Coachella City Council
June 10, 2026

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

CITY COUNCIL CLOSED SESSION AND

REGULAR MEETING

OF THE CITY OF COACHELLA

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
June 10, 2026
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, or via Zoom. o In Person:

Anyone wishing to speak in person during the public comment period or on a particular item is required to fill out a Request to Speak Form. In order to be recognized, a Request to Speak Form must be turned in to the City Clerk prior to the start of the public comment period or before the agenda item is taken up by Council on which you wish to provide a comment.
o In Real Time via Zoom:

If participating in real time via Zoom, during the public comment period, participants must be visible on camera and use the “raise hand” function on Zoom.
o In Writing via Email:

If providing a written comment by email, you may submit your public comment to the City Council by emailing [email protected]. To comment by email, submit your comments no later than 12 p.m. on the day of the meeting by emailing your name, agenda item (if applicable), and your comment. Any correspondence received by the deadline will be forwarded to the City Council for consideration before action is taken on the matter, during the meeting and upon request one (1) hard copy of the written

Agenda City Council Closed Session and Regular Meeting June 10, 2026

public comments will be available for the public’s view, and written comments will be retained for the official records. Written comments will not be read aloud at City Council meetings.  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.

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. CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION Significant Exposure to Litigation Pursuant to Government Code Section 54956.9(d)(2) One (1) or More Potential Cases

2. CONFERENCE WITH LEGAL COUNSEL – INITIATION OF LITIGATION Initiation of Litigation Pursuant to Government Code Section 54956.9(d)(4) Two (2) or More Potential Cases
RECONVENE REGULAR MEETING: - 6:00 P.M.

PLEDGE OF ALLEGIANCE:

CLOSED SESSION ANNOUNCEMENTS:

CITY COUNCIL CONFLICT OF INTEREST DISCLOSURE:

PUBLIC COMMENTS (NON-AGENDA ITEMS) (LIMITED TO A MAXIMUM OF 30 MINUTES. IF ADDITIONAL TIME IS REQUIRED FOR PUBLIC COMMENTS, THEY WILL BE HEARD AFTER PUBLIC HEARING CALENDAR):

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.

PROCLAMATIONS/PRESENTATIONS:

3. Introduce the New Fire Chief, Robert Fisher
WRITTEN COMMUNICATIONS:

Agenda City Council Closed Session and Regular Meeting June 10, 2026

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

4. Regular City Council Meeting Minutes of May 27, 2026, 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

5. Voucher Listing- EFT's/Utility Billing Refunds/FY 2025-26 Expenditures as of June 10, 2026, $5,598,689.45

6. Annual Investment Policy Update – Fiscal Year 2026-27

7. Resolution No. 2026-36 A Resolution of the City of Coachella Authorizing the County of Riverside to Provide Specified Services to the City of Coachella and Agreeing to Hear Future Resolutions of Necessity for the Jackson Street and Avenue 50 Intersection Improvements Project

8. Adopt Resolution No. 2026-28 Authorizing the Establishment of an Annual Special Tax for City of Coachella Community Facilities District No. 2005-01 (Law Enforcement, Fire and Paramedic Services) and Annexation Areas Thereto for Fiscal Year 2026/2027

9. Receive and File Fiscal Year 2024-25 “Clean” Single Audit Report with No Findings NEW BUSINESS CALENDAR (LEGISLATIVE AND ADMINISTRATIVE):

10. Design/Build Contract with Bergman Construction in the amount of $4,896,981 plus $816,188 for contingency for the Design and Construction of the Bagdouma Wellness Center Project, City Project No.

F-37.

11. Consideration to Fill the Planning Commission Alternate Vacancy

12. Discussion whether to Issue a Request for Qualifications for City Attorney Legal Services

13. Request for City Council feedback and Direction regarding City Anniversary Campaigns

14. Request for City Council feedback and Direction Regarding a Drafted Social Media Policy

15. Public Hearing and Reporting on Vacancies, Recruitment and Retention Efforts

16. Review of City Manager Purchasing Authority – Proposed Ordinance Amendment

17. Second Fiscal Year 2026-27 Annual Budget Study Session PUBLIC HEARING CALENDAR (QUASI-JUDICIAL):

18. A Public Hearing to Consider Resolution No. 2026-29: Request for conditional approval of Entertainment Permit No. 26-02 to allow limited entertainment events in a 1,625 square foot commercial tenant space for

Agenda City Council Closed Session and Regular Meeting June 10, 2026

the Clamatosdel43 Sport Bar located at 49915 Cesar Chavez Street (APN 603-281-044); and determining that the proposed project is categorically exempt from California Environmental Quality Act (CEQA) review pursuant to State CEQA Guidelines Section 15301 (Existing Facilities). Applicant: Salvador Islas

19. Public Hearing and Adoption of the 2025 Coachella Valley Regional Urban Water Management Plan, 2025 Water Shortage Contingency Plan, and Resolution No. WA-2026-02

20. A Public Hearing to Consider Resolution No. 2026-34 of the City Council of the City of Coachella for the Recommendation of Conditional Approval of Tentative Tract Map No. 38943 for Condominium Purposes to Allow the Sale of Individual Storage Units for the Coachella Vault Project Located on an Approximately 11-Acre Parcel at APN: 603-290-005. Applicant: Steve Myers, Coachella Vault LLC REPORTS AND REQUESTS:

Council Discussion on Future Agenda Items
Council Comments/Report of Miscellaneous Committees.

Department Director Reports
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.

Americans with Disabilities Act: The meetings are accessible to persons with disabilities. If you are an individual with a disability and need a reasonable modification or accommodation pursuant to the Americans with Disabilities Act (“ADA”) please contact the office of the City Clerk at 760-398-3502 extension 102 or via email [email protected]. Notification 24 hours prior to the meeting will help the City make reasonable arrangements.

Closed Caption And Translation: Closed Caption and Translation are accessible through City website livestream and Zoom Webinar audio-visual platform and accessible in real-time to all teleconference attendees. Members of the public must activate the “Show Captions” feature on their device for closed caption; and may use the “Options Arrow” to select from the list of available languages for translation.

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

MINUTES

CITY COUNCIL CLOSED SESSION AND

REGULAR MEETING

OF THE CITY OF COACHELLA

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
May 27, 2026
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, or via Zoom. o In Person:

Anyone wishing to speak in person during the public comment period or on a particular item is required to fill out a Request to Speak Form. In order to be recognized, a Request to Speak Form must be turned in to the City Clerk prior to the start of the public comment period or before the agenda item is taken up by Council on which you wish to provide a comment.
o In Real Time via Zoom:

If participating in real time via Zoom, during the public comment period, participants must be visible on camera and use the “raise hand” function on Zoom.
o In Writing via Email:

If providing a written comment by email, you may submit your public comment to the City Council by emailing [email protected]. To comment by email, submit your comments no later than 12 p.m. on the day of the meeting by emailing your name, agenda item (if applicable), and your comment. Any correspondence received by the deadline will be forwarded to the City Council for consideration before action is taken on the matter, during the meeting and upon request one (1) hard copy of the written

Item 4.

Minutes City Council Closed Session and Regular Meeting May 27, 2026

public comments will be available for the public’s view, and written comments will be retained for the official records. Written comments will not be read aloud at City Council meetings.  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.

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

Mayor Dr. Figueroa called the City Council Closed Session and Regular Meeting of the City of Coachella to order at 5:00 p.m.

ROLL CALL:

Present: Councilmember Perez, Councilmember Delgado, Councilmember Virgen, and Mayor Dr.

Figueroa
City Clerk
Absent Treasurer
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” Motion: To approve the agenda with the modification to move items #5 and #6 before Public Comments for Non-Agenda Items
Made by: Mayor Dr. Figueroa
Seconded by: Councilmember Perez
Approved: 4-0
AYES: Councilmember Perez, Councilmember Delgado, Councilmember Virgen and Mayor Dr.

Figueroa
NOES: None
ABSTAIN: None
ABSENT: None
PUBLIC COMMENTS (CLOSED SESSION ITEMS):

1. James Rodriguez

2. Francisco S. Molina

Item 4.

Minutes City Council Closed Session and Regular Meeting May 27, 2026

ADJOURN TO CLOSED SESSION:

1. CONFERENCE WITH LEGAL COUNSEL - ANTICIPATED LITIGATION Significant Exposure to Litigation Pursuant to Government Code Section 54956.9(d)(2) One (1) or More Potential Cases

2. PUBLIC EMPLOYEE APPOINTMENT (Government Code Section 54957(b)(1)) Title: City Manager

3. PUBLIC EMPLOYEE APPOINTMENT (Government Code Section 54957(b)(1)) Title: Interim City Manager

4. CONFERENCE WITH LEGAL COUNSEL – INITIATION OF LITIGATION Initiation of Litigation Pursuant to Government Code Section 54956.9(d)(4) Two (2) or More Potential Cases
RECONVENE REGULAR MEETING: - 6:00 P.M.

The City Council reconvened into open session at 6:02 p.m.

PLEDGE OF ALLEGIANCE:

Luz Gallegos led the Pledge of Allegiance.

CLOSED SESSION ANNOUNCEMENTS:

The City Attorney reported that pursuant to item #3, by unanimous vote, the City Council is appointing Lincoln Bogard to serve as the Interim City Manager effective this Friday, 5/29/2026, running until the appointment of a permanent City Manager.

CITY COUNCIL CONFLICT OF INTEREST DISCLOSURE:

None
Motion: To amend the agenda by moving item #18 up after items #5 & #6 and Item #19 moved before Item #21
Made by: Councilmember Perez
Seconded by: Councilmember Virgen
Approved: 4-0
AYES: Councilmember Perez, Councilmember Delgado, Councilmember Virgen and Mayor Dr.

Figueroa
NOES: None
ABSTAIN: None
ABSENT: None

Item 4.

Minutes City Council Closed Session and Regular Meeting May 27, 2026

Items #5 and #6 were moved up before Public Comments.

5. Presentation of Proclamation to Coachella Valley Youth Leadership

6. Presentation of Proclamations to Coachella Valley High School and Top 11 Coachella Valley High School Students - Ariadna Gonzalez Arias, Jacob Gonzalez, Jesus Gonzalez, Jovanny Lopez-Ramirez, Matthew Sanchez, Mayte Cervantes-Gonzalez, Miliani Rodriguez, Obduliua Ortega Rodriguez, Prisila Navarro, Xmelia Pasillas, Yareli Ortiz-Arenas
Item #18 moved up after item #5 & #6

18. Discussion on Municipal Utility Development Agreement with Stronghold Power Systems, Inc.

1. Consuelo Marquez

2. Katie Arias

3. Tyler Peterson

4. Loretta Perez

5. Ingnacio Emmanuel Partida

6. Stephanie Ambriz

7. Ruth Waytz

8. Francisco "Frankie" Molina

9. Allyson Jeffredo

10. Alec Sandoval

11. Adrianna Suarez

12. Joseph Huesca

13. Jesus Ahkin Gonzalez

14. Ashley Moody

15. Rene Rivera

16. Alex Palms

17. Stephany Lopez

18. Roman Lopez

19. Carol Listenberger

20. Jose Manuel Aredondo

21. Denise Muller

22. Lorraine

23. Renee Reubens

24. Barbara Boyer-Hoffmann

25. Diana Reza

26. Isabella Reed

27. Richard Diaz
Councilmember Virgen stepped away at 8:00 p.m. and returned at 8:06 p.m.

28. Matthew Williams

29. Luz Gallegos

30. David Witzke

31. Mireya Gonzalez

32. Ash B

Item 4.

Minutes City Council Closed Session and Regular Meeting May 27, 2026

33. Tomas Olivia

34. Precious Hurst

35. Ray Anzaldua

36. Isabel Helena Rodriguez

37. Scott Bailey (in favor)

38. Claudia Lua Alvarado

39. Kim Draper (in favor)
Council took a recess at 8:39 p.m. and returned at 9:17 p.m.

40. Jordan Herrington

41. Juan M Martinez
Mayor Dr. Figueroa stepped away at 9:23 p.m. and returned at 9:23 p.m.

42. Elizabeth Humphreys
Council took a recess at 9:27 p.m. and returned at 9:34 p.m.

43. James Rodriguez

44. Leah Douglas

45. America Noriega

46. Tabitha Davies

47. Claudia Gomez

48. Ivette Zamora

49. Ana Carrillo

50. Krystal Otworth

51. Cyrine Kebhaj w/Awab Benhamadi

52. Humberto Ruiz

53. Ana Duitruk

54. Madison Martin **Harper

55. Veronica Juarez

56. Beverly Garcia

57. Migdalia Sanchez

58. Crystal Torres-Munoz

59. JoAnne Lamas

60. Steven Joseph Hernandez

61. Marisol Gomez

62. Marlene Cortez

63. Tanya Solis

64. Josue Ceja

65. Melody Gonzalez
Councilmember Virgen stepped away at 10:42 p.m. and returned at 10:47 p.m.

66. Gloria Ornales

67. Miryam Perez (Zoom)

68. Crystal Mojica (Zoom)

Item 4.

Minutes City Council Closed Session and Regular Meeting May 27, 2026

69. Gabriel Perez (Zoom)

70. Nubia Aguirre (Zoom)

71. Gernie Rios (Zoom)

72. Luis Garcia (Zoom)
PUBLIC COMMENTS (NON-AGENDA ITEMS) (LIMITED TO A MAXIMUM OF 30 MINUTES. IF ADDITIONAL TIME IS REQUIRED FOR PUBLIC COMMENTS, THEY WILL BE HEARD AFTER ITEM NO. 15. PUBLIC HEARING CALENDAR):

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.

1. Loretta Perez

2. Francisco "Frankie" Molina

3. James Rodriguez

4. Ash B

5. Stephanie Ambriz

6. Precious Hurst

7. JoAnne Lamas

8. Jose Manuel Aredondo

9. Michael Sigman (Zoom)
PROCLAMATIONS/PRESENTATIONS:

5. Presentation of Proclamation to Coachella Valley Youth Leadership

6. Presentation of Proclamations to Coachella Valley High School and Top 11 Coachella Valley High School Students - Ariadna Gonzalez Arias, Jacob Gonzalez, Jesus Gonzalez, Jovanny Lopez-Ramirez, Matthew Sanchez, Mayte Cervantes-Gonzalez, Miliani Rodriguez, Obduliua Ortega Rodriguez, Prisila Navarro, Xmelia Pasillas, Yareli Ortiz-Arenas
Items #5 and #6 were moved up before Public Comments.

WRITTEN COMMUNICATIONS:

1. Alexandra Echenberg

2. Nora Sanchez

3. Gina Cariaga

4. Mark Frohman

5. Mia Victora

6. L Plebe

7. Alexandra G. Imperato

8. Aidan Koch

9. Sara Liebowitz

10. Caryn Cook

11. Evellyn Deleon

12. Maria Juncal Ortega

Item 4.

Minutes City Council Closed Session and Regular Meeting May 27, 2026

13. Javier Ruiz

14. Stephanie Martinez

15. Rebecca Rivas

16. Yvonne Carrillo

17. Francisco Galindo

18. Lucero Leyva

19. Cass Rusch

20. Lizett Torres

21. Ken Ball

22. Laura Juarez

23. Karena Heredia

24. Odalys Beltran

25. Loretta Perez

26. Gabriella Gilbert

27. Rita L. Pescador

28. Paula Wilhelmsson Vorwald

29. Paula Wilhelmsson Vorwald

30. Cristina Rivas

31. Rene De Leon

32. Salvador Cardenas

33. Kelly Schultz

34. Linda Shubin

35. Lucia Mendoza

36. Gail Douglass

37. Toni Ringlein

38. Jessica Parker

39. Gale West

40. Linda Joy Salas (solar/wind farms)

41. Isabel Rodríguez

42. Rubyd Olvera

43. Juliana Ross

44. Monzerrat Loza

45. Genesis A

46. Mindy Lee Ramos

47. Rene Galindo

48. Rhea Hoffman

49. Edna Contreras

50. Edith Cebreros

51. Alma Bautista

52. Ayleen Ortiz

53. Rachel Sheedy

54. Nancy Rosas

55. Richie DeMaria

56. Jessica Graybill

57. Patrick Dale

58. Sierra Alvarez

59. Carmen Joseph

Item 4.

Minutes City Council Closed Session and Regular Meeting May 27, 2026

60. Elyse Smith

61. Camilla Iribe

62. Judy Bucy

63. Vanessa Rodriguez

64. Jonathan Rodriguez

65. Cheryl Houser

66. Lupita DeLaCruz

67. Yolanda Moreno Avila

68. Francisco Carrillo

69. Katerina Danielle Perez

70. Ana Leon

71. Claudia Hernandez

72. Viviana Piccirilli

73. Selena Flores

74. Araceli Ibarra

75. Lidia Cortes

76. Amaiah Fierro

77. Samanta Meza

78. Kayla Smith

79. Gonzalo Rosa

80. Jamilet Felix-Cardenas

81. Linda Ponce

82. Alex Rubalcava

83. Abraham Felix

84. Baltazar Aguirre, Jr.

85. Juanita Gibbs

86. Adrianna Rivera

87. Shahrad Mobasseri

88. Janos K

89. A Kiouno

90. Kaylee De Anda

91. Toni Riinglein

92. Ruth Garcia

93. Sesha Cooper

94. Celeste Villanueva

95. Katyhuska Johnson

96. Cynthya De Anda

97. Sophia Vellios

98. Onofre De Anda

99. Al Partida
100.Jacquelin Cruz Ramirez (smoke free zones)
101.Jacquelin Cruz Ramirez (data center)
102.Alex Perez
103.Darin Pepper
104.Hannah R.
105.Katie Arias
106.Santiago Lopez Villano

Item 4.

Minutes City Council Closed Session and Regular Meeting May 27, 2026

107.Magdalena Zepeda-SeLegue
108.Celeste Villanueva
109.Priscilla M. Rodriguez
110. Diana Reza
111.JoAnne Lamas
112.Brenda Ortiz
113.Jonathan Becerra
114.Martin Castro
115.Emile Lee
116. Laura Fannon
117.Vanessa Marribel Ramirez
118.Anayency de Anda
119.Jose Reyes
120.Thomas Johnson
121.Ashley Hernandez
122.Fabiola Rivera
123.Jessica Dominguez
124.Vanessa Vidal
125.Enrique Cortez
126.Denise Lopez
127.Consuelo Marquez
128.Betsy Back
129.Keith Norris
130.Ulises Ramirez
131.Clementina Barragán
132.Karina Villalpando
133.Emerson Steen
134.Reyes Rivera
135.Debrra Ann Mumm
136.Krystal Godinez
137.Mariana Lopez-Encinas
138.Marina Beltran
139.Diane Morales
140.Luis Molina
141.Enrique Valencia
142.Vanessa Becerra
CONSENT CALENDAR:
(It is recommended that Consent Items be acted upon simultaneously unless separate discussion and/or action is requested by a Council Member.)

7. Regular City Council Meeting Minutes of May 13, 2026, 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

Item 4.

Minutes City Council Closed Session and Regular Meeting May 27, 2026

8. Voucher Listing- EFT's/Utility Billing Refunds/FY 2025-26 Expenditures as of May 27, 2026, $707,201.38.

9. Receipts, Disbursements, and Net Cash Flows

10. Investment Report April 30, 2026

11. Resolution No. 2026-30 Initiating Proceedings for the Levy and Collection of Assessments for Landscaping and Lighting District Maintenance District No. 1 through 40, Fiscal Year 2026/2027

12. Resolution 2026-32 Setting a Public Hearing date for Municipal Solid Waste Rates for Fiscal Year 2026/27 and placing these rates on the property tax roll for Fiscal Year 2026/27.

13. Professional Service Agreement with Heptagon Seven to develop final Plans, Specifications and Engineer’s Estimates for the Phase 22 FY 26/27 Street Improvements Project, City Project ST-135

14. Amendment No. 7 to the Coachella Valley Association of Governments (CVAG) Memorandum of Understanding for AB 2766 CVAG Member Jurisdictions.

Motion: To approve the Consent Calendar
Made by: Councilmember Perez
Seconded by: Mayor Dr. Figueroa
Approved: 4-0
AYES: Councilmember Perez, Councilmember Delgado, Councilmember Virgen and Mayor Dr.

Figueroa
NOES: None
ABSTAIN: None
ABSENT: None
NEW BUSINESS CALENDAR (LEGISLATIVE AND ADMINISTRATIVE):

15. Appointment of the City Manager
Public Comments:

1. Francisco "Frankie" Molina

2. James Rodriguez
Motion: To approve the appointment of the City Manager
Made by: Councilmember Perez
Seconded by: Councilmember Delgado
Approved: 4-0

Item 4.

Minutes City Council Closed Session and Regular Meeting May 27, 2026

AYES: Councilmember Perez, Councilmember Delgado, Councilmember Virgen and Mayor Dr.

Figueroa
NOES: None
ABSTAIN: None
ABSENT: None

16. Consideration of Filling Council Vacancy
Public Comments:

1. James Rodriguez
Council gave direction for the interviews to take place in the Coachella Library, with options of dates for a Special Meeting on 5/30/2026 at 10:00 a.m., 6/4/2026 in the evening, or 6/5/2026 in the evening.

17. Third-Party Legal Review of Municipal Utility Development Agreement with Stronghold Power Systems, Inc.

Public Comments:

1. Loretta Perez

2. Stephanie Ambriz

3. Francisco "Frankie" Molina

4. James Rodriguez

5. Krystal Otworth

6. Ash B
Councilmember Virgen stepped away at 12:39 a.m. and returned at 12:39 a.m.

Motion: To approve Third-Party Legal Review of Municipal Utility Development Agreement with Stronghold Power Systems, Inc.

Made by: Mayor Dr. Figueroa
Seconded by: Councilmember Delgado
Approved: 4-0
AYES: Councilmember Perez, Councilmember Delgado, Councilmember Virgen and Mayor Dr.

Figueroa
NOES: None
ABSTAIN: None
ABSENT: None

18. Discussion on Municipal Utility Development Agreement with Stronghold Power Systems, Inc.

Item #18 moved up after item #5 & #6

Item 4.

Minutes City Council Closed Session and Regular Meeting May 27, 2026

19. Second Fiscal Year 2026-27 Annual Budget Study Session The Council directed staff to continue Items #19 - #22 to the next Council meeting.

20. Greater Coachella Valley Chamber of Commerce Informational Update

21. Request for City Council feedback and direction regarding a draft ordinance adding Chapter 8.65 (“SmokeFree Areas”) to Title VIII of the Coachella Municipal Code to establish smoke-free areas intended to protect public health and the environment.

Motion: To continue Items #19 - #22 to the next Council meeting.

Made by: Mayor Dr. Figueroa
Seconded by: Councilmember Virgen
Approved: 4-0
AYES: Councilmember Perez, Councilmember Delgado, Councilmember Virgen and Mayor Dr.

Figueroa
NOES: None
ABSTAIN: None
ABSENT: None
PUBLIC HEARING CALENDAR (QUASI-JUDICIAL):

22. A Public Hearing to Consider Resolution No. 2026-29: Request for conditional approval of Entertainment Permit No. 26-02 to allow limited entertainment events in a 1,625 square foot commercial tenant space for the Clamatosdel43 Sport Bar located at 49915 Cesar Chavez Street (APN 603-281-044); and determining that the proposed project is categorically exempt from California Environmental Quality Act (CEQA) review pursuant to State CEQA Guidelines Section 15301 (Existing Facilities). Applicant: Salvador Islas Item #22 continued to the next Council meeting.

REPORTS AND REQUESTS:

Council Discussion on Future Agenda Items
Council Comments/Report of Miscellaneous Committees.

Department Director Reports
City Manager’s Comments.

Item 4.

Minutes City Council Closed Session and Regular Meeting May 27, 2026

ADJOURNMENT:

Mayor Dr. Figueroa adjourned the meeting at 1:19 a.m.
____________________________________
Angela Zepeda
City Clerk

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Item 5.

STAFF REPORT
6/10/2026
TO: Honorable Mayor and City Council Members
FROM: Lincoln Bogard, Interim City Manager
PREPARED BY: Lincoln Bogard, Finance Director
SUBJECT: Annual Investment Policy Update – Fiscal Year 2026-27 STAFF RECOMMENDATION:

That the City Council adopt Resolution No. 2026-35 approving and adopting the City of Coachella Statement of Investment Policy for Fiscal Year 2026-27, and delegating investment authority to the City Treasurer pursuant to California Government Code Section 53607.

EXECUTIVE SUMMARY:

California Government Code Section 53607 requires the City Council to annually delegate investment authority to the City Treasurer for a one-year period, and Government Code Section 53646 encourages local agencies to adopt an annual Statement of Investment Policy. The Finance Department has reviewed the City’s current Investment Policy and is recommending revisions for Fiscal Year 2026-27 that align the policy with current State law and improve operational efficiency. The proposed changes include: (1) updating the LAIF investment limit to defer to current LAIF-established guidelines in lieu of a fixed $75 million cap; (2) extending the maximum maturity for commercial paper investments from 270 to 397 days; (3) removing the 40% per-issuer limit for Federal Agency securities; (4) updating the County Pool investment limit to defer to the County’s permitted amount; (5) changing the investment reporting frequency from monthly to quarterly, with reports due within 45 days of quarter close; and (6) formally designating the Finance Director as the City Treasurer’s Authorized Designee for day-to-day investment operations, reflecting that the City Treasurer is an elected official who does not participate in the City’s daily investment activities.

BACKGROUND:

California Government Code Section 53607 authorizes the City Council to delegate the authority to invest and reinvest City funds to the City Treasurer for a one-year period. Government Code Section 53646 encourages the legislative body of a local agency to annually adopt a Statement of Investment Policy consistent with applicable California law governing the investment of public funds.

Item 6.

The City of Coachella has historically adopted an annual Statement of Investment Policy to govern the prudent investment of idle City funds. The policy establishes authorized investment types, diversification limits, maturity constraints, safekeeping requirements, and reporting obligations.

The current policy was adopted by the City Council on June 11, 2025, for Fiscal Year 2025-26.

DISCUSSION/ANALYSIS:

The Finance Department has reviewed the current Investment Policy and is proposing the following revisions for Fiscal Year 2026-27. A redlined version of the full policy showing all proposed changes is attached for the City Council’s reference.

1. LAIF Investment Limit (Sections 8.0 and 12.0). The current policy caps investment in the State Treasurer’s Local Agency Investment Fund (LAIF) at $75 million. The proposed revision removes this fixed dollar cap and instead defers to the maximum investment amount as established and permitted by LAIF under current State Treasurer guidelines.

This change ensures the City’s policy remains current with any future adjustments made by the State Treasurer’s Office without requiring a separate policy amendment.

2. Commercial Paper Maximum Maturity (Sections 8.0 and 12.0). The current policy limits commercial paper maturities to a maximum of 270 days. The proposed revision extends this limit to 397 days, consistent with California Government Code Section 53601(h), which permits local agency investments in commercial paper with maturities up to 397 days. This change provides the City with additional flexibility to pursue potentially higher yields on longer-duration commercial paper while remaining within statutory limits.

3. Federal Agency Per-Issuer Limit (Section 12.0). The diversification table has been updated to remove the 40% per-issuer concentration limit for Federal Agency securities.

There is no such per-issuer restriction in Government Code Section 53601, and its removal aligns the policy with statutory authority. The general 5% per-issuer limit applicable across all other investment types continues to apply.

4. County Pool Investment Limit (Section 12.0). The current policy specifies a maximum of $10 million in the Riverside County Pooled Investment Fund. The proposed revision removes this fixed cap and defers to the investment amount permitted by the County. This provides the City with greater flexibility and eliminates the need to amend the policy if the City wishes to invest amounts above the prior limit.

5. Investment Reporting Frequency (Section 17.0). The current policy requires the City Treasurer to prepare and deliver a monthly investment report to the Mayor and City Council no later than 30 days after the close of each month. The proposed revision changes the reporting requirement to quarterly, with reports due no later than 45 days after the close of each fiscal quarter. Government Code Section 53646 does not mandate monthly reporting; a quarterly cadence reduces administrative burden while continuing to provide the City Council with regular, meaningful oversight of the City’s investment portfolio.

6. Designation of Finance Director as Authorized Designee (Section 5.0). The City Treasurer is an elected official who does not participate in the City’s day-to-day investment operations. To ensure clear operational authority, the proposed revision formally designates the Finance Director as the City Treasurer’s Authorized Designee for purposes of this Investment Policy. The Finance Director is thereby authorized to conduct investment transactions, execute wire transfers and safekeeping agreements, prepare and deliver investment reports, and otherwise carry out the daily functions of the investment

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program consistent with this policy and Government Code Section 53607. The City Treasurer retains all statutory authority and oversight responsibilities as the elected official to whom investment authority is delegated by the City Council.

ALTERNATIVES:

1. Adopt Resolution No. 2026-35 approving and adopting the City of Coachella Statement of Investment Policy for Fiscal Year 2026-27 as presented. This is the staff-recommended alternative.

2. Adopt Resolution No. 2026-35 approving and adopting the Statement of Investment Policy for Fiscal Year 2026-27 with modifications as directed by the City Council.

3. Do not adopt the resolution. The City’s FY 2025-26 Investment Policy would remain in effect; however, this action would not satisfy the annual delegation of investment authority required under Government Code Section 53607 and could limit the City Treasurer’s authority to conduct investment transactions.

FISCAL IMPACT:

There is no direct fiscal impact associated with the adoption of this Investment Policy. The proposed changes are intended to provide greater investment flexibility and reduce administrative burden, which may allow the City to achieve marginally improved investment returns over time.

RECOMMENDED ALTERNATIVE(S):

Staff recommends Alternative 1 – adoption of Resolution No. 2026-35 approving the City of Coachella Statement of Investment Policy for Fiscal Year 2026-27 as presented, and delegation of investment authority to the City Treasurer pursuant to Government Code Section 53607.

Item 6.

RESOLUTION NO. 2026-35

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF COACHELLA,

CALIFORNIA, APPROVING AND ADOPTING THE CITY OF COACHELLA STATEMENT OF INVESTMENT POLICY FOR FISCAL YEAR 2026-27,

DELEGATING INVESTMENT AUTHORITY TO THE CITY TREASURER
PURSUANT TO CALIFORNIA GOVERNMENT CODE SECTION 53607, AND

DESIGNATING THE FINANCE DIRECTOR AS AUTHORIZED DESIGNEE FOR

DAY-TO-DAY INVESTMENT OPERATIONS
WHEREAS, California Government Code Section 53607 authorizes the City Council to delegate the authority to invest and reinvest City funds, to sell or exchange securities, and to deposit or withdraw funds to the City Treasurer for a one-year period; and WHEREAS, California Government Code Section 53646 encourages the legislative body of a local agency to annually review and adopt a Statement of Investment Policy; and WHEREAS, the City of Coachella has historically adopted an annual Statement of Investment Policy consistent with applicable California law governing the investment of public funds to ensure the safety, liquidity, and optimal yield of City investments; and WHEREAS, the Finance Department has reviewed the current Investment Policy and has prepared proposed revisions for Fiscal Year 2026-27, including updating the Local Agency Investment Fund (LAIF) investment limit to defer to LAIF-established guidelines, extending the maximum maturity for commercial paper investments from 270 to 397 days, removing the perissuer concentration limit for Federal Agency securities, updating the County Pool investment limit to defer to the amount permitted by the County, changing the investment reporting frequency from monthly to quarterly, and formally designating the Finance Director as the City Treasurer’s Authorized Designee for day-to-day investment operations; and WHEREAS, the proposed revisions align the City’s Investment Policy with current State law, reflect best practices for municipal investment management, and maintain the City’s primary investment objectives of safety of principal, liquidity, and return on investment; and WHEREAS, the City Treasurer is an elected official who does not participate in the City’s dayto-day investment operations, and it is therefore necessary and appropriate to formally designate the Finance Director as the City Treasurer’s Authorized Designee to carry out daily investment functions on behalf of the City Treasurer, consistent with Government Code Section 53607 and the adopted Investment Policy.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF COACHELLA, CALIFORNIA, DOES HEREBY RESOLVE, DETERMINE AND ORDER AS FOLLOWS:

Section 1. The City Council hereby approves and adopts the City of Coachella Statement of Investment Policy for Fiscal Year 2026-27, as presented to the City Council at its regular meeting of June 10, 2026, and on file with the Office of the City Clerk.

Item 6.

Resolution 2026-35

Section 2. The City Council hereby delegates to the City Treasurer the authority to invest and reinvest City funds, to sell or exchange securities so purchased, and to deposit or withdraw funds for a period of one (1) year from the date of this Resolution pursuant to California Government Code Section 53607, subject in all respects to the terms and conditions of the Statement of Investment Policy adopted herein. The City Council further designates the Finance Director as the City Treasurer’s Authorized Designee to conduct investment transactions, execute related agreements, prepare and deliver investment reports, and otherwise carry out the day-to-day functions of the investment program on behalf of the City Treasurer, consistent with the adopted Investment Policy.

Section 3. The Finance Director, as Authorized Designee of the City Treasurer, shall prepare and deliver investment reports to the Mayor and each City Council member on a quarterly basis, no later than 45 days after the close of each fiscal quarter, in the form and manner required by the adopted Statement of Investment Policy and California Government Code Section 53646.

Section 4. The City Clerk is directed to certify to the adoption of this Resolution and shall cause the same to be published or posted as required by law.

Section 5. This Resolution shall take effect immediately upon its adoption.

PASSED, APPROVED and ADOPTED this 10th day of June 2026. ___________________________________
Dr. Frank Figueroa
Mayor
ATTEST:
___________________________________
Angela M. Zepeda
City Clerk
APPROVED AS TO FORM:

BEST, BEST & KRIEGER
___________________________________
City Attorney

Item 6.

Resolution 2026-35

STATE OF CALIFORNIA

COUNTY OF RIVERSIDE

CITY OF COACHELLA
)
) ss.
)
I HEREBY CERTIFY that the foregoing Resolution No. 2026-35 was duly adopted by the City Council of the City of Coachella at a regular meeting thereof, held on the 10th day of June 2026, by the following vote of Council:

AYES:

NOES:

ABSENT:

ABSTAIN:
___________________________________
Delia Granados
Deputy City Clerk

Item 6.

CITY OF COACHELLA

STATEMENT OF INVESTMENT POLICY
FOR THE FISCAL YEAR 2026-27
ADOPTED JUNE 10, 2026

1.0 POLICY:

This statement is intended to provide guidelines for the prudent investment of the City of Coachella's (hereafter called "City") temporarily idle cash in all funds, and outline the policies for maximizing the efficiency of the City's cash management system.

It is the objective of this investment policy to provide guidelines for:
 Insuring the safety of funds invested;
 Meeting the City's daily cash flow demands;
 Maximizing investment interest income for the City;
 Conform with all laws and statutes governing the investment of public funds.

2.0 SCOPE:

The investment policy applies to the temporary idle cash of the City and its component units as accounted for in the Audited Comprehensive Financial Report. Policy statements outlined in this document focus on the City's pooled funds. This policy is applicable, but not limited to all funds listed below:
 General Fund
 Special Revenue Funds
 Capital Outlay Funds
 Debt Service Funds
 Enterprise Funds
 Fiduciary Funds
 Any new fund created by the City Council unless specifically exempted Exceptions may exist with funds for retiree pension and medical benefits held in a trust and bond proceeds held by a trustee or fiscal agent and governed by the instructions in the bond document. In addition, if in the opinion of the City Treasurer or their Authorized Designee (Designee), matching the segregated investment portfolio of the bond reserve fund with the maturity schedule of an individual bond issue is prudent given current economic analysis, the investment policy authorizes extending beyond the five year maturity limitation with City Council authorization no less than three months prior to the investment as outlined in this document.

3.0 PRUDENCE:

The City Treasurer or Designee are authorized to make investment decisions on behalf of the City and considered as trustees and therefore fiduciaries subject to the prudent investors' standard. When investing, reinvesting, purchasing, acquiring, exchanging, selling, and managing public funds, the City Treasurer or Designee shall act with care, skill, prudence, and diligence under the circumstances then prevailing, that a

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prudent person acting in a like capacity and familiarity with those matters would use in the conduct and management of their own affairs.

Within the limitations of this section and considering individual investments as part to an overall strategy, the City Treasurer or Designee are authorized to acquire approved and suitable investments as described in paragraph 8.0 hereof.

The City Treasurer, Authorized Designee and other individuals assigned to manage the investment portfolio, acting within the intent and scope of the investment policy and other written procedures and exercising due diligence, shall be relieved of personal responsibility and liability for an individual security credit risk or market price changes, provided deviations from expectations are reported in a timely manner and appropriate action is taken to control adverse developments.

4.0 OBJECTIVES:

The three fundamental considerations, in order of priority, for managing the City's investments are safety, liquidity, and yield. At no time should safety or liquidity be compromised in exchange for higher yields.

Safety of Principal
The preservation of invested capital is the foremost objective of the City and of primary importance. The City shall only invest in financial instruments that are considered safe. The safety and risk associated with an investment refers to the potential loss of principal, accrued interest, or a combination of these amounts.

Each investment decision shall seek to ensure that capital losses are avoided. To attain this objective, diversification is required in order that potential losses on individual securities do not exceed the income generated from the remainder of the portfolio.

Liquidity
The City's investment portfolio shall contain investments with a diversified mix of maturities in order to provide sufficient liquidity to meet projected operating cash requirements of the City.

Return on Investments
The City's investment portfolio shall be designed with the objective of obtaining a reasonable and competitive market rate of return taking into consideration risk constraints, prudent investment principles and the cash flow characteristics of the portfolio.

5.0 DELEGATION OF AUTHORITY:

The authority to invest or to reinvest funds or to sell or exchange securities so purchased of City Funds is vested in the City Council. Government Code Section ("GCS") 53607 authorizes the delegation of the above duties to the City Treasurer for a one-year period. Therefore, the authority to invest and reinvest City funds or to sell or exchange the securities so purchased with City funds is hereby delegated to the City Treasurer for a one year period unless sooner terminated by the City Council.

The City Treasurer or Designee shall prepare written procedures for the operation of the investment program consistent with this investment policy. The procedures shall also include reference to:
safekeeping, wire transfer agreements, banking service contracts and collateral/depository agreements.

Such procedures shall include explicit delegation of authority to persons responsible for investment transactions. The written procedures may provide for the delegation of authority to an Authorized

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Designee, who upon assuming such position shall become responsible for investment transactions. No person may engage in an investment decision except as permitted by this policy and by the procedures approved by the City Treasurer or Designee.

The City may delegate investment authority to an investment advisor. The advisor will follow the Investment Policy and such other written instructions as are provided.

6.0 ETHICS AND CONFLICTS OF INTEREST:

Officers and employees involved in the investment process shall refrain from personal business activity that could conflict with proper execution of the investment program, or which could impair their ability to make impartial investment decisions. Employees and investment officials are required to annually file all applicable financial disclosures as required by the Fair Political Practices Commission (FPPC).

7.0 AUTHORIZED FINANCIAL DEALERS AND INSTITUTIONS:

For any investment not purchased directly from the issuer, the City shall transact business only with banks, savings and loans, and investment broker/dealers. The broker/dealers should be primary dealers regularly reporting to the New York Federal Reserve Bank. The City Treasurer or Designee shall select all security dealers and depositories subject to City Council approval and the execution of an appropriate written agreement. Investment transactions shall be conducted with several competing, reputable security broker/dealers. The selection process shall focus on financial viability, knowledge, experience and ethics in the fixed-income security industry. The City Treasurer or Designee will maintain a list and a written agreement with financial institutions authorized to provide investment services.

All financial institutions and broker/dealers who desire to become an authorized financial institution for investment transactions must supply the City Treasurer or Designee with the following: most recent audited financial statements, proof of Financial Industry Regulatory Authority (FINRA) certification, trading resolution, proof of state registration, completed broker/dealer questionnaire, certification of having read the City's investment policy and City of Coachella depository contracts. The City Treasurer or Designee will conduct an annual review of the financial condition and registrations of qualified bidders.

The City Treasurer or Designee shall annually send a copy of the current investment policy to all broker/dealers approved to do business with the City. Confirmation of receipt of this policy shall be considered evidence that the dealer understands the City's investment policies and intends to sell the City only appropriate investments authorized by this investment policy. If the City has an investment advisor, the investment advisor may use its own list of authorized broker/dealers to conduct transactions on behalf of the City.

8.0 AUTHORIZED INVESTMENTS:

As provided in GCSs 16429.1, 53601, 53601.1, 53631, 53649 and 53684, the State of California limits the investment vehicles available to local agencies as summarized in the following paragraphs. Where this Policy specifies a percentage limitation for a particular security type or issuer, that percentage is applicable at the time the security is purchased. No more than 5% of the City's portfolio shall be invested in any one issuer regardless of sector except for the U.S. Treasury, Federal Agencies, supranational, and pools (including LAIF, County Pools, LGIPs, and money market funds). Credit criteria listed in this

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section refers to the credit rating at the time the security is purchased. If an investment's credit rating falls below the minimum rating required at the time of purchase, the City's investment advisor (if any) and Treasurer will review the rating agency action and decide whether to sell or hold the investment. The City may invest funds in the following instruments and subject to the limitations set forth in Section 11.0:

State Treasurer's Local Agency Investment Fund (LAIF): As authorized in GCS 16429.1 and by LAIF procedures, local government agencies may invest in this investment program administered by the California State Treasurer as permitted by LAIF.

U.S. Treasury Bills and Notes: U.S. Treasury bills, notes, bonds or certificates of indebtedness, or those for which the full faith and credit of the United States are pledged for the payment of principal and interest.

Federal Agencies: Federal agency or United States government-sponsored enterprise obligations, participations, or other instruments, including those issued by or fully guaranteed as to principal and interest by federal agencies or United States government-sponsored enterprises.

State of California Obligations: Registered state warrants or treasury notes or bonds of this state, including bonds payable solely out of the revenues from a revenue-producing property owned, controlled, or operated by the state or by a department, board, agency, or authority of the state rated in a rating category of "A" long-term or "A-1" short-term or its equivalent or higher by a nationally recognized statistical rating organization ("NRSRO").

Obligations of the Other 49 States: Registered treasury notes or bonds of any of the other 49 states in addition to California, including bonds payable solely out of the revenues from a revenue-producing property owned, controlled, or operated by a state or by a department, board, agency, or authority of any of the other 49 states, in addition to California, rated in a rating category of "A" long-term or "A-1" shortterm or its equivalent or higher by a NRSRO.

Bonds Issued by the Local Agency: Pursuant to GCS 53601(a), bonds issued by the local agency, including bonds payable solely out of the revenues from a revenue-producing property owned, controlled, or operated by the local agency or by a department, board, agency, or authority of the local agency.

Obligations of Local Agencies in California: Bonds, notes, warrants, or other evidences of indebtedness of a local agency within this state, including bonds payable solely out of the revenues from a revenueproducing property owned, controlled, or operated by the local agency, or by a department, board, agency, or authority of the local agency rated in a rating category of "A" long-term or "A-1" short-term or its equivalent or higher by a NRSRO.

County Pooled Investment Funds: As authorized by GCS 53684, the City may invest in pooled investments managed by the County of Riverside.

Bankers' Acceptances: Bills of exchange or time drafts drawn on and accepted by a commercial bank, otherwise known as bankers' acceptances. Purchases of bankers' acceptances may not exceed 180 days maturity or total more than 40% of the cost value of the City's investment portfolio. Eligible bankers' acceptances must be rated in the highest letter and number rating as provided for by a NRSRO.

Commercial Paper: Commercial paper of "prime" quality of the highest ranking or of the highest letter and number rating as provided for by a NRSRO. The entity that issues the commercial paper shall meet all of the following conditions in either paragraph (1) or paragraph (2):

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1) The entity meets the following criteria: Is organized and operating in the United States as a general corporation. Has total assets in excess of five hundred million dollars ($500,000,000).

Has debt other than commercial paper, if any, that is rated in a rating category of "A" or higher, or the equivalent, by a NRSRO.
2) The entity meets the following criteria: Is organized within the United States as a special purpose corporation, trust, or limited liability company. Has program wide credit enhancements including, but not limited to, over collateralization, letters of credit, or surety bond. Has commercial paper that is rated "A-1" or higher, or the equivalent, by a NRSRO.

Purchases of eligible commercial paper may not exceed 25% of the market value of the City's portfolio or have a term to maturity which exceeds 397 days. The City may not invest more than 10% of the agency's total investment assets in the commercial paper and medium-term notes of any one issuer.

Negotiable Certificates of Deposit: Negotiable certificates of deposit issued by a nationally or statechartered bank, a savings association or a federal association ( as defined by Section 5102 of the Financial Code), a state or federal credit union, or by a federally- or state-licensed branch of a foreign bank rated in a rating category of "A" long-term or "A-1" short-term or its equivalent or higher by a NRSRO. No more than 30% of the City's portfolio may be invested in negotiable CDs.

Non-Negotiable Certificates of Deposit: Non-negotiable certificates of deposit from eligible depositories are fixed-term investments. There are no portfolio limits on the amount or maturity for this investment vehicle. Eligible depositories may be a state or national bank, savings association or federal association, a state or federal credit union, or a federally insured industrial loan company, which must have received an overall rating of not less than "satisfactory" in its most recent evaluation by the appropriate federal financial supervisory agency of its record of meeting the credit needs of California's communities. Deposits in excess of federal deposit limits must be collateralized per Section 9.0.

Medium Term Corporate Notes: Medium-term corporate notes, defined as all corporate and depository institution debt securities with a maximum remaining maturity of 5 years or less, issued by corporations organized and operating within the United States or by depository institutions licensed by the United States or any state and operating within the United States. Medium-term corporate notes shall be rated in a rating category of "A" or its equivalent or better by a NRSRO. No more than 30% of the City's portfolio may be invested in corporate notes. The City may not invest more than 10% of the agency's total investment assets in the commercial paper and medium-term notes of any one issuer.

Demand Deposits: The City Treasurer may establish accounts for deposits in a state or national bank, savings association or federal association, a state or federal credit union, or a federally insured industrial loan company in the State of California, which must have received an overall rating of not less than "satisfactory" in its most recent evaluation by the appropriate federal financial supervisory agency of its record of meeting the credit needs of California's communities. Deposits in excess of federal deposit limits must be collateralized per Section 9.0.

Money Market Funds: Shares of beneficial interest issued by diversified management companies that are money market funds registered with the Securities and Exchange Commission under the Investment Company Act of 1940 (15 U.S.C. Sec. 80a-1, et seq.). To be eligible for investment pursuant to this subdivision these companies shall either: have an investment advisor registered or exempt from registration with the Securities and Exchange Commission with not less than 5 years experience

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managing money market mutual funds and with assets under management in excess of $500,000,000, or attain the highest ranking letter or numerical rating provided by not less than two of the three largest NRSROs. No more than 20% of the City's portfolio may be invested in money market funds.

Local Government Investment Pools (LGIPs): Shares of beneficial interest issued by a joint powers authority organized pursuant to Section 6509.7 that invests in the securities and obligations authorized in subdivisions (a) to (q), inclusive. Each share shall represent an equal proportional interest in the underlying pool of securities owned by the joint powers authority. To be eligible under this section, the joint powers authority issuing the shares shall have retained an investment adviser that meets all of the following criteria:
1) The adviser is registered or exempt from registration with the Securities and Exchange Commission.
2) The adviser has not less than five years of experience investing in the securities and obligations authorized in subdivisions (a) to (q), inclusive.
3) The adviser has assets under management in excess of five hundred million dollars ($500,000,000).

Asset-Backed Security (ABS): A mortgage pass-through security, collateralized mortgage obligation, mortgage-backed or other pay-through bond, equipment lease-back certificate, consumer receivable passthrough certificate, or consumer receivable-backed bond. For securities eligible for investment under this subdivision not issued or guaranteed by a federal agency or the U.S. Treasury, the following limitations apply:
1) The security shall be rated in a rating category of "AA" or its equivalent or better by an NRSRO and have a maximum remaining maturity of five years or less. 2) No more than 20% of the City's portfolio may be invested in this type of security.

Supranational: United States dollar denominated senior unsecured unsubordinated obligations issued or unconditionally guaranteed by the International Bank for Reconstruction and Development (IBRD), International Finance Corporation (IFC), or Inter-American Development Bank (IADB), with a maximum remaining maturity of five years or less, and eligible for purchase and sale within the United States.

Investments under this subdivision shall be rated in a rating category of "AA" or its equivalent or better by a NRSRO. No more than 30% of the City's portfolio may be invested in this security type.

Any other permissible investments outlined within Section 53601 may be purchased from time to time.

Notwithstanding any other provision of law, moneys held by a trustee or fiscal agent and pledged to the payment or security of bonds or other indebtedness, or obligations under a lease, installment sale, or other agreement of the City, or certificates of participation in those bonds, indebtedness, or lease installment sale, or other agreements, may be invested in accordance with the statutory provision governing the issuance of those bonds, indebtedness, or lease installment sale, or other agreement or to the extent not inconsistent therewith or if there are no specific statutory provisions, in accordance with the ordinance, resolution, indenture, or agreement of the local agency providing for the issuance. This includes investing bond proceeds in guaranteed investment contracts with United States financial institutions rated in a rating category of "AA," or equivalent, or better by A NRSRO.

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9.0 PROHIBITED INVESTMENTS:

Any security type or structure not specifically approved by this policy is hereby specifically prohibited.

Security types which are thereby prohibited include, but are not limited to, inverse floaters, derivatives, range notes, interest only strips that are derived from a pool of mortgages, or in any investment that could result in zero interest accrual if held to maturity, except as authorized by Government Code Section 53601.6

10.0 COLLATERALIZATION:

Collateral is required for investments in Non-Negotiable Certificates of Deposit and Demand Deposits.

Investments in excess of federal deposit insurance limits must be collateralized at 105% to 150% depending on the specific security pledged as collateral in accordance with GCS 53630 et seq. The collateral pool is administered by the State, and is composed of a wide variety of government securities, including those indicated above, as well as promissory notes secured by first mortgages on improved residential property located in the state and letters of credit issued by the Federal Home Loan Bank of San Francisco.

11.0 SAFEKEEPING AND CUSTODY:

To protect against fraud or embezzlement or losses caused by collapse of an individual securities dealer, all deliverable securities owned by the City shall be held in safekeeping by a third party bank trust department, acting as agent for the City under the terms of a custody agreement or professional services agreement (PSA). All trades executed by a dealer will settle delivery vs. payment (DVP) through the City's safekeeping agent.

Securities held in custody for the City shall be verified on an annual basis by the City's independent auditor.

12.0 DIVERSIFICATION:

It is the City's policy to minimize portfolio risk by diversifying maturity, sector and class allocation.

Default risk shall be minimized by investing in an assortment of permitted investments as outlined in Section 8.0. To minimize overall portfolio risk, the following not-to-exceed diversification goals shall guide the City's operating fund portfolio, based upon the portfolio structure at the time of purchase.

Investment Type Not-to-Exceed Limit Other Restrictions
Local Agency Investments Fund
(LAIF)
As permitted by LAIF • Established by the State Treasurer U.S. Treasury No Limit • None
Federal Agency No Limit • None
State of California Obligations No Limit • Rated in a rating category of “A” or its equivalent or higher by a NRSRO for maturities
in excess of one year
• Rated in a rating category “A-1” or its
equivalent or higher by a NRSRO for maturities
under one year

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Investment Type Not-to-Exceed Limit Other Restrictions
Obligation of the Other 49 States No Limit • Rated in a rating category of “A” or its equivalent or higher by a NRSRO for maturities
in excess of one year
• Rated in a rating category of “A-1” or its
equivalent or higher by a NRSRO for maturities
under one year
Bonds Issued by the Local Agency
(GCS 53601(a))
No Limit • Bonds issued by the local agency or by a
department, board, agency, or authority of the
local agency, including bonds payable solely
out of the revenues from a revenue-producing
property
Obligations of Local Agencies in
California
No Limit • Rated in a rating category of “A” or its
equivalent or higher by a NRSRO for maturities
in excess of one year
• Rated I a rating category of “A-1” or its
equivalent or higher by NRSRO for maturities
under one year
County Pool As permitted by the
county
• None
Banker’s Acceptances 40% • No more than 5% per issuer regardless of security type
• Maximum maturity of 180 days
• Must be rated in highest category by a
NRSRO
Commercial Paper 25% • No more than 10% of the City’s total investment assets in the commercial paper and
medium-term notes of any one issuer
• Maximum maturity of 397 days
• Must be rated in highest category by a
NRSRO
Negotiable CDs 30% • No more than 5% per issuer regardless of security type
• Rated in a rating category of “A” or its
equivalent or higher by a NRSRO for maturities
in excess of one year
• Rated in a rating category of “A-1” or its
equivalent or higher by a NRSRO for maturities
under one year.

Non-Negotiable CD’s • See Section 9.0 for collateral requirements Medium Term Corporate Notes 30% • No more than 10% of the City’s total investment assets in the commercial paper and
medium-term notes of any one issuer
• Maximum maturity of five years
• Minimum credit rating of “A” or its equivalent
by a NRSRO
Demand Deposits No Limit • See Section 9.0 for collateral requirements Money Market Funds 20% • See Section 8.0 for advisor requirements or the Fund must have the highest rating by two
NRSRO

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Investment Type Not-to-Exceed Limit Other Restrictions
Local Government Investment Pools
(LGIPs)
No Limit • See Section 8.0 for advisor requirements
Asset-Backed Securities (ABS) 20% • No more than 5% per issuer • Rated in a rating category of “AA” (Issue) or
higher by a NRSRO
Supranational 30% • Rated in a rating category of “AA” or its equivalent or higher by a NRSRO

13.0 MAXIMUM MATURITIES:

The average dollar weighted maturity of a portfolio may not exceed 3 years. No investment shall be made in an investment authorized by this Policy (and that GCS 53601 does not specific a maximum maturity) that has a term remaining to maturity in excess of 5 years from date of purchase. Maturities shall be staggered to minimize liquidity risk and to enhance the stability of incoming cash flows. At least 10% of the portfolio shall be invested in instruments, which can be liquidated on one day's notice.

Bond reserve funds may be invested in securities exceeding 5 years if the maturities of such investments are made to coincide as nearly as possible with the expected use of the funds.

14.0 INTERNAL CONTROL:

The City Treasurer or Designee shall establish sufficient internal controls to ensure compliance with all applicable federal, state and local regulations. These internal controls will be incorporated into an annual process of independent review by the City's external auditor. This will provide a review of the internal controls by assuring compliance with policies and procedures.

15.0 INTEREST EARNINGS:

All moneys earned and collected from investments authorized in this policy shall be allocated monthly to various fund accounts based on the cash balance in each fund as a percentage of the entire pooled portfolio. Interest earnings on bond proceeds, bond reserves or other restricted investments held by trustees shall be allocated directly to the appropriate fund and not be part of the pooled allocation.

16.0 PERFORMANCE STANDARDS:

The City's policy is to achieve a market rate of return on public funds while minimizing risks and preserving capital. In evaluating the performance of the City's portfolio in complying with this policy, the City shall establish an appropriate performance benchmark and compare the total return of its portfolio to the total return of the benchmark.

17.0 REPORTING:

The City Treasurer or Designee shall provide to the City Council a quarterly investment report, which provides a clear picture of the status of the current investment portfolio. Based on GCS 53646, the report shall include, at a minimum, the following information for each type of investment held in the City's investment portfolio: the issuer, date of purchase, date of maturity, 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

Item 6.
developments during the quarter for which the report is prepared. Based on GCS 53607, the report shall also include a listing of investment transactions. With respect to all securities held by the local agency, and under management of any outside party that is not also a local agency or the State of California Local Agency Investment Fund, the report shall also include a current market value as of the date of the report and shall include the source of this same valuation.

The report shall state compliance of the portfolio to the statement of investment policy, or manner in which the portfolio is not in compliance and include a statement denoting the ability of the City to meet its expenditure requirements for the next six months, or provide an explanation as to why sufficient money shall, or may, not be available.

The City Treasurer or Designee may supply to the City Council the most recent statement or statements received by the local agency from the Local Agency Investment Fund (LAIF), County Investment Pools, or Federal Deposit Insurance Corporation-insured accounts in a bank or savings and loan association.

The City Treasurer or Designee shall prepare and deliver such a report each quarter to the Mayor and each City Council member no later than 45 days after the close of the quarter for which each report is prepared.

In the event that an investment advisor is retained by the City, the investment advisor shall prepare and deliver a report for each quarter’s investment activity as required herein to the City in such time as to allow compliance with the delivery times for each report required by this policy. The City Council may relieve the City Treasurer of his or her duties under this policy in the event of any failure to comply with the reporting requirements of this policy.

18.0 INVESTMENT POLICY ADOPTION:

The City's investment policy shall be adopted annually by the City Council. The policy shall be reviewed annually by the City Treasurer and/or Designee with any and all modifications made thereto approved by the City Council at a public meeting.

Item 6.

STAFF REPORT
6/10/2026
TO: Honorable Mayor and City Council Members
FROM: Lincoln Bogard, Interim City Manager
PREPARED BY: Andrew Simmons, P.E., Public Works Director/City Engineer SUBJECT: Resolution No. 2026-36 A Resolution of the City of Coachella Authorizing the County of Riverside to provide Specified Services to the City of Coachella and Agreeing to Hear Future Resolutions of Necessity for the Jackson Street and Avenue 50 Intersection Improvements Project.

STAFF RECOMMENDATION:

Authorize Resolution 2026-36 A Resolution of the City of Coachella Authorizing the County of Riverside to provide Specified Services to the City of Coachella and Agreeing to Hear Future Resolutions of Necessity for the Jackson Street and Avenue 50 Intersection Improvements Project.

DISCUSSION/ANALYSIS:

The City of Indio and the County of Riverside have undertaken the Jackson Street and Avenue 50 Street Improvement Project, which proposes to improve Avenue 50 up to the previous City of Coachella city boundary. The City of Indio is the lead agency for this joint project with the County as a participating agency. The City of Indio and County of Riverside have a cooperative agreement in place to complete this project. The City of Coachella recently annexed a portion of the project boundary that was in the County of Riverside. The County of Riverside has agreed to continue with right-of-way services on behalf of the City of Coachella. The proposed resolution will give the County of Riverside authority to provide the right-of-way services.

FISCAL IMPACT:

Funding for this resolution will be covered by County of Riverside. No fiscal impact.

ATTACHMENTS:

1. Resolution No. 2026-36

2. Cooperative Agreement – City of Indio and County of Riverside

Item 7.

RESOLUTION NO. 2026-36

A RESOLUTION OF THE CITY OF COACHELLA AUTHORIZING THE

COUNTY OF RIVERSIDE TO PROVIDE SPECIFIED SERVICES TO THE

CITY OF COACHELLA AND AGREEING TO CONSIDER FUTURE

RESOLUTIONS OF NECESSITY FOR THE JACKSON STREET AND
AVENUE 50 INTERSECTION IMPROVEMENT PROJECT
WHEREAS, the City of Indio, a municipal corporation, (“Indio”) and the County of Riverside, a political subdivision of the State of California, (“County”) have entered into an agreement titled “Cooperative Agreement for Design and Construction of Jackson Street and Avenue 50 Intersection Improvement Project” on or about May 11, 2021 (“Agreement”) to define the terms and conditions, scope of work, and budget for completing the design and construction of the Jackson Street and Avenue 50 Intersection Improvement Project (“Project”); and WHEREAS, the Project involves widening Jackson Street from Avenue 52 to Avenue 49 as well as Avenue 52 and Avenue 50 at the intersections of Jackson Street, while constructing traffic signals, sidewalk, bicycle lanes, and storm drains; and WHEREAS, Indio is the Project lead agency while the County is a participating agency with jurisdiction east of Jackson Street from Avenue 52 to Avenue 50 and south of Avenue 50 from Jackson Street westerly to the City of Coachella (“Coachella”) limits. Within County jurisdiction, the County is responsible for design approvals, property appraisals, right of way acquisition, and its share of funding contributions; and WHEREAS, Indio adopted an Initial Study/Mitigated Negative Declaration (IS/MND) under the California Environmental Quality Act (CEQA) on or about October 20, 2021; and
WHEREAS, Indio and the County entered into Amendment No. 1 to the Agreement on or about August 26, 2025 (“Amendment No. 1”) phasing the Project into two Phases and updating funding contributions for Indio and County; and WHEREAS, the Riverside Local Agency Formation Commission, (“LAFCO”) approved the LAFCO 2024-16-4 reorganization on or about September 24, 2025, which included the annexation of County jurisdiction under this Project to Coachella; and WHEREAS, the Project is a priority project for both Indio and Coachella and both have a mutual interest in improving vehicular, pedestrian, and bicycle traffic circulation and safety in the Project area; and
WHEREAS, the County and Coachella desire for the County to act as lead agency within formerly County and now Coachella jurisdiction for purposes of providing right-of-way land acquisition services and exercising eminent domain, if necessary, in relation to the Project; and

Item 7.

Resolution No. 2026-36

WHEREAS, California Government Code Section 6502 provides that “[i]f authorized by their legislative or other governing bodies, two or more public agencies by agreement may jointly exercise any power common to the contracting parties”; and WHEREAS, the County and Coachella are public agencies within the meaning of California Government Code Section 6502 et seq. and possess the common power to acquire real property and construct facilities thereon for street and highway purposes; and WHEREAS, California Code of Civil Procedure Section 1240.140(b) provides that “[t]wo or more public agencies may enter into an agreement for the joint exercise of their respective powers of eminent domain, whether or not possessed in common, for the acquisition of property as a single parcel”; and
WHEREAS, County of Riverside will be adopting a resolution expressly granting to the County Coachella’s power of eminent domain to acquire necessary real property interests within Coachella in connection with the Project; and
WHEREAS, Coachella desires to authorize the County, pursuant to an agreement approved by Coachella and the County, to provide right-of-way acquisition services and, if necessary, to jointly exercise eminent domain powers with Coachella to acquire necessary real property interests within Coachella in connection with the Project; and WHEREAS, the County desires to acquire real property interests required for the Project and, if necessary, jointly exercise the County’s power of eminent domain with Coachella to acquire such property interests.

NOW THEREFORE, BE IT RESOLVED, DETERMINED AND ORDERED by the City Council of the City of Coachella as follows:

SECTION 1. The foregoing recitals are true and correct and are incorporated herein by this reference.

SECTION 2. The City Council hereby authorizes the County of Riverside to provide right-of-way acquisition services for the Jackson Street and Avenue 50 Intersection Improvement Project within the area formerly within County jurisdiction and now within the jurisdictional boundaries of the City of Coachella, including appraisal, negotiation, acquisition, and related services, subject to the terms of an agreement approved by the City and the County.

SECTION 3. Pursuant to Government Code section 6502 and Code of Civil Procedure section 1240.140, the City Council hereby authorizes the City to enter into an agreement with the County of Riverside for the joint exercise of their respective powers, including, if necessary, the joint exercise of eminent domain powers, to acquire real property interests necessary for the Project.

Item 7.

Resolution No. 2026-36

SECTION 4. The City Manager, or designee, is hereby authorized to execute such agreement and any related documents, in a form approved by the City Attorney, and to take all actions reasonably necessary to carry out the intent of this Resolution.

SECTION 5. Nothing in this Resolution shall be construed as adopting any resolution of necessity, making any findings required for a future resolution of necessity, or predetermining the City Council’s consideration of any future resolution of necessity. Any future resolution of necessity shall be considered only after compliance with all applicable requirements of law, including, without limitation, Code of Civil Procedure sections 1245.230, 1245.235, and 1245.240, Government Code section 7267.2, and all other applicable pre-condemnation procedures.

SECTION 6. The City Council hereby agrees to consider, at a duly noticed public hearing, any future resolution of necessity brought before it in connection with the Project, subject to the City Council’s independent review and determination based on the record before it at that time.

PASSED, APPROVED and ADOPTED this 10th day of June 2026. ___________________________________
Dr. Frank Figueroa
Mayor
ATTEST:
___________________________________
Angela M. Zepeda
City Clerk
APPROVED AS TO FORM:

BEST, BEST & KRIEGER LLC
___________________________________
City Attorney

Item 7.

Resolution No. 2026-36

STATE OF CALIFORNIA

COUNTY OF RIVERSIDE

CITY OF COACHELLA
)
) ss.
)
I HEREBY CERTIFY that the foregoing Resolution No. 2026-36 was duly adopted by the City Council of the City of Coachella at a regular meeting thereof, held on the 10th day of June 2026, by the following vote of Council:

AYES:

NOES:

ABSENT:

ABSTAIN:
___________________________________
Delia Granados
Deputy City Clerk

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Item 7.

STAFF REPORT
6/10/2026
TO: Honorable Mayor and City Council Members
FROM: Kendra Reif, Community Development Director
SUBJECT: Adopt Resolution No. 2026-28 authorizing the establishment of an annual special tax for City of Coachella Community Facilities District No. 2005-01 (Law Enforcement, Fire and Paramedic Services) and annexation areas thereto for Fiscal Year 2026/2027.

STAFF RECOMMENDATION:

Staff recommends that the City Council adopt Resolution No. 2026-28 authorizing the establishment of an annual special tax for City of Coachella Community Facilities District No. 2005-01 (Law Enforcement, Fire and Paramedic Services) and annexation areas thereto for Fiscal Year 2026/2027.

EXECUTIVE SUMMARY:

Resolution No. 2026-28 declares the intent to establish an updated levy of the special taxes in the Community Facilities District (CFD) 2005-1 and the Annexation Areas in the current tax year at the new rate reflecting the annual Consumer Price Index adjustment for the special taxes. This is an annual City Council action item, which triggers the certified list of all parcels in the CFD 2005- 1 and the Annexation Areas subject to the levy with updated amounts to be levied on each parcel.

These will be compiled by the City’s consultant and the levy for the current tax year will be sent to the County Auditor-Controller in order for the City to collect the assessments for the 2026/2027 fiscal year.

Through adoption of Resolution No. 2026-28, the City Manager is authorized to determine the specific rates and amounts of the special tax to be collected from taxable parcels within the CFD 2005-1 and the Annexation areas for Fiscal Year 2026/2027. Additionally, the City Manager is authorized to prepare the Fiscal Year 2026/2027 Certified List and to submit such list to the County Auditor on or before August 10, 2026.

BACKGROUND:

The City Council initiated proceedings, held a public hearing, conducted an election and received a favorable vote from the qualified electors to authorize the levy of special taxes in City of Coachella Community Facilities District No. 2005-1 (Law Enforcement, Fire and Paramedic Services), Annexation Area Nos. 1, 2, 3, 4, 5, 6, 7, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 20, 21,

Item 8.
28, 29, 31, 32, 33, 34, 35, and 36 of the 2005-1 CFD, all as authorized pursuant to the terms and provisions of the “Mello-Roos Community Facilities Act of 1982.” Commencing with Fiscal Year 2005/2006 and for each following Fiscal Year, the City Council has levied the Special Tax at the Maximum Special Tax on all Developed Single Family Residential Property and Developed Multi-Family Residential Property for which a building permit for the construction of residential units are issued prior to June 30 of the prior fiscal year.

DISCUSSION/ANALYSIS:

A review of new building permits issued by the City’s Building Division for the current Fiscal Year 2025/2026 reveals that there were forty (40) new qualifying “single-family residential dwellings units,” and one-hundred and fifty-two (152) multi-family permits issued within the Community Facility District 2005-01 boundaries or annexation areas, compared to ninety-three (93) for Fiscal Year 2024/2025. The City issued single-family permits for homes within the Pyramid Ranch community (Tract 38557) developed by Pulte Homes and multi-family permits for the Villa Verde apartments.

Accordingly, there will be 192 new properties added to the Fiscal Year 2026/2027 assessment.

Additionally, the Consumer Price Index adjustment will increase the annual assessment by 3.28% based on the U.S. Department of Labor Statistics for Riverside-San Bernardino-Ontario, California. Therefore, the new annual assessment will increase from $1,556.16 to $1,607.22. This equates to a change in total anticipated levy from $3,318,373.82 to $3,722,596.34 or an increase of $404,222.52. The final special tax roll for the new assessments will be sent to the County Assessor prior to August 10, 2026.

ALTERNATIVES:

1. Approve Resolution No. 2026-28 as requested.

2. Take no action.

3. Continue this item and provide staff with direction.

RECOMMENDED ALTERNATIVE(S):

Staff recommends alternative #1.

Attachments:

Attachment 1: Resolution No. 2026-28
Attachment 2: New Dwelling Unit Permits 2025/2026
Attachment 3: Map of 2026/27 CFD Assessed Tracts

Item 8.

RESOLUTION NO. 2026-28

RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

COACHELLA, CALIFORNIA, AUTHORIZING THE ESTABLISHMENT

OF AN ANNUAL SPECIAL TAX FOR CITY OF COACHELLA
COMMUNITY FACILITIES DISTRICT NO. 2005-1 (LAW

ENFORCEMENT, FIRE AND PARAMEDIC SERVICES) AND
ANNEXATION AREAS THERETO FOR FISCAL YEAR 2026/27.

WHEREAS, the City Council (the “Council”) of the City of Coachella (the “City”) had previously initiated proceedings, held a public hearing, conducted an election and received a favorable vote from the qualified electors to authorize the levy of special taxes in City of Coachella Community Facilities District No. 2005-1 (Law Enforcement, Fire and Paramedic Services) (the “CFD 2005-1”), Annexation Area Nos. 1, 2, 3, 4, 5, 6, 7, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19, 20, 21, 28, 29, 30, 31, 32, 33, 34, 35 and 36 of the 2005-1 CFD (collectively, the “Annexation Areas”), all as authorized pursuant to the terms and provisions of the “Mello-Roos Community Facilities Act of 1982,” being Chapter 2.5, Part 1, Division 2, Title 5 of the Government Code of the State of California (the “Act”); and,
WHEREAS, this Council, by the adoption of applicable ordinances, as authorized by Section 53340 of the Government Code of the State of California, has authorized the levy of such special taxes in the CFD 2005-1 and the Annexation Areas; and, WHEREAS, Government Code Section 53340 provides that this Council may provide, by resolution, for the levy of the special taxes in the CFD 2005-1 and the Annexation Areas in the current tax year and future tax years at the same rates or at a lower rate than the rate provided for in the ordinance levying such special taxes if such resolution is adopted and a certified list of all parcels in the CFD 2005-1 and the Annexation Areas subject to the special tax levy including the amount of the special tax to be levied on each parcel in the CFD 2005-1 and the Annexation Areas for the current tax year (the “Fiscal Year 2025/2026 Certified List”) and future tax years, is timely filed by the clerk or other official designated by this Council with the Auditor of the County of Riverside (the “County Auditor”).

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF COACHELLA DOES HEREBY RESOLVE, DETERMINE AND ORDER AS FOLLOWS:

Section 1. The above recitals are all true and correct.

Section 2. The City Manager is hereby authorized and directed to determine or cause to be determined the specific rates and amounts of the special tax to be collected from taxable parcels within the CFD 2005-1 and the Annexation areas for Fiscal Year 2026/2027.

Section 3. The City Manager is hereby authorized and directed to prepare or cause the preparation of the Fiscal Year 2026/2027 Certified List and to submit such list to the County Auditor on or before August 10, 2026 or such later date to which the County Auditor may agree.

Item 8.

Resolution No. 2026-28

Section 4. The special tax shall be collected in the same manner as ordinary ad valorem property taxes are collected, and shall be subject to the same penalties and same procedure and sale in cases of any delinquency for ad valorem taxes, and the Tax Collector is hereby authorized to deduct reasonable administrative costs incurred in collecting any said special tax.

Section 5. It is hereby further directed that a certified copy of this Resolution, together with the Certified List for Fiscal Year 2026/2027, also be filed with the County Auditor.

Section 6. The County Auditor is hereby directed to enter in the next County assessment roll on which taxes will become due, opposite each lot or parcel of land effected in a space marked “public improvements, special tax” or by any other suitable designation, the installment of the special tax.

Section 7. The County Auditor shall then, at the close of the tax collection period, promptly render to the City a detailed report showing the amount and/or amounts of such special tax installments, interest, penalties and percentages so collected and from what property collected, and also provide a statement of any percentages retained for the expense of making any such collection.

Section 8. This resolution shall become effective upon its adoption.

PASSED, APPROVED and ADOPTED this 10th day of June, 2026. ___________________________________
Dr. Frank Figueroa
Mayor
ATTEST:
___________________________________
Angela M. Zepeda
City Clerk
APPROVED AS TO FORM:
___________________________________
Best, Best, and Krieger
City Attorney

Item 8.

STATE OF CALIFORNIA

COUNTY OF RIVERSIDE

CITY OF COACHELLA
)
) ss.
)
I HEREBY CERTIFY that the foregoing Resolution No. 2026-28 was duly adopted by the City Council of the City of Coachella at a regular meeting thereof, held on the 10th day of June, 2026 by the following vote of Council:

AYES:

NOES:

ABSENT:

ABSTAIN:
___________________________________
Delia Granados
Deputy City Clerk

Item 8.

Tract Lot APN Site Address Permit Number Permit Issued Plan Type Square Footage Description 1 38557 86 779621015 83788 PYRAMID RANCH DR BL-2025-04-19061 6/10/2025 1C 1959 SFD 2 38557 87 779621016 83798 PYRAMID RANCH DR BL-2025-04-19062 6/10/2025 2BR 2404 SFD 3 38557 88 779621017 83808 PYRMID RANCH DR BL-2025-04-19063 6/10/2025 3A 2824 SFD 4 38557 89 779621018 83822 PYRAMID RANCH DR BL-2025-04-19064 6/10/2025 1CR 1959 SFD 5 38557 112 779623007 83823 PYRAMID RANCH DR BL-2025-04-19065 6/10/2025 2AR 2404 SFD 6 38557 113 779623008 83809 PYRAMID RANCH DR BL-2025-04-19066 6/10/2025 C 2824 SFD 7 38557 114 779623009 83797 PYRAMID RANCH DR BL-2025-04-19067 6/10/2025 1BR 1959 SFD 8 38557 115 779623010 83787 PYRAMID RANCH DR BL-2025-04-19068 6/10/2025 3A 2824 SFD 9 38557 40 779620004 50577 PASEO CISNEROS BL-2025-07-19373 7/28/2025 1B 1959 SFD 10 38557 41 779620005 50593 PASEO CISNEROS BL-2025-07-19374 7/28/2025 2CR 2404 SFD 11 38557 42 779620006 50607 PASEO CISNEROS BL-2025-07-19375 7/28/2025 3A 2824 SFD 12 38557 43 779620007 50633 PASEO CISNEROS BL-2025-07-19376 7/28/2025 1CR 1959 SFD 13 38557 44 779620008 50659 PASEO CISNEROS BL-2025-07-19377 7/28/2025 2A 2404 SFD 14 38557 84 779621013 83766 PYRAMID RANCH DR BL-2025-07-19378 7/28/2025 2A 2404 SFD 15 38557 85 779621014 83778 PYRAMID RANCH DR BL-2025-07-19379 7/28/2025 3BR 2824 SFD 16 38557 116 779623011 83775 PYRAMID RANCH DR BL-2025-07-19380 7/28/2025 2CR 2404 SFD 17 38557 117 779623012 83765 PYRAMID RANCH DR BL-2025-07-19382 7/28/2025 1AR 1959 SFD 18 38557 37 779620001 50517 PASEO CISNEROS BL-2025-10-19648 10/16/2025 1A 1959 SFD 19 38557 38 779620002 50539 PASEO CISNEROS BL-2025-10-19649 10/16/2025 2B 2404 SFD 20 38557 39 779620003 50563 PASEO CISNEROS BL-2025-10-19650 10/16/2025 3CR 2824 SFD 21 38557 118 779623013 83764 CALLE TREJO BL-2025-10-19651 10/16/2025 1C 1959 SFD 22 38557 119 779623014 83774 CALLE TREJO BL-2025-10-19652 10/16/2025 3AR 2824 SFD 23 38557 140 779612011 83775 CALLE TREJO BL-2025-10-19653 10/16/2025 2AR 2404 SFD 24 38557 141 779612012 83763 CALLE TREJO BL-2025-10-19654 10/16/2025 3BR 2824 SFD 25 38557 86 779623015 83788 CALLE TREJO BL-2025-11-19746 12/18/2025 1C 2404 SFD 26 38557 121 779623016 83800 CALLE TREJO BL-2025-11-19747 12/18/2025 1AR 1959 SFD 27 38557 122 779623017 83810 CALLE TREJO BL-2025-11-19748 12/18/2025 2B 2404 SFD 28 38557 123 779623018 83824 CALLE TREJO BL-2025-11-19749 12/18/2025 3CR 2824 SFD 29 38557 136 779612007 83821 CALLE TREJO BL-2025-11-19750 12/18/2025 1CR 1959 SFD 30 38557 137 779612008 83807 CALLE TREJO BL-2025-11-19751 12/18/2025 3A 2824 SFD 31 38557 138 779612009 83795 CALLE TREJO BL-2025-11-19752 12/18/2025 2CR 2404 SFD 32 38557 139 779612010 83783 CALLE TREJO BL-2025-11-19753 12/18/2025 1B 1959 SFD 33 38557 124 779623019 83838 CALLE TREJO BL-2026-03-20078 4/27/2026 1B 1959 SFD 34 38557 125 779623020 83846 CALLE TREJO BL-2026-03-20079 4/27/2026 2CR 2404 SFD 35 38557 126 779623021 83854 CALLE TREJO BL-2026-03-20080 4/27/2026 3A 2824 SFD 36 38557 127 779623022 83864 CALLE TREJO BL-2026-03-20081 4/27/2026 1CR 1959 SFD 37 38557 132 779612003 83861 CALLE TREJO BL-2026-03-20082 4/27/2026 3BR 2824 SFD 38 38557 133 779612004 83853 CALLE TREJO BL-2026-03-20083 4/27/2026 1A 1959 SFD 39 38557 134 779612005 83843 CALLE TREJO BL-2026-03-20084 4/27/2026 3CR 2824 SFD Fiscal Year 2025-26 Building Permits for CFD 2005-1
Single-Family Dwellings
Attachment 2

Item 8.
40 38557 135 779612006 83835 CALLE TREJO BL-2026-03-20085 4/27/2026 2B 2404 SFD Attachment 2

Item 8.

Project Name APN Site Address Permit Number Permit Issued Units Description 1 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19829 4/14/2026 6 Multifamily 2 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19830 4/14/2026 6 Multifamily 3 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19831 4/14/2026 4 Multifamily 4 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19832 4/14/2026 6 Multifamily 5 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19833 4/14/2026 6 Multifamily 6 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19834 4/14/2026 6 Multifamily 7 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19835 4/14/2026 6 Multifamily 8 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19836 4/14/2026 6 Multifamily 9 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19837 4/14/2026 6 Multifamily 10 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19838 4/14/2026 6 Multifamily 11 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19839 4/14/2026 6 Multifamily 12 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19840 4/14/2026 6 Multifamily 13 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19841 4/14/2026 6 Multifamily 14 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19842 4/14/2026 4 Multifamily 15 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19843 4/14/2026 4 Multifamily 16 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19844 4/14/2026 6 Multifamily 17 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19845 4/14/2026 6 Multifamily 18 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19846 4/14/2026 6 Multifamily 19 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19847 4/14/2026 6 Multifamily 20 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19848 4/14/2026 6 Multifamily 21 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19849 4/14/2026 6 Multifamily 22 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19850 4/14/2026 6 Multifamily 23 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19851 4/14/2026 6 Multifamily 24 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19852 4/14/2026 6 Multifamily 25 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19853 4/14/2026 6 Multifamily 26 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19854 4/14/2026 4 Multifamily 27 Villa Verde 768-350-002, 768-400-001 84824 CALLE VERDE BL-2025-12-19855 4/14/2026 4 Multifamily Fiscal Year 2025-26 Building Permits for CFD 2005-1
Multifamily Residential
Attachment 2

Item 8.

CFD 2005-1
2026-2027 CFD Assessed Tracts

Item 8.

STAFF REPORT
6/10/2026
TO: Honorable Mayor and City Council Members
FROM: Lincoln Bogard, Interim City Manager
PREPARED BY: Lincoln Bogard, Finance Director
SUBJECT: Receive and File Fiscal Year 2024-25 “Clean” Single Audit Report with No Findings
STAFF RECOMMENDATION:

That the City Council receive and file the City of Coachella Fiscal Year 2024-25 Single Audit Report, as prepared by The Pun Group, LLP, Accountants & Advisors.

EXECUTIVE SUMMARY:

The City of Coachella’s independent auditor, The Pun Group, LLP, has completed the Single Audit for the fiscal year ended June 30, 2025. The audit resulted in unmodified (“clean”) opinions on both the financial statements and federal program compliance, with no findings or questioned costs identified. The City expended approximately $3.7 million in federal awards during the fiscal year, with the COVID-19 Coronavirus State and Local Fiscal Recovery Fund (SLFRF) identified as the sole major federal program. This report is being presented to the City Council for receipt and filing.

BACKGROUND:

Federal law requires any non-federal entity that expends $1,000,000 or more in federal awards during a fiscal year to undergo a Single Audit in accordance with Title 2, Code of Federal Regulations (CFR), Part 200 – Uniform Administrative Requirements, Cost Principles, and Audit Requirements for Federal Awards (the “Uniform Guidance”). The City of Coachella exceeded this threshold during Fiscal Year 2024-25, with total federal expenditures of $3,721,052, thereby triggering the Single Audit requirement. The Pun Group, LLP was engaged to conduct the audit for the fiscal year ended June 30, 2025, in accordance with Government Auditing Standards issued by the Comptroller General of the United States and the requirements of the Uniform Guidance.

DISCUSSION/ANALYSIS:

The FY 2024-25 Single Audit produced favorable results across all areas reviewed. The auditor issued unmodified opinions on the City’s financial statements, confirming they are presented fairly and in accordance with generally accepted accounting principles (GAAP). No material weaknesses

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or significant deficiencies in internal control over financial reporting were identified, and no instances of noncompliance material to the financial statements were noted. With respect to federal awards, the COVID-19 Coronavirus State and Local Fiscal Recovery Fund (SLFRF, CFDA

21.027) was identified as the City’s sole major federal program, with total expenditures of $3,000,510 – representing approximately 80.64% of total federal award expenditures. The auditor issued an unmodified opinion on the City’s compliance with the applicable requirements for this major program, and no material weaknesses, significant deficiencies, or findings were identified.

A prior year finding (2024-001) related to the timely submission of SLFRF Project and Expenditure reports was fully resolved during FY 2024-25. The complete Single Audit Report, including the Schedule of Expenditures of Federal Awards (SEFA), Notes to the SEFA, and Schedule of Findings and Questioned Costs, is attached for the City Council’s review.

ALTERNATIVES:

1. Receive and file the Fiscal Year 2024-25 Single Audit Report. (Recommended) FISCAL IMPACT:

There is no direct fiscal impact associated with receiving and filing this report. The cost of the Single Audit was included in the adopted budget for Fiscal Year 2024-25.

RECOMMENDED ALTERNATIVE(S):

Staff recommends that the City Council receive and file the Fiscal Year 2024-25 Single Audit Report.

Item 9.

STAFF REPORT
6/10/2026
TO: Honorable Mayor and City Council Members
FROM: Lincoln Bogard, Interim City Manager
PREPARED BY: Andrew Simmons, P.E., Public Works Director/City Engineer SUBJECT: Design/Build Contract with Bergman Construction in the amount of $4,896,981 plus $816,188 for contingency for the Design and Construction of the Bagdouma Wellness Center Project, City Project No. F-37.

STAFF RECOMMENDATION:

Authorize Interim City Manager to execute a Design/Build Contract with Bergman Construction in the amount $4,896,981 plus $816,188 contingency for the Design and Construction of the Bagdouma Wellness Center Project, City Project No. F-37.

BACKGROUND:

On February 10, 2025, the City of Coachella entered into a standard agreement with the Strategic Growth Council (SGC) for the Transformative Climate Communities (TCC) grant award in the amount of $22,125,000. The Coachella Prospera initiative is comprised of multiple projects to be implemented in a five-square mile area in the selected areas of the City, and each project and plan is led by a partnering organization in support of a shared vision of climate resiliency. As a part of this initiative, the City is the lead in several of these projects.

The Bagdouma Wellness Center Project will transform the existing Community Center at Bagdouma Park into a revitalized space to offer additional programming through the Desert Recreation District. The project will be completed in two phases. The first phase will include renovation of the existing building including upgrades to the existing building and creating a more open space for an improved layout. The second phase will include approximately 1,500 square foot expansion and an outdoor recreation area.

As a Design/Build Contract, the selected firm will provide complete plans and specification for the project and the construction. This will allow City Staff and Desert Recreation District (DRD) to perform public outreach with the design/build team dynamically. As a City led project, the City building and engineering permit fees will be waived. The City will provide costs for additional permits, as needed for the project including environmental and fire.

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DISCUSSION/ANALYSIS:

The City requested public Request for Qualifications (RFQ) for the Design/Build of the Bagdouma Wellness Center Project in accordance with City standards and in compliance with the California Public Contract Code. The City received three qualification proposals and all three were reviewed and selected to submit a proposal. On March 16, 2026, the City issued the Notice Inviting Bids to the three qualified bidders. The project bids were due on April 16, 2026 at 2:00 P.M. Staff reviewed the proposals and evaluated based on experience, schedule, and familiarity with the area and project. As a result, Bergman Construction was selected as the top firm for this project.

Company Name: Average Rank:

Bergman Construction 90.75
Core Construction 83.25
KYA Services 73.25
Bergman Construction was selected based on an evaluation of all proposals and received the highest score due to their knowledge and understanding of the project, experience with similar projects and their proposed schedule and budget that will meet the grant deadline and is within the project budget. The total project cost, including construction and contingency is as follows:

Project Item: Project Cost:

Construction $ 4,896,981
Design/Construction Contingency $ 816.188
TOTAL PROJECT COST: $ 5,713,169
ENVIRONMENTAL:

This project is exempt from the California Environmental Quality Act (CEQA) Pursuant to State CEQA Guidelines Section 15301 Class I – Existing Facilities Categorical Exemption which includes the operation, repair , maintenance, permitting, leasing, licensing, or minor alteration of existing public structures, facilities, mechanical equipment, or topographical features, involving negligible or no expansion of existing or former use. Subsection (e) includes: Additions to existing structures provided that the addition will not result in an increase of more than:
(1) 50 percent of the floor area of the structures before the addition, or 2,500 square feet, whichever is less.

With this action, City Council authorizes City Clerk to file the attached Notice of Exemption.

FISCAL IMPACT:

The project has been included in the City’s CIP FY 26/27 budget. The contract amount of $4,896,981 and contingency in an amount of $816,188 will be funded by the Strategic Growth Council (SGC) – Transformative Climate Communities Program Implementation Grant.

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ATTACHMENTS:

1. Construction Contract for Bergman Construction

2. Bergman Construction Proposal

3. Notice of Exemption

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CITY OF COACHELLA

DESIGN-BUILD CONTRACT

1. PARTIES AND DATE.

This Agreement is made and entered into this 10th day of June, 2026 by and between the City of Coachella, a municipal corporation organized under the laws of the State of California with its principal place of business at 53990 Enterprise Way, Coachella, California 92236 (“City”) and Bergman Build, LLC. a Limited Liability Company, with its principal place of business at 2850 Saturn Street, Suite 100, Brea, CA 92821 (“Design-Build Entity”). The City and Consultant are sometimes individually referred to as “Party” and collectively as “Parties.”

2. RECITALS.

2.1 Consultant.

Consultant desires to perform and assume responsibility for the provision of certain professional services required by the City on the terms and conditions set forth in this Agreement.

Consultant represents that it is experienced in providing Design-Build services to public clients, is licensed in the State of California, and is familiar with the plans of the City. The Design-Build Entity as hereinafter provided, shall furnish all plant, labor, technical and professional design services, supervision, materials and equipment as may be specified to be furnished by the City, and perform all operations necessary to complete the Work in strict conformance with the Contract Documents (defined below) for the public work of improvement.

The Design-Build Entity is made up of Jennifer Levesque, Twin Steps Architecture (License No.

C-34952), which shall function as the designer and Architect of Records for the Project and provide all architectural/engineering design services, and Bergman Build, LLC. (License No. 982577), which shall function as the Design Builders or the Project and provide all construction services for the Project together with its chosen subcontractors. For purposes of this Contract, Peter Livermore, Vice President, Bergman Build, LLC. shall execute the Contract on behalf of the Design-Build Entity. Notwithstanding the foregoing, City of Coachella may accept bonds naming the DesignBuild Entity as principal and professional liability insurance naming the member of the DesignBuild Entity designated for design/architectural services as named insured.

Design-Build Entity shall perform services required under the Contact Documents in a skillful and competent manner, consistent with the standards generally recognized as being employed by professionals qualified to perform such services in the same discipline in the State of California.

2.2 Project.

The City desires to engage Consultant to render such services for the Bagdouma Wellness Hub Project F-37 (“Project”) as set forth in this Agreement.

3. TERMS.

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3.1 Scope of Services and Term.

3.1.1 General Scope of Services. Consultant promises and agrees to furnish to the City all labor, materials, tools, equipment, services, and incidental and customary work necessary to fully and adequately supply the professional Design-Build services necessary for the Project (“Services”). The Services are more particularly described in Exhibit “A” attached hereto and incorporated herein by reference. All Services shall be subject to, and performed in accordance with, this Agreement, the exhibits attached hereto and incorporated herein by reference, and all applicable local, state and federal laws, rules, and regulations.

The Design-Build Entity shall provide and perform the Work as set forth herein. The Design-Build Entity Services shall be performed and completed in a series of sequential Phases generally described as: Design /Pre-Construction, Construction, and Post Construction. The scope of the Design-Build Entity’s Services and obligations during each phase of the Design-Build Entity Services shall be as set forth herein. All of the Design-Build Entity Services during the Construction Phase shall be performed or provided by or under the control of an individual employed by the Design-Build Entity and who is properly qualified and licensed under applicable California law, and acceptable to the City.

3.1.2 Term. The term of this Agreement shall be from June 10, 2026 to June 30, 2028, unless earlier terminated as provided herein. Consultant shall complete the Services within the term of this Agreement, and shall meet any other established schedules and deadlines. The Parties may, by mutual, written consent, extend the term of this Agreement if necessary to complete the Services.

Time is of the essence in the performance of the Work. The Work shall be commenced by the date stated in the City’s Notice to Proceed with construction. The Design-Build Entity shall complete all Work required by the Contract Documents within 730 Calendar Days from the commencement date stated in the Notice to Proceed to a Project Completion.

3.2 Responsibilities of Consultant.

3.2.1 Control and Payment of Subordinates; Independent Contractor. The Services shall be performed by Consultant or under its supervision. Consultant will determine the means, methods and details of performing the Services subject to the requirements of this Agreement. The City retains Consultant on an independent contractor basis and not as an employee. Consultant retains the right to perform similar or different services for others during the term of this Agreement. Any additional personnel performing the Services under this Agreement on behalf of Consultant shall also not be employees of the City and shall at all times be under Consultant’s exclusive direction and control. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance of Services under this Agreement and as required by law. Consultant shall be responsible for all reports and obligations respecting such additional personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, disability insurance, and workers’ compensation insurance.

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3.2.2 Schedule of Services. Consultant shall perform the Services expeditiously, within the term of this Agreement, and in accordance with the Schedule of Services set forth in Exhibit “B” attached hereto and incorporated herein by reference. Consultant represents that it has the professional and technical personnel required to perform the Services in conformance with such conditions. In order to facilitate Consultant’s conformance with the Schedule, the City shall respond to Consultant’s submittals in a timely manner. Upon request of the City, Consultant shall provide a more detailed schedule of anticipated performance to meet the Schedule of Services.

3.2.3 Conformance to Applicable Requirements. All work prepared by Consultant shall be subject to the approval of the City.

3.2.4 Substitution of Key Personnel. Consultant has represented to the City that certain key personnel will perform and coordinate the Services under this Agreement. Should one or more of such personnel become unavailable, Consultant may substitute other personnel of at least equal competence upon written approval of the City. In the event that the City and Consultant cannot agree as to the substitution of key personnel, the City shall be entitled to terminate this Agreement for cause. As discussed below, any personnel who fail or refuse to perform the Services in a manner acceptable to the City, or who are determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project or a threat to the safety of persons or property, shall be promptly removed from the Project by the Consultant at the request of the City. The key personnel for performance of this Agreement are as follows: Peter Livermore, Vice President, Bergman Build, LLC.

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3.2.5 City’s Representative. The City hereby designates Andrew Simmons, P.E., Public Works Director/City Engineer, or his or her designee, to act as its representative for the performance of this Agreement (“City’s Representative”). The City’s Representative shall have the power to act on behalf of the City for all purposes under this Contract. Consultant shall not accept direction or orders from any person other than the City’s Representative or his or her designee.

3.2.6 Consultant’s Representative. Consultant hereby designates Peter Livermore, Vice President, Bergman Build, LLC. or his or her designee, to act as its representative for the performance of this Agreement (“Consultant’s Representative”).

Consultant’s Representative shall have full authority to represent and act on behalf of the Consultant for all purposes under this Agreement. The Consultant’s Representative shall supervise and direct the Services, using his best skill and attention, and shall be responsible for all means, methods, techniques, sequences, and procedures and for the satisfactory coordination of all portions of the Services under this Agreement.

3.2.7 Coordination of Services. Consultant agrees to work closely with the City staff in the performance of Services and shall be available to the City’s staff, consultants and other staff at all reasonable times.

3.2.8 Standard of Care; Performance of Employees. Consultant shall perform all Services under this Agreement in a skillful and competent manner, consistent with the standards generally recognized as being employed by professionals in the same discipline in the State of California. Consultant represents and maintains that it is skilled in the professional calling necessary to perform the Services. Consultant warrants that all employees and subconsultants shall have sufficient skill and experience to perform the Services assigned to them. Finally, Consultant represents that it, its employees and subconsultants have all licenses, permits, qualifications and approvals of whatever nature that are legally required to perform the Services, including a City Business License, and that such licenses and approvals shall be maintained throughout the term of this Agreement. As provided for in the indemnification provisions of this Agreement, Consultant shall perform, at its own cost and expense and without reimbursement from the City, any services necessary to correct errors or omissions which are caused by the Consultant’s failure to comply with the standard of care provided for herein. Any employee of the Consultant or its sub-consultants who is determined by the City to be uncooperative, incompetent, a threat to the adequate or timely completion of the Project, a threat to the safety of persons or property, or any employee who fails or refuses to perform the Services in a manner acceptable to the City, shall be promptly removed from the Project by the Consultant and shall not be re-employed to perform any of the Services or to work on the Project.

3.2.8.1 Period of Performance and Liquidated Damages. Consultant shall perform and complete all Services under this Agreement within the term set forth in Section 3.1.2 above (“Performance Time”). Consultant shall also perform the Services in strict accordance with any completion schedule or Project milestones described in Exhibits “A” or “B” attached hereto, or which may be separately agreed upon in writing by the City and Consultant (“Performance Milestones”). Consultant agrees that if the Services are not completed within the aforementioned Performance Time and/or pursuant to any such Project Milestones developed pursuant to provisions of this Agreement, it is understood, acknowledged and agreed that the City will suffer damage. Pursuant to Government Code Section 53069.85, Consultant shall pay to the City as fixed

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and liquidated damages the sum of One Thousand Five Hundred Dollars ($1,500.00) per day for each and every calendar day of delay beyond the Performance Time or beyond any Project Milestones established pursuant to this Agreement.

3.2.9 Laws and Regulations. Consultant shall keep itself fully informed of and in compliance with all local, state and federal laws, rules and regulations in any manner affecting the performance of the Project or the Services, including all Cal/OSHA requirements, and shall give all notices required by law. Consultant shall be liable for all violations of such laws and regulations in connection with the Services. If the Consultant performs any work knowing it to be contrary to such laws, rules and regulations and without giving written notice to the City, Consultant shall be solely responsible for all costs arising therefrom. Consultant shall defend, indemnify and hold City, its officials, directors, officers, employees, and agents free and harmless, pursuant to the indemnification provisions of this Agreement, from any claim or liability arising out of any failure or alleged failure to comply with such laws, rules or regulations.

3.2.10 Insurance.

3.2.10.1 Time for Compliance. Consultant shall not commence Work under this Agreement until it has provided evidence satisfactory to the City that it has secured all insurance required under this section. In addition, Consultant shall not allow any subconsultant to commence work on any subcontract until it has provided evidence satisfactory to the City that the subconsultant has secured all insurance required under this section.

3.2.10.2 Minimum Requirements. Consultant shall, at its expense, procure and maintain for the duration of the Agreement insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the Agreement by the Consultant, its agents, representatives, employees or subconsultants.

Consultant shall also require all of its subconsultants to procure and maintain the same insurance for the duration of the Agreement. Such insurance shall meet at least the following minimum levels of coverage:
(A) Minimum Scope of Insurance. Coverage shall be at least as broad as the latest version of the following: (1) General Liability: Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001); (2) Automobile Liability:

Insurance Services Office Business Auto Coverage form number CA 0001, code 1 (any auto); and (3) Workers’ Compensation and Employer’s Liability: Workers’ Compensation insurance as required by the State of California and Employer’s Liability Insurance. (B) Minimum Limits of Insurance. Consultant shall maintain limits no less than: (1) General Liability: $1,000,000 per occurrence for bodily injury, personal injury and property damage. If Commercial General Liability Insurance or other form with general aggregate limit is used including, but not limited to, form CG 2503, either the general aggregate limit shall apply separately to this Agreement/location or the general aggregate limit shall be twice the required occurrence limit; (2) Automobile Liability: $1,000,000 per accident for bodily injury and property damage; and (3) Workers’ Compensation and Employer’s Liability: Workers’ Compensation limits as required by the Labor Code of the State of California. Employer’s Liability limits of $1,000,000 per accident for bodily injury or disease.

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3.2.10.4 Insurance Endorsements. The insurance policies shall contain the following provisions, or Consultant shall provide endorsements on forms supplied or approved by the City to add the following provisions to the insurance policies:
(A) General Liability. The general liability policy shall be endorsed to state that: (1) the City, its directors, officials, officers, employees, agents, and volunteers shall be covered as additional insured with respect to the Work or operations performed by or on behalf of the Consultant, including materials, parts or equipment furnished in connection with such work; and (2) the insurance coverage shall be primary insurance as respects the City, its directors, officials, officers, employees, agents, and volunteers, or if excess, shall stand in an unbroken chain of coverage excess of the Consultant’s scheduled underlying coverage. Any insurance or self-insurance maintained by the City, its directors, officials, officers, employees, agents, and volunteers shall be excess of the Consultant’s insurance and shall not be called upon to contribute with it in any way.
(B) Automobile Liability. The automobile liability policy shall be endorsed to state that: (1) the City, its directors, officials, officers, employees, agents, and volunteers shall be covered as additional insureds with respect to the ownership, operation, maintenance, use, loading or unloading of any auto owned, leased, hired or borrowed by the Consultant or for which the Consultant is responsible; and (2) the insurance coverage shall be primary insurance as respects the City, its directors, officials, officers, employees, agents, and volunteers, or if excess, shall stand in an unbroken chain of coverage excess of the Consultant’s scheduled underlying coverage. Any insurance or self-insurance maintained by the City, its directors, officials, officers, employees, agents, and volunteers shall be excess of the Consultant’s insurance and shall not be called upon to contribute with it in any way. (C) Workers’ Compensation and Employer’s Liability
Coverage. The insurer shall agree to waive all rights of subrogation against the City, its directors, officials, officers, employees, agents, and volunteers for losses paid under the terms of the insurance policy which arise from work performed by the Consultant. (D) All Coverages. Each insurance policy required by this Agreement shall be endorsed to state that: (A) coverage shall not be suspended, voided, reduced or canceled except after thirty (30) days prior written notice by certified mail, return receipt requested, has been given to the City; and (B) any failure to comply with reporting or other provisions of the policies, including breaches of warranties, shall not affect coverage provided to the City, its directors, officials, officers, employees, agents, and volunteers.

3.2.10.5 Separation of Insureds; No Special Limitations. All insurance required by this Section shall contain standard separation of insureds provisions. In addition, such insurance shall not contain any special limitations on the scope of protection afforded to the City, its directors, officials, officers, employees, agents, and volunteers.

3.2.10.6 Deductibles and Self-Insurance Retentions. Any deductibles or self-insured retentions must be declared to and approved by the City. Consultant shall guarantee that, at the option of the City, either: (1) the insurer shall reduce or eliminate such deductibles or self-insured retentions as respects the City, its directors, officials, officers, employees, agents, and

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volunteers; or (2) the Consultant shall procure a bond guaranteeing payment of losses and related investigation costs, claims, and administrative and defense expenses.

3.2.10.7 Acceptability of Insurers. Insurance is to be placed with insurers with a current A.M. Best’s rating no less than A:VIII, licensed to do business in California, and satisfactory to the City.

3.2.10.8 Verification of Coverage. Consultant shall furnish City with original certificates of insurance and endorsements effecting coverage required by this Agreement on forms satisfactory to the City. The certificates and endorsements for each insurance policy shall be signed by a person authorized by that insurer to bind coverage on its behalf, and shall be on forms provided by the City if requested. All certificates and endorsements must be received and approved by the City before work commences. The City reserves the right to require complete, certified copies of all required insurance policies, at any time.

3.2.10.9 Reporting of Claims. Consultant shall report to the City, in addition to Consultant’s insurer, any and all insurance claims submitted by Consultant in connection with the Services under this Agreement.

3.2.11 Safety. Consultant shall execute and maintain its work so as to avoid injury or damage to any person or property. In carrying out its Services, the Consultant shall at all times be in compliance with all applicable local, state and federal laws, rules and regulations, and shall exercise all necessary precautions for the safety of employees appropriate to the nature of the work and the conditions under which the work is to be performed. Safety precautions as applicable shall include, but shall not be limited to: (A) adequate life protection and life saving equipment and procedures; (B) instructions in accident prevention for all employees and subconsultants, such as safe walkways, scaffolds, fall protection ladders, bridges, gang planks, confined space procedures, trenching and shoring, equipment and other safety devices, equipment and wearing apparel as are necessary or lawfully required to prevent accidents or injuries; and (C) adequate facilities for the proper inspection and maintenance of all safety measures.

3.3 Fees and Payments.

3.3.1 Compensation. Consultant shall receive compensation, including authorized reimbursements, for all Services rendered under this Agreement at the rates set forth in Exhibit ”C” attached hereto and incorporated herein by reference. The total compensation shall not exceed Five Million Seven Hundred Thirteen Thousand One Hundred Sixty-Nine Dollars ($5,713,169.00) without written approval of the City Manager. Extra Work may be authorized, as described below, and if authorized, will be compensated at the rates and manner set forth in this Agreement.

3.3.2 Payment of Compensation. Consultant shall submit to the City a monthly itemized statement which indicates work completed and hours of the Services rendered by Consultant. The statement shall describe the amount of the Services and supplies provided since the initial commencement date, or since the start of the subsequent billing periods, as appropriate, through the date of the statement. The City shall, within 45 days of receiving such statement, review the statement and pay all approved charges thereon.

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3.3.3 Reimbursement for Expenses. Consultant shall not be reimbursed for any expenses unless authorized in writing by the City.

3.3.4 Extra Work. At any time during the term of this Agreement, the City may request that Consultant perform Extra Work. As used herein, “Extra Work” means any work which is determined by the City to be necessary for the proper completion of the Project, but which the parties did not reasonably anticipate would be necessary at the execution of this Agreement.

Consultant shall not perform, nor be compensated for, Extra Work without written authorization from City’s Representative.

3.3.5 Labor Code Requirements.

3.3.5.1 Prevailing Wages. Consultant is aware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8, Section 1600, et seq., (“Prevailing Wage Laws”), which require the payment of prevailing wage rates and the performance of other requirements on “public works” and “maintenance” projects. If the Services are being performed as part of an applicable “public works” or “maintenance” project, as defined by the Prevailing Wage Laws, and if the total compensation is $1,000 or more, Consultant agrees to fully comply with such Prevailing Wage Laws. The City shall provide Consultant with a copy of the prevailing rates of per diem wages in effect at the commencement of this Agreement. Consultant shall make copies of the prevailing rates of per diem wages for each craft, classification or type of worker needed to execute the Services available to interested parties upon request, and shall post copies at the Consultant’s principal place of business and at the project site. Consultant shall defend, indemnify and hold the City, its elected officials, officers, employees and agents free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws.

3.3.5.2 Registration and Labor Compliance. If the Services are being performed as part of an applicable “public works” or “maintenance” project, then, in addition to the foregoing, pursuant to Labor Code sections 1725.5 and 1771.1, Consultant and all subconsultants must be registered with the Department of Industrial Relations (“DIR”). Consultant shall maintain registration for the duration of the Project and require the same of any subconsultants. This Project may also be subject to compliance monitoring and enforcement by the Department of Industrial Relations. It shall be Consultant’s sole responsibility to comply with all applicable registration and labor compliance requirements, including the submission of payroll records directly to the DIR.

3.4 Accounting Records.

3.4.1 Maintenance and Inspection. Consultant shall maintain complete and accurate records with respect to all costs and expenses incurred under this Agreement. All such records shall be clearly identifiable. Consultant shall allow a representative of the City during normal business hours to examine, audit, and make transcripts or copies of such records and any other documents created pursuant to this Agreement. Consultant shall allow inspection of all work, data, documents, proceedings, and activities related to the Agreement for a period of three (3) years from the date of final payment under this Agreement.

3.5 General Provisions.

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3.5.1 Termination of Agreement.

3.5.1.1 Grounds for Termination. The City may, by written notice to Consultant, terminate the whole or any part of this Agreement at any time and without cause by giving written notice to Consultant of such termination, and specifying the effective date thereof, at least seven (7) days before the effective date of such termination. Upon termination, Consultant shall be compensated only for those services which have been adequately rendered to the City, and Consultant shall be entitled to no further compensation. Consultant may not terminate this Agreement except for cause.

3.5.1.2 Effect of Termination. If this Agreement is terminated as provided herein, the City may require Consultant to provide all finished or unfinished Documents and Data and other information of any kind prepared by Consultant in connection with the performance of the Services under this Agreement. Consultant shall be required to provide such document and other information within fifteen (15) days of the request.

3.5.1.3 Additional Services. In the event this Agreement is terminated in whole or in part as provided herein, the City may procure, upon such terms and in such manner as it may determine appropriate, services similar to those terminated.

3.5.2 Delivery of Notices. All notices permitted or required under this Agreement shall be given to the respective parties at the following address, or at such other address as the respective parties may provide in writing for this purpose:

Consultant:

Bergman Build, LLC.
2850 Saturn Street, Suite 100
Brea, CA 92821
Attn: Peter Livermore
City:

City of Coachella
53990 Enterprise Way
Coachella, CA 92236
Attn: Andrew Simmons, Engineering Department
Such notice shall be deemed made when personally delivered or when mailed, forty-eight (48) hours after deposit in the U.S. Mail, first class postage prepaid and addressed to the party at its applicable address. Actual notice shall be deemed adequate notice on the date actual notice occurred, regardless of the method of service.

3.5.3 Ownership of Materials and Confidentiality.

3.5.3.1 Documents & Data; Licensing of Intellectual Property. This Agreement creates a non-exclusive and perpetual license for the City to copy, use, modify, reuse, or sublicense any and all copyrights, designs, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data

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magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Consultant under this Agreement (“Documents & Data”). Consultant shall require all subconsultants to agree in writing that City is granted a non-exclusive and perpetual license for any Documents & Data the subconsultant prepares under this Agreement. Consultant represents and warrants that Consultant has the legal right to license any and all Documents & Data.

Consultant makes no such representation and warranty in regard to Documents & Data which were prepared by design professionals other than Consultant or provided to Consultant by the City. The City shall not be limited in any way in its use of the Documents and Data at any time, provided that any such use not within the purposes intended by this Agreement shall be at the City’s sole risk.

3.5.3.2 Confidentiality. All ideas, memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other Documents and Data either created by or provided to Consultant in connection with the performance of this Agreement shall be held confidential by Consultant. Such materials shall not, without the prior written consent of the City, be used by Consultant for any purposes other than the performance of the Services. Nor shall such materials be disclosed to any person or entity not connected with the performance of the Services or the Project. Nothing furnished to Consultant which is otherwise known to Consultant or is generally known, or has become known, to the related industry shall be deemed confidential. Consultant shall not use the City’s name or insignia, photographs of the Project, or any publicity pertaining to the Services or the Project in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of the City.

3.5.4 Cooperation; Further Acts. The Parties shall fully cooperate with one another, and shall take any additional acts or sign any additional documents as may be necessary, appropriate or convenient to attain the purposes of this Agreement.

3.5.5 Attorneys’ Fees. If either party commences an action against the other party, either legal, administrative or otherwise, arising out of or in connection with this Agreement, the prevailing party in such litigation shall be entitled to have and recover from the losing party reasonable attorneys’ fees and all other costs of such action.

3.5.6 Indemnification. To the fullest extent permitted by law, Consultant shall defend, indemnify and hold the City, its officials, officers, employees, volunteers and agents free and harmless from any and all claims, demands, causes of action, costs, expenses, liability, loss, damage or injury, in law or equity, to property or persons, including wrongful death, in any manner arising out of, pertaining to, or incident to any alleged acts, omissions or willful misconduct of Consultant, its officials, officers, employees, agents, consultants and contractors in connection with the performance of the Services, the Project or this Agreement, including without limitation the payment of all consequential damages, expert witness fees and attorneys’ fees and other related costs and expenses. Consultant shall defend, at Consultant’s own cost, expense and risk, any and all such aforesaid suits, actions or other legal proceedings of every kind that may be brought or instituted against the City, its directors, officials, officers, employees, agents or volunteers.

Consultant shall pay and satisfy any judgment, award or decree that may be rendered against the City or its directors, officials, officers, employees, agents or volunteers, in any such suit, action or other legal proceeding. Consultant shall reimburse the City and its directors, officials, officers, employees, agents and/or volunteers, for any and all legal expenses and costs incurred by each of

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them in connection therewith or in enforcing the indemnity herein provided. Consultant’s obligation to indemnify shall survive expiration or termination of this Agreement and shall not be restricted to insurance proceeds, if any, received by the City, its officials officers, employees, agents or volunteers. Notwithstanding the foregoing, to the extent Consultant’s Services are subject to Civil Code Section 2782.8, the above indemnity shall be limited, to the extent required by Civil Code Section 2782.8, to claims that arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of Consultant.

3.5.7 Entire Agreement. This Agreement contains the entire Agreement of the parties with respect to the subject matter hereof, and supersedes all prior negotiations, understandings or agreements. This Agreement may only be modified by a writing signed by both parties.

3.5.8 Governing Law. This Agreement shall be governed by the laws of the State of California. Venue shall be in Riverside County.

3.5.9 Time of Essence. Time is of the essence for each and every provision of this Agreement.

3.5.10 City’s Right to Employ Other Consultants. City reserves right to employ other consultants in connection with this Project.

3.5.11 Successors and Assigns. This Agreement shall be binding on the successors and assigns of the parties.

3.5.12 Assignment or Transfer. Consultant shall not assign, hypothecate or transfer, either directly or by operation of law, this Agreement or any interest herein without the prior written consent of the City. Any attempt to do so shall be null and void, and any assignees, hypothecates or transferees shall acquire no right or interest by reason of such attempted assignment, hypothecation or transfer.

3.5.13 Construction; References; Captions. Since the Parties or their agents have participated fully in the preparation of this Agreement, the language of this Agreement shall be construed simply, according to its fair meaning, and not strictly for or against any Party. Any term referencing time, days or period for performance shall be deemed calendar days and not work days.

All references to Consultant include all personnel, employees, agents, and subconsultants of Consultant, except as otherwise specified in this Agreement. All references to City include its elected officials, officers, employees, agents, and volunteers except as otherwise specified in this Agreement. The captions of the various articles and paragraphs are for convenience and ease of reference only, and do not define, limit, augment, or describe the scope, content or intent of this Agreement.

3.5.14 Amendment; Modification. No supplement, modification or amendment of this Agreement shall be binding unless executed in writing and signed by both Parties.

3.5.15 Waiver. No waiver of any default shall constitute a waiver of any other default or breach, whether of the same or other covenant or condition. No waiver, benefit, privilege, or service voluntarily given or performed by a Party shall give the other Party any contractual rights by custom, estoppel or otherwise.

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3.5.16 No Third Party Beneficiaries. There are no intended third party beneficiaries of any right or obligation assumed by the Parties.

3.5.17 Invalidity; Severability. If any portion of this Agreement is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.

3.5.18 Prohibited Interests. Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. Consultant further agrees to file, or shall cause its employees or subconsultants to file, a Statement of Economic Interest with the City’s Filing Officer as required under state law in the performance of the Services. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

3.5.19 Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer and it shall not discriminate against any subconsultant, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination. Consultant shall also comply with all relevant provisions of City’s Minority Business Enterprise program, Affirmative Action Plan or other related programs or guidelines currently in effect or hereinafter enacted.

3.5.20 Labor Certification. By its signature hereunder, Consultant certifies that it is aware of the provisions of Section 3700 of the California Labor Code which require every employer to be insured against liability for Workers’ Compensation or to undertake self-insurance in accordance with the provisions of that Code, and agrees to comply with such provisions before commencing the performance of the Services.

3.5.21 Authority to Enter Agreement. Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each Party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and bind each respective Party.

3.5.22 Counterparts. This Agreement may be signed in counterparts, each of which shall constitute an original.

3.6 Subcontracting.

3.6.1 Prior Approval Required. Consultant shall not subcontract any portion of the work required by this Agreement, except as expressly stated herein, without prior written

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approval of City. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement.

CITY OF COACHELLA
By:

Its:

Printed Name:

ATTEST:

By:

Angela Zepeda
City Clerk
APPROVED AS TO FORM:

By:

Best Best & Krieger LLP
City Attorney
BERGMAN BUILD, LLC.

By:

Peter Livermore
982577________________________________
Contractor’s License Number and Classification
1000047051____________________________
DIR Registration Number
EXHIBIT “A”

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SCOPE OF SERVICES

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EXHIBIT “B”

SCHEDULE OF SERVICES

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EXHIBIT “C”

COMPENSATION

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Bagdouma Wellness Hub
Brianna Greenwood, P.E., Senior Civil
Engineer City of Coachella, Engineering
Department 53462 Enterprise Way
Coachella, CA 92236
Corporate Headquarters
2850 Saturn Street, Suite 100
Brea, CA 92821
T: 714.924.7000
bergmanbuild.com

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Corporate Headquarters | 2850 Saturn Street Suite 100 | Brea, California 92821 | 714.924.7000 bergmanbuild.com
April 14, 2026
City of Coachella
53990 Enterprise Way
Coachella, CA 92236
Brianna Greenwood
RE: Bagdouma Wellness Center
Wellness Hub Renovation F-37
Project Management team:

We affirm willingness to comply with the terms conditions and criteria contained in the RFP including indemnification and insurance requirements and any attachments and exhibits herein. The proposal is intended to be a part of the final agreement contract.

Relationship of the brand and the below names:
 Presented as a team: Design Builder Bergman - TWINSTEPS (Builder and Architect)  Bergman Build LLC (company name formally as the design builder)  Marketing / Branded as Bergman Construction.

We are a trusted, full-service general contractor with a proud history of serving clients across all 50 states, since 1982.

We serve clients with a commitment to fostering long-term relationships, nurture strong partnerships with clients and suppliers, and treat our teams with respect. We stand by our Guiding Principles of Build, Lead, Serve.

In the design build delivery model we are a strong ally with our clients to perform smooth execution and final delivery of the best design to fit the scope program and budget.

Point of Contact:

Peter Livermore DBIA, VP, 714 809 1641
[email protected]
2850 Saturn St. Brea CA, main office. Phone 714 924-7000 The main office would serve this project.

Pricing is valid for 90 days
We have no family or relationships or interests in the city, nor any conflict of Interest with any staff member of the City of Coachella
Team identification
Peter Livermore DBIA: Project lead
Design Team List: Responsibility: Design and CA services Twin Steps Architects: Jennifer Levesque

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Corporate Headquarters | 2850 Saturn Street Suite 100 | Brea, California 92821 | 714.924.7000 bergmanbuild.com
DRC Civil Engineering: Chris McKee
RPM Engineers Inc. mechanical, plumbing and electrical engineering GC Structural Engineering
Construction Team list: Responsibility: Construction Execution Dat Vo: Project Manager Construction
Sam Sanchez: Project Engineer Construction
James Ricchio: Project Superintendent Construction
The Presentation documents attached will provide a thorough representation of our team and offering.

Our team has provided a DB solution that aligns with the client goals of the project:

1. Budget control and accurate estimating

2. Commitment that the Final Design will be appropriate for the project requirements

3. Efficient design which will maximize the use of the budget in each key area, to achieve the project mandated scope
Sincerely,
Peter Livermore
Bergman
Vice President

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bergmanbuild.com
Section 1
Section 2
Section 3
Section 4
Section 5
Section 6
Section 7
Section 8
Section 9
Proposal Summary
Firm Profile
Qualifications
Work Plan & Schedule
Proposed Innovations
Project Staffing
Proposal Exceptions
Proposal Cost Sheet & Rates
Addendum 1

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Proposal Summary
1

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Proposal Summary
Bergman Design build team has prepared a comprehensive presentation of the Design build delivery for the Bagdouma Park Wellness Center update.

We are pleased to display the offering of our team and the unique presentation of our credentials.

Section 2 provides the team profile, background on Bergman Construction and our team’s lead design firm, Twinsteps.

As an example of a great team with a excellent history of working together, our team has been affiliated for 20 years.

The commitment to great working relationships and long term connections; Peter Livermore, and Pete Morris were daily colleagues on a large scale project in Orange County CA in 2006. Over many years since this opportunity to work together, the expertise and abilities of each person have grown in the respective disciplines in which they serve.

With this foundation, we continue to connect and collaborate on projects in many market categories.

Our proposal presents the background on the design teams and the team members which will have responsibility to delivery plans and specifications.

In Section 3 we present the Qualifications of the team and the history of our key sample experience working together at PACE myPlace Health in Los Angeles. Twinsteps and Bergman performed a major renovation and expansion project together with excellent results.

Section 4 provides the Work plan, schedule information and the heart of the proposal’s technical details. The bar chart schedule clarifies the details of the work and the activity flow. At the close of this section we provide the management plan, design build approach with the Part A: design phase and the Part B build Phase methods and approach.

Section 5 provides the design narrative, a sample floor plan, and the design renderings for concept view of the façade. The specific work list items are detailed in this section as well as clarification on the minor items that will not fit into the limited budget.

We close section 5 with a detailed description of quality in construction and quality in design. A principle that we hold as part of our design build team’s alignment of business principles.

Section 6 is our presentation of the team member’s resume’s, the Org chart, and the background of project history that will provide insight in the qualifications of our specific team members.

Section 7 notes that we have no exceptions to the contract template.

Section 8 provides the separate package for the cost of the work preliminary budget detail. Our presentation of the budget provides a high level of detailed breakdown to clarify our approach in each line item and scope of work element.

Section 9 provides the document set required to meet the addendum 1 requirements with notarized signatures on key forms.

Thank you for the opportunity to present the Bergman – Twinsteps design build team to the city of Coachella.

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Team Identification
Peter Livermore DBIA: Project lead
Point of contact with the city is the DB lead.

Contact info is
714 809 1641
[email protected]
• The integrated team will report into the channels of the structure. • In design charettes or team working sessions, all team members are encouraged to be a part of the community of colleagues and provide input.
• For formal comments/ updates and reports the DB lead will present the updates to the city.

For Clarification: Peter and Jennifer will weekly connect as team leaders, will align on decisions and processes to expedite the design process.

Jennifer will be available at the below contact info:
[email protected]
949 383 5382
Design Team List: Responsibility: Design and CA services The responsibility of this team is to deliver the complete design and the conceptual drawings for the initial community outreach.

Twin Steps Architects :

Jennifer Levesque, Design team primary exec / division leader • Marcus Paris, Sr PM
• Nick Guarna, Job Captain
DRC Civil Engineering:
• Chris McKee
RPM Engineers Inc. Including the divisions : Mechanical, Plumbing and Electrical engineering • Maurice Yee Mech Engineering Lead
• Lan V Nguyen Electrical Engineering Lead
• Jose Beltran: Plumbing Engineering design lead
Grimm Chen Structural Engineering:
• Jeff Y Chen
• Emmanuel Flores: Design engineer
Pre-construction and Estimating: Bergman Construction
• Christian Cruz
• Zachary Sandoval
Bergman Development Services: Support design and code compliance • Matt Decker
• Chris Beck
Construction Team list: Responsibility: Construction Execution: Bergman Construction • Randy Workman QC and Ops Lead: field operations - construction • Dat Vo: Project Manager Construction
• Sam Sanchez: Project Engineer Construction
• James Ricchio: Project Superintendent Construction
• Mary Skripko: Project Coordinator Construction

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bergmanbuild.com
Firm Profile
2

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Firm Profile
Bergman Build LLC is a Commercial Contracting, construction management and design build firm with 70 employees.

Bergman has completed approx. $ 400 M in sales over the past 4 years. The work list we perform each year is a combination of Low rise commercial new and renovation projects.

This project will represent approximately 3 % of our corporate total volume of sales for each year 2026 and 2027. Our capacity for 2026 is between $78-120 M for the annual total sales. Our team includes more than 20 superintendents and more than 20 PM, SPM, PE, APM, PC associates.

Bergman Construction (Bergman Build LLC) is part of a corporate group named the KPRS Group. Our affiliated company partner, Builder Services LLC provides support functions for our team and another 2 companies on a daily basis. The legal, admin, accounting, safety and other support functions are provided by “The Shared Services team”.

Bergman is a strong and growing business with growing associates.

The team assigned to this project has experience in health care projects and hospital inpatient renovations. The Bergman Health care team has performed projects with occupied conditions for multiple years. Peter Livermore has a resume of hi-tech and health care projects that span 15 years.

We have assembled an excellent team for this project.

The team includes our design partners: TWINSTEPS Architects, DRC Civil Engineering, RPM and other engineering and design team members as shown in the section 3.

The organization structure includes design build lead Peter Livermore DBIA, and Architect Jennifer Levesque. This team has worked together on the project PACE myPlace health in Los Angeles.

We are ready to support the city of Coachella in the goal of an expanded wellness community center, at Bagdouma Park.

Please view the organization chart.

Legal Standing
Our legal standing status is as follows:

No outstanding lawsuit of litigation as a result of :
• Action on a public project in the last 5 years.
• Insurance or consultant payment for a claim

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ur
Best Regards,
Peter Morris, AIA, LEED AP
President
[email protected]
April 10,2026
Brianna Greenwood
[email protected]. Dear Brianna,
Firm Overview & Team Structure
TWINSTEPS Architecture is a full-service architectural firm with over fifteen years of experience delivering high-quality design and technical services for public and private sector clients throughout California. The firm has extensive experience with tenant improvements, healthcare-related facilities, and projects requiring coordination with multiple agencies and stakeholders.

Our organizational structure is intentionally streamlined to provide direct Principal and Project Manager involvement throughout all phases of the project. This approach ensures clear communication, efficient decision-making, and accountability. For the Bagdouma Wellness Tenant Improvement Project, TWINSTEPS will serve as the Architect of Record (AOR) and will lead all aspects of project delivery, including design, coordination, permitting, and construction administration.

The project team will include dedicated project management, technical production staff, and quality control oversight to ensure the project remains aligned with the City of Coachella’s goals, schedule requirements, and budget parameters.

Financial Stability, Capacity, and Resources
TWINSTEPS Architecture is a financially stable firm with the operational capacity and staffing resources necessary to successfully deliver the Bagdouma Wellness Tenant Improvement Project. The firm maintains a consistent workload with adequate personnel to ensure that all project commitments are met without impacting quality or schedule.

We utilize industry-standard technology, including Building Information Modeling (BIM), to enhance coordination, reduce conflicts, and improve overall project efficiency. Our established internal quality control processes and project management protocols are designed to support schedule adherence, cost control, and timely delivery of all project milestones.

TWINSTEPS also maintains long-standing relationships with highly qualified consultants who are experienced in working on municipal projects and are familiar with local codes, permitting processes, and agency coordination requirements.

Subconsultants (MEP & Structural)
As required, TWINSTEPS will retain additional subconsultants, which may include mechanical, electrical, plumbing and structural engineering consultants necessary to support the project’s successful execution.

All subconsultants will be selected based on their qualifications, relevant project experience, and ability to meet the City’s standards and regulatory requirements. Supporting information for each firm, including organizational structure and capacity, will be provided as part of the final proposal.

TWINSTEPS will serve as the primary point of contact for all subconsultants and will be responsible for ensuring coordination, communication, and compliance with all applicable City of Coachella requirements. Our team will work collaboratively with City staff and stakeholders to support a smooth review, approval, and construction process.

TWINSTEPS Architecture is excited for the opportunity to partner with the City of Coachella on the Bagdouma Wellness Tenant Improvement Project. We look forward to leveraging our experience, technical expertise, and collaborative approach to successfully deliver a project that meets the City’s goals and serves the community.

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INTRODUCTION
Simply dummy text of the printing and typesetting industry. has been the industry's standard dummy text ever since the 1500s, when an unknown printer took a galley of type and scrambled it to make a type specimen book.

We are a Creative Agency
Based in Jakarta Indonesia

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INTRODUCTION
Simply dummy text of the printing and typesetting industry. has been the industry's standard dummy text ever since the 1500s, when an unknown printer took a galley of type and scrambled it to make a type specimen book.

We are a Creative Agency
Based in Jakarta Indonesia

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INTRODUCTION
Simply dummy text of the printing and typesetting industry. has been the industry's standard dummy text ever since the 1500s, when an unknown printer took a galley of type and scrambled it to make a type specimen book.

We are a Creative Agency
Based in Jakarta Indonesia

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Jennifer Levesque
Director
Pete Morris
President
Bonnie Steiner
Accounting
Administrator
Chris Taylor
Accounting
Administrator
Lindsay Altobello
Director of Operations
Shahin Mozafari
Project Architect
Mandie Owens
Operations
Administrator
Nick Guarna
Job Captain
Jennifer Wyman
Director
Kirstin Jones
Project Architect
Gayle Smith
Project Architect
Zahra Kharrazi
Sr. Project Manager
Arde Shirazi
Project Manager
Marcus Paris
Sr. Project Manager
4/15/2026
Susan Kang Carty
Project Manager
Martiza Estrada
Sr. Job Captain
Vy Dang
Job Captain
Admin Team

TWINSTEPS

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17500 Redhill Ave, Suite 240  Irvine  California  92614  Tel 949.250.3150  gc-se.com

COMPANY PROFILE
Smart. Value. Innovative.

Grimm & Chen is an Orange County, California-based Structural Engineering practice created to provide engineering design services to the construction and development industry. At Grimm & Chen Structural, value engineering is a key component of our design services. We deliver a hands-on, higher standard of personalized service which results in creative, innovative solutions that satisfy the project design needs while adhering to the project budget and schedule.

Communicate. Build. Deliver.

We work with Architects, Contractors and Business Owners as a team to provide solutions for the challenges of construction. Our design team has experience with projects ranging in construction cost size from less than $1 million up to $10 million. At Grimm & Chen we continue to establish a long-term relationship and a reputation for excellence. Accordingly, our business model is to grow at a pace entirely consistent with that philosophy so as to ensure all projects and clients are treated as a priority.

Experienced. Efficient. Achieved.

Grimm & Chen excels at the fast-paced and demanding environment that required an extremely high level of expertise and efficiency from design professionals. Our extensive project experience and approach to engineering will ensure the most appropriate and economic structural solution is achieved consistent with all architectural and planning constraints. The company’s reputation and track record comes from its people as we employ only top quality professionals. Our staff is well recognized for their capabilities, which have been demonstrated across a wide range of projects over 10 years.

Industry Experience
 Institutional/educational projects
 High-rise structures
 Commercial projects
 Retail projects
 Hospital and Health Care projects
 Industrial projects

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Maurice E Yee, P.E., President
Lan V Nguyen, P.E., Vice President
RPMENGINEERS, INC.
1 0 2 D i s c o v e r y , Ir v i n e , C A , 9 2 6 1 8 • T el: 9 4 9 - 450 - 1 2 2 9 Fax : 9 4 9 - 450 - 1 4 5 4 www.rpmpe.com

RPM Engineers, Inc. was established 1993 in Irvine, California. Providing air conditioning, plumbing & electrical design for commercial office buildings, retail stores in malls, industrial buildings, major distribution centers, manufacturing and assembly plants, schools, auto dealerships, medical and healthcare facilities, restaurants, entertainment, golf and country clubs.

We have similar project design to provide the engineering services for your buildings.

We provide professional design services with energy conservation standards incorporated into all of our designs for low operating cost and safe environment. Some of our recent projects are LEED certified.

Our engineers are highly qualified professional engineers with many years of design and project management experiences who will be in charge of the project designs and decision making.

We have six (7) registered professional engineers, sixteen (16) designer engineering staff members, one (1) drafting/production personnel & information technology, and one (1) office administrator to support our services.

All engineering drawings are produced in Auto Cad Release 2019 format, in house plotting and printing to reduce reproduction cost to our clients.

RPM Engineers, Inc. is looking forward to facing any challenge to meet your needs in Building Mechanical, Plumbing and Electrical Design.

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Qualifications
3

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Location Work Performed Total Project Cost % of Work Performed Project Timeline Client Contact MyPlace Health - LA PACE,
Los Angeles, CA
32,000 SF TI consisted of a hair/nail salon,
physical therapy room, occupational therapy
room, kitchen, dining room, day room, dental
offices, medical office exam rooms,
procedure rooms, and new outdoor space. $8,336,503.00 100% 11 Months Anthony Ferlan, VP of Real Estate
(617) 913-2925
City of Corona Day Care
Corona, CA Design/Permit/Construction Drawings $900,000.00 100% 7 Months Tracy Martin, Utilities Project Panager for
the City of Corona Public Work
(951) 736-2234
San Ysidro Health - PACE Facility
El Cajon, CA
Two-Story concrete tilt-up shell for a medical
office, tenant improvement for an allinclusive care for elderly incluing adult daycare and basic medical office for San
Ysidro health $12,696,657.76 100% 6 Months
Turner Impact Capital - Ramiro
Viramontes, President of Construction
Services
[email protected]
Dermatology Pasadena
Pasadena, CA
Clinical health care consisting of exam
rooms, lab, storage, lobby, specialist
practice dermatology unique finishes and
custom display cabinetry which matches
adjacent suite 200 $850,000 100% 4 Months
Edgewood Realty - Becky Rios, Asset
Manager
[email protected]

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Technical Expertise
Our selection of projects to present includes the following:
myPlace Health PACE Center: Upgrades/Renovation and PACE Tenant Improvement Qualifier Project Specifics:
myPlace Health
LOCATION: Alvarado and First Street: Los Angeles, California Permitting agency: City of Los Angeles
STATUS: Completed
Design Completed: 2022
Construction Completed 2023
Total Project Area: 44,000 SF
Construction Cost: $ 8.1 M

PROJECT TEAM
Anthony Ferlan
myPlace Health
Senior Director Real Estate and Facility Operations
[email protected]
617-913-2925
TWINSTEPS Architects: Jennifer Levesque and Zahra
Peter Livermore: Senior Project Manager
Justin Pesavento: Project Manager
Project Overview
Design and Construction of an Adult Day Care center with Clinical, Physical Therapy, Food Service and Social and counselling services.

Description
PACE is a program in multiple states, Medicare services for elder care as an aging in place service program for all health care needs in lieu of a primary care and food service, active adults social and memory care services.

The renovation was planned in an existing non-active building where the space available was fitting for the owner’s scope and use plans for an adult/geriatric care facility. The existing 3 story building and 3 level parking structure was constructed in 1963 and served as an office on level 3 and dental services space on level 2. The first level is a parking structure deck. The second floor is an office deck with a parking level 2 main entry point. The third level is an office deck with an upper floor parking entry point.

The 3-level project scope included the following program items:

New elevator sized 4500 LB capacity and a CMU and Drywall shaft and elevator cab for 3 stops, and a restoration of the existing small elevator cab rehabilitation of operations.

Removal of the existing stairs from floor 2 to 3, the fill in of the floor 3 deck with steel and concrete.

Removal of the existing steel stair and patio deck above the level 3 parking structure. Creation of the new concrete ADA ramp and stair to enter level 3 office level from the parking structure upper deck, with handrails and a new auto slider glass door. A new concrete stair at the second entry point of level 3.

The Floor 3 project area South scope included administration areas and renovation of the existing office, break room, conference rooms etc. The North scope area provided a complete rebuild of all areas to create a medical clinic with a new elevator lobby, waiting room, reception, exam rooms lab and doctor’s office space, with future dental spaces.

The new exterior CMU walls, canopy and steel stairs at the exterior balcony provide emergency exit path of travel in lieu of the existing stairs which are non-compliant.

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Technical Expertise
The floor 2 Exterior North Zone required a path of travel compliant entry with a ADA Ramp. The floor 2 provides the adult day care space with memory care day rooms, standard day rooms, kitchen food service, storage and new concrete ramps and stairs from the parking structure.

The new cut-out wall openings with glass windows were designed to bring in daylighting. The new day rooms, restrooms, kitchen and physical therapy spaces, with new entry reception from the parking structure with ADA compliant entry and motorized doors openers placed on a new 2 hour rated glass pair set of doors.

Floor 1 TI space renovation included a set of restrooms showers, mechanical room, and locker room. The parking area scope included the new elevator shaft, elevator machine room, replacement of existing parking lighting, removal of the large existing storage room, and a new parking security roll up motorized gate.

Exterior street front west area renovation program included new entry security gates, card readers, locks and main entry glass storefront pair door.

Exterior Street front East area renovation included a new entry mangates at 2 points of entry, painting of the entire façade and parking structure. The South zone of the parking structure required a new steel exterior stair with security gate, complete with painting and concrete walk path and concrete step-up stairs to the public sidewalk.

The building roof level was updated with a tear off of the existing roof and a new roof system with new perimeter sheet metal, the new plaster elevator overrun building extension above the existing roof, and the new HVAC Unit for the IT room. This building had multiple skylights that were removed, then deck filled in and roofed over the prior opening.

In the mechanical room on the rooftop, the team replaced the existing water heater for domestic hot water serving the entire building.

Project Delivery Method
The PACE Center for MyPlace Health was developed as a GMAX project delivery method: Design assist preconstruction services, GMP budgeting and open book accounting. The build team was a significant part of the support process through the design iterations, which was a benefit to the owner based on Peter Livermore’s experience in the PACE and Medical center facility type. Lessons learned and similar facilities design build experiences in San Bernardino at InnovAge provided a meaningful source of experience for the client and Architecture team. The center was required to provide a complete submission package and facility inspection to the California center for Medicare Medicaid services (CMS). This “licensing process” mandated that an experienced team support the client in the effort to prepare for the readiness meetings.

Contractor and Architect’s Role and Responsibilities
The project architect and design team performed well throughout the life of the design stage and build stage. Once the suite demolition was complete, the design updates were frequent related to the reality of aged building had several surprises in the skeleton/internal system. The builder support provided by Peter Livermore, and Justin Pesavento with budgeting and design review sessions, constructability comments reports and ongoing coordination meetings provided an iterative process to refine scope and plan updates. Based on Peter Livermore’s experience in the PACE and inpatient hospital renovations, many pitfalls were avoided. The lessons learned list was used from similar PACE facilities (which were conducted using the design build delivery model). Prior experiences in San Bernardino at InnovAge assisted the client, Engineers and Architecture team. The experience in the Fire Inspection process and facility inspection with the California center for Medicare services (CMS) from other PACE Center openings was valuable to the team.

Challenges
The Client Budget requirements were exceeded from the first budget report draft, but the conditions of the building left by the prior owner were difficult. In this case, the owner- landlord had performed a complete delegation of the work to update the building to the tenant and it’s construction crew.

Challenges / design updates and new activities mandated due to changes to the initial project scope included:

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Technical Expertise
• Depression in the deck on level 1
• Weight sensitive floor leveling solution to remove 3 inches of depression in the existing deck CIP concrete • New fire sprinkler main building riser from level 1 to 3, and branch distribution with new heads in each room on level 2 and 3.
• New Fire alarm system
• New ERRC / Emergency call system for Fire Department
• New access control, security, camera, cat 6 cable, and wanderguard • Door lock with EL Lock designated specification coordination with code mandated egress hardware, the project specific memory care restricted access control, staff access control card readers, and motorized door openers locations, as well as the existing door types.
• Steel framing support under the deck 2 due to the new concrete leveling system • Relocation of the main electrical feeders due to structural beams support under the new concrete ramps and stairs on level 2
• Steel framing support below the new concrete ramps on level 3 • Existing conditions that provided a list of adjustments to scope including the change in the space requirements of the main electrical room, and a reconfiguration of the parking garage exhaust fan duct plenum shape. • HVAC controls replacement at the AC Variable volume boxes and at IT rooms • Replacement of HVAC controller mixing units and controls in each zone on level 1 north, and level 2 north. • Structural wall and deck opening changes for new doors, windows, elevators, etc., provided a phase and staging element that was a critical fast moving schedule element at the startup. • The re-location of the ADA parking stall layout with new epoxy deck coating on the deck and striping installation at multiple parking decks was another field coordination process. • Time is of the essence to open the facility on the target date. Delays to the grand opening and the CMS review processing date was not acceptable.

Lessons Learned and Contributions to the Coachella Wellness Project

1. Organizational Management is critical to achieving schedule success The project magnitude and scale of the many field observation challenges and unforeseen scope updates for the renovation work in every area of the building was difficult. This provided a coordination challenge due to the mass of issues, for design and build team members. The solution was an upgraded count of mandated meetings and reporting with many sessions of strong collaboration. Our team’s regimented approach to the supplemental design updates, meeting minutes, hot list issues system and tracking items in PROCORE was critical for organizing data.

Other tools included many sketches, architecture and engineer specialist walk through and calls for connecting teammates on many issues in the weekly and half weekly meeting was a key to the resolution of open issues. We truly became a strong integrated team. Attitude and leadership with the theme of” we must get it done together” was a major part of the success.

Future Benefit: The tools of the collaboration process will be used in future health care projects. The collaborative nature shown on this project and the “can do attitude” is part of our process, in design build and all projects in general.

2. Collaboration is Key to finding solutions to new obstacles Throughout the life of the project and preconstruction, the contractor and designer were acting daily as a design build team due to the fundamental relationship with client and the early start collaboration.

Future Benefit: The team reassembled in future health care projects will have the experience and skill to approach the work with poise and control. The collaborative nature in design build delivery method will be second nature to our team.

3. Achieving great results in the public system: Medicare Our team performed the redevelopment of a new set of suites and a building repositioning program for the major purpose of satisfying the mandated requirements of the CMS. The CMS review process and pre-submission preparation was a significant lesson learned on what and how to do things the right way.

Future Benefit: Our team has valuable experience for reuse: AHJ and state review process. We experienced the

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requirements of the sequence of CMS readiness review submission document packages, the building department approval with a Certificate of Occupancy, the ADA code as well as elder care physical adjustment, the mandated process of field review and approval from CMS.

Achieving Design Excellence at the myPlace Pace Center in Los Angeles With the creativity and excellent evaluation of TWINSTEPS, The design presented many key enhancements and features to increase the utility of the building and create an excellent space, while working within the constraints of the existing structure, lot lines and parking requirements.

Part 1 Daylighting:
• The daylighting and views to the outdoors was crafted with the following design elements:
• The Generally large window zone facing west was highlighted • The design invited the light from west windows to flow to the west facing day rooms • The north and south walls had no windows in the solid wall Brick façade. • New windows were cut into the wall facing south
• New double door storefront type was cut into the north wall Part 2 Reuse of open environment on floor 2 entry area.

The lobby of the clinical area reused a prior glass condition which allowed a large light from the East facing windows on level 3 to create connections to the outdoors and daylighting into the reception and waiting area. The design replaced the glass system and increased the functionality by adding a new auto sliding door.

Part 3 Outdoor gathering spaces
Participants can enjoy the sun and fresh air outside of the North Day room. The floor 2-3 north patio and balcony enhancement was performed with an elevated Steel and concrete deck at the level 1 patio. This deck and concrete structure was surrounded by a CMU and plaster coated wall, painted white. Since the grade naturally falls to the west, the design called for an elevated structure to keep the patio level. The parking lot adjacent to the north patio falls approx. 5 feet in the direction of the west. The walking path from the East Road and the patio was protected from wandering participants and unauthorized guests with gates. The exterior stair to the third floor is adjacent to the new patio. The sunshade canopy is constructed with Steel shapes and painted white. Adjacent to the sunshade is the balcony, which can be used by staff for a fresh air break.

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Work Plan & Schedule
4

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Objectives
The project is at the city property located at 51-251 Douma Street, Coachella, CA 92236.

Bergman Design build team is ready to perform the objectives of the project, including the following:

Renovate, upgrade and expand the existing 4,000 SF Coachella Community Center at Bagdouma Park between Douma Street and Bagdad Avenue.

Services will align with the programmed two phases and task orders will be awarded as the project progresses.

Both phases include these services, but are not limited to, prelim design, final design, and permitting for final design of providing capital improvements to the Coachella Community Center into a Wellness Hub, with ADA improvements.

This will be a dynamic iterative design process working closely with City Staff and the Desert Recreation District (DRD) to determine design options. This process will also include at a minimum, three (3) public outreach meetings providing design charettes and surveys to receive public input.

Our budget will hold the following cost items in the Contingency category:

1. Surveying

2. Geotechnical

3. Hazardous materials testing
The first phase of the project at a minimum, will include a kitchen remodel, replacement flooring and ceiling, interior and exterior paint, LED lighting and installation of a reception welcome desk.

The D/B team will also evaluate the roof and provide a recommendation for roof improvements. Roof replacement will be pending the budget final evaluation, but will remain a top 3 priority item The D/B team will also evaluate the mechanical and electrical components in the building and make Modifications which will align with the master Budget.

Improvements will include 2 EV charging stations with 13 charging capable parking stalls and additional exterior improvements will include sidewalk and ADA ramp improvements. The first phase will include design and installation of a fire suppression lateral and closet with the second phase to complete the fire sprinkler system.

The second phase of the project at a minimum, will include the completion of the fire suppression system, approximately 1,500 square feet addition to the existing building and exterior improvements for an activated outdoor recreation area with a shade structure.

All improvements and additions will meet the 2025 California Green Building Standards Code (CALGreen).

Based on meetings and priorities, and budget allowing, the D/B team will evaluate other improvements and enhancements, and offer advisement comments to the city for response.

The D/B Team will provide the City with up to three options for the proposed renovations within the City’s budget.

Each concept shall include color renderings of the proposed renovation.

Following approval of the concept by the City, the D/B Team shall be responsible for providing all design and construction services required for the project inclusive of, but not limited to, the following: architectural, electrical, structural, mechanical, plumbing, and any other required specialty.

We have clarified the budget will not allow for the following items to be performed:

1. Emergency communications and security systems

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Objectives

2. Accessibility challenges in the existing building layout, including multiple upgrades and layout reconfigurations required in community center

3. Mechanical system replacement

4. Electrical system replacement

5. Electrical service upgrade

6. Electrical subpanel addition

7. Electrical switchgear replacement

8. Roofing of single ply system replacement

9. Tile roof replacement

10. Restroom updates or upgrades

11. Changes in the classroom and existing storage room
The Budget document prepared as the attached project control budget includes the following:
• Topographic Survey
• Geotechnical Survey
• Utility Conflicts/Research
• Conceptual/Preliminary Design
• Architectural Renderings
• Final Engineering Plans
• Detailed Construction Cost and preliminary control budget at the start of the design phase. • Master budget update prior to the kickoff of phase B
• A comprehensive hazardous materials survey
• Electrical and mechanical system upgrade report or evaluation • Roof report or evaluation for upgrade or replacement
• Report or comment for advisement on the Augment broadband capacity • Repairs to exterior grounds
• Record drawings
• Fulfill all obligations of D/B Team under the Contract Documents; • Fulfill all obligations of Architect of Record for the Project; • Comply with the requirements of all Federal, State, County, and other authorities having jurisdiction regulations for required reviews, approvals, permits, construction, inspection, and record keeping; • Create a Project that is energy efficient and uses sustainable design elements and construction practices and minimizes life-cycle costs;
• Thoroughly start-up and test and commission new systems to ensure efficient and reliable operation; • Systematically furnish all required warranties, operation and maintenance manuals, and record documents and successfully transition and train facility staff, closing out the Project with no defects.

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Work Plan + Schedule
As noted in the attached Budget detailed statement: Design Build Project Control Budget.

As Shown in the attached detailed bar Chart Schedule
Bergman Design build team will adhere to the schedule below mandated by the RFP instructions.

Phase 1: Design: June 1 2026 – December 1 2026
Phase 1: Build: January 1, 2027 – September 2027
Phase 2: Design: Jan 1, 2027 – September 2027
Phase 2: Build: October 1, 2027 – June 2028
Bergman Design build team will adhere to the budget below mandated by the RFP instructions. $2,116,430 Phase 1
$ 3,000,000 Phase 2

Item 10.

ID Task
Mode
Task Name Duration Start Finish
1 Bergman DB: Coachella Bagdouma Community Center
Wellness
2 Proposal and presentation review DB teams 0 days Tue 4/14/26 Tue 4/14/26 3 City review and award announcement 4 days Tue 4/14/26 Fri 4/17/26 4 Contract approval and execution of documents 3 days Mon 4/20/26 Wed 4/22/26 5 City scheduled approval with council or procurement
department
4 days Thu 4/23/26 Tue 4/28/26
6 Master Overall Duration ( including Phasing) 404 days Tue 4/28/26 Mon 11/15/27 7 PRECON 283 days Tue 4/28/26 Fri 5/28/27
8 Preconstruction Part A Start and kickoff meeting 0 days Tue 4/28/26 Tue 4/28/26 9 Kickoff meeting and AOC start up meeting 1 day Wed 4/29/26 Wed 4/29/26 10 SD 11 days Thu 4/30/26 Thu 5/14/26
11 DD and public awareness detailing for presentation 11 days Fri 5/15/26 Fri 5/29/26 12 Public awareness and comments period 22 days Mon 6/1/26 Tue 6/30/26 13 Approval milestone: owner approval of the Plan 0 days Tue 6/30/26 Tue 6/30/26 14 CD 12 days Wed 7/1/26 Thu 7/16/26
15 CD 50% approval 4 days Fri 7/17/26 Wed 7/22/26
16 Phase 1 : Interior renovation and Fire water system 61 days Thu 7/23/26 Thu 10/15/26 17 Phase 1: CD design up to 100 percent 12 days Thu 7/23/26 Fri 8/7/26 18 Plan Check submission # 1 15 days Mon 8/10/26 Fri 8/28/26 19 Plan Check comments 0 days Fri 8/28/26 Fri 8/28/26
20 Plan Check Submission 2 prep changes and submit 5 days Mon 8/31/26 Fri 9/4/26 21 Plan Check 2 review and approval 7 days Mon 9/7/26 Tue 9/15/26 22 Permit ready to release 2 days Wed 9/16/26 Thu 9/17/26 23 Procurement Subcontractor Bid prep 5 days Fri 9/18/26 Thu 9/24/26 24 Subcontractor document prep 4 days Fri 9/25/26 Wed 9/30/26 25 Final Procurement decisions: sub list 4 days Thu 10/1/26 Tue 10/6/26 26 Budget analysis and breakdown update/ budget revision 2 days Wed 10/7/26 Thu 10/8/26 27 Submit budget to owner for approval of part B 1 day Fri 10/9/26 Fri 10/9/26 28 Submit to owner plan package for approval of part B1 day Mon 10/12/26Mon 10/12/26 29 Budget details and Plans approved 3 days Tue 10/13/26 Thu 10/15/26 30 Approval of Part B to Begin and NTP, approve
construction
0 days Thu 10/15/26 Thu 10/15/26
31 Funding approval Bond 1( first Phase) 0 days Thu 10/15/26 Thu 10/15/26 32 Bond 2 Phase 2 scope : Expansion Building 61 days Thu 3/4/27 Fri 5/28/27 33 Funding approval Bond 2 0 days Thu 3/4/27 Thu 3/4/27 34 PH 2: CD design up to 100 percent 12 days Fri 3/5/27 Mon 3/22/27 35 Plan Check submission # 1 15 days Tue 3/23/27 Mon 4/12/27 36 Plan Check comments 0 days Mon 4/12/27 Mon 4/12/27
37 Plan Check Submission 2 prep changes and submit 5 days Tue 4/13/27 Mon 4/19/27 38 Plan Check 2 review and approval 7 days Tue 4/20/27 Wed 4/28/27 39 Permit ready to release 2 days Thu 4/29/27 Fri 4/30/27 4/14
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Item 10.

ID Task
Mode
Task Name Duration Start Finish
40 Procurement Subcontractor Bid prep 5 days Mon 5/3/27 Fri 5/7/27 41 Subcontractor document prep 4 days Mon 5/10/27 Thu 5/13/27 42 Final Procurement decisions: sub list 4 days Fri 5/14/27 Wed 5/19/27 43 Budget analysis and breakdown update/ budget revision 2 days Thu 5/20/27 Fri 5/21/27 44 Submit budget to owner for approval of part B 1 day Mon 5/24/27 Mon 5/24/27 45 Submit to owner plan package for approval of part B1 day Tue 5/25/27 Tue 5/25/27 46 Budget details and Plans approved 3 days Wed 5/26/27 Fri 5/28/27 47 Approval of Part B to Begin and NTP, approve
construction
0 days Fri 5/28/27 Fri 5/28/27
48 Construction Part B 333 days Wed 4/29/26 Fri 8/6/27
49 Phase Break for Funding release( Bond 2) 222 days Wed 4/29/26 Thu 3/4/27 50 Field operations Kickoff meeting with park and PW staff0 days Fri 5/28/27 Fri 5/28/27 51 Interior existing construction scope ( bond 1) 50 days Mon 5/31/27 Fri 8/6/27 52 Demolition at roof system and parapet wall edge 3 days Mon 5/31/27 Wed 6/2/27 53 interior temp barriers : install 1 day Thu 6/3/27 Thu 6/3/27 54 Interior demo of existing closet walls and entry walls2 days Fri 6/4/27 Mon 6/7/27 55 Demo ceilings and floors and cabs in kitchen 3 days Tue 6/8/27 Thu 6/10/27 56 New wall track and wall studs interior partitions 2 days Fri 6/11/27 Mon 6/14/27 57 MEP Rough in walls 3 days Tue 6/15/27 Thu 6/17/27
58 Ceiling cut out and install of new Fire Sprinkler
piping overhead
3 days Fri 6/18/27 Tue 6/22/27
59 New fire riser room wall lines and ceiling demowall furring demo 3 days Wed 6/23/27 Fri 6/25/27
60 Fire Riser piping installation above floor 2 days Mon 6/28/27 Tue 6/29/27 61 Slab on grade removal at Fire Riser Room 2 days Wed 6/30/27 Thu 7/1/27 62 Fire sprinkler heads in ceiling points 3 days Fri 7/2/27 Tue 7/6/27 63 Drywall and ceiling patching work 4 days Wed 7/7/27 Mon 7/12/27 64 Interior ceiling demo of existing multi purpose room3 days Wed 6/23/27 Fri 6/25/27 65 Fire sprinkler piping in attic of multi pupose room 3 days Mon 6/28/27 Wed 6/30/27 66 Paint attic black, install insulation 3 days Thu 7/1/27 Mon 7/5/27 67 Kitchen MEP attic and walls 3 days Tue 7/6/27 Thu 7/8/27 68 Kitchen Cabinetry and kitchen island 4 days Fri 7/9/27 Wed 7/14/27 69 Kitchen fixtures, faucet and misc 2 days Thu 7/15/27 Fri 7/16/27 70 Kitchen Stone and Accent tile at walls 4 days Mon 7/19/27 Thu 7/22/27 71 Painting kitchen and adjacent rooms 3 days Fri 7/23/27 Tue 7/27/27 72 Light fixtures in multipurpose room 2 days Wed 7/28/27 Thu 7/29/27 73 Folding partition at new- existing wall opening 2 days Mon 8/2/27 Tue 8/3/27 74 New flooring finish: wood floor Existing space 3 days Wed 8/4/27 Fri 8/6/27 75 Final Cleaning existing space: pre-open to occupant use1 day Fri 7/30/27 Fri 7/30/27 76 Existing building area complete : Move in ready 0 days Tue 8/3/27 Tue 8/3/27 77 Site work and Expansion Building 120 days Mon 5/31/27 Fri 11/12/27 78 Fire Water main line UG - Utiities PH 1 23 days Thu 6/3/27 Mon 7/5/27 5/28
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Item 10.

ID Task
Mode
Task Name Duration Start Finish
79 Demo slab and exterior footing edge excavate
under footing
3 days Thu 6/3/27 Mon 6/7/27
80 Elbow below footing at closet 4 days Tue 6/8/27 Fri 6/11/27 81 Footing concrete pour / repair cut bottom 3 days Mon 6/14/27 Wed 6/16/27 82 Fire water Main line Layout 1 day Thu 6/17/27 Thu 6/17/27 83 Fire Water Trench and lay in private parcel 5 days Fri 6/18/27 Thu 6/24/27 84 Fire Water inspection: UG line prior to backfill 2 days Fri 6/25/27 Mon 6/28/27 85 Public Road POC hot tap and Saddle 3 days Tue 6/29/27 Thu 7/1/27 86 Fire Water POC to interior riser 2 days Fri 7/2/27 Mon 7/5/27 87 Parking zone sitework: PH 1 28 days Mon 6/14/27 Wed 7/21/27 88 ADA Ramp removal 2 days Mon 6/14/27 Tue 6/15/27
89 ADA Ramp install ( concrete) 2 days Wed 6/16/27 Thu 6/17/27 90 Truncated Domes 1 day Fri 6/18/27 Fri 6/18/27
91 Sidewalk formwork, grading 3 days Mon 6/21/27 Wed 6/23/27 92 Sidewalk concrete pour 2 days Thu 6/24/27 Fri 6/25/27 93 electrical trench and lay for new-future EV chargers 5 days Mon 6/28/27 Fri 7/2/27 94 Electrical gear install for charger power 8 days Mon 7/5/27 Wed 7/14/27 95 Install Charger and Concrete pedestal 5 days Thu 7/15/27 Wed 7/21/27 96 Teen Patio site work; ph 2 17 days Thu 10/21/27 Fri 11/12/27 97 Grading for new patio pour 2 days Thu 10/21/27 Fri 10/22/27 98 Patio rebar, inspection and concrete pour 4 days Mon 10/25/27Thu 10/28/27 99 Shade Structure concrete footings 4 days Mon 10/25/27Thu 10/28/27 100 Shade Structure at Patio area 11 days Fri 10/29/27 Fri 11/12/27 101 Light fixture installation 3 days Fri 10/29/27 Tue 11/2/27 102 Concrete ping pong game install 2 days Wed 11/3/27 Thu 11/4/27 103 benches install 1 day Fri 11/5/27 Fri 11/5/27
104 Accessories install 1 day Mon 11/8/27 Mon 11/8/27
105 Games install 2 days Tue 11/9/27 Wed 11/10/27
106 PH2 Expansion Building new construction 110 days Mon 5/31/27 Fri 10/29/27 107 Temp fencing installation and signs 3 days Mon 5/31/27 Wed 6/2/27 108 Demolition patio 3 days Thu 6/3/27 Mon 6/7/27
109 demolition roof tile and wall- canopy 4 days Tue 6/8/27 Fri 6/11/27 110 Survey stakes 1 day Mon 6/14/27 Mon 6/14/27
111 Expansion building Footing excavation 2 days Tue 6/15/27 Wed 6/16/27 112 Reinforcing bar in footings, and piping sleeves 3 days Thu 6/17/27 Mon 6/21/27 113 Concrete inspection 1 day Tue 6/22/27 Tue 6/22/27
114 Concrete pour: footings 1 day Wed 6/23/27 Wed 6/23/27 115 Slab on grade fine grade and sand, visqeen 3 days Thu 6/24/27 Mon 6/28/27 116 CMU wall Delivery of Block and staging 2 days Tue 6/29/27 Wed 6/30/27 117 Steel Column erection and beam erection 3 days Thu 7/1/27 Mon 7/5/27 118 Welding and bolting structural steel 2 days Tue 7/6/27 Wed 7/7/27

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Item 10.

ID Task
Mode
Task Name Duration Start Finish
119 CMU installation: Lift 1 3 days Thu 7/8/27 Mon 7/12/27 120 Grout and Start lift 2 2 days Tue 7/13/27 Wed 7/14/27 121 Lift 2 CMU 4 days Thu 7/15/27 Tue 7/20/27
122 Roof Embed installation 3 days Wed 7/21/27 Fri 7/23/27 123 Grout Lift 2 2 days Mon 7/26/27 Tue 7/27/27
124 Steel Beam installation 3 days Wed 7/28/27 Fri 7/30/27 125 Roof decking and welding 2 days Mon 8/2/27 Tue 8/3/27 126 Roof parapet steel and metal studs 3 days Wed 8/4/27 Fri 8/6/27 127 canopy steel and metal studs 4 days Mon 8/9/27 Thu 8/12/27 128 window mullions and base system seals 2 days Fri 8/13/27 Mon 8/16/27 129 glass install and gaskets 3 days Tue 8/17/27 Thu 8/19/27 130 Parapet densglass, joint seals 2 days Fri 8/13/27 Mon 8/16/27 131 Plaster system: Paper and SAM 3 days Tue 8/17/27 Thu 8/19/27 132 Lath and scratch coat 7 days Fri 8/20/27 Mon 8/30/27 133 Brown Coat 2 days Tue 8/31/27 Wed 9/1/27
134 Finish Coat Plaster 18 days Thu 9/2/27 Mon 9/27/27
135 Paint exterior walls and Plaster and Parapet 3 days Tue 9/28/27 Thu 9/30/27 136 Roofing paper and Wood 2 days Fri 10/1/27 Mon 10/4/27 137 Roof tiles 2 days Tue 10/5/27 Wed 10/6/27
138 Roofing membrane on Flat roof zone 3 days Thu 10/7/27 Mon 10/11/27 139 HVAC unit crane to platform 1 day Tue 10/12/27 Tue 10/12/27 140 HVAC duct POC below deck 1 day Wed 10/13/27Wed 10/13/27 141 MEP rooftop connections 3 days Thu 10/14/27 Mon 10/18/27 142 Doors and hardware 2 days Tue 10/19/27 Wed 10/20/27 143 New flooring finish: wood floor new room 3 days Thu 10/21/27 Mon 10/25/27 144 Storage room paint and flooring 3 days Tue 10/26/27 Thu 10/28/27 145 Final Cleaning interior 1 day Fri 10/29/27 Fri 10/29/27 146 Closeout Phase 11 days Fri 10/29/27 Mon 11/15/27
147 Final inspection Kickoff process 0 days Fri 10/29/27 Fri 10/29/27 148 Fire inspection Alarm testing 2 days Mon 11/1/27 Tue 11/2/27 149 HVAC Inspection 1 day Wed 11/3/27 Wed 11/3/27
150 Electrical inspection 1 day Thu 11/4/27 Thu 11/4/27 151 Building inspection 1 day Fri 11/5/27 Fri 11/5/27
152 Fire Sprinkler Inspection 1 day Mon 11/8/27 Mon 11/8/27 153 Substantial Completion 0 days Mon 11/8/27 Mon 11/8/27 154 Punchlist review and repairs 5 days Tue 11/9/27 Mon 11/15/27 155 Closeout book approval 4 days Tue 11/9/27 Fri 11/12/27 156 final completion milestone 0 days Fri 11/12/27 Fri 11/12/27 10/29
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Management Plan
A. Schedule Management- Preconstruction Phase:

During the preconstruction phase, the schedule will be managed by the design Build Lead Peter Livermore in a deliberate way, which clarifies that the design team works daily in progressing the design decisions, drawing production, owner approvals, and delivery of design progress milestones. The DB Lead, Estimator and PM will be tracking objectives and progress, weekly meeting with the Architect and engineering team members.

Communication Method: Biweekly review of the master schedule milestones and the PX will clearly ask for a status check with design team leads.

Documentation: The owner and the team will collect the weekly meetings, with the list of immediate action items, and schedule updates.

B. Schedule Management - Construction Phase:
a. CONSTRUCTION OPERATIONS
At Bergman, we strive to collaborate, plan and follow up until final completion. Based on the corporate guidelines and strong training program internally, the teams are trained to perform the processes below. The below noted methods of proper prior planning will allow for good execution of the schedule. The tools are the processes of diligent and thorough look ahead scheduling reports, the early plan review sessions, the RFI documentation based on the QA QC handbook, and trade preconstruction preinstallation meetings.

When a new issue arises that may threaten the ability to execute the schedule on time, we compile different strategies to provide options for the best method. After resolving what strategy works best, we then start planning, notifying trade partners and executing on our method. We will continue to follow up throughout the plan to make sure everything is executed perfectly.
b. SUBMITTALS/ LONG LEAD TIME ITEMS
The submittal and procurement schedule provides the needed target delivery dates, the assumed lead time, the processing time for submittal review and the time to prepare the submittal by the subcontractor or the vendor. We continue to track the actual dates of the submittals and release dates in Procore and publish this report weekly.

Lead time projections are updated monthly which is needed in this current environment of lengthy lead times due to COVID material and labor issues.
c. SCHEDULE
As part of the planning stages, we created a prelim (bid version) construction schedule, updated with a project contract schedule, and then revise the schedule each month for as built data and a more exact date forecast. With the use of a progressed/ updated monthly bar chart master schedule, we can keep the trade parties up to date, and have an efficient workflow. The next activity is to prepare a rough delivery forecast date per type of material, that are needed per the required project flow. Conducting a pull schedule analysis meeting and processing the report post meeting to all participant trades provides peace of mind and confidence in the ability to execute per planned dates.

Early material orders are needed for special equipment and equipment or items that have experienced difficult lead times, since early 2021. We would set up an early submittal to identify the items and release a PO asap to the vendor, without a final subcontract in place.
d. PRE INSTALLATION MEETINGS
We will do preconstruction pre-installation meetings with our team to maintain time control with our projected schedule. Our project manager will do pull schedule planning and meetings allowing everyone to know when and what needs to be done to keep the project rolling. Along with doing pull schedule planning, our PM will also provide a 3 week look ahead schedule for our subcontractors to follow.

RFI coordination and preinstallation meetings are published to the subcontractor group, and processed via Procore.

Email RFI notices are sent to subcontractors and RFI logs are published to allow for proper integration. Our project manager and superintendent will perform the trade weekly schedule update and safety meetings onsite to keep all parties in proper communication and to record, report and coordinate the needed onsite project issues.

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Management Plan

2. Cost Management Plan:

The project schedule can be performed while managing project costs, since good cost control is always related to schedule. Only decisions that will not impact schedule are approved to be considered for final approval. Our team makes a priority of schedule performance when considering the unacceptable or acceptable cost options. When the schedule extends, so does the cost, due to the daily staff costs.

A. PROCORE
At Bergman, Procore is the application we use as the PMIS companywide on all projects. This system is robust for excellent control and tracking of documents. Procore has many features as it is multi-functional and has various modules. Within the system, Procore provides a fast RFI send and receive processor module including email transmission to all parties.

Using Procore, The Project Manager will send out a detailed schedule report on the current project every 3 weeks.

Procore offers a vast variety of reporting tools, including PCO and financial reports, submittal entry and logs, and meeting minutes via Procore.

B. MONTHLY REPORTS
Each month we will provide a monthly narrative that highlights any risks and potential delays we may have encountered. Along with the narrative you’ll also be receiving a Cash Flow Chart Update, Bulletin Logs, and RFI logs.

C. MEETINGS
Every week we will be hosting Owner meetings, the agenda will utilize the Procore template for last week’s meeting minutes. Owner meetings will include the architect and engineers as necessary through the stages of specific submittals and the post installation observation stages.

We will be conducting Subcontractor pre-planning meetings and utilize the corporate QAQC manual which has preinstall meeting topics list, checklist of points, lessons learned and QA QC elements. At the close of the session, Bergman will publish minutes to document the decisions to our internal partner subcontractors. We will perform preinstall meetings with a 60 days’ notice to discuss early any potential threats. We will also prepare a draft solution via RFI with an included suggestions for a resolution, if an undocumented issue rises, and quickly resolve any new challenges and opportunities for new successful issue outcomes.

D. LOOKING AHEAD
We are in the business of identifying needs and open issues, then closing out those items, so that the work can be performed on time, in the correct sequence, without a delay to the installation of each trade.

Bergman’s policy for early plan review and look ahead at scope integration issues is a 90 day forecast timeline. At the mark of 90 days prior to the specific trade category of installation, we’ll look carefully at all plan details, field conditions to determine if we will encounter any integration errors or missing detail concerns.

E. BUDGET AND COST CONTROL
Our goal is to be a Leader for the owner and entire team to make sure everything runs smoothly until completion.

We are always looking for ways to cut costs and save funds as the project is being completed. One way we can save funds is by using VE material options or other specification alternative ideas to save funds.

We are there to advocate in the owner’s interest on schedule and overall time as well as managed cost control. We are confident in our systems of organization, notification, and the corporate culture of providing early warnings and solutions to new issues with experience, skill and clear documentation. Our team starts with the construction cost control budget (bid version) and then updates it monthly and controls the version by date and ID number.

F. RISK
Bergman provides a risk assessment and score to support the owner in assessment of future issues and the assignment of the score of 1-5 in the ranking of the risk from being 1 (not likely) to 5 (100% likely) with an associated cost of solving this risk item. The risk assessment worksheet is based on the PMI documentation for

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Management Plan
risk management. The risk worksheet final tally of cost assessments is aligned with the contingency assumed per 3 major categories.

G. COST
Cost creep is a common problem on projects, which can be controlled with proper guidance and strict evaluation.

Our team is aligned with the owner’s goal of conservation of capital to provide a final project actual cost that is under the owner’s master budget forecast.

Bergman Project Manager will be providing to owner’s rep the cost control updates monthly with the billing statement. Master financial data will be including the total cost to date, total procurement value completed to date.

Adjustment of the plug value for each trade purchase. Purchasing status report will present the name of each closed subcontract, the status per trade of Open /Closed /Pending, and total variance from control budget.

The risks report and log will be updated monthly in order to forecast the contingency items and close open risk holds which have been concluded or closed via PCO reports.

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Project Approach (Design Build)

1. Design Build Methodology
Our Design-Build approach centers on collaboration and efficiency. From the outset, we integrate the designer, MEP subcontractors, and the owner into a cohesive team to deliver a project that meets and exceeds expectations. By maintaining open communication and seamless coordination throughout the process, we successfully realize project objectives while managing cost, schedule, and quality.

2. Health and Safety Plan
Comprehensive Safety Program:

At Bergman, safety is a top priority on every project. We begin by reviewing the safety programs of all subcontractors and developing a comprehensive safety plan for the project. This plan will be submitted to the owner for approval and will comply with all relevant Occupational Safety and Health Administration (OSHA) requirements. Throughout the project, we monitor subcontractor compliance with safety regulations, taking corrective action, when necessary, in collaboration with project personnel responsible for fire and safety regulations.

Safety Program Overview:

Safety is embedded in every project phase, beginning with subcontractor onboarding. All subcontractors are thoroughly briefed on Bergman’s safety requirements, referenced in our contracts and incorporated into each Scope of Work. The subcontractors also include these guidelines to ensure adherence throughout the project.

Bergman Training:

Bergman’s commitment to safety extends beyond compliance. Our comprehensive training programs empower field superintendents, project engineers, assistant project managers, and office staff with up-to-date knowledge of the latest industry best practices and safety procedures. We conduct monthly and quarterly safety-related training sessions and provide self-directed learning tools for continuous professional development.

New Job Orientation Meeting:

Safety takes center stage during the initial orientation meeting, which is led by our Senior Project Manager and Superintendent. This meeting covers essential safety documents such as Urgent care-Medical Care Access Maps, Job Site Maps, and the Bergman Construction Rules and Regulations.

Safety Audits:

Bergman regularly conducts site safety audits to identify and mitigate potential hazards, ensuring the highest safety standards are maintained. Our safety audits are comprehensive, including the following key components:
• Documentation Review: Inspection of safety policies, procedures, and manuals for compliance with relevant regulations. Verification of training records to ensure workers have received necessary safety training. • Site Walkthrough: Physical Inspection of the construction site to identify potential hazards and assessing overall site organization.
• Equipment Inspection: Examination of construction equipment to ensure proper maintenance and adherence to safety guidelines.
• Personal Protective Equipment Assessment: Evaluation of the use and condition of personal protective equipment.
• Emergency Preparedness: Inspection of emergency exits, evacuation routes, and first aid facilities. Assessment of the site’s emergency response plan and communication systems. • Worker Interviews: Assessing workers’ awareness of safety protocols and gathering feedback on safety concerns.
• Compliance with Regulations: Verification of compliance with local, state, and federal safety regulations. • Recordkeeping: Review of incident reports and safety-related documentation to identify trends. • Superintendent’s Handbook: Our Superintendent’s Handbook serves as the foundational Policy and Procedure manual for Bergman project managers. It includes essential safety documents such as the Injury, Illness Prevention Plan (IIPP) Handbook, Safety Toolbox and Tailgate Meeting Checklist, Code of Safe Practices, Monthly Safety Meeting Report, and Daily Reports.

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3. Quality Assurance and Quality Control
Pre-Installation Meetings:

We hold pre-installation meetings with our internal team to ensure quality and maintain the project schedule.

This ensures all parties are aligned and aware of the project timelines, scope of work, and upcoming activities.

Additionally, our Project Manager facilitates pull-schedule planning and provides a 3-week look-ahead schedule for subcontractors.

RFIs are managed through Procore, where subcontractors are notified, and RFI logs are maintained for transparency and coordination. Our project manager and superintendent lead weekly schedule updates and hold safety meetings to ensure clear communication and documentation of project progress.

QA/QC Example:

A. Preconstruction/Purchasing/Planning Phase:

1.Appoint a Qualified QC Lead: Assign the designated Bergman Quality Control (QC) lead to oversee the QA/QC efforts. For this project, the personnel responsible are named staff for Roles of Project Director, and Superintendent.

2. Constructability Review: The Senior Project Manager will ensure a formal Constructability Review of the plans and specifications is conducted and properly documented.

3. Submit Questions from the Review: Any questions arising from the Constructability Review will be formally submitted to the Architect for resolution.

4. Utilize the Master List of Issues: Bergman maintains a Master List of Constructability Issues, which will be referenced during the formal review. This document is available in the shared Quality Management folder on Egnyte.

5. Pre-Installation Guidelines: Bergman has a Master List of Pre-installation Guidelines that will be reviewed when preparing the scope of work documents for subcontractors, ensuring that all necessary items are covered in the subcontract agreements.

6. Determine Required Mock-Ups: Collaborate with the Architect and Owner to identify any project components requiring Mock-Ups. These should be included as scope items for subcontractor awards.

7. Architect/Engineer Design Presentation: Schedule a design presentation by the Architect and Engineers to present their plans to the project team, including MEP subcontractors. This early review helps identify potential questions or issues before they arise on-site.

8. Engage Third-Party Inspectors: Confirm which third-party inspectors will be utilized on the project, including but not limited to inspectors for:
• Waterproofing
• Roofing
• Window Walls/Glass
• Exterior Walls (Plaster, EIFS, Metal Panels)
• Kitchen Installations
• Hazardous Materials
• Industrial Hygiene
• Elevators
• ADA Consultant
• Commissioning Agent/HERS Rater
• Telecommunication Data / Low Voltage Systems

9. Deputy Inspectors: Confirm which Deputy Inspectors will be engaged for services such as:
• Geotechnical/Soils
• Concrete/Rebar
• Masonry
• Steel/Welding/Steel Shop
• Fireproofing
• Asphalt

10. Peer Reviews: Assess whether any peer reviews of the design are required. Specifically, consider a structural review, and it is strongly recommended that a window wall consultant review the exterior wall and window details.

11. Subcontractor QA/QC Program: Bergman will require major subcontractors to submit their own QA/QC programs

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for review and approval before processing their first payment request.

12. Flood Testing Requirements: Identify any project areas requiring flood testing (if not specified), such as flat decks, balconies, shower pans, and planters.

13. Deputy Inspector for Steel Shop Inspections: Bergman strongly recommends that the Owner hire a deputy inspector for steel shop inspections to ensure structural integrity is maintained.

14. Long Lead Items List: Subcontractors must submit a list of long lead items to ensure materials are ordered and delivered on time.

15. Value Engineering and Design Updates: If a Value Engineering or Cost Savings effort has been undertaken, ensure that the Architect has updated the plans via bulletins or addenda. This is critical to ease the submission of the Architect’s “Record Set.”

16. Architect’s On-Site Presence: Encourage the Owner to contract adequate CA services, ensuring the Architect dedicates at least one full day on-site weekly to review field conditions and respond to RFIs. If design issues are frequent, the Owner should consider increasing the Architect’s on-site time to avoid schedule delays caused by unresolved design issues.

17. Subcontractor Punch List Penalties: Bergman enforces a contract clause that charges subcontractors $500/ day for an incomplete punch list remaining open beyond 30 calendar days. This fee covers the cost of staff time to supervise the delayed completion.

18. Deficiency Log Penalties: Any items remaining on the Deficiency Log for more than 30 days will result in a minimum of $1,000 being withheld from the subcontractor’s pay request for each unresolved item. For more substantial issues, Bergman may withhold a corresponding amount or reject a payment application.

19. Update Underground Utility As-Builts: Subcontractors must update under-ground utility as-builts weekly and post them in the trailer. These updates are a prerequisite for approving the monthly pay request.

20. O&M Manuals for MEP Subcontractors: MEP and other subcontractors must submit their Operation & Maintenance (O&M) Manuals 30 days before the scheduled Temporary Certificate of Occupancy (TCO) date. This gives the Owner’s maintenance staff time to familiarize themselves with the equipment before acceptance.

21. Mold Mitigation Program: Bergman has a separate Mold Mitigation Program to address water intrusion. This program must be developed and submitted to Bergman Executive Management by October 1st each year.

22. Pre-Installation Checklists: Bergman maintains a detailed catalog of pre-installation checklists for each subcontract item. These checklists are reviewed at pre-installation meetings with major subcontractors to ensure essential QC measures are included in their bids and scope of work.

Notable items include:
• Surveyors must check all anchor bolts and embeds before concrete placement. • Moisture emissions from new concrete slabs must be addressed, as most flooring products will not adhere without a vapor barrier.

23. Spare Parts and Equipment Ordering: Identify spare parts and equipment (such as fire dampers, exit fixtures, and fan coils) that should be ordered during the initial buyout. This helps avoid delays caused by defective units and provides the Owner with surplus materials if the items are not needed.

4. Schedule Creation and Management
Schedule Management - Preconstruction Phase:

During the preconstruction phase, our Project Manager (PM) actively coordinates with the design team to track progress and milestones. Weekly meetings with the Architect, Engineers, and Subcontractors ensure that all decisions, approvals, and deliverables are on track.

Project updates are tracked and shared through Procore, where owners can access up-to-date information, including photos, logs, weather updates, visitor logs, and daily reports. Our Owner-Architect-Contractor (OAC) meetings provide an opportunity to review the master schedule and verify the status of design decisions and approvals.

Schedule Management - Construction Operations:

At Bergman, we emphasize collaboration, proactive planning, and continuous follow-up throughout construction to ensure timely project completion. Our teams are guided by well-established corporate guidelines and comprehensive internal training, which prepare them to execute the following processes effectively:
• Look-Ahead Scheduling: We utilize detailed look-ahead scheduling reports to

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track progress, anticipate upcoming tasks, and identify potential challenges before they impact the timeline. • Early Planning Reviews: Our teams conduct early plan review sessions to ensure all stakeholders are aligned and any foreseeable issues are addressed at the outset.
• RFI Documentation: We maintain rigorous RFI documentation in line with our QA/QC handbook, ensuring that any design or construction issues are identified and resolved promptly. • Trade Pre-Construction and Pre-Installation Meetings: These meetings serve as a forum for discussing critical schedule milestones, clarifying responsibilities, and setting expectations for subcontractors and team members.

When a new issue could potentially affect the project schedule, we immediately develop multiple strategies to address the challenge. After evaluating the options, we select the most effective approach and execute the plan. Throughout this process, we monitor progress, notify trade partners of updates, and maintain consistent communication to ensure all tasks are completed according to the revised schedule.

Submittals/ Long Lead Items:

We maintain a detailed submittal and procurement schedule, tracking lead times and ensuring timely deliveries. We review lead time updates monthly, particularly considering ongoing supply chain disruptions.

Schedule:

During the planning phase, we establish an initial preliminary construction schedule (based on the bid version), which is then refined into a project contract schedule. This schedule is updated monthly to incorporate as-built data and provide more accurate date forecasts. By utilizing a monthly progress bar chart master schedule, we ensure that all trade partners are kept up-to-date and that the workflow remains efficient.

As part of our scheduling process, we also prepare rough delivery forecasts for materials required throughout the project. To ensure alignment and timely execution, we conduct pull-schedule analysis meetings, following up with a detailed report distributed to all trades involved. This proactive approach provides transparency, reassurance, and confidence that all parties can meet their deadlines.

Given the current supply chain challenges, early ordering of long-lead materials and specialized equipment is critical.

For items with extended lead times, we initiate early submittals to identify these materials and issue purchase orders as soon as possible, even before final subcontract agreements are in place. This ensures that material procurement is streamlined and avoids delays later in the project.

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Design Phase Approach

1. Delivering and Managing Design Services
At Bergman, our approach to the design phase is built around a collaborative team effort, ensuring comprehensive communication at every stage. We gather the project’s objectives and goals to understand the building’s intended use and future potential. Recognizing real estate as a long-term investment, we aim to ensure the building has enduring value.

We will coordinate weekly or as-needed meetings to ensure design progress remains on track. A detailed project schedule will outline each phase’s key milestones and expected completion dates, ensuring alignment across all team members—including the Owner, Architect, and Engineers. Rather than waiting for completion, we set clear due dates to keep everyone accountable.

After the first draft of the design plans, we conduct internal reviews with our design team to check for constructability issues. These revisions are then shared with the broader team, and the process repeats until the Owner is satisfied with the final design.

2. Collaboration with Owner, City, and Subcontractors
Technical Services:

Our team prides itself on delivering projects that meet the highest quality standards, within budget, and on schedule.

Our proprietary cost management system consolidates all project requirements into a single document, offering flexibility to accommodate client-specific needs. This system integrates various software tools, including “BuildingConnected” for subcontractor management, Assemble for 3D takeoffs, and PlanSwift and Bluebeam for cost control and documentation.

The Team Approach:

We engage as active members of the project team, working collaboratively with the Owner and consultants to ensure success. Our focus is on delivering high-quality work while managing costs and schedules.

Conceptual Estimate:

We prepare a conceptual estimate based on the programming documents and assumptions agreed upon with the Owner and Design Team. Our approach to estimating is transparent and fact-based, providing clear information for decision-making. Early in the design phase, we collaborate with the Architect and Owner to offer cost data for various design alternatives, forming the foundation for the project budget. These early decisions, when options are still flexible, have the most significant potential to influence final costs.

Design Development Estimate:

Once final design development drawings are available, we prepare a detailed estimate using Assemble or PlanSwift.

This estimate will include a comprehensive review of design elements, enabling us to assess any cost increases or necessary adjustments. It will be updated regularly to ensure that design changes or cost variations are accurately tracked and managed.

Construction/ Market Analysis:

As part of our preconstruction services, we conduct a thorough market analysis, focusing on:
• Availability of skilled subcontractors
• Availability of specialized craftspeople
• Projections for future construction workloads
• Local labor conditions and the capability of local businesses • Management, financial capability, and workload of potential bidders Based on this analysis, we compile a list of prequalified subcontractors, tracked on Monday.com and managed through BuildingConnected.

Historical Data:

Throughout preconstruction, we compare the current project to similar projects in terms of size and scope. Our extensive historical database informs cost projections and ensures accurate estimates based on real-world data.

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Budget Control:

We implement cost control procedures from the outset, including regular updates on the project budget and monthly cost reports. These procedures ensure that the project remains on budget and that any potential cost overruns are identified early.

Schedule of Values:

We assist in creating a reliable Schedule of Values (SOV) format, providing a clear structure for requisition payments and ensuring financial transparency throughout construction.

Value Engineering Studies:

Our value engineering studies are an integral part of the preconstruction process. They focus on reducing costs, improving quality, and accelerating construction. This is achieved through collaboration with the Owner, Architect, Engineers, and subcontractors and by investigating current market trends. We provide detailed reports and alternatives for the Owner and Architect to evaluate, helping guide decisions that optimize the project’s value.

Throughout design development, we will continuously assess the project’s cost effectiveness and ensure the design aligns with the Owner’s goals. Life cycle cost analysis will recommend systems that best balance initial costs and long-term value.

3. Design Changes and Documentation
Design Changes:

Design changes are a standard part of any project, whether they arise from inspection requests or design flaws. We are well-versed in managing these changesefficiently. When a design change is required, we gather input from all relevant stakeholders—including the Owner, Architect, Design Team, and Subcontractors.

During our weekly OAC (Owner-Architect-Contractor) meetings, we present the options, highlighting cost, schedule, and quality impacts. Once a decision is made, the change is documented in the OAC meeting minutes, and an official RFI is submitted via Procore to the Architect for a response. The RFI is logged and can be exported for future reference during project closeout.

4. Project Access for the Project Manager
PM Project Controls:

At Bergman, we utilize Procore as our Project Management Information System (PMIS) across all projects. As the Owner, you will have exclusive access to the project via our Procore account, where you can view daily reports entered by the site superintendent alongside daily photos documenting project progress. Key features available to you include:
• Visitor logs
• Subcontractor logs
• Hours worked logs
• Safety reports
• Weather updates
Procore’s comprehensive suite of tools ensures excellent document control and tracking, and its RFI module enables swift communication with all project parties. The Project Manager will also provide a detailed project schedule update every three weeks via Procore, along with reports on PCOs, finances, submittals, and meeting minutes.

Monthly Reports:

We provide a detailed narrative every month highlighting any risks or potential delays. Along with the narrative, you will receive an updated Cash Flow Chart, Bulletin Logs, and RFI logs to keep you informed on project status.

Meetings:

Weekly Owner meetings will be conducted, with agendas based on the Procore template for previous meeting minutes. The meetings will include the Architect and Engineers as necessary, especially during critical phases such as submittals and post-installation observations.

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We will also conduct pre-planning meetings with subcontractors, utilizing our corporate QAQC manual. This includes pre-installed meeting topics, checklists, and lessons learned, ensuring all stakeholders are aligned. Meeting minutes documenting decisions will be published to our internal team and subcontractors.

Look Ahead Planning:

Our policy emphasizes early identification and resolution of potential issues. We conduct 90-day look-ahead planning to assess any scope integration concerns or missing details before specific trades begin their work. This proactive approach helps prevent delays and ensures smooth coordination among all trades.

Budget and Cost Control:

Our goal is to serve as a trusted leader, ensuring that the project runs smoothly from start to finish. We are committed to identifying cost-saving opportunities throughout the process, whether through Value Engineering material options or other specification alternatives. We advocate for the Owner’s best interests regarding cost, schedule, and quality, ensuring that every project step is documented with clear notifications and solutions. We start with a construction cost control budget based on the bid version and update it monthly to maintain accurate cost tracking and project control.

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Construction Phase Approach

1. General Approach
Pre-Construction Planning:
• Kick-Off Meeting: Bergman conducts a comprehensive kick-off meeting involving all key stakeholders—the Owner, project managers, key subcontractors, and special inspection agencies. This ensures alignment with the project objectives, scope of work, and timeline for completion. • Detailed Scheduling: We develop a robust project schedule that outlines each construction phase, with clear milestones and deadlines. This schedule is shared with all parties to maintain transparency and accountability. • Site Setup: Our team mobilizes the construction site, establishing essential facilities such as job trailers, storage areas, dumpsters, portable toilets, and safety equipment, ensuring the site is ready for efficient operations.

Construction Resource Management:
• Labor and Equipment Allocation: Bergman ensures the efficient allocation of labor and equipment to meet project demands, coordinating closely with all subcontractors to confirm the timely availability of necessary resources. • Material Procurement: We proactively manage the procurement of long-lead items and ensure subcontractors secure their materials well in advance, avoiding potential delays through meticulous tracking and delivery coordination.

Construction Execution and Monitoring:
• Daily Operations: The Bergman site superintendent oversees all daily construction activities to ensure schedule and quality standards adherence. Regular inspections are conducted to maintain project compliance, and any issues arising are promptly addressed with subcontractors.
• Progress Tracking: We utilize Procore, our project management software, to track all project documentation, daily reports, schedule updates, RFIs, and submittals. We hold weekly meetings to review project progress and resolve challenges.

Construction Quality Control:
• Bergmans Quality Assurance Team: Quality is paramount. Our Project Manager ensures all quality protocols are met, while the site superintendent oversees critical aspects of the project to ensure compliance with quality standards.
• Bergman Quality Protocols: We begin each project with a thorough review of plans and specifications, followed by a detailed submittal process, material verification, and pre-installation meetings. Inspections continue during installation to confirm that all standards are met and any issues are addressed immediately.

Health and Safety:
• Safety Plan: Bergman adheres to a comprehensive safety plan that complies with OSHA regulations and other relevant standards. Every subcontractor undergoes an “onboarding” site orientation that covers our health and safety procedures.
• Safety Audits: The site superintendent conducts regular safety audits to identify potential hazards. Subcontractors must conduct weekly safety meetings, which are reviewed and followed up on to ensure compliance with safety protocols and appropriate use of PPE.

Communication:
• Weekly Updates: We hold Owner-Architect-Contractor (OAC) meetings to discuss project progress, address emerging issues, and review upcoming decisions. We maintain open lines of communication through various channels to ensure all stakeholders are fully informed and engaged.

Risk Management:
• Proactive Risk Identification and Mitigation: Bergman’s extensive experience allows us to identify potential risks early. We develop and implement mitigation strategies to address known risks while also preparing for unforeseen issues that may arise to minimize project impact.

Project Close-Out:
• Bergman Close-Out: Our team ensures all required agencies have signed off and met local jurisdictional requirements. Before the owner’s punch-list walk-through, we complete our internal punch list to verify that all work is

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done to the required standards, speeding up the final punch list process. • Handover Documents: Bergman prepares all necessary documentation, including final approvals, warranties, and O&M manuals, to facilitate a seamless handover and transition for the Owner.

2. Construction and Design Team
Clear Communication Channels:
• Dedicated Points of Contact: We designate specific individuals within the construction and design teams to serve as primary points of contact, streamlining communication and coordination across all project phases. • Communication Protocols: Clear communication protocols are established to define preferred methods (email, project management software, in-person meetings) and set response time expectations for all stakeholders.

Regular Coordination Meetings:
• Scheduled Meetings: Bergman organizes regular coordination meetings with key members of the design and construction teams to review project progress, discuss any issues, and plan for upcoming activities.

Use of Technology (When Applicable):
• Building Information Modeling (BIM): We utilize BIM for enhanced visualization and coordination, helping to identify and resolve potential design conflicts before they occur in the field.

RFI Process:
• Procore for RFIs: Bergman uses Procore to document and track all RFIs, ensuring accountability and timely responses. Clear expectations for RFI management are set with architects and engineers to avoid construction delays.

Problem-Solving, Collaboration Site Visits, and Inspections:
• Regular Site Visits: We encourage design team members to make regular site visits to observe progress, provide guidance, and resolve any issues.
• Resolving Design Discrepancies: Joint inspections are conducted to identify design discrepancies and collaborate on practical solutions, ensuring swift resolution of issues.

Documentation and Record-Keeping:
• Detailed Records: We maintain comprehensive records of all communications, RFIs, design changes, and resolutions in Procore to ensure complete transparency and accountability. • As-Built Drawings: The as-built drawings are regularly updated to reflect any changes during construction, providing an accurate final record of the completed project.

3. Documentation of Costs
Procore for All Project Cost Tracking:
• Cost Tracking: Procore tracks and records all project costs, generating detailed reports for the Owner’s review. The system’s Cost Codes help us categorize expenses for every aspect of the project. •Change Order Documentation: We ensure that all change orders are thoroughly documented, including detailed descriptions, cost implications, and required approvals to maintain clarity and avoid disputes.

4. Subcontractors’ Performance and Delivering Construction At Bergman, we take a collaborative approach to project delivery by working with a carefully selected network of trusted subcontractors. While we do not self-perform any construction work, we ensure the highest quality and performance by thoroughly vetting and managing our subcontractor partners. Below is an overview of our process for selecting, overseeing, and guaranteeing the successful delivery of the project through our subcontractors.

Pre-Qualification Process:

Bergman evaluates subcontractors based on their experience, expertise, financial stability, and safety records. We also review their past performance and industry reputation to ensure the best fit for the project.

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Pre-Construction - Bidding Process:
• Competitive Bidding: Pre-qualified subcontractors are invited to submit bids for specific project components. Bids are evaluated on cost, schedule, quality of work, and alignment with project requirements to ensure the best possible outcome.

Ensuring Subcontractor Performance:
• Regular Monitoring and Reporting: Bergman conducts weekly foreman meetings with subcontractors to track progress, address issues, and ensure work progresses according to the schedule and quality standards. The site superintendent conducts frequent site inspections to verify work quality. • Site Inspections: Bergman site superintendent performs frequent site inspections to ensure that work is being performed to the required standards and within the specified timeline.

Thorough Quality Control:
• Bergman Quality Protocols: Bergman’s QA/QC for subs starts with a comprehensive submittal procedure, material verification process. This is followed up with pre-installation meetings for all associated with particular scope of work to discuss any issues, ensuring material is approved before installation begins. • Bergman Site Superintendent: Site superintendent conducts on going inspections to ensure quality standards set forth are adhered to.

5. Ensuring Site Security
Perimeter Security:
• Fencing: We erect secure fencing around the construction site to prevent unauthorized access and regularly inspect and maintain the fencing to ensure ongoing safety.
• Access Control: Controlled entry and exit points are established, and all site visitors are required to check in with the superintendent. This process helps monitor who is on-site at all times.

Surveillance Systems:
• CCTV Monitoring/ Ox Blue: These cameras are placed at strategic locations around the site to monitor activities 24/7.
• Remote Monitoring: Bergman can, and upon request from owner, implement remote monitoring with a local security company.

Collaboration with Local Authorities:
• Local Police Coordination: We maintain a good working relationship with local police and may request periodic patrols, especially during high-risk periods, to ensure site security.

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Proposed Innovations
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Design Narrative
This design envisions the recreational space as a vibrant, culturally responsive destination that celebrates the spirit of the City of Coachella while creating meaningful opportunities for youth engagement. Rooted in the City’s commitment to community, wellness, and inclusivity, the proposed improvements transform the site into an inviting, interactive environment where young residents feel a strong sense of belonging.

Central to the design is a dynamic youth-focused activation zone that encourages gathering, creativity, and selfexpression. The colorful block installation is intentionally designed as a semi-private “hideaway” space providing an area where teens can comfortably connect with peers while maintaining openness, visibility, and safety within the park. This balance supports both social interaction and responsible design aligned with the City’s public space goals.

A key feature of the project is the mural wall, conceived as an evolving platform for community-driven art. This element will host an annual art competition open to Coachella’s youth, inviting them to submit original artwork that reflects their experiences, culture, and vision for their community. Selected through a community voting process, the winning design will be realized either through collaboration with a local artist or as a high-quality vinyl installation.

This approach not only highlights local talent but also reinforces civic pride and cultural representation within the built environment.

Positioned in front of the mural, a sculptural steel swing structure creates an iconic and interactive landmark for the site. Designed to be both playful and visually striking, this feature encourages gathering and provides a space for social engagement, including photo opportunities that resonate with today’s youth. By creating a recognizable and shareable moment, the design helps establish the recreational center as a destination within Coachella.

Collectively, these elements support the City’s broader vision of fostering community connection, promoting youth wellness, and activating public spaces in meaningful ways. This project is not simply an enhancement—it is an investment in Coachella’s youth, providing them with a space that reflects their identity, encourages creativity, and strengthens their connection to the community. We are excited about the opportunity to partner with the City to bring this vision to life and create a lasting, positive impact.

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Methods
Online tools:

Our team will use the strategy of digital meeting agenda and online progress documents, weekly online meetings, upload digital progress drawings, and web-based video to accelerate the process of design drafts.

Care to adjust resources to maximize the as-built budget:

We will keep the drawing output list of pages of the design, in the classification of a “Minimum Viable Design “, as some private projects are able to perform. We understand the importance of Budget Maximization.

By delegating more energy to the final construction coordination, and the minimal effort in excessive design drawings, we will create a budget that can be utilized to build more product and less cost for administration.

Program and Scope of work and services
Part A; Design:

Phase 1 services shall include:
- Kitchen Remodel
- Replacement of flooring and ceiling
- Interior and Exterior paint
- LED Lighting
- Installation of reception desk
- EV parking and charging stations
- ADA Upgrades
- Design and Installation of Fire suppression
Phase 2 services shall include:
- 1,500sf Expansion to the existing building
- Exterior Improvements
- Completion of Fire Suppression system
- Outdoor Recreation Area with shade structure
- ADA Upgrades to the exterior
Clarifications:
- Program requirements per the RFP are included in this proposal.

Consultants Included:
- Electrical, Mechanical, Plumbing Engineering
- Structural Engineering
Specific design activities
A. DUE DILIGENCE

1. Conduct an Architectural, Structural and MEP site visit to verify and record existing conditions.

2. Perform a preliminary review of applicable City requirements, permitting processes and project-specific code compliance considerations.

3. Prepare a project schedule.

B. SCHEMATIC DESIGN

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1. Based on the program provided by the client, TWINSTEPS shall prepare the Schematic Design package which will consist of the following
• Preliminary Architectural Site Plan
• Preliminary Building Elevations
• Preliminary Architectural Space Plan

2. Based on the approved space plan, TWINSTEPS shall prepare a complete Schematic Design
Package including a Floor Plan, Ceiling plan, equipment and furniture plan (specification provided by the client).

3. Interior Color and Finish selections shall be prepared for the Clients approval.

C. DESIGN DEVELOPMENT

1. Based on the approved Schematic Design package and with approval from the client, TWINSTEPS will prepare a drawing package furthering the design drawings consisting of • Refined Site Plan
• Refined Floor Plan
• Preliminary Reflected Ceiling Plans
• Preliminary Finish Plans
• Other Preliminary Plans TWINSTEPS determines are needed

2. TWINSTEPS will provide up to two (2) options of the above-mentioned package with one (1) revision to the final scheme.

3. TWINSTEPS has included up to two (2) conference calls during this phase.

4. The final Design Development package shall be approved by City representatives prior to proceeding on to the Construction Documentation phase.

5. TWINSTEPS Structural Engineering and MEP Engineering Consultants will prepare Design Development drawings during this phase.

6. During this phase, the exterior design elements will be developed to a level where renderings/marketing material can be updated. TWINSTEPS will provide two (2) exterior renderings to the client for their use in marketing materials.

D. CONSTRUCTION DOCUMENTATION

1. Based on the “Signed Off” Schematic Design package, which serves as the Notice to Proceed, TWINSTEPS shall prepare Construction Documents.

2. TWINSTEPS shall coordinate with all consultants for their conformance to the design of this project.

3. The Construction documents will be prepared in accordance with all Federal, State and local Code requirements.

Bergman will provide Fire water design Build services with a fire sprinkler engineer to be selected upon coordination with City Engineering and water department after the Design development phase.

Bergman will coordinate the following:
 as build measurements and as built drawings
 Kitchen equipment as needed for the presentation kitchen

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 Meeting coordination files and preconstruction minutes  Fire Water flow testing and water pressure or flow measurements  Permit applications and submissions to building department plan check  Civil Engineering
 Landscape architecture
 Irrigation coordination for changes in valves or sprinkler layout  General project Management of preconstruction and construction phases.

Clarification of EXCLUDED SERVICES
TWINSTEPS will not provide the services listed below.
a. Traffic Reports
b. Upgrades to existing wet utilities including sewer and water meter. c. Low voltage design and engineering
d. Food Service Equipment Design and Selection
G. SUPPLEMENTAL SERVICES
The following items are not included within the scope of this proposal. TWINSTEPS may provide these services as an additional service with an additional fee.

3. Dry Utility

4. Variance or Special Planning Processes.

5. Signage or Public Art Selection, design and permitting beyond code required.

6. Furniture or Equipment design / specifications

7. Acoustic Engineering

9. LEED Management Services
General Scope of Services:

We understand that your goal is to provide the best program for the budgeted and available funds.

Our team has provided a DB solution that aligns with the client goals of the project:

1. Budget control and accurate estimating

2. Commitment that the final design will be appropriate for the project requirements

3. Eliminate the potential to overdesign and overspend

4. Efficient design which will maximize the use of the budget in each key area, to achieve the project mandated scope list.

Project Scope Goals and Focus points:

The building will add the expansion space and a clean connection to the existing space with adequate storage for the desert community services needs.

We have designated an operable partition to be a part of the work list to OPEN up the rooms to connect together for a larger environment
We have proposed a clean & simple design plan concept which will maximize the available square foot area.

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Storage : Storage is proposed in room # 120, 121. Rack and shelving is provided in each of the new storage rooms.

Phase 1
Site:
 Fire Water service main line
 Fire water main line point of connection to public water service main  Fire water lateral to the new riser room
Interior renovation:
 Fire Riser Closet
 Fire water line overhead and distribution to rooms
 Ceiling patching
 Updated and expanded show kitchen
 Removal of the reception – lobby and office area
 Remodel /rebuild this entry zone with a new reception desk- check in zone  Existing room demolition and rebuild of Closets at the existing open room  Open community room renovation
 Cabinetry changes in the Classroom
Phase 2
Building Expansion Scope of work
The addition of the SF area of 1500 SF at the south end of the building.

New operable partition between the rooms
Removal of the existing shade canopy and patio at the south of the building.

Site Improvements
 Teen area shade structure, patio and games
 ADA walk path
 ADA parking modifications
 EV auto charger power services

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Project Rendering

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Project Rendering

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RECREATION CLASSROOM

WOMEN'S

RESTROOM
MEN'S

RESTROOM

STORAGE

KITCHEN
HALLWAY CLASSROOM RECEPTION 4
5 6
9 10 121314 15
16 17 19
20 KEYNOTE LEGEND

1. Fire water service main line

2. Fire water main kine point of connection to public water service main

3. Fire water lateral to the new riser room

4. Fire riser closet

5. Fire water line overhead and distribution to rooms

6. LED lighting

7. ADA inspection and advisement

8. Ceiling Patch

9. Updated and expanded show kitchen

10. Removal of the reception - lobby and office area 6
8 8 8
8 1618
11 11. Remodel/Rebuild this entry zone with a new reception desk - check-in zone

12. Existing room demolition and rebuild closets at the existing open room

13. Open community room renovation

14. Flooring replacement in community room, paint and open ceiling concept

15. Cabinetry changes in the classroom

16. the addition of the SF area of 1,500 SF at the south end of the building

17. New operable partition between rooms

18. Removal of the existing shade canopy and patio at the south end of the building

19. Teen area shade structure, patio and games

20. ADA walk path

21. ADA parking modifications

22. EV auto charger power services

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Section 5: Quality Assurance and Quality control Plan
Design Builder
Peter Livermore, DBIA, Project Manager, will be engaged in the quality meetings and detail reviews of the designs through the design and construction phase. With leadership and the rest of the team focused on the daily implementation of Quality, We will be successful.

The design builder will be Organized, Diligent, and Thorough in daily activities which will result in the team outcome of a high-quality design and a High-quality constructed product.

Major elements and details of the project specific items which will be focused on:
 Façade system
 Dimensional control
 Architectural detailing and joints
 Canopy- shade element shop drawings
 Plaster joints & water control details
 Roofing / Weather proofing/ waterproofing / water intrusion  Glazing
 Millwork
 Flooring
 Drywall finishing
 Steel erection – welding Steel tolerances
 Detailed shop drawing verification of completeness and use in the field Strategies which will be implemented:
 Surveyor verification of all new footing centers and anchor bolt centers prior to concrete pours  Masonry wall plumb verification
 Survey and digital verification of all corners, with verification of square level and plumb.  Quality control meetings with agendas and minutes each month as a routine with all upcoming trades  Shop drawing kickoff meetings with the above parties.  Preinstallation meetings for the above parties
Design
The design team will be engaged in the following strategies to maintain a high-quality design  Kickoff calls with each consultant before starting the next phase of updates  Coordination calls with each consultant before releasing the package milestone sets to the owner.  Checklist of changes that needed to be entered during the current round of plan updates  Collaborate in the constructability and detail review with construction lead/ PM  Maintaining a philosophy of Quality on each set, from the very first design plan package  Adopting a Zero-Defect Mindset.
 Referring to the site-specific Quality Management Plan (QMP).  Regular Updates ( monthly) and issuance to the onsite field team a current set of design plan documents  Supporting the field as needed in Pre-Installation Meetings to ensure clarity before execution.  Specification Submittal procedures to validate 100% of all materials ordered.  Coordination and view of the field created mock-ups as required to validate details and quality  Field verify meetings monthly by the Architectural Design Manager  Field view meetings by the Architectural designer of record

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 Field walks with consultants at milestone events
Construction
Bergman Construction’s Quality Mission Statement:

Bergman ConstrucƟon is dedicated to building quality construcƟon projects that meet or exceed our customers’ expectaƟons; therefore, creaƟng long-term relaƟonships and repeat business. Our goal is for our customers to understand our commitment to both quality and safety while providing cost-effecƟve construcƟon services.

The goal of this program is to oversee completed construction that meets all the requirements of the contract and building codes as well as the Owner’s expectation.

QUALITY CONTROL ORGANIZATION
Quality is a collaborative responsibility. Our Quality Control Organization consists of:
 Design and Supply Chain Members: Architects, engineers, subcontractors, and vendors.  Project Team: Project Managers, Superintendents, Project Engineers, and other key staff.  Quality and Operations Leadership: QC Managers and Operations Managers.  Executive Oversight: Leadership commitment ensures accountability and strategic alignment.

The 4 Phases of Quality Control:

1. Pre-Installation Meeting Phase – Alignment and planning with all stakeholders before work begins.

2. First Work-in-Place Phase – Initial execution checks for conformance and quality benchmarks.

3. Follow-Up Phase – Ongoing inspections and adjustments to maintain standards.

4. Final Inspection Phase – A detailed Subcontractor Walk-Through to verify completion and compliance.

Construction Quality Control Activities
Bergman’s Project Team performs a wide array of proactive quality control activities to ensure project success:
 Adopting a Zero-Defect Mindset.
 Following a site-specific Quality Management Plan (QMP).  Maintaining a current set of contract documents at all times.  Holding Pre-Installation Meetings to ensure clarity before execution.  Verifying 100% of all materials upon delivery.
 Constructing mock-ups as required to validate quality.  Conducting First Work-in-Place Inspections to ensure correct installation methods.  Implementing a Non-Conformance Tracking Procedure to address issues immediately.  Performing Pre-Closure Inspections to catch and resolve issues early.  Meeting digital photography requirements to document progress and compliance.  Storing organized quality records through Procore.
 Carrying out thorough Follow-Up and Final Inspections.  Conducting quality control audits throughout the project lifecycle.  Recording tests and inspections in the daily log.
 Taking active steps for Water Intrusion Prevention.
 Holding internal pre-punch walks to anticipate Owner punch list items.  Executing start-up and commissioning processes.
 Preparing and delivering O&M packages, conducting Owner training, and supplying attic stock materials.

Warranty and Post-Construction Commitment

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Our quality standards do not end at substantial completion. Bergman Construction maintains a strong Warranty Program, ensuring that our quality extends beyond handover. We address:
 Warranty call-backs during and after the warranty period.  Resulting damage from any defects.
 Thorough post-construction documentation and reporting.

A structured Closeout Procedure, which includes assembling the project Closeout Binder/link and preparing the client for building operation.

Conclusion
Quality is not just a standard at Bergman Construction—it is a discipline and a promise. Through diligent planning, rigorous control measures, and unwavering post-construction support, we ensure that every project reflects our core values: integrity, safety, efficiency, and above all, excellence.

The requires a high level of diligence from every contributor. To expand on the robust nature of our program, we have provided a copy of the 10 page summary presentation.

Refer to the attached quality program exhibit. This will clarify the above elements in more detail.

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• Clear Scope Definition: We have a kickoff meeting with major stakeholders to understand we have fully vetted through all scope wants and needs. Once this occurs, we meet with the Client at all phases to request their review and approval to ensure we are meeting all needs, and we can pivot through changing asks. • Review and Approval: During the Schematic Design phase prior to requesting client sign off and approval this is when we mention any areas we believe could include a cost savings or VE option.

We also evaluate potential use of existing elements or spaces in order to ensure we are fully maximizing the current space. • Coordination: Weekly meetings are conducted with our internal team and consultants to ensure we are touching on any concerns and are staying on track with the schedule and scope requirements. • QAQC: All drawings are cross checked by all team members using an internal checklist that is associated with each sheet. This provides a double check of each sheet to ensure all details and project related information is properly documented. • Consultant Drawing QAQC: We request progress sets from our consultants at 30%, 50% and 80% of the project. This allows us to ensure our sets are holistic and allows for a more comprehensive document set that is permittable and buildable.

PROJECT APPROACH

PROJECT APPROACH
TECHNOLOGY • REVIT: TWINSTEPS and our Consultants utilize Revit which allows real time collaboration, accurate 3D visualization, and early detection of design clashes. • Construction Based Software’s: We utilize construction-based software’s like Procore, E-Builder and Newforma which allow for more project documentation control and real time communications between the construction team and design team. • City Processing: We are experienced with online city processing which allows the ability to better communicate update and reduce wait times during the city processing stage.

LEAN DESIGN • Evaluation phase: Internal evaluation of existing space and new expansion space in order to quantify use of all sq ft. and existing elements. This helps eliminate waste and keeps the focus on what is needed which keeps down cost. • Improved Quality: Using team members and consultants with vast knowledge of healthcare environments to create more standardized spaces. • Project Management: We utilize meetings and progression check ins to ensure we are problem solving through all phases for a more streamlined design and construction process.

CLIENT STANDARDS • Design Standards: Understanding and utilizing all client design standards to ensure the final output is what is expected and on brand for the client.

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• Being clear about the scope items and potential items that can be excluded allows for us to understand the potential costs and VE options that could be used in the future. • Creating a well detailed schematic design set will allow for the ability to have ROM pricing from a GC prior to going into our Construction Documents. • Meeting during the CD phase to help bring up any problem-solving ideas where we see a potential budget problem. • Working closely with a GC through the CA phase of the projects to mitigate through unnecessary change orders by meeting in order to discuss options for costs savings whether that be a material or means and method to building.

PROJECT APPROACH
PROJECT APPROACH • Zoning & Local Code Conformance: All projects are taken through a zoning / local code conformance review.

This is where the parking requirements, occupancy needs and local codes for this particular project type and size are vetted through local web portals and direct meetings with the local building and safety department to ensure all code conformance occurs. • Up Codes: TWINSTEPS utilizes Up Codes which is an online code database that assists in the review of state and federal code requirements. • Plan Check: TWINSTEPS often schedules over the counter meetings with plan checkers or local officials to ensure we are meeting their requirements to allow for an easier plan check approval process.

PROJECT APPROACH • Client Standards: We vet any client standards packages to ensure finish selection goods are available and lead times don’t create schedule impacts. This assists us in making changes prior to apply the standards package to our drawings. • Growth: We walk through the new designed space and always talk about longevity and growth of the operation of the space to ensure we are designing for durability and longevity.

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PROJCT
SYSTEMATIC AND STRATEGIC APPROACH to each project. SCALABLE to the unique scope and project parameters. Ongoing INTEGRATED QC PROCESS through all phases of a project.

INTRNAL QUALITY CONTROL:

A. TWINSTEPS is extremely focused on Quality, and a quality project is one that meets the client’s needs. In an effort to provide the best quality possible, TWINSTEPS uses the latest technologies combined with our own internal quality control system. We use Revit as one of our technologies with clash detection and constructability, but we don’t solely rely on the software. We have an internal team that is dedicated to nothing more than internal quality control and whenever possible, we collaborate with the General Contractors to keep us updated on Budgets and Supply Chain issues.

B. At TWINSTEPS, we’re always looking to the latest technologies and techniques to assist us in providing a better product for our clients. We believe that communication is the key to a successful project and what better way to communicate than using the latest technologies to tell our story. We use Matterport and Revit, both 3D tools that can help us convey design intent to our clients at the earliest stages of a project. These renderings or even 3D walk throughs are a great way for our clients to see real time design solutions, in person or on a Teams Call, without the hassle of changing paper. Lean principles are one of our favorite things to talk about. Whether it’s the way we run our own company or how we’re able to incorporate these Principles into our client’s Process, TWINSTEPS is always excited to be involved in helping our client’s meet their project and company goals.

C. Most of the General Contractors we work with, use us on design / build projects. We are proud of that fact because it shows how dedicated we are to working with the general contractor rather than against them. You will hear our President say “I have never worked on a successful project where the General Contractor has failed. It is imperative that we work together for a common goal of exceeding our client’s expectations.” D. TWINSTEPS has several local, regional, and national clients who come with their own set of design guidelines, sustainability goals and durability issues. Some standards include sustainability goals which our expert team of designers are constantly researching so that we’re always on top of the latest advancements in technologies.

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Project Staffing
6

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Org Chart
Peter Livermore
Design Build Lead

TWINSTEPS
Architect
RPM Engineers, Inc.

MEP Engineer
Grimm & Chenn
Structural Engineer
Dat Vo
Project Manager
Sam Sanchez
Project Engineer
Mary Skripko
Project Coordinator
James Ricchio
Superintendent
Randy Workman
QA/QC & Operations Lead
Matt Decker
Bergman Development Services
Chris Beck
Bergman Development Services
Christian Cruz
Lead Estimator
Zach Sandoval
Estimator
Design Team
Construction Team
Preconstruction Team Design Integration Team

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MemorialCare Medical Center
Huntington Beach, CA
The new MemorialCare medical offices in Huntington Beach showcase a crisp, modern space offering quality healthcare to the community. Located on Beach Blvd, the 25,000 sf medical office includes a clinic, urgent care, and imaging center. Within the clinic are procedure and exam rooms, nurse stations, blood draw and lab space.

Incinta Fertility Center
Torrance, CA
Incinta Fertility Center provides cutting edge spectrum of fertility services. Bergman is completing Tenant Improvements along with a core and shell buildout. The 17,000 sf project will include new IVF lab, andrology lab, gas storage, ancillary support spaces, and a new surgery center including medical gas and backup power system.

Fertility Lab Sciences
Newport Beach, CA
This new fertility lab and surgery center is a state-of-the-art facility that boasts specialized medical gas systems in the in vitro fertilization (IVF) laboratory, operating rooms, and recovery area. The surgical center includes a reception area, waiting room, and recovery room - complete with patient beds, a medical vacuum, oxygen, and a nurse-call system.

MemorialCare Medical Center
San Juan Capistrano, CA
The MemorialCare San Juan Capistrano project is a 25,000 sf design-build tenant improvement completed by LPA Architects and TK1SC. Inspired by wellness and evidence based design, the suite utilizes skylights, 3 form panels, natural wood and full height glass.

Located on the second floor, the center is designed to provide the latest patient-centered.

Representative Projects
Peter Livermore Vice President
His background includes work in medical, office, and public sectors, along with laboratory and special use projects. Peter is ASHE Certified and a LEED Accredited Professional. Several projects he’s led have successfully earned LEED status, including the Beckman Coulter Brea Headquarters, which achieved LEED CI Gold.

As Vice President, Peter plays a key leadership role overseeing all aspects of Bergman's team.

Responsible for strategic planning, management, and operational decisions, he ensures Bergman has the tools and resources to properly execute projects. His involvement in the collaboration with various teams, client relationship management, contract negotiation, and driving Bergman's growth through successful project delivery.
bergmanbuild.com
BS Construction Engineering Technology;
BS International Business & Marketing - Cal Poly Pomona Certificates/Licenses:

Education:

LEED AP; ASHE Certified Healthcare Constructor

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James Ricchio Superintendent
Certifications/Licences:

As superintendent, James’ responsibilities include the supervision of the field construction of the project, including its organization, planning, coordination, scheduling, quality control and safety concerns in order to ensure proper delivery to the client. He will work with the Project Manager for project execution in regards to information flow, approvals, reporting, recording, and filing applications for payment. He will work with the project engineer to maintain document control, document distribution, and document recordation. James will implement record keeping procedures such as daily reports, safety checklists, collaborate with Bergman management and personnel to prevent project problems, monitor subcontractor schedules, assist in the preparation of project schedule, and establish good relations and communications with all organizations and individuals on the project.

OSHA 30, First Aid CPR AED, Procore Certified
Representative Projects
Cedar Sinai
Los Angeles, CA
This project entails the construction of an underground X-ray and PET imaging facility at CedarsSinai. The facility will include advanced PET scanning technology alongside a pathology lab, supporting cutting-edge diagnostic and research capabilities. Special design considerations ensure safety, shielding, and integration with existing hospital infrastructure.

White Memorial Hospital
Los Angeles, CA
This project involves the expansion of the cardiology department at White Memorial Hospital in Los Angeles, CA. It includes the addition of multiple surgical operating rooms and exam rooms to enhance patient care and support increased medical services.

West Coast University
Anaheim, CA
This 4-story, 122,000 SF remodel at West Coast University’s Anaheim campus transforms an existing facility into a modern educational hub. The updated space includes a Simulation Lab, Innovation Lab, Respiratory Lab, Studio, and café, all designed to enhance hands-on learning and collaboration.

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Education: BS, Management - California State University Long Beach Certificates/Licenses: Orange Coast College Construction Department CAL-OSHA, U.S. Department of Labor Construction Safety
Contractors State License Board, September 2007
Licensed Classifications: A, B, C10, C15, C33, C36
Broadcom - University Research park
Irvine, CA
The Broadcom University Research Park included a four-building tenant improvement to the newly constructed office park. Totaling nearly 300,000 SF, it was completed in a fastpaced four month schedule. Each building ranges between 70,000 and 80,000 SF, and includes offices, research labs, athletic facilities, and general tenant build-outs.

Dat Vo Project Manager
Representative Projects
As Project Manager, Dat will fully understand the client’s objectives and programs. His general responsibilities will include assuring efficient, timely and complete communications amongst the entire project team, implementing policies and procedures for project execution in regards to scheduling, documentation, and management of subcontractors, suppliers, quality control and assurance. He will plan and review the construction program with the Project Executive, implementing record keeping procedures and preparing the construction monthly reports, subcontractors scope of work and work order requests. Dat will examine all drawings, specifications and other documentation for design completeness, constructibility, practical and economic details, as well as code compliance.

Anaheim Hills Office Plaza
Anaheim Hills, CA
The Anaheim Hills Office Plaza is a 3-story concrete tilt-up office building located just off the 91 freeway in Anaheim, CA, includes a prominent steel entrance canopy, and elevator serviced lobby. We also completed the installation of light-weight concrete flooring over plywood and metal deck on open-web steel joists, structural steel beams and columns.

Western Lampson Business Center
Garden Grove, CA
This project consisted of the construction of the Western Lampson Business Center, a new industrial development in Garden Grove, California. The scope included site development, utility infrastructure, and construction of new industrial buildings with associated parking and site improvements to support warehouse and light industrial users.

Grand Californian Hotel
Anaheim, CA
The Grand Californian Hotel, located within Disney California Adventure Park at the Disneyland Resort, is a 750-room luxury hotel designed in the style of the early 20th-century Arts and Crafts Movement, featuring natural materials, handcrafted architectural details, and lodgeinspired design.

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Certificates/Licenses: OSHA 30 Certification, Fird Aid, CPR 99 Ranch
Aliso Viejo, CA
Bergman Construction completed the new 46,149 SF flagship 99 Ranch Market in Aliso Viejo, transforming a former Lowe’s Hardware into a full-service, modern grocery store. The project included new framing, MEP, kitchens, refrigeration systems, and custom lighting to support multiple fresh food departments.

Sam Sanchez Project Engineer
Representative Projects
As Project Engineer, Sam reports directly to the project manager. Her responsibilities include managing all the matters relating to engineering polices and procedures in regards to document control, distribution and recording. She is to implement temporary facility services, handling all job labor relations, obtaining help when necessary from the project manager or appropriate labor representative. Sam is to schedule and expedite the delivery of materials and equipment furnished by the subcontractors and to assume responsibility for their timely on-site delivery, initiate and record weekly subcontractor coordination meetings, document, record and distribute all RFIs, submittals, drawing changes, and other pertinent documents. She will assist the project superintendent in implementing the quality control process maintained throughout the project and have a comprehensive knowledge of all contract and subcontract documents.

Aliso Ridge Behavorial Health
Aliso Viejo, CA
The Aliso Viejo Behavioral Hospital is a type 1A OSHPD 1 acute care psychiatric hospital.

This was a two-story building from ground-up. It’s composed of a steel struc-ture with metal deck infill concrete levels and a masonry wall shell. The mission-style facade is a mixture of stone veneer, architectural plaster, windows and metal panels.

Marugame Udon
San Gabriel, CA
Bergman Construction completed a 3,245 SF tenant improvement in San Gabriel, transforming the space into a new Marugame Udon restaurant. The project included a full interior reconfiguration with new partitions, ceilings, and upgraded MEP systems to support kitchen and dining operations.

Wingstop
Multiple Locations
Bergman Construction recently completed a new Wingstop in Ramona, CA, transforming a 1,500 SF existing building into a fully operational restaurant. The project included MEP upgrades and installation of all Wingstop-branded FF&E, helping bring a fresh, welcoming dining experience to the local community.

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Certificates/Licenses: OSHA 30
Mary Skripko Project Coordinator
Chick-fil-A
Representative Projects
Five Below
Beyond Food Mart
Aurora, CO
Albuquerque, NM
Eastvale, CA
Mary, as a Project Coordinator at Bergman, supports the construction division by managing documentation, controls, and organization. She oversees project control documents, including submittals, RFIs, shop drawings, logs, billing, invoicing, and compliance records. She also coordinates meetings, publishes minutes, distributes documents, and maintains document revision control.

Working closely with project managers and stakeholders, Mary ensures smooth project execution and compliance with company procedures. Her strong organizational skills, attention to detail, and proficiency in project management tools help keep projects on track and running efficiently.

This project included expanded the building footprint in the delivery cockpit, kitchen expansion, and dining areas for the Chick-Fil-A restaurant. We performed a complete interior finish upgrade to include new millwork, furniture, kitchen equipment, electrical and HVAC packages, in addition to a completely new lighting package.

This Five Below in Albuquerque, New Mexico was a tenant improvement project. Our team replaced fixtures and finishes within the 10,000 sf building from the previous tenant for the new discount store.

This new gas station, convenience store, and carwash is a ground up project totaling 15,862 square feet. This includes the construction of a carwash tunnel, canopy with 10 MPD, as well as the implementation of underground storage tanks. Bergman is proud to partner with the developer to carry out the new gas station concept for the surrounding areas.

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Randy Workman Vice President of Operations
As the VP of Operations, Randy is in charge of leading and managing different teams across our whole company, which operates nationwide. He oversees various divisions like Project Managers, Project Engineers, and Superintendents. His main job is to make sure we deliver excellent results for our clients.

Randy doesn't just watch over things – he actively creates and improves the processes and systems we use every day. He's focused on making our operations smooth and efficient. Every day, he works on making sure everything runs well and our projects are successful. Randy's hands-on approach and smart thinking are crucial for our company to keep doing great work and making our clients happy.

Education: Bachelor of Science, Construction Engineering Technology California State Polytechnical University, Pomona
Certificates/Licenses: California State Contractor’s License #751130 Classifications B and A
Representative Projects
Alteryx
Irvine, CA
Randy constructed the new Alteryx headquarters offices in Irvine, CA. The software company provides analytics and data management platforms that are used across multiple industries by worldwide brands. The office is surrounded by windows and features an open concept that includes the addition of several gathering areas.

Rocket Lab
Long Beach, CA
The new Rocket Lab offices in Long Beach provide expanded space for the headquarters of the aerospace manufacturer and launch service provider, along with unique moments that transport visitors to another world. Entry to the building was constructed with a hallway portal that leads to the galactic-themed reception lobby.

Microsoft
Aliso Viejo, CA
The new Microsoft offices in Aliso Viejo were constructed specifically for the Microsoft corporate design team. The 14,215 sf space is built out with hospitality grade fixtures and finishes. Open office work stations, conference rooms and a full service kitchen are given plenty of light from the open ceiling concept.

FivePoint
Irvine, CA
As an established developer throughout California, Randy worked with FivePoint to build the vision for their new headquarters, providing ample space for innovation, collaboration and team camaraderie. As a result, the headquarters location leads the standard for a modern and connected space.
bergmanbuild.com

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bergmanbuild.com
Education: M.S., Civil Engineering, Cal State Fullerton Christian Cruz Lead Estimator
Representative Projects
As lead estimator for Bergman Construction Services, Inc., Christian will help cost estimator with forecast project costs, and help determine necessary resources for projects based on cost estimates and budgetary restraints. He will do this by gathering detail and compiling data to estimate all production costs according to specifications. He will consider raw materials, labor, equipment, tools and transportation for all estimations. His everyday duties also consist of Competitive Bidding, Negotiating, Quantity Takeoff, Conceptual Estimates, Proposal Development and Technical Services. This includes developing marketing proposals, networking with subcontractors, researching data, technology development and establishing marketing design scheme.

Incinta Fertility Center
Torrance, CA
Incinta Fertility Center provides cutting edge spectrum of fertility services. Bergman is completing Tenant Improvements along with a core and shell buildout. The 17,000 sf project will include new IVF lab, andrology lab, gas storage, ancillary support spaces, and a new surgery center including medical gas and backup power system.

Memorial Care Medical Center
San Juan Capistrano, CA
The MemorialCare Medical Center project is a 25,000 sf build out Bergman completed with LPA Architects. Located on the second-floor, the center is designed to provide the latest patient-centered healthcare delivery model. The patient exam rooms, waiting areas, nursing stations, labs and physician work areas are grouped to create collaborative working pods.

Adventist Health Glendale
Glendale, CA
Adventist Health Glendale is a medical center that provides state-of-the-art inpatient and outpatient services in Los Angeles County. AHGL is recognized in advanced surgery, behavioral medicine, emergency care, Heart & Vascular Institute, imaging, minimally invasive surgery, neonatal care, Neuroscience Institute, and occupational medicine.

Children’s Hospital of Los Angeles
Endocrinology Dept. TI Labs Refresh - Smith Research Tower Human Milk Lab Centralization Saban First Floor TI - Goran Study Rooms Los Angeles, CA
SF: 4,000
Value: $43,000
SF: 2,000
Value: $30,000
SF: 230
Value: $230,000
SF: 2,000
Value: $73,000

Item 10.
bergmanbuild.com
Education: B.A., International Relations, UC Santa Cruz Certificates/Licenses: OSHA 30, Procore Certified
Habit Burger & Grill
Claremont, CA
The 2,075 square foot interior received a full build-out including kitchen installation, dining area construction, upgraded finishes, and new lighting throughout. The 705 square foot exterior scope included the installation of new signage, as well as extensive mechanical, electrical, and plumbing (MEP) upgrades to support the restaurant’s operations.

Zach Sandoval Cost Estimator
Representative Projects
As cost estimator for Bergman Construction Services, Inc., Zach will forecast project costs and help determine necessary resources for projects based on cost estimates and budgetary restraints. He will do this by gathering detail and compiling data to estimate all production costs according to specifications. He will consider raw materials, labor, equipmet, tools and transportation for all estimations. His everyday duties also consist of Competitive Bidding, Negotiating, Quality Takeoff, Conceptual Estimates, Proposal Development and Technical Services. This includes developing marketing proposals, networking with subcontractors, researching data, technology development and establishing marketing design scheme.

US Renal Care
Multiple Locations
These projects consisted of a full interior tenant improvement to convert an existing commercial space into a fully operational dialysis and medical treatment facility. The scope included selective demolition, new partitions and finishes, upgraded MEP systems to support specialized medical equipment, ADA-compliant restrooms, life-safety upgrades, and installation of nurse stations, casework, and administrative spaces.

InnovAge
Multiple Locations
InnovAge Loveland consisted of renovating four areas in an existing office space, including new offices, exam rooms, a nurses’ station, dental suite and mother’s room, while the Denver location called for the demolition and modification of the existing office. Meanwhile, InnovAge San Bernadino consisted of a 2nd generation interior office improvement with an existing two-story interior.

Dave’s Hot Chicken
Claremont, CA
This project involved a full tenant improvement of the existing 2,000 square foot space, transforming it into a vibrant new restaurant with all-new finishes, equipment, and MEP systems. It occupies one of two units in a freeway-adjacent plaza, co-habituating a new Habit Burger. This space also features a 49-seat dining room and outdoor patio.

Item 10.
bergmanbuild.com
Education: Bachelor of Science in Human Services, University of Phoenix Certificates/Licenses: OSHA 30, CA Real Estate Sales Person License Kimco - The Torrance Promenade
Torrance, CA
The Torrance Promenade Facade Renovation aims to enhance the exterior aesthetics and functionality of the commercial property located at 19800 Hawthorne Blvd, Torrance, CA 90503. The renovation includes improvements to the North Wing, Mid-Center, and South Wing, incorporating updated facade treatments, landscaping, and lighting.

Matt Decker Senior Project Manager
Harbor Place
Representative Projects
Calvary Chapel
Glen Helen Regional Park
Garden Grove, CA
Chino, CA
San Bernardino, CA
As Senior Project Manager, Matt will fully understand the client’s objectives and programs. His general responsibilities will include assuring efficient, timely, and complete communications amongst the entire project team, implementing policies and procedures for project execution in regards to scheduling, documentation, and management of subcontractors, suppliers, quality control, and assurance. Matt will plan and review the Construction Program with the Project Executive, implementing record keeping procedures and preparing the construction monthly reports, subcontractors scope of work, and work order requests. He will examine all drawings, specifications, and other documentation for design completeness, constructibility, practical and economic details, as well as code compliance, and in turn will bring forward these inconsistencies to the attention of the approved.

Matt spearheaded the developmen of this new 4,000 SF ground up pad was constructed for ROIC landlord to place a Habit Burger with drive-thru and attached pad for an upcoming Starbucks. Scope of work includes ground up work, demo, plumbing, HVAC, electrical, new grease interceptors, landscaping, dedicated trash enclosure and more.

This project included a transformative redesign of a three-building campus courtyard that introduced engaging elements for the surrounding community. Scope incldued installation of informational kiosks, landscaping, decorative wall art, canopies for diverse weather conditions and reconstruction of seating and stairways.

The Glen Helen Regional Park Enhancements and Expansions project modernizes the park with a new 78-site campground, adventure course, flexible event space, waterpark upgrades, and enhanced outdoor amenities. The improvements are designed to expand recreational offerings while enhancing safety, accessibility, and the overall visitor experience.