INVOICING
All invoices will reflect the date of service, the phase ( based on the chart above ) a detailed description of work performed (i.e. telephone calls, emails, meetings, work product delivered), the dollar amount of the invoice and remining contract balance, and will include the hours and name of the individual who performed the work.
REVISED SCOPE OF SERVICES
Based on the analysis above, attached is a revised scope of services which eliminates those efforts and deliverables associated with the credited subconsultants. Griffin acknowledges that in the role of Owners’ Representative we will provide comprehensive Program Management service s suitable for the various project delivery forms under consideration, and will endeavor to manage its efforts and allocation of hours to provide maximum efficiencies to the project(s). Should any further contract adjustments be required, Griffin will negotiate in good faith with City staff to bring the highest level of service to the City.
QUALIFICATIONS AND EXCLUSIONS
1. Hourly rates will remain fixed through December 2025 and will escalate by CPI annually thereafter.
2. Costs for o n-site trailer rental, furniture, utilities, and sanitary facilities is excluded. It is assumed the City and/or the selected Design-Build Entity will provide suitable field office space.
3. Costs for all permits required for the project are excluded. It is assumed that the City will pay for all permitting fees, assessments, easements , school fees, and other agency or governmental fees or costs to support the design and construction the project. We have not included any permit related fees within our fee proposal. Permits will be pulled by others.
4. At no cost to the Owner, and subjec t to Internal Revenue Code 179D, (Deduction for Energy Efficient Commercial Buildings) Owner agrees to allocate any applicable tax deductions to construction manager (Griffin Structures) as may be relevant to ‘public entity’ projects.
5. Costs for surveying, construction staking, environmental and hazardous materials surveys, and all environmental and hazardous materials transportation and remediation costs are excluded.
6. No Environmental monitoring services are included in this proposal and are assumed to be performed by a separate consultant under contract with the City.
7. Software licenses or user fees and all software training costs for specific project management software being required by either the City or their contractor(s) is excluded. For purposes of providing Document Management services, we have included the use of “Submittal Exchange” (Oracle) the cost for which is listed in this proposal as a reimbursable expense.
8. Cost of bulk blueprinting for plans and specifications for use by the contractors and subcontractors is excluded. Funds included in reimbursable expenses are for Griffin printing costs alone.
Phase Description Duration Balance Remaining *
Phase 1 Pre-Design 4 months 62,549$
Phase 2 Design Solicitation 3 months 50,147$
Phase 3 Design & Permitting 11 months 199,627$
Phase 4 Contractor Solicitation 2 months 158,501$
Phase 5 Construction and Closeout 20 months 1,172,458$
Totals 40 months 1,643,281$
* Amounts include reimbursable expenses
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9. Wage Compliance Program including Certified Payroll aud iting, field interviews, or reporting is excluded.
Based on State Law SB 854, it is assumed that the Dept. of Industrial Relations (DIR) will manage this effort at the State level. Griffin will enforce the Contractor registration requirements stipulated by the DIR.
10. Independent or third-party testing companies such as Roofing, Peer Reviews, or other specialized third-party oversight services other than those listed herein are excluded.
11. No LEED services are included in this proposal. Any service related to LEED desig n, specifications, applications, or LEED commissioning are excluded. Should the City wish to pursue LEED certification Griffin will negotiate a scope and fee in good faith with the City.
12. Commissioning requirements required by Cal Green (Title 24) are excluded. Griffin will manage the commissioning process, but we have not included a commissioning agent, nor development of commissioning specifications. LEED commissioning requirements are not included. Should the City choose to move forward with LEED certification, Griffin will execute a process for selecting a LEED commissioning agent.
13. FF&E is excluded.
14. Construction Site Security is excluded.
15. Construction Manager will review all RFI’s, Submittals, and Substitutions only for completeness, approvals to be executed by the designer of record as part of the Design Build Entity. Architect of Record will remain engaged in the project for reviewing of any substitution requests.
16. This proposal does not include a formal independent Inspector of Record (IOR). All City Building Dept.
Permit Inspections are assumed to be performed by the City Building Dept and Public Works inspections staff.
17. This proposal includes Cost Estimates at the following stages of design: Schematic Design, 50% Design Development, and 100% Design Development. Construction Cost Estimates, when provided, are based on standard industry practice, professional experience, and knowledge of market conditions. Griffin has no control over material and labor costs, contractor’s methods of establishing prices or the market and bidding conditions at the time of bid. Therefore, Griffin does not guarantee that bids received will not vary from the cost estimate provided and Griffin is not liable for any costs, liabilities, or damages incurred by the City arising from Griffin’s opinion of cost, the actual project cost to the City, delays caused by events outside the control of Griffin, or any labor or material cost increases.
18. Griffin is not responsible for any schedule delays and/or any losses, damages, o r liabilities resulting therefrom that are caused by (1) events or conditions that are outside of Griffin’s control or (2) the acts or omissions of parties for whom Griffin is not legally liable (collectively, “Non -Consultant Delays”). The schedule for completion will be extended for any Non-Consultant Delays. If Griffin incurs additional costs or expenses due to Non -Consultant Delays, then Griffin’s fee compensation will be equitably adjusted to cover such additional costs or expenses.
19. This Proposal includes the management of the CEQA process but does not include the services of a CEQA consultant. A formal Environmental Impact Report is excluded. It is assumed this project is consistent with the City and City’s General and/or Specific Plan and that any C EQA approvals will be achieved through a Mitigated Negative Declaration using City resources.
20. WQMP or SWPPP services are excluded from this proposal. It is assumed the Architect of Record will provide the necessary design of, application for, and achieve approval by the State for any and all WQMP 252
and SWPPP requirements.
21. Geotechnical services are excluded from this proposal. It is assumed the City will use a Geotechnical firm from its list of On-Call consultants to perform a geotechnical investigation.
22. Griffin included the use of OpenSpace for providing 360 photographic documentation, the cost of which is included as a reimbursable expense.
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2 As Program Manager, Griffin approaches each project with the perspective of an owner and the insight of a developer. Based on our blend of comprehensive experience in managing and developing projects, we have the unique ability to offer each client a complete ‘menu’ of professional services tailored to the specific requirements of their individual project.
Like an owner, we approach every project with a viewpoint that it is our money, schedule, and facility to be planned, designed, constructed, and utilized. With an in-depth understanding of technical issues faced by a contractor, we have extensive field experience that guides us with decision making processes out on the field. Together, with these two key components, Griffin provides Owner’s Representation and Program Management services that ensures a successful project delivery of the highest quality.
The City of Eastvale is seeking a highly qualified and
integrated team to assist in planning and designing a
people-oriented civic campus to support the City and its community as it continues to grow. This includes planning, programming, designing and creating a destination which fosters a culture of inclusiveness incorporating the integration of the public and private realms. Our team understands the need to create dynamic spaces which promote collaboration, communication, creativity, and interaction. To address this opportunity and assure its success, we will carefully work with the City and its community in a robust and well received outreach program to solicit critically important feedback and assimilate design concepts and features, which achieve the desired innovative and entrepreneurial outlook that reflects the dynamic ‘can do’ spirit embodied by the Eastvale community.
We also understand that Eastvale is a young, evolving City that seeks to transform its built environment through innovative placemaking processes recognizing the public spaces
between buildings are as or more important as the buildings themselves.
People-centric development focuses on how development
occurs in equal parts to what is developed, a design
and development that provides flexibility in both time
and space. The team’s application of a human-centered
design/development approach to the Eastvale Civic
Center is specifically tailored to the social, economic, and environmental of the City. This approach not only talks about collaboration, but it also embodies it.
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3 Griffin has developed a highly customized approach to assist the City in delivering a project which meets its budget and schedule expectations while also adhering to the Project Understanding section noted above.
Griffin begins every project with a comprehensive Initial Assessment (IA). This assessment provides City with a fresh perspective on all aspects of the project and allows us to strategically assess the priorities for executing expected services. The IA unfolds in two phases:
We meet with City staff to reaffirm the key concerns and needs of the project. We understand that the site development and program validation will naturally be a focus of this project as we engage with the City, however there may be other
elements the City would like us to focus on. Whatever the most pressing issue might be, Griffin will establish a short list of priorities and engage in those key tasks first. Typically, this IA results in the immediate need for a refined project schedule integrating City’s feedback. However, should the IA phase unearth other project needs or if City has a priority list already established, we will adjust our initial task items accordingly.
Once the IA and resolution efforts are achieved, Griffin will establish a standard protocol for the entire project team particularly one of this size. We find that clarity and consistency in direction is the single most significant feature of establishing a successful project protocol. To achieve this level of clarity and consistency, Griffin establishes a clear understanding of the City’s policies and protocols. We effectively become an extension of City’s staff. We establish protocols for all aspects of the project by:
• Establishing communication channels & policies.
• Overseeing document strategies, specifically how
information will be communicated to the field.
• Identifying key challenges to the project.
• Establishing & formalizing action items for respective team members.
• Identifying & reinforcing key project objectives.
Building on the project objectives identified in the IA and after confirming the form of delivery, Griffin will begin to establish standardized communication protocols. These
protocols are critical and are particularly key to a successful Program and Construction Management. We will establish
a clear line of communication between the team members
who will be utilized during the construction process.
Working closely with City, Griffin will identify the proper channels for all communication between the design staff and field (contractors and inspectors) to establish seamless communication for the duration of any project(s).
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4 Schedule management relies on multiple factors, for which Griffin has an established protocol. We begin by producing a comprehensive master project schedule which will include all aspects of the project, including, but not limited to:
• Design Iterations
• City Design Review and Approvals
• Permitting and Approval Phases
• Contractor Pre-Qualification (if desired)
• Bidding
• Contracts and Insurance
• Phases of Construction
• City Installations
• Utility Connections (working with the City and private sector developer)
• City IT Installations
• Punchlist
• Commissioning
• Contingency (defined as additional time and to be
determined in coordination with City)
This initial schedule will serve as the basis for establishing the overall construction duration that will be incorporated into costing exercises and eventually the bid documents.
Naturally, we will incorporate the input of all team members in that regard. Additionally, we will insure to incorporate strict procedures that the team is not to proceed with any activity without approval form City of the previous deliverable.
Depending on budget opportunities and challenges, project phasing may also be a critical to a successful project schedule.
This process entails understanding the key components of the project, City’s concerns, neighborhood sentiment, traffic issues, and protection of existing facilities. Each of these aspects need to be considered and reviewed regarding the schedule to ensure that the project can achieve the overall objectives.
Key to the success of any project, is the effective management of financial controls. Griffin has extensive experience in financial controls and in employing those controls for the successful execution of large-scale projects. Given our development experience and the fact that we will be managing the design team under our contract, the City may feel rest assured we will manage the scope and invoicing accordingly to insulate the City from cost overruns.
We will begin the process by forming an internal project stakeholder group with City Representatives. Our firm will review the former concept plans and budget with the group and discuss the proposed anticipated budget and schedule assumptions on a high-level basis so that City Representatives can provide direction on the specific site and other unknown aspects our project team should be aware of. In many cases, we also recommend forming an ad-hoc committee for Council to engage in the process. We will refine assumptions and our roadmap to reflect City input and move forward with these integrated into our execution plan including the identification of key milestones, responsibilities and deliverables at every stage by all parties.
Deleted (Formerly LPA’s Approach & Scope)
As the City’s Representative and Program Manager, Griffin will oversee and manage this, or similar scope performed by others.
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5 Deleted (Formerly LPA’s Approach & Scope)
As the City’s Representative and Program Manager, Griffin will oversee and manage this, or similar scope performed by others.
Deleted (Formerly Circlepoint’s Approach & Scope)
As the City’s Representative and Program Manager, Griffin will oversee and manage this, or similar scope performed by others.
With our experience as at-risk fee developers, specifically in the performance of public-private partnerships, we have developed enhanced protocols for managing the design
process. Some of those protocols are as follows:
To begin with, Griffin follows a strict policy of specification control. In concert with the City and the design team, we recommend and reinforce that all material specifications and finishes are pulled from standard, readily available catalogs.
In our experience, specialty finishes in the public sector run the risk of budget overruns and schedule delays and often put the City in the unpopular position of delivering a facility to the public out of sync with standard public infrastructure.
In concert with the Architect of Record, we have found that clean, elegant, responsible designs can be achieved with readily available and easily maintainable materials.
We also put a great deal of focus on early project definition, developing and clearly communicating a detailed Basis of Design.
Deleted (Formerly LPA’s Approach & Scope)
As the City’s Representative and Program Manager, Griffin will oversee and manage this, or similar scope performed by others.
Deleted (Formerly LPA’s Approach & Scope)
As the City’s Representative and Program Manager, Griffin will oversee and manage this, or similar scope performed by others.
Deleted (Formerly LPA’s Approach & Scope)
As the City’s Representative and Program Manager, Griffin will oversee and manage this, or similar scope performed by others.
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6 One of the major advantages of selecting our Program
Management team, is that we employ professionals who
have sat on all sides of the table. Our staff have backgrounds in architecture, engineering, and general contracting and are able to review design packages thoroughly for their (a) attention to detail, (b) completeness based on the phase of work, and (c) constructability as it relates to practicality, coordination and anticipation of issues that will turn into change orders later.
As such, we have a three-step approach to constructability review we assign to each design phase as noted below.
Griffin begins each constructability review with a high-level first pass of the design package for each building and related as-builts. It’s critical we understand the entire work scope and how each piece relates to the overall project, prior to our detailed review. After this review period, we often visit the site to mentally absorb the boundary conditions, existing structures, utility conditions, topography, and other key issues that need to be integrated into a design package.
The next step in our constructability review process includes an in-depth review of the drawings. As mentioned earlier, Griffin utilizes its team of Construction Management experts with extensive backgrounds in construction, design /
engineering, and development. Our seasoned staff reviews each drawing in detail and works through the Griffin checklist to ensure a comprehensive evaluation has been completed for each project.
The checklist reviews materials, integration with other systems / trades, cost-benefit evaluations, and detail about each design element. We will also review project documents for missing information, ambiguous details, conflicts, and potential confusions. These are logged and returned, with suggestions for corrections, to the design team to integrate into the project documents. We apply the following standards to our review:
Ensure the construction plans are clear and
understandable
Verify the drawings match specifications
Be vigilant in recognizing missing information
Once the review is completed, we find it important to provide a final check of our own work to ensure comments and
intentions are clear and articulate. The deliverable is provided to the City and the design team for review, consideration, and integration into the design package.
Occasionally it may be difficult to determine whether
comments have been incorporated into the design package.
However, applying our Bluebeam technology, we can quickly compare and determine differences in the design sets to ensure City approved comments have been integrated into the package. The ultimate goal is to protect the City from costly oversights that could have been prevented in the pre- construction phase.
Additionally, and outside of constructability review services, Griffin has extensive experience in utilizing nearly every type of construction method on the market including wood- frame, steel-frame, concrete tilt-up, concrete masonry
units (CMU), pre-engineered metal building (PEMB), to even modular shipping containers. We will review the options with the City based on cost, schedule, maintenance, and lifecycle expectancy and make a recommendation.
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7 Deleted (Formerly LPA’s Approach & Scope)
As the City’s Representative and Program Manager, Griffin will oversee and manage this, or similar scope performed by others.
Griffin Structures uses the Dept. of Industrial Relations questionnaire template for performing this effort. Working with City staff and the design team, Griffin will seek to establish certain minimums for overall revenue, bonding capacity, safety EMR rating, comparable experience minimums, and possibly even specialty subcontractor prequalification. We would also seek out and invite key Contractors with a proven track record building similar facility, many of which are recommended by local municipalities.
Once the design documents are complete and a prequalified list of Contractors selected, Griffin would oversee and implement the bid process closely with City procurement policies. Griffin would serve as the point of contact for all Bid RFIs, bid communication, and substitution requests.
Additionally, we would oversee the issuance of Addenda
and responses to questions. Finally, we would perform an extensive bid analysis review and provide
recommendations to the City for award.
During this process, Griffin will manage the bid schedule by maintaining regular weekly meetings with the team to ensure all bid RFIs are addressed, and addenda are properly managed. This will ensure the bidders have an accurate scope of services to bid to and that the City receives responsive and responsible bids from the list of prequalified bidders.
Once bids are delivered, Griffin will evaluate all responses and produce a Bid Analysis for review with the City. This analysis will involve both qualitative and quantitative studies so the City can arrive at the best value determination. Upon confirmation by City staff that the recommendation for award has been established, Griffin will work with the City to draft a staff report that accurately describes the recommendation for award to the board.
One key aspect of this effort will be to ensure the project schedule is maintained. To do so, Griffin will oversee the Contractor’s production of the comprehensive construction schedule that incorporates all the elements above that
occur during construction and demonstrate a clear and
logical critical path. Our extensive construction experience will determine if the Contractor has a good understanding of the project that is both realistic and achievable.
Phasing Analysis is also critical to a successful project schedule. Understanding the project’s key components,
the City’s concerns, neighborhood sentiment, traffic
concerns, and protection of existing facilities; all these aspects need to be considered and reviewed regarding
the schedule to ensure that the project can achieve the overall objectives.
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8 Griffin will then provide strict communication protocols to ensure answers to questions, reviews of submittals,
submissions for deferred permits, and requests for
inspections are all process timely and effectively.
Corrective measures may need to be implemented should
the Contractor fall behind. As described above, the City and project suffer when the Contractor fails. Therefore, Griffin will employ extensive field experience and construction understanding to provide solutions to schedule failures to maintain the project’s overall objectives and protect the City’s investment.
By these methods, Griffin will maintain the project schedule and expedite productivity as needed.
Another critical aspect to the success of any project is the effective management of financial controls. Griffin has extensive experience in financial controls and is uniquely qualified in employing those controls.
Griffin is keenly aware of the importance of maintaining financial controls over the invoicing process.
Accordingly, we will establish a systematic approach to reviewing invoices specifically by executing the following:
a. Establishing a very detailed Schedule of Values that breaks out both labor and materials for each trade
and spec section.
b. Review all invoices for consistency with
improvements installed in the field.
c. Investigate the Contractor’s payment
policies to subcontractors to avoid issues of
non-payment.
d. Evaluate subcontractor performance to anticipate
potential bankruptcies of subcontractors who are
not adequately solvent to perform on the job.
Construction projects are inherently iterative operations.
With multiple efforts and coordination of tasks and efforts underway concurrently, managing the discovery and
correct identification of changes is particularly challenging.
Accordingly, we will review and address all possible
changes in work in the following manner:
e. The first component to correctly addressing
possible changes in scope and cost is to identify
what is and is not a real change. We will perform a
comprehensive analysis of the issue at hand and
determine if a change has occurred. Key to this is
the detailed understanding of the Documents. We
will provide a firm interpretation of those
documents in their interpretation regarding our
analysis of the proposed change to preserve the
City’s interests prudent budgetary constraints.
The key to this analysis is our enhanced
understanding of contracts and scope to determine
if the issue is already covered under the existing
scope.
f. If a change is in fact necessary, we will then seek
to execute this change in a manner that results in
a no- cost solution to the City. This may involve
proposing materials and/or methods that are
comparable in scope to the original intent, thus
allowing for solutions that do not compromise
quality, schedule, or cost.
g. If such an option is not possible, or if unforeseen
conditions materialize that result in a real change
to the project’s cost, Griffin will then perform a
detailed analysis of the best form of execution.
This may take the form of a hard estimate for the
proposed change or if a T&M execution is in the
project’s best interest. Another option is to utilize a T&M/Not-to-Exceed method, which allows for the
execution of a proposed change while putting a
ceiling on the final costs of the change.
h. Finally, any change that is officially recognized
Griffin will perform a detailed examination of
costs, including but not limited to: materials back
up, labor analysis, labor rate analysis, detailed
subcontractor back-up, time impacts, and a unit
cost comparison.
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9 Together, with these tools, we will be able to provide financial protection to the Client to avoid production
challenges, protect the City’s resources against
overpayment, and ensure proper accounting of the
project’s health.
Of particular importance to the health of a project is claims management. The most effective way to mitigate claims is to avoid them altogether. This seems obvious but is, in fact, the most challenging aspect of managing a successful project. To prevent claims, there are a few fundamental principles that we follow:
a. Clarity = Enforceability: If the direction is clear, the drawings and specifications consistent, and the
direction to the field in line with these documents, then there is little to no chance of a future claim.
b. When everyone succeeds, the City succeeds: This is a critical concept that many professionals do not grasp or pursue. Claims arising out of a need to mitigate against risk or loss. Avoiding risk for all parties lowers the
likelihood of claims.
c. Commitment to Value: Despite the efforts above,
sometimes things go wrong. A submittal gets submitted
and approved incorrectly. A material specification
is discontinued, and its replacement is three times
the cost. Drawings do not identify the total scope of
work. In instances like these, a clear commitment
to value rules the process. In each of the instances
listed above, Griffin can navigate and resolve these
issues in a manner that provides value to the City
(i.e., little or no cost increase), continued progress
(timely decisions that do not delay the schedule), and
creative architectural solutions (maintaining the overall quality of the finished product). By having a balanced
understanding of all the aspects of value to the project, Griffin can mitigate the conditions that often result in claims.
d. Clear Documentation and Legal Understanding:
Despite all the above, sometimes claims do arise. The
critical defense against these occurrences is clear
documentation and a comprehensive understanding
of the contract and contract code. Griffin Structures
employs elite construction management professionals
with an extensive knowledge of contracts and contract
code and employs a sophisticated and comprehensive
document management system that ensures claims can
be mitigated when unavoidable.
Griffin Construction Managers are inherently Construction Inspectors. By utilizing our keen understanding of all aspects of construction, our Construction Manager will perform
regular inspections of all aspects of the project daily. We will review material deliveries, material types, installation methods, finished installations in comparison to contract documents, and construction code adherence.
Additionally, we will coordinate the timely execution of all specialty inspections, including geotechnical, building dept., special inspections, and materials testing, to ensure the City receives the highest level of quality and consistency with the plans and specifications as well as all standards and practices.
Griffin employs multiple forms of photography and
technology to enforce the quality of the construction process.
Accordingly, we will perform the following:
a. Video Tape existing conditions. Before a DB Contractor begins construction, we will perform detailed video
surveillance of the entire site and the surrounding
site to ensure there is no damage to the existing
infrastructure and mitigate against any potential future claims.
b. Daily Photography. Griffin will photograph the progress of the job daily. This will serve as a record of the project throughout the job and a vehicle for resolving issues
c. Bluebeam technology. Griffin employs the use of
Bluebeam technology to facilitate the communication
of challenges in the field for their quick resolution and documentation.
d. BIM technology. Griffin has extensive experience in the deployment and management of Building Integration
Modeling and can adequately identify and resolve issues that are discovered through this medium.
We will employ our Field Observation Report weekly. Typically updated and presented at the weekly meeting, we will track all issues, and observations, identified by the CM and the project team (design team, City, operations staff, etc.) and follow them on this log. The log will identify the issue, the date it was observed, a photograph of the issue, and a resolution description once the item has been closed. In effect, this log serves as a running punch list of all issues identified and addresses these issues promptly.
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10 To offer the most sophisticated, technologically innovated services to our clients, we often partner with OpenSpace to provide 360-degree video jobsite capture and mapping. This platform automatically generates photographic records of the project which can be accessed anywhere, from your mobile device, laptop, or desktop PC – anytime. With a 360-degree helmet cam, OpenSpace will utilize artificial intelligence, along with computer vision, to pin captures automatically without having to manually select locations as you go. These captures can be utilized for field-to-office communication, milestone tracking, and can also integrated with several Building Information Modeling (BIM) programs to cross reference
trade installations versus project models.
Griffin will ensure that the Contractor has completed their work in a manner that is satisfactory to meet all necessary conditions for a final inspection.
Griffin will coordinate the project’s final punch walk to ensure all improvements are per the plans and specifications.
Specifically, Griffin will employ a Field Observation Log during construction to identify quality issues observed by the project team on an ongoing basis. This will serve to function as an ongoing pre-punch list and help minimize issues discovered at final punch walks. Griffin will also oversee the following punch walks to confirm corrective action is resolved.
Once completed, Griffin will issue a comprehensive punch list for completion by the DB Contractor. Griffin will oversee the completion of these items and ensure that all deficiencies and corrections are completed to the City’s satisfaction.
Integral to our cloud-based document management
system, Submittal Exchange will assemble all guarantees, certifications, affidavits, leases, easement deed, operating and maintenance manuals, warranties, and any other closeout documents. This system will provide a complete digital file for all documents for future use, as well as maintain a cloud- based file for future use.
Griffin will review all the project conditions and ensure that all criteria are met prior to the execution of the DB Contractor’s final payment.
Once complete, Griffin will deliver all project files, data, As Built documents, and documentation to the City for record purposes.
We take pride in providing unparalleled professional program management services. As described above, Griffin will serve as the eyes and ears of the City. Our mantra is ‘no surprises.’ We achieve that by proper management (avoiding the issues in the first place), and clear and concise documentation (for defense and resolution of unavoidable issues). Accordingly, Griffin will provide comprehensive program management services to
plan, design, and successfully deliver a facility the City which will be a key cornerstone of the community it serves.
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First Amendment to Agreement for Services
[Civic Center Owner’s Representative & Bridging Architect] This First Amendment to Agreement (“First Amendment”) is entered into this 12th day of October, 2022 by and between the City of Eastvale, a California general law city (“City”), and Griffin Structures, Inc., a California corporation (“Contractor”), as follows:
RECITALS
A. City and Contractor entered in an agreement for Civic Center Owner’s Representative and Bridging Architect services on or about November 10, 2021 (“Agreement”).
B. The Agreement included services to be provided by several subcontractors to Contractor, including but not limited to bridging architectural services.
C. City desires to reduce the scope of the Services to be provided under the Agreement so that City may separately contract with professionals of the City’s choosing as necessary and convenient.
OPERATIVE PROVISIONS
NOW, THEREFORE, in consideration of the promises made and recited herein, the parties do hereby enter into this First Amendment which modifies and amends the Agreement as follows:
1. AMENDMENTS.
a. Section 4(a) is amended to reduce the total compensation not-to-exceed amount to One Million Eight Hundred Forty-Five Thousand Three Hundred Fifty Three Dollars ($1,845,353.00).
b. Exhibit A to the Agreement is replaced in its entirety with the following:
Contractor shall perform the Services detailed in the revised “Preliminary Project Approach” attached to the revised proposal submitted by Contractor to City on October 4, 2022, which is incorporated herein by reference. c. Exhibit B to the Agreement is replaced in its entirety with the following:
The total compensation under this Agreement, including reimbursement for expenses, shall not exceed $1,845,353.00. Compensation to Contractor shall be in accordance with the revised cost proposal submitted by Contractor to City on October 4, 2022, which is incorporated herein by reference.
2. GENERAL PROVISIONS.
a. Remainder Unchanged . Except as specifically modified and amended in this First Amendment, the Agreement remains in full force and effect and binding upon the parties. 263
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b. Integration. This First Amendment constitutes the entire understanding and agreement of the parties and supersedes all negotiations or previous agreements between the parties with respect to all or any part of the transaction discussed in this First Amendment. c. Effective Date. This First Amendment shall not become effective until the date it has been formally approved and executed by the appropriate authorities of the City and Consultant.
d. Applicable Law . The laws of the State of California shall govern the interpretation and enforcement of this First Amendment. e. References. All references to the Agreement include all their respective terms and provisions. All defined terms utilized in this First Amendment have the same meaning as provided in the Agreement, unless expressly stated to the contrary in this First Amendment.
IN WITNESS WHEREOF, the parties hereto have executed this First Amendment to the Agreement on the date and year first written above.
CITY OF EASTVALE:
____________________________
Henry Garcia, Interim City Manager
APPROVED AS TO FORM:
____________________________
Erica L. Vega, City Attorney
ATTEST:
____________________________
Marc Donohue, City Clerk
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GRIFFIN STRUCTURES, INC.
___________________________
Roger Torriero, President & CEO
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