feet of wooden pier structure and deck. Anser provided contract management, construction inspection and observation, and monitoring for this challenging project which required the pier to remain open to the public throughout the reconstruction process. The project required the pier to be completely refitted with new utilities, installation of a new transformer and main gear compound, new fire distribution systems, new pier supports, piles, and hardwoods sourced from South America. Permitting and oversight was required from the C alifornia Coastal Commission, Regional Water Quality Control Board (RWQCB), Air Quality Management District (AQMD), Orange County Fire Authority , and the City of Seal Beach. The p roject also included community outreach programs to respond to questions or concerns from local businesses and residents.

Education
Bachelor of Science., Civil
Engineering, California State
University, Long Beach, 1990
Licenses/Certifications
Certified Construction Manager
(CCM), Construction Management
Association of America (CMAA),
#2384
Registered Civil Engineer,
California, #66757
Qualified SWPPP Developer (QSD),
#01240
Organizations/Affiliations
Building Commissioning Authority
National Registry of Environmental
Professionals
Construction Management
Association of America
Design Build Institute of America
Experience
Years’ Experience: 37
Years with Anser: 20
775Exhibit 9
Anser Advisory
45 |

STEPHEN MUTCH, PE, CCM, ASSOCIATE DBIA, QSD

CONSTRUCTION MANAGER, FACILITIES
ANSERADVISORY.COM

Trans Pacific Container Service Corp., Tra-Pac Container Terminal Administration Building, Port of Los Angeles, CA | 2014-2016
Stephen served as the as the Port’s c onstruction manager responsible for contract management, construction inspection and observation, and monitoring commissioning efforts for the new LEED Gold-certified building. Special effort was required to resolve several hundred outstanding change order requests submitted by the contractor. The close -out phase included inspection, permitting, and monitoring the Certificate of Occupancy process. The building construction is a steel-framed structure and glass curtain wall. Environmental issues included drainage control SWPPP management in compliance with the Port’s Green Port objectives.

Port of Long Beach, Maintenance Facility Complex, Long Beach, CA | 2010-2013 The maintenance facility complex included the construction of a 56,651- square-foot maintenance building, 49,363-square-foot equipment and vehicle canopy wash building, 30,943 square-foot fuel station, staff vehicle surface parking, pedestrian/bike path along Harbor Plaza, and landscape improvements. As an Assistant project manager, Stephen was responsible for constructability reviews and preliminary comments during the design phase.

55th Way Landfill Closure & Ed Davenport Park Project, Long Beach, CA | 2010 Stephen was the Project Manager and Resident Engineer for this $3.9 million, five -acre, landfill closure and neighborhood park project. Responsibilities included project management of the A -E firms; review of plans and specifications ; and coordination of activities with local community groups, Regional Water Quality Control Board, Local Enforcement Agency (LEA), and various City departments, including Public Works, Buildings, and Parks, Recreation , and Marine. The work included air monitoring of landfill gas ; sampling of leachate ; construction of retaining walls ; installation of storm drain facilities, potable water, sanitary sewer, and irrigation systems ; site lighting and electrical utilities; construction of a restroom and other park structures; and installation of play equipment, basketball courts, soccer fields and other landscaping. The work also included AC paving, curb, gutter , and sidewalk for parking areas as well as removal and complete reconstruction of 55th Way leading into the park.

Signal Hill Police Station & Emergency Operations Center, Signal Hill, CA | 2006-2008 Program and construction manager for a new 22,000 square foot police facility. The work included design review of plans and specifications, coordinating design and construction activities with the local community and several City, County and State agencies, including the Corrections Standards Authority (CSA) and the County of Los Angeles. The police facility includes 14 jail cells, detox rooms, 911 communications department, live scan facilities and emergency power systems. The work also included on and offsite improvements for a storm drain system, new intersection s, sidewalks and driveway access. Communication and security systems include digital recording and communications equipment, installation of cameras and sound equipment in the interview areas of the facility and phone systems. Simplus also coordinated the upgraded electrical power systems.

North Police Station, Long Beach, CA | 2004-2005
Resident engineer of a new 22,000 square foot police facility in an urban park setting. The work included design review of plans and specifications, coordinating construc tion activities with the local community and several City agencies, including the Parks, Recreation and Marine Department and the Long Beach Emergency Communications and Operations Center (911). The police facility work included over 1,600 l inear feet of C MU retaining walls, a 1,300 square foot vehicle maintenance facility, installation of a fueling system to support the police cars and emergency power systems, construction of over $100,000 of ADA improvements within Scherer Park, oversight for the design and construction of a storm drain system capable of handling 15 cubic feet per second flow and coordinat ion with Los Angeles County agencies. Communication and security systems included digital recording and communications equipment, live scan equipment, installation of cameras and sound equipment in the interview areas of the facility and phone systems.

776Exhibit 9
Anser Advisory
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ANSERADVISORY.COM

TONY GATOFF, C CM, Assoc. DBIA

ASSISTANT CONSTRUCTION MANAGER
Mr. Gatoff has over 21 years of construction management experience, delivering successful multi-million-dollar projects from inception to completion with a proven track record of managing all aspects of budget, schedules, scope and quality. He has demonstrated progressive experience in construction management through leadership skills, communication skills, contract administration, project controls and making critical decisions during challenges in a way risk is controlled and ultimately adding benefit to the outcome of the project. He has industry knowledge of public contract code, building code and regulations. He possesses the ability to execute technical procedures in an organized manner, generating and building relationships and coordinate with owners, clients, architects, engineers, public agencies, utility agencies and contractors.

Mr. Gatoff’s experience with design-bid-build public agency projects include libraries, essential service facilities (police stations, fire stations, and emergency communications and operations centers), landfill programs, port utility projects, parking facilities, street constru ction, street utilities, storm drain projects, tunneling projects, and air airport facilities.

Mr. Gatoff's experience with design -build projects include a zero -emissions bus charging, operations and maintenance facility, and battery energy storage system s.

SELECT PROJECT EXPERIENCE
Twin Lakes Battery Energy Storage System (SCE), Bridgeport, CA | 2021-Current Project manager and Owner’s Representative for the construction of a new 3.5 MW, 3.5 MWh Battery Energy Storage System in Bridgeport, California.

Mr. Gatoff’s primary role for project management as the Owner’s Representative is to provide oversight and coordination of the project including contractors, vendors, and resources. He is also responsible for managing the project budget, providing variance analysis, updating Earned Value metrics, forecasting, contract administration, scheduling and schedule control, and quality assurance. He is also responsible for validating and approving progress payments, coordination with the contractors on submittals, inspections , RFI’s and change order requests weekly project meetings.

Anaheim Transportation Network’s Administrative Headquarters and Electric Bus Charging Facility & Maintenance Yard, Anaheim, CA | 2020-Current Sr. Construction manager and Owner’s Representative for the construction of a new $ 21.2M GMP administrative headquarter , bus maintenance facility and electric bus charging infrastructure in Anaheim, California. These facilities will become the base of operations for Anaheim Transportation Network and will house operations, staff, maintenance and storage facilities for 82 electric buses and electric bus charging infrastructure . Th e construction documents are currently in the design phase and will include development of two separate sites.

Site 1 includes demolition of two existing structures, over excavation of site soils/earthwork, foundations, installation of concrete footing, c onstruction of a structural steel mezzanine for 73 employee parking stalls and operation dispatch building, with 82 electric bus charging stations on the ground level, with photovoltaic canopy and panels.

Site 2 includes site soils/earthwork, foundation , installation of concrete footing, and construction of a new structural steel facility that will house Anaheim Transportation Networks administrative staff and operations staff for bus maintenance.

Mr. Gatoff’s primary role for construction management as the Owner’s Representative is to provide oversight and coordination of the project from Anaheim Transportation Network’s perspective to effectively balance cost in the master program budget, contract administration,

Education
Bachelor of Science, Construction
Engineering Management, California
State University, Long Beach, 2003
Licenses/Certifications
Certified Construction Manager
(CCM), No. 4738; 2015 (current)
Associate DBIA Professional (Assoc.

DBIA), No. 1141951; 2021 (current)
Organizations/Affiliations
Construction Management
Association of America
(CMAA)
Design-Build Institute of America
(DBIA)
Experience
Years with Anser: 21+
Years of Experience: 21+

777Exhibit 9
Anser Advisory
47 |

TONY GATOFF, CCM

ASSISTANT CONSTRUCTION MANAGER
ANSERADVISORY.COM

cost control, schedule control and quality assurance. He works with the project team to refine the scope of work to be within Anaheim Transportation Network’s budget , reviewed delivery methods based on program need s and recommended an approach to project bidding strategies. He submits for client approval all progress payments, coordinates with the CM -at- risk on contractor submittals, inspections, RFI’s and change order requests, and conducts weekly CM meetings.

Tajiguas Sanitary Landfill, Phase 3 Part 2 Partial Final Closure and Groundwater Protection System Phase IIIE, Santa Barbara County, CA | 2019-2020 Mr. Gatoff was the Sr. Construction Manager for the construction of a $2M combined closure and groundwater protection project. The Tajiguas Landfill is a County -owned and operated facility, located at 14470 Calle Real in Santa Barbara, California. This landfill serves the South Coast and the Santa Ynez and New Cuyama V alleys and can process up to 1,500 tons of trash per day. This project consists of two phases of construction; (1) Phase 3 Part 2 Partial Final Closure - County Project No. 129913, and (2) Groundwater Protection System Phase IIIE - County Project No. 828380. The construction of the closure project includes earthwork, erosion control, civil improvements, drainage improvements, final cover assembly and landfill gas systems. The construction of the liner project includes earthwork, subdrains and LCRS, slope and bench liner systems, PCS.

Mr. Gatoff is responsible for construction management, quality assurance and control , including cost control, schedule control and quality assurance. He submits for client approval all progress payments, contractor submittals, inspections, RFI’s and change order requests, and conducts weekly CM meetings.

Signal Hill Library, Signal Hill, CA | 2018-2019
Sr. Construction manager for the construction of a new $12M library. The work included over excavation of site soils/earthwork, foundations, installation of concrete footing, construction of a steel moment framed building (approximately 15,000 square feet of steel) and interior wood framed office areas, parking lot, new trash enclosure, onsite water infiltration system, landscaping, irrigation, electrical car charging station, methane barrier and oil well vent system realignment. This project required extensive coordination with SC AQMD, City staff, SCE, Verizon, Long Beach Gas & Oil Signal Hill Petroleum and others. This project achieved a LEED Gold Certification.

Near the end of the project, the general contractor defaulted on their payment bond, which required additional coordination with City staff and the surety company. Additional management was required with the extended construction schedule, stop notice resolution, and a greater than anticipated amount of project controls required to manage the contractor to substantial com pletion and provide the City with a functioning library. The project was successfully completed within the original contract budget.

The Signal Hill Library was chosen as one of the 2019 Project of the Year by the Southern California Chapter of the American Public Works Association.

Pike at Rainbow Harbor, Long Beach, CA | 2002-2003
Office engineer responsible for providing oversight services for the construction of the Catalina Landing Employee Parking Lot. Responsibilities included coordination of all inspection and daily reports with Chief Public Works Inspector, Chuck Ramey. The project i nvolved demolition of existing facilities, structural steel, underground utilities, RCP storm drains with a CDS water treatment unit and pump station, the installation of new sidewalk, landscaping and irrigation.

This secured parking lot also included secu rity gates, light and power. Coordination with Southern California Edison was needed for the relocation of an Edison vault.

778Exhibit 9
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ANSERADVISORY.COM

ROBERT D. SMITH, CCM

QUALITY ASSURANCE MANAGER
Robert Smith is a p roven leader, problem solver, and project facilitator with experience in a variety of roles including tradesman, inspector, owner’s representative, and construction expert witness, and program manager . Robert develops a positive environment that delivers projects on time with quality control, safety, and productivity goals met. He identifies and evaluates project issues early , develops resolution options, gets cooperation with stakeholders, and achieves successful outcomes.

He uses his exceptional research skills to review contracts, specifications and building codes to rapidly resolve construction difficulties with a methodical clarity that develops confident work relationships with customer, design staff and contractors.

Robert instills a clear understanding of Quality Assurance goals between contractor and Inspector to assure project completion requirements. He provides on-site training for construction management, contractor, and support staff to facilitate skills improvement, teamwork, and on -time project delivery. Robert builds teamwork by giving recognition to laterals, contractors, and support staff to insure a productive work environment . He has extensive field experience as a craftsman, foreman, inspector, forensic investigat or, and onsite construction manage r for airport, c ivil, commercial, institutional, industrial, residential, infrastructure , accessory structures , residential rehabilitation, new residential, utility equipment and structures.

PROFESSIONAL/PROJECT EXPERIENCE
Los Angeles Metro, Southwestern Rail Maintenance Yard (Division 16), Los Angeles, CA | 2018-2019 As Project Quality Manager, Robert is responsible for all aspects of Quality spanning Civil, Mechanical, Light Rail, Plumbing, Electrical, Structural and Architectural. The new Southwestern Rail Yard incorporates 48 LRVs and related equipment storage, and service, inspection, and maintenance inclusive of LRV cleaning, washing, blowdown, heavy repairs, body repair, and painting. Robert is responsible for the Quality Program for the entire project, consisting of track, rail, building materials, and site gradi ng. He conducts design quality management audits and reviews of contract plans, changes, and bulletins; providing daily program quality construction management oversight of the entire project. This consists of the demo, cut and cover, earthwork, shoring, signalization, high voltage electrical systems of track components, rail, building materials, site civil work, communications, and systems, preparation of offsite fabrication shop inspection protocols and procedures with inspectors in various locations acro ss the United States. He is competent is FTA regulations and ISO 9001 requirements.

Nellis Air Force Base, F35A Maintenance Hangar, Las Vegas, NV | 2016-2018 Construction quality control manager for $23.5 Million Design -Build for the new F35A Maintenance Hangar (Airfield Pavement and Air Hanger floor) and AMU with SCIF Rooms, IC Tech Spec-for ICD/ICS 705. Responsible for all aspects of Quality spanning Civil, Airfield Paving (PCC), Mechanical, Plumbing, Electrical, Structural and Architectural. This sits on a 3.5-acre site facility totals approximately 61,000- GSF and includes site improvements including parking lots, walks, landscaping and security features.

The project includes the demolition of two existing 20,000 -SF industrial facilities and the relocation of the LOX Yard (Liquid Oxygen) to a SOG area where Red Horse constructed the Temporary Dome areas for user.

Fort McCoy, WI Housing Phase III, Tomah, WI | Jan. 2016 - Nov. 2016 As construction quality control manager, served as 5th QC manager. Responsible for all aspects of Quality spanning Civil, Mechanical, Plumbing, Electrical, Structural and Architectural. Construction project of military housing and wal king trail that runs throughout the housing development; in the process of constructing 56 homes, three (3) playgrounds, and four (4) ponds; recognized for assistance in providing a recovery process for project that was behind schedule; collaborate and coordinate with U.S. Army Corps of Engineers (USACE) project representative on behalf of firm, adhering to compliance and establishing seamless support.

Professional Associations
Construction Management
Association of America,
Certified Construction
Manager CCM # 27028
International Code Council -
Professional Member
Dispute Resolution Board
Practitioner
Education
Construction Management,
University of California Los
Angeles Extension
Graduate Coursework,
Economics, California State
University, Fullerton, CA
BA, Economics, California State
University, Fullerton, CA
AA Architectural Technology
Chabot College, Hayward, CA
Technical Skills
California State Contractors
License B-1, Inactive
Journeyman Mason Stone and
Brick BAC Local #2
Peer Reviewed Academic Co-
Author in Economics
Experience
Years’ Experience: 30+
Years with Anser: 2.5

779Exhibit 9
Anser Advisory
49 |
ROBERT D. SMITH , CCM

QUALITY ASSURANCE MANAGER
ANSERADVISORY.COM

City of Long Beach Airport, Quality Assurance Manager/Construction Management • Claims mitigation meetings with contractor on schedule delays, utility investigation in Design Build contractual form specific to the City of Long Beach • Pay App and change order evaluation, Daily Reports for MEP inspection, closeout monitoring and contractor engagement
• Driving Quality Assurance preconstruction meetings in key areas of concrete, tile, and waterproofing
• Technical investigation, writing, repair scope development, for owner-initiated maintenance work associated with the project’s perimeter functions
• Point on resolution of mechanical and plumbing issues • Quality Management presenter/trainer for Professional Construction Management course while working on LGB Terminal improvements
• Quality Management facilitator with contractor and subcontractor team members

Southern California Edison, Alhambra, CA, Drawing Control Program Manager Project Timeline: 2020 – 2021
• Program driver developing new products to reduce costs and improve construction efficiency, and quality with automated Cable Identification, matching Cable Pull tag identification, Electronic Bid sets, tabulated construction materials binders. • Improved design package delivery efficacy by 200%.
• Transformed Cost Center into a productivity enhancer saving $800k + annually for Substation Construction Program
• Managing superiors and laterals to achieve program buy -in, improve output efficiency and reduce overhead costs.
• Developing training aids and conducting small group training, develop competence and success with Bill of Material and Construction Design Prints, and inventory control.

780Exhibit 9
Anser Advisory
50 |

ANSERADVISORY.COM

RICHARD RODRIGUEZ, ICC

LEAD INSPECTOR
Richard is a construction project management professional with over 30 years of international experience overseeing and managing large projects across a variety of industries and end markets, particularly healthcare, aviation, government, transportation, and wastewater. He possesses practical and hands -on knowledge of project planning, design, and construction. In addition to his extension project management experience, Richard possesses almost a decade of OSHPD experience, making him an invaluable resource for healthcare project teams. He applies his knowledge, expertise, and skills towards the efficient completion of projects with little to no risk and deficiencies.

PROFESSIONAL/PROJ ECT EXPERIENCE
Los Angeles County Metropolitan Transportation Authority (LACMTA), Regional Connector Transit Project, Los Angeles, CA | Timeline: 07/2022 – Current
As Senior Inspector, Richard inspects concrete placement, rebar installation, utility relocation, conduit installation, excavation, lagging, paving, underpinning and tie -back installation. The project constructs twin Tunnel Boring Machine (TBM) tunnels thr ough ground conditions of cohesive alluvium soils and soft rock beneath the downtown urban environment. The tunnel alignment connects the existing Blue, Gold and Expo Lines which serve Santa Monica, Pasadena, Long Beach and the Eastside to downtown, but do not currently inter -connect. The RCTC through the urban business district will allow two train services connecting all lines —Eastside to Santa Monica and Pasadena to Long Beach connecting business and residents allowing them to go north and south and east and west through downtown on a one seat ride. The RCTC will directly connect business and residential communities to museums, financial district and local theatres.

PRMR Management, Woodland Hills, CA | Timeline: 2013 – 07/2022 As the Inspector of Record (IOR), Richard recorded all construction activities that occurred on -site daily. He was responsible for verifying that items such as the seismic anchorage of equipment, and the bracing of all mechanical, plumbing, and electrical piping and conduits are installed in accordance with the approved documents and installation procedures. In addition, Richard’s duties included personal knowledge of all inspections and witnessing all tests performed by the outside inspectors.

As part of the inspection team and as the liaison between the owner, the architect, and OSHPD, he observed and reported the results of each inspection to all responsible parties. Additional responsibilities included performing constructability reviews of the construction documents and ensuring conformance with applicable safety standards and regulations.

Project locations included:
• Providence Cedars - Sanai Tarzana Medical Center - Tarzana, CA • Kaiser Permanente - Los Angeles Medical Center (LAMC) - Los Angeles, CA • Valley Presbyterian Hospital - Van Nuys, CA
• Providence Saint Joseph Medical Center - Burbank, CA
• Providence St. Elizabeth Care Center - North Hollywood, CA • Community Memorial Hospital - Ventura CA

Hollywood Burbank Airport, Regional Intermodal Transportation Cen ter, Burbank, CA Timeline: 2011 - 2013
As the Project Construction Inspector, Richard was responsible for performing a constructability review of the construction documents for each of the buildings and the type of construction to be constructed for the client. He provided an estimate for the cost of third -party inspection based on the design’s documents; reviewed the proposals submitted by inspection companies; and composed a final selection for the project. His responsibilities from mobilization to fina l delivery of the building to the owner included but were not limited to issuing field directives, reviewing pay applications, change order negotiations, field / shop inspections, quality assurance, and control, scheduling, field, and office supervision, as well as training of new inspectors and engineers.

Education
Bachelor of Science,
Construction Management,
Everglades University, Boca
Raton, FL
Licenses/Certifications
ICC Certified Building
Inspector, Exp. 11/13/2023
Experience
Years’ Experience: 30+
Years with Anser: <1

781Exhibit 9
Anser Advisory
51 |

RICHARD RODRIGUEZ, ICC

LEAD INSPECTOR
ANSERADVISORY.COM

Los Angeles World Airports, Bradley West Gates & Core TBIT Modernization, Los Angeles, CA Timeline: 2010 - 2011
As Quality Control Manager, Richard supervised and scheduled 10 to 30 inspectors and deputy inspectors daily depending on the amount of work scheduled. He conducted Subcontractor QC meetings where outstanding coordination issues, upcoming work, non- compliant issues, and submission of tests and inspections to the owner; conducted Owner status meetings where the AHJ, owner, and subcontractors discussed upcoming work, schedule shop | fabrication inspections, daily inspections, and overall quality control of the work and the work in place; conduct shop fabrication meetings; tracked and assisted the superintendents in closing out non-compliant issues from the AHJ and the owner’s QA team; reviewed the contract documents and submittals with the QC inspectors; and conducted inspections of civil, structural, mechanical, electrical, and architectural elemen ts.

American Recovery and Reinvestment Act (ARRA) Amtrak, Progressive Maintenance Facility, Pasadena, CA | Timeline: 2009 - 2010
As Senior Construction Inspector, Richard conducted inspections for the civil, structural, mechanical, electrical, and rail line for the new maintenance facility and track extension. He reviewed plans and specifications for compliance with the construction documents and California building code title 24; inspected “thermite” welds for the rail and the installation and compaction of the sub -ballast and ballast; supervised and reviewed the deputy inspector’s daily activities and inspections, daily reports, and test results in the laboratory; and attended change order meetings and contributed with the verification of rough order of m agnitude and definition of the scope of work and manpower necessary for the added work.

LACMTA, Gold Line Division 21 Body Shop & Rail Extension, Los Angeles, CA Timeline: 2008 - 2009
As Quality Control Manager, Richard was responsible for developing a th ree-phase quality control program consisting of pre-activity meetings, initial and follow-up inspection, and final inspection. He conducted pre-activity meetings with the subcontractors and LACMTA representatives for planning, submittal submission, sequence of work, and safety; reviewed submittal documents for compliance with contract specifications and construction documents; developed a testing and inspection plan for use by the third- party independent laboratory; observed the construction process and compliance with contract documents and schedule quality assurance and acceptance from the owner; and conducted inspection of the sub drainage system under the rail line and installation of the sub-ballast, ballast, and overhead catenary system (OCS).

Pasadena Center Operating Company, Pasadena Convention Center Expansion, Pasadena, CA Timeline: 2005 - 2007
As Inspector of Record/Construction Manager, Richard was responsible for the structural, building, and civil inspections and inspection team for the constr uction of a $150 million expansion and upgrade of the Pasadena Convention Center Campus for the PCOC. Duties included field inspection, (architectural, ADA, mechanical, electrical, plumbing, structural, and civil); scheduling; coordination, supervision, and training of inspectors; training engineers to work in the capacity as inspectors; enforcement of the California Building Codes, and contract documents; reviewing RFIs and submittals; and interacting with the on-site Design Engineer. The project included the demolition of the existing Convention Center and the construction of a new 120,000 -square foot exhibit hall and ballroom. The project also included the construction of new administration office, Operation and Maintenance Buildings, and an energy effici ent upgrade to the existing mechanical system for the Civic Auditorium and existing Conference center.
• California State University at Northridge, Northridge, CA • Timeline: 1995 - 2005
• Richard served as Inspector of Record/Construction Manager for various projects as follows:
• DMJM Parking Structure B3 and B5
• Health and Human Development Building
• Oviatt Wing Reconstruction
• New Administration Building
782Exhibit 9
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ANSERADVISORY.COM

ANDY KLEIMOLA, CEP, CPC

SENIOR COST ESTIMATOR
Andy Kleimola brings over 30 years of construction experience, with his primary experience focus in preconstruction services, cost estimating, scheduling and construction management. In April 2015, Andy joined Anser Advisory after 23 years with an ENR Top 25 General Con tractor where he held roles of both chief estimator and operations manager. In the capacity of chief estimator, he was responsible for the management of all aspects of the estimating department and led the team in procurement of new work. He was responsible for a staff of ten estimators responsible for estimating projects ranging in values up to $2.2 Billion with a strong focus on value engineering, constructability review and program budget management. In the role of operations manager, Andy was responsible for managing all operations, people, resources, and the profit/loss performance of the San Diego District.

Andy has experience with many construction contract delivery methods during his time in g eneral contracting, including c onstruction management at risk, CM agency, design-build, CM multi-prime and public-private partnership (P3). A great deal of his experience in his general contractor experience was in the aviation market sector, light industrial & manufacturing, education and government/public work.

SELECT PROJECT EXPERIENCE
Los Angeles County Metropolitan Transportation Authority (LA Metro), Metro Center Street (Emergency Security Operations Center), Los Angeles, CA | 2021-Present This $85 million project for LA Metro is a single -story (with a provision of a second story addition), 26,000-square-foot, LEED Gold Emergency Security Operations Center that includes emergency operation control, rail operations control, and bus operations control. This emergency response facility will provide efficient and effective transportation services within a central location for command and control operations. As Cost Estimating Manager, Andy is responsible for the budget preparation and cost estimating requirements of the project.

LA Metro, Division 20 Portal Widening and Turnback Facility, Los Angeles, CA | 2019 Andy prepared an independent third- party estimate based on the bid documents. The project aims to accommodate increased service levels on the Metro Red and Purple lines. To achieve this, Metro is undertaking facility improvements to the Division 20 Rail Yard, located within the Arts District in Downtown Los Angeles. Improvements include widening of the heavy rail tunnel portal south of the US-101 freeway, a new turnback facility, and expansion and reconfiguration of rail storage tracks.

With these improvements, new tracks and switches will allow for improved service times at Union Station and throughout the Metro Red/Purple Line system. Our estimate of $431 million was within 2% of the awarded contract value.

Orlando International Airport (MCO), South Terminal C Program, Orlando, FL Construction Cost: $1.8B | Project Timeline: 2016-2017
Andy served as preconstruction manager for the $1.8 Billion South Terminal C Program at the Orlando International Airport. Responsible for overall program cost estimating and management of CMAR’s and OAR’s estimating teams through Design Development. The project design includes provisions to expand the 16 gate first phase to an ultimate 60-gate unit terminal complex. The approach of project phasing and value engineering enabled the project to be executed within an established phase 1 budget and then added scope elements could be added in the future when financi ally feasible. The role required direct engagement with the design firms, cost estimating teams, and Construction Manager at Risk Teams (CM@R) to establish the scope of addition, worked on the $645M South APM/ITF Complex Program. Responsibilities included cost control management and oversight for the GMP Approval, Change Order Cost Management, and Invoice Processing and Approval. He also provided oversight and review of Construction Job Order Contracts and Change Orders on additional programs for the airport.

Education
Bachelor of Construction
Engineering & Management,
Purdue University, IN, 1989
Licenses/Certifications
Certified Estimating Professional
(CEP) No. 00421
Certified Professional
Constructor (CPC) No. 11587
Organizations/Affiliations
AACE International
American Institute of
Contractors
Experience
Years of Experience: 30+
Years with Anser: 8
783Exhibit 9
Anser Advisory
53 |

ANDY KLEIMOLA, CEP, CPC

SENIOR COST ESTIMATOR
ANSERADVISORY.COM

Pittsburgh International Airport (PIT), Terminal Modernization Program, Pittsburgh, PA Construction Cost: $1.3B | Project Timeline: 2018-2019
Andy provided cost estimating services to develop and provide an independent estimate for use in establishing a “design -to-budget” values for the A/E team. In addition, provided independent estimating services for the Concept Phase for a comparison of four different concept designs.

Assisted in the reconciliation of design-to-budget estimate.

Charlotte International Airport (CLT), Various, Charlotte, NC Construction Cost: Varies | Project Timeline: 2018-2019 Andy provided conceptual and program estimating services. Program estimates for the following projects: $63M Phase 9 Terminal Addition, $516M Phase 2&3 New Terminal Addition, $71M Charlotte CBP Renovation, $338M North End Around Taxiway, $150M Taxiway F, $24M Joint Operations Center, $30M Central Receiving and Distribution Center, $24M Atrium Renovation, $14M Airfield Maintenance Facility and $362M New Runway Project.

John Glenn Columbus International Airport (CMH), Various, Columbus, OH Construction Cost: $1.9B | Project Timeline: 2016 - 2017 Andy prepared conceptual estimates for existing terminal capacity projects and 35 gate new terminal program alternatives.

Cincinnati/Northern Kentucky International Airport (CVG), Various, Hebron, KY Construction Cost: $193M | Project Timeline: 2018
Andy conducted a cost estimating and value engineering (VE) effort for Kenton County Airport Board (KCAB) executive staff for the $193 Million new CONRAC, ground transportation center and office building project located adjacent to the existing CVG terminal. The result of the effort was a successful VE effort working directly with the Owner, design team and contractor that was approved by the Authority Board in July 2018 and final CMAR approval in January 2019.

Salt Lake City International Airport (SLC), North Concourse Program, Salt Lake City, UT Construction Cost: $812.5M| Project Timeline: 2015-2016 Provided Con ceptual Cost Estimating Services for the North Concourse Program and an Estimate Review/Analysis of the CMAR’s Project Estimate for the South Concourse Program.

ESTIMATING (OTHER MARKET SECTORS):

Civic/Government Project Experience
$22.5M City of St. Paul Ramsey County Courthouse Renovation in St. Paul, MN $140.0M City of Newport Beach Civic Center in Newport Beach, CA (Audit Estimate) $15.8M Temecula Parking Structure for City of Temecula, CA $4.6M San Diego Fish and Wildlife Complex in Chula Vista, CA $4.2M US Federal Courthouse Parking Structure Concrete Package in Minneapolis. MN $7.2M Chaska Fire Station in Chaska, MN
$187.1M Hennepin County Public Safety Facility in Minneapolis, MN $6.0M FAA Air Traffic Control Center in Farmington, MN
$17.5M Rosemount Armory & Community Center in Rosemount, MN

Hospitality/Entertainment/Retail/Restaurant Project Experience $19.6M San Diego SeaWorld 2014 Attraction
$48.0M Mansion on Forsyth Park Hotel in Savannah, GA
$48M Pointe Orlando Retail/IMAX Theater Project in Orlando, FL $7.5M Eerie World Café in Tarrant, TX
$4.5M Rainforest Café in Burlington, MA
$378M Mall of America in Bloomington, MN
$19.8M Busch Gardens Jungala Project in Tampa, FL
$1.6M “The Kitchen” Restaurant
$1.2M Islands Restaurant Renovation
784Exhibit 9
Anser Advisory
54 |

ANSERADVISORY.COM

AXEL HARTQUIST, PSP

PROJECT SCHEDULER
Axel Hartquist is a senior level scheduling professional with over two decades of experience and knowledge in preparing and/or reviewing schedules with varying complexity and scope for various education clients. Axel also possesses in -depth experience in performing time impact analysis on schedule fragnets and can participate in change order negotiations pertaining to time extensions.

With a unique perspective, Axel can perform and analyze critical path and earned value analyses, as well as develop program and project schedules based on design or construction documents. He excels in analyzing data and performing actual cost expenditures versus budget performance. He also has the unique experience of working for the general contractor earlier in his career, which helps support the Owner in mitigating any issues. He is very familiar with Job Order Contracting (JOC), Design -Build, Lease - Lease Back, and Best Value Procurement methods and can expertly support the cost estimating and negotiation process.

SELECT PROJECT EXPERIENCE
Los Angeles Unified School District (LAUSD) , School Comprehensive Modernizations and New Buildings, HVAC Upgrades, Los Angeles, California
Various Projects & Sizes, New & Renovations | Construction Cost: $1,094,095,288 | Project Timeline: 05/2018–Current
Program Scheduler for this project providing program and project schedule support services. The project includes working with project schedulers reviewing baseline schedules, monthly updates and fragnets re gularly. Mr. Hartquist handles all baseline schedules submitted by the contractor for logic and contract compliance. Mr. Hartquist works with the project schedulers to ensure the time fragnets were properly analyzed for any schedule impacts. The scope includes making recommendations to the upper management for any schedule extension change orders and regular site visits to ensure the monthly updates submitted by the contractor is accurate. Mr.

Hartquist is also responsible for collecting all the project schedule data and updating the program schedule regularly.

Malibu Unified School District, ES Bond Program, Santa Monica, California Construction Cost: $268,000,000 & $358,000,000 | Project Timeline: 2008-2017 Senior Scheduler for a total of $626M in bond programs. Mr. Hartquist provided scheduling services for the district’s $268 million bond program passed in 2006 and the $358 million ES bond program passed in 2012. These bonds fund renovation, repair, and upgrade projects for the district’s 16 schools. All repairs meet California energy and sustainability requirements, including CHPS (Collaborative for High -Performance Schools) standards. Mr. Hartquist developed baseline schedules and monitoring for each facility, including phasing and sequencing activities for construction—as well as time impact and delay claim analyses —and schedules for cost and resource loading. He additionally oversaw reporting for earned value management, critical schedule analysis, and program management services; provided critical path analysis and program management for continuity; and integrated the schedules into a master project schedule with senior-level authorities. Mr. Hartquist maintained a c onsistent approach to program scheduling, while also adapting to the unique qualities of business culture in each national environment when working with clients. He served as a direct liaison with the client to maintain a clear flow of communication in decision-making.

LAUSD, Central Region Elementary School No. 21, Los Angeles, CA 52,500 SF| Construction Cost:
$22,060,000 | Project Timeline: 2010 – 2012
Scheduler for this critical project, Mr. Hartquist oversaw reporting for earned value management, critical schedule analysis, and project management services. He provided critical path analysis and project management for continuity. Mr. Hartquist maintained a consistent approach to schedule analysis, while also adapting to the unique qualities of business culture in each national

Education
Construction Engineering
Management, Bachelor of
Science, California State
University Long Beach, CA, 2006
Licenses/Certifications
Planning and Scheduling
Professional (PSP) No. 1113
OSHA 10-Hour Safety
Certification
SureTrak
Experience
Years’ Experience: 20
Years with Anser: 4.5
785Exhibit 9
Anser Advisory
55 |

AXEL HARQUIST, PSP

PROJECT SCHEDULER
ANSERADVISORY.COM

environment when working with clients. He served as a direct liaison with the client to maintain a clear flow of communication in decision-making.

University of California, Los Angeles, Various Projects, Los Angeles, California Various Sizes| Construction Cost: $439,162,000 | Project Timeline: 2008 – 2010 Scheduler for this project, Mr. Hartquist services provided for the Mira Hershey Hall Seismic Renovation, Pauley Pavilion, Terasaki Life Sciences Building, and Speiker Aquatic Center included reports for earned value management, critical schedule and path analysis, and assist program/ project management. M r. Hartquist maintained a consistent approach to scheduling, while also adapting to the unique qualities of business culture in each national environment when working with clients.

University of California, Irvine, Lair Trevor School of the Arts Building, Irvine, California 55,000 SF | Construction Cost: $33,764,007| Project Timeline: 2018 Scheduler for this project, Mr. Hartquist provided time impact and delay claim analysis, preparation of schedules for costs and resource loading, oversight for reports for earned value management, critical schedule and path analysis, and assist program/ project management.

Throughout the course of the project, Mr. Hartquist maintained a consistent approach to program scheduling, while also adapting to the unique qualities of business culture in each national environment when working with clients.

Los Angeles World Airports, Midfield Satellite Concourse, Los Angeles, California 750,000 SF | Construction Cost: $1.3B | Project Timeline: 2017-2018 Scheduler for this project, Mr. Hartquist reviewed general conditions, provided comments to Project Controls, and visited the project site to document progress in the shadow schedule for as - built documentation. His as -built comments were presented for use in analysis of time impacts resulting from design and construction issues. Mr. Hartquist also reviewed weekly the meeting minute look-ahead schedule and provided documentation for forensic issues.

Port of Long Beach, Security Command & Control Center, Long Beach, California 25,000 SF | Construction Cost: $14M | Project Timeline: 4/2007 Project Scheduler for this project, Mr. Hartquist assisted the senior project controls engineer in providing baseline review services for the 25,000 SF 3- story facility—including a roof helipad and support for the police dive team —for port and homeland security. Mr. Hartquist maintained a consistent approach to scheduling, while also adapting to the unique qualities of business culture in each national environment when working with clients.

California Department of Corrections and Rehabilitation , Health Care Facilities Improvement Program, California
Various Sizes | Construction Cost: $61M | Project Timeline: 2017 Scheduler for this project, Mr. Hartquist provided scheduling services for the construction of new and renovated healthcare facilities within the secure perimeter in Wasco State Prison, California Correctional Institution, and North Kern State Prison. Mr. Hartquist’s preconstruction activities included review of general conditions, comments to the project management team, and plan review for each project site to understand phasing and logistics. He reviewed critical path, schedule content, milestones, and the contractor’s schedule submission, while also providing QA/QC on contractor schedule for verification of contract conformance. 786Exhibit 9
Anser Advisory
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ANSERADVISORY.COM

SHAWN PAROLINE

CLAIMS MANAGER
Shawn has more than 27 years of professional experience in program management, scheduling, risk management, and claims analysis. He has served as the construction manager, chief schedule engineer, and/or claims analyst on several major California public works civil infrastructu re programs each in excess of $2B.

Shawn has expertise in auditing the contract management protocols in place in the field office and providing strategic leadership to the owner’s CM team in the areas of delay analysis, documentation for claims avoidance, and contemporaneous schedule review and monitoring. He has prepared contract phasing language for complex projects, developed Critical Path Method (CPM) scheduling specifications, turnaround of troubled projects, and real-time dispute management as a supplement to the agency’s construction management field staff.

Shawn’s proactive approach to identifying early risk mitigation measures have proven to reduce any downtime as well as protect the owner and improve the effectiveness of the contractor’s schedul e.

SELECT PROJECT EXPERIENCE
Los Angeles County Metropolitan Transportation Authority (Metro), Division 20 Portal Widening Turnback, Los Angeles, CA
Construction Cost: $500M+ | Project Timeline: 08/2018-Current As risk mitigation manager, Shawn reviewed, monitored, and returned comments on the general contractors’ baseline CPM and update schedules; evaluated change requests and notices of potential claims; advised the Owner on contractor’s entitlement; prepared independent time impact analyses; and proposed draft change order language for schedule mitigation measures for the CM team’s consideration. Shawn performed several independent construction cost estimates, two constructability reviews, and proposed language to mitigate potential lost productivity claims by clarifying ambiguous work hour restrictions, interim phase milestones, and staging restrictions. This project allows switching to take place after riders disembark Union Station, allowing for faster service times and increased service levels on both the Metro Red Line and Purple lines. Previously, trains switched tracks before entering Union Station. The project includes First Street Bridge soffit modifications and pier demolition, Caltrans Type 7 retaining walls, precast tunnel roof panels, relocation and protection of utilities, new turnback and storage tracks in an active rail maintenance and staging yard, new traction power, and installation and testing of train control systems.

Long Beach Airport, Phase II Terminal Area Improvements, Long Beach, CA Construction Cost: $80M | Project Timeline: 1/2020-05/2022 As senior schedule engineer, Shawn returned monthly comments on Contractors’ monthly CPM schedule updates. This design-build project involved the construction of a new, 6,200 square -foot, in-line baggage security screening system (Checked Baggage Inspection System); 850 square feet of new public (nonsecure) restrooms; new baggage service office; new canopies for passenger protection from inclement weather; decommissioning of Claim Units 1 through 3; construction of 3 claim devices totaling 380 linear feet of within the non-secure public area; 250-linear feet of inbound baggage belts within the secure area; construction of 13,000- square feet of ticketing facilities; and renovation and recommissioning of the historic terminal building.

RCTD, Scott Road Interchange Project, Menifee, CA
Construction Cost: $57.8M | Project Timeline: 01/2020 – 12/2020 As risk mitigation manager, Shawn reviewed, monitored, and returned comments on CPM schedule updates; evaluated change requests and notices of potential claims; advised the Owner on contractor’s entitlement; and reviewed time impact analyses (TIA), prepared independent TIAs, and provided suggested response language to return to the Contractor. The project consists of widening Scott Road from west of Haun Road to east of Antelope Road along with the construction of a new 6 lane wide cast in place overcrossing bridge. In addition, this project adds two new loop ramps and modifies the existing ramp s for freeway access along with acceleration and deceleration lanes for

Education
Bachelor of Science, Magna Cum
Laude, Engineering Technology
with emphasis in Construction
Management, California State
University, Long Beach, Years
Attended (1992 – 1994)
Experience
Years’ Experience: 27+
Years with Anser: 5.5

787Exhibit 9
Anser Advisory
57 |

SHAWN PAROLINE

CLAIMS MANAGER
ANSERADVISORY.COM

safely entering and exiting the freeway. Other project elements include new traffic signal equipment, landscaping, retaining walls, drainage facilities and several utility relocations.

San Diego Association of Governments (SANDAG), Program-wide CM Services [Mid-Coast Corridor Transit Project], San Diego, CA
Construction Cost: $1.6B | Project Timeline: 05/2018-04/2021 As construction auditor , Shawn prepared checklists, conducted interviews, and prepared audit reports for quality management and document control on behalf of SANDAG. Separate audits were performed for the construction manager/general contractor (CM/GC), a joint venture of Stacey & Whitbeck, Skanska, and Herzog, and the owner’s representative CMC (construction management consultants).The project provides for a 14.4 -mile extension of the Trolley Blue Line from the Santa Fe Depot in Downtown San Diego to the UTC Transit Center in Universit y City. The project includes nine new stations, upgrades to existing systems facilities between the Santa Fe Depot and the Old Town Campus, new and upgraded traction power substations, six new bridges, and five park -and- ride facilities.

San Diego County Water Authority, San Vicente Pumping Facilities, San Diego, CA Construction Cost: $67M | Project Timeline: 07/2007-10/2010 As senior claims analyst in support of the construction management team, Shawn provided executive recommendations for troubled project turnaround; conducted weekly schedule audits to assess actual progress along contractor’s monthly schedule updates; lead construction schedule refinement meetings; drafted notices of non -compliance (NCRs); drafted correspondence; generated monthly progress meeting minutes; reviewed, monitored, and returned comments on CPM schedule updates; reviewed time impact analyses; reviewed change order requests and claims for entitlement; assisted troubleshooting and testing; managed spare parts submittals; closed out the $13 million pre - procured equipment contract. The design -bid-build project consists of facilities for three 7000- HP horizontal centrifugal pumps, welded- steel pipelines, and a three -million-gallon, pre -stressed- concrete surge tank.

Otay Water District, Ralph W. Chapman Water Rec ycling Facility Upgrade Project, Rancho San Diego, CA
Construction Cost: $3M | Project Timeline: 05/2011-10/2011 As scheduler, Shawn reviewed and returned comments to the Contractor on the baseline and monthly CPM schedule updates, and advised the client on change order language and claims mitigation. The project consisted of upgrading the 1.3 MGD facility with a new aeration diffuser system including new baffles, internal recycle pumps, floating mixers; new turbine blowers and the replacement of aeration piping; new filter air scour facility; new modular insulated cover for the filter backwash storage tank; and automation enhancements.

San Diego County Water Authority, Capital Improvement Program, San Diego, CA Construction Cost: $2.4B | Project Timeline: 02/2011-10/2011 | Construction End Date: 2011 As risk mitigation manager, Shawn proposed revisions to specifications and contract general conditions to achieve compliance with the Water Authority’s standard practices set forth in their CM Manual, and to introduce other prudent construction management procedures and claims mitigation techniques. Focus areas included authority of the Engineer, escrow of bid documents, coordination between multiple prime contractors, Authority’s determination of substantial completion, more robust and enforceable punchlist and contract closeout protocol, define final acceptance, Contractor’s right to protest Engineer’s determination, effectiveness of three -week-lookahead schedules, certification of meeting minutes, codify the previously informal RFI review process, enhance enforcement of CPM scheduling pr ovisions, legislate early completion, define “non - compensable delay,” define “inexcusable delay,” define “compensable delay,” define “concurrent delay,” update time impact analysis requirements, and establish right to audit the Contractor’s project records to leverage dispute resolution.

788Exhibit 9
Anser Advisory
58 |

ANSERADVISORY.COM

VIDYA C. DIXIT , CCP, PSP

PROJECT CONTROLS MANAGER
Consummate project control professional with an excellent record of success as Director of Project Controls reporting to MD for Anser Building Division. Energetic leader promotes 33 years of industry experience with superior record of accomplishment. Ambitious and highly motivated, surpasses demanding objectives and achieves or exceeds set goals. Background includes planning, scheduling, forensic risk analysis, project claims, cost engineering, earned value management (EVMS) and change order management . Strive to continually improve the processes to maintain optimum efficiency.

Skilled at coordinating plans, personnel, and resources to complete work under tight deadlines.

SELECT PROJECT EXPERIENCE
Port of Long Beach, Long Beach, CA
Project Control Specialist | Timeline: 05/2022 – Present • Programs
o Developing a Master Integrated Schedule (MIS) to overview the overall portfolio of projects for the Port through input from all stakeholders o Monitoring the MIS through updates from designers, PM’s and other stakeholders o Development of program/project wide metrics to monitor performance o Development of policies and procedures and implementing training for staff • Construction
o Establishing Baseline Schedule Review Process along with other SOPs. o Analyzing Baseline Schedules review through review of plans, specifications stakeholder input and establishing target for measurement o Monitoring on periodic basis through look ahead, last planner system, weekly updates and proactive resolution of issues
o Analyzing Time-Impact Analysis submitted by the contractor and recommend resolution to the client.
o Development of policies and procedures and implementing training for staff Projects:
• Pier G Wharf Construction, POLB, CA $45 Million
• Pier G Infrastructure Development, POLB, $20 Million
• Pier G Births G 212-213 Shiploader, POLB, $40 Million • Terminal Island Wye Track Realingment, POLB, $40 Million

Bernard Brothers Inc., San Fernando, CA
Director, Planning/Scheduling | Timeline: 05/2018 – 05/2022 • Established planning/ scheduling department and reports directly to Sr. VP of Operations • Develop Baseline Schedules through contract drawings, BIM and superintendent input • Monitoring on periodic basis through last planner system, weekly updates and proactive resolution of issues
• Development of program/project wide metrics to monitor performance • Development of policies and procedures and implementing training for staff Projects:
• LAUSD – Poly Highschool and Ascot Elementary Schools
• Fresno County Jail
• James Musiac Detection Center
• Fresno County Zoo

Turner Construction, Anaheim, CA
Scheduling Manager | Timeline: 02/2015 – 05/2018
• Developed master schedule for LAX Midfield Satellite Concourse (MSC) at LAX Airport • Managing 5 project control professionals

Education
Master of Science, Mechanical
Engineering, Drexel University,
Philadelphia, PA, 1988
Bachelor of Science, Mechanical
Engineering, University of
Mysore, 1984
Licenses/Certifications
AACE International, Certified
Cost Professional (CCP) No. 2101
(expires 11/03/2025)
AACE International, Planning
and Scheduling Professional
(PSP) No. 188 (expires
05/03/2023)
Organizations/Affiliations
AACE Member
Experience
Years’ Experience: 33
Years with Anser: 1
789Exhibit 9
Anser Advisory
59 |
VIDYA C. DIXIT , CCP, PSP

PROJECT CONTROLS MANAGER
ANSERADVISORY.COM

• Monitoring for potential schedule delays and cost impacts and developed recovery schedules to mitigate delays
• Developed 4 -D model using Synchro to integrate schedule with BIM model (Virtual Construction)
• Negotiating change orders along with estimating to request time extension with compensation
• Implementing Earned Value metrics and Time-Impact Analysis through forensic Scheduling Projects:
• LAWA, Terminal 2 Improvements
• LAWA, Midfield Satellite Concourse

Hill International, Irvine, CA
Director, Project Controls | Timeline: 02/2007 – 01/2015 • Managed (hiring/deployment/oversight) 24 project control professionals • Developed state of art project control system to integrate cost, schedule and accounting to manage cash projections and schedule completion.
• Developed Master Integrated Schedules (MIS) and monitoring on weekly basis. • Produced graphical reports showing schedule phasing along with project schedule (4D Scheduling) providing visual representation of project complexity.

Projects:
• SCE – TRTP Seg 1-3 Transmission Line,
• TRTP Seg 4-11 Transmission Line,
• Eldorado-Ivanpah Transmission Line
• Loma Linda University – Stewart Street Pedestrian Bridge • Port of Long Beach – Schedule Forensic Analysis
• SFMTA – Forensic Schedule Analysis and Claims Mitigation

URS Corporation, Los Angeles, CA
Sr. Project Controls Manager | Timeline: 06/2000 – 06/2007 • Led a team of six project control professionals to manage capital programs for different clients • Instrumental in developing cost and schedule control system, using Primavera P6 and Contracts Manager for Los Angeles Unified School District • Led effort in developing risk analysis using Pert Master and analyzing potential impacts to project and recommending various mitigation measures
• Conducted training in Schedule, Cost, Change Orders and Document Management • Developed comprehensive cost control system using contracts manager for LA Department of Public Works and reviewed and reconciled cost estimates submitted by architects, engineers and contractors
• Developed master plan schedule for LAX to choose alternative that best suited airport operations
• Responsible for implementing 4D CAD schedule visualization system for various projects • Expert witness on claims submitted by the contractor against LAUSD and UCLA Hospital (Santa Monica)
Projects:
• Charles Schwab; Call and Data Center
• LAWA; LAX Master Plan
• LAUSD; Capital Improvement Program, South Region
• LADPW; Seismic Retrofit Program (County of LA)
• Claims for LAUSD and UCLA

790Exhibit 9
Anser Advisory
60 |

ANSERADVISORY.COM

DEBORAH MARAI, RA, CSL, LEED AP

AQUATIC SUBJECT MATTER EXPERT/ PROJECT DIRECTOR
Ms. Marai is a skilled Project Director with 28 years of experience managing major construction projects. She finds creative solutions to clients’ needs and efficiently and effectively partners with project teams to bring projects to fruition on time and on budget. Ms. Marai has broad experience including municipal, private, college/university and K -12 education projects, multi - and single - family housing, and public works.

SELECT PROJECT EXPERIENCE

Underwood Pool | Belmont, MA
Project Director for the Town of Belmont for the replacement of this 100+ year old outdoor public pool and bath house located in central Belmont. The plan included two adjacent pools and 2 bath houses set within a public park with an all -purpose field, playground and parking. Chapter 149 procurement.

Bolivar Pool | Canton, MA
Project Director for the Town of Canton for the replacement of the pool, bathhouse, associated structures and parking area at the 40+ year old Bolivar Pool facility. The project is schedul ed to complete construction in November 2020.

Norton High School Renovation + Addition & Track and Field Upgrade | Norton, MA Project Manager for the pre -construction planning of an extensive 140,000 SF renovation and 27,000 SF addition to this 40- year-old high school building. Deborah coordinated documents required for MSBA submissions, oversaw the design team’s efforts and managed the public procurement process for both the CM@Risk (Ch. 149A) and trade contractors. This $28.4M project scope included new science labs and cafeteria, renovation to all existing classrooms, new elevators, replacement of electrical heating system, new windows, new roofing, and a track and field upgrade. Chapter 30 Public Procurement.

Innovation Academy Charter School, Tyngsborough, MA
Project Manager for the design and construction of a new, $3.8M permanent modular classroom building for the 5th and 6th grades at this expanding charter school. Deborah also managed the development of a new $1.6M multi-use track and field project on the school’s campus.

Lawrence Oliver Partnership School, Lawrence, MA
Project Directors for the $104M renovation and expansion of the existing Oliver Partnership Elementary School with a 1,000 student K -8 elementary/middle school complex. The pr oject will preserve and renovate the heart of the existing historic building while increasing the overall footprint and creating a campus for two shared educational programs which operate in partnership in this location. Currently in Schematic Design, cons truction for this project is anticipated to being in the Spring of 2022.

University of Massachusetts Boston - Clark Athletic Center & Elevator Upgrades, Boston, MA Project Director on two concurrent UMass Boston projects - the Clark Athletic Center Envelope Replacement project, including roof, metal panels, storefront and masonry replacement; and the Elevator Upgrades projects, including replacement of 14 elevators (3 freight, 11 passenger) in 5 campus buildings, installation of air conditioning in e levator machine rooms, and replacement of one emergency generator. Both projects were occupied construction requiring multiple electrical shutdowns, re -routing of pedestrian traffic along prominent and heavily traveled routes, and careful coordination within an active and rapidly transforming campus.

Education
University of Virginia, M. Arch,
1993
Trinity College, BA Economics,
1988
Licenses/Certifications
Massachusetts Registered
Architect #20655
MA Unrestricted Construction
Supervisor License
LEED AP BD+C
MCPPO, Office of the Inspector
General, 2012, 2015, 2018
Experience
Years’ Experience: 28+
Years with Anser: 12+
791Exhibit 9
Anser Advisory
61 |

DEB ORAH MARIA, RA, CSL, LEED AP

AQUATIC SUBJECT MATTER EXPERT/ PROJECT DIRECTOR
ANSERADVISORY.COM
Lawrence Public Schools Accelerated Repair Projects, Lawrence, MA Project Director for the City of Lawrence for two roof and mechanical equipment projects at the Community Day Arlington Elementary School and the School for Exceptional Studies. Both projects were part of the MSBA ARP program and were procured under MGL c.149.

Lowell Community Charter Public School, Lowell, MA
Project Director for the $2.6M renovation of a historic mill building in downtown Lowell to serve as expanded space for LCCPS. The project included a 3rd floor interior fit-out into classrooms, offices and supporting spaces for the school’s 7th and 8th grades, construction of a new interconnecting egress stair and a new elevator, and miscellaneous improvements to the school’s existing spaces.

Wellington Elementary School | Belmont, MA
Project Director for the Town of Belmont, serving as House Doctor, including managing the mitigation of interior noise issues that have existed since the opening of the 5-year old Wellington Elementary School.

Westfield State University - Dickinson Hall / Davis Hall, Westfield, MA Project Director for the Massachusetts State College Building Authority Dickinson Hall and Davis Hall renovation projects. The scope included new entries, addition of student lounges and common areas, relocation of all bathrooms, reconfiguration of the existing residential units, and modifications and improvements to building systems. The alternating floor level design made 100% accessibility cost prohibitive; Deborah worked closely with the Massachusetts Office of Public Safety and Inspection to create a solution to install elevators and ramps that allowed 80% accessibility withing each residence hall, participated in the selection of the architect/contractor team, and managed the collaborative effort to develop a design and construction strategies to keep both buildings fully occupied throughout the 3 year, multi-phased construction period.

American Antiquarian Society, Worcester, MA
Project Director for the $15.2M expansion and renovation of the American Antiquarian Society (AAS), a major research library that houses the largest collection of printed material related to American history before the 20th century. The project includes the construction of a new three - story wing, the reconfiguration of rooms in the original building, and an upgrade of all mechanical systems, which involves complex sequencing and logistics to protect the library’s precious historical materials. The project was subject to historic state and local approvals.

American Antiquarian Society, Goddard-Daniels House, Worcester, MA Project Director for the renovation of this former residence across the street from Antiquarian Hall, serving as AAS offices. The project include d repainting of the building exterior, including lead paint removal and extensive repair of exterior siding/trim as needed, rerouting of electrical service, and structural repairs to the carriage house.

792Exhibit 9
Anser Advisory
62 |

ANSERADVISORY.COM

JENNIFER WEISS DONOVAN , AIA, CSL, LEED AP , MCPPO

AQUATIC SUBJECT MATTER EXPERT/ SENIOR PROJECT MANAGER
Ms. Donovan has over 25 years’ experience both as an architect and as a project manager with an electrical construction background, giving her a unique perspective on the construction process. She specializes in contract development and is particularly adept at authoring and negotiating agreements with owners and subconsultants. In addition to a being a Registered Architect, Ms.

Donovan is a Licensed Construction Supervisor. She has earned several honors, has given multiple presentations in the design and construction industry, and is an active community volunteer.

SELECT PROJECT EXPERIENCE
Bolivar Aquatic Complex, Town of Canton, Canton, MA
Project Manager for $6M replacement of the Town of Canton’s 45- year old pool and pool house building, utilized annually June -August as part of the recreation program. The pool itself is being replaced in similar footprint due to environmental constraints, pool house rebuilt to meet plumbing codes, and toddler pool being replaced with splashpad.

Father Bill’s & Mainspring, Brockton, Quincy and Randolph MA Project Manager for new wood -frame construction housing developments for homeless and Veterans, each with staff offices. The three- story 10,500 SF Brockton building has 23 Single Room Occupancy (SRO) apartments, with kitchenette, private bathroom, and living/sleeping area. The two- story 5,100 SF Randolph complex features 10 SRO efficiencies for Veterans. An upcoming $17M, 36,175sf, two phase Quincy Housing Resource Center (P h1) and 30 SROs (Ph2) is in progress, with the design & precon team, in cooperation with the City’s adjacent municipal project. Ongoing FBMS Capital Repairs projects include deferred maintenance, site assessments and historic restoration.

Glen Brook Way for Metro West Collaborative Development, Medway MA Project Manager for this two -phase, 92 -unit family and senior affordable housing complex in six unique buildings. Spread over three land parcels, the $15.5M Phase I segment consists of 48 units in four buildings, designed to be highly energy efficient. Phase II, budgeted at $14.3M, consists of 44 units of senior housing, flanking each side of the Phase I development; this phase of all senior units is projected to achieve “Net-Zero” energy consumption.

Northeastern University, Boston, MA
Project Manager on nearly 50, multi-phased, multi-departmental renovation & deferred maintenance projects. Jenn managed several project types, including classrooms, offices, science laboratories, commercial spaces, commo n areas, and over a dozen roofs. Many fast track “summer slammers” had budget, schedule, material availability and permitting challenges. Selected Northeastern projects include:

Interior/Science Lab Renovations: Relocation of instrumentation teaching labs and LEED Certified renovation to College of Engineering office space; Hurtig and Egan gut renovation, re-purpose and fit- out of existing lab spaces; Dana Science Building mechanical system upgrades; Stetson West dorm heating replacement; campus bottle filling stations.

Behrakis Health Sciences Center - Chiller Replacement Project: Removal and demolition of two existing chillers totaling 920 tons from basement of Behrakis and replace with 2 new Multi -Stack chillers totaling under 800 tons. Required on this project was heavy mechanical and electrical work, integration with ITS for control monitoring, and commissioning services.

Multiple Roof Replacements : Tear-off/replacement of typically existing tar and gravel roofs in fully occupied buildings on active campus, including coordination of hazardous materials abatement and emergency storm repairs. Approximately 212,000 SF total.

Education
Bachelor’s in Architecture,
Syracuse University School of
Architecture, 1994
Associate in Applied Science,
Interior/Architectural Design
Cazenovia College, 1990
Licenses/Certifications
Massachusetts Registered
Architect #30061
New York Registered Architect
#28662-01
Massachusetts Construction
Supervisor License
(Unrestricted)
LEED Accredited Professional
NCARB Certified Professional
Cal OES Safety Assessment
Program Evaluator
MCPPO Certification
NFPA Hot Works Certificate
Organizations/Affiliations
Town of Weymouth Historical
Commission
National Association or Women
in Construction (NAWIC) – Past
President, Boston Chapter.

National Women in Roofing
(NWIR)
Professional Women In
Construction (PWC)
Experience
Years’ Experience: 25+
Years with Anser: 6
793Exhibit 9
Anser Advisory
63 |

JENNIFER WEISS DONOVAN , AIA, CSL, LEED AP, MCPPO

AQUATIC SUBJECT MATTER EXPERT/ SENIOR PROJECT MANAGER
ANSERADVISORY.COM
American Antiquarian Society Goddard Daniels House | Worcester, MA Project manager for historic restoration and electrical service upgrades including substantial coordination between owner, historical commission, and utility company. Challenges included specialized painting coordination and spray -on insulation application in fully occupied work environment, and replacement of significant historical features.

Brookview House III, Dorchester, MA
Project Manager for a $4M ground-up wood-frame construction of a three-story, 12-unit 22,300 SF apartment complex for homeless women with children. The project includes extra security features for residents, a child-care center and career training on the lower level.

Waterford Place Apartments, Boston, MA
Project manager for renovations at Waterford Place, 26-unit affordable housing development. Scope involved coordination of roof, boiler and window replacements in a confined location.

Frawley-Delle Masonry Repairs | Boston, MA
Responsible for assessment, scope development, and coordination of repair work at three occupied brick apartment buildings in the City of Boston.

PRIOR TO JOINING ANSER

Johns Hopkins University School of Medicine, Baltimore, MD Construction Administrator for the Broadway Research Building and as Project Architect for the Traylor Chemical Processing and BRB Laboratory Renovation.

UMass Amherst Integrated Science Building (ISB), Amherst, MA Architect / Assistant Project Manager / Construction Administrator, managing the fit out for ISB’s Research Floor and coordinating Architect-Consultant Agreements and Amendments.

Contracts Manager | Boston MA
For over seven years, managed contract coordination and risk management at a Boston architecture firm, including document initiation and negotiation with owners and consultants, insurance review, collaboration with attorneys and insurance agents, and internal coordinati on with firm Principals.

United States Postal Service Facilities , NY State
Multiple phases of USPS/postal facility design and construction, from concept through closeout, as part of design and construction administration team.
794Exhibit 9
Anser Advisory
64 |

ANSERADVISORY.COM

JERRY FOSTER

ATHLETIC FACILITIES PROGRAM & PLANNING SUBJECT MATTER

EXPERT (SME)
With over 30 years of experience, Jerry Foster is an accomplished athletic facilities construction and project management professional with deep and diverse knowledge in all levels of sports, recreation, and athletic facilities management, such as strategic planning, facility and project management, program / staff development and education. His experience also includes feasibility studies, strategic, operational, and master planning, implementation, funding procurement, project management, planning and construction.

REPRESENTATIVE EXPERIENCE
Roxbury Community College, Reggie Lewis Track and Athletic Center, Roxbury, MA Jerry is the Athletic Facilities Planning Consultant working with the College’s Facilities and DCAMM to complete the 2021 -2022 fiscal year’s small and critical repair projects o n numerous deferred maintenance projects, which include mechanical system replacement, interior finishes, and upgrades. For the Reggie Lewis Track and Athletic Center, the project consists of upgrades to the main and gymnasium entrances’ lobby flooring, lo cker rooms, fieldhouse inner track athletic and gymnasium flooring replacements. Bleachers are also being replaced in the field house and gymnasium.

Northeastern University, Parsons Baseball Field, Brookline, MA Jerry was the Owner’s Athletic Department Representative for the $5 million construction, renovation, and reconfiguration of the Parsons Baseball -Soccer Complex in Brookline, Massachusetts. The project was split into four phases:

 Phase 1 : field replacement , drainage, communications conduit, and reconfiguration of playing surface / ancillary areas.
 Phase 2 : pavilion bleacher replacement; press box reno vation; fencing and dug outs; and renovated storage facility
 Phase 3 : construction of the Connelly Seating Pavilion; press box; ADM modifications ; construction of brick donor’s patio; further work on dug outs; construction of batting and pitching alleys; extensive netting surrounded the entire complex  Phase 4: feasibility study and renovation of the field house, locker rooms, showers, office, equipment room, sports medicine facility, Title IX compliance modifications for female athletic teams: locker rooms, showers, offices

Northeastern University, Henderson Boathouse, Boston, MA Jerry was the O wner’s Athletic Department Representative and Subject Matter Expert assisting the Owner’s Project Manage r with three phases of construction and services to renovate all interior finishes, offices, fitness and rowing exercise areas , and men’s and women’s locker rooms of a historic collegiate rowing boathouse. Total replacement of the windows, roof and construct a new pile supported deck, ramp, and floats in over the waters of the Charles River. Renovations and repairs triggered MAAB including specified docking areas, the reductio n of the dock slope and ADA access to the dock and b oathouse. The boathouse is maintained by the Northeastern University but is owned by Division of Capital Asset Management and Maintenance (DCAMM) and governed by the Department of Conversation and Recreation (DCR) . Jerry also oversaw the i nstallation and maintenance of 55 feet by 15.5 feet aluminium decked hinged ramp; a 60 -foot by 8-foot floating dock; two “L” shaped floating docks for shuttle boat docking; 16 wood piles; ADA ramp to grade platform; ramp to floating dock; and aluminium decking to fixed platform .

Education
Master of Science, Sports
Leadership, Northeastern
University, Boston, MA
Bachelor of Science, Physical
Education, Northeastern
University, Boston, MA
Licenses/Certifications
Certified Athletic Trainer
Certified Strength and
Conditioning Specialist
Organizations/Affiliations
National Athletic Trainers
Association
National Strength and
Conditioning Association
Experience
Years’ Experience: 35
Years with Anser: 1
795Exhibit 9
Anser Advisory
65 |

JERRY FOSTER

ATHLETIC FACILITIES PROGRAM & PROJECT SME
ANSERADVISORY.COM

Northeastern University, Gries Sports Medicine and Performing Training Center, Dedham, MA Jerry was the Owner’s Athletic Department Representative and Subject Matter Expert for the new performance enhancement center to serve student athletes in a state -of-the-art facility for sports medicine, performance training and evaluation, and strength and conditioning . He c onsulted on best practice, peer review, and feasibility for the new center that merged the departments of sports medicine and strength and conditioning. Jerry assisted Anser and Jones Architects in further expansions of the Gries Center into the Soloman Indoor Track to develop a performance lab and clinic for research, rehabilitation, and optimal performance training.

Northeastern University, Badger and Rosen SquashBusters Center, Boston, MA Jerry was the Owner’s Athletic Department Representative and Subject Matter Expert for the renovation and initial construction for the 35,000-square foot building with eight international squash courts, fitness center, offices, classrooms, and multipurpose rooms. Planning and design for the expansion include d new entry , reception area, pick up - drop off driveway, e-sport studio, outdoor functional fitness center and build out of ancillary administrative service areas.

Northeastern University, Solomon Track and Field Hockey Field Complex, Dedham, MA Jerry was the Owner’s Athletic Department Representative and Subject Matter Expert for the renovation of classroom building for field hockey locker room complex, visiting and club sport locker rooms, referees' room, team lounge, conference room, and sports medicine areas. Jerry was part of the team installing Astro -turf field hockey specific surface for track infield and the construction of a water suppl y plant for the field’s maintenance , team bench enclosures , and press box and spectator seating areas. He also assisted Anser with the reno vation to the track and throwing fields at Northeastern University Dedham campus. The anticipated project program included installation of a synthetic track oval, jumping events, and throwing areas suitable for NCAA practice and competition for Northeastern’s Track and F ield program. A reconfiguration and relocation of several field events including the javelin, shotput, pole vault, hammer/disc us, andlong jump/triple jump wa s required within the oval based on completion of the field hockey field. The start of this project was all contingent on approval of permitting, scope, and financing review.

Additional upgrades to the facility beyond the oval included spectator seating, restrooms, concessions, and sports lighting , netting for the throwing areas. Major elements of the property included facilities building, parking lots, a ccess drives, maintenance sheet and sewer leaching fi eld under the main lawn.

Northeastern University, Barletta Natatorium, Boston, MA Jerry was the Owner’s Athletic Department Representative and Subject Matter Expert for the renovation of rowing tanks; furniture, fixtures, and equipment (FF&E); HVAC repair and replacement; chlorine gas mitigation upgrades; bulkhead and starting block replacement; office construction and reconfiguration; locker room upgrades; storage c onversion and storage area addition at the Barletta Natatorium.

Northeastern University / City of Boston, Carter Playground, Boston, MA Jerry acted as the University ’s Liaison Representative in negotiations with the City of Boston in a public-private partnership, feasibility study, peer review and best practices investigation for the Carter Playground. He assisted in the design and planning for a multi -field, multi-purpose complex with an inflatable winter structure, accessible pla yground, six tennis courts, passive park, backstops and fencing, protective netting, lighting, bike and running path, storage, fencing and landscaping.

Working with the Parks Commission, he co-authored the operational plan and budget, the schedule of use, and permitting plan and contributed to the contract creation with research and subject matter expertise. Jerry also helped conduct community meetings and negotiations.

796Exhibit 9
Anser Advisory
66 |

ANSERADVISORY.COM

MICHAEL HALL

AQUATIC SUBJECT MATTER EXPERT

SENIOR PROJECT MANAGER/DIRECTOR

VICE PRESIDENT
Michael Hall is an expert in the field of design and construction of public facilities. He is an accomplished project manager with more than 36 years of experience in owner’s representation. Nineteen years of his career were spent with the Jefferson County Public Schools Construction Management Department, managing the design and construction of new school projects as well as renovations. Michael also served in the position of project superintendent for a commercial general contractor, deepening his knowledge of construction. Since 1999, Michael has also been the owner of Prestige Pools & Spas , providing aquatic construction and maintenance services to some of the largest clients with aquatic facilities throughout the state of Colorado.

Michael creates an atmosphere of trust and generates a shared commitment to your goals. He is a firm, yet fair, leader who fosters an environment where it is safe for all project stakeholders to hold each other accountable and ensure project success. This team -oriented focus makes certain that everyone is responsible to all parties, ensuring all ass igned tasks are completed in order to minimize impacts on cost, quality, and schedule.

Additionally, Michael is the consummate listener. This allows him to read between the lines to identify your tangible goals related to sticks and bricks construction, w hile also understanding the intangible concerns that could keep you up at night during construction.

Michael acts as the final authority on Anser projects he works on. He is truly a boots -on-the- ground Principal, not relying on phone calls and email to communicate the important needs of the project to other project team members. As a Senior Advisor, Michael will support the proposed project team throughout the duration of the project, providing both owner's representation and aquatic facility subject matte r expertise as needed as well as managing the Anser staff proposed to service this contract.

RELEVANT AQUATIC PROJECT EXPERIENCE
 Broncos Health I
 Denver Broncos Football Club
 Colorado Rockies Baseball Club
 Kroenke Sports Enterprises/
 Denver Nuggets
 University of Colorado Athletic Department
 United States Air Force Academy Falcons
 Beaver Creek Lodge
 Sun Vail Condominiums
 Wind River Development
 Frasier Manor
 Lakeshore Lodge at Estes Park
 Montrachet Apartments
 United States Olympic Committee
 Tenaker Pet Care Center
 Summit Homes
 Development – Prospector Village
 Hampton Inn (Golden, CO)
 Towne Place Suites (Lakewood, CO)
 Vail Athletic Club
 West Side Investment/The Forum

Licenses/Certifications
Class B Contractor’s License (expired)
Organizations/Affiliations
Colorado League of Charter Schools,
Member
Experience
Years’ Experience: 35+
Years with Anser: 19+
797Exhibit 9
Anser Advisory
67 |

ANSERADVISORY.COM

RACH AEL HIGHLEY

LABOR COMPLIANCE/DOCUMENT CONTROL
Ms. Highley brings over 12 years of professional experience in providing client support in a variety of roles. Rachael assists our project team on several projects both in the field and administratively.

Her duties include recording meeting activities, reviewing documents and proce ssing correspondences. Additionally, she supports W&A’s labor compliance services by conducting and documenting site employee interviews. She is well -versed in several different types of funding requirements including local, state and federal funds. Rachae l thoroughly documents all information and compares the information to the project requirements for compliance.

REPRESENTATIVE EXPERIENCE
Various Capital Improvement and Development Projects, City of Murrieta, CA Project Administrator/Labor Compliance Field Investigator supporting the Project Manager on multiple projects that involve facility improvements. Maintains project documentation, prepares for progress meetings (agendas/meetings), tracks submittals, compiles report s and correspondence and assists with various administrative record keeping activities. Projects include:
 Senior Center Outdoor Recreation Area/B Street Station Project ($1.1M)  Community Center
Town Square Park Improvements ($6.1M)

Fire Station No. 5, City of Menifee, CA 12/2022 – Current Rachael is providing construction management and inspection services on the Quail Valley Fire Station No. 5, a new state-of-the-art facility that will provide a significant increase in the amount of personnel and equipment that can be utilized at the station. The new fire station will replace the existing Quail Valley Fire Station No. 5, located at the intersection of Goetz Road and Palm Drive/Ave Roble. The current station was built in the 1950s and is limited in capacity, housing only a few firefighters and two small -size fire trucks. The new, modern Fire Station No. 5 will be a 9,000-square-foot facility that can house up to 6 fire personnel and has a three-bay garage that can house large equipment, with room for future expansion. The new fire station has been designed to meet the needs of the community for at least the next fifty years.

Community Recreation Center Renovations Phase 1, City of Temecula, CA 10/22 - Current Project Coordinator supporting the Project Manager for the renovation project that consists of three separate phases. This first phase will include a new roof, new flooring throughout the facility, improvements to the kitchen, and ADA upgrades. Work includes renovation of the building interior including safety features, concrete slab, flooring, roof, and restroom facility access; ADA compliance; renovation and expansion of existing office space and recreation rooms, sitework including concrete and AC paving, and any other work required by the plans and specifications.

Neighborhood Park Renovations, City of Lake Forest, CA
Project Administrator for this project that includes renovating Darrin, Montbury and Pebble Creek Parks. Improvements at Darrin Park consist of grading, landscaping, irrigation, site furnishings, redesigning of its play area with resilient surfacing, new playground equipment, a new shade structure and repairs to an asphalt trail along El Toro Road and Trabuco Road. At Montbury and Pebble Creek Parks, the improvements consist of removal and replacement o f various park amenities.

Labor Compliance on Multiple Projects, City of Menifee, CA Labor Compliance Field Investigator for multiple City projects ranging from street repairs to streetlight upgrades and landscaping improvements. Visits the project locati ons to perform employee interviews and works closely with the City and the contractors. Since projects may be at multiple locations throughout the city, plans site visits to maximize efficiency. Projects include:
 CIP 19-16 Lazy Creek Recreation Center

Education
Administration; Riverside City
College, Riverside CA
Experience
Years’ Experience: 12
Years with Anser: 5+

798Exhibit 9
Anser Advisory
68 |

RACH AEL HIGHLEY

LABOR COMPLIANCE/DOCUMENT CONTROL

ANSERADVISORY.COM

 CIP 19-16 Lazy Creek Recreation Center Parking Lot
 CIP 16-13 Public Works (MOC)
 CIP 19-18 Police Headquarters Wall Phase 1
 CIP 20-02 Ethanac Rd & Sherman Rd St Resurfacing
 CIP 21-01 Murrieta Road Resurfacing

Various Capital Improvement and Development Projects, City of Rialto, CA Project Administrator/Labor Compliance Field Investigator reviewing daily reports for multiple Inspectors assigned to various projects throughout the City. Assists with maintaining project files, reports and other documentation. Projects include:
 Fire Station 205 Phase 1 Improvements ($5.8M)
 Joe Sampson Park ($5.2M)
 Community Center ADA Path of Travel ($390K)
 Metrolink Station Parking Lot Expansion PH2 ($1.5M)
 2018/19 Citywide Roof Replacements ($466K)

Traffic Signal @ Santa Ana & McGirk Intersection, City of El Monte, CA Project Administrator for the $400K project, providing administration services for the construction of the following: curb, ramp, and pavement updates on Ramona Boulevard and Tyler Avenue; Class II Bike Route on Santa Anita Avenue; video detection updates; traffic signal updates at various intersections; wayfinding sign installation at various intersections; bike rack installation at various intersections for the Santa Anita Active Transportation Program (ATP) Project.

Bush Street Bicycle Boulevard, Water and Sewer Improvements, City of Santa Ana , CA Project Administrator for the $2.5M Bush Street Bicycle Boulevard Project which incorporates bicycle enhancements and traffic calming measures intended to connect neighborhoods to the Civic Center using complete street and Bike Boulevard concepts. The improvements include landscaping and updated signage and roadway markings. The existing 4” diameter and 8” diameter cast iron water mains located within Bush Street were installed in the 1950s and 1960s were replaced. In addition, the existing sewer maintenance holes in this area were constructed in the 1920s, and also replaced. The project comprises a bicycle boulevard stretching along Bush Stre et from Civic Center to 17th Street, and water and sewer improvements from 8th Street to 11th Street. In addition to the replacement of the water main and sewer maintenance holes, the street enhancement consists of traffic circles and/or bulb-outs at seven street intersections, along with landscaping, and updated signs, striping, and markings. The addition of the curb bulb outs as traffic

Slurry Seal for Arterial Streets, City of Lake Forest, CA Project Administrator for the $1.2M slurry seal project which consisted of grind and overlay spot repairs, crack sealing, placement of Type II slurry, striping and all other associated work with slurry seal placement.

Pechanga Parkway Widening, City of Temecula, CA
Project Administrator during the ¾ mile widening of this heavily traveled road to six lanes. The $5M widening includes removal of existing concrete asphalt, curbs and gutters, sidewalks and medians.

The project expanded the street, provide curbs and gutters, ADA improvements and install new traffic signals. Minor utility relocation also took place.

Charlan Road Recycled Pond Project, Valley Center Water District, Valley Center, CA Labor Compliance Assistant for this $5M recycled pond construction project. Conducted employee interviews on the project site, updated labor compliance reports and assisted with maintaining project documentation and project files

799Exhibit 9
Anser Advisory
69 |

VALUE-ADD
 Plans Review
 Design Criteria
 Recreational Expertise
 Construction Support & Project Management Experience

REPRESENTATIVE EXPERIENCE
Long Beach City College, Kinesiology Lab & Aquatic Center, Long Beach, CA (2017 – 2022)
Plumbing Design Engineer | Construction Value: $43 Million P2S provided MEPT, AV and Fire Protection design of the 27,991 SF Aquatic Center as well as the 8122 SF Softball and East Visitor Building. The new facility includes Kinesiology team rooms, locker rooms, offices, classrooms and multipurpose rooms, as well as a new swimming pool and deck drainage. Power and lighting design includes the pool deck, the softball building and field, practice fields, soccer field, tennis courts, beach volleyball area, as well as site lighting. Power, data, fire alarm, lighting and drinking fountains are being provided at the softball dugouts.

El Camino College, Natatorium & Office Building, Torrance, CA (2016 – 2018) Plumbing Design Engineer | Construction Value: $27 Million P2S provided MEPT engineering design and Security, AV and Fire Protection design services for the new 79,000 SF Natatorium and Office Building at El Camino College in Torrance, CA. The $37.1 million two -story building encompasses a 105,000 SF site area. The state-of-the-art facility provides an energy -efficient fitness hub for the community college’s athletic teams and general student body. The facility includes an indoor aquatics area consisting of a 35-meter competition pool and an adaptive pool as well as supporting wet locker spaces and pool equipment areas.

In addition to the aquatics functions, the building includes five classrooms, two multipurpose fitness rooms, weight rooms, the Athletics Division office, and student locker rooms. All systems were designed to exceed Title 24 requirements.

Mt. San Antonio Colleg e, New PE, Aquatic, Gym & Kinesiology Center , Walnut, CA (2018 – 2023 est.)
Plumbing Design Engineer | Construction Value: $71 Million Providing MEPT and fire protection design engineering services for the 118,000 GSF complex which includes a two -story gym with two major indoor courts and additional spaces for kinesiology, physical education, fitness, classrooms, instructional labs and support spaces. Phase 2 includes adjoining pools and pool deck, aquatics support building and a pedestrian bri dge connection to the gym .

The new complex is designed to achieve LEED Silver.

PLUMBING QA

EDUCATION
AS, Computer Aided Drafting ,
ITT Technical Institute ,
California

LICENSES/

CERTIFICATIONS
Certified in Plumbing Design
Plumbing Design, UCLA

EXPERIENCE
Years of Experience:
20 Years with Firm:
16 ERIC GOMEZ
CPD
Eric Gomez has 20 years of plumbing design, fire protection and construction experience. His extensive knowledge spans design, drafting, specifications, plan check submittals, cost estimates, inspections, and construction administration.

Eric has significant expertise in educational, recreational and office facilities. He has designed a comprehensive range of plumbing and fire protection systems such as campus natural gas supply distribution as part of master p lanning for future expansions on various college and university campuses. Eric has served as project manager and design engineer on various plumbing system design projects.

800Exhibit 9
Anser Advisory
70 |

ERIC GOMEZ , CPD PLUMBING QA
Crafton Hills College, New LEED Platinum Kinesiology, Health & Aquatics Complex, Yucaipa, CA (2012 – 2014) Plumbing Design Engineer | Construction Value: $4.2 Million Crafton Hills College’s new Kinesiology, Health & Aquatics Complex (formerly known as the Physical Education Building) is an expansion of its Aquatic Center. The project includes ADA access upgrades to the Aquatic Center, a new fitness center and yoga and dance studios. The project is part of Crafton Hills College’s ambitious Measure M Bond upgrades, which also include a new science building and public safety complex. The building was designed to meet LEED Platinum standards and was certified in August 2017.

City of Santa Clarita, New LEED Silver Canyon Community Center, Santa Clarita, CA (2017– 2019) Plumbing Design Engineer | Construction Value: $26.9 Million The Santa Clarita Canyon Community Center was designed to provide additional programming for the residents of Canyon Country. Following a two-year community engagement process, resident feedback contributed to a community center design that included: gymnasium, computer technology and multipurpose space, community an d fitness rooms, flexible outdoor space and open turf play area, fully equiped kitchen for teaching/demonstration. Site development of the community center also included a half basketball court, walking trails, water features, and parking areas. P2S provided MEPT design and LEED certification for the new 24,000 SF community center, located on 6.5 acres of undeveloped land. The project followed Title 24 and achieved LEED Silver certification documentation.
801Exhibit 9
Anser Advisory
71 |

VALUE-ADD
 Athletic Facility Expertise
 Value Engineering
 Construction Safety
 Life-Cycle Cost Analysis

REPRESENTATIVE EXPERIENCE
Long Beach City College, Kinesiology Lab & Aquatic Center, Long Beach, CA (2017 – 2022)
Mechanical Engineer | Construction Value: $43 Million
P2S provided MEPT, AV and Fire Protection design of the 27,991 SF Aquatic Center as well as the 8122 SF Softball and East Visitor Building. The new facility includes Kinesiology team rooms, locker rooms, offices, classroo ms and multipurpose rooms, as well as a new swimming pool and deck drainage. Power and lighting design includes the pool deck, the softball building and field, practice fields, soccer field, tennis courts, beach volleyball area, as well as site lighting. Power, data, fire alarm, lighting and drinking fountains are being provided at the softball dugouts.

Crafton Hills College , New LEED Platinum Kinesiology, Health & Aquatics Complex, Yucaipa, CA (2012 – 2014)
Mechanical Engineer | Construction Value: $4.2 Million
Crafton Hills College’s new Kinesiology, Health & Aquatics Complex (formerly known as the Physical Education Building) is an expansion of its Aquatic Center.

The project includes ADA access upgrades to the Aquatic Center, a new fitness center and yoga and dance studios. The project is part of Crafton Hills College’s ambitious Measure M Bond upgrades, which also include a new science building and public safety complex. The building was designed to meet LEED Platinum standards and was certified in August 2017.

Mt. San Antonio College , New PE, Aquatic, Gym & Kinesiology Center , Walnut, CA (2018 – 2023 est.)
Mechanical Engineer | Construction Value: $71 Million
Providing MEPT and fire protection design engineering services for the 118,000 GSF complex which includes a two -story gym with two major indoor courts and additional spaces for kinesiology, physical education, fitness, classrooms, instructional labs and support spaces. Phase 2 includes adjoining pools and pool deck, aquatics support building and a pedestrian bridge connection to the gym.

The new center is designed to achieve LEED Silver.

MECHANICAL QA

EDUCATION
BS, Mechanical Engineer ,
Iowa State University , Iowa

LICENSES/

CERTIFICATIONS
California Mechanical
Professional Engineer No.

M37387

EXPERIENCE
Years of Experience:
12 Years with Firm:
11 NATE BEHNING
PE
Nate Behning has 12 years of experience in mechanical engineering and HVAC consulting. His experience includes new building and renovation projects at university and college campuses, office buildings, and athletic facilities. Services have ranged from mechanical equipment replacement to new building design and energy studies. Nate has served as a mechanical engineer on various HVAC airside and hydronic system design projects. His responsibilities entail schematic/conceptual design, construction documents/drawings, life-cycle cost analysis, energy modeling, and construction administration services. His project experience ranges from small tenant improvement projects to large building renovations and new building design.

802Exhibit 9
Anser Advisory
72 |

NATE BEHNING , PE MECHANICAL QA
Mt. San Antonio College, New Athletic Complex East, Walnut, CA (2013 – 2017) Mechanical Engineer | Construction Value: $60 Million
P2S Engineering provided a study of the MEP utilities at the proposed site of the new Mt. San Antonio College Athletic Complex East facility providing options for new utilities placement. We then provided MEPT and fire protection design services for the new facility which includes: a gym, tennis courts, track, bleachers, press box, field house and space for concessions. Since Mt. SAC is targeting LEED Silver or higher certification, we also helped prepare all the requisite documentation.

Long Beach Unified School District, Wilson High School Aquatics Complex, Long Beach, CA (2021 – 2023) Mechanical Engineer | Construction Value: $14 Million
The proposed project is a new Aquatic Center for the Woodrow Wilson High School campus. The construction delivery method shall be delivered via Design -Bid-Build method. Construction of the new facilities can be traditional construction or modular, the pool shall be a Myrtha pool. P2S is providing MEP, Technology and Fire Protection services. The space consists of storage rooms, locker rooms, team rooms, restorooms, laundry room, office space, and snack bar.
803Exhibit 9
Anser Advisory
73 |

VALUE-ADD
 Landscape Power Renovation
 Value Engineering
 Construction Safety
 Municipal Experience

REPRESENTATIVE EXPERIENCE
Long Beach City College, Kinesiology Lab & Aquatic Center, Long Beach, CA (2017 – 2022)
Electrical Engineer | Construction Value: $43 Million
P2S provided MEPT, AV and Fire Protection design of the 27,991 SF Aquatic Center as well as the 8122 SF Softball and East Visitor Building. The new facility includes Kinesiology team rooms, locker rooms, offices, classrooms and multipurpose rooms, as well as a new swimming pool and deck drainage. Power and lighting design includes the pool deck, the softball building and field, practice fields, soccer field, tennis courts, beach volleyball area, as well as site lighting. Power, data, fire alarm, lighting and drinking fountains are being provided at the softball dugouts.

El Camino College, Natatorium & Office Building, Torrance, CA (2016 – 2018) Plumbing Design Engineer | Construction Value: $27 Million P2S provided MEPT engineering design and Security, AV and Fire Protection design services for the new 79,000 SF Natatorium and Office Building at El Camino College in Torrance, CA. The $37.1 million two -story building encompasses a 105,000 SF site area. The state-of-the-art facility provides an energy -efficient fitness hub for the community college’s athletic teams and general student body. The facility includes an indoor aquatics area consisting of a 35-meter competition pool and an adaptive pool as well as supporting wet locker spaces and pool equipment areas.

In addition to the aquatics functions, the building includes five classrooms, two multipurpose fitness rooms, weight rooms, the Athletics Division offic e, and student locker rooms. All systems were designed to exceed Title 24 requirements.

Long Beach Unified School District , Wilson High School Aquatics Complex , Long Beach, CA (2021 – 2023)
Electrical Engineer | Construction Value: $14 Million
The proposed project is a new Aquatic Center for the Woodrow Wilson High School campus. The construction delivery method shall be delivered via Design -Bid-Build method. Construction of the new facilities can be traditional construction or modular, the pool shall be a Myrtha pool. P2S is providing MEP, Technology and Fire Protection services. The space consists of storage rooms, locker rooms, team rooms, restorooms, laundry room, office space, and snack bar.

ELECTRICAL QA

EDUCATION
BS, Electrical Engineering ,
Pennsylvania State
University , Pennsylvania

LICENSES/

CERTIFICATIONS
California Electrical
Professional Engineer No.

E22361

EXPERIENCE
Years of Experience:
11 Years with Firm:
6 LARS HENDERSON
PE
Lars Henderson has over nine years of experience creating electrical designs for the construction industry. Assignments have included educational institutions, commercial fit -outs, municipal sites, and mission critical facilities in the Los Angeles and New York City markets. Electrical service designs, landscape power renovations, and energy efficient lighting upgrades are areas Lars has accomplishments in. Beyond the compliances and routines of designing, it is the client’s end goal which Lars strives emphasis towards.
804Exhibit 9
Anser Advisory
74 |

LARS HENDERSON , PE ELECTRICAL QA
Los Angeles County, Deferred Maintenance for Multiple Park Sites, Los Angeles, CA (2018 – Present) Electrical Engineer | Construction Value: $100,757
Los Angeles county contracted P2S Inc to provide the engineering design services for the counties deferred maintenance program. P2S Inc provided the mechanical, electrical, and plumbing engineering designs for six parks throughout Los Angeles county. These park sites included, Alondra Park, Jesse Owens Park, Amelia Mayberry Park, F.D. Roosevelt Park, Victoria Park, and Whittier Park. Facility maintenance needs varied at each location and often required mechanical system repairs/replacements, plumbing repairs, and electrical system repairs/upgrades.

City of Santa Clarita, New LEED Silver Canyon Community Center, Santa Clarita, CA (2017– 2019) Electrical Engineer | Construction Value: $26.9 Million The Santa Clarita Canyon Community Center was designed to provide additional programming for the residents of Canyon Country. Following a two-year community engagement process, resident feedback contributed to a community center design that included: gymnasium, computer technology and multipurpose space, community and fitness rooms, flexible outdoor space and open turf play area, fully equiped kitchen for teaching/demonstration. Site development of the community center also included a half basketball court, walking trails, water features, and parking areas. P2S provided MEPT design and LEED certification for the new 24,000 SF community center, located on 6.5 acres of undeveloped land. The project foll owed Title 24 and achieved LEED Silver certification documentation.

805Exhibit 9
Anser Advisory
75 |

VALUE-ADD
 Technical Review
 Quality Assurance
 Material Testing Management
 Inspection Management

REPRESENTATIVE EXPERIENCE
Long Beach Community College District , Kinesiology Laboratory and Aquatics Center, Long Beach, CA (2019 – 2022)
Project Manager | Construction Value: $75M
The kinesiology lab and aquatics center project consist of selective site demolitions, as well as renovations and new construction for various features of the project, spanning over 700,000 square feet. The aquatics center features a new 50-meter pool with a support building of approximately 15,000 square feet. The outdoor kinesiology lab will include improvements to the existing parking lot, softball, tennis courts, athletic turf, storage buildings, fencing, gates, bleachers, utility lines, landscaping, and irrigation. New construction includes athletic fields, including volleyball, tennis, softball, soccer, and multi- purpose fields. Twining provided subsequent geotechnical updates, soils compaction, and material testing services. Our scope of services included soils and compaction testing, reinforced concrete, reinforced masonry, structural steel, epoxy dowels, and post -installed anchors. To ensure efficiency and continuity, Twining staffed the project with multi certified inspectors.

San Bernardino City Unified School District, Indian Springs Athletic Complex, San Bernardino, CA (2014 – 2016)
Project Manager | Construction Value: $10.9
The project consisted of the construction of a new pool, stadium bleachers, new light poles and two one -story buildings in the vicinity of the existing athletic field area of the High School. Twining provided a geotechnical investigation for the proposed Indian High School Aquatics Facility and Stadium Improvements Project.

Twining continued to provide materials testing and inspection services during the construction phase of this project. Sam served as Project Manager.

San Pedro Public Market, LLC, San Pedro Public Market (now known as West Harbor) (2020-2021)
Project Manager | Construction Value: $150M
The $150M public market in San Pedro located on 42-acres of waterfront property, which will be delivered in multiple phases, includes restaurants, shops, and events focused on re -energizing North America’s largest port, crafting a vibrant dining, entertainment, and recreation -focused destination. Once complete, visitors and locals will enjoy an authentic food hall, waterfront amphitheater concert venue, improved movability through the implementation of courtesy boat slips, bike and pedestrian pathways, dog -friendly outdoor gardens, playgrounds, and unique

MATERIALS AND

SPECIALTY INSPECTION

EDUCATION
Master of Science , Civil
Engineering , University of
California, Irvine
Bachelor of Science, Civil
Engineering, University of
California, Irvine

LICENSES/

CERTIFICATIONS
California Civil Professional
Engineer- in-Training No.
14- 077 -78

EXPERIENCE
Years of Experience:
10 Years with Firm:
8 SAM SAJED
EIT
Sam Sajed has more than 10 years of technical experience in the field of civil engineering. His professional experience includes the management of materials and special inspection projects during the construction phase for numerous types of clients and projects. Sam is responsible for materials testing and special inspection projects, technical reviews, budget and schedule tracking with clients, and effective communication and coordination with client and project teams. Sam employs a detail- oriented approach t hroughout the projects he manages ensuring that the services he and his team provide enable smooth, successful project closeouts.

806Exhibit 9
Anser Advisory
76 |

SAM SAJED, EIT MATERIALS AND SPECIALTY INSPECTION
retail. The principles of developing this project include connecting the local community to the waterfront and embracing and building upon the harbor’s rich history. Twining provided geotechnical investigati on, special inspection, and material testing, including on -site sampling of construction materials, laboratory tesitng of concrete, masonry and soils, radiographic examination, testing of manufactured products, observation of construction methods, project documentation/technical support and preparation of daily logs and final reports.

Sam served as Project Manager.
807Exhibit 9
Anser Advisory
77 |

VALUE-ADD
 CEQA
 NEPA
 Entitlement
 Energy
 Federal
 Institutional
 Infrastructure

REPRESENTATIVE EXPERIENCE
Los Alamitos High School Aquatics Center Project, Los Alamitos, CA; March 2018 to January 2019
Principal-in-Charge | Construction Value: $19,610
As Principal in Charge, Betsy directed the project as a whole assured that resources were available to complete this project within budget and on schedule. The Los Alamitos High School Aquatics Center Project proposed to replace an existing 25 - meter pool facility with a 50 -meter pool. The project would construct a 50 -meter athletic pool, bleachers with a shade structure, a 1,440 square foot pool equipment room, and five (5) outdoor showers.

Oro Vista Estates Project, Los Angeles, CA; February 2019 to January 2022 Principal in Charge | Construction Value: $132,849.30
As Principal in Charge, Betsy is overseeing the project as a whole and is responsible for assuring that resources are available to complete this project within budget and on schedule. This project proposes to construct 310 units on an approximately 30- acre project site on an undevelo ped ridgeline in the City of Los Angeles. Ms.

Partridge drafted the project description, agriculture and forestry, and recreation sections of the Initial Study.

Initial Study/Mitigated Negative Declaration (IS/MND), Arlington Heights Sports Park (formerly Riverside Youth Sports Complex), Riverside, CA; September 2009 to January 2011
Principal in Charge | Construction Value: $258,190
Betsy was UltraSystems’ Principal-in -Charge for preparation of an IS/MND addressing development of this public park. UltraSys tems contributed to the analysis of the site’s agricultural resources, as the site had been used as an orange grove. Planned facilities included lighted sports fields, eight soccer fields, three baseball fields, two basketball courts, two playgrounds, a trail, central plaza, restrooms, concessions facility, picnic area, and on -site parking. The sports park was proposed for an area transitioning from rural to more urban uses. Other issues including traffic and public services; utilities were carefully analyzed to give the City the information necessary to plan for future infrastructure improvements. The

ENVIRONMENTAL

MANAGER

EDUCATION
Graduate Program, Public
Policy and Administration,
California State University,
Long Beach, CA, 1992
Graduate Program, Business
Administration, Pepperdine
University, Irvine, CA, 1991
M.U.R.P., Master of Urban
and Regional Planning,
California State Polytechnic
University, Pomona, CA,
1989
B.A., Geography, California
State University, Long Beach,
CA, 1978

PROFESSIONAL

AFFILIATIONS
American Planning
Association
Urban Land Institute
Association of Environmental
Professionals
National Association of
Women Business Owners
National Association for
Female Executives

EXPERIENCE
Years of Experience:
35 BETSY A. LINDSAY, MURP
Betsy Lindsay is the founder and chief executive of UltraSystems Environmental.

A building industry veteran, she has over 35 years of experience in environmental planning and permitting, preparing more than 400 environmental documents. Her background includes managing over 20 on-call professional service contracts for public agencies, which have included hundreds of projects. At UltraSystems, her day -to-day responsibilities include business and project management, contract administration, resource allocation, and quality control. She is responsible for overall project management, the preparation and processing of CEQA/NEPA documents, and associated entitlement obligations for large -scale public and private infrastructure projects.
808Exhibit 9
Anser Advisory
78 |

BETSY A. LINDSAY, MURP ENVIRONMENTAL MANAGER
IS/MND also addressed the issues of light and glare, air quality, and noise, important due to the proximity of adjacent homes.

Palm Crest Elementary School Modernization; January 2020 to August 2021 Project Director | Construction Value: $186,188.71
The La Cañada Unified School District proposes to modernize Palm Crest Elementary School. The proposed project involves the construction one new classroom building, which would be comprised of an east and a west wing. As Project Director, Betsy oversaw the budget, project management and billing for this project. Betsy coordinated directly with the client and oversaw the quality control of the project. This projec t was approved by the La Cañada Unified School District in September 2020.

San Timoteo Storm Drain Project, City of Moreno Valley, CA; August 2014 to May 2021 Project Director | Construction Value: $159,571
The proposed project includes extension of an und erground and surface water neighborhood storm drain system. Betsy is serving as the Project Director on the preparation of an Initial Study and Mitigated Negative Declaration (MND) in compliance with the California Environmental Quality Act (CEQA) and supp orting technical studies and biological resources surveys. Her responsibilities include coordination with the City for data and project design information. Betsy also conducted QA/QC review of all sections of the IS/MND prepared for the project.

MWD Prestressed Concrete Cylinder Piper (PCCP)Exploratory Testing and Planning; October 2017 to March 2021
Principal-in-Charge | Construction Value: $30,392.48
Betsy served as Principal -in-Charge for this project in which UltraSystems prepared an Environmental Exploration and Testing Plan and Traffic Control Plans for the Metropolitan Water District’s Second Lower Feeder Pipeline Rehabilitation project that runs appro ximately 30 miles between Orange and Los Angeles Counties. UltraSystems’ directed the soil boring, soil sampling, and obtaining encroachment, lane closure, and other required permits required to perform the project in compliance with local, state, and federal regulatory requirements.

North County ITS Palmdale Extension Project, Palmdale, CA; January 2018 to December 2020 Project Director | Construction Value: $51,014.83
This project will be the fifth phase in a series of projects to construct fiber optic in frastructure, remote CCTV surveillance, traffic operations center (TOC) upgrades, traffic signal upgrades, and new traffic signals within the City of Palmdale. Betsy is serving as Project Director. The North County ITS Extension project will tie into existing fiber optic infrastructure between the TOC and Avenue R/40th Street East and extend west to 70th Street East.

Pitchess Detention Center Emergency Vehicle Operation Center, Los Angeles County, CA; April 2016 to August 2020
Principal-in-Charge | Construction Value: $218,454
Betsy is acting as UltraSystems’ Principal- in-Charge for the preparation of an Initial Study/Mitigated Negative Declaration as well as several technical studies for an Emergency Vehicle Operating Center for the Los Angeles County Sheriff’s driver training track, skid pad, and a role play training center for emergency vehicles.

Draft Environmental Impact Report (EIR)/Draft Environmental Impact Statement (EIS), Rose Hill Courts, Los Angeles, CA; October 2016 to February 2020
Principal-in-Charge | Construction Value: $487,693
As Principal in Charge, Betsy is overseeing the environmental document preparation for the Rose Hill Courts Modernization and Rehabilitation Project, which is located on a 5.24 -acre site. The project site is one of t he oldest, public housing projects in all of Los Angeles, and is currently developed with a total of 15 buildings, comprised of 14 residential buildings with 100 -multi-family units, and one administration and community building. The EIR/EIS is being prep ared with multiple Lead Agencies, Responsible Agencies and overseen by the Housing Authority of Los Angeles. Critical issues include: traffic, biological resources, aesthetics, noise, air quality, soils, geology, along with public relocation during construction. 809Exhibit 9
Anser Advisory
79 |

VALUE-ADD
 CEQA
 NEPA
 EIR/EIS
 IS/MND
 EA
 Land Use
 Mitigation
 Permits
 PES
 GIS
 Relocation Impacts
 Specific Plans
 General Plans
 Socioeconomics
 Aesthetics
 Noticing
 Mixed-Use
 Technical Studies
 Entitlements

REPRESENTATIVE EXPERIENCE
Los Alamitos High School Aquatics Center Project, Los Alamitos, CA; March 2018 to January 2019
Sr. Project Manager | Construction Value: $19,610
The Los Alamitos High School Aquatics Center Project proposed to replace an existing 25-meter pool facility with a 50-meter pool. The project would construct a 50-meter athletic pool, bleachers with a shade structure, a 1,440 square foot pool equipment room, and five (5) outdoor showers. Hina assisted with the preparation of an IS/MND for the proposed project. She drafted project description, aesthetics, land use and public services sections of the IS/MND and conducted QA/QC review of all sections of the IS/MND. This project was approved by the Los Alamitos Unified School District in January 2019.

Legacy Square Project, Santa Ana, CA; December 2018 to January 2019 Sr. Project Manager | Construction Value: $74,110.00
The Legacy Square project is located on an approximately 1.74-acre site in the City of Santa Ana. The project proposes the development of a new commercial/residential mixed-use development consisting of 93 residential units, 7,767 square feet of flex mixed -use space, and a 2,576 square foot community center. Hina worked on the preparation of the IS/MND and EA/FONSI and drafted several sections. She also conducted QA/QC review of sections drafted by other members of the UltraSystems team. The project had a very aggressive timeline due to timing for funding. UltraSystems staff worked over the winter holiday to produce the environmental document over the course of a few weeks. This project was approved by the City of Santa Ana City Council in February 2019.

Western Sector Improvement Area Plan, Orange County Great Park, City of Irvine, CA; April 2020 to Ongoing
Project Manager | Construction Value: $127,490.00
UltraSystems is preparing an Addendum to the certified Orange County Great Park (OCGP) Plan Program EIR for the project. The proposed project con sists of the development of sports facilities including a water polo arena, a gymnasium, and a multilevel parking structure on approximately 32.9 acres of land located in the

ENVIRONMENTAL PROJECT

MANAGER

EDUCATION
Master of Urban and Regional
Planning, University of
Southern California,
Los Angeles, CA, 2009
B Arch, Chandigarh College of
Architecture, Chandigarh,
India, 2007

LICENSES/

CERTIFICATIONS
LEED Accredited Professional –
BD+C #10281034 (Leadership
in Energy and Environmental
Design

EXPERIENCE
Years of Experience:
14 Years with Firm:
14 HINA GUPTA, LEED AP
Hina is an urban planner with over 14 years of experience in environmental planning and regulatory permitting for a variety of projects including infrastructure, transportation, renewable energy, commercial, residential, mixed use and master planned developmen t, and educational facilities. Her areas of expertise include: Sustainable Land use, Aesthetics and Visual Analysis, Socioeconomics and Community Impact Assessment, and Green Building Design. Hina is a LEED Accredited Professional and has experience working with public agency staff at various city and county departments within southern California.
810Exhibit 9
Anser Advisory
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HINA GUPTA, LEED AP ENVIRONMENTAL PROJECT MANAGER
western portion of Orange County Great Park. Hina is serving as the Project Manag er for this project. She is coordinating with the City and assisting with the environmental analysis of potential project impacts. Hina is also responsible for conducting QA/QC review of all sections of the Addendum and supporting Technical Studies being prepared for the project.

Penske Sales, Leasing, and Maintenance Facility Project, Moreno Valley, CA; September 2021 to Ongoing Sr. Project Manager | Construction Value: $166,440.00
Hina is managing preparation of the CEQA IS-MND for the project and working closely with technical teams for biological and cultural resources, and hazardous materials. Penske will conduct truck and trailer repairs consisting of general and preventive maintenance to its private and customer fleets, such as clutches, oil changes, belt/bulb replacements, tire changes, etc. and all work conducted within the facility is closed to the general public.

Fontana Warehouse @ Sierra Ave. and Summit Ave., City of Fontana, CA; August 2021 to July 2022 Sr. Project Manager | Construction Value: $44,410.00
Hina managed preparation of the CEQA IS-MND for the project and the project has been approved by the City Council. UltraSystems provided technical reports (i.e., air quality/ GHG, noise and biological resources) for the proposed warehouse facility located at Sierra Avenue and Summit Avenue in the City of Fontana.

Clover Warehouse Project, City of Fontana, CA; October 2019 to December 2020 Deputy Project Manager | Construction Value: $84,620.00 UltraSystems prepared an Addendum to the certified SWIP Specific Plan PEIR for the project. The project consisted of the development of a single 126,807 square-foot warehouse facility, located on a 5.59 gross acre parcel. Hina served as the Deputy Project Manager for this project. She is coordinating with the City and assisting with the environmental analysis of potential project impacts. Hina also conducted QA/QC review of all sections of the Addendum and supporting Technical Studies prepared for the project.

Boyle Warehouse Project, City of Fontana, CA; August 2019 to March 2020 Deputy Project Manager | Construction Value: $57,560.00 UltraSystems prepared an Addendum to the certified SWIP Specific Plan PEIR for the project. The project consisted of the development of a single 126,655 square-foot warehouse/manufacturing facility, located on a

5.54 gross acre parcel. Hina served as the D eputy Project Manager for this project. She coordinated with the City and assisted with the environmental analysis of potential project impacts. Hina also conducted QA/QC review of all sections of the Addendum and supporting Technical Studies prepared for the project.

Rose Hills Courts Project, Los Angeles, CA; October 2016 to February 2020 Deputy Project Manager | Construction Value: $487,693
UltraSystems is preparing an IS/EIR/EIS in compliance with CEQA and NEPA. Since the project involved federal funding, HUD requirements specified in 24 CFR Part 50 and 36 CFR Part 800, applied to this project. Hina is working on the preparation of the CEQA and NEPA environmental documents. She prepared the Aesthetics, Land Use, and Public Services Sections of the EIR. She is also providing QA/QC of all sections of the EIR/EIS. Her duties also include facilitating project management activities, as required. 811Exhibit 9
Anser Advisory
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VALUE-ADD
 CEQA
 GIS
 Vistro
 EIR
 MND
 NOE
 NEPA
 MS Office
 Project Management
 Traffic Analysis
 Mixed-use
 Residential Noise Monitoring
and Analysis
 Expository Writing
 Impact Analysis
 K-12/College Universities

REPRESENTATIVE EXPERIENCE
Los Alamitos High School Aquatics Center Project, Los Alamitos, CA; March 2018 to January 2019
Sr. Environmental Planner | Construction Value: $19,610 The Los Alamitos High School Aquatics Center Project proposed to replace an existing 25-meter pool facility with a 50-meter pool. The project would construct a 50-meter athletic pool, bleachers with a shade structure, a 1,440 square foot pool equipment room, and five (5) outdoor showers. Michael performed environmental analysis to complete sections required for IS/MND documenation.

Penske Sales, Leasing, and Maintenance Facility Project; Moreno Valley, CA; September 2021 to Ongoing
Assistant Project Manager | Construction Value: $166,440.00 Michael, as Assistant Project Manager on this project, wrote several IS -MND sections and conducted QA review on several others. The project proposes development of a truck sales, leasing, and maintenance facility in the city of Moreno Valley. UltraSystems is preparing an IS-MND and several technical studies for the project.
13330 Magnolia Aven ue Residential Development – IS-MND, Community of Home Gardens, Riverside County, CA; November 2021 to Ongoing Project Manager | Construction Value: $48,540.00
The proposed project consists of development of 46 single -family homes and 44 attached townhomes on a 4.5 -acre site in the Community of Home Gardens in unincorporated Riverside County. The site is vacant except for remnants of some historical water wells. UltraSystems is preparing an Initial Study and Mitigated Negative Declaration for the project, in addition to preparing several technical studies and peer-reviewing several other studies. Michael is project manager.

Green Day Oasis Project – IS-MND, Desert Hot Springs, CA; December 2021 to Ongoing
Project Manager | Construction Value: $66,970
Michael is Project Manager for this project, which consists of 655 residential units and approximately 120,300 square feet of commercial uses on a 38.3 -acre vacant site on Palm Drive south of 18th Street. UltraSystems is preparing an IS -MND and several technical studies.

ENVIRONMENTAL PROJECT

MANAGER

EDUCATION
Certificate, Environmental
Management, University of
California Irvine, 2013
Master of Science,
Interdisciplinary Studies /
Neuroscience, California State
University Long Beach, 2004
Bachelor of Science, Biological
Sciences, California State
University Long Beach, 1999
Project Management
coursework, University of
California Irvine, 2009-2014

PROFESSIONAL

AFFILIATIONS
Association of Environmental
Professionals

EXPERIENCE
Years of Experience:
16 Years with Firm:
3 MICHAEL MILROY, MS

Michael is a detail-oriented Environmental Planner with over 16 focused years on California Environmental Quality Act (CEQA) document preparation, project management, and review of supporting technical studies; including, but not limited to, Environmental Impact Reports (EIRs), Initial Studies, Mitigated Negative Declarations, and NEPA documents.
812Exhibit 9
Anser Advisory
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MICHAEL MILROY, MS ENVIRONMENTAL P ROJECT MANAGER
District at Rubidoux Project, City of Jurupa Valley, CA; October 2021 to Ongoing Assistant Project Manager | Construction Value: $240,940.00 The proposed project site spans 254 acres abutting the east boundary of the City of Jurupa Valley. The site is bounded by the State Route 60 (SR -60) freeway on the north; Jurupa Boulevard on the west; the Santa Ana River on the east; and residential uses a nd churches near 34th Street on the south. The project will consist of 1,192 residential units; 2.93 million square feet of commercial and industrial uses; and 10 acres of parks and open space. Michael is assistant project manager.

Space Shuttle Exhibit & Education Building, Downey, CA; July 2021 to Ongoing Assistant Project Manager | Construction Value: $117,750.00 The proposed project will be a neighborhood center for Science, Technology, Engineering, and Mathematics (STEM) education and other social and community involvement. The main floor will have flexible space accommodating 250-300 guests. The space also will serve as an active learning area when not hosting large gatherings, showcasing mobile exhibit elements that can be cleared when needed and hous e hands-on STEM programming, such as camp programs and workshops. Michael is assistant project manager.

Allen/Cataract Warehouse Project, San Dimas, CA; October 2021 to Ongoing Assistant Project Manager | Construction Value: $122,350.00 Michael is Assistant Project Manager for this project, wrote several IS-MND sections and performed QA review on several other sections. The project consists of development of a two -unit, 64,422-square-foot warehouse building.

Lake Los Angeles Pedestrian Plan Implementation P hase I, Community of Lake Los Angeles, CA; November 2021 to Ongoing
Assistant Project Manager | Construction Value: $59,080.00 This project consists of improvements to two roadway segments such as a bike path, sidewalks, curb and gutter, a parking lane, and a paved shoulder; and pedestrian activated warning systems (PAWS) and enhanced crosswalks with advanced yield lines at 10 int ersections, all in the unincorporated community of Lake Los Angeles in northern Los Angeles County. UltraSystems is preparing an IS-MND and several technical studies for the project. Michael, Assistant Project Manager on this project, prepared several IS -MND sections and conducted QA reviews on several others.
9176 Sunset Boulevard Project, EIR, West Hollywood, CA; August 2020 to Ongoing Assistant Project Manager | Construction Value: $263,800.00 Michael is Assistant Project Manager for this project, which consists of development of a five-story commercial building, with digital displays and signage on the north and west sides of the building, at the western gateway to the City of West Hollywood.

Fontana Malaga Bridge Project, IS-MND and Caltrans documentation, September 2020 to Ongoing Assistant Project Manager | Construction Value: $183,673.00 Michael is Assistant Project Manager on this project, which consists of widening a segment of two travel lanes, bicycle lanes, and sidewalks to a segment of Foothill Boulevard; relocation of the existing Malaga Bridge; and replacement of the Bridge with a single-span steel truss bridge. Michael prepared parts of the IS-MND; as well as a Community Impact Assessment memo, a Relocation memo, and a Section 4(f) Determination, for Caltrans. 813Exhibit 9
Anser Advisory
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VALUE-ADD
 Experienced Commissioning Project Manager
 Experienced Sustainable Engineering Consultant, LEED AP  Experienced in Commissioning Services to Aquatics Centers and Recreation Facilities
 Southern California Presence

REPRESENTATIVE EXPERIENCE
LA County, Department of Public Works, Whittier Aquatic Center , Los Angeles, CA (Cx Agent PM) (2021 – present)
Our team is providing Title 24 Commissioning services for the new $26,575,000 construction of the LEED Gold Whittier Aquatic Center. The Project consists an aquatic center which shall include an Olympic -size competition swimming pool, a practice pool, and an Aquatic Center building. This building shall include a lobby/check-in area, staff observation room, dressing/restroom facilities, storage, an instructional classroom, and related improvements.

LA City, Department of Parks and Recreation, Michelle and Barack Obama Sports Complex, Los Angeles, CA (Cx Agent PM) (2015 – Current) 3QC provided security design and commissioning services to ensure compliance with Title 24 for the new $25,000,000, 56,457 SF Michelle and Barack Obama Sports Complex, formerly known as the Rancho Cienega Sports Complex. The City of Los Angeles Department of Public Works, renewed this 29-acre park by replacing an existing basketball gym and swimming pool with a new 29,000 SF pool building and 16,000 SF gym facility.

Wiseburn High School / Gymnasium and Pool , El Segundo, CA (Cx Agent PM ) (2016-2020)
After completion of the high school, 3QC was retained to commission the next phase of the campus – the addition of a 41,000 SF multi-purpose building and pool complex. During the initial functional performance tests, 3QC identified issues

BUILDING COMMISSIONING

SPECIALIST

EDUCATION
MS Building Services
Engineering, Brunel
University, Uxbridge
BS Computer Science,
University of Westminster

LICENSES/

CERTIFICATIONS
Certified Cx Authority
(CxA), #810 -711, ACG
Building Enclosure Cx
Process Provider (BECxP),
Cx Authority+Building
Enclosure (CxA+BE), UW,
Madison
Building Cx Professional
(BCxP), ASHRAE Certified
Energy Management
Professional (EMP),
#417- E138, EMA
LEED AP BD+C, USGBC
Green Globes Professional

EXPERIENCE
Years of Experience:
21 Years with Firm:
7 Michael Kalemkaryan is a sustainable engineering consultant with 2 1 years of experience in the design and construction of energy- efficient buildings. He has made it a career goal to assist owners build sustainable facilities that operate as their designs intend with maximum efficiency. As a Certified Commissioning Agent, LEED Accredited Professional, Energy Management Professional, Michael has been responsible for developing and implementing Cx practices for both public and private sector clients.

Michael’s responsibilities include documenting confirmation that each building system performs in compliance with design documents and Owners operational needs, functional testing, and the deliverables that assist maintenance and operations staff in maintaining fully functional facilities that achieve efficiency and high -performance goals. Michael’s broad range of expertise in the commissioning and project management field include design engineering, HVAC and plumbing systems, and trend log analysis on a wide variety of projects including educational, institutional, healthcare, commercial, governmental, and mixed-used facilities. During construction, he oversees functional testing, manages commissioning deliverables, and troubleshoots building systems. He also oversees O&M training and helps O&M staff transition buildings from occupancy through the first year of warranty to ensure facilities that are operationally functional.

MICHAEL KALEMKARYAN
CxA, BEC xP, C xA+BE, BCx P,

LEED AP, GGP, EMP
814Exhibit 9
Anser Advisory
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MICHAEL KALEMKARYAN , CXA, BECXP, CXA+BE, BCXP, LEED AP, GGP, EMP COMMISSIONING related to the completion of BMS programming and designed sequence of operations. Testing was put on hold and the issue was brought to the contractor’s attention and recorded on a Master Issues Log. Through communication and a collaborative effort, the issues were resolved and the remainder of testing was rescheduled and reverified. 3QC’s proactive approach to commissioning helped eliminate typical problems found during construction to ensure that systems operate as designed — minimizing future issues, improving system control, and increasing operations staff’s knowledge of how their systems should operate.

Long Beach USD, Wilson High School – New Aquatic Center, Natatorium, and Gymnasium , Long Beach, CA (Cx Agent PM) (2022-present)
3QC is providing Title 24 Commissioning services for the three recreation projects at Wilson High School. The proposed projects include a new Aquatic Center, renovating and re -purposing the existing Natatorium, and modernizing a gymnasium for Woodrow Wilson High School Campus. The proposed project is a new Aquatic Center for the Woodrow Wilson High School campus. The new Aquatic center includes demolition of the paly courts, removal of the AC paving, demolition of existing fence, power upgrades, constructing a modular pool by Myrtha pools and associated support structures and equipment.

LA County - Department of Parks and Recreation, Earvin Magic Johnson Park Community Event Center, Los Angeles, CA (Cx Agent PM) (2017-2021)
The Earvin “Magic” Johnson Community Event Center is a 20,000 SF, one-story facility located in Earvin Magic Johnson Park that will be the focal point of numerous community events. The center is envisioned as one volume, with a strong indoor -outdoor relationship, and an approximately 8,000 SF canopy extending on a ll sides. The Earvin “Magic” Johnson Community Event Center is a 20,000 SF, one -story facility located in Earvin Magic Johnson Park that will be the focal point of numerous community events. The center is envisioned as one volume, with a strong indoor-outdoor relationship, and an approximately 8,000 SF canopy extending on all sides.

LASED - SoFi Stadium and Entertainment District, Inglewood, CA (Cx Agent PM) (2017-2021) The 3 million square foot Los Angeles SoFi Stadium was built as a home for both the Los Angeles Rams and the Los Angeles Chargers at Hollywood Park. The project is a centerpiece to a sports and entertainment city and is surrounded by a mixed-use community of restaurants, hotels, retail, residential, office space and public parks venue, known as Lake Park. 3QC’s building experts, through the commissioning process, addressed the full quality assurance needs of the stadium’s systems including MEP, lighting, low voltage, security and smoke control

LASED - Lake Park, Inglewood, CA (Cx Agent PM) (2017-2021) 3QC provided commissioning services to the Lake Park project in compliance with Title 24 code requirements.

The new construction of Lake Park consists of a man -made lake, which is the central public open space of the Los Angeles Stadium and E ntertainment District, and which connects the retail plazas, stadium and performance venue, Arroyo Park and adjacent neighborhoods. At approximately 10 acres, it contains terrace seating along the lake edge barbecue pavilions open lawns for picnic and play, multipurpose paths and an active wetland. The lake is split into two levels, with the upper lake at the higher elevation and the low lake approximately to better interact with the adjacent retail areas.

University of Southern California - Coliseum Renovation, Los Angeles, CA (Cx Agent PM) (2017-2021) The Los Angeles Memorial Coliseum, located on the campus of the University of Southern California, underwent an extensive renovation. The Coliseum has hosted local and world- class events for nearly 100 years including two Olympics, the Super Bowl, World Series, famous concerts, a papal visitation, and classic football rivalries, traditions, and memories for countless USC and collegiate fans for nearly a century. 3QC performed commissioning services to en sure compliance with local and state (Title 24) codes as well as ensured the proper design, construction and functionality of major building systems including mechanical, electrical, plumbing, lighting, kitchen equipment, security, and fire alarm systems and equipment. 815Exhibit 9
Anser Advisory
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VALUE-ADD
 Extensive Experience with Municipal Projects
 With Guida Since Firm’s Inception
 Managed Construction Surveys for Numerous Small and Large -Scale Projects
 Strong Resume Providing QA/QC
 Excellent Understanding of Staff's Expertise and Skills  Well-Rounded Design/Construction Surveyor
 Numerous Client Accolades for Responsiveness

REPRESENTATIVE EXPERIENCE
California State Parks District, Hearst Castle Neptune Pool Renovation, San Simeon, CA (2017 – 2018)
Survey Project Manager
The renovation of the iconic Neptune Pool, originally constructed in the 1920s, at Hearst Castle in San Simeon is a $5.4M state-funded project, which provides much- needed and long-overdue repairs that will prevent leaking and preserve this piece of architectural history. The project is unique in that some of the Neptune Pool’s structural elements, including Baroque and Art Deco marble sculptures, elaborate tilework, pipelines, and filtration had to be carefully removed and replaced with a high-level of accuracy so it would be consistent with the design implemented over eight decades ago. Guida used new technology and innovations to develop a process using our survey grade scanners to identify each sculpture placement and pool drainage before their removal. The team’s precision ensured that the statues and drainage were replaced within 1/16th of an inch from their original location.

City of Long Beach, Belmont Beach and Aquatics Center Project, Long Beach, CA (2014 – 2022)
Survey Project Manager
Tim served as survey project manager for the City’s Belmont Beach and Aquatics Center Project. This City of Long Beach project replaced the former Belmont Olympic Plaza Pool with a new, state -of-the-art aquatics facility. As a subconsultant, Guida provided design surveying services for this project which included, but were not limited to, the establishment of field control, topographic surveys, curb and path data collection, a 50’ x 50’ grid survey, and data collection of visible utilities.

SURVEY PROJECT MANAGER

EDUCATION
Santa Ana College and
Santiago Canyon College,
Surveying/Mapping;
Santiago Canyon College,
Completion of the
Southern California
Surveyors Joint
Apprenticeship Committee
Surveyor Apprentice
Program, 1988 – 1993

LICENSES/

CERTIFICATIONS
Professional Land Surveyor
#7542/CA/1999; IUOE Local
12, Licensed Party Chief

EXPERIENCE
Years of Experience:
35 Years with Firm:
27 TIM FETTIG
PLS
Tim brings over 35 years of surveying expertise as a project manager and as a licensed party chief. He has managed a multitude of projects throughout Southern California, overseeing staff members, workload, and scheduling. He engages in both field and office support, when required, and is knowledgeable about the latest equipment, technology, and product development.

Highly skilled in all aspects of both design and construction surveying, Tim is a well-rounded professional. He has overseen control survey ne tworks aerial photogrammetry, and topographic design surveys; right of way and boundary surveys and mapping, ALTA surveys, preliminary title reports, title research, plotting existing encumbrances, records of research, dedications and vacations, preparation of legal descriptions and plats, Record of Surveys, parcel maps, tract maps, lot-line adjustments, other land surveyor seal/stamp documents and map checking QA/QC. He has also provided construction survey support and construction staking, including perpetuation, pre- and post-construction corner records/records of survey, constructability review, construction staking, as-built surveys, and earthwork calculations.
816Exhibit 9
Anser Advisory
86 |

TIM FETTIG , PLS SURVEY PROJECT MANAGER
City of Escondido, Grape Day Park, Escondido, CA (2022 – Ongoing) Survey Project Manager
Guida is providing topographic mapping for the pool and parking lot at Grape Day Park. Services include providing control, aerial and design surveys, including locating visible utilities and paint marks (gravity flow opened and dipped for invert elevations and pipe diameters), and plot record property lines.

City of Laguna Niguel, Crown Valley Park | Laguna Niguel, CA (2017 – 2017) Survey Project Manager
Guida was tasked with providing topographic, design, and utility survey services for the Crown Valley Park. As project manager, Tim was responsible for overseeing Guida’s work on this project, which included establishing horizontal and vertical control based on the California Coordinate System and Local County/City benchmarks, topographic base mapping, ground surveys including locating ramps, stairs, and railings; locating all existing trees, including caliper size, location of trunk and finish grade at trunk as well as improvements under canopies; locating all existing drains, catch basins, etc. and finish grade at each; locating all vaults, electrical, telecom, etc.; surveying all top of curb, finish surface, finish grade, and flowline elevations; and locating all utilities (aboveground appurtenances) within the detailed survey area.

Los Angeles County Parks and Recreation Department, Marshall Canyon Regional Park, Restroom Improvements, La Verne, CA (2020 – Ongoing)
Survey Project Manager
Tim served as survey project manager for Guida’s work to provide surveying services for the construction of a new restroom building at the Marshall Canyon Regional Park. Guida’s team was tasked with p roviding construction staking and layout, rough grading, and building, utility, and final pavement stakes.

City of Newport Beach, Grant Howald Park, Newport Beach, CA (2018 – 2018) Survey Project Manager
Tim was responsible for overseeing Guida’s topographic design surveying services. The work on the initial project site included 1 -foot contour intervals; alignment and location of walls, paving, fencing, light fixtures, structures, signage, etc.; all above grade utilities (pull boxes, valve boxes, back flow preventers, detector checks, transformers, etc.); tree canopy outline, tree trunk locations, and elevations at base of tree; survey reference and control points; property lines, easement alignments, setbacks, etc. as described on the property Tit le Report; and adjacent streetscape alignment, including face of curb and right of way on both sides of the street.

San Diego Unified School District (SDUSD), Rolando Park Elementary School Joint- Use Fields, San Diego, CA (2020 – 2022)
Survey Project Manager
Tim served as survey project manager on this Rolando Park Elementary School Joint -Use Fields project, which focused on the construction of two new natural grass fields, walking/running tracks, secure perimeter fencing, new irrigation systems, newly planted trees, trash receptacles, improved landscaping, and a new parking lot with security lighting. Guida provided construction staking services for this project including site control, underground utilities, rough grade, and finished grading for the new fields, running tracks, and parking lot.

The Irvine Company, On-Call Land Surveying Services, Irvine, CA (1995 – Ongoing) Survey Project Manager
Tim serves as project manager for Guida’s long-term contract with The Irvine Company. For more than 20 years, Guida has been providing the Irvine Company with on-call, as-needed land surveying and mapping services on various projects owned and developed by the Irvine Company in the cities of Irvine and Newport Beach. Services have included field and office surveys for the design and construction of large residential, commercial, and master planned community developments including Newport Coast, Westpark, Bonita Village, Cypress Village, Hidden Canyon, Orchard Hills, Portola Springs, Stonegate, and other developments. Services have included GPS and other control surveys, topographic surveys and mapping, boundary surveys, cadastral and title research for right of way and subdivision mapping support, preparation of legal descriptions and plats, and monumentation preservation. Construction services include constructability reviews, construction computations, construction staking, monumentation, and the preparation of pre and post construction corner records and records of survey. 817Exhibit 9
Anser Advisory
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VALUE-ADD
 Extensive Experience with Construction Management Projects  Oversees Guida’s Southern California Field Operations  Experience on Municipal Projects
 Experienced in Implementing Technology on Projects
 Experienced in Providing Control Surveys to Various City and County Standards

REPRESENTATIVE EXPERIENCE
City of Long Beach, Belmont Beach and Aquatics Center Project , Long Beach, CA (2014 – 2022)
Chief of Parties
Mark served as chief of parties for the City’s Belmont Beach and Aquatics Center Project. This City of Long Beach project will replace the former Belmont Olympic Plaza Pool with a new, state-of-the-art aquatics facility. As a subconsultant, Guida provided design surveying service s which included, but were not limited to, the establishment of field control, topographic surveys, curb and path data collection, a 50’ x 50’ grid survey, and data collection of visible utilities.

Irvine Company Community Development, On- Call Land Surveyi ng Services , Irvine, CA (1995 – Ongoing)
Chief of Parties
Mark serves as chief of parties for this on -call contract for the Irvine Company Community Development; a contract that Guida has held for more than 20 consecutive years. Services have included field and office surveys for the design and construction of large residential, commercial, and master planned community developments in locations including Newport Coast, Westpark, Bonita Village, Cypress Village, Hidden Canyon, Orchard Hills, Portola Springs, Stonegate, and other developments. Surveying services include GPS and other control surveys, topographic surveys and mapping, boundary surveys, cadastral and title research for right of way and subdivision mapping support, preparation of legal descriptions and plats, and monumentation preservation. Construction services include constructability reviews, construction computations, construction staking, monumentation, and the preparation of pre and post construction corner records and Records of Survey.

City of Moreno Valley, Juan Bautista De Anza Multi-Use Trail, Moreno Valley, CA (2021 – Ongoing)
Chief of Parties
For this task order under Guida’s on -call contract with the City of Moreno Valley, Guida is providing construction staking services for the 1st phase of the Juan Bautista De Anza Multi Use Trail from Iris Avenue to El Potrero Park. Services will include verification of horizontal and vertical controls, constructability reviews and

CHIEF OF PARTIES

EDUCATION
Santiago Canyon College,
Completion of the
Southern California
Surveyors Joint
Apprenticeship
Committee Chainman
and Party Chief Programs

LICENSES/

CERTIFICATIONS
Professional Land
Surveyor
#6902/CA/1993;
Transportation Workers
Identification Card
(TWIC); OSHA10 Certified

EXPERIENCE
Years of Experience:
41 Years with Firm:
4 MARK PETRIE
PLS
Mark brings over 41 years of land surveying experience working throughout Southern California. His experience includes both field and office surveying, providing construction survey calculations, boundary analyses, project research, computer downloading of field data, setting up of daily field work, and plan checking improvement plans. Mark has performed field and office land surveying services throughout Southern California since 1981. His knowledge of construction surveys, construction calculations, topographic mapping, computer calculations, plotting, data collection, and Autocad applications is excellent.
818Exhibit 9
Anser Advisory
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MARK PETRIE , PLS CHIEF OF PARTIES
computations, construction layout for various trail features such as concrete, lighting, street crossings, and signage, and monument preservation. Mark serves as chief of parties.

City of Santa Ana, Standard Avenue and McFadden Avenue Park Project, Santa Ana, CA (2021 – 2022) Chief of Parties
Mark served as field supervisor on this City of Santa Ana project that is focused on building a new 0.65 -acre neighborhood park located at th e northeast corner of the Standard Avenue and McFadden Avenue intersection. As a subconsultant to the design engineering firm, Guida’s services on the project included, but were not limited to, establishing survey field control, performing design surveys o f alley and existing park culture, and plotting record right of way and property lines for the property.

City of Irvine, Venta Spur/SR-133 Bicycle Pedestrian Bridge (CM), Irvine, CA (2021 – 2022) Chief of Parties
Mark served as chief of parties for this City of Irvine project, which consisted of constructing bicycle/pedestrian bridge crossings over the SR-133 and Marshburn Channel. As a member of the construction management team, Guida provided quality assurance construction surveying services to support the construction of the new bridge and associated improvements including roadway improvements, curb and gutter, trail improvements, utility relocation, and the bridge structure.

County of Los Angeles Department of Public Work s (LADPW), On -Call Mapping and Survey Services , Los Angeles County, CA (2022 – Ongoing)
Chief of Parties
Mark serves as chief of parties for this contract with the County of Los Angeles Department of Public Works.

Guida is contracted to provide on -call map ping and surveying services for the construction, repair, and demolition of capital projects throughout Los Angeles County. Guida’s scope of services under this contract include, but are not limited to, topographic surveying and mapping, boundary mapping, utilities, ALTA surveys, locating infrastructure items (i.e. meters, backflow preventers, valve boxes, etc.), providing elevations, utilizing GIS to create data for spatial features, performing high -definition 3D Laser Scanning, providing aerial survey services, generating as-built plans, title surveying services, and subsurface utility location services.

East Valley Water District (EVWD), Sterling Natural Resource Center, Highland, CA: (2018 – Ongoing) Chief of Parties
As part of the design build team, Gu ida is performing design surveys and construction staking for the wastewater reclamation facility of the Sterling Natural Resource Center. The work being performed for this project includes GPS control surveys, topographic ground surveys, right of way esta blishment and base mapping, set control for machine guided grading, grading certifications, construction staking of building layout, hardscape features, storm drain, water, and sewer layout. Mark serves as chief of parties on this contract. 819Exhibit 9
Anser Advisory
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VALUE-ADD
 Thoughtful and Innovative Stakeholder Engagement
 Succinct and Impactful Key Messaging and Branding
 More than Three Decades of Public Outreach Experience  Strong Relationship Builder and Project Advocate

REPRESENTATIVE EXPERIENCE
City of Rialto , Riverside Avenue North Street Reconstruction Project, Rialto , California (2021 – 2023)
Outreach Manager | Outreach Value: $85,000.00
Sara was the outreach manager for the Riverside Avenue North Street Reconstruction Project. She worked with her team, the construction management firm, and the contractor to educate and engage stakeholders. Sara and her team coordinated briefings to keep key City departments updated on potential project impacts, anticipated schedule and closures and detours, and coordinated meetings with partner agencies, including Rialto Chamber of Commerce and Rialto Unified School District, Caltrans District 8, Omnitrans, and the California Trucking Association. She led the team to develop a bilingual project fact sheet, a project map to illustrate the project area and improvements, and project business cards, eblast templates, construction notice flyers, QR codes, project maps, and graphics. She worked with the team to provide content for the project website and updated project maps to illustrate the project area and improvements, and ensured that residents’ feedback regarding noise, dust, and truck traffic were heard and addressed. Throughout, Sara managed the team

PROJECT OUTREACH

MANAGER

EDUCATION
BA, Philosophy , University
of Wisconsin , Madison ,
Wisconsin

EXPERIENCE
Years of Experience:
31 Years with Firm:
10 SARA COSTIN MOCKUS
Sara’s philosophy is that every stakeholder in every community should be involved in delivering a result. She is skilled in engaging stakeholders and empowering them to participate on behalf of a project in their community. She is an expert in facilitating community dialogue about complex and sensitive issues and managing outreach programs for highly contentious projects. Sara plays a crucial role as the public conduit for communication between the community and her clients and has provided marketing and public relations services for some of southern California’s most high- profile projects. As President of Costin Public Outreach Group, Sara leads the firms’ overall vision, planning, and client service. For each client she focu ses on developing communications strategies and creating innovative approaches while delivering an outreach program to meet the needs of the project.

Sara effectively delivers project information across multiple platforms to ensure stakeholders experience content and messaging through a variety of touch points. She develops and uses adaptable and versatile engagement strategies including working with city staff to utilize their platforms to reach constituents, coordinating outreach with key stakeholders , such as religious leaders, who provide outreach information to their respective audience through a trusted voice, advertisement and marketing campaigns (including print, radio, and television), online surveys to identify how and when stakeholders would like to receive project information, geotargeted and geofenced social media campaigns rich with video and graphics, and in-person and virtual meetings with school districts/schools and local and regional businesses and neighborhoods to engage with the project.
820Exhibit 9
Anser Advisory
90 |

SARA COSTIN MOCKUS , PROJECT OUTREACH MANAGER
to ensure that regular construction updates were provided to the community, including contacting nearly 500 businesses via phone and door-to-door visits and providing information at the City’s Farmers Market where more than 100 stakeholders were engaged and encouraged to sign up to receive construction alerts.

Platforms to keep the community updated included the website, interactive Google Map, social media platforms, and Biteable videos to engage the public and provide information.

San Bernardino County Transportation Authority , Mt. Vernon Avenue Bridge , San Bernardino , California (2020 – Ongoing)
Outreach Manager | Outreach Value: $373,000.00
This project will replace the iconic 86-year-old bridge over the Burlington Northern Santa Fe (BNSF) yard in the city of San Bernardino. The new bridge will include an improved ADA compliant structure that features wider travel lanes, a center median, wider sidewalks, and new bike lanes. The project is particularly complex because the structure spans over the BNSF Railyard, among the largest rail yards in the region. To ensure the safety and longevity of the bridge, the City of San Bernardino and the California Department of Transportation (Caltrans) partnered with the San Bernardino County Transportation Authority (SBCTA) to rebuild the bridge. Given that the bridge was rated as severely deficient, public safety reasons strongly encouraged that the deconstruction effort commence as soon as possible, and the bridge closed to the public in December 2020 and disassembly was completed in April 2021. Since that time SBCTA’s contractor has demobilized while BNSF completes necessary improvements within the railyard to accommodate construction of the new bridge. In late-2023, once BNSF completes their work, SBCTA’s contractor, Traylor Granite Joint Venture (TGJV) crews will begin work to reconstruct the bridge, which will take approximately one year to complete. As outreach manager, Sara manages the team to develop and implement strategies to overcome two critical challenges as part of this project – significant right-of-way acquisitions in a residential community and closing pedestrian and motorist access across the bridge for more than three years during bridge disassembly and reconstruction. In addition to daily vehicle traffic the Mount Vernon Avenue bridge served as a vital link to more than 300 pedestrians that cross the bridge for vital activities, including grocery shopping and attending schools and church. As there is no other alternative route in close proximity, CPOG worked with local partners, including Omnitrans, to explore alternatives for pedestrians and continues to communicate timely information on the bridge reconstruction and the shuttle provided by Omnitrans and SBCTA to the community. Sara managed CPOG’s extensive outreach for over a year prior to the start of project construction, allowing the outreach program to seamlessly transition to a virtual environment at the onset of the pandemic in March 2020. In spending time developing rapport with residents and businesses, CPOG has been successful at growing awareness and understanding of the project within the community, and addressing residents’ concerns over noise, dust, and truck traffic during both the demolition and construction phases.
821Exhibit 9
Anser Advisory
91 |

VALUE-ADD
 Skilled Bilingual Communicator and Copywriter
 Virtual Meeting Expert
 Passionate Outreach Practitioner
 Familiar with the Latino Community

REPRESENTATIVE EXPERIENCE
City of Rialto , Riverside Avenue North Street Reconstruction Project, Rialto , California (2021 – 2023)
Account Coordinator | Outreach Value: $85,000.00
CPOG provide d comprehensive public outreach services for the City of Rialto’s Riverside Avenue North Street Reconstruction Project. The project included full reconstruction of Riverside Avenue between Galway Street and Foothill Boulevard.

Prior to the start of construction, Cynthia called nearly 500 businesses within one mile of the project corridor, and she performed door-to-door visits. At project start she developed bilingual project collateral, including fact sheets, business cards, construction notice flyers, and all supporting materials such as QR codes, project maps, and graphics. During construction, Cynthia supported the team by providing construction information to the residential and business communities throughout the project corridor. She coordinated and facilitated a project information booth at the City’s Farmers Market, engaging with more than 100 stakeholders, listening to and addressing numerous topics including the public’s feedbac k pertaining to noise, dust, and truck traffic . S he support ed the bilingual project hotline and project email account. She also assist ed with content for the project website and updates to the interactive project Google Map, which include d a summary on current and upcoming construction activities and outline d real-time closure and detour information.

San Bernardino County Transportation Authority , Mt. Vernon Avenue Bridge, City, State (2020 – Ongoing)
Account Coordinator | Outreach Value: $373,000.00
This project will replace the iconic 86-year-old bridge over the Burlington Northern Santa Fe (BNSF) yard in the city of San Bernardino. The new bridge will include an improved ADA compliant structure that features wider travel lanes, a center median, wider sidewalks, and new bike lanes. The project is particularly complex because the structure spans over the BNSF Railyard, among the largest rail yards

ACCOUNT COORDINATOR

EDUCATION
AA Coursework , Norco
College , California

EXPERIENCE
Years of Experience:
4 Years with Firm:
4 CYNTHIA UNZUETA
Cynthia is C ostin Public Outreach Group, Inc. ’s (CPOG) go-to bilingual (English/Spanish) outreach coordinator. Her familiarity with cultural sensitivities within the Latino community and her ability to speak the language fluently helps facilitate trust and rapport on behalf of clients. She also understands th e grammatical rules of the language and writes fluently. Cynthia is the firm’s expert for developing and managing virtual meeting platforms, including Zoom, Teams, Webex, and Facebook Live. She has a knack for in -person and virtual communication and creates relationships with stakeholders to ensure that they not only understand the information she shares, but that they are comfortable communicating their concerns with her. Cynthia conducts door-to-door outreach in neighborhoods adjacent to project sites , en suring the public is informed about project details and updates and that they have the opportunity to engage with the project and get their questions answered and provide feedback. By utilizing multiple communication platforms, such as virtual meetings, community events and open houses , collateral development, and supporting a project’s website, hotline, and email account, s he contributes to successful outreach programs.
822Exhibit 9
Anser Advisory
92 |

CYNTHIA UN ZUETA , ACCOUNT COORDINATOR
in the region. To ensure the safety and longevity of the bridge, the City of San Bernardino and the California Department of Transportation (Caltrans) partnered with the San Bernardino County Transportation Authority (SBCTA) to rebuild the bridge. Given that the bridge was rated as severely deficient, public safety reasons strongly encouraged that t he deconstruction effort commence as soon as possible, and the bridge closed to the public in December 2020 and disassembly was completed in April 2021. Since that time SBCTA’s contractor has demobilized while BNSF completes necessary improvements within t he railyard to accommodate construction of the new bridge. In late -2023, once BNSF completes their work, SBCTA’s contractor, Traylor Granite Joint Venture (TGJV) crews will begin work to reconstruct the bridge, which will take approximately one year to complete. In addition to daily vehicle traffic the Mount Vernon Avenue bridge served as a vital link to more than 300 pedestrians that cross the bridge for vital activities, including grocery shopping and attending schools and church. As there is no other alternative route in close proximity, CPOG worked with local partners, including Omnitrans, to explore alternatives for pedestrians and continues to communicate timely information on the bridge reconstruction and the shuttle provided by Omnitrans and SBCTA to the comm unity. Cynthia communicates to stakeholders in the predominantly Spanish -speaking neighborhoods. Through door-to-door canvassing and pop-up information booths, she provides project information and is fostering the development of strong community relationsh ips. She also supports the team with collateral development and website/webpage communications. Her interaction with stakeholders also includes listening to and addressing feedback from residents pertaining to noise, dust, and truck traffic. 823Exhibit 9
Anser Advisory
93 |

VALUE-ADD
 Skilled at Building Rapport and Community Trust
 Succinct and Impactful Key Message Development
 Experienced Event Planner
 Strong Relationship Builder and Project Advocate

REPRESENTATIVE EXPERIENCE
City of Rialto , Riverside Avenue North Street Reconstruction Project, Rialto , California (2021 – 2023)
Community Liaison | Outreach Value: $85,000.00
The Riverside Avenue North Street Reconstruction Project is a full reconstruction of Riverside Avenue between Galway Street and Foothill Boulevard. Marisa wa s responsible for implementing a full- service public awareness campaign to infor m and educate the community including collateral development, maintaining the project website, and grassroots outreach via door- to-door canvassing, business visits, and presentations to the City Council. She develop ed and execute d strategies and tactics to educate and engage stakeholders about the project. She prepared for and facilitated briefings to keep key City departments updated on potential project impacts and anticipated schedule, and scheduled and facilitated meetings with partner agencies, including Rialto Chamber of Commerce and Rialto Unified School District, as well as Caltrans District 8, Omnitrans, and the California Trucking Association. Marisa worked with the project’s outreach coordinator to contact nearly 500 businesses within one mile of the project corridor, via phone and door -to-door visits. She work ed with the outreach coordinator to develop bilingual project collaterals, project maps to illustrate the project area and

COMMUNITY LIAISON

EDUCATION
MPA, Public
Administration , California
State University, Fullerton ,
California
BA, Public Administration ,
California State University,
Fullerton, California

EXPERIENCE
Years of Experience:
16 Years with Firm:
3 CYNTHIA UNZUETA
Marisa’s more than a decade of experience is proof of her abilities to provide direction and management and strategic counsel on many publicly funded projects. She has extensive experience in developing and implementing public awareness campaigns and strategic marketing communications plans as well as managing staff, task delegation, and planning events from concept to closeout.

Through previous employm ent with a City, Marisa has firsthand experience advocating for a City’s infrastructure improvements and provided canvassing and event planning for these projects. Marisa builds strong working relationships at all levels of an organization and proactively manages ongoing projects in a fast -paced work environment . She develops and implements comprehensive public outreach programs to engage with the community and stakeholders to provide information such as project benefits and schedule and build aw areness among members of the community. Marisa has experience identifying and working with local key stak eholders, arming them with information to share with their constituents, meaning communities receive project information from a trusted vo ice. Marisa’s 15+ years of experience informs her public outreach approach, ensuring that each project has its own custom outreach plan and that the plan is meant to maximize project exposure, awareness, and provide communities a point of contact who will listen to feedback and provide answers. No two projects are the same and Marisa has the expertise to know which outreach tactics are most suitable to a project and to plan custom outreach activities – whether that means a virtual community meeting, in -person community meeting, or a hybrid approach , Marisa is accustomed to utilizing a number of different outreach platforms to ensure a successful outreach program . Marisa also has the skills to be flexible during a project’s outrea ch effort, deftly shifting gears if a project’s circumstances indicate that additional or alternative outreach would be beneficial. 824Exhibit 9
Anser Advisory
94 |

MARISA CAMPOS TRAUTZ , COMMUNITY LIAISON
improvements, as well as project business cards and eblast templates , construction notice flyers, and all supporting materials such as QR codes, and graphics. She develop ed content for the project website .

Throughout construction, she worked to provide regular construction updates to the community to keep the community updated on impacts they could expect, including providing construction information at the City’s Farmer’s Markets where the team engaged with more than 100 stakeholders , and listened to and addressed feedback, including complaints pertaining to noise, dust, and truck traffic.

San Bernardino County Transportation Authority , Mt. Vernon Avenue Bridge , San Bernardino , California (2020 – Ongoing)
Community Liaison | Outreach Value: $373,000.00
This project will replace the iconic 86-year-old bridge over the Burlington Northern Santa Fe (BNSF) yard in the city of San Bernardino. The new bridge will include an improved ADA compliant structure that features wider travel lanes, a center median, wider sidewalks, and new bike lanes. The project is particularly complex because the structure spans over the BNSF Railyard, among the largest rail yards in the region. To ensure the safety and longevity of the bridge, the City of San Bernardino and the California Department of Transportation (Caltrans) partnered with the San Bernardino County Transportation Authority (SBCTA) to rebuild the bridge. Given that the bridge was rated as severely deficient, public safety reasons strongly encouraged that the deconstruction effort commence as soon as possible, and the bridge closed to the public in December 2020 and disassembly was completed in April 2021. Since that time SBCTA’s contractor has demobilized while BNSF completes necessary improvements within the railyard to accommodate construction of the new bridge. In late -2023, once BNSF completes their work, SBCTA’s contractor, Traylor Granite Joint Venture (TGJV) crews will begin work to reconstruct the bridge, which will take approximately one year to complete. As community liaison, Marisa developed and implemented strategies to overcome two critical challenges as part of this project – significant right -of-way acquisitions in a residential community and closing pedestrian and motorist access across the bridge for more than three years during bridge disassembly and reconstruction. In addition to daily vehicle traffic the Mount Vernon Avenue bridge served as a vital link to more than 300 pedestrians that cross the bridge for vital activities, including grocery shopping and attending schools and church. As there is no other alternative route in close proximity, CPOG worked with local partners, including Omnitrans, to explore alternatives for pedestrians and continues to communicate timely information on the bridge reconstruction and the shuttle provided by Omnitrans and SBCTA to the community. Marisa performed extensive outreach for more than a year prior to the start of project construction, allowing the outreach program to seamlessly transition to a virtual environment at the onset of the pandemic in March 2020. In spending time developing rapport with residents and businesses, Marisa has been successful at growing awareness and understanding of the project within the community.
825Exhibit 9
Anser Advisory
95 |

VALUE-ADD
 Video Editing
 Business and Residential Canvass
 Collateral Development
 Event Planning

REPRESENTATIVE EXPERIENCE
San Bernardino County Transportation Authority , I-10/Cedar Avenue Interchange, Bloomington, California (2022 – Ongoing)
Account Coordinator | Outreach Value: $135,000.00
San Bernardino County Transportation Authority ( SBCTA), the County of San Bernardino, City of Fontana, and City of Rialto will improve Cedar Avenue between Bloomington Avenue and Orange Street in the unincorporated community of Bloomington. As a major north-south arterial that experiences high levels of traffic congestion resulting in low levels of service, the project is designed to reduce congestion, improve safety, and improve traffic operations. The project will widen Cedar Avenue over the I -10, replace Cedar Avenue over the railroad, provide for roadway improvements along Cedar Avenue, and add capacity to the on- and off- ramps from Cedar Avenue to the I -10. Megan’s objectives include generating local/regional awareness of the project, taking a proactive approach to construction outreach, implementing an outreach plan that is equitable, inclusive of, and accessible to the needs of diverse project stakeholders, and building and maintaining trust with project stakeholders. Megan supported the project’s groundbreaking in January 2023, created the first responder and business databases, and made phone calls to businesses to encourage them to sign up for construction alerts. At the start of construction, she supported development of an introductory video as part of SBCTA’s signature video series - SBCTA Today – and continues to support the team in public outreach for the ongoing construction including closures and detours.

Orange County Transportation Authority , SR-55 (I-405 to I -5) Improvement Project, San Bernardino, California (2020 – Ongoing)
Community Liaison | Outreach Value: $1,684,990.00
The SR-55 Improvement Project will add one regular lane and one carpool lane in each direction, as well as auxiliary lanes between several interchanges on SR -55 between the I-405 and I-5 improvements at five under- and over-crossings. Megan drafts the weekly construction alerts, sends weekly text alerts, updates closures and detours on the project’s Google Map, manages sign -ups for the Focus on 55 business program, maintains the weekly social media calendar, makes calls to businesses to inform of major construction activity nearby, updates project collateral such as fact sheets and FAQ. She also makes Biteable videos, and canvasses businesses in the project area to provide collateral and project business cards.

ACCOUNT COORDINATOR

EDUCATION
BS, Business
Administration , California
Chapman University,
California
BA, Strategic and
Corporate Communication ,
Chapman University,
California

EXPERIENCE
Years of Experience:
1 Years with Firm:
1 MEGAN JOHNSON
Megan joined Costin Public Outreach Group, Inc. in 2022 and she is passionate about public outreach. She informs communities about projects through multiple platforms including social media, weekly construction alerts and text messages, database management, u pdates to Google Maps, business canvassing to provide collateral and project information, event planning, and video development. Megan is driven to provide innovative and strategic solutions as an integral part of the team, and her work is part of the overall effort to ensure communities along a project’s corridor have access to project information via the ir preferred platform. Megan has current relevant project experience providing public outreach during the construction phase, regularly canvassing residents and businesses near construction activity to provide updated project information and encourage the community to sign up to receive construction alerts, listen to their feedback, and answer questions. 826Exhibit 9
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SECTION 5

AQUATIC EXPERIENCE - REFERENCES
Aquatic Experience -
References
827Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
96 |
As a national capital project and advisory consulting firm, we provide a full range of management consulting, project and program controls, integrated planning, and project management services covering the entire development cycle. Our services include organizational readiness and process and systems assessments through the program definition/planning phase, downstream to design, bid/award, and construction phase activities. Our team brings over 40 years in working with aquatic, athletic, and recreational facilities development, operational planning and programming to meet the goals and objectives of our clients. Anser’s experience working with diverse clients has provided our team specific insight into public and other recreational facility operations and stakeholders. Leveraging past experience will enable seamless integration with your stakeholder team and management of your contractor.

Our collective team's national experience with various aquatic and multi-purpose recreational facilities includes competition, recreation, leisure, therapy, and ornamental and natural water feature projects as well as the surrounding site work, infrastructure, landscaping and adjacent facility work. We fully understand the intricacies of not only overseeing the planning and design phase of these types of complex aquatic projects, but our local knowledge and expertise further enables our team to navigate and support the City throughout the management of the public procurement process, coordination and communication with various stakeholder groups, oversight of various environmental and coastal construction considerations, and overall management and oversight of the entire construction process through closeout.

Our team's collective aquatic and pool facility experience includes a variety of similar projects completed nationwide and throughout other continents, including the following highlighted projects:
„ New Jersey Institute of Technology Athletic Wellness & Events Center (pictured) ¹ „ Mt. Wachusett Community College Fitness Center ¹
„ Roxbury Community College Reggie Lewis Track & Athletics Center ¹ „ Northeastern University Henderson Boathouse ¹
„ Fay School Athletic Facilities and Outdoor Pool ¹
„ Loyola Academy Aquatic Center ¹
„ Town of Belmont Underwood Pool ¹
„ Town of Canton Bolivar Pool Aquatic Complex ¹
„ City of Salem Forest River Park Pool & Bathhouse ¹
„ Salvation Army Kroc Center ¹
„ Los Angeles Unified School District, various pool and aquatic center facilities ¹ „ California State University Long Beach Student Recreation Center 2 „ Cal Poly San Luis Obispo Student Recreation Center 2
„ Chaffey Joint Union High School District, Health Sciences High School (included athletic center and pool) 2
„ Pomona Valley Hospital, La Verne Medical Office Building (included therapy pools) 2 „ Creative Space, Habita Arts District Hotel (included rooftop pool deck) 2 „ UC Davis School Aquatics Center 3
„ Wiseburn High School, Gymnasium and Pool Complex 3
„ Los Angeles City, Department of Parks and Recreation, Michelle and Barack Obama Sports Complex (pictured) 3
„ California State Parks District, Hearst Castle Neptune Pool Renovation (pictured) 4 „ City of Long Beach, Belmont Beach and Aquatics Center Project 4 „ Los Alamitos Unified School District, Los Alamitos High School Aquatics Improvements 5 „ Great Wolf Lodge Garden Grove 11
„ Shoreline Gateway (includes rooftop pool) 11
„ Civita Phase I, II, & III (includes fitness center and three swimming pools) 11 „ City of El Centro Aquatic Center 11
„ City of Elk Grove Aquatic Center 11
„ Anaheim Unified School District Aquatics Center 11

5. AQUATIC EXPERIENCE - REFERENCES
Anser Advisory 1
P2S ²
3QC ³
Guida Surveying 4
UltraSystems 5
Twining 6
Firm Key
828Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
97 |
East Valley High School Athletic Facility
Los Angeles, California
Located on a highly urbanized 1 5-acre site in San Fernando Valley, the school’s three Small Learning Communities (SLC) design provides an independent but connected home for each of its 2,025 students. Each floor of the four-story structure is home to a Small Learning Community and is supported by a competition gym, practice gym and multi-purpose cafeteria/theater. The outdoor spaces around and within the campus were designed to provide a park-like sanctuary. Athletic fields and courts occupy the northernmost parts of campus, nestled within a perimeter of water-wise low growing shrubs and groundcovers.

This athletic facility features a competition pool that is eight-lanes, eight starting blocks and is 300 feet long. The depth of the pool is four feet in depth at one end and transitions to twenty feet in depth on the other end.

The pool has four (4) diving boards of various sizes. It also includes an accessible fixed lift chair. The scope of work also included the installation of pool cleaning equipment. See picture below of pool facility.

Kashan Bhatti was the Senior Construction / Project Manager from the beginning of design development in 2005 and completed construction of the entire athletic facility (including the competitive pool) in 2009. Kashan was asked in 201 7 to come back and provide upgrades and renovations to the pool. This included additional accessibility requirements and upgrading pool equipment to meet the new energy savings requirements. Mr. Bhatti oversaw the owners project staff of 3 people and was responsible for the both the schedule and budget for the project. Anser implemented the protocols that were in line with the requirements of LAUSD mandates and LA County Health Department recommendations. In addition, Kashan Bhatti identified all the missing materials and work with the contractor to expedite delivery to the jobsite. He then worked with subcontractors to ensure that the staffing for the project was maintained.

Kashan Bhatti and his team were responsible for obtaining a permit from the department of public health for the pool. After the contractor came in board, Kashan and his team was responsible to review submittals and product data such as waterproofing, membrane, tile, pool equipment, etc.. These submittals were provided to the department of public health for their review, in addition to the architects and engineer’s review. Once the submittals were reviewed and approved, the contractor began to procure the materials.

Kashan and his team would then coordinate with the Department of State Architect (DSA) and the Department of Public Health (DPH) inspectors.

Kashan managed the construction and coordinated to inspections. Once the pool was built, the systems were commissioned. Kashan and his team then finished the close out and provided the warranties.

Client:

Los Angeles Unified School District
Client Contact:

Greg Garcia, Director
333 S. Beaudry Ave, 1 9th Floor
Los Angeles, CA 9001 7
213.241.4970
[email protected]
Construction Value:
$1 35 Million
Project Timeline:

January 2008 - May 201 7
Method of Construction Delivery:

Design-Bid-Build
Project Architect and Contact Information:

Thomas Moore, Architect
IBI Group
537 S. Broadway, Suite 500
Los Angeles, CA 9001 3
2 1 3.769.001 1
[email protected]
Contractor:

Turner Construction
Kashan Bhatti, CCM
Construction Manager, Pools/Aquatics

5. AQUATIC EXPERIENCE - REFERENCES
829Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
98 |
Staybridge Suites
Eastvale, California
The Staybridge Suites is a four-story hotel with 1 20 luxury suites, 2 restaurants, an open air roof top bar, 300-person capacity conference center and an outside pool. There is a large patio area surrounding the pool for conferences and events. It has one accessible fixed pool lift chair.

The pool area includes a spa, restrooms and cabana’s surrounding the pool area. The pool has ten lanes (50 feet wide) and is one hundred feet in length. The depth goes from 3.6 feet to 10.0 feet in depth.

Anser Advisory and Kashan Bhatti managed the design working with the architects and engineers. Kashan also worked with the City and Health Department to obtain the required permits such as city building, and Public Health Department permits. Kashan also managed the contractor procurement and bid process. After was the contractor was selected, Kashan acted as the owners representative during the construction of the entire facility including the pool.

Innovative solutions include using pool equipment that is energy efficient.

All the pool equipment is solar powered, and this is a zero net energy pool facility.

Client:

International Hotel Group (IHG)
Client Contact:

Gagan Batta, Chief Development Officer
7226 Hamner Ave, Eastvale, CA 9 1 752
909.3 1 9.6 165
[email protected]
Construction Value:
$29 Million
Project Timeline:

January 202 1 - Ongoing
Method of Construction Delivery:

Design-Bid-Build
Project Architect and Contact Information:

David Bieberly, Project Manager
Bieberly Architects
356 North Santa Fe, Salina, Kansas 67 402
785.452.5893
[email protected]
Contractor:

Cantilever Inc.

Kashan Bhatti, CCM
Construction Manager, Pools/Aquatics

5. AQUATIC EXPERIENCE - REFERENCES
830Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
99 |
Bolivar Pool
Canton, Massachusettes
Owner’s Project Management services for the Town of Canton for $6.45M replacement of the Town of Canton’s 45 year old pool and pool house building, utilized annually June-August as part of the recreation program. The pool itself is being replaced in similar footprint due to environmental constraints, pool house rebuilt to meet plumbing codes, and toddler pool being replaced with splashpad. This c. 1 49 public procurement project was delivered by the general contractor, design/bid/build, under a lump sum agreement.

Level of Effort: Anser’s services began prior to Canton’s Annual Town Meeting, to establish and help present budget, generate designer and contractor agreements, assist in design team selection, and to set a project schedule.

After Town Meeting, critical tasks focused on contractor procurement, ensuring adherence to c. 1 49 requirements, overseeing design and construction meetings, coordinating project team, construction observation and reporting, organizing material/geotech testing, review wage reporting, steering project into completion and closeout.

Project Highlights:
„ The pool serves more than just occasional swimmers. The Canton Dolphins Swim Team has about 1 25 members.
„ The town-run Pequitside Day Camp uses the pool each year and in 201 8 had 326 participants over 8 sessions.
„ Separately in 201 8, the Rec Department taught nearly 200 swim lessons.
„ 302 families purchased season passes in 201 8.
„ All in, it is estimated that about 5,000 people use the pool per year. „ After accessibility upgrades are made to the pool, it is anticipated that there will be more opportunities for Seniors and programs coordinated through the Senior Center.

Lessons Learned:

Challenges specific to this project included:
„ Environmental/conservation constraints with pool and bath house set between wetlands, a pond, and a steep pine covered hill, in 100 year flood plain
„ Substantial sub-surface ledge
„ Public parking concerns voiced by community
„ Construction during winter months and through covid-1 9 shut-down „ Design dilemmas related to MA Plumbing Code interpretation To counter theses challenges, several key processes led to success: thoughtful design of the site; respectful communication with Town Boards; flexibility and acute problem solving skills of all team members; and methodical planning surrounding covid. With the input of an engaged owner, proactive contractor, knowledgeable pool subcontractor, and many others, the entire team worked cooperatively to overcome the issues.

Client:

Town of Canton, MA
Client Contact:

Robert J. McCarthy, Town of Canton
801 Washington Street, Canton, MA 0202 1
6 1 7.680.01 86
[email protected]
Construction Value:
$6.45 Million
Project Timeline:

October 201 9 - October 2020
Method of Construction Delivery:

Design-Bid-Build
Project Architect and Contact Information:

CHA Architects, Ed O'Hara, RLA
1 41 Longwater Drive, Suite 4
Stoughton, MA 02072
78 1.982.5400
[email protected]
Contractor:

Page Building Construction Co.

5. AQUATIC EXPERIENCE - REFERENCES
Jennifer Weiss-Donovan | Deborah Marai
Aquatic Subject Matter Experts
831Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
100 |
Forest River Park Pool and Bathhouse
Salem, Massachusettes
This project is focused on approximately 3.5 acres of the southeastern part of the park and the access road to the pool facility. The facility includes one (two connected) swimming pool for water recreation. The pool was originally constructed as a tidal pool around 1 907 the year the City acquired the park and has seen renovations as late as 1 999. The facility’s last major upgrade occurred in 1 999 when the City converted the salt water pool to a recirculating, fresh water pool. Maintenance was performed on the facility in order to keep it operational before each summer season. Due to issues of maintenance and safety, the City of Salem closed the pool in 201 7.

Client:

City of Salem, MA
Client Contact:

Jenna Ide, Director of Capital Projects
98 Washington Street, Salem, MA 01 970
6 1 7.350.0450
[email protected]
Construction Value:
$1 1.4 Million
Project Timeline:

October 201 8 - August 202 1
Method of Construction Delivery:

Design-Bid-Build (CMAR)
Project Architect and Contact Information:

Bargmann Hendrie + Archetype, Inc.
9 Channel Center, Suite 300
Boston, MA 022 10
6 1 7.350.0450
[email protected]
Contractor:

Colantonio, Inc.

5. AQUATIC EXPERIENCE - REFERENCES
Deborah Marai
Aquatic Subject Matter Experts
832Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
101 |
Underwood Pool
Belmont, Massachusettes
Owner’s Project Manager for the Town of Belmont for the replacement of 100+ year old outdoor public pool and bath house. The project includes 2 adjacent pools, separated by program and for redundancy, and 2 bath houses set within an existing public park. The park is located on a main street, between two schools, and adjacent to both a dense residential neighbourhood and Belmont Public Library - all aspects that made site access and staging for the project key issues. The original Underwood Pool was fed by a natural stream, which now runs in a culvert below the site. The process included collaboration with historic, environmental, planning board and residents and required Town vote for funding. The new Underwood Pool has been an overwhelming success, with increased membership, attendance and revenue. The project was performed under the Chapter 1 49 delivery method. Construction took place on a site occupied by the Underwood Park and adjacent to some key neighbors.

Project Highlights:
„ The new Underwood Pool opened for an abbreviated season at the end of the summer 201 5 season and opened in June 2016 for its first full summer season. The project involved replacement of a century- plus outdoor public pool in its original park setting that is one of the first outdoor public pools established in this country. „ The Underwood Pool was not listed as a historic property, but the project was undertaken respecting the historic significance of the Underwood site. Code re- quirements mandated larger bath house square footage than what existed, so two modern bath houses and a filter building were sited around the pool and scaled appropriately to the surrounding residential neighborhood. The new buildings are simple single-season structures. The pool deck surrounds the pool and there is a small seating area on the east side between the entry bath house and the filter building, but the site still retains a lawn on both the north and south sides of the site
„ The adjacency to the wetlands – the Wellington Brook, before the start of the culvert, restricted what could be developed at the west side of the site. The project went before the Conservation Commission and followed an Order of Conditions.
„ Underwood Park is located in a dense neighborhood with Concord Avenue (a main thoroughfare through town) and Belmont High School adjacent to the north, houses adjacent to the east/ south/ west, the Wellington Elementary School to the south, and Belmont Public Library to the west. There was also the Wellington Brook that ran in an underground culvert through the site - starting at the Library and ending across Concord Avenue at Clay Pit Pond. These adjacencies presented design, community, site access and other construction logistics challenges that the team addressed.

Client:

Town of Belmont, MA
Client Contact:

Anne Paulsen, Belmont Pool Committee
455 Concord Avenue, Belmont, MA 02478
6 1 7.484. 1 965
[email protected]
Construction Value:
$5.2 Million
Project Timeline:

April 201 5 - June 2016
Method of Construction Delivery:

Design-Bid-Build
Project Architect and Contact Information:

Bargmann Hendrie + Archetype, Inc.
9 Channel Center, Suite 300
Boston, MA 022 10
6 1 7.350.0450
[email protected]
Contractor:

New England Builders and Contractors

5. AQUATIC EXPERIENCE - REFERENCES
Deborah Marai
Aquatic Subject Matter Experts
833Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
102 |
Michael Kalemkaryan, CxA, BECxP, CxA+BE, BC+P,

LEED AP, GGP, EMP
Building Commissioning Specialist
Michelle and Barack Obama Sports Complex
Los Angeles, CA
3QC provided security design and commissioning services to ensure compliance with Title 24 for the new Michelle and Barack Obama Sports Complex, formerly known as the Rancho Cienega Sports Complex. The City of Los Angeles Department of Public Works, renewed this 29-acre park by replacing an existing basketball gym and swimming pool with a new 29,000 SF pool building and 16,000 SF gym facility. The project which sits next to the Jackie Robinson Stadium and is used for track & field, concerts and special events, will also include replacement and addition of existing stadium locker rooms, restrooms, concessions and miscellaneous accessory buildings. The project was constructed in multiple phases to allow for all facilities to remain open to the community during the renovation.

Studio Pali Fekete Architects (SPFa) was awarded the project and 3QC was hired to provide security design as well as commissioning for the project.

As the design moved through schematic design in 201 4, it became clear that the City’s requested design elements were going to come in over their budget. So 3QC, as part of the design team for security systems worked to find cost savings design measures in order to reduce potential costs. One such measure included the City’s desire to have cameras. Our team chose to incorporate cameras that could be installed directly onto existing light poles, rather than stand-alone elements, contributing to the reduction request by the City.

Additionally, the Obama Sports Complex is the City’s first Zero Net Energy building, per the Living Building Challenge. With the intent to reach that goal, our security design team had to be mindful of the electricity draw required for all elements used. In July 2016, it was confirmed by a City- hired, third party that the project was indeed on track to attain this goal.

Thinking ahead of the game allowed 3QC to help the City address budget concerns and come up with creative solutions for cost savings measures while still meeting goals.

Client:

Los Angeles City, Department of
Parks and Recreation
Client Contact:

Siddhartha Majumdar
Owner's Representative
8609 Washington Blvd, Culver City, CA
3 10.558.0902
[email protected]
Construction Value:
$25 Million
Project Timeline:

May 201 4 - July 2022
Role on Project:

Building Commissioning Manager
Project Architect and Contact Information:

Siddhartha Majumdar
Owner's Representative
8609 Washington Blvd, Culver City, CA
3 10.558.0902
[email protected]
Contractor:

Not Applicable

5. AQUATIC EXPERIENCE - REFERENCES
834Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
103 |
Michael Kalemkaryan, CxA, BECxP, CxA+BE, BC+P,

LEED AP, GGP, EMP
Building Commissioning Specialist
Wiseburn High School, Gymnasium and Pool Complex
El Segundo, CA
In early 201 3, the Wiseburn School District acquired a property that included a 300,000 SF, four-story office building. With a project budget of approximately $1 40 million, the District converted the office building and surrounding environs to the District’s first modern high school facility. The new 2 1st century campus located in El Segundo supports three separate Da Vinci Charter schools – Communications, Design, and Science. The facility is sustainable and is designed as an interactive and innovative project-based learning environment that fosters collaborative, hands-on, interdisciplinary education. 3QC provided Fundamental and Enhanced Commissioning to meet LEED criteria, assist the District in achieving strict energy efficiency goals, and help ensure that the facility’s systems were fully functional prior to occupancy. In addition to the typical systems commissioned (MEP, HVAC, Controls), the building included a 4-story atrium that required inclusion of a smoke control system. 3QC’s in-house commissioning team includes a Fire Protection Engineer who was able to commission the building’s smoke control system (SCS) in two days. 3QC helped save significant schedule impact by developing a detailed test plan early, coordinating functional requirements with the subcontractors, and gaining the confidence of the local AHJ prior to testing. As a result, we helped the contractor meet a difficult schedule requirement.

After completion of the high school, 3QC was retained to commission the next phase of the campus – the addition of a 41,000 SF multi-purpose building and pool complex. During the initial functional performance tests, 3QC identified issues related to the completion of BMS programming and designed sequence of operations. Testing was put on hold and the issue was brought to the contractor’s attention and recorded on a Master Issues Log.

Through communication and a collaborative effort, the issues were resolved and the remainder of testing was rescheduled and reverified. 3QC’s proactive approach to commissioning helped eliminate typical problems found during construction to ensure that systems operate as designed — minimizing future issues, improving system control, and increasing operations staff’s knowledge of how their systems should operate.

Client:

Wiseburn School District
Client Contact:

Vince Madsen
(prior Director of Facilities Planning at
Wiseburn School District,
now with Downey USD)
562.320.9 1 27
[email protected]
Construction Value:
$1 4.5 Million
Project Timeline:

October 2016 - January 2020
Role on Project:

Building Commissioning Manager
Project Architect and Contact Information:

Gensler
500 South Figueroa Street,
Los Angeles, CA 9007 1
2 1 3.327.3600
Contractor:

Not Applicable

5. AQUATIC EXPERIENCE - REFERENCES
835Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
104 |
Tim Fettig, PLS
Survey Project Manager
Belmont Beach and Aquatics Center Project
Long Beach, California
This City of Long Beach project replaced the former Belmont Olympic Plaza Pool with a new, state-of-the-art aquatics facility. The new aquatics facility offers a variety of recreational programs for the community, including swimming for health and fitness, physical therapy, recreational swim for youth and families, water exercise for adults of all ages, summer swim camps, aquatics day camps, after school learn-to-swim programs, “dive-in” movies, as well as enhanced interactive water play areas at the recreational pool and dive pool.

Additionally, the center has the ability to host competitive events for aquatics club, high school, NCAA, and international events.

Tim served as Survey
Project Manager for this
project. As a subconsultant,
Guida provided design
surveying services for this
project which included,
but were not limited to,
the establishment of field
control, topographic
surveys, curb and path
data collection, a 50’ x 50’ grid survey, and data collection of visible utilities.

Client:

City of Long Beach
Client Contact:

HED Design
Kevin Shibata, Project Manager
55 S Hope Street, Suite 2500,
Los Angeles, CA 9001 7
2 1 3.542.4586
[email protected]
Construction Value:
$100 Million
Project Timeline:

June 201 4 - January 2022
Method of Construction Delivery:

Design-Bid-Build
Role on Project:

Survey Project Manager
Project Architect and Contact Information:

HED Design
Kevin Shibata, Project Manager
55 S Hope Street, Suite 2500,
Los Angeles, CA 9001 7
2 1 3.542.4586
[email protected]
Contractor:

HED Design
Hearst Castle Neptune Pool Renovation
San Simeon, California
Tim served as Survey Project Manager. The renovation of the iconic Neptune Pool, originally constructed in the 1 920s, at Hearst Castle in San Simeon is a $5.4M state-funded project, which provides much-needed and long-overdue repairs that will prevent leaking and preserve this piece of architectural history.

The project is unique in that some of the Neptune Pool’s structural elements, including Baroque and Art Deco marble sculptures, elaborate tilework, pipelines, and filtration had to be carefully removed and replaced with a high- level of accuracy so it would be consistent with the design implemented over eight decades ago. Guida used new technology and innovations to develop a process using our survey grade scanners to identify each sculpture placement and pool drainage before their removal. Our precision ensured that the statues and drainage were replaced within 1/16th of an inch from their original location.

The Neptune Pool is an
impressive 104 feet long, 58
feet wide, and 95 feet wide
at the alcove. It is 3.5 feet
deep at the west end, 10 feet
deep at the drains, and holds
345,000 gallons of water. It
is widely known as one of the
most famous and spectacular
pools in the world.

Client:

California State Parks District
Client Contact:

John Sandoval, PM
1 5435 Innovation Drive Suite 200
San Diego, CA 92 1 28
858.558. 1 800
[email protected]
Construction Value:
$5.4 Million
Project Timeline:

January 201 4 - August 201 8
Method of Construction Delivery:

Design-Bid-Build
Role on Project:

Survey Project Manager
Project Architect and Contact Information:

Page & Turnbull
41 7 South Hill Street, Suite 2 1 1
Los Angeles, CA 9001 3
9 16.930.990
Contractor:

T.B. Penick and Sons, Inc.

5. AQUATIC EXPERIENCE - REFERENCES
836Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
105 |
Mark Petrie, PLS
Survey Project Manager
Belmont Beach and Aquatics Center Project
Long Beach, California
This City of Long Beach project replaced the former Belmont Olympic Plaza Pool with a new, state-of-the-art aquatics facility. The new aquatics facility offers a variety of recreational programs for the community, including swimming for health and fitness, physical therapy, recreational swim for youth and families, water exercise for adults of all ages, summer swim camps, aquatics day camps, after school learn-to-swim programs, “dive-in” movies, as well as enhanced interactive water play areas at the recreational pool and dive pool.

Additionally, the center has the ability to host competitive events for aquatics club, high school, NCAA, and international events.

Tim served as Survey Project Manager for this project. As a subconsultant, Guida provided design surveying services for this project which included, but were not limited to, the establishment of field control, topographic surveys, curb and path data collection, a 50’ x 50’ grid survey, and data collection of visible utilities.

Client:

City of Long Beach
Client Contact:

HED Design
Kevin Shibata, Project Manager
55 S Hope Street, Suite 2500,
Los Angeles, CA 9001 7
2 1 3.542.4586
[email protected]
Construction Value:
$100 Million
Project Timeline:

June 201 4 - January 2022
Method of Construction Delivery:

Design-Bid-Build
Role on Project:

Survey Project Manager
Project Architect and Contact Information:

HED Design
Kevin Shibata, Project Manager
55 S Hope Street, Suite 2500,
Los Angeles, CA 9001 7
2 1 3.542.4586
[email protected]
Contractor:

HED Design

5. AQUATIC EXPERIENCE - REFERENCES
837Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
106 |
Nate Behning
Mechanical QA
New Kinesiology Lab and Aquatic Center
Long Beach, California
Nate served as the Mechanical Engineer on this project P2S is currently providing MEPT, AV and Fire Protection design of the 27 ,99 1 SF Aquatic Center as well as the 8 1 22 SF Softball and East Visitor Building. The new facility includes Kinesiology team rooms, locker rooms, offices, classrooms, and multipurpose rooms, as well as a new swimming pool and deck drainage.

Power and lighting design includes the pool deck, the softball building and field, practice fields, soccer field, tennis courts, beach volleyball area, as well as site lighting. Power, data, fire alarm, lighting and drinking fountains are being provided at the softball dugouts.

Client:

Long Beach City College
Client Contact:

John Duong, San Bernardino
Community College District.

Program Director
7 1 4.726.4105
[email protected]
Construction Value:
$43 Million
Project Timeline:

October 201 7 - December 2022
Method of Construction Delivery:

Design-Bid-Build
Role on Project:

Mechanical Engineer
Project Architect and Contact Information:

Westberg White Architecture
Jon Gomer, Sr. Project Architect
1 447 1 Chambers Rd, Suite 2 10,
Tustin, CA 92780
7 1 4.508. 1 780
[email protected]
Contractor:

Bernards
Kinesiology, Health and Aquatics Complex
Yucaipa, California
Nate served as the Mechanical Engineer on this project. Crafton Hills College’s new Kinesiology, Health & Aquatics Complex (formerly known as the Physical Education Building) is an expansion of its Aquatic Center. The project includes ADA access upgrades to the Aquatic Center, a new fitness center and yoga and dance studios. The project is part of Crafton Hills College’s ambitious Measure M Bond upgrades, which also include a new science building and public safety complex. The building was designed to meet LEED Platinum standards and was certified in August 201 7. P2S provided MEP design for the new 8,682 SF construction. Achieving LEED platinum meant that we had to implement sustainable features throughout the building and in every building system. These sustainable elements include daylighting, a cool roof, passive solar orientation, on-site storm water treatment, airflow monitoring, solar power and occupancy and photometric sensors. We used high-efficiency HVAC equipment to save energy, provide proper air circulation and
ensure a comfortable
environment for
students to participate
in physical activities.

Client:

Crafton Hills College
Client Contact:

Larry Cook
1 1 7 1 1 Sand Canyon Road
Yucaipa, CA 92399
909.389.384
[email protected]
Construction Value:
$4.2 Million
Project Timeline:

January 201 2 - July 201 4
Method of Construction Delivery:

Unknown
Role on Project:

Mechanical Engineer
Project Architect and Contact Information:

Steinberg Architects
Dan Lash, Project Architect
523 West 6th Street, Suite 245
Los Angeles, CA 9001 4
2 1 3.629.0500
[email protected]
Contractor:

Steinberg Architects

5. AQUATIC EXPERIENCE - REFERENCES
838Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
107 |
Lars Henderson
Electrical QA
New Kinesiology Lab and Aquatic Center
Long Beach, California
Lars served as the Electrical Engineer on this project. P2S is currently providing MEPT, AV and Fire Protection design of the 27 ,99 1 SF Aquatic Center as well as the 8 1 22 SF Softball and East Visitor Building. The new facility includes Kinesiology team rooms, locker rooms, offices, classrooms, and multipurpose rooms, as well as a new swimming pool and deck drainage.

Power and lighting design includes the pool deck, the softball building and field, practice fields, soccer field, tennis courts, beach volleyball area, as well as site lighting. Power, data, fire alarm, lighting and drinking fountains are being provided at the softball dugouts.

Client:

Long Beach City College
Client Contact:

John Duong, San Bernardino
Community College District.

Program Director
7 1 4.726.4105
[email protected]
Construction Value:
$43 Million
Project Timeline:

October 201 7 - December 2022
Method of Construction Delivery:

Design-Bid-Build
Role on Project:

Electrical Engineer
Project Architect and Contact Information:

Westberg White Architecture
Jon Gomer, Sr. Project Architect
1 447 1 Chambers Rd, Suite 2 10,
Tustin, CA 92780
7 1 4.508. 1 780
[email protected]
Contractor:

Bernards
Natatorium and Office Building
Torrance, California
Lars served as the Electrical Engineer on this project. P2S provided MEPT engineering design and Security, AV and Fire Protection design services for the new 79,000 SF Natatorium and Office Building at El Camino College in Torrance, CA. The $37. 1 million two-story building encompasses a 105,000 SF site area. The state-of-the-art facility provides an energy-efficient fitness hub for the community college’s athletic teams and general student body.

The facility includes an indoor aquatics area consisting of a 35-meter competition pool and an adaptive pool as well as supporting wet locker spaces and pool equipment areas. In addition to the aquatics functions, the building includes five classrooms, two multipurpose fitness rooms, weight rooms, the Athletics Division office, and student locker rooms. All systems were designed to exceed Title 24 requirements.

Client:

El Camino College
Client Contact:

Brad Glassick, HMC Architects
Principal
909.989.9979
[email protected]
Construction Value:
$37. 1 Million
Project Timeline:

January 2016 - December 201 8
Method of Construction Delivery:

Design-Bid-Build
Role on Project:

Electrical Engineer
Project Architect and Contact Information:

HMC Architects
Josh Glavin
3546 Concours Street, Ontario, CA 9 1 764
909.989.9979
[email protected]
Contractor:

HMC Architects

5. AQUATIC EXPERIENCE - REFERENCES
839Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
108 |
Eric Gomez
Plumbing QA
New Kinesiology Lab and Aquatic Center
Long Beach, California
Eric served as the Plumbing Design Engineer on this project. P2S is currently providing MEPT, AV and Fire Protection design of the 27 ,99 1 SF Aquatic Center as well as the 8 1 22 SF Softball and East Visitor Building. The new facility includes Kinesiology team rooms, locker rooms, offices, classrooms, and multipurpose rooms, as well as a new swimming pool and deck drainage.

Power and lighting design includes the pool deck, the softball building and field, practice fields, soccer field, tennis courts, beach volleyball area, as well as site lighting. Power, data, fire alarm, lighting and drinking fountains are being provided at the softball dugouts.

Client:

Long Beach City College
Client Contact:

John Duong, San Bernardino
Community College District.

Program Director
7 1 4.726.4105
[email protected]
Construction Value:
$43 Million
Project Timeline:

October 201 7 - December 2022
Method of Construction Delivery:

Design-Bid-Build
Role on Project:

Plumbing Design Engineer
Project Architect and Contact Information:

Westberg White Architecture
Jon Gomer, Sr. Project Architect
1 447 1 Chambers Rd, Suite 2 10,
Tustin, CA 92780
7 1 4.508. 1 780
[email protected]
Contractor:

Bernards
Natatorium and Office Building
Torrance, California
Eric served as the Plumbing Design Engineer on this project. P2S provided MEPT engineering design and Security, AV and Fire Protection design services for the new 79,000 SF Natatorium and Office Building at El Camino College in Torrance, CA. The $37. 1 million two-story building encompasses a 105,000 SF site area. The state-of-the-art facility provides an energy- efficient fitness hub for the community college’s athletic teams and general student body. The facility includes an indoor aquatics area consisting of a 35-meter competition pool and an adaptive pool as well as supporting wet locker spaces and pool equipment areas. In addition to the aquatics functions, the building includes five classrooms, two multipurpose fitness rooms, weight rooms, the Athletics Division office, and student locker rooms.

All systems were designed to exceed Title 24 requirements.

Client:

El Camino College
Client Contact:

Brad Glassick, HMC Architects
Principal
909.989.9979
[email protected]
Construction Value:
$37. 1 Million
Project Timeline:

January 2016 - December 201 8
Method of Construction Delivery:

Design-Bid-Build
Role on Project:

Plumbing Design Engineer
Project Architect and Contact Information:

HMC Architects
Josh Glavin
3546 Concours Street, Ontario, CA 9 1 764
909.989.9979
[email protected]
Contractor:

HMC Architects

5. AQUATIC EXPERIENCE - REFERENCES
840Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
109 |
Sam Sajed, EIT
Specialty Inspections/Materials Manager
New Kinesiology Lab and Aquatic Center
Long Beach, California
Sam served as Materials Project Manager. The kinesiology lab and aquatics center project consist of selective site demolitions, as well as renovations and new construction for various features of the project, spanning over 700,000 square feet. The aquatics center features a new 50-meter pool with a support building of approximately 1 5,000 square feet. The outdoor kinesiology lab will include improvements to the existing parking lot, softball, tennis courts, athletic turf, storage buildings, fencing, gates, bleachers, utility lines, landscaping, and irrigation. New construction includes athletic fields, including volleyball, tennis, softball, soccer, and multi-purpose fields. Twining provided subsequent geotechnical updates, soils compaction, and material testing services. Our scope of services included soils and compaction testing, reinforced concrete,
reinforced masonry, structural
steel, epoxy dowels, and
post-installed anchors.

To ensure efficiency and
continuity, Twining staffed
the project with multi certified
inspectors.

Client:

Long Beach City College
Client Contact:

Dennis Turner
4901 East Carson Street
Long Beach, CA 90808
562.938.506 1
[email protected]
Construction Value:
$75 Million
Project Timeline:

July 201 9 - April 2022
Method of Construction Delivery:

Unknown
Role on Project:

Materials Project Manager
Project Architect and Contact Information:

Aquatic Design Group
Scott Ferrell
2226 Faraday Avenue, Carlsbad, CA 92008
760.438.8400
[email protected]
Contractor:

Bernards
Indian Springs Athletic Complex
San Bernardino, California
Sam served as Materials Project Manager. The project consisted of the construction of a new pool, stadium bleachers, new light poles and two one- story buildings in the vicinity of the existing athletic field area of the High School. Twining provided a geotechnical investigation for the proposed Indian High School Aquatics Facility and Stadium Improvements Project.

Twining continued to provide materials testing and inspection services during the construction phase of this project.

Client:

San Bernardino City Unified School District
Client Contact:

Tom Pace
956 West 9th Street
San Bernardino, CA 9241 1
909.388.6 100
[email protected] 2.ca.us
Construction Value:
$10.9 Million
Project Timeline:

June 201 4 - July 2016
Method of Construction Delivery:

Unknown
Role on Project:

Materials Project Manager
Project Architect and Contact Information:

Ruhnau Clarke Architects
Daniel Benner
3775 Tenth Street, Riverside, CA 92501
95 1.684.4664
[email protected]
Contractor:

Angeles Contractor, Inc.

5. AQUATIC EXPERIENCE - REFERENCES
841Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
11 0 |
Betsy Lindsay, MURP
Environmental Manager
Los Alamitos High School Aquatics Improvements
Los Alamitos, California
As Principal in Charge, Betsy directed the project as a whole assured that resources were available to complete this project within budget and on schedule. The Los Alamitos Unified School District (District) proposed the improvement and modernization of the existing pool facilities located at the Los Alamitos High School in the City of Los Alamitos, California. The proposed project would facilitate and enhance the functionality of the pool located on the school campus.

The proposed project would demolish the existing 25-meter pool and associated infrastructure and utilities. This phase of the project includes:
demolition of the existing pool shell, equipment, decking, lighting features, scoreboard, three (3) pool serving buildings, four (4) temporary classroom buildings, and a portion of the existing asphalt and grass areas. Existing storage containers located on the northern portion of the pool site would also be relocated. The District proposes to replace an existing 25-meter pool facility with a 50-meter pool. The project would construct 50-meter athletic pool, bleachers with a shade structure, a 1,440-square foot pool equipment room, and five (5) outdoor showers.

UltraSystems conducted the environmental analysis for this project. The IS/ MND for this project was certified by the Los Alamitos Unified School District on January 8, 201 9.

Client:

Los Alamitos Unified School District
Client Contact:

John Eclevia, Director
10293 Bloomfield Street
Los Alamitos, CA 90720
562.799.4592
[email protected]
Construction Value:
$9.2 Million
Project Timeline:

June 201 8 - January 201 9
Method of Construction Delivery:

Design-Bid-Build
Role on Project:

Principal-in-Charge
Project Architect and Contact Information:

Terracon
23041 Avenida De La Carlota
Laguna Hills, CA 92653
949.26 1.005 1
Contractor:

Hamel Contracting, Inc.

5. AQUATIC EXPERIENCE - REFERENCES
842Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
111 |
Hina Gupta, LEED AP
Environmental Project Manager
Los Alamitos High School Aquatics Improvements
Los Alamitos, California
As Senior Project Manager, Hina assisted with the preparation of an IS/ MND for the proposed project. She drafted project description, aesthetics, land use and public services sections of the IS/MND and conducted QA/ QC review of all sections of the IS/MND. The Los Alamitos Unified School District (District) proposed the improvement and modernization of the existing pool facilities located at the Los Alamitos High School in the City of Los Alamitos, California. The proposed project would facilitate and enhance the functionality of the pool located on the school campus.

The proposed project would demolish the existing 25-meter pool and associated infrastructure and utilities. This phase of the project includes:
demolition of the existing pool shell, equipment, decking, lighting features, scoreboard, three (3) pool serving buildings, four (4) temporary classroom buildings, and a portion of the existing asphalt and grass areas. Existing storage containers located on the northern portion of the pool site would also be relocated. The District proposes to replace an existing 25-meter pool facility with a 50-meter pool. The project would construct 50-meter athletic pool, bleachers with a shade structure, a 1,440-square foot pool equipment room, and five (5) outdoor showers.

UltraSystems conducted the environmental analysis for this project. The IS/ MND for this project was certified by the Los Alamitos Unified School District on January 8, 201 9.

Client:

Los Alamitos Unified School District
Client Contact:

John Eclevia, Director
10293 Bloomfield Street
Los Alamitos, CA 90720
562.799.4592
[email protected]
Construction Value:
$9.2 Million
Project Timeline:

June 201 8 - January 201 9
Method of Construction Delivery:

Design-Bid-Build
Role on Project:

Senior Project Manager
Project Architect and Contact Information:

Terracon
23041 Avenida De La Carlota
Laguna Hills, CA 92653
949.26 1.005 1
Contractor:

Hamel Contracting, Inc.

5. AQUATIC EXPERIENCE - REFERENCES
843Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
112 |
Michael Milroy, MS
Environmental Project Manager
Los Alamitos High School Aquatics Improvements
Los Alamitos, California
As Senior Environmental Planner, Michael performed environmental analysis to complete sections required for IS/MND documenation. The Los Alamitos Unified School District (District) proposed the improvement and modernization of the existing pool facilities located at the Los Alamitos High School in the City of Los Alamitos, California. The proposed project would facilitate and enhance the functionality of the pool located on the school campus.

The proposed project would demolish the existing 25-meter pool and associated infrastructure and utilities. This phase of the project includes:
demolition of the existing pool shell, equipment, decking, lighting features, scoreboard, three (3) pool serving buildings, four (4) temporary classroom buildings, and a portion of the existing asphalt and grass areas. Existing storage containers located on the northern portion of the pool site would also be relocated. The District proposes to replace an existing 25-meter pool facility with a 50-meter pool. The project would construct 50-meter athletic pool, bleachers with a shade structure, a 1,440-square foot pool equipment room, and five (5) outdoor showers.

UltraSystems conducted the environmental analysis for this project. The IS/ MND for this project was certified by the Los Alamitos Unified School District on January 8, 201 9.

Client:

Los Alamitos Unified School District
Client Contact:

John Eclevia, Director
10293 Bloomfield Street
Los Alamitos, CA 90720
562.799.4592
[email protected]
Construction Value:
$9.2 Million
Project Timeline:

June 201 8 - January 201 9
Method of Construction Delivery:

Design-Bid-Build
Role on Project:

Senior Environmental Planner
Project Architect and Contact Information:

Terracon
23041 Avenida De La Carlota
Laguna Hills, CA 92653
949.26 1.005 1
Contractor:

Hamel Contracting, Inc.

5. AQUATIC EXPERIENCE - REFERENCES
844Exhibit 9
5 Cut Tabs
Design on the Design Layer
Add bleed/crops if images bleed off edges
Turn off Template Layer before saving
SECTION 6

OTHER EXPERIENCE - FIRM REFERENCES
Other Experience -
Firm References
845Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
11 3 |

PROJECT DESCRIPTIONS
The below project descriptions represent the Anser team's experience performing similar services for government agencies.

On-Call Construction Management Services
Long Beach, California
Anser has been providing project and construction management services on numerous complex and high profile City projects over the last 26 years. Our services include constructability review, assistance with initial planning and scoping, participation in planning review meetings, project bidding, pre- construction meetings and walks, review and approval of payments, RFIs and change orders, document control, QA surveys, third party materials inspections, weekly/monthly reports, close out and as-built document review following the City of Long Beach standards.

Anser's inter-departmental communication is key in successfully delivering both project management and construction management services across a wide variety of projects. Our team proactively identifies relevant City departments to fully capture scope, code, and project specification requirements to successfully deliver projects. Some of our most recent City of Long Beach projects include:
„ Stearns Park Irrigation Improvements
„ Heartwell Park Irrigation Improvements
„ Admiral Kidd Park Artificial Turf Field - Anser provides Owner’s Construction Management services for this project which will provide a full site demo of the existing playground features and site hardscapes. The rebuild will provide new playground features, lighting, landscaping improvements, a new ADA pathway, and hardscape improvements.
„ Colorado Lagoon Playground Improvements (pictured top) „ El Dorado Park Artifical Turf Field Renovation - Anser provided Construction Management services for this project which included an artificial turf soccer field with an integrated high pressure cooling system, new portable goals, new protective netting behind goal, and new decorative fencing. New ADA curb ramps, pathways, and parking were added. Landscaping and site improvements included trees, sod, irrigation, multiple retention basins, field drainage network, decorative etched boulders, sidewalks, parking lot speed bumps, and a new hydration station. The project also included adding a new City meter, backflow, and wi-fi landscape irrigation controllers. „ Big Rec Park Playground Improvements
„ Seaside Way Park Artifical Turf Field
„ Scherer Park Community Center Renovation (pictured below) - Anser provided Owner’s Construction Management services for this project which provides full interior and exterior renovations to the existing community center and public restrooms, public breezeway, new ADA parking, and hardscape improvements. This project is currently in the pre-design phase and will require a multi-phase execution to minimize the impact to the public’s use of this site. The City actively holds after school tutoring sessions and will also hold summer community programming.

Client:

City of Long Beach
Client Contact:

Marilyn Surakas
Bureau Manager
562.570.5793
[email protected]
Construction Value:
$45 Million+
Project Timeline:
1 996 - Ongoing
Method of Construction Delivery:

Varied
Staff Involved:

Tyson Atwood, Stephen Mutch, Tony Gatoff,
Andy Kleimola, Shawn Paroline, Robert Smith
Project Architect and Contact Information:

Chuck Foley, President
222 1 East Winston Road, Suite A
Anaheim, CA 92806
7 1 4.776.4340 x107
[email protected]
Contractor:

Varied: PlayCore, Byrom-Davey, MIK,
Field Turf USA

6. OTHER EXPERIENCE - FIRM REFERENCES
846Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
114 |
Consulting Support Services
Anaheim, California
Under an on-call Consulting Support Services contract with the City of Anaheim, Anser has represented the City of Anaheim Public Works Department in administering Public Works construction contracts. Services have included preparing the project for advertisement, preparing staff reports for project award, and providing contract administration and construction management services through project completion. Experience includes:
„ Brookhurst Community Center, Teen Room Addition - Anser currently provides construction management services on the Brookhurst Community Center – Teen Room Addition project in the City of Anaheim, which is expected to be completed in April 2023. The new addition to the Brookhurst Community Center will allow for teens to gather in a more laid-back environment and socialize with their peers. The $1M Brookhurst Teen Center project includes a 735 square foot teen room addition to the Brookhurst Community Center with full dry erase walls, tackable wallboards for pin-up pictures or flyers, internal restrooms, new sewer connections, concrete pathways and other hardscape, striping / parking, and landscape improvements. (pictured top)
„ Sunkist & Euclid Library - The project included the rehabilitation and technology upgrades of two libraries. Services included overseeing the RFP process to hire a design architect.
„ Stoddard Park - The project consisted of the reconstruction of an existing restroom facility and expanded security lighting.
„ Lincoln-Rio Vista-Kingsley Traffic Signal Project - The project included the installation of new traffic signals at various locations. „ Santa Ana Street Project - The project was CDBG/FHWA funded and consisted of the reconstruction of Santa Ana Street in the Downtown District.
„ Kathyrn-Woodley Street Lighting Project - The project was CDBG/ HUD funded and consisted of the installation of new street lights and underground conduit systems at various locations.
„ 883 Anaheim Boulevard Historic Renovation - The project was CDBG/ HUD funded and consisted of the restoration of a historic building for repurposing to a facility supporting Homeless Resource Outreach. „ Anaheim Tennis Center Historic Reservation - The project was intended to reuse previous project documents to create a design-build project meeting current building codes. The project was cancelled and evolved into the Wagner House Project.
„ Brookhurst Community Center - The project included rehabilitating the existing community center including office space upgrades and outside courtyard upgrades.
„ Resort Electric Line Extension - The project included providing additional underground utility power for three additional switching stations serving the Disneyland and Anaheim Resort area.
„ Anaheim Hills Road Water Line - The project included the replacement of an existing water main within a residential area of Anaheim Hills. „ Founders Park - Phase 2 Mother Colony House - The project included the seismic retrofit and roof replacement on the oldest wood frame home in Orange County. Mother Colony House is included on the National Register of Historic Places. „ Brookhurst Street Improvements - The project was funded through the California State Water Board and included the reconstruction of a portion of Brookhurst Street and included major water infiltration landscape improvements. „ Alberta & Ohio, Pioneer, Redondo, & Turquoise Street Lighting Project - The project was CDBG/HUD funded and consisted of the installation of new street lights and underground conduit systems at various locations.

Client:

City of Anaheim
Client Contact:

Brenda Medina
Construction Contract Administrator
7 1 4.765.5 1 57
[email protected]
Construction Value:
$25 Million+
Project Timeline:
2016 - Ongoing
Method of Construction Delivery:

Varied
Staff Involved:

Tyson Atwood
Project Architect and Contact Information:

Keahi Arena, Perkins Eastman
3 1 94 D Airport Loop, Costa Mesa, CA 92626
7 1 4.824.357 4
[email protected]
Contractor:

HYM Engineering, Inc.

6. OTHER EXPERIENCE - FIRM REFERENCES
847Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
115 |
Signal Hill Library
Signal Hill, California
Anser provided program and construction management services for the design of a new LEED (Leadership in Energy and Environmental Design) certified Library in the City of Signal Hill, California.

The Library was planned as a 1 4,900 square foot, two-story structure. The Library facilities are located on the ground floor. The second story is occupied by Signal Hill’s Community Services Department. Given the existing ground slope at the site, the second story of the structure is level with the first floor of City Hall, improving direct pedestrian access into the Community Services Department. The project also includes additional parking spaces for the Library with electric vehicle parking.

The work included over excavation of site soils/earthwork, foundations, installation of concrete footing, construction of a steel moment framed building and interior wood framed office areas, parking lot, new trash enclosure, onsite water infiltration system, landscaping, irrigation, electrical car charging station, methane barrier and oil well vent system realignment. This project required extensive coordination with SCAQMD, City staff, SCE, Verizon, Long Beach Gas & Oil Signal Hill Petroleum and others.

The project was successfully completed within the original contract budget.

However, due to the General Contractor defaulting, the project duration was delayed by nearly one year. Our project controls philosophy is based on the belief that comprehensive documentation of all aspects of the project maintains accountability of all stakeholders. Anser’s innovative Microsoft SharePoint- based Project Management Information System (PMIS) called Virtual Project Office (VPO) was utilized to facilitate project tracking, administration, and management reporting. Our comprehensive documentation on this project is the best technique available for avoiding and defending against change orders, claims, managing project time, cost, and quality. Effective project controls help to assure the City receives a successful project.

By working closely with the City, and maintaining detailed project records and correspondence, the project was able to achieve substantial completion even with the General Contractor defaulting. Once the surety company took control of the project, Anser’s detailed record keeping mitigated frivolous claims and maintained the original contract budget by issuing joint checks to the respective subcontractor’s finishing the project.

Chosen as one of the 20 19 Project of the Year by the Southern California Chapter of the American Public Works Association.

Client:

City of Signal Hill
Client Contact:

Charlie Honeycutt
Former City Manager
562.22 1.0885
[email protected]
Construction Value:
$16.7 Million
Project Timeline:

January 201 8 - January 2020
Method of Construction Delivery:

CM @ Risk
Staff Involved:

Stephen Mutch, PE, QSD, CCM
Tony Gatoff, CCM
Project Architect and Contact Information:

Robert R. Coffee Architect + Associates
1 200 Qual Street, Suite 2 10
Newport Beach, CA 92660
949.760.8668
[email protected]
Contractor:

TOBO Construction, Inc.

6. OTHER EXPERIENCE - FIRM REFERENCES
848Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
116 |
On-Call Project/Construction Management and Inspection Services Murrieta, California
Anser provides project management, construction management, inspection and labor compliance services to a variety of projects throughout the City.

We provide the City with Project Managers, Construction managers, Resident Inspectors and part-time Inspectors based on the project needs. Our services include managing project schedule and budgets, construction inspection, assistance with project close out and administrative assistance. Anser also coordinates work with the City, local utility companies and other stakeholders.

A sample of projects includes:
„ Murrieta Community Center Improvements - Tenant improvements including paint, tile, ADA elevator lift, aluminum ramp and refinishing the hardwood stage floor.
„ Murrieta Senior Center Improvements - Tenant improvements including new paint, carpet, tile, window coverings, bathroom fixtures, security system upgrades and new TPO roof system.
„ Senior Center Outdoor Recreation Area - Provided seniors with an outdoor recreation area to include pickle ball, outdoor fitness equipment and picnic shelter area.
„ Town Square Park Project Phases 1, 2 and 3 – Phase 1: Design and build a 4-acre park, which included landscape, irrigation, lighting, restroom, and an amphitheater (pictured). In addition, designed and built the loop and entry roads, potable water well and reclaimed water connections. Phase 2: Designed and constructed a semi-circular backdrop and covering for the amphitheater that incorporated high quality sound and lighting for the various concerts, productions and events that take place at Town Square Park. Constructed an enclosed storage area and dressing/green room (off-stage area) for performers.

Phase 3: Redesigned the lighting surrounding the park by allowing for individual lighting controls. Installed a sound system, security cameras, and Wi-Fi.
„ Murrieta Sports Parks – Resident inspection services for new synthetic turf football and soccer fields. Project features include grading, sub- drain system, landscaping, irrigation fencing, lighting, bleachers and ancillary facilities to support the park. Duties included preparing daily reports with workforce, equipment, operation description, materials incorporated into the work and photographic records of the site. Duties also included quality assurance and compliance with public works and building code requirements. Inspection included landscaping, irrigation, minor structures, water system, grading, curb and gutter, irrigation, SWPPP/NPDES inspections and documentation.
„ 201 9 Citywide Slurry Seal Project – Slurry seal throughout residential streets and parking lots..
„ Torrey Pines Park – Project included the renovation of existing structure, new park with grading, playground equipment, drainage system, landscaping, irrigation, fencing, lighting, bleachers, restrooms, ancillary facilities to support the park. Duties included preparing daily reports with workforce, equipment, operation description, materials incorporated into the work and photographic records of the site.

Inspection included landscaping, irrigation, minor structures, water system, grading, curb and gutter, irrigation, SWPPP/NPDES inspections and documentation.

Client:

City of Murrieta
Client Contact:

Bob Moehling, PE
City Engineer
95 1.304.2489
[email protected]
Construction Value:
$40 Million+
Project Timeline:

February 2010 - Ongoing
Method of Construction Delivery:

Varied
Staff Involved:

Tyson Atwood, Rachael Highley
Project Architect and Contact Information:

STK Architecture, Tony Finaldi
42095 Zevo Drive, Suite A-1 5
Temecula, CA 92590
95 1.296.9 1 10
[email protected]
Contractor:

ACT 1 Construction

6. OTHER EXPERIENCE - FIRM REFERENCES
849Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
117 |
Olive Vista Middle School, New Physical and Multipurpose Building Los Angeles, California
Anser built a new physical education building as well as a new multi-purpose room, lunch pavilion and student store on an existing campus. The new physical education building houses two regulation basketball courts, a volleyball court, fitness center, a classroom, storage, locker rooms with adjacent offices, conference room and storage facilities. The second building houses a new multi-purpose room with a performing arts stage, a lunch pavilion with a full kitchen and indoor and outdoor seating and an adjacent student store. Provided upgrades to meet accessibility requirements of the California Building Code and the ADA including path of travel improvements as required for both new buildings. Anser Advisory provided through its staff augmentation with LAUSD, the Senior Construction Project Manager for this project.

Client:

Los Angeles Unifed School District (LAUSD)
Client Contact:

Greg Garcia, Director
333 S. Beaudry Ave, 1 9th Floor
Los Angeles, CA 9001 7
213.241.4970
[email protected]
Construction Value:
$32 Million
Project Timeline:

January 201 7 - July 201 9
Method of Construction Delivery:

Design-Bid-Build
Staff Involved:

Kashan Bhatti
Project Architect and Contact Information:

CSDA Design Group
6 10 E. Franklin Ave, El Segundo, CA 90245
3 10.82 1.9200
[email protected]
Contractor:

Pinner Construction
Diamond Bar Golf Course Renovation
Diamond Bar, California
Improvements to the Diamond Bar Golf Course are necessary to mitigate and minimize impacts from the SR-57/SR-60 Confluence Project which will directly impact six golf holes located along the freeway frontage and Grand Avenue as well as an existing storm drain and maintenance facility located within the golf course. The project will realign and reconfigure the golf course to provide an improved overall course yardage of 6,807 , keep the total course par of 72, relocate the affected storm drain, and construct a new maintenance facility.

Anser is under contract with SGVCOG to provide construction management services. Anser performed a constructability review of the plans and specifications and assisted WKE with development of final contract documents.

During construction, Anser provides construction management services including contract administration, project controls, quality assurance inspections, change management, environmental mitigation monitoring, field utility coordination, review and processing
of progress payments,
cost estimating and
scheduling, processing,
and tracking of
contractor submittals
and RFIs, document
control, claim support
and contract close-out
services.

Client:

City of Diamond Bar/San Gabriel Valley
Council of Governments (SGVCOG)
Client Contact:

Rene Coronel, Project Manager
1000 Fremont Ave, Unit 42
Alhambra, CA 9 1 803
626.453.49 1 4
[email protected]
Construction Value:
$40 Million
Project Timeline:

September 202 1 - Ongoing
Method of Construction Delivery:

CM @ Risk
Staff Involved:

Stephen Mutch, PE, CCM, QSD
Project Architect and Contact Information:

HDR, Inc., John Ballas
7 1 4-345-6557
[email protected]
Contractor:

Griffith Company

6. OTHER EXPERIENCE - FIRM REFERENCES
850Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
118 |
Michelle Obama Neighborhood (North Branch) Library
Long Beach, California
The new North Branch Library is a state-of-the-art 24,655 square-foot single-story facility incorporating a historic tower and associated site work and street improvements. The new library includes areas for children, teens and adults, as well as three public community meeting spaces. The North Branch Library has expanded resources and programs to serve the community of North Long Beach.

Acting as an extension of City staff as the City’s Project Manager, Anser’s staff were responsible for the overall successful completion of the project.

During the design phase, Anser was responsible for establishing a project budget and schedule, getting the contract documents permitted through the Building Department, packaging the contract documents for bid, and managing the bid and award process. During this time, Anser also drafted and issued the RFP for CM services, reviewed and scored the CM proposals, conducted interviews of the short-listed CM firms, made recommendations for selection, held and finalized negotiations with the recommended CM firm and drafted the staff report and council letter for award of contract.

Anser was then responsible for managing the City’s consultant CM firm, the materials testing and inspection consultant, and the A/E.

During construction, Anser was responsible for tracking the budget and schedule, attending all weekly construction coordination meetings, assisting the CM firm with City-related coordination issues, reviewing consultant and contractor invoices and making recommendations for payment, reviewing change order requests and City-related RFI’s, writing monthly reports and attending meetings with City management staff.

Consistent communication throughout the duration of this project with the client and all project stakeholders, in particular with the construction management firm, ensured smooth progression of all project phases.

Client:

City of Long Beach
Client Contact:

Sean Crumby
City of Huntington Beach
Public Works Director
(formerly City of Long Beach)
7 1 4.37 4.5348
[email protected]
Construction Value:
$1 2. 1 Million
Project Timeline:

October 201 4 - May 2016
Method of Construction Delivery:

Design-Bid-Build
Staff Involved:

Stephen Mutch, PE, CCM, QSD
Project Architect and Contact Information:

LPA, Inc., Rick D'Amato, Principal
5301 California Ave, Suite 100
Irvine, CA 926 1 7
949.261.1001
[email protected]
Contractor:

Woodcliff Corporation

6. OTHER EXPERIENCE - FIRM REFERENCES
851Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
119 |
New Kinesiology Lab and Aquatic Center
Long Beach, California
P2S is currently providing MEPT, AV and Fire Protection design of the 27 ,99 1 SF Aquatic Center as well as the 8 1 22 SF Softball and East Visitor Building.

The new facility includes Kinesiology team rooms, locker rooms, offices, classrooms, and multipurpose rooms, as well as a new swimming pool and deck drainage. Power and lighting design includes the pool deck, the softball building and field, practice fields, soccer field, tennis courts, beach volleyball area, as well as site lighting. Power, data, fire alarm, lighting and drinking fountains are being provided at the softball dugouts.

Client:

Long Beach City College
Client Contact:

John Duong, Program Director
San Bernardino Community College District
7 1 4.726.4105
[email protected]
Construction Value:
$43 Million
Project Timeline:

October 201 7 - December 2022
Method of Construction Delivery:

Design-Bid-Build
Staff Involved:

Lars Henderson
Eric Gomez
Nate Behning
Project Architect and Contact Information:

Westberg White Architecture
Jon Gomer, Sr. Project Architect
1 447 1 Chambers Rd, Suite 2 10,
Tustin, CA 92780
7 1 4.508. 1 780
[email protected]
Contractor:

Bernards
Natatorium and Office Building
Torrance, CA
P2S provided MEPT engineering design and Security, AV and Fire Protection design services for the new 79,000 SF Natatorium and Office Building at El Camino College in Torrance, CA. The $37. 1 million two-story building encompasses a 105,000 SF site area. The state-of-the-art facility provides an energy-efficient fitness hub for the community college’s athletic teams and general student body. The facility includes an indoor aquatics area consisting of a 35-meter competition pool and an adaptive pool as well as supporting wet locker spaces and pool equipment areas. In addition to the aquatic’s functions, the building includes five classrooms, two multipurpose fitness rooms, weight rooms, the Athletics Division office, and student locker rooms. Prior to the construction of the new facility, P2S and HMC architects oversaw the demolition of multiple sections of the campus, including the Physical Education North Building, parts of the Physical Education Plaza, the basement, and the concrete deck over the basement. The pool heating system is tied into the high-
efficiency campus central
utility plant to provide pool
hot water during the winter
months and uses localized
pool heaters when the central
plant is not in operation. All
systems were designed to
exceed Title 24 requirements.

Client:

El Camino College
Client Contact:

Brad Glassick, HMC Architects
Principal
909.989.9979
[email protected]
Construction Value:
$37. 1 Million
Project Timeline:

January 2016 - December 201 8
Method of Construction Delivery:

Design-Bid-Build
Staff Involved:

Lars Henderson
Eric Gomez
Project Architect and Contact Information:

HMC Architects, Josh Glavin
3546 Concours Street, Ontario, CA 9 1 764
909.989.9979
[email protected]
Contractor:

HMC Architects

6. OTHER EXPERIENCE - FIRM REFERENCES
852Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
1 20 |
John Anson Ford Theatre Off Season 2 and 3
Los Angeles, California
The John Anson Ford Theatre project includes the rehabilitation of portions of the existing 1, 1 96-seat historic Amphitheatre and the development of approximately 59,230 square feet of new buildings and approximately 48,750 square feet of outdoor plaza areas, all within the current boundaries of the Ford Theatres property and primarily within the areas of the Project Site already developed. These improvements, which were developed in several phases, include a 299-seat theatre, a multi-purpose flex space, a restaurant, office spaces, enhanced parking facilities, support facilities, and visitor amenities. The John Anson Ford Theatre (Ford Theatre) also provides for improved exterior landscape areas and enhanced vehicle and pedestrian circulation. These improvements enhance existing facilities and provide for new artistic programming opportunities that together activates the project site and transforms the existing Ford Theatres from a single use performing arts facility open primarily on weekends to a multi-use cultural and recreational destination open daily for a wide variety of users.

Twining provided geotechnical engineering observation and testing services for Off-Season phase two and three of the project. As Geotechnical Engineer of Record (GEOR), we performed the evaluations necessary to assist in developing design changes, particularly regarding shoring around the existing stage. Twining reviewed the County's plans and the project's structural drawings and discussed opportunities for value engineering the shoring design with the owner. We also provided geotechnical engineering and geologic support during construction, including periodic observation of grading and shorting activities, responding to RFIs related to geotechnical engineering, reviewed day-to-day activities and field reports. Twining attended site meetings with the construction and design teams and provided field personnel during construction to satisfy the requirements of the County of Los Angeles Grading and Materials Engineering Division (GMED) on an as-needed basis.

Client:

Anaheim Unified School District
Client Contact:

Jennifer Keys
501 N. Crescent Way, Anaheim, CA 92801
7 1 4.999.2380
[email protected] 2.ca.us
Construction Value:
$1 2.8 Million
Project Timeline:

August 201 8 - October 201 9
Method of Construction Delivery:

Unknown
Project Architect and Contact Information:

Ruhnau Clarke Architects
Dan Benner
3775 Tenth St, Riverside, CA 92501
95 1.237.7 165
[email protected]
Contractor:

Balfour Beatty

6. OTHER EXPERIENCE - FIRM REFERENCES
853Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
121 |
Anaheim High School Aquatics Center
Anaheim, California
The Anaheim High School Aquatics Center project consisted of the demolition of an existing 3,500-sq.-ft. grandstand; the extensive abatement and demolition of existing basement equipment; the construction of a new 38-meter x 23-meter shotcrete swimming pool, bleachers, and a new 2,600-sq.-ft. pool equipment building; the renovation of more than 16,000 sq. ft. of office space; and the construction of five new concrete basketball courts. The project also incorporated hardscape and landscape improvements to the surrounding swimming complex, including a new fire lane, as well as new decorative and chain-link perimeter fencing around the campus and athletic fields. All work was performed while the high school campus was active. A logistics plan, developed by the Program Management Office (PMO), provided direction to the contractor that allowed the project to meet strict milestones, including the turnover of the showers/locker rooms prior to the beginning of the new school year.

Through our expert application of program management, project controls, and financial management services, we were able to meet this important milestone and ultimately help deliver the project under budget.

Client:

Anaheim Unified School District
Client Contact:

Jennifer Keys
501 N. Crescent Way, Anaheim, CA 92801
7 1 4.999.2380
[email protected] 2.ca.us
Construction Value:
$1 2.8 Million
Project Timeline:

August 201 8 - October 201 9
Method of Construction Delivery:

Unknown
Project Architect and Contact Information:

Ruhnau Clarke Architects
Dan Benner
3775 Tenth St, Riverside, CA 92501
95 1.237.7 165
[email protected]
Contractor:

Balfour Beatty

6. OTHER EXPERIENCE - FIRM REFERENCES
854Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
1 22 |
Belmont Beach and Aquatics Center Project
Long Beach, California
This City of Long Beach project replaced the former Belmont Olympic Plaza Pool with a new, state-of-the-art aquatics facility. The new aquatics facility offers a variety of recreational programs for the community, including swimming for health and fitness, physical therapy, recreational swim for youth and families, water exercise for adults of all ages, summer swim camps, aquatics day camps, after school learn-to-swim programs, “dive-in” movies, as well as enhanced interactive water play areas at the recreational pool and dive pool.

Additionally, the center has the ability to host competitive events for aquatics club, high school, NCAA, and international events.

As a subconsultant, Guida provided design surveying services for this project which included, but were not limited to, the establishment of field control, topographic surveys, curb
and path data collection,
a 50’ x 50’ grid survey,
and data collection of
visible utilities.

Client:

City of Long Beach
Client Contact:

HED Design
Kevin Shibata, Project Manager
55 S Hope Street, Suite 2500,
Los Angeles, CA 9001 7
2 1 3.542.4586
[email protected]
Construction Value:
$100 Million
Project Timeline:

June 201 4 - January 2022
Method of Construction Delivery:

Design-Bid-Build
Staff Involved:

Tim Fettig, PLS
Mark Petrie, PLS
Project Architect and Contact Information:

HED Design
Kevin Shibata, Project Manager
55 S Hope Street, Suite 2500,
Los Angeles, CA 9001 7
2 1 3.542.4586
[email protected]
Contractor:

HED Design
Hearst Castle Neptune Pool Renovation
San Simeon, California
The renovation of the iconic Neptune Pool, originally constructed in the 1 920s, at Hearst Castle in San Simeon is a $5.4M state-funded project, which provides much-needed and long-overdue repairs that will prevent leaking and preserve this piece of architectural history.

The project is unique in that some of the Neptune Pool’s structural elements, including Baroque and Art Deco marble sculptures, elaborate tilework, pipelines, and filtration had to be carefully removed and replaced with a high- level of accuracy so it would be consistent with the design implemented over eight decades ago. Guida used new technology and innovations to develop a process using our survey grade scanners to identify each sculpture placement and pool drainage before their removal. Our precision ensured that the statues and drainage were replaced within 1/16th of an inch from their original location.

The Neptune Pool is an
impressive 104 feet long, 58
feet wide, and 95 feet wide
at the alcove. It is 3.5 feet
deep at the west end, 10 feet
deep at the drains, and holds
345,000 gallons of water. It
is widely known as one of the
most famous and spectacular
pools in the world.

Client:

California State Parks District
Client Contact:

John Sandoval, PM
1 5435 Innovation Drive Suite 200
San Diego, CA 92 1 28
858.558. 1 800
[email protected]
Construction Value:
$5.4 Million
Project Timeline:

January 201 4 - August 201 8
Method of Construction Delivery:

Design-Bid-Build
Staff Involved:

Tim Fettig, PLS
Project Architect and Contact Information:

Page & Turnbull
41 7 South Hill Street, Suite 2 1 1
Los Angeles, CA 9001 3
9 16.930.990
Contractor:

T.B. Penick and Sons, Inc.

6. OTHER EXPERIENCE - FIRM REFERENCES
855Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
1 23 |
Michelle and Barack Obama Sports Complex
Los Angeles, CA
3QC provided security design and commissioning services to ensure compliance with Title 24 for the new Michelle and Barack Obama Sports Complex, formerly known as the Rancho Cienega Sports Complex. The City of Los Angeles Department of Public Works, renewed this 29-acre park by replacing an existing basketball gym and swimming pool with a new 29,000 SF pool building and 16,000 SF gym facility. The project which sits next to the Jackie Robinson Stadium and is used for track & field, concerts and special events, will also include replacement and addition of existing stadium locker rooms, restrooms, concessions and miscellaneous accessory buildings. The project was constructed in multiple phases to allow for all facilities to remain open to the community during the renovation.

Studio Pali Fekete Architects (SPFa) was awarded the project and 3QC was hired to provide security design as well as commissioning for the project.

As the design moved through schematic design in 201 4, it became clear that the City’s requested design elements were going to come in over their budget. So 3QC, as part of the design team for security systems worked to find cost savings design measures in order to reduce potential costs. One such measure included the City’s desire to have cameras. Our team chose to incorporate cameras that could be installed directly onto existing light poles, rather than stand-alone elements, contributing to the reduction request by the City.

Additionally, the Obama Sports Complex is the City’s first Zero Net Energy building, per the Living Building Challenge. With the intent to reach that goal, our security design team had to be mindful of the electricity draw required for all elements used. In July 2016, it was confirmed by a City- hired, third party that the project was indeed on track to attain this goal.

Thinking ahead of the game allowed 3QC to help the City address budget concerns and come up with creative solutions for cost savings measures while still meeting goals.

Client:

Los Angeles City, Department of
Parks and Recreation
Client Contact:

Siddhartha Majumdar
Owner's Representative
8609 Washington Blvd, Culver City, CA
3 10.558.0902
[email protected]
Construction Value:
$25 Million
Project Timeline:

May 201 4 - July 2022
Method of Construction Delivery:

CM at Risk
Staff Involved:

Michael Kalemkaryan
Project Architect and Contact Information:

Siddhartha Majumdar
Owner's Representative
8609 Washington Blvd, Culver City, CA
3 10.558.0902
[email protected]
Contractor:

Not Applicable

6. OTHER EXPERIENCE - FIRM REFERENCES
856Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
124 |
Wiseburn High School, Gymnasium and Pool Complex
El Segundo, CA
In early 201 3, the Wiseburn School District acquired a property that included a 300,000 SF, four-story office building. With a project budget of approximately $1 40 million, the District converted the office building and surrounding environs to the District’s first modern high school facility. The new 2 1st century campus located in El Segundo supports three separate Da Vinci Charter schools – Communications, Design, and Science. The facility is sustainable and is designed as an interactive and innovative project-based learning environment that fosters collaborative, hands-on, interdisciplinary education. 3QC provided Fundamental and Enhanced Commissioning to meet LEED criteria, assist the District in achieving strict energy efficiency goals, and help ensure that the facility’s systems were fully functional prior to occupancy. In addition to the typical systems commissioned (MEP, HVAC, Controls), the building included a 4-story atrium that required inclusion of a smoke control system. 3QC’s in-house commissioning team includes a Fire Protection Engineer who was able to commission the building’s smoke control system (SCS) in two days. 3QC helped save significant schedule impact by developing a detailed test plan early, coordinating functional requirements with the subcontractors, and gaining the confidence of the local AHJ prior to testing. As a result, we helped the contractor meet a difficult schedule requirement.

After completion of the high school, 3QC was retained to commission the next phase of the campus – the addition of a 41,000 SF multi-purpose building and pool complex. During the initial functional performance tests, 3QC identified issues related to the completion of BMS programming and designed sequence of operations. Testing was put on hold and the issue was brought to the contractor’s attention and recorded on a Master Issues Log.

Through communication and a collaborative effort, the issues were resolved and the remainder of testing was rescheduled and reverified. 3QC’s proactive approach to commissioning helped eliminate typical problems found during construction to ensure that systems operate as designed — minimizing future issues, improving system control, and increasing operations staff’s knowledge of how their systems should operate.

Client:

Wiseburn School District
Client Contact:

Vince Madsen
(prior Director of Facilities Planning at
Wiseburn School District,
now with Downey USD)
562.320.9 1 27
[email protected]
Construction Value:
$1 4.5 Million
Project Timeline:

October 2016 - January 2020
Method of Construction Delivery:

Design-Bid-Build
Staff Involved:

Michael Kalemkaryan
Project Architect and Contact Information:

Gensler
500 South Figueroa Street,
Los Angeles, CA 9007 1
2 1 3.327.3600
Contractor:

Not Applicable

6. OTHER EXPERIENCE - FIRM REFERENCES
857Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
125 |
Los Alamitos High School Aquatics Improvements
Los Alamitos, California
The Los Alamitos Unified School District (District) proposed the improvement and modernization of the existing pool facilities located at the Los Alamitos High School in the City of Los Alamitos, California. The proposed project would facilitate and enhance the functionality of the pool located on the school campus.

The proposed project would demolish the existing 25-meter pool and associated infrastructure and utilities. This phase of the project includes:
demolition of the existing pool shell, equipment, decking, lighting features, scoreboard, three (3) pool serving buildings, four (4) temporary classroom buildings, and a portion of the existing asphalt and grass areas. Existing storage containers located on the northern portion of the pool site would also be relocated. The District proposes to replace an existing 25-meter pool facility with a 50-meter pool. The project would construct 50-meter athletic pool, bleachers with a shade structure, a 1,440-square foot pool equipment room, and five (5) outdoor showers.

UltraSystems conducted the environmental analysis for this project. The IS/ MND for this project was certified by the Los Alamitos Unified School District on January 8, 201 9.

Client:

Los Alamitos Unified School District
Client Contact:

John Eclevia, Director
10293 Bloomfield Street
Los Alamitos, CA 90720
562.799.4592
[email protected]
Construction Value:
$9.2 Million
Project Timeline:

June 201 8 - January 201 9
Method of Construction Delivery:

Design-Bid-Build
Staff Involved:

Hina Gupta
Betsy Lindsay
Michael Milroy
Project Architect and Contact Information:

Terracon
23041 Avenida De La Carlota
Laguna Hills, CA 92653
949.26 1.005 1
Contractor:

Hamel Contracting, Inc.

6. OTHER EXPERIENCE - FIRM REFERENCES
858Exhibit 9
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SECTION 7

STANDARD AGREEMENT ACKNOWLEDGEMENT
Standard Agreement
Acknowledgement
859Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
126 |

7. STANDARD AGREEMENT ACKNOWLEDGEMENT
CONSTRUCTION MANAGEMENT and CONSTRUCTION INSPECTION(CMI)SERVICES

FORD PARK AQUATICS CENTER
ATTACHMENT 5
ACKNOWLEDGMENT OF CITY’S STANDARD FORM OF AGREEMENT
I, the undersigned, certify that I, _________________________[insert name] am the [insert title]_________________________________________-____ of [insert firm] _________________________, the party making the proposal for award of an Agreement for Construction Management and Construction Inspection Services (“Proposer”) and, on behalf of the Proposer, hereby:

Accept City’s Standard Form of Agreement – check one box.

As is, without qualifications or modifications.

As modified by attachment. [Proposer to provide]
I certify that I am authorized to sign this Consent Form on behalf of the Proposer.

Executed this_____ day of ___, 2023 at ___________________________, California.

Signature of Officer _____________________
Printed/Typed Name of Officer _____________________
Title of Officer _____________________
Craig Halvorson
Regional Managing Director/Executive Vice President
Anser Advisory Management, LLC
X
28th March Santa Ana
Craig Halvorson
Regional Managing Director/Executive Vice President
860Exhibit 9
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SECTION 8

SCHEDULE CONTROL
861Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
127 |

8. SCHEDULE CONTROL

SCHEDULE MANAGEMENT
Master Project Schedule & Cost Management
Anser’s approach to project scheduling is always forward looking and will be always be proactive. The Anser team includes expert schedulers encompassing all aspects of construction anticipated in your CIP. Our schedulers use the latest tools, including P6 and Phoenix Software to analyze and develop schedules. We have developed master schedules for large multi-project programs and individual projects such as the $1 billion Regional Connector for LA Metro, Middle Harbor Program for the POLB, and California High-Speed Rail, each with over 1,000 activities. We will confirm that all stakeholder and third-party entity requirements are clearly defined with interfaces and milestones to be incorporated in the Master Project Schedule. Master schedules will be cost loaded to show cash flows, monthly estimates, and projections to complete for one or a full program of projects. Our staff of professional scheduling experts have worked on both the contractor’s side and as owner’s representatives providing us a broad perspective on how projects are schedules and the “pit-falls” in not recognizing schedule issues early.

Contractor Construction Schedule Analysis
In order to effectively deliver a project on-schedule, constant review of the contractor’s schedule and progress is mandatory.

We strongly believe that substantial efforts put into the review of the baseline will ensure a feasible baseline wherein all areas of probable risk have been reviewed and options developed for all contingencies identified. It is critical that the baseline truly reflects the complete work and a logical sequence that is based on work availability and resource staffing. The critical items included in this evaluation are schedule revisions, project float review, critical path review, compliance review, as built review, as–planned review, productivity, and scheduled resources. Our team, starting with a good, approved baseline schedule, will be able to use the schedule as a tool in managing the construction to mitigate delays. Time is of the essence as it translates directly to the project costs. Once a baseline has been established, we must ensure that each update accurately reflects the completed work and any changes to the baseline are securitized and documented to reduce the risk of claims by the contractor in a Time Impact Analysis (TIA).

Our staff of construction managers and scheduling engineers identify and mitigate delays to the project before they arise.

However, impacts to construction activities typically occur in any complex construction project. We will evaluate the validity of the contractor’s TIAs and perform detailed critical path analysis. Measures will be identified to mitigate the delay as well as any cost impacts. Alternatives including re-sequencing and possible acceleration will be considered in the evaluation to determine the most cost-effective and time saving method to mitigate the delay.

Anser staff is well-versed in the practical application of time management techniques during construction. While our proposed staff members are experts with critical path method (CPM) scheduling and the use of Primavera P6, Anser’s project controls professionals are dedicated construction practitioners first-and-foremost. Because many of our practitioners bring experience from the general contracting industry, we are familiar with general-contractor-means-and-methods, bid item structuring of contract pricing, bottom-up estimating from quantity take-offs, field quantity measurement techniques, as well as the intricacies of critical-path-method (CPM) calculations using Primavera P6.

From our extensive experience working at the City of Long Beach we are familiar with the City’s procurement policies and procedures, standard General Conditions and Special Conditions which traditionally has referenced the Standard Specification for Public Works Construction (SSPWC) specification for scheduling which is inherently very weak. Anser proposes to replace the 1.5-page SSPWC schedule specification with a very robust 16-page scheduling specification similar to the Port’s scheduling specifications (Section 01 326). Anser will also incorporate other industry-recommended analysis protocols (e.g. Association for Advancement of Cost Engineering International).
862Exhibit 9
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SECTION 9

MANPOWER ALLOCATIONS
Manpower
Allocations
863Exhibit 9
Anser Advisory
City of Bell Gardens
CMI Services for Ford Park Aquatics Center
128 |

9. MANPOWER ALLOCATIONS
TTwwiinniinngg UUllttrraaSSyysstteemmss CCPPOOGG 33QQCC GGuuiiddaa SSuurrvveeyyiinngg
PhaseTask Description Total Hours
Construction Manager, Facilities
Construction Manager, Pools
Assistant Construction Manager
Quality Assurance Manager
Lead Field Inspector (PW)
Senior Estimator
Project Controls
Document control
Scheduler
Labor Compliance/Admin
Specialty Inspections/Materials Testing
Environmental Compliance
Public Outreach/Community Liaison
LEED Commissioning
Mechanical/Electrical/Plumbing QA
QA Surveying
Develop communication org chart 152 40 0 40 20 4 8 40 Weekly Reporting 452 40 0 200 200 4 8
Monitor Project Schedule & Costs 360 40 8 200 20 80 4 8 Contractor Pre-Qualification 426 120 8 200 6 40 4 8 40 Cost & Time Management 430 80 8 200 6 80 4 8 44 Claims Management 446 40 8 200 6 100 40 4 8 40 Constructability Review 422 80 8 220 6 100 8
TToottaall HHoouurrss:: PPrree--CCoonnssttrruuccttiioonn//BBiiddddiinngg 2,688 0 0 40 0 0 Pre-Construction Meeting 328 20 20 40 4 200 4 20 20 Safety 530 80 40 180 10 200 20
Construction Schedule Monitoring 568 80 40 180 200 8 60 Document Control 666 40 40 180 200 6 200
Inspection Services (QA, Reporting, etc.) 1,088 40 40 130 30 200 8 120 300 100 20 100 Submittals / RFI's 806 40 60 120 200 6 300 80 Change Management 752 80 60 120 40 200 60 12 120 60 Monthly Payment / As-built Documents 570 20 50 120 140 120 120 Environmental Compliance 340 80 40 40 60 80 40 TToottaall HHoouurrss:: CCoonnssttrruuccttiioonn 5,648 300 100 140 0 100 Biddability/Construction Review 228 40 4 60 4 88 12 20 Probable Cost & Time 232 40 4 60 60 8 20 40
Reporting & Meetings with design Team/Agencies/City Staff 290 120 4 60 4 28 8 16 10 40 Construction & Specialty Meetings 357 120 4 80 120 8 20 5 Change Orders / Submittals / RFI's 316 40 4 80 4 120 40 8 20 Cost/Time Management 358 100 80 120 8 20 30
Funding Oversight 152 60 60 12 20
TToottaall HHoouurrss:: PPrroojjeecctt MMaannaaggeemmeenntt 1,933 0 10 60 5 0 Submittals / RFI's / Warranty 370 60 40 120 10 120 8 12 Change Orders 458 60 40 180 10 120 8 20 20
Punch List 424 60 40 140 40 120 8 16
Review facilities, startup / Commissioning 714 120 40 120 40 120 8 16 100 10 40 80 20 Final Payment / Release of Retention 550 60 40 140 20 120 8 12 20 100 10 20 -
-
TToottaall HHoouurrss:: CClloossee--OOuutt//PPoosstt--CCoonnssttrruuccttiioonn 2,516 100 20 40 20 20 Total Hours: Pre Construction 440 40 1,260 24 560 120 24 56 44 80 - - 40 - - - Total Hours: Construction 480 390 1,110 84 1,600 60 44 1,040 60 120 300 100 140 - 20 100 Total Hours: Construction 520 20 480 12 536 40 52 128 70 - - 10 60 5 - - Total Hours: Close-Out/Post Construction 360 200 700 120 600 - 40 76 40 100 100 20 40 20 80 20 Total Hours/Role 11,,880000 665500 33,,555500 224400 33,,229966 222200 116600 11,,330000 221144 330000 440000 113300 228800 2255 110000 112200 Total Hour/Company 440000 113300 228800 2255 110000 112200 1111,,773300 PP22SS
Close-Out/Post
Construction
2236
Project Management Construction Pre-Construction /
Bidding
FFiirrmm NNaammee::
2648
AAnnsseerr AAddvviissoorryy
4988
1858
864Exhibit 9
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SECTION 10

LAWSUITS
865Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
129 |

10. LAWSUITS
Anser Advisory Management, LLC does not have any lawsuits filed within the past five (5) years against the firm's Professional Liability Insurance Policy.

Anser Advisory Management, LLC does not have any disputs short of litigation in which the firm has been named. 866Exhibit 9
Anser AdvisoryCity of Bell Gardens
CMI Services for Ford Park Aquatics Center
130 |

11. COST
As requested in the RFP, the Anser team's cost summary has been included in a separate sealed envelope. 867Exhibit 9
Anser Advisory
131 |
March 16, 2023

REQUEST FOR PROPOSAL CONSTRUCTION MANAGEMENT AND

INSPECTION (CMI) SERVICES FOR FORD PARK

AQUATICS CENTER
ADDENDUM 1
The attached listing shows the response to the proposers submitted questions, and shall become a part of the "Contract Documents". All proposers are required to incorporate all necessary changes into their proposals.

All other aspects of the documents pertaining to this project remain in effect and applicable.

Sincerely,
Grissel Chavez
Director of Public Works
The proposer shall individually identify and acknowledge receipt of this addendum by signing and enclosing a copy of this form in his/her proposal submittal. Failure to do so may result in disqualification of his/her proposal.
__________________________________________________________ Signature of Proposer Date
__________________________________________________________ Proposer Firm Name and Address

CITY OF BELL GARDENS

PUBLIC WORKS DEPARTMENT
8327 GARFIELD AVENUE BELL GARDENS, CALIFORNIA 90201-6122 (562) 806-7770 FAX (562) 806-7789 WWW.BELLGARDENS.ORG Anser Advisory Management, LLC, 2677 N. Main Street, Suite 400 Santa Ana, CA 92705
March 16, 2023
868Exhibit 9
Anser Advisory
132 |
Addendum 1
Aquatics Center CMI RFP March 16, 2023

1. Proposers must attend a mandatory Community Development Block Grant pre- proposal meeting scheduled on Thursday, March 23, 2022 at 1 p.m. The link for this mandatory virtual meeting is listed below. Failure to attend this mandatory meeting will result in the proposer s proposal being rejected.

https://us02web.zoom.us/j/84655264426
Webinar ID: 846 5526 4426

2. In the interests of transparency, would it be possible to obtain an RFP holders / interested firms / Plan/Spec holder list, and any applicable updates thereto during the RFP period?

Answer: The City does not have an RFP holders list or list of interested firms.

However, the RFP and/or plans/specifications have been sent to the below listed companies. The Notice inviting proposals was also published in the Los Angeles Daily Journal newspaper. The City will post any issued addendums on the City website as stated in the RFP.

Anser Advisory Ardurra Michael Baker Psomas
CSG KOA Lathrop Construction
Willdan Infrastructure Engineers Transtech
Griffin Structures Pacifica Services Ledesma & Meyer
MTGL, Inc.

3. Do you have a list of interested firms? If not, will you publish the answers to questions to all the firms that have contacted you?

Answer: The City does not have a list of interested firms. See answer above. The City will post answers to submitted questions on the City website as stated in the RFP.

4. Would the City consider a pre-proposal meeting to allow the teaming required for the project?

Answer: No, not at this time. The City would prefer teams be assembled that have a prior and proven working relationship together and not newly assembled based on recent introductions.

869Exhibit 9
Anser Advisory
133 |
Addendum 1
Aquatics Center CMI RFP March 16, 2023

5. Would the City please clarify which exhibits need to be submitted with the proposal from both the prime consultant and subconsultants?

Answer: The below listed Appendix K forms are required to be submitted with the proposal. Failure to include these forms will result in rejection of the proposal. Additional information will be provided during the mandatory pre-proposal meeting on Thursday, March 23, 2023.

Appendix K, Exhibit 1
Exhibit 2 (no signature required but forms MUST accompany proposal) Exhibit 3
Exhibit 4
Exhibit 5
Exhibit 6 (applies only if subconsultants are used)
Exhibit 11
Exhibit 12
Exhibit 13
Exhibit 14
Exhibit 19 (Worker s Compensation Certificate)

6. Is there a DBE goal for this project?

Answer: The Aquatics Center construction project does not have any separate DBE goal since the Project is subject to Section 3 requirements relating to Federal Equal Employment Opportunity / Affirmative Action Requirement.

Appendix K of the RFP includes Exhibit 18 titled Section 3 Clause and Program Forms which identifies disadvantaged business as part of the qualifying criteria of a Section 3 Business. The Section 3 Business Goals are set at 10% of construction dollars to be committed to Section 3 Businesses, and 3% of non-construction dollars to be committed to non-construction Section 3 qualified businesses.

Appendix K of the RFP also includes Exhibit 3 titled Federal Equal Employment Opportunity/Affirmative Action Provisions which states the Minority and Female Worker goals for the labor hours. Each contractor is to commit 28.3% of the labor hours to be worked by minorities and 6.9% to be worked by females.

7. Would the City allow an electronic submission in lieu of hard copies?

Answer: No.

870Exhibit 9
Anser Advisory
134 |
Addendum 1
Aquatics Center CMI RFP March 16, 2023

8. Under the Proposal Information section on page 4 of the RFP pdf, the following is stated:

e demolition and removal
of the existing building(s), pools and site improvements, including an underground fuel tank. See appendix for hazardous materials assessment and

There appears to be no appendix in the RFP that includes the hazardous materials assessment and fuel tank information. A copy is requested.

Answer: The appendix is included in the Project Specifications and includes the hazardous materials assessment and fuel tank information.

9. The RFP Proposal Information section (page 3 of the pdf) states that the construction period and the project closeout will take 21 months. The Specifications, however, state that the construction duration shall be 365 working days, or approximately 17 months.

(Specifications page 30/Genera TIME FOR COMPLETION: The Contractor shall complete all work in every detail within three hundred sixty-five (365) working days comprised of five (5) working days for mobilization and three hundred sixty (360) days for construction, after the effective date in the Notice to Proceed with the Work to be issued by the Agency.

Answer: Construction duration is 21 months total from Notice to Proceed. That includes18 months for Construction and 3 months for Close out.

10. Has there been a Mitigated Negative Declaration adopted for this project? If so, can a copy be provided?

Answer: No, a Mitigated Negative Declaration was not adopted for this project. The City filed a CEQA Notice of Exemption for a Categorical Exemption under Section 15302, Class 2 Replacement or Reconstruction.

871Exhibit 9
Anser Advisory
135 |
Addendum 1
Aquatics Center CMI RFP March 16, 2023

11. There is
responsibility to provide his own and one for the CM/Inspection team. Is it the ld offices a requirement of the contractor for the duration of the project?

Answer: Yes. The specifications outlining the construction trailer requirements will be included in the construction bid package.

12. Have the swimming pool plans been submitted for review with the County of Los Angeles Department of Occupational Safety and Health (CA-DOSH)?

Answer: No, the plans have not been submitted to DOSH. Contractor shall schedule, pay for, and provide documentation to DOSH as outlined in Specifications section 13 11 16, 1.7 C Waterslide Start-up.

13. Please confirm that the forms referenced in Appendix K of the RFP are for reference only and do not need to be submitted as part of the proposal. Besides Attachment 5
there any other forms required at this time? If so, are any forms required from subconsultants as well?

Answer: Yes, the below listed Appendix K forms are required to be submitted with the proposal. Failure to include these forms will result in rejection of the proposal. Additional information will be provided during the mandatory pre-proposal meeting on Thursday, March 23, 2023.

Appendix K, Exhibit 1
Exhibit 2 (no signature required but forms MUST accompany proposal) Exhibit 3
Exhibit 4
Exhibit 5
Exhibit 6 (applies only if subconsultants are used)
Exhibit 11
Exhibit 12
Exhibit 13
Exhibit 14
Exhibit 19 (Worker s Compensation Certificate)

END OF ADDENDUM 01

872Exhibit 9
Anser Advisory
136 |
March 20, 2023

REQUEST FOR PROPOSAL CONSTRUCTION MANAGEMENT AND

INSPECTION (CMI) SERVICES FOR FORD PARK

AQUATICS CENTER
ADDENDUM 2
The attached shows a corrected mandatory meeting date and links to the RFP addendums, and shall become a part of the "Contract Documents". All proposers are required to incorporate all necessary changes into their proposals.

All other aspects of the documents pertaining to this project remain in effect and applicable.

Sincerely,
Grissel Chavez
Director of Public Works
The proposer shall individually identify and acknowledge receipt of this addendum by signing and enclosing a copy of this form in his/her proposal submittal. Failure to do so may result in disqualification of his/her proposal.
__________________________________________________________ Signature of Proposer Date
__________________________________________________________ Proposer Firm Name and Address

CITY OF BELL GARDENS

PUBLIC WORKS DEPARTMENT
8327 GARFIELD AVENUE BELL GARDENS, CALIFORNIA 90201-6122 (562) 806-7770 FAX (562) 806-7789 WWW.BELLGARDENS.ORG Anser Advisory Management, LLC, 2677 N. Main Street, Suite 400 Santa Ana, CA 92705
March 20, 2023
873Exhibit 9
Anser Advisory
137 |
Addendum 2
Aquatics Center CMI RFP March 20, 2023

1. Proposers must attend a mandatory Community Development Block Grant pre- proposal meeting scheduled on Thursday, March 23, 2023 at 1 p.m. The link for this mandatory virtual meeting is listed below. Failure to attend this mandatory meeting will result in the proposer s proposal being rejected.

https://us02web.zoom.us/j/84655264426
Webinar ID: 846 5526 4426

2. The links to the RFP s Addendums 1 and 2 can be found in the website listed below.

https://www.bellgardens.org/Home/Components/RFP/RFP/120/304

END OF ADDENDUM 02

874Exhibit 9
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March 28, 2023

REQUEST FOR PROPOSAL CONSTRUCTION MANAGEMENT AND

INSPECTION (CMI) SERVICES FOR FORD PARK

AQUATICS CENTER
ADDENDUM 3
The attached includes a link to the recording of the Mandatory Community Development Block Grant Pre-Proposal Meeting held on Thursday, March 23, 2023, and the presentation given by Michael Baker International with the presenter’s comments written in red.

All other aspects of the documents pertaining to this project remain in effect and applicable. Proposals are due on Thursday, March 30, 2023 by 4pm to the City Clerk’s Office located at 7100 Garfield Ave. Bell Gardens, CA 90201.

Sincerely,
Elizabeth Nava
Director of Recreation and Community Services
The proposer shall individually identify and acknowledge receipt of this addendum by signing and enclosing a copy of this form in his/her proposal submittal. Failure to do so may result in disqualification of his/her proposal.
__________________________________________________________ Signature of Proposer Date
__________________________________________________________ Proposer Firm Name and Address

CITY OF BELL GARDENS
7100 GARFIELD AVE BELL GARDENS, CALIFORNIA 90201-6122
(562) 806-7700 FAX (562) 806-7789 WWW.BELLGARDENS.ORG March 30, 2023
Anser Advisory Management, LLC, 2677 N. Main Street, Suite 400 Santa Ana, CA 92705
875Exhibit 9
Anser Advisory
139 |
Addendum 3
Aquatics Center CMI RFP March 28, 2023

1. Below is the link to access the recording of the mandatory Community Development Block Grant pre-proposal meeting held on Thursday, March 23, 2023, at 1 p.m. The passcode is listed below and required to access the recording.
https://us02web.zoom.us/rec/share/7-0J3-
sNy8i4l8Sg2DXfRlO4B0AMuNqO0aVYoJU1BeXqBy0yA53gU4ruJSEvi_1Q.MM3AZ2tI wJgK9aFj
Passcode: 4jehv*1=

2. Attached is a copy of the presentation given by Michael Baker International with the presenter’s comments written in red from the mandatory Community Development Block Grant pre-proposal meeting.
876Exhibit 9
Anser Advisory
1 40 |
116
877Exhibit 9
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FEDERALLY ASSISTED PROJECT
U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT
Exhibit 1 - Summary of Contract Provisions for Inclusion in the Notice Inviting Bids........... 2 for a Federally Funded Project
Exhibit 2 - Federal Labor Standards Provisions - HUD-4010............................................. 3 Exhibit 3 - Federal Equal Employment Opportunity/Affirmative Action Provisions............. 8 Exhibit 4 - Contracting w
Enterprise, and Labor Surplus Area Firms...................................................... 18 Exhibit 5 - Compliance with Clean Air and Water Acts ...................................................... 19 Exhibit 6 - ....................................... 20
Exhibit 7 - Prime Contractor File Checklist ........................................................................ 21 Exhibit 8 - Certification of Understanding and Payroll Authorization .................................. 22 Exhibit 9 - Report of Additional Classification and Rate.................................................... 23 Exhibit 10 - Non-Segregated Facilities Certification.......................................................... 24 Exhibit 11 - Past Performance Certification ....................................................................................................25 Exhibit 12 - Notice of Equal Employment Opportunity........................................................ 25 Exhibit 13 - Federal Lobbyist Certification ......................................................................... 27 Exhibit 14 - County Lobbyist Certification .......................................................................... 28 Exhibit 15 - Fringe Benefit Payment Certification .............................................................. 29 Exhibit 16 - Statement of Compliance ............................................................................... 30 Exhibit 17 - Agency Report of Contract Award .................................................................. 31 Exhibit 18 - Section 3 Clause and Program Forms ............................................................ 32 Exhibit - Federal Wage Decision .................................................................................. 878Exhibit 9
Anser Advisory
1 42 |
EXHIBIT 1

SUMMARY OF CONTRACT PROVISIONS FOR INCLUSION IN

THE NOTICE INVITING BIDS FOR A FEDERALLY FUNDED PROJECT Prevailing Wage Statement:This contract will be funded in whole or in part with federal housing and community development funds. The Federal Labor Standards Provisions, including prevailing wage requirements of the Davis-Bacon and Related Acts will be enforced, A copy of the Federal Wage Decision applicable to this project is included in the Bid Document.

This is project is a public work in the State of California, funded in whole or in part with public funds. Therefore, the higher of the two applicable prevailing wage rates, federal or state, will be enforced. The Contractor's duty to pay State prevailing wages can be found under Labor Code Section 1770 et seq. Labor Code Sections 1775 and 1777.7 outline the penalties for failure to pay prevailing wages and to employ apprentices, including forfeitures and debarment. The State Wage Decision is on file at the City Clerk's office, and is also available Online at http://www.dir.ca.gov/dlsr/.

Apprenticeship Program: Attention is directed to Sections 1777,5, 1777.6, and 1777.7 of the California Labor Code and Title 8, California Administrative code, Section 200 et seq. to ensure compliance and complete understanding of the law regarding apprentices.

Section 3 Statement:

Conflict of Interest: In the procurement of supplies, equipment, construction, and services by sub-recipient$, the conflict of interest provisions in (State LCA - 24 CFR 85,36 and Non-Profit Organizations - 24 CFR 84.4), 0MB Circular A -110, and 24 CFR 570.611, respectively, shall apply. No employee, officer or agent of the sub-recipient shall participate in selection, or in the award or administration of a contract supported by Federal funds if a conflict of interest, real or apparent, would be involved.
879Exhibit 9
Anser Advisory
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HUD-4010 (06/2022)
Previous editions are obsolete. Page 1 of 5 ref. Handbook 1344.1 HUD-4010 U.S. Department of Housing and Urban Development Federal Labor Standards Provisions Office of Davis-Bacon and Labor Standards A. APPLICABILITY
The Project or Program to which the construction work covered by this Contract pertains is being assisted by the United States of America, and the following Federal Labor Standards Provisions are included in this Contract pursuant to the provisions applicable to such Federal assistance.
(1) MINIMUM WAGES
(i) All laborers and mechanics employed or working upon the site of the work will be paid unconditionally and not less often than once a week, and without subsequent deduction or rebate on any account (except such payroll deductions as are permitted by regulations issued by the Secretary of Labor under the Copeland Act (29 CFR Part 3)), the full amount of wages and bona fide fringe benefits (or cash equivalents thereof) due at time of payment, computed at rates not less than those contained in the wage determination of the Secretary of Labor (which is attached hereto and made a part hereof), regardless of any contractual relationship which may be alleged to exist between the contractor and such laborers and mechanics. Contributions made or costs reasonably anticipated for bona fide fringe benefits under Section 1(b)(2) of the Davis-Bacon Act on behalf of laborers or mechanics are considered wages paid to such laborers or mechanics, subject to the provisions of 29 CFR 5.5(a)(1)(iv); also, regular contributions made or costs incurred for more than a weekly period (but not less often than quarterly) under plans, funds, or programs, which cover the particular weekly period, are deemed to be constructively made or incurred during such weekly period.

Such laborers and mechanics shall be paid the appropriate wage rate and fringe benefits on the wage determination for the classification of work actually performed, without regard to skill, except as provided in 29 CFR 5.5(a)(4).

Laborers or mechanics performing work in more than one classification may be compensated at the rate specified for each classification for the time actually worked therein: Provided, that the employer’s payroll records accurately set forth the time spent in each classification in which work is performed. The wage determination (including any additional classification and wage rates conformed under 29 CFR 5.5(a)(1)(ii) and the Davis-Bacon poster (WH1321)) shall be posted at all times by the contractor and its subcontractors at the site of the work in a prominent and accessible place, where it can be easily seen by the workers. (ii) Additional Classifications.
(A) Any class of laborers or mechanics which is not listed in the wage determination and which is to be employed under the contract shall be classified in conformance with the wage determination. HUD shall approve an additional classification and wage rate and fringe benefits therefor only when the following criteria have been met:
(1) The work to be performed by the classification requested is not performed by a classification in the wage determination;
(2) The classification is utilized in the area by the construction industry; and (3) The proposed wage rate, including any bona fide fringe benefits, bears a reasonable relationship to the wage rates contained in the wage determination.
(B) If the contractor, the laborers and mechanics to be employed in the classification (if known), or their representatives, and HUD or its designee agree on the proposed classification and wage rate (including the amount designated for fringe benefits, where appropriate), a report of the action taken shall be sent by HUD or its designee to the Administrator of the Wage and Hour Division (“Administrator”), Employment Standards Administration, U.S. Department of Labor, Washington, D.C. 20210. The Administrator, or an authorized representative, will approve, modify, or disapprove every additional classification action within 30 days of receipt and so advise HUD or its designee or will notify HUD or its designee within the 30-day period that additional time is necessary. (Approved by the Office of Management and Budget (“OMB”) under OMB control number 1235-0023.) (C) In the event the contractor, the laborers or mechanics to be employed in the classification or their representatives, or HUD or its designee do not agree on the proposed classification and wage rate (including the amount designated for fringe benefits, where appropriate), HUD or its designee shall refer the questions, including the views of all interested parties and the recommendation of HUD or its designee, to the Administrator for determination. The Administrator, or an authorized representative, will issue a determination within 30 days of receipt and so advise HUD or its designee or will notify HUD or its designee within the 30-day period that additional time is necessary. (Approved by the Office of Management and Budget under OMB Control Number 1235-0023.)
880Exhibit 9
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HUD-4010 (06/2022)
Previous editions are obsolete. Page 2 of 5 ref. Handbook 1344.1 (D) The wage rate (including fringe benefits, where appropriate) determined pursuant to subparagraphs (1)(ii)(B) or (C) of this paragraph, shall be paid to all workers performing work in the classification under this Contract from the first day on which work is performed in the classification. (iii) Whenever the minimum wage rate prescribed in the contract for a class of laborers or mechanics includes a fringe benefit which is not expressed as an hourly rate, the contractor shall either pay the benefit as stated in the wage determination or shall pay another bona fide fringe benefit or an hourly cash equivalent thereof. (iv) If the contractor does not make payments to a trustee or other third person, the contractor may consider as part of the wages of any laborer or mechanic the amount of any costs reasonably anticipated in providing bona fide fringe benefits under a plan or program, Provided, that the Secretary of Labor has found, upon the written request of the contractor, that the applicable standards of the Davis-Bacon Act have been met. The Secretary of Labor may require the contractor to set aside in a separate account assets for the meeting of obligations under the plan or program. (Approved by the Office of Management and Budget under OMB Control Number 1235-0023.) (2) Withholding. HUD or its designee shall, upon its own action or upon written request of an authorized representative of the U.S. Department of Labor, withhold or cause to be withheld from the contractor under this contract or any other Federal contract with the same prime contractor, or any other Federally-assisted contract subject to Davis-Bacon prevailing wage requirements which is held by the same prime contractor, so much of the accrued payments or advances as may be considered necessary to pay laborers and mechanics, including apprentices, trainees and helpers, employed by the contractor or any subcontractor the full amount of wages required by the contract. In the event of failure to pay any laborer or mechanic, including any apprentice, trainee or helper, employed or working on the site of the work, all or part of the wages required by the contract, HUD or its designee may, after written notice to the contractor, sponsor, applicant, or owner, take such action as may be necessary to cause the suspension of any further payment, advance, or guarantee of funds until such violations have ceased. HUD or its designee may, after written notice to the contractor, disburse such amounts withheld for and on account of the contractor or subcontractor to the respective employees to whom they are due. The U.S. Department of Labor shall make such disbursements in the case of direct Davis-Bacon Act contracts. (3) Payrolls and basic records.
(i) Maintaining Payroll Records. Payrolls and basic records relating thereto shall be maintained by the contractor during the course of the work and preserved for a period of three years thereafter for all laborers and mechanics working at the site of the work. Such records shall contain the name, address, and social security number of each such worker, his or her correct classification(s), hourly rates of wages paid (including rates of contributions or costs anticipated for bona fide fringe benefits or cash equivalents thereof of the types described in Section 1(b)(2)(B) of the Davis-Bacon Act), daily and weekly number of hours worked, deductions made, and actual wages paid.

Whenever the Secretary of Labor has found, under 29 CFR 5.5(a)(1)(iv), that the wages of any laborer or mechanic include the amount of any costs reasonably anticipated in providing benefits under a plan or program described in Section 1(b)(2)(B) of the Davis-Bacon Act, the contractor shall maintain records which show that the commitment to provide such benefits is enforceable, that the plan or program is financially responsible, and that the plan or program has been communicated in writing to the laborers or mechanics affected, and records which show the costs anticipated or the actual cost incurred in providing such benefits.

Contractors employing apprentices or trainees under approved programs shall maintain written evidence of the registration of apprenticeship programs and certification of trainee programs, the registration of the apprentices and trainees, and the ratios and wage rates prescribed in the applicable programs. (Approved by the Office of Management and Budget under OMB Control Numbers 1235-0023 and 1215-0018) (ii) Certified Payroll Reports.
(A) The contractor shall submit weekly, for each week in which any contract work is performed, a copy of all payrolls to HUD or its designee if the agency is a party to the contract, but if the agency is not such a party, the contractor will submit the payrolls to the applicant sponsor, or owner, as the case may be, for transmission to HUD or its designee. The payrolls submitted shall set out accurately and completely all of the information required to be maintained under 29 CFR 5.5(a)(3)(i), except that full social security numbers and home addresses shall not be included on weekly transmittals. Instead, the payrolls only need to include an individually identifying number for each employee (e.g., the last four digits of the employee’s social security number). The required weekly payroll information may be submitted in any form desired. Optional Form WH-347 is available for this purpose from the Wage and Hour Division Web site at https://www.dol.gov/agencies/whd/forms or its successor site. The prime contractor is responsible for the submission of copies of payrolls by all subcontractors. 881Exhibit 9
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HUD-4010 (06/2022)
Previous editions are obsolete. Page 3 of 5 ref. Handbook 1344.1 Contractors and subcontractors shall maintain the full social security number and current address of each covered worker, and shall provide them upon request to HUD or its designee if the agency is a party to the contract, but if the agency is not such a party, the contractor will submit the payrolls to the applicant sponsor, or owner, as the case may be, for transmission to HUD or its designee, the contractor, or the Wage and Hour Division of the U.S.

Department of Labor for purposes of an investigation or audit of compliance with prevailing wage requirements. It is not a violation of this subparagraph for a prime contractor to require a subcontractor to provide addresses and social security numbers to the prime contractor for its own records, without weekly submission to HUD or its designee. (Approved by the Office of Management and Budget under OMB Control Number 1235-0008.) (B) Each payroll submitted shall be accompanied by a “Statement of Compliance,” signed by the contractor or subcontractor or his or her agent who pays or supervises the payment of the persons employed under the contract and shall certify the following:
(1) That the payroll for the payroll period contains the information required to be provided under 29 CFR

5.5(a)(3)(ii), the appropriate information is being maintained under 29 CFR 5.5(a)(3)(i), and that such information is correct and complete;
(2) That each laborer or mechanic (including each helper, apprentice, and trainee) employed on the contract during the payroll period has been paid the full weekly wages earned, without rebate, either directly or indirectly, and that no deductions have been made either directly or indirectly from the full wages earned, other than permissible deductions as set forth in 29 CFR Part 3; (3) That each laborer or mechanic has been paid not less than the applicable wage rates and fringe benefits or cash equivalents for the classification of work performed, as specified in the applicable wage determination incorporated into the contract; and
(C) The weekly submission of a properly executed certification set forth on the reverse side of Optional Form WH-347 shall satisfy the requirement for submission of the “Statement of Compliance” required by subparagraph (a)(3)(ii)(b).
(D) The falsification of any of the above certifications may subject the contractor or subcontractor to civil or criminal prosecution under Section 1001 of Title 18 and Section 3729 of Title 31 of the United States Code. (iii) The contractor or subcontractor shall make the records required under subparagraph (a)(3)(i) available for inspection, copying, or transcription by authorized representatives of HUD or its designee or the U.S. Department of Labor, and shall permit such representatives to interview employees during working hours on the job. If the contractor or subcontractor fails to submit the required records or to make them available, HUD or its designee may, after written notice to the contractor, sponsor, applicant, or owner, take such action as may be necessary to cause the suspension of any further payment, advance, or guarantee of funds. Furthermore, failure to submit the required records upon request or to make such records available may be grounds for debarment action pursuant to 29 CFR 5.12. (4) Apprentices and Trainees.
(i) Apprentices. Apprentices will be permitted to work at less than the predetermined rate for the work they performed when they are employed pursuant to and individually registered in a bona fide apprenticeship program registered with the U.S. Department of Labor, Employment and Training Administration, Office of Apprenticeship Training, Employer and Labor Services, or with a State Apprenticeship Agency recognized by the Office, or if a person is employed in his or her first 90 days of probationary employment as an apprentice in such an apprenticeship program, who is not individually registered in the program, but who has been certified by the Office of Apprenticeship Training, Employer and Labor Services, or a State Apprenticeship Agency (where appropriate), to be eligible for probationary employment as an apprentice.

The allowable ratio of apprentices to journeymen on the job site in any craft classification shall not be greater than the ratio permitted to the contractor as to the entire work force under the registered program. Any worker listed on a payroll at an apprentice wage rate, who is not registered or otherwise employed as stated above, shall be paid not less than the applicable wage rate on the wage determination for the classification of work actually performed. In addition, any apprentice performing work on the job site in excess of the ratio permitted under the registered program shall be paid not less than the applicable wage rate on the wage determination for the work actually performed. Where a contractor is performing construction on a project in a locality other than that in which its program is registered, the ratios and wage rates (expressed in percentages of the journeyman’s hourly rate) specified in the contractor’s or subcontractor’s registered program shall be observed.

Every apprentice must be paid at not less than the rate specified in the registered program for the apprentice’s level of progress, expressed as a percentage of the journeymen hourly rate specified in the applicable wage determination.

Apprentices shall be paid fringe benefits in accordance with the provisions of the apprenticeship program. 882Exhibit 9
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HUD-4010 (06/2022)
Previous editions are obsolete. Page 4 of 5 ref. Handbook 1344.1 If the apprenticeship program does not specify fringe benefits, apprentices must be paid the full amount of fringe benefits listed on the wage determination for the applicable classification. If the Administrator determines that a different practice prevails for the applicable apprentice classification, fringe benefits shall be paid in accordance with that determination. In the event the Office of Apprenticeship Training, Employer and Labor Services, or a State Apprenticeship Agency recognized by the Office, withdraws approval of an apprenticeship program, the contractor will no longer be permitted to utilize apprentices at less than the applicable predetermined rate for the work performed until an acceptable program is approved.
(ii) Trainees. Except as provided in 29 CFR 5.16, trainees will not be permitted to work at less than the predetermined rate for the work performed, unless they are employed pursuant to and individually registered in a program which has received prior approval, evidenced by formal certification by the U.S. Department of Labor, Employment and Training Administration. The ratio of trainees to journeymen on the job site shall not be greater than permitted under the plan approved by the Employment and Training Administration. Every trainee must be paid at not less than the rate specified in the approved program for the trainee’s level of progress, expressed as a percentage of the journeyman hourly rate specified in the applicable wage determination. Trainees shall be paid fringe benefits in accordance with the provisions of the trainee program. If the trainee program does not mention fringe benefits, trainees shall be paid the full amount of fringe benefits listed on the wage determination unless the Administrator of the Wage and Hour Division determines that there is an apprenticeship program associated with the corresponding journeyman wage rate on the wage determination which provides for less than full fringe benefits for apprentices. Any employee listed on the payroll at a trainee rate who is not registered and participating in a training plan approved by the Employment and Training Administration shall be paid not less than the applicable wage rate on the wage determination for the work actually performed.

In addition, any trainee performing work on the job site in excess of the ratio permitted under the registered program shall be paid not less than the applicable wage rate on the wage determination for the work actually performed. In the event the Employment and Training Administration withdraws approval of a training program, the contractor will no longer be permitted to utilize trainees at less than the applicable predetermined rate for the work performed until an acceptable program is approved.
(iii) Equal employment opportunity. The utilization of apprentices, trainees, and journeymen under 29 CFR Part 5 shall be in conformity with the equal employment opportunity requirements of Executive Order 11246, as amended, and 29 CFR Part 30.
(5) Compliance with Copeland Act requirements. The contractor shall comply with the requirements of 29 CFR Part 3, which are incorporated by reference in this Contract.
(6) Subcontracts. The contractor or subcontractor will insert in any subcontracts the clauses contained in subparagraphs (1) through (11) in this paragraph (a) and such other clauses as HUD or its designee may, by appropriate instructions, require, and a copy of the applicable prevailing wage decision, and also a clause requiring the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor shall be responsible for the compliance by any subcontractor or lower tier subcontractor with all the contract clauses in this paragraph. (7) Contract termination; debarment. A breach of the contract clauses in 29 CFR 5.5 may be grounds for termination of the contract and for debarment as a contractor and a subcontractor as provided in 29 CFR 5.12. (8) Compliance with Davis-Bacon and Related Act Requirements. All rulings and interpretations of the Davis-Bacon and Related Acts contained in 29 CFR Parts 1, 3, and 5 are herein incorporated by reference in this Contract. (9) Disputes concerning labor standards. Disputes arising out of the labor standards provisions of this Contract shall not be subject to the general disputes clause of this Contract. Such disputes shall be resolved in accordance with the procedures of the U.S. Department of Labor set forth in 29 CFR Parts 5, 6, and 7. Disputes within the meaning of this clause include disputes between the contractor (or any of its subcontractors) and HUD or its designee, the U.S. Department of Labor, or the employees or their representatives.
(10) Certification of Eligibility.
(i) By entering into this Contract, the contractor certifies that neither it (nor he or she) nor any person or firm who has an interest in the contractor’s firm is a person or firm ineligible to be awarded Government contracts by virtue of Section 3(a) of the Davis-Bacon Act or 29 CFR 5.12(a)(1) or to be awarded HUD contracts or participate in HUD programs pursuant to 24 CFR Part 24.
883Exhibit 9
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HUD-4010 (06/2022)
Previous editions are obsolete. Page 5 of 5 ref. Handbook 1344.1 (ii) No part of this Contract shall be subcontracted to any person or firm ineligible for award of a Government contract by virtue of Section 3(a) of the Davis-Bacon Act or 29 CFR 5.12(a)(1) or to be awarded HUD contracts or participate in HUD programs pursuant to 24 CFR Part 24.
(iii) Anyone who knowingly makes, presents, or submits a false, fictitious, or fraudulent statement, representation or certification is subject to criminal, civil and/or administrative sanctions, including fines, penalties, and imprisonment (11) Complaints, Proceedings, or Testimony by Employees. No laborer or mechanic, to whom the wage, salary, or other labor standards provisions of this Contract are applicable, shall be discharged or in any other manner discriminated against by the contractor or any subcontractor because such employee has filed any complaint or instituted or caused to be instituted any proceeding or has testified or is about to testify in any proceeding under or relating to the labor standards applicable under this Contract to his employer.

B. CONTRACT WORK HOURS AND SAFETY STANDARDS ACT
The provisions of this paragraph (b) are applicable where the amount of the prime contract exceeds $100,000. As used in this paragraph, the terms “laborers” and “mechanics” include watchmen and guards. (1) Overtime requirements. No contractor or subcontractor contracting for any part of the contract work, which may require or involve the employment of laborers or mechanics, shall require or permit any such laborer or mechanic in any workweek in which the individual is employed on such work to work in excess of 40 hours in such workweek, unless such laborer or mechanic receives compensation at a rate not less than one and one-half times the basic rate of pay for all hours worked in excess of 40 hours in such workweek.
(2) Violation; liability for unpaid wages; liquidated damages. In the event of any violation of the clause set forth in subparagraph B(1) of this paragraph, the contractor, and any subcontractor responsible therefor, shall be liable for the unpaid wages. In addition, such contractor and subcontractor shall be liable to the United States (in the case of work done under contract for the District of Columbia or a territory, to such District or to such territory) for liquidated damages. Such liquidated damages shall be computed with respect to each individual laborer or mechanic, including watchmen and guards, employed in violation of the clause set forth in subparagraph B(1) of this paragraph, in the sum set by the U.S.

Department of Labor at 29 CFR 5.5(b)(2) for each calendar day on which such individual was required or permitted to work in excess of the standard workweek of 40 hours without payment of the overtime wages required by the clause set forth in subparagraph B(1) of this paragraph. In accordance with the Federal Civil Penalties Inflation Adjustment Act of 1990 (28 U.S.C. § 2461 Note), the DOL adjusts this civil monetary penalty for inflation no later than January 15 each year. (3) Withholding for unpaid wages and liquidated damages. HUD or its designee shall, upon its own action or upon written request of an authorized representative of the U.S. Department of Labor, withhold or cause to be withheld from any moneys payable on account of work performed by the contractor or subcontractor under any such contract, or any other Federal contract with the same prime contract, or any other Federally-assisted contract subject to the Contract Work Hours and Safety Standards Act which is held by the same prime contractor, such sums as may be determined to be necessary to satisfy any liabilities of such contractor or subcontractor for unpaid wages and liquidated damages, as provided in the clause set forth in subparagraph B(2) of this paragraph. (4) Subcontracts. The contractor or subcontractor shall insert in any subcontracts the clauses set forth in subparagraph B(1) through (4) of this paragraph and also a clause requiring the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor shall be responsible for compliance by any subcontractor or lower tier subcontractor with the clauses set forth in subparagraphs B(1) through (4) of this paragraph.

C. HEALTH AND SAFETY
The provisions of this paragraph (c) are applicable where the amount of the prime contract exceeds $100,000. (1) No laborer or mechanic shall be required to work in surroundings or under working conditions which are unsanitary, hazardous, or dangerous to his or her health and safety, as determined under construction safety and health standards promulgated by the Secretary of Labor by regulation.
(2) The contractor shall comply with all regulations issued by the Secretary of Labor pursuant to 29 CFR Part 1926 and failure to comply may result in imposition of sanctions pursuant to the Contract Work Hours and Safety Standards Act, (Public Law 91-54, 83 Stat 96), 40 U.S.C. § 3701 et seq.
(3) The contractor shall include the provisions of this paragraph in every subcontract, so that such provisions will be binding on each subcontractor. The contractor shall take such action with respect to any subcontractor as the Secretary of Housing and Urban Development or the Secretary of Labor shall direct as a means of enforcing such provisions. 884Exhibit 9
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PAST PERFORMANCE CERTIFICATION
With regard to performance of previous contracts or subcontracts subject to the Equal Opportunity Clause and filing of required reports The bidder, proposed sub-contractor, hereby certifies that he/she has, has not, participated in a previous contract or subcontract subject to the Equal Opportunity Clause, as required by Executive Orders 10925, 11114, or 11246, and that he/she has, has not, filed with the Joint Reporting Committee, the Director of the Office of Federal Contract Compliance (OFCCP), a Equal Employment Opportunity, all reports due under the applicable filing requirements.

Date: __________ Project Number: _____________ Contract Award: $_______________ Awarding Agency: ________________________________________________________________ Contractor Name: ___________________________________ Total Number of Employees______ Affiliate Company: _______________________________________________________________ By: ___________________________________________________________________________ Title: __________________________________________________________________________ NOTE: The above certification is required by the Equal Employment Opportunity Regulations of the Secretary of Labor (41 CFR 60-1.7(b)(1), and must be submitted by bidders and proposed subcontractors only in connection with contracts and subcontracts which are subject to the equal opportunity clause. Contracts and subcontracts which are exempt from the equal opportunity clause are set forth in 41 CFR 60-1.5 (Generally only contracts or subcontracts of $10,000 or under are exempt).

Proposed prime contractors and subcontractors who have participated in a previous contract or subcontract subject to the Executive Orders and have not filed the required reports should note that 41 CFR 60-1.7(b)(1) prevents the award of contracts and subcontracts unless such contractor submits a report covering the delinquent period or such other period specified by the U.S. Department of the Interior or by the Director, Office of Federal Contract Compliance, U.S.

Department of Labor.

SF-100 (EEO-1) must be filed by;
(A) All private employers who are:
(1) Subject to Title VII of the Civil Rights Act of 1964 (as amended) with 100 or more employees. (2) Subject to Title VII who has fewer than 100 employees, if the company is owned or affiliated with another company, or there is centralized ownership, control or management so that the group legally constitutes a single enterprise, and the entire enterprise employs a total of 100 or more employees. (B) All federal contractors (private employers), who:
(1) Are not exempt as provided for by 41 CFR 60-1.5
(2) Have 50 or more employees, and
a. Are prime contractors or first-tier subcontractors, and have a contract, subcontract, or purchase order amounting to $50,000 or more; or
b. Serve as a depository of Government funds in any amount, or c. Is a financial institution, which is an issuing, and paying agent for U.S. Savings Bonds and Notes. 885Exhibit 9
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EXHIBIT 3

FEDERAL EQUAL EMPLOYMENT OPPORTUNITY/

AFFIRMATIVE ACTION REQUIREMENTS
Federal Contract Provision

1. EQUAL EMPLOYMENT OPPORTUNITY CLAUSE . During the performance of this contract, the contractor agrees as follows:
a. The contractor will not discriminate against any employee or applicant for employment because of race, color, religion, sex, or national origin. The contractor will take affirmative action to ensure that applicants are employed, and that employees are treated during employment without regard to their race, color, religion, sex, or national origin. Such action shall include, but not be limited to the following: employment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, including apprenticeship. The contractor agrees to post in conspicuous places, available to employees and applicants for employment, notices to be provided setting forth the provisions of this nondiscrimination clause.
b. The contractor will, in all solicitations or advertisements for employees placed by or on behalf of the contractor, state that all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, or national origin.
c. The contractor will send to each labor union or representative of workers with which he/she has a collective bargaining agreement or other contract or understanding, a notice to be provided, advising the said labor union or representative of the commitments under this section,
and shall post copies of the notice in conspicuous places available to employees and applicants for employment.
d. The contractor will comply with all provisions of Executive Order 11246 of September 24, 1965, and of the rules, regulations, and relevant orders of the Secretary of Labor.
e. The contractor will furnish all information and reports required by Executive Order 11246 of September 24, 1965, and by the rules, regulations, and orders of the Secretary of Labor, or pursuant thereto, and will permit access to his/her books, records, and accounts by the administering agency and the Secretary of Labor for purposes of investigation to ascertain compliance with such rules, regulations, and orders.
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f. he nondiscrimination
clause of this contract or with any of the said rules, regulations, or orders, this contract may be canceled, terminated, or suspended in whole, or in part, and the contractor may be declared ineligible for further government contracts or federally assisted construction contracts in accordance with procedures authorized in Executive Order 11246 of September 24, 1965, or by rule, regulation, or order of the Secretary of Labor, or as otherwise provided by law.
g. The contractor will include the provisions of Paragraph 1a through 1g in every subcontract or purchase order unless exempted by rule, regulations, or orders of the Secretary of Labor issued pursuant to Section 204 of Executive Order 11246 of September 24, 1965, so that such provisionswill be binding upon each subcontractor or vendor. The contractor will take such action with respect to any subcontract or purchase order as the administering agency may direct as a means of enforcing such provisions, including sanctions for noncompliance. Provided, however, that in the event a contractor becomes involved in, or is threatened with, litigation with a subcontractor or vendor as a result of such direction by the administering agency, the contract or may request the United States to enter into such litigation to protect the interests of the United States.

2. EQUAL EMPLOYMENT SPECIFICATIONS (Executive Order 11246). a. As used in these specifications:
(1) Covered area means the geographical area described in the solicitation from which this contract resulted;
(2) Director means Director, Office of Federal Contract Compliance Programs, United States Department of Labor, or any person to whom the Director delegates authority;
(3) Employer Identification Number (EIN) means the Federal Social Security Number us
Return, United States Treasury Department Form 941.
(4) Minority includes:
(a) Black (all persons having origins in any of the Black African racial groups not of Hispanic origin)
(b) Hispanic (all persons of Mexican, Puerto Rican, Cuban, Central or South American or other Spanish culture or origin, regardless of race);
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(c) Asian and Pacific Islander (all persons having origins in any of the original peoples of the Far East, Southeast Asia, the Indian Subcontinent, or the pacific Islands); and
(d) American Indian or Alaskan Native (all persons having origins in any of the original peoples of North America and
maintaining identifiable tribal affiliations through membership and participation or community identification).
b. Whenever the contractor, or any subcontractor at any tier, subcontracts a portion of the work involving any construction trade, it shall physically include in each subcontract in excess of $10,000 the provisions of these specifications and the notice which contains the applicable goals for minority and female participation and which is set forth in the solicitations from which this contract resulted.
c. If the contractor is participating (pursuant to 41 CFR Part 60-4.5) in a Hometown Plan approved by the United States Department of Labor in the covered area either individually or through an association, its affirmative action obligations on all work in the Plan area (including goals and time tables) shall be in accordance with that Plan for those trades which have unions participating in the Plan. Contractors must be able to demonstrate their participation in and compliance with the provisions of any such Hometown Plan. Each contractor or subcontractor participating in an approved Plan is individually required to comply with its obligations under the EEO Clause, and to make a good faith effort to achieve each goal under the Plan in each trade in which it has employees. The overall good faith performance by other contractors or subcontractors toward a goal in an approved Plan does not excuse any covered or
failure to take good faith efforts to achieve the Plan goals and timetables. d. The contractor shall implement the specific affirmative action standards provided in paragraphs 3g (1) through 3g (16) of these specifications. The goals set forth in the solicitation from which this contract resulted are expressed as percentages of the total hours of employment and training of minority and female utilization the contractor should reasonable be able to achieve in each construction trade in which it has employees in the covered area. Covered construction contractors performing construction work in geographical areas where they do not have a Federal or federally assisted construction contract shall apply the minority and female goals established for the geographical area where the work is being performed. Goals are published periodically in the Federal Register in notice form, and such notices may be obtained from any Office of Federal Contract Compliance Programs office or from Federal procurement contracting officers. The contractor is expected to make substantially uniform progress in meeting its goals in each craft during the period specified.
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e. Neither the provisions of any collective bargaining agreement nor the failure by a union with whom the contractor has a collective bargaining agreement, under these specifications, Executive Order 11246 or the regulations promulgated pursuant thereto.
f. In order for the nonworking training hours of apprentices and trainees to be counted in meeting the goals, such apprentices and trainees must be employed by the contractor during the training period, and the contractor must have made a commitment to employ the apprentices and trainees at the completion of their training, subject to the availability of employment opportunities. Trainees must be trained pursuant to training programs approved by the United States Department of Labor.
g. The contractor shall take specific affirmative actions to ensure equal employment opportunity. The evaluation of the compliance with these specifications shall be based upon its effort to achieve maximum results from its actions. The contractor shall document these efforts fully, and shall implement affirmative action steps at least as extensive as the following:
(1) Ensure and maintain working environment free of harassment, intimidation, and coercion at all sites, and in all facilities at which the contracto where
possible, will assign two or more women to each construction project.

The contractor shall specifically ensure that all foremen, superintendents, and other on-site supervisory personnel are aware of and carry out the obligation to maintain such a working environment, with specific attention to minority or female individuals working at such sites or in such facilities.
(2) Establish and maintain a current list of minority and female recruitment sources, provide written notification to minority and female recruitment sources and to community organizations when the contractor or its unions have employment opportunities available, responses.
(3) Maintain a current file of the name, address, and telephone numbers of each minority and female off-the street applicant and minority or female referral from a union, a recruitment source, or community organization and of what action was taken with respect to each such individual. If such individual was sent to the union hiring hall for referral and was not referred back to the contractor by the union or, if referred, not employed by the contractor, this shall be documented in the file with the reason therefore, along with whatever additional actions the contractor may have taken.
889Exhibit 9
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(4) Provide immediate written notification to the Director when the union or unions with which the contractor has a collective bargaining agreement has not referred to the contractor a minority person or woman sent by the contractor, or when the contractor has other information that the union referral process has impeded the obligations.
(5) Develop on-the-job training opportunities and/or participate in training programs for the area which expressly include minorities and women, including upgrading programs and apprenticeship and especially those programs funded or approved by the Department of Labor. The contractor shall provide notice of these programs to the sources compiled under 3g (2) above.
(6)
policy to unions and training programs and requesting their cooperation in assisting the contractor in meeting its EEO obligations; by including it in any policy manual and collective bargaining agreement; by publicizing it in the company newspaper, annual report, etc.; by specific review of the policy with all management personnel and with all minority and female employees at least once a year; and by posting the company EEO policy on bulletin boards accessible to all employees at each location where construction work is performed.
(7) Review, at least annually, the EEO policy and affirmative action obligations under these specifications with all employees having any responsibility for hiring, assignment, layoff, termination or other employment decisions including specific review of these items with on- site supervisory personnel such as Superintendents, General Foremen, etc., prior to the initiation of construction work at any job site. A written record shall be made and maintained identifying the time and place of these meetings, persons attending, subject matter discussed, and disposition of the subject matter. (8) olicy externally by including it in
any advertising in the news media, specifically including minority and female news media, and providing written notification to and s EEO policy with other contractors and
subcontractors with whom the contractor does or anticipates doing business.
(9) Direct its recruitment efforts, both oral and written, to minority, female, and community organizations; to schools with minority and 890Exhibit 9
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female students; and to minority and female recruitment and training employment needs. Not later than one month prior to the date for the acceptance of applications for apprenticeship or other training by any recruitment sources, the contractor shall send written notification to organizations such as the above, describing the opening, screening procedures, and tests to be used in the selection process. (10) Encourage present minority and female employees to recruit other minority persons and women and, where reasonable, provide after school, summer, and vacation employment to minority and female youth, both on the site and in other areas of a work force. (11) Validate all tests and other selection requirements where there is an obligation to do so under 41 CFR Part 60-3, Uniform Guidelines on Employee Selection Procedures.
(12) Conduct, at least annually, an inventory and evaluation at least of all minority and female personnel for promotional opportunities and encourage these employees to seek or to prepare for, through appropriate training, etc., such opportunities.
(13) Ensure that seniority practices, job classifications, work assignments, and other personnel practices do not have a discriminatory effect by continually monitoring all personnel and employment-related activities to ensure that the EEO policy and the out.
(14) Ensure that all facilities and company activities are non-segregated except that separate or single-user toilet and necessary changing facilities shall be provided to assure privacy between the sexes. (15) Document and maintain a record of all solicitations of offers for subcontracts from minority and female construction contractors and suppliers, including circulation of solicitations to minority and female contractor associations and other business associations. (16)
and performance under the EEO policies and affirmative
action obligations.
h. Contractors are encouraged to participate in voluntary associations which assist in fulfilling one or more of their affirmative action obligations 3g(1) through (16). The efforts of a contractor association, joint contractor-union, contractor-community, or other similar group of which the contractor is a 891Exhibit 9
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member and participant, may be asserted as fulfilling any one or more of its obligations under 3g(1) though (16) of these specifications provided that the contractor actively participates in the group, makes every effort to ensure that the group has a positive impact on the employment of minorities and women in the industry, ensures that the concrete benefits of the program are reflected in the minority and female work force participation, makes a good faith effort to meet its individual goals and timetables, and can provide access to documentation which demonstrates the effectiveness of actions taken on behalf of the contractor. The obligation to comply, noncompliance.
i. A single goal for minorities and a separate single goal for women have been established. The contractor, however, is required to provide equal employment opportunity and to take affirmative action for all minority groups, both male and female, and all women, both minority and non- minority. Consequently, the contractor may be in violation of the Executive Order if a particular group is employed in a substantially disparate manner (for example, even though the contractor has achieved its goals for women generally, the contractor may be in violation of the Executive Order if a specific minority group of women is underutilized).
j. The contractor shall not use the goals and timetables of affirmative action standards to discriminate against any person because of race, color, religion, sec or national origin.
k. The contractor shall not enter into any subcontract with any person or firm debarred from Government contracts pursuant to Executive Order 11246. l. The contractor shall carry out such sanctions and penalties for violation of these specifications and of the Equal Opportunity Clause, including suspension, termination, and cancellation of existing subcontracts as may be imposed or ordered pursuant to Executive Order 11246, as amended, and its implementing regulations, by the Office of Federal Contract Compliance Programs. Any contractor who fails to carry out such sanctions and penalties shall be in violation of these specifications and Executive Order 11246, as amended.
m. The contractor, in fulfilling its obligations under these specifications, shall implement specific affirmative actions steps, at least as extensive as those standards prescribed in Paragraph 3g of these specifications, so as to achieve maximum results from its efforts to ensure equal employment opportunity. If the contractor fails to comply with the requirements of the Executive Order, the implementing regulations, or these specifications, the Director shall proceed in accordance with 41 CFR Part 60-1.8 (Show Cause Notice).
892Exhibit 9
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n. The contractor shall designate a responsible official to monitor all employment related activity to ensure that the company EEO policy is being carried out, to be required by the Government and to keep records. Records shall at least include for each employee the name, address, telephone numbers, construction trade, union affiliation, if any, employee identification number when assigned, social security number, race, sex, status (e.g., mechanic, apprentice, trainee, helper, or laborer), dates of changes in status, hours worked per week in the indicated trade, rate of pay, and locations at which the work was performed. Records shall be maintained in an easily understandable and retrievable form; however, to the degree that existing records satisfy this requirement, contractors shall not be required to maintain separate records.
o. Nothing herein provided shall be construed as a limitation upon the application of other laws which establish different standards of compliance or upon the application of requirements for the hiring of local or other area residents (e.g., those under the Public Works Employment Act of 1977and the Community Development Block Grant Program).
p. The Director, from time to time, shall issue goals and timetables for minority and female utilization which shall be based on appropriate work force, demographic or other relevant data and which shall cover construction projects or construction contracts performed in specific geographic areas.

The goals, which shall be applicable to each construction trade in a covered or entire work force which is working in the area
covered by the goals and timetables, shall be published as notices in the Federal Register, and shall be inserted by the contracting officers and applicants, as applicable, in the Notice required by 41 CFR 60-4.2.

3. SPECIFIC EQUAL EMPLOYMENT OPPORTUNITY REQUIREMENTS . For a federally assisted construction contract in excess of $10,000, the contractor/subcontractor shall:
a. Forward the following EEO certification forms to the contract awarding authority prior to contract award: Certification of Non-segregated Facilities and Certification with Regard to the Performance of Previous Contracts or Subcontracts Subject to the Equal Opportunity Clause and the Filing of Required Reports.
b. Submit a notification of subcontracts awarded to the Director, Office of Federal Contract Compliance Programs, United States Department of Labor - ESA, 200 Constitutional Avenue, NW, Room C3325, Washington, D.C., 20210, within 10 working days of award of any subcontract in excess of $10,000, listing the name, address, and telephone number of the 893Exhibit 9
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subcontractor; employer identification number; estimated dollar amount of the subcontract; estimated starting date and completion dates of the subcontract; and the geographical area in which the contract is to be performed.
c. al employment
opportunity to labor unions or representatives of workers prior to commencement of construction work.
d. Display an equal employment opportunity poster in a conspicuous place available to employees and applicants for employment.
e. For contracts in excess of $10,000, bind subcontractors to the Federal Equal Employment Opportunity requirements by including the provisions of Paragraphs 1 through 3, above, in the subcontract.
f. Upon commencement of construction work and until the work is completed, forward the Monthly Employment Utilization Report (Form CC-257) to the contract awarding authority by the end of each work month. With the initial monthly report, the contractor/subcontractor shall attach the List of Federal and Non-Federal Work in Bid Condition Area to the monthly report.

4. NOTICE OF REQUIREMENT FOR AFFIRMATIVE ACTION TO ENSURE EQUAL EMPLOYMENT OPPORTUNITY (Executive Order 11246)
a.
and the Standard Federal Equal Employment Specifications set forth herein.
b. The goals and timetables for minority and female participation, expressed in percentage terms for the aggregated work force in each trade on all construction work in the covered area, are as follows:

Goals for Minority Goals for Female
Participation for Participation in
Timetables Each Trade Each Trade

28.3% 6.9%
These goals are applicable to all the construction work (whether or not it is Federal or federally assisted) performed in the covered area. If the contractor performs construction work in a geographical area located Goals for Minority Goals for Female
Participation for Participation in
Timetables Each Trade Each Trade

28.3% 6.9%
These goals are applicable to all the construction work (whether or not it is Federal or federally assisted) p erformed in the covered area. If 894Exhibit 9
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outside of the covered area, it shall apply the goals established for such geographical area where the work is actually performed. With regard to this second area, the contractor also is subject to the goals for both its federally involved and non-
compliance with the Executive Order and the regulations in 41 CFR Part 60- 4 shall be based on its implementation of the Equal Opportunity Clause, specific affirmation action obligations required by the specifications set forth in 41 CFR Part 60-4.3(a), and its efforts to meet the goals. The hours of minority and female employment and training must be substantially uniform throughout the length of the contract and in each trade, and the contractor shall make a good faith effort to employ minorities and women evenly on each of its projects. The transfer of minority or female employees or trainees from contractor to contractor or from project to project for the sole purpose Executive Order, and the regulations of 41 CFR Part 60-4. Compliance with the goals will be measured against the total work hours performed. c. The contractor shall provide written notification to the Director of the Office of Federal Contract Compliance Programs within ten (10) working days of award of any construction subcontract in excess of $10,000 at any tier for construction work under the contract resulting from this solicitation. The notification shall list the name, address, and telephone number of the subcontractor; employer identification number of the subcontractor; estimated dollar amount of the subcontract; estimated starting and completion dates of the subcontract; and the geographical area in which the contract is to be performed.
d. As used in this notice, and in the contract resulting from this solicitation, the covered area is the Standard Metropolitan Statistical Area of Los Angeles- Long Beach, specifically the County of Los Angeles, State of California. 895Exhibit 9
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EXHIBIT 4

CONTRACTING WITH SMALL BUSINESS, MINORITY FIRMS,
Federal Contract Provision

1. It is national policy to award a fair share of contracts to Small business and Minority Firms. Accordingly, affirmative steps must be taken to assure that SmallBusiness and Minority Firms are utilized when possible, as sources of supplies, equipment, construction and services. Affirmative steps include the following:
a. Including qualified Small Business and Minority Firms on solicitation lists. b. Assuring that Small Business and Minority Firms are solicited whenever they are potential sources.
c. When economically feasible, dividing total requirements into smaller tasks or quantities so as to permit maximum Small Business and Minority Firm participation.
d. Where the requirement permits, establishing delivery schedules which will encourage participation by Small Business and Minority Firms. e. Using the services and assistance of the Small Business Administration and the Minority Business Development Agency of the Department of Commerce, as required.
f. If any subcontracts are to be let, requiring the prime contractor to take the affirmative steps in 1a through 1e above.

2. Grantees shall take similar appropriate affirmative action in support of Business Enterprises.

3. Grantees are encouraged to procure goods and services from Labor Surplus Areas.
896Exhibit 9
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897Exhibit 9
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EXHIBIT 6
898Exhibit 9
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EXHIBIT 7
899Exhibit 9
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EXHIBIT 8

CERTIFICATION OF UNDERSTANDING AND PAYROLL AUTHORIZATION Federal Compliance Form - to be submitted with Bid
Project Name/Number Awarding Agency
Company Name
Company Address
License Number Employer Identification Number DUNS Number This is to certify that the principal{s), and the authorized payroll officer listed below, have read the "Contractor's Guide to Prevailing Wage Requirements for Federally Assisted Construction" and the Federal Labor Standards Provisions (HUD-4010 form) and that both parties understand these requirements.

The following person is designated as the payroll officer for the company and is authorized to sign the Statement of Compliance that will accompany each weekly Certified Payroll Report for the project:

PAYROLL OFFICER: (individual responsible for signing Statements of Compliance) Name Title
Signature Date
PRINCIPAL OWNER/GENERAL PARTNER: (listed on CSLB Personnel List) Name Title
Signature Date
900Exhibit 9
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EXHIBIT 9
901Exhibit 9
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EXHIBIT 10

NON-SEGREGATED FACILITIES CERTIFICATION
Federal Compliance Form - to be submitted with Bid
The Federally-assisted construction contractor certifies that he/she DOES NOT and WILL NOT:

5. Maintain or provide, for his/her employees, any segregated facilities at any of his/her establishments.

6. Permit his/her employees to perform their services at any location, under his/her control, where segregated facilities are maintained.

The Federally-assisted contractor agrees that a breach of this certification is a violation of the Equal Opportunity Clause in this contract. As used in this certification, the term segregated facilities means any waiting room, work areas, restrooms and washrooms, restaurants and other eating areas, time clocks, locker rooms and other storage or dressing areas1 parking lots, drinking fountains, recreation or entertainment areas, transportation, and housing facilities provided for employees which are segregated by explicit directive or are in fact segregated on the basis of race, creed, color, or national origin, because of habit, local custom, or otherwise.

The Federally-assisted contractor agrees that (except where he/she has obtained identical certifications from proposed subcontractors for specific time periods) he/she will obtain identical certifications from proposed subcontractors prior to the award of subcontracts exceeding $10,000 which are not exempt from the provisions of the Equal Opportunity Clause, and that he/she will retain such certifications in his/her files.

NOTE: The penalty for making false statements in offers is prescribed in 18 U.S.C. 1001.

Date: Project Number:

Company:

Address:

By:

Title:
902Exhibit 9
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EXHIBIT 11

PAST PERFORMANCE CERTIFICATION
Federal Compliance Form - to be submitted with Bid
The bidder, proposed sub-contractor, hereby certifies that he/she has, has not, participated in a previous contract or subcontract subject to the Equal Opportunity Clause, a required by Executive Orders 10925, 11114, or 11246, and that he/she has, has not, files with the Joint Reporting Committee, the Director of the Office of Federal Contract Compliance, a Federal Government contracting or administering agency, or the former applicable filing requirements.

Date: Project Number: Contract Award $
Awarding Agency:

Contractor Name:

Affiliate Company:

By: Title:

NOTE: The above certification is required by the Equal Employment Opportunity Regulations of the Secretary of Labor (41 CFR 60-1.7(b)(i), and must be submitted by bidders and proposed subcontractors only in connection with contracts and subcontracts which are subject to the equal opportunity clause. Contracts and subcontracts which are exempt from the equal opportunity clause are set forth in 41 CFR 60-1.5 (generally only contracts or subcontracts of $10,000 or under are exempt).

Proposed prime contractors and subcontractors who have participated In a previous contract or subcontract subject to the Executive Orders and have not filed the required reports should note that 41 CFR 60-1.7(b)(1) prevents the award of contracts and subcontracts unless such contractor submits a report covering the delinquent period or such other period specified by the U.S. Department of the Interior or by the Director, Office of Federal Contract Compliance, LJ.S. Department of Labor.

SF-100 (EE0-1) must be filed by:
(A) All private employers who are:
(1) Subject to Title VII of the Civil Rights Act of 1964 (as amended) with 100 or more employees. (2) Subject to Title VII who has fewer than 100 employees, if the company is owned or affiliated with another company, or there is centralized ownership, control or management so that the group legally constitutes a single enterprise, and the entire enterprise employs a total of 100 or more employees. (B) All federal contractors (priVate employers), who:
(1) Are not exempt as provided for by 41 CFR 60-1 .5
(2) Have 50 or more employees, and
a. Are prime contractors or first-tier subcontractors, and have a contract, subcontract, or purchase order amounting to $50,000 or more; or
b. Serve .is a depository of Government funds In any amount, or c. ls a financial institution, which is an issuing, and paying agent for U.S. Savings Bonds and Notes. 903Exhibit 9
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(Date) (Title)
EXHIBIT 12

NOTICE OF EQUAL EMPLOYMENT OPPORTUNITY
Federal Compliance Form - to be submitted with Bid
TO:
(Name of Labor Union, Workers Representative, etc.)
(Address)
Name of Business (Contractor):

Project Name: Project Number:

The Undersigned currently holds a contract with
involving funds of the U, S. Government, or a subcontract with a prime contractor holding such contract.

You are advised that under the provisions of the above contract or subcontract, and in accordance with Executive Order 11246, the undersigned is obligated not to discriminate against any employee or applicant for employment because of race, color, religion, sex or national origin. This obligation not to discriminate in employment includes, but is not limited to the follow:

1. Hiring, placement, upgrading, transfer or demotion;

2. Recruitment, advertising or solicitation for employment;

3. Treatment during employment;

4. Rates of pay or other forms of compensation;

5. Selection for training, including apprenticeship; and

6. Layoff or termination.

This notice is furnished to you pursuant to the provisions of the above contract or subcontract and Executive Order 11246. Copies of this notice will be posted by the undersigned in conspicuous places available to employees or applicants for employment.

By:
(Print Name) (Signature)
904Exhibit 9
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(Date) (Title)
EXHIBIT 13

FEDERAL LOBBYIST CERTIFICATION
Federal Compliance Form - to be submitted with Bid
Name of Firm:

Address:

State: Zip Code: Telephone Number: ( )
Acting on behalf of the above named firm, as its Authorized Official, I make the following Certification to the U. S. Department of Housing and Urban Development and the body awarding this federally assisted construction contract:

1. No Federal appropriated funds have been paid by or on behalf of the above named firm to any person for influencing or attempting to Influence an officer or employee of any agency, a Member of Congress, an officer or employee of Congress, or an employee of a Member of Congress In connection with the awarding of any Federal contract, the making of and Federal grant1 loan or cooperative agreement, and any extension, continuation, renewal, amendment, or modification thereof, and;

2. If any funds other than Federal appropriated funds have been paid or will be paid to any person for influencing or attempting to influence an officer or employee or any agency, a Member of Congress an officer or employee of Congress or an employee of a Member of Congress In connection ·with this federal contract, grant loan, or cooperative agreement, the above named firm shall complete and submit Standard Form-LLL, "Disclosure Form to Report Lobbying". in accordance with Its instructions, and;

3. The above name firm shall require that the language of this certification be Included in the award documents for all sub-awards at all tiers (including subcontracts, sub-grants, and contracts under grants, loans, and cooperative agreement) and that all sub-recipients shall certify and disclose accordingly.

NOTE: This certification ls a material representation of fact upon which reliance was placed when this transaction was made or entered into. Submission of this certification Is a prerequisite for making or entering Into the transaction imposed by Section 1352 Title 31, U.S. Code. Any person who fails to file the required certification shall be subject to a civil penalty of not less than $101000 and not more than $100,000 for each such failure.

Authorized Official:

By:
(Print Name) (Signature)
905Exhibit 9
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EXHIBIT 14
906Exhibit 9
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EXHIBIT 15
907Exhibit 9
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EXHIBIT 16
908Exhibit 9
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AGENCY REPORT OF CONSTRUCTION CONTRACT AWARD
(05/15/19)
Local Contracting Agency Name:

Project Name: Project Number:

Date:

Date:

Amount:

Section 3 qualified construction contract
A Section 3 Pre-Bid Meeting was held on: Date:

A copy of the completed Section 3 Bid Evaluation form was provided to the GMU on: Date:

California Contractors State Licensing Board (CSLB) website (http://www.cslb.ca.gov) on: Date:

California Department of Industrial Relations (DIR) website (https://efiling.dir.ca.gov/PWCR/Search) on: Date:

California Department of Industrial Relations (DIR) website (https://www.dir.ca.gov/dlse/debar) on: Date:

Federal List of Parties Excluded from federal contract award website (https://www.sam.gov) on: Date:

Notice of Contract Award contracts $10,000 or more Date:

This construction project is funded in whole or in part with Federal funds Federal Labor Standards Provisions (HUD-4010 form)
Federal Wage Decision
Federal Wage Decision (http://www.wdol.gov/)
Prime Contractor Subcontractor Subcontractor Lower-tier Employer Identification Number: Employer Identification Number:

Contractor License Number: Contractor License Number:

Authorized Signature of Company Representative Authorized Signature of Company Representative Black American
White American
Hispanic American
Women Owned Business
Minority Owned Business
Section 3 Qualified Business
Native American
Hasidic Jews
Asian/Pacific American
Black American
White American
Hispanic American
Women Owned Business
Minority Owned Business
Section 3 Qualified Business
Native American
Hasidic Jews
Asian/Pacific American
Identify the detailed scope of work FOR THIS CONTRACTOR Estimated Start Date: Estimated Completion Date:

Identify the work classifications to be USED BY THIS CONTRACTOR at the construction site Estimated Workforce size:

Asbestos Worker Equipment Operator Group Lather Roofer
Bricklayer Glazier Marble setter Sheet metal worker
Carpenter Ironworker Painter Terrazzo Worker
Cement Mason Laborer Group Plasterer Tile layer
Electrician Labor/Striper Group Plumber (other)
EXHIBIT 1
909Exhibit 9
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Tips for completing the form
The Agency Report of Contract Award (ARCA) form helps to protect the interest of all parties concerned and should be completed at the pre-construction conference.

Send a copy of the completed form(s) to the GMU Contract Compliance Officer via email. The ARCA is processed as follows:
o
o
o
o
o
o
o
o
o
o
o
HUD-4010 Wage Decision
o
o
o
o
LCA identifies the date of formal bid opening was held. For an informal solicitation, the date that the contractor signed a construction contract with the LCA. the date an agreement was signed with the LCA.
the date an agreement was signed with the prime contractor. the date an agreement was signed with the subcontractor.

The LCA is required to conduct a presentation of the bid preference and hiring requirements of Section 3 during the Pre- Bid Meeting. In addition, during the bid evaluations, the LCA will include a Section 3 analysis to determine each bidder’s Section 3 Responsiveness and provide GMU with a copy of their evaluation. A standard-format evaluation form is available for reference and use during the evaluation process.

Prior to awarding any contract or subcontract the LCA must ensure that each contractor is eligible to receive a federally-funded construction contract. Ensuring that each contractor’s license is current and active is part of the LCA bid evaluation process and the eligibility check includes:

Labor Standards Enforcement File
By signing this form the contractor(s) acknowledges that this project is federally-funded and the prevailing wage requirements of the Davis-Bacon and Related Acts will be administered, monitored, and enforced by the LCA, or their assigned representative.

A copy of the current HUD-4010 form that outlines the labor requirements for each contractor must be included in the bid specifications for all formal competitive bids, or physically attached to each Prime Contract awarded for informal contracts under $25,000. The Prime Contractor must attach a current copy of the HUD-4010 form to each subcontract.

A copy of the current Wage Decision that identifies the minimum hourly wage and fringe benefit payments to workers must also be included in the bid specifications for all formal competitive bids, or physically attached to each Prime Contract awarded for informal contracts under $2,000.

The Prime Contractor must attach a copy of the applicable Wage Decision and HUD-4010 form to each subcontractor ARCA to ensure that each sub and lower- tier contractor was informed of his/her obligation to pay prevailing hourly wages and fringe benefits to workers each week.

Federal prevailing wage and fringe benefits rates identified in the wage decision are the minimum rates to be paid to the workers each week.

For all contracts awarded in the amount of $10,000 or more, the LCA must ensure that a “Notice of Contract Award” letter is sent to the Office of Federal Contract Compliance Programs (OFCCP) at the address below and a copy of the signed letter must be placed in the project file. 910Exhibit 9
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EXHIBIT 18
SECTION 3 REQUIREMENTS, CLAUSE, AND PROGRAM FORMS
Section 3 Requirements for Projects for Housing and Community Development Assistance (as amended) funded with Community Development Block Grant:

The purpose of Section 3 of the Housing and Urban Development Act of 1968, as amended, is to ensure that training, employment, contracting and other economic opportunities generated by HUD financial assistance shall, to the greatest extent feasible, and consistent with existing Federal, State and local laws and regulations be directed to low- and very low-income persons, particularly those who are recipients of government assistance for housing, and to business concerns which provide economic opportunities to low- and very low-income persons. Section 3 applies to training, employment, contracting and other economic opportunities in the following manner:

Housing and Community Development Financial Assistance:

In connection with housing assistance and community development financial assistance that is used for the following types of projects:

Housing rehabilitation (including reduction and abatement of lead-based paint hazards, but excluding routine maintenance, repair and replacement); Housing construction; and
Other public construction
SECTION 3 REQUIREMENTS
The parties to this Contract agree to comply with HUD's regulations in 24 CFR Part 75, which implements Section 3. As evidenced by their execution of this Contract, the parties to this Contract certify that they are under no contractual obligation or other impediment that would prevent them from complying with Part 75 of the regulations.

The Contractor agrees to send to each labor organization or representative of workers with which the Contractor has a collective bargaining Contract or other understanding, if any, a notice advising the labor organization or workers' representative of the Contractor's commitments under Section 3 and will post copies of the notice in conspicuous places at the work site where both employees and applicants for training and employment positions can see the notice. The notice shall describe the Section 3, shall set forth the minimum number and job titles subject to hire, availability of apprenticeship and training positions, the qualifications for each, and the name and location of the person(s) taking applications for each of the positions; and the anticipated date the work shall begin.

The Contractor agrees to include this Section 3 contract language in every subcontract subject to compliance with regulations in 24 CFR Part 75, and agrees to take appropriate action, as provided in an applicable provision of the subcontract or in this Section 3 contract language, upon a finding that the subcontractor is in violation of the regulations in 24 CFR Part 75. The Contractor will not subcontract with any subcontractor where the Contractor has notice or knowledge that the subcontractor has been found in violation of the regulations in 24 CFR Part 75. 911Exhibit 9
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The Contractor will certify that any vacant employment positions, including training positions, that are filled (1) after the Contractor is selected, but before the Contract is executed, and (2) with persons other than those to whom the regulations of 24 CFR Part 75 require employment opportunities to be directed, were not filled t
Noncompliance with HUD's regulations in 24 CFR Part 75 may result in sanctions, termination of this Contract for default, and debarment or suspension from future HUD assisted contracts.

SECTION 3 DECLARATION OF INTENT TO COMPLY
As a minimum requirement for consideration of a contract award, the Bidder/Proposer shall declare his/her intent to comply with Section 3 (24 CFR 75) of the Housing and Urban Development Act of 1968, as amended (Section 3) by submitting the Declaration of Intent to Comply Form. The Bidder/Proposer is obliged, to the greatest extent feasible, to give opportunities for training and employment to low-income and very low-income persons residing in the service area or neighborhood in which the covered Section 3 project/service is located, and/or to award subcontracts to other Section 3 business concerns that provide economic opportunities for Section 3 workers and Targeted Section 3 workers. Bidder/Proposer agrees that, as a condition of responsiveness to the solicitation and prior to recommendation for contract award by the Local Contracting Agency (LCA), he/she will agree to comply with the Section 3 requirements by including the Section 3 contract language in the contract, to the greatest extent feasible, to meet the Section 3 benchmarks and report all accomplishments with required documentation on a quarterly basis for the duration of the contract.

The following Section 3 requirements apply to all LCA Section 3 covered contracts and contractors/ subcontractors funded with CDBG financial assistance:

Section 3 Workers: 25% or more for the total number of labor hours worked by all workers employed on a Section 3 project; and
Targeted Section 3 Workers: 5% or more of the total number of labor hours worked by all workers employed on a Section 3 project of which is included as part of the 25% threshold in the previous bullet.

SECTION 3 CERTIFICATIONS FORMS
A. SECTION 3 WORKERS must complete certification forms demonstrating they meet the eligibility requirements.

A Section 3 Worker is any worker who currently fits, or when hired within the past five years fit, at least one of the following categories, as documented:

1. The income for the previous or annualized calendar year is below the income limit
established by HUD

2. The worker is employed by a Section 3 business concern; or

3. The worker is a YouthBuild participant
B. A SECTION 3 TARGETED WORKER for Housing and Community Development Section 3 Workers: 25%
Targeted Section 3 Workers: 5% or more of the total number SECTION 3 DECLARATION OF INTENT TO COMPLY
912Exhibit 9
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Financial Assistance projects is a Section 3 Worker who:

1. Is employed by a Section 3 business concern; or

2. Currently fits or when hired fit at least one of the following categories, as documented within the past five years:
(i) Living within the service area or the neighborhood of the project, as defined in 24 CFR §75.5; or
(ii) A YouthBuild participant
C. SECTION 3 BUSINESS CONCERN CERTIFICATION
Businesses that meet one of the following criteria within the last 6 months qualify as a Section 3 Business Concern. Local contracting agencies must verify Section 3 Business Concern status at the time the contract is awarded.

1. At least 51% owned and controlled by low-income or very low-income persons

2. Over 75% of labor hours performed for the business over prior 3-month period are performed by Section 3 Workers

3. At least 51% owned and controlled by current residents of public housing or Section 8 assisted housing

4. The status of a Section 3 business concern shall not be negatively affected by a prior arrest or conviction of its owner(s) or employees.

Nothing in this part shall be construed to require the contracting or subcontracting of a Section 3 business concern. Section 3 business concerns are not exempt from meeting the specifications of the contract.

COMPLIANCE WITH SECTION 3 BENCHMARKS
Compliance with Section 3 benchmarks shall be achieved, to the greatest extent feasible consistent with existing Federal, state and local laws and regulations to provide economic opportunities for Section 3 workers and Targeted Section 3 workers. HUD regulations outline requirements to serve as a measurement of compliance
in any fiscal year.

The Contractor/Subcontractor will be considered to have complied with Section 3 benchmarks, in the absence of evidence to the contrary, if they meet all goals and certify compliance with prioritization requirements as follows. Participating contractor/Subcontractor should update their policies and procedures for tracking labor hours via Certified Payrolls (CPRs), timesheets, and other documents to ensure compliance with the Section 3 requirements. The Contractor/Subcontractor will have complied if they meet these benchmarks:

Community development financial assistance benchmarks:
o Section 3 workers: 25% or more for the total number of labor hours worked by all workers employed on a Section 3 project and
o Targeted Section 3 workers: 5% or more of the total number of labor hours worked by all workers employed on a Section 3 project of which is included as part of the 25% threshold in the previous bullet.

SECTION 3 BUSINESS CONCERN CERTIFICATION
913Exhibit 9
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Should the Contractor/Subcontractor fail to meet the Section 3 benchmarks as described above in this section, the Contractor/Subcontractor shall submit the Section 3 Qualitative Efforts Form that describes the qualitative nature of the activities. Examples of qualitative efforts includes, but are not limited to the following:

Engaged in outreach efforts to generate job applicants who are Targeted Section 3 workers.

Provided training or apprenticeship opportunities.

Provided technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching).

Provided or connected Section 3 workers with assistance in seeking employment including: drafting resumes, preparing for interviews, and finding job opportunities connecting residents to job placement services.

Held one or more job fairs.

Provided or referred Section 3 workers to services supporting work readiness and retention (e.g., work readiness activities, interview clothing, test fees, transportation, childcare).

Provided assistance to apply for/or attend community college, a four-year educational institution, or vocational/technical training.

Assisted Section 3 workers to obtain financial literacy training and/or coaching.

Engaged in outreach efforts to identify and secure bids from Section 3 business concerns.

Provided technical assistance to help Section 3 business concerns understand and bid on contracts.

Divided contracts into smaller jobs to facilitate participation by Section 3 business concerns.

Provided bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns.

Promoted use of business registries designed to create opportunities for disadvantaged and small businesses.

Outreach, engagement, or referrals with the state one-stop system as defined in Section 121(e)(2) of the Workforce Innovation and Opportunity Act 17.

JOBSITE POSTING REQUIREMENTS
After contract award, the completed and signed Declaration of Intent to Comply must be posted at the jobsite and include the job opportunities available to local qualified low-income residents.
the place and time where prospective employees can obtain and submit an application for employment and Section 3 Worker Certification and Section 3 Target Worker Forms.

REQUIRED FORMS FOR THE SOLICITATION PACKAGE
Declaration of Intent to Comply with Section 3 Requirements Certification Section 3 Worker Certification
Section 3 Target Worker Certification
Section 3 Business Concern Certification
Section 3 Qualitative Efforts Form

JOBSITE POSTING REQUIREMENTS
914Exhibit 9
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SECTION 3 CLAUSE
Section 3 of the Housing and Urban Development Act of 1968, As Amended:

The work to be performed under this Contract is subject to the requirements of Section 3 of the Housing and Urban Development Act of 1968, as amended, 12 U.S.C. 1701u (Section 3). The purpose of Section 3 is to ensure that employment and other economic opportunities generated by HUD assistance or HUD- assisted projects covered by Section 3, shall, to the greatest extent feasible, be directed to low- and very low-income persons, particularly persons who are recipients of HUD assistance for housing.

The parties to this Contract agree to comply with HUD's regulations in 24 CFR Part 75, which implements Section

3. As evidenced by their execution of this Contract, the parties to this Contract certify that they are under no contractual obligation or other impediment that would prevent them from complying with Part 75 of the regulations.

The Contractor agrees to send to each labor organization or representative of workers with which the Contractor has a collective bargaining Contract or other understanding, if any, a notice advising the labor organization or workers' representative of the Contractor's commitments under Section 3, and will post copies of the notice in conspicuous places at the work site where both employees and applicants for training and employment positions can see the notice. The notice shall describe the Section 3, shall set forth the minimum number and job titles subject to hire, availability of apprenticeship and training positions, the qualifications for each, and the name and location of the person(s) taking applications for each of the positions; and the anticipated date the work shall begin.

The Contractor agrees to include this Section 3 contract language in every subcontract subject to compliance with regulations in 24 CFR Part 75, and agrees to take appropriate action, as provided in an applicable provision of the subcontract or in this Section 3 contract language, upon a finding that the subcontractor is in violation of the regulations in 24 CFR Part 75. The Contractor will not subcontract with any subcontractor where the Contractor has notice or knowledge that the subcontractor has been found in violation of the regulations in 24 CFR Part 75. The Contractor will certify that any vacant employment positions, including training positions, that are filled (1) after the Contractor is selected, but before the Contract is executed, and (2) with persons other than those to whom the regulations of 24 CFR obligations under 24 CFR Part 75.

Noncompliance with HUD's regulations in 24 CFR Part 75 may result in sanctions, termination of this Contract for default, and debarment or suspension from future HUD assisted contracts.

SECTION 3 CLAUSE
915Exhibit 9
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Reviewed by:__________________________________ Date:____________ TARGETED SECTION 3 WORKER CERTIFICATION
FOR

LOS ANGELES COUNTY RESIDENTS
(EFFECTIVE JULY 1, 2022)
Employee Name:

Address:

City/State/Zip Code:

I hereby state that I currently or within the past five (5) years can document at least one of the following categories:

I am an employee who, when hired, can document that at least one of the following currently or within the past five (5) years applies to me:

I am/was a low-income person living within one mile of this project site
A YouthBuild Participant
I am employed by a Section 3 business
I declare under penalty of perjury under the laws of the State of California that theinformation stated above is true and correct.

Employee Signature Date
2022 Section 3 Worker Certification (HCD) 7-12-22

TO BE COMPLETED BY LOCAL CONTRACTING AGENCY
To Be Completed by the Employer
The employee was hired on:

This employee meets the following: HUD Income Limits Section 3 Business Employee YouthBuild Participant Business Name:

Print Name of Owner / Agent:

Signature of Owner / Agent: Date:
916Exhibit 9
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SECTION 3 WORKER CERTIFICATION
FOR

LOS ANGELES COUNTY RESIDENTS
(EFFECTIVE JULY 1, 2022)
Employee Name:

Address:

City/State/Zip Code:

I hereby state that I currently or within the past five (5) years can document at least one of the following categories:

1. I am a resident in the County of Los Angeles with a total annual household income within the income limits selected in the table below:

CIRCLE your household size and CHECK household gross annual income level from all sources:

2. I am employed by a Section 3 business, and/or

3. I am a YouthBuild participant.

I declare under penalty of perjury under the laws of the State of California that the information stated above is true and correct.

Employee Signature Date
2022 Section 3 Worker Certification 7/1/2022
Household Size Total Household Income
1 $25,050 or Less $25,051 to $41,700 $41,701 to $66,750 2 $28,600 or Less $28,601 to $47,650 $47,651 to $76,250 3 $32,200 or Less $32,201 to $53,600 $53,601 to $85,800 4 $35,750 or Less $35,751 to $59,550 $59,551 to $95,300 5 $38,650 or Less $38,651 to $64,350 $64,351 to $102,950 6 $41,500 or Less $41,501 to $69,100 $69,101 to $110,550 7 $44,350 or Less $44,350 to $73,850 $73,851 to $118,200 8 $47,200 or Less $47201 to $78,650 $78,651 to $125,800 To Be Completed by the Employer
The employee was hired on:

This employee meets the following: HUD Low-Income Limits Section 3 Business Employee YouthBuild Participant Business Name:

Print Name of Owner / Agent:

Signature of Owner / Agent: Date:
917Exhibit 9
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Declaration of Intent to Comply with Section 3 Requirements Rev. 9.1.21

DECLARATION OF INTENT TO COMPLY WITH
SECTION 3 REQUIREMENTS
As a minimum requirement for consideration of a contract award, the Bidder/Proposer shall declare his/her intent to comply with Section 3 (24 CFR 75) of the Housing and Urban Development Act of 1968, as amended (Section 3). The Bidder/Proposer is obliged, to the greatest extent feasible, to give opportunities for training and employment to low-income and very low-income persons residing in the service area or neighborhood in which the covered Section 3 project/service is located, and/or to award subcontracts to other Section 3 business concerns that provide economic opportunities for Section 3 workers and Targeted Section 3 workers.

Bidder/Proposer agrees that, as a condition of responsiveness to the solicitation and prior to recommendation for contract award by the Local Contracting Agency (LCA),he/she will agree to comply with the Section 3 requirements by including the Section 3 contract language in the contract, to the greatest extent feasible, to meet the Section 3 benchmarks and report all accomplishments with required documentation on a quarterly basis for the duration of the contract.

The Section 3 benchmarks apply to all Section 3 covered contracts as follows:

Public housing financial assistance benchmarks:
o Section 3 workers: 25% or more for the total number of labor hours worked by all workers employed, and
o Targeted Section 3 workers: 5% or more of the total number of labor hours worked by all workers employed of which is included as part of the 25% threshold in the previous bullet.

Community development financial assistance benchmarks:
o Section 3 workers: 25% or more for the total number of labor hours worked by all workers employed on a Section 3 project, and
o Targeted Section 3 workers: 5% or more of the total number of labor hours worked by all workers employed on a Section 3 project of which is included as part of the 25% threshold in the previous bullet.

Failure of the Bidder/Proposer to agree to comply with the Section 3 requirements and reporting obligations shall be grounds for determining the Bidder/Proposer non- responsive, and no further consideration for contract award shall be granted.

I declare under penalty of perjury under the laws of the State of California that we agree to comply with the Section 3 requirements as stated above.

Name of Contractor/Subcontractor Address
Print Name Title
Signature Date
918Exhibit 9
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Section 3 Business Concern Certification Rev. 9.1.21
SECTION 3 BUSINESS CONCERN CERTIFICATION
Business Name:

Address:

City/State/Zip Code:

Telephone Number: Email Address:

This business is a Section 3 business concern based on one of the following categories, as documented:

A. Business is 51% or more owned by low- or very low-income persons, (Attach a Section 3 Worker Certification(s) for each owner to this certification.) B. Over 75 percent (75%) of the labor hours performed for the business over the prior three-month period are performed by Section 3 workers, Provide the following information for the prior three-month period:

Indicate total number of labor hours performed by Section 3 workers: Hours Indicate total number of labor hours performed by all workers: Hours Calculate the percentage of labor hours by Section 3 workers: % (Attach the Section 3 Worker Certifications and Section 3 Labor Hours Reports.) or
C. Business is 51% or more owned and controlled by current public housing residents or residents who currently live in Section 8-assisted housing.
(Attach proof of public housing or Section 8-assisted housing residence.) (NOTE: FAILURE OF THE BUSINESS TO PROVIDE THE REQUIRED DOCUMENTATION AS NOTED ABOVE SHALL BE GROUNDS FOR THE LCA TO DETERMINE THE BUSINESS A NON-SECTION 3 BUSINESS CONCERN.)
I declare under penalty of perjury under the laws of the State of California that the information stated above is true and correct.

Signature Title Date

TO BE COMPLETED BY LOCAL CONTRACTING AGENCY STAFF
This business meets the following category:
51% owned by low- or very low-income persons,
75% of labor hours performed by Section 3 workers, or
51% currently owned and controlled by public housing or Section 8-assisted housing residents.

Approved by: (Print Name) Signature: Date:
919Exhibit 9
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QUALITATIVE EFFORTS FOR CONTRACTORS
Engaged in outreach efforts to generate job applicants who are Targeted Section 3 workers.

Date of Outreach Effort Address of Outreach Effort
Provided training or apprenticeship opportunities.

Date of Training Address of Training
Provided technical assistance to help Section 3 workers compete for jobs (e.g., resume assistance, coaching).

Date of Technical Assistance Address of Technical Assistance Provided or connected Section 3 workers with assistance in seeking employment including: drafting resumes, preparing for interviews, and finding job opportunities connecting residents to job placement services.

Date of Workers Assistance Address of Workers Assistance Held one or more job fairs.

Date of Job Fair Address of Job Fair
Provided or referred Section 3 workers to services supporting work readiness and retention (e.g., work readiness activities, interview clothing, test fees, transportation, childcare).
920Exhibit 9
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Date of Referral Type of Service Provided or Referred
Provided assistance to apply for/or attend community college, a four-year educational institution, or vocational/technical training.

Date of Assistance Type of Educational Assistance Provided Assisted Section 3 workers to obtain financial literacy training and/or coaching.

Date of Assistance Type of Training/Coaching Provided
Engaged in outreach efforts to identify and secure bids from Section 3 business concerns.

Date of Outreach Description of Outreach
Provided technical assistance to help Section 3 business concerns understand and bid on contracts.

Date of Technical Assistance Name of Business Concern
Divided contracts into smaller jobs to facilitate participation by Section 3 business concerns.

Name of Business Concern
Provided bonding assistance, guaranties, or other efforts to support viable bids from Section 3 business concerns.

Name of Business Concern Description of Assistance
921Exhibit 9
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Promoted use of business registries designed to create opportunities for disadvantaged and small businesses.

Date of Activity Name of Business Registry
Outreach, engagement, or referrals with the state one-stop system as defined in Section 121(e)(2) of the Workforce Innovation and Opportunity Act 17.

Date of Activity Description of Activity
Other: ____________________________________________________________ Date of Activity Description of Activity
922Exhibit 9
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CONTRACTOR'S CERTIFICATE

COMPENSATION
Labor Code Section 3700
"Every employer except the state shall secure the payment of compensation in one or more of the following ways:
(a) By being insured against liability to pay compensation by one or more insurers duly authorized to write compensation insurance in this state.
(b) By securing from the Director of Industrial Relations a certificate of consent to self-insure either as an individual employer, or as one employer in a group of employers, which may be given upon furnishing proof satisfactory to the Director of Industrial Relations of ability to self- insure and to pay any compensation that may become due to his or her employees. (c) For any county, city, city and county, municipal corporation, public district, public agency, or any political subdivision of the state, including each member of a pooling arrangement under a joint exercise of powers agreement (but not the state itself), by securing from the Director of Industrial Relations a certificate of consent to self-insure against workers' compensation claims, which certificate may be given upon furnishing proof satisfactory to the director of ability to administer workers' compensation claims properly, and to pay workers' compensation claims that may become due to its employees. On or before March 31, 1979, a political subdivision of the state which, on December 31, 1978, was uninsured for its liability to pay compensation, shall file a properly completed and executed application for a certificate of consent to self-insure against workers' compensation claims. The certificate shall be issued and be subject to the provisions of Section 3702.

For purposes of this section, "state" shall inclu
I am aware of the provisions of Section 3700 of the Labor Code, which requires every employer -insurance in
accordance with the provisions of that code, and I will comply with such provisions before commencing the performance of the work of this contract.

CONTRACTOR
By:

AUTHORIZED REPRESENTATIVE
TITLE
(In accordance with Article 5 {commencing at Section 1860}, Chapter 1, Part 7, Division 2, of the Labor Code, the above certificate must be signed and filed with the awarding body prior to performing any work under this contract.) 923Exhibit 9
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FEDERAL WAGE DECISION

INCORPORATED INTO THE CONSTRUCTION CONTRACT AS PART OF THE BID

DOCUMENT TO BE PHYSICALLY ATTACHED TO ALL SUBCONTRACTS WITH THE HUD-4010 FEDERAL LABOR STANDARDS PROVISIONS
924Exhibit 9
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925Exhibit 9
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file:///C/...neDrive%20-%20Michael%20Baker%20International/Desktop/DBA%20CA20230022%20Mod%203%20Dated%202-10-2023.txt[2/27/2023 1:28:24 PM] "General Decision Number: CA20230022 02/10/2023
Superseded General Decision Number: CA20220022
State: California
Construction Types: Building, Heavy (Heavy and Dredging) and Highway
County: Los Angeles County in California.

BUILDING CONSTRUCTION PROJECTS; DREDGING PROJECTS (does not include hopper dredge work); HEAVY CONSTRUCTION PROJECTS (does not include water well drilling); HIGHWAY CONSTRUCTION PROJECTS Note: Contracts subject to the Davis-Bacon Act are generally required to pay at least the applicable minimum wage rate required under Executive Order 14026 or Executive Order 13658.

Please note that these Executive Orders apply to covered contracts entered into by the federal government that are subject to the Davis-Bacon Act itself, but do not apply to contracts subject only to the Davis-Bacon Related Acts, including those set forth at 29 CFR 5.1(a)(2)-(60).
______________________________________________________________ |If the contract is entered |. Executive Order 14026 | |into on or after January 30, | generally applies to the | |2022, or the contract is | contract. | |renewed or extended (e.g., an |. The contractor must pay | |option is exercised) on or | all covered workers at | |after January 30, 2022: | least $16.20 per hour (or | | | the applicable wage rate | | | listed on this wage | | | determination, if it is |
| | higher) for all hours |
| | spent performing on the |
| | contract in 2023. |
|______________________________|_____________________________| |If the contract was awarded on|. Executive Order 13658 | |or between January 1, 2015 and| generally applies to the | |January 29, 2022, and the | contract. | |contract is not renewed or |. The contractor must pay all| |extended on or after January | covered workers at least | |30, 2022: | $12.15 per hour (or the |
| | applicable wage rate listed|
| | on this wage determination,|
| | if it is higher) for all |
| | hours spent performing on |
| | that contract in 2023. |
|______________________________|_____________________________| The applicable Executive Order minimum wage rate will be "General Decision Number: CA20230022 02/10/2023
926Exhibit 9
Anser Advisory
1 90 |
file:///C/...neDrive%20-%20Michael%20Baker%20International/Desktop/DBA%20CA20230022%20Mod%203%20Dated%202-10-2023.txt[2/27/2023 1:28:24 PM] adjusted annually. If this contract is covered by one of the Executive Orders and a classification considered necessary for performance of work on the contract does not appear on this wage determination, the contractor must still submit a
conformance request.

Additional information on contractor requirements and worker protections under the Executive Orders is available at
http://www.dol.gov/whd/govcontracts.

Modification Number Publication Date
0 01/06/2023
1 01/13/2023
2 01/20/2023
3 02/10/2023
ASBE0005-002 07/04/2022
Rates Fringes
Asbestos Workers/Insulator
(Includes the application of
all insulating materials,
protective coverings,
coatings, and finishes to all
types of mechanical systems).....$ 49.58 25.27 Fire Stop Technician
(Application of Firestopping
Materials for wall openings
and penetrations in walls,
floors, ceilings and curtain
walls)...........................$ 32.09 19.66 ---------------------------------------------------------------- ASBE0005-004 07/04/2022
Rates Fringes
Asbestos Removal
worker/hazardous material
handler (Includes
preparation, wetting,
stripping, removal,
scrapping, vacuuming, bagging
and disposing of all
insulation materials from
mechanical systems, whether
they contain asbestos or not)....$ 23.52 13.37 ---------------------------------------------------------------- BOIL0092-003 01/01/2021
Rates Fringes
BOILERMAKER......................$ 46.03 38.81 Modification Number Publication DateModification Number Publication Date 3 02/10/2023 3 02/10/2023 927Exhibit 9
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928Exhibit 9
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Addendum 3
Aquatics Center CMI RFP March 28, 2023
END OF ADDENDUM 03

929Exhibit 9
Anser Advisory
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CONSTRUCTION MANAGEMENT and CONSTRUCTION INSPECTION(CMI)SERVICES

FORD PARK AQUATICS CENTER
ATTACHMENT 5
ACKNOWLEDGMENT OF CITY’S STANDARD FORM OF AGREEMENT
I, the undersigned, certify that I, _________________________[insert name] am the [insert title]_________________________________________-____ of [insert firm] _________________________, the party making the proposal for award of an Agreement for Construction Management and Construction Inspection Services (“Proposer”) and, on behalf of the Proposer, hereby:

Accept City’s Standard Form of Agreement – check one box.

As is, without qualifications or modifications.

As modified by attachment. [Proposer to provide]
I certify that I am authorized to sign this Consent Form on behalf of the Proposer.

Executed this_____ day of ___, 2023 at ___________________________, California.

Signature of Officer _____________________
Printed/Typed Name of Officer _____________________
Title of Officer _____________________
Craig Halvorson
Regional Managing Director/Executive Vice President
Anser Advisory Management, LLC
X
28th March Santa Ana
Craig Halvorson
Regional Managing Director/Executive Vice President
930Exhibit 9
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EXHIBIT 1

SUMMARY OF CONTRACT PROVISIONS FOR INCLUSION IN

THE NOTICE INVITING BIDS FOR A FEDERALLY FUNDED PROJECT Prevailing Wage Statement: This contract will be funded in whole or in part with federal housing and community development funds. The Federal Labor Standards Provisions, including prevailing wage requirements of the Davis-Bacon and Related Acts will be enforced, A copy of the Federal Wage Decision applicable to this project is included in the Bid Document.

This is project is a public work in the State of California, funded in whole or in part with public funds. Therefore, the higher of the two applicable prevailing wage rates, federal or state, will be enforced. The Contractor's duty to pay State prevailing wages can be found under Labor Code Section 1770 et seq. Labor Code Sections 1775 and 1777.7 outline the penalties for failure to pay prevailing wages and to employ apprentices, including forfeitures and debarment. The State Wage Decision is on file at the City Clerk's office, and is also available Online at http://www.dir.ca.gov/dlsr/.

Apprenticeship Program: Attention is directed to Sections 1777,5, 1777.6, and 1777.7 of the California Labor Code and Title 8, California Administrative code, Section 200 et seq. to ensure compliance and complete understanding of the law regarding apprentices.

Section 3 Statement: See Page IV-32.

Conflict of Interest: In the procurement of supplies, equipment, construction, and services by sub-recipient$, the conflict of interest provisions in (State LCA - 24 CFR 85,36 and Non-Profit Organizations - 24 CFR 84.4), 0MB Circular A-110, and 24 CFR 570.611, respectively, shall apply. No employee, officer or agent of the sub-recipient shall participate in selection, or in the award or administration of a contract supported by Federal funds if a conflict of interest, real or apparent, would be involved.
931Exhibit 9
Anser Advisory
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HUD-4010 (06/2022)
Previous editions are obsolete. Page 1 of 5 ref. Handbook 1344.1 HUD-4010 U.S. Department of Housing and Urban Development Federal Labor Standards Provisions Office of Davis-Bacon and Labor Standards A. APPLICABILITY
The Project or Program to which the construction work covered by this Contract pertains is being assisted by the United States of America, and the following Federal Labor Standards Provisions are included in this Contract pursuant to the provisions applicable to such Federal assistance.
(1) MINIMUM WAGES
(i) All laborers and mechanics employed or working upon the site of the work will be paid unconditionally and not less often than once a week, and without subsequent deduction or rebate on any account (except such payroll deductions as are permitted by regulations issued by the Secretary of Labor under the Copeland Act (29 CFR Part 3)), the full amount of wages and bona fide fringe benefits (or cash equivalents thereof) due at time of payment, computed at rates not less than those contained in the wage determination of the Secretary of Labor (which is attached hereto and made a part hereof), regardless of any contractual relationship which may be alleged to exist between the contractor and such laborers and mechanics. Contributions made or costs reasonably anticipated for bona fide fringe benefits under Section 1(b)(2) of the Davis-Bacon Act on behalf of laborers or mechanics are considered wages paid to such laborers or mechanics, subject to the provisions of 29 CFR 5.5(a)(1)(iv); also, regular contributions made or costs incurred for more than a weekly period (but not less often than quarterly) under plans, funds, or programs, which cover the particular weekly period, are deemed to be constructively made or incurred during such weekly period.

Such laborers and mechanics shall be paid the appropriate wage rate and fringe benefits on the wage determination for the classification of work actually performed, without regard to skill, except as provided in 29 CFR 5.5(a)(4).

Laborers or mechanics performing work in more than one classification may be compensated at the rate specified for each classification for the time actually worked therein: Provided, that the employer’s payroll records accurately set forth the time spent in each classification in which work is performed. The wage determination (including any additional classification and wage rates conformed under 29 CFR 5.5(a)(1)(ii) and the Davis-Bacon poster (WH1321)) shall be posted at all times by the contractor and its subcontractors at the site of the work in a prominent and accessible place, where it can be easily seen by the workers. (ii) Additional Classifications.
(A) Any class of laborers or mechanics which is not listed in the wage determination and which is to be employed under the contract shall be classified in conformance with the wage determination. HUD shall approve an additional classification and wage rate and fringe benefits therefor only when the following criteria have been met:
(1) The work to be performed by the classification requested is not performed by a classification in the wage determination;
(2) The classification is utilized in the area by the construction industry; and (3) The proposed wage rate, including any bona fide fringe benefits, bears a reasonable relationship to the wage rates contained in the wage determination.
(B) If the contractor, the laborers and mechanics to be employed in the classification (if known), or their representatives, and HUD or its designee agree on the proposed classification and wage rate (including the amount designated for fringe benefits, where appropriate), a report of the action taken shall be sent by HUD or its designee to the Administrator of the Wage and Hour Division (“Administrator”), Employment Standards Administration, U.S. Department of Labor, Washington, D.C. 20210. The Administrator, or an authorized representative, will approve, modify, or disapprove every additional classification action within 30 days of receipt and so advise HUD or its designee or will notify HUD or its designee within the 30-day period that additional time is necessary. (Approved by the Office of Management and Budget (“OMB”) under OMB control number 1235-0023.) (C) In the event the contractor, the laborers or mechanics to be employed in the classification or their representatives, or HUD or its designee do not agree on the proposed classification and wage rate (including the amount designated for fringe benefits, where appropriate), HUD or its designee shall refer the questions, including the views of all interested parties and the recommendation of HUD or its designee, to the Administrator for determination. The Administrator, or an authorized representative, will issue a determination within 30 days of receipt and so advise HUD or its designee or will notify HUD or its designee within the 30-day period that additional time is necessary. (Approved by the Office of Management and Budget under OMB Control Number 1235-0023.)
932Exhibit 9
Anser Advisory
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HUD-4010 (06/2022)
Previous editions are obsolete. Page 2 of 5 ref. Handbook 1344.1 (D) The wage rate (including fringe benefits, where appropriate) determined pursuant to subparagraphs (1)(ii)(B) or (C) of this paragraph, shall be paid to all workers performing work in the classification under this Contract from the first day on which work is performed in the classification. (iii) Whenever the minimum wage rate prescribed in the contract for a class of laborers or mechanics includes a fringe benefit which is not expressed as an hourly rate, the contractor shall either pay the benefit as stated in the wage determination or shall pay another bona fide fringe benefit or an hourly cash equivalent thereof. (iv) If the contractor does not make payments to a trustee or other third person, the contractor may consider as part of the wages of any laborer or mechanic the amount of any costs reasonably anticipated in providing bona fide fringe benefits under a plan or program, Provided, that the Secretary of Labor has found, upon the written request of the contractor, that the applicable standards of the Davis-Bacon Act have been met. The Secretary of Labor may require the contractor to set aside in a separate account assets for the meeting of obligations under the plan or program. (Approved by the Office of Management and Budget under OMB Control Number 1235-0023.) (2) Withholding. HUD or its designee shall, upon its own action or upon written request of an authorized representative of the U.S. Department of Labor, withhold or cause to be withheld from the contractor under this contract or any other Federal contract with the same prime contractor, or any other Federally-assisted contract subject to Davis-Bacon prevailing wage requirements which is held by the same prime contractor, so much of the accrued payments or advances as may be considered necessary to pay laborers and mechanics, including apprentices, trainees and helpers, employed by the contractor or any subcontractor the full amount of wages required by the contract. In the event of failure to pay any laborer or mechanic, including any apprentice, trainee or helper, employed or working on the site of the work, all or part of the wages required by the contract, HUD or its designee may, after written notice to the contractor, sponsor, applicant, or owner, take such action as may be necessary to cause the suspension of any further payment, advance, or guarantee of funds until such violations have ceased. HUD or its designee may, after written notice to the contractor, disburse such amounts withheld for and on account of the contractor or subcontractor to the respective employees to whom they are due. The U.S. Department of Labor shall make such disbursements in the case of direct Davis-Bacon Act contracts. (3) Payrolls and basic records.
(i) Maintaining Payroll Records. Payrolls and basic records relating thereto shall be maintained by the contractor during the course of the work and preserved for a period of three years thereafter for all laborers and mechanics working at the site of the work. Such records shall contain the name, address, and social security number of each such worker, his or her correct classification(s), hourly rates of wages paid (including rates of contributions or costs anticipated for bona fide fringe benefits or cash equivalents thereof of the types described in Section 1(b)(2)(B) of the Davis-Bacon Act), daily and weekly number of hours worked, deductions made, and actual wages paid.

Whenever the Secretary of Labor has found, under 29 CFR 5.5(a)(1)(iv), that the wages of any laborer or mechanic include the amount of any costs reasonably anticipated in providing benefits under a plan or program described in Section 1(b)(2)(B) of the Davis-Bacon Act, the contractor shall maintain records which show that the commitment to provide such benefits is enforceable, that the plan or program is financially responsible, and that the plan or program has been communicated in writing to the laborers or mechanics affected, and records which show the costs anticipated or the actual cost incurred in providing such benefits.

Contractors employing apprentices or trainees under approved programs shall maintain written evidence of the registration of apprenticeship programs and certification of trainee programs, the registration of the apprentices and trainees, and the ratios and wage rates prescribed in the applicable programs. (Approved by the Office of Management and Budget under OMB Control Numbers 1235-0023 and 1215-0018) (ii) Certified Payroll Reports.
(A) The contractor shall submit weekly, for each week in which any contract work is performed, a copy of all payrolls to HUD or its designee if the agency is a party to the contract, but if the agency is not such a party, the contractor will submit the payrolls to the applicant sponsor, or owner, as the case may be, for transmission to HUD or its designee. The payrolls submitted shall set out accurately and completely all of the information required to be maintained under 29 CFR 5.5(a)(3)(i), except that full social security numbers and home addresses shall not be included on weekly transmittals. Instead, the payrolls only need to include an individually identifying number for each employee (e.g., the last four digits of the employee’s social security number). The required weekly payroll information may be submitted in any form desired. Optional Form WH-347 is available for this purpose from the Wage and Hour Division Web site at https://www.dol.gov/agencies/whd/forms or its successor site. The prime contractor is responsible for the submission of copies of payrolls by all subcontractors. 933Exhibit 9
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HUD-4010 (06/2022)
Previous editions are obsolete. Page 3 of 5 ref. Handbook 1344.1 Contractors and subcontractors shall maintain the full social security number and current address of each covered worker, and shall provide them upon request to HUD or its designee if the agency is a party to the contract, but if the agency is not such a party, the contractor will submit the payrolls to the applicant sponsor, or owner, as the case may be, for transmission to HUD or its designee, the contractor, or the Wage and Hour Division of the U.S.

Department of Labor for purposes of an investigation or audit of compliance with prevailing wage requirements. It is not a violation of this subparagraph for a prime contractor to require a subcontractor to provide addresses and social security numbers to the prime contractor for its own records, without weekly submission to HUD or its designee. (Approved by the Office of Management and Budget under OMB Control Number 1235-0008.) (B) Each payroll submitted shall be accompanied by a “Statement of Compliance,” signed by the contractor or subcontractor or his or her agent who pays or supervises the payment of the persons employed under the contract and shall certify the following:
(1) That the payroll for the payroll period contains the information required to be provided under 29 CFR

5.5(a)(3)(ii), the appropriate information is being maintained under 29 CFR 5.5(a)(3)(i), and that such information is correct and complete;
(2) That each laborer or mechanic (including each helper, apprentice, and trainee) employed on the contract during the payroll period has been paid the full weekly wages earned, without rebate, either directly or indirectly, and that no deductions have been made either directly or indirectly from the full wages earned, other than permissible deductions as set forth in 29 CFR Part 3; (3) That each laborer or mechanic has been paid not less than the applicable wage rates and fringe benefits or cash equivalents for the classification of work performed, as specified in the applicable wage determination incorporated into the contract; and
(C) The weekly submission of a properly executed certification set forth on the reverse side of Optional Form WH-347 shall satisfy the requirement for submission of the “Statement of Compliance” required by subparagraph (a)(3)(ii)(b).
(D) The falsification of any of the above certifications may subject the contractor or subcontractor to civil or criminal prosecution under Section 1001 of Title 18 and Section 3729 of Title 31 of the United States Code. (iii) The contractor or subcontractor shall make the records required under subparagraph (a)(3)(i) available for inspection, copying, or transcription by authorized representatives of HUD or its designee or the U.S. Department of Labor, and shall permit such representatives to interview employees during working hours on the job. If the contractor or subcontractor fails to submit the required records or to make them available, HUD or its designee may, after written notice to the contractor, sponsor, applicant, or owner, take such action as may be necessary to cause the suspension of any further payment, advance, or guarantee of funds. Furthermore, failure to submit the required records upon request or to make such records available may be grounds for debarment action pursuant to 29 CFR 5.12. (4) Apprentices and Trainees.
(i) Apprentices. Apprentices will be permitted to work at less than the predetermined rate for the work they performed when they are employed pursuant to and individually registered in a bona fide apprenticeship program registered with the U.S. Department of Labor, Employment and Training Administration, Office of Apprenticeship Training, Employer and Labor Services, or with a State Apprenticeship Agency recognized by the Office, or if a person is employed in his or her first 90 days of probationary employment as an apprentice in such an apprenticeship program, who is not individually registered in the program, but who has been certified by the Office of Apprenticeship Training, Employer and Labor Services, or a State Apprenticeship Agency (where appropriate), to be eligible for probationary employment as an apprentice.

The allowable ratio of apprentices to journeymen on the job site in any craft classification shall not be greater than the ratio permitted to the contractor as to the entire work force under the registered program. Any worker listed on a payroll at an apprentice wage rate, who is not registered or otherwise employed as stated above, shall be paid not less than the applicable wage rate on the wage determination for the classification of work actually performed. In addition, any apprentice performing work on the job site in excess of the ratio permitted under the registered program shall be paid not less than the applicable wage rate on the wage determination for the work actually performed. Where a contractor is performing construction on a project in a locality other than that in which its program is registered, the ratios and wage rates (expressed in percentages of the journeyman’s hourly rate) specified in the contractor’s or subcontractor’s registered program shall be observed.

Every apprentice must be paid at not less than the rate specified in the registered program for the apprentice’s level of progress, expressed as a percentage of the journeymen hourly rate specified in the applicable wage determination.

Apprentices shall be paid fringe benefits in accordance with the provisions of the apprenticeship program. 934Exhibit 9
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HUD-4010 (06/2022)
Previous editions are obsolete. Page 4 of 5 ref. Handbook 1344.1 If the apprenticeship program does not specify fringe benefits, apprentices must be paid the full amount of fringe benefits listed on the wage determination for the applicable classification. If the Administrator determines that a different practice prevails for the applicable apprentice classification, fringe benefits shall be paid in accordance with that determination. In the event the Office of Apprenticeship Training, Employer and Labor Services, or a State Apprenticeship Agency recognized by the Office, withdraws approval of an apprenticeship program, the contractor will no longer be permitted to utilize apprentices at less than the applicable predetermined rate for the work performed until an acceptable program is approved.
(ii) Trainees. Except as provided in 29 CFR 5.16, trainees will not be permitted to work at less than the predetermined rate for the work performed, unless they are employed pursuant to and individually registered in a program which has received prior approval, evidenced by formal certification by the U.S. Department of Labor, Employment and Training Administration. The ratio of trainees to journeymen on the job site shall not be greater than permitted under the plan approved by the Employment and Training Administration. Every trainee must be paid at not less than the rate specified in the approved program for the trainee’s level of progress, expressed as a percentage of the journeyman hourly rate specified in the applicable wage determination. Trainees shall be paid fringe benefits in accordance with the provisions of the trainee program. If the trainee program does not mention fringe benefits, trainees shall be paid the full amount of fringe benefits listed on the wage determination unless the Administrator of the Wage and Hour Division determines that there is an apprenticeship program associated with the corresponding journeyman wage rate on the wage determination which provides for less than full fringe benefits for apprentices. Any employee listed on the payroll at a trainee rate who is not registered and participating in a training plan approved by the Employment and Training Administration shall be paid not less than the applicable wage rate on the wage determination for the work actually performed.

In addition, any trainee performing work on the job site in excess of the ratio permitted under the registered program shall be paid not less than the applicable wage rate on the wage determination for the work actually performed. In the event the Employment and Training Administration withdraws approval of a training program, the contractor will no longer be permitted to utilize trainees at less than the applicable predetermined rate for the work performed until an acceptable program is approved.
(iii) Equal employment opportunity. The utilization of apprentices, trainees, and journeymen under 29 CFR Part 5 shall be in conformity with the equal employment opportunity requirements of Executive Order 11246, as amended, and 29 CFR Part 30.
(5) Compliance with Copeland Act requirements. The contractor shall comply with the requirements of 29 CFR Part 3, which are incorporated by reference in this Contract.
(6) Subcontracts. The contractor or subcontractor will insert in any subcontracts the clauses contained in subparagraphs (1) through (11) in this paragraph (a) and such other clauses as HUD or its designee may, by appropriate instructions, require, and a copy of the applicable prevailing wage decision, and also a clause requiring the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor shall be responsible for the compliance by any subcontractor or lower tier subcontractor with all the contract clauses in this paragraph. (7) Contract termination; debarment. A breach of the contract clauses in 29 CFR 5.5 may be grounds for termination of the contract and for debarment as a contractor and a subcontractor as provided in 29 CFR 5.12. (8) Compliance with Davis-Bacon and Related Act Requirements. All rulings and interpretations of the Davis-Bacon and Related Acts contained in 29 CFR Parts 1, 3, and 5 are herein incorporated by reference in this Contract. (9) Disputes concerning labor standards. Disputes arising out of the labor standards provisions of this Contract shall not be subject to the general disputes clause of this Contract. Such disputes shall be resolved in accordance with the procedures of the U.S. Department of Labor set forth in 29 CFR Parts 5, 6, and 7. Disputes within the meaning of this clause include disputes between the contractor (or any of its subcontractors) and HUD or its designee, the U.S. Department of Labor, or the employees or their representatives.

(10) Certification of Eligibility.
(i) By entering into this Contract, the contractor certifies that neither it (nor he or she) nor any person or firm who has an interest in the contractor’s firm is a person or firm ineligible to be awarded Government contracts by virtue of Section 3(a) of the Davis-Bacon Act or 29 CFR 5.12(a)(1) or to be awarded HUD contracts or participate in HUD programs pursuant to 24 CFR Part 24.
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HUD-4010 (06/2022)
Previous editions are obsolete. Page 5 of 5 ref. Handbook 1344.1 (ii) No part of this Contract shall be subcontracted to any person or firm ineligible for award of a Government contract by virtue of Section 3(a) of the Davis-Bacon Act or 29 CFR 5.12(a)(1) or to be awarded HUD contracts or participate in HUD programs pursuant to 24 CFR Part 24.
(iii) Anyone who knowingly makes, presents, or submits a false, fictitious, or fraudulent statement, representation or certification is subject to criminal, civil and/or administrative sanctions, including fines, penalties, and imprisonment (e.g., 18 U.S.C. §§ 287, 1001, 1010, 1012; 31 U.S.C. §§ 3729, 3802. (11) Complaints, Proceedings, or Testimony by Employees. No laborer or mechanic, to whom the wage, salary, or other labor standards provisions of this Contract are applicable, shall be discharged or in any other manner discriminated against by the contractor or any subcontractor because such employee has filed any complaint or instituted or caused to be instituted any proceeding or has testified or is about to testify in any proceeding under or relating to the labor standards applicable under this Contract to his employer.

B. CONTRACT WORK HOURS AND SAFETY STANDARDS ACT
The provisions of this paragraph (b) are applicable where the amount of the prime contract exceeds $100,000. As used in this paragraph, the terms “laborers” and “mechanics” include watchmen and guards. (1) Overtime requirements. No contractor or subcontractor contracting for any part of the contract work, which may require or involve the employment of laborers or mechanics, shall require or permit any such laborer or mechanic in any workweek in which the individual is employed on such work to work in excess of 40 hours in such workweek, unless such laborer or mechanic receives compensation at a rate not less than one and one-half times the basic rate of pay for all hours worked in excess of 40 hours in such workweek.
(2) Violation; liability for unpaid wages; liquidated damages. In the event of any violation of the clause set forth in subparagraph B(1) of this paragraph, the contractor, and any subcontractor responsible therefor, shall be liable for the unpaid wages. In addition, such contractor and subcontractor shall be liable to the United States (in the case of work done under contract for the District of Columbia or a territory, to such District or to such territory) for liquidated damages. Such liquidated damages shall be computed with respect to each individual laborer or mechanic, including watchmen and guards, employed in violation of the clause set forth in subparagraph B(1) of this paragraph, in the sum set by the U.S.

Department of Labor at 29 CFR 5.5(b)(2) for each calendar day on which such individual was required or permitted to work in excess of the standard workweek of 40 hours without payment of the overtime wages required by the clause set forth in subparagraph B(1) of this paragraph. In accordance with the Federal Civil Penalties Inflation Adjustment Act of 1990 (28 U.S.C. § 2461 Note), the DOL adjusts this civil monetary penalty for inflation no later than January 15 each year. (3) Withholding for unpaid wages and liquidated damages. HUD or its designee shall, upon its own action or upon written request of an authorized representative of the U.S. Department of Labor, withhold or cause to be withheld from any moneys payable on account of work performed by the contractor or subcontractor under any such contract, or any other Federal contract with the same prime contract, or any other Federally-assisted contract subject to the Contract Work Hours and Safety Standards Act which is held by the same prime contractor, such sums as may be determined to be necessary to satisfy any liabilities of such contractor or subcontractor for unpaid wages and liquidated damages, as provided in the clause set forth in subparagraph B(2) of this paragraph. (4) Subcontracts. The contractor or subcontractor shall insert in any subcontracts the clauses set forth in subparagraph B(1) through (4) of this paragraph and also a clause requiring the subcontractors to include these clauses in any lower tier subcontracts. The prime contractor shall be responsible for compliance by any subcontractor or lower tier subcontractor with the clauses set forth in subparagraphs B(1) through (4) of this paragraph.

C. HEALTH AND SAFETY
The provisions of this paragraph (c) are applicable where the amount of the prime contract exceeds $100,000 . (1) No laborer or mechanic shall be required to work in surroundings or under working conditions which are unsanitary, hazardous, or dangerous to his or her health and safety, as determined under construction safety and health standards promulgated by the Secretary of Labor by regulation.
(2) The contractor shall comply with all regulations issued by the Secretary of Labor pursuant to 29 CFR Part 1926 and failure to comply may result in imposition of sanctions pursuant to the Contract Work Hours and Safety Standards Act, (Public Law 91-54, 83 Stat 96), 40 U.S.C. § 3701 et seq.
(3) The contractor shall include the provisions of this paragraph in every subcontract, so that such provisions will be binding on each subcontractor. The contractor shall take such action with respect to any subcontractor as the Secretary of Housing and Urban Development or the Secretary of Labor shall direct as a means of enforcing such provisions. 936Exhibit 9
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EXHIBIT 3

FEDERAL EQUAL EMPLOYMENT OPPORTUNITY/

AFFIRMATIVE ACTION REQUIREMENTS
Federal Contract Provision

1. EQUAL EMPLOYMENT OPPORTUNITY CLAUSE. During the performance of this contract, the contractor agrees as follows:
a. The contractor will not discriminate against any employee or applicant for employment be cause of race, color, religion, sex, or national origin. The contractor will take affirmative action to ensure that applicants are employed, and that employees are treated during employment without regard to their race, color, religion, sex, or national origin. Such action shall include, but not be limited to the following: em ployment, upgrading, demotion, or transfer; recruitment or recruitment advertising; layoff or termination; rates of pay or other forms of compensation; and selection for training, incl uding apprenticeship. The contractor agrees to post in conspicuous place s, available to employees and applicants for employment, notices to be provided setting forth the provisions of this nondiscrimination clause.
b. The contractor will, in all solicitation s or advertisements for employees placed by or on behalf of the contract or, state that all qualified applicants will receive consideration for employment without regard to race, color, religion, sex, or national origin.
c. The contractor will send to each la bor union or representative of workers with which he/she has a collectiv e bargaining agreement or other contract or understanding, a notice to be provided, advising the said labor union or workers’ representative of the contractor’s commitments under this section, and shall post copies of the notice in conspicuous places available to employees and applicants for employment.
d. The contractor will comply with all provisions of Executive Order 11246 of September 24, 1965, and of the rules, regulations, and rele vant orders of the Secretary of Labor.
e. The contractor will furnish all information and reports required by Executive Order 11246 of September 24, 1965, and by the rules, regulations, and orders of the Secretary of Labor, or pursuant thereto, and will permit access to his/her books, records, and accounts by the administering agency and the Secretary of Labor for purposes of investigation to ascertain compliance with such rules, regulations, and orders.
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f. In the event of the contractor’s noncompliance with t he nondiscrimination clause of this contract or with any of the said rules, regulations, or orders, this contract may be canceled, terminated, or suspended in whole, or in part, and the contractor may be declared ineligible for further government contracts or federally assisted construction contracts in accordance with procedures authorized in Executive Order 11246 of September 24, 1965, or by rule, regulation, or order of the Secretary of Labor, or as otherwise provided by law.
g. The contractor will include the provisions of Paragraph 1a through 1g in every subcontract or purchase order unless exempted by rule, regulations, or orders of the Secretary of Labor issued pursuant to Section 204 of Executive Order 11246 of September 24, 1965, so that such provisio nswill be binding upon each subcontractor or vendor. The contractor will take such action with respect to any subcontract or purchase order as the administering agency may direct as a means of enforcing such provisions, including sanctions for noncompliance. Provided, however, that in the event a contractor becomes involved in, or is threatened with, litigation with a subcontractor or vendor as a result of such direction by the administering agency, the contract or may request the United States to enter in to such litigation to protect the interests of the United States.

2. EQUAL EMPLOYMENT SPECIFICATIONS (Executive Order 11246). a. As used in these specifications:
(1) Covered area means the geographical area described in the solicitation from which this contract resulted;
(2) Director means Director, Office of Federal Contract Compliance Programs, United States Department of Labor, or any person to whom the Director delegates authority;
(3) Employer Identification Number (EIN) means the Federal Social Security Number used on the Employer’s Quarterly Federal Tax Return, United States Treasury Department Form 941.
(4) Minority includes:
(a) Black (all persons having origins in any of the Black African racial groups not of Hispanic origin)
(b) Hispanic (all persons of Mexican, Puerto Rican, Cuban, Central or South American or other Spanish culture or origin, regardless of race);
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(c) Asian and Pacific Islander (all persons having origins in any of the original peoples of the Far East, Southeast Asia, the Indian Subcontinent, or the pacific Islands); and
(d) American Indian or Alaskan Native (all persons having origins in any of the original peoples of North America and
maintaining identifiable tribal affiliations through membership and participation or community identification).
b. Whenever the contractor, or any subcontractor at any tier, subcontracts a portion of the work involving any construction trade, it shall physically include in each subcontract in excess of $10,000 the provisions of these specifications and t he notice which contains the applicable goals for minority and female participation and which is set forth in the solicitations from which this contract resulted.
c. If the contractor is participating (pursuant to 41 CFR Part 60 -4.5) in a Hometown Plan approved by the United States Department of Labor in the covered area either individually or through an association, its affirmative action obligations on all work in the Plan area (including goals and time tables) shall be in accordance with that Plan for thos e trades which have unions participating in the Plan. Contractors must be able to demonstrate their participation in and compliance with the provisions of any such Hometown Plan. Each contractor or subcontractor participating in an approved Plan is individ ually required to comply wit h its obligations under the EEO Clause, and to make a good faith effort to achieve each goal under the Plan in each trade in which it has employees. The overall good faith performance by other contractors or subcontractors toward a goal in an approved Plan does not excuse any covered contractor’s or subcontractor’s failure to take good faith efforts to achieve the Plan goals and timetables. d. The contractor shall implement the specific affirmative action standa rds provided in paragraphs 3g (1) through 3g (16 ) of these specifications. The goals set forth in the solicitation from which this contract resulted are expressed as percentages of the total hours of employment and training of minority and female utilization the contractor should reasonable be able to achieve in each construction trade in which it has employees in the covered area. Covered construction contractors performing construction work in geographical areas where they do not have a Federal or federally assisted construction contract shall apply the minority and female goals established for the geographical area where the work is being performed. Goals are published periodically in the Federal Register in notice form, and such notices may be obt ained from any Office of Federal Contract Compliance Programs office or from Federal procurement contracting officers. The contractor is expected to make substantially uniform progress in meeting its goals in each craft during the period specified.
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e. Neither the provisions of any collective bargaining agreement nor the failure by a union with whom the contractor has a collective bargaining agreement, to refer either minority or women shall excuse the contractor’s obligations under these specifications, Executive Order 11246 or the regulations promulgated pursuant thereto.
f. In order for the nonworking training hours of apprentices and trainees to be counted in meeting the goals, such apprentices and trainees must be employed by the contractor during the training period, and the contractor must have made a commitme nt to employ the apprentices and trainees at the completion of their training, subject to the availability of employment opportunities. Trainees must be trained pursuant to training programs approved by the United States Department of Labor.
g. The contracto r shall take specific affirmative actions to ensure equal employment opportunity. The evaluation of the contractor’s compliance with these specifications shall be based upon its effort to achieve maximum results from its actions. The contractor shall docum ent these efforts fully, and shall implement affirmative action steps at least as extensive as the following:
(1) Ensure and maintain working environment free of harassment , intimidation, and coercion at all sites, and in all facilities at which the contractor’s employees are assigned to work. The contractor, where possible, will assign two or more women to each construction project.

The contractor shall specifically ensure that all foremen, superintendents, and other on-site supervisory personnel are aware of and carry out the contractor’s obligation to maintain such a working environment, with specific attention to minority or female individuals working at such sites or in such facilities.
(2) Establish and maintain a current list of minority and female recruitment sources, provide written notification to minority and female recruitment sources and to community organizations when the contractor or its unions have employment opportunities available, and maintain a record of the organization’s responses.
(3) Maintain a current file of the name, address, and telephone numbers of each minority and female off -the street applicant and minority or female referral from a union, a recruitment source, or community organization and of what action was taken with respect to each such individual. If such individual was sent to the union hiring hall for referral and was not referred back to the contractor by the union or, if referred, not employed by the contractor, this shall be documented in the file with the reason therefore, alo ng with whatever additional actions the contractor may have taken.
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(4) Provide immediate written notification to the Director when the union or unions with which the contractor has a collective bargaining agreement has not referred to the contractor a minori ty person or woman sent by the contractor, or when the contractor has other information that th e union referral process has impeded the contractor’s efforts to meet its obligations.
(5) Develop on -the-job training opportunities and/or participate in training programs for the area which expressly include minorities and women, including upgrading programs and apprenticeship and trainee programs relevant to the contractor’s employment needs, especially those programs funded or approved by the Department of Labor. The contractor shall provide notice of these programs to the sources compiled under 3g (2) above.
(6) Disseminate the contractor’s EEO policy by providing notice of the policy to unions and training programs and requesting their cooperation in assisting the contractor in meeting its EEO obligations; by including it in any policy manual and collective bargaining agreement; by publicizing it in the company newspaper, annual report, etc.; by specific review of the policy with all management personnel and with all minority and female employees at least once a year; and by posting the company EEO policy on bulletin boards accessible to all employees at each location where construction work is performed.
(7) Review, at least annually, the company’s EEO policy and affirmative action obligations under these specifications with all employees having any responsibility for hiring, assignment, layoff, termination or other employment decisions including specific review of these items with on - site supervisory personnel such as Superintendents, General Foremen, etc., prior to the initiati on of construction work at any job site. A written record shall be made and maintained identifying the time and place of these meetings, persons attending, subject matter discussed, and disposition of the subject matter. (8) Disseminate the contractor’s EEO policy externally by including it in any advertising in the news media, specifically including minority and female news media, and providing written notification to and discussing the contractor’ s EEO policy with other contractors and subcontractors with wh om the contractor does or anticipates doing business.
(9) Direct its recruitment efforts, both oral and written, to minority, female, and community organizations; to schools with minority and 941Exhibit 9
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female students; and to minority and female recruitment and training organizations serving the contractor’s recruitment area and employment needs. Not later than one month prior to the date for the acceptance of applications for apprenticeship or other training by any recruitment sources, the contractor shall send written notification to organizations such as the above, describing the opening, screening procedures, and tests to be used in the selection process. (10) Encourage present minority and female employees t o recruit other minority persons a nd women and, where reasonable, provide after school, summer, and vacation employment to minority and female youth, both on the site and in other areas of a contractor’s work force. (11) Validate all tests and other selection requirements where there is an obligation to do so under 41 CFR Part 60 -3, Uniform Guidelines on Employee Selection Procedures.
(12) Conduct, at least annually, an inventory and evaluation at least of all minority and female personnel for promotional opportuni ties and encourage these employees to seek or to prepare for, through appropriate training, etc., such opportunities.
(13) Ensure that seniority practices, job classifications, work assignments, and other personnel practices do not have a discriminatory effect by continually monitorin g all personnel and employment-related activities to ensure that the EEO policy and the contractor’s obligations under these specifications are being carried out.
(14) Ensure that all facilities and company activities are non -segregated except that separate or single-user toilet and necessary changing facilities shall be provided to assure privacy between the sexes. (15) Document and maintain a record of all solicitations of offers for subcontracts from minority and female construction cont ractors and suppliers, including circulation of solicitations to minority and female contractor associations and other business associations. (16) Conduct a review, at least annually, of all supervisors’ adherence to and performance under the contractor’s EEO policies and affirmative action obligations.
h. Contractors are encouraged to participate in voluntary associations which assist in fulfilling one or more of their affirmative action obligations 3g(1) through (16). The efforts of a contractor association, joint contractor-union, contractor-community, or other similar group of which the contractor is a 942Exhibit 9
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member and participant, may be asserted as fulfilling any one or more of its obligations under 3g(1) though (16) of these specifications provided that the contractor actively participates in the group, makes every effort to ensure that the group has a positive impact on the employment of minorities and women in the industry, ensures that the concrete benefits of the program are reflected in the contractor’s minority and female work force participation, makes a good faith effort to meet its individual goals and timetables, and can provide access to documentation which demonstrates the effectiveness of actions taken on behalf of the contractor. The obligation to co mply, however, is the contractor’s, and failure of such a group to fulfill an obligation shall not be a defense for the contractor’s noncompliance. i. A single goal for minorities and a separate single goal for women have been established. Th e contractor, ho wever, is required to provide equal employment opportunity and to take affirmative action for all minority groups, both male and female, and all women, both minority and non - minority. Consequently, the contractor may be in violation of the Executive Order if a particular group is employed in a substantially disparate manner (for example, even though the contractor has achieved its goals for women generally, the contractor may be in violation of the Executive Order if a specific minority group of women is underutilized).
j. The contractor shall not use the goals and timetables of affirmative action standards to discriminate against any person because of race, color, religion, sec or national origin.
k. The contractor shall not enter i nto any subcontract with any person or firm debarred from Government contracts pursuant to Executive Order 11246. l. The contractor shall carry out such sanctions and penalties for violation of these specifications and of the Equal Opportunity Clause, includ ing suspension, termination, and cancellation of existing subcontracts as may be imposed or ordered pursuant to Executive Order 11246, as amended, and its implementing regulations, by the Office of Federal Contract Compliance Programs. Any contractor who fails to carry out such sanctions and penalties shall be in violation of these specifications and Executive Order 11246, as amended.
m. The contractor, in fulfilling its obligations under these specifications, shall implement specific affirmative actions steps, at least as extensive as those standards prescribed in Paragraph 3g of these specifications, so as to achieve maximum results from its efforts to ensure equal employment opportunity. If the contractor fails to comply with the requirements of the Executive Order, the implementing regulations, or these specifications, the Director shall proceed in accordance with 41 CFR Part 60-1.8 (Show Cause Notice).
943Exhibit 9
Anser Advisory
207 |
n. The contractor shall designate a responsible official to monitor all employment related activity to ensure that the company EEO policy is being carried out, to be required by the Government and to keep records. Records shall at least include for each employee the name, address, telephone numbers, construction trade, union affiliation, if any, employee identification number when assign ed, social security number, race, sex, status (e.g., mechanic, apprentice, train ee, helper, or laborer), dates of changes in status, hours worked per week in the indicated trade, rate of pay, and locations at which the work was performed. Records shall be maintained in an easily understandable and retrievable form; however, to the deg ree that existing records satisfy this requirement, contractors shall not be required to maintain separate records.
o. Nothing herein provided shall be construed as a limitation upon the application of other laws which establish different standards of compliance or upon the application of requirements for the hiring of local or other area residents (e.g., those under the Public Works Employment Act of 1977 and the Community Development Block Grant Program).
p. The Director, from time to time, shall issue goals and timetables for minority and female utilization which shall be based on appropriate work force, demographic or other relevant data and which shall cover construction projects or construction contracts performed in specific geographic areas.