Agenda packet — Eastvale City Council, October 12, 2022 (part 1 of 2)

REGULAR COUNCIL MEETING AGENDA
Eastvale City Hall Council Chambers
12363 Limonite Avenue, Suite 900, Eastvale, CA 91752
Wednesday, October 12, 2022
Regular Council Meeting:
5:30 PM

City Councilmembers
Clint Lorimore, Mayor
Todd Rigby, Mayor Pro Tem
Christian Dinco, Councilmember
Brandon Plott, Councilmember
Jocelyn Yow, Councilmember

Henry Garcia, Interim City Manager
Erica Vega, City Attorney (Contract Legal Services)
Marc Donohue, City Clerk/Communications Director
This Agenda contains a brief general descrip-on of each item to be considered. Except as otherwise provided by law, no ac-on or direc-on shall be taken on any item not appearing on the following Agenda. Unless legally privileged, all suppor-ng documents, including staﬀ reports, and any wri-ngs or documents provided to a majority of the City Council a3er the pos-ng of this agenda are available for review at Eastvale City Hall, 12363 Limonite Avenue, Eastvale, CA 91752 or you may contact the City Clerk’s Oﬃce, at (951) 361-0900 Monday through Thursday from 7:30 a.m. to 5:30 p.m. and available online at www.eastvaleca.gov
.

Members of the public can observe the mee-ng by viewing the live-stream at www.eastvaleca.gov
and may provide public
comment by sending comments to the City Clerk's Oﬃce by email at [email protected]
. Staﬀ will monitor emails to the
extent possible during the mee-ng and provide comments as possible. All comments will be made part of the record. Comments will then be read into the record, with a maximum allowance of 3 minutes per individual comment, subject to the Mayor’s discre-on to reduce -me on public comment. All comments should be a maximum of 500 words, which corresponds to approximately 3 minutes of speaking -me. If a comment is received before the agenda item is heard but before the close of the mee-ng, the comment will all be included as a part of the record of the meeting but will not be read into the record.

In compliance with the Americans with Disabili-es Act, if you need special assistance to par-cipate in this mee-ng, you should contact the City Clerk’s Office at (951) 361-0900.

Regular mee-ngs are recorded and made available on the City’s website at www.eastvaleca.gov
. Mee-ng recordings are uploaded
to the City’s website within 24 hours (unless otherwise noted) after the completion of the meeting. 1 1.

CALL TO ORDER

2. ROLL CALL

3. CLOSED SESSION PUBLIC COMMENT

Any member of the public may address the Council on items within the Council’s subject maer jurisdicon, but which are not listed on this agenda during PUBLIC COMMENTS. However, no acon may be taken on maers that are not part of the posted agenda. We request comments made on the agenda be made at the me the item is considered and that comments be limited to three minutes per person with a maximum of six minutes (me may be donated by one person). Please address your comments to the Council and do not engaged in dialogue with individual Council Members, City staﬀ, or members of the audience. Blue speaker forms are available at the front table to the entrance of Council Chambers.

4. CLOSED SESSION ITEM(S)

4.1. PUBLIC EMPLOYMENT (Government Code 54957) Position: City Manager

5. INVOCATION

6. PLEDGE OF ALLEGIANCE

7. ADDITIONS/REVISIONS

The City Council may only add an item to the Agenda a2er making a ﬁnding that there is a need to take immediate acon on the item and that the item came to the aenon of the agency subsequent to the posng of the agenda. An acon adding an item to the agenda requires 2/3 vote of the Council. If there is less than 2/3 of the Council members present, adding an item to the agenda requires a unanimous vote. Added items will be placed for discussion at the end of each section unless otherwise noted.

8. PRESENTATIONS/ANNOUNCEMENTS

8.1. Red Ribbon Week Proclamation

8.2. Economic and Community Development Month Proclamation

8.3. National Community Planning Month Proclamation

8.4. Recognition of Certifications

8.5. Community Enhancement and Safety Officer Appreciation Week Proclamation

8.6. Recognition of Lieutenant Boydd/Introduction of New Lieutenant

9. AGENCY PARTNER UPDATES

10. PUBLIC COMMENT

2 person). Please address your comments to the Council and do not engaged in dialogue with individual Councilmembers, City staﬀ, or members of the audience. Blue speaker forms are available at the front table to the entrance of Council Chambers.

11. CONSENT CALENDAR

Consent Calendar items are normally enacted in one moon. The Mayor or City Council may remove a Consent Calendar item for separate acon. If a member of the public would like to speak on a Consent Calendar item, please complete a blue “Public Comment Form” and submit to the City Clerk prior to the item.

11.1. City Council Meeting Minutes

Submitted by: Marc A. Donohue, City Clerk/Communications Director

RECOMMENDED ACTION(S):

Staff recommends that the City Council approve the City Council meeting minutes from the regular meeting on September 28,
2022.

11.2. Acceptance of Public Improvements associated with Parcel Map 35865 from Campus Eastvale Property Owner, LLC

Submitted by: Jimmy Chung, City Engineer

RECOMMENDED ACTION(S):

Staff recommends that the City Council adopt Resolution 22-XX, accepting as complete the Public Improvements for Parcel Map 35865.

11.3. Reaffirm the City Owned Parcel Located at Hamner Place as Necessary for Future City Use

Submitted by: Samantha Greven, Management Analyst

RECOMMENDED ACTION(S):

Staff recommends that the City Council reaffirm the City Parcel located at Hamner Place (APN 152060061) as necessary for future City use and provide preliminary feedback and direction to staff on future use concepts to come back to the City Council at a later date for discussion and decision.

11.4. Third Amendment for Professional Services Agreement with Infinity Technologies for Information Technology Services

Submitted by: Marc A. Donohue, City Clerk/Communications Director

RECOMMENDED ACTION(S):

Staff recommends that the City Council:

1 .

Approve the third amendment to the professional services agreement with Infinity Technologies.
2 .

Authorize the Interim City Manager to execute all necessary documents.

12. PUBLIC HEARINGS

The public is encouraged to express your views on any maer set for public hearing. It is our

3 procedure to ﬁrst receive the staﬀ report, then to ask for public tesmony, ﬁrst from those in favor of the project followed by tesmony from those in opposion to it, and if there is opposion, to allow those in favor, rebual tesmony only as to the points brought up in opposion. To tesfy on the maer, you need to simply come forward to the speaker’s podium at the appropriate me, give your name and address and make your statement. A2er a hearing is closed, you may not further speak on the maer unless requested to do so or are asked quesons by the Mayor or a Councilmember. Public comment is limited to three (3) minutes each with a maximum of six (6) minutes (time may be donated by one speaker.)

13. CITY COUNCIL BUSINESS

13.1. Single Audit Report on Federal Award Programs for the Fiscal Year Ended June 30, 2021

Submitted by: Amanda Wells, Finance Director/City Treasurer

RECOMMENDED ACTION(S):

Staff recommends that the City Council receive and file the Single Audit Report on Federal Award Programs the for fiscal year ended June 30, 2021

13.2. Contract Amendment to Gensler for Planning and Pre-Design Services for Downtown Eastvale

Submitted by: Jimmy Chung, City Engineer

RECOMMENDED ACTION(S):

Staff recommends that the City Council Authorize the City Manager to execute a contract amendment with Gensler for $230,000, for a combined amount not-to-exceed $250,000, to perform planning and pre-design services for Downtown Eastvale.

13.3. Modify Contract with Griffin Structures for the Civic Center Project

Submitted by: Gina Gibson Williams, Community Development/Public Works Director and Amanda Wells, Finance Director/City Treasurer

RECOMMENDED ACTION(S):

Staff recommends that the City Council:

1 .

Authorize the City Manager to execute the First Amendment to the Agreement with Griﬃn Structures to reduce the Scope of Services, retaining Griﬃn as the Owner Representa-ve/Program Manager for the
Civic Center project and
elimina-ng subconsultants, and reducing the total compensa-on amount to $1,845,353; and
2 .

Schedule City Council Workshop for Civic Center Project Planning.

14. CITY MANAGER/CITY STAFF REPORT

15. CITY COUNCIL COMMUNICATIONS/COMMITTEE REPORTS

16. ADJOURNMENT

The next regular mee-ng of the Eastvale City Council is scheduled for Wednesday, October 26,

4 2022, at 6:30 p.m. at Eastvale City Hall Council Chambers, 12363 Limonite Avenue, Suite 900, Eastvale, CA 91752.

17. AFFIDAVIT OF POSTING

I hereby certify under penalty of perjury under the laws of the State of California, that the foregoing Agenda was posted at the following locations: City Hall, 12363 Limonite Avenue, Suite 910 and website of the City of Eastvale (
www.eastvaleca.gov
,) not less than 72 hours
prior to the meeting.

______________________________________________________
Marc A. Donohue, MMC
City Clerk

5 AGENDA STAFF REPORT

City Council Meeting

CLOSED SESSION ITEM(S)

Agenda Item No. 4.1
October 12, 2022
PUBLIC EMPLOYMENT (Government Code 54957) Posi0on: City Manager
Prepared By:

Recommended Action(s)
Not Applicable.

Summary
Not Applicable.

Background
Not Applicable.

Environmental
Not Applicable.

Strategic Plan Action - Priority Level:

N/A
| Target #:

N/A
| Goal #:

N/A
Not Applicable.

Fiscal Impact
Not Applicable.

Prior City Council/Commission Action
Not Applicable.

Attachment(s)
Not Applicable.
12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
6 AGENDA STAFF REPORT

City Council Meeting

PRESENTATIONS/ANNOUNCEMENTS

Agenda Item No. 8.1
October 12, 2022
Red Ribbon Week Proclamation
Prepared By:

Recommended Action(s)
Not Applicable.

Summary
Not Applicable.

Background
Not Applicable.

Environmental
Not Applicable.

Strategic Plan Action - Priority Level:

N/A
| Target #:

N/A
| Goal #:

N/A
Not Applicable.

Fiscal Impact
Not Applicable.

Prior City Council/Commission Action
Not Applicable.

Attachment(s)
Not Applicable.
12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
7 AGENDA STAFF REPORT

City Council Meeting

PRESENTATIONS/ANNOUNCEMENTS

Agenda Item No. 8.2
October 12, 2022
Economic and Community Development Month Proclamation
Prepared By:

Recommended Action(s)
Not Applicable.

Summary
Not Applicable.

Background
Not Applicable.

Environmental
Not Applicable.

Strategic Plan Action - Priority Level:

N/A
| Target #:

N/A
| Goal #:

N/A
Not Applicable.

Fiscal Impact
Not Applicable.

Prior City Council/Commission Action
Not Applicable.

Attachment(s)
Not Applicable.
12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
8 AGENDA STAFF REPORT

City Council Meeting

PRESENTATIONS/ANNOUNCEMENTS

Agenda Item No. 8.3
October 12, 2022
National Community Planning Month Proclamation
Prepared By:

Recommended Action(s)
Not Applicable.

Summary
Not Applicable.

Background
Not Applicable.

Environmental
Not Applicable.

Strategic Plan Action - Priority Level:

N/A
| Target #:

N/A
| Goal #:

N/A
Not Applicable.

Fiscal Impact
Not Applicable.

Prior City Council/Commission Action
Not Applicable.

Attachment(s)
Not Applicable.
12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
9 AGENDA STAFF REPORT

City Council Meeting

PRESENTATIONS/ANNOUNCEMENTS

Agenda Item No. 8.4
October 12, 2022
Recognition of Certifications
Prepared By:

Recommended Action(s)
Not Applicable.

Summary
Not Applicable.

Background
Not Applicable.

Environmental
Not Applicable.

Strategic Plan Action - Priority Level:

N/A
| Target #:

N/A
| Goal #:

N/A
Not Applicable.

Fiscal Impact
Not Applicable.

Prior City Council/Commission Action
Not Applicable.

Attachment(s)
Not Applicable.
12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
10 AGENDA STAFF REPORT

City Council Meeting

PRESENTATIONS/ANNOUNCEMENTS

Agenda Item No. 8.5
October 12, 2022
Community Enhancement and Safety Oﬃcer Apprecia,on Week Proclamation
Prepared By:

Recommended Action(s)
Not Applicable.

Summary
Not Applicable.

Background
Not Applicable.

Environmental
Not Applicable.

Strategic Plan Action - Priority Level:

N/A
| Target #:

N/A
| Goal #:

N/A
Not Applicable.

Fiscal Impact
Not Applicable.

Prior City Council/Commission Action
Not Applicable.

Attachment(s)
Not Applicable.
12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
11 AGENDA STAFF REPORT

City Council Meeting

PRESENTATIONS/ANNOUNCEMENTS

Agenda Item No. 8.6
October 12, 2022
Recognition of Lieutenant Boydd/Introduction of New Lieutenant Prepared By:

Recommended Action(s)
Not Applicable.

Summary
Not Applicable.

Background
Not Applicable.

Environmental
Not Applicable.

Strategic Plan Action - Priority Level:

N/A
| Target #:

N/A
| Goal #:

N/A
Not Applicable.

Fiscal Impact
Not Applicable.

Prior City Council/Commission Action
Not Applicable.

Attachment(s)
Not Applicable.
12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
12 MINUTES

CITY OF EASTVALE
City Council Regular Meeting
Wednesday, September 28, 2022
Regular Meeting: 6:30 P.M.

Eastvale City Council Chambers
12363 Limonite Avenue, Suite 900
Eastvale, CA 91752

1. CALL TO ORDER
The regular meeting of the Eastvale City Council was called to order at 6:32 p.m. by Mayor Lorimore.

2. ROLL CALL

Present: Councilmembers Dinco, Plott, Yow, Mayor Pro Tem Rigby, and Mayor Lorimore

Absent: None
City Staff

Present: Interim City Manager Garcia, City Attorney Vega, and Assistant City Clerk Cooper were present at Roll Call. Other staff members were present.

3. CLOSED SESSION PUBLIC COMMENT – None

4. CLOSED SESSION ITEM(S) – None

5. INVOCATION
Pastor Rob Norris from The Crossings Church offered the invocation.

6. PLEDGE OF ALLEGIANCE
Boy Scout Troops 251B and 251G led the Pledge of Allegiance.

7. ADDITIONS/REVISIONS – None
13 Eastvale City Council Meeting Minutes
September 28, 2022 Page - 2

8. PRESENTATIONS/ANNOUNCEMENTS

8.1 Childhood Cancer Awareness Month Proclamation Proclamation was presented.

8.2 National Hispanic Heritage Month Proclamation Proclamation was presented.

8.3 National Preparedness Month Proclamation
Proclamation was presented.

8.4 ALPR Update
PowerPoint was presented.

9. AGENCY PARTNER UPDATES – None

10. PUBLIC COMMENT – None

11. CONSENT CALENDAR
On motion of Mayor Pro Tem Rigby and second Councilmember Plott, the City Council voted unanimously to approve Consent Calendar items 11.1 – 11.7 and 11.9 – 11.13.

11.1 City Council Meeting Minutes
The City Council approved the City Council meeting minutes from the regular meeting on August 24 2022.

11.2 Warrant Register: August 2022
The City Council approved the payment of warrants as submitted by the Finance Department.

11.3 Treasurers Report: August 2022
The City Council received and filed the City Treasurer’s Report.

11.4 Planning Department Update
The City Council received and filed the Planning Department Update.

11.5 Public Works Department Update
14 Eastvale City Council Meeting Minutes
September 28, 2022 Page - 3
The City Council received and filed the Public Works Department Update.

11.6 City of Eastvale Crime Statistics – July 2022
The City Council voted unanimously to receive and file the Eastvale Crime Statistics for June 2022.

11.7 Payment approval of US Army Corp of Engineers 408 Permit Review fee for the Limonite Gap Closure Project
The City Council approved payment of $65,000 to San Bernardino County Flood Control District for US Army Corp of Engineers 408 permit review fee for Limonite Gap Closure Project.

11.8 Approval of Sub-License Agreement with the Boy Scouts of America George Rife, Eastvale resident, requested to pull the item and provided public comment.

On motion of Councilmember Plott and second by Mayor Pro Tem Rigby, The City Council approved a sub-license agreement with the Boy Scouts of America (BSOA) to utilize portions of land owned by the Orange County Flood Control District (OCFCD) for BSOA activities.

11.9 Approve Professional Services Agreement with Robb Steel for Development Agreement Services
The City Council authorized the City Manager to execute a Professional Services Agreement with Robb R. Steel in an amount not-to-exceed $24,000.00 for implementation assistance with the Development Agreement between the City and The New Home Company.

11.10 Approval of Task Order A-10 with JPW Communications for Economic Development Services
The City Council authorized the City Manager to execute Task Order A-10 with JPW Communications in an amount not-to-exceed $42,985.00 for marketing and outreach support related to the Downtown Eastvale area.

11.11 Approval of Second Amendment for Professional Scanning Services Agreement with URM Technologies Inc.

The City Council approved the second amendment for the Professional Scanning Services Agreement with URM Technologies Inc. for the amount of $40,000 and authorize the City Manager to execute the agreement.
15 Eastvale City Council Meeting Minutes
September 28, 2022 Page - 4

11.12 Professional Services Agreement with Aleshire & Wynder to provide Legal Services
The City Council authorized the City Manager to execute a Professional Services Agreement with Aleshire & Wynder in an amount not-to-exceed $35,000.00 to provide legal services related to Orange County Flood Control District (OCFCD) land use request.

11.13 Purchase of One (1) Skip Loader Vehicle
The City Council approved a purchase order for United Rentals in the amount not to exceed $72,000.00 for one (1) skip loader vehicle for use by Public Works staff for transporting compost and mulch. Authorize the City Manager to execute any agreements and purchase orders.

12. PUBLIC HEARINGS – None

13. CITY COUNCIL BUSINESS

13.1 Independent Zip Code Advocacy
Senior Management Analyst Fung presented a PowerPoint presentation and answered related questions.

Mayor Lorimore opened the public comment period. With no one desiring to speak on this item, Mayor Lorimore closed the public comment period.

The City Council received and filed the Independent Zip Code Advocacy Presentation.

13.2 Approve a Payment to Lewis Land Developers per the terms of the Exchange of Real Property and Joint Escrow Instructions Agreement
City Engineer Chung provided summarized the staff report and answered related questions.

Mayor Lorimore opened the public comment period. With no one desiring to speak on this item, Mayor Lorimore closed the public comment period.

On motion of Councilmember Plott and second by Councilmember Yow, the City Council:

1. Approved and Adopted Budget Resolution No. 22-58 Amending the Fiscal Year 2022-23 Budget for the Final Hammer Place Land Acquisition Payment; and

2. Approved and Adopted Resolution No. 22-59 Approving the Commitment of 16 Eastvale City Council Meeting Minutes
September 28, 2022 Page - 5
Fund Balance Pursuant to GASB 54; and

3. Approved the final payment to Lewis Land Developers, per the terms of the Agreement for Exchange of Real Property and Joint Escrow Instructions between the City and Developer, in the amount of $1,840,000.

14. CITY MANAGER REPORT/CITY STAFF REPORT
Interim City Manager Garcia provided an update on upcoming City events.

City Engineer Chung presented a PowerPoint regarding the Limonite Synchronization project.

15. CITY COUNCIL COMMUNICATIONS/COMMITTEE REPORTS

15.1 League of California Cities
Mayor Pro Tem Rigby provided a report.

15.2 Southern California Association of Governments
Mayor Lorimore provided a report.

15.3 Western Riverside Council of Governments
Councilmember Dinco provided a report.

15.4 Riverside Transit Agency
No report was provided.

15.5 Northwest Mosquito and Vector Control District
Mayor Lorimore provided a report.

15.6 Riverside County Transportation Commission
Mayor Lorimore provided a report.

15.7 Western Riverside County Regional Conservation Authority No report was provided.

15.8 Western Community Energy
No report was provided.

15.9 Finance Committee
No report was provided.
17 Eastvale City Council Meeting Minutes
September 28, 2022 Page - 6

15.10 California Contract Cities Association
No report was provided.

15.11 Eastvale Schools Committee
Councilmember Yow provided a report.

15.12 City Council Communications
The City Council provided comments.

ADJOURNMENT – Mayor Lorimore adjourned the regular meeting at 8:03 p.m. The next regular meeting of the Eastvale City Council is scheduled for Wednesday, October 12, 2022, at 6:30 p.m. _____________________________________
Jessica Cooper, MMC
Assistant City Clerk
18 AGENDA STAFF REPORT

City Council Meeting

CONSENT CALENDAR

Agenda Item No. 11.2
October 12, 2022
Acceptance of Public Improvements associated with Parcel Map 35865 from Campus Eastvale Property Owner, LLC
Prepared By:

Jimmy Chung, City Engineer
Recommended Action(s)
Staﬀ recommends that the City Council adopt Resoluon 22-XX, accepng as complete the Public Improvements for Parcel Map 35865.

Summary
The Campus Eastvale Property Owner, LLC entered into a Subdivision Improvement Agreement with the City of Eastvale, on June 8, 2016 for Parcel Map No. 35865. The City’s Public Works staﬀ completed inspecons of the public improvements and is recommending that improvements be accepted at this me. The public improvements along the Archibald Avenue project frontage
include, but are not limited to, asphalt pavement, curb, gu5er, sidewalk, landscaping, street lights, utilities and other drainage facilities.

Background
Upon acceptance, the improvements will automacally enter into a one-year warranty period as required by the Subdivision Improvement Agreement. The City of Eastvale (security holder) will exonerate the remaining improvement securies related to this project in accordance with the Subdivision Improvement Agreement as follows, provided that the developer pays any outstanding accounts receivable prior to Council acceptance:

12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
19 Security to be
Exonerated
Amount
Time of Release
Date
Faithful Performance
Security
$ 1,205,550.00
After Council Acceptance
October 12, 2022
Labor & Material
(Payment) Security
$ 669,750.00
180 Days After Council Acceptance
provided no claims have been filed.

April 12, 2023
Warranty Security
$ 133,950.00
365 Days after Council Acceptance;
provided that all warranty issues are
satisfied.

October 12, 2023

Environmental
Parcel No. 35865 was previously evaluated in accordance with the California Environmental Quality Act (CEQA). This tract has been constructed and the improvements do not require any addional environmental analysis or determination.

Strategic Plan Action - Priority Level: N/A
| Target #: 5
| Goal #: 3
Plan for landscape, roads and street maintenance
Fiscal Impact
There is no fiscal impact at this time. Long term maintenance of the streets and appurtenances is the City’s obligation and funding from Special Revenue Funds, such as Measure A or Gas Tax, will be used to meet this obligation.

Prior City Council/Commission Action
On June 8, 2016, City Council approved the Subdivision Improvement Agreement with Campus Eastvale Property Owner, LLC.

Attachment(s)
Attachment 1 - Vicinity Map

Attachment 2 - Resolution 22-XX

12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
20 21
RESOLUTION NO. 22-XX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF EASTVALE, CALIFORNIA, ACCEPTING THE PUBLIC IMPROVEMENTS FOR TRACT 35865
WHEREAS, Campus Eastvale Property, LLC, a Delaware Limited Liability Company, proposed a development of Tract 35865 which included, in part, the construction of public improvements; and
WHEREAS, on June 8, 2016, the City of Eastvale approved a Subdivision Improvement Agreement between the City and Campus Eastvale Property for Tract 35865, specifying the public improvements to be completed and requiring bonds to be posted securing those improvements; and
WHEREAS, Campus Eastvale Property has completed the public improvements required to be completed by the Subdivision Improvement Agreement and the City is ready to accept the public improvements.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF EASTVALE RESOLVES AND ORDERS AS FOLLOWS:

SECTION 1. The required public improvements constructed by Campus Eastvale Property pursuant to the Subdivision Improvement Agreement are hereby accepted, subject to the conditions of the Subdivision Improvement Agreement.

PASSED, APPROVED AND ADOPTED this 12th day of October 2022. __________________________________________
Clint Lorimore
Mayor
APPROVED AS TO FORM: ATTEST:
__________________________________________ __________________________________________ Erica Vega Marc A. Donohue, MMC
City Attorney City Clerk/Communications Director
22 STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE ) §

CITY OF EASTVALE )

I, Marc A. Donohue, City Clerk/Communications Director of the City of Eastvale, California, do hereby certify that the foregoing City Council Resolution No. 22-XX, was duly adopted by the City Council of the City of Eastvale, California, at a meeting held on the 12 th day of October 2022, by the following vote:

AYES:

NOES:

ABSENT:

ABSTAIN:
____________________________________
Marc A. Donohue, MMC
City Clerk/Communications Director
23 AGENDA STAFF REPORT

City Council Meeting

CONSENT CALENDAR

Agenda Item No. 11.3
October 12, 2022
Reaﬃrm the City Owned Parcel Located at Hamner Place as Necessary for Future City Use
Prepared By:

Samantha Greven, Management Analyst
Recommended Action(s)
Staﬀ recommends that the City Council reaﬃrm the City Parcel located at Hamner Place (APN 152060061) as necessary for future City use and provide preliminary feedback and direc)on to staﬀ on future use concepts to come back to the City Council at a later date for discussion and decision.

Summary
The City Parcel located at Hamner Place is no longer a poten)al site for the City’s future Civic Center.

It is currently being considered for public uses and may be used as a future site for Civic Event Space, Community Buildings, Open Space, and Parks and Recreation Services (“Future City Project”).

Background
Formally the Polopolus Property, the City Parcel located at Hamner Place, was transferred to the City of Eastvale by way of a Real Property Exchange with Lewis Land Developers. The exchange was approved at the April 11th, 2018 City Council mee)ng. At that )me the City of Eastvale had not determined a speciﬁc site for its future City Hall loca)on. Due to this the City Parcel located at Hamner Place was considered a potential location for a future civic center, library and other ancillary public uses.

At the November 10th, 2021 City Council Mee)ng the Leal Property was designated as the future Civic Center Site loca)on for a Public Library/Community Center, City Hall, Police Sta)on, and 3rd Fire Sta)on. The City Parcel located at Hamner Place is no longer a poten)al site for the City’s future Civic Center, however, it is currently being considered for future public uses as outlined in the 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
eastvaleca.gov
24 aAached conceptual plans (Conceptual Exhibit). These plans are conceptual at this )me. Oﬃcial plans will be brought before the full Council at a later date for feedback and approval. This property is not considered Surplus Land as outlined by the Surplus Land Act because it is s)ll necessary for future civic use.

At this )me staﬀ recommends that the City Council reaﬃrm the City Parcel located at Hamner Place (APN 152060061) as necessary for future City use and direct staﬀ to bring future use concepts back to the City Council at a later date for discussion and decision.

Environmental
Reaﬃrming this parcel as necessary for future City use is not considered a project under the California Environmental Quality Act (CEQA) because the ac)vity does not result in a direct or reasonably foreseeable indirect physical change in the environment.

Strategic Plan Action - Priority Level: N/A
| Target #: N/A
| Goal #: N/A
This does not apply to a specific strategic plan target or goal.

Fiscal Impact
Reaﬃrming the site for future civic use has no ﬁscal impact. Should the City Council decide in the future to construct public spaces, staﬀ will need to engage in ﬁnancial planning ac)vi)es as the city does not have funding available for this project.

Prior City Council/Commission Action
At the April 11th, 2018 City Council Mee)ng a Real Property Exchange was approved for the City Parcel located at Hamner Place.

At the November 10th, 2021 City Council Mee)ng the Leal Property was designated as the future Civic Center Site location.

Attachment(s)
Attachment 1 - Conceptual Exhibit

12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
25 Archit@ctwe + P�nning
888.45&.584Q
ktvY.com
Hotel

CITY OF EASTVALE
Veterans Memorial Outdoor Lounge

HAMNER PLACE
EASTVALE, CA # 20220443

SITE SUMMARY
Gross Site Area: +6.5 acre
Slope Area: ! 1.5 acre
Net Site Area: +5 acre
Hotel: 120 KEYS + 4,000 SF Banquet Room
Library ±20,000 SF
Veteran Memorial: ±25,000 SF
Parking Required:

Parks / Recy 20,000 SF (1/300)
Memorial Park: 25,000 SF (1/8000)
Hotel: 120 KEYS (1/KEY)
Banquet Room: (5.5110CX>)
Total
Parking Provided:

Parks and
Recreation
= 66 Spaces
= 4 Spaces
= 120 Spaces
= 22 Spaces
= 212 Spaces
= 218 Spaces
Amphitheater
CONCEPTUAL SITE PLAN - 1
A1.0
JUNE 27, 2022
26 Architecture♦ PlilMing
888.456.5849
kfgy.mm
Outdoor Event / FlexSpace

HAMNER PLACE
EASTVALE. CA # 20220443

CITY OF EASTVALE

SITE SUMMARY
Gross Site Area: +6.5 acre
Slope Area: !1.5 acre
Nel Site Area: +5 aae
Senior Center: t15,000 SF
Flex Space/
Outdoor: ±35,000 SF
Hotel: 120 KEYS• 4,000 SF Banquet Room
Parking Required:

Senior Conlee 15,000 SF (4/1000)
Outdoor Space: 35,000 SF (1/8000)
Hotel: 120 KEYS (1/KEY)
Banquet Room: (5.5/1000)
Total
Parking Provided:
= 60 Spaces
= 5 Spaces
= 120 Spaces
= 22 Spaces
= 207 Spaces
= 207 Spaces
Senior
Center
Fitness Pad
CONCEPTUAL SITE PLAN - 2
JUNE27,2022
Hotel
A1.0
27 An:hit.ctw• • PI.Jt,nning
888.◄5&.5Mg
...,. __

CITY OF EASTVALE

HAMNER PLACE
EASTVALE, CA # 20220443

SITE SUMMARY
Gross Site Area:

Slope Area:

Net Site Area:

Event Center:

Outdoor Event
Community Pool:

Parking Required:
+6.Sacre
!1.sacre
+5 acre
±20,000 SF
t35,000 SF
t35,000 SF
Evant Center: 20,000 SF (4/1000)= 80 Spaces
Outdoor Space: 35,000 (1/8000) 5 Spaces
Swimming Pool: 30,000 (1/250) = 120 Spaces
Total = 205 Spaces
Parking Provided: = 216 Spaces
Eastvale Live/
Recreation
CONCEPTUAL SITE PLAN - 3
JUNE27,2D22
A1.0
28 AGENDA STAFF REPORT

City Council Meeting

CONSENT CALENDAR

Agenda Item No. 11.4
October 12, 2022
Third Amendment for Professional Services Agreement with Infinity Technologies for Information Technology Services Prepared By:

Marc A. Donohue, City Clerk/Communications Director
Recommended Action(s)
Staff recommends that the City Council:

1 .

Approve the third amendment to the professional services agreement with Inﬁnity Technologies.
2 .

Authorize the Interim City Manager to execute all necessary documents.

Summary
Currently, Inﬁnity Technologies provides on-site support at City Hall/City facili)es 4 days a week, up to 32 hours with one IT staﬀ. As we con)nue to grow as a City, the demands for informa)on technology (IT) support increases. Staﬀ is recommending to increase on-site support to a total of 56 hours per week split between two on-site IT staff.

Besides on-site support, also included, but not limited to, in the existing agreement is:

1. 24 x 7 x 365 technical and unlimited remote support

2. Support of all City software's

3. Proactive networking monitoring and backup services

4. Network and infrastructure support

5. Server maintenance and backup
12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
29 Background
The City has been consul)ng for IT services with Inﬁnity Technologies since June 2021. They oversee the day-to-day operations of information technology services for the City.

Environmental
Not applicable.

Strategic Plan Action - Priority Level: N/A
| Target #: N/A
| Goal #: N/A
Not applicable.

Fiscal Impact
The new proposed monthly ﬂat fee for IT services is $16,000, an increase of $3,000 over the current contract amount. The addi)onal funds for monthly IT services was appropriated during the the 2022-23 Fiscal Year budget and is available. The monthly fee will be paid out of General Fund ITS Technology Services account number 100-240-6412.

Prior City Council/Commission Action
The City Council previously approved the ini)al agreement with Inﬁnity Technologies on June 1, 2021. In January 2022, the City Council approved the ﬁrst amendment to the agreement. The May 2022, the City Council approved the second amendment to the agreement.

Attachment(s)
Attachment 1 - Third Amendment

Attachment 2 - Original Professional Services Agreement

12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
30 -1-
Third Amendment to Agreement
This Third Amendment to Agreement (“Third Amendment”) is entered into this 12th day of October, 2022 by and between the City of Eastvale, a California general law city (“City”), and Infinity Technologies, a California corporation (“Contractor”), as follows:

RECITALS
A. City and Contractor entered in an agreement for Information Technology Services on or about June 1, 2021 (the “Agreement”). The Agreement has been amended twice prior to this Third Amendment, on January 26, 2022 and May 25, 2022.

B. City and Contractor desire to amend the scope of services to reflect additional coverage at City Hall for information technology services and a modified monthly fee.

OPERATIVE PROVISIONS
NOW, THEREFORE, in consideration of the promises made and recited herein, the parties do hereby enter into this Third Amendment which modifies and amends the Agreement as follows:

1. AMENDMENTS.

2. Compensation. Section 4(a) and Exhibit B of the Agreement are amended to increase the monthly compensation for Services to an amount not to exceed $18,000. $16,000 of this is for information technology services and $2,000 is for GIS services. Reimbursable costs and expenses shall not be subject to a not-to- exceed amount.

3. Scope of Services. Exhibit A to the Agreement is replaced with Exhibit A to this Third Amendment.

4. GENERAL PROVISIONS.
a. Remainder Unchanged. Except as specifically modified and amended in this Third Amendment, the Agreement remains in full force and effect and binding upon the parties.
b. Integration. This Third 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 Third Amendment.
31 -2-
c. Effective Date . This Third 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 Third Amendment. e. References. All references to the Agreement include all their respective terms and provisions. All defined terms utilized in this Third Amendment have the same meaning as provided in the Agreement, unless expressly stated to the contrary in this Third Amendment.

IN WITNESS WHEREOF, the parties hereto have executed this Third 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

INFINITY TECHNOLOGIES
___________________________
Name: Mohammad Ahmed
Title: President/CEO
32 -3-
Exhibit A

SCOPE OF SERVICES

MONTHLY IT MANAGEMENT SUPPORT
Monthly Support - Scope of Services
A benefit to selecting Infinity Technologies IT to provide your monthly IT support is that we provide a complimentary onsite network assessment and recommendation. This involves our team working with you to discover any technology challenges and we will identify opportunities to follow best practices. We will conduct and inventory of applicable IT equipment. During our audit, we will document our findings and meet with you to ensure you are aware of our findings and any recommendations.

Infinity Technologies will provide support for your mission-critical systems, including desktops, network equipment, City Software, Microsoft office 365 Email System, Mobile Devices and Server Management. The services listed below are included in our flat monthly fee:

1. On-Site 4-5 Days a week(flexible with City's schedule) (56 Hours)

2. 24 x 7 x 365 Technical Support

3. 24 x 7 x 365 Unlimited Remote Support (Help Desk)

4. After hour and holiday support

5. Response times (Described in SLA)

6. Accela Enterprise Software Support

7. Department Outreach

8. City Software Support

9. Proactive network monitoring and backup services

10. Remote support for desktops onsite and offsite

11. Network and infrastructure support

12. Support for desktops/laptops

13. Server maintenance and backup

14. Administration of Office 365

15. Mobile devices

16. Install/Configure new Computers and Servers

17. IT procurement processes

18. Printer/Copier user support (connectivity for onsite users) Monthly Support (4-5 Days – 56 Hour/Week)
Flat fee for monthly services $16,000

INFINITY TECHNOLOGIES SERVICE LEVEL AGREEMENT (SLA)

1. One reach local phone number and email address for emergency support

2. Provide 24 x 7 x 365 support
33 -4-

3. Respond to emergency outages (1) hour during normal business hours

4. Respond to emergency outages (2) hours during non-business hours

5. In case of an emergency, be onsite within (4) hours

6. Provide unlimited technical phone support

7. Trouble Tickets will be acknowledged within (30) minutes during normal business hours

8. Typical response time during normal business hours
a. Password reset (15) minutes
b. Create new user (1) hour
c. Installing desktop application (1) hour
d. Troubleshoot/Desktop repair (30) minutes
e. Adding desktop printer (15) minutes

MONTHLY GIS SUPPORT
Monthly Support – Scope of Services
The services listed below are included in our flat monthly fee:

1. Quarterly updates and publication of parcel, address, and street GIS data.

2. Quarterly updates to GoGov code enforcement system. This includes tagging parcels with updated code inspection zones.

3. As-needed data updates and publication PW asset layers, planning layers, and districts.

4. Custom hardcopy or digital mapping requests.

5. Analysis and report creation.

6. Fulfilling GIS Data requests.

7. Maintenance of the existing WebGIS applications for staff and public use. a. Staff GIS viewer
b. Staff street sweeping viewer
c. Streetlights viewer
d. Development projects story map
e. Public planning parcel information viewer

8. ArcGIS online administration
Flat fee for monthly services $2,000

INFINITY TECHNOLOGIES SERVICE LEVEL AGREEMENT (SLA)

1. One reach local phone number and email address for GIS support

2. Provide 24 x 7 x 365 support

3. Respond to requests for GIS support within (4) hours during normal business hours

4. Trouble tickets will be acknowledged within (30) minutes during normal business hours. a. Report of WebGIS issues
34 -5-
b. Report of GIS data issues

5. Provide on-site GIS training/workshops twice per year. 35 AGREEMENT FOR SERVICES

BETWEEN

THE CITY OF EASTVALE, CALIFORNIA
AND

INFINITY TECHNOLOGIES
This Agreement for Services (" Agreement") is entered into as of this 1stday of June, 2021 by and between the City of Eastvale, a municipal corporation (" City") and True Infinity Technologies, a California corporation (" Contractor"). City and Contractor are sometimes hereinafter individually referred to as " Party" and hereinafter collectively referred to as the " Parties."

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

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

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

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

SECTION 1. TERM OF AGREEMENT.

Subject to the provisions of Section 20 " Termination of Agreement" of this Agreement, the Term of this Agreement is for three ( 3) years commencing on the June 1, 2021, with the potential of two ( 2) mutually agreed upon one year extensions.

SECTION 2. SCOPE OF SERVICES & SCHEDULE OF PERFORMANCE. a) Scope of Services. Contractor agrees to perform the services set forth in Exhibit " A" " Scope of Services" ( hereinafter, the " Services") and made a part of this Agreement by this reference.
b) Schedule of Performance. The Services shall be completed pursuant to the schedule specified in Exhibit " A." Should the Services not be completed pursuant to that schedule, the Contractor shall be deemed to be in Default of this Agreement. The City, in its sole discretion, may choose not to enforce the Default provisions of this Agreement and may instead allow Contractor to continue performing the Services.

SECTION 3. ADDITIONAL SERVICES.
1 - 36
Contractor shall not be compensated for any work rendered in connection with its performance of this Agreement that are in addition to or outside of the Services unless such additional services are authorized in advance and in writing in accordance with Section 26 " Administration and Implementation" or Section 28 " Amendment" of this Agreement. If and when such additional work is authorized, such additional work shall be deemed to be part of the Services.

SECTION 4. COMPENSATION AND METHOD OF PAYMENT.
a) Subject to any limitations set forth in this Agreement, City agrees to pay Contractor the amounts specified in Exhibit " B" " Compensation" and made a part of this Agreement by this reference. The total compensation, including reimbursement for actual expenses, shall not exceed ten thousand dollars ($ 10, 000), on a monthly basis, unless additional compensation is approved in writing in accordance with Section 26 Administration and Implementation" or Section 28 " Amendment" of this Agreement. b) Each month Contractor shall furnish to City an original invoice for all work performed and expenses incurred during the preceding month. The invoice shall detail charges by the following categories: labor ( by sub -category), travel, materials, equipment, supplies, and subcontractor contracts. Subcontractor charges shall be detailed by the following categories: labor, travel, materials, equipment and supplies. If the compensation set forth in subsection ( a) and Exhibit " B" include payment of labor on an hourly basis ( as opposed to labor and materials being paid as a lump sum), the labor category in each invoice shall include detailed descriptions of task performed and the amount of time incurred for or allocated to that task. City shall independently review each invoice submitted by the Contractor to determine whether the work performed and expenses incurred are in compliance with the provisions of this Agreement. In the event that no charges or expenses are disputed, the invoice shall be approved and paid according to the terms set forth in subsection ( c). In the event any charges or expenses are disputed by City, the original invoice shall be returned by City to Contractor for correction and resubmission.
c) Except as to any charges for work performed or expenses incurred by Contractor which are disputed by City, City will use its best efforts to cause Contractor to be paid within thirty ( 30) days of receipt of Contractor' s correct and undisputed invoice. d) Payment to Contractor for work performed pursuant to this Agreement shall not be deemed to waive any defects in work performed by Contractor.

SECTION 5. INSPECTION AND FINAL ACCEPTANCE.

City may inspect and accept or reject any of Contractor' s work under this Agreement, either during performance or when completed. City shall reject or finally accept Contractor' s work within sixty ( 60) days after submitted to City. City shall reject work by a timely written explanation, otherwise Contractor' s work shall be deemed to have been accepted. City' s acceptance shall be conclusive as to such work except with respect to latent defects, fraud and such gross mistakes as amount to fraud. Acceptance of any of Contractor' s work by City shall not constitute a waiver of any of the provisions of this 2- 37
Agreement including, but not limited to, Section 16 " Indemnification" and Section 17 Insurance."
SECTION 6. OWNERSHIP OF DOCUMENTS.

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

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

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

SECTION 7. CONTRACTOR' S BOOKS AND RECORDS.
a) Contractor shall maintain any and all documents and records demonstrating or relating to Contractor' s performance of the Services. Contractor shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, or other documents or records evidencing or relating to work, services, expenditures and disbursements charged to City pursuant to this Agreement. Any and all such documents or records shall be maintained in accordance with generally accepted accounting principles and shall be sufficiently complete and detailed so as to permit an accurate evaluation of the services provided by Contractor pursuant to this Agreement. Any and all such documents or records shall be maintained for three (3) years from the date of execution of this Agreement and to the extent required by laws relating to audits of public agencies and their expenditures. In accordance with California Government Code Section 8546. 7, if the total compensation in Section 4 exceeds ten thousand dollars 10, 000. 00), this Agreement and the Contractor' s books and records related to this Agreement shall be subject to the examination and audit of the State Auditor, at the 3-
38 request of City or as part of any audit of the City, for a period of three (3) years after final payment under the Agreement.
b) Any and all records or documents required to be maintained pursuant to this section shall be made available for inspection, audit and copying, at any time during regular business hours, upon request by City or its designated representative. Copies of such documents or records shall be provided directly to the City for inspection, audit and copying when it is practical to do so; otherwise, unless an alternative is mutually agreed upon, such documents and records shall be made available at Contractor' s address indicated for receipt of notices in this Agreement.
c) Where City has reason to believe that any of the documents or records required to be maintained pursuant to this section may be lost or discarded due to dissolution or termination of Contractor' s business, City may, by written request, require that custody of such documents or records be given to the City. Access to such documents and records shall be granted to City, as well as to its successors - in -interest and authorized representatives.

SECTION 8. INDEPENDENT CONTRACTOR.
a) Contractor is and shall at all times remain a wholly independent contractor and not an officer, employee or agent of City. Contractor shall have no authority to bind City in any manner, nor to incur any obligation, debt or liability of any kind on behalf of or against City, whether by contract or otherwise, unless such authority is expressly conferred under this Agreement or is otherwise expressly conferred in writing by City. b) The personnel performing the Services under this Agreement on behalf of Contractor shall at all times be under Contractor' s exclusive direction and control. Neither City, nor any elected or appointed boards, officers, officials, employees or agents of City, shall have control over the conduct of Contractor or any of Contractor' s officers, employees, or agents except as set forth in this Agreement. Contractor shall not at any time or in any manner represent that Contractor or any of Contractor's officers, employees, or agents are in any manner officials, officers, employees or agents of City. c) Neither Contractor , nor any of Contractor' s officers, employees or agents, shall obtain any rights to retirement, health care or any other benefits which may otherwise accrue to City' s employees. Contractor expressly waives any claim Contractor may have to any such rights.

SECTION 9. STANDARD OF PERFORMANCE.

Contractor represents and warrants that it has the qualifications, experience and facilities necessary to properly perform the Services required under this Agreement in a thorough, competent and professional manner. Contractor shall at all times faithfully, competently and to the best of its ability, experience and talent, perform all Services. In meeting its obligations under this Agreement, Contractor shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing services similar to the Services required of Contractor under this Agreement. In addition to the general standards of performance set forth this section, additional specific 39 standards of performance and performance criteria may be set forth in Exhibit " A" " Scope of Work" that shall also be applicable to Contractor' s work under this Agreement. Where there is a conflict between a general and a specific standard of performance or performance criteria, the specific standard or criteria shall prevail over the general.

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

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

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

SECTION 12. NONDISCRIMINATION.

Contractor shall not discriminate, in any way, against any person on the basis of race, color, religious creed, national origin, ancestry, sex, age, physical handicap, medical condition or marital status in connection with or related to the performance of this Agreement.

SECTION 13. UNAUTHORIZED ALIENS.

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

SECTION 14. CONFLICTS OF INTEREST.
a) Contractor covenants that neither it, nor any officer or principal of its firm, has or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of City or which would in any way hinder Contractor' s performance of 5- 40
the Services. Contractor further covenants that in the performance of this Agreement, no person having any such interest shall be employed by it as an officer, employee, agent or subcontractor without the express written consent of the City Manager. Contractor agrees to at all times avoid conflicts of interest or the appearance of any conflicts of interest with the interests of City in the performance of this Agreement. b) City understands and acknowledges that Contractor is, as of the date of execution of this Agreement, independently involved in the performance of non -related services for other governmental agencies and private parties. Contractor is unaware of any stated position of City relative to such projects. Any future position of City on such projects shall not be considered a conflict of interest for purposes of this section. c) City understands and acknowledges that Contractor will perform non - related services for other governmental agencies and private Parties following the completion of the Services under this Agreement. Any such future service shall not be considered a conflict of interest for purposes of this section.

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

Contractor shall promptly notify City should Contractor, its officers, employees, agents or subcontractors, be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder. City retains the right, but has no obligation, to represent Contractor or be present at any deposition, hearing or similar proceeding. Contractor agrees to cooperate fully with City and to provide City with the opportunity to review any response to discovery requests provided by Contractor. However, this right to review any 41 such response does not imply or mean the right by City to control, direct, or rewrite said response. Contractor shall not be held criminally or civilly liable under any Federal or State trade secret law for the disclosure of a trade secret that is made in confidence to a Federal, State, or local government official or to an attorney solely for the purpose of reporting or investigating a suspected violation of law or for the disclosure of a trade secret that is made in a complaint or other document filed in a lawsuit or other proceeding, if such filing is made under seal.

SECTION 16. INDEMNIFICATION.
a) Indemnification for Professional Liability. Where the law establishes a professional standard of care for Contractor' s services, to the fullest extent permitted by law, Contractor shall indemnify, protect, defend and hold harmless City and any and all of its officials, employees and agents (" Indemnified Parties") from and against any and all liability ( including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including attorneys' fees and costs, court costs, interest, defense costs, and expert witness fees) arise out of, are a consequence of, or are in any way attributable to, in whole or in part, any negligent or wrongful act, error or omission of Contractor, or by any individual or entity for which Contractor is legally liable, including but not limited to officers, agents, employees or subcontractors of Contractor, in the performance of professional services under this Agreement. b) Indemnification for Other than Professional Liability. Other than in the performance of professional services and to the full extent permitted by law, Contractor shall indemnify, protect, defend and hold harmless City, and any and all of its employees, officials and agents from and against any liability ( including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including attorneys' fees and costs, court costs, interest, defense costs, and expert witness fees), where the same arise out of, are a consequence of, or are in any way attributable to, in whole or in part, the performance of this Agreement by Contractor, or by any individual or entity for which Contractor is legally liable, including but not limited to officers, agents, employees or subcontractors of Contractor.
c) Indemnification from Subcontractors. Contractor agrees to obtain executed indemnity agreements with provisions identical to those set forth in this section from each and every subcontractor or any other person or entity involved by, for, with or on behalf of Contractor in the performance of this Agreement naming the Indemnified Parties as additional indemnitees. In the event Contractor fails to obtain such indemnity obligations from others as required herein, Contractor agrees to be fully responsible according to the terms of this section. Failure of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder. This obligation to indemnify and defend City as set forth herein is binding on the successors, assigns or heirs of Contractor and shall survive the termination of this Agreement or this section.
7-
42 d) Cit '' s Negligence. The provisions of this section do not apply to claims occurring as a result of City's sole negligence. The provisions of this section shall not release City from liability arising from gross negligence or willful acts or omissions of City or any and all of its officials, employees and agents.

SECTION 17. INSURANCE.

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

SECTION 18. ASSIGNMENT.

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

Any attempted assignment shall be ineffective, null and void, and shall constitute a material breach of this Agreement entitling City to any and all remedies at law or in equity, including termination of this Agreement pursuant to Section 20 " Termination of Agreement." City acknowledges, however, that Contractor, in the performance of its duties pursuant to this Agreement, may utilize subcontractors.

SECTION 19. CONTINUITY OF PERSONNEL.

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

SECTION 20. TERMINATION OF AGREEMENT.
a) City may terminate this Agreement, with or without cause, at any time by giving thirty ( 30) days written notice of termination to Contractor. In the event such notice is given, Contractor shall cease immediately all work in progress. b) Contractor may terminate this Agreement for cause at any time upon thirty 30) days written notice of termination to City.
c) If either Contractor or City fail to perform any material obligation under this Agreement, then, in addition to any other remedies, either Contractor, or City may terminate this Agreement immediately upon written notice. 43 d) Upon termination of this Agreement by either Contractor or City, all property belonging exclusively to City which is in Contractor' s possession shall be returned to City.

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

SECTION 21. DEFAULT.

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

SECTION 22. EXCUSABLE DELAYS.

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

SECTION 23. COOPERATION BY CITY.

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

SECTION 24. NOTICES.

All notices required or permitted to be given under this Agreement shall be in writing and shall be personally delivered, or sent by certified mail, postage prepaid and return receipt requested, addressed as follows:
44 To City: City of Eastvale
Attn: Bryan Jones, City Manager
12363 Limonite Ave., Suite 910
Eastvale, CA 91752
To Contractor: Infinity Technologies
Attn: Mohammed Ahmed
P. O. Box 582404
Elk Grove, CA 95758
Notice shall be deemed effective on the date personally delivered or, if mailed, three (3) days after deposit of the same in the custody of the United States Postal Service.

SECTION 25. AUTHORITY TO EXECUTE.

Each of the signatories hereto represents and warrants that he or she is competent and authorizedto enter into this Agreementon behalfof the Partyfor whom he or she purports to sign. Each Party hereto agrees to defend, indemnify, and hold harmless the otherPartiesheretoagainstall claims, suits, actions, anddemands, includingnecessary expenses of investigation and reasonable attorneys' fees and costs, arising out of claims that its signatory was not competent or so authorized to execute this Agreement.

SECTION 26. ADMINISTRATION AND IMPLEMENTATION.

This Agreement shall be administered and executed by the City Manager or his or her designated representative. The City Manager shall have the authority to issue interpretations and to make amendments to this Agreement, including amendments that commit additional funds, consistent with Section 28 "Amendment" and the City Manager's contracting authority under the Eastvale Municipal Code.

SECTION 27. BINDING EFFECT.

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

SECTION 28. AMENDMENT.

No amendment to or modification of this Agreement shall be valid unless made in writing and approved by the Contractor and by the City. The City Manager shall have the authority to approve any amendment to this Agreement if the total compensation under this Agreement, as amended, wouldnot exceedthe City Manager's contractingauthority under the Eastvale Municipal Code. The Parties agree that the requirement for written modifications cannot be waived and that any attempted waiver shall be void. The City's City Manager may, but is not required to, make minor amendments not affecting substantive terms without further authorization from the City Council. The City Council herebyauthorizestheCityManagerto executeanysuchamendmentsas requiredbythis Agreement or that do not otherwise reduce City's rights under this Agreement. All other amendments shall be approved by the City Council.
10- 45
SECTION 29. WAIVER.

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

SECTION 30. LAW TO GOVERN; VENUE.

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

SECTION 31. ATTORNEYS FEES, COSTS AND EXPENSES.

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

SECTION 32. ENTIRE AGREEMENT.

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

SECTION 33. SEVERABILITY.

If any term, condition or covenant of this Agreement is declared or determined by any court of competent jurisdiction to be invalid, void or unenforceable, the remaining provisions of this Agreement shall not be affected thereby and the Agreement shall be read and construed without the invalid, void or unenforceable provision( s). 11 - 46
SECTION 34. CONFLICTING TERMS.

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

IN WITNESS WHEREOF, the Parties hereto have executed this Agreement on the date and year first -above written.
bwy
arc bo' nohue
City Clerk

APPROVED AS TO FORM
1 Erica Vega
City Attorney
By:

Na e: Mohammad Ahmed
Its: President/ CEO

CITY OF EASTVALE
12-
47 48
NOTE: CONTRACTOR' S SIGNATURES SHALL BE DULY NOTARIZED, AND

APPROPRIATE ATTESTATIONS SHALL BE INCLUDED AS MAY BE

REQUIRED BY THE BYLAWS, ARTICLES OF INCORPORATION, OR

OTHER RULES OR REGULATIONS APPLICABLE TO CONTRACTOR' S
BUSINESS ENTITY. CORPORATIONS AND LLCS MUST SUBMIT

DOCUMENTATION SHOWING THAT THE INDIVIDUAL SIGNING ON ITS BEHALF HAS THE AUTHORITY TO EXECUTE THIS CONTRACT.
13-
49 EXHIBIT " A"

SCOPE OF SERVICES
Scope of services are outlined in the attachment proposal from Infinity Technologies.

IM
50 EXHIBIT " B"

COMPENSATION
The monthly flat fee for information technology services is $ 10, 000. 51 EXHIBIT " C"

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

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

Contractor shall provide the following scope and limits of insurance:

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

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

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

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

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

3. Workers' Compensation Coverage. Unless the City Manager otherwise agrees in writing, the insurer shall agree to waive all rights of subrogation C- 2
53 against City, and its respective elected and appointed officers, officials, employees and agents for losses arising from work performed by Contractor.

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

Contractor shall furnish certificates and endorsements from each subcontractor identical to those Contractor provides.

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

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

C- 3
54 Infinity Technologies
PM
CITY OF EASTVALE, CA April 15, 2021
DESCRIPTION OFSERVICESAND COST QUOTE FOR:

MONTHLY IT MANAGEMENT SUPPORT
Introduction
Infinity Technologies would like to thank the City of Eastvale for the opportunity to provide a quote for services to continue to support your technology needs. Infinity Technologies has extensive experience in developing city IT departments from the ground up, as well as maintaining a high level of service for ongoing management of City technology requirements.

Infinity Technologies is submitting this quote that will provide the City of Eastva le with a reliable set of technology services including a help desk to support your network and desktop PCs, provide reliable server management, administeryour email system and support your mobile devices. We will continue to offer these services under a flat monthly technology fee.

Additionally, we have a broad set of experience and expertise to offer IT services beyond the scope outlined below for any new or special projects. In these instances, we will work with you to develop budget to ensure they meet you r ti me and cost expectations.

Monthly Support - Scope of Services
A benefit to selecting Infinity Technologies IT to provide your monthly IT support is that we provide a complimentary onsite network assessment and recommendation. This involves ourteam workingwith you to discoverany technologychallenges and we will identifyopportunitiesto followbest practices. We will conductand inventoryof applicableIT equipment. During our audit, we will documentour findings and meetwith you to ensureyou are awareof ou r findingsand any recommendations. Infinity Technologieswill providesupport for yourmission -critical systems, including desktops, network equipment, City Software, Microsoft office 365 EmailSystem, Mobile Devices and ServerManagement.

The serviceslisted below are includedin ourflat monthlyfee: 1.

On - Site 3 Daysa week (flexible with City' s schedule) 2. 24 x 7 x 365TechnicalSupport 3.
24x7x365 Unlimited Remote Support (Help Desk) 4.

After hour and holidaysupport 5.

Response times ( Describedin SLA) 6.

Accela Enterprise Software Support 7.

Department Outreach 8.

City SoftwareSupport 9.

Proactive network monitoringand backupservices 10.

Remote support fordesktops onsite and offsite11.

Network and infrastructuresupport 12.

Supportfordesktops/laptops 13.

Server maintenanceand backup
55 Infinity Technologies
PM

14. Administration of Office365

15. Mobile devices

16. Install/ Configure new Computers and Servers

17. IT procurement processes

18. Printer/ Copier user support ( connectivity for onsite users) Monthly Support
Revised Flat fee for monthly services $ 10, 000

INFINITY TECHNOLOGIES SERVICE LEVEL AGREEMENT ( SLA)

1. One reach local phone number and email address for emergency support

2. Provide 24x 7 x 365 support

3. Respond to emergencyoutages ( 1) hour during normal business hours

4. Respond toe merge ncyoutages ( 2) hours during no n- business hours

5. In case of an emergency, be onsite within ( 4) hours

6. Provide unlimited technical phone support

7. Trouble Tickets wi II be acknowledged within ( 30) minutes during norm aI business hours

8. Typica I response time during norm aI business hours a. Password reset ( 15) minutes
b. Create new user ( 1) hour
c. Installing desktop application ( 1) hour
d. Troubleshoot/ Desktop repair( 30) minutes
e. Adding desktop printer ( 15) minutes
06 56

CERTIFICATE OF LIABILITY INSURANCE

DATE( MMIDDIYYYY)
05/ 05/ 2021
THIS CERTIFICATE IS ISSUED AS A MATTER OF INFORMATION ONLY AND CONFERS NO RIGHTS UPON THE CERTIFICATE HOLDER.

THIS CERTIFICATE DOES NOT AFFIRMATIVELY OR NEGATIVELY AMEND, EXTEND OR ALTER THE COVERAGE AFFORDED BY THE POLICIES BELOW. THIS CERTIFICATE OF INSURANCE DOES NOT CONSTITUTE A CONTRACT BETWEEN THE ISSUING INSURER( S), AUTHORIZED REPRESENTATIVE OR PRODUCER, AND THE CERTIFICATE HOLDER.

IMPORTANT: If the certificate holder is an ADDITIONAL INSURED, the policy( ies) must be endorsed. If SUBROGATIONIS WAIVED, subject to the terms and conditions of the policy, certain policies may require an endorsement. A statement on this certificate does not confer rights to the certificate holder in lieu of such endorsement( s).

PRODUCER CONTACT
NUTMEG INS AGENCY INC/ 50 PLUS/ PHS
76210773
NAME:

PHONE ( 888) 925- 3137
A/ C, No, Ext):

FAX ( 888) 443- 6112
A/ C, No):

The Hartford Business Service Center
3600 Wiseman Blvd E- MAIL
San Antonio, TX 78251
ADDRESS:

INSURER( S) AFFORDING COVERAGE NAIC#
INSURED INSURERA: Sentinel Insurance Company Ltd. 11000

INFINITY TECHNOLOGIES
2390 E CAMELBACK RD
Property and Casualty Insurance CompanyINSURER B .
of Hartford
34690
PHOENIX AZ 85016 INSURERC:

INSURER D :

INSURER E:

INSURER F :

COVERAGES CERTIFICATE NUMBER: REVISION NUMBER:

THIS IS TO CERTIFY THAT THE POLICIES OF INSURANCE LISTED BELOW HAVE BEEN ISSUED TO THE INSURED NAMED ABOVE FOR THE POLICY PERIOD INDICATED. NOTWITHSTANDING ANY REQUIREMENT, TERM OR CONDITION OF ANY CONTRACT OR OTHER DOCUMENT WITH RESPECT TO WHICH THIS

CERTIFICATE MAY BE ISSUED OR MAY PERTAIN, THE INSURANCE AFFORDED BY THE POLICIES DESCRIBED HEREIN IS SUBJECT TO ALL THE TERMS, EXCLUSIONS AND CONDITIONS OF SUCH POLICIES. LIMITS SHOWN MAY HAVE BEEN REDUCED BY PAID CLAIMS.

INSR TYPE OF INSURANCE ADDL SUBR POLICY NUMBER POLICY EFF POLICY EXP LIMITS

LTR INSR WVD MMIDDIYYYY MMIDDIY YYY
COMMERCIAL GENERAL LIABILITY EACH OCCURRENCE 1, 000, 000

CLAIMS - MADE OCCUR DAMAGE TO RENTED
1, 000, 000
PREMISES Ea occurrence
MED EXP ( Any one person) 10, 000X General Liability
A 76 SBU IS1808 01/ 01/ 2021 01/ 01/ 2022 PERSONAL & ADV INJURY 1, 000, 000 GEN' L AGGREGATE LIMIT APPLIES PER: GENERAL AGGREGATE 2, 000, 000

POLICY PRO-
Fx
LOC PRODUCTS - COMP/ OP AGG 2, 000, 000
JECT
OTHER:

AUTOMOBILE LIABILITY COMBINED SINGLE LIMIT
1, 000, 000
Ea accident
BODILY INJURY ( Per person) ANY AUTO
A

ALL OWNED SCHEDULED
76SBUIS1808 01/ 01/ 202101/ 01/ 2022BODILY INJURY ( Per accident) AUTOS

AUTOS HIRED

NON - OWNEDX

X PROPERTY

DAMAGE AUTOS
AUTOS Per accident) UMBRELLA

LIAB OCCUR

EACH OCCURRENCEEXCESS

LIAB CLAIMS - AGGREGATE
MADE
DED
RETENTION $ WORKERS

COMPENSATION X
I
PER

OTH- AND
EMPLOYERS' LIABILITY STATUTE ER E.

L. EACHACCIDENT1, 000,000 ANYYIN B

PROPRIETOR/
PARTNER/ EXECUTIVE NIA 76 WEGZT2604 01/ 01/ 202101/ 01/ 2022OFFICER/ MEMBER EXCLUDED? E. L. DISEASE -EA EMPLOYEE1, 000,000 Mandatory in NH) If
yes, describeunder E. L. DISEASE - POLICY LIMIT 1, 000,000 DESCRIPTION OF OPERATIONSbelow A
FAILSAFETECHNOLOGY E OR76 SBU IS1808 01/ 01/ 202101/ 01/ 2022Each Glitch 1, 000,000 0
Aggregate 1, 000,000 DESCRIPTION
OF OPERATIONS/LOCATIONS/ VEHICLES ( ACORD 101, AdditionalRemarks Schedule, may be attachedif morespace is required) Those usual to the Insured's Operations. CERTIFICATE
HOLDER CANCELLATION City
of EastvaleSHOULD ANY OF THE ABOVE DESCRIBED POLICIES BE CANCELLED12363 LIMONITEAVE STE 910 BEFORE THE EXPIRATIONDATE THEREOF, NOTICE WILL BE DELIVEREDMIRA LOMA CA 91752-3686 IN ACCORDANCEWITH THE POLICY PROVISIONS. AUTHORIZED REPRESENTATIVE c
1988-
2015 ACORDCORPORATION. All rightsreserved. ACORD
25 ( 2016/03) The ACORDname and logo are registeredmarks of ACORD 57 58

AGENDA STAFF REPORT

City Council Meeting

CITY COUNCIL BUSINESS

Agenda Item No. 13.1
October 12, 2022
Single Audit Report on Federal Award Programs for the Fiscal Year Ended June 30, 2021
Prepared By:

Amanda Wells, Finance Director/City Treasurer
Recommended Action(s)
Staﬀ recommends that the City Council receive and ﬁle the Single Audit Report on Federal Award Programs the for fiscal year ended June 30, 2021

Summary
In order to meet guidelines set forth in the Government Accoun*ng Standards Board (GASB) statement number 34, the City enters into contracts with audi*ng ﬁrms in order to perform annual audits and compile the City’s Annual Comprehensive Financial Report (ACFR) and as necessary Federal Single Audits. The audit process typically begins in July and concludes in December with the prepara*on of the ﬁnancial statements and single audit reports. The City Council accepted the ACFR and related reports for the year ending June 30, 2021 on January 26, 2021. Federal guidance necessary for the comple*on of the Single Audit was not released by the Oﬃce of Management and Budget un*l Spring 2022. The Single Audit report has since been completed, thus the recommended action within this report.

Background
The City’s independent auditor, Teaman, Ramirez, & Smith, Inc., completed their annual audit of the City’s general ledger for the ﬁscal year ending June 30, 2021 as of December 2020. The Single Audit report pertaining to the CARES Act Coronavirus Relief Fund (CRF) passed through the United States Department of Treasury. The Single Audit Report was prepared in accordance with Generally Accepted Accoun*ng Principles (GAAP), Government Accoun*ng Standards, and the Federal Oﬃce of Management and Budget Compliance Supplement specific to the year ending June 30, 2021. 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
eastvaleca.gov
59 This is the ﬁrst year the city has been required to complete a Single Audit Report. Any federal awards in excess of $750,000 in one ﬁscal year require a Single Audit. The city's CARES Act CRF totaled $788,813 for the ﬁscal year ending June 30, 2021 and therefore triggered the Single Audit requirement.

Teaman, Ramirez, & Smith reports the following within the Single Audit Report:

Unmodified opinions as it pertains to both the Financial Statements and to Federal Awards No material weaknesses or signiﬁcant deﬁciencies in internal controls over ﬁnancial repor*ng or over major programs
No findings or questioned costs

The Single Audit Report has been ﬁled with the following agencies as required by Federal and State law:

Federal Audit Clearing House
California State Controllers Office
California Department of Transportation
Environmental
Government ﬁscal ac*vi*es, ﬁnancial statements, and federal awards are not considered a Project as deﬁned by the California Environmental Quality Act (CEQA) and no environmental review is required.

Strategic Plan Action - Priority Level: N/A
| Target #: N/A
| Goal #: N/A
The comple*on of the annual audit, ﬁnancial statements, ACFR prepara*on, and single audit are operational in nature and do not apply to the City Council's strategic goals and priorities.

Fiscal Impact
There is no ﬁscal impact associated with this report. Costs associated with the annual single audit were included in the fiscal year 2021-22 adopted budget.

Prior City Council/Commission Action
City Council accepted the Annual Comprehensive Financial Report (ACFR) and Related LeKers and Reports for the Fiscal Year Ended June 30, 2021 on January 26, 2022.

Attachment(s)
Attachment 1 - Single Audit Report.pdf

12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
60 CITY OF EASTVALE
Eastvale, California

SINGLE AUDIT REPORT ON

FEDERAL AWARD PROGRAMS

Year Ended June 30, 2021
61 CITY OF EASTVALE

SINGLE AUDIT REPORT ON FEDERAL AWARD PROGRAMS
Year Ended June 30, 2021

TABLE OF CONTENTS

Page
Independent Auditors’ Report on Internal Control Over Financial Reporting and on Compliance and Other Matters Based on an Audit of Financial Statements Performed in Accordance with Government Auditing Standards

1 - 2

Independent Auditors’ Report on Compliance for Each Major Program and on Internal Control Over Complianc e Required by the Uniform Guidance

3 - 5

Schedule of Expenditures of Federal Awards 6

Notes to the Schedule of Expenditures of Federal Awards 7

Schedule of Findings and Questioned Costs 8 - 9

Summary Schedule of Prior Audit Findings 10

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Auditor’s Responsibility

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65 4
Report on Internal Control over Compliance

Management of the City is responsible for establishing and maintaining effective internal control over compliance with the types of compliance requirements referred to above. In planning and performing our audit of compliance, we considered the City’s internal control over compliance with the types of requirements that could have a direct and material effect on each major federal program to determine the auditing procedures that are appropriate in the circumstances for the purpose of expressing an opinion on compliance for each major federal p rogram and to test and repor t on internal control over compliance in accordance with the Uniform Guidance, but not for the purpose of expressing an opinion on the effectiveness of internal control over compliance. Accordingly, we do not express an opinion on the effectiveness of the City’s internal control over compliance.

A deficiency in internal control over compliance exists when the design or operation of a control over compliance does not allow management or employees, in the normal course of performi ng their assigned functions, to prevent, or detect and correct, noncompliance with a type of compliance requirement of a federal program on a timely basis. A material weakness in internal control over compliance is a deficiency, or combination of deficiencies, in internal c ontrol over compliance, such that there is a reasonable possibility that material noncompliance with a type of compliance requirement of a federal program will not be prevented, or detected and corrected, on a timely basis. A significant deficiency in internal control over compliance is a deficiency, or a combination of deficiencies, in internal control over compliance with a type of compliance requirement of a federal program t hat is less severe than a mat erial weakness in internal control over compliance, yet important enough to merit attention by those charged with governance.

Our consideration of internal control over compliance was for the limited purpose described in the first paragraph of this section and was not designed to identify all deficiencies in in ternal control over compliance that might be material weaknesses or significant deficiencies. We did not identify an y deficiencies in internal control over compliance that we consider to be material weaknesses. However, material weaknesses may exist that have not been identified.

Report on Schedule of Expenditures of Federal Awards Required by the Uniform Guidance

We have audited the financial statements of the governmental activities, each major fund, and the aggregate remaining fund i n f or m a t i o n o f t h e C i t y o f Ea s t va l e , C a l i f or n i a a s o f a n d f o r the year ended June 30, 2021, and the related notes to the financial statements, which collectively comprise the City’s basic financial statements. We issued our report thereon dated December 17, 2021, which contained unmodified opinions on those financial statements. Our audit was conducted for the purpose of forming opinions on the financial statements that co llectively comprise the basic financial statements. The accompanying schedule of expenditures of federal awards is presented for purposes of additional analysis as required by the Uniform Guidance and is not a required part of the basic financ ial statements. Such information is the responsibility of management and was derived from and relates directly to the underlying accounting and other records used to prepare the basic financial statements. The information has been subjected to the auditing procedures applied in the audit of the financial statements and certain additional procedures, including comparing and reconciling such information directly to the underlying accounting and other records used to prepare the basic financial statements or to the basic financial statements themselves, and other additional procedures in accordance with auditing standards generally accepted in the United States of America. In our opinion, the schedule of expenditures of federal awards is fairly stated in all material respects in relation to the basic financial statements as a whole.

66

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67 6

CITY OF EASTVALE

SCHEDULE OF EXPENDITURES OF FEDERAL AWARDS
Year Ended June 30, 2021

T o t a l
Federal Grantor/Pass-Through
Grantor Program Title
Federal
CFDA Number
Grant/Contract
Number
Federal
Expenditures

United States Department of Homeland Security

Passed through the County of Riverside
Emergency Management Performance Grants 97.042 2019-0003 $ 16,829

Passed through the County of Riverside
Homeland Security Grant Program 97.067 2018-0054 5,046

United States Department of the Treasury

Passed through the State of California
COVID-19 - Coronavirus Relief Fund 21.019 60004-0001 788,8 13

Total Expenditures of Federal Awards $ 810,688
68 7

CITY OF EASTVALE

NOTES TO THE SCHEDULE OF EXPENDITURES OF FEDERAL AWARDS Year Ended June 30, 2021

1) SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES APPLICABLE TO THE

SCHEDULE OF FEDERAL AWARDS

a) Scope of Presentation

The accompanying schedule pres ents only the expenditures incurred (and related awards received) by the City of
Eastvale that are reimbursable under pr ograms of federal agencies provi ding financial assistance. For the purpose of this schedule, financial assist ance includes both federal financial assistance received directly from a federal agency, as well as federal funds received indirectly by the City of Eastvale from a non-federal agency or other organization. Only the portion of the program expenditures reimbursable with such federal funds is reported i n the accompanying schedule.

Program expenditures in excess of the maximum federal reimbursement authorized or the portion of the program expenditures that were funded with state, local or other non-federal funds are excluded from the accompanying schedule.

b) Basis of Accounting

The expenditures included in the accompanying schedule were reported on the accrual basis of accounting. Under the accrual b asis of accounting, expenditure s are recognized in the period incurred. Expenditures reported include any property or equipment acquisitions incurred under the federal program.

c) Major Programs

The City had one major program for the year ended June 30, 2021, consisting of expenditures from the United States Department of Treasury. The major program had disbursements of $788,813. This amount calculates to 97% of the total disbursements from federal awards. The City did not meet the requirements to be a low risk auditee. Therefore, the City’s major programs have to cover at least 40 percent of the total expenditures of federal awards.

d) Indirect Cost Rate

The City has elected not to use the 10% de minimis indirect cos t rate allowed under the Uniform Guidance.

e) Relationship to Basic Financial Statements

Federal award expenditures agree or can be reconciled with the amounts reported in the City’s financial statements.
69 8

CITY OF EASTVALE

SCHEDULE OF FINDINGS AND QUESTIONED COSTS
Year Ended June 30, 2021

SECTION I - SUMMARY OF AUDITORS' RESULTS

Financial Statements

Type of Auditors’ Report Issued: Unmodified

Internal Control Over Financial Reporting:

Material Weakness(es) Identified?
No

Significant Deficiency(ies) Identified not Considered
to be Material Weaknesses?

Noncompliance Material to Financial Statements Noted? No

Federal Awards

Internal Control Over Major Programs:

Material Weakness(es) Identified?
No

Significant Deficiency(ies) Identified not Considered
to be Material Weaknesses?

Type of Auditors' Report Issued on Compliance for
Major Programs:

Unmodified

Any Audit Findings Disclosed that are Required to be Reported in Accordance
with 2 CFR Section 200.516(a)

Identification of Major Programs:

C F D A N u m b e r s
Name of Federal Program or Cluste r

21.019
U.S. Department of the Treas ury; Coronavirus Relief Fund

Dollar Threshold used to Distinguish Between Type A
and Type B Programs:

$ 750,000

Auditee Qualified as Lo
w-Risk Auditee? No
70 9

CITY OF EASTVALE

SCHEDULE OF FINDINGS AND QUESTIONED COSTS
Year Ended June 30, 2021

SECTION II - FINANCIAL STATEMENT FINDINGS

There were no auditor’s findings required to be reported in accordance with Government Auditing Standards.

SECTION III - FEDERAL AWARD FINDINGS AND QUESTIONED COSTS

There were no auditor’s findings required to be reported in accordance with Uniform Guidance.

71 10

CITY OF EASTVALE

SUMMARY SCHEDULE OF PRIOR AUDIT FINDINGS
Year Ended June 30, 2021

SUMMARY SCHEDULE OF PRIOR AUDIT FINDINGS

There were no auditor’s findings required to be reported in acc ordance with Uniform Guidance or Government Auditing Standards.

72 AGENDA STAFF REPORT

City Council Meeting

CITY COUNCIL BUSINESS

Agenda Item No. 13.2
October 12, 2022
Contract Amendment to Gensler for Planning and Pre-Design Services for Downtown Eastvale
Prepared By:

Jimmy Chung, City Engineer
Recommended Action(s)
Staﬀ recommends that the City Council Authorize the City Manager to execute a contract amendment with Gensler for $230,000, for a combined amount not-to-exceed $250,000, to perform planning and pre-design services for Downtown Eastvale.

Summary
On August 26, 2022, Phase I of the Downtown Eastvale Project, formerly known as the Leal Project, closed escrow and is now oﬃcially owned by The New Home Company. Phase I of Downtown Eastvale includes a new City Hall, a library, a police sta5on, arts and cultural spaces, and an amphitheater. The area also includes 495,000 square feet of retail and commercial space, parks, and up to 802 homes.

Per the executed Development Agreement, The New Home Company must provide $250,000 for the City to hire an architectural and land planning ﬁrm to prepare design guidelines for the Civic Center and Commercial Core. The related revenues will be appropriated during the city's mid-year budget process. Staﬀ proposes that the City execute a contract with Gensler to perform planning and conceptual design services for Downtown Eastvale.

Background
The proposed Scope of Work with Gensler includes conceptual pre-design assistance for an approximately 50,000 square foot City Hall, a 25,000 square foot library, and a police sta5on with an associated parking garage. Speciﬁcally, the Scope includes assistance with exis5ng site analyses, 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
eastvaleca.gov
73 exis5ng condi5ons/programming analysis, public and community engagement. Addi5onally, a Vision Plan will be developed to establish a framework for future design and facili5es. ABachment 1 includes the full details of the proposed Scope of Work. All of the stated services, per the scope of work tasks 1.1 through 1.7, will be provided by Gensler in an amount not-to-exceed $250,000.

Staﬀ determined that Gensler is qualiﬁed to provide such services for the City, as the ﬁrm is experienced with architecture, design, and planning projects around the world. Gensler has served over 3,300 clients and achieved a worldwide revenue of $1.235 billion within the last fiscal year.

The Development Agreement requires designa5on of the Civic Center pad within 30 days aCer the close of escrow. As a result, staﬀ executed a contract in the amount of $20,000 to allow Gensler to begin work on Tasks 1.1 and 1.2 of the Scope of Work to sa5sfy the Development Agreement requirement. The remaining project scope, which is listed as Tasks 1.3 through 1.7, worth $230,000, requires City Council approval.

Environmental
The proposed contract and resolu5on are not projects as deﬁned by the California Environmental Quality Act (CEQA). As a result, no environmental review efforts are required.

Strategic Plan Action - Priority Level: 1
| Target #: 2
| Goal #: 1
The proposed contract contribute to the development of Downtown Eastvale, which can signiﬁcantly aBract businesses and retailers to establish their presence in the City and create a “Destination Eastvale” with high-quality and unique businesses.

Fiscal Impact
Adequate budget is available under Capital Improvement Plan Project No. 95011 for the Civic Center in the General Capital Projects Fund under account 600-500-6650. Gensler will likely provide addi5onal architectural services as the phasing for the project con5nues, those contract amendments will likely con5nue to u5lize budget available in the General Fund Capital Improvement Fund for the Civic Center Project.

Revenue budget for the New Home contribu5on of $250,000 will be appropriated during the 2022- 23 mid year budget process.

Prior City Council/Commission Action
There were no prior ac5ons taken by the City Council, the Planning Commission, or the Public Safety Commission on this item.

Attachment(s)
Attachment 1 - Scope of Work from Gensler

Attachment 2 - Downtown Eastvale Development Agreement Performance Schedule

Attachment 3 - First Amendment to Agreement with Gensler

Attachment 4 - Original Agreement with Gensler

12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
951.361.0900 |
eastvaleca.gov
74 August 15, 2022

Gina Gibson-Williams
Eastvale Community Development/Public Works Director
951.703.4425
[email protected]

Jimmy Chung, P.E.

Eastvale City Engineer
951.703.4473
[email protected]

Subject: Eastvale Civic Center Fee proposal

Dear Ms. Gibson-Williams,
It was my pleasure speaking with you and Jimmy on Wednesday. Enclosed is our fee proposal for Planning and Concept Design Services for the Eastvale Civic Center project.

We understand the proposed site is as noted on the enclosed diagram as parcels “PA5”, “PA1” and “PA3” at the corner of Limonite and Hamner Avenue in Eastvale, CA.

We understand that the project scope for this phase of design work will entail the conceptual design for an approximately 50,000 sf City Hall, 25,000 sf Library and 8,000 sf Police Station with an associated parking garage.

As discussed, for the Concept Phase we have excluded any consultant fees in this proposal. Any engineering and landscape concepts for this phase will be rudimentary and designated by Gensler and can be included in later phases as needed.

We recommend that the City add a Cost Estimator Consultant to the team for the end of the Concept Phase. This Consultant’s work would take place for several weeks after the final Concept Plan submittal, and believe that this would be very beneficial to the City as the project moves forward. Gensler is happy to add this consultant to its team during the Concept Design phase for an additional fee.

Gensler will need the City to provide an Alta-level site survey showing site boundaries and site information, topographic and utility information and a Geotechnical Report for the site with foundation recommendations. Gensler can suggest Civil and Geotechnical consultants to partner with for this information but does not provide these services.

75 DESIGN SCOPE

TASK 1.1 START UP AND KICK-OFF MEETING
The Kick-off Meeting provides the opportunity for the broader project team to meet with the City’s team. The session is intended to be an introduction to and confirmation of the process, as well as a facilitated discussion on the principal goals of the project. Specific activities include reviewing and confirming the following:

 identification of key decision-makers
 Communication channels, including primary client representative  Client review process
 Status meeting schedule
 Stakeholder strategy
 Requested and required documentation from client including site surveys, geotechnical reports, prior masterplans, infrastructure studies, technical studies including parking, traffic, EIR, etc. Any Focus Group findings, Marketing and Promotional information and any Programming information such as building uses, square footages, floor plans, etc.

TASK 1.2 EXISTING SITE ANALYSIS
Analysis of the existing conditions will be performed in-order-to determine the physical constraints and opportunities for the site. Tasks will include:
 Context, land use, and facilities location plans
 Experiential analysis, views, sun-shade, climate concepts  Historic and cultural resources, if any
 Landscape, hardscape and open space
 Access, circulation and wayfinding
 Traffic, transit and parking
 Grading and drainage
 Infrastructure & utilities (based on existing documentation)  Identification of potential innovative sustainable development opportunities

TASK 1.3 VISIONING WORKSHOP
The visioning session is a dynamic workshop that provides a platform for team experts to work with client and user groups on an expansive discussion of the future of the project. The participants will view the project from a global perspective and through facilitated discussions identify overall goals, values, opportunities and challenges. The intent is to emerge from the meeting with a sense of shared vision and direction, and knowledge about what’s possible. In this session, we will discuss:

 Project objectives, client mission, vision, and values  User group aspirations and anxieties
 Broad societal, technological, economic/market, political, and environmental issues and trends which can and do have impact on the project
 Key trends or issues
 external and internal challenges

76 TASK 1.4 EXISTING CONDITIONS /PROGRAMMING ANALYSIS
The Facilities Inventory and Needs Assessment will provide a picture of the facilities that currently exist as well as an assessment and recommendations on optimal uses with consideration of current needs and future growth. This will be proofed with client and user.

During this phase, the working program will be identified and include:

 Facility uses
 Rooms and space needs with proposed square footages in tabulated and graphic form  Special requirements for uses, special furniture and equipment  Proposed adjacencies of various spaces and facilities

TASK 1.5 PUBLIC WORKSHOP/ COMMUNITY ENGAGEMENT
As part of the ongoing community engagement, we will attend one public workshop co- organized by your community outreach representative and Gensler to understand and gather input on community needs. We will support the meeting with graphics and provide input into the specific information gathering that will support the Vision.

TASK 1.6 OPTIONS DEVELOPMENT
We will identify a mix of options that are suitable for the project which align with the Visioning and Community Input and address the needs of the City. The options will include:

 Parking, site access and circulation
 Facilities sizing and locating
 Landscape, hardscape and open space locations and sizing  Sustainability strategies

TASK 1.7 - CONCEPT PLAN FINAL VISION
During this task, A preferred scheme is identified and developed into the final vision for the project. The overall site plan is refined and various details are included to form a cohesive vision.

The documentation of this Vision Plan will establish a framework for the future design and facilities and will be used to inform the project team to begin the Schematic Design process.

Deliverables:

 Concept Plan (including narratives, diagram and illustrative exhibits)  Executive Summary
 Purpose of the Plan
 Process Summary
 Community Engagement Summary
 Existing Conditions Analysis
 Visioning Summary
 Programming and Space Analysis with Adjacencies
 Site Analysis Summary
 Proposed Site Improvements
 Access, Circulation and Parking
 Landscape, Hardscape and Open Space
 Sustainability Strategies

77 CONCEPT DESIGN SCHEDULE

See enclosed schedule.

CONCEPT PHASE DESIGN FEE

Our fee for these services is a lump sum of $250,000 with the following breakdown per task:

Scope Duration / timing Gensler Fee

1.1 Start up and Kick off meeting Week of August 22 $ 5,000

1.2 Existing Site Analysis 3 Weeks $15,000

1.3 Visioning Workshop Week of Sept 19 $20,000

1.4 Existing Conditions / Program
Analysis
4 Weeks $15,000

1.5 Public Work shop-Community
Engagement
Week of Oct 24 $30,000

1.6 Options Development 3 Weeks $50,000

1.7 Concept Plan Final Version 4 Weeks $115,000
TOTALS $250,000*

* Fee does not include standard reimbursables i.e. printing, delivery, travel, presentation boards, concept summary booklets, professional models and option 2, 3rd party renderings. Reimbursable expenses typically do not exceed 5% of the overall fee.

FUTURE PHASES

Per your request, we have also provided some rough order-of-magnitude pricing for the later phases for your reference only. We will be happy to negotiate the Schematic Design and later phases of the project as the Concept Phase near completion and the City’s goals and desires for this project become more apparent through our mutual discovery process.

Scope Assumed
Construction Budget
SD – CA Fee Range*
Civic Center/ Police Station $60M $2.4 to $3.6 M
Library & Innovation Center $20M $1.5 to $2.0 M

* Schematic Design through Construction Administration Fee Range includes Architectural & Landscape Design and Structural, Mechanical, Electrical and Plumbing Engineering. Specialty design and engineering consultant services are not included as they are not known at this time.

Specialty consultants can be added as needed prior to the start of Schematic Design. 78 ADDITIONAL SERVICES
For any services that Gensler may provide outside of the basic scope of services, Gensler will be compensated on an hourly billing rate basis. Our hourly billing rates are published and apply to all of our projects. Our rates are reviewed annually based upon an assessment of the market value of the position/function.

CONSULTANTS
Any additional consultants required for this current scope will be provided be provided by the City. Gensler will cooperate and coordinate with any of the City’s consultants, whether retained by Gensler or not.

For any consultants determined by the City to be necessary for the completion of the project, and retained by Gensler on behalf of the City, Gensler will bill on the basis of amounts invoiced to Gensler by the consultants plus a ten percent (10%) mark-up charge to cover related indirect costs such as accounting, insurance, gross receipts tax and risk.

REIMBURSABLE EXPENSES
Estimated reimbursables include local travel, reproduction, messenger, renderings and presentation boards.

GENSLER PERSONNEL RATES
Compensation for Additional Services (if not agreed upon as a lump sum amount) shall be based on Gensler’s Standard Hourly Billing Rates, attached to this proposal.

As we noted in our qualifications package, we are excited at the opportunity to partner with you in the creation of this core civic space for the City of Eastvale, a place that will sure to become the premier public space for the City and help define the culture of the community and instill civic pride in this new city icon.

If you have any questions, feel free to reach out to me at 310-991-4094.

Sincerely,

Peter Barsuk, AIA, DBIA, LEED AP
Principal

CC:

JT Theeuwes

79 Encl :

1. Planning Sketch from City

2. Parcel map from City

3. Schedule from Gensler

4. Gensler Standard Terms and Conditions

5. Gensler 2022 Hourly Billing Rates

If this proposal is acceptable to you, please sign, date and return. The effective date of this Agreement will be the date of final execution.

By Gensler By Client

Peter Barsuk

By By
(Signature) (Signature)

Principal,
Studio Director (Title) (Date ) 80 81
82 EASTVALE Civic Center Project Concept Design Phase
Updated 2022 08 12
WK 0 WK 1 WK 2 WK 3 WK 4 WK 5 WK 6 WK 7 WK 8 WK 9 WK 10 WK 11 WK 12 WK 13 WK 14 WK 15 WK 16 WK 17 WK 18 WK 19 WK 20 WK 21 WK 22 TASKS 22-Aug 29-Aug 5-Sep 12-Sep 19-Sep 26-Sep 3-Oct 10-Oct 17-Oct 24-Oct 31-Oct 7-Nov 14-Nov 21-Nov 28-Nov 5-Dec 12-Dec 19-Dec 26-Dec 2-Jan 9-Jan 16-Jan 2 3-Jan Bi-Weekly Coordination Calls w/ GENSLER+CITY ** * ** * * *

1.1 prep for meeting, conduct meeting
notes and follow up

1.2 Existing Site Analysis
review survey and geotech reports from client
review existing zoning and planning regulations for site review historical, cultural, and landscape requirements determine basic traffic, transportation and parking issues review climate, views, sun-shade, site access and circluation

1.3 Visioning Workshop
Plan Check *
visioning workshop prep *
visioning workshop with city officials *
workshop analysis and documentation *

1.4 Existing Conditions Program Analysis
review existing program and analize against building type and expertise user group meetings (police-library-civic) for input on needs, adjacencies, desires refine project program spaces, sizes, adjacenicies, amenities

1.5 Public Workshop-Community Engagement
public workshop prep and outreach *
public workshop *
public workshop analysis and documentation *

1.6 Options Development
develop several (min 2) masterplan schemes
present schemes to client and engage feedback
revise preferred scheme
develop several (min 2) masterplan schemes
draft single line plans of key levels for police / library / civic

1.7 Concept Plan Final Vision
illustrated concept plan
narrative / purpose / goals / principles
community engagement summary
existing conditions analysis
programming and space analysis
access, circulation and parking diagrams
sustainability strategies
enhance single line concept plans of key levels for civic / police / library submit draft for review / revise draft for final
Optional Cost Estimate

OPTIONS

PRESENTA
TION /

DECISION
FINAL
VISION
PLAN
COST

ESTIMAT
E
Start Up and Kick-off Meeting
83 84

85 86

Los Angeles Billing Rates
June 14, 2022

Category Hourly Rate

Principal $300 - $750

Design Director $200 - $350

Design Manager $200 - $350

Project Architect $150 - $350

Senior Architect / Design Staff $225 - $325

Intermediate Architect / Design Staff $150 - $200

Junior Architect / Design Staff $100 - $150

Administrative $100 - $200

* Based on 2022/2023 rates, subject to up to 15% increase per year. 87 Agreement Section Developer's Responsibilities City's Responsibilities Special Notes

3.3.1 Shall provide the City with $250,000 for the City’s hiring of an architectural/land planning firm to land plan and prepare design guidelines for the Civic Center and Commercial Core.

Shall also land plan and prepare design guidelines for the Mixed Use Areas concurrent with the Civic Center and Commercial Core land plan and design process for the Parties to coordinate compatibility within the Downtown to the extent commercially reasonable.

Shall keep the developer informed on a regular basis as to the status of the Civic Center and Commercial Core land planning and design guidelines, provide the developer with at least 3 days notice (by email) before any scheduled meetings or phone calls with the architectural/land planning firm regarding the land planning and design guidelines for the Civic Center and Commercial Core, and allow a developer representative to attend and participate in such meetings or calls.

If the Parties do not enter into the
Option, then the developer shall not
be obligated to make such funding
available or to otherwise participate
in such hiring or planning.

3.6 Shall plan to improve the Commercial Core, Lot 5, and Lot J in Blue Top Condition and shall include backbone wet and dry utilities stubbed to the Commercial Core, Lot 5, and Lot J property boundaries at the City’s preferred location prior to the issuance of the Project’s first residential building permit.

Shall provide the developer a metes and bounds description with the City’s preferred location for utility connections to be stubbed to the Commercial Core property boundary, Lot 5 property boundary, and Lot J property boundary.

N/A

3.3.3 N/A Shall sponsor and process Major Development Review for the decision‐making body under City Land Development Code Section 120.02.010 as an applicant or as a co‐applicant with a builder of the Commercial Core or Civic Center.

N/A

4.1.6.1.1 N/A

4.1.6.1.2 Shall provide a conceptual park improvement plan and an estimate of improvement construction costs prepared by a reputable landscape contractor.

Shall review and approve, conditionally approve, or disapprove the construction costs in its reasonable discretion in accordance with the Agreement and Exhibit E.

N/A

8.1 Shall reimburse the City for the reasonable and necessary costs of this review, excluding costs incurred under Article 9 (Default and Enforcement) within 30 days of written demand from the City.

Shall review the developer’s compliance with the terms, conditions, and covenants of the Agreement.

N/A
Shall collectively determine:

1. The amount of park, open space, and recreation dedication obligation based upon the number of units and type of units within the phase in accordance with the methodology described in Exhibit E

2. The amount of park, trail, open space, or private recreational facilities, or private open space identified within the phase

3. The amount of park, trail, open space, or private recreational facilities or private open space within the phase eligible for and to receive credit in the Parties’ reasonable discretion and in accordance with the terms of Section 4.1.6.1.1 and Exhibit E At least once every 12 months:

New Home Company Development Agreement No. 003 Milestone Matrix Within 1 month following the Project Approval and the execution of the Option:

Following the developer's review of the Commercial Core Plan:

At the time of Major Development Review for Phase I and each subsequent phase:
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First Amendment to Agreement

This First Amendment to Agreement (“First Amendment ”) is entered into this 28th day of September, 2022 by and between the City of Eastv ale, a California general law city (“City”), and M. Arthur Gensler Jr. & Associates, Inc. (dba G ensler), a California corporation (“Contractor”), as follows:

RECITALS
A. City and Contractor entered in an agreement for the development of architectural concept design for the City’s Civic Center Project on or ab out September __, 2022 (“Agreement”).

B. Agreement authorized Contractor to perform Tasks 1.1 and 1.2 in the Scope of Work with compensation in an amount not to exceed $20,000.

C. The purpose of this First Amendment is to author ize the Contractor to perform the full Scope of Work and increase the total compensation n ot to exceed amount to reflect the expanded Scope of Work.

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. Exhibit A (Scope of Services) is replaced in its en tirety with Exhibit A to this First Amendment.
b. Section 4(a) is amended to increase to total compen sation not to exceed amount to two hundred and fifty thousand dollars ($250,000.00) c. Exhibit B is replaced in its entirety with Exhibit B to this First Amendment.

2. GENERAL PROVISIONS.
a. Remainder Unchanged . Except as specifically modified and amended in t his First Amendment, the Agreement remains in full force and effect and binding upon the parties. b. Integration . This First Amendment constitutes the entire unde rstanding and agreement of the parties and supersedes all negotia tions 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 appr opriate authorities of the City and Consultant.
89 -2-
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 thei r 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

GENSLER
___________________________
Name:

Title:
90 -3-

EXHIBIT A

91 -4-

92 -5-
93 -6-

EXHIBIT B

94 -7-

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AGENDA STAFF REPORT

City Council Meeting

CITY COUNCIL BUSINESS

Agenda Item No. 13.3
October 12, 2022
Modify Contract with Griffin Structures for the Civic Center Project Prepared By:

Gina Gibson Williams, Community Development/Public Works Director and Amanda Wells, Finance Director/City Treasurer
Recommended Action(s)
Staff recommends that the City Council:

1 .

Authorize the City Manager to execute the First Amendment to the Agreement with Griﬃn Structures to reduce the Scope of Services, retaining Griﬃn as the Owner
Representa,ve/Program Manager for the
Civic Center project and elimina,ng subconsultants,
and reducing the total compensation amount to $1,845,353; and 2 .

Schedule City Council Workshop for Civic Center Project Planning.

Summary
Original Contract
In November 2021, the City Council approved a contract with Griﬃn Structures and sub-consultants, LPA (architects), Urban Arena (architects), and Circle Pointe (communica,ons) in the amount of $4,580,000 for outreach, design up to Design Development, and Construc,on Administra,on.

Under this contract Griﬃn Structures serves as Program Manager, for the Civic Center Project and the Owner’s (City's) Representa,ve from pre-design to occupancy. LPA and Urban Arena are sub consultants to Griﬃn Structures responsible for master architect services. Master architect services include development of bridging documents through the end of Design Development. Circle Pointe's is responsible for communica,on, educa,on and outreach. A copy of the original contract with Griﬃn is a?ached to this report as A?achment 1 Original Contract, its exhibits as A?achment

1.1 - Scope of Work, and 1.2 - Fee. 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
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Proposed Contract Modification

The contract was approved with a "design-build" project delivery method. Under a design-build contract, two companies oversee both the design and the construc,on of the project. Bids are received before the Construc,on Document phase is complete. This method has indirect
City
oversight. Conversely, a "design-bid-build" project delivery, uses one company to oversee the design phase and one company to oversee the construc,on. Bids are received aGer the design phase and Construction Document phases are completed. This method has direct
City oversight.

To ensure that the Civic Center is designed and constructed in a ,mely manner with no cost overruns outside of the planned con,ngency amount and that contracts pertaining to design decisions are retained by the City as opposed to the Owner's representa,ve, staﬀ recommends a "design-bid-build" method of delivery.

Relationship to Downtown Eastvale
Both the original contract and the proposed modiﬁca,ons support the construc,on of the Civic Center in Downtown Eastvale (formerly the Leal Property) approved by the City Council on May 11, 2022. Downtown Eastvale is a master planned project which includes the Civic Center, up to 2,500 homes, mixed use development and up to 595,000 square feet of retail/restaurant uses and a hotel.

A Development Agreement outlining performance criteria for the developer and the City was also approved on the same date.

Background
Design Build vs. Design Bid Build
According to the exis,ng contract, the City would u,lize a design-build method where a Bridging Architect (LPA), under contract to the Owner's Representa,ve/Program Manager (Griﬃn), develops bridging documents based on Pre-Design. Bridging documents based on Pre-design has the propensity to lead to cost overruns because the design is not ﬁnal. Since the bridging document is not a ﬁnalized design, quality control and design interpreta,on degrade the quality of the ﬁnal product throughout the design comple,on phase. Staﬀ proposes a contract modiﬁca,on to u,lize the design-bid-build delivery method. With this method, bridging documents are based on a fully designed package which results in a better quality controlled product for its cost.

Indirect vs. Direct Oversight
According to the exis,ng contract, the architect (LPA) is included in the team of subconsultants under Griﬃn. With proposed contract modiﬁca,on, an architect of City's selec,on will be procured to be contracted directly with the city. Griﬃn Structures will oversee the procurement and selec,on of a separate, yet to be named design professional. Staﬀ recommends a contract amendment to make the City the lead in the procurement process for the architecture and engineering package and have direct control of professional contracts.

Project Team
According to the exis,ng contract, the Owner's (City's) Representa,ve is Griﬃn from pre-design to occupancy. Staff recommends that Griffin remains as the Owner's Representative.

Griffin listed services from three sub-consultants in the original contract as follows:

Bridging Documents Architect (LPA): $ 2,653,964
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Master Plan Integration Architect (Urban Arena): $ 25,000 Public Outreach (CirclePoint): $ 101,205

Under the original contract, these sub-consultants would report to Griﬃn. Staﬀ recommends a modiﬁca,on to remove the exis,ng sub-consultants and procure the sub-consultants directly.

Direct procurement retains decision making at the City level. The ﬁrst procurement will be for pre- design architectural services. The companion report to enter into a contract with Gensler for architectural services is on the agenda for the Council's consideration.

Costs Incurred to date
Because the contract was ini,ated 10 months ago in November of 2021, some services have been rendered.

The total dollar amount
of the exis,ng contract is $4,580,000. To date a total of $202,072 (less than 5%) has been spent which leaves a remaining balance of $4,377,928. If this contract modiﬁca,on is approved, the contract amount will be reduced to $1,673,240 plus rendered service from sub-consultants in the amount of $172,113 for a total dollar amount of $1,845,353.

Next Steps

Civic Center Specifications and Location
When the contract for Griﬃn was approved, the Civic Center loca,on within Downtown Eastvale was undetermined. The Civic Center specifications included in the Request for Proposals were:

City Hall: 35,000-40,000 square feet
Public Library/Downtown Community Center: 20,000-25,000 square feet Police Station: 8,000-11,000 square feet
Downtown 3rd Fire Sta,on/Eastvale Emergency Management Center/Community Rooms (size unspecified)

Ad Hoc Committees
Based on input from the Civic Center Ad hoc Commi?ee the recommended size of the library is 25,000 square feet. Likewise, the Civic Center Ad Hoc Commi?ee recommended a minimum square footage of 50,000 square feet for the Civic Center with direc,on to ensure that the size is adequate for both present and future needs. The Police Sta,on size will be determined by the Safety Ad Hoc Committee based on interviews and tours of other police facilities.

Financial Planning
The delivery of the Civic Center project is not only con,ngent upon the successful comple,on of the construc,on project, but also dependent upon prudent and successful ﬁnancial planning. The Civic Center project includes four public buildings (city hall, library, police sta,on with parking, and ﬁre sta,on), a mul,-level parking structure, a ﬂat parking lot, and other public infrastructure improvements that are targeted for construc,on on the city’s parcel within the Leal development.

As of June 30, 2023, staﬀ projects the city will have roughly $90.0 million in cash reserves for the construc,on of the Civic Center project. Total project costs are likely in excess of $150.0 million, and the city requires at least an addi,onal $60.0 million in cash to fund the project. To facilitate the delta in funding needs, the city has several op,ons for debt ﬁnancing. The Gann Appropria,ons Limit con,nues to be a challenge to the city’s ability to raise and u,lize tax revenues for opera,onal purposes and to make debt service payments. The Civic Center will also require opera,onal funding needs for regular maintenance and opera,ons of the facili,es and public infrastructure; staﬀ es,mates the annual maintenance for the Civic Center project will require $2.0 to 2.7 million in 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752 951.361.0900 |
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annual opera,ng budget. Finance is working on a professional ﬁnancial advisory services request for proposals to facilitate the ﬁnancial planning for the project. Financial planning will likely consist of three phases, with phase one culmina,ng in a City Council workshop regarding ﬁnancing and funding options.

The city will need to secure both ﬁnancing and funding to pay for the construc,on and opera,onal costs for the Civic Center project. At the publica,on date of this staﬀ report, the city is projected by June 30, 2023, to have approximately $90.0 million in cash reserves speciﬁc to the Civic Center project. This includes $8.0 million in Fire Fund contribu,ons; the remaining $82.0 million consists of General Fund reserves. There may be an addi,onal small amount of development impact fee funding available for the project, however the amounts are immaterial to the total project cost. The city will need to access debt ﬁnancing to provide cash for construc,on costs; however, depending on the ,ming of construc,on and es,mated construc,on costs, the amount of ﬁnancing is unknown at this ,me, but could be as high as $60.0 million. Debt ﬁnancing is a complex ma?er that will require signiﬁcant ,me and planning. Financing for public infrastructure takes many forms, and may consist of general obliga,on bonds, revenue bonds, cer,ﬁcates of par,cipa,on, public private partnerships, tradi,onal loans, or a partnership with a capital investor. All ﬁnancing will require a source of funding. As a result, in addi,on to sourcing ﬁnancing for the construc,on of the infrastructure the city will need to locate funding to pay for annual debt service and opera,onal costs. Funding op,ons may take the forms of cash on hand, exis,ng revenues, new revenues generated by development, a phasing approach to construc,on, and other funding sources such as federal or state grants. Assuming the city ﬁnances the full $60.0 million, the city will likely need $7.1 in annual funding to pay annual debt service and operational costs.

Staﬀ plans to obtain a ﬁnancial advisory ﬁrm to assist and provide guidance during the ﬁnancial planning process. The primary role of the ﬁrm is to serve as the city’s debt issuance and bond market expert in addi,on to providing specialized ﬁnancing pathways for the city. A ﬁrm will provide speciﬁc advice regarding current economic factors within the ﬁnancing market and provide the best op,ons for funding by u,lizing cash on hand by in addi,on to a tailored debt ﬁnancing plan. In addi,on, the ﬁrm will provide analysis on exis,ng and future revenue streams. The ﬁrm will be responsible for assembling a team and securing ﬁnancing. Finance adver,sed a request for proposals (RFP) for a ﬁnancial advisory ﬁrm last week to kick-oﬀ the detailed ﬁnancial planning process. The contract will come before the City Council for approval aGer the RFP process is complete. In order for staﬀ and the city’s ﬁnancial advisor to build a comprehensive ﬁnancial plan, project specifics such as projected expenditures and project timeframes must be established.

Civic Center Planning Workshop
Staﬀ recommends the City Council conduct a Civic Center Planning Workshop in the month of November. Staff plans to present and discuss the following:

Ad Hoc recommendation for space programming at City Hall, Library, and Police Station Other public infrastructure such as parking lots, parking structures, open space, and parkland Project timeframes; project phasing
Introduc,on to ﬁnancial planning: construc,on ﬁnancing and funding, opera,onal budget requirements
Environmental
Approval of agreement is an administra,ve ac,vity and is exempt from the California Environmental 12363 Limonite Avenue | Suite 910 | Eastvale, CA 91752
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Quality Act (CEQA)
because it will not result in direct or indirect physical changes in the environment. Construc,on of the Civic Center site is covered under an Addendum to the Program Environmental Impact Report prepared for the Leal Master Plan Amendment which was adopted by the City Council on May 11, 2022.

Strategic Plan Action - Priority Level: 1
| Target #: 5
| Goal #: 1
Develop and Construct Civic Center; and Construct a Police Substation building.

Fiscal Impact
As Griﬃn Structure's contract was implemented well before the planning process for the 2022-23 ﬁscal year budget, costs associate with this contract were appropriated during the 2022-23 ﬁscal year budget process. In the 2022-23 budget City Council appropriated $3.1 million for the Civic Center project within the ﬁve-year Capital Improvement Plan. As a result, adequate budget is available in the General Capital Projects fund for this contract amendment under account 600-500- 6650-95011-0000. This staﬀ report also discussed other future ﬁnancing and funding needs for the en,re Civic Center project; however, City Council ac,on on the Griﬃn Structure's contract does not trigger additional Civic Center project costs at this time.

Prior City Council/Commission Action
Council authorized staﬀ to start the RFP process for an Owner Representa,ve/Program Manager
and Bridging Architect on July 28, 2021.

City Council approved the Downtown Eastvale Master Plan Amendment (Leal Master Plan Amendment) project and the associated Development Agreement on May 11, 2022.

Attachment(s)
Attachment 1 - Original Contract with Griffin

Attachment 1.1 - Exhibit A - Original Griffin Proposal

Attachment 1.2 - Exhibit B - Original Griffin Fee Proposal

Attachment 2 - Amended Griffin Scope and Fee

Attachment 3 - First Amendment to Griffin Contract

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AGREEMENT FOR SERVICES
CIVIC CENTER OWNER' S REPRESENTATIVE & BRIDGING ARCHITECT] ThisAgreementforServices ("Agreement") isenteredintoasofthisL day of November, 2021 by and between the City of Eastvale, a municipal corporation (" City") and Griffin Structures, Inc., a California corporation (" Contractor"). City and Contractor are sometimes hereinafter individually referred to as " Party" and hereinafter collectively referred to as the " Parties."

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

SECTION 1. TERM OF AGREEMENT.

Subject to the provisions of Section 20 " Termination of Agreement" of this Agreement, the Term of this Agreement is for five ( 5) years commencing on the date first ascribed above.

SECTION 2. SCOPE OF SERVICES.

Contractor agrees to perform the services set forth in Exhibit " A" " Scope of Services" ( hereinafter, the " Services") and made a part of this Agreement by this reference.

SECTION 3. ADDITIONAL SERVICES.

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

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SECTION 4. COMPENSATION AND METHOD OF PAYMENT.
a) Subject to any limitations set forth in this Agreement, City agrees to pay Contractor the amounts specified in Exhibit " B" " Compensation" and made a part of this Agreement by this reference. The total compensation, including reimbursement for actual expenses, shall not exceed four million five hundred eighty thousand dollars 4, 580, 000. 00), unless additional compensation is approved in writing in accordance with Section 26 " Administration and Implementation" or Section 28 " Amendment" of this Agreement.
b) Each month Contractor shall furnish to City an original invoice for all work performed and expenses incurred during the preceding month. The invoice shall detail charges by the following categories: labor ( by sub -category), travel, materials, equipment, supplies, and subcontractor contracts. Subcontractor charges shall be detailed by the following categories: labor, travel, materials, equipment and supplies. If the compensation set forth in subsection ( a) and Exhibit " B" include payment of labor on an hourly basis ( as opposed to labor and materials being paid as a lump sum), the labor category in each invoice shall include detailed descriptions of task performed and the amount of time incurred for or allocated to that task. City shall independently review each invoice submitted by the Contractor to determine whether the work performed and expenses incurred are in compliance with the provisions of this Agreement. In the event that no charges or expenses are disputed, the invoice shall be approved and paid according to the terms set forth in subsection ( c). In the event any charges or expenses are disputed by City, the original invoice shall be returned by City to Contractor for correction and resubmission.
c) Except as to any charges for work performed or expenses incurred by Contractor which are disputed by City, City will use its best efforts to cause Contractor to be paid within thirty ( 30) days of receipt of Contractor' s correct and undisputed invoice. d) Payment to Contractor for work performed pursuant to this Agreement shall not be deemed to waive any defects in work performed by Contractor.

SECTION 5. INSPECTION AND FINAL ACCEPTANCE.

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

All original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents prepared, developed or RIV # 4895- 2048- 7681 v 1 - 2 -
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discovered by Contractor in the course of providing the Services pursuant to this Agreement shall become the sole property of City and may be used, reused or otherwise disposed of by City without the permission of the Contractor. Upon completion, expiration or termination of this Agreement, Contractor shall turn over to City all such original maps, models, designs, drawings, photographs, studies, surveys, reports, data, notes, computer files, files and other documents.

SECTION 7. CONTRACTOR' S BOOKS AND RECORDS.
a) Contractor shall maintain any and all documents and records demonstrating or relating to Contractor' s performance of the Services. Contractor shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, or other documents or records evidencing or relating to the Services, including expenditures and disbursements charged to City pursuant to this Agreement. Any and all such documents or records shall be maintained in accordance with generally accepted accounting principles and shall be sufficiently complete and detailed so as to permit an accurate evaluation of the services provided by Contractor pursuant to this Agreement. Any and all such documents or records shall be maintained for three ( 3) years from the date of execution of this Agreement and to the extent required by laws relating to audits of public agencies and their expenditures. In accordance with California Government Code Section 8546. 7, if the total compensation in Section 4 exceeds ten thousand dollars 10, 000. 00), this Agreement and the Contractor' s books and records related to this Agreement shall be subject to the examination and audit of the State Auditor, at the request of City or as part of any audit of the City, for a period of three (3) years after final payment under the Agreement.
b) Any and all records or documents required to be maintained pursuant to this section shall be made available for inspection, audit and copying, at any time during regular business hours, upon request by City or its designated representative. Copies of such documents or records shall be provided directly to the City for inspection, audit and copying when it is practical to do so; otherwise, unless an alternative is mutually agreed RIV # 4895- 2048- 7681 v 1 _ 3 _
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upon, such documents and records shall be made available at Contractor' s address indicated for receipt of notices in this Agreement.
c) Where City has reason to believe that any of the documents or records required to be maintained pursuant to this section may be lost or discarded due to dissolution or termination of Contractor's business, City may, by written request, require that custody of such documents or records be given to the City. Access to such documents and records shall be granted to City, as well as to its successors - in -interest and authorized representatives.

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

SECTION 9. STANDARD OF PERFORMANCE.

Contractor represents that it has the qualifications, experience and facilities necessary to properly perform the Services required under this Agreement in a professional manner. Contractor shall at all times competently and to the best of its ability, experience, perform all Services. In meeting its obligations under this Agreement, Contractor shall employ generally accepted standards and practices utilized by persons engaged in providing services similar to the Services required of Contractor under this Agreement. In addition to the general standards of performance set forth this section, additional specific standards of performance and performance criteria may be set forth in Exhibit " A" " Scope of Work" that shall also be applicable to Contractor' s work under this Agreement. Where there is a conflict between a general and a specific standard of performance or performance criteria, the specific standard or criteria shall prevail over the general.

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

SECTION 12. NONDISCRIMINATION.

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

SECTION 13. UNAUTHORIZED ALIENS.

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

SECTION 14. CONFLICTS OF INTEREST.
a) Contractor covenants that neither it, nor any officer or principal of its firm, has or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of City or which would in any way hinder Contractor's performance of the Services. Contractor further covenants that in the performance of this Agreement, no person having any such interest shall be employed by it as an officer, employee, agent or subcontractor without the express written consent of the City Manager. Contractor RIV # 4895- 2048- 7681 vl _ 5 _
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agrees to at all times avoid conflicts of interest or the appearance of any conflicts of interest with the interests of City in the performance of this Agreement. b) City understands and acknowledges that Contractor is, as of the date of execution of this Agreement, independently involved in the performance of non -related services for other governmental agencies and private parties. Contractor is unaware of any stated position of City relative to such projects. Any future position of City on such projects shall not be considered a conflict of interest for purposes of this section. c) City understands and acknowledges that Contractor will perform non - related services for other governmental agencies and private Parties following the completion of the Services under this Agreement. Any such future service shall not be considered a conflict of interest for purposes of this section.

Contractor shall promptly notify City should Contractor, its officers, employees, agents or subcontractors, be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions or other discovery request, court order or subpoena from any party regarding this Agreement and the work performed thereunder. City retains the right, but has no obligation, to represent Contractor or be present at any deposition, hearing or similar proceeding. Contractor agrees to cooperate fully with City and to provide City with the opportunity to review any response to discovery requests provided by Contractor. However, this right to review any such response does not imply or mean the right by City to control, direct, or rewrite said response. Contractor shall not be held criminally or civilly liable under any Federal or State trade secret law for the disclosure of a trade secret that is made in confidence to a RIV # 4895- 2048- 7681 vl - 6 -
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Federal, State, or local government official or to an attorney solely for the purpose of reporting or investigating a suspected violation of law or for the disclosure of a trade secret that is made in a complaint or other document filed in a lawsuit or other proceeding, if such filing is made under seal.

SECTION 16. INDEMNIFICATION.
a) Indemnification for Professional Liability. Where the law establishes a professional standard of care for Contractor' s services, to the fullest extent permitted by law, Contractor shall indemnify, protect, defend and hold harmless City and any and all of its officials, employees and agents (" Indemnified Parties") from and against any and all liability ( including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including attorneys' fees and costs, court costs, interest, defense costs, and expert witness fees) arise out of, are a consequence of, or are in any way attributable to, in whole or in part, any negligent or wrongful act, error or omission of Contractor, or by any individual or entity for which Contractor is legally liable, including but not limited to officers, agents, employees or subcontractors of Contractor, in the performance of professional services under this Agreement. b) Indemnification for Other than Professional Liability. Other than in the performance of professional services and to the full extent permitted by law, Contractor shall indemnify, protect, defend and hold harmless City, and any and all of its employees, officials and agents from and against any liability ( including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including attorneys' fees and costs, court costs, interest, defense costs, and expert witness fees), where the same arise out of, are a consequence of, or are in any way attributable to, in whole or in part, the performance of this Agreement by Contractor, or by any individual or entity for which Contractor is legally liable, including but not limited to officers, agents, employees or subcontractors of Contractor.
c) Indemnification from Subcontractors. Contractor agrees to obtain executed indemnity agreements with provisions identical to those set forth in this section from each and every subcontractor or any other person or entity involved by, for, with or on behalf of Contractor in the performance of this Agreement naming the Indemnified Parties as additional indemnitees. In the event Contractor fails to obtain such indemnity obligations from others as required herein, Contractor agrees to be fully responsible according to the terms of this section. Failure of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder. This obligation to indemnify and defend City as set forth herein is binding on the successors, assigns or heirs of Contractor and shall survive the termination of this Agreement or this section.
d) City' s Negligence. The provisions of this section do not apply to claims occurring as a result of City' s sole negligence. The provisions of this section shall not release City from liability arising from gross negligence or willful acts or omissions of City or any and all of its officials, employees and agents.

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SECTION 17. INSURANCE.

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

SECTION 18. ASSIGNMENT.

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

SECTION 19. CONTINUITY OF PERSONNEL.

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

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of this Agreement. This final invoice shall be reviewed and paid in the same manner as set forth in Section 4 " Compensation and Method of Payment" of this Agreement.

SECTION 21. DEFAULT.

SECTION 22. EXCUSABLE DELAYS.

SECTION 23. COOPERATION BY CITY.

SECTION 24. NOTICES.

To City: City of Eastvale
Attn: Bryan Jones, City Manager
12363 Limonite Ave., Suite 910
Eastvale, CA 91752
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To Contractor: Griffin Structures, Inc.

Attn: Roger Torriero, President
1 Technology Drive, Building I, Suite 829
Irvine, CA 92618
Notice shall be deemed effective on the date personally delivered or, if mailed, three ( 3) days after deposit of the same in the custody of the United States Postal Service.

SECTION 25. AUTHORITY TO EXECUTE.

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

SECTION 26. ADMINISTRATION AND IMPLEMENTATION.

SECTION 27. BINDING EFFECT.

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

SECTION 28. AMENDMENT.

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

SECTION 29. WAIVER.

Waiver by any Party to this Agreement of any term, condition, or covenant of this Agreement shall not constitute a waiver of any other term, condition, or covenant. Waiver by any Party of any breach of the provisions of this Agreement shall not constitute a RIV # 4895- 2048- 7681 v 1 _ 10 _
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waiver of any other provision nor a waiver of any subsequent breach or violation of any provision of this Agreement. Acceptance by City of any work by Contractor shall not constitute a waiver of any of the provisions of this Agreement.

SECTION 30. LAW TO GOVERN; VENUE.

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

SECTION 31. ATTORNEYS FEES, COSTS AND EXPENSES.

SECTION 32. ENTIRE AGREEMENT.

SECTION 33. SEVERABILITY.

SECTION 34. CONFLICTING TERMS.

IN WITNESS WHEREOF, the Parties hereto have executed this Agreement on the date and year first -above written.

SIGNATURES ON FOLLOWING PAGE]
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ATTEST:

Marc onohue
City Clerk

APPROVED AS TO FORM
Erica Vega
City Attorney

CITY OF EASTVALE
GRIFFIN STRUCTURES, INC.

Ro er or ier
Pre 1 t EO
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EXHIBIT " A"

SCOPE OF SERVICES
Contractor shall perform the Services detailed in Section 2 ( Preliminary Project Approach) of the proposal submitted by Griffin Structures to the City dated September 30, 2021, which is incorporated herein by reference.

A- 1
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EXHIBIT " B"

COMPENSATION
The total compensation under this Agreement, including reimbursement for expenses, shall not exceed $ 4, 580, 000. Compensation to Contractor shall be in accordance with the Fee Proposal submitted by Contractor dated September 30, 2021, which is incorporated herein by reference.

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EXHIBIT " C"

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

Contractor shall provide the following scope and limits of insurance:

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

2. Minimum Limits of Insurance. Contractor shall maintain limits of insurance no less than:
1) Commercial General Liability. $ 1,000, 000 general aggregate for bodily injury, personal injury and property damage. 2) Automobile. $ 1,000, 000 per accident for bodily injury and property damage. A combined single limit policy with aggregate limits in an amount of R1V # 4895- 2048- 7681 v 1
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not less than $ 2, 000, 000 shall be considered equivalent to the said required minimum limits set forth above.
3) Workers' Compensation. Workers' Compensation as required by the Labor Code of the State of California of not less than $ 1,000, 000 per occurrence. 4) Professional Liability. $ 1,000, 000 per occurrence.

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

1. All Policies. Each insurance policy required by this Agreement shall be endorsed and state the coverage shall not be cancelled by the insurer except after 30 days' prior written notice by mail has been given to City.

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

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

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

1. Contractor shall furnish certificates and endorsements from each subcontractor identical to those Contractor provides.

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

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a | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A O W N E R ‘ S R E P R E S E N T A T I V E / P R O G R A M

M A N A G E M E N T A N D B R I D G I N G A R C H I T E C T Eastvale Civic Center
City of Eastvale
SEPTEMBER 30, 2021

I N C O L L A B O R A T I O N W I T H
149
b | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A 38+

city halls featuring board rooms,
conference rooms, council chambers,
highly customized departmental office
space, multi-functional spaces, and
countless additional features
40+

years of public sector
experience
350+

public projects in-and-around Riverside,
San Bernardino, Orange, and LA County
75+

nationally recognized libraries and
community centers
Dedicated in-house
specialists for cost
estimating, public outreach,
and placemaking
Stellar record of completing projects
under budget
& ahead of
schedule
Why Griffin Structures?
100+

public safety facilities including police
and fire stations, emergency operations
centers, training facilities, and others
Dedicated team inclusive of
outreach
advocate
Susan Harden, providing community
outreach for significant civic projects
150
i | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A

POLICE SERVICES OF SALINAS
*Completed with Griffin & LPA

CONFIDENTIAL
California Civil Code §3426.1 (d); California Evidence Code § 1040 and § 1060; California Government Code § 6254 (k); Freedom of Information Act 5 U.S.C. § 552 (b) (4) Do not release without redactions

COUNTY OF ORANGE CIVIC CENTER
*Completed with Griffin & LPA
Table of Contents

1. Team 1

2. Preliminary Project Approach 7

3. Project Experience & References 29

4. Appendix 64

HESPERIA CIVIC CENTER & COUNTY

OF SAN BERNARDINO HIGH DESERT

GOVERNMENT CENTER
*Completed with Griffin & LPA

EASTVALE STEM ACADEMY AT ROOSEVELT HIGH SCHOOL
*Completed by LPA
151
ii | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A 1 Technology Drive, Building i, Suite 829 | Irvine, CA | 949.497.9000 | griffinstructures.com September 30, 2021
RE: Request for Proposals, Owner’s Representative/Program Management & Bridging Architect for the Eastvale Civic Center
Dear Ms. Vasquez and Evaluation Team,

The City of Eastvale requires a partner with management, design and construction expertise, local and public outreach relations knowledge, communications proficiency, and creativity to complete the Eastvale Civic Center project in a timely and cost- effective manner. We are pleased to be your partner and to encourage creative, innovative, and engaging facilities which will serve as a catalyst for private sector development and a nexus for your diverse and thriving community.

Eastvale is truly “creating and building its tomorrow today”, incorporating a state-of-the-art civic center which houses not only a base of operations for City staff, but provides a 21st century police station, fire station, emergency operations center, and library, community/senior center. This civic center will leverage the City’s investment into a model which elevates the ideology of innovation, integration, and economic stimulus into the surrounding private sector development.

Griffin Structures offers a well-rounded platform of experience aligned with the many diverse elements contained within the Civic Center’s program. The team will be led by senior Griffin Structures Owner’s Representatives, Program and Construction Managers Deryl Robinson and Sally Armanious who possess a wealth of experience in delivering complex, high-profile projects. In addition, our team includes Bridging Architect, LPA, a national architectural leader, placemaking design firm, and valued 30-year Griffin partner.

Additionally, to ensure we dovetail the Civic Center Master Plan into the Leal Ranch Master Plan, we have supplemented our team with Urban Arena who will serve as Master Plan Integration Architect. Our team shares decades-long experience on similarly nationally recognized projects and includes our proposed Outreach Advocate, Susan Harden, who currently collaborates with the City in the development of its General Plan Update. She is incredibly familiar with your community and City, and can offer invaluable insight to gain consensus for this endeavor.

To summarize, we offer the following key benefits to the City:
• A collaborative, streamlined project delivery process to achieve the City’s vision in creating a progressive design activating the private sector with public sector funds while ensuring timely delivery.
• Unparalleled experience with the public sector civic centers, libraries, community/ senior centers, police stations, fire stations, and emergency operations centers. • A fully integrated master plan leveraging Urban Arena’s work on Leal Ranch to realize a cohesive design between public and private spaces.
• Direct engagement which works courageously, creatively, and collaboratively to ensure accountability for the City, directly supported by our management team. • Outreach advocacy to assist the City in gaining community consensus and public advocacy.

Griffin Structures takes great pride in providing both competitive pricing, highly qualified personnel and goes to extraordinary measures to ask, “What is our true value-added proposition to the City of Eastvale?” The answer to this question is our people.

We bring a higher caliber of Owner’s Representatives, Program and Construction Managers to our Clients - one that is trained as Architects and Contractors but thinks as an Owner. This is our differentiator and the meaning behind the Griffin Structures pledge to provide excellence in project delivery. Please note that we hereby acknowledge the receipt of the Q&A issued September 23, 2021 which we have included in the appendix of our proposal.

We look forward to serving you,
Roger Torriero, President & CEO
C: (949) 412-9000 | E: [email protected]
Lead Team Member Firm
Griffin Structures
1 Technology Drive
Building i, Suite 829
Irvine, CA 92618
(949) 497-9000
Business License No.
009644
Legal Structure
Corporation
Primary Contact
Jon Hughes
Executive Vice President of Ops.
[email protected]
(949) 497-9000 x210
Name & Relationships of all
Companies:

Griffin Structures: Owner’s
Representative/Program Manager
LPA, Inc.: Bridging Architect
Urban Arena: Master Plan
Integration Architect
Circlepoint: Outreach Advocacy
152
iii | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Strategic Considerations
Griffin Structures goes to great lengths to research and understand the challenges and opportunities for every pursuit. As a result of this effort, we have prepared the following strategic considerations to demonstrate our approach to Owner’s Representation, Program and Construction Management and illustrate the value we bring to a project. These considerations are prepared in a question-and-answer format for ease of reading.

Question: How can the City of Eastvale be assured it has selected a team that possesses the experience necessary to deliver a successful project?
Answer: This project requires a team that has a unique blend of expertise. Due to the nature of this project and the complex goals stated in the RFP, it will be critical that the Owner’s Representative has the experience that exceeds that of traditional program and construction management. The Griffin team has this exact experience. Having worked together on multiple civic center projects, all of which involve a diverse group of facility types, Griffin Structures with LPA, have the necessary real estate experience, planning and design experience, experience with engaging your community, public sector procurement expertise, and financial acumen to guide the process to successful delivery. We’ve also supplemented our Team with Urban Arena to ensure the City has a fully integrated master plan at Leal Ranch as a whole. There is simply no other firm that brings this level of expertise.

Question: How will the City be assured the Bridging Documents are developed in such a way as to ensure the City receives the program desired while also realizing the benefits of a Design-Build delivery? Answer: It will be critical that the Bridging Documents capture all the essential requirements of the project so the City’s facilities meet, and exceed, their operational needs. This is achieved by developing a set of robust documents, including but not limited to: Owner Project Requirements (OPRs), a thorough Basis of Design (BOD), a well-validated Program, and Design Development Documents that convey the overall size, character, adjacencies, systems, and material selections. This will be done in a manner that still leaves a considerable portion of the Construction Documents, Specifications, and the satisfaction of code requirements open to creative interpretation by the Design-Build Entity (DBE). By striking the right balance between what is prescribed and what is left to the discretion of the DBE, the Griffin team can manage a process that is true to the City’s requirements while also realizing the gains in efficiency and cost reduction strategies envisioned by the Design-Build form of delivery.

Question: How can the community of Eastvale be confident that they will be an integral part of the civic center master plan and final projects?
Answer: Our team firmly believes that Eastvale community and stakeholder’s ownership of the plan and implementation are truly vital to project success. We are committed to engaging the community through hands-on design workshops, focus groups, and online surveys. We understand Eastvale and to further communicate and engage with the public, we will leverage participation in City-sponsored events such as “Eastvale” and neighborhood clean-ups, as well as make ample use of your strong social media presence, the interactive Engage Eastvale web platform, the Elevate Eastvale e-newsletter, and more. Our team is committed to a community-based civic center master plan.

Question: Understanding that this project will serve as a catalyst to stimulating the private sector development of Leal Ranch, how will our Team assist in ensuring that vision is implemented? Answer: Our team has been specifically curated to engage individuals within our organization as well as 30-year firm partner, LPA Design Studios, to address this very issue. From our pre-design specialists who will assist the City in identifying opportunities for maximizing public private usage; to our outreach advocates who will engage and listen to your stakeholders and community to incorporate their interests into the project; to our integrated design team (inclusive of in-house architects and engineers) who will leverage the design in a way which creates opportunity for multi-functionality and placemaking while promoting a clear civic identity; to our robust project management group who will oversee the entire process to ensure the City interests are always protected by providing reliable service, clear communication, and successful implementation. 153
i | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A “Griffin’s staff consistently provided
outstanding professional services and was
instrumental in completing each project
ahead of schedule and under budget. Griffin
has always illustrated the desire to complete
their jobs to a very high level of professional
standards and have always taken their
fiduciary duties very seriously.”
- City of Hesperia

1. Team
154
1 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Griffin Structures
OWNERS REPRESENTATIVE + PROGRAM MANAGER

1. Team
History
Griffin Structures is a diversified Program and Construction Management/Owners Representative firm serving public, institutional, non-profit, and private sectors. Our mission is to deliver unparalleled service that not only unlocks revolutionary discoveries but allows clients to achieve their immediate and future goals to enrich the lives of their institutions and the people they serve.

In our 40 years of practice, our firm has developed a reputation throughout the state for providing innovative solutions, research-driven methodologies, and an unwavering commitment to honoring our pledge of excellence in project delivery. However, we are more than a management firm. We are trained as builders and architects, but think like owners.

Our expertise is all-encompassing and includes:

Our project portfolio is diverse and aligns directly with the Eastvale Civic Center program. With our proposed project partners, we have delivered high-profile civic centers, libraries, community centers, and leading public safety facilities including police and fire stations, emergency operations centers, and others. In addition, we understand the private sector, serving non-profit agencies with the development of ambitious affordable and transitional housing, significant mixed-use facilities, and sustainable parks and recreation facilities.

A unique aspect of our firm is in our founding as developers, a sector in which we continue to provide leading service today.

We are experts in forward planning, finance, entitlements, public/private ventures, project delivery methodologies, and community-based participatory planning and our executive team frequently serve as guest lectures on these subjects at the university level. In our capacity as a fiduciary to our clients, Griffin Structures astutely manages risk to ensure the responsible utilization and strategic deployment of capital, allowing clients to focus and maximize their investments and resources to achieve their goals.

Pre-Construction
• Needs Assessment
• Space Planning
• Site Selection & Analysis
• Project Budgeting
• Design Management
• Constructability Review
• Scheduling
• Value Engineering
• Total Project Budgeting
• Contractor Pre-Qualification and
Procurement
• Bid Management
Construction
• Construction Management
• Owner’s Representative
• Budget Management
• Contractor Oversight
• Document Control
• Quality Assurance/Control
• Sustainability Management
• Safety Management
• RFI & CO Management
• FF&E Procurement & Coordination
• Building Commissioning & Closeout
155
2 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A LPA, Inc.

BRIDGING ARCHITECT
The Power of Integrated Design: A Better Process with Better Results LPA believes that collaboration drives creativity and improves problem-solving. That is the philosophy behind the LPA integrated design process. When public clients work with our storied team, the City benefits from a multidisciplinary task force of designers, planners, engineers, researchers, and thought leaders all working together for the greater good of the project. From the beginning of the design process through completion and post-occupancy evaluation - everyone is actively involved and in-sync.

A Research-Driven Approach that Improves Outcomes
LPA takes an informed approach to design - one that leverages the insights of their dedicated research team to maximize value for each project. Every planning and design decision made is based on the best available intelligence, from sustainability studies and energy analysis to design simulations and post-occupancy evaluations. It is a data-driven, evidence-based process that produces high-performance buildings that do more with less.

Sustainable Solutions that are Better for Business
As pioneers in sustainability, LPA has been setting new standards for more than 50 years. Unlike many firms who view green design as a LEED checklist or building add-on, sustainability informs everything LPA produces. Creating intelligent, sustainable designs improve efficiency and reduce operational and maintenance costs for clients. LPA designed buildings also promote health and well-being to enhance the user experience
The services and disciplines of LPA are as follows, but are not limited to:
• Architecture
• Placemaking Design
• MEP Engineering
• Civil Engineering
• Structural Engineering
• Americans with Disabilities Act
• Interior Design
• Landscape Architecture
• Lighting Design
• Technology / Audio Visual / Low-
Voltage
• Furniture Services
• Graphics / Signage
• Sustainability
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3 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Urban Arena

MASTER PLAN INTEGRATION ARCHITECT
Urban Arena Inc. is a ground-breaking collaborative specifically designed to utilize the knowledge of the many. A company where ideas come to built reality, where there is no limit other than our own imagination. Urban Arena has seamlessly combined multiple disciplines into a cohesive singularity. Leveraging the combined knowledge of our architecture, landscape architecture and planning wings, Urban Arena can bring a comprehensive design to the table in record time with extraordinary results.

Urban Arena was formed in 1996 by Michael Schrock and in 1997, Keith Mittemeyer joined the team. Founded originally with a focus on landscape architecture, Urban Arena quickly expanded into planning and architecture to provide clients an inclusive, multidisciplinary service. Urban Arena was founded in Southern California, with offices in Orange County, San Diego, and Oakland.

Urban Arena Inc. is a registered S-Corp with the State of California. 37 employees 3offices
23 years of service
Urban Arena has three departments: architecture, landscape architecture, and planning. Our projects range from urban villages, retail and entertainment centers, model homes, master- planned residential communities, community parks, high-density housing, and sports complexes.

At Urban Arena, we pride ourselves on doing things differently. We produce innovative design solutions that stand apart from the ordinary.

We believe in
• Innovative and forward–thinking design
• Connective multi-disciplinary approach
• Attentive client service
• Happy and productive employees
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4 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Public Outreach
History
Our proposal also includes Community Outreach Specialist, seasoned planner, and published author, Susan Harden, who has built her career for over 25 years around community-based planning and visioning, striving to create a network of healthier, more livable facilities and communities. She has provided planning, revitalization, and community engagement services to public clients throughout California and across the country, including leading community outreach for the ongoing Eastvale General Plan Update.

Together, our team possesses a broad background in community development, engagement, and planning, currently providing communications and engagement support for multiple Griffin projects, including the Cupertino Library, San Leandro Shoreline Master Park, and the City of Santa Cruz Downtown Library and Mixed-Use project.

Susan is also the co-author of “Placemaking on a Budget, ” designed as a handbook for communities. Susan was appointed to the California Planning Roundtable in 2012, an organization of experienced planning professionals whose mission is to provide a forum for prominent planners to exercise creativity and leadership. Susan also teaches a graduate course in planning and community engagement at the University of California, Irvine.

Community Outreach & Communication Tools
• Community Design Workshops
• Stakeholder Meetings & Presentations
• Pop-Up Events
• Youth Outreach
• Site Tours
• Online Engagement
• Social Media Posts
• Project Newsletter
• E-Blast Updates
• Fact Sheet
• Website Content
• Press Releases
• Updates for Officials
• Quarterly Updates to Council
• Groundbreakings & Ribbon Cuttings
• Media Coordination
• 24-Hour Hotline During Construction
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5 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Santa Cruz Downtown Library & Mixed-Use Project
Currently serving as the pre-design, design, and construction manager for this project, our team prepared the comprehensive communications plan to assist the City in developing their vision for this incredibly meaningful, and much-needed hybrid facility. We developed the project brand and are preparing communications tools in anticipation of upcoming hands-on workshops and events.

Cupertino Library Expansion
Currently serving as the construction manager for this project, our team prepared a communications plan that aims not only to keep the public up-to-date on progress, but also provide unique opportunities to be more integrally involved, including sharing time lapse videos and organizing site tours. Additionally, we are working with the City and development partners to host an interactive panel for local youth, highlighting the many different careers and jobs that are and have been part of the library project.

Laguna Beach Village Entrance Center
Serving as the pre-design, design, and construction manager, our team focused heavily on providing forums for community input and dialogue into the design of this important civic space.

We organized and facilitated walking workshops, design charrettes and numerous stakeholder meetings to arrive at a final design that the community agreed upon embraced.

Public Outreach Continued...
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6 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Organizational Structure
Our proposed team shares a long history of successful partnerships and is comprised of leading Owner’s Representatives, Program and Construction Managers specializing in the development of leading civic centers and administrative complexes, libraries, community/senior centers, public safety facilities, maintenance/operations yards, parks, and recreation facilities.

The project team will be managed by:
• Roger Torriero, Principal-In-Charge, and Project Executive Jon Hughes, providing oversight to;
• Program Manager Deryl Robinson, who will manage the project from pre-design through completion of the construction phase; • Construction Manager Sally Armanious will be initiated prior to the construction phase to assist Deryl Robinson in bringing the project to successful completion;
• The project team will also be supported by our wealth of internal resources, including;
» Bridging Architect, LPA, led by Jeremy Hart, supported by a team of highly experienced, integrated architects and engineers; » Master Plan Integration Architect, Urban Arena, led by Michael Schrock.
» Susan Harden, Outreach Advocate;
» Dustin Alamo, Pre-Design Manager, to support pre-design efforts as we confirm the site and program and;
» Jay Helekar, Chief Estimator;
Not only have our proposed Griffin Structures team members worked collaboratively to deliver several 21st-century public facilities throughout their careers, but the LPA team, as well as Susan Harden, possess vast experience working with our firm.

With certifications from the Design-Build Institute of America (DBIA), Construction Management Association of America (CCM), and the U.S.

Green Building Council (LEED AP), Griffin Structures employees are professionally trained as Owner’s Representatives, are experienced and highly trained to provide exceptional services to our Clients.

Roger Torriero

Principal-In-Charge
Griffin Structures
Jon Hughes

CCM, DBIA

Project Executive
Griffin Structures
Deryl Robinson

LEED AP

Program Manager
Griffin Structures
LPA, Inc.

Bridging Document Architect
City of Eastvale
Jeremy Hart
AIA, LEED AP BD+C

Project
Architect
LPA Design Studios
Jim Wirick
AIA, LEED AP BD+C

Principal, Studio
Director
LPA Design Studios
LPA Design Studios Support Staff
Larry Chiu | Principal, Studio Director
Rick D’Amato | Design Director, Workplace
Chris Lentz | Interior Design Lead
Danielle Cleveland | Landscape Arch. Lead
Bryan Seamer | Structural Engineering Lead
Erik Ring | MEP Engineering Lead
Kathereen Shinkai | Civil Engineering Lead
Sally Armanious

CCM, DBIA

Construction Manager
Griffin Structures
Susan Harden

LEED AP

Outreach Advocate
Circlepoint
Jay Helekar

LEED AP

Chief Estimator
Griffin Structures
Dustin Alamo

CCM, LEED AP, DRE BROKER

Pre-Design Manager
Griffin Structures
Michael Schrock

RLA, AIA

Master Plan
Integration Architect
Urban Arena
Urban Arena, Inc.

Master Plan Integration Architect
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i | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A “Griffin has served as a valuable partner in
the both the Police Services Headquarters
and El Gabilan Library project, representing
a historic event in our City’s progress toward
a new renaissance era”
- City of Salinas

2. Preliminary Project Approach
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7 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A

2. Preliminary Project Approach
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.

Project Understanding
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 a 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, it embodies it.
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8 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Scope of Services
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.

Program Management
Initial Assessment
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:

Phase I: Initial Investigation
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.

Phase II: Identify Project Objectives
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.

Communication
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).

COUNTY OF ORANGE CIVIC CENTER
*Completed with Griffin & LPA
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9 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Schedule Management
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.

Financial Controls
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.

Stakeholder Engagement
We will begin the process by forming a 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.

Site Due Diligence
On the onset of the project and firm understanding of the selected site, our team will engage in the site due diligence portion of this work which will include, but is not limited to, a boundary and easement survey, topographic survey, geotechnical investigation, Phase 1 ESA, and inquiry as to the environmental clearance requirements for the specific site and availability of utilities.
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10 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Prototype to Permanent: A Modern
Approach to Placemaking
The City should be commended for advancing its vision of the Civic Center to the point that it has, providing prospective developers and designers with much to draw from. Both
the challenge and opportunity presented by this Project are to effectively balance the varied programmatic ideas and opportunities into a cohesive and feasible development plan that can satisfy demonstrated community needs.

Our view is that success will be greatly enhanced by
adopting a “prototype to permanent” approach, i.e. strategic deployment of creative, living laboratories to gauge real demand and viability for the various ideas explored for activating and programming the public spaces. The expanding world of temporary/interim “pop-up” facilities are the built environment’s answer to the need to prototype and test new ideas with the end user, gather feedback/data, and iterate – the key elements of human-centered design or design
thinking as it is often called.

The use of interim placemaking frameworks could occur
during pre-development in parallel with and informing
the planning for permanent facilities, adding energy and excitement to the civic engagement processes. The process leverages and expands upon more traditional (and risky) planning approaches that speculate on how to program
public spaces and provide community serving facilities. Our approach allows for the early activation of the entire Site with an evolving balance of permanent and interim/dynamic facilities.

This proposed evolutionary placemaking framework i.e. HCD approach – from prototype to permanent– is a critical value- added element missing from the City’s process so far, and it can reduce risk and speculation in Project implementation.

It also can enhance the City’s ability to act collaboratively with the community through a robust, active engagement
process that begins to co-create the public spaces with the community in real time, before “putting shovels in the ground.”

It doesn’t take as long as you might think. Activating the site and stress testing ideas would be a core part of the project’s pre-development phase – think “placemaking
festivals” with pop-up vendors as a form of community
development charrettes. The mix of interim facilities and permanent facilities may also prove to be an effective phasing strategy and can elevate the name recognition of the Project throughout the industry and region. In this way, interim uses • catalyze development early in the development process; • are a risk-mitigation strategy to test community service demand before making long-term commitments to
permanent facilities, and;
• can attract private investment in permanent facilities by demonstrating market viability of commercial pop-up
uses.

ACORNS

HEADQUARTERS
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11 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Community Engagement
We look forward to developing a detailed public outreach strategy with the City. Based on current understanding
and best practices within the City, we are considering the following tasks for consideration:

Kick-off Meeting & Public Participation Plan
Development
Our team will participate in a kick-off meeting with staff and key consultant team members to develop and fine-tune the participation approach. A stakeholder analysis will be conducted, outreach methods will be explored, and a schedule will be developed. Along with this information, roles and responsibilities will be identified, and a comprehensive public participation plan will be prepared that includes the tasks below. Additional tasks may be added or interchanged as directed by the City.

Education/Information
In consultation with the City, our team will prepare an FAQ, develop website content, draft language for project background and details, and create information flyers.

Locations beyond the City’s website will be identified to share information (e.g. library, city hall, schools, etc.). During the kick-off meeting, additional opportunities for education and information may be identified.

Interviews/Small Group Meetings
The team will host up to four (4) meetings to explore project priorities and placemaking ideas with key stakeholders
and stakeholder groups. Later, the team will present draft concepts for input at up to four (4) small group meetings.

Community Workshop/Open Houses
The team will host one interactive workshop or open house initially to explore priorities and ideas for the project with a specific emphasis on placemaking. Later in the process, the team will organize and facilitate a workshop/open house to share alternatives and receive feedback.

Elected & Appointed Officials Presentations/Sessions
The team will facilitate one study session or presentation to each of the following political bodies – City Council, Planning Commission, and/or other formal organization to share
refined concepts for the project.

Online Survey
In conjunction with the City, the team will prepare two online surveys for the project. The first will investigate project priorities and ideas while the subsequent survey will share alternatives and ideas for the future. The survey will be available online for up to three weeks at each of the two intervals.

Construction Outreach
Our team is seasoned in construction outreach and
engagement. As desired, this task will be developed and scoped as requested.

COMMUNITY

CHARETTE
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12 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Design Management Approach
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, specifically regarding the development of bridging documents for a Design-Build project. 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 LPA Design Studio, 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.

Conceptual Design
Once the City confirms the exact location within the
Leal Master Plan development, our Team will commence
confirming the programmatic elements identified in the RFP to ensure we have correctly captured the vision of the City.

This will include expanding the programmatic needs for
the library, public safety components, as well as reaffirming the city hall program. Part of this is to ensure the intended program aligns with the City’s available budget, however the other area of interest is to look for solutions for maximizing public and private relationships of space. For instance, contemplating multifunctional uses of the Council Chambers with the community center, and so on.

Following the programmatic refinement efforts, our Team will engage in the conceptual design phase which will be an iterative process to identify a solution which best works for the City of Eastvale and its community. Key to this will be engaging the Stakeholders as well as the Community in a series of focused and intentional envisioning sessions.

To assist with understanding the City’s aesthetic aspirations, Griffin/LPA will provide panels of imagery addressing
architecture, interiors, landscape, maker spaces, libraries, etc.

The Envisioning Sessions will consist of the City Stakeholders providing a green dot/red dot (like/dislike) evaluation.

Incorporating this “visual listening tool” into the process, the Project Team can more accurately calibrate the design aspirations with the fiscal realities. Deliverables shall include:

Architectural Design/Documentation services responding to program requirements and consisting of preparation of:

Conceptual site, floor and roof plans
Preliminary sections and elevations
Preliminary selection of building systems and materials Perspective sketch(es)
Study model(s)

CITY OF YUCAIPA

COMMUNITY

POP-UP EVENT
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13 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Schematic Design
In the Schematic Design Phase, the Design team will utilize the agreed upon conceptual designs as the basis for moving forward.

This phase includes adding engineering to the process
which considers conditions such as site grading and utilities, structural opportunities and constraints, mechanical,
electrical and plumbing (MEP) assumptions, and related
information. Deliverables shall include:

Architectural Design/Documentation services responding to program requirements and consisting of preparation of:

Schematic site, floor and roof plans
Sections and elevations
Refined selection of building systems and materials
Perspective sketch(es)
Study model(s)
Structural Design/Documentation services consisting of
recommendations regarding basic structural materials and systems, analyses and development of conceptual design
solutions for:

A pre-determined structural system
Preliminary foundation plan
Mechanical Design/Documentation services consisting of
consideration of alternate materials, systems and equipment, and development of conceptual design solutions for:

Heating, ventilating and air conditioning
Plumbing
Fire protection (backbone.)
Special mechanical systems
Process systems
General space requirements.

Electrical Design/Documentation services consisting
of consideration of alternate systems, recommendations
regarding basic electrical materials, systems and equipment, analyses, and development of conceptual design solutions for:

Power service and distribution
Lighting
Fire detection and alarms
Security systems
Communication systems
Special electrical systems
Emergency power system
General space requirements
Audio Visual/Broadcast Systems layout
Civil Design/Documentation services consisting of
development of conceptual design solutions for site
components. Off-site, areas outside of the property line, city sidewalks, and areas within the public Right-of-Way are not included. Design solutions will be developed for the following:

On-site utility exhibit
Fire department access exhibit
Drainage systems concept
Conceptual Grading exhibit
Stormwater management requirements
Limits of demolition delineation
Parking lot layout
Off-site work limited to curb cuts and curb returns only 168
14 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Landscape Design/Documentation services consisting of
alternate materials, systems and equipment and development of conceptual design solutions for:

Hardscape areas and materials
Plant palette and tree forms
Planting Plan
Grading
Interior Design/Documentation services consisting of
space allocations and utilization plans based on functional relationships, consideration of alternate materials, systems and equipment and development of conceptual design
solutions for architectural, mechanical, electrical and equipment requirements in order to establish:

Space planning, partition and furnishings’ locations, and furniture and equipment layouts
Material and color selections and coordination
Adaptation of mechanical, electrical and other building systems to meet tenant needs
Materials Research/Specifications service consisting of:

Identification of potential materials, systems and
equipment and their criteria and quality standards
consistent with the conceptual design.

Investigation of availability and suitability of alternative materials, systems and equipment.Summary of Meetings
Four (4) staff meetings
Presentation to Planning Commission
Presentation to City Council
Summary of Deliverables
Schematic Design architectural, interior, structural,
mechanical, plumbing and electrical for the building
Schematic Design for civil engineering, landscape and
electrical site design
Design Development
In the Design Development Phase, LPA shall provide those services designated necessary to prepare from the approved Schematic Design Documents, for approval by City, the
Design Development Documents consisting of drawings and other documents to fix and describe the size and character of the entire Project, including architectural, structural, mechanical and electrical systems, materials and such other elements as may be appropriate. Consideration shall be given to availability of materials, equipment and labor, construction sequencing and scheduling, maintenance requirements and energy conservation. Deliverables shall include:

Architectural Design/Documentation services consisting
of continued development and expansion of architectural Schematic Design Documents to establish the final scope, relationships, forms, size and appearance of the Project through:

Plans, sections and exterior elevations
Typical construction details
Interior elevations
Final materials selections
Equipment layouts
Structural Design/Documentation services consisting
of continued development of the specific basic structural system(s) and Schematic Design Documents in sufficient
details to establish:

Final structural design criteria
Foundation and framing sizes
Lateral load resisting system
Critical coordination clearances
Outline Specifications of materials lists

GRAVEL BED WITH BOULDERS

PROPOSED SIDEWALK
-CONNECT TO EXISTING
(6) OUTER TREES
-DROUGHT TOLERANT SPECIMEN
(2) INTERNAL SPECIMEN TREES
-DROUGHT TOLERANT

SUCCULENT GROUPINGS
-AT 2 INTERNAL CIRCLES

RAISED PLANTER BED

WALKWAY PLANT MATERIAL
-SENSORY DROUGHT TOLERANT GROUPINGS

PARKING LOT
-CONSISTENT PLANT MATERIAL - LOW

MAINTENANCE / DROUGHT TOLERANT

GARDEN BACKGROUND PLANT MATERIAL
-DROUGHT TOLERANT GRASS

WALKWAY PLANT MATERIAL
-SENSORY DROUGHT TOLERANT

GROUPINGS

WALKWAY
-DECOMPOSED GRANITE

OR CONCRETE
Tustin Corporate Yard - Exhibit - Demonstration Garden
DATE: 07/16/15 SCALE: 1/8" = 1'-0"

TREE OPTIONS

SUCCULENT OPTIONS

WALKWAY OPTIONS

DEMONSTRATION GARDEN DESIGN CONCEPT

1. EASY ACCESS AND USE FOR RESIDENCES TO TAKE PART IN SELF-GUIDED TOUR OF

DROUGHT TOLERANT PLANT OPTIONS - FOCUSED ON RESIDENTIAL USE / SCALE

2. CONNECTION OF GARDEN TO CITY OF TUSTIN WEBSITE LANDSCAPE PROGRAM

SUGGESTIONS

3. IMPRESSION ON COMMUNITY - PROMINENT CORNER LOCATION

4. TUSTIN HISTORY WOVEN INTO DESIGN - POTENTIAL FOR SIGNAGE TO ELABORATE -2 RAISED RECTANGULAR PLANTERS AT SUCCULENT MIX - TUSTIN BLIMP HANGERS -GRAVEL BED WITH BOULDERS - SANTA ANA MOUNTAINS IN DISTANCE -3 CIRCLES - AGRICULTURAL HISTORY OF TUSTIN
KEYMAP

REDHILL
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15 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Mechanical Design/Documentation services consisting
of continued development and expansion of mechanical
Schematic Design Documents and development of Outline
Specifications or materials lists to establish:

Approximate equipment sizes and capacities
Preliminary equipment layouts
Required space for equipment
Required chases and clearances
Acoustical and vibration control
Visual impacts
Energy conservation measures
Electrical Design/Documentation services consisting of
continued development and expansion of electrical Schematic Design Documents and development of Outline Specifications or materials lists to establish:

Criteria for lighting, electrical and communications
systems
Approximate sizes and capacities of major components
Preliminary equipment and lighting layouts
Required space for equipment
Required chases and clearances
Update Audio Visual/Broadcast Systems layout and
equipment list
Civil Design/Documentation services consisting of continued development and expansion of civil Schematic Design
Documents and development of Outline Specifications or
materials lists to establish the final scope and preliminary details for the specified areas.

Landscape Design/Documentation services consisting
of continued development and expansion of landscape
Schematic Design Documents and development of Outline
Specifications or materials lists to establish final scope and preliminary details for landscape work.

Interior Design/Documentation services consisting of
continued development and expansion of interior Schematic Design Documents and development of Outline Specifications or materials lists to establish the final scope and preliminary details relative to:

Interior construction of the Project
Special Interior design features
Furniture, furnishings and equipment selections
Materials and finishes and colors
Audio visual system layouts
Materials Research/Specifications consisting of:

Assisting Griffin in preparation of General and
Supplementary Conditions of the Contract for
Construction
Development of Outline Specifications or itemized lists and brief form identification of significant materials, systems and equipment and their criteria and quality standards
Production of design manual including design criteria and Outline Specifications or materials lists
Summary of Meetings:

Four (4) staff meetings

INGLEWOOD EMERGENCY

OPERATION CENTER
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16 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Constructability Review
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.

Preparation and Research
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.

Review and Investigation
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.

Implementation Review
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.

YORBA LINDA LIBRARY
& CULTURAL ARTS CENTER
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17 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Preliminary Regulatory Engagement
The legal process of obtaining agency approvals for
development plans is often complicated, time-consuming, and expensive. But our team is here to make it easier. We work closely with the required agencies having jurisdiction over your project to secure all necessary permits and approvals.

We coordinate with local utility companies and the State to obtain Will-serve letters available energy efficiency credits, grants, and funding. Finally, we help prepare all application paperwork for submission and actively monitor the review and approval process. These efforts are led by our team’s dedicated Entitlements Coordinator, whose sole responsibility is to facilitate the approval process for your project.

We help you navigate the discretionary review and approval process, helping you navigate the discretionary review and approval process, ensuring it runs smoothly and that all approvals are expeditiously secured. We do this by:
a. Involving all relevant governmental agencies early in the schematic design phase, prior to submittal for
discretionary review.
b. Discussing project goals and requirements, identify and resolve potential conflicts, and map out a schedule and course for the review and approval process.
c. Encouraging communication and collaboration
between you, the Client, the design team, and the
pertinent regulatory agencies. This promotes trust,
familiarity, and a sense of authorship at the agency
level, which can lead to quicker review and approval
times.
d. Coordinating with key staff and consultants to ensure we meet or beat the established discretionary approval
schedule. Our team’s streamlined workflow system
enables us to track and share information with all
necessary parties and better your project’s review
process.
e. Maintaining a consistent presence at the planning and building departments within the various jurisdictions
for your project. This facilitates an open dialogue
between regulatory staff and the design team and helps
us stay on top of discretionary review deadlines.

Design-Build Entity (DBE) Contractor
Prequalification
Concurrent with the bridging documents’ development,
we would recommend the City perform a rigorous Design-
Build (DB) Contractor prequalification effort. A good DB Contractor is essential to a successful project, so long as it is performed and executed a careful and experienced
manner. To that end, 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 facilities, many of which are recommended by local municipalities.

DBE Bidding
Once the bridging documents are complete and a prequalified list of Design-Build 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.

With a Design-Build entity on board, Griffin would meet with the selected DBE firm, evaluate the Bridging documents, evaluate the facility’s design’s expectations, and orient the DBE to move forward expeditiously.
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18 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A DBE Design Management
Essential to successful Design-Build delivery is the proper oversight of the DBE’s project design. Griffin Structures will work diligently to manage this process to ensure the finished design meets the parameters described in the Bridging
Documents.

This will be achieved through regular design meetings, which Griffin will chair. These meetings will track the design’s progress, address critical issues and challenges to the design, and involve a robust analysis to ensure the project maintains its original intent.

DBE Schedule Oversight
One key aspect of this effort will be to ensure the project schedule is maintained. To do so, Griffin will oversee the DBE entity’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 DBE 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.

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 DBE fall behind. As described above, the City and project suffer when the DBE 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.

DBE Financial Controls
Another critical aspect to the success of any project,
specifically Design-Build projects, is the effective management of financial controls. Griffin has extensive experience in financial controls and is uniquely qualified in employing those controls, specifically in the execution of Design-Build projects.

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 DBE’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.

HESPERIA CIVIC CENTER & COUNTY

OF SAN BERNARDINO HIGH DESERT

GOVERNMENT CENTER
*Completed with Griffin & LPA
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19 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A DBE Change Controls
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:
a. 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 Bridging Documents and an understanding of
the initial program that was provided to the DBE. We
will provide insight during the Bridging Documents’
final development and 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.
b. 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.
c. 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.
d. Finally, any change that is officially recognized will undergo 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 based on industry
trends.

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.

WESTMINSTER POLICE

DEPARTMENT HEADQUARTERS
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20 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Claims + Risk Mitigation
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.

Quality Assurance
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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21 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A OpenSpace
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.

Closeout Phase
Ready for Inspection
Griffin will ensure that the DBE has completed their work in a manner that is satisfactory to meet all necessary conditions for a final inspection.

Punch Walk
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.

Punch List
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.

Closeout Documents
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.

Final Payment
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.

Final Delivery
Once complete, Griffin will deliver all project files, data, As Builts, and documentation to the City for record purposes.

Conclusion
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.

MERCHSOURCE

HEADQUARTERS
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22 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Design Approach
We are committed to making sustainability and building
performance the foundation of every design, regardless
of size, scale, or budget. Over the years, we have built a model for a multi-discipline, research-driven firm, with a collaborative culture focused on analysis and problem-solving energy use, water use, indoor air environments, embodied carbon and improving the experience for the people who use the spaces.

We believe the only way to significantly address the challenges confronting us is to take a holistic, collaborative approach to design, involving engineers, landscape architects and interior designers at the earliest stages of the process. This integrated design process seeks to break down the hierarchy between disciplines and emphasizes the use of actionable research and data developed by our in-house research team, LPAred.

Our work produces measurable results in performance,
healthier environments and facilities that work better for the users. For two years in a row, we were the largest firm in the country to surpass the AIA 2030 Commitment target of reducing energy use in our buildings by more than 70 percent.

We achieve results across a wide variety of typologies and settings, proving that energy efficiency goals can be achieved on a large scale.

We start with simple, cost-effective design strategies. We’ve learned that achieving results means working for the extra few percentage points. We continually track and share our results, good or bad. On every LPA project, program, schedule, and budget requirements are evaluated throughout the design process. On our projects, we track goals in four key areas of sustainability:

Reduce the Project Footprint
Performance goals include reductions in predicted
energy use, water use, carbon emissions, stormwater
management, and other quantifiable sustainability metrics.

Elevate the Spirit
Experience goals identify qualitative project strategies that will enhance the project, such as integrating curriculum, providing site amenities, promoting wayfinding,
incorporating art, and integrating technology.

Enhance Mental + Physical Fitness
Wellness goals improve the physical environment and
support user wellbeing, including designing for daylighting, light quality, views, indoor air quality, active site design, and access to nature.

Build Strong Communities
Community goals support our clients’ values and the
broader neighborhood and region, such as providing
joint use amenities, site lighting for safety, design for accessibility, and stakeholder engagement.

These goals centered on Project Performance, Human
Experience, Wellness of the Users, and Giving back to the Community will be the foundation that the design of the Eastvale Civic Center is built upon, and we will embed these goals into the DNA of the project and the Bridging Documents to ensure that the next phase of your project is successful.

PACIFIC DENTAL

HEADQUARTERS
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23 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A City Hall Design
We approach each design project as a special opportunity to create spaces that work better, do more with less and improve the lives of those who use them. Our in-house team of architects, designers and engineers collaborate closely with you and your team to deliver unique solutions that reflect your people, mission and culture.

Fundamentally the design of a city hall is to function as the office for the administration of City functions. To inform our design process, we rely on the experience drawn from the work we develop for the private sector. We have created hundreds of corporate environments across many industries, with projects ranging in size from 2,000 to over 800,000 square feet. We’ve designed and implemented creative
workplace concepts for companies including Mazda, Pacific Dental Services, Asics and Western Digital, to name a few.

We start by conducting a Workplace Evaluation Process that includes interactive workshops with your senior management and key department representatives to define the current work styles used within your City. We follow up with a job shadowing process that helps us visually understand the workflow and observe how your employees currently use the space. The process culminates with a senior management
meeting, in which we present our findings, along with
recommendations to better support your culture, brand and objectives.

We use a variety of activities and techniques to encourage your active participation at the visioning stage. The goal is to generate ideas, concepts, and direction to be incorporated into the design. As part of our envisioning process, LPA conducts an interactive “Visual Listening” session, in which we work with you to define your company’s organization and culture. The result is a functional and aesthetic roadmap for the space that uniquely embodies your corporate identity and workplace needs.

We provide macro-level programming validation that enables us to understand your process, people and space needs better.

The result of this discovery allows us to define your needs in a quantitative format. However, the numbers only tell half the story. We also delve into the qualitative factors that support your teams and aid the dynamic nature of your process.

We aim to create unique, productive corporate environments that tell your brand story in a bold new way while supporting established workplace guidelines. We make it a priority to design spaces that build community, foster collaboration, and promote greater interaction between different teams and work styles. We understand the need for flexible
workplace solutions that support ever-changing technology and emerging work styles. Our designs are meant to evolve alongside your organization.

Finally, change, in the form of a new workplace environment, often requires adjustments from its users. LPA will support your organization through the transition, helping those who work there understand and embrace the changes in their
environment. By facilitating interactive presentations, we engage staff and key stakeholders, while building excitement and buzz over the new design.

COUNTY OF ORANGE

CIVIC CENTER
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24 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Library Design
The modern library is no longer an island, isolated from the other services provided in the community. Around the country, libraries are already operating more like community centers, hosting a wide range of services and activities. The next generation of library will play different roles, connecting with young and old. Your library can be the centerpiece of building a community.

Designed in the past as standalone buildings surrounded by a sea of parking, libraries are often developed these days as part of an array of community resources. Every element of a library, from the building’s structure on down to flexibility, recognizing the shifting demands on the library. We don’t design based on how a library has worked in the past, we think in terms of flexibility and adaptability over time.”
Flexibility and adaptability are key elements of any campus library. Open layouts, moveable book stacks, scalable
furniture, operable walls, after-school care, and self-service check-out are all increasingly common attributes of libraries.

The capacity to convert library space into an auditorium for 200 people or serve as a venue for a digital conference are real possibilities to explore. Activated outdoor spaces are essential to expanding functionality and program.

Police Station Design
Police stations are designed with a focus on safety and security. This often has been interrupted as predominately windowless building with little thought given to t how the community interfaces with police officers. Fundamentally, a public safety facility must be design first and foremost as a secure facility to handle the compels tasks of law enforcement with stringent requirements for access and ability to respond to a wide array of threats and disasters.

The challenge is to create a hardened facility that is
welcoming to the public, without interfering with the primary tasks of law enforcement. Modern police stations have
very specialized components, yet success today requires balancing those unique needs with the realities of community expectations.

The design of a public safety facility can change the public perception of the police department. A public safety facility can support a wide variety of public tasks, from providing a secure area for child custody transfers to a safe space for people to exchange goods purchased online.

On a more fundamental level, facilities of the future need to address the larger issues of law enforcement. Departments are increasingly challenged to attract and retain top officers.

Training and healthier work environments are essential
to help prevent incidents that are inflaming divides in communities.

Elements of “Spirit” and “Philosophy” are important to foster as we look to portray strength and courage balanced with gentleness and temperance of wisdom. Modern police station design should support the officers who work there while embracing the community with shared amenities.

POLICE SERVICES OF

SALINAS
*Completed with Griffin & LPA
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25 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Fire Station Design
It’s time to rethink how and why fire stations are built and function. New designs recast the role of a fire station within the community, expanding beyond their public safety role. A holistic design approach can address many community goals, in addition to the efficiency and effectives of the public safety tasks. Choices on structure design, living facilities, turn out spaces and technology can extend the value and life of facility, and address the health and wellness of the firefighters. A modular design philosophy, exploring every aspect of the design, allows development of facility that can serve different needs.

New design ideas and approaches offer fire stations more of a community presence than traditional facilities. Creative landscaping, open facades, and additional spaces that can double as meeting rooms or voting centers help stations play a more regular and varied part of citizens’ lives.

Impactful fire stations have a certain openness. There’s a lot of City pride in these spaces. Changing the programming to allow for a more front-and-center approach to the street can make residents more comfortable with a facility and change perceptions, as well as expanding the functionality.

The community inside these buildings also needs attention.

The living space of traditional fire stations leaned toward dorm-esque layouts, with a shared common area, gym-like showers and a level of privacy that recalled barracks more than home. In addition to symbolizing the changing needs of a community, and the role such a structure can play, the design of these interiors also needs to modernize to reflect our more inclusive community.

New stations boast improved kitchens, personal rooms/
sleeping quarters, single occupant-gender neutral shower and restroom compartments, and ADA-compliant facilities.

The inner workings of a station are not all that’s changing. A forward-thinking framework and interior design can make a station more efficient, adaptable, and ultimately more affordable. New building methods, specifically pre-engineered metal building (PEMB) structural frames, primarily made of steel, can make these structures more durable and dynamic, able to be quickly reoriented or expanded at a time of rapid technological change.

BUENA PARK FIRE STATION NO.61
*Completed with Griffin & LPA
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26 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Resiliency
Designing for disasters is not simply about survival. Smart design can make recover easier and extend the life of your building. Resiliency is about more than surviving a disaster, it is about what happens to your building after the disaster passes. LPA’s approach to resilient design looks at how long does it take you to get back to business. While the building codes focus on life safety, we want to make your buildings usable to your community after a disaster. With seismic activity a constant concern and climate change increasingly bringing unpredictable and more destructive weather-related disruption, well-researched building design strategies must force us to go beyond code and aim for true resilience.

The services you provide to your community are essential in a time of need. LPA’s focuses on how communities can recover more quickly after an event. This is accomplished by offering clients a way of delivering better-performing buildings, longer-life projects, and taking a long-term view toward the maintenance and care of their buildings. The science of seismic engineering allows to better predict building performance with an outlook on safety, downtime, and repair costs.

Comprehensive resiliency design also includes considerations of climate change, which in many cases means a focus on preventing and coping with the effects of flooding. LPA addresses these concerns through smart planning of building program. By elevating critical infrastructure, including back- up generators and vital services on a second floor, or raising them out of the flood zone, LPA can mitigate downtime.

Building materials also come into play. Exterior walls that can withstand high-speed projectiles during sustained high-wind events can be essential to the safety of building occupants.

Back-up power systems can be another critical way to
sustain the effects of a disaster. Traditional emergency power systems have relied on diesel generators for back-up. These require monthly testing and will only last as long as the fuel tank supporting them. Micro-grid solutions can provide
a sustainable and reliable emergency power solution. An islandable solar array supported with battery back-up means that you can remain operational even when the power is out for sustained periods of time.

The implementation of resilient strategies into a project is second nature for LPA and team. As an integrated partnership, we believe that it is necessary to involve experts from every discipline at the very earliest stages of design to ensure that every opportunity is found the increase efficiency and link to the natural environment. Our process is most successful when we make sustainable resilient design a part of the overall project process. Good design and resilient design are not independent of each other. All good design has hallmarks of resilient strategies.

As the design process continues, we model the impact of different design elements, using research to guide our work.

We will validate results and seek new ideas at every step. We will look for ways to conserve and create efficiencies. We will model lifecycle and economic costs for analysis to aid you in making informed decisions.

VISALIA EMERGENCY

COMMUNICATIONS CENTER
*Completed with Griffin & LPA
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27 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Building Community Consensus
LPA believes that an integrated, client-centered approach leads to more successful outcomes. When it comes to
designing civic places and spaces, that means considering the needs and values of the community. LPA’s process for community outreach and engagement is all about building consensus with you and your community. Our approach is:

Collaborative
We invite meaningful participation from Eastvale’s diverse stakeholders, residents, and special interest groups. This input helps us establish program principles and goals that reflect your community’s history, culture, and shared vision.

Data Driven
We leverage the best available data and research to create projects that deliver greater value at a lower cost. We gain further insights by documenting, collecting, and analyzing data specific to your program and your community.

Innovative
We are committed to pushing boundaries, embracing new
ideas and challenging the status quo. We’re always looking for new ways to innovate and problem solve. We bring
that resourcefulness and creativity to each community
engagement to nimbly build consensus amongst all parties.

Transparent
Your project will impact the lives of those who live there.

We believe in being open, inclusive, and fully transparent throughout the planning process. We invite dialogue and communicate outcomes, not just with the stakeholders, but with the greater community.

Forward Looking
We believe in being good stewards of Eastvale’s resources and assets. When planning, we look for sustainable solutions and recommendations that represent the best value for you and local community stakeholders.

We also believe that civic projects benefit when people in the community are engaged and involved in the design.

That’s why we incorporate Community Workshops into
most project assignments. We conduct our Workshops in
close coordination with you, our client, to ensure that your objectives are met. The primary Workshop goal is to elicit ideas and solutions, identify public concerns and encourage creative input from the community.

LPA’s Community Workshop Process
A properly designed Workshop program provides both you
and your community with opportunities for participation, review, and feedback at all appropriate stages in the planning process. Our methodology is designed to arrive at an
understanding of the community’s needs and ideas, gather all pertinent facts, analyze the information, develop the best opportunities, and select the most viable solutions for your project.

We look forward to refining this process with you and your staff to most effectively achieve Eastvale’s objectives. 182
28 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Schedule

NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC PPHHAASSEE 11:: PPRREE--DDEESSIIGGNN
Site Option Selection & Feasibility Analysis
Council Approval of Site Selection
PPHHAASSEE 22:: BBRRIIDDGGIINNGG DDOOCCUUMMEENNTTSS AANNDD DDBBEE SSEELLEECCTTIIOONN Community Outreach
Schematic Design
City Review & Approval
Entitlement & CEQA
Design Development
City Review & Approval
DBE Procurement
PPHHAASSEE 33:: DDBBEE DDEESSIIGGNN && PPEERRMMIITTTTIINNGG Construction Documents
Permitting
PPHHAASSEE 44:: CCOONNSSTTRRUUCCTTIIOONN AANNDD CCLLOOSSEEOOUUTT City Hall Construction
Library/Sr. Center Construction
Police Station Construction
Fire Station Construction
Move In and Closeout
Principal-In-Charge - Roger Torriero 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 Project Executive - Jon Hughes 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 Program Manager - Deryl Robinson 45 45 45 45 65 65 65 65 65 65 65 65 65 65 65 65 65 65 65 65 65 104 104 104 104 104 Construction Manager - Sally Armanious 10 40 40 40 172 172 172 172 172 172 Pre-Design Manager -Dustin Alamo 100 100 100 20 20 20
Estimating - Jay Helekar 40 100 100
Principal-In-Charge - Roger Torriero 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ Project Executive - Jon Hughes 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ Program Manager - Deryl Robinson 9,900$ 9,900$ 9,900$ 9,900$ 14,300$ 14,300$ 14,300$ 14,300$ 14,300$ 14,300$ 14,300$ 14,300$ 14,300$ 14,300$ 14,300$ 14,300$ 14,300$ 14,300$ 14,300$ 14,300$ 14,300$ 22,880$ 22,880$ 22,880$ 22,880$ 22,880$ Construction Manager - Sally Armanious 1,950$ -$ -$ -$ -$ -$ -$ 7,800$ -$ -$ -$ 7,800$ -$ -$ -$ -$ -$ -$ -$ 7,800$ 33,540$ 33,540$ 33,540$ 33,540$ 33,540$ 33,540$ Program Specialist -Dustin Alamo 18,500$ 18,500$ 18,500$ -$ -$ -$ -$ 3,700$ -$ -$ -$ 3,700$ -$ -$ -$ -$ -$ -$ -$ 3,700$ -$ -$ -$ -$ -$ -$ Estimating - Jay Helekar -$ -$ -$ 7,400$ -$ -$ -$ 18,500$ -$ -$ -$ 18,500$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 3322,,660000$$ 3300,,665500$$ 3300,,665500$$ 1199,,555500$$ 1166,,555500$$ 1166,,555500$$ 1166,,555500$$ 4466,,555500$$ 1166,,555500$$ 1166,,555500$$ 1166,,555500$$ 4466,,555500$$ 1166,,555500$$ 1166,,555500$$ 1166,,555500$$ 1166,,555500$$ 1166,,555500$$ 1166,,555500$$ 1166,,555500$$ 2288,,005500$$ 5500,,009900$$ 5588,,667700$$ 5588,,667700$$ 5588,,667700$$ 5588,,667700$$ 5588,,667700$$

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC PPHHAASSEE 11:: PPRREE--DDEESSIIGGNN
Site Option Selection & Feasibility Analysis
Council Approval of Site Selection
PPHHAASSEE 22:: BBRRIIDDGGIINNGG DDOOCCUUMMEENNTTSS AANNDD DDBBEE SSEELLEECCTTIIOONN Community Outreach
Schematic Design
City Review & Approval
Entitlement & CEQA
Design Development
City Review & Approval
DBE Procurement
PPHHAASSEE 33:: DDBBEE DDEESSIIGGNN && PPEERRMMIITTTTIINNGG Construction Documents
City Review & Permitting
PPHHAASSEE 44:: CCOONNSSTTRRUUCCTTIIOONN AANNDD CCLLOOSSEEOOUUTT City Hall Construction
Library & Sr. Center Construction
Police Station Construction
Fire Station Construction
Move In and Closeout
Principal-In-Charge - Roger Torriero 8 8 8 8 8 8 8 8 8 8 8 8 8 8 8 332288 Project Executive - Jon Hughes 10 10 10 10 10 10 10 10 10 10 10 10 10 10 10 441100 Program Manager - Deryl Robinson 104 104 104 104 104 104 104 104 104 104 104 104 104 104 104 33,,336655 Construction Manager - Sally Armanious 172 172 172 172 172 172 172 172 172 172 172 172 172 172 172 33,,774422 Program Specialist -Dustin Alamo 336600
Estimating - Jay Helekar 224400
Principal-In-Charge - Roger Torriero 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ 2,200$ -$ -$ -$ -$ -$ -$ -$ -$ -$ NNOO CCHHAARRGGEE Project Executive - Jon Hughes 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ 2,250$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 9922,,225500 Program Manager - Deryl Robinson 22,880$ 22,880$ 22,880$ 22,880$ 22,880$ 22,880$ 22,880$ 22,880$ 22,880$ 22,880$ 22,880$ 22,880$ 22,880$ 22,880$ 22,880$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 774400,,330000 Construction Manager - Sally Armanious 33,540$ 33,540$ 33,540$ 33,540$ 33,540$ 33,540$ 33,540$ 33,540$ 33,540$ 33,540$ 33,540$ 33,540$ 33,540$ 33,540$ 33,540$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 772299,,669900 Program Specialist -Dustin Alamo -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 6666,,660000 Estimating - Jay Helekar -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ -$ 4444,,440000 5588,,667700$$ 5588,,667700$$ 5588,,667700$$ 5588,,667700$$ 5588,,667700$$ 5588,,667700$$ 5588,,667700$$ 5588,,667700$$ 5588,,667700$$ 5588,,667700$$ 5588,,667700$$ 5588,,667700$$ 5588,,667700$$ 5588,,667700$$ 5588,,667700$$ --$$ --$$ --$$ --$$ --$$ --$$ --$$ --$$ --$$ 11,,667733,,224400

MONTHLY STAFFING HOURS
PROJECT PHASE 22002222

MONTHLY STAFFING HOURS
22002233
22002244PROJECT PHASE
22002211
22002255

MONTHLY STAFFING HOURS
PROJECT PHASE 22002222

MONTHLY STAFFING HOURS
22002233
22002244PROJECT PHASE
22002211
22002255
183
i | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A “The Griffin Structures team created a
masterful plan. We needed cost efficient
buildings. Security is paramount for the
employees and this project is designed
through technology. The cost savings are
truly tremendous through the efficiency
and design.”
- County of Orange

3. Project Experience & References
184
29 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A

3. Project Experience & References
C I V I C C E N T E R S + A D M I N I S T R A T I O N

WATSONVILLE

CIVIC CENTER COUNTY OF ORANGE

CIVIC CENTER
*Ongoing with Griffin & LPA

LA CANADA FLINTRIDGE CITY HALL

COUNTY OF ORANGE

CIVIC CENTER
*Completed with Griffin & LPA

HESPERIA CIVIC CENTER, COUNTY OF

SAN BERNARDINO HIGH

DESERT GOVERNMENT CENTER, & PUBLIC

SAFETY OPERATIONS CENTER
*Completed with Griffin & LPA

HESPERIA CIVIC CENTER, COUNTY OF

SAN BERNARDINO HIGH

DESERT GOVERNMENT CENTER, & PUBLIC

SAFETY OPERATIONS CENTER
*Completed with Griffin & LPA
185
30 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Griffin Structures is serving as the Owner’s Representative and Program Managers with LPA, the Bridging Architect, and all required consultants managed by (and under contract to) Griffin Structures.

County of Orange
Civic Center
Santa Ana, CA
The County of Orange, Griffin Structures,
Swinerton Builders, LPA, and associated
project team members celebrated the
ribbon cutting of the County of Orange’s
Administration South building in 2020.

Building 16 is the first phase of a 20-year
civic center master plan intended to
improve the county’s operational efficiency
by unifying departments in a central, all-
service facility.

The $166M LEED Silver Administration
South building includes a 250,000 SF,
six-story office tower over two levels of
underground parking, plus a freestanding
7,200 SF conference center. The building is
designed to exceed AIA’s 2030 Commitment
to reduce net energy consumption by 70
percent.

July 2021, the team celebrated the topping
out of the $180M Administration North and
sister building to the recently completed
Administration South.

This Public-Private Partnership (P3) project
encompasses over 500,000 SF and once
completed, will mark the completion of the
County’s new state-of-the-art synergistic
civic center campus serving the Orange
County community.

Priority Performance Project
This project received the following
awards:

LEED Silver
Sustainable Design Award
APWA Regional Project of the Year
PCI Sustainable Design Award
Value + Size
$346M, 500,000 SF
Start + Completion Date
2016 - 2022
Firm Role
Griffin: Developer, OR/PM
LPA: Architect
Client + Contact
County of Orange
Frank Kim, County CEO
(714) 834-4304
[email protected]

Mat Miller
Chief Real Estate Officer
(714) 834-2345
[email protected]
Relevancy
Civic Center; Griffin & LPA
Project; Public, High-Profile
Project; Placemaking Design
Key Staff
Roger Torriero, Jon Hughes,
Deryl Robinson, Dustin Alamo,
Jay Helekar, and LPA Staff
186
31 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Griffin Structures served as the Owner’s Representative and Program Managers with LPA, the Bridging Architect, and all required consultants managed by (and under contract to) Griffin Structures.

Hesperia Civic Center & County of San
Bernardino High Desert Government Center
Hesperia, CA
This project included development of a new
Civic Center featuring a City Hall, Library,
Police Department, and Civic Park in an
integrated plaza.

This campus also included a partnership
with San Bernardino County including
the development of the High Desert
Government Center as well as its High
Desert Public Safety Operations Center
(PSOC). The 66,800 SF two-story
County building houses multiple county
departments.

Features within the Public Safety
Operations Center include a Sheriff
and County Fire Department dispatch
system, a state-of-the-art voice and data
infrastructure, non-critical functions
of training and administrative areas, a
kitchen, and restroom and locker areas with
showers.

Priority Performance Project
This project received the following
awards:

LEED Gold
Gold Nugget Award
APWA Award
Value + Size
$72M, 182,500 SF
Start + Completion Date
2005 - 2013
Firm Role
Griffin: OR/PM
LPA: Architect
Client + Contact
Terry Thompson, SB Director
of Real Estate
(909) 387-5282
terry.thompson@res.
sbcounty.gov
Michael Podegracz, Retired
Hesperia City Manager
(949) 421-8447
mikepodegracz@
caaprofessionals.com
Relevancy
Civic Center; Griffin & LPA
Project; Public, High-Profile
Project; Police Station;
Library; City Hall; EOC
Key Staff
Roger Torriero, Jon Hughes,
Dustin Alamo, Jay Helekar,
and LPA Staff
187
32 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Griffin Structures served as the Owner’s Representative and Program Managers with LPA, the Bridging Architect, and all required consultants managed by (and under contract to) Griffin Structures.

Watsonville
Civic Center
Watsonville, CA
Griffin provided OR/PM services for the
Watsonville Civic Plaza project. The four-
story downtown government complex
consisted of approximately 200,000 SF
with the City Main Library on the first
and second floors, the County Courts on
the third floor, and City Hall on the fourth
floor of the building. The library occupies
approximately 42,000 SF.

Also included as part of the project is an
appurtenant 500 stall mixed-use parking
structure with integrated access from
various levels corresponding functions
within the government building. This
mixed-used structure served the main
library, the County courts, and the City Hall.

The parking structure was delivered first,
on time and under budget, in order to
satisfy the requirements of transportation
grant funding. The entire project was also
completed on schedule and under budget.

Priority Performance Project
Value + Size
$60.3M, 200,000 SF
Start + Completion Date
2008 - 2011
Firm Role
Griffin: OR/PM
LPA: Architect
Client + Contact
Jan Davison
Former Watsonville
Redevelopment Director
(831) 588-5832
[email protected]
Relevancy
Civic Center; Griffin & LPA
Project; Public, High-Profile
Project; Placemaking Design;
Library; City Hall
Key Staff
Roger Torriero, Jon Hughes,
Dustin Alamo, Jay Helekar,
and LPA Staff
188
33 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Leal Property
Eastvale, CA
This property is one of the major underdeveloped pieces of land in the city of Eastvale. Urban Arena has been working with The New Home Company as the master planner to bring a new and exciting mixed-use development to this area. It will include a major downtown with a brand new civic center, library, hotel/resort, retail, shopping, apartments, and more. The downtown will create a sense of community for residence by having recreational uses, farmers markets, special events, and much more. The community will be pedestrian friendly with trails, parks and active connectivity throughout. A multitude of different architectural products spanning from single family to multifamily making this a place for everyone.

Value + Size
$1.75B
Start + Completion Date
2021 - Ongoing
Firm Role
Urban Arena: Master Planning
Architect
Client + Contact
City of Eastvale
Bryan Jones
City Manager
(951) 703-4411
[email protected]
Key Staff
Urban Arena Staff
C I V I C C E N T E R S + A D M I N I S T R A T I O N Eastvale Civic Center
Eastvale, CA
Urban Arena was brought in by the City of Eastvale to re-envision their city hall. Currently Urban Arena is working with each and every staff member to create a floor plan to encompass everything on their wish list. The spaces include private offices for individuals or small teams, as well as functional conference rooms and common areas to collaborate, unwind, or refresh.

Value + Size
$35M
Start + Completion Date
2021 - Ongoing
Firm Role
Urban Arena: Space Planning
Client + Contact
City of Eastvale
Bryan Jones
City Manager
(951) 703-4411
[email protected]
Key Staff
Urban Arena Staff
189
34 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A West Hollywood City Hall
West Hollywood, CA
Griffin Structures originally worked with the City of West Hollywood to redevelop an aging commercial building into a new City Hall and state-of-the-art Emergency Operations Center.

The turn-key project was delivered move-in ready to serve West Hollywood residents and businesses, through a Public-Private-Partnership (“P3”).

Griffin Structures was selected to serve as the Owner’s Representative for the City Hall’s renovation, which we managed the original construction of. The scope of work includes updating the lobby along with several other improvements.

Value + Size
$10M, 36,000 SF
Start + Completion Date
2018 - 2020
Firm Role
Griffin: OR/PM
Client + Contact
City of West Hollywood
Joan English
Retired Director of
Transportation
(310) 413-3302
Key Staff
Roger Torriero, Jon Hughes,
Deryl Robinson, Dustin Alamo,
and Jay Helekar
SchoolsFirst Federal Credit Union Headquarters
Tustin, CA
Griffin Structures served as the Program and Construction Manager and Owner’s Representative for this $127M project. SchoolsFirst Federal Credit Union, the largest credit union in California, is building a sizeable corporate headquarters facility in Tustin. The new three- story building encompasses 185,000 SF on a five-acre, corner parcel that includes a 1,000-car parking structure.

Value + Size
$127M, 185,000 SF
Start + Completion Date
2018 - 2021
Firm Role
Griffin: OR/PM
Client + Contact
SchoolsFirst
Christina Quintero
Vice President of Real Estate
(714) 258-4000 x 8565
CQuintero@schoolsfirstfcu.
org
Key Staff
Roger Torriero, Jon Hughes,
Deryl Robinson, Dustin Alamo,
and Jay Helekar
C I V I C C E N T E R S + A D M I N I S T R A T I O N 190
35 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Chino Hills Government Center
Chino Hills, CA
Part of a mixed-use, master-planned community, the Chino Hills Government Center was designed to be the heart of the city. The center consists of a 56,000 SF city hall, a 28,000 SF library, a 30,000 SF sheriff’s facility and a 15,000 SF fire department. Each building is anchored by extra-thick accent walls clad in natural stone. The rough-hewn material relates to the rugged hills that form a backdrop to the site. Four columns support a massive “floating” roof; a breezeway connects entries between the city hall and library. The breezeway shades lobbies and also frames views to the freestanding fire station on the opposite side of plaza.

La Cañada Flintridge City Hall
La Cañada Flintridge, CA
Griffin was selected as the OR/PM to manage the design and construction of La Cañada Flintridge’s New City Hall. Upon our hiring, it became apparent that a space assessment was required to assist the City in assessing its current space needs, and its future needs for growth.

Griffin Structures managed this process and led the project to timely delivery on budget.

Value + Size
$7M, 28,000 SF
Start + Completion Date
2018 - 2019
Firm Role
Griffin: OR/PM
Client + Contact
City of La Cañada Flintridge
Mark Alexander
City Manager
(818) 790-8880
[email protected]
Key Staff
Roger Torriero, Jon Hughes,
Deryl Robinson, Dustin Alamo,
and Jay Helekar
Value + Size
$52M, 129,000 SF
Start + Completion Date
2004 - 2009
Firm Role
LPA: Architect
Client + Contact
City of Chino Hills
Mike Barnum, Vice President
Barnhart, Inc
[email protected]
(858) 228 - 7889
Key Staff
LPA Staff
C I V I C C E N T E R S + A D M I N I S T R A T I O N 191
36 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Diamond Bar City Hall
Chino Hills, CA
The City of Diamond Bar purchased a vacated, yet relatively new two-story, 38,000 SF office building near their leased City Hall. The goal was to enhance the building in order to have City administrative offices upstairs with a County of Los Angeles Library downstairs and selected LPA to oversee the design. The program includes reference, community room, children’s library and group study rooms, as well as the required support office, break room, Information Technology space and storage areas. One of the highlights of the experience is an enchanting outdoor reading garden with a pleasant fountain and a trellis overhead.

Value + Size
38,000 SF
Start + Completion Date
2010 - 2012
Firm Role
LPA: Architect
Client + Contact
City of Diamond Bar
David Doyle, Former Assistant
City Manager
(949) 425 - 2527
city-manager@
cityofalisoviejo.com
Key Staff
LPA Staff
Laguna Niguel City Hall
Laguna Niguel, CA
This two-story, 40,000 SF building sits on a prominent site in one of the City’s town centers.

The basic themes of Mission-style architecture are captured in the thickened, buff-colored plaster walls, rhythmic arches and red-tiled roofs. The arcade pulls away from the building, the original bell tower has become a 65-foot clock tower, and patterned concrete pavers mark the entry to the glazed lobby. Program spaces include City Council chambers, a multipurpose room, City staff offices as well as administrative space for the Sheriff’s Department and Chamber of Commerce. The project also includes an outdoor amphitheater and a lobby that displays the history of Laguna Niguel.

Value + Size
$18M, 40,000 SF
Start + Completion Date
2009 - 2011
Firm Role
LPA: Architect
Client + Contact
City of Laguna Niguel
Dan Fox
Assistant City Manager
(949) 362-4313
[email protected]
Key Staff
LPA Staff
C I V I C C E N T E R S + A D M I N I S T R A T I O N 192
37 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A L I B R A R I E S + C O M M U N I T Y C E N T E R S

YORBA LINDA LIBRARY
& CULTURAL ARTS CENTER

YORBA LINDA LIBRARY & CULTURAL ARTS CENTER

QUARTZ HILL LIBRARY

TUSTIN MAIN LIBRARY
*Completed by Deryl Robinson

SALINAS EL GABILAN

BRANCH LIBRARY

CARLSBAD PINE AVENUE

COMMUNITY CENTER
193
38 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A This project was completed $2M under budget with savings realized within the project contingency, information systems, furniture, fixtures, and equipment.

Yorba Linda Library
& Cultural Arts Center
Yorba Linda, CA
Griffin served as the Construction Manager
for a new two-story 45,000 SF library and
13,500 SF arts center. Library features
include expanded collections areas;
dedicated spaces for story time, teens and
tweens; a secure outdoor children’s area;
small group study rooms; a community
room and flexible classroom space; Friends
of the Library book store; and improved
technology features.

The Cultural Arts Center includes a flexible
250-seat black box theater with state-
of-the-art sound system, art and dance
studios, and gallery display space.

The campus-like environment features a
central paseo between the two structures,
dedicated outdoor plazas, and a great
lawn providing space for additional
programming. Designs for the 4.7-acre
site include drop-off areas, access for
specialized backstage theater equipment,
a 234-space parking area, on-site runoff
capture, and native and drought-tolerant
landscaping.

Priority Performance Project
This project received the following
awards:

ASCE Outstanding Community
Improvement Award
ENR Award, Cultural + Worship
Value + Size
$52M, 58,500 SF
Start + Completion Date
2016 - 2021
Firm Role
Griffin: OR/PM
LPA: Architect
Client + Contact
City of Yorba Linda
Carrie Lixey
Library Director
(714) 777-2466
[email protected]
Relevancy
Library; Public, High-Profile
Project; Multi-generational
Community Center Elements
Key Staff
Roger Torriero, Jon Hughes,
Dustin Alamo, Susan Harden,
Jay Helekar, and LPA Staff
L I B R A R I E S +

C O M M U N I T Y C E N T E R S
194
39 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A “Griffin provided an atmosphere of tight collaboration with the Architect and the General Contractor on the project to deliver the project on time and budget.”
- The City of Half Moon Bay
Half Moon
Bay Library
Half Moon Bay, CA
Griffin provided OR/PM services for a much
needed new library in the City of Half Moon
Bay. The project entails demolition of the
existing 7,825 SF library and construction of
a new 22,000 SF library.

Planning for the new library involved
extensive community engagement and
outreach. The contemporary design
includes a lobby, children’s area, study, teen
and literacy areas, as well as a roof deck,
courtyard and atrium.

The new Half Moon Bay Library project was
funded by the City of Half Moon Bay, the
County of San Mateo, and the San Mateo
County Library Joint Powers Authority,
who will service the San Mateo Coastside
communities and is the only library serving
a 270 square mile area. This project has
been awarded LEED Platinum status
September 2019.

Priority Performance Project
This project received the following
awards:

LEED Platinum
CMAA Project of the Year
APWA Project of the Year
ALA Building Award
Value + Size
$24M, 22,000 SF
Start + Completion Date
2016 - 2018
Firm Role
Griffin: OR/PM
Client + Contact
City of Half Moon Bay
John Doughty
Public Works Director
(831) 247-1088
[email protected]
Relevancy
Library; Public, High-Profile
Project; Multi-generational
Community Center Elements
Key Staff
Roger Torriero, Jon Hughes,
Dustin Alamo, and Jay Helekar
L I B R A R I E S +

C O M M U N I T Y C E N T E R S
195
40 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A “We appreciated the fact that the communication was frequent, and the budget and schedule were always held as a top priority.” - The County of Los Angeles
Quartz
Hill Library
Quartz Hill, CA
Griffin partnered with LPA to deliver a turn-
key library for the County of Los Angeles.

The Griffin Structures comprehensive
proposal to replace the County’s existing
branch library in the unincorporated
Antelope Valley community of Quartz Hill,
was structured around a lease with an
option to purchase the project during the
lease term. The lease structure gave the
County flexibility, while the design-finance-
build P3 model guaranteed an occupancy
cost and delivery date to the County.

The Quartz Hill Library began with a
County-issued RFP outlining parameters
for the location—a one- to two-acre site
with sole ingress/egress rights, zoning and
entitlements allowing for public uses, and
access to utilities that met its public library
specifications.

Griffin secured a 1.7 acre site and developed
conceptual designs before submitting its
proposal. Our team designed the LEED
Gold facility, secured entitlements and all
development approvals, and financed the
entire project. In 2016, Griffin delivered
a move-in ready library, outfitted with
County-specified furniture, fixtures, and
equipment.

Priority Performance Project
This project received the following
awards:

LEED Gold
APWA Project of the Year
CMAA Project of the Year
Value + Size
$12M, 13,000 SF
Start + Completion Date
2015 - 2016
Firm Role
Griffin: OR/PM
LPA: Architect
Client + Contact
Fred Hungerford
Former Chief County
Librarian
(562) 618-2348
fhungerford@
managementcouncil.lacounty.

Relevancy
Library; Public, High-Profile
Project; Placemaking Design;
Community Center Elements
Key Staff
Roger Torriero, Jon Hughes,
Dustin Alamo, and Jay Helekar
L I B R A R I E S +

C O M M U N I T Y C E N T E R S
196
41 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Tustin Main Library
Tustin, CA
We provided OR/PM services for delivery of a new Tustin Main Library. The facility is owned by the City of Tustin and operated under a lease agreement with the Orange County Public Library.

The new library included an outdoor plaza and connects to the Tustin City Hall. Private study and tutoring rooms separate children and young adults for quality learning. The new $23M facility allowed the library to expand its collections and enhance visitor amenities, providing 223 reader seats and 99 technology stations.

Salinas El Gabilan Branch Library
Salinas, CA
Griffin served as the team for the new El Gabilan Branch Library. This facility was delivered utilizing a Public-Private Partnership (P3), Design-Build approach which provided for the design, financing, construction, and delivery of the new library. The Griffin team provided the services necessary to move the El Gabilan Branch Library project from a final schematic design to the design of a fully constructed and equipped building with associated parking and site development. The new 21,000 SF, two-story building facility replaced the City’s existing library.

Value + Size
$23M, 32,000 SF
Start + Completion Date
2008 - 2010
Firm Role
Griffin: OR/PM
Client + Contact
City of Tustin
Doug Stack
Public Works Director
(714) 573-3150
[email protected]
Key Staff
Roger Torriero, Jon Hughes,
Deryl Robinson, Dustin Alamo,
and Jay Helekar
Value + Size
$20M, 21,000 SF
Start + Completion Date
2018 - 2019
Firm Role
Griffin: OR/PM
Client + Contact
City of Salinas
Don Reynolds
Former Public Works Director,
(831) 623-4661
citymanager@san-juan-
bautista.ca.us
Key Staff
Roger Torriero, Jon Hughes,
Dustin Alamo, and Jay Helekar
L I B R A R I E S + C O M M U N I T Y C E N T E R S
197
42 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Santa Cruz Downtown Library & Mixed-Use Project
Santa Cruz, CA
Griffin was selected to represent the City’s interest at each stage of the pre-design to completion process and oversee the selection of a Design-Build team, contract scope, budget, design process, development of construction plans, and construction of the design, planning, and development process for a mixed-use project in downtown Santa Cruz. The project will include a modern library, housing on the upper floors, a minimum of 50 Affordable units, and parking consolidated into a structure with no more than 400 parking spaces.

Northeast Stockton Library & Community Center
Stockton, CA
Griffin Structures is serving as the Construction Manager for the City of Stockton Community Services Department, planning for the future Northeast Stockton Library and Community Center. Made possible by funding provided through the Strong Communities Initiative. The new Library and Community Center will feature library and reading areas, cafe and meeting rooms, makers space with sewing machines, and an educational culinary kitchen. Athletic facilities include a full-size gymnasium, rock-climbing wall, and sports courts. Outdoor gathering event space and multi-use rooms will also be housed within the facility.

Value + Size
$70M, 100,000+ SF
Start + Completion Date
2020 - Ongoing
Firm Role
Griffin: OR/PM
Client + Contact
City of Santa Cruz
Bonnie Lipscomb
Economic Development Dir.
(831) 420-5150
blipscomb@cityofsantacruz.
com
Key Staff
Roger Torriero, Jon Hughes,
Dustin Alamo, and Jay Helekar
Value + Size
$15M, 19,000 SF
Start + Completion Date
2020 - Ongoing
Firm Role
Griffin: Construction Manager
Client + Contact
City of Stockton
Mohammad Sadiq
Project Manager
(209) 937-8299
Mohammad.sadiq@
stocktonca.gov
Key Staff
Roger Torriero, Jon Hughes,
Dustin Alamo, and Jay Helekar
L I B R A R I E S + C O M M U N I T Y C E N T E R S
198
43 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Cupertino Library Expansion
Cupertino, CA
Griffin is providing the City of Cupertino OR/PM services for the expansion of the 54,000 SF existing library that is the second largest in the district. This project is envisioned to be a two- story addition at the southern end of the building. The existing 1,175 SF single story Children’s Book area will be demolished and replaced with a new 5,626 SF two-story addition that will connect to the existing structure.

In addition, this project will expand the size of the existing Story Room and will create a multi- purpose Program Room. The new Program Room can be partitioned into smaller rooms allowing for simultaneous use of the rooms by multiple users.

Value + Size
$8M, 54,000 SF
Start + Completion Date
2020 - Ongoing
Firm Role
Griffin: OR/PM
Client + Contact
City of Cupertino
Roger Lee
Director of Public Works
(408) 777-325
[email protected]
Key Staff
Roger Torriero, Jon Hughes,
Dustin Alamo, and Jay Helekar
Quail Hill Community Center
Irvine, CA
The new 19,000 SF Quail Hill Community Center in Irvine, Calif. is one of the largest community centers in the area, and serves to bring the region together through education and exploration.

Four key programs exist inside the building including an exercise room for wellness activities such as dance and yoga classes; classrooms for early childhood education and other special interest classes; a space for fine arts camps and adult art classes; and a rentable conference center for large training events, weddings, and other group activities. Outdoor spaces include interpretive gardens, interactive components for educational opportunities, and a playground for adventure play.

Value + Size
$8M, 19,000 SF
Start + Completion Date
2016 - 2018
Firm Role
Griffin: Construction Manager
Client + Contact
City of Irvine
Manuel Gomez, PE
Former Public Works Director
(949) 677-2386
[email protected]
Key Staff
Roger Torriero, Jon Hughes,
Deryl Robinson, Dustin Alamo,
and Jay Helekar
L I B R A R I E S + C O M M U N I T Y C E N T E R S
199
44 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Santa Clarita Canyon Country Community Center
Santa Clarita, CA
This new 27,780 SF community center and the outdoor recreational facilities rests on a 16.5 acre project site in the Canyon Country Community for the City of Santa Clarita. Indoor spaces will include a multipurpose room, gymnasium, classrooms, catering and teaching kitchen, fitness room, staff offices, reception lobby, and supporting uses such as restrooms and storage areas.

Proposed outdoor improvements includes open play areas, outdoor market/mercado, an event stage area, a basketball half-court, an events garden, shade structures, outdoor restroom building, and a perimeter trail.

Value + Size
$58M, 28,000 SF
Start + Completion Date
2019 - Ongoing
Firm Role
Griffin: OR/PM
Client + Contact
City of Santa Clarita
Wayne Weber
Parks Planning Manager
(661) 255-4961
[email protected]
Key Staff
Roger Torriero, Jon Hughes,
Dustin Alamo, and Jay Helekar
L I B R A R I E S + C O M M U N I T Y C E N T E R S
Huntington Beach Senior Center
Huntington Beach, CA
Set on a five-acre site in Huntington Beach Central Park, the center includes a variety of spaces to provide educational, counseling, entertainment, social outlets and opportunities for the City’s senior population. The facility features a fitness room, group exercise and dance rooms, and versatile classrooms that accommodate educational and arts and crafts activities. The Senior Center also includes indoor and outdoor gathering spaces as well as a transportation passenger lounge and loading/unloading areas for the City’s door-to-door Seniors on the Go transportation network. A commercial kitchen provides for the preparation of weekday meals at the Senior Center as well as meals for home-bound seniors.

Value + Size
$22M, 38,000
Start + Completion Date
2014 - 2016
Firm Role
Griffin: OR/PM
Client + Contact
City of Huntington Beach
Tom Herbel
City Engineer
(714) 887-4178
[email protected]
Key Staff
Roger Torriero, Jon Hughes,
Deryl Robinson, Dustin Alamo,
and Jay Helekar
200
45 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Carlsbad Pine Avenue Community Center & Garden
Carlsbad, CA
Griffin served as Construction Manager for the upgrade of the Carlsbad Pine Avenue Community Center & Gardens. The new two-story, multi-generational project was comprised of two primary components: (1) an 18,000 SF, two-story community center with related site improvements and (2) an ornamental and community garden. The first floor includes a history wall featuring photos of the area and its celebrations. The multi-purpose gymnasium with a hardwood court striped for regulation high school basketball, volleyball, badminton, and pickleball also includes a scoreboard. A low climbing wall spans one side of the gym. The second floor features meeting and activity rooms, a teen center, homework room, classroom, computer lab, and covered terrace.

Value + Size
$11M, 18,000 SF
Start + Completion Date
2017 - 2018
Firm Role
Griffin: OR/PM
Client + Contact
City of Carlsbad
Steven Didier
Municipal Projects Manager
(760) 602-7539
[email protected]
Key Staff
Roger Torriero, Jon Hughes,
Dustin Alamo, and Jay Helekar
Laguna Beach Community & Susi-Q Senior Center
Laguna Beach, CA
The design of the Laguna Beach Community and Susi-Q Senior Center fits its neighborhood, where a business district meets a residential area. Configured in an “E” shape, the main wing is anchored into the steep topography at the back of site, creating a backdrop for three smaller wings that project toward the street and shape an outdoor plaza. The project includes a 13,000 SF senior center and 8,000 SF community center over subterranean parking. To address the pedestrian-oriented frontage on Third Street, LPA designed three cottage-size structures that each open onto an outdoor space. These rooms include a quiet gathering area for seniors, a breakout space from the city conference room and a terrace extension for the art studio; all three areas combine into one large space for community.

Value + Size
$16.2M, 20,500 SF
Start + Completion Date
2005 - 2009
Firm Role
Griffin: OR/PM
LPA: Architect
Client + Contact
City of Laguna Beach
Shohreh Dupuis
City Manager/DPW
(949) 497-0351
[email protected]
Key Staff
Roger Torriero, Jon Hughes,
Dustin Alamo, Jay Helekar,
and LPA Staff
L I B R A R I E S + C O M M U N I T Y C E N T E R S
201
46 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Lake Forest Sports Park & Recreation Center
Lake Forest, CA
This Sports Park features five baseball fields, six soccer and multi-use fields of natural turf and synthetic turf, a rugby field overlay of two soccer fields, and two basketball courts. The general use elements consist of two playgrounds with tot lots and play equipment, two restroom facilities and eight gazebo picnic structures. In addition, the Park has two 1,915 SF clubhouse buildings. A 26,000 SF Recreation/Community Center located in the middle of the site, situated on a plateau overlooking the “park commons.”
Value + Size
$52M, 86 Acres
Start + Completion Date
2010 - 2014
Firm Role
Griffin: OR/PM
Client + Contact
City of Lake Forest
Tom Wheeler
City Engineer
(949) 461-3480
[email protected]
Key Staff
Roger Torriero, Jon Hughes,
Dustin Alamo, and Jay Helekar
L I B R A R I E S + C O M M U N I T Y C E N T E R S
Laguna Niguel Crown Valley Community Center
Laguna Niguel, CA
The project consolidates and replaces the City’s 40 year old recreation center into a modern and cohesive building that provides a vast array of community oriented program spaces. The City’s desire to make the existing swimming pool the key feature of the design drove many of the early space planning concepts. The sloping project site further bisected the building program into three categories: Wet program, Active program, and Support program. The lowest level of the project is the ‘Wet’ Level where all of the support functions of the pool are located. Everything from new ‘resort’ style locker rooms, family locker rooms, pool storage, aquatics management offices, and lifeguard locker rooms can be found on the lowest/pool level of the project.

Value + Size
$29M, 25,000 SF
Start + Completion Date
2016 - Ongoing
Firm Role
LPA: Architect
Key Staff
LPA Staff
202
47 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A

P U B L I C S A F E T Y
WESTMINSTER POLICE DEPT.

HEADQUARTERS
*Completed by Deryl Robinson
BUENA PARK FIRE STATION NO. 61
*Completed by LPA & Deryl Robinson

POLICE SERVICES OF SALINAS
*Completed with Griffin & LPA
TUSTIN FIRE STATION NO.37
*Completed by Deryl Robinson

POLICE SERVICES OF SALINAS
*Completed with Griffin & LPA
WESTMINSTER POLICE DEPT.

HEADQUARTERS
*Completed by Deryl Robinson
203
48 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Griffin Structures served as the Owner’s Representative and Program Managers with LPA, the Bridging Architect, and all required consultants managed by (and under contract to) Griffin Structures.

Police Services
of Salinas
Salinas, CA
Griffin served as the developer for the
new Public Safety Center in the City
of Salinas. The facility was delivered
utilizing a Public-Private Partnership (P3),
which provides for the design, financing,
construction, and delivery of the new
facility. The 71,000 GSF Public Safety Center
Complex replaces the City’s existing police
department headquarters, built-in 1958, and
accommodates anticipated future growth.

The project encompasses three buildings
on a 6.3-acre site. The two-story 42,300
SF headquarters building serves as the
essential services administrative building
and includes detention spaces, community
room, and plaza. Two support buildings
totaling 28,500 SF provide police support
services, including evidence intake and
storage, crime lab spaces, and an indoor
firing range.

Priority Performance Project
This project received the following
awards:

ENR Best Project
IEDC Excellence in Economic
Development Award
Silicon Valley BJ Structures Award
Value + Size
$52M, 71,000 SF
Start + Completion Date
2018 - 2020
Firm Role
Griffin: Developer & Owner’s
Representative
Architect: LPA
Client + Contact
City of Salinas
Adele Fresé
Chief of Police
(831) 758-7201
[email protected]
Relevancy
Police Station/Headquarters;
Griffin & LPA Project;
Public, High-Profile Project,
Placemaking Design
Key Staff
Roger Torriero, Jon Hughes,
Dustin Alamo, Jay Helekar,
and LPA Staff

P U B L I C

S A F E T Y
WESTMINSTER POLICE DEPT.

HEADQUARTERS
*Completed by Deryl Robinson
204
49 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Griffin Structures served as the Owner’s Representative and Program Managers with LPA, the Bridging Architect, and all required consultants managed by (and under contract to) Griffin Structures.

Buena Park Fire Station No.61
& Emergency Operations Center
Buena Park, CA
This facility, operated by the Orange
County Fire Authority (OCFA), houses
OCFA firefighters as well as administrative
offices, serving as a battalion, and OCFA
Division 7 headquarters. It features three
fire apparatus bays with quick-opening
bi-fold doors and a signal interrupter. The
station also includes training rooms and
office space, 14 dormitory sleeping quarters,
kitchen and dining facilities, and a workout
room. The large training room is equipped
to operate as an Emergency Operations
Center.

Exterior features include a generator to
power the building in the event of a power
outage, an apparatus wash area, a dual-fuel
fueling station, and storm water capture
and filtration including previous paving in
the parking areas. The design incorporates
a pre-engineered metal building structure
with an insulated metal panel roofing
system, resulting in accelerated delivery
and several thousands of dollars saved over
traditional fire station construction. The
project was delivered on-schedule and
under budget.

Priority Performance Project
This project received the following
awards:

ASCE Project of the Year
OCEC Outstanding Project
Achievement Award
Value + Size
$14M, 18,000 SF
Start + Completion Date
2017 - 2018
Firm Role
Griffin: OR/PM
LPA: Architect
Client + Contact
James B. Vanderpool
City Manager, Anaheim
Former City Manager,
Buena Park
(714) 562-3550
[email protected]
Relevancy
Fire Station; Griffin & LPA
Project; Public Project;
Placemaking Design
Key Staff
Roger Torriero, Jon Hughes,
Deryl Robinson, Dustin Alamo,
Jay Helekar, and LPA staff

P U B L I C

S A F E T Y
205
50 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A This significant new fire station will serve as one of the largest fire stations in the county and is projected to achieve timely completion on budget.

Orange Fire
Station No.1
Orange, CA
We are currently serving as OR/PM to
oversee the development of the City’s
28,000 SF Fire Headquarters and Fire
Station No.1, which services the Old Towne
Section of Orange. The project is being
designed and phased in such a matter that
the City will have the option to build a
fully functional Station 1 with the ability to
build out the Headquarters portion of the
facility at a later time depending on project
funding.

Given that the project site is within the
Old Towne Orange Historic District,
it’s important that the architecture
compliments styles ranging from Craftsman
to Mission/Spanish Revival to Classical
Revival. Due to a strong community interest
in the design and construction of this
facility, we have included a robust series
of local community outreach meetings to
solicit input from residents.

Priority Performance Project
Value + Size
$25.3M, 28,000 SF
Start + Completion Date
2020 - Ongoing
Firm Role
Griffin: OR/PM
Client + Contact
City of Orange
Frank Sun
Deputy Director/City
Engineer
(714) 744-5544
[email protected]
Relevancy
Fire Station; Public Project
Key Staff
Roger Torriero, Jon Hughes,
Sally Armanious, Dustin
Alamo, and Jay Helekar

P U B L I C

S A F E T Y
206
51 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A “Griffin Structures staff continues to provide outstanding professional services and is instrumental in bringing our projects to completion ahead of schedule and under budget.”
- The City of Westminster
Westminster Police
Department Headquarters
Westminster, CA
Griffin Structures served as Program and
Construction Manager for the Westminster
Police Facility project, a replacement of
their existing building that has been in
operation since 1975. The new facility
consists of a 88,000 SF, three-story Police
Building. The Police Department Building
includes a Type 1 jail, EOC/Training Room,
Evidence, Forensics, Patrol, Investigations,
Dispatch, Office of the Chief, and all related
support services, and was constructed as an
Essential Facility.

In addition, the facility was designed,
constructed, and certified to LEED Platinum
Standards. The facility’s power supply is
nearly 100% supported by a 410 KW photo-
voltaic (PV) system installed on top of the
adjacent parking structure, which was a
590-stall parking structure also managed by
Griffin Structures.

Priority Performance Project
This project received the following
awards:

LEED Platinum
APWA Project of the Year
ACEC Award of Excellence
CMAA Project of the Year
Value + Size
$52M, 88,000 SF
Start + Completion Date
2009 - 2013
Firm Role
Griffin: OR/PM
Client + Contact
City of Westminster
Marwan Youssef
Public Works Director
(714) 548-3460
myoussef@westminster-ca.
gov
Relevancy
Police Station/Headquarters;
Public, High-Profile Project
Key Staff
Roger Torriero, Jon Hughes,
Deryl Robinson, Dustin Alamo,
and Jay Helekar

P U B L I C

S A F E T Y
207
52 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A This project involved the construction of a new fire station within Cathedral City featuring state-of-the-art apparatus bays and housing facilities for the city’s fire department personnel.

Cathedral City
Fire Station No. 411
Cathedral City, CA
Griffin served as the Construction Manager
for the new 8,500 SF fire station in
Cathedral City. Station 411 includes three
apparatus bays, living quarters, as well as
support and storage areas. This station
is set on a three-acre site which will also
include development of a new Cathedral
City Dog Park. The site will include training
and recreation spaces as well as separate
public parking and secure employee parking
areas. Back-up utility facilities servicing
the fire station will ensure uninterrupted
service. The site will feature native and
drought-tolerant landscaping.

This Fire Station will be constructed
employing a pre-engineered metal building.

Features will include high-speed rapid
deployment bay exit doors; firefighter
dormitory accommodations and semi-
private captain’s quarters; a great room
to incorporate cooking, dining, and
living spaces; a flexible work/study area;
equipment maintenance and storage areas;
and a public lobby.

Priority Performance Project
This project received the following
awards:

LEED Silver
Value + Size
$8M, 9,000 SF
Start + Completion Date
2019 - 2020
Firm Role
Griffin: Construction Manager
Client + Contact
Cathedral City
Jan Davison
Former Redevelopment Dir.
(831) 588-5832
[email protected]
Relevancy
Fire Station; Public Project
Key Staff
Roger Torriero, Jon Hughes,
Dustin Alamo, and Jay Helekar

P U B L I C

S A F E T Y
208
53 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Griffin Structures served as the Owner’s Representative and Program Managers with LPA, the Bridging Architect, and all required consultants managed by (and under contract to) Griffin Structures.

Buena Park Police
Department Headquarters
Buena Park, CA
Griffin Structures was retained to
perform a needs assessment study for the
Department, and to validate or refine the
expected space requirements for a new
Police Headquarters. Subsequent to the
needs assessment, Griffin was retained
as Program and Construction Manager
to manage the design and delivery of
the $39 million Essential Facility. There
were numerous challenges to the project,
including maintaining the current operation
of the department (adjacent to the new
site) during construction, which included
parking and other areas that overlap current
department work areas.

This 66,000 SF sustainable facility includes
a police dispatch center, Type I jail, crime
laboratory, evidence and property storage
and management facilities, firing range,
community room, briefing facilities, training
room also designed as an Emergency
Operating Center, and other elements.

Priority Performance Project
This project received the following
awards:

Delivered $3M Under Budget
APWA Project of the Year
Value + Size
$39M, 66,000 SF
Start + Completion Date
2009 - 2010
Firm Role
Griffin: OR/PM
Architect: LPA
Client + Contact
James B. Vanderpool, City
Manager, City of Anaheim
Former City Manager Buena
Park
(714) 562-3550
[email protected]
Relevancy
Police Station/Headquarters;
Griffin & LPA Project;
Public, High-Profile Project;
Placemaking Design
Key Staff
Roger Torriero, Jon Hughes,
Dustin Alamo, Jay Helekar,
and LPA Staff

P U B L I C

S A F E T Y
209
54 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A County of San Bernardino, Valley Communication Center
San Bernardino, CA
Griffin Structures is currently serving as the program and construction manager for this significant public safety Design-Build project. The Valley Communication Center will be located in the City and County of San Bernardino and will be a new mission-critical facility that must be operational 365/24/7, under extreme conditions as the primary Emergency Operation Center (EOC) in the San Bernardino Valley. The comprehensive 80,000 SF building on the 6.85 acre site will be occupied by the following entities: Sheriff-Coroner (SBCSD), Office of Emergency Services (OES), County Fire (SBCFD), Consolidated Fire Agencies (CONFIRE), Inland Counties Emergency Medical Agency (ICEMA), Radio Management Facility (ISD), and Building Services.

Value + Size
$95M, 80,000 SF
Start + Completion Date
2021 - Ongoing
Firm Role
Griffin: OR/PM
LPA: Bridging Architect
Client + Contact
County of San Bernardino
Rene Glynn
Supervisor
(909) 771-1223
[email protected].
gov
Key Staff
Roger Torriero, Jon Hughes,
Dustin Alamo, Jay Helekar,
and LPA Staff

P U B L I C S A F E T Y
Visalia Emergency Communications Center
Visalia, CA
Griffin Structures is provided Construction Management services during the design and construction of a new 911 Communications Center. The $16 million, 21,000 SF facility featuring a 3,500 SF dispatch room, an emergency operations center and the fire department’s administration offices. The emergency dispatch center is the first building constructed in what will eventually be a public safety complex. Design plans were complete by the end of 2014 and construction began in the first quarter of 2015.

Value + Size
$16M, 21,000 SF
Start + Completion Date
2015 - 2017
Firm Role
Griffin: Construction Manager
LPA: Architect
Client + Contact
City of Visalia
Mike Porter
City Engineer
[email protected]
(559) 713-4412
Key Staff
Roger Torriero, Jon Hughes,
Dustin Alamo, Jay Helekar,
and LPA Staff
210
55 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Tustin Fire Station No.37
Tustin, CA
Griffin Structures served as Program and Construction Managers for the Tustin Fire Station No. 37 project. The fire station is a replacement facility for the existing Orange County Fire Authority (OCFA) Station No. 37 due to the age and location of the previous facility. The new station is a two-bay, 8,500 SF station with modern design upgrades meeting the latest OCFA and City of Tustin standards. The station is located in the Tustin Legacy District and will serve the vastly growing area. The station is LEED Certified and was delivered on-time and on-budget.

Value + Size
$6M, 10,000 SF
Start + Completion Date
2012 - 2014
Firm Role
Griffin: OR/PM
Client + Contact
City of Tustin
Doug Stack
Public Works Director
(714) 573-3150
[email protected]
Key Staff
Roger Torriero, Jon Hughes,
Deryl Robinson, Dustin Alamo,
and Jay Helekar
Tustin Water Admin. Building, Corporate Yard & Emergency Ops. Center Tustin, CA
Griffin Structures provided program and construction management for the new Tustin Water Administration Headquarters & Yard. The project consisted of the construction of a new water administration headquarters and yard, to include a state-of-the-art Emergency Operations Center, back up emergency dispatch center, and RACES (Radio Amateur Civil Emergency Service) room. The facility includes a new wellness center for City staff use, locker rooms, new water lab, facilities maintenance offices, break room, and conference rooms. The project also encompasses new covered parking, photo voltaics, and a new landscape demonstration garden.

Value + Size
$15.2M, 17,300 SF
Start + Completion Date
2016 - 2020
Firm Role
Griffin: OR/PM
Client + Contact
City of Tustin
Doug Stack
Public Works Director
(714) 573-3150
[email protected]
Key Staff
Roger Torriero, Jon Hughes,
Deryl Robinson, Dustin Alamo,
and Jay Helekar

P U B L I C S A F E T Y
211
56 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Campbell Police Department
Campbell, CA
The new Campbell Police Department is comprised of 32,000 that is made up of a new 24,500 SF essential services building and the renovation of 7,000 SF of space on the first floor of the adjacent City Hall that is currently occupied by the Police Department.

The new building will house the records department, and Emergency Operations Center, Locker and Training rooms, Patrol, Traffic, Holding Facilities, Dispatch, Investigations, and Administration. The existing Police Department space will house the Evidence Intake and Storage as well as areas for SWAT, Bicycle Patrol, and Storage areas.

Value + Size
$20.1M, 32,000 SF
Start + Completion Date
2020 - Ongoing
Firm Role
LPA: Bridging Architect
Client + Contact
City of Campbell
Todd Capurso
Public Works Director
(408) 376-0958
[email protected]
Key Staff
LPA Staff
Orange County Fire Authority, Fire Station No.20
Irvine, CA
Orange County Fire Authority’s (OCFA) new 13,000 SF Fire Station 20 includes include nine fire fighter dorms, as well as an exercise room, kitchen, dining room, training classroom, instrument room, crew/captain offices, public lobby and all associated storage/equipment areas. Exterior features include an emergency generator, fuel storage tank canopy, trash enclosure, short/ long term bicycle storage, BBQ patio, and an integrated CMU site wall. The building has been situated to maximize drive aisle efficiency for the three apparatuses that it houses and provides for parking and site utilities that are integrated into a native landscape palette.

Value + Size
$7M, 13,000 SF
Start + Completion Date
2016 - 2018
Firm Role
LPA: Bridging Architect
Client + Contact
Orange County Fire Authority
Chris DeCoursey
Construction Manager
(714) 573-6473
Key Staff
LPA Staff

P U B L I C S A F E T Y
212
57 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A

P L A C E M A K I N G D E S I G N
At LPA we firmly believe
in the ability of public spaces
to strengthen communities.

By designing unique spaces
for people who use these
spaces everyday, we are able to
bring these areas to life while
providing the necessary tools to
encourage and foster growth,
creativity, and harmony.

DIAMOND BAR LIBRARY

EASTVALE STEM ACADEMY AT

ROOSEVELT HIGH SCHOOL

EASTVALE STEM ACADEMY AT

ROOSEVELT HIGH SCHOOL

EDWARDS LIFESCIENCES INTERIORS CONFIDENTIAL CLIENT
MAZDA MNAO 200 SPECTRUMCONFIDENTIAL CLIENT
MAZDA MNAO 200 SPECTRUM

EASTVALE STEM ACADEMY AT

ROOSEVELT HIGH SCHOOL
TARBURT V’TORAH

LOWER SCHOOL

BLIZZARD

HEADQUARTERS

KAREO HEADQUARTERS
ASICS

HEADQUARTERS
ASICS

HEADQUARTERS

PACIFIC DENTAL SERVICES
213
58 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Kajabi
Irvine, CA
The design for the Kajabi headquarters, a marketing firm, is a study of connections. Connection of the staff to each other and their clientele, connection to the brand and mission of the company and a connection to the environment as well as the community. This space encourages the ability to connect in multiple ways fostering creative learning, working and collaborating.

Graphically, many of the spatial gestures, details and forms relate back to the brand logo which is the abstract “K”. The grouped triangular forms created a dynamic flow and movement to the space while also demonstrating an attitude of unity which was very important to Kajabi. In these lobby images the “K” is first seen and works to lead the visitors past the reception and into the “sharing stair” which is the primary gather space for the facility.

Value + Size
44,000 SF
Start + Completion Date
2019 - 2020
Firm Role
LPA: Architect
Client + Contact
Private client
Key Staff
LPA Staff
P L A C E M A K I N G + W O R K P L A C E / L P A
Acorns
Irvine, CA
Acorns is an American financial technology and financial services company based in Irvine, California that specializes in micro-investing and robo-investing. The collaborative “tree houses” flank each end of the upper floors to provide group work environments apart from the more focused work areas. Varied seating and gathering options create a flexible and usable space. The tree branch graphic can be seen in the form and patterning of the suspended lighting.

The large open workplace environments are supplemented with a wide variety of huddle, phone and meeting rooms. The rooms are designed to envelope the user through distinctive color and lighting. The rawness of the interior environments define the authentic nature of the corns brand and mission.

Value + Size
82,000 SF
Start + Completion Date
2018 - 2019
Firm Role
LPA: Architect
Client + Contact
Private client
Key Staff
LPA Staff
214
59 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Pacific Dental Services
Irvine, CA
Pacific Dental Services (PDS) incorporates a design approach with internal boulevards, advanced technologies and human comfort. Progressive office concepts include benching systems, open offices, collaborative and social spaces as well as distinct environmental graphics and branding strategies. Skylights and Solatubes provide natural daylight, while vegetative walls bring exterior landscape indoors for an organic connection to the environment. A subdued color palette contrasts with warm wood ceilings, exposed structure and ducting, as well as polished concrete floors, creating an effect that combines the clinical nature of PDS with the dynamic environment necessary to carry out the corporate vision.

Value + Size
90,000 SF
Start + Completion Date
2011 - 2013
Firm Role
LPA: Architect
Client + Contact
Private client
Key Staff
LPA Staff
Mazda MNAO 200 Spectrum
Irvine, CA
Mazda Motor Corporation wanted its new North American headquarters to reflect a company wide transformation of its brand, products and sales force. The offices, covering five floors in a 17-story building, needed to reinforce every element of that new direction, including a corporate environment that would inspire its young workforce and pay homage to the Japanese-car maker’s legacy of design and innovation.

The spaces are influenced by modern abstractions of traditional Japanese design principles. The Japanese influence begins in the lobby showroom and continue in the elevator lobbies of each floor. Shadow patterns are projected on the lobby walls—a traditional Japanese concept called “kage, ” or “shadows”—creating a distinct and branded expression for each floor.

Value + Size
$17M, 97,000 SF
Start + Completion Date
2016 - 2017
Firm Role
LPA: Architect
Client + Contact
Private client
Key Staff
LPA Staff
P L A C E M A K I N G + W O R K P L A C E / L P A
215
60 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A LPA San Antonio
San Antonio, CA
LPA redesigned a long-vacant retail space in the up-and-coming Southtown district in 2018 to headquarter the local team, which has deep roots in the area. The design team wanted the office to be used as a tool to demonstrate LPA’s commitment to sustainability by repositioning an underutilized building into a collaborative sustainable work environment.

The 10,300 SF Platinum LEED CI project includes a 43 kw photovoltaic system, natural light, 100 percent LED lighting fixtures with controls, energy monitoring and innovative air quality and water strategies. The PV system which includes a solar canopy over parking stalls offset more than 50 percent of the total energy use. A large percentage of the existing walls, flooring and ceiling were reused, achieving LEED Interiors Life-Cycle Impact Reduction standards.

Value + Size
$20.1M, 32,000 SF
Start + Completion Date
2020 - Ongoing
Firm Role
LPA: Bridging Architect
Client + Contact
Private client
Key Staff
LPA Staff
MerchSource
Irvine, CA
The new headquarters for MerchSource, the consumer products company, seamlessly combines focused office environments, design studios, retailer showrooms, display areas and social spaces. The space was designed as a showcase for the individual brands represented by MerchSource, including FAO Schwarz and Sharper Image.

A carefully cultivated overriding aesthetic expression was developed as a bridge between the common areas and the brand-related spaces, creating a cohesive space for staff and clients. A library, a wine room, an outdoor fire pit, and dining spaces all contribute to a one-of-a-kind workplace experience.

Value + Size
96,000 SF
Start + Completion Date
2017 - 2019
Firm Role
LPA: Architect
Client + Contact
Private client
Key Staff
LPA Staff
P L A C E M A K I N G + W O R K P L A C E / L P A
216
61 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A References
Roger Torriero, Principal-In-Charge
County of Orange City of Buena Park City of Half Moon Bay Mat Miller James B. Vanderpool John Doughty
Chief Real Estate Officer Former Buena Park City Manager Current Anaheim City Manager Public Works Director
(714) 834-2345 (714) 562-3550 (650) 712-6660
[email protected] [email protected] [email protected] Project History: County of Orange Civic Center
& Strategic Facilities Master Plan
Project History: Buena Park Fire Station, Police
Dept. Headquarters and Community Center
Project History: Half Moon Bay Library
Jon Hughes, Project Executive
City of Newport Beach County of San Bernardino City of Seal Beach David Webb Terry Thompson Iris Lee
Public Works Director Director of Real Estate Deputy Public Works Director (949) 644-3330 (909) 387-5282 (714) 328-9760
[email protected] [email protected] [email protected] Project History: Marina Park Community &
Sailing Center
Project History: High Desert Government
Center and countless additional projects
Project History: Marina Park Community &
Sailing Center
Deryl Robinson, Program Manager
County of Orange City of Westminster City of Buena Park Frank Kim Marwan Youssef Corey Sianez
Orange County Chief Executive Officer Public Works Director Police Chief (714) 834-4304 (714) 548-3460 (714) 562-3910
[email protected] [email protected] [email protected] Project History: County of Orange Civic Center
& Strategic Facilities Master Plan
Project History: Westminster Police Dept.

Headquarters and multiple public safety city
projects
Project History: Buena Park Police
Department Headquarters
Sally Armanious, Construction Manager
Jurupa Area Recreation Park District City of Carlsbad City of Orange Colby Diuguid Steven Stewart Frank Sun
General Manager Public Works, Fleet & Facilities Assistant Public Works Director (951) 721-8065 (760) 317-3508 (714) 744-5544
[email protected] [email protected] [email protected] 217
62 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Dustin Alamo, Pre-Design Manager
San Bernardino County City of Tustin City of Buena Park Terry Thompson Doug Stack James B. Vanderpool
Director of Real Estate Public Works Director Former Buena Park City Manager Current Anaheim City Manager
(909) 387-5282 (714) 573-3150 (714) 562-3550
[email protected] [email protected] [email protected] Project History: Multiple County projects
including the Valley Communication Center
Project History: Tustin Water Admin. Building,
Corporate Yard & Emergency Ops. Center
Project History: Buena Park Fire Station,
Police Dept. HQ and Community Center
Susan Harden, Outreach Advocate
City of Rancho Cucamonga City of Riverside County of San Diego Matt Burris, AICP Al Zelinka, FAICP Sandi Hazlewood
Deputy City Manager City Manager Planning Manager, Public Works Dept. (909) 774-4201 (951) 826-5553 (858) 495-5465
[email protected] [email protected] [email protected] Project History: Rancho Cucamonga General
Plan Update
Project History: Riverside Innovation District
Vision Plan
Project History: Campo Road Corridor
Revitalization Plan
Jim Wirick, Principal & Studio Director
County of Orange City of Diamond Bar City of West Hollywood James Treadway Dan Fox Steve Campbell
Engineer City Manager Director of Facilities & Rec. Services (714) 667-9700 (909) 839-7010 (323) 848-6850
[email protected] [email protected] [email protected] Project History: County of Orange Civic Center Project History: Diamond Bar City Hall Project History: West Hollywood Aquatics and Recreation Center
Jeremy Hart, Associate & Director of Civic + Cultural
County of Orange Salinas Police Department City of Campbell James Treadway Stan Cooper Todd Capurso
Engineer Retired Commander Public Works Director
(714) 667-9700 (831) 758-7350 (408) 376-0958
[email protected] [email protected] [email protected] 218
63 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Larry Chiu, Associate & Managing Director
County of Orange Salinas Police Department City of West Hollywood James Treadway Stan Cooper Steve Campbell
Engineer Retired Commander Director of Facilities & Rec. Services (714) 667-9700 (831) 758-7350 (323) 848-6850
[email protected] [email protected] [email protected] Project History: County of Orange Civic Center Project History: Police Services of Salinas Project History: West Hollywood Aquatics and Recreation Center
Rick D’Amato, Principal & Design Director
Mazda Motor Corporation Salinas Police Department City of Campbell Rumi Walsh Stan Cooper Todd Capurso
Sr. Mgr. Real Estate, Facilities, and Admin. Retired Commander Public Works Director (949) 727-6230 (831) 758-7350 (408) 376-0958
[email protected] [email protected] [email protected] Project History: Mazda Headquarters Project History: Police Services of Salinas Project History: Campbell Police Department
Chris Lentz, Associate & Managing Director
County of Orange Salinas Police Department City of Campbell James Treadway Stan Cooper Todd Capurso
Engineer Retired Commander Public Works Director
(714) 667-9700 (831) 758-7350 (408) 376-0958
[email protected] [email protected] [email protected] Project History: County of Orange Civic Center Project History: Police Services of Salinas Project History: Campbell Police Department
Michael Schrock, Master Plan Integration Architect
Garden Communities Lewis Group Merlone Geier
Ari Astalos Bryan Goodman Dave Geiser
Managing Director Vice President of Development Managing Director (858) 202-0626 (909) 946-7537 (858) 350-1977
[email protected] [email protected] [email protected] Project History: High End Luxury Apartments,
“Elements” in Irvine, CA
Project History: Reserve Empire Lakes Master
Planning, Rancho Cucamonga, CA
Project History: Northgate Mall, San Diego,
CA
219
i | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A “Griffin Structures provided outstanding
services, often going above and beyond to
ensure the project went smoothly. They
particularly excel in communication not
only with the residents and neighbors of
the project, but also with City staff from
multiple departments and different levels
of experience on construction projects.

Staff was regularly briefed on the project
timeline, on the status of multiple budgets
within the project, and no question ever
went unanswered. They were an excellent
partner.“
- City of Yorba Linda

4. Appendix
220
64 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Qualifications
As our Principal-In-Charge, Roger focuses on the delivery of complex projects for the private and public sectors, including civic centers, city hall and administrative complexes, libraries, community/senior centers, fire and police stations, and emergency operations centers. Roger has also led the pre-design, design, and construction for virtually all public and private sector projects, including real estate development, finance, design, and construction. Roger provides Griffin with specialized expertise in the conceptualization and realization of challenging projects. He is an expert in forward planning, finance, entitlements, project delivery methodologies, and community-based participatory planning.

Roger Torriero
Principal-In-Charge,
President & CEO
Representative Experience
County of Orange Civic Center, Santa Ana, CA
Hesperia Civic Center, CA
Watsonville Civic Center, CA
Yorba Linda Library & Cultural Arts Center, CA
Half Moon Bay Library, CA
Quartz Hill Library, CA
Orange Fire Station No.1, CA
Cathedral City Fire Station No.411, CA
Buena Park Fire Station No.61 & Emergency Operations Center, CA Westminster Police Department Headquarters, CA
Police Services of Salinas, CA
Buena Park Police Department Headquarters, CA
La Cañada Flintridge City Hall, CA
West Hollywood City Hall, CA
SchoolsFirst Federal Credit Union Headquarters, CA
Salinas El Gabilan Branch Library, CA
Santa Cruz Downtown Library & Mixed Use Project, CA
Hesperia Main Library, CA
Quail Hill Community Center, Irvine, CA
Huntington Beach Senior Center, CA
Carlsbad Pine Avenue Community Center & Garden, CA
Visalia Emergency Communications Center, CA
Tustin Fire Station No.37, CA
Hesperia Police Dept., Dispatch & Emergency Operations Center, CA County of San Bernardino, High Desert Public Safety Operations Center, CA Tustin Water Administration Building, Corporate Yard & EOC, CA County of San Bernardino, Valley Communication Center, CA + Roger has served on all Griffin Structures projects included in our response As Principal-In-Charge, Roger will provide valuable
insight to the project team, ensuring your scheduling
and financial expectations are met throughout the
duration of our services.

Education
Master of Architecture, Accademia
di Belli Arti di Firenze Italia
Bachelor of Architecture,
Syracuse University, New York
Certification
California Contractor License
793600, Class B
Affiliations
U.S. Green Building Council,
Member
Urban Land Institute, Member
American Public Works Association
Associated General Contractors of
America, Member
Construction Management
Association of America, Member
Design-Build Institute, Member
Commitment
10%
Years of Experience
42 4. Appendix
221
65 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Qualifications
Jon Hughes’ career spans some of the region’s most prestigious properties in Southern California. His experience and skills with program and construction management tools and processes have enabled him to deliver winning results on every project. Jon’s resume highlights include newly constructed, expanded, or renovated civic centers, city hall and administrative complexes, libraries, community/senior centers, fire and police stations, and emergency operations centers. Jon’s construction management experience includes pre- construction services, bid review, contract negotiations, safety protocols, site evaluation, quality control, budgetary controls, change order review, materials acquisition and supply chain management, schedule review and enforcement, site staging, off-sites and grading, dry utility installation, inter- contractor coordination, punch list, and turnover.

Jon Hughes

CCM, DBIA
Project Executive
Representative Experience
County of Orange Civic Center, Santa Ana, CA
Hesperia Civic Center, CA
Watsonville Civic Center, CA
Yorba Linda Library & Cultural Arts Center, CA
Half Moon Bay Library, CA
Quartz Hill Library, CA
Orange Fire Station No.1, CA
Cathedral City Fire Station No.411, CA
Buena Park Fire Station No.61 & Emergency Operations Center, CA Westminster Police Department Headquarters, CA
Police Services of Salinas, CA
Buena Park Police Department Headquarters, CA
La Cañada Flintridge City Hall, CA
West Hollywood City Hall, CA
SchoolsFirst Federal Credit Union Headquarters, CA
Salinas El Gabilan Branch Library, CA
Santa Cruz Downtown Library & Mixed Use Project, CA
Hesperia Main Library, CA
Quail Hill Community Center, Irvine, CA
Huntington Beach Senior Center, CA
Carlsbad Pine Avenue Community Center & Garden, CA
Visalia Emergency Communications Center, CA
Tustin Fire Station No.37, CA
Hesperia Police Dept., Dispatch & Emergency Operations Center, CA High Desert Public Safety Operations Center, CA
Tustin Water Administration Building, Corporate Yard & EOC, CA County of San Bernardino, Valley Communication Center, CA + Jon has served on all Griffin Structures projects included in our response As Project Executive, Jon is responsible for overseeing the overall lifecycle of the project.

Education
Bachelor of Science, Philosophy and
History, Westmont College
Certification
Certified Construction Manager
(CCM)
Design Build of America Institute
(DBIA) Associate
California Contractor License
793600, Class A
Affiliations
NAVFAC and US Army Corps
Construction Quality Management
(CQM) Program
Construction Management
Association of America, Member
Commitment
20%
Years of Experience
28 222
66 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Qualifications
With more than more 42 years of experience, Deryl is extremely knowledgeable in the areas of pre-construction, design management, and construction. Due to his involvement in all project phases, Deryl is extremely proficient in planning, organizing, and monitoring budgets and schedules from conceptual design through construction. He also has a proven record of leading the design team consultants, vendors, contractors, and construction personnel, ensuring the client’s goals and objectives are successfully delivered. Deryl has led the development of the $346M County of Orange Civic Center project as part of the $450M+ county Strategic Facilities Plan in coordination with LPA and will offer this invaluable experience to the city.

Deryl Robinson

LEED AP
Program Manager
Representative Experience
County of Orange Civic Center, Santa Ana, CA
Westminster Police Department Headquarters, CA
Westminster Police Department Shooting Range, CA
Buena Park Fire Station No.61 & Emergency Operations Center, CA Tustin Fire Station No.37, CA
Huntington Beach Senior Center, CA
Quail Hill Community Center, Irvine, CA
Buena Park Community Center, CA
Tustin Water Administration Building, Corporate Yard & EOC, CA Westminster Corporate Yard, CA
Stanton Corporate Yard, CA
Orange County Sheriff’s Department Facility Restoration & Rehabilitation, Santa Ana, CA
Environmental Nature Center, Newport Beach, CA
Samueli Academy, Santa Ana, CA
Great Park Ice & FivePoint Arena, CA
Discovery Cube Science Center, Santa Ana, CA
Pelican Hill Golf Club, Newport Beach, CA
The Irvine Spectrum Center Phase I & II, CA
Oakley Corporate Headquarters, Foothill Ranch, CA
6 Polaris Office Building & Parking Structure, Aliso Viejo, CA Pelican Hill Golf Club, Newport Beach, CA
Anaheim City Center Parking Structure, CA
As Program Manager, Deryl will be leading and
supporting the project team throughout the lifecyle
of this project.

Education
Bachelor of Science, California
State University, Long Beach
Certification
Leadership in Energy Accredited
Professional (LEED AP)
Affiliations
U.S. Green Building Council,
Member
Commitment
Pre-Construction: 50%
Construction: 75%
Years of Experience
42 223
67 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Qualifications
With over 20 years of experience, Sally has an extensive background in Program and Construction Management specializing in the planning, design and construction of public safety projects, community centers, federal operations buildings, parks, airports, healthcare, and education projects.

Her experience includes managing projects and capital programs from $1M to $27B ranging in building method and delivery method. An ambitious professional with a partnering personality, Sally brings a high level of quality and commitment to ensuring all projects are completed on time and budget.

In addition to her building experience, Ms. Armanious holds a Masters and Bachelors in Construction Management/Engineering, as well as credentials on behalf of the Design-Build Institute of America and the Construction Management Association of America.

Sally Armanious

CCM, DBIA
Construction Manager
Representative Experience
Orange Fire Station No.1, CA
Carlsbad Public Safety Center, CA
Hilo Federal Operations Building and U.S. Postal Service Headquarters, HI Vernola Community Center & Park Expansion, Jurupa Valley, CA Rialto Frisbie Park Expansion, CA
Dignity Health Northridge Medical Office Building and Operations Facility, CA
University of California, Los Angeles, Westwood Replacement Hospital, $748M, CA
Loma Linda University Health, San Bernardino Campus, $125M, CA Los Angeles World Airports Hospitality Program, Los Angeles, CA Los Angeles Unified School District $27 Billion Bond Program, CA Long Beach Unified School District $1.2 Billion Bond Program, CA As Construction Manager, Sally will be responsible
for the day-to-day management of the project as we
enter construction.

Education
Master of Science, Construction
Management, University of
Southern California, Los Angeles
Bachelor of Science, Construction
Engineering, The American
University, Cairo, Egypt
Certification + Training
Certified Construction Manager
(CCM)
Design-Build Institute of America
(DBIA), Associate
Cal OSHA (OSHA 10-Hour
Certification)
Affiliations
Construction Management
Association of America, Member
Design Build of America Institute
(DBIA) Associate
Commitment
Pre-Construction: As-Needed
Construction: 100%
Years of Experience
21 224
68 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Qualifications
Dustin serves as the Vice President of Pre-Construction Services for Griffin Structures, Inc. His primary responsibilities include the executive management of all needs assessment and master planning projects ranging by facility type, including civic centers, city hall and administrative complexes, libraries, community/senior centers, fire and police stations, and emergency operations centers, utility facilities, and others. In addition, Dustin is skilled at developing long-term facility plans (ranging from $10M to $300M) which incorporate future space requirements, phasing considerations, and capital funding mechanisms such as bonds, repositioning real estate assets, and public private partnerships (P3). With a formal background in architecture, Dustin is able to provide architectural programs, site plans, floor plans, elevations, and technical detailing.

Dustin Alamo
CCM, LEED AP, DRE 01930629
Pre-Design Manager
Representative Experience
Tustin Water Administration Building, Corporate Yard & EOC, CA County of San Bernardino, High Desert Public Safety Operations Center, CA Lake Forest Civic Center, City Hall, Sheriff Substation, and Community Center, CA
Huntington Beach Senior Center, CA
Visalia Emergency Communications Center, CA
Buena Park Fire Station No.61 & Emergency Operations Center, CA Police Services of Salinas, CA
Hesperia Police Department, Dispatch & EOC, CA
Cathedral City Fire Station No.411, CA
County of San Bernardino, Public Defender Facility, CA
County of San Bernardino, Downtown Master Plan Development, CA Inglewood Emergency Operations Center, CA
Westminster Police Department Shooting Range, CA
Covina Civic Center Needs Assessment & Strategic Services, CA Garden Grove Public Safety Master Plan, Police Headquarters, Fire Department and Headquarters, CA
Newport Beach Police Dept. Needs Assessment & Strategic Services, CA Covina Police Department Needs Assessment & Strategic Services, CA Westminster Police Department & City Hall Merger Study, CA Yucaipa Police Department Needs Assessment & Strategic Services, CA Manhattan Beach Fire Station, City Hall, and Aquatic Center Needs Assessment & Strategic Services, CA
Watsonville Police Department Needs Assessment & Strategic Services, CA As Pre-Design Manager, Dustin offers insight
and support during the earliest phases of project
development.

Education
Bachelor of Architecture, University
of Colorado, Boulder
Certification
State of California Licensed Real
Estate Broker
Certified Construction Manager
(CCM)
LEED Accredited Professional
(LEED AP)
Affiliations
U.S. Green Building Council,
Member
Construction Management
Association of America, Member
Commitment
Pre-Design: 75%
Years of Experience
16 225
69 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Qualifications
Jay has 22 years of cost estimating experience on various municipal projects, including renovation and new construction. He has a unique perspective on the industry, as he has a mixed background of being both a pre-construction manager and a general contractor. He brings his creative and expert skills to his work, including cost estimating, LEED analysis, value engineering, constructability reviews, master planning, and scheduling. He is also a skilled mediator, participating in change order preparation, validation, and negotiation.

Jay Helekar

LEED AP
Chief Estimator
Representative Experience
Tustin Water Administration Building, Corporate Yard & EOC, CA County of San Bernardino, High Desert Public Safety Operations Center, CA Lake Forest Civic Center, City Hall, Sheriff Substation, and Community Center, CA
Huntington Beach Senior Center, CA
Visalia Emergency Communications Center, CA
Buena Park Fire Station No.61 & Emergency Operations Center, CA Police Services of Salinas, CA
Hesperia Police Department, Dispatch & EOC, CA
Cathedral City Fire Station No.411, CA
County of San Bernardino, Public Defender Facility, CA
County of San Bernardino, Downtown Master Plan Development, CA Inglewood Emergency Operations Center, CA
Westminster Police Department Shooting Range, CA
Covina Civic Center Needs Assessment & Strategic Services, CA Garden Grove Public Safety Master Plan, Police Headquarters, Fire Department and Headquarters, CA
Newport Beach Police Dept. Needs Assessment & Strategic Services, CA Covina Police Department Needs Assessment & Strategic Services, CA Westminster Police Department & City Hall Merger Study, CA Yucaipa Police Department Needs Assessment & Strategic Services, CA Manhattan Beach Fire Station, City Hall, and Aquatic Center Needs Assessment & Strategic Services, CA
Watsonville Police Department Needs Assessment & Strategic Services, CA As Chief Estimator, Jay will provide value engineering
and cost control services through each stage of the
project to ensure your fiscal objectives are achieved
from inception to completion.

Education
Construction Management
Engineering, California State
University, Long Beach
Certification
LEED Accredited Professional
(LEED AP)
Affiliations
U.S. Green Building Council,
Member
Commitment
As-Needed
Years of Experience
22 226
70 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Qualifications
Susan has a broad background in community development, engagement, and planning. For over 25 years, she has built her career around community- based planning and visioning, striving to create a network of healthier, more livable communities. She has provided planning, revitalization, and community engagement services to public clients across the country. Susan is able to oversee community design workshops, stakeholder meetings and presentations, pop-up events, social media management, newsletters, e-blasts, fact sheets, website content, press releases, updates for officials, and quarterly updates.

Susan Harden

LEED AP
Outreach Advocate
Representative Experience
Eastvale General Plan Update, CA
Swim Seal Beach, CA
Shoreline Park Master Plan, San Leandro, CA
Buena Park Fire Station No.61 & Emergency Operations Center, CA Yorba Linda Library & Cultural Arts Center, CA
Santa Cruz Downtown Library & Mixed-Use Project, CA
Laguna Beach Village Entrance, CA
Cupertino Library Expansion, CA
Rancho Cucamonga General Plan Update, CA
Channel Islands Harbor Vision Plan, CA
Campo Road Corridor Revitalization Plan, CA
Wildomar Town Center Master Plan, CA
Vista Civic Center Master Plan, CA
Poway Town Center Master Plan, CA
North Downtown Area Neighborhood Vision Plan, Lancaster, CA Imperial Downtown Master Plan, CA
Riverside Innovation District Vision Plan, CA
Pueblo Viejo Revitalization Plan, Coachella, CA
Richmond Park Neighborhood Concept Plan, Fullerton, CA
Garvey Avenue Corridor Mixed-Use Study, El Monte, CA
As your Outreach Advocate, Susan will assist the
city of Eastvale and project teams in facilitating
community engagements, planning, and visioning
sessions to achieve community buy-in, public support,
and consensus.

Education
Master of Environmental Planning,
Arizona State University
Bachelor of Arts, Architectural
Studies, University of Kansas
Bachelor of Arts, Environmental
Studies, University of Kansas
Certification
Leadership in Energy and
Environmental Design Accredited
Professional (LEED AP)
Fellow, American Institute of
Certified Planners
Certified Main Street Manager
Professional
Certificate in Neighborhood
Revitalization, NeighborWorks
America
Certificate in Dialogue, Deliberation
and Public Engagement, Fielding
University
Commitment
As-Needed
Years of Experience
27 227
71 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A With more than 40 years of architectural experience, credibility and expertise in civic projects, Jim Wirick uses his programming, planning and leadership skills to advance innovative concepts that support client goals. Jim’s experience has included projects such as city halls, libraries, police and fire stations, recreation facilities and religious facilities. On civic projects, Jim understands the unique demands of a community-driven space and the balance of light, acoustics, aesthetics and finances to arrive at a solution that intersects the desires and fiscal constraints.

LPA will be involved 100% until the development of the Bridging Documents and then on an as-needed basis through pre-construction and construction.

Jim Wirick
AIA, LEED AP BD+C
Principal, Studio Director
County of Orange Civic Center, CA
Chino Hills Government Center City
Hall, CA
Chino Hills Library, CA
Chino Hills Sheriff’s Facility, CA
Chino Hills Fire Department, CA
Irvine Fire Station No.20, CA
Laguna Beach Community and Senior
Center, CA
Laguna Niguel Crown Valley
Community Center City Hall, CA
Orange Public Library & Historic
Center, CA
Education
Master of Architecture, Cal Poly,
San Luis Obispo
Certification / License
15598, CA
Years of Experience
43 As Design Director at LPA, Jeremy Hart designs with discovery and impact in mind. With more than 20 years of experience, he believes that the direction of design should reflect the will of the community. As an architect and a history buff, Jeremy is driven by the desire to create and influence our environment in a meaningful way. He asserts that architects’ ability to create meaningful impressions on people can influence a community, interactions and the surrounding environment. Jeremy approaches each project like a puzzle that needs to be solved, uncovering each factor that may contribute to a project.

LPA will be involved 100% until the development of the Bridging Documents and then on an as-needed basis through pre-construction and construction.

Jeremy Hart
AIA, LEED AP BD+C
Project Architect
Representative Experience
Campbell Police Department, CA
Police Services of Salinas, CA
Buena Park Fire Station No.61, CA
Buena Park Police Department, CA
County of Orange Civic Center, CA
Chino Hills Government Center City
Hall, CA
Chino Hills Library, CA
Chino Hills Sheriff’s Facility, CA
Chino Hills Fire Department, CA
Hesperia Civic Center & High Desert
Government Center, CA
Laguna Beach Community and Senior
Center, CA
Education
Bachelor of Architecture, Cal Poly,
San Luis Obispo
Certification / License
29148, CA
Years of Experience
23 Representative Experience
228
72 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Practicing architecture for more than 30 years, Larry Chiu’s experience includes master planning, programming, cost estimating and site and building design from construction to occupancy. His work in retail, civic, education, entertainment and military ranges from tenant improvements to ground up construction.

Larry believes a clearly defined scope of work, realistic schedules and budgetary control are critical to achieve a successful project outcome. As a project manager, he provides leadership oversight and project staffing with the criteria for success in mind.

LPA will be involved 100% until the development of the Bridging Documents and then on an as-needed basis through pre-construction and construction.

Larry Chiu
AIA, LEED AP BD+C
Principal, Studio Director
Buena Park Police Department, CA
Chino Hills Government Center City
Hall, CA
Chino Hills Library, CA
Chino Hills Fire Department, CA
Laguna Beach Community and Senior
Center, CA
Laguna Niguel Crown Valley
Community Center City Hall, CA
Orange Public Library & Historic
Center, CA
Police Services of Salinas, CA
West Hollywood Park Aquatic &
Recreation Center, CA
Education
Bachelor of Architecture, Cal Poly,
San Luis Obispo
Certification / License
15614, CA
Years of Experience
38 Rick D’Amato is an award-winning architect and AIA Fellow. He believes in the power and responsibility of design to shape the world around us. Design, Rick asserts, needs to oblige an environmental responsibility and provide an enjoyable, immersive experience for users. As Design Director, he is responsible for the design of many project types, from nature centers, libraries and education facilities to retail projects, fire stations and corporate headquarters. He has created exciting workplace and public environments for many notable clients, including the cities of West Hollywood and Long Beach, ASICS, Volcom, DPR Construction and the LEED-Platinum Environmental Nature Center.

LPA will be involved 100% until the development of the Bridging Documents and then on an as-needed basis through pre-construction and construction.

Rick D’Amato

FAIA, LEED AP
Design Director, Workplace
Representative Experience
County of Orange Civic Center, CA
Mazda, Motor Corporation, Western
Regional Headquarters
Acorns Corporate Headquarters,
Irvine, CA
Kajabi Corp. Headquarters, Irvine, CA
LPA Irvine Headquarters, CA
Buena Park Police Department, CA
Hesperia Civic Center, CA
High Desert Government Center,
Hesperia, CA
Hesperia Police Department, CA
Laguna Niguel Crown Valley
Community Center City Hall, CA
Education
Bachelor of Architecture, Cal Poly,
San Luis Obispo
Certification / License
29047, CA
Years of Experience
37 Representative Experience
229
73 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A With more than 30 years at LPA, Chris Lentz influences the interior design solutions of many civic and corporate projects. Her leadership style proves successful in both small team structures and is an integral part of a large team institutional design project. Chris has a focus as a corporate strategic planner.

She considers it a priority to think beyond the initial project build and consider how an environment will adapt to future influences. By nature, this thought process supports a more sustainable environment.

LPA will be involved 100% until the development of the Bridging Documents and then on an as-needed basis through pre-construction and construction.

Chris Lentz
CID, LEED AP BD+C
Interior Design Lead
County of Orange Civic Center, CA
Chino Hills Government Center City
Hall, CA
Chino Hills Library, CA
Diamond Bar City Hall, CA
Diamond Bar Library, CA
Laguna Beach Community and Senior
Center, CA
Laguna Niguel Crown Valley
Community Center City Hall, CA
West Hollywood Park Aquatic &
Recreation Center, CA
Education
BFA, Interior Design, Bringham
Young University
Certification / License
12339, CID
6254, NCIDQ
Years of Experience
34 Danielle’s primary responsibility has been to aid in all aspects of a project’s site environmental development from initial design concepts and master planning through construction documentation. Her experience encompasses park and recreation projects, civic, K-12, commercial and corporate building types. She brings creative, budget friendly design solutions to both new construction and complex renovation and expansion projects Nature Center.

LPA will be involved 100% until the development of the Bridging Documents and then on an as-needed basis through pre-construction and construction.

Danielle Cleveland
PLA, ASLA, LEED AP BD+C
Landscape Architecture Lead
Representative Experience
County of Orange Civic Center, CA
Police Services of Salinas, CA
Laguna Niguel Crown Valley
Community Center City Hall, CA
West Hollywood Park Aquatic &
Recreation Center, CA
West Hollywood City Hall, CA
Cathedral City Fire Station No.411, CA
Brea Sports Complex, CA
Crown Valley Park Community
Building, CA
Long Beach Public Library, Michelle
Obama Branch, CA
Education
Bachelor of Landscape
Architecture, Ball State University
Certification / License
LA 5954, CA
Years of Experience
16 Representative Experience
230
74 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A As the Director of Structural Engineering, Bryan Seamer is passionate about creating safe, high-performing, cost-effective structural systems that are long-lasting, durable and resilient. With more than 20 years’ experience in new construction, seismic assessment and rehabilitation of existing buildings, Bryan uses emerging technologies and innovative design strategies to create safer built environments and preserve historic structures. An engaged leader and expert in his field, he is adept at communicating complex technical issues in a way that is accessible and actionable by colleagues, clients and the public.

LPA will be involved 100% until the development of the Bridging Documents and then on an as-needed basis through pre-construction and construction.

Bryan Seamer

SE, PE, LEED GA
Structural Engineering Lead
Police Services of Salinas, CA
Elk Grove Civic Ctr. Master Plan, CA
Elk Grove Park & Aquatics Ctr., CA
Laguna Niguel City Hall, CA
Malibu City Hall, CA
Malibu Library, CA
West Hollywood Park Aquatic &
Recreation Center, CA
Long Beach Public Library, Michelle
Obama Branch, CA
North Long Beach Library, CA
Elk Grove Multi-Sport Complex, CA
Elk Grove Veterans Hall, CA
Education
Master of Structural Engineering
California State University, Long
Beach
Certification / License
S4899, CA
63135, P.E., CA
Years of Experience
22 As Director of Engineering, Erik Ring provides overall leadership for LPA’s multidisciplinary engineering efforts including structural, sites, and systems design focused teams. The engineering teams at LPA work to enhance our approach of an informed design process using integrated teams.

Erik delivers technical and design leadership for integrating appropriate, costeffective and high-performance engineering solutions for LPA projects. His focus is on integrating sustainable design strategies within LPA projects through understanding every project’s goals, opportunities, and constraints.

LPA will be involved 100% until the development of the Bridging Documents and then on an as-needed basis through pre-construction and construction.

Erik Ring
PE, LEED Fellow
MEP Engineering Lead
Representative Experience
County of Orange Civic Center, CA
Police Services of Salinas, CA
Laguna Niguel Crown Valley
Community Center City Hall, CA
West Hollywood Park Aquatic &
Recreation Center, CA
West Hollywood City Hall, CA
Cathedral City Fire Station No.411, CA
Brea Sports Complex, CA
Crown Valley Park Community
Building, CA
Long Beach Public Library, Michelle
Obama Branch, CA
Education
Master of Architecture, UC
Berkeley
Bachelor of Engineering, Harvey
Mudd
Certification / License
31731, CA
Years of Experience
25 Representative Experience
231
75 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A As a civil engineer, Kathereen Shinkai has extensive experience with local agencies, and has strong working relationships developed with agency staff which enables more timely and efficient plan review and permit processing.

Kathereen has managed and designed a range of projects that include institutional, retail/commercial centers, master planned residential communities, religious facilities, public works and industrial facilities. Her technical expertise includes the design and coordination of water, sewer, storm drain, horizontal control, rough and precise grading and street improvements plans.

LPA will be involved 100% until the development of the Bridging Documents and then on an as-needed basis through pre-construction and construction.

Kathereen Shinkai
PE, M.ASCE
Civil Engineering Lead
County of Orange Civic Center, CA
Laguna Niguel City Hall, CA
Long Beach Public Library, Michelle
Obama Branch, CA
Malibu City Hall, CA
Malibu Library, CA
Police Services of Salinas, CA
West Hollywood Park Aquatic &
Recreation Center, CA
County of San Bernardino, High
Desert Government Center, CA
Education
Bachelor of Science, Civil
Engineering, University of
California, Irvine
Certification / License
68369, CA
Years of Experience
23 Representative Experience
WESTMINSTER POLICE DEPT.

HEADQUARTERS
*Completed by Deryl Robinson
232
76 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Qualifications
As Founding Principal , Michael Schrock is responsible for all aspects of client relations, planning, architectural design, landscape architectural design, and project coordination. Michael brings 30 years of experience to the firm and is an accomplished urban designer with experience in various types of recreational, commercial, residential, senior housing, mixed-use, multi-family and public sector projects. Mr. Schrock’s knowledge gives him a broad spectrum of understanding and expertise to evaluate any planning, architecture, and landscape architectural challenge. Michael manages the Costa Mesa office and oversees the design and construction of all office projects and charity ventures.

Michael Schrock

RLA, AIA
Master Plan Integration Architect
Representative Experience
Eastvale Leal Property Master Plan,, CA
Eastvale Civic Center Space Planning, CA
Station East, Union City, CA
Vikings Lakes Residential Master Plan, Eagen, MN
Paramount Civic Center, CA
180 Ocean Co-Working Interior, Long Beach, CA
The Terraces at Copley Point, San Diego, CA
Three-Sixty, Hawthorne, CA
The Village at San Antonio Center, San Jose, CA
San Antonio Office, San Jose, CA
Skyborne, Desert Hot Springs, CA
House of Tomorrow, Disneyland, CA
Sohay, Hayward, CA
Elements, Irvine, CA
Uptown Orange, Orange, CA
Jefferson Apartments, Anaheim, CA
NOHO Plaza, North Hollywood, CA
Palisades at UTC, San Diego, CA
Luma Apartments, San Diego, CA
Modera, Hollywood, CA
360 La Jolla Crossroads, La Jolla, CA
The Camden, Hollywood, CA
Shift Apartments, San Diego, CA
OceanAire, Long Beach, CA
Metropolis, Irvine, CA
As Master Plan Integration Architect, Michael will
support the Griffin Structures and LPA team in
ensuring a seamless transition between the Civic
Center Master Plan and Leal Ranch Master Plan.

Education
Bachelor of Landscape
Architecture, College of
Architecture and Environmental
Design, California Polytechnic State
University, San Luis Obsipo
Certification
Registered California Landscape
Architect, No 4192
AIA Board of Directors & CA
Council
Affiliations
Member American Society of
Landscape Architects (ASLA)
Member American Institute of
Architects (AIA)
AIA Urban Design Committee
City of Dana Point Chamber of
Commerce
HomeAid’s Project Playhouse
Director
Commitment
Urban Arena will provide as-needed
support to this team to ensure a
properly integrated master plan.

Years of Experience
30 233
77 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Agreement Review
We have reviewed the Agreement of Services for the City of Eastvale and have included the proposed exceptions and deviations below. We are ready, willing, and able to discuss these items immediately and execute an agreement with the City as soon as possible.
• 3 - Standard of Performance:
» 1st line: request to delete “and warrants”
» 2nd, 3rd lines: request to delete “thorough, competent and” » 3rd line: request to delete “faithfully”
» 4th line: request to delete “and talent”
» 5th line: request to delete “at a minimum”
• 8 - Exhibit C:
» B 1: In order to comply with what our actual policies state, several deletions must be made. We request the sentence to read: “Each insurance policy required by this Agreement shall be endorsed and state the coverage shall not be cancelled by the insurer except after 30 days’ prior written notice by mail has been given to City.” • B 2 (1), 1st and 2nd lines: request to delete “and volunteers” • B 2 (2), 2nd line: request to delete “and volunteers” • B 2 (2), 3rd line: request to delete “or volunteers”
• B 2 (4), 3rd line: request to delete “or volunteers”
• B 3, 3rd line: request to delete “and agents”
• C 2, 3rd line: request to delete “and volunteers”

FULLERTON MULTIGENERATIONAL

COMMUNITY CENTER
234
78 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A 1 REQUEST FOR PROPOSALS

FOR OWNER’S REPRESENTATIVE/

PROGRAM MANAGEMENT AND BRIDGING ARCHITECT
for the EASTVALE CIVIC CENTER – CITY HALL

LIBRARY/SENIOR CENTER

POLICE STATION

FIRE STATION

Date of Q&A Release: September 23, 2021

Notice to All Proposers:

The following Questions and Answers are hereby made a part of the Request for Proposals (RFP) for the above-referenced Project, as fully and completely as if the same were set forth therein. Proposer shall take this Q&A into consider ation when preparing and submitting a proposal and shall acknowledge receipt of this Q&A as instructed here within.

Question 1: It looks like response for Owner’s rep services are due 9/30, but I wanted to see if I could get some more information about the project? Will this be a design/build project in the future, or is it too early to tell?

Answer 1: The City plans to utilize a Design Build (DB) method where a Bridging Architect, under contract to the Owner’s Representative/Program Manager, develops bridging documents to the end of Design Development for all components of the project. Bridging Architect should anticipate small role in reviewing and providing feedback on Construction Documents produced by the Design Build Entity. The City, at its sole discretion, will proceed with bidding out the bridging documents as a Design Build delivery or utilize an alternative delivery method to complete the project.

Question 2: Can you please provide the overall timeline, from planning/programming – construction completion, that the City is looking to achieve this project?

Answer 2: The city is looking to achieve the project in 2-4 years.

Acknowledgement of Q&A / Addenda
235
79 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A 2 Any and all notifications must be acknowledged via signature by the Proposer and made part of and incorporated as part of the Proposal.

Please sign the acknowledgment below and include it as part of your Proposal. 236
80 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A 3 Q&A ACKNOWLEDGEMENT

REQUEST FOR PROPOSALS
FOR OWNER’S REPRESENTATIVE/

PROGRAM MANAGEMENT AND BRIDGING ARCHITECT
for the EASTVALE CIVIC CENTER – CITY HALL

LIBRARY/SENIOR CENTER

POLICE STATION

FIRE STATION

Proposer shall signify receipt of Q&A
Respectfully submitted,

Company Name

Proposer’s Legal Name

Proposer’s Legal Signature

Title

Telephone Number

Date
Roger Torriero, Principal-In-Charge,
President & Chief Executive Officer
9/30/21
(949) 412-9000
Griffin Structures
Roger Torriero
237
i | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A

SOUTHERN CALIFORNIA OFFICE
1 Technology Drive, Building i, Suite 829
Irvine, CA 92618
(949) 497-9000

NORTHERN CALIFORNIA OFFICE
1850 Warburton Avenue, Suite 120
Santa Clara, CA 95050
(408) 955-0431

I N C O L L A B O R A T I O N W I T H
238
1 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Griffin Structures Fee Proposal
Eastvale Civic Center
10/21/2021
Griffin Structures’ Fee Proposal is based on all reasonable costs necessary to perform Owner Representation / Program Management and Bridging Document Architect services for the Eastvale Civic Center project. For these requisite services Griffin Structures proposes the following Not-to-Exceed Fee:

Owner Representative / Program Management: $ 1,673,240 Phase 1: Pre-Design: $93,900
Phase 2: Bridging Documents & DBE Selection: $261,600 Phase 3: DBE Design & Permitting: $144,340
Phase 4: Construction & Closeout: $1,173,400
Bridging Documents Architect (LPA): $ 2,653,964
Master Plan Integration Architect (Urban Arena): $ 25,000 Public Outreach (CirclePoint) $ 101,205
Reimbursable Expenses: $ 126,591
Grand Total: $ 4,580,000
All proposed hourly rates are fully burdened and include overhead profit, taxes, and benefits. The hours identified for each individual employee and task are estimates only and are not to be construed as not to exceed hours for any individual task, phase, or time period. We reserve the right to reallocate hours between staff members, subconsultants, and tasks, in order to accomplish the overall objectives and requirements of the project.

This proposal is based on our current understanding of the scope of services described in the RFP and further illustrated in the attached Fee Proposal and Resource Allocation Schedule, which provides detail on the allocation of hours for services as they occur over time. Any extension of the schedule may result in additional fee, in good faith negotiation with the City.

Master Architect services are based on the attached Architecture and Engineering Fee Proposal and Qualifications. Any additional services that may be required will be negotiated in good faith with the City.

Approach to Schedule
This proposal assumes a Notice to Proceed of November 1, 2021, and is based on the following schedule as illustrated in the Resource Allocation Schedule attached:

Phase 1, Pre-Design: 4 months
Phase 2, Bridging Documents & DBE Procurement: 11 months Phase 3, DBE Design & Permitting: 6 months
Phase 4, Construction and Closeout: 20 months
239
2 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Approach to Staffing & Project Team
To bring the highest level of efficiency and value to the City, Griffin Structures has assembled following team in accordance with the scope of work described in the RFP:

Roger Torriero will service as Principal in Charge for the duration of the project and will provide direction and quality assurance to the project team for a total of 328 hours. To bring value to the City, Roger’s time is offered AT NO COST for a total VALUE ADDED of $90,200
Jon Hughes will serve as the Project Executive for the duration of the project and will provide as-needed leadership to the team to ensure a successful delivery. In this role Jon will serve as the primary point of contact for this contract as well as provide extensive support based on his years of experience delivery complex campus projects. For this level of service, we have allocated a total of 410 hours of Jon’s time.

Deryl Robinson will serve as the Owner’s Representative/Program Manager and primary point of contact for the entire duration of the project. Deryl will bring his considerable program management experience on large Civic Center projects, most notably his successful delivery of the City Administration Buildings (North and South) on behalf of the County of Orange. For this level of service, we have allocated a total of 3365 hours of Deryl’s time.

Sally Armanious will serve as the Construction Manager for this project. In this role, Sally will serve in a supportive role helping to perform critical design reviews and in preparation for start of construction. Once construction begins, Sally will be deployed full time to the project site and serve as the on-site representative for the City. For this level of service, we have allocated a total of 3742 of Sally’s time to this project.

Dustin Alamo will serve as the Pre-Design Manager for this project. Given his extensive knowledge of public facilities programming, and his deep understanding of the organizational structure of the City, Dustin will bring considerable value to the project in validating the program and enforcing its implementation. For this level of service, we have allocated 360 hours of Dustin’s time.

Jay Helekar will serve as the Chief Estimator for this project. Under Jay’s leadership, Griffin will perform construction cost estimates at key stages of the Bridging Document development phase, as well as serve as an estimating check against the DBE’s estimates and final bid price. For this level of service, we have allocated 240 hours of Jay’s time.

LPA Design Studios will provide all necessary Architecture and Engineering to develop a biddable set of bridging documents based on the parameters set in the RFP. For a detailed breakdown of LPA’s costs, please see attached Architecture and Engineering Fee Proposal. For these subconsultant services, Griffin Structures will pass through these costs to the City at cost with no mark up.

Urban Area will be serving as Master Plan Integration Architect to ensure we dovetail the civic center master plan into the Leal Ranch master plan. We have included an allowance of $25k for their assistance which Griffin Structures will pass through these costs to the City at cost with no markup.

Susan Harden will provide Public Outreach services. In this role Susan will employ her extensive experience with the City to provide comprehensive public outreach and communications services. For a detail break down of Susan’s costs, please see attached public outreach proposal. For these subconsultant services, Griffin Structures will pass through these costs to the City at cost with no mark up. 240
3 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Qualifications & Exclusions

1. Hourly rates will remain fixed through March 2025 and will escalate by CPI annually thereafter.

2. Insurance costs are included as a reimbursable expense, and will be billed monthly at the rate of $8 per $1,000.

3. Costs for on-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.

4. 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.

5. At no cost to the Owner, and subject 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.

6. Costs for surveying, construction staking, environmental and hazardous materials surveys, and all environmental and hazardous materials transportation and remediation costs are excluded.

7. No Environmental monitoring services are included in this proposal and are assumed to be included in the DBE’s scope of work under contract with the City.

8. 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.

9. 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.

10. Wage Compliance Program including Certified Payroll auditing, 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.

11. 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.

12. No LEED services are included in this proposal. Any service related to LEED design, 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.

13. 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. 241
4 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A

14. FF&E is excluded.

15. Construction Site Security is excluded.

16. 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. Master Architect will remain engaged in the project for reviewing of any substitution requests.

17. 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.

18. 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.

19. Griffin is not responsible for any schedule delays and/or any losses, damages, or 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.

20. 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 CEQA approvals will be achieved through a Mitigated Negative Declaration using City resources.

21. WQMP or SWPPP services are excluded from this proposal. It is assumed the DBE will provide the necessary design of, application for, and achieve approval by the State for any and all WQMP and SWPPP requirements.

This proposal does include establishing the performance criteria for WQMP’s and best practice options for inclusion in the Bridging Documents.

22. 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.

23. Griffin recommends the use of OpenSpace for providing 360 photographic documentation, the cost of which is included as a reimbursable expense.
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5 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A

PRINCIPAL-IN-
CHARGE

PROJECT

EXECUTIVE

PROGRAM

MANAGER

CONSTRUCTION

MANAGER

PRE-DESIGN

MANAGER
CHIEF

ESTIMATOR
PUBLIC

OUTREACH
MASTER

ARCHITECT

MASTER PLAN

INTEGRATION

ARCHITECT
Roger Torriero Jon Hughes Deryl Robinson Sally Armanious Dustin Alamo Jay Helekar Susan Harden LPA Urban Arena $275/hr. $225/hr. $220/hr. $195/hr. $185/hr. $185/hr. See Proposal See Proposal Allowance 11 PPHHAASSEE 11:: PPRREE--DDEESSIIGGNN 3322 4400 118800 1100 330000 4400 IInnccll IInnccll IInnccll

1.1 Act As Owner Advisor Incl Incl Incl Incl Incl - - Incl Incl

1.2 Assist in Determining Project Goals Incl Incl Incl Incl Incl - - Incl Incl

1.3 Assist in Defining All Project Requirements for Solicitation of Bids (RFQ/RFP) Incl Incl Incl Incl Incl - - Incl Incl

1.4 Assist the County in Agreement with Public Contract Code Incl Incl Incl Incl Incl - - Incl Incl

1.5 Contract with and Oversee Master Architect Incl Incl Incl Incl Incl - - Incl Incl

1.6 Manage Design Efforth Through Design Development Incl Incl Incl Incl Incl - - Incl Incl

1.7 Define Turnover Process, Training, and Commissioning Requirements Incl Incl Incl Incl Incl - - Incl Incl

1.8 Initiate and Oversee Public Outreach Efforts Incl Incl Incl Incl Incl - Incl Incl Incl

1.9 Estimating Incl Incl Incl Incl Incl Incl - - -
22 PPHHAASSEE 22:: BBRRIIDDGGIINNGG DDOOCCUUMMEENNTTSS AANNDD DDBBEE PPRROOCCUURREEMMEENNTT 8888 111100 771155 8800 4400 220000 IInnccll IInnccll IInnccll

2.1 Assist in Selection of DB Teams Incl Incl Incl Incl - - - Incl Incl

2.2 Monitor and Update Project Schedule Incl Incl Incl Incl - - - Incl Incl

2.3 Assist in Assuring Design Submissions Meet Intent of the RFP Incl Incl Incl Incl - - - Incl Incl

2.4 Manage the CEQA Process Incl Incl Incl Incl - - - Incl Incl

2.5 Attend/Facilitate DB Meetings and Presentations Incl Incl Incl Incl - - - Incl Incl

2.6 Conduct Thorough Review of Plans and Specifications Incl Incl Incl Incl - - - Incl Incl

2.7 Assist in Analyzing and Qualifying Cost Estimate and Current Market Conditions Incl Incl Incl Incl - - - Incl Incl

2.8 Continuation of Public Outreach Efforts Incl Incl Incl Incl - - Incl Incl Incl

2.9 Program Verfication of Bridging Documents Incl Incl Incl Incl Incl - - Incl Incl

2.10 Estimating Incl Incl Incl Incl - Incl - - -
33 PPHHAASSEE 33:: DDBBEE DDEESSIIGGNN && PPEERRMMIITTTTIINNGG 4488 6600 339900 221122 2200 00 IInnccll IInnccll IInnccll

3.1 Manage and Assist DBE's Design and Due Diligence Incl Incl Incl Incl - - - - -

3.2 Set Up and Maintain Project Files Incl Incl Incl Incl - - - - -

3.3 Provide Consultation and Advice to City Incl Incl Incl Incl - - - - -

3.4 Monitor Construction Schedule and Identify Schedule Slippage Incl Incl Incl Incl - - - - -

3.5 Review Contractor's Traffic Control Plan Incl Incl Incl Incl - - - - -

3.6 Assist With All Approval Processes with City and Other Agencies Incl Incl Incl Incl - - - - -

3.7 Continuation of Public Outreach Efforts Incl Incl Incl Incl - - Incl - -

3.8 Program Verification of DBE Deliverables Incl Incl Incl Incl Incl - - Incl Incl 44 PPHHAASSEE 44:: CCOONNSSTTRRUUCCTTIIOONN AANNDD CCLLOOSSEEOOUUTT 116600 220000 22008800 33444400 00 00 IInnccll IInnccll IInnccll

4.1 Provide Review of DBE's QA/QC and RFI's, Change Orders, Schedule Controls etc. Incl Incl Incl Incl - - - Incl Incl

4.2 Participate and Represent County in Regular Project Meetings and Progress Reviews Incl Incl Incl Incl - - - - -

4.3 Provide Daily On-Site Quality Assurance, Take Project Photos and Provide Daily Report Incl Incl Incl Incl - - - - -

4.4 Provide Monthly Progress Report Incl Incl Incl Incl - - - - -

4.5 Oversee and Enforce SWPPP Compliance Incl Incl Incl Incl - - - - -

4.6 Conduct Weekly Construction Progress Meetings Incl Incl Incl Incl - - - - -

4.7 Review Contractor's Monthly Billing Incl Incl Incl Incl - - - - -

4.8 Manage and Oversee Commissioning Phase Incl Incl Incl Incl - - - - -

4.9 Oversee Punchlist and Compliance with Plans and Specifications Incl Incl Incl Incl - - - - -

4.10 Ensure All Requirements of DBE Have Been Met Incl Incl Incl Incl - - - - -

4.11 Coordinate Final Project Inspection and Sign Off Incl Incl Incl Incl - - - - -

4.12 Review Final Acceptance and Permitting Requirements are Met Incl Incl Incl Incl - - - - -

4.13 Coordinate Maintenance and Training and Documentation Incl Incl Incl Incl - - - - -

4.14 Enforce Final Document, O&M's, and Record Drawings Turnover Incl Incl Incl Incl - - - - -

4.15 Continuation of Publc Outreach Efforts Incl Incl Incl Incl - - Incl - - TToottaall HHoouurrss 332288 441100 33336655 33774422 336600 224400 IInnccll BBeellooww IInnccll BBeellooww IInnccll BBeellooww SSuubbttoottaallss $$9900,,220000 $$9922,,225500 $$774400,,330000 $$772299,,669900 $$6666,,660000 $$4444,,440000 $$110011,,220055 $$22,,665533,,996644 $$2255,,000000 PPRROOJJEECCTT // CCOONNSSTTRRUUCCTTIIOONN MMAANNAAGGEEMMEENNTT TTOOTTAALL NNOO CCHHAARRGGEE $$44,,445533,,440099 55 RREEIIMMBBUURRSSAABBLLEE CCOOSSTTSS $$112266,,559911

5.1 Insurance $36,591

5.2 Misc. Allowances & Printing $20,000

5.3 OpenSpace: 360 Degree Photographic Documentation Allowance $35,000

5.4 Submittal Exchange $35,000
GGRRAANNDD TTOOTTAALL $$44,,558800,,000000
Item No. PROJECT PHASE
243
6 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A

MONTHLY STAFFING HOURS
PROJECT PHASE 22002222

MONTHLY STAFFING HOURS
22002233
22002244PROJECT PHASE
22002211
22002255
244
7 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A

EASTVALE CIVIC CENTER | Communications & Engagement Scope The following scope of work assumes an approximate 40-month project schedule, with concentration of communications work during the pre-design and schematic phases, and then again during construction.

Task 1: Kick-off Meetings
Circlepoint will participate in an internal team kick-off meeting with the Griffin team, along with kick-off meeting with the City team (to include Communications staff). Intent of meeting participation will be to clarify initial goals for engagement and communications, discuss the scope and responsibilities, and discuss the project more broadly.
• Participation in two (2) project kick-off meetings by up to two (2) CP staff to inform the draft communications plan
Task 2: Branding & Messaging
Building on review of previous materials, articles, websites, etc., along with direction from the City team, Circlepoint will develop a succinct project description and branding package to include colors, fonts, and graphics that will allow for easy community recognition and communication throughout the 3.5 year process. The branding package will include a jpg/png, PPT template, MSWord template, InDesign template, and branding guidelines. Templates will be provided in both color and black and white. • One (1) Draft and one (1) final Civic Center project branding package Task 3: Communications & Engagement Plan
Circlepoint will prepare a comprehensive communications and engagement plan for all phases of the project, with particular emphasis on activities during conceptual and schematic design development, and then again during construction. The Communications Plan will address use of social media, traditional media, website updates, Engage Eastvale, virtual/face-to-face engagement activities, and other communications strategies. The components of the communications plan will include:
▪ Introduction
▪ Key Audiences/Stakeholder Analysis
▪ Branding & Messaging – from Task 2
▪ Proposed Communications Tools & Engagement Activities ▪ Responsibilities Matrix and Processes
▪ Schedule
The plan may include communications strategies and ideas that are outside the Circlepoint scope of the project, but that the City may wish to undertake or consider OR that the City and its internal communications team will lead. The Communications will be periodically updated to reflect changes in project schedule or evolving project needs.
• One (1) draft and one (1) final draft Communications & Engagement Plan • Periodic updates to the plan as necessary
Task 4: Implementation of Communications Tasks
245
8 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A

Circlepoint will work closely with the project team and the City to implement the Communications & Engagement Plan through the development of outreach materials. Additionally, the Communications team will provide assistance with a number of virtual and/or face-to-face interaction with community members to further inform and build project support at key junctures. The tasks and products outlined below may be tweaked during the kick-off meeting and/or development of the Communications & Engagement Plan.
• Pre-design through Schematic Design (5-7 months)
o Social media calendar with recommended posts and images for Instagram, Facebook, and LinkedIn on a weekly basis (to promote project and invite participation) o Workshop flyer(s) to publicize engagement events
o Draft content for up to two (2) project newsletters
o Draft up to five (5) draft and final e-blast updates/ invitations o Draft project content for Engage Eastvale online site (including survey-style questions) o Draft up to two (2) press releases
o Draft one (1) project fact sheet
o Prepare for and facilitate of one (1) virtual and one (1) in-person public design workshop (LPA to provide design exhibits)
o Prepare materials (signs, handouts, interactive exercise board) for up to four (4) pop-up events (LPA to provide design exhibits)
o Facilitate up to three (3) focused stakeholder meetings o Prepare for and facilitate one (1) virtual and one (1) in-person workshop or open house to present and review draft designs (LPA to provide design exhibits)

• Design Development through Design/Permitting (approximately 9-11 months) o Social media calendar with a recommended post and image for Instagram, Facebook, and LinkedIn on a once or once every other month month basis (to provide updates) o Provide updated content for website and Engage Eastvale o Provide update to project fact sheet
o Draft content for one (1) project newsletter
o Assist with the organization and planning of one (1) youth engagement/educational activity (discuss project; present careers – engineering, architecture, interior design, construction, etc.)

• Construction Process (approximately 20+ months)
o Social media calendar with a recommended post and image for Instagram, Facebook, and LinkedIn on a once-a-month basis (more frequently if needed) o Provide updated content for website and Engage Eastvale o Provide update to project fact sheet at beginning of construction o Draft construction flyers with information on construction at key junctures during the process that can be emailed or handed out to adjacent property owners, business owners, employees and residents.
o Draft content for three (3) project newsletters
o Draft content for two (2) draft press releases
246
9 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A

o Assist with the organization and planning of two (2) site tours, assume library and City hall buildings. Draft invitations, tour format, logistics checklists, and speaker notes. o Plan and facilitate up to six (6) community and/or stakeholder meetings (or pop-up events) to provide construction information and/or respond to concerns/issues o Develop construction signage – informational and illustrative – as appropriate o Assist with the organization and planning of one (1) groundbreaking event. Draft invitations, logistics checklists, and speaker notes.
o Assist with the organization and planning of one (1) ribbon-cutting event. Draft invitations, logistics checklists, and speaker notes.
o Manage the 24-hour construction hotline. Also respond to questions from adjacent stakeholders.

Task 5: Project Meetings & Coordination
Circlepoint will participate in full project team meetings to stay informed on all aspects and progress with the project so that information can be translated and shared with the community via social media, website updates, newsletters, etc. Circlepoint will also meet with and coordinate as needed with the City Communications team to discuss community activity, monitor the communications plan, and discuss strategy.

Frequency of meeting attendance will vary depending upon project phase and activity but estimated at one virtual meeting per month attended by at least one (1) team member.

Additional Assumptions:
• Assumes 40-month period of performance
• All deliverables shall be subject to two (2) draft and one (1) final round of review. A review cycle is defined as a correction of factual errors or addition of clarifying language. • City to provide background materials and prior communications tools as starting point • Griffin and/or City to provide project illustrations, pictorials, and simulations. • Communications plan will be dynamic and may be adjusted slightly throughout the process based on project activity, unforeseen issues, etc.
• Excludes any printing, postage, and production costs. • It is assumed that the current level and complexity of the opposition will not dramatically increase or require support beyond what will be outlined in the communications plan. 247
10 | G R I F F I N S T R U C T U R E S + L P A, I N C. + U R B A N A R E N A Circlepoint Proposed Budget
Tasks
Subtotal Task 1 : Kick Off Meetings 2,850.00$
Subtotal Task 2: Branding & Messaging 6,170.00$
Subtotal Task 3 : Communications & Engagement Plan 10,075.00$

4.1 Pre-Design through Schematic Design 24,165.00$

4.2 Design Development through Permitting 7,780.00$

4.3 Construction Process 34,765.00$
Subtotal Task 4 : Implementation of Communications Tasks 66,710.00$ Subtotal Task 5 : Project Meetings 14,400.00$
Labor Subtotal 100,205.00
ODCs (mileage, misc) 1,000.00$
TOTAL 101,205.00$
Total
Dollars
248

LPA DESIGN STUDIOS
Eastvale Civic Center
City Hall, Library, Senior Center, Police Station, & Fire Station

ARCHITECTURE AND ENGINEERING FEE PROPOSAL
September 14, 2021

ARCHITECTURE AND ENGINEERING SERVICES
Discipline Programming &
Concept Design
Community
Outreach Schematic Design Design
Development
Pre-Design Award
Phase Two Post Award Support Closeout Phase TOTAL
Architecture 192,500.00$ 23,500.00$ 371,943.00$ 619,904.00$ 33,060.00$ 68,875.00$ N/A 1,309,782.00$ Interior Design 35,500.00$ 10,750.00$ 74,389.00$ 123,981.00$ N/A 244,620.00$ Signage / Graphics Included Included N/A -$
Codes and Accessibility Compliance Included Included N/A -$ Waterproofing Included Included N/A -$
Structural 66,123.00$ 110,205.00$ N/A 176,328.00$ Mechanical 57,858.00$ 96,430.00$ N/A 154,288.00$ Plumbing 33,062.00$ 55,103.00$ N/A 88,165.00$ Electrical 57,858.00$ 96,430.00$ N/A 154,288.00$ Low Voltage (SCS) Included Included N/A -$
Audio Visual Included Included N/A -$
Lighting Design 24,796.00$ 41,327.00$ N/A 66,123.00$ Security Systems (Basis of Design) Included Included N/A -$ Fire Alarm (Basis of Design) Included Included N/A -$
Building Management Systems (BOD) Included Included N/A -$ Landscape Architecture 47,500.00$ 10,750.00$ 74,348.00$ 123,915.00$ N/A 256,513.00$ Civil 66,123.00$ 110,205.00$ N/A 176,328.00$ Utility Coordination Included Included N/A -$
-$
-$
SUBTOTALS 275,500.00$ 45,000.00$ 826,500.00$ 1,377,500.00$ 33,060.00$ 68,875.00$ 2,626,435.00$

REIMBURSABLE EXPENSES
2% of Total Fee 5,510.00$ 900.00$ 16,530.00$ 27,550.00$ 661.20$ 1,377.50$ 52,528.70$ SUBTOTAL 52,528.70$
GRAND TOTAL 2,678,963.70$

LPA DESIGN STUDIOS
Eastvale Civic Center
City Hall, Library, Senior Center, Police Station, & Fire Station

ARCHITECTURE AND ENGINEERING FEE PROPOSAL
September 14, 2021

REIMBURSABLE EXPENSES
2% of Total Fee 5,510.00$ 900.00$ 16,530.00$ 27,550.00$ 661.20$ 1,377.50$ 52,528.70$ SUBTOTAL 52,528.70$
GRAND TOTAL 2,678,963.70$
167,500.00
2,601,435.00250,500.00
2,653,963.70
249

GRIFFIN STRUCTURES ASR 01 – DEDUCT SUBCONSULTANTS

CIVIC CENTER PROJECT

CITY OF EASTVALE
10/04/2022
At the request of the City, this proposal represents the deduction of the following subconsultant costs and services for the Eastvale Civic Center project:

Bridging Documents Architect (LPA): $ (2,582,660) Master Plan Integration Architect (Urban Arena): $ (21,688) Public Outreach (CirclePoint): $ (93,708)
Insurance Credit: $ (36,591)
Total Credit $ (2,734,647)

CREDIT ANALYSIS
This credit is based on the following analysis which calculates the total contract values for each line item less amounts already paid to date, resulting in a revised contract total of $1,845,353.

PHASING ANALYSIS
As requested, in an attempt to forecast the expenditure of funds we have prepared the following Phasing Analysis based on a traditional Design Bid Build procurement. Should the City wish to pursue a revised form of delivery, or if the project experiences unforeseen delays to the following phases, Griffin will work with the City in good faith to reallocate the funds within our contract to bring the highest value to the City.

Scope Contract Invoiced to Date Balance Remaining
as of 07/31/2022 Credit Revised Contract Balance Remaining as of Amendment 01
Owner Representative / Program Management 1,673,240$ 118,355$ 1,554,885$ -$ 1,673,240$ 1,554,885$ Bridging Documents Architect (LPA) 2,653,964$ 71,304$ 2,582,660$ (2,582,660)$ 71,304$ -$ Master Plan Integration Architect (Urban Arena) 25,000$ 3,312$ 21,688$ (21,688)$ 3,312$ -$ Public Outreach (Circlepoint) 101,205$ 7,497$ 93,708$ (93,708)$ 7,497$ -$ Reimbursables 126,591$ 1,604$ 124,987$ (36,591)$ 90,000$ 88,396$ Totals 4,580,000$ 202,072$ 4,377,928$ (2,734,647)$ 1,845,353$ 1,643,281$ 250

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Eastvale City CouncilOctober 12, 2022

Eastvale City Council
October 12, 2022