Attachment 2 - LDA Contract for Services — Manteca City Council, September 19, 2023

1 AGREEMENT FOR PROFESSIONAL SERVICES
This Agreement is made and entered into this 1
st day of October, 2023, by and between the
CITY OF MANTECA, a public body, corporate and politic ("City") and LDA Partners, a corporation ("Consultant").

RECITALS
A. Consultant is specially trained, experienced, and competent to perform the professional services required by this Agreement.

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

C. City desires to retain Consultant to render the professional services set forth in this Agreement.

AGREEMENT

1. Scope of Services. Consultant shall perform the Feasibility Study and Conceptual Design services described in the attached Attachment 1 that is incorporated by this reference, and pursuant to the Proposal submitted by Consultant dated August 17, 2023, and attached hereto as Attachment 2. Consultant shall provide these services at the time, place, and in the manner specified in Attachment 1, subject to the direction of the City through its staff that may be provided from time to time. Performance of the Feasibility Study and Conceptual Design services is sometimes referred to herein as “the Project.”

2. Work Through City Staff. Consultant shall perform its services pursuant to this Agreement solely through City staff. No communications, information or documentations shall be made directly to any applicant to the City without the prior written consent of the City. This shall not apply to the sole request of information or clarification of information by Consultant from the applicant. All requests shall be noted to City in an expeditious manner.

3. Time of Performance. Consultant’s services will commence upon execution of this Agreement and shall be completed in accordance with the Schedule of Activities, attached hereto as Attachment 3. All work shall be completed no later than February 1, 2024. Failure to submit work products in accordance with the Schedule of Activities may result in the City withholding progress payments. Repeated failure to complete work products in accordance with the Schedule of Activities may result in a reduction of the total compensation provided for in Section 4 herein.

4. Compensation. Without additional authorization from the City, compensation to be paid to Consultant shall not exceed one hundred seventy five thousand DOLLARS ($175,000).

Payment by City under this Agreement shall not be deemed a waiver of any defects, even if those defects were known to the City at the time of payment.

ATTACHMENT 2
2 5. Method of Payment. Consultant shall submit monthly billings to City specifying and describing the work performed during the preceding month. Consultant's bills shall include a brief description of the services performed, the date the services were performed, the number of hours expended and by whom, and a description of any reimbursable expenditures. Full payment of each task will only be made at such time as each task is completed.

City shall pay Consultant no later than 30 days after approval of the monthly invoice by City staff. Payments may be delayed by City if Consultant fails to provide services in accordance with the Schedule of Activities, unless the City has provided prior written consent to any delay in the schedule.

6. Extra Work. At any time during the term of this Agreement, City may request that Consultant perform Extra Work. As used herein, the term "Extra Work" means any work that is determined by City to be necessary for the proper completion of the Project, but which the parties did not reasonably anticipate would be necessary at the time of execution of this Agreement. Consultant shall not perform, nor be compensated for, Extra Work without the City’s prior written authorization.

7. Termination. This Agreement may be terminated by the City immediately for cause, or by either party without cause upon 15 days’ prior written notice of termination. Upon termination, Consultant shall be entitled to compensation for services performed up to the effective date of termination upon submittal of an invoice for same.

8. Ownership of Documents; Confidentiality.

A. All plans, studies, documents, and other writings prepared by and for Consultant, its officers, employees, agents, and subcontractors in the course of implementing this Agreement, except working notes and internal documents, shall become the property of City upon payment to Consultant for such work. 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 by City. Consultant shall not be responsible for any unauthorized modification or use of such information for other than its intended purpose.

B. All memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other documents and data, either created by or provided to Consultant in connection with the performance of this Agreement, shall be held confidential by Consultant. These materials shall not, without the City’s prior written consent, be used by Consultant for any purposes other than the performance of the services under this Agreement. Nor shall these materials be disclosed to any person or entity not connected with the performance of services under this Agreement. Nothing furnished to Consultant that is otherwise known to Consultant, or is generally known, or has become known to the related profession shall be deemed confidential. Consultant shall not use City's name or insignia, photographs relating to the 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 City’s prior written consent.

ATTACHMENT 2
3 9. Consultant's Books and Records.

A. Consultant shall maintain 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 years, or for any longer period required by law, from the date of final payment to Consultant under this Agreement.

B. Consultant shall maintain all records that document performance under this Agreement for a minimum period of three 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 any of these officers. Copies of such documents shall be provided to 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 specified in Section 16 of this Agreement.

D. Where City has reason to believe that records or documents may be lost or discarded due to the dissolution or termination of Consultant's business, City may, by written request, require that custody of the records be given to the City and that the records and documents be maintained in City Hall. Access to these records and documents shall be granted to any party authorized by Consultant, Consultant's representatives, or Consultant's successor-ininterest.

10. Independent Contractor. In the performance of the work and services required by this Agreement, Consultant shall act as and be an independent contractor and not an agent, or employee of the City. Consultant shall obtain no rights to retirement or other benefits that accrue to City's employees, and Consultant expressly waives any claim it may have to any such rights.

11. Interest of Consultant.

A. Consultant represents that neither it nor any employee has any investment or interest in real property, and shall not acquire any such interest, direct or indirect, within the area covered by this Agreement, or any other source of income, interest in real property, or investment that would be affected in any manner or degree by the performance of Consultant's services hereunder. Consultant further represents that, in the performance of its duties hereunder, no person having any such interest shall perform any services under this Agreement.

B. Consultant is not a designated employee within the meaning of the Political Reform Act because Consultant:
(1) will conduct research and arrive at conclusions with respect to its 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
ATTACHMENT 2
4 (2) possesses no authority with respect to any City decision beyond the rendition of information, advice, recommendation, or counsel. (FPPC Reg. 18700(a)(2).)

12. Professional Ability of Consultant.

A. City is relying 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 skilled professional and technical personnel to perform all services under this Agreement. All work performed by Consultant 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.

B. The primary provider of the services required by this Agreement shall be LDA Partners. A list of other individuals assigned to the Project will be provided to City for its review and approval, and these individuals shall not be replaced without the City’s prior written consent.

13. Compliance with Laws. Consultant shall use the customary standard of care in its profession to comply with all applicable federal, state, and local statutes, codes, ordinances, and regulations.

14. Licenses. Consultant represents and warrants to City that it has all licenses, permits, qualifications, insurance, and approvals that 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 that are legally required of Consultant to practice its profession.

15. Indemnification and Hold Harmless. Consultant agrees to defend, indemnify, and hold harmless the City, its officers, officials, agents, employees, and volunteers, from and against any and all claims, demands, actions, losses, damages, injuries, and liability, direct or indirect (including any and all costs and expenses in connection therewith), arising out of Consultant’s performance of this Agreement, or Consultant’s failure to comply with any of its obligations contained in this Agreement; excluding, however, any claim arising out of the active negligence or willful misconduct of the City, its officers, agents, employees, or volunteers.

16. Insurance Requirements.

A. Job specific insurance requirements can be found on the attached Attachment

4. Other insurance provisions can be found below:

B. Endorsements. Each general liability and automobile liability insurance policy shall be with insurers possessing an A.M. Best's rating of no less than A:VII and shall be endorsed with language substantially as follows:
(1) The City, its elected and appointed officers, officials, employees, agents and volunteers are to be covered as additional insureds with ATTACHMENT 2
5 respect to liability arising out of work performed by or on behalf of the Consultant, including materials, parts, or equipment furnished in connection with such work.
(2) The policy shall be considered primary insurance as respects the City, its elected and 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. (3) The insurance shall apply to 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. (4) The insurer waives all rights of subrogation against the City, its elected and appointed officers, officials, employees, and agents. (5) Any failure to comply with reporting provisions of the policies shall not affect coverage provided to the City, its elected and appointed officers, officials, employees, agents, or volunteers. (6) The insurance provided by the policy shall not be suspended, voided, canceled, or reduced in coverage or in limits except after 30 days written notice has been received by the City.
(7) The City will not accept any endorsements that were issued in 2004. Acceptable endorsement forms are CG 20 10 11 85 or both CG 20 10 10 01 and CG 20 37 10 01.

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 those deductibles or self-insured retentions.

D. Certificates of Insurance. Consultant shall provide to City certificates of insurance with original endorsements as evidence of the required insurance coverage.

Certificates of 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 Manteca
1001 W. Center Street
Manteca, CA 95337
Attention: Interim Chief Stephen Schluer
ATTACHMENT 2
6 If to Consultant: LDA Partners
222 Central Court
Stockton, CA 95204
Attention: Will Oren

18. Entire Agreement. This Agreement constitutes the complete and exclusive statement of Agreement between the City and Consultant. All prior written and oral communications, including correspondence, drafts, memoranda, and representations, are superseded in their entirety by this Agreement.

19. Amendments. This Agreement may be amended only by a written document executed by both Consultant and City and approved as to form by the City Attorney.

20. 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. Assignments of any or all rights, duties, or obligations of the Consultant under this Agreement will be permitted only with the express written consent of the City. Consultant shall not subcontract any portion of the work to be performed under this Agreement 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 the subcontractor.

Nothing in this Agreement shall create any contractual relationship between City and subcontractor nor shall it create any obligation on the part of the City to pay any monies due to any such subcontractor other than as may be required by law.

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

22. Severability. If any provision 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.

23. Controlling Law; Venue. This Agreement and all matters relating to it shall be governed by the laws of the State of California, and any legal action relating to this Agreement shall take place in the Superior Court, County of San Joaquin.

24. 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.

25. 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 shall divide the costs of mediation equally. If the parties are unable to agree upon a mediator, the dispute shall be submitted to JAMS/ENDISPUTE ("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 ATTACHMENT 2
7 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.

26. 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 has been signed by both parties.

27. Authority to Enter Agreement. Consultant warrants that it has all requisite power and authority to conduct its business and to execute, deliver, and perform this Agreement. Each party warrants to the other that the signatories to this Agreement have the legal power, right, and authority to enter into this Agreement and to bind each party.

28. Prohibited Interests.

A. Consultant warrants that it has not employed or retained any person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement.

Further, Consultant warrants that it has neither paid nor agreed to pay any 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 any breach or violation of this warranty, City shall have the right to rescind this Agreement without liability.

B. For the term of this Agreement, no member, officer, or employee of City, during the period 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.

29. 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.

30. Precedence. In case of conflict between Consultant’s Proposal/Consultant’s attachments and the City’s Agreement/City’s attachments, the City’s Agreement and City’s attachments shall take precedence over Consultant’s proposal/Consultant’s attachments.

ATTACHMENT 2
8 This Space Purposely Left Blank
ATTACHMENT 2
9 TO EFFECTUATE THIS AGREEMENT, each of the parties has caused this Agreement to be executed by its duly authorized representative as of the date set forth in the introductory paragraph on page 1 above.

CITY OF MANTECA: CONSULTANT:
_________________________________ ___________________________________ Toni Lundgren LDA Partners
City Manager
ATTEST: By: ___________________________________
(Signature)
_________________________________ ___________________________________ Cassandra Candini-Tilton, (Type name and title)
Director of Legislative Services
COUNTERSIGNED: By: ___________________________________
(Signature)
_________________________________ ___________________________________ Shalesh Narayan (Type name and title)
Director of Finance
COUNTERSIGNED: Address: 222 Central Court
Stockton, CA 95204
_________________________________ ____________________________ Dawn Cortesi,
Interim Director of Human Resources Telephone: ____________________________ APPROVED AS TO FORM:
_________________________________
L. David Nefouse,
City Attorney
ATTACHMENT 2
10 ATTACHMENT 1

REQUEST FOR PROPOSAL
ATTACHMENT 2

REQUEST FOR PROPOSALS
Combined Public Safety Building (Police & Fire)
Feasibility Study with Conceptual Design
Issued: July 17, 2023
Proposals Due: August 17, 2023
at 5:00 p.m.

ATTACHMENT 2
Combined Safety Building (Police & Fire)
Issued: July 17, 2023
pg. 2

TABLE OF CONTENTS

1. INTRODUCTION, BACKGROUND, AND PURPOSE...............................3

2. PROJECT SCOPE/OBJECTIVES .........................................................3-6

3. CONSULTANT SELECTION TIMELINE...................................................6

4. PROJECT TIMELINE/DELIVERABLES....................................................6

5. SUBMITTAL REQUIREMENTS.............................................................6-8

6. EVALUATION CRITERIA .........................................................................8

7. SELECTION AND AWARD OF CONTRACT.........................................8-9

8. GENERAL CONDITIONS ....................................................................9-10

9. QUESTIONS AND INQUIRIES...................................................... ………9

10. ATTACH. A: SAMPLE AGREEMENT ………………………………….10-18

11. ATTACH. B: INSURANCE REQUIREMENTS…………………………19-20
ATTACHMENT 2
Combined Safety Building (Police & Fire)
Issued: July 17, 2023
pg. 3

1. INTRODUCTION, BACKGROUND, AND PURPOSE
The City of Manteca, located in San Joaquin County, is at the heart of Northern California’s Central Valley. It is often called the Crossroads of California, just 76 miles east of San Francisco, 60 miles south of Sacramento, and 90 miles west of Yosemite National Park. As of 2022, the population is estimated at 87,792, having expanded by almost 8% since 2017. The City’s size is 21.4 square miles, with housing developments growing expeditiously. The police department operates on a twentyfour-hour service model seven days a week. The Manteca Police Department (MPD) is currently staffed by 73 sworn and 39 non-sworn personnel. Fire Administration is presently staffed with three personnel.

The police department has 73 vehicles, including six oversized specialty vehicles and two radar trailers. Fire administration has four vehicles. Parking for 40 staff vehicles would also need to be considered.

The purpose of this Request for Proposal (RFP) is to invite responses from qualified firms to conduct a feasibility study with a space needs analysis that evaluates the current and future needs of the Manteca Police Department and Fire Department Administration. The purpose of the study is to define the current conditions and anticipated needs of both departments and the assessment of the practicality of what is seen as two options. The options to be studied are:

1. Remain in the municipal campus setting and provide additions/remodels to the current location.

2. Relocate the department to a new site for the utmost functionality.

The City of Manteca wants to explore options to co-locate all Public Safety services at one location. The Public Safety Building must house the Police Department and the Fire Administration staff. The Fire administration offices are desired to be colocated with the Police Administration. The study and assessment are to include security-related features and needs specific to provide effective and efficient Law Enforcement and Fire operations with adaptability for the future.

2. PROJECT SCOPE/OBJECTIVES
Project Scope:

The City of Manteca is seeking a Police Department Facility Renovation and/or Facility Replacement Analysis to assist and guide officials in determining the best course of action regarding either renovating the current police facilities or constructing a new facility which will also include administration staff of the Fire Department. Questions about the future growth of the police department, the location of the current or new ATTACHMENT 2
Combined Safety Building (Police & Fire)
Issued: July 17, 2023
pg. 4
facility site selection process (with the City Council), and financing options for either alternative need to be answered to determine the best and most efficient course of action for the Combined Safety Building. Once this data is compiled, elected officials can determine which course of action is best for the city and which is realistically feasible.

Project Objectives:

The project will include an analysis of potential site locations where a new facility could be located, which will be narrowed down as part of the study to one site. A cost estimation based on the results of your firm’s findings will be performed to determine the level of facility that could be completed. Site availability/analysis will be part of the process.

Items that must be included in the Facility Needs Assessment are, but not limited to:
• A thorough evaluation of current facility and space deficiencies throughout the department
• A study/evaluation of the routine operations of the Manteca Police Department to achieve a thorough understanding of the various operations/services • Identify and determine, for each operational element/unit, a set of specific space needs for both current and long-term project (20 years) and up to city buildout operations
• Determination of the interaction/adjacency priorities of the operational elements/units
• Provide approximate construction and furnishings costs for a new combined safety building, including site procurement
• Site location evaluation and ranking based on all costs associated with department needs and availability
• Ease of public access and acreage available for all Police Department and Fire administration needs, including future expansion
• Site plan and conceptual design showing, but not limited to, building areas, parking, and anticipated site developments.
• Community outreach campaign to educate the public on the current and future needs of the departments.

The Facility Needs Assessment will categorize current facilities in use by the Police Department and Fire Administration and their function/use/deficiencies and provide a summary including:
• Condition Assessment
• Annual Operating Costs
• Utilization/Functionality
• Current Facilities Deficiencies, Including building, Locations, Staff, Equipment, Fleet, Space Requirements, Infrastructure, Parking, and Public Needs ATTACHMENT 2
Combined Safety Building (Police & Fire)
Issued: July 17, 2023
pg. 5
A new Combined Safety Building would feature a “one Facility concept” where all Police Department and Fire Administration functions are addressed, including:
• Administration / Command Staff Offices for Police and Fire Departments with conference rooms
• Patrol Division Briefing Room, Patrol Sergeant Offices, Patrol Lieutenant Watch Commander Offices
• Investigation Unit Offices and Common Workspace Areas • Street Crimes Unit Offices and Common Workspace Areas • Traffic Unit Offices
• Report Writing Room for Patrol
• Community Services Officer Unit offices
• Community Resource Officer Unit offices
• Records Availability and Records Archives
• Information Technology
• Police/Fire/EMS Joint Communications Center
• Property & Evidence Room (at least 3,000 sq. ft)
o Evidence and Crime Scene Processing Area
• Crime Analysis Office
• Interview Rooms
• Multiple Meeting Rooms for Training, Conferences, Major Investigations, Emergency Operations, Luncheons, and Community Space
• ARCON Training Center
• Real Time Crime Information Center
• Temporary Holding/Processing area for custodies
• Armory
• Firearms Proficiency Range
• Historical Items/Photos
• Adequate Storage Space Department-Wide
• Locker Rooms and Showers
• Fitness Center
• Large Breakroom with Kitchen
• Janitor Closets and Storage
• Public parking
• Secure parking for Feet and Specialty Vehicles
o Current fleet of 77 vehicles and 6 specialty oversized vehicles • Secure Employee Parking
o Currently, 40 spaces
• Building Security and CCTV Monitoring
• Emergency Power
• Special Teams Preparations and Storage Area
• Specialty Vehicle Storage and Evidentiary Vehicle Processing • ADA requirements
ATTACHMENT 2
Combined Safety Building (Police & Fire)
Issued: July 17, 2023
pg. 6
• Antenna requirements – Radio Tower & Hob for South County • Exploration of New Public Safety Building Trends
The scope of services for this project is limited to determining facility priorities, estimating costs of construction, identifying programming and operations models, identifying operations and maintenance costs and revenue and expense projections, identifying recommended locations for a new facility, and preparing conceptual, preliminary site designs for presentation to the public. There is no request for a detailed architectural rendering or other information beyond a feasibility study as detailed herein.

ESTIMATED CONSULTANT SELECTION TIMELINE
The Consultant shall provide an estimated project schedule as part of their proposal based on the following target dates:

RFP Released........................................................................... July 17, 2023 Proposals Due ......................................................................August 17, 2023 Proposal Reviews Completed ...............................................August 31, 2023 Consultant Selection Completed .................................... September 11, 2023

ESTIMATED PROJECT TIMELINE/DELIVERABLES
Due to the high priority of the Project, time is of the essence to complete and present the Project. The project schedule will be scored as part of the proposal review, with truncated timelines scoring more favorably.

3. SUBMITTAL REQUIREMENTS
Responding teams shall submit proposals via email with the subject line “Combined Safety Building” to Karen Hernandez, Executive Assistant to the Chief of Police at [email protected]
Proposals shall have a 30-page limit (not including front and back cover or table of contents). Double-sided is encouraged. Content requirements for a proposal are as follows. Each section should be labeled for ease of reference:

A. Cover Letter
The cover letter should state the team’s interest in the project and summarize the unique qualities, approach to the study, and anticipated interaction.

And involvement with City staff, approach to community outreach, and a clear mission statement of how the study should be undertaken.

ATTACHMENT 2
Combined Safety Building (Police & Fire)
Issued: July 17, 2023
pg. 7
B. Qualifications
This section will discuss the proposing team’s qualifications, experience, and ability to develop a specific plan. Include:

1. Lead firm description

2. Sub-consultant(s) description(s)

3. Team member résumés. Identify the lead firm’s project manager and include up to three (3) résumés of lead firm staff and one (1) résumé for each subconsultant.

4. Organizational chart illustrating the management structure of the entire project team.

5. Similar projects. Include the name, location, completion date, and specific plan description completed in the last ten years. In each example, provide the name(s) of team members involved who will be assigned to this project and client contact references (including name, title, phone number, and email address).

C. Approach and Methodology
Describe your organization’s approach to specific plans, the form or character of the final product, and suggested methodologies for issues anticipated and tasks to be completed.

D. Detailed Scope of Services
Using the general scope in this RFP as a guide, provide a detailed, itemized description of tasks and services to be completed and associated deliverables.

E. Project Schedule
Provide a project schedule indicating anticipated milestones and meetings.

F. Contract Exceptions
Indicate any exceptions to the terms of the City’s “Agreement for Professional Services” attached as “Attachment A.” Please make comments as specific as possible.

G. Fee Proposal
Submit with the proposal five (5) hard copy of your compensation summary, hourly rates (for all lead firm and sub-consultants), and any other applicable fees or expenses.

To be provided by the City:
• A City Project Manager
• Access to all applicable City records as determined by the City Project Manager.
• Assistance with community meetings related to logistical arrangements. The awarded firm will be responsible for the arrangement, notice, and related costs ATTACHMENT 2
Combined Safety Building (Police & Fire)
Issued: July 17, 2023
pg. 8
of public input meetings. The consultant shall review all prepared information for the public meetings with the project manager.

6. CONSULTANT SELECTION/EVALUATION PROCESS
The City’s primary objective is to select a qualified firm to perform necessary services for the City at a fair and reasonable fee. The selection process shall be fair, open, and competitive. The selection of a consultant preferred for this project shall be based upon demonstrated competence, professional qualifications, experience, and capabilities to perform the required services. To that end, the City has established the following criteria and point scoring system for the selection process:

CRITERIA POSSIBLE POINTS
A. Qualifications and Experience ...........................................................................25 B. Approach and Methodology...............................................................................20 C. Detailed Scope of Services ...............................................................................20 D. Project Schedule ...............................................................................................10 E. References ........................................................................................................10 F. Budget ...............................................................................................................15 TOTAL POSSIBLE POINTS..................................................................................100

7. SELECTION AND AWARD OF CONTRACT
The selection process is summarized below:

PRE-SELECTION - Proposals will be reviewed by a Selection Committee that will select a short list of the three (3) "most qualified" finalists.

SELECTION - The Selection Committee may invite the finalists for an oral interview and presentation. Project staff listed in the submittal must be present at the oral interview. Interviews may or may not have their own separate scoring during the evaluation process.

NEGOTIATIONS - The City will negotiate with the highest-ranked firm. If an agreement is not reached, negotiation will be terminated and started with the next highest-ranked firm. This process will continue until an agreement is reached.

8. GENERAL CONDITIONS
The following general conditions apply to Proposals:

A. General Guidelines for Content: The proposal shall be clear, concise, and detailed enough to enable the Selection Committee to make a thorough ATTACHMENT 2
Combined Safety Building (Police & Fire)
Issued: July 17, 2023
pg. 9
evaluation and arrive at a sound determination as to whether the respondent meets the requirements of the City. The proposal should demonstrate that the respondent has a thorough understanding of the City's requirements.

B. Explanation to Respondents: The City reserves the right to interpret or change any provision of this RFP at any time prior to the due date. Such interpretations shall be in the form of an addendum and will be made available to each organization that has received the RFP. Oral explanations will not be binding. The City may determine that a time extension is required for the submission of the proposals. In such a case, an addendum will be issued with a new due date.

C. Financial and Insurance Information: The City may require evidence, as it deems necessary, of a respondent's financial stability. The City reserves the right to request further information from the authorized representative of a respondent, either orally or in writing. Written requests will be addressed to the authorized representative of the respondent. Respondent is required to meet the insurance requirements described in Attachment B of this RFP. Additionally, the successful respondent will be required to obtain a City of Manteca business license.

D. Truth and Accuracy of Representations: False, incomplete, or non-responsive statements will be cause for rejection of a proposal. The evaluation and determination of the fulfillment of the above requirements will be the City's responsibility, and its judgment will be final.

E. Rights to Proposal and Other Respondent Information: Information disclosed in a proposal and attendant submissions and all work submitted to the City becomes property of the City. Any proprietary information shall be identified as such when the proposal is submitted. All documents submitted as part of the proposal will be deemed confidential during the evaluation process but may be subject to disclosure following an award.

F. Notification: All teams responding to this RFP will be notified of their selection or non-selection after the Selection Committee has completed the selection process.

G. Disclaimer: This solicitation does not commit the City of Manteca to award a contract, to pay any costs incurred in the preparation of a proposal, or to procure a contract for any services. The City, at its sole discretion, may reject any and all submittals.

9. QUESTIONS AND INQUIRIES
Your requests for information, questions, and clarifications should be submitted by email to Karen Hernandez at [email protected].

ATTACHMENT 2
Combined Safety Building (Police & Fire)
Issued: July 17, 2023
pg. 10

ATTACHMENT A
(SAMPLE) AGREEMENT FOR PROFESSIONAL SERVICES
This Agreement is made and entered into this ____ day of _____, 20___, by and between the CITY OF MANTECA, a public body, corporate and politic ("City"), and _____________, a ___________ corporation ("Consultant").

RECITALS
A. Consultant is specially trained, experienced, and competent to perform the professional services required by this Agreement.

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

C. City desires to retain a Consultant to render the professional services set forth in this Agreement.

AGREEMENT

1. Scope of Services. Consultant shall perform the __________ services described in the attached Attachment 1 that is incorporated by this reference, and pursuant to the Proposal submitted by Consultant dated ______, and attached hereto as Attachment 2. Consultant shall provide these services at the time, place, and in the manner specified in Attachment 1, subject to the direction of the City through its staff that may be provided from time to time. Performance of the ______ services is sometimes referred to herein as “the Project.”

3. Time of Performance. Consultant’s services will commence upon execution of this Agreement and shall be completed in accordance with the Schedule of Activities, attached hereto as Attachment 3. All work shall be completed no later than _______________. Failure to submit work products in accordance with the Schedule of Activities may result in the City withholding progress payments. Repeated failure to complete work products in accordance with the Schedule of Activities may result in a reduction of the total compensation provided for in Section 4 herein.

ATTACHMENT 2
Combined Safety Building (Police & Fire)
Issued: July 17, 2023
pg. 11

4. Compensation. Without additional authorization from the City, compensation to be paid to Consultant shall not exceed _______________DOLLARS ($______). Payment by City under this Agreement shall not be deemed a waiver of any defects, even if those defects were known to the City at the time of payment.

5. Method of Payment. Consultant shall submit monthly billings to City specifying and describing the work performed during the preceding month. Consultant's bills shall include a brief description of the services performed, the date the services were performed, the number of hours expended and by whom, and a description of any reimbursable expenditures. Full payment of each task will only be made at such time as each task is completed.

8. Ownership of Documents; Confidentiality.

B. All memoranda, specifications, plans, procedures, drawings, descriptions, computer program data, input record data, written information, and other documents and data, either created by or provided to Consultant in connection with the performance of this Agreement, shall be held confidential by Consultant. These materials shall not, without the City’s prior written consent, be used by Consultant for any purposes other than the performance of the services under this Agreement. Nor shall these materials be disclosed to any person or entity not connected with the performance of services under this Agreement. Nothing furnished to Consultant that is ATTACHMENT 2
Combined Safety Building (Police & Fire)
Issued: July 17, 2023
pg. 12
otherwise known to Consultant, or is generally known, or has become known to the related profession shall be deemed confidential. Consultant shall not use City's name or insignia, photographs relating to the 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 City’s prior written consent.

9. Consultant's Books and Records.

11. Interest of Consultant.

ATTACHMENT 2
Combined Safety Building (Police & Fire)
Issued: July 17, 2023
pg. 13
B. Consultant is not a designated employee within the meaning of the Political Reform Act because Consultant:
(1) will conduct research and arrive at conclusions with respect to its 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
(2) possesses no authority with respect to any City decision beyond the rendition of information, advice, recommendation, or counsel. (FPPC Reg. 18700(a)(2).)

12. Professional Ability of Consultant.

A. City is relying 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 skilled professional and technical personnel to perform all services under this Agreement. All work performed by Consultant 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.

B. The primary provider of the services required by this Agreement shall be ______________. A list of other individuals assigned to the Project will be provided to City for its review and approval, and these individuals shall not be replaced without the City’s prior written consent.

13. Compliance with Laws. Consultant shall use the customary standard of care in its profession to comply with all applicable federal, state, and local statutes, codes, ordinances, and regulations.

ATTACHMENT 2
Combined Safety Building (Police & Fire)
Issued: July 17, 2023
pg. 14

16. Insurance Requirements.

A. Job specific insurance requirements can be found on the attached Attachment B. Other insurance provisions can be found below:

B. Endorsements. Each general liability and automobile liability insurance policy shall be with insurers possessing an A.M. Best's rating of no less than A:VII and shall be endorsed with language substantially as follows:
(1) The City, its elected and appointed officers, officials, employees, agents and volunteers are to be covered as additional insureds with respect to liability arising out of work performed by or on behalf of the Consultant, including materials, parts, or equipment furnished in connection with such work.
(2) The policy shall be considered primary insurance as respects the City, its elected and 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. (3) The insurance shall apply to 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. (4) The insurer waives all rights of subrogation against the City, its elected and appointed officers, officials, employees, and agents. (5) Any failure to comply with reporting provisions of the policies shall not affect coverage provided to the City, its elected and appointed officers, officials, employees, agents, or volunteers. (6) The insurance provided by the policy shall not be suspended, voided, canceled, or reduced in coverage or in limits except after 30 days written notice has been received by the City.
(7) The City will not accept any endorsements that were issued in 2004. Acceptable endorsement forms are CG 20 10 11 85 or both CG 20 10 10 01 and CG 20 37 10 01.

D. Certificates of Insurance. Consultant shall provide to City certificates of insurance with original endorsements as evidence of the required insurance coverage.

Certificates of insurance shall be filed with the City on or before commencement of performance ATTACHMENT 2
Combined Safety Building (Police & Fire)
Issued: July 17, 2023
pg. 15
of this Agreement. Current certification of insurance shall be kept on file with the City at all times during the term of this Agreement.

If to City: City of Manteca
1001 W. Center Street
Manteca, CA 95337
Attention: _______________
If to Consultant: ________________________
________________________
________________________
Attention: _______________

19. Amendments. This Agreement may be amended only by a written document executed by both Consultant and City and approved as to form by the City Attorney.

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

ATTACHMENT 2
Combined Safety Building (Police & Fire)
Issued: July 17, 2023
pg. 16

25. 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 shall divide the costs of mediation equally. If the parties are unable to agree upon a mediator, the dispute shall be submitted to JAMS/ENDISPUTE ("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.

28. Prohibited Interests.

A. Consultant warrants that it has not employed or retained any person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement.

30. Precedence. In case of conflict between Consultant’s Proposal dated ____ and this Agreement (which includes Attachment 1 and Attachment 3) this Agreement and its attachments shall take precedence over Consultant’s proposal.

This Space Purposely Left Blank
ATTACHMENT 2
Combined Safety Building (Police & Fire)
Issued: July 17, 2023
pg. 18
TO EFFECTUATE THIS AGREEMENT, each of the parties has caused this Agreement to be executed by its duly authorized representative as of the date set forth in the introductory paragraph on page 1 above.

CITY OF MANTECA: CONSULTANT:
_________________________________ ___________________________________ (Signature) (Type name of Consultant/form of organization)* Gary Singh, Mayor_________
ATTEST: By: ___________________________________
(Signature)
_________________________________
(Signature) ___________________________________
(Type name and title)
Cassandra Tilton, City Clerk
By: ___________________________________
(Signature)
COUNTERSIGNED:
_____________________________________________________________ (Type name and title)
_________________________________
(Signature)
Address: ____________________________
Jared Hansen, Acting Finance Director
_____________________________
Telephone: ____________________________
COUNTERSIGNED:
_________________________________
(Signature)
Dawn Cortesi, Interim Director of HR/Risk Management
APPROVED AS TO FORM:
_________________________________
(Signature)
David Nefouse, City Attorney
ATTACHMENT 2
Combined Safety Building (Police & Fire)
Issued:
19 ATTACHMENT B

INSURANCE REQUIREMENTS
Consultants shall procure and maintain for the duration of the contract insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the work hereunder by the Consultant, his agents, representatives, employees or subcontractors.

Minimum Limits of Insurance: Coverage shall be at least as broad as:

Commercial General Liability
• Commercial General Liability Insurance with $1,000,000 minimum limit per occurrence. • If a general aggregate limit applies, either the general aggregate limit shall apply separately to this project/location or the general aggregate limit shall be twice the required occurrence limit. • Commercial General Liability Additional Insured Endorsement naming the following as insured on 2001 or earlier issued endorsement forms:
“City of Manteca, its officers, officials, employees, agents, and volunteers”.

Automobile Liability
If the vehicles are brought onto city facilities, covering any auto, or of Contractor has no owned autos, hired, and non-owned autos, the Contractor shall maintain automobile liability with limits no less than:
• Automobile Liability Insurance with $1,000,000 minimum limit per accident for bodily injury and property damage.
• Automobile Liability Additional Insured Endorsement naming the following as additional insured:
“City of Manteca, its officers, officials, employees, agents, and volunteers”.

Worker’s Compensation
As required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with limit of no less than $1,000,000 per accident for bodily injury or disease.

Professional Liability (Errors and Omissions)
Insurance appropriates to the Contractor’s profession, with limit no less than $1,000,000 per occurrence or claim, $1,000,000 aggregate
Other Insurance Provisions:

The insurance policies are to contain, or be endorsed to contain, the following provisions:

1. The City of Manteca, its officers, officials, employees, agents and volunteers are to be covered as insured’s as respect to: liability arising out of work or operations performed by or on behalf of the Consultant including materials, parts, or equipment furnished in connection with such work operations. General liability coverage can be provided in the form of an endorsement to the Consultant’s insurance (at least as broad as ISO form CG 20 10 11 85 or if not available, through the addition of both CG 20 10 and CG 20 37 if a later edition is used).

2. For any claims related to this contract, the Consultant’s insurance coverage shall be primary insurance as respects the City, its officers, officials, employees, agents and volunteers. Any insurance or self-insurance maintained by the City, its officers, officials, employees, agents or volunteers, shall be excess of the Consultant’s insurance and shall not contribute with it.

3. The applicant’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability.

ATTACHMENT 2
Combined Safety Building (Police & Fire)
Issued:
20 4. Each insurance policy required by this clause shall be endorsed to state that coverage shall not be suspended, voided, canceled by either party, reduced in coverage or in limits except after thirty (30) days prior written notice by certified mail, return receipt requested, has been given to the City of Manteca.

Verification of Coverage
Consultant shall furnish the City with original certificates and amendatory endorsements or copies of the applicable policy language effecting coverage required by this clause. All certificates and endorsements are to be received and approved by the Entity before work commences. However, failure to obtain the required documents prior to the work beginning shall not waive the Consultant’s obligation to provide them. The City of Manteca reserves the right to require complete, certified copes of all required insurance policies, including endorsements required by these specifications, at any time.

Notice of Cancellation
Each insurance policy required above shall provide that coverage shall not be canceled, except with notice to the Entity.

Acceptability of Insurers
Insurance is to be placed with insurers with a current A.M. Best’s rating of no less than A:VII, unless otherwise acceptable to the City of Manteca
Waiver of Subrogation
Consultant hereby grants to The City of Manteca a waiver of any right to subrogation which any insurer of said Consultant may acquire against the Entity by virtue of the payment of any loss under such insurance.

Consultant agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the Entity has received a waiver of subrogation endorsement from the insurer.

Subcontractors
Consultant shall require and verify that all subcontractors maintain insurance meeting all the requirements stated herein, and Contractor shall ensure that The City of Manteca is an additional insured on insurance required from subcontractors.

SPECIAL RISKS OR CIRCUMSTANCES
The City of Manteca reserves the right to modify these requirements based on the nature of the risk, prior events, insurance coverage, or other special circumstances.

ATTACHMENT 2
11 ATTACHMENT 2
CONSULTANT’S PROPOSAL
ATTACHMENT 2
Request for Proposal
LDA Partners, Inc
City of Manteca
Combined Public Safety Center (Police & Fire)
Feasibility Study with Conceptual Design
August 17, 2023
ATTACHMENT 2
Our statement of qualifications and proposal is presented in the following order to assist in document organization and way finding. Each section begins with its respective tab.

A. Cover Letter
B. Qualifications
C. Approach & Methodology
D. Detailed Scope of Services
E. Project Schedule
F. Contract Exceptions
G. Fee Proposal (In Separate Sealed Envelope)
Table of Contents
ATTACHMENT 2
Cover Letter
ATTACHMENT 2
17 August 2023
Ms. Karen Hernandez
City of Manteca
1001 W. Center Street
Manteca, CA 95337
Dear Ms. Hernandez:

On behalf of LDA Partners,, and our proposed team, I am delighted to submit our proposal to provide architectural services for the City of Manteca. With our significant experience in public safety facilities, and our insight into cost effective construction means and methods, we believe our team to be uniquely qualified for the City’s Public Safety Center. Our team can offer the City the best value for it’s project by combining our skill-set in:
• Extensive experience with similar public safety facilities • A proven track record of successful, planning, programming, and designing public facilities that are functional, programmatically correct, aesthetically pleasing, and serve the needs of its users and constituents; On-time & within-budget • The projects we design are functional, with a high level of attention placed on the future Operations and Maintenance constraints. We understand the challenges of marrying the programming and design process with budgeting efforts, which can be unique with public buildings.
• Outstanding relationship skills that lead to collaboration, not conflict Our experience covers a wide breadth of public safety administration, correctional, and emergency use facilities. As you know, our team recently completed the programming portion of he Public Safety Center. Additionally, our skill set in public safety facilities was confirmed once again with the with the recent completion of the City of Lathrop’s new police facility. Our success in our projects is due to our commitment, unwavering since our inception in 1979, to the both the Owner and the Project. We apply a balanced, solutions-based approach to the creation of human environments, effectively blending function and aesthetics to satisfy complex program requirements. Due to our complete understanding of public funding, we pay particular attention to the overall operations and maintenance cost impacts to each facility we design. As a statement to our design ability, LDA Partners has won more Design Awards than any other architectural firm in the Sierra Valley Chapter of the AIA.

The strength of our firm lies in our communication and client service. Our first role for each project task is to listen. Beginning each task by listening to the client and most importantly, the end users, we are able to understand the critical issues that define a successful project from the client’s perspective. Through close working relationships, we are better able to look at existing and ideal environments “through the eyes of the client,” and to gain insight into solutions that are satisfying, appropriate and affordable. Our one–on-one working approach with clients fosters trust, understanding, and helps ensure that City remain an integral part of the project team. Most importantly, we fully understand the challenges of marrying the programming and design process with budgeting efforts, which can be unique with public safety buildings.

By submitting our proposal to you, I am committing both myself, our firm, and our team to the needs and priorities of this project, as well as attesting that all information is true and correct. We herein certify that our firm and all proposed subcontractors agree to comply with the requirements of the RFP. Should you require any clarifications, please do not hesitate to contact me directly. We look forward to presenting our proposed approach to you personally.

Very truly yours,
Eric Wohle, AIA, LEED AP
President
ATTACHMENT 2
2 City of Manteca Combined Safety Center
Name of Firm: LDA Partners, Inc
222 Central Court, Stockton, CA 95204
2016 P Street, Sacramento, CA 95811
209.943.0405 t / 209.943.0415 f
Year Established: 1979
Legal Structure: S-Corp
Primary Contact Person: Eric Wohle, AIA, , Partner Lic. # C-28388 222 Central Court, Stockton CA 95204
209.943.0405 t / 209.943.0415 f
[email protected]
Size of Firm/Staff: 25 Staff members
Description of the scope of
Services usually provided: Feasibility Studies
Programming
Space Planning
Master Planning
Architecture
Interior Design
Sustainable Design
Construction Administration
Pending litigation/Litigation
within the last (5) years: None
Fed. ID #: #82-3027292
Registered Small Business with the State of California

ABOUT LDA
Established in 1979, LDA has a current staff of 25, and has a diverse portfolio specializing in public facilities.

Approximately, 85% of our projects are attributed to
Public Sector Clients. We attribute this success to
listening and responding to our clients needs.

THE LDA EXPERIENCE
Our team has the proven experience in working with cities in various capacities and are very familiar with the public bid process. Additionally we have recent experience
in a wide diversity of public safety project types
indicated, including police stations, fire stations, jails, administrative office, and courts. This gives the City the assurance that our team has the diverse understanding
and qualifications needed in order to ensure a successful design and delivery of its project.

LDA Partners has been working with public institutions
for over four decades. The strength of our firm lies in our communication and client service. Through close working relationships, we are better able to look at existing and ideal environments “through the eyes of the client,” and to gain insight into solutions that are satisfying, appropriate and affordable.

LDA’s philosophy and practice of “designing to the budget” rather than “budgeting to the design” has resulted in a remarkable record of performance. We realize that costs are most easily controlled in the early stages of project development by carefully reviewing area requirements
and basic design decisions. Our approach, therefore,
reflects a careful collaborative of estimating and project control, resulting in a realistic total project budget.

We do not shy away from small deferred maintenance
projects or large complex projects – sometimes with
highly charged political and community implications. Our team members understand that all of these are needs of
the community, and we strive to provide these services
on projects of any scale.

Our nationally recognized design talent has earned LDA
numerous AIA Design Awards. This ensures that the City
will not only will receive a functional and programatically efficient facility, but also one that reflects the unique character and needs of Manteca.

Insurance
General Liability: Insurer A: Ohio Security Insurance Company Insurer B: American Fire & Casualty
Policy #BKS56152718
$1,000,000 per occurrence
$2,000,000 aggregate
Auto: Policy #BKS56152718
$1,000,000 per occurrence
$1,000,000 per aggregate
Professional Liability: The Hanover Insurance Company
Policy #LHC H215847 02
$2,000,000 per claim
$4,000,000 per aggregate
Worker’s Comp: The Hanover Insurance Company
Policy #WZFH449779
$1,000,000
ATTACHMENT 2
Qualifications
ATTACHMENT 2
LDA PARTNERS 3
Qualifications

ERIC WOHLE, AIA
Principal In Charge
LDA PARTNERS, INC.

ARCHITECT

CAROLYN NATIVIDAD, AIA
Partner / QAQC Architect

WILL OREN, AIA
Director / Project Architect

CAPITAL ENGINEERING

MECHANICAL
Anthony Colacchia

MECHANICAL / PLUMBING

ENGINEER

THE ENGINEERING ENTERPRISE

ELECTRICAL ENGINEERING
Scott Wheeler

ELECTRICAL ENGINEER

CROSBY GROUP

STRUCTURAL ENGINEERING
Patrick Crosby

STRUCTURAL ENGINEER
VANIR

COST ESTIMATING
Ben Sabati

COST ESTIMATOR

MCR ENGINEERING

CIVIL ENGINEERING
Dan Eavenson

CIVIL ENGINEER

LDA SUPPORT STAFF
Space Planner
Interior Designer
Landscape Designer
Revit/BIM/3D Illustrators
ADA Specialist
Project Close-Out Specialists
Production Staff
Administrative Staff
Below is an organization chart illustrating our project team composition. Our projects will be led by Eric Wohle, the Principal-in-Charge and hands-on, Project Architect, Will Oren. This core team is supported by our in-house specialists and outside consultants. Our Proposed project team is committed to the Project through completion. No key individual shall be removed or replaced without prior written concurrence of the City.

ATTACHMENT 2
4 City of Manteca Combined Safety Center

LDA PARTNERS - ARCHITECT
Since its inception in 1979, LDA Partners has applied a balanced, solutions-based approach to the creation of human environments, effectively blending function, first- and life-cycle costing, and aesthetics to satisfy complex program requirements. The numerous regional, national and industry awards earned by LDA stand as testament to the effectiveness of this approach.

THE ENGINEERING ENTERPRISE- ELECTRICAL
The Engineering Enterprise was founded in 1974 and immediately established itself an industry leader in progressive, forward thinking design. Our team of electrical engineers and lighting designers offer extensive expertise in numerous types of projects, both renovation and new construction, ranging from small retail stores to large public facilities. TEE and LDA have been working together for over 18 years.

CAPITAL ENGINEERING - MECHANICAL
Capital Engineering Consultants, Inc. has been successfully providing engineering and consulting services to our clients since 1947 and has developed into one of the foremost mechanical engineering firms in the western United States. We Significant experience in co facility project type having worked on over 30 of these types of facilities over the last 20 years. Capital has been working with LDA for over 15 years LDA has designed a multitude of public safety and administration facilities throughout Northern California. Our assembled design team reflects the best of the best. Each team member was chosen based upon their specific experience and skill within their particular discipline, and have all worked together on previous public safety facilities. LDA, along with each design consultant, have strong backgrounds in the design of service facilities and the specialty systems to make them efficient and operational for the Owner and building users. Combining their unique perspectives and individual talents, they have developed solutions for effective, seamless facility operations and state-of-the-art facilities throughout the State.

CROSBY GROUP - STRUCTURAL
Crosby Group brings over 30 years of experience successfully working as a valued partner on police headquarter and essential services facilities throughout California. Crosby Group has been a trusted team member with a long history of successfully collaborating with various City, County, State and Federal agencies on both new design as well as renovation and retrofit of existing facilities.

VANIR - COST ESTIMATING
Founded in 1964, Vanir is now a national leader in program, project and construction management and real estate development. When it comes to the justice and essential services sector, safe, secure, dynamic and sustainable facilities are key. Vanir understands just how much is at stake when it comes to delivering state-ofthe-art jails, prisons and detention centers; courthouses; and public safety/emergency operations facilities, as well as behavioral health, recovery and psychiatric facilities inside and outside of the correctional system.

MCR - CIVIL
MCR Engineering, Inc. is a civil engineering and surveying firm that specializes in land development, master planning, surveying, underground utility, water resource design, and construction administration. MCR Engineering was founded in 1997 in Manteca, California. We opened our doors with two main objectives in mind; Providing excellent service by maintaining a focus on the essential things that make our client’s projects successful, and building lasting relationships with our clients that are rooted in professionalism, trust, and mutual respect. MCR has been working with LDA for over 20 years.

Team Descriptions
ATTACHMENT 2
LDA PARTNERS 5
Qualifications
Eric Wohle, AIA, LEED® AP
Partner, Principal-in-Charge, Architect of Record
LDA Partners, Inc.

With more than 24 years of experience in the field of architecture, Partner Eric Wohle offers clients the benefits of his solid background in programming & building design, and construction management. Mr.

Wohle also has extensive experience in design and construction document production for a wide range of project types. Mr. Wohle is the principal responsible for public project oversight, and construction administration. Mr. Wohle also has a keen sense of building materials and the design construction process as a whole having taught Materials and Methods of Construction and Blueprint Reading.

RELEVANT PROJECTS:

City of Pismo Beach Public Safety Facility
County of San Luis Obispo Probation Building
Stanislaus County Intake/Release, Administration, Modesto, CA Stanislaus County Day Reporting Center, Modesto, CA
Stanislaus County REACT Center, Modesto, CA
Fire Station #4, Manteca, CA
Fire Station #31, Lathrop,CA
CHCF Stockton, California Dept. of Corrections & Rehabilitation City of Lathrop Police Department
City of Patterson Public Safety Center
Drug Enforcement Agency, Stockton, CA

EDUCATION
University of Washington,
Bachelor of Arts: Design &
Planning
University of New Mexico,
Master of Architecture

LENGTH WITH FIRM
24 Years

REGISTRATIONS
#C-28388

MEMBERSHIPS
American Institute of Architects
US Green Building Council

EDUCATION
Harvard University
Psychology, 2001
University of California,Berkley
Master of Architecture 2007

REGISTRATIONS
#C-35731

YEARS WITH LDA
1 Year

MEMBERSHIPS
American Institute of Architects,
Central Valley Chapter.

NCARB
US Green Building Council
Will Oren, AIA, LEED® AP
Director of Architecture, Project Architect
LDA Partners, Inc.

With more than 20 years of experience in the field of architecture, Will is experienced in civic, high-rise, mixed-use, commercial, residential, and master planning projects. He has an expert level proficiency in advanced software for design, production, and management and has significant Design-Build project experience. With a strong Public Safety and Community Facilities background, Will oversees the project from programming through the conceptual design, providing leadership, design excellence, public safety operations expertise, and project management to all consultant partners.

RELEVANT PROJECTS:

Stanislaus County Health Services Agency, Bridging Documents Gilroy Development Services Center Construction Documents Bakersfield Police Department Space Needs Study
University of California, Santa Cruz Library - Science and Engineering Library Renovation Hayward Police Department Master Plan
Hayward Police Department Locker room addition
Placerville Police Department and El Dorado County FPD Facility Assessment & Space Needs and Study City of Anderson Police Department - New Headquarters
City of Fowler Police Department - New Headquarters
City of Benicia Police Department Renovations
Stanislaus County Empire Library and Sheriff Sub-station Yolo County Probation Department Renovation
ATTACHMENT 2
Qualifications
6 City of Manteca Combined Safety Center
Carolyn Natividad, AIA, LEED® AP
Project Manager / Architect, QA/QC
LDA Partners
Mrs. Carolyn Natividad has 20 years of experience in the field of architecture and joined LDA Partners in 2005. As a project manager, she assists in the design, coordinates between various consultants and owner and end users, develops the drawings, and assists in managing the project during construction. She has a wide range of project experience, especially public schools and community facilities, managing over $750 million of public construction and is a LEED Accredited Professional.

RELEVANT PROJECTS:

City of Pismo Beach Public Safety Facility
County of San Luis Obispo Probation Building
Stanislaus County REACT Center, Modesto,CA
Stanislaus County Public Safety Center - Day Reporting Center, Modesto, CA Stanislaus County Public Works Administration Building, Modesto, CA Lathrop Police Department
Drug Enforcement Agency, Stockton, CA
Fire Station #4, Manteca, CA

EDUCATION
Bachelor of Science:

Environmental Design, Minor
in Art History University of
California, Davis, 2000
Universite Lyon Deux 1998

LENGTH WITH FIRM
16 Years

REGISTRATIONS
C33148

MEMBERSHIPS
American Institute of Architects
United States Green Building
Council
Patrick Crosby
Principal / Structural Engineer
Crosby Group
With over 40 years of experience serving the public sector, including 35 years in the design and construction of police and essential services facilities, he is intimately familiar with the needs and requirements of local City agencies, as well as the specific regulatory and design requirements of essential services facilities in California. He has assisted numerous Cities and Counties throughout the State and understands their fiscal constraints not only in capital construction, but in long-term maintenance. To meet these challenges, he is involved on the front-end of design to understand the client’s needs and constraints and develops a design that provides cost-effective yet creative solutions with an emphasis on minimal maintenance and durability.

RELEVANT PROJECTS
Belmont Police Headquarters & City Hall Renovation Adaptive Reuse, Belmont, CA.

Benicia Police Department Building Needs Assessment, Benicia, CA.

Fremont Police Headquarters Building Seismic Retrofit, Fremont, CA.

Fairfield Police Department Renovations & Seismic Retrofit, Fairfield, CA San Mateo County Regional Operations Center D/B, Redwood City, CA.

Galt Police Headquarters Building, Galt, CA.

American Canyon Police & Fire Facility, American Canyon, CA.

Rohnert Park Fire Station No. 2 Renovations, Rohnert Park, CA Fremont Fire Station #8, Fremont, CA

EDUCATION
B.S., Civil Engineering, Santa
Clara University
Graduate work at U.C. Berkeley
and San Jose State University

REGISTRATION
CA / Civil Engineering / #
C34519
CA / Structural Engineering /
# 2770
ATTACHMENT 2
LDA PARTNERS 7
Qualifications
Anthony Colacchia, P.E.

Mechanical / Plumbing Engineer
Capital Engineering
As a Principal and Team Leader of Capital’s Civic and Criminal Justice teams, Anthony provides day-to-day “hands-on” design and management for the mechanical engineering design team including supervision and management of engineering, documentation, calculations, modeling and general project administration.

Mr. Colacchia has worked on a wide variety of civic facilities for the federal government, state, cities, counties, and the California court system. He holds extensive experience with all mechanical system types including: large central heating and cooling plants, built-up air-handling systems, packaged systems, VRF, underfloor systems, sustainable and energy efficient design, and hydronic systems. Anthony has performed numerous assessments of City, County, State and Federal buildings.

RELEVANT PROJECTS:

California Office of Emergency Services, Sacramento
Rescue Fire Fighting Facility, Sacramento
Fairfield Fire Station 35 & 40 Remodels, Fairfield
Porterville Fire Stations 71, 72, 73 Remodels, Porterville Roseville Fire Station #8, Roseville
Piedmont Police Facility Remodel, Piedmont
Dixon Fire Station 82, Dixon
Dixon Police Department Assessment, Dixon

EDUCATION
Bachelor of Science, Mechanical
Engineering, 1992, California
State Polytechnic University,
San Luis Obispo

REGISTRATION
Professional Engineer,
Registration #M29743,
California
Scott D. Wheeler, P.E. LEED AP
Electrical Engineer
The Engineering Enterprise
Scott Wheeler brings 28 years of experience in the electrical engineering field. A LEED Accredited Professional and active member of the U.S. Green Building Council, Scott joined The Engineering Enterprise in 1994 and opened the Sacramento Area office in 2000. He began his electrical career as a field electrician working on a variety of commercial and light industrial projects. This acquired field experience has helped him apply a practical approach to the engineering design process. He continues to expand his knowledge and skills in the areas of electrical, life safety, lighting and emergency, commercial office, university/school, healthcare and data center/server room projects. Scott has served as PIC/Principal Project Engineer for many of the recent emergency facilities in which TEE has been involved.

RELEVANT PROJECTS:

Administrative Office of the Courts, Oroville, CA
Airport Rescue and Firefighting Facility Station at Sacramento International Airport, Sacramento, CA CalPERS Emergency Operations Center, Rancho Cordova, CA City of Dublin Corporate Yard Alameda County Fire Maintenance & Emergency Ops Facility, Dublin, CA JCC Calaveras County Courts, San Andreas, CA
San Joaquin County Agricultural Center & Emergency Operations Center, Stockton, CA Truckee Sheriff’s Department Joseph Center Upgrade, Truckee, CA Lathrop Police Department, Lathrop, CA
Lincoln City Hall, Lincoln, CA

EDUCATION
B.S., Electrical Engineering, 1993
California Polytechnic State
University, San Luis Obispo

REGISTRATION
Electrical Engineer, California
E15491, 1997
Institute of Electrical and
Electronic Engineers
LEED Accredited Professional,
U.S. Green Building Council
Principal, Civic+Government Team Leader
Essential Services Facilities
Cal Fire Station Butte County,
Oroville (Butte County image)
Education
Bachelor of Science, Mechanical
Engineering, 1992, California State
Polytechnic University,
San Luis Obispo
Professional Registration
Professional Engineer,
Registration #M29743, California
Affiliations
American Society of Heating,
Refrigerating and Air-Conditioning
Engineers
U.S. Green Building Council
Experience and Background
As a Principal and Team Leader of Capital’s Civic and Criminal Justice teams, Anthony provides day-to-day “hands-on” design and management for the mechanical engineering design team including supervision and management of engineering, documentation, calculations, modeling and general project administration.

Relevant Projects
» Sacramento Airport Aircraft
Rescue Fire Fighting Facility,
Sacramento
» Dixon Fire Station 82, Dixon
» Porterville Fire Stations 71,
72, 73 Remodels, Porterville
» Roseville Fire Station #8,
Roseville
» Fairfield Fire Station 35 & 40
Remodels, Fairfield
» Morgan Hill Fire Station #6,
Morgan Hill
» California Dept of Forestry
• Las Posadas Fire Station
Budget Package
• Fawn Lodge Fire Station
Budget Package
• Bieber Fire Station Budget
Package
• Westwood Fire Station
Budget Package
• Ishi Fire Station Budget
Package
• Growlersberg Fire Station
Budget Package
• Red Bluff Fire Station
Budget Package
• San Mateo/Santa Cruz
Headquarters Budget
Package
• Vina Helitack Base Budget
Package
» Ebbetts Pass Fire Station,
Arnold
» Hemet Firefighting Air Attack
Base/Helitack Base, Hemet
» California Highway Patrol
• Field Office, Bakersfield
• Field Office, Fresno
• Field Office, Grass Valley
• Field Office, Mojave
• Field Office, Oakhurst
• Field Office, Tracy
» California Office of
Emergency Services,
Sacramento
» CalTrans Materials
Engineering and Testing
Services Concrete Test Lab,
Sacramento
» California Department of
Social Services State Office
Buildings 8 & 9, Sacramento
» California Department of
General Services
• Governor’s Mansion
remodel, Sacramento
• On Call, IDIQ
» Dixon Police Department
Assessment, Dixon
» Napa County Staff Secure
Facility
» Placer County
• Animal Shelter, Auburn
• Justice Center, Auburn
• Finance Administration
Building
• Data Center, Auburn
» Piedmont Police Facility
Remodel, Piedmont
» Solano County
• Clinic Laboratory, Fairfield
• County Services, Vallejo
• Government Center, Vallejo
» Stanislaus County, Modesto
• Public Safety Center Project
3 -Intake and Release
Reentry and Enhance
Alternatives to Custody
(REACT) Center, Modesto
»
bring
life to
buildings TM
ATTACHMENT 2
Qualifications
8 City of Manteca Combined Safety Center
Dan Eavenson, QSD/QSP
Principal & Project Manager
MCR Engineering
Dan is well respected for his “team building” approach when working with employees, clients, and regulatory agencies. He knows how to build relationships that translate to a good work product and how to get the most out of those that he manages.

Dan spent the first 10 years of his career in the construction industry before joining M.C.R. Engineering.

As a superintendent for a major contractor in the central valley, he personally directed the construction of basically everything we typically design and provide construction staking for. His knowledge of the construction process has proved to be invaluable to our engineers and surveyors, and his ability to ask the right questions to contractors has been invaluable to our clients. He places great emphasis on preparing improvement plans that are “build-able” and complete.

RELEVANT PROJECTS
Fire Station # 31, Lathrop , CA
Fire Station # 4, Manteca, CA
Fire Station #5, Manteca, CA
Manteca Unified School District, Manteca, CA
R.D. 2064, Manteca, CA
City of Ripon On Call Services, Ripon, CA

EDUCATION
B.S. Civil Engineering, Cal Poly
San Luis Obispo

REGISTRATION
California Licensed Civil Engineer
No. C54088
Qualified SWPPP Developer
(QSD) & Practitioner (QSP), No.
264
Grade 1 Water Distribution
Operator
Ben Sabati
Cost Modeling
Vanir
Ben Sabati has over 41 years of construction estimating and value engineering experience. He has provided approximately $6 billion of cost estimating/cost control services on criminal justice, educational, healthcare, transportation and infrastructure/utility projects. His responsibilities have included a wide variety of condition assessment and cost-related activities, including take-off, pricing, budgeting, purchasing, constructibility review, value engineering and bidding. Ben has provided cost estimating services to over 100 school districts throughout the western United States.

RELEVANT PROJECTS:

County of San Diego, Youth Transition Campus, San Diego, CA.

City of Los Angeles, Police Administration Building, Los Angeles, CA.

City of Selma, New Police Department, Selma, CA.

City of Modesto, Police Headquarters Complex Expansion, Modesto, CA.

El Dorado County, Public Safety Complex, Placerville, CA.

City and County of San Francisco, Public Safety Building, San Francisco, CA.

City of Indio, Public Safety Campus Program, Indio, CA.

Town of Gilbert, Public Safety Complex, Gilbert, AZ.

EDUCATION
Master of Science, Civil
Engineering, Pahlavi University,
Iran
Undergraduate Studies,
Construction Management, San
Jose State University

REGISTRATION
American Society of Professional
Estimators (ASPE)
Construction Management
Association of America (CMAA)
ATTACHMENT 2
Qualifications
LDA PARTNERS 9
City of Patterson, Public Safety Center
Patterson CA
SIZE
20,000 sf
COST
$18M

SERVICES
Programming Confirmation
Space Planning

REFERENCE
Tiffany Rodriguez, PE
Capital Projects Manager
City of Patterson
(209) 895-8075
[email protected].
ca.us

COMPLETION DATE
April 2021
LDA completed the programming & feasibility
study for a new Public Safety Facility for the
City of Patterson. This new facility is envisioned
to house both police and fire administrative
offices.

LDA is reviewing existing buildings within the
vicinity of City Hall and identifying potential
program, structural and access issues in order
to move into the next phase of design and
construction.

LOBBY
100
PUBLIC

RESTROOM
104

RECORDS
CLERKS
105
STAIR-1
103

RECORDS
SUPV.
106
STORAGE-1
108
CRIME

PREVENTION
&

COMMUNITY

SERVICES
107

BRIEFING
ROOM
109
I.T. RM.-1
110 RECORDS

STORAGE
111

COPY/STORAGE
112

SCAN/CAD
113
RESTRM
114 SOFT RM.
115

TRAFFIC
UNIT (4)
116
STORAGE-2
116A
PATROL

SERVICES
(4)
117
POLICE
CHIEF
136
ADMIN

SERGEANT
133

SERGEANTS
(2)
132

DETECTIVES
(6)
131
STORAGE-3
130
INTV.-3
129
INTV.-2
128 PROPERTY/EVIDENCE
125

TACTICAL
ARMORY
124 MEN'S
RESTRM
118

WOMEN'S
RESTRM.
119
BREAK
ROOM
120 ELEC. RM.
123
LOBBY-2
121
STAIR-2
122

BALLISTIC WALL
& 8' WINDOW COPY
COPY

MONITORING

STATION

POTENTIAL FUTURE ACCESS

ADJACENT BUILDING

EXISTING BUILDING

PATTERSON

CITY HALL

ENCLOSED

BRIDGE ABOVE

LOADING
6'-0"
INTV.-1
127
3'-3"
ELEV.

EQUIP.
101 ELEVATOR
102
CANOPY MOTORCYCLE PARKING (3) CANOPY
39'-10"
(E) PARKING - 9
PATROL

STORAGE
126 JANITOR
136
FIRE
RISER
137
COPY
COPY
CLO.
(5)
D.F.
95'-10"
98'-10 7/8"
95'-10"
124'-0"

JANITOR
144

PATTERSON POLICE SERVICES

OF THE STANISLAUS COUNTY SHERIFF'S DEPARTMENT
(E) PARKING - 16

GROUND FLOOR PLAN CITY OF PATTERSON - PUBLIC SAFETY CENTER 04/20/21 33 South Del Puerto Avenue
Patterson, CA 95363
0 8' 16' 24' 32'
Graphic Scale: 1 inch = 8 feet

SOUTH DEL PUERTO AVENUE
OSSIE ST.

Lathrop Police Department
Lathrop, CA
SIZE
14,000 sf
COST
$9 Million

SERVICES
Programming
Planning
Space Planning
Architectural Design
Construction Documents

REFERENCE
Ken Read
Construction Manager
209.712.3136
[email protected]

COMPLETION DATE
August 2021
The City of Lathrop hired LDA to perform and
program and feasibility study for a new police
facility. LDA first performed a feasibility,
program and budget assessment to ensure that
all the City’s needs were met as well within their
budget framework.

Upon completion of that study, LDA continued
and completed the design and construction
documents and helped administer the bid public
bid.

LDA is now designing a new Police Evidence
Storage facility as a separate structure.

ATTACHMENT 2
Qualifications
10 City of Manteca Combined Safety Center
SIZE
8,000 sf
COST
$3.0m

SERVICES
Programming Confirmation
Space Planning
Architectural Design
Construction Documents
Construction Administration

REFERENCE
Larry Madoski
Admin. Division Chief
209-941-5102
Cell 209-851-5403
[email protected]
STATUS
Complete 2022
Fire Station #31
Lathrop, CA
Fire Station 31’s was the first Fire Station built
by the City of Lathrop in 1973. LDA was hired
to a complete renovation to the existing station,
right down to the studs. The project includes
new dorm areas for staff, new day rooms, and
a full refurbishment of turn-out areas and the
apparatus bay. The entire exterior facade was
renovated to create a more traditional looking
facility that enhances the neighborhood.

SIZE
32,000 sf
COST
$43.0m

SERVICES
Programming Confirmation
Space Planning
Architectural Design
Construction Documents
Construction Administration

REFERENCE
Jorge Garcia
City Manager
805.773.7928
[email protected]
STATUS
Design Development
Pismo Beach Public Safety Center
Pismo Beach, CA
The new Public Safety Center is the culmination
of years of work by the City to provide a new
modern Public Safety Facility for the popular
tourist beach town. The project consists of
two main structures, one for Police and another
for Fire. The buildings are collocated on the
existing site of City Hall and share a combined
secure parking area.

In this orientation, the site plan and parking
layout reflects a more efficient layout and help
with separation between the police and fire
areas. This also reduces the number of security
gates and helps create a more secure facility.

The brick aesthetic was inspired by the
previously existing schoolhouse that occupied
the site. Elements of the schoolhouse and
existing Police Station were preserved and
incorporated into the new facility design.

ATTACHMENT 2
Qualifications
LDA PARTNERS 11
SIZE
9,500 sf
COST
$2.0 million

SERVICES
Programming
Space Planning
Architectural Design
Construction Documents

REFERENCE
Roy Fowler
Project Manager
209.948.4037

COMPLETION DATE
Complete 2012
This new 9,500 SF, single-story office building
shell was the second phase of a development
located in an industrial portion of Stockton.

The initial phase of development was a 28,000
SF office for the State of California Department
of Corrections. The future third phase, a threestory 35,000 SF office building, is targeted to house another government agency.

The phase II design continued the Phase I
development style including bold colors and
materials. The extensive use of ribbed metal
siding, exterior shade devices, and energy
efficient glazing incorporates many aspects
of sustainable design. It also continues the
City of Stockton’s redevelopment program
as a signature component of the enhanced
waterfront.

Department of Corrections Regional
Administrative Office, Stockton, CA
San Luis Probation Department
San Luis Obispo, CA
SIZE
35,000 sf
COST
$31M

SERVICES
Programming Confirmation
Space Planning
Architectural Design
Construction Documents
Construction Administration

REFERENCE
Rob Stanic
Project Manager III
Public Works,
County of San Luis Obispo
805.781.5194
[email protected]
STATUS
Construction Documents
The two-story Probation Department will
replace the San Luis Obispo County’s existing
building with a high quality, state of the art
headquarters. The facility is nestled into a hill
surrounded by various exiting County buildings
which will in the future serve as a County
campus.

The Probation building includes space for
administration, reception and client Interface,
support services, adult services, and juvenile
services, as well as, armory, evidence, and
safety equipment rooms. Some spaces blend
the interiors with the outdoors, such as break
and training rooms which open onto terraced
landscaped plazas providing extra space,
privacy and calm.

ATTACHMENT 2
Qualifications
12 City of Manteca Combined Safety Center
SIZE
22,000 sf
COST
$6.5 Million

SERVICES
Planning
Space Planning
Architectural Design
Construction Design

REFERENCE
Roy Fowler
[email protected]
(209) 639-4402

COMPLETION DATE
2012
LDA designed this new, two-story, 22,000
square foot Federal holding facility for
deportation processing. Located on a
redevelopment site in an existing office park,
adjacent to the Stockton Deep Water Channel,
security was of the utmost importance. Given
LDA’s familiarity with development in this area
through other completed projects, LDA utilized
its exceptional knowledgeable about the site’s
planning and security challenges to design a
secure and operationally efficient facility.

LDA designed a facility that not only met
the Federal functional program and security
requirements, but also kept the operations
of this facility completely separate from the
adjacent office complexes through thoughtful
site and access design.

US Department of Immigration &
Customs Enforcement, Stockton, CA
SIZE
14,000 sf
COST
$4.2m

SERVICES
Programming Confirmation
Space Planning
Architectural Design
Construction Administration

REFERENCE
Patricia Hill-Thomas
COO / Project Manager
[email protected]
209.609.4334

COMPLETION DATE
2015
As part of California’s AB 900 realignment
program, LDA Partners lead the design criteria
for the Day Reporting Center for Stanislaus
County. This project, which adds three new
facilities to the existing facilities on an existing
site, includes the Day Reporting Center.

As the first Day Reporting Center constructed
under AB 900, this project combines common
program elements and effectively established
a new model for Day Reporting facilities.

Consisting of primary and secondary classroom
and program space, substance testing,
computer and administrative functions, the
DRC is a new beginning for many of those put
on parole.

Stanislaus County Public Safety Center
Day Reporting Center, Modesto, CA
ATTACHMENT 2
Qualifications
LDA PARTNERS 13
SIZE
8,000 sf
COST
$2.8m

SERVICES
Programming
Space Planning
Architectural Design
Construction Documents
Construction Administration

REFERENCE
Gary Ingraham
Project Manager
[email protected]
209.937.5091

COMPLETION DATE
2009
New 8,000 sq. ft. Fire Station in a new residential
community. LDA facilitated committee user
group meetings to gain program consensus and
to ensure firefighter ownership. The building
features a hybrid structural system of both
pre-engineered metal building for the long span
apparatus bay and conventional wood framing
methods for the residence in order to minimize
construction costs.

Fire Station #13
Stockton, CA
The new 8,200 square-foot fire station for the
City of Manteca will service the North side of
town. The facility will provide 4 sleeping rooms,
fitness room, kitchen and living areas, two
offices, two apparatus bays, decontamination
area, workshop, and turnout area. A community
room has also been provided to allow space for
neighborhood meetings and events.

Fire Station #4
Manteca, CA
SIZE
8,200 sf
COST
$4.1m

SERVICES
Construction Documents
Construction Administration

REFERENCE
Harold Holland
Project Manager (retired)
209.471.9927

COMPLETION DATE
2014
ATTACHMENT 2
Qualifications
14 City of Manteca Combined Safety Center
SIZE
51,000 sf
COST
$31 million

SERVICES
Programming Confirmation
Space Planning
Architectural Design
Construction Administration

REFERENCE
Patricia Hill-Thomas
COO / Project Manager
[email protected]
209.609.4334

COMPLETION DATE
Complete 2018
The REACT (Re-Entry and Enhanced Alternative
to Custody Training) Center)is a 51,000sf
complex located within the 127 acre Stanislaus
County Public Safety Center site. The React
consists of 2 buildings connected by a
courtyard. The buildings consist of a secure jail
housing and less secure public administration
building.

The secure areas are CMU/tilt-up and the less
secure is wood framed. The REACT Center
conforms to a neighborhood plan for the Public
Safety Center and takes aesthetic cues from
the Public Safety Center 1 and 2, and the Day
Reporting Center. LDA Partners is teamed
to create schematic design documents and
bridging documents for a Design Build Project
Delivery.

Stanislaus County REACT Center
Modesto, CA
Del Puerto Health Care District - New Administration
& Crew Quarters, Patterson, CA
SIZE
7,500 sf
COST
TBD

SERVICES
Programming Confirmation
Space Planning

REFERENCE
Paul Willette
Ambulance Director
Patterson District
Ambulance
Office (209) 892-2618

COMPLETION DATE
2018
LDA completed a program, site planning and
budgeting analysis for the Del Puerto Health
Care District for a new joint administrative crew
quarters.

W W D D

PROPERTY LINE

PUBLIC UTILITY EASEMENT

LANDSCAPE/ TURF

CONCRETE WALK/ FLAT WORK
ACCESSIBLE PATH OF TRAVEL.

FOR ADDITIONAL INFO. REFER TO
ACCESSIBILITY STANDARDS SHEET.

LEGEND
TREE

AC PAVING

FENCE LINE
BLDG.

SOUTH 9 STREET

E STREET

PROPERTY LINE

SETBACK
10-' 0"

SETBACK
10'-0"
PATIO
19'-0" 25'-0" 19'-0"
APRON

ACESS DRIVE

SLIDING GATE
9'-0 3/256"
27'-11 115/128"

GENERATOR

TRASH ENCLOSURE
6 13
10 11
5'-0"
5'-0"
19 -' 0"
5 -' 0" 19 -' 0" 25'-0" 19 -' 0"
38'-10 3/4"
38'-10 3/4"
11'-0 3/256"
12'-0"
1 VERIFY ALL DIMENSIONS, EXISTING

CONDITIONS AND METHODS OF

CONSTRUCTION PRIOR TO START OF ANY
WORK. NOTIFY ARCHITECT OF ANY
DISCREPENCIES.
2 UNLESS OTHERWISE NOTED OR INDICATED,

ALL DIMENSIONS SHOWN ARE TO FACE OF
FRAMING, CONC. SLAB AND/OR CMU.
3 CONTRACTOR SHALL WORK TOWARD
DIMENSIONS WITH TOLERANCES +/- SHOWN.
4 PATCH AND REPAIR ALL EXISTING ADJACENT

SURFACES AFFECTED BY THE IMPROVEMENTS
PROPOSED IN THESE CONTRACT DOCUMENTS.

RESTORE FINISHES TO THESE AREAS TO
MATCH EXISTING.
5 THE PEDESTRIAN PATH OF TRAVEL (P.O.T.) IS

INDICATED AS A BARRIER FREE, COMMON

ACCESS ROUTE WITHOUT ANY ABRUPT
VERTICAL CHANGES EXCEEDING 1/2"
BEVELED AT 1:2 MAX. SLOPE, EXCEPT THAT
LEVEL CHANGES DO NOT EXCEED 1/4"
VERTICAL. THE PATHS SURFACE IS AT LEAST
48" WIDE, SLIP RESISTANT, STABLE, FIRM
AND SMOOTH. PASSING SPACES AT LEAST
60"x60" ARE LOCATED NOT MORE THAN 200'
APART. PART OF P.O.T. W/ CONTINUOUS
GRADIENTS HAVE 60" LEVEL AREAS NOT
MORE THAN 400' APART. THE CROSS-SLOPE
DOES NOT EXCEED 2% AND THE SLOPES IN

THE DIRECTION OF TRAVEL THAT EXCEED
5% ARE CONSTRUCTED AS ACCESSIBLE
RAMPS. THE P.O.T. IS FREE OF OVERHEAD
OBSTRUCTIONS UP TO 80" MIN. OBJECTS

PROJECTING FROM WALLS W/ LEADING
EDGES BETWEEN 27" & 80" A.F.F. DO NOT
PROTRUDE MORE THAN 4" FROM THE WALL.

THE CONTRACTOR SHALL VERIFY THAT ALL
BARRIERS IN THE P.O.T. HAVE BEEN OR WILL

BE REMOVED UNDER THIS PROJECT AND
COMPLIES W/ CBC 11B-402, & 11B-403
6 (WHEN PROVIDED) ALL GATES IN PATH OF

TRAVEL MUST COMPLY WITH DOOR
REQUIREMENTS. PROVIDE A 24" MIN.

STRIKE SIDE CLEARANCE ON THE PULL SIDE
AND A SMOOTH SURFACE AT THE BOTTOM 10
INCHES OF THE PUSH SIDE OF GATE. SPECIFY
ACCESSIBLE / LEVER HARDWARE.
7 PROVIDE BUILDING ENTRANCE SIGN
(INTERNATIONAL SYMBOL OF

ACCESSIBILITY) AT ACCESSIBLE PUBLIC
ENTRANCE DOOR(S). MINIMUM SIZE
REQUIRED IS 6"x6"
8 PROVIDE TACTILE STAIR LEVEL

IDENTIFICATION SIGN IN EACH FLOOR
LEVEL LANDING.
9 WALKWAYS AND SIDEWALKS ALONG

ACCESSIBLE ROUTES OF TRAVEL ARE

CONTINUOUSLY ACCESSIBLE, HAVE A
MAXIMUM 1/2" CHANGES IN ELEVATION, ARE
A MINIMUM 48" IN WIDTH, AND HAVE A
MAXIMUM 2% CROSS SLOPE.
10 WHERE NECESSARY, TO CHANGE ELEVATION
AT A SLOPE EXCEEDING 5% SHALL HAVE A
RAMP COMPLYING WITH 2016 CBC SECTION
11B-405 OR 11B-406 AS APPROPRIATE.
11 WHERE WALK CROSSES OF AJOINS A

VEHICULAR WAY, AND THE WALKING

SURFACES ARE NOT SEPARATED BY CURBS,

RAILINGS OR OTHER ELEMENTS BETWEEN

THE PEDESTRIAN AREAS AND VEHICULAR

AREAS SHALL BE DEFINED BY A

CONTINUOUUS DETECTABLE WARNING WHICH
IS 36" WIDE, COMPLYING WITH 2016 CBC
SECTION 11B-705.1.2.5

GENERAL NOTES

KEYNOTES
4/12/2023 4:49:03 PM
A1.00 1/16" = 1'-0"
1 OVERALL SITE PLAN

ACCESSIBLE STALLS
REF: TABLE 11B-208.2 2019 CAL

BUILDING CODE
TOTAL STALLS = ####
EVC= "ELECTRIC VEHICLE CHARGING ONLY" STALLS
REF: TABLE A5.106.5.3.1 - TIER 1
2019 CAL GREEN BUILDING CODE
TOTAL STALLS = ####
LE/FEV= "LOW EMITTING, FUEL EFFICIENT VEHICLE"
STALL & CAV= "CLEAN AIR VEHICLE" STALLS
REF: TABLE A5.106.5.1.1 - TIER 1
2019 CAL GREEN BUILDING CODE
TOTAL STALLS = ####
TOTAL STALLS REQUIRED = ####

PARKING
ATTACHMENT 2
Qualifications
LDA PARTNERS 15
SIZE
33,600 sf
COST
$20m
COST
$18 million

SERVICES
Programming Confirmation
Space Planning
Architectural Design
Construction Administration

REFERENCE
Al Valencia
Project Manager
[email protected]
209.609.4334

COMPLETION DATE
2016
As part of the Stanislaus County Public Safety
Center Expansion project, LDA Partners teamed
to help undertake criteria & bridging design
of a new $20 million, 33,625 SF facility that
includes intake, release, transportation, video
visitation and facility administration functions.

This location serves as the link between jail
administration and operations, and will also
act as the primary intake and release facility
for the County. Being directly connected to
the remaining jail facility, this establishes an
increased level of functionality and operational
efficiency for the County, as well as additional
physical safety for the officers.

Stanislaus County Public Safety Center
Intake / Release, Administration, Modesto, CA
Drug Enforcement Agency Office
Stockton, CA
SIZE
7,555 sq. ft.

COST
$1.3M

SERVICES
Programming Confirmation
Space Planning
Architectural Design
Construction Administration

REFERENCE
Julian Soriano
Julian.B. [email protected]

COMPLETION DATE
Completed 2019
The Drug Enforcement Agency was outgrowing
their existing space and since the Stockton
area is a high priority area, they needed a new
location. This 7,555 square foot interior remodel
of an existing building provided not only the
space they needed but in a centralized location
with views of the Port of Stockton waterfront.

This $1.3 million project includes secure
interview rooms, holding rooms, surveillance
rooms, evidence storage, and a shower for
the agents to clean themselves after handling
controlled substances. It also includes offices,
conference rooms, break rooms, and a training
room for learning seminars. The high-quality
design and finishes make the space feel like a
professional office without sacrificing security.

ATTACHMENT 2
Approach & Methodology
ATTACHMENT 2
LDA PARTNERS 16
Approach & Methodology
We understand the City of Manteca is looking for architectural and engineering expertise in order to evaluate options for the future of Manteca Public Safety Facilities for the Police Department and Fire Administration devision through a space needs evaluation and facility assessment. As described in the RFP, the city is looking to understand the current and future needs of the departments, the capacity and feasibility of renovating the current facility, and the capital and operations costs of a new combined public safety facility on a new site. A future building design (renovation or new) will serve the two department functions mentioned above and may be a mix use of public space, dedicated department spaces, common, shared or flex space, and common infrastructure and back-up systems.

Having built numerous local public safety facilities for both police and fire, our team understands the needs of a state-of-the-art public safety facility and the constraints of budget, site, and schedule. Our team excels in balancing client and stakeholder needs, aspirations, practicalities, and resources through the LDA Partners process of engagement, programming, design, and architectural implementation. As experts in architecture, design, and delivery, our portfolio of built work for California Public Agencies and municipalities demonstrates our understanding of the needs and constraints of public projects and the ability to deliver projects in light of the unique challenges facing design, construction, funding, regulation, and markets forces in the San Joaquin Valley.

To address these specific challenges, we look beyond the project specifics to understand the needs of the client which would be served by an architecture project, we aim to ‘look through the client’s eyes.’ Our process is designed to solicit and prioritize the needs of the end-users, to work with the client to best achieve their explicit and implicit goals, and look for opportunities within the project to add value by utilizing our expertise to deliver cost-conscious, operationally efficient, and the creative solutions. Our experience working with public clients has allowed our team to test and develop a robust strategy of engagement to quantify and justify capital investments and facility improvements. Our approach is outlined below:

KEY LDA STRATEGIES:
• Consensus Building: Strategies of soliciting practical feedback, educating, and building consensus
• “Project Core Committee” Approach
• Data driven and Evidence-Based Design Process
• Best-Practice Public Safety Design
• Parallel Design Phasing to Accelerate Project Schedule • Established relationships with local contractors, pulse of local material availability trends, and escalation
• Funding Expertise and Cost Control
Space needs evaluation and facility assessment
studies present opportunities to step back and
gain a high-level view of facility needs, limitations,
and opportunities. Our team’s strategy is to work
towards a comprehensive understanding of both
the police and fire departments by partnering with
and embedding our team into the facilities to gain an
understanding of current operations and adaptive
‘work-arounds’ developed by the departments
within aging facilities.

ATTACHMENT 2
Approach & Methodology
17 City of Manteca Combined Safety Center

STRATEGIES TO HOW TO BUILD CONSENSUS
Our approach is designed to avoid potential “rocks in the road” by engaging the client/user in all aspects of the design process, promoting “partnering,” and interactive decision-making. This includes setting up an on-going project team structure with the client (Project Core Committee), user group representatives, and the LDA team. The main aspect of a project that can sometimes be difficult to overcome, is gaining consensus for a project of this type. We have perfected the art of getting that consensus in our projects by using a time tested method of simply listening to the needs of the end users.

Furthermore, we have developed a programming exercise that helps people to better understand the true needs of the public, while allowing them to better understand the nature of the costs of public construction. We look to present this approach to you personally. To overcome these issues we must work hand in hand not only with our estimators and clients but also the local construction workforce. LDA realizes that costs are most easily controlled in the early stages of project development by carefully reviewing area requirements and basic design decisions. During the early planning phases, potential issues may be easily addressed without adverse harm to the budget or schedule. By carefully balancing long-term costs with the first cost of construction, informed decisions can be made relative to project budgeting. Our approach, therefore, reflects a careful collaboration of estimating and project control, resulting in a realistic total project budget.

PROJECT CORE COMMITTEE APPROACH
The LDA approach will be to utilize a Project Core Committee established by the City as an effective means to represent the range of interested parties and integrate them into the core decision-making group for this project. The LDA Team will meet with the Core Committee every other week for the duration of the project to present progress, solicit ideas and direction, and build consensus each step of the way. We view our role as bringing creative ideas, energy, and technical expertise to the City and collectively determining the best approach for the Community.

Organizing our team to get the most from their complimentary talents in terms of project management, operations, and systems expertise, including a approach with our most experienced experts involved in daily management of this effort.

DATA DRIVEN AND EVIDENCE BASED PROCESS
The LDA methodology relies on data collected during the lead-up and initiation of the project. Our team virtually embeds into your project to learn the commonalities to other agencies as well as the unique qualities of your department. Our process relies on quantitative information provided by your team such as: inventories of equipment, vehicles, and gear, to be aggregated to generate an evaluation of current facility and future space needs. In addition our team looks ahead to the future of Manteca to understand what needs may emerge for the community in the future. Analyzing a future need relies on factors such as: current policing trends, current staffing, digitization, planned development, and public support.

Our process analyzes these collects these elements as ‘data’ to be included as a factor and discussed with the city and departments.

DESIGN TEAM INFORMATIONAL & DATA
NEEDS (AS AVAILABLE):
• City workstation and office space standards
• Department Organization Chart
• Departmental Equipment
• Vehicle List
• Existing Building Equipment List & Data
• Future / Planned Equipment
• Maintenance Schedules
• Prospective Sites, plans, utilities, boundaries
• List of maintenance needs at current facility

CAPACITY
(SITE, BLDG,

FUNDING)
PROGRAM +

FUTURE GROWTH DEPARTMENTAL

OPERATIONS

PROJECT CORE

COMMITTEE
PLANNING:

BEST-PRACTICE

GUIDELINES

FACILITY
DESIGN

OPTIONS
LDA Partners &
Consultants
ATTACHMENT 2
LDA PARTNERS 18
Approach & Methodology

BEST-PRACTICE DESIGN FOR PUBLIC SAFETY FACILITIES
Our team has significant experience in Police and Public Safety Facilities of all types. Our client list in law enforcement ranges from local Police and Fire Departments, to CDCR, to various Federal law enforcement agencies including ATF, ICE and the Federal Bureau of Prisons. We have on-going relationship with those State agencies who may issues conformance guidelines over certain portions of the building such as Board of State and Community Corrections (BSCC) and the Office of the State Fire Marshal (OSFM).

In the last 10 years, LDA Partners has designed over 15 Public Safety or Law Enforcement facilities. This experience, coupled with our significant experience and understanding of the local construction market, make our team a ideal fit for the City. We are experts in building consensus and interpreting the sometimes conflicting directions of various public departments and agencies. Furthermore the projects we design are ontime/ on budget, period.

LDA, along with each design consultant, have strong backgrounds in the design of public safety facilities and the specialty systems to make them efficient and operational for the Owner and building users. Each team member was chosen based upon their specific experience and skill within their particular discipline. Combining their unique perspectives and individual talents, they have developed solutions for effective, seamless facility operations and state-of-the-art facilities throughout the state.

We also look at the practical implications of our projects. For example, as with all public construction recently, we must review the program in conjunction with current construction costs and how to reconcile budgets and programs.

For example, in a public safety facility such as the City is envisioning, different program elements have different Building Code occupancies. One of the first things we like to do is discuss how each component relates to each other. The reasoning behind this is because different occupancies have different building code requirements and associated costs. By utilizing this information, we can make better informed decisions relative to the existing police department building and cost impacts.

PARALLEL PROJECT SCHEDULING
For this project, we understand that time is critical, the LDA approach will be to utilize as much previously available information to help understand the project budget, schedule, and goals. To expedited the schedule, we will run Task 1 and Task 2 concurrently in order to move onto Task 3, the site design and evaluation phase. Having previously worked with the City of Manteca, we will utilize our history to design a smooth process and project. With respect to this study, our first step of deep research has already begun, we call this Task 0. With pre-project activities such as:
developing the project plan, collecting department and city data, reviewing department mission statements, understanding the divisions within each department, locating and mapping substations, and locating areas of municipal growth. With this approach our team can hit the ground running and move quickly to identify, examine, and confirm any previous program, goals, or assumptions that the City or Departments have

CODES & REGULATIONS
Title 19 CCR, PUBLIC SAFETY, STATE FIRE MARSHAL REGULATIONS TITLE 24 CCR, PART 1 - 2022 BUILDING STANDARDS ADMINISTRATIVE CODE
TITLE 24 CCR, PART 2 - 2022 CALIFORNIA BUILDING CODE, VOL. 1 & 2 (CBC)
TITLE 24 CCR, PART 3 - 2022 CALIFORNIA ELECTRICAL CODE (CEC) TITLE 24 CCR, PART 4 - 2022 CALIFORNIA MECHANICAL CODE (CMC) TITLE 24 CCR, PART 5 - 2022 CALIFORNIA PLUMBING CODE (CPC) TITLE 24 CCR, PART 6 - 2019 CALIFORNIA ENERGY CODE
TITLE 24 CCR, PART 9 - 2019 CALIFORNIA FIRE CODE (CFC)
TITLE 24 CCR, PART 11 - 2019 CALIFORNIA GREEN BUILDING

STANDARDS CODE
TITLE 24 CCR, PART 12 - 2019 CALIFORNIA REFERENCED

STANDARDS
2016 NFPA 13, INSTALLATION OF SPRINKLER SYSTEMS
2013 NFPA 14, INSTALLATION OF STANDPIPE AND HOSE SYSTEMS 2013 NFPA 17, DRY CHEMICAL EXTINGUISHING SYSTEMS
2013 NFPA 17A, WET CHEMICAL EXTINGUISHING SYSTEMS
2019 NFPA 20, INSTALLATION OF STATIONARY PUMPS FOR FIRE

PROTECTION
2018 NFPA 22, WATER TANKS FOR PRIVATE FIRE PROTECTION
2019 NFPA 24, INSTALLATION OF PRIVATE FIRE SERVICE MAINS 2019 NFPA 72, NATIONAL FIRE ALARM CODE (CA AMENDED);
2019 NFPA 80, FIRE DOOR AND OTHER OPENING PROTECTIVES
2018 NFPA 2001, CLEAN AGENT FIRE EXTINGUISHING SYSTEMS
2005 UL 300, CLASS I HOOD FIRE SUPPRESSION SYSTEMS
ATTACHMENT 2
Approach & Methodology
19 City of Manteca Combined Safety Center
previously developed. In addition, we will review previous maintenance and capital decisions that may have had a significant cost and look to see if there are better solutions to achieve the same result.

LOCAL RELATIONSHIPS & COMMUNICATION
It is almost cliché to say that communication is key, yet there is so much truth in the statement. Communication within our team, and to the client, is open and flowing. We have found that the most successful projects have a foundation of open communication from all parties and that the best way to prevent or solve a problem, is to utilize the collective experiences and insight of others.

From the beginning of the project, our team holds bi-weekly virtual meetings with all consultants. These check-ins typically last about an hour.

Each trade is required to review their progress, share discoveries, present design issues, and bring forward insight. This team structure has been a remarkable tool to not only solve potential coordination issues but also to avoid them in the first place. In these meetings, we welcome the Client to participate so that they better understand how the design process works and to understand the nuances of their facility. This also allows for immediate client buy-in or verification of building systems. Notes and meeting minutes are tabulated in real time and meetings are automatically archived for the record.

FUNDING EXPERTISE AND COST CONTROL
One of the biggest struggles with public agencies is the ever increasing strain of the public coffers. LDA brings a unique understanding of public financing and funding, so much so, that LDA President, Eric Wohle, has served on the City of Manteca municipal finance committees. We realize that in many cases the hardest part of securing funding for a project happens after the project is finished. In this scenario, the most difficult part of project funding becomes the cost of annual upkeep and staffing. To that end, we pride ourselves in creating spaces that are allowed to be minimally staffed, if need be, and use highly durable materials that stand the test of time and intense use. Conceptualizing the project in this way has proven strategic value, this step helps establish realistic costs and forces development of various strategies to address issues of cost.

When utilized from the beginning of a project, potential issues may be easily addressed without adverse harm to the budget or schedule.

One of the most important aspects of cost estimating is to set realistic expectations at the outset of the project. By defining a framework early in the process, the entire project team has a set of definable goals to work towards. Our approach to every project, in order to control costs, TASK 1: PROJECT INITIATION & FACIILITY EVALUATION
TASK 0: RESEARCH & PROJECT PLANNING
TASK 2: SPACE NEEDS & PROGRAMMING STUDY
TASK 3: SITE CONCEPTS, SITE EVALUATION, & ESTIMATING

KICKOFF &

DATA COLLECTION

SURVEY &

INTERVIEWS PROGRAM
ALT. SITE

INVESTIGATIONS

PLANNING

DIAGRAMS & REPORT

FACILITY

ASSESSMENT

LESSONS LEARNED PROJECT PLANNING MUNICIPAL TRENDS
REPORT

CONCEPT DESIGNS COST ESTIMATING FINAL REPORT
Parallel Scheduling
ATTACHMENT 2
LDA PARTNERS 20
Approach & Methodology
begins with fully understanding the scope and goals from the project owner. This conversation happens during the initial kickoff meeting and continues throughout the duration of the project. We prepare cost estimates at the various project milestones and more frequently should discussions and decisions occur that modify the scope of the project. We look at the project both holistically, and well as separate components. By viewing the project from both of these perspectives, cost items are considered on both a macro and micro level. Various elements of construction are considered including structural, mechanical, electrical, telecommunications, site work, security, etc. Staff from the various disciplines assess the work scope for their areas of expertise and develop cost items for consideration by the entire team.

LDA’s philosophy and practice of “designing to the budget” rather than “budgeting to the design” has resulted in a remarkable record of performance. At early stages, potential budget issues may be easily addressed without adverse harm to the budget or schedule. By carefully balancing long-term costs with the first cost of construction, informed decisions can be made relative to project budgeting. Our approach, therefore, reflects a careful collaboration of estimating and project control, resulting in a realistic total project budget. We advocate a two pronged approach. From Day One we start tracking potential costs of the projects establishing hard & soft costs as well as contingency amounts. In early stages of a project, this can be as simple as a basic cost /sf. As the project develops, and components are defined, specific costs for individual materials and systems are updated. These are done in-house by examining historical cost data from past projects and recent bid results. The second part of the approach involves having an independent estimator review the project at strategic points of the project, typically at each defined phase (ie schematic, design developments, etc). Our estimator, Kitchell, has been working LDA Partners for over 10 years and has over 25 years of construction estimating experience. This relationship and partnership allows us to get an independent and unbiased assessment of the project costs . After receiving the estimate provided by Kitchell, the two estimates are reconciled into one master estimate and compared against the project budget.

BUDGET CONTROL
We work hand-in-hand with Contractors &
estimators to verify constructibility and cost
efficiency of the buildings we design. Our goal
is to ensure that Owners are pleased with the
end results and the buildings we design are built
within budget and stand the test of time.
• How materials or systems perform over time
• Initial cost vs. life cycle cost
• Lead-time planning: availability with regard to
potential construction schedule
• Compatibility with adjacent structures and
systems
• Sustainable materials vs. time & maintenance
costs
ATTACHMENT 2
Detail Scope of Services
ATTACHMENT 2
Detailed Scope of Work
LDA PARTNERS 21
We understand that the two departments have some understanding of their current needs given the RFP lists a series of spaces that relate to functional spaces/needs, we also know the existing police building was reported as deficient as early as 2002. It is our job to build upon this previous understanding and work, to delve into the current and future needs, to evaluate the building condition and capacity for modification or expansion, and to develop a comprehensive view of the options available to the city of Manteca and its Police and Fire Departments as it relates to facilities. To develop a deep understanding of departments’ operations, the facility conditions, alternative site and phasing concepts, and a cost benefit analysis of these options, we propose divide the project into 3 concurrent tasks:

PROJECT TASKS:

Task 1: Project Initiation & Facility Evaluation
Task 2: Space Needs & Programming Study
Task 3: Site Concepts, Site Evaluation, Estimating
TASK 1 - DATA COLLECTION & BUILDING ASSESSMENT
Developing a data foundation is the one of the critical initial steps in a public project. In this task, our team facilitates a kickoff meeting and visioning exercises with the Project Core Committee, conducts an organized review of existing information respective to your facilities, evaluates the building, and generates a building assessment report.

Task 1.1 - Project Initiation
We begin the project by targeting the final deliverable with a formal kick-off meeting outlining expectations and critical success factors of the project. We will invite our core team of architects and engineers and your team’s key stakeholders.

During this meeting, our Project Lead will facilitate the meeting to cover all project parameters including scope, project timeline, key lines of communication, data & documentation needs and expectations, final report format, and project schedule.

Critically important will be the synergy and opportunities of co-locating the two departments, during this kick-off meeting, we will delve into the specific public safety opportunities presented by the collocation Police and Fire Administration.

Task 1.2 - Data Review
As part of our comprehensive study, we will request and examine previous studies, assessments, and working documents for work on the existing facilities. We begin reviewing previous facility documents immediately, this allows knowledgeable questions to be asked, and correct responses gathered at the very beginning.

Review of previous planning efforts will also take place. We understand there Task List
Task 1: Facility Evaluation
Duration: 6 weeks
Deliverable: Facility Report
A.01 Notice to proceed
A.02 Kickoff Meeting
A.03 Building Documentation Review
A.04 Deficiency Assessment
A.05 Operational Analysis
A.06 Technical Needs Analysis
A.07 Draft Facility Report
A.08 Review Meeting: Draft Facility Report
A.09 Presentation to Council
Task 2: Space Needs & Programming
Duration: 6 weeks
Deliverable: Program Report
B.01 Survey Distribution
B.02 Survey Collection & Analysis
B.03 Draft Program
B.04 Interviews, Command & Key Stakeholders
B.05 Program Review Meeting
B.06 Preliminary equipment list
B.07 Prelim Tech. Infrastructure (IT/AV/Security)
B.08 Preliminary Material List
B.09 Updated Project Schedule
B.10 Final Space Needs Program
B.11 Adjacency Diagrams
Task 3: Site Evaluation & Site Concept
Duration: 8 weeks
Deliverable: Site Feasibility Report, Concept Site Plan, Concept Renovation Plan
C.01 Alternative site investigation
C.02 Planning workshop
C.03 Review record documents
C.04 Review local planning guidelines
C.05 Site plan concepts
C.06 Narratives: Resiliency, Security, Future Growth
C.07 Review city growth trends
C.08 Concept Phasing and/or transition plan
C.09 Site Score Card
C.10 Final Report
C.11 Community Outreach & Meetings
C.12 Presentation to Council
ATTACHMENT 2
Detailed Scope of Work
22 City of Manteca Combined Safety Center
have been previous assessments, we will review assessments as available, however due continued aging building, the changing nature of codes and regulatory requirements, our study will objectively re-evaluate the facility in light of existing conditions and regulatory changes. During this period of document review, we will identify critical building areas needing further analysis. Because any future facility will be required to meet essential services building standards, we will first examine available as-built documentation for structural connections.

If this documentation is unavailable, our structural engineer will assess based on field observations and best available information.

Task 1.3 -Facility Evaluation
Our team of architects and engineers will investigate your current facilities.

We propose to conduct this investigation immediately following the kick-off meeting. During this tour, our team will make observations, take measurements, 360 degree photography, detail photographs, and record these observations to be compiled into a final facility report. Observations and photographs will be compared to facility drawings to confirm or invalidate conformance with record drawings, codes, accessibility code, and finishes.

During the investigation tour, we would request an escort from the Police Department and Fire Administration Division. We have found walking a facility with its users lends specific perspective and useful feedback which helps to understand a day-in-the-life of the building users. Working with many public safety agencies, we understand many buildings are adapted by officers and staff out of necessity, the public rarely understands the conditions and compromises departments must make to make facilities functional. Recording and selectively sharing some of the condition assessment findings can be a great advocate for generating and increasing community support (Objective 8).

Building Materials & Systems
Our team will study and confirm the existing building systems, mechanical and electrical systems, and specialty areas (property and evidence, k9, holding, investigations) against systems & materials considered to be best-practices. All existing building materials and systems will be evaluated based upon the following criteria:
• How do the existing materials perform given current operational requirements (ballistic protection, security/alarm, resiliency and wear, chemical, privacy, absorption, etc.)?
• What is remaining expected viability/longevity?
• What is the expected future maintenance?
• What are is the availability of replacement parts and lead-times? • Compatibility with adjacent structures and systems Operational Unit layout Example: Adjacency diagram
ATTACHMENT 2
Detailed Scope of Work
LDA PARTNERS 23
• Compatibility with emergent and future policing technologies Functional and Operational Considerations
Our team will use our experience with California agencies, command staff feedback, and end-user input to review workflows with the Police and Fire teams, we will triangulate unique needs with the best-practice design as described in guidelines such as the IACP (International Association of Chiefs of Police) planning guide and lessons drawn from CPTED (Crime Prevention Through Environmental Design) research. We will then confirm functional needs of each division based on activities to occur in each area and access to equipment to be used on assignment, the types of equipment to be used, work flow requirements, proximity/adjacency needs, special HVAC considerations, special power needs, and other requirements. During the facility evaluation, our team will:
• Tour headquarters and visit off-site facilities
• Record photographs & take measurements
• Review building for accessibility for public facilities • Review code compliance and accessibility deficiencies (Objective 6). • Evaluate Life-cycle and maintenance costs
• Compile a list of ala carte of maintenance items identified in the facility assessment. This matrix of ala carte improvement items and cost will create a useful comparison against costs for a new facility (Objective 5).

Task 1 Deliverable: Facility assessment report.

Report will include area by area condition assessment, infrastructural and capacity assessment.
________________________________________________________ TASK 2: SPACE NEEDS & PROGRAMMING
We will build a thorough understanding of the department histories, previous building improvements and issues, operational needs, municipal growth patterns, city general plan, and regulatory changes relative to the existing and prospective buildings. Understanding these elements, combined with our programmatic survey and interviews, paint a comprehensive picture of needs immediately and in the future.

Task 2.1 - Programmatic Survey
We initiate the space needs and programming phase by distributing an survey to key individuals on the client’s team. Our survey is designed to capture both quantitative and qualitative information relating to the operations and needs of each division (Objective 1). Our survey is best utilized by division leads to gather granular information on staffing and operations, quantities of material, equipment, Preliminary design bubble diagram
599 SF
Classroom
104 SF
Supplies &
Equipment
110 SF
Reg. Nurse
100 SF
MD/RN
Supervisor
72 SF
RR/Test
90 SF
Enhanced Int.
110 SF
Supervisor
105 SF
Control Post
252 SF
Conference
72 SF
RR
115 SF
Medical
Records
72 SF
RR
435 SF
Secure Lobby
384 SF
Open Office
384 SF
Team Room
599 SF
Classroom
450 SF
Computer Lab
120 SF
Large Int.
205 SF
Sheriff's
Storage/
Workstations
72 SF
RR/Test
88 SF
Enhanced Int.
80 SF
Basic Int.
80 SF
Basic Int.
124 SF
Medical
Director
371 SF
Locker Room
(M)
371 SF
Locker Room
(W)
1168 SF
Classroom
599 SF
Classroom
180 SF
Supplies &
Equipment 175 SF
Electrical
Room
368 SF
Staff Break
Room
240 SF
Outdoor
Break Area
130 SF
Secure
Reception
110 SF
Sheriff's
Office
Departm
BHRS
BUILD
BUILD
CLASS
CONF
INTER
LOBBY
STAFF
80 SF
Basic Int.
252 SF
Drug &
Alcohol
Specialists
150 SF
Volunteer
Workroom
599 SF
Classroom
80 SF
Basic Int.
75 SF
Janitor
174 SF
Sec./Elec.
174 SF
Tele/Data
80 SF
Basic Int.
7/16/2013 11:20:27 AM
A3.0.4 1/8" = 1'-0"
1 First Floor Plan - Option 5
example of programming concepts
ATTACHMENT 2
Detailed Scope of Work
24 City of Manteca Combined Safety Center
supplies, gear, records, evidence storage, and other pertinent information.

Within our survey, we have provided areas to input qualitative and aspirational information such as:
• Descriptions of inefficiencies in operation
• Limitations of spaces adapted out of necessity
• Concerns of security and/or sight-lines
• Relationship of public and community groups to departments • Spaces for existing and future programs
• Potential flex spaces
• Proximity, flow, and adjacency needs (Objective 3)
Task 2.2 - On-Site Meetings / Interviews
Following the collection, compilation, and analysis of the survey, our team will coordinate and conduct follow-up interviews with division leads. These interviews will build upon information collected during the survey and focus on the qualitative aspects of the building experience and aspirations for a future facility (Objective 2). The City can choose their spokespersons, but typically we would visit with appropriate management, department heads, and staff. Interviews will focus clarifying data collected in survey as well as feedback on the 8 objectives as listed in the RFP. The survey and interview data will then be compiled and consolidated into a spreadsheet that captures current staff and space allocation, current needs, and future staff needs at 5, 10, and 20 year intervals.

Task 2 Deliverable: Programming report, including:
• Program spreadsheet identifying each staff position within operational units • Specific space needs for both current and future needs (20 years) • Adjacency diagrams: description and narratives of critical adjacencies, material and personnel flow directions.
• Narratives of diagrams and system descriptions
________________________________________________________ TASK 3: CONCEPTUAL LAYOUT AND SITE DESIGN
During this phase of work, we will establish a general layout of spaces that will provide flexible as well as functional uses. Once the relationship of spaces is determined we will generate options of site concepts, conceptual building layouts, narratives of systems, structural, mechanical, plumbing, electrical, and security components for your review. Concepts will always be presented within the framework of the budget, e.g., “if this option is accepted, how will it affect our budget?” At the conclusion of this phase we will provide revised concept level

BENCH T

STORAGE

CONTAINER
XX.XX XX XX.XX XX
XX.XX XX
XX.XX XX
XX.XX XX
XX.XX XX
XX.XX XX
XX.XX XX
XX.XX XX
XX.XX XX

BENCH T

STORAGE

CONTAINER
XX.XX XX XX.XX XX
XX.XX XX
XX.XX XX
XX.XX XX
XX.XX XX
XX.XX XX
XX.XX XX
XX.XX XX
XX.XX XX
XX.XX XX
PHASE 1
PHASE 2
PHASE 4
PHASE 5
PHASE 6

EXISTING TO REMAIN

EATON AVENUE

BESSIE AVENUE
PHASE 3

EATON AVENUE

BESSIE AVENUE
60' EASEMENT
PHASE 3
PHASE 2
PHASE 5
PHASE 4

EXISTING TO REMAIN
PHASE 1

EATON AVENUE

BESSIE AVENUE

MO ZONE

MDC ZONE MDR ZONE

HDR ZONE LDR ZONE

BESSIE AVENUE

EATON AVENUE

BUILDING SITE STAFF PARKING EATON AVENUE

BESSIE AVENUE

1.2 1.11

1.15 1 1. 2

1.17 1.21

1.13 1.14

1.18 1.16 1.19

1.22 1.23

1.24 1.25

1.26 1.27

SHEET INFO

PROJECT
CLIENT
CHECKED:

DRAWN:

DATE:

These documents are property of LDA Partners, LLP,
and are not to be reproduced, changed or copied
without the expressed written consent of LDA Partners, LLP.

SHEET NO.

OF xx SHEETS
JOB NO:

Tracy, CA
Tracy, CA
REVISIONS:
1/6/2015 2:40:22 PM
Sutter Health
Sutter Tracy
Care Center

SITE OVERVIEW
A1.00
JANUARY 6, 2015
JB
BL
642-1-13

DEVELOPMENT REVIEW
A1.00 1" = 50'-0"
1 SITE DEMOLITION PHASING PLAN
A1.00 1" = 50'-0"
2 SITE CONSTRUCTION PHASING PLAN N N
N
A1.00 1" = 200'-0"
4 SITE PLAN - AERIAL VIEW - ZONING
0 25 50 10 100 FT
0 25 50 10 100 FT 0 100 200 50 400 FT
A1.00 1" = 100'-0"
3 SITE PHOTOGRAPH KEY N
0 50 100 25 200 FT
NO. DESCRIPTION DATE BY
Site Phasing Diagram
PHASE 1: 47,274 SF
SMALL GYM: 12,799 SF
PERFORMING ARTS: 10,992 SF
TOTAL: 70,846 SF
TRASH

ENCLOSURE
&

DELIVERY
AREA

WRESTLING

CONTROL
R.R.

R.R.

JAN.

TIX
STAFF
STOR.

BAND
DR DR ACC.

DRESS
PRAC.PRAC.PRAC.

STAFF
BLACK
BOX
SCENE
SHOP
STOR.

WOMEN
MEN
CL.

CIRC
CAFE
GYM
DANCE

KITCHEN
GYM.

R.R.

OFF.

LAUNDRY
STOR. STOR.

TEAM
FIRE
RISER
STAFF
JAN.

VEST.

LOCKERS
CIRC. OFF.

STAFF
R.R. ELEC.

TEAM
CIRC
WEIGHT
STOR
TEAM
TEAM
CL
STOR
IT

LOCKERS
STOR

STOR STOR
STOR
EQ
IT
STOR
12'-10"
128'-3"
60'-0"
109'-4"
40'-0"
50'-7"
51'-3"
89'-4"
116'-6"
62'-0"
44'-11"
60'-0"
36'-0"
54'-6"
55'-7"
60'-5"
50'-7"
90'-7"
106'-0"
50'-6"
EQ. EQ.

EQ. EQ. EQ.

RIVER ISLANDS

GYM COMPLEX FLOOR RIVER ISLANDS HIGH SCHOOL
PLAN8/03/2021 G1.06
G1.06 1/16" = 1'-0"
1 FLOOR PLAN
Building Phasing Diagram
(E) WOMEN & CHILDREN'S

PAVILION

ENTRANCE
(E) UNDERGROUND

PARKING

ENTRANCE

CEMETERY LANE
E. MAPLE ST

MCCLOUD AVE
E. WYANDOTTE ST
N. CALIFORNIA STREET

WALNUT STCHESTNUT ST

E HAWTHORNE ST
E. CLEVELAND ST

PARKING GARAGE BELOW

UNOWNED PARCEL OF
LAND
(E) ADMIN
WING
(E) NORTH
WING
(E) WEST
WING
(E) EAST
WING
(E) SOUTHEAST
WING
(E) SOUTH
WING
(E) CANCER
CENTER
(E) HEART
CENTER
(E) MAIN

HOSPITAL
WING
(E) OUTPATIENT

SURGERY
(E) WOMEN & CHILDREN'S

PAVILION
HCCL

BUILDING
(E) GENERATOR

BUILDING
(E) WELL PUMP
YARD
(E) MAIN
WING
(E)

MCCLOUD

BUILDING
(E) UTILITY LINES
(E) P-TUBE
TEMP. RESPIRATORY

THERAPY RENOVATION

MOVE BED

MAINTENANCE/

STORAGE

MOVE STORAGE TO

CONEX BOX

TEMPORARY

TRAILER

CONSTRUCTION

TEMPORARY

TRAILER

CONSTRUCTION
LOSE (120) SPACES
LOSE (50) SPACES
LOSE (54) SPACES

GILL LOT
140 SPACES

SANGER LOT
30 SPACES

ED OVERFLOW LOT
21 SPACES

NORTH LOT
576 SPACES

U/G GARAGE
266 SPACES
ED LOT
30 SPACES

MCCLOUD AVE
20 SPACES

ADMIN LOT
7 SPACES

HOSPITAL SUPPORT

BUILDING (HSB)
(E) RESIDENCE
(E) CLASSROOM

BUILDING
(E) EMERGENCY

GENERATOR
ROOM

SHUTTLED PARKING - OFF-SITE
537 SPACES
*EXACT LOCATION IN COMMUNITY

TO BE DETERMINED
St. Joseph's Medical Center of Stockton | Master Plan PHASE 1 - CUP OPTION 3 Devenney Group Ltd., Architects

PHASING - BASE
PHASE 1 - CUP OPTION 3
0' 80'40' 160'
Scale: 1" = 80' - 0"
Site Phasing Diagram
157'-9"
176'-8"
ELEV.

VW Sto.
336sf
B.O.I.

Sto. Incoming and
outgoing Vehicles
Fire
Serv.

Clerical
146sf (E) Driveway
(E) Grade
22952 SF
Basement
Parking
Shaft
IDF/
Elec.

Sto
Sho RR
25'-0"
Trash Enclosure
24'-0"24'-0"
26'-6"
Loading Loading
12 1
13 22
23 32
33 44
19'-0"
9'-0"
MECH/
EF
26'-6"
22'-10"
Storage
3rd Floor
2nd Floor
Grd. Floor
Basement
1A DIVISION - Administration
LEGEND
1B DIVISION - Administration
2 DIVISION - Clerical Support
3 DIVISION - Criminal, Felon &
Misdemeanor
4 DIVISION - Criminal/Specialized
Prosecution
5 DIVISION - Quality of Life Crimes
7 DIVISION - Bureau of
Investigations
8 DIVISION - Victim/Witness
Assistance, Restitution, Claims
9 DIVISION - Administration (Fiscal)
10 DIVISION - I. T.
6 DIVISION - Family Justice Center
11 DIVISION - Post Conviction
Review
12 DIVISION - Common Spaces
(Stairs, Elev., Shafts, Jan., Bldg. Circ.)
13 DIVISION - Basement Core
Non-Programmed Area
1,337 sf
1,523 sf
551 sf + 173 (1st Flr.)
11,642 sf
9,358 sf
5,395 sf
4,320 sf
13,512 sf
7,515 sf
1,917 sf
1,210 sf
2,581 sf
16,470 sf
2,427 sf
San Joaquin County District Attorney
Space Planning
Basement Floor Plan
07/02/2020 222 E. Weber Avenue,
Stockton, CA 95201
0 30' 60' 90' 120'
Graphic Scale: 1 inch = 30 feet
DRAFT
Stacking Diagram
ATTACHMENT 2
Detailed Scope of Work
LDA PARTNERS 25
plans of the site and building and comprehensive cost estimates.

3.1 - Site & Building Concepts
During this phase our design team will develop potential site concepts and layouts and share these with the city and the Project Core Committee. We believe in an iterative design process and collaborative style, our team will facilitate input and collaboration from the Police and Fire teams in the design of the site concepts.

During this design phase of work, we seek to establish the vocabulary of the design. We will develop a general layout of spaces that will provide flexible as well as functional uses. Design options will be provided for owner input at this time. At this point, we would encourage the Police and Fire departments are welcome to share these concepts and solicit further feedback from their respective teams.

Experts in Public Safety Design and systems, LDA will present the best-practice planning and design principles focusing on:
• Concept site design (Objective 7) and score card (Objective 5). • Concept drawings to establish mandatory improvements, elective scope, & add alternates.
• Site plan location evaluation and ranking based on all costs associated with department needs and availability (Objective 5).
• Ease of public access and future expansion opportunities (Objective 6). • Municipal, Building Code, ESSBA requirements
• General performance requirements of all areas
• Finishes, hardware functions, equipment, electrical (power, lighting, equipment), HVAC, fire and security requirements.
• Conceptual FF&E layout and FF&E allowances (Objective 4). • Mill-work and special casework identified
• City IT requirements and future technical flexibility requirements. • HVAC and electrical system requirements
Concurrent with the needs assessment activities, our team will investigate potential sites and meet with appropriate City staff to review code and utility discoveries for the prospective sites. Our team will review variables of the project sites including site costs, site development costs, land area, traffic, site-access, adjacent land uses.

Though not critical, existing information of prospective sites will be helpful, including:
• Title reports
• Site topographic surveys
• Existing building hazardous materials survey.
• Geo-technical Reports
Site Planning Principles
Some specific design considerations addressed during
this phase include:
• CPTED Principles (Crime Prevention Through
Environmental Design).
• Protected Sight-lines
• Well conceived traffic patterns for visitors and
staff including redundant ingress/egress from
secure lots
• Connections to community and clear way-finding:
clear and safe site circulation plan for visitors
• Ease of delivery and design to minimize wear and
tear under the demands of heavy usage.
• Interior finishes and furnishings should respond to
those requirements, and yet create an inviting and
quality image.
• Security protocols for citizens and staff.

Task 3.2 - Phasing Design, Cost Estimating, &
Community Outreach
As the project proceeds through site and building concept design, our team will generate initial concepts tied to cost estimates. We understand the budgetary challenges
facing public agencies, including market escalation,
long-lead times, and varying public support. To address these challenges we have structured our internal team
to strategically utilize a cost-modeling and estimating to develop an approaches and alternatives to a phased
facility improvement.

ATTACHMENT 2
Detailed Scope of Work
26 City of Manteca Combined Safety Center
Furthermore, for this project, cost estimating has a strategic value, the intent is not to simply pass an estimate from consultant to owner, but to provide an estimate that has been scrutinized by a team of professionals to be as reliable as possible. This collaborative effort of our key consultants and the rest of our team provides a high probability of an accurate estimate.

Score Card and Option Evaluation
To achieve an un-biased and objective analysis of the different options, our team utilizes a scorecard system evaluating to understand the ‘best-value’ option for municipal funds. We will review and modify the scorecard with input from the City of Manteca and its Police and Fire Departments in order to capture unique and specific parameters that may be important to capture and compare.

Community Outreach
Having worked with numerous public safety agencies, our team knows of the aging and deficient building conditions with which most agencies are forced to cope. In our view, this fact, that agencies manage to operate 24-7, 365, despite buildings that are sub-optimal, is a testament to the dedication of the officers and civilians who operate these facilities. We have seen the dramatic impact that new facilities have on agency pride, retention, and recruiting. New facilities can address one of the many challenges faced by our Public Safety Agencies.

The City may determine that because of the findings of the first phases, community outreach may be necessary. LDA Partners is experienced in facilitating both inperson community workshops and facilitating on-line surveys to capture a wider community reaction, feedback, and to generate consensus (Objective 8).

We have seen positive community support when the needs, and conditions are shared with the public. Presenting evidence of the existing facility conditions, the results of the facility assessment, and comparable of a modern public safety facility will speak volumes about the needs for Manteca’s agencies. Our goal in community outreach is to reinforce public understanding that functional facilities leads to effective policing.

Task 3 - Deliverable:

Compiled Report including sections:
• Executive Summary
• Facility Evaluation (Task 1)
• Space Needs Assessment, Program, & Diagrams (Task 2)
• Existing Site and Building Improvement and Phasing Design (Task 3) • New Site Concept Designs (Task 3)
• New Building Concept Designs (Task 3)
• Cost Estimates for site and building options (Task
3)
• Site Evaluation Reports (Task 2)
• Scorecards evaluating options (Task 3)
A B C D E F Weight Percentage
A Sequencing and Phasing X A C D E A 2.5 17%
B Staffing Levels X B B B B 2.3 15%
C Fulfillment of Goals X C C C 4.8 32%
D Property/Land Acquisition X E D 2.3 15%
E Efficiency and Future Maintenance X E 2.8 18%
F Permits and CEQA X 0.5 3%
100%

CRITERIA WEIGHT FACTOR - COMBINED AVERAGES
Criteria

COMBINED AVERAGES
Existing Site Existing Site Existing Site+2 Acres
Upgrade Exist Bldgs Demo Exist Bldgs Demo Exist Bldgs New Site Satellite Facility Satellite Facility Satellite Retail Shop All in One Facility NO PROJECT A1 = (A1+AR) A2 = (A2+AR) B = (B+BR) C

RANK RANK RANK RANK RANK
A Sequencing and Phasing 10 3 1 6 10
B Staffing Levels 6 3 4 6 8
C Fulfillment of Goals 1 4 7 8 9
D Property/Land Acquisition 10 7 7 6 2
E Efficiency and Future Maintenance 2 3 6 7 9
F Permits and CEQA 10 7 6 6 2
ALTERNATIVES CATEGORY RANK (1-10)

PERFORMANCE CRITERIA

COMBINED AVERAGES

WEIGHT RANK SCORE RANK SCORE RANK SCORE RANK SCORE RANK SCORE A Sequencing and Phasing 3 10 25 3 7 1 3 6 16 10 25
B Staffing Levels 2 6 14 3 6 4 9 6 13 8 18
C Fulfillment of Goals 5 1 5 4 19 7 33 8 39 9 43
D Property/Land Acquisition 2 10 23 7 15 7 15 6 13 2 3
E Efficiency and Future Maintenance 3 2 4 3 8 6 15 7 19 9 25 F Permits and CEQA 1 10 5 7 3 6 3 6 3 2 1
ALTERNATIVES CATEGORY RANK (1-10)
Existing Site Existing Site Existing Site+2 Acres
Satelite Facility Satelite Facility Satelite Retail Shop All in One Facility Upgrade Exist Bldgs Demo Exist Bldgs Demo Exist Bldgs
Value Ratio = Performance/Cost * 100,000 N/A 0.19
New Site
NO PROJECT A1 A2 B C

PERFORMANCE CRITERIA
115
Alternative Cost - $ 29,943,173 $ 39,965,966 $ 28,926,878 $ 32,835,055 Weighted Performance 75 58 78 103

0.20 0.35 0.35
Example: Scorecard Example
ATTACHMENT 2
Contract Exceptions
ATTACHMENT 2
LDA PARTNERS 28
Contract Exceptions

CONTRACT EXCEPTIONS
Indicate any exceptions to the terms of the City’s “Agreement for Professional Services” attached as “Attachment A.” Please make comments as specific as possible.

RESPONSE: Contract Indemnity shall comply with CA Civil Code 2782.8 ATTACHMENT 2
12 ATTACHMENT 3

SCHEDULE OF ACTIVITIES
ATTACHMENT 2
Project Schedule
ATTACHMENT 2
LDA PARTNERS 27
Project Schedule
ATTACHMENT 2

Manteca City CouncilSeptember 19, 2023

Manteca City Council
September 19, 2023