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The design for the use of joint trench was not optimized or even addressed in some areas.
Contractor shall resolve such inconsistencies by identifying a joint trench alignment from the alternatives presented by the owning utilities and then placing all utilities into this joint trench.
The resolution of these inconsistencies shall be considered included in the lump sum cost for the work and shall include but not be limited to realignment of main conduit runs, vaults, handholes, pullboxes, risers, service laterals, and related facilities. The only exception to this requirement shall be in such places that a joint trench cannot be used because of physical constraints, utility companies design or operational characteristics safety or where otherwise prohibited by law or other regulation(s).
Such coordination work shall be performed in advance of actual construction to allow the utility companies time to provide input. Such work shall also include coordination necessary to align or realign those proposed facilities with existing utilities (such as water, sewer, storm drain, street light electrical conduit and boxes, irrigation lines and controllers, among others) that may be in conflict with the proposed facilities. Note that the advance notice requirements for utility markout has been extended to allow Contractor time to plan out the route of the joint trench along the various streets and utility corridors. Do not commence trench excavation until the City's representative has had an opportunity to review and provide input on the final joint trench location and alignment.
For undergrounding of SCE, Frontier, and Crown Castle facilities, the Contractor shall comply with SCE’s, Frontier’s, and Crown Castle’s specifications, respectively, included in the Appendices of these Specifications.
Although the Frontier and Crown Castle plans may not clearly specify, please note that a Frontier service will be required at every property where SCE plans show a new underground service lateral.
2-2 PERMITS.
Add the following:
Prior to beginning work, the Contractor shall obtain authorization and permits from the City of Hermosa Beach. The Contractor will be responsible to protect and preserve all property and improvements in accordance with the Contract Documents.
The Contractor and all subcontractors shall each be licensed in accordance with State Business and Professions Code. The Contractor, at its own cost, shall also obtain any and all other permits, licenses, inspections, certificates, or authorizations required by any governing body or entity.
The Contractor shall pay all costs incurred by the permit and license requirements, unless specified in this section.
The Contractor must have or obtain a valid City of Hermosa Beach Business License in accordance with the provisions of the Hermosa Beach Municipal Code and maintain it for the duration of the Work.
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City Right-of-Way Permit
A City Right-of-Way Permit is required to work within public right-of-way and will be issued at no cost to the Contractor.
Other Right-of-Way Permits
When work occurs in the right-of-way of other entities, the Contractor shall obtain a right-of-way permit as required for an encroachment from that entity.
Groundwater Discharge Permits
All groundwater, pipeline dewatering and flushing shall be discharged to the nearest sewer facility. When the discharge to the sewer system is not feasible, the Contractor may discharge to the storm drain by meeting the reporting requirements of the City's NPDES de minimus construction permit.
The Contractor will be required to apply for a Special Purpose Discharge Permit from the sewer district for discharging of all groundwater, pipeline dewatering and flushing to the nearest sewer facility. The Contractor will need to obtain this permit and comply with all of its requirements in order to discharge to the nearest sewer facilities. The Contractor shall allocate a minimum of fifteen (15) working days for this process. 2-5 THE CONTRACTOR’S EQUIPMENT AND FACILITIES.
2-5.4 Haul Routes.
Replace the entire subsection with the following:
Haul Routes shall be per the City of Hermosa Beach Truck Routes map. See Exhibit “D” of these Special Provisions for the map.
Add the following subsections:
2-5.5 Contractor’s Responsibility for Work.
Until the formal acceptance of the work by the City, the Contractor shall have the charge and care thereof and shall, subject to the insurance protection furnished, bear the risk of accident, loss or damage to any part thereof by action of the elements or from any other cause, whether arising from the execution or from the non-execution of the work. The Contractor shall rebuild, repair, restore and otherwise correct damages to any portion of the work occasioned by any of the above causes before its acceptance.
In case of suspension of work from any cause whatever, the Contractor shall be responsible for all materials and the proper temporary storage thereof. 2-5.6 Notice and Service Thereof.
Any notice required or given by one party to the other under the Contract shall be in writing and shall be dated and signed by the party giving such notice or by a duly authorized
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representative of such party. Any such notice shall not be effective for any purpose whatever unless served in the following manner:
Notice shall be given to the City by personal delivery thereof to the City’s Engineer or by depositing the same in the United States mail enclosed in a sealed envelope, registered and with postage prepaid, addressed to:
ATTN: Project Manager, CIP No. 114
Public Works Department
City of Hermosa Beach
1315 Valley Dr.
Hermosa Beach, CA 90254
Notice shall be given to the Contractor by personal delivery thereof to said Contractor or to his authorized representative at the site of the project, or by depositing the same in the United States mail, enclosed in a sealed envelope addressed to said Contractor at the address established for the conduct of the work under this Contract, postage prepaid and registered.
Notice shall be given to the Surety, or any other person, by personal delivery to said Surety or other person, or by depositing the same in the United States Mail, enclosed in a sealed envelope addressed to such Surety or persons at the address of said Surety or persons last communicated to the party giving the notice, postage prepaid and registered. 2-5.7 Warranty of Title.
No materials, supplies, or equipment for the work under this Contract shall be purchased subject to any chattel mortgage or under a conditional sale Contract or other agreement by which an interest therein or any part thereof is retained by the seller or supplier. The Contractor warrants clear and good title to all materials, supplies, and equipment installed and incorporated in the work, and agrees upon completion of all work to deliver the premises, together with all improvements and appurtenances constructed or placed thereon by them to the City free from any claims, liens, encumbrances, or charges, and further agrees that neither they nor any person, firm, or corporation furnishing any material or labor for work covered by the Contract shall have any right to a lien upon the premises or any improvement or appurtenance thereon; provided, that this shall not preclude the Contractor from installing metering devices or other equipment of utility companies the title of which is commonly retained by the utility company.
Nothing contained in this section, however, shall defeat or impair the right of such persons furnishing materials or labor under any bond given by the Contractor for their protection, or any right under any law permitting such persons to look to funds due the Contractor, which are in the hands of the City.
2-6 CHANGES REQUESTED BY THE CONTRACTOR
Add the following:
If the Contractor alleges that instructions issued after the date of the Contract will result in increases to the Contract Price or Contract Time, if latent or unforeseen or not reasonably foreseeable conditions require modification of the Contract Documents, or the Contractor
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otherwise becomes aware of the need for or desirability of a change in the Work, a Change Order Proposal (“COP”) may be submitted to the City in writing and must specify the reasons for such change, including relevant circumstances and impacts on the construction schedule. The Contractor may request additional compensation and/or time through a COP but not for instances that occurred more than ten calendar days prior to the COP. The Contractor’s failure to initiate a COP within such period shall be deemed a waiver of the right to adjustment of the Contract Price or the Contract Time for the alleged change unless such waiver is prohibited under state law. Any COP that is approved by the City will be incorporated in a Change Order or Construction Change Directive. If the City determines that the Work in question is not a change, the City shall issue a Work Directive, ordering the Contractor to proceed with the Work without delay. If the COP is denied but the Contractor believes that it does have merit, the Contractor may submit a claim to the City.
2-7 CHANGES INITIATED BY THE AGENCY
Add the following subsections:
2-7.1.1 Construction Change Directive
A Construction Change Directive is a written order prepared and signed by the City, directing a change in the Work prior to the Contractor’s agreement on adjustment, if any, in the Contract Price or Contract Time, or both. The City may, by Construction Change Directive, without invalidating the Contract, order changes in the Work within the general scope of the Contract consisting of additions, deletions or other revisions, the Contract Price and Contract Time being adjusted accordingly. Upon receipt of a Construction Change Directive, the Contractor shall promptly proceed with the change in the Work involved. A Construction Change Directive shall be used in the absence of total agreement on the terms of a Change Order. 2-7.1.2 Increases of More than 25%
Should the actual quantity of a Major Item of Work covered by a Contract Unit Price and constructed in conformance with the Plans and Specifications exceed the Bid quantity by more than 25%, a Change Order will be issued and payment for the quantity in excess of 25% of the Bid quantity will be made on the basis of an adjustment to the Contract Unit price mutually agreed to by the City and the Contractor.
For Minor Items of Work, the Contractor will be paid using the Contract Unit Price, regardless of whether the actual quantity of the Minor Item of Work covered by a Contract Unit Price exceeds the bid quantity by more than 25%.
2-7.1.3 Decreases of More than 25%
Should the actual quantity of a Major Item of Work covered by a Contract Unit Price and constructed in conformance with the Plans and Specifications be less than 75% of the Bid quantity, an adjustment in payment will not be made unless requested in writing by the Contractor.
If the Contractor so requests, a Change Order shall be issued and payment shall be made on the basis of an adjustment to the Contract Unit Price mutually agreed to by the City and the Contractor; however, in no case will payment be less than would be made for the actual quantity at the Contract Unit Price.
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For Minor Items of Work, the Contractor will be paid using the Contract Unit Price, regardless of whether the actual quantity of the Minor Item of Work covered by a Contract Unit Price is less than 75% of the Bid quantity.
2-8 EXTRA WORK
Replace the entire subsection with the following:
New and unforeseen work will be classified as Extra Work only when the Work is not covered and cannot be paid for under any of the various items or combinations of items for which a Bid price appears on the Bid. The Contractor shall not do any Extra Work except upon written order from the Engineer.
Add the following subsection:
2-11 RETENTION OF IMPERFECT WORK.
If any portion of the work done or materials furnished under the Contract proves defective or not in accordance with the specifications and Contract drawings, and if the imperfection in the same is not of sufficient magnitude or importance to make the work dangerous or undesirable, or if the removal of such work is impracticable or will create conditions which are dangerous or undesirable in the opinion of the Engineer, the Engineer shall have the right and authority to retain the work instead of requiring it to be removed and reconstructed, but he shall make such deductions therefor in the payment due the Contractor as may be just and reasonable.
SECTION 3 – CONTROL OF THE WORK
3-5 INSPECTION
Add the following:
The Contractor shall arrange and pay for all off-site inspection of the Work required by any ordinance or governing authorities. The Contractor shall also arrange and pay for other inspections, including tests in connection therewith, as may be assigned or required.
An inspector shall in no case act as foreman or perform other duties for the Contractor, nor interfere with the Contractor’s management of the Work. Any advice which an inspector may give the Contractor shall not be binding to the Engineer or to the City or release the Contractor from fulfilling all the terms of the Contract.
No partial payment, inspection, taking possession of, or other act made or done by the Engineer or the City with respect to the work prior to final completion and acceptance thereof shall affect or prejudice the right of the Engineer or the City to reject any defective work or material or to require the complete fulfillment of all the provisions of the Contract.
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If the Engineer deems it expedient and not in the best interest of the City to correct work injured or done not in accordance with the Contract, the defective work may be accepted subject to an equitable deduction from the Contract Price which may be made therefore by the City upon certification from the Engineer.
Reexamination of any work may be ordered by the Engineer at any time prior to Final Acceptance and, if so ordered, the work must be uncovered by the Contractor. If such work be found in accordance with the Contract, the City will pay the cost of reexamination and replacement. If such work be found defective or not in accordance with the Contract, the Contractor shall pay such costs.
Should off-hours inspection coverage be required due to Contractor’s actions or be requested by Contractor (and approved by City), Contractor shall be responsible for associated costs, including overtime premiums.
3-6 THE CONTRACTOR’S REPRESENTATTIVE.
Add the following:
The Contractor shall provide the Engineer with the name, address, and business and home telephone numbers of the person responsible for the maintenance of barricades, traffic control signs, lights and other safety devices.
3-7 CONTRACT DOCUMENTS.
3-7.2 Precedence of the Contract Documents.
Replace the entire subsection with the following:
If there is a conflict between any of the Contract Documents, the document highest in the order of precedence shall control. The order of precedence, from highest to lowest, shall be as follows:
1. Requirements of law, including the Code and Ordinances of the City of Hermosa Beach.
2. Permits from other agencies as may be required by law.
3. Permits from City of Hermosa Beach Departments as may be required by law or ordinance.
4. The Contract.
5. The Bid Proposal.
6. Addenda.
7. Notice Inviting Bids.
8. Instructions to Bidders.
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9. Special and General Provisions.
10. Plans.
11. City of Hermosa Beach Standard Plans.
12. Other Standard Plans.
13. Standard Specifications for Public Works Construction.
14. Reference Specifications.
Change orders, supplemental agreements, and approved revisions to Plans and Specifications will take precedence over documents listed above, except those numbered 1, 2, and 3. Detailed plans shall have precedence over general plans.
3-8 SUBMITTALS.
3-8.1 General.
Add the following:
The Contractor shall submit the following submittals within ten (10) days of notification of the City’s intent to award this Contract:
Project Construction Schedule, sequence, and phase sequence plan Preconstruction video on USB, 2 copies
Copy of City Business License (Prime and Subcontractors) 24 Hr. Emergency Phone Call List
Letters identifying site authorized Contractor’s representative or “Superintendent” and Contractor’s “Competent Person”
Vehicular, Bicyclist, and Pedestrian Traffic Control Plan/Detour Plan (paper and PDF) SWPPP / Best Management Practices
Material submittals required for high voltage and low voltage electrical work including conduit, pullboxes, vaults and ancillary equipment.
Asphalt Concrete material specifications and mix design Concrete material specifications and mix design
Crushed Aggregate Base and Trench Bedding material specifications Traffic Striping and Signage
Detectable Warning System/Truncated Domes for access ramps o One (1) ADA tile sample, minimum 6” x 6”
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o Shop drawings for access ramp products showing fabrication details, composite structural system, tile surface profile, sound on cane amplification feature, plans showing tile placement including joints, and material to be used as well as outlining installation materials and procedure
Constructions Notices sample template shall be provided by the City to the Contractor and modified and submitted to the engineer for review and approval. Approved Construction Notice shall be distributed by Contactor.
Others as requested by the Engineer
The Contractor shall, at its own expense, transmit to the Engineer for review and acceptance, working drawings, shop drawings, supporting information, and/or other available instructive and descriptive information from the manufacturer, when and as required by the Plans or General Provisions or requested by the Engineer. Shop drawings will not be required for standard items in common use for which adequate manufacturers’ literature is available unless otherwise required by the Engineer.
The Contractor shall consecutively number, thoroughly check, approve, and sign each submittal and transmit the submittals to the Engineer for review. In the event that certain submittals are submitted without the Contractor’s approval signature or are unacceptable to the City, they shall be rejected by the Engineer. The Contractor shall thereafter correct the submittals and resubmit.
In the event that in the process of development of the submittals it is discovered that there are defects and/or errors on the Plans that result in conflict between the Plans and the submittals, or if the submittals show variation from the Plans or other Contract Documents, the Contractor shall thoroughly describe and explain any defects and/or conflicts in its transmittal letter to the Engineer.
The Engineer’s review of the submittals will be for general design and arrangement only and shall not relieve the Contractor from responsibility for errors of any sort in the submittals or of the responsibility for executing the work in accordance with the Contract Documents. The Contractor shall allow a minimum of 20 Working Days for review of submittals. The Contractor shall be solely responsible for the correctness of the submittals, for shop fits and field connections, and for the results obtained by use of such submittals. The Contractor shall verify and be fully responsible for all dimensions and job-site conditions affecting the Work and shall be responsible for furnishing and installing the proper materials required by the Contract Documents.
The Contract Time will not be extended due to the failure of the Contractor to provide submittals as required by the Contract Documents in a timely manner. 3-12 WORK SITE MAINTENANCE.
3-12.6.2 Best Management Practices (BMPs).
Replace the entire subsection with the following:
Best Management Practices (BMPs) shall be defined as a method used to prevent or control stormwater runoff and the discharge of pollutants, including sediment, into local storm drains
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and/or drainage facilities leading to waterbodies. The contractor shall obtain and refer to the California Stormwater Quality Association’s 2023 Construction BMP Handbook, the City of Hermosa Beach Community Development Department’s Best Management Practices for Small Construction Sites brochure, and any other materials provided by the City. The contractor shall, based on those documents, the Contract Documents, and latest industry best practices, provide a project-specific erosion control plan which will specify which BMPs will be utilized for wind erosion control, tracking control, erosion and sediment control, non-storm water control, and waste management and materials pollution control.
The Contractor shall be responsible for installing, constructing, inspecting, maintaining, and removing and disposing of BMPs in accordance with the erosion control plan throughout the duration of construction, including outside of working hours. Additional BMPs may be required due to change(s) in field conditions, contractor activities, or construction operations. The contractor shall be responsible for adjusting BMPs as requested by the Engineer to achieve erosion control objectives. The contractor shall also be responsible for BMP implementation and maintenance throughout any temporary suspension of the work. 3-12.6.4 Dewatering.
Add the following to the end of this section:
Groundwater will be encountered during the excavation of the project. The Contractor will be responsible for providing, installing, maintaining, and operating a (well-point) dewatering system in the project area when groundwater is encountered. The Contractor shall demonstrate experience with well-point dewatering systems and their in-house capabilities or list a dewatering subcontractor who will perform these services. Lack of dewatering experience or not listing a qualified dewatering sub-contractor will be grounds for bid rejection. The Contractor's dewatering operations shall conform with all requirements of the City's Special Purpose Discharge Permit. See Section 7-5, as amended, for specific requirements. The elevation of free groundwater may vary depending on tides. For bidding purposes, the Contractor shall assume that free groundwater will be encountered at all excavations over three feet of cover.
The Contractor shall provide and maintain, at all times during construction, ample means and devices to promptly remove and properly dispose of all water from any source, including groundwater, and water migrating through the bedding of existing sewers or storm drains or other existing utilities, entering the excavations. Costs for dewatering of all water shall be the Contractor's responsibility and shall be included within the Lump Sum Price for Groundwater Control and no additional compensation will be allowed therefor.
The Contractor shall confirm that the receiving sewer system has the capacity to take the estimated flows during dry- and wet-weather conditions and whether or not the water quality is acceptable and will not cause any permit violations. The following discharges are prohibited: oil, grease, fuel, sludge, trash, chemicals, and any other items which would adversely affect water quality.
Water shall not be discharged into City sewer facilities during a wet-weather storm event.
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For all dewatering operations, each disposal point shall have a calibrated, non-resettable totalizing effluent flow meter with a flow accuracy of plus or minus 5 percent to track the dewatering discharges. The Contractor shall submit weekly reports showing total amount of discharge at each point with meter readings and other data necessary to support the quantity reported.
Also, an accessible sample collection point shall be provided immediately upstream of all points of discharge. The Contractor shall provide City's Source Control staff and Engineer unrestricted access to the facility and site to inspect, monitor, or verify compliance with City's Permit requirements.
All dewatering operations require the use of a desilting tank with a stainless-steel sampling port and a drip container so that the Engineer may collect periodic dewatering samples. Additionally, the desilting tanks shall be covered with sturdy and air-tight covers so no odors can escape, and no illegal dumping is possible. The air-tight covers shall be maintained throughout the dewatering period and only removed when necessary for silt removal or other maintenance activities. The desilting tank shall be located in a safe and easily accessible location. The system used for desilting the water shall be a baffled structure and shall provide not less than 5 minutes detention time and have a "flow-through" velocity not exceeding 0.2 foot per second at the anticipated peak flow. The desilting box shall be cleaned as required to maintain the detention time and flowthrough limitations specified above. The intent is to avoid any addition of soil materials from dewatering operations into the receiving sewer system.
All dewatering operations with detectable levels of Total Toxic Organics (TTOs), or evidence of TTOs in the extraction zone, or significant amounts of volatile organics, may require the use of granular activated carbon (GAC) filters in lead-lag arrangement or other suitable technology to meet City's TTO limit of 0.58 mg/L and mitigate a Lower Explosive Limit (LEL) event. Note that additional particle filtration is typically provided upstream of the GAC filters to prevent fouling and to extend the life of the carbon. The GAC filters shall be equipped with a stainless-steel sampling port and a drip container on the final stage discharge outlet so that the Engineer may collect periodic dewatering samples. Additionally, the GAC filters shall be airtight so no odors can escape, and no illegal dumping is possible. The air-tight covers shall be maintained throughout the dewatering period and only removed when necessary for carbon change out or other maintenance activities. The GAC filters shall be located in a safe and easily accessible location. Each GAC filter shall provide enough detention time to meet City's TTO limit of 0.58 mg/L. The carbon shall be changed in the lead GAC filter when the TTO as measured in the discharge of the lead GAC filter is at 0.58 mg/L, or as required. The GAC filters and additional particle filtration equipment upstream of the GAC filters shall be cleaned as required to maintain the detention time and flow-through limitations as specified above. The intent is to avoid any addition of soil materials from dewatering operations into the receiving sewer system or fouling of the GAC filter carbon media. The method of pretreatment and point of disposal of water shall be subject to the District's Source Control staff and the Engineer's approval.
If the Contractor chooses to discharge construction site groundwater to the storm drain system, the Contractor will be required to submit weekly flow data and monthly sample testing per all requirements per the City's De Minimis Waste Discharge Permit with the California Regional Water Quality Control Board.
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3-13 COMPLETION, ACCEPTANCE, AND WARRANTY.
Add the following subsection:
3-13.4 Completion and Acceptance
In addition to the guarantees as required in Section 3-13.3 of the Standard Specifications, the Faithful Performance Bond shall remain in full force and effect for a period of one year after acceptance of the work by the City to insure that defects, which appear within said period, will be repaired, replaced, or corrected by the Contractor, at its own cost and expense, to the satisfaction of the Engineer within thirty (30) days of written notice thereof by the City.
SECTION 4 – CONTROL OF MATERIALS
4-1 GENERAL
Add the following:
The Contractor and Subcontractor, suppliers, and vendors shall guarantee that the Work will meet all requirements of this Contract as to the quality of materials, equipment, and workmanship.
Add the following subsections:
4-1.1 Property Rights in Materials
Nothing in the Contract shall be construed as vesting in the Contractor any right, title, or interest in material used in the Work after it has been attached or affixed to the Work or the soil. All such material shall become the property of the City upon being so attached or affixed. 4-1.2 Protection of Work and Materials
Materials shall not be stored in the right-of-way unless written permission is given by the Engineer
SECTION 5 - LEGAL RELATIONS AND RESPONSIBILITIES
5-3 LABOR.
Add the following subsection:
5-3.6 Laws.
Each Bidder must submit with the Bid Proposal a fully executed Certificate of NonDiscrimination by Contractors. Bids will not be considered unless accompanied by the completed Certificate.
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After the opening of bids and the determination of the low Bidder, said low Bidder shall submit to the Public Works Department, no later than 5:00 P.M. on the third working day following the bid opening, a completed “Fair Employment Practices Contractor Compliance Report”.
The Contractor shall comply with all applicable provisions of Sections 1776, 1777.5 and 1777.7 of the C a l i f o r n i a L a b o r Code. The Contractor shall be responsible for compliance with Section 1776 and shall insert a provision in all subcontracts requiring subcontractors to comply with said section.
The Contractor is prohibited from performing work on this project with a subcontractor who is ineligible to perform work on the project pursuant to Section 1777.1 or 1777.7 of the Labor Code. 5-4 INSURANCE.
Replace the entire subsection with the following:
The Contractor shall, at its expense, maintain in effect all times during the performance of work under the Contract not less than the following coverage and limits of insurance, which shall be maintained with insurers licensed to sell insurance in the State of California and having a “A-“or higher rating in the latest edition of Best’s Insurance Guide, and shall be subject to approval by the City’s Risk Manager:
Workers’ Compensation and Employer’s Liability
Workers’ Compensation – coverage as required by law
Employer’s Liability – limits of at least $1,000,000 per occurrence Comprehensive General Liability
Combined Single Limit - $2,000,000
Automobile Liability
Combined Single Limit - $1,000,000
The automobile and general comprehensive liability policies may be combined in a single policy with a combined single limit of $1,000,000.
All of the Contractor’s policies shall contain an endorsement providing written notice shall be given to the City at least 30 calendar days prior to termination, cancellation or reduction of coverage in the policy.
The Bodily Injury and Property Damage Liability policies shall contain the following:
1. An endorsement extending coverage to the City as an insured, in the same manner as the named insured as respects liabilities arising out of the performance of any work under the Contract. Such insurance shall be primary insurance as respects the interest of the City, and any other insurance maintained by the City shall be excess and not contributing insurance with the insurance required hereunder.
2. “Severability of Interest” clause.
3. Elimination of any exclusion regarding loss or damage to property caused by
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explosion or resulting from collapse of buildings or structures or damage to property underground, commonly referred to by insurers as the “XCU” hazards.
4. Provision or endorsement stating that such insurance, subject to all of its other terms and conditions, applies to the liability assumed by the Contractor under the Contract.
Promptly on execution of the Contract, and prior to commencement of any work, the Contractor shall deliver to the City copies of all required policies and endorsements thereto on the forms supplied by the City.
The Contractor shall require and verify similar insurance on the part of its subcontractors.
The foregoing requirements as to the types, limits and City approval of insurance coverage to be maintained by the Contractor are not intended to and shall not in any manner limit or qualify the liabilities and obligation assumed by the Contractor under the Contract.
Any policy or policies of insurance that the Contractor or his Subcontractors elects to carry as insurance against loss or damage to their construction equipment and tools or other personal property used in fulfillment of this Contract shall include a provision waiving the insurer’s right of subrogation against the City.
The cost of all insurance shall be included in the Contractor’s Bid. 5-7 SAFETY.
Add the following subsection:
5-7.9 Emergency Provisions.
Unusual conditions may arise on the work which will require that immediate and unusual provision be made to protect the public from danger or loss or damage to life and property, due directly or indirectly to the prosecution of the work, and it is part of the service required of the Contractor to make such provisions and to furnish such protection.
Whenever, in the opinion of the City, an emergency exists of which the City is aware and against which the Contractor has not taken sufficient precaution for the safety of the public or the protection of utilities or of adjacent structures or property which may be injured by the progress of construction; and whenever, in the opinion of the City, immediate action shall be considered necessary in order to protect public or private personnel or property interests, or prevent likely loss of human life or damage on account of the operations under the Contract, then in that event the City may provide suitable protection to said interests by causing such work to be done and material to be furnished, as in the opinion of the City may seem reasonable and necessary, all at the expense of the Contractor.
Add the following subsections:
5-8 LAWS TO BE OBSERVED.
5-8.1 Laws and Regulations.
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The Contractor shall keep himself fully informed of all Federal and State laws, County and City ordinances and regulations which, in any manner, affect those engaged or employed on the work, the materials used in the work or the conduct of the work. If any discrepancy or inconsistency should be discovered in this Contract or in the Plans or Specifications herein referred to, in relation to any such law, ordinance or regulation, the Contractor shall forthwith report the same in writing to the Engineer. The Contractor shall, at all times, observe and comply with and shall cause all his agents and employees to observe and comply with all such applicable laws, ordinances and regulations in effect or which may become effective before completion of this Contract. He shall protect and indemnify the City and its officers and agents against any claim or liability arising from or based on the violations of any such laws, ordinances or regulations whether by himself or by his employees or his subcontractors or their employees.
Except as otherwise explicitly provided in these Specifications, all permits and licenses necessary to the prosecution of the work shall be secured by the Contractor at his own expense and he shall pay all taxes properly assessed against his equipment or property used or required in connection with the work.
All state laws, all county and city ordinances and regulations now imposed by competent authority and relating to any materials required to be furnished under these specifications and works required to be done hereunder, shall be deemed to be and hereby are made controlling and part of these specifications.
5-8.2 General.
The Contractor shall keep himself fully informed of all existing state and national laws and municipal ordinances and regulations which in any manner affect those engaged or employed in the Work, or the materials used in the Work or which in any way affect the conduct of the work and of all such orders and decrees of bodies or tribunals having any jurisdiction or authority over the same.
5-8.3 Eight-Hour Law.
Eight (8) hours labor constitutes a legal day's work.
The Contractor shall forfeit as a penalty $25.00 (Twenty-five dollars) for each worker employed in the execution of the Contract by the Contractor or any subcontractor under him for each calendar day during which such worker is required or permitted to work more than eight (8) hours in any one calendar day and forty (40) hours in any one calendar week in violation of the provisions of the Labor Code and in particular, Section 1810 to Section 1815 thereof inclusive except that work performed by employees of Contractors in excess of eight (8) hours per day and forty (40) hours during any one week, shall be compensated at not less than one and onehalf (1 1/2) times the basic rate of pay as provided in Section 1815. 5-8.4 Prevailing Rate of Per Diem Wages.
Pursuant to the provisions of Section 1773 of the Labor Code, the general prevailing wage rates in the County in which the work is to be done have been determined by the Director of the California Department of Industrial Relations. These wages are set forth in the General Prevailing Wage Rates. Future effective general prevailing wage rates which have been predetermined and are on file with the California Department of Industrial Relations are referenced but not printed
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in the general prevailing wage rates.
The Contractor shall comply with Labor Code Section 1775. In accordance with said section, the Contractor shall forfeit as a penalty to the City $50.00 (fifty dollars) for each calendar day, or portion thereof, for each worker paid less than the stipulated prevailing rates for such work or craft in which such worker is employed for any work done under the Contract by him or by `any subcontractor under him in violation of the provisions of the Labor Code and in particular Labor Code Sections 1770 to 1780, inclusive. In addition to said penalty and pursuant to said Section 1775, the difference between such stipulated prevailing wage rates and the amount paid to each worker for each calendar day or portion thereof for which each worker was paid less than the stipulated prevailing wage rate shall be paid to each worker by the Contractor. 5-8.5 Certified Payroll.
Pursuant to Section 1776 of the Labor Code, the Contractor and/or subcontractors shall submit weekly to the City for each week in which any Contract work is performed a certified copy of all payroll records. Should the Contractor fail to provide such payroll certificates, the City may withhold $1,000.00 for each weekly payroll certificate not received from payment due. 5-9 FAIR EMPLOYMENT PRACTICE COMMISSION CERTIFICATION.
The Contractor's attention is directed to the requirements in Section 12990 of the Government Code for nondiscrimination and compliance employment programs.
SECTION 6 – PROSECUTION AND PROGRESS OF THE WORK.
6-1 CONSTRUCTION SCHEDULE AND COMMENCEMENT OF THE
WORK.
6-1.1 Construction Schedule.
Add the following:
The Contractor’s proposed baseline construction schedule shall be submitted to the Engineer within ten (10) days of notification of the City’s intent to award this Contract. The schedule shall be i n c r i t i c a l p a t h m e t h o d ( C P M ) f o r m a t a n d s h a l l b e supported by written statements from each supplier of materials or equipment indicating that all orders have been placed and acknowledged, and setting forth the dates that each item will be delivered. The Notice to Proceed for Construction (Notice to Proceed # 3 as described below) shall not be issued until contractor’s baseline construction schedule is approved by City. The contractor shall submit an updated construction schedule with its monthly invoice every month. Progress payments shall be contingent upon the receipt of monthly updated construction schedules.
In preparation of the construction schedule, the following items shall be considered:
The City observes the following holidays, which shall be considered non-working days.
If the Contractor elects to work on any of the City holidays the Contractor shall be
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responsible for paying any associated inspection costs, including overtime and holiday premiums. Any work not completed and fully open to public traffic shall be maintained in a safe and delineated condition. Traffic control and safety devices shall be maintained at all times.
o New Year’s Day
o Martin Luther King Jr.’s Birthday
o Washington’s Birthday
o Cesar Chavez Day
o Memorial Day
o Juneteenth
o Independence Day
o Labor Day
o Veterans Day
o Thanksgiving
o Christmas Day
The Contractor’s working hours shall be limited to the hours between 8:00 A.M. and 6:00 P.M., Monday through Friday. Deviation from normal working hours will not be allowed unless written permission has been duly obtained beforehand from the office of the City Engineer. The Contractor shall provide adequate light for proper prosecution of the work, for the safety of the workers and the public, and for proper inspection. In the event of either a requested or emergency deviation, inspection service fees will be charged against the Contractor. The service fees will be calculated at overtime rates including benefits, overhead and travel time. The service fees will be deducted from any amounts due to the Contractor.
The Engineer will review the baseline schedule and may require the Contractor to modify the schedule to conform to the requirements of the Contract Documents. If work falls behind the approved baseline schedule, the Contractor may be prohibited by the City from starting additional work until the Contractor has exerted extra effort to meet the baseline schedule and has demonstrated the ability to maintain the schedule in the future. Such stoppages of work shall in no way relieve the Contractor from the overall time of completion requirement, nor shall it be constructed as the basis for payment of extra work because additional personnel and equipment were required on the job.
6-1.2 Commencement of the Work
Add the following:
Prior to issuing Notice to Proceed #1, the Engineer will schedule a preconstruction meeting with the Contractor to review the proposed construction schedule and delivery dates, arrange utility coordination, discuss construction methods and clarify inspection procedures.
Notice to Proceed #1. The City shall issue the “Notice to Proceed #1 (Submittals). The time for completion to provide submittals to the City for critical path items and materials is 10 total working days from the date specified in the Notice to Proceed #1.
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Notice to Proceed #2 (Materials Order and Deliver). The time for completion to order the critical path items materials needed to complete the work is 10 working days from the date specified in Notice to Proceed #2; and an additional 40 working days is provided to receive all materials needed to commence the work for a total of 50 working days. The Notice to Proceed #2 shall further specify that the Contractor must complete the preconstruction requirements including, but are not limited to, the following:
• Submitting and obtaining approval of Traffic Control Plans/Detour Plans • Submitting and obtaining approval of Baseline Construction Schedule • Submitting and obtaining approval of the Stormwater Pollution Prevention Plan (SWPPP)/Water Pollution Control Plan (WPCP)
• Submitting and obtaining approval of critically required submittals • Installation of the approved Project Identification Signs • Obtaining an approved no fee Right-of-Way Permit
• Notifying all agencies, utilities, residents, etc., as outlined in the Contract Documents Notice to Proceed #3 (Start of Construction). After all preconstruction requirements are met and materials have been ordered in accordance with the Notice to Proceed #1 and Notice to Proceed #2, the City shall issue the “Notice to Proceed #3,” at which time the Contractor shall diligently prosecute the Work, including corrective items of Work, day to day thereafter, within the remaining Contract Time. The time for completion of the total contracted work is 90 working days from the date specified in Notice to Proceed #3.
The names, addresses, and telephone numbers of the Contractor and subcontractors, or their representatives, shall be filed with the Public Works Manager and the City Police Department prior to beginning work.
The Contractor shall also notify the City of Hermosa Beach and the owners of all utilities and substructures not less than 72 hours prior to starting construction. The following utility companies list of names and telephone numbers is intended for the convenience of the Contractor and is not guaranteed to be complete or correct:
Southern California Edison Co. 310/783-9332
The Gas Co. 310/605-7837
Verizon 818/837-0394
Hermosa Beach Police & Fire 310/524-2750
Hermosa Beach Public Utilities 310 318-0214
Time Warner (Cable TV) 310/216-4184
West Basin Municipal Water District 310/217-2411
Athens Services 626/934-4696
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California Water Service Co. 310/257-1428
Underground Service Alert 800/227-2600
Los Angeles County Flood Maintenance 562/861-0316
Los Angeles County Public Works 626/458-3109
Los Angeles County Sanitation District 562/699-7411
Add the following Subsection:
6-1.2.1 Pre-Construction Conference
Prior to commencement of the work a pre-construction conference will be held at the City and shall be attended by the Contractor’s Project Manager, its on-site field superintendent, and any Subcontractors that the Contractor deems appropriate. Attendance by the Contractor and any Subcontractors designated is mandatory.
Contractor shall submit its 24-hour emergency telephone numbers to the Engineer for approval a minimum of two Working Days before the pre-construction conference. Unless previously submitted to the Engineer, the Contractor shall bring to the pre-construction conference copies of each of the following:
1) Construction Schedule.
2) Procurement schedule of major equipment and materials and items requiring long lead time.
3) Shop drawing/sample submittal schedule.
4) Preliminary schedule of values (lump sum price breakdown) for progress payment purposes.
5) Written designation of the on-site field superintendent and the Project Manager.
Both daytime and emergency telephone numbers shall be included in the written designation.
The purpose of the conference is to designate responsible personnel and establish a working relationship. The parties will discuss matters requiring coordination and establish procedures for handling such matters. The complete agenda will be furnished to the Contractor before the meeting date. The Contractor shall be prepared to discuss all the items listed below. 1) The Contractor’s construction schedule.
2) Notification of local residents before starting any Work and keeping them informed throughout the Project.
3) Procedures for transmittal, review, and distribution of the Contractor’s submittals.
4) Processing applications for payment.
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5) Maintaining record documents.
6) Critical Work sequencing.
7) Maintaining sewage service during construction, including proposed bypasses. 8) NPDES requirements, if any.
9) Field decisions and Change Orders.
10) Use of Project site, office and storage areas, security, housekeeping, and the City’s needs.
11) Major equipment deliveries and priorities.
12) Traffic control.
13) Any other item that the City representative states is relevant to the meeting. 6-2 PROSECUTION OF THE WORK
Add the following Subsection:
6-2.1 Weekly Progress Meetings
Progress meetings will be held each week during the course of the Project. The meeting location, day of the week and time of day will be mutually agreed to by the City and the Contractor. The Contractor shall provide a three-week “look ahead” schedule for each meeting. The construction manager will preside at these meetings and will prepare the meeting agenda, meeting minutes and will distribute minutes to all persons in attendance. As the Work progresses, if it is determined by agreement of the attendees, that weekly meetings are not necessary, the weekly progress meetings may be changed to bi-weekly progress meetings.
6-4 DELAYS AND EXTENSIONS OF TIME
6-4.3 Payment for Delays.
To the furthest extent permitted by law, replace the entire subsection with the following:
In compliance with the provisions of California Public Contract Code § 7102, the Contractor will be compensated for damages incurred due to delays in completing the Work due solely to the fault of the City, where such delay is unreasonable under the circumstances and not contemplated by the parties. The Contractor and City agree that determining actual damages is impracticable and extremely difficult. As such, the Contractor shall be entitled to the appropriate time extension and to payment of liquidated damages in the sum of $2,000 per Day of delay in excess of the time specified for the Completion of the Work. Such amount shall constitute the only payment allowed and shall necessarily include all overhead (direct or indirect), all profit, all administrative costs, all bond costs, all labor, materials, equipment and rental costs, and any other costs, expenses and fees incurred or sustained as a result of such delay. The Contractor expressly agrees to be limited solely to the liquidated damages for all such delays as defined in this subsection.
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6-9 LIQUIDATED DAMAGES.
Add the following:
The amount of liquidated damages is hereby amended to $2,000 for each consecutive calendar day.
SECTION 7 – MEASUREMENT AND PAYMENT.
7-2 LUMP SUM WORK.
Replace the second paragraph of this subsection with the following:
The contractor shall submit to the Engineer within 15 Days after award of Contract, a detailed schedule in triplicate, to be used only as a basis for determining progress payments on designated lump sum Bid item. This schedule shall equal the lump sum Bid item price and shall be in the form submitted as part of Section O. Project Schedule of Values of the Contract Documents.
7-3 PAYMENT.
7-3.2 Partial and Final Payment.
Replace the entire subsection with the following:
The closure date for periodic progress payments shall be the twenty-fifth day of each month.
Authorization to pay is commonly received on the tenth day of the following month. However, payments will be withheld pending receipt of any outstanding reports required by the Contract Documents.
The final progress payment will not be released until the Contractor returns the control set of specifications and plans indicating the as-built conditions. 7-3.4 Mobilization.
Replace the entire subsection with the following:
Mobilization and demobilization shall include all site visits; preparation of all submittals; BMPs; obtaining all permits, insurance, and bonds; video recording of the site existing conditions; moving onto the site all materials and equipment; set up of any temporary facilities (e.g. sanitary facilities, parking, construction water, equipment and materials staging area, fencing); distribution of all notification materials; removal of same at completion of the work; site cleanup; and other work as required to perform and complete the work.
No material, equipment, or vehicles to be left overnight on sidewalks or streets. If staging area is needed by Contractor, City facilities and grounds will not be available for use by the Contractor.
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A minimum of one week prior to the start of construction, the Contractor shall video record all areas where construction is to take place. Such video recordings shall be provided to the Engineer before construction commences. These video recordings shall serve as a record of the existing conditions for disputes arising from restoration and should therefore be taken along the line of construction and site access and staging areas at sufficient detail as necessary to clearly depict details of existing conditions. Video recordings shall document existing sidewalks, and adjacent conditions. The video recordings shall be provided on two USB thumb drives in a file format that is readily available to the City and given to the Engineer. All video recordings shall be indexed and catalogued in such a manner that each photographed area is readily identifiable and shall also indicate the date and time (hour, minutes, and seconds) on which the recording was made. The Contractor shall also video record any unusual conditions encountered during construction that are not already a matter of photographic record. In any areas where existing conditions cannot be determined by means of video recording, the area shall be restored as approved by the Engineer at Contractor's expense. All video recordings shall become the property of the City.
Mobilization shall consist of preparatory work and operations including, but not limited to, those necessary for the movement of personnel, equipment, materials and incidentals to the project site necessary for work on the project and for all other work and operations which must be performed or costs incurred including bonds, insurance, construction permits and/or permit riders as may be required by law, and financing prior to beginning work on the various contract items on the project site.
Mobilization shall also include the cost, time and labor to move the necessary construction equipment to and from the job site, supervisory time on the job by the Contractor's personnel to keep the construction site in a safe condition and all other related work as required for all nonworking days during the course of construction. Contractor is responsible for securing an adequate storage site for equipment and materials.
Mobilization shall include any work shown on the plans, including removal and/or relocation of an item of work shown on construction documents, which has no corresponding bid item for said work. This work shall include removal of vegetation, removal and/or modifications to the existing planters, wall, fences, gates within the project area, on private properties and within the public right of way as shown on the construction documents. Full compensation relating to that work, including the furnishing of labor and materials, and the disposal of materials shall be included herein.
Mobilization shall include compliance with water quality and air quality laws; furnishing all water required for the construction work; protection of utilities, trees, fences, walls, landscaping, and other facilities; and the relocations as shown on the plans. All complaints received by the City associated with the construction alleging damage to private property and vehicles shall be responded to by the Contractor within one working day of notification. Failure to comply with this provision may result in a penalty of one hundred and fifty dollars ($150.00) per occurrence.
The Contractor shall have on the work site at all times, as its agent, a competent superintendent capable of reading and thoroughly understanding the plans, specifications, other related documents, and directions from the Engineer.
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Contractor shall confine his operations and work area within the project area. No encroachment into private property will be permitted without the prior written consent of the property owner.
Obtaining this consent and the costs associated therewith shall be the responsibility of the Contractor. Material shown on the Plans or designated in the Special Provisions which is to be used in the reconstructed work and which has been damaged or destroyed as a result of the Contractor’s operations shall be repaired or replaced at the option of the Engineer by the Contractor at the Contractor’s sole expense.
The Contractor shall provide personnel to keep the construction site in a safe condition at all times, including non-working hours. Mobilization shall include scheduling and phasing of the work per the requirements of the City. The Contractor shall coordinate all construction activities with the City.
It shall be the Contractor’s responsibility to install construction fencing, including wind screens, as necessary to provide a safe working condition to workers and the general public. Temporary construction fencing shall remain in place and properly maintained by the Contractor throughout the duration of the project.
Contractor shall complete all necessary survey and construction staking required to complete the work per the Plans and these specifications.
Payment for MOBILIZATION AND DEMOBILIZATION (5% MAXIMUM) shall be on a lump sum basis, and shall include furnishing all labor, materials, tools, equipment, transportation, and incidentals for performing all work involved in this section, complete and in place, as shown in the Plans and in accordance with the Contract Documents. The total cost of mobilization and demobilization shall not exceed five (5) percent of the total bid price. Any other costs of work not directly attributed to any specific bid item shall be considered included in mobilization.
Add the following subsection:
7-3.9 Work Performed Without Direct Payment.
Tools and materials of any class for which no price is fixed in the Proposal, it shall be understood that such work, equipment, labor, tools, and materials shall be provided without extra charge, allowance, or direct payment of any kind. The cost of performing such work or furnishing such equipment, labor, tools, and materials shall be included in the unit bid prices in the Proposal and no additional compensation will be paid therefor.
7-4 PAYMENT FOR EXTRA WORK
7-4.2 Basis for Establishing Costs.
7-4.2.1 Labor.
Replace the entire subsection with the following:
The costs of labor will be the actual cost for wages of workers performing the extra work at the
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time the extra work is done, plus the employer payments of payroll taxes, health and welfare, pension, vacation, apprenticeship funds, and other direct costs, resulting from Federal, State, or local laws, as well as assessments or benefits required by collective bargaining agreements. 7-4.3 Markup
7-4.3.1 Work by the Contractor.
Replace the entire subsection with the following:
An allowance for overhead and profit shall be added to the Contractor’s costs and shall constitute the full and complete markup for all overhead and profit on extra work performed by the Contractor. The Contractor shall also be compensated for the actual increase in the Contractor’s bond premium caused by the extra work. The markup shall be:
a. Labor – 20%
b. Materials – 15%
c. Tool and Equipment Rental – 15%
d. Other Items – 15%
7-4.3.2 Work by a Subcontractor.
Replace the entire subsection with the following:
When any of the extra work is performed by a subcontractor, the markup shall be applied to the subcontractor’s costs. An allowance for the Contractor’s overhead and profit shall be added to the sum of the subcontractor’s costs and markup and shall constitute the full and complete markup for all overhead and profit for the Contractor on work by the subcontractor. For Contractor markup of subcontractor’s costs, the allowance shall be 10% on the first $2,000 or portion thereof and 5% on costs in excess of $2,000.
Add the following subsection:
7-6 BID ITEM DESCRIPTIONS
Bid Item No. 1 - Mobilization
Mobilization shall conform to the provisions of the Plans, Standard Specifications, and these Special Provisions. Work under this section shall include all labor, materials, tools, transportation, equipment and all incidentals, and for doing all work necessary to achieve the mobilization herein or as directed by the Engineer.
Payment for Bid Item No. 1 – Mobilization shall be made on a lump sum (LS) basis at the price indicated in the Bid and shall include full compensation for furnishing all labor, materials, tools, equipment and incidentals required and no additional compensation shall be allowed therefor.
Bid Item No. 2 – Traffic Control
Traffic control shall conform to the provisions of the Plans, Standard Specifications and these
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Special Provisions (including Section 8-2, Special Instructions). Work under this section shall include all labor, materials, tools, transportation, equipment and all incidentals, and for doing all work necessary to achieve traffic control herein or as directed by the Engineer.
Payment for Bid Item No. 2 – Traffic Control shall be made on a lump sum (LS) basis at the price indicated in the Bid and shall include full compensation for furnishing all labor, materials, tools, equipment and incidentals required and no additional compensation shall be allowed therefor.
Bid Item No. 3 – Undergrounding Utilities - Complete
Undergrounding utilities shall conform to the provisions of the Plans, Standard Specifications, and these Special Provisions (including Section 8-2, Special Instructions). Work under this section shall include all labor, materials, tools, transportation, equipment; all associated trench construction and restoration, roadway and parkway pavement surfaces (AC, PCC, and Brick) repair and restoration, site improvements and restoration, and all incidentals; and, for doing all work necessary to achieve the undergrounding of utilities herein or as directed by the Engineer.
Payment of materials shall not be provided until the materials are installed and the installation is accepted.
Payment for Bid Item No. 3 – Undergrounding Utilities - Complete shall be made on a lump sum (LS) basis at the price indicated in the Bid and shall include full compensation for furnishing all labor, materials, tools, equipment and incidentals required and no additional costs shall be allowed therefor.
Bid Item No. 4 – Utility Coordinator/Coordination
Coordination with the utilities shall conform to the provisions of the Plans, Standard Specifications and these Special Provisions (including Section 8-2, Special Instructions). Work under this section shall include all labor, materials, tools, transportation, equipment and all incidentals, and for doing all work necessary to achieve the full scope of work of the contract as described herein or as directed by the Engineer.
Payment for Bid Item No. 4 – Utility Coordinator/Coordination shall be made on a lump sum (LS) basis at the price indicated in the Bid and shall include full compensation for furnishing all labor, materials, tools, equipment and incidentals required and no additional compensation shall be allowed therefor.
Bid Item No. 5 – Survey Monument Preservation
Survey monument preservation shall conform to the provisions of the Plans, Standard Specifications, and these Special Provisions (including Section 8-2, Special Instructions). Work under this section shall include all labor, materials, tools, transportation, equipment and all incidentals, and for doing all work necessary to achieve the survey monument preservation herein or as directed by the Engineer.
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Payment for Bid Item No. 5 – Survey Monument Preservation shall be made on a lump sum (LS) basis at the price indicated in the Bid and shall include full compensation for furnishing all labor, materials, tools, equipment and incidentals required and no additional compensation shall be allowed therefor.
Bid Item No. 6 – PCC Conduit Encasement
PCC conduit encasement shall conform to the provisions of the Plans, Standard Specifications, and these Special Provisions. Work under this section shall include all labor, materials, tools, transportation, equipment and all incidentals, and for doing all work necessary to achieve the PCC conduit encasement herein or as directed by the Engineer.
Payment for Bid Item No. 6 – PCC conduit encasement shall be made on a lump sum (LS) basis at the price indicated in the Bid and shall include full compensation for furnishing all labor, materials, tools, equipment and incidentals required and no additional compensation shall be allowed therefor.
Bid Item No. 7 – Crushed Conduit Repair per Location for All Depths Crushed conduit repair shall conform to the provisions of Plans, Standard Specifications, and these Special Provisions (including Section 8-2, Special Instructions). Work under this section shall include all labor, materials, tools, transportation, equipment and all incidentals, and for doing all work necessary to achieve crushed conduit repairs.
Payment for Bid Item No. 7 – Crushed Conduit Repair per Location for All Depths shall be made per the Contract Unit Price per each (EA) and shall include full compensation for furnishing all labor, materials, tools, equipment and incidentals required and no additional compensation shall be allowed therefor.
Bid Item No. 8 – Underground Utility Conflict Resolution (Allowance) Underground utility conflict resolution shall conform to the provisions of the Plans, Standard Specifications, and these Special Provisions. Work under this section shall include all labor, materials, tools, transportation, equipment and all incidentals, and for doing all work necessary to resolve underground utility conflicts.
Payment for Bid Item No. 8 – Underground Utility Conflict Resolution shall be expended at the discretion of the Engineer and shall include full compensation for furnishing all labor, materials, tools, equipment and incidentals required and no additional costs shall be allowed. Any funds not expended from this allowance will not be paid to the Contractor.
Bid Item No. 9 – Potholing
Potholing shall conform to the provisions of the Plans, Standard Specifications, and these Special Provisions. Work under this section shall include all labor, materials, tools, transportation,
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equipment and all incidentals, and for doing all work necessary to potholing existing facilities.
Payment for Bid Item No. 9 – Potholing shall be made on a lump sum (LS) basis at the price indicated in the Bid and shall include full compensation for furnishing all labor, materials, tools, equipment and incidentals required and no additional compensation shall be allowed therefor.
Bid Item No. 10 – Restore Existing Thermoplastic Striping.
Restore existing thermoplastic striping shall conform to the provisions of the Plans, Standard Specifications, and these Special Provisions. Work under this section shall include all labor, materials, tools, transportation, equipment and all incidentals, and for doing all work necessary to restore existing thermoplastic striping.
Payment for Bid Item No. 10 – Restore Existing Thermoplastic Striping shall be made on a lump sum (LS) basis at the price indicated in the Bid and shall include full compensation for furnishing all labor, materials, tools, equipment and incidentals required and no additional compensation shall be allowed therefor.
Bid Item No. 11 – Groundwater Control.
Groundwater Control shall conform to the provisions of the Plans, Standard Specifications, and these Special Provisions to provide a dewatered trench assuming a perched groundwater at an elevation of 3 feet below finished grade. Work under this section shall include all labor, materials, tools, transportation, equipment and all incidentals, and for doing all work necessary to provide groundwater control.
Payment for Bid Item No. 11 – Groundwater Control shall be made on a lump sum (LS) basis at the price indicated in the Bid and shall include full compensation for furnishing all labor, materials, tools, equipment and incidentals required and no additional compensation shall be allowed therefor.
Bid Item No. 12 – Public Notification
Public Notification shall conform to the provisions of the Plans, Standard Specifications, and these Special Provisions to provide notification to the public. Work under this section shall include all labor, materials, tools, transportation, equipment and all incidentals, and for doing all work necessary to provide public notification.
Payment for Bid Item No. 12 – Public Notification shall be made on a lump sum (LS) basis at the price indicated in the Bid and shall include full compensation for furnishing all labor, materials, tools, equipment and incidentals required and no additional compensation shall be allowed therefor.
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SECTION 8 – FACILITIES FOR AGENCY PERSONNEL
Delete entire section and replace with the following:
SECTION 8 – SPECIFIC CONDITIONS
8-1 Procore Software
The Contractor shall use the Procore construction management software system for various construction management activities related to the project including, but not limited to, submission of schedules, project material submittals, and RFIs. The City will provide an account to the Contractor at no additional cost. Project documents including Plans and Specifications will also be made available on Procore for the Contractor’s use for the duration of the project. 8-2 SPECIAL INSTRUCTIONS
8-2.1 PROJECT DESCRIPTION
The included Plans have been prepared by the three utility companies (Southern California Edison, Crown Castle, and Frontier). The intent of the project is to use a joint trench to place electrical, telephone and cable television in the ground within the public right-of-way and easements as shown on the Plans and included in these Specifications.
However, the design for the use of joint trench was not optimized or even addressed in some areas.
Contractor shall resolve such inconsistencies by identifying a joint trench alignment from the alternatives presented by the owning utilities and then placing all utilities into this joint trench.
The resolution of these inconsistencies shall be considered included in the lump sum cost for the work and shall include but not be limited to realignment of main conduit runs, vaults, handholes, pull boxes, risers, service laterals and related facilities. The only exception to this requirement shall be in such places that a joint trench cannot be used because of physical constraints, utility companies design or operational characteristics, safety or where otherwise prohibited by law or other regulation(s).
Such coordination work shall be performed in advance of actual construction to allow the utility companies time to provide input. Such work shall also include coordination necessary to align or realign that proposed facilities with existing utilities (such as water, sewer, storm drain, among others) that may conflict with the proposed facilities. Note that the advance notice requirements for utility mark-out has been extended to allow Contractor time to plan out the route of the joint trench along the various streets and utility corridors. Do not commence trench excavation until the City’s representative has had an opportunity to review and provide input on the final joint trench location and alignment.
Contractor is responsible for all site restoration, including but not limited to sidewalk, curb and gutter, driveway approaches, ADA compliant curb ramps, roadway, etc. per City standards.
For the undergrounding of SCE facilities, the Contractor shall comply with the SCE specifications included in Underground Structure Standards (UGS), Electrical Service Requirements (ESR) and the SCE specifications included in these Contract Documents, and shall receive approval from SCE’s inspectors for the installation of all SCE’s facilities. Additionally, hot tie-ins may be required per SCE Standards.
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For undergrounding of Crown Castle facilities, the Contractor shall comply with the Crown Castle’s specifications included in these Contract Documents and shall receive approval from Crown Castle’s inspectors for the installation of all Crown Castle facilities.
For undergrounding of Frontier facilities, the Contractor shall comply with the Frontier specifications included in these Contract Documents and shall receive approval from Frontier’s inspectors for the installation of all Frontier facilities. 8-2.2 WORK TO BE DONE
The work necessary for the completion of this contract includes, but is not limited to, mobilization, traffic control, water pollution control, potholing and field verifications of existing utilities, trench construction, furnishing and installing conduit with poly-pull ropes including service lateral runs, utility pull boxes, handholes, vaults and all associated items necessary for the conversion of existing overhead and electrical power, telephone, and cable television services to underground locations as required and intended by the Plans, Specifications, and further specified by SCE, Crown Castle, and Frontier standards within the UGS, ESR, and the appendices. Any costs resulting from work performed that was directed by SCE, Crown Castle, and Frontier engineers, inspectors or other personnel will not be compensated unless said work was approved by the City Engineer prior to work commencing. Contractor shall perform all trenching, backfill, pavement restoration, resurfacing and replacement of existing improvements (public or private including but not limited to driveways, fences, walls, signs, landscaping, mailboxes, and other such items) associated with or resulting from the Work identified herein. Contractor is responsible for all crushed conduit repairs until the complete conversion from overhead to underground utilities is completed.
The Contractor is responsible for having the necessary project management resources to coordinate and manage this entire project from beginning to completion of the entire undergrounding project with very close coordination and approval of the utilities of their work for every portion of the Work and as required by the utility companies.
8-2.3 SURVEYING
Permanent Survey Markers
The Contractor shall submit to the Engineer a minimum of seven (7) days prior to the start of work a list of controlling survey monuments which may be disturbed. The Contractor will:
a) set survey points outside the affected work area that reference and locate each controlling survey monument that may be disturbed,
b) file a Corner Record or Record of Survey with the County Surveyor after setting the survey points to be used for re-establishment of the disturbed controlling survey monuments, and
c) file a Corner Record or Record of Survey with the County Surveyor after reestablishment of the disturbed (permanent) controlling survey monuments.
The Contractor shall protect all survey monuments during construction operations. In the event that existing survey monuments are removed or otherwise disturbed during the course of work, the Contractor shall contact the City’s representative in the field to confirm that the existing monument
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has been located, can be removed and the Contractor shall restore the affected survey monuments at his sole expense. If the monument has not yet been located and prior to excavating trenches, Contractor shall allow not more than two (2) days for City to locate the monument and tie it out.
The Contractor’s Licensed Surveyor shall file the required Corner Record or Record of Survey with the County Surveyor upon monument restoration. The cost of any replacement work resulting in a failure by Contractor to notice the City or City’s surveyor of the existing monument(s) or allow reasonable time to tie the monument out, shall be deducted from payment(s) due to Contractor.
Existing street centerline ties and property corner monuments are to be preserved. The Contractor shall be responsible for the cost of restoring all survey ties and/or monuments damaged by the Work.
Survey Service
The underground cable and conduit system will not be staked for line or grade. It shall be the Contractor’s responsibility to determine the depth of trenching required to maintain the minimum cover required by the utility owner in paved and unpaved areas and also to avoid interference with existing utility lines, mains, and services. The drawings may or may not indicate construction of a joint trench in which to place the utilities. Except for service laterals, connections and adjustments to construct vaults, risers, or other such boxes, the intent of this Contract is to place the existing overhead utilities underground in a single joint trench. The Contractor will ensure that the location of new work is within the right-of-way and/or easements of abutting and affected properties. 8-2.4 UTILITIES
General
The location of existing underground utilities or substructures was determined from a search of each of the utility company’s records. No guarantee is made or implied that the information is complete or accurate. The Contractor shall excavate, expose, and protect all high-risk underground facilities. The Contractor is responsible for, and shall at his or her expense, pothole all existing utilities which may be affected by the work to verify points of connection and potential conflicts.
No segment of work shall begin until the Contractor has potholed and verified points of connection and related connection material requirements and coordinated the final/existing layout of the laterals/pipeline with the Engineer, including adjustments due to field conflicts with other utilities or structures above or below ground. It shall further be the Contractor’s responsibility to modify any trench alignment - including conduit depth and structure alignment – necessary to protect and provide required minimum cover and clearance from existing underground utilities or structures.
The cost of any re-alignment necessary to complete the work will be considered as part of the conduit and structure installation.
The Plans are schematic in nature. Contractor shall furnish and install all conduit required per the Plans or the standards of the utility companies including bends, couplings, and pole risers and encase with concrete where shown on the Plans or specified in the Contract Documents. All conduits shall have ¼ inch polypropylene pull rope installed including all service lateral runs to property line or other such designated point(s).
Stake or otherwise mark the terminus point of all conduit runs not terminating in a junction box, handhole or other such structure. Use a nail, metal stake, rebar or spike flush with the ground with
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orange or red colored flagging or paint (in paved areas) to depict the terminus of the conduit.
Secure the conduit ends with tape or other such plug to avoid contamination.
Protection
Insofar as practicable during the progress of the work, no pipeline, conduit, sewer, culvert, storm drain, drainage ditch, flood control channel, pole line, street lighting system, overhead wires or cables, or underground wires or cables, either main line structures or laterals and services, or any other structure or facility, shall be disturbed, but all should be supported and protected against injury and maintained in good operating condition at the expense of the Contractor. In no case shall any such property be disturbed or removed without the consent of the Owner. The Contractor shall be responsible for and make good all damage due to his operations. All operations of the contractor affecting flood control channels and drainage ditches, and the restoration thereof, shall conform to the requirements of the agency having jurisdiction.
All services shall be maintained throughout the course of the construction. In the case of a disruption of service, Contractor shall work diligently to restore the service with the minimum of outage and disruption.
In the event that an existing pull box, meter box or any other utility box is damaged by the Work and is not re-useable, the Contractor shall provide and install a new replacement pull box, meter box or any other utility box of identical type and size at no additional cost to the City.
Relocation
Utility relocations will be required within the Underground Utilities Assessment District as a result of the undergrounding improvements. Contractor shall coordinate with SCE, Crown Castle, and Frontier to schedule the noted relocations of utility pedestals and adjustments/replacement of vault lids.
All City-owned pull boxes, water meter boxes, water valve boxes, sewer cleanout boxes and survey monument boxes (collectively known as “utility boxes”) which are affected by the Work shall be replaced to finish grade with new utility boxes.
Contractor shall field verify that existing sewer lateral cleanouts do not interfere with proposed conduit trench locations shown on Plans. Any interfering sewer lateral cleanouts shall be relocated to back of property line per City Standard Plan No. 118. 8-2.5 COORDINATION WITH UTILITY COMPANIES
Coordination and Inspection
The Contractor is responsible for all coordination with the utility companies that is required to complete the Work.
The Contractor is responsible for ensuring that all inspections required to be completed by SCE, Crown Castle, and Frontier for all portions of the Work are scheduled and occur as required and so as to not delay the work.
All conduits, substructures, and ancillary improvements are required to be inspected by the associated utility company prior to being covered.
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Turnover of Installation
The Contractor is responsible for ensuring that the installation of all underground infrastructure improvements is completed in a manner that will be accepted by SCE, Crown Castle, and Frontier. The Contractor is responsible for coordinating with all the applicable utility companies for the turnover of the undergrounded utilities and ensuring the utility companies’ approval and acceptance of the undergrounded infrastructure improvements. 8-2.6 SEQUENCE OF WORK
Contractor shall submit to the City for approval a Sequence of Work plan that minimizes impacts to traffic flow due to closures and minimizes impacts to businesses and residents. The City must approve this Sequence of Work plan before work can begin. 8-2.7 WORK HOURS
Work hours shall be 8:00 AM-6:00 PM, Monday through Friday, with the exception of City holidays. Contractor must obtain prior approval from the City and notify all business entities affected by the planned work for any work outside of these hours, including work during nights and weekends.
8-2.8 NOTIFICATION OF RESIDENTS
Contractor shall submit for review and approval, a notification of work (Per Exhibit “C” (construction template) being performed for residents within a 500-foot radius of the work on this project and deliver these notifications to each resident impacted by the week’s work on a weekly basis with a minimum of a three calendar day lead time. The notification shall include, at a minimum, the dates and times work shall be performed in the vicinity of the residence. 8-2.9 RECORD DRAWINGS
Contractor shall provide Engineer with marked up “Record Drawings” at the completion of the project. Contractor shall dimension from two (2) permanent points of reference, lot corners, sidewalk, or road intersections, etc., the locations of all the improvements, which were installed other than the exact locations shown on the Plans.
8-2.10 HOUSEKEEPING REQUIREMENTS
1. For the duration of the onsite Work, four (4) project identification signs shall be procured, placed, and maintained to notify residents of the Work. The Contractor must submit an exhibit with the proposed locations to the City for review and approval prior to the placement of the project identification signs. The Contractor must submit the message that will be displayed on the project identification signs to the City for review and approval prior to the placement of the project identification signs. The sign panel must measure at least 48 inches by 84 inches. Letter height must be at least 8 inches.
2. Do not store material or equipment at the job site(s). Maintain all job sites in neat and orderly condition at all times, with allowance for pedestrian access compliant with Americans with Disabilities Act and California Title 24 requirements.
3. The Contractor shall accommodate the City’s trash collection. If the Contractor elects to work on a street or alley during its trash collection day, it shall be the Contractor’s
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responsibility to make alternative trash collection arrangements by contacting the City’s Public Works Superintendent and all property owners.
8-2.11 TRAFFIC CONTROL
1. The Contractor shall maintain all existing pedestrian and vehicular access to all businesses and residences adjacent to the Project site at all times throughout the duration of the completion of the Work.
2. The Contractor shall obtain a City Permit for work performed in the right-of-way and provide the City with evidence of insurance coverage in compliance with Section 5-4, “Insurance”, in the Special Provisions for this project.
3. It is the responsibility of the Contractor performing work on a public street to install and maintain the traffic control devices according to “Work Area Traffic Control Handbook” (WATCH), latest edition, to ensure the safe movement of traffic and pedestrians through or around the work area and provide maximum protection and safety to construction workers. The Contractor shall submit a traffic control/detour plan for approval and receive approval for the submitted traffic control plan/detour prior to start of work.
4. For the duration of the onsite Work, two (2) electronic changeable message board shall be procured, placed, and maintained to notify oncoming traffic of the Work in each direction on each of the streets impacted by the Work. The Contractor must submit an exhibit with the proposed locations to the City for review and approval prior to the placement of the message boards. The Contractor must submit the message that will be displayed on the message boards to the City for review and approval prior to the placement of the message boards.
5. A FLASHING ARROW BOARD IS MANDATORY FOR EACH LANE CLOSURE.
They shall operate until traffic control is removed.
6. All travel lanes shall be open between 5:00 a.m. and 7:30 a.m. and between 6:30 p.m. and 9:00 p.m. One travel lane in each direction shall be open at all times between 8:30 a.m. and 3:30 p.m. unless otherwise indicated on plan. Flaggers may be used if one lane in each direction cannot be kept open with the approval of the Traffic Engineer. All traffic lanes shall be open before and after work hours.
7. All open trenches shall be covered with non-skid steel plates or temporary asphalt pavement before and after work hours. The Contractor must provide a surface that is safe and suitable for the users of the facility (e.g. bicyclists, pedestrians, etc.) Steel plates utilized for trenching shall be capable of carrying H-20 wheel loading. Plates shall have a minimum width equal to the width of excavation plus 24 inches.
8. All signs, delineators, barricades, etc., shall conform to the “California Manual of Uniform Traffic Control Devices” (MUTCD), latest edition, and the “WATCH”, latest edition. All barricades shall be equipped with flashing/steady burn warning lamps at night. All cones, delineators, barricades, and "k" rail shall be reflectorized. All traffic control shall be kept in their proper position at all times, and shall be repaired, replaced, or cleaned as necessary
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to preserve their appearance and continuity. Any devices not part of the required traffic control or detours shall be removed from the view of the travelling public immediately.
9. The Contractor shall notify the affected transit services at least two working days prior to construction and any impacts. Evidence of such notification shall be submitted to the City at least two working days prior to construction and any impacts.
10. Where necessary, properly post "TEMPORARY NO PARKING ANYTIME" signs at least 72 hours before start of work, and the type of sign and information included on the sign shall conform to the requirements included in the Right-of-Way Permit issued by the City.
The Contractor shall notify the Police Department immediately upon posting signs.
11. Vehicular and pedestrian access to adjacent properties shall be provided at all times. Closed sidewalks shall be posted with “SIDEWALK CLOSED” signs at each approach to the closure and an approved alternate route provided. Closed bikeways shall be posted in accordance with the CA MUTCD, latest edition.
12. Protect traffic signal detectors in place or replace within five (5) calendar days of final paving. All detectors damaged by the work shall be replaced to the standards of the City Public Works Department.
13. Notify the Public Works Inspector at least 48 hours prior to any construction in the rightof-way. Notify Fire Dispatch at (424) 408-6200 and Police Dispatch at (310) 524-2750 prior to starting work or closing lanes/streets every day.
14. Contractor shall coordinate all work in the vicinity of schools with the school administrators to minimize construction impacts on special dismissal and school event days.
15. Any revisions to the traffic control/detour plans or requirements shall be approved by the Engineer.
16. The Contractor shall be responsible for the establishment, maintenance, and decommission when considered appropriate by the Engineer of the following:
a. Protection and restoration of existing improvements: Contractor shall protect, relocate, repair, replace or re-establish all existing improvements within the project limits which are not designated for removal (i.e. signs, markings, striping, posts, curb, gutter, sidewalk, ADA detectable warning devices, asphalt, plants, irrigation infrastructure, fences, walls, structures, survey control monumentation, etc.) which are damaged or removed as a result of its operations or as required by the Plans and Specifications. Relocations, repairs, replacements or re-establishments shall be at least equal to the existing improvements and shall match such improvements in finish and dimensions at contractor’s expense to the satisfaction of the Engineer. b. Paths of travel: Contractor is required to provide a bicyclist and pedestrian management plan to show how bicyclists and pedestrians are detoured around each construction area.
c. Private Improvements: Where private improvements appear to fall within the public right- of-way, Contractor shall request City to confirm the location of the right-ofPage 3252 of 3438 SP-40
way or easement line prior to removal of said improvements. In the event that subsurface, surface, or overhead utilities, fences, structures, or other facilities are required to be disturbed or removed to permit the construction of the improvements as provided hereunder, such disturbance or removal shall be done only with the approval of the City upon notification of the owner or owners involved by the City.
The Contractor shall coordinate his operations with those of the owner or owners concerned with the disturbances or removal of facilities so as to minimize the inconvenience imposed on all affected parties. Contractor shall not remove any improvements until such removal is authorized by City. When authorized, improvements shall be removed in such a manner as to leave a clean neat appearance. Existing landscaping, trees, hedges, or other such items shall be pruned as necessary to allow for the work within the right-of-way without impacting the health of the landscaping. If pruning is not a feasible or viable alternative, the landscaping shall be removed in its entirety within the limits of the impact along that particular fronting property.
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PART 2 – CONSTRUCTION MATERIALS
SECTION 200 – ROCK MATERIALS.
200-2 UNTREATED BASE MATERIALS.
200-2.1 General.
Replace the entire subsection with the following:
Materials for use as untreated base or subbase shall be crushed aggregate base.
SECTION 201 – CONCRETE, MORTAR, AND RELATED MATERIALS.
201-1 PORTLAND CEMENT CONCRETE.
201-1.1 General.
Add the following:
For Sidewalks, Concrete shall be Class 520-C-2500 Portland cement concrete per the City of Hermosa Beach Standard Plans for Public Works No. 106.
For Curb, and Curb and Gutter, Concrete shall be Class 520-C-2500 Portland cement concrete.
For Curb Ramps, Concrete shall be Class 520-C-2500 Portland cement concrete.
For Roadway Sections and Crossgutters, Concrete shall be Class 520-C-3250 Portland cement concrete.
For Residential and Commercial Driveways, Concrete shall be Class 520-C-3250 Portland cement concrete per the City of Hermosa Beach Standard Plans for Public Works No. 102 and 103.
The Contractor shall furnish the Engineer with a copy of the mix design to be used for review and approval. Contractor shall furnish a legible, certified weight-master's certificate for each load of Portland cement concrete delivered to the project. Portland cement concrete delivered to the project site having a water content and/or slump greater than that specified in the mix design shall be rejected and removed from the project site.
SECTION 202 – MASONRY MATERIALS
202-1 BRICK
202-1.1 General
Add the following paragraph:
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Contractor shall match existing pavement brick color and type. Contractor shall submit material specifications and sample for review and approval prior to installation. 203-6 ASPHALT CONCRETE.
203-6.1 General.
Add the following:
Asphalt concrete for trench construction shall be per the City of Hermosa Beach Standard Plans for Public Works No. 117. No reclaimed asphalt pavement (RAP) is allowed.
The Contractor shall furnish the Engineer with a copy of the mix design to be used for review and approval. Contractor shall furnish a legible, certified weight-master's certificate for each load of asphalt concrete delivered to the project.
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PART 3 – CONSTRUCTION METHODS
SECTION 300 – EARTHWORK.
300-1 CLEARING AND GRUBBING.
300-1.1 General
Add the following:
Should the Contractor use the material on another project or dispose of it at a recycling facility, the Contractor shall submit weight tickets to the Engineer which reflect the amount of material reused or recycled. All costs relative to material recycling shall be included in the Bid for the items involved.
All removed materials shall become the property of the Contractors and shall be legally disposed of by the Contractor away from the site of work. Note: There are no authorized facilities within the City of Hermosa Beach.
Recycling of Concrete Removals: Removed concrete shall be taken by the Contractor to a concrete recycling/crushing facility approved to accept the material. The Contractor shall submit weight tickets from the facility to the Engineer. All costs relative to concrete recycling shall be included in the cost for Bid Item No. 3 – Undergrounding Utilities Complete and no additional compensation shall be allowed.
SECTION 301 – SUBGRADE PREPARATION, TREATED MATERIALS, AND PLACEMENT OF BASE MATERIALS.
301-1 SUBGRADE PREPARATION.
301-1.1 General.
Add the following:
Crushed Aggegrate Base (CAB) is required under all PCC and AC improvements as shown on the Plans.
A minimum of 4 inches of CAB shall be placed under sidewalks and access ramps.
A minimum of 8 inches of CAB shall be placed under curb and gutter.
CAB shall conform to the requirements of Section 200-1. 301-1.7 Payment.
Add the following:
There shall be no separate payment for placement and preparation of subgrade material under curb, curb and gutter, sidewalks, and access ramps; all costs thereto shall be considered included
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in the Contract unit prices for the items of work for which subgrade material is required and no additional compensation shall be made therefor.
SECTION 303 – CONCRETE AND MASONRY CONSTRUCTION.
303-4 MASONRY CONSTRUCTION
303-4.2 Brick Masonry
Add the following:
Contractor shall restore existing brick paving in kind. 303-4.2.4 Measurement and Payment
Replace entire subsection with the following:
Payment for Brick Masonry shall be included in the cost for Bid Item No. 3 – Undergrounding Utilities Complete and no additional compensation shall be allowed. 303-5 CONCRETE CURBS, WALKS, GUTTERS, CROSS GUTTERS, ALLEY INTERSECTIONS, ACCESS RAMPS, AND DRIVEWAYS.
303-5.1 Requirements
303-5.1.1 General.
Add the following:
PCC access ramps, sidewalks, and driveways shall not be poured monolithically with any new concrete adjacent to them.
Add the following sections:
303-5.1.4 Curbs, Gutters
Unless otherwise approved by the Engineer, the entire affected concrete curb or curb and gutter portion shall be removed by sawcutting the adjacent AC pavement three (3) feet from the edge of the area to be removed. The Contractor shall reconstruct this three-foot-wide section in accordance with Standard Plan 111-5 of the SPPWC or as directed by the Engineer.
Curb and curb and gutter shall be constructed within 72 hours of removal of sidewalks, ADA curb ramp, and curb and gutter in each location. Clearing and grubbing shall be in accordance with Section 300-1, per the SSPWC, including removal and disposal of materials, and pruning and removal of interfering tree roots underneath or adjacent to existing access ramp.
The Contractor shall contact the Engineer a minimum of 24 hours prior to performing any excavations within a 25-foot radius of a street tree. Any damage to the street tree may result in
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tree replacement by Contractor or payment of replacement costs by Contractor based on the value of the damaged tree.
303-5.1.5 Walk.
Sidewalk shall be constructed within 72 hours of removal of sidewalks in each location. The Contractor shall remove all existing concrete sidewalk shown on the plans to the nearest control joint. Clearing and grubbing shall be in accordance with Subsection 300-1, per the SSPWC, including removal and disposal of materials, and pruning and removal of interfering tree roots underneath existing sidewalk or adjacent to sidewalk.
Finished surfaces shall match the finish and color of adjacent concrete.
The Contractor shall be responsible for protecting newly constructed concrete improvements from damage. Contractor shall remove and replace all concrete damaged prior to acceptance. Concrete shall be replaced score line to score line unless otherwise directed by the Engineer. Patching damaged concrete is not allowed.
The Contractor shall contact the Engineer a minimum of 24 hours prior to performing any excavations within a 25-foot radius of a street tree. Any damage to the street tree may result in tree replacement by Contractor or payment of replacement costs by Contractor based on the value of the damaged tree.
The expansion joint and weakened joint pattern shall be maintained and reconstructed, unless otherwise directed by the Engineer.
The Contractor shall mark all manholes, valves, substructures, survey monuments, vaults, utility boxes, or any other items that are visible on the surface and that will interfere with constructing a fully compliant sidewalk. The Contractor shall protect and adjust to grade any such items to match grade of the surrounding concrete to the satisfaction of the Engineer.
Vegetation interfering with construction operations shall be carefully trimmed without damaging the integrity of the vegetation. Vegetation, which must be removed for construction, shall be removed, and disposed of by the Contractor. The Contractor shall protect in place or reconstruct any irrigation lines and sprinkler heads hindering (and adjacent to) the construction activity area as directed by the Engineer. Damage to existing irrigation lines and sprinkler heads shall be replaced at Contractors expense.
303-5.1.6 Alley Intersections, Access Ramps, and Driveways.
Unless otherwise approved by the Engineer, the entire affected concrete curb or curb and gutter portion shall be removed by sawcutting the adjacent AC pavement three (3) feet from the edge of the area to be removed. The Contractor shall reconstruct this three (3) foot-wide section in accordance with Standard Plan 111-5 of the SPPWC or as directed by the Engineer.
Curb ramps shall be constructed within 72 hours of removal of sidewalks, ADA curb ramp, and curb and gutter in each location. Clearing and grubbing shall be in accordance with Section 300-1, per the SSPWC, including removal and disposal of materials, and pruning and removal of interfering tree roots underneath or adjacent to existing access ramp.
The Contractor shall contact the Engineer a minimum of 24 hours prior to performing any excavations within a 25-foot radius of a street tree. Any damage to the street tree may result in
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tree replacement by Contractor or payment of replacement costs by Contractor based on the value of the damaged tree.
Where necessary to match existing grades at the back or side of the ramp, the Contractor shall construct a rear curb for curb ramps. Curb height shall be constructed to match existing grade. Where existing walls are adjacent to curb ramp construction, the rear side curb shall be constructed to protect existing walls. Contractor shall protect in place existing vegetation and miscellaneous items adjacent to rear curb for access ramps adjacent to private property.
The Contractor shall mark all manholes, valves, substructures, survey monuments, vaults, utility boxes, or any other items that are visible on the surface and that will interfere with constructing a fully ADA-compliant curb ramp. The Contractor shall protect and adjust to grade any such items to match grade of the surrounding concrete to the satisfaction of the Engineer.
Vegetation interfering with construction operations shall be carefully trimmed without damaging the integrity of the vegetation. Vegetation, which must be removed for construction, shall be removed, and disposed of by the Contractor. The Contractor shall protect in place or reconstruct any irrigation lines and sprinkler heads hindering (and adjacent to) the construction activity area as directed by the Engineer. Damage to existing irrigation lines and sprinkler heads shall be replaced at Contractors expense.
The Contractor shall relocate existing facilities such as street sign poles that are within the curb ramp area that conflict with the new proposed improvement. Any damaged signs due to construction shall be replaced at the Contractor’s expense. The new location for such facility shall be as directed by the Engineer, if not already included in the plans, in the field and shall be within the general vicinity of the existing.
The Contractor shall tie down any survey monuments/markers obliterated during construction and reestablish said monuments/markers following construction. 303-5.1.7 Detectable Warning Surface.
Access ramps shall have a single piece prefabricated detectable warning surface with dimensions of 36 inches (perpendicular to curb) by 48 inches (parallel to curb).
Detectable warning surface(s) shall be Armor-Tile Tactile Systems, Yellow Detectable Warning Tiles, or equivalent by a single manufacturer of Cast In Place Detectable/Tactile Warning Surface Tiles, cast-in-place, and installed per manufacturer’s recommendation. All material submittals must be submitted and approved by the Engineer prior to commencement of construction. The finished surfaces of the detectable warning tiles shall be free from blemishes. Panels may have embedded frames with replaceable surfaces or non-removable surfaces.
Tiles/Panels are to be cut so that they align flush with any curved edges or radius of the curb ramp.
Prior to constructing all cast-in-place detectable warning tiles, the Contractor shall demonstrate the ability to produce a detectable warning tile conforming to the details shown on the Plans and these Special Provisions by constructing a test panel at one of the curb ramp locations.
The manufacturer shall provide a written and signed 5-year warranty equal to or exceeding the remedies by Armor-Tile Tactile Systems for prefabricated detectable warning tiles), guaranteeing
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replacement when there are defects in workmanship and material including deterioration, breakage and delamination. The warranty period shall begin upon acceptance of the Contract. A signed warranty shall be provided to the City prior to final progress payment and release of retention.
303-5.1.7.1 Quality Assurance.
Installer shall be an experienced installer qualified for installation, who has successfully completed installations similar in material, design, and extent to that indicated for project.
Contactor shall use only approved DSAAC detectable warning products as provided in the California Code of Regulations (CCR) Title 24, Part 2, Cast In Place Detectable/Tactile Warning Surface Tiles shall be an epoxy polymer composition with an ultra violet stabilized coating employing aluminum oxide particles in the truncated domes or a homogenous glass and carbon reinforced composite, which is colorfast, and UV stable. The tile shall incorporate an in-line pattern of truncated domes measuring nominal 0.2” height, 0.9” base measured side by side and a center-to-center spacing of 1.67” minimum and 2.35” maximum. For safety, the field area shall consist of a non-slip surface with a minimum of 40 – 90 degrees raised points 0.045” high, per square inch; “Armor-Tile” as manufactured by Engineered Plastics Inc., ADA Solutions or approved equal.
Detectable/tactile warning surface tiles shall meet or exceed the following requirements:
1. Water Absorption of Tile when tested by ASTM D 570-98 not to exceed 0.07%
2. Slip resistance of tile when tested by ASTM C 1028-96 the combined wet and dry static coefficients of friction not to be less than 0.80 on top of domes and field area when wet.
3. Compressive strength of tile when tested by ASTM D 695-02a not to be less than 28,000 psi.
4. Tensile strength of tile when tested by ASTM D 638-03 not to be less than 11,000 psi.
5. Flexural strength of tile when tested by ASTM D 790-03 not to be less than 25,000 psi.
6. Chemical stain resistance of tile when tested by ASTM D 543-95 (re- approved 2001) to withstand without discoloration or staining –10% hydrochloric acid, urine, saturated calcium chloride, black stamp pad ink, chewing gum, red aerosol paint, 10% ammonium hydroxide, 1% soap solution, turpentine, urea 5%, diesel fuel and motor oil or no deterioration per ASTM 1308.
7. Resistance to wear of unglazed ceramic tile by taber abrasion per ASTM C501-84 (reapproved 2002) shall not be less than 500.
8. Fire resistance of tile when tested to ASTM E 84-05 flame spread shall be less than 20.
9. Accelerated weathering of tile when tested by ASTM G 155 for 2000 hours shall exhibit the following result - DE<5.0, as well as no deterioration, fading or chalking of surface.
10. Salt and spray performance of tile when tested to ASTM B 117-03 not to show any deterioration or other defects after 200 hours of exposure.
11. Accelerated aging and freeze thaw test of tile and adhesive system when tested to ASTM
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D 1037-99 shall show no evidence of cracking, delamination, warp age, checking, blistering, color change, loosening of tile or other detrimental defects or no disintegration per ASTM 1026.
303-5.1.7.2 Site Conditions.
Maintain minimum temperature of 40 degrees Fahrenheit in spaces to receive Cast in Place Detectable/Tactile Warning Surface Tiles for at least 24 hours prior to installation, during installation, and for not less than 24 hours after installation.
The use of water for work, cleaning, or dust control, shall be contained and controlled and shall not be allowed to come into contact with the general public. Provide barricades or screens to protect the general public.
303-5.1.7.3 Installation Procedure.
Installation shall be in strict accordance with manufacturer’s recommendations. During tile installation procedures, ensure adequate safety guidelines are in place and that they are in accordance with the applicable industry and government standards.
The specifications of the structural adhesives, fasteners, and related materials shall be in strict accordance with the Contract Documents and the guidelines set by their respective manufacturers.
The physical characteristics of the concrete shall be consistent with the Contract Specifications while maintaining a slump range of 4 – 7 to permit solid placement of the Cast-In-Place Tile System. An overly wet mix will cause the Cast-In-Place System to float. Under these conditions, suitable weights such as 2 concrete blocks or sandbags (25 lb.) shall be placed on each tile.
The concrete pouring and finishing operations require typical mason’s tools, however, a smart level with electronic slope readout, 25 lb. weights, and a large rubber mallet can be used for the installation of the Cast-In-Place System. A vibrating mechanism such as that manufactured by Vibco can be employed, if desired. The vibrating unit should be fixed to a soft base such as wood, at least 1-foot square.
The factory-installed plastic sheeting must remain in place during the entire installation process, to prevent the splashing of concrete onto the finished surface of the tile.
When preparing to set the tile, it is important that no concrete be removed in the area to accept the tile. It is imperative that the installation technique eliminates any air voids under the tile. Holes around the tile perimeter allow air to escape during the installation process. Concrete will flow through the large holes in each vane on the underside of the tile. This will lock the tile solidly into the cured concrete.
The concrete shall be poured and finished true and smooth to the required dimensions and slope prior to the tile placement. Immediately after finishing concrete, the electronic level should be used to check that the required slope is achieved. The tile shall be placed true and square to the curb edge in accordance with the Contract drawings. The Cast-In-Place Tiles shall be tamped (or vibrated) into the fresh concrete to ensure that the field level of the tile is flush to the adjacent concrete surface. The Contract drawings indicate that the tile field level (base of truncated dome) is flush to adjacent surfaces to permit proper water drainage and eliminate tripping hazards between adjacent finishes. The tolerance for elevation differences between tile and adjacent
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surface is 1/16”.
Immediately after tile placement, the tile elevation is to be checked to adjacent concrete. The tile elevation and slope should be set consistent with Contract drawings to permit water drainage to curb as the design dictates.
While concrete is workable, a 3/8” radius edging tool can be used to create a finished edge of concrete. A steel trowel can be used to float the concrete around the tile’s perimeter, flush to the field level of tile.
During and after the tile installation and the concrete curing stage, it is imperative that there is no walking, no leaning or external forces placed on the tile to rock the tile, causing a void between the underside of tile and concrete.
Following tile placement, review installation tolerances to Contract Drawings and adjust tile before the concrete sets. Two suitable weights of 25 lb. each can be placed on each tile as necessary to ensure solid contact of the underside of tile to concrete.
Following the curing of the concrete, protective plastic wrap is to be removed from the tile face by cutting the plastic with a sharp knife, tight to the concrete/tile interface. If concrete bled under the plastic, a soft wire brush will clean the residue without damage to the tile surface.
Tiles can be cut to custom sizes, or to make a radius, using a continuous rim diamond blade in a circular saw or mini grinder. Use of a straightedge to guide the cut is advisable where appropriate.
Any sound-attenuating plates on the underside of the tile, which are dislodged during handling or cutting, should be replaced, and secured with construction adhesive. The air gap created between these plates and the bottom of the tile is important, in preserving the detect-ability properties of the Armor-Tile System.
303-5.9 Measurement and Payment.
Replace the entire section with the following:
Payment for concrete curbs, walks, gutters, cross gutters, alley intersections, access ramps, and driveways shall be included in the cost for Bid Item No. 3 – Undergrounding Utilities Complete and no additional compensation shall be allowed therefor.
SECTION 306 – OPEN TRENCH CONDUIT CONSTRUCTION
Add the following:
306-1.1 Pipe Laying
All conduit work shall be performed per the Plans, the Standard Specifications and these Special Provisions. Conduit work shall include all bends, couplings, sweeps, risers, fittings, connections, and all necessary appurtenances. All conduits shall have ¼ inch polypropylene pull rope installed including all service lateral runs to property line or other such designated point(s).
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Stake or otherwise mark the terminus point of all conduit runs not terminating in a junction box, handhole or other structure. Use a nail, metal stake, rebar or spike flush with the ground with orange or red colored flagging or paint (in paved areas) to depict the terminus of the conduit.
Secure the conduit ends with tape or other such plug to avoid contamination. Installation of pull rope in all conduits shall comply with appropriate sizes and type per applicable utility company standards. Installation of plugs and markers shall comply with the applicable utility company standards. Mandrel all installed conduits to the satisfaction of the utility company inspector(s), including testing and re-mandreling as necessary.
Conduit material for SCE facilities shall be as specified on SCE substructure plans.
Conduit material for Crown Castle facilities shall be as specified on Crown Castle substructure plans.
Conduit material for Frontier facilities shall be Schedule 40 PVC, except for riser pipe, which shall be Schedule 80 PVC.
306-3 TRENCH EXCAVATION
306-3.1 General
Add the following:
This section includes specifications for trench excavation, construction of buried conduits, testing, backfill, and resurfacing.
Installation of underground utility facilities shall conform to the requirements per City Standard Plan No. 117, the Plans, the Standard Specifications and these Special Provisions.
Contractor shall submit trench shoring plan with design of shoring, sheeting, bracing or other provisions. Trench shoring shall be prepared by a State of California-licensed Civil or Structural Engineer. The acceptance of the trench shoring plans submitted is only an acknowledgement of the submission and does not constitute review or approval of the designs, design assumptions, criteria, completeness, applicability to areas of intended use, or implementation of the plans, which are solely the responsibility of the Contractor and its California-licensed Civil or Structural Engineer.
The Contractor shall perform all excavation necessary or required for the construction of the improvements as shown on the drawings. Excavations shall include the removal and disposal of all materials of whatever nature encountered, including all obstructions of every nature that would interfere with the proper execution and completion of the Work. The Work shall include all pumping, ditching, and other required measures for the removal or exclusion of water.
Add the following subsection:
306-3.1.1 Trench Excavation and Subgrade
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General: Trenches shall be excavated to a line and grade and be of a minimum width necessary for proper conduit installation. Where exclusive trench work is needed, the minimum conduit cover identified in each utility owner’s current standard specification or installation guide shall be followed. All trenches called for to be excavated in a utility easement which runs through private or public property shall be hand dug, unless otherwise approved by the Engineer.
Except as otherwise provided herein, excavation for the improvements shall be in open-cut trenches. The maximum length of open trench shall not be greater than 300 feet, or the distance to accommodate the amount of conduit installed in a single day, whichever is the lesser. The distance is the collective length including excavation, conduit laying and backfill which has not been temporarily resurfaced.
Trench width shall be in conformance with City Standard Plan No. 117.
Access to Trenches: Safe and suitable ladders which project two feet above the top of the trench shall be provided for all trenches over five feet in depth. One ladder shall be provided for each one-hundred feet of open trench, or fraction thereof, and be so located that workers in the trench need not move more than fifty feet to a ladder.
Public Access: Whenever required for the convenience and access of the public or individual residents, at saw crossings, at private driveways, or elsewhere, the Contractor shall provide suitable temporary bridges or steel plating over unfilled excavations, except in such cases as the Contractor shall secure the written consent of the individuals or public authorities concerned to omit such temporary bridges. Contractor shall refer to Section 601-1 of the Standard Specifications and these Special Provisions for steel plates for temporary bridges.
Temporary Surfacing: Immediately after completion of backfilling in paved streets and roadways, a two-inch layer of temporary asphalt concrete paving, the mix thereof to be approved by the City, shall be placed and rolled over the backfill. Temporary surfacing shall be of such quality and so placed and maintained as to provide a smooth surface level with adjacent existing paving. At no time shall excavation operations advance ahead of temporary paving by distance of 300 feet, Temporary surfacing shall remain in place until permanent resurfacing is placed. All streets and roads used shall be kept free from dust, mud, rocks, and gravel.
Drainage: The Contractor shall take care of drainage water from the construction operations, and of storm water and wastewater reaching the site of the work from any source. The Contractor shall be responsible for any damage to persons or property on or off the right-of-way due to such drainage water or to interruption or diversion of such storm water on account of his operations.
Contractor shall refer to Section 3-12.6 of the Standard Specifications and these Special Provisions for water pollution control.
Supports: Excavations shall be supported in a safe manner meeting the requirements of the California Division of Industrial Safety. For supports for excavations five feet or greater in depth, Contractor shall submit a trench shoring plan in compliance with Section 306-3 of the Standard Specifications and these Special Provisions.
Excess Excavation: Whenever excavation is made below the required trench bottom, suitable and approved bedding material (in conformance with City Standard Plan No. 117 and Section 306-6
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of the Standard Specifications) shall be used to bring the trench back to proper grades. Properly moistened approved bedding material shall be deposited in the trench in uniform layers not exceeding six (6) inches thick and compacted to 90% minimum relative compaction. The material shall be compacted by use of power-driven tampers of an approved type and in a manner satisfactory to the Engineer. The trench bottom shall then be prepared to receive the conduits or other such structures as indicated by the plans.
Rock: Where rock or similar hard and unyielding material is encountered, the trench shall be over excavated to provide a minimum of six (6) inches below all conduit and accessories, and refilled to foundation grade with granular materials, suitable for bedding.
Bell Holes: Conduit shall be laid only on properly prepared trench bottom shaped to provide continuous contact with the pipe. Bell holes are not required.
Excess Material: Excess excavated material removed from site shall be disposed of by the Contractor at his expense at a disposal site approved by the Engineer. The route (through the City) for trucks hauling excess excavated material shall be approved by the Engineer prior to removal of any material from the project area. The amounts, type, and destination of disposed excess excavated material shall be properly documented in writing to the City.
Compaction: After conduit installation, trench bedding and backfill shall include sand shading and compaction to the satisfaction of the Engineer, in conformance to the project plans, City Standard Plan No. 117, Subsection 306-6 of the Standard Specifications, and these Special Provisions. Select material taken from excavation shall be free from stones or boulders larger than two inches in diameter, from chunks of pavement, and from large unbroken masses of earth, free of tree roots, branches, and sticks. Imported granular backfill material shall be approved loose, granular materials, free from humus, and having a sand equivalent value of not less than 30 as determined by laboratory tests. The Contractor, at their own expense, shall submit a certification of material quality to the Engineer prior to placement.
Select or imported granular backfill shall be placed simultaneously on both sides of the conduit and shall be completely worked around the conduit and consolidated by sluicing or jetting with water. Before additional material is placed upon the portion of the backfill consolidated by sluicing or jetting an adequate interval of time, as determined by City, shall be allowed to permit reduction of the water content to a degree affording maximum practicable compaction. After the water has drained out as required, the Contractor shall use water jets or other approved means to increase the consolidation until no further consolidation can be obtained. Only material susceptible to satisfactory consolidation by sluicing and jetting shall be used for granular bedding and backfill.
Material used for the remainder of the backfill above the top of the conduit shall be selected from that removed from the excavation or shall be imported at the option of the Contractor, brought to near optimum moisture content and compacted by jetting with water or by mechanical equipment.
Equipment used for compaction when earth cover on the conduit is three (3) feet or less shall be rollers or vibratory tampers. Use of equipment which compacts by impact will not be permitted.
SP-53
306-14 MEASUREMENT
Delete this subsection.
306-15 PAYMENT
Replace entire section with the following:
Payment for open trench conduit construction shall be included in the cost for Bid Item No. 3 – Undergrounding Utilities Complete and no additional compensation shall be allowed.
SECTION 314 – TRAFFIC STRIPING, CURB AND PAVEMENT MARKINGS, AND PAVEMENT MARKERS.
314-1 GENERAL.
Replace the last paragraph with the following:
All pavement markers shall be thermoplastic.
314-2 REMOVAL OF TRAFFIC STRIPING AND CURB AND PAVEMENT MARKINGS.
314-2.1 General.
Replace the first paragraph with the following:
Striping and markings shall be removed by wet sandblasting and all sand shall be removed without delay as the sandblasting operation progresses. All sand-blasted asphalt pavement shall be sealed with an asphalt emulsion (SS-1H Emulsified Asphalt). The Contractor shall remove and replace any new construction work that has been altered by graffiti markings and blemishes at no additional cost to the City.
314-2.3 Payment.
Replace the entire subsection with the following:
Payment for removal of traffic striping and curb and pavement markings shall be included in the cost for Bid Item No. 10 – Restore Existing Thermoplastic Striping and no additional compensation shall be allowed.
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314-4 APPLICATION OF TRAFFIC STRIPING AND CURB AND PAVEMENT MARKINGS.
314-4.1 General
Add the following:
Temporary traffic striping and markings shall be applied as soon as possible but no later than 24 hours after the finish course has been placed.
314-4.4.6 Payment.
Replace the entire subsection with the following:
Payment for application of traffic striping and curb and pavement markings shall be included in the cost for Bid Item No. 10 – Restore Existing Thermoplastic Striping and no additional compensation shall be allowed.
Add the following section;
SECTION 315- PULLBOXES, HANDHOLES, UTILITY BOXES, VAULTS, AND
COMPONENTS
315-1 General
The Contractor shall furnish and install all junction boxes and vaults as necessary or as shown on the Plans, Standard Specifications, these Special Provisions, and the Utility Company’s standards.
If located in the roadway or traffic areas, traffic-rated covers (to meet H-20 loading) are required.
All junction boxes, handholes, vaults pull boxes, and components, such as vault covers, ladder, vents, and vent pipes, shall meet or exceed the requirements of the utility companies. Contractor shall lay out all junction boxed, handholes, vaults, pull boxes, etc. to ensure that structures do not compromise street integrity and are located out of drainage courses and street flowline. Layout to be approved by the Engineer prior to construction.
Backfill Around Transformer Enclosures: Backfill between the transformer enclosures and natural soil shall consist of a mixture of ten parts of sand to one part of Portland cement. Water shall be added to the mixture to produce a slurry which will fill voids when placed in the excavation.
SP-55
PART 4 – EXISTING IMPROVEMENTS
SECTION 400 – PROTECTION AND RESTORATION.
Add the following subsections:
400-4 TREES.
The Contractor shall take care to protect all trees not approved for removal by the Engineer.
There shall be no separate payment for protection of existing trees; all costs thereto shall be considered included in the Contract unit prices for the items of work for which the protection is required and no additional compensation shall be allowed therefor. 400-5 SIGN POST.
Contractor shall remove existing sign post from parkway when shown on Plans to be removed by excavating to a depth necessary to remove the post and any existing foundation or anchoring assembly. Contractor shall protect and store the existing post and signs for reinstallation.
Contractor shall install a new anchoring assembly and reinstall the existing post with signs.
Contractor shall obtain approval by the Engineer of sign placement before permanently installing the new post. All signs and posts shall be reset the same day as the existing signs and posts are removed.
The bottom of the lowest sign shall be 7 feet above the sidewalk, if applicable. The lowest sign can be lower in the parkway if approved by the Engineer in writing.
Payment for REMOVE, PROTECT, AND REINSTALL SIGN POST AND SIGNS shall be included in the cost for Bid Item No. 3 – Undergrounding Utilities Complete and no additional compensation shall be allowed.
SECTION 401 – REMOVAL.
401-3 CONCRETE AND MASONRY IMPROVEMENTS.
Add the following subsections:
401-3.4 Parkway Concrete and Brick.
Existing parkway concrete areas shown on Plans, or as requested by Engineer, shall be removed using pneumatic tools or hand tools approved by the Engineer. Contractor shall take care to protect adjacent sidewalk, curb, gutter, and other improvements. Existing improvements damaged during removal operations shall be repaired at Contractor’s expense. Parkway concrete shall be disposed of immediately following removal.
Existing brick areas are not shown on Plans and shall be removed and replaced by hand or hand tools. Contractor shall take care to protect adjacent sidewalk, curb, gutter, and other improvements. Existing improvements damaged during removal operations shall be repaired at
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Contractor’s expense. Existing brick shall be replaced in kind, or with existing non-damaged brick for final restoration.
Payment to remove and replace the existing brick areas shall be included in the cost for the bid item related to that area’s surface restoration and no additional compensation shall be allowed.
SECTION 403 – MANHOLE ADJUSTMENT AND RECONSTRUCTION
403-1 GENERAL
Delete this section and replace it with the following:
Utility manhole, vault frames, valve covers, and sewer and storm drain manholes within an area to be paved or graded will be set to finish grade by the Contractor. The Contractor shall remove all debris from the interior of manholes and shall clean all foreign material from the top of the frames and covers.
403-3 MANHOLES IN ASPHALT CONCRETE PAVEMENT
Add the following:
Adjusting valve covers to grade shall conform to the requirements of the respective utility owner and the following:
Prior to placement of asphalt concrete pavement, the Contractor shall locate all manhole and valve covers and set such reference points as necessary to find the covers during pavement replacement of A.C. overlay. The Contractor shall install 12-inch long, 6-inch diameter galvanized steel split sleeves in each valve cover and coat each valve box cover with diesel oil or other solvent prior to pavement placement. Immediately after placement of the asphalt by a Barber Green or similar paving machine and prior to any rolling, the valve covers and split sleeves shall be raised through the uncompacted pavement and the asphalt shall be cleaned off the valve covers. The rolling operation will set the valve covers to finish grade. After the final pavement rolling, the Contractor shall free all valve covers from the pavement and remove any loose asphalt that may have entered the valve covers during the paving operations. The Contractor shall provide all labor, materials, and equipment necessary for raising the valve covers to grade. 403-4 Measurement
Delete this section.
403-5 Payment
Delete this section and replace it with the following:
SP-57
Payment for adjusting manhole frames and cover sets, meter and valve boxes and covers shall be included in the cost for Bid Item No. 3 – Undergrounding Utilities Complete and no additional compensation shall be allowed.
SP-58
PART 6 – TEMPORARY TRAFFIC CONTROL
SECTION 600 – ACCESS
600-1 GENERAL.
Add the following:
Access to street intersections, public and private parking lots, commercial businesses, residences, and other public and private properties shall be maintained at all times. At least 72 hours in advance of commencing any work that may affect the access to private properties, the Contractor shall provide construction notices to adjacent residential properties, and commercial establishments.
The Construction Notice template (attached on “Exhibit C Construction Notice Template”) shall be modified by the Contractor and sent to the Engineer for review and approval. The Contractor shall distribute notices to residents and commercial establishments affected by construction once approved by the Engineer. Vehicular access to and from commercial and residential driveways and parking lots shall be maintained at all times, except when performing items of work which cannot be accomplished without access restriction.
When access must be restricted, as determined by the Engineer, it shall occur only for the time period required to accomplish the particular item of work.
Modifications to traffic control shall be performed to correct any deficiencies in traffic flow (vehicular, bicycle, pedestrian, etc.) as deemed necessary by the Engineer or Public Works Inspector.
All traffic lanes shall be open for public use on the days and at the times specified below:
1. Saturdays, Sundays, and legal holidays: from 12:00 a.m. to 11:59 p.m.
2. Fridays and any day preceding a legal holiday: from 6:00 p.m. to 11:59 p.m.
3. All days not covered in 1 and 2 above: 12:00 a.m. to 8:00 a.m. and 6:00 p.m. to 11:59 p.m.
4. Non-construction hours: all hours when the Contractor's employees are not physically present at the construction site actively performing Contract work.
5. In the vicinity of any Elementary or Middle School, the Contractor shall determine arrival and departure times of said school and shall provide for adequate traffic control for any school age pedestrian and/or bicycle routes to the school during the arrival and departure periods. The submittal of traffic control plans shall include arrival and departure times for each school. At no time will traffic control be allowed in the immediate vicinity so as to cause a hazard to a school pedestrian crosswalk during arrival and departure time periods.
On those days and hours when closure of traffic lanes is not prohibited under the provisions of the preceding subparagraph A, no more than one lane may be closed at any time during construction hours. During any lane closure, Type II flashing arrow boards shall be used in accordance with the most recent edition of the CA MUTCD.
SP-59
SECTION 601 – TEMPORARY TRAFFIC CONTROL FOR CONSTRUCTION AND MAINTENANCE WORK ZONES.
601-1 GENERAL.
Replace the first paragraph with the following:
Temporary traffic control (TTC) for construction and maintenance work zones shall conform to the latest version of Part 6 of the California MUTCD, the Specifications, and the temporary control plan (TCP) required to be prepared by the Contractor and submitted as a submittal for review and acceptance by the City.
Replace the last section of the section with the following:
All construction work and traffic control shall be scheduled and constructed to provide for a minimum of inconvenience and a maximum of safety to the public vehicular, bicycle and pedestrian traffic.
The Contractor shall be responsible for the protection of vehicular, bicycle, and pedestrian traffic until the Work called for in the Plans, the Standard Specifications, and Special Provisions have been accepted by the Engineer. Contractor shall submit vehicular, bicycle, and pedestrian traffic control plans/detour plans for review and approval prior to beginning work.
The Contractor shall notify the Engineer of intent to begin work following notice to proceed before work is to begin. The Contractor shall cooperate with the Engineer relative to handling traffic through the area and shall make all arrangements relative to keeping the working area clear of parked vehicles.
Contractor's equipment and personal vehicles of the Contractor's employees shall not be parked on the traveled way nor on any section where traffic is restricted at any time.
During any period when two-way traffic is not provided, as approved by the Engineer, the Contractor shall employ flaggers to control traffic through the construction zone.
The Contractor shall notify the Engineer of any operation that will affect two-way flow of traffic more than five minutes for every half hour of working time, at least two working days in advance of such operation. Submitted traffic control plans must be signed/stamped by a licensed Traffic Engineer.
If the Contractor fails to maintain and control traffic at any time during the construction period such that the safety to public vehicular, bicycle and/or pedestrian traffic is compromised in any way in the opinion of the Engineer or the City Police Department, the City will require the Contractor to stop work and open all traffic lanes, or immediately modify the traffic control plan, subject to approval by the City, to ensure that the unsafe situation is corrected. If, due to the nature of the work, it is impossible to open all traffic lanes, or the Contractor is unable to immediately modify the traffic control plan to restore safe and adequate traffic control, the City may mobilize emergency forces to re-establish adequate and safe traffic control. The emergency forces may include Police Department, Operations and Maintenance Division, Engineering Division, Contractors or consultants hired by the City or other personnel as required to re-establish adequate
SP-60
and safe traffic control.
The Contractor shall pay for the full and complete time and material cost for any emergency response by City forces and firms hired by the City as described herein. This payment shall be in addition to the liquidated damages provided for in Section 6-9 of these specifications. Contractor agrees to pay such costs as provided for in this paragraph, and in case the same are not paid, Contractor agrees that City may deduct the amount of such costs from any money that is due or that may be due the Contractor under the Contract. The Contractor shall not be entitled to any delay claims for work stopped by the City in order to correct an unsafe traffic condition, regardless of whether traffic control was set up in accordance with an approved traffic control plan. 601-3.5 Signs and Signage.
601-3.5.1 General.
Replace the entire subsection with the following:
Signs shall conform to the most recent edition of the CA MUTCD and the "Work Area Traffic Control Handbook," published by Building News, Inc. Each sign shall consist of a base, standard or framework, and a sign panel. Sign units shall be capable of being delivered to the work site and placed into immediate operation.
Signs shall include all temporary signs required for the direction of traffic through or around the work site. Sign placement shall conform to the documents listed above and the Traffic Control Plan.
Advance warning signs shall be provided with orange warning flags in advance of temporary stop signs. Temporary stop signs are required any time a traffic signal is dark. Temporary stop signs shall be mounted at 7 feet high.
The Contractor shall post standard "NO PARKING" construction zone signs 72 hours prior to construction, not more than 50 feet apart within the work area, showing the date and time of construction. “NO PARKING” signs are to have the language “By order of the H.B.P.D. 310- 318-0360 CVC 22658 / HBMC 10.32.220 & 10.12.040” on the signs. Signs can be obtained from the City.
601-3.5.2 Payment.
Replace the entire subsection with the following:
Payment for temporary traffic control signs and signage shall be made per the Contract bid price for TRAFFIC CONTROL on a lump sum basis and shall include furnishing all labor, materials, tools, equipment, transportation, and incidentals for performing all work involved in this section, complete and in place, as shown in the Plans and in accordance with the Contract Documents.
Should the Engineer require any modifications to the traffic control, such changes shall be implemented at no additional cost to the City.
SP-61
601-3.6 Channelizing Devices.
601-3.6.1 General.
Add the following:
Channeling devices shall be spaced as necessary for proper delineation; however, in no case shall the spacing between portable delineators exceed 25 feet on tangents or 10 feet on curves.
Fluorescent traffic cones shall be new or reconditioned, and of good commercial quality flexible material suitable for the purpose intended. The outer section of the portion above the base of the cone shall be a highly pigmented fluorescent orange polyvinyl compound. The overall height of the cone shall be at least 28 inches. The base shall be of sufficient weight and size or shall be anchored in a manner such that the traffic cone will remain in an upright position.
The fluorescent traffic cones shall be spaced as necessary for proper delineation; however, in no case shall the spacing between fluorescent traffic cones exceed 25 feet on tangents or 10 feet on curves.
Only one type of channelizing device shall be used at any one time.
Channelizing devices shall be placed at all locations shown on the Traffic Control Plan and at such locations as directed by the Engineer.
Channelizing devices shall be left in place at their designated locations, maintained, repaired, and replaced as required until their removal is approved by the Engineer.
If the channelizing devices are damaged, or are not in an upright position, for any reason, said devices shall immediately be replaced, or restored to their original locations in an upright position, by the Contractor, 24 hours per day, 7 days per week for as long as required by the City.
Payment for temporary traffic channelizing devices shall be made per the Contract bid price for TRAFFIC CONTROL on a lump sum basis and shall include furnishing all labor, materials, tools, equipment, transportation, and incidentals for performing all work involved in this section, complete and in place, as shown in the Plans and in accordance with the Contract Documents.
Should the Engineer require any modifications to the traffic control, such changes shall be implemented at no additional cost to the City.
Add the following subsection:
601-7 PAYMENT.
Payment for TRAFFIC CONTROL shall be made on a lump sum basis and shall include furnishing all labor, materials, tools, equipment, transportation, and incidentals for performing all work involved in this section, complete and in place, as shown in the Plans and in accordance with the Contract Documents. Should the Engineer require any modifications to the traffic control, such changes shall be implemented at no additional cost to the City.
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EXHIBIT “A” – SCHEDULE OF PERFORMANCE
CIP NO. 114
GREENWICH VILLAGE NORTH
UNDERGROUND ASSESSMENT DISTRICT
SECTION 1. BEGINNING OF WORK, TIME OF COMPLETION
1. Attention is directed to the provisions of Section 6-1 ("Construction Schedule and Commencement of the Work"), Section 6-1.1 ("Construction Schedule"), and Section 6-9 ("Liquidated Damages") of the Standard Specifications, and these Special Provisions.
2. The Contractor shall complete work within ten (10) working days after receiving Notice to Proceed No. 1.
3. The Contractor shall complete work within fifty (50) working days after receiving Notice to Proceed No. 2.
4. The Contractor shall complete work within ninety (90) working days after receiving Notice to Proceed No. 3.
5. The Contractor and its securities will pay the sum of two thousand dollars ($2,000) as liquidated damages for each consecutive calendar day of delay in the performance of the Work in the Contract Documents and as shown on the Plans.
SP-63
EXHIBIT “B” – SOLID WASTE REPORTING
CIP NO. 114
GREENWICH VILLAGE NORTH
UNDERGROUND ASSESSMENT DISTRICT
SOLID WASTE REPORTING
Pursuant to the California Integrated Solid Waste Management Act of 1989, the City is required to report the amount of solid waste generated within the City and the disposal of that waste with the ultimate required goal of being a reduction of at least 50% in the amount of solid waste being disposed in landfills. To permit the City to comply with this State law, the Contractor is required to complete the Solid Waste Report form, a copy of which is included in these Special Provisions.
The report includes a summary of the solid waste generated by the project, a summary of solid waste disposed of at Class III landfills and a summary of solid waste diverted form disposal through recycling and re-use. The Contractor may use a self-generated report format that includes all of the information included on the City form.
The report shall be filed with the City after project completion and prior to final payment. If the project time span includes more than one calendar year, a separate report is required for the solid waste in each calendar year. A report for a calendar year that does not coincide with project completion shall be filed with the City on or before January 31st.
Supporting documents to be submitted with the report shall include legible copies of weigh tickets, receipts, or invoices that specifically identify the job site location that generated the waste materials. If materials are taken to a location where weigh tickets, receipts, or invoices are not available, the Contractor shall provide the documentation on its own company letterhead.
The Contractor is encouraged to divert solid waste from disposal at landfills through recycling and re-use when possible while maintaining compliance with all other Contract Documents and Special Provisions.
SP-64
SP-65
EXHIBIT “C” – CONSTRUCTION NOTICE TEMPLATE
[COMPANY LETTERHEAD]
NOTICE OF WORK/CONSTRUCTION
[Name of Project Date of Notice]
Dear Residents and Businesses (if applicable):
Provide a brief description of the work
that is to be performed. Four to five
sentences should suffice.
What: Provide a brief description of
what is happening. One sentence should
suffice.
Start/Duration: When is the project
expected to start and how long is it
anticipated to take for it to be
completed? If there are different phases,
indicate the estimated time.
What to Expect: Will there be noise? Will
there be flaggers directing traffic? Will
residents have access or will it be a full
closure? Will parking be temporarily
blocked? Include enough details.
Equipment in Use: What kind of
equipment will be seen?
Working Hours: What are the working
hours and days?
Contact Information
[Always include contact information for residents and business owners in case they have questions or concerns.]
We apologize for any inconvenience and thank you for your patience.
Sincerely,
[Contractor Name]
Map detailing what
streets will be closed.
SP-66
EXHIBIT “D” – TRUCK ROUTES
$100,000.00 $75,000.00 $1,275,000.00 $55,000.00 $27,500.00 $95,000.00 $25,000.00 $250,000.00 $125,000.00 $45,000.00 $35,000.00 $25,000.00
$2,307,500.00
Two Million Three Hundred Seven Thousand Five Hundred and Zero Cents
03/2020
05 /
03/2022 05/2023
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1412 Espanol Ave • Montebello, CA, 90640 • 323 597-1084 • Contractor’s License A #951234 CUCP ID:43965, SBE • DIR No.: 1000000805
1412 ESPANOL AVE
MONTEBELLO, CALIFORNIA 90640
323/597-1084 562/708-3586
Lic. # 951234
CEM WATER PROJECT AND REFERENCE LIST
City of Orange
Address: 300 E. Chapman Ave. Orange, CA 92866
Project Annual Pipeline Renewal Project (Bid No 23-24.25) Description: Removal and construction of 8" and 10" VCP sewer mains, manholes, and laterals with bedding and backfill per city standards. Tasks include trenchless rehabilitation of existing sewer, manhole adjustments, and connections. Installation of PVC storm drain pipes, drainage inlets, and catch basins, with concrete work like curb and gutter removal. Additional work includes cutting and sealing sewer mains, connecting catch basin walls, and trench repairs
Contract Amount: $2,547,770.00
Contact: Chris Mielke
Phone number: 714-288-2487
Email: [email protected]
Completed: 3/2025
City of Alhambra
Address: 111 South First Street Alhambra, CA 91801
Project: Water Main Replacement and Street Rehabilitation Project on Marengo Ave Description: Mobilization, traffic control, shoring, surveying, and water pollution management.
Replacement of existing cast iron water mains with new 10-inch ductile iron pipe, including installation of valves, fire hydrants, water services, and abandonment of old mains and hydrants.
Connections at Marengo Ave and Alhambra Rd, potholing utilities, and remodeling conflicting sewer laterals. Asphalt concrete (AC) pavement milling, overlay, and slot patching, along with repairs to sidewalks, driveways, curbs, and gutters. Adjustments to valves, manhole frames, and striping.
Pressure testing, disinfection, and survey work.
Contract Amount: $659,105.00
Contact: Thomas Amare
Phone number: 626-300-1562
Email: [email protected]
Completed: on going
P a g e | 2
1412 Espanol Ave • Montebello, CA, 90640 • 323 597-1084 • Contractor’s License A #951234 CUCP ID:43965, SBE • DIR No.: 1000000805
Morley Builders
Project Name: Thatcher Yard Project (No. 2106004)
Description: Installation of 4” and 6” PVC C-900 Water Line, point of connection, backflow preventer, lateral line in public right-of-way, 4” and 6” C900 Fire water line, double check valve, and fire connection, new storm drain catch basins and trench drains, cistern tank and mechanical skid pad, CDS unit and storm drain inlets, new 4 new 6” VCP sewer lateral connection and new sewer manhole.
Contract Amount: $792,915.00
Contact: Brittany Dziubek,
Phone number: 310-382-8463
Email: [email protected]
Completed: 09/2024
City of Garden Grove
Address: 11222 Acacia Parkway Garden Grove, CA 92840
Project Anabel-Woodbury Water Improvement Project
Description: Clearing, grubbing, and mobilization/demobilization. Installation of various PVC water pipes (12", 8", 6", 4") including fittings, thrust blocks, and appurtenances, with trenching, backfill, compaction, and asphalt repairs.
Installation of ductile iron gate valves, fire hydrants, water services, and temporary/permanent vertical offsets.
Abandonment of existing water mains and hydrants, including trenching, backfill, and asphalt repairs. Installation of air release valve assembly and concrete repairs. Traffic control, removal and replacement of concrete cross gutter, curb, gutter, sidewalk, bus pads, and other related tasks. Additional work includes potholing, over-excavation, soil disposal, Contract Amount: $2,097,545.00
Contact: Liyan Jin,
Phone number: 714-741-5977
Email: [email protected]
Completed: 05/2024
Morley Builders
Project Name: 832-837 Cahuenga Project (No.2006005)
Description: Installation of PVC C-900 Water Line, point of connection, backflow preventer, lateral line in public right-of-way, C900 Fire water line, double check valve, and fire connection, new storm drain catch basins and trench drains, cistern tank and mechanical skid pad, CDS unit and storm drain inlets, new 6” VCP sewer lateral connection.
Contract Amount: $487,064.00
Contact: Craig Babington
Phone number: 310-384-8494
Email: [email protected]
Completed: 04/2024
P a g e | 3
1412 Espanol Ave • Montebello, CA, 90640 • 323 597-1084 • Contractor’s License A #951234 CUCP ID:43965, SBE • DIR No.: 1000000805
City of Santa Ana
Address: 20 Civic Center Plaza Santa Ana, CA 92701
Project Name: Raitt - Myrtle Park Project
Description: This project encompasses site preparation, demolition, grading, installation of water lines, storm drain pipe, catch basin, drop in-lets, NDS infiltration basin, paving, hardscaping, and comprehensive street improvements including irrigation, water connections and storm drain catch basin.
Contract Amount: $2,776,406.00
Contact: Ariam Veira, Sean Thomas
Phone number: 714-647-6757 / 714-647-5624
Email: [email protected], [email protected]
Completed: 03/2024
City of Temple City
Address: 9701 Las Tunas Drive Temple City, CA 91780
Project Name: Primrose Park Project
Description: Project tasks include site preparation, demolition, grading, installation of water drainage pipes, infiltration basin, onsite paving, hardscaping, and other related street improvements Contract Amount: $2,470,087.50
Contact: Okan Demirci
Phone number: 714-319-6137
Email: [email protected]
Completed: 05/2022
City of Orange
Address: 300 E. Chapman Ave. Orange, CA 92866
Project Name: Annual Pipeline Renewal Project (Bid No. 21-22.08) Description: Mobilization, demobilization, phasing, clean-up, and obtaining permits and bonds. Installation of 8” and 12” PVC water pipes with copper tracer wire, fittings, and appurtenances. Removal and installation of fire hydrants, gate valves, air-vac assemblies, and water services (1.5” and 4”). Abandonment of existing services and installation of new radio-read meters. Concrete cross-gutter replacement, asphalt overlay, and traffic control plans with signs.
Contract Amount: $1,366,700.00
Contact: Ryan Visperas (Project Manager), Christopher Cash (Public Works Director), Phone number: 714-288-2487 / 714-744-5525
Email: [email protected]
Completed: 05/2023
P a g e | 4
1412 Espanol Ave • Montebello, CA, 90640 • 323 597-1084 • Contractor’s License A #951234 CUCP ID:43965, SBE • DIR No.: 1000000805
Rockwood Construction
Project Name: Wet Utilities - Perris March Plaza
Description: 4”, 6”, 8” C900 water mains for domestic and fire service, double-check valves, hot tapping to 36” main line, fire hydrants, and backflow preventers. New 8” SDR 35 sewer pipes and 48” sanitary sewer manholes, 30” RCP outlets to flood control, 30" HDPE pipe storm drain, catch basins, storm drain structures, and an infiltration pit.
Contract Amount: $1,100,000
Contact: Alex Sanchez
Phone number: 949-423-4784
Email: [email protected]
Completed: 2020
City of Pomona
Address: 505 S. Garey Ave. Pomona, CA 91766
Project Name: Phil and Nell Soto Park
Description: Installation of PVC drain pipes of various sizes (6", 8", 12", and 15"), installation of a standard and modified catch basin, a 15"x15" Nyloplast H-10 cast iron grate and assembly, a parkway drain, and a cast basin filter insert among other improvements.
Contract Amount: $2,297,151.50
Contact: Matt Pillarz / Rene Guerrero
Phone number: 909-620-3652 / 909-620-2261
Email: [email protected]
Completed: 04/2020
Eduardo J. Carrillo, M.S., P.E.
Project Manager
C: 562-708-3586
[email protected]
P a g e | 1
1412 Espanol Ave • Montebello, CA, 90640 • 323 597-1084 • Contractor’s License A #951234 • DIR No.: 1000000805
1412 ESPANOL AVE
MONTEBELLO, CALIFORNIA 90640
323/597-1084 562/708-3586
Lic. # 951234
CEM STORM DRAIN PROJECT AND REFERENCE LIST
City of Laguna Beach
Address: 505 Forest Avenue Laguna Beach, CA 92651
Project Name: C.I.P. Project NO. 154 Jasmine St. Storm Drain Improvements Description: The work entails installing approximately 2,400 linear feet of storm drain pipe, including jacking a 28-inch steel casing for a 24-inch PVC pipe under Pacific Coast Highway. This includes catch basin installations and a low-flow diversion system.
Contract Amount: $1,688,479.00
Contact: Matthew Oxford / Mark McAvoy
Phone number: 949-497-0792 / 949-497-0711
Email: [email protected]
Completed: 10/2022
City of Alhambra
Address: 111 South First Street Alhambra, CA 91801
Project Name: NIB N2M24-29 Rehabilitation of The Storm Drain Pipes Project On Commonwealth Ave and Grand Ave
Description: replace existing storm drain pipe on Commonwealth Avenue and of existing storm drain pipe on Grand Avenue, and related appurtenances including repairing ADA ramps, paving and restriping.
Contract Amount: $195,875.00
Contact: Thomas Amare
Phone number: 626-300-1562, C:626-425-8477,
Email: [email protected]
Completed: 11/2024
City of Diamond Bar
Address: 21810 Copley Drive Diamond Bar California 91765 Project Name: Steep Canyon Trail
Description: The contractor is responsible for furnishing all labor, tools, materials, and equipment to complete the Sycamore Canyon Park Slope/Trail Repair Project. This includes approximately 500 linear feet of RCP, substituted with HDPE.
Contract Amount: $1,099,140.00
Contact: Christian Malpica
Phone number: 909-839-7042
Email: [email protected]
Completed: 11/2019
P a g e | 2
1412 Espanol Ave • Montebello, CA, 90640 • 323 597-1084 • Contractor’s License A #951234 • DIR No.: 1000000805
City of Orange
Address: 300 E. Chapman Ave. Orange, CA 92866
Project Name: Bid No. 23-24.35; S-250; Annual Sewer Replacement/Maintenance FY 2023-2024 Description: 4200ft remove Existing Sewer and Construct 8” VCP Sewer Main and 600ft remove Existing Sewer and Construct 10” VCP Sewer Main, Connect Sewer Lateral, Construct manholes, and 970ft construct full length Trenchless rehabilitation of existing 6” VCP Sewer Main by Cure-in-Place Pipe Liner, Construct 664ft of 8” PVC Storm Drain Pipe and catch basin including asphalt paving and repairs to sidewalks, curbs, and gutters, and cross-gutters.
Contract Amount: $2,079,170.00
Contact: Randy Nguyen, P.E, Salvador Jordan Muñoz
Phone number: (714) 744-5531
Email: [email protected]
Morley Builders
Project Name: Thatcher Yard Project (No. 2106004)
Description: Installation of 4” and 6” PVC C-900 Water Line, point of connection, backflow preventer, lateral line in public right-of-way, 4” and 6” C900 Fire water line, double check valve, and fire connection, new storm drain catch basins and trench drains, cistern tank and mechanical skid pad, CDS unit and storm drain inlets, new 4 new 6” VCP sewer lateral connection and new sewer manhole.
Contract Amount: $1,472,732.00
Contact: Brittany Dziubek,
Phone number: 310-382-8463
Email: [email protected]
Completed: 09/2024
Morley Builders
Project Name: 832-837 Cahuenga Project (No.2006005)
Description: Installation of PVC C-900 Water Line, point of connection, backflow preventer, lateral line in public right-of-way, C900 Fire water line, double check valve, and fire connection, new storm drain catch basins and trench drains, cistern tank and mechanical skid pad, CDS unit and storm drain inlets, new 6” VCP sewer lateral connection.
Contract Amount: $487,064.00
Contact: Craig Babington
Phone number: 310-384-8494
Email: [email protected]
Completed: 04/2024
P a g e | 3
1412 Espanol Ave • Montebello, CA, 90640 • 323 597-1084 • Contractor’s License A #951234 • DIR No.: 1000000805
Rockwood Construction
Project Name: Wet Utilities - Perris March Plaza
Description: 4”, 6”, 8” C900 water mains for domestic and fire service, double-check valves, hot tapping to 36” main line, fire hydrants, and backflow preventers. New 8” SDR 35 sewer pipes and 48” sanitary sewer manholes, 30” RCP outlets to flood control, 30" HDPE pipe storm drain, catch basins, storm drain structures, and an infiltration pit.
Contract Amount: $1,100,000
Contact: Alex Sanchez
Phone number: 949-423-4784
Email: [email protected]
Completed: 2020
City of Inglewood
Address: One Manchester Boulevard Inglewood, CA 90301
Project Name: As Needed Repair Service on Sewer System (And Storm Drain) Description: Labor, equipment, and materials for sewer and storm drain system repairs. Replacement of 4”, 6”, 8”, 10”, and 12” VCP pipe, deep excavation, saw cutting, bedding, slurry backfill, new pipe installation, and traffic management. New 12” SDR 35 storm drain pipe to catch basins.
Contract Amount: $344,250.00
Contact: Roosevelt Robison
Phone number: 310-412-5333
Email: [email protected]
Completed: 05/2023
City of Santa Ana
Address: 20 Civic Center Plaza Santa Ana, CA 92701
Project Name: Raitt - Myrtle Park Project
Description: This project encompasses site preparation, demolition, grading, installation of water lines, storm drain pipe, catch basin, drop in-lets, NDS infiltration basin, paving, hardscaping, and comprehensive street improvements including irrigation, water connections and storm drain catch basin.
Contract Amount: $2,776,406.00
Contact: Ariam Veira, Sean Thomas
Phone number: 714-647-6757 / 714-647-5624
Email: [email protected], [email protected]
Completed: 03/2024
P a g e | 4
1412 Espanol Ave • Montebello, CA, 90640 • 323 597-1084 • Contractor’s License A #951234 • DIR No.: 1000000805
City of Temple City
Address: 9701 Las Tunas Drive Temple City, CA 91780
Project Name: Primrose Park Project
Description: Project tasks include site preparation, demolition, grading, installation of water drainage pipes, infiltration basin, onsite paving, hardscaping, and other related street improvements Contract Amount: $2,470,087.50
Contact: Okan Demirci
Phone number: 714-319-6137
Email: [email protected]
Completed: 05/2022
City of Duarte
Address: 1600 Huntington Drive Duarte, CA 91010
Project Name: Construction of Drywell & Catch Basin at Royal Oaks Park Description: Construction of a drywell system, which includes opening a catch basin with an ARS unit and manhole, and connecting pipes to the drywell.
Contract Amount: $73,200.00
Contact: Yessina Serra
Phone number: 626-357-7931
Email: [email protected]
Completed: 07/2020
City of Pomona
Address: 505 S. Garey Ave. Pomona, CA 91766
Project Name: Phil and Nell Soto Park
Description: Installation of PVC drain pipes of various sizes (6", 8", 12", and 15"), installation of a standard and modified catch basin, a 15"x15" Nyloplast H-10 cast iron grate and assembly, a parkway drain, and a cast basin filter insert among other improvements.
Contract Amount: $2,297,151.50
Contact: Matt Pillarz / Rene Guerrero
Phone number: 909-620-3652 / 909-620-2261
Email: [email protected]
Completed: 04/2020
Eduardo J. Carrillo, M.S., P.E.
Project Manager
C: 562-708-3586
[email protected]
P a g e | 1
1412 Espanol Ave • Montebello, CA, 90640 • 323 597-1084 • Contractor’s License A #951234 CUCP ID:43965, SBE • DIR No.: 1000000805
1412 ESPANOL AVE
MONTEBELLO, CALIFORNIA 90640
323/597-1084 562/708-3586
Lic. # 951234
CEM SEWER PROJECT AND REFERENCE LIST
Morley Builders
Project Name: Thatcher Yard Project (No. 2106004)
Description: Installation of Schedule 40 PVC pipes (1", 2", 4", 6"), point of connections, 4" water meter, 4" reduced pressure backflow preventer, and thrust blocks on all water lines Contract Amount: $792,915.00
Contact: Brittany Dziubek
Phone number: 310-382-8463
Email: [email protected]
Completed: 09/2024
City of Anaheim
Owner Address: City of Anaheim 200 S. Anaheim Blvd. Anaheim, CA 92805 Project Name: North Vine Street Sanitary Sewer Improvements Description: Replacement of existing cast iron water mains with new 10" ductile iron pipe water mains, including asphalt paving and repairs to sidewalks, curbs, and gutters.
Contract Amount: $1,048,898.00
Contact: Joel Jordan
Phone number: 714-231-8368
Email: [email protected]
Completed: 05/2023
City of Anaheim
Owner Address: City of Anaheim 200 S. Anaheim Blvd. Anaheim, CA 92805 Project Name: Lincoln Ave Sanitary Sewer and Street Improvements Description: Installation of new 12", 15", and 21" diameter Vitrified Clay Pipe (VCP), construction of sanitary sewer manholes, manhole remodeling, roadway rehabilitation, PCC sidewalks, ADA access ramps, curbs & gutters, and related street work.
Contract Amount: $1,721,945.50
Contact: Joel Jordan
Phone number: 714-231-8368
Email: [email protected]
Completed: 05/2024
P a g e | 2
1412 Espanol Ave • Montebello, CA, 90640 • 323 597-1084 • Contractor’s License A #951234 CUCP ID:43965, SBE • DIR No.: 1000000805
Morley Builders
Project Name: 832-837 Cahuenga Project (No.2006005)
Description: Installation of PVC C-900 Water Line, point of connection, backflow preventer, lateral line in public rightof-way, C900 Fire water line, double check valve, and fire connection wall mount.
Contract Amount: $487,064.00
Contact: Craig Babington
Phone number: 310-384-8494
Email: [email protected]
Completed: 04/2024
City of Inglewood
Owner Address: One Manchester Boulevard Inglewood, CA 90301 Project Name: As Needed Repair Service on Sewer System
Description: Repair or replacement of sewer and storm drain systems including excavation, new VCP pipe installation, manhole installation, and associated asphalt and concrete work.
Contract Amount: $344,250.00
Contact: Roosevelt Robinson
Phone number: 310-259-9969
Email: [email protected]
Completed: 05/2023
City of Santa Ana
Owner Address: 20 Civic Center Plaza Santa Ana, CA 92701 Project Name: Raitt - Myrtle Park Project
Description: Site preparation and demolition, grading/drainage, installation of water drainage pipes, onsite paving, hardscaping, fencing, site furnishings, playground and fitness equipment, irrigation, and street improvements.
Contract Amount: $2,776,406.00
Contact: Ariam Veira, Sean Thomas
Phone number: 714-647-6757 / 714-647-5624
Email: [email protected], [email protected]
Completed: 03/2024
City of Temple City
Owner Address: 9701 Las Tunas Drive Temple City, CA 91780 Project Name: Primrose Park Project
Description: Site preparation and demolition, grading, installation of water drainage pipes, onsite paving, hardscaping, fencing, site furnishings, playground and fitness equipment, irrigation, and street improvements Contract Amount: $2,470,087.50
Contact: Okan Demirci
Phone number: 714-319-6137
Email: [email protected]
Completed: 05/2022
P a g e | 3
1412 Espanol Ave • Montebello, CA, 90640 • 323 597-1084 • Contractor’s License A #951234 CUCP ID:43965, SBE • DIR No.: 1000000805
City of Long Beach Public Works Department
Owner Address: 1841 E 33rd St Long Beach, California 90807 Project Name: Sewer Lateral Pilot Project
Description: Removal and replacement of sewer, rehabilitation of existing sewer pipes, and associated street restoration.
Contract Amount: $550,225.00
Contact: Valeri Karakanov,
Phone number: 562-570-2331
Email: [email protected]
Completed: 09/2022
Rockwood Construction
Project Name: - Perris March Plaza
Description: Storm drain installation and rehabilitation including HDPE pipes, onsite water management, and connections to existing man
Contract Amount: $292,985.00
Contact: Daniel Hernandez
Phone number: 323-722-4805
Email: [email protected]
Completed: 2020
Eduardo J. Carrillo, M.S., P.E.
Project Manager
C: 562-708-3586
[email protected]
none
NOTIFICATION PAUSING ENFORCEMENT OF PW SYSTEM REQUIREMENTS - 1771.4(a)(3) This is to notify interested parties that enforcement of contractor registration requirements as well as the requirement to submit electronic certified payroll records (eCPRs) to the Labor Commissioner using DIR's online eCPR system is temporarily paused for the period of 12 months, which runs from 6/22/2024 through 6/22/2025. Awarding Agencies will not be penalized for hiring unregistered contractors nor need to withhold funds due to a contractors inability to register nor provide eCPRs due to system issues. Additionally, Awarding Bodies and Prime Contractors should not prevent contractors from bidding or working on a Public Works jobs as a result of their inability to register or submit certified payroll due to system issues. Once the stay of enforcement is lifted, contractors will not be required to retroactively submit eCPRs nor will they be required to retroactively register. It is important to note that the requirement to submit eCPRs is separate and distinct from the obligation in Labor Code section 1776 which is unaffected by this notice. The Labor Commissioner recommends that awarding bodies and general contractors consider this announcement in the administration of their public works projects. Specifically, where eCPRs may be unavailable during this time, awarding bodies and general contractors should rely on certified payroll records (on forms such as the DIR Form A-1-131) maintained as required by Labor Code section 1776 to ensure continued compliance with all other public works requirements.
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CEM CONSTRUCTION CORPORATION
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Contractor
Website
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[email protected]
Address 1
1412 Espanol Ave
Address_2
City
Montebello
State
CA
Zip
90640
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951234
Legal Name
CEM CONSTRUCTION CORPORATION
Business Structure
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3235971084
Registration Number
President
Jesus E Carrillo
PWCR
1000000805
Registration Start Date
2024-07-01
Registration End Date
2027-06-30
Doing Business As (DBA)
DIR Approved
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January 1, 2025
CEM CONSTRUCTION CORP
2/28/2026
261125
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AWARD CONSTRUCTION
CONTRACT, APPROVE
AMENDMENT, ISSUE BONDS,
AND ENROLL ASSESSMENTS
FOR
CIP 114 – GREENWICH VILLAGE NORTH
UNDERGROUND UTILITIES ASSESSMENT
DISTRICT
July 22, 2025
Background
• The Greenwich Village
North Underground
Utilities Assessment
District (“District”)
formed October 13,
2020.
• Underground utilities
along Hermosa Avenue
from 25th Street to 35th.
Background
• Since October 2020, the three utilities
present in the District (SCE, Frontier,
and Crown Castle) prepared design
plans for the infrastructure required
to place their lines underground.
• The three utilities finalized their design
plans in January 2025.
Background
The undergrounding process consists of four phases:
Phase Responsible Party Estimated Duration
Phase 1: Civil
Improvements
The City 12 months
Phase 2: Utility
Installation
SCE, Frontier Unknown
Phase 3: Private
Conversion
The District’s Property
Owners
12 months
Phase 4: Pole Removal Frontier Unknown
The cost of Phase 1, 2, and 4 was estimated to be $4,031,600 and was spread proportionally in accordance with the Engineer’s Report across 99 properties.
This Staff Report concerns the first phase of this process. Page 3327 of 3438 Award Construction Contract
Bidder Bid Amount
CEM Construction Corporation $2,307,500.00
Northwest Excavating $2,691,684.00
Minako America Corporation $3,034,000.00
Hot Line Construction, Inc. $3,222,222.63
Asplundh Construction, LLC $3,358,371.05
International Line Builders, Inc. $3,859,428.00
Project advertised for construction bids on April 17, 2025. Bids were opened on May 29, 2025.
Issue Bonds, etc.
Approve and execute Placement Agent
Agreement by and between the City
and Hilltop Securities.
Execute Paying Agent Agreement by
and between the City and the City’s
Finance Manager
Authorize the sale of bonds in an
amount not to exceed $4,031,600 with a
20-year maturity period and an interest
rate not to exceed 6% per year.
Enroll Assessments, etc.
Record liens on all properties that elect to have their assessments go to bond
Pre-payment notices went out on June 30, 2025 and the deadline to pre-pay assessments is July 30, 2025.
Assessments enrolled on the Los Angeles County AuditorController’s Property Tax Roll Deadline to enroll is August 10, 2025.
Making the deadline will save the District $80,000 in capitalized interest charges.
Approve Amendment with NV5, Inc.
Construction oversight by City Engineering staff, with support from NV5, Inc. for inspection and construction
management services.
Original agreement executed on January 12, 2021 with a three-year term and a value of $500,00.
Agreement has been amended twice, each amendment
extending the term by one year.
Staff recommends extending the term by 18 months and
increasing its value to $600,00 to account for services related to the Greenwich Village North UUAD.
Fiscal Impact
Entirely funded by the District.
Project budget includes $100,000
for the cost of City Administration.
As the Paying Agent, the City’s
Finance Manager will be
responsible for administering
payments over the lifespan of the
bonds (~20 years).
Recommendations
1. Adopt a Resolution awarding a Construction Contract in the amount of $2,307,500, authorizing Change Orders up to $461,500 (~20%), related actions thereto;
2. Authorize Director of Public Works to file notice of completion;
3. Approve the 3rd Amendment to NV5 agreement adding $100,000 to contract and extending term by 18 months;
4. Adopt a Resolution authorizing the issuance of bonds up to $4,031,600 and related documents and actions with respect thereto;
5. Adopt a Resolution directing the County of Los Angeles Auditor-Controller to place the direct assessments on the County Tax Roll; and
6. Authorize the Mayor to execute the proposed contracts and the City Clerk to attest, subject to approval by the City Attorney.
City of Hermosa Beach | Page 1 of 4
Meeting Date: July 22, 2025
Staff Report No. 25-CMO-046
Honorable Mayor and Members of the Hermosa Beach City Council
COUNCIL CONSIDERATION AND DIRECTION ON RECOMMENDATIONS FROM THE CITY MANAGER’S CIVIC FACILITIES PROJECT ADVISORY GROUP CEQA: Determine the (i.e. project, ordinance, etc.) is exempt from the California Environmental Quality Act.
(Interim City Manager Steve Napolitano)
Recommended Action:
Staff recommends City Council:
1. Receive and file the Recommendations from the City Manager’s Civic Facilities Project Advisory Group; and
2. Provide direction as needed.
Executive Summary:
The Civic Facilities Advisory Group was established to provide community input on addressing Hermosa Beach's aging facilities. Following a competitive process, 12 members were selected from 20 applicants by former City Manager Lowenthal.
The Advisory Group conducted eight meetings beginning November 25, 2024, examining site analysis, municipal best practices, funding options, and public engagement strategies. The group has completed its work and developed comprehensive recommendations (Attachment 1) to guide City Council's decision-making on civic facility improvements.
Background:
The City has established the informal Civic Facilities Community Advisory Group in response to the Hermosa Beach City Council’s request for community input on future plans to address the City’s aging facilities to better serve the community. This informal Civic Facilities Community Advisory Group will draw upon its collective knowledge to help refine project options, consider financing alternatives, review community feedback, and assist the City Manager in formulating recommendations to City Council.
On July 15, 2024, the City issued a press release inviting civic-minded residents and business owners to submit statements of interest for the Civic Facilities Advisory Group.
The City Manager’s Office received 20 applications, and the former City Manager Lowenthal selected the following 12 advisory group members:
City of Hermosa Beach | Page 2 of 4
Advisory Group Members:
Tom Bakaly Rick Koenig
Claudia Berman Adrienne Lindgren
Ira Ellman Eric Oakes
Mike Flaherty Lauren Pizer-Mains
Scott Hayes Jim Rosenberger
Eric Horne Jennifer Rosenfeld
The Civic Facilities Advisory Group held its kick-off meeting on November 25, 2024. Over the course of their engagement, the Advisory Group convened eight times to discuss various aspects of the Civic Facilities Project. Their deliberations covered a wide range of topics, including detailed project site analysis, examination of best practices and lessons learned from other local cities with similar initiatives, exploration of diverse funding and financing options, and strategies for raising public awareness.
Past Council Actions
Meeting Date Description
May 4, 2016
City Council held a study session to review and
discuss a draft City Facilities Strategic Plan and
development scenarios.
October 4, 2017 City Council received a presentation related to conceptual site plan options and related budget
estimates for the library needs assessment.
October 2, 2019 City Council held a study session to receive information regarding the structure, principles,
and benefits of public-private partnerships.
November 29, 2023 City Council held a civic facilities study session as an introductory informational workshop
building on facilities studies and strategic plans
completed from 2013 through 2017 and to help
develop a financing and development plan for a
potential civic center revitalization. City Council
directed staff to return with a recommended
minimum six-month plan for community
engagement.
February 15, 2024 City Council held a civic facilities study session to receive information on 12 to 18-month community
engagement plan and staff received direction on
formation of an informal civic facilities community
advisory group.
February 27, 2024 During tentative future agenda items, Mayor Pro Tem Francois requested, and Councilmember
Saemann supported, directing staff to return with
City of Hermosa Beach | Page 3 of 4
Meeting Date Description
an information item regarding formation of an
informal civic facilities community advisory group.
May 28, 2024 City Council awarded a professional service agreement with Lee Andrews Group, Inc. to
provide comprehensive community outreach and
engagement services for Civic Facilities Project.
Council additionally provided direction in the
formation of the City Manager’s Advisory Group.
Discussion:
After conducting deliberations across eight meetings, the Civic Facilities Advisory Group has completed its deliberative process and is prepared to present their findings and recommendations to the City Council (Attachment 1). Through this collaborative effort, the Advisory Group has formulated a set of recommendations that may serve as a roadmap for the City Council's decision-making process regarding the future of Hermosa Beach's aging civic facilities.
General Plan Consistency:
This report and associated recommendation have been evaluated for their consistency with the City’s General Plan. Relevant Policies are listed below:
Governance Element
Goal 1. A high degree of transparency and integrity in the decision-making process.
Policies:
1.2: Strategic planning. Regularly discuss and set priorities at the City Council and management level to prioritize work programs and staffing needs. 1.6 Long-term considerations. Prioritize decisions that provide long-term community benefit and discourage decisions that provide short-term community benefit but reduce long-term opportunities.
Goal 2. The community is active and engaged in decision-making processes.
Policy:
2.4 Public forums. Host periodic public forums on issues important to the community, facilitating these forums with the purpose of guiding City policy.
Goal 5. Small beach town character is reflected throughout Hermosa Beach.
Policies:
5.5 Community benefits. Consider incentives for new development that provide a substantial economic benefit to the community such as retail sales taxes, transient occupancy taxes or higher-paying jobs. Prohibit the provision of incentives that outweigh the direct benefits from the use. 5.8 Public private partnerships. Pursue the use of public-private partnerships to implement projects and efforts that maintain character and benefit the community.
City of Hermosa Beach | Page 4 of 4
Goal 6. A broad-based and long-term economic development strategy for Hermosa Beach that supports existing businesses while attracting new business and tourism.
Policy:
6.2 Regional presence. Encourage economic development strategies that will make Hermosa Beach a driving force and jobs center behind the regional economy of the South Bay region.
Infrastructure Element
Goal 1. Infrastructure systems are functional, safe, and well maintained.
Policy:
1.2 Priority investments. Use City Council established priorities and the Capital Improvement Program (CIP) to identify and allocate funding for projects identified in the infrastructure plan.
Fiscal Impact:
There is no immediate fiscal impact associated with the recommended action.
Attachment:
Recommendations from Civic Facilities Advisory Group
Respectfully Submitted by: Leo Zalyan, Management Analyst Concur: Steve Napolitano, Interim City Manager
Noted for Fiscal Impact: Henry Chao, Finance Manager
Approved: Steve Napolitano, Interim City Manager
To: Hermosa Beach City Council
From: Hermosa Beach Civic Facilities Advisory Group
Subject: Considerations for future civic infrastructure planning Date: July 15th, 2025
Summary
The Civic Facilities Advisory Group was formed to aid the City Manager in assessing Hermosa Beach’s aging civic infrastructure and advising the City Council on potential solutions. The group includes a diverse cross-section of the community: accomplished architects, engineers, public policy professionals, a former Superintendent of Public Works and City Manager, and engaged residents from a wide range of backgrounds. This memo and planned presentation to the Council represents the final product of this group. We hope this information is helpful to the council and have appreciated the opportunity to serve our community in this capacity.
While we often disagreed on specific details and approaches, we are all united by a deep love for Hermosa Beach and a shared commitment to ensuring it remains the “Best Little Beach City.” We approached this process with clear eyes, open minds, and a dedication to finding solutions that balance the needs and concerns of the whole community in a fiscally responsible and thoughtful way. Over the past eight months, we have spent countless hours in meetings, tours, and document reviews, and the respectful, open dialogue we’ve shared throughout this process is, in our view, a reflection of what makes Hermosa Beach special—respect, service, and neighborliness.
Over eight months of site visits, study reviews, and dialogue, our group reached consensus in the following areas:
● The City Yard is the most urgent infrastructure need and must be fully replaced. We support the Council’s decision to move forward with design planning, and recognize this means any major work on the Civic Center will have to wait several years. ● The Police Department is the most critically deficient facility after the yard, lacking safe evidence storage, confidential public spaces, and modern digital infrastructure. ● Three primary options merit further study: (1) renovation and modest expansion of existing facilities; (2) new construction of either a consolidated Civic Center on the Public Storage site/adjacent city-owned land; 3) hybrid option of a new police facility on the Public Storage site with renovation of the existing Civic Center for expanded City Hall use. ● Additional information is needed to chart a fiscally responsible path forward, including whether renovation is structurally and operationally viable at a cost that justifies forgoing new construction; what a new Civic Center would actually cost; and what financing and redevelopment options could help offset those costs while being desirable to the community. ● Public trust will be essential. Successful delivery of the City Yard project is a necessary first step to demonstrate the City’s ability to manage large-scale infrastructure investments. 1
This is both a pressing challenge and a long-term opportunity for Hermosa Beach. Right now, most Public Works service calls are for the City’s own aging facilities—and this burden is only expected to grow, further reducing staff capacity to serve the community. This problem won’t go away if we ignore it. We must continue to plan and address it, even if we believe now is not the most opportune moment. With careful planning, transparent communication, and meaningful community engagement, the City can ensure its civic facilities are a source of pride for generations to come.
The state of our current facilities
Through public tours, review of past facilities condition assessments, and direct conversations with city employees, we consistently heard concerns about the serious shortcomings of Hermosa Beach’s civic facilities. As a group, we agree these are not abstract or cosmetic issues—they are real, urgent problems that can directly compromise public service, operational efficiency, and community safety.
After the City Yard, we view the Police Department as the most severely challenged facility. The building reflects the needs of a different era—an era when DNA evidence didn’t need refrigeration and Police Departments didn’t require dedicated computer stations with multiple monitors for video analysis and inter-agency coordination. Evidence storage is dangerously outdated, and the jail cells, though not at capacity due to changes in Los Angeles County’s pre-arraignment release protocols, remain functionally inadequate by modern standards. The issue is not just space—it is that the data systems, storage, and infrastructure to properly investigate crimes and maintain evidence are simply not sufficient in the current building.
One of the most alarming issues is the lack of confidentiality in the Police Department’s waiting area, where victims can inadvertently come into contact with suspects being released from jail. This is not just a design flaw—it is a direct threat to the wellbeing of our most vulnerable residents.
City Hall is crowded and in many ways inefficient for modern city operations, though how inefficient is subject to debate. The current layout fragments city services across disconnected spaces, creating confusion for residents and operational silos among departments. We concur with staff assessments that this lack of physical cohesion undermines interdepartmental coordination, particularly for complex permitting and code compliance tasks that now require far more cross-department collaboration. A fundamental issue at the Civic Center is space. Employees consider the facilities too small for the current needs due to the increasing burden on staff to manage and comply with regulations that grow more complex every year. An increased need for transparency in policing and city management has added to staff workload and file management requirements. Some of this may be addressable through greater remote work arrangements, which staff should further study.
The small waiting rooms often push residents into outdoor hallways, creating an unprofessional and uncomfortable experience for the public. Bathrooms are located in the middle of office spaces, creating privacy issues and employee discomfort. These are not minor inconveniences—they affect morale, recruitment, and the city’s ability to present itself as a modern, capable organization. 2
The civic center’s plumbing and electrical systems are deteriorating, and the facilities lack a comprehensive fire suppression system. Except for a few pendant fire sprinkler heads near the exit stairs, the building is largely unsprinklered, increasing risk in the event of a fire. Fire extinguishers are in place and properly tagged, but the overall system is outdated and insufficient. Through tours of the Police Station’s server room, evidence locker, and other areas, we have seen evidence of water damage and potential fire hazards that public works should investigate immediately for the safety risks to employees and potential disruption to operations and performance. City Hall was constructed decades ago and does not meet modern seismic codes. In the event of an earthquake, the risk to staff and the public is significant.
We also heard from staff that while Hermosa Beach has attracted exceptional talent, it may become increasingly difficult to recruit and retain employees within these deteriorating facilities. Though this is partly speculative and more data is needed, we believe this is a reasonable concern when competing with neighboring cities that offer more modern work environments.
Finally, we acknowledge that not all of the city’s operational challenges are tied to physical structures.
Some inefficiencies, such as the need for digitization and improved customer service systems, could be addressed through administrative action regardless of whether facilities are renovated or replaced. We recommend that the Interim City Manager continue to explore these solutions in parallel with any facility planning.
Implications of moving forward with new City Yard construction Early in our process, our group unanimously agreed that the City Yard is the most urgent and overwhelming challenge facing current city operations and that it would require complete replacement.
We applaud the Council’s decision to move forward with design planning for a new City Yard as part of the FY 2025-2026 adopted budget.
Given that this decision has been made, we will not revisit the extensive discussions we had about why the current City Yard is no longer viable. However, it is important to highlight several downstream implications of proceeding with this project.
Since the new yard will be constructed on the site of the existing yard, interim staging for public works operations will be required. We recommend utilizing the public storage site as a temporary staging area during construction, which would preclude other uses of this site during construction, which will also entail the loss of over $250,000 of annual revenue.
The FY 2025-2026 budget includes $1 million for design work and $900,000 in a reserve fund for the yard, but construction funding has not yet been identified. City staff have provided a preliminary order-of-magnitude cost estimate of approximately $20 million for the project, which will likely strain the City’s public works resources and capital project pipeline for the foreseeable future. 3
Given these constraints, we believe any major renovation or new construction is unlikely to proceed until the yard is completed—a timeline that could extend several years. The City will likely need to take a "one big project at a time" approach. Nonetheless, we strongly recommend that the Council and staff continue long-term planning for the civic center and ensure that basic maintenance of existing facilities continues in the meantime, regardless of which path is ultimately chosen. It must be noted that the status quo also carries the risk of escalating costs.
In the June 10 budget study session, staff presented sobering projections that Hermosa Beach may face structural budget deficits in the coming years—modeling indicates the potential for a $4.2 million annual deficit by Fiscal Year 2030-2031, which is roughly the point when the City Yard project may be completed and further action on the civic center could become feasible. This projected fiscal environment has major implications for the decision-making process. While new civic facilities may offer operational improvements and customer service benefits, they could prove financially out of reach if budget pressures continue to mount. The city will need to seriously weigh the trade-offs between the desirability of new construction and the fiscal prudence of renovation or modest expansion.
We also view the City Yard project as a critical litmus test for the city’s ability to deliver a large-scale infrastructure project on time and on budget. Public trust in the city’s fiscal management will be key to advancing any future civic facility projects. Our group spent considerable time discussing community perceptions of the city’s financial stewardship, and while opinions vary, we all recognize the failure of the 2024 sales tax measure as a significant indicator of public skepticism regarding city spending.
Successfully completing the City Yard project could meaningfully strengthen public confidence, which will be essential regardless of which direction future Councils decide to pursue for the Civic Center.
Two paths forward: new renovation vs new construction
Our group was tasked with assessing the feasibility and desirability of various redevelopment options for Hermosa Beach’s civic facilities. This was a challenging exercise due to substantial gaps in available technical information. We relied heavily on prior studies, including Fullerton Consulting’s analysis, the 2016 McGrath study, and the 2015 Facilities Needs Assessment, as well as our own professional backgrounds, experiences, and knowledge of Hermosa Beach.
After our review of the six main options presented, we reached consensus on narrowing our focus on two primary paths: renovating and modestly expanding the current civic facilities footprint or constructing a new, consolidated civic center on the public storage lot that would include the Police Department, City Hall, and possibly the Public Library.
Renovation and moderate expansion of existing facilities The 2016 McGrath study found that with thoughtful renovations, the existing City Hall and Police Station could potentially remain serviceable for another 50 years (now approximately 40 years remaining). This finding warrants further exploration, as renovation may offer a more affordable path relative to new 4
construction, [though is not without the risk of cost escalation as well]. The possibility of modest vertical expansion of the Police Station should be technically validated and assessed, and the city should review as-built plans if they can be found. Limited expansion into Bard Street or other adjacent city-controlled land, and internal reconfigurations to improve space efficiency should all be carefully studied to understand whether these adjustments could meet the city’s needs for the foreseeable future at significantly lower cost than building new. For instance, in our conversations with the Police Chief, it was noted that additional space on the current roof could open up opportunities for the reuse of current 1st-floor office space for a victim intake room.
Renovation could preserve the continuity of the existing civic aesthetic, which may appeal to some residents, though we also heard from others who feel the current City Hall is outdated and uninviting.
Additional public outreach would help clarify community preferences on this issue. Renovation would also likely come with substantial challenges. It would require complex, phased construction while maintaining city operations in a space-constrained environment, which could create significant disruption to both staff and the public. Renovating with staff and services still occupying the site is inherently difficult and could strain already limited working space.
The scale of investment required for renovation and modest expansion may still be substantial.
Renovation may limit the city’s ability to leverage new revenue streams from redevelopment of the existing civic center footprint, though the city could still pursue redevelopment of other parcels, such as Lot A, Lot D, or the public storage site to help offset costs.
We believe the city should further explore whether a renovation and expansion plan can be delivered at a cost low enough to justify forgoing the benefits of a newly constructed facility.
Several key questions must be answered before proceeding further:
● Are the 2023 revised space needs assessments the bare minimum for high-quality service delivery and employee safety/morale?
● How much on-site workspace is truly necessary, particularly given the modern shift to remote and hybrid work models?
● Is vertical expansion a structurally viable option?
● Can essential city functions continue during renovation? ○ Where would police functions and city functions occur during a major renovation and what is the cost of temporary facilities?
● What are the environmental and soil remediation liabilities associated with major renovation or expansion on the current site?
● What financing options might be available to offset renovation costs? ● With renovation and modest expansion, how long can we expect our current facilities to last? Without answers to these questions, the city cannot make an informed decision about whether renovation is a viable path. Future investments in this project should focus on nuts and bolts answers to 5
these questions, which proved beyond the scope of the contracts awarded to Jeff Fullerton Consulting and the Lee Andrews group.
New construction on the Public Storage site
With the information available, we found the most promising of the new construction solutions to be a compact, modern, consolidated civic center and Police Station on the public storage lot and/or adjacent city-owned property. This design would consolidate City Hall and Police Department operations into a contiguous, space-efficient structure purpose-built for modern public safety and operational needs.
While the future of the Public Library requires further deliberation, $4 million is already available for its renovation, which will likely proceed independently. As such, the Public Library is not included in our analysis of this option.
As part of our analysis, we considered options that would prioritize minimized disruption during construction, highest and best use of space for community and administrative needs, maintenance of community access during renovations, and strategic placement of City Hall and police where they are best situated to serve the public. A basic footprint of this option (see below) was provided by Fullerton Consulting and shows the basic contours of what this option may entail, though it goes without saying that far more detail is needed to assess the true feasibility or desirability of this option. It is important to note that while we view the Police Department as a higher priority for new construction, the potential cost savings and efficiency of consolidation were compelling.
The biggest benefit of new construction is the potential for a maximally efficient civic center that enables employees to provide the best possible services to the public in a comfortable work environment that is aesthetically pleasing and enjoyable for the public to visit. The biggest drawback of new construction is the cost, which is substantial by any estimate. Fullerton Consulting provided our group with a series of very rough cost estimates on what a newly constructed civic center could cost Hermosa Beach. The following table outlines some of the information we received, and our assessment of that information. 6
Note: these numbers are rough estimates based on numerous assumptions and should be treated as the basis for discussion and benchmarking. The difficult reality is that the city would have to spend more money to get a cost estimate that has any real fidelity.
Consolidation of the civic center on the public storage lot opens the possibility of new uses for the roughly 2 acres that the current City Hall, Police Station, and Public Library sites sit on (not including fire department), which could create valuable new revenue sources that offset annual bond financing costs.
While we are under no illusions that this would be a simple process—we expect any changes to downtown to be contentious—any feasibility analysis should consider the opportunities for new sources of revenue, and center the preferences of Hermosa residents.
Given our group’s identification of the Police Department as the top facility priority—and recognizing limited financial resources—a standalone or hybrid Police Station on the Public Storage lot may warrant consideration alongside full consolidation. This could open up the current Police Station for City Hall expansion as well. While a hybrid model could help alleviate space constraints, it would not address the broader deficiencies at City Hall. Although this option was not presented by Fullerton Consulting, we believe it merits future consideration.
The city should undertake a full market assessment to determine what redevelopment configurations would best serve the community and generate sustainable revenue. This assessment could evaluate parking structure, retail/dining, public amenity, and other public-private combinations (for example, some members of the public have advocated for a public pool on the civic center site). Hotel development had been suggested in past public discussions. We concluded that a hotel on the current 7
civic center footprint would likely be highly unappealing to the community and should not be pursued. A market assessment should also help answer the following questions:
● What is the commercial demand and potential revenue from developing other city-owned lots (such as Lot A) to help offset costs?
● How much annual lease revenue or business tax growth could redevelopment generate? ● To what extent could redevelopment help address the city’s parking challenges? ● What other sources of capital (e.g. grants) are available to support this project? ● What remaining costs would need to be financed through bond proceeds, and what level of public support exists?
Concluding thoughts
One of the reasons this advisory group was formed was to provide a diverse, cost-effective way for the city to begin gauging public sentiment on the future of Hermosa Beach’s civic facilities. Going forward, similar advisory panels may be a valuable, cost-effective tool for providing ongoing community feedback.
Any future changes to the civic center will inevitably spark strong opinions. It will be the responsibility of the Council to fairly represent these views and of city staff to ensure broad, effective outreach across all segments of the community.
We also believe there is a baseline issue of public awareness. Many residents do not fully understand the challenges facing the current civic facilities or what this study process has actually entailed. The City should thoughtfully consider how to improve public education on the condition of its facilities and the hard trade-offs involved, without steering public opinion toward any particular outcome.
Revitalizing Hermosa Beach civic facilities to better meet the needs of residents, enhance city services, and strengthen our downtown core should be a priority for the City Council. These are hard choices, but with thoughtful planning and community engagement, we can ensure Hermosa Beach's civic infrastructure is a model of community pride for decades to come. Thank you for your consideration.
Sincerely,
Members of the Hermosa Beach Civic Facilities Advisory Group Tom Bakaly
Claudia Berman
Ira Ellman
Eric Oakes
Mike Flaherty
Scott Hayes
Eric Horne
Rick Koenig
8
Lauren Pizer-Mains
Jim Rosenberger
Jennifer Rosenfeld
9
Civic Facilities Advisory Group
Final Presentation
1 By Eric Horne, Rick Koenig, July 22nd, 2025
Who We Are
● Formed to assist in assessing aging civic infrastructure and scrutinize different paths forward
● Group includes former Councilman, Superintendent of
Public Works, City Manager, contractor, architects,
engineers, policy professionals, and engaged residents
● Eight months of meetings, several site visits, and
extensive document review
● Committed to fiscally responsible, community-centered solutions
Our Members
■ Tom Bakaly
■ Claudia Berman
■ Ira Ellman
■ Eric Oakes
■ Mike Flaherty
■ Scott Hayes
■ Eric Horne
■ Rick Koenig
■ Lauren Pizer-Mains
■ Jim Rosenberger
Summary of Findings
● City Yard: most urgent need, requires full replacement ● Police Department: most deficient after yard
● Three primary options identified for Civic Center:
1)Renovation and modest expansion
2)New consolidated Civic Center at Public Storage
site
3)Hybrid: new Police Station + City Hall renovation
● We cannot make a definitive recommendation: more
info needed on feasibility, cost, financing for all options
City Yard & Fiscal Context
● We fully support the Council’s decision to prioritize the City Yard project, capacity for 1 big project at a time ● Fiscal Context: est. $20M for the City Yard and
projected deficits of $4M by 2030 means future
infrastructure will be fiscally challenging
● Staging at public storage will delay other major capital projects
● This is a crucial opportunity to demonstrate
competence by delivering on-time and on-budget
Challenges of Current Facilities
Police Department:
● Outdated evidence storage and digital infrastructure
● No confidential space for victims
● Water damage risks, space constraints
City Hall:
● Overcrowded, fragmented
● Inadequate waiting areas and restrooms
● Potential challenges for staff morale, and retention
Option 1–Renovation &
Modest Expansion
● May extend life of facilities by ~40 years
● Potentially lower cost compared to new construction,
but phased construction challenges
● Could solve some space issues
● Requires further study of space, cost, and feasibility
Option 2 – New Construction
A.Consolidated Civic Center at Public Storage site
● Major benefit: efficient, attractive, comfortable facility for staff and public
● Major drawback: high upfront cost—requires further
feasibility and cost validation
A.Hybrid: new Police Station + City Hall renovation may balance cost and impact
● Could addresses most pressing concern (PD) at
lower cost, but requires further feasibility and cost
validation
Option 2 – Cost Considerations
● Fullerton Consulting provided us with a revised,
cursory SF needs-assessment and cost/SF
comparison figure
● These numbers are rough estimates based on
numerous assumptions and should be treated as
the basis for discussion and benchmarking
● The difficult reality is that the city would have to
spend more money to get a cost estimate for both
renovation and new construction
Community Trust & Final Thoughts
● Public trust is key; City Yard success is
foundational and we have years to continue
thoughtful planning while that project proceeds
● Broader community education and outreach
needed, reevaluate PR contracting
● Advisory groups provide a low-cost model for
future steps
● Thoughtful planning now will shape Hermosa’s
civic future for decades, put politics aside.
City of Hermosa Beach | Page 1 of 2
Meeting Date: July 22, 2025
Staff Report No. 25-AS-063
Honorable Mayor and Members of the Hermosa Beach City Council
CONSIDERATION OF EXECUTIVE RECRUITMENT FIRM FOR THE CITY MANAGER RECRUITMENT.
(Human Resources Manager Tiffany Nguyen)
Recommended Action:
Staff recommends City Council:
1. Discuss and select an executive recruitment firm for the City Manager recruitment from the following proposing firms listed in alphabetical order; and a) Bob Murray & Associates (Attachment 1)
b) Peckham & McKenney (Attachment 2)
2. Authorize the Mayor to execute and the City Clerk to attest to a professional services agreement with the selected firm subject to approval by the City Attorney.
Executive Summary:
Staff previously solicited bids from executive recruitment firms to conduct the recruitment for the City’s next City Manager. Four bids were received and presented to the Ad Hoc Committee of Mayor Saemann and Mayor Pro Tem Detoy. The Ad Hoc Committee narrowed the bids to the aforementioned two firms, which are now presented to City Council for consideration.
Individual members of the City Council have met with the two potential executive recruitment firms. At this time, staff recommends City Council discuss members’ findings from these meetings and vote to select a firm for the City Manager recruitment.
General Plan Consistency:
This report and associated recommendation have been evaluated for their consistency with the City’s General Plan. Relevant Policies are listed below:
Governance Element
Goal 1. A high degree of transparency and integrity in the decision-making process.
Policies:
City of Hermosa Beach | Page 2 of 2
Open meetings. Maintain the community’s trust by holding meetings in which decisions are being made, that are open and available for all community members to attend, participate, or view remotely.
1.6 Long-term considerations. Prioritize decisions that provide long-term community benefit and discourage decisions that provide short-term community benefit but reduce long-term opportunities.
Goal 8. A performance-based management and benchmarking program.
Policy:
8.1 Community indicators. Utilize performance metrics, standards, and data collection procedures to evaluate progress towards goals.
Fiscal Impact:
The cost of the City Manager executive recruitment is expected to not exceed $37,000.
The proposing executive recruitment firm service costs are provided below.
Proposing Executive Recruitment Firm Proposed Cost
Bob Murray & Associates $37,000
Peckham & McKenney $30,000
Funding for the selected executive recruitment firm would come from budgeted Prospective Expenditures in the current Fiscal Year 2025-26 budget.
Attachments:
1. Bob Murray & Associates Proposal
2. Peckman & McKenney Proposal
Respectfully Submitted by: Tiffany Nguyen, Human Resources Manager Noted for Fiscal Impact: Henry Chao, Finance Manager
Legal Review: Todd Leishman, BBK
Approved: Steve Napolitano, Interim City Manager
A Proposal to Conduct an Executive Recruitment
for the Position of
CITY MANAGER
on behalf of the
1544 Eureka Road, Suite 180
Roseville, CA 95661
(916) 784-9080
(916) 784-1985 fax
June 10, 2025
Mayor Rob Saemann and
Members of the City Council
City of Hermosa Beach
1315 Valley Drive
Hermosa Beach, CA 90254
Submitted via email to: [email protected]
Dear Mr. Saemann,
Bob Murray & Associates is pleased to submit a proposal to conduct the City Manager recruitment for the City of Hermosa Beach. The following details our unique qualifications and describes our systematic—yet flexible—method of identifying, recruiting, and screening outstanding candidates on your behalf. Bob Murray & Associates is proud to offer straightforward, all-in pricing, eliminating surprises and making the experience simple and stress-free. This proposal includes information on our proven process, a timeline, and a guarantee.
As the premier public sector executive search firm specializing in positions that report directly to elected boards/councils, we understand the unique dynamics, high expectations, and political acumen required of leaders in these critical roles. We don’t just fill positions—we ensure the candidates we present to the City of Hermosa Beach are well-aligned with your organization’s goals, values, and culture. Our team is composed of experienced executive recruiters and former public-sector executives— professionals who are passionate about public service and attuned to current trends in government leadership. With over 34 years of experience and a network of more than 40,000 professionals and organizations, we’ve built a strong reputation for delivering exceptional candidates and achieving repeat success with our clients.
Bob Murray & Associates recognizes that we work at the pleasure of the City Council and our job is to facilitate the Council in finding the City’s next City Manager. Our best practice is to establish a strong partnership with the Council, to ensure the placement of a City Manager who is ideally suited to its needs. In developing this collaborative approach, we will seek the opportunity to meet with the council members individually to discuss their expectations for the City’s new City Manager. The feedback received from the council members will be essential in providing guidance when recruiting and screening candidates for the position.
Current and recent recruitments we have completed similar in scope to your upcoming search include the following:
2025
Davis, CA (City Manager) – current
Live Oak, CA (City Manager) – current
Oakdale, CA (City Manager) – current
Dallas County, TX (Assistant County
Administrator) - current
Fowler, CA (City Manager)
Louisville, CO (City Manager)
2024
Vernon, CA (City Administrator)
Folsom, CA (City Manager)
Murrieta, CA (City Manager)
Aliso Viejo, CA (City Manager)
Hayward, CA (City Manager)
Manhattan Beach, CA (City Manager)
Emeryville, CA (City Manager)
Reno, NV (City Manager)
Clovis, CA (City Manager)
Clayton, CA (City Manager)
Vancouver, WA (City Manager)
Orinda, CA (City Manager)
Pinole, CA (City Manager)
Novato, CA (City Manager)
Saratoga, CA (City Manager)
Sparks, NV (City Manager)
Salinas, CA (City Manager)
Pacific Grove, CA (City Manager)
Marin County, CA (County Administrator)
2023
Auburn, CA (City Manager)
Desert Hot Springs, CA (City Manager)
Downey, CA (City Manager)
Merced, CA (City Manager)
Moraga, CA (Town Manager)
Piedmont, CA (City Administrator)
Rio Vista, CA (City Manager)
San Bruno, CA (City Manager)
San Marino, CA (City Manager)
San Rafael, CA (City Manager)
San Ramon, CA (City Manager)
Santa Clara, CA (City Manager)
South Gate, CA (City Manager)
Ventura, CA (City Manager)
Winters, CA (City Manager)
Yountville, CA (Town Manager)
We work as a team on every search at Bob Murray & Associates. Your Project Lead would be Valerie Gaeta Phillips, Gary Phillips, Yasmin Beers, or Jon Lewis, who would not only direct and supervise the project team from beginning to end but also serve as the Recruiter for the project as well.
To learn first-hand about the quality of our services and why the majority of our engagements come from repeat and referred clients, we invite you to contact the references listed on page 15 of the attached proposal.
We look forward to your favorable consideration of our qualifications. Please do not hesitate to contact us at (916) 784-9080 with any questions.
Sincerely,
Valerie Gaeta Phillips
President, Bob Murray & Associates
TABLE OF CONTENTS
THE RECRUITMENT PROCESS ........................................................................4 STEP 1 DEVELOP THE CANDIDATE PROFILE........................................................ 4 STEP 2 DESIGN/DISTRIBUTE BROCHURE AND ADVERTISEMENTS ........................ 5 Reaching Diverse Candidates...................................................................... 6 STEP 3 RECRUIT CANDIDATES ............................................................................ 6 STEP 4 SCREEN CANDIDATES............................................................................. 4 STEP 5 CONDUCT PRELIMINARY INTERVIEWS...................................................... 4 STEP 6 SEARCH PUBLIC RECORDS...................................................................... 4 STEP 7 MAKE RECOMMENDATIONS ................................................................... 4 STEP 8 FACILITATE FINAL INTERVIEWS ................................................................ 5 STEP 9 CONDUCT BACKGROUND AND REFERENCE CHECKS ............................. 5 STEP 10 ASSIST IN NEGOTIATIONS..................................................................... 6 COMPLETE ADMINISTRATIVE ASSISTANCE ................................................6 COSTS AND GUARANTEE ..............................................................................7 PROFESSIONAL FEE AND EXPENSES ................................................................... 7 Optional Services ........................................................................................... 7 GUARANTEE....................................................................................................... 8 RECRUITMENT SCHEDULE .............................................................................9 FIRM PROFILE ................................................................................................ 10 REFERENCES ................................................................................................. 15
Bob Murray & Associates Proposal for the City of Hermosa Beach Page 4
THE RECRUITMENT PROCESS
Bob Murray & Associates’ recruiters are specialists in finding positive placements and providing security and fairness to candidates and clients while ensuring the integrity of the search process. Outlined below are the steps in our proven recruitment process, refined through our 34+ years of experience in executive recruiting.
STEP 1 DEVELOP THE CANDIDATE PROFILE
Our understanding of the City of Hermosa Beach’s needs will be key to a successful search. Valerie Gaeta Phillips, Gary Phillips, Yasmin Beers, or Jon Lewis will meet virtually with the City of Hermosa Beach and key stakeholders to learn as much as possible about the ideal candidate for the City Manager position. Key stakeholders often include:
• Council/Board Members – up to five virtual one-on-one meetings with the Recruiter
• Internal Stakeholders (e.g. Department Heads) – up to two virtual group meetings with the Recruiter
• External Stakeholders (e.g. Chamber of Commerce, Community Groups) – one virtual one-on-one or group meeting with the Recruiter
Internal and External Stakeholders
We find that many of our clients value a recruitment process that opens the opportunity for employees, community members, business leaders, and organization representatives to provide input regarding the ideal candidate. Our recruiters are skilled in virtually facilitating group staff meetings, forums for the business community, and/or town hall meetings that provide for equitable involvement from a variety of constituencies.
If the City of Hermosa Beach desires, we will work with the City to create a customized virtual community and/or staff input process. Please note: Virtual facilitation of stakeholder meetings is included in the professional fee. On-site Recruiter facilitation is available for an additional fee – please refer to “Costs and Guarantee” on page 7 for pricing information.
Online Stakeholder Surveys
Sometimes clients are seeking input from a wider range of stakeholders—such as community members, business leaders, and organization representatives—online surveys are ideal to solicit input regarding qualities of the ideal candidate. Our experienced recruiters excel at crafting targeted, thoughtful, open-ended questions and can design a customized survey, providing a link for easy sharing on your website.
Bob Murray & Associates Proposal for the City of Hermosa Beach Page 5 After closing, your dedicated Recruitment Coordinator will send you the survey response data for your review and analysis. This proposal includes one Online Survey.
Additional Online Surveys are available under Optional Services (please refer to page 7).
We want to become familiar with the values and culture of the organization, as well as to understand the current and future issues, challenges, and opportunities in the City of Hermosa Beach.
Ms. Gaeta Phillips, Mr. Phillips, Ms. Beers, or Mr. Lewis will review and help define the City’s wish-list regarding the ideal candidate’s personality, management style, knowledge, skills, and abilities and will work with the City of Hermosa Beach to identify expectations regarding education and experience. The City and Ms. Gaeta Phillips, Mr.
Phillips, Ms. Beers, or Mr. Lewis, will discuss compensation, benefits, and other key information necessary to ensure that outstanding candidates are attracted to this opportunity. The profile we develop together at this stage will drive subsequent recruitment efforts.
STEP 2 DESIGN/DISTRIBUTE BROCHURE AND ADVERTISEMENTS
Ms. Gaeta Phillips, Mr. Phillips, Ms. Beers, or Mr. Lewis and your dedicated Recruitment Coordinator will use the candidate profile developed with the City of Hermosa Beach to create a professional recruitment brochure, with the assistance of our professional graphic designer. The four-page, full-color brochure will describe the community, organization, position, ideal candidate, and compensation and will include pictures provided by the City of Hermosa Beach that you feel best represent your organization and your community.
Upon your approval, Ms. Gaeta Phillips, Mr. Phillips, Ms. Beers, or Mr. Lewis will send the brochure by email (and postal mail if desired) to a targeted audience, personally inviting potential candidates to apply for the City Manager position. We will also place the recruitment brochure on our website, which attracts over 11,000 unique hits weekly and is a trusted resource for candidates seeking executive and professional positions.
Two sample brochures are included in this proposal package for your reference.
Ms. Gaeta Phillips, Mr. Phillips, Ms. Beers, or Mr. Lewis will also design an effective advertising campaign appropriate for the City Manager recruitment. Our broadest outreach comes through our active social media involvement on LinkedIn as well as our monthly newsletter where upcoming and current positions are featured. Sources such as Western City Magazine, PublicCEO, and the Careers in Government website will be used to reach an extensive local government audience, while position-specific postings will be chosen to attract candidates who have built their careers in and are committed to the City Management field.
Bob Murray & Associates Proposal for the City of Hermosa Beach Page 6 Suggested City Management-specific advertising sources for the City of Hermosa Beach’s search include:
International City County Management Association
League of California Cities
California City News
California City Management Foundation
League of Women in Government
Bob Murray & Associates does not typically place ads with job aggregators or general job posting sites such as CareerBuilder, Monster, or Indeed, as we have found that the broad reach of these sites does not necessarily lead to quality candidates for executive and professional positions.
Reaching Diverse Candidates
Bob Murray & Associates, a woman- and minority-owned business, is proud of its commitment to attracting and placing diverse candidates. Nearly 50% of our last 100 placements were women; Hispanic placements 25%; African American placements 13%; Asian placements 21%; and Native American placements at 1%. Not only do we place advertisements with websites designed to attract minority and female candidates, but our President, Valerie Phillips, is a member herself of many diversity-focused organizations including the Local Government Hispanic Network, the League of Women in Government, the Professional Women’s Network, Mexican Professionals, and Women Leading Government. She networks frequently with fellow members to gain insight into which potential candidates are leaders in their field.
Your Recruiter will seek to reach candidates in communities and organizations with demographic profiles and populations served like that of the City of Hermosa Beach, to maximize the potential for individuals from a wide variety of backgrounds, cultures, and life experiences to be considered for the City Manager position.
STEP 3 RECRUIT CANDIDATES
The strongest candidates are often those who are successful and content in their current positions and need to be sold on a new opportunity. Our extensive network of contacts, developed through over 2,100 successful placements, is a primary source for identifying and obtaining referrals for these candidates. Our in-house database of 40,000 current and former executive and professional candidates is a valuable resource that can only be built over time—time that we have invested into perfecting our process for finding the right candidates for our clients. Our aggressive outreach efforts are focused on phone calls to personally invite potential applicants, answer questions, and allay any
Bob Murray & Associates Proposal for the City of Hermosa Beach Page 4 reservations, and these efforts are essential to the success of the <position> recruitment.
STEP 4 SCREEN CANDIDATES
Following the closing date for the recruitment, your Recruiter will screen all resumes we have received, using the criteria established in the candidate profile as a basis upon which to narrow the field of candidates. Internal candidates receive sensitive consideration, and your Recruiter will discuss with the City how the City of Hermosa Beach wishes to proceed with these candidates.
STEP 5 CONDUCT PRELIMINARY INTERVIEWS
Your Recruiter will personally interview the top 10 to 15 candidates from the resume screening, with the goal of determining which candidates have the greatest potential to succeed in your organization. To reduce travel-related expenses to our clients and increase efficiency in the search process, these interviews are typically conducted via Zoom, Teams, or other convenient videoconferencing applications.
STEP 6 SEARCH PUBLIC RECORDS
Under the direction of your Recruiter, your dedicated Recruitment Coordinator will conduct a review of published print and online articles for each recommended candidate. Sources include Lexis-Nexis™, Google, social media, and our contacts in the field. This will alert your Recruiter to any further detailed inquiries we may need to make before our recommendations are finalized.
STEP 7 MAKE RECOMMENDATIONS
Based on our findings during the preliminary interview process, your Recruiter will meet with the City virtually or on site to share the complete applicant list and recommend a limited number of candidates for your further consideration. Your Recruiter will make specific recommendations and will help facilitate discussions regarding the candidate pool, but the final determination of interviewees will be up to you.
We typically recommend 6-8 candidates that we feel best match your expectations and prepare a detailed report on each candidate. This virtual “Recommended Finalist” eBook is provided to each member of the decision-making body and includes:
Candidate list with Recommended Finalists identified in Group 1 and Group 2 (primary and secondary recommendations), as well as Internal candidates Summary of experience and education for each Recommended Finalist candidate
Complete cover letter and resume for each Recommended Finalist candidate
Bob Murray & Associates Proposal for the City of Hermosa Beach Page 5 List of Other Applicants (those who did not meet minimum qualifications or were otherwise unsuitable, based on our screening process)
Bob Murray & Associates maintains all search records for a period of seven (7) years following each recruitment, and we are happy to forward cover letters and resumes for each applicant by postal mail or email as soon as the recruitment closes to new applications.
STEP 8 FACILITATE PANEL INTERVIEWS
Our years of experience will be invaluable as we help you develop an interview process that objectively assesses the qualifications of each candidate. We will work with the City of Hermosa Beach to craft and implement an interview approach that fits your needs.
This may include panel and/or individual interviews by the City Council; key stakeholders, community/employee interview panels; writing and presentation samples; meet-and-greets; or other specialized process elements your Recruiter helps the City of Hermosa Beach to design.
Your Recruiter will be present on-site during the panel interviews to facilitate as necessary during the process and to guide discussion to consensus regarding final candidates. Bound interview books will be provided for each interview panel member containing:
Recruitment brochure with candidate profile
Interview schedule
Suggested interview questions
Experience summary, cover letter, resume, and rating form for each candidate
Ranking forms for use during the panel interview process We will work closely with your staff to coordinate and schedule interviews. Our goal is to ensure that each candidate has a positive experience, as the way the entire process is conducted will influence the final candidates’ perception of your organization.
STEP 9 CONDUCT BACKGROUND AND REFERENCE CHECKS
Your Recruiter and your Recruitment Coordinator will conduct detailed reference checks for up to two (2) final candidates. To gain an accurate and honest appraisal of the candidates’ strengths and weaknesses, we will talk candidly with people who have direct knowledge of their work and management style. In addition to gaining a 360- degree view of candidates from the perspective of their supervisors, subordinates and peers for the past several years, we will make a point of speaking confidentially to individuals who may have further insight into a candidate’s abilities but who may not be on their preferred list of contacts.
Bob Murray & Associates Proposal for the City of Hermosa Beach Page 6 Your Recruitment Coordinator will work with the two (2) final candidates and our professional backgrounding firm, HireRight, to conduct credit, civil litigation, and motor vehicle record checks and verify candidates’ degrees.
STEP 10 ASSIST IN NEGOTIATIONS
We recognize the critical importance of successful negotiations and can serve as your representative during this process. Ms. Gaeta Phillips, Mr. Phillips, Ms. Beers, and Mr.
Lewis know what other organizations have done to put deals together with great candidates and what the current market is like for City Manager positions in organizations like the City of Hermosa Beach’s. Your Recruiter will be available to advise you regarding current approaches to difficult issues, such as housing and relocation.
We will represent your interests and advise the chosen candidate and you regarding salary, benefits, and employment agreements, with the goal of putting together a deal that results in the appointment of your chosen candidate. With our proven experience and vested interest in a positive outcome, we can turn a very difficult aspect of the recruitment into one that is straightforward and agreeable for all parties involved.
COMPLETE ADMINISTRATIVE ASSISTANCE
We receive many unsolicited testimonials each year from clients and candidates alike noting our prompt, considerate, accurate, and professional service during the search process. Throughout the recruitment, in time intervals that suit the City of Hermosa Beach, we will provide you with updates on the status of the search and attend to all administrative details on your behalf.
Candidates receive immediate acknowledgement of their applications, as well as personal phone calls and/or emails (as appropriate) advising them of their status at each critical point in the recruitment. Candidates who receive preliminary or final interviews and are not chosen to move forward in the interview process will receive personal calls from your Recruiter on behalf of the City of Hermosa Beach.
It is our internal company standard that all inquiries from clients and candidates receive a response within the same business day whenever possible, and certainly within 24 hours if the inquiry is received during the work week. Your Recruiter will be available to the City of Hermosa Beach by office phone, cell phone, and email at any time to ensure a smooth and stress-free recruitment process.
Bob Murray & Associates Proposal for the City of Hermosa Beach Page 7
COSTS AND GUARANTEE
PROFESSIONAL FEE AND EXPENSES
The all-inclusive professional services fee for conducting the City Manager recruitment on behalf of the City of Hermosa Beach is $37,000. Services provided for in this fee consist of all steps outlined in this proposal, including design and distribution of the recruitment brochure, advertising, marketing and promotion, administrative support, public records research, comprehensive background reporting on the final candidates, postage, technology, and two days of on-site meetings. This proposal is valid for 60 days from the date of the proposal.
Optional Services are listed below and are in addition to the professional services fee.
Expense reimbursement for Consultant travel related to additional on-site meeting days is billed at the actual rate (airfare/mileage, lodging) and is the responsibility of the City of Hermosa Beach.
The professional fee does not limit the amount of time invested by Bob Murray & Associates in promoting a successful outcome for this project. In fact, our mission for this project is to ensure we assist in identifying the right candidate for the City of Hermosa Beach. Therefore, Ms. Gaeta Phillips, Mr. Phillips, Ms. Beers, or Mr. Lewis will contact the City at the first anniversary of the placement to confirm an effective transition has occurred.
Optional Services
Additional virtual stakeholder meetings: $250/meeting
Additional on-site meeting days: $1,500/day/Consultant, plus travel expenses Online Surveys: $500/each (includes preparing recommended questions, preparing and sharing the survey link, closing the survey, and sending the survey response data for your review and analysis
Additional background checks: $300/candidate
Additional reference checks: $500/candidate
Additional hires: $9,000/candidate
Bob Murray & Associates Proposal for the City of Hermosa Beach Page 8
GUARANTEE
In the event a candidate recommended by our firm resigns or is terminated within the first 12 months of employment, Bob Murray & Associates will provide the City of Hermosa Beach with professional services to secure a replacement. Services will be provided at no cost, aside from the following reimbursable expenses incurred on the City of Hermosa Beach’s behalf during the new search:
Brochure design and distribution ($695 reprint only, $1,275 edit/reflow/reprint)(if needed)
Advertising actual costs (estimated at $2,975)
Public records search for all new candidates ($500)
Background Checks ($300/candidate)
Reference Checks ($500/candidate)
Consultant travel reimbursement (if travel is needed)
Plus any applicable Optional Services, if desired
In the event that a placement is not made from the initial recruitment, Bob Murray & Associates will provide professional services to conduct one additional recruitment.
Services will be provided at no cost. However, the City of Hermosa Beach will be responsible for the reimbursable expenses as noted above.
We are confident in our ability to recruit outstanding candidates and do not expect the City to find it necessary to exercise this provision of our proposal.
Bob Murray & Associates Proposal for the City of Hermosa Beach Page 9
RECRUITMENT SCHEDULE
We are prepared to start work on this assignment upon receipt of a signed professional services agreement or other written, authorized notification. A full search can be completed in 13-16 weeks from the date of initial meetings with our client.
The final recruitment schedule will be determined in collaboration with City of Hermosa Beach. A typical timeline of tasks and events is included here for reference.
Bob Murray & Associates Proposal for the City of Hermosa Beach Page 10
FIRM PROFILE
OUR STAFF
Bob Murray & Associates is a small firm focusing exclusively on executive search services. We have a team of seventeen (17):
Bob Murray, Founder
Valerie Gaeta Phillips, President
Gary Phillips, Executive Vice President
Joel Bryden, Vice President
Yasmin Beers, Senior Executive Recruiter
Adele Fresé, Senior Executive Recruiter
Stacy Stevenson, Senior Executive Recruiter
Jon Lewis, Executive Recruiter
Stephanie Dietz, Executive Recruiter
Melanie Richardson, Executive Recruiter
Jeff Mori, Executive Recruiter
Michael Ishii, Executive Recruiter
Ian Schmutzler, Executive Recruiter
Alexandria Kopack, Recruitment and Operations Manager
Kathy Lolas, Senior Recruitment Coordinator
Grace Marshall, Senior Recruitment Coordinator
Steph Souza, Recruitment Coordinator
VALERIE GAETA PHILLIPS, PRESIDENT AND RECRUITER
Ms. Gaeta Phillips has over 18 years of recruiting experience, including more than a decade of recent experience in executive search for public, private, and startup companies nationwide. Since joining Bob Murray & Associates, Valerie has completed over 160 searches in a diverse range of fields, including city and general management, planning, finance, human resources, transportation, communication and public relations, community and economic development, information technology, parks and recreation, and operations. She has recruited at all levels of municipal and non-profit organizations, from technicians and engineers to Executive Directors and Chief Executive Officers.
Valerie is valued for her passion for finding and retaining the most outstanding candidates for even the most difficult or untraditional assignments and for her commitment to her clients’ success; she is also active in a variety of industry organizations and in diversity-focused associations. Valerie is called upon often to serve as an expert speaker on topics such as managing one’s online reputation, diversity
Bob Murray & Associates Proposal for the City of Hermosa Beach Page 11 issues in municipal and non-profit leadership, and how to identify a positive placement for the organizational culture.
Ms. Gaeta Phillips, along with Executive Vice President Gary Phillips, has a passion for helping people, evidenced by fundraising, sponsorship, and involvement in raising awareness for organizations such as Autism Speaks, the UC Davis M.I.N.D. Institute, and the Northern California Special Olympics.
GARY PHILLIPS, EXECUTIVE VICE PRESIDENT AND RECRUITER
Since joining Bob Murray & Associates, Mr. Phillips has completed over 125 searches for executives and professionals in a wide variety of fields including animal services, city and general management, planning, legal counsel, cyber security, and human resources. Gary’s clients have ranged from municipal government to non-profit and private sector organizations, and he has sourced outstanding candidates for positions from the level of division managers up to City Managers, Executive Directors, and General Managers.
Gary started his career with a New York-based Fortune 100 company and quickly became a Senior Manager, building and running a large customer service organization that eventually expanded to 13 countries in Europe. He proceeded to hold senior leadership positions in several Fortune 500 companies, with noted successes such as building an organization from two to 250 employees worldwide and growing a company from 800 to 1200 employees.
As part of an executive acquisition and recruiting team, Gary helped build a start-up enterprise software company in San Francisco, recruiting top-notch talent and building a world-class organization. He has maintained customer relationships in the public sector and the private sector, including medical and financial institutions. He prides himself on finding key talent and offering the best customer service to his clients.
Mr. Phillips, along with Ms. Gaeta-Phillips, is involved in his community as a soccer coach, as an organizer of fundraisers for Autism Speaks and the UC Davis M.I.N.D.
Institute, and as a sponsor of the Northern California Special Olympics. Mr. Phillips received his Associate of Science degree and completed additional coursework at Rochester Institute of Technology, NY.
Bob Murray & Associates Proposal for the City of Hermosa Beach Page 12
YASMIN BEERS, SENIOR EXECUTIVE RECRUITER
Yasmin Beers brings over 33 years of municipal government experience to Bob Murray and Associates. Yasmin retired as the City Manager for Glendale with a population of over 200,000. She served as Chief Executive Officer overseeing close to 2,000 employees serving in Police, Fire, Public Works, Parks, Community Development, Library Arts & Culture, Innovation Performance & Audit, and Water & Power to name a few.
Yasmin’s three decades of experience in public service brings extensive background in public sector finance, human resources management, contract negotiations, strategic planning & organizational leadership, policy development, emergency response & planning, team building and performance improvement. Throughout her career, Yasmin has had a great deal of experience in recruiting, selecting and hiring employees for executive and management level positions with a focus on the organizational needs and culture.
Yasmin currently serves on the Glendale Memorial Hospital Community Board of Directors and the Advisory Board for Village Christian School. Yasmin is a past member of Soroptimist International of Glendale where she served as President in 1999/2000.
She is a past board member of Glendale Healthy Kids, Salvation Army and the American Red Cross. In 2011 the Glendale Chamber of Commerce recognized Yasmin as Woman of the Year; in 2013 she was the recipient of The Armenian American Woman of Excellence Award; in 2014 Yasmin was recognized by the Glendale Educational Foundation for her distinguished service and philanthropic efforts; in 2015, YWCA awarded Yasmin with the Heart & Excellence Award; in 2017, she was recognized by Business Life Magazine as a Women Achiever; and in 2018 the California State Senate recognized Yasmin as one of the Woman of the Year, each a tribute to her core values that represent her civic responsibilities, volunteerism and community service.
Yasmin has a Bachelor of Arts degree in Political Science from California State University, Northridge and a Master’s degree in Organizational Leadership from Woodbury University.
JON LEWIS, EXECUTIVE RECRUITER
Jon Lewis brings over 30 years of municipal government experience to Bob Murray and Associates. Jon began his career in public service in 1991 with the City of Newport Beach, an iconic coastal community of 53 square miles in Southern California. After successfully working his way through the ranks of the Police Department, he honorably retired in December of 2022 after serving as the Chief of Police for nearly seven years. Jon is known for his commitment to selfless
Bob Murray & Associates Proposal for the City of Hermosa Beach Page 13 service, ethical leadership and maintaining longstanding community partnerships.
During his tenure as Chief of Police, the Newport Beach Police Department achieved reduction in crime to historic lows through effective, data-driven community policing strategies as well as excellence in emergency response and 911 call answer times.
Jon graduated with honors from California State University Long Beach with a Bachelor of Science degree in Criminal Justice and Speech Communication and holds a Master of Arts degree in Criminal Justice from Chapman University. He is a graduate of several advanced law enforcement training courses including the California Commission on Peace Officer Standards and Training Command College. Jon has authored two university-level textbooks in criminal justice and is an instructor with the Center for Criminal Justice Research and Training at California State University Long Beach.
He and his wife, Darcy, have two children and reside in Orange County.
CORPORATION
Bob Murray & Associates was founded in May 2000 and operated under the corporation name MBN Services, Inc. until June 2014; our new corporation name is GVP Ventures, Inc., incorporated in California in 2014. Contact information for the corporation and the firm is as follows:
GVP Ventures, Inc. OR Bob Murray & Associates
1544 Eureka Road, Ste. 180
Roseville, CA 95661
(916) 784-9080
[email protected]
Our corporation and firm are financially sound (and have been so since 2000), with documentation from our accountant available to your organization prior to final execution of a professional service agreement. We have never been involved in any litigation, aside from our personnel serving as expert witnesses when called to do so.
PROFESSIONAL ASSOCIATIONS
Our firm, represented by either our President or our Executive Vice President, are involved in the following organizations to remain engaged with current and future issues relevant to the work we conduct on behalf of clients like City of Hermosa Beach:
California Special Districts Association
California City Management Foundation (CCMF)
Engaging Local Government Leaders (ELGL)
International City/County Management Association (ICMA) International Network of Asian Public Administrators (I-NAPA) League of California Cities
League of Women in Government
Bob Murray & Associates Proposal for the City of Hermosa Beach Page 14 Municipal Management Association of Northern California (MMANC) Municipal Management Association of Southern California (MMASC) National Forum for Black Public Administrators (NFBPA)
Members of our leadership team not only attend events sponsored by these associations but are also frequently called upon to serve as panel members and to provide specialized lectures regarding industry-specific issues. Recent and upcoming speaking engagements and trainings provided by our staff include:
“Role of the Chief” class, annually presented by Jon Lewis on behalf of the California Police Chiefs Association;
MMANC and MMASC annual mock interviews;
Annual League of California Cities Booth; and
Annual League of California Cities City Manager’s Conference (City Manager hosted event).
Bob Murray & Associates Proposal for the City of Hermosa Beach Page 15
REFERENCES
Clients and candidates are the best testament to our ability to conduct quality searches.
Clients for whom Bob Murray & Associates has recently conducted similar searches are listed below:
CLIENT: City of Aliso Viejo, CA
POSITION: City Manager
REFERENCE: Mayor Tiffany Ackley
(949) 425-2510
CLIENT: City of Murrieta
POSITION: City Manager
REFERENCE: Ms. Rosa Vega, Administrative Manager
(951) 461-6010
CLIENT: City of Reno, NV
POSITION: City Manager
REFERENCE: Ms. Norma Santoyo, Assistant City Manager,
(775) 300-0677
CLIENT: City of Sparks, NV
POSITION: City Manager
REFERENCE: Ms. Jill Valdez, Human Resources Director,
(775) 300-0677
We appreciate the City of Hermosa Beach’s consideration of our proposal and look forward to working with you.
June 11, 2025
Mayor Saemann, Mayor Pro Tem Detoy, Councilmembers Jackson, Keegan, and Francois C/O Cyndi Stafford, Human Resources
City of Hermosa Beach
1315 Valley Drive
Hermosa Beach, CA 90254
Via PDF/Email to [email protected]
Dear Mayor Saemann, Mayor Pro Tem Detoy, Councilmembers Jackson, Keegan, and Francois, Thank you for considering Peckham & McKenney to recruit the City of Hermosa Beach’s next City Manager.
We understand the importance of finding candidates who will embody the essence of the Southern California lifestyle present in Hermosa Beach and serve you and the community for years to come. We appreciate being considered for a partnership with you. Based on our extensive experience conducting City Manager searches, thorough methodology, and track record of fruitful processes and placements, we believe Peckham & McKenney is an excellent resource for you and the City of Hermosa Beach.
As a boutique firm specializing in recruitment for small and medium-sized cities and agencies on the West Coast, Peckham & McKenney is known for achieving successful and long-term placements. Among many strong attributes, these are four key reasons counties and municipalities choose us:
• We actively and personally search for, find, and pursue candidates. • We limit the number of concurrent searches to ensure a direct focus on serving our clients. • We prioritize a respectful, thorough, and comprehensive process, including regular communication with our clients and applicants to keep everyone informed, avoid surprises, and ensure a positive experience for all.
• Your recruiter is your sole point of contact and is responsible for all aspects of the search.
Our Peckham & McKenney team is comprised of retired municipal managers and directors who know what it’s like to work with a Council and lead an organization and are passionate about the public sector. I am proud to be part of the Peckham & McKenney team because the firm’s values and priorities align with mine - to assist public agencies in finding their next right fit, furthering good government, prioritizing quality over quantity, and fostering long-lasting relationships with those in the public service.
With over 25 years of experience in Southern California, including 18 years in the active, big-city beach community and tourist destination of Santa Monica, where I served as a senior executive team member for 14 years, I bring extensive public sector expertise to this search. My background includes:
• Municipal Leadership – Roles as Deputy City Manager and Assistant Director/Acting Director of large, community-serving departments, including during the pandemic and through reorganizations.
Direct experience working with five City Managers and multiple City Councils. • Recruitment Experience – Served as a panelist for Police Chief, Assistant City Manager, Director, and Manager recruitments, and as a hiring manager on numerous occasions. Maintain a strong network of municipal professionals and a history of placing top talent as both a hiring manager and executive recruiter with Peckham & McKenney.
• Career and Leadership Development Coaching – Experienced in coaching municipal executives and emerging leaders, helping them with career transitions and to excel in high-level roles. Able to offer professional debriefing and coaching sessions to candidates.
As noted in our proposal, Peckham & McKenney has conducted over 100 searches for City Managers since 2001. Two relevant Candidate Brochures are offered as samples of our work. A detailed proposal is attached.
Successful placements don’t happen by chance. A deep and unwavering dedication to finding the right candidates for each client is at the heart of my work. With a strategic, thoughtful, and comprehensive approach to executive recruitment, a commitment to understanding Hermosa Beach’s vision for the community and expectations of its government, and a record of successful placements, I will help to build your leadership team through:
• Candidate Profile Development – I engage with and gather information from elected officials, department executives, and community stakeholders to understand the leadership qualities, technical expertise, communication style, and personality traits most important to this position. These insights shape a compelling Candidate Profile and marketing materials that reflect the position’s unique priorities, and help establish a clear, shared vision for the ideal—and ultimately successful—candidate. • Customized Candidate Outreach - Utilizing various data sources, I research and create customized, targeted lists of diverse potential passive candidates for each recruitment, tailored to the ideal candidate profile and the position’s roles and responsibilities. • Comprehensive, Broad, and Strategic Marketing - We post and promote on multiple social media platforms, engaging thousands of followers on LinkedIn, Instagram, and Facebook. We also place ads on an array of nationwide municipal job boards. For this recruitment, ads would be placed with ICMA, Careers in Government, Government Jobs, PublicCEO, California City News, and other relevant sites. • Proactive and Personal Engagement - We don’t wait for applicants to come to us. Throughout the filing period, I reach out directly and repeatedly to the customized list of diverse professionals, ensuring the strongest candidates are aware of and excited about this opportunity. • Thorough Screening and Selection - I take a hands-on approach, carefully reviewing applications and supplemental materials submitted directly to Peckham & McKenney, conducting phone screenings, presenting a shortlist of preliminarily qualified candidates, managing interview logistics, developing interview questions, performing detailed background and reference checks, and assisting with negotiations.
• Ongoing Communication and Support – You can rely on me for ongoing communication, including weekly updates, transparent insights into the recruitment process and results, and continuous recommendations and guidance.
• Guarantee – We stand by our placements with a one-year guarantee that includes scheduled checkins at six and 12 months. If a placement is not made, or the selected candidate vacates the role within one year, absent budget cuts, promotions, position elimination, or illness/death, we will conduct a second search within six months for a discounted rate. In the unlikely event that no qualified candidates are identified due to the search effort or process, we will extend the search for expenses only.
We charge a fixed, all-inclusive fee for this. We do not charge additional fees for advertising, printing, travel, or other expenses. The proposed cost for securing a City Manager for the City of Hermosa Beach is $30,000.
Thank you for the opportunity to work with you to secure your next City Manager, someone who will advance the Hermosa Beach Vision 2031, as well as the organization’s mission, Leadership Philosophy, and PLAN Hermosa. We would also be prepared to submit all necessary documentation and commence work immediately after selection.
Sincerely,
Danielle Noble, Executive Recruiter
Enclosure: City of Hermosa Beach, Proposal
Candidate Brochures: City of Malibu, City Manager
City of Santa Barbara, City Administrator
City of Hermosa Beach
RECRUITMENT PROPOSAL
for
City Manager
June 11, 2025
TABLE OF CONTENTS
WHY CHOOSE US? 2
EXPERIENCE 3
YOUR RECRUITMENT TEAM 5
THE SEARCH PROCESS AND SCHEDULE 7
COST OF SERVICES 8
Cost of Services
Process of Payment
Insurance
GUARANTEE AND DIVERSITY 9
Guarantee
Diversity Statement
EXPERIENCE
With our recruitment team, which consists solely of retired City Managers, Assistant City Managers, Police Chiefs, and Department Heads, and our expert support team, Peckham & McKenney brings more experience and knowledge of local government and executive search than any other California recruiter.
Since 2001, we have conducted over 100 recruitments for City Managers. Just a few of our recent recruitments related to your search for a City Manager have been for:
City of Camarillo, CA City Manager
City of Malibu, CA City Manager
City of San Luis Obispo, CA City Manager
City of Santa Barbara, CA City Administrator
City of Santa Maria, CA City Manager
City of Santee, CA City Manager
City of Seaside, CA City Manager
City of Stockton, CA City Manager
City of Sunnyvale, CA City Manager
Please don’t hesitate to contact these agencies or our large list of current and former clients on our website (here); they will attest to our quality of service, ongoing communication throughout the process, personal and direct outreach and sourcing of candidates, quality applicant pool, written materials, and interview facilitation.
As an ambassador of our clients, Peckham & McKenney is also known for maintaining ongoing communications with our applicants throughout the search process, treating every applicant respectfully, and appropriately informing candidates to support their best efforts. The numerous compliments we have received from applicants fairly illustrate this reputation.
Comfortable and Professional
Experience
“I’d like to thank you again for your support
and guidance throughout the recruitment and
selection process. It was a comfortable and
professional experience, and I attribute a great
deal of that to you. It’s my hope that our
professional paths may cross again in the
future.” Candidate
Straightforward, Friendly, and Humane
Recruitment Process
“I wanted to let you know what a terrific job I
thought you and Peckham & McKenney did on the
recruitment. It was absolutely the most
straightforward, friendly, and humane recruitment
process I’ve ever participated in. And I would feel
the same way even if the outcome was not
successful for me.” Candidate
Testimonials from clients and candidates are at https://www.peckhamandmckenney.com/testimonials.
Please feel free to contact any of the following current or recent clients of Danielle’s to inquire about their experience with her and Peckham & McKenney. We would also be pleased to furnish the contact and phone numbers for any past clients listed in this proposal.
City of Union City
Community and Recreation Services Director Recruitment
Jason Castleberry
Human Resources Director
(510) 675-5381
[email protected]
City of Tracy
Assistant City Manager Recruitment, City Attorney Recruitment Kimberly Murdaugh
Human Resources Director
(209) 831-6161
[email protected]
City of Burbank
Library Services Director Recruitment
Joy Casucci, Acting Human Resources Manager
(818) 238-5030
[email protected]
County of Sonoma
Assistant County Administrator Recruitment
Lisa Conner, Recruitment and Classification Manager
(707) 565-3207
[email protected]
You Made Me Feel So Comfortable
“This is my first time working with a recruiting
company, and I’m so happy for having the
opportunity to work with your company, wow! I
truly enjoyed the process! Your interview skills are
amazing! You made me feel so comfortable and I
felt like I was just talking shop with a longtime
friend. Thanks for the personal touch that you
include in your job, I believe that this is what
makes your firm so desirable and successful.”
Candidate
Proactive and Responsive
Diana worked with the City to fill the Chief of
Police position early in 2023. Diana is clearly well
respected in the LEO community and has a vast
network which led to a competitive pool of
candidates for the City to select from. Diana was
proactive from our very first meeting and always
very responsive. The City team valued Diana’s
integrity, opinion and sense of humor. She was a
pleasure to work with and I wouldn’t hesitate to
hire her for any executive recruitment critical to
your organization. Client
5 | Peckham & McKenney
YOUR RECRUITMENT TEAM
Our Approach
With every Peckham & McKenney recruitment, your
Recruiter has the entire Peckham & McKenney team of
Recruiters and administrative personnel for backup, support, collaboration, and sourcing. However, when you retain
Peckham & McKenney, your Recruiter is your single point of contact throughout the entire search process and is fully responsible for its success. Moreover, to fully focus on your search and find applicants that fit with the ideal candidate you are seeking, your recruiter also maintains no more than six active searches.
The Executive Recruiter for you in this search is Danielle Noble.
Danielle Noble, Executive Recruiter
Danielle Noble began her career as a social worker and non-profit administrator, transitioned to local government, and became a professional coach. She is both a generalist municipal executive and an expert in social services, homelessness, housing, and organizational development. Between 2005 and 2024, she served the City of Santa Monica in various roles, including Deputy City Manager, Assistant Director, and Acting Director of the Community Services and Housing and Human Services Departments. During this time, she addressed homelessness; provided strategic direction on cultural, recreational, social services, educational, and affordable housing programs; conducted policy analysis; managed Council agenda preparation; and guided budget development, communications, legislative affairs, strategic planning, and grantmaking policies.
Ms. Noble holds a Bachelor of Arts degree in Women’s Studies from Ithaca College in New York, a Masters in Social Work (MSW) from the University of Southern California. She is a Certified Professional Co-Active Coach (CPCC) through the Co-Active Training Institute, and a credentialed Associate Certified Coach (ACC) through the International Coaching Federation.
She has recently recruited for the following positions:
City of Burbank, CA Library Services Director
City of Moorpark, CA Deputy Community Development Director Ouray County, CO County Manager
City of Pasadena, CA Assistant City Attorney
Sr. Planner – Community Planning
Sr. Planner – Current Planning
City of San Juan Capistrano, CA Engineering and Environmental Services Director Sonoma County, CA Assistant County Administrator
City of Tracy, CA Assistant City Manager
City Attorney
City of Union City, CA Community and Recreation Services Director Danielle is supported by the following team.
Peckham & McKenney Team
6 | Peckham & McKenney
Joyce Johnson, Operations Manager
Joyce Johnson joined Peckham & McKenney in 2005 and serves as the firm’s Operations Manager. She has over 30 years of experience in the field of administrative and executive support for all aspects of the executive recruitment process. She oversees the internal administration of the firm as well as directing contract administrative support in the areas of advertising and design, web posting, and duplication and mailing services. Prior to joining Peckham & McKenney, Ms. Johnson oversaw internal administration in the Western Region headquarters of two national management consulting and executive recruitment firms.
Ms. Johnson is complimented regularly on her strong customer orientation working with both clients and candidates alike. Ms. Johnson holds an Associate of Arts degree from American River College.
Tayler Bergstrom, Research Assistant
Tayler Bergstrom joined Peckham & McKenney in 2022 and currently serves as a Research Associate.
Tayler is currently pursuing a PhD at UCLA where she worked previously as a lab manager overseeing various research projects. Prior to that, Tayler graduated from UC San Diego with a Bachelor of Science degree in Psychology.
Linda Pucilowski, Graphic Designer
With nearly 30 years of experience, Linda Pucilowski provides her expert design and marketing skills to Peckham & McKenney. She is the firm’s “go-to” professional for all advertising and brochure design and creation. Ms. Pucilowski holds a Bachelor’s degree from California State University, Sacramento.
Rachel Moran, Website & Social Media Assistant
Rachel Moran has been in the graphic design field since 2007 and prides herself on creating eye-catching visual art. She supports the Peckham & McKenney team by handling all website visual and technical design as well as social media. Ms. Moran graduated from the Art Institute of Houston obtaining her Bachelor’s Degree in Fine Arts with a concentration in Graphic Design.
7 | Peckham & McKenney
8 | Peckham & McKenney
PROPOSED SCOPE OF WORK FOR HERMOSA BEACH CITY MANAGER RECRUITMENT Project Organization 1 week
Discuss and finalize the scope of work and schedule with staff Prepare documents for contracting
Contract Approval and Execution 1 week
Council consideration of contract, scope of work, and schedule Execute contract
Development of Candidate Profile 3 weeks
Design and review an online survey for community member input Hold virtual discussions with elected and appointed officials and staff to gather information
Facilitate one virtual meeting with community members
Draft Candidate Profile, receive staff approval of the Word document Design Candidate Brochure with text and photos
Create outreach lists
Create an advertising and marketing plan, and prepare an announcement and materials Approval of Candidate Brochure by Ad Hoc Committee 1 day Virtually attend an Ad Hoc Committee meeting, seek approval of Candidate Brochure Recruitment Period 6 weeks
Advertise in appropriate local, national, and regional resources and venues Distribute Candidate Brochure to a diverse group of municipal professionals Post on Peckham & McKenney and City website, engage in a social media campaign Repeatedly reach out to individuals within the Candidate Profile parameters Respond to all inquiries, acknowledge all applications received within 48 hours Preliminary Review and Interviews 2 weeks
Screen applications and conduct internet research
Identify leading candidates and request supplemental questionnaires Review supplemental questionnaires
Conduct preliminary phone interviews with leading candidates Develop and provide Candidate Recommendation report to the Ad Hoc Committee Candidate Recommendations and Selection by Ad Hoc Committee 1 day Virtually meet with the Ad Hoc Committee regarding Candidate Recommendations Ad Hoc Committee selects the candidates for the interview process Notify all candidates of their status
Interview Process (In-person) 1 – 2 weeks
Schedule candidates for interviews
Develop interview materials (questions and interview packet) Conduct in-person briefings and facilitate one day of in-person interviews by two panels, one comprised of executive staff and one comprised of the Council Council selects a finalist
Document non-selected recommendations
Offer optional interview debriefings and coaching to candidates Qualification 1 – 2 weeks
Conduct thorough background and reference checks on the leading candidate Provide contract negotiation assistance
Approval 1 day
City Manager contract approval in Open Session
9 | Peckham & McKenney
The fixed fee to conduct the entire search process for the City of Hermosa Beach’s next City Manager, inclusive of travel and administrative expenses, is $30,000.
10 | Peckham & McKenney
• We will connect with you and our placement in 6 months and 1 year after the appointment to check-in.
• We will conduct a second search within 6 months of our search process if a candidate is not placed.
• If the placement vacates the position within 1 year from the date we complete the background check/reference check, we agree to conduct a second search within 6 months of the vacancy.
It is unusual that we are unsuccessful in providing a placement or the placement vacates the position within a year. In the unlikely event that no qualified candidates are identified as a result of the search efforts, and it is mutually agreed that the result is due to the search effort and/or process, we will extend the search for a second time for expenses ($7,200) only. If qualified applicants are not selected or the selected candidate is separated from employment within 1 year after accepting the offer, a second search will be conducted for the discounted fixed fee of $18,500 (external candidates only and except in the event of budgetary cutbacks, promotion, position elimination, or illness/death, etc.).
CONSIDERATION OF EXECUTIVE
RECRUITMENT FIRM FOR THE CITY
MANAGER RECRUITMENT
JULY 22, 2025
BACKGROUND
• Staff previously solicited bids from executive recruitment firms to conduct the recruitment for the City’s next City Manager.
• Four bids were received and presented to the Ad Hoc Committee of Mayor Saemann and Mayor Pro Tem Detoy.
• The Ad Hoc Committee narrowed the bids down to two firms, which are now presented to City Council for consideration:
• Bob Murray & Associates
• Peckham & McKenney
• The cost of the City Manager executive recruitment is expected to not exceed $37,000. Below are the proposed service costs for each of the executive recruitment firms:
FISCAL IMPACT
Proposing Executive Recruitment Firm Proposed Cost
Bob Murray & Associates $37,000
Peckham & McKenney $30,000
STAFF RECOMMENDATIONS
• Individual members of the City Council have met with the two potential executive recruitment firms.
• At this time, staff recommends the following:
• City Council to discuss each member’s findings from these meetings and vote to select a firm for the City Manager recruitment. • City Council to Authorize the Mayor to execute and the City Clerk to attest to a professional services agreement with the selected firm, subject to approval by the City Attorney.
Tiffany Nguyen, Human Resources Manager
THANK YOU
City of Hermosa Beach | Page 1 of 4
Meeting Date: July 22, 2025
Staff Report No. 25-PD-011
Honorable Mayor and Members of the Hermosa Beach City Council
PURCHASE OF VEHICLES FOR POLICE DEPARTMENT
CEQA: This agreement has no potential for resulting in either a direct physical change in the environment, or a reasonably foreseeable indirect physical change in the environment, and as such, is not a “project” subject to the requirements of the California Environmental Quality Act (CEQA) 14 Cal. Code Regs Section 15378. (Public Works Director Joe SanClemente)
Recommended Action:
Staff recommends City Council:
1. Authorize the purchase of two Chevy Tahoes, through the State of California’s General Services Department Statewide Contract for Fleet Vehicles, or other cooperative purchasing program, for a total amount of $131,520; and (Attachment 1).
2. Appropriate $231,520 in the Equipment Replacement Fund for the purchase and outfitting of the two Chevy Tahoe Police Patrol Vehicles.
Executive Summary:
The City of Hermosa Beach is committed to providing first-class services to the community. Fulfilling this commitment relies heavily on the availability of appropriate vehicles within the Police Department. There are five vehicles that are due for replacement. Staff diligently evaluated the City’s Clean Fleet Vehicle Purchasing Policy, vehicle availability, and the Department’s operational needs to select the most appropriate replacement vehicles.
Background:
Following the Police Department’s reorganization and a review of the VIP program, the fleet team determined that the below vehicles were no longer needed for their assigned function and due for replacement. The fleet team is intending to auction the below vehicles if they cannot be transferred to another department and replenish the Equipment Replacement Fund for the purchase of the two patrol vehicles to add to the fleet.
Year Make/Model Years in Service Division
2017 Zero Electric Motorcycle 8 Traffic
2015 Ford Fusion Hybrid 10 Adminstration
2014 Ford Fusion Hybrid 11 Administration
City of Hermosa Beach | Page 2 of 4
Year Make/Model Years in Service Division
2014 Ford Fusion Hybrid 11 Adminstration
2009 Ford Escape 16 Volunteers in Policing
While the overall fleet count would decrease, the addition of these two new Chevy Tahoe patrol vehicles would significantly enhance the Department’s patrol operations. Increasing the number of patrol vehicles allows for better vehicle rotation and scheduled maintenance without compromising daily operations.
Discussion:
The Police Department functions on a 24-hour per day, 7 days per week basis. A primary function of police services is patrol operations. The requirement of patrol operations and the vehicles assigned to this division are unique to any other City fleet or police function.
The lifespan and performance of patrol vehicles require accelerated replacement based on a shortened life span caused by the unique requirements of patrol operations. There are many factors that can cause a patrol vehicle’s lifespan to shorten. Patrol vehicles undergo high speed acceleration, stopping, turning, and driving over rough terrain when answering emergency situations. Patrol operations also go beyond a daily patrol shift and can include traffic, task force operations, detectives, and the mental health evaluation team. To meet the needs of all assignments, all patrol vehicles must always be fully functional and ready for use.
As the Police Department continues to operate at a full-time capacity rate, the need for patrol vehicles has become prominent. The Department would like to meet this increased service demand by preparing for future operational needs in terms of patrol vehicle availability. Vehicle availability can vary on an everyday basis due to vehicle maintenance, special operations, prisoner transportation, and other needs. Patrol officers need adequate access to properly equipped patrol vehicles to ensure prompt responses to emergencies and conduct their duties without delays caused by vehicle shortages or downtime. The City’s Public Works and Police Department’s fleet team analyzed the operational needs of the Police Department and the use of all their fleet vehicles to create a solution for the operational demands of patrol. There are currently ten patrol fleet vehicles, with one assigned to the Watch Commander and one assigned to the Traffic division. Included in this fleet are the four newly acquired Chevy Blazers EVs that are split into two day-shift vehicles and two night-shift vehicles. Overall, there are six available vehicles for daily patrol use for officers to select from. Normal patrol operations usually require three to four vehicles to be available per shift. If any other operations are happening and patrol vehicles are needed, it can affect vehicle availability for patrol.
The current vehicles up for replacement were used in administration and the Volunteers in Policing (VIP) program. Following the Police Department’s reorganization and a review of the VIP program, the fleet team determined that these vehicles were no longer needed for their assigned function. The fleet team recommends using the funds to replace these
City of Hermosa Beach | Page 3 of 4
vehicles to purchase two patrol vehicles to add to the fleet. While the overall fleet count would decrease, the addition of these two new vehicles would significantly enhance the Department’s patrol operations.
Increasing the number of patrol vehicles allows for better vehicle rotation and scheduled maintenance without compromising daily operations. It reduces the overuse of existing units and extends the overall lifespan of the patrol fleet. Having an adequately sized fleet reduces logistical challenges, supports officer morale, and contributes to more efficient and effective police operations. Since patrol vehicles are often in demand due to their specialized equipment and prisoner cage, support deployments and specialized assignments can use these vehicles without disrupting regular patrol operations.
Procurement Approach
Staff recommends purchasing the two Chevy Tahoes using California’s General Services Department Statewide Contract # 1-22-23-23D for Fleet vehicles through Winner Chevrolet; the contract is set to expire on April 30, 2027.
Per Hermosa Beach Municipal Code Section 3.12.140(E), purchases made through cooperative purchasing agreements, maintained by state, county, or other public agencies, are exempt from the City’s formal bidding procedures, allowing the City to expedite the procurement process while ensuring competitive pricing received in a formal bidding procedure completed by another public agency.
General Plan Consistency:
This report and associated recommendation have been evaluated for their consistency with the City’s General Plan. Relevant Policies are listed below:
Governance Element
Goal 1. A high degree of transparency and integrity in the decision-making process.
Policies:
1.6. Long-term considerations. Prioritize decisions that provide long-term community benefit and discourage decisions that provide short-term community benefit but reduce long-term opportunities.
Fiscal Impact:
The total cost for the Police Department’s vehicles is $231,520. The total cost includes both the $131,520 purchase cost and the estimated $100,000 outfitting costs for both Chevy Tahoes. The Chevy Tahoes require special outfitting, painting, and badging before the vehicles can be deployed. The vehicles would also need to include a radio, mobile video system, and computer.
Staff will use available Equipment Replacement Funds to purchase and outfit the two Chevy Tahoe Patrol Vehicles.
City of Hermosa Beach | Page 4 of 4
Vehicle Account Vehicle
Cost
Vehicle
Outfitting
Total Vehicle
Cost
2026 Chevy Tahoe #1 715-2101-5403 $65,760 $50,000 $115,760 2026 Chevy Tahoe #2 715-2101-5403 $65,760 $50,000 $115,760 Total: $231,520
Attachments:
1. 2026 Chevy Tahoe Quote
Respectfully Submitted by: Joanne Loeza, Management Analyst Concur: Landon Phillips, Police Chief
Concur: Joe SanClemente, Public Works Director
Noted for Fiscal Impact: Henry Chao, Finance Manager
Concur: Brandon Walker, Administrative Services Director Legal Review: Todd Leishman, Interim City Attorney
Approved: Steve Napolitano, Interim City Manager
Winner Chevrolet DATE July 7, 2025
1624 S Canyon Way To: Joanne Loeza Quotation # D4791
Colfax, Ca 95713 City of Hermosa Beach
(916) 509-8597 1315 Valley Drive
Hermosa beach, Ca 90254
(310) 318-0331 Prepared by: David Brewer
Comments or special instructions: Vehicle build and options are in additional pages.
AMOUNT
$ 55,000.00
$ 800.00
$ 3,250.00
$ 59,050.00
DOC Fee $ 85.00
Taxable Subtotal: $ 59,135.00
9.750% $ 5,765.66
Tire Fee: $8.75
$ 850.00
Total: $ 65,759.41
If you have any questions concerning this quotation, contact David Brewer at 916-509-8597 or email at [email protected]
Line 3 - Tahoe
Options
Delivery Charge:
**** specs with the PO or the vehicle will not be ordered. **** Subtotal
**** Please review, sign, and return a copy of the quote and **** released, if pricing ends up being more that quoted, I will price protect you ***** ***** Temporary ballpark quote, pricing will be updated once official pricing is ___________________________________________________
State Contract # 1-22-23-23D
****Shipping charge added for deliveries beyond Sacramento. No charge for will call.**** CA Tire Fee: $1.75 / Per Tire
Tax Rate(Subject to change):
Description
Potential increase to 2026
(Order Acknowledgment Signature) (Date)
THANK YOU FOR YOUR BUSINESS!
Winner Chevrolet / Elk Grove Auto Group
[Fleet] 2025 Chevrolet Tahoe (CK10706) 4WD 4dr Commercial ( Complete ) This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.
Performance figures are guidelines only, and actual performance may vary. Photos may not represent actual vehicles or exact configurations. Content based on report preparer’s input is subject to the accuracy of the input provided.
Data Version: 25872. Data Updated: Jul 2, 2025 7:33:00 PM PDT.
Jul 3, 2025 Page 1
Note:Photo may not represent exact vehicle or selected equipment. [Fleet] 2025 Chevrolet Tahoe (CK10706) 4WD 4dr Commercial
Winner Chevrolet / Elk Grove Auto Group
This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.
Performance figures are guidelines only, and actual performance may vary. Photos may not represent actual vehicles or exact configurations. Content based on report preparer’s input is subject to the accuracy of the input provided.
Data Version: 25872. Data Updated: Jul 2, 2025 7:33:00 PM PDT.
Jul 3, 2025 Page 2
Table of Contents
• Vehicle Image
• Dealership Information
• Window Sticker
• Selected Model and Options
• Standard Equipment
• Weight Rating
• Technical Specifications
Winner Chevrolet / Elk Grove Auto Group
This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.
Performance figures are guidelines only, and actual performance may vary. Photos may not represent actual vehicles or exact configurations. Content based on report preparer’s input is subject to the accuracy of the input provided.
Data Version: 25872. Data Updated: Jul 2, 2025 7:33:00 PM PDT.
Jul 3, 2025 Page 3
Winner Chevrolet / Elk Grove Auto Group
Prepared By:
Winner Chevrolet / Elk Grove Auto Group
Winner Chevrolet / Elk Grove Auto Group
[Fleet] 2025 Chevrolet Tahoe (CK10706) 4WD 4dr Commercial ( Complete ) This document contains information considered Confidential between GM and its Clients uniquely. The information provided is not intended for public disclosure. Prices, specifications, and availability are subject to change without notice, and do not include certain fees, taxes and charges that may be required by law or vary by manufacturer or region.
Performance figures are guidelines only, and actual performance may vary. Photos may not represent actual vehicles or exact configurations. Content based on report preparer’s input is subject to the accuracy of the input provided.
Data Version: 25872. Data Updated: Jul 2, 2025 7:33:00 PM PDT.
Jul 3, 2025 Page 4
Window Sticker
SUMMARY
[Fleet] 2025 Chevrolet Tahoe (CK10706) 4WD 4dr Commercial MSRP:$56,000.00 Interior:Jet Black, Cloth seat trim
Exterior 1:Black
Exterior 2:No color has been selected.
Engine, 5.3L EcoTec3 V8
Transmission, 10-speed automatic
OPTIONS
CODE MODEL MSRP
CK10706 [Fleet] 2025 Chevrolet Tahoe (CK10706) 4WD 4dr Commercial $56,000.00
OPTIONS
1FL Commercial Preferred Equipment Group $0.00
5J3 Calibration, Surveillance Mode interior lighting Inc. 5J9 Calibration, taillamp flasher, Red/White Inc.
5LO Calibration, taillamp flasher, Red/Red Inc.
5T5 Seats, front cloth and second row vinyl Inc.
5Y1 Front center seat (20% seat) delete $0.00
6J7 Flasher system, headlamp and taillamp, DRL compatible with control wire
Inc.
7X3 Spotlamp, left-hand $800.00
9C1 Identifier for Police Package Vehicle $0.00
AMF Remote Keyless Entry Package Inc.
ATD Seat delete, third row Inc.
AX2 Key, unique Inc.
AYH Airbags, Frontal airbags for driver and front outboard passenger; Inc.
AZ3 Seats, front 40/20/40 split-bench Inc.
BCV Lock control, driver side auto door lock disable Inc.
BTV Remote start Inc.
C6G GVWR, 7600 lbs. (3447 kg) Inc.
GBA Black $0.00