161 CLICK HERE to Return to Agenda
Bid Opening Date: 10/5/2022 Dune Palms Bridge Improvements Improvements City Project No. 2011-05
Attachment 2 - Bid Comparison
Item Item Description Unit Quantity Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Engineer's Estimate Ortiz Enterprises, Inc. MCM Construction, Inc. Griffith Company Riverside Construction Company, Inc. Ames Construction, Inc. 72 Bar Reinforcing Steel (Ret Wall #3 & 4) (D) (F) LB 11,881 $ 1.25 $ 14,851.25 $ 2.10 $ 24,950.10 $ 2.00 $ 23,762.00 $ 2.50 $ 29,702.50 $ 1.90 $ 22,573.90 $ 2.30 $ 27,326.30 73 Concrete Barrier (Type 732 SW Mod) LF 968 $ 200.00 $ 193,600.00 $ 400.00 $ 387,200.00 $ 565.00 $ 546,920.00 $ 540.00 $ 522,720.00 $ 350.00 $ 338,800.00 $ 550.00 $ 532,400.00 74 Metal Railing (Bridge) LF 968 $ 40.00 $ 38,720.00 $ 345.00 $ 333,960.00 $ 345.00 $ 333,960.00 $ 465.00 $ 450,120.00 $ 350.00 $ 338,800.00 $ 425.00 $ 411,400.00 75 Bridge Lighting & Pull Boxes LS 1 $ 135,000.00 $ 135,000.00 $ 265,000.00 $ 265,000.00 $ 350,000.00 $ 350,000.00 $ 226,500.00 $ 226,500.00 $ 225,000.00 $ 225,000.00 $ 300,000.00 $ 300,000.00 76 Miscellaneous Metal - Conduit Support System LS 1 $ 125,000.00 $ 125,000.00 $ 80,000.00 $ 80,000.00 $ 70,000.00 $ 70,000.00 $ 383,500.00 $ 383,500.00 $ 350,000.00 $ 350,000.00 $ 95,000.00 $ 95,000.00 CVWD Sewer Main Relocation
77 Remove Sewer Manhole EA 3 $ 4,000.00 $ 12,000.00 $ 5,900.00 $ 17,700.00 $ 6,000.00 $ 18,000.00 $ 3,830.00 $ 11,490.00 $ 1,500.00 $ 4,500.00 $ 8,000.00 $ 24,000.00 78 Remove Pipe LF 201 $ 45.00 $ 9,045.00 $ 75.00 $ 15,075.00 $ 75.00 $ 15,075.00 $ 51.00 $ 10,251.00 $ 180.00 $ 36,180.00 $ 90.00 $ 18,090.00 79 Reconstruct Sewer Manhole LF 7.4 $ 2,200.00 $ 16,280.00 $ 1,700.00 $ 12,580.00 $ 1,500.00 $ 11,100.00 $ 430.00 $ 3,182.00 $ 1,200.00 $ 8,880.00 $ 2,400.00 $ 17,760.00 80 48" Sewer Manhole EA 4 $ 11,000.00 $ 44,000.00 $ 22,000.00 $ 88,000.00 $ 21,500.00 $ 86,000.00 $ 12,550.00 $ 50,200.00 $ 20,000.00 $ 80,000.00 $ 30,000.00 $ 120,000.00 81 12" PVC Sewer Pipe LF 49 $ 243.00 $ 11,907.00 $ 500.00 $ 24,500.00 $ 450.00 $ 22,050.00 $ 830.00 $ 40,670.00 $ 310.00 $ 15,190.00 $ 610.00 $ 29,890.00 82 18" PVC Sewer Pipe LF 166 $ 297.00 $ 49,302.00 $ 450.00 $ 74,700.00 $ 390.00 $ 64,740.00 $ 490.00 $ 81,340.00 $ 250.00 $ 41,500.00 $ 530.00 $ 87,980.00 83 Remove Structural Encasement LF 43 $ 30.00 $ 1,290.00 $ 290.00 $ 12,470.00 $ 253.00 $ 10,879.00 $ 82.00 $ 3,526.00 $ 125.00 $ 5,375.00 $ 340.00 $ 14,620.00 84 Remove 36" Steel Sleeve LF 73 $ 25.00 $ 1,825.00 $ 85.00 $ 6,205.00 $ 80.00 $ 5,840.00 $ 75.50 $ 5,511.50 $ 35.00 $ 2,555.00 $ 100.00 $ 7,300.00 85 Structural Encasement LF 50 $ 215.00 $ 10,750.00 $ 365.00 $ 18,250.00 $ 330.00 $ 16,500.00 $ 436.50 $ 21,825.00 $ 120.00 $ 6,000.00 $ 440.00 $ 22,000.00 86 Sewer Bypass LS 1 $ 49,000.00 $ 49,000.00 $ 50,000.00 $ 50,000.00 $ 45,000.00 $ 45,000.00 $ 22,560.00 $ 22,560.00 $ 100,000.00 $ 100,000.00 $ 65,000.00 $ 65,000.00 CVWD Water Main Relocation
87 18" CL 350 DIP Watemain W/ Restr. Jts, Zinc
Coated & V Bio Poly Wrapped LF 670 $ 1,000.00 $ 670,000.00 $ 1,100.00 $ 737,000.00 $ 1,000.00 $ 670,000.00 $ 450.00 $ 301,500.00 $ 575.00 $ 385,250.00 $ 1,100.00 $ 737,000.00 88 Remove Blind Flange EA 2 $ 1,000.00 $ 2,000.00 $ 8,400.00 $ 16,800.00 $ 8,000.00 $ 16,000.00 $ 20,500.00 $ 41,000.00 $ 1,500.00 $ 3,000.00 $ 8,500.00 $ 17,000.00 89 Remove Water Main LF 646 $ 125.00 $ 80,750.00 $ 150.00 $ 96,900.00 $ 140.00 $ 90,440.00 $ 102.00 $ 65,892.00 $ 90.00 $ 58,140.00 $ 150.00 $ 96,900.00 90 36" Steel Sleeve LF 24 $ 650.00 $ 15,600.00 $ 1,500.00 $ 36,000.00 $ 1,400.00 $ 33,600.00 $ 1,280.00 $ 30,720.00 $ 1,000.00 $ 24,000.00 $ 1,500.00 $ 36,000.00 $ 14,497,098.75 $ 18,783,101.00 $ 18,725,896.00 $ 19,883,010.50 $ 19,965,704.00 $ 21,716,698.30 Item Item Description Unit Quantity Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Roadway Items
91 Sawcut & Remove AC Pavement (D) SF 16,190 $ 3.50 $ 56,665.00 $ 1.80 $ 29,142.00 $ 2.00 $ 32,380.00 $ 1.80 $ 29,142.00 $ 2.25 $ 36,427.50 $ 1.50 $ 24,285.00 92 Clearing & Grubbing LS 1 $ 72,100.00 $ 72,100.00 $ 50,000.00 $ 50,000.00 $ 7,500.00 $ 7,500.00 $ 32,500.00 $ 32,500.00 $ 15,000.00 $ 15,000.00 $ 200,000.00 $ 200,000.00 93 Unclassified Excavation (Roadway) (D) (F) CY 275 $ 75.00 $ 20,625.00 $ 60.00 $ 16,500.00 $ 80.00 $ 22,000.00 $ 200.00 $ 55,000.00 $ 55.00 $ 15,125.00 $ 33.00 $ 9,075.00 94 Unclassified Fill (Roadway) (D) (F) CY 640 $ 30.00 $ 19,200.00 $ 8.00 $ 5,120.00 $ 25.00 $ 16,000.00 $ 78.00 $ 49,920.00 $ 40.00 $ 25,600.00 $ 4.00 $ 2,560.00 95 Suitable Backfill Material (D) (F) CY 51 $ 55.00 $ 2,805.00 $ 300.00 $ 15,300.00 $ 125.00 $ 6,375.00 $ 135.00 $ 6,885.00 $ 125.00 $ 6,375.00 $ 145.00 $ 7,395.00 96 Cold Mill AC Pavement (T=0.10') (D) SF 3,360 $ 3.50 $ 11,760.00 $ 1.00 $ 3,360.00 $ 3.50 $ 11,760.00 $ 3.30 $ 11,088.00 $ 2.50 $ 8,400.00 $ 3.50 $ 11,760.00 97 Asphalt Concrete (T=4.5") (D) SF 18,540 $ 4.00 $ 74,160.00 $ 3.20 $ 59,328.00 $ 3.50 $ 64,890.00 $ 4.10 $ 76,014.00 $ 3.50 $ 64,890.00 $ 3.50 $ 64,890.00 98 Asphalt Concrete (T=0.10') (D) SF 3,360 $ 1.75 $ 5,880.00 $ 0.85 $ 2,856.00 $ 4.00 $ 13,440.00 $ 2.60 $ 8,736.00 $ 3.50 $ 11,760.00 $ 4.00 $ 13,440.00 99 Class 2 Aggregate Base (T=6.0") (D) SF 18,540 $ 2.50 $ 46,350.00 $ 1.90 $ 35,226.00 $ 2.00 $ 37,080.00 $ 2.00 $ 37,080.00 $ 2.50 $ 46,350.00 $ 1.80 $ 33,372.00 100 6" AC Dike (D) LF 351 $ 52.00 $ 18,252.00 $ 13.00 $ 4,563.00 $ 22.00 $ 7,722.00 $ 36.00 $ 12,636.00 $ 20.00 $ 7,020.00 $ 20.00 $ 7,020.00 101 6" Cub & Gutter LF 347 $ 65.00 $ 22,555.00 $ 22.00 $ 7,634.00 $ 75.00 $ 26,025.00 $ 116.00 $ 40,252.00 $ 40.00 $ 13,880.00 $ 100.00 $ 34,700.00 102 8" Median Curb (D) LF 2,093 $ 49.00 $ 102,557.00 $ 19.00 $ 39,767.00 $ 31.00 $ 64,883.00 $ 46.00 $ 96,278.00 $ 20.00 $ 41,860.00 $ 38.00 $ 79,534.00 103 Concrete Sidewalk (W=5.5') (D) SF 4,909 $ 15.00 $ 73,635.00 $ 16.00 $ 78,544.00 $ 12.00 $ 58,908.00 $ 16.00 $ 78,544.00 $ 8.00 $ 39,272.00 $ 11.00 $ 53,999.00 104 Concrete Driveway Approach (D) SF 723 $ 21.50 $ 15,544.50 $ 26.00 $ 18,798.00 $ 16.00 $ 11,568.00 $ 29.50 $ 21,328.50 $ 15.00 $ 10,845.00 $ 25.00 $ 18,075.00 105 Colored Stamped Concrete Median (D) SF 1,360 $ 22.50 $ 30,600.00 $ 16.00 $ 21,760.00 $ 24.00 $ 32,640.00 $ 20.00 $ 27,200.00 $ 15.00 $ 20,400.00 $ 16.00 $ 21,760.00 106 Curb Ramp (Case A) (D) EA 1 $ 8,000.00 $ 8,000.00 $ 8,500.00 $ 8,500.00 $ 14,000.00 $ 14,000.00 $ 18,750.00 $ 18,750.00 $ 5,000.00 $ 5,000.00 $ 16,000.00 $ 16,000.00 107 6' (Tall) Masonry Block Wall (D) LF 60 $ 285.00 $ 17,100.00 $ 180.00 $ 10,800.00 $ 465.00 $ 27,900.00 $ 780.00 $ 46,800.00 $ 225.00 $ 13,500.00 $ 630.00 $ 37,800.00 108 Signing, Striping & Pavement Markers LS 1 $ 43,100.00 $ 43,100.00 $ 80,000.00 $ 80,000.00 $ 65,000.00 $ 65,000.00 $ 49,000.00 $ 49,000.00 $ 50,000.00 $ 50,000.00 $ 75,000.00 $ 75,000.00 109 4" Schedule 40 PVC Landscaping Sleeve (D) LF 46 $ 25.00 $ 1,150.00 $ 85.00 $ 3,910.00 $ 90.00 $ 4,140.00 $ 86.50 $ 3,979.00 $ 80.00 $ 3,680.00 $ 90.00 $ 4,140.00 110 Water Service Manifold Reconstruction LS 1 $ 3,000.00 $ 3,000.00 $ 3,500.00 $ 3,500.00 $ 8,000.00 $ 8,000.00 $ 38,200.00 $ 38,200.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 $ 20,000.00 Landscaping
111 Install Landscaping Plant Material & Irrigation (D) SF 1,630 $ 4.50 $ 7,335.00 $ 10.00 $ 16,300.00 $ 10.00 $ 16,300.00 $ 15.00 $ 24,450.00 $ 15.00 $ 24,450.00 $ 15.00 $ 24,450.00 112 3/8" Crushed Rock (Apache Brown) (D) SF 1,235 $ 5.60 $ 6,916.00 $ 3.00 $ 3,705.00 $ 3.00 $ 3,705.00 $ 4.10 $ 5,063.50 $ 3.00 $ 3,705.00 $ 3.00 $ 3,705.00 113 3/4" Crushed Rock (Desert Gold) (D) SF 395 $ 3.40 $ 1,343.00 $ 2.00 $ 790.00 $ 3.00 $ 1,185.00 $ 6.10 $ 2,409.50 $ 5.00 $ 1,975.00 $ 5.00 $ 1,975.00 114 6" Minus - Baja Cresta Rubble (D) SF 160 $ 7.50 $ 1,200.00 $ 9.00 $ 1,440.00 $ 9.00 $ 1,440.00 $ 13.40 $ 2,144.00 $ 12.00 $ 1,920.00 $ 13.00 $ 2,080.00 115 Not Used $ - $ - $ - $ - $ - $ -
$ 661,832.50 $ 516,843.00 $ 554,841.00 $ 773,399.50 $ 487,434.50 $ 767,015.00 Item Item Description Unit Quantity Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost CV Link Trail Plan Items
116 Sawcut & Remove Conc. Slope Protection (D) SF 14,200 $ 3.50 $ 49,700.00 $ 2.20 $ 31,240.00 $ 2.00 $ 28,400.00 $ 1.50 $ 21,300.00 $ 5.00 $ 71,000.00 $ 2.70 $ 38,340.00 117 Concrete Slope Protections (D) CY 805 $ 520.00 $ 418,600.00 $ 710.00 $ 571,550.00 $ 1,200.00 $ 966,000.00 $ 880.00 $ 708,400.00 $ 1,150.00 $ 925,750.00 $ 1,100.00 $ 885,500.00 118 18" Storm Drain Outlet w/ Grate EA 1 $ 14,500.00 $ 14,500.00 $ 12,000.00 $ 12,000.00 $ 7,000.00 $ 7,000.00 $ 24,775.00 $ 24,775.00 $ 8,500.00 $ 8,500.00 $ 24,000.00 $ 24,000.00 119 18" HDPE N-12, WT Joint SD Pipe LF 58 $ 65.00 $ 3,770.00 $ 125.00 $ 7,250.00 $ 220.00 $ 12,760.00 $ 295.00 $ 17,110.00 $ 200.00 $ 11,600.00 $ 280.00 $ 16,240.00 120 Class 2 Aggregate Base (T= 4") SF 13,360 $ 1.20 $ 16,032.00 $ 2.30 $ 30,728.00 $ 3.00 $ 40,080.00 $ 4.30 $ 57,448.00 $ 2.00 $ 26,720.00 $ 1.20 $ 16,032.00 121 Concrete Trail (T= 6") SF 13,360 $ 15.00 $ 200,400.00 $ 7.00 $ 93,520.00 $ 11.00 $ 146,960.00 $ 13.00 $ 173,680.00 $ 6.00 $ 80,160.00 $ 12.00 $ 160,320.00 122 Curb Ramp (Case B, Type 1) EA 2 $ 8,000.00 $ 16,000.00 $ 8,500.00 $ 17,000.00 $ 7,000.00 $ 14,000.00 $ 9,390.00 $ 18,780.00 $ 3,500.00 $ 7,000.00 $ 8,000.00 $ 16,000.00 123 Metal Railing (Trail Retaining Walls) LF 274 $ 800.00 $ 219,200.00 $ 650.00 $ 178,100.00 $ 650.00 $ 178,100.00 $ 490.00 $ 134,260.00 $ 675.00 $ 184,950.00 $ 440.00 $ 120,560.00 124 Metal Railing (Trail Undercrossing) LF 730 $ 875.00 $ 638,750.00 $ 740.00 $ 540,200.00 $ 735.00 $ 536,550.00 $ 540.00 $ 394,200.00 $ 775.00 $ 565,750.00 $ 480.00 $ 350,400.00 125 Install City Furnished In Pavement Solar Guide Ligh EA 18 $ 325.00 $ 5,850.00 $ 350.00 $ 6,300.00 $ 355.00 $ 6,390.00 $ 670.00 $ 12,060.00 $ 650.00 $ 11,700.00 $ 400.00 $ 7,200.00 126 Thermoplastic Banding (Undercrossing) SF 1,588 $ 50.00 $ 79,400.00 $ 23.00 $ 36,524.00 $ 25.00 $ 39,700.00 $ 24.00 $ 38,112.00 $ 25.00 $ 39,700.00 $ 45.00 $ 71,460.00 127 6" Solid White Stripe (Paint) (Trail) LF 180 $ 3.00 $ 540.00 $ 6.00 $ 1,080.00 $ 7.00 $ 1,260.00 $ 6.25 $ 1,125.00 $ 6.00 $ 1,080.00 $ 1.50 $ 270.00 128 Paint Bridge Soffit & Exterior Girder LS 1 $ 11,500.00 $ 11,500.00 $ 50,000.00 $ 50,000.00 $ 10,000.00 $ 10,000.00 $ 38,750.00 $ 38,750.00 $ 25,000.00 $ 25,000.00 $ 27,000.00 $ 27,000.00 129 Furnish & Install Soffit Panels w/ Electrical Connecti LS 1 $ 130,000.00 $ 130,000.00 $ 10,000.00 $ 10,000.00 $ 2,600.00 $ 2,600.00 $ 43,500.00 $ 43,500.00 $ 135,000.00 $ 135,000.00 $ 140,000.00 $ 140,000.00 130 3" Schedule 40 PVC, CV Link Conduit LF 990 $ 16.00 $ 15,840.00 $ 30.00 $ 29,700.00 $ 32.00 $ 31,680.00 $ 38.00 $ 37,620.00 $ 35.00 $ 34,650.00 $ 30.00 $ 29,700.00 131 Pull Box No. 3.5 (PCC) EA 4 $ 700.00 $ 2,800.00 $ 700.00 $ 2,800.00 $ 750.00 $ 3,000.00 $ 600.00 $ 2,400.00 $ 550.00 $ 2,200.00 $ 800.00 $ 3,200.00 132 4" Thick Decomposed Granite (D) SF 6,400 $ 4.40 $ 28,160.00 $ 5.00 $ 32,000.00 $ 5.00 $ 32,000.00 $ 5.90 $ 37,760.00 $ 3.50 $ 22,400.00 $ 5.50 $ 35,200.00 133 Concrete Wedge Curb LF 288 $ 50.00 $ 14,400.00 $ 18.00 $ 5,184.00 $ 60.00 $ 17,280.00 $ 80.00 $ 23,040.00 $ 40.00 $ 11,520.00 $ 65.00 $ 18,720.00 CV Link Bridge Plan Items
134 Structure Excavation (Ret Wall #1 & 2) (F) (D) CY 368 $ 75.00 $ 27,600.00 $ 40.00 $ 14,720.00 $ 68.00 $ 25,024.00 $ 230.00 $ 84,640.00 $ 70.00 $ 25,760.00 $ 175.00 $ 64,400.00 135 Structure Backfill (Ret Wall #1 & 2) (F) (D) CY 501 $ 90.00 $ 45,090.00 $ 120.00 $ 60,120.00 $ 77.00 $ 38,577.00 $ 200.00 $ 100,200.00 $ 120.00 $ 60,120.00 $ 95.00 $ 47,595.00 Sub-Total Base Bid #2 Non-Federal Participating:
Sub-Total Base Bid #1 Federal Participating:
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Bid Opening Date: 10/5/2022 Dune Palms Bridge Improvements Improvements City Project No. 2011-05
Attachment 2 - Bid Comparison
Item Item Description Unit Quantity Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Engineer's Estimate Ortiz Enterprises, Inc. MCM Construction, Inc. Griffith Company Riverside Construction Company, Inc. Ames Construction, Inc. 136 Structure Concrete (Ret Wall #1 & 2) (F) (D) CY 201 $ 900.00 $ 180,900.00 $ 1,200.00 $ 241,200.00 $ 800.00 $ 160,800.00 $ 970.00 $ 194,970.00 $ 1,150.00 $ 231,150.00 $ 1,400.00 $ 281,400.00 137 Bar Reinforcing Steel (Ret Wall #1 & 2) (D) LB 20,001 $ 1.25 $ 25,001.25 $ 2.10 $ 42,002.10 $ 2.00 $ 40,002.00 $ 3.00 $ 60,003.00 $ 2.00 $ 40,002.00 $ 2.50 $ 50,002.50 $ 2,144,033.25 $ 2,013,218.10 $ 2,338,163.00 $ 2,224,133.00 $ 2,521,712.00 $ 2,403,539.50 Item Item Description Unit Quantity Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost 138 Dry Utility Trenching LF 900 $ 140.00 $ 126,000.00 $ 55.00 $ 49,500.00 $ 60.00 $ 54,000.00 $ 91.00 $ 81,900.00 $ 85.00 $ 76,500.00 $ 65.00 $ 58,500.00 139 Large Vault Per IID Standard EA 1 $ 12,000.00 $ 12,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ 25,000.00 $ 52,500.00 $ 52,500.00 $ 50,000.00 $ 50,000.00 $ 24,000.00 $ 24,000.00 140 3" Sch. 40 PVC, IID Conduit LF 30 $ 11.00 $ 330.00 $ 15.00 $ 450.00 $ 15.00 $ 450.00 $ 36.00 $ 1,080.00 $ 35.00 $ 1,050.00 $ 18.00 $ 540.00 141 4" Sch. 40 PVC, IID Conduit LF 100 $ 13.00 $ 1,300.00 $ 18.00 $ 1,800.00 $ 20.00 $ 2,000.00 $ 38.00 $ 3,800.00 $ 35.00 $ 3,500.00 $ 24.00 $ 2,400.00 142 5" Sch. 40 PVC, IID Conduit LF 520 $ 15.00 $ 7,800.00 $ 21.00 $ 10,920.00 $ 22.00 $ 11,440.00 $ 45.70 $ 23,764.00 $ 45.00 $ 23,400.00 $ 30.00 $ 15,600.00 143 6" Sch. 40 PVC, IID Conduit LF 4,000 $ 17.00 $ 68,000.00 $ 28.00 $ 112,000.00 $ 30.00 $ 120,000.00 $ 39.35 $ 157,400.00 $ 38.00 $ 152,000.00 $ 33.00 $ 132,000.00 144 5" Riser for Pole EA 1 $ 1,200.00 $ 1,200.00 $ 2,500.00 $ 2,500.00 $ 2,600.00 $ 2,600.00 $ 3,750.00 $ 3,750.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 145 Transformer Pad (Single Phase) Per IID Standard EA 1 $ 3,200.00 $ 3,200.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 3,000.00 $ 20,550.00 $ 20,550.00 $ 15,000.00 $ 15,000.00 $ 4,000.00 $ 4,000.00 $ 219,830.00 $ 205,170.00 $ 218,490.00 $ 344,744.00 $ 324,450.00 $ 240,040.00
BID ALTERNATIVE A - ROADWAY
Item Item Description Unit Quantity Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost 146 Crack Seal & Type II Slurry Seal SF 136,650 $ 1.00 $ 136,650.00 $ 0.35 $ 47,827.50 $ 1.00 $ 136,650.00 $ 1.15 $ 157,147.50 $ 1.00 $ 136,650.00 $ 1.00 $ 136,650.00 $ 136,650.00 $ 47,827.50 $ 136,650.00 $ 157,147.50 $ 136,650.00 $ 136,650.00
BID ALTERNATIVE B - CVWD SEWER ADJUSTMENTS
Item Item Description Unit Quantity Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost 147 Adjust to Grade Sewer Manhole Lid & Frame to
Grade EA 2 $ 3,500.00 $ 7,000.00 $ 750.00 $ 1,500.00 $ 3,000.00 $ 6,000.00 $ 4,130.00 $ 8,260.00 $ 2,000.00 $ 4,000.00 $ 1,600.00 $ 3,200.00 148 Adjust Sewer Cleanout to Grade EA 1 $ 1,500.00 $ 1,500.00 $ 500.00 $ 500.00 $ 1,000.00 $ 1,000.00 $ 2,280.00 $ 2,280.00 $ 1,200.00 $ 1,200.00 $ 1,650.00 $ 1,650.00 149 Relocate Sewer Cleanout EA 1 $ 3,500.00 $ 3,500.00 $ 3,900.00 $ 3,900.00 $ 5,000.00 $ 5,000.00 $ 7,810.00 $ 7,810.00 $ 4,000.00 $ 4,000.00 $ 3,800.00 $ 3,800.00 150 Reconstruct Sewer Manhole LF 13 $ 2,000.00 $ 26,000.00 $ 3,900.00 $ 50,700.00 $ 1,200.00 $ 15,600.00 $ 575.00 $ 7,475.00 $ 1,500.00 $ 19,500.00 $ 1,600.00 $ 20,800.00 $ 38,000.00 $ 56,600.00 $ 27,600.00 $ 25,825.00 $ 28,700.00 $ 29,450.00
BID ALTERNATIVE C - CVWD WATER ADJUSTMENT
Item Item Description Unit Quantity Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost 151 Adjust to Grade, Walter Valve Can and Lid EA 8 $ 1,700.00 $ 13,600.00 $ 500.00 $ 4,000.00 $ 6,500.00 $ 52,000.00 $ 2,700.00 $ 21,600.00 $ 1,200.00 $ 9,600.00 $ 1,200.00 $ 9,600.00 $ 13,600.00 $ 4,000.00 $ 52,000.00 $ 21,600.00 $ 9,600.00 $ 9,600.00
BID ALTERNATIVE D - CVWD WATER RELOCATION
Item Item Description Unit Quantity Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost Unit Price Total Cost 152 Relocate Air Vac Assembly EA 2 $ 3,500.00 $ 7,000.00 $ 4,500.00 $ 9,000.00 $ 8,000.00 $ 16,000.00 $ 10,300.00 $ 20,600.00 $ 7,500.00 $ 15,000.00 $ 3,800.00 $ 7,600.00 $ 7,000.00 $ 9,000.00 $ 16,000.00 $ 20,600.00 $ 15,000.00 $ 7,600.00 $ 17,718,044.50 $ 21,635,759.60 $ 22,069,640.00 $ 23,450,459.50 $ 23,489,250.50 $ 25,310,592.80 Miscalculations and rounding errors
Sub-Total Base Bid #3 CV Link:
Sub-Total Bid Alternative C - CVWD Water Adjustment:
Sub-Total Base Bid #4 Underground Electrical System:
Sub-Total Bid Alternative A - Roadway:
Sub-Total Bid Alternative B - CVWD Sewer Adjustments:
Sub-Total Bid Alternative D - CVWD Water Relocation:
Grand Total of Base Bids #1-4 and Alternates A-D:
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City of La Quinta
CITY COUNCIL MEETING: October 18, 2022
STAFF REPORT
AGENDA TITLE: APPROVE AGREEMENT FOR CONTRACT SERVICES WITH RINCON CONSULTANTS, INC. FOR GEOGRAPHIC INFORMATION SYSTEMS
PROFESSIONAL SERVICES
RECOMMENDATION
Approve agreement for contract services with Rincon Consultants, Inc. for the purchase, implementation, and maintenance of Geographic Information Systems software and provide annual support for a total not to exceed amount of $285,000 for a five-year term; and authorize the City Manager to execute the agreement.
EXECUTIVE SUMMARY
• A Geographic Information System (GIS) is a system that creates, manages, analyzes, and maps all types of data.
• GIS is an integral part of applications used by all City departments and requires continuous system upgrades and data improvements to remain current.
• In August of 2022, the City issued a Request for Proposals (RFP) for GIS services; twelve firms responded, and three were selected by staff for interviews.
• After extensive review of services provided by all firms, implementation strategies, and longevity of software and support to serve the City’s growing needs, Rincon Consultants, Inc. (Rincon) was selected (Attachment 1).
FISCAL IMPACT
The not to exceed amount for this Contract is $285,000 over a five-year term.
The initial implementation cost will be $100,000, to be charged to Account No. 502-0000-71049, Software Implementation/Enhancements. The annual recurring fee of $30,000 for maintenance and software updates, as well as a BUSINESS SESSION ITEM NO. 3
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contingency budget of $7,000 annually, will be charged to Account No. 502- 0000-60301, Software Licenses, for this year and all remaining fiscal years.
Contract Services One Time
Fees
Annually
Recurring Fees
Contingency
Budget
GIS Program
Development and
Implementation
$67,000
(446
Hours)
Hardware and Software
Upgrades/Solutions
$33,000
(210
Hours)
Ongoing Maintenance $30,000/year
($150k Total)
Contingency Budget
(Over Five Years)
$7,000/year
($35k Total)
Annual Contract Costs
Year One $130,000
Year Two $30,000
Year Three $30,000
Year Four $30,000
Year Five $30,000
Contract Total $250,000
*Contingency Budget of $7k/Year not reflected as part of Consultant Services
BACKGROUND/ANALYSIS
Development and administration of an enterprise GIS is imperative for the success of important departmental systems such as:
- Recently acquired Tyler Enterprise Permitting and Licensing software (Design and Development Department)
- Anticipated Enterprise Asset Management system (Public Works) - Code Compliance, Landscaping, Facilities and Maintenance Requests (Public Works)
- Utility Inspection and Cataloguing system of Various Assets (Public Works)
- GPS and Open-Data Collection tools (Public Works)
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- Bike and Hiking Trails, Economic Development/Commercial Center Information, Miscellaneous Special Project Information, Affordable Housing Resource Maps, Marketing Information, Events, and more (City Manager’s Office and Community Resources)
The City Manager’s Office, responsible for oversight of IT, software support, and maintenance, coordinated an RFP that outlined the necessary upgrade requirements to address GIS needs. Responses were considered by their method of implementation, data conversion, security standards, ease of access for the public, maintenance and support, customization, and recurring costs. Rincon was selected based on its proposed work plan and the competitive pricing package, both of which best fit the City’s needs and budget.
Development of an enterprise GIS will focus on creating and maintaining appropriate data layers while also:
• centralizing the data;
• assigning ownership of systems and data;
• creating a master plan for layer creation and update; • developing consistent data standards and naming conventions; and • ensuring data, metadata, and maps are kept up to date, trustworthy, and useful for both public and staff use.
If approved, several new and existing services with improved capabilities will be added for staff and the general public.
Rincon Team GIS Existing GIS
Location and Spatial Analytics
Analytics for reports
and mapping
unavailable
GIS Integration for Permitting Software Unavailable GIS Integration
Economic Data Reporting Currently not available
Mapping of critical development
information: General Plan, Zoning, Specific
Plans, Municipal Code Restrictions
Layering Incomplete
Infrastructure Mapping: Roads, Utilities,
Parks, Trails, Resources
Lack of Public
Accessibility and
Information
Staff anticipates an overall cost savings of $30,000 over the five-year term by hiring Rincon, which provides a full firm of professionals, rather than continuing with the current staffing of one temporary employee. 167 CLICK HERE to Return to Agenda
ALTERNATIVES
Council could elect not to approve the agreement or modify the terms of the proposed scope of work.
Prepared by: Doug Kinley III, Management Analyst
Approved by: Jon McMillen, City Manager
Attachments: 1. Rincon Consultants, Inc. Agreement for Contract Services 168 CLICK HERE to Return to Agenda
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ATTACHMENT 1
AGREEMENT FOR CONTRACT SERVICES
THIS AGREEMENT FOR CONTRACT SERVICES (the “Agreement”) is made and entered into by and between the CITY OF LA QUINTA, (“City”), a California municipal corporation, and Rincon Consultants, Inc., a California Corporation (“Contracting Party”). The parties hereto agree as follows:
1. SERVICES OF CONTRACTING PARTY.
1.1 Scope of Services. In compliance with all terms and conditions of this Agreement, Contracting Party shall provide those services related to Geographic Information System (GIS) Technical Support Services, as specified in the “Scope of Services” attached hereto as “Exhibit A” and incorporated herein by this reference (the “Services”). Contracting Party represents and warrants that Contracting Party is a provider of first-class work and/or services and Contracting Party is experienced in performing the Services contemplated herein and, in light of such status and experience, Contracting Party covenants that it shall follow industry standards in performing the Services required hereunder, and that all materials, if any, will be of good quality, fit for the purpose intended. For purposes of this Agreement, the phrase “industry standards” shall mean those standards of practice recognized by one or more first-class firms performing similar services under similar circumstances.
1.2 Compliance with Law. All Services rendered hereunder shall be provided in accordance with all ordinances, resolutions, statutes, rules, regulations, and laws of the City and any Federal, State, or local governmental agency of competent jurisdiction.
1.3 Wage and Hour Compliance, Contracting Party shall comply with applicable Federal, State, and local wage and hour laws.
1.4 Licenses, Permits, Fees and Assessments. Except as otherwise specified herein, Contracting Party shall obtain at its sole cost and expense such licenses, permits, and approvals as may be required by law for the performance of the Services required by this Agreement, including a City of La Quinta business license. Contracting Party and its employees, agents, and subcontractors shall, at their sole cost and expense, keep in effect at all times during the term of this Agreement any licenses, permits, and approvals that are legally required for the performance of the Services required by this Agreement. Contracting Party shall have the sole obligation to pay for any fees, assessments, and taxes, plus applicable penalties and interest, which may be imposed by law and arise from or are necessary for the performance 169 CLICK HERE to Return to Agenda
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of the Services required by this Agreement, and shall indemnify, defend (with counsel selected by City), and hold City, its elected officials, officers, employees, and agents, free and harmless against any such fees, assessments, taxes, penalties, or interest levied, assessed, or imposed against City hereunder. Contracting Party shall be responsible for all subcontractors’ compliance with this Section.
1.5 Familiarity with Work. By executing this Agreement, Contracting Party warrants that (a) it has thoroughly investigated and considered the Services to be performed, (b) it has investigated the site where the Services are to be performed, if any, and fully acquainted itself with the conditions there existing, (c) it has carefully considered how the Services should be performed, and (d) it fully understands the facilities, difficulties, and restrictions attending performance of the Services under this Agreement.
Should Contracting Party discover any latent or unknown conditions materially differing from those inherent in the Services or as represented by City, Contracting Party shall immediately inform City of such fact and shall not proceed except at Contracting Party’s risk until written instructions are received from the Contract Officer, or assigned designee (as defined in Section 4.2 hereof).
1.6 Standard of Care. Contracting Party acknowledges and understands that the Services contracted for under this Agreement require specialized skills and abilities and that, consistent with this understanding, Contracting Party’s work will be held to an industry standard of quality and workmanship. Consistent with Section 1.5 hereinabove, Contracting Party represents to City that it holds the necessary skills and abilities to satisfy the industry standard of quality as set forth in this Agreement. Contracting Party shall adopt reasonable methods during the life of this Agreement to furnish continuous protection to the Services performed by Contracting Party, and the equipment, materials, papers, and other components thereof to prevent losses or damages, and shall be responsible for all such damages, to persons or property, until acceptance of the Services by City, except such losses or damages as may be caused by City’s own negligence. The performance of Services by Contracting Party shall not relieve Contracting Party from any obligation to correct any incomplete, inaccurate, or defective work at no further cost to City, when such inaccuracies are due to the negligence of Contracting Party.
1.7 Additional Services. In accordance with the terms and conditions of this Agreement, Contracting Party shall perform services in addition to those specified in the Scope of Services (“Additional Services”) only when directed to do so by the Contract Officer, or assigned designee, provided that Contracting Party shall not be required to perform any Additional Services 170 CLICK HERE to Return to Agenda
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without compensation. Contracting Party shall not perform any Additional Services until receiving prior written authorization (in the form of a written change order if Contracting Party is a contractor performing the Services) from the Contract Officer, or assigned designee, incorporating therein any adjustment in (i) the Contract Sum, and/or (ii) the time to perform this Agreement, which said adjustments are subject to the written approval of Contracting Party. It is expressly understood by Contracting Party that the provisions of this Section shall not apply to the Services specifically set forth in the Scope of Services or reasonably contemplated therein. It is specifically understood and agreed that oral requests and/or approvals of Additional Services shall be barred and are unenforceable. Failure of Contracting Party to secure the Contract Officer’s or assigned designee’s written authorization for Additional Services shall constitute a waiver of any and all right to adjustment of the Contract Sum or time to perform this Agreement, whether by way of compensation, restitution, quantum meruit, or the like, for Additional Services provided without the appropriate authorization from the Contract Officer or assigned designee. Compensation for properly authorized Additional Services shall be made in accordance with Section 2.3 of this Agreement.
1.8 Special Requirements. Additional terms and conditions of this Agreement, if any, which are made a part hereof are set forth in “Exhibit D” (the “Special Requirements”), which is incorporated herein by this reference and expressly made a part hereof. In the event of a conflict between the provisions of the Special Requirements and any other provisions of this Agreement, the provisions of the Special Requirements shall govern.
2. COMPENSATION.
2.1 Contract Sum. For the Services rendered pursuant to this Agreement, Contracting Party shall be compensated in accordance with “Exhibit B” (the “Schedule of Compensation”) in a total amount not to exceed Two Hundred Eighty-Five Thousand Dollars ($285,000) for the life of the Agreement, encompassing the initial and any extended terms (the “Contract Sum”), except as provided in Section 1.7. The method of compensation set forth in the Schedule of Compensation may include a lump sum payment upon completion, payment in accordance with the percentage of completion of the Services, payment for time and materials based upon Contracting Party’s rate schedule, but not exceeding the Contract Sum, or such other reasonable methods as may be specified in the Schedule of Compensation. The Contract Sum shall include the attendance of Contracting Party at all project meetings reasonably deemed necessary by City; Contracting Party shall not be entitled to any additional compensation for attending said meetings. Compensation may include reimbursement for actual and necessary expenditures for 171 CLICK HERE to Return to Agenda
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reproduction costs, transportation expense, telephone expense, and similar costs and expenses when and if specified in the Schedule of Compensation.
Regardless of the method of compensation set forth in the Schedule of Compensation, Contracting Party’s overall compensation shall not exceed the Contract Sum, except as provided in Section 1.7 of this Agreement.
2.2 Method of Billing & Payment. Any month in which Contracting Party wishes to receive payment, Contracting Party shall submit to City no later than the tenth (10th) working day of such month, in the form approved by City’s Finance Director, an invoice for Services rendered prior to the date of the invoice. Such invoice shall (1) describe in detail the Services provided, including time and materials, and (2) specify each staff member who has provided Services and the number of hours assigned to each such staff member. Such invoice shall contain a certification by a principal member of Contracting Party specifying that the payment requested is for Services performed in accordance with the terms of this Agreement. Upon approval in writing by the Contract Officer, or assigned designee, and subject to retention pursuant to Section 8.3, City will pay Contracting Party for all items stated thereon which are approved by City pursuant to this Agreement no later than thirty (30) days after invoices are received by the City’s Finance Department.
2.3 Compensation for Additional Services. Additional Services approved in advance by the Contract Officer, or assigned designee, pursuant to Section 1.7 of this Agreement shall be paid for in an amount agreed to in writing by both City and Contracting Party in advance of the Additional Services being rendered by Contracting Party. Any compensation for Additional Services amounting to five percent (5%) or less of the Contract Sum may be approved by the Contract Officer, or assigned designee. Any greater amount of compensation for Additional Services must be approved by the La Quinta City Council, the City Manager, or Department Director, depending upon City laws, regulations, rules and procedures concerning public contracting. Under no circumstances shall Contracting Party receive compensation for any Additional Services unless prior written approval for the Additional Services is obtained from the Contract Officer, or assigned designee, pursuant to Section 1.7 of this Agreement.
3. PERFORMANCE SCHEDULE.
3.1 Time of Essence. Time is of the essence in the performance of this Agreement. If the Services not completed in accordance with the Schedule of Performance, as set forth in Section 3.2 and “Exhibit C”, it is understood that the City will suffer damage.
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3.2 Schedule of Performance. All Services rendered pursuant to this Agreement shall be performed diligently and within the time period established in “Exhibit C” (the “Schedule of Performance”). Extensions to the time period specified in the Schedule of Performance may be approved in writing by the Contract Officer, or assigned designee.
3.3 Force Majeure. The time period specified in the Schedule of Performance for performance of the Services rendered pursuant to this Agreement shall be extended because of any delays due to unforeseeable causes beyond the control and without the fault or negligence of Contracting Party, including, but not restricted to, acts of God or of the public enemy, fires, earthquakes, floods, epidemic, quarantine restrictions, riots, strikes, freight embargoes, acts of any governmental agency other than City, and unusually severe weather, if Contracting Party shall within ten (10) days of the commencement of such delay notify the Contract Officer, or assigned designee, in writing of the causes of the delay. The Contract Officer, or assigned designee, shall ascertain the facts and the extent of delay, and extend the time for performing the Services for the period of the forced delay when and if in the Contract Officer’s judgment such delay is justified, and the Contract Officer’s determination, or assigned designee, shall be final and conclusive upon the parties to this Agreement. Extensions to time period in the Schedule of Performance which are determined by the Contract Officer, or assigned designee, to be justified pursuant to this Section shall not entitle the Contracting Party to additional compensation in excess of the Contract Sum.
3.4 Term. Unless earlier terminated in accordance with the provisions in Article 8.0 of this Agreement, the term of this agreement shall commence on November 1, 2022, and terminate on June 30, 2027 (“Initial Term”).
4. COORDINATION OF WORK.
4.1 Representative of Contracting Party. The following principals of Contracting Party (“Principals”) are hereby designated as being the principals and representatives of Contracting Party authorized to act in its behalf with respect to the Services specified herein and make all decisions in connection therewith:
(a) Name: Craig Huff, Chief Information and Security Officer Tel No: 805-547-9000
E-mail: [email protected]
(b) Name: Jon Montgomery, GIS Manager
Tel No: 805-947-4833
Email: [email protected]
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It is expressly understood that the experience, knowledge, capability, and reputation of the foregoing Principals were a substantial inducement for City to enter into this Agreement. Therefore, the foregoing Principals shall be responsible during the term of this Agreement for directing all activities of Contracting Party and devoting sufficient time to personally supervise the Services hereunder. For purposes of this Agreement, the foregoing Principals may not be changed by Contracting Party and no other personnel may be assigned to perform the Services required hereunder without the express written approval of City.
4.2 Contract Officer. The “Contract Officer”, otherwise known as Gilbert Villalpando, Director, City Manager’s Office or assigned designee may be designated in writing by the City Manager of the City. It shall be Contracting Party’s responsibility to assure that the Contract Officer, or assigned designee, is kept informed of the progress of the performance of the Services, and Contracting Party shall refer any decisions, that must be made by City to the Contract Officer, or assigned designee. Unless otherwise specified herein, any approval of City required hereunder shall mean the approval of the Contract Officer, or assigned designee. The Contract Officer, or assigned designee, shall have authority to sign all documents on behalf of City required hereunder to carry out the terms of this Agreement.
4.3 Prohibition Against Subcontracting or Assignment. The experience, knowledge, capability, and reputation of Contracting Party, its principals, and its employees were a substantial inducement for City to enter into this Agreement. Except as set forth in this Agreement, Contracting Party shall not contract or subcontract with any other entity to perform in whole or in part the Services required hereunder without the express written approval of City. In addition, neither this Agreement nor any interest herein may be transferred, assigned, conveyed, hypothecated, or encumbered, voluntarily or by operation of law, without the prior written approval of City. Transfers restricted hereunder shall include the transfer to any person or group of persons acting in concert of more than twenty five percent (25%) of the present ownership and/or control of Contracting Party, taking all transfers into account on a cumulative basis. Any attempted or purported assignment or contracting or subcontracting by Contracting Party without City’s express written approval shall be null, void, and of no effect. No approved transfer shall release Contracting Party of any liability hereunder without the express consent of City.
4.4 Independent Contractor. Neither City nor any of its employees shall have any control over the manner, mode, or means by which Contracting Party, its agents, or its employees, perform the Services required herein, except as otherwise set forth herein. City shall have no voice in the selection, 174 CLICK HERE to Return to Agenda
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discharge, supervision, or control of Contracting Party’s employees, servants, representatives, or agents, or in fixing their number or hours of service.
Contracting Party shall perform all Services required herein as an independent contractor of City and shall remain at all times as to City a wholly independent contractor with only such obligations as are consistent with that role.
Contracting Party shall not at any time or in any manner represent that it or any of its agents or employees are agents or employees of City. City shall not in any way or for any purpose become or be deemed to be a partner of Contracting Party in its business or otherwise or a joint venture or a member of any joint enterprise with Contracting Party. Contracting Party shall have no power to incur any debt, obligation, or liability on behalf of City.
Contracting Party shall not at any time or in any manner represent that it or any of its agents or employees are agents or employees of City. Except for the Contract Sum paid to Contracting Party as provided in this Agreement, City shall not pay salaries, wages, or other compensation to Contracting Party for performing the Services hereunder for City. City shall not be liable for compensation or indemnification to Contracting Party for injury or sickness arising out of performing the Services hereunder. Notwithstanding any other City, state, or federal policy, rule, regulation, law, or ordinance to the contrary, Contracting Party and any of its employees, agents, and subcontractors providing services under this Agreement shall not qualify for or become entitled to any compensation, benefit, or any incident of employment by City, including but not limited to eligibility to enroll in the California Public Employees Retirement System (“PERS”) as an employee of City and entitlement to any contribution to be paid by City for employer contributions and/or employee contributions for PERS benefits. Contracting Party agrees to pay all required taxes on amounts paid to Contracting Party under this Agreement, and to indemnify and hold City harmless from any and all taxes, assessments, penalties, and interest asserted against City by reason of the independent contractor relationship created by this Agreement.
Contracting Party shall fully comply with the workers’ compensation laws regarding Contracting Party and Contracting Party’s employees. Contracting Party further agrees to indemnify and hold City harmless from any failure of Contracting Party to comply with applicable workers’ compensation laws. City shall have the right to offset against the amount of any payment due to Contracting Party under this Agreement any amount due to City from Contracting Party as a result of Contracting Party’s failure to promptly pay to City any reimbursement or indemnification arising under this Section.
4.5 Identity of Persons Performing Work. Contracting Party represents that it employs or will employ at its own expense all personnel required for the satisfactory performance of any and all of the Services set forth herein. Contracting Party represents that the Services required herein will be performed by Contracting Party or under its direct supervision, and 175 CLICK HERE to Return to Agenda
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that all personnel engaged in such work shall be fully qualified and shall be authorized and permitted under applicable State and local law to perform such tasks and services.
4.6 City Cooperation. City shall provide Contracting Party with any plans, publications, reports, statistics, records, or other data or information pertinent to the Services to be performed hereunder which are reasonably available to Contracting Party only from or through action by City.
5. INSURANCE.
5.1 Insurance. Prior to the beginning of any Services under this Agreement and throughout the duration of the term of this Agreement, Contracting Party shall procure and maintain, at its sole cost and expense, and submit concurrently with its execution of this Agreement, policies of insurance as set forth in “Exhibit E” (the “Insurance Requirements”) which is incorporated herein by this reference and expressly made a part hereof.
5.2 Proof of Insurance. Contracting Party shall provide Certificate of Insurance to Agency along with all required endorsements. Certificate of Insurance and endorsements must be approved by Agency’s Risk Manager prior to commencement of performance.
6. INDEMNIFICATION.
6.1 Indemnification. To the fullest extent permitted by law, Contracting Party shall indemnify, protect, defend (with counsel selected by City), and hold harmless City and any and all of its officers, employees, agents, and volunteers as set forth in “Exhibit F” (“Indemnification”) which is incorporated herein by this reference and expressly made a part hereof.
7. RECORDS AND REPORTS.
7.1 Reports. Contracting Party shall periodically prepare and submit to the Contract Officer, or assigned designee, such reports concerning Contracting Party’s performance of the Services required by this Agreement as the Contract Officer, or assigned designee, shall require. Contracting Party hereby acknowledges that City is greatly concerned about the cost of the Services to be performed pursuant to this Agreement. For this reason, Contracting Party agrees that if Contracting Party becomes aware of any facts, circumstances, techniques, or events that may or will materially increase or decrease the cost of the Services contemplated herein or, if Contracting Party is providing design services, the cost of the project being designed, Contracting Party shall promptly notify the Contract Officer, or assigned designee, of said fact, circumstance, technique, or event and the estimated 176 CLICK HERE to Return to Agenda
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increased or decreased cost related thereto and, if Contracting Party is providing design services, the estimated increased or decreased cost estimate for the project being designed.
7.2 Records. Contracting Party shall keep, and require any subcontractors to keep, such ledgers, books of accounts, invoices, vouchers, canceled checks, reports (including but not limited to payroll reports), studies, or other documents relating to the disbursements charged to City and the Services performed hereunder (the “Books and Records”), as shall be necessary to perform the Services required by this Agreement and enable the Contract Officer, or assigned designee, to evaluate the performance of such Services. Any and all such Books and Records shall be maintained in accordance with generally accepted accounting principles and shall be complete and detailed. The Contract Officer, or assigned designee, shall have full and free access to such Books and Records at all times during normal business hours of City, including the right to inspect, copy, audit, and make records and transcripts from such Books and Records. Such Books and Records shall be maintained for a period of three (3) years following completion of the Services hereunder, and City shall have access to such Books and Records in the event any audit is required. In the event of dissolution of Contracting Party’s business, custody of the Books and Records may be given to City, and access shall be provided by Contracting Party’s successor in interest. Under California Government Code Section 8546.7, if the amount of public funds expended under this Agreement exceeds Ten Thousand Dollars ($10,000.00), this Agreement shall be subject to the examination and audit of the State Auditor, at the request of City or as part of any audit of City, for a period of three (3) years after final payment under this Agreement.
7.3 Ownership of Documents. All drawings, specifications, maps, designs, photographs, studies, surveys, data, notes, computer files, reports, records, documents, and other materials plans, drawings, estimates, test data, survey results, models, renderings, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings, digital renderings, or data stored digitally, magnetically, or in any other medium prepared or caused to be prepared by Contracting Party, its employees, subcontractors, and agents in the performance of this Agreement (the “Documents and Materials”) shall be the property of City and shall be delivered to City upon request of the Contract Officer, or assigned designee, or upon the expiration or termination of this Agreement, and Contracting Party shall have no claim for further employment or additional compensation as a result of the exercise by City of its full rights of ownership use, reuse, or assignment of the Documents and Materials hereunder. Any use, reuse or assignment of such completed Documents and 177 CLICK HERE to Return to Agenda
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Materials for other projects and/or use of uncompleted documents without specific written authorization by Contracting Party will be at City’s sole risk and without liability to Contracting Party, and Contracting Party’s guarantee and warranties shall not extend to such use, revise, or assignment.
Contracting Party may retain copies of such Documents and Materials for its own use. Contracting Party shall have an unrestricted right to use the concepts embodied therein. All subcontractors shall provide for assignment to City of any Documents and Materials prepared by them, and in the event Contracting Party fails to secure such assignment, Contracting Party shall indemnify City for all damages resulting therefrom.
7.4 In the event City or any person, firm, or corporation authorized by City reuses said Documents and Materials without written verification or adaptation by Contracting Party for the specific purpose intended and causes to be made or makes any changes or alterations in said Documents and Materials, City hereby releases, discharges, and exonerates Contracting Party from liability resulting from said change. The provisions of this clause shall survive the termination or expiration of this Agreement and shall thereafter remain in full force and effect.
7.5 Licensing of Intellectual Property. This Agreement creates a nonexclusive and perpetual license for City to copy, use, modify, reuse, or sublicense any and all copyrights, designs, rights of reproduction, and other intellectual property embodied in the Documents and Materials. Contracting Party shall require all subcontractors, if any, to agree in writing that City is granted a non-exclusive and perpetual license for the Documents and Materials the subcontractor prepares under this Agreement. Contracting Party represents and warrants that Contracting Party has the legal right to license any and all of the Documents and Materials. Contracting Party makes no such representation and warranty in regard to the Documents and Materials which were prepared by design professionals other than Contracting Party or provided to Contracting Party by City. City shall not be limited in any way in its use of the Documents and Materials at any time, provided that any such use not within the purposes intended by this Agreement shall be at City’s sole risk.
7.6 Release of Documents. The Documents and Materials shall not be released publicly without the prior written approval of the Contract Officer, or assigned designee, or as required by law. Contracting Party shall not disclose to any other entity or person any information regarding the activities of City, except as required by law or as authorized by City.
7.7 Confidential or Personal Identifying Information. Contracting Party covenants that all City data, data lists, trade secrets, documents with personal identifying information, documents that are not public records, draft 178 CLICK HERE to Return to Agenda
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documents, discussion notes, or other information, if any, developed or received by Contracting Party or provided for performance of this Agreement are deemed confidential and shall not be disclosed by Contracting Party to any person or entity without prior written authorization by City or unless required by law. City shall grant authorization for disclosure if required by any lawful administrative or legal proceeding, court order, or similar directive with the force of law. All City data, data lists, trade secrets, documents with personal identifying information, documents that are not public records, draft documents, discussions, or other information shall be returned to City upon the termination or expiration of this Agreement. Contracting Party’s covenant under this section shall survive the termination or expiration of this Agreement.
8. ENFORCEMENT OF AGREEMENT.
8.1 California Law. This Agreement shall be interpreted, construed, and governed both as to validity and to performance of the parties in accordance with the laws of the State of California. Legal actions concerning any dispute, claim, or matter arising out of or in relation to this Agreement shall be instituted in the Superior Court of the County of Riverside, State of California, or any other appropriate court in such county, and Contracting Party covenants and agrees to submit to the personal jurisdiction of such court in the event of such action.
8.2 Disputes. In the event of any dispute arising under this Agreement, the injured party shall notify the injuring party in writing of its contentions by submitting a claim therefore. The injured party shall continue performing its obligations hereunder so long as the injuring party commences to cure such default within ten (10) days of service of such notice and completes the cure of such default within forty-five (45) days after service of the notice, or such longer period as may be permitted by the Contract Officer, or assigned designee; provided that if the default is an immediate danger to the health, safety, or general welfare, City may take such immediate action as City deems warranted. Compliance with the provisions of this Section shall be a condition precedent to termination of this Agreement for cause and to any legal action, and such compliance shall not be a waiver of any party’s right to take legal action in the event that the dispute is not cured, provided that nothing herein shall limit City’s right to terminate this Agreement without cause pursuant to this Article 8.0. During the period of time that Contracting Party is in default, City shall hold all invoices and shall, when the default is cured, proceed with payment on the invoices. In the alternative, City may, in its sole discretion, elect to pay some or all of the outstanding invoices during any period of default.
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8.3 Retention of Funds. City may withhold from any monies payable to Contracting Party sufficient funds to compensate City for any losses, costs, liabilities, or damages it reasonably believes were suffered by City due to the default of Contracting Party in the performance of the Services required by this Agreement.
8.4 Waiver. No delay or omission in the exercise of any right or remedy of a non-defaulting party on any default shall impair such right or remedy or be construed as a waiver. City’s consent or approval of any act by Contracting Party requiring City’s consent or approval shall not be deemed to waive or render unnecessary City’s consent to or approval of any subsequent act of Contracting Party. Any waiver by either party of any default must be in writing and shall not be a waiver of any other default concerning the same or any other provision of this Agreement.
8.5 Rights and Remedies are Cumulative. Except with respect to rights and remedies expressly declared to be exclusive in this Agreement, the rights and remedies of the parties are cumulative and the exercise by either party of one or more of such rights or remedies shall not preclude the exercise by it, at the same or different times, of any other rights or remedies for the same default or any other default by the other party.
8.6 Legal Action. In addition to any other rights or remedies, either party may take legal action, at law or at equity, to cure, correct, or remedy any default, to recover damages for any default, to compel specific performance of this Agreement, to obtain declaratory or injunctive relief, or to obtain any other remedy consistent with the purposes of this Agreement.
8.7 Termination Prior To Expiration of Term. This Section shall govern any termination of this Agreement, except as specifically provided in the following Section for termination for cause. City reserves the right to terminate this Agreement at any time, with or without cause, upon thirty (30) days’ written notice to Contracting Party. Upon receipt of any notice of termination, Contracting Party shall immediately cease all Services hereunder except such as may be specifically approved by the Contract Officer, or assigned designee. Contracting Party shall be entitled to compensation for all Services rendered prior to receipt of the notice of termination and for any Services authorized by the Contract Officer, or assigned designee, thereafter in accordance with the Schedule of Compensation or such as may be approved by the Contract Officer, or assigned designee, except amounts held as a retention pursuant to this Agreement.
8.8 Termination for Default of Contracting Party. If termination is due to the failure of Contracting Party to fulfill its obligations under this Agreement, Contracting Party shall vacate any City-owned property which Contracting 180 CLICK HERE to Return to Agenda
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Party is permitted to occupy hereunder and City may, after compliance with the provisions of Section 8.2, take over the Services and prosecute the same to completion by contract or otherwise, and Contracting Party shall be liable to the extent that the total cost for completion of the Services required hereunder exceeds the compensation herein stipulated (provided that City shall use reasonable efforts to mitigate such damages), and City may withhold any payments to Contracting Party for the purpose of setoff or partial payment of the amounts owed City.
8.9 Attorneys’ Fees. If either party to this Agreement is required to initiate or defend or made a party to any action or proceeding in any way connected with this Agreement, the prevailing party in such action or proceeding, in addition to any other relief which may be granted, whether legal or equitable, shall be entitled to reasonable attorneys’ fees; provided, however, that the attorneys’ fees awarded pursuant to this Section shall not exceed the hourly rate paid by City for legal services multiplied by the reasonable number of hours spent by the prevailing party in the conduct of the litigation. Attorneys’ fees shall include attorneys’ fees on any appeal, and in addition a party entitled to attorneys’ fees shall be entitled to all other reasonable costs for investigating such action, taking depositions and discovery, and all other necessary costs the court allows which are incurred in such litigation. All such fees shall be deemed to have accrued on commencement of such action and shall be enforceable whether or not such action is prosecuted to judgment. The court may set such fees in the same action or in a separate action brought for that purpose.
9. CITY OFFICERS AND EMPLOYEES; NONDISCRIMINATION.
9.1 Non-liability of City Officers and Employees. No officer, official, employee, agent, representative, or volunteer of City shall be personally liable to Contracting Party, or any successor in interest, in the event or any default or breach by City or for any amount which may become due to Contracting Party or to its successor, or for breach of any obligation of the terms of this Agreement.
9.2 Conflict of Interest. Contracting Party covenants that neither it, nor any officer or principal of it, has or shall acquire any interest, directly or indirectly, which would conflict in any manner with the interests of City or which would in any way hinder Contracting Party’s performance of the Services under this Agreement. Contracting Party further covenants that in the performance of this Agreement, no person having any such interest shall be employed by it as an officer, employee, agent, or subcontractor without the express written consent of the Contract Officer, or assigned designee.
Contracting Party agrees to at all times avoid conflicts of interest or the 181 CLICK HERE to Return to Agenda
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appearance of any conflicts of interest with the interests of City in the performance of this Agreement.
No officer or employee of City shall have any financial interest, direct or indirect, in this Agreement nor shall any such officer or employee participate in any decision relating to this Agreement which effects his financial interest or the financial interest of any corporation, partnership or association in which he is, directly or indirectly, interested, in violation of any State statute or regulation. Contracting Party warrants that it has not paid or given and will not pay or give any third party any money or other consideration for obtaining this Agreement.
9.3 Covenant against Discrimination. Contracting Party covenants that, by and for itself, its heirs, executors, assigns, and all persons claiming under or through them, that there shall be no discrimination against or segregation of, any person or group of persons on account of any impermissible classification including, but not limited to, race, color, creed, religion, sex, marital status, sexual orientation, national origin, or ancestry in the performance of this Agreement. Contracting Party shall take affirmative action to ensure that applicants are employed and that employees are treated during employment without regard to their race, color, creed, religion, sex, marital status, sexual orientation, national origin, or ancestry.
10. MISCELLANEOUS PROVISIONS.
10.1 Notice. Any notice, demand, request, consent, approval, or communication either party desires or is required to give the other party or any other person shall be in writing and either served personally or sent by prepaid, first-class mail to the address set forth below. Either party may change its address by notifying the other party of the change of address in writing. Notice shall be deemed communicated forty-eight (48) hours from the time of mailing if mailed as provided in this Section.
To City:
CITY OF LA QUINTA
Attention: Gilbert Villalpando
78495 Calle Tampico
La Quinta, California 92253
To Contracting Party:
RINCON CONSULTANTS, INC.
VENDOR’S CONTACT
VENDOR’S STREET ADDRESS
VENDOR’S CITY, STATE, ZIP
10.2 Interpretation. The terms of this Agreement shall be construed in accordance with the meaning of the language used and shall not be construed for or against either party by reason of the authorship of this Agreement or any other rule of construction which might otherwise apply. 182 CLICK HERE to Return to Agenda
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10.3 Section Headings and Subheadings. The section headings and subheadings contained in this Agreement are included for convenience only and shall not limit or otherwise affect the terms of this Agreement.
10.4 Counterparts. This Agreement may be executed in counterparts, each of which shall be deemed to be an original, and such counterparts shall constitute one and the same instrument.
10.5 Integrated Agreement. This Agreement including the exhibits hereto is the entire, complete, and exclusive expression of the understanding of the parties. It is understood that there are no oral agreements between the parties hereto affecting this Agreement and this Agreement supersedes and cancels any and all previous negotiations, arrangements, agreements, and understandings, if any, between the parties, and none shall be used to interpret this Agreement.
10.6 Amendment. No amendment to or modification of this Agreement shall be valid unless made in writing and approved by Contracting Party and by the City Council of City. The parties agree that this requirement for written modifications cannot be waived and that any attempted waiver shall be void.
10.7 Severability. In the event that any one or more of the articles, phrases, sentences, clauses, paragraphs, or sections contained in this Agreement shall be declared invalid or unenforceable, such invalidity or unenforceability shall not affect any of the remaining articles, phrases, sentences, clauses, paragraphs, or sections of this Agreement which are hereby declared as severable and shall be interpreted to carry out the intent of the parties hereunder unless the invalid provision is so material that its invalidity deprives either party of the basic benefit of their bargain or renders this Agreement meaningless.
10.8 Unfair Business Practices Claims. In entering into this Agreement, Contracting Party offers and agrees to assign to City all rights, title, and interest in and to all causes of action it may have under Section 4 of the Clayton Act (15 U.S.C. § 15) or under the Cartwright Act (Chapter 2, (commencing with Section 16700) of Part 2 of Division 7 of the Business and Professions Code), arising from purchases of goods, services, or materials related to this Agreement. This assignment shall be made and become effective at the time City renders final payment to Contracting Party without further acknowledgment of the parties.
10.9 No Third-Party Beneficiaries. With the exception of the specific provisions set forth in this Agreement, there are no intended third-party beneficiaries under this Agreement and no such other third parties shall have any rights or obligations hereunder.
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10.10Authority. The persons executing this Agreement on behalf of each of the parties hereto represent and warrant that (i) such party is duly organized and existing, (ii) they are duly authorized to execute and deliver this Agreement on behalf of said party, (iii) by so executing this Agreement, such party is formally bound to the provisions of this Agreement, and (iv) that entering into this Agreement does not violate any provision of any other Agreement to which said party is bound. This Agreement shall be binding upon the heirs, executors, administrators, successors, and assigns of the parties.
[SIGNATURES ON FOLLOWING PAGE]
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IN WITNESS WHEREOF, the parties have executed this Agreement as of the dates stated below.
CITY OF LA QUINTA,
a California Municipal Corporation
JON McMILLEN, City Manager
City of La Quinta, California
Dated:
RINCON CONSULTANTS INC.,
a California Corporation
CRAIG HUFF, Chief Information and
Security Officer
Dated:_______________________
ATTEST:
MONIKA RADEVA, City Clerk
City of La Quinta, California
APPROVED AS TO FORM:
WILLIAM H. IHRKE, City Attorney
City of La Quinta, California
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Proposal
Redlands | September 5, 2022
City of La Quinta
Geographic Information System
Technical Support Services
EXHIBIT A
SCOPE OF SERVICES
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1 Cover Letter
September 5, 2022
Doug Kinley III, Management Analyst
City of La Quinta
78495 Calle Tampico
La Quinta, California 92253
Subject: City of La Quinta Geographic Information System (GIS) Technical Support Services Dear Mr. Kinley:
We are pleased to present this proposal for Geographic Information System (GIS) Technical Support Services to the City of La Quinta (City) to support the City in a successful implementation of the Tyler EnerGov (EPL) system and expanding the growth of its GIS. The services described below include a series of tasks we feel are necessary to get the City’s current GIS system established and develop a scalable solution that allows for future growth and expansion.
Rincon Consultants, Inc. understands that the City of La Quinta (City) will be moving to a new licensing and permitting software, Tyler’s EnerGov (EPL) system, within the next fiscal year, which requires up-to-date Geographic Information Systems (GIS) layers and a structured GIS framework to operate. We are pleased to present this proposal for GIS Technical Support Services to the City to accommodate this technology integration and to help improve the City’s existing GIS data and services. Rincon’s proposed services and methodology described under the Firm’s Background, Qualifications, and Experience section on the following pages will provide the City with the GIS capabilities to operate the new Tyler’s EnerGov (EPL) system effectively and assist the City in transitioning to a modern GIS environment.
Rincon is an Esri Silver Network partner and holds an Esri ArcGIS Online Specialty designation. Our 17-person team has over 80 years of collective GIS experience and includes certified GIS professionals (GISPs), Esri certified ArcGIS Desktop Professionals, and staff with specific experience helping city agencies develop authoritative enterprise GIS systems. Our team prides itself on being responsive, providing the right solutions for our clients, and maintaining consistently high standards for data conversion, security, development, collection, and organizational mapping protocols that produce clear and concise, visually appealing analytical displays for web mapping applications, hard copy maps, and multimedia publications.
Our team has a depth of understanding and experience providing the requested services to local and regional governments throughout California. The Rincon team has worked with over 100+ public agencies and municipalities across California to provide professional GIS services and solutions. Through this work, we understand the GIS needs of municipalities and have responded with GIS solutions that fit their needs, infrastructure, and budget. Our work with the City of Rancho Mirage won an APA Best Practices award as part of the City’s General Plan Update. Of note, Rincon gathered and digitized City datasets and implemented an internal and external web-based GIS mapping application that allows City staff to review and explore their data independently of a GIS specialist, continuing to provide efficiencies and cost savings throughout multiple City departments. Various members of our GIS team are currently providing or have provided similar GIS services to the Cities of Seaside, Oxnard, Simi Valley, Colton, and Lake Elsinore.
The Rincon team prides itself on our ability to work effectively with City staff, decision-makers, and community groups to develop and implement innovative approaches and solutions to GIS issues. When hired, we perceive ourselves as an extension of our client’s team and function with the best interests of the client in mind. We are enthusiastic about the opportunity to work with the City and have assembled a team of highly skilled GIS professionals uniquely suited to this contract. Our proposed Director, Craig Huff, leads the IT and Cybersecurity direction for Rincon and oversees the management of Rincon’s GIS team. Project Manager Jon Montgomery has 10+ years of experience in data management, custom mapping tool 187 CLICK HERE to Return to Agenda
development, and manages Rincon’s GIS Department. His GIS experience includes working with numerous local and regional government clients, nonprofit organizations, and private firms.
We are confident that the Rincon team will meet the needs of the City of La Quinta and look forward to the opportunity to help the City improve its GIS capabilities. If you have any questions regarding this submittal, please do not hesitate to contact us.
Craig Huff, Director of Information Technology and Graphic Services is authorized to bind the firm. His contact information is provided below.
Craig Huff, Director, Information Technology and Graphic Services 1980 Orange Tree Lane, Suite 105, Redlands, California 92374 909-253-0705 | [email protected]
Rincon’s main office is located in Ventura. Rincon’s office in Redlands would service this project. All information and pricing provided in the proposal is valid for at least 90 days. In addition, any individual who will perform work for the City is free of any conflict of interest.
Thank you for considering Rincon for this assignment. Please do not hesitate to contact us if you have questions about this proposal or need additional information.
Sincerely,
Rincon Consultants, Inc.
Jon Montgomery | GIS Manager
[email protected]
Contact for Clarification
Craig Huff | Chief Information and Security Officer
[email protected]
Authorized to contractually obligate and negotiate
on behalf of Rincon Consultants, Inc.
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Table of Contents
1 Cover Letter............................................................................................................................................ 1 Firm’s Background, Qualifications, and Experience ................................................................................ 1 a. Number of Years in Business ................................................................................................... 1 b. Taxpayer Identification Number............................................................................................... 1 c. Number of Years Performing GIS Technology Services ............................................................ 1 d. Resumes of the Project Manager and Key Personnel Who will be Responsible for Performance if any Agreement Results from this RFP.............................................................. 1 e. Firm Ownership and if Incorporated, List the State in which the Firm is Incorporated and the Date of Incorporation........................................................................................................13 f. If the Firm is a Subsidiary of a Parent Company, Identify the Parent Company ...........................13 g. Statement Of Qualifications ....................................................................................................13 h. Project Understanding and Approach .................................................................................... 14 i. Scope of Work...........................................................................................................................16 j. Implementation Plan ................................................................................................................ 25 2 References of California Government Agencies.....................................................................................29 3 Complete Pricing List............................................................................................................................ 35 Fee Schedule ....................................................................................................................................... 36 4 List of Complementary Services Offered by Proposer along with Corresponding Prices ........................ 38 5 Staffing and Project Organization.......................................................................................................... 39 Staff Organization ................................................................................................................................ 39 Key Staff .............................................................................................................................................. 39 6 Subcontracting Services ....................................................................................................................... 41 7 Disclosures............................................................................................................................................ 42 8 Explanation of Methodology .................................................................................................................. 43 9 Acknowledgement of Insurance Requirements (Attachment 2).............................................................. 44 10 Non-Collusion Affidavit (Attachment 3)................................................................................................. 46 11 Acknowledgement of Addenda (Attachment 4)...................................................................................... 48 189 CLICK HERE to Return to Agenda
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Firm’s Background, Qualifications, and Experience
a. Number of Years in Business
Rincon has been in business for 27+ years.
b. Taxpayer Identification Number
Rincon’s Taxpayer Identification No. is 77-0390093.
c. Number of Years Performing GIS Technology Services
Rincon has been providing geospatial services using Geographic Information Systems (GIS) for 27+ years. d. Resumes of the Project Manager and Key Personnel Who will be Responsible for Performance if any Agreement Results from this RFP Leading the Rincon team, Craig Huff, will serve as the Director-in-Charge. Craig has over 15 years of experience, currently serving as Rincon’s Vice President and Chief Information Security Officer and overseeing the management of Rincon’s GIS team. Jon Montgomery will serve as the Project Manager and oversee the development of the City’s GIS program. Brief biographies of our key team members are provided in Section 5, Staffing and Project Organization. Detailed resumes for the Project Manager and key personnel who will be responsible for performance if any agreement results from this RFP are provided on the following pages.
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Education
BS, Natural Resource
Planning. Minor, Geographic
Information Systems,
Humboldt State University
Craig R. Huff
Vice President – Chief Information and Security Officer Craig Huff is a Vice President and Chief Information Security Officer at Rincon Consultants Inc., an environmental consulting firm with 13 offices throughout the State of California. Craig leads the IT and Cybersecurity direction for the firm as it relates to collaboration, data security, operations, and backend architecture to support all of Rincon’s 400+ valued staff wherever they happen to find themselves, be it in the office or in the field conducting a survey. Craig also oversees the management of Rincon’s Geographic Information System (GIS) team and leads Rincon’s Idea’s Lab, an internal vetting team that makes internal and Client driven innovations come to life. With over 15 years of experience at Rincon, Craig has developed and configured a variety of critical tools and processes that has allowed the firm to scale to become one of the leaders in our industry.
Experience
GIS Director, City of Marina, On-call GIS Services
Marina, California
Craig served as the GIS Director for the City of Marina On-call GIS Services effort, with which Rincon assisted the City of Marina with creating a base inventory of existing GIS datasets, digitizing zoning and general plan land use layers, and creating a web-based public parcel viewer, as part of a previous contract with the City of Marina. Craig provided project oversight and consultation. Because the City of Marina has limited in-house GIS resources, they requested Rincon’s on-call GIS assistance to support their GIS needs. Rincon currently assists the City with a variety of GIS services, including but not limited to, staff augmentation to provide on- or off-site GIS staff, GIS data development and data conversion, integration of new systems and applications, field asset inventories, and unmanned aerial systems surveys. Additionally, Rincon has provided the City with ArcGIS Online setup and management, creating user access and permissions and managing these items. To increase productivity and proper use of the system, Rincon has and will provide training on ArcGIS software and ArcGIS Online use for City staff.
GIS Director, City of Rancho Mirage, Housing Element
San Bernardino County, California
Craig served as the GIS Director and provided project oversight and consultation.
The Rincon team developed a Housing Element that reflects community preferences, provides housing needs of households for all income levels, and meets current California State requirements. Rincon provided a wide variety of technical skills for planning and GIS to meet the requirements of the city housing elements. Specific GIS analytics included understanding the existing conditions, current data needs, and future needs of Rancho Mirage. Relating data from multiple public and municipal sources, The Rincon team transformed the City’s General Plan, Regional Housing Needs Assessment, vacant land inventory, and local hazard GIS layers into a single cohesive database for further analysis and future use. GIS helped the planning team identify At-Risk Housing (ARH), demographic/income trends based off parcel datasets, and Affirmative Further Fair Housing (AFFH) needs for the City by creating multiple static graphics for the report deliverable.
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Technical Skills
ESRI GIS Administration
Proficient in the field of GIS and its administration to relevant stakeholders. Promotes and markets the efficiencies of GIS platform implementation and solution-based development. Ensures that programmatic or project specific needs are matched with GIS technology integrations. Implements permissioned schemas that protect against data exfiltration, curating sensitive content and appropriate use of data to specific audiences.
Enterprise Application Administration
Thorough understanding of end user and security management to administer and deploy resources via centralized application administration hubs. Proficient in tailoring security policies to ensure compliance and eliminate data and intellectual property loss. Fluent in Microsoft 365 and SharePoint deployment, domain administration, and secure collaboration with stakeholders. Manages the enterprise to monitor and scale resources as needed to meet both staff and project objectives.
Firewall and Endpoint Device Management
Monitors potential cybersecurity related threats to the environment in real-time through administrative functions on premise and in the cloud. Administers advanced cybersecurity related logs and reports based on specific assets within the network environment.
Multifactor Authentication Administration
Monitors and administers Rincon’s enterprise multifactor authentication application to end users and applications. Reviews for suspicious activity and monitors real-time protections for fraudulent activity.
Ensures application and account validation for secure access into the Rincon environment and for tool usage.
Security Awareness Implementation
Leads, curates, and administers cybersecurity awareness training for the organization. Reports on, develops, and organizes user specific training needs based on results of internal testing campaigns. Directs Rincon’s internal cybersecurity team to research and inform on current cybersecurity trends and threat mechanisms. Reviews and posts relevant content to staff, Clients, and vendors as needed.
Cyber Security Standards and Policy Development
Develops cybersecurity operating procedures based on stakeholder and program initiatives. Manages Rincon’s Service Organization Control (SOC) implementation and reporting with emphasis on data security, availability, and confidentiality.
End User Support & Program Management
Over 15 of experience managing end user satisfaction, both with our external Clients and Rincon’s internal staff across a wide variety of products and services offered. Ensures that expectations are met whether they be for feature implementation, data security, project deadlines, budgetary alignment, and Client advocacy issues should they arise.
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Education
MESM, University of
California, Santa Barbara
BA, Psychology, minor in
Environmental Science,
University of Wisconsin,
Madison
Jon Montgomery
GIS Manager
Jon Montgomery oversees Rincon’s GIS department and specializes in data management, custom mapping tool development, spatial analysis, and graphics production. His expertise includes extensive ESRI software experience, field tool equipment management, python programming, Adobe product suite software, CAD, and open source solutions. Jon’s 10 years of GIS experience include working with regional and local government agencies, nonprofit organizations, and private firms to provide the highest quality analysis and products.
Experience
GIS Manager, City of Marina, On-call GIS Services
Marina, California
Jon served as the GIS Manager for the City of Marina On-call GIS Services effort, with which Rincon assisted the City of Marina with creating a base inventory of existing GIS datasets, digitizing zoning and general plan land use layers, and creating a web-based public parcel viewer, as part of a previous contract with the City of Marina. Because the City of Marina has limited in-house GIS resources, they requested Rincon’s on-call GIS assistance to support their GIS needs.
Rincon currently assists the City with a variety of GIS services, including but not limited to, staff augmentation to provide on- or off-site GIS staff, GIS data development and data conversion, integration of new systems and applications, field asset inventories, and unmanned aerial systems surveys. Additionally, Rincon has provided the City with ArcGIS Online setup and management, creating user access and permissions and managing these items. To increase productivity and proper use of the system, Rincon has and will provide training on ArcGIS software and ArcGIS Online use for City staff.
GIS Manager, City of Monterey Park, On-call GIS Services Monterey Park, California
Jon served as the GIS Manager for City of Monterey Park On-Call services to the City of Monterey Park by assessing and understand the City’s current GIS needs.
Rincon created and currently manages baseline and housing element datasets and Rincon created and helped facilitate an ArcGIS Online Portal for the City. The main goal of the Online Portal for the City was to have full access to explore different baseline and housing element layers. The portal provides the City with a foundation for expanding to a Citywide GIS portal that can be used by City Staff of various departments to look up parcel and address information and other specific information contained in department data layers. Rincon worked with the City to determine the ArcGIS online requirements and recommend licensing changes to provide more utilization and access to other users in the City. These components are hosted on Rincon’s secure ArcGIS Online cloud platform and are updated regularly to ensure the most up to date data layers are included for the City of Monterey Park.
Senior GIS Analyst, 4Leaf, Napa & Sonoma Developer Mapping Tool Napa & Sonoma Counties, California
Jon serves as a senior GIS analyst for the Napa & Sonoma Developer Mapping Tool, which is an online application which allows developers to provide feedback on whether or potential housing sites would be suitable for various types of development.
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GIS Analyst, City of Rancho Mirage, General Plan Update San Bernardino County
As the lead GIS analyst for this project, Jon led efforts to compile, create, and attribute dozens of datasets for figure creation as part of the City’s General Plan update. Additionally, Jon deployed a web mapping portal through ArcGIS Online, which served as a centralized mapping and data hub for the project team. As part of the mapping portal, Jon created interactive web maps to accompany each General Plan Figure.
Lead GIS Analyst, Southern California Edison, Del Valle Substation Project Los Angeles and Ventura County
Jon serves as the lead GIS Analyst for this multi-county utility design and construction project. He oversees the field data collection effort and applications deployment for a variety of survey efforts including nesting bird surveys, vegetation and waters mapping, and cultural resource surveys. Jon is responsible for project data management including review and QA/QC of all project data deliverables.
Lead GIS Analyst, Southern California Edison, Santa Barbara County Reliability Project Santa Barbara and Ventura Counties
Jon served as lead GIS Analyst for this multi-year linear utility construction biological monitoring project spanning over 30 miles. He managed the data needs for a team of dozens of field monitors, providing daily data updates, field collection tools, and training. He created GIS and data collection workflows that helped to streamline and increase efficiency across the project and stay on track with the multitude of weekly and monthly deliverables. Jon managed the engineering, construction, civil design, biological, and cultural datasets for this project, keeping all data up to date within detailed schema and metadata requirements. He was in charge of creating all project deliverable graphics and developed customized templates to serve the project needs including several detailed mapbooks spanning the 30 miles of the project area.
GIS Analyst, SoCalGas, Pipeline Safety Enhancement Plan, Santa Barbara Ventura, and Los Angeles Counties
Jon served as one of the lead GIS Analyst for this ongoing program since 2016, covering dozens of project sites across Southern California. Using Python and ModelBuilder, Jon developed several custom tools that have streamlined project workflows, including an initial project assessment tool that highlights all environmental concerns and hazards in a project’s vicinity to help with the jump start a project’s analysis.
Jon created this program’s figure templates and has created figures for dozens of the program’s projects each year.
GIS Analyst, United Water Conservation District, Multiple Species Habitat Conservation Plan Ventura County, California
Jon served as lead GIS Analyst for this project which entailed gathering and documenting data from a variety of sources, discussing data and graphical needs with the client, and producing the dozens of figures to accompany a reworked habitat conservation plan highlighting select species of concern. 195 CLICK HERE to Return to Agenda
Education
Master of Urban and Regional
Planning, University of
California, Irvine
BA, Urban Studies, University
of California, Irvine
Certificate, Geographic
Information Systems,
Pennsylvania State University
Certifications/
Registrations
Wetland Training Institute -
Wetland Delineation
Certification
Keelie N. Rocker
Senior GIS Analyst
Keelie Rocker is a Senior GIS Analyst whose experience spans across public and private sectors. In her 8 years in environmental consulting, she has worked on and led permitting and GIS analysis for the state’s largest mitigation banks, private development projects, and large-scale utility projects. Recently, her focus has been on fire hardening and vegetation management efforts for utility companies in California.
Experience
Lead GIS Analyst, 4Leaf, Napa & Sonoma Developer Mapping Tool Napa & Sonoma Counties, California
Keelie serves as the lead GIS Analyst for the Napa & Sonoma Developer Mapping Tool, which is an online application which allows developers to provide feedback on whether or potential housing sites would be suitable for various types of development. Keelie is responsible for interfacing with the client to determine needs, developing the application, and maintaining the source database and online application.
Lead GIS Analyst, City of Bakersfield, General Plan/ Housing Element Update Bakersfield, California
Keelie serves as the lead GIS Analyst for the City of Bakersfield General Plan and Housing Element update efforts. This effort includes developing a parcel dataset, incorporating important planning and environmental layers, to be used as part of customized online web applications and public participatory tools to assist in document updates and site selection.
Lead GIS Analyst, Southern California Edison, Environmental Clearance Project Statewide, California
Keelie serves as the lead GIS Analyst for this multi-county utility clearance project. She oversees the construction of field data collection tools and applications, desktop review applications, custom Survey 123 forms, and mapping of project components. Keelie created the GIS and data collection workflows that streamline and increase efficiency across the project. She is responsible for data management including review and QA/QC of project data deliverables and field data.
Lead GIS Analyst/Program Lead, Southern California Edison, Small Mammal Support
Statewide, California
Keelie serves as the lead GIS Analyst for the Small Mammal Support program for Southern California Edison. She manages the creation of species-specific range maps, which includes database management and review of historic data sources. Keelie coordinates with biologists from Southern California Edison to refine species range maps.
GIS Analyst, Southern California Gas Company, Line 247 Digs 9 and 10 Project Santa Barbara County, California
Keelie serves as a GIS Analyst on the Line 247 Digs 9 and 10 Project for Southern California Gas Company. She is responsible for the management and analysis of jurisdictional delineation and vegetation survey data. Keelie uses her knowledge of hydrologic resources to complete impact calculations and mapping for waters permit packages.
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Previous Work Experience
Project Manager/GIS Specialist, Southern California Edison, Vegetation Management Projects Statewide, California
Under previous employment, Keelie created and managed a large-scale database of all Southern California Edison pole locations as part of their Vegetation Management Projects. As part of this, Keelie was responsible for the analysis and mapping associated with submittals to the United States Forest Service, as part of the Master Special Use Permit (MSUP). Keelie led the effort to create a master Environmentally Sensitive Areas database for Southern California Edison to use across projects, which incorporated a number of biological, hydrological, and administrative datasets that spanned Southern California Edison’s service territory. Additionally, Keelie participated in wetlands/waters subject matter expert meetings and assisted with wetlands/waters desktop reviews.
Lead GIS Specialist, San Diego Gas & Electric, Cleveland National Forest Fire Hardening & Safety Project San Diego County, California
Under previous employment, Keelie served as lead GIS Specialist on the San Diego Gas & Electric Cleveland National Forest Powerline Replacement Project. Over the course of this multi-year and multi-phase project, Keelie was in charge of the full spectrum of data collection tasks, client meetings to review project data and design, and all mapping and environmental analysis associated with the project’s 150-miles of wood-to-steel conversion.
Lead GIS Specialist, San Diego Gas & Electric/Southern California Gas Company, Line 1600 PSEP San Diego County, California
Under previous employment, Keelie served as lead GIS Specialist on San Diego Gas & Electric/ Southern California Gas Company’s Line 1600 PSEP Project.
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Education
BA Geography, University of
California, Santa Barbara
Certification
Remote Pilot Small
Unmanned Aircraft Systems,
Certificate Number: 3999188
Doug Carreiro
GIS Analyst
Doug Carreiro is a GIS Analyst and Remote Pilot with professional experience utilizing GIS, GPS, and graphics production in industries including agriculture, education, insurance, and environmental consulting. His expertise includes geospatial analysis, imagery analysis, cartography, GPS data processing, Python GIS tool scripting, graphic design, and has extensive ESRI ArcGIS and QGIS software experience.
Experience
GIS Analyst, City of Marina, Housing Element Update
Marina, California
Doug worked with city planners to conduct an on-site inventory of the City’s GIS data which included shapefiles, geodatabases, rasters, ArcGIS Enterprise Server data, as well as physical maps and documents. The data was then analyzed via geometry and metadata for accuracy, completeness, and usefulness. A custombuilt interface was created utilizing ArcGIS Online Experience Builder where city planners could view, filter, and modify the data in real time, minimizing lag time and allowing Rincon to update the datasets quickly and efficiently.
GIS Analyst/Graphics Team Lead, Southern California Gas Company, Pipeline Safety Enhancement Project
Statewide, California
Doug acted as Graphics Team lead overseeing GIS operations for the multitude of projects in the PSEP program. GIS efforts include running PSEP specific data modeling, analyzing, preparing, and organizing GIS data, creating report ready figures, and supporting field efforts with equipment such as Trimble R1 and field tablets utilizing ArcGIS Collector and Survey123, and desktop reviews using ArcGIS Online.
GIS Analyst, City of Greenfield, On-Call GIS Support
Greenfield, California
Doug was responsible for providing GIS support for the City of Greenfield California. Doug provided zoning and land use maps, development tracking maps, presentation figures, and spatial analysis.
Program Manager/Remote Pilot, Rincon Consultants, Unmanned Aerial Vehicle Program
Statewide, California
Doug oversees and conducts aerial mapping utilizing an Unmanned Aerial Vehicle (UAV), or drone. The UAV program was designed to collect high-resolution, georeferenced aerial imagery for use in project mapping and GIS projects. The program was developed as a cost-effective way of receiving quality, contemporary imagery for sites under a few hundred acres and away from urban areas.
GIS Analyst, South San Luis Obispo County Sanitation District, Wastewater Treatment Plant Redundancy Project
Oceano, California
Doug developed and manages a database of regional weather, tide, wave, and water level measurements for this project which involves the construction and operation of backup infrastructure at the district’s wastewater treatment facility 198 CLICK HERE to Return to Agenda
in Oceano. The database is used to evaluate conditions associated with flooding events that have the potential to impact facility operations. The project is intended to provide redundancy to allow major process units to be removed from service for maintenance without risking violation of effluent permit limits. In support of Clean Water State Revolving Fund and United States Department of Agriculture funding pursuits for the project, Rincon prepared technical studies compliant with CEQA-Plus and NEPA requirements.
Technical studies include an Environmental Report for Categorical Exclusion, a Federal Clean Air Act Conformity Analysis, a Cultural Resources Assessment, and a Biological Evaluation. Rincon is currently conducting Coastal Hazards Monitoring and Reporting as required by the project’s Coastal Development Permit for the construction and installation of the new redundancy infrastructure and other improvements to the District’s Wastewater Treatment Plant.
GIS Analyst, City of West Covina, West Covina City General Plan West Covina, California
Doug worked on the Citywide General Plan Update. He used Spatial analysis to create noise impact contours of major roads and transportation infrastructure. He also prepared maps for the CNDDB, Critical Habitat, and vegetation community analysis using data gathered from various sources.
GIS Analyst, MNS Engineers, Inc., Laguna Lake Dredging Project San Luis Obispo, California
Doug served as a GIS analyst for this project to dredge lake within a park in San Luis Obispo. He prepared, corrected, and utilized Trimble GPS data for use in spatial analysis. He also georeferenced, digitized, and converted data from various sources and formats to conduct spatial analysis for a multitude of project reports.
GIS Analyst, Tetra Tech, Inc., Templeton-Atascadero Connector Project Atascadero, California
Doug served as a GIS analyst for this project involved construction of aa multi-use pathway between Templeton and Atascadero. He created USACE/CDFW Jurisdictional Delineation calculations and graphic production. He also conducted temporary and permanent vegetation impact analysis using CAD and field survey data.
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Education
BA, Environmental Business,
minor in Spatial Analysis and
GIS, University of Redlands
Max Antono
GIS Analyst
Max is an analytical and detail-oriented GIS Analyst with 2+ years of experience within the A/E/C industry. He has a proven ability to combine strong cartography and organizational skills to make informed decisions regarding land utilization through spatial data analysis. Max is well-versed in using a multitude of ArcGIS products such as ArcGIS Pro and ArcGIS Online, as well as other software systems. Recently, his focus has been on housing element and general plan update efforts for various cities and counties in California.
Experience
GIS Analyst, City of Bakersfield, General Plan/ Housing Element Update Bakersfield, California
Max serves as a GIS Analyst for the City of Bakersfield General Plan and Housing Element update efforts. This effort includes developing a parcel dataset and creating and customizing important critical planning and environmental GIS layers. These GIS layers are used as part of customized online web applications and public participatory tools to assist in document updates and site selection.
GIS Analyst, City of West Hollywood, Housing Element Update West Hollywood, California
Max serves as a GIS Analyst for the City of West Hollywood Housing Element update efforts. This effort includes developing a parcel dataset, assisting Rincon planners in the site selection analysis for potential unit development, and creating customized online web applications and public participatory tools.
GIS Analyst, Kern County, RHNA GIS Portal
Kern County, California
Max serves as a GIS Analyst for the Kern County RHNA Housing Allocation GIS Portal effort. Development of this GIS portal includes the ability to review critical information and various GIS datasets that contribute to the decisions behind RHNA unit allocation. The GIS portal allows users to explore specific parcels within a city and evaluate the potential number of units each parcel could support.
GIS Analyst, Southern California Edison, Environmental Clearance Project Statewide, California
Max serves as the GIS Analyst for a utility clearance project with Southern California Edison. He assists in the construction of field data collection tools and applications, desktop review applications, and mapping of project components.
Max assists in the preparation of GIS and data collection workflows that streamline and increase efficiency across the project.
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Previous Work Experience
GIS Analyst, Coachella Valley Association of Governments, CVAG Traffic Signal Synchronization Program Phase II
Coachella Valley, California
Under previous employment, Max worked with the Lead Environmental Planner to perform GIS due diligence regarding potential project impacts regarding Farmland, FEMA Flood Zones, Hazardous Materials, and Tribal Land. He utilized ArcGIS Collector to collect field data on 20 traffic corridors and 128 intersections throughout the Coachella Valley regarding potential ground disturbing impacts. In addition, Max designed a custom geodatabase on ArcGIS Pro to effectively manage large amounts of field data in order to create high quality graphics and project deliverables for inclusion within the final environmental impact report.
GIS Analyst, City of National City, Amortization of Westside Specific Plan National City, California
Under previous employment, Max reviewed 125 parcels for neighborhood impacts and business operations related to the Westside Specific Plan area using buffers, spatial overlays, and distance calculations. He utilized ArcGIS Survey123 to accurately collect field data to upload to a custom geodatabase on ArcGIS Pro and created web maps on ArcGIS Online with to share and visualize potential impacts with City staff. Mr.
Antono coordinated directly with City staff to present a finalized ranking of properties for their consideration for Amortization.
GIS Analyst, Imperial County, Glamis Specific Plan
Imperial County, California
Under previous employment, Max worked with the Lead Environmental Planner to perform preliminary GIS due diligence regarding Hazardous Materials, Biological Resources, and Hydrology related to the proposed Glamis Specific Plan. He collaborated closely with engineering department to convert AutoCAD files into GIS format to create high quality graphics for the client and managed and produced varying physical site plans for the project team.
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Education
BS, Geographic Information
Systems, Oregon State
University
Katherine Castanon
GIS Analyst
Katherine is an analytical and detail-oriented GIS Analyst with 2+ years of experience utilizing Esri and Adobe software in a professional and academic setting. Her current duties at Rincon include spatial analysis, graphic design, and cartography. She has a proven ability to combine strong cartography and organization skills to make informed decisions regarding land utilization through spatial data analysis.
Experience
GIS Analyst, City of Berkeley, Housing Element
Berkeley, California
Katherine assists in providing graphics for the Housing Element. She works closely with Rincon planners and provides calculations using various datasets.
She reviews the quality of source material provided by the client and confirms the resolution is sufficient for use. She currently assists with any figure of filing updates on the project.
GIS Analyst, City of Moraga, General Plan EIR
Moraga, California
Katherine assists in providing graphics for the General Plan EIR. She works closely with Rincon planners for land use calculations and graphics to ensure quality and consistency. She reviews the quality of source material provided by the client and confirms the resolution is sufficient for use. She is currently responsible for any figure of filing updates on the project.
GIS Analyst, City of Orinda, Downtown Precise Plan EIR
Orinda, California
Katherine assists in providing graphics for the Downtown Precise Plan EIR. She uses a variety of techniques in Adobe Illustrator to convert multiple site plan documents into Rincon specific figures. She works closely with Rincon planners for land use calculations and graphics to ensure quality and consistency. She is currently responsible for any figure of filing updates on the project.
Previous Project Experience
GIS Analyst, Multiple Cities, ARCGIS Online Organizations San Joaquin Valley, California
Under previous employment, Katherine previously managed ArcGIS Online Organizations for five cities in California’s San Joaquin Valley and supported the cities in their land use planning and public works operations. She collaborated closely with the engineering department to convert AutoCAD files into GIS format to create high quality graphics for the client. She was responsible for maintaining and updating reference data used in graphics. 202 CLICK HERE to Return to Agenda
e. Firm Ownership and if Incorporated, List the State in which the Firm is Incorporated and the Date of Incorporation
Rincon Consultants, Inc. is a California “S” Corporation. It was incorporated on December 5, 1994. f. If the Firm is a Subsidiary of a Parent Company, Identify the Parent Company
Rincon is not a subsidiary of a parent company.
g. Statement Of Qualifications
Rincon Consultants, Inc. is a multi-disciplinary environmental science, planning, and engineering consulting firm that provides quality professional services to government and industry. Our principal service is to provide environmental support and scientific research to create and sustain innovative solutions to natural resource, sustainability, and environmental impacts. Rincon prides itself on the considerable depth of its staff, which includes certified GIS professionals, urban planners, environmental scientists and engineers, accredited LEED professionals, noise and air quality experts, geologists, biologists, and cultural and historical resource specialists. Our approach to every project is centered upon the design and development of innovative solutions that respond to our clients’ specific needs in a cost-effective manner.
Rincon has been providing GIS services since 1994. Decades of experience provides us with a unique perspective on the GIS process and allows us to apply that knowledge and experience to every project we undertake. Rincon is an Esri Silver Network partner and holds an Esri ArcGIS Online Specialty designation.
Our 17-person GIS team has over 80 years of collective GIS experience and includes certified GIS professionals (GISPs), Esri certified ArcGIS Desktop Professionals, staff with specific experience in GIS modeling and network analysis, and staff with specific experience helping city agencies develop authoritative enterprise GIS systems. The Rincon team has worked with over 100+ public agencies and municipalities across California to provide professional GIS consulting, services, and solutions. Through this work we understand the GIS needs of municipalities and have responded with GIS solutions that fit their needs, infrastructure, and budget.
As part of the City of Rancho Mirage’s General Plan Update, Rincon gathered and digitized City datasets and implemented an internal and external web-based GIS mapping application that allows city staff to review and explore their data, which continues to provide efficiencies and cost savings throughout multiple City departments. Rincon’s work for the City of Rancho Mirage won an APA Best Practices award.
Rincon has also provided similar GIS services to the cities of Colton, Lake Elsinore, Simi Valley, Oxnard, and Seaside in the form of GIS system set up, on-call GIS services, adjunct staffing, database development, and custom web application development.
When hired, we will act as an extension of the City of La Quinta team to develop the City’s GIS program and educate staff on best practices. By managing this project with a focus on three primary objectives – economic efficiency, technical excellence, and sustainable approach – we can provide superior service that efficiently and effectively meets the needs of the City. 203 CLICK HERE to Return to Agenda
h. Project Understanding and Approach
Project Understanding
We understand that the City has recently procured an upgrade from its current licensing and permitting software to Tyler’s EnerGov (EPL) permitting system, which is anticipated to take place around August 2023.
The City’s existing current permitting software, TRAKiT, is not user friendly for residents or staff and does not allow for GIS integration. Tyler’s EnerGov (EPL) system integrates Esri’s ArcGIS platform within its software design, allowing users to automate and centrally connect critical processes which include licensing and regulatory, permitting and land management, asset management, citizen requests, and response functions. Goals of the Tyler system integration include creating a user-friendly experience for residents and businesses who wish to obtain information on parcels, potential project or upgrade costs, and the ability to integrate online mapping tools for easy communication. These goals share many of the same objectives which the Rincon team has envisioned regarding the implementation strategy and framework design for the City of La Quinta’s enterprise GIS.
Based on our team’s previous history with the City of La Quinta and subsequent conversations with Mr. Kinley and Mr. Villalpando, we understand that the City is currently planning for both a successful GIS EnerGov EPL integration and an expansion of GIS capabilities within the City. To support this, high-priority GIS data such as parcel, zoning, and general plan layers will need to be developed before full implementation of the EPL system. The tasks outlined in Section I, Scope of Work, and Section 4, Additional Services below will allow the City to concurrently upgrade its GIS to successfully implement the EPL system and provide additional GIS related utility outside of the EPL environment so that City staff can conduct independent GIS data queries, spatial analysis, collaboration, and outreach. Additionally, the Rincon team will develop a centralized GIS resource portal and web application enable the sharing of data with a variety of stakeholders.
Rincon plans to accomplish this by creating a detailed scope of work for the City of La Quinta’s GIS needs.
Through the scope of work, Rincon proposes developing a foundation for the City’s GIS program to centralize important GIS layers to a new shared network location, a training curriculum on effective use of the GIS platform, the creation of high priority GIS data layers, enhancement of the City’s existing ArcGIS Online services, development of a GIS reference “knowledge bank”, initiation and facilitation of quarterly GIS stakeholder meetings, and to establish data sharing protocols and collaboration with local and partner agencies.
Project Management Approach
The consistent and effective application of robust quality assurance/quality control (QA/QC) procedures is central to successful project/program delivery. The following sections discuss the primary principles and practices Rincon routinely implements to ensure that our contractual obligations to the client are met; our work is conducted in a safe, secure, efficient, and defensible manner; and that the final product of our efforts satisfy the needs of the City, both on time and within budget. These objectives will allow Rincon to provide the City with consistent, technically sound, and sustainable solutions for all of its GIS needs.
Project Management
We believe that project management is an integral part of a project’s success. We communicate with the client staff throughout the course of the project and provide any technical assistance as needed. This provides us with consistent control of program costs, schedule, staffing, technical performance, deliverables, and subcontractors. Our program management and control systems ensure that the quality of the work conducted meets or exceeds all our client's contract requirements. The Rincon Project Manager will be the primary point of contact for the City and oversee the Rincon team to ensure consistency in project implementation and effective communication with City staff and other stakeholders, as appropriate. 204 CLICK HERE to Return to Agenda
Technical Direction and Control
In every project Rincon performs, we endeavor to provide our client with a high-quality product that meets or exceeds expectations, and for which all applicable professional standards and regulatory requirements are met. To meet this quality standard, QA/QC procedures are developed for each project at the planning stage, outlining the management techniques to be used. Consistency in project implementation can provide the City with a level of confidence that the same quality and rigor of analysis will be delivered on each deliverable regardless of the scope or technical complexity.
Communication and Documentation Procedures
We understand that clear, concise, and thorough communication among team members is a critical component in the successful implementation of every project. Rincon’s project management communication procedures are designed to accomplish the following objectives:
• Specify the formal communication and documentation procedures to be used by the team • Institute a uniform method of recording actions and maintaining reference files • Assure appropriate data flow to and between team members The project manager is responsible for coordinating internal communication among the in-house team, as well as with the client. To facilitate coordination and communication among staff members, we will assemble as-needed planning and coordination meetings/teleconferences using an agenda developed and circulated in advance. The project manager will convene these meetings to review work-in-progress, plans, and schedules, and to ensure effective communication among the project team and with the client. The objective of these meetings is to ensure that communication—internal and external—is clear and consistent.
As necessary or appropriate, formal letters are drafted to document matters such as significant project milestones or changes in the schedule or cost.
Cost and Schedule Control
Rincon achieves cost, schedule, and resource control through the following three-step process: cost and schedule baselines are established; actual cost and schedule data are available real time through the Ajera software platform; deviations in cost or schedule performance are discussed internally, and if necessary, with City staff and corrective actions are taken. Rincon uses Deltek Ajera®, a project-based accounting system that controls all aspects of project management and accounting with real-time project information.
It gives managers access to review budgets and expenses, track both monetary and labor resources, and see a snapshot of a project in real time. Ajera allows the creation of budgets and schedules to a level of complexity commensurate with the project and its budget. The software provides a graphic Progress Report that shows the relationship between the contract amount, time spent, expenses, and project percent complete that, when compared against the project timeline, allows the project manager to rapidly determine if the project is on time and on budget.
Problem Anticipation and Management
Rincon strives to implement all our projects in a smooth, measured and uninterrupted manner. However, despite the best planning efforts, problems sometimes develop. Problems may range from small inconveniences to issues of major importance. The best way to avoid problems is to be mindful of conditions that may lead to up to or indicate development of a problematic situation, so that adequate adjustments may be made in advance of experiencing difficulties. All our program and project managers have extensive experience and have encountered and overcome project challenges before. Most problems develop in response to conditions that differ from what was initially arranged or planned. With this in mind, one may anticipate and mitigate most problems before they occur through the conscious and active practice process of change management. The concept of change management is not new, but until recently has been implemented more on an organization-wide level. Bringing awareness of change management into a task or project has great benefits in efficiently and effectively adjusting work practices to accommodate and plan responses to changes, and ideally avoid problems altogether. 205 CLICK HERE to Return to Agenda
i. Scope of Work
Rincon Consultants has provided similar services to many municipalities throughout California and is an Esri Silver Network Partner with a specialization in ArcGIS Online
solutions. Our team prides itself on being responsive and providing the right solutions for our clients. Our philosophy is to work closely with our clients to provide high quality professional services at competitive rates and we welcome this opportunity to further discuss your consulting needs.
With this in mind, Rincon Consultants is proposing to offer a suite of GIS services to the City consisting of several tasks that are outlined further below.
At Rincon, we utilize a cloud-based GIS framework for data management and applications QA/QC, analysis, mapping, and reporting. This system integrates ArcGIS Online web maps and field data collection applications with management views, dashboards, and reporting tools to provide streamlined workflows for our clients. Rincon also has extensive experience managing large, complex datasets for municipalities, agencies, private entities, and utilities throughout the state. We maintain our data in line with industryaccepted metadata and quality standards and always provide our clients with data packages that are Correct, Clean and Complete. Because we work with a variety of public and private entities, we understand the importance of maintaining the integrity and security of our GIS data.
Our GIS team has experience in advanced data creation, data management, geodatabase design, GIS server deployment, GIS modeling, and custom application development. We are well versed in SQL Server, permitting, planning, and asset management system integrations, and document management. As Rincon continues to strive to be an innovator and differentiator within our industry, our team has been able to utilize the power of GIS analytical models and scripting to automate complex GIS data analyses and repetitive data management processes, thereby allowing our clients to make decisions faster and more efficiently.
Recently, many of Rincon’s clients have enjoyed using interactive web portals to bring their projects to life.
By bringing together GIS data in addition to text, photos, and interactive widgets, our team can build a custom GIS environment that enhances the user experience for public outreach, planning, or internal project communication. Whether it's building custom web applications to display critical data or designing the framework for data management, Rincon excels at helping our clients visualize their data and solve problems efficiently.
Task 1 GIS Program Development
Rincon proposes developing a foundation for the City’s GIS program to centralize important GIS layers to a new shared network location, a training curriculum on effective use of the GIS platform, the creation of high priority GIS data layers, enhancement of the City’s existing ArcGIS Online services, development of a GIS reference “knowledge bank”, initiation and facilitation of quarterly GIS stakeholder meetings, and to establish data sharing protocols and collaboration with local and partner agencies. These tasks will occur concurrently with the implementation of Tyler’s EnerGov EPL system and involve close coordination to ensure data is compatible with the EnerGov system. Rincon plans to accomplish these goals and suggest additional ways to assist the City in developing a GIS program that will exceed expectations.
Task 1. 1 Needs Assessment
The first step in the development of any GIS system is a needs assessment that includes a comprehensive review of the City’s current systems and data with respect to the City’s desired outcome. As part of a needs assessment, Rincon will meet with the City of La Quinta to discuss the City’s vision for a comprehensive GIS system. We would then interview department staff, review the City’s current hardcopy and digital assets (spatial data, tables, hardcopy maps, as-built drawings, etc.), as well as the City’s use of software such as GoRequest and proposed use of Tyler’s EnerGov (EPL) system. Rincon would also review the existing 206 CLICK HERE to Return to Agenda
business processes and workflows for activities including permit management, code enforcement, document management, and opportunities for outside agency collaboration and data sharing The aim of the needs assessment is to identify key assets, people, systems, and processes that are currently in place and discover opportunities for GIS to help create more efficient workflows, enhanced information delivery, and better decision-making processes. The assessment also identifies gaps that exist between the City’s current and desired state and what is needed to address those gaps to create a successful outcome.
The needs assessment process culminates with a report that reviews the relevant information discovered, describes the opportunities for GIS integration, outlines what systems, data, and integrations will be needed, and provides a set of recommendations for the development of an enterprise GIS system.
Rincon staff have experience conducting and participating in GIS needs assessments for both small and large municipalities, including the City of Lake Elsinore, CA; City of Colton, CA.; and the City of Sacramento, CA.
Shortly following the kick-off meeting, Rincon will arrange a series of meetings to conduct research and interviews with designated staff from the following departments or teams:
• Public Works
o Planning & Development
o Engineering
o Maintenance and
Operations
• Recreation/Community
Services
• Building Division
• Police
• Fire
• Code Enforcement
• Emergency Management
• City Manager
• Information Technology
The goal of these meetings is to ascertain the types of activities each department performs, existing processes and workflows, available resources, and the work products each department produces. This knowledge will help us understand the City’s current environment, detect constraints or inefficiencies with current business processes, and identify potential opportunities for efficiencies to enhance the City’s GIS.
Rincon will conduct an initial meeting and then distribute a survey to gather further feedback from the interviewed City departments. Rincon will then follow-up the survey with a second meeting where we review feedback from the surveys and refine the needs, constraints, and opportunities expressed in the initial round of interviews and follow-up surveys. Rincon will also schedule quarterly GIS stakeholder meetings to ensure that the system exceeds the City’s needs and desires.
As part of the needs assessment, Rincon will work with the City to define important reference datasets, such as Riverside County’s General Plan, Land Use, Zoning, and the City’s parcel data. Rincon will also work with the City to suggest other high priority layers to be incorporated into the GIS environment and GIS data attribution which will add additional value for future analysis. Rincon will also coordinate with City staff involved in the Tyler EnerGov (EPL) system integration to ensure that all data is structured properly for successful integration and eliminate data redundancy.
The results of our meetings and surveys will be developed into a memo to the City that provides a summary of identified requirements, constraints, and opportunities, along with recommendations for tasks needed to move forward.
Task 1.2 GIS System Implementation Plan
Where the needs assessment process provides the roadmap for the development of an enterprise GIS, the GIS System Implementation Plan provides the directions. The plan specifies the steps that need to be taken to develop an enterprise GIS system given the City’s current system and desired endpoint. The plan includes a discussion of topics, such as:
• User Requirements
• System Design
• Required hardware and software
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• Integration with Tyler EnerGOV (EPL) system
• Departments and Users needing access to the system
• Licensing, security, and user access levels
• What methods users will use to access the system
• Core datasets that need to be developed or converted for inclusion in the GIS system • How the GIS system should integrate with other permitting and tracking software used by the City • How the GIS data will be regularly updated
• How often the GIS data will be updated
• How data will be reviewed for quality
• How errors will be resolved
Following development and approval of a GIS System implementation plan, the City would move to the implementation phase. Most implementations begin with a pilot project in which the GIS system is developed, data converted and integrated, and one or more applications are configured for use by a small group of staff to test the requirements assumptions, data, database and integrations. The City’s Tyler EnerGov (EPL) team will be involved in this process to validate Rincon’s approach and ensure no data redundancy or structure changes are needed down the line. Changes to the GIS components are made based on the feedback by the pilot test users and full implementation follows in which more data is converted and integrated into the system and more applications are configured and rolled out to a broader assemblage of departments and staff.
Full implementation can happen in one large and lengthy process in which the GIS is pilot tested and then fully rolled out to the entire City at once, or implementation can occur as an iterative process in which data is converted, integrated and applications are rolled out to smaller groups of staff on an on-going basis, often by staff sharing a particular business process, or one department at a time.
Task 1.3 Base Dataset Development
Developing a Citywide GIS starts with establishing processes to ensure that the City’s core base map data sets are kept up to date. Base map datasets are the foundation a successful GIS as other layers are developed from them, and they are used by all departments. These include:
• Parcels
• Addresses
• Streets
These layers also form the basis for the refinement of other datasets such as general plan, zoning, permits, licenses and other layers that depend on boundary information. They need regular maintenance to remain current as new developments are approved. This is often done by converting or digitizing as-built project maps to add new parcels, centerlines and utility information. Additionally, data from both Tyler’s EnerGov (EPL) system can be integrated.
Subsequent to the Needs Assessment, Rincon will work with the City to update and develop processes for managing these core datasets moving forward. What follows is a description of options the City should consider in approaching the management of core base map data.
Parcels
With respect to Parcel data, there are two approaches:
• The City can rely on County parcel data and develop processes to ensure the City’s parcel data is regularly updated from County sources. While conceptually simple, the City must wait for new developments to be added to the County parcel data which can complicate permit management as constituents seek permits for parcels the City does not yet have in its GIS. 208 CLICK HERE to Return to Agenda
• The City can maintain its own parcel data. This provides the City with more control over its parcel data, as the City can add the lots from new developments to its own parcel layer to ensure the lot lines remain current. To be manageable, this process requires:
o Training staff to regularly edit the parcel layer to incorporate new lots and revise the layer once the county assigns parcel numbers.
o Adopting digital submission requirements for permits in which developers would be required to submit plans in CAD and/or GIS formats to facilitate adding new lots to the City parcel layer. The requirements should also include CAD and GIS standards to ensure submitted data can be easily incorporated into the City parcel layer.
Regardless of the approach the City prefers, Rincon will work with the City to develop processes and templates for managing the City parcel data. Rincon advises the City to coordinate updates with Riverside County.
Addresses
Because addresses are assigned by City governments, we recommend the City develop a process to manage addresses in the City GIS so that the address layer is always current. This facilitates linking to permit management systems. It will also facilitate delivery of new addresses to the County to be incorporated in the County’s address layer.
There are a variety of methods for easily managing an address layer that Rincon can work with the City to establish and train City staff to use.
Streets
Management of Street data can be done with the same two approaches as parcel data. • The City can rely on county street data and develop a process to regularly update the GIS from county sources.
• Alternatively, because street names are also assigned by City governments, the City could choose to manage its own street layer entirely and add new streets when adding new developments.
As with parcels, regardless of the approach the City prefers, Rincon will work with the City to develop processes and templates for managing the City streets.
Rincon staff have experience implementing Esri’s Local Government Information Model (LGIM) and consulting on workflows to develop and maintain parcel data through as-built data conversions. We also have experience helping municipalities with developing address layers and implementing GIS-based address management solutions.
The City’s GIS should also include critical utility infrastructure layers: networked datasets such as water distribution systems, wastewater collection systems, fire hydrants, utilities, and more.
Rincon staff have experience helping agencies map utility above-ground utility infrastructure and experience working with utility data models and application templates for stormwater management and NPDES reporting needs.
Additionally, these base data layers will be formatted to adhere to standards and structure set forth by Tyler Technologies, to eliminate the need for restructuring down the road when integrated. 209 CLICK HERE to Return to Agenda
Task 1.4 Department Specific Data
With the processes for managing the City’s core base map data in place, our attention can focus on developing and/or updating data that specifically benefits one or more departments. These datasets are often derived from parcel boundaries or street lines, which is why establishing the core base map data first is important.
Which datasets to address and in what order for integration into the EPL system is determined during the Needs Assessment. The general rule of thumb is to start developing or updating the datasets that benefit the most departments and work towards developing and updating datasets that are more specific to a single department. In this case, datasets that will require integration into the Tyler EnerGov EPL system will be prioritized, including the required information and data structure. The priorities are determined during the needs assessment process.
For this task, Rincon will work with the City to develop and/or update departmental datasets as needed and incorporate them into the City’s GIS. Rincon can also develop update processes and train City staff to update departmental datasets.
Task 1.5 Integration of Tyler’s EnerGov (EPL) system and Esri’s ArcGIS platform Rincon understands that the City has recently procured an upgrade from its current licensing and permitting software to Tyler’s EnerGov (EPL) system that is anticipated to take place around August 2023.Tyler’s EnerGov systems integrates Esri’s ArcGIS platform within its software design, allowing users to automate and centrally connect critical processes, including licensing and regulatory, permitting and land management, asset management, citizen request and response functions. Goals of this integration include reducing the need for redundant data input, reducing the reliance on staff to provide information to the public, GIS integration, and increasing the availability of data and information online.
For this task, Rincon will work with the City to implement the ESRI-enabled software, Permitting and Licensing, which is included in Tyler’s EnerGov (EPL) system. The Licensing and Permitting system have built-in applications that harness the power of GIS with multiple tools that utilize the foundations of spatial data.
GIS data is a core part of the Tyler EnerGov (EPL) software. Rincon will provide the gap knowledge between the city, Tyler’s EnerGov (EPL) system, and GIS to ensure that the data collected is the most optimal workflow for the city. Rincon will ensure the GIS products that are developed as part of this project will integrate with the EnerGov permitting and licensing tool. Rincon will provide expert GIS knowledge to personalize and manage the City’s workflow and process of using EnerGov. To do this, Rincon will integrate the Tyler EnerGov (EPL) database structure, the spatial data collection flow, analysis, and storage within the Tyler’s EnerGov (EPL) system. Additionally, Rincon will coordinate with the Tyler team on setup of the EnerGov GIS Map, to link our systems and create a seamless database.
Task 1.6 Knowledge Bank and Sharing
Rincon staff have experience developing GIS datasets for small and large municipalities, including the City of Rancho Mirage, City of Oxnard, City of Long Beach, City of Morro Bay, City of San Luis Obispo, City of Lake Elsinore, City of Colton, and more. This includes parcel dataset updates, roadway mapping, and natural resource mapping. Rincon has extensive experience converting CAD based engineering datasets, pdf maps, and other data sources to properly formatted GIS datasets. Key datasets deemed important or useful to the City will be formatted to a standardized structure and consolidated into a database. We assume up to 10 datasets will be prioritized, with additional datasets to be added via a time and materials cost modification.
To develop the City of La Quinta’s “knowledge bank,” Rincon proposes the development of a GIS database that incorporates geospatial data that is deemed useful for decision making and tracking. This data will be stored on an internal shared network server hosted by the City, along with a cloud-based citywide GIS Portal.
Storing the newly created GIS data in a geodatabase that is shared on a local drive would allow the users from multiple departments to view and edit the data as needed, but control who has access to it. 210 CLICK HERE to Return to Agenda
Based on the City’s needs, Rincon recommends using Esri’s ArcGIS Online cloud-based system. This system allows for cost effective, rapid deployment, modification, and expansion. This system is the industry standard in for developing municipal mapping portals.
With a cloud-based Mapping and Data Management, City data can be centralized into one hub that contains City base map data, field collected data, as well as maps and data from different departments and external software programs. This will act as a project collaboration hub for all staff. Data management will be streamlined from the development process through analytical reporting using a multi-tiered cloud-based data management system. This application will serve as a project portal for all project data and will be regularly updated with new or changing project data as data is collected and synchronized with the cloud servers.
The City of La Quinta’s portal users will be able to explore and visualize base maps, field collected data, technical specialty maps, and other supporting datasets to enable the City’s users to observe and analyze the City information via interactive maps and/or live dashboards displaying charts and summaries of City data. In addition, the project team’s GIS staff can work directly with the portal data to quickly and easily create report-ready mapping products.
Rincon has the ability to create both public and private-facing applications. The internal application will be accessible by all staff who have been permissioned accordingly and feature near real-time data updates as records are added and modified. Functionality such as filtering, property search, and chart/graph data visualization can be included. An optional, external-facing application can be created to display and share data with stakeholders and the public. Shown below is the City of Marina Public Data Viewer, which allows the public to view data such as zoning, land use, and environmental data.
Possible datasets to be included are:
• City Boundary
• Land Use
• Zoning
• Parks
• Bike Lanes/Trails
• Roads
• Public Service and Essential Facilities
• Historic Landmarks
• Land Use Opportunity Areas
• Neighborhood Service Area
• Coastal Hazard Zones
• Faults
• Flood Zones
• Liquefaction
• Sewer Lines
• Tsunami
• Water Lines
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City of Marian Public Data Viewer
Rincon will provide data support and technical support for this application for the duration of the contract.
This will include modification of the portal based on out of the box functionality. This could include additional tool additions, color or wording changes, map layer ordering, and the addition or removal of any of the general plan data.
The ArcGIS Online system contains the flexibility and capability to expand in both size and functionality.
Additional viewing or editing licenses can be bought on demand as city staff or needs grow. Furthermore, the City has access to all the ArcGIS online functionality that comes as part of this package, including readily configurable public outreach tools like survey forms and story maps.
This system can link to other web enabled systems as well. If the City has a document management system that contains a predictable URL based on APN, a dynamic URL that links to that page can be integrated into the map.
Maintenance
Rincon staff also have experience maintaining GIS data on behalf of small and large municipalities, including the City of Simi Valley, City of Ventura, City of Oxnard, and the City of San Luis Obispo.
As the GIS program is implemented and continues to grow, it must be maintained to ensure its data is current. Thus, it is crucial that the City’s implementation also address how the GIS data is to be kept up to date. At a minimum, the City must ensure the following land base layers are kept current, as they contain critical land base information and attributes necessary for integration with Tyler’s EnerGov (EPL) system and GoRequest and document management systems.
GIS maintenance services should also include regularly monitoring how well the applications are meeting user needs and whether applications need to be revised to address needs for additional functionality or changes in related ERP systems. New applications will be needed to meet growing City needs and new uses of the City’s GIS system.
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Training
One of the most important components of any GIS system is user adoption. GIS Maintenance is not complete without providing training and support to City GIS users.
As the City’s GIS System grows and more departments are incorporated into the GIS System, the City will develop increasingly broader and more sophisticated uses for its GIS. These new uses may necessitate training new GIS users and providing additional training for current GIS users.
The City has requested training for 10-15 users. Rincon will provide virtual group training sessions (5), which will be recorded for future employee onboarding. Rincon staff have years of experience providing GIS training to municipalities. Among our staff are professionals with experience teaching GIS courses at Community Colleges, Universities, Federal Agencies, and extended education colleges. Our staff have provided instruction to numerous public agency technicians, analysists, and managers, as well as tribal agency members, students, and non-profit staff.
Task 2 Hardware & Software Solutions
Rincon staff has extensive experience installing and configuring Esri applications, including Desktop, Server, ArcGIS Online portals and GIS Dashboards. Our staff regularly utilize ArcGIS field-data collection tools, including ArcGIS Online, ArcGIS Field Maps, Survey 123 for ArcGIS, and ArcGIS web application templates for our project delivery. Additionally, through our Silver Network partnership with Esri, Rincon has access to the latest Esri applications and specialized Esri support services we can bring to address our client’s particular needs. It is assumed that all hardware and software costs and licensing fees are paid for the by City.
Task 2.1 Hardware
Rincon is aware that the City has recently installed a new, well-equipped server that will be used exclusively for GIS-related activities. Rincon proposes setting up a shared drive for all GIS databases, organized by department and type of data.
During the needs assessment and implementation planning phase, staff who will be using locally installed ESRI software rather than online cloud-applications and use will need to be provided with desktop computers or laptops that meet ESRI’s hardware requirements.
Task 2.2 Software
Rincon recommends that key users install the ESRI suite on their devices. All GIS data will be stored and organized on a network drive. Users who have access to ESRI software will be “administrators” and will be able to share data to the ArcGIS Online portal.
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Task 3 Enterprise GIS Development
Rincon has experience with the development and implementation of enterprise systems. Enterprise GIS can be defined as the implementation of GIS infrastructure, processes, and tools within the context of an organization, enabling a set of capabilities and a process for establishing and maintaining that infrastructure. It facilitates the storage, sharing, and updating of geospatial data, maps, and applications that are used by an organization, stakeholders, and the public.
As highlighted in the Scope of Work, an ArcGIS Online portal-based system will provide the City of La Quinta with a secure, cloud-based system that can be configured across multiple machines, at a much lower cost than an Enterprise setup. A customized base deployment will centralize data management, mapping, and collaboration throughout the organization. Rincon will work with the City to determine the most appropriate server setup and structure.
Rincon will set up a customized ArcGIS portal for the City of La Quinta, complete with logos and specialized content to establish a brand and style for the City. The portal homepage will display customized content in an easy-to-understand format and act as a hub for all important datasets and maps – a “knowledge bank”. The portal can also act as a showcase for the City’s favorite maps and applications. It is assumed that all ArcGIS Online licensing and credit usage fees are the responsibility of the City.
Task 3.1 Security
To keep the City’s data secure, an identity-based security model will be used to access content. Department or project-specific groups will be created to ensure access is appropriately assigned. Rincon will work with the City to determine the best log-in setting, depending on the City’s current security and setup.
Portal administrators will be set as points of contact for the City’s Enterprise system. Administrators will be alerted when members request password resets, modify privileges, and make other account changes.
Rincon will create various roles within the organization, depending on privileges needed per user. By default, there are five roles: Viewer, Data editor, User, Publisher, and Administrator. Custom roles can be created as well. The number of Portal users is dictated by ESRI licensing. Thus, Rincon will work with the City to determine the Portal requirements and recommend licensing changes to provide increasingly wider access to other uses in the City organization. Rincon will also work with the City or develop ArcGIS Online groups and user roles and processes for organizing the City base map and departmental layers.
Every GIS implementation will have different sets of users. While many staff can be serviced with online web maps and applications, some staff are “power-users” and need access to the richer capabilities of Esri Desktop products, and other staff may only access GIS in the field. Rincon can help the City get the most of its GIS system by training these different types of users so that they know how to work with the applications efficiently and productively.
Conclusion
Through Rincon’s proposed scope of work, the City of La Quinta will have a foundation for their GIS program to centralize important GIS layers and seamlessly integrate the Tyler’s EnerGov (EPL) system, optimizing their spatial data needs. Understanding the City’s GIS needs, Rincon will provide trainings and services to the City ensuring their future success utilizing geospatial data. 214 CLICK HERE to Return to Agenda
j. Implementation Plan
Rincon’s Implementation Plan has been designed to take advantage of our large GIS team and complete tasks concurrently. Portions of Task 1 will take place during or after Task 2 and 3, once meetings and coordination with IT, City Departments, and Tyler staff have been completed. Trainings and stakeholder meetings are dispersed throughout our Implementation Plan to gather feedback and provide the City with context and information as systems are developed.
Quarterly Meeting Schedule
January 2023 – First Quarter Stakeholder Meeting
April 2023 – Second Quarter Stakeholder Meeting
July 2023 – Third Quarter Stakeholder Meeting
October 2023 – Fourth Quarter Stakeholder Meeting
November 2022
Kick off Initial Meeting
• City staff and Rincon will kick off the project with a meet and greet to discuss the timeline and goals of implementation. This will be the time for the project managers to adjust the timeline, ask questions, and adjust before project implementation begins
November 2022–December 2022
Task 1.1 Needs Assessment – Data & Systems Review
• Comprehensive review of the City’s current systems and data with respect to desired outcome o Hard copy and digital assets
o Current permitting and tracking systems used by City
o Comprehensive Draft Report
• Report that reviews the relevant information discovered, describes the opportunities for GIS integration, outlines what systems, data, and integrations will be needed, and provides a set of recommendations for the development of an enterprise GIS system. • Organize meetings/interviews with department staff to identify key assets, people, and systems. Initial survey to gather further feedback.
o Public Works – planning, building
o Recreation/Community
o Police
o Fire- Code Enforcement
o City Manager
o Information Technology
• Compile and interpret needs of city GIS system and how to implement, maintain, and optimize workflows • Follow-Up survey with second meeting to review feedback from the surveys and refine the needs, constraints, and opportunities expressed in the initial round of interviews • Deliverable – Report Summary of identified requirements, constraints, and opportunities, along with recommendations for tasks needed to move forward
• Second Quarterly GIS Stakeholder Meeting
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November 2022–March 2023
Task 2.0 Hardware and Software Solutions
• Coordination with IT
• Implementation of drives for city use of GIS
• Installation of ESRI suite for key personnel
Task 3.0 Security
• Coordination with IT
• Identify portal administrators
• City staff training for key staff members and IT solutions January 2023–April 2023
Task 1.2 GIS System implementation Plan
• Implementation of GIS system and how to integrate with Tyler’s EnerGov (EPL) system • Initial set of trainings for “GIS On-Boarding” for City staff including creating ESRI user accounts and assignment of roles
Task 1.3 Base Dataset Development
• Citywide GIS development with establishing base map data • Templates for managing city parcel data updates
• Templates for managing the city street data
• City staff training for GIS base map basics, street data, and city parcel data in ESRI GIS software Task 1.4 Department Specific Data
• Development and updating of city specific data and associated departments • City staff training for Department Data and Organization Best Practices • Third Quarterly GIS Stakeholder Meeting
January 2023 – December 2023
Task 1.5 Implementation of Tyler’s EnerGov (EPL) system and ESRI • Coordination with City of La Quinta & Tyler staff at all steps of the project to ensure correct data structure & content
• Provide gap knowledge to the city about how to collect, analyze, and store spatial data from EnerGov • City staff training for ESRI and EnerGov
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April 2023–July 2023
Task 1.6 Knowledge Bank and Sharing
• Development and implementation of GIS database that incorporates all data that is deemed useful for decision making and tracking.
• Upload data to shared Network, along with the development of cloud based citywide GIS Portal. • Integration with Tyler’s EnerGov (EPL) system/EnerGov GIS Map • City staff training for GIS portal, local drives, and GIS Best Practices • Fourth Quarterly GIS Stakeholder meeting
• Identify portal administrators
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2 References of California
Government Agencies
Our GIS staff have developed web mapping applications, maps, and publications for some of the most challenging projects performed throughout the state of California. Our philosophy is to work closely with our clients to provide high quality professional services at competitive rates and we welcome the opportunity to further discuss your ongoing consulting needs.
Rincon has provided GIS services for 25 years to over 100 cities and municipalities; the following list highlights select clients we have provided services for. For detailed project descriptions see section M Firm Qualifications, below.
Rincon has provided GIS Services to the following cities:
Agoura Hills
Alhambra
Antioch
Arroyo Grande
Avalon
Avenal
Azusa
Bakersfield
Bell Gardens
Berkeley
Beverly Hills
Buellton
Burbank
Calexico
Camarillo
Capitola
Carmel
Carpinteria
Carson
Castaic
Chico
Chino Hills
Chula Vista
Claremont
Coachella
Coachella Valley
Colton
Compton
Concord
Corona
Encinitas
Fillmore
Goleta
Grover Beach
Guadalupe
Hacienda Heights
Hawthorne
Hayward
Hermosa Beach
Hollister
Hollywood
Huntington Beach
Inyo City
La Cañada Flintridge
Lake City
Lake Elsinore
La Verne
Lompoc
Long Beach
Los Osos
Malibu
Marina
Merced City
Millbrae
Milpitas
Monterey
Moorpark
Morro Bay
Murrieta
Nipomo
Novato
Oakland
Oceanside
Ojai
Ontario
Orcutt
Oxnard
Pacific Grove
Palmdale
Palo Alto
Pasadena
Paso Robles
Perris
Piru
Pismo
Pomona
Port Hueneme
Rancho Cucamonga
Rancho Mirage
Rancho Palos
Verdes
Redlands
Redondo Beach
Redwood
Riverside
Sacramento
San Diego
San Francisco
San Jose
San Juan
Capistrano
San Leandro
San Luis Obispo
San Marcos
San Rafael
Santa Ana
Santa Barbara
Santa Clarita
Santa Cruz
Santa Maria
Santa Paula
Santee
Seaside
Simi Valley
Solvang
Stanton
Thousand Oaks
Union City
Vacaville
Ventura
Visalia
Vista
Walnut
Watsonville
West Covina
Willowbrook
Rincon offers extensive experience providing GIS services to California municipalities and our team brings unique qualifications to assist with ensuring that projects will be managed in an efficient, transparent, and ethical manner. The following projects highlight select experience relevant to the City’s needs surrounding this project.
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City of Marina
On-call GIS Services
Marina, California
Rincon assisted the City of Marina with creating a base inventory of existing GIS datasets, digitizing zoning and general plan land use layers, and creating a web-based public parcel viewer, as part of a previous contract with the City of Marina. Because the City of Marina has limited in-house GIS resources, they requested Rincon’s on-call GIS assistance to support their GIS needs. Rincon currently assists the City with a variety of GIS services, including but not limited to, staff augmentation to provide on- or off-site GIS staff, GIS data development and data conversion, integration of new systems and applications, field asset inventories, and unmanned aerial systems surveys. Additionally, Rincon has provided the City with ArcGIS Online setup and management, creating user access and permissions and managing these items. To increase productivity and proper use of the system, Rincon has and will provide training on ArcGIS software and ArcGIS Online use for City staff.
Reference Info:
Guido Persicone, Community Development Director
City of Marina, Community Development Department
211 Hillcrest Avenue
Marina, California 93933
831-884-1289 | [email protected]
Dates: May 2022 to Present
Staff: Jon Montgomery (GIS Manager, Senior GIS
Specialist)
Doug Carreiro (GIS Specialist)
Katherine Castanon (GIS Specialist)
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City of Rancho Mirage
General Plan Update and EIR
Rancho Mirage, California
Rincon assisted the City of Rancho Mirage with a technical update and redesign of its General Plan Update that included a full-color online and print book and a highly interactive land use map. The project involved a technical update for compliance with state law, and the development of an arts and culture element to reflect the City’s focus on art and cultural events as part of a vital community. The public outreach program involved the development of posters and interactive workstations specially designed to convey the branded aesthetics of the document and website design. Rincon facilitated two public workshops and presented the plan with the City planning manager to the City Council for approval. Rincon also produced the EIR update and performed scoping and community meetings for the CEQA component. Rincon’s Rancho Mirage General Plan won a Merit Award for Outstanding Planning Document from AEP, and the Merit Award for Best Practices from the APA Inland Empire chapter.
Rincon’s GIS department was involved in relating data form multiple sources, digitizing data, creating legible General Plan graphics, and customizing a publicly viewable web application based on data from 20 different General Plan maps.
Reference Info:
Jeremy Gleim, AICP, Development Services Director
City of Rancho Mirage
69-825 Highway 111
Rancho Mirage, California 92270
760-328-2266, Ext. 262 | [email protected]
Dates: January 2017 to December 2020
Staff: Jon Montgomery (GIS Analyst)
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City of Monterey Park
On-call GIS Support Services
Monterey Park, California
The Rincon team provides On-Call services to the City of Monterey Park by assessing and understanding the City’s current GIS needs. Rincon created and currently manages baseline and housing element datasets and Rincon created and helped facilitate an ArcGIS Online Portal for the City.
The main goal of the Online Portal for the City is to explore different baseline and housing element layers.
The portal provides the City with a foundation for expanding to a Citywide GIS portal that can be used by City Staff from various departments to look up parcel and address information and other specific information contained in department data layers. Rincon worked with the City to determine the ArcGIS online requirements and recommend licensing changes to provide more utilization and access to other users in the City.
These components are hosted on Rincon’s secure ArcGIS Online cloud platform and are updated regularly to ensure the most up to date data layers are included for the City of Monterey Park.
Reference Info:
Steven Sizemore, Interim Community Development
Director
City of Monterey Park
320 West Newmark Avenue
Monterey Park, California 91754
626-307-1324 | [email protected]
Dates: June 2021 - Present
Staff: Jon Montgomery (GIS Manager)
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City of Bakersfield
Housing Element and General Plan Update
Bakersfield, California
Rincon was selected by the City of Bakersfield to assist in a comprehensive General Plan Update with associated zone mapping and Programmatic EIR that will evaluate the impacts of the General Plan Update and include programmatic mitigation measures intended to streamline CEQA review of subsequent activities that are consistent with the General Plan. The scope of work consists of visual branding and an extensive community engagement program, including online resources, community workshops, pop-up events, stakeholder interviews, and joint study sessions. Rincon’s GIS team has been involved every step of the way, providing the City with up-to-date parcel databases, customized web applications for data editing and collaboration, as well as developing a story map to assist the public in understanding Reference Info:
Christopher Boyle, Development Services Director
City of Bakersfield
1715 Chester Avenue, 2nd Floor
Bakersfield, California 93301
661-326-3754 | [email protected]
Dates: November 2021 to Present
Staff: Keelie Rocker (Senior GIS Analyst)
Max Antono (GIS Analyst)
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4Leaf
Napa and Sonoma Counties Developer Mapping Tool
Napa and Sonoma Counties, California
Rincon created and currently manages an interactive web mapping application that allows the public to provide comments on potential housing sites throughout Napa and Sonoma Counties. Comments are submitted and received directly through an
To provide this application with base data, Rincon also designed and managed a multi-county and multi-city parcel database for the Napa-Sonoma Collaborative. Relating data from multiple public and municipal sources, Rincon transformed the datasets into one cohesive database which was hosted on ArcGIS Online and served as the basis for visualizing potential housing sites and allowing the public to comment on specific locations.
This web mapping application also incorporates a customized Survey 123 form, designed to capture sitespecific information and public opinion. The survey results and data collected through the application are available in a dataset to help inform decision making and future efforts.
These components are hosted on Rincon’s secure ArcGIS Online cloud platform and are updated regularly to ensure the most up-to-date data and sites are included.
Reference Info:
Elliott Pickett, Associate Planner
4Leaf, Inc.
130 Cremona Drive
Goleta, California 93117
530-230-7382 | [email protected]
Dates: February 2022 to Present
Staff: Jon Montgomery (GIS Manager)
Keelie Rocker (Senior GIS Analyst)
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3 Complete Pricing List
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Fee Schedule
Professional, Technical and Support Personnel* Hourly Rate Principal II $295
Director II $295
Principal I $285
Director I $285
Senior SupervisorII $258
Supervisor I $240
Senior Professional II $224
Senior Professional I $208
Professional IV $184
Professional III $170
Professional II $153
Professional I $136
Associate III $117
Associate II $102
Associate I $95
Field Technician $82
Data Solutions Architect $175
Senior GIS Specialist $164
GIS/CADD SpecialistII $146
GIS/CADD Specialist I $131
Technical Editor $130
Project Accountant $110
Billing Specialist $95
Publishing Specialist $105
Clerical $95
* Professional classifications include environmental scientists, urban planners, biologists, geologists, marine scientists, GHG verifiers, sustainability experts, cultural resources experts, and other professionals. Expert witness services consisting of depositions or in-court testimony are charged at the hourly rate of $375.
Reimbursable Expenses
Direct Cost Rates
Photocopies – Black and White $0.20 (single-sided), $0.40 (double-sided) Photocopies – Color $1.50 (single-sided), $3.00 (double-sided) Photocopies – 11 x 17 $0.50 (B&W), $3.30 (color)
Oversized Maps $8.00/square foot
Digital Production $15/CD, $20/flash drive
Light-Duty and Passenger Vehicles* $88/day
4WD and Off-road Vehicles* $140/day
* $0.65/mile for mileage over 50 and for all miles incurred in employee-owned vehicles.
Other Direct Costs. Costs associated with the execution of a project,that are not included in the hourly rates above, are billed at cost plus 15%. These may include, but are not limited to, laboratory and drilling services, subcontractor services, authorized travel expenses, permit charges and filing fees, mailings and postage, performance bonds, sample handling and shipment, rental equipment, and vehicles other than covered by the above charges.
Annual Escalation. Standard rates subject to 3.5% annual escalation.
Payment Terms. All fees will be billed to Client monthly and shall be due and payable upon receipt or as indicated in the contract provisions for the assignment. Invoices are delinquent if not paid within ten (10) days from receipt or per the contractually required payment terms.
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Equipment Day Rate
Environmental SiteAssessment
Soil Vapor Extraction Monitoring Equipment $155
Four Gas Monitor $133
Flame Ionization Detector $107
Photo Ionization Detector $80
Hand Auger Sampler $60
Water Level Indicator, DC Purge Pump $45
Natural Resources Field Equipment
UAS Drone $268
Spotting or Fiberoptic Scope $165
Pettersson Bat Ultrasound Detector/Recording Equipment $165 Sound Level Metering Field Package (Anemometer, Tripod and Digital Camera) $110 GPS (Sub‐meter Accuracy) $65
Infrared Sensor Digital Camera or Computer Field Equipment $55 Scent Station $22
Laser Rangefinder/Altitude $11
Pit‐fall Traps, Spotlights, Anemometer, GPS Units, Sterilized Sample Jar $9 Mammal Trap, Large/Small $1.50/$0.50
Water and Marine Resources Equipment
Boat(26 ft. Radon or Similar) $600
Boat(20 ft. Boston Whaler or Similar) $335
Multi Parameter Sonde (Temp, Cond, Turbidity, DO, pH) with GPS $165 Water Quality Equipment(DO, pH, Turbidity, Refractometer, Temperature) $60 Refractometer(Salinity) or Turbidity Meter $37
Large Block Nets $110
Minnow Trap $95
Net, Hand/Large Seine $55
Field Equipment Packages
Standard Field Package (Digital Camera, GPS, Thermometer, Binoculars, Tablet, Safety Equipment, and Botanic Collecting Equipment)
$110
Remote Field Package (Digital Camera, GPS, Thermometer, Binoculars, Tablet and Mifi, Delorme Satellite Beacon, 24‐Hour Safety Phone)
$140
Amphibian/Vernal Pool Field Package (Digital Camera, GPS, Thermometer, Decon Chlorine, Waders, Float Tube, Hand Net, Field Microscope) $165
Fisheries Equipment Package (Waders, Wetsuits, Dip Nets, Seine Nets, Bubblers, Buckets)
$55
Underwater and Marine Sampling Gear(U/W Photo/Video Camera, Scuba Equipment (Tanks, BCD, Regulators, Wetsuits, etc.)
$55/diver
Marine Field Package (PFDs – Personal Flotation Devices, 100-foot Reel Tapes with Stainless Carabiners, Pelican Floats, Underwater Slates, Thermometer, Refractometer, Anemometer, Various Field Guides)
$55
Insurance, Hazard and Fees
Historic Research Fees $50
L&H Dive Insurance $55/diver
Level C Health and Safety $65/person
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4 List of Complementary Services
Offered by Proposer along with
Corresponding Prices
Additional services that Rincon believes would benefit the City of La Quinta are listed below. Rincon’s staff rates are shown in the Fee Schedule. Our standard fee for GIS services range between $131 - $164/ hour on a time and materials basis. Rates may be negotiated based on tasks needed and the duration of the projects.
Staff Augmentation
Rincon can expand the City’s existing staff by providing on- or off-site GIS staff to assist with GIS data conversion and editing activities during times of heavy activity.
GIS Data Development/Data Conversion
Converting data for use in a GIS is a time intensive process that is usually best to outsource so that existing staff can focus on their core work. Rincon has the capability to handle small and large conversion jobs from scanning as-builts to integrate into the City’s GIS system, to digitizing new parcels, addresses, and streets for proposed development projects.
Data Integration
As new systems and applications are brought into use by the City, Rincon can assist the City with ensuring these applications can be integrated into the City’s GIS system for one-stop visualization and mapping Field Asset Inventories and Data Collection
Part of building out an enterprise GIS system requires locating and mapping infrastructure assets. From storm drains, streetlights, to swing sets and trees, Rincon can help. Our staff can configure the GIS databases, data collection applications and perform the field data collection, or we can train the City’s staff.
Rincon is an ArcGIS Online Specialty provider and well versed in setting up and using Esri’s field-data collection applications: ArcGIS Collector, Survey 123, including integrating these applications with submeter GPS systems.
Workflow Automation
Many cities have processes that are tedious and manually intensive. Our GIS team manages large datasets and analyses that involve many manual steps. If staff find themselves copying and pasting information from one source to another, there’s usually way we can automate that. We are adept and using a variety of different technologies to convert, integrate and manage data. From ArcGIS Model Builder to Microsoft SQL Server Integration Services, to Python and PHP scripting and Visual Studio applications, we can help ensure city staff do not have to enter data into two different systems or copy and paste data from different applications.
Custom Mapping Services
Rincon’s GIS team produces thousands of maps per year. From land use and zoning maps to field atlas maps, our team is adept at creating any map product the City could need. Rincon can also make map templates for the City to use in developing their own maps.
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5 Staffing and Project Organization
Staff Organization
Key Staff
Rincon has assembled a team of highly skilled GIS professionals who combine extensive technical qualifications and decades of experience working in the region. Resumes for all key team members are included on the following pages. Rincon will work with the City during the needs assessment and implementation plan development to understand the City’s geospatial needs.
Rincon will provide the City with reports and memorandums documenting the steps taken and will be in close communication with the City’s stakeholders. City feedback and questions are welcomed. Rincon will work with the City to establish a City of La Quinta Technical Lead to act as a point of contact and coordinate staff feedback, as well as act as a liaison between Rincon and Tyler Technologies.
Craig Huff | Director and Contract Administrator
As a Vice President and Chief Information and Security Officer, Craig Huff leads the IT and Cybersecurity direction for the firm as it relates to collaboration, data security, operations, and backend architecture to support all of Rincon’s 400+ valued staff wherever they happen to find themselves, be it in the office or in the field conducting a survey. Craig also oversees the management of Rincon’s Geographic Information System (GIS) team and leads Rincon’s Idea’s Lab, an internal vetting team that makes internal and Client driven innovations come to life.
With over 15 years of experience at Rincon, Craig has developed and configured a variety of critical tools and processes that has allowed the firm to scale to become one of the leaders in our industry. Craig has provided project oversight and consultation on various GIS projects, including for the City of Marina On-call for GIS Services and the City of Rancho Mirage Housing Element.
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Jon Montgomery| Project Manager
Jon Montgomery oversees Rincon’s GIS department and specializes in data management, custom mapping tool development, spatial analysis, and graphics production. His expertise includes extensive ESRI software experience, field tool equipment management, python programming, Adobe product suite software, CAD, and open source solutions. Jon’s 10 years of GIS experience include working with regional and local government agencies, nonprofit organizations, and private firms to provide the highest quality analysis and products.
Keelie Rocker | Senior GIS Analyst
Keelie Rocker is a Senior GIS Analyst whose experience spans across public and private sectors. In her 8 years in environmental consulting, she has worked on and led permitting and GIS analysis for the state’s largest mitigation banks, private development projects, and large-scale utility projects. Recently, her focus has been on fire hardening and vegetation management efforts for utility companies, as well as building custom web applications for cities and counties across California.
Doug Carreiro | Solutions Architect
Doug Carreiro is a GIS Analyst and Remote Pilot with professional experience utilizing GIS, GPS, and graphics production in industries including agriculture, education, insurance, and environmental consulting. His expertise includes geospatial analysis, imagery analysis, cartography, GPS data processing, Python GIS tool scripting, graphic design, and has extensive ESRI ArcGIS and QGIS software experience. Most recently, Mr. Carreiro worked with City of Marina planners to conduct an on-site inventory of the city’s GIS data, which included shapefiles, geodatabases, rasters, ArcGIS Enterprise Server data, as well as physical maps and documents. He has also provided on-call GIS support to the City of Greenfield.
Max Antono | GIS Analyst
Max Antono is an analytical and detail-oriented GIS Analyst with 2+ years of experience within the A/E/C industry. He has a proven ability to combine strong cartography and organizational skills to make informed decisions regarding land utilization through spatial data analysis. Max is well-versed in using a multitude of ArcGIS products such as ArcPro and ArcGIS Online, as well as other software systems. Recently, his focus has been on housing element and general plan update efforts for various cities and counties in California
Katherine Castanon | GIS Analyst
Katherine Castanon is an analytical and detail-oriented GIS Analyst with 2+ years of experience utilizing Esri and Adobe software in a professional and academic setting. Her current duties at Rincon include spatial analysis, graphic design, and cartography. She has a proven ability to combine strong cartography and organization skills to make informed decisions regarding land utilization through spatial data analysis.
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6 Subcontracting Services
Rincon will not be subcontracting any portion of this contract. 231 CLICK HERE to Return to Agenda
7 Disclosures
Rincon does not have any conditions to disclose regarding bankruptcy, pending litigation, planned office closures, mergers) or any organizational conflicts of interest that may affect the ability of Rincon to perform the required duties.
Rincon certifies that it has not been debarred, suspended or otherwise declared ineligible to contract with any other federal, state or local public agency.
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8 Explanation of Methodology
As outlined in the Scope of Work, Rincon will meet with the City to conduct a needs assessment to include a comprehensive review of the City’s systems and data needs and desired outcome.
The first step in the development of any enterprise system is a needs assessment that includes a comprehensive review of the City’s current systems and data with respect to the City’s desired outcome. The main goal of the needs assessment is to identify key assets, people, systems, and processes that are currently in place and discover opportunities for GIS to help the city with more efficient workflows, information delivery, and better decision-making process. The assessment also identifies any gaps that exist between the City’s current and desired state.
During a needs assessment, Rincon would meet with the City’s key staff to discuss the City’s vision for a comprehensive GIS system. During this time Rincon staff will do a comprehensive review of the City’s current systems and data by working closely with city staff. The comprehensive data catalog will be a report that outlines the current system and data. The review will also include necessary integrations and provide a set of recommendations for the development of an enterprise system.
We would then interview stakeholder department staff to identify key assets, people, and systems. The interview will include a survey for initial feedback to understand City Staff Member needs. Rincon staff will then compile and interpret the needs of the City’s GIS system and create a plan to implement and optimize GIS workflows that integrate into the City’s system. This will be delivered as a Report Summary that has identified requirements, constraints, and opportunities, along with recommendations for tasks needed to move forward. The comprehensive Report will be presented at the GIS stakeholder meeting for review of key findings and to receive stakeholder input. Rincon will adjust the implementation plan accordingly dependent on the quarterly review.
Hardware and Software solutions will be implemented by working closely with key City personnel within information technology. Rincon will coordinate with IT to implement drives for City use of GIS and install ESRI GIS suite as well as help identify and enroll GIS portal administrators for security.
Rincon will work with the City to implement the ESRI-enabled software, Permitting and Licensing, which is included in Tyler’s EnerGov (EPL) system Rincon will provide the gap knowledge between the city, Tyler EPL, and GIS to ensure that the data collected is the most optimal workflow for the city. Rincon will implement the permitting and licensing tool, EnerGov, which is designed to automate and centrally connect critical processes, including licensing and regulatory, permitting and land management, asset management, citizen request and response functions and more.
Once Rincon has identified the needs of the city, implemented hardware and software solutions, the next step is to implement the GIS system. Rincon will host initial set of trainings for “GIS on-boarding” for city staff including creating ESRI User accounts and assignment of roles. Rincon will develop and implement base map dataset and create templates for managing city parcel datasets and city street data. The next training would be for GIS base map basics and intro to ESRI GIS. These trainings are essential to gauge city staff and understand their needs of the data and ensure that we are providing workflows that are helpful for long-term use of the city.
The last step for implementation relies on the development of GIS database that incorporates all the city data that is deemed useful for decision making and tracking. This set of data will be reviewed by City staff and key stakeholders before upload data to shared network and cloud based citywide GIS portal. City staff will understand the integration and understanding of ESRI Data with Tyler’s EnerGov (EPL) system EPL system and know best practices for GIS.
Rincon has also provided similar GIS services to the cities of Colton, Lake Elsinore, Simi Valley, Oxnard, and Seaside in the form of GIS system set up, on-call GIS services, adjunct staffing, database development, and custom web application development.
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Carlsbad
2215 Faraday Avenue
Suite A
Carlsbad, California 92008
760-918-9444
Fresno
7080 North Whitney Avenue
Suite 101
Fresno, California 93720
559-228-9925
Los Angeles
250 East 1st Street
Suite 1400
Los Angeles, California 90012
213-788-4842
Monterey
2511 Garden Road
Suite C-250
Monterey, California 93940
831-333-0310
Oakland
449 15th Street
Suite 303
Oakland, California 94612
510-834-4455
Redlands
1980 Orange Tree Lane
Suite 105
Redlands, California 92374
909-253-0705
Sacramento
4825 J Street
Suite 200
Sacramento, California 95819
916-706-1374
San Diego
8825 Aero Drive
Suite 120
San Diego, California 92123
760-918-9444
San José
99 South Almaden Boulevard
San Jose, California 95113
408-577-3008
San Luis Obispo
1530 Monterey Street
Suite D
San Luis Obispo, California 93401
805-547-0900
Santa Barbara
209 East Victoria Street
Santa Barbara, California 93101
805-319-4092
Ventura (headquarters)
180 North Ashwood Avenue
Ventura, California 93003
805-644-4455
www.rinconconsultants.com
Office Locations
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Exhibit B
Exhibit B
Schedule of Compensation
With the exception of compensation for Additional Services, provided for in Section 2.3 of this Agreement, the maximum total compensation to be paid to Contracting Party under this Agreement is not to exceed Two Hundred Eighty Five Thousand ($285,000) (“Contract Sum”). The Contract Sum shall be paid to Contracting Party in installment payments made on a monthly basis and in an amount identified in Contracting Party’s schedule of compensation attached hereto for the work tasks performed and properly invoiced by Contracting Party in conformance with Section 2.2 of this Agreement.
Contract Services One Time
Fees
Annually
Recurring
Fees
Contingency
Budget
GIS Program
Development and
Implementation
$67,000
(446
Hours)
Hardware and Software
Upgrades/Solutions
$33,000
(210
Hours)
Ongoing Maintenance
$30,000/year
(x5 Years
$150k Total)
Contingency Budget
(Over Five Years)
$7,000/year
($35k Total)
Fiscal Year Account No. Expenditure
FY 2022/2023 502-0000-71049
502-0000-60301
$100,000
$37,000
FY 2023/2024 502-0000-60301 $37,000
FY 2024/2025 502-0000-60301 $37,000
FY 2025/2026 502-0000-60301 $37,000
FY 2026/2027 502-0000-60301 $37,000
Total Expended $285,000
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Exhibit C
Exhibit C
Schedule of Performance
Contracting Party shall complete all services identified in the Scope of Services, Exhibit A of this Agreement, in accordance with the Project Schedule, attached hereto and incorporated herein by this reference.
SEE PAGE 28 OF EXHIBIT A SCOPE OF SERVICES
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Exhibit D
Exhibit D
Special Requirements
None
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Exhibit E
Exhibit E
Insurance Requirements
E.1 Insurance. Prior to the beginning of and throughout the duration of this Agreement, the following policies shall be maintained and kept in full force and effect providing insurance with minimum limits as indicated below and issued by insurers with A.M. Best ratings of no less than A-VI:
Commercial General Liability (at least as broad as ISO CG 0001) $1,000,000 (per occurrence)
$2,000,000 (general aggregate)
Must include the following endorsements:
General Liability Additional Insured
General Liability Primary and Non-contributory
Commercial Auto Liability (at least as broad as ISO CA 0001) $1,000,000 (per accident)
Auto Liability Additional Insured
Personal Auto Declaration Page if applicable
Errors and Omissions Liability
$1,000,000 (per claim and aggregate)
Workers’ Compensation
(per statutory requirements)
Must include the following endorsements:
Workers Compensation with Waiver of Subrogation
Cyber Liability
$1,000,000 (per occurrence)
$2,000,000 (general aggregate)
Contracting Party shall procure and maintain, at its cost, and submit concurrently with its execution of this Agreement, Commercial General Liability insurance against all claims for injuries against persons or damages to property resulting from Contracting Party’s acts or omissions rising out of or related to Contracting Party’s performance under this Agreement. The insurance policy shall contain a severability of interest clause providing that the coverage shall be primary for losses arising out of Contracting Party’s performance hereunder and neither City nor its insurers shall be required to contribute to any such loss. An endorsement evidencing the foregoing and naming the City and its officers and employees as additional insured (on the Commercial General Liability policy only) must be submitted concurrently with 238 CLICK HERE to Return to Agenda
Exhibit E
the execution of this Agreement and approved by City prior to commencement of the services hereunder.
Contracting Party shall carry automobile liability insurance of $1,000,000 per accident against all claims for injuries against persons or damages to property arising out of the use of any automobile by Contracting Party, its officers, any person directly or indirectly employed by Contracting Party, any subcontractor or agent, or anyone for whose acts any of them may be liable, arising directly or indirectly out of or related to Contracting Party’s performance under this Agreement. If Contracting Party or Contracting Party’s employees will use personal autos in any way on this project, Contracting Party shall provide evidence of personal auto liability coverage for each such person. The term “automobile” includes, but is not limited to, a land motor vehicle, trailer or semi-trailer designed for travel on public roads.
The automobile insurance policy shall contain a severability of interest clause providing that coverage shall be primary for losses arising out of Contracting Party’s performance hereunder and neither City nor its insurers shall be required to contribute to such loss.
Professional Liability or Errors and Omissions Insurance as appropriate shall be written on a policy form coverage specifically designed to protect against acts, errors or omissions of the Contracting Party and “Covered Professional Services” as designated in the policy must specifically include work performed under this agreement. The policy limit shall be no less than $1,000,000 per claim and in the aggregate. The policy must “pay on behalf of” the insured and must include a provision establishing the insurer’s duty to defend. The policy retroactive date shall be on or before the effective date of this agreement.
Contracting Party shall carry Workers’ Compensation Insurance in accordance with State Worker’s Compensation laws with employer’s liability limits no less than $1,000,000 per accident or disease.
Contracting Party shall procure and maintain Cyber Liability insurance with limits of $1,000,000 per occurrence/loss which shall include the following coverage:
a. Liability arising from the theft, dissemination and/or use of confidential or personally identifiable information; including credit monitoring and regulatory fines arising from such theft, dissemination or use of the confidential information.
b. Network security liability arising from the unauthorized use of, access to, or tampering with computer systems.
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Exhibit E
c. Liability arising from the failure of technology products (software) required under the contract for Consultant to properly perform the services intended.
d. Electronic Media Liability arising from personal injury, plagiarism or misappropriation of ideas, domain name infringement or improper deep-linking or framing, and infringement or violation of intellectual property rights.
e. Liability arising from the failure to render professional services.
If coverage is maintained on a claims-made basis, Contracting Party shall maintain such coverage for an additional period of three (3) years following termination of the contract.
Contracting Party shall provide written notice to City within ten (10) working days if: (1) any of the required insurance policies is terminated; (2) the limits of any of the required polices are reduced; or (3) the deductible or self-insured retention is increased. In the event any of said policies of insurance are cancelled, Contracting Party shall, prior to the cancellation date, submit new evidence of insurance in conformance with this Exhibit to the Contract Officer. The procuring of such insurance or the delivery of policies or certificates evidencing the same shall not be construed as a limitation of Contracting Party’s obligation to indemnify City, its officers, employees, contractors, subcontractors, or agents.
E.2 Remedies. In addition to any other remedies City may have if Contracting Party fails to provide or maintain any insurance policies or policy endorsements to the extent and within the time herein required, City may, at its sole option:
a. Obtain such insurance and deduct and retain the amount of the premiums for such insurance from any sums due under this Agreement. b. Order Contracting Party to stop work under this Agreement and/or withhold any payment(s) which become due to Contracting Party hereunder until Contracting Party demonstrates compliance with the requirements hereof.
c. Terminate this Agreement.
Exercise any of the above remedies, however, is an alternative to any other remedies City may have. The above remedies are not the exclusive remedies for Contracting Party’s failure to maintain or secure appropriate 240 CLICK HERE to Return to Agenda
Exhibit E
policies or endorsements. Nothing herein contained shall be construed as limiting in any way the extent to which Contracting Party may be held responsible for payments of damages to persons or property resulting from Contracting Party’s or its subcontractors’ performance of work under this Agreement.
E.3 General Conditions Pertaining to Provisions of Insurance Coverage by Contracting Party. Contracting Party and City agree to the following with respect to insurance provided by Contracting Party:
1. Contracting Party agrees to have its insurer endorse the third party general liability coverage required herein to include as additional insureds City, its officials, employees, and agents, using standard ISO endorsement No. CG 2010 with an edition prior to 1992. Contracting Party also agrees to require all contractors, and subcontractors to do likewise.
2. No liability insurance coverage provided to comply with this Agreement shall prohibit Contracting Party, or Contracting Party’s employees, or agents, from waiving the right of subrogation prior to a loss. Contracting Party agrees to waive subrogation rights against City regardless of the applicability of any insurance proceeds, and to require all contractors and subcontractors to do likewise.
3. All insurance coverage and limits provided by Contracting Party and available or applicable to this Agreement are intended to apply to the full extent of the policies. Nothing contained in this Agreement or any other agreement relating to City or its operations limits the application of such insurance coverage.
4. None of the coverages required herein will be in compliance with these requirements if they include any limiting endorsement of any kind that has not been first submitted to City and approved of in writing.
5. No liability policy shall contain any provision or definition that would serve to eliminate so-called “third party action over” claims, including any exclusion for bodily injury to an employee of the insured or of any contractor or subcontractor.
6. All coverage types and limits required are subject to approval, modification and additional requirements by the City, as the need arises.
Contracting Party shall not make any reductions in scope of coverage (e.g. elimination of contractual liability or reduction of discovery period) that may affect City’s protection without City’s prior written consent. 241 CLICK HERE to Return to Agenda
Exhibit E
7. Proof of compliance with these insurance requirements, consisting of certificates of insurance evidencing all the coverages required and an additional insured endorsement to Contracting Party’s general liability policy, shall be delivered to City at or prior to the execution of this Agreement. In the event such proof of any insurance is not delivered as required, or in the event such insurance is canceled at any time and no replacement coverage is provided, City has the right, but not the duty, to obtain any insurance it deems necessary to protect its interests under this or any other agreement and to pay the premium. Any premium so paid by City shall be charged to and promptly paid by Contracting Party or deducted from sums due Contracting Party, at City option.
8. It is acknowledged by the parties of this agreement that all insurance coverage required to be provided by Contracting Party or any subcontractor, is intended to apply first and on a primary, non-contributing basis in relation to any other insurance or self-insurance available to City.
9. Contracting Party agrees to ensure that subcontractors, and any other party involved with the project that is brought onto or involved in the project by Contracting Party, provide the same minimum insurance coverage required of Contracting Party. Contracting Party agrees to monitor and review all such coverage and assumes all responsibility for ensuring that such coverage is provided in conformity with the requirements of this section.
Contracting Party agrees that upon request, all agreements with subcontractors and others engaged in the project will be submitted to City for review.
10. Contracting Party agrees not to self-insure or to use any selfinsured retentions or deductibles on any portion of the insurance required herein (with the exception of professional liability coverage, if required) and further agrees that it will not allow any contractor, subcontractor, Architect, Engineer or other entity or person in any way involved in the performance of work on the project contemplated by this agreement to self-insure its obligations to City. If Contracting Party’s existing coverage includes a deductible or self-insured retention, the deductible or self-insured retention must be declared to the City. At that time the City shall review options with the Contracting Party, which may include reduction or elimination of the deductible or self-insured retention, substitution of other coverage, or other solutions.
11. The City reserves the right at any time during the term of this Agreement to change the amounts and types of insurance required by giving the Contracting Party ninety (90) days advance written notice of such change.
If such change results in substantial additional cost to the Contracting Party, 242 CLICK HERE to Return to Agenda
Exhibit E
the City will negotiate additional compensation proportional to the increased benefit to City.
12. For purposes of applying insurance coverage only, this Agreement will be deemed to have been executed immediately upon any party hereto taking any steps that can be deemed to be in furtherance of or towards performance of this Agreement.
13. Contracting Party acknowledges and agrees that any actual or alleged failure on the part of City to inform Contracting Party of noncompliance with any insurance requirement in no way imposes any additional obligations on City nor does it waive any rights hereunder in this or any other regard.
14. Contracting Party will renew the required coverage annually as long as City, or its employees or agents face an exposure from operations of any type pursuant to this agreement. This obligation applies whether the agreement is canceled or terminated for any reason. Termination of this obligation is not effective until City executes a written statement to that effect.
15. Contracting Party shall provide proof that policies of insurance required herein expiring during the term of this Agreement have been renewed or replaced with other policies providing at least the same coverage. Proof that such coverage has been ordered shall be submitted prior to expiration.
A coverage binder or letter from Contracting Party’s insurance agent to this effect is acceptable. A certificate of insurance and an additional insured endorsement is required in these specifications applicable to the renewing or new coverage must be provided to City within five (5) days of the expiration of coverages.
16. The provisions of any workers’ compensation or similar act will not limit the obligations of Contracting Party under this agreement. Contracting Party expressly agrees not to use any statutory immunity defenses under such laws with respect to City, its employees, officials, and agents.
17. Requirements of specific coverage features, or limits contained in this section are not intended as limitations on coverage, limits or other requirements nor as a waiver of any coverage normally provided by any given policy. Specific reference to a given coverage feature is for purposes of clarification only as it pertains to a given issue and is not intended by any party or insured to be limiting or all-inclusive.
18. These insurance requirements are intended to be separate and distinct from any other provision in this Agreement and are intended by the parties here to be interpreted as such.
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Exhibit E
19. The requirements in this Exhibit supersede all other sections and provisions of this Agreement to the extent that any other section or provision conflicts with or impairs the provisions of this Exhibit.
20. Contracting Party agrees to be responsible for ensuring that no contract used by any party involved in any way with the project reserves the right to charge City or Contracting Party for the cost of additional insurance coverage required by this agreement. Any such provisions are to be deleted with reference to City. It is not the intent of City to reimburse any third party for the cost of complying with these requirements. There shall be no recourse against City for payment of premiums or other amounts with respect thereto.
21. Contracting Party agrees to provide immediate notice to City of any claim or loss against Contracting Party arising out of the work performed under this agreement. City assumes no obligation or liability by such notice, but has the right (but not the duty) to monitor the handling of any such claim or claims if they are likely to involve City.
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Exhibit F
Exhibit F
Indemnification
F.1 Indemnity for the Benefit of City.
a. Indemnification for Professional Liability. When the law establishes a professional standard of care for Contracting Party’s Services, to the fullest extent permitted by law, Contracting Party shall indemnify, protect, defend (with counsel selected by City), and hold harmless City and any and all of its officials, employees, and agents (“Indemnified Parties”) from and against any and all claims, losses, liabilities of every kind, nature, and description, damages, injury (including, without limitation, injury to or death of an employee of Contracting Party or of any subcontractor), costs and expenses of any kind, whether actual, alleged or threatened, including, without limitation, incidental and consequential damages, court costs, attorneys’ fees, litigation expenses, and fees of expert consultants or expert witnesses incurred in connection therewith and costs of investigation, to the extent same are caused in whole or in part by any negligent or wrongful act, error or omission of Contracting Party, its officers, agents, employees or subcontractors (or any entity or individual that Contracting Party shall bear the legal liability thereof) in the performance of professional services under this agreement. With respect to the design of public improvements, the Contracting Party shall not be liable for any injuries or property damage resulting from the reuse of the design at a location other than that specified in Exhibit A without the written consent of the Contracting Party. b. Indemnification for Other Than Professional Liability. Other than in the performance of professional services and to the full extent permitted by law, Contracting Party shall indemnify, defend (with counsel selected by City), and hold harmless the Indemnified Parties from and against any liability (including liability for claims, suits, actions, arbitration proceedings, administrative proceedings, regulatory proceedings, losses, expenses or costs of any kind, whether actual, alleged or threatened, including, without limitation, incidental and consequential damages, court costs, attorneys’ fees, litigation expenses, and fees of expert consultants or expert witnesses) incurred in connection therewith and costs of investigation, where the same arise out of, are a consequence of, or are in any way attributable to, in whole or in part, the performance of this Agreement by Contracting Party or by any individual or entity for which Contracting Party is legally liable, including but not limited to officers, agents, employees, or subcontractors of Contracting Party.
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Exhibit F
c. Indemnity Provisions for Contracts Related to Construction (Limitation on Indemnity). Without affecting the rights of City under any provision of this agreement, Contracting Party shall not be required to indemnify and hold harmless City for liability attributable to the active negligence of City, provided such active negligence is determined by agreement between the parties or by the findings of a court of competent jurisdiction. In instances where City is shown to have been actively negligent and where City’s active negligence accounts for only a percentage of the liability involved, the obligation of Contracting Party will be for that entire portion or percentage of liability not attributable to the active negligence of City.
d. Indemnification Provision for Design Professionals.
1. Applicability of this Section F.1(d). Notwithstanding Section F.1(a) hereinabove, the following indemnification provision shall apply to a Contracting Party who constitutes a “design professional” as the term is defined in paragraph 3 below.
2. Scope of Indemnification. When the law establishes a professional standard of care for Contracting Party’s Services, to the fullest extent permitted by law, Contracting Party shall indemnify and hold harmless City and any and all of its officials, employees, and agents (“Indemnified Parties”) from and against any and all losses, liabilities of every kind, nature, and description, damages, injury (including, without limitation, injury to or death of an employee of Contracting Party or of any subcontractor), costs and expenses, including, without limitation, incidental and consequential damages, court costs, reimbursement of attorneys’ fees, litigation expenses, and fees of expert consultants or expert witnesses incurred in connection therewith and costs of investigation, to the extent same are caused by any negligent or wrongful act, error or omission of Contracting Party, its officers, agents, employees or subcontractors (or any entity or individual that Contracting Party shall bear the legal liability thereof) in the performance of professional services under this agreement. With respect to the design of public improvements, the Contracting Party shall not be liable for any injuries or property damage resulting from the reuse of the design at a location other than that specified in Exhibit A without the written consent of the Contracting Party.
3. Design Professional Defined. As used in this
Section F.1(d), the term “design professional” shall be limited to licensed architects, registered professional engineers, licensed professional land surveyors and landscape architects, all as defined under current law, and as may be amended from time to time by Civil Code § 2782.8. 246 CLICK HERE to Return to Agenda
Exhibit F
F.2 Obligation to Secure Indemnification Provisions. Contracting Party agrees to obtain executed indemnity agreements with provisions identical to those set forth herein this Exhibit F, as applicable to the Contracting Party, from each and every subcontractor or any other person or entity involved by, for, with or on behalf of Contracting Party in the performance of this Agreement. In the event Contracting Party fails to obtain such indemnity obligations from others as required herein, Contracting Party agrees to be fully responsible according to the terms of this Exhibit. Failure of City to monitor compliance with these requirements imposes no additional obligations on City and will in no way act as a waiver of any rights hereunder.
This obligation to indemnify and defend City as set forth in this Agreement are binding on the successors, assigns or heirs of Contracting Party and shall survive the termination of this Agreement.
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City of La Quinta
CITY COUNCIL MEETING: October 18, 2022
STAFF REPORT
AGENDA TITLE: DISCUSS IMPLEMENTATION OF CITY FUNDED TURF REBATE
PROGRAM
RECOMMENDATION
Discuss the implementation of a City funded turf rebate program.
EXECUTIVE SUMMARY
In May 2021, the Governor declared a State of Emergency due to the drought in the State of California, and in May 2022, the California State Water Resources Control Board adopted a new emergency water conservation regulation.
• At the September 18, 2022, City Council Meeting, Council requested a future study session item to discuss the possible implementation of a City funded turf rebate program.
• The Coachella Valley Water District (CVWD) has implemented a turf rebate program.
• The cities of Palm Desert, Rancho Mirage and Indian Wells have subsequently implemented or are in the process of implementing supplemental City funded turf rebate programs.
FISCAL IMPACT
Funding source options include Measure G, Measure G Reserves, Natural Disaster Reserves, FY 21/22 surplus, or Unassigned Reserves.
BACKGROUND/ANALYSIS
In response to the drought conditions declared by California, CVWD has implemented a turf rebate program to incentivize the replacement of turf with drought tolerant landscaping. The intent of this program is to reduce the amount of potable water being used for landscape irrigation.
STUDY SESSION ITEM NO. 1
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CVWD - The CVWD Turf Rebate Program provides the following:
• $3 per Square Foot ($3/SF) for a minimum area of 200-SF and maximum area of 10,000-SF of removal for residential applications • $3/SF for a maximum of 25,000 square feet for commercial applications In May of 2022, the California State Water Resources Control Board adopted a new emergency water conservation regulation to ensure a more aggressive approach to saving water, including a ban on the watering of nonfunctional turf, i.e., turf that is solely ornamental and is not regularly used for recreation or civic community events or turf areas with trees. In response to this, several Coachella Valley cities have implemented supplemental turf rebate programs.
Rancho Mirage - In July, the city of Rancho Mirage allocated $500,000 to implement a supplemental turf rebate program, and due to the popularity of the program, the City Council approved additional allocations for a total of $2,500,000. The application process is handled through CVWD, and the program details include:
• $3/SF rebate for residential and $1/SF for commercial and homeowner associations (HOA)
• In addition to this rebate, HOA/Commercial projects that are required by the city to use a landscape architect may be eligible for reimbursement of these costs from the City, for up to an additional $6,000.
Palm Desert - In September, the city of Palm Desert implemented a supplemental turf rebate program that allocated $1,500,000, including a $500,000 supplement at the discretion of the City Manager. The program details entail:
• $3/SF Residential capped at $750,000
o 7,500 SF maximum project size
• $1/SF HOA/Commercial capped at $250,000
o 15,000 SF maximum project size
Indian Wells - On October 6, 2022, the city of Indian Wells approved the implementation of a supplemental turf rebate program with a $250,000 initial limit, and an additional $250,000 available as a supplement at the discretion of the City Manager. The residential only program entails:
• City to provide a $3/SF for residential turf replacement requiring a minimum 200 SF and maximum 5,000 removal area (Maximum rebate of $15,000 per household).
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Given the success the turf rebate program in neighboring cities, it is proposed that the City of La Quinta consider appropriating funding for a similar rebate program in partnership with CVWD. Staff recommends that the program be available to those residents, businesses, and HOAs that qualify under CVWD’s current Turf Rebate Program on a first come, first-serve basis.
Prepared by: Julie Mignogna, Management Analyst
Approved by: Bryan McKinney, Public Works Director/City Engineer 251 CLICK HERE to Return to Agenda
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MARKETING QUARTERLY REPORT
July 1, 2022 - September 30, 2022
Print Marketing
Recycle Ads
SB 1383 Ads
Radio Campaigns
Economic Development/Business Resources
Palm Springs Life
Desert Health Magazine
OOH Campaigns
Palm Springs Airport
Lamar Digital Billboards
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Digital Marketing
Event / Misc. Promotion
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Social Media Campaign
Facebook/Twitter/NextDoor/Instagram
County Food Access Site
COVID-19 Vaccine Distribution
RivCo Public Health Updates
CalNotify / MyTurn.ca.gov
COVID-19 Vaccine Booster
Digital COVID-19 Vaccine Record
City Council Meeting
Reduce Police/Fire False Alarms
Road Improvements / Traffic Alerts
GO Request App
FIND Food Bank Volunteer Sign Up
Landscape Renovations
CV Link Construction Alert
X Park Construction Updates
Sunline Student Art Contest
Conserve Alerts
Heat Advisory Alerts
Mobile Library Alerts
Traffic Advisory Alerts
Dog Park Etiquette
Concerts in the Park
9 Cities Blood Drive Challenge
Dive-In Movies
9/11 Candlelight Vigil
#LOVELQ Shop Small Shop Local
Library/Creation Station Services
Museum Exhibits
City Projects in Progress
Wellness Center Services
Art in Public Places
Recycling/Composting
Keep Dogs on a Leash in Public
Concerts in the Park
New Business Shout Outs
STVR Hotline
Firework Display Notifications
City Hall Digital Services
Athletes/Artists/Pillars Nominations
Bicycle Laws + Safety Tips
Hunger Action Month
Updated Branding
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Keep Dogs On A Leash in Public
GoRequest App
Hunger Action Month
Veterans Nominations
Help Reduce False Alarms
Shop Small Shop Local
Pillars Nominations
STVR Hotline
Boosted Campaigns
Expanded Marketing Efforts
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City of La Quinta
CITY COUNCIL MEETING
DEPARTMENT REPORT
TO: Madam Mayor and Members of the City Council
FROM: Jon McMillen, City Manager
DATE: October 18, 2022
SUBJECT: ANNUAL COMPREHENSIVE FINANCIAL REPORT FISCAL YEAR 2020/2021 – SUMMARY OF UNRESTRICTED FUNDS; AND 10-YEAR
CITY BUDGET PROJECTION
This staff report is being provided to help answer recent comments, questions and concerns raised by residents at City Council meetings and via email regarding the City’s finances, and specifically the Annual Comprehensive Financial Report (ACFR) and what the different fund balances mean, and what funds or assets the City can use to help fill any budget gaps, specifically any loss of revenue that may come if Measure A is approved.
The Annual Comprehensive Financial Report (ACFR) is a set of financial statements for a state, municipality or other governmental entity that comply with the accounting requirements established by the Governmental Accounting Standards Board (GASB). GASB is a private non-governmental organization, an arm of the Financial Accounting Foundation, that creates accounting reporting standards, or generally accepted accounting principles (GAAP), for state and local governments in the United States, i.e. GASB sets the standards governing the content of an ACFR.
The ACFR must be audited by an independent auditor using generally accepted government auditing standards.
GASB Concepts Statement No. 34 requires the net assets of a government to be reported in three (3) categories: 1) invested in capital assets net of related debt, 2) restricted, and 3) unrestricted.
The City’s net worth/total assets and deferred outflows as stated on page 5 of the Management Discussion and Analysis or MD&A of the fiscal year (FY) 2020/21 ACFR for La Quinta, and further described in detail on page 9, are as follows:
DEPARTMENTAL REPORT ITEM NO. 1-B
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Per ACFR reporting guidelines, in particular GASB No. 34, the three (3) categories of a government’s net assets are defined as follows:
Capital Assets category reflects investments in capital assets (e.g., land, buildings; machinery, equipment), net of related debt, which the City uses to provide services to citizens; consequently, these assets are not available for future spending.
City assets totaling $561,921,091 or 73% of the city’s total $771,889,072 net worth/total assets and deferred outflows include:
137 miles of streets and 121 miles of sidewalks
18 parks with amenities that include swimming pools, pickleball and tennis courts; X Park; soccer fields and softball/baseball diamonds; dog parks; playground equipment; and more.
17 city-owned buildings
36 miles of bike paths
4,500-plus street signs
52 traffic light signals, 94 public safety cameras
378 catch basins
Restricted category is comprised of funds earmarked for a specific purpose; these restrictions are imposed to the City by an outside agency.
Unrestricted category is defined as funds that “can be used to meet ongoing obligations” because they are not restricted by an outside agency. However, of note is that GASB reporting requirements for the ACFR do not take into account fund restrictions in accordance with the City’s established policies.
For purposes of ACFR reporting, the City’s “unrestricted net position” is comprised of funds committed or assigned for certain reserves or projects, including assets that are in non-spendable form per the agency’s established policies and procedures.
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For La Quinta some of the major restrictions to “Unrestricted” funds, as reported by FY 2020/21 ACFR are summarized below:
Non-Spendable: Land Held for Resale $ 5,403,652
Non-Spendable: Due from Successor Agency $24,070,622
(Annually payable through FY 2029/30 from RPTTF*)
* Successor Agency’s Redevelopment Property Tax Trust Fund (RPTTF) enforceable obligations Restricted for Pension Trust (Section 115 Trust) $11,381,922 Reserves – Committed $36,000,000
Reserves – Assigned $39,983,678
Internal Service Funds $22,825,979
(Equipment Replacement, Information Technology, Park Equipment and Facilities, and Insurance)
The Unassigned Fund Balance at a little over $21 million, as reported by the City’s FY 2020/21 ACFR, are funds that have not been assigned to other funds and that have not been restricted, committed, or assigned to specific purposes within the General Fund.
The full detail of the $163,256,180 “Unrestricted” net cash position, as reported in the City’s FY 2020/21 ACFR, is provided in the table below and it shows that the City does not have $163 million available to meet ongoing obligations due to internal restrictions and obligations:
(Please reference Attachment 1 for a detailed description of each fund category) 259 CLICK HERE to Return to Agenda
Staff’s presentations during the September 20, 2022, and October 4, 2022, Council meetings, accurately presented the City’s current Reserves balances at that point in time, which show current Unassigned Reserves at $30 million:
As a reminder per City Policy, Unassigned Reserves can fund one-time expenditures or capital expenses; must maintain a minimum balance of $8 million; these are funds that have not been restricted, committed, or assigned to specific purposes within the General Fund.
The City and City Council have an obligation to La Quinta’s residents/taxpayers to spend/allocate funds responsibly – staying within budget to cover all cost obligations/expenditures to keep the City safe and to maintain City facilities, roads, sidewalks, parks, lights, etc.
The City Council and Staff remain conservative in spending taxpayers’ dollars.
Every year at budget time, surplus funds are put into Reserve accounts – some with specific designated uses and others that are unassigned. These funds are available in case of emergencies, such as an earthquake or other natural disaster, or other type of emergency such as a pandemic; in case of a recession, which many say we are heading toward; to help meet rising costs as we continue to keep pace with current inflation; etc.
It is vital for the City and for local governments to maintain adequate levels of fund balance to mitigate current and future risks such as revenue shortfalls and unanticipated expenditures. If the City were to spend its Reserves without concern or consideration for the uncertainties of the future, it would be a betrayal of citizens’ trust in their representatives.
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10-Year City Budget Projections – Summary and Explanation The financial projections that the Financial Advisory Commission (FAC) uses are focused on ending cash position for any given year in the projection. This ending cash position is the estimate for what will be available for funding Capital Improvement Program (CIP) projects above the minimal $2.05 million which is required to leverage other federal and state funding such as Riverside County Transportation Commission (RCTC) and Senate Bill 1 (SB-1), the Road Repair and Accountability Act of 2017, to minimally maintain City roads. For this reason, the FAC only uses the minimum general fund required contribution for projection purposes as CIP projects are the most logical budget item to reduce even though the City historically spends far more as seen in the precovid FY 2019/20 budget where General Fund and Measure G contributions totaled $8.25 million and in FY 2022/23 at $7.78 million.
Finally, any remaining cash balance for a given fiscal year after adjusting CIP is then available to bolster reserves or reduce the City’s ongoing unfunded pension liability.
The financial projections that staff prepared for Scenario 1 and Scenario 2 were developed utilizing the most current FY 2022/23 adopted budget as a starting point with annual growth assumptions based on historical and current economic conditions. FY 2022/23 budget begins to capture increases the City is seeing in operational costs as a result of inflation while tax revenues primarily from sales tax and transient occupancy tax (TOT) remain abnormally high as a result of pent-up demand post the COVID-19 pandemic, and higher cost of goods and inflation. This projection also assumes CIP projects would continue to be budgeted annually with a 3% growth rate on FY 2022/23 budgeted costs. This is required if the City is going to accomplish projects as outlined in the current 5-year CIP, other projects that have been discussed with the community at the Annual Community Workshops, as well as unanticipated infrastructure improvement needs recently identified related to the Highway 111 re-pavement and Corridor revisioning, undergrounding utilities, affordable housing needs, etc. The annual ending cash position in these scenarios once again is what is important as when it goes negative it identifies that the City will have to make adjustments to the associated budget for that fiscal year. Likely in the beginning these adjustments will be made by reducing expenditures on CIP projects; but quickly more drastic measures will need to be taken in order to balance the budget.
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The forecasts are a snapshot in time and provide an estimated view of what could occur in the future if all assumptions are realized. As with any forecast or prediction, the assumptions and projections for the earlier years carry more certainty than for the years further into the future; therefore, it is crucial to analyze and update these projections annually based on the most current known factors.
Comparing the budget projections presented in Scenario 1 in July 2022 to the budget projections presented in the FAC budget projections prepared in May 2022 is not appropriate for the following reasons:
Both scenarios take into account different periods of time, are based on different fiscal years, and consider entirely different variables in revenues and expenses that cannot be compared one-to-one. It is important to consider the aggregate for each year individually and not the total aggregate for the entire 10-year projection. As the City gets closer to the fiscal year in which it is facing a negative net cash position, operational expenses will require adjustments in correlation with reduced anticipated revenues to ensure the long-term viability for the City and the ability to balance the budget.
This was clearly noted in Scenario 2 presented alongside Scenario 1 at the July 19, 2022, Council meeting.
The table below provides a summary of some of the major differences in circumstances in preparing the projection assumptions that account for the large majority of change in Ending Cash Position for the City. FAC 10-year budget projection – aggregate Ending Cash Position at a little over $110 million for the period covering FY 2022/23 to FY 2031/32.
Scenario 1 10-year budget projection – aggregate Ending Cash Position at about ($36.9) million for the period covering FY 2022/23 to FY 2031/32.
Ending Net Cash Position differential of the two projections listed above is approximately $147 million
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The table below provides a high-level overview of how the ending Net Cash Position differential of the two projections is derived, mainly stemming from the fact that comparing the two 10-year projections is incompatible because they were developed using different factors and assumptions, as described earlier in this report.
Attachment: 1. ACFR - Net Position (Unrestricted) Category Definitions 263 CLICK HERE to Return to Agenda
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ATTACHMENT 1
ANNUAL COMPREHENSIVE FINANCIAL REPORT (ACFR)
NET POSITION (UNRESTRICTED) CATEGORY DEFINITIONS
As stated in Governmental Accounting Standards Board (GASB) Summary of Statement No. 34 – Basic Financial Statements- and Management’s Discussion and Analysis (MD&A) for state and local governments, the definitions provided give a brief description on the categories that make up the unrestricted net position in both governmental activities and businesstype activities.
Governmental Activities:
Non-spendable includes amounts that cannot be spent on
operating expenditures because they are either not in spendable form or are legally or contractually required to be maintained intact. This may include prepaid items, land held for resale, and amounts due from the Successor Agency to pay estimated installment payments of enforceable obligations until obligations of the Former Agency are paid in full and assets have been liquidated.
Restricted includes amounts that are externally imposed by creditors, grantors, contributions, laws and regulations of other governments, or imposed by law. The Section 115 Trust is irrevocably dedicated to funding obligations of the City’s pension beneficiaries, other post-employment beneficiaries or costs of administering the Trust.
Committed includes amounts that can only be used for specific purposes pursuant to constraints imposed by formal action of City’s highest authority, the City Council. The formal action that is required to be taken to establish, modify, or rescind a fund balance commitment is by a resolution. This includes the City’s four (4) defined reserve categories and carryovers for General Fund operational expenditures.
Assigned includes amounts that are constrained by the City’s intent to be used for specific purposes, but are neither restricted nor committed. City Council is authorized to assign amounts to a specific purpose pursuant to the policy-making powers granted through a resolution. This includes Public Safety which represents property tax accumulated and held in trust by the County of Riverside for fire protection, accumulated resources related to the City’s sales tax Measure G, and capital projects which is comprised of carryover balances for capital projects.
Unassigned includes the residual amounts that have not been restricted, committed, or assigned to specific purposes. The general fund is the only fund that reports a positive unassigned fund balance. The unassigned fund balance
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ATTACHMENT 1
may serve as a useful measure of a government’s net resources available for spending at the end of the fiscal year.
Internal Service Funds are used to allocate costs among the City’s various functions. The City has four (4) internal service funds: Equipment Replacement, Information Technology, Park Equipment and Facilities, and Insurance.
Unavailable Revenues represents the recognition of revenue that are brought on that increase the net position, which also include pension and OPEB items that reduce the net position. The unrestricted net position is the remaining portion of net position that is not externally restricted.
Business-Type Activities represents the City’s enterprise fund to account for the SilverRock Golf Course operations, which is considered a major fund. 266 CLICK HERE to Return to Agenda
City of La Quinta
CITY COUNCIL MEETING:
DEPARTMENTAL REPORT
TO: Madam Mayor and Members of the City Council
FROM: City Attorney’s Office
Bill Ihrke, City Attorney
DATE: October 18, 2022
SUBJECT: SUPPLEMENT TO CITY MANAGER’S REPORT: CITY ATTORNEY’S
OFFICE REVIEW OF INFORMATIONAL AND EDUCATIONAL
MATERIALS FOR 2022 GENERAL MUNICIPAL ELECTION
At the request of the City Manager, the City Attorney provides this report to the City Council to confirm, for the informational and educational materials that have been provided by the City Manager and City Staff to the City Attorney’s Office, our office has reviewed and commented to ensure those materials comply with the requirements of state law.
By way of background, the California Supreme Court has set forth the parameters for use of public funds and resources in connection with state and local elections, including materials prepared by cities and other public agencies relating to candidates and ballot measures.
Generally, the “rule of thumb” is that public funds and resources may be used for informational and educational materials, but not for advocacy to vote in favor of or against a candidate or ballot measure. (Vargas v. City of Salinas (2009) 46 Cal. 4th 1; Stanson v. Mott (1976) 17 Cal. 3d 206.) For instance, public funds and resources may be used to: (i) Prepare and distribute objective and fact-based analyses on the effects a ballot measure may have on a city and those persons and organizations served by that city; (ii) Express the city’s views about the effect of the measure on the agency and its programs, provided the city does not advocate for or against the ballot measure’s passage, and (iii) Respond to inquiries about a ballot measure in an informational and fact-based manner. (Ballot Measure Activities and Public Resources, Institute for Local Gov. (2018).)
DEPARTMENTAL REPORT ITEM NO. 2
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State law also expressly allows a legislative body of a public agency, such as a city council or any of its members selected by the full council, to: (i) Submit an argument against a measure placed on the ballot by voter-sponsored petition; (ii) Submit a rebuttal argument to any argument in support of a voter-sponsored ballot measure; and (iii) Have preference over other arguments, if any, submitted in opposition to a voter-sponsored ballot measure. (Elec. Code, §§ 9282(a), 9285(a)(3) & (b), 9287(a)(1).) Additionally, state law expressly allows a city council the ability to refer a proposed initiative measure to a city agency or agencies for a report on, among other items, (i) A ballot measure’s fiscal impact; (ii) Its impact on funding for infrastructure of all types, including, but not limited to, transportation, parks, and open space, and (iii) Its impact on the community’s ability to attract and retain business and employment. (Elec. Code, § 9212.) As the Council is aware, the City Attorney’s Office has been extremely careful to advise the Council, City Manager, and City Staff as to the parameters allowable under state law. In accordance with California Supreme Court precedent, the City Attorney’s Office assesses the propriety of using public funds and resources in connection with materials prepared and distributed for the 2022 General Municipal Election by “a careful consideration of such factors as style, tenor and timing” of these materials to ensure they serve an information and educational purpose. (Stanson v. Mott, supra, 17 Cal.3d at p. 222.) This assessment in accordance with state law has been made for materials in all media, including City-prepared printed materials and Cityprepared digital information posted on the City’s website and Cityadministered social media platforms. * * *
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DESIGN & DEVELOPMENT DEPARTMENT
QUARTERLY REPORT
3rd Quarter (July - September 2022)
THE DESIGN AND DEVELOPMENT DEPARTMENT CONSISTS OF THREE DIVISIONS:
BUILDING, THE HUB, AND PLANNING.
BUILDING
The Building Division administers and issues all residential and commercial building permit applications, reviews plans (plan checks), and conducts on-site building inspections for
compliance with the La Quinta Municipal Code and California Building Standards Code.
Plan Check Submittals
229
423
277
414 389
212
0 500
1000
Building Inspections Performed
954
2,042
1,061
2,026
1,028
2,038
0 2k
Building Permit Fees Collected
$107k
$139k
$147k
$156k
$147k
$98k
100
200
Plan Check Fees Collected
$53k
$60k
$82k $85
k
$106k
$56k
100
200
Building Permits Issued
205
267 229 276 275 256
0 500
1000
Average Building Inspections Per Day
45 102
48 88
49 97
0 100
2000
2021 2022 2021
July August September
0 2021 2022 2022 2021 2022 2021
July August September
2021 2022 2022
2021 2022 2021
July August September
2021 2022 2022 2021 2022 2021
July August September
2021 2022 2022
2021 2022 2021
July August September
2021 2022 2021 2021 2022 2021
July August September
2021 2022 2021
DEPARTMENTAL REPORT ITEM NO. 5
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The Hub serves as a one-stop permit center. It is the central location for obtaining permits for planning, building, engineering, business licenses, and special events. The Hub also issues licenses and permits for items such as garage sales, home occupations, HVAC/windows/waterheater/utility change outs pool drains, and re-roofs.
Business Licenses Issued
278
181
291
214
192
241
0 200
400
Other Licenses and Permits Issued
135 143
123 142 138 150
0 200
400
Phone Activity
3,630
3,353
3,963 3,862
4,275
3,069
0 2.5k
5k
In-Person/Counter Activity
331
259
306 306 295
200
0 250
500
Customer Service/Assistance
Includes all phone calls received by the Concierge,
the Hub general line, and all Permit Technicians.
Includes all Hub visitors checked in by the Concierge.
Average Phone Calls Per Day
173 168 180 168
204
146
0 200
Average In-Person/Counter Per Day
16 13 14 13 15
10 0
25 50
Includes all phone calls received by the Concierge, Includes all Hub visitors checked in by the Concierge. the Hub general line, and all Permit Technicians.
2021 2022 2021
July August September
2021 2022 2022 2021 2022 2021
July August September
2021 2022 2022
2021 2022 2021
July August September
2021 2022 2021 2021 2022 2022
July August September
2021 2022 2022
2021 2022 2021
July August September
2021 2022 2021 2021 2022 2022
July August September
2021 2022 2022
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PLANNING
The Planning Division administers the zoning and development standards and works with residential and commercial developers, architects, builders, and businesses to ensure that development is consistent with the La Quinta Zoning Code and General Plan. Planning staff coordinates with the Planning Commission, which primary function is to develop and maintain the City’s General Plan, consider development applications, as well as to serve as an advisory body to the City Council.
Permits
Includes signs, temporary use,
minor use, and landscaping plans.
Planning Approvals
Minor Use Permit for a modification to an existing telecommunications facility at 54001 Madison Street.
Minor Adjustment for a wall height increase within the Cantera Community.
Modification By Applicant for a change to the architectural elevations for an existing two-story commercial building located at 46805 Dune Palms Road.
Modification By Applicant for a change to the architectural elevations for a plan within the Palo Verde residential development.
Sign Program Amendment to add a business name to a building in the 111 Shopping Center.
Sign Program for St. Francis of Assisi Church at 47225 Washington Street for monument and building signs.
Minor Modification to install new antennas and associated equipment for an existing telecommunications facility at 79120 Corporate Center Drive.
1-year extension to Tentative Tract Map 34642.
Final Landscape Plan for common area plans for Capistrano residential development.
Special Event Permit for the La Quinta High School Homecoming Parade.
Planning Staff
Planning Permit Applications Submitted
8 5
6 5
9 20
2021 2022
Jul Aug Sep
0 10
20 Recommended approval of a Street Name Change for SilverRock Way to Talus Lane.
Site Development Permit and Conditional Use Permit amendment for an expansion to the St. Francis of Assisi church to construct a new parish hall.
A new wireless communication facility located on an existing rooftop of a building on Caleo Bay Drive.
Projects
Includes zoning changes, tract maps,
site developments, and parcel maps.
Planning Project Applications Submitted
10 5
11 5
12 7
2021 2022
Jul Aug Sep
0 10
20 Planning Commission
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FINANCIAL ADVISORY COMMISSION MINUTES Page 1 of 4 August 24, 2022
SPECIAL MEETING
FINANCIAL ADVISORY COMMISSION
SPECIAL MEETING
MINUTES
WEDNESDAY, AUGUST 24, 2022
CALL TO ORDER
A special meeting of the La Quinta Financial Advisory Commission (Commission) was called to order at 4:00 p.m. by Chair Batavick.
This meeting provided teleconferencing accessibility pursuant to Executive Orders N-60-20 and N-08-21 executed by the Governor of California, and subsequently Assembly Bill 361 (AB 361, 2021), enacted in response to the state of emergency relating to novel coronavirus disease 2019 (COVID-19) and enabling teleconferencing accommodations by suspending or waiving specified provisions in the Ralph M. Brown Act (Government Code § 54950 et seq.), and City Council Resolution No. 2021-035, adopted by the City Council on September 28, 2021, and reaffirmed on August 2, 2022, members of the public, the Financial Advisory Commission, the City Manager, City Attorney, City Staff, and City Consultants may participate in this special meeting by teleconference only.
PRESENT: Commissioners Anderson, Dorsey, Luettjohann, Mast, Mills, Way and Chair Batavick
ABSENT: None
STAFF PRESENT: Finance Director Martinez, Financial Services Analyst Hallick, Account Technician Batuta, and Deputy City Clerk McGinley
PLEDGE OF ALLEGIANCE
Commissioner Dorsey led the audience in the Pledge of Allegiance.
The Commission and staff shared a brief introduction of their background and experiences.
PUBLIC COMMENT ON MATTERS NOT ON THE AGENDA – None
CONFIRMATION OF AGENDA
Staff requested that Business Session Item No. 3 “Receive and File the Annual Comprehensive Financial Report for the year ended June 30, 2021” be moved up and considered first on the agenda. The Commission concurred.
REPORTS AND INFORMATIONAL ITEM NO. 30
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FINANCIAL ADVISORY COMMISSION MINUTES Page 2 of 4 August 24, 2022
SPECIAL MEETING
BUSINESS SESSION – taken out of Agenda order
3. RECEIVE AND FILE THE ANNUAL COMPREHENSIVE FINANCIAL
REPORT (ACFR) FOR THE YEAR ENDED JUNE 30, 2021
Finance Director Martinez and CPA Partner Phillip White with Eide Bailly, LLC auditing firm (EB) presented the staff report, which is on file in the Finance Department.
Mr. White explained EB’s audit purview and scope, and sections related to the independent auditor report, found on page 1, of the ACFR.
The Commission, staff, and Mr. White discussed steps taken to strengthen internal controls; details of the City’s internal controls over financial reporting that was identified for accounting entry adjustments referenced on page 1 in the ACFR summary (Attachment 1); and the three levels of internal control deficiencies.
Further discussion followed regarding footnote 17 on pages 67-72 of the ACFR, referencing Long-Term Debt and debt related to the former Redevelopment Agency (RDA) of the City and Successor Agency debt noted in ACFR that is not a direct obligation for the City.
Commissioner Mills suggested adding more detail to footnotes on long-term debt related to RDA for a better understanding. Staff and Mr. White mention that a brief history can be found in footnote 17 on page 67 of the ACFR, but can look at ways to improve clarity. Commissioner Way inquired on a meeting with staff to review the ACFR for a better understanding. Finance Director Martinez confirmed coordinating a review in the future.
Motion – A motion was made and seconded by Commissioners Dorsey/Way to receive and file the Annual Comprehensive Financial Report for the year ended June 30, 2021, as submitted. Motion passed unanimously.
ANNOUNCEMENTS, PRESENTATIONS, AND WRITTEN COMMUNICATIONS – None >>> taken out of Agenda order
CONSENT CALENDAR ITEMS
1. APPROVE MEETING MINUTES DATED JUNE 1, 2022
2. RECEIVE AND FILE REVENUE AND EXPENDITURE REPORT DATED APRIL 30, 2022
3. RECEIVE AND FILE REVENUE AND EXPENDITURE REPORT DATED MAY 31, 2022
4. RECEIVE AND FILE FOURTH QUARTER FISCAL YEAR 2021/22
TREASURY REPORTS FOR APRIL, MAY, AND JUNE 2022
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FINANCIAL ADVISORY COMMISSION MINUTES Page 3 of 4 August 24, 2022
SPECIAL MEETING
Chair Bativick inquired about the non-general fund revenue listed under top five revenue/income sources for May on page 2 of the staff report for Consent Calendar Item No. 3. Financial Services Analyst Hallick explained the larger amount of $12,931,361 is pertaining to the debt service payment mentioned in the discussion regarding the ACFR.
Commissioner Mills noted he was not able to review the ACFR as he was out of town and would not be able to vote on this item.
Motion – A motion was made and seconded by Commissioners Anderson/Way to approve the Consent Calendar, as submitted. Motion passed: ayes – 6, noes – 0, abstain – 1 (Mills).
BUSINESS SESSION – Continued
1. APPOINT A FINANCIAL ADVISORY COMMISSIONER CHAIRPERSON AND VICE-CHAIRPERSON FOR FISCAL YEAR 2022/23
Finance Director Martinez and Financial Services Analyst Hallick presented the staff report, which is on file in the Finance Department.
Commissioners Mills and Dorsey expressed their interest to serve on the Commission as Chairperson and Vice-Chairperson for fiscal year 2022/23.
Motion – A motion was made and seconded by Commissioners Way/Anderson to appoint Commissioners Mills and Dorsey as Chairperson and Vice-Chairperson, respectively, for fiscal year 2022/23. Motion passed unanimously.
2. APPOINT TWO FINANCIAL ADVISORY COMMISSIONERS TO
REVIEW THE CITY’S OUTSTANDING PENSION OBLIGATION
Financial Services Analyst Hallick presented the staff report, which is on file in the Finance Department.
The Commission and staff discussed timeline and review process for the City’s outstanding pension obligation. Commissioners Anderson and Dorsey expressed interest to be on the subcommittee for review of the City’s pension obligation.
Motion – A motion was made and seconded by Commissioners Mills/Mast to appoint Commissioners Anderson and Dorsey to serve on the subcommittee for review of the City’s pension obligation. Motion passed unanimously.
STUDY SESSION – None
DEPARTMENTAL REPORTS
All reports are on file in the Finance Department.
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FINANCIAL ADVISORY COMMISSION MINUTES Page 4 of 4 August 24, 2022
SPECIAL MEETING
1. FINANCE DEPARTMENT CURRENT AND FUTURE INITIATIVES
Finance Director Martinez mentioned an additional subcommittee will also be requested for review of request for proposal (RFP) for auditing services at the February 2023 Commission meeting. Commissioner Batavick asked if requesting an RFP for auditing services was for best practice; Staff confirmed and noted the RFP followed the City’s established procurement process for services pursuant to the City’s adopted Purchasing Policy.
2. FIRST QUARTER 2022 (JANUARY-MARCH) SALES TAX UPDATE FOR
THE CITY OF LA QUINTA
The Commission and staff discussed sales activity growth for non-confidential business types. Financial Services Analyst Hallick said she would reach out to the City’s consultant, HdL Coren & Cone, Inc. to see if more information on growth can be provided and would share with the Commission. Further discussion followed regarding sales tax revenue.
COMMISSIONERS’ ITEMS
The Commission discussed Measure A, an initiative petition proposing to phase-out and permanently ban non-hosted short-term vacation rentals (STVRs) in nonexempt areas of the City by December 31, 2024, which qualified and will be on the November 8, 2022 ballot. Staff said they would share with the Commission the links to Council meetings where this item was discussed.
The Commission inquired when the City plans to do a citywide fee study. Staff explained the City annually updates the City’s Master Fee Schedule to reflect annual Consumer Price Index (CPI) increases; and every five to seven years completes a citywide comprehensive fee analysis to determine if fee adjustments are needed to improve the correlation between the City’s cost of providing services and the fees imposed to recover those costs; and staff will provide additional information on this matter to the Commission.
ADJOURNMENT
There being no further business, it was moved by Commissioners Way/Mast to adjourn this meeting at 5:58 p.m. Motion passed unanimously Respectfully submitted,
Jessica Delgado, Management Assistant
City of La Quinta, California
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INTERNATIONAL AIRPORT p�
AIRPORT COMMISSION MEETING AGENDA
Wednesday, September 21, 2022 - 5:30 P.M.
Pursuant to Assembly Bill 361, this meeting will be conducted by teleconference and there will be no in-person public access to the meeting location.
Submit your public comment to the Airport Commission electronically. Material may be emailed to: [email protected] - Transmittal prior to the start of the meeting is required.
Any correspondence received during or after the meeting will be distributed to the Airport Commission and retained for the official record.
To provide public comments at the meeting, please use the following link https:ljus02web.zoom.us/j/86019815290?pwd=ZitOZDlyeGZhNUNEQTVkU29nTUdPdz09 or call (669) 900-6833 and enter Meeting ID: 860 1981 5290- Passcode: 583916 City of Palm Springs: Riverside County: City of Cathedral City: City of Palm Desert:
Aftab Dada - Chair David Feltman Vacant Vacant Kevin Wiseman Kevin J. Corcoran Ken Hedrick City of Indian Wells: City of Coachella: City of Rancho Mirage: Vice Chair Gerald Adams Scott G. Miller Paul Budilo Gabriel Martin Thomas Weil Patricia Breslin John Payne City of La Quinta: City of Desert Hot Springs: City of Indio:
Todd Burke M. Guillermo Suero Kathleen Hughes Jan Pye Jhan Schmitz Palm Springs City Staff
Teresa Gallavan Harry Barrett Jr., A.A.E.
Interim City Manager Airport Executive Director
1. CALL TO ORDER - PLEDGE OF ALLEGIANCE
2. POSTING OF AGENDA
3. ROLL CALL
4. ACCEPTANCE OFAGENDA
5. PUBLIC COMMENTS: Limited to three minutes on any subject within the purview of the Commission
6. APPROVAL OF MINUTES: Minutes of the Airport Commission Regular Meeting of July 20, 2022
7. INTRODUCTIONS AND PRESENTATIONS
8. CITY MANAGER REPORT
REPORTS AND INFORMATIONAL ITEM NO. 31
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Palm Springs Airport Commission Report – September 21, 2022 Meeting City Manager Report – Teresa Gallavan – Interim City Manager was introduced.
Introductions & Presentations: None
Discussion and Action Items:
Prior to the Airport Strategic Planning full day meeting on September 27th, the City of Palm Springs wanted to remind the commissioners of their “role”, rules, responsibilities. The City Attorney very patiently reviewed the Brown Act and how to comply with this law, learn best practice, avoid legal problems and to promote a positive public perception. The Commissioners are to be the “eyes and ears” of the community and to add a fresh perspective. Unfortunately, three of the Palm Springs commissioners seem to forget that the ultimate decision maker is the City Council. 90 minutes of this meeting was dedicated to this training because of these individuals.
Airport Executive Director Report – Harry Barrett Jr. focused on the key concerns of the airport commission:
Baggage Handling System Update – TSA and FAA are in “stop mitigation” until program is set in place for now and into the future.
Operations, Properties and Facilities ‐ Parking is now believed to be adequate for the upcoming season with no challenges. There is land available for an over‐flow parking lot on the airport and also across the street for future off‐site parking. Also the COVID clinic has moved which will free‐up space. In future airport will address more ADA, premium and economy parking lots.
The airport has some critical staffing needs. The issue is backfilling positions as well as hiring new positions – currently need Maintenance Supervisor, Assistant Airport Manager. Problem is recruiting new staff and then working with HR – process is tedious PS City Council ‐ No discussion yet about new rules and policies for city commissions. Airport will postpone elections for new officers by one month and not fill any positions for commissioners whose terms will expire in June 2022. It appears there is concern over size of airport commission. A few PS airport commissioners have stated that if there was no international service, there would be a need for commissioners from other cities.
Marketing Report – Deputy Director of Aviation Marketing and Air Service – Daniel Meier New records continue to be established. July is up 3.2% and August is 10.2%. Already bookings for January & February 20223 are 20% over 2022.
Professional company has been hired to install, maintain and remove holiday decoration for 3 years.
Passenger Experience – permanent shade structures are added to the Bono concourse. TSA pre‐check‐ CLEAR is adding additional kiosk
Public Brand Meetings will be offered on September 28 and October 6 for first peek of new airport logos. From their feedback, the logos will then be tweaked and presented to marketing 279 CLICK HERE to Return to Agenda
committee, followed by airport commission and then on to City Council. The airport received 8 proposals for airport rebranding and website and none were from the Coachella Valley.
Financial Summary Report – Victoria Carpenter, Airport Administration Manager Airport Car Rental – rate increase per car continues to increase this budget item. Very profitable!
Projects & Airport Capital programs update – Delay in materials is now leading to modifications.
Will start in common use area in regional wing by November. All gales will be converted to common use instead of by individual airline. Restrooms still must go through design approval which will delay to May 2023 at best.
Airport Master Plan – The RFP had 4 consultants apply for the next twenty year project. Customs and Border Protection is in discussion. The business plan must demonstrate positive economic impact to justify expansion.
Commissioners Requests and Reports ‐ None
Next Airport Commission Meeting is scheduled for October 19,2022 at 5:30 pm via teleconference. 280 CLICK HERE to Return to Agenda