Lake Elsinore City Council
March 26, 2024

21. Mediation. The parties agree to make a good faith attempt to resolve any disputes arising out of this Agreement through mediation prior to commencing litigation. The parties shall mutually agree upon the mediator and share the costs of mediation equally. If the parties are unable to agree upon a mediator, the dispute shall be submitted to JAMS or its successor in interest. JAMS shall provide the parties with the names of five qualified mediators. Each party shall have the option to strike two of the five mediators selected by JAMS and thereafter the mediator remaining shall hear the dispute. If the dispute remains unresolved after mediation, either party may commence litigation.

22. Prohibited Interests. Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

23. Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer and it shall not discriminate against any subcontractor, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination.

24. Prevailing Wages. Consultant is aware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq., ("Prevailing Wage Laws"), which require the payment of prevailing wage rates and the performance of other requirements on "public works" and "maintenance" projects.

Consultant agrees to fully comply with all applicable federal and state labor laws (including, without limitation, if applicable, the Prevailing Wage Laws). It is agreed by the parties that, in connection with the Work or Services provided pursuant to this Agreement, Consultant shall bear all risks of payment or non-payment of prevailing wages under California law, and Consultant hereby agrees to defend, indemnify, and hold the City, and its officials, officers, employees, agents, and volunteers, free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. The foregoing indemnity shall survive termination of this Agreement.

25. Severability. If any term or portion of this Agreement is held to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions of this Agreement shall continue in full force and effect.

26. Controlling Law Venue. This Agreement and all matters relating to it shall be governed by the laws of the State of California and any action brought relating to this Agreement shall be held exclusively in a state court in the County of Riverside.

27. Authority to Enter Agreement. Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to

make this Agreement and to bind each respective party. The City Manager is authorized to enter into an amendment or otherwise take action on behalf of the City to make the following modifications to the Agreement: (a) a name change; (b) grant extensions of time; (c) nonmonetary changes in the scope of services; and/or (d) suspend or terminate the Agreement.

28. Counterparts. This Agreement may be executed in several counterparts, each of which shall constitute one and the same instrument and shall become binding upon the parties when at least one copy hereof shall have been signed by both parties hereto. In approving this Agreement, it shall not be necessary to produce or account for more than one such counterpart.

29. Entire Agreement; Incorporation; Conflict. This Agreement contains the entire understanding between the parties relating to the obligations described herein. All prior or contemporaneous understandings, agreements, representations and statements, oral or written, are superseded in total by this Agreement and shall be of no further force or effect. Consultant’s Proposal is incorporated only for the description of the scope of services and/or the schedule of performance and no other terms and conditions from such proposal shall apply to this Agreement unless specifically agreed to in writing. In the event of conflict, this Agreement shall take precedence over those contained in the Consultant’s Proposal.

30. Amendments. This Agreement may be modified or amended only by a written document executed by both Consultant and City and approved as to form by the City Attorney. [Signatures on next page]

IN WITNESS WHEREOF, the parties have caused this Agreement to be executed on the date first written above.
“CITY”
CITY OF LAKE ELSINORE, a municipal
corporation
City Manager
ATTEST:

City Clerk
APPROVED AS TO FORM:

City Attorney
Assistant City Manager
“CONSULTANT”
ASCENT ENVIRONMENTAL, INC., a
California corporation
By: Poonam Boparai
Its: Principal
Attachments: Exhibit A – Consultant’s Proposal
Exhibit B – List of Subcontractors

EXHIBIT A

EXHIBIT A
CONSULTANT’S PROPOSAL
[ATTACHED]

EXHIBIT B

EXHIBIT B

LIST OF SUBCONTRACTORS
[ATTACHED]

EXHIBIT B
City of Lake Elsinore
Agreement for Professional Services w/
Ascent Environmental, Inc.

Climate Action and Adaptation Plan

LIST OF SUBCONTRACTORS
Company Name: Fehr & Peers
Address: 101 Pacifica, Suite 300, Irvine, CA 92618
Contact Person: Paul Herrmann, TE
Telephone Number: (949) 308-6318
Email: [email protected]
Project Function: Project Manager
Principal Authorized to Bind Firm: Jason D. Pack, TE
#end

PROPOSAL FOR
Lake Elsinore Climate
Action and Adaptation Plan
PREPARED FOR:

City of Lake Elsinore
Community Development Department
130 South Main Street
Lake Elsinore, CA 92530

3.5.2024

TABLE OF CONTENTS
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE i 01 / EXECUTIVE SUMMARY..............................................................................................1 02 / DESCRIPTION OF SERVICES......................................................................................4 03 / COST OF SERVICES ..................................................................................................30 04 / CLIENTS AND EXPERIENCE.....................................................................................31 05 / AGREEMENT.............................................................................................................38 06 / INSURANCE AND LICENSES ...................................................................................39 07 / FIRM DESCRIPTION.................................................................................................41 SECTION 01 // EXECUTIVE SUMMARY
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 1 01 / EXECUTIVE SUMMARY
The City of Lake Elsinore (City) is embarking on the creation of its Climate Action and Adaptation Plan (CAAP), which aims to reduce greenhouse gas (GHG) emissions from community activities and municipal operations and prepare the city for the impacts of climate change. The City has laid a foundation for climate action and adaptation through recent activities such as being awarded a California Adaptation Planning Grant and participation in regional climate initiatives such as Resilient IE.

There is an exciting opportunity to plan for growth and evolution in Lake Elsinore in a sustainable, resilient, and equitable manner. The City recently updated its sixth cycle Housing Element, with the City’s Regional Housing Needs Allocation requirements to construct almost 6,700 units by 2029. Lake Elsinore saw a 24 percent growth in population between 2010 and 2020 and is expecting a 74 percent growth in population between 2020 and 2045, greater than growth expected in the county as a whole, demonstrating that Lake Elsinore is a desirable community in which to live. To accommodate this projected growth, a significant number of buildings and amount of infrastructure will need to be constructed. The opportunities to reduce GHG emissions from the building sector lie both in requiring new construction to be low-carbon and in retrofitting existing buildings to remove natural gas appliances and infrastructure as well as improving building energy efficiency in existing development. About 29 percent of Lake Elsinore’s single-family homes were constructed prior to 1978, when the California Building Energy Efficiency Standards went into effect, and could be a focus of the decarbonization and resilience strategies in the CAAP.

The momentum at the local level is matched by advances at the state level. The state adopted a 2030 GHG reduction target of 40 percent below 1990 levels through Senate Bill (SB) 32 and the Assembly Bill (AB) 1279 targets to achieve net zero GHG emissions as soon as possible but no later than 2045 and to reduce anthropogenic GHG emissions by 85 percent below 1990 levels by 2045. The state’s 2022 Scoping Plan for Achieving Carbon Neutrality lays out a pathway to achieving the AB 1279 targets. In addition, the state has climate adaptation objectives codified in state law. For example, AB 1482 requires California to release a State Climate Adaptation Strategy every three years and SB 1320 calls for the development of California Climate Change Assessments every five years. These requirements help to elevate the importance of climate adaptation planning at both the state and local levels. There is also a regional push to coordinate and collaborate in the Inland Empire on climate issues through the Inland Southern California Climate Collaborative and the Inland Regional Energy Network.

Climate action and adaptation planning as a practice has also evolved in recent years with an emergent focus on funding sources and implementation. A CAAP based on current science and best practices will serve as a resource for the City to map out funding for GHG reduction and adaptation strategies and prioritize implementation actions. An important aspect of the prioritization exercise will be identifying emissions sources and activities that the City can meaningfully control and focusing the GHG reduction strategies on these sources. Equally important are considerations of cost, i.e., the costs the City government and the community would bear to implement the CAAP, as well as the costs of inaction, to inform and engage the community on the need for action. Lake Elsinore has a large population of young families and majority owner-occupied households. These demographics should be considered to equitably distribute the costs and benefits of climate action and adaptation and to direct CAAP implementation in ways that prioritize the most vulnerable populations in the city.

SECTION 01 // EXECUTIVE SUMMARY
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 2 Achievement of the state’s GHG reduction targets requires deep decarbonization that involves transformative change in seemingly every aspect of society—energy systems, transportation networks, neighborhood design, and even governance practices, economic systems, and personal and social behavior. At the same time, incremental change needs to occur in the short term so the City can judiciously approach the bold reductions required in the future while maximizing co-benefits and cost-effectiveness for the City government and the community. The City intends to establish an aspirational yet achievable path to realize aggressive reduction targets by 2030 and 2045. This approach will help the City achieve reductions in line with state targets.

While deep GHG reductions are critical to avoid the most catastrophic impacts of climate change, it is equally important for agencies to build climate resilience through their planning efforts to combat current and forecasted impacts. The 2023 County of Riverside Operational Area Multi-Jurisdictional Local Hazard Mitigation Plan (2023 MJLHMP) and the Western Riverside Council of Governments (WRCOG) Resilient IE plan address climate vulnerabilities and will inform climate adaptation strategies for inclusion in the Lake Elsinore CAAP. It will also be important for GHG reduction strategies to be developed with corresponding resilience benefits in mind.

Preparing a CAAP is an ambitious and vital undertaking by the City that will come with unique challenges.

Achieving the state targets adopted under SB 32 and AB 1279 requires steep reductions in GHG emissions over the next few years by 2030, and even deeper reductions over the next two decades. The projected risks of the city and its residents to wildfire, extreme heat, and drought adds to the complexity of addressing climate change holistically through the CAAP.

To reduce GHG emissions, many strategies will need to come from the transportation and building energy sectors, with a combination of strategies focused on switching to zero-emission vehicles, reducing the amount of vehicle miles traveled, moving building systems and appliances away from natural gas to electricity, and increasing the amount of electricity generated from renewable and zero-carbon sources.

Important GHG reduction opportunities also include avoiding landfill disposal of food, yard, and other organic waste, switching landscaping and construction equipment to cleaner technologies, using water more efficiently, and planting and maintaining trees.

To enhance resilience, strategies will need to focus on reducing health impacts of wildfire smoke, ensuring safe evacuation routes are in place, enhancing energy resilience through backup power supplies and the use of microgrids, making hazard and emergency information multilingual and accessible, and considering infrastructure upgrades that are needed to accommodate increased stresses associated with climate impacts.

Actions to reduce GHG emissions and adapt to climate impacts need to be developed with Lake Elsinore’s specific demographics and existing built environment in mind to maximize benefits and improve the quality of life for city residents as well as its thriving downtown. Therefore, the City’s CAAP requires creative and ambitious solutions to meet the City’s objectives while also balancing the potentially conflicting expectation of different stakeholders, such as residents, environmental and community advocates, real estate interests, and the business community. The CAAP will also need to be developed with equity as a cornerstone, working to ensure participation from community members who are not typically engaged in the planning process.

The firm chosen to assist with this effort must have the foresight and experience to anticipate challenges and formulate proactive solutions to help the City successfully complete its CAAP. The firm needs to have specialized experience helping cities of a similar size and scale prepare CAAPs, specifically in Southern California, and a deep understanding of atmospheric and climate change science and contemporary practices in climate action and adaptation planning along with the current and evolving requirements and methods coming from state agencies. The chosen firm also needs to be poised to assist with the City’s SECTION 01 // EXECUTIVE SUMMARY
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 3 community outreach efforts, offering expertise in innovative and authentic engagement techniques while also having expert knowledge of climate action and adaptation planning. The firm also requires demonstrated experience and expertise in integrating various planning efforts to ensure the seamless transition and longevity of City activities.

Ascent is that firm. Founded 14 years ago, the firm is headquartered in Sacramento with offices in Irvine, San Diego, Berkeley, and Lake Tahoe. With experienced staff in all locations, we have a thorough knowledge of the California Air Resources Board’s (CARB’s) regulatory programs, having served as their consultant since 2010, other state agency activities, and the regulatory and political environment in Southern California.

Climate action and adaptation planning is one of our core services. Ascent will serve as the prime contractor.

We have strategically selected staff whose experience and expertise match well with the City’s needs.

One key differentiator for Ascent is our specialized experience developing CAAPs for cities of a size and scale similar to Lake Elsinore. Complementary to that is our deep and long-standing experience developing CAAPs in Southern California. As noted above, preparing a CAAP at this time presents both unique challenges and opportunities for the City. The CAAP will need to be prepared in light of the state’s aggressive GHG reduction targets. At the same time, the CAAP offers opportunities to align with other planning efforts (e.g., the General Plan update, Resilient IE) and position the City for funding opportunities from federal, state, and regional governments and private sector sources. Ascent has successfully assisted many cities in navigating this process in preparation of their CAAPs and delivered comprehensive, implementable plans that reflect local goals, values, and unique attributes.

We have supplemented our team with Fehr & Peers to assist with travel modeling and address mitigation opportunities for vehicle miles traveled through their expertise working on the ongoing update to the City’s General Plan and deep experience working in the Inland Empire.

SECTION 02 // DESCRIPTION OF SERVICES
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 4 02 / DESCRIPTION OF SERVICES
Ascent’s proposal outlines our approach to help the City of Lake Elsinore prepare its Climate Action and Adaptation Plan, integrate equity throughout the plan and process, and devise and implement a robust community engagement plan that is equitable, inclusive, authentic, and meaningful. To balance the costs and benefits of reducing greenhouse gas emissions and adapting to climate change impacts, the CAAP should be developed by engaging a wide cross-section of the public with a focus on outreach that successfully involves traditionally underrepresented groups and communities and leverages resources from local institutions. The CAAP needs to transcend the traditional singular regulatory approach to climate planning and be focused on implementation and monitoring while being grounded in solid technical analysis.

The following section describes our proposed approach to complete the City’s scope of work and successfully deliver its CAAP. Ascent is available to begin assisting the City with this project now and anticipates completion of work in 18 months. A project schedule can be found on pages 28 and 29.

SCOPE OF WORK
The section describes Ascent’s approach and methodology for conducting the activities and tasks outlined in the Request for Proposals (RFP). We understand that the City is open to proposals with refinements to the scope of work presented in the RFP and innovative methods to ultimately deliver a CAAP that is relevant and implementable. Drawing from our vast experience working with cities of a similar size and scale in Southern California to prepare their CAAPs, we have made recommendations for scope refinements to clarify and align tasks. We have also included Fehr & Peers as part of our team to ensure that the CAAP’s transportation strategies are informed by local knowledge, tailored to the city’s context, and aligned with the City’s ongoing General Plan update. Within each task, we have also indicated City responsibilities, as appropriate.

We understand that the City may need to modify this scope to ensure that the project aligns with the City’s expectations and budget and would gladly work with the City to revise the scope to meet the City’s needs.

Ascent’s understanding of this project is to develop a comprehensive CAAP that addresses both GHG reduction and climate adaptation, while centering community input and equity. Therefore, we have structured our scope of work as follows:
 Task 1. Project initiation, data gathering, and management  Task 2. Equitable community outreach to inform both the climate adaptation and GHG reduction components of the CAAP and to inform the technical tasks included in the scope of work  Tasks 3 and 4. Climate adaptation technical tasks
 Tasks 5 through 8. Essential tasks needed for the GHG reduction components of the CAAP and to evaluate the California Environmental Quality Act (CEQA) approach  Tasks 9 and 10. Optional tasks to enhance the usability of the CAAP and provide City staff with implementation support on near-term actions, as well as mechanisms for monitoring and reporting progress
SECTION 02 // DESCRIPTION OF SERVICES
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 5 TASK 1. Initiate Project
Task 1.1. Project Kickoff
A kickoff meeting is key to setting a strong foundation for project success. Ascent’s project management team (principal-in-charge, project manager) will hold a kickoff meeting with City staff to refine project goals and objectives, develop a project timeline and milestone schedule, and identify existing documents, data, policies, and initiatives relevant to the CAAP. We also recommend using this meeting to confirm key stakeholder groups, identify specific dates for near-term community outreach meetings, and establish the timing of other future activities. Prior to the kickoff meeting, Ascent will conduct a preliminary review of relevant documents to establish a solid understanding of the project background and progress. This review would include the programs, plans, and policies identified under Task 1.2.

This meeting will also serve to establish the project management procedures, including invoicing terms and communication protocols that are intended to keep all parties appropriately involved and informed. Ascent will prepare a meeting agenda and summary meeting notes to document the main takeaways and action items.

Deliverables
✓ Draft and final milestone schedule (electronic)
✓ Kickoff meeting agenda and meeting summary (electronic) City Responsibilities
✓ Participation in kickoff meeting (virtual)
✓ One set of consolidated, nonconflicting comments on draft milestone schedule in strikethrough/underline (electronic)
✓ List of internal and external stakeholders (electronic) Task 1.2. Data and Information Gathering
To create an effective and implementable CAAP, it is crucial to understand and leverage the existing policies and programs already in place. As part of the preliminary research to develop the City’s CAAP, Ascent will review existing initiatives the City has taken to address climate change and reduce GHG emissions. Existing regional and local climate adaptation plans and other relevant plans and guides will also be reviewed to give us insights on baseline data. The following is a list of several existing planning mechanisms, guides, and tools that Ascent proposes to review to inform the CAAP’s development. We will review these initiatives and compile a policy audit to support the development of climate adaptation and GHG reduction strategies. Given our previous experience in developing climate action and adaptation plans, as well as team members’ expertise in developing hazard mitigation plans and climate adaptation–compliant general plan safety elements, Ascent would be efficient in reviewing many documents in this list. Our team is confident that we can extract the most relevant and crucial information from these documents that would inform the CAAP’s development. The policy audit will be an appendix to the CAAP document to provide transparency to the public on what was considered in preparing strategies. The audit will be focused on identifying existing goals, policies, and actions in City and partner agency documents that have relevance to adaptation, resilience, and GHG reduction. The audit is not meant to generate an exhaustive list of actions, only to identify those that are relevant to the City’s CAAP. It is anticipated that the strategy development process will build upon this list.  2011 Lake Elsinore Climate Action Plan
 Lake Elsinore General Plan
 Elsinore Valley Municipal Water District Urban
Water Management Plan
 WRCOG Resilient IE
 WRCOG Energy Resilience Plan
 WRCOG/SBCTA’s Climate Resilient
Transportation Infrastructure Guidebook
SECTION 02 // DESCRIPTION OF SERVICES
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 6  Downtown Elsinore Specific Plan
 2023 and 2017 Local Hazard Mitigation Plan
 WRCOG Climate Action Plan
 SCAG Regional Climate Adaptation Framework
 Regional Adaptation Collaborative Toolkit
 U.S. Climate Resilience Toolkit
Ascent carried out initial preliminary research, reviewing the documents listed above while preparing this scope of work. For example, as discussed in the County’s 2023 MJLHMP, the City listed fire, flood, power failure, extreme weather, and drought as the priority hazards. In addition, as discussed in the Western Riverside Adaptation and Resiliency Strategy: Part 1, Vulnerability Assessment, WRCOG identified extreme agricultural pests and diseases, air quality, drought, extreme heat, human health hazards, landslides, severe weather, and wildfire as the most likely and impactful climate change–related hazards in western Riverside County. These hazards generally align with the risks mentioned under Task 2, Subtask B, of the RFP, which is discussed in more detail under Task 3 of our proposed scope of work.

As part of this task, Ascent will work to identify omissions and hidden biases that affect vulnerable communities, while more in-depth assessment regarding climate change’s disproportional impacts on the city’s vulnerable communities will be carried out under Task 3. To address omissions and hidden biases, various data inequities, biases, and omissions will be discussed. Examples include:
 Inadequate data in disadvantaged areas. GHG inventories may not capture comprehensive data from low-income or marginalized areas. This data gap can lead to an underestimation in emissions, especially in areas that may be more prone to pollution or lack green infrastructure.  Biases in transportation emissions data. In areas with limited public transportation options, residents may rely on older, less-efficient vehicles. This can result in an underestimation of transportation-related emissions in some areas.
 Challenges in measuring walkability and commuting practices. Accurately measuring walkability to transit sites can be challenging in areas without sidewalks. Similarly, assessing the extent of carpooling and walking to work without considering walkability factors may skew data.  Housing quality and infrastructure disparities. Inequities in housing quality, such as poor insulation and inefficient heating and cooling systems, often result in higher energy consumption in low-income households. Average energy consumption by household data may be skewed because of this.  Reduced public spaces in marginalized communities. Marginalized communities often have less public space or resources allocated to public spaces, which can limit opportunities for public investment and affect the community’s overall environmental impact.
 Overlooked health impacts of emissions. The health consequences of air pollution, which can be exacerbated in marginalized communities due to the location of emissions sources, are not directly factored into GHG emissions inventories.

Ascent will identify relevant data and tools such as the Federal Emergency Management Agency’s (FEMA’s) National Risk Index and CalEnviroScreen to address these types of data inequities, biases, and omissions and will discuss qualitatively these considerations as part of the CAAP. In addition, ground-truthing of data can be accomplished through the community outreach process. Ascent will work with the City to identify other local resources to fill data gaps and biases as feasible.

Deliverables
✓ Policy audit at CAAP appendix (electronic)
City Responsibilities
✓ Provide copies of data and resources requested (electronic) SECTION 02 // DESCRIPTION OF SERVICES
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 7 Task 1.3. Ongoing Project Management
We understand that communication is fundamental to successfully accomplishing this work effort. We envision our working relationship with the City as highly collaborative, with Ascent providing support throughout the CAAP development process. The Ascent project management team will set up and facilitate regular virtual meetings to discuss project status and ensure coordination with City staff. The purpose of these meetings will be to discuss items such as deliverables, upcoming tasks or milestones, project schedule, and next steps and to identify and discuss any critical path items such as outstanding data needs or schedule constraints. Ascent will set up a SharePoint folder for sharing documents and deliverables between Ascent and City staff. Also under this task, we will submit brief monthly written status reports summarizing project activities, along with our invoices, to the City’s designated point of contact.

Deliverables
✓ Schedule and facilitate up to 30 project status meetings, 30 minutes each (virtual) ✓ Prepare agendas and action item summaries (electronic) ✓ Submit monthly invoices and progress reports (electronic) City Responsibilities
✓ Participation in project status meetings (virtual)
TASK 2. Conduct Community Outreach for Public Involvement Ascent approaches CAAP development in a way that is highly collaborative, allowing us to blend our expertise in climate mitigation and adaptation planning with the community’s goals, needs, and knowledge.

We can provide the City with community outreach support to solicit and obtain public input on long-term goals and near-term actions to be included in the CAAP.

We intend to build on the City’s communication and outreach efforts and to strategically enhance outreach in certain geographic and topical areas to address the needs associated with the CAAP.

Task 2.1. Community Visioning
Under this task will provide technical support to the City for a community workshop that focuses on a vision for the CAAP. The purpose of the workshop will be to share information about the CAAP and engage the community in feedback exercises. This workshop will focus feedback activities on understanding community needs and crafting a shared vision for a sustainable and resilient Lake Elsinore. This may include:
 Interactive activities to gather input on community needs and a future vision, such as writing a postcard to your future self, writing future state headlines that describe an ideal climate future, or creating a vision collage in small groups.
 Invitations to community members to contribute to the event, such as asking a community member to recite a climate-related poem or inviting a local social enterprise to give a demonstration of its newest green technology.

The community workshop will be advertised, hosted, and facilitated by the City or SWAG. Ascent will advise the City on potential feedback exercises to conduct during the workshop and up to two Ascent staff members will attend the workshop. This scope of work assumes that City staff and/or SWAG will plan and design the workshop activities and will have primary responsibility for preparing workshop content based on input from Ascent. During the workshop Ascent will support the City by providing technical assistance related to the components of the CAAP.

SECTION 02 // DESCRIPTION OF SERVICES
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 8 Deliverables
✓ Community visioning workshop attendance, input on community feedback exercises and workshop content, and a written summary of verbal feedback related to the CAAP ✓ Spanish translation for workshop announcements and any materials for engagement activities, and live interpretation for workshop
City Responsibilities
✓ Advertising, hosting, and scheduling of community visioning workshop ✓ Preparation and distribution of workshop announcements ✓ Leading and facilitating the community visioning workshop ✓ Design workshop activities and primary responsibility for preparing workshop content based on input from Ascent
✓ Any hard-copy printing or reproduction of workshop materials ✓ Procurement of meeting location (if in person)
Task 2.2. Community Outreach Plan
Working with the City, the Social Work Action Group (SWAG), and the Community Climate Adaptation Team (CCAT), Ascent will create a comprehensive and innovative community outreach plan that leverages our experience and is customized to the unique needs of Lake Elsinore. The strategy will include:
 a summary of the City’s community outreach goals and objectives, including metrics for measuring engagement success;
 a list of specific activities to reach, educate, and engage the community throughout the CAAP process;  a detailed schedule, format, and resources for all outreach activities through shared live resources;  a list of stakeholders and their roles in CAAP development;  a list of social media outlets to reach specific audiences (e.g., Facebook, Nextdoor, Instagram) and virtual platforms for outreach (e.g., Zoom, Mural, Slido) in addition to traditional survey tools;  a confirmation of coordination, facilitation, and communication preferences; and  a clear breakdown of the City’s, SWAG’s, CCAT’s, and Ascent’s roles and responsibilities for implementing and executing all outreach activities.

This process will be built on the City’s past and current outreach efforts and communication methods (including coordination with outreach for the ongoing General Plan update). This task assumes the City and/or SWAG will provide Ascent with the following: a list of the City’s and/or SWAG’s existing
communication tools to identify the most effective methods for both informing and engaging target communities, and a list of existing forums for seeking public input. We will revise the community outreach plan based on feedback from the City, the SWAG, and the CCAT.

To ensure engagement is effective, it is important to establish metrics for evaluating individual community outreach events and the overall CAAP engagement processes. Working with City staff and relying on the local expertise of the SWAG and the CCAT, we will prepare a set of metrics to measure success. To ensure inclusive and fair decision-making during the CAAP development process, it is important to measure equity and diversity and consider the unique needs of community groups, especially those that are hard to reach.

SECTION 02 // DESCRIPTION OF SERVICES
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 9 Intentional efforts should be made to engage individuals who face participation barriers by creating equitable, inclusive, culturally sensitive, and multilingual spaces. We will ask the question: Do participants reflect the diversity of age groups, ethnicities, incomes, geographies, and unique needs of Lake Elsinore? The following are examples of indicators that could be used for the community outreach plan. We will work with the City, the SWAG, and the CCAT to prepare a complete set of indicators that meet the City’s project objectives.
 Community Diversity: What are participant demographics as they relate to the population’s demographics where activities took place?
 Empowerment: Has the CAAP engagement process involved underrepresented stakeholders?  Diversity of Input: Are opinions and perspectives reflective of the diverse community, or are they more monolithic?
 Equity: Was additional effort made to include underrepresented populations throughout the entire CAAP engagement and for individual events?
 Ownership: Do underrepresented communities and advocates feel a sense of ownership in the CAAP? Deliverables
✓ Draft and final community outreach plan (electronic)
City Responsibilities
✓ One set of consolidated, nonconflicting comments on draft community outreach plan in strikethrough/underline (electronic)
Task 2.3. Community Forums and Workshops
Ascent will attend and provide technical support during up to four community forums and workshops (four events total). The purpose of the forums and workshops is to inform the community about the project and to actively engage residents in the identification of climate action and adaptation strategies, as well as other community priorities to consider as part of the CAAP. These events will be advertised, hosted, and facilitated by the City or SWAG.

Options for gathering input include discussing in plenary (i.e., one large group), organizing into breakout groups, and creating information/input stations on specific topics. The forums and workshops can include both written and oral opportunities for feedback, including discussion or question-and-answer sessions.

Strategies to engage attendees during the community forums and workshops will be identified in the Community Outreach Plan prepared in Task 2.2.Ascent will advise the City on the identification of appropriate format (e.g., online, in-person, hybrid), location, time, engagement strategies, and other details based on factors like the target audiences and meeting objectives. This task assumes the community forums and workshops may occur virtually via a platform like Zoom with a call-in option or in person and that the timing and scheduling of events will coincide with important milestones of the CAAP development process so that community members have meaningful opportunities to participate in and shape the development of the CAAP throughout the entire process. In collaboration with City staff, the SWAG, and the CCAT, Ascent will provide recommendations on the range of local stakeholders who represent Lake Elsinore’s communities to be involved in the four CAAP-related community outreach events. These targeted stakeholders may include renters, small businesses, schools, faith-based organizations, and non-English-speaking residents. This scope of work assumes that City staff and/or SWAG will plan and design the event activities and will have primary responsibility for preparing event content based on input from Ascent.

SECTION 02 // DESCRIPTION OF SERVICES
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 10 Deliverables
✓ Attend and provide technical support during community forums and workshops (up to four events total)
✓ Input on event format, activities, content
✓ Integrate community feedback into applicable CAAP work products ✓ Spanish translation for workshop announcements/invitations and materials needed for engagement activities, and live interpretation for up to four community forums and workshops City Responsibilities
✓ Advertise, schedule, and host each community forum and workshop ✓ Procurement of meeting locations (if in person)
✓ Preparation and distribution of forum and workshop announcements and invitations ✓ Leading and facilitating the community forums and workshops ✓ Design forum and workshop activities and primary responsibility for preparing forum and workshop content based on input from Ascent
✓ Any hard-copy printing or reproduction of community forums and workshops materials Task 2.4. Public Survey
Ascent will collaborate with the City in developing a survey to collect information about relevant topics that will inform the CAAP. We will work with City staff to create the content for the feedback form, which will be concise and accessible on a computer or mobile device. We will translate the survey into Spanish. The survey can be released via SurveyMonkey or similar. In addition, the survey can be printed and made available at City facilities (e.g., libraries, community centers) for community members who are not able to provide feedback online.

After the survey is closed, Ascent will summarize the findings, incorporating feedback into the CAAP where applicable.

Deliverables
✓ Draft and final public survey (electronic)
✓ Summary of survey feedback (electronic)
City Responsibilities
✓ Printing/reproduction of the survey
✓ One set of consolidated, nonconflicting comments on draft public survey in strikethrough/underline (electronic)
Task 2.5. Community Summary
Ascent will synthesize key themes from the community forums and workshop and survey, and prepare a written summary of community input for the City’s review and for incorporation into the CAAP. Community input will be integrated into applicable elements of Ascent work products and the CAAP document.

Deliverables
✓ Draft and final community input summary (electronic)
City Responsibilities
✓ One set of consolidated, nonconflicting comments on draft community summary in strikethrough/underline (electronic)
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CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 11 Task 2.6. Review and Summarize Vulnerability and Risk Findings Ascent will present the findings of the climate vulnerability assessment to the CCAT, including vulnerable communities’ hazard exposures and the priorities for climate resilience improvement.

Deliverables
✓ Presentation materials for one CCAT meeting (virtual) City Responsibilities
✓ Scheduling of CCAT meeting
TASK 3. Assess Community Risks and Vulnerabilities
Global climate change is expected to intensify the impacts of existing environmental hazards, including extreme heat conditions, flooding from large rain events, and more frequent and severe wildfire events. To address the potential impacts of these hazardous events on the community, the City is expanding upon its hazard mitigation planning efforts to focus on climate change.

Emergency planners and responders can take steps during the response, recovery, hazard mitigation, and preparedness phases of the cycle (shown on the left) to minimize the harm caused by a disaster and improve resiliency against hazards and climate stressors. Note that the mitigation here refers to hazard mitigation (i.e., adaptation to climate change hazards), which is different from climate mitigation (i.e., reduction of GHG emissions contributing to climate change). The 2023 MJLHMP focuses on optimizing the hazard mitigation phase of the cycle, which involves making a community more resilient to disasters so that when hazard events do ultimately occur, the community suffers less damage and can recover more effectively. The intent of climate adaptation planning falls within the hazard mitigation stage as well. The process identifies vulnerabilities to climate events and provides pathways or strategies to proactively reduce potential impacts and increase the adaptive capacity of the community.

Ascent recommends that the vulnerability assessment (Task 3) and development of adaptation strategies (Task 4) follow a two-step approach consistent with climate adaptation frameworks recommended by the California Governor’s Office of Emergency Services (Cal OES) 2020 California Adaptation Planning Guide (APG). Step one (Task 3) is the development of a climate vulnerability assessment to identify the City’s and the community’s assets and populations that may be affected by climate hazards. The second step (Task 4) is the identification and prioritization of corresponding climate adaptation strategies intended to reduce the impact on vulnerable communities or assets as identified in step one.

Both steps are informed by a regulatory framework and guided by statewide climate assessments, plans, and relevant efforts. The regulatory framework and current guidance will be documented in this effort. Both the vulnerability assessment and the adaptation strategies will also make use of the existing information available in the 2023 MJLHMP, WRCOG’s Resilient IE, and city-specific data and information to create an assessment that focuses on resiliency in Lake Elsinore, with an emphasis on any disproportional impacts that climate change may have on vulnerable populations across the city. The 2023 MJLHMP offers insights on historical hazard events and the City’s most recent prioritization of hazards of concern, carried out by the 2023 MJLHMP Steering Committee, while WRCOG’s Resilient IE will support the assessments of climate change’s impacts on these hazards and climate stressors.

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CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 12 Vulnerability Assessment
Subtasks A, B, and C in the RFP would all fall under Phase 2: Assess Vulnerability of the 2020 APG. The purpose of the vulnerability assessment is to identify the city’s exposure to the effects and impacts of climate change. More specifically, these effects and impacts include the primary effects caused by the initial impacts of increased GHG emissions (e.g., average temperature and annual precipitation amounts) and the secondary effects (e.g., drought, heat waves, flooding) that result from the primary effects. To perform the vulnerability assessment, Ascent will characterize the climate hazards and other climate effects that are anticipated to impact Lake Elsinore.

The vulnerability assessment methodology is consistent with the 2020 APG framework’s Phase 2: Assess Vulnerability and takes into larger consideration the 2023 MJLHMP processes and outputs. The four steps are shown in the graphic below.
 Exposure (in response to RFP Subtask A): The purpose of this phase is to understand existing hazards in the community and how they may change over multiple time periods. Ascent proposes an assessment of climate exposure during the following time periods: near-term (2024–2050), mid-century (2040–2070), and late-century (2070–2100), per APG’s guidance. We can work with City staff to identify whether other time scales are preferred.

To perform this phase of the vulnerability assessment, Ascent will extract the hazard profile and risk assessment information from the 2023 MJLHMP and Resilient IE to understand historical conditions and identify data gaps. Then, we will expand upon the 2023 MJLHMP and Resilient IE efforts using Cal-Adapt and other related, readily available tools to describe how climate hazards and other climate change–related effects are projected to change. Consistent with the 2023 MJLHMP approach, Ascent will describe historical events and map climate change–related effects in GIS, where possible. This subtask will also include the identification of critical community assets, which would involve reviewing the critical facility database developed during preparation of the 2023 MJLHMP. Additional GIS spatial analysis will be carried out if needed, particularly for flood hazards, given that the FEMA’s National Flood Hazard Layer has a Letter of Map Revision for Riverside County effective December 28, 2023, which is after Riverside County updated the 2023 MJLHMP.
 Sensitivity and Potential Impacts (in response to RFP Subtask B): This phase compiles a list of population groups and community assets that are sensitive to localized climate change effects. The risk assessment will ensure the discussion on drought, extreme heat, precipitation, air quality, winds, wildfires, and any indirect effects of sea level rise in nearby coastal communities (e.g., population migration), especially given that precipitation, air quality, and sea level rise were not extensively discussed in the 2023 MJLHMP. Meanwhile, the analysis will address any disproportional impacts that climate change may have on vulnerable populations across the city (e.g., seniors, children, low-income, persons with disabilities). Regarding vulnerable populations data, Ascent will extract existing information from the 2023 MJLHMP, use methodologies and define vulnerability communities consistent with the City’s forthcoming Environmental SECTION 02 // DESCRIPTION OF SERVICES
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 13 Justice Element, and leverage other well-recognized (spatial) tools, including FEMA’s National Risk Index (NRI) Tool (including risk mapping data), the U.S. Climate Resilience Toolkit, CalEnviroScreen, the California Department of Water Resources’ Disadvantaged Communities mapping tool, the California Healthy Places Index, and American Community Surveys, as well as Ascent’s in-house GIS capacity. We will fill in data gaps with research from regional and state reports on climate impacts such as California’s fourth Climate Change Assessment Inland Deserts Regional Report and with input from community members. We will make sure to identify local and regional climate challenges, opportunities, and direct impacts on the city.

With regard to wildfire hazard, one of the most pressing climate hazards facing the city, Ascent has wellestablished and extensive experience in wildfire adaptation and resiliency improvement. We are currently working on a Fire-Adapted Communities Roadmap and Dashboard Project that aims to develop a holistic, shared vision for statewide community wildfire resiliency that creates the conditions necessary for permanently fire-adapted communities and healthy ecosystems. Ascent has a deep understanding of how fire-adapted and resilient communities can be achieved and will apply this knowledge to Lake Elsinore’s CAAP.
 Adaptive Capacity: This phase intends to evaluate Lake Elsinore’s current ability to cope with climate impacts. The ability to adapt is determined through two methods: First, we will conduct a review of existing plans, policies, and programs relevant to climate, hazards, emergency operations, or public safety (completed as part of Task 1.2). Second, Ascent will engage with City staff, the City Council, the SWAG, the CCAT, and the public about current actions to support adaptive capacity.  Vulnerability Scoring and Climate Resilience Priorities (in response to RFP Subtask C): A scoring method will be used to rank vulnerabilities by various factors to assist in the prioritization of climate stressors/hazards. Vulnerability scores are based on several factors, including how severe projected climate exposures will be, how sensitive population groups and assets are to the anticipated climate effects, and whether sufficient adaptive capacity exists to manage the potential impact, which are all covered by the subtasks described above. Meanwhile, accounting for climate hazards’ disproportionate impacts on vulnerable populations will be a critical component of this vulnerability scoring and prioritization subtask, by using tools including FEMA’s NRI, US census data, and American Community Survey data. As part of this step, Ascent will establish an equity weighting factor to account for climate change’s disproportionate impacts on vulnerable communities when prioritizing climate stressors, which will be data-driven and informed by feedback from the affected vulnerable communities.

The output of the vulnerability assessment is intended to inform the City and the community about which climate vulnerabilities are of the greatest concern and inform the subsequent prioritization of adaptation strategy development (Task 4).

Deliverables
✓ Draft and final climate vulnerability assessment technical memorandum (electronic) City Responsibilities
✓ One set of consolidated, nonconflicting comments on draft climate vulnerability assessment technical memorandum in strikethrough/underline (electronic)
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CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 14 TASK 4. Develop Climate Adaptation Strategies
Work under this task will be undertaken through a distributional equity lens, which is about the fair distribution of resources, benefits, and burdens that result from climate planning decisions. Distributional equity means prioritizing the allocation of finite resources and designing planning strategies to benefit communities that experience the greatest climate and environmental inequities and have the most unmet environmental health needs, while also ensuring that these communities do not disproportionately experience economic, social, or environmental burdens because of such planning decisions.

The adaptation planning process aims to identify climate adaptation strategies that prepare Lake Elsinore for the potential impacts of climate change consistent with the identified goals. Using the distributional equity lens mentioned above, the strategies will focus heavily on protecting vulnerable communities. Ascent will leverage the extensive community input that will be collected during Task 2 while developing adaptation strategies.

Furthermore, we will develop and prioritize adaptation strategies for each identified risk based on the level of severity (low risk, medium risk, and high risk), as well as other criteria such as FEMA’s STAPLEE method, which is recommended in the US Climate Resilience Toolkit and widely used for hazard mitigation and climate adaptation strategies prioritization. In addition, Ascent will identify climate adaptation strategies for the community as well as those for municipal government operations.

Task 4.1. Refine and Revise Climate Adaptation and Resilience Goals In collaboration with the City staff, the SWAG, the CCAT, and community members, climate adaptation goals will be developed that provide direction for achieving resiliency and act as guideposts throughout the planning process and implementation. Establishing resilience goals builds transparency into the process, clarifies shared outcomes, sets the foundation for future project decisions, and informs the development of adaptation strategies as well as tracking and evaluation metrics. Ascent recommends that the City use the existing goals of the 2023 MJLHMP and Resilient IE as a starting point and build on them to set forth locally appropriate goals tailored to the needs and circumstances unique to Lake Elsinore.

Deliverables
✓ Draft and final climate adaptation and resilience goals (electronic) City Responsibilities
✓ One set of consolidated, nonconflicting comments on draft climate adaptation and resilience goals in strikethrough/underline (electronic)
Task 4.2. Develop, Evaluate, and Prioritize Climate Adaptation Strategies Ascent will collaborate with City staff, the SWAG, the CCAT, and community members to prepare adaptation strategies after the review of vulnerabilities and confirmation of the City’s vision and goals for adaptation and resilience. We will develop the adaptation strategies consistent with the City’s existing or proposed policy framework so the adaptation strategies are aligned with the expected outcomes and the terminology is consistent. Each goal drafted in the previous step will have a set of strategies to support its achievement. As outlined in the RFP, we will also incorporate innovative strategies and solutions for climate adaptation by collaborating with the CCAT and stakeholders, as well as leveraging our extensive expertise in climate adaptation planning. For example, when evaluating adaptation strategies, it is beneficial to consider the additional purposes they could serve, which are also called co-benefits—additional beneficial results of an action to increase resiliency, such as GHG reduction, cleaner air, improved public health, and/or increased open green space. Ideally, all adaptation strategies will have one or more co-benefits. For instance, to adapt to more frequent extreme heat events, we could propose an action to encourage or require the installation or use of cool-roof technologies, passive solar home design, green roofs, and rooftop gardens.

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CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 15 While supporting the mitigation of extreme heat events, this strategy will also have co-benefits related to water conservation and addressing air quality impacts from reduced ozone formation. Other co-benefits include benefits to public health and increased electrical grid resilience related to peak load reductions.

Some adaptation strategies may be general statements of policy preference or desired direction, while others may be highly detailed and contain specific implementation directions. We recommend categorizing strategies to provide the City with direction for implementation. Examples include the following:
 Programmatic. Strategies to expand or create new programs, activities, and initiatives  Plans, regulations, and policy development. Strategies to develop or revise policies, plans, regulations, and guidelines
 Capital improvement/infrastructure projects. Strategies designed to address physical and functional deficiencies and needs in the built and natural environments  Education/outreach/coordination. Strategies related to initiating or expanding partnerships and relationships, communicating and sharing information, and expanding awareness Ascent will coordinate with City staff to identify adaptation strategies to be further evaluated in the next step.

The next step is the prioritization of adaptation strategies. To avoid disproportionate impacts on vulnerable communities and protect communities already overburdened with pollution, equity will be centered in the prioritization process. For example, according to APG’s recommendation, adaptation strategies should prioritize resources for communities that experience the greatest inequities and most disproportionate impacts and have the greatest unmet needs. Adaptation strategies should also address the underlying structural and institutional systems that are the root causes of social and racial inequities. Ascent will work with City staff to make sure that such adaptation strategies are devised and offered high priority. The US Environmental Protection Agency’s Regional Resilience Toolkit also lists “Society and Equity” as one of its four “frames” when prioritizing adaptation strategies. The toolkit recommends the consideration of effects on communities and the services on which they rely, with specific attention paid to disproportionate impacts due to social, political, or economic inequality.

Moreover, the prioritization of adaptation strategies also supports making decisions about their implementation in the face of uncertainty. Prioritization eases communication and transparency with community members.

Ascent, in coordination with City staff, will recommend a prioritization of the adaptation strategies prepared in the previous step using FEMA’s STAPLEE method, including social, technical, administrative, political, legal, economic, and environmental criteria. We will work with the City to decide whether other factors should also be included in the prioritization criteria, such as the following ones that are recommended by the 2020 APG:
a. Vulnerability. Which strategies will be effective at addressing assets or systems with the highest vulnerability?
b. Co-benefits. What are the co-benefits of the strategy? [briefly discussed above] c. Monitoring. How will the strategy be evaluated for success? Once adaptation strategies are prioritized, Ascent will identify the agencies and departments responsible, indicators of success, potential partnerships and funding sources, equity considerations, and appropriate methods to assess progress.

Deliverables
✓ Draft and final climate adaptation strategies (electronic) City Responsibilities
✓ One set of consolidated, nonconflicting comments on draft climate adaptation strategies in strikethrough/underline (electronic)
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CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 16 TASK 5. Greenhouse Gas Inventory, Forecasts, Targets, and Reductions Task 5.1. New GHG Emissions Inventory
Ascent will prepare an inventory of communitywide emissions. The inventory will set a robust, current baseline to establish the City’s emissions forecasts and reduction targets. We recommend that the City use the most recent calendar year for which complete data are available (anticipated to be 2022, but may vary depending on the project start date) to prepare the GHG emissions inventory. Emissions will be aggregated and reported as carbon dioxide equivalents (CO2e) to show trends in GHG emissions from various activities.

We recommend using the global warming potential values from the Intergovernmental Panel on Climate Change 6th Assessment Report to align with current science and climate action planning best practices.

We will develop a list of data needs to collect the most relevant and accurate data for the baseline inventory.

Ascent will work with the City to gather necessary permissions and access activities data from utilities and agencies, including waste, water, electricity, and natural gas.

We will ensure the GHG inventory that will serve as the baseline for the CAAP includes the following emissions sectors: transportation, residential and nonresidential building energy, off-road vehicles and equipment, water, wastewater, and solid waste. The inventory will align with the U.S. Community Protocol for Accounting and Reporting of Greenhouse Gas Emissions developed by ICLEI–Local Governments for Sustainability (ICLEI) and recommended for use by local agencies in California by both CARB and the Governor’s Office of Planning and Research (OPR).

Team member Fehr & Peers will leverage the work currently being done as part of the Lake Elsinore General Plan update to provide vehicle miles traveled (VMT) estimates for the inventory and forecasts (see Task 5.2).

Doing so will align the City’s CAAP with the data inputs and growth projections of its General Plan, which will be critical if the City desires a CEQA-qualified CAAP that can streamline the environmental review process of development projects implementing its updated General Plan, once adopted.

VMT inputs will be extracted from the Riverside County Transportation Model (RIVCOM), which is consistent with Connect SoCal 2020, the 2020 Southern California Association of Governments Regional Transportation Plan/Sustainable Communities Strategy (SCAG RTP/SCS) and has a base year of 2018 and a future year of 2045. Fehr & Peers will use this model to obtain VMT data for the inventory and forecasts because it is the best available data source. Fehr & Peers will efficiently complete this task because VMT model runs performed as part of the City’s General Plan update will be utilized, so no new modeling will be required.

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CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 17 VMT will be calculated using the RTAC origin/destination methodology, which is the industry best practice that tracks all trips to/from the city and assigns 100 percent of internal-internal, 50 percent of internalexternal and external-internal, and 0 percent of external-external trips to the city. (External-external or “passthrough” trips are excluded because the City has no authority to influence the movement of vehicles through its boundaries; for example, vehicles traveling through the city along Interstate 15). The VMT data will be provided for both passenger vehicles and trucks and by speed bin to assist with conversion into GHG emissions. Fehr & Peers will summarize the VMT data in tables and will briefly describe the methodology used to calculate the VMT.

The inventory will use the following tools and emissions factors to quantify GHG emissions by sector:
 Mobile source emissions factors for Riverside County from CARB’s EMFAC2021 database for passenger cars, light-duty trucks, and medium- and heavy-duty trucks  Electricity-related emissions factors from Southern California Edison  Energy intensity factors from the Elsinore Valley Municipal Water District for water supply  Off-road emissions from CARB’s OFFROAD model
 Solid waste emissions from disposal data and waste generation rates from the California Department of Resources Recycling and Recovery
In addition, Ascent will include emissions from municipal operations in the communitywide inventory, by accounting for GHG emissions resulting from the City government’s building and facility energy usage, streetlight and traffic signal energy usage, employee commutes, City fleet (both on-road and off-road), water usage, wastewater, and solid waste. Emissions from municipal operations will be accounted for using the Local Government Operations Protocol (LGOP) developed by CARB, the California Climate Action Registry, ICLEI, and The Climate Registry.

Ascent will present the inventory results in a GHG inventory technical memorandum for the City’s review and prepare a final version that incorporates City comments. The memorandum contents will rely on Excel worksheets that allow for easy transferability to a monitoring and tracking tool, if desired by the City (see optional Task 10).

Deliverables
✓ Data request (electronic)
✓ Draft and final GHG inventory technical memorandum (electronic) City Responsibilities
✓ One set of consolidated, nonconflicting comments on draft GHG inventory technical memorandum in strikethrough/underline (electronic)
Task 5.2. Prepare GHG Emissions Forecasts and Reduction Targets This task describes the preparation of GHG emissions forecasts and GHG reduction targets for the CAAP.

Ascent will prepare business-as-usual (BAU) forecasts of emission by sector for 2030 and 2045 to tie in with SB 32 and AB 1279. An interim year of 2035 or 2040 can be evaluated if desired by the City. The BAU forecast will be conservative, in that it will not account for regulatory changes enacted in the future but will account for anticipated population and employment growth citywide to illustrate how emissions would grow if no action were taken. The transportation sector of the BAU forecast will be based on RIVCOM growth projections for Lake Elsinore provided by Fehr & Peers using available “off-the-shelf” data that does not require the time or expense of new model runs.

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CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 18 Following the calculation of BAU forecasts, we will calculate adjusted forecasts, which will consider adopted and other reasonably foreseeable legislative and regulatory changes at the federal and state levels, including SB 1020 (carbon-free electricity), the Advanced Clean Cars Program, and California Code of Regulations Title 24, Part 6 (the California Building Energy Code). Ascent will calculate the impact that these regulations will have on 2030 and 2045 emissions levels (and an interim year if desired by the City) and will produce a forecast that will provide a well-supported estimation of future emissions growth to support the development of a qualified CAAP under CEQA, should the City intend to pursue that path. Both the BAU and adjusted BAU forecasts will be included in the monitoring and tracking tool, if desired by the City (see optional Task 10).

Under SB 32 and AB 1279, the state aims to reduce statewide emissions 40 percent below 1990 levels by 2030 and 85 percent below 1990 levels by 2045 and to achieve carbon neutrality no later than 2045. The state’s 2022 Scoping Plan for Achieving Carbon Neutrality lays out a path to achieving the targets for AB 1279, which includes achieving deeper GHG reductions by 2030 than contemplated by SB 32. Ascent will identify and recommend GHG emissions reduction targets consistent with guidance issued by CARB for local plan-level analysis. Ascent works closely with CARB on environmental documentation for its regulations. In this capacity, we are intimately familiar with the data underlying CARB’s inventory and targets. Ascent can work with the City to determine and confirm the most robust, applicable approach to a GHG reduction target that aligns with the state’s targets. We are particularly familiar with the California Supreme Court’s decision regarding GHG target setting pursuant to the Newhall Ranch case (Center for Biological Diversity, et al. v. California Department of Fish and Wildlife [The Newhall Land and Farming Company, Real Part in Interest] [2015] 62 Cal.4th 204) and will develop GHG reduction targets that are mindful of the court’s guidance, ensuring that targets will be set using substantial evidence and providing the City with legal defensibility for its CAAP, especially if the City pursues a CEQA-qualified CAAP.

Ascent will establish 2030 and 2045 targets for the City that align with Lake Elsinore’s fair share of the state’s targets. We will present the information in the GHG forecasts and targets technical memorandum for the City’s review and prepare a final version that incorporates City comments.

Deliverables
✓ Draft and final GHG forecasts and targets technical memorandum (electronic) City Responsibilities
✓ One set of consolidated, nonconflicting comments on draft GHG forecasts and targets technical memorandum in strikethrough/underline (electronic)
Task 5.3. Identification of GHG Reduction Strategies
Ascent will identify and evaluate GHG emission reduction strategies (referred to as climate action strategies) for inclusion in the CAAP. It will be important to craft strategies that demonstrate how their collective implementation will achieve the GHG emission reduction targets specified under Task 5.2. Ascent will incorporate feedback collected from City staff and the community outreach process into climate action strategies. We will develop a preliminary list of climate action strategies in Microsoft Excel. The climate action strategies will be based on existing local and regional efforts (identified in Task 1.2), current and anticipated future technology, regulatory frameworks, and other actions necessary to meet the City’s targets. The strategies will focus on actions within the authority and influence of City government and will address all sources of emissions in the community and municipal government operations inventories. The strategies will include efforts to advance energy efficiency, facilitate fuel switching and increased use of renewable electricity in the building and transportation sectors, transportation alternatives, a robust move toward zero waste, and other efforts toward decarbonization.

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CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 19 The transportation sector is anticipated to be the largest source of GHG emissions in the city, so it will be critical to develop strategies that achieve significant GHG reductions from this sector. Based on our experience, strategies to support vehicle electrification and use of other zero-emissions vehicles will be the most appropriate means of reducing transportation-related emissions in Lake Elsinore. However, we also anticipate that some level of VMT reductions will be needed to achieve GHG targets. Therefore, Ascent is partnering with Fehr & Peers on this task to develop VMT reduction strategies that are potentially feasible for the land use context and local conditions of Lake Elsinore and aligned with the ongoing update of the City’s General Plan. We understand that many VMT reduction strategies (for example, those with a heavy focus on public transit or based on dense, urban environments) are not feasible for Lake Elsinore.

We will ensure the climate action strategies are tailored and appropriate for Lake Elsinore, reflecting the diversity of land uses and building types, economic characteristics, community values, and other factors. The purpose of the preliminary draft will be to review and discuss needed modifications to strategies, as well as obtain input and confirm the nature and scope of strategies to be included in the CAAP. We will also work with the City during review of the preliminary draft strategies to gather necessary activity data and develop participation rates or performance targets and other parameters that will be required for further analysis.

Deliverables
✓ Data request of participation rates and performance targets (electronic) ✓ List of climate action strategies (electronic)
City Responsibilities
✓ Responses to data request of participation rates and performance targets (electronic) ✓ One set of consolidated, nonconflicting comments on list of climate action strategies in strikethrough/underline (electronic)
Task 5.4. Analysis of GHG Reduction Measures and Implementation Actions Following City review of the preliminary draft climate action strategies list, Ascent will revise the list into a set of climate action strategies that will be more fully developed and analyzed and will be submitted to the City for review and confirmation. As part of this task, we will quantify the GHG reductions expected to be achieved by the strategies and will perform a gap analysis for the GHG reduction strategies to determine whether they will achieve the GHG reduction targets. We will use case studies, peer-reviewed scientific applications, state guidance documents, and other verified sources to inform these calculations and provide substantial evidence behind the work. We will document all information, assumptions, and target indicators used to quantify potential emissions reductions in a single master dataset for the GHG gap analysis. We will use the expertise of Fehr & Peers to support the quantification of VMT reduction strategies that are feasible for Lake Elsinore and aligned with the ongoing General Plan update.

Our underlying goal as we complete this technical analysis is to maximize the usability and longevity of the work completed. We develop strategies to facilitate future implementation by City staff, and our worksheets are intended to provide City staff with the tools to track progress after completion of the plan. The worksheets include data that can be entered into the implementation monitoring tool included as optional Task 10 in this proposal.

The full list of climate action strategies will be presented as a roadmap for the City to plan its GHG emissions reduction activities. Ascent has experience developing roadmap frameworks. We typically organize climate action policies first by high-level strategy, followed by measures (which include policies) and implementation actions (which include programs and infrastructure). Ascent will present these findings in the GHG gap analysis technical memorandum.

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CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 20 Deliverables
✓ Draft and final GHG gap analysis technical memorandum (electronic) City Responsibilities
✓ One set of consolidated, nonconflicting comments on draft GHG gap analysis technical memorandum in strikethrough/underline (electronic)
TASK 6. Draft Climate Action and Adaptation Plan
Task 6.1. Administrative Draft CAAP
Ascent will prepare a comprehensive administrative draft of the CAAP for review by City staff. This effort will include assembly and integration of the work and products of prior tasks into the CAAP document. The organization and format of the administrative draft will follow the example CAAP outline shown below. This administrative draft CAP will not include final graphic design; the goal of the administrative draft will be to receive the City’s feedback and approval of content before including graphic design details in the screencheck draft prepared under Task 6.3.

The Administrative Draft CAAP will be prepared using the following outline as a guide.

Executive Summary. Overview of the CAAP and strategies via a plan-at-a-glance table for quick access and a call to action for community members to take individual action.

Chapter 1. Introduction to CAAP, including an overview of climate change issues and the purpose/goals of the CAAP and a summary of the CAAP process. This chapter will also include a discussion of the CAAP development and community engagement processes.

Chapter 2. Background information section, describing the science underlying climate change and the impacts anticipated for Lake Elsinore. This chapter will also describe existing federal and state regulations related to climate adaptation and GHG emissions, as well as regional coordination and planning efforts related to the CAAP.

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CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 21 Chapter 3. The GHG inventory, forecasts, and targets section, reporting the updated GHG emissions inventory and projected emissions by category. This chapter will include the BAU and adjusted BAU forecasts, accounting for federal and state measures that result in lower GHG emissions in the city, inclusive of municipal government operations. The inventory, forecasts, and targets will be graphically depicted to allow visualization of the local context.

Chapter 4. Adaptation chapter, which identifies the climate change vulnerabilities in Lake Elsinore, as well as an approach to address the city’s adaptive capacity.

Chapter 5. Climate action and adaptation strategies, which will include the level of GHG reduction anticipated, demonstrating how the City will meet its GHG reduction targets, as well as build resilience to climate impacts. This will be inclusive of municipal government operations strategies.

Chapter 6. Implementation and monitoring, which identifies and prioritizes how actions will be implemented using the results of the prioritization scoring analysis and CEQA considerations for streamlining benefits (if the City pursues a qualified CAAP).

Chapter 7. Works cited, which will cite all work, protocols, agencies, or persons contacted in the development of the CAAP.

Appendices. A detailed methodology and assumptions section to document and provide transparency in how the inventory, forecasts, and GHG reduction strategies were calculated, as well as the vulnerability assessment.

Deliverables
✓ Administrative draft CAAP in Microsoft Word (electronic) City Responsibilities
✓ One set of consolidated, nonconflicting comments on administrative draft CAAP in strikethrough/underline (electronic)
Task 6.2. Screencheck Draft and Public Draft CAAP
Following receipt of City comments on the administrative draft CAAP, Ascent will prepare a screencheck draft version. The screencheck draft CAAP will present information using narrative and visually using maps, graphics, tables, photos, and matrices. Explanatory text will read clearly and concisely. Information incorporated into the CAAP will include content for public meetings, such as presentation slide decks and information for staff reports (Task 7.2). The screencheck draft version will include the final graphic design. After receipt of City comments, Ascent will prepare a publication-ready draft CAAP.

Deliverables
✓ Screencheck draft CAAP (electronic)
✓ Public draft CAAP (electronic)
City Responsibilities
✓ One set of consolidated, nonconflicting comments on screencheck draft CAAP in strikethrough/underline (electronic)
✓ Access to City photographs for use in the CAAP document ✓ Publication of and noticing for public draft CAAP
✓ Hard-copy reproduction of the public draft CAAP
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CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 22 Task 6.3. Review and Incorporate Comments into CAAP and Prepare Administrative Final CAAP Following public review, Ascent will work with City staff to review comments received and identify any potential changes needed to the public draft CAAP. This task includes up to 12 hours for Ascent to support City staff by tracking and organizing public comments received on the plan and/or preparing written responses to public comments. As part of this task, we will provide an administrative final CAAP to the City for review and comment.

This task assumes that revisions to the CAAP document will be needed to clarify or briefly expand on content presented in the draft CAAP in order to respond to issues raised in public comments on the draft CAAP. This task does not include revisions that involve re-doing or revising modeling or technical calculations or other analysis presented in the draft CAAP. This task also does not include responses to comments on environmental topics related to CEQA compliance for the CAAP.

Deliverables
✓ Administrative final CAAP (electronic)
✓ Technical responses to public comments as needed (electronic) City Responsibilities
✓ Printing or hard-copy reproduction of the Administrative final CAAP ✓ Tracking and organizing public comments; written responses to public comments ✓ One set of consolidated, nonconflicting comments on administrative final CAAP in strikethrough/underline (electronic)
TASK 7. Finalize Climate Action and Adaptation Plan
Task 7.1. Prepare Final CAAP Document
Based on comments and requested changes on the administrative final CAAP by City staff, Ascent will prepare the final CAAP for consideration by the SWAG, Planning Commission, and City Council. This task assumes that revisions to the CAAP document will be needed to clarify or briefly expand on content presented in the draft CAAP in order to respond to issues raised in public comments on the draft CAAP. This task does not include revisions that involve re-doing or revising modeling or technical calculations or other analysis presented in the draft CAAP.

Deliverables
✓ Final CAAP document (electronic)
City Responsibilities
✓ Printing or hard-copy reproduction of the Final CAAP
Task 7.2. Present Final CAAP at Public Hearings
Ascent will attend SWAG and Planning Commission meetings and City Council hearings related to the CAAP.

We will support City staff during the CAAP adoption process at each meeting/hearing. Up to three Ascent team members will attend each meeting/hearing. We will also take notes at a summary level of comments received, outcomes of the meeting/hearing, and input from the Planning Commission and City Council. If changes are requested at the public meetings and hearings, Ascent will revise the final CAAP to reflect these revisions.

Deliverables
✓ Attendance at up to three meetings/hearings with appointed and elected officials (up to three Ascent team members will attend each meeting/hearing)
✓ Meeting summaries for each meeting (electronic)
SECTION 02 // DESCRIPTION OF SERVICES
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 23 ✓ Preparation of PowerPoint presentation and delivery of presentation at each meeting/hearing (electronic)
✓ Revisions to final CAAP if requested during public hearings (electronic) City Responsibilities
✓ Confirmation of meeting schedule and location for each meeting ✓ Preparation of staff reports for each meeting/hearing (electronic) ✓ Posting of final CAAP to City website (electronic)
Task 7.3. Replicable Case Study for State Adaptation Clearinghouse After the CAAP has been adopted, Ascent will prepare a case study and associated documents for submission to the State Adaptation Clearinghouse. The case study will follow the template provided by OPR, which may include but is not limited to a summary of the CAAP, partnerships, outreach process, climate impacts addressed, challenges, outcomes, and replicability. We will prepare one draft version for City review and will prepare a final version that incorporates City comments.

Deliverables
✓ Draft and final case study for the State Adaptation Clearinghouse (electronic) City Responsibilities
✓ One set of consolidated, nonconflicting comments on draft case study for the State Adaptation Clearinghouse in strikethrough/underline (electronic)
✓ Submittal of case study to State Adaptation Clearinghouse (electronic) TASK 8. CEQA Compliance Technical Memorandum
Ascent will prepare a technical memorandum advising the City on defensible CEQA compliance strategies for the CAAP. The compliance strategies put forth in the memo will consider the following factors:
 The feasibility of providing CEQA coverage for the CAAP within the scope of the environmental impact report (EIR) being prepared for the ongoing update to the City’s General Plan  Opportunities to streamline the CAAP’s CEQA review, such as tiering from an existing certified EIR  Opportunities to exempt the CAAP from CEQA review
 The reasonably foreseeable environmental effects resulting from the climate adaptation and GHG reduction strategies of the CAAP
 Perceived or actual controversy surrounding, or opposition to, the CAAP  Whether the City intends for its CAAP to meet the requirements of a CEQA-qualified plan for the reduction of GHG emissions set forth in CEQA Guidelines Section 15183.5 The memorandum will also address how the CEQA compliance approach for the CAAP can streamline potential CEQA compliance for implementation actions identified within the CAAP. In addition, the memorandum will provide relative, high-level estimates of the costs and timelines of the different CEQA compliance strategies. Because of the potentially sensitive nature of the memorandum’s contents, Ascent will coordinate with the City prior to submission to determine the most appropriate method for delivery.

The memo will focus on compliance with the law, the State CEQA Guidelines, and relevant developments in the California courts’ interpretation and application of CEQA, as well as the City’s local procedures.

SECTION 02 // DESCRIPTION OF SERVICES
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 24 Ascent will submit a draft technical memorandum for City staff review and will submit a final technical memorandum based on comments received from the City. The memorandum will be prepared as soon as the draft adaptation and climate action strategies start taking shape so that there is ample time for the City to make decisions about the CEQA compliance strategy and have the CEQA document prepared without impacting the overall project schedule. Should the City seek Ascent’s support in preparing a CEQA document, a budget and scope augmentation would be needed.

Deliverables
✓ Draft and final CEQA compliance technical memorandum (electronic) City Responsibilities
✓ One set of consolidated, nonconflicting comments on draft technical memorandum in strikethrough/underline (electronic)
TASK 9. Implementation Support (optional)
Task 9.1. Participant Perspective Cost-Benefit Analysis for Near-Term Actions (optional) If desired by the City, we will use a variety of tools to evaluate the costs and benefits of up to 10 near-term (i.e., 3 to 5 years from CAAP adoption) climate action and adaptation actions as they relate to participants (i.e., the financial benefits and costs to residents, businesses, and the City to comply with the specified CAAP actions). This evaluation will take the form of a participant perspective cost-benefit analysis (CBA).

The participant perspective CBA will evaluate the anticipated costs of each action, which may include installation, maintenance, and equipment replacement; the opportunities to reduce costs through rebates, tax credits, and other funding mechanisms; and the benefits realized from each action, which may include energy cost savings, fuel consumption savings, and water savings. We will provide results in terms of dollars per metric tons of CO2e ($/MTCO2e) reduced, which represents the total cost or benefit associated with reducing 1 MTCO2e. This approach will allow for the standardization of all actions to compare relative costs of implementation. The participant perspective CBA will also include the cost of inaction, which will be based on the social cost of carbon, consistent with CARB’s 2022 Scoping Plan for Achieving Carbon Neutrality.

Deliverables
✓ Data request of cost estimation parameters (electronic) ✓ List of cost estimation parameters and assumptions (electronic) ✓ Draft and final participant perspective CBA technical memorandum (electronic) City Responsibilities
✓ Responses to data collection and cost estimation parameters confirmation requests (electronic) ✓ One set of consolidated, nonconflicting comments on draft participant perspective CBA technical memorandum in strikethrough/underline (electronic)
Task 9.2. Administrator Perspective Cost-Benefit Analysis for Near-Term Actions (optional) If desired by the City, we will evaluate the costs and benefits of up to 10 near-term (i.e., 3 to 5 years from CAAP adoption) climate action and adaptation actions as they relate to the City (i.e., the financial benefits and costs borne by the City to implement the specified CAAP actions). This evaluation will take the form of an administrator perspective CBA.

The analysis will inform City staff and decision-makers regarding estimated City costs associated with staffing, other program operational costs, and general order-of-magnitude capital costs, where applicable, for the SECTION 02 // DESCRIPTION OF SERVICES
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 25 near-term actions. The administrator perspective CBA will be prepared based on available data, as well as cost estimation parameters and other assumptions that will be discussed and verified with City staff.

Ascent will review all near-term actions and associated data used to quantify or characterize implementation outcomes and identify any additional data needed to support calculation of estimated costs. We will develop a list of cost estimation parameters (e.g., staffing costs per full-time equivalent [FTE] staff position, unit infrastructure costs, or other parameters based on existing research or cost studies) that should be used to guide cost estimation and submit the list to the City for review and confirmation prior to calculating cost estimates. The administrator perspective CBA will also include an assessment of the cost-effectiveness for GHG reduction actions, expressed as $/MTCO2e reduced.

Deliverables
✓ Data request of cost estimation parameters (electronic) ✓ List of cost estimation parameters and assumptions (electronic) ✓ Draft and final administrator perspective CBA technical memorandum (electronic) City Responsibilities
✓ Responses to data collection and cost estimation parameters confirmation requests (electronic) ✓ One set of consolidated, nonconflicting comments on draft administrator perspective CBA technical memorandum in strikethrough/underline (electronic)
Task 9.3. Funding and Financing Roadmap (optional)
If desired by the City, we can develop a funding and financing roadmap to accompany the CBA(s). Working with City staff, we will develop a roadmap that documents a variety of funding types and resources for implementation of CAAP measures. The roadmap will take the form of a stand-alone document that could be appended to the CAAP. For each climate action and adaptation measure, the roadmap will evaluate the types of capital that could be used to fund the activity, the pathways to receive that capital, and resources and/or partners to secure the capital. We will consider state grants such as those available through the Greenhouse Gas Reduction Fund, California Natural Resources Agency, and California Energy Commission and those available through SCAG (which directs state and federal grants to local agencies).

We will also consider the types of funding or financing that may be available depending upon the measure.

These could include local revenue sources such as property taxes, sales tax, user fees, and impact fees, and other types of government and private financing such as rebates and incentives, bonds, revolving loan funds, credit enhancements, off-site retrofit programs, public-private partnerships, property-assessed clean energy, and power purchase agreements, among others.

Using existing resources such as CARB’s Funding Wizard database, CivicWell’s Funding Navigation for California Communities, and the US Climate Resilience Toolkit, and our knowledge of funding opportunities, we will provide the City with a comprehensive assessment of funding opportunities available to implement the CAAP.

Ascent will prepare an outline of the funding and financing roadmap for City approval. We will then prepare a draft of the roadmap for City review and comment. Following receipt of City comments, we will prepare a final funding and financing roadmap.

Deliverables
✓ Outline of funding and financing roadmap (electronic) ✓ Draft and final funding and financing roadmap (electronic) SECTION 02 // DESCRIPTION OF SERVICES
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 26 City Responsibilities
✓ One set of consolidated, nonconflicting comments on funding and financing roadmap outline in strikethrough/underline (electronic)
✓ One set of consolidated, nonconflicting comments on draft funding and financing roadmap in strikethrough/underline (electronic)
Task 9.4. Develop Implementation Plan (optional)
If desired by the City, Ascent can prepare an implementation plan for the CAAP that details the specific steps required to implement the near-term actions; it will also serve as a guidance and reference document for City staff. Each near-term action will include the critical information needed for prioritization and effective implementation. This information may include but is not limited to the following:
 A rough order of magnitude cost to implement each action (unless optional Tasks 9.1 and 9.2 are included in the contract)
 Potential funding sources, funding mechanisms, and other resources available to implement the action and build City staff and SWAG capacity (if optional Task 9.3 is included in the contract)  Estimated timeline for full implementation of the action  Identified City department(s) responsible for implementation, as well as potential partners to increase capacity for ongoing implementation (e.g., the SWAG, regional agencies, community organizations)  Implementation mechanism(s) (e.g., ordinance, new program), including parts of existing City practices to effectively and efficiently implement the action
 Specific implementation metrics for each action to allow for monitoring and progress reporting Ascent will submit an outline of the implementation plan for City approval. Following review of the outline, we will prepare a draft implementation plan. Following receipt of City feedback on the draft, we will prepare a final version of the implementation plan.

Deliverables
✓ Outline of implementation plan (electronic)
✓ Draft and final implementation plan (electronic)
City Responsibilities
✓ One set of consolidated, nonconflicting comments on implementation plan outline in strikethrough/underline (electronic)
✓ One set of consolidated, nonconflicting comments on draft implementation plan in strikethrough/underline (electronic)
TASK 10. Ongoing Monitoring and Reporting (optional)
Monitoring and reporting are critical components of the climate action planning process. Performing monitoring on a regular basis and reporting the results in a clear manner will allow the City to evaluate progress toward achieving its reduction targets, revise and update strategies based on past performance, and regularly reassess emissions projections.

From the beginning of CAAP development, we will focus on a data-driven process with a product that facilitates implementation tracking. If desired by the City, we will work with City staff to develop an implementation tracking tool that can be used by City staff to generate charts and graphs for use in presentations, reports, and other documents. It can also be linked to the City’s website, allowing transparency of progress with the public. We will work closely with City staff to clearly understand the needs SECTION 02 // DESCRIPTION OF SERVICES
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 27 for the tool and how it can best support the City’s work, recognizing that the tool must impart useful and relevant information without substantially adding to staff workloads. Ascent proposes using Microsoft Power BI for developing the tracking tool because it can be integrated with the City’s GHG inventory and forecast tools, providing seamless interoperability. The tool can also be integrated with Microsoft Excel through macros to allow for easy updating that automatically refreshes the progress made on CAAP implementation.

After preparing the implementation monitoring tool, we will conduct training for City staff on how to use the tool. The training will be conducted as an online webinar that is recorded so it can be used as a training tool for new City staff.

Deliverables
✓ Draft and final implementation monitoring tool (electronic) ✓ Training for City staff (virtual)
City Responsibilities
✓ One set of consolidated, nonconflicting comments on draft implementation monitoring tool in strikethrough/underline (electronic)
✓ Participation in training on implementation monitoring tool (virtual)

SCHEDULE
Ascent can begin work immediately. We will strive to exceed the City’s expectations by serving as a true extension of staff. Our management style is proactive, and we look for opportunities to streamline the planning process, where feasible.

Ascent will manage the project so that the schedule established at the beginning is maintained to the degree it is under our control. The following is our proposed schedule for the City of Lake Elsinore Climate Action and Adaptation Plan. Based on our experience, we are fully capable of meeting this schedule. If any element of the schedule below does not meet the City’s expectations, we would appreciate the opportunity to discuss with you how we can modify it to meet the City’s needs.

A high-level schedule is shown in the table below with the duration and estimated due date by task. The schedule for the requested scope of work is up to 18 months, which aligns with the City’s obligation to expend funds from its grant by January 31, 2026. The timeline reflects that some tasks and deliverables should begin prior to the completion of previous tasks. Optional tasks are not included in the schedule below but if such tasks are selected, we can revise the schedule to include them. The overall timeline for the project is not anticipated to be extended should optional tasks be added.

Work Product/Milestone
Mar-24
Apr-24
May-24
Jun-24Jun-24
Aug-24Sep-24
Oct-24
Nov-24Dec-24
Jan-25
Feb-25Mar-25
Apr-25
May-25
Jun-25
Jul-25
Aug-25
Receive Notice to Proceed
Task 1.1: Project Kickoff
Task 1.2: Data and
Information Gathering
Task 1.3: Ongoing Project
Management
SECTION 02 // DESCRIPTION OF SERVICES
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 28 Work Product/Milestone
Mar-24
Apr-24
May-24
Jun-24Jun-24
Aug-24Sep-24
Oct-24
Nov-24Dec-24
Jan-25
Feb-25Mar-25
Apr-25
May-25
Jun-25
Jul-25
Aug-25
Task 2.1: Community
Visioning
Task 2.2: Community
Outreach Plan
Task 2.3: Community
Forums and Workshops
Task 2.4: Public Survey
Task 2.5: Community
Summary
Task 2.6: Review and
Summarize Vulnerability
and Risk Findings
Task 3: Assess Community
Risks and Vulnerabilities
Task 4.1: Refine and Revise
Climate Adaptation and
Resilience Goals
Task 4.2: Develop,
Evaluate, and Prioritize
Climate Adaptation
Strategies
Task 5.1: New GHG
Emissions Inventory
Task 5.2: Prepare GHG
Emissions Forecasts and
Reduction Targets
Task 5.3: Identification of
GHG Reduction Measures
Task 5.4: Analysis of GHG
Reduction Strategies
Task 6.1: Administrative
Draft CAAP
Task 6.2: Screencheck Draft
and Public Draft CAAP
Task 6.3: Review and
Incorporate Comments
into CAAP
Task 7.1: Prepare Final
CAAP Document
SECTION 02 // DESCRIPTION OF SERVICES
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 29 Work Product/Milestone
Mar-24
Apr-24
May-24
Jun-24Jun-24
Aug-24Sep-24
Oct-24
Nov-24Dec-24
Jan-25
Feb-25Mar-25
Apr-25
May-25
Jun-25
Jul-25
Aug-25
Task 7.2: Present Final
Draft of CAAP at Public
Hearings
Task 7.3: Replicable Case
Study for State Adaptation
Clearinghouse
Task 8: CEQA Compliance
Technical Memorandum
SECTION 03 // COST OF SERVICES
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 30 03 / COST OF SERVICES
The proposed price for the Lake Elsinore Climate Action and Adaptation Plan is presented in the Cost Proposal, submitted separately. For clarity, the following assumptions explain the basis of the proposed price.

The price is estimated based on a good-faith, current understanding of the project’s needs. If selected, Ascent is interested in discussing the City’s needs and revising the scope of work and price, as warranted, to meet expectations.

1. Proposed Price Validity. The price proposed to carry out the scope of work is valid for 90 days from the date of submittal, after which it may be subject to revision.

2. Schedule. The price is based on the proposed schedule. If the schedule is protracted significantly (more than 60 days) for reasons beyond Ascent’s control, a budget amendment may apply to the remaining work. Ascent will consult with the City about a course of action.

3. Completion of Work. The scope of work is complete upon the acceptance by City staff of the final deliverable.

4. Price and Staff Allocation to Tasks. The proposed price has been allocated to tasks. Work has been assigned to the identified staff or labor category. Ascent may reallocate budget or staff among tasks, as needed, as long as the total contract price is not exceeded.

5. Meetings and Conference Calls. The number and duration of proposed meetings and conference calls are specified. If they are exceeded, a budget augmentation would be warranted.

6. Billing Rates. The proposed billing rates apply to the current calendar year. For work performed after this year has concluded, budget augmentations and contract amendments will be calculated using updated billing rates, unless precluded by contract terms.

7. Changes to the Project or Measures. If the descriptions of the project or measures are changed after they have been approved for use by the City, a budget amendment will be warranted to the extent completed work needs to be revised or redone.

8. Scope of Analysis. The price is based on the proposed scope of analysis. If new technical issues, alternatives, field surveys, modeling, or analysis is identified after contract execution, a budget amendment would be warranted.

9. Adequacy of Provided Materials. Materials provided by others are assumed to be complete and adequate for use in the analysis. If supplemental or revised analysis, studies, data, or fieldwork is needed to render such materials adequate, a budget amendment would be warranted.

10. Preliminary Draft Review Cycles and Reviewers. Review cycles and reviewers of preliminary drafts are specified in the scope of work. Responses to additional reviewers, review cycles, or versions of preliminary drafts can be provided with a budget augmentation.

11. Consolidated Comments. The City will provide Ascent with one consolidated set of reconciled, nonconflicting comments on all draft deliverables.

12. Responses to Public Comments. After public review of the draft documents, Ascent will coordinate with the City to develop response strategies. Budgeted labor hours (30 staff hours) for preparing responses to comments are contained in Task 6.4. If the number or complexity of comments requires a greater level of effort, Ascent and the City will coordinate on a course of action and budget augmentation, if needed.

SECTION 04 // CLIENTS AND EXPERIENCE
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 31 04 / CLIENTS AND EXPERIENCE
Ascent has invested in climate action and adaptation planning as a practice since the firm’s inception, as it aligns with our core values and depth of expertise. Our key team members have been involved in climate action planning efforts throughout California for several decades, which is demonstrated through our project experience. We have prepared CAPs and CAAPs for many agencies in the Inland Empire, San Diego region, and throughout the state and are actively working on several plans with carbon neutrality and equity goals.

Ascent’s specific areas of experience and expertise in climate action planning include data collection, preparation of emissions inventories and inventory updates, preparation of GHG emissions forecasts, GHG reduction target setting, GHG reduction measures analysis, CAP implementation and monitoring, public outreach, identification of co-benefits, and preparation of climate vulnerability assessments and climate adaptation strategies. Ascent staff have been instrumental in preparing CAPs and sustainability plans for California cities and counties, including award-winning plans for the Cities of Encinitas, San Diego, Milpitas, and Rancho Cucamonga and the County of Tuolumne.

In addition to preparing climate action and adaptation plans, Ascent prepares related documents with similar components, such as sustainability and resiliency plans. We work with regional agencies such as the Metropolitan Water District of Southern California, Imperial County Transportation Commission, Santa Clara Valley Transportation Authority, San Mateo County Transit District, and Caltrain on climate action planning. We also work with metropolitan planning organizations such as the Southern California Association of Governments, San Diego Association of Governments (SANDAG), Metropolitan Transportation Commission/Association of Bay Area Governments (MTC/ABAG), Sacramento Area Council of Governments (SACOG), and Tahoe Metropolitan Planning Organization (TMPO) on climate change, air quality, and GHG analyses in development of updates to local Regional Transportation Plans/Sustainable Communities Strategies under SB 375.

Drawing from our substantial portfolio of experience, Ascent will be an effective partner with the City of Lake Elsinore in preparing the City’s CAAP.

Equitable Public Outreach
Public engagement is a core component of our work, and
we can be responsive and innovative for any need—large
or small, in person or online. Regardless of the
circumstances, Ascent designs meaningful public
engagement programs to share information and gather
input from the public, stakeholders, community groups,
commissions, and decision-makers. Our staff are
experienced in designing and implementing inclusive
community engagement programs structured to quickly
obtain meaningful input from a broad segment of the
community. Ascent staff have designed and facilitated
hundreds of community workshops, design charrettes,
focus group meetings, and online engagement activities, working in diverse communities and adapting to different cultures, languages, and political environments.

SECTION 04 // CLIENTS AND EXPERIENCE
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 32 Ascent has successfully worked with communities where climate change is a tough issue by reframing the conversation to focus on the co-benefits of GHG reduction measures. For the Ventura County General Plan, we balanced the concerns of the oil and gas industry and the preservation of agricultural land with those of environmental groups. For the Elk Grove Community Mobility Resilience Plan, we developed a transparent stakeholder-informed community process with public workshops, online outreach and education, and formation of working groups comprising city staff, representatives from state and regional agencies, community organizations, and residents. Other similar projects where we developed and implemented outreach plans include the
Escondido CAP, Monterey County CAAP, Tuolumne County CAP, and Alameda County CAP.

Our team is poised to assist with the City’s community
engagement effort, offering expertise in innovative and authentic engagement techniques, while also having expert knowledge of climate action planning.

Equity
Although climate change affects everyone to some degree, not everyone is affected equally. Frontline and vulnerable communities generally have greater exposure to climate impacts and less capacity to adapt because of long-standing structural and institutional inequities. Ascent understands that true climate resilience will only be achieved through holistic integration of equity into all stages of planning and implementation.

Equitable outcomes are not a given, but rather must be explicitly defined, planned for, and prioritized throughout the climate action planning process. When equity is put front and center, climate adaptation and resilience strategies can address and lessen existing social, racial, and health disparities. When equity is left out or minimized, planning processes can unintentionally widen the gap and worsen these disparities.

To operationalize equity, Ascent uses a framework recommended by the California Adaptation Planning Guide that identifies three types of equity: procedural, distributional, and structural.  Procedural equity is about creating outreach, engagement, and involvement processes that are transparent, fair, and inclusive. It focuses on increasing opportunities for engagement and ownership in decision-making, in all aspects of climate resilience planning, by the communities that are disproportionately impacted by and most vulnerable to climate change.  Distributional equity is about the fair distribution of resources, benefits, and burdens that result from climate resilience planning decisions. Distributional equity means prioritizing the allocation of finite resources and designing planning strategies to benefit communities that experience the greatest climate and environmental inequities and have the most unmet environmental health needs, while also ensuring that these communities do not disproportionately experience economic, social, or environmental burdens as a result of such planning decisions.

Procedural
Equity
Distributional
Equity
Structural
Equity
SECTION 04 // CLIENTS AND EXPERIENCE
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 33  Structural equity involves making planning decisions that recognize and address the underlying structural and institutional systems that are at the root of economic, social, and racial inequities. It is an approach to decision-making that overtly seeks to correct past harms and to anticipate and prevent future unintended consequences for disadvantaged social and racial groups. An approach based on structural equity examines whether planning decisions to achieve climate resilience also eliminate poverty, create workforce development opportunities, address racism, increase civic participation and social cohesion, protect housing availability and affordability, increase educational outcomes, and improve public health outcomes.

Ascent staff have experience in integrating equity into all types of climate-related plans, programs, and projects. For example, we have developed equity implementation tools and environmental justice analyses in CEQA documents to support clients with integrating equity into their internal decision-making. Moreover, Ascent staff have implemented robust community engagement processes by partnering with local organizations and residents in communities throughout the state, including San Diego, San Marcos, El Cajon, Sacramento, Elk Grove, Fresno, and Truckee. Ascent’s knowledge of the unique issues facing vulnerable and frontline communities means that the City can expect authentic and inclusive outreach as part of the climate planning process.

Experience in Southern California
While the broad principles of climate planning are generally consistent across the state, a successful CAAP is tethered to local conditions. It is important that the plan be prepared with recognition of residents and their priorities, key stakeholders, political climate, governmental structure, and regulatory framework. We have worked on several important climate planning projects in Southern California. This success is a result of our continued dedication to recognizing that each agency has different needs, different work processes, and different expectations. Our proposed principal-in-charge and project manager for this effort are longtime residents of Southern California and understand the region’s regulatory environment and salient issues.

Other key members of the Ascent team and our subconsultant are also located in the greater Southern California region and are ready to assist the City under this contract.

Ascent has assisted the Cities of
Murrieta, Rancho Cucamonga,
Irvine, Carlsbad, San Diego,
Encinitas, Solana Beach, Del Mar,
San Marcos, Escondido, Vista,
Oceanside, Lemon Grove, La Mesa,
and El Cajon on CAAPs, CAAP
implementation plans, and CAAP
consistency checklists. Our work
with many of the listed cities included both GHG reduction planning and vulnerability assessments and adaptation planning. In addition, we have worked as an extension of staff at the County of San Diego for over 10 years, serving as resident climate change and air quality experts for current and advance planning efforts.

Ascent has been assisting SANDAG in standardizing and streamlining climate action planning in the San Diego region through development of ReCAP and infographic CAP monitoring reports for member agencies (ReCAP Snapshots). We developed the first-of-its-kind guide on climate action plans and CEQA as an appendix to the ReCAP. The technical appendix includes detailed information and guidance regarding the climate action planning process as it relates to CEQA, including CEQA compliance for preparation of a CAP, considerations for development and use of qualified CAPs for subsequent project-level streamlining, roles of SECTION 04 // CLIENTS AND EXPERIENCE
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 34 other types of CAPs or sustainability plans and their relationship to CEQA, and mechanisms for streamlining during environmental review. The appendix provides reference materials for local public agencies to help them make informed decisions as part of local climate action planning processes.

We are currently working with the City of Irvine to develop an ambitious, visionary CAAP that strives to meet a 2030 target to allow for CEQA streamlining benefits and a 2045 net-zero carbon goal. Development of the CAAP includes inclusive outreach that captures city residents who have not typically been represented in planning and political processes.

Project Experience
The table below is a snapshot of our expertise and specific experience in preparing climate action and adaptation plans, with bolded projects that are most similar in size and scope to that desired by the City of Lake Elsinore.

Jurisdiction and Project Name
Jurisdiction’s
Population
Completion
Year
Alameda County Community Climate Action Plan 143,876 Ongoing Newark Climate Action Plan Update 47,312 Ongoing
Santa Clara Valley Transportation Authority Climate Action and Adaptation Plan N/A Ongoing Santa Clara Valley Water District Climate Action Plan N/A Ongoing Bakersfield Climate Action Plan 410,654 Ongoing
Carlsbad Climate Action Plan Update 114,161 Ongoing
Elk Grove Climate Action Plan 177,558 Ongoing
Irvine Climate Action and Adaptation Plan 313,705 Ongoing La Mesa Climate Action Plan Update 61,040 Ongoing
Monterey County Community Climate Action and Adaptation Plan and Municipal Climate Action Plan 2030
105,787 Ongoing
Oceanside Climate Action Plan 172,190 Ongoing
Sacramento County Climate Action Plan 610,442 Ongoing
San Diego County Climate Action Plan 627,142 Ongoing
Fremont Climate Action Plan Update 223,859 2023
Rancho Cordova Climate Action and Adaptation Plan 80,594 2023 Truckee Climate Action Plan 16,850 2023
Milpitas Climate Action Plan Update 77,744 2022
Rancho Cucamonga Climate Action Plan 176,359 2022
Tuolumne County Climate Action Plan 49,458 2022
Ventura County General Plan 94,003 2022
Encinitas Climate Action Plan 62,140 2021
Imperial Valley Regional Climate Action Plan 179,851 2021 Murrieta Climate Action Plan 111,351 2020
Escondido Climate Action Plan 150,258 2020
Lemon Grove Climate Action Plan 27,513 2020
SECTION 04 // CLIENTS AND EXPERIENCE
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 35 Jurisdiction and Project Name
Jurisdiction’s
Population
Completion
Year
San Marcos Climate Action Plan 94,855 2020
South Lake Tahoe Climate Action Plan 21,355 2020
El Cajon Climate Action Plan 104,417 2019
Napa County Climate Action Plan 24,924 2019
Vista Climate Action Plan 97,766 2019
Solana Beach Climate Action Plan 13,025 2017
Tahoe Sustainability Action Plan N/A 2013
Sacramento Climate Action Plan 528,026 2011
Yolo County Climate Action Plan 35,900 2010
The leaders at Ascent have successfully managed and directed numerous climate action and adaptation plans throughout California. Summaries of recent projects on which Ascent’s key staff have worked are provided below. Each project description specifies the client and a reference, including contact information.

These project examples are anticipated to be similar to the types of activities for which the City may require technical experts under this project.

Climate Action Plan and EIR
Client: City of Murrieta
Ascent worked with the City of Murrieta on a Focused General Plan Amendment, Climate Action Plan update, CAP Consistency Checklist, and Supplemental EIR.

The CAP update was undertaken to address state legislation enacted since the prior CAP was adopted. Ascent prepared an updated baseline inventory for the City, developed GHG projections that align with state legislation policy and goals, and recommended GHG reduction measures to achieve GHG reduction targets consistent with state guidance. Ascent also prepared the City’s CAP Consistency Checklist, which the City uses as a tool to streamline the CEQA process for new development. In addition, we prepared a vulnerability assessment to address current and projected climate change impacts in the city and recommended adaptation and resiliency strategies to make the General Plan Safety Element consistent with SB 379. Ascent also prepared the air quality and GHG analysis for the Supplemental EIR for the Focused General Plan Amendment.

REFERENCE
Carl Stiehl, City Planner
City of Murrieta
1 Town Square
Murrieta, CA 92562
p: 951.461.6063
e: [email protected]
SECTION 04 // CLIENTS AND EXPERIENCE
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 36 Climate Action Plan and Supplemental EIR
Client: County of San Diego
The County of San Diego undertook preparation of a new CAP and Supplemental Program EIR to the 2011 General Plan Update EIR in response to litigation that led to rescission of the previous CAP. Ascent prepared the baseline GHG inventory and emissions forecasts for communitywide sources and for County internal operations. We worked with the County to develop GHG reduction targets for specific benchmark years (2030 and 2050), consistent with the state’s GHG reduction goals. Ascent evaluated and quantified the GHG reduction potential of identified reduction measures and prepared a gap analysis to determine whether the proposed list of strategies would achieve the County’s target. We worked with the County to define an evaluation and monitoring framework for the CAP. The Supplemental Program EIR, currently under preparation, is a comprehensive evaluation of the CAP and evaluates the impacts of the GHG-reducing measures. We also assisted the County with an extensive public outreach program that has included the preparation of reports, presentations, and supporting materials to disseminate information to stakeholders and the public.

REFERENCE
Meghan Kelly, Sustainability
Project Manager
County of San Diego
5510 Overland Avenue, Suite 310
San Diego, CA 92123
p: 619.323.6462
e: [email protected]
Climate Action Implementation Plan
Client: City of San Diego
In 2022, the City of San Diego adopted an updated CAP that sets a new goal of net-zero GHG emissions by 2035 and integrates and prioritizes the concepts of social equity. The 2022 CAP included detailed information on GHG reduction measures and 190 actions and supporting actions at a program level. There was a need to organize this information in an implementable manner, which was accomplished through the Climate Action Implementation Plan. This document, completed in April 2023, charts how the City can accomplish the 190+ actions in the CAP and calculates the expected costs of climate action in San Diego. The Implementation Plan organizes the City’s processes and government structure around those actions—centering equity, accountability, and transparency. To establish implementation responsibility and authority, the Implementation Plan identifies lead and supporting departments for all CAP actions and supporting actions. It includes cost estimates to align the City’s future budgeting decisions with the CAP and lays out the tasks and responsibilities to be carried forward by departments and reported on through annual workplans. The Implementation Plan clearly defines each City department’s CAP implementation work every fiscal year and further integrates equity into climate action–related projects and initiatives. It also sets forth the “measures of success” that will be used to evaluate progress toward the CAP’s quantified performance targets.

The Implementation Plan won an award from the AEP San Diego Chapter in 2023 in the category of Outstanding Innovation in Resilient or Sustainable Planning and Design.

REFERENCE
Shelby Busó, Chief Sustainability
Officer
City of San Diego
202 C Street
San Diego, CA 92101
p: 858.492.6005
e: [email protected]
SECTION 04 // CLIENTS AND EXPERIENCE
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 37 Climate Action Plan Update and Consistency Checklist
Client: City of Carlsbad
Ascent has assisted the City of Carlsbad with CAP-related items for several years.

The City previously adopted a CAP in September 2015 and updated the CAP to incorporate best practices and the state’s long-term 2045 target. Ascent prepared a CAP Compliance Checklist (including thresholds and screening levels) to assist the City in determining whether a project is consistent with the CAP. The purpose of the checklist is to provide a streamlined review process for proposed new development projects that are subject to discretionary review and trigger environmental review pursuant to CEQA. We also prepared accompanying guidance on application of the checklist and alternate compliance mechanisms for projects to numerically demonstrate consistency with the CAP. We are currently assisting the City with a far-reaching public outreach process and with preparation of a user-friendly CAP and accompanying CEQA document. The CAP serves as a qualified GHG reduction plan, serving as a resource for GHG analysis and mitigation pursuant to CEQA.

REFERENCE
Katie Hentrich, Senior Program
Manager/CAP Administrator
City of Carlsbad
1635 Faraday Avenue
Carlsbad, CA 92008
p: 760.602.4623
e: [email protected]
Imperial Valley Regional Climate Action Plan
Client: Southern California Association of Governments
Ascent worked with SCAG and the Imperial County Transportation Commission (ICTC) to develop a regional framework for addressing GHG emissions and applying framework components consistently at the local level to develop jurisdiction-specific CAPs. The Sustainability Planning Grant (SPG) is intended to provide SCAG member jurisdictions the resources to implement regional policies at the local level, focusing on voluntary efforts that will meet local needs and contribute to implementing the Regional Transportation Plan/Sustainable Communities Strategy (RTP/SCS), reducing GHG emissions, and providing a range of local and regional benefits as outlined in the RTP/SCS.

The project included development of GHG inventories and projections for the unincorporated county and the cities of Brawley, Calexico, Calipatria, Holtville, El Centro, Imperial, and Westmorland. The Ascent team led a robust public outreach effort to reach all sections of the community and develop CAPs that are sensitive to the economic conditions in the region. The Regional CAP was tailored to each ICTC member agency depending on whether it wanted a qualified CAP or a policy-based document. The effort also included an economic analysis of proposed GHG reduction strategies to determine feasibility and costeffectiveness.

REFERENCE
Lori Tapp, Contract Administrator
SCAG
900 Wilshire Blvd., Suite 1700
Los Angeles, CA 90017
p: 213.236.1957
e: [email protected]
WRCOG Climate Action Plan
Client: Western Riverside Council of Governments
Fehr & Peers provided support on the ongoing update to the Western Riverside County Climate Action Plan. They participated in workshops with WRCOG member jurisdictions to discuss current and future travel conditions and mobility.

Fehr & Peers prepared baseline and future year VMT inventories for all WRCOG member jurisdictions to support GHG quantification and identified and quantified regional and local strategies that would reduce GHG associated with transportation as part of the Climate Action Plan. They also contributed to the development of an updated monitoring tool to enable member jurisdictions to track their level of participation in the CAP.

REFERENCE
Christopher Tzeng, Program
Manager
WRCOG
3390 University Ave., Suite 200
Riverside, CA 92501
p: 951.405.6711
e: [email protected]
SECTION 05 // AGREEMENT
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 38 05 / AGREEMENT
Ascent has reviewed the City of Lake Elsinore’s Agreement for Professional Services. If selected, we respectfully request an opportunity to discuss Section 2a, Section 4, Section 5, Section 12, and Section 15 contained in the agreement.

SECTION 06 // INSURANCE AND LICENSES
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 39 06 / INSURANCE AND LICENSES
Ascent maintains insurance coverage sufficient to meet the City’s requirements. A copy of the firm’s Certificate of Liability Insurance can be found on the next page.

We also have a current City of Lake Elsinore business license (No. 026125), which, if Ascent is selected for this project, will be renewed prior to the license’s expiration date of July 31, 2024.

Ascent’s California Department of Industrial Relations (DIR) number is 1000042269, with an expiration date of June 30, 2025. We maintain that registration as required.

SECTION 06 // INSURANCE AND LICENSES
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 40 SECTION 07 // FIRM DESCRIPTION
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 41 07 / FIRM DESCRIPTION
Ascent, a California S corporation, is a full-service climate change, environmental, planning, urban design, and natural resources consulting firm headquartered in Sacramento with staff resources and offices in San Diego, Irvine, Berkeley, and Lake Tahoe.

Comprehensive climate action and adaptation planning is one of Ascent’s core services.

The firm is renowned for its expertise in developing locally specific plans aimed at addressing climate change mitigation and resilience. We offer the nimble responsiveness of a small business along with a depth of expertise and resources well beyond the size of the firm. In its 14 years of existence, Ascent has grown from its initial five employees to approximately 130 professionals, providing climate action and adaptation planning, urban design, urban planning, CEQA and National Environmental Policy Act (NEPA) compliance, air quality and noise analysis, natural resources, strategic regulatory guidance and permitting, and GIS services in California and the western United States. Our staff members have a long and successful history of working on environmental, climate change, and natural resources projects that are controversial and complex.

Ascent has specialized experience helping counties and cities prepare and update their climate action and adaptation plans to achieve carbon neutrality and align with equity goals. We also have a deep understanding of atmospheric and climate change science, and of contemporary practices in climate action and adaptation planning, along with the current and evolving requirements and methods coming from state agencies. We have thorough knowledge of the California Air Resources Board, other state agency activities, and the regulatory and political environment in California, with expert staff located throughout the state. We have worked intimately with CARB, the Bay Area Air Quality Management District (BAAQMD), OPR, and other agencies since the firm’s founding. Furthermore, we have a longstanding history with cities and counties in the Inland Empire, the San Diego region, and other areas of Southern California for providing climate action planning support.

Ascent’s concern for the environment is reflected in the statement of our corporate vision: “We are inclusive, diverse collaborators who advance community and environmental stewardship.” One of Ascent’s core values embodies this philosophy—Be a Steward: We act to sustain and improve our firm, our communities, and our environment.

Subconsultant
Fehr & Peers is passionate about transforming transportation consulting through innovation and creativity. The firm derives inspiration by partnering with communities to understand and shape local transportation futures objectively tailored to diverse needs.

Clients trust Fehr & Peers to help them overcome barriers and uncertainty by combining advanced expertise with curiosity, humility, and initiative to deliver implementable, data-driven solutions that reinforce community values. From the most straightforward to the most complex, team members actively listen to client and community needs and handle every project with diligence and focus.

With a focus on innovation, Fehr & Peers differentiates itself by investing in research and development to anticipate needs, explore the unknown, and collaboratively imagine a better future. The company’s culture of applied innovation generates an appetite for new and better ways of approaching problems, motivates team SECTION 07 // FIRM DESCRIPTION
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 42 members to explore emerging transportation concepts and mobility trends, and inspires the development of new analytical tools and techniques.

Fehr & Peers has been performing climate-related modeling and mitigation services for over 20 years and has worked on over 50 climate action plans. Their climate mitigation work balances the need to travel with GHG emission reduction goals for communities. The firm’s adaptation work assists clients in imagining future alternatives that respond to a changing climate and long-term, community-identified mobility needs. Their resilience work supports clients in planning for and responding to transportation system disruptions caused by climate change and other natural disasters, in order to keep people connected to the places they need to go. Fehr & Peers has worked on multiple climate action plans in the Southern California region, including with the Cities of Irvine, San Clemente, Santa Ana, and more recently, Oxnard. Other notable projects include the OCTA Rail Defense Against Climate Change, CAPCOA GHG Handbook Update, WRCOG Climate Action Plan, and CVAG Inventories and Action Plan.

Company Organizational Chart
We have included a chart illustrating Ascent’s organizational structure at the end of this section.

Project Organizational Chart
The organizational chart below identifies the areas of expertise and responsibilities of our project team. As demonstrated in the chart, we have established a management team and a group of accomplished technical specialists who offer the City the experience, expertise, professional commitment, and availability to deliver quality work products anticipated under this contract.
(F) - Fehr & Peers

GRAPHICS SPECIALIST
CLIMATE ACTION ANALYST Corey Alling
Sonam Sahu, PhD

OUTREACH SPECIALIST
Luis Montes

GIS SPECIALIST
CLIMATE ADAPTATION PLANNER Lisa Merry
Adam Qian

ENVIRONMENTAL PLANNER
Reida Khan

TRANSPORTATION/VMT
Jason Pack(F), TE

SENIOR CLIMATE ACTION

SPECIALIST
Fred Hochberg

CEQA LEAD
Eric Ruby

PROJECT MANAGER
Andrew Martin

PRINCIPAL-IN-CHARGE
Poonam Boparai
City of Lake Elsinore
SECTION 07 // FIRM DESCRIPTION
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 43

EDUCATION
MS, Environmental Engineering (focus:

Air Quality Engineering and Science),
University of Illinois, Urbana-Champaign
BE, Chemical Engineering, Birla Institute
of Technology and Science, Pilani, India
Poonam Boparai

PRINCIPAL-IN-CHARGE
Poonam is an Ascent principal and the firm’s San Diego office director. She has over 15 years of experience in the public and private sectors conducting climate action planning and air quality and GHG analyses. She possesses a unique skill set that combines technical expertise with a keen understanding of planning and environmental policy. Poonam leads climate action planning processes that are informed by robust technical analysis and by inclusive, meaningful engagement of agency and community stakeholders to develop effective and locally appropriate and effective climate mitigation and adaptation policies and plans. She has successfully applied her expertise in assisting agencies such as the City of Murrieta, City of Rancho Cucamonga, City of Carlsbad, City of Encinitas, County of San Diego, County of Santa Barbara, Imperial County Transportation Commission, SANDAG, San Diego Unified Port District, BAAQMD, and Sacramento Metropolitan Air Quality Management District with air quality and climate change policy development, analysis methodologies, GHG reduction strategies, and development of GHG thresholds of significance.

Relevant Experience
 Murrieta Climate Action Plan and EIR (Principal-in-Charge [PIC])  San Diego County Climate Action Plan and Supplemental EIR (PIC)  Rancho Cucamonga General Plan Update and Climate Action Plan (PIC)  San Diego Climate Action Implementation Plan (PIC)
 Carlsbad Climate Action Plan Update and Consistency Checklist (PIC)  Imperial Valley Regional Climate Action Plan (PIC)

EDUCATION
MCP (Master of City Planning), San
Diego State University
BA, Sociology, California State
University, Long Beach
Andrew Martin

PROJECT MANAGER
Andrew has 18 years of diverse public and private sector experience in local and regional planning throughout California, with emphasis on managing climate planning projects for public sector clients. His climate planning experience includes managing climate action plans for local jurisdictions and overseeing the delivery of customized climate action planning services for several SANDAG member cities.

His experience includes CAPs that meet or exceed California’s statewide 2030 reduction target and CAPs with goals to achieve net zero emissions. Andrew also focuses on the intersection of CEQA and climate change issues. He is well versed in CEQA requirements for the tiering and streamlining of GHG emissions and has overseen the preparation of several CAPs that serve as CEQA-qualified plans for the reduction of GHG emissions. Andrew also helps public agencies streamline project-level CEQA analysis of GHG emissions through the preparation of CAP Consistency Checklists. He has prepared CEQA compliance documents for CAPs and specializes in GHG emissions analysis for projects subject to CEQA.

He has served clients throughout Southern California, including public agencies in San Diego, Orange, Riverside, San Bernardino, Los Angeles, and Los Angeles Counties.

Relevant Experience
 Murrieta Climate Action Plan and EIR (Project Manager [PM])  San Diego County Climate Action Plan and Supplemental EIR (PM)  Rancho Cucamonga General Plan Update and Climate Action Plan (PM)  Irvine Climate Action and Adaptation Plan (PM)
 San Diego Climate Action Implementation Plan (PM)
 Rancho Cordova Climate Action Plan (PM)
SECTION 07 // FIRM DESCRIPTION
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 44

EDUCATION
BA, Social Ecology/Environmental
Science, University of California, Irvine
Eric Ruby

CEQA LEAD
Eric has more than 43 years of experience in policy and land planning, entitlement, environmental compliance pursuant to NEPA and CEQA, and regulatory permitting for a wide variety of projects, including general plan updates, mixed-use master plans, specific plans, and large-scale infrastructure projects, particularly for projects that include complex technical analyses and controversial public policy and planning issues. He has prepared legally defensible planning and environmental documentation for some of the most controversial projects in Southern California and has prepared several specific plans for projects in unincorporated Los Angeles County. In addition, he has managed several community plan update CEQA documentation projects for the City of Los Angeles and other Southern California jurisdictions in the past.

His responsibilities include overall program management and strategy development, specific project direction and management, and client relations.

Eric is thoroughly conversant with local, state, and federal planning and environmental regulations.

Relevant Experience
 Temecula Valley Hospital Master Plan Update SEIR (PIC)  Coachella General Plan Update EIR (Project Director [PD])  Canyon Hills Specific Plan Amendment 3 and EIR (PD)
 Fresh & Easy Riverside Distribution Center EIR (PD)

EDUCATION
MS, Environmental Science and
Management, University of California,
Santa Barbara
BA, Management of Public
Administration, Renmin University of
China
Adam Qian

CLIMATE ADAPTATION PLANNER
Adam is an environmental professional with 10 years of combined experience in various environmental sciences, climate adaptation and hazard mitigation planning, environmental planning management, GIS and spatial analysis, and related fields, including 5 years of project management experience. He has technical proficiency in data organization and analysis, GIS management, and spatial mapping and analysis.

Relevant Experience
 Alameda County Community Climate Action Plan and Safety Element Update (Climate Adaptation Planner)
 Monterey County Community Climate Action and Adaptation Plan (Assistant Project Manager)
 Sacramento County Climate Action Plan (Climate Adaptation Planner)  El Dorado County General Plan Safety Element Update and Climate Vulnerability Assessment (Planner/GIS Specialist)
SECTION 07 // FIRM DESCRIPTION
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 45

EDUCATION
Master of Public Policy (MPP), University
of California, Berkeley
BA, Political Economy, University of
California, Berkeley
Fred Hochberg

SENIOR CLIMATE ACTION SPECIALIST
Fred is a senior climate action specialist with experience in greenhouse gas inventories, climate action planning, electric utilities, and analysis of large and complex datasets. He has prepared CEQA-compliant greenhouse gas inventories and forecasts, analyses of carbon stock in natural and working lands, and siting studies for utility-scale solar, wind, and battery storage projects. His expertise includes California electric grid planning, emissions quantification, and the development of GHG reduction measures.

Relevant Experience
 Irvine Climate Action and Adaptation Plan (Senior Climate Action Specialist)  Ventura County General Plan Phase II Energy Support (Senior Climate Action Specialist
 San Diego County Climate Action Plan (Senior Climate Action Specialist)  Santa Clara Valley Transportation Authority Climate Action and Adaptation Plan (Senior Climate Action Specialist)

EDUCATION
PhD, Global Environmental Studies,
Kyoto University, School of Global
Environmental Studies, Kyoto, Japan
Post Graduate Diploma, Urban Planning
and Development, Indira Gandhi
National Open University, Delhi, India
M.Tech, Disaster Mitigation and
Management, Indian Institute of
Technology, Roorkee, India
B.Arch, Government College of
Architecture, Gautam Buddha Technical
University, Lucknow, India
Sonam Sahu, PhD

CLIMATE ACTION ANALYST
Sonam has over 6 years of research experience working on climate change action plans and GHG analysis, and approximately 2 years of experience in public outreach and engagement. She has worked on multiple climate change– related projects with academic institutes and private organizations. She is currently providing consulting support on developing and implementing climate action plans for various cities in California. Sonam prepares GHG emissions inventories and future emissions projections and sets GHG targets for cities and counties. She also works with state agencies across cross-cutting topics like air, water, transportation, housing, and disadvantaged communities.

Relevant Experience
 Oceanside Climate Action Plan (Climate Action Analyst)  Rancho Cordova Climate Action Plan (Climate Action Analyst)  Sacramento County Climate Action Plan (Climate Action Analyst)  San Diego County Climate Action Plan (Climate Action Analyst) SECTION 07 // FIRM DESCRIPTION
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 46

EDUCATION
MS, Environmental Management,
University of San Francisco
BS, Environmental Policy Analysis and
Planning, University of California, Davis
Luis Montes

OUTREACH SPECIALIST
Luis specializes in public engagement. He brings a strong academic foundation in environmental studies and a deep passion for community outreach and education. Luis is skilled in public speaking and delivering oral presentations and effective at drafting blog posts, talking points, presentations, letters of recommendation, briefings, and white papers. He recognizes the crucial role that community involvement plays in creating sustainable and resilient landscapes, and he strives to empower individuals to take an active role in mitigating climate risks.

Relevant Experience
 Elk Grove Climate Action Plan Update (Assistant PM/Public Engagement)  Alameda County Community Climate Action Plan and Safety Element Update (Climate Action Planner)
 AMBAG Natural and Working Lands Climate Mitigation and Resiliency Study (Climate Action Planner/Stakeholder Engagement)

EDUCATION
BA, Environmental Studies, University of
California, Santa Barbara
Reida Khan

ENVIRONMENTAL PLANNER
Reida is an environmental planner with over 8 years of industry experience. She is well versed in preparing a variety of environmental documents, including various IS/MNDs, EIRs, and categorical exemptions in compliance with CEQA.

Reida has experience in providing project management assistance and conducting thorough QA/QC reviews. She has successfully guided clients through the CEQA process for large and small projects throughout the state, with a concentration in Northern California and the Bay Area. Reida’s diverse project experience includes vegetation treatment projects, industrial development, restoration, recreation, and open space projects. Some of these projects involved intense public controversy.

Relevant Experience
 Bakersfield Climate Action Plan IS/ND (Assistant Project Manager/ Environmental Planner)
 North Coast Land Holdings Community Plan Amendment EIR (Environmental Planner)
 Riverbank Regional Recycled Water Project IS/MND (Environmental Planner) SECTION 07 // FIRM DESCRIPTION
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 47

EDUCATION
MS, Environmental Science and
Management, Conservation Planning
Specialization, University of California,
Santa Barbara
BS, Environmental Biology and
Management, Minors in GIS and
Psychology, University of California,
Davis
Lisa Merry

GIS SPECIALIST
Lisa is a GIS specialist and natural resources analyst. She possesses a strong educational background in GIS and database management. Her experience includes resource mapping and evaluation of wildlife habitats, botanical surveys, and watersheds for purposes of resources management planning and environmental impact analysis. Lisa manages the firm’s GIS practice. She coordinates all GIS projects and the installation and configuration of all software that is GIS-related and is building and maintaining the GIS system. Her skills include GPS field data recording, GIS resources analysis and mapping, natural resources assessments and management planning, and environmental impact assessment.

Relevant Experience
 Alameda County Community Climate Action Plan and Safety Element Update (GIS Manager)
 Rancho Cordova Climate Action Plan (GIS Manager)
 Monterey County Community Climate Action and Adaptation Plan (GIS Manager)
 AMBAG Natural and Working Lands Climate Mitigation and Resiliency Study (GIS Manager)

EDUCATION
BA, Communication, Saint Mary’s
College of California
Corey Alling

GRAPHICS SPECIALIST
Corey is a graphic designer and communications specialist with extensive experience in the environmental and urban design fields. He conducts data and information investigations related to renewable energy and transmission projects, environmental impact assessment, habitat conservation planning, outdoor recreation, and related topics. He also assists with internet applications for public outreach, such as creating and designing email newsletters and preparing public meeting materials.

Relevant Experience
 Milpitas Climate Action Plan Update (Graphics Specialist)  Elk Grove Climate Action Plan Update (Graphics Specialist)  Fremont Climate Action Plan Update (Graphics Specialist)  Alameda County Community Climate Action Plan and Safety Element Update (Graphics Specialist)
SECTION 07 // FIRM DESCRIPTION
CITY OF LAKE ELSINORE // CLIMATE ACTION AND ADAPTATION PLAN PAGE 48

EDUCATION
BA, Civil Engineering, University of
California, Davis

REGISTRATION
Licensed Traffic Engineer, State of
California (TR2402)
Jason Pack, TE

PRINCIPAL
Jason will serve as Fehr & Peers’ principal-in-charge on this project. He is actively involved in a wide variety of project work but also finds time to lead the firm’s research and development efforts in emergency evacuation assessment. Jason has an extensive background in travel demand forecasting, traffic operations assessment (including micro-simulation assessment), VMT analysis, big data analysis, transit ridership forecasting, and transportation impact studies involving NEPA and CEQA. His focus is to utilize his experience and the technical resources of the company to help clients answer their toughest questions related to mobility.

Relevant Experience
 CEQA/NEPA Assessment, including SB 743 implementation  General Plan updates: Lake Elsinore, Rancho Cucamonga, Palm Springs, Moreno Valley, Redlands, Corona
 Impact Fee Programs, Banks, and Exchanges, including VMT programs  Emergency Evacuation Studies: Rancho Cucamonga, Moreno Valley, Montecito, Portola Valley, Lafayette
Boparai Martin Ruby Qian Hochberg Sahu Montes Khan Merry Alling Lane Principal-inChargeProject
Manager CEQA Lead
Climate
Adaptation
Planner
Sr. Climate
Action
Specialist
Climate
Action
Analyst
Outreach
Specialist
Environmental
Planner
GIS
Specialist
Graphics
Specialist Publishing
hourly rate: $305 $235 $360 $195 $195 $140 $155 $155 $160 $125 $140 Task 1: INITIATE PROJECT Price Hours

1.1 Project Kickoff $ 1,860 8 2 4 2

1.2 Data and Information Gathering $ 16,510 94 2 4 40 8 40

1.3 Ongoing Project Management (includes up to 30
meetings) $ 19,780 80 16 48 4 4 4 4
Subtotal, Task 1 $ 38,150 182 20 56 4 44 12 40 6 0 0 0 0 Task 2: CONDUCT COMMUNITY OUTREACH FOR PUBLIC
INVOLVEMENT Price Hours

2.1 Community Visioning $ 4,290 22 2 6 4 8 2

2.2 Community Outreach Plan $ 8,970 52 2 8 40 2

2.3 Community Forums and Workshops $ 14,790 76 8 20 12 12 20 2 2

2.4 Public Survey $ 6,135 35 1 4 6 24

2.5 Community Summary $ 5,550 32 2 4 24 2

2.6 Review and Summarize Vulnerability and Risk Findings $ 3,890 18 2 4 12 Subtotal, Task 2 $ 43,625 235 17 46 0 34 0 12 116 0 0 4 6 Task 3: ASSESS COMMUNITY RISKS AND VULNERABILITIES Price Hours Assess Community Risks and Vulnerabilities $ 26,550 138 2 12 100 16 4 4 Subtotal, Task 3 $ 26,550 138 2 12 0 100 0 0 0 0 16 4 4 Task 4: DEVELOP CLIMATE ADAPTATION STRATEGIES Price Hours

4.1 Refine and Revise Climate Adaptation and Resilience Goals $ 9,630 48 2 4 40 2

4.2 Develop, Evaulate, and Prioritize Climate Adaptation Strategies $ 27,110 136 2 12 120 2
Subtotal, Task 4 $ 36,740 184 4 16 0 160 0 0 0 0 0 0 4
Task 5: GHG INVENTORY, FORECASTS, TARGETS, AND
REDUCTIONS Price Hours

5.1 New GHG Emissions Inventory $ 21,680 138 2 4 30 100 2

5.2 Prepare GHG Emissions Forecasts and Reduction
Targets $ 10,550 64 2 4 16 40 2

5.3 Identification of GHG Reduction Strategies $ 11,210 66 2 8 16 40

5.4 Analysis of GHG Reduction Measures and
Implementation Actions $ 24,570 152 2 8 40 100 2
Subtotal, Task 5 $ 68,010 420 8 24 0 0 102 280 0 0 0 0 6 Task 6: DRAFT CLIMATE ACTION AND ADAPTATION PLAN Price Hours

6.1 Administrative Draft CAAP $ 21,200 136 2 10 16 100 8

6.2 Screencheck Draft and Public Draft CAAP $ 13,860 92 2 6 8 40 24 12

6.3 Review and Incorporate Comments into CAAP $ 7,480 40 2 8 8 8 8 6 Subtotal, Task 6 $ 42,540 268 6 24 0 32 8 148 0 0 0 30 20 Task 7: FINALIZE CLIMATE ACTION AND ADAPTATION PLAN Price Hours

7.1 Prepare Final CAAP Document $ 6,350 36 2 4 6 6 10 4 4

7.2 Present Final CAAP at Public Hearings $ 6,740 30 6 12 4 4 2 2

7.3 Replicable Case Study for State Adaptation
Clearinghouse $ 13,930 76 2 8 24 16 24 2
Subtotal, Task 7 $ 27,020 142 10 24 0 34 26 34 0 0 0 6 8 Task 8: CEQA COMPLIANCE TECHNICAL MEMORANDUM Price Hours Technical Memorandum $ 10,410 56 2 8 4 40 2
Subtotal, Task 8 $ 10,410 56 2 8 4 0 0 0 0 40 0 0 2
LABOR SUBTOTAL $ 293,045 1,625 69 210 8 404 148 514 122 40 16 44 50 $ 21,045 $ 49,350 $ 2,880 $ 78,780 $ 28,860 $ 71,960 $ 18,910 $ 6,200 $ 2,560 $ 5,500 $ 7,000

REIMBURSABLE EXPENSES
Printing $ -
Mileage/Parking/Travel $ 2,000
Translation and Interpretation $ 15,000
Community Outreach Incentives $ -
Subconsultants $ 22,973
Fehr & Peers $ 22,973

TOTAL PRICE

REVISED PRICE PROPOSAL
City of Lake Elsinore - Climate Action and Adaptation Plan March 4, 2024
$ 39,973
$ 333,018

ASSUMPTIONS
Assumptions that explain the basis of the proposed price are enclosed and are an integral part of this proposed scope for work for services.

The following tasks are presented as optional services and are contingent upon authorization of the client.

Task 2: CONDUCT COMMUNITY OUTREACH FOR PUBLIC
INVOLVEMENT Price Hours

2.7 Online Engagement $ 17,990 110 2 8 100
Subtotal, Optional Task 2 $ 17,990 110 2 8 0 0 0 0 100 0 0 0 0 Task 9: IMPLEMENTATION SUPPORT Price Hours

9.1 Participant Perspective Cost-Benefit Analysis for NearTerm Actions $ 37,400 186 4 20 60 100 2

9.2 Administrator Perspective Cost-Benefit Analysis for NearTerm Actions $ 37,400 186 4 20 60 100 2

9.3 Funding and Financing Roadmap $ 27,360 138 2 12 40 80 2 2

9.4 Develop Implementation Plan $ 22,040 122 2 12 32 32 40 2 2 Subtotal, Optional Task 9 $ 124,200 632 12 64 0 192 312 40 0 0 0 4 8 Task 10: ONGOING MONITORING AND REPORTING Price Hours
Ongoing Monitoring and Reporting $ 22,900 132 2 6 24 40 60 Subtotal, Optional Task 10 $ 22,900 132 2 6 0 24 40 60 0 0 0 0 0 LABOR SUBTOTAL (Optional Tasks) $ 165,090 874 16 78 0 216 352 100 100 0 0 4 8 $ 4,880 $ 18,330 $ - $ 42,120 $ 68,640 $ 14,000 $ 15,500 $ - $ - $ 500 $ 1,120 REIMBURSABLE EXPENSES (Optional Tasks)
Online Platform (2-year subscription) $ 8,000
TOTAL PRICE (Optional Tasks)

OPTIONAL TASKS
$ 8,000
$ 173,090
Project No: 20230253.00

9) Community Service Master Plan Update Agreement with BerryDunn, LLC Approve and authorize the City Manager to execute the Professional Services Agreement with BerryDunn in an amount not to exceed $291,260 for CSD Master Plan Update in such final form as approved by the City Attorney and authorize the City Manager to execute change orders not exceeding a 10% contingency of $29,126 for uncertainties and adjustments.

REPORT TO CITY COUNCIL
To: Honorable Mayor and Members of the City Council
From: Jason Simpson, City Manager
Prepared by: Johnathan Oliver Skinner, Director of Community Services Date: March 26, 2024
Subject: Community Service Master Plan Update Agreement with BerryDunn, LLC Recommendation
Approve and authorize the City Manager to execute the Professional Services Agreement with BerryDunn in an amount not to exceed $291,260 for CSD Master Plan Update in such final form as approved by the City Attorney and authorize the City Manager to execute change orders not exceeding a 10% contingency of $29,126 for uncertainties and adjustments.

Background
The City’s current Parks and Recreation Master Plan 2008-2030, adopted July 14, 2009, guides the provision of park facilities within the City. Many improvements and new projects addressed in the plan have been completed. Due to considerable increase in population and adoption of the Dream Extreme 2040 Plan, along with the ever-evolving recreation and leisure industry, an update to this plan is warranted.

An RFP was issued on December 18, 2023 soliciting the services proposals to conduct a Community Services Master Plan Update. Three firms were invited to an in-person interview on February 15. These firms (KTUA, RHA, and BerryDunn) were the only firms that were responsive to the RFP through PlanetBids. All three had extensive experience in this realm and in their proposals demonstrated professionalism and a capability to successfully complete the project. Cost proposals were not opened until scoring had been completed.

Discussion
Based on the scoring and the cost proposal, staff recommends proceeding with awarding the project to BerryDunn. The firm was founded in 1974 in Maine, has a team of 20 professionals, and has completed over 650 planning projects along with their sub-consulting partners. The team from BerryDunn was engaging, energetic, and demonstrated how they will use creativity and the Master Plan Update Agreement

latest technology to gather information and data to produce a plan that will guide the City on how to best reach the residents for years to come.

The project will include a minimum of six (6) public meetings/workshops, attendance at three (3) city events, and engagement with City staff from all impacted departments along with key City partners. Draft documents will be provided for review at the 30/60/90 percent of completion phases. A final master plan document will be provided in hard and digital copies. The anticipated timeline is 12-14 months and the project team will consist of a diverse team of 10 professionals from BerryDunn, along with sub-consultants Kimley-Horn (landscape architect), and Etc Institute (market research).

Fiscal Impact
The current FY 23/24 capital budget includes $500,000 for this project.

Attachments
Attachment 1- Professional Services Agreement
Exhibit A- Proposal
Exhibit B- Cost Proposal
temp_31A6AF.docx Page 1

AGREEMENT FOR PROFESSIONAL SERVICES
BerryDunn, LLC
Community Services Master Plan Update
This Agreement for Professional Services (the “Agreement”) is made and entered into as of March 26, 2024, by and between the City of Lake Elsinore, a municipal corporation (‘‘City") and Berry-Dunn, a LLC ("Consultant").

RECITALS
A. The City has determined that it requires the following professional services:

Development of a Community Services Master Plan Update.

B. Consultant has submitted to City a proposal, dated January 19, 2024, attached hereto as Exhibit A (“Consultant’s Proposal”) and incorporated herein, to provide professional services to City pursuant to the terms of this Agreement.

C. Consultant possesses the skill, experience, ability, background, certification and knowledge to perform the services described in this Agreement on the terms and conditions described herein.

D. City desires to retain Consultant to perform the services as provided herein and Consultant desires to provide such professional services as set forth in this Agreement.

AGREEMENT

1. Scope of Services. Consultant shall perform the services described in Consultant’s Proposal (Exhibit A). Consultant shall provide such services at the time, place, and in the manner specified in Consultant’s Proposal, subject to the direction of the City through its staff that it may provide from time to time.

2. Time of Performance.
a. Time of Essence. Time is of the essence in the performance of this Agreement. The time for completion of the professional services to be performed by Consultant is an essential condition of this Agreement. Consultant shall prosecute regularly and diligently the professional services contemplated pursuant to this Agreement according to the agreed upon performance schedule in Consultant’s Proposal (Exhibit A). b. Performance Schedule. Consultant shall commence the services pursuant to this Agreement upon receipt of a written notice to proceed and shall perform all services within the time period(s) established in the Consultant’s Proposal (Exhibit A). When requested by Consultant, extensions to the time period(s) specified may be approved in writing by the City Manager.

c. Term. The term of this Agreement shall commence upon execution of this Agreement and shall continue until the services and related work are completed in accordance with the Consultant’s Proposal (Exhibit A).

3. Compensation. Compensation to be paid to Consultant shall be in accordance with the fees set forth in Consultants’ Proposal (Exhibit A), which is attached hereto and incorporated herein by reference. In no event shall Consultant’s compensation exceed Two hundred ninety-one thousand two hundred sixty dollars ($291,260) without additional written authorization from the City. Notwithstanding any provision of Consultant’s Proposal to the contrary, out of pocket expenses set forth in Exhibit A shall be reimbursed at cost without an inflator or administrative charge. Payment by City under this Agreement shall not be deemed a waiver of defects, even if such defects were known to the City at the time of payment.

4. Method of Payment. Consultant shall promptly submit billings to the City describing the services and related work performed during the preceding month to the extent that such services and related work were performed. Consultant’s bills shall be segregated by project task, if applicable, such that the City receives a separate accounting for work done on each individual task for which Consultant provides services. Consultant’s bills shall include a brief description of the services performed, the date the services were performed, the number of hours spent and by whom, and a description of any reimbursable expenditures. City shall pay Consultant no later than forty-five (45) days after receipt of the monthly invoice by City staff.

5. Background Checks. At any time during the term of this Agreement, the City reserves the right to make an independent investigation into the background of Consultant’s personnel who perform work required by this Agreement, including but not limited to their references, character, address history, past employment, education, social security number validation, and criminal or police records, for the purpose of confirming that such personnel are lawfully employed, qualified to provide the subject service or pose a risk to the safety of persons or property in and around the vicinity of where the services will be rendered or City Hall. If the City makes a reasonable determination that any of Consultant’s prospective or then current personnel is deemed objectionable, then the City may notify Consultant of the same. Consultant shall not use that personnel to perform work required by this Agreement, and if necessary, shall replace him or her with a suitable worker.

6. Suspension or Termination.
a. The City may at any time, for any reason, with or without cause, suspend or terminate this Agreement, or any portion hereof, by serving upon the Consultant at least ten (10) days prior written notice. Upon receipt of such notice, the Consultant shall immediately cease all work under this Agreement, unless the notice provides otherwise. If the City suspends or terminates a portion of this Agreement such suspension or termination shall not make void or invalidate the remainder of this Agreement.
b. In the event this Agreement is terminated pursuant to this Section, the City shall pay to Consultant the actual value of the work performed up to the time of termination, provided that the work performed is of value to the City. Upon termination of the Agreement pursuant to this Section, the Consultant will submit an invoice to the City, pursuant to Section entitled “Method of Payment” herein.

7. Plans, Studies, Documents.
a. Ownership of Documents. All plans, studies, documents and other writings prepared by and for Consultant, its officers, employees and agents and subcontractors in the course of implementing this Agreement, except working notepad internal documents, shall become the property of the City upon payment to Consultant for such work, and the City shall have the sole right to use such materials in its discretion without further compensation to Consultant or to any other party. Consultant shall, at Consultant’s expense, provide such reports, plans, studies, documents and other writings to City upon written request. City shall have sole determination of the public’s rights to documents under the Public Records Act, and any thirdparty requests of Consultant shall be immediately referred to City, without any other actions by Consultant.
b. 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, and other intellectual property embodied in plans, specifications, studies, drawings, estimates, and other documents or works of authorship fixed in any tangible medium of expression, including but not limited to, physical drawings or data magnetically or otherwise recorded on computer diskettes, which are prepared or caused to be prepared by Consultant under this Agreement ("Documents & Data"). Consultant shall require that all subcontractors agree in writing that City is granted a nonexclusive and perpetual license for any Documents & Data the subcontractor prepares under this Agreement. Consultant represents and warrants that Consultant has the legal right to license any and all Documents & Data. Consultant makes no such representation and warranty in regard to Documents & Data which were prepared by design professionals other than Consultant or provided to Consultant by the City. City shall not be limited in any way in its use of the Documents & Data at any time, provided that any such use not within the purposes intended by this Agreement shall be at City’s sole risk. c. Confidentiality. All ideas, memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other Documents & Data either created by or provided to Consultant in connection with the performance of this Agreement shall be held confidential by Consultant. Such materials shall not, without the prior written consent of City, be used by Consultant for any purposes other than the performance of the services under this Agreement. Nor shall such materials be disclosed to any person or entity not connected with the performance of the services under this Agreement. Nothing furnished to Consultant which is otherwise known to Consultant or is generally known, or has become known, to the related industry shall be deemed confidential. Consultant shall not use City’s name or insignia, photographs relating to project for which Consultant’s services are rendered, or any publicity pertaining to the Consultant’s services under this Agreement in any magazine, trade paper, newspaper, television or radio production or other similar medium without the prior written consent of City.

8. Consultant’s Books and Records.
a. Consultant shall maintain any and all ledgers, books of account, invoices, vouchers, canceled checks, and other records or documents evidencing or relating to charges for services, or expenditures and disbursements charged to City for a minimum period of three (3) years, or for any longer period required by law, from the date of final payment to Consultant to this Agreement.

b. Consultant shall maintain all documents and records which demonstrate performance under this Agreement for a minimum period of three (3) years, or for any longer period required by law, from the date of termination or completion of this Agreement. c. Any records or documents required to be maintained pursuant to this Agreement shall be made available for inspection or audit, at any time during regular business hours, upon written request by the City Manager, City Attorney, City Auditor or a designated representative of these officers. Copies of such documents shall be provided to the City for inspection at City Hall when it is practical to do so. Otherwise, unless an alternative is mutually agreed upon, the records shall be available at Consultant’s address indicated for receipt of notices in this Agreement.
d. Where City has reason to believe that such records or documents may be lost or discarded due to dissolution, disbandment or termination of Consultant’s business, City may, by written request by any of the above-named officers, require that custody of the records be given to the City and that the records and documents be maintained in City Hall. Access to such records and documents shall be granted to any party authorized by Consultant, Consultant’s representatives, or Consultant’s successor-in-interest.

9. Independent Contractor.
a. Consultant is and shall at all times remain as to the City a wholly independent contractor pursuant to California Labor Code Section 3353. The personnel performing the services under this Agreement on behalf of Consultant shall at all times be under Consultant’s exclusive direction and control. Neither City nor any of its officers, employees, or agents shall have control over the conduct of Consultant or any of Consultant’s officers, employees, or agents, except as set forth in this Agreement. Consultant shall not at any time or in any manner represent that it or any of its officers, employees, or agents are in any manner officers, employees, or agents of the City. Consultant shall not incur or have the power to incur any debt, obligation, or liability whatsoever against City, or bind City in any manner. b. Notwithstanding any other federal, state and local laws, codes, ordinances and regulations to the contrary and except for the fees paid to Consultant as provided in the Agreement, Consultant and any of its employees, agents, and subcontractors providing service under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any claims to, any compensation, benefit, or any incident of employment by City, including but not limited to eligibility to enroll in PERS as an employee of City and entitlement to any contribution to be paid by City for employer contribution and/or employee contributions for PERS benefits.

10. PERS Eligibility Indemnification. In the event that Consultant or any employee, agent, or subcontractor of Consultant providing services under this Agreement claims or is determined by a court of competent jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PERS as an employee of the City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PERS benefits on behalf of Consultant or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City.

11. Interests of Consultant. Consultant (including principals, associates and professional employees) covenants and represents that it does not now have any investment or interest in real property and shall not acquire any interest, direct or indirect, in the area covered

by this Agreement or any other source of income, interest in real property or investment which would be affected in any manner or degree by the performance of Consultant’s services hereunder. Consultant further covenants and represents that in the performance of its duties hereunder no person having any such interest shall perform any services under this Agreement.

Consultant is not a designated employee within the meaning of the Political Reform Act because Consultant:
a. will conduct research and arrive at conclusions with respect to his/her rendition of information, advice, recommendation or counsel independent of the control and direction of the City or of any City official, other than normal agreement monitoring; and b. possesses no authority with respect to any City decision beyond rendition of information, advice, recommendation or counsel. (FPPC Reg. 18700(a)(2).)

12. Professional Ability of Consultant. City has relied upon the professional training and ability of Consultant to perform the services hereunder as a material inducement to enter into this Agreement. Consultant shall therefore provide properly skilled professional and technical personnel to perform all services under this Agreement. All work performed by Consultant under this Agreement shall be in accordance with applicable legal requirements and shall meet the standard of quality ordinarily to be expected of competent professionals in Consultant’s field of expertise.

13. Compliance with Laws.
a. Consultant shall comply with all local, state and federal laws and regulations applicable to the services required hereunder, including any rule, regulation or bylaw governing the conduct or performance of Consultant and/or its employees, officers, or board members.
b. Consultant represents that it has obtained and will maintain at all times during the term of this Agreement all professional and/or business licenses, certifications and/or permits necessary for performing the services described in this Agreement, including a City business license.

14. Licenses. Consultant represents and warrants to City that it has the licenses, permits, qualifications, insurance and approvals of whatsoever nature which are legally required of Consultant to practice its profession. Consultant represents and warrants to City that Consultant shall, at its sole cost and expense, keep in effect or obtain at all times during the term of this Agreement, any licenses, permits, insurance and approvals which are legally required of Consultant to practice its profession. Consultant shall maintain a City of Lake Elsinore business license.

15. Indemnity. Consultant shall indemnify, defend, and hold harmless the City and its officials, officers, employees, agents, and volunteers from and against any and all losses, liability, claims, suits, actions, damages, and causes of action arising out of any personal injury, bodily injury, loss of life, or damage to property, or any violation of any federal, state, or municipal law or ordinance, to the extent caused, in whole or in part, by the willful misconduct or negligent acts or omissions of Consultant or its employees, subcontractors, or agents, by acts for which they could be held strictly liable, or by the quality or character of their work. The foregoing obligation of Consultant shall not apply when (1) the injury, loss of life, damage to property, or violation of

law arises from the sole negligence or willful misconduct of the City or its officers, employees, agents, or volunteers and (2) the actions of Consultant or its employees, subcontractor, or agents have contributed in no part to the injury, loss of life, damage to property, or violation of law. It is understood that the duty of Consultant to indemnify and hold harmless includes the duty to defend as set forth in Section 2778 of the California Civil Code. Acceptance by City of insurance certificates and endorsements required under this Agreement does not relieve Consultant from liability under this indemnification and hold harmless clause. This indemnification and hold harmless clause shall apply to any damages or claims for damages whether or not such insurance policies shall have been determined to apply. By execution of this Agreement, Consultant acknowledges and agrees to the provisions of this Section and that it is a material element of consideration.

16. Insurance Requirements.
a. Insurance. Consultant, at Consultant’s own cost and expense, shall procure and maintain, for the duration of the contract, unless modified by the City’s Risk Manager, the following insurance policies.
i. Workers’ Compensation Coverage. Consultant shall maintain Workers’ Compensation Insurance and Employer’s Liability Insurance for his/her employees in accordance with the laws of the State of California. In addition, Consultant shall require each subcontractor to similarly maintain Workers’ Compensation Insurance and Employer’s Liability Insurance in accordance with the laws of the State of California for all of the subcontractor’s employees. Any notice of cancellation or non-renewal of all Workers’ Compensation policies must be received by the City at least thirty (30) days prior to such change. The insurer shall agree to waive all rights of subrogation against City, its officers, agents, employees and volunteers for losses arising from work performed by Consultant for City. In the event that Consultant is exempt from Worker’s Compensation Insurance and Employer’s Liability Insurance for his/her employees in accordance with the laws of the State of California, Consultant shall submit to the City a Certificate of Exemption from Workers Compensation Insurance in a form approved by the City Attorney.
ii. General Liability Coverage. Consultant shall maintain commercial general liability insurance in an amount not less than one million dollars ($1,000,000) per occurrence for bodily injury, personal injury and property damage. If a commercial general liability insurance form or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to the work to be performed under this Agreement or the general aggregate limit shall be at least twice the required occurrence limit. Required commercial general liability coverage shall be at least as broad as Insurance Services Office Commercial General Liability occurrence form CG 0001 (ed. 11/88) or Insurance Services Office form number GL 0002 (ed. 1/73) covering comprehensive General Liability and Insurance Services Office form number GL 0404 covering Broad Form Comprehensive General Liability. No endorsement may be attached limiting the coverage.

iii. Automobile Liability Coverage. Consultant shall maintain automobile liability insurance covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with the work to be performed under this Agreement, including coverage for owned, hired and non-owned vehicles, in an amount of not less than one million dollars ($1,000,000) combined single limit for each occurrence.

Automobile liability coverage must be at least as broad as Insurance Services Office Automobile Liability form CA 0001 (ed. 12/90) Code 1 (“any auto”). No endorsement may be attached limiting the coverage.
iv. Professional Liability Coverage. Consultant shall maintain professional errors and omissions liability insurance appropriate for Consultant’s profession for protection against claims alleging negligent acts, errors or omissions which may arise from Consultant’s services under this Agreement, whether such services are provided by the Consultant or by its employees, subcontractors, or sub consultants. The amount of this insurance shall not be less than one million dollars ($1,000,000) on a claims-made annual aggregate basis, or a combined single limit per occurrence basis. b. Endorsements. Each general liability and automobile liability insurance policy shall be with insurers possessing a Best’s rating of no less than A:VII and shall be endorsed with the following specific language:
i. Notwithstanding any inconsistent statement in any required insurance policies or any subsequent endorsements attached thereto, the protection offered by all policies, except for Workers’ Compensation, shall bear an endorsement whereby it is provided that, the City and its officers, employees, servants, volunteers and agents and independent contractors, including without limitation, the City Manager and City Attorney, are named as additional insureds. Additional insureds shall be entitled to the full benefit of all insurance policies in the same manner and to the same extent as any other insureds and there shall be no limitation to the benefits conferred upon them other than policy limits to coverages.
ii. This policy shall be considered primary insurance as respects the City, its elected or appointed officers, officials, employees, agents and volunteers.

Any insurance maintained by the City, including any self-insured retention the City may have, shall be considered excess insurance only and shall not contribute with it. iii. This insurance shall act for each insured and additional insured as though a separate policy had been written for each, except with respect to the limits of liability of the insuring company.
iv. The insurer waives all rights of subrogation against the City, its elected or appointed officers, officials, employees or agents. v. Any failure to comply with reporting provisions of the policies shall not affect coverage provided to the City, its elected or appointed officers, officials, employees, agents or volunteers.
vi. The insurance provided by this Policy shall not be suspended, voided, canceled, or reduced in coverage or in limits except after thirty (30) days written notice has been received by the City.

c. Deductibles and Self-Insured Retentions. Any deductibles or self-insured retentions must be declared to and approved by the City. At the City’s option, Consultant shall demonstrate financial capability for payment of such deductibles or self-insured retentions. d. Certificates of Insurance. Consultant shall provide certificates of insurance with original endorsements to City as evidence of the insurance coverage required herein.

Certificates of such insurance shall be filed with the City on or before commencement of performance of this Agreement. Current certification of insurance shall be kept on file with the City at all times during the term of this Agreement.

17. Notices. Any notice required to be given under this Agreement shall be in writing and either served personally or sent prepaid, first class mail. Any such notice shall be addressed to the other party at the address set forth below. Notice shall be deemed communicated within 48 hours from the time of mailing if mailed as provided in this section.

If to City: City of Lake Elsinore
Attn: City Manager
130 South Main Street
Lake Elsinore, CA 92530
With a copy to: City of Lake Elsinore
Attn: City Clerk
130 South Main Street
Lake Elsinore, CA 92530
If to Consultant: BerryDunn, LLC
Attn: Chad Snow, Principal, COO
4722 North 24th St., Ste. 250
Phoenix, AZ 85016

18. Assignment and Subcontracting. The parties recognize that a substantial inducement to City for entering into this Agreement is the professional reputation, experience and competence of Consultant and the subcontractors listed in Exhibit B. Consultant shall be fully responsible to City for all acts or omissions of any subcontractors. Assignments of any or all rights, duties or obligations of the Consultant under this Agreement will be permitted only with the express consent of the City. Consultant shall not subcontract any portion of the work to be performed under this Agreement except as provided in Exhibit B without the written authorization of the City. If City consents to such subcontract, Consultant shall be fully responsible to City for all acts or omissions of those subcontractors. Nothing in this Agreement shall create any contractual relationship between City and any subcontractor nor shall it create any obligation on the part of the City to pay or to see to the payment of any monies due to any such subcontractor other than as otherwise is required by law.

19. Waiver. Waiver of a breach or default under this Agreement shall not constitute a continuing waiver of a subsequent breach of the same or any other provision under this Agreement.

20. Litigation Expenses and Attorneys’ Fees. If either party to this Agreement commences any legal action against the other party arising out of this Agreement, the prevailing party shall be entitled to recover its reasonable litigation expenses, including court costs, expert witness fees, discovery expenses, and attorneys’ fees.

21. Mediation. The parties agree to make a good faith attempt to resolve any disputes arising out of this Agreement through mediation prior to commencing litigation. The parties shall mutually agree upon the mediator and share the costs of mediation equally. If the parties are unable to agree upon a mediator, the dispute shall be submitted to JAMS or its successor in interest. JAMS shall provide the parties with the names of five qualified mediators. Each party shall have the option to strike two of the five mediators selected by JAMS and thereafter the mediator remaining shall hear the dispute. If the dispute remains unresolved after mediation, either party may commence litigation.

22. Prohibited Interests. Consultant maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

23. Equal Opportunity Employment. Consultant represents that it is an equal opportunity employer and it shall not discriminate against any subcontractor, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination.

24. Prevailing Wages. Consultant is aware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq., ("Prevailing Wage Laws"), which require the payment of prevailing wage rates and the performance of other requirements on "public works" and "maintenance" projects.

Consultant agrees to fully comply with all applicable federal and state labor laws (including, without limitation, if applicable, the Prevailing Wage Laws). It is agreed by the parties that, in connection with the Work or Services provided pursuant to this Agreement, Consultant shall bear all risks of payment or non-payment of prevailing wages under California law, and Consultant hereby agrees to defend, indemnify, and hold the City, and its officials, officers, employees, agents, and volunteers, free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. The foregoing indemnity shall survive termination of this Agreement.

25. Severability. If any term or portion of this Agreement is held to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions of this Agreement shall continue in full force and effect.

26. Controlling Law Venue. This Agreement and all matters relating to it shall be governed by the laws of the State of California and any action brought relating to this Agreement shall be held exclusively in a state court in the County of Riverside.

27. Authority to Enter Agreement. Consultant has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to

make this Agreement and to bind each respective party. The City Manager is authorized to enter into an amendment or otherwise take action on behalf of the City to make the following modifications to the Agreement: (a) a name change; (b) grant extensions of time; (c) nonmonetary changes in the scope of services; and/or (d) suspend or terminate the Agreement.

28. Counterparts. This Agreement may be executed in several counterparts, each of which shall constitute one and the same instrument and shall become binding upon the parties when at least one copy hereof shall have been signed by both parties hereto. In approving this Agreement, it shall not be necessary to produce or account for more than one such counterpart.

29. Entire Agreement; Incorporation; Conflict. This Agreement contains the entire understanding between the parties relating to the obligations described herein. All prior or contemporaneous understandings, agreements, representations and statements, oral or written, are superseded in total by this Agreement and shall be of no further force or effect. Consultant’s Proposal is incorporated only for the description of the scope of services and/or the schedule of performance and no other terms and conditions from such proposal shall apply to this Agreement unless specifically agreed to in writing. In the event of conflict, this Agreement shall take precedence over those contained in the Consultant’s Proposal.

30. Amendments. This Agreement may be modified or amended only by a written document executed by both Consultant and City and approved as to form by the City Attorney. [Signatures on next page]

IN WITNESS WHEREOF, the parties have caused this Agreement to be executed on the date first written above.
“CITY”
CITY OF LAKE ELSINORE, a municipal
corporation
City Manager
ATTEST:

City Clerk
APPROVED AS TO FORM:

City Attorney
Assistant City Manager
“CONSULTANT”
BerryDunn, a LLC
By: Chad Snow
Its: Principal, COO
Attachments: Exhibit A – Consultant’s Proposal
Exhibit B – List of Subcontractors

EXHIBIT A

EXHIBIT A
CONSULTANT’S PROPOSAL
[ATTACHED]

EXHIBIT B

EXHIBIT B

LIST OF SUBCONTRACTORS
[ATTACHED]
BerryDunn

TO PROVIDE

PROPOSAL TO
City of Lake Elsinore,
California
Community Services
Master Plan Update
Submitted January 19, 2024 at 3:00 p.m.
4722 North 24th Street, Suite 250
Phoenix, AZ 85016
480-482-3002
Chad Snow
Project Principal
[email protected]
Nikki Ginger
Project Manager
[email protected]
ii

TABLE OF CONTENTS

1. Introducing BerryDunn .................................................. 3

2. Relevant Experience....................................................... 6

3. References ..................................................................... 8

4. Project Team .................................................................. 10

5. Approach ........................................................................ 14

6. Anticipated Schedule ..................................................... 24 Appendix A: Project Team Resumes .................................. 25 11 January 19, 2024
City of Lake Elsinore
Community Services Department
Attention: Johnathan O. Skinner, Director
130 S. Main St.

Lake Elsinore, CA 92530
Dear Johnathan Skinner and Members of the Selection Committee:

On behalf of Berry, Dunn, McNeil & Parker, LLC (BerryDunn), I would like to thank you for the opportunity to submit this proposal in response to the City of Lake Elsinore’s (the City’s) Request for Proposals (RFP) for a Community Services Master Plan Update. We are honored to be considered as a partner to help build upon Lake Elsinore’s legacy of extreme sports and pushing boundaries toward innovative solutions.

The beautiful City of Lake Elsinore’s Community Services Department provides a wide variety of programs and classes for people of all ages and activity levels, contributing to the high quality of life residents enjoy.

Your parks and facilities are havens where friendships are nurtured and cherished memories are created.

This plan offers the City an opportunity to build upon your success while reevaluating the parks and recreation system, programs and special events, and services you offer to residents and visitors alike. We are confident our team brings the experience needed to complement your dedicated staff and develop realistic and implementable recommendations.

BerryDunn is an independent management and consulting firm that has experienced sustained growth throughout its 50-year history. Focused on inspiring clients to transform and innovate, we formed a specialized practice dedicated to serving the needs of clients in the parks, recreation, and libraries industry. BerryDunn’s Parks, Recreation, Libraries Practice provides master and strategic planning, programming and financial analysis, feasibility studies, change management, service quality assessments, and more—offering clients deep expertise built upon decades of experience working in and with agencies on comparable projects. We deliver exceptional experiences to similar organizations as they seek to achieve their visions, offer innovative services and facilities to their constituents, and determine the actions necessary to make consistent progress toward desired outcomes.

Our Trusted Subcontracting Partnerships
BerryDunn has carefully assembled a highly qualified project team intended to help the City achieve its goals and objectives for this important initiative. In partnership with Kimley-Horn and ETC we will contribute tailored and valuable insights, lead thorough information-gathering activities, and develop recommendations in alignment with current and future needs and in conformance with best practices defined by national, regional, and local associations.

Why Choose the BerryDunn Team?
We are confident that we are best suited to assist the City with this Community Services Master Plan Update, and we ask that you consider the following reasons why the BerryDunn-led team would be the ideal partner on this planning initiative.
2 We have firsthand experience serving clients in California and bring locality through our project team members. We take pride in our long history serving organizations like the City on similar initiatives. In fact, we have conducted more than 65 relevant projects in California, including the neighboring communities of Murrietta and the Jurupa Valley, among others. We will build on these unique insights and lessons learned to help ensure master planning success for the City.

We understand how to innovate within public-sector parameters because we have held similar positions. Each of our proposed team members has decades of experience working in local government park and recreation agencies. We leverage these experiences to provide best practices and coaching related to developing high-performance teams, delivering remarkable customer experiences, improving and maintaining level of service, and more.

We have carefully assembled a team to meet your needs. Our proposed project manager, Nikki Ginger, has more than 12 years experience at the Chicago Park District and has partnered with agencies across the nation to help build award-winning park and recreation systems. Our team also includes nationally recognized speaker and 18-year consulting veteran, Barbara Heller, and recognized client advocate and recreation programming, facility management, and park and recreation expert, Elsa Fischer. Unified with Kimley-Horn and ETC Institute (ETC), we are wellpositioned to deliver an unmatched consulting experience, lead a sound master plan update process, and help ensure desired project outcomes to the City.

We offer a proven yet flexible approach. We will work closely with the City and its community to thoroughly understand the current environment and develop realistic and implementable recommendations that help you to continue to “Dream Extreme.” Our team will review outcomes from previous planning efforts; effectively engage the City’s leadership, staff, and community members; and consider various data elements to inform our efforts and help the City efficiently run its community services system. Our efforts are performed through an equity lens, as well as focused on delivering high-quality services to both residents and visitors.

As a principal in BerryDunn’s Local Government Practice Group and chief operating officer of BerryDunn’s Consulting Services Team, I am authorized to bind BerryDunn to the commitments made therein. We have read the City’s request and reviewed its terms, conditions, and contents presented therein. Our proposal is a firm and irrevocable offer valid for 120 calendar days from the proposal due date of January 19, 2024. If you have any questions related to this proposal or updates during the evaluation process, please consider me the City’s primary point of contact and feel free to connect with me directly using the information provided below.

Sincerely,
Chad Snow, PMP®, Principal, Chief Operating Officer
Consulting Services Team, Local Government Practice Group 207-541-2294 ǀ [email protected]
3 1. FIRM BACKGROUND
BerryDunn’s Parks, Recreation, Libraries Practice offers clients deep industry expertise in parks, programming, facilities, open space, and natural areas built upon decades of experience working in and with agencies on:

All our Parks, Recreation, Libraries consultants are former industry practitioners and seasoned advisors, and our proposed project team consists of professionals with many years of experience operating the assets the City manages. Collectively, our team of more than 20 professionals have completed over 650 related planning projects, working with local, state, and national government agencies, as well as private-sector organizations, as they seek to make progress toward a shared vision.

Looking beyond the industry, we strive to deliver high-quality services by understanding expectations up front, developing a reasonable and achievable project approach, gaining concurrence on project tasks and timing, and using appropriate staff for each engagement. Supported by a wider team of over 300 consultants dedicated to serving nearly all aspects of local and state government, we offer a holistic approach to this Community Services Master Plan Update. It is through our firsthand experience in parks and recreation and our broader team’s well-rounded perspective that we bring tailored insights and firsthand perspective related to the government operations and community needs that impact every project.

Whatever your plans may be, we will be with you at each step.

Master Planning
Strategic Planning
Financial Analyses
Cost Recovery
About BerryDunn
Company Name: Berry,
Dunn, McNeil & Parker,
LLC (BerryDunn)
Founded and Incorporated:
1974 in Maine
Headquartered: 2211
Congress Street, Portland,
ME 04102
Locations:

Arizona
Connecticut
Maine
Massachusetts
New Hampshire
Puerto Rico
West Virginia
Business Type: Limited
Liability Company
Employees: 850+
nationwide
4 How We Share Ideas
Our Parks, Recreation, Libraries team is dedicated to the industry, regularly learning and sharing trends and relevant information at conferences and events. Our commitment to the industry includes involvement with the California Park and Recreation Society (CPRS) and the National Recreation and Park Association (NRPA). Through these connections, we stay apprised of trends and best practices at the local, regional, and national levels and share them with our clients to promote industry alignment and innovative thinking.

We attend and often speak at NRPA’s annual conference, are facilitators at the NRPA Schools, and at state and local events. Some of our most recent NRPA speaking sessions include:
■ “Shout it from the Rooftops!”
■ "Developing a High-Performance Culture”
■ “How Parks and Recreation Can Support Mental Health Challenges” ■ “Leading to Create Organizational Excellence”
■ “Engage the Silent Voices”
■ “The Case of Cost Recovery: Why, How and Does It Work?” ■ “Measuring Operational Performance”
■ “A Racially Just Future: 2021 NCAA Basketball Final Four Talks” ■ “Impact Fees and Cost of Service”
■ “Successfully Implementing a Strategic Plan”
Our Subconsulting Partners
When composing the ideal project team for the City, we looked for partners who bring the right skill sets, experience, and background necessary to complement those the BerryDunn team possesses. We believe that the City will see the value our subcontracting partners provide as it relates to this master plan update project, and we are pleased to introduce them in the sections that follow. 5 Kimley-Horn
Kimley-Horn and Associates, Inc. is a 6,500-person, multidisciplinary consulting firm composed of civil engineers, roadway designers, environmental engineers, landscape architects, planners, and other talented design professionals. Founded 55 years ago and with offices across the country, including 12 in California, one of which is in Los Angeles, Kimley-Horn brings a panoramic perspective from successfully completing numerous parks and recreation projects for federal, state, regional, and local government clients.

From concept to implementation, Kimley-Horn has extensive experience planning and designing active and passive parks, greenways, waterways, and people-places for agencies and municipalities nationwide. KimleyHorn’s planners and landscape architects emphasize the development of a functional, pleasing visual environment, meaningful themes, and strong connection to environment while being sensitive to budget and long-term maintenance. With strong local ties and park design experience, KimleyHorn has the capabilities and resources to complete a wide range of tasks that not only meet communities’ needs, but also act as recreational destinations for years to come.

ETC
ETC Institute is a market research firm that specializes in the design and administration of market research for governmental organizations. ETC Institute’s major areas of emphasis include resident satisfaction surveys, parks and recreation surveys, community planning surveys, business surveys, transportation surveys, employee surveys, voter opinion surveys, focus groups, and stakeholder interviews. Since 1982, ETC Institute has completed research projects for organizations in 49 states. ETC Institute has designed and administered more than 5,000 statistically valid surveys and their team of professional researchers have moderated more than 1,000 focus groups and 2,000 stakeholder meetings. During the past five years alone, ETC Institute has administered surveys in more than 1,000 cities and counties across the United States.
6 2. RELEVANT EXPERIENCE
We have a demonstrated commitment to serving public-sector clients in the State of California (the State).

This, along with our involvement in the State’s industry associations, will help ensure we bring firsthand knowledge, insight, and industry, regional, and national best practices to this project. We have developed a strong understanding of the public-sector landscape in the State through recent or ongoing consulting engagements with the following clients:

This—along with our involvement in the CPRS—will help ensure we bring firsthand knowledge; insights; and industry, regional, and national best practices to this project.

Master, Strategic, and Comprehensive Planning
With the BerryDunn-led team, the City will be served by a firm with experience conducting hundreds of master
planning projects. Through this, we have refined our
approach, engagement strategies, analyses, and
recommendations to help ensure master planning
processes are participatory and inclusive, innovative and creative, industry-aligned and community-centric, as well as reflective of the clients we serve. The City can trust that we will leverage lessons learned and best practices from past engagements and prior public service to customize our
approach to the requested work effort to best address the goals and objectives for this project.

Bay Area Air Quality
Management District
City of Alameda
City of Belmont
City of Coronado
City of Dublin
City of Fountain Valley
Greater Vallejo Recreation
District
City of Irvine
City of La Mesa
City of Livermore
City of Long Beach
City of Menifee
City of Modesto
City of Montebello
City of Monterey Park
City of Murrietta
City of Novato
City of Oxnard
City of Palmdale
City of Perris
City of Redding
City of Redlands
City of San Jose
City of San Leandro
City of Santee
City of Simi Valley
City of Villa Park
Jurupa Valley Park and
Recreation District
Sacramento Municipal Utility
District
Sonoma County
Sonoma Resource
Conservation District
Southern California Library
Cooperative
South Pasadena Public Library
7 Below, we highlight our parks and recreation master, strategic, and comprehensive planning clients from the last several years conducted by the BerryDunn team.

Ada County, ID
Adams County, CO
Avondale, AZ
Buncombe County, NC
Cabarrus County, NC
Calvert County, MD
Charles County, MD
Charleston County, SC
City/County of Denver, CO
City of Aurora, CO
City of Bozeman, MT
City of Boynton Beach, FL
City of Burlington, NC
City of Cedar Park, TX
City of Commerce City, CO
City of Crestwood, MO
City of Denver, CO
City of Ferguson, MO
City of Fort Lauderdale, FL
City of Gilbert, AZ
City of Greeley, CO
City of Iowa City, IA
City of Irving, TX
City of Kennewick, WA
City of Lauderdale Lakes, FL
City of Lynchburg, VA
City of Jersey City, NJ
City of Manhattan, KS
City of Mebane, NC
City of Mesa, AZ
City of Nampa, ID
City of Norwalk, CT
City of Novato, CA
City of Owensboro, KY
City of Palm Coast, FL
City of Palmdale, CA
City of Parkland, FL
City of Pflugerville, TX
City of Raleigh, NC
City of Sandpoint, ID
City of Tampa, FL
City of Wilsonville, OR
County of Dinwiddie, VA
DeKalb County, GA
Elmhurst Park District, IL
Evergreen Park and
Recreation District, CO
Howard County, MD
Iredell County, NC
Jackson County, MS
Jurupa Area Recreation and
Park District, CA
Johnson County, KS
Loudoun County, VA
Martin County, FL
MD National Capital Park
Planning Commission
Mecklenburg County, NC
Peninsula Metropolitan Park
District, WA
San Luis Obispo County, CA
Town of Erie, CO
Town of Groton, CT
Town of Jupiter, FL
Town of Manchester, CT
Town of Sahuarita, AZ
Town of Wilbraham, MA
Township of Canton, MI
Valdosta-Lowndes County, GA
Vermont State Parks
Village of Ardsley, NY
Village of Downers Grove, IL
Village of Lincolnwood, IL
Village of Palm Springs, FL
Village of Pinecrest, FL
Washington Township, OH
Western DuPage Special
Recreation Association, IL
Wheeling Park District, IL
Willamalane Parks and
Recreation District, OR
Wilmette Park District, IL
8 3. REFERENCES
BerryDunn completed a Parks, Recreation, Facilities, and Open Space Master Plan for the City of Pflugerville, Texas. The completed plan is part of the City’s Aspire 2040 plan. It offers an updated assessment of parks, recreation, open space, and trails within the City.

This project included a comprehensive engagement effort with multiple ways to gather feedback from residents. Our team utilized a combination of in-person and online engagement tools including Social Pinpoint as the online engagement platform and a mobile comment board traveling to various locations
throughout the City. We created a project-specific brand to spark buy-in and distinguish this plan for the community. We also created an inventory of the parks, recreation, and open space system; level of service analysis; community needs assessment; and strategic plan. One of the highlights of the project was the achievement of over 30,000 touch points from the internal organization and external voices of the community, which resulted in three awards for local governance in Texas.

City of Pflugerville, Texas
Parks, Recreation, and Open Space Master Plan

LISTEN TO THE

PODCAST
Reference:

Shane Mize
Parks and Recreation Director
400 Immanuel Rd.

Pflugerville, TX 78660
512-990-6350
[email protected]
Town of Gilbert, Arizona
Parks, Recreation, and Open Space Master Plan
BerryDunn is currently working with the Town of Gilbert, Arizona, on a Parks and Recreation Master Plan. Once completed, this plan will provide actionable strategies that will allow the Town to continue its tradition of providing superior parks, recreation, and cultural programs. This CAPRA-accredited agency offers a variety of programs and services to about 268,000 residents in the Phoenix metropolitan area. Our team conducted extensive outreach as part of this project, engaging members of the community through a variety of focus groups, pop-up events, and digital efforts. Our team also completed a program
assessment linked with the Town’s DEI toolkit and assessment.

Our team is also conducting an assessment of department operations to recommend organizational efficiencies.

Reference:

Robert Carmona
90 E. Civic Center Dr.

Gilbert, AZ 85296
480-503-6200
[email protected]
9 Jurupa Area Recreation and Park District
Parks and Recreation Master Plan
BerryDunn is working with the Jurupa Area Recreation and Park District on a Parks and Recreation Master Plan. The District manages 38 parks and recreation facilities in two large areas of the Jurupa Valley.

Our team engaged the public throughout the project, including a customized project website that attracted 6,450 site visits.

The team collected feedback from various planning areas throughout the District to help ensure an equitable distribution of facilities and programs. We employed translation and intercept surveying to engage Spanish-speaking members of the community. Additionally, the project includes an inventory of parks and recreation facilities, level of service analysis, and operational assessment. Once completed, the District will have a set of implementable goals and action items.

Reference:

Colby Diuguid, General Manager
8621 Jurupa Rd.

Jurupa Valley, CA 92509
951-361-2090 | [email protected]
As part of team lead by Agency Landscape + Planning,
BerryDunn is assisting with the Raleigh Parks System Plan Update process. BerryDunn’s role includes an accreditation review beginning with a high-level review of PRCP policy and state of business operations to evaluate the current state of the organization. We are identifying best practices for the updated plan to directly support Raleigh’s path to
accreditation.

BerryDunn is also completing a recreation program
assessment which will include identifying strategies,
methodologies, best practices and templates for collecting, analyzing, reporting, and acting on user feedback. This task will also involve evaluating and proposing recommendations to update program offerings and program delivery strategies.

Using a gap analysis, we will address changes in community needs, priorities, and expectations since the 2014 plan update.

BerryDunn reviewed the City’s current user fee, cost recovery, and special events fee policies and the financial assistance program and made recommendations for changes. To better understand how large cities are handling financial assistance programs, BerryDunn is conducting a Think Tank with leaders across the country to discuss this topic.

City of Raleigh, North Carolina
Parks System Plan Update
Reference:

Ken Hisler, Assistant Director
City of Raleigh Parks, Recreation and
Cultural Resources Department
222 West Hargett Street, Suite 608
Raleigh, NC 27601
919-996-4823
[email protected]
10 4. PROJECT TEAM
Our team members bring valuable perspectives from their experiences leading parks and recreation agencies, as well as supporting agencies through master planning, strategic planning, and other key initiatives. Figure 1 illustrates our team’s organization, leadership, support, and partnerships.

Figure 1: Project Team Organizational Structure
Nikki Ginger
Project Manager
Elsa Fischer
Engagement Manager
Chad Snow
Project Principal
Subject Matter Experts
Barbara Heller
Tom Diehl
Rich Neumann
Becky Dunlap
Oliver Amaya
Miranda Hanson
Caylon Vielehr
Randall Kopff, PLA, ASLA
Park Planner

Jason Morado
Director of Research
11 Nikki Ginger, SHRM—SCP, CPRE
Nikki is a senior consultant in BerryDunn’s Parks, Recreation, Libraries Practice. With nearly 13 years of experience at the Chicago Park District, she brings a wealth of experience in parks and recreation. She has a diverse background in organizational and professional development, employee engagement, and staff training, and was a key member on achieving CAPRA accreditation and the National Gold Medal for the Chicago Park District. Nikki joined BerryDunn with an eye toward helping agencies around the country engage and support staff and communities. She is a regular speaker at both national and state conferences and created the nationally recognized CPRP training program. She is the former chair of the NRPA Program Committee and current Directors School Faculty. She was also formally on the Illinois Park and Recreation Association Programming Committee and Education Road Show.

PROJECT MANAGER
As project manager, Nikki Ginger will serve as the City’s primary point of contact.

She will monitor project progress, track the initiation and completion of tasks and milestones, and manage the master planning process.

Elsa Fischer, CPRP
Elsa is a manager in BerryDunn’s Parks, Recreation, Libraries Practice. She brings more than 30 years of experience in parks and recreation, a majority of which was in senior leadership roles. Her comprehensive experience in recreation programming, facility management, fiscal management, collaboration, and capital project involvement infuses itself into all aspects of her consulting project work.

ENGAGEMENT MANAGER
As engagement manager, Elsa Fischer will work closely with Nikki, providing oversight for the engagement. She will monitor project progress, track the initiation and completion of tasks and milestones, and manage the master planning process.

SUBJECT MATTER EXPERTS
As subject matter experts, Barbara, Tom, Becky, Rich, Oliver, and Miranda will contribute specialized expertise throughout all aspect of the project.
12 Barbara Heller, MPA | Subject Matter Expert
Barbara is a lead advisor for BerryDunn's Parks, Recreation, Libraries Practice. She offers deep industry expertise built upon 40 years of experience working in and with agencies on strategic planning, needs analyses, master planning, financial analyses, cost recovery, and quality assessments. She leverages this experience to help municipal and county parks and recreation departments achieve their management and planning goals.

Tom Diehl, MS, CPRP | Subject Matter Expert
Tom Diehl is a manager in BerryDunn’s Parks, Recreation, Libraries Practice and a Recreation and Athletics Management Professional with 35 years of experience at both public and private institutions. Tom has concentrated on program and facility enhancement, and his expertise includes strategic and master planning, feasibility studies, capital and operational planning, budgeting, resource management, procurement/contract administration, equipment specifications, construction management and historical renovations. He has extensive experience with recreation and athletics programming, community relations, and special events management. He has successfully overseen capital projects valued up to $60 million .

Rich Neumann | Subject Matter Expert
Rich is a senior consultant in BerryDunn’s Parks, Recreation, Libraries Practice. He is a recognized public-sector industry leader, with nearly 30 years of experience, in marketing, communications, and branding, as well as a wildly creative parks, recreation, and cultural arts professional. He has proven success in community engagement, special events, strategic planning, marketing, and public relations. Rich is a sought-after presenter at professional association conferences across the country; additionally, his wildly creative events attract broad community participation and have been adopted by municipalities nationwide.

Becky Dunlap, CPRP | Subject Matter Expert
Becky is a senior consultant in BerryDunn’s Parks, Recreation, Libraries Practice. She is a purpose-driven, strategy-focused CPRP who specializes in maximizing organizational efficiencies and opportunities for innovation. She takes a human-first approach to find solutions for the most pressing issues facing the field of parks and recreation, leveraging her broad experience in camp, sports, recreation facility, and park management.

Oliver Amaya, CPRP | Subject Matter Expert
Oliver Amaya is a consultant in BerryDunn’s Parks, Recreation, Libraries Practice. He is an innovative project consultant, bringing six years of experience directing new projects, managing various contracts, instituting cost, and schedule controls, and establishing best practices. Oliver brings progressive management experience and has had repeated success in developing project initiatives and achieving performance targets. Oliver is fluent in Spanish and focuses on creative methods to engage the Latin and Hispanic communities.
13 Caylon Vielehr | Subject Matter Expert
Caylon is a consultant in BerryDunn’s Parks, Recreation, Libraries Practice. He has served in many roles throughout the last decade. His love for health and play have given Caylon a true appreciation for our public spaces and the role that they can play in our communal and ecological health. He applies a keen interest in geographic information science and the impacts it has on our human landscape, social justice, and equality. Through his experience in program leadership, Caylon has worked personally with diverse populations and gained valuable experience in communication and public relations. He provides a combination of technical analysis, people-oriented personality, and passion for the power that parks and recreation brings to quality of life in communities.

Miranda Hanson | Subject Matter Expert
Miranda is a consultant with BerryDunn’s Local Government Practice Group. They have experience with coordinating project management needs, facilitating change management activities, training staff, and vendor coordination. On recent Parks, Recreation, and Libraries projects they have assisted with research, reporting, and recreation staff engagement.

SUB-CONSULTANTS
We will use the following sub-consultants for this project.

Randall Kopff, PLA | Kimley-Horn
With more than 19 years of professional experience, Randall has encompassed a wide variety of landscape architectural, planning, and graphic services on projects throughout the U.S. His skills include site inventory/ analysis, master planning, design development, graphic presentations, 3-D modeling, project management, and detailed technical drawings. Randall uses his diverse project background to work closely with individual clients to interpret public input and ensure that the proper vision has been achieved throughout the planning and design implementation processes.

Jason Morado | ETC
Jason has over 20 years of experience in the design, administration, and analysis of community market research. He has served as the project manager on community survey research projects for over 600 local governmental organizations throughout the U.S. Mr. Morado is experienced in all phases of project management of market research studies, including survey design, developing sampling plans, quantitative and qualitative analysis, interpretation of results and presentation of findings. His areas of emphasis include citizen satisfaction surveys, parks and recreation needs assessment surveys, community planning surveys, business surveys, and transportation studies. He has also led the coordination and facilitation of focus groups and stakeholder interviews for a wide range of topics. 14 5. APPROACH
With its beautiful lake—recognized as the largest natural freshwater lake in Southern California—the City’s crown jewel is a draw for fisherman, swimmers, and adventure seekers. Recreation is abundant in the City from an impressive skate park and BMX pump track to the minor-league baseball stadium, sports fields, and the Dream Extreme Center. There is something for everyone—including our four-legged friends—in Lake Elsinore. Lake Elsinore is home to nearly 72,000 residents—over 50% identifying as Hispanic—and has grown by over 35% between 2010-2020. This growth has led to a shift in parks and community services needs.

Today, the City is building on its first long-term plan to achieve the City’s Vision—Dream Extreme. The City aspires to be an action sports destination as well as a vibrant and active community for its residents, while promoting public health and inclusivity. The Community Services Department plays a strong role in helping the City achieve these goals and its overall vision. This Community Services Master Plan will allow the City to assess its existing recreation services, parks, and facilities, along with potential open spaces and lands to meet future demand.

Upon completion, this updated plan will provide the City with realistic and implementable goals and priorities that “Dream Extreme” and will guide the City into the future.

Photo Credit: Dirk DBQ used with permission via Creative Commons for Flickr Project Understanding
15 Work Plan
PHASE 1: DISCOVERY

1.1 Conduct Initial Project Planning. We will conduct
an initial project planning and discovery session to
identify potential stakeholder groups, project team
members, project milestones, and expectations. We
will discuss our proposed project schedule, project
work plan, and roles and responsibilities.

1.2 Develop a Project Work Plan and Schedule.

Based on our initial planning meeting, we will
develop a Project Work Plan and Schedule, which
will outline project specifics, communication and
scope; timeline; and stakeholder groups. In
addition, the Project Work Plan will incorporate
agreed-upon procedures between BerryDunn and
the City related to project control, including quality
management and deliverable submission/
acceptance management.

1.3 Facilitate a Kickoff Presentation. We will
conduct an on-site kickoff presentation with the
City’s project team that will serve as an opportunity
to introduce our project team members, discuss
project goals, present our approach and
methodology, review the schedule of key project
dates, and answer questions from City’s project
team. While on-site, we will also tour City parks,
recreation facilities, assets, and open spaces. This
tour will give us a grounded exposure to physical
resources, user experience, and staff environments.

1.4 Conduct a Data Review. One of the most
important elements of this process will be our
team’s ability to gain a breadth of knowledge about
Below and on the following pages, we present our work plan intended to achieve the City’s goals and objectives for this important initiative. We look forward to discussing our approach with the City and further customizing our work plan to best accommodate the City’s master planning needs. plans, structure, operations, and systems, as
well as the City’s staff and community. To start
the process, we will submit an information
request to the City’s project team to gather
applicable documents and data.

The City will only be asked to provide
documents and data that is available; we will
not ask the City to produce any new
documentation to satisfy the request. All
information gathered will be reviewed by our
team to inform our understanding of the
current environment, glean insights from work
completed to date, and minimize impacts to
City staff during the work effort.

Deliverable 1: Project Work Plan
and Schedule
16 1.5 Analyze Demographics and Population
Projections. To provide insight into the potential
market for the current and future community
needs, we will conduct a demographic analysis
and market profile of the City. Our team will
utilize all information available from previous
planning efforts, Riverside County, the U.S.

Census Bureau, Esri, and other national and
local sources. A detailed demographic analysis
based on service areas will outline trends and
information that could affect the need for land
acquisition, development, and regional planning.

We will pay particular attention to data regarding
such variables as age, presence of children,
ethnicity, household size, and income. We will
also consider unique populations which may
require specialized or disproportionate services
and programming, such as seniors, teens,
preschoolers, second-language learners,
individuals with disabilities, military families and
veterans, etc. We will note how these changes
will affect Community Services over the next five
years.

Gather Placer.ai mobility data and user geoanalysis. To delve deeper into community data, BerryDunn has partnered with Placer.ai to
analyze mobile data for our clients.

Placer.ai is an advanced foot traffic analytics
platform that leverages mobile location data to
better understand current and potential users,
usage patterns, and local and national
competitors. This data provides detailed insight
into how people move in and out of physical
spaces such as parks, recreation centers, stores,
shopping malls, and other public spaces. These
insights can be used to help the City optimize
operations by recognizing usage and travel
patterns and use data-driven decisions for future
programming and facilities. Placer.ai’s powerful
analytics capabilities are made possible by a
proprietary machine learning algorithm that
processes billions of location data points. The
data is collected based on high level mobile data
and does not collect any sensitive user
information such as actual home or work
locations or names.

Deliverable 2: Demographics
Report
17 1.6 Conduct status update meetings. We will
conduct status update meetings with the City’s
project manager on a biweekly cadence to
communicate current and anticipated project
management needs, provide updates on project
progress and the schedule, and discuss potential
risks and issues. These meetings are intended to
promote transparency in the process and generate
buy-in for project outcomes.

PHASE 2: ENGAGEMENT

2.1 Create a Detailed Engagement Strategy. To
reach a broad section of community members, we
have proposed a hybrid approach for this master
planning update. We chose this approach for the
following reasons:
■ An interactive, virtual project site can give
residents a “home base” to provide opinions
and check on project events. This consistent
access to project communication will support
our stated goal to engage the community
throughout the engagement.
■ In-person events will play a key role in reaching
disconnected community groups or groups with
limited access to technology.
■ Multiple channels of engagement will support
efforts to include users and non-users within
the City’s system.

As we develop a Detailed Engagement Strategy
with the City, we will discuss both virtual and inperson options, determine methods of community involvement, confirm key stakeholders—including
the City Manager, executive staff, City department
heads and members of City Council--create a
schedule for public input events and the promotion
and coordination of stakeholder input events, and
determine specific stakeholder interview and focus
group questions. The Detailed Engagement
Strategy will also be developed with the City’s
culture and identity in mind.

Inclusive Engagement
BerryDunn and our local team members
will engage in targeted outreach to
underrepresented communities, including
but not limited to communities of color,
low-income residents, immigrant and
refugee populations, non-English
speakers, individuals facing health
disparities, elderly residents, and more. To
help ensure recommendations promote
equitable outcomes, we must not only
lower barriers to participating in the
planning process but also actively
prioritize engagement of entities working
with communities facing the highest
barriers to accessing parks, community
recreation facilities, and open spaces. We
will conduct demographic research and
identify priority communities and
geographies for targeted outreach. Results
will serve as the foundation for community
engagement efforts moving forward.

We commonly use a hybrid approach to
engagement, using in-person and digital
strategies to reach more members of the
community. We partner with local groups—
including sports organizations, faith-based
groups, and other community leaders—to
meet community members where they are
and encourage broader participation.

Deliverable 3: Detailed Engagement
Strategy
18 2.2 Develop a Project Brand. Creating a brand
for a master planning project helps to establish
buy-in throughout the community and make
residents more aware of how to connect with
parks, recreation, trails, and open space in the
City. As an optional service, our professional
designers and marketing staff can work with the
City to develop a message and brand for the
project that is recognizable for community
members and resonates with different groups
and demographics.

2.3 Develop a Project Website and Engagement
Portal. We will work with City staff to create a
project website via Social Pinpoint that will keep
the community informed of the project. The City’s
Social Pinpoint site will also provide community
members a means to share valuable input. This
interactive online tool helps strengthen the City’s
relationship with its stakeholders, resulting in a
diverse collection of feedback and betterinformed planning outcomes.

We will collaboratively determine which Social
Pinpoint tools will best serve the desired
outreach outcomes. We anticipate that the City
will see value in utilizing Social Pinpoint’s survey,
mapping, forums, and ideas wall, and we look
forward to discussing and customizing this site
to reflect the needs and desires, goals and
objectives, and community culture of the City.

Note: Our team will maintain the project website
throughout the planning process to keep
residents and staff up to date on project
progress and promote participatory events.

2.4 Conduct Internal Leader and Staff Activities.

Internal engagement with the City will include
interviews and focus groups with leadership,
management, and staff to conduct fact-finding
activities, focusing on recreation programs,
services, and facility operations. We anticipate a
series of meetings that include:
■ City leadership
■ Executive staff from the Community Services
Department
■ Staff from the Community Development, IT,
Finance, and Public Works Departments
■ Administrative team members
■ City Council representatives
■ Other City staff as needed
These meetings will provide internal
stakeholders an opportunity to provide input
related to the future direction of the City’s parks,
recreation programs, trails, and facilities. Staff
perspectives are extremely important, and our
approach intentionally involves staff throughout
the entire process, as they will have
responsibility for implementing the
recommendations.

Deliverable 4: Online Engagement
Platform Development and
Administration
Sample project branding elements
19 2.5 Facilitate Stakeholder Meetings. To gather
information related to needs and interests, we
will hold up to four meetings with key
stakeholders such as community leaders from
the City, school district representatives, user
groups, friends groups, alternative providers,
and other groups or individuals as identified.

2.6 Host Public Input Sessions. Our team will
facilitate two virtual and four in-person public
focus groups to collect input from key
community stakeholders, including one at the
Senior Activity Center. We will seek input from
businesses, nonprofits, public agencies, and
volunteer partners, as well as any
neighborhood alliances and representatives.

Further, we will routinely reach out to
representatives of identified under-represented
population groups and engage them in the
assessment and recommendations
development process, helping to ensure an
inclusive and equitable engagement process.

During our strategy development, we will work
with the City to organize events that are childfriendly; physically accessible for those with hearing, vision, or mobility challenges; and
scheduled at a variety of times to widen
attendance. Additionally, we will leverage
Social Pinpoint’s translation feature to provide
multiple language options on the project site.

2.7 Facilitate Pop-Up Events. We will host three
pop-up events featuring “booths” for
community members to visit and provide
feedback. We expect to seek out creative,
innovative, and fun locations to engage the
communities throughout the City and connect
with residents. The layout and makeup of each
client with which we work has informed the
types of activities that are best suited to the
residents involved in the planning process. Our
team is using a similar approach for other
master planning efforts. We can conduct this
engagement featuring interactive elements at:
■ Social events, such as concerts or family
movie events
■ Regular gatherings, such as public markets
■ Widely accessed sites, such as parks,
community centers, or public library
■ Neighborhood walks

2.8 Conduct a Statistically Valid Survey.

BerryDunn is a strong proponent of including a
statistically valid survey as part of all planning
projects to reflect the quantitative needs of a
community most accurately. While stakeholder
meetings, focus groups, and public meetings
allow us to draw in interested parties and
users, a statistically valid survey is the only
defensible mechanism that provides feedback
from non-users, who are most likely taxpayers.

We will work with ETC Institute to create a
geographically diverse survey to be mailed to a
representative sample of households within the
City. The survey will provide critical information
in determining community values, satisfaction
levels, needs and priorities, preferred
marketing channels, level of awareness,
current usage levels, and demographic
information for long-range planning efforts.

2.9 Prepare an Engagement Feedback
Summary. Our team will provide a summary of
insights gleaned throughout the engagement
process. Key findings generated from the
demographics analysis, similar provider review,
staff engagement, and community engagement
activities will be assessed in relationship to
each other. We will identify the common
themes woven throughout the meetings,
electronic engagement tools, and potential
service gaps, as well as any pertinent
observations garnered through the feedback.

Deliverable 5: Engagement
Feedback Summary
20 PHASE 3: ANALYSIS

3.1 Conduct Facility Inventory and Resource
Mapping. Our team will utilize all available base
GIS materials to compile an updated assessment
of parks, recreation and community services
facilities, and open space amenities within the
City. We will supplement the inventory with
various tasks including, but not limited to
research, mapping, and personal inspection and
conditions of key parks, facilities, and open
spaces as needed.

The available capacity-style approach will be
enhanced with on-site component data collection
and analysis to create a complete data set and
determine current conditions for:
■ Quantity of all relevant system components
■ Quality of components (three-point scaling
along with aesthetic attributes)
■ Functionality of components for their
intended purpose for this plan life cycle
Our analysis builds upon the traditional capacity
analysis but is unique in its ability to analyze both
the quantity (capacity) and quality of individual
components of an entire system. The process
has been developed to provide detailed,
customized analyses of the City’s system—based
on the unique assets of the community—to
determine how effectively the current system is
serving residents and visitors.

By combining these metrics with demographics
information and findings from other tasks, we will
tailor our deliverables to target issues, needs,
and community goals specific to the City.

3.2 Analyze Financial and Funding Resources.

We realize that recommendations mean nothing
without examining the financial resources
necessary to move forward. We will consider the
implications and possibilities at all stages.

BerryDunn will conduct an overview analysis of
existing funding to understand how the City is
meeting current needs and based on
recommended improvements, determine if
current funding sources are sufficient for both
capital and operational costs. Based on the
strategic recommendations that arise out of the
needs assessment, we will identify probable
operating, maintenance, and capital costs and
recommendations for potential funding sources
and mechanisms for the next ten years, including
Measure Z, Development Impact Fees, taxes, and
other funding sources.

BerryDunn brings extensive experience in
evaluating options for alternative funding,
including grants, donor programs, and/or
partnerships. Our project team will identify key
partners in the area through the planning
process and can provide management
recommendations to enhance this potential
funding area.

Note: This task does not include procurement of
alternative funding, but this can be addressed
separately if desired.

3.3 Evaluate Level of Service. Using the City’s
community demographic profile, stakeholder
engagement results, and inventory, we will
assess the quality and quantity of parks,
recreation facilities, and open spaces provided
by the City. We will evaluate the adequacy based
Deliverable 6: Inventory and
Assessment Report
Deliverable 7: Financial Analysis
21 on size and location in relation to existing and
future population. We will also make
recommendations for minimizing duplication and/
or enhancing possibilities for collaborative
partnerships where appropriate.

3.4. Assess Alternate Providers and Potential
Partners. We will identify potential partnerships
and collaborations with surrounding agencies and
service providers.

3.5 Prepare an Inventory and Analysis of Programs.

We will develop an inventory of existing programs
for youth, adults, and seniors and subsequently
compare the inventory to feedback collected during
the community engagement. This will help ensure
program offerings are aligned appropriately with
community needs. The program and services
inventory will be matched up to the inventory and
analysis to help ensure there are appropriate
spaces for the future program menu. We will also
compare current program offerings with identified
community needs expressed in the engagement
process.

The analysis process will begin with an interactive
workshop with City staff to review issues,
challenges, strengths, and weaknesses of
programs and services. An inventory of core
programs will be developed and analyzed
according to program life cycle distribution, gap
analysis, and age segment analysis.

We will review program performance trends and
consider their impact on the City, and we will
conduct a participation analysis and financial
performance review. These activities will help
establish the level of equitable distribution of
programs as well as alignment with community
need. Based on our data review, we will develop
mapping visuals illustrating where the City’s
programs and services are offered, with the intent
of informing our gap analysis. We will compare our
findings to community feedback gathered on
recreation programming and desired changes or
improvements. This feedback will help inform our
recommendations for future program offerings.

3.6 Create Park Development Standards and Land
Acquisition Criteria. Kimley-Horn will develop
guidelines for up to five park classification types
that align with future development and land
acquisition goals and objectives. Kimley-Horn
assumes that each classification will include a list
of estimated acreages, proposed amenities and
facilities that would generally be include in each
park type, as well as parameters and criteria for
future site selection. The park development
standards developed will apply to parks and
recreation facilities designed and/or ultimately
maintained by the City.

3.7 Conduct Benchmarking and National
Comparisons. To help ensure the City and its
community have a clear understanding of the key
topics and trends influencing the next several years,
we will look at comparative trends and available
benchmarks for financial sustainability, facility
usage policies and fees, asset management,
programs and services, and related planning
aspects. Additional topics may be identified to help
understand and prioritize other community
concerns.

Deliverable 8: Level of Service
Analysis
Deliverable 9: Similar Provider
Assessment
Deliverable 10: Recreation
Assessment
Deliverable 11: Park Development
Standards and Land Acquisition
Criteria
22 3.8 Prepare a Maintenance Assessment. We will
assess the performance of City parks and
recreation properties and facilities to look for
potential efficiencies, including identifying deferred
maintenance, assessing future maintenance,
repair, or enhancement needs, and identifying
current maintenance policies and protocols. This
process will help ensure efficient organization of
City resources.

Among the key activities of an effective planning
process is the intentional effort to analyze the
operational structure of the system related to
maintenance. We will assess the City’s
maintenance capacity, synergies, efficiencies,
growth areas, and other important characteristics
that can be enhanced or improved. This will help
our team identify opportunities for strengthening
future service development and delivery and,
ultimately, quality of service and community impact.

The maintenance system will also be reviewed,
including regular and preventative maintenance
schedules, equipment management systems, and
work request processes. Woven through the
assessment will be the utilization of technology and
opportunities to better-leverage technological
advances. The resulting plan will help guide future
service levels and inform future fiscal needs.

3.9 Evaluate Progress on Previous Goals. We will
review and discuss with Department leadership the
City’s previous Parks and Recreation Master Plan.

This process will allow us to evaluate progress and
determine the extent to which goals have been
accomplished or may no longer be relevant.

3.10 Develop a Capital Improvement Plan (CIP):

Utilizing the results of the community/public input
process, the park inventory and analysis and
programing/ facility priorities established as a part
of the project. Kimley-Horn will develop a threetiered capital improvement plan matrix, for the city’s 20 existing parks and up to two (2) future parks/
facilities. The three tiers shall include both
sustainable (life cycle replacement) projects and
visionary (future improvement) projects. KimleyHorn will work with BerryDunn and the City to develop a CIP which classifies associated costs and
identifies projects for each of the City’s next three
standard CIP cycles, (short-, mid- and long-term).

3.11. Assess Department Technology. BerryDunn
will complete an assessment of the Department’s
technology components in relation to their ability to
effectively communicate with the community today
and in the future. We will review the registration/
reservation platform, website and social media
reach and capacities, WiFi and internet connectivity
in parks and facilities, information kiosks and
wayfinding, and provide a summary of emerging
park and recreation technologies.

Deliverable 13: Maintenance
Assessment

PHASE 4: VISIONING

4.1 Compile and Present Findings. We will compile
initial findings from the inventory, demographics,
needs assessments, and analyses and prepare a
summary findings presentation for staff, City
leadership, the Parks and Recreation Advisory, City
Council, and other identified stakeholders to
validate the accuracy of the findings. During this
stage, we will confirm that all information identified
and collected is correct, and we will ask all
stakeholders to share any additional issues or
opportunities for consideration as we prepare to
move forward into analysis and recommendations.

Deliverable 12: Benchmarking
Assessment
23 PHASE 5: DRAFT AND FINAL MASTER PLAN

5.1 Prepare a Draft Plan. We will summarize and
synthesize all research and stakeholder input and
develop recommendations and priorities into a
Draft Community Services Master Plan. We will
work with the City’s project team to prioritize
recommendations, balancing needs and cost/
benefit analyses, capacity of the City, and
potential budgetary realities. The result will be a
set of recommendations phased into immediate,
near-term, and long-term timeframes that
address goals and action strategies.

5.2 Facilitate a Review Session and Prepare an
Implementation Plan. After applying first round
edits, we will facilitate a review session with the
City to discuss the plan.. We will plan to include a
section in the updated Community Services
Master Plan that will provide a detailed sequence
of steps needed for successful implementation,
as well as review techniques to effectively deploy
the plan with the City, such as:
■ Securing funding sources
■ Capital project review
■ Identification of a plan champion or team of
champions
■ Visual management techniques
■ Ongoing employee engagement
■ Reporting mechanisms and communication
■ Internal marketing
■ Institutionalizing the process by documenting
the steps in the process and continuous
improvement of the process
■ Ongoing plan adjustments
■ Connection to the community, City
management and elected officials, and
employees

5.3 Deliver a Final Presentation. We will present
the updated Community Services Master Plan to
the City leadership to provide an opportunity for
questions and to request final edits.

5.4 Finalize the Plan. After submitting to the City
for review after our presentation, we will
incorporate edits and develop the Final
Community Services Master Plan. We will
encourage a public announcement and
communication with residents about ongoing
implementation updates to continue progress
toward the City’s desired future. BerryDunn will
also provide the City with five printed and bound
copies of the plan, as well as the executive
summary.

Deliverable 14: Draft Community
Services Master Plan Update
Deliverable 15: Final Community
Services Master Plan Update

4.2 Facilitate Visioning Workshops. The visioning
portion is the most thought-provoking and creative
phase of the planning process. Its purpose is to
collaborate with City leaders to develop the most
appropriate response to the identified needs and
priorities of the community based on all the
previous technical aspects of the process.

We will conduct a virtual visioning session to help
ensure we achieve the right pace and generate
momentum in the process. This session will focused
on park level of service, recommendations and
evaluations of recreational services. We will engage
in discussions concerning the identified needs and
potential opportunities for enhancing programs and
indoor recreational facilities.
24 6. ANTICIPATED SCHEDULE
Below, we provide our anticipated schedule for completing the City’s requested scope of work. We expect this project to take approximately 12-14 months, and we look forward to working in collaboration with the City to formalize this schedule. We are happy to expedite or elongate this process as necessary to accommodate the City’s needs, while maintaining momentum throughout the work effort.

Proposed Timeline
PHASE 2: ENGAGEMENT
PHASE 1: DISCOVERY
PHASE 3: ANALYSIS
PHASE 4: VISIONING
PHASE 5: DRAFT AND

FINAL PLAN
1 2 3 4 5 6 7 8 9 10 11 12
25 25

APPENDIX A
Resumes
26 Nikki Ginger is a senior consultant in our Parks, Recreation, Libraries Practice. She has more than a decade of urban parks and recreation leadership experience, including nearly 13 years of experience with the Chicago Park District, where she helped to lead the District’s CAPRA accreditation and earn National Gold Medal recognition. She has a diverse background in organizational and professional development, employee engagement, and staff training, and she excels at helping agencies engage and support their staff and communities.

RELEVANT EXPERIENCE
Staff Development: Nikki has a strong track record of motivating and inspiring staff. While serving the Chicago Park District, she worked with executive leadership to develop a workforce development team and structure. Then, as director of workforce development, Nikki supported a staff for than 3,000 from onboarding through retirement. She created a professional development program; directed a new employee interview process to increase employee retention and ensure alignment of the right candidate to the right position; and she led a staff engagement strategy built around online resources, regular communications, and social support tools.

Organizational Improvement: Nikki has a proven ability to revamp and reenergize parks and recreation programs. She shares related insights and thought leadership regularly at national and state conferences and through the nationally recognized NRPA Certified Parks and Recreation Professional (CPRP) training program. She has firsthand experience leading organizational improvement—for instance, during her time with the Chicago Park District, she launched “innovation sessions” to gather operational information and share opportunities for improvement with executive leadership.

Equity and Mentorship: While serving the Chicago Park District, Nikki oversaw the development of diversity, equity, and inclusion tools, including racial and resilience townhalls, and educational offerings. She formalized university relations , oversaw development of internship program, and helped negotiate educational discounts of up to 25% for Chicago Park District staff.

REPRESENTATIVE PROJECT EXPERIENCE
Elmhurst Park District, IL—Comprehensive Plan
Loudoun County, VA—Strategic Plan for Parks and Recreation Wilmette Park District, IL—Strategic Plan
Town of Gilbert, AZ—Parks, Recreation, Trails, and Open Space Plan Illinois Park and Recreation Association—Strategic Plan Nikki Ginger, CPRE, SHRMSCP
Project Manager

EDUCATION AND

CERTIFICATIONS
MA, Educating Adults,
DePaul University
BA, Marketing and
Psychology, DePaul
University
Certified Parks and
Recreation Executive
(CPRE), National
Recreation and Park
Association (NRPA)
NRPA Directors School,
2019
Society of Human
Resource Management –
Senior Certified
Professional (SHRM-SCP)

MEMBERSHIPS AND

AFFILIATIONS
NRPA
Illinois Park and
Recreation Association
27 Elsa Fischer is a manager in BerryDunn’s Parks & Recreation Practice.

She brings more than 32 years of experience in parks and recreation, a majority of which was in senior leadership roles including director of recreation and superintendent of leisure services. Her comprehensive experience in recreation programming, facility management, fiscal management, collaboration, and capital project involvement infuses itself into all aspects of her consulting project work.

RELEVANT EXPERIENCE
Master and Strategic Planning: As a manager in BerryDunn’s Parks, Recreation, Libraries Practice, Elsa regularly leads and participates in parks and recreation master and strategic planning efforts. She understands the full lifecycle of these initiatives, applies lessons learned and industry best practices, and provides project management in ways that help ensure the long-term success of the planning initiatives. Elsa is an industry leader, regularly speaking at trade conferences and events.

Parks and Recreation Leadership: Prior to joining BerryDunn, Elsa served as superintendent of leisure services for Glenview Park District, Illinois; director of leisure services for Northbrook Park District, Illinois; and in various leadership positions for Downers Grove Park District, Illinois. In these roles, she oversaw indoor and outdoor recreation facilities, recreation programming, cultural facilities, including farms, museums, chapels, theatres, and more.

Capital Improvement: While supporting the Northbrook Park District, Elsa participated in planning and executing the District’s $2 million capital improvement plan and played a key role in a related feasibility study. For the Downers Grove Park District, Elsa helped oversee the design, planning, construction, and operation of a 69,000-square-foot recreation and fitness center.

REPRESENTATIVE PROJECT EXPERIENCE
Parkland, FL – Parks and Recreation Master Plan
Lauderdale Lakes, FL – Parks and Recreation Master Plan Manchester, CT – Parks and Facilities Master Plan
DeKalb County, GA – Recreation Assessment (as part of Master Plan) Loudoun County Parks, Recreation, and Community Services, VA – Strategic Plan
Sanibel, FL – Recreation Department Assessment
Wheeling Park District, IL – Parks and Recreation Comprehensive Plan Charleston County Parks and Recreation Commission, SC – Parks, Recreation, Open Space, and Trails Master Plan
Elsa Fischer, MS, CPRP
Engagement Manager

EDUCATION AND

CERTIFICATIONS
University of Illinois,
Champaign Illinois – B.S.,
Leisure Studies
Aurora University, Aurora,
Illinois – M.S, Recreation
Administration
IPRA Professional
Development School
NRPA Rocky Mountain
Revenue Management
School

P RESENTATIONS
IPRA Workshop,
September 2021
IPRA LGBTQ Safe Zone
Facilitator 2021 –
Present
IL Wesleyan, October
2021
IPRA Conference, January
2022
TRAPS, February 2022
WPRA, February 2022
IPRA Supervisors
Symposium, April 2023
28 Barbara Heller is a lead advisor in Berry Dunn’ s Parks, Recreation, Libraries practice. She offers deep industry expertise built upo n 40 years of experience working in and with agencies on strategic plannin g, needs analyses, master planning, financial analyses, cost recovery, and quality assessments. She leverages this experience to help municipal and county parks and recreation departments achieve their management and planning goals.

PROJECT EXPERIENCE
Project Management and Leadership: Barbara is an established expert in the parks and recreation industry, having led dozens of master planning projects with her own firm Heller and Heller Consulting, with Sasaki Associates as Director of Parks Planning, and with PROS Consulting as a principal consultant.

Parks and Recreation Direction: Barbara also spent decades in the public sector, working for organizations like Naperville Park District, IL; Elk Grove Park District, IL; Arlington Parks and Recreation Department, TX; and the Maryland National Capital Parks and Planning Commission.

REPRESENTATIVE EXPERIENCE
Strategic Plan — Wheeling Park District, IL
Master Plan and Strategic Plan — Glenview Park District, IL Parks and Recreation Master Plan — Glencoe Park District, IL Strategic and Business Development Plan, Washington Township Recreation Department, OH — Project Manager
Strategic Operational Performance Assessment, Roseville Department of Parks, Recreation, and Libraries — Project Manager
Organizational Assessment, Metro Parks Tacoma, WA — Project Manager Sport Facility Feasibility Study, Town of Scarborough, ME— Engagement Manager
Five-Year Strategic Plan, Pottstown Area Regional Recreation Committee — Project Manager
Parks and Recreation Master Plan, City of Parkland, Florida — Engagement Manager
Parks and Recreation Master Plan, City of Lauderdale Lakes, Florida — Engagement Manager
Parks and Recreation Master Plan, Town of Manchester, CT — Engagement Manager
Parks and Recreation Master Plan, DeKalb County, GA — Recreation Consultant (Prime firm: Lose Design)
Barbara Heller, MPA
Subject Matter Expert

EDUCATION AND

CERTIFICATIONS
MPA, American University
BS, Recreation and Parks,
Pennsylvania State
University

PROFESSIONAL

AFFILIATIONS
National Recreation and
Park Association
American Society for
Quality
MA Recreation and Park
Association
Lincoln Foundation for
Business Excellence,
based on Malcolm
Baldrige National Quality
Award
Faculty, National
Recreation and Park
Association Director’s
School
29 Tom Diehl is a manager in our Parks, Recreation, Libraries Practice. He is a recreation and athletics management professional with 38 years of experience serving both public and private institutions. He has concentrated on program and facility enhancement, and his expertise includes strategic and master planning, feasibility studies, capital and operational planning, budgeting, resource management, procurement/ contract administration, equipment specifications, construction management and historical renovations. He has extensive experience with recreation and athletics programming, community relations, and special events management. He has successfully overseen capital projects valued up to $60 million.

RELEVANT EXPERIENCE
Parks and Recreation Consulting: Tom has extensive parks and recreation consulting experience, completing more than 90 projects across 21 states. This includes more than 25 recreation and open space strategic and master plans, more than 20 feasibility studies, and more than nine conceptual park master plans, along with several needs assessments, operation and maintenance cost analyses, sports tourism economic impact studies, land preservation plans, athletic field studies, and ADA transition plans. He has seen it all and leverages this perspective while still brining innovative, forward-thinking ideas to the table.

Recreation and Facility Leadership: Tom’s background includes serving as director and assistant director of recreational sports at Virginia Commonwealth University (VCU); assistant athletic director for facilities at Marist College; and intramural director and facility director at Le Moyne College. He served as a principal with GreenPlay, LLC for seven years before the company merged with BerryDunn. Tom is a longtime member of both NRPA and NIRSA, actively participates in conferences and events, and is committed to industry excellence.

Project Management: Tom frequently serves in project management roles for the full spectrum of parks and recreation projects. He excels at maintaining clear, open lines of communication between clients and BerryDunn, keeping projects on track and on budget, and developing collaborative relationships with communities. Tom is also a graduate of the VCU Grace E. Harris Leadership Institute’s Leadership Development Training.

REPRESENTATIVE CLIENTS
Albany, NY – Recreation Center Feasibility Study
Brookline, MA – Athletic Facilities Master Plan
Colchester, VT – Needs Assessment and Master Plan
College Park, MD – Duvall Field Visioning and Master Plan Grover Beach, CA – Senior Center Needs Assessment and Feasibility Study Tom Diehl, MS, CPRP
Subject Matter Expert

EDUCATION AND

CERTIFICATIONS
Master of Science, Health
and Physical Education,
Syracuse University
Bachelor of Science,
Syracuse University
Certified Parks and
Recreation Professional
(CPRP), National
Recreation and Park
Association (NRPA)
Leadership Development
Training, VCU, Grace E.

Harris Leadership
Institute
Certified Pool Operator
Certified Emergency
Shelter Operator
Active Shooter Training

MEMBERSHIPS AND

AFFILIATIONS
30 Rich Neumann is a senior consultant in our Parks, Recreation, Libraries Practice. He has more than 15 years of public-sector experience related to marketing, cultural affairs, communication, and branding. His unrelenting creativity and offbeat sense of humor allow him to look at opportunities and challenges from a unique perspective. He regularly helps clients envision new pathways, and he understands what is required to execute and implement new ideas in the public-sector landscape.

RELEVANT EXPERIENCE
Arts and Cultural Affairs: Prior to joining BerryDunn, Rich served as cultural affairs manager for the City of Westminster, Colorado, where he oversaw special events, public art, cultural heritage initiatives, and historic preservation. His experience includes leading a visual arts and cultural task force and helping to distribute cultural arts funding. As a consultant, Rich leverages these skills to support arts and culture initiatives and landmarks, generate excitement around community engagement efforts, and help clients plan their events strategies.

Community Engagement: Rich excels at developing targeted community engagement around master and strategic planning initiatives. His outgoing, personable, and thoughtful demeanor allow him to connect with community members, staff, leadership, elected officials, and partner agencies alike. His approach is creative, custom-fit, nuanced, and sensitive to the diverse needs of those involved.

Special Events: Rich has a strong track record of special events creation and execution. While serving as marketing and cultural affairs manager for the City of Westminster, Colorado, he increased event attendance by 300% and revenue by more than 850%. He designed and implemented an event sponsorship program with contracts exceeding $200,000 annually.

REPRESENTATIVE CLIENTS
Adams County, CO—Riverdale Regional Park Master Plan
Gilbert, AZ—Parks, Recreation, and Open Space master Plan Greeley, CO—Parks, Recreation, Culture, and Golf Master Plan

Rich Neumann,

CREDENTIALS
Subject Matter Expert

EDUCATION AND

CERTIFICATIONS
B.S. Communications/
B.S. English; James
Madison University,
Harrisonburg, VA

PRESENTATIONS
Outrageous Events—
Incredible Results! Michigan
Recreation and Parks
Association Annual Parks
Conference, Virtual Session,
February 2021
Relieve Yourself From
Creative Constipation,
Alabama Recreation and
Parks Association Annual
Conference, Birmingham, AL,
January 2019 / North
Carolina Recreation & Park
Association Annual
Conference, Winston-Salem,
NC, October 2018
Marketing Strategy: From
Practical to Practically
Insane, North Carolina
Recreation & Park
Association Annual
Conference, Winston-Salem,
NC, October 2018 / National
Recreation and Parks
31 Becky Dunlap is a senior consultant in our Parks, Recreation, Libraries Practice. She is a purpose-driven, strategy-focused CPRP who specializes in maximizing organizational efficiencies and opportunities for innovation.

She takes a human-first approach to find solutions for the most pressing issues facing the field of parks and recreation, leveraging her broad experience in camp, sports, recreation facility, and park management.

RELEVANT EXPERIENCE
Industry Excellence: Becky is passionate about empowering the next generation of leaders in the field. She has published over 100 episodes of the Let’s Talk Parks podcast, a show to inspire and share resources within the parks and recreation field. In addition, she has been published in Parks and Recreation Business Magazine and was recognized in the inaugural cohort of NRPA’s 30 under 30 in 2021.

Community Engagement: Becky leads dynamic community engagement efforts. She specializes in leveraging technology to reach participants virtually, wherever they are and whenever is most convenient for them.

She combines engagement tools like Social Pinpoint with social media, marketing, branding, trends identification, and demographic analysis, and she trains parks and recreation departments on how to promote continued engagement with their communities.

Public Sector Experience: Thanks to broad exposure to various public-sector roles, Becky brings a holistic perspective to each engagement. She understands how parks and recreation functions fit within larger local government structures and how to maximize potential for collaboration. She has worked for both a city and a county in roles such as facility operations coordinator, zoo camp director, marketing assistant, and customer service team member.

Master Planning: Becky has contributed to parks and recreation master plans in more than 10 communities throughout the country. Since 2015, Becky has developed hundreds of demographics and trends reports, helping agencies understand how to better plan for their changing communities. She excels at blending nationally-recognized best practices with community-specific trends, customs, and needs.

REPRESENTATIVE CLIENTS
Alexandria, VA – Cost Recovery and Resource Allocation Study Coconino County, AZ – Parks and Recreation Master Plan
Hamilton County, TN – Parks and Recreation Master Plan
Henderson, NV – Parks and Recreation Master Plan Update Hesperia Recreation and Park District, CA – Comprehensive Parks and Recreation Master Plan
Phelan Piñon Hills Park and Recreation District, CA – Comprehensive Plan Pleasant Valley Recreation & Parks District, CA – Senior & Community Recreation Facilities Needs Assessment
Becky Dunlap, CPRP
Senior Consultant

EDUCATION AND

CERTIFICATIONS
Bachelor’s Degree, Forest
Resources, Natural
Resources, and Tourism,
University of Georgia
Certified Parks and
Recreation Professional
(CPRP), National
Recreation and Park
Association (NRPA)

PRESENTATIONS
Georgia Parks and
Recreation Association,
2019
Missouri Parks and
Recreation Association,
2018
National Recreation and
Parks Association, 2017
and 2018
Colorado Parks and
Recreation Association,
2016
32 Oliver Amaya is a consultant in our Parks, Recreation, and Libraries Practice. Before joining our team, he worked with the City of Corpus Christi, Texas Parks and Recreation Department as a special projects manager, where he helped the department execute initiatives based in community development, operational improvement, and increased connectivity.

Oliver’s experience serving in the U.S. Army also honed his ability to balance complex projects, work in complex environments, solve difficult challenges, and make effective decisions. His fluency in Spanish and Portuguese, in addition to English, enables him to reach diverse groups and listen to their input.

RELEVANT EXPERIENCE
Project Management: Oliver brings six years of experience directing new projects, managing various contracts, instituting cost and schedule controls, and establishing best practices. He is effective in leading and directing various projects from inception to completion. He has 12 years of progressive management experience and repeated success in developing project initiatives, directing project plans, achieving performance targets, managing budgets, and monitoring project costs.

Cost Recovery: While serving as special projects manager for the City of Corpus Christi, Texas Parks and Recreation Department, Oliver participated in a parks and recreation fee study revision related to residential development as well as a fee study for the City’s tennis center.

Oliver participated in research and peer benchmarking for both fee studies.

Project Coordination: Oliver has performed administrative duties for projects while working closely with project management, subcontractors, and clients. His experience includes organizing subcontractors while staying within budget limitations, preparing work orders and expense reports, translating Spanish and Portuguese documents and conversations into English, optimizing revenue by developing costreduction activities via efficient supplier development and resourcing, and collaborating with other administrative staff on projects and initiatives.

REPRESENTATIVE CLIENTS
Cedar Park, TX—Parks, Recreation, Open Space, and Forestry Master Plan Avondale, AZ—Parks and Recreation Master Plan
Lombard Park District, IL—Comprehensive Plan
Manhattan, KS—Parks and Recreation Master Plan
Oliver Amaya, CPRP, PMP®
Subject Matter Expert

EDUCATION AND

CERTIFICATIONS
BS, Liberal Arts, Excelsior
College
Associate of Applied
Science, Information
Resources Management,
Cochise College
Associate of Science,
Language, Excelsior
College
Certified Project
Management
Professional® (PMP®)
Customer Recovery
Certification
Business Administration
and Leadership
Certification
33 Miranda is a consultant with BerryDunn’s Local Government Practice Group. They have experience with coordinating project management needs, facilitating change management activities, training staff , and vendor coordination. On recent Parks, Recreation, and Libraries projects they have assisted with research, reporting, and recreation staff engagement.

RELEVANT BERRYDUNN EXPERIENCE
Learning and Development: Miranda has managed employee orientation and onboarding logistics, content, and presentation. They have designed, produced, and delivered firm-wide development programs on topics such as diversity, equity, and inclusion, software training, and staff development. They have served on the Vision 2026 Diversity, Equity, and Inclusion Committee as well as the firm DEI Council. In addition, they have created user guide and training materials for the firm-wide implementation of the Learning Management System. As an administrator of this system, Miranda tacked and maintained employee information; course coordination; and the management of training records and status reports. They also have coordinated and helped with training between vendors and our Local Government Practice Group as well as created a training plan checklist to help prepare our internal teams to train their supervisors.

Program Management: Miranda managed four grant-funded projects, simultaneously utilizing project management processes involving distribution of funds; purchasing items; writing follow-up reports; and maximizing budgets within defined project timeline, scope, and budget. They supervised over 70 volunteers through conducting orientations; producing training; detailing duties and responsibilities; assessing volunteer performance; and planning activities to recognize volunteers for their contributions. Miranda also coordinated programming and community partnerships for neighborhood educational centers in areas relating to college access, STEM, literacy and reading.

Research and Supervision: Miranda interviewed survey respondents by telephone while following the University of Southern Maine’s mandated research guidelines and procedures. They recorded data from the interview responses by entering answering into a computer-assisted system, and they supervised interview staff by delegating workloads and answering questions.

Miranda Hanson
Subject Matter Expert

EDUCATION AND

CERTIFICATIONS
BS, Parks and Recreation
Management, Frostburg State
University
Graduate Certificate, Project
Management, Northeastern
University
34 Caylon Vielehr
GIS Lead

EDUCATION AND

CERTIFICATIONS
Bachelor’s Degree,
Philosophy, Fort Lewis
College
Peace Corps, Gambia,
West Africa,
Environmental
Development, Agriculture
Extension, and
Beekeeping Training
Caylon Vielehr is a consultant in our Parks, Recreation, and Libraries Practice. He specializes in using GIS analysis to help parks and recreation agencies inform their strategic decision making and future planning efforts. Specifically, he uses geo-reference amenities standards to conduct level of service (LOS) analysis. He understands the real-world impact geographic information science (GIS) has on social justice and equity, and he combines his technical analysis with his people-oriented personality and passion for the power of parks and recreation to improve lives and communities.

RELEVANT EXPERIENCE
GIS Analyst: Caylon has used his GIS expertise to support the development of more than 30 parks and recreation mater plans. He helps agencies use data—such as the number and size of parks, level of use, location in proximity to population clusters—to measure level of service, make fair and equitable decisions, and identify opportunities for improvement or increased investment. As part of this work, he compiles, inventories, and interprets datasets, develops maps and renderings, and delivers presentations.

Local Government: In addition to providing GIS analysis to parks and recreation clients, Caylon has supported citywide initiatives for local governments. These projects have included a strategic plan for the City of Aurora, Colorado; a feasibility study for the City Tamarac, Florida; and an impact fee study for the City of Windsor, Colorado. He often provides demographic analysis, community outreach, public relations, and general project support.

REPRESENTATIVE CLIENTS
Park & Recreation Master Plans
Angleton, Texas
Brighton, Colorado
Brookline, Massachusetts
Canby, Oregon
College Park, Maryland
El Paso County, Colorado
Fairbanks, AK
Frederick, Maryland
Fruita, Colorado
Georgetown, Texas
Greater Vallejo Rec. Dist., California
Glendale, Arizona
Hamilton County, Tennessee
Hampton, Virginia
Henderson, Nevada
Holly Springs, North Carolina
Iredell County, North Carolina
Kirkland, Washington
Lathrop, California
Mesa, Arizona
ETC Institute 1

JASON MORADO
Director of Community Research
ETC Institute
725 W. Frontier Circle, Olathe, KS 66061
[email protected]
(913) 254-4514

EDUCATION
M.B.A., Webster University, 2009
B.S. in Business Administration – Marketing, Avila University 2000

SUMMARY OF EXPERIENCE
Mr. Morado has over 20 years of experience in the design, administration, and analysis of community market research. He has served as the project manager on community survey research projects for over 600 local governmental organizations throughout the U.S. Mr. Morado is experienced in all phases of project management of market research studies, including survey design, developing sampling plans, quantitative and qualitative analysis, interpretation of results and presentation of findings. His areas of emphasis include citizen satisfaction surveys, parks and recreation needs assessment surveys, community planning surveys, business surveys, and transportation studies. He has also led the coordination and facilitation of focus groups and stakeholder interviews for a wide range of topics.

RELEVANT PROJECT EXPERIENCE
Parks and Recreation Surveys
Mr. Morado has served as a project manager for over 250 parks and recreation surveys for local governmental organizations. Some of these organizations include:
• Atlanta, GA
• Arlington County, VA
• Boone County, KY
• Brownsburg, IN
• Broward County, FL
• Carmel-Clay, IN
• Casa Grande, AZ
• Charleston, SC
• Chatham County, NC
• Chesterfield, MO
• Chino, CA
• Cincinnati, OH
• Coral Gables, FL
• Columbia, MO
• Corpus Christi, TX
• Culpepper County, VA
• Dania Beach, FL
• Davie County, NC
• Denver, CO
• Detroit, MI
• Downers Grove Park District, IL
• Durango, CO
• El Paso County, TX
• Fayetteville-Cumberland County, NC
• Fremont, CA
• Gilroy, CA
• Gwinnett County, GA
• Hamilton County, OH
• Harnett County, NC
• Hoffman Estates Park District, IL
• Hunters Creek, FL
• Huron-Clinton Metroparks, OH
• Idaho Falls, ID
• Las Vegas, NV
• Manchester, CT
• Mecklenburg County, NC
ETC Institute 2
• Merriam, KS
• Miami, FL
• Milton, GA
• Milwaukee County, WI
• Mobile, AL
• Montpelier, VT
• Montgomery County, MD
• Morrisville, NC
• Norfolk, VA
• Oakland County, MI
• Olympia, WA
• Ozark, MO
• Pleasant Hill, CA
• Prince Georges County, MD
• Prince William County, VA
• Roanoke, VA
• Rowan County, NC
• Salvation Army (numerous locations)
• Salina, KS
• San Diego, CA
• Sarasota, FL
• Schaumburg Park District, IL
• Sioux Falls, SD
• South Fulton, GA
• Streamwood Park District, IL
• St. Louis County, MO
• Tampa, FL
• Tucker, GA
• Upper Arlington, OH
• U.S. Army Installation Management
Command
• U.S. Marine Corps
• U.S. National Park Service
• Virginia Beach, VA
• Washtenaw County, MI
• Wayne County, MI
• Westerville, OH
• Westfield, NJ
• West Sacramento, CA
• Wilmington, NC
Community Surveys
Mr. Morado has served as a project manager for over 250 community surveys for local governmental organizations. Some of these organizations include:
• Addison, TX
• Atchison, KS
• Arlington County, VA
• Auburn, AL
• Bensenville, IL
• Cabarrus County, NC
• Camas, WA
• Casper, WY
• Cedar Hill, TX
• Cleveland Heights, OH
• Coral Springs, FL
• Davenport, IA
• Durham, NC
• Durham County, NC
• El Paso, TX
• Elgin, IL
• Enterprise, AL
• Fayetteville, NC
• Gainesville, FL
• Glenview, IL
• Greenville, NC
• High Point, NC
• Henderson, NV
• Independence, MO
• Kirkwood, MO
• Las Vegas, NV
• Louisville, KY
• Manassas, VA
• McAllen, TX
• Meridian, ID
• Mesquite, TX
• Miami, FL
• Missouri City, TX
• Montrose, CO
• Mountain Brook, AL
• Mount Prospect, IL
ETC Institute 3
• Naperville, IL
• Nashville, TN
• Newport, RI
• North Kansas City, MO
• Olathe, KS
• Onslow County, NC
• Oregon City, OR
• Oswego, IL
• Overland Park, KS
• Pinehurst, NC
• Pitkin County, CO
• Plano, TX
• Pleasant Hill, IA
• Prairie Village, KS
• Pueblo, CO
• Raleigh, NC
• Raymore, MO
• Round Rock, TX
• Saint Louis County, MO
• Saint Joseph, MO
• Schertz, TX
• Shawnee, KS
• Shoreline, WA
• Smithfield, NC
• Springfield, MO
• Sterling Height, MI
• Tyler, TX
• Vancouver, WA
• Warrensburg, MO
• Wauwatosa, WI
• Winchester, VA
• Winston-Salem, NC
Randall Kopff, PLA, CLARB
Biography
Randall’s more than 22 years of professional experience, have encompassed a wide variety of landscape architectural, planning, and graphic services on parks and recreation projects throughout the U.S. His skills include site inventory/analysis, master planning, design development, graphic presentations, 3-D modeling, project management, and detailed technical drawings. Randall uses his diverse project background to work closely with individual clients to interpret public input and ensure that the proper vision has been achieved throughout the planning, design and implementation processes.

Professional Credentials
• Bachelor of Science, Landscape Architecture, The Ohio State University • Professional Landscape Architect in California, Arizona, Nevada, and Oregon • The Council of Landscape Architectural Registration Boards, Member #40708 • California Park and Recreation Society, Member
Relevant Project Experience
• City of Seely Bates Park Master Plan
• City of Yuma Bicycle Facilities Master Plan
• City of Hollister Brigantino Regional Park Master Plan • Arizona State Parks Cattail Cove State Park Master Plan • City of Laguna Niguel Crown Valley Park
• City of Salinas Downtown Vibrancy and Main Street Master Plan • Coconino County Fort Tuthill County Park Master Plan Update* • National City Kimball Park
• City of Chula Vista Millenia Park
• National City Paradise Creek Educational Park
• City of Chandler Parks and Recreation Facilities Master Plan • Coconino County Parks and Recreation System Master Plan Update • City of Casa Grande Parks and Recreation System Master Plan • Maricopa County Parks and Recreation System Master Plan* • Town of Oro Valley Parks and Recreation System Master Plan • City of Palmdale Parks and Recreation System Master Plan • City of Littleton Parks and Recreation System Master Plan • Town of Prescott Valley Parks and Recreation System Master Plan • City of Sedona Parks and Recreation System Master Plan • City of El Centro Plank Park
• City of Tustin Red Hill Specific Plan
• San Jacinto Specific Plan
• San Diego University Area Mobility Plan Update
*Projects completed in similar roles at previous employer berrydunn.com
BerryDunn

TO PROVIDE

COST PROPOSAL TO
City of Lake Elsinore,
California
Community Services
Master Plan Update
Submitted January 19, 2024 at 3:00 p.m.
4722 North 24th Street, Suite 250
Phoenix, AZ 85016
480-482-3002
Chad Snow
Project Principal
[email protected]
Nikki Ginger
Project Manager
[email protected]
2 Table 1 presents our proposed costs for completing the City’s requested scope of work. We propose a firm, fixed fee inclusive of all time, materials, and travel. If additional time or on-site work is required to reach deliverable acceptance, we are committed to delivering at that level with no cost increase to the City.

These costs were developed based on the following factors:
■ Our detailed work plan narrative presented in our proposal ■ Our staffing plan and resource allocation, which provides the City with the appropriate number of resources and the ideal level of expertise to complete the tasks defined in the scope of work ■ Our experience conducting projects of similar scope and size Table 1: Proposed Costs by Phase

PHASE COSTS
Phase 1: Discovery $26,170
Phase 2: Engagement $64,265
Phase 3: Analysis $143,335
Phase 4: Visioning $9,270
Phase 5: Draft and Final Master Plan $48,220
TOTAL $291,260
Optional Project Branding $2,320

10) Parcel Map 38195, Evergreen Commercial Development
Approve Parcel Map 38195 subject to City Engineer’s acceptance as being true and correct and authorize the City Clerk to sign the map and arrange for recordation.

REPORT TO CITY COUNCIL
To: Honorable Mayor and Members of the City Council
From: Jason Simpson, City Manager
Prepared by: Remon Habib, City Engineer
Date: March 26, 2024
Subject: Parcel Map 38195, Evergreen Commercial Development Recommendation
Approve Parcel Map 38195 subject to City Engineer’s acceptance as being true and correct and authorize the City Clerk to sign the map and arrange for recordation.

Background
The project site is located at the eastern corner of Central Avenue and Cambern Avenue intersection. Parcel Map 38195 will subdivide 4.141 acres into three (3) commercial lots ranging in size from 1.10 to 1.44 acres and one (1) lettered lot for right of way dedication. Planned development consists of a carwash service, fast service restaurant, and gas station with convenience store.

Discussion
Per the Subdivision Map Act Section 66474.1, Parcel Map 38195 has been reviewed and staff has determined the parcel map is in substantial conformance to the previously approved Tentative Parcel Map 38195. All conditions of approval relative to the parcel map have been completed.

Fiscal Impact
Public improvements are to be constructed by the developer. Security posted is sufficient for the City to complete the construction if needed. Staff time was utilized to prepare the documents.

Attachments
Attachment 1 - Final Boundary Map
Attachment 2 - Vicinity Map

VICINITY MAP
11) Agreement with SAS Construction for the Concrete Footings and Foundation, Bid Set ‘A’ on the New City Hall Project (CIP Project #Z20006)
Approve and authorize the City Manager to execute a Public Works Construction Agreement with SAS Construction in an amount not to exceed $2,690,000.00 for the concrete footings and foundation, bid set ‘A’, on the new City Hall Project (CIP Project #Z20006) in such final form as approved by the City Attorney and authorize the City Manager to execute change orders not exceeding a 10% contingency of $269,000.00 for uncertainties and adjustments.

REPORT TO CITY COUNCIL
To: Honorable Mayor and Members of the City Council
From: Jason Simpson, City Manager
Prepared by: Shannon Buckley, Assistant City Manager
Date: March 26, 2024
Subject: Agreement with SAS Construction for the Concrete Footings and Foundation, Bid Set ‘A’ on the New City Hall Project (CIP Project #Z20006) Recommendation
Approve and authorize the City Manager to execute a Public Works Construction Agreement with SAS Construction in an amount not to exceed $2,690,000.00 for the concrete footings and foundation, bid set ‘A’, on the new City Hall Project (CIP Project #Z20006) in such final form as approved by the City Attorney and authorize the City Manager to execute change orders not exceeding a 10% contingency of $269,000.00 for uncertainties and adjustments.

Background
Construction bid documents were prepared and the project was advertised for bid in accordance with the requirements set forth in the California Public Contract Code. On February 14, 2024, the city posted on PlanetBids the notice of inviting bids for the City Hall project concrete footings and foundation (CIP PROJECT # Z20006). On Wednesday, February 28, 2024, a site visit and job walk was conducted at the project site. All responses to the notice inviting bids questions were posted on PlanetBids. Five bids were received on or before the deadline of 2:00 p.m. on Wednesday, March 13, 2024. The bids were reviewed in Planetbids, examined, and declared in City Hall. The bid results were posted in Planetbids shortly after staff’s review. Following the examination of the bids the lowest bidder, SAS Construction, was reviewed and interviewed by staff and determined complete.

PW Agreement SAS Construction

Discussion
The companies listed below submitted a bid response and attended the mandatory job site visit.

Staff has verified the references and work product of the lowest bidder and the contractor was briefed on the enter scope of work and performed a thorough site visit to better assess the work requirements. Listed below are the submitted proposals for the City Hall concrete footings and foundation scope of work, bid set ‘A‘. Complete bid packages are on file with the City Clerk.

Company Amount Comments
SAS Construction $2,690,000.00
AT Concrete, Inc. $2,692,452.78 - Less than 3 years going entity. - Bid listed scope of work exclusions.
- No references as a prime contractor
nor experience with concrete work of
this scope.

RD Construction $2,776,000.00
Dynamis Now $2,924,299.93
R.C. Construction Services Inc. $3,767,000.00
The concrete footings and foundation work will begin immediately following the execution of the public works construction agreement. In this construction agreement, the key elements will include the following items:
• Mobilization & Demobilization Including Construction Schedules • (Not To Exceed 3% of Total Bid)
• Labor Material and Performance Bonds
• Concrete, Footing, Grade Beams & Slab
• Steel Rebar
• Light Weight Concrete Flooring
• Backfill and Compact
• Spoils Removal (estimated 2000 yards)
During the construction of the concrete footings and foundation work the steel structural construction will be completed simultaneously. The time frame for the footings and foundation work is 45 working days.

Fiscal Impact
Funding costs are included in the Fiscal Year 23/24 – 27/28 Capital Improvement Plan (CIP) budget, CIP Project #Z20006.

Attachments
Attachment 1 - Agreement
Exhibit A - Bidder’s Proposal
1 Agreement No. __________

AGREEMENT FOR PUBLIC WORKS CONSTRUCTION
SAS Construction
For the
City Hall Concrete
Footings and Foundation,
Bid Set ‘A’
CIP PROJECT NO. Z20006
This Agreement for Public Works Construction (“Agreement”) is made and entered into as of March 26, 2024 by and between the City of Lake Elsinore, a municipal corporation (“City”) and SAS Construction (“Contractor”).

The City and Contractor, in consideration of the mutual promises and covenants set forth herein, agree as follows:

1. The Project and Project Documents. Contractor agrees to construct the following public improvements (“work”) identified as:

City Hall Concrete Footings and Foundation, Bid Set ‘A’(the “Project”) The City-approved plans for the construction of the Project, which are incorporated herein by reference and prepared by Staff, are identified as:

Bid Set ‘A’, Concrete Footings and Foundation
The Project Documents include this Agreement and all of the following: (1) the Notice Inviting Bids, Instructions to Bidders, Bid Documents including Bidder’s Proposal as submitted by the Contractor, Contract Documents, General Specifications, Special Provisions, and all attachments and appendices; (2) everything referenced in such documents, such as specifications, details, standard plans or drawings and appendices, including all applicable State and Federal requirements; (3) all required bonds, insurance certificates, permits, notices, and affidavits; and (4) any and all addenda or supplemental agreements clarifying, amending or extending the work contemplated as may be required to insure completion in an acceptable manner. All of the provisions of the above-listed documents are made a part of this Agreement as though fully set forth herein.

2. Compensation.
a. For and in consideration of the payments and agreements to be made and performed by City, Contractor agrees to construct the Project, including furnishing all materials and performing all work required for the Project, and to fulfill all other obligations as set forth in the Bidder’s Proposal, such contract price being two million six hundred ninety thousand dollars and no cents ($2,690,000.00).
2 b. City hereby promises and agrees to employ, and does hereby employ, Contractor to provide the materials, do the work, and fulfill the obligations according to the terms and conditions herein contained and referred to, for the prices set forth, and hereby contracts to pay the same at the time, in the manner, and upon the conditions set forth in the Project Documents.
c. Contractor agrees to receive and accept the prices set forth in the Bidder’s Proposal as full compensation for furnishing all materials, performing all work, and fulfilling all obligations hereunder. Such compensation shall cover all expenses, losses, damages, and consequences arising out of the nature of work during its progress or prior to its acceptance including those for well and faithfully completing the work and the whole thereof in the manner and time specified in the Project Documents; and also including those arising from actions of the elements, unforeseen difficulties or obstructions encountered in the prosecution of the work, suspension or discontinuance of the work, and all other unknowns or risks of any description connected with the work.

3. Completion of Work.
a. Contractor shall perform and complete all work within 45 working days from the date of commencement specified in the Notice to Proceed, and shall provide, furnish and pay for all the labor, materials, necessary tools, expendable equipment, and all taxes, utility and transportation services required for construction of the Project. b. All work shall be performed and completed in a good workmanlike manner in strict accordance with the drawings, specifications and all provisions of this Agreement as hereinabove defined and in accordance with applicable laws, codes, regulations, ordinances and any other legal requirements governing the Project.
c. Contractor shall not be excused with respect to the failure to so comply by any act or omission of the City, the City Engineer, a City inspector, or a representative of any of them, unless such act or omission actually prevents the Contractor from fully complying with the requirements of the Project Documents, and unless the Contractor protests at the time of such alleged prevention that the act or omission is preventing the Contractor from fully complying with the Project Documents. Such protest shall not be effective unless reduced to writing and filed with the City within three (3) working days of the date of occurrence of the act or omission preventing the Contractor from fully complying with the Project Documents. d. City and Contractor recognize that time is of the essence in the performance of this Agreement and further agree that if the work called for under the Agreement is not completed within the time hereinabove specified, damages will be sustained by the City and that, it is and will be impracticable or extremely difficult to ascertain and determine the actual amount of damages the City will sustain in the event of, and by reason of, such delay. It is, therefore, agreed that such damages shall be presumed to be in the amount of $1,000 per calendar day, and that the Contractor will pay to the City, or City may retain from amounts otherwise payable to Contractor, such amount for each calendar day by which the Contractor fails to complete the work, including corrective items of work, under this Agreement within the time hereinabove specified and as adjusted by any changes to the work. 3 4. Changes to Work. City and Contractor agree that the City may make changes to the work, or suspend the work, and no matter how many changes, such changes or suspensions are within the contemplation of the Contractor and City and will not be a basis for a compensable delay claim against the City nor be the basis for a liquidated damage claim against the Contractor.

Any change to the work shall be by way of a written instrument (“change order”) signed by the City and the Contractor, stating their agreement to the following:
a. The scope of the change in the work;
b. The amount of the adjustment to the contract price; and c. The extent of the adjustment to the Schedule of Performance.

The City Engineer is authorized to sign any change order provided that sufficient contingency funds are available in the City’s approved budget for the Project. All change in the work authorized by the change order shall be performed under the applicable conditions of the Project Documents. City and Contractor shall negotiate in good faith and as expeditiously as possible the appropriate adjustments for such changes.

5. Bonds. Contractor shall provide, before commencing work, a Faithful Performance Bond and a Labor and Material Bond, each for one-hundred percent (100%) of the contract price in the form that complies with the Project Documents and is satisfactory to the City Attorney.

6. Non-Assignability. Neither this Agreement nor any rights, title, interest, duties or obligations under this Agreement may be assigned, transferred, conveyed or otherwise disposed of by Contractor without the prior written consent of City.

7. Licenses. Contractor represents and warrants to City that it holds the contractor’s license or licenses set forth in the Project Documents, is registered with the Department of Industrial Relations pursuant to Labor Code Section 1725.5, and holds such other licenses, permits, qualifications, insurance and approvals of whatsoever nature which are legally required of Contractor. Contractor represents and warrants to City that Contractor shall, at its sole cost and expense, keep in effect or obtain at all times during the term of this Agreement, any licenses, permits, insurance and approvals which are legally required of Contractor to practice its profession. Contractor shall maintain a City of Lake Elsinore business license.

8. Indemnity. Contractor shall indemnify, defend, and hold harmless the City and its officials, officers, employees, agents, the County and Board Supervisors, and volunteers from and against any and all losses, liability, claims, suits, actions, damages, and causes of action arising out of any personal injury, bodily injury, loss of life, or damage to property, or any violation of any federal, state, or municipal law or ordinance, to the extent caused, in whole or in part, by the willful misconduct or negligent acts or omissions of Contractor or its employees, subcontractors, or agents, by acts for which they could be held strictly liable, or by the quality or character of their work. The foregoing obligation of Contractor shall not apply when (1) the injury, loss of life, damage to property, or violation of law arises from the sole negligence or willful misconduct of the City or its officers, employees, agents, or volunteers and (2) the actions of Contractor or its employees, subcontractor, or agents have contributed in no part to the injury, loss of life, damage to
4 property, or violation of law. It is understood that the duty of Contractor to indemnify and hold harmless includes the duty to defend as set forth in Section 2778 of the California Civil Code.

Acceptance by City of insurance certificates and endorsements required under this Agreement does not relieve Contractor from liability under this indemnification and hold harmless clause.

This indemnification and hold harmless clause shall apply to any damages or claims for damages whether or not such insurance policies shall have been determined to apply. By execution of this Agreement, Contractor acknowledges and agrees to the provisions of this Section and that it is a material element of consideration.

9. Insurance Requirements.
a. Insurance. Contractor, at Contractor’s own cost and expense, shall procure and maintain, for the duration of the Agreement, unless modified by the City’s Risk Manager, the following insurance policies.
i. Workers’ Compensation Coverage. Contractor shall maintain Workers’ Compensation Insurance and Employer’s Liability Insurance for his/her employees in accordance with the laws of the State of California. In addition, Contractor shall require each subcontractor to similarly maintain Workers’ Compensation Insurance and Employer’s Liability Insurance in accordance with the laws of the State of California for all of the subcontractor’s employees. Any notice of cancellation or non-renewal of all Workers’ Compensation policies must be received by the City at least thirty (30) days prior to such change. The insurer shall agree to waive all rights of subrogation against City, its officers, agents, employees and volunteers for losses arising from work performed by Contractor for City. In the event that Contractor is exempt from Worker’s Compensation Insurance and Employer’s Liability Insurance for his/her employees in accordance with the laws of the State of California, Contractor shall submit to the City a Certificate of Exemption from Workers Compensation Insurance in a form approved by the City Attorney.
ii. Commercial General Liability Coverage. Contractor shall maintain commercial general liability insurance in an amount not less than one million dollars ($1,000,000) per occurrence for bodily injury, personal injury and property damage. If a commercial general liability insurance form or other form with a general aggregate limit is used, either the general aggregate limit shall apply separately to the work to be performed under this Agreement or the general aggregate limit shall be at least twice the required occurrence limit. Required commercial general liability coverage shall be at least as broad as Insurance Services Office Commercial General Liability occurrence form CG 0001 (ed. 11/88) or Insurance Services Office form number GL 0002 (ed. 1/73) covering comprehensive General Liability and Insurance Services Office form number GL 0404 covering Broad Form Comprehensive General Liability. No endorsement may be attached limiting the coverage.
iii. Automobile Liability Coverage. Contractor shall maintain automobile liability insurance covering bodily injury and property damage for all activities of the Contractor arising out of or in connection with the work to be performed under this Agreement, including coverage for owned, hired and non-owned vehicles, in an amount of not less than one million dollars ($1,000,000) combined single limit for each occurrence. Automobile liability coverage must be at least as broad as Insurance Services Office Automobile Liability form CA 0001 (ed. 12/90) Code 1 (“any auto”). No endorsement may be attached limiting the coverage.
5 iv. Builder’s Risk Coverage. Prior to the commencement of any construction of the Project, Design-Builder shall obtain (or cause to be obtained) and keep in force during the term of any construction, builder’s risk insurance insuring for all risks of physical loss of or damage (excluding the perils of earthquake and flood). v. Professional Liability Coverage. Contractor shall maintain professional errors and omissions liability insurance appropriate for Contractor’s profession for protection against claims alleging negligent acts, errors or omissions which may arise from Contractor’s services under this Agreement, whether such services are provided by the Contractor or by its employees, subcontractors, or sub consultants.

The amount of this insurance shall not be less than one million dollars ($1,000,000) on a claims-made annual aggregate basis, or a combined single limit per occurrence basis.
b. Endorsements. Each general commercial liability and automobile liability insurance policy shall be with insurers possessing a Best’s rating of no less than A:VII and shall be endorsed with the following specific language:
i. The City, its elected or appointed officers, officials, employees, agents and volunteers are to be covered as additional insured with respect to liability arising out of work performed by or on behalf of the Contractor, including materials, parts or equipment furnished in connection with such work or operations. ii. This policy shall be considered primary insurance as respects the City, its elected or appointed officers, officials, employees, agents and volunteers. Any insurance maintained by the City, including any self-insured retention the City may have, shall be considered excess insurance only and shall not contribute with it. iii. This insurance shall act for each insured and additional insured as though a separate policy had been written for each, except with respect to the limits of liability of the insuring company.
iv. The insurer waives all rights of subrogation against the City, its elected or appointed officers, officials, employees or agents. v. Any failure to comply with reporting provisions of the policies shall not affect coverage provided to the City, its elected or appointed officers, officials, employees, agents or volunteers.
vi. The insurance provided by this Policy shall not be suspended, voided, canceled, or reduced in coverage or in limits except after thirty (30) days written notice has been received by the City.
c. Deductibles and Self-Insured Retentions. Any deductibles or self-insured retentions must be declared to and approved by the City. At the City’s option, Contractor shall demonstrate financial capability for payment of such deductibles or self-insured retentions. d. Certificates of Insurance. Contractor shall provide certificates of insurance with original endorsements to City as evidence of the insurance coverage required herein.

Certificates of such insurance shall be filed with the City on or before commencement of 6 performance of this Agreement. Current certification of insurance shall be kept on file with the City at all times during the term of this Agreement.

10. Notices. Any notice required to be given under this Agreement shall be in writing and either served personally or sent prepaid, first class mail. Any such notice shall be addressed to the other party at the address set forth below. Notice shall be deemed communicated within 48 hours from the time of mailing if mailed as provided in this section.

If to City: City of Lake Elsinore
Attn: City Manager
130 South Main Street
Lake Elsinore, CA 92530
With a copy to: City of Lake Elsinore
Attn: City Clerk
130 South Main Street
Lake Elsinore, CA 92530
If to Contractor: SAS Construction
Attn: Seyed Mohammad Ali Shahabi
301 West Dryer Rd Unit D
Santa Ana CA 92707

11. Entire Agreement. This Agreement constitutes the complete and exclusive statement of agreement between the City and Contractor. All prior written and oral communications, including correspondence, drafts, memoranda, and representations, are superseded in total by this Agreement.

12. Amendments. This Agreement may be modified or amended only by a written document executed by both Contractor and City and approved as to form by the City Attorney.

13. Assignment and Subcontracting. Contractor shall be fully responsible to City for all acts or omissions of any subcontractors. Assignments of any or all rights, duties for obligations of the Contractor under this Agreement will be permitted only with the express consent of the City. Nothing in this Agreement shall create any contractual relationship between City and any subcontractor nor shall it create any obligation on the part of the City to pay or to see to the payment of any monies due to any such subcontractor other than as otherwise is required by law.

14. Waiver. Waiver of a breach or default under this Agreement shall not constitute a continuing waiver of a subsequent breach of the same or any other provision under this Agreement.

15. Severability. If any term or portion of this Agreement is held to be invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions of this Agreement shall continue in full force and effect.

16. Controlling Law Venue. This Agreement and all matters relating to it shall be governed by the laws of the State of California and any action brought relating to this Agreement shall be held exclusively in a state court in the County of Riverside. 7 17. Litigation Expenses and Attorneys’ Fees. If either party to this Agreement commences any legal action against the other party arising out of this Agreement, the prevailing party shall be entitled to recover its reasonable litigation expenses, including court costs, expert witness fees, discovery expenses, and attorneys’ fees.

18. Mediation. The parties agree to make a good faith attempt to resolve any disputes arising out of this Agreement through mediation prior to commencing litigation. The parties shall mutually agree upon the mediator and share the costs of mediation equally. If the parties are unable to agree upon a mediator, the dispute shall be submitted to JAMS or its successor in interest. JAMS shall provide the parties with the names of five qualified mediators. Each party shall have the option to strike two of the five mediators selected by JAMS and thereafter the mediator remaining shall hear the dispute. If the dispute remains unresolved after mediation, either party may commence litigation.

19. Authority to Enter Agreement and Administration. Contractor has all requisite power and authority to conduct its business and to execute, deliver, and perform the Agreement. Each party warrants that the individuals who have signed this Agreement have the legal power, right, and authority to make this Agreement and to bind each respective party. The City Manager is authorized to enter into an amendment or otherwise take action on behalf of the City to make the following modifications to the Agreement: (a) a name change; (b) grant extensions of time; (c) non-monetary changes in the scope of services; and/or (d) suspend or terminate the Agreement. The City Engineer shall act as the Project administrator on behalf of the City.

20. Prohibited Interests. Contractor maintains and warrants that it has not employed nor retained any company or person, other than a bona fide employee working solely for Contractor, to solicit or secure this Agreement. Further, Contractor warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Contractor, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no member, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

21. Equal Opportunity Employment. Contractor represents that it is an equal opportunity employer and it shall not discriminate against any subcontractor, employee or applicant for employment because of race, religion, color, national origin, handicap, ancestry, sex or age. Such non-discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination.

22. Prevailing Wages.
a. Contractor and all subcontractors shall adhere to the general prevailing rate of per diem wages as determined and as published by the State Director of the Department of Industrial Relations pursuant to Labor Code Sections 1770, 1773, and 1773.2. Copies of these rates and the latest revisions thereto are on file in the office of the City Clerk of the City of Lake Elsinore and are available for review upon request. 8 b. Contractor's attention is directed to the provisions of Labor Code Sections 1774, 1775, 1776, 1777.5 and 1777.6. Contractor shall comply with the provisions of these Sections. The statutory provisions for penalties for failure to comply with the State's wage and the hours laws will be enforced.
c. Labor Code Sections 1774 and 1775 require the Contractor and all subcontractors to pay not less than the prevailing wage rates to all workmen employed in the execution of the contract and specify forfeitures and penalties for failure to do so. The minimum wages to be paid are those determined by the State Director of the Department of Industrial Relations. Labor Code Section 1776 requires the Contractor and all subcontractors to keep accurate payroll records, specifies the contents thereof, their inspection and duplication procedures and certain notices required of the Contractor pertaining to their location. The statutory penalties for failure to pay prevailing wages will be enforced. If the Project has been awarded to Contractor on or after April 1, 2015, Contractor and its subcontractors must furnish electronic certified payroll records to the Labor Commissioner. Beginning January 1, 2016, Contractor and its subcontractors must furnish electronic certified payroll records to the Labor Commissioner without regard to when the Project was awarded to Contractor. d. Labor Code Section 1777.5 requires Contractor or subcontractor employing tradesmen in any apprenticeable occupation to apply to the Joint Apprenticeship Committee nearest the site of the public works project, which administers the apprenticeship program in that trade for a certificate of approval. The certificate will also fix the ratio of apprentices to journeymen to be used in the performance of the Agreement. The Contractor is required to make contributions to funds established for the administration of apprenticeship programs if the Contractor employs registered apprentices or journeymen in any apprenticeable trade and if other contractors on the public works site are making such contributions.

Information relative to apprenticeship standards, contributions, wage schedules and other requirements may be obtained from the State Director of Industrial Relations or from the Division of Apprenticeship Standards. Labor Code Section 1777.6 provides that it shall be unlawful to refuse to accept otherwise qualified employees as registered apprentices solely on the grounds of race, religious creed, color, national origin, ancestry, sex, or age. e. Eight hours labor constitutes a legal day's work, as set forth in Labor Code Section 1810.

23. Execution. This Agreement may be executed in several counterparts, each of which shall constitute one and the same instrument and shall become binding upon the parties when at least one copy hereof shall have been signed by both parties hereto. In approving this Agreement, it shall not be necessary to produce or account for more than one such counterpart. [Signatures on next page]
9 IN WITNESS WHEREOF, the parties have caused this Agreement to be executed on the date first written above.
“CITY”
CITY OF LAKE ELSINORE, a municipal
corporation
“CONTRACTOR”
SAS Construction
City Manager
ATTEST:

By: Seyed Mohammad Ali Shahabi
Its: Owner
City Clerk
APPROVED AS TO FORM:

By: Click or tap here to enter text.

Its: Click or tap here to enter text.

City Attorney
Assistant City Manager

EXHIBIT A
CONTRACTOR’S PROPOSAL
[ATTACHED]

EXHIBIT B

LIST OF SUBCONTRACTORS
[ATTACHED]

SAS CONSTRUCTION

BIDDER'S PROPOSAL

CITY HALL BUIDLING
CIP PROJECT NO. 220006
Company: ___________________________ _
Honorable Mayor Members of the Council:

In accordance with the Notice Inviting Bids pertaining to the receiving of sealed proposals by the City Clerk of the City of Lake Elsinore for the above titled improvement, the undersigned hereby proposes to furnish all Work to be performed in accordance with the Specifications, Standard Drawings, and the Contract Documents, for the unit price or lump sum set forth in the following schedule:

BID SCHEDULE A -
Item No. Description Quantity Units
Mobilization & Demobilization Including 1 Project
1 Construction Schedules
(Not To Exceed 3% of Total Bid)
2 Labor, Material and Performance Bonds 1 Project
3 Concrete, Footinq, Grade Beams & Slab 1400 CY
4 Steel Rebar 1 Project
5 Light Weight Concrete Flooring 750 CY
6 Backfill 500 CY and Compact
7 Spoils Removal 125 Loads ( estimated 2000 yards)
8 Water Proofing 18000 SF
SCHEDULE A Total Bid: $2,690,QQQ,QQ
Unit Total Bid
Price($) ($)
1 75,000.00
$ $
$ 425000 $425,000.0
$500 $ 700,000.0(
$ 750000 $ 750,000.0(
$500 $ 375,000.0(
$250 $ 125,000.0(
$1200 $150,000.0(
$
5 $ 90,000.00
$ $
$ $
$ $
{E_fg,u_resJ _
SCHEDULE A Total Bid: TWO MILLION SIX HUNDRED NINTY

THOUSAND DOLLARS
(Words*)
*BID MAY BE REJECTED IF TOTAL IS NOT SHOWN C-2FOR BOTH FIGURES AND WORDS.

D
The undersigned agrees to enter into and execute a contract, with necessary bonds, at the unit prices set forth herein and in case of default in executing such contract, with necessary bonds, the check or bond accompanying this bid and the money payable thereon shall be forfeited thereby to and remain the property of the City of Lake Elsinore.

The above unit prices include all work appurtenant to the various items as outlined in the Contract Documents and all work or expense required for the satisfactory completion of said items. In case of discrepancies between unit prices and totals, the unit prices shall govern.

The undersigned declares that it has carefully examined the Specifications, and Contract Documents, and has investigated the site of the work and is familiar with the conditions thereon.

SAS CONSTRUCTION
Contractor
Date: 03/11/2024 BY:

Contractor's State License No.: 1045038
Class: B, C10
AddreSS: 301 WEST DYER RD
UNIT D SANTA ANA CA 92707
Phone: 949-800-9247
FAX:

C-3
12) Agreement with SCW Contracting Corporation for the Structural Steel, Bid Set ‘B’, on the New City Hall Project (CIP Project #Z20006)
Approve and authorize the City Manager to execute a Public Works Construction Agreement with SCW Contracting Corporation in an amount not to exceed $5,101,924.00 for the structural steel, bid set ‘B’, on the new City Hall Project (CIP Project #Z20006) in such final form as approved by the City Attorney and authorize the City Manager to execute change orders not exceeding a 10% contingency of $510,192.00 for uncertainties and adjustments.