Attachment 1 - Public Service Agreement with Group 4 Architecture, Research + Planning, Inc. — Cathedral City City Council, July 9, 2025

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AGREEMENT FOR SERVICES

BETWEEN

THE CITY OF CATHEDRAL CITY, CALIFORNIA
AND
GROUP 4 ARCHITECTURE, RESEARCH + PLANNING, INC.

This Agreement for Services (“Agreement”) is entered into as of this 10 day of July, 2025 by and between the City of Cathedral City, a municipal corporation (“City”) and Group 4 Architecture, Research + Planning, Inc., (“Consultant”). City and Consultant are sometimes hereinafter individually referred to as “Party” and hereinafter collectively referred to as the “Parties.”

RECITALS
A. City has sought, by request for proposals, the performance of the services defined and described particularly in Section 2 of this Agreement.

B. Consultant, following submission of a proposal, for the performance of the services defined and described particularly in Section 2 of this Agreement, was selected by the City to perform those services.

C. The Parties desire to formalize the selection of Consultant for performance of those services defined and described particularly in Section 2 of this Agreement and desire that the terms of that performance be as particularly defined and described herein.

OPERATIVE PROVISIONS
NOW, THEREFORE, in consideration of the mutual promises and covenants made by the Parties and contained here and other consideration, the value and adequacy of which are hereby acknowledged, the Parties agree as follows:

SECTION 1. TERM OF AGREEMENT.

Subject to the provisions of Section 20 "Termination of Agreement" of this Agreement, the Term of this Agreement is for 150 days, commencing on the date first ascribed above.

SECTION 2. SCOPE OF SERVICES & SCHEDULE OF PERFORMANCE.

Consultant agrees to perform the services set forth in Exhibit “A” “Scope of Services” (hereinafter, the “Services”) and made a part of this Agreement by this reference. The Services shall be completed pursuant to the schedule specified in Exhibit “A.” Should the Services not be completed pursuant to that schedule, the Service Provider shall be deemed to be in Default of this Agreement. The City, in its sole discretion, may choose not to enforce the Default provisions of this Agreement and may instead allow Service Provider to continue performing the Services.

SECTION 3. ADDITIONAL SERVICES.

Consultant shall not be compensated for any work rendered in connection with its - 2 - 4886-8063-8473 v2
performance of this Agreement that are in addition to or outside of the Services unless such additional services are authorized in advance and in writing in accordance with Section 26 “Administration and Implementation” or Section 28 “Amendment” of this Agreement. If and when such additional work is authorized, such additional work shall be deemed to be part of the Services.

SECTION 4. COMPENSATION AND METHOD OF PAYMENT.
(a) Subject to any limitations set forth in this Agreement, City agrees to pay Consultant the amounts specified in Exhibit “B” “Compensation” and made a part of this Agreement by this reference. The total compensation, including reimbursement for actual expenses, shall not exceed ninety-nine thousand and six hundred dollars ($99,600.00), unless additional compensation is approved in writing in accordance with Section 26 “Administration and Implementation” or Section 28 “Amendment” of this Agreement. (b) Each month Consultant shall furnish to City an original invoice for all work performed and expenses incurred during the preceding month. The invoice shall detail charges by the following categories: labor (by sub-category), travel, materials, equipment, supplies, and subconsultant contracts. Subconsultant charges shall be detailed by the following categories: labor, travel, materials, equipment and supplies. If the compensation set forth in subsection (a) and Exhibit “B” include payment of labor on an hourly basis (as opposed to labor and materials being paid as a lump sum), the labor category in each invoice shall include detailed descriptions of task performed and the amount of time incurred for or allocated to that task. City shall independently review each invoice submitted by the Consultant to determine whether the work performed and expenses incurred are in compliance with the provisions of this Agreement. In the event that no charges or expenses are disputed, the invoice shall be approved and paid according to the terms set forth in subsection (c). In the event any charges or expenses are disputed by City, the original invoice shall be returned by City to Consultant for correction and resubmission.
(c) Except as to any charges for work performed or expenses incurred by Consultant which are disputed by City, City will use its best efforts to cause Consultant to be paid within thirty (30) days of receipt of Consultant’s correct and undisputed invoice. (d) Payment to Consultant for work performed pursuant to this Agreement shall not be deemed to waive any defects in work performed by Consultant.

SECTION 5. INSPECTION AND FINAL ACCEPTANCE.

City may inspect and accept or reject any of Consultant’s work under this Agreement, either during performance or when completed. City shall reject or finally accept Consultant’s work within sixty (60) days after submitted to City. City shall reject work by a timely written explanation, otherwise Consultant’s work shall be deemed to have been accepted. City’s acceptance shall be conclusive as to such work except with respect to latent defects, fraud and such gross mistakes as amount to fraud. Acceptance of any of Consultant’s work by City shall not constitute a waiver of any of the provisions of this Agreement including, but not limited to, Section 16 “Indemnification” and Section - 3 - 4886-8063-8473 v2
17 “Insurance.”
SECTION 6. OWNERSHIP OF DOCUMENTS.

All original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents prepared, developed or discovered by Consultant in the course of providing the Services pursuant to this Agreement shall become the sole property of City and may be used, reused or otherwise disposed of by City without the permission of the Consultant. Upon completion, expiration or termination of this Agreement, Consultant shall turn over to City all such original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents.

If and to the extent that City utilizes for any purpose not related to this Agreement any maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files or other documents prepared, developed or discovered by Consultant in the course of providing the Services pursuant to this Agreement, Consultant’s guarantees and warranties in Section 9 “Standard of Performance” of this Agreement shall not extend to such use of the maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files or other documents.

All final work product developed by Consultant in the course of providing the Services pursuant to this Agreement shall become the sole property of City and may be used, reused or otherwise disposed of by City without the permission of the Consultant. Upon completion, expiration or termination of this Agreement, Consultant shall turn over to City all such final work product if paid for by the City. This provision specifically excludes Consultants’ work notes and drafts, which are owned by Consultant, not City.

SECTION 7. CONSULTANT'S BOOKS AND RECORDS.
(a) Consultant shall maintain any and all documents and records demonstrating or relating to Consultant’s performance of the Services. Consultant shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, or other documents or records evidencing or relating to the Services, including expenditures and disbursements charged to City pursuant to this Agreement. Any and all such documents or records shall be maintained in accordance with generally accepted accounting principles and shall be sufficiently complete and detailed so as to permit an accurate evaluation of the services provided by Consultant pursuant to this Agreement.

Any and all such documents or records shall be maintained for three (3) years from the date of execution of this Agreement and to the extent required by laws relating to audits of public agencies and their expenditures. In accordance with California Government Code Section 8546.7, if the total compensation in Section 4 exceeds ten thousand dollars ($10,000.00), this Agreement and the Consultant's books and records related to this Agreement shall be subject to the examination and audit of the State Auditor, at the request of City or as part of any audit of the City, for a period of three (3) years after final payment under the Agreement.
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(b) Any and all records or documents required to be maintained pursuant to this section shall be made available for inspection, audit and copying, at any time during regular business hours, upon request by City or its designated representative. Copies of such documents or records shall be provided directly to the City for inspection, audit and copying when it is practical to do so; otherwise, unless an alternative is mutually agreed upon, such documents and records shall be made available at Consultant’s address indicated for receipt of notices in this Agreement.
(c) Where City has reason to believe that any of the documents or records required to be maintained pursuant to this section may be lost or discarded due to dissolution or termination of Consultant’s business, City may, by written request, require that custody of such documents or records be given to the City. Access to such documents and records shall be granted to City, as well as to its successors-in-interest and authorized representatives.

SECTION 8. INDEPENDENT CONSULTANT.
(a) Consultant is and shall at all times remain a wholly independent Consultant and not an officer, employee or agent of City. Consultant shall have no authority to bind City in any manner, nor to incur any obligation, debt or liability of any kind on behalf of or against City, whether by contract or otherwise.
(b) The personnel performing the Services under this Agreement on behalf of Consultant shall at all times be under Consultant’s exclusive direction and control.

Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City, shall have control over the conduct of Consultant or any of Consultant’s personnel.

Consultant shall not at any time or in any manner represent that Consultant or any of Consultant’s personnel are in any manner officials, officers, or employees of City. (c) Neither Consultant, nor any of Consultant’s personnel shall obtain any rights to retirement, health care or any other benefits which may otherwise accrue to City’s employees. Consultant expressly waives any claim Consultant, its officers, employees, agents or subconsultant’s, may have to any such rights. Consultant’s indemnity obligations in Section 16 “Indemnification” of this Agreement include the obligation to indemnify the City from and against any liability that may arise related to claims that Consultant, its officers, employees, agents or subconsultant’s, are entitled to retirement, health care or any other benefits that accrue to City employees. This provision shall survive the expiration or earlier termination of this Agreement.

SECTION 9. STANDARD OF PERFORMANCE.
(a) Consultant represents and warrants that it has the qualifications, experience and facilities necessary to properly perform the Services required under this Agreement in a thorough, competent and professional manner. Consultant shall at all times faithfully, competently and to the best of its ability, experience and talent, perform all Services. In meeting its obligations under this Agreement, Consultant shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing services similar to the Services required of Consultant under this Agreement. - 5 - 4886-8063-8473 v2
In addition to the general standards of performance set forth this section, additional specific standards of performance and performance criteria may be set forth in Exhibit “A” “Scope of Work” that shall also be applicable to Consultant’s work under this Agreement. Where there is a conflict between a general and a specific standard of performance or performance criteria, the specific standard or criteria shall prevail over the general.
(b) Consultant warrants that (1) it has thoroughly investigated and considered the work to be performed, (2) it has investigated the issues, regarding the scope of services to be provided, (3) it has carefully considered how the work should be performed, and (4) it fully understands the facilities, difficulties and restrictions attending performance of the work under this Agreement.

SECTION 10. COMPLIANCE WITH APPLICABLE LAWS; PERMITS AND LICENSES.

Consultant shall keep itself informed of and comply with all applicable federal, state and local laws, statutes, codes, ordinances, regulations and rules in effect during the term of this Agreement. Consultant shall obtain any and all licenses, permits and authorizations necessary to perform the Services set forth in this Agreement. Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City, shall be liable, at law or in equity, as a result of any failure of Consultant to comply with this section.

SECTION 11. PREVAILING WAGE LAWS
It is the understanding of City and Consultant that California prevailing wage laws do not apply to this Agreement because the Agreement does not involve any of the following services subject to prevailing wage rates pursuant to the California Labor Code or regulations promulgated thereunder: Construction, alteration, demolition, installation, or repair work performed on public buildings, facilities, streets or sewers done under contract and paid for in whole or in part out of public funds. In this context, “construction" includes work performed during the design and preconstruction phases of construction including, but not limited to, inspection and land surveying work.

SECTION 12. NONDISCRIMINATION.

Consultant shall not discriminate, in any way, against any person on the basis of race, religious creed, color, national origin, ancestry, physical disability, mental disability, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, or military and veteran status in connection with or related to the performance of this Agreement.

SECTION 13. UNAUTHORIZED ALIENS.

Consultant hereby promises and agrees to comply with all of the provisions of the Federal Immigration and Nationality Act, 8 U.S.C.A. §§ 1101, et seq., as amended, and in connection therewith, shall not employ unauthorized aliens as defined therein. Should Consultant so employ such unauthorized aliens for the performance of the Services, and should the any liability or sanctions be imposed against City for such use of unauthorized - 6 - 4886-8063-8473 v2
aliens, Consultant hereby agrees to and shall reimburse City for the cost of all such liabilities or sanctions imposed, together with any and all costs, including attorneys' fees, incurred by City.

SECTION 14. CONFLICTS OF INTEREST.
(a) Consultant covenants that neither it, nor any officer or principal of its firm, has or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of City or which would in any way hinder Consultant’s performance of the Services. Consultant further covenants that in the performance of this Agreement, no person having any such interest shall be employed by it as an officer, employee, agent or subconsultant without the express written consent of the City Manager. Consultant agrees to at all times avoid conflicts of interest or the appearance of any conflicts of interest with the interests of City in the performance of this Agreement. (b) City understands and acknowledges that Consultant is, as of the date of execution of this Agreement, independently involved in the performance of non-related services for other governmental agencies and private parties. Consultant is unaware of any stated position of City relative to such projects. Any future position of City on such projects shall not be considered a conflict of interest for purposes of this section. (c) City understands and acknowledges that Consultant will perform nonrelated services for other governmental agencies and private Parties following the completion of the Services under this Agreement. Any such future service shall not be considered a conflict of interest for purposes of this section. (d) City may determine that Consultant must disclose its financial interests by completing and filing a Fair Political Practices Commission Form 700, Statement of Economic Interests. If such a determination is made, Consultant shall file the subject Form 700 with the City Clerk’s Office pursuant to the written instructions provided by the Office of the City Clerk within ten (10) days of the request.

SECTION 15. CONFIDENTIAL INFORMATION; RELEASE OF INFORMATION. (a) All information gained or work product produced by Consultant in performance of this Agreement shall be considered confidential, unless such information is in the public domain or already known to Consultant. Consultant shall not release or disclose any such information or work product to persons or entities other than City without prior written authorization from the City Manager, except as may be required by law.
(b) Consultant, its officers, employees, agents or subconsultant’s, shall not, without prior written authorization from the City Manager or unless requested by the City Attorney of City, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories or other information concerning the work performed under this Agreement. Response to a subpoena or court order shall not be considered "voluntary" provided Consultant gives City notice of such court order or subpoena.
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(c) If Consultant, or any officer, employee, agent or subconsultant of Consultant, provides any information or work product in violation of this Agreement, then City shall have the right to reimbursement and indemnity from Consultant for any damages, costs and fees, including attorney's fees, caused by or incurred as a result of Consultant’s conduct.

Consultant shall promptly notify City should Consultant, its officers, employees, agents or subconsultant’s, be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder. City retains the right, but has no obligation, to represent Consultant or be present at any deposition, hearing or similar proceeding. Consultant agrees to cooperate fully with City and to provide City with the opportunity to review any response to discovery requests provided by Consultant. However, this right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response. Consultant shall not be held criminally or civilly liable under any Federal or State trade secret law for the disclosure of a trade secret that is made in confidence to a Federal, State, or local government official or to an attorney solely for the purpose of reporting or investigating a suspected violation of law or for the disclosure of a trade secret that is made in a complaint or other document filed in a lawsuit or other proceeding, if such filing is made under seal.

SECTION 16. INDEMNIFICATION.
(a) Indemnification for Professional Liability. Where the law establishes a professional standard of care for Consultant’s services, to the fullest extent permitted by law, Consultant shall indemnify, protect, defend and hold harmless City and any and all of its officials, employees and agents (“Indemnified Parties”) from and against any and all liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including attorneys’ fees and costs, court costs, interest, defense costs, and expert witness fees) arise out of, are a consequence of, or are in any way attributable to, in whole or in part, any negligent or wrongful act, error or omission of Consultant, or by any individual or entity for which Consultant is legally liable, including but not limited to officers, agents, employees or subconsultant’s of Consultant, in the performance of professional services under this Agreement. Notwithstanding the foregoing, to the extent that the Consultant’s services are subject to California Civil Code Section 2782.8, the above indemnity, including the cost to defend, shall be limited to the extent required by Civil Code Section 2782.8. Notwithstanding the above, the Consultant has no obligation to pay for any defense related cost prior to a final determination of its liability. Following any such determination of its liability, the Consultant shall be responsible to pay an amount of such costs equal to the finally determined percentage of liability based upon the comparative fault of the Consultant. (b) Indemnification for Other than Professional Liability. Other than in the performance of professional services and to the full extent permitted by law, Consultant shall indemnify, protect, defend and hold harmless City, and any and all of its employees, officials and agents from and against any liability (including liability for claims, suits, - 8 - 4886-8063-8473 v2
actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including attorneys’ fees and costs, court costs, interest, defense costs, and expert witness fees), where the same arise out of, are a consequence of, or are in any way attributable to, in whole or in part, the performance of this Agreement by Consultant, or by any individual or entity for which Consultant is legally liable, including but not limited to officers, agents, employees or subconsultant’s of Consultant.
(c) Indemnification from Subconsultant’s. Consultant agrees to obtain executed indemnity agreements with provisions identical to those set forth in this section from each and every subconsultant or any other person or entity involved by, for, with or on behalf of Consultant in the performance of this Agreement naming the Indemnified Parties as additional indemnitees. In the event Consultant fails to obtain such indemnity obligations from others as required herein, Consultant agrees to be fully responsible according to the terms of this section. Failure of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder. This obligation to indemnify and defend City as set forth herein is binding on the successors, assigns or heirs of Consultant and shall survive the termination of this Agreement or this section.
(d) City’s Negligence. The provisions of this section do not apply to claims occurring as a result of City’s sole negligence. The provisions of this section shall not release City from liability arising from gross negligence or willful acts or omissions of City or any and all of its officials, employees and agents.

SECTION 17. INSURANCE.

Consultant agrees to obtain and maintain in full force and effect during the term of this Agreement the insurance policies set forth in Exhibit “C” “Insurance” and made a part of this Agreement. All insurance policies shall be subject to approval by City as to form and content. These requirements are subject to amendment or waiver if so approved in writing by the City Manager. Consultant agrees to provide City with copies of required policies upon request.

SECTION 18. ASSIGNMENT.

The expertise and experience of Consultant are material considerations for this Agreement. City has an interest in the qualifications and capability of the persons and entities who will fulfill the duties and obligations imposed upon Consultant under this Agreement. In recognition of that interest, Consultant shall not assign or transfer this Agreement or any portion of this Agreement or the performance of any of Consultant’s duties or obligations under this Agreement without the prior written consent of the City.

Any attempted assignment shall be ineffective, null and void, and shall constitute a material breach of this Agreement entitling City to any and all remedies at law or in equity, including termination of this Agreement pursuant to Section 20 “Termination of Agreement.” City acknowledges, however, that Consultant, in the performance of its duties pursuant to this Agreement, may utilize subconsultant’s. - 9 - 4886-8063-8473 v2
SECTION 19. CONTINUITY OF PERSONNEL.

Consultant shall make every reasonable effort to maintain the stability and continuity of Consultant’s staff and subconsultant’s, if any, assigned to perform the Services. Consultant shall notify City of any changes in Consultant’s staff and subconsultant’s, if any, assigned to perform the Services prior to and during any such performance.

SECTION 20. TERMINATION OF AGREEMENT.
(a) City may terminate this Agreement, with or without cause, at any time by giving thirty (30) days written notice of termination to Consultant. In the event such notice is given, Consultant shall cease immediately all work in progress. (b) Consultant may terminate this Agreement for cause at any time upon thirty (30) days written notice of termination to City.
(c) If either Consultant or City fail to perform any material obligation under this Agreement, then, in addition to any other remedies, either Consultant, or City may terminate this Agreement immediately upon written notice. (d) Upon termination of this Agreement by either Consultant or City, all property belonging exclusively to City which is in Consultant’s possession shall be returned to City.

Consultant shall furnish to City a final invoice for work performed and expenses incurred by Consultant, prepared as set forth in Section 4 “Compensation and Method of Payment” of this Agreement. This final invoice shall be reviewed and paid in the same manner as set forth in Section 4 “Compensation and Method of Payment” of this Agreement.

SECTION 21. DEFAULT.

In the event that Consultant is in default under the terms of this Agreement, the City shall not have any obligation or duty to continue compensating Consultant for any work performed after the date of default. Instead, the City may give notice to Consultant of the default and the reasons for the default. The notice shall include the timeframe in which Consultant may cure the default. This timeframe is presumptively thirty (30) days, but may be extended, though not reduced, if circumstances warrant. During the period of time that Consultant is in default, the City shall hold all invoices and shall, when the default is cured, proceed with payment on the invoices. In the alternative, the City may, in its sole discretion, elect to pay some or all of the outstanding invoices during the period of default. If Consultant does not cure the default, the City may take necessary steps to terminate this Agreement under Section 20 “Termination of Agreement.” Any failure on the part of the City to give notice of the Consultant’s default shall not be deemed to result in a waiver of the City’s legal rights or any rights arising out of any provision of this Agreement.

SECTION 22. EXCUSABLE DELAYS.

Consultant shall not be liable for damages, including liquidated damages, if any, caused by delay in performance or failure to perform due to causes beyond the control of - 10 - 4886-8063-8473 v2
Consultant. Such causes include, but are not limited to, acts of God, acts of the public enemy, acts of federal, state or local governments, acts of City, court orders, fires, floods, epidemics, strikes, embargoes, and unusually severe weather. The term and price of this Agreement shall be equitably adjusted for any delays due to such causes.

SECTION 23. COOPERATION BY CITY.

All public information, data, reports, records, and maps as are existing and available to City as public records, and which are necessary for carrying out the Services shall be furnished to Consultant in every reasonable way to facilitate, without undue delay, the Services to be performed under this Agreement.

SECTION 24. NOTICES.

All notices required or permitted to be given under this Agreement shall be in writing and shall be personally delivered, or sent by certified mail, postage prepaid and return receipt requested, addressed as follows:

To City: City of Cathedral City
Attn: City Clerk
68700 Avenida Lalo Guerrero
Cathedral City, CA 92234
To Consultant: Group 4 Architecture, Research + Planning, Inc. 211 Linden Avenue
South San Francisco, California 94080
Notice shall be deemed effective on the date personally delivered or, if mailed, three (3) days after deposit of the same in the custody of the United States Postal Service.

SECTION 25. AUTHORITY TO EXECUTE.

Each of the signatories hereto represents and warrants that he or she is competent and authorized to enter into this Agreement on behalf of the Party for whom he or she purports to sign. Each Party hereto agrees to defend, indemnify, and hold harmless the other Parties hereto against all claims, suits, actions, and demands, including necessary expenses of investigation and reasonable attorneys' fees and costs, arising out of claims that its signatory was not competent or so authorized to execute this Agreement.

SECTION 26. ADMINISTRATION AND IMPLEMENTATION.

This Agreement shall be administered and executed by the City Manager or his or her designated representative. The City Manager shall have the authority to issue interpretations and to make amendments to this Agreement, including amendments that commit additional funds, consistent with Section 28 “Amendment” and the City Manager’s contracting authority under the City of Cathedral City Municipal Code and its adopted policies and procedures.
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SECTION 27. BINDING EFFECT.

This Agreement shall be binding upon the heirs, executors, administrators, successors and assigns of the Parties.

SECTION 28. AMENDMENT.

No amendment to or modification of this Agreement shall be valid unless made in writing and approved by the Consultant and by the City. The City Manager shall have the authority to approve any amendment to this Agreement if it does not exceed the amount that may be approved administratively pursuant to the City Municipal Code. The Parties agree that the requirement for written modifications cannot be waived and that any attempted waiver shall be void. The City’s City Manager may, but is not required to, make minor amendments not affecting substantive terms without further authorization from the City Council. The City Council hereby authorizes the City Manager to execute any such amendments as required by this Agreement or that do not otherwise reduce City’s rights under this Agreement. All other amendments shall be approved by the City Council.

SECTION 29. WAIVER.

Waiver by any Party to this Agreement of any term, condition, or covenant of this Agreement shall not constitute a waiver of any other term, condition, or covenant. Waiver by any Party of any breach of the provisions of this Agreement shall not constitute a waiver of any other provision nor a waiver of any subsequent breach or violation of any provision of this Agreement. Acceptance by City of any work by Consultant shall not constitute a waiver of any of the provisions of this Agreement.

SECTION 30. LAW TO GOVERN; VENUE.

This Agreement shall be interpreted, construed and governed according to the laws of the State of California. In the event of litigation between the Parties, venue in state trial courts shall lie exclusively in the County of Riverside, California. In the event of litigation in a U.S. District Court, venue shall lie exclusively in the Central District of California, in Riverside.

SECTION 31. ATTORNEYS FEES, COSTS AND EXPENSES.

In the event litigation or other proceeding is required to enforce or interpret any provision of this Agreement, the prevailing Party in such litigation or other proceeding shall be entitled to an award of reasonable attorney's fees, costs and expenses, in addition to any other relief to which it may be entitled.

SECTION 32. ENTIRE AGREEMENT.

This Agreement, including the attached Exhibits "A" through "C", is the entire, complete, final and exclusive expression of the Parties with respect to the matters addressed therein and supersedes all other agreements or understandings, whether oral or written, or entered into between Consultant and City prior to the execution of this Agreement. No statements, representations or other agreements, whether oral or written, - 12 - 4886-8063-8473 v2
made by any Party which are not embodied herein shall be valid and binding.

SECTION 33. SEVERABILITY.

If any term, condition or covenant of this Agreement is declared or determined by any court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions of this Agreement shall not be affected thereby and the Agreement shall be read and construed without the invalid, void or unenforceable provision(s).

SECTION 34. ELECTRONIC SIGNATURE
The Parties agree that, in accordance with the City’s Electronic Signature Use Policy, adopted on August 10, 2023, and as amended thereafter, the Parties may use electronic signatures to execute this Agreement. Any use of electronic signatures to execute this Agreement shall comply with the City’s Electronic Signature Use Policy, and such signatures shall have the same force and effect as if this Agreement were executed by hand. Consultant acknowledges that it has had an opportunity to request and review the City’s Electronic Signature Use Policy, and Consultant agrees to comply with the Electronic Signature Use Policy. Consultant agrees to indemnify, defend, and hold the City harmless from any claim, damage, or liability associated with transmitting an electronic signature or an electronically signed record by electronic transmission.

SECTION 35. CONFLICTING TERMS.

Except as otherwise stated herein, if the terms of this Agreement conflict with the terms of any Exhibit hereto, or with the terms of any document incorporated by reference into this Agreement, the terms of this Agreement shall control.

IN WITNESS WHEREOF, the Parties hereto have executed this Agreement on the date and year first-above written.
[SIGNATURES ON FOLLOWING PAGE]
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CITY OF CATHEDRAL CITY
___________________________
Charles P. McClendon
City Manager
ATTEST:
___________________________
Tracey R. Hermosillo
City Clerk

APPROVED AS TO FORM
_______________________________
Eric S. Vail
City Attorney
GROUP 4 ARCHITECTURE,
RESEARCH + PLANNING, INC.
______________________________
Andrea Gifford
President
4886-8063-8473 v2 A-1
EXHIBIT "A"

SCOPE OF SERVICES
A. City’s Original Scope of Services outlined in RFP. This study aims to identify the most viable sites for the Center to be built on, utilizing a multifactorial analysis. The needs of the community should be incorporated into the study.

The feasibility study should include at a minimum, these minimum elements:

1. Center Assessment:
i. Amenities: After Community Outreach and Engagement has been conducted, Consultant should determine what types of amenities will be required in order to operate the pre-determined programming. This may include facilities such as a basketball court, fitness room, community meeting space, etc. ii. Location: The Consultant will determine the top three (3) qualifying sites and describe improvements or rehabilitation (if an existing building is selected) that would need to be completed for the sites to be functional and meet the community needs, including accessibility improvements and potential site constraints. The location of the Center should be optimally situated in the City in order to be accessible to the greatest number of residents. If feasible within the budget, this section could include visuals and diagrams for sites illustrating possible uses, which will be used to communicate their viability to community members. In determining appropriate sites, the following factors should be assessed:
a. Scalability: The location of the Center should be selected with scalability in mind. This includes consideration of future population growth (based on current demographic trends) and site analysis to ensure the Center can be expanded when additional funding becomes available. b. City-Owned Properties vs. Purchasing: The assessment should determine optimality in selecting either a City-owned property or purchase of a non-City owned property to build the Center on, taking all other assessment considerations into account.
c. New Build vs. Rehabilitation: The assessment should determine whether a new-build (ground-up construction) or rehabilitation of an existing building is more desirable, considering other assessment factors like land selection, scalability, costs, and amenities requirements. d. Transportation Access: Transportation to and parking for the Center should be evaluated, including but not limited to:

1. Proximity to existing bus routes;

2. Consideration of the existing three-story parking structure (situated west of the existing City Hall) for parking;

3. Adjacency to arterial City streets;
4886-8063-8473 v2 A-2

4. Accessibility for non-vehicles, included but not limited to bicycles, ebicycles, scooters, etc. e. Financial Analysis and Funding Options: Multi-variable financial analysis should be conducted at each level of assessment to present potential cost differences and funding options between Center development options, including but not limited to:

1. Utilizing City-owned property vs purchasing non-City owned property;

2. New build vs existing building rehabilitation costs;

3. Cost projection of program operations that are based off community outreach results;

4. Funding opportunities available for site selection;

5. Scalability cost projections.
f. Partnership Opportunities: Public/private partnerships should be evaluated to determine if potential partnerships could be leveraged in the operation of the Center, either in its development or once it is established.

2. Community Outreach and Engagement Plan: The Consultant will develop a plan, in coordination with the DRD and City, to facilitate community and stakeholder engagement and evaluate feedback as it relates to the needs for the Center.

Engagement will address questions around community and programmatic needs that can be met through the Center. Consultants will assess feedback from engagement around community opportunities, barriers, and gaps in existing City programming. The City has a predominately Hispanic population (approximately 62%) with households of various income levels. The Consultant will be responsible for ensuring their plan for community engagement elicits participation of underserved and vulnerable residents. Refer to the deliverables in “Element 3: Outreach and Engagement” below for minimum criteria to be included within the engagement plan.

3. Conduct Outreach and Engagement: Consultant’s outreach and engagement should include, at a minimum, two community visioning sessions (one in Spanish or with Spanish interpretation) as well as approximately 2-4 targeted stakeholder listening and feedback sessions (with groups like the DRD, the Senior Center, City residents, and the local school district, Palm Springs Unified School District) to ensure that the information gathered correctly identifies stakeholder needs and concerns. Engagement may also include digital outreach such as online surveys and/or social media. After conducting this outreach and engagement, the Consultant will present the Initial Draft Assessment to the City Council during a Study Session and gather feedback to incorporate into the Final Assessment. 4886-8063-8473 v2 A-3
B. Group 4 Architecture’s Basic Services Work Plan to Address City’s Scope of Services.

TASK 1: CENTER ASSESSMENT

1.1 Needs Assessment

1.1.1 Existing Facilities/Programs/Services:

Review existing DRD and City community and recreation facilities, programs, and services and how they can be expanded with a new community center. Review all existing studies, as well as community demand for programs, service, and facilities. Identify all current facilities, public and private that are providing recreation services and develop a space utilization matrix the includes types of activities, age groups and spaces that are being offered, used and available.

1.1.2 Validation of Need:

Summarize the case for a new facility by analyzing current facility deficiencies, increasing community demand, and service gaps. Emphasize the limitations, the obsolescence, or the lack of existing community facilities, programs, and services.

1.1.3 Community Spaces, Places, Programs, and Activities:

Identify the latest national and regional trends in community and recreational programming, fitness, wellness, social gathering, and flexible space use into the community survey for use and discussion with the community and staff in the first round of community engagement.

1.1.4 Enhanced Role in Emergency Response:

Prioritize the potential for the new center to function as a community resilience asset. Identify building and space elements for a resiliency center for warming, cooling, information and supply distribution, connectivity, recharging, emergency staging, power redundancy, and water/food distribution capabilities. Research and explore opportunities to strengthen eligibility for certain funding streams.

1.1.5 Sustainability Framework:

Outline a high-level sustainability strategy (e.g., LEED, net-zero readiness, renewable energy integration) that strengthens the project’s eligibility for grants and aligns with the City of Cathedral City’s environmental stewardship goals.

1.1.6 Benchmarking and Lessons Learned:

Analyze recently completed community centers regionally and nationally for insights into what works well, cost-effective solutions, and pitfalls to avoid in both design and operations.

1.1.7 Demographic and Socioeconomic Analysis:

Complete a demographic trends analysis which is based on Census 2020 4886-8063-8473 v2 A-4
baseline data, 2024 reported data, and projected populations for the next five and ten years. Demographic characteristics analyzed and reported on will include age, gender, education, income. This analysis will provide an understanding of the demographic environment that the new center will serve.

1.1.8 Programming Priorities, Options + Mapping:

Assess the programming priorities with the community’s input from the round 1 engagement, staffs input, and a review of demographic, cultural, and community interest. The Consultant shall develop up to three building program options to review with the PMT and Recreation Staff. The consultant shall determine what types of spaces/amenities will be required to support the activities, programs and services and provide a detailed mapping for building program options.

1.2 Site Identification, Development Options, and Analysis

1.2.1 Site Identification:

Working closely with the PMT, City staff, and the DRD the consultant team shall develop a preliminary list of potential sites for consideration for development strategies. An initial analysis of the sites will be completed for the review with the PMT that shall include criteria such as:
- Availability
- Capacity
- Access
- Parking (surface and structure)
- Development cost model and construction budget (preliminary)

1.2.2 Development Options:

Viable sites will then have development options prepared for further analysis.

Information developed for each of the sites shall include more detailed information that can be used in the comparison analysis that will include additional criteria such as:
- City-Owned properties vs. purchasing
- New build versus rehabilitation
- Transportation/access (transit, vehicles, pedestrians, bicycles, scooters)
- Scalability/phasing
- Synergy
- Visibility
- Development cost model and construction budget
4886-8063-8473 v2 A-5
- Other

1.2.3 Technical Meetings:

We will conduct technical meetings with City and DRD staff that will include:

Recreation staff to confirm the programmatic, functional, and operational requirements of the new recreation facility; Building division to confirm our code analysis and requirements for emergency access, security, and fire protection; Planning division to confirm zoning, setback, site, and parking requirements and Use Permit Application and review; and the Police and Fire Departments to review for safety, access, and equipment requirements.

1.2.4 Site Analysis:

Based on the evaluation criteria, identified prioritization, and weighing the criteria, the development options will be analyzed to determine which option best meets the needs of the City, the goals of the City and the DRD for the new center. The preferred option will then be further refined based on feedback and input from the PMT.

2.1 Community Engagement Plan
The community engagement plan will be based on a multi-lingual, multi-pronged approach, that will include stakeholder and focus group meetings, community visioning workshops, on-line surveys, pop-up kiosks, paper surveys, social media blast, press releases and community flyers. The goal of the two rounds of outreach is to collect information on 1) the community needs for the new community center 4886-8063-8473 v2 A-6
and identify the programs, services, places, and spaces that are needed for the community, and 2) to collect feedback on the program and development options.

The two rounds of engagement will include the following outreach and will be conducted in both English and Spanish, with options for additional languages for online and paper engagement.

2.2 Stakeholder, Focus Group, & City Council Engagement

2.2.1 Stakeholder and Focus Groups Meetings:
- Stakeholders Meetings (up to two per round) – DRD, Palm Springs Unified School District
- Focus Group Meetings (up to two per round) – Citizens, Senior Center Representatives

2.2.2 City Council
- Study Session – to review the site and program options, evaluation criteria and analysis
- Council Briefings – to review preferred program, site and funding strategy
- City Council Presentation – to approve New Community Center Feasibility Study
Meetings:
- Stakeholder/Focus Group Meetings – up to two (2) each per two rounds of community engagement
- City Council Study Session – one (1)
- City Council Briefings – one (1) round
- City Council Presentation – one (1)
TASK 3: CONDUCT OUTREACH/SURVEY

3.1 Conduct two (2) rounds of Community Outreach

3.1.1 Community Workshops
1) Visioning, programs, services, spaces, & places
2) Program & Development Options

3.1.2 Online survey/paper survey

3.1.3 Engagement kiosk, pop-up and self-serve
- Self-serve kiosk, potential location: Cathedral City Branch Library - Pop-ups potentially at Cathedral City Farmers Market
4886-8063-8473 v2 A-7

3.1.4 Outreach tools:
- Multilingual Flyer
- Press release
- Social media post
Meetings:

3.1.5 Community Workshops – two (2), one per each round

3.1.6 Online/Paper Survey – two (2), one per each round

3.1.7 Pop-Up and Self-Serve Kiosk – two (2), one per each round TASK 4: FUNDING STRATEGIES

4.1 Financial Analysis:

In addition to the project cost models developed in Task 1, additional financial analysis shall include the following:

4.1.1 Multi-variable financial analysis identifying potential cost differences and funding options between development options

4.1.2 Operational Analysis: based on program strategies

4.1.3 Funding opportunities for different site options

4.1.4 Scalability of phasing and development strategy

4.2. Partnership Opportunities:

Public/private partnerships shall be explored and evaluated to determine if potential partnerships could be leveraged in the development or the operation of the Center.

Meetings:
- PMTs 5, 6
Deliverables:
- Project Cost Model and Estimated Construction Cost, Project Schedule, Funding Strategies, Funding Plan, Potential Partnership Opportunities TASK 5: RECOMMENDATIONS AND FEASIBILITY STUDY

5.1. The selected development option will be refined and exhibits developed for the following:

5.1.1 Summary of Engagement
- PMTs
4886-8063-8473 v2 A-8
- Technical Meetings
- Community
- City Council
- DRD Board

5.1.2 Building and site program
- Space description and square feet
- Adjacency diagrams
- Operational modes

5.1.3 Drawing package to include
- Site plan: vehicular and bike parking, pedestrian and vehicular circulation, landscape areas
- Bubble diagram/floor plans,
- Phasing diagrams
- Project estimated construction cost

5.1.4 Financial Analysis
- Project Budget
- Preliminary Project Schedule
- Funding Strategies

5.2. A Draft Feasibility Report will be compiled and distributed to the PMT for review and comments. Comments and feedback will be integrated into the Final Draft Report for presentation to the City Council.

Meetings:
- PMTs 7, 8
Deliverables:

5.2.1 Draft Feasibility Report

5.2.2 Final Draft Feasibility Report and Presentation

5.2.3 Final Feasibility Report
TASK 6: PROJECT MANAGEMENT

6.1 Project Management tasks will be completed during Task 1-5 and shall include:

6.1.1 Project protocols
4886-8063-8473 v2 A-9

6.1.2 Meeting agendas, exhibits, and minutes

6.1.3 Updated project workplan and schedule

6.1.4 Project directory

6.1.5 Project communications and coordination
Meetings:
- Included in tasks above
Deliverables:
- Project protocols memo, agendas, exhibits, minutes, project directory, monthly workplan, schedule

CATHEDRAL CITY

COMMUNITY CENTER FEASIBILITY STUDY
Group 4 Architecture | Proposal | May 05, 2025
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CONTENTS

COVER LETTER
A. EXPERIENCE
A.1 CONSULTANT OVERVIEW ............................................................. 5 A.2 INNOVATIVE PUBLIC PARTICIPATION TECHNIQUES ..........................18 A.3 SUBCONTRACTORS ................................................................... 19 A.4 REFERENCES ............................................................................ 20 B. STAFF QUALIFICATIONS
B.1 STAFFING ............................................................................... 23 B.2 RESUMES OF KEY STAFF ............................................................ 24 B.3 AVAILABILITY ........................................................................... 30 B.4 PARTNERS ............................................................................... 30 C. UNDERSTANDING & APPROACH
C.1 PROPOSED APPROACH ............................................................... 33 C.2 SCHEDULE & WORK PLAN ........................................................... 42 D. FORMS
E. COST
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m:\proposals\2025\141 cathedral city community center feasibility\proposal\l-21 141 cathedral city cc_2025-05-05 rev 2.docx
GROUP 4

ARCHITECTURE
RESEARCH +

PLANNING, INC
211 LINDEN AVENUE
SO. SAN FRANCISCO
CA 94080 USA
650.871.0709
www.g4arch.com

JILL EYRES

ARCHITECT

ANDREA GIFFORD

ARCHITECT

JONATHAN HARTMAN

ARCHITECT
DAWN E. MERKES

ARCHITECT

DAVID SCHNEE

ARCHITECT

CAROLYN CARLBERG

ARCHITECT

DANIEL LAROSSA

ARCHITECT

TERESA ROM

ARCHITECT

GARY CHING

ARCHITECT

HARDING DOWELL

ARCHITECT

NICOLE GHISELLI

ARCHITECT

WILLIAM LIM

ARCHITECT
5 May 2025
Patrick Bumstead

CITY OF CATHEDRAL CITY
Finance Department, City Hall
68700 Avenida Lalo Guerrero
Cathedral City, CA 92234
Via Email: [email protected]
Cc: [email protected]
Re: PROFESSIONAL SERVICES FOR CATHEDRAL CITY COMMUNITY CENTER

FEASIBILITY STUDY
Dear Mr. Bumstead & Members of the Selection Committee:

Group 4 Architecture, Research + Planning, Inc. is excited to submit our proposal to conduct the Feasibility Study for the new Cathedral City Community Center (“Center”). With over five decades of expertise in planning, designing, and implementing innovative and sustainable recreation, community, and cultural arts facilities, we are ready to collaborate with the City and community to create a vision for the new Cathedral City Community Center—a new vibrant community destination that meets the needs and aspirations of your growing and diverse community for recreating, connecting, inspiring, and learning.

An Experienced Team
Our team has worked extensively with California cities and communities for over 50 years, with unmatched experience in planning, programming, and designing multigenerational community, recreation and cultural art facilities. We have a disciplined comprehensive planning process and approach that allows for transparent and informed decision making. Our team of planners and architects work on both new and renovation construction projects—our analysis will clearly communicate the value and the potential limitations of each strategy and will ensure that the City is making informed decisions. We have successfully completed dozens of projects that began with visionary planning and resulted in fully funded and constructed community destinations. From iconic community and recreation centers to flexible, multigenerational spaces, our projects consistently exceed expectations and serve as lasting investments in the communities they support.

Proven Process for Project Success
Group 4’s approach integrates meticulous project management with dynamic, inclusive engagement. We will guide the City through a decision-making process informed by technical experience, stakeholder input, and community values. Our framework ensures alignment with budgets, timelines, and project goals while building momentum and support for future implementation phases. Our experience spans every step of project delivery—from feasibility studies and funding strategies to design and construction—ensuring that this project is positioned for long-term success.

Building Consensus and Community Support
The Cathedral City Community Center is a unique opportunity to bring the community together to envision a new facility that reflects the values and aspirations of Cathedral City’s residents. Our team excels at fostering inclusive participation, engaging with underrepresented voices, and building consensus among stakeholders. Through workshops, visual tools, and interactive outreach, we will ensure that community members, stakeholders, staff, and partners actively shape a project that inspires pride and ownership while addressing today’s recreation needs and anticipating future demands.

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5 May 2025 Patrick Bumstead Page 2
Positioning for Funding and Implementation
Group 4 has a proven track record of supporting clients in securing project funding, including over $3 billion raised through grants, philanthropy, and voter-approved measures.

Recent successful planning efforts that have led to successful ballot measures for funding new community facilities include the new South San Francisco Civic Campus and Newark’s new Civic Center. Other conceptual design to funding efforts include Group 4 building upon our planning work in San Jose and supporting their $212M bond and Palo Alto’s $76M library and community center bonds, the latter of which passed its second iteration with a tremendous 70% voter support! Recent recreation projects that have successfully awarded grants for construction include the newly opened San Bruno Recreation & Aquatic Center, Millbrae’s new Community Center, and zero-net-energy Burlingame Community Center. These projects demonstrate our ability to not only deliver highquality concepts but also to position projects for successful funding and implementation.

From the onset of a project, we have the “end in mind” and develop the workplan, program, design, project budget, and phasing plan with project parameters and constraints taken into consideration and integrated into the plan.

Principal Commitment to Project Excellence
Group 4’s process has led to a proven record of successfully planning and delivering complex community projects in the Coachella Valley on time and within budget. Principals Dawn Merkes, Andrea Gifford, and Associate Principal Carolyn Carlberg will lead our team in delivering a comprehensive and actionable Feasibility Study for the new Cathedral City Community Center.

Each brings decades of experience in recreation and community facility projects, including those requiring creative approaches to funding and consensus-building. Our references will affirm our dedication to delivering innovative, community-centered solutions that are on time and on budget.

If the City chooses to include our enhanced service of conceptual design, Group 4 has worked closely with our landscape architect SWA on many successful projects—our team’s creativity and experience has been instrumental in positioning projects for implementation. Group 4 and SWA teamed together for Elk Grove’s District 56, Yorba Linda Cultural Art Center and Library, San Bruno Recreation and Aquatic Center, College of Marin’s new Learning Center, Fremont’s new Community Center and Tracy’s new Aquatic Center.

Thank you for the opportunity to support the City in this transformative effort. We look forward to partnering with you to create a vision and strategy for Cathedral City Community Center that enhances recreational and community opportunities for all residents. Please do not hesitate to reach out if you have questions or require additional information.

Sincerely,
GROUP 4 ARCHITECTURE, RESEARCH + PLANNING, INC.

Dawn Merkes, AIA LEED AP
Principal-in-Charge, Group 4
[email protected]
Andrea Gifford RA LEED AP
Principal, Group 4
[email protected]
Carolyn Carlberg RA LEED AP
Associate Principal, Group 4
[email protected]
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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 3 A. QUALIFICATIONS & EXPERIENCE A. EXPERIENCE
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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 4 A. QUALIFICATIONS & EXPERIENCE EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 5 A. QUALIFICATIONS & EXPERIENCE A.1 CONSULTANT OVERVIEW
Group 4 Architecture, Research + Planning, Inc., is a full-service planning and architecture firm of talented professionals inspired to create places for communities to gather, imagine, and grow.

Since our incorporation in 1976, our inspired and talented staff has been dedicated to providing design services to public clients and the cities, counties, and districts they serve. Our distinctly inclusive process engages diverse public, staff, and stakeholder groups in cocreating the future of their communities.

Exceeding our clients’ expectations and designing facilities that create and communicate a vision for their communities are key reasons behind the success of our projects and the fact that more than half of our business is for repeat clients. The firm prides itself on forming interactive relationships with clients that incorporate the voices of user groups as well as library leadership.

Group 4 is a majority woman-owned California corporation, with satellite studios in Philadelphia, Seattle, San Diego, and Lexington.

Our 37-person staff includes planners, architects, interior designers, and technical and construction support specialists. We are active in professional organizations such as California Park & Recreation Society, Urban Libraries Council, American Institute of Architects, and the Environmental Design Research Association.

OFFICE CONTACT
Group 4 Architecture, Research + Planning
211 Linden Avenue
South San Francisco, California 94080
(650) 871-0709
www.g4arch.com
GROUP 4
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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 6 A. QUALIFICATIONS & EXPERIENCE

LEADERSHIP IN RECREATION AND COMMUNITY PLANNING & DESIGN The vision for the future of the Cathedral City Community Center is of a true civic destination for the entire community – vibrant, active, and rich with opportunities and events. Community members of all ages – children, teens, families, friends, and neighbors, as well as seniors – will come here for cultural events, educational programs, lifelong learning opportunities, and civic engagement. The future Cathedral Community Center will be a unique and magical place for a unique and active community.

Group 4 is a national leader in senior, recreation, and community center design, with decades of experience in these project types. Examples of Group 4’s community and recreation work throughout California are provided later in this proposal.

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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 7 A. QUALIFICATIONS & EXPERIENCE

COMMUNITY CENTER PRIORITIES
Group 4 has more than 40 years of experience with senior, community, and recreation center projects.

We start each project with the client’s goals for service, operations, and customer experience. Our team takes a holistic program and design approach that strives to support an integrated service model and efficient operations. The City's new community center should be highly flexible to maximize day-to-day programming and to support long-range adaptability for changing community needs and evolving service trends.

Group 4’s senior, community, and recreation projects:
▪ Reflect and respond to local community needs. We develop an intimate understanding of each community’s profile, needs, and aspirations. This work – which includes in-depth study of local population trends, interviews with stakeholders, staff, users and potential users – is the basis of our building program and the critical first step in establishing the foundation for any project. ▪ Incorporate national best practices. Our regular work with public agencies and involvement and thought leadership with professional organizations (such as NRPA, CPRS, and others) ensure our upto-date understanding of the factors influencing trends in community facilities. We simultaneously keep our eyes on nationwide trends and on specific local needs and dynamics. This balance ensures the development of facilities that are right for each community today and also prepared for its future. ▪ Promote operational sustainability. Operational efficiency will be a key factor for the development of the future Cathedral Community Center. Critical considerations will include designing flexible spaces for diverse uses; optimizing the program for rentals and revenue generation; providing clear visibility for staff and intuitive wayfinding for customers; using durable and easy-to-maintain finishes; and providing functional, easy-to-use equipment and furnishings.

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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 8 A. QUALIFICATIONS & EXPERIENCE

PROJECT EXPERIENCE
Group 4 has successfully managed pre-design, planning, conceptual design, renovation, and new construction projects for recreation and community agencies across California. For decades, exceeding our clients’ expectations is a key reason behind the success of our projects and the fact that more than half of our business is for repeat clients.

Examples of Group 4’s work include:

Community + Recreation: Planning to Implementation
Projects that included a Group 4 plan or feasibility study are highlighted with → ▪ Boulevard Recreation Center, Dublin CA
→ Burlingame Community Center (ZNE)
→ Foster City Recreation Center
→ Fremont Community Center
→ Gonzales Community Center
→ Granada Community Center
→ Millbrae Community Center
→ Palo Alto Mitchell Park Library & Community Center (LEED Gold) → San Bruno Recreation & Aquatic Center
▪ San Jose Roosevelt Community Center (LEED Gold)
→ San Rafael Pickleweed Community Center
→ Santa Rosa Hearn Community Hub
→ The Center at District56, Elk Grove (LEED Gold)
→ Tracy Aquatic Center
▪ West Sacramento Community Center (LEED Gold)
▪ Yorba Linda Library + Cultural Arts Center
Yorba Linda Library + Cultural Arts Center
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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 9 A. QUALIFICATIONS & EXPERIENCE Parks, Recreation, and Community Facility Planning
▪ Belmont Civic Center Master Plan
▪ Belmont Community Center Master Plan
▪ Campbell Civic Center Master Plan
▪ East Palo Alto City Facilities Master Plan
▪ Elk Grove Civic Center District Master Plan
▪ Elk Grove City Facilities Master Plan
▪ Fairfield PROS Master Plan - City of Fairfield
▪ Foster City Civic Master Plan
▪ Marin City Center for Community Life Conceptual Design ▪ Menlo Park Civic Center Master Plan
▪ Newark Civic Center Master Plan
▪ Salinas Parks, Recreation & Library Master Plan
▪ San Mateo Recreation Facilities Master Plan
▪ Solano County Library Facilities Master Plan
▪ South Pasadena Library + Community Center Plan
▪ South San Francisco Civic & Community Facilities Plan ▪ Strawberry Recreation District Master Plan
▪ Terra Linda Park and Community Center Master Plan
More relevant experience and references are available upon request.

Palo Alto Mitchell Park Library + Community Center (LEED Platinum) San Jose Roosevelt Community Center (LEED Gold)
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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 10 A. QUALIFICATIONS & EXPERIENCE The Burlingame Community Center, located near downtown Burlingame in the heart of Washington Park, is a vital and highly-used community amenity, providing a broad offering of recreation services and programs for all ages. The existing building was nearing the end of its useful life – aging systems and finishes were subject to increasingly frequent repairs, while the size and layout limited the Center’s ability to offer modern programming. To plan for a new community center, Group 4 worked closely with City staff, stakeholders and the community to assess community needs for recreation services, explore building program concepts, review potential site alternatives, and develop options for renovation, expansion, and new construction.

The community’s preferred development option was a new community center in its existing location within the park. Multi-generational spaces such as a large multipurpose program and performance space, dance and fitness spaces, art and maker spaces, and classrooms for flexible use were identified as high priorities, in addition to spaces dedicated to children’s, teen, and senior programming. Indoor-outdoor opportunities were identified to activate recreation programming, with park amenities including a playground, picnic area, and multi-use sports court.

The new Zero Net Energy, two-story 36,000 sf community center, designed as “pavilions in the park,” arose out of wide-spread community outreach, which identified the community’s desire to create an inviting destination celebrating the beautiful and natural setting in Washington Park.

The community center is zero net energy, powered by rooftop solar panels, and also includes a green roof, an emergency back-up generator so that the center can be a gathering place during emergency events, and sustainable finishes and landscaping. The building opened in June 2022.

Burlingame Community Center
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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 12 A. QUALIFICATIONS & EXPERIENCE THE CENTER AT DISTRICT56
The new 35,000 S, LEED Gold F Elk Grove Community Center project grew out of extensive community needs assessment conducted by Group 4 and SWA Group for a Civic Center Master Plan. Identified needs included dedicated programming for seniors, community activities, veterans, and large revenue generating events.

The design process included close collaboration with multiple stakeholder groups, including the Cosumnes Community Recreation District, a non-profit senior center operator, and a local group developing a Veterans Hall, as well as the City. Through an iterative design process with the community, stakeholders, and various City departments, Group 4 developed a program able to meet various user group needs within a single building, while simultaneously integrating the building within the larger Civic Center plan.

The Center has a prominent presence both along the active Civic Center Drive corridor and along a broad outdoor pedestrian promenade winding through the Civic Center. The center provides spaces with strong connections between interior and exterior. The design includes a 500 person ballroom with a glass wall opening to a patio and park space beyond; a café is adjoined by covered outdoor seating along the promenade.

NEW ELK GROVE LIBRARY ADAPTIVE REUSE
The Elk Grove Library Retrofit project will transform the interior of an existing ~17,300 SF former pharmacy (located at 9260 Elk Grove Boulevard) into the new Elk Grove Library. At its core, the new Elk Grove Library will be a central gathering place for the community; a place to learn, interact, share, and connect. The facility will celebrate the spirit of the community, its location in Old Town, and encourage active learning, civic engagement, and strong sense of place. During design, Group 4 conducted a feasibility study for an expanded and phased scope for the project.

City of Elk Grove
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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 13 A. QUALIFICATIONS & EXPERIENCE 19ELK GROVE LIBRARY EXPANSION STUDY PLANNING COMMISSION 09/15/22

PHASING CONSIDERATIONS
If Phase 2 is planned to be
implemented shortly after Phase 1,
consider the following modifications
for Phase 1 work:
• Limit landscape refresh to
areas that will not be touched
in Phase 2
• Defer site improvements for
outdoor meeting room patio
and children’s patio to Phase 2
• Defer EV charging
infrastructure/stations to
Phase 2, and re-striping where
possible
• Reduce construction of interior
walls
• Eliminate window and book
drop improvements to west
side of building where Phase 2
addition will be located
v
PHASE 1
22ELK GROVE LIBRARY EXPANSION STUDY PLANNING COMMISSION 09/15/22

EXTERIOR VIEWS

NORTHWEST CORNER
Phase 2
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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 14 A. QUALIFICATIONS & EXPERIENCE The San Bruno Recreation and Aquatic Center (SBRAC) is a transformative project born from a communitydriven feasibility study and design process that prioritized creating a safe, inclusive, and inviting hub for the “City with a Heart.” Funded by PG&E Restitution Funds and shaped through feedback from over 1,000 residents, the project exemplifies the successful alignment of community vision and innovative design.

At the heart of the SBRAC are three interconnected pavilions that provide a seamless blend of indoor and outdoor amenities, expanding recreational, educational, and social opportunities for San Bruno residents. The community pavilion offers childcare, classroom, and event spaces, anchored by a double-height community living room that links to the recreation pavilion. This pavilion features a multi-use gymnasium, an elevated running track, and flexible spaces for fitness and dance programming. The aquatics pavilion provides indoor and outdoor pools, party rooms, and co-located changing facilities, ensuring a cohesive experience for users of all ages.

The design integrates the pavilions with the surrounding park through a network of outdoor rooms, including classroom patios, an amphitheater, an entry plaza, and a splash pad. These spaces foster connections between community activities and the natural environment, enhancing San Bruno City Park as a civic anchor.

By incorporating diverse community needs into its programming and design, the SBRAC sets a benchmark for creating operationally efficient, vibrant, and universally accessible recreation facilities that strengthen community identity and cohesion. The new SBRAC opened in August 2024.

San Bruno Recreation and Aquatic Center
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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 15 A. QUALIFICATIONS & EXPERIENCE Early concepts from the feasibility & planning process (left & middle) before gaining support for the preferred site plan (right).

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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 16 A. QUALIFICATIONS & EXPERIENCE The Belmont Community Center Master Plan envisions a state-ofthe-art, multi-generational facility to meet the city’s current and future recreational needs. Developed through an extensive community engagement process involving over 3,000 residents, the plan outlines a modern replacement for the aged Barrett Community Center, a vital hub for Belmont for nearly 70 years
The proposed design integrates flexible indoor spaces, including a gymnasium, preschool classrooms, fitness studios, and multi-use rooms, with outdoor amenities such as a playground, sports fields, and an aquatics area. The master plan emphasizes sustainability, operational efficiency, and universal accessibility while fostering vibrant community connections. Anchored within a re-imagined park setting, the Belmont Community Center will serve as a dynamic destination for recreation, wellness, and lifelong learning.

Belmont Community
Center Conceptual Design
Building layout options developed through Community
Action Committee Input
EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 17 A. QUALIFICATIONS & EXPERIENCE Following the loss of the original Millbrae Community Center to a fire in 2016, Group 4 led a robust, community-informed feasibility study and master plan to ensure the new facility met the evolving needs of this vibrant city. The study evaluated diverse solutions, identified funding sources, and prioritized preserving open space in Central Park while collaborating with Taylor Middle School to optimize shared use.

This groundwork guided the design of a 25,900 SF recreation center tailored to Millbrae’s current and future needs. Featuring flexible, multigenerational spaces and independent-use areas to minimize operational costs, the center supports recreational, social, and civic activities, establishing a sustainable and inclusive hub for the community.

Group 4’s comprehensive approach set the project up for success and led to implementation via design-build in 2023 (Group 4 provided the bridging documents).

Millbrae Community Center
Plan & Bridging Docs
EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 18 A. QUALIFICATIONS & EXPERIENCE A.2 INNOVATIVE PUBLIC PARTICIPATION TECHNIQUES
INCLUSIVE + EFFECTIVE ENGAGEMENT
The success of Group 4’s community projects is rooted in our distinctly engaging process, which seeks diverse ideas and voices with which to build a shared vision. We start by asking – not about the community’s specific design style, but about its design values and priorities. Providing multiple opportunities for input during the course of the process is important for building trust and demonstrating that the community’s voices have been heard.

We work closely with each client to develop an inclusive, multi-method engagement plan tailored to each community and its preferred ways of engaging. A few recent strategies have included:
▪ For the new zero-net-energy Burlingame Community Center, the community, stakeholders, users, and staff were all engaged throughout the design process, including confirming sustainable goals, developing the program, reviewing the design as it developed, and even selecting furniture.

Engagement strategies included user need surveys, stakeholder interviews, focus groups, advisory committees, integrated design workshops, council and commission meetings, and intercept kiosks throughout the community.
▪ The design process for the Elk Grove Community Center included close collaboration with multiple stakeholder groups, including the Cosumnes Community Recreation District, a non-profit senior center operator, a local group developing a Veterans Hall, as well as the City. Community engagement with Elk Grove’s senior citizens formed the heart of the building’s senior wing, from the needs assessment through the furniture selection—meetings and surveys were conducted with this demographic and a special senior focus group was formed for this project to ensure the wide variety of programming and spaces needed for this group would be met in the new facility.

EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 19 A. QUALIFICATIONS & EXPERIENCE A.3 SUBCONTRACTORS

TBD COST CONSULTANTS
As cost consultants, TBD Consultants bring over 20 years of experience in cost analysis for projects spanning public, educational, and recreational sectors. Their expertise ensures that the project’s financial framework is both realistic and robust.

TBD Consultants are frequent collaborators with Group 4, making them a trusted partner in delivering accurate cost projections and financial strategies that align with the project’s scope and objectives. Their work will help maintain fiscal discipline while achieving high-quality outcomes.

ENHANCED SERVICE – SWA LANDSCAPE ARCHITECT
Landscape Architecture firm SWA has partnered with Group 4 on community-defining projects including the San Bruno Recreation and Aquatic Center, Foster City Recreation Center, and Fremont Community Center. Their work integrates architecture and landscape, balancing flexibility, sustainability, and lasting design impact. More detail about including SWA for enhanced conceptual design services is provided in Section C.

Group 4 + TBD Consultants Community
and Recreation Projects
▪ Burlingame Community Center
▪ The Center at District56
▪ Foster City Recreation Center
▪ Fremont Community Center
▪ Gonzales Community Center
▪ Millbrae Community Center
▪ San Bruno Recreation & Aquatic Center
▪ Tracy Aquatic Center
▪ South Pasadena Library & Community
Center
▪ West Sacramento Community Center
▪ Yorba Linda Library + Cultural Arts Center
EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 20 A. QUALIFICATIONS & EXPERIENCE A.4 REFERENCES
Project: Belmont Community Center Master Plan
Contact: Brigitte Shearer, Head of Parks and Recreation, City of Belmont // (650) 595-7488, [email protected]
Project: Millbrae Community Center Master Plan + Bridging Docs Contact: Mackenzie Lopes Brady, Town of Moraga (formerly with City of Millbrae) // (925) 888-7034, [email protected]
Project: Burlingame Community Center
Contact: Margaret Glomstad, Parks and Recreation Director, City of Burlingame // (650) 558-7307, [email protected]
Project: Foster City Recreation Center (ongoing)
Contact: Derek Schweigart, Parks and Recreation Director, Foster City // (650) 286-3390, [email protected]
Project: Fremont Community Center (ongoing)
Contact: Kim Beranek, Community Services Director, City of Fremont // (510) 494-4330, [email protected]
Project: The Center at District56, Library & Cultural Arts Facility Master Plan, Elk Grove Library Adaptive Reuse
Contact: Christopher Jordan, Community Development Director, City of Elk Grove // (916) 478-2222,
[email protected]
EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 21 B. STAFF QUALIFICATIONS B. STAFF QUALIFICATIONS
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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 22 B. STAFF QUALIFICATIONS EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 23 B. STAFF QUALIFICATIONS B.1 STAFFING
Group 4 has assembled an experienced and proven team of consultants that has been to guide the next step for the Cathedral City Community Center. With an experienced staff led by Principal leadership, our team is poised to deliver a feasibility that will meet the community’s aspirations and create the momentum to move the project from a plan to implementation.

GROUP 4 ARCHITECTURE
Group 4 Architecture, serving as the prime consultant and lead planner/designer, brings five decades of expertise in community-centered design. Renowned for creating dynamic, sustainable public facilities, our team is uniquely qualified to guide this transformative project.
▪ Principal-in-Charge Dawn Merkes has a stellar track record in master planning and recreational facility design, aligning visionary concepts with practical implementation. She recently led Group 4's San Bruno Recreation & Aquatic Center project from early site planning through construction.
▪ Principal Andrea Gifford excels in designing inclusive and engaging community spaces that foster connection and participation. Andrea has worked in the region, including the recent design for the Palm Springs Library Renovation and the Yorba Linda Library and Cultural Arts Center
▪ Associate Principal Carolyn Carlberg has led the development of many dynamic and flexible community and recreation programs + designs at Group 4 and will support the engagement and design for the Cathedral City Community Center project.
▪ Associate Nicole Ghiselli is a skilled planner and designer, working with a variety of public clients and agencies on feasibility and site planning projects. Recent projects include site multiple planning studies for SamTrans and the Zero Net Energy Burlingame Community Center.
▪ Job Captain Jose Zarate is a skilled facilitator and communicator (English and Spanish) through all project phases and will be available to support community engagement and client coordination throughout the duration of the project.

Group 4's team will be supported by an experienced in-house team of over 30 architects, designers, planners, and interior designers. Included are multiple design-staff capable of supporting bi-lingual (Spanish) outreach and engagement efforts.

Together, Group 4’s principals provide strategic leadership and an integrated planning approach, ensuring that th Cathedral City Community Center reflects the needs and aspirations of its community.

EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 24 B. STAFF QUALIFICATIONS Dawn Merkes
DAWN MERKES a i a l e e d

PRINCIPAL
Dawn Merkes is an active proponent of user-based planning for public projects. The interactive planning process she helped Group 4 develop results in partnerships and facilities that meet user needs for decades to come. Given her strong communication skills and excellent public meeting facilitation abilities, it is no surprise that Dawn excels in working with communities and stakeholders to create a vision that ultimately leads to facilities that have a significant impact on people’s daily lives.

Dawn has an excellent record in managing the design process, including for complex and high-profile public community and recreation projects. She recently led Group 4’s team in the engagement and design processes for the San Bruno Recreation and Aquatic Center and Burlingame Community Center, each of which have earned enthusiastic and overwhelmingly positive responses from each respective community.

EDUCATION AND REGISTRATION
Bachelor of Architecture, Montana St. University, Bozeman Registered Architect, State of California, C24206
LEED Accredited Professional bd+c

REPRESENTATIVE PROJECTS
▪ Alameda Parks & Recreation Facilities Master Plan
▪ Belmont Community Center Master Plan
▪ Burlingame City Hall Planning
▪ Burlingame Community Center
▪ Boulevard Recreation Center (Dublin)
▪ Dublin (CA) Cultural Arts Center
▪ Elk Grove Library & Cultural Arts Facility Master Plan ▪ The Center at Distric56, Elk Grove
▪ Fairfield Community Center
▪ Fairfield Matt Garcia Park Master Plan
▪ Fairfield Parks, Recreation & Open Space Master Plan
▪ Foster City Recreation Center
▪ Fremont Central Park Community Center
▪ Gonzales Community Center
▪ Newark Civic Center Master Plan
▪ Palo Alto Mitchell Park Master Plan
▪ Palo Alto Mitchell Park Library + Community Center
▪ Pickleweed Park Community Center & Library
▪ San Bruno Recreation & Aquatic Center
▪ San Leandro Senior Community Center
▪ San Pablo David Park Master Plan
▪ Santa Clara County Fire Department Master Plan
▪ Terra Linda Park and Community Center Master Plan
▪ Tracy Aquatic Center
▪ West Sacramento Community Center
Burlingame Community Center
San Bruno Recreation + Aquatic Center
EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 25 B. STAFF QUALIFICATIONS Yorba Linda Library + Cultural Arts Center
Boulevard Recreation + Aquatics Center
ANDREA GIFFORD r a l e e d

PRINCIPAL
Andrea Gifford works with clients and communities to vision and plan for functional spaces, fluid circulation, and vibrant design solutions.

Her designs are as unique and diverse as the communities they serve, reflecting and celebrating distinctive local culture and values. Andrea excels at working with staff, stakeholders, and community members of all ages, with an engaging facilitation style that helps participants imagine new possibilities for community facilities.

Andrea has developed a specialization in facilities master planning and design for a variety of public clients. Recent projects include master plans for civic facilities in Elk Grove, Mountain View, Milpitas, and East Palo Alto. She has planning and designed more than 350,000 SF of office spaces for Santa Clara County as well as administrative office planning for San Mateo County Library, Contra Costa Water District, and other agencies.

EDUCATION AND REGISTRATION
Bachelor of Science, Architectural Studies, University of Illinois Registered Architect, State of California, C32830
LEED Accredited Professional ID+C

REPRESENTATIVE PROJECTS
▪ Boulevard Recreation Center (Dublin)
▪ Burlingame City Hall Planning
▪ Burlingame Community Center
▪ East Palo Alto Civic Facilities Master Plan
▪ Elk Grove City Facilities Master Plan
▪ Elk Grove Library & Cultural Arts Facility Master Plan ▪ The Center at Distric56, Elk Grove
▪ Fairfield Community Center
▪ Foster City Recreation Center
▪ Fremont Central Park Community Center
▪ Millbrae Community Center
▪ Mountain View City Facilities Master Plan
▪ Newark Civic Center Master Planning
▪ Palo Alto Mitchell Park Master Plan
▪ Palo Alto Mitchell Park Library + Community Center
▪ Pickleweed Park Community Center & Library
▪ San Bruno Recreation & Aquatic Center
▪ Santa Clara Central Park Library
▪ San Mateo County Library Administration Spaces
▪ San Jose Roosevelt Community Center
▪ South San Francisco Civic Center Master Plan
▪ Tracy Aquatic Center
▪ West Sacramento Community Center
▪ Yorba Linda Public Library and Cultural Arts Center
Andrea Gifford
EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 26 B. STAFF QUALIFICATIONS Burlingame Community Center
CAROLYN CARLBERG r a l e e d

ASSOCIATE PRINCIPAL
Carolyn Carlberg is a valuable member of the Group 4 team, bringing experience in every phase of the architectural process for a wide range of public facilities. Her commitment to inclusive design makes her a skilled facilitator for staff, stakeholder, and community engagement events, while her creativity and innovative spirit promote design excellence. Her excellent organizational skills and attention to detail are key for wellmanaged projects.

Carolyn has been instrumental to the success of the Burlingame Community Center and Millbrae Community Center — among others — leading the coordination of the design and engineering team’s work.

Carolyn has also led programming, space planning, and conceptual layouts for other multiple high-profile civic and community projects across the Bay Area.

EDUCATION AND REGISTRATION
Bachelor of Science in Architecture, Washington University Registered Architect, State of California, C36332
LEED Accredited Professional bd+c

REPRESENTATIVE PROJECTS
▪ Alameda County Library Family Space Master Plan
▪ Burlingame Community Center
▪ Dayton Metro Library System-wide Design Services
▪ Elk Grove Library Adaptive Reuse
▪ Fremont Community Center
▪ Foster City Recreation Center
▪ Jefferson County Public Library (CO) Design Standards ▪ Millbrae Community Center
▪ NCW Libraries Systemwide Design Services
▪ Olathe Public Library Indian Creek Branch
▪ Palo Alto Downtown Library Renovation
▪ Palo Alto Mitchell Park Library + Community Center
▪ Palo Alto Rinconada (Main) Library Expansion
▪ Placentia Senior Community Center
▪ Santa Rosa Hern Community Hub
▪ Spokane Public Library
» Conceptual Design + Standards for 6 Libraries
» Spokane Central Library
» Spokane Shadle Park Library
▪ Tracy Aquatic Center
Carolyn Carlberg
Palo Alto Mitchell Park Library & Community Center
EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 27 B. STAFF QUALIFICATIONS NICOLE GHISELLI r a l e e d

ASSOCIATE
Nicole Ghiselli is proven to be one of Group 4’s most-skilled planners, working with a variety of public clients and agencies on feasibility, site planning, and transit-oriented projects. In addition to her related project experience with SamTrans, Nicole is also one of our strongest sustainable-design champions, with recent experience on our Zero Net Energy Burlingame Community Center project.

EDUCATION AND REGISTRATION
Bachelor of Architecture, University of Oregon
Registered Architect, State of California, C38553
LEED Accredited Professional bd+c

REPRESENTATIVE PROJECTS
▪ Burlingame Community Center
▪ College of Marin Center for Student Success
▪ Dublin Cultural Arts Center
▪ Millbrae Community Center
▪ SamTrans North Base Bldg. 200 Programming
▪ SamTrans North Base Bldg. 200 Final Study
▪ San Diego Public Library Master Plan
▪ San Jose Corp Yard Feasibility Study
▪ San Mateo Recreation Facilities Master Plan
▪ Santa Cruz Downtown Library Feasibility Study
▪ Santa Cruz Farmers Market Study
▪ Union City Corporation Yard Master Plan
▪ Yorba Linda Library + Cultural Arts Center
Yorba Linda Library + Cultural Arts Center
Nicole Ghiselli
Burlingame Community Center
EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 28 B. STAFF QUALIFICATIONS Dublin Cultural Arts Center

J O S E Z A R A T E

JOB CAPTAIN
Jose Zarate is a bilingual Job Captain with a strong background in architecture and a passion for community-focused design. One of our more technically skilled staff members, Jose leads our team in REVIT training sessions and emphasizes technically rigorous and accessible solutions for his projects. Fluent in both English and Spanish, Jose excels in facilitating communication across diverse teams and stakeholders.

EDUCATION AND REGISTRATION
Bachelor of Science in Architecture, University of California, Berkeley

REPRESENTATIVE PROJECTS
▪ San Bruno Recreation & Aquatic Center
▪ Martin Luther King Jr. Library Remodel
▪ San Jose Police Academy
▪ Dublin Cultural Arts Center
▪ Pacifica Civic Center
Jose Zarate
Pacifica Civic Center
EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 29
NAZ
B. STAFF QUALIFICATIONS

HASSANIZADEH

LOS ANGELES REGIONAL MANAGER

PROFILE
Naz Hassanizadeh heads up TBD
Consultants’ Los Angeles office in
Southern California. She has extensive
experience in the construction
management industry, working on a
wide variety of projects for public and
private sector clients. She is
experienced in conducting cost
analysis for mid to large scale projects
in the public, higher education,
healthcare, aviation, and government
sectors.

Prior to joining TBD Consultants, Naz
was a Senior Cost Consultant and
Team Leader with AECOM.

She has over 16 years’ experience.

CONTACT
PHONE:
(310) 801-3384
WEBSITE:
www.tbdconsultants.com
EMAIL:
[email protected]
ADDRESS:
750 N San Vicente Blvd, Red
Building, 7th Floor
West Hollywood, California
90069

EDUCATION
B.S. Civil and Environmental Engineering,
University of California Berkeley, 2007

CERTIFICATIONS/AFFILIATONS
Member ASCE American Society of Certified Estimators

REFERENCES
Evan Mather, MIG Architects
[email protected]
Anders Carpenter, Perkins + Will
[email protected]
Nick Wai Poi, Mithun Architects
[email protected]

Project Management | Construction Cost Management
Los Angeles · Sacramento · Los Altos · San Diego · Seattle · Maine· Phoenix· Orinda· Dublin (Ireland) EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 30 B. STAFF QUALIFICATIONS B.3 AVAILABILITY
Group 4’s key personnel are fully available and committed to the success of the Cathedral City project. We maintain an exceptionally low staff turnover rate and pride ourselves on a collaborative studio culture that ensures continuity across every phase of planning and implementation. Our principals remain directly involved from start to finish, offering strategic leadership and deep experience on similar efforts. Should our proposed project manager become unavailable for any reason, other principal leaders and our deep bench of experienced staff are prepared to step in to ensure a seamless transition and maintain project momentum. We would work closely with the City to identify a solution that supports a favorable project outcome.

This is an opportune moment for Group 4 to take on the Cathedral City project, with major community and library projects such as the Foster City Recreation Center and the Elk Grove Library recently moving into construction, and active regional work—including the Palm Springs Library and the South Pasadena Library and Community Center planning project—where we are also collaborating with TBD Consultants, our proposed cost estimating partner.

B.4 PARTNERS
Group 4 is excited to collaborate with the City to identify any additional local partners or subconsultants that may be needed to best support the success of this project. We understand the importance of assembling a team that is both responsive to the community and aligned with the City's goals, and we welcome the opportunity to strengthen our team accordingly. More detail about our project approach and work plan is provided in Section C of this proposal.

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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 31 C. UNDERSTANDING & APPROACH C. UNDERSTANDING & APPROACH
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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 32 C. UNDERSTANDING & APPROACH EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 33 C. UNDERSTANDING & APPROACH C.1 PROPOSED APPROACH

DEMONSTRATED UNDERSTANDING
The City of Cathedral City is a vibrant desert community located on the western side of Coachella Valley beneath the scenic backdrop of the San Jacinto Mountains. Since its incorporation in 1981, the City has undergone substantial growth, spurring revitalization and investment in the City’s downtown, parks, and community amenities over the past several decades.

With a current population of over 50,000, Cathedral City is the third largest in the valley and is a destination for the arts, culture, outdoor activities, resorts, and festivals including the popular Cathedral Hot Air Balloon Festival and Maya La Feria International De Cultura. Located within the Agua Caliente Band of Cahuilla Indians reservation, much of the property within the City is owned and managed by the Tribal Trust and allottees.

The City currently owns and operates nine parks which offer a wide array of active and passive recreation activities, with sport fields, tennis and volleyball courts, skateboarding parks, playgrounds, a splash pad, walking paths, public art, and a recently completed amphitheater. While the parks continue to support the high demand for outdoor recreation, the Cathedral City Library, operated by Riverside County Library District, and the Cathedral City Senior Center, operated by a non-profit, provide much-needed indoor services and amenities to residents. With these facilities at capacity, and to meet the needs of its growing, diverse community, the City has taken strides in planning for a new community center to foster enriching opportunities for all ages and build upon and complement the strong offerings of the parks, library, and senior center.

In 2024 the City re-adopted a 5-Year Strategic Plan that sets the framework for future City development and in November voters approved Measure W, which will generate $5m for City services per year, starting in April of this year. A portion of the generated funds will be employed to allow the City to annex into the Desert Recreation District (DRD) to provide recreational services and park maintenance; another portion will be used as funding toward a new community center. As the largest park and recreation district in California, the DRD provides high-quality recreational programming and services across 43 parks and facilities, with a focus on equal access, support for families and individuals of all ages and abilities, and cultivating healthy and active lifestyles. Now, in anticipation of annexing into DRD, the City is requesting proposals for a feasibility study to review the demand for a new community center in Cathedral City, identify potential locations, compare re-use/renovation versus new construction, upfront and ongoing costs, and potential scalability/phasing opportunities.

EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 34 C. UNDERSTANDING & APPROACH G R O U P 4 ’ S D E S I G N A P P R O A C H : A C O M M I T M E N T T O D E S I G N ,

FUNCTIONALITY, AND SUSTAINABILITY
At Group 4, we believe that excellent architecture blends aesthetics, functionality, and sustainability to create spaces that not only meet the immediate needs of communities but also foster a deeper connection to the environment and enhance the quality of life for generations to come. Our approach is rooted in a deep understanding of each community’s unique identity, and we aim to design spaces that reflect and amplify those values

DESIGN EXCELLENCE
Architecture should be beautiful, visually engaging, and integrated with its surroundings. We work to ensure that every project enhances the local landscape and complements the cultural and historical context of the site.

FUNCTIONAL EXCELLENCE
Every project must meet the practical needs of its users. Our designs prioritize flexible, adaptable spaces that can evolve with the community’s needs, ensuring long-term utility and satisfaction.

SUSTAINABILITY AND EFFICIENCY
We are committed to creating environmentally responsible, resource-efficient buildings. Our designs incorporate innovative sustainable practices, including zero-net-energy goals and energyefficient systems, to reduce environmental impact and operational costs.

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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 35 C. UNDERSTANDING & APPROACH T H E V I S I O N F O R C A T H E D R A L C I T Y ’ S N E W C O M M U N I T Y C E N T E R :

A LANDMARK FOR FUTURE GENERATIONS
Looking ahead, we envision the new Cathedral City Community Center as a vibrant, beautiful, and sustainable new landmark that reflects the needs and aspirations of the community. Drawing on the community’s needs and goals, our experience and success of our previous projects, and the community’s aspirations, we will create a dynamic new or re-purposed facility that will be the center of the Cathedral City’s community. With a focus on energy efficiency, adaptability, and beauty, the new Community Center will be a gathering place that will continue to serve and inspire residents for years to come.

CREATING LASTING VALUE FOR COMMUNITIES
Group 4’s design philosophy ensures that each project not only serves its immediate purpose but also enriches the community it inhabits. By focusing on aesthetics, functionality, and sustainability, we create spaces that are meaningful, efficient, and timeless. The Burlingame Community Center, Elk Grove’s District 56 Center, and San Bruno Recreation and Aquatic Center all serve as tangible examples of our commitment to creating spaces that stand as both functional assets and cultural landmarks.

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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 36 C. UNDERSTANDING & APPROACH

SUSTAINABLE DESIGN
With multiple zero net energy (ZNE) and LEED Platinum projects in our portfolio, the Group 4 team is a leader in environmentally responsible and sustainable design. Sustainable design for us is a holistic concept:
we believe that successful green architecture not only minimizes harmful ecological impacts but also serves the client for decades to come by uniting functional, aesthetic, and operational project requirements. Our design approach incorporates sustainability through all aspects of the design process, and we will partner with the City to explore sustainable opportunities in the feasibility phase as the project considers reuse versus new construction, scalability, and energy-generating strategies that could be incorporated over time. Sustainability means enhanced performance of both infrastructure and operations, designed with endusers in mind. Our design team is committed to solutions that address energy efficiency, programming needs, aesthetics, and low operating and maintenance costs, for both the site and building. The team members have actively participated in energy audits and savings programs, as well as implemented improvements prescribed by LEED.

College of Chabot Library & Learning Connection
(LEED NC GOLD)
Burlingame Community Center (Zero Net Energy)
EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 37 C. UNDERSTANDING & APPROACH

QUALITY PERFORMANCE
Group 4 maintains several checks and procedures that ensure a high level of quality in our projects.

It begins with building a team of past collaborators who share our commitment to serving our clients and their communities – and is reinforced through strong communications amongst the design and project management team, including opportunities to proactively and regularly have team meetings and check ins to have in depth discussions on design and technical issues.

At project inception, we work with City staff to develop project goals and objectives that are referenced throughout the project at key milestones and decision points that ensure alignment of expectations, budget, schedule, and scope to deliver the shared vision. We meet regularly with a team of client representatives to review project progress and provide overall direction, from developing the initial work plan, schedule, and participation plan to confirming project findings and approving work products. We reference our project schedule at each team meeting to ensure that the project is on track – we also use the schedule to communicate and coordinate work among our consultant team members.

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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 38 C. UNDERSTANDING & APPROACH

RESPONSIVENESS TO CITY STAFF AND PROJECT REQUIREMENTS
Group 4’s collaborative process offers the best outcome for a project. It begins with communication and shared goals among the design and development team. Our proposed key personnel stay involved through all project phases, bringing continuity and depth of understanding to the entire project. Group 4’s project manager will collaborate from the earliest goal setting and programming meetings with the City through the completion of construction and assume day-today responsibility for project communications.

DEVELOPING PROJECT BUDGETS
We have an excellent record of developing accurate project budgets. From the very earliest phases of planning, we begin building a comprehensive budget that includes soft costs, FF&E, technology, public art, moving, and appropriate contingencies in addition to construction costs.

The accuracy of our budgets is revealed when our projects are bid; most of our projects are bid well under the final engineering cost estimate.

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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 39 C. UNDERSTANDING & APPROACH

POSITIONING PROJECTS FOR SUCCESS
Group 4 has developed a participatory design process and hundreds of successful community projects. We have been instrumental in assisting our clients with community engagement and public information campaigns. What sets our process apart is our proven record of building a shared vision, consensus, and momentum for public projects that reflect community priorities and values. Recently our proposed process for the Fremont Central Park Community Center Project built on the strong foundation of community engagement that the City began with the City’s new Parks and Recreation Master Plan project and was complemented with over 2,000 participants who shared their input through online surveys, public meetings, key leaders meetings, and focus group meetings. We look forward to refining the proposed engagement plan with the City to ensure the most effective use of City resources.

Excellent examples of the success of our proven process include the recently completed Yorba Linda Library and Cultural Arts Center and the San Bruno Recreation and Aquatic Center. Both projects started at similar points that you are now at – with an identified need and wanting to build a strong foundation of support for a shared vision and deliver a clear path forward to implementation and realization of the vision.

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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 40 C. UNDERSTANDING & APPROACH

W O R K I N G W I T H S TA F F, L E A D E R S, A N D S TA K E H O L D E R S Group 4 understands the importance of developing project goals and objectives early in the process with staff, leaders, and stakeholders. We use an interactive planning process to create a shared vision for the project and continue to define the planning and design values that will not only shape the project but also act as criteria for evaluating the success of various development strategies and design solutions.

Our approach to working with staff begins with the establishment of a Project Management Team (PMT) that meets at regular intervals to make decisions and provide overall project direction.

The PMT will also monitor the project participation plan closely, and review content and exhibits before presentations. We anticipate that the PMT will include the City’s project manager, key City and Desert Recreation District (DRD) staff, Group 4’s project manager and planning team; the City may also wish to include other key City staff in the PMT or certain meetings, depending on agenda topics. We will work closely with the PMT to develop an effective participation plan that will provide the most benefit to the project. Our preliminary thinking includes the multi-layered strategies described on the following page.

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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 41 C. UNDERSTANDING & APPROACH

COMMUNITY ENGAGEMENT
Our community engagement will be conducted in both English and Spanish in-person and up to two additional languages online. Our multiprong approach will include two rounds of solicited engagement; Round 1 will be focused on needs and Round 2 will be focused on options. The 3rd round will be an opportunity for the community to attend and give input at the City Council meetings. The first two rounds of engagement will include the following:
▪ Community Survey – multi-lingual, multi-format survey designed to maximize community participation that will be conducted with a graphic format that will be online, on paper, and with an interactive kiosk.
▪ Engagement Kiosk – multi-lingual outreach will include both a popup kiosk scheduled for a community event, such as Cathedral City Farmers Market and a self-serve engagement kiosk set up for the duration of the engagement period at a community frequently visited location such as Cathedral City Library.

Our engagement tools are effective and flexible and many of the City’s that we work with choose to utilize our tools to do additional outreach at community events, programs and locations.

CITY COUNCIL
We anticipate two meetings with the City Council. The first meeting will be a study session to review preliminary program options, site options, evaluation criteria and preliminary financing options. The second City Council meeting will be to receive the Final Draft Feasibility study and recommendations.

Technical Meetings – We will conduct technical meetings with City and DRD staff that will include: Recreation staff to confirm the programmatic, functional, and operational requirements of the new community facility; Building Department to confirm our code analysis and requirements for emergency access, security, and fire protection; Planning Department to confirm zoning, setback, site, and parking requirements and Use Permit Application and review; and the Police and Fire Departments to review for safety, access, and equipment requirements.

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GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 42 C. UNDERSTANDING & APPROACH C.2 SCHEDULE & WORK PLAN

THE NEW CATHEDRAL CITY COMMUNITY CENTER
The new Cathedral City Community Center project will serve as the heartbeat and beacon for the entire community.

We envision the new, or re-purposed facility supporting young and old, fitness, health, learning, creating and exploring with specific consideration for accessibility, flexibility, and community integration.

A graphic showing the timeline for our proposed work plan and engagement strategy for the Cathedral City Community Center Feasibility Study is included above. Our proposed work plan, timeline, and fee schedule have not yet had the benefit of the City’s input, and we look forward to working with you to tailor our proposal to meet your project needs and budget requirements. A sample invoice from a current planning project can be viewed here.

Per the City’s request we have included a detailed work plan for the next phase of the project the Feasibility Study, which includes the following Tasks:

BASIC SERVICES
TASK 1: CENTER ASSESSMENT

1.1 Needs Assessment

1.1.1 Existing Facilities/Programs/Services:

CATHEDRAL CITY

COMMUNITY CENTER FEASIBILITY STUDY
DRAFT WORK PLAN – 05 May 2025
MONTH 1 MONTH 2 MONTH 3 MONTH 4 MONTH 5 MONTH 6

1. CENTER ASSESSMENT

1.1 Needs Assessment

1.2 Site Identifications
Criteria: Availability,
Capacity, Access,
Parking, Development
Cost Model, +
Deliverables: Needs
Assessment, Site
Assessment, Site
Analysis

2. COMMUNITY OUTREACH

3. CONDUCT

OUTREACH / SURVEY
ENHANCED SERVICE: 7. CONCEPTUAL PLAN &

RENDERINGS
Project Management Team (PMT)

KICK-OFF
Recreation Staff
City Council
Study Session

CITY COUNCIL

PRESENTATION

2.1 Community Engagement Plan

2.2 Stakeholder, Focus Group, and City Council Engagement

3.1 Conduct two rounds of
Community Outreach (see
below)

4. FUNDING

STRATEGIES

4.1 Financial Analysis

4.2 Partnership Opportunities

5. RECOMMENDATIONS
& FEASIBILITY STUDY

5.1 Selected option refinement, including:
- Summary of Engagement
- Building and Site Program
- Drawing Package
- Financial Analysis

5.2 Draft + Final Report

7.1 Develop Site & Building Concepts

7.2 Technical Meetings

7.3 Conceptual Design Submittal including
illustrative plan and renderings
Community
Outreach #2
City Council
Briefings
Stakeholder/
Focus Group
BASIC

SERVICES

6. PROJECT MANAGEMENT

6.1.1 Project protocols

6.1.2 Meeting agendas, exhibits, and minutes

6.1.3 Project workplan and schedule

6.1.4 Project directory

6.1.5 Project communications and coordination

SURVEY, POP-UPS, SELF-SERVE
Community
Outreach #1
Recreation Staff
Stakeholder/
Focus Group
Building, Planning, Fire, Public Safety
Community Outreach,
Stakeholders, and City Council
Technical Meetings

PROJECT PARTICIPATION
Stakeholder/
Focus Group
Building, Planning, Fire,
Public Safety SURVEY, POP-UPS, SELF-SERVE
EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 43 C. UNDERSTANDING & APPROACH

1.1.2 Validation of Need:

Summarize the case for a new facility by analyzing current facility deficiencies, increasing community demand, and service gaps.

Emphasize the limitations, the obsolescence, or the lack of existing community facilities, programs, and services.

1.1.3 Community Spaces, Places, Programs, and Activities:

1.1.4 Enhanced Role in Emergency Response:

1.1.5 Sustainability Framework:

1.1.6 Benchmarking and Lessons Learned:

Analyze recently completed community centers regionally and nationally for insights into what works well, cost-effective solutions, and pitfalls to avoid in both design and operations.

1.1.7 Demographic and Socioeconomic Analysis:

Complete a demographic trends analysis which is based on Census 2020 baseline data, 2024 reported data, and projected populations for the next five and ten years. Demographic characteristics analyzed and reported on will include age, gender, education, income.

This analysis will provide an understanding of the demographic environment that the new center will serve.

1.1.8 Programming Priorities, Options + Mapping:

Above: Yorba Linda Library + Cultural Arts Center
EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 44 C. UNDERSTANDING & APPROACH

1.2 Site Identification, Development Options, and Analysis

1.2.1 Site Identification:

1.2.2 Development Options:

Viable sites will then have development options prepared for further analysis. Information developed for each of the sites shall include more detailed information that can be used in the comparison analysis that will include additional criteria such as:
- City-Owned properties vs. purchasing
- New build versus rehabilitation
- Transportation/access (transit, vehicles,
pedestrians, bicycles, scooters)
- Scalability/phasing
- Synergy
- Visibility
- Development cost model and construction
budget
- Other

1.2.3 Technical Meetings:

We will conduct technical meetings with City and DRD staff that will include: Recreation staff to confirm the programmatic, functional, and operational requirements of the new recreation facility; Building division to confirm our code analysis and requirements for emergency access, security, and fire protection; Planning division to confirm zoning, setback, site, and parking requirements and Use Permit Application and review; and the Police and Fire Departments to review for safety, access, and equipment requirements.
11 BELMONT COMMUNITY CENTER CONCEPTUAL DESIGN REPORT EXECUTIVE SUMMARY

PROJECT BUDGET SUMMARY

BELMONT COMMUNITY CENTER

PRELIMINARY OPTIONS
Community
Center Outdoor Pool Gym
Community
Center + Pool +
Gym
Phase 1 Phase 2 or 3 Phase 2 or 3 Single Phase
Total Hard Cost Budget $26,381,000 $4,692,000 $6,214,000 $37,286,000 Site Development $1,330,960 $0 $0 $1,330,960
Site Construction $2,806,800 ($122,400) ($126,000) $2,558,400 Building Construction $18,620,000 $4,387,000 $5,775,000 $28,782,000 Parking $1,224,100 $0 $0 $1,224,100
Design/Estimating Contingency $2,398,186 $426,460 $564,900 $3,389,546 Furniture, Technology and Signage $1,678,000 $466,000 $549,000 $2,806,000 Total Soft Cost Budget $9,568,000 $1,759,000 $2,307,000 $13,672,000 A/E and CM, Permits & Fees $8,697,980 $1,598,670 $2,096,530 $12,428,210 Soft Costs Contingency $869,798 $159,867 $209,653 $1,242,821 Project Contingency $2,805,800 $515,700 $676,300 $4,009,100 Escalation $0 $0 $0 $0
PROJECT BUDGET $40,432,800* $7,432,700* $9,746,300* $57,773,100* TOTAL PROJECT BUDGET CC + POOL $47,865,500*
TOTAL PROJECT BUDGET CC + GYM $50,179,100*
TOTAL PROJECT BUDGET CC + POOL + GYM $57,773,100*
*Q4 2019 DOLLARS

ESCALATION NOT INCLUDED

PROJECT BUDGET
A project budget and cost model has been developed for the recommended plan including the new community center, gymnasium, pool, and park improvements. The comprehensive budgets include both hard costs (e.g., building materials, labor, and contractor overhead and profit) and soft costs (e.g., design and engineering consultant fees, permits, etc.).

The budget shown below has been prepared as a tool for the development of an implementation plan, which shall include a funding strategy and a refined project scope and schedule. The budget does not include escalation cost which is projected to be approximately 5-7% per year.
i MPLEMENTAT i ON
While building the center and all amenities all at once is the most cost -efficient, there are several reasons to phase a project, including availability of funding – for both construction and operations – and balancing current needs with future needs. The recommended site and building design took into consideration the flexibility required to potentially phase the construction of the project and can be broken out into three phases:

PHASE 1
Construction of the new 25,000 SF Community Center, demolition of the existing facility, and construction of the new park and parking improvements.

PHASE 2 OR 3
Construction of the gymnasium and the pool could be done together as a second phase; or one could be constructed as a second phase and the other one as a subsequent third phase. Planning and designing for a future phase of a project is not uncommon; however, it does increase the complexities and coordination requirements of the first phase of a project. The goal is seamless integration upon completion of each phase.

EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 45 C. UNDERSTANDING & APPROACH

1.2.4 Site Analysis:

Meetings:
- PMTs 1, 2, 3, 4 Technical Meetings with Recreation, Planning, Building, Fire and Police Deliverables:
- Needs Assessment: Summary of Existing Facilities/Programs/Services; Summary of Need; Potential Community & Recreation Spaces; Places, Programs, and Activities; Resiliency Center program options; Project Sustainability Framework; Comparable Communities and Facilities Benchmarking; Demographic and Socioeconomic Analysis; Program Priorities, Options and Mapping - Site Assessment: Summary of Potential Sites, Preliminary Evaluation Criteria and Analysis, Summary of Priority Sites, Evaluation Criteria, Evaluation Matrix and Analysis, Summary of Recommended Site - Site Analysis: Refined Site and Building Plan, Program Option, and Project Cost Model 9 MILLBRAE COMMUNITY CENTER REBUILD PROJECT EXECUTIVE SUMMA During the last round of input for the Master Plan phase, the project team further developed and refined the site options for the central zone site layout through evaluating building and site plan opportunities. The intent of this final round was to gain input on the preferred strategies for organizing the major program elements including the Gymnasium, Community Room, Community Center, and the Parks Maintenance Staging Facility on-site.

S i TE PLAN OPT i O N S
For the final round of the Master Plan, the project team looked for input on refined site plans with specific interest in input on-site adjacencies, site circulation, park experience, integration of buildings and park, and environmental site strategies such as wind protection of outdoor spaces and passive solar strategies.

EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 46 C. UNDERSTANDING & APPROACH TASK 2: COMMUNITY OUTREACH AND ENGAGEMENT

2.1 Community Engagement Plan
The community engagement plan will be based on a multi-lingual, multi-pronged approach, that will include stakeholder and focus group meetings, community visioning workshops, on-line surveys, pop-up kiosks, paper surveys, social media blast, press releases and community flyers. The goal of the two rounds of outreach is to collect information on 1) the community needs for the new community center and identify the programs, services, places, and spaces that are needed for the community, and 2) to collect feedback on the program and development options. The two rounds of engagement will include the following outreach and will be conducted in both English and Spanish, with options for additional languages for online and paper engagement.

2.2 Stakeholder, Focus Group, & City Council Engagement

2.2.1 Stakeholder and Focus Groups Meetings:
- Stakeholders Meetings (up to two per round) ) – DRD, Palm Springs Unified School District - Focus Group Meetings (up to two per round) – Citizens, Senior Center Representatives

2.2.2 City Council
- Study Session – to review the site and program options, evaluation criteria and analysis - Council Briefings – to review preferred program, site and funding strategy - City Council Presentation – to approve New Community Center Feasibility Study Meetings:
- Stakeholder/Focus Group Meetings – up to two (2) each per two rounds of community engagement
- City Council Study Session – one (1)
- City Council Briefings – one (1) round
- City Council Presentation – one (1)
Burlingame Community Center
EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 47 C. UNDERSTANDING & APPROACH TASK 3: CONDUCT OUTREACH/SURVEY

3.1 Conduct two (2) rounds of Community Outreach

3.1.1 Community Workshops
1) Visioning, programs, services, spaces, & places
2) Program & Development Options

3.1.2 Online survey/paper survey

3.1.3 Engagement kiosk, pop-up and self-serve
- Self-serve kiosk, potential location: Cathedral City
Branch Library
- Pop-ups potentially at Cathedral City Farmers
Market

3.1.4 Outreach tools:
- Multilingual Flyer
- Press release
- Social media post
Meetings:

3.1.5 Community Workshops – two (2), one per each round

3.1.6 Online/Paper Survey – two (2), one per each round

3.1.7 Pop-Up and Self-Serve Kiosk – two (2), one per each round

4.TASK: FUNDING STRATEGIES

4.1 Financial Analysis:

In addition to the project cost models developed in Task 1, additional financial analysis shall include the following:

4.1.1 Multi-variable financial analysis identifying potential cost differences and funding options between
development options

4.1.2 Operational Analysis: based on program strategies

4.1.3 Funding opportunities for different site options

4.1.4 Scalability of phasing and development strategy

4.2. Partnership Opportunities:

Public/private partnerships shall be explored and evaluated to determine if potential partnerships could be leveraged in the development or the operation of the Center.

Meetings:
- PMTs 5, 6
Deliverables:
- Project Cost Model and Estimated Construction
Cost, Project Schedule, Funding Strategies,
Funding Plan, Potential Partnership Opportunities
Gonzales Community Center
EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 48 C. UNDERSTANDING & APPROACH

5.TASK: RECOMMENDATIONS AND FEASIBILITY STUDY

5.1. The selected development option will be refined and exhibits developed for the following:

5.1.1 Summary of Engagement
- PMTs
- Technical Meetings
- Community
- City Council
- DRD Board

5.1.2 Building and site program
- Space description and square feet
- Adjacency diagrams
- Operational modes

5.1.4 Financial Analysis
- Project Budget
- Preliminary Project Schedule
- Funding Strategies
EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 49 C. UNDERSTANDING & APPROACH

5.2. A Draft Feasibility Report will be compiled and distributed to the PMT for review and comments.

Comments and feedback will be integrated into the Final Draft Report for presentation to the City Council.

Meetings:
- PMTs 7, 8
Deliverables:

5.2.1 Draft Feasibility Report

5.2.2 Final Draft Feasibility Report and Presentation

5.2.3 Final Feasibility Report

6.TASK: PROJECT MANAGEMENT

6.1 Project Management tasks will be completed during Task 1-5 and shall include:

6.1.1 Project protocols

6.1.2 Meeting agendas, exhibits, and minutes

6.1.3 Updated project workplan and schedule

6.1.4 Project directory

6.1.5 Project communications and coordination
Meetings:
- Included in tasks above
Deliverables:
- Project protocols memo, agendas, exhibits, minutes, project directory, monthly workplan, schedule EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 50 C. UNDERSTANDING & APPROACH

ENHANCED SERVICE
At the City's directions, Group 4 can incorporate the task below into the basic services previously outlined in this proposal.

TASK 7: CONCEPTUAL PLAN AND RENDERINGS

7.1.1 Develop Site and Building Concepts: Based on the site strategies and building program recommended in the feasibility study, develop site and building design concepts. Review concept site and building design options, cost models, evaluation criteria, and phasing priorities with PMT and stakeholders. Select preferred concept option based on evaluation criteria

7.1.2 Conduct Technical Meetings: Conduct one round of technical meetings with Building, Planning, Fire, and Safety.

7.1.3 Prepare Conceptual Design Deliverables: Update and refine preferred concept option, project budget, and develop phasing plan. Prepare conceptual design submittal, including illustrative plan and renderings for use for funding opportunities.

Meetings:
- PMTs 9, 10, One (1) stakeholder meeting, One (1) round of technical meetings
Deliverables:
- Conceptual Design submittal, including illustrative site plan and renderings EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 51 D. FORMS D. FORMS
EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 52 D. FORMS EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 53 D. FORMS City of Cathedral City
Affidavit of Qualification to Bid Page 1 of 2
Affidavit of Qualification to Bid/Propose
Solicitation No.

Tax ID No.

Please complete this form in its entirety and include it with your Bid/Proposal. For the purpose of completing this form, “entity” means an individual, sole proprietor, partnership, corporation, limited liability corporation (LLC), company, or association.
*Does not apply to individuals or sole proprietors – indicate with “N/A” I HEREBY AFFIRM THAT:

1. I am the and the duly authorized
Title
representative of the entity and that I possess the
Name of Entity
legal authority to make this affidavit on behalf of myself and the entity for which I am acting. *2. The entity is either a California
corporation or is a foreign corporation properly registered with the California Secretary of State, in compliance with the California Public Contract Code.

3. Except as described in Paragraph five (5) below, neither I nor the above entity, nor to the best of my knowledge, any of its officers, directors, or partners, or any of its employees directly involved in obtaining contracts with the State of California or any municipality, county, bi-county, or multi-county agency, or subdivision of the State of California have been convicted of, or have pleaded nolo contendere to a charge of, or have, during the course of an official investigation or other proceeding, admitted in writing or under oath, acts of omissions which constitute bribery, attempted bribery, or conspiracy to bribe, whether or not in furtherance of obtaining a contract with a public body, under the provisions of the California Penal Code or under the laws of any local, state or federal government (conduct prior to July 2, 1977 is not required to be reported).

4. List any conviction, plea, or admission described in paragraph three (3) above, with the date, court, official, or administrative body; the individuals involved and their position with the entity; and the sentence or disposition, if any. Otherwise, state “none” as appropriate.

5. Neither I nor the above entity, nor to the best of my knowledge an officer, partner, controlling stockholder or principal of the Bidder, or any other person substantially involved in the Bidder’s contracting activities has: (1) been convicted under the laws of the State of California, another state or the United States of: (i) a criminal offense incident to obtaining, attempting to obtain, or performing a public or private contract, except as provided in the California Penal Code; or (ii) fraud, embezzlement, theft, forgery, falsification or destruction of records, or receiving stolen property; (2) been convicted of a criminal violation of an antitrust statute of the State of California, another state or the United States; (3) been convicted of a violation of the Racketeer Influenced and Corrupt Organization Act, or the Mail Fraud Act, for acts in connection with the submission of bids for public or private contracts; (4) been convicted of a violation of the California Public Contract Code; (5) been convicted of a conspiracy to private contract; (6) been convicted of a conspiracy to commit any act or omission that would constitute N/A - Community Center Feasibility Study
94-2376500
President
Group 4 Architecture, Research + Planning, Inc.

Group 4 Architecture, Research + Planning, Inc.

NONE
87 EXHIBIT "A"
GROUP 4 ARCHITECTURE RESEARCH + PLANNING INC. 54 D. FORMS Affidavit of Qualification to Bid/Propose
Affidavit of Qualification to Bid Page 2 of 2
grounds for conviction under any of the laws or statutes described herein; (7) been found civilly liable under an antitrust statute of the State of California, another state or the United States for acts or omissions in connection with the submission of bids for public or private contracts.

6. Bidder hereby declares that this Bid/Proposal is made without any connection or collusion with any person, entity or corporation making a Bid/Proposal for the same work; that pursuant to this affidavit; that the attached specifications and any drawings referred to herein have been carefully examined and are understood; that careful examination has been made as is necessary to become informed as to the character and extent of the work required; and, that if this Bid Proposal is accepted, this Bidder will contract to do, for the price stated in the Bid Proposal, all of the work described in the specifications, drawings and contract conditions.

7. I certify that I have the authority to bind myself/this Consultant in a contract should I be successful in my proposal.

8. I acknowledge that this affidavit is to be furnished to the City Manager or designee for the City of Cathedral City, California. I further acknowledge that, if the representations set forth in this affidavit are not true and correct, the City of Cathedral City may terminate any contract awarded and take any other appropriate action.

I do solemnly declare and affirm under the penalties of perjury that the contents of this affidavit are true and correct.

Printed Name Signature
Date
Andrea Gifford
05/05/2025
EXHIBIT "A"

THIS PAGE IS INTENTIONALLY LEFT BLANK
EXHIBIT "A"
EXHIBIT "A"
Group 4 Architecture, Research + Planning, Inc.
211 Linden Avenue, South San Francisco CA
(650) 871-0709
www.g4arch.com

05.05.25 EXHIBIT "A"
4886-8063-8473 v2
C-1
EXHIBIT "B"

COMPENSATION
City will pay Consultant a not-to-exceed amount of ninety-nine thousand and six hundred dollars ($99,600) for the services outlined below.

Consultant will invoice City monthly on a progress basis for progress on the services below:

TASK GROUP 4 TBD CONSULTANTS

1. Center Assessment $41,600

2. Community Outreach and Engagement $20,500 $5,600

3. Conduct outreach/survey $9,100

4. Funding Strategies $6,600

5. Recommendations + Feasibility Study $16,200

6. Project Management Included Above
BASIC TOTAL: $99,600
Proposal Price Sheet Page 1 of 1
Solicitation No. _________________
The Offeror shall complete this form in its entirety and return it with their Proposal; supporting documentation that expands on specific costs shall accompany this page. The Offeror is expected to review the Solicitation Document in its entirety and to understand project requirements and work scope prior to submitting a Proposal.

L.I.N Scope of Work Price
1 Center Assessment $
2 Community Outreach and Engagement Plan $
3 Conduct Outreach/Survey $
Other line-item Prices (Provide Description)
4 $
5 $
6 $
7 $
8 $
9 $
10 $
Total Price Proposal $
Hourly Rates (Offeror to list principal consultants and hourly rates) L.I.N Principal Consultants Hourly Rate
1 $
2 $
3 $
4 $
5 $
By my signature, I hereby testify that I am a duly authorized representative of the firm and that I have fully entered, examined, and reviewed the items and totals represented on this Proposal Price Sheet and they are accurate and complete.

Name of the Bidder: ___________________________________________________ Signature: Date:

Print Name: Title:

City of Cathedral City
Proposal Price Sheet
41,600.00
26,100.00
9,100.00
Funding Strategies 6,600.00
Recommendations + Feasibility Study 16,200.00
TOTAL: BASIC SERVICES 99,600.00
ENHANCED SERVICES (optional)
Conceptual Plan and Renderings 27,250.00
126,850.00
Principal - Group 4 270.00
Associate - Group 4 250.00
Project Manager - Group 4 215.00
Architectural Staff 195-210.00
Project Manager - Cost (TBD Consultants) 245.00
05/05/2025
Andrea Gifford President
87 Group 4 Architecture, Research + Planning, Inc. GROUP 4 ARCHITECTURE, RESEARCH + PLANNING, INC. 87 EXHIBIT "B"
4886-8063-8473 v2
C-1
EXHIBIT "C"

INSURANCE
A. Insurance Requirements. Consultant shall provide and maintain insurance, acceptable to the City, in full force and effect throughout the term of this Agreement, against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the Services by Consultant, its agents, representatives or employees. Insurance is to be placed with insurers with a current A.M.

Best's rating of no less than A:VII.

Consultant shall provide the following scope and limits of insurance:

1. Minimum Scope of Insurance. Coverage shall be at least as broad as:
(1) Commercial General Liability. Insurance Services Office form Commercial General Liability coverage (Occurrence Form CG 0001). (2) Automobile. Insurance Services Office form number CA 0001 (Ed. 1/87) covering Automobile Liability, including code 1 "any auto" and endorsement CA 0025, or equivalent forms subject to the written approval of the City. (3) Workers’ Compensation. Workers' Compensation insurance as required by the Labor Code of State of California covering all persons providing Services on behalf of the Consultant and all risks to such persons under this Agreement. (4) Professional Liability. Professional liability insurance appropriate to the Consultant’s profession. This coverage may be written on a “claims made” basis, and must include coverage for contractual liability. The professional liability insurance required by this Agreement must be endorsed to be applicable to claims based upon, arising out of or related to Services performed under this Agreement. The insurance must be maintained for at least three (3) consecutive years following the completion of Consultant’s services or the termination of this Agreement. During this additional three (3) year period, Consultant shall annually and upon request of the City submit written evidence of this continuous coverage.

2. Minimum Limits of Insurance. Consultant shall maintain limits of insurance no less than:
(1) Commercial General Liability. $1,000,000 general aggregate for bodily injury, personal injury and property damage. (2) Automobile. $1,000,000 per accident for bodily injury and property damage. A combined single limit policy with aggregate limits in an amount of 4886-8063-8473 v2
C-2
not less than $2,000,000 shall be considered equivalent to the said required minimum limits set forth above.
(3) Workers' Compensation. Workers' Compensation as required by the Labor Code of the State of California of not less than $1,000,000 per occurrence. (4) Professional Liability. $1,000,000 per occurrence.

B. Other Provisions. Insurance policies required by this Agreement shall contain the following provisions:

1. All Policies. Each insurance policy required by this Agreement shall be endorsed and state the coverage shall not be suspended, voided, cancelled by the insurer or either Party to this Agreement, reduced in coverage or in limits except after 30 days' prior written notice by certified mail, return receipt requested, has been given to City.

2. Commercial General Liability and Automobile Liability Coverages. (1) City, and its respective elected and appointed officers, officials, and employees and volunteers are to be covered as additional insureds as respects: liability arising out of activities Consultant performs; products and completed operations of Consultant; premises owned, occupied or used by Consultant; or automobiles owned, leased, hired or borrowed by Consultant. The coverage shall contain no special limitations on the scope of protection afforded to City, and their respective elected and appointed officers, officials, or employees. (2) Consultant’s insurance coverage shall be primary insurance with respect to City, and its respective elected and appointed, its officers, officials, employees and volunteers. Any insurance or self-insurance maintained by City, and its respective elected and appointed officers, officials, employees or volunteers, shall apply in excess of, and not contribute with, Consultant’s insurance. (3) Consultant’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer's liability.
(4) Any failure to comply with the reporting or other provisions of the insurance policies, including breaches of warranties, shall not affect coverage provided to City, and its respective elected and appointed officers, officials, employees or volunteers.

3. Workers' Compensation Coverage. Unless the City Manager otherwise agrees in writing, the insurer shall agree to waive all rights of subrogation 4886-8063-8473 v2
C-3
against City, and its respective elected and appointed officers, officials, employees and agents for losses arising from work performed by Consultant.

C. Other Requirements. Consultant agrees to deposit with City, at or before the effective date of this Agreement, certificates of insurance necessary to satisfy City that the insurance provisions of this contract have been complied with. The City may require that Consultant furnish City with copies of original endorsements effecting coverage required by this Exhibit “C”. The certificates and endorsements are to be signed by a person authorized by that insurer to bind coverage on its behalf. City reserves the right to inspect complete, certified copies of all required insurance policies, at any time.

1. Consultant shall furnish certificates and endorsements from each subconsultant identical to those Consultant provides.

2. Any deductibles or self-insured retentions must be declared to and approved by City. At the option of City, either the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects City or its respective elected or appointed officers, officials, employees and volunteers, or the Consultant shall procure a bond guaranteeing payment of losses and related investigations, claim administration, defense expenses and claims.

3. The procuring of such required policy or policies of insurance shall not be construed to limit Consultant’s liability hereunder nor to fulfill the indemnification provisions and requirements of this Agreement.

Cathedral City City CouncilJuly 9, 2025

Cathedral City City Council
July 9, 2025