Agenda packet — Coachella City Council, March 27, 2024 (part 1 of 3)

City Hall Council Chamber
1515 Sixth Street, Coachella, California
(760) 398-3502  www.coachella.org
AGENDA

OF A REGULAR MEETING
OF THE

CITY OF COACHELLA

CITY COUNCIL CLOSED SESSION AND REGULAR MEETING

THE COUNCIL SITTING AS THE COACHELLA SANITARY DISTRICT,

COACHELLA FIRE PROTECTION DISTRICT, COACHELLA FINANCING AUTHORITY,

COACHELLA EDUCATIONAL AND GOVERNMENTAL ACCESS CABLE CHANNEL CORPORATION,

COACHELLA WATER AUTHORITY, SUCCESSOR AGENCY TO THE COACHELLA REDEVELOPMENT AGENCY

AND COACHELLA PARKS AND RECREATION FOUNDATION
March 27, 2024
5:00 PM – CLOSED SESSION
6:00 PM – REGULAR MEETING
In-Person Meeting
Location:

Coachella City Hall
Council Chamber
1515 Sixth Street
Coachella, CA
If you would like to attend the meeting via Zoom, here is the link:
https://us02web.zoom.us/j/88457271898?pwd=REdzU1NoQmpVSFhWTDVaZ0VCekYxdz09 Or One tap mobile : 16699006833,,88457271898#,,,,*606140# Or Telephone:

US: +1 669 900 6833
Webinar ID: 884 5727 1898
Passcode: 606140
Spanish: El idioma español está disponible en Zoom seleccionado la opción en la parte de abajo de la pantalla
 Public comments may be received either in person, via email, telephonically, or via Zoom with a limit of 250 words, or three minutes:
o In Real Time:

If participating in real time via Zoom or phone, during the Public Comment Period, use the “raise hand” function on your computer, or when using a phone, participants can raise their hand by pressing *9 on the keypad.
o In Writing:

Written comments may be submitted to the City Council electronically via email to [email protected]. Transmittal prior to the start of the meeting is required. All written comments received will be forwarded to the City Council and entered into the record. o If you wish, you may leave a message at (760) 262-6240 before 5:30 p.m. on the day of the meeting.  The live stream of the meeting may be viewed online by accessing the city's website at www.coachella.org, and clicking on the "Watch Council Meetings" tab located on the home page, and then clicking on the "live" button.

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Agenda City Council Closed Session and Regular Meeting March 27, 2024

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CALL TO ORDER: - 5:00 P.M.

ROLL CALL:

APPROVAL OF AGENDA:
“At this time the Council/ Board/Corporation/Authority may announce any items being pulled from the Agenda or continued to another date or request the moving of an item on the agenda” PUBLIC COMMENTS (CLOSED SESSION ITEMS):

ADJOURN TO CLOSED SESSION:

1. PUBLIC EMPLOYEE PERFORMANCE EVALUATION PURSUANT TO GOVERNMENT CODE SECTION 54957(b)(1) (1) Title: City Attorney

2. CONFERENCE WITH LEGAL COUNSEL - EXISTING LITIGATION
Pursuant to Government Code Section 54956.9(d)(1)
City of Coachella v. City of Indio, et al.,
Riverside County Superior Court, Case No. CVRI 2401130
RECONVENE REGULAR MEETING: - 6:00 P.M.

PLEDGE OF ALLEGIANCE:

CLOSED SESSION ANNOUNCEMENTS:

PROCLAMATIONS/PRESENTATIONS/DIRECTION:

3. Riverside County Transportation Commission (RCTC) Traffic Relief Plan Presentation

4. Quarterly Report by Greater Coachella Valley Chamber of Commerce

5. Bagdouma Park Maintenance Updates

6. Coachella's Youth Advisory Council Presentation
WRITTEN COMMUNICATIONS:

CONSENT CALENDAR:
(It is recommended that Consent Items be acted upon simultaneously unless separate discussion and/or action is requested by a Council Member or member of the audience.)

7. Regular Meeting Minutes of March 13, 2024, of the City of Coachella, Coachella Sanitary District, Coachella Fire Protection District, Coachella Financing Authority, Coachella Educational and Governmental Access Cable Corporation, Coachella Water Authority, Successor Agency to the Coachella Redevelopment Agency and Coachella Parks and Recreation Foundation

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Agenda City Council Closed Session and Regular Meeting March 27, 2024

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8. Investment Report – December 31, 2023

9. Voucher Listing- EFT's/Utility Billing Refunds/FY 2023-24 Expenditures as of March 27, 2024, $1,774,274.15

10. Authorize the Purchase of an Axis Corporate Yard Video Camera Server for the amount of $30,344.60

11. Authorize the Purchase of Three New Host Replication Servers from Computer Consultants for the Amount of $32,458.61

12. Authorize the Purchase of 5 Dell Precision Workstations and 1 Dell Aurora R16 Workstation for the Amount of $9,150.34

13. Authorize the Purchase and Installation of a Dual Language HD Swagit Camera and Streaming System for the City of Coachella Council Chamber for the Amount of $81,444.25

14. Authorize the Purchase and Installation of a Digital Signage System from AVIR Technologies for the Amount of 19,485.00

15. Approve a Community Based Grant to the Coachella Youth Baseball and Softball Association in the Amount of $1,000

16. Amendment #1 to the Professional Service Agreement with Alta Planning + Design, Inc. in the Amount of $41,785.00, and Authorize Appropriation of $82,010.00 from Fund 101 (General Fund) for Professional Engineering Services for the Connect Coachella Project, City Project ST-138

17. Award Professional Services Agreement to HR Green Pacific, Inc. for the Development of the Broadband Master Plan for the City of Coachella in the Amount of $214,690

18. Approve City Manager to Process Sponsorship Request Received from Celebration Nation Inc. for the 2024 Farmchella event in the amount of $12,000

19. Authorize the City of Coachella to Sponsor Alianza Coachella Valley’s The Hue Music and Arts Festival in the Amount of $3,000

20. Authorize the City of Coachella to Sponsor The Mobius Conference in the Amount of $2,500

21. Authorize the City Manager to Execute a Professional Services Agreement with Gallagher Benefit Services, Inc. in the Amount of $36,600 to conduct a Utility Operations Salary Study

22. Adopt Resolution No. 2024-10 Accepting the City of Coachella Annual Progress Report (APR) and Direct Staff to Submit to the California Department of Housing Community Development NEW BUSINESS CALENDAR (LEGISLATIVE AND ADMINISTRATIVE):

23. Approval of the 2024 City Council Meetings Calendar

24. Authorize the City Manager to Execute a Contract to Conduct a Comprehensive User Fee Study and Cost Allocation Plan and Appropriate $38,210 from General Fund Unreserved Fund Balance

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Agenda City Council Closed Session and Regular Meeting March 27, 2024

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PUBLIC HEARING CALENDAR (QUASI-JUDICIAL):

PUBLIC COMMENTS (NON-AGENDA ITEMS):

The public may address the City Council/Board/Corporation/ Authority on any item of interest to the public that is not on the agenda but is in the subject matter jurisdiction thereof. Please limit your comments to three (3) minutes.

REPORTS AND REQUESTS:

Council Comments/Report of Miscellaneous Committees.

City Manager’s Comments.

ADJOURNMENT:

Complete Agenda Packets are available for public inspection at the City Clerk’s Office at 53-462 Enterprise Way, Coachella, California, and on the City’s website www.coachella.org.

THIS MEETING IS ACCESSIBLE TO PERSONS WITH DISABILITIES

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1 2024 DRAFT TRAFFIC RELIEF PLAN
Coachella City Council
March 27, 2024
Anne Mayer, Executive Director
Aaron Hake, Deputy Executive Director

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Item 3.
2 RCTC - Providing Transportation
Solutions To Connect Our Communities
• County-wide transportation improvements
• Measure A
• Support Metrolink, RTA, SunLine & other
transit operators
• Toll operations

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Item 3.
3 RCTC is Your Team
Coachella Valley Rail
Interchanges Transit Agency Operations
Funding
Highway
Local Streets & Roads Page 7
Item 3.
4 2023 Public Survey
93% 91% 89% 87% 84%
0 0.1

0.2 0.3

0.4 0.5

0.6 0.7

0.8 0.9
1 Keeping roads in good
condition
Pothole repair Reinforcing highways,
roads and bridges from
flooding and earthquakes
Improving safety Keeping senior, student,
disabled and veteran bus
fares low
Coachella Valley residents' transportation priorities ranking (very or somewhat important)

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Item 3.
5 2024 Draft Traffic Relief Plan: Looking Forward
• Identifies County-wide transportation projects
and services
• Developed from public input
• Billions of dollars in transportation investment
• Updates the 2020 Commission-adopted TRP
• NOT funded: Unless approved by voters

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Item 3.

Coachella Valley
6 • CVAG administers funding
distribution
• Transportation Project Prioritization
Study (TPPS)
• VMT mitigation, support
TOD/housing, CVMSHCP
• Projects funding for multiple categories

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Item 3.
•Improve connections to I-10, Highway 111
and SR-86
•Pothole repairs and road maintenance
•Local safety improvements, and traffic
management systems
•Coachella Valley Rail
•Transit priority lanes, zero-emission buses,
bus shelters and improving access and
affordability
•Bridges, regional resilient infrastructure and
flood control investments on:
• Indian Canyon, Gene Autry Trail, Dillon
Road, and Box Canyon Drive
7 TRP Example Projects
• I-10 bypass
• Avenue 50
• SR-86
• CV Link extensions and Palm Desert Link
• Complete streets and multi-modal
connections
• Preserve Coachella Valley’s natural areas
• Coachella Valley Multiple Species Habitat
Conservation Plan (CVMSHCP)
• Freeway Service Patrol on I-10
• Employer partnerships

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Item 3.

Economic Impact & Regional Investment
8 Over 30 years:

Note: Totals may not add due to rounding
*Jobs Supported = An Industry-specific mix of full-time, part-time, and seasonal employment that are supported by project expenditures this includes Direct, Induced, and Indirect Jobs supported ** Direct, Induced, and Indirect Impact total
Revenue
Scenario
TRP
Estimated
Investment
Jobs
Supported
Workforce
Income
Economic
Output
One-Cent $25 billion 168,000* $10.9 billion** $30.9 billion** Palo Verde Valley
(Blythe Area)
~$100
million
Coachella
Valley
~$5
billion
Western
Riverside County
~$20
billion
Ensure revenues raised in each region stay there

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Item 3.

Accountability to Taxpayers
9 • Independent audits and
mandatory reviews
• Local Voice. Local Control – No
funds to be diverted to
Sacramento or Washington D.C.
• No more than 1% can be used
for administrative salaries

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Item 3.
10 2023 Public Survey
67% of Riverside County voters
initially support a transportation
funding measure
72% of Coachella, Indio, La Quinta
and surrounding area voters initially
support transportation funding
measure
82% of Riverside County voters see
a need for transportation funding
67%
72%
82%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Transportation Funding Support
Support for funding measure: Riverside County Voters
Support for funding measure: Coachella, Indio, La Quinta and surrrouinding area voters
Great or some need for funding

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Item 3.
11 Submit your feedback!
TrafficReliefPlan.Org
Your Voice. Your Plan.
rctc.org
951-787-7141
[email protected]
@theRCTC
TrafficReliefPlan.org

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Item 3.

GCVCC

COACHELLA
GCVCC.ORG
(760) 347-0676
[email protected]

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Item 4.

Faces both new and old, meet the
current GCVCC team.

BRANDON MARLEY
President/CEO

BARBARA CHODOS
Director of Operations

TINA RODRIGUEZ
Events Manager

TERRY CATES
Membership Experience Coordinator

LINDA SANCHEZ
Marketing Coordinator

JO BETH PRUDHOMME
Director of Business Development

OUR TEAM

NATALIE SANTANA
Administration Coordinator

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Item 4.

G C V C C M A R K E T I N G
Weekly Newsletter
• Over 6,500 Email Subscribers. Over 50% open rate
Social
• Over 25,000 followers across Facebook, LinkedIn, Instagram and YouTube

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Item 4.

M E M B E R S H I P
• A dozen ribbon cuttings
• Monthly Business Walks
• Approximately 1,000 current members
• 85 new members
• Upcoming Mixer at Temalpakh Farm
• Attended and spoke at multiple community events and round tables

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Item 4.

E V E N T S
• State of the City
• Up over 75 from last year
• Well received from the community
• Holiday Parade
• Provided drivers for event
• Tacos Tequila & Chavelas
• 475 Attendees
• 13 Food Vendors
• Challenges, competitor events, promotions, pricing

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Item 4.

V I S I T O R S C E N T E R
Averaging between 3-5 visitors daily (approximately 65-70 a month) Common reasons guests are coming in
• Vendors for events
• Tourists looking for information on the area
• Guests looking for City Hall or City Facilities
• Mexican Consulate
• Information on businesses in the area

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Item 4.

W O R K F O R C E D E V E L O P M E N T
The GCVCC has been awarded a new Workforce Development Grant with the County of Riverside Workforce Development for $125,000. • This grant will allow the GCVCC to assist local businesses in bringing on new employees with their pay covered up to $20 per hour for the first 90 days of employment as well as workforce and grant training.

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Item 4.

N E W PA R T N E R S H I P S
• GCVCC for the first time was an in-kind sponsor of the Palm Springs International Film Festival (PSIFF) and the supporting partner of the PSIFF Family Day which was held at the Mary Pickford Theatre on January 14, 2024. GCVCC assisted the PSIFF in getting local food trucks to participate in the free event as well as marketing and promotion.
• GCVCC also for the first time is a patron sponsor of the Desert Town Hall series.

This partnership supports our mission of advocacy and further education.

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Item 4.

R E C R U I T M E N T

YOUTH ADVISORY COUNCIL

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Item 6.

Integrated approach to share the message in
both English & Spanish:

Social Media
Facebook - 4 posts
Instagram - 4 posts
LinkedIn - 2 posts
Printed Flyers
QR Code
Website Page
Direct Outreach
(local community
partners including
CVUSD)
Strategy
To fill 10 vacant seats by recruiting students
from CVUSD that reside in Coachella to apply
and serve during the academic year (August -
June).

Goal

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Item 6.
8/3 Web page
created & published
on Coachella.org
8/7
Flyers completed &
distributed to
Coachella Library
8/8 Outreach to CVUSD PIO &
community partners, info posted
to social media channels & City
News section of Coachella.org
8/29 Message enhanced to
include “guaranteed volunteer
hours” & deadline extended to
Sept. (originally April 7th)
8/24
Confirmation of “0”
applicants through City Clerk
10/16
Confirmation of “0”
applicants through City Clerk

OUTREACH TIMELINE

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Item 6.

1. Ten (10) youth members

2. Must be enrolled in high school

3. Must live in the City of Coachella

4. Three (3) unexcused absences will deem that commissioner’s position vacant

5. One (1) meeting per month

6. One Year Term from August to June, Mirroring the Local School District’s Academic Year

CURRENT ORDINANCE GUIDELINES

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Item 6.

NEXT STEPS
OPTION #1
Monthly stipend of $50 to be provided at the close
of each meeting attended.

Staff recommends a modification of the current ordinance to include a $450 stipend to encourage participation.

OPTION #2
Stipend of $450 to be paid as a lump sum at the
close of the term commitment.

OPTION #3
Council recommendations
GOAL: Implementation fall 2024

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Item 6.

City Hall Council Chamber
1515 Sixth Street, Coachella, California
(760) 398-3502  www.coachella.org

MINUTES

OF A REGULAR MEETING
OF THE

CITY OF COACHELLA

CITY COUNCIL CLOSED SESSION AND REGULAR MEETING

THE COUNCIL SITTING AS THE COACHELLA SANITARY DISTRICT,

COACHELLA FIRE PROTECTION DISTRICT, COACHELLA FINANCING AUTHORITY,

COACHELLA EDUCATIONAL AND GOVERNMENTAL ACCESS CABLE CHANNEL CORPORATION,

COACHELLA WATER AUTHORITY, SUCCESSOR AGENCY TO THE COACHELLA REDEVELOPMENT AGENCY

AND COACHELLA PARKS AND RECREATION FOUNDATION
March 13, 2024
5:00 PM – CLOSED SESSION
6:00 PM – REGULAR MEETING
In-Person Meeting
Location:

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Item 7.

Minutes City Council Closed Session and Regular Meeting March 13, 2024

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CALL TO ORDER: - 5:00 P.M.

ROLL CALL:

Present: Councilmember Dr. Figueroa, Councilmember, Councilmember Galarza, Mayor Pro Tem Virgen, and Mayor Hernandez
City Clerk Zepeda

Absent: Delgado (arrived at 6:24 p. m.), Treasurer Aviles APPROVAL OF AGENDA:
“At this time the Council/ Board/Corporation/Authority may announce any items being pulled from the Agenda or continued to another date or request the moving of an item on the agenda” The City Manager requested adding item 4a. Legislative Update by Oracio Gonzalez, Lobbyist.

The Council requested continuing items 11 and 12 and requested a study session with these two items for March 25, 2024 at 5:00 p.m. Mayor Hernandez added that any type of direction given at the previous meeting still stands.

Motion: To include item 4a and table items 11 and 12
Made by: Councilmember Galarza
Seconded by: Councilmember Dr. Figueroa
Approved: 4-0, Unanimous roll call vote:

AYES: Councilmember Dr. Figueroa, Councilmember Galarza, Mayor Pro Tem Virgen, and Mayor Hernandez
NOES: None
ABSTAIN: None
ABSENT: Councilmember Delgado
PUBLIC COMMENTS (CLOSED SESSION ITEMS):

None
ADJOURN TO CLOSED SESSION:

1. PUBLIC EMPLOYEE PERFORMANCE EVALUATION PURSUANT TO GOVERNMENT CODE SECTION 54957(b)(1) (1) Title: City Attorney

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Item 7.

Minutes City Council Closed Session and Regular Meeting March 13, 2024

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3. CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Property: APN No. 763-131-078
Agency Negotiator: Dr. Gabriel Martin, City Manager Negotiating Parties: Industrial Way Properties
Under Negotiation: Price and Terms of Payment
RECONVENE REGULAR MEETING:

The City Council reconvened into open session at 6:00 p.m.

PLEDGE OF ALLEGIANCE:

Imperial Irrigation District Government Affairs, Antonio Ortega lead the Pledge of Allegiance.

CLOSED SESSION ANNOUNCEMENTS:

No reportable action.

PROCLAMATIONS/PRESENTATIONS/DIRECTION:

4. Presentation - Imperial Irrigation District - Transmission Line Upgrade Project

4.a Legislative Update – Oracio Gonzalez, Lobbyist

5. Arbor Day Presentation – April 6, 2024 at Rancho Las Flores

6. Presentation - Tot Lot Project - Conceptual Design Update Councilmember Delgado arrived at 6:24 p.m., stepped away at 6:30 p.m. and returned at 6:30 p.m.

WRITTEN COMMUNICATIONS:

On March 11, 2024 received email from South Coast Air Quality Management District, Anetha, Community Steering Committee Member Regarding Residential Air Filtration Incentives. The application process opened this month, first come, first serve.

Councilmember Dr. Figueroa stepped away at 6:38 p.m. and returned at 6:40 p.m.

CONSENT CALENDAR:
(It is recommended that Consent Items be acted upon simultaneously unless separate discussion and/or action is requested by a Council Member or member of the audience.)

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Item 7.

Minutes City Council Closed Session and Regular Meeting March 13, 2024

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7. Regular Meeting Minutes of February 28, 2024, of the City of Coachella, Coachella Sanitary District, Coachella Fire Protection District, Coachella Financing Authority, Coachella Educational and Governmental Access Cable Corporation, Coachella Water Authority, Successor Agency to the Coachella Redevelopment Agency and Coachella Parks and Recreation

8. Voucher Listing- EFT's/Utility Billing Refunds/FY 2023-24 Expenditures as of March 13, 2024, $3,836,198.00

9. Adopt Ordinance No. 1209 (Second Reading) “Sidewalk Vendor Regulations” – Proposed Amendments to Sections 5.04.380, 8.040.010, and 12.04.030 of the Coachella Municipal Code and Adding Chapter 12.50 to the Coachella Municipal Code Amendments Regarding Sidewalk Vending Regulations in Compliance with Senate Bill 946. City-Initiated

10. Resolution No. 2024-09 Approving Final Tract Map 38557-1 (Sevilla II).

11. Approve Recommended Adjustments to the Community Field Use Program

12. Execution of the Twelfth Amended Memorandum of Understanding between the City of Coachella and Sports Leagues.

As a reminder, items 11 and 12 were continued to a study session Motion: To approve the Consent Calendar
Made by: Neftali Galarza
Seconded by: Mayor Pro Tem Virgen
Approved: 5-0, Unanimous roll call vote:

AYES: Councilmember Galarza, Councilmember Delgado, Mayor Pro Tem Virgen, and Mayor Hernandez
NOES: None
ABSTAIN: Councilmember Dr. Figueroa abstained as to item 7 only.

ABSENT: None
NEW BUSINESS CALENDAR (LEGISLATIVE AND ADMINISTRATIVE):

NONE
PUBLIC HEARING CALENDAR (QUASI-JUDICIAL):

NONE
PUBLIC COMMENTS (NON-AGENDA ITEMS):

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Item 7.

Minutes City Council Closed Session and Regular Meeting March 13, 2024

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Brad Anderson was present to hear the IDD proposal, commended city council for taking care of the people in their community.

Anetha Lue, representative from South Coast AQ Management District Eastern, also a part of Coachella Valley AB 617 Environmental Justice Group. Announced that pre-residential air filters will be available on website AQMD.GOV.RAF at first come first serve basis. Residents need to fill application.

Frankie Morales has an issue with code enforcement, he received a notice of violation because he had his toy hauler/trailer parked, was charged for parking and storage of commercial motor vehicle code 17.45-010 (M). He argues that his toy hauler is not considered a vehicle.

Daniel Wong community liaison with South Coast AQMD 617 echoed Anetha Lue’s comments regarding AB617 residential air filtration program.

REPORTS AND REQUESTS:

Council Comments/Report of Miscellaneous Committees.

Dr Figueroa announced he had the Mosquito Vector Control meeting this week and he invited the council and staff to attend the tour of the facilities. He attended a tour LGBTQ Legislative Caucus and toured with Palm Springs GP Health Clinic. Next week is the Rancho Las Flores public outreach and Vist Escondido grand opening.

Councilmember Delgado had no comments.

Councilmember Galarza confirmed that residents can apply online at AQMD.GOV/RAF. Sidewalks need a lot of landscaping on Ave 52 and 53, he is concerned of grass growing and that wheelchairs/strollers can’t access them.

Councilmember Virgen wants to bring back item about looking for land to potentially find partners and bring an early childhood education center, to create a list to identify specific projects to do community benefit. She requested staff update on ARPA funding and allocation of monies as deadlines are coming up so they can have an idea where to allocate funds.

Mayor Hernandez requested staff update on the Dillon and Van Buren project and schedule. He also requested an update on the replacement of shade structures and tree replacements in Bagdouma Park.

City Manager’s Comments.

City Manager announced Suavecito Sunday at Veterans Park on Sunday at 4:00 pm, 4th District State of the County on Monday at 7:30 at Fantasy Springs, commended Code Enforcement and entered CVAG has placed 5 unsheltered residents of Coachella into the program. Shout out to the Planning Department and Building & Safety for the successful ADU workshop. Lift to Rise asked the City to join their panel for the 2024 Planning Association California State conference.

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Item 7.

Minutes City Council Closed Session and Regular Meeting March 13, 2024

Page 6 ends

ADJOURNMENT:

There being no further business to come before the City Council and the Agencies, Mayor Hernandez adjourned the meeting at 7:38 p.m.
________________________
Angela M. Zepeda, City Clerk

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Item 7.

STAFF REPORT
3/27/2024
TO: Honorable Mayor and City Council Members
FROM: Ruben Ramirez, Controller
SUBJECT: Investment Report – December 31, 2023
STAFF RECOMMENDATION:

Staff recommends that the City Council receive and file the investment report for December of 2023.

EXECUTIVE SUMMARY:

On June 28, 2023, the City of Coachella along with its component units (Sanitary District, Educational & Governmental Access Cable Corporation, Fire Protection District and Water Authority) approved and adopted the current “Statement of Investment Policy”.

Pursuant to Section 16 of that policy, the City Treasurer shall provide to the City Council a monthly investment report which provides a clear picture of the status of the current investment portfolio.

This report shall include, at a minimum, the following information for each type of investment held in the City’s investment portfolio: the issuer; amount of investment; current market value; yield on investment; income generated from investments; dollar amount invested on all securities, investments and moneys held by the local agency; and shall additionally include a description of any of the local agency’s funds, investments, or programs; and a description of unusual investment activity or developments during the month for which the report is prepared. This information shall be provided for all City and component unit pooled investments, as well as for bond accounts, which are managed by outside Fiscal Agents.

The interest rates presented are the most current rates available as of the date of these reports. The market values presented for pooled City investments are based on closing prices for the related investments as of the date of these reports. This information was obtained from the Wall Street Journal or other reliable sources of market prices.

The Market values presented for investments managed by fiscal agents are based on amounts reported by the fiscal agent on their investment statements. The purchase date and type of investment are not included for funds held by fiscal agents.

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Item 8.

Attached is the Treasurer’s Report of Investments which includes an overview on investments which provides information on investment activity, withdrawals and deposits, interest earned, payment of interest and payment of principal as of the months ended December 31, 2023. In addition, this report includes detailed information and current activity on individual investments.

All City investments are in compliance with the guidelines established for Authorized Investments as specified in the Investment Policy, Section 8.

There was no unusual investment activity to report.

The City and Districts have sufficient moneys to meet their expenditure requirements for the next six months.

FISCAL IMPACT:

None, this report is receive and file only.

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Item 8.

CURRENT BALANCE AS OF NET: DEPOSITS/ INTEREST EARNED / PAYMENT OF PAYMENT OF BALANCE AS OF YIELD 11/30/2023 (WITHDRAWALS) CHANGE IN VALUE (INTEREST) (PRINCIPAL) 12/31/2023

CASH ON HAND
Wells Fargo-General Checking N/A 6,955,037.65 (279,968.13) - - - 6,675,069.52 Sweep Account 4.966% 1,802,859.01 (410,981.39) 6,987.08 1,398,864.70 Wells Fargo-Road Maintenance N/A 423,093.50 76,570.65 - - 499,664.15 Wells Fargo-Gas Tax N/A 832,410.17 104,522.00 - - - 936,932.17 - Wells Fargo- Payroll Acct N/A (16,661.30) (169,817.97) (186,479.27) Petty Cash N/A 6,000.00 - - - - 6,000.00
Total Cash on Hand 10,002,739.03 (679,674.84) 6,987.08 - - 9,330,051.27

INVESTMENTS
State of California - LAIF 2.17% 18,525,940.00 - - - 18,525,940.00 Investment Management Acct 1.47% 33,953,869.85 479,902.11 - - 34,433,771.96 Total Investments 52,479,809.85 - 479,902.11 - - 52,959,711.96

CASH WITH FISCAL AGENT
US Bank varies 4,350,155.50 (8.05) 741.56 (148,665.63) - 4,202,223.38 ① Wells Fargo Bank, N.A. 5.83% 79,720.26 (1.80) 10.87 (79,700.00) - 29.33 ② Wilmington Trust, N. A. 0.03% 1,190,309.68 184,643.26 5,145.08 - - 1,380,098.02 ③ Total Cash with Fiscal Agent 5,620,185.44 184,633.41 5,897.51 (228,365.63) - 5,582,350.73 Grand Total 68,102,734.32 (495,041.43) 492,786.70 (228,365.63) - 67,872,113.96 Completed By:

Reviewed By: Ruben Ramirez- Controller

CITY OF COACHELLA

TREASURER'S REPORT - INVESTMENT REPORT
As of December 31, 2023
Fiscal Year 2023-2024

DESCRIPTION
Lourdes Marrón-Accountant

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Item 8.

CURRENT BALANCE AS OF NET: DEPOSITS/ INTEREST EARNED / PAYMENT OF PAYMENT OF BALANCE AS OF YIELD 11/30/2023 (WITHDRAWALS) CHANGE IN VALUE (INTEREST) (PRINCIPAL) 12/31/2023

CITY OF COACHELLA

TREASURER'S REPORT - INVESTMENT REPORT
As of December 31, 2023
Fiscal Year 2023-2024

DESCRIPTION

CASH WITH FISCAL AGENT

US BANK

COACHELLA FINANCING AUTHORITY
Successor Agency to the Coachella Redevelopments Agency 2014 Series A/C #: 6712104701 Debt Service Fund 0.00% 173.54 - 0.75 - - 174.29 A/C #: 6712104702 Interest Account 0.00% (0.00) - - - - (0.00) A/C #: 6712104703 Principal Account 0.00% (0.00) - - - - (0.00) A/C #: 6712104704 Reserve Account 0.00% 827,612.50 - - - - 827,612.50

COACHELLA SANITARY DISTRICT
WASTEWATER SERIES 2015A
A/C #: 6712148601 Bond Fund 0.00% 66.02 - 0.28 - - 66.30 A/C #: 6712148602 Interest Account 0.00% - (8.05) 8.05 - - - A/C #: 6712148603 Principal Account 0.00% - - - - - -
A/C #: 6712148604 Reserve Account 0.00% 310,175.00 - - - - 310,175.00 COACHELLA SANITARY DISTRICT: PROJECT FUND 2011
A/C #: 6711963500 Project Fund 2011 0.0100% 26,704.44 - 115.10 - - 26,819.54

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Item 8.

CURRENT BALANCE AS OF NET: DEPOSITS/ INTEREST EARNED / PAYMENT OF PAYMENT OF BALANCE AS OF YIELD 11/30/2023 (WITHDRAWALS) CHANGE IN VALUE (INTEREST) (PRINCIPAL) 12/31/2023

CITY OF COACHELLA

TREASURER'S REPORT - INVESTMENT REPORT
As of December 31, 2023
Fiscal Year 2023-2024

DESCRIPTION

COACHELLA SUCCESSOR AGENCY
MERGED PROJECT AREAS BONDS 98 & 99: BONDS 2013
A/C #: 6712071401 Interest Account 0.00% 106.64 - 0.46 - - 107.10 A/C #: 6712071402 Interest Account 0.00% 0.00 - - - - 0.00 A/C #: 6712071403 Principal Account 0.00% 0.00 - - - - 0.00 A/C #: 6712071404 Reserve Account 0.00% 406,487.50 - - - - 406,487.50 SA TO COACHELLA RDA REFUNDING BONDS SERIES 2016A & 2016B A/C #: 6712160601 Debt Service 0.00% 633.49 - 2.73 - - 636.22 A/C #: 6712160602 Interest Account 0.00% 0.00 - - - - 0.00 A/C #: 6712160603 Principal Account 0.00% 0.00 - - - - 0.00 A/C #: 6712160604 Reserve Account 0.00% 2,017,074.78 - - - - 2,017,074.78 COACHELLA LEASE BONDS 2016
A/C #: 6712179801 Payment Account 0.0000% 148,790.33 (148,665.63) 614.19 - - 738.89 A/C #: 6712179802 Interest Account 0.0000% (0.00) 148,665.63 - (148,665.63) - (0.00) A/C #: 6712179803 Principal Account 0.0000% - - - - - - A/C #: 6712179804 Reserve Account 0.0000% 612,331.26 - - - - 612,331.26 TOTAL US BANK OF CALIFORNIA 4,350,155.50 (8.05) 741.56 (148,665.63) - 4,202,223.38 ①

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Item 8.

CURRENT BALANCE AS OF NET: DEPOSITS/ INTEREST EARNED / PAYMENT OF PAYMENT OF BALANCE AS OF YIELD 11/30/2023 (WITHDRAWALS) CHANGE IN VALUE (INTEREST) (PRINCIPAL) 12/31/2023

CITY OF COACHELLA

TREASURER'S REPORT - INVESTMENT REPORT
As of December 31, 2023
Fiscal Year 2023-2024

DESCRIPTION
WELLS FARGO BANK, N.A.

GAS TAX BONDS SERIES 2019
A/C #: 83925300 Debt Service Fund 0.0000% 1.80 (1.80) - - (0.00) A/C #: 83925301 Interest Account 0.0000% 79,700.00 - 10.80 (79,700.00) - 10.80 A/C #: 83925302 Principal Account 0.0000% 18.46 0.07 - 18.53 TOTAL WELLS FARGO BANK, N.A. 79,720.26 (1.80) 10.87 (79,700.00) - 29.33 ② WILMINGTON TRUST, N. A.

CITY OF COACHELLA TAXABLE PENSION OBLIGATION BONDS
A/C #: 144613-000 Revenue Account 0.03% 2,646.66 (2,635.86) 357.96 - - 368.76 A/C #: 144613-001 Interest Account 0.03% 51.19 184,643.26 101.45 - - 184,795.90 A/C #: 144613-002 Principal Account 0.00% 419.66 - 1.86 - 421.52 CITY OF COACHELLA 2022A BOND FUND
A/C #: 154278-000 Bond Fund 1.76% 24,918.88 4,753.22 123.76 - - 29,795.86 A/C #: 154278-001 Interest Account 0.00% - - - - -
A/C #: 154278-002 Principal Account 0.00% - - - - - -
A/C #: 154278-004 Project FD Account 1.76% 1,162,871.59 (4,753.22) 4,909.33 - - 1,163,027.70 CITY OF COACHELLA 2022B BOND FUND
A/C #: 155657-000 Bond Fund 1.76% 2,048.36 - 8.68 - - 2,057.04 A/C #: 155657-001 Interest Account 0.00% - - - - - -
A/C #: 155657-002 Principal Account 0.00% - - - - - -
A/C #: 155657-004 COI Account 0.00% - - - - - -
TOTAL WILMINGTGON TRUST BANK, N.A. 1,190,309.68 184,643.26 5,145.08 - - 1,380,098.02 ③ TOTAL CASH WITH FISCAL AGENT 5,620,185.44 184,633.41 5,897.51 (228,365.63) - 5,582,350.73

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Item 8.

US TREASURY NOTES
DTD 01/15/2022 1.125% 01/15/2025
91282CDS7 365,000.00 AA+ Aaa 02/17/22 02/18/22 359,197.07 1.69 1,896.91 362,923.62 351,654.69

US TREASURY NOTES
DTD 02/17/2015 2.000% 02/15/2025
912828J27 130,000.00 AA+ Aaa 03/02/20 03/04/20 137,205.86 0.85 982.07 131,637.15 126,140.63

US TREASURY NOTES
DTD 03/31/2020 0.500% 03/31/2025
912828ZF0 1,330,000.00 AA+ Aaa 07/05/22 07/07/22 1,248,953.13 2.83 1,689.75 1,293,049.77 1,264,331.25

US TREASURY NOTES
DTD 08/31/2020 0.250% 08/31/2025
91282CAJ0 555,000.00 AA+ Aaa 08/02/21 08/06/21 548,799.61 0.53 468.85 552,463.10 518,231.25

US TREASURY NOTES
DTD 08/31/2020 0.250% 08/31/2025
91282CAJ0 1,500,000.00 AA+ Aaa 07/06/22 07/07/22 1,381,816.41 2.89 1,267.17 1,437,571.14 1,400,625.00

US TREASURY NOTES
DTD 09/30/2020 0.250% 09/30/2025
91282CAM3 460,000.00 AA+ Aaa 09/07/21 09/09/21 452,273.44 0.67 292.21 456,673.72 428,375.00

US TREASURY NOTES
DTD 10/31/2020 0.250% 10/31/2025
91282CAT8 350,000.00 AA+ Aaa 03/01/22 03/01/22 333,361.33 1.59 149.04 341,693.08 325,117.17

US TREASURY NOTES
DTD 10/31/2020 0.250% 10/31/2025
91282CAT8 410,000.00 AA+ Aaa 10/04/21 10/06/21 401,319.53 0.78 174.59 406,092.04 380,851.54

US TREASURY NOTES
DTD 11/30/2020 0.375% 11/30/2025
91282CAZ4 210,000.00 AA+ Aaa 11/02/21 11/03/21 204,659.77 1.01 68.85 207,491.38 195,004.70

US TREASURY NOTES
DTD 12/31/2020 0.375% 12/31/2025
91282CBC4 190,000.00 AA+ Aaa 04/05/21 04/07/21 185,494.92 0.89 1.96 188,097.91 176,106.25

US TREASURY NOTES
DTD 12/31/2020 0.375% 12/31/2025
91282CBC4 350,000.00 AA+ Aaa 01/11/21 01/12/21 347,867.19 0.50 3.60 349,141.70 324,406.25

US TREASURY NOTES
DTD 01/31/2021 0.375% 01/31/2026
91282CBH3 160,000.00 AA+ Aaa 05/03/22 05/04/22 145,500.00 2.95 251.09 151,933.85 147,800.00

US TREASURY NOTES
DTD 01/31/2019 2.625% 01/31/2026
9128286A3 255,000.00 AA+ Aaa 02/04/21 02/08/21 282,063.87 0.47 2,801.19 266,328.72 246,991.42

US TREASURY NOTES
DTD 01/31/2021 0.375% 01/31/2026
91282CBH3 270,000.00 AA+ Aaa 02/26/21 02/26/21 264,410.16 0.80 423.71 267,636.74 249,412.50

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Item 8.

US TREASURY NOTES
DTD 01/31/2021 0.375% 01/31/2026
91282CBH3 475,000.00 AA+ Aaa 07/02/21 07/07/21 465,871.09 0.80 745.41 470,837.57 438,781.25

US TREASURY NOTES
DTD 01/31/2021 0.375% 01/31/2026
91282CBH3 1,320,000.00 AA+ Aaa 02/17/22 02/18/22 1,246,626.56 1.84 2,071.47 1,281,304.79 1,219,350.00

US TREASURY NOTES
DTD 02/28/2021 0.500% 02/28/2026
91282CBQ3 310,000.00 AA+ Aaa 03/05/21 03/09/21 305,676.95 0.79 523.76 308,122.79 286,459.38

US TREASURY NOTES
DTD 02/28/2021 0.500% 02/28/2026
91282CBQ3 630,000.00 AA+ Aaa 12/03/21 12/07/21 613,019.53 1.15 1,064.43 621,322.80 582,159.37

US TREASURY NOTES
DTD 05/31/2021 0.750% 05/31/2026
91282CCF6 290,000.00 AA+ Aaa 06/02/21 06/04/21 289,365.62 0.79 190.16 289,693.26 267,706.25

US TREASURY NOTES
DTD 05/31/2021 0.750% 05/31/2026
91282CCF6 325,000.00 AA+ Aaa 06/06/22 06/08/22 297,857.42 2.99 213.12 308,542.59 300,015.63

US TREASURY NOTES
DTD 09/30/2021 0.875% 09/30/2026
91282CCZ2 300,000.00 AA+ Aaa 04/05/22 04/07/22 276,222.66 2.77 667.01 285,431.48 275,625.00

US TREASURY NOTES
DTD 02/15/2017 2.250% 02/15/2027
912828V98 295,000.00 AA+ Aaa 07/05/22 07/07/22 287,371.48 2.85 2,507.10 289,831.27 280,065.63

US TREASURY NOTES
DTD 02/15/2017 2.250% 02/15/2027
912828V98 925,000.00 AA+ Aaa 09/14/22 09/15/22 871,451.17 3.68 7,861.24 887,144.23 878,171.87

US TREASURY NOTES
DTD 04/30/2020 0.500% 04/30/2027
912828ZN3 1,110,000.00 AA+ Aaa 08/03/22 08/05/22 992,062.50 2.92 945.33 1,027,123.16 991,195.37

US TREASURY NOTES
DTD 08/15/2017 2.250% 08/15/2027
9128282R0 1,050,000.00 AA+ Aaa 09/01/22 09/06/22 995,490.23 3.40 8,923.57 1,010,054.37 990,281.25

US TREASURY NOTES
DTD 09/30/2022 4.125% 09/30/2027
91282CFM8 500,000.00 AA+ Aaa 11/01/22 11/03/22 496,738.28 4.27 5,240.78 497,510.03 503,437.50

US TREASURY NOTES
DTD 10/31/2022 4.125% 10/31/2027
91282CFU0 340,000.00 AA+ Aaa 12/06/22 12/08/22 344,728.13 3.81 2,388.87 343,699.47 342,284.39

US TREASURY NOTES
DTD 10/31/2020 0.500% 10/31/2027
91282CAU5 1,210,000.00 AA+ Aaa 01/04/23 01/06/23 1,030,437.89 3.91 1,030.49 1,067,187.38 1,064,043.75

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Item 8.

US TREASURY NOTES
DTD 01/31/2021 0.750% 01/31/2028
91282CBJ9 1,130,000.00 AA+ Aaa 02/07/23 02/08/23 973,962.89 3.82 3,546.60 1,002,028.97 996,518.75

US TREASURY NOTES
DTD 03/31/2023 3.625% 03/31/2028
91282CGT2 490,000.00 AA+ Aaa 05/01/23 05/02/23 489,502.34 3.65 4,513.42 489,569.99 484,793.75

US TREASURY NOTES
DTD 03/31/2021 1.250% 03/31/2028
91282CBS9 575,000.00 AA+ Aaa 05/08/23 05/09/23 517,095.70 3.51 1,826.33 524,770.93 515,703.13

US TREASURY NOTES
DTD 04/30/2023 3.500% 04/30/2028
91282CHA2 420,000.00 AA+ Aaa 05/01/23 05/01/23 418,047.66 3.60 2,503.84 418,309.61 413,568.75

US TREASURY NOTES
DTD 04/30/2023 3.500% 04/30/2028
91282CHA2 460,000.00 AA+ Aaa 05/15/23 05/16/23 460,844.53 3.46 2,742.31 460,737.27 452,956.25

US TREASURY NOTES
DTD 05/31/2023 3.625% 05/31/2028
91282CHE4 530,000.00 AA+ Aaa 06/01/23 06/02/23 527,888.28 3.71 1,679.78 528,134.74 524,700.00

US TREASURY NOTES
DTD 06/30/2023 4.000% 06/30/2028
91282CHK0 55,000.00 AA+ Aaa 07/06/23 07/10/23 54,093.36 4.37 6.04 54,180.68 55,283.59 Security Type Sub-Total 19,275,000.00 18,247,276.56 2.60 61,662.05 18,578,271.30 17,998,148.51 Supra-National Agency Bond / Note

INTER-AMERICAN DEVEL BK NOTES
DTD 09/23/2021 0.500% 09/23/2024
4581X0DZ8 300,000.00 AAA Aaa 09/15/21 09/23/21 299,778.00 0.52 408.33 299,946.12 290,353.50 Security Type Sub-Total 300,000.00 299,778.00 0.52 408.33 299,946.12 290,353.50 Municipal Bond / Note

MS ST TXBL GO BONDS
DTD 08/06/2020 0.565% 11/01/2024
605581MZ7 200,000.00 AA Aa2 07/24/20 08/06/20 200,000.00 0.57 188.33 200,000.00 192,870.00

OR ST DEPT TRANS TXBL REV BONDS
DTD 09/17/2020 0.566% 11/15/2024
68607DVA0 135,000.00 AAA Aa1 09/11/20 09/17/20 135,000.00 0.57 97.64 135,000.00 129,736.35

FL ST BOARD OF ADMIN TXBL REV BONDS
DTD 09/16/2020 1.258% 07/01/2025
341271AD6 40,000.00 AA Aa3 09/03/20 09/16/20 40,282.80 1.11 251.60 40,088.45 37,986.00

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Item 8.

FL ST BOARD OF ADMIN TXBL REV BONDS
DTD 09/16/2020 1.258% 07/01/2025
341271AD6 110,000.00 AA Aa3 09/03/20 09/16/20 110,000.00 1.26 691.90 110,000.00 104,461.50

LOS ANGELES CCD, CA TXBL GO BONDS
DTD 11/10/2020 0.773% 08/01/2025
54438CYK2 80,000.00 AA+ Aaa 10/30/20 11/10/20 80,000.00 0.77 257.67 80,000.00 75,191.20

NJ TURNPIKE AUTHORITY TXBL REV BONDS
DTD 02/04/2021 1.047% 01/01/2026
646140DP5 40,000.00 AA- A1 01/22/21 02/04/21 40,000.00 1.05 209.40 40,000.00 37,328.00 Security Type Sub-Total 605,000.00 605,282.80 0.78 1,696.54 605,088.45 577,573.05 Federal Agency Commercial Mortgage-Backed Security

FANNIEMAE-ACES
DTD 04/01/2014 3.346% 03/01/2024
3136AJB54 31,250.17 AA+ Aaa 12/13/19 12/18/19 32,768.74 2.14 87.14 31,309.53 31,049.26 FHMS K043 A2
DTD 03/01/2015 3.062% 12/01/2024
3137BGK24 108,417.42 AA+ Aaa 03/19/20 03/25/20 113,787.47 1.95 276.65 109,468.22 106,247.11 FHMS K061 A2
DTD 01/30/2017 3.347% 11/01/2026
3137BTUM1 239,641.28 AA+ Aaa 05/19/23 05/24/23 232,264.82 4.31 668.40 233,567.58 232,656.90 FHMS K064 A2
DTD 05/15/2017 3.224% 03/01/2027
3137BXQY1 360,000.00 AA+ Aaa 08/16/23 08/18/23 339,581.25 4.98 967.20 341,732.26 347,783.61

FHLMC MULTIFAMILY STRUCTURED P
DTD 07/01/2017 3.243% 04/01/2027
3137F1G44 205,000.00 AA+ Aaa 08/16/23 08/18/23 193,284.57 4.97 554.01 194,489.79 197,863.21

FHLMC MULTIFAMILY STRUCTURED P
DTD 08/01/2017 3.117% 06/01/2027
3137F2LJ3 320,000.00 AA+ Aaa 08/17/23 08/22/23 299,250.00 5.01 831.20 301,236.22 307,389.57 FHMS K507 A1
DTD 09/01/2023 4.800% 04/01/2028
3137HAMR4 322,297.03 AA+ Aaa 09/20/23 09/28/23 317,239.23 5.19 1,289.19 317,498.25 325,149.07 FHMS K506 A1
DTD 09/01/2023 4.650% 05/01/2028
3137HAMG8 169,579.10 AA+ Aaa 09/07/23 09/14/23 167,043.05 5.01 657.12 167,188.78 171,059.29 FHMS KJ46 A1
DTD 07/01/2023 4.777% 06/01/2028
3137HAD45 274,259.37 AA+ Aaa 07/19/23 07/27/23 274,252.50 4.78 1,091.78 274,253.11 275,457.84 FHMS K505 A2
DTD 07/01/2023 4.819% 06/01/2028
3137HACX2 325,000.00 AA+ Aaa 07/13/23 07/20/23 328,246.10 4.59 1,305.15 327,944.86 330,329.66

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Item 8.

Managed Account Detail of Securities Held For the Month Ending December 31, 2023 CITY OF COACHELLA - OPERATING PORTFOLIO - 995343 - (14201484) Dated Date/Coupon/Maturity CUSIP Rating Rating Date Date Cost at Cost Interest Cost Value Security Type/Description S&P Moody's Trade Settle Original YTM Accrued Amortized Market Par
Federal Agency Commercial Mortgage-Backed Security
FNA 2023-M6 A2
DTD 07/01/2023 4.190% 07/01/2028
3136BQDE6 345,000.00 AA+ Aaa 07/18/23 07/31/23 339,151.17 4.58 1,204.63 339,652.41 342,573.80 FHMS KJ47 A1
DTD 09/01/2023 5.272% 08/01/2028
3137HAMN3 189,277.97 AA+ Aaa 09/19/23 09/28/23 189,277.02 5.27 831.56 189,277.07 193,883.81 FHMS K506 A2
DTD 09/01/2023 4.650% 08/01/2028
3137HAMH6 340,000.00 AA+ Aaa 09/07/23 09/14/23 334,970.38 4.99 1,317.50 335,242.96 343,930.58 FHMS K508 A2
DTD 10/01/2023 4.740% 08/01/2028
3137HAQ74 345,000.00 AA+ Aaa 10/11/23 10/19/23 337,432.08 5.26 1,362.75 337,714.08 350,212.17 FHMS K509 A2
DTD 10/01/2023 4.850% 09/01/2028
3137HAST4 260,000.00 AA+ Aaa 10/25/23 10/31/23 251,710.42 5.60 1,050.83 251,964.44 265,218.14 FHMS K507 A2
DTD 09/01/2023 4.800% 09/01/2028
3137HAMS2 335,000.00 AA+ Aaa 09/20/23 09/28/23 330,995.75 5.07 1,340.00 331,181.90 341,154.60 FHMS K510 A2
DTD 11/01/2023 5.069% 10/01/2028
3137HB3D4 135,000.00 AA+ Aaa 11/14/23 11/21/23 134,609.72 5.14 570.26 134,617.60 138,822.91 FHMS K511 A2
DTD 12/01/2023 4.860% 10/01/2028
3137HB3G7 190,000.00 AA+ Aaa 11/28/23 12/07/23 189,454.13 4.93 769.50 189,460.89 194,025.44 FHMS K512 A2
DTD 12/01/2023 5.000% 11/01/2028
3137HBCF9 175,000.00 AA+ Aaa 12/11/23 12/21/23 176,634.15 4.78 729.17 176,625.32 179,814.38 Security Type Sub-Total 4,669,722.34 4,581,952.55 4.88 16,904.04 4,584,425.27 4,674,621.35 Federal Agency Bond / Note

FEDERAL HOME LOAN BANK NOTES
DTD 04/16/2020 0.500% 04/14/2025
3130AJHU6 200,000.00 AA+ Aaa 04/15/20 04/16/20 199,008.00 0.60 213.89 199,744.93 190,011.60

FANNIE MAE NOTES
DTD 04/24/2020 0.625% 04/22/2025
3135G03U5 260,000.00 AA+ Aaa 04/22/20 04/24/20 259,464.40 0.67 311.46 259,859.93 247,172.38

FANNIE MAE NOTES
DTD 04/24/2020 0.625% 04/22/2025
3135G03U5 360,000.00 AA+ Aaa 06/03/20 06/05/20 361,843.20 0.52 431.25 360,493.38 342,238.68

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Item 8.

FREDDIE MAC NOTES (CALLABLE)
DTD 05/29/2020 0.750% 05/28/2025
3134GVB31 200,000.00 AA+ Aaa 06/05/20 06/09/20 199,400.00 0.81 137.50 199,830.32 189,521.60

FANNIE MAE NOTES
DTD 06/19/2020 0.500% 06/17/2025
3135G04Z3 175,000.00 AA+ Aaa 07/02/20 07/07/20 175,201.25 0.48 34.03 175,059.39 165,201.93

FANNIE MAE NOTES
DTD 06/19/2020 0.500% 06/17/2025
3135G04Z3 225,000.00 AA+ Aaa 10/01/20 10/05/20 226,055.25 0.40 43.75 225,327.77 212,402.47

FANNIE MAE NOTES
DTD 06/19/2020 0.500% 06/17/2025
3135G04Z3 305,000.00 AA+ Aaa 06/17/20 06/19/20 304,368.65 0.54 59.30 304,815.51 287,923.36

FREDDIE MAC NOTES
DTD 07/23/2020 0.375% 07/21/2025
3137EAEU9 185,000.00 AA+ Aaa 07/21/20 07/23/20 184,078.70 0.48 308.33 184,713.61 173,835.44

FANNIE MAE NOTES
DTD 08/27/2020 0.375% 08/25/2025
3135G05X7 195,000.00 AA+ Aaa 08/25/20 08/27/20 194,087.40 0.47 255.94 194,698.80 182,599.95

FANNIE MAE NOTES
DTD 08/27/2020 0.375% 08/25/2025
3135G05X7 420,000.00 AA+ Aaa 10/21/20 10/22/20 417,727.80 0.49 551.25 419,226.32 393,292.20

FREDDIE MAC NOTES (CALLABLE)
DTD 08/30/2022 4.050% 08/28/2025
3134GXS54 1,000,000.00 AA+ Aaa 08/19/22 08/30/22 999,600.00 4.06 13,837.50 999,778.79 986,594.00

FREDDIE MAC NOTES
DTD 09/25/2020 0.375% 09/23/2025
3137EAEX3 285,000.00 AA+ Aaa 09/23/20 09/25/20 284,142.15 0.44 290.94 284,703.23 266,232.18

FANNIE MAE NOTES
DTD 11/12/2020 0.500% 11/07/2025
3135G06G3 185,000.00 AA+ Aaa 11/09/20 11/12/20 184,337.70 0.57 138.75 184,754.14 172,487.53 Security Type Sub-Total 3,995,000.00 3,989,314.50 1.45 16,613.89 3,993,006.12 3,809,513.32 Corporate Note

PFIZER INC CORP NOTES
DTD 03/11/2019 2.950% 03/15/2024
717081ES8 80,000.00 A A2 04/02/19 04/04/19 80,968.00 2.69 694.89 80,024.50 79,534.56

TEXAS INSTRUMENTS INC CORP NOTES
(CALLAB
DTD 05/04/2017 2.625% 05/15/2024
882508BB9 300,000.00 A+ Aa3 02/23/22 02/25/22 304,716.00 1.90 1,006.25 300,465.93 296,734.50

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WALMART INC CORPORATE NOTES
DTD 04/23/2019 2.850% 07/08/2024
931142EL3 360,000.00 AA Aa2 07/10/19 07/12/19 371,235.60 2.19 4,930.50 360,996.35 355,545.36

MICROSOFT CORP (CALLABLE) NOTES
DTD 02/12/2015 2.700% 02/12/2025
594918BB9 190,000.00 AAA Aaa 03/15/21 03/17/21 202,921.90 0.92 1,980.75 193,056.38 185,901.13

TOYOTA MOTOR CREDIT CORP CORP
NOTES
DTD 02/13/2020 1.800% 02/13/2025
89236TGT6 60,000.00 A+ A1 05/20/20 05/26/20 60,586.20 1.58 414.00 60,139.07 57,981.90

TOYOTA MOTOR CREDIT CORP CORP
NOTES
DTD 02/13/2020 1.800% 02/13/2025
89236TGT6 90,000.00 A+ A1 05/20/20 05/26/20 90,879.30 1.58 621.00 90,208.60 86,972.85

NOVARTIS CAPITAL CORP
DTD 02/14/2020 1.750% 02/14/2025
66989HAP3 295,000.00 AA- A1 05/06/20 05/08/20 305,504.95 0.98 1,964.62 297,325.57 285,300.99 AMAZON.COM INC CORPORATE NOTES
DTD 04/13/2022 3.000% 04/13/2025
023135CE4 245,000.00 AA A1 04/11/22 04/13/22 244,610.45 3.06 1,592.50 244,833.66 239,713.15

CITIGROUP INC (CALLABLE) CORPORATE
NOTES
DTD 05/04/2021 0.981% 05/01/2025
172967MX6 50,000.00 BBB+ A3 04/27/21 05/04/21 50,000.00 0.98 81.75 50,000.00 49,184.55

CITIGROUP INC (CALLABLE) CORPORATE
NOTES
DTD 05/04/2021 0.981% 05/01/2025
172967MX6 55,000.00 BBB+ A3 04/28/21 05/04/21 55,145.75 0.91 89.93 55,016.14 54,103.01

GOLDMAN SACHS GROUP INC CORPORATE
NOTES
DTD 05/22/2015 3.750% 05/22/2025
38148LAE6 135,000.00 BBB+ A2 02/12/21 02/17/21 150,819.30 0.94 548.44 139,510.55 132,142.73

JPMORGAN CHASE & CO (CALLABLE) CORP
NOTE
DTD 06/01/2021 0.824% 06/01/2025
46647PCH7 115,000.00 A- A1 05/24/21 06/01/21 115,000.00 0.82 78.97 115,000.00 113,007.97

JPMORGAN CHASE & CO CORP NOTES
(CALLABLE
DTD 08/10/2021 0.768% 08/09/2025
46647PCM6 50,000.00 A- A1 08/03/21 08/10/21 50,000.00 0.77 151.47 50,000.00 48,386.45

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BRISTOL-MYERS SQUIBB CO CORPORATE
NOTES
DTD 11/13/2020 0.750% 11/13/2025
110122DN5 72,000.00 A A2 06/17/21 06/21/21 71,282.88 0.98 72.00 71,695.47 67,091.11

BANK OF AMERICA CORP NOTES
(CALLABLE)
DTD 03/22/2022 3.384% 04/02/2026
06051GKM0 220,000.00 A- A1 03/17/22 03/22/22 220,000.00 3.38 1,840.52 220,000.00 214,210.92

BANK OF AMERICA NA CORPORATE NOTES
DTD 08/18/2023 5.526% 08/18/2026
06428CAA2 175,000.00 A+ Aa1 10/23/23 10/24/23 173,526.50 5.85 3,572.71 173,625.31 178,367.35

TARGET CORP CORP NOTES (CALLABLE)
DTD 01/24/2022 1.950% 01/15/2027
87612EBM7 25,000.00 A A2 01/19/22 01/24/22 24,957.50 1.99 224.79 24,974.04 23,329.55

TARGET CORP CORP NOTES (CALLABLE)
DTD 01/24/2022 1.950% 01/15/2027
87612EBM7 125,000.00 A A2 01/27/22 01/31/22 124,923.75 1.96 1,123.96 124,953.24 116,647.75

BANK OF NY MELLON CORP (CALLABLE)
CORPOR
DTD 01/26/2022 2.050% 01/26/2027
06406RBA4 200,000.00 A A1 01/26/22 01/28/22 200,644.00 1.98 1,765.28 200,391.50 186,029.00

BANK OF NY MELLON CORP (CALLABLE)
CORPOR
DTD 01/26/2022 2.050% 01/26/2027
06406RBA4 300,000.00 A A1 08/02/22 08/04/22 280,158.00 3.67 2,647.91 286,404.11 279,043.50

ADOBE INC (CALLABLE) CORP NOTE
DTD 02/03/2020 2.150% 02/01/2027
00724PAC3 360,000.00 A+ A2 12/13/22 12/15/22 332,316.00 4.20 3,225.00 339,324.14 337,800.24

JPMORGAN CHASE CORP NOTES (CALLABLE)
DTD 04/22/2021 1.578% 04/22/2027
46647PCB0 260,000.00 A- A1 08/02/22 08/04/22 235,172.60 3.81 786.37 242,597.75 240,018.22

HOME DEPOT INC CORP NOTES (CALLABLE)
DTD 09/14/2017 2.800% 09/14/2027
437076BT8 350,000.00 A A2 01/25/23 01/27/23 330,256.50 4.15 2,912.78 334,214.54 332,769.85

JPMORGAN CHASE CORP NOTES (CALLABLE)
DTD 02/24/2022 2.947% 02/24/2028
46647PCW4 125,000.00 A- A1 09/14/23 09/18/23 114,296.25 5.13 1,299.55 114,990.01 117,640.75

JOHN DEERE CAPITAL CORP CORPORATE
NOTES
DTD 07/14/2023 4.950% 07/14/2028
24422EXB0 115,000.00 A A2 07/11/23 07/14/23 114,828.65 4.98 2,640.69 114,844.69 117,918.24

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JOHN DEERE CAPITAL CORP CORPORATE
NOTES
DTD 07/14/2023 4.950% 07/14/2028
24422EXB0 135,000.00 A A2 07/13/23 07/17/23 136,833.30 4.64 3,099.94 136,664.44 138,425.76

TOYOTA MOTOR CREDIT CORP CORPORATE
NOTES
DTD 09/11/2023 5.250% 09/11/2028
89236TLB9 110,000.00 A+ A1 09/06/23 09/11/23 109,808.60 5.29 1,764.58 109,818.99 113,518.13

CITIBANK NA CORP NOTES (CALLABLE)
DTD 09/29/2023 5.803% 09/29/2028
17325FBB3 400,000.00 A+ Aa3 09/26/23 09/29/23 400,000.00 5.80 5,931.96 400,000.00 416,438.80 Security Type Sub-Total 4,997,000.00 4,951,391.98 3.16 47,063.11 4,931,074.98 4,863,758.32 Certificate of Deposit

TORONTO DOMINION BANK NY CERT
DEPOS
DTD 10/31/2022 5.470% 10/25/2024
89115B6F2 325,000.00 A A1 10/27/22 10/31/22 325,000.00 5.44 3,357.97 325,000.00 325,433.48

COOPERAT RABOBANK UA/NY CERT DEPOS
DTD 07/20/2023 5.080% 07/17/2026
21684LGS5 325,000.00 A+ Aa2 07/17/23 07/20/23 325,000.00 5.08 7,383.64 325,000.00 318,757.73 Security Type Sub-Total 650,000.00 650,000.00 5.26 10,741.61 650,000.00 644,191.21 Asset-Backed Security
HAROT 2021-1 A3
DTD 02/24/2021 0.270% 04/21/2025
43813GAC5 9,147.07 NR Aaa 02/17/21 02/24/21 9,146.90 0.27 0.69 9,147.02 9,035.74 HART 2021-A A3
DTD 04/28/2021 0.380% 09/15/2025
44933LAC7 13,014.10 AAA NR 04/20/21 04/28/21 13,012.73 0.38 2.20 13,013.57 12,836.44 CARMX 2021-1 A3
DTD 01/27/2021 0.340% 12/15/2025
14316NAC3 8,120.78 AAA NR 01/20/21 01/27/21 8,119.18 0.34 1.23 8,120.14 7,974.17 TAOT 2021-C A3
DTD 09/27/2021 0.430% 01/15/2026
89239BAC5 41,193.01 AAA Aaa 09/21/21 09/27/21 41,189.73 0.43 7.87 41,191.45 40,110.56 CARMX 2021-2 A3
DTD 04/21/2021 0.520% 02/17/2026
14314QAC8 26,016.20 AAA NR 04/13/21 04/21/21 26,010.60 0.52 6.01 26,013.73 25,439.37

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Item 8.

Managed Account Detail of Securities Held For the Month Ending December 31, 2023 CITY OF COACHELLA - OPERATING PORTFOLIO - 995343 - (14201484) Dated Date/Coupon/Maturity CUSIP Rating Rating Date Date Cost at Cost Interest Cost Value Security Type/Description S&P Moody's Trade Settle Original YTM Accrued Amortized Market Par
Asset-Backed Security
HART 2021-C A3
DTD 11/17/2021 0.740% 05/15/2026
44935FAD6 24,168.00 AAA NR 11/09/21 11/17/21 24,162.60 0.75 7.95 24,165.15 23,522.87 DCENT 2021-A1 A1
DTD 09/27/2021 0.580% 09/15/2026
254683CP8 55,000.00 AAA Aaa 09/20/21 09/27/21 54,988.22 0.58 14.18 54,993.58 53,178.92 HAROT 2023-3 A3
DTD 08/22/2023 5.410% 02/18/2028
43815QAC1 215,000.00 AAA NR 08/15/23 08/22/23 214,955.67 5.42 420.03 214,959.24 217,988.13 TAOT 2023-C A3
DTD 08/15/2023 5.160% 04/17/2028
89231FAD2 65,000.00 AAA NR 08/08/23 08/15/23 64,985.30 5.17 149.07 64,986.50 65,559.61 TAOT 2023-D A3
DTD 11/14/2023 5.540% 08/15/2028
89239FAD4 65,000.00 AAA NR 11/07/23 11/14/23 64,992.99 5.54 160.04 64,993.16 66,259.59 FITAT 2023-1 A3
DTD 08/23/2023 5.530% 08/15/2028
31680EAD3 235,000.00 AAA Aaa 08/15/23 08/23/23 234,985.43 5.53 577.58 234,986.48 237,572.94 CHAIT 2023-A1 A
DTD 09/15/2023 5.160% 09/15/2028
161571HT4 270,000.00 AAA NR 09/07/23 09/15/23 269,925.16 5.17 619.20 269,929.07 274,160.70 AMXCA 2023-3 A
DTD 09/19/2023 5.230% 09/15/2028
02582JKD1 275,000.00 AAA NR 09/12/23 09/19/23 274,987.71 5.23 639.22 274,988.33 279,725.96 HART 2023-C A3
DTD 11/13/2023 5.540% 10/16/2028
44918CAD4 95,000.00 AAA NR 11/03/23 11/13/23 94,987.51 5.54 233.91 94,987.81 96,751.24 BACCT 2023-A2 A2
DTD 12/14/2023 4.980% 11/15/2028
05522RDH8 120,000.00 NR Aaa 12/07/23 12/14/23 119,983.88 4.98 282.20 119,984.02 121,241.33 Security Type Sub-Total 1,516,659.16 1,516,433.61 4.77 3,121.38 1,516,459.25 1,531,357.57 Managed Account Sub-Total 36,008,381.50 34,841,430.00 2.96 158,210.95 35,158,271.49 34,389,516.83 $36,008,381.50 $34,841,430.00 2.96% $158,210.95 $35,158,271.49 $34,389,516.83 $34,547,727.78
$158,210.95
Total Investments
Accrued Interest
Securities Sub-Total

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Item 9.

STAFF REPORT
3/27/2024
TO: Honorable Mayor and City Council Members
FROM: Jason Stevens, IT Manager
SUBJECT: Authorize the purchase of an Axis corporate yard video camera server for the amount of $30,344.60.

STAFF RECOMMENDATION:

Staff recommends that the City Council authorize the purchase of equipment and services to facilitate an upgrade and replacement to the cities private camera server and surveillance system in a phased approach from Computer Consultants estimate 6877, PO number 16990 for the amount of $30,344.60.

BACKGROUND:

The City of Coachella’s building structures currently have end of life and no longer supported stand-alone DVR/NVR (digital video recorder / network video recorder) camera systems at all of our primary facilities. While they are still functioning, there is not an ability to add additional cameras to locations where there is a current need to do so. Additionally, the recording times of these DVR’s is generally no longer than 60 days. If a request for camera footage is made older than 60 days the IT department is not able to accommodate the request. The one exception to this is the City of Coachella Public Library which was installed more recently, however this unit also is no longer under support and also has the limitations of a stand-alone DVR/NVR recording times.

The primary need instigating this project is a need to add additional cameras at the Corporate Yard location in order to provide additional coverage of payment processing areas. It was attempted to add additional cameras which was not successful.

DISCUSSION/ANALYSIS:

With this need in mind, the IT department began an investigation and evaluation process in order to see what the best long-term approach and solution would be to address the immediate need of adding additional cameras to the Corporate Yard location but also to address the unsupported stand-alone state of other buildings and facilities.

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Item 10.

The first option was to simply replace the stand-alone DVR/NVR unit at the Corporate Yard location with a newer model and then add the additional cameras. The cost for a 16-channel system with cameras would be around $4,000 not including installation. Staff does not recommend this solution as the warranty period and future supportability would remain in an insufficient level and the city would run into the same issues in the future repeating a similar solution. The performance of the cameras for this turnkey DVR/NVR solutions are also not at an adequate level as compared to more professional commercial grade solutions. These stand-alone DVR/NVR systems also have limited storage capabilities not allowing for longer period recording timeframes as other solutions.

The second option that was evaluated was transitioning to a fully cloud based camera system.

Multiple vendors were contacted and one vendor responded and began engaging in demoing of their product and solutions which was Verkada. Multiple other cities in the valley are currently using Verkada as their city-wide camera solution. Multiple indoor and outdoor cameras were tested as well as their cloud platform. During the testing it was determined that Verkada only has a limited amount of physical camera solutions (6 at the time) and their performance especially under low light conditions was average to below average. Staff worked with Verkada support for beta firmware’s in order to improve performance which was not effective in improving performance.

A benefit of a fully cloud based solution is there are no local servers or systems to host and support and all upgrades are handled by the cloud provider. Another benefit is AI based detection and security service features that are either currently offered or can be added to the platform in the future. A negative to a fully cloud based solution is the service and subscription costs are continual and perpetual and based on the amount of recording days video footage that should be retained.

Another negative is that video footage cannot be easily archived back down on premise for a personally/city owned copy of the footage.

The city did receive an estimate from Verkada for a city-wide solution of 52 cameras and 90 days of cloud storage. The initial total projected cost was estimated at $260,167.68 with yearly annual subscription costs at $47,979.84. These costs are only to provide 90 days of recording footage. If a recording time frame of 6 months or 12 months is desired which can be accommodated, the costs of this project and annual subscription rates would triple if not more. Due to the average/below average performance of the cameras and costly annual subscription fees IT staff does not recommend this solution.

The third option is to deploy an on-premise local camera server that would serve the entire city and all locations. Multiple vendors were approached and one responded with an estimate for an Axis camera server solution. The vendor Computer Consultants is the cities currently contracted managed solution provider currently providing multiple IT services to the City of Coachella. A benefit of a local on-premise camera server is the city would not be limited by storage space (can be easily expanded) thus recording time will easily extend to 6 months if not a year. Usage of the system would not be subject to continual annual subscription charges. Additionally, Axis has hundreds of different camera models and solutions so the city would not be limited in the cameras scope and capabilities. In testing of different Axis camera models their performance are in the top tier especially in low light conditions as well as PTZ and specialized models.

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Item 10.

In discussions with Computer Consultants it was recommended to employ the heart or brains of the camera system that being the primary Axis camera server and then install the needed cameras at the Corporate Yard location initially. As need and budgets dictate additional locations can then have their cameras upgraded on a site by site phased approach making it more economical for the city to absorb and plan for. The estimate for the 96TB Axis camera server, three cameras and installation totals $30,344.60.

ALTERNATIVES:

1. Elect to upgrade the DVR/NVR at Corporate Yard with a newer model and add cameras.

2. Elect to go with a cloud-based camera system such as Verkada or other.

3. Not authorize this upgrade at this time.

FISCAL IMPACT:

Should the City Council approve the staff recommended system the funds would be allocated from the General Fund Unreserved fund balance totaling $30,344.60 to increase the budget in account 101-11-161-90-741-000

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Item 10.

Estimate
Date
8/31/2023
Estimate #
6877
Name / Address

Materials
AXIS P3267-LV indoor dome network camera 3 893.00 2,679.00T P3267-LV camera license 3 99.00 297.00
2 Year extended warranty 3 60.00 180.00T
Rack mount camera server - S1296 - 96TB (Special Order Item, plan for lead time) 1 20,499.00 20,499.00T Labor
Install and configure the camera server 6 125.00 750.00 Install (3) indoor dome cameras, activate licenses, line up pictures, focus and test. 8 125.00 1,000.00 **Corporate Yard - Install (2) new indoor dome cameras.

Materials
AXIS P3267-LV Indoor dome network camera 2 893.00 1,786.00T P3267-LV camera license 2 99.00 198.00
2 Year extended warranty 2 60.00 120.00T
Labor
Install (2) indoor dome cameras, activate licenses, line up pictures, focus and test. 5 125.00 625.00 Note: This estimate is to replace existing cameras only and will be using the existing data cabling. If new data cabling needs to be installed this will be done at an extra charge.

If this price quote meets with your approval, please sign below and return to our office. A deposit of 50% is due before commencement of work and the balance due upon completion of project. Thank you for the opportunity to provide this price quotation. This quotation is valid for 30 days.

Name _____________________________________ Date _________________

0.00 $30,344.60
$28,134.00
$2,210.60

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Item 10.

STAFF REPORT
3/27/2024
TO: Honorable Mayor and City Council Members
FROM: Jason Stevens, IT Manager
SUBJECT: Network Server Upgrade Procurement
STAFF RECOMMENDATION:

Staff recommends that the City Council authorize the purchase of three new host servers through Computer Consultants estimate number 6962 PO number 16991 for the amount of $32,458.61.

BACKGROUND:

The City of Coachella employs numerus physical on-premise hosting servers to host multiple virtual machine servers that are used to provide IT applications and resources for the staff to provide city services. It is important to have the proper capacity, performance and redundancy of the underlying hosting servers in order to adequately provide reliable and efficient IT resources.

The IT department budgets for annual review, replacement and upgrade of our critical IT infrastructure. The cities hosting infrastructure consists of primary host servers, replication host servers and backup host servers both onsite and offsite.

Currently, the cities replication servers are about 8 years old and oversubscribed. If there was a need to perform a failover of one or more virtual servers while the process would work there would be a significant performance impact to city operations. The phased migration process is when new servers are introduced those new servers are deployed as primary host servers. Then the previous or current host servers are transitioned to be replication servers. The older replication servers are then retired and recycled accordingly. IT cannot currently guarantee in the event of a failover incident that city operations would not be impacted in terms of performance and availability.

DISCUSSION/ANALYSIS:

Upon review, monitoring and inspection the city is currently in need of three additional servers in order to provide the capacity and performance needed for full redundancy of Hyper-V replication and hosting services. The City of Coachella utilizes our contracted managed IT solution provider Computer Consultants for procurement of the cities hosting servers for about 18 years now.

Typically, the process is that new servers are added to the server pool as the live primary hosts, and then those older hosts are transitioned into replication or backup servers.

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Item 11.

ALTERNATIVES:

1. Not authorize this system at this time
FISCAL IMPACT:

Should the City Council approve the staff recommended upgrade the funds would be allocated from the General Fund Unreserved fund balance totaling $32,458.61 to increase the budget of account 101-11-161-90-741-000.

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Item 11.

Estimate
Date
11/15/2023
Estimate #
6962
Name / Address

CITY OF COACHELLA
53-990 Enterprise Way
Coachella, CA 92236
75110 St Charles Place
Suite 4
Palm Desert, CA 92211
Project
Phone # 760-568-2355 Fax # 760-568-1184 [email protected] www.desertsupport.com Total
Subtotal
Sales Tax (8.75%)
Computer Consultants
Description Qty Rate Total
Three Host Servers
> Hardware
Primary Host Storage Server
- 2U, Spread Core Rack System Form Factor
- Intel® Server Board S2600 System Board
- 1300 W Power Supply
- Caching Raid Controller
- Intel Barebones - Dual 10G Network Adapter
- Memory Kingston 32GB DDR4/3200 X 4 = 128GB
- Intel Caching Raid Controller
- 4TB SSD Samsung X 4 = 16TB (12 useable) SSD Storage
- Xeon 4214 Dodeca-core Qty 1 - Silver
- 250GB SSD Operating System
- Rack Rails
- 3 year hardware warranty - Next Business Day
3 9,949.00 29,847.00T
If this price quote meets with your approval, please sign below and return to our office. A deposit of 50% is due before commencement of work and the balance due upon completion of project. Thank you for the opportunity to provide this price quotation. This quotation is valid for 30 days.

Name _____________________________________ Date _________________

0.00 *Client to supply Operating System Software through their purchasing channels. **Supply chain limitations might impact delivery times and parts availability. We will inform client if we are not able to obtain parts in a timely manner and offer to renogotiate. ***Hardware only, no labor is included.
$32,458.61
$29,847.00
$2,611.61

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Item 11.

STAFF REPORT
3/27/2024
TO: Honorable Mayor and City Council Members
FROM: Jason Stevens, IT Manager
SUBJECT: Authorize the purchase of 5 Dell Precision workstations and 1 Dell Aurora R16 workstation for the amount of $9,150.34
STAFF RECOMMENDATION:

Staff recommends that the City Council authorize the purchase of 6 additional Dell workstations which includes one high performance CAD workstation for the amount of $9,150.34.

BACKGROUND:

The City of Coachella currently utilizes Dell workstations for city staff use. Due to recent additional staff hiring’s and new positions added the IT department has depleted available on-hand and available new systems in order to be able to deploy new systems. In addition, there are multiple staff users who perform very extensive CAD and ArcGIS work requiring a higher performance workstation.

The city every 3 years typically performs a full city-wide lease purchase agreement with Dell Financial Services to recycle and upgrade all city workstations. This lease has ended and all Dell equipment is currently free and clear however it is not recommended at this time to perform another DFS lease agreement for a city-wide workstation replacement. The reason is for the majority of users their current systems are working adequately and while the IT department did budget for a city-wide replacement we would like to try to get 1 or 2 more years of service out of the existing systems for the average or general staff user. There are other more heavy and demanding users who are experiencing some slowness and performance issues in performing their day to day activities on their systems.

DISCUSSION/ANALYSIS:

Of these six systems, 5 will be put into IT stock while the 6th system will be a high-performance workstation destined for a staff user utilizing system intensive applications of CAD and ArcGIS.

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Item 12.

ALTERNATIVES:

1. Submit this item for the next budget cycle

2. Not authorize this purchase at this time

3. Direct staff to perform a renewal of the full city wide DFS Lease replacement program FISCAL IMPACT:

Should the City Council approve the staff recommended system the funds would be allocated from the General Fund Reserves totaling $9,150.34 from account 101-11-161-90-611-000.

Page 77 ends

Item 12.

You have saved an eQuote 3000172150374
An eQuote is now saved in your Dell Online Store.

This will be held for 30 days and will expire on 03/08/2024 Your eQuote has been sent to:

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Click on "Quotes" in the top menu bar and search for eQuote number 3000172150374 eQuote Name COC - Feb2024 5 Precision 1 Alienware (Rosa V) Saved By [email protected]
eQuote Description
Authorized Buyer
Notes/Comments
Account Name COACHELLA, CALIFORNIA
Contract Code C000001115143
Contract Name Dell NASPO Computer Equipment PA - California Customer Agreement # 23026 / 7-23-70-55-01
eQuote Summary
Description Quantity Unit Price Subtotal
Alienware Aurora R16 Gaming
Desktop 1 $2,260.54 $2,260.54
Precision 3660 Tower 5 $1,377.96 $6,889.80
eQuote Subtotal $9,150.34

Page 78 ends

Item 12.

Shipping* $0.00
Shipping Discount* $0.00
eQuote Total* $9,150.34
*The eQuote total, including applicable taxes and additional fees, may be viewable online.

Note: Your order may contain one or more items which are billed on a recurring basis. See Important Notes for details on your specific offering and, for customers with auto-renewing subscriptions, how to turn off automatic renewal. eQuote Details
Description Quantity Price
useahctor16i01_edu | Alienware Aurora R16
Gaming Desktop 1 $2,311.99
Premier Discount $51.45
____________
$2,260.54
Module Description Product
Code Sku ID
Processor 13th Gen Intel® Core™ i9-13900F (68MB, 24 cores, 32 threads, up to 5.60 GHz P-Core Thermal Velocity) GGQ5H8U [338-CMJP] 146 Operating System Windows 11 Pro, English, French, Spanish GB0LZO9 [619-AQCE] 11 Microsoft Office No Microsoft Office License Included - 30 day Trial Offer Only GC7OFJV [658-BCSB] 1002
FGA Module No FGA NOFGA [817-BBBB] 572
Base Aurora R16 GFO56IZ [210-BJNF] 1
Graphics NVIDIA® GeForce RTX™ 4070, 12 GB GDDR6X GDR09HF [490-BJQD] 6 Storage 1 TB, M.2, PCIe NVMe, SSD G5E26XD [400-BQDT] 8

Page 79 ends

Item 12.

Keyboard No Multi-Media Keyboard (Upgrade to an Alienware Gaming Keyboard below in Accessories) NKYBD [580-ABUI] 4 Memory 32 GB: 2 x 16 GB, DDR5, 5600 MT/s GUKRJF4 [370-BBJN] 3 Mouse No MS116AW Optical Mouse (Upgrade to an Alienware Gaming Mouse below in Accessories) NM [570-AACN] 12
Cable US Power Cord GWL126O [470-AEJY] 20
Documentation/Disks Documentation, English/French G1XUMI8 [340-AGIK] 21 Wireless Intel® Wi-Fi 6E AX210, 2x2, 802.11ax, MU-MIMO, Bluetooth® wireless card GNKC7YX [555-BKCT] 19
Packaging Shipping Material G5R2FJQ [340-DLWY] 465
Label Regulatory Label G8AWGEX [389-FFKS] 676
Additional Software Additional Software GRWV384 [658-BCUO] [658-BFQH] 1003
Support Tech Sheet
and Powercord Dell.com Order GHGYXR1 [332-1530] 292
Processor Branding Intel® Core™ i9 Processor Label GVQ9BOL [389-DYKH] 749 Driver Intel® AX210 driver G7TV69F [555-BKCY] 7
Cooling Option Top fan not required G59VC87 [321-BHCL] 823 Comprehensive
digital protection –
including antivirus,
privacy and identity
protections
No anti-virus software GHPE6YQ [630-AAVB] 1014
Chassis Options 1000W Platinum Rated PSU, 240mm Liquid-Cooled CPU & Solid Side Panel G14U9F0 [321-BKGW] 116
Protect your
purchase - View
Support offers below
3Y Basic Onsite Service after remote diagnosis with
Hardware-Only Support NBD3
[801-1493]
[801-1540]
[801-1541]
[975-3461]
29 Accidental Damage No Accidental Damage Service NOAD [981-4619] 33 s106dpt3660usr | Precision 3660 Tower 5 $12,087.35
Premier Discount $5,197.55
(Unit Price after discount: $1,377.96 ea.)
____________
$6,889.80
Module Description Product
Code Sku ID

Page 80 ends

Item 12.

Processor 13th Gen Intel® Core™ i7-13700 (30 MB cache, 16 cores, 24 threads, 2.10 GHz to 5.20 GHz Turbo, 65 W) G5R1PLK [338-CKHZ][412-ABBQ] 146 Operating System Windows 11 Pro, English, French, Spanish G0Y1P9E [619-AQLP] 11 Chassis Options Precision 3660 Tower with 500W (80 Plus Platinum) PSU, RPL and ADL Compatible G0R8Q5F [321-BJJK] 116
Memory 16 GB, 2 x 8 GB, DDR5, 4400 MT/s, V2 G45AHDL [370-BBWR] 3 Graphics NVIDIA® T1000, 4 GB GDDR6, 4 mDP to DP adapters G3GREUD [490-BHKW] 6 Storage
Configuration (Boot
Drive)
C1: M.2 SSD Boot + Optional M.2 SSD (No SATA HDD) G14KN0U [449-BBXF] 276 Raid Connectivity No SATA RAID G9BYT4Q [780-BBCJ] 1009
1st M.2 NVMe SSD 512 GB, M.2, PCIe NVMe, SSD, Class 40 G4XZ92I [400-BNGP] [412-AAZW] 102
Additional M.2 NVMe
SSD No Hard Drive GMKBO5E [400-AKZR] 202
1st Storage No Hard Drive GMKBO5E [400-AKZR] 8
2nd Storage No Hard Drive GMKBO5E [400-AKZR] 637
3rd Storage No Hard Drive GMKBO5E [400-AKZR] 54
4th Storage No Hard Drive GMKBO5E [400-AKZR] 51
Additional Network
Add-in-cards
No Additional Network Card Selected (Integrated NIC
included) GPQ31WV [555-BBJO] 13
Wireless Intel® Wi-Fi 6E AX211, 2x2, 802.11ax, Bluetooth® wireless card G0I7S2B [555-BHHI][555-BHHR] 19
PCIe I/O Add-incards Not selected in this configuration GY2RECF [817-BBBC] 666 Optional Integrated
Video or USB Ports No Additional Port GH2ILWN [492-BCLP] 36 CD ROM/DVD ROM 8x DVD+/-RW 9.5mm Optical Disk Drive GH9VUM0 [429-ABDW] [429-ABMR] 16
Optical Software Cyberlink Media Suite Essentials for Windows 10 and DVD drive (without Media) GWNM30Y [658-BBTV] 597
Intel Active
Management
Technology
Intel Management Engine with vPro GRA5PXN [631-ADHW] 49 Keyboard Dell Multimedia Wired Keyboard - KB216 Black - US English GZDPBC1 [580-ADJC] 4
Mouse Dell Optical Mouse - MS116 (Black) GWDQT3O [570-ABIE] 12 E-Star ENERGY STAR Qualified G6J34SM [387-BBLW] 122
EPEAT EPEAT 2018 Registered (Gold) GBU8CHM [379-BDZB] 200331 TPM Security Dell Precision TPM G1MEH6P [340-ACBY] 297
Thermal Cooling Standard CPU Air Cooler GD7YWQF [412-ABBU] 412 Driver WLAN Intel® AX211 wireless card driver G0BIV32 [555-BHQF] 7 Power Cord System Power Cord C13 (US 125V, 15A) GPYN5HX [450-AHDU] 20 Documentation/Disks Safety/Environment and Regulatory Guide (English/French Multi-language) G7RB0GY [340-AGIK] 21
Placemat Quick Setup Guide, Precision 3660 G5RP6E3 [340-CYVU] 60 UPC Label Print on Demand Label GLBM3TR [389-BDQH] 292
Packaging Shipping Material for MT GG6R8EP [340-CBUU]
[340-CZQO] 465
Label 500W Platinum PSU Label GO87ARH [389-EDFT] 676
Processor Branding Intel Core i7 vPro Enterprise Processor Label GLSPJR1 [389-EDDR] 749 Internal Speakers Internal Speaker for Precision GUXA8NO [520-AAVW] 18

Page 81 ends

Item 12.

External Optical
Device No External ODD GVTOW4N [429-ABGY] 317
Windows AutoPilot No AutoPilot GYEO2AP [340-CKSZ] 291
Monitor Stands No Stand GK0645E [575-BBCH] 558
Cables and Dongles No Additional Cable GIX0L8M [379-BBCY] 592 External Speakers No External Speaker GTNM7E2 [817-BBBC] 200095 Non-Microsoft
Application Software Windows Software Applications GTLCJ0Y [525-BBCL]
[640-BBLW]
[640-BBSC]
[640-BBSN]
[658-BBMR]
[658-BBRB]
[658-BEOK]
1003
Hard Drive Software Intel® Rapid Storage Technology Driver, Precision 3660T G8I1NEC [409-BCWP] 707
Operating System
Recovery Options OS-Windows Media Not Included GLA9OQ1 [620-AALW] 200013 FGA Module 3660MT_1H24_106D/US/BTS FG0012 [998-GCQB] 572 Precision 3660
Tower Precision 3660 Tower BTX BASE G1QUL9G [210-BCUQ] 1 Services:Hardware
Support
3Y Basic Onsite Service after remote diagnosis with
Hardware-Only Support NBD3 [997-2808][997-2811] 29
Microsoft Office No Microsoft Office License Included - 30 day Trial Offer Only GC7OFJV [658-BCSB] 1002
Security Software
and PC Protection No anti-virus software GD4K19S [650-AAAM] 1014 eQuote Subtotal $9,150.34
Shipping* $0.00
Shipping Discount* $0.00
eQuote Total* $9,150.34
*The eQuote total, including applicable taxes and additional fees, may be viewable online.

Page 82 ends

Item 12.

Let's connect.

Legal Disclaimer: Please note that Dell cannot be responsible for pricing or other errors and reserves the right to cancel any orders arising from such errors. The amount of tax and shipping added to your order depends on where you have asked for the product to be shipped as well as on which products and/or services you've chosen to purchase. Your order is subject to Dell's Terms and Conditions of Sale which include a binding arbitration provision.

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© Dell Inc. U.S. only. Dell Inc. is located at One Dell Way, Mail Stop 8129, Round Rock, TX 78682

Page 83 ends

Item 12.

STAFF REPORT
3/27/2024
TO: Honorable Mayor and City Council Members
FROM: Jason Stevens, IT Manager
SUBJECT: Authorize the purchase and installation of a dual language HD Swagit camera and streaming system for the City of Coachella Council Chamber for the amount of $81,444.25
STAFF RECOMMENDATION:

Staff recommends that the City Council authorize the purchase of equipment and services to facilitate an upgrade and replacement of the City of Coachella Council Chamber Swagit video production system to HD and dual language streaming for the amount of $81,444.25 BACKGROUND:

The current Granicus / Swagit video production system in the Council Chamber is going on 10 years old. It is a composite video system (480 resolution) and is of low quality. The pan tilt zoom (PTZ) cameras are no longer sold, end of life and are not in supply. If any of these cameras were to fail replacement would be very unlikely. In addition to this, current livestreaming of meetings to our website and once posted online for video on demand is only available in English. The city currently offers Spanish translation but only on Zoom during the meeting. Video production, indexing and hosting is being performed by Granicus / Swagit as has been being performed for over 10 years now.

DISCUSSION/ANALYSIS:

With this need in mind staff has worked with Granicus / Swagit to design and engineer an upgrade that will provide video in 1080P high definition resolution as well as dual language encoding and streaming. This will allow residents and others to watch meetings live in either English or Spanish but also to view meetings on our video on demand service in both English and Spanish along with the indexed agendas accordingly. Spanish translation will still be available for Zoom participants as well.

ALTERNATIVES:

Page 84 ends

Item 13.

1. Not authorize this upgrade at this time.

FISCAL IMPACT:

Should the City Council approve the staff recommended system the funds would be allocated from the General Fund Unreserved fund balance totaling $63,280.00 to increase the budget in account 101-11-161-90-741-000 and 18,164.25 to increase the budget in account 101-11-161-90-612-000.

Page 85 ends

Item 13.

THIS IS NOT AN INVOICE Order Form
Prepared for
Coachella, CA
Order #: Q-305342
Prepared: 09 Jan 2024

Page 1 of 6 ends

Granicus Proposal for Coachella, CA

ORDER DETAILS
Prepared By: Emery Henschel
Phone: 720-575-6139
Email: [email protected]
Order #: Q-305342
Prepared On: 09 Jan 2024
Expires On: 27 Nov 2023
Currency: USD
Payment Terms: Net 30 (Payments for subscriptions are due at the beginning of the period of performance.)

Period of Performance: The term of the Agreement will commence on the date this document is signed and will continue for 36 months.

ORDER TERMS

Page 86 ends

Item 13.

Order Form
Coachella, CA
Order #: Q-305342
Prepared: 09 Jan 2024

Page 2 of 6 ends

PRICING SUMMARY
The pricing and terms within this Proposal are specific to the products and volumes contained within this Proposal.

One-Time Fees
Solution Billing
Frequency Quantity/Unit One-Time Fee
Avior™ PRO Remote Broadcast System -
Five Camera Setup Upon Delivery 1 Each $47,890.00
Avior™ Setup and Deployment Upon Delivery 1 Each $1,080.00 AVIOR™ Standard Pre-Assembly & Install Upon Delivery 1 Each $4,800.00 Captioning Software Only Upon Delivery 1 Each $3,220.00 Standard Caption Encoder/Decoder Upon Delivery 1 Each $6,290.00 SUBTOTAL: $63,280.00
New Subscription Fees
Solution Billing
Frequency Quantity/Unit Annual Fee
CaptionLive ESP
Annual 100 Hours $11,730.00
AVIOR Control Software License
Annual 1 Each $1,604.25
Upgrades Swagit’s HD default 720p to
1080p Annual 1 Each $4,830.00
SUBTOTAL: $18,164.25
Optional Solutions
Solution Billing
Frequency Quantity/Unit Associated Fee
Optional Extended Warranty for AVIOR™
Camera Control Appliance(s) Upon Delivery 1 Each $1,999.28 SUBTOTAL: $1,999.28

Page 87 ends

Item 13.

Order Form
Coachella, CA
Order #: Q-305342
Prepared: 09 Jan 2024

Page 3 of 6 ends

FUTURE YEAR PRICING
Period of Performance
Solution(s)
Year 2 Year 3
CaptionLive ESP $12,551.10 $13,429.68
AVIOR Control Software License $1,716.55 $1,836.71
Upgrades Swagit’s HD default 720p to 1080p $5,168.10 $5,529.87 SUBTOTAL: $19,435.75 $20,796.26

Page 88 ends

Item 13.

Order Form
Coachella, CA
Order #: Q-305342
Prepared: 09 Jan 2024

Page 4 of 6 ends

PRODUCT DESCRIPTIONS
Solution Description
CaptionLive ESP CaptionLive ESP - Automated Transcription Service in English and Spanish with text, No cleanup, per hour
Avior™ PRO Remote Broadcast
System - Five Camera Setup
Avior™ PRO Remote Broadcast System: Five HD Camera Solution AVIOR Control Software License Annual License Fee
Avior™ Setup and Deployment Standard AVIOR™ system setup and remote deployment AVIOR™ Standard PreAssembly & InstallAVIOR™ Standard Pre-Assembly & Install (travel not included) Captioning Software Only Captioning Software Only (EASE™ H or EASE™ 2D Appliance Upgrade) Standard Caption
Encoder/Decoder
Standard Caption Encoder/Decoder for IP-based handoff to cloud captioning (537): The standard caption encoder/decoder for broadcasters requiring basic caption insertion features. The unit offers automatic speech recognition captioning, supports a serial port or TCP/IP connection, and can also be equipped with an optional telco modem.

Real-time automated transcription with appropriate service plan.

Upgrades Swagit’s HD default
720p to 1080p
1080 Resolution: Upgrades Swagit’s HD default 720p live streaming resolution and 720p archive resolution with no auto play embeds to 1080p (cost per year)
Optional Extended Warranty for
AVIOR™ Camera Control
Appliance(s)
(Optional Solution)
Optional Extended Warranty for AVIOR™ Camera Control Appliance (s)

Page 89 ends

Item 13.

Order Form
Coachella, CA
Order #: Q-305342
Prepared: 09 Jan 2024

Page 5 of 6 ends

TERMS & CONDITIONS
• This quote, and all products and services delivered hereunder are governed by the terms located at https://granicus.com/legal/licensing, including any product-specific terms included therein (the “License Agreement”). If your organization and Granicus has entered into a separate agreement or is utilizing a contract vehicle for this transaction, the terms of the License Agreement are incorporated into such separate agreement or contract vehicle by reference, with any directly conflicting terms and conditions being resolved in favor of the separate agreement or contract vehicle to the extent applicable. • If submitting a Purchase Order, please include the following language: The pricing, terms and conditions of quote Q-305342 dated 09 Jan 2024 are incorporated into this Purchase Order by reference and shall take precedence over any terms and conditions included in this Purchase Order. • This quote is exclusive of applicable state, local, and federal taxes, which, if any, will be included in the invoice. It is the responsibility of Coachella, CA to provide applicable exemption certificate(s). • Any lapse in payment may result in suspension of service and will require the payment of a setup fee to reinstate the subscription.

Page 90 ends

Item 13.

Order Form
Coachella, CA
Order #: Q-305342
Prepared: 09 Jan 2024

Page 6 of 6 ends

BILLING INFORMATION
Billing Contact: Purchase Order
Required?
[ ] - No
[ ] - Yes
Billing Address: PO Number:

If PO required
Billing Email: Billing Phone:

If submitting a Purchase Order, please include the following language:

The pricing, terms, and conditions of quote Q-305342 dated 09 Jan 2024 are incorporated into this Purchase Order by reference and shall take precedence over any terms and conditions included in this Purchase Order.

AGREEMENT AND ACCEPTANCE
By signing this document, the undersigned certifies they have authority to enter the agreement. The undersigned also understands the services and terms.

Coachella, CA
Signature:
\s1\
Name:
\n1\
Title:
\t1\
Date:
\d1\

Page 91 ends

Item 13.

STAFF REPORT
3/27/2024
TO: Honorable Mayor and City Council Members
FROM: Jason Stevens, IT Manager
SUBJECT: Authorize the purchase and installation of a Digital Signage System from AVIR Technologies for the amount of 19,485.00.

STAFF RECOMMENDATION:

Staff recommends that the City Council authorize the purchase of equipment and services to facilitate an installation of a Digital Signage System for the amount of $19,485.00.

BACKGROUND:

Currently the primary city facilities such as the Council Chamber, Corporate Yard, Civic Center and others have a physical display case where agendas, notices and other publicly posted information is placed. This is done manually by printing out paper, traveling to each site and placing the papers in these display cases. This is inefficient as well as many residents not being able to read the smaller size 8x11 papers.

DISCUSSION/ANALYSIS:

Staff is recommending the installation of three digital signage systems at the Council Chamber, Corporate Yard and Civic Center locations as a start. This will allow staff to post content to these locations remotely and in real time. In addition to normal agenda’s and notices, other information content can be added as either videos or pictures for all of the different city events. Live video content can also be displayed on these screens. In the event of an emergency, live updates and information can be displayed all centrally managed and controlled by staff without the need to physically go onsite. Content will be large and easier for residents and visitors to read.

ALTERNATIVES:

1. Not authorize this upgrade at this time.

Page 92 ends

Item 14.

FISCAL IMPACT:

Should the City Council approve the staff recommended system the funds would be allocated from the General Fund Unreserved fund balance totaling $19,485.00 to increase the budget in account 101-11-161-90-741-000

Page 93 ends

Item 14.
01/22/2024
COCIT-JS012224
IT Dept / Finance Div
101 11 160 10 741 000 19485.00

AVIR, INC
41905 Boardwalk, Suite X, Palm Desert, CA 92211
AMS Connect
74794 42nd Ave, Ste 2, Palm Desert, CA 92260
CTI
15300 Valley View Ave, #A13, La Mirada, CA 90638
1 1 1 Digital Signage System for three locations A 19485 19485 0.00 0 0.00 0 0 0 0 0
0 0
0 0 0
0 0 0
0 0
0 0 0
0 0
19485 0 0
0 0 0
0 0 0
0 0
0 0
0 AMS performed site walks but later declined to provide estimate.

CTI had multiple calls and emails but later declined to estimate.

Jason Stevens
53052

Page 94 ends

Item 14.

STAFF REPORT
3/13/2024
TO: Honorable Mayor and City Council Members
FROM: Jaime Arroyo, Grants Manager
SUBJECT: Approve a Community Based Grant to the Coachella Youth Baseball and Softball Association in the Amount of $1,000
STAFF RECOMMENDATION:

Staff recommends that the City Council consider awarding a Community Based Grant (CBG) to the Coachella Youth Baseball and Softball Association in the amount of $1,000.00 to purchase new equipment.

BACKGROUND:

The Community Based Grant Program was established in 2010 and allows the City of Coachella to offer financial assistance to local nonprofit organizations, schools, youth-serving organizations, and other community-based organizations that provide essential services, programs and activities to residents in Coachella. Applicant organizations are only eligible to submit one application for consideration each fiscal year and must be legally established with non-profit or tax-exempt status, be based in the Coachella Valley, or provide direct service to Coachella residents. Approval of grant funds does not constitute a precedent for grant allocations in subsequent years. All CBG grants are reimbursement grants to ensure that applicants are meeting their stated goals. The FY 23-24 budget includes an allocation of $15,000 for the Community Based Grant Program.

DISCUSSION/ANALYSIS:

The Coachella Youth Baseball and Softball Association is a 501(c)(3) nonprofit organization that is dedicated to fostering sports competition amongst youth. The Association is requesting grant funding support to purchase new equipment (see application and budget).

ALTERNATIVES:

1. Award a Community Based Grant in the amount of $1,000.00.

2. Do not award a Community Based Grant

Page 95 ends

Item 15.

FISCAL IMPACT:

If the Council approves the staff recommendation, the Community Based Grant account will be reduced by $1,000.00.

ATTACHMENT(S):

CBG Application Packet

Page 96 ends

Item 15.

Page 97 ends

Item 15.

Page 98 ends

Item 15.

Page 99 ends

Item 15.

Page 100 ends

Item 15.

Budget Proposal CYBSA
Spring Season 2024
Baseball $37.99 DZ 6 dz for season $227.94
Tballs $29.69 DZ 4 dz for season $118.76
Softballs $42.59 DZ 4dz for season $170.36
Bases $7.79 5 for season $38.95
Plugs for Field each $ 3.89 24 for fields $93.36
Nets $ 75.00 2 for season $150
Tees $10 5 for season $50.00
Score books 11 for season 110
Total $959.37
Tax 8% $67.94
Grand Total $1,027.31
Shipping Unknown
Coachella Youth Baseball & Softball Association
P.O BOX 1296
Coachella , Ca 92236
760-777-3692
Deana Alvidrez
Treasurer

Page 101 ends

Item 15.

STAFF REPORT
3/27/2024
TO: Honorable Mayor and City Council Members
FROM: Andrew Simmons, P.E., City Engineer
SUBJECT: Amendment #1 to the Professional Service Agreement with Alta Planning + Design, Inc. in the amount of $41,785.00, and authorize appropriation of $82,010.00 from Fund 101 (General Fund) for Professional Engineering Services for the Connect Coachella Project, City Project ST-138.

STAFF RECOMMENDATION:
o Authorize the City Manager to execute Amendment #1 with Alta Planning + Design, Inc. in an amount of $41,785.00;
o Authorize appropriation of $82,010.00 from Fund 101 (General Fund) for Professional Engineering Services for the Connect Coachella Project, City Project ST-138.

BACKGROUND:

On June 21, 2022 the City entered into a reimbursement agreement with the Coachella Valley Mountains Conservancy (CVMC), Agreement #38500000P680017, in the amount of $200,000.

The agreement deliverables include a preliminary engineering report (PER) and state-approved CEQA clearances with 50% design drawings and project summary report for the Connecting Coachella Project (Grapefruit Boulevard Urban Greening Phase II), project No. ST-138. This will provide a complete project approval and environmental document (PA&ED) phase package. The City is actively seeking funding to complete the construction phase, a complete PA&ED package will strengthen future grant applications.

DISCUSSION/ANALYSIS:

In March 2023, City Council awarded a Professional Service Agreement to Alta Planning + Design, Inc. (Alta) to provide the PA&ED package for the Connect Coachella Project, in the amount of $240,225. This value was $40,225 above the maximum grant reimbursement. The PA&ED package is currently under review and nearly complete. City Staff has been preparing for the Active Transportation Program (ATP) Cycle 7 Grant Call for Projects expected in March 2024.

Based on ATP workshops and feedback from the California Transportation Committee (CTC) on previous applications, to provide the strongest and most complete package the City has requested Alta provide additional support services for the grant application.

Page 102 ends

Item 16.

The additional services will include community engagement workshops and outreach events to increase the public engagement. It would also provide additional maps and renderings for the grant application, as well as, extra support with the grant application in its’ entirety. Alta has had success with the ATP grant and provided support services for many public agencies. City Staff recommends approving Amendment #1 to provide the additional services.

FISCAL IMPACT:

With this action, City Council authorizes the appropriation of $82,010.00 from Fund 101 (General Fund) to Fund 182 (CIP Project Fund). This amount includes both the value of Amendment #1 of $41,785 and the value of the non-grant reimbursable portion of the original contract totaling $40,225.

ATTACHMENTS:

1. Cost Proposal

2. Amendment #1 – Alta Planning and Design, Inc.

Page 103 ends

Item 16.

FIRST AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT BETWEEN

THE CITY OF COACHELLA
AND ALTA PLANNING + DESIGN, INC.

THIS FIRST AMENDMENT ("Amendment") is made and entered into as of March 27th, 2024 by and between the City of Coachella ("City") and Alta Planning + Design, Inc. ("Consultant").

In consideration of the mutual covenants and conditions s et forth herein, the parties agree as follows:

1. RECITALS. This Amendment is made with the respect to the following facts and purposes:
a. On or about March 8th, 2023 the City and Consultant entered into that certain agreement entitled "City of Coachella Professional Services Agreement" between the City and Consultant to provide engineering design, and other services for the Connect Coachella Project ST-138 in the amount of $240,225.00.
b. The parties now desire to amend the Agreement as set forth in this Amendment.

2. AMENDMENT.

3.1 General Scope of Services. Section 3.1.1 of the Agreement is hereby amended to include the additional Scope of Services to be performed for the Connect Coachella Project, ST-138 under this Amendment No. 1 referenced as EXHBIIT “A”.

3.2 Performance Period. Section 3.1.2 of the Agreement is hereby amended to go into effect on March 27, 2024 contingent upon approval by City, and Consultant shall commence work after notification to proceed by City’s Agreement Administrator. The Agreement shall end on June 30, 2024, unless extended by Agreement Amendment.

3.3 Allowable Costs and Payments. Section 3.3.1 of the Agreement is hereby amended to increase the compensation, including authorized reimbursements, for all services rendered under this Agreement as set forth in EXHIBIT “B” attached hereto and incorporated herein by reference.

The method of payment in Sections 3.3.1.A and B of the Agreement are hereby amended to actual cost plus a ten percent (10%) fixed fee. City will reimburse Consultant for actual costs (including labor costs, employee benefits, travel, equipment rental costs, overhead and other direct costs; plus ten percent fixed fee) incurred by Consultant in performance of the work. The total authorized compensation for the Amendment No. 1 is in the amount not to exceed Forty-One Thousand Seven Hundred Eighty-Five Dollars and Zero Cents ($41,785.00).

Page 104 ends

Item 16.

The amended total compensation shall not exceed Two Hundred Eighty-Two Thousand Ten Dollars and Zero Cents ($282,010.00) without written approval of the City’s representative. Extra Work may be authorized, as described below, and if authorized, will be compensated at the rates and manner set forth in this agreement.

3.4 Continuing Effect of Agreement. Except as amended by this Amendment, all provisions of the Agreement shall remain unchanged and in full force and effect. From and after the date of this Amendment, whenever the term "Agreement" appears in the Agreement, itshall mean the Agreement as amended by this Amendment.

3.5 Adequate Consideration . The parties hereto irrevocably stipulate and agree that they have each received adequate and independent consideration for the performance of the obligations they have undertaken pursuant to this Amendment.

3.6 Counterparts. This Amendment m a y be executed in duplicate originals, each of which is deemed to be an original, but when taken together shall constitute but one and the same instrument.

IN WITNESS THEREOF, the parties have executed this Amendment as of the day and year first set forth above, which date shall be considered by the parties to be the effective date of this Amendment.

CITY OF COACHELLA ALTA PLANNING + DESIGN, INC.

By:____________________________ By:_________________________ Gabriel Martin Name
City Manager Title
By: ________________________________
Carlos Campos, City Attorney
Attest: ___________________________________
Angela Zepeda, City Clerk

Page 105 ends

Item 16.

Alta Planning + Design, Inc. Coachella, CA 1
617 W. 7th Street, Suite 1103
(213) 489-7443 | altago.com
March 19, 2024
Andrew Simmons, P.E, City Engineer
City of Coachella
53990 Enterprise Way
Coachella, CA 92236
[email protected]
Re: Contract Amendment - ATP Cycle 7 Grant Writing, Outreach, and Graphics Dear Mr. Simmons,
On behalf of Alta Planning + Design (Alta), I am pleased to submit this proposal to assist the City of Coachella (City), in applying for Caltrans Active Transportation Program (ATP) Cycle 7 funding, providing grant writing, public engagement support services, graphics, and additional project management. We will build on the grant application we supported the City with during the Cycle 6 call for projects. This amended scope should be regarded as an extension of the current scope and fee and not as a replacement for any agreed-upon activity.

Alta will be responsible for completing one (1) ATP application for submission to the California Transportation Commission to be eligible for statewide funding. In addition, we will lead public outreach and engagement activities and graphic design in support of the application effort. A scope of work and fee to complete this task is included with this letter.

Should you have any questions or desire additional information please do not hesitate to contact Vincent Hellens at [email protected] or Kristin Haukom at [email protected].

Sincerely,
Kristin Haukom Vincent Hellens
Senior Associate Principal

Page 106 ends

Item 16.

Alta Planning + Design, Inc. Coachella, CA 2
Scope of Work

Task 1. Project Management and Coordination
Alta will meet with the City via phone/video throughout the application process to coordinate information, materials, and communicate application progress. Four meetings are anticipated from kick-off through application submittal.

Task 1. Deliverables
• Up to four (4) coordination meetings
Task 2. Public Outreach and Engagement for Connect Coachella ATP Application In an effort to document public input for the Connect Coachella project, Alta will conduct one (1) community workshop during the early evening at a location convenient to the public, such as the Coachella Library. Alta will work with the City to confirm the date and location, but it is assumed that the City will secure the location venue.

Alta will create a simple postcard flyer to advertise the workshop. The postcard flyer will be created so that it can be used for mailings (if project budget allows), handouts, and posting to social media channels. It is assumed that the City will help promote the workshop through its usual channels.

Alta will create a short video giving a project overview, showing the project location and extents, and imbedding photo simulations/renderings that can be included as attachments in the actual application. The video itself will also support public outreach efforts.

Alta will prepare up to four (4) public facing boards for the workshop. The purpose of the boards will be to illustrate the project to the public and provide opportunities for public input (such as a simple voting exercise). Alta will have up to three (3) project staff at the workshop to help answer questions. All workshop materials will be created in English and Spanish, but it is assumed that the City will provide interpreters.

In addition, Alta will create a simple survey using an online platform like Survey Monkey, to solicit input about the project. Findings from the survey will be included in the ATP application narrative.

Alta will create a short video giving a project overview, showing the project location and extents, and imbedding photo simulations/renderings (up to 6) that can be included as attachments in the actual application. The video itself will also support public outreach efforts.

Finally, we propose to table two (2) pop-up booths at community events, such as a farmers market. Our proposed pop-up outreach provides an opportunity for members of the community to learn about the project and provide input while continuing with their daily lives. This targeted outreach can capture a much wider and more representative sample of residents and allows for more informal, but often more meaningful input.

Task 2. Deliverables
• One (1) workshop and materials

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Alta Planning + Design, Inc. Coachella, CA 3
• Simple survey
• Two (2) pop-up activities
• Short project overview video
Task 3. Active Transportation Program Application for Connect Coachella Alta will assist the City in completing one (1) ATP grant application for the Connect Coachella project.

Task 3.1. Application Part A
Alta will complete Part A of the Cycle 7 application. This includes the following sections:

Section Notes
Part A1: Applicant Information
Part A2: General Project Information
Part A3: Project Type
Part A4: Project Details
Part A5: Project Schedule
Part A6: Project Funding
Exhibit 22-G PPR
Part A7: Funding Criteria
Task 3.2. Application Part B
Alta will complete Part B of the Cycle 7 application. This includes the following sections:

Section Notes
Part B: Narrative Question #1, Disadvantaged Communities Part B: Narrative Question #2, Potential for Increased Walking and Bicycling
Part B: Narrative Question #3, Potential for Reducing Fatalities and Injuries
Part B: Narrative Question #4, Public Participation Alta will advise on Public Outreach to be conducted in advance of the
application.

Part B: Narrative Question #5, Context Sensitive
Part B: Narrative Question #6, Leveraging Funds
Part B: Narrative Question #7, Scope and Plan Consistency Part B: Narrative Question #8, Conservation Corps Coordination Assume City will handle, but Alta can support.

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Alta Planning + Design, Inc. Coachella, CA 4
Task 3.3. Application Part C
Alta will complete Part C of the Cycle 7 application. This includes the following sections:

Section Notes
Part C: Application Attachment A, Application Signature Page Assume City will handle.

Part C: Application Attachment B, Engineer’s Checklist
Part C: Application Attachment C, Project Location Map
Part C: Application Attachment D, Project Map/Plans Showing Existing and Proposed
Part C: Application Attachment E, Photos of Existing Conditions Part C: Application Attachment F, Project Estimate
Part C: Application Attachment G, Non-Infrastructure Work Plan Part C: Application Attachment H, Plan Scope of Work N/A Part C: Application Attachment I, Letters of Support Alta to supply template. City will request these from relevant
stakeholders.

Part C: Application Attachment J, Exhibit 22-F State Funding Task 3. Deliverables
• One (1) completed Application Part A
• One (1) completed Application Part B
• One (1) completed Application Part C
Task 4. Grant Application Compilation and Submittal
Alta will compile the above application document sections and provide to the City for final approval prior to submittal. Upon approval, Alta will submit the final application via the ATP application website.

Task 4. Deliverables
• One (1) submitted final application
Total Fee = $41,785

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Item 16.

STAFF REPORT
3/27/2024
TO: Honorable Mayor and City Council Members
FROM: Jaime Arroyo, Grants Manager
SUBJECT: Award Professional Services Agreement to HR Green Pacific, Inc. for the Development of the Broadband Master Plan for the City of Coachella in the Amount of $214,690
STAFF RECOMMENDATION:

Staff recommends that the City of Coachella considers awarding a professional services agreement to HR Green Pacific, Inc. for the development of the Broadband Master Plan for the City of Coachella in the amount of $214,690.

BACKGROUND:

On July 7, 2023, the City of Coachella was awarded $234,000 in funding from the Local Agency Technical Assistance (LATA) grant program through the California Public Utilities Commission (CPUC). The award will fund the development of a Broadband Master Plan for the planning and evaluation of a fiber optic broadband network that seeks to lower broadband costs and increase network value for all stakeholders.

This broadband infrastructure project will be designed to provide fiber optic network service throughout the City of Coachella to unserved or underserved households and businesses to reliably meet or exceed symmetrical 100 Mbps symmetrical speeds. The City of Coachella has identified the importance of encouraging the development of reliable and cost-effective next generation broadband Internet services for our residents, guests and visitors in order to provide an equitable and accessible level of digital access for everyone.

DISCUSSION/ANALYSIS:

There are two main areas that the City of Coachella is seeking to evaluate and plan for. The first is broadband access and availability on City owned property and facilities where the City may or may not have existing guest Internet access or existing fiber connectivity. Examples of these City owned sites would be parks, libraries, downtown areas and other locations where having access to high-speed Internet would be desired and under the Cities direct control. The second component is for residential and business areas outside of City property such as in rural areas, neighborhoods, business centers and currently undeveloped space.

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Item 17.

The objective for both areas is to lower the cost of access increasing affordability for all whether through state or county Affordable Connectivity Programs (ACP), other regional services or whether or not the City should become directly involved in offering service. Providing minimum speeds of landline (copper or fiber) or wireless connectivity of 100mbps bidirectional access.

Increasing coverage and service availability to underserved and non-served areas. If necessary, increasing competition and access by the City entering in to cooperative, lease, public private partnership or direct to end user broadband service offerings where existing service providers decline to service, upgrade, invest, expand and offer affordable services. Lastly to work together with other regional partners such as CVAG, the County of Riverside, CVUSD and neighboring cities in order to best utilize shared resources and access areas.

As a result, it was determined that the City solicit competitive proposals from qualified individuals, firms, or team of firms that have specific and demonstrated experience in the preparation of a broadband master plan and broadband / Internet coverage and services analysis. City staff from the Information Technology Department and the Economic Development Department collaborated to develop a comprehensive scope of services for a Broadband Maser Plan RFP to solicit proposals and identify the most qualified firm to develop this plan. The scope of services included the following:
 Current and Future Needs Assessment
 Inventory and Assessment of City-Owned Broadband Assets  Assessment of Privately and Non-City Owned Broadband Resources  Assessment of City Policies and Business Practices
 Assessment of City Policies and Business Practices
 Gap Analysis
 Feasibility Analysis
 Draft, Review, Refine and Adopt Broadband Master Plan  Project Management
A review panel consisting of subject matter experts from Finance, Information Technology, and Economic Development reviewed the responses in accordance with the evaluation criteria contained within the solicitation. The following firms submitted proposals:
 HR Green Pacific, Inc.
 Bonfire Fiber, LLC
The panel selected HR Green Pacific, Inc. as the most qualified firm. In addition to providing all the items outlined in their Scope of Services (Attachment 1) in a cost-effective manner, a key factor that set HR Green Pacific, Inc. apart from the other firm included developing Broadband Master Plans for the City of Palm Desert and the City of Palm Springs. Showcasing a crucial understanding of the broadband services and needs of Coachella Valley region.

ALTERNATIVES:

1. Award a professional services agreement to HR Green Pacific, Inc. for the development of the Broadband Master Plan for the City of Coachella in the amount of $214,690

2. Not award

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Item 17.

FISCAL IMPACT:

Grant funds from the LATA grant have been budgeted to cover the cost of this contract for the duration of the project.

ATTACHMENTS:

1. Proposal – HR Green Pacific, Inc.

2. Proposal – Bonfire Fiber, LLC

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Item 17.

BROADBAND MASTER PLAN RFP | 1

CITY OF COACHELLA
Broadband Master Plan RFP
BROADBAND PLANNING SERVICES | ENGINEERING | CONSTRUCTION | OPEN ACCESS OPERATIONS

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Item 17.

BROADBAND MASTER PLAN RFP | 1
Bonfire Fiber, LLC
4500 Cherry Creek Drive South
Suite 1200
Denver, CO 80246
Drew Pappas
Director of Business Development
[email protected]
970-980-6574
Federal Tax ID: 87-4510829
To the Coachella RFP Team,
On behalf of the entire Bonfire team, I am delighted to express our enthusiasm for the opportunity to respond to Coachella’s (“City”) Request for Proposal (“RFP”) for the creation of a Broadband Master Plan. We are committed to leveraging our expertise in broadband deployment to develop a comprehensive framework for enhancing the broadband landscape across your community and to provide insightful recommendations for potential broadband models moving forward. Our response has been meticulously crafted to align with your requirements for each section of the RFP, including:
• Approach to Services
• Consultant Qualifications
• Key Personnel
• Subcontractors
• Project Organizational Chart
• Project Work Plan
• Exceptions
• Project Schedule
• Fee Information
• References
• Interview Availability
• Required Statements
We are confident that our submission will illustrate why Bonfire is the ideal partner with the necessary experience to support your critical broadband initiative. My team recognizes the transformative power of high-speed broadband and its ability to positively impact the communities we serve. We are eager to collaborate closely with the City to achieve your objectives and to contribute meaningfully to the advancement of connectivity in your community.

Thank you for considering Bonfire as a potential partner for this important project. We are eager to embark on this journey with you and contribute to the success of your community. Our submitted response will remain valid for one hundred twenty (120) days following the closing date for receipt of proposals. Should you require any further clarification or additional information, please do not hesitate to contact me at [email protected] or by phone at 303-956-9853.

Warm regards,
Brian Hollister
Co-Founder and CEO
Bonfire

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Item 17.

BROADBAND MASTER PLAN RFP | 2
Community leaders across the country are realizing
the importance of next generation broadband services
to support the future of their constituents. Broadband
services have a net positive economic and social
impact on communities by enhancing free enterprise,
workforce development, educational opportunities and
smart city deployment. When community leaders are
ready to future-proof their digital infrastructure and set their residents up for success through technological
advancements, they look to our team to create a
Broadband Master Plan.

By using maps, presentations and historical data, our
team provides community leaders with the necessary
information to make informed decisions for infrastructure development. This Broadband Master Plan will act as the “headlights” to guide stakeholders through their unique broadband journey, shining a light on where the greatest digital inequalities are and providing insights on next steps to better connect residents. Our fully customized services include:

Market Assessment
• An analysis of your community’s needs and unique
demographics
• Map of your community’s existing broadband
solutions, including private internet service providers (ISPs) and public funding sources
• Real pricing data from ISPs
Competitor Analysis
• A detailed competitive profile
• Real-life, address-level speed testing
• Overview of marketed plans and service validation
from ISPs
Network Design(s)
• Engineering of the entire community under aerial and
underground designs
• Optimization of the network design for capital
efficiency
• Market-specific labor and material costs
Financial Planning
• Real-world operating models
• Optimized build staging recommendations
• A capital prioritization plan
• Assistance with funding and grant support
Operational Support
• Assistance with workforce identification and hiring for building and operating the network
• Support for ad-hoc tasks including hiring, aligning
resources, vendor diligence and selection, material
procurement, etc.

The Broadband Master Plan allows you to initiate goaloriented discussions around debt tolerance, service coverage, quality, operational intensity and more. Our
research will empower you to make the most informed
decisions possible with the input of key stakeholders
and your constituents. We are engineers at heart which
allows us to provide communities with quality, actionable engineering designs that support the sustainable
development of long-term broadband business plans.

Above all else, we are enthusiastic about our mission
to connect every American with affordable high-speed
internet – and we do whatever we can to help progress
this along.

APPROACH TO SERVICES

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BROADBAND MASTER PLAN RFP | 3
Set Up For Success
• Emphasize relationships – not transactions
• Focus on the needs of the customer
• Adapt our approach to best address
the challenge
1 Build Strong Foundations
• Verify the details – before the work begins
• Provide insight and recommendations
• Align all stakeholders on the
expected outcomes
2 Collaborate and Listen
• Always serve up the right people
and processes
• Emphasize teamwork at every opportunity
• Seek out what’s possible – and where
possible, redefine what’s possible
3 Be Clear and Accountable
• Provide full visibility into project process
• We put our money where our mouth is –
and the buck stops here
4 Track the Progress
• Plan the work, work the plan
• Benchmark KPIs
• Be accountable at all times and in
all matters
5 Go the Extra Mile
• See the project through to completion –
and remain committed beyond
• Expect the unexpected and be prepared
to handle it
• Be primed for the next engagement
6 OUR PROJECT MANAGEMENT PHILOSOPHY
Knowing What’s
Possible
Open Access
Operations
Construction
Engineering
Building for
the Future
Broadband
Planning
Bonfire was founded in 2016 in response to the growing
demand and complexity of designing and deploying
broadband networks across the United States. Integrating multiple engineering disciplines, technology experience and construction trades are a key aspect to our approach to being the best overall long-term partner for our
customers. Our core belief is that all Americans deserve high-speed affordable internet because it makes their
lives better.

At Bonfire, we are uniquely qualified to provide all the services required for the successful implementation
of this project. We are a values-based team of
telecommunications and technology professionals
that do the work to enable economic growth and
access to quality education and healthcare through
broadband connectivity, one community at a time. We
are headquartered in Denver, Colorado and provide
broadband planning, engineering, construction, and
open access operation services nationwide. Our business operates under the EOS methodology which allows us to
deliver a six-step proven process of quality, efficiency, and transparency with our clients.

Along with our proven process, we are a value driven
company that enables us to hire, retain and grow the most talented people in the broadband industry, all focused
on serving our clients and our purpose. Organizationally, we are structured with a strong leadership team and
a deep bench of talent across all critical disciplines
including engineering, project management, construction, permitting, vendor management, central office
equipment, network operations, technical customer
service, and network maintenance.

We love getting the chance to work with customers who
have the same drive to get broadband to those that
need it most. We’ve worked on projects of all sizes and understand the challenges that come with each of them.

We believe the only way any project is successful is when there is an open and honest line of communication. Issues can come up on every project; however, how they are
handled and what is done about them is what makes our
business stand apart.

CONSULTANT QUALIFICATIONS

PROVEN EXPERIENCE BY THE NUMBERS
States Worked in For E&C: 16
Permitting Agencies: 111
Homes Analyzed: 103 million
Grants Secured: >$150 million
Fiber Engineered: 13.8 million feet
Fiber Constructed: 5.7 million feet
Fiber Operations: 1 market

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Item 17.

BROADBAND MASTER PLAN RFP | 4
Please see Task 1 for Bonfire’s proposed project management structure and please see below for team bios and background information on our broadband planning team:

KEY PERSONNEL

BRIAN HOLLISTER
Co-Founder & CEO
Brian’s professional experience includes working for internet service providers like AT&T, Level3 and MCI, as well as networking technology companies like Calix, Aktino and Vina Technologies.

Brian holds a BS, Business Management from the University of Phoenix and is passionate about building the future of open access in the United States.

Role: As CEO, Brian is responsible for the strategy, corporate culture, and investor relations activities for the organization. With over 20 years of experience in the telecommunications business, his areas of expertise include sales leadership, operations, marketing, and business management. Brian believes that all Americans should have access to high-speed, affordable internet access through creating choice for consumers and demonopolizing the internet industry.

JUSTIN ROLLER
President
Justin has over 20 years of experience in the technology sector and specializes in helping public sector clients, ranging from municipal governments to federal departments, address their challenges in modernization and digital transformation. His work has included business process automation, cloud implementations, and network/system security. Justin problem solves through leveraging creative solutions which bridges the gap between technical details and real-world outcomes. Notable career accomplishments include leading the software team running a US federal government program distributing $1 billion monthly. He has also served on the state of Colorado’s Broadband Deployment initiative which provided him first-hand experience with grants, public private partnerships, and a unique perspective on how communities and ISPs are working together to close the digital divide.

Role: As Bonfire’s President, Justin is passionate about applying his technical and strategic skills, in combination with his knowledge of the public sector and grant funding, to help address broadband issues facing American communities today. He believes that we have a rare opportunity now to solve the issues related to strategically providing fast and affordable broadband to provide long-term value to underserved communities.

JOSH ORLOWITZ
Director of Corporate Strategy
In his previous role, Josh was an Engagement Manager at CMA Strategy Consulting (acquired by EY-Parthenon, the consulting arm of Ernst & Young). CMA is a Boston-based telecommunications strategy consulting firm engaging in the most complex corporate strategy and M&A deals in the telecommunications industry. Josh has worked on over 35 projects ranging from capital deployment prioritization for rural ISPs, fiber M&A commercial due diligence for private equity and developing detailed FCC auction strategic plans for large telcos. In his role as Engagement Manager, Josh was responsible for all aspects of project and client management and overall strategic direction of the projects he managed.

Role: As Director of Corporate Strategy, Josh is responsible to productizing all aspects of Bonfire as it continues its exponential growth phase. Josh is also responsible for helping develop and drive the product and corporate strategy of Bonfire’s FTTH efforts. This includes developing its product and pricing, market selection, capital optimization, and go-to-market planning.

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Item 17.

BROADBAND MASTER PLAN RFP | 5

JASON WISEMAN
Principal Engineer
In his 25 years of experience in the communications industry, Jason has exhibited a strong work ethic and a wide range of leadership, technical and problem-solving skills that contribute to the success of his projects. Jason’s experience allows him to be a valuable subject matter expert in every stage of the project, from budgeting through design and construction.

Role: As Principal Engineer, Jason oversees all activities related to the management, design, and construction of infrastructure projects. In his role, he also liaises with the project team and consultants to ensure project performance goals are achieved.

AMY GOLDSTEIN
Senior Engineer
Amy has over 12 years of experience in the communications industry, with deep experience across fiber network engineering, quality assurance, and field surveys. Amy also has a background in geospatial analysis for municipal utilities, where she built foundations that enhance her work in the fiber optic field today.

Role: At Bonfire Fiber, Amy serves our Network Operations teams in the role of Senior Engineer, designing networks with an eye for quality, capacity and scalability. She also supports our Broadband Planning teams with feasibility studies, greenfield fiber designs, and grant preparation.

DREW PAPPAS
Director of Business Development & Community Engagement As Director of Business Development, Drew is responsible for building long-term relationships with municipalities, Tribes, ISPs, co-ops, and private entities within the markets Bonfire works in. He acts as a liaises with different community leaders to show the tremendous value a FTTH network can bring to a community. He believes that broadband is for all, not for some, and is a strong proponent for eradicating digital inequity with infrastructure and services that lasts for generations.

Role: Drew is crucial in working with communities to help clarify stakeholder needs, navigate corporate process, and making sure that Bonfire is bringing choice, innovation, and competition into every market we work with. His work focuses more on the community engagement aspect during any broadband planning efforts and works closely with the engineering and construction teams to make sure all customer goals are exceeded.

TYLER THREW
Program Manager
With seven years of experience managing projects and leading teams in the telecommunications industry, Tyler is proficient at bringing teams together to deliver results. His experience managing the engineering of OSP fiber and wireless networks, as well as implementing PMO software and structure to better align the project portfolio with the larger business objectives makes him a valuable asset to the Bonfire PMO. His leadership, strategic problem solving, social facilitation and project management knowledge enables him to set projects up for success by continually analyzing efficiencies and effectiveness throughout the project/program lifecycle.

Role: As Program Manager, Tyler is responsible for strategically coordinating various functional activities of the PMO simultaneously to meet key project/program goals. This includes budget, resource management, risk mitigation, stakeholder engagement and aligning the PMO with the overarching organizational initiatives.

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Item 17.

BROADBAND MASTER PLAN RFP | 6

JOSH ANDERSON
Sr. Business Strategy Analyst
As a Senior Analyst on the Corporate Strategy team, Josh is responsible for helping to drive the corporate strategy of Bonfire’s FTTH efforts. This includes market analysis and selection, financial due diligence, and competitive research.

Role: Josh also helps manages engagements for Bonfire’s broadband planning teams as they support clients in becoming more efficient, expanding their service capabilities, and redefining what’s possible in delivering broadband to their customers. Josh is passionate about Bonfire’s mission to bring broadband connectivity to every American.

JACKIE ENGLISH
Product Manager
Jackie has managed a variety of different products in her Product Management career, including budget software-as-a-service (SaaS) and various software products utilized by Bonfire Fiber.

In her undergraduate studies, she learned about the economics of the telecommunications industry and researched and hypothesized policy solutions that address the shortcomings of the telecommunications market. This market knowledge, along with her technical software product management skills, allows Jackie to bring a unique and valuable perspective to Bonfire Fiber.

She deeply analyzes product offerings, including non-software solutions, and identifies process, marketing, and user experience improvements viewing product management at Bonfire as “total experience” management for all stakeholders to have the best possible output.

Role: As Product Manager, Jackie is responsible for managing Bonfire’s portfolio of products, including an Open Access marketplace, operations, and software. Jackie also defines and supports the go-to-market strategy for services such as broadband planning or additional broadband solutions for enterprise businesses. Her job is to truly understand the various stakeholders and produce a solution or product that serves their needs and solves their problems.

LEX GOOLGASIAN
GIS Developer
In her previous role, Lex was a Distribution Designer at Stantec. Stantec is in the design and consulting industry – they provide professional consulting services in planning, engineering, architecture, surveying, and environmental sciences. Lex has worked on multiple projects ranging from providing power to 5G small cell antennas to fiber optic cable installation for Dominion Energy. In her role as Distribution Designer, Lex was responsible for analyzing, designing, and coding in ArcMap. She also created design packages which included construction prints, fiber optic sag and tension calculations, down guy calculations, pole loading calculations, NJUNS ticket creations, bill of material coding, and permit applications.

Role: As a GIS Developer, Lex is responsible for acquiring, analyzing, and compiling geospatial information of feature and terrain data utilizing imagery analysis techniques to develop accurate cartographic representation. She is also responsible for the production of sophisticated maps, reports, imagery, and custom geoprocessing tools to achieve maximum efficiency within ArcGIS Pro and Comsof. Additionally, Lex is responsible for software design and development on assigned projects for data automation and end user applications including desktop and web.

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Item 17.

BROADBAND MASTER PLAN RFP | 7
Bonfire does not foresee the need to leverage any of
our partners or subcontractors on this project. Bonfire has an in-house Broadband Planning team that focuses
specifically on working with municipalities, counties,
Tribal entities, etc. to become their strategic broadband advisors and assist with driving high-speed and
affordable internet access throughout the community.

If the need to bring on external partners arises, we will review any potential subcontractor(s) with the City for approval before any work is performed by external
partners.

SUBCONTRACTORS

PROJECT ORGANIZATIONAL CHART
The Project Oversight stakeholders, including the City
of Coachella and Bonfire staff, will collectively work to provide oversight, vision, and guidance and serve as
project executive sponsors. The Project Management
Team will execute the full scope of the project as outlined in the Broadband Master Plan.
• The Program Manager will serve as the main-pointof-contact (MPOC) and support the City of Coachella Project Oversight stakeholders. This role will also
support technical engineers perform tasks related to
establishing “middle mile” and “last mile” connection
readiness and utilize staff to review permit application procedures and Master License Agreements to bring
an in-depth understanding to the installation of
broadband infrastructure in the rights-of-ways (ROW)
for the City.
• The Director of Corporate Strategy will support
efforts to understand the community’s current
coverages; evaluate needs and desires for additional
products and services; and analyze financial modeling
to meet the expressed needs and desires and GIS and
visualization of these outputs.

The Technical Support Teams will serve as subject matter experts (SMEs) to complete the technical requirements of each project section.
• Bonfire Engineering Staff will work with the City’s
IT or engineering staff to inventory existing City
broadband infrastructure and assess the physical
“middle mile” and “last mile” connection readiness
from the infrastructure in the street to homes and
businesses.
• City of Coachella Communication Staff and Bonfire
Product Staff will work on outreach and community
engagement activities, including but not limited to
surveys, workshops, stakeholder interviews, and an
accessible portal to communicate the output of these
engagements.
• Bonfire’s Senior Strategy Analyst will generate
market-demand research, financial modeling,
feasibility, and implementation strategies to meet the
City’s coverage and access goals, including providing
business modeling for wireline “middle mile” and
“last mile” network designs. These business case will
outline methodologies, pricing and assumptions.
• Bonfire’s GIS Developer will support geospatial
visualization outputs to show communities
lacking sufficient high-speed internet access by
neighborhood and incorporate relevant information
from the Federal Communications Commission (FCC)
Broadband Map and/or the California Public Utilities
Commission Coverage Map. GIS development will
also be utilized in tandem with engineering expertise
to understand the existing underground city-owned
fiber infrastructure and nearest peering points to the
greater Coachella Valley routes.

TECHNICAL

SUPPORT TEAMS

PROJECT

MANAGEMENT TEAM

PROJECT

OVERSIGHT
City of Coachella IT Staff
Bonfire Engineering Staff
Jason Wiseman & Amy Goldstein
City of Coachella Communication Staff
Sr. Strategy Analyst Josh Anderson
GIS Developer Lex Goolgasian
Product Manager Jackie English
Bonfire Executive Staff
Brian Hollister & Justin Roller
Director of Business Development
Drew Pappas
Program Manager
Tyler Threw
Director of Corporate Strategy
Josh Orlowitz
City of Coachella
Project Sponsors

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Item 17.

BROADBAND MASTER PLAN RFP | 8
TASK 1 – PROJECT KICK-OFF MEETING
Success of a project is built on a foundation of
transparency. We understand the importance of
communication and we strive to understand your
goals, expectations, and personal styles during project startup. In this spirit, Bonfire staff will create a draft Project Managment Plan, including proposed milestones/
deliverables and dates and will distribute this plan for reference in advance of a formal kick-off meeting.

Our kick-off efforts will be guided by principles
that prioritize relationships, needs, adaptability,
and accountability, ensuring a solid foundation for
collaboration and achievement of the City’s desired
outcomes. Bonfire staff will design and facilitate an
impactful kick-off session, where we will focus on aligning with all project members, including City staff, to provide clear visibility to create trust and accountability between all stakeholders. Our goal is to leave the kick-off meeting with global clarity on the project plan and approach,
inputs and data required from the City, and an action plan for immediate next steps. Any feedback from City staff
will be applied to the Project Management Plan within
seven working days following the meeting.

The Project Manager for this project will be Bonfire’s
Program Manager, Tyler Threw. He is experienced
managing diverse engagements and can work across
a full suite of modern project management tools
(Smartsheet, Jira, Asana, etc.) and frameworks (Agile,
Kanban, Scrum, etc.). He will adapt the project approach to best suit the City’s needs and preferences. During the kick-off meeting, the preferred management tool and
project management framework will be discussed and
refined.

TASK 2 – INTRODUCTORY PRESENTATION TO CITY

COUNCIL
With a refined Project Management Plan, Bonfire
will prepare a detailed presentation to City Council,
highlighting the scope of our services and project
timeline. Our goal will be to introduce ourselves to
City Council and citizens, educate them on the project
and the value we intend to provide, and pressure-test
our objectives against what City Council feels are the
most pressing issues, opportunities, and constraints
for broadband development in Coachella. Bonfire will
attend the scheduled City Council meeting to deliver
the presentation and solicit input and feedback from
the Council. We will also make ourselves available for
questions from the public (with the permission of City
Council) to ensure buy-in to our work extends beyond
Council and to every member of the community.

TASK 3 – CURRENT AND FUTURE NEEDS ASSESSMENT
Bonfire proposes a four step process to address the
requirements of this task, including understanding the
met and unmet needs of various community stakeholders:

1. Qualitative Market Research:

Bonfire will leverage two approaches to gathering
qualitative data to understand internet usage across
different sectors and the broadband landscape of
Coachella.

First, Bonfire will create and distribute a needs survey for both residential and business/institutional customers.

This is one of the most effective methods for determining fiber demand. This interest and needs survey will be
sent across the City to a diverse group of end users (i.e., residents, businesses, libraries, public safety buildings, and educational institutions). The survey will include a list of questions that will consider age, gender, education, daily internet activities, devices used to connect to
internet, internet speeds/pricing, digital literacy levels, etc. We will work closely with the City for assistance
in getting this survey sent to end users. The City shall support Bonfire in this outreach process including
translating resources from English to Spanish as needed.

In our experience, the more support we receive from the City and community leaders, the higher engagement rate
we receive with these surveys. The information collected from these surveys can identify broadband demand in the specific area(s) we target. We also map survey results by census block to help identify areas of greatest need.

Second, Bonfire will utilize the American Community
Survey (ACS) census data and publicly available data
from the FCC National Broadband Map for demographic
and internet access insights more broadly including
statistics on internet usage and computer usage at
the census-block level. For provider and broadband
availability, the FCC National Broadband Map will serve as a primary data source, offering detailed coverage and technology types used by ISPs in the area. Bonfire uses this data with our proprietary analysis tool to ultimately rank areas of need. This allows our team to drill down
anywhere within the City, including area-by-area or to
the census block level, to visually depict the broadband landscape. Data includes total demand points, broadband adoption rates, demand points per linear mile, median
income, high-speed availability, etc.

PROJECT WORK PLAN

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BROADBAND MASTER PLAN RFP | 9
Pop. FCC
NBM
HH
& Bus.

Income Age
Speed
Tests
Fair
Share
Ability
to Pay
BB–
Adopt. Linear
Density
Aerial
vs. UG
Pop.

FCC
NBM
HH
& Bus.

Income
Age
Speed
Tests
Fair
Share
Ability
to Pay
BB–
Adopt.

Linear
Density
Aerial
vs. UG
Public Data Modeled Data
Census block level population
Census block level housing
and business counts
Location level FCC-issued competition
and service statistics
Census block level age statistics
Census block level income statistics
Census block level real
world speed test data
Census block level linear demand
units per road mile density
Census block level terminal market
share of BB-adopting units
Census block level ability
to pay for BB services
Census block level BB-adoption of units
Census block level distribution
of aerial vs. underground plant
Ranking

DATA ANALYTICS

PROCESS

2. External Needs Assessment
Beyond surveying, Bonfire will orchestrate a series of
targeted workshops with external stakeholders—spanning
government officials, educational institutions, businesses, and residential communities—to gather insights on
their current and future internet needs, preferences,
and expectations. These interactive sessions will be
planned and facilitated to delve into each group’s unique broadband requirements, with a focus on identifying both immediate and long-term objectives.

To ensure inclusivity and comprehensive representation, we will collaborate with the City to invite a diverse
range of participants. Our approach includes the use
of structured workshop questions and open discussion
formats, allowing us to capture an array of qualitative data on internet usage patterns, service expectations, and digital inclusion concerns. Insights garnered from these workshops will inform our needs assessment. Through
this collaborative and community-focused approach,
Bonfire aims to ensure that the broadband infrastructure development aligns closely with the articulated needs and aspirations of all stakeholder groups.

3. Coachella Internal Stakeholders Needs Assessment
Bonfire will engage various departments within the City in workshops to evaluate their current and future internet requirements. These internal stakeholder workshops
will include Information Technology, Engineering, Public Safety, and other stakeholders. These assessments will
allow Bonfire to clearly understand their current usage and use cases. Similarly to the external workshops,
these internal stakeholder workshops will also include
structured sessions to gather an understanding of the
City’s internal internet needs, both met and unmet,
and their objectives. This dual approach ensures a
comprehensive understanding of internal broadband
usage and future needs throughout the area.

4. Conclusion and Output
The last step involves synthesizing findings from the
assessments into a comprehensive workshop, followed by
the creation of a technical memorandum. This document
will encapsulate our findings from quantitative data
sources, the depth of our stakeholder engagement and
qualitative data and estimate current and future demand and take-rates across the City. This memorandum
aims to serve as a blueprint for the City’s broadband
infrastructure strategy.

TASK 4 – INVENTORY AND ASSESSMENT OF CITYOWNED BROADBAND ASSETS Bonfire will assess the City’s existing broadband
infrastructure assets, both owned and leased. We will
evaluate fiber assets and related facilities within the City’s service area. The specific components of the task include:

1. City’s Fiber Assets: Bonfire will identify and document the City’s existing fiber assets. This includes assessing the quality, capacity, coverage, and estimated
market value of the fiber network. This inventory will
be comprehensive, inclusive of capacity estimates
and documentation of existing assets, within and
outside of public right of way. Bonfire is prepared to
conduct physical asset inspections and evaluations as
required.

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Item 17.

BROADBAND MASTER PLAN RFP | 10

2. City Assets Supporting Fiber Deployment: Beyond
fiber-specific assets, Bonfire will explore other
infrastructure elements that could support the
deployment of a fiber optic network. These might
include existing conduits, utility poles, underground
pathways, fiber cabinets/vaults, and City-owned real
estate.

3. Capital Improvement Plan Inventory: Bonfire will
evaluate the City’s existing Capital Improvement
Plan as it relates to broadband deployment and
maintenance. By pairing this review with our
documentation of existing assets, we will create a full understanding of the City’s current and anticipated
asset profile.

To achieve these objectives, Bonfire will follow a
systematic approach:
• Review of GIS Data: Bonfire will examine the City’s GIS layers. This includes analyzing existing and planned
wireless facility data. By doing so, we will establish the scope of currently inventoried assets.
• As-Built Review: Bonfire will cross-reference the City’s as-built records with the GIS data. This step aims to
identify any City-owned assets that are not currently
reflected in the GIS maps.

The outcome of this task will be critical for subsequent phases. Bonfire will provide inventory data in a format suitable for integration into the City’s GIS system and will inform network design, engineering, construction, cost
estimates, and strategic decision-making.

By identifying gaps and shortcomings in the existing
infrastructure, Bonfire will pave the way for a carriergrade fiber optic network that meets the City’s needs.

TASK 5 – ASSESSMENT OF PRIVATELY AND NON-CITY

OWNED BROADBAND RESOURCES
Bonfire recognizes that partnership and the ability to
leverage non-City owned assets represents a tremendous
opportunity to accelerate deployment of world-class
broadband to the City’s residents and businesses.

1. Non-City Owned Fiber Assets: Bonfire will investigate and document the existence of private broadband
infrastructure throughout the City. While public
data may exist, the focus will be on understanding
the availability and potential utilization of private
resources, specifically dark and lit fiber and associated conduit. In conjunction with the assessment of Cityowned assets, Bonfire is prepared to conduct physical asset inspections and evaluations for these assets as
required by the City and as made possible by asset
owners.

2. Non-City Owned Assets Supporting Fiber
Deployment: Bonfire agrees with the comprehensive
list of supporting asset types provided by the City and will extend our assessment to include all supporting
asset types available throughout the City.

3. Presentation of Findings: Bonfire will document and
present these findings in a technical memorandum
and a presentation to project leadership. These
findings will support the comprehensive Gap Analysis
exercise to take place as part of Task 7.

To achieve these objectives, Bonfire will follow a
systematic approach of reviewing GIS data. Bonfire
will examine publicly available GIS layers. This includes analyzing existing and planned wireless facility data.

By doing so, we will establish the scope of currently
inventoried assets outside of the City’s ownership to
understand where partnerships with third parties could
make sense in developing and deploying a network.

TASK 6 – ASSESSMENT OF CITY POLICIES AND

BUSINESS PRACTICES
We will conduct a thorough examination and analysis
of your policies and practices to understand how they
may explicitly and implicitly be impacting broadband
development.
• Mission Statements: We will collect and summarize
mission statements of the City and individual
departments or entities that directly or indirectly
impact broadband development.
• General Plan, Master Plans, and Land Use Policies:

Our team will review each item to identify how they
influence broadband infrastructure development
and deployment. Bonfire has extensive connections
with cities leading the evolution of broadband across
America and can leverage these relationships to
provide comparisons and advise on best practices.
• Broadband-Specific Plans, Policies, and Ordinances:

Through our deep experience in municipal broadband,
Bonfire is familiar with each type of broadbandspecific plan, policy and ordinance discussed above.

We will review and gather tangible insights on how
existing plans and legislation are supporting or
hindering broadband deployment in Coachella.
• Fiduciary Requirements, Constraints, and Procedures:

We will assess the fiduciary requirements, constraints, and procedures that may be limiting the City’s
opportunities to develop and deploy broadband
infrastructure. We primarily see these requirements
related to owning and operating a municipal
broadband network, or private use of municipal assets
through master leases. We frequently encounter
stringent fiduciary requirements when considering
municipal network feasibility, so we will use our
experience to provide a clear understanding of which
requirements may present challenges to the City’s
long-term goals.
• Regulatory Policy: Our analysis will also cover the
City’s regulatory policies to identify where policies
are helping or harming the City’s goal of improving
broadband in Coachella.

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Item 17.

BROADBAND MASTER PLAN RFP | 11
• Government Operations: We will review City
Government operations with a focus on ease of
access to City services, products, and initiatives such as public housing.

Our goal is to provide you with a comprehensive report
that highlights how these policies and practices impact broadband infrastructure development, deployment, and
use in the City of Coachella. This report will help you make informed decisions regarding the future of broadband
infrastructure within the City.

TASK 7 – GAP ANALYSIS
Bonfire will leverage findings from all the above tasks including survey and workshop data showing met
and unmet needs; the existing asset inventory; Capital
Improvement Plan; and policy review to perform a gap
analysis. Our goal is to understand the current state
of broadband infrastructure accessible to the City.

This assessment will follow a Strengths, Weaknesses,
Opportunities, and Threats (SWOT) format to identify
opportunities for improvement or expansion.

In our Gap Analysis, Bonfire will undertake a detailed
evaluation, juxtaposing the comprehensive broadband
needs identified through our research and documentation of Coachella’s current broadband landscape against the
existing public and private infrastructure within the City.

Bonfire will evaluate the findings in Tasks 4 and Task 5 to create a comprehensive Gap Analysis, taking note of
where gaps in City-owned infrastructure may be filled by private assets, and where both categories still present gaps to be remediated via future deployments. From a
policy standpoint, we will call out the existing policies that are creating challenges and where there are opportunities to revise existing policies, or develop new ones, to clear the way for a comprehensive broadband solution.

This analysis will prioritize unmet needs with input from the City, translating them into a clear framework for
infrastructure enhancements or additions. We will outline how the City and private providers are meeting residents’ and businesses’ needs today and where they are falling
short.

TASK 8 – MID-POINT PRESENTATION TO CITY COUNCIL
After introducing Bonfire and our scope to the City
Council at project commencement, we will provide a live update on our progress at the midpoint of the project.

This presentation will include major milestones reached, findings, and any issues or concerns encountered by
the team to date. Likewise, we will provide an overview of remaining tasks and our next steps to complete the
second half of the engagement.

Finally, we will solicit feedback from the Council on
our findings and remaining scope. We will collaborate
with your team to ensure precision in our messaging to
City Council and the public to provide the right level of information to provide confidence in our partnership.

TASK 9 – FEASIBILITY ANALYSIS
Our team will dive into the details to bring a network
design from conceptual to actionable, concrete solutions.

Our proposed approach is as follows:

1. Define and Quantify Solutions: Based on the highlevel architecture from Task 4, we will identify and quantify specific products and solutions best suited
for the network.

2. Design Guidelines: Bonfire’s engineering team will
create design guidelines based on a future-proofed
network architecture, current address point data,
and existing assets to build out a robust network
design. Our engineers have wide range of experience
reviewing and optimizing underground fiber to the
premises (FTTP) designs, ensuring the final design
given to the City accurately reflects the routing and
bill of materials (BOM) for the network.

3. Real-World Pricing: Bonfire’s estimating and proposals group will collaborate with local subcontractors to
gather real world data on labor prices in-market,
providing accurate and up-to-date pricing for the
build. We also work with multiple material and
equipment vendors to secure competitive pricing.

This market-specific pricing gives us the best insight
into what a potential build will cost and equips the
City to make strategic decisions on how best to move
forward in your broadband journey.

4. Project Timeline and Permitting: As part of the
construction estimation phase, we will design
a phased project timeline based on the scale,
complexity and architecture agreed upon with the
City. We will also conduct permitting discovery to
document all permitting requirements, timeline to
obtain permits, and associated costs. A final BOM
will be shared, which will provide key data points
including material and labor requirements by task,
total fiber mileage, underground fiber placed, and the
number of addresses connected.

5. Operating Model Analysis: Bonfire will present
a variety of operating models (public private
partnership, utility owned and operated, outsourced
network operations, open access, etc.) and educate
the City on various pros and cons based on industry
best practices and our team’s robust experience.

6. Financial Modeling: With local construction cost
estimates and selected operating models in hand,
we will create detailed financial models for each
operating model the City would like to consider to
understand both the immediate and long-term cash
flow profile. Bonfire’s team has extensive experience
crafting fiber-based business models that offer a wide
range of feasible options for the City to improve the
state of broadband throughout your service area. We
benchmark every assumption against our proprietary
database of fiber businesses model operational
datapoints from real operators and use our hyperlocalized construction cost estimates to provide a

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Item 17.

BROADBAND MASTER PLAN RFP | 12
realistic view of not only total revenues and costs,
but also the timing associated. This gives the City an
accurate view of revenues, costs, and cash need by
month.

Our analysis will present several business models that
vary across the spectrum of control and operational/
financial involvement and risk. We ground all our
analysis against this paradigm (see chart below).

This gives us a common framework and language
to develop and analyze business models that vary
in ownership of the network, management and
operations involvement, types of assets required
(from our design), amount of capital investment
required (from our detailed costing), what product
offerings and services should be offered, and which
partners are required to implement each business
model.

7. Business Model Selection: Upon review of each
business model and the associated financial profile,
we will support you through the selection process
to choose the operating model that best suits your
needs and objectives. Our approach ensures a
thorough evaluation and selection process, resulting
in a tailored solution for the City’s broadband needs.

TASK 10 – DRAFT AND FINALIZE BROADBAND MASTER

PLAN AND EXECUTIVE SUMMARY
Once Tasks 1 to 9 are completed, we will compile a
technical memoranda into a comprehensive Broadband
Master Plan. This plan will include:
• An executive summary highlighting key findings and
our recommendations.
• Final recommendations for network design and
implementation of an operating model.
• An implementation roadmap outlining necessary
steps and execution timeline for moving from design
to construction, to steady-state operations of the
network.

Our goal is to provide you with an extensive and complete Broadband Master Plan that meets your needs and
clearly illuminates the path to achieving next generation connectivity for Coachella. Throughout this project,
we will work alongside your team to obtain necessary
approvals from the Board of Directors and other relevant stakeholders to implement the plan as proposed, or
adjust where deemed necessary by the Board and other
stakeholders.

TASK 11 – BROADBAND MASTER PLAN REVIEW,

REFINEMENT, AND ADOPTION
We will deliver a draft report of the Broadband Master
Plan to City staff for review and refinement. Based on
your feedback, we will update the Broadband Master
Plan and conduct a virtual workshop with appropriate
stakeholders to further refine the plan. Bonfire will prepare a finalized Broadband Master Plan that incorporates
all relevant feedback and meets all requirements. The
report will contain all deliverables, geospatial data, and additional exhibits as deemed necessary throughout our
engagement.

Bonfire will support City staff in their efforts to conduct presentations with interested citizens, businesses, and organizations. Additionally, Bonfire will be available to attend appropriate City Council meetings in the adoption of the Broadband Master Plan.

TASK 12 – PROJECT MANAGEMENT
As indicated in the Project Organizational Chart and
outlined in Task 1, a dedicated project manager will
be assigned to execute and assist with scheduling,
coordinating meetings, tracking progress and
milestones – in addition to always keeping an open line of communication with the City. This project manager,
Tyler Threw, will act as the City’s MPOC for all project status updates and will be available to provide updates and answer any questions your team may have. The six
steps of our Proven Process will be utilized throughout the project.

Our project manager’s mission goes beyond ensuring
the project is completed on time and on budget; we will strive to deliver real value and clear direction to the City’s broadband initiatives to exceed expectations.

Control of Decisions
Operational / Financial Involvement and Risk
Optimal Range of
Control and Operational/
Financial Involvement

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Item 17.

BROADBAND MASTER PLAN RFP | 13
Bonfire will provide field resources for portions of this project, as deemed necessary. Field review work to entail visual proof of asset locations (HHs, peds, cabinets) to verify they match records, but our proposed scope of work does not cover any rod/rope or conduit verification/testing. The cost to provide that kind of service on the entire existing plant within Coachella is not something that will fall within the allotted budget. We advise the City to have the next phase of engineering (low-level design) cover that scope and have it completed with the OSP field engineering work.

EXCEPTIONS

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Item 17.

BROADBAND MASTER PLAN RFP | 14

PROJECT SCHEDULE
Month 1 Month 2 Month 3 Month 4 Month 5 Month 6 Month 7 Month 8

1. Project Kick-Off Meeting
Creation of PMP X
Kickoff Meeting Travel X
Kickoff Meeting/Initial Discussions X
Refinement of PMP X

2. Introductory Presentation to City Council
City Council Meeting Prep X
City Council Presentation X

3. Current and Future Needs Assessment
Desktop Big Data Analysis X X
Community Outreach X X
Technical Memordandum Summary X

4. Inventory and Assessment of City-Owned Broadband Assets Discover Meetings w/ Stakeholders X X X
Existing Asset Review X X
Creation of GIS Layers X
Technical Memorandum Summary X

5. Assessment of Privately and Non-City Owned Broadband Resources Discover Meetings w/ Private Providers X X X
Existing Asset Review X X
Creation of GIS Layers X
Technical Memorandum Summary X

6. Assessment of City Policies and Business Practices
City Policies/Best Practices Review X X
Comprehensive Summary Creation X

7. Gap Analysis
HLD Engineering X X X
Bill of Quantities Creation X X
Project Phasing Approach X X
Project Budget and Price Estimations X
Network Design Summary X

8. Mid-Point Presentation to City Council
City Council Meeting Prep X
City Council Presentation X

9. Feasibility Analysis
Business Model Possibilities X X X
Financial Operating Models X X X
Final Specifications/Cost Estimate Report X

10. Draft and Final Broadband Master Plan and Executive Summary Broadband Master Plan Creation X X X X

11. Broadband Master Plan Review, Refinement and Adoption Broadband Master Plan Refinement X
(2) City Staff Meetings X X
(3) Public Presentations X X
City Council Meetings Travel X X
Finalize Adoption of Broadband Master Plan X X

12. Project Management
Weekly Meetings, Updates, Recaps, PM Tasks X X X X X X X X

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Item 17.

BROADBAND MASTER PLAN RFP | 15

FEE INFORMATION

1. Project Kick-Off Meeting
Creation of PM Plan $3,668.43
Kickoff Meeting/Initial Discussion $9,221.97
Refinement of PMP $3,668.43
Task #1 Cost: $16,558.84

2. Introductory Presentation to City Council
City Council Meeting Prep $5,836.83
City Council Presentation $1,181.37
Task #2 Cost: $7,018.20

3. Current and Future Needs Assessment
Desktop Big Data Analysis $4,155.70
Community Outreach $4,401.89
Technical Memorandum Summary $5,423.45
Task #3 Cost: $13,981.04

4. Inventory and Assessment of City-Owned Broadband Assets Discover Meetings w/ Stakeholders $2,595.87
Existing Asset Review $5,191.75
Creation of GIS Layers $2,707.14
Technical Memorandum Summary $5,279.74
Task #4 Cost: $15,774.50

5. Assessment of Privately and Non-City Owned Broadband Resources Discover Meetings w/ Private Providers $4,262.62
Existing Asset Review $5,191.75
Creation of GIS Layers $2,707.14
Technical Memorandum Summary $5,279.74
Task #5 Cost: $17,441.24

6. Assessment of City Policies and Business Practices
City Policies/Best Practices Review $6,003.82
Comprehensive Summary Creation $3,315.33
Task #6 Cost: $9,319.15

7. Gap Analysis
HLD Engineering $34,499.49
Bill of Quantities Creation $5,103.18
Project Phasing Approach $5,772.12
Project Budget and Price Estimations $4,755.39
Network Design Summary $4,824.64
Task #7 Cost: $54,954.81

8. Mid-Point Presentation to City Council
City Council Meeting Prep $3,689.34
City Council Presentation $1,181.37
Task #8 Cost: $4,870.72

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Item 17.

BROADBAND MASTER PLAN RFP | 16

9. Feasibility Analysis
Business Model Possiblities $5,920.09
Financial Operating Models $5,920.09
Final Specifications/Cost Estimate Report $7,657.43
Task #9 Cost: $19,497.60

10. Draft and Final Broadband Master Plan and Executive Summary Broadband Master Plan Creation $15,857.18
Task #10 Cost: $15,857.18

11. Broadband Master Plan Review, Refinement and Adoption Broadband Master Plan Refinement $20,593.24
City Staff Meetings (2) $1,448.68
Public Presentations (3) $2,897.35
City Council Meetings Travel (2) $11,863.80
Finalize Adoption of Broadband Master Plan $1,810.84
Task #11 Cost: $38,613.91

12. Project Management
Meetings & Recaps $12,191.83
Task #12 Cost: $12,191.83
Project Costs
The total cost to the City of Coachella is $226,079.02 and includes all work to be completed by Bonfire as stated in our proposal. Bonfire will bill the City in six (6) equal payments of $37,679.84. Bonfire will bill on the last day of the month of that previous month’s services. As shown in the Project Schedule, Bonfire anticipates all work to be completed and the Broadband Master Plan to be submitted to the City in six (6) months. In anticipating the work required for Task #11, Bonfire understands that there is a chance the City Staff Meetings, Public Presentations, and City Council Presentation will reuqire additional time and could go on for 1-2 months. Bonfire is prepared to work with the City throughout that process and if the Project Schedule requires an eight (8) month timeframe, Bonfire will not invoice the final $37,679.84 until Task #11 is complete. Travel costs for team members have been budgeted and those costs are covered under Project Kick-Off Meetings, Existing Asset Review, Mid-Point City Council Presentation, and the Final Presentation of Master Plan to City Council.

Total Project Cost $226,079.02

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Item 17.

BROADBAND MASTER PLAN RFP | 17

SOUTHERN UTE TRIBE
Contact Person: Jeff Engman, CIO
[email protected] | 970-501-0518
Project Dates: 10/2020 – Present (Planning/Grants
Complete, Phase 1 Complete, and Phase 2 Ongoing)
Broadband Planning, Engineering, Material Procurement,
Construction and Network Operations
Bonfire began engaging with the Southern Ute Tribe
in October 2020. Initial high-level engineering work
was completed soon after and Bonfire moved forward
to working with the Tribe in submitting their National
Telecommunications and Information Administration
(NTIA) application in September 2021. Bonfire was
selected to complete the low-level engineering and
construction for the middle mile portion of this project (funded through $10M in state funding). The middle mile project includes 52-miles of backbone fiber across the
Reservation. Four key routes are leaving the Colorado
location in Ignacio, CO placing seven-way microduct with a 144MF along those backbone routes.

The Tribe was then awarded $42M from the NTIA to
connect 1,800 Tribal homes with FTTH. The project
includes placing another 275-miles of underground
lateral, distribution, and drop fiber to connect all Tribalowned homes and businesses. In addition to the funding to connect all Tribal locations on the Reservation, the project will also pass another 1,500 non-Tribal homes
that can connect to the network. The Tribe selected
Bonfire through a RFP process to provide engineering,
procurement, and construction for the rest of the NTIAfunded build, as well as selecting Bonfire Fiber as the open access network operator for the FTTH network.

In 2023, the Tribe was awarded another $8.5M in Capital Projects Funding (CPF) from the state and will use that funding to connect another 550 homes to the network.

We are currently in the process of placing drops to our initial Tribal homes and will be connecting customers to the network in 2024.

VINELAND, NEW JERSEY
Contact Person: Tony Quigley, Director of IT
[email protected] | 856-794-4000 ext. 4345
Project Dates: 8/2021 – 5/2022, 10/2023-Present
Broadband Planning and Consulting
Bonfire was awarded a contract through a RFP process to conduct a broadband assessment and feasibility study for the City of Vineland, New Jersey in 2022. Project scope included discovery and research, creating a community
engagement survey, evaluation of existing broadband
services, grant/funding research, conduct gap analysis, planning and high-level network design, business/
financial models, and recommended next steps. Data
was collected, analyzed, and put into the final Feasibility Report to be shared with city officials.

Bonfire entered a new consulting agreement with the city in 2023 to assist them in creating their new broadband
utility department. In 2024, the city passed an ordinance to create their broadband utility department and will
continue to work with Bonfire as their broadband advisor as they begin the process of deploying a municipalowned fiber network.

FARMERS TELEPHONE COMPANY
Contact Person: Bill Blackford, General Manager
[email protected] | 970-562-4211
Project Dates: 4/2023 – 11/2023
Broadband Planning and Grant Consulting
Bonfire worked with Farmers to create a strategic
broadband plan and assist with them submitting their
CPF grant application. Farmers is a small, local ISP
located in southwest Colorado that has been serving their community for over 100 years.

Through this $100,000 engagement, our engineering
team reviewed all existing plant to see what could be
leveraged or what needed to be replaced. We also
analyzed the easiest, most cost-effective opportunities for Farmers to connect more customers to fiber, which
lead into our overall approach to the CPF grant. Our work with Farmers continued to complete a master plan and
present the findings to their leadership. Bonfire supported Farmers through their Enhanced ACAM analysis and
application, resulting in an award of over $24 million of E-ACAM support over the next 15 years. We have recently begun working with Farmers again on their Broadband
Equity, Access, and Deployment (BEAD) preparation so
they can have their plan ready once that funding window opens in 2024.

RIO BLANCO COUNTY, COLORADO
Contact Person: Eric Jaquez, Operations Director
[email protected] | 970-878-9583
Project Dates: 7/2023 – 9/2023
Broadband Planning and Grant Consulting
Bonfire finalized a contract with Rio Blanco County in
2023 to put together a high-level BOM project budget
for their two CPF grant submissions. While Bonfire did
not write the CPF grant for the County, we brought in
grant partners to assist with writing and submitting the application. Bonfire put together an approach for the
County to expand its existing FTTP footprint outside of the main city limit builds and expand across more of the unserved/underserved County.

Bonfire is re-engaging with the County to provide followup BEAD preparation and grant consulting services leading up to the BEAD application window opening in
2024.

REFERENCES

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Item 17.

BROADBAND MASTER PLAN RFP | 18

LEARN, DESIGN, APPLY (LDA)
Contact Person: Megan Beresford, Director of Broadband
Programs
[email protected] | 415-517-4090
Project Dates: 8/2021 – Present
Broadband Planning and Grant Consulting
We work closely with our partners at LDA and several
customers to help identify potential grant opportunities for that service provider, municipality, or Tribe to fund necessary fiber builds. Organizations we have worked
with include:
• Visionary Broadband – Wyoming, Colorado and
Montana
• Viaero Wireless –Nebraska and Colorado
• Southern Ute Tribe, Colorado
• Mountain Home, Idaho
• Three Forks, Montana
• Vineland, New Jersey
• Lummi Nation, Washington
• Swinomish Tribe, Washington
• Samish Indian Nation, Washington
• Grizzly Broadband, Montana
Grant application amounts have been between $200,000
to $45M. This work includes researching the various
grant opportunities, the writing of the grant itself, and submitting it to the appropriate authorities for final review.

Work like this has a significant impact in tough to serve areas where community leaders need state and/or federal money to help build these networks.

Bonfire will be available for an interview with the City as part of the final selection process and the lead members of our consulting team will be in attendance.

INTERVIEW AVAILABILITY
A. Bonfire agrees to all provide all services and adhere to requirements described in the RFP (except for what is listed under “Exceptions”). The City provided no addendums or updates outside of the original RFP document.

B. Bonfire has no prior or pending litigation.

C. Bonfire has not had any bankruptcy or insolvency proceedings in the last ten (10) years.

D. As stated in the Cover Sheet, Bonfire’s proposal will remain valid for one hundred twenty (120) days following the closing date for receipt of proposals.

E. Bonfire and anyone performing work for us on this project is free of any conflict of interest.

F. There has been no collusion in the preparation or submission of this proposal.

REQUIRED STATEMENTS

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Item 17.

Thank You
bonfireig.com

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Item 17.

MARCH 11, 2024
Broadband Master Plan

PROPOSAL FOR
City of Coachella
Tim Jonasson, PE
44651 Village Court | Suite 123
Palm Desert, CA 92260
Office 855.900.4742 + Direct 760.250.6722
[email protected]

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Item 17.

Celina Jimenez I Director of Economic Development March 11, 2024 City of Coachella
53990 Enterprise Way
Coachella, CA 92236
Re: Broadband Master Plan
Dear Celina and Other Members of the Selection Committee, The City of Coachella is a fast growing, culturally-diverse and young/family-oriented community noted as an entertainment hub in the Coachella Valley and service-oriented and responsive partner to businesses. The ability to connect with friends, family, and coworkers while conducting business from the road is imperative. For many cities, broadband has become an important ingredient for economic development and a significant component for key aspects related to quality of life, expansion of affordability and accessibility, education, business attraction, and telemedicine. As a growing community with expanding business and quality of life opportunities, having high quality broadband is imperative to maintaining a competitive edge and providing public services to residents and businesses.

Improving broadband takes leadership, good information, regional insight, and a proven process.

Beginning with clear goals is vital to the success of the project. Because of the many factors that impact broadband, this can be a confusing process that can make it challenging to figure out the optimal path to achieving the City’s vision and goals. Having a local firm with our national broadband experience can cut through this confusion, clarifying the community’s viable options, and quickly eliminating irrelevant ones. HR Green’s (HR Green) team members have facilitated broadband visioning and goal setting sessions in communities across the Coachella Valley and the country. Our team prides itself on providing broadband master plans that are practical so they can be the basis for preliminary and final designs of your broadband project.

Our team has been providing similar broadband master planning services to the Coachella Valley Association of Governments, the cities of Palm Springs and Palm Desert, and 50+ clients nationwide, including in the western states of California, Oregon, Arizona, Utah, and Colorado. We have helped agencies successfully deliver broadband initiatives from planning, design, through construction, and even operation.

Our Project Manager, Irena Stevens, responsible for delivering these local broadband master plan assignments, is well-versed in grant funding procurement and administration. She will oversee inventory of your existing broadband facilities and lead Coachella’s team through master plan development. Our local Municipal Advisory Services Manager, Tim Jonasson, PE, a long-time Coachella Valley resident and Public Works Director with extensive community engagement and smart city experience, will coordinate the City’s efforts with the regional partners to best utilize shared resources and access areas. HR Green’s Principal-in-Charge, George Wentz, PE, also a Coachella Valley resident, is authorized to negotiate agreement terms and brings 30+ years of consulting experience to public agencies through the Coachella Valley. Our task leaders are well-regarded subject matter thought leaders on broadband connectivity who regularly speak nationally on next generation and smart-grid fiber backbone systems based on their hands-on, practical experience implementing successful projects. HR Green also will assign two bilingual engineers with applicable experience in the Coachella Valley to support community engagement efforts. Our in-house team will be augmented by ADVANTEC Consulting Engineers, a consulting partner who brings unparalleled knowledge of the CVAG’s CV Sync project. They are supporting us on CVAG’s broadband master planning assignment and already have extensive fiber data throughout the City of Coachella which will streamline your master planning efforts and provide cost savings.
 HRGREEN.COM
 44651 Village Court | Suite 123
Palm Desert, CA 92260
Main 760.250.6722 + Fax 713.965.0044
HR Green® | Building Communities. Improving Lives. Page 134 Item 17.
 Celina Jimenez

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March 11, 2024

RESPONDING FIRM I CONTACT PERSON
HR Green Pacific, Inc.
44651 Village Court | Suite 123
Palm Desert, CA 92260
Tim Jonasson, PE
T: 760.250.6722
E: [email protected]
F: 713.954.0044

TAX IDENTIFICATION NUMBERS
Federal: 82-1518456
State: 9591386
George Wentz, PE is empowered by HR Green to sign our proposal and commit our firm to the obligations contained in the RFP response. Moreover, we will adhere to the provisions described in this RFP, as well as a commitment to enter a binding contract. HR Green has previously provided on-call services to the City and is confident we can enter into an agreement in order to hit the ground running in a time-efficient manner.

Our RFP response will remain valid for one hundred twenty (120) days following the closing date for the receipt of proposals.

Sincerely,
HR GREEN PACIFIC, INC.

Irena Stevens George A. Wentz, PE Timothy R. Jonasson, PE Project Manager Principal-in-Charge Municipal Advisory Services

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Item 17.

Cover Letter ........................................................................................................... precedes this page Approach to Services ............................................................................................................................. 1 Consultant Qualifications ....................................................................................................................... 5 Key Personnel ........................................................................................................................................ 8 Subcontractor ...................................................................................................................................... 16 Project Organizational Chart ................................................................................................................ 18 Project Work Plan ................................................................................................................................ 20 Project Schedule ................................................................................................................................. 36 Fee Information .................................................................................................................................. 37 References ......................................................................................................................................... 40 Interview Availability .......................................................................................................................... 49 Required Statements / Acknowledgment of Addendum 50
Sample Agreement Comments ............................................................................................................ 52

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Item 17.

Approach to Services

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Broadband Master Plan
Z City of Coachella
Approach to Services
Local Presence and Knowledge
HR Green’s case studies and experience matrix demonstrate our deep experience in successful projects containing all of the Scope of Work in your RFP. Our team’s broadband master plan work in the Coachella Valley (CVAG, Palm Springs and Palm Desert) brings an unparalleled level of understanding and specific knowledge regarding broadband in and around the City. With the addition to our team of sub-consultant Advantec, with their strengths and knowledge of existing infrastructure, our team is unrivaled in the depth that we have of the City.

Our Distinguishing Process
What is equally important and often overlooked is the central role of the process that tasks in a broadband study fit into. Every city has different broadband goals, budgets, and current broadband related circumstances. There are a lot of factors that impact current and future broadband in a community. An effective broadband study process needs to be able to define and clarify the real details within those factors and have an iterative path that leads the community through a series of decisions (based on the data found) that moves towards clearly defined steps to develop the factors to meet the community’s broadband goals. Our process is proven to do that.

This distinguishes HR Green. Not all consultants have a clear process and many who do have a linear path to a templated outcome. For many years, consultants have begun projects with a planned outcome in mind. They would get some information, go back to their office and build the case for the idea they had. Then, they would come back to the client with one recommendation that met what they were thinking at the beginning.

One of the reasons we entered the broadband market years ago was because we saw how that led to inferior outcomes, which was unfair to communities. We even had to build our own tools to create a different process.

We were glad to see that our tools and process are geared for exactly what we understand Coachella is looking for as is described in your RFP. At the highest level, our process can be summarized in the following graphic.

This path encompasses all of the services in the Scope of Services listed in your RFP.

VISION
To help communities develop a Vision of the broadband challenges they face and options they have to improve broadband, they need a good understanding of both the demand and supply sides of the broadband in their area. To determine the demand side, we utilize tools like GIS, a survey and stakeholder meetings which usually includes public agencies, first responders, schools, libraries, agencies who serve populations who might to define what needs there are in the community.

Studies often focus on access (having available infrastructure), which is important. We also feel it is important to address adoption (being able to take advantage of the infrastructure when it is available). Having a clear picture of adoption challenges is an important part of understanding the demand side of broadband (and will likely provide grant opportunities as the BEAD grant program rolls out).

For the supply side, we develop a GIS repository for public and private broadband related infrastructure. To bring this information together, we meet with public entities to gain knowledge of their broadband related assets and also develop relationships with the providers in the community to discuss their current assets and plans to expand.

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Broadband Master Plan
Z City of Coachella
Pulling this information together paints a clearer picture of the broadband concerns (or gaps) in the community. We bring this data together in GIS, so have a tool within which we can perform analysis and to help paint a picture of needs and assets. This data will all be used in the Plan phase of the project.

The below chart provides a graphical understanding of the Vision process. It culminates in a Gap Analysis and Visioning discussions.

With a gap analysis developed from good data, we work with the community to collaboratively formulate a Vision of what the needs are and a beginning point of thinking about options to improve broadband. This phase of our process aligns perfectly with Tasks 1 – 8 in your RFP.

PLAN
With that vision, we can begin to Plan. This process typically follows the below path of options.

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Broadband Master Plan
Z City of Coachella
We develop an action plan for all of the steps of the third tier and beyond. An action plan for either Partners and Governance (working with private providers) or Feasibility (the community possibly building infrastructure) should lead to building infrastructure from one of the two paths (or, possibly both). It can and should also lead to workforce development options to fill the needs of the path that is chosen.

This phase of the project represents Tasks 9 – 11 in your RFP.

DESIGN
If the community chooses to build their own infrastructure from the action items, then the Design phase from the broadband project life cycle path begins. This includes detail design/engineering, material and contractor selection, etc. in the services list. HR Green’s strongly utilizes our thorough and effective project management system throughout the Vision and Plan phases and is also essential in construction phases of broadband projects.

From reviewing permitting processes and broadband related policies in the Plan phase, HR Green is well equipped to support permitting tasks to augment the needed capacity if needed. We have a staff augmentation group to specifically increase capacity to review permits.

BUILD
Lastly, as part of our Build phase, we also have staff experienced in compliance monitoring and reporting.

The power of this process is that each task in each phase of the process gathers the needed information to make the best decisions for the step you are in. Those decisions determine what next step you take.

We call those decision points in the process, outlined on the following page, “off ramps” because you can take a path or you can even stop the process if the numbers or chosen path are not working.

The keys to success in a process that is iterative as you proceed are:
▪ The right tasks to gather the information that is needed to make the best decisions. ▪ The right tools that provide the data and the flexibility to explore the options that you feel that you need to evaluate. ▪ The right process that guides the steps and tasks correctly towards the best outcomes. ▪ Management of the process to keep it moving forward and organized (Task 12 in your RFP).

How we have thought through, developed and manage these factors are what have led to the success that we have helped our clients achieve.

We are glad to see that the Scope of Work in your RFP very closely aligns with HR Green’s established process and expertise in the best practices of the life cycle of broadband projects. Below is a list of the tasks and deliverables that we recommend for each step of this work. We are glad to perform one of these services, any mix of them or the entire life cycle.

Our company Mission Statement is: Building Communities. Improving Lives. We believe broadband is an important component of that and we are excited to work with you to bring our expertise to the City of Coachella.

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Broadband Master Plan
Z City of Coachella

BROADBAND
Planning and Feasibility
In the Vision phase we determine the demand
and supply sides of broadband to you community.

Utilizing tools like GIS, a survey (when appropriate),
stakeholder meetings including public agencies,
first responders, schools, etc.

HR Green’s Project Management process includes
a deliverable for every task, regular update
meetings and work sessions with community
leadership. All of these built-in milestones are
designed so decision points are clear and thought
through to keep intentionally moving towards the
best outcomes for your community.

In the Plan phase a plan for either Partners
and Governance (working with private providers)
or Feasibility (the community possibly building
infrastructure) should lead to building infrastructure
from one of the two paths (or, possibly both).

In the Design Phase if the community chooses
to build their own infrastructure, then the Design
phase from the broadband project life cycle path
begins. This includes detail design/engineering,
material and contractor selection, etc.

In the Build Phase we have staff experienced in
compliance monitoring and reporting.

Gather Necessary Data
Analyze the Data
City Owned Assets
Provider Reported Data
Gap Analysis
(With a gap analysis,
we work with the
community to formulate
a Vision of what the
needs are.)
Stakeholder Interviews
Provider Meetings/Data
HLD of Tech Options
P3
RFEI - Selection/
Manage Process

OFF RAMP
(you can stop the process if the numbers
or chosen path are not working)
City Owned Ring
City Owned Network
Feasibility of
Options

OFF RAMP
(public-private
(Community built infrastructure path) partnership path) Detail Design of Ring and/or Network
Funding
Contractor
Materials
Marketing

OFF RAMP
(you can stop the
process if the numbers
or chosen path are not
working)
Construction
Oversight

VISION PLAN DESIGN BUILD

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Consultant Qualifications

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Broadband Master Plan
Z City of Coachella
Consultant Qualifications
HR Green was founded in Cedar Rapids, Iowa
in 1913 and has grown to 18 offices throughout
the country, including two in California (Palm
Desert and Corona).
1913
Z HR Green serves CVAG and seven of nine Coachella Valley cities out of our local Palm Desert office.

This includes broadband master planning for CVAG and the cities of Palm Desert and Palm Springs.

HR Green employs more than 700
people nationwide.

We have more than 60 staff
members specializing in
telecommunications and engineering.
700+
60+
Principal-in-Charge
George A. Wentz, PE
E: [email protected]
Project Manager
Irena Stevens
E: [email protected]
Local Office
HR Green Pacific, Inc.
44651 Village Court | Suite 123
Palm Desert, CA 92260
HR GREEN’S FIBER AND BROADBAND CAPABILITIES
HR Green’s Broadband services cover more than broadband studies. We offer a full array of capabilities that cover strategic community efforts from inception to construction, and every stage between, including:

Strategic Policy Development &
Implementation Core Equipment & Architecture Design Telecommunications Network Design Regional Collaboration Master Planning & Engineering Project & Program Management Operational Modeling Business Model Assessment Construction Management Telecommunications Co-Location
Consulting Grant Writing & Administration Smart Grid Analysis Regulatory Compliance Business Case Needs Assessment Smart Grid Design & Implementation Community Engagement Market Assessment Street Lighting Analysis & Design ITS Design & Implementation GIS Mapping Fiber Capability Evaluation For more than a century, HR Green has been dedicated to providing the services our clients need to achieve success. We collaborate across geographies and markets to provide engineering, technical and management solutions. With more than 650 employees and offices in eight states, HR Green provides engineering consulting services in Broadband, Water, Transportation, Governmental Services Environmental Consulting, and Construction Management. One of America’s longest operating design firms, HR Green is consistently ranked among ENR’s Top 500 Design Firms in the United States, standing at #168 in 2023.

CELEBRATING
YEARS+

A NATIONAL BROADBAND PLATFORM
Thought leadership + Unparalleled Knowledge of
the Coachella Valley
XBroadband master planning leader in the
Coachella Valley
X75+ clients for master planning, design,
construction management, and operations
XBroadband, fiber, wireless telecommunications
facilities
XExtensive delivery of services in the western
United States, including in desert environments

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Broadband Master Plan
Z City of Coachella
Sample Firm Experience
The HR Green team brings extensive broadband and fiber consulting experience throughout the United States. Below please find a representative sampling of similar projects. Detailed case studies with applicable references are included later in the proposal.

ASSESSMENTS PLANNING & PROGRAM

MANAGEMENT

NETWORK

DESIGN &

IMPLEMENTATION

REPRESENTATIVE AGENCY

CLIENTS
(BROADBAND)
Broadband / Fiber OpticTechnology NeedsRegulatoryWirelessMarket / FinancialProject / ProgramInfrastructure InventoryBusiness ModelingCommunity EngagementStaff AugmentationMaster PlanningPublic Policy DevelopmentWireless AssessmentGrant Writing / Funding SourcingUtility CoordinationGIS MappingPermit CoordinationWireless ImplementationNetwork DesignConstruction Management City of Palm Desert, CA               
Coachella Valley Association of Governments, CA            City of Palm Springs, CA              
City of Pico Rivera, CA              l l l City of McKinney, TX              
Top-Tier Telecommunications Company, TX    
Greater Des Moines Partnership, IA             El Paso County, CO                
Tillamook Lightwave, OR             
City of Fort Dodge, IA           
Delta Montrose Electric Association, CO                    Mountain Parks Electric, Inc., CO               City of Portland, OR           
Holy Cross Energy, CO                
Snowmass Village, CO                 
Town of Bayfield, CO            
City of Sugar Land, TX            
ImOn Communications, IA          
City of West Des Moines, IA                Village of Elk Grove, IL        

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Broadband Master Plan
Z City of Coachella
We Know the
Coachella Valley
XOur office and local
personnel within a few
short miles of Coachella
XAvailable bilingual team
members (English/
Spanish) serving Coachella
Valley agencies
XBroadband master plans
for CVAG and the cities
of Palm Desert and Palm
Springs
XPresenters on Broadband
and Smart Communities to
APWA Desert Charter and
ITE Conference in Palm
Desert
XMulti-faceted consulting
to CVAG and seven of nine
Coachella Valley cities
XStaff collectively have
served Coachella Valley
agencies for 30+ years
XFormer Interim Public
Works Director, City of
Palm Desert
XFormer Public Works
Director/City Engineer, City
of La Quinta
XTwo-time President
of APWA’s Coachella
Valley Chapter, working
extensively with CVAG
and cities to drive regional
collaboration
XChair, CVAG’s Policy
Subcommittee for
Regionwide Traffic Signal
HR Green has a long-standing history of providing top-quality engineering and consulting services in the Coachella Valley. For many years, we have worked with local governments, organizations, and businesses to develop solutions to complex infrastructure challenges.

Our team has a deep understanding of the unique needs and challenges facing the Coachella Valley, including issues related to broadband, economic development, drainage, water, and transportation. We have worked on a variety of projects in the area, from designing and managing the construction of new water treatment facilities to developing broadband master plans that support the region’s economic growth.

Our ultimate goal is open communication so we can identify and resolve any challenges that exist and cultivate a productive relationship that meets and exceeds your needs.

To facilitate our relationship with Palm Springs and other Coachella Valley clients, HR Green maintains a local office in Palm Desert, and several of our key staff reside in the Coachella Valley.

HR Green’s Palm Desert Office
COACHELLA VALLEY AGENCIES SERVED:

City of Cathedral City Civil Plan Review, CIP Project/Program Management, Design/Engineering
City of Coachella On-Call Transportation Design
City of Desert Hot Springs Civil Plan Review
City of Indian Wells On-Call Engineering, Design
City of La Quinta Building Plan Review, Civil Plan Review Construction Inspection
City of Palm Desert
Broadband Master Plan Building Plan Review, Civil
Plan Review, Comprehensive Engineering, Design,
Construction Management, Inspection
City of Palm Springs Broadband Master Plan
City of Rancho Mirage Civil Plan Review
Coachella Valley Association of
Governments
Broadband Strategic Plan, On-Call Traffic
Engineering

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Key Personnel

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Broadband Master Plan
Z City of Coachella
Your primary local point of contact is Tim Jonasson, PE, our QA/QC Manager. Tim has served in this role for broadband master plan assignments with CVAG and the cities of Palm Desert and Palm Springs. As a local resident he has also served as a City Engineer/Public Works Director to various Coachella Valley cities and maintains well-established relationships with key stakeholders. Irena Stevens, our assigned Project Manager, will see that all resources are allocated to your project as needed and will be available for requested meetings. She has been instrumental in helping to deliver these local broadband master plans as well as similar broadband projects throughout the country. Ben Lewis-Ramirez brings extensive community engagement and meeting facilitation experience on broadband assignments. He will be supported locally by Desiree Flores, PE and Berlyn Pimentel, both of whom are bilingual and have supported Coachella Valley agencies on various CIP and land development coordination assignments. Resumes of our project team listed below, are found on the following pages.

George Wentz, PE
Principal-in-Charge
Irena Stevens
Project Manager
Broadband Master Plan Team
Sam Beever, PE
Design and Costing Coordinator
Kevin Azzarello
Grants Coordinator
Ken Demlow
Feasibility Coordinator
Monika Kazmierski
Data and Bidding Coordinator
Additional staff
available as needed
Ben Lewis-Ramirez
Desiree Flores, PE
Berlyn Pimentel
Community and Stakeholder
Engagement Coordinator
City of Coachella
Will Bender, PE
Mapping Coordinator
Ken Price, CGCIO, CCM
Wireless Technology Coordinator
Tim Jonasson, PE
QA/QC Manager
Carlos Ortiz, PE, TE, PTOE
Advantec Consulting, Inc.

Fiber Field Assessment
Key Personnel

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Broadband Master Plan
Z City of Coachella

EXPERIENCE
13+ Years

EDUCATION
MS, Interdisciplinary
Telecommunications
MS, Public Policy, focus in
Telecommunications Policy
BS, Political Science
BS, History
Irena Stevens I Project Manager
Irena brings more than 13 years of experience with vision, planning, regulatory, and financial review of options to recommend broadband related policies and solution. She has been instrumental in delivering successful broadband master plan projects in Coachella Valley and other parts of southern California as well as in Colorado, Oregon, Texas and the Midwest.

She has evaluated agency goals to help develop broadband infrastructure solutions and helped develop plans to provide high-speed connectivity in cost-effective ways. Irena has led several public outreach campaigns to evaluate community broadband capacities, community needs, and policy options to promote equitable access and affordability of Internet service offerings. She has also led efforts to assess stakeholder needs, document current infrastructure and provider options, prepare grant applications and financial models for broadband studies and master plans with cities, counties, and economic development agencies around the country.

Irena has handled diverse project management, feasibility, and community engagement tasks on many fiber and broadband master plans. These include:

XBroadband Master Plan, Coachella Valley Association of Governments (administer LATA Grant)
XBroadband Master Plan, City of Palm Desert
XBroadband Master Plan, City of Palm Springs (administer LATA Grant) XFiber Master Plan, City of Pico Rivera
XBroadband Assessment and Feasibility Study, Tillamook Lightwave (TLW), Tillamook County, OR
XBroadband Study, Yamhill County, OR
XBroadband and Fiber Study, Town of Avon, CO
XNetwork Strategic Plan, Holy Cross Energy, CO (NTIA Middle Mile Broadband Grant Application)
XBroadband Master Plan, Douglas County, CO
XBroadband Master Plan, Adams County, CO
XBroadband & 5G Planning, City of Fulshear, TX
XCommunications Infrastructure Master Plan, City of Sugar Land, TX XBroadband Infrastructure Analysis, Greater Des Moines Partnership, IA XFTTP Feasibility Study, City of Fort Dodge, IA

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Broadband Master Plan
Z City of Coachella
Tim Jonasson, PE I QA/QC Manager
Tim has 33 years of design, CIP program management, design management, plan review, NPDES/water quality compliance, and construction management experience of municipal public improvement projects, including roads, drainage, water, sewer, traffic, grading, parks, recreational facilities, parking lots and parking structures. He has served as construction manager and design engineer on a variety of municipal improvement projects including bridge construction, street and landscape improvements, water and wastewater improvements, parks construction and rehabilitation, golf course improvements and pier reconstruction. Tim is a local resident based in La Quinta and manages our Palm Desert office. He presented to Coachella Valley APWA on smart communities innovations, and to the Western Regional ITE Conference in Palm Springs, as well as to Southern California ITE and the International ASCE conferences.

XBroadband Master Plan, City of Palm Desert
XBroadband Master Plan, City of Palm Springs
XBroadband Master Plan, Coachella Valley Association of Governments XVarious Professional Consulting Services, Cities of Palm Desert, Cathedral City, Rancho Mirage, Desert Hot Springs, La Quinta, Indian Wells, and Coachella XFiber Master Plan, City of Pico Rivera
XTraffic Engineering, Coachella Valley Association of Governments XSignal Synchronization Sub-Committee Chair, CVAG
XSmall Cell Ordinance and Application Review, Various Southern California Agencies

EXPERIENCE
33 Years

EDUCATION
Masters, Business
Administration
BS, Civil Engineering

REGISTRATION /

LICENSE
Registered Civil Engineer,
CA #45843
George Wentz, PE I Principal-in-Charge
George serves as Vice President of HR Green, which offers a comprehensive suite of services to help local agencies function more effectively and efficiently. He brings more than 50 years of administrative, management, and local government related experience, focused on delivering consulting support to public agencies, including most agencies in the Coachella Valley. He has served as City Manager, Assistant City Manager, Public Works Director, City Engineer, Building Official, Planning Director, Traffic Engineer and Economic Development Manager.

George has directed and administered projects which range from on-call support to full city contract services. His responsibilities have ranged from accountability for day-to-day completion of activities associated with a contract to Principal-in-Charge of particular projects. His managerial experience and high level of success is well documented and recognized by the cities he has served.

A long-time resident of the Coachella Valley, George is keenly aware of the issues the region faces. He has also worked closely with the APWA on their International Affairs Committee.

XBroadband Master Plan, City of Palm Desert
XBroadband Master Plan, City of Palm Springs
XBroadband Master Plan, Coachella Valley Association of Governments XFiber Master Plan, City of Pico Rivera
XOn-Call Wireless Telecommunications Planning, Cities of Jurupa Valley, Redlands, Pasadena, Beverly Hills, and Malibu
XSmall Cell and Broadband Master Planning, Town of Snowmass Village, CO

EXPERIENCE
50+ Years

EDUCATION
Master, Public
Administration
BS, Civil Engineering

REGISTRATION /

LICENSE
Registered Civil Engineer,
CA, #43273

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Broadband Master Plan
Z City of Coachella
Sam Beever, PE I Design and Costing Coordinator
Sam brings more than nine years of engineering experience and is skilled in developing cost-effective solutions, complex technical problem solving, identifying/delivering increased efficiencies reducing costs and increasing on time deliveries, collaborating with clients, and researching industry standards for consistent delivery of quality products.

His experience includes outside plant, inside plant, fiber to the home, small cell, switched ethernet, traffic control, shelter/generator installation/design, review of geotechnical and structural reports, and large team coordination. Samuel has experience using Microsoft tools (Excel, Word, PowerPoint, Visio, etc.), ArcGIS, AramisDT, AutoCAD, Google Earth Pro, and Bluebeam Revu.

He has managed the creation of detailed construction specification documents that provided the methods and equipment to construct a fiber to the home network in the aerial and underground environment. In addition, Sam has provided services for Light Gig AT&T.

XBroadband Master Plan, City of Palm Desert
XBroadband Master Plan, City of Palm Springs
XBroadband Master Plan, Coachella Valley Association of Governments XFiber Master Plan, City of Pico Rivera
XFiber Planning and Design, Castle Rock, Colorado Springs, Fountain, Snowmass Village, CO
XFiber Design, City of Portland, OR
XFiber Design, City of Lehi, UT

EXPERIENCE
9 Years

EDUCATION
BS, Civil Engineering
MS, Civil Engineering

REGISTRATION/LICENSE
Registered Professional
Engineer, KS #26998
Kevin Azzarello I Grants Coordinator
Kevin is a respected, detail-oriented Broadband Planner and Designer with more than 25 years of experience and a history of solving complex broadband problems. He has spearheaded the development and industry-leading professional design standards for roadway utility relocation projects and community broadband engagement and design practices for local governments. Kevin’s approach to projects begins by defining the pivotal performance measures and utilizing them as critical success factors throughout the life of the project.

He has planned and designed telecommunication road relocation projects for major interstates, highways, and bridges. Additionally, he has helped develop broadband plan of action road maps for municipalities and regional agencies, based on their specific data-driven needs and grant-funding programs.

XBroadband Master Plan, City of Palm Desert
XBroadband Market Analysis and Cost Study, Houston-Galveston Area Council, TX
XBroadband/Fiber Planning, State of Colorado
XBroadband/Fiber Planning, State of Texas
XBroadband Master Plan, City of Baytown, TX
XFiber-to-the-Home Master Planned Communities, City of Austin, Cedar Park, Leander, and Round Rock, TX

EXPERIENCE
25+ Years

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Broadband Master Plan
Z City of Coachella
Ken Price, CGCIO, CCM I Wireless Technology Coordinator Ken brings 30+ years expertise in planning and implementing both short-term and long-term strategies, work plans, budgets, and projects that provide for the planned, orderly, business justified, and cost-effective development, installation and operation of digital systems including information technology, Geographic Information Systems (GIS), networks, and telecommunications technologies. Ken has worked on small cell initiatives for a number of agencies, including Redlands, Pico Rivera, Jurupa Valley, nearly 10 Colorado cities, and various cities in Iowa, Illinois, and Texas. This has included developing small cell/5G design standards and providing reviews. He also served as the Information Services Director in charge of the Littleton, Colorado Small Cell Program. This included working with Community Development, Public Works, the City Attorney’s Office, and multiple cellphone service providers to create a Small Cell Program Master License Agreement (MLA) for each provider, and a comprehensive documented / streamlined drawing approval process to provide small cells within Littleton.

Ken has served as a Project Manager for various broadband master plans in the Coachella Valley and wireless technology initiatives throughout Southern California.

XBroadband Master Plan, City of Palm Desert
XBroadband Master Plan, City of Palm Springs
XBroadband Master Plan, Coachella Valley Association of Governments XFiber Master Plan, City of Pico Rivera
XSmall Cell Ordinance and Application Review, Various Southern California Agencies (Redlands, Jurupa Community Services District, Beverly Hills, Pasadena, and Malibu)
Will Bender, PE I Mapping Coordinator
Will is a Project Manager with experience managing project teams for multiple clients across the US to facilitate algorithmic network design. He has negotiated contracts and pricing for multiple subcontractors and facilitated multiple vendor and client introductions across the telecommunications industry. Will has developed construction drawings for telecommunication utility design, including field verification when necessary; optimized cost of all designs to meet customer demands in a timely manner; used best management practices to maintain high levels of safety for both the construction technicians and general public; developed private/public permit and easement drawings; and coordinated with field designers and supervisory engineers to maintain high quality and accuracy for all developed designs.

Will has led broadband and fiber engineering teams of over 50+ staff on multiple varieties of telecommunications projects, including FTTP, small-cell, and permitting management.

XBroadband Master Plan, City of Palm Desert
XBroadband Master Plan, Coachella Valley Association of Governments XBroadband Study, Jefferson County, CO
XFiber Planning and Design, Avon, Colorado Springs, Fountain, and Golden, CO XFiber and Small Cell Study, City of Cherry Hills Village, CO

EXPERIENCE
11 Years

REGISTRATION/LICENSE
Registered Civil Engineer,
CO #60156
Registered Civil Engineer,
MN #61581

EXPERIENCE
30+ Years

EDUCATION
MS, Computer Information
Systems
BS, Computer Information
Systems

CERTIFICATIONS
Certified Government Chief
Information Officer
Certified Change Manager

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Broadband Master Plan
Z City of Coachella

EXPERIENCE
15+ Years

EDUCATION
BA, Latin American
Studies
Ben Lewis-Ramirez I Community and Stakeholder Engagement Coordinator
Ben has over 15 years of management experience in the broadband, outside plant engineering and construction industries. He is a vocal advocate for the open application business model and has published numerous magazine articles and blog posts on the subject, in addition to speaking about it at conferences and other events around the country. He will bring this wealth of broadband experience to his work addressing underserved residents with Coachella, so that all stakeholder groups understand the project and its implications for them and their communities.

Ben has served as a Program and Project Manager for counties, cities, and school districts associated with broadband market assessments, business plans, strategic plans, and master plans, responsible for plan development, constructability analysis, and stakeholder engagement.

XBroadband Study, Yamhill County, OR
XBroadband Strategic Plan Implementation, El Paso County, CO XBroadband Study, Jefferson County, CO
XBroadband Study, City of Thornton, CO
XDotsero Fiber to the Home, Eagle County, CO
Desiree Flores, PE I Community and Stakeholder Engagement Support
A multi-talented and bilingual licensed civil engineer, Desiree has 10 years of experience and brings comprehensive experience managing/delivering CIP projects, processing permits, responding to public inquiries and utility concerns, reviewing/designing various utility plans, and has utilized AutoCAD to design infrastructure plans. She has provided grading, drainage, and erosion control plans; earthwork quantities; grading crosssections; hydrology reports and calculations; designed LID BMPs, implemented SWPPPs, and rehabilitated sewer and pavement in congested downtown areas, involving traffic control plans, pipe sizing, and alignments for cities in Los Angeles, Orange, and Riverside Counties.

For the Pico Rivera fiber optic master plan, she translated community surveys from English to Spanish, performed public outreach by conducting workshops, and assisted in the analysis of data to assess broadband needs and opportunities.

XFiber Optic Master Plan, City of Pico Rivera
XPublic Works/Engineering Support, City of Jurupa Valley XOn-Call Engineering, Cities of Hemet and Moreno Valley XPublic Works/Engineering Support, City of Palos Verdes Estates XRoadway Improvements, City of Claremont
XLand Development Coordination, City of Pomona

EXPERIENCE
8 Years

EDUCATION
MS, Civil Engineering -
Focus on Construction
Engineering and
Management
BS, Civil Engineering

REGISTRATION /

LICENSE
Professional Engineer, CA
#89868

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Broadband Master Plan
Z City of Coachella
Berlyn Pimentel I Community and Stakeholder Engagement
Support
Berlyn is a seasoned bilingual professional with 11 years of experience working for municipal governments. She has expertise in plan review and permit processing and coordinating with applicants and contractors. In addition, She is proficient in handling public document requests and utilizing city and county GIS and records data to determine site restrictions. Berlyn has provided support to Engineering and Public Works Technicians and assisted in the annexation processes. Berlyn is proficient in customer service and translation services, and provided assistance to residents, vendors, and developers. She routinely prepares and maintains database records, and generates reports on a regular and as-needed basis, including the preparation of monthly, quarterly, and year-end financial, summary, and other technical reports in various systems.

Berlyn has provided real-time translation services to constituents coming to a City services counter to handle various transactions and coordinate, with permitting and engineering staff, etc. She has also assisted in crafting Spanish language municipal documents.

XPublic Counter, Plan Review, and Permit Processing, City of Jurupa Valley XDate Palm Drive Rehabilitation, City of Cathedral City XEngineering Support, Cities of Moreno Valley, Pomona, Palos Verdes Estates

EXPERIENCE
11 Years

EDUCATION
College Coursework
Ken Demlow I Feasibility Coordinator
Ken brings 33 years of experience in the industry, from working in field construction installing fiber, to Google and Verizon projects, and several FTTH projects. Ken is nationally known for his industry knowledge on Smart Meters and Smart Grid. Ken has been very involved in working through the details of fiber projects, aggregation and economic development. He has spoken at several industry conferences, has authored several industry articles and recently served a state level economic development fellowship. Prior to HR Green, Ken was National Business Development Manager at NewCom Technologies where he was involved in the design, engineering, and operation of more than 200,000 miles of telecommunications plant, including more than 30,000 miles of lit fiber.

Ken oversees HR Green’s broadband master planning efforts nationwide, proactively engaging with cities, counties, and councils of governments). He is also a member of the APWA Utilities and Public Rights-of-Way Committee.

XBroadband Master Plan, City of Palm Desert
XBroadband Master Plan, City of Palm Springs
XBroadband Master Plan, Coachella Valley Association of Governments XFiber Master Plan, City of Pico Rivera
XBroadband Infrastructure Analysis, Greater Des Moines Partnership, IA XBroadband Market Analysis and Cost Study, Houston-Galveston Area Council, TX
XFTTP Feasibility Study, Financial Modeling, High Level Design, and Construction City of Fort Dodge, IA
XBroadband Assessment and Feasibility Study - Tillamook Lightwave (TLW), Tillamook County, OR

EXPERIENCE
33 Years

EDUCATION
BS, American Studies

INSIGHT
Various white papers
and presentations on
Broadband Master
Planning, Growing Role
of Broadband in Utility
Damage Prevention, Rights
of Way Management for
Efficient Fiber Deployment,
5G and Small Cell
Deployment

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Broadband Master Plan
Z City of Coachella

EXPERIENCE
33 Years

EDUCATION
BS, Civil Engineering

REGISTRATIONS
Civil Engineer, CA
#C057535
Traffic Engineer, CA #2025
Professional Traffic
Operations Engineer, US
#426
Carlos Ortiz, PE, TE, PTOE I Fiber Field Assessment
As ADVANTEC’s Chief Executive Officer, Carlos is a globally recognized expert bringing smart mobility and technology solutions to Smart Cities/Region, Connected/Automated Vehicles (CAV), Intelligent Transportation System (ITS), Traffic Engineering, and Transportation Planning and Engineering Projects and Programs for numerous agencies, private developments, and institutions. He has worked on many multi-modal and complex projects and has the ability to resolve problems quickly and efficiently by drawing on his many years of experience in our transportation industry.

Carlos served on ITE’s International Board of Direction as International Director, representing the ITE Western District. He is currently serving on the Board at ITS California.

Carlos has provided extensive services to the Coachella Valley Association of Governments, including:

XBroadband Master Plan (subconsultant to HR Green)
XSmart Region Program – Regional Broadband Communications XSmart Region Program – Phase I
XSmart Region Program – Phase II

EXPERIENCE
5+ Years

EDUCATION
MS, Earth and
Environmental Resources
Management
BS, Zoology, Concentration
in Environmental Biology

CERTIFICATIONS
Public Works Management
Institute Certificate
Monika Kazmierski I Data and Bidding Coordinator
Monika has more than five years of experience as a data and management analyst, with more than four years of experience with local governments. She has provided innovative approaches to track and improve department functions, developed and managed communication programs related to policies and procedures, and assisted local governments with daily operations and maintenance of assets. Monika has helped municipalities with creating master infrastructure plans to address anticipated asset demands and needs. In addition, she has extensive experience with Cartegraph and Power BI Desktop for Business Intelligence.

Monika is currently providing services to the City of Palm Springs. She is also a member of the American Public Works Association (APWA) Asset Management Committee’s Knowledge Team.

XBroadband Master Plan, City of Palm Springs
XBroadband Master Plan, Coachella Valley Association of Governments XBroadband Study, Yamhill County, OR
XBroadband Market Analysis and Cost Study, Houston-Galveston Area Council, TX
XBroadband Master Plan, Jefferson County, CO

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Subcontractor

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Broadband Master Plan
Z City of Coachella
Subcontractor
ADVANTEC Consulting Engineers, Inc.

Fiber Field Assessment
ADVANTEC Consulting Engineers, Inc., a California
Corporation, is a Certified Disadvantaged Business
Enterprise (DBE) and Small Business (SBE) consulting
firm specializing in Intelligent Transportation Systems (ITS), Systems Engineering, Smart Cities, Broadband
Communications, Connected and Automated Vehicles
(CAV) Transportation Technologies, and Construction
Management and Inspection. ADVANTEC’s mission is to
provide quality planning and engineering to the community that would result in perceptible improvements towards
the quality of life, safety, and efficiency of transportation.

Founded in 1998, ADVANTEC is a professional consulting
firm specializing in multi-modal transportation planning, engineering, and technology services. Their name stands for our focus to capture ADVANCEMENTS in TECHNOLOGY
for the benefits of their clients, thus providing innovative solutions that meet the needs of clients and the public they serve.

They have worked extensively with the Coachella
Valley Association of Governments (CVAG), primarily
on the multi-phase CV Sync project. Currently,
they are supporting HR Green on the preparation of
CVAG’s Broadband Strategic Study.

XMulti-Modal Smart Mobility Solutions – ADVANTEC
has provided planning, design, and implementation for
all aspects of Multi-Modal Smart Mobility and Intelligent Transportation Systems (ITS) programs. Our experience
includes the development on Citywide and Regionwide
ITS Master Plans, Connected/Automated Vehicles (CAV),
Integrated Corridor Management (ICM), Bus Rapid
Transit (BRT), Concept-of-Operations (ConOps), System
Engineering Management Plans (SEMP), Technology
Assessment, Signal Synchronization, and regional ITS
architecture for local municipalities, Caltrans and FHWA.

XSmart Cities/Region Program – ADVANTEC and
Coachella Valley Association of Governments
(CVAG) are developing a Smart Region Program
implementing ITS on a valley-wide basis to maximize
highway and arterial system capacity, improve
operational efficiency, improve safety, and improve
the environment. In addition, other smart cities
solutions are integrated in the program including Big
Data, Smart Government, Internet-of-Things (IoT),
Open Data, and Broadband Communications. Also,
other non-transportation technologies are planned
to the included under the program including Smart
Weather Sensors, Smart Parking, and Smart Lighting
System. Led by Carlos Ortiz and a team of over 10
engineers, ADVANTEC began with the Regionwide
ITS Master Plan identifying emerging transportation
technologies (i.e., connected and automated vehicles,
ICM, Mobility-as-a-Service, Mobility-on-Demand,
and Smart Cities initiatives), and continued through
the project development process involving SEMP,
ConOps, and System Requirements, Environmental,
Preliminary Engineering, Systems Integrator
Procurement and Design, System Implementation,
Construction Management and Inspection, and Traffic
Signal Synchronization. This includes coordination and
approvals from Caltrans District 8, County of Riverside, and eight local agencies. ADVANTEC worked with CVAG
in the development of the Cooperative Agreement at the
initial phase of the program.

XBroadband Communications - As part of CVAG’s
Smart Region Program, broadband communications
will be installed along 21 Corridors in the Coachella
Valley. As a result of our ITS planning and design efforts recognized by the state, Highway 111 was selected
for funding by California’s Middle-Mile Broadband
Initiative, which CVAG is the only agency that received funding other than Caltrans. ADVANTEC is working
with CVAG, the local agencies, and the state for other
funding opportunities to advance middle-mile broadband
across the remaining corridors with connectivity to
major and local educational institutions with access
to disadvantaged communities to increase the quality
of life throughout the region. In addition, ADVANTEC
is working with CVAG and the local cities to provide
Public-Private broadband communications within their
communities.

KEY TECHNICAL LEAD / CONTACT PERSON
Carlos Ortiz, PE, TE, PTOE
P: 949.861.4999
E: [email protected]

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Broadband Master Plan Z City of Coachella
XConnected Vehicle to Everything (C-V2X)
Technologies – As part of CVAG’s Smart Region
Program, ADVANTEC provided planning and design
services for the implementation of C-V2X technologies
across the Coachella Valley. ADVANTEC developed over
500 performance requirements for the selection of the
Roadside Units (RSUs) and conducted a Pilot Project
so the selected technologies met the performance
requirements. The goal is to provide Signal Phasing
and Timing (SPaT) messages and Basic Safety
Messages (BSMs), including programmed messages
for construction zones, advisory messages, wrong way
driving, etc. to motorists via their vehicles On-Board
Units (OBUs). The selected RSU will also provide WiFi/
Bluetooth Arterial Management Data and can integrate
5G communications to provide C-V2X via cellular
communications. In 2022 and 2023, ADVANTEC will
be conducting additional Pilot Projects that includes
Vehicle-to-Pedestrian (V2P) and Vehicle to Bicyclists
(V2B) communications. In addition, ADVANTEC is
working with various Automated Vehicles/Shuttles
manufacturers to bring automated vehicles to the
Coachella Valley during the 2023 Coachella Music
Festival and other events.

XRegional ITS Architecture – ADVANTEC served
as Prime Consultant to METRO for updating the
Los Angeles County Regional ITS Architecture in
2018-2021, working with all 88 cities, Ports of Los
Angeles and Long Beach, Los Angeles World Airports
(LAWA), transit agencies, and other stakeholders.

ADVANTEC also served as subconsultant on the SCAG
Regional ITS Architecture Update project in 2017-2019.

An update to the County Regional ITS Architectures was
long overdue with a need to reflect new ITS services and interfaces found in the current National ITS Architecture.

The County Regional ITS Architecture needed to reflect
the many existing ITS deployments and planned ITS
developments since 2004. This project presented a
forward-looking opportunity for regional stakeholders
to revisit the architecture as a planning framework to
support the next wave of ITS investments and Smart
City initiatives that will shape mobility in LA County in the years to come. The Los Angeles County Regional
ITS Architecture Update considered AV/CV Deployments
and addressed the needs of non-motorized users. Their
expertise is paramount to assist local municipalities
and Metro to adopt ITS design architectures that fit the regional requirements.

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Project Organizational Chart

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Broadband Master Plan
Z City of Coachella
Irena Stevens, our assigned Project Manager, will coordinate the day-to-day tasks of our team, review project deliverables at key milestones with city staff, and be available for requested meetings with your staff and stakeholders.

Your primary local point of contact is Tim Jonasson, PE, our QA/QC Manager and a long-time Coachella Valley resident. He has served in this role for broadband master plan assignments with CVAG and the cities of Palm Desert and Palm Springs and can quickly interface with City and local stakeholders, as needed. Ben Lewis-Ramirez will handle community engagement and meeting facilitation and will be supported locally by Desiree Flores, PE and Berlyn Pimentel, both of whom are bilingual and bring knowledge of the Coachella Valley area.

Fiber Field Assessment
Project Organizational Chart

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Broadband Master Plan
Z City of Coachella
We understand that staffing levels are critical to the success of any project. Our team is composed of highly qualified professionals with the experience and expertise needed so your project is completed on time and within budget.

Our staffing levels are carefully calibrated to meet the specific needs of each project. We start by conducting a thorough analysis of your project requirements, including the scope of work, timeline, and budget. Based on this analysis, we develop a staffing plan that outlines the roles and responsibilities of each team member and the required qualifications and experience.

All of our proposed staff have worked together on broadband master plan projects throughout the western United States and nationally. Moreover, our core staff bring extensive Coachella Valley experience with senior leadership who have been long-time Coachella Valley residents and have served the majority of agencies in the region.

Our team members bring a specific blend of skills, experience, and ability to work collaboratively to achieve broadband project goals. We believe that diversity is key to success, and our team includes professionals with a range of backgrounds and perspectives. This diversity allows us to approach problems from different angles and develop innovative solutions that meet your project's unique challenges.

Once the staffing plan is approved by the City, we work closely with you so that our team is aligned with your project's goals and objectives. We provide ongoing communication and support so everyone is on the same page and working toward a common goal.

Our staffing levels are designed to provide flexibility and scalability. We can quickly ramp up or down the team size based on changing project needs or unexpected challenges. We believe that this flexibility is critical to the success of any project and allows us to adapt to changing circumstances quickly.

In addition to our team's technical
expertise, we also place a strong emphasis
on soft skills such as communication,
problem-solving, and collaboration.

We believe that these skills are just as
important as technical expertise to promote
project success. Our commitment to
community engagement is centered around
assigning a core team of staff not only
familiar with the Coachella Valley, but also
with the bilingual skills to facilitate outreach
efforts.

We are committed to providing staffing
levels that meet the highest standards of
quality and excellence.

Our Fiber and
Broadband Capabilities
Knowledge Of:
▪ Broadband Master Planning
Across the United States
▪ Local, State, and Federal
Laws
▪ Inventory and Infrastructure
Identification and Needs
Assessment
▪ Best Practices and Latest
Techniques and Technology
▪ Conceptual Network Routes
and Final Design Documents
Our Core Staff
▪ Know and Understand
Fiber and Broadband
▪ Local Knowledge of the
Coachella Valley
Keys to Success
▪ Experience Providing Similar
Broadband Services from
Conception to Construction
▪ Proactive Community
Outreach and Management
▪ Nationally Demonstrated
Ability Across Various Markets
▪ Locally-based and
Knowledgeable Staff Members
▪ Quality Project Records
▪ Clear Communication
▪ Sound and Defensible
Decisions/Recommendations
▪ Bilingual Staff with Experience
in the Coachella Valley

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Project Work Plan

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Broadband Master Plan
Z City of Coachella
Project Work Plan
PROJECT MANAGEMENT (RFP TASK 12)
HR Green has been in business for 110 years. One of the main reasons for our success over so many years is our dedication to and development of a proven project management process. Our Project Managers are charged with the pivotal role of bringing our company’s efforts together with your expectations, budget and schedule.

Our Project Management system is another factor that distinguishes us in the industry. Within the process discussed in the Approach section, we have built in project management tools that keep the process flowing and on track.

Deliverables at Every Task
In our experience, an intermediate deliverable approach is the best way to accomplish this. In the specific tasks below, there are deliverables at every task. The provides an important way to monitor the progress of the project and to make sure the HR Green team and Coachella’s leadership stay in alignment regarding project schedule, directions and outcomes. We often provide a deliverable from which our client realizes a need to make an alteration in the path of the project (building in the decision points mentioned in the Approach). At a deliverable level, that can be done. This process makes for a better project with better outcomes.

Proven Project Managers
HR Green Project Managers will be accessible and responsive to you at all junctures in the project. Specifically, HR Green proposes the following methods to guide our overall project communication for this short-fuse project:

PROACTIVE PROJECT COORDINATOR AND PROJECT MANAGEMENT: To promote continuity your Project Manager will serve as your main point of contact and oversee all aspects of efficient project management, on-time and within budget service.

PROJECT REPORTING: MS Project will be utilized as the primary tool to create and manage the project milestones and deliverables. This will be modified based on community needs throughout the project.

WEEKLY UPDATES/BI-WEEKLY MEETINGS: We will provide weekly, written updates on project status, complete with percent complete on major milestones, issue logs and risk management logs. These tools will be managed and updated by HR Green and will be reviewed on a bi-weekly basis in person with your assigned project lead.

PROJECT COORDINATION: As we approach the deliverable milestones, update meetings will provide a focused opportunity to sit down together and review progress in the deliverables and on the project. This approach requires careful listening from the Project Manager to client input. It also requires the Project Manager to closely monitor the project schedule and budget to know when these milestones are approaching. Please note, finally, that it invites active participation with City leadership as part of one team. The voice of the community is crucial to the success of this management approach.

RISK MANAGEMENT: Our project management experience is a direct result of our client’s need to accommodate demands for transparency, accountability, and good stewardship of tax dollars. Risk assessment and mitigation is an important part of the team’s responsibilities. The first step is to develop a Risk Matrix, where specific and general risks can be noted and scored, along with action plans and status tracking. Each “risk” is evaluated for its potential impact on the project’s cost and/or schedule. A risk mitigation action plan can be developed in collaboration with the project team.

History validates the effectiveness of this approach to client satisfaction. Some of HR Green’s current clients have been with us for more than 70 years. The paths to successfully define and implement the actionable steps in the Plan phase are detailed in a Broadband Master/Strategic Plan. This Plan provides the details to implement the strategies and tasks, real recommendations with actionable next steps.

DELIVERABLES
XProject schedule with updates
XMeeting Agendas and Meeting Minutes for update meetings XDeliverables for each task (detailed in the tasks below)

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Broadband Master Plan
Z City of Coachella
VISION
TASK 1 - KICKOFF MEETING
With every community, we begin the process with a kickoff meeting to make sure everyone is on the same page about the goals and tasks of the project, who will be doing what, how those tasks will be done and when they will be worked on and completed. We also discuss any information that needs to be exchanged

DELIVERABLES
XAgenda for the kickoff meeting (including information request) XOne meeting
XMinutes of kickoff meeting
TASK 2: FIRST PRESENTATION TO COUNCIL
HR Green will prepare for and participate in a project introduction meeting with City Council to discuss the Scope of Services of the broadband master plan, including the anticipated timeline for the project. We will seek and listen for input from the Council and guidance for the project.

DELIVERABLES
XPresentation for the meeting (coordinated with staff)
XNotes from City Council (to discuss further with staff) TASK 3: CURRENT AND FUTURE NEEDS ASSESSMENT
As you describe in your RFP, part of gaining a clear understanding of the current broadband strengths and weaknesses in the City involves a well-planned and orchestrated engagement with the key stakeholders involved in broadband in the City. Below we break out our approach and typical tasks in gathering the needed data to assess the current and future broadband needs.

TASK 3A: COMMUNITY ENGAGEMENT – ENGAGEMENT PLAN
As you point out in your RFP, there are many stakeholders who can provide an important array of different perspectives regarding broadband in Coachella. We agree with the list of stakeholders in your RFP on page 7 (and the subsequent paragraph) and would suggest adding the library on Sixth Street (you may have considered that included within the government agencies) and regional organizations .

We plan and organize those interactions (survey and meetings) in the Engagement Plan. This is an incredibly important document in the process, because we provide drafts of survey questions, ways the survey will be promoted, lists of stakeholders, draft questions we will ask them, etc. It is a working document that we provide in draft form to be reviewed, edited and filled in as we progress through the stakeholder process. The Engagement Plan process helps keep the steps organized and provides the level of involvement you desire in everything that is done.

Engaging in a dialogue with community residents, businesses, public sector staff across departments, internet service providers (ISPs) and other stakeholders, individually and in small groups, helps determine the issues that the community, businesses and residents face when it comes to broadband access and utilization. We also ask for and verify data in these discussions.

Resident and business owner surveys can be effective ways to help decision makers better understand community needs. They can also confirm or challenge grant eligibility maps and information gathered in the Market Assessment.

One-on-one and peer meetings with policymakers, anchor institutions and key influencers can also drive visibility into community needs and the goals that department leaders have.

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Broadband Master Plan
Z City of Coachella
These surveys and meetings will help determine the community’s desire for improved levels of broadband service, current market conditions and deficiencies, stakeholder needs, and insights on what role local government should take in providing the service. In stakeholder meetings we also ask what needs are anticipated to help tailor any recommended steps to address current and future needs. For later planning phases, this information helps predict take rate and the optimum monthly cost users would be willing to pay for new services, if those data points are needed.

We have bilingual staff assigned to this project to help in discussions and the process of developing documents.

DELIVERABLE
XEngagement Plan
TASK 3B: COMMUNITY SURVEY
As mentioned in the Engagement Plan section, surveys are important to gather specific information like actual upload and download speeds, customer satisfaction, provider locations, etc. Also, questions can be asked to determine customer satisfaction and what role citizens and businesses would like the City to play in broadband improvement. Surveys can also help clarify revenue possibilities in infrastructure that might be built (help in defining take rate possibilities). HR Green has recommendations for questions that will provide the information that will be needed in the study, but feel it is important to collaborate with City leaders to finalize the survey.

Here are other uses the data in the survey can provide:
▪ Real data: The information in the Market Assessment is reported by the providers and goes through several steps to get to the maps we see. There are several opportunities in that process for the data to be incorrect. We have worked with providers who had mistakes in their reports. We have also found where the data was entered incorrectly at some point in the process. Survey data is a concrete, ground-truthed source of information to check the other data sources that are used in broadband decisions.
▪ Refute maps: Survey data can, then, be used to challenge the maps, if they are incorrect. To improve the maps if they are wrong, there needs to be actual, good data. The survey, if done correctly, can provide that information. Most Federal and State processes will include an opportunity to supply data to improve or correct maps – a survey is one of the strongest ways to do that.
▪ High-level Design (HLD): Once a Gap Analysis has been completed (within which the survey results will be an important data source), there may be an opportunity to do a high-level design of ways to improve broadband. An HLD requires addresses to design to. Survey addresses are some of the most accurate points to design to. ▪ Providers: Survey information is important to providers. Having a clear picture of broadband needs and what potential clients are looking for is valuable information for providers. Also, if they are considering installing broadband infrastructure to help solve broadband issues, a detail design will have to be done. The addresses in the survey information help them know that their designs will be accurate. Both the potential customer information and a confirmation of accurate addresses are valuable enough to be part of the conversation with providers.

In addition to gathering statistical data, the survey serves another, very important civic role. Several opportunities are given for citizens to share anecdotal evidence of their experience with broadband services and attitudes about possible solutions. Citizens thus feel that their concerns are being listened to, increasing the chances that they will buy into any solutions that meet those concerns.

HR Green utilizes a GIS based survey platform. Once the survey questions are ready, we load them into our survey tool and produce two links: One is for citizens and local businesses to take the survey and the other is given to staff through which they can see the progress of survey responses.

To gain both the quantitative (statistically valid) and qualitative (geographically and demographic) number of surveys desired, the survey will need to be promoted through all available channels. The different ways the survey will be promoted will be detailed in the Engagement Plan, but we highlight this topic because it is crucial to the success of the

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Broadband Master Plan
Z City of Coachella
survey and will require participation from City leaders and staff. The City’s relationship with your citizens and businesses through your website, social media channels, newsletters, email blasts, events, stakeholders, etc. are key ingredients in letting people know to take the survey.

HR Green provides samples of wording for press releases, social media posts, emails, etc. (which will be in the Engagement Plan), but the degree to which the community has and uses channels to reach the citizens and businesses will have a significant impact on results. This is, truly, a collaborative effort.

Your RFP mentions in person survey promotion. It can be challenging to define costs for in-person promotion and for printed materials. We will provide costs that show our logic in how they were formulated. If other options are desired, we can easily change the inputs into those formulas to provide what is needed.

DELIVERABLES
XGIS based survey
XLink to survey results
XReport of findings of survey results
The map below contains several pieces of data that were helpful to one of our clients. It contains survey results for that particular community, areas that are considered eligible in the current eligibility map for that state and areas that had received previous grants.

Residential Survey Download Speed vs
Grant-Eligible Areas
Clinton County
Iowa · 0 1.5 3 6
Miles
HRG PLOT: 12:15 PM 1/25/2022 BY: bzumhof FILE: J:\2021\210568\GIS\ArcPro\Clinton_Co_Exhibits\Clinton_Co_Exhibits.aprx Legend
Download Speed (in Mbps):

Unserved (0 – 25)
Underserved (25 – 100)
Well-Served (> 100)
Other
Clinton County
Grant-Eligible Area (OCIO v4)
Grant Awarded Area
NOFA 006
NOFA 007
1 inch equals 3 miles

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TASK 3C: STAKEHOLDER MEETINGS
HR Green begins the stakeholder meeting process in the development of the Engagement Plan discussed above. We work with staff to clarify three things:
▪ The list of stakeholders
▪ The meeting schedule (how many meetings and who will be included in which meetings) ▪ What questions to ask stakeholders. We typically want to determine current and future internet service needs – and whether current connectivity meets those needs
As stated in the Engagement Plan section, we agree with the list in your RFP. Coachella contains a part of the City not found in all other cities – the large open areas to the East and Northeast. Defining stakeholders in those areas and what to discuss seems important. Also, discussions with regional entities (like CVAG) will be relevant to the study.

We also feel it is important to utilize the stakeholder meeting process as a way to build relationships with ISPs. They will likely play an important role in the final plans, so multiple meetings with them can be beneficial. As those relationships build, we can ask them to verify their coverage, encourage their input and let us know their future plans.

We will work with staff to finalize a list of organizations, determine meeting times and whether meetings will be virtual or in person. If in person, it is important to define available meeting locations and how meetings will be grouped to maximize on-site time. We will want to have a definitive number of businesses and resident group that fit within the agreed upon budget.

DELIVERABLES
XMeetings with identified stakeholders
XReport of findings of input from stakeholders
TASK 3D – DIGITAL EQUITY NEEDS AND PARTNERS
We were glad to see digital equity topics mentioned in your RFP. It can be an important community issue and there will be grants focused on digital equity. Not everyone has the same access to good broadband and some who have access can have difficulty using the services. Barriers to digital equity can be poverty, language challenges, age, etc.

Those who do not have access or who are not utilizing what is available are often not part of surveys and meetings.

Working with agencies who can help bring those voices to the table can improve survey results and can help address digital equity issues.

Work on digital equity will be part of the Engagement Plan and work on addressing issues will begin when the preliminary Engagement Plan is adopted. Particular attention will be focused on:
▪ Trying to have representation in the survey.
▪ Working with agencies for paths to improving digital equity in action plans.

Addressing digital equity is important to help everyone participate in the digital world and digital economy. It is also a particularly relevant focus right now because a portion of the upcoming BEAD grants will focus on digital equity (the “E” in “BEAD”).

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DELIVERABLES
XDevelopment of a list of agencies who might be able to help with digital equity outreach (as part of the Engagement Plan)
XData in the survey to monitor participation of those who might have broadband adoptions challenges (as compared to census statistics)
XMeeting agendas and minutes of meeting with potential digital equity partners XReport of findings of meetings with digital equity partners TASK 4: INVENTORY AND ASSESSMENT OF CITY-OWNED BROADBAND ASSETS Very early in the project, we begin to build the asset inventory. This starts with gathering available GIS data. In our kickoff (or before), we will discuss what information we might need from the community to document broadband related assets in the community. These can help inform options for connecting and possible negotiation with potential partners.

This part of the inventory is a GIS exchange.

There are several opportunities in the study process to gain information about City-owned broadband assets:
▪ In the kickoff meeting, we will provide
an Information Request detailing lists
of assets that are helpful to include in
our map.
▪ In the stakeholder meetings, we will
ask for information on any broadband
related infrastructure they have
(conduit, wireless assets, fiber,
etc.). Often, these questions are
for City Department leaders so any
information they have is included.
▪ Field verification. HR Green has staff
who provide field data collection and
broadband infrastructure assessment.

This can be challenging to define
in scope and costs. For HR Green,
these costs are based on hours and
expenses. We will provide a number
of hours and related costs that we
think will be appropriate for collecting
data on City-owned broadband assets.

Through our sub-consultant Advantec,
we anticipate having some information
already from their work on the CV
Sync project.

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The inspection, verifications and inventories in the Scope of Work section on Page 15 of your RFP is a well thought out plan for developing a good understanding and documentation of City-owned broadband assets and capacity. We acknowledge this list and include it in our Scope.

We want to reiterate that HR Green is a 110 year old civil engineering firm that includes a business line devoted to Broadband. That combination fits very well with this section of your study. Documenting pavement project plans, CIP, real estate that could apply to broadband and vertical assets are all very typical components of civil engineering. HR Green has staff who work with those components for our municipal clients all day, every day. Utilizing their expertise and efficiency in these areas in collaboration with our broadband team adds depth, productivity and effectiveness.

HR Green will bring the data we receive into GIS (providing a map of existing infrastructure and related assets) and a technical memorandum of our findings. This can be a powerful process. For the City of Sugar Land, TX, we worked with their departments to bring together their broadband related assets and developed the below map.

When we showed this map in a meeting of the City leadership, one of the top leaders in the City commented, “I have never seen this before.” It also played a significant role in helping us develop plans for improving their broadband.

DELIVERABLE
XGIS map of current community assets

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TASK 5: ASSESSMENT OF PRIVATELY AND NON-CITY OWNED BROADBAND RESOURCES Task 5 contains several important steps.

Market Assessment: The FCC collects data from providers. HR Green accesses that information to determine what broadband services providers report they offer in community, what coverage and speeds they report, what technology they use, pricing plans, etc. This is important information because many grants base their eligibility on this data. It is known to have flaws and inaccuracies, so it needs to be checked.

Subsequent tasks provide the opportunity to get “ground-truthed” data that can be used to check the accuracy of this FCC data. HR Green will provide these data sources and our analysis to confirm or challenge the FCC information.

In the Market Assessment development, we identify the providers in the community, and we include them in the Community Engagement task to begin discussions with them to develop relationships and better understand their infrastructure and plans.

This task fulfills the beginning of the assessment of what providers offer in the community. This part of the provider assessment is early in the project flow for HR Green because it establishes a baseline that will be confirmed or challenged in subsequent tasks of the project.

Provider Relationships: As mentioned in the Engagement Plan and Stakeholder Meetings sections, building a relationship with the providers is important for their input, information they can provide and their role in final plans.

In meetings with them, we will discuss their coverage and gain as much information as they will provide. They can be guarded in the information that they share, so we cannot guarantee what they will provide, but in comparing Market Assessment information, survey data, permit records and discussions with them, we will work towards as full a picture as possible..

Stakeholder Discussions: In talking with organizations like schools, libraries, healthcare, businesses, etc. in stakeholder meetings, we will ask what broadband related infrastructure they might have available. We will document any infrastructure that could be used in broadband improvement and include it in any plans that might develop.

Pole Owners: Pole owners and pole conditions determine the availability of aerial broadband construction (if aerial is needed). Given the City’s desire for underground utilities, we anticipate exploring aerial construction only when necessary (if at all). HR Green will talk with pole owners to see their willingness to allow attachment and their assessment of make ready costs. As attractive as aerial might appear in lowering broadband improvement costs, there are factors that might make that impossible or cost prohibitive. We will work to make an assessment of those issues and gain whatever pole data can be shared.

Wireless: There are different technologies in wireless communications and different levels of assessment of those options. HR Green has deep project experience in all aspects of broadband including cellular, WiFi, fixed wireless, CBRS, etc. Typically, fixed wireless providers are included in the provider meetings.

We will do a high-level assessment of cellular coverage and existing tower sites. Deeper study is possible, and we will offer that as an alternative. HR Green has some of the best and nationally recognized people for these evaluations.

HR Green will also do an analysis of WiFi and CBRS alternatives. We are doing very similar analysis in several cities across the country.

CV Sync: It will be important to understand and catalogue the infrastructure related to CVAG. With our sub-consultant Advantec, we will have the best data possible. This is a significant connection that will significantly help with information and coordination.

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DELIVERABLES
XMarket Assessment report
XReport of technology options and their applicability to the City of Coachella XGIS layer of findings
XTechnical Memorandum of non-City owned broadband assets TASK 6: POLICY AND PERMIT PROCEDURE REVIEW AND RECOMMENDATIONS City policies and permitting procedures can often help or hinder broadband investment. HR Green will review the City’s policies and permit procedures related to broadband to see if they are typical and if they promote broadband expansion or could be problematic for private investment.

Communities can have different goals related to broadband expansion. Some communities want to attract broadband investment from private providers. Others have urban areas within which the Right of Way (ROW) is in jeopardy of being fully utilized. Some policies and procedures can be used to incentivize broadband investment to meet City goals. Others can be utilized to protect ROW segments that are running out of available space but can be done in ways that encourage private investment and collaboration for improving broadband where needed.

DELIVERABLES
XReport of findings of broadband related policies and permitting procedures and recommended changes TASK 7: GAP ANALYSIS
The information that details the needs will already be in place from the Market Analysis, Survey and Stakeholder meetings. With that information, HR Green will perform an analysis to determine where there are broadband concerns.

These gaps could be lack of adequate connectivity, redundancy, insufficient capacity, future needs that current infrastructure will not be adequate for, economic development concerns, etc. We will analyze the findings to point out connectivity issues. The results of this analysis will be shown in report and map form.

DELIVERABLES
XReport of findings of current and future connectivity concerns XGIS map depicting broadband concerns
XSWOT analysis
Below is one example of bringing together data sources to form one type of gap analysis.

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TASK 8: MID-POINT PRESENTATION TO CITY COUNCIL - VISION MEETING/WORK SESSION The data, gaps and gap analysis will tell a story. We have found it important to stop at this point and make sure community leadership see and understand the data and are clear on what gaps and concerns exist – we are also glad that you recognize that in your RFP also. We present this information in a work session (coordinated with City staff) and facilitate the development of broadband related goals as they flow from the real data and clear understanding of gaps.

These goals can consist of what broadband coverage the community leaders want residents, businesses and public sector entities to have; what forms of solutions they want to explore to fill gaps and address present and future concerns, the role they think the community should have in solutions, etc. These are important to understand as options for solutions are explored.

If City staff want to pursue a different approach or presentation of information, we are glad to do that.

DELIVERABLES
XPresentation for City Council (to be coordinated with staff) XOne work session to present data and develop goals
XNotes from City Council session (to be discussed with staff) Below is an example of one visioning tool:

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TASK 9: FEASIBILITY ANALYSIS - OPTIONS TO IMPROVE FIBER AND BROADBAND CONNECTIVITY (HIGH-LEVEL DESIGN)
“Feasibility” is a term that can have several meanings in broadband.

Typically, feasibility is a step that is taken if the City decides to build and own infrastructure. That would include the longer list of bullet points on Page 18 in your RFP. The thought process is that this level of feasibility is needed to help the City determine if building and owning will pay for itself and if it can be financed. To have that full picture, you have to know revenue, capital costs, operational costs, debt service, etc. Those will tell you if the project is sustainable and if financing institutions will provide the capital needed to build and own it.

This is one option to be considered and evaluated against the other options the City has. To be able to compare your options, we gather all of the information needed for the different possibilities you have. For example, in the survey, we ask questions about how likely a customer is to switch and how much they are paying. That data informs the revenue side of the City owned option.

The important thing to know is that you will probably not need to do a full feasibility on other options. If a provider offers an option that the City thinks is worth pursuing, then a higher-level cost/benefit analysis is all you would need.

Applying that understanding to the business models discussed on Page 18 of your RFP (which is a good picture of your options), a full feasibility would only be needed for dark fiber, possibly open access and the municipality-owned and controlled options. Status quo, policy change and P3 would likely only need a cost/benefit analysis.

Whatever options you choose to explore, with a clearer vision of the needs and opportunities for broadband in the City, HR Green will use GIS tools to develop a high-level design of potential options to improve those connectivity issues. We will provide a preliminary design of the options that make the most sense in the community.

The design for broadband expansion will be informed by community leadership and decisions that were made in the Vision phase of the project. At this point, we will provide industry level costing for the options to improve those connectivity concerns.

It is important to note that we can provide analysis on more options and can also provide a high-level desktop design for those options – these both just require more hours. If the community desires to see other options, HR Green’s tools can be utilized to explore other possibilities. Those could require additional scope and fee – we can discuss that if that is needed.

To be clear, the high-level design and costing are not constructable plans. They are full paths for broadband improvements but are not field verified or given final detail design (HR Green can provide those services in subsequent scope if needed).

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These high-level plans and high-level costs can be used explore options with different providers, evaluate if the City wants to further explore building your own dark fiber, ring or network (for open access or municipality owned and operated), etc.

If the City does decide to explore building infrastructure you will own in any of the possible options (dark fiber, middle mile, open access, a municipal ring or a municipal network), a full feasibility would probably be necessary.

HR Green’s feasibility includes all of the topics in your deliverables list on Page 18. To make the decisions of what to build, the leaders need a clear picture of anticipated revenue, capital costs, operating costs, debt service, etc. HR Green’s feasibility is a full analysis of whether a network should be financially sustainable. Our feasibility is based off of real-world experience of building and running networks.

HR Green does not have a pre-set result – the data and numbers speak for themselves. If a project is not feasible on its own, we report the real results. As part of the feasibility project, we can also determine what level of grant dollars (if any are needed and available) the project would need to help make it feasible (if the grant dollars can lead to that result).

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DELIVERABLES
XHigh level design and costing to meet community broadband improvement needs for the scenarios identified by the City XFull feasibility of up to two options (we are glad to perform feasibility for more options, we just needed a basis for calculating fees)
TASK 10: DRAFT FIBER AND BROADBAND MASTER PLAN
HR Green combines all of the deliverables from the tasks completed during this project to form the basis of the final master plan. This is a full document containing all of the data collected, gap analysis, options to improve broadband and other information developed during the course of the project.

This document will also include HR Green’s recommendations and actionable next steps. These are significant. HR Green provides real recommendations based on the data and the City’s goals that can lead to broadband improvements.

Additionally, our actionable next steps provide real and impactful steps the City can take to improve broadband challenges. The Master Plan will include the “road map” of recommendations and options for community.

Our Broadband Master Plan includes the bullet points on Pages 19 and 20 of your RFP, including the vision statement, infrastructure analysis, strategy and recommendations for initiatives and next steps, public access options and next steps, policy recommendations, financing options and overall implementation and action plan with specific steps over time.

For an example of a HR Green final broadband master plan, please follow this link: https://epc-assets.elpasoco.com/ wp-content/uploads/sites/2/El-Paso-County-Broadband-Strategy-Final-20190308.pdf.

DELIVERABLE
XCommunity Fiber and Broadband Master Plan
TASK 11: BROADBAND MASTER PLAN REVIEW, REFINEMENT, AND ADOPTION To finalize the draft Broadband Master Plan, as per your RFP, in collaboration with staff, HR Green will prepare agendas, record minutes and make revisions to the draft plan according to the meeting list:
▪ Agendas, minutes, revisions to plan
▪ Two meetings with City staff
▪ Three public presentations
▪ One City Council meeting/workshop
Based on the feedback from these meetings, HR Green will finalize the Broadband Master Plan.

Then, we will participate in up to two Council meetings to adopt the Broadband Master Plan (and any policies that the Council might put on the agenda).

DELIVERABLES
XAgendas for meetings
XNotes from meetings
XFinal Broadband Master Plan

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OPTIONAL TASK 13: EVALUATE OPPORTUNITIES FOR PUBLIC-PRIVATE PARTNERSHIPS With the data and information developed in the previous tasks, the City will have a decision to make: Do you pursue working with private providers to improve broadband or does the City build some or all of a network. There is a separate task for governance that can go into more detail on the spectrum of options between build vs collaborate, but this task works through the process of how to evaluate opportunities with private providers.

We will provide examples of the most common partnerships (including what is being done within State laws) and help you identify potential partners. HR Green is not a law firm, so we cannot provide legal advice, but we can provide general industry norms for how these arrangements can work.

Your community can play a central role in collaborating with and organizing the efforts of private providers to improve broadband. For example, the community controls the Right-of-Way ROW). The community also has several options with policy and permitting procedures through which you can help a provider get to market more quickly and possibly less expensively. And, you can support private providers in grant efforts.

Request for Expressions of Interest Development and Advising One mechanism to help coordinate the effort to organize options for private providers is through HR Green’s Request for Expressions of Interest (RFEI). Starting with the community’s goals and with the data collected in this process, HR Green will help the community through the formal RFEI process.

Basically, the goal in the RFEI is to let the providers know what the City hopes to achieve and asking them to propose how they can either solve those broadband issues or be part of a larger solution. The impacts of this process can be powerful. As the providers communicate and express their goals, a plan can be formed to achieve concrete solutions to broadband problems. HR Green will work with City staff to publish the RFEI, proactively reach out to vendors (building on the relationships developed in previous tasks) and advise staff through the RFEI process.

The timing of this task will be important. HR Green will work with staff to have the high-level design correspond with the RFEI. This will provide the City the opportunity to explore high-level design options and high-level costing based on the requests of the potential partners who express interest. Rather than having one option (as is the case in most broadband studies), HR Green’s process and tools provide the opportunity to evaluate the costs and benefits of the options the providers offer.

DELIVERABLES
XUp to 16 hours of meetings with Providers to explore interest in partnership models XReport of current partnership model and list of possible partners and interview findings XDevelop RFEI for private partners
XManage RFEI process (submission to potential partners, advising the City) OPTIONAL TASK 14: GOVERNANCE OPTIONS
As options to improve broadband are defined, the different possibilities could have differing governance models. It is important to understand the benefits and risks of different ways of arranging ownership and support for infrastructure investment. HR Green has expertise, tools and a process to walk community leadership through those options to be the best stewards of public money and balance control of outcomes for community stakeholders.

HR Green will provide information on and lead a work session about what the differing governance options are and what the impacts of those would be to the community.

DELIVERABLE
XWork session on business models and infrastructure governance.

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OPTIONAL TASK 15: DETAIL DESIGN
If a project is feasible and moves forward to detail design, HR Green has a nation leading design/engineering team. They can design both Outside Plant (OSP) and Inside Plan (ISP – network access equipment). Again, you will not need detail design unless the City decides to build infrastructure that you will own (for example a ring or a network).

OSP NETWORK DESIGN: The HR Green design team utilizes the high-level design to refine it to a mid-level design, then a final detail design. As a contiguous area is surveyed and posted, the actual fiber network is designed. The designer will optimize the network design by assessing the service points and all possible fiber routing options and existing infrastructures.

HR Green’s field personnel do field data collection to verify (or change) the routes determined in high-level design and collect all of the data on the final route that is needed for construction level designs. As the future service areas are established for a FTTH project, each fiber segment design, fiber assignment, and splice documents are completed. A comprehensive bill of materials (BOM) will then be generated for purposes of material requirements for construction of the network. This BOM will become part of a construction document set. HR Green’s detailed designs are used across the Country to build world class networks.

PERMITTING PROCESS: By submitting data in a format that is manageable in size and easily understandable, we have been able to quickly obtain permits and signoffs where others have struggled. Often times we will use the permitting agencies’ own data to support our case; and by providing detailed GIS maps of the project areas and potential impacts, we can focus on only potential problem areas not the entire route. If needed, HR Green also has staff augmentation personnel to help manage community permit volumes. If the City does decide to build a ring or network, permits will be necessary at least with the City and likely with other agencies.

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CONSTRUCTION DOCUMENTS: A CD set will be printed for each fiber service area under the oversight of a licensed professional engineer. Included: one printed set of documents and a set in PDF digital form for reproduction. On project closeout, we will transfer to the community all geodatabase files, map documents and other files in their original format.

DELIVERABLES
XConstruction grade specifications and drawings of the complete outside plant network XInside plant equipment design when needed
XPermit drawings
OPTIONAL TASK 16: CONSTRUCTION OVERSIGHT/CONSTRUCTION PHASE SERVICES Our in-house Construction Services team will work as an owner’s representative to provide a contractor selection process and that the construction meets the engineered specifications of the project. Field inspectors will act as a liaison between the contractor and design engineers to minimize impacts on the construction timeline. Services may include:
▪ Attend a project kick-off meeting and facilitate regular project status conference calls with the Contractor. ▪ Review and approve Contractor’s project timelines for engineering and construction. ▪ Review of contractor construction management and safety plans. ▪ Develop quality assurance inspection checklists to facilitate construction oversight. ▪ Perform on-site inspection during construction for safety and workmanship. ▪ Perform on-site post-construction inspection for compliance with the approved designs and workmanship, to include a detailed review of accuracy and completeness for a sampling of as-built documentation provided by the Contractor.

This may include verifying pole attachment clearances; confirming slack loop cable lengths; verifying proper bonding/ grounding; and verifying location of outside plant assets (splice enclosures, slack loops, handholes, etc.) using precision GPS receivers.
▪ Review Contractor construction invoices for consistency with design and observed construction progress. ▪ Review all Contractor-provided fiber optic performance test data, and perform independent testing (OTDR and power meter) for a suitable sampling to validate Contractor-provided test data. ▪ Prepare a comprehensive report documenting the results of our test data review, independent testing, and post-construction inspection to provide verification that the network, as installed, is suitable for your purposes and conforms to the approved final design.

DELIVERABLES
XMeeting agenda and minutes
XInspection reports
XCorrespondence
XPhotography and video logs
XRequests for Information and Clarification
XComprehensive report of construction phase activities

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Project Schedule

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Project Schedule
The duration of this schedule is mainly dependent on the scope of the City-owned asset inventory (as is the budget). If we can streamline the asset inventory, then this schedule should be able to be significantly reduced. This could easily be a six month project, but we wanted to reflect the amount of time it could take.

ID Task Number and Name Duration Start Finish
1 12 - Project Management & Meetings (Including
Kickoff)
9 mons Tue 4/2/24 Mon
12/9/24
2 1 - Kickoff Meeting 1 day Mon 4/1/24 Mon 4/1/24
3 2 - First Presentation to City Council 1 day Mon 4/22/24Mon 4/22/24 4 3 - Current and Future Needs Assessment 75 days Tue 4/2/24 Mon 7/15/24 5 3A - Engagement Plan 18 days Tue 4/2/24 Thu 4/25/24
6 3B - Survey 60 days Tue 4/23/24 Mon 7/15/24
7 3C - Stakeholder Meetings 60 days Tue 4/23/24 Mon 7/15/24 8 3D - Digital Equity 60 days Tue 4/23/24 Mon 7/15/24
9 4 - Inventory/Assessment of City Owned Assets 90 days Tue 4/23/24 Mon 8/26/24 10 5 - Assessment of Privately Owned Assets 90 days Tue 4/2/24 Mon 8/5/24 11 6 - Policy/Permit Process Review 14 days Tue 4/23/24 Fri 5/10/24 12 7 - Gap Analysis 30 days Tue 8/27/24 Mon 10/7/24
13 8 - Mid-Point Presentation to Council 1 day Tue 10/8/24 Tue 10/8/24 14 9 - Feasibility - HLD 21 days Wed 10/9/24Wed 11/6/24 15 10 - Draft Master Plan 14 days Thu 11/7/24 Tue 11/26/24 16 Presentation to City Council 1 day Wed 11/27/24Wed 11/27/24 17 11 - Master Plan Refinement and Adoption 14 days Thu 11/28/24Tue 12/17/24 18 OPTIONAL 13 - Partnership Identification and
Discussions
19 OPTIONAL 14 - Governance Options
20 OPTIONAL 15 - Detail Design
21 OPTONAL 16 - Construction Oversight
22 Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Jan
1st Quarter 2nd Quarter 3rd Quarter 4th Quarter 1st Quarter Task
Split
Milestone
Summary
Project Summary
Inactive Task
Inactive Milestone
Inactive Summary
Manual Task
Duration-only
Manual Summary Rollup
Manual Summary
Start-only
Finish-only
External Tasks
External Milestone
Deadline
Progress
Manual Progress
City of Coachella
Broadband Master Plan

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Fee Information

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Fee Information
RFP Scope Number / Task Cost
12 Project Management & Meetings (Including Kickoff) $20,400 1 Kickoff Meeting $1,840
2 First Presentation to City Council $5,050
3 Current and Future Needs Assessment
3A Engagement Plan $4,260
3B Survey $11,500
3C Stakeholder Meetings $10,200
3D Digital Equity $10,320
4 Inventory/Assessment of City Owned Assets $48,450
5 Assessment of Privately Owned Assets $11,160
6 Policy/Permit Process Review $7,960
7 Gap Analysis $12,500
8 Mid-Point Presentation to City Council $5,850
9 Feasibility - High Level Design $21,420
10 Draft Master Plan $12,300
11 Master Plan Refinement and Adoption $11,740
TOTAL In-Scope Tasks $194,950
RFP Scope Number / Task Cost
13 Partnership Identification and Discussions $12,500
14 Governance Options $7,240
15 Detail Design TBD
16 Construction Oversight TBD
Optional Tasks
In-Scope Tasks
HR Green’s pricing shall remain firm for one hundred twenty (120) days following the closing date for the receipt of proposals.

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The fees for this project have some important assumptions to consider. The way these assumptions are decided will have significant impacts on the budgets. Our hope would be to work together to save dollars in some categories to either be saved by the City or to be used in other ways to improve broadband in Coachella.

Assumptions:
▪ Travel is built into tasks 2, 8 and 11 at $2,500 per trip. We propose two people who will travel from out of state and two who will be local. One of the HR Green team will be bilingual. ▪ The survey includes translation for Spanish of promotional materials but does not include printing of surveys or promotional materials. Without knowing what needs to be printed, there is no way to quote those numbers. The City may prefer to print outreach materials or HR Green can develop a budget once outreach efforts and needs are better defined. ▪ Stakeholder meetings and digital equity meetings are planned to be virtual, but local HR Green staff can be available with 48 hours’ notice. This budget is based on six stakeholder meetings (usually stakeholders grouped together). ▪ The largest budget item is inventory of City owned assets. This is a challenging budget to define - we based our number on 120 hours. This is a task in which dollars could be saved. The factors that will go into how the costs work on this task will be:
▪ The data Advantec has.
▪ The data we have from other projects.
▪ The number of facilities to be inspected.
▪ The level of inspection.
▪ The number of trips needed by inspectors.
▪ The data the City has.
▪ The level of documentation/digitization required.

Very early in the project, it will be important to clarify each of these factors to verify they fit into 120 hours. It is possible that budget dollars can be saved in this task – that will depend on how the factors are defined. We propose a process of working together to define what data is available and what level of inspection will be needed – all with an eye to meeting or reducing the budget.
▪ Privately owned assets can be a challenge to collect. We start with provider relationships to help them understand what we are working on to see if they can provide information in a way that is acceptable to them and yet provides what we need. Sometimes NDAs can help (which we often sign) and a discussion of the level of information we need (which is not their competitive information) can help them provide what they can. Some providers do not give any data. Also, with our Market Assessment, other maps and survey data, we can often piece together data that providers might not offer (if needed).
▪ In our fees, we also want to point out that not all of the feasibility budget might be needed. For example, if the City does not choose to build a network for external use, you should not need a full feasibility. The difference between a cost/benefit analysis and a full feasibility that justifies funding is significant in costs and time. ▪ We also included some Optional Tasks that might be needed. For example, if you choose to work with providers instead of building a network that provides services to citizens and businesses, you very likely will not need a full feasibility, but you might need a partnership identification and discussions framework to help guide the provider selection/coordination process. A task for governance options can be included in that to work through what the ramifications of ownership models and investment mean and the impacts they can have. In that scenario, you would save a significant amount of the Feasibility budget and might need a Partnership task and Governance task – spending less in total. Detail design is only needed if you decide to build a revenue generating network and it is shown to be feasible. Then, if you decide to move forward, the next step would be detail design, but the cost for it would be rolled into the network building costs.

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Coachella City CouncilMarch 27, 2024

Coachella City Council
March 27, 2024