6. Environmental Clearance Support
The Consultant shall assist the City with environmental review and approval, including:
Technical support for compliance with the Cali fornia Environmental Quality Act (CEQA), as required
Preparation of technical exhibits and documentation for CEQA review and approval Participation in meetings and public hearings as required Response to agency and public comments
7. Schematic Design (SD)
The Consultant shall prepare schematic design documents, including:
Site plan
Building floor plans
Massing studies and preliminary elevations
Secure circulation and access concepts
Preliminary structural and MEP concepts
The Consultant shall provide a preliminary construction cost estimate and present the schematic design to the City for review and approval.
8. Design Development (DD)
The Consultant shall:
Advance the design to the Design Development level
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Fully coordinate architectural, civil, structural, and MEP systems Develop site grading, drainage, and utility plans
Design emergency power and backup systems suitable for critical public safety operations
Refine security, technology, and special systems
Update the construction cost estimate
9. Security and Technology Systems
The Consultant shall design and coordinate specialized systems, including:
Access control systems
CCTV and video surveillance
Duress and alarm systems
Secure evidence and records storage
Communications and radio infrastructure
Coordination with City IT and emergency management systems
10. Sustainability and Resilience
The Consultant shall:
Ensure compliance with California Title 24 energy standards Incorporate energy-efficient and durable building systems Address water efficiency and stormwater management requirements Design for seismic resilience and post-disaster operability Incorporate solar-ready or renewable energy features
Make recommendations regarding sustainable options to consider in the construction of the Project as prescribed by LEED standards.
Make recommendations regarding alternative materials or design features that offer potential cost savings while meeting desired quality standards
11. Construction Documents (CD)
The Consultant shall prepare complete and coordinated 100% construction drawings and specifications, including:
Architectural, civil, structural, and MEP plans
Technical specifications
Responses to plan check comments
Support for permits and approvals from all reviewing agencies Final engineer’s construction cost estimate
12. Bidding and Construction Phase Services
During bidding and construction, the Consultant shall:
Assist with bid-phase questions and preparation of addenda Respond to Requests for Information (RFIs)
Participate in review and analysis of bids and provide results/recommendations to award Review submittals and shop drawings
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Conduct periodic construction site visits
Assist with the evaluation of change orders and pay applications Prepare punch lists and support substantial completion
13. Project Closeout
The Consultant shall:
Support commissioning of building systems
Provide record (as-built) drawings
Assist the City with obtaining a Certificate of Occupancy Provide training to City staff
Provide warranty-period support
14. Deliverables
Deliverables shall include, but are not limited to:
Conceptual site master plan
Approved space program
Schematic Design, Design Development, and Construction Documents Construction cost estimates and project schedule at each phase Environmental clearance and permit exhibits
Record drawings and closeout documentation
V. Proposal Format
Proposals shall be submitted electronically (in PDF format) utilizing the above City’s vendor portal.
The proposer shall submit a separate electronic file for their technical proposal and a separate electronic file for the cost proposal.
The Consultant’s Proposal shall be no more than 25 pages, excluding a cover letter of up to two pages, dividers, and certificates. Proposals fa iling to provide sufficient information and assurances of performance to accurately assess each category of the required services and failing to comply with the requirements and conditions of the RFP will not be given further consideration.
1. Technical Proposal
At a minimum Technical Proposal should include, but not be limited to, the following items:
a. Project Understanding: This section should clearly convey a clear understanding of the nature of the work, identification of major project issues and proposed solutions thereof, from both the Consultant and the sub-consultants (Consultant Team).
b. Design Approach and Management Plan : This section provides the Consultant Team’s proposed approach and management plan for providing services. Include an organization chart showing proposed relationships among Consultant Team/staff as well as any other parties that may have a significant role in the delivery of this Project.
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c. Qualifications and Experience : Provide the qualifications and experience of the team for this project. Emphasize the specific qualifications and experience from projects similar to this Project for the key team members, including references. Identify and provide in- depth information for the proposed project manager’s qualifications, track record and relevant experience.
d. Staffing Plan: Discuss the staffing plan and the current and anticipated workloads for all key team members and their capacity to perform the requested services according to the proposed schedule. Discuss the firm's/team’s approach for completing the services required for this Project within budget and schedule.
e. Work Plan and Schedule: Include a description of how each task of the Project will be conducted and identify deliverables for each task and implementation schedule. The work plan should include sufficient detail to demonstrate a clear understanding of the project. Discuss the Consultant Team’s approach for completing the Project.
f. Quality Control and Assurance : Discuss QA/QC proposed for each phase/deliverable for this Project, including various independent plan check reviews and 95% Plan Biddability/Constructability/Claims Avoidance reviews.
g. Additional Relevant Information: Provide additional relevant information that may be helpful in the selection process (not to exceed two pages).
The following statements are required to be included in the proposal:
a) A statement that this RFP shall be incorporated in its entirety as a part of the Consultant's Proposal.
b) A statement that this RFP and the Consult ant's Proposal will jointly become part of the Agreement for Professional Consultant Servic es for this Project when said Agreement is fully executed by the Consultant and the City of Moreno Valley.
c) A statement that the Consultant’s Services to be provided, and fees therefore, will be in accordance with the City's RFP except as otherwise specified in the Consultant's Proposal under the heading "ADDITIONS OR EXCEPTIONS TO THE CITY'S REQUEST FOR PROPOSAL."
d) A single and separate section with the heading "ADDITIONS OR EXCEPTIONS TO THE CITY'S REQUEST FOR PROP OSAL" (if needed) containing a complete and detailed description of all of the exceptions to the provisions and conditions of this RFP upon which the Consultant’s Proposal is contingent and which shall take precedent over this RFP.
NOTE: EXCEPTIONS TO THE INDEMNIFICATION, LIABILITY, AND TERMINATION FOR CONVENIENCE OF THE CITY CLAUSES OF THE CITY’S STANDARD "AGREEMENT FOR DESIGN PROFESSIONAL CONSULTANT SERVICES” SHALL NOT BE ACCEPTABLE. ANY EXCEPTIONS TO THESE CLAUSES SHALL DISQUALIFY THE CONSULTANT'S PROPOSAL FROM FURTHER CONSIDERATION.
e) A statement of qualifications applicable to this Project, including the names, qualifications, and proposed duties of the Consultant’s Staff to be assigned to this Project; a listing of 437
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recent similar projects completed, including the names, titles, addresses, and telephone numbers of the appropriate persons whom the City could contact. If one or more of the Consultant’s staff should become unavailable, the Consultant may substitute for other staff of at least equal competence only after prior written approval by the City.
f) A statement that the Consultant acknowledges providing all necessary vehicles, equipment, tools, uniforms, all incidentals for the staff member(s) to perform the required services. Full compensation for providing vehicles, equipment, tools, uniforms, all incidentals shall be considered to be included in the ‘Not-to-Exceed” fee as part of the Fee Proposal, and no additional compensation will be allowed therefor.
g) A resource allocation matrix must be submitted with the Proposal. The resource allocation matrix must list detailed tasks in rows and the appropriate individual (Job Title Only) as well as the number of hours that these individuals will be working on each task listed, will be included in adjacent columns.
h) A statement that the Consultant acknowledges and understands that the Consultant will provide a qualified alternate staff in the event that the primary staff member is not able to come to work.
i) A statement that all charges for Consultant services are a “Not-to-Exceed” fee which must include conservatively estimated reimbursable expenses, as submitted with and made a part of said Consultant's Proposal.
j) A statement that the Consultant will document and provide the results of the work to the satisfaction of the City. This may include preparation of the field and final reports, or similar evidence of attainment of the Agreement objectives.
k) A statement that said hourly rate schedule (which is to be included in the Fee Proposal as required below) is part of the Consultant's Proposal for use in invoicing for progress payments and for extra work incurred that is not part of this RFP.
l) A statement that the Consultant will not discriminate against any employee or applicant for employment because of race, color, religion, sex, or national origin.
m) A statement that all federal laws and regulations shall be adhered to, notwithstanding any state or local laws and regulations. In a case of conflict between federal, state, or local laws or regulations, the strictest shall be adhered to.
n) A statement that the Consultant shall allow all authorized federal, state, county, and City officials access to the place of work, books, documents, papers, fiscal, payroll, materials, and other relevant contract records pertinent to this Project. All relevant records shall be retained for at least three years.
o) A statement that the Consultant shall comply with the Davis-Bacon Fair Labor Standards Act (40 USC 276-a through a-7), and the implementation regulations issued pursuant thereto (29 CFR Section 1, 5), any amendments thereof and the California Labor Code.
Pursuant to the said regulations, entitled “Federal Labor Standards Provisions,” Federal Prevailing Wage Decision,” and State of California prevailing wage rates, respectively.
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p) A statement that the Consultant shall comply with the Copeland Anti-Kickback Act (18 USC 874) and the Implementation Regulation (29 CFR 3) issued pursuant thereto, and any amendments thereof.
q) A statement that the Consultant offers and agrees to assign to the City all rights, title, and interest in and to all causes of action it may have under Section 4 of the Clayton Act (15 USC Sec. 15) or under the Cartwright Act (Chapter 2 [commencing with Section 16700] of Part 2 of Division 7 of the Business and Professions Code), arising from purchases of goods, services, or materials pursuant to the public works or the subcontract. This assignment shall be made and become effective at the time the City tenders final payment to the Consultant, without further acknowledgment by the parties.
2. Fee Proposal
a. General Requirements
Proposers shall submit a separate Fee Proposal that clearly and concisely identifies all costs associated with providing the services described in the Scope of Services. The Fee Proposal shall be submitted via the City’s online vendor portal and with the Technical Proposal.
The Fee Proposal shall represent the total not-to-exceed cost to provide the requested professional services.
b. Fee Structure
The City anticipates entering into an agreement based on a lump-sum fee by project phase , with progress payments tied to completion of defined deliverables.
Fees shall be broken down by the following phases, at a minimum:
a. Project Management & Coordination
b. Site Evaluation & Master Planning
c. Space Programming
d. Environmental & Entitlement Support
e. Schematic Design (SD)
f. Design Development (DD)
g. Construction Documents (CD)
h. Bidding Support
i. Construction Phase Services
j. Project Closeout
Each phase shall include a clearly identified lump-sum fee.
c. Fee Proposal Content
The Fee Proposal shall include the following:
i. Summary Fee Table
A summary table identifying:
Lump-sum fee by phase
Subtotal for all phases
Total not-to-exceed contract amount
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ii. Labor Breakdown
For each phase, provide:
Labor categories/titles
Hourly billing rates
Estimated hours by labor category
The City recognizes that actual hours may vary; however, this information is required for evaluation and negotiation purposes.
d. Reimbursable Expenses
Reimbursement costs related to vehicle/transportation, mileage, printing, telephone, photograph, postage and delivery, equipment, tools, uniforms, all incidentals are to be included in the “Not-to- Exceed” Fee.
e. Subconsultant Fees
The Fee Proposal shall:
Identify each subconsultant
Provide a fee breakdown by subconsultant and phase
Clearly indicate which services are performed by the Prime Consultant versus subconsultants
The Prime Consultant shall be fully responsible for the performance and management of all subconsultants.
f. Assumptions and Exclusions
The Consultant shall clearly state:
Any assumptions used in developing the fee proposal
Any exclusions from the proposed scope of services
Any services not specifically excluded shall be deemed included in the proposed fee.
g. Additional Services
The Fee Proposal shall identify:
A schedule of hourly rates to be used for potential additional services not included in the base scope
Confirmation that additional services shall only be performed upon written authorization from the City
h. Fee Evaluation
Fee Proposals will be evaluated based on:
Completeness and clarity
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Reasonableness and competitiveness of fees
Consistency with the proposed Scope of Services
Alignment with the project schedule and City expectations
The City reserves the right to:
Negotiate fees with the highest-ranked firm
Reject any or all Fee Proposals
Request clarification or additional information
i. City’s Right to Modify Scope
The City reserves the right to:
Modify the scope of services
Add or delete project phases
Adjust fees accordingly through written amendment
VI. GENERAL COMPLIANCE WITH LAWS AND WAGE RATES
The Consultant shall be required to comply with all federal, state, and local laws and ordinances applicable to the work. This includes compliance with prevailing wage rates and their payment in accordance with California Labor Code, Section 1775.
The Consultant is required to submit certified payrolls weekly. This applies to all applicable field personnel working on the Project. In accordance with Section 1771.5 (b) (5) of the California Labor Code, the City will withhold payments when the payroll records are delinquent or inadequate.
Consultant expressly waives any and all rights and benefits conferred upon it by the provisions of Section 1542 of the California Civil Code which reads as follows:
“A general release does not extend to claims that the creditor or releasing party does not know or suspect to exist in his or her favor at the time of executing the release and that, if known by him or her, would have materially affected his or her settlement with the debtor or released party.”
This waiver shall be effective as a bar to any and all actions, fees, damages, losses, claims, liabilities and demands of whatsoever character, nature and kind that are known or unknown, or suspected or unsuspected, including, without limitation, claims of entitlements under the California Public Employees’ Retirement System (CalPERS) that are only afforded to employees and not independent contractors. Consultant further represents and warrants that it understands this waiver and that if it does not understand this waiver, it shall seek the advice of a qualified attorney before executing this Agreement.
Consultant hereby expressly agrees to clearly and conspicuously disclose to City in writing any and all persons working for Consultant who are re tirees under the California Public Employees’ Retirement System (CalPERS) whom receives a monthly CalPERS retirement allowance, which may provide services to City under the Agreement, prior to such person performing any services thereunder. Nothing herein shall be deemed or interpreted to limited a CalPERS retiree’s obligations under applicable law, rules or regulations. 441
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VII. PAYMENT TO CONSULTANT AND INVOICING
1. This work is to be performed for a “Not-to-Exceed” Fee.
2. The Consultant shall provide a “Fee Proposal” indicating the fee for individual staff member(s) with a “Not-to-Exceed” Fee which shall be the sum of all costs as described above.
3. Consultant invoices shall be submitted to the City monthly for review and approval for payments.
4. Invoices shall identify job title, person-hours, and costs incurred by each staff member.
5. The City will pay the Consultant for work completed each month.
6. Reimbursement costs related to vehicle/transportation, mileage, printing, telephone, photograph, postage and delivery, equipment, tools, uniforms, and all incidentals are to be included in the “Not-to-Exceed” Fee.
7. When the Consultant is performing, or is requested to perform, work beyond the scope of service in the “Agreement for Professional C onsultant Services,” an “Amendment to the Agreement” will be executed between the City and Consultant.
8. The Consultant shall receive no compensation for any re-work necessary as result of the Consultant’s errors, omissions, or oversight.
VIII. INSURANCE
Refer to Exhibit E of the Sample Agreement (Attachment D) for insurance requirements.
IX. INDEMNIFICATION
1. The Consultant agrees to indemnify, defend, and save the City of Moreno Valley, the Moreno Valley Community Services District (CSD), and the Moreno Valley Housing Authority (MVHA), their officers, agents and employees harmless from any and all liability, claims, demands, damages, or injuries to any pe rson, including injury to the Consultant's employees and all claims which arise from or are connected with the negligent performance of or failure to perform the work or other obligations of the Consultant under this Agreement, or are caused or claim to be caused by the negligent acts of the Consultant, its officers, agents or employees, or its subconsultant(s) or any person acting for the Consultant or under its control or direction; provided, however, that this indemnification and hold harmless shall not include claims arising from the sole negligence or willful misconduct of the City, MVHA, and CSD, their officers, agents or employees.
2. The City agrees to indemnify, defend and save the Consultant and their officers, agents and employees harmless from any and all liabilit y, claims, damages or injuries to any person, including injury to the City's, MVHA’s, and CSD's employees and all claims which arise from or are connected with the negligent performance or failure to perform the services or other obligations of the City under this Agreement, or are caused or claim to be caused by the negligent acts of the City, MVHA, and CSD, their officers, agents or 442
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employees, or its subcontractor(s) or any person acting for the City or under its control or direction; provided, however, that this indemnification and hold harmless shall not include any claims arising from the sole negligence or willful misconduct of the Consultant, its officers, agents, or employees (PCC 20103.6).
X. TERMINATION FOR CONVENIENCE OF THE CITY
The City reserves the right to terminate the "Agreement for Professional Consultant Services" for the "convenience of the City" at any time by giving ten (10) days written notice to the Consultant of such termination and specifying the effective date thereof. All finished or unfinished drawings, maps, documents, field notes and other materials produced and procured by the Consultant under the said aforementioned Agreement is, at the option of the City, City property and shall be delivered to the City by the Consultant within ten (10) working days from the date of such termination. The City will reimburse the Consultant for all acceptable work performed as set forth in the executed Agreement.
XI. INDEPENDENT CONTRACTOR
The Consultant's relationship to the City in the performance of the Consultant's services for this Project is that of an independent Contractor. The personnel performing the said Services shall at all times be under the Consultant's exclusive direction and control and shall be employees of the Consultant and not employees of the City. The Consultant shall pay all wages, salaries and other amounts due to his employees in connection with the performance of said work shall be responsible for all employee reports and obligations , including but not necessarily restricted to, social security, income tax withholding, unemployment compensation, and Workers’ Compensation.
XII. CONTRACT
The Contract includes the Agreement for Professional Consultant Services, City's Request for Proposal, Consultant's Proposal, and Exhibits. The Political Reform Act and the City’s Conflict of Interest Code require that Consultants be considered as potential filers of Statements of Economic Interest. Consultants, as defined by Section 18701, may be required to file an Economic Interest Statement (Form 700) within 30 days of signing a Consultant Agreement with the City, on an annual basis thereafter if the contract is still in place, and within 30 days of completion of the contract.
XIII. GENERAL CONDITIONS
1. Pre-contractual expenses are defined as expenses incurred by the Consultant in: (1) preparing the Proposal; (2) submitting the Proposal to the City; (3) presentation during the selection interview; (4) negotiating with the City any matter related to this Proposal; (5) any other expenses incurred by the Consultant prior to an executed Agreement.
The City shall not, in any event, be liable for any pre-contractual expenses incurred by the Consultant.
2. The City reserves the right to withdraw this RFP at any time without prior notice. Further, the City makes no representations that any Agreement will be awarded to any Consultant responding to this RFP. The City expressly reserves the right to postpone reviewing the 443
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Proposal for its own convenience and to reject any and all Proposals responding to this RFP without indicating any reasons for such rejection(s).
3. The City reserves the right to reject any or all Proposals submitted. Any Contract awarded for these Consultant engagements will be made to the Consultant who, in the opinion of the City, is best qualified.
XIV. SELECTION CRITERIA
1. The Firm’s General Experience and Qualification Information (25 points)
Information about the company, including professional licenses held; ability to furnish required insurance and meet stipulations of the City’s “boiler plate” agreement; details about comparable projects completed by the firm, as well as local experience; and its ability to provide the required services efficiently and expeditiously.
2. Experience of Key Personnel and Project Team (30 points)
Background experience of key personnel and the team on public safety facility design, credentials and certifications, abilities, familiarity with state and federal procedures and applicable standards and specifications, local experience on comparable projects, and length of service with the firm, reference information preferably with municipal agencies, and proven track record and depth of understanding/knowledge of the required services.
3. Project Understanding and Technical Approach (30 points)
Understanding of the Project’s needs, requested services, and tasks. Understanding of public safety operations, security requirements, and 24/7 functionality. Discussion of major issues identified on the Project and how the Consultant team plans to address them; the methods and procedures to be used for providing the services; the design approach and organization necessary to complete the services; and outline quality control measures to ensure delivery of a quality product on time, within budget that provides a cost efficient, timely and predictable execution of work.
4. Project Management, Schedule, and Quality Control (15 points)
Proposed project schedule and milestone management, approach to consultant coordination and communication, quality control and quality assurance procedures, ability to manage scope, budget, and schedule, and responsiveness to City review and approval processes.
XV. ATTACHMENTS
1. Project Location Map
2. Legal and Plat / Project’s Boundary
3. Non-Collusion Affidavit
4. Boiler-Plate Agreement for Professional Consultant Services 444
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Attachment A
PROJECT LOCATION MAP
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Attachment B
LEGAL AND PLAT / PROJECT’S BOUNDARY
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Moreno Valley Public Safety Campus – Project No. 803 0072 January 2026 Attachment C
Non-Collusion Affidavit
Note: To be executed by Proposer and submitted with proposal.
State of
(the State of the place of business)
County of
(the County of the place of business)
, being first duly sworn, deposes and
(name of the person signing this form)
says that he/she is of
(title of the person signing this form)
, the party making the foregoing bid
(name of bidding company)
that such bid is not made in the interest of or on the behalf of any undisclosed person, partnership, company, association, organization or corporation; that such bid is genuine and not collusive or sham; that said bidder has not directly or indirectly induced or solicited any other bidder to put in a false or sham bid and has not directly or indirectly colluded, conspired, connived, or agreed with any bidder or anyone else to put in a sham bid, or that anyone shall refrain from bidding; that said bidder has not in any manner directly or indirectly sought by agreement, communication, or conference with anyone to fix the bid price of said bidder or of any other bidder or to fix any overhead profit, or cost element of such bid price, or of that of any other bidder, or to secure any advantage against the public body awarding the contract of anyone interested in the proposed contract; that all statements contained in such bid are true, and further, that said bidder has not directly or indirectly submitted his bid price or any breakdown thereof, or the contents thereof, or divulged information or data relative thereto, or paid and will not pay any fee in connection therewith, to any corporation, partnership, company, association, organization, bid depository, or to any member or agent thereof, or to any other individual except to any person or persons as have a partnership or other financial interest with said bidder in the general business.
By:
( signature)
Printed Name:
(name of the person signing this form)
Title:
(title of the person signing this form)
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EXHI
BIT B
CON
SULTANT PROPOSAL
449
Moreno Valley
Public Safety Campus
PROPOSAL
FEBRUARY 16, 2026
Revised 2/24/26
EXHIBIT B
450
Vincent Mudd, GC
Managing Partner
655 W. Broadway, Suite 1150
San Diego, CA 92101
O 619 728 9382
E [email protected]
CONTACT
451
50 West San Fernando #850
San Jose, CA 95113
PMB #5041
2301 Blake Street #100
Denver, CO 80205
98 Battery Street #300
San Francisco CA 94111
90 Broad Street #1803
New Y ork NY 10004
655 W. Broadway, Suite 1150
San Diego, CA 92101
655 W. Broadway, Suite 1150
San Diego, CA 92101
805 Brazos Street
Austin TX 78701
February 16, 2026
Capital Projects Division
[email protected]
(951) 413-3130
Re: Moreno Valley Public Safety Campus, Project No. 803 0072 Dear Selection Committee,
Steinberg Hart is pleased to submit our qualifications for the Moreno Valley Joint-Use Public Safety Facility. This project closely aligns with our longstanding commitment to civic work and three decades of experience delivering public safety and campus-scale facilities. Our proposed team brings the technical expertise, regional insight, and leadership needed to realize the City’s vision. Personally, I am honored to bring this team to a City that has meant so much to me.
I first came to MoVal when my father was stationed at March Air Force Base prior to the City’s incorporation, when Sunnymead, Edgemont, and Moreno were the primary communities in the area. I was fortunate to receive my education and formative life experiences here, graduating from Moreno Valley High School in 1981. Over the past four decades, I have witnessed the city’s transformative economic growth, expanding industries, and increasing civic complexity. Moreno Valley deserves a resilient, adaptable Public Safety Campus that reflects the scale and responsibility of its mission. As Managing Partner of Steinberg Hart, I am fortunate to be in a position to assemble a team with the experience, insight, and leadership necessary to plan and deliver such a facility.
DEMONSTRATED EXPERIENCE IN RIVERSIDE COUNTY
Steinberg Hart brings more than 30 years of experience working throughout Riverside County, with over 30 completed projects for public-sector clients. We understand the civic identity, approval processes, and agency expectations that define successful project delivery in this region. That familiarity allows us to anticipate challenges, coordinate efficiently with authorities having jurisdiction, and maintain momentum from planning through construction and occupancy.
PROVEN LEADERSHIP IN MISSION-CRITICAL PUBLIC SAFETY CAMPUSES Our public safety campus portfolio is extensive and distinctive. We are not solely police or fire station designers — we plan, phase, and deliver 24/7 mission-critical campuses that support complex operations today, while allowing for future growth.
Our work includes joint-use and multi-agency facilities, county operations campuses, emergency response infrastructure, and highly secure federal installations. We are proud to partner with Roth Sheppard Architects as our Public Safety Architect. Guided by their six principles of public safety design, Roth Sheppard has delivered complex joint-use facilities and emergency operations centers nationwide, earning a national reputation for technical depth and operational insight.
T ogether, we bring the focused expertise required to deliver a joint-use Police and Fire campus that performs seamlessly from day one and evolves to meet future demands.
DELIVERING IMPLEMENTABLE AND BUILDABLE CAMPUS SOLUTIONS Our team includes award-winning planners and architects with decades of experience translating complex operational requirements into clear, implementable, and buildable campus plans. Steinberg Hart is recognized for forging consensus among diverse stakeholder groups and delivering plans that move confidently from vision to execution.
We would be honored to partner with the City of Moreno Valley on this important project. It’s not often that you have an opportunity to come back to your hometown and do something meaningful. I am confident in our proposed team, our experience and abilities, and our dedication to delivering on our shared goals, and I know we will deliver a Public Safety Campus that the Moreno Valley of today and tomorrow will be proud of.
Respectfully,
Vincent Mudd, GC
Managing Partner
619 728 9382 / [email protected]
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TABLE OF CONTENTS
A
Project
Understanding
B
Design Approach and
Management Plan
C
Qualifications and
Experience
G
Additional Relevant
Information
H
Required Statements
I
Appendix
- Resumes
- Firm Certifications
D & E
Staffing Plan &
Work Plan and Schedule
F
Quality Control and
Assurance
06 | X
Section Title
- Section Subtitle List
- Section Subtitle List
07 | X
Section Title
- Section Subtitle List
- Section Subtitle List
08 | X
Section Title
- Section Subtitle List
- Section Subtitle List
09 | X
Section Title
- Section Subtitle List
- Section Subtitle List
10 | X
Section Title
- Section Subtitle List
- Section Subtitle List
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A
PROJECT
UNDERSTANDING
Naval Air Weapons Station China Lake, Aircraft Rescue and Fire Fighting Facility | Steinberg Hart 454
1 Moreno Valley Public Safety Campus RFPSteinberg Hart
The Moreno Valley Public Safety Campus
project is a complex and highly technical
public safety facility designed to unify fire
and police services on a shared site while
supporting 24/7 critical operations.
NOT A SINGLE-BUILDING SOLUTION, A
LONG-TERM PUBLIC SAFETY CAMPUS
The Moreno Valley Public Safety Campus is best
understood not as the delivery of a single facility. but rather as a long-term civic and operational asset. The City has intentionally paired campus master planning, detailed space programming, and full architectural design of a joint- use Police and Fire facility within one scope. That structure recognizes a critical truth we have seen repeatedly on
municipal projects of this scale: early planning decisions determine whether a campus remains flexible and effective over decades, or becomes constrained by its first phase of development.
At approximately 14.7 acres, the site provides a rare
opportunity to establish a clear, resilient framework that supports immediate Police and Fire needs while preserving adaptability for future public safety or emergency-
response functions as City needs evolve.
UNDERSTANDING THE WHY BEFORE THE HOW
Understanding of the Nature of Work
MASTER PLANNING AS THE FOUNDATION FOR
OPERATIONAL SUCCESS
The most consequential work on this Project occurs before the architectural form is finalized. The campus master
plan must resolve building placement, circulation, access control, and infrastructure in a way that supports:
• 24/7 emergency operations
• Clear separation of public, staff, and secure zones
• Efficient emergency vehicle access, staging, and
maneuvering
• Logical expansion areas that can be phased without
disrupting active operations
From our experience delivering complex public safety
campuses, a well-designed initial facility can still fail operationally if the surrounding site strategy is not
equally rigorous. Our approach treats the master plan as a decision-making framework, not a diagram, establishing access hierarchies, utility strategies, and expansion zones that protect the integrity of the campus over time.
PROGRAMMING THAT REFLECTS HOW PUBLIC
SAFETY ACTUALLY OPERATES
Public safety facilities function differently than
conventional civic buildings. They are continuous-use
environments where operational efficiency, clarity of
movement, and secure adjacencies directly affect response times, staff wellbeing, and long-term performance.
Our programming process is grounded in a practical
understanding of how Police and Fire personnel work day- to-day and during critical incidents. We focus on:
• Functional adjacencies that reduce unnecessary travel and friction
• Circulation patterns that support fast response without compromising security
• Right-sized shared spaces that encourage collaboration while maintaining operational separation
• Clear zoning between public-facing, controlled, and
secure areas
This results in facilities that feel intuitive to use, reduce operational stress, and perform reliably under both routine and high-pressure conditions.
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UTILITY INFRASTRUCTURE TIMELINE RISK (IID
PRIMARY EXTENSION)
ISSUE: Preliminary research indicates primary electrical service exists along Cactus Avenue. However, IID
extensions under CPUC Rule 15/16 can require extended
lead times, potentially exceeding one year depending on load requirements and area development.
PROJECT-SPECIFIC RISK: Utility planning delays could
jeopardize the City’s aggressive funding and design
milestones, particularly if power demand, generator
interconnection, or PV planning are not coordinated early.
OUR STRATEGY
• Initiate formal coordination with IID immediately upon award
• Confirm available primary capacity and extension
requirements during Programming
• Evaluate phased energization strategies if needed
• Design two separate metered services for Police and
Fire to provide operational and funding flexibility
• Provide bypass gear at each standby generator to allow temporary generator connection during maintenance or
failure
Early infrastructure coordination will reduce schedule
exposure and preserve redundancy.
ESSENTIAL SERVICES PERFORMANCE BEYOND
CODE MINIMUMS
ISSUE: The entire facility will be designed as an Essential Services Building. While the California Building Code
ensures life safety, it does not guarantee post-disaster operability following a major seismic event. For a public safety campus expected to function immediately after a
regional emergency, code compliance alone may not align with operational expectations.
PROJECT-SPECIFIC RISK: If performance expectations are not defined during Master Planning and Programming,
structural and systems decisions made later may limit the City’s ability to achieve post-disaster operability without costly redesign.
OUR STRATEGY
We will initiate early discussions with the City to define a desired seismic performance target, such as immediate
occupancy or post-disaster operability. During Master
Planning and Schematic Design, KPFF will evaluate:
• Enhanced seismic force design criteria
• Performance-based design alternatives
• Feasibility of seismic isolation or damping technologies This conversation will occur before structural systems are locked in, ensuring resilience goals are intentional rather than reactive.
POTENTIAL ISSUES AND PROPOSED SOLUTIONS
HEALTH, SAFETY, AND WELLNESS AS CORE
DESIGN DRIVERS
A defining issue in contemporary public safety facility design is long-term staff health, safety, and retention.
This is especially pronounced in fire station environments, where there is increased focus on limiting exposure to
contaminants, managing transitional zones, and ensuring that toxins do not migrate into clean or living areas. Our team applies these principles through:
• Deliberate zoning strategies that separate high-risk and clean areas
• Decontamination and transition spaces that protect
staff and facilities
• Planning decisions that support recovery, mental
wellbeing, and long-term occupational health
While these strategies are well-established in fire station planning, the underlying wellness-based approach applies directly to Police facilities as well. Law enforcement
personnel face comparable impacts from shift work,
operational stress, and exposure risks. Designing for
staff wellbeing is not an amenity. It is an operational requirement.
ONE CONTINUOUS VISION FROM CAMPUS TO
BUILDING
The City’s schedule places early emphasis on completing the space program, conceptual design, and cost validation to support City Council decision-making. That milestone requires a team capable of making informed, disciplined decisions early, with a clear understanding of which
elements must be fixed and which should remain flexible.
Our approach ensures that:
• The campus master plan anticipates future growth
without presupposing specific programs
• The space program reflects realistic operational needs rather than abstract benchmarks
• The joint-use Police and Fire facility is fully integrated into the campus framework
• Early design decisions support long-term adaptability, cost control, and operational continuity
The result is not simply a well-designed facility, but a cohesive, future-ready public safety campus that serves Moreno Valley’s immediate needs while preserving options for the decades ahead.
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FUTURE TECHNOLOGY AND COMMUNICATION
INFRASTRUCTURE
ISSUE: Public safety facilities depend heavily on radio, dispatch, fiber, and data infrastructure. Early assumptions about telecom providers, Motorola R56 grounding
requirements, and console vendors can significantly affect building configuration and electrical/mechanical loads.
PROJECT-SPECIFIC RISK: Late coordination with telecom
providers, Motorola, or console vendors can result in
redesign of equipment rooms, grounding systems, or
cooling strategies.
OUR STRATEGY
• Confirm City fiber strategy during Programming,
including leased fiber and secure networks
• Engage Motorola early to coordinate R56 grounding
requirements
• Validate console quantities and configurations with
vendor
• Design the Police data center with scalable cooling and fire suppression strategies
• Provide future PV and battery storage taps to support evolving resiliency goals
T echnology infrastructure will be treated as a primary design driver, not an afterthought.
CAMPUS PHASING AND FUTURE EXPANSION
WITHOUT OPERATIONAL DISRUPTION
ISSUE: The 14.7-acre site provides significant capacity relative to the initial joint-use facility. Without a disciplined expansion framework, future growth could compromise
circulation, security, or response efficiency.
PROJECT-SPECIFIC RISK: Future additions that
disrupt secure perimeters, response paths, or shared
infrastructure could reduce long-term campus
performance.
OUR STRATEGY
• Establish logical expansion zones during Master
Planning
• Separate public and secure circulation spines
• Size utilities and site infrastructure to accommodate future loads
• Preserve clear emergency response corridors
independent of future building zones
The campus will function cohesively on day one and remain adaptable without reconfiguration.
REDUNDANCY AND MISSION CONTINUITY FOR A
JOINT-USE FACILITY
ISSUE: A shared Police and Fire facility creates efficiencies, but it also increases dependency. Shared systems
without appropriate redundancy could compromise both
departments simultaneously during failure events.
PROJECT-SPECIFIC RISK: Single points of failure in power, data, or generator systems would undermine operational
resilience.
OUR STRATEGY
• Provide two separate standby generators, one
dedicated to each department
• Size fuel tanks for 96-hour runtime per NFPA 110, with final duration confirmed during Programming
• Design independent metered electrical and gas services • Evaluate shared versus separated fuel storage
strategies
• Provide A+B and N+1 redundancy for Police data center UPS systems
The campus will operate as a coordinated environment
without sacrificing departmental autonomy or resilience.
Public Safety and Allied Health Building
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DESIGN APPROACH &
MANAGEMENT PLAN
Lenexa Justice Center | Roth Sheppard Architects
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Ohio Street Probation Facility
WORKING WITH YOU
The Moreno Valley Public Safety Campus requires early alignment, disciplined decision- making, and sustained coordination across Police, Fire, and City leadership. Our approach is intentionally structured to support the City’s near-term requirement to complete programming, conceptual design, and cost validation by July 2026, while ensuring those early decisions do not limit long-term campus flexibility or operational effectiveness.
DESIGN APPROACH
From day one, Steinberg Hart establishes a regular,
predictable feedback loop with City staff and Police
and Fire leadership to surface issues early, validate
assumptions, and confirm priorities before decisions
become difficult or costly to reverse. This approach reflects our understanding that early planning choices, particularly related to campus organization, access, and adjacencies, carry long-term operational consequences
CAMPUS PLANNING AND PROGRAMMING AS THE
FOUNDATION FOR DESIGN
Our design approach begins at the campus scale,
establishing an overall framework for access, security, circulation, and future expansion before architectural form is developed. This ensures that the initial Police and Fire facility is positioned within a coherent long-term campus strategy rather than driving decisions that limit future flexibility.
During early planning and programming, we work with City staff and Police and Fire leadership to identify and test key campus considerations, including:
• Public, staff, and secure access hierarchies
• Emergency vehicle access, staging, and maneuvering
• Infrastructure strategies that support phased
development
• Potential expansion zones and long-term site
organization
These concepts are intentionally evaluated in parallel with space programming, allowing operational requirements
to refine and validate the campus framework. Once
programming is complete, campus strategies and
adjacencies are confirmed and carried forward into
schematic design as a stable basis for architectural
development.
PROGRAMMING FOCUSED ON OPERATIONAL
ALIGNMENT AND EARLY DECISIONS
The purpose of programming on this Project is not simply to document space needs, but to align Police, Fire, and City leadership around a shared understanding of operational priorities early in the process. Given the City’s schedule, programming must support timely decisions that can
be carried forward with confidence into design and cost validation.
Programming efforts are structured to be efficient and
decision-oriented. Rather than extended workshops or
open-ended studies, sessions are focused on confirming
key operational relationships, circulation expectations, and shared-use boundaries that directly influence layout, security zoning, and building size. Key areas of emphasis include:
• Clarifying public, controlled, and secure operational zones
• Confirming adjacencies that support response
efficiency and supervision
• Defining shared spaces that provide value without
creating operational conflicts
• Establishing realistic growth assumptions aligned with the campus plan
Programming outcomes are documented in a clear,
decision-ready format, allowing the City to confirm scope and direction without revisiting foundational assumptions in later phases. This approach supports early cost
modeling and reduces the risk of late-stage redesign.
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HEALTH, SAFETY, AND STAFF WELLNESS AS
OPERATIONAL REQUIREMENTS
On the Moreno Valley Public Safety Campus, staff health and safety are addressed as fundamental planning
considerations that directly influence zoning, circulation, and adjacency decisions. This is especially important in a joint Police and Fire facility, where differing exposure profiles and operational rhythms must be resolved spatially rather than managed informally over time.
During programming and early design, we assess how
personnel enter, circulate, and transition between
operational, support, and recovery spaces. We prioritize clear separation of high-exposure and clean areas, defined transition zones, and circulation strategies that minimize cross-contamination between Police, Fire, and shared-use functions. Our approach incorporates:
• Campus and building zoning strategies that limit
contaminant migration through deliberate adjacency
planning
• Purposeful placement of decontamination and
transition spaces along primary operational paths
• Layout decisions that support recovery, supervision,
and shift-change conditions without compromising
security or response readiness
By resolving these issues early, at the planning and
programming level rather than through later technical
fixes, we support long-term staff wellbeing, operational reliability, and retention across both Police and Fire
functions.
PROGRAMMING, ADJACENCIES, & SECURITY
Clear separation between public and secure zones within both the site and the facility is critical. Once the site is effectively organized, the project gains momentum
and design strategies become apparent. Our priority
as we compile quantitative and qualitative data on your departments is to thoughtfully organize the program
components in a way that both enhances operations and
provides natural separation between public and secure
circulation. This allows the facility to be a welcoming community asset while also providing a safe, efficient
workplace for building users.
Joint public safety facilities offer opportunities to find efficiencies in shared program spaces that can be utilized by both departments. Some examples of shared-use
spaces within public safety buildings are break rooms,
kitchens/kitchenettes, conference rooms, training
classrooms, and fitness centers. Depending on the City
of Moreno Valley’s goals, there are ample opportunities to create ‘hardworking’ spaces that accommodate
flexible uses by various users and departments.
SITE CIRCULATION & PARKING
Site circulation and parking is a critical component for police departments and its complexity is amplified when incorporating a police station in a joint facility such as the one proposed by the City of Moreno Valley. Secure
vehicular ingress and egress for officers is imperative and site design often requires nuanced discussions with stakeholders as to how the security of the site will be managed at a joint facility. We are adept at navigating these conversations regarding both security and
operational flow between the police and fire departments and finding consensus within proposed solutions.
Solving the site circulation is often a key first step.
Parking areas and/or structures are ideally customized
to complement the building design and enhance all
departments’ operations. We pay particular attention to the ways in which Moreno Valley PD and Moreno Valley
FD operations may conflict on site to ensure that the
design accommodates both departments to successfully
function individually and also together under one roof.
CARRYING EARLY DECISIONS THROUGH DESIGN
As the Project advances into schematic and design
development, our focus is on preserving the operational decisions established during campus planning and
programming. Building design is deliberately developed
around confirmed adjacencies, circulation paths, and
security zones to avoid re-opening foundational issues
once the Project is in motion.
Design reviews are structured to test proposed layouts
against operational scenarios, staffing patterns,
and emergency response needs, ensuring the
building continues to function as intended—not just
diagrammatically, but day-to-day. Particular attention is given to maintaining the integrity of joint-use boundaries and circulation strategies as technical systems and code requirements are integrated.
This approach allows design development to progress
efficiently while maintaining alignment with the City’s schedule, cost expectations, and long-term operational
goals.
ROTH SHEPPARD'S CONSIDERATIONS FOR PUBLIC SAFETY PROGRAMMING AND DESIGN Fredrik Nilsson Leads a Design Review
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MANAGEMENT APPROACH
TEAM STRUCTURE AND ROLES
Steinberg Hart serves as Prime Consultant and single
point of accountability for coordination, quality, and
delivery. Our team is structured to maintain continuity from campus master planning through architectural delivery,
avoiding hand-offs that dilute intent or introduce risk.
Roth Sheppard supports the Project with public safety
planning and operational validation, strengthening early decision-making and ensuring programming and layout
decisions are grounded in real-world operations. This
collaboration builds on prior working relationships and shared expectations for rigor and accountability.
CLEAR, PREDICTABLE PROJECT MANAGEMENT
Given the City’s critical early milestone, our management approach emphasizes clarity, discipline, and
responsiveness. Key management practices include:
• A detailed, milestone-driven project schedule aligned with City decision points
• Regular coordination meetings with documented
agendas, action items, and follow-up
• Early identification of schedule or scope risks with
proposed mitigation strategies
• Direct coordination across all subconsultants prior to City submittals
The work plan is used as an active management and
communication tool, not a static deliverable, ensuring
expectations remain aligned throughout the Project.
CONTINUOUS COORDINATION AND ISSUE
TRACKING
We implement structured issue-tracking tools such as MS Planner and Bluebeam to ensure decisions and feedback
are resolved efficiently and transparently. This includes:
• Action Item Logs to track City and stakeholder feedback • Clear ownership and response timelines for each item
• Resolution checkpoints tied to key milestones
This approach reduces the risk of unresolved issues
carrying forward and affecting later phases.
QUALITY CONTROL AND ASSURANCE PROGRAM
For over 70 years, Steinberg Hart has continually
strengthened its quality management program. Our QA/
QC framework serves as a core project management tool
to reinforce accountability, support schedule adherence, reduces risk, and create structured decision-making
checkpoints. Additional detail is provided in Section F:
Quality Control and Assurance.
Steinberg Hart staff QAQC documents
Steinberg Hart establishes clear lines of responsibility from the outset, with a designated single point of contact to streamline decision-making and maintain alignment.
As Project Manager for the Moreno Valley Public
Safety Campus, Jason Maune will be the City's Main
Point of Contact , as indicated on the Organization Chart on the following page.
Weekly check-ins with our extended design team provide
a structured forum to coordinate workflow, remove
roadblocks, and maintain schedule commitments. These
meetings are agenda-driven, with materials distributed
in advance to encourage informed, solution-oriented
dialogue.
We emphasize proactive problem solving. T eam
members are expected to come prepared, fostering
productive conversations focused on resolving issues
rather than identifying them. This disciplined approach supports efficiency, responsiveness, and momentum
throughout all phases of the project.
We will maintain open lines of communication with the
City through regular updates, accessible leadership, and clearly defined channels for feedback. Our commitment
to continual improvement ensures that lessons learned
and stakeholder input are integrated into ongoing work, strengthening collaboration and reducing risk.
COMMUNICATION PLAN
CLARITY EFFICIENCY COLLABORATION RESPONSIVENESS
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ORGANIZATION CHART
MEP ENGINEERING
ELEN Consulting
CIVIL ENGINEERING &
LAND SURVEYOR
PSOMAS
ENVIRONMENTAL CONSULTANT
PSOMAS
STRUCTURAL ENGINEERING
KPFF Consulting Engineers
LANDSCAPE ARCHITECT
Schmidt Design Group
FIRE PROTECTION
ENGINEERING
Coffman Engineers
SECURITY / LOW-VOLTAGE
NV5
COST ESTIMATOR
Cumming Group
GEOTECHNICAL ENGINEER
Geocon
MAIN POINT OF CONTACT
JASON MAUNE
Project Manager
PROJECT OVERSIGHT
VINCENT MUDD
Project Director
CONSULTANT TEAM
Below are the key staff members and consultants proposed for the Moreno Valley Public Safety Campus. The team has been carefully vetted for relevant experience on comparable project types and for overall competitiveness.
Steinberg Hart’s key team members bring both individual and firm-wide experience collaborating on complex civic projects, while the proposed consultant team offers demonstrated expertise delivering public safety facilities in Riverside County and throughout Southern California. Resumes for our consultant team have been provided in the Appendix.
KATEE CHARD
Project Architect
JANENE
CHRISTOPHER
QAQC Director
DANIEL STEWART
Lead Planner
PUBLIC SAFETY
ARCHITECT
BRIAN BERRYHILL
Roth Sheppard Architects
PUBLIC SAFETY
ARCHITECT
TYLER JOSEPH
Roth Sheppard Architects
FREDRIK NILSSON
Design Director
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QUALIFICATIONS
AND EXPERIENCE
Firestone Police Department & Municipal Court | Roth Sheppard Architects 463
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BRANDON NASH | PRINCIPAL-IN-CHARGE
Brandon is an accomplished architect with significant
experience planning, designing, and delivering secure
environments for federal, defense, and mission-critical clients, including five Emergency Operations Centers
for the Navy. Across his career, he has contributed to
long-range campus planning, secure facility upgrades, and high-security design integration.
JASON MAUNE | PROJECT MANAGER
Jason has a proven record of delivering complex public
facilities for Steinberg Hart’s civic partners. His meticulous attention to detail and skill in balancing diverse stakeholder priorities have made him a trusted collaborator among
our repeat clients at the County of San Diego. In depth qualifications for Jason are provided on page 16.
FREDRIK NILSSON | DESIGN DIRECTOR
Fredrik is an award-winning Design Director who grounds each project in early research and a clear understanding of context and program, establishing a strong conceptual framework from inception through execution. His
prior collaboration with Roth Sheppard on the LAPD
Headquarters ensures seamless coordination and
integrated design leadership for the Moreno Valley Public Safety Campus.
KATEE CHARD | PROJECT ARCHITECT
Katee is a licensed California architect with deep
experience delivering civic facilities that must perform reliably and securely. She will help guide Moreno Valley’s Police and Fire operational planning into efficient layouts, coordinated documentation, and resilient design decisions that support 24/7 readiness and future expansion.
DANIEL STEWART | LEAD PLANNER
Dan has dedicated his career to master planning civic
campuses that are both flexible and implementable.
Notable examples include the award- winning San Diego
County Operations Center Campus and the Navy SEALs
Coastal Campus in Coronado. These two transformative,
multi-phase plans demonstrate his ability to align
stakeholders, optimize land use, and create enduring civic infrastructure.
JANENE CHRISTOPHER | QUALITY ASSURANCE
As QAQC Director, Janene is responsible for shaping
firmwide QAQC frameworks, refining start -up procedures, and ensuring that both architectural and consultant teams adhere to disciplined technical and coordination processes.
Her experience on more than 30 fire stations directly
informs and strengthens her QA/QC approach for this
project.
Steinberg Hart brings decades of experience delivering
public safety, mission critical, and civic facilities for municipal, county, state, and federal clients. Our portfolio includes police headquarters, fire stations, emergency
operations centers (EOCs), justice environments, and
secure civic buildings.
In addition to designing award-winning architecture,
Steinberg Hart’s team of planners are adept at creating implementable master plans for campuses that evolve over time and respond to changing environments and priorities.
This combined strength positions our team to deliver a
high-performing joint-use Public Safety facility today while establishing a clear, flexible framework for future facility and service expansion as community needs evolve.
PUBLIC SAFETY EXPERIENCE
Steinberg Hart brings over 35 years of experience
designing essential service and public safety infrastructure for federal, state, and local government agencies. With a portfolio of over 1,000 publicly owned buildings totaling more than $3 billion in construction value, we understand the complexity, urgency, and precision that public safety facilities demand. A comprehensive look at our Public
Safety experience is provided on the following page.
REGIONAL EXPERIENCE
Steinberg Hart has been working within Riverside
County for over 30 years. Prominent projects includes
the Riverside Courthouse Historic Renovation, a 20-year working relationship with Riverside Community College
District, and a ten-year relationship with the University of California, Riverside.
This deep local and regional experience means our team
not only understands the development patterns, permitting pathways, and technical expectations of Riverside County agencies, but also maintains long-standing working
relationships with decision-makers, reviewers, and
stakeholders. These connections enable us to anticipate agency needs, streamline approvals, and proactively
resolve issues before they affect project momentum.
KEY TEAM MEMBER QUALIFICATIONS
VINCENT MUDD | PROJECT DIRECTOR
Vincent brings strong executive leadership and deep
regional familiarity to the project. As a former resident and graduate of Moreno Valley High School (go Vikings!), he provides valuable local insight that will support effective coordination with City stakeholders and reinforce the
project’s community -centered approach.
FIRM QUALIFICATIONS
Please consider this page and the following pages as Steinberg Hart's response to Statement E of the Required Statements 464
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Photo Caption - Project Name & Location Here
STEINBERG HART FIRMWIDE PUBLIC SAFETY EXPERIENCE
TRUST & COMMUNITY ENGAGEMENT
Our 20-year partnership with the County of San Diego
and leadership on projects like the Southeastern Live Well Center (SELWC) and the County Operations Center reflect our deep understanding of public service, and our ability to create civic buildings that foster trust and accessibility.
These projects emphasize community-centered design
for critical facilities that must be welcoming, safe, and responsive to the diverse populations they serve.
POLICE & FIRE DEPARTMENT EXPERTISE
We have delivered more than 30 fire stations and multiple police facilities that support the unique operational
requirements of emergency responders. From durable,
low-maintenance materials to efficient apparatus bays,
dormitories, and secure public interfaces, our design
solutions enhance response readiness, inter-agency
coordination, and long-term facility performance.
EMERGENCY OPERATIONS CENTERS
Our work on the San Diego County Operations Center
and the $1 billion Naval Base Coronado Coastal Campus
demonstrates our ability to deliver complex, mission-
critical Emergency Operations Centers (EOCs). These
facilities incorporate secure infrastructure, redundant systems, and integrated campus-wide communications
that support real-time decision-making and continuity of operations during disasters and emergencies.
CRITICAL COMMUNICATIONS
We have extensive experience designing secure,
technology-rich spaces that protect critical
communications, including Emergency Operations Centers, Police and Fire Emergency Communications, Secure Data
centers, and 911 Call Centers.
Steinberg Hart’s holistic approach to Public Safety design ensures that each facility we deliver is resilient, secure, adaptable, and deeply rooted in the community it serves. Our proven performance in each of these core areas makes us a trusted partner in delivering a Public Safety Facility for Moreno Valley now, and a plan for expanded facilities to serve the City in the future.
PUBLIC SAFETY AND ALLIED HEALTH BUILDING FACILITY Yucaipa, CA The Public Safety & Allied Health Building brings together fire, emergency medical, and respiratory care training programs into a single, purpose-built facility designed to simulate real-world emergency scenarios and support cross-disciplinary collaboration. This integrated training environment reflects the operational synergies required of modern public safety agencies, making it directly relevant to the planning and design of Public Safety Headquarters.
LOS ANGELES FIRE STATION #43 Los Angeles, CA
Steinberg Hart delivered the 100% design for the new two-story, 15,000 SF Fire Station No. 43 in Los Angeles, coordinating with LAFD, Public Works, LABOE, and LADBS. The compact facility supports full emergency operations with administrative, living, and apparatus functions, and integrates comprehensive building systems, including MEP , fire-life-safety, communications and emergency power, for a fully resilient essential service station.
POLICE SERVICES & FIRE ADMIN FACILITY City of Mountain View, CA Steinberg Hart modernized a shared Police and Fire Administration facility to support three distinct user groups: the public-facing city departments, the police department, and the fire departments within a single building. The programming and design resolved complex spatial and security requirements with a reimagined public lobby that balances openness with controlled access. The updated facility enhances operational efficiency while integrating sustainable strategies. 465
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SHERIFF TECHNOLOGY INFORMATION
CENTER (STIC)
SAN DIEGO, CA | 47 ,000 SF
The Sheriff’s T echnology and Information Center (STIC) is a purpose-built, essential services facility designed to support the critical public safety and emergency
communication needs of the County of San Diego. The
facility consolidates administrative offices, operations areas, and warehouse functions. This mission-critical Risk Category IV structure is designed with base isolation,
N+1 redundancy, and resilient systems to serve as the
operational backbone of the emergency communications
systems. A 125-foot-tall wireless communications tower
extends this network’s reach countywide, enhancing both daily law enforcement functions and emergency response
capabilities.
NAWS CHINA LAKE FIRE STATION
RIDGECREST, CA | 20,800 SF
The Aircraft Rescue and Fire Fighting (ARFF) Station at NAWS China Lake is a 20,799 SF essential public safety
facility purpose-built to support advanced firefighting and emergency operations on an active military airfield.
Designed for the Navy’s specialized firefighting units, the station supports rapid deployment, 24/7 readiness,
and firefighter wellness in high-stakes environments. At the core of the facility is a 7-bay Apparatus Bay designed to accommodate large-scale emergency vehicles. Support
areas directly connected to the bay include hazardous
materials storage, EMT , SCUBA, fire extinguisher
maintenance, and dedicated spaces for personal protective equipment (PP&E) storage, decontamination, and laundry.
Photo Caption - Project Name & Location Here
REFERENCE
Juan Arriaga
Vice President
Lowe Enterprises
T (858) 565-7287
E [email protected]
TEAM MEMBERS
Janene Christopher
Brandon Nash
Daniel Stewart
REFERENCE
Rick Montoya, RA
US Navy
T (619) 705-4839
E ricardo.e.montoya3.civ
@us.navy.mil
TEAM MEMBERS
Brandon Nash
Janene Christopher
STEINBERG HART TEAM EXPERIENCE
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NAVY SEAL ESSENTIAL OPERATIONS
AND TRAINING CAMPUS
CORONADO, CA | 1,500,000 SF NEW CONSTRUCTION
PUBLIC HEALTH LAB
SAN DIEGO, CA | 53,500 SF
The Coastal Campus is an essential, high-security
operations and training campus designed to support
national security at the highest level. This state-of-the- art installation integrates high-security administrative, operational, and logistics within a resilient and
interconnected campus. Key facilities include a secure
armory, command and logistics centers, emergency
operation centers, and specialized training environments, such as the Indoor Dynamic Shooting Ranges, a close-
quarters combat facility , helicopter training, and a dive training facility. While specific to the SEALs’ mission, these facilities reflect the spatial, security, and resiliency needs of law enforcement and emergency response teams
operating in complex urban and coastal contexts like the Port of San Diego.
The Public Health Lab is a new two-story facility delivered following Steinberg Hart’s comprehensive space utilization study of the County of San Diego’s COC Campus. After
evaluating hybrid work patterns and planning for 10%
future growth, we identified a consolidation strategy
that created the capacity to relocate health services and emergency response functions onto the campus. The
new Public Health Center includes secured laboratory
environments on both levels, including BSL-3 labs, along with integrated administrative support spaces. The
LEED Platinum lab is built to essential services facility standards and plays a critical role in protecting the
health of all San Diegans by monitoring, detecting and
responding to public health concerns.
REFERENCE
Chris Goulet, PE,
Design Manager
T (619) 705-4715
E christopher.w.goulet2.
[email protected]
TEAM MEMBERS
Jason Maune
Brandon Nash
Daniel Stewart
Janene Christopher
REFERENCE
Marko Medved
Director, Department of
General Services
County of San Diego
T (858) 694-2338
E marko.medved@
sdcounty.ca.gov
TEAM MEMBERS
Jason Maune
Brandon Nash
Daniel Stewart
Janene Christopher
Vincent Mudd
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A TEAM STRUCTURED FOR CAMPUS-SCALE
PUBLIC SAFETY PROJECTS
ROTH SHEPPARD'S UNIQUE APPROACH TO PUBLIC SAFETY SPACE PLANNING Roth Sheppard's design philosophy is to first ‘define the problem’ prior to solving it. Joint public safety facilities are inherently complex and achieving a design that will both accommodate current operations and allow for future flexibility and growth is a nuanced effort. They understand that every agency is unique. Their goal in working with you is to ask questions that will help uncover architectural solutions that are specific to your city, your police department, and your fire department.
SIX PRINCIPLES OF PUBLIC SAFETY DESIGN
Roth Sheppard has developed the Six Principles of Public Safety Design, which serve as guiding tenets for important design elements in successful public safety projects, including the specific use case of a joint police and fire building. These are not one-size-fits-all design solutions. Rather, they are used as a point-of-departure to inform questions and guide discussions during the master planning and programming phase.
WHY ROTH SHEPPARD
This Project requires a team that can move seamlessly
from campus master planning, to detailed programming,
to full architectural delivery, without losing continuity or intent. We are partnered with Roth Sheppard to support
the planning and operational validation of the joint-use Police and Fire facility. This collaboration strengthens the Project by integrating architectural design with
deep operational understanding, ensuring that planning
decisions are grounded in how facilities are actually used.
Our Designer Director, Fredrik Nilsson, previously
collaborated with Roth Sheppard on the LAPD
Administrative Building, providing an established working relationship and shared understanding of how planning
rigor translates into built performance.
60+
Public Safety
Design Awards
100+
American Institute of
Architecture (AIA)
Design Awards
17 AIA Justice Facilities
Design Awards
120+
Public Safety Projects
Across America and
Canada
ROTH SHEPPARD RECOGNITION
REFUGE
Creating a safe and secure site and facility.
COMMUNITY
Fostering relationships and building trust.
LONGEVITY
Ensuring durability and future-readiness.
WELLNESS
Promoting well-being and effective training.
BEACON OF SAFETY
Conveying pride and civic presence.
CONFLUENCE
Enhancing communication & info-sharing.
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13 Moreno Valley Public Safety Campus RFPSteinberg Hart
FOSSIL RIDGE PUBLIC SAFETY
BUILDING
THORNTON, CO | 36,000 SF
The City of Thornton required adherence to a tight budget and an accelerated schedule to accommodate their
growing community and public safety needs. The Roth
Sheppard team was brought on to provide programming
and design services to bring Fire Station #6 and a Police Substation to an expanding area of the City. Our site
analysis and space needs assessment included multiple
rounds of building user interviews, which increasingly
focused on the wellbeing of Thornton first responders. For the fire department, demarcation of a separation of the operations area and the sanctuary of the living quarters was crucial. For the police, focus on the secure line and creating a place of refuge for officers was highest priority.
REFERENCE
Greg Reeves
Deputy Chief
T (720) 977 - 5008
E Greg.Reeves@
cityofthornton.net
TEAM MEMBERS
Brian Berryhill
T yler Joseph
ROTH SHEPPARD TEAM EXPERIENCE
LEWISVILLE PUBLIC SAFETY CAMPUS
LEWISVILLE, TX | 16 ACRES
Roth Sheppard Architects partnered with BRW
Architects for program verification, planning, and design services for the City of Lewisville's Tittle McFadden
Public Safety Center. The new complex replaces the
outdated and undersized facilities of Lewisville’s Police and Fire departments. The police component includes
administration, 911 dispatch, investigations, patrol, traffic, case clerks, and property and evidence. The new facilities are served by a secure, five-level parking garage designed to enhance daily operations of both departments.
REFERENCE
William Wawro
Assistant Chief
Lewisville Police
Department
T (972) 219 - 3612
E wwawro@
cityoflewisville.com
TEAM MEMBERS
Brian Berryhill
T yler Joseph
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14 Moreno Valley Public Safety Campus RFPSteinberg Hart
JASON MAUNE AIA, FITWEL
Project Manager | License CA C35053
QUALIFICATIONS
Jason is a highly versatile architect with expertise in planning, design, and delivery. He has a strong command of site development economics, understands how design
decisions impact construction cost and schedule, and
excels at assembling and directing high-performing
consultant teams. Over his seven year tenure at Steinberg Hart, Jason has taken charge of many of Steinberg Hart's most complex projects. His ability to align stakeholders, coordinate consultant disciplines and deliverables, and clearly communicate objectives has established him as a trusted leader among his colleagues.
TRACK RECORD
Jason has a proven track record of delivering highly
complex projects on time and under budget. Most notably, he played a central role in the successful delivery of the Public Health Lab, coordinating a 23-consultant team
and working closely with the County, Contractor, and
Developer to manage scope changes, approvals, and
modifications without schedule or cost impacts. Recently, Jason completed a complex entitlement effort with the
City of Escondido, navigating an extensive plan review
and approval process that required meticulous consultant coordination and ultimately achieved unanimous City
approval.
Currently Jason is managing a high-profile site conversion, a previously developed outdoor mall and theater site
into a something that is of higher and better use for the community. It is a highly technical project and requires the coordination of 30 disciplines.
PROJECT MANAGER QUALIFICATIONS
CITY OF LOS ANGELES Los Angeles, CA
LAFD #43 West La 15,000 SF
COUNTY OF SAN DIEGO San Diego, CA
San Diego Public Health Lab 53,500 SF
COUNTY OF SAN DIEGO San Diego, CA
COC Utilization Study
NAVAL BASE CORONADO Coronado, CA
Coronado Coastal Campus 1,500,000 SF
SELECT RELEVANT EXPERIENCE
“
I worked directly with Jason Maune on a day -to-day
basis for more than two years while he served as
Project Manager for the County of San Diego Public
Health Laboratory project. Throughout this time,
Jason consistently demonstrated exceptional
leadership, organization, and accountability on one
of the County’s most complex and highly regulated
facilities. He was deeply engaged in all aspects of
the project and earned the trust of both Lowe and
County leadership through his responsiveness,
reliability, and follow -through. Jason’s ability to
proactively identify issues, communicate clearly,
and drive effective solutions was instrumental to the
project’s overall success.
– Erik Flores, Vice President
LOWE Enterprises
REFERENCE
Erik Flores
Vice President
LOWE
t. (858) 766-0226
e. [email protected]
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Public Safety and Allied Health Building | Steinberg Hart D & E
STAFFING PLAN &
WORKPLAN AND
SCHEDULE
471
KEY TEAM
MEMBER ROLE CURRENT
WORKLOAD
CURRENT %
ALLOCATED
ANTICIPATED
WORKLOAD
FORECAST %
ALLOCATION
Vincent Mudd Project Director
Benton Harbor Master Plan
UTC 400-unit Development
Combat T raining T ank
10%
25%
20%
Aventine Entitlement
CSUSM Modular T ower
County of SD EOC
15%
15%
5%
Brandon Nash Principal-in-Charge
Naval Base Pt. Loma Base
Operations Center
P491 Vehicle Maintenance Facility
10%
25%
LAX Fire Station
Port of SD Harbor Police
10%
10%
Jason Maune Project Manager
County of SD Public Health
Calabasas Shopping Center
Adaptive Reuse
Benton Harbor Master Plan
10%
25%
20%
Aventine Entitlement
CSUSM Modular T ower
County of SD EOC
10%
10%
10%
Katee Chard Project Architect Naval Base Pt. Loma Realignment City of San Diego -on call
10%
20%
Naval Base Pt. Loma
Realignment
City of San Diego - on call
10%
20%
Fredrik Nilsson Designer
531 College Redevelopment
Benton Harbor Master Plan
Bridge Oceanview
10%
25%
20%
County of SD EOC
LAX Fire Station
10%
15%
Daniel Stewart Lead Planner Ben Clark Modernization 10% Ben Clark Modernization 30% Janene Christopher QAQC Director
Naval Base Pt. Loma Ops
UCR - Academic Building
Cal Poy Slo Housing Campus
10%
10%
10%
LAX Fire Station
Port of SD Harbor Police
10%
10%
KEY TEAM MEMBER CURRENT AND ANTICIPATED WORKLOADS
15 Moreno Valley Public Safety Campus RFPSteinberg Hart Our proposed team is concentrated in
within an hour and a half of the project
site, and available to start on the project as
soon as the approval is given.
We have developed a staffing plan composed of
experienced professionals dedicated to the successful
delivery of this multi-phase project. Our approach
combines focused task leadership with strategic overlap among key team members to ensure continuity, efficiency, and institutional knowledge throughout all phases. As
reflected in our staffing matrix, each key team member has confirmed availability consistent with the project’s scope and schedule.
As Project Director, Vincent Mudd provides executive
oversight, team formation, contract negotiations, and
corporate resource alignment. He will lead management
efforts, guide CEQA coordination, support community
engagement, and shepherd entitlement and permitting,
dedicating approximately 5–15 hours per week.
Jason Maune serves as Project Manager from initiation
through closeout, overseeing consultants and Steinberg
Hart staff from Schematic Design through Construction.
T ogether, Vincent and Jason lead the entitlement strategy and overall project coordination.
STAFFING PLAN
Brandon Nash, P rincipal, will sign all Steinberg H art documents and provide consistent oversight from
feasibility throug h Construction Documents.
Fredrik Nilsson, Design Director, will lead campus
visioning and site
strategy for the 14.6-acre property,
collaborating closely with Roth She ppard on Police
and Fire programming, f easibility analysis, and master planning. Daniel Stewart will support this effort with his deep campus planning expertise, ensuring the overall site framework is scalable and operationally efficient. F redrik will guide concept
development for the joint-use facility
and overall campus identity. A the end of their 2.5 month effort, R oth Sheppard, w orking together with Fredrik, will confirm site layout and building massing to inform early cost modeling with
our cost estimator Cumming Group,
who can provide a first project ROM to the city.
Katee Chard , Project Architect, will translate programming outcomes into coordinated Revit-based documents
through LOD 200 and beyond, support ed by a dedicated
design team. Jane ne Christ opher will provide QA/QC
oversight from Schematic Design throug h Construction
Documents, and will remain available as need through
Construction Administration.
Additional staff resources from our San Diego and Los
Angeles offices e
nsure depth, re sponsiveness, and
continuity throughout the project lifecycle.
472
MILESTONE MANAGEMENT
Each phase concludes with a structured City review
meeting and written confirmation prior to advancing.
T wo-week review windows are incorporated at each
major submittal.
CONSULTANT COORDINATION
• Bi-weekly interdisciplinary coordination meetings
• Consolidated action-item tracking
• Pre-submittal internal alignment across all
disciplines
BUDGET & SCOPE CONTROL
• Continuous cost reconciliation at SD, DD, and CD
milestones
• Early identification of scope creep
• T ransparent change tracking
• Alignment with July 2026 funding milestone
RESPONSIVENESS TO CITY REVIEW
All comments are consolidated into a single response
matrix to eliminate fragmented feedback and protect
schedule continuity.
PROJECT MANAGEMENT & SCHEDULE CONTROL
Grounded in our expertise in schedule and cost management, this disciplined framework is embedded in every phase to ensure proactive oversight, fiscal responsibility, and clear milestone accountability from initiation through completion. The outline below is executed at each phase of the work plan. 16 Moreno Valley Public Safety Campus RFPSteinberg Hart
COST MANAGEMENT
Our design and construction approach integrates best
practices to consistently help our public clients achieve their project goals within budget. Establishing robust
project controls early in the planning and visioning process is crucial for effective cost management. During this initial phase, our design team collaborates closely with project leadership and key stakeholders in a visioning session
to define measures for maintaining the project budget.
By setting clear objectives, budgets, and design decision protocols from the outset, we ensure better financial
oversight and alignment among all parties, leading to more successful project outcomes.
SCHEDULING
Our team employs a comprehensive approach to
project scheduling by beginning with the end goal in
mind and adopting a parallel delivery model rather than the traditional linear format. For complex projects, we anticipate future deliverables and proactively integrate early research into our scheduling model. We prioritize understanding public funding approvals, contracting
requirements, and procurement timelines to align project deliverables with the City’s budget cycles and funding
authorization schedule.
We initiate this process with Design Phase Pull-Planning, using this information to divide the global schedule into daily, weekly, and monthly tasks, with specific parties assigned to each task. Stakeholder reviews are integrated into each cycle. The schedule remains dynamic and is
continuously updated in real time, with all members having cloud-based access.
A critical element of our scheduling process is identifying a recovery plan for potential disruptions. This closed-loop system isolates scheduling breaks and ensures that a
recovery team is promptly introduced to keep the project on track without jeopardizing the original timeline.
COMPLETING SERVICES WITHIN BUDGET AND SCHEDULE
Public Safety and
Allied Health Building
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17 Moreno Valley Public Safety Campus RFPSteinberg Hart
DELIVERABLES
• Confirmed Project Management Plan
• Detailed baseline schedule
• Communication and review matrix
From the outset, we implement a structured cadence:
bi-weekly working sessions and formal milestone review
meetings utilizing consolidated comment logs and defined action tracking.
PHASE 2 | SITE EVALUATION & CAMPUS MASTER
PLANNING
Given the size of the site relative to initial building footprint, master planning decisions must anticipate operational
growth and future expansion.
KEY ACTIVITIES
• Site constraint analysis (utilities, grading, drainage, off- site access)
• Modeling of apparatus deployment and maneuvering
paths
• Separation of emergency response circulation from
public and staff access
• Validation of Police secure parking, sallyport
positioning, and controlled perimeter strategy
• Identification of future expansion zones and phased
growth areas
• Early coordination with civil, geotechnical, and
environmental consultants
Building placement will be tested against emergency
generator yard requirements, secure fencing strategy, and response sequencing to prevent cross-conflict between
Fire apparatus movement and Police secure circulation.
Environmental and entitlement coordination begins during this phase and continues in parallel throughout design to avoid downstream delay.
DELIVERABLES
• Draft and Final Campus Master Plan
• Operational circulation diagrams
• Site development strategy
CITY REVIEW
Formal City review meeting to confirm campus framework
prior to finalizing the space program.
APPROACH OVERVIEW
The Moreno Valley Public Safety Campus requires
disciplined planning, operational fluency, and structured execution. Steinberg Hart’s work plan integrates campus master planning, operational programming, environmental coordination, and phased cost control within a defined
milestone framework.
The result is a predictable path from April 2026 Notice to Proceed through December 2027 Design Completion—
supporting the City’s funding schedule and delivering
a resilient, expandable, and future-ready public safety campus.
Our schedule organizes work around:
• Defined phase deliverables
• Structured City review meetings
• Bi-weekly coordination check-ins
• Parallel environmental and entitlement coordination
• Continuous cost validation
This milestone-driven structure ensures the City has clear decision points before advancing to the next phase.
PHASE 1 | PROJECT INITIATION & ALIGNMENT
OBJECTIVES
• Confirm scope, schedule, governance, identify
stakeholders, and communication protocols
• Align Police and Fire operational goals
• Validate July 2026 deliverable requirements
KEY ACTIVITIES
• Kickoff meeting with City leadership, Police, Fire, and Public Works
• Confirmation of decision-making structure and review
process
• Detailed schedule validation aligned with RFP
milestones
• Establishment of bi-weekly working sessions, as well as weekly check-ins up until final delivery of Master Plan and Space Program
WORKPLAN & SCHEDULE
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18 Moreno Valley Public Safety Campus RFPSteinberg Hart PHASE 4 | SCHEMATIC DESIGN (SD)
Schematic Design translates the approved campus and
program into operationally precise layouts.
KEY ACTIVITIES
• Refined site plan and building placement
• Secure zoning and controlled access concepts
• Floor plans validating response flow and adjacency
• Massing and elevation studies
• Conceptual stormwater management plan
• Preliminary structural and MEP system concepts
• Emergency power and backup system strategy
• Integrated security, access control, and surveillance framework
Security infrastructure will be embedded into the
architectural concept rather than applied as an overlay.
COST MANAGEMENT
30% Cost Estimate with reconciliation workshop.
DELIVERABLES
• Schematic Design Package
• Outline Specifications
• Updated Cost Estimate
CITY REVIEW
Formal City review meeting prior to advancing to Design Development.
PHASE 3 | SPACE PROGRAMMING
Programming will be conducted through facilitated
operational workshops with Police and Fire leadership to validate:
• 24/7 staffing models and shift overlap conditions
• Evidence intake and chain-of-custody flow
• Detainee transfer routes and secure holding adjacency • Apparatus bay configuration and support spaces
• Emergency communications, dispatch, and hardened
infrastructure needs
• Shared-use efficiencies between Police and Fire
Secure and non-secure zones will be diagrammed and
pressure-tested to eliminate circulation conflicts and
ensure public interface areas remain separated from
critical operational functions.
Programming and site planning advance concurrently to
ensure the building footprint and campus framework are
fully aligned.
DELIVERABLES
• Draft and Final Space Program
• Area tabulations
• Adjacency matrices
• Secure circulation diagrams
COST VALIDATION
A Rough Order of Magnitude (ROM) cost estimate will be
prepared and reconciled prior to July 2026.
MILESTONE (JULY 2026)
• Final Campus Master Plan
• Approved Space Program
• ROM Cost Estimate
This package supports the City’s August 2026 Council
funding presentation.
Roth Sheppard Architects
475
Steinberg Hart milestone review
19 Moreno Valley Public Safety Campus RFPSteinberg Hart PHASE 6 | CONSTRUCTION DOCUMENTS (CD)
Construction Documents will be developed in coordinated, milestone-based progression.
KEY ACTIVITIES
• Complete architectural, civil, structural, and MEP
documentation
• T echnical specifications
• Interdisciplinary coordination prior to issuance
• Integration of plan check readiness reviews
• Final engineer’s construction cost estimate
MILESTONES
• 90% Construction Documents (internal milestone)
• 100% Construction Documents (permit-ready)
DELIVERABLES
• 100% Construction Documents
• 100% Specifications
• 100% Cost Estimate
PERMITTING, BIDDING & CONSTRUCTION PHASE
SERVICES
Although the schedule graphic concludes at design
completion, our services extend through construction and closeout.
PERMITTING
• Agency coordination and response to plan check
comments
• Permit tracking and issuance support
BIDDING
• Addenda preparation
• Bid analysis and recommendation to award
CONSTRUCTION ADMINISTRATION
• Submittal and shop drawing review
• RFI response
• Site visits
• Change order evaluation
• Punch list and substantial completion support
CLOSEOUT
• Record drawings
• Commissioning coordination
• Staff training
• Warranty-period support
PHASE 5 | DESIGN DEVELOPMENT (DD)
Design Development advances the project to full system
coordination.
KEY ACTIVITIES
• Fully coordinated architectural, civil, structural, and MEP systems
• Site grading and drainage protection for apparatus
deployment
• Confirmation of generator capacity and critical load prioritization
• HVAC redundancy for critical rooms
• Seismic resilience and essential services compliance • Integrated low-voltage, radio, and security systems
coordination
Environmental review and entitlement documentation
continue in parallel to prevent late-stage redesign.
COST MANAGEMENT
60% Cost Estimate and reconciliation workshop.
DELIVERABLES
• Design Development Drawings
• Specifications
• System Narratives
• Updated Cost Estimate
CITY REVIEW
Milestone review meeting prior to Construction
Documents.
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Steinberg Hart
20 Moreno Valley Public Safety Campus RFP
WORKPLAN SCHEDULE
WEEKS 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 WEEKS 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 WEEKS 55 56 57 58 59 60 61 62 63 64 65 66 67 68 69 70 71 72 73 74 75 76 77 78 79 80—84 Site Evaluations &
Master Planning
Space
Programming
Rom Cost
Estimate
30% Cost
Estimate
60% Cost
Estimate
100% Cost
Estimate
Schematic Design
City
Review
City
Review
City
Review
City
Review
Design Development
Permitting
Modifications to the Design, Reports, or Studies as Needed for Entitlements / CEQA Construction Documents
Construction Documents
Environmental
Entitlement Support
Environmental
Entitlement Support
CORE MEETING CHECK-INS DELIVERABLE MILESTONE
KICKOFF KICKOFF
MEETINGMEETING
APRIL 2026APRIL 2026 JULY 2026JULY 2026
DEC 2027DEC 2027
CITY REVIEW CITY REVIEW
MEETINGMEETING
CITY REVIEW CITY REVIEW
MEETINGMEETING
CITY CITY
REVIEW REVIEW
MEETINGMEETING
CITY REVIEW CITY REVIEW
MEETINGMEETING
CITY REVIEW CITY REVIEW
MEETINGMEETING
CITY REVIEW CITY REVIEW
MEETINGMEETING
CITY REVIEW CITY REVIEW
MEETINGMEETING
NTPNTP DRAFT CAMPUS DRAFT CAMPUS
MASTER PLANMASTER PLAN
DRAFT SPACE DRAFT SPACE
PROGRAMPROGRAM
DESIGN DEVELOPMENT DESIGN DEVELOPMENT
SPECIFICATIONSSPECIFICATIONS
100% CONSTRUCTION 100% CONSTRUCTION
DOCUMENTSDOCUMENTS
90% 90%
CONSTRUCTION CONSTRUCTION
DOCUMENTSDOCUMENTS
BUILDING BUILDING
PERMIT PERMIT
SUBMITTALSUBMITTAL
FINAL MASTERPLAN & FINAL MASTERPLAN &
SPACE PROGRAMSPACE PROGRAM
SCHEMATIC DESIGN SCHEMATIC DESIGN
OUTLINE SPECIFICATIONSOUTLINE SPECIFICATIONS
Final Revisions to Master
Plan & Space Program
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San Diego County, Public Health Lab | Steinberg Hart
F
QUALITY CONTROL
AND ASSURANCE
478
21 Moreno Valley Public Safety Campus RFPSteinberg Hart
QUALITY ASSURANCE PROGRAM AND APPROACH
PROGRAM OVERVIEW
Steinberg Hart's program integrates quality assurance and quality control in every step of project development, with these steps being completed at each phase.
Office Standard Checklist – Documentation and
interdisciplinary coordination checklist comprise Steinberg Hart's standard check lists.
• Documentation Checklist – The Project Architect is
responsible for completing our office standard checklist of requirements for information that must be included
in the documents at each phase.
• Ready-Check List – The checklist is a comprehensive
and detailed sheet-based list of content that is
continually updated and refined by our Architects.
T echnical Review – At the end of each phase, the
technical lead performs a comprehensive review for
code compliance, system coordination, specification
consistency, detail refinement, and overall constructibility.
Management Review – The Project Manager meets with the
team and QAQC technical lead to review checklists, redi- check lists, and technical comments, verifying alignment with scope, design criteria, program, and client goals. This process evaluates project size, configuration, aesthetics, materials, and systems to confirm the integrity of the overall vision and goals before advancing to the next phase.
QUALITY ASSURANCE
Steinberg Hart employs rigorous Quality Assurance (QA)
processes that ensure effective and comprehensive Quality Control (QC) checks. Our QA processes include:
• Checklists – tailored to project type, checklists ensure scope completeness, code compliance, coordination,
and documentation standards are addressed before
formal review
• Interdisciplinary Coordination (Ready Check) – a
construction document phase discipline-specific
coordination review tools that proactively align
construction documents across consultants in
conjunction with formal QAQC milestone reviews
• Construction Documents Standards and Resources
Library – firmwide documentation standards and
technical detailing resources
• Autodesk Construction Cloud (ACC) – real-time
collaboration platform that enables ongoing model and
drawing review throughout each phase, resolving issues
early and streamlining formal QC reviews
By implementing a rigorous and continuous QA process, we streamline formal QC reviews—resolving issues proactively between milestones so reviews are more focused, efficient, and strategic rather than corrective.
PROJECT-SPECIFIC QAQC WORKFLOW
Beginning in Schematic Design (SD), the team conducts
an internal and consultant coordination review to confirm alignment with design intent, program, and major
interdisciplinary requirements. While no formal QA/QC
page-turn occurs during SD, this early checkpoint ensures the project is on track before advancing.
Formal QC reviews begin in Design Development and
are conducted at the 50% and 95% milestones. The
same structured review process continues through
Construction Documents at 50% and 95%, providing clear
quality benchmarks and disciplined progression toward a coordinated, constructible set.
The QAQC team is flexible to accommodate project
specific needs that deviate from typical QAQC
workflows. Independent T echnical Review (ITD’s) are
available upon request and/or based on project need.
FORMAL QC REVIEW INCLUDES:
• Review by senior QC staff with over 40 years experience and is a licensed builder.
• Comprehensive “page-turn” review of drawings and
specifications in Bluebeam
• Detailed commentary and redlines issued to design
team
• Verification of:
- Code compliance
- Constructability and technical coordination
- Crosscheck of consultant coordination
- Consistent implementation of Steinberg Hart
standards
• Formal close-out to confirm all comments are
resolved before advancing, with the Project Manager
acknowledging and signing off on the QC backcheck.
Quality assurance extends through Construction
Administration, where our team remains actively engaged and available to provide technical input, clarify design intent, and support resolution of field conditions. This continuity ensures that the rigor applied during design is carried through construction, reinforcing document
integrity and minimizing risk.
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LAPD Headquarters | Roth Sheppard Architects
G
ADDITIONAL
RELEVANT
INFORMATION
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22 Moreno Valley Public Safety Campus RFPSteinberg Hart
FIRM RECOGNITION
Award-Winning Design Excellence
BACK-TO-BACK ENR PROJECT OF THE
YEAR AWARD WINNERS
Steinberg Hart was awarded the ENR Project of the
Y ear for Government Buildings in 2024 and 2025,
demonstrating a sustained record of excellence
in delivering complex civic projects through
collaborative leadership and technical rigor.
10 89 6
LEED PLATINUM
PROJECTS
ZERO NET ENERGY
PROJECTS
LEED
PROJECTS
At Steinberg Hart, we deliver award-winning sustainable designs that are as beautiful and responsible as they
are efficient and economical. Our approach consistently achieves Net Zero, LEED Platinum, and LEED Gold
performance—even within tight budgets—by identifying
high-value design opportunities early in the process.
We focus on cost-effective, high-return strategies that enhance occupant comfort, reduce utility costs, and
increase operational efficiency.
Through a combination of rigorous performance analysis
and a deep understanding of place, we create buildings
that are both contextually rooted and future-ready—
aligning with Moreno Valley's vision for resilient, high- performing infrastructure. By emphasizing pragmatic,
efficient, and economically viable solutions, Steinberg Hart helps shape sustainable futures for our communities. Our nationally recognized portfolio demonstrates a consistent ability to meet ambitious environmental goals without
compromising aesthetics, function, or budget.
AWARD-WINNING SUSTAINABLE CIVIC PROJECTS
San Diego County,
Public Health Lab
ENR Regional Best
Projects
LEED Platinum
San Diego County
Operations Center
AIA California Council,
Design Award of Merit
for Sustainable Design
LEED Platinum & Gold
Crafton Hills College,
Public Safety and
Allied Health Building
CMACN/AIACA Grand
Award
LEED Gold
Historic Riverside
Courthouse
Renovation
California Preservation
Foundation Award
SELWC | SELECT AWARDS
American Public Works Association,
Project of the Y ear Award
ENR Excellence in Sustainability
ENR Best in Class
ENR Project of the Y ear, Public Building
DBIA National Award of Merit
DBIA Western-Pacific Design-Build
Innovation Award
DBIA Western-Pacific Award of
Excellence for Diversity
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23 Moreno Valley Public Safety Campus RFPSteinberg Hart
FUTURE-FOCUSED CAMPUS PLANNING
Phase 1A
Phase 1B
Phase 2
Phase 3
Phase 4
Work By Other Architects
SAN DIEGO COUNTY OPERATIONS CENTER | 2O YEARS OF IMPLEMENTABLE CAMPUS PLANNING Since 2007 , Steinberg Hart has partnered with the County of San Diego to implement the 950,000 SF San Diego County Operations Center (COC). As master planners and designers for nearly every facility on campus, Steinberg Hart established the original space planning, finish, and furnishing standards. These guidelines that have since been adopted across newer County facilities and other public agencies. The plan’s clarity and flexibility enabled each project to be delivered on time and within budget while coordinating the needs of multiple tenant departments and meeting sustainability goals.
Over two decades, the campus has been built out as envisioned, demonstrating the strength and durability of the master plan. Steinberg Hart continues to support ongoing campus optimization, including tenant improvement procedures and strategies for evolving workplace models. "To my knowledge I am only aware of two campuses that have been planned and built to the design on day 1, those campuses are the COC and the Coastal Campus. Two examples of successful campus planning and architecture in use today." – Marko Medved, Director,
Department of General Services, County of San Diego
Steinberg Hart led the master planning and design of the 91,000 SF Boulevard Border Patrol Station, a 32-acre mission- critical campus supporting continuous federal law enforcement operations along the Southern California border. Integrating administrative, enforcement, training, detention, and asset- support functions within a secure and highly coordinated site, the campus was planned for long-term operational evolution and continues to accommodate expanding mission needs without compromising security circulation clarity, or staff functionality.
This experience directly informs the Moreno Valley Public Safety Campus, where similar challenges include integrating multiple public safety functions, supporting continuous operations and resilience, balancing public access with secure environments, and preserving flexibility for future growth.
The original campus master plan continues
to support evolving operational needs,
demonstrating the value of disciplined,
future-focused public safety planning.
DHS CUSTOMS AND BORDER PATROL BOULEVARD BORDER PATROL STATION 482
H
REQUIRED
STATEMENTS
San DIego County, Sheriff Technology and Information Center | Steinberg Hart 483
24 Moreno Valley Public Safety Campus RFPSteinberg Hart I | Steinberg Hart confirms all charges for Consultant
services are a “Not-to-Exceed” f ee which include s
conservatively estimated reimbursable expenses.
J | Steinberg Hart will document and provide the results of the work to the satisfaction of the City.
K | Steinberg Hart has included as part of our Proposal an hourly rate schedule for use in
invoicing for progress
payments and for extra work incurred that is not part of this RFP.
L | Steinberg Hart will not discriminate against any
employee or applicant for employment because of race,
color, religion, s ex, or national origin.
M | Steinberg Hart will adhere to all federal laws and
regulations, not withstanding any state or local laws and regulations, and that in a case of conflict between federal, state, or local laws or regulations, the strictest shall be adhered to.
N | Steinberg H
art will allow all authorized fede ral, state,
county, and City officials access to the place of work, books, document s, papers, fis cal, payroll, mat erials, and other relevant contract records pe rtinent to this Project.
O | St einberg Hart will comply with the Davis-Bacon Fair Labor Standar ds Act (40 USC 276-a through a-7), and
the implementation regulations issued pursuant thereto
(29 CFR Section 1, 5), any amendments thereof and the
California Labor Code.
P | Steinberg Hart will comply with the C opeland Anti- Kickb ack Act (18 USC 8 74) and the Implementation
Regulation (29 CFR 3) issued pursuant thereto, and any
amendments thereof.
Q | Steinberg Hart offers and agrees to assign to the City all rights, title, and interest in and to all causes of action it may have under Section 4 of the Clayton Act (15 USC Sec. 15) or under the Cartwright Act (Chapter 2 [commencing
with Section 16700] of Part 2 of Division 7 of the Business and Professions Code), arising from purchases of goods, services, or materials pursuant to the public works or the subcontract.
A | Steinberg Hart confirms that this RFP shall be
incorporated in its entirety as a part of the Consultant's Proposal.
B | Steinberg Hart confirms that this RFP and the
Consultant's Proposal will jointly become part of the
Agreement for Professional Consultant Services for this Project when said Agreement is fully executed by the
Consultant and the City of Moreno Valley.
C | Steinberg Hart confirms that our Services to be
provided, and fees therefore, will be in accordance with the City's RFP
D | Steinberg Hart has no "ADDITIONS OR EXCEPTIONS TO
THE CITY'S REQUEST FOR PROPOSAL" to provide.
E | Steinberg Hart has a 30+ year history working with civic institutions delivering public safety projects that make our communities safer. We have assembled a dedicated
team with extensive experience managing and executing
complex projects for municipalities throughout California and Riverside County.
Section C: Qualifications and Experience provides
detailed information on our qualifications, recent similar projects, and references for the City's verification.
Consultant Staff resumes and Sub-Consultant T eam
resumes are provided in the Appendix to further outline the qualifications, and proposed duties of the proposed Staff assigned to this Project.
F | Steinberg Hart acknowledges providing all necessary vehicles, equipment, tools, uniforms, all incidentals for the staff member(s) to perform the required services.
We confirm that full compensation for providing vehicles, equipment, tools, uniforms, all incidentals shall be
considered to be included in the ‘Not-to-Exceed” fee as part of the Fee Proposal, and no additional compensation will be allowed therefor.
G | A resource allocation matrix has been provided on the following page.
H | Steinberg Hart acknowledges and understands that
Steinberg Hart will provide a qualified alternate staff in the event that the primary staff member is not able to come to work.
REQUIRED STATEMENTS
Required Statements A-Q
Photo Caption - Project Name & Location Here
484
Steinberg Hart
25 Moreno Valley Public Safety Campus RFP
RESOURCE ALLOCATION MATRIX
120-weeks 4-weeks 4-weeks 52-weeks 12-weeks 16-weeks 18-weeks 2-weeks 100-weeks 2-weeks
LABOR TITLE
PROJECT
MGMT &
COORDINATION
SITE EVAL
& MASTER
PLANNING
SPACE
PROGRAMMING
ENVIRONMENTAL
& ENTITLEMENT
SUPPORT
SD DD CD PERMITTING
& BIDDING CA PROJECT
CLOSEOUT
TOTAL EST.
HOURS BY
TITLE
Project Director /
Principal-in-Charge 60 8 20 60 16 24 32 10 40 5 275
Project Manager /
Associate Principal 850 40 20 156 100 320 360 80 300 60 2286 Design Director /
Principal 0 40 20 0 100 80 20 0 0 0 260
Project Architect /
Associate Principal 0 20 20 40 320 320 720 140 0 0 1580 SD/DD/ CD Job
Captain 0 0 0 0 0 320 720 0 0 0 1140
SD/DD/CD
Designer 0 80 80 100 320 320 720 0 0 0 1620
Sustainability /
Associate Principal 0 20 20 20 20 40 20 0 30 40 210
QA/QC 0 0 0 0 25 40 80 0 80 0 225
Construction
Contract Admin /
Job Captain
0 0 0 0 0 0 0 0 1400 50 1450
Lead Planner 0 40 0 0 0 0 0 0 0 0 40
Construction
Contract Admin 40 0 0 0 0 0 0 0 60 40 140
TOTAL EST.
HOURS BY
PHASE
950 248 180 376 1001 1464 2672 230 1910 195 9226
TOTAL ESTIMATED
PROJECT HOURS 9226
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I
APPENDIX
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VINCENT MUDD GC
Steinberg Hart | Managing Partner
As Project Director, Vincent will work continuously with City Stakeholders and the design team to ensure the project vision, cost, and schedule remain aligned. With a career spanning architecture, finance, general contracting, and operations, Vincent offers a uniquely comprehensive perspective that bridges design excellence with construction practicality and fiscal discipline.
PROJECT ROLE: Project Director
BRANDON NASH AIA, DBIA, WELL AP , LFA, FITWEL
Steinberg Hart | Principal
PROJECT ROLE: Principal-in-Charge
YMCA OF SAN DIEGO COUNTY San Diego, CA
YMCA Programming Study and Master Plan
COUNTY OF SAN DIEGO San Diego, CA
Public Health Lab 53,500 SF
NAVFAC SW Coronado, CA
B169 and Combat T raining T ank Study
SAN DIEGO STATE UNIVERSITY San Diego, CA
San Diego State University West - Innovation Campus* 291 acres KINGSBARN REALTY CAPITAL Escondido, CA
Aspire Multi-Family Development 200,000 SF
Brandon is an architectural leader recognized for delivering exceptional service, even in today’s increasingly complex design and construction environment. As Principal- in-Charge Brandon will work with Vincent and Jason to organize the team, lending his extensive experience navigating complex campus projects to ensure this project stays on time and on budget. His experience delivering five Emergency Operations Centers for the Navy will directly inform his strategic oversight and technical leadership on this project.
COUNTY OF SAN DIEGO San Diego, CA
Sheriff T echnology and Information Center 47 ,000 SF
Public Health Lab 53,500 SF
Utilization Study
U.S. DEPT OF THE NAVY, NAVFAC SOUTHWEST Coronado, CA
Naval Base Coastal Campus, Master Planning IDIQ 1,500,000 SF NBC CC China Lake Indoor Dynamic Shooting Range & T raining Facility 80,000 SF NAWS China Lake Aircraft Rescue and Fire Fighting Station 20,800 SF NAWS Air T raffic Control T ower & Joint Emergency Control Center 30,000 SF P-1901 NAWS China Lake Integration Laboratory 75,800
EDUCATION
NewSchool of Architecture and Design
Bachelor of Architecture
REGISTRATION
Licensed Architect, CA #C36001
Designated Design-Build Professional
Fitwell Ambassador (Fitwell)
Green Building Compliance Professional
WELL AP
EDUCATION
San Diego State University
Moreno Valley High School
REGISTRATION
Licensed General Contractor, California
SELECT AFFILIATIONS
Burnham Center for Community
Advancement (BCCA), Director
SD Regional Economic Development
Corporation, Former Chairman
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KATEE CHARD AIA, NCARB
Steinberg Hart | Associate Principal
Katee will work closely with the City and leverage her knowledge and experience to lead our internal technical team. With a focus on delivering high quality plans and project specifications Katee is known for her ability to balance strong design vision with complex technical and regulatory requirements, consistently steering multi-agency coordination efforts with clarity, focus, and efficiency.
PROJECT ROLE: Project Architect
CITY OF CARLSBAD Carlsbad, CA
Orion Center, Maintenance and Operations Campus* 60,000 SF Fleet Maintenance Refurbishment* 11,700 SF
CITY OF SOLANA BEACH Solana Beach, CA
Civic Center Master Plan* 200,000 SF
COUNTY OF SAN DIEGO San Diego, CA
Borrego Springs Fire Station Refurbishment*
* Experience prior to Steinberg Hart
JASON MAUNE AIA, FITWEL
Steinberg Hart | Associate Principal
Having managed his own design studio for fifteen years prior to Steinberg Hart, Jason is highly adept at managing teams for large scale projects, coordinating multiple teams and trades on numerous projects simultaneously. He understands the importance of safely delivering a project on time and on budget and that only when the team’s goals are aligned with the client’s can the project be a true success.
PROJECT ROLE: Project Manager
LOS ANGELES FIRE DEPARTMENT Los Angeles, CA
Palms Fire Station #43 15,000 SF
COUNTY OF SAN DIEGO San Diego, CA
San Diego Public Health Lab 53,500 SF
COUNTY OF SAN DIEGO San Diego, CA
COC Utilization Study
NAVAL BASE CORONADO Coronado, CA
Coronado Coastal Campus 1,500,000 SF
EDUCATION
University of Missouri, Columbia
Bachelor of Science, Environmental
Design
REGISTRATION
Licensed Architect, CA # C35053
Fitwell Ambassador (Fitwell)
EDUCATION
T exas T ech University
Bachelor of Architecture
REGISTRATION
Licensed Architect, CA #C37408
National Council of Architectural
Registration Board (NCARB)
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FREDRiK NiLSSON AIA, LEED AP
Steinberg Hart | Principal & Design Director
PROJECT ROLE: Design Director
With more than two decades of experience on a range of project types and scales, Fredrik brings a keen design intelligence to civic and commercial buildings. Fredrik will lead the design of thew new Public Safety joint facility and will work with the entire design team and Moreno Valley client group to create a “big picture” vision for the project that supports the City’s vision and meets the project goals.
LOS ANGELES POLICE DEPARTMENT Los Angeles, CA
Los Angeles Police Department Administration Building* 500,000 SF CONFIDENTIAL CLIENT El Segundo, CA
Aerospace Innovation Center and Office Campus Masterplan* 400,000 SF UNIVERSITY OF SOUTHERN CALIFORNIA Los Angeles, CA
USC Health Sciences Administrative Offices* 120,000 SF
BRIDGE HOUSING San Marcos, CA
Bridge San Marcos Creekside Study 2.9 acres
* Experience prior to Steinberg Hart
DANiEL STEWART AIA, NCARB, LEED AP
Steinberg Hart | Partner
Dan is an award‑winning architect and certified planner with more than four decades of experience leading complex programming, planning, and campus‑scale development efforts for civic, federal, and institutional clients.
His work emphasizes long‑range visioning grounded in real‑world delivery strategies, ensuring that complex public facilities can evolve with community and operational needs.
PROJECT ROLE: Lead Planner
COUNTY OF SAN DIEGO San Diego, CA
County Operations Center Master Plan & Entitlements 1,215,000 SF County Operations Center Phases 1a and 1b 600,000 SF
Sheriff T echnology & Information Center 47 ,000 SF
Public Health Laboratory 50,000 SF
Southeastern Live Well Center 60,000 SF
U.S. DEPT OF THE NAVY, NAVFAC SOUTHWEST Coronado, CA
Coronado Coastal Campus 1,500,000 SF
CITY OF OXNARD Oxnard, CA
Fire Administration and Emergency Operations Center 23,000 SF
EDUCATION
Southern California Institute of
Architecture (SCI‑ Arc)
Bachelor of Architecture
REGISTRATION
Licensed Architect, CA # C38147
LEED Accredited Professional
EDUCATION
University of Arizona
Bachelor of Architecture
REGISTRATION
Licensed Architect, CA # C15505
Certified Planner # 030994
LEED Accredited Professional
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JANENE CHRISTOPHER AIA, NCARB, LEED AP
Steinberg Hart | Quality Assurance Director
PROJECT ROLE: Quality Assurance and Quality Control
Janene has over 39 years of experience in the design and project management of public facilities. She has been responsible for projects affecting over 1,000 public buildings in Southern California, including more than 30 fire stations. Janene is responsible for ensuring each project adheres to Steinberg Hart’s quality management program which integrates quality control into each stage of the project’s development.
ORANGE COUNTY FIRE AUTHORITY Irvine, CA
Irvine Civic Center Fire Station #6 10,000 SF
Ladera Ranch Fire Station #6 – Division Headquarters 15,000 SF LOS ANGELES FIRE DEPARTMENT Los Angeles, cA
Palms Fire Station #43 15,000 SF
Westchester Fire Station #5 17 ,000 SF
COUNTY OF SAN DIEGO San Diego, CA
Southeastern Live Well Center 65,000 SF
Sheriff T echnology and Information Center 47 ,000 SF
County Operations Center 600,000 SF
US ARMY CORPS OF ENGINEERS Boulevard, CA
Boulevard Border Patrol Campus 91,000 SF
U.S. DEPT OF THE NAVY, NAVFAC SOUTHWEST Coronado, CA
Naval Base Coastal Campus, Master Planning IDIQ 1,500,000 SF NAWS China Lake Aircraft Rescue and Fire Fighting Station 20,800 SF
EDUCATION
California Polytechnic State University,
San Luis Obispo, Master of Architecture,
Henry Adams Medal
REGISTRATION
Licensed Architect, CA # C19748
SELECT AFFILIATIONS
Women in Architecture
California Women in Environmental Design
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ROTH SHEPPARD ARCHITECTS
Public Safety Design
Lenexa Justice Center, Lenexa, KS
Fossil Ridge Public Safety Facility, Thornton, CO
SELECT PUBLIC SAFETY EXPERIENCE
• Lewisville Public Safety Campus, Lewisville, TX
• Dickinson Public Safety Center, Dickinson, ND
• Fossil Ridge Public Safety Facility, Thornton, CO
• Lancaster Public Safety Building, Lancaster, TX
• Aurora Public Safety Facilities Master Plan, Aurora, CO • Rocky Mountain Rescue Group HQ, Boulder, CO
• Boulder Regional Fire T raining Facilities, Boulder, CO • Firestone Police & Municipal Court, Firestone, CO
• Lenexa Justice Center, Lenexa, KS
• Garden Grove PD & Civic Center, Garden Grove, CA
• LAWA Police Facility Master Plan, Los Angeles, CA
• Loveland Police & Courts Master Plan, Loveland, CO
• Atlanta Police and Fire Department Annex, Atlanta, GA • Harris County Sheriff’s Office Campus, Houston, TX
• Moreno Valley Public Safety Building, Moreno Valley, CA • LAPD Headquarters Facility, Los Angeles, CA
CONTACT
Brian Berryhill, AIA, NCARB
Principal
T 405.317 .1343
E [email protected]
3370 Walnut Street
Denver, Colorado 80205
Our commitment since 1983 is enhancing lives through
design. As a nationally recognized firm based in Denver, we specialize in meaningful architectural and planning
services. We excel at public safety facility planning and design, with over 120 projects across the US and Canada.
We focus on creating operationally efficient, beautiful spaces that promote security and well-being.
We are nationally-recognized specialists in our field and present regularly at the Station Design Conference and
other public safety design forums, with topics ranging from “Police Officer Wellbeing: How Building Design Impacts
Mental & Physical Health” (2025) to “Applying Building and Accessibility Codes to Fire and Police Facilities: the Good, the Bad, and the Gray” (2023).
We are passionate about serving those who serve others.
Our team thrives in the research and information-gathering phase when ‘getting to know’ our clients. We ask a lot of questions and we listen to your answers.
We do this because we know that the best projects come
from collaboration with both stakeholders and building
users. Through our process, we can learn and distill each agency’s specific personality, operations, and necessities.
Using this foundation, we can uncover architectural
solutions unique to every client and every project.
We are relentless explorers, committed to exceeding
clients’ expectations and delivering meaningful solutions.
Roth Sheppard Architects is engaged in current nationwide conversations about law enforcement design and is
committed to advancing those conversations by asking
and redefining what a public safety facility can be. We both understand today’s best practices and use them to seek
tomorrow’s ‘leading-edge’ innovations.
Our design process begins with listening and research. Our best work comes from collaborating with our clients. Our promise is to guide you every step of the way.
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BRIAN BERRYHILL AIA, NCARB
Roth Sheppard Architects | Principal
Brian is an experienced architect who brings a wealth of knowledge to the design and planning of municipal and public safety projects. His work with communities across the country has honed his ability to lead teams of design professionals as well as guide municipalities from project inception through close-out.
Last September, Brian served on the 2025 Fire House Station Design Awards Jury in Chicago. His recent presentations include “Applying Building and Accessibility Codes to Fire and Police Facilities: the Good, the Bad, and the Gray” (2023 Station Design Conference) and “Police Officer Wellbeing: How Building Design Impacts Mental & Physical Health” (2025 Station Design Conference).
PROJECT ROLE: Public Safety Specialist
CITY OF LEWISVILLE Lewisville, TX
Lewisville Public Safety Campus 121,500 SF
CITY OF AURORA Aurora, CO
Aurora Public Safety Facilities Master Plan 500,000+ SF ROCKY MOUNTAIN RESCUE GROUP Boulder, CO
Rocky Mountain Rescue Group Headquarters 16,780 SF
EDUCATION
University of Oklahoma, Bachelor of
Architecture, 2008
REGISTRATION
Colorado: #404216
American Institute of Architects
NCARB
IACP
TYLER JOSEPH AIA, LEED GA, NCARB
Roth Sheppard Architects | Design Director
T yler is an accomplished design architect with a particular emphasis in civic and public safety facilities. She has experience balancing multiple tasks and projects, as well as moving efficiently from ‘big-picture’ ideas to small design details. T yler’s ability to listen and analyze the client’s needs allow her to craft complex program requirements into simple, elegant design concepts and architectural solutions.
She has presented her findings in design forums across the country including “Police Officer Wellbeing: How Building Design Impacts Mental & Physical Health“ (2025 Station Design Conference) and “Gaining Community Support for Public Safety Facilities” (2023 Station Design Conference).
PROJECT ROLE: Public Safety Specialist
CITY OF THORNTON Thornton, CO
Fossil Ridge Public Safety Center 36,000 SF
CITY OF DICKINSON Dickinson, ND
Dickinson Public Safety Center 42.501 SF
CITY OF LENEXA Lenexa, KS
Lenexa Justice Center 115,432 SF
EDUCATION
Master of Architecture, CU Denver 2012
Bachelor of Arts, U. of Pittsburgh 2008
REGISTRATION
Colorado: #404385
U.S.G.B.C. (LEED GA)
NCARB: #84597
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PSOMAS
Civil Engineering, Environmental, and Land Surveying Services
SELECT PUBLIC SAFETY EXPERIENCE
• Valley Communications Center, San Bernardino, CA
• Public Defenders Office, San Bernardino, CA
• Otay Mesa Land Port of Entry Expansion and
Modernization, Otay Mesa, CA
• Calexico Land Port of Entry Phase 2B, Calexico, CA
• San Luis Port of Entry, San Luis, AZ
• Santee Community Center, Santee, CA
• I-10 Border Protection Station, Blythe, CA
• Palm Springs International Airport Layout Plan (ALP)
Boundary Survey, Palm Springs, CA
• Menifee Justice Center, Menifee, CA
• Moorpark Civic Center Master Plan, Moorpark, CA
• Correctional Development Facility, California City, CA • Pitchess Detention Center Women’s Village EIR, Los
Angeles, CA
CONTACT
Chase Lawson, PE, ENV SP
Project Manager
T 619.961.2839
E [email protected]
401 B St #1600, Wells Fargo Plaza
San Diego, CA 92101
Psomas is a multidisciplinary consulting firm providing civil engineering, environmental planning and permitting, land surveying and mapping, transportation engineering, and
related technical services to public agencies throughout Southern California. With an established Riverside office and decades of experience in Riverside County, Psomas
brings deep local knowledge, strong agency relationships, and proven experience delivering complex public-sector
and campus-style projects.
For the Moreno Valley Public Safety Campus, Psomas
will provide civil engineering, environmental, and land surveying services in close coordination with Steinberg Hart to support a joint -use police and fire facility designed for 24/7 operations, secure circulation, and future
expansion.
Psomas has completed more than 50 projects within
the City of Moreno Valley and is highly familiar with City standards, procedures, and review processes. Recent and ongoing work includes a City Utility Building, a Behavioral Health Facility for Riverside University Health System, and the Rancho Belago EIR, with the City serving as Lead Agency—demonstrating our close coordination with City
Planning staff and City -led environmental review. Psomas has also held multiple on-call contracts with the City for Land Surveying, Engineering, Construction Management,
and CEQA services.
Psomas maintains a strong presence throughout
Riverside County and the Inland Empire, serving agencies such as UCR, RCCD, RUSD, and RTA. Our campus-style
and public safety experience includes projects with
shared infrastructure, controlled access, and long -term expansion planning, as well as security -focused facilities for the State of California and the San Bernardino Valley Communications Center, a 15-acre public safety campus.
Psomas offers Steinberg Hart a locally established,
integrated subconsultant to support efficient delivery of a resilient, well-coordinated public safety campus for the City of Moreno Valley.
RTA Vine Street Mobility Hub, Riverside, CA (APWA
Inland Empire – 2024 Overall Project of the Y ear)
Otay Land Port of Entry Expansion and
Modernization, Otay Mesa, CA (APWA San Diego/
Imperial Counties Chapter – 2025 Project of the Y ear)
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SARAH K. CURRAN PE, QSD
Psomas | Vice President/Principal-in-Charge (Civil)
Sarah Curran brings 24 years of civil engineering experience leading site and infrastructure design for public-sector and institutional facilities. She manages multidisciplinary teams delivering site evaluation, grading, drainage, utilities, stormwater management, and off-site improvements for municipal, county, state, and federal clients, including facilities requiring secure, continuous operations. Sarah regularly coordinates with architects, environmental consultants, surveyors, and reviewing agencies to advance projects through planning, design, permitting, and construction, and is known for strong technical oversight and efficient delivery on high-visibility public projects.
PROJECT ROLE: Principal-in-Charge
SAN BERNARDINO COUNTY San Bernardino, CA
Valley Communications Center 6.5 (AC)
Public Defenders Office 42,337 (SF)
U.S. GENERAL SERVICES ADMINISTRATION (GSA) Various
Otay Mesa Land Port of Entry Expansion and Modernization 10 (AC) Calexico Land Port of Entry Phase 2B 33,000 (SF)
San Luis Land Port of Entry 18 (AC)
EDUCATION
University of Vermont
BS Civil Engineering
REGISTRATION
Professional Engineer, CA, AZ
Qualified SWPPP
Developer/California Stormwater Quality
Association
CHASE LAWSON PE, ENV SP
Psomas | Project Manager (Civil)
Chase Lawson has nine years of experience delivering civil engineering and environmental support for public and institutional projects across California and the Southwest. His work includes municipal and federal facilities, K–12 and higher education campuses, community centers, parks, and large multi-acre sites requiring site planning, grading, drainage, utilities, stormwater management, and survey coordination. Chase supports CEQA documentation, environmental permitting, and sustainability-driven design, and collaborates with architects, environmental specialists, and public agencies to deliver resilient facilities that support public safety, long-term community needs, and quality of life.
PROJECT ROLE: Project Manager
CITY OF SANTEE Santee, CA
Santee Community Center 30,000 (SF)
U.S. GENERAL SERVICES ADMINISTRATION (GSA) Various
Otay Mesa Land Port of Entry Expansion and Modernization 10 (AC) Calexico Land Port of Entry Phase 2B 33,000 (SF)
San Luis Land Port of Entry 18 (AC)
EDUCATION
San Diego State University
Master of Engineering (expected)
San Diego Sate University
BS Civil Engineering
REGISTRATION
Professional Engineer, CA
Envision Sustainability
Professional/Institute for Sustainable
Infrastructure
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WILLIAM ESTEPA PLS
Psomas | Vice President/Regional Office Manager/Associate Principal (Survey) William Estepa brings more than 25 years of experience providing land surveying services for municipal, state, and other public sector projects, with a strong focus on boundary and topographic surveys, right of way mapping, construction staking, and survey support for site development. His background includes survey services for public facilities, transportation and utility infrastructure, and large, complex sites requiring coordination with civil engineers, environmental consultants, and multiple reviewing agencies. William is highly experienced in cadastral research, title and easement review, Record of Survey preparation, and quality control oversight, and is well versed in meeting local, county, and state agency standards.
PROJECT ROLE: Project Manager
CITY OF MORENO VALLEY Moreno Valley, CA
On-Call Land Surveying Services -
CALIFORNIA DEPT. OF GENERAL SERVICES Beaumont, Patton, Blythe, CA California Highway Patrol - San Gorgonio Pass Area Office 96,800 (SF) Patton State Hospital Waterline Replacement -
I-10 Border Protection Station 38 (AC)
PALM SPRINGS INTERNATIONAL AIRPORT (PSP) Palm Springs, CA Airport Layout Plan (ALP) Boundary Survey 950 (AC)
EDUCATION
California State Polytechnic University,
Pomona
BS Civil Engineering
REGISTRATION
Professional Land Surveyor, CA
CHARLES HOLCOMBE III
Psomas | Regional Environmental Lead /Associate (Environmental) Charles is a senior Environmental Planner and Project Manager with more than 20 years of experience providing CEQA and NEPA compliance for public-sector and municipal infrastructure projects. He has prepared and managed EIRs, Initial Studies/Mitigated Negative Declarations, Environmental Assessments, General Plan updates, and Specific Plans for public safety facilities, civic and institutional uses, transportation improvements, utilities, and urban development projects. Charles brings strong technical expertise in CEQA and NEPA, with extensive experience coordinating with public agencies, supporting public review processes, and delivering environmental clearance in support of complex, schedule-driven projects.
PROJECT ROLE: Senior Environmental Planner/ Project Manager HIGHLAND FAIRVIEW PROPERTIES Moreno Valley, CA
Rancho Belago Estates Specific Plan EIR 1,820 (AC)
COUNTY OF RIVERSIDE Riverside County, CA
Public Safety Enterprise Communication Facilities Programmatic EIR
52,000 (SF)
CITY OF ARCADIA Arcadia, CA
T own Center Initial Study/Mitigated Negative Declaration 440,938 (SF)
EDUCATION
University of Redlands
MBA Business Administration
University of Redlands
BS Environmental Studies
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KPFF CONSULTING ENGINEERS
Structural Engineering
County Of San Diego, Fire Station No. 43
Borrego Springs, Sheriff Office
SELECT PROJECT EXPERIENCE
• Borrego Springs Library, County Park, & Sheriff Office • County Of San Diego, Fire Station No. 43
• Port Of Los Angeles Police Headquarters Facility & Parking Structure
• Los Angeles County Sheriff’s Department Emergency
Vehicle Operations Center (Evoc)
• City Of Inglewood Seismic Retrofit Design Of City Hall, Police Station, & Library Buildings
• City of Richmond Chevron Firehouse & Emergency
Operations Center
• Chula Vista Fire Station No. 1, Apparatus Bay Opening Enlargement
• City Of Coronado Police Department, Police Services
Mobile Command Shade Structure
• County of San Diego, Harbison Canyon Fire Station No. 24 • Mountain View Fire Station No. 5
CONTACT
Eric Lehmkuhl, SE LEED AP
Managing Principal
T (619) 521-8500
E [email protected]
3131 Camino Del Rio North Suite 1080
San Diego, CA 92108
Founded in 1960, KPFF Consulting Engineers is one of the largest civil and structural engineering firms in the country.
We successfully leverage the resources of our firm while maintaining the personal contact we view as essential.
CLIENT SERVICE PHILOSOPHY
The cornerstone of KPFF’s philosophy is the freedom the individual has to seek creative and economic solutions
for our clients’ engineering needs. Participating as
team members, we explore the broader issues involved
in projects today. This combination of creativity and
integrated team participation leads to the high-quality service that our clients have come to expect.
STRUCTURAL ENGINEERING
Structural engineering areas of practice include
consultation to architects, contractors, and owners for the design of all building types.
Services include:
• New building design
• Renovations
• T enant improvements
• Seismic evaluations
• Seismic retrofits
• Equipment anchorage
In addition to building design, KPFF performs structural engineering for all types of structures including antenna towers, solar energy projects, and bridges.
PROTECTIVE DESIGN
KPFF is widely regarded as an industry leader in protective design services for highly -sensitive property assets,
including blast protection, perimeter security design,
physical security planning and implementation, and
progressive collapse design.
• Value engineering studies
• Peer review/plan check
• General building
evaluations
• Protective design and
physical security
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ERIC LEHMKUHL SE, LEED AP
KPFF Consulting Engineers | Structural Principal
As Principal-In-Charge on this project, Eric will lead the conceptual design. He will provide technical and managerial guidance to the Project Manager, follow the progress and direction of the work, provide an internal peer review of the documents at critical milestones, as well as check and seal the final documents. During construction, he will approve any changes to the structural design and participate in problem resolution. Eric has 40 years of professional engineering experience, including the design and retrofit of building, bridge, and tower structures. This experience encompasses various buildings occupied by local, state, and federal agencies, including public safety facilities, libraries, and community centers.
PROJECT ROLE: Principal-in-Charge
COUNTY OF SAN DIEGO Various
Borrego Springs Library, County Park, & Sheriff Office, Borrego Springs, CA 13,500 SF McClellan-Palomar Airport T erminal Buildings, Carlsbad, CA 23,062 SF COUNTY OF RIVERSIDE Menifee, CA
Sun City Library Rehabilitation & Expansion 10,700 SF
CITY OF SAN DIEGO San Diego, CA
San Ysidro Branch Library 15,000 SF
EDUCATION
San Diego State University
M.S. Civil Engineering (Structures)
University of California, San Diego
B.S. Applied Mechanics
REGISTRATION
Structural Engineer in CA, AZ, KY, NV, and
VT
Civil Engineer in CA
LEED Accredited Professional
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ELEN CONSULTING
MEP Engineering
Northwestern Division Police Station
San Ramon Public Safety Facility
SELECT PUBLIC SAFETY EXPERIENCE
• March Air Force Base, Moreno Valley, CA
• Riverside Municipal Auditorium, Riverside, CA
• Citrus Heights Police Department and EOC Campus,
Citrus Heights, CA
• County of San Diego , Ohio Street Probation Center
(with Steinberg Hart)
• County of San Diego, SELWC (with Steinberg Hart)
• Northwestern Division Police Station, San Diego, CA
• El T oro Emergency Operation Center, Orange County, CA • Laguna Beach Emergency Operations Center
• Los Altos Emergency Operations Center, Los Altos, CA
• Oceanside Fire T raining Campus, Oceanside, CA
• San Ramon Fire T raining Campus, San Ramon, CA
• Contra Costa County Fire Comm Campus
• Porterville Public Safety Headquarters (Admin and EOC) Porterville, CA
• Naval Base Coronado (with Steinberg Hart)
• Naval Air Weapons Station China Lake (with Steinberg
Hart)
CONTACT
Anton Nathanson PE
Chief Executive Officer
T (619) 550-1085
E [email protected]
5473 Kearny Villa Rd. Suite 200
San Diego, CA 92123
ELEN Consulting, Inc. is a trusted Mechanical, Electrical, and Plumbing (MEP) engineering firm specializing in
energy-efficient design solutions for public and private sector projects across the country. Led by principals
with decades of experience, we take a calculated, detail- oriented approach to every project, ensuring each system is thoughtfully integrated, code-compliant, and built to last.
ELEN has earned the trust of hundreds of returning
clients and public agencies across California through our commitment to quality and dependable performance. As a
certified Small Business Enterprise (SBE), our firm delivers large-firm capability but with the agility of a smaller team.
We can provide services tailored to the unique needs of our client and can offer feasibility studies, deficiency analyses, master planning documents for campus-type facilities,
value engineering studies, and commissioning services.
COLLABORATING WITH PUBLIC AGENCIES
ELEN Consulting brings decades of experience
partnering with public agencies at every level, from local municipalities to federal entities. Our engineers understand the detailed review cycles, technical documentation,
and permitting standards that govern civic projects.
Notable agency partners include the U.S. Army Corps of
Engineers, NAVFAC, CAL FIRE, and others, where our team successfully guided projects through rigorous compliance reviews and multi-agency coordination processes. On top of that, our team has become well-versed in the codes,
standards, and processes that guide public-sector design, including the California Building Code, Title 24 Energy Standards, NFPA, and UFC.
PUBLIC SAFETY PROJECTS
Our team has delivered MEP design services for a wide
range of essential-service facilities—including fire stations, police headquarters, training facilities, and emergency operations centers. These projects demand resilient
systems that sustain full functionality during power loss or emergencies, and our designs consistently meet that
challenge.
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ANTON NATHANSON PE
ELEN Consulting | Electrical Engineer
Anton Nathanson, PE, brings more than 16 years of experience in electrical engineering design, with a strong portfolio of municipal facilities, including many public safety campuses across California. His expertise spans electrical power distribution, protective systems, emergency and backup power, low-voltage communications, and sustainable energy integration, all of which are critical to supporting the uninterrupted operations of essential services buildings. Anton applies a systems-thinking approach to ensure reliable operations, energy efficiency, and code compliance. His project experience also includes leading electrical design for USGBC LEED-certified facilities achieving Gold and Platinum certifications.
PROJECT ROLE: Principal-in-Charge
DAVID WOLF PE
ELEN Consulting | Mechanical Engineer
PROJECT ROLE: Principal
CALTRANS Fontana, CA
CalT rans Fontana Maintenance Station (Admin, Maintenance, EOC) 14,000 SF SAN RAMON VALLEY FIRE PROTECTION DISTRICT San Ramon, CA San Ramon Public Safety Campus (Police, Fire, EOC) 75,000 SF San Ramon Fire T raining Center 20,000 SF
San Ramon Fire Station 34 11,000 SF
CALFIRE Conta Costa, CA
Contra Costa County Campus (Admin, EOC) 15,700SF
David Wolf has over 15 years of HVAC and plumbing experience across a wide range of project types, spanning military facilities, healthcare facilities, manufacturing plants, educational facilities, and civic buildings. He started his early career as an Application Engineer for an international sales team where he helped clients select, size, and integrate chiller systems for a wide range of building types around the world. He also broadened his skills and became an expert on seismic (OSHPD/HCAI) compliance and certification, giving him a strong command of equipment anchorage and safety requirements that exceed typical building standards. David brings his depth of experience at ELEN, where he leads mechanical and plumbing engineers.
CALTRANS Fontana, CA
CalT rans Fontana Maintenance Station (Admin, Maintenance, EOC) 14,000 SF US ARMY CORPS OF ENGINEERS (USACE) Mobile, AL
USACE District Headquarters 205,000SF
CITY OF SAN DIEGO San Diego, CA
UCSD Fire Station 52 14,000SF
San Carlos Library 25,000SF
EDUCATION
San Diego State University
Bachelor of Science in
Electrical Engineering
REGISTRATION
Professional Electrical Engineer (PE)
CA #E21090
EDUCATION
Virginia T ech
Bachelor of Science in Mechanical
Engineering
REGISTRATION
Professional Mechanical Engineer (PE)
CA #M38667
Certified Plumbing Designer (CPD)
#908635
LEED Green Associate ID-10841157
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SCHMIDT DESIGN GROUP
Landscape Architecture
SELECT PUBLIC SAFETY EXPERIENCE
• T orrey Pines Fire Station No. 52, San Diego, CA
• MiraCosta College Police Substation, San Diego, CA
• San Diego County Emergency Vehicle Operations
Center, San Diego, CA
• San Diego County Y outh T ransition Campus,
San Diego, CA
• Orange County Y outh T ransition Campus, Orange, CA
• Orange County Glassell Campus LID Retrofit,
Orange, CA
• San Diego County Public Health Lab, San Diego, CA
• County Assessor, Recorder, County Clerk Facility,
Santee, CA
• Pacific Highlands Ranch Branch Library, San Diego, CA • Carlsbad City Hall Site Improvements, Carlsbad, CA
• Laguna Woods City Hall, Laguna Woods, CA
• Tierrastana Public Library Renovation, San Diego, CA
CONTACT
Jeffrey T . (JT) Barr
President & Managing Partner
T 619.236.1462
E [email protected]
1310 Rosecrans Street, Suite G
San Diego, CA 92106
Schmidt Design Group (SDG) provides comprehensive
landscape architecture and planning services, with an
emphasis on balancing artistic design with environmental sensitivity. They are a client-centered, service-oriented small business dedicated to creating signature spaces
that reflect the character and vision of the communities in which they work.
Founded in 1983, SDG has 43 years of experience providing successful design solutions for public projects throughout the region. The firm specializes in the design of public facilities that improve the safety and quality of life of their communities. Their work has been recognized with more
than 200 local, state, and national awards for design and technical excellence.
With a dedicated and talented staff of 40 professionals, Schmidt Design Group has the capacity and expertise to
deliver exceptional design and service for the public safety campus project. This staff includes 10 licensed landscape architects, a LEED BD+C accredited professional, two
(2) SITES accredited professionals, two (2) ISA-certified arborists, two (2) certified playground safety inspectors, a qualified SWPPP developer/practitioner, and a certified landscape irrigation auditor.
SDG believes that each site has its own story to tell. It is their privilege to listen, research, and discover that story and express it in the spaces they create. The firm thoughtfully incorporates sustainable solutions into
artful, inspired design to achieve innovative public spaces reflective of the values and ideals of the surrounding
community. SDG has collaborated with architects,
including Steinberg Hart, as well as numerous public
municipalities throughout Southern California and beyond to craft spaces that meet the project needs and capture the cultural and physical characteristics that make a
community special.
County of San Diego Y outh Transition Campus,
San Diego, CA
Fire Station No. 52, San Diego, CA
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JEFFREY T . (JT) BARR, PLA, ASLA
Schmidt Design Group | President & Managing Partner
JT Barr is a licensed landscape architect with 24 years of professional experience including the design and implementation of dynamic spaces including public service and municipal facilities, civic spaces, pedestrian spaces, streetscapes, and more. He is inspired by creating signature spaces informed by an intimate understanding of context. Mr. Barr provides leadership for projects of varying scales and budgets with an emphasis on developing comprehensive multidisciplinary solutions. His expertise encompasses the design and implementation of spaces that provide sustainable, context-responsive environments.
PROJECT ROLE: Principal Landscape Architect
CITY OF SAN DIEGO San Diego, CA
T orrey Pines Fire Station No. 52 14,500 SF
COUNTY OF SAN DIEGO San Diego, CA
Public Health Lab with Steinberg Hart 52,000 SF
Assessor/Recorder/County Clerk Facility
Y outh T ransition Campus
25,000 SF
30 Acres
COUNTY OF ORANGE Orange, CA
Y outh T ransition Campus Phase I 88,000 GSF
Glassell Campus LID Retrofit 10 Acres
EDUCATION
The Ohio State University
Bachelor of Science, Landscape
Architecture
REGISTRATION
Professional Landscape Architect, CA
American Society of Landscape Architects
JESUS AL ÁN FIGUEROA QWEL, ASLA
Schmidt Design Group | Senior Project Manager
Jesus Alán Figueroa has a passion for crafting public spaces that have a long lasting impact on the community and environment, while remaining conscious of the local context and culture. He provides leadership throughout the life of a project, including maintaining regular communication with clients and subconsultants, coordinating design team tasks, and providing manager-level design oversight.
A native Spanish-speaker, Mr. Figueroa regularly assists with translation needs and serves as a cultural resource for the firm during community outreach efforts.
He recognizes the importance of cultural awareness when designing spaces that represent its surrounding community.
PROJECT ROLE: Project Manager, Landscape Architecture
CITY OF SAN DIEGO San Diego, CA
T orrey Pines Fire Station No. 52
Tierrasanta Public Library Renovation
14,500 SF
8,700 SF
COUNTY OF SAN DIEGO Location
Emergency Vehicle Operation Course 40 Acres
Y outh T ransition Campus
Assessor/Recorder/County Clerk Facility
30 Acres
25,000 SF
EDUCATION
University of Arizona
Masters of Landscape Architecture
University of Arizona
Bachelor of Architecture
REGISTRATION
Qualified Water Efficient Landscaper
American Society of Landscape Architects
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NV5
T echnology and Acoustics
Wake County Emergency Operations Center, Raleigh NC
Emergency Operations Center, Carlsbad CA
SELECT PUBLIC SAFETY EXPERIENCE
• Orange County Board of Supervisors, Santa Ana CA
• Emergency Operations Center, Carlsbad CA
• Emergency Operations Center, Santa Barbara CA
• Emergency Operations Center, McClellan CA
• Police Department Detention Substation, Avondale AZ
• Pima County Emergency Operations Center, T ucson AZ
• Southside Public Safety Building, T ucson AZ
• City Operations Center, Goodyear AZ
• Municipal Center Renovations, Gilbert AZ
• Public Safety Building, Salt Lake City UT
• Emergency Operations Center, Gwinnett GA
• Public Safety Building Emergency Operations Center,
Pittsburgh PA
• Wake County Emergency Operations Center, Raleigh NC
• Public Safety Headquarters, Detroit MI
• Public Safety Campus, Lewisville TX
CONTACT
Tim Waters
Principal-In-Charge
T 213.412.4863
E [email protected]
Los Angeles, CA
The NV5 T echnology & Acoustics group operates with
a mission to help clients navigate an ever-changing
technology landscape through specialized design and
consulting services. Our focus reaches beyond technology itself, extending to the people that interact with the
systems and the overall user experience.
Through the acquisition of The Sextant Group in 2019,
followed by, KMK T echnologies, TDSi, and Professional
Systems Engineering (PSE), our team has grown to over
125 dedicated technology and acoustic professionals
across the United States. We remain focused on bringing innovative solutions to owners and to our design team
partners.
As providers of engineering, technology, and acoustic
consulting services, NV5 serves public and private
owners from offices nationwide and abroad. Our holistic approach with a single point of contact for a broad
range of converged disciplines includes Audiovisual,
IT/T elecom, Security, Lighting, and Acoustics. This
consolidated approach streamlines interdisciplinary
alignment and project delivery, resulting in improved team communication and coordination.
Government facilities, from local to federal, are key
fixtures in our societal infrastructure. They are places where policymakers conduct work of high importance and
complexity. Often representing a significant expenditure on the public’s behalf, innovative and forward-thinking solutions ensure public funding is used efficiently.
From local community chambers and county police/
fire departments to The US House of Representatives
and sprawling military bases, properly designed and
engineered systems help create facilities that successfully support the missions of our civil servants.
NV5 takes pride in helping our clients develop high-quality, cost-effective, and sustainable projects that go Beyond Engineering.
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TIMOTHY ROSS WATERS, CTS
NV5 | Vice President/Principal Consultant
Beyond a natural affinity for client service, Tim also applies a scientific approach to infrastructure and systems design built on his formal training in math, physics, and music. Clients appreciate his acumen for project and resource management.
Expertise includes audiovisual and information technology convergence, large performing arts venue sound and video design, and intricate videoconferencing / telepresence applications supporting critical business communications. Tim’s innovative and creative talent has been proven time and again throughout his career with hundreds of successful complex projects. He is located in Los Angeles, CA.
PROJECT ROLE: Principal-in-Charge
CITY OF CARLSBAD Carlsbad, CA
Emergency Operations Center 7 ,000 SF
COUNTY OF SANTA BARBARA Santa Barbara, CA
Emergency Operations Center 13,000 SF
CITY OF DETROIT Detroit, MI
Public Safety Headquarters 400,000 SF
EDUCATION
Principia College
BS, Physics
REGISTRATION
Certified T echnology Specialist (CTS) by
AVIXA
BRYAN DODD, RCDD
NV5 | Senior IT/T elecom & Security Designer
Having completed hundreds of projects in his 20+ years of experience, there are few challenges Bryan hasn’t faced. He is a well-rounded IT/T elecom & Security Designer with projects spanning entertainment, commercial, mixed-use, healthcare, hospitality, higher education, K-12, and government. Some of his well-known clients include Netflix, Disney, Hulu, Coca-Cola, and the University of California. As a soccer coach, surfer, and jujitsu practitioner in his free time, Bryan is a team player, knows the value of hard work and determination, and has strong mental acuity – all characteristics that make him a valuable member of any team. Bryan is located in Los Angeles, CA.
PROJECT ROLE: Lead IT/T elecom & Security Designer
CITY OF CARLSBAD Carlsbad, CA
Emergency Operations Center 7 ,000 SF
COUNTY OF SAN MATEO * San Mateo, CA
Public Safety & City Administration Building 37 ,000 SF CITY OF SAN FRANCISCO * San Francisco, CA
Public Safety Building 290,000 SF
EDUCATION
University of Phoenix
BS, Business Information Systems
ITT T echnical Institute
AS, Electrical Engineering
REGISTRATION
Registered Communications Distribution
Designer (RCDD) by BICSI, the
highest level of certification in the
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DAVID DAVIS, CTS-D, CTS-I, ANP
NV5 | Associate Principal, Audiovisual
David brings clients 25 years of systems design and project management experience.
He delivers innovative solutions to clients in all aspects of project design and implementation. With a focus on consulting, design, project management and commissioning of audiovisual and information technology systems, David’s project experience spans a variety of markets including education, corporate, government and private sectors. David is based out of the Los Angeles, CA office.
PROJECT ROLE: Lead Audiovisual Designer
COUNTY OF SANTA BARBARA Santa Barbara, CA
Board of Supervisors Spaces T echnology Upgrades SF unavailable COUNTY OF ORANGE Orange County, CA
New Civic Center Hearing Room 250,000 SF
LOS ANGELES METROPOLITAN WATER DISTRICT Detroit, MI
Facility Upgrades SF unavailable
EDUCATION
University of Laverne
BS, Mathematics
REGISTRATION
Certified T echnology Specialist - Design
(CTS-D) by AVIXA
Certified T echnology Specialist -
Installation (CTS-I) by AVIXA
Audiovisual Network Professional (ANP)
by AVIXA
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COFFMAN ENGINEERS
Fire Protection Engineering
Ohio Street Probation Facility, San Diego, CA
Torrey Pines Fire Station 52, La Jolla, CA
SELECT PUBLIC SAFETY EXPERIENCE
• Fire Station 50, San Diego, CA
• T orrey Pines Fire Station 52, La Jolla, CA
• Carlsbad Fire Station 2, Carlsbad, CA
• Jacumba Fire Station 43, San Diego, CA
• Sac Metro Fire Vineyard Station 67 , Sacramento, CA
• City of Carlsbad Orion Center, Carlsbad, CA
• Lake Forect Civic Center Administrative Building, Lake Forest, CA
• GSA Schwartz Federal Building Remodel, San Diego, CA
• CHP Baldwin Park Area Office Replacement, Baldwin,
Park, CA
• Ohio Street Probation Facility, San Diego, CA
CONTACT
Aman Shah, PE
Principal, Fire Protection Engineering
T 619.642.2191
E [email protected]
1455 Frazze Rd, Suite 600
San Diego, CA 92108
Coffman is a locally driven engineering firm reinforced by a national network of more than 900 employees offering
multidiscipline capabilities. Our teams and processes
scale quickly and move nimbly, allowing us to provide
engineering solutions that are smart, practical, efficient, and have a positive impact on cost, scope, and schedule.
Our relationships internally and across offices help us succeed, and our clients benefit from our size, extensive experience, and diversity.
Whether intricate or large-scale, Coffman provides
clients with integrated design solutions that produce
consistent and complete design packages. Regardless
of project scope, clients receive the benefit of Coffman’s multidiscipline approach, which we have utilized since 1979 to deliver workable and dependable engineering solutions.
As part of this integrated approach, Coffman brings
extensive experience supporting public safety facilities, providing fire protection engineering and life safety
services for fire stations, civic and public safety
buildings, probation and correctional facilities, and other mission-critical government projects. Our public safety experience enables us to effectively coordinate with
authorities having jurisdiction and deliver compliant,
reliable fire protection systems that support the
operational needs of emergency and public service
facilities.
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AMAN SHAH PE
Coffman Engineers | Principal
Aman’s experience in the fire protection industry includes building and fire code, and sprinkler consulting services. He is proficient in understanding and interpreting California, International, and Uniform Building and Fire Codes; Unified Facilities Criteria; and full set of NFPA Standards and Codes including NFPA 13, 14, 20, and 101 Life Safety Code. His areas of focus include public safety facilities, airports, retail centers, high-rise buildings, education and office campuses, historic structures, residential and mixed-use developments, condominiums and hotels, healthcare facilities, and correctional facilities among other project types.
PROJECT ROLE: Fire Protection Engineer
COUNTY OF SAN DIEGO San Diego, CA
Ohio Street Probation Facility with Steinberg Hart 21,000 SF County of San Diego Public Health Lab with Steinberg Hart 25,740 SF North County Family Justice Center 41,000 SF
UNIVERSITY OF CALIFORNIA, SAN DIEGO La Jolla, CA
T orrey Pines Fire Station 52 10,500 SF
U.S. DEPT OF THE NAVY, NAVFAC SOUTHWEST Coronado, CA
NAWS China Lake Aircraft Rescue and Fire Fighting Station with Steinberg Hart
20,800 SF
EDUCATION
University of Maryland
BS, Fire Protection Engineering
REGISTRATION
CA, Fire Protection, #FP1612
International Code Council (ICC) Building
Plans Examiner, #5009771-B3
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CUMMING GROUP
Cost Estimating
Los Angeles County, Judicial Court
Oregon City Police and Municipal Courts Building
SELECT REGIONAL EXPERIENCE
Since 2018, Cumming Group has been providing extensive
owner’s representative services to the Riverside County Sheriff’s Department across various projects. These
initiatives include tenant improvements at multiple sites, removal and replacement of inmate showers, plumbing/
restroom upgrades at multiple facilities, roofing removal and replacement, and the installation of an overhead
structure at the transportation center.
SELECT PUBLIC SAFETY EXPERIENCE
• City of Carlsbad, Public Safety & T raining Center
Renovation, Carlsbad, CA
• Univ. of Southern California, Repurpose Hoffman Bldg. for New Dept. of Public Safety, Los Angeles, CA
• City of Irvine, Public Safety Concept Study - City Hall Interior Re-Design vs. New Facility, Irvine, CA
CONTACT
Ashok Patel, MRICS
Managing Director
T (858) 217-3583
E [email protected]
15010 Avenue of Science Suite 100
San Diego, CA 92128
Cumming Management Group, Inc. (Cumming Group)
is a privately held corporation founded in California in 1996. Cumming Group is a leader in providing project
consulting services to the A/E/C industry, including cost and project management, planning and scheduling, and
construction dispute resolution. Cumming Group has
grown to more than 3,000 team members within 70+
offices globally – including many of the brightest minds in the industry. Cumming Group is passionate about helping its clients execute largescale, complex projects on-time and within budget. Services are specifically tailored to each client’s needs and add meaningful value at every step of a project’s development. Drawing on deep expertise in the communities and sectors they serve, Cumming Group
anticipates and solves problems, delivers solutions, and drives results.
For this project, Cumming Group will serve as cost
consultant. Cumming Group’s cost team is one of the
largest providers of cost estimating and management
services in the U.S., including a skilled team of in-house MEP cost specialists. Cumming Group works on more
than 400 estimates each month, delivering unparalleled
experience in this discipline. Core cost management
services include budgeting, milestone cost estimating,
value analysis, cost validation, peer review, and change order evaluation.
PROJECT EXPERIENCE – MUNICIPAL
Cumming Group’s project experience includes the
completion of assignments in support of architects,
engineers, owners, and others. Specifically, Cumming
Group has completed more than 2,100 projects for
city- and county-operated facilities. These projects have involved parks, public spaces, city halls, civic centers, police/fire facilities, libraries, offices, community
centers, animal shelters, transit centers, operations and maintenance facilities, and public works, among others. 507
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ASHOK PATEL MRICS
Cumming Group | Managing Director
Ashok has worked in the construction industry since 1983. He is experienced in all aspects of cost management for the civil, structural, and architectural disciplines.
Ashok’s responsibilities include all phases of estimates, quality control/quality assurance (QA/QC), and value engineering. He is involved with projects from the master plan stage through all design milestones as well as change order analysis/ negotiations. He has provided cost management services on projects ranging in value up to $1 billion. Ashok has a broad range of experience in various sectors including healthcare, science and technology, educational, civic, military, recreation, correctional, industrial, and public works
PROJECT ROLE: Principal-in-Charge
CITY OF BUENA PARK Buena Park, CA
New Police Facility
CITY OF SAN DIEGO San Diego, CA
New Fire Station No. 17 Project Size (SF)
CITY OF SAN BERNARDINO San Bernardino, CA
San Bernardino Co. Sheriff, New Forensic Science Lab Project Size (SF) COUNTY OF SAN DIEGO San Diego, CA
Sheriff’s Stations/Substations Master Planning
EDUCATION
Bachelor of Science, Quantity Surveying,
Greenwich University, London, UK
REGISTRATION
Chartered Member (MRICS), Royal
Institution of Chartered Surveyors, No.
0080274, 1988
Associate Estimating Professional
(AEP), American Society of Professional
Estimators, No. 34608254
SHAWN KOCA CPE
Firm Name | Director
Shawn has been providing cost estimating and management services across a wide variety of markets since 2007 . His close attention to detail, team-oriented approach, and understanding of construction management, in addition to cost estimation, makes him a valuable member of Cumming’s team. As a Director, Shawn is responsible for leading teams in the preparation of estimates for new construction, renovations, and repair projects from the master plan design phase up through to construction documents. He is able to deliver accurate estimates, while meeting tight deadlines and client expectations.
PROJECT ROLE: Project Manager
CITY OF CARLSBAD Carlsbad, CA
Public Safety & T raining Center Renovation
CITY OF EL CENTRO El Centro, CA
New HQ Police Station w-Support Bldg. & Parking Garage
COUNTY OF SAN DIEGO San Diego, CA
SELWC with Steinberg Hart 65,000 SF
EDUCATION
Bachelor of Science, Construction
Management, Illinois State University,
Normal, IL
REGISTRATION
Certified Professional Estimator (CPE),
American Society of Professional
Estimators, No. 1.4-00920-0813, 2013
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GEOCON
Discipline (Subheader 1)
SELECT PUBLIC SAFETY EXPERIENCE
• INDIO PUBLIC SAFETY CAMPUS: Geocon conducted
a preliminary geotechnical investigation, geohazard
assessment, and percolation testing for the proposed
Public Safety Campus Program. The project includes a
two-story 38,000 SF police headquarters, 12,600 SF,
9,000 SF fire station dispatch center, 16,00 SF two-
story administration building, and a fire training tower, along with parking areas, access roads, utilities, and
hardscape and landscape improvements.
• EASTVALE CIVIC CENTER: Geocon conducted a
geotechnical investigation and provided testing and
observation services to support the planning and
design of Phase I of the proposed Eastvale Civic
Center. Phase I includes a three-story City Hall, a two- story Library, a two-story Police Station, a park with
a landscaped amphitheater, a plaza, and a parking
structure
• MURRIETA PUBLIC SAFETY TRAINING FACILITY:
Geocon performed a geotechnical investigation
for the proposed public safety training facility. The
proposed development is expected to include two story
structures, training tower, and residential building.
CONTACT
Lisa Battiato, CEG, APM, LEED AP
Title Title Title
T (951) 304 - 2300
E [email protected]
City, State Zip Code
Established in San Diego, Geocon maintains a strong
and well-distributed presence throughout Southern
California. Offices in Orange County, Los Angeles County, San Bernardino County, Riverside County, and San Diego
County provide broad regional coverage, local accessibility, and the technical depth needed to support public agency projects efficiently and responsively.
Each Geocon office is supported by comprehensive
field equipment, technical libraries, and modern data
management systems to support professional services.
Geocon also operates in-house soils and materials testing laboratories accredited by the California Department of T ransportation (Caltrans), the American Association of State Highway and T ransportation Officials (AASHTO), the Cement and Concrete Reference Laboratory (CCRL), and
the Division of the State Architect Laboratory Evaluation and Accreditation program.
Geocon’s managing principals are practicing professional engineers and geologists who remain actively involved in project oversight, staff mentoring, and technical review.
The average professional staff member has more than
10 years of tenure with Geocon, providing continuity,
institutional knowledge, and the ability to support
accelerated project schedules without compromising
technical quality.
Geocon’s organizational structure, statewide resources, and depth of experience, combined with a strong Southern California presence, allow the firm to deliver responsive, technically sound, and cost-effective solutions for projects of varying size and complexity.
Indio Public Safety Campus
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LISA BATTIATO CEG, APM, LEED, AP
Geocon West, Inc. | Regional Manager and Senior Geologist Ms. Lisa Battiato has more than 30 years of experience providing geologic consulting services throughout California. Her technical expertise includes seismic hazard analyses; subsurface fault, landslide, liquefaction, and geotechnical investigations and assessments; geologic mapping; pavement distress mitigation; geotechnical services during utility installation and roadway construction; geologic evaluations of levee stability; project management services for large, hillside grading projects; and supervision of materials testing services during construction. Ms. Battiato has been actively involved in determining methods and designs necessary for slope stabilization, seepage, mitigation of collapsible soils, induced soil settlement, expansive soils, subsurface dewatering, and drainage.
PROJECT ROLE: Project Lead and Main Point of Contact
CITY OF EASTVALE Eastvale, CA
Eastvale Civic Center 137 ,600 SF
CITY OF INDIO Indio, CA
Public Safety Campus Program 43,000 SF
CITY OF MURRIETA Murrieta, CA
Public Safety T raining Facility
EDUCATION
University of California, Riverside
BS, Geology
REGISTRATION
Certified Engineering Geologist,
CA: No. 2316
Professional Geologist,
CA: No. 7512
NEAL BERLINER, GE
Geocon West, Inc. | President and Senior Engineer
As President of Geocon West, Mr. Berliner is responsible for the management of Geocon’s technical practice in Los Angeles, Orange, Riverside, and San Bernardino counties. He began his professional career in 1992, gaining geotechnical engineering experience throughout Southern California. His experience encompasses a wide range of projects for both public and private sector clients and includes multi-story office buildings, regional shopping centers, parking structures, sound stages, studio facilities, educational facilities, mixed-use and multi-family residential developments, large-scale land developments, roadways, paving rehabilitation, bridges, pipelines, solar fields, and more.
PROJECT ROLE: President and Senior Engineer
CITY OF EASTVALE Eastvale, CA
Eastvale Civic Center 137 ,600 SF
CITY OF ANAHEIM Anaheim, CA
Fire Station 12 12,600 SF
DEPARTMENT OF GENERAL SERVICES Norwalk, CA
Metro State Hospital Police Station 20,000 SF
EDUCATION
San Diego State University
BS, Civil Engineering
REGISTRATION
Geotechnical Engineer,
CA: No. 2576
Professional Engineer, Civil,
CA: No. 57123
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511
LOS ANGELES
SAN JOSE
SAN FRANCISCO
SAN DIEGO
NEW YORK
AUSTIN
DENVER
SHANGHAI
512
Public Works Revised: 7-31-25
EXHI
BIT C
CI
TY - SERVICES TO BE PROVIDED
TO CONSULTANT
1. Furn
ish the Consultant all in-house data which is pertinent to services to be performed by the Consultant and which is within the custody or control of the City, including, but not limited to, copies of record and off-record maps and other record and off-record property data, right -of-way maps and other right -of-way data, pending or proposed subject property land division and development application data, all newly developed and pertinent design and project specification data, and such other pertinent data which may become available to the City.
2. Provide timely review, processing, and reasonably expeditious approval of all submittals by the Consultant.
3. Provide timely City staff liaison with the Consultant when requested and when reasonably needed.
513
Public Works Revised: 7-31-25
EXHIBI
T D
TERMS OF PAYMENT
1. The Consultant's compensation shall not exceed $ 4, 319,611.00 .
2. The Consultant will obtain, and keep current during the term of this Agreement, the required City of Moreno Valley business license. Proof of a current City of Moreno Valley business license will be required prior to any payment s by the City. Any invoice not paid because the proof of a current City of Moreno Valley business li cense has not been provided will not incur any fees, late charges, or other penalties. Complete instructions for obtaining a City of Moreno Valley business li cense are located at: http://www.moval.org/biz-l ic.
3. The Consultant will electronically submit an invoice to the City once a month for progress payments along with documentation evidencing services completed to date. The progress payment is based on a ctual time a nd ma terials e xpended in furnishing authorized professional services during the preceding calendar month. At no time will the City pay for more services than have been satisfactorily completed and the City Engineer’s determination of the amount due for any progress payment shall be final. The consultant will submit all original invoices to Accounts Payable staff at [email protected].
Accounts Payable questions can be directed to (951) 413-3130.
3. The Consultant agrees that City payments will be received via Automated Clearing House (ACH) Direct Deposit and that the required ACH Authoriz ation form will be completed prior to any payments by the City. Any invoice not paid because the completed ACH Authorization Form has not been provided will not incur any fees, late charges, or other penalties. The ACH Authorization Form is located at:
http://www.moval.org/city_hall/forms.shtml#bf
4. The minimum information required on all invoices is:
A. Consultant Name, Mailing Address, and Phone Number
B. Invoice Date
C. Consultant Invoice Number
D. City-provided Reference Number (e.g. Project, Activity) 514
Public Works Revised: 7-31-25
E. Deta
iled work hours by class title (e.g. Manager, Technician, or Specialist), services performed and rates, explicit portion of a contract amount , or d etailed billing information that is sufficient to justify the invoice amount ; single, lump amounts without detail are not acceptable.
6. The City shall pay the Consultant for all invoiced, authorized professional services within thirty (30) days of receipt of the invoice for same.
7. Liquidated Damages for Non-Performance. The Consultant shall complete all work within the required timeframes, schedules, and performance intervals as set forth in this Agreement, the Scope of Work, or as directed by the City. If the Consultant fails to meet these performance obligations, the City may assess liquidated damages in the amount of 1% of the total contract price per working day for each working day the deficiencies remain uncorrected.
The Consultant a
cknowledges that actual damages resulting from such delays would be difficult to ascertain and agrees that this amount represents a reasonable pre -estimate of the City's costs and impacts due to non -performance. Such liquidated damages shall be deducted from progress payments. If the remaining unpaid contract price is insufficient to cover the full amount, the Consultant shall be responsible to pay the difference.
The City retains the right to issue a Change Order reducing the contract price, require acceleration of performance at the Consultant ’s expense, or pursue any other legal remedy, including collection from the Consultant, its insurance, or surety. The City shall provide written notice to the Consultant before assessing liquidated damages. Liquidated damages shall not be assessed for delays caused by the City or circumstances beyond the Consultant’s reasonable control.
Neither the City's failure nor delay in deducting liquidated damages from payments due to the Consultant, nor City's failure or delay in notifying Consultant of the accrued liquidated damages, shall be deemed a waiver of City's right to enforce this section. The imposition of liquidated damages shall not limit City's ability to seek additional remedies for Consultant default, including termination of this Agreement if non-performance persists.
8. Consultant Compensation and Rate Adjustment. Consutlant ’s compensation, including all contracted hourly rates, is fixed for the Term of this Agreement, and no automatic or scheduled 515
Public Works Revised: 7-31-25
inc
reases shall apply except those expressly incorporated herein. If the Consultant makes its performance contingent upon a rate increase, the Consultant commits a material breach, which may result in contract enforcement actions. Pricing for extended terms is subject to negotiation.
No rate increase shall take effect unless it is expressly provided herein or approved in writing by the City and executed through a contract amendment.
516
50 West San Fernando #850
San Jose, CA 95113
PMB #5041
2301 Blake Street #100
Denver, CO 80205
98 Battery Street #300
San Francisco CA 94111
805 Brazos Street
Austin TX 78701
90 Broad Street #1803
New Y ork NY 10004
655 W. Broadway, Suite 1150
San Diego, CA 92101
655 W. Broadway, Suite 1150
San Diego, CA 92101
February 24, 2026 (Revised 2/24/26)
Capital Projects Division
[email protected]
(951) 413-3130
Re: Mor eno Valley Public Safety Campus, P roject No. 80 3 0072 Dear Selection Committee,
We appreciate the opportunity to partner with the City of Mor eno Valley on the Public Safety Campus and are excited about supporting this important investment in the City’s long-term public safety infrastructure.
The Scope of Services anticipates delivery of a joint-use Police and Fire facility that supports 24-hour operations, s ecure environments, shar ed functions, sit e development, sus tainability, r esiliency, and future flexibility. As outlined in the RF P, the detailed space program, oper ational adjacencies, and final facility size will be confirmed throug h the Site Evaluation & Master Planning and Space Programming phases.
Our proposed staff ing and fee structure reflect the level of coordination, document ation, and interdisciplinary integration required to deliver a high-performing public safety facility. We understand that this campus is intended to support continued g rowth in the eastern portion of the City and to complement existing facilities, with a development approach that emphasizes efficient building area, surf ace parking, and practical site infrastructure. As the program and site strategy are refined, w e will align subsequent design phases to the confirme d scope, ensuring that resources are appropriately scaled to the City’s defined objectives.
Our intent is to work collaboratively with the City to deliver a thoughtful, e fficient, and durable public safety facility that
meets operational needs while exercising fiscal responsibility. We are committed to transparency, r esponsiveness, and disciplined execution as the Project advances.
We look forward to the opportunity to contribute our experience in delivering public safety facilities to the City of Moreno Valley.
Respectfully,
V
incent Mudd, GC
Managing Partner
619 728 9382 / [email protected]
517
Additional services shall only be performed upon written authorization from the City.
ASSUMPTIONS
A. Assumes an overall construction budget will be confirmed by the City prior to completion of SD.
B. Assumes program size and building area approved at Programming will be the basis for subsequent phase fees.
C. Significant increases in square footage (beyond ±5%) after City approval constitute Additional Services.
D. Assumes authorization to proceed by phase
E. Assumes geotechnical report, survey, hydrology, and utility information provided by others are accurate.
F. Redesign due to unforeseen subsurface conditions is Additional Services.
G. Assumes off-site roadway, signalization, utility upgrades, or agency-driven improvements are limited to those identified during initial site evaluation.
H. Assumes the City is the Lead Agency for CEQA.
I. Assumes timely review by City, Fire Marshal, Building, utilities, and outside agencies.
J. Redesign due to changes in agency interpretation after prior approvals is Additional Services.
K. Assumes a construction duration consistent with the published schedule.
L. Extended construction duration beyond 2 months constitutes Additional Services.
M. Assumes a single bid phase.
N. Re-bidding due to budget shortfall or contractor withdrawal is Additional Services.
O. Assumes record drawings based on contractor-marked redlines.
P. Assumes no grant-writing, FEMA funding support, or federal reimbursement documentation unless specifically authorized.
Q. The environmental and technical study process will be initiated with receipt of 60 percent plans.
R. This scope of work assumes negative findings for cultural resources. Positive findings will require a budget augment.
S. This scope of work assumes no substantive changes to the Project description will occur after the City authorizes work to begin. Should changes occur after this point, certain analyses may require revision and a budget augment may be required.
T. This scope of work assumes that the Project will be processed pursuant to an Initial Study and Mitigated Negative Declaration (IS/MND) under the California Environmental Quality Act (CEQA). The scope of work and fee estimate provided herein are based on the assumption that all potentially significant environmental impacts can be mitigated to a less-than-significant level through feasible mitigation measures. In the event the IS identifies a significant and unavoidable impact, or if the City determines that preparation of an Environmental Impact Report (EIR) is required, such work shall constitute additional services and will be addressed through a separate scope of work, schedule, and fee amendment subject to City authorization.
U. We will be provided with access to the boring locations and perform the fieldwork within the site during regular business hours from 7 am to 5 pm Monday through Friday, and no night or weekend work will be required.
V. The vegetation at the site will be mowed prior to geotechnical field work to reduce the fire hazard and provide a safe working environment.
W. The building footprint locations will be provided prior to geotechnical field work. If the building locations or sizes change, requiring additional borings to comply with Note 48, the additional borings will be performed at an additional cost to this estimate.
X. If the Client cancels or postpones scheduled geotechnical subcontractor services within 48 hours of the planned date of activities, the project will be invoiced for cancellation fees charged by the geotechnical subcontractor.
Y. All existing subsurface utilities, wells, and septic tanks/leach lines will be clearly marked on a plan provided to us prior to our geotechnical field work.
Z. We have assumed standard spread footing and slab-on-grade foundations. Deep foundations or mat foundations, if needed, would require an additional design fee.
AA. This fee is based on a single permit for the primary structure.
BB. In-person meetings: We have assumed 5 in-person meetings in Moreno Valley, all other meetings assumed to be conducted virtually.
CC. The City of Moreno Valley is the AHJ and no other agencies will be involved in the structural review.
DD. Commissioning of Communications and security infrastructure and Low-voltage specialty systems is excluded (can be added as an optional fee upon request)
EE. Commissioning of Fire Alarm, Fire Protection and any other life safety system is excluded (can be added as an optional fee upon request)
FF. Commissioning of EV Charging is excluded (can be added as an optional fee upon request) GG. Title 24 Acceptance T esting and forms and documentation is excluded (assumed to be managed and completed by installing contractors)
518
EXCLUSIONS
1. Insurance requirements above our base policy
2. Reproduction of bid documents
3. Changes to drawings or specifications after completion of the “Construction Document” phase
4. Life cycle cost analysis (LCCA)
5. LEED certification documentation or sustainability certification
6. Hazardous materials investigation, remediation design, or environmental testing beyond standard MEP system coordination
7. Commissioning of the systems
8. Structural support or calculations for any electrical equipment
9. Design of any Fire T raining T owers, PD T raining Props etc.
10. Design of sewer systems, lift stations, pump stations, septic, etc.
11. Design of Vendor provided systems
12. Design of Electric PD or FD vehicles
13. Design of leased telecom infrastructure
14. Design of any indoor ordinance storage or disposal
15. Design of any indoor shooting ranges
16. Design of any long-term detention facilities
17. Any permitting fees or traffic control required for surveying or other services are
18. not included in this fee proposal. T raffic control shall be provided by client if needed.
19. Supplement T opographic Design surveys and mapping shall be excluded from this proposal.
20. Subsurface utility investigation research and mapping shall be excluded from this proposal.
21. Cost studies/estimates for design alternates and options, these will be considered an added service
22. Cost Estimating Value Engineering Studies (to bring the project back to budget if required).
23. Estimation of Soft costs including owner contingency, owner soft cost management, owners’ equipment including FF&E, equipment, move management/temporary relocation, etc.
24. Cost management services at bidding and construction phases.
25. Atrium smoke control design (if applicable).
26. Battery Energy Storage System (BESS) analysis.
27. Compliance with State Fire Marshal as AHJ.
28. Reclaimed water is not anticipated at the site and associated DEH processing is not included.
29. Wayfinding and signage excluded.
30. Additional submittals not specifically outlined in this scope of work will be considered additional services.
31. Water feature design is excluded.
32. We anticipate the Structured Cabling Systems and Electronic Security Systems will bid with the base building and the Audiovisual Systems will bid separately during construction.
33. If the project is placed on hold for longer than six months, we may request a remobilization fee upon the project’s restart.
34. Deep foundations
35. Solar canopy structures
36. Performance Based Design
37. Alternative technology such as Base Isolation or Damping
38. Hazardous materials discovery is excluded.
39. Major off-site infrastructure design beyond conceptual identification is excluded unless specifically authorized.
40. Preparation of full EIR, mitigation monitoring programs, or litigation support is excluded.
41. Design of future expansion buildings excluded.
42. Assumes FFE programming coordination only. Procurement, bidding, installation management for FF&E excluded. 519
120-weeks 4-weeks 4-weeks 52-weeks 8-weeks 12-weeks 16-Weeks 16-Weeks 100-weeks 2-weeks
FEES BY DISCIPLINE PROJECT MANAGEMENT &
COORDINATION
SITE EVALUATION &
MASTER PLANNING SPACE PROGRAMMING ENVIRONMENTAL &
ENTITLEMENT SUPPORT SCHEMATIC DESIGN DESIGN DEVELOPMENT CONSTRUCTION
DOCUMENTS
PERMITTING & BIDDING
SUPPORT
CONSTRUCTION
ADMINISTRATION PROJECT CLOSEOUT
NTE FEE FOR ALL PHASES BY
CONSULTANT REIMBURSABLE EXPENSES* TOTALFEE BY
CONSULTANT
ARCHITECTURAL
Steinberg Hart 250,000.00 $ 40,000.00 $ 40,000.00 $ 85,000.00 $ 220,000.00 $ 325,000.00 $ 575,000.00 $ 70,000.00 $ 400,000.00 $ 45,000.00 $ 2,050,000.00 $ 55,000.00 $ 2,105,000.00$ STEINBERG HART SUBTOTAL 250,000.00 $ 40,000.00 $ 40,000.00 $ 85,000.00 $ 220,000.00 $ 325,000.00 $ 575,000.00 $ 70,000.00 $ 400,000.00 $ 45,000.00 $ 2,050,000.00 $ 55,000.00 $ 2,105,000.00$
CONSULTANT FEES
PUBLIC SAFETY SPECIALIST
Roth Sheppard 17,340.00 $ 52,021.00 $ 60,691.00 $ 8,670.00 $ 86,701.00 $ 78,031.00 $ 34,680.00 $ 8,670.00 $ 65,026.00 $ 8,670.00 $ 420,500.00 $ - $ 420,500.00$
CIVIL, LAND SURVEYOR, CEQA
PSOMAS - CIVIL + LAND SURVEYOR - $ 74,477.00 $ 14,282.00 $ - $ 60,729.00 $ 95,703.00 $ 135,921.00 $ 9,841.00 $ 40,382.00 $ 14,487.00 $ 445,822.00 $ 17,276.00 $ 463,098.00$
LANDSCAPE
Schmidt Design Group 19,210.00 $ 21,200.00 $ - $ 4,910.00 $ 18,480.00 $ 25,000.00 $ 55,000.00 $ 10,000.00 $ 26,430.00 $ 6,970.00 $ 187,200.00 $ - $ 187,200.00$
STRUCTURAL
KPFF - $ 2,900.00 $ 2,900.00 $ 2,900.00 $ 17,000.00 $ 28,000.00 $ 58,000.00 $ 4,500.00 $ 30,000.00 $ 5,000.00 $ 151,200.00 $ - $ 151,200.00$
MEP ENGINEERING
ELEN Consulting 5,000.00 $ 10,000.00 $ - $ - $ 40,000.00 $ 65,000.00 $ 95,000.00 $ 12,000.00 $ 50,000.00 $ 18,300.00 $ 295,300.00 $ - $ 295,300.00$
FIRE CODE / LIFE SAFETY
Coffman 411.00 $ 3,575.00 $ 1,066.00 $ - $ 4,263.00 $ 2,887.00 $ 4,263.00 $ 1,410.00 $ 2,132.00 $ - $ 20,007.00 $ - $ 20,007.00$
DATA / TELECOM / SECURITY
NV5 - $ - $ 18,593.00 $ - $ 23,241.00 $ 46,482.00 $ 55,779.00 $ 2,231.00 $ 37,186.00 $ 1,487.00 $ 184,999.00 $ - $ 184,999.00$
ACOUSTICS
RWDI - $ - $ - $ - $ 7,781.00 $ 15,508.00 $ 20,827.00 $ - $ 15,864.00 $ - $ 59,980.00 $ - $ 59,980.00$
COST ESTIMATING
Cumming Group - $ - $ 20,000.00 $ - $ 25,000.00 $ 30,000.00 $ 40,000.00 $ - $ - $ - $ 115,000.00 $ - $ 115,000.00$
GEOTECHNICAL
Geocon - $ 33,340.00 $ - $ - $ - $ 4,280.00 $ 1,240.00 $ - $ 3,100.00 $ - $ 41,960.00 $ - $ 41,960.00$
ENVIRONMENTAL
PSOMAS -CEQA - $ - $ - $ 160,514.00 $ - $ - $ - $ - $ - $ - $ 160,514.00 $ 30,653.00 $ 191,167.00$
COMMISSIONING
GMC Commissioning Inc 6,325.00 $ - $ - $ - $ 1,100.00 $ 2,200.00 $ 2,475.00 $ 1,100.00 $ 64,675.00 $ 6,325.00 $ 84,200.00 $ - $ 84,200.00$ CONSULTANT SUBTOTAL 48,286.00 $ 197,513.00 $ 117,532.00 $ 176,994.00 $ 284,295.00 $ 393,091.00 $ 503,185.00 $ 49,752.00 $ 334,795.00 $ 61,239.00 $ 2,166,682.00$ 47,929.00$ 2,214,611.00$ LUMP SUM FEE BY PHASE 298,286.00 $ 237,513.00 $ 157,532.00 $ 261,994.00 $ 504,295.00 $ 718,091.00 $ 1,078,185.00 $ 119,752.00 $ 734,795.00 $ 106,239.00 $ 4,216,682.00 $ 102,929.00 $ TOTAL NOT-TO-EXCEED CONTRACT AMOUNT 4,319,611.00 $
520
LABOR CATEGORY/TITLE HOULY BILLING RATE PROJECT MANAGEMENT &
COORDINATION
SITE EVALUATION &
MASTER PLANNING SPACE PROGRAMMING ENVIRONMENTAL &
ENTITLEMENT SUPPORT SCHEMATIC DESIGN DESIGN DEVELOPMENT CONSTRUCTION
DOCUMENTS
PERMITTING & BIDDING
SUPPORT
CONSTRUCTION
ADMINISTRATION PROJECT CLOSEOUT
TOTAL ESTIMATED
HOURS FOR
CATEGORY/TITLE
Project Director / PIC 300.00 $ 60 8 20 60 16 24 32 10 40 5 275 Project Manager / Associate Principal 275.00 $ 850 40 20 156 100 320 360 80 300 60 2286 Design Director / Principal 300.00 $ 0 40 20 0 100 80 20 0 0 0 260 Project Architect / Associate Principal 255.00 $ 0 20 20 40 320 320 720 140 0 0 1580 SD/DD/ CD/Job Captain 200.00 $ 0 0 0 0 100 320 720 0 0 0 1140 SD/DD/CD / Designer 130.00 $ 0 80 80 100 320 320 720 0 0 0 1620 Sutsainability / Associate Principal 235.00 $ 0 20 20 20 20 40 20 0 30 40 210 QA/QC / Partner 275.00 $ 0 0 0 0 25 40 80 0 80 0 225 Construction Contract Admin / Job Captain 200.00 $ 0 0 0 0 0 0 0 0 1400 50 1450 Lead Planner 300.00 $ 0 40 0 0 0 0 0 0 0 0 40 CA Admin / 150.00 $ 40 0 0 0 60 40 140 TOTAL ESTIMATED HOURS BY PHASE 950 248 180 376 1001 1464 2672 230 1910 195 9226
TOTAL ESTIMATED PROJECT
HOURS 9226
ESTIMATED HOURS PER PHASE BY BILLING CATEGORY
STEINBERG HART
521
LABOR CATEGORY/TITLE HOULY BILLING RATE PROJECT MANAGEMENT &
COORDINATION
SITE EVALUATION &
MASTER PLANNING SPACE PROGRAMMING ENVIRONMENTAL &
ENTITLEMENT SUPPORT SCHEMATIC DESIGN DESIGN DEVELOPMENT CONSTRUCTION
DOCUMENTS
PERMITTING & BIDDING
SUPPORT
CONSTRUCTION
ADMINISTRATION PROJECT CLOSEOUT
TOTAL ESTIMATED
HOURS FOR
CATEGORY/TITLE
Environmental - Principal in Charge 280.00 $ 0 0 0 2 0 0 0 0 0 0 2 Environmental - Senior Project Manager 265.00 $ 0 0 0 100 0 0 0 0 0 0 100 Environmental - Deputy Project Manager 180.00 $ 0 0 0 132 0 0 0 0 0 0 132 Environmental - Assistant Project Manager 160.00 $ 0 0 0 171 0 0 0 0 0 0 171 Environmental - Senior Tech Specialist - Noise 245.00 $ 0 0 0 36 0 0 0 0 0 0 36 Environmental - Analyst 140.00 $ 0 0 0 58 0 0 0 0 0 0 58 Environmental - Cultural Resource Manager 220.00 $ 0 0 0 18 0 0 0 0 0 0 18 Environmental - Senior Archeologist 200.00 $ 0 0 0 50 0 0 0 0 0 0 50 Environmental - Field Staff 115.00 $ 0 0 0 25 0 0 0 0 0 0 25 Environmental - RM/Biologist 170.00 $ 0 0 0 106 0 0 0 0 0 0 106 Environmental - Biologist 137.00 $ 0 0 0 134 0 0 0 0 0 0 134 Environmental - Botanist 150.00 $ 0 0 0 28 0 0 0 0 0 0 28 Environmental - Tech Editor 100.00 $ 0 0 0 9 0 0 0 0 0 0 9 Environmental - Word Processor 145.00 $ 0 0 0 25 0 0 0 0 0 0 25 Environmental - GIS 144.00 $ 0 0 0 24 0 0 0 0 0 0 24 TOTAL ESTIMATED HOURS BY PHASE 0 0 0 918 0 0 0 0 0 0
TOTAL ESTIMATED PROJECT
HOURS 918
ENVIRONMENTAL
ESTIMATED HOURS PER PHASE BY BILLING CATEGORY
522
LABOR CATEGORY/TITLE HOULY BILLING RATE PROJECT MANAGEMENT &
COORDINATION
SITE EVALUATION &
MASTER PLANNING SPACE PROGRAMMING ENVIRONMENTAL &
ENTITLEMENT SUPPORT SCHEMATIC DESIGN DESIGN DEVELOPMENT CONSTRUCTION
DOCUMENTS
PERMITTING & BIDDING
SUPPORT
CONSTRUCTION
ADMINISTRATION PROJECT CLOSEOUT
TOTAL ESTIMATED
HOURS FOR
CATEGORY/TITLE
Partner/Principal-in-Charge 285.00 $ 12 72 82 8 110 70 20 8 20 12 414 Craft Studio Director/QA/QC 272.00 $ 0 4 4 0 40 45 30 2 8 0 133 Creative Studio Director/Public Safety Specialist 246.00 $ 64 96 125 16 240 120 60 16 30 20 787 Craft Studio Architect II/Project Architect 178.00 $ 4 80 84 16 295 120 100 8 40 4 751 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE 0 0 0 0 0 0 0 0 0 0 0
LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 TOTAL ESTIMATED HOURS BY PHASE 80 252 295 40 685 355 210 34 98 36
TOTAL ESTIMATED PROJECT
HOURS 2085
Roth Sheppard
ESTIMATED HOURS PER PHASE BY BILLING CATEGORY
523
LABOR CATEGORY/TITLE HOULY BILLING RATE PROJECT MANAGEMENT &
COORDINATION
SITE EVALUATION &
MASTER PLANNING SPACE PROGRAMMING ENVIRONMENTAL &
ENTITLEMENT SUPPORT SCHEMATIC DESIGN DESIGN DEVELOPMENT CONSTRUCTION
DOCUMENTS
PERMITTING & BIDDING
SUPPORT
CONSTRUCTION
ADMINISTRATION PROJECT CLOSEOUT
TOTAL ESTIMATED
HOURS FOR
CATEGORY/TITLE
Civil - Principal in Charge 265.00 $ 0 14 20 0 8 8 8 6 10 10 84 Civil - Senior Project Manager 255.00 $ 0 0 0 0 0 0 12 0 0 10 22 Civil - Technical Manager 230.00 $ 0 16 0 0 12 32 32 10 40 20 162 Civil - Project Manager 225.00 $ 0 72 20 0 84 126 184 20 70 10 586 Civil - Assistant Project Manager 200.00 $ 0 0 20 0 0 0 20 0 0 10 50 Civil - Project Engineer 180.00 $ 0 114 20 0 86 170 236 20 120 20 786 Civil - Designer 3 160.00 $ 0 64 0 0 128 212 272 0 0 0 676 Civil - Designer 2 145.00 $ 0 18 0 0 50 50 76 0 0 0 194 Civil - Designer 1 140.00 $ 0 10 0 0 50 50 76 0 0 0 186 Survey - Project Manager 250.00 $ 0 16 0 0 0 0 0 0 0 0 16 Survey - Project Surveyor 210.00 $ 0 62 0 0 0 0 0 0 0 0 62 Survey - Technician 170.00 $ 0 55 0 0 0 0 0 0 0 0 55 Survey - Two Person Crew 400.00 $ 0 32 0 0 0 0 0 0 0 0 32 TOTAL ESTIMATED HOURS BY PHASE 0 473 80 0 418 648 916 56 240 80
TOTAL ESTIMATED PROJECT
HOURS 2911
CIVIL + LAND SURVEY
ESTIMATED HOURS PER PHASE BY BILLING CATEGORY
524
LABOR CATEGORY/TITLE HOULY BILLING RATE PROJECT MANAGEMENT &
COORDINATION
SITE EVALUATION &
MASTER PLANNING SPACE PROGRAMMING ENVIRONMENTAL &
ENTITLEMENT SUPPORT SCHEMATIC DESIGN DESIGN DEVELOPMENT CONSTRUCTION
DOCUMENTS
PERMITTING & BIDDING
SUPPORT
CONSTRUCTION
ADMINISTRATION PROJECT CLOSEOUT
TOTAL ESTIMATED
HOURS FOR
CATEGORY/TITLE
PRINCIPAL LANDSCAPE ARCHITECT / PRESIDENT 305.00 $ 18 8 0 2 12 4 12 2 4 2 64 PRINCIPAL LANDCAPE ARCHITECT / PARTNER 270.00 $ 4 2 0 2 0 2 20 8 20 2 60 0 SENIOR PROJECT MANAGER 170.00 $ 24 18 0 8 16 35 60 12 45 6 224 0 PROJECT MANAGER 160.00 $ 50 32 0 8 25 40 80 20 55 16 326 0 SENIOR LANDSCAPE DESIGNER 140.00 $ 4 36 0 8 40 70 160 40 24 16 398 0 LANDSCAPE DESIGNER 125.00 $ 0 40 0 0 20 80 200 40 0 0 380 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE 0 0 0 0 0 0 0 0 0 0 0
LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 TOTAL ESTIMATED HOURS BY PHASE 100 136 0 28 113 231 532 122 148 42
TOTAL ESTIMATED PROJECT
HOURS 1452
LANDSCAPE
ESTIMATED HOURS PER PHASE BY BILLING CATEGORY
525
LABOR CATEGORY/TITLE HOULY BILLING RATE PROJECT MANAGEMENT &
COORDINATION
SITE EVALUATION &
MASTER PLANNING SPACE PROGRAMMING ENVIRONMENTAL &
ENTITLEMENT SUPPORT SCHEMATIC DESIGN DESIGN DEVELOPMENT CONSTRUCTION
DOCUMENTS
PERMITTING & BIDDING
SUPPORT
CONSTRUCTION
ADMINISTRATION PROJECT CLOSEOUT
TOTAL ESTIMATED
HOURS FOR
CATEGORY/TITLE
STRUCTURAL/PRINCIPAL-IN-CHARGE 310.00 $ 0 9 9 9 40 40 60 0 10 0 177 STRUCTURAL/SENIOR PROJECT MANAGER 250.00 $ 0 0 0 0 0 0 0 0 0 0 0 STRUCTURAL/PROJECT MANAGER 230.00 $ 0 0 0 0 40 80 150 20 50 30 370 STRUCTURAL/PROJECT ENGINEER 195.00 $ 0 0 0 0 0 40 120 20 110 0 290 STRUCTURAL/DESIGN ENGINEER 180.00 $ 0 0 0 0 10 80 120 0 100 0 310 STRUCTURAL/LEAD MODELER 205.00 $ 0 0 0 0 0 0 0 0 0 0 0 STRUCTURAL/MODELER 180.00 $ 0 0 0 0 0 50 100 0 25 0 175 STRUCTURAL/ADMINISTRATIVE SUPPORT 125.00 $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE 0 0 0 0 0 0 0 0 0 0 0
LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 TOTAL ESTIMATED HOURS BY PHASE 0 9 9 9 90 290 550 40 295 30
TOTAL ESTIMATED PROJECT
HOURS 1322
STRUCTURAL
ESTIMATED HOURS PER PHASE BY BILLING CATEGORY
526
LABOR CATEGORY/TITLE HOULY BILLING RATE PROJECT MANAGEMENT &
COORDINATION
SITE EVALUATION &
MASTER PLANNING SPACE PROGRAMMING ENVIRONMENTAL &
ENTITLEMENT SUPPORT SCHEMATIC DESIGN DESIGN DEVELOPMENT CONSTRUCTION
DOCUMENTS
PERMITTING & BIDDING
SUPPORT
CONSTRUCTION
ADMINISTRATION PROJECT CLOSEOUT
TOTAL ESTIMATED
HOURS FOR
CATEGORY/TITLE
PRINCIPAL IN CHARGE 270.00 $ 30 30 0 0 125 185 185 15 45 15 630 PROJECT ENGINEER 190.00 $ 310 185 0 0 250 530 530 45 250 45 2145 DESIGNER 110.00 $ 30 15 0 0 515 1135 1135 45 125 45 3045 ADMIN 80.00 $ 30 0 0 0 0 0 0 0 0 0 30 - $ 0 0 0 0 0 0 0 0 0 0 0 - $ 0 0 0 0 0 0 0 0 0 0 0 - $ 0 0 0 0 0 0 0 0 0 0 0 - $ 0 0 0 0 0 0 0 0 0 0 0 - $ 0 0 0 0 0 0 0 0 0 0 0 - $ 0 0 0 0 0 0 0 0 0 0 0 - $ 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0
- $ 0 0 0 0 0 0 0 0 0 0 0 TOTAL ESTIMATED HOURS BY PHASE 400 230 0 0 890 1850 1850 105 420 105
TOTAL ESTIMATED PROJECT
HOURS 5850
MEP
ESTIMATED HOURS PER PHASE BY BILLING CATEGORY
527
LABOR CATEGORY/TITLE HOULY BILLING RATE PROJECT MANAGEMENT &
COORDINATION
SITE EVALUATION &
MASTER PLANNING SPACE PROGRAMMING ENVIRONMENTAL &
ENTITLEMENT SUPPORT SCHEMATIC DESIGN DESIGN DEVELOPMENT CONSTRUCTION
DOCUMENTS
PERMITTING & BIDDING
SUPPORT
CONSTRUCTION
ADMINISTRATION PROJECT CLOSEOUT
TOTAL ESTIMATED
HOURS FOR
CATEGORY/TITLE
Principal 290.00 $ 1 0 0 0 0 0 0 1 Senior Engineer 247.00 $ 1 8 2 0 8 8 8 2 4 0 41 Engineer 3 225.00 $ 12 4 0 16 8 16 6 8 0 70 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE 0 0 0 0 0 0 0 0 0 0 0
LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 TOTAL ESTIMATED HOURS BY PHASE 2 20 6 0 24 16 24 8 12 0
TOTAL ESTIMATED PROJECT
HOURS 112
FIRE CODE LIFE SAFETY
ESTIMATED HOURS PER PHASE BY BILLING CATEGORY
528
LABOR CATEGORY/TITLE HOULY BILLING RATE PROJECT MANAGEMENT &
COORDINATION
SITE EVALUATION &
MASTER PLANNING SPACE PROGRAMMING ENVIRONMENTAL &
ENTITLEMENT SUPPORT SCHEMATIC DESIGN DESIGN DEVELOPMENT CONSTRUCTION
DOCUMENTS
PERMITTING & BIDDING
SUPPORT
CONSTRUCTION
ADMINISTRATION PROJECT CLOSEOUT
TOTAL ESTIMATED
HOURS FOR
CATEGORY/TITLE
NV5 Principal 265.00 $ 0 0 14 0 13 22 18 0 8 0 75 NV5 Project Consultant 205.00 $ 0 0 43 0 68 81 92 5 80 2 371 NV5 AV Designer 205.00 $ 0 0 13 0 23 82 168 3 68 2 359 NV5 IT Designer 205.00 $ 0 0 24 0 28 65 79 2 30 2 230 NV5 Security Designer 205.00 $ 0 0 18 0 21 49 59 1 24 2 174 NV5 BIM/CAD 115.00 $ 0 0 0 0 10 54 68 0 8 8 148 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE 0 0 0 0 0 0 0 0 0 0 0
LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 TOTAL ESTIMATED HOURS BY PHASE 0 0 112 0 163 353 484 11 218 16
TOTAL ESTIMATED PROJECT
HOURS 1357
DATA TELECOM SECURITY
ESTIMATED HOURS PER PHASE BY BILLING CATEGORY
529
LABOR CATEGORY/TITLE HOULY BILLING RATE PROJECT MANAGEMENT &
COORDINATION
SITE EVALUATION &
MASTER PLANNING SPACE PROGRAMMING ENVIRONMENTAL &
ENTITLEMENT SUPPORT SCHEMATIC DESIGN DESIGN DEVELOPMENT CONSTRUCTION
DOCUMENTS
PERMITTING & BIDDING
SUPPORT
CONSTRUCTION
ADMINISTRATION PROJECT CLOSEOUT
TOTAL ESTIMATED
HOURS FOR
CATEGORY/TITLE
Project Manager 175.00 $ 0 0 0 0 2 2 2 0 0 0 6 Project Coordinator 140.00 $ 0 0 0 0 3 2 2 0 0 0 7 Technical Director 300.00 $ 0 0 0 0 12 24 24 8 0 0 68 Specialist Engineer/Scientist 210.00 $ 0 0 0 0 26 56 88 84 0 0 254 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE 0 0 0 0 0 0 0 0 0 0 0
LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 TOTAL ESTIMATED HOURS BY PHASE 0 0 0 0 43 84 116 92 0 0
TOTAL ESTIMATED PROJECT
HOURS 335
ACOUSTICS
ESTIMATED HOURS PER PHASE BY BILLING CATEGORY
530
LABOR CATEGORY/TITLE HOULY BILLING RATE PROJECT MANAGEMENT &
COORDINATION
SITE EVALUATION &
MASTER PLANNING SPACE PROGRAMMING ENVIRONMENTAL &
ENTITLEMENT SUPPORT SCHEMATIC DESIGN DESIGN DEVELOPMENT CONSTRUCTION
DOCUMENTS
PERMITTING & BIDDING
SUPPORT
CONSTRUCTION
ADMINISTRATION PROJECT CLOSEOUT
TOTAL ESTIMATED
HOURS FOR
CATEGORY/TITLE
Director Cost Management 335.00 $ 0 0 8 0 16 16 16 0 0 0 56 Associate Director, Cost Management 260.00 $ 0 0 16 0 24 24 16 0 0 0 80 Senior Cost Manager 225.00 $ 0 0 45 0 72 78 69 0 0 0 264 Senior Cost Manager, MEP 225.00 $ 0 0 16 0 42 72 48 0 0 0 178 Cost Manager 200.00 $ 0 0 0 0 64 80 60 0 0 0 204 Kick-off Meeting with Design Team - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE 0 0 0 0 0 0 0 0 0 0 0
LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 TOTAL ESTIMATED HOURS BY PHASE 0 0 85 0 218 270 209 0 0 0
TOTAL ESTIMATED PROJECT
HOURS 782
COST ESTIMATOR
ESTIMATED HOURS PER PHASE BY BILLING CATEGORY
531
LABOR CATEGORY/TITLE HOULY BILLING RATE PROJECT MANAGEMENT &
COORDINATION
SITE EVALUATION &
MASTER PLANNING SPACE PROGRAMMING ENVIRONMENTAL &
ENTITLEMENT SUPPORT SCHEMATIC DESIGN DESIGN DEVELOPMENT CONSTRUCTION
DOCUMENTS
PERMITTING & BIDDING
SUPPORT
CONSTRUCTION
ADMINISTRATION PROJECT CLOSEOUT
TOTAL ESTIMATED
HOURS FOR
CATEGORY/TITLE
Staff Geo/Eng 135.00 $ 0 14 0 0 0 0 0 0 0 0 14 Staff Geo/Eng - PW 190.00 $ 0 16 0 0 0 0 0 0 0 0 16 Staff Geo/Eng - PW OT 285.00 $ 0 4 0 0 0 0 0 0 0 0 4 Project Engineer 155.00 $ 0 16 0 0 0 20 8 0 20 0 64 Sr Geo/Eng 190.00 $ 0 4 0 0 0 4 0 0 0 0 8 Admin/Drafting/WP 105.00 $ 0 16 0 0 0 4 0 0 0 0 20 Laboratory Testing 500.00 $ 0 14 0 0 0 0 0 0 0 0 14 Subcontractor (Drilling) 10,350.00 $ 0 1 0 0 0 0 0 0 0 0 1 Geophysics 5,000.00 $ 0 1 0 0 0 0 0 0 0 0 1 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE 0 0 0 0 0 0 0 0 0 0 0
LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 TOTAL ESTIMATED HOURS BY PHASE 0 86 0 0 0 28 8 0 20 0
TOTAL ESTIMATED PROJECT
HOURS 142
GEOTECHNICAL
ESTIMATED HOURS PER PHASE BY BILLING CATEGORY
532
LABOR CATEGORY/TITLE HOULY BILLING RATE PROJECT MANAGEMENT &
COORDINATION
SITE EVALUATION &
MASTER PLANNING SPACE PROGRAMMING ENVIRONMENTAL &
ENTITLEMENT SUPPORT SCHEMATIC DESIGN DESIGN DEVELOPMENT CONSTRUCTION
DOCUMENTS
PERMITTING & BIDDING
SUPPORT
CONSTRUCTION
ADMINISTRATION PROJECT CLOSEOUT
TOTAL ESTIMATED
HOURS FOR
CATEGORY/TITLE
Principal 275.00 $ 2 0 0 0 0 2 3 0 2 2 11 Director 225.00 $ 2 0 0 0 0 0 0 0 2 0 4 Project Manager 175.00 $ 15 0 0 0 2 2 2 2 20 5 48 Cx Authority 150.00 $ 2 0 0 0 2 4 4 2 35 6 55 Cx Associate 120.00 $ 2 0 0 0 0 0 0 0 40 6 48 Admin 100.00 $ 0 0 0 0 0 0 0 0 8 4 12 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 LABOR CATEGORY/TITLE 0 0 0 0 0 0 0 0 0 0 0
LABOR CATEGORY/TITLE - $ 0 0 0 0 0 0 0 0 0 0 0 TOTAL ESTIMATED HOURS BY PHASE 23 0 0 0 4 8 9 4 107 23
TOTAL ESTIMATED PROJECT
HOURS 178
COMMISSIONING
ESTIMATED HOURS PER PHASE BY BILLING CATEGORY
533
Report to City Council
ID: 26-0100 Page 1
TO: Mayor and City Council
FROM: Melissa Walker, Public Works Director/City Engineer
AGENDA DATE: March 17, 2026
TITLE: ADOPTION OF ORDINANCE AND RESOLUTION
AMENDING TRANSPORTATION UNIFORM
MITIGATION FEE (TUMF) PROGRAM AND RATES
(REPORT OF: PUBLIC WORKS)(DISTRICT: ALL
DISTRICTS)
TITLE SUMMARY: A Public Hearing To Adopt Ordinance ___ To Amend Ordinance N umber 1019 To Establish Construction Cost
Index Adjustments To The Western Riverside County
Transportation Uniform Mitigation Program And Adoption Of Resolution ___ Amending The Applicable Transportation
Uniform Mitigation Fee Applicable To All Developments
DISTRICT: All Districts
Recommendation(s)
That the City Council:
1. Adopt Ordinance ___, amending Ordinance Number 1019; and
2. Adopt Resolution Number ___, amending the applicable Transportation Uniform Mitigation Fee applicable to all developments.
SUMMARY
This report recommends adoption of Ordinance No. ___, amending Ordinance No. 1019 to establish construction cost index adjustments to the Western Riverside County 534
ID: 26-0100 Page 2
Transportation Uniform Mitigation Fee (TUMF) program and adoption of Resolution No. ___, amending the applicable TUMF schedule applicable to all developments in the City.
DISCUSSION
The City of Moreno Valley is a Member Jurisdiction of the Western Riverside Council of Governments (WRCOG), a joint powers agency comprised of the County of Riverside and 18 cities located in Western Riverside County. Acting in concert, in 2002 -2003, the WRCOG Member Jurisdictions developed a plan whereby the shortfall in funds needed to enlarge the capacity of the Regional System of Highways and Arterials due to new development in Western Riverside County could be made up in part by a Transportation Uniform Mitigation Fee (TUMF) on future residential, commercial , and industrial development. As a Member Jurisdiction of WRCOG and as a TUMF Participating Jurisdiction, the City participated in the preparation of a certain “Western Riverside County Transportation Uniform Fee Nexus Study” (2002 Nexus Study) , later adopted by the WRCOG Executive Com mittee. Based on the 2002 Nexus Study, the City adopted and implemented an ordinance authorizing the City’s participation in a TUMF Program .
On December 3, 2024 , the City Council adopted Resolution 2024 -68, amending the applicable TUMF applicable to all developments in the City. On December 17, 2024, the City Council adopted Ordinance No. 1019, amending and superseding Ordinance s No. 925 and No. 950 to update the participation in the Western Riverside County TUMF program.
Pursuant to the Mitigation Fee Act (Gov. Code §§ 66000 et seq.), WRCOG prepared a nexus study (2024 Nexus Study) to update the fees. On September 9, 2024, the WRCOG Executive Committee reviewed the 2024 Nexus Study and recommended TUMF Participating Jurisdictions update their fees by am ending their applicable TUMF ordinances to reflect changes in the TUMF network and the cost of construction.
The proposed ordinance amends Ordinance No. 1019 to establish automatic construction cost index adjustments to the Western Riverside County TUMF program. It also includes minor updates to the definitions portion of Ordinance No. 1019 to clarify the definitions of residential units. The actual TUMF schedule will be established through the Resolution.
The resolution will establish the Fee Schedule for TUMF as follows:
1. $12,705 per single family residential unit 1,800 square feet or less
2. $14,292 per single family residential unit between 1,801 and 2,300 square feet
3. $15,881 per single family residential unit between 2,301 and 2,700 square feet
4. $19,851 per single family residential unit greater than 2,700 square feet
5. $8,021 per multi-family residential unit
6. $2.39 per square foot of an industrial project
7. $7.92 per square foot of a retail commercial project
8. $5.02 per square foot of a service commercial project
9. $2.51 per square foot of a service Class A and B Office
ALTERNATIVES
535
ID: 26-0100 Page 3
1. Approve and authorize the recommended actions as presented in this staff report.
This alternative will establish construction cost index adjustments to the TUMF program. Staff recommends this alternative.
2. Do not approve and authorize the recommended actions as presented in this staff report. This alternative will not allow for construction cost index adjustments to the TUMF program. Staff does not recommend this alternative.
FISCAL IMPACT
Participating in the TUMF program will provide needed resources to enlarge the capacity of the Regional System of Highways and Arterials due to new development in Western Riverside County. There is no impact to the General Fund.
NOTIFICATION
Publication of the agenda
A Notice of Public Hearing was published in the Press Enterpri se Newspaper on March 6, 2026.
PREPARATION OF STAFF REPORT
Prepared By: Department Head Approval:
Larry Gonzales, P.E. Melissa Walker, P.E.
Land Development Principal Engineer Public Works Director / City Engineer
Concurred By:
Harold Zamora, P.E.
Engineering Division Manager / Assistant City Engineer
CITY COUNCIL GOALS
Community Image, Neighborhood Pride and Cleanliness: Promote a sense of community pride and foster an excellent image about our City by developing and executing programs which will result in quality development, enhanced neighborhood preservation efforts, including home rehabilitation and neighborhood restoration.
Positive Environment: Create a positive environment for the development of Moreno Valley's future.
Public Facilities and Capital Projects: Ensure that needed public facilities, roadway improvements, and other infrastructure improvements are constructed and maintained.
CITY COUNCIL STRATEGIC PRIORITIES
1. Economic Development
2. Public Safety
536
ID: 26-0100 Page 4
3. Library
4. Infrastructure
5. Beautification, Community Engagement, and Quality of Life
6. Youth Programs
537
ID: 26-0100 Page 5
Report Approval Details
Document
Title:
STAFFREPORT_PW_LD_TUMF_UPDATE_2026_NEXUS_STUDY.do
cx
Attachments
:
- City Ordinance TUMF .docx
- City Resolution TUMF.docx
Final
Approval
Date:
Mar 9, 2026
This report and all of its attachments were approved and signed as outlined below:
Melissa Walker
Sean Kelleher
Natalia Medina
Felicia London, MPA
Launa Jimenez
Brian Mohan
Patty Rodriguez
538
1 Ordinance No. ____
Date Adopted: March 17, 2026
ORDINANCE NO. ____
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
MORENO VALLEY, CALIFORNIA, AMENDING
ORDINANCE NO. 1019 TO ESTABLISH CONSTRUCTION
COST INDEX ADJUSTMENTS TO THE WESTERN
RIVERSIDE COUNTY TRANSPORTATION UNIFORM
MITIGATION FEE (TUMF) PROGRAM
WHEREAS, the City of Moreno Valley (“City”) is a general law City and a municipal corporation of the State of California; and
WHEREAS, the City of Moreno Valley is a member agency of the Western Riverside Council of Governments (“WRCOG”), a joint powers agency comprised of the County of Riverside and 18 cities located in Western Riverside County. Acting in concert, the WRCOG Member Agencies developed a plan whereby the shortfall in funds needed to enlarge the capacity of the Regional System of Highways and Arterials in Western Riverside County (the “Regional System”) could be made up in part by a Transpo rtation Uniform Mitigation Fee (“TUMF”) on future residential, commercial and industrial development; and
WHEREAS, in furtherance of this plan, the WRCOG Executive Committee adopted the “Western Riverside County Transportation Uniform Fee Nexus Study”, dated October 18, 2002 (the “2002 Nexus Study”); and
WHEREAS, based on the 2002 Nexus Study, the City adopted and implemented an ordinance (the “TUMF Ordinance”) pursuant to California Government Code sections 66000 et seq. authorizing the City to impose the Transportation Uniform Mitigation Fee (“TUMF”) upon new development; and
WHEREAS, in 2016, the TUMF Nexus Study (“2016 Nexus Study”) was updated for the purpose of updating the fees. On July 10, 2017, the WRCOG Executive Committee reviewed the 2016 Nexus S tudy and TUMF Program and recommended TUMF Participating Jurisdictions amend their applicable TUMF ordinances to reflect changes in the TUMF network and the cost of construction in order to update the TUMF Program; and
WHEREAS, on September 19, 2017, the C ity adopted Ordinance No. 925, which adopted the 2016 Nexus Study and updated the TUMF; and
WHEREAS, in 2018, the TUMF Program was altered to adopt a process in which WRCOG calculates and collects TUMF on behalf of member agencies under the Western Riverside County Transportation Uniform Mitigation Fee Program Ordinance of 2018; and WHEREAS, the City adopted Ordinance No. 950 on April 2, 2019, allowing WRCOG to calculate and collect TUMF on behalf of the City; and WHEREAS, WRCOG, with the assistance of TUMF Participating Jurisdictions, prepared an updated nexus study entitled “Transportation Uniform Mitigation Fee Nexus Study: 2024 Update” (“2024 Nexus Study”) pursuant to California Government Code sections 66000 et seq. (the Mitigation Fee Act), for the purpose of updating the fees; and 539
2 Ordinance No. ____
Date Adopted: March 17, 2026
WHEREAS, in September 2024, the WRCOG Executive Committee reviewed the 2024 Nexus Study and TUMF Program and recommended TUMF Participating Jurisdictions amend their applicable TUMF ordinances to reflect changes in the TUMF network and the cost of construction in order to update the TUMF Program; and WHEREAS, on December 17, 2024, the City Council adopted Ordinance No. 1019, which adopted the 2024 Nexus Study and its findings; and WHEREAS, the TUMF Administrative Plan calls fo r a Construction Cost Index (“CCI”) adjustment to be brought forth to the WRCOG Executive Committee on an annual basis; and
WHEREAS, on December 1, 2025, the WRCOG Executive Committee approved the implementation of an automatic CCI adjustment for all TUMF land uses tied to the September indices of the National Association of Realtors and Engineering News Record with a cap at 5% of any annual adjustments; and
WHEREAS, an automatic CCI adjustment ensures that fee levels keep pace with increases in cost of constructing transportation projects and avoids large increases at comprehensive TUMF Nexus Study updates; and
WHEREAS, this approach also allows for consistency and p redictability for the TUMF Program, while ensuring that the fair share principles under AB 1600 are satisfied; and
WHEREAS, the City Council desires to provide for automatic inflationary adjustments to the TUMF to reflect changes in construction costs over time, without modifying the underlying fee nexus, land use assumptions, or fee methodology; and WHEREAS, this Ordinance also includes minor updates to the definitions portion of the previous Ordinance to clarify the definitions of residential units.
The City Council of the City of Moreno Valley does ordain as follows:
SECTION 1. The above recitals are true and correct and are incorporated herein by this reference.
SECTION 2. The definition of “Multi-Family Residential Unit” outlined in Section
3.44.030.H of Ordinance No. 1019 is hereby amended to read as follows:
“H. “Multi-Family Residential Unit” means a residential dwelling unit that is physically attached to one or more other dwelling units by a shared wall, floor, ceiling, roof, or structural foundat ion, regardless of the lot or parcel configuration, ownership structure, or type of subdivision (including condominium subdivisions). Multi -family residential units include, but are not limited to, duplexes, townhomes, apartments, and condominiums with attached units. As outlined in the Ordinance, accessory dwelling units (ADUs) and junior accessory dwelling units (JADUs), as defined by state law, are exempt from TUMF and shall not be counted in determining residential land use classification.”
SECTION 3. The definition of “Single Family Residential Unit” outlined in Section
3.44.030.N of Ordinance No. 1019 is hereby amended to read as follows:
540
3 Ordinance No. ____
Date Adopted: March 17, 2026
“N. Single Family Residential Unit” means a residential dwelling unit that is physically detached from any other dwelling unit, sharing no common wall, floor, ceiling, roof, or structural foundation with another dwelling unit, regardless of the lot or parcel configuration, ownership structure, or type of subdivision (including condominium subdivisions). As outlined in the Ordinance, accessory dwelling units (ADUs) and junior accessory dwelling units (JADUs), as defined by state law, are exempt from TUMF and shall not be counted in determining residential land use classification.”
SECTION 4. Section 3.44.040.C.1 is hereby added to Ordinance No. 1019 to read as follows:
“Beginning July 1, 2026, and annually thereafter, the Transportation Uniform Mitigation Fee (TUMF) shall be automatically adjusted to reflect changes in construction costs.
The annual adjustment shall be calculated by WRCOG based on a blended Construction Cost Index derived from: (1) the National Association of Realtors – Median Sales Price of Existing Single -Family Homes, and (2) the Engineering News -Record (ENR) Construction Cost Index, using the September values of each index from the prior calendar year.
The percentage adjustment applied to the TUMF shall equal the annual percentage change in the blended index; provided, however, that in no event shall the annual adjustment exceed five percent (5%), whether positive or negative.
The calculated adjustment shall be implemented on July 1 of the year following index calculation.
If either referenced index is discontinued or materially altered, WRCOG shall apply a comparable, industry-recognized index that most closely reflects regional transportation construction costs.”
SECTION 5. Effect. No provisions of this Ordinance shall entitle any person who has already paid the TUMF to receive a refund, credit or reimbursement of such payment.
This Ordinance does not create any new TUMF.
SECTION 6. Severability. If any section, subsection, subdivision, paragraph, sentence, clause or phrase of this ordinance, or any part thereof, is for any reason held to be unconstitutional, such decision shall not affect the validity of the remaining portion of this Ordinance or any part thereof. The City Council hereby declares that it would have passed each section, subsection, subdivision, paragraph, sentence, clause or phrase thereof, irrespective of the fact that any one or more section, subsection, subdivision, paragraph, sentence, clause or phrase be declared unconstitutional. If for any reason any portion of this ordinance is found to be invalid by a court of competent jurisdiction, the balance of this ordinance shall not be affected.
SECTION 7. No Procedural Defenses. Prohibition of Jurisdictions from raising procedural defenses, including without limitation a statute of limitations, laches, the California Government Tort Claims Act, and necessary parties in a dispute with WRCOG regarding the matters set forth herein.
541
4 Ordinance No. ____
Date Adopted: March 17, 2026
SECTION 8. Judicial Review. In accordance with State law, any judicial action or proceeding to attack, review, set aside, void or annul this Ordinance shall be commenced within 90 days of the date of adoption of this Ordinance.
SECTION 9. This Ordinance amends certain provisions of Ordinance No. 1019 provided this Ordinance is not declared invalid or unenforceable by a court of competent jurisdiction. If, for whatever reason, this Ordinance is declared inva lid or unenforceable by a court of competent jurisdiction, Ordinance No. 1019 and all other related ordinances and polices shall remain in full force and effect.
SECTION 10. Effective Date. This Ordinance shall take effect thirty (30) days after its adoption.
APPROVED AND ADOPTED this __17__ day of ____March______, 2026.
_________________________________
Ulises Cabrera
Mayor
City of Moreno Valley
542
5 Ordinance No. ____
Date Adopted: March 17, 2026
ATTEST:
______________________________
M. Patricia Rodriguez, City Clerk
APPROVED AS TO FORM:
______________________________
Steven B. Quintanilla, City Attorney
543
6 Ordinance No. ____
Date Adopted: March 17, 2026
ORDINANCE JURAT
STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE ) ss.
CITY OF MORENO VALLEY )
I, M. Patricia Rodriguez , City Clerk of the City of Moreno Valley, California, do hereby certify that Ordinance No. 2026-___ was duly and regularly adopted by the City Council of the City of Moreno Valley at a regular meeting thereof held on the _____ day of______, 2026, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
(Council Members, Mayor Pro Tem and Mayor)
_________________________________________
M. PATRICIA RODRIGUEZ, CITY CLERK
(SEAL)
544
Attachment “1“
1 Resolution No. 2026-____
Date Adopted: March 17, 2026
RESOLUTION NO. 2026-____
A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF
MORENO VALLEY, CALIFORNIA, AMENDING THE
APPLICABLE TRANSPORTATION UNIFORM MITIGATION
FEE (TUMF) APPLICABLE TO ALL DEVELOPMENTS IN
THE CITY OF MORENO VALLEY
WHEREAS, the City of Moreno Valley (“City”) is a member agency of the Western Riverside Council of Governments (“WRCOG”), a joint powers agency comprised of the County of Riverside and eighteen cities located in Western Riverside County; and WHEREAS, the member agencies of WRC OG recognized that there was insufficient funding to address the impacts of new development on the regional system of highways and arterials in Western Riverside County (the “Regional System”); and WHEREAS, in order to address this shortfall, the member ag encies formulated a plan whereby a transportation mitigation fee would be assessed on new development and would be used to fund the necessary improvements for the Regional System; and WHEREAS, WRCOG, with the assistance of TUMF Participating Jurisdictions, prepared an updated nexus study entitled “Transportation Uniform Mitigation Fee Nexus Study: 2024 Update” (“2024 Nexus Study”) pursuant to California Government Code sections 66000 et seq. (the Mitigation Fee Act), for the purpose of updating the fees; and WHEREAS, in September 2024, the WRCOG Executive Committee reviewed the 2024 Nexus Study and TUMF Program and recommended TUMF Participating Jurisdictions amend their applicable TUMF ordinances to reflect changes in the TUMF network and the cost of construction in order to update the TUMF Program; and WHEREAS, consistent with its previous findings made in the adoption of Ordinance No. 925, the City Council has been informed and advised, and hereby finds, that if the capacity of the Regional System is not e nlarged and unless development contributes to the cost of improving the Regional System, the result will be substantial traffic congestion in all parts of Western Riverside County, with unacceptable Levels of Service. Furthermore, the failure to mitigate growing traffic impacts on the Regional System will substantially impair the ability of public safety services (police and fire) to respond and, thus, adversely affect the public health, safety and welfare. Therefore, continuation of a TUMF Program is essential; and
WHEREAS, the City Council finds and determines that there is a reasonable and rational relationship between the use of the TUMF and the type of development projects on which the fees are imposed because the fees will be used to construct the transportation improvements that are necessary for the safety, health, and welfare of the residential and non-residential users of the development in which the TUMF will be levied; and
WHEREAS, the City Council finds and determines that there is a reasonabl e and rational relationship between the need for the improvements to the Regional System and 545
2 Resolution No. 2026-____
Date Adopted: March 17, 2026
the type of development projects on which the TUMF is imposed because it will be necessary for the residential and non-residential users of such projects to have access to the Regional system. Such development will benefit from the Regional System improvements and the burden of such developments will be mitigated in part by payment of the TUMF; and
WHEREAS, the City Council finds and determines that the cost estimates set forth in the new 2024 Nexus Study are reasonable cost estimates for constructing the Regional System improvements and the facilities that compromise the Regional System, and that the amount of the TUMF expected to be generated by new development wi ll not exceed the total fair share cost to such development; and
WHEREAS, the fees collected pursuant to the TUMF Ordinance shall be used to help pay for the design, planning, construction of and real property acquisition for the Regional System improveme nts and its facilities as identified in the 2024 Nexus Study.
The need for the improvements and facilities is related to new development because such development results in additional traffic and creates the demand for the improvements ; and
WHEREAS, by notice duly given and published, the City Council set the time and place for a public hearing on the 2024 Nexus Study and the fees proposed thereunder and at least ten (10) days prior to this hearing, the City Council made the 2024 Nexus Study available to the public; and
WHEREAS, at the time and place set for the hearing, the City Council duly considered data and information provided by the public relative to the cost of the improvements and facilities for which the fees are proposed and all other comments, whether written or oral, submitted prior to the conclusion of the hearing; and WHEREAS, SECTION 4 of Ordinance XX authorizes periodic review and adjustment to the applicable TUMF in accordance with any adjustments made by the WRCOG Executive Committee; and
WHEREAS, SECTION 4 of Ordinance XX implements an annual automatic construction cost index (“CCI”) adjustment to the TUMF; and WHEREAS, the purpose of the Resolution is to implement the initial automatic CCI adjustment as provided for in Ordinance XX; and
WHEREAS, further CCI increases shall be automatically implemented pursuant to SECTION 4 of Ordinance XX; and
WHEREAS, the automatic CCI adjustment implemented by this Resolution is inflationary only and does not modify the underlying fee nexus, land use assumptions, improvement program, or proportionality findings previously adopted by the City; and WHEREAS, the fees collected pursuant to this Resolution shall be used to finance the public facilities described or identified in the Nexus Study; and WHEREAS, the levying of TUMF has been reviewed by the City Council and staff in accordance with the California Environmental Quality Act (“CEQA”) and the CEQA Guidelines and it has been determined that the adoption of this Resolution is exempt from 546
3 Resolution No. 2026-____
Date Adopted: March 17, 2026
CEQA pursuant to Section 15061(b)(3) of the CEQA Guidelines.
NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF MORENO VALLEY, CALIFORNIA, DOES HEREBY RESOLVE AS FOLLOWS:
SECTION 1. Findings. The recitals set forth above are hereby adopted as findings in support of this Resolution. In addition, the City Council re-adopts the findings contained in Section 3.44.040 of Ordinance No. 1019 in support of the adjusted TUMF contained herein.
SECTION 2. TUMF Schedule. In accordance with SECTION 4 of Ordinance XX of the TUMF Ordinance, there is hereby adopted the following fee schedule implementing the initial CCI adjustment for the TUMF, which replaces the fee schedule set forth in Sections 2 and 3 of Resolution No. 2024 -68 in its entirety as of December 3, 2024 shall go into effect upon the Effective Date set forth in Section 4, below:
A. There is hereby adopted the following TUMF schedule:
(1) $12,705 per single family residential unit 1,800 square feet or less (2) $14,292 per single family residential unit between 1,801 and 2,300 square feet (3) $15,881 per single family residential unit between 2,301 and 2,700 square feet (4) $19,851 per single family residential unit greater than 2,700 square feet (5) $8,021 per multi-family residential unit
(6) $2.39 per square foot of an industrial project
(7) $7.92 per square foot of a retail commercial project (8) $5.02 per square foot of a service commercial project (9) $2.51 per square foot of a service Class A and B Office.
SECTION 3. CEQA Findings. The City Council hereby fin ds that in accordance with the California Environmental Quality Act (“CEQA”) and the CEQA Guidelines the adoption of this Resolution is exempt from CEQA pursuant to Section 15061(b)(3).
SECTION 4. Effective Date. This Resolution shall become on July 1, 2026.
APPROVED AND ADOPTED this _____ day of _______________, 2026.
___________________________
Ulises Cabrera
Mayor
City of Moreno Valley
ATTEST:
____________________________
547
4 Resolution No. 2026-____
Date Adopted: March 17, 2026
M. Patricia Rodriguez, City Clerk
APPROVED AS TO FORM:
____________________________
Steven B. Quintanilla, City Attorney
548
5 Resolution No. 2026-____
Date Adopted: March 17, 2026
RESOLUTION JURAT
STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE ) ss.
CITY OF MORENO VALLEY )
I, M. Patricia Rodriguez, City Clerk of the City of Moreno Valley, California, do hereby certify that Resolution No. 2026-___ was duly and regularly adopted by the City Council of the City of Moreno Valley at a regular meeting thereof held on the _____ day of______, 2026 by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
(Council Members, Mayor Pro Tem and Mayor)
__________________________________________
M. PATRICIA RODRIGUEZ, CITY CLERK
(SEAL)
549
Report to City Council
ID: 26-0103 Page 1
TO: Mayor and City Council
FROM: Melissa Walker, Public Works Director/City Engineer
AGENDA DATE: March 17, 2026
TITLE: SECOND AMENDMENT TO THE ENERGY
SCHEDULING AND TRADING SERVICES AGREEMENT
WITH TENASKA POWER SERVICES (REPORT OF:
PUBLIC WORKS) (DISTRICT: ALL DISTRICTS)
TITLE SUMMARY: Authorization And Approval Of The Second Amendment To The Energy Scheduling And Trading Services Agreement
With Tenaska Power Services Company, Amending The
Term For An Additional Two Years
DISTRICT: All Districts
Recommendation(s)
That the City Council:
1. Approve the Second Amendment to the Energy Scheduling and Trading Services Agreement with Tenaska Power Services, Company;
2. Authorize the City Manager to execute the Amendment to the Energy Scheduling and Trading Services Agreement with Tenaska Power Services, Company; and
3. Authorize the City Manager, or their designee, to execute any subsequent amendments to the Energy Scheduling and Trading Services Agreement with Tenaska Power Services, Co mpany, in accordance with the terms of the agreement, and within the budg etary amounts previously approved by the City Council as part of the adopted and/or amended budget process, subject to the approval of the City Attorney.
550
ID: 26-0103 Page 2
SUMMARY
This report recommends approval of a Second Amendment to the Energy Scheduling and Trading Services Agreement with Tenaska Power Services Co., amending the term for an additional two years.
DISCUSSION
To balance the energy needs of its customers, electric utilities buy and sell energy through the California Ind ependent System Operator (CAISO), the nonprofit public benefit corporation responsible for managing the state’s electric transmission system and administering the wholesale power market. Participation in the wholesale market requires certification as a Sch eduling Coordinator by CAISO or the retention of a firm that is CAISO-certified. A Scheduling Coordinator represents market participants, including generators and load-serving entities such as utilities, and is responsible for daily energy scheduling, trading, and the tracking and settlement of transactions. Certification requires demonstration of creditworthiness, installation of required validation and communications software, and completion of CAISO market systems training and testing.
On May 3, 2016, th e City Council approved a five -year agreement with Tenaska Power Services Co. for energy scheduling, trading, and settlement services for Moreno Valley Utility. The agreement was granted its first extension on November 17, 2020, for an additional five -year term. Tenaska was selected through a competitive procurement process and submitted the lowest-cost proposal among the three responses received at the time of contract execution.
The current agreement is set to expire, and a second amendment is proposed to extend the term for an additional two years. The extension is recommended for the following reasons: (1) continued volatility and evolving conditions in the wholesale energy and capacity markets, which could make transition to another Scheduling Coordinat or operationally complex and potentially more costly; (2) Tenaska’s consistently strong performance, with no CAISO compliance or settlement issues and reliable support to the Utility; (3) limited staff resources currently available to manage a transition d ue to competing operational and strategic priorities; and (4) Tenaska’s established familiarity with the Utility’s load profile, resource portfolio, and planned system expansion, which supports continuity, operational efficiency, and informed market participation.
ALTERNATIVES
1. Approve and authorize the recommended actions as presented in this staff report.
Staff recommends this alternative as it will maintain existing scheduling services with no interruption in service to the utility and its customers.
2. Do not approve and authorize the recommended actions as presented in this staff report. Staff does not recommend this alternative, due to limited staffing capacity which could potentially result in higher costs to the City for scheduling, settlement, and risk mitigation services.
551
ID: 26-0103 Page 3
FISCAL IMPACT
There is no fiscal impact associated with the second extension of the Agreement. The costs related to energy scheduling and trading services are already incorporated into the annual purchased power budget adopted by the City Council.
NOTIFICATION
Publication of the Agenda.
PREPARATION OF STAFF REPORT
Prepared By: Department Head Approval:
Daniel Carlos Melissa Walker, P.E.
Power Supply Manager Public Works Director/City Engineer Concurred By:
Jason Niccoli, P.E.
Electric Utility Division Manager
CITY COUNCIL GOALS
Advocacy: Develop cooperative intergovernmental relationships and be a forceful advocate of City policies, objectives, and goals to appropriate ext ernal governments, agencies and corporations.
Positive Environment: Create a positive environment for the development of Moreno Valley's future.
CITY COUNCIL STRATEGIC PRIORITIES
1. Economic Development
2. Public Safety
3. Library
4. Infrastructure
5. Beautification, Community Engagement, and Quality of Life
6. Youth Programs
552
ID: 26-0103 Page 4
Report Approval Details
Document Title: STAFFREPORT_PW_MVU_SECOND AMEND_TENASKA POWER SERVICES.docx
Attachments: - Tenaska Second Amendment Draft.pdf
Final Approval Date: Mar 9, 2026
This report and all of its attachments were approved and signed as outlined below:
Melissa Walker
Sean Kelleher
Natalia Medina
Felicia London, MPA
Launa Jimenez
Brian Mohan
Patty Rodriguez
553
SECOND AMENDMENT
TO THE ENERGY SCHEDULING AND TRADING SERVICES AGREEMENT
This Second Amendment to the Energy Scheduling and Trading Services Agreement (“Second Amendment”) is entered into on March ____, 2026 (the “Second Amendment Effective Date”) by and between City of Moreno Valley (“Customer”) and Tenaska Power Services Co. (“TPS”). Each of Customer and TPS may be referred to herein as a “ Party” and collectively as the “Parties” to this Amendment.
WHEREAS, Customer and TPS are parties to that certain Energy Scheduling and Trading Services Agreement dated as of May 20, 2016 , as amended by the First Amendment dated November 17, 2020 (the “Agreement”); and
WHEREAS, the Parties desire to amend the Agreement as set forth herein.
NOW, THEREFORE, for good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged by both Parties, Customer and TPS hereby agree as follows:
AMENDMENT
1. Unless otherwise defined in this Amendment, capitalized terms used in this Amendment shall have the same meaning as that given to such terms in the Agreement.
2. The Parties hereby amend the Agreement by replacing the second sentence of Section 5 of the Base Agreement with the following sentence:
“This Agreement will have a term of one hundred forty -four (144) Months, beginning on the Commencement Date and ending at 11:59:59 p.m. Pacific Prevailing Time on the last Day of the full one hundred forty-four (144) consecutive calendar Month period following the Commencement Date (“Term”).”
3. The Parties hereby amend the Agreement by replacing the definition of “ Due Date” in Section 1 of the General Terms and Conditions with the following new definition:
““Due Date” means the twentieth (20 th) Day after receipt of the statement or invoice by Customer; provided, however, if such Day is not a Business Day, the next Business Day.”
4. Unless expressly changed by this Amendment, all other terms of the Agreement shall remain in full force and effect.
5. This Amendment may be executed in multiple counterparts, including facsimile(s) or emails, each one of which will be considered an original Agreement, but all of which together will constitute one and the same instrument.
6. This Amendment contains the entire agreement between the Parties with respect to the subject matter of this Amendment and supersedes any previous understandings, commitments, or agreements, oral or written, with respect to such subject ma tter of this Amendment.
554
Signature Page to Second Amendment
INTERNAL USE ONLY
APPROVED AS TO LEGAL FORM:
City Attorney
Date
WHEREFORE, the Parties acknowledge and agree to this Amendment effective as of the Effective Date of this Second Amendment.
TENASKA POWER SERVICES CO. CITY OF MORENO VALLEY
By: __________________________ By: __________________________
Name: Kevin R. Smith Name: ________________________
Title: President Title: _________________________
555
Report to City Council
ID: 26-0097 Page 1
TO: Mayor and City Council
FROM: Melissa Walker, Public Works Director/City Engineer
AGENDA DATE: March 17, 2026
TITLE: APPROVAL OF TEMPORARY ROAD CLOSURES FOR
THE 2026 PUBLIC SAFETY EXPO (REPORT OF:
PUBLIC WORKS) (DISTRICT 1)
TITLE SUMMARY: Approval Of The Temporary Road Closures For The 2026 Public Safety Expo
DISTRICT: District 1
Recommendation(s)
That the City Council:
1. Approve all the recommended road closures for the 202 6 Public Safety Expo as outlined in this report; and
2. Authorize the Moreno Valley Police Department and Public Works Director/City Engineer to make additional changes or recommend road closures as needed for the event.
SUMMARY
The following report recommends approval of the proposed temporary road closures for the 2026 Public Safety Expo hosted by the Parks and Community Services Department.
This event will take place on Saturday, May 16, 202 6, from 10:00 am to 2:00 pm. The road closures will start at 6:30 am and will end at 4:00 pm.
The Moreno Valley Police Department and the Transportation Engineer recommend the proposed closures to allow sufficient time for safe passage before, during, and after the event for all participants. Additionally, this report requests a uthorization to permit the Moreno Valley Police Department and Public Works Director/City Engineer to ma ke 556
ID: 26-0097 Page 2
additional changes or recommended road closures as needed for the event . The cost associated with the street closures are covered in the Parks and Community Services Department. There is no impact to the General Fund.
DISCUSSION
The Public Safety Expo i s a collaborative initiative between the City’s Fire and Police Departments. This free annual event takes place in front of the Public Safety Complex on Saturday, May 16, 2026, from 10:00 a.m. to 2:00 p.m.
Celebrating its 10th year, the Expo will feature a wide range of family-friendly activities, including hands-on exhibits, live demonstrations, music, food, and exciting giveaways.
Attendees will also have the opportunity to meet some of Moreno Valley’s dedicated Firefighters, Police Officers, and other first responders. Event organizers anticipate welcoming approximately 1,500 community members.
Based upon the success of previous years, the Moreno Valley Police Department and the City Engineer recommend implementing the below proposed road closures to ensure the safe and efficient passage of participants before, during, and after the event.
The recommended road closures are as follows:
a. Calle San Juan De Los Lagos between Veterans Way and Frederick Street b. Veterans Way between Newhope Drive and Goldencrest Drive c. Corporate Way between Resource Way and Calle San Juan De Los Lagos The proposed road closures will be in effect between 6:30 a.m. and 4:00 p.m. to help alleviate traffic congestion and enhance public safety for all motorists. Access to commercial businesses along the affected routes will remain open . Local traffic will continue to have the ability to enter and exit businesses adjacent to the road closures throughout the event.
ALTERNATIVES
1. Approve and authorize the recommended actions as presented in this staff report.
The approval will promote safe and efficient passage from the Public Safety Expo for all spectators while reducing the negative impact from the heavy traffic.
2. Do not approve and authorize the recommended actions as presented in this staff report. This alternative will limit the implementation of efficient traffic solutions for the Public Safety Expo.
FISCAL IMPACT
The cost associated with the requested street closures are covered in the Parks and Community Services Department’s Fiscal Year 2025/2026 adopted operating budget.
There is no impact to the General Fund.
NOTIFICATION
557
ID: 26-0097 Page 3
Publication of the agenda.
Road closure information will be amplified and shared via social media by the Parks and Community Services Department.
PREPARATION OF STAFF REPORT
Prepared By: Department Head Approval:
Harold Zamora, P.E. Melissa Walker, P.E.
Engineering Division Manager/Assistant City Engineer Public Works Director/City Engineer Concurred By:
Jeremy Bubnick, Director
Park & Community Services Department
CITY COUNCIL GOALS
Community Image, Neighborhood Pride and Cleanliness: Promote a sense of community pride and foster an excellent image about our City by developing and executing programs which will result in quality development, enhanced neighborhood preservation efforts, including home rehabilitation and neighborhood restoration.
Public Safety: Provide a safe and secure environment for people and property in the community, control the number and severity of fire and hazardous material incidents, and provide protection for citizens who live, work and visit the City of Moreno Valley.
CITY COUNCIL STRATEGIC PRIORITIES
1. Economic Development
2. Public Safety
3. Library
4. Infrastructure
5. Beautification, Community Engagement, and Quality of Life
6. Youth Programs
558
ID: 26-0097 Page 4
Report Approval Details
Document
Title:
STAFFREPORT_PW_TED_PUBLICSAFETYEXPO_ROADCLOSURES
.docx
Attachment
s:
- 05.16.2026- Public Safety Expo - Road Closure Layout.pdf Final
Approval
Date:
Mar 9, 2026
This report and all of its attachments were approved and signed as outlined below:
Melissa Walker
Sean Kelleher
Natalia Medina
Felicia London, MPA
Launa Jimenez
Brian Mohan
Patty Rodriguez
559
Public safety Expo 2026-Closure Overview
Address: Calle San Juan De Los Lagos
Event Date: May 16, 2026
K e y :
H a r d R o a d C l o s u r e
D r i v e w a y C l o s u r e
560
Public Safety Expo 2026-Closure Overview w/ Attendee Parking Directions Address: Calle San Juan De Los Lagos
Event Date: May 16, 2026
Key:
Hard Closures
Driveway Closure
Attendee Vehicle Entry Point
561
Report to City Council
ID: 26-0112 Page 1
TO: Mayor and City Council
FROM: Sarah Mack, Chief of Police
AGENDA DATE: March 17, 2026
TITLE: APPROVE USE OF ASSET FORFEITURE FUNDS TO
PURCHASE LAW ENFORCEMENT EQUIPMENT AND
SOFTWARE (REPORT OF: POLICE) ( DISTRICT: NOT
APPLICABLE)
TITLE SUMMARY: Approval to Utilize Asset Forfeiture Funds to Purchase Law Enforcement Equipment and Software
DISTRICT: Not Applicable
Recommendation(s)
That the City Council:
1. Authorize the Police Department to purchase law enforcement equipment and, updated and additional software licenses with maintenance for $149,718.91; and
2. Approve the use of Asset Forfeiture funds and the proposed budget adjustments as set forth in the Fiscal Impact Section of this report; and
3. Authorize the City Manager and Chief Financial Officer to approve Purchase Orders to effectuate the acquisition of law enforcement equipment and software licenses with maintenance for $149,718.91.
SUMMARY
This report recommends that the City Council authorize the use of Asset Forfeiture funds to support the Moreno Valley Police Department (MVPD) Traffic Unit equipment and technology needs.
562
ID: 26-0112 Page 2
MVPD requests the use of $149,718. 91 in Asset Forfeiture funds to acquire (1) replacement Getac tablets; (2) Leica Scanner software updates and licenses for traffic collision reconstruction; and (3) the outfitting of the newly replaced commercial enforcement vehicle to ensure it meets the operational standards as set forth by the Riverside County Sheriff Department.
Asset Forfeiture funds are secured by the County of Riverside via the State of California’s asset forfeiture laws. The funds may only be used to support law enforcement activities.
DISCUSSION
The contract for law enforcement services with the Riverside County Sheriff Dep artment (RSO) includes providing the City with a specialized traffic unit, including the Motor and Commercial Vehicle Enforcement teams. As the teams provide service solely to the City of Moreno Valley, the City is responsible for providing the equipment, tools, and services needed to support the service(s) to the community. The following reflects the current needs of the MVPD Traffic Unit.
Getac Tablets
Getac tablets are used by 13 deputies and one Sergeant to enhance mobile capabilities and support field-based operations. These devices are also the standard platform used countywide by the Riverside County Sheriff’s Department, ensuring consistency, compatibility, and seamless integration with County systems. The devices are supplied through the Sheriff’s Department’s authorized vendor, Golden Star Technology, which provides the required configuration and support necessary for deployment within the County’s technology environment.
The existing Getac tablets are now outdated and no longer operat e at optimal performance levels. To maintain operational efficiency, reliability, and alignment with County standards, MVPD is requesting approval to upgrade to the latest model that is necessary to maintain efficiency and reliability. The oldest Getac tablets currently in use were put into operation in 2018.
Commercial Enforcement Truck Outfitting
The City implemented a Commercial Vehicle Safety Program on May 3, 2016. The Commercial Vehicle Safety Program, a unit within the Traffic Team, is responsible f or ensuring that commercial motor vehicles operate safely in compliance with the California Vehicle Code and other applicable laws and regulations. In addition to conducting inspections and enforcing safety standards, the team also enforces designated commercial vehicle parking.
The vehicles assigned to support the program are part of the City’s vehicle lease and replacement schedule. The 2017 Silverado diesel double cab pickup truck was replaced during the current fiscal year with a 2026 RAM 2500 crew cab diesel pickup truck and requires the installation of necessary law enforcement equipment.
563
ID: 26-0112 Page 3
This equipment is needed to meet operational standards and ensure it is fully equipped to support enforcement activities. This includes installing the necessary s afety items, emergency lighting, communication systems, and inspection tools . Johnson Equipment Company is used by the Riverside County Sheriff’s Office for outfitting vehicles with the standard law enforcement equipment . Utilizing Johnson Equipment Compan y ensures consistency with Riverside County Sheriff’s Office specifications, compatibility with existing equipment, and uniformity across the fleet.
For these reasons, Johnson Equipment Company is the only vendor to provide the specific equipment and ins tallation required to meet the Sheriff’s Department’s operational and standardization requirements.
Lieca Scan Station C10
For nearly 20 years, MVPD has utilized advanced accident reconstruction technology to support roadway safety and ensure accurate doc umentation of major injury and fatal collisions. The initial Leica Scan Station C10 was purchased in 2009. With a life expectancy of five to eight years due to technological advancements, the system has been replaced twice. The current Leica system was upg raded in 2024 to enhance processing speed and functionality in response to evolving investigative demands and advancements in technology. Precision Survey is the original supplier of the Leica Scan software currently used by the Police Department. MVPD will continue utilizing Precision Survey as the vendor to support the Leica scanning system used for accident reconstruction.
To ensure continued reliability and alignment with current industry standards, MVPD is requesting approval to (1) upgrade the current Leica software license to include ongoing technical support and maintenance , and (2) purchase a second software license to improve operational efficiency.
The initial purchase and first year of the proposed Leica Scan software maintenance and technical support will be funded through Asset Forfeiture revenue. Beginning in FY 2026/2027 and thereafter, while the system remains operational, annual software maintenance costs will be incorporated into the Police Department’s General Fund budget allocation request.
For continuity of government and operational efficiencies, staff recommends purchasing the equipment through the established law enforcement single-source vendors as follows:
Vendor Name Equipment Description Amount
Precision Survey, LLC Leica software and
maintenance $31,964.18
Golden Star Technology Getac field equipment $69,844.17 Johnson Equipment
Company
Commercial Enforcement
truck outfitting $47,910.56
Grand Total $149,718.91
564
ID: 26-0112 Page 4
ALTERNATIVES
1. Authorize the purchase of law enforcement equipment, software, and support totaling $149,718. 91 using Asset Forfeiture funds and approve budget adjustments as set forth in the Fiscal Impact section of this report . Staff recommends this alternative.
2. Do not authorize the purchase of law enforcement equipment, software, and support totaling $149,718.91 using Asset Forfeiture funds . Staff does not recommend this alternative.
FISCAL IMPACT
The Police Department is requesting that the City Council approve the equipment purchases and software upgrades of $149,718.91 in Asset Forfeiture revenue funds secured by the County of Riverside.
Description Fund GL Account No. Type
(Rev/Exp)
FY25/26
Budget
Proposed
Adjustments
FY25/26
Amended
Budget
Asset Forfeiture
Revenue
Gen.
Fund.
1010-60-65-40010-480150 Rev $0 $149,719 $149,719
Oper Mtrls – Mach-
Equip-Repl.Fun & Equip.
Gen.
Fund
1010-60-67-40210-660320 Exp $0 $117,755 $117,755
Software
Maint/Support/License
Gen.
Fund
1010-60-67-40210-625010 Exp $7,500 $31,964 $39,464
NOTIFICATION
Publication of the Agenda.
PREPARATION OF STAFF REPORT
Prepared By: Department Head Approval:
Mayra Gonzalez Sarah Mack
Senior Management Analyst Police Chief
Concurred By:
Shanna Palau
Public Safety Contracts Administrator
CITY COUNCIL GOALS
Public Safety: Provide a safe and secure environment for people and property in the community, control the number and severity of fire and hazardous material incidents, and provide protection for citizens who live, work and visit the City of Moreno Valley.
CITY COUNCIL STRATEGIC PRIORITIES
1. Economic Development
2. Public Safety
3. Library
565
ID: 26-0112 Page 5
4. Infrastructure
5. Beautification, Community Engagement, and Quality of Life
6. Youth Programs
566
ID: 26-0112 Page 6
Report Approval Details
Document Title: STAFFREPORT_PD_SOFTWAREANDEQUIPMENT
PURCHASE.docx
Attachments: - Est_6686_from_Johnson_Equipment_Co._19624.pdf - Estimate 32999_New License Quote.pdf
- Estimate 33000_Reactivate Existing.pdf
- Golden_Star_Technology_Inc.165648.v1.11.pdf
Final Approval
Date:
Mar 10, 2026
This report and all of its attachments were approved and signed as outlined below:
No Signature - Task assigned to Sarah Mack was completed by assistant Shanna Palau
Sarah Mack
Natalia Medina
Felicia London, MPA
Launa Jimenez
Brian Mohan
Patty Rodriguez
567
Quote
Date
11/18/2025
Quote #
6686
Bill To:
City of Moreno Valley
15670 Perris Boulevard
Moreno Valley Ca 92551
Ship To:
City of Moreno Valley
15670 Perris Boulevard
Moreno Valley, CA 92551
P.O. No. Terms
Net 30
Rep
GJ
FOB
Perris, Ca
Project Make / Model / Year
2026 RAM
Signature Total
Subtotal
Sales Tax (7.75%)test
7 Item DescriptionQty Each Total
FS VALR51J-P1BL Federal Signal 51" Valor, Red/Blue warning lights, all 2-color except positions 15, 25, and 26 low hook mount, includes choice of HKB, Convergence Network
compatible, FSJoin
1.00 2,471.70 2,471.70T
FS PF400S17B Federal Signal Pathfinder Siren/Light Controller with 17-button controller, 400 W
1.00 1,578.50 1,578.50T
FS EXPMOD24 Federal Signal 24-Channel Expansion Module2.00 261.60 523.20T FS OBDCABLE6-DGCAN Federal Signal 6-ft OBDII interface cable, for use on 2018-2020 Dodge Charger Pursuit and 2018-2020 Dodge
Durango, and 2018 Dodge Ram 1500
1.00 133.20 133.20T
FS 750501V Federal Signal Speaker, 100 W, vertical mounting applications, with multi-vehicle mount bolts and hardware, high output, Class A
2.00 0.00 0.00T
FS 750501-07 Federal Signal Mounting bracket for vertical applications, push bumper
2.00 0.00 0.00T
FS RJ45 Split Federal Signal RJ 45 Splitter1.00 37.50 37.50T FS CNSMJ8R-P1C Federal Signal CN Signalmaster 4 Red/Amber, 4 Blue /Amber Modules
1.00 955.27 955.27T
Misc parts extendobed quote per customer supplied extendo bed drawing
1.00 9,874.80 9,874.80T
Set BK1557DRT192500 Setina PB450LR2 Light-Ready With Federal Signal Micropulse
1.00 485.99 485.99T
FS MPS62U-RW Federal Signal MicroPulse Ultra 6, Dual Color, Clear lens, surface mount, 12/24 Vdc Red/White (Push Bumper)
1.00 109.20 109.20T
FS MPS62U-BW Federal Signal MicroPulse Ultra 6, Dual Color, Clear lens, surface mount, 12/24 Vdc Blue/White (Push Bumper)
1.00 109.20 109.20T
FS MPS123U-RBW Federal Signal Micro Pulse 12, Tri Color Red / Amber / White (Side of Push Bumper)
2.00 170.40 340.80T
Quote
Date
11/18/2025
Quote #
6686
Bill To:
City of Moreno Valley
15670 Perris Boulevard
Moreno Valley Ca 92551
Ship To:
City of Moreno Valley
15670 Perris Boulevard
Moreno Valley, CA 92551
P.O. No. Terms
Net 30
Rep
GJ
FOB
Perris, Ca
Project Make / Model / Year
2026 RAM
Signature Total
Subtotal
Sales Tax (7.75%)test
7 Item DescriptionQty Each Total
FS 416918-RBW Federal Signal Tri-Color, Single-Head Corner LED Systems (1) LED Head With Black Bezel, Red/Blue/White,
Clear lens (Tail Lights)
2.00 0.00 0.00T
FS MPS63U-RBW Federal Signal MicroPulse Ultra 6, Tri-Color, Clear lens, surface mount, 12/24 Vdc, (18) LEDs, Red/Blue/White
(Front Fender)
2.00 140.40 280.80T
FS MPS63U-RBA Federal Signal MicroPulse Ultra 6, Tri-Color, Clear lens, surface mount, 12/24 Vdc (18) LEDs, Red, Blue, Amber(
Shell Door)
2.00 140.40 280.80T
SO ENT3W3RBW Sound Off Intersector Surface Mount Light, 9-32 Vdc, White Housing, 18 LED, Tricolor - Red/Blue/White
2.00 206.28 412.56T
SO PNT3BKUMB2-D Sound Off Under Mirror Mount Bracket Kit (each) for installation on 2014 - 2020 Dodge Ram 1500 Classic, for use with Intersector Surface Mount & mpower® 3 and 4
inch Stud & Quick Mounts, Driver Sid
1.00 23.22 23.22T
SO PNT3BKUMB2-P Sound Off Under Mirror Mount Bracket Kit (each) for installation on 2014 - 2020 Dodge Ram 1500 Classic, for use with Intersector Surface Mount & mpower® 3 and 4
inch Stud & Quick Mounts, Passenger Side
1.00 23.22 23.22T
SO ESLRL73168 Sound Off SL Running Light, 72" - 6 Module, Tricolor Red/Blue/White
2.00 414.72 829.44T
SO PSLVBK05 Sound Off Universal Mounting Kit for SL Running Light includes: Bracket & Hardware Kit
2.00 28.08 56.16T
C3 CW3225 Code-3 LED Utility Bar, 25", DOUBLE, COMBO, 12-24V1.00 303.72 303.72T Troy CC-HDWB-20 Troy Products Universal Wide Body Console (8" slope/ 12" level)
1.00 511.92 511.92T
Troy AC-DG4500-WB Troy Products 2013-17 Ram truck floor mount; For Wide-body consoles only
1.00 0.00 0.00T
Troy FP-WCENCOM-JD Troy 4" faceplate for Whelen Cencom siren1.00 0.00 0.00T
Quote
Date
11/18/2025
Quote #
6686
Bill To:
City of Moreno Valley
15670 Perris Boulevard
Moreno Valley Ca 92551
Ship To:
City of Moreno Valley
15670 Perris Boulevard
Moreno Valley, CA 92551
P.O. No. Terms
Net 30
Rep
GJ
FOB
Perris, Ca
Project Make / Model / Year
2026 RAM
Signature Total
Subtotal
Sales Tax (7.75%)test
7 Item DescriptionQty Each Total
Troy FP-MXTL2500 Troy Products 3" faceplate for 2500 and 5000 remote radios
1.00 0.00 0.00T
Troy FP-TH15-USBDC Troy Products FP-TH15-USBDC OEM DC Outlet/USB Face Plate
1.00 0.00 0.00T
Troy FP-BLNK2 Troy Products 2" Blank Faceplate1.00 0.00 0.00T Troy AC-INBH-G Troy Products 4” Internal beverage holder w/rubber fingers1.00 41.47 41.47T Troy AC-MCM1 Console dog-ear bracket for single mic3.00 12.31333 36.94T Troy FP-UBCD996T Troy Products 3" faceplate for Uniden Bearcat BCD996T Scanner
1.00 0.00 0.00T
FS LF18ES-LED Federal Signal LED maplight, 18", On/Off switch control1.00 90.00 90.00T C3 MDASHCPE Code 3 Preemption Traffic Signal, Dash Mount, 12v1.00 293.26 293.26T Unity 335CL-0002 Unity Mfg 6 in. Spotlight-LED-Black Head2.00 220.44 440.88T Unity 189 Unity Mfg Installation Kit1.00 30.00 30.00T
Unity 189RH Unity Mfg Installation Kit1.00 30.00 30.00T Egis 4703-150B Egis Circuit Breaker 85 Series 150 A, Surface Mount2.00 19.68 39.36T Ody PC1750 Odyssey AGM Battery, Group 653.00 462.00 1,386.00T BS 5029B Blue Sea Fuse Block STBlade 12circ w/cvr4.00 28.655 114.62T BS 5026B Blue Sea Fuse Block STBlade 12circ w/ground and cvr2.00 33.53 67.06T BS 2301B Blue Sea BusBar 10 Gang Common Bus1.00 15.44 15.44T Way 47202 Waytek 5/16-18 250A Red Junction stud1.00 2.94 2.94T BS 5502B Blue Sea Fuse Block ClassT 225–400A1.00 34.19 34.19T BS 5119B Blue Sea Fuse A3T/Class T 300A1.00 43.90 43.90T BS 7615B Blue Sea ATD Automatic Timer Disconnect1.00 98.41 98.41T BS 7620100B Blue Sea ML ACR, 12 V, DTM1.00 187.25 187.25T SO ETHFSS-SP-ISO Select-A-Pattern Headlight Flasher w/ 18' wire leads for positive side switched headlight systems requiring
electrical isolation
1.00 62.64 62.64T
Misc parts Streamlight 20702 Sl-20L Flashlight1.00 168.00 168.00T
Quote
Date
11/18/2025
Quote #
6686
Bill To:
City of Moreno Valley
15670 Perris Boulevard
Moreno Valley Ca 92551
Ship To:
City of Moreno Valley
15670 Perris Boulevard
Moreno Valley, CA 92551
P.O. No. Terms
Net 30
Rep
GJ
FOB
Perris, Ca
Project Make / Model / Year
2026 RAM
Signature Total
Subtotal
Sales Tax (7.75%)test
7 Item DescriptionQty Each Total
PCT NMO58U-NC PCTel 3/4" Hole NMO Brass Mount with Gold Pin 17' RG58U, No Connector
2.00 17.47 34.94T
RF RFU505-ST RF Industries Silver Plated UHF Male Crimp Connector1.00 5.88 5.88T MV 36212000 Mastervolt PowerCombi 2000W 120V 100A Kit1.00 786.70 786.70T Misc parts 15 Amp Outlets2.00 70.00 140.00T
Kus 091-55-15-120 Kussmaul 15 Amp Super Auto Eject,1.00 312.82 312.82T Kus 091-55BLK Kussmaul Weatherproof Cover, Black, for Super Auto Eject
1.00 0.00 0.00T
Max M84453 maxxima Low Profile Rigid White Linear Interior Strip Light 48" 1800 Lumens
2.00 33.065 66.13T
Misc parts Snug top Pro, fiberglass side doors, 8 ft bed, glass rear door
1.00 4,334.00 4,334.00T
GJ 7160-1584-00 Gamber Johnson Getac F110 Vehicle Docking Station (No RF)
1.00 579.31 579.31T
Lind GE1950-4580 Lind Electronics Getac,11-16, Bare wire input 36", 72" output wire
1.00 168.00 168.00T
Lind ASMTL-00332 Bracket for Mounting Lind Rugged Adapters in Vehicles1.00 12.12 12.12T GJ DS-138 Flat, vertical surface vehicle base. Attaches to upper pole.
Ideal for mounting communication equipment to engine
covers, console
1.00 72.58 72.58T
GJ 7160-0178 Gamber Johnson 7" Center-Mounted Complete Pole w/ Adjust. Height
1.00 86.83 86.83T
GJ 7170-0512-01 Gamber Johnson Tall Tablet Display Mount Kit: Mongoose and Quick Release Keyboard Tray
1.00 520.34 520.34T
TG3 KBA-BLT-5RBUVS TG3 BLT Series - 82 Key Backlit Illuminated Keyboard with Touchpad
1.00 228.41 228.41T
Uni BCT15XT Uniden Bearcat Scanner1.00 288.00 288.00T
Misc parts Scanner Antenna1.00 33.20 33.20T
Pano PWAT-182-SKE2... Panorama 2 Sharkee Kit (RSO Specific)1.00 540.00 540.00T
Quote
Date
11/18/2025
Quote #
6686
Bill To:
City of Moreno Valley
15670 Perris Boulevard
Moreno Valley Ca 92551
Ship To:
City of Moreno Valley
15670 Perris Boulevard
Moreno Valley, CA 92551
P.O. No. Terms
Net 30
Rep
GJ
FOB
Perris, Ca
Project Make / Model / Year
2026 RAM
Signature Total
Subtotal
Sales Tax (7.75%)test
7 Item DescriptionQty Each Total
Misc parts Uniden PC520XL CB1.00 67.20 67.20T
Misc parts stalker dual sl radar system1.00 3,600.00 3,600.00T PCT MLB2700 PCTel 27-31 MHz, 200 Watts, Unity Ga Quarterwave Antenna, Chrome
1.00 44.92 44.92T
Misc parts Custom fabricated under seat box1.00 415.00 415.00T Set GK10342U Setina Dual T-Rail Mount 2 Universal XL
With #2 Key Override
1.00 501.95 501.95T
Misc parts Misc battery cable, wire, fuses and hardware1.00 750.00 750.00T Labor Installation Labor, Install all listed equipment100.00 90.00 9,000.00 customer supplied Radio and modem
customer supplied tablet
_____________________________________ $47,910.56
$45,111.89
$2,798.67
572
Precision Survey Supply, LLC
8628 Utica Avenue #800
Rancho Cucamonga, CA 91730 US
+19099314040
[email protected]
www.precisionsurveysupply.com
Estimate
ADDRESS
Riverside County Sheriff Dept-
Moreno Valley
22850 Calle San Juan De los Lagos
Moreno Valley, CA 92553 USA
SHIP TO
Riverside County Sheriff Dept-
Moreno Valley
22850 Calle San Juan De los Lagos
Moreno Valley, CA 92553 USA
ESTIMATE # DATE
32999 01/07/2026
ACTIVITY QTY RATE AMOUNT
916318
IMS MAP 360 Pro Permanent Edition
Includes Core Service CAD
Includes Animation Component
Includes Point Cloud Edition Service
New EID
1 8,490.00 8,490.00T
6015993
IMS Map360 Pro Edition CCP - 1 Year
Includes:
- Technical support for 1 Year
- Product updates for 1 Year
New EID
1 1,690.00 1,690.00
979836
Cyclone REGISTER 360 PLUS Permanent
New EID
1 11,200.00 11,200.00T
6018134
Cyclone Register 360 PLUS CCP 1 year
to include:
- Maintenance on Register 360 Software
- Technical Support
- Software Support
- Firmware Upgrades
New EID
1 2,130.00 2,130.00
Does not include applicable taxes or shipping charges. Thank you! SUBTOTAL 23,510.00 DISCOUNT 5% -1,175.50
TAX (7.75%) 1,449.68
TOTAL $23,784.18
573
Accepted By Accepted Date
574
Precision Survey Supply, LLC
8628 Utica Avenue #800
Rancho Cucamonga, CA 91730 US
+19099314040
[email protected]
www.precisionsurveysupply.com
Estimate
ADDRESS
Riverside County Sheriff Dept-
Moreno Valley
22850 Calle San Juan De los Lagos
Moreno Valley, CA 92553 USA
SHIP TO
Riverside County Sheriff Dept-
Moreno Valley
22850 Calle San Juan De los Lagos
Moreno Valley, CA 92553 USA
ESTIMATE # DATE
33000 01/07/2026
ACTIVITY QTY RATE AMOUNT
5005168
Map360 Pro Reactivation
1 805.00 805.00
6015993
IMS Map360 Pro Edition CCP - 1 Year
Includes:
- Technical support for 1 Year
- Product updates for 1 Year
EID: 00111-36030-00038-72140-CDEBD
1 1,690.00 1,690.00
5005590
Cyclone Register 360 Plus CCP Reactivation
1 1,120.00 1,120.00
6018134
Cyclone Register 360 PLUS CCP 1 year
to include:
- Maintenance on Register 360 Software
- Technical Support
- Software Support
- Firmware Upgrades
EID: 00111-36029-00038-72140-85A08
1 2,115.00 2,115.00
6013565
1 yr RTC360 Laser Scanner CCP Blue Consisting
of:
1yr Hardware Maintenance
1yr Customer Support
SN 2988113
1 2,450.00 2,450.00
Does not include applicable taxes or shipping charges. Thank you! SUBTOTAL 8,180.00 TAX (7.75%) 0.00
TOTAL $8,180.00
575
Accepted By Accepted Date
576
County of Riverside - Sheriff
RC Sheriff - IT - GETAC
GST STATEMENT OF WORK:
Quote # 165648
Matthew Reilly
[email protected]
Wednesday, December 10, 2025
Version 1
Golden Star Technology
Cherri Dodson
Email: [email protected]
12881 166th Street
Cerritos, CA 90703
Phone: (562) 345-8791
577
RC Sheriff - IT - GETAC
Prepared by: Prepared for: Quote Information:
Golden Star Technology County of Riverside - Sheriff Quote #: 165648 Cherri Dodson
[email protected]
(562) 345-8791
Matthew Reilly
[email protected]
9519557895
3650 14th St.
Riverside, CA 92501
Version: 1
Quote Date: 12/10/2025
Expiration Date: 12/31/2025
Products
Item Description Qty Price Ext Price Tax
1 UW2824WAXUCX UX10G5 with 16GB RAM - Intel Core Ultra 5 236V Processor, vPro Enterprise, 10.1" + With Windows
Hello Webcam + High Capacity Battery (1-pack),
Microsoft Windows 11 Pro x64 with 16GB RAM +
TAA, 256GB PCIe SSD, Sunlight Readable WUXGA
LCD + Touchscreen + Di
14 $3,558.50 $49,819.00 8.75%
2 GE-SVTBNFX5Y Getac Protection Plus - 5 Year - Warranty - Maintenance - Parts & Labor - Physical
14 $491.70 $6,883.80 0%
3 GBM9X5 Getac Battery - For Tablet PC - Battery
Rechargeable - 9240 mAh - 10.8 V DC - 1 Pack
14 $154.30 $2,160.20 8.75%
4 GMHRXK Getac Rotating Hand Strap With Kickstand -
Adjustable - PU Leather
14 $64.50 $903.00 8.75%
5 GMPFXQ Getac Screen Protector Matte - For LCD Tablet PC 14 $28.60 $400.40 8.75% 6 GMPDX6 Getac Stylus - Tablet Device Supported 14 $40.85 $571.90 8.75% 7 GDODUA Getac Office Dock Docking Station - for Tablet PC - 90 W - 4 x USB Ports - 2 x USB 2.0 - 2 x USB 3.0 - 1
x RJ-45 Ports - Network (RJ-45) - 1 x HDMI Ports -
HDMI - VGA - Audio Line Out - Microphone - Wired -
Ethernet
14 $284.90 $3,988.60 8.75%
Subtotal: $64,726.90
Tax Subtotal: $5,061.27
E-Waste
Item Description Qty Price Ext Price Tax
1 E-Waste-4-14 More than 4 inches but less than 15 inches 14 $4.00 $56.00 0% Quote #165648 v1 Page: 2 of 4578
E-Waste
Item Description Qty Price Ext Price Tax
Subtotal: $56.00
Tax Subtotal: $0.00
Shipping
Item Description Qty Price Ext Price Tax
1 GST-SHIPPING SHIPPING CHARGE 1 $0.00 $0.00 0%
Quote Summary
Description Amount
Products $64,726.90
E-Waste $56.00
Subtotal: $64,782.90
Estimated Tax: $5,061.27
Total: $69,844.17
Quote #165648 v1 Page: 3 of 4579
Terms & Conditions
THIS IS A QUOTATION ONLY AND IS NOT AN ORDER OR OFFER TO SELL.
All prices and descriptions are subject to change without notice. No contract for sale will exist unless and until a purchase order has been issued by you and accepted by Golden Star Technology Inc. (“GST”). By issuing a purchase order to GST, you agree to GST’s Terms and Conditions of sale set forth in GST’s quote, GST’s invoice, and GST online Terms and Conditions (https://gstinc.com/resources/terms-and-conditions/). If there is a separate purchase agreement signed by both your company and GST, the separate agreement will govern.
The prices contained in this list may not be relied upon as the price at which GST will accept an offer to purchase products or provide services unless expressly agreed to by GST in writing. Products and/or services quoted were selected by GST based on specifications available at the time of the quotation and are not guaranteed to meet your specifications. Product and services specifications may be changed by the manufacturer without notice. All products are subject to availability from the manufacturer. It is your responsibility to verify product and service conformance to specifications of any subsequent contract.
The freight costs listed are estimates. Shipping costs may vary based on time of purchase, additional services required, quantity ordered, shipment carrier and warehouse sourced. Actual shipping costs will be calculated during shipment and will be reflected on your invoice.
For hardware product(s), manufacturer warranty will begin upon physical delivery of the hardware product(s) by the customer or GST warehouse. For software product(s), the manufacturer warranty will begin upon electronic or physical receipt of the software product(s) by you or GST. Any returns must be approved by GST based on manufacturer approval. More details at gstinc.com/RMA.
Client acknowledges that applicable sales tax rates may change after the initial quotation is provided and before the final invoice is issued. In the event of a change in the applicable sales tax rate, GST reserves the right to adjust the sales tax amount accordingly. The Client agrees to pay the updated sales tax amount as required by applicable law at the time of the invoice issuance.
GST is not responsible for compliance with regulations, requirements or obligations associated with any contract resulting from this quotation unless said regulations, requirements or obligations have been passed to GST and approved in writing by an authorized representative of GST.
GST DOES EVERYTHING WE CAN TO ENSURE THAT THE PRICES WE HAVE QUOTED ARE CORRECT AND CURRENT. DUE TO SHORTAGES OF RAW MATERIAL, INCREASED LOGISTIC COSTS, AND TARIFFS, PRICING
MAY INCREASE AT ANY TIME FROM OUR VENDORS AND MANUFACTURERS THAT IS OUT OF OUR CONTROL.
Quote #165648 v1 Page: 4 of 4580
Report to City Council
ID: 26-0110 Page 1
TO: Mayor and City Council
FROM: Angelica Frausto-Lupo, Community Development
Department
AGENDA DATE: March 17, 2026
TITLE: MUNICIPAL CODE AMENDMENT (PEN26 -0003)
(REPORT OF: COMMUNITY DEVELOPMENT)
(DISTRICT: ALL DISTRICTS)
TITLE SUMMARY: Municipal Code Amendments To Amend Various Sections Within Title 9 Planning and Zoning, And Title 12 Vehicles And Traffic, I ncluding Chapter 9.09 (Specific Use
Development Standards), Chapter 9.17 (Landscape And
Water Efficiency Requirements), And Chapter 12.02 (Mobile Vending), Of The Moreno Valley Municipal Code.
DISTRICT: All Districts
Recommendation(s)
That the City Council:
1. Find that the proposed amendments to the Moreno Valley Municipal Code are exempt from the California Environmental Quality Act in accordance with Section 15061(b)(3) of the CEQA Guidelines;
2. Introduce (First Reading) Ordinance No. [next in order] at the conclusion of the Public Hearing and adopt (Second Reading) the same at a subsequent City Council meeting, revising Title 9 (Planning and Zoning), specifically Chapter 9.09 (Specific Use Development Standards), and Chapter 9.17 (Landscape and Water Efficiency Requirements); and
581
ID: 26-0110 Page 2
3. Introduce (First Reading) Ordinance No. [next in order] at the conclusion of the Public Hearing and adopt (Second Reading) the same at a subsequent City Council meeting, revising Title 12 (Vehicles and Traffic), specifically Chapter 12.02 (Mobile Vending).
SUMMARY
On February 12, 2026, the Planning Commission recommended on a 5 to 0 vote, with one planning commissioner absent, that the City Council in troduce and adopt the proposed Ordinance amending various sections of Title 9 based on the finding that the proposed amendments are exempt from the California Environmental Quality Act.
However, since the proposed amendment to Title 12 is not within the pu rview of the Planning Commission, it was not presented to the Planning Commission for its consideration, but staff recommends that the City Council also introduce and adopt the proposed Ordinance amending Title 12, based too on the finding that the propose d amendments to Title 12 are exempt from the California Environmental Quality Act.
DISCUSSION
The discussion of the sections below generally corresponds to the order of the text amendments set forth in the attached Ordinances.
Title 9 Amendment
Section 9.09.130 (Accessory Dwelling Units (ADUs)
The proposed revisions to Section 9.09.130 (Accessory Dwelling Units) would clarify local development standards and by -right development standards, including the number of ADUs permitted on a lot, maximum unit sizes, and setback requirements, and would require coordination with the Department of Environmental Health for ADUs proposed on properties served by septic systems.
Section 9.17.080 (Multifamily Residential Development)
The proposed revisions to Section 9.17.080 (Multifamily Residential Development) would eliminate the minimum 35 percent site -area landscaping requirement for multifamily residential developments and establish a less restrictive standard requiring that setback areas adjacent to public streets be appropriately landscaped and continuously maintained in accordance to the City of Moreno Valley Objective Design Standards for Multiple - Family and Mixed -Use Residential Developments , and Chapter 9.17 (Landscaping and Water Efficiency Requirements).
Title 12 Amendments
Section 12.02.001 (Definitions)
The proposed revisions to Section 12.02.001 (Definitions) would add the definitions of “Immigration enforcement”, “Personally identifiable information”, and “Sidewalk vendor”, 582
ID: 26-0110 Page 3
ensuring consistency with the provisions of Senate Bill 635 (SB 635).
Section 12.02.019 (Penalty for violation)
The proposed revisions to Section 12.02.019 (Penalty for violations) would clarify that the established penalties for violations are only applicable to Mobile Vendors as defined in the Municipal Code and do not apply to Sidewalk Vendors, ensuring consistency with the provisions of the Street Vendor Protection Act, Senate Bill 635 (SB 635).
Section 12.02.020 (Street Vendor Protection Act (SB635)) This proposed new section (12.02.02 0) (Street Vendor Protection Act (SB635)) establishes protections and enforcement rules for sidewalk vendors under the Street Vendor Protection Act. It limits how the City may collect, use, and disclose personal information from vendors and sets rules for enforcement and penalties related to sidewalk vending, ensuring alignment with the requirements of the Street Vendor Protection Act , Senate Bill 635 (SB 635).
ENVIRONMENTAL
The proposed Municipal Code Amendments (PEN26-0003) are exempt from the California Environmental Quality Act in accordance with Section 15061(b)(3) of the CEQA Guidelines in that the amendments involve general policy and procedure making, and it can be seen with certainty that there is no possibility that the amendments will have a significant effect on the environment.
ALTERNATIVES
1. Staff’s Preferred Alternative – Introduce the Ordinance as presented to and recommended by the Planning Commission and adopt the Ordinance at a subsequent City Council meeting.
2. Staff Non-Preferred Alternative - Do not introduce and adopt the Ordinance.
FISCAL IMPACT
There are no fiscal impacts anticipated from the approval and adoption of the proposed Ordinances. However, it is anticipated that the proposed modifications will streamline business and developme nt regulations, which is expected to have a positive impact on business and development which will result in a positive fiscal impact for the City.
NOTIFICATION
The proposed Municipal Code Amendments (PEN2 6-0003) is City -wide. As such, the public hearing notice for the proposed Municipal Code Amendments was published in the Press-Enterprise newspaper on March 7, 2026.
PREPARATION OF STAFF REPORT
583
ID: 26-0110 Page 4
Prepared By: Department Head Approval:
Miguel Del Rio Angelica Frausto-Lupo
Senior Planner Community Development Director
CITY COUNCIL GOALS
Community Image, Neighborhood Pride and Cleanliness: Promote a sense of community pride and foster an excellent image about our City by developing and executing programs which will result in quality development, enhanced neighborhood preservation efforts, including home rehabilitation and neighborhood restoration.
Positive Environment: Create a positive environment for the development of Moreno Valley’s future.
CITY COUNCIL STRATEGIC PRIORITIES
1. Economic Development
2. Public Safety
3. Library
4. Infrastructure
5. Beautification, Community Engagement, and Quality of Life
6. Youth Programs
584
ID: 26-0110 Page 5
Report Approval Details
Document Title: STAFFREPORT_CDD_MUNICIPAL CODE
AMENDMENT_PEN26-0003.docx
Attachments: - PEN26-0003 - Ordinance No.___ Title 9.docx - PEN26-0003 - EXHIBIT A - TITLE 9.pdf
- PEN26-0003 - Ordinance No.___ Title 12.docx
- PEN26-0003 - EXHIBIT A - TITLE 12.pdf
Final Approval Date: Mar 10, 2026
This report and all of its attachments were approved and signed as outlined below:
Angelica Frausto-Lupo
Sean Kelleher
Natalia Medina
Felicia London, MPA
Launa Jimenez
Brian Mohan
Patty Rodriguez
585
ORDINANCE NO. _____
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF MORENO
VALLEY, CALIFORNIA, AMENDING VARIOUS SECTIONS TITLE 9
(PLANNING AND ZONING ), INCLUDING CHAPTER 9.09 (SPECIFIC USE DEVELOPMENT STANDARDS), AND CHAPTER 9.1 7
(LANDSCAPE AND WATER EFFICIENCY REQUIREMENTS ), OF THE
MORENO VALLEY MUNICIPAL CODE.
WHEREAS, the City of Moreno Valley (“City”) is a general law city and a municipal corporation of the State of California; and
WHEREAS, pursuant to the authority granted the City by Article XI, Section 7 of the California Constitution, the City has the police power to adopt regulations designed to promote the public convenience or the general prosperity, as well as regulations designed to promote the public health, morals and/or safety; and WHEREAS, Section 9.02.050 (Amendments to zoning districts or other provisions of Title 9) of Chapter 9.02 (Permits and Approvals) of Title 9 (Planning and Zoning) of the Municipal Code provides that either the staff or the Planning Commission may initiate amendments to the provisions of Title 9 (Planning and Zoning); and WHEREAS, staff has recommended to the Planning Commission that it recommend that the City Council adopt several amendments to Title 9 (Planning and Zoning), which include revising certain provisions of Chapter 9.09 (Specific Use Development Standards), and Chapter 9.1 7 (Landscape and Water Efficiency Requirements) (collectively referred to herein as “PEN26-0003”); and WHEREAS, PEN26-0003 will clarify various development standards to provide some flexibility regarding existing requirements, make it less costly for the public with respect to processing certain entitlements and streamline certain entitlement procedures for efficiency purposes, all of which will promote economic development within the City; and
WHEREAS, staff has determined that PEN26-0003 is consistent with the 2006 General Plan and its goals, objectives, policies, and programs, and with any applicable specific plan; and
WHEREAS, staff has further determined that PEN26-0003 will not adversely affect the public health, safety or general welfare; and
WHEREAS, staff has also determined that PEN26-0003 is consistent with the purposes and intent of Title 9 (Planning & Zoning); and WHEREAS, staff has determined that PEN26-0003 amendments are exempt from the California Environmental Quality Act in accordance with Section 15061(b)(3) of the CEQA Guidelines in that the amendments involve general policy and procedure making, and it can be seen with certainty that there is no possibility that the amendments will have 586
a significant effect on the environment.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF MORENO VALLEY DOES ORDAIN AS FOLLOWS:
Section 1. RECITALS
That the above recitals are true and correct and are incorporated herein as though set forth at length herein.
Section 2. AUTHORITY
That this Ordinance is adopted pursuant to the authority granted by Article XI, Section 7 of the Constitution of the State of California and California Government Code Section 37100, and it is not int ended to be duplicative of state law, or be preempted by state legislation.
Section 3. AMENDMENT TO SECTION 9.09.130 (ACCESSORY DWELLING
UNITS (ADUS))
That Section 9.09.130 (Accessory Dwelling Units (ADUS)) is hereby amended as set forth in Exhibit A, attached hereto and fully incorporated herein by this reference.
Section 4. AMENDMENT TO SECTION 9.17.080 (MULTIFAMILY
RESIDENTIAL DEVELOPMENT)
That Section 9.17.080 (Multifamily Residential Development) is hereby amended as set forth in Exhibit A, attached hereto and fully incorporated herein by this reference.
Section 5. CEQA COMPLIANCE
That PEN26-0003 Amendments are exempt from the California Environmental Quality Act in accordance with Section 15061(b)(3) of the CEQA Guidelines in that the amendments involve general policy and procedure making, and it can be seen with certainty that there is no possibility that the amendments will have a significant effect on the environment.
Section 6. FINDINGS
This Ordinance is consistent with the City’s 2006 General Plan.
Section 7. SEVERABILITY
That the City Council declares that, should any provision, section, paragraph, sentence or word of this Ordinance be rendered or declared invalid by any final court action in a court of competent jurisdiction or by reason of any preemptive legislation, the remaining provisions, sections, paragraphs, sentences or words of this ordinance as hereby adopted shall remain in full force and effect.
587
Section 8. REPEAL OF CONFLICTING PROVISIONS
That all the provisions of the Municipal Code as heretofore adopted by the City of Moreno Valley that are in conflict with the provisions of this Ordinance are hereby repealed.
Section 9. EFFECTIVE DATE
That this Ordinance shall take effect thirty (30) days after its second reading.
Section 10. CERTIFICATION
That the City Clerk shall certify to the passage and adoption of this Ordinance, enter the same in the book for original ordinances of the City, and make a minute of passage and adoption thereof in the records of the proceedings of the City Council, in the minutes of the meeting at which this Ordinance is passed and adopted. [REMAINDER OF PAGE INTENTIONALLY LEFT BLANK]
588
INTRODUCED at a regular meeting of the City Council on ___ _, ____, and PASSED, APPROVED, and ADOPTED by the City Council on ______ __, ___, by the following vote:
________________________________
Ulises Cabrera, Mayor
City of Moreno Valley
ATTEST:
___________________________________
M. Patricia Rodriguez, City Clerk, CMC
APPROVED AS TO FORM:
___________________________________
Steven B. Quintanilla, City Attorney
589
ORDINANCE JURAT
STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE )
ss. CITY OF MORENO VALLEY
)
I, _____________________, City Clerk of the City of Moreno Valley, California, do hereby certify that Ordinance No. 2026 - XX was duly and regularly adopted by the City Council of the City of Moreno Valley at a regular meeting thereof held on the day of , 2026, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
(Council Members, Mayor Pro Tem and
Mayor)
CITY CLERK
(SEAL)
590
1 EXHIBIT A
§ 9.09.130 Accessory dwelling units (ADUs).
A. Purpose and Intent. The purpose of these standards is to ensure:
1. Accessory dwelling units (ADUs) and junior accessory dwelling units (JADUs), as defined herein, are a permitted accessory use. This section establishes standards for the construction and occupancy of ADUs and JADUs. The standards herein serve to e nsure ADUs and JADUs are constructed in a manner that is consistent with the requirements and allowances of state law and contribute to a suitable living environment for all.
2. General Plan Consistency. ADUs and JADUs are a residential use consistent with the existing general plan and zoning designation. This section furthers the goals, objectives, and policies of the General Plan Housing Element.
3. Applicability. Under state law, the city must allow for ADUs and JADUs. A local homeowner’s association cannot prohibit the construction of an ADU or a JADU. This section addresses all requirements of state law regarding ADUs.
B. Approval Authority. Approval of an ADU or JADU within a residential, mixed -use zone, multiple-family, or specific plan zone allowing residential or mixed use is considered a ministerial action, and the approval authority is the community developme nt director. Approval of an accessory dwelling unit is subject to all applicable requirements established within this section, as well as all building, fire, engineering, flood, water quality, environmental codes, standards, and permitting fees established by the city.
C. Application and Processing.
1. Applications for ADUs that meet all the requirements of this section shall be ministerial and reviewed and processed with a building permit, subject to conditions of ap proval. Applicants seeking to develop ADUs have two primary pathways for compliance, as outlined below. These pathways may be combined.
a. Local Development and Design Standards: This option follows the City of Moreno Valley's local development standards, as permitted under California Government Code 66314 to 66322.
Applicants choosing this path must adhere to the city's established regulations and requirements. b. By-Right Accessory Dwelling Unit Development Standards: This alternative provides a by- right development option in alignment with California Government Code Section 66323, allowing for a streamlined approval process exempt from many of the City of Moren o Valley’s local standards.
Table 1: Types of Accessory Dwelling Units (ADUs)
Local Development Standards By- Right ADU Development Standards
Primary
Dwelling Type
Single-Family or Multiple-Family
Dwelling
Single-Family Multiple-Family
Dwelling
591
2 Number of
ADUs
Allowed Per Lot
2 ADUs with
1 ADU (either Attached,
Detached, or Conversion)
+
1 JADU
3 ADUs, which must be
a combination of the
following:
1 Conversion
+
1 JADU
+
1 Detached ADU
At least 3 ADUs
With a proposed
multiple-family
dwelling:
Up to two
detached ADUs
With an existing
multiple-family
dwelling*:
Up to eight
detached ADUs
+
1 Attached ADU or
up to 25% of
existing units by
the conversion of
existing non-
habitable space
* ADUs cannot exceed the number of existing primary dwelling units on the lot.
2. Applications for multiple-family ADUs consistent with this section: Applications for multiple- family ADUs, either detached or within an existing permitted structure or dwelling, shall be made to the community development department and shall be pe rmitted ministerially with approval of both an administrative plot plan and building permit. The administrative plot plan will include all the items in subsection (C)(3) below.
3. With regard to evaluating whether the ADU meets the standards of this section, the building permit application or administrative plot plan application, as applicable, shall include the following:
a. A detailed description and scaled, dimensioned floor plan of the proposed ADU, clearly illustrating the bedroom(s), bathroom(s), kitchen, and other features or other proposed habitable areas;
b. A detailed description and scaled, dimensioned elevation of the proposed ADU, clearly illustrating the exterior entrance of the ADU;
c. A scaled, dimensioned site plan of the property clearly illustrating the location of all improvements on site (existing primary residence, garage, driveway(s), fences/walls, accessory structures, public right-of-way improvements, etc.) and where the ADU shall be located; d. The scaled, dimensioned site plan of the property shall note the use(s) of all buildings existing on the site.
4. Applications to create an ADU or JADU shall be approved or denied within 60 days from the date the permitting agency receives a completed application if there is an existing single - 592
3 family or multifamily dwelling on the lot. If the permit application to create an ADU or JADU is submitted with a permit application to create a new single-family or multifamily dwelling on the lot, there will be a delay in approving or denying the permit application for the ADU or JADU until the City approves or denies the permit application to create a new single-family or multifamily dwelling on the lot. If the applicant requests a delay, the 60 -day time period shall be tolled for the period of the delay. If the local agency has not approved or denied the completed application within 60 days, the application shall be deemed approved.
5. The City shall determine whether an application to create or serve an accessory dwelling unit is complete and provide written notice of this determination to the applicant not later than 15 business days after an ADU or JADU application is submitted.
6. If any ADU or JADU application is denied, the applicant will receive a full set of comments listing the specific items that are defective or deficient, along with a description on how the application can be remedied by the applicant pursuant to Cal ifornia Government Code Section 66317.
7. If the property on which the ADU or JADU is proposed is served by a septic system, the applicant must verify with the Riverside County Environmental Health Department that the system can adequately support an ADU or JADU prior to submitting an application to the City of Moreno Valley.
D. Development Standards and Requirements. Accessory dwelling units shall comply with the following development standards as described below and as shown in Tables 1 and 2:
1. Permitted ADUs. An ADU is permitted if the lot is zoned for single -family, multifamily use, or mixed use that allows for residential use, and it contains an existing single-family or multifamily structure. The ADU may be either attached to, or located within, the proposed or existing primary dwelling, including attached garages, storage areas, or similar uses, or an accessory structure or detached from the proposed or existing primary dwelling and located on the same lot as the proposed or existing primary dwelling, including detached garages. Additionally, an ADU or JADU is allowed within the proposed space of a single-family dwelling, or the existing space of a single- family dwelling, or an accessory structure.
a. Existing Single -Family Structure/Primary Dwelling Unit. For an existing single -family structure, one ADU and one JADU are permitted. An ADU may be detached or attached. A JADU must be contained within the space of an existing single-family structure.
For an existing single -family structure, a homeowner who meets the specified requirements of Government Code Section 66323 (66323 Units) may create three ADUs on one lot using the By- Right Accessory Dwelling Unit Development Standards.
b. Existing Multifamily Structure. Within an existing multifamily structure, up to 8 detached ADUs are allowed on a lot, provided that the number of ADUs does not exceed the number of existing units on the lot. At least one (but no more than 25% of the number of existing units) attached ADU can be created from the conversion of existing non -habitable space. These units must also meet the By-Right Accessory Dwelling Unit Development Standards (Section 66323). c. Proposed Multifamily Structure. Up to 2 detached ADUs on a lot. These units must also meet the By-Right Accessory Dwelling Unit Development Standards (Section 66323). d. Accessory Structure Conversion. The ADU may be either attached to, or located within, the proposed or existing primary dwelling, including attached garages, storage areas or similar uses, or an accessory structure or detached from the proposed or existing primary dwelling and located on the same lot as the proposed or existing primary dwelling, including detached garages.
Additionally, an ADU is allowed within the proposed space of a single -family dwelling, or the 593
4 existing space of a single-family dwelling, or an accessory structure. A JADU is allowed within the proposed space of a single-family dwelling or the existing space of a single-family dwelling.
2. Lot Size. No minimum lot size is required if the ADU meets the setbacks described in this section.
3. ADU Size.
a. Minimum. The minimum unit size for a JADU per state law is one hundred fifty (150) square feet. There is no minimum unit size for other ADU structures, provided that the ADU is in compliance with state laws, including building, health, and safety codes. b. Maximum. The conversion of an existing accessory structure or a portion of the existing primary residence to an ADU is not subject to unit size requirements. (Gov. Code, § 66323, subd. (a)(1).)
c. Detached ADUs. The maximum unit size shall be one thousand (1000) square feet, unless located on the same parcel as a multifamily structure, in which case there is no maximum unit size. The conversion of an existing accessory structure or a portion of the existing primar y residence to an ADU is not subject to unit size requirements. d. Attached ADUs. If there is an existing single-family dwelling on the site, the attached ADU shall be no larger in size than eight hundred fifty (850) square feet for an efficiency or one bedroom, and no larger than one thousand (1,000) square feet for two or more bedrooms. For multifamily, there is no maximum unit size.
4. Setbacks.
a. Front Setbacks. ADUs shall comply with the front setback requirement of the underlying zone. The front setback does not apply to an internal ADU, JADU, or ADUs under By -Right Accessory Dwelling Unit Development Standards (Section 66323). b. Side and Rear Yard Setbacks. Setbacks for ADUs are summarized in Tables 1 and 2.
Setbacks would generally not apply to JADUs or internal ADUs entirely contained within an existing dwelling unit; however, if constructed in conjunction with a new si ngle-family residence, then the setbacks for the underlying zone would apply. Setbacks would not apply to an existing accessory building converted into an ADU.
c. If constructed in conjunction with a single-family residence, the street-side setbacks for the underlying zone would apply. The street -side setback requirement is not applicable to a JADU, an attached ADU entirely contained within an existing dwe lling unit, or an attached ADU which may be constructed at a setback equal to that of the primary dwelling, but no less than four feet.
5. Distance Between Structures. The standard for distance between structures of the underlying residential zone will apply where feasible, but if necessary, will be adjusted to accommodate an ADU that is eight hundred (800) square feet or less, sixteen (16) feet in height, and with rear and side setbacks of no less than four feet. Any accommodation for the distance between structures will need to be evaluated for consistency with building codes for protection of public safety and approved by the community development director or designee.
6. The ADU shall include permanent provisions for living, sleeping, eating, cooking, and sanitation, and shall include a kitchen and bathroom.
E. Design Requirements for Accessory Dwelling Units - Local Development Standards
1. The entrance to an attached ADU shall be separate from the entrance to the primary dwelling unit.
594
5 2. When a garage is converted into an ADU, a landscaped area with a depth of at least two feet shall be provided for the area adjacent to the garage door.
3. Plans shall demonstrate an unobstructed passageway extending from a street to one entrance of the ADU.
4. ADUs, when converted from existing accessory buildings, are permitted without additional restrictions provided the structure has independent exterior access and side and rear setbacks sufficient for fire safety, provided that no more than one hundred fifty (150) square feet is added for ingress/egress, subject to the requirements of state law.
5. Outside stairways serving ADUs should not be located on any building elevation facing a public street.
Table 1: Accessory Dwelling Units - Local Development Standards Local
Development
Standards
Requirements
Detached
ADUs
Attached
ADUs
Interior
ADUs
Lot Coverage The same standard as for the property (1)
Open Space Shall not reduce the open space as required as for the property (1)
Maximum Size 1,000 SF 50% of the
existing
primary
dwelling (2)
N/A
Maximum Height 20 feet The same standard as for the
property
Minimum Living Area 150 SF
Property Line
Setbacks
Front The same standard as for the property (3)
Rear 4 feet
Interior/Street
Side
4 feet
Separation from
Primary
Dwelling Unit (1)
If located in
front of/behind
the primary
dwelling unit
10 feet
If located to the
side of the
primary
dwelling unit
5 feet
Separation from
Accessory
Structure(s)
If located in
front of/behind
the primary
dwelling unit
10 feet
If located to the
side of the
5 feet
595
6 primary
dwelling unit
Exceptions:
(1) Standards do not apply to an ADU eight hundred (800) square feet or smaller with four - foot side and rear setbacks.
(2) Attached ADUs shall not exceed fifty percent (50%) of the floor area of the existing primary dwelling. However, notwithstanding this maximum, a minimum living area of one thousand (1,000) square feet shall be permitted.
(3) An ADU up to eight hundred (800) square feet with a with four-foot side and rear setbacks may encroach into the front yard setback area when there is no other unimproved location on the property with dimensions and physical area equal to or larger than the proposed ADU, taking into account the exceptions to minimum required private open space and minimum building separation distances, as provided for by Note #1.
Table 2: Accessory Dwelling Units – By-Rights Development Standards By-Right
Development
Standards
Single-Family Properties Multifamily Properties
Interior/Conversion New
Detached
Interior/Conversion New Detached
Maximum
Number
1 1 8 not to
exceed the
number of
primary
dwelling units
Maximum Size N/A 800 SF N/A N/A
Maximum
Height
The same
standard as for the
property
20 feet The same
standard as for the
property
20 feet
Setbacks
Front The same
standard as for the
property
N/A The same
standard as for the
property
N/A
Side 4 feet 4 feet
Rear 4 feet 4 feet
Separation
from other
Buildings
The same
standard as for the
property
N/A The same
standard as for the
property
N/A
F. Parking Requirements for Accessory Dwelling Units - Local Development Standards
1. Parking requirements, consistent with Chapter 9.11 of this title:
a. Unless the JADU or ADU is exempt from parking requirements as described in subsection (F)(2), one parking space is required per accessory dwelling unit or per bedroom of an accessory dwelling unit, whichever is less, and may be provided through ta ndem parking on a driveway unless specific findings are made that parking in setback areas or tandem parking is not feasible 596
7 based upon specific site or regional topographical or fire and life safety conditions. b. Parking is allowed in rear and side setback areas, and in a paved driveway in the front setback area if parking in the rear and side setback areas is not possible, provided that all other development standards are satisfied, including minimum front yard landscaping standards. c. When a garage, carport, or covered parking structure is demolished in conjunction with the construction of an accessory dwelling unit, the off-street parking spaces will not be required to be replaced.
d. No replacement parking when an uncovered parking space is demolished for or replaced with an ADU.
2. Parking Exemptions. Additional parking spaces are not required for ADUs, nor for JADUs in any of the instances listed in subsections (F)(2)(a) through (e) below. Further, JADUs within the living area of the primary dwelling unit are exempt from al l parking requirements, but the standards in subsection (F)(1) would apply if a garage is converted to a JADU. a. The ADU is located within one-half mile of a public transportation stop along a prescribed route according to a fixed schedule; or
b. The ADU is located within one block of a car share parking spot; or c. The ADU is located in a historic district listed in or formally determined eligible for listing in the National Register of Historic Places and the California Register of Historical Resources or as a city historic preservation overlay zone; or
d. When on -street parking permits are required but not offered to the occupant of the accessory dwelling unit; or
e. The accessory dwelling unit is part of the existing dwelling unit or an existing accessory structure.
G. JADU Requirements. As specified in state law, specific requirements apply only to junior accessory dwelling units. The development standards for JADUs are summarized in Table 2. The standards and requirements for JADUs are as follows:
1. JADUs must be constructed entirely within the walls of the primary structure and have their own entrance.
2. The JADU cannot exceed five hundred (500) square feet of interior livable space.
3. JADUs are limited to one per residential lot if a single -family residence is already constructed on a lot.
4. The owner must record a deed restriction stating that the JADU cannot be sold separately from the single-family residence.
5. The owner shall execute a covenant and agreement in a form acceptable to the city to document that either the primary dwelling unit or the accessory dwelling unit will be owner - occupied if the JADU shares sanitation facilities with the existing structure. If the property owner is a governmental agency, land trust, or housing organization, or the JADU has its own sanitation facilities, then owner occupancy cannot be required.
6. The JADU must include a cooking facility with appliances (Government Code section 66333, subdivision (f)(1)).
7. The JADU may share a bath with the primary residence or may have its own bath.
8. An interior entry into the single -family residence is not required, unless JADU shares a 597
8 bathroom with the primary dwelling. In this instance, the JADU is required to have an interior entry to the primary dwelling’s “main living area,” independent of the exterior entrances of the JADU and primary dwelling.
9. The JADU is to be considered part of the single -family residence for purposes of fire and life protection ordinances and regulations, such as sprinklers and smoke alarms.
10. Additional parking may only be required if a garage is converted into a JADU as described in subsection F above.
11. Water, sewer, and power connection fees may not be required.
H. Fees. ADUs shall be subject to all development fees specified by city ordinances or resolutions for ADUs. Impact fees may not be imposed on JADUs and ADUs smaller than seven hundred fifty (750) square feet. For ADUs greater than seven hundred fifty (750) square feet, local agencies must assess an impact fee that correlates to square footage of primary residence. ADUs shall not be considered new residential uses for purpose of calculating utility connection fees or capacity charges, including water or sewer service.
I. Enforcement. Upon application and approval, the city must delay enforcement against a qualifying substandard ADU for five years to allow the owner to address the violation, so long as the violation is not a health and safety issue, as determined by the community development department.
J. ADUs may be sold or otherwise conveyed separately from the primary dwelling if it is owned by a qualified nonprofit corporation whose mission is to provide units to low -income households and that they complete a deed-restricted sale consistent with state law (Government Code Section 66341).
K. ADUs may be sold or otherwise conveyed separately from the primary residence as a condominium pursuant to Section 66341.
L. An accessory dwelling unit created pursuant to this municipal code section shall only be rented for a period of longer than thirty (30) days as specified in state law.
M. U npermitted ADUs or JADUs (Section 66332 of the Government Code - AB 2533).
Notwithstanding any other law, a local agency shall not deny a permit for an unpermitted accessory dwelling unit or unpermitted junior accessory dwelling unit that was constructed before January 1, 2020, due to either of the following:
1. The ADU or JADU is in violation of building standards pursuant to Article 1 (commencing with Section 17960) of Chapter 5 of Part 1.5 of Division 13 of the Health and Safety Code.
2. The accessory dwelling unit or junior accessory dwelling unit does not comply with this article or Article 3 (commencing with Section 66333), as applicable, or any local ordinance regulating accessory dwelling units or junior accessory dwelling units.
3. This section shall not apply to a building that is deemed substandard pursuant to Section 17920.3 of the Health and Safety Code.
4. Homeowners, before submitting an application for a permit, the homeowner may obtain a confidential third-party code inspection from a licensed contractor to determine the unit’s existing condition or potential scope of building improvements before submitting an application for a permit.
5. A homeowner applying for a permit for a previously unpermitted ADU or JADU constructed before January 1, 2020, shall not be required to pay impact fees or connection or capacity charges except when utility infrastructure is required to comply with Section 17920.3 of the Health and Safety Code and when the fee is authorized by subdivision (e) of Section 66324.
598
9 6. Upon receiving an application to permit a previously unpermitted ADU or JADU constructed before January 1, 2020, an inspector from the City of Moreno Valley may inspect the unit for compliance with health and safety standards and provide recommendations to comply with health and safety standards necessary to obtain a permit. If the inspector finds noncompliance with health and safety standards, the local agency shall not penalize an applicant for having the unpermitted ADU or JADU and shall approve necessary permits to correct noncompliance with health and safety standards.
N. Definitions. For the purpose of this section, the following definitions shall apply unless the context clearly indicates or requires a different meaning. “Livable space” means only spaces intended for human habitation, including living, sleeping, eating, cooking, or sanitation. Multifamily buildings can convert non -livable space to ADUs, which will allow spaces such as laundry rooms and community rooms to be converted to ADUs.
“Multifamily Dwelling” means, for the purposes of State ADU Law, a structure with two or more attached dwellings on a single lot. Multiple detached single -family dwellings on the same lot are not considered multifamily dwellings for the purposes of State ADU Law. “Passageway” means a pathway that is unobstructed, clear to the sky, and extends from a street to one entrance of the accessory dwelling unit.
§ 9.17.080 Multifamily residential development.
A. Front, side, and rear yard setback areas adjacent to streets shall be suitably landscaped and continuously maintained in accordance with the City of Moreno Valley Objective Design Standards for Multiple-Family and Mixed -Use Residential Developments and Cha pter 9.17 (Landscaping and Water Efficiency Requirements), except that Sections 9.17.050 (Parking and Drive-Through Landscape Areas), 9.17.070 (Single -Family Residential Development), and 9.17.090 (Commercial, Industrial, Public, and Quasi-Public Development) shall not apply.
B. Landscape areas shall consist predominately of plant materials, except for necessary walks and fences/walls. The use of permeable surfaces is recommended for walks and patios to reduce water run-off.
C. Trees shall be positioned such that trees are planted to shade paved areas and west - and south-facing windows for energy -efficient savings; coniferous or nonwinter deciduous trees are kept away from south -facing windows in order to allow for heat gain duri ng winter months. The larger sized trees should be placed at entries and accent areas.
D. Turf shall be limited and installed in usable gathering areas only with a maximum of 25%.
599
ORDINANCE NO. _____
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF MORENO
VALLEY, CALIFORNIA, AMENDING VARIOUS SECTIONS OF
CHAPTER 12.02 (MOBILE VENDING) OF TITLE 12 (VEHICLES AND
TRAFFIC) OF THE MORENO VALLEY MUNICIPAL CODE
WHEREAS, the City of Moreno Valley (“City”) is a general law city and a municipal corporation of the State of California; and
WHEREAS, pursuant to the authority granted the City by Article XI, Section 7 of the California Constitution, the City has the police power to adopt regulations designed to promote the public convenience or the general prosperity, as well as regulations designed to promote the public health, morals and/or safety; and WHEREAS, staff has determined that proposed revisions to Chapter 12.02 (Mobile Vending) of Title 12 (Vehicles and Traffic) of the Moreno Valley Municipal Code are necessary to address protections and enforcement rules for sidewalk vendors operating throughout the City; and
WHEREAS, staff has determined that the amendments are exempt from the California Environmental Quality Act (“CEQA”) in accordance with Section 15061(b)(3) of the CEQA Guidelines in that the amendments involve general policy and procedure making, and it can be seen with certainty that there is no possibility that the amendments will have a significant effect on the environment; and
WHEREAS, on March 17, 2026, a duly noticed public hearing was conducted by the City Council at which time all interested persons were provided an opportunity to testify and to present evidence.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF MORENO VALLEY DOES ORDAIN AS FOLLOWS:
Section 1. RECITALS
That the above recitals are true and correct and are incorporated herein as though set forth at length herein.
Section 2. AUTHORITY
That this Ordinance is adopted pursuant to the authority granted by Article XI, Section 7 of the Constitution of the State of California and California Government Code Section 37100, and it is not intended to be duplicative of state law, or be preempted by state legislation.
Section 3. AMENDMENT TO SECTION 12.02.001 (DEFINITIONS) 600
Section 12.02.001 (Definitions) of Chapter 12.02 (Mobile Vending) of Title 12 (Vehicles and Traffic) is hereby amended as set forth in Exhibit A.
Section 4. AMENDMENT TO SECTION 12.02.019 (PENALTY FOR
VIOLATION)
Section 12.02.019 (Penalty for Violation ) of Chapter 12.02 (Mobile Vending) of Title 12 (Vehicles and Traffic) is hereby amended as set forth in Exhibit A.
Section 5. AMENDMENT TO SECTION 12.02.0 20 (STREET VENDOR PROTECTION ACT (SB635))
Section 12.02.020 (Street Vendor Protection Act (SB635 ) of Chapter 12.02 (Mobile Vending) of Title 12 (Vehicles and Traffic) is hereby amended as set forth in Exhibit A.
Section 6. CEQA COMPLIANCE
That the proposed ordinance is exempt from the California Environmental Quality Act in accordance with Section 15061(b)(3) of the CEQA Guidelines in that the amendments involve general policy and procedure making, and it can be seen with certainty that there is no possibility that the amendments will have a significant effect on the environment.
Section 7. SEVERABILITY
That the City Council declares that, should any provision, section, paragraph, sentence or word of this Ordinance be rendered or declared invalid by any final court action in a court of competent jurisdiction or by reason of any preemptive legislation, the remaining provisions, sections, paragraphs, sentences or words of this ordinance as hereby adopted shall remain in full force and effect.
Section 8. REPEAL OF CONFLICTING PROVISIONS
That all the provisions of the Municipal Code as heretofore adopted by the City of Moreno Valley that are in conflict with the provisions of this Ordinance are hereby repealed.
Section 9. EFFECTIVE DATE
That this Ordinance shall take effect thirty (30) days after its second reading.
Section 10. CERTIFICATION
That the City Clerk shall certify to the passage and adoption of this Ordinance, enter the same in the book for original ordinances of the City, and make a minute of passage and adoption thereof in the records of the proceedings of the City Council, in the minutes of the meeting at which this Ordinance is passed and adopted. 601
INTRODUCED at a regular meeting of the City Council on ___ _, ____, and PASSED, APPROVED, and ADOPTED by the City Council on ______ __, ___, by the following vote:
________________________________
Ulises Cabrera, Mayor
City of Moreno Valley
ATTEST:
___________________________________
M. Patricia Rodriguez, City Clerk, CMC
APPROVED AS TO FORM:
___________________________________
Steven B. Quintanilla, City Attorney
602
ORDINANCE JURAT
STATE OF CALIFORNIA )
COUNTY OF RIVERSIDE )
ss. CITY OF MORENO VALLEY
)
I, _____________________, City Clerk of the City of Moreno Valley, California, do hereby certify that Ordinance No. 2026 - XX was duly and regularly adopted by the City Council of the City of Moreno Valley at a regular meeting thereof held on the day of , 2026, by the following vote:
AYES:
NOES:
ABSENT:
ABSTAIN:
(Council Members, Mayor Pro Tem and
Mayor)
CITY CLERK
(SEAL)
603
1 EXHIBIT A
§ 12.02.001. Definitions.
For the purpose of this chapter, unless the context clearly requires otherwise, the words and phrases used in this chapter shall have the following meanings:
"Business license officer"
means the finance officer of the city or the designee of such finance officer. “Immigration enforcement”
means any and all efforts to investigate, enforce, or assist in the investigation or enforcement of any state or federal civil immigration law, and also includes any and all efforts to investigate, enforce, or assist in the investigation or enforcement of any state or federal criminal immigration law that penalizes a person’s presence in, entry or reentry to, or employment in, the United States.
"Mobile vending"
means the conduct of a business by means of an automobile, truck, automobile tank, cart, wagon, motorcycle or any other vehicle which may be used to transport, sell, collect or deliver goods, wares, merchandise or property of any kind from a vehicle, either as a principal business or in connection with any other business, or in the solicitation of work, labor or services to be performed on the public streets or private places in or from a vehicle. "Mobile vending vehicle"
means a vehicle, as described in this section, used in the conduct of a mobile vending business. "Mobile vendor"
means any person, as defined in this chapter, who: (1) conducts, permits or causes the operation of any type of mobile vending; (2) owns, operates, controls, manages or leases mobile vending vehicles; or (3) contracts with persons to drive and/or vend items from a mobile vending vehicle.
"Person"
means any natural person, firm, partnership, association, corporation or stockholder, and includes, but is not limited to, owners, operators, drivers, lessors and lessees of mobile vending vehicles.
“Personally identifiable information”
means an individual’s name, business name, home address, business address, birthdate, telephone number, business location, California driver’s license or identification number, individual taxpayer identification number, municipal identification number, government-issued identification number, consular identification, social media identifiers, employer identification number, business license number, seller’s permit number, social security number, vending registration certificate or license number, known place of work, income and tax information, and any other information that would identify the individual. “Sidewalk vendor”
means a person who sells food or merchandise from a pushcart, stand, display, pedal-driven cart, wagon, showcase, rack, or other nonmotorized conveyance, or from one’s person, upon a public sidewalk or other pedestrian path. Such nonmotorized conveyances shall not be 604
2 considered a mobile vending vehicle nor a mobile vendor operation for purposes of this Chapter.
A sidewalk vendor may be either:
1. Stationary — vending from a fixed location; or
2. Roaming — moving from place to place and stopping only to complete a transaction. § 12.02.019. Penalty for mobile vending violation.
A. Any person who violates any mobile vending provision of this chapter, upon conviction thereof shall be guilty of a misdemeanor and shall be punished in accordance with the provisions of Section 1.01.230 of this code.
B. In addition to any other penalty prescribed for a violation of any mobile vending provisions of this chapter, upon a determination by the business license officer that a person has violated any provision hereof, the business license officer shall revoke each and all business licenses which have been issued pursuant to Chapter 5.02 of this code to the person who committed such violation and to the business by whom such person was employed when the violation occurred.
C. In addition to any other penalty prescribed for a violation of any mobile vending provisions of this chapter, such a violation shall constitute grounds for denial of the issuance or renewal of such a business license to the person who committed the violation and to the business by whom such person was employed when the violation occurred.
§ 12.02.020 Street Vendor Protection Act (SB 635).
A. The following provisions are applicable only to street vendors as defined in Section 12.02.001. (Definitions).
B. Except as otherwise required by state or federal law, the City shall not provide voluntary consent to any individual to access, review, or obtain any of the City’s records obtained pursuant to this chapter that include personally identifiable information o f any sidewalk vendor in the jurisdiction without a subpoena or judicial warrant. This paragraph does not prohibit the City from challenging the validity of a subpoena or judicial warrant in a federal district court.
C. The City and its personnel shall not disclose or provide in writing, verbally, or in any other manner, personally identifiable information of any sidewalk vendor obtained pursuant to this chapter that is requested, except pursuant to a subpoena or a valid judicial warrant.
D. The City shall accept a California driver’s license or identification number, an individual taxpayer identification number, or a municipal identification number in lieu of a social security number for the purposes of obtaining a Business License and the nu mber collected shall not be available to the public for inspection, shall be confidential, and shall not be disclosed except as required to administer the permit or licensure program or to comply with a state law or state or federal court order.
E. The City shall not inquire into or collect information about an individual’s immigration or citizenship status or place of birth.
F. The City shall not inquire into or collect information or documentation regarding an individual’s criminal history, and shall not require an applicant to submit fingerprints, complete a LiveScan fingerprinting, or submit to a background check as part of an application for a permit or valid business license for mobile vending.
G. Any personally identifiable information collected by the City pursuant to this Section shall be exempt from disclosure under the California Public Records Act (Division 10 (commencing with Section 7920.000) of Title 1 of the Government Code).
H. When enforcing any provision of, or regulation adopted pursuant to, this part regulating a sidewalk vendor, an agency or department of the City shall not do any of the following:
1. Use City moneys or personnel to investigate, interrogate, detain, detect, or arrest persons for purposes other than those identified in this chapter.
2. Inquire into an individual’s immigration status.
605
3 3. Place City personnel under the supervision of an agency conducting immigration enforcement, or employ City personnel deputized under the authority of an agency conducting immigration enforcement.
4. Use an officer or employee of an agency conducting immigration enforcement as an interpreter for City matters, or use City personnel as interpreters for officers or employees of an agency conducting immigration enforcement.
I. When enforcing any provision of this Chapter regulating a sidewalk vendor, an agency or department of a City that has been authorized to make arrests pursuant to Section 836.5 of the Penal Code shall not use City moneys or personnel to investigate, interro gate, detain, detect, or arrest persons for purposes other than those identified in this chapter.
J. A violation of any provision of this Chapter by a sidewalk vendor, mobile vendor or employee of a mobile vendor shall not be punishable as an infraction or misdemeanor, and a mobile vendor or employee of a sidewalk vendor, mobile vendor alleged to have vio lated any of those provisions is not subject to arrest except when independent grounds for that arrest exist under law.
K. This section does not prohibit or restrict any governmental entity or official from sending to, or receiving from, federal immigration authorities information regarding the citizenship or immigration status, lawful or unlawful, of an individual, or from re questing from federal immigration authorities immigration status information, lawful or unlawful, of any individual, or maintaining or exchanging that information with any other federal, state, or local governmental entity, pursuant to Sections 1373 and 1644 of Title 8 of the United States Code.
L. A violation of the rules and regulations set forth in this Chapter for Sidewalk Vending is punishable by the following:
1. An administrative fine in the amount of one hundred dollars ($100) for a first violation.
2. An administrative fine in the amount of two hundred dollars ($200) for a second violation within one year of the first violation.
3. An administrative fine in the amount of five hundred dollars ($500) for each additional violation within one year of the first violation.
M.
1. Sidewalk Vendors operating without a valid business license may be punishable by the following in lieu of the administrative fines set forth in Section 12.02.020(K):
a. An administrative fine in the amount of two hundred fifty dollars ($250) for a first violation.
b. An administrative fine in the amount of five hundred dollars ($500) for a second violation within one year of the first violation.
c. An administrative fine in the amount of one thousand dollars ($1,000) for each additional violation within one year of the first violation.
2. Upon proof of a valid permit issued by the City, the administrative fines set forth in this subsection shall be reduced to the administrative fines set forth in Section 12.02.019(A), respectively.
3. When assessing an administrative fine pursuant to Section 12.02.019(A), and Section
12.02.019(B), the adjudicator shall take into consideration the person’s ability to pay the fine. The City shall provide the person with notice of their right to request an ability-to-pay determination and shall make available instructions or other materials for requesting an ability-to-pay determination. The person may request an ability -to-pay determination at adjudication or while the judgment remains unpaid, including wh en a case is delinquent or has been referred to a comprehensive collection program.
4. If the person meets the criteria described in subdivision (a) or (b) of Section 68632 of the California Government Code, the City shall accept, in full satisfaction, 20 percent of the administrative fine imposed pursuant to this section.
N. Nothing in this Chapter shall be construed to impose requirements on sidewalk vendors beyond those permitted by the Street Vendor Protection Act (Government Code §§ 51036–51039). 606
Report to City Council
ID: 26-0106 Page 1
TO: Mayor and City Council
FROM: Jeremy Bubnick, Parks & Community Services
Director
AGENDA DATE: March 17, 2026
TITLE: LIBRARY COMMISSION ANNUAL REPORT 2025/2026
(REPORT OF: PARKS AND COMMUNITY SERVICES)
(DISTRICT: ALL DISTRICTS)
TITLE SUMMARY: Library Commission Annual Report
DISTRICT: All Districts
Recommendation(s)
That the City Council:
1. Receive and file the Library Commission Annual Report for 2025/2026.
SUMMARY
The Library Commission Annual Report provides an overview of the Commission’s activities and accomplishments from March 2025 to February 2026. The report highlights the Commission’s role in supporting library programs, promoting community engagement, and advising on matters related to library services and resources. Each year the Commission prepares an annual report summarizing its activities and contributions.
DISCUSSION
The Library Commission provides advice and recommendations to the City Council on policies and programs to enhance library services and serves as a liaison between the public and library administration. Presenting the report to the City Council provides an opportunity to share the Commission’s work and ensures transparency regarding 607
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advisory body activities. The sections below provide information on Commission members, key acti vities, and areas of focus that support library services and programs during the past year.
Composition
The Commission includes seven voting members and two alternates; alternates may vote only when replacing an absent voting member.
The following persons serve as voting members:
1. Mona Lisa Stallworth, Chair, Term Ending 6/30/2027
2. Dr. Jenn Carson, Vice Chair, Term Ending 6/30/2026
3. Ginger Baker, Member, Term Ending 6/30/2026
4. Anna Christian, Member, Term Ending 6/30/2027
5. Dr. Tashia Hilliard, Member, Term Ending 6/30/2027
6. Dr. Lynnette Sullivan, Member, Term Ending 6/30/2026
7. Victoria Williamson, Member, Term Ending 6/30/2028
8. Rebecca T. Diaz, Alternate Member, Term Ending 6/30/2028
9. David Torres, Alternate Member, Term Ending 6/30/2028
The current Chair is Mona Lisa Stallworth, and the current Vice Chair is Dr. Jenn Carson.
Library Leadership and Operations
As a consultant with Library Systems & Services, Library Director Maria Sunio, along with her dedicated team of branch managers, provides a wide range of programs and services to the Moreno Valley community operating at the Moreno Valley Public Library, Moreno Valley Mall Library Branch, and the Iris Plaza Library Branch. The library system will soon expand to include a fourth location, the Lakeshore Branch Library in Sunnymead Ranch, projected to open by 2027. The opening will coincide with the celebration of the Moreno Valley library system’s 40th anniversary.
Library Programs & Community Services
During this annual report period, library programming included:
Toddler Time
Discovery Club
Family Literacy Social
Time for Adults
Basic Tech Help
Basic Computer Skills for Adults
A variety of additional educational programs and community workshops
In addition, free tax filing assistance was made available to eligible residents at select branch locations. Through these efforts, the Library Director and her team strengthened 608
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community engagement, resulting in a significant incre ase in participation compared to pre-pandemic levels.
Little Free Library Initiative
The Library Commission continues to support the Little Free Library initiative through collaboration with the Moreno Valley Unified School District (MVUSD). This pa rtnership includes student participation in painting ten Little Free Library boxes located throughout the City of Moreno Valley.
The existing boxes are currently being replaced with new models purchased from the official Little Free Library Shop. MVUSD students will repaint the new boxes using the same themes as the original designs.
Each Library Commissioner has adopted a designated Little Free Library location and conducts regular visits to ensure the boxes remain stocked, well-maintained, and free of damage.
Expanding Access and Reducing Barriers
The Library Commission focused on reducing barriers to access and expanding community reach. Key efforts included:
Supporting the elimination of overdue fines for youth ages 0–17 Advancing student access through the Student Success Card initiative Strengthening civic engagement through outreach and partnerships
To support these goals, the Commission established Commissioner Proposals to promote resource sharing and community engagement in areas such as:
Voter awareness
Student and parent support
Career fairs and transferable skills
Health and nutrition
Information literacy
Living library experiences
Community book club discussions
Community Engagement and Outreach
Library Commissioners maintained a visible presence by wearing official badges at events and engaging directly with residents. They participated in both City-sponsored and non-City events throughout Moreno Valley.
During the year, the Library Commission attended the State of the City Address and the Friends of the Library Annual Meeting. Commissioners also attended community events including:
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Beautify MoVal
Veterans Day Ceremony
Juneteenth Celebration
Moreno Valley Sheriff’s Trunk or Treat
Day of the Dead Celebration
Flight Deck Bike Park Ribbon Cutting and Plaque Dedication
During the report period, Chairperson Stallworth successfully graduated from the City’s Citizen’s Academy. Commissioners continue to expand their understanding of municipal operations to better serve and represent the community.
Professional Development
Library Commissioners also attended professional conferences focused on networking, collaboration, and strengthening library services. These included the Serving with a Purpose Conference and the California Library Association (CLA) Conference.
Participation in these events provided valuable insight into innovative programming, emerging technologies, and best practices in library services. These collective efforts have stren gthened the Commission’s ability to provide informed recommendations and support high-quality library services for the Moreno Valley community.
Future Items
The Library Commission will continue to share valuable knowledge while making meaningful impacts within the City of Moreno Valley.
Attendance
During the reporting period, the Library Commission held eight regular meetings.
Name Regular Meeting Absences Percent Absent
Stallworth 0/8 0%
Carson 1/8 13%
Baker 0/8 0%
Christian 1/8 13%
Hilliard 4/8 50%
Sullivan 2/8 25%
Williamson 0/8 0%
Diaz 0/8 0%
Torres 0/8 0%
ALTERNATIVES
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1. Approve and authorize the recommended actions as presented in this staff report.
Staff recommend this alternative.
2. Do not approve and authorize the recommended actions as presented in this staff report. Staff does not recommend this alternative.
FISCAL IMPACT
There is no fiscal impact associated with receiving and filing this report.
NOTIFICATION
None.
PREPARATION OF STAFF REPORT
Prepared By: Department Head Approval:
Iesha Shabazz Jeremy Bubnick
Management Assistant Parks & Community Services Director
Concurred By:
Danielle Monarrez
Parks & Community Services Financial Services Division Manager
CITY COUNCIL GOALS
Advocacy: Develop cooperative intergovernmental relationships and be a forceful advocate of City policies, objectives, and goals to appropriate external governments, agencies and corporations.
CITY COUNCIL STRATEGIC PRIORITIES
1. Economic Development
2. Public Safety
3. Library
4. Infrastructure
5. Beautification, Community Engagement, and Quality of Life
6. Youth Programs
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Report Approval Details
Document Title: STAFF REPORT_PCS_ANNUAL REPORT_LIBRARY
COMMISSION.docx
Attachments:
Final Approval Date: Mar 9, 2026
This report and all of its attachments were approved and signed as outlined below:
Jeremy Bubnick
Natalia Medina
Felicia London, MPA
Launa Jimenez
Brian Mohan
Patty Rodriguez
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