Agenda packet — Ontario City Council, March 5, 2024 (part 1 of 2)

CITY OF ONTARIO
Regular City Council/Housing Authority
Meeting
MARCH
5, 2024
City Hall
303 East B Street, Ontario, CA 91764

MAYOR PAUL S. LEON • MAYOR PRO TEM DEBRA DORST-PORADA
COUNCIL MEMBERS ALAN D. WAPNER, JIM W. BOWMAN AND RUBEN VALENCIA CITY CLERK SHEILA MAUTZ • TREASURER JAMES R. MILHISER
CITY MANAGER SCOTT OCHOA • CITY ATTORNEY RUBEN DURAN

WELCOME TO A MEETING OF THE ONTARIO CITY COUNCIL

All documents for public review are on ﬁle with the Records Management/City Clerk's Department located at 303 East B Street, Ontario, CA 91764.

Anyone wishing to speak in person during public comment or on a particular item will be required to ﬁll out a blue slip. Blue slips must be turned in prior to public comment beginning or before an agenda item is taken up. The Clerk will not accept blue slips after that time. To comment by email, submit your comments no later than 4:00 p.m. on the day of the meeting by emailing your name, agenda item you are commenting on and your comments to
[email protected].

All
comments received by the deadline will be forwarded to the City Council for consideration before action is taken on the matter and will be entered into the record.

Comments will be limited to 3 minutes. Speakers will be alerted when they have 1 minute remaining and when their time is up. Speakers are then to return to their seats and no further comments will be permitted.

In accordance with State Law, remarks during public comment are to be limited to subjects within Council's jurisdiction. Remarks on other agenda items will be limited to those items.

Remarks from those seated or standing in the back of the chamber will not permitted. All those wishing to speak including Council and Staff need to be recognized by the Chair before speaking.

CITY OF ONTARIO Regular City Council/Housing Authority Meeting CITY HALL 303 EAST B STREET, ONTARIO CA 91764 • www.OntarioCA.gov 1

ACCOMODATIONS

If you need special assistance or accommodations to participate in this meeting, please contact the City Clerk's oﬃce at 909-395-2009. Notiﬁcation of 48 hours prior to the meeting will help the City make reasonable arrangements. Equipment for the hearing impaired is available in the Records Management Office.

ORDER OF BUSINESS

The regular City Council and Housing Authority meeting begins with Closed Session and Closed Session Comment at
6:00 p.m.
, Public Comment at 6:30 p.m. immediately followed by the Regular Meeting and Public Hearings. No agenda item will be introduced for consideration after 10:00 p.m. except by majority vote of the City Council.

CALL TO ORDER
(OPEN SESSION)

ROLL CALL

Dorst-Porada, Wapner, Bowman, Valencia, Mayor/Chairman Leon

INFORMATION RELATIVE TO POSSIBLE CONFLICT OF INTEREST
Agenda item contractors, subcontractors and agents may require member abstentions due to conflict of interests and financial interests. Council Member abstentions shall be stated under this item for recordation on the appropriate item.

CLOSED SESSION PUBLIC COMMENT

The Closed Session Public Comment portion of the Council/Housing Authority meeting is limited to a maximum of 3 minutes for each speaker and comments will be limited to matters appearing on the Closed Session. Additional opportunities for further Public Comment will be given during and at the end of the meeting.

CLOSED SESSION
GC 54956.8, CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Property: APNs: 1048-564-03, 1048-564-04,1048-564-05, 1048-564-06; 121-143 North Euclid Avenue; City/Authority negotiator: Scott Ochoa or his designee; Negotiating parties: LAB-CO LLC; Under negotiation: Price and terms of payment.

CITY OF ONTARIO Regular City Council/Housing Authority Meeting CITY HALL 303 EAST B STREET, ONTARIO CA 91764 • www.OntarioCA.gov 2

ATTACHMENT:

20240305 Closed Session
GC 54956.8, CONFERENCE WITH REAL PROPERTY NEGOTIATORS
Property: APNs: 1047-543-20, 1047-543-30, 1047-543-31; 315-405 East Fourth Street and 406 East Harvard Place; City/Authority negotiator: Scott Ochoa or his designee; Negotiating parties: C.C.

Graber Co.; Under negotiation: Price and terms of payment.

PLEDGE OF ALLEGIANCE
Mayor pro Tem Dorst-Porada

INVOCATION
Pastor Daniel Ventura, Ontario United Reformed Church

REPORT ON CLOSED SESSION
City Attorney
PUBLIC COMMENTS 6:30 P.M.

The Public Comment portion of the Council/Housing Authority meeting is limited to 30 minutes with each speaker given a maximum of 3 minutes. An opportunity for further Public Comment may be given at the end of the meeting. Under provisions of the Brown Act, Council is prohibited from taking action on oral requests.

To comment by email, submit your comments by email no later than 4:00 p.m. on the day of the meeting by emailing your name, agenda item you are commenting on and your comment to [email protected]. All Comments received by the deadline will be forwarded to the City Council for consideration before action is taken on the matter and entered into the record. As previously noted -- if you wish to address the Council, fill out one of the blue slips at the rear of the chambers and give it to the City Clerk.

AGENDA REVIEW/ANNOUNCEMENTS

The City Manager will go over all updated materials and correspondence received after the Agenda was distributed to ensure Council Members have received them. He will also make any necessary recommendations regarding Agenda modiﬁcations or announcements regarding Agenda items to be considered.

CONSENT CALENDAR

All matters listed under CONSENT CALENDAR will be enacted by one motion in the form listed below – there will be no separate discussion on these items prior to the time Council votes on them, unless a member of the Council requests a speciﬁc item be removed from the Consent CITY OF ONTARIO Regular City Council/Housing Authority Meeting CITY HALL 303 EAST B STREET, ONTARIO CA 91764 • www.OntarioCA.gov 3

1. APPROVAL OF MINUTES

ATTACHMENT:

20240206 Minutes (Not official until approved)

2. BILLS & PAYROLL

3. AN AMENDMENT TO THE DESIGN SERVICES AGREEMENT WITH POPULOUS, INC. FOR

ADDITONAL MASTER PLANNING SERVICES FOR THE PROPOSED MINOR LEAGUE BASEBALL

STADIUM AND PARKING STRUCTURE PROJECT, AND AN AMENDMENT TO THE ON-CALL PROFESSIONAL SERVICES AGREEMENT WITH TILDEN-COIL CONSTRUCTORS, INC. FOR

CONSTRUCTION MANAGEMENT MULTI-PRIME SERVICES FOR THE ONTARIO SPORTS

COMPLEX PROJECT

ATTACHMENT:

Populous Amendment 1.pdf

ATTACHMENT:

Tilden-Coil Amendment 2.pdf

4. FISCAL YEAR 2023-24 MID-YEAR BUDGET UPDATE REPORT

ATTACHMENT:

FY 2023-24
Mid-Year Budget Update Report_EXHIBIT A.pdf
Calendar for a separate vote.

Each member of the public wishing to address the City Council on items listed on the Consent Calendar will be given a total of 2 minutes.

Minutes for the regular meetings of the City Council and Housing Authority of February 6, 2024, and approving same as on file in the Records Management Department.

Bills February 2, 2024 through February 15, 2024, and Payroll January 28, 2024 through February 10, 2024.

That the City Council take the following actions:

A
.

Authorize the City Manager or his designee to execute Amendment No. 1 to the Design Services Agreement with Populous, Inc., of Los Angeles, California, to provide additional Master Planning Services for the Proposed Minor League Baseball Stadium and Parking Structure Project in the amount of $2,987,375 for a total not-to-exceed contract amount of $9,775,010; and
B
.

Authorize the City Manager or his designee to execute Amendment No. 2 to the Professional Services Agreement with Tilden-Coil Constructors, Inc., of Riverside, California, to provide Construction Management Multi-Prime Services for the mass grading of the entire 192-acre site, construction management for the oﬀsite infrastructure construction, and the additional scope added to the Proposed Minor League Baseball Stadium and Parking Structure in the amount of $14,813,944 for a new not-to-exceed contract amount of $18,352,944 and to extend the contract term until October 27, 2027.

That the City Council approve the budget adjustments and recommendations as presented in the Fiscal Year 2023-24 Mid-Year Budget Update Report (Exhibit A).

CITY OF ONTARIO Regular City Council/Housing Authority Meeting CITY HALL 303 EAST B STREET, ONTARIO CA 91764 • www.OntarioCA.gov 4

5. A SERVICE AND SOFTWARE LICENSING AGREEMENT WITH ACCELA, INC. TO UPGRADE THE

CITY'S LAND MANAGEMENT SOFTWARE SYSTEM

ATTACHMENT:

Accela-Subscription-Services-Agreement

ATTACHMENT:

SOW - Ontario CA - SaaS Migration 1.21 (002).pdf

6. AMENDMENTS TO THE PROFESSIONAL SERVICES AGREEMENT WITH TRANSTECH ENGINEERS, INC. FOR ON-CALL PROJECT MANAGEMENT SERVICES

ATTACHMENT:

Amendment No. 2 - Transtech Engineers, Inc..pdf

ATTACHMENT:

Amendment No. 3 AA.pdf

7. AN AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT WITH KLEINFELDER, INC.

FOR ON-CALL GEOTECHNICAL CONSULTING, MATERIALS TESTING, AND SPECIAL

INSPECTION SERVICES

ATTACHMENT:

Amend 4 Kleinfelder City Hall Parking Structure NEW.pdf

8. AN AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT WITH STETSON ENGINEERING INC. FOR THE EVALUATION OF AN ADVANCED WASTEWATER PURIFICATION

FACILITY ALTERNATIVE SUPPLY PROGRAM PROJECT
That the City Council authorizes the City Manager or his designee to execute an Agreement with Accela, Inc., of San Ramon, California, to upgrade the City's land management software system, in an amount not-to-exceed $3,041,548.

That the City Council take the following actions:

A
.

Authorize the City Manager or his designee to execute Amendment No. 2 to the Professional Services Agreement with Transtech Engineers, Inc. (Transtech), of Chino, California, for on-call Project Management Services for the Concession Stand Remodel at Latimer Field in an amount of $7,040 for a total not-to-exceed contract amount of $1,146,000
; and
B
.

Authorize the City Manager or his designee to execute Amendment No. 3 to the Professional Services Agreement with Transtech, of Chino, California, for on-call Project Management Services in an amount of $150,000 for a total not-to-exceed contract amount of $1,296,000.

That the City Council authorize the City Manager or his designee to execute Amendment No. 4 to the Professional Services Agreement with Kleinfelder, Inc., of Ontario, California, to provide on-call geotechnical consulting, materials testing, and special inspection services for the City Hall Expansion - Parking Structure Project in the amount of $461,981 for a total contract amount not-to-exceed $928,535.

That the City Council approve and authorize the City Manager, or designee to execute Amendment No. 1 to the Professional Services Agreement with Stetson Engineering Inc., of Covina, California, for the Evaluation of an Advanced Wastewater Puriﬁcation Facility Alternative Supply Program Project for $150,000, for a new total not-to-exceed contract amount of $336,148 and a term from July 19, 2022 to January 1, 2025.

CITY OF ONTARIO Regular City Council/Housing Authority Meeting CITY HALL 303 EAST B STREET, ONTARIO CA 91764 • www.OntarioCA.gov 5

ATTACHMENT:

20240305 PSA with Stetson Engineering^01 AGMT Amend No. 1.pdf

9. A RESOLUTION APPROVING AN IMPROVEMENT AGREEMENT, IMPROVEMENT SECURITY AND FINAL TRACT MAP NO. 20449 LOCATED AT THE SOUTHEAST CORNER OF HAVEN

AVENUE AND ONTARIO RANCH ROAD

ATTACHMENT:

TM-20449^01 EX

ATTACHMENT:

TM-20449^02^RESO^RM

ATTACHMENT:

TM-20449^03 SIA

10. A CONSTRUCTION CONTRACT WITH MAMCO INC., A PROFESSIONAL SERVICES AGREEMENT WITH STANTEC CONSULTING SERVICE INC., AND AMENDMENTS TO THE

PROFESSIONAL SERVICES AGREEMENTS WITH ANSER ADVISORY MANAGEMENT LLC AND KLEINFELDER INC., FOR THE ARCHIBALD SEWER DIVERSION PROJECT

ATTACHMENT:

Exhibit A.pdf
That the City Council adopt a Resolution approving an Improvement Agreement, Improvement Security and Final Tract Map No. 20449 located at the southeast corner of Haven Avenue and Ontario Ranch Road.

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF ONTARIO, CALIFORNIA, APPROVING AN IMPROVEMENT AGREEMENT, IMPROVEMENT SECURITY AND FINAL TRACT MAP NO. 20449 LOCATED AT THE SOUTHEAST CORNER OF HAVEN AVENUE AND ONTARIO RANCH ROAD.

That the City Council take the following actions:

A
.

Approve the plans and speciﬁcations and award Contract No. UT1016 to Mamco Inc., of Perris, California, for the construction of the Archibald Sewer Diversion Project, in the amount of $3,666,666 plus a 15% contingency of $550,000, for a total not-to-exceed amount of $4,216,666, a term of 200 calendar days after issuance of notice to proceed; and authorize the City Manager, or his designee, to execute said contract and ﬁle a notice of completion at the conclusion of all construction activities related to the project.

B
.

Approve and authorize the City Manager, or designee to execute a Professional Services Agreement with Stantec Consulting Services Inc., of Irvine, California, for a total not-to- exceed amount of $129,000 for construction engineering services and a term from March 5, 2024 to March 31, 2026.

C
.

Approve and authorize the City Manager, or designee to execute Amendment No. 10 to the Professional Services Agreement with ANSER Advisory Management LLC DBA Wallace and Associates Consulting Inc., of Santa Ana, California, to amend the Agreement amount by $137,660 for a new total not-to-exceed amount of $2,172,433 for construction management and inspection services and a term from March 5, 2024 to October 1, 2024.

D
.

Approve and authorize the City Manager, or designee to execute Amendment No. 5 to the Professional Services Agreement with Kleinfelder Inc., of Ontario, California, to amend the Agreement amount by $87,951 for a new total not-to-exceed amount of $1,016,486 for geotechnical and material testing services and a term from March 5, 2024 to June 30, 2025.

CITY OF ONTARIO Regular City Council/Housing Authority Meeting CITY HALL 303 EAST B STREET, ONTARIO CA 91764 • www.OntarioCA.gov 6

ATTACHMENT:

PSA with Mamco Inc. AGMT^01.pdf

ATTACHMENT:

PSA with Stantec Consulting AGMT^02.pdf

ATTACHMENT:

PSA with Anser Advisory AGMT^03.pdf

ATTACHMENT:

PSA with Kleinfelder Inc.

AGMT^01.pdf

11. AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ONTARIO, CALIFORNIA, AMENDING CERTAIN SECTIONS OF CHAPTER 13 OF THE ONTARIO MUNICIPAL CODE

RELATING TO THE FLOOD DAMAGE PREVENTION PROGRAM

ATTACHMENT:

Amendments_to_Floodplain^ORD^RM

12. A GRANT APPLICATION FROM OMNITRANS MEASURE I FOR THE ONTARIO SILVER S.T.A.R.S. PROGRAM
That the City Council consider and adopt an Ordinance amending certain sections of Chapter 13 of the Ontario Municipal Code relating to the City's flood damage prevention program.

AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ONTARIO, CALIFORNIA, AMENDING CERTAIN SECTIONS OF CHAPTER 13 OF THE ONTARIO MUNICIPAL CODE RELATING TO THE FLOOD DAMAGE PREVENTION PROGRAM.

That the City Council authorize the City Manager or his designee to execute all documents necessary to apply for and accept a 2-year grant in the amount of $1,519,198 from Omnitrans Measure I for the Ontario Silver S.T.A.R.S. Program.

STAFF MATTERS

City Manager Ochoa

COUNCIL MATTERS

Mayor Leon
Mayor pro Tem Dorst-Porada
Council Member Wapner
Council Member Bowman
Council Member Valencia

ADJOURNMENT
CITY OF ONTARIO Regular City Council/Housing Authority Meeting CITY HALL 303 EAST B STREET, ONTARIO CA 91764 • www.OntarioCA.gov 7 1 of 1

CITY OF ONTARIO

CLOSED SESSION REPORT
City Council // Housing Authority // Other // (GC 54957.1) March 5, 2024
ROLL CALL: Dorst-Porada _, Wapner _, Bowman _, Valencia _, Mayor / Chairman Leon _.

STAFF: City Manager / Executive Director __, City Attorney __ In attendance: Dorst-Porada _, Wapner _, Bowman _, Valencia _, Mayor / Chairman Leon _.  GC 54956.8, CONFERENCE WITH REAL PROPERTY NEGOTIATORS Property: APNs: 1048-564-03, 1048-564-04,1048-564-05, 1048-564-06; 121-143 North Euclid Avenue; City/Authority negotiator: Scott Ochoa or his designee; Negotiating parties: LAB-CO LLC; Under negotiation: Price and terms of payment
No Reportable Action Continue Approved
/ / / / / /
Disposition: _________________________________________________________________ In attendance: Dorst-Porada _, Wapner _, Bowman _, Valencia _, Mayor / Chairman Leon _.  GC 54956.8, CONFERENCE WITH REAL PROPERTY NEGOTIATORS Property: APNs: 1047-543-20, 1047-543-30, 1047-543-31; 315-405 East Fourth Street and 406 East Harvard Place; City/Authority negotiator: Scott Ochoa or his designee; Negotiating parties: C.C. Graber Co.; Under negotiation: Price and terms of payment No Reportable Action Continue Approved
/ / / / / /
Disposition: _________________________________________________________________ Reported by:
___________________________________________
City Attorney / City Manager / Executive Director
8 ONTARIO CITY COUNCIL/

ONTARIO HOUSING AUTHORITY

MINUTES
February 6, 2024
(Not Official Until Approved)
(Not Official Until Approved)

JOINT MEETINGS
The regular meetings of the Ontario City Council and the Housing Authority were held on Tuesday, February 6, 2024 at Ontario City Hall, 303 E. B Street Ontario, California.

CALL TO ORDER
Mayor Leon called the joint meetings to order at 6:02 p.m.

ROLL CALL
PRESENT: Mayor/Chairman: Paul S. Leon
Mayor pro Tem/Vice Chair: Debra Dorst-Porada
Council/Authority Members: Alan D. Wapner, Jim W. Bowman, and Ruben Valencia.

ABSENT: Council/Authority Members: None.

Also present were City Manager / Executive Director Scott Ochoa, Assistant City Attorney/Legal Counsel Ruben Duran, and City Clerk / Secretary Sheila Mautz.

INFORMATION RELATIVE TO POSSIBLE CONFLICTS OF INTEREST
There were no conflicts of interest announced by the City Council.

CLOSED SESSION
Mayor Leon inquired whether persons were present who wished to speak to the Closed Session items. Hearing no one, City Attorney Duran announced the matter for discussion as listed on the agenda and recessed to Closed Session at 6:03 p.m. for discussion of the following:

GC 54956.9(d)(1), CONFERENCE WITH LEGAL COUNSEL, EXISTING LITIGATION Ruben Valencia v. City of Ontario, Case No. CIVSB2302751 GC 54956.9(d)(1), CONFERENCE WITH LEGAL COUNSEL, EXISTING LITIGATION Inland Oversight Committee v. City of Ontario, Case No. CIVSB2310190 GC 54956.9(d)(1), CONFERENCE WITH LEGAL COUNSEL, EXISTING LITIGATION Southwest Jet Fuel Co. v. CDTFA, Case No. 22CECG01224
9 Ontario City Council/Ontario Housing Authority
Regular Meeting Minutes – February 6, 2024

Page 2 of 6 ends

OPEN MEETING CALLED TO ORDER
Mayor Leon reconvened the meetings at 6:37 p.m. for the regular session.

PLEDGE OF ALLEGIANCE
The Pledge of Allegiance was led by Council Member Wapner.

INVOCATION
The invocation was led by Pastor Dr. Maribel Zacapa from The Church of God of Prophecy.

REPORT ON CLOSED SESSION
City Attorney Duran stated there was no reportable action.

PUBLIC COMMENTS
Assistant City Clerk Isbell announced there were three written public comments:

Lory Masonis, regarding light rail projects and fiscal accountability.

Arianna Harrison, regarding the ongoing conflict in the Gaza Strip and the West Bank.

Andres Martinez Pais, regarding the California Mortgage Relief Program.

Mayor Leon called upon the first speaker:

Rafael Leon, regarding parking congestion and traffic safety.

Mario Huante, regarding the Constitution of California and the community’s role in upholding its principles.

Juan Roma, regarding his eagerness to work alongside City Council.

Mark Terzano, regarding an environmental report associated with a project located on Fourth Street and Mountain Avenue.

AGENDA REVIEW/ANNOUNCEMENTS
City Manager Ochoa announced he signed a proclamation declaring a local state of emergency because of the effects of a winter storm. City Manager Ochoa conveyed the need to the City Council to ratify the proposed local state of emergency to authorize and mobilize city resources.

Mayor Leon called for a motion to add the Resolution Declaring a Local State of Emergency to the agenda for Council consideration relaying that there is an existing need to act before the next scheduled meeting and opened the electronic vote. 10 Ontario City Council/Ontario Housing Authority
Regular Meeting Minutes – February 6, 2024

Page 3 of 6 ends

MOTION: Moved by Council Member Bowman, seconded by Mayor pro Tem Dorst-Porada and carried by a unanimous vote 5-0, to add the item onto the agenda.

That the City Council adopt a Resolution declaring a state of emergency.

RESOLUTION NO. 2024-005 A RESOLUTION OF THE CITY OF ONTARIO,

CALIFORNIA, PROCLAIMING THE EXISTENCE OF A LOCAL EMERGENCY AND

DIRECT THE EMERGENCY ORGANIZATION OF THE CITY OF ONTARIO TO TAKE

THE NECESSARY STEPS FOR THE PROTECTION OF LIFE, HEALTH AND SAFETY IN THE CITY OF ONTARIO.

Mayor Leon opened the item for Council discussion.

MOTION: Moved by Council Member Wapner, seconded by Council Member Bowman and carried by a unanimous vote 5-0, to adopt Resolution No. 2024-005 Declaring a Local State of Emergency.

CONSENT CALENDAR
MOTION: Moved by Mayor pro Tem Dorst-Porada, seconded by Council Member Bowman and carried by a unanimous vote 5-0, to approve the Consent Calendar.

1. APPROVAL OF MINUTES
Approved minutes for the regular meetings of the City Council and Housing Authority of January 2, 2024, and approving same as on ﬁle in the Records Management Department.

2. BILLS & PAYROLL
Approved bills December 22, 2023 through January 18, 2024, in the amount of $40,886,553.86, and Payroll December 17, 2023 through January 13, 2024 in the amount of $10,273,170.19.

3. A RESOLUTION AUTHORIZING THE CITY MANAGER TO EXECUTE A

COOPERATIVE AGREEMENT FOR THE RELINQUISHMENT OF STATE ROUTE 83 (EUCLID AVENUE)
The City Council adopted a Resolution authorizing the City Manager to execute a Cooperative Agreement with the California Department of Transportation (Caltrans) to relinquish State Route 83 (Euclid Avenue) to the City.

RESOLUTION NO. 2024-003 A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF ONTARIO, CALIFORNIA, AUTHORIZING THE CITY MANAGER TO EXECUTE A COOPERATIVE AGREEMENT FOR RELINQUISHMENT 508-S WITH

THE CALIFORNIA DEPARTMENT OF TRANSPORTATION TO RELINQUISH STATE ROUTE 83 (EUCLID AVENUE) WITHIN THE CITY OF ONTARIO FROM

THE SOUTH CITY LIMIT AT MERRILL AVENUE TO THE NORTH CITY LIMIT AT 11 Ontario City Council/Ontario Housing Authority
Regular Meeting Minutes – February 6, 2024

Page 4 of 6 ends

THE INTERSTATE ROUTE 10 FREEWAY EXCEPTING THEREFROM ANY PORTIONS WITHIN THE STATE ROUTE 60 FREEWAY.

4. ADOPTION OF ORDINANCE TO APPROVE FILE NO. PUD21-002, A PLANNED UNIT DEVELOPMENT FOR A 0.48-ACRE PARCEL OF LAND LOCATED AT 413

WEST EMPORIA STREET
The City Council adopted an Ordinance approving File No. PUD21-002, the Emporia Work/Live Lofts Planned Unit Development, establishing development standards and design guidelines to facilitate joint work/live quarters at 413 West Emporia Street. First reading and introduction took place at a regular meeting on January 16, 2024.

ORDINANCE NO. 3269 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ONTARIO, CALIFORNIA, APPROVING FILE NO. PUD21-002, A PLANNED

UNIT DEVELOPMENT TO ESTABLISH DEVELOPMENT AND PERFORMANCE STANDARDS AND DESIGN GUIDELINES FOR 0.48-ACRES OF LAND LOCATED AT 413 WEST EMPORIA STREET WITHIN THE LUA-2N (ARTS DISTRICT- NORTH) OF THE MU-1 (DOWNTOWN MIXED USE) ZONING DISTRICT AND MAKING FINDINGS IN SUPPORT THEREOF - APN: 1049-059-03.

5. AN AMENDMENT TO THE GOODS AND SERVICES AGREEMENT WITH FORD

OF UPLAND, LLC FOR THE PROCUREMENT OF FORD ORIGINAL EQUIPMENT

MANUFACTURER PARTS AND REPAIR SERVICES
The City Council authorized the City Manager or his designee to execute Amendment No. 5 to the Goods and Services Agreement with Ford of Upland, LLC, of Upland, California, in the amount of $70,000, for a total not-to-exceed contract amount to $370,000 for the procurement of Ford original equipment manufacturer parts and repair services.

6. AN AMENDMENT TO THE GOODS AND EQUIPMENT PURCHASE

AGREEMENT WITH ALL AMERICAN ASPHALT FOR ASPHALT MATERIALS The City Council authorized the City Manager or his designee to execute Amendment No. 1 to the Goods and Equipment Purchase Agreement with All American Asphalt, of Corona, California, in the amount of $146,000, for a total not- to-exceed contract amount of $1,111,970 to complete the residential street overlay program for Fiscal Year 2023-24.

7. AN AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT WITH

WINDSONG PRODUCTIONS, LLC FOR VIDEO PRODUCTION SERVICES The City Council authorized the City Manager or his designee to execute Amendment No. 2 to the Professional Services Agreement with Windsong Productions, LLC, of Fresno, California to extend the scope of services and increase funding for a total not-to-exceed contract amount of $812,302. 12 Ontario City Council/Ontario Housing Authority
Regular Meeting Minutes – February 6, 2024

Page 5 of 6 ends

8. A RESOLUTION APPROVING THE ADOPTION OF PUBLIC AGENCIES POST-

EMPLOYMENT BENEFITS TRUST ADMINISTERED BY PUBLIC AGENCY

RETIREMENT SERVICES (PARS)
The City Council took the following actions:

A. Adopted Resolution No. 2024-004 authorizing the Post-Employment Beneﬁts Trust to be administered by Public Agency Retirement Services (PARS); and B. Authorized the City Manager to execute the agreement for administrative services with Public Agency Retirement Services (PARS).

RESOLUTION 2024-004 A RESOLUTION OF THE CITY COUNCIL OF THE CITY

OF ONTARIO, CALIFORNIA, APPROVING THE ADOPTION OF THE PUBLIC

AGENCIES POST-EMPLOYMENT BENEFITS TRUST ADMINSTERED BY PUBLIC AGENCY RETIREMENT SERVICES (PARS).

9. AN AMENDMENT TO THE PROFESSIONAL SERVICES AGREEMENT WITH

UNIVERSAL PROTECTION SERVICES LP
The City Council authorized the City Manager or his designee to execute Amendment No. 4 to the Professional Services Agreement with Universal Protection Services LP, dba Allied Universal Protection Services, of Atlanta, Georgia, to extend the term by one year and increase the scope of services and total not-to-exceed amount to $3,765,714.

10. AN ORDINANCE APPROVING A DEVELOPMENT AGREEMENT (FILE NO.

PDA21-012) BETWEEN THE CITY OF ONTARIO AND RICHLAND

MEADOWLAND, LTD, STRACK FARMS LAND, LLC, AND RMD INLAND

INVESTORS, LLC
The City Council adopted an Ordinance approving a Development Agreement (File No. PDA21-012) between the City of Ontario and Richland Meadowland, LTD, Strack Farms Land, LLC, and RMD Inland Investors, LLC. First reading and introduction took place at a regular meeting on January 16, 2024.

ORDINANCE NO. 3270 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF ONTARIO, CALIFORNIA, APPROVING FILE NO. PDA21-012, A

DEVELOPMENT AGREEMENT BETWEEN THE CITY OF ONTARIO AND

RICHLAND MEADOWLAND, LTD, A TEXAS LIMITED PARTNERSHIP, STRACK

FARMS LAND, LLC, A DELAWARE LIMITED LIABILITY COMPANY, AND RMD

INLAND INVESTORS, LLC, A DELAWARE LIMITED LIABILITY COMPANY, TO

ESTABLISH THE TERMS AND CONDITIONS ASSOCIATED WITH TENTATIVE TRACT MAP 20472 (FILE NO. PMTT21-018), A 47.16 ACRE PROPERTY

LOCATED AT THE SOUTHWEST CORNER OF EUCALYPTUS AVENUE AND HAVEN AVENUE, WITHIN PLANNING AREA 30 MIXED RESIDENTIAL AND PLANNING AREA 31 MIXED RESIDENTIAL OF THE SUBAREA 29 SPECIFIC PLAN (FILE NO. PSPA21-005), AND MAKING FINDINGS IN SUPPORT THEREOF - APN(S): 0218-331-31 AND 0218-331-52.
13 Ontario City Council/Ontario Housing Authority
Regular Meeting Minutes – February 6, 2024

Page 6 of 6 ends

STAFF MATTERS:

City Manager Ochoa made no announcements.

COUNCIL MATTERS:

Council Member Valenica made no comments.

Council Member Bowman made no comments.

Council Member Wapner made no comments.

Mayor pro Tem Dorst-Porada spoke on the importance of water retention and encouraged residents to contact their local state legislators.

Mayor Leon made no comments.

ADJOURNMENT:

Mayor Leon adjourned the meetings of the Joint Agencies at 6:51 p.m. and announced the next regular meeting was scheduled for February 20, 2024.

Respectfully submitted,
_____________________________________

SHEILA MAUTZ, CITY CLERK/SECRETARY
APPROVED:
_____________________________________
PAUL S. LEON, MAYOR/CHAIRMAN
14 Department: Public Works
Prepared By: Daniel P Beers
Staff Member Presenting:

Tito Haes, Executive Director Public Works
Reviewed By: Bonnie Tam, Andrea Ampig
Approved By:

Submitted To: Council/OHA
Approved: _______________________________
Continued To: ___________________________
Denied: __________________________________
Item No: 3
SUBJECT:

AN AMENDMENT TO THE DESIGN SERVICES AGREEMENT WITH POPULOUS, INC.

FOR ADDITONAL MASTER PLANNING SERVICES FOR THE PROPOSED MINOR

LEAGUE BASEBALL STADIUM AND PARKING STRUCTURE PROJECT, AND AN

AMENDMENT TO THE ON-CALL PROFESSIONAL SERVICES AGREEMENT WITH TILDEN-COIL CONSTRUCTORS, INC. FOR CONSTRUCTION MANAGEMENT MULTI-

PRIME SERVICES FOR THE ONTARIO SPORTS COMPLEX PROJECT

CITY OF ONTARIO
Agenda Report
March
5, 2024
SECTION:

CONSENT CALENDAR

RECOMMENDATION:

That the City Council take the following actions:

A
.

THE FOLLOWING COUNCIL GOALS ARE BEING ACHIEVED:

Invest in the City's Infrastructure (Water, Streets, Sewers, Parks, Storm Drains and Public Facilities)
FISCAL IMPACT:

The recommended Amendment No. 1 for Populous, Inc. is in an amount of $2,987,375 for a new total not-to-exceed $9,775,010. The recommended Amendment No. 2 for Tilden-Coil Constructors, Inc. increases the authorized contract amount by $14,813,944, for a new total not-to-exceed contract amount of $18,352,944. The combined total cost of all recommended actions is $17,801,319. If approved, additional appropriations in the Capital Projects-Measure Q 15 Fund will be requested at a future quarterly budget update.

BACKGROUND & ANALYSIS:

On August 15, 2023, the City Council awarded a contract to Populous, Inc. and Tilden-Coil Constructors, Inc. for the design and construction management of the Proposed Minor League Baseball Stadium, which is part of the Ontario Sports Complex. During the design of the Proposed Minor League Baseball Stadium, it was determined that there needs to be a master plan for the area directly adjacent to the Stadium. Given that Populous, Inc.'s role as the Architect of Record for the adjoining Stadium project and their signiﬁcant inﬂuence on the Stadium layout within the master plan, we approached them to provide a proposal for designing the master plan.

If
approved, Populous, Inc. will design the master plan for the areas adjacent to the Proposed Minor League Baseball Stadium.

Staﬀ recommends the proposed Amendment No. 2 to Tilden-Coil Constructors, Inc. to add construction management multi-prime services including schematic planning, construction plans, speciﬁcations, cost estimates, bidding support, and management oversight for a new stadium and parking structure, all onsite and oﬀsite street improvements on Riverside, Hellman, Chino Ave, and Vineyard and construction management for the mass grading of the entire 192-acre site. 16 46700.00100\33287662.1

Page 1 of 3 ends

BB&K 2020

AM
ENDMENT NO. 1 TO THE DESIGN SERVICES AGREEMENT

BETWEEN THE CITY OF ONTARIO AND
POPULOUS, INC.

1. P
arties and Date.

Th
is Amendment No. 1 to the Agreement (as defined herein) is made and entered as of ____________, by and between the City of Ontario (“City”) and POPULOUS, INC , a CORPORATION, (“CONSULTANT”). City and Consultant are sometimes individually referred to as “Party” and collectively as “Parties.”

2. R
ecitals.

2.1 A greement. T he City and Consul tant have entered into an agreement enti tled “DEIGN SERVICES AGREEMENT” dated August 15, 2023. (“Agreement”).

2.2 A mendment Purpose. T he City and Consultant desire to amend the A greement to revise the scope of services for D& C23-011 Minor League Stadium & Parking Stru cture Project set forth in Amendment No. 1 – Attachment “A” and increase the not t o exceed compensation amount by Two Million Nine Hundred Eighty- Seven Thousand Three Hundred Seventy -Five Dollar s ($2,987,375).

2.3 Amendment Authority. This Amendment No . 1 is authorized purs uant to Section

3.10.1 of the Agreement.

3. T
erms.

3.1 Amendment . Section 3.10.1 of the Agreement is hereby amended in its entirety to read as follows:
“Section 3.10.1 Consultant’s Compensation for Basic Services .

City shall pay to Consultant for th e performance of all Services 17 46700.00100\33287662.1

Page 2 of 3 ends

BB&K 2020

rendered under this Agreement, with the total not to exceed amount o f Nine Million Seven Hundred Seventy- Five Thousand Ten Dollars ($9,775,010) (“Total Compensation”). The total compensation, as may be adj usted upon mutual agree ment, shall constitute complete and adequate payment for Services under this Agreement.”

Exhibit A is hereby deleted in its entirety and replaced with Attachment A attached hereto and incorporated herein by reference.

3.2 Continui ng Effect of Agreement . Except as amended by this Amendment No. 1, all other provisions of the Agreement rema in in full force and effect and shall govern the actions of the parties under this Amendment No. 1. From and after the date of this Amendment No. 1, whenever the term “ Agreement” appears in the Agreement, it shall mean the Agre ement as amended by this Amendment No 1.

3.3 Adequa te Consideration. T he Parties hereto irrevocably stipulate and agree that they have each received adequate and independ ent consideration for the performance of the obligations they have undertaken pursuant to this Amendment No. 1.

3.4 Severability. If any portion of this Amendment No. 1 is declared invalid , illegal, or otherwise unenforceable by a court of competent jur isdiction, the remainin g provisions shall continue in full force and effect.

3.5 Integration. This Am endment represents the entiret y of the Parties’ understanding relating to the subject of this Amendment, including written or verbal communications betw een the Parties, which shall have no relevance unless expressly incorporated herein. This is an integra ted amendment.

[SIGNATURES ON FOLLOWING PAGE]

18 46700.00100\33287662.1

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BB&K 2020

SIGNATURE PAGE FOR AMENDMENT NO. 1 TO DESIGN SERVICES AGREEMENT

BETWEEN THE CITY OF ONTARIO

AND POPULOUS, INC

IN WITNESS WHEREOF, the Parties have entered into this Amendment No. 1 as of the day and year first above written.

CITY OF ONTARIO POPULOUS, INC
By:

Its:

Printed Name:

By:

Its:

Printed Name:

[If Corporation, TWO SIGNATURES,
President OR Vice President AND Secretary
OR Treasurer REQUIRED]

Approved By:

Scott Ochoa
City Manager
Approved as to Form:

_____________________________________
Best Best & Krieger LLP
City Attorney

Attested By:

City Clerk

19 January 17, 2024
Mr. Tito Haes, Executive Director Public Works
City of Ontario
303 East B Street
Ontario, CA 91764-4196
RE: Ontario Ballpark: City Requested Services
Proposal for Additional Services
Populous Project No. 23.5836.00
Dear Tito,
Populous is pleased to provide our proposal for additional services for planning and engineering for the expanded scope of the Ontario Ballpark project. This letter shall act as our agreement between Populous, Inc. (“Architect”) and the City of Ontario, a municipal corporation (“City”) for professional planning, design and engineering services in conjunction with the Ontario Ballpark, including:

1. Expanded Site Area for Ballpark, Parking Structure and Surface Parking

2. Master Planning for Ballpark District including area east of Ontario Avenue

3. Early Permit Mass Grading for Ballpark & Parking Structure and Sports Park

4. Ballpark program changes for auxiliary locker room and additional premium suites.

The specific description and schedule of services provided by the Architect are defined in Attachment A, “Scope of Services” and made a part of this Agreement.

The terms of compensation and reimbursements to the Architect for rendering these services are defined in Attachment B, “Compensation for Services,” and made a part of this Agreement. The general terms and conditions of this agreement are in accordance with the Design Services Agreement between the City of Ontario and Populous, Inc. dated August 11, 2023 “Prime Agreement", and made a part of this Agreement.

If you are in agreement with the terms and conditions above, please sign below and initial each Attachment. Upon my receipt of one signed copy of this Letter Agreement, we will begin work on your project. The conditions of this letter shall be applicable for forty-five (45) days from the date of this letter after which the Architect reserves the right to review and/or renegotiate them with the City.

We look forward to working with you on this project. Please call me if you have any questions on the above.

Sincerely, ACCEPTED BY CITY:

Eric Randolph, License No. C-29997
Principal
T itle
Attachments
D ate
cc: Michael Lockwood – Populous
Laura Dickey – Populous ACCEPTED BY ARCHITECT:

Zack Rudman – Populous
File
T itle
Date
Exhibit "A"
20 Mr. Tito Haes January 17, 2024
City of Ontario Page 2 of 7

Initials________

ATTACHMENT A

ONTARIO BALLPARK: CITY REQUESTED SERVICES
Populous Project No. 23.5836.00

SCOPE OF SERVICES

Populous is pleased to provide our proposal for add itional services for planning, design and engineering for the expanded scope and program chan ges of the Ontario Ballpark project. We understand that the ballpark is on the critical pat h for completion by April of 2026 and that the integrated delivery of the surrounding master plan components is essential to the success of the project. As such, this proposal is structured to i nclude all services required to deliver the expanded site environment for potential private dev elopment concurrent with the Ballpark and prepare the balance of the “Ballpark District” for additional future development.

UNDERSTANDING OF PROJECT

For context, the Ballpark District is understood to be comprised of four quadrants divided by public streets Ontario Avenue running north/south and a ma in access street on the south side of the Ballpark running east/west. The four quadrants are programmed as follows:
• Northwest Quadrant of approximately 16 acres, cons isting of:
o Ballpark,
o Parking Structure,
o Landscape/Hardscape placemaking features
o Associated open space, pedestrian and vehicular ac cess. • Southwest Quadrant of approximately 11 acres, cons isting of:
o Future commercial development pads
o Surface Parking
o Landscape/Hardscape placemaking features
o Associated open space, pedestrian and vehicular ac cess. • Northeast Quadrant of approximately 8 acres, consi sting of:
o Future commercial and Hotel development pads
o Surface Parking
o Landscape/Hardscape placemaking features
o Associated open space, pedestrian and vehicular ac cess. • Southeast Quadrant of approximately 8 acres, consi sting of:
o Future commercial development pads
o Surface Parking
o Landscape/Hardscape placemaking features
o Associated open space, pedestrian and vehicular ac cess.

For the purposes of this proposal, the expanded Nor thwest and additional Southwest quadrants include complete design and engineering services wi th the intent of permitting, bidding and implementing the commercial development pads, surfa ce parking, landscape/hardscape placemaking features, associated open space, pedestrian and vehicular access with the ballpark 21 Mr. Tito Haes January 17, 2024
City of Ontario Page 3 of 7

Initials________

and parking structure or as determined by the City and the City’s Construction Manager. Design and engineering services for the Northeast and Sout heast quadrants are provided for site programming, future commercial and hotel developmen t, surface parking, landscape/hardscape placemaking features, associated open space, pedestrian and vehicular access for the purposes of mass grading, coordination of public street righ ts of way and utility infrastructure (by others) only. Upon request from the City of Ontario, Architect will provide a proposal for full services for these project components.

SCOPE OF SERVICES

1. Expanded Ballpark Site Area (NW Quadrant). Base d on the approved architectural site plan included in the November 17, 2023 Schematic Design set, we understand that the Architect’s scope of work is to be increased to enhance the gam e day experience and to create a 365- destination serving visitors to the soccer and soft ball fields (Sports Park) that comprise the balance of the 190-acre site. The combined site for the ballpark, parking structure, associated open space, pedestrian and vehicular access will be expanded from 10 to approximately 16 acres. Planned F&B retail buildings within the bal lpark site are to be accommodated in the planning but design and engineering services are ex cluded at this time. Upon request from the City of Ontario, Architect will provide a propo sal for full services for these project components.

2. Master Plan for Ballpark-Anchored Development. In addition to the scope above, Populous will provide master planning, landscape architectur e, site security, MEP, lighting, telecom (WiFi), civil engineering only for 26.8 acres on t he northeast corner of the site (“Ballpark District”) to be developed with a future 250-300 ke y hotel, a destination recreation venue, approximately 150,000gsf of Food & Beverage retail, open space, surface parking, pedestrian and vehicular access as determined by the City and Economic Development Agency.

Services include master planning, coordination of i nfrastructure with the City’s civil engineer (Ardurra), permitting, bidding and implementing the site development pads with the ballpark or as determined by the City and the City’s Construction Manager.

2.1. Complete design and engineering services with the intent of permitting, bidding and implementing the commercial development pads, surface parking, landscape/hardscape placemaking features, associated open space, pedest rian and vehicular access will be provided for the 11 acres immediately south of the Ballpark (SW Quadrant).

2.2. Design and engineering services for the 16 acr es east of Ontario Avenue (NE and SE Quadrants) are provided for site programming, future commercial and hotel development, surface parking, landscape/hardscape placemaking fe atures, associated open space, pedestrian and vehicular access for the purposes of mass grading, coordination of public street rights of way and utility infrastructure (by others) only.

Design services for the F&B retail buildings within the Ballpark District are excluded at this time. Upon request from the City of Ontario, Populous will pro vide a proposal for full services for these project components.
22 Mr. Tito Haes January 17, 2024
City of Ontario Page 4 of 7

Initials________

3. Early Permit Mass Grading. In addition to the scope above, Populous will provide coordination and civil engineering by our consultant KPFF for coordinated mass grading of the entire 190- acre site in two document packages.

3.1. “Phase 1 – Ballpark District” includes the bal lpark, parking structure, surrounding development pads and associated surface parking lots and public street rights of way (by Ardurra). Original basic services included grading for the original 10-acre site; these additional services are for the additional area of the Ballpark District and Early Package submittal.

3.2. “Phase 2 – Sports Park” represents the balance of the 190 acres to be designed by the City’s landscape architect (RJM) and coordinated with the Ballpark District and additional infrastructure engineering by Ardurra. These servi ces for off-site grading are to be provided for efficient grading of the entire site t o minimize soil import / export and to expedite coordinated permitting of earthwork to help maintain the schedule.

4. Ballpark Program Revisions. In addition to the scope above, Populous will provide design and engineering services to respond to City request ed changes to the November 17, 2023 Schematic Design to include an additional axillary locker room of approximately 2,500sf, one additional field level suite of approximately 600sf adjacent to the Visitor’s Dugout, two additional premium suites and one additional double -width party suite divisible into two individual suites on the First Base side Club Level. Additional modifications are also required on the Club Level to relocate the press box and recapture space for displaced open-air party deck on the Third Base side. Services include arch itecture and interior design, structural engineering, MEPF and low-voltage engineering, food service and life safety consulting.

Revisions will require an adjustment to the design schedule to complete the Design Development Phase on March 15, 2024.

23 Mr. Tito Haes January 17, 2024
City of Ontario Page 5 of 7

Initials________

ATTACHMENT B

ONTARIO BALLPARK: CITY REQUESTED SERVICES
Populous Project No. 23.5836.00

COMPENSATION FOR SERVICES

Populous’ proposed fees & expenses for the services outlined above are summarized as follows:

Expanded
Ballpark Site Area

The fee above includes Planning, Graphics and Wayfinding, Secure Design Consulting, Cost Estimating, Site Electrical, Lighting, MEP, WiFi and Security Engineering, on-site Civil Engineering, Landscape Architecture and Water Feature Consulting (Splash Pad). Also included are services for Whole Building Life Cycle Analysis as required for permit.

Master Plan for Ballpark-Anchored Development

The fee above includes integrated master planning of all site program components within the Expanded Ballpark Site Fees Expenses
Ballpark & Parking Structure Site
Planning, Wayfinding & Coordination
Whole Building Life Cycle Analysis (CalGreen)
Secure Design Consulting
Cost Estimating
Civil
Landscape & Splash Pad Design
Surface Parking
Total
8,000 -
544,245 12,500
240,000 -
86,045 -
incl. -
30,000 -
55,000 -
125,200 12,500
Master Plan Development Fees Expenses
Site Development & Surface Parking
Planning, Wayfinding & Coordination
Secure Design Consulting
Site MEP, Lighting & Telecom (WiFi)
Civil
Landscape
Surface Parking
Total 1,132,650 41,200
435,000 -
110,110 1,200
incl. -
432,240 20,000
10,000 -
145,300 20,000
24 Mr. Tito Haes January 17, 2024
City of Ontario Page 6 of 7

Initials________

“Ballpark District” site including the Ballpark, Parking Structure, 150,000gsf of F&B Retail and future hotel, destination recreation venue (“Chicken n’ Pickle”), retail, open space, surface parking, pedestrian and vehicular access.

Early Permit Mass Grading

The fee above includes coordination and contract administration by Populous for KPFF to provide coordinated rough grading in two (2) separate permit packages as required. Grading packages will include demolition, Storm Water Pollution Prevention Plan (SWPPP) and erosion control measures, mass grading and earthwork analysis with a goal to balance the site. KPFF engineers will attend regular coordination meetings with project stakeholders during the design phase and coordination meetings during the construction phase.

Ballpark Program Revisions

The fee above includes Architecture, Interior Design, Graphics and Wayfinding, Structural Engineering, Enclosure & Waterproofing Consulting, Secure Design Consulting, Cost Estimating, Lighting, MEP, WiFi and Security Engineering and Life Safety Consulting. Also included are services for Whole Building Life Cycle Analysis as required for permit.

We have excluded traffic engineering from our proposal but would suggest coordinating with the City’s traffic consultant (Fehr & Peers) to develop a comprehensive traffic management plan Early Permit Mass Grading Fees Expenses
Planning & Engineering
Scope Definition & Coordination
Civil - "Phase 1 - Ballpark District"
Civil -"Phase 2 - Sports Park"
Total 722,880 -
175,000 -
520,000 -
27,880 -
Ballpark Program Revisions Fees Expenses
ReDesign & Engineering
Architecture & Interiors
Graphics & Wayfinding
Structural Engineering
Enclosure & Waterproofing Consulting
Whole Building Life Cycle Analysis (CalGreen)
Secure Design Consulting
Mechanical, Electrical, Plumbing, Fire
Life Safety Consulting
Total
286,400 15,000
16,800 -
100,000 -
40,000 -
518,900 15,000
20,000 -
10,000 -
43,200 -
2,500 -
25 Mr. Tito Haes January 17, 2024
City of Ontario Page 7 of 7

Initials________

that considers all development components including the Sports Park. Also excluded is dry utility consulting for coordination of off-site utility services; we understand that these services are to be provided by Moran Utility Services, Inc. under a separate agreement.

By City approval of this proposal, Architect’s Compensation for Basic Services as identified in article 3.10.1 of the Prime Agreement is increased by $ 2,987,375 from $ 6,787,635 to a Total Compensation of $ 9,775,010.

Please see attached Summary of Architecture & Engineering fees for a breakdown of the fees by discipline for the Original Ballpark & Parking Structure scope and the City Requested Additional Services outlined herein. Upon request, Populous will provide consultant proposals as received for all disciplines.
26 46700.00100\33287662.1

Page 1 of 3 ends

BB&K 2020

AM
ENDMENT NO. 2 TO THE PROFESSIONAL SERVICES AGREEMENT

BETWEEN THE CITY OF ONTARIO AND
TILDEN-COIL CONSTRUCTORS, INC.

1. P
arties and Date.

Th
is Amendment No. 2 to the Agreement (as defined herein) is made and entered as of ____________, by and between the City of Ontario (“City”) and Tilden-Coil Constructors, Inc., a CORPORATION, (“CONSULTANT”). City and Consultant are sometimes individually referred to as “Party” and collectively as “Parties.”

2. R
ecitals.

2.1 A greement. T he City and Consul tant have entered into an agreement entitled “PROFESSIONAL SERVICES AGREEMENT” dated April 4, 2023. (“Agreement”).

2.2 A mendment Purpose. T he City and Consultant desire to amend the A greement to revise the scope of services for The Minor League Baseball Stadium to include Mass Grading for the entire site, Construct ion Management for the Offsite Infrastructure Construc tion and the extended scope for the Baseball Stadium and Parking Structure and increase the not to e xceed compensation amount by Fourteen Million Eight Hundred Thirteen Thousand Nine Hundred Forty-Four Dollars ($14,813,944) for a to tal not to exceed amount of ($18,352,944) Eighteen Million Three Hundred Fifty-Two Thousand Nine Hundred Forty-Four Dollars and to extend the term of the contract until October 27, 2027. The Parties have heretofore entered into that Amendment No. 1 dated August 15, 2023.

2.3 Amendment Authority. This Amendment No . 2 is authorized pursuant to Section

3.10.1 of the Agreement.

3. T
erms.

3.1 Amendment. Section 3.10.1 of the Agreement is hereby amended in its entirety to 27 46700.00100\33287662.1

Page 2 of 3 ends

BB&K 2020

read as follows:

“Section 3.10.1 Consultant’s Compensation for Basic Services .

City shall pay to Consultant for th e performance of all Services rendered under this Agree ment, with the total not to exceed amount o f Eighteen M illion Three H undred Fifty-Two T housand Nine H undred Forty-Four Dollars ($18,352,944) (“ Total Compensation ”). This total compensation amount shall be based upon, and m ay be adjusted according to the fee schedule and related terms and conditions attached hereto as “Exhibit A” and incorporated herein by reference. The total compensation, as may be adjusted upon mutual agreement, shall constitute complete and adequate payment for Serv ices und er this Agreement.”

Exhibit A is hereby deleted in its entirety a nd replaced with Attachment A attached hereto and incorporated herein by reference.

3.2 Continuing Effect of Agreement . Except as amended by this Amendment No. 2, all other provisions of the Agreement remain in ful l force and effect and shall govern the actions of the parties under this Amendment No. 2. From and after the date of this Amendment No. 2, whenever the term “Agreement” appears in the Agreement, it shall mean the Agreement as am ended by this Amendment No 2.

3.3 Adequa te Consideration. T he Parties hereto irrevocably stipulate and agree that they have each received adequate and independent consideration for the performance of the obligations they have undertaken pursuant to this Amendment No. 2.

3.4 S everability. If any portion of this Amendment No. 2 is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.

3.5 Integration. This Am endment represents the entirety of the Parties’ unde rstanding relating to the subject of this Amendment, including written or verbal communic ations between the Parties, which shall have no relevance unless expressly incorporated herein. This is an integra ted amendment.

[SIGNATURES ON FOLLOWING PAGE]
28 46700.00100\33287662.1

Page 3 of 3 ends

BB&K 2020

SIGNATURE PAGE FOR AMENDMENT NO. 2 TO PROFESSIONAL SERVICES

AGREEMENT BETWEEN THE CITY OF ONTARIO
AND TILDEN-COIL CONSTRUCTORS, INC.

IN WITNESS WHEREOF, the Parties have entered into this Amendment No. 2 as of the day and year first above written.

CITY OF ONTARIO TILDEN-COIL CONSTRUCTORS, INC.

By:

Its:

Printed Name:

By:

Its:

Printed Name:

[If Corporation, TWO SIGNATURES,
President OR Vice President AND Secretary
OR Treasurer REQUIRED]

Approved By:

Scott Ochoa
City Manager
Approved as to Form:

_____________________________________
Best Best & Krieger LLP
City Attorney

Attested By:

City Clerk

29 1 of 5
February 7, 2024
Ti
to Haes, Executive Director Public Works
City of Ontario
1333 S. Bon View
Ontario, CA 91761
R
e: REVISED PROPOAL for CM Multi-Prime Services: Mass Grading, Offsite Infrastructure, Ballpark and Parking Structure General Conditions
D
ear Tito,
W
e are pleased to present our fee proposal to provide CM Multi-Prime services for the City of Ontario. It is exciting to anticipate the impact this new project will have on the community. Our Fee structure, outlined below, is in alignment with on-call rates submitted in February 2023. Our understanding of the scope of the project is as follows:

Ma
ss Grading. The project includes the mass grading of approximately 190 acres of land, involving rough grading and strategic import/export of soil. The preliminary construction budget for the project is $26,580,097 which includes sum of primes, design contingency, escalation, and trade allowances. The mass grading approach has the following strategy: 1. To have a mass grading scope package to aid in approval and start of critical path work for the entire development with a focus of grading the Stadium area first given the critical path objective. 2. That the mass grading would be done for the entire site development in one flow or sequence of work with the equipment mobilized. Therefore, the general conditions cost that contains the staffing support to supervise the work is based on this workflow and support until the subsequent project starts construction to keep consistency of project knowledge and momentum. The preliminary construction duration is 11 months with an anticipated construction start of September 2024. CM Compensation includes:

C
onstruction Budget: $ 26,580,097
1 . P reconstruction: $45,000 $31,500 (volume discount/savings)

2. C M Fee (3.85%): $1,023,334
3 . G eneral Conditions: $ 1,442,946
4 . T otal (1 -3) $2,477,780
O
ffsite/Infrastructure. The offsite utility infrastructure project includes bringing essential plumbing and electrical utilities to the site limits for future development, complete with necessary street work. The preliminary construction budget for the project is $118,679,458 which includes sum of primes, design contingency, escalation, and trade allowances. The preliminary construction duration is 12 months with an anticipated construction start date of February 2025. CM Compensation includes:

C
onstruction Budget: $ 118,679,458
1 . P reconstruction: $95,000 $66,500 (volume discount/savings)

2. C M Fee (3.85%): $4,569,159
3 . G eneral Conditions: $ 1,570,140
4 . T otal (1 -3) $6,205,799
Attachment "A"
30 2 of 5

Ballpark and Parking Structure. This proposal includes general conditions to support the new Ballpark and Parking Structure Project anticipated to start construction in November 2024 and go for a duration of 19 months. CM Fee and Preconstruction for this project is included in a separate contract.

General Conditions: $ 5,910,365

Total CM Compensation (Inclusive of all projects):

1. Preconstruction: $ 140,000 $98,000 (volume discount/savings)

2. CM Fee (3.85%): $ 5,592,493

3. General Conditions: $ 8,923,451

4. Owner Allowance: $200,000 (allowance for 4 years)

4. Total (1-4) $ 14,813,944

Preconstruction Services
Preconstructions Services is based on a design/preconstruction duration identified in the attachment to this proposal. The preconstruction services amount shall be billed in equal monthly installments throughout the preconstruction phase. Preconstruction Services include the following for each phase of work/separate project:
• Management Oversight and Support, Meetings, Design Coordination • Estimating (Schematic Design, Design Development, Construction Documents) • Prepare Trade Scope Packages
• Bidding Support Services
• Value Engineering
• Constructability Review
• Scheduling & Logistics Planning
• Building Information Modeling (Clash Detection, Utility Modeling)

CM Fee
CM Fee shall be calculated on the anticipated cost of construction and shall be adjusted based upon the actual cost of construction using the fee percentage of 3.85%. Fifteen Percent (15%) of the CM Fee shall be paid during the design/preconstruction phase of the project and Eighty-Five Percent (85%) shall be paid during the construction phase of the project.

Construction General Conditions
Construction general conditions include CM labor and an allowance for General Requirements. General Requirements allowance includes project support costs such as CM trailer, temporary fencing, temporary restrooms, surveying, safety measures, safety supplies, office supplies, computers/software, fuel, and printing.

General conditions expenses shall be reimbursable and provided to the city without fee markup by the CM. The billable hourly rates attached include escalation through July of 2028 and based upon the attached schedule. The billable rates are subject to increase should the schedule be extended.

31 3 of 5

The general conditions budget is based upon the preliminary durations and start dates above and include savings due to the planned concurrency and shared staffing. General conditions shall be adjusted based upon the final construction schedules developed prior to the bidding phase of the projects and the general conditions monthly rates shall be utilized for any increase/decrease in the general conditions budgets.

We look forward to continuing our relationship with the City of Ontario. Please do not hesitate to contact me with any questions.

Sincerely

Jason Howarth
Project Executive
Tilden-Coil Constructors
Building with Integrity Since 1938
P: 951.684.5901 Ext. 209

32 4 of 5

Tilden-Coil Constructors, Inc.

Billable Rates Ontario Sports Complex

Rates include escalation through July 2028 and shall be subject to adjustment annually in alignment with the consumer price index for the area.

Position Hourly Rate
Project Executive $187.00
Production Director $187.00
Safety Officer $139.00
Sr. Project Manager $156.00
Sr. Superintendent $156.00
Project Manager $139.00
Assistant Project Manager $129.00
Superintendent $139.00
Area/Assistant Superintendent $127.00
Scheduler $158.00
BIM Manager $175.00
BIM Specialist $151.00
BIM Technician $135.00
TCC Survey $151.00
Preconstruction Manager $136.00
Sr. Project Engineer $124.00
Project Engineer $113.00
Estimator $106.00
Preconstruction Coordinator $64.00
Labor Compliance Coordinator $72.00
Accountant $108.00
Sr. Project Administrator $79.00
Project Administrator $70.00
Project Engineer Intern $43.00
Field Labor $103.00

33 5 of 5

Conceptual Estimates

Items Description Unit Costs Costs
E
arthwork
Mass Grading of Overall Site 190 acre $ 40,000 $7,600,000 Prime Contractor Costs, Subtotal: $20,100,000
Design Contingency 1 5.00% $3,015,000
Escalation 4.50% $1,048,724
Construction Contingency / Scope Allowance 10.00% $2,416,372 Prime Contractor Costs, Total: $26,580,097

MAS S GRADING
Quantity
Export of Non-engineered Fill (Estimated
Quantity Pending Final Soils Report) 500,000 cy $25 $12,500,000 Items Description Unit Costs Costs
S
ite Utilities / Street Work
Offsite Utilities -
Plumbing , Electrical and Low Voltag e Utility
Infrastructure (ROM value from Ardura)
Prime Contractor Costs, Subtotal: $86,000,000
Design Contingency 1 5.00% $12,900,000
Escalation 9.10% $8,990,416
Construction Contingency / Scope Allowance 10.00% $10,789,042 Prime Contractor Costs, Total: $118,679,458

OFFSITE UTILITY INFRASTRUC TURE
Quantity
1 ls $86,000,000 $86,000,000
34 Department: Financial Services
Prepared By: Maria Garcia
Staff Member Presenting:

Armen Harkalyan, Executive Director of Finance
Approved By:

Submitted To: Council/OHA
Approved: _______________________________
Continued To: ___________________________
Denied: __________________________________
Item No: 4
SUBJECT:

FISCAL YEAR 2023-24 MID-YEAR BUDGET UPDATE REPORT

CITY OF ONTARIO
Agenda Report
March
5, 2024
SECTION:

CONSENT CALENDAR

RECOMMENDATION:

That the City Council approve the budget adjustments and recommendations as presented in the Fiscal Year 2023-24 Mid-Year Budget Update Report (Exhibit A).

THE FOLLOWING COUNCIL GOALS ARE BEING ACHIEVED:

Operate in a Businesslike Manner
FISCAL IMPACT:

The recommended actions will aﬀect several fund budgets as outlined in the Fiscal Year 2023-24 Mid-Year Budget Update Report.

BACKGROUND & ANALYSIS:

The Mid-Year Budget Update Report for Fiscal Year 2023- 24 reﬂects the Financial Services Agency's continued eﬀorts to provide timely, accurate, and understandable ﬁnancial information to assist the City Council with decision making and achievement of core goals.

All Funds have been reviewed in preparing this report. The emphasis of this report is on the General Fund, which funds the majority of government services including public safety, recreation, library, museum, parks, building and planning.

The primary purposes of this report are to:

Revise the City's budget to reﬂect the City Council's actions taken since the beginning of the current fiscal year;
Recommend personnel changes to enhance program operations and efficiencies; Recommend budget adjustments that are consistent with City Council goals and objectives; and
Comment on signiﬁcant budget and economic trends which may impact ﬁscal year's budget development.

Fiscal Year 2023-24 Mid-Year Budget Update Recommendations Mid-Year Budget Update recommendations are routine in nature and comprised predominately by City Council actions taken since the First Quarter Budget Update. Mid-Year Budget Update includes proposed new expenditure budget requests, as well as revised revenue estimates for FY 2023-24.

Sales Tax revenues have declined due to volatility in the economy and rising costs, as well as 35 continued high interest rates. Sales Tax - Measure Q revenue estimates have been adjusted to reﬂect current year revenue trends. Property Tax revenues have increased due to the continued residential and commercial development in Ontario Ranch, and Citywide increases in assessed valuations. For the General Fund, the net result of these actions will bring the General Fund estimated available and unencumbered ending fund balance to $74.2 million or 20% of total appropriations. This amount achieves the goal set by City Council as a reserve for speciﬁc and deﬁned emergency events (such as an earthquake or pandemic) and to address immediate needs in resources without impacting City services. This goal was temporarily decreased to 15% during the COVID pandemic but has since been brought back up to the previous set goal of 20%, eﬀective July 1, 2023, with the goal of increasing the reserves up to 25% in future fiscal years.

General Fund Highlights
$1.4 million Toyota Arena FY 2022-23 Capital Expenditures (offset by revenues) $150,000 Whispering Lakes Golf Course Capital Reserve
$10.7 million Property Tax revenue increase
$(30.8) million Sales Tax - Measure Q revenue reduction $(8.9) million Sales Tax revenue reduction

Other Funds (non- General Fund) Highlights
$11.0 million Inland Empire Resource Conservation District MOA (species habitat mitigation) $10.0 million additional funding for Property Acquisition for 2151 Convention Center Way $9.7 million additional funding for Property Acquisition for 1619-1621 E. Holt Blvd Continuum of Care Campus
$2.3 million additional funding for Grove and I-10 Interchange Corridor

Interim budget updates also present recommendations for personnel and organizational changes necessary to enhance program operations and eﬃciencies. Current recommendations for this Mid- Year report include reclassiﬁcation changes, adds/deletes, and other modiﬁcations to the authorized full-time positions resulting in a zero net increase citywide. More detail is presented in the attached Exhibit A under Recommended Personnel Changes section, pages 9 through 11, of the Fiscal Year 2023- 24 Mid-Year Budget Update Report.

Conclusion
As the City recovers from the last three years of economic disruption from the COVID pandemic, other challenges still exist with the continued war in Ukraine; rising consumer goods prices, fuel costs, and interest rates; the impending recession due to accelerated inﬂation levels not seen since the early 1980's; and the recent conﬂict in the middle east. Even with the anticipated additional resources, the City will need to continue to practice ﬁscal discipline and establish proactive measures to safely navigate the current and upcoming ﬁscal challenges, as well as deliver an unparalleled level of service and commitment to our community.

The Adopted Operating Budget for Fiscal Year 2023-24, as modiﬁed through this Mid-Year Budget Update, reﬂects the City Council's continued commitment to support high quality public safety and municipal services, provides for the maintenance and expansion needs of the City's infrastructure and facilities, proﬁles an aggressive economic development strategy, and assures the investment and reinvestment of City resources into the community - all in the name of aﬀording Ontario 36 residents and businesses an exceptional quality of life. With the City Council's leadership and their prudent ﬁscal policies, the City's long- term ﬁnancial health will further solidify its standing as the economic leader in the Inland Empire, and a formidable player in California and the nation. 37 EXHIBIT A
38 Page
General Fund Revenues by Category 3
General Fund Expenditures by Category 4
General Fund Expenditures by Agency 5
General Fund Budget Summary 6
Citywide Expenditures by Category 7
Citywide Expenditures by Fund Type 8
Authorized Full-Time Positions 9
Recommended Personnel Changes 10
Budget Adjustment Highlights 12
Detail of Recommended Budget Adjustments 17
City of Ontario
Fiscal Year 2023-24
Mid-Year Budget Update Report
Table of Contents

EXHIBIT A
39 FY 2023-24
Adopted Budget
First Quarter
Budget Update
Mid-Year Budget
Update
FY 2023-24
Current Budget
Actuals as of
12/31/2023 % Received
Sales Tax 131,065,000$ -$ (8,923,000)$ 122,142,000$ 39,968,364$ 32.7% Sales Tax - Measure Q 95,792,000 - (30,792,000) 65,000,000 20,516,913 31.6% Property Tax 89,198,000 - 10,723,314 99,921,314 37,112,240 37.1% Transient Occupancy Tax 16,500,000 - - 16,500,000 5,745,142 34.8% Business License Tax 8,914,000 - - 8,914,000 4,646,052 52.1% Parking Tax 3,500,000 - 800,000 4,300,000 1,724,566 40.1% Other Taxes 5,055,000 - 445,000 5,500,000 630,603 11.5% Licenses and Permits 8,477,000 - - 8,477,000 2,945,458 34.7% Intergovernmental 13,578,516 - - 13,578,516 6,699,237 49.3% Intergovernmental - ARPA 9,932,965 - - 9,932,965 4,445,546 44.8% Charges for Services 28,875,200 - 626,000 29,501,200 16,103,465 54.6% Charges for Services - OIAA 21,529,369 - - 21,529,369 9,468,104 44.0% Use of Money & Property 1,401,379 - 86,000 1,487,379 204,238 13.7% Fines
and Forfeitures 741,000 - - 741,000 361,018 48.7%
Miscellaneous 2,020,000 90,000 2,791,773 4,901,773 3,575,837 72.9% Total General Fund Revenues 436,579,429$ 90,000$ (24,242,913)$ 412,426,516$ 154,146,783$ 37.4% Transfers-In 2,000,000 - - 2,000,000 2,000,000 100.0% TOTAL RESOURCES 438,579,429$ 90,000$ (24,242,913)$ 414,426,516$ 156,146,783$ 37.7% 1 Other Taxes includes Franchise Tax ($4.0M), Property Transfer Tax ($1.5M) 2 Intergovernmental includes Cost Allocation Plan Revenue, Disability, Worker's Compensation, & Unemployment Internal Service Allocation Revenue 3 Funding from American Rescue Plan Act (ARPA)
4 Charges for Services includes Special Districts Service Charges ($12.2M) 5 City services including Police & Fire to Ontario International Airport Authority (OIAA) 6 Includes Airport Asset Seizure vehicle funding
7 Transfers-In includes transfer to General Fund from the Public Services Fee Fund 8 Includes four months of Measure Q revenues (July - October 2023) 9 Toyota Arena FY 2022-23 revenue guarantee, offset by $1.5M in capital expenses to Toyota Arena City of Ontario
General Fund Revenue by Category
Fiscal Year 2023-24
Mid-Year Budget Update
6 2
1 3
4 5
7 8
9 EXHIBIT A
3 40
FY 2023-24
Adopted Budget
CIP/Grants/POs
Carryforward
First Quarter
Budget Update
Mid-Year
Budget Update
FY 2023-24
Current Budget
Actuals as of
12/31/20231 % Expended
Personnel Costs 236,623,473$ -$ 758,963$ -$ 237,382,436$ 121,166,200$ 51.0% Operating Expenditures 35,870,083 1,250,146 296,400 1,628,865 39,045,494 20,692,204 53.0% Contractual Services 22,863,974 5,751,024 - - 28,614,998 10,308,719 36.0% Internal Service Allocations 49,664,706 - - - 49,664,706 26,022,602 52.4% Reimbursement Agreements 10,739,000 1,565,764 518,590 - 12, 823,354 3,681, 816 28.7% Capital Expenditures 1,292,130 74,775 - - 1,366,905 344,661 25.2% Transfers-Out 70,874,441 - 90,000 - 70,964,441 35,482,221 50.0% Total General Fund Appropriations 427,927,807$ 8,641,709$ 1,663,953$ 1,628,865$ 439,862,334$ 217,698,421$ 49.5% FTE General Fund 1,018.78 - - - 1,018.78
FTE Other Funds 498.22 - - - 498.22
Total FTE All Funds 1,517.00 - - - 1,517.00
1 Excludes obligations/PO's.
2 Operating expenditures includes $1.5M for Toyota Arena FY2022-23 City share of costs, $150K for Whispering Lakes Golf Course Reserve.

City of Ontario
General Fund Expenditures by Category
Fiscal Year 2023-24
Mid-Year Budget Update
2 EXHIBIT A
4 41
FY 2023-24
Adopted Budget
CIP/Grants/POs
Carryforward
First Quarter
Budget Update
Mid-Year
Budget Update
FY 2023-24
Current Budget
Actuals as of
12/31/20231 % Expended
Community Development 33,109,939$ 4,032,504$ 78,045$ -$ 37,220,488$ 15,071,202 40.5% Community Life & Culture 35,069,334 680,230 58,641 150,000 35,958,205 14,558,803 40.5% Economic Development 17,926,421 1,918,709 822,374 1,478,865 22,146,369 8,770,003 39.6% Financial Services 23,663,563 - 23,316 - 23,686,879 13,056,712 55.1% Human Resources/Risk Management 6,961,702 560,835 16,500 - 7,539,037 2,653,011 35.2% Management Services 9,772,741 5,000 19,827 - 9,797,568 5,407,042 55.2% Ontario Fire Department 88,583,579 349,526 225,563 - 89,158,668 49,013,882 55.0% Ontario Police Department 131,392,502 603,956 313,127 - 132,309,585 69,103,226 52.2% Public Works 10,573,585 490,949 16,560 - 11,081,094 4,582,321 41.4% Transfers-Out 70,874,441 - 90,000 - 70,964,441 35,482,221 50.0% Total Appropriations & Transfers-Out 427,927,807$ 8,641,709$ 1,663,953$ 1,628,865$ 439,862,334$ 217,698,421$ 49.5% FTE General Fund 1,018.78 - - - 1,018.78
FTE Other Funds 498.22 - - - 498.22
Total FTE All Funds 1,517.00 - - - 1,517.00
3 Economic Development includes $1.5M for Toyota Arena FY2022-23 City Share of costs. 1 Excludes obligations/PO's.
2 Community Life & Culture includes $150K for Whispering Lakes Golf Course Reserve.

City of Ontario
General Fund Expenditures by Agency
Fiscal Year 2023-24
Mid-Year Budget Update
3 2

EXHIBIT A
5 42
Estimated Beginning Fund Balance Ending 6/30/2023 69,672,514$ Fiscal Year 2023-24 Adopted Budget:

Resources & Transfers-In 438,579,429
Appropriations & Transfers-Out (427,927,807)
First Quarter Budget Recommendations
Resources & Transfers-In 90,000
Appropriations & Transfers-Out (1,663,953)
Fiscal Year 2022-23 Carryforward Obligations (8,641,709) Mid-Year Budget Recommendations
Resources & Transfers-In (24,242,913)
Appropriations & Transfers-Out (1,628,865)
Estimated Ending Fund Balance 44,236,696$
Economic Uncertainty Reserve 12,000,000
RSIP UAL Reduction 9,000,000
Workers Comp Reduction 3,000,000
Budget Savings 6,000,000
Estimated Ending Fund Balance with Budget Strategies 74,236,696$ Estimated General Fund Reserve % 20%
(B) For FY 2023-24, the Council approved reserve level is 20% with the goal of increasing the reserves up to 25% in future fiscal years. 1 (A) FY 2022-23 Actuals are unaudited
City of Ontario
General Fund Budget Summary
Fiscal Year 2023-24
Mid-Year Budget Update
1 EXHIBIT A
6 43
FY 2023-24
Adopted Budget
CIP/Grants/POs
Carryforward
First Quarter
Budget Update
Mid-Year Budget
Update
FY 2023-24
Current Budget
Actuals as of
12/31/20231 % Expended
Personnel Costs 312,000,126$ 3,130,413$ 2,033,273$ 166,659$ 317,330,471$ 156,217,591$ 49.2% Operating Expenditures 220,667,391 37,516,444 8,321,550 1,294,372 267,799,757 93,420,232 34.9% Contractual Services 165,365,742 211,695,569 24,137,727 15,544,516 416,743,554 28,615,509 6.9% Internal Service Allocations 87,663,624 895,183 - (1,379) 88,557,428 45,200,946 51.0% Reimbursement Agreements 10,739,000 15,378,782 1,113,572 10,660,000 37,891,354 3, 881,885 10.2% Debt Service 49,005,277 - - - 49,005,277 7, 608,516 15.5% Contributions - 13,232,022 - 14,203,592 27, 435,614 - 0.0% Capital Expenditures 43,089,870 61,653,115 1,027,052 2,506,513 108,276,550 6,001,933 5.5% Transfers-Out 90,975,013 - 8,188,615 - 99,163,628 49,581,814 50.0% Total Citywide Appropriations 979,506,043$ 343,501,528$ 44,821,789$ 44,374,273$ 1,412,203,633$ 390,528,426$ 27.7% FTE General Fund 1,018.78 - - - 1,018.78
FTE Other Funds 498.22 - - - 498.22
Total FTE All Funds 1,517.00 - - - 1,517.00
City of Ontario
Citywide Expenditures by Category
Fiscal Year 2023-24
Mid-Year Budget Update
1 Excludes obligations/PO's.
2 Personnel Costs includes $129K for the Tobacco Grant Program FY2023-24, $26K for California Library Literary Services Grant, and $13K for HHAP-3 Homeless Housing Assistance and Prevention Grant. 3 Operating Expenditures includes $1.5M for Toyota Arena FY2022-23 City Share of costs, $1.2M for Public Safety Equipment, $350K for Senior Discount Program for Utility Services, $300K for Citizen's Option for Public Safety Grant, $(1.7M) Budget Carryover Revision for MS2202 Police and Fire CAD. 4 Contractual Services includes includes $6.0M for City Infrastructure Enhancement and New Street Network Design Related to the Sports Complex, $6M for Ontario Convention Center Expansion, $2M for Demolition of 404 N. Euclid Ave. and Conversion into a Temporary "D Block" Parking Lot, $2.3M for Grove and I-10 Interchange Corridor Funding, $2.4M for Additional Local Adjacent Sewer funds for SE2302 Piemonte Overlay, $1.0M for Archibald & Schaefer Street Repair, $(4.1M) Project Deferred - WA2306 I-10 Corridor Express Lanes. 5 Internal Service Allocation includes $(1K) for Ontario Promise Corps Project FY21 Grant Closeout. 6 Reimbursement Agreements includes $11.0M for Inland Empire Resource Conservation District MOA, $(340K) Budget Carryover Revision for ST1411 SR60 & Archibald Interchange. 7 Contributions includes $8.6M for Affordable Housing/Veteran Housing from Affordable Housing to OHA, $2.7M for SE2302 Piemonte Overlay from OMC Local Adjacent Sewer to Sewer Capital, $2.9M for Construction of Archibald Sewer Diversion Project from OMC Local Adjacent Sewer to Sewer Capital. 8 Capital Expenditures includes $10.1M for Additional Property Acquisition 2151 Convention Center Way, $9.7M for Additional Property Acquistion 1619-1621 E. Holt Blvd for Continuum of Care Campus, $1.1M for Purchase of Cell Site Similulator to Locate Violent Offenders and Critically Missing Person, $(17.0M) Budget Carryover Revision for MS2101 Airport EDA Project Area. 2 3
4 5
6 7
8 EXHIBIT A
7 44
FY 2023-24
Adopted Budget
CIP/Grants/POs
Carryforward
First Quarter
Budget Update
Mid-Year Budget
Update
FY 2023-24
Current Budget
Actuals as of
12/31/20231 % Expended
General Fund 427,927,807$ 8,641,709$ 1,663,953$ 1,628,865$ 439,862,334$ 217,698,421$ 49.5% Special Revenue Fund 64,676,567 84,502,938 3,766,383 11,139,824 164,085,712 23,879,907 14.6% Capital Projects Fund 148,678,119 169,456,508 13,145,138 30,358,731 361,638,496 21,705,486 6.0% Enterprise Funds 195,561,495 38,196,643 10,497,449 1,354,036 245,609,623 76,831,100 31.3% Internal Service Funds 132,985,079 25,393,525 15,745,577 (107,183) 174,016,998 47,329,715 27.2% Total City Funds 969,829,067$ 326,191,323$ 44,818,500$ 44,374,273$ 1,385,213,163$ 387,444,629$ 28.0% Ontario Housing Authority 9,676,976 17,310,205 3,289 - 26,990,470 3,083,797 11.4% Total All Funds 979,506,043$ 343,501,528$ 44,821,789$ 44,374,273$ 1,412,203,633$ 390,528,426$ 27.7% FTE General Fund 1,018.78 - - - 1,018.78
FTE Other Funds 498.22 - - - 498.22
Total FTE All Funds 1,517.00 - - - 1,517.00
City of Ontario
Citywide Expenditures by Fund Type
Fiscal Year 2023-24
Mid-Year Budget Update
1 Excludes obligations/PO's.
2 General Fund includes $1.5M for Toyota Arena FY2022-23 City share of costs, $150K for Whispering Lakes Golf Course Reserve. 3 Special Revenue Funds includes $9.7M Budget Revision for GR2120 Emporia Phase II, $1.2M for Public Safety equipment, $1.1M for Purchase of Cell Site Similulator to Locate Violent Offenders and Critically Missing Person, $(1.1M) Budget Carryover Revision for ST1411 SR60 & Archibald Interchange. 4 Capital Projects Funds includes $11.0M for Inland Empire Resource Conservation District MOA, $10.1M for Additional Property Acquisition 2151 Convention Center Way, $9.7M for Additional Property Acquistion for 1619-1621 E. Holt Blvd Continuum of Care Campus, $8.6M for Affordable Housing/Veteran Housing Contribution from Affordable Housing to OHA, $6.1M for City Infrastructure Enhancement and New Street Network Design Related to the Sports Complex, $6.0M for Ontario Convention Center Expansion, $(17.0M) Budget Carryover Budget Revision for MS2101 Airport EDA Project Area. 5 Enterprise Funds includes $2.4M for Additional Local Adjacent Sewer funds for Piemonte Overlay, $2.9M for Construction of Archibald Sewer Diversion Project, $(4.1M) for Project Deferred - WA2306 I-10 Corridor Express Lanes.
6 Internal Service Funds includes $2.1M Carryforward Appropriation from FY 2022-23 PF2103 Climatec Project, $(2.2M) Budget Carryover Revision for MS2202 Police and Fire CAD. 2 3
4 5
6 EXHIBIT A
8 45
Recommended Recommended
Agency
FY 2023-24
Adopted Budget
First Quarter
Budget Update
Mid-Year Budget
Update
Total Authorized
Full-Time Positions
Community Development 127.00 - - 127.00
Community Life & Culture 103.00 - - 103.00
Economic Development 9.00 - - 9.00
Financial Services 51.00 1.00 - 52.00
Human Resources 29.00 - - 29.00
Information Technology 55.00 - - 55.00
Management Services 43.00 - - 43.00
Ontario Fire Department1
265.00 - - 265.00
Ontario Municipal Utilities Company 140.00 (1.00) - 139.00 Ontario Police Department2
429.00 - - 429.00
Public Works 266.00 - - 266.00
Total Authorized Full-Time Positions 1,517.00 0.00 0.00 1,517.00 General Fund 854.88 - - 854 .88
Other Funds 662.12 - - 662.12
Total FTE All Funds 1,517.00 - - 1,517.00
1 OFD positions includes the following sworn positions 212.00 - - 2 12.00 2 OPD positions includes the following sworn positions 313.00 - - 3 13.00 City of Ontario
Authorized Full-Time Positions
Fiscal Year 2023-24
Mid-Year Budget Update

EXHIBIT A
9 46
Agency Department General Fund Other Fund Total Position Action Community Development
Community Improvement (0.82) - (0.82) Senior Management Analyst Deletion 8,202$ - 9,965$ Community Improvement - (0.18) (0.18) Senior Management Analyst Deletion 8,202$ - 9,965$ Community Improvement 0.82 - 0.82 Administrative Officer Addition 9,959$ - 12,109$ Community Improvement - 0.18 0.18 Administrative Officer Addition 9,959$ - 12,109$ Engineering (1.00) - (1.00) Assistant Engineer Deletion 8,343$ - 10,140$ Engineering 1.00 - 1.00 Associate Engineer Addition 9,178$ - 11,156$ Engineering (1.00) - (1.00) Senior Associate Engineer Deletion 10,171$ - 12,359$ Engineering 1.00 - 1.00 Principal Engineer Addition 11,683$ - 14,281$ Administration (0.60) - (0.60) Departmental Administrator Deletion 10,903$ - 13,248$ Administration (0.40) - (0.40) Departmental Administrator Deletion 10,903$ - 13,248$ Administration 1.00 - 1.00 Administrative Officer Addition 9,960$ - 12,109$ Building (1.00) - (1.00) Building Inspector Deletion 5,783$ - 7,497$ Building 1.00 - 1.00 Combination Building Inspector Addition 6,807$ - 8,273$ - - -
Community Life & Culture
Museum (1.00) - (1.00) Senior Recreation/Community Services Supervisor Deletion 6,806$ - 8,270$ Museum 1.00 - 1.00 Museum, Arts and Culture Manager Addition 8,497$ - 10,324$ Recreation (1.00) - (1.00) Management Analyst Deletion 6,616$ - 8,043$ Recreation 1.00 - 1.00 Senior Management Analyst Addition 8,202$ - 9,965$ - - -
Financial Services
DIF Administration (2.00) - (2.00) DIF Analyst Deletion 8,284$ - 10,064$ DIF Administration 2.00 - 2.00 Financial Analyst Addition 8,284$ - 10,064$ Accounting (1.00) - (1.00) Accountant Deletion 6,280$ - 7,632$ Accounting 1.00 - 1.00 Accounting Supervisor Addition 9,960$ - 12,109$ - - -
Management Services
Communications & Community Relations (1.00) - (1.00) Management Analyst Deletion 6,616$ - 8,043$ Communications & Community Relations 1.00 - 1.00 Communications and Community Relations Manager Addition 10,736$ - 13,050$ - - -
Ontario Fire Department
Emergency Services (1.00) - (1.00) Chief Deputy Deletion 21,162$ - 28,146$ Emergency Services 1.00 - 1.00 Deputy Fire Chief Addition 19,838$ - 20,434$ E.M.S. (1.00) - (1.00) Office Specialist Deletion 4,143$ - 5,034$ E.M.S. 1.00 - 1.00 Management Analyst Addition 6,616$ - 8,043$ - - -
Ontario Police Department
Administration (1.00) - (1.00) Police Administrative Services Manager Deletion 9,178$ - 11,156$ Administration 1.00 - 1.00 Senior Management Analyst Addition 8,202$ - 9,965$ Community Engagement Team (1.00) - (1.00) Community Service Officer Deletion 4,117$ - 5,002$ Traffic Support Services 1.00 - 1.00 Equipment Service Technician Addition 4,555$ - 5,529$ - -
Recommended Personnel Changes
City of Ontario
Salary Range
Proposed Change
Mid-Year Budget Update
Fiscal Year 2023-24

EXHIBIT A
10 47
Agency Department General Fund Other Fund Total Position Action Recommended Personnel Changes
City of Ontario
Salary Range
Proposed Change
Mid-Year Budget Update
Fiscal Year 2023-24
Public Works
Integrated Waste Department 0.00 (1.00) (1.00) Environmental Technician Deletion 4,668$ 5,673$ Integrated Waste Department 0.00 1.00 1.00 Integrated Waste Route Specialist Addition 4,668$ 5,673$ - - -
Total Additions/(Deletions) - - -
Net Change By Fund Net FTE Change
1000 General Fund -
2600 Special Assessment Administration -
5010 Water Operating -
5110 Sewer Operating -
5210 Integrated Waste -
6010 Equipment Services -
6020 Information Technology -
6030 Facility Maintenance -
Grand Total -
*Costs will be absorbed within the department's respective budget *

EXHIBIT A
11 48
Agency Description
Appropriation
Adjustment General Fund Other Funds
Community Development
Inland Empire Resource Conservation District MOA (CC Approved 11/21/2023) 11,000,000 11,000,000 Additional RMRA-SB1 funds for ST2413 Fourth Street - Sultana Avenue to Cucamonga Avenue Pavement Rehabilitation 276,350 - 276,350 Additional RMRA-SB1 funds for ST2403 Chino Avenue - Ontario Avenue to the Channel Pavement Rehabilitation 22,791 - 22,791 Additional RMRA-SB1 funds for TR2402 CDBG Street Light Improvements project 94,800 - 94,800 Additional 4311 Local Adjacent Sewer funds for SE2302 Piemonte Overlay (CC Approved 1/16/24) 2,694,514 - 2,694,514 ST2308 Edison Ave Widening Feasibility project closed (1,500,000) - (1,500,000) Project Complete- MS1002 Climate Action Plan EIR (155,096) - (155,096) Grove and I-10 Interchange Corridor Funding ST2418 (CC Approved 02/20/2024) 2,915,685 - 2,915,685 SRTS - ATP Infrast Improvement FY17 Grant Closeout (538,848) - (538,848) Historic Preservation CLG Grant Closeout (500) - (500) SAARP Euclid Bike & Ped Corridor 2017 Grant Closeout (11,060) - (11,060) Active Transportation Master Plan Grant Closeout (11,040) - (11,040) Multimodal Center Needs Assessment Grant Closeout (173,851) - (173,851) Archibald & Schaefer Street Repair 1,000,000 - 1,000,000 Budget Carryover Revision for ST1411 SR60 & Archibald Interchange (1,095,380) (1,095,380) 14,518,365 - 14,518,365
City of Ontario
Budget Adjustment Highlights
Fiscal Year 2023-24
Mid-Year Budget Update

EXHIBIT A
12 49
Agency Description
Appropriation
Adjustment General Fund Other Funds
City of Ontario
Budget Adjustment Highlights
Fiscal Year 2023-24
Mid-Year Budget Update
Community Life & Culture
6, 610,200 - 6,610,200
35,
249 - 35,249
(
1,255) - (1,255)
(
479) - (479)
(
557) - (557)
(
505) - (505)
135,
000 - 135,000
(
700) - (700)
(
14,952) - (14,952)
(
20,429) - (20,429)
150,
000 150,000 -
8,
625,000 8,625,000
Budget Revision for GR2120 Emporia Phase II
GR2414 California Library Literacy Services Grant
Budget Revision for CDBG Administration
Budget Revision for Neighborhood Preservation Program
Budget Revision for HOME-ARP Admin Grant
Budget Revision for Americorps Grant
HHAP-3 Homeless Housing Assistance and Prevention grant (CC Approved 11/07/23) Kaiser Permanente Mental Health Grant Closeout
Ontario Promise Corps Project FY21 Grant Closeout
Ontario Promise Corps Project FY19 Grant Closeout
Whispering Lakes Golf Course Reserve (CC Approved 07/18/2023) PF2410 Affordable Housing/Veteran Housing Contribution from Affordable Housing to OHA Budget Carryover Revision for GR2120 Emporia Phase II ( 6,610,200) (6,610,200)
8,906,372 150,000 8,756,372
Economic Development
Toyota Arena FY 2022-23 City Share (offset with revenues) 1,478,865 1,478,865 - Demolition of 404 N. Euclid Ave. and converted into a temporary "D Block" parking lot (CC Approved 12/05/2023) 1,984,700 - 1,984,700 Property Acquisition for 133 N. Euclid (CC Approved 07/18/2023) 675,000 - 675,000 Litigation Cost for 1522 W. Mission Temporary Access Center and Housing Shelter (CC Approved 12/19/2023) 875,000 - 875,000 Additional Property Acquisition 2151 Convention Center Way (CC Approved 06/06/2023) 10,062,855 - 10,062,855 Additional Property Acquistion for 1619-1621 E. Holt Blvd Continuum of Care Campus (CC Approved 9/05/2023) 9,705,000 - 9,705,000 PF 2418 Granada Theater Project Deferred (3,000,000) - (3,000,000) Design for the Arena Entertainment District - Plaza Project (CC Approved 02/20/2024) 970,147 - 970,147 Budget Carryover Revision for MS2101 Airport EDA Project Area (17,000,000) - (17,000,000) 5,751,567 1,478,865 4,272,702

EXHIBIT A
13 50
Agency Description
Appropriation
Adjustment General Fund Other Funds
City of Ontario
Budget Adjustment Highlights
Fiscal Year 2023-24
Mid-Year Budget Update
Financial Services
PF2425 Ontario Convention Center Expansion (Design Costs Reimbursement) 6,000,000 - 6,000,000 6,000,000 - 6,000,000
Information Technology
Budget Carryover Revision for MS2202 Police and Fire CAD (2,194,316) - (2,194,316) (2,194,316) - (2,194,316)
OMUC
Senior Discount Program for Utility Services (CC Approved 07/18/2023) 200,000 - 200,000 Trustee Administrative and Arbitrage fees for the Water Bonds 5,000 - 5,000 Project Complete - WA2001 Airport Drive 16" Water Main (951,698) - (951,698) Project Complete - WA2005 Palmetto Ave 12" Water Main (135,721) - (135,721) Project Complete - WA2202 1074' Reservoir Overflow Mod (100,000) - (100,000) Project Deferred - WA2306 I-10 Corridor Express Lanes (4,089,900) - (4,089,900) Additional 4311 Local Adjacent Sewer funds for SE2302 Piemonte Overlay (CC Approved 1/16/24) 2,419,531 - 2,419,531 Construction of Archibald Sewer Diversion Project SE1701 (CC date 3/5/24) 2,884,078 - 2,884,078 Budget Carryover Revision for PF0010 Municipal Services Center Renovation (51,034) (51,034) 180,256 - 180,256
Ontario Fire Department
Riverside UASI FY17 Grant Closeout (6,770) - (6,770)
Riverside UASI FY18 Grant Closeout (7,063) - (7,063)
Homeland Security FY19 Grant Closeout (4,960) - (4,960) (18,793) - (18,793)

EXHIBIT A
14 51
Agency Description
Appropriation
Adjustment General Fund Other Funds
City of Ontario
Budget Adjustment Highlights
Fiscal Year 2023-24
Mid-Year Budget Update
Ontario Police Department
Public Safety Vehicle for SWAT (CC Approved 11/07/2023) 150,430 - 150,430 Public Safety Equipment (CC Approved 06/06/2023) 1,201,702 - 1,201,702 Purchase of Cell Site Similulator to Locate Violent Offenders and Critically Missing Person (CC Approved 02/06/2024) 1,118,388 - 1,118,388 PF2426 OPD Master Plan (CC Approved 10/17/2023) 157,981 - 157,981 GR2411 Citizens Option for Public Safety(COPS/ELEAS) Grant (CC Approved 11/21/23) 280,979 - 280,979 Tobacco Grant Program FY2023-24 130,606 - 130,606
CalOES Annual Training Allotment Grant Closeout (15,000) - (15,000) Justice Assistance Grant FY16 Closeout (576) - (576)
CHP Every 15 Minutes FY22 Grant Closeout (1,994) - (1,994) Office of Traffic Safety (OTS) STEP Grant FY18 Grant Closeout (95,863) - (95,863) Office of Traffic Safety (OTS) STEP FY21 Grant Closeout (3,859) - (3,859) Homeland Security FY17 Grant Closeout (2,313) - (2,313) CHP Every 15 Minutes FY20 Grant Closeout (8,500) - (8,500) ABC Office of Traffic Safety FY20 Grant Closeout (796) - (796) Tobacco Enforcement Grant Program (Prop 56) FY18 Grant Closeout (2,700) - (2,700) Office of Traffic Safety (OTS) STEP Grant FY19 Closeout (3,600) - (3,600) Office of Traffic Safety (OTS) STEP FY20 Grant Closeout (10,194) - (10,194) Citizens' Option for Public Safety (COPS/ELEAS) Grant FY18 Closeout (2,217) - (2,217) Tobacco Enforcement Grant Program (Prop 56) FY19 Grant Closeout (300) - (300) STAKE FY19 PD Grant Closeout (400) - (400)
2,891,774 - 2,891,774

EXHIBIT A
15 52
Agency Description
Appropriation
Adjustment General Fund Other Funds
City of Ontario
Budget Adjustment Highlights
Fiscal Year 2023-24
Mid-Year Budget Update
Public Works
City Infrastructure Enhancement and New Street Network Design Related to the Sports Complex (CC Approved 01/16/2024) 6,117,228 - 6,117,228
Expedited Plan Check, Building Official and Building Inspection duties for the Sports Complex Minor League Stadium (CC Approved 01/16/2024) 788,960 - 788,960
Carryforward Appropriation from FY 2022-23 PF2103 Climatec Project 2,087,133 - 2,087,133 PF 2418 Granada Theater Project Deferred (550,000) - (550,000) Used Oil Grant (OPP11) FY 20-21 Grant Closeout (5,705) - (5,705) Used Oil Grant (PP10) FY19-20 Closeout (3,951) - (3,951) Budget Carryover Revision for PA2202 Parkways Improvement on G Street (94,617) (94,617) 8,339,048 - 8,339, 048
Total Expenditures 44,374,273 1,628,865 42,745,408
Transfers-Out - - -
Grand Total 44,374,273$ 1,628,865$
42,745,408$
Note: This schedule does not include Carryforward or transfers-out

EXHIBIT A
16 53
Appropriation Revenue Operating Operating Fund Balance
Description Adjustments Adjustments Transfers-In Transfers-Out Impact

GENERAL FUND
Fund 1000 - General Fund
Toyota Arena FY 2022-23 City Share 1,478,865 2,791,773 - - 1,312, 908 Mid-Year Revenue Update for Corona FD Dispatch Services - (100,000) - - (100,000) Whispering Lakes Golf Course Reserve (CC Approved 07/18/2023) 150,000 - - - (150,000) Mid-Year Revenue Update for Special Districts Service Charges (CC Approved 7/18/2023) - 726,000 - - 726,000 Mid-Year Revenue Update Sales Tax - (8,923,000) - - (8,923,000) Mid-Year Revenue Update Transactions & Use Tax - Measure Q - (30,792,000) - - (30,792,000) Mid-Year Revenue Update Property Tax - Current Secured - 5,808,000 - - 5,808,000 Mid-Year Revenue Update Property Tax - Current Unsecured - 300,000 - - 300,000 Mid-Year Revenue Update Property Tax - Aircraft - 159,000 - - 159,000 Mid-Year Revenue Update Property Tax - Prior Year(s) - 500,000 - - 500,000 Mid-Year Revenue Update Property Tax - Utility/Unitary - 318,000 - - 318,000 Mid-Year Revenue Update Property Tax - RDA Residual - 1,280,000 - - 1,280,000 Mid-Year Revenue Update Property Tax - VLF - 2,358,314 - - 2,358,314 Mid-Year Revenue Update Parking Tax - 800,000 - - 800,000 Mid-Year Revenue Update Rental/Lease of City Property - 86,000 - - 86,000 Mid-Year Revenue Update Franchise Fee - 445,000 - - 445,000 GENERAL FUND TOTAL 1,628,865 (24,242,913) - - (25,871,778)

SPECIAL REVENUE FUNDS
Fund 2010 - Community Development Block Grant
Budget Revision for CDBG Administration (1,255) - - - 1,255 Budget Revision for Neighborhood Preservation Program (479) - - - 479 (1,734) - - - 1,734
Fund 2020 - HOME Grants
Budget Revision for HOME-ARP Admin Grant (557) - - - 557 (557) - - - 557
Fund 2021 - Housing Grants
Budget Revision for GR2120 Emporia Phase II 9,730,190 9,730,190 - - - 9,730,190 9,730,190 - - -
City of Ontario
Detail of Recommended Budget Adjustments by Fund
Fiscal Year 2023-24
Mid-Year Budget Update

EXHIBIT A
17 54
Appropriation Revenue Operating Operating Fund Balance
Description Adjustments Adjustments Transfers-In Transfers-Out Impact City of Ontario
Detail of Recommended Budget Adjustments by Fund
Fiscal Year 2023-24
Mid-Year Budget Update
Fund 2400 - General Fund Grants
GR2414 California Library Literacy Services Grant 35,249 35,249 - - - GR2411 Citizens Option for Public Safety(COPS/ELEAS) Grant (CC Approved 11/21/23) 280,979 280,979 - - - Budget Revision for Americorps Grant (505) - - - 505 Tobacco Grant Program FY2023-24 130,606 130,606 - - - HHAP-3 Homeless Housing Assistance and Prevention grant (CC Approved 11/07/23) 135,000 135,000 - - - SRTS - ATP Infrast Improvement FY17 Grant Closeout (538,848) (538,848) - - - CalOES Annual Training Allotment Grant Closeout (15,000) (15,000) - - - Justice Assistance Grant FY16 Closeout (576) (576) - - - Historic Preservation CLG Grant Closeout (500) (500) - - - CHP Every 15 Minutes FY22 Grant Closeout (1,994) (1,994) - - - Kaiser Permanente Mental Health Grant Closeout (700) (700) - - - Office of Traffic Safety (OTS) STEP Grant FY18 Grant Closeout (95,863) (95,863) - - - Office of Traffic Safety (OTS) STEP FY21 Grant Closeout (3,859) (3,859) - - - Riverside UASI FY17 Grant Closeout (6,770) (6,770) - - - Ontario Promise Corps Project FY21 Grant Closeout (14,952) (14,952) - - - Homeland Security FY17 Grant Closeout (2,313) (2,313) - - - CHP Every 15 Minutes FY20 Grant Closeout (8,500) (8,500) - - - SAARP Euclid Bike & Ped Corridor 2017 Grant Closeout (9,954) (9,954) - - - Active Transportation Master Plan Grant Closeout (9,773) (9,773) - - - ABC Office of Traffic Safety FY20 Grant Closeout (796) (796) - - - Tobacco Enforcement Grant Program (Prop 56) FY18 Grant Closeout (2,700) (2,700) - - - Office of Traffic Safety (OTS) STEP Grant FY19 Closeout (3,600) (3,600) - - - Office of Traffic Safety (OTS) STEP FY20 Grant Closeout (10,194) (10,194) - - -
Riverside UASI FY18 Grant Closeout (7,063) (7,063) - - - Ontario Promise Corps Project FY19 Grant Closeout (20,429) (20,429) - - - Citizens' Option for Public Safety (COPS/ELEAS) Grant FY18 Closeout (2,217) (2,217) - - - Tobacco Enforcement Grant Program (Prop 56) FY19 Grant Closeout (300) (300) - - - Homeland Security FY19 Grant Closeout (4,960) (4,960) - - - Multimodal Center Needs Assessment Grant Closeout (99,916) (99,916) - - - S
TAKE FY19 PD Grant Closeout (400) (400) - - -
(280,848) (280,343) - - 505

EXHIBIT A
18 55
Appropriation Revenue Operating Operating Fund Balance
Description Adjustments Adjustments Transfers-In Transfers-Out Impact City of Ontario
Detail of Recommended Budget Adjustments by Fund
Fiscal Year 2023-24
Mid-Year Budget Update
Fund 2510 - DOJ Asset Seizure
Public Safety Vehicle for SWAT (CC Approved 11/07/2023) 150,430 - - - (150, 430) Public Safety Equipment (CC Approved 06/06/2023) 1,201,702 - - - (1, 201,702) Purchase of Cell Site Similulator to Locate Violent Offenders and Critically Missing Person (CC Approved 02/06/2024)
1,118,388 - - - (1,118,388)
2,470,520 - - - (2, 470,520)
Fund 2530 - Gas Tax
SAARP Euclid Bike & Ped Corridor 2017 Grant Closeout (1,106) - - - 1,106 Active Transportation Master Plan Grant Closeout (1,267) - - - 1,267 Multimodal Center Needs Assessment Grant Closeout (73,935) (73,935) - - - Multimodal Center Needs Assessment Grant Closeout - (73,935) - - (73, 935) Multimodal Center Needs Assessment Grant Closeout (73,935) - - - 73,935 Budget Carryover Revision for ST1411 SR60 & Archibald Interchange (755,380) 755,380 (831,688) (73,935) - - 757,753
Fund 2531 - Road Maint & Rehab Acct (SB1)
Additional RMRA-SB1 funds for ST2413 Fourth Street - Sultana Avenue to Cucamonga Avenue Pavement Rehabilitation
276,350 - - - (276,350)
Additional RMRA-SB1 funds for ST2403 Chino Avenue - Ontario Avenue to the Channel Pavement Rehabilitation 22,791 - - - (22,791) Additional RMRA-SB1 funds for TR2402 CDBG Street Light Improvements project 94,800 - - - (94, 800) Budget Carryover Revision for ST1411 SR60 & Archibald Interchange (340,000) 340,000 53,941 - - - (53, 941)
Fund 2620 - Storm Drain District Fund
Move Interest Income from Storm Drain District Fund to Storm Drain Maintenance Fund - (970) - - (970) - (970) - - (970)
Fund 2640 - Storm Drain Maintenance
Move Interest Income from Storm Drain District Fund to Storm Drain Maintenance Fund - 970 - - 970 - 970 - - 970
Fund 2920 - Ontario Ranch Services CFDs
Mid-Year Revenue Update for Special Districts Service Charges (CC Approved 7/18/2023) - 726,000 - - 726,000 - 726,000 - - 726,000
SPECIAL REVENUE FUNDS TOTAL 11,139,824 10,101,912 - - (1 ,037,912)

EXHIBIT A
19 56
Appropriation Revenue Operating Operating Fund Balance
Description Adjustments Adjustments Transfers-In Transfers-Out Impact City of Ontario
Detail of Recommended Budget Adjustments by Fund
Fiscal Year 2023-24
Mid-Year Budget Update

CAPITAL PROJECT FUNDS
6,000,000 - - - (6,000, 000)
1,984,700 - - - (1,984,700)
6,117,228 - - - (6,117,228)
788,960 - - - (788,960)
675,000 - - - (675,000)
875,000 - - - (875,000)
10,062,855 - - - (10,062, 855)
9,705,000 - - - (9,705, 000)
(5,050,000) - - - 5,050,000
(1,500,000) - - - 1,500,000
(155,096) - - - 155,096
970,147 - - - (970,147)
1,000,000 - - - (1,000, 000)
(17,000,000) 17,000,000
(51,034) - - - 51,034
(94,617) 94,617
15,828,143 - - - (15,828, 143)
2,332,548 - - - (2,332, 548)
2,332,548 - - - (2,332, 548)
8, 625,000 - - - (8,625,000)
(9,730,190) - - - 9,730,190
(1,105,190) - - - 1,105,190
157,981 - - - (157,981)
157,981 - - - (157,981)
Fund 4010 - Capital Projects
PF2425 Ontario Convention Center Expansion
Demolition of 404 N. Euclid Ave. and Conversion into a Temporary "D Block" Parking Lot (CC Approved 12/05/2023)
City Infrastructure Enhancement and New Street Network Design Related to the Sports Complex (CC Approved 01/16/2024)
Expedited Plan Check, Building Official and Building Inspection duties for the Sports Complex Minor League Stadium (CC Approved 01/16/2024)
Property Acquisition for 133 N. Euclid (CC Approved 07/18/2023) Litigation Cost for 1522 W. Mission Temporary Access Center and Housing Shelter (CC Approved 12/19/2023) Property Acquisition 2151 Convention Center Way (CC Approved 06/06/2023) Property Acquistion for 1619-1621 E. Holt Blvd Continuum of Care Campus (CC Approved 9/05/2023) PF 2418 Granada Theater Project Deferred
ST2308 Edison Ave Widening Feasibility project closed
Project Complete- MS1002 Climate Action Plan EIR
Design for the Arena Entertainment District - Plaza Project (CC Approved 02/20/2024) Archibald & Schaefer Street Repair
Budget Carryover Revision for MS2101Airport EDA Project Area Budget Carryover Revision for PF0010 Municipal Services Center Renovation Budget Carryover Revision for PA2202 Parkways Improvement on G Street Fund 4020 - Ground Access
Grove and I-10 Interchange Corridor Funding ST2418 (CC Approved 02/20/2024) Fund 4030 - Affordability In-Lieu
PF2410 Affordable Housing/Veteran Housing Contribution from Affordable Housing to OHA Budget Revision for GR2120 Emporia Phase II
Fund 4213 - Law Enforcement Impact
PF2426 OPD Master Plan (CC Approved 10/17/2023)
Fund 4216 - Species Habitat Impact
Inland Empire Resource Conservation District MOA (CC Approved 11/21/2023) 11,000,000 - - - (11,000, 000)
11,000,000 - - - (11,000, 000)

EXHIBIT A
20 57
Appropriation Revenue Operating Operating Fund Balance
Description Adjustments Adjustments Transfers-In Transfers-Out Impact City of Ontario
Detail of Recommended Budget Adjustments by Fund
Fiscal Year 2023-24
Mid-Year Budget Update
Fund 4311 - OMC - Local Adjacent Sewer
Additional 4311 Local Adjacent Sewer funds for SE2302 Piemonte Overlay (CC Approved 1/16/24) 2,649,531 - - - (2,649, 531) Additional 4311 Local Adjacent Sewer funds for SE2302 Piemonte Overlay (CC Approved 1/16/24) 2,694,514 (2,694,514) Additional 4311 Local Adjacent Sewer funds for SE2302 Piemonte Overlay (CC Approved 1/16/24) (44,983) - - - 44,983 Construction of Archibald Sewer Diversion Project SE1701 (CC date 3/5/24) - - - - - Construction of Archibald Sewer Diversion Project SE1701 (CC date 3/5/24) 2,884,078 - - - (2,884,078) Construction of Archibald Sewer Diversion Project SE1701 (CC date 3/5/24) (22,905) - - - 22,905 Construction of Archibald Sewer Diversion Project SE1701 (CC date 3/5/24) (2,411,173) - - - 2,411,173 Construction of Archibald Sewer Diversion Project SE1701 (CC date 3/5/24) (450,000) - - - 450,000 2,649,531 - - - (2,649, 531)
Fund 4313 - OMC - Local Adjacent Storm Drain
Projected reimbursement of 77.5% from SBCFD and City of Chino for San Antonio Storm Drain Project SM2101 - 10,850,000 - - 10,850,000
- 10,850,000 - - 10,850,000
Fund 4314 - OMC - Local Adjacent Water
Project Complete - WA2001 Airport Drive 16" Water Main (951,698) - - - 951,698 Project Complete - WA2005 Palmetto Ave 12" Water Main (135,721) - - - 135,721 (1,087,419) - - - 1,087,419
Fund 4317 - OMC - Regional Streets
Grove and I-10 Interchange Corridor Funding ST2418 (CC Approved 02/20/2024) 583,137 - - - (583,137) 583,137 - - - (583,137)
CAPITAL PROJECT FUNDS TOTAL 30,358,731 10,850,000 - - (19 ,508,731)

EXHIBIT A
21 58
Appropriation Revenue Operating Operating Fund Balance
Description Adjustments Adjustments Transfers-In Transfers-Out Impact City of Ontario
Detail of Recommended Budget Adjustments by Fund
Fiscal Year 2023-24
Mid-Year Budget Update

ENTERPRISE FUNDS
Fund 5010 - Water Operating
Senior Discount Program for utility services (CC Approved 07/18/2023) 90,000 - - - (90, 000) 90,000 - - - (90, 000)
Fund 5011 - Water Capital
Trustee Administrative and Arbitrage Fees for the Water Bonds 5,000 - - - (5, 000) Project Complete - WA2202 1074' Reservoir Overflow Mod (100,000) - - - 100,000 Project Deferred - WA2306 I-10 Corridor Express Lanes (4,089,900) - - - 4,089, 900 (4,184,900) - - - 4,184,900
Fund 5110 - Sewer Operating
Senior Discount Program for utility services (CC Approved 07/18/2023) 46,000 - - - (46,000) 46,000 - - - (46,000)
Fund 5111 - Sewer Capital
Additional 4311 Local Adjacent Sewer funds for SE2302 Piemonte Overlay (CC Approved 1/16/24) 2,464,514 2,694,514 - - 230,000 Construction of Archibald Sewer Diversion Project SE1701 (CC date 3/5/24) 2,884,078 2,884,078 - - - 5,348,592 5,578,592 - - 230,000
Fund 5210 - Integrated Waste
Senior Discount Program for Utility Services (CC Approved 07/18/2023) 64,000 - - - (64,000) Move Interest Income from Integrated Waste Facilities Fund to Integrated Waste Fund - 45,787 - - 45,787 Used Oil Grant (OPP11) FY 20-21 Grant Closeout (9,656) (9,656) - - - Used Oil Grant (PP10) FY19-20 Closeout (3,951) (3,951) - - - 54,344 36,131 - - (18,213)
Fund 5211 - Integrated Waste Facilities
Move Interest Income from Integrated Waste Facilities Fund to Integrated Waste Fund - (45,787) - - (45, 787) - (45,787) - - (45, 787)
ENTERPRISE FUNDS TOTAL 1,354,036 5,568,936 - - 4, 214,900

EXHIBIT A
22 59
Appropriation Revenue Operating Operating Fund Balance
Description Adjustments Adjustments Transfers-In Transfers-Out Impact City of Ontario
Detail of Recommended Budget Adjustments by Fund
Fiscal Year 2023-24
Mid-Year Budget Update

INTERNAL SERVICE FUNDS
Fund 6020 - Information Technology
Budget Carryover Revision for MS2202 Police and Fire CAD (2,194,316) - - - 2,194,316 (2,194,316) - - - 2,194,316
Fund 6030 - Facilities & Parks Maintenance
Carryforward Appropriation from FY 2022-23 PF2103 Climatec Project 2,087,133 - - - (2,087,133) 2,087,133 - - - (2,087,133)
Fund 6111 - General Liability
General Liability Settlement Insurance Reimbursement 4,000,000 - - 4,000,000 - 4,000,000 - - 4,000,000
INTERNAL SERVICE FUNDS TOTAL (107,183) 4,000,000 - - 4,107,183 TOTAL CITY FUNDS BUDGET ADJUSTMENTS 44,374,273 6,277,935 - - (38, 096,338) Fund 2310 - Ontario Housing Authority
PF2410 Affordable Housing/Veteran Housing Contribution from Affordable Housing to OHA - 8,625,000 - - 8,625,000
- 8,625,000 - - 8,625,000
AGENCY FUNDS TOTAL - 8,625,000 - - 8,625,000
-
TOTAL ALL FUNDS BUDGET ADJUSTMENTS 44,374,273 14,902,935 - - (29, 471,338)

EXHIBIT A
23 60
Department: Information Technology
Prepared By: Samantha Robles
Staff Member Presenting:

Colin Fernandes, Executive Director Information
Technology
Approved By:

Submitted To: Council/OHA
Approved: _______________________________
Continued To: ___________________________
Denied: __________________________________
Item No: 5
SUBJECT:

A SERVICE AND SOFTWARE LICENSING AGREEMENT WITH ACCELA, INC. TO

UPGRADE THE CITY'S LAND MANAGEMENT SOFTWARE SYSTEM

CITY OF ONTARIO
Agenda Report
March
5, 2024
SECTION:

CONSENT CALENDAR

RECOMMENDATION:

That the City Council authorizes the City Manager or his designee to execute an Agreement with Accela, Inc., of San Ramon, California, to upgrade the City's land management software system, in an amount not-to-exceed $3,041,548.

THE FOLLOWING COUNCIL GOALS ARE BEING ACHIEVED:

Operate in a Businesslike Manner
FISCAL IMPACT:

The Fiscal Year 2023-24 Adopted Budget includes appropriations from the Information Technology Capital Improvements Project fund for projects, including modernization of the land management system. The proposed Service and Software Licensing Agreement will be for three years, with an optional two years, with a contract amount not to exceed $3,041,548, which includes $459,910 for year one, $492,104 for year two, $526,551 for year three, $563,410 for year four, $602,849 for year ﬁve and a 15% contingency of $396,724. The ﬁxed billing rates speciﬁed in the current Agreement will determine the amount charged for service and reﬂect the actual service provided. If approved, appropriations will be added to the future years' budget consistent with the annual adoption process.

BACKGROUND & ANALYSIS:

Accela, Inc. provides a uniﬁed cloud-based platform for permitting, licensing, plan review, and invoicing software solutions that improve the City's eﬃciency and transparency. Accela's online portal allows residents, businesses, and developers to submit proposals, check for status updates, and pay outstanding fees.

The Community Development Agency uses Accela to calculate and collect permit fees, manage the permit approval process, and track credits issued and used as part of the Development Impact Fee program. The Fire Department uses Accela for plan review, one-time permits, and to manage violation fees for annual permits. In 2016, the Ontario Municipal Utilities Company Environmental Department also transitioned to Accela to manage wastewater permitting.

61 The current system's infrastructure (the hardware, software, and conﬁguration) has remained unchanged since 2010. The vendor has notiﬁed the City that it will no longer support our current version at the end of 2025. The proposed Agreement allows the City to transition to the most recent software version into the cloud-based platform managed directly by Accela and allows the City to continue using Accela for another three years with an optional renewal period of two years. Staﬀ requests City Council approval for a not-to-exceed amount of $3,041,548. 62 20201023

ACCELA SUBSCRIPTION SERVICES AGREEMENT
This Accela Subscription Services Agreement (this “Agreement”) is entered into as of the date of the applicable Order, as defined below, that incorporates these terms (the “Effective Date”) by and between Accela, Inc. and the entity identified in such Order (“Customer”).

1. DEFINITIONS.

1.1 "Accela System" means the information technology infrastructure used by or on behalf of Accela in performing the Subscriptions Services, including all computers, software (including but not limited to Accela Software), hardware, databases, electronic systems (including database management systems), and networks, whether operated directly by Accela or its third party suppliers.

1.2 "Aggregate Data" means data and information related to Customer's use of the Subscription Services, including anonymized analysis of all data processed in the Subscription Services, that is used by Accela in an aggregate and anonymized manner, including compiling statistical and performance information related to the provision and operation of the Services.

1.3 "Authorized User" means one named employee, contractor or agent of Customer (each identified by a unique email address) for whom Customer has purchased a subscription to the Subscription Services and who is authorized by Customer to access and use the Services under the rights granted to Customer pursuant to this Agreement.

1.4 “Consulting Services” means packaged or time and materials consulting, review, training or other services (but excluding Subscription and Support Services) delivered by Accela to Customer pursuant an Order. The current Consulting Services Policy is available at www.accela.com/terms/.

1.5 “Customer Data” means the content, materials, and data that Customer, Authorized Users, and External Users enter into the Subscription Services. Customer Data does not include any component of the Subscription Services, material provided by or on behalf of Accela, or Aggregate Data.

1.6 “Documentation” means the then-current technical and functional user documentation in any form made generally available by Accela for the Subscription Services.

1.7 “External Users” means third party users of the Subscription Services that access the public-facing interfaces of the Subscription Services to submit queries and requests to facilitate communications between such third party and Customer.

1.8 “Intellectual Property Rights” means any patent rights (including, without limitation, patent applications and disclosures), copyrights, trade secrets, know-how, and any other intellectual property rights, in all cases whether or not registered or registrable and recognized in any country or jurisdiction in the world.

1.9 “Order” means an Accela order form or other mutually acceptable document fully executed between Customer and Accela that incorporates this Agreement. 63 20201023

1.10 “Service Availability Policy” means the Service Availability and Security Policy located at www.accela.com/terms/.

1.11 “Subscription Services” means the civic administration services, comprised of the Accela System, Software, and Support Services, to which Customer may license access to in accordance with the terms herein.

1.12 “Software” means any licensed software (including client software for Authorized Users’ devices) and Documentation that Accela uses or makes available as part of the Subscription Services.

1.13 “Support Services” means those technical and help services provided by Accela in accordance with the Software Support Services Policies (SaaS) located at www.accela.com/terms/.

1.14 “Subscription Period” means the duration of Customer’s authorized use of the Subscription Services as designated in the Order.

2. USAGE AND ACCESS RIGHTS.

2.1 Right to Access. Subject to the terms and conditions of this Agreement, Accela hereby grants to Customer a limited, non-exclusive, non-transferable right and license during the Subscription Period, to permit: (i) Authorized Users to access and use the internal and administrative interfaces of the Subscription Services in accordance with the Documentation to support Customer’s internal business purposes and (ii) its External Users the ability to access and use the publicly available interfaces to submit requests and information to Customer. Each instance of the Subscription Service shall be provisioned with the amount of storage set forth in the Order and additional storage may be purchased at the then-current rates.

2.2 Support Services & Service Availability. During the Subscription Period, Accela shall provide to Customer the Support Services specified in the Order and shall make all commercially reasonable efforts to attain the service levels specified in the applicable policies. The remedies set forth in the Support Services and Service Availability Policy are the sole and exclusive remedies for any breach of the service levels. Customer grants Accela a royalty-free, worldwide, transferable, sub- licensable, irrevocable, perpetual license to use or incorporate into its software or services any suggestions or other feedback provided by Customer or Authorized Users relating to the operation or features of the Subscription Services.

2.3 Purchasing Consulting Services. Customer may purchase Consulting Services from Accela by executing an Order for such services. All prices are exclusive of travel and expenses, which will be invoiced at actual cost, without markup, and will comply with the Consulting Services Policy located at www.accela.com/terms/ or as otherwise agreed in the applicable Order. If applicable, one Consulting Services day shall be equal to eight (8) hours.

2.4 Restrictions on Use. Customer shall not, and shall not permit others to: (i) use or access the Subscription Services in any manner except as expressly permitted by the Agreement, including but not limited to, in a manner that circumvents contractual usage restrictions set forth in this Agreement; (ii) license, sub-license, sell, re-sell, rent, lease, transfer, distribute, time share or otherwise make any portion of the Subscription Services available for access by third parties except as otherwise expressly provided herein; (iii) use the Subscription Service in a way that: (a) violates or infringes upon the rights 64 20201023

of a third party; or (b) stores or transmits libelous, tortious, or otherwise unlawful material or malicious code or viruses; (iv) create derivative works, reverse engineer, decompile, disassemble, copy, or otherwise attempt to derive source code or other trade secrets from or about any of the Subscription Services (except to and only to the extent such rights are proscribed by law); (v) interfere with or disrupt the security, integrity, operation, or performance of the Subscription Services; (vi) access, use, or provide access or use to the Subscription Services or Documentation for the purposes of competitive analysis or the development, provision, or use of a competing software, SaaS or product or any other purpose that is to Accela’s detriment or commercial disadvantage; (vii) provide access to the Subscription Services to competitors of Accela; (viii) access or use components of the Subscription Service not licensed by Customer; (ix) use or allow the use of the Subscription Services by anyone located in, under the control of, or that is a national or resident of a U.S. embargoed country or territory or by a prohibited end user under Export Control Laws (as defined in Section 12.3, Compliance with Laws); (x) remove, delete, alter or obscure any trademarks, Documentation, warranties, or disclaimers, or any copyright, trademark, patent or other intellectual property or proprietary rights notices from any Subscription Services; or (xi) access or use the Subscription Services in, or in association with, the design, construction, maintenance, or operation of any hazardous environments, systems or applications, any safety response systems or other safety-critical applications, or any other use or application in which the use or failure of the Subscription Services could lead to personal injury or severe physical or property damage.

2.5 Ownership. Accela retains all Intellectual Property Rights, including all rights, title and license to the Subscription Service, Software, Accela System, Support Services, Consulting Services, and Aggregate Data, any related work product of the foregoing and all derivative works thereof by whomever produced; provided however, that to the extent such materials are delivered to Customer as part of the Subscription Services, Consulting Services or Support Services then Customer shall receive a limited license consistent with the terms of Section 2 to use such materials during the Subscription Period.

2.6 Customer’s Responsibilities. Customer will: (i) be responsible for meeting Accela’s applicable minimum system requirements for use of the Subscription Services set forth in the Documentation; (ii) be responsible for Authorized Users’ compliance with this Agreement and for any other activity (whether or not authorized by Customer) occurring under Customer’s account; (iii) be solely responsible for the accuracy, quality, integrity and legality of Customer Data; (iv) use commercially reasonable efforts to prevent unauthorized access to or use of the Subscription Services and Customer Data under its account, and notify Accela promptly of any such unauthorized access or use, and; (v) use the Subscription Services only in accordance with the applicable Documentation, laws and government regulations.

3. PAYMENT TERMS.

3.1 Purchases Directly from Accela. Except as otherwise set forth in an Order, Subscription fees shall be invoiced annually in advance and such fees shall be due and payable on the first day of the Subscription and on each anniversary thereafter for each renewal, if any. All other invoices shall be due and payable net thirty (30) from the date of the applicable invoice. All amounts payable to Accela under this Agreement shall be paid by Customer in full without any setoff, deduction, debit, or withholding for any reason. Any late payments shall be subject to an additional charge of the lesser of 1.5% per month or the maximum permitted by law. All Subscription Services fees are exclusive of any taxes, levies, duties, 65 20201023

withholding or similar governmental assessments of any nature (collectively, "Taxes"). If any such Taxes are owed or payable for such transactions, they shall be paid separately by Customer without set-off to the fees due Accela.

3.2 Purchases from Authorized Resellers. In the event that Customer has purchased any products or services through a reseller, subject to these terms, any separate payment arrangements and terms shall be exclusively through such reseller and Accela is not a party to such transactions. Accela’s sole obligations are set forth herein and Customer acknowledges that its rights hereunder may be terminated for non-payment to such third party.

4. CONFIDENTIALITY. As used herein, "Confidential Information" means all confidential information disclosed by a one party to this Agreement to the other party of this Agreement whether orally or in writing, that is designated as confidential or that reasonably should be understood to be confidential given the nature of the information and the circumstances of disclosure. However, Confidential Information will not include any information that: (i) is or becomes generally known to the public without breach of any obligation owed to the disclosing party; (ii) was known to the receiving party prior to its disclosure without breach of any obligation owed to the disclosing party; (iii) is received without restriction from a third party without breach of any obligation owed to the disclosing party; or (iv) was independently developed by the receiving party. Each party will use the same degree of care that it uses to protect the confidentiality of its own confidential information of like kind (but in no event less than reasonable care) not to disclose or use any Confidential Information except as permitted herein, and will limit access to Confidential Information to those of its employees, contractors and agents who need such access for purposes consistent with this Agreement and who are bound to protect such Confidential Information consistent with this Agreement. The receiving party may disclose Confidential Information if it is compelled by law to do so, provided the receiving party gives the disclosing party prior notice of such compelled disclosure (to the extent legally permitted) and reasonable assistance, at the disclosing party's request and cost, to contest, limit, or protect the disclosure.

5. CUSTOMER DATA.

5.1 Ownership. Customer reserves all its rights, title, and interest in and to the Customer Data. No rights are granted to Accela hereunder with respect to the Customer Data, except as otherwise set forth explicitly in Section 5.

5.2 Usage. Customer shall be responsible for Customer Data as entered in to, applied or used in the Subscription Services. Customer acknowledges that Accela generally does not have access to and cannot retrieve lost Customer Data. Customer grants to Accela the non-exclusive right to process Customer Data (including personal data) for the sole purpose of and only to the extent necessary for Accela: (i) to provide the Subscription Services; (ii) to verify Customer’s compliance with the restrictions set forth in Section 2.4 (Restrictions on Use) if Accela has a reasonable belief of Customer’s non-compliance; and (iii) as otherwise set forth in this Agreement. Accela may utilize the information concerning Customer’s use of the Subscription Services (excluding any use of Customer’s Confidential Information) to improve Subscription Services, to provide Customer with reports on its use of the Subscription Services, and to compile aggregate statistics and usage patterns by customers using the Subscription Services.

5.3 Use of Aggregate Data. Customer agrees that Accela may collect, use and disclose Aggregate Data derived from the use of the Subscription Services for industry analysis, benchmarking, analytics, 66 20201023

marketing and other business purposes. All Aggregate Data collected, used and disclosed will be in aggregate form only and will not identify Customer, its Authorized Users or any third parties utilizing the Subscription Services.

6. WARRANTIES AND DISCLAIMERS.

6.1 Subscription Services Warranty. During the Subscription Period, Accela warrants that Subscription Services shall perform materially in accordance with the applicable Documentation. As Customer’s sole and exclusive remedy and Accela’s entire liability for any breach of the foregoing warranty, Accela will use commercially reasonable efforts to: (a) repair the Subscription Services in question; (b) replace the Subscription Services in question with those of substantially similar functionality; or (c), after making all commercially reasonable attempts to do the foregoing, terminate the applicable Subscription Services and refund all unused, prepaid fees paid by Customer for such non-compliant Subscription Services.

6.2 Consulting Services Warranty. For ninety (90) days from the applicable delivery, Accela warrants that Consulting Services shall be performed in a professional and workmanlike manner. As Customer’s sole and exclusive remedy and Accela’s entire liability for any breach of the foregoing warranty, Accela will use commercially reasonable efforts to (a) re-perform the Consulting Services in a compliant manner; or, after making all commercially reasonable attempts to do the foregoing, (b) refund the fees paid for the non-compliant Consulting Services.

6.3. Disclaimers. EXCEPT AS EXPRESSLY PROVIDED HEREIN, ACCELA MAKES NO WARRANTY OF ANY

KIND, WHETHER EXPRESS, IMPLIED, STATUTORY OR OTHERWISE, AND SPECIFICALLY DISCLAIMS ALL

IMPLIED WARRANTIES, INCLUDING ANY IMPLIED WARRANTY OF MERCHANTABILITY, SECURITY, FITNESS

FOR A PARTICULAR PURPOSE OR NON-INFRINGEMENT, TO THE MAXIMUM EXTENT PERMITTED BY APPLICABLE LAW.

6.4. Cannabis-Related Activities. If Customer purchases any Subscription Services for use with any cannabis-related activities, the following additional disclaimers shall apply: Accela is considered a software service provider to its customers and not a cannabis related business or agent thereof. In addition to the foregoing, Accela only retains Subscription Services fees of this Agreement from its Customer for general software services, a state or local government agency, and does not retain these fees from any type of External Users. It is the sole responsibility of the Customer to offer state law compliant services, which may be coordinated and facilitated through the use of the Subscription Services. Accela makes no representations, promises, or warranties with respect to the legality, suitability, or otherwise regarding any third party provider, including partners, and have no responsibility or liability with respect to services provided to Customer by such third parties.

7. INDEMNIFICATION. Accela will defend (or at Accela’s option, settle) any third party claim, suit or action brought against Customer to the extent that it is based upon a claim that the Subscription Services, as furnished by Accela hereunder, infringes or misappropriates the Intellectual Property Rights of any third party, and will pay any costs, damages and reasonable attorneys’ fees attributable to such claim that are finally awarded against Customer, provided that Customer provides: (a) Accela notice of such claim as soon practical and in no event later than would reasonably permit Accela to respond to such claim, (b) reasonable cooperation to Accela, at Accela’s expense, in the defense and/or settlement of such claim and (c) Accela the sole and exclusive control of the defense, litigation and settlement of such claim, with participation from the Customer. Notwithstanding any language to the contrary, nothing shall prevent the Customer from the right to control its own defense. In the event that Accela reasonably believes, in its sole discretion, that such claim may 67 20201023

prevail or that the usage of the Subscription Services may be joined, Accela may seek to: (a) modify the Subscription Services such that it will be non-infringing (provided such modification does not materially reduce the functionality or performance of Customer’s installed instance); (b) replace the Subscription Services with a service that is non-infringing and provides substantially similar functionality and performance; or, if the first two options are not commercially practicable, (c) terminate the remainder of the Subscription Period and refund any, pre-paid, unused fees received by Accela. Accela will have no liability under this Section 7 to the extent any claims arise from (i) any combination of the Subscription Services with products, services, methods of a third party; (ii) a modification of the Subscription Services that were either implemented by anyone other than Accela or implemented by Accela in accordance with Customer specifications; (iii) any use of the Subscription Services in a manner that violates this Agreement or the instructions given to Customer by Accela; (iv) a version of the Subscription Services other than the current, fully patched version, provided such updated version would have avoided the infringement; or (v) Customer’s breach of this Agreement. THIS SECTION 7

STATES THE ENTIRE OBLIGATION OF ACCELA AND ITS LICENSORS WITH RESPECT TO ANY ALLEGED OR

ACTUAL INFRINGEMENT OR MISAPPROPRIATION OF INTELLECTUAL PROPERTY RIGHTS RELATED TO THIS AGREEMENT.

8. LIMITATION OF LIABILITY. EXCEPT FOR LIABILITY ARISING OUT OF EITHER PARTY’S LIABILITY FOR DEATH OR PERSONAL INJURY OR CUSTOMER’S BREACH OF SECTION 2, NEITHER PARTY’S AGGREGATE

LIABILITY FOR DAMAGES ARISING OUT OF OR IN CONNECTION WITH THIS AGREEMENT OR FROM THE

USE OF OR INABILITY TO USE THE SERVICE, WHETHER IN CONTRACT, TORT OR UNDER ANY OTHER

THEORY OF LIABILITY, SHALL EXCEED THE TOTAL AMOUNT PAID BY CUSTOMER HEREUNDER IN THE TWELVE (12) MONTH PERIOD IMMEDIATELY PRECEDING THE INCIDENT. EXCEPT FOR LIABILITY ARISING OUT OF CUSTOMER’S BREACH OF SECTION 2 OR EITHER PARTY’S LIABILITY FOR DEATH OR PERSONAL

INJURY, IN NO EVENT SHALL EITHER PARTY OR ANY OTHER PERSON OR ENTITY INVOLVED IN CREATING,

PRODUCING OR DELIVERING THE SERVICE BE LIABLE FOR ANY INCIDENTAL, SPECIAL, EXEMPLARY OR

CONSEQUENTIAL DAMAGES, INCLUDING LOST PROFITS, LOSS OF DATA OR LOSS OF GOODWILL, SERVICE

INTERRUPTION, COMPUTER DAMAGE OR SYSTEM FAILURE OR THE COST OF SUBSTITUTE PRODUCTS OR

SERVICES, ARISING OUT OF OR IN CONNECTION WITH THIS AGREEMENT OR FROM THE USE OF OR

INABILITY TO USE THE SUBSCRIPTION SERVICES, WHETHER BASED ON WARRANTY, CONTRACT, TORT (INCLUDING NEGLIGENCE), PRODUCT LIABILITY OR ANY OTHER LEGAL THEORY. THE FOREGOING

EXCLUSIONS APPLY WHETHER OR NOT A PARTY HAS BEEN INFORMED OF THE POSSIBILITY OF SUCH

DAMAGE, AND EVEN IF A LIMITED REMEDY SET FORTH HEREIN IS FOUND TO HAVE FAILED OF ITS ESSENTIAL PURPOSE.

9. SECURITY. Accela has implemented commercially viable and reasonable information security processes, policies and technology safeguards to protect the confidentiality and integrity of Customer Data, personal data protect against reasonably anticipated threats. Customer acknowledges that, notwithstanding security features of the Subscription Services, no product, hardware, software or service can provide a completely secure mechanism of electronic transmission or communication and that there are persons and entities, including enterprises, governments and quasi- governmental actors, as well as technologies, that may attempt to breach any electronic security measure. Subject only to its limited warranty obligations set forth in Section 6, Accela will have no liability for any such security breach. Customer further acknowledges that the Subscription Services is not guaranteed to operate without interruptions, failures, or errors. If Customer or Authorized Users use the Subscription Services 68 20201023

in any application or environment where failure could cause personal injury, loss of life, or other substantial harm, Customer assumes any associated risks and will indemnify Accela and hold it harmless against those risks.

10. THIRD PARTY SERVICES. Customer may choose to obtain a product or service from a third party that is not directly produced by Accela as a component of the Subscription Services (“Third Party Services”) and this may include third party products resold by Accela. Accela assumes no responsibility for, and specifically disclaims any liability, warranty or obligation with respect to, any Third Party Service or the performance of the Subscription Services (including Accela’s service level commitment) when the Subscription Services are used in combination with or integrated with Third Party Services.

11. TERM AND TERMINATION.

11.1 Agreement Term. This Agreement shall become effective on the Effective Date and shall continue in full force and effect until the expiration of any Subscription Periods set forth in an applicable Order governed by the Agreement.

11.2 Subscription Periods & Renewals. Subscription Periods begin as specified in the applicable Order and, unless terminated earlier in accordance with this Agreement, continue for the term specified therein. Except as otherwise specified in the applicable Order, (a) all Subscription Services will automatically renew for additional Subscription Periods equal to the expiring Subscription Period, unless either party gives the other at least sixty (60) days’ notice of non-renewal before the end of the relevant Subscription Period and (b), Orders may only be cancelled or terminated early in accordance with Section 11.3. Subscription Services renewals may be subject to an annual increase, for which Accela shall provide Customer notice prior to the renewal of the Subscription Period. In the event of any non- renewal or other termination, Customer’s right to use the Subscription Services will terminate at the end of the relevant Subscription Period.

11.3 Termination or Suspension for Cause. A party may terminate this Agreement and Subscription Services license granted hereunder for cause upon thirty (30) days’ written notice to the other party of a material breach if such breach remains uncured at the expiration of such thirty (30) day period. Either party may terminate immediately if the other party files for bankruptcy or becomes insolvent. Accela may, at its sole option, suspend Customer’s or any Authorized User’s access to the Subscription Services, or any portion thereof, immediately if Accela: (i) suspects that any person other than Customer or an Authorized User is using or attempting to use Customer Data; (ii) suspects that Customer or an Authorized User is using the Subscription Services in a way that violates this Agreement and could expose Accela or any other entity to harm or legal liability; (iii) is or reasonably believes it is required to do so by law or court order or; (iv) Customer’s payment obligations are more than ninety (90) days past due, provided that Accela has provided at least thirty (30) days’ notice of such suspension for delinquent payment. Should Customer terminate this Agreement for cause, Accela will refund a pro-rata portion of unused, pre-paid fees.

11.4 Termination for Non-Appropriation of Funds. Customer may terminate this Agreement or any Order hereunder at any time upon thirty (30) day’s written notice to Accela due to the Non- Appropriation of Funds. Notwithstanding anything to the contrary in this Agreement or any Order, in the event of any termination under this Section, Customer will only be liable to make any payments which are due hereunder to Accela for work performed in accordance with the terms and conditions herein up to the date of such termination.
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11.5 Effect of Termination. If this Agreement expires or is terminated for any reason: (i) within thirty (30) calendar days following the end of Customer’s final Subscription Period, upon Customer’s request Accela provided Customer Data and associated documents in a database dump file; provided that Customer pays (a) all costs of and associated with such copying, as calculated at Accela’s then-current time-and-materials rates, and (b) any and all unpaid amounts due to Accela; (ii) licenses and use rights granted to Customer with respect to Subscription Services and intellectual property will immediately terminate; and (iii) Accela’s obligation to provide any further services to Customer under this Agreement will immediately terminate, except as mutually agreed between the parties. If the Subscription Services are nearing expiration date or are otherwise terminated, Accela will initiate its data retention processes, including the deletion of Customer Data from systems directly controlled by Accela. Accela’s current Data Storage Policy can be accessed www.accela.com/terms/.

11.6 Survival. Sections 2.5 (Ownership and Proprietary Rights), 4 (Confidentiality), 6.3 (Disclaimer), 8 (Limitation of Liability), 11.5 (Effect of Termination), 11.6 (Surviving Provisions), and 12 (General Provisions) will survive any termination or expiration of this Agreement.

12. GENERAL.

12.1 Notice. Except as otherwise specified in this Agreement, all notices, permissions and approvals hereunder will be in writing and will be deemed to have been given upon: (i) personal delivery; (ii) three days after sending registered, return receipt requested, post or; (iii) one day after sending by commercial overnight carrier. Notices will be sent to the address specified by the recipient in writing when entering into this Agreement or establishing Customer’s account for the Subscription Services.

12.2 Governing Law and Jurisdiction. This Agreement and any action related thereto will be governed by the laws of the State of California without regard to its conflict of laws provisions. The exclusive jurisdiction and venue of any action related to the subject matter of this Agreement will be the state and federal courts located in San Bernardino County California and each of the parties hereto waives any objection to jurisdiction and venue in such courts.

12.3 Compliance with Laws. Each party will comply with all applicable laws and regulations with respect to its activities under this Agreement including, but not limited to, export laws and regulations of the United States and other applicable jurisdictions. Further, in connection with the services performed under this Agreement and Customer’s use of the Subscription Services, the parties agree to comply with all applicable anti-corruption and anti-bribery laws, statutes and regulations.

12.4 Assignment. Neither Party may assign or transfer this Agreement, whether by operation of law or otherwise, without the prior written consent of the other Party, which shall not be unreasonably withheld. Any attempted assignment or transfer, without such consent, will be null and void. Subject to the foregoing, this Agreement will bind and inure to the benefit of the parties, their respective successors and permitted assigns.

12.5 Publicity. Notwithstanding anything to the contrary, each party will have the right to publicly announce the existence of the business relationship between parties without disclosing the specific terms of the Agreement.

12.6 Miscellaneous. No failure or delay by either party in exercising any right under this Agreement will constitute a waiver of that right. Other than as expressly stated herein, the remedies provided herein are in addition to, and not exclusive of, any other remedies of a party at law or in equity. If any provision of this Agreement is held by a court of competent jurisdiction to be contrary to law, the provision will be 70 20201023

modified by the court and interpreted so as best to accomplish the objectives of the original provision to the fullest extent permitted by law, and the remaining provisions of this Agreement will remain in effect.

Accela will not be liable for any delay or failure to perform under this Agreement to the extent such delay or failure results from circumstances or causes beyond the reasonable control of Accela. This Agreement does not create a partnership, franchise, joint venture, agency, fiduciary or similar relationship between the parties. This Agreement, including any attachments hereto as mutually agreed upon by the parties, constitute the entire agreement between the parties concerning its subject matter and it supersedes all prior communications, agreements, proposals or representations, written or oral, concerning its subject matter. No modification, amendment, or waiver of any provision of this Agreement will be effective unless in writing and signed by a duly authorized representative of each party against whom the modification, amendment or waiver is to be asserted. Notwithstanding any language to the contrary, no additional or conflicting terms or conditions stated in any of Customer’s purchase order documentation or otherwise will be incorporated into or form any part of this Agreement, and all such terms or conditions shall be null and void.

12.7 Cyber Liability Insurance. Accela agrees to have Cyber Liability Insurance, with limits not less than $2,000,000 per occurrence or claim, $2,000,000 aggregate. Coverage shall be sufficiently broad to respond to the duties and obligations as is undertaken by Accela in this agreement and shall include, but not be limited to, claims involving security breach, system failure, data recovery, business interruption, cyber extortion, social engineering, infringement of intellectual property, including but not limited to infringement of copyright, trademark, trade dress, invasion of privacy violations, information theft, damage to or destruction of electronic information, release of private information, and alteration of electronic information. The policy shall provide coverage for breach response costs, regulatory fines and penalties as well as credit monitoring expenses.
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Statement of Work

Ontario, California
SaaS Migration Services

2/13/2024

Version 1.1

Accela, Inc.
2633 Camino Ramon
Suite 120
San Ramon, CA 94583
Tel: 925-659-3200

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TABLE OF CONTENTS
TABLE OF CONTENTS ..................................................................................................................................................................... 2 DOCUMENT CONTROL .................................................................................................................................................................... 3 INTRODUCTION ................................................................................................................................................................................ 4 OVERVIEW ............................................................................................................................................................................................ 4 SCOPE OF SERVICES ...................................................................................................................................................................... 4 WORK DESCRIPTION ............................................................................................................................................................................. 5 OUT OF SCOPE ................................................................................................................................................................................. 6 PROJECT ASSUMPTIONS ............................................................................................................................................................... 6 GENERAL PROJECT ASSUMPTIONS ........................................................................................................................................................ 6 PROJECT TIMELINE ............................................................................................................................................................................... 6 PROJECT COMPLETION .......................................................................................................................................................................... 6 PROJECTS PUT ON HOLD ...................................................................................................................................................................... 7 PAYMENT TERMS ............................................................................................................................................................................. 7 PAYMENT SCHEDULE ............................................................................................................................................................................ 7 EXPENSES ............................................................................................................................................................................................ 7 CONTRACT SUM.................................................................................................................................................................................... 7 ADMINISTRATION ............................................................................................................................................................................. 7 CHANGE ODERS ................................................................................................................................................................................... 7 EXPIRATION .......................................................................................................................................................................................... 7 DISCLAIMERS........................................................................................................................................................................................ 8 SIGNATURES .................................................................................................................................................................................... 9 APPENDIX A: CHANGE ORDER FORM............................................................................... ERROR! BOOKMARK NOT DEFINED.

SIGNATURE AND ACCEPTANCE ............................................................................................................. ERROR! BOOKMARK NOT DEFINED.

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DOCUMENT CONTROL

Date Author Version Change Reference

5/16/2022 J. White 1.0 SOW Creation
6/6/2022 J. White 1.1 Revised based on customer feedback 12/20/2023 J. White 1.2 Update assumptions

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INTRODUCTION

OVERVIEW
This Statement of Work (“SOW”) dated as of the last date of signature below sets forth the scope and definition of the project -based professional services (collectively, the “Professional Services”) to be provided by Accela, Inc., its affiliates and/or agents (“Accela”) to Ontario, CA (“Agency” or “Customer”).

This SOW is issued pursuant to and governed by the terms and conditions of the Accela Consulting Services Policy found at www.accela.com/terms.

In the event of a conflict between the SOW and the Agreement, the terms of the SOW shall prevail as to pricing, delivery dates, and description of the applicable Professional Services but will not prevail over, modify, or terminate any surviving provision of the Agreement. This SOW is effective as of the date that the SOW was last signed by the Customer and Accela (“SOW Effective Date”).

Notwithstanding anything to the contrary, Accela is not assigning or licensing any intellectual property to the Customer under this SOW.

SCOPE OF SERVICES
Accela will provide services to the Agency for migrating the Accela on-premise Land Management instance to the Accela Cloud based on the materials provided by the Agency in the SaaS Migration Questionnaire.

• Import/upgrade of Oracle DBs (up to 3 environments: Support, Test, Production) • Assistance migrating the seven specific interfaces:
o GIS (including load of APO data)
o Credit Card Payment Adapter
o Finance System
o Fire Inspection Web Application
o CAD Information
o Bluebeam EDR
o California State License Board (CSLB)
• Migration of up to 150 Crystal reports
• Upgrade EMSE scripts to the 3.0 framework
• Assist in integrating Okta SSO
• Up to 20 hour of issue resolution and testing assistance • Go live planning and cutover assistance

Products
The following Accela products are in scope for this Project:
• Accela Automation
• Accela Citizen Access
• Accela GIS
• Accela Mobile
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PROJECT MANAGEMENT AND OVERSIGHT
Accela shall perform ongoing project management services in conjunction with the Agency project manager throughout the project in order to plan and monitor execution of the project in accordance with the activities outlined in the Statement of Work.

Accela Responsibilities:

Provide overall Accela project management support throughout implementation, included:
• Project document management via SharePoint
• Participate in project status meetings with Agency and Client stakeholders to review the projects status, risks, issues, change requests, as needed to review Accela tasks and status • Conduct weekly plan review with Agency Project Manager to include:
o Complete, in progress, and pending items
o Open action items
o Upcoming deliverables and project milestones
• Weekly project status meeting
• Facilitate executive project oversight and quality assurance o Support for monthly meetings with executive leadership

WORK DESCRIPTION
Accela will perform a migration of the customer’s on -premise Accela environments using Oracle (up to 3 environments: Support, Test, Production) to the Accela SaaS platform.

Steps:

1. Customer provides an updated backup of the Oracle databases for the environments to be migrated

2. Perform the database migration (Accela, Jetspeed, AGIS, AMO, and ADS databases as required) a. Copy database to Accela site
b. Execute preparation and remediation scripts; drop any custom objects c. Convert from Oracle to SQL Server
d. Import data from the MS SQL DB into Accela SaaS SQL instance

3. Execute validation scripts to confirm the schema

4. Provision tenant instance in Accela SaaS

5. Update environment specific data in the databases

6. Start Accela services and validate the system is functional i.e. login, search, create records, etc.

7. Execute automated test tool to ensure proper system functionality

8. Customer performs migration validation

9. Remediate any data issues that found from the migration

10. Provide the customer with a backup of the revised SQL DB

11. Upgrade script configuration to EMSE 3.0 framework
o Update events to use EMSE 3.0 Master Scripts
o Convert EMSE code in standard choices to script files

12. Migrate and Test integrations
o Repoint service endpoints to new URLs
o Adjust firewall rules and network topologies as necessary o Update interface EMSE scripting dependences for Azure compatibility

13. Migrate and update Crystal reports (maximum of 150) 76 Statement of Work Page 6 of 9
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o Import reports into the Accela SaaS environment
o Update reports to remove dependencies on custom objects (stored procedures, functions)
o Update from PL SQL (Oracle) to TSQL (SQL Server)
o Facilitate customer testing and remediate any issues found resulting from migration

14. Validate Ad Hoc reports
o Remove dependencies on custom views where possible
o Convert to Crystal as needed

15. Develop go live plan

16. Final go-live/roll back decision

17. Execute go live plan

OUT OF SCOPE
Any Coding, conversion or additional services not specifically described in this document is the responsibility of Agency.

PROJECT ASSUMPTIONS

GENERAL PROJECT ASSUMPTIONS
• Agency will provide the necessar y data, files, and other specified inputs to perform the work described in this agreement. These items will be uploaded to secure Azure storage by the Agency.

Failure to provide these items in a timely fashion will result in a project delay. Such a delay will result in a Change Order.
• Agency will ensure that Acc ela resources have access to a Dev or Test version of the 3 rd party systems for interface development. All interfaces will be developed against 1 (one), agreed upon version of the 3rd party system.
• Agency will provide source code for relevant interfaces in scope. If source code is unavailable, then the project may be delayed or addition cost may result from the re- development of a new interface.

INTERFACE ASSUMPTIONS
• Agency will be responsible for hosting custom interfaces unless otherwise specified in the Accela SaaS License Agreement.
• The agency will purchase the Enhanced Reporting Database (ERD) as part of their SaaS license. If the agency does not purchase ERD, then additional scope may be required to migrate interfaces.

PROJECT TIMELINE
The project is estimated to take 24 weeks. The projected start date for the Project is forty-five (45) calendar days after mutual acceptance and signature of this SOW.

PROJECT COMPLETION
Upon completion of the work defined above, this contract will be closed.

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PROJECTS PUT ON HOLD
It is understood that sometimes Agency priorities are revised requiring the Agency to place the Accela implementation on hold. The Agency must send a formal written request to Accela to put the project on hold. Delays of two (2) weeks or more that have a tangible impact to Accela’s resource plan are subject to Change Order.

If an Agency -based delay puts the project on hold for more than 90 days, Accela reserves the right to terminate the SOW and negotiate new terms. If an Agency -based delay puts the project on hold past the termination period, Accela reserves the right to terminate the SOW at the time of the delay. After that time, Accela can choose to cancel the rest of the SOW. To finish the project will require a new SOW at new pricing at the standard rates.

PAYMENT TERMS

PAYMENT SCHEDULE
• 50% due at contract signing $95,080.
• 50% invoiced at completion $95,080.

EXPENSES
There is no provision for travel expenses or travel time in this SOW because Agency does not need any onsite resources. Travel to the Agency will not be conducted unless a Change Order, inclusive of travel expense terms and conditions, is signed prior to travel commencing to cover the cost of the travel.

CONTRACT SUM
The total estimated amount payable under this SOW , as calculated from the above -mentioned fees, is $190,160. This estimated price is based on the information available at time of signing and the assumptions, dependencies and constraints, and roles and responsibilities of the Parties, as stated in this SOW.

ADMINISTRATION

CHANGE ODERS
In order to make a change to the scope of the Professional Services in this SOW, and subject to the Disclaimers below, Agency must submit a written request to Accela specifying the proposed changes in detail. Accela will submit to Agency an estimate of the charges and the anticipated changes in the delivery schedule that will result from the proposed change in the Change Order, based on the standard rate for Accela resources of $250 per hour. Accela will continue performing the Professional Services in accordance with the SOW until the parties agree in writing on the change in scope of work, scheduling, and fees. If Accela’s effort changes, such as changes to the baseline schedule, roles, responsibilities, assumptions, or scope, or if additional support hours are required, a Change Order will be created that details these changes and impact to project and cost (if any). Any 78 Statement of Work Page 8 of 9
Proprietary and Confidential
Change Order must be agreed to by Accela and Agency prior to commencing any activities defined in the Change Order.

EXPIRATION
The scope and terms of this SOW must be executed as part of the Professional Services Agreement within sixty (60) calendar days of the date of this SOW. If the SOW is not executed within that timeframe, the current scope and terms can be renegotiated.

DISCLAIMERS
Accela makes no warranties in respect of its Professional Services described in this SOW except as set out in the Agreement. Any configuration of or modification to the Product that can be consistently supported by Accela via APIs, does not require direct database changes and is capable of being tested and maintained by Accela will be considered a “Supported Modification”. Accela’s obligations and warranties in respect of its Professional Services, Products, and maintenance and support, as set out the agreement between Accela and Agency, does not extend outside the Supported Modifications or to any Agency manipulation of implemented scripts, reports, integrations and adaptors.

In the event Agency requires significant work beyond the scope of the included configuration and onboarding services, Accela may request that Agency separately engages Accela’s Professional Services organization to complete the out-of-scope services. In such instance, a separate proposal and statement of work for the additional services will be drawn up and agreed between the parties.

79 Statement of Work Page 9 of 9
Proprietary and Confidential
City of Ontario, CA

______________________________
Authorized Signature

______________________________
Name – Type or Print

______________________________
Title

______________________________
Date

ACCELA, INC.

______________________________
Authorized Signature

______________________________
Name – Type or Print

______________________________
Title

______________________________
Date

SIGNATURES
This SOW is agreed to by the parties and made effective upon the date of last signature. If undated by Agency, the effective date will be as of the Accela signature hereto.

80 Department: Public Works
Prepared By: Cynthia Heredia-Torres
Staff Member Presenting:

Tito Haes, Executive Director Public Works
Reviewed By: Bonnie Tam, Andrea Ampig
Approved By:

Submitted To: Council/OHA
Approved: _______________________________
Continued To: ___________________________
Denied: __________________________________
Item No: 6
SUBJECT:

AMENDMENTS TO THE PROFESSIONAL SERVICES AGREEMENT WITH TRANSTECH ENGINEERS, INC. FOR ON-CALL PROJECT MANAGEMENT SERVICES

CITY OF ONTARIO
Agenda Report
March
5, 2024
SECTION:

CONSENT CALENDAR

RECOMMENDATION:

That the City Council take the following actions:

A
.

THE FOLLOWING COUNCIL GOALS ARE BEING ACHIEVED:

Operate in a Businesslike Manner
Invest in the City's Infrastructure (Water, Streets, Sewers, Parks, Storm Drains and Public Facilities)
FISCAL IMPACT:

The proposed Amendment No. 2 will increase the contract amount by $7,040, funded by Measure Q, for a total not-to-exceed contract amount of $ 1,146,000
. The Fiscal Year
2023-24 Adopted Budget includes appropriations in the Capital Projects-Measure Q Fund for Project Management Services for the Concession Stand Remodel at Latimer Field. The total contract amount of $1,146,000 includes on-call work performed for various citywide projects.

The proposed Amendment No. 3 will increase the contract amount by $150,000 for a total not-to- exceed contract amount of $1,296,000. The total compensation paid to Transtech will be commensurate with the City Council approved budgets for various Agencies and tasks for the respective ﬁscal years. Budget appropriations will be added at future quarterly budget updates as the services are needed and used.
81 BACKGROUND & ANALYSIS:

On April 4, 2023, the City entered into the current Professional Services Agreement with Transtech for On-Call Project Management Services after participating in a competitive RFP process. On January 16, 2024, Amendment No. 1 with Transtech was approved for Proposed Minor League Baseball Stadium and Parking Structure Expedited Plan Check, Building Official, and Building Inspection Services.

The proposed Amendment No. 2 to the Professional Services Agreement with Transtech for Project Management Services for the Concession Stand Remodel at Latimer Field includes tasks related to hazardous materials abatement oversight, including post abatement completion veriﬁcation inspection, testing, analysis, and clearance certiﬁcation prior to structure renovation or demolition activities. The estimated completion date for this project is September 2024.

Additionally, Staﬀ is recommending approval of Amendment No. 3 to the Professional Services Agreement with Transtech to increase the not-to-exceed contract amount and to continue providing as-needed project management services for various projects involving new infrastructure and needs for new development.

This amendment will allow for continuity in supporting the City’s ongoing eﬀorts in completing critical projects eﬃciently, including work that cannot be performed by City Staff, ultimately resulting in more satisfactory work products.

82 46700.00100\33287662.1

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BB&K 2020

AM
ENDMENT NO. 2 TO THE PROFESSIONAL SERVICES AGREEMENT

BETWEEN THE CITY OF ONTARIO AND
TRANSTECH ENGINEERS, INC.

1. P
arties and Date.

Th
is Amendment No. 2 to the Agreement (as defined herein) is made and entered as of ____________, by and between the City of Ontario (“City”) and Transtech Engineers, Inc. , a Corporation (“Consultant”). City and Consultant are sometimes individually referred to as “Party” and collectively as “Parties.”

2. R
ecitals.

2.1 Agreement. T he City and Consultant have entered into an agreement entitled “Professional Services Agrement” dated April 4, 2023 (“Agreement”).

2.2 Amendment Purpose. T he City and Consultant desire to amend the A greement to increase contract by $7,040 to include hazardous materials abatement oversi ght, project management, onsite monitoring, regulatory compliance audits and post abatement independent completion verification inspection, testing , analysis and clearance certification prio r to st ructure renovation or demoli tion activities for the Concession Stand Remodel Project at Latimer Baseball Field. The Parties have heretofore entered into that Amendment No. 1 dated January 16, 2024.

2.3 Amendment Authority. This Amendment No. 2 is authorized pursuant to Section

3.7.15 of the Agreement.

3. T
erms.

3.1 Amendment. Section 3.2.1 of the Agreement is hereby amended in its entirety to read as follows:

3. 2. 1 C
ompensation. Consultant shall receive compensation, including authorized reimbursements, for all Services rendered under this Agreement at the rates set forth in Exhibit " C" attached hereto an d incorporated herein by reference. The total compensation shall not exceed One Mi llion One Hundred Forty-Six Thou sand 83 46700.00100\33287662.1

Page 2 of 3 ends

BB&K 2020

Dollars ($1,146,000) without written approva l of the City Council or City Manager, as applicable. Extra Work may be authorized, as described below, and if authorized, will be compensated at the rates and manner set forth in this Agreement.

Exhibit C is hereby deleted in its entirety and replaced with Attachment A attached hereto and incorporated herein by reference.

3.2 Continuing Effect of Agreement . Except as amended by this Amendment No. 2, all other provisions of the Agreement rema in in full force and effect and shall govern the actions of the parties under this Amendment No. 2. From and after the date of this Amendment No. 2, whenever the term “Agreement” appears in the Agreement, it shall mean the Agreement as amended by this Amendment No. 2.

3.3 Adequate Consideration. The Parties hereto irrevocably stipulate and agree that they have each received adequate and independent con sideration for the performance of the obligations they have undertaken pursuant to this Amendment No. 2.

3.4 Severability. If any portion of this Amendment No. 2 is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.

3.5 Integration. This Am endment represents the entirety of the Parties’ understanding relating to the subject of this Amendment, including written or verbal communications between the Parties, which shall have no relevance unless expressly incorporated herein. This is an integra ted amendment.

[SIGNATURES ON FOLLOWING PAGE]

84 46700.00100\33287662.1

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BB&K 2020

SIGNATURE PAGE FOR AMENDMENT NO. 2 TO PROFESSIONAL SERVICES

AGREEMENT BETWEEN THE CITY OF ONTARIO
AND TRANSTECH ENGINEERS, INC.

I
N WITNESS WHEREOF, the Parties have entered into this Amendment No. 2 as of the day and year first above written.

CITY OF ONTARIO TRANSTECH ENGINEERS, INC.

By:

Its:

Printed Name:

By:

Its:

Printed Name:
[
If Corporation, TWO SIGNATURES,
President OR Vice President AND Secretary
OR Treasurer REQUIRED]
Approved By:

SCOTT OCHOA

CITY MANAGER
Approved as to Form:
_____________________________________
Best Best & Krieger LLP
City Attorney
A
ttested By:

City Clerk
85 www.transtech.org
855.595.2495 (toll‐free)
About Transtech Video Highlight:

CLICK HERE
February 2, 2024
City Of Ontario
Public Works Agency
1333 S. Bon View Avenue
Ontario, Ca 91761
Attn.: Niles Boyer, Interim Municipal Services Director E: [email protected]
P: 909 395-2690
C: 909-455-4029
REVISED Task Order Proposal, PMCM Services for Concession Stand Remodel Project at Latimer Baseball Field
Dear Mr. Boyer:

As requested, Transtech is pleased to submit this Task Order Proposal for the subject project.

PROPOSED PROJECT:

Project Information:

The proposed project involves the remodel of the
existing Concession Stand at Latimer Baseball Field,
The current structure is two story building. The bottom floor is constructed from masonry block and is used for the concession stand, storage and restrooms. The
second floor is used for the Eastern Little League office and game announcers booth the second floor is
constructed of wood framing and siding with truss
roofing and asphalt composite shingle material.

The Remodel scope of the project consists of:

1. Complete remo
val of second floor

2. Construction of new s
econd floor

3. Construction of new
ADA compliant restrooms
N
Attachment A
86 February 2, 2024
City Of Ontario
Attn.: Niles Boyer, Interim Municipal Services Director

Page 2 ends

Task Order Proposal
PMCM Services for Concession Stand Remodel Project at Latimer Baseball Field www.transtech.org
855.595.2495 (toll‐free)
Total Project Budget is $925,000, which includes Construction, A&E, PMCM Services Costs.

TRANSTECH’S SERVICES:

Transtech’s Proposed Scope of Services:

Transtech will provide project and construction management services during design, bidding and construction phases of the project.

Project Design Phase:
 Prepare of overall project schedule.
 Assist the City in getting proposals from City’s On-call or from out-side A&E Consultants for necessary design services for the remodel work.
 Assist the City in getting proposal s from City’s On-call or from ou t-side Haz-Mat Consultants for Haz- Mat testing and report (Note: Pre- renovation hazardous ma terials identification surveys/testing are required for asbestos, lead and universal hazardous waste.)  Assist the City in the review and evaluation of proposals and selection of consultants.  Provide project management and coordination as necessary, including project progress monitoring, meetings, coordination with consultants and City Project staff, project status updates, responding to questions, project documentation, review of invoices submitted by consultants, review of any scope change/adjustments requests from consultants, and overall project management tasks as necessary  Assist in the preparation of Remodel Bid Packag e (A&E and Hz-Mat Consultants provide technical documents, plans).
 Note: Plans are checked by City’s Building and Safety Department.

Bidding Phase:
 Provide support during bid advertisement phase, including coordination with Design Consultant and Haz-Mat Consultant for responses to RFI’s, issuance A d d e n d a , e t c . ( N o t e : C i t y a d v e r t i s e s t h e B i d Package on PlanetBids)
 Assist in the review and evaluation of bids submitted by the contractors.  Conduct bid analysis.
 Establishing lowest responsive bidder.
 Provide support during contract award process.

Construction Phase:
 Provide project and construction management services during construction, including:
o Coordination.
o Monitor quality of construction via regular job-site inspections. o Attend construction meetings.
o Document construction progress.
o Progress payment review and processing.
o Control of changed work, including preparation of Field Directives and review of Change Order Requests (‘CORs’).
87 February 2, 2024
City Of Ontario
Attn.: Niles Boyer, Interim Municipal Services Director

Page 3 ends

Task Order Proposal
PMCM Services for Concession Stand Remodel Project at Latimer Baseball Field www.transtech.org
855.595.2495 (toll‐free)
o RFI review, distribution, and response consolidation. o Review of the work for compliance with the construction documents. o Maintenance of contract documents.
o Tracking of submittals.
o Tracking of construction schedule and contract time.
o Attend punch-walk on behalf of Client.
o Monitor punch-list progress and completion to 100%
o Provide support as needed.
o Project Closeout.
o Hazardous Materials (HazMat) Abatement Oversi ght, Project Management, Onsite Monitoring, Regulatory Compliance Audits, & Post-Abate ment/Remediation Independent Completion Verification Inspections, Testing, Analysis, and Clearance Certification prior to structure renovation & demolition at the above property.

Transtech’s Estimated Budget for PMCM Services:

Note: The above table provides an estimation of overall efforts to establish a total budget. Actual invoicing will be based on time cards showing actual staff classifications who will perform various tasks. Staff classifications/allocations/hours/rates/ may vary based on work needs within the established “Total Estimated Budget.”

88 February 2, 2024
City Of Ontario
Attn.: Niles Boyer, Interim Municipal Services Director

Page 4 ends

Task Order Proposal
PMCM Services for Concession Stand Remodel Project at Latimer Baseball Field www.transtech.org
855.595.2495 (toll‐free)

Thank you for the opportunity to submit this proposal.

Should you have any questions, or require additional information, please contact the undersigned.

Sincerely,

Ali Cayir
Ali Cayir, PE, Principal
E: [email protected]; C: 714-319-6137
89 46700.00100\33287662.1

Page 1 of 5 ends

BB&K 2020

AM
ENDMENT NO. 3 TO THE PROFESSIONAL SERVICES AGREEMENT

BETWEEN THE CITY OF ONTARIO AND
TRANSTECH ENGINEERS, INC.

1. P
arties and Date.

Th
is Amendment No. 3 to the Agreement (as defined herein) is made and entered as of ____________, by and between the City of Ontario (“City”) and Transtech Engineer s, Inc., a Corporation (“Consultant”). City and Consultant are sometimes individually referred to as “Party” and collectively as “Parties.”

2. R
ecitals.

2.1 A greement. T he City and Consultant have entered into an agreement entitled “Professional Services Agreement” dated April 04, 2023 (“Agreement”).

2.2 A mendment Purpose. T he City and Consultant desire to amend the A greement to increase the contract amount by $150,000 to include the following services for the construction of the Minor League Baseball Stadium, Building Of ficial, Building Plan Check and Building Inspection. Please see Exhibit “A”. The Parties have heretofore entered into that A mendment No. 1 dated January 16, 2024 and Amendment No. 3 pending Council approval on March 5, 2024.

2.3 A mendment Authority. This Amendment No. 3 is authorized pursuant to Section 3.1 of the Agreement.

3. T
erms.

3.1 Amendment . Section 3.1.1 of the Agreement is hereby amended in its entirety to read as follows:

3.3.1 Compensation. Consultant shall receive compens ation, including a uthorized reimbursements for all S ervices rendered under this Agreement in Exhibit “A” at the rates set f orth in Exhi bit “B” attached hereto and incorporated herein by reference.

The total compensatio n not to exceed One Hundred Fifty Thousand Dollars 90 46700.00100\33287662.1

Page 2 of 5 ends

BB&K 2020

($150,000) for a new not to exceed amount of One Million Two Hundred Ninety-Six Thousand Dollars ($1,296,000) without City Manager’s written approval. Extra work may be authorized, as described below, and if authorized, will be compensated at the rates and manner set forth in this Agreement."

3.2 C ontinuing Effect of Agreement . Except as am ended by this Amendment No. 3, all other provisions of the Agreement remain in full force and effect and shall govern the actions of the parties under this Amendment No. 3. From and after the date of this Amendment No. 3, whenever the term “Agreement” appears in the Agreement, it shall mean the Agreement as amende d by this Amendment No. 3.

3.3 A dequate Consideration. The Parties hereto irrevocably stipulate and agree that they have each received adequate and independent consideration for the performance of the obligations they have undertaken pursuant to this Amendment No. 3.

3.4 S everability. If any portion of this Amendment No. 3 is declared invalid, illegal, or otherwise unenforceable by a court of competent jurisdiction, the remaining provisions shall continue in full force and effect.

3.5 I ntegration. This Am endment represents the entirety of the Parties’ understanding relating to the subject of this Amendmen t, including written or verbal communications between the Parties, which shall have no relevance unless expressly incorporated herein. This is an integrated amendment.
[
SIGNATURES ON FOLLOWING PAGE]
91 46700.00100\33287662.1

Page 3 of 5 ends

BB&K 2020

SIGNATURE PAGE FOR AMENDMENT NO. 3 TO THE PROFESSIONAL SERVICES

AGREEMENT BETWEEN THE CITY OF ONTARIO
AND TRANSTECH ENGINEERS, INC.

IN WITNESS WHEREOF, the Parties have entered into this Amendment No. 3 as of the day and year first above written.

CITY OF ONTARIO Transtech Engineers, Inc.

By:

Its:

Printed Name:

By:

Its:

Printed Name:

[If Corporation, TWO SIGNATURES,
President OR Vice President AND Secretary
OR Treasurer REQUIRED]

Approved By:

Scott Ochoa
City Manager
Approved as to Form:

_____________________________________
Best Best & Krieger LLP
City Attorney

Attested By:

City Clerk

92 About TRANSTECH
Video Highlight:

CLICK HERE
www.transtech.org
855.595.2495 (toll-free)
February 22, 2023
Cit
y of ONTARIO
Submitted on PlanetBids
Proposal, D&C22-019 PROJECT MANAGEMENT SERVICES
Tra
nstech is pleased to submit this proposal for the subject services.

Thank
you for the opportunity to submit this proposal.

Sho
uld you have any questions, or require additional information, please contact us.

Sinc
erely,
TRA
NSTECH ENGINEERS, INC.

Ali
Cayir, PE
Principal
E: [email protected]
C: 714-883-8677
O: 909-595-8599
Document Control Page 1 of 83
"EXHIBIT A"
93 PROPOSAL

D&C22-019

PROJECT

MANAGEMENT

SERVICES

Submitted To
City of ONTARIO

Submitted on: PlanetBids
Submitted By
TRANSTECH Engineers, Inc.

Contact Person for this Proposal:

Ali Cayir, PE, Principal
E: [email protected]
C: 714-883-8677
O: 909-595-8599
www.transtech.org
855.595.2495 (toll-free)
Document Control Page 2 of 83
94 PROPOSAL – 1. Executive Summary 1
D&C22-019, PROJECT MANAGEMENT SERVICES

1. Executive Summary

Our staff and resources include approximately 200 staff, including project managers, civil engineers, designers, traffic and transportation analysts, technicians plan and map checkers, surveyors, inspectors, construction managers, building officials, building plans examiners, building inspectors, planners and support personnel.

Our service capabilities include:
• Building & Safety Services, Building Inspection, Plan Check, Building Evaluations, City Building Official, Code
Enforcement
• Civil Engineering,
• Staff Augmentation
• CIP Program Management
• Construction Management and Inspection
• Federally Funded Project Management
• Grant Writing
• CDBG Project Management
• City Engineer, City Traffic Engineer, Development
Review, Public Works Engineering, Plan Check,
Inspection
• Labor Compliance
• Planning Support
• Traffic and Transportation Planning and Engineering
• Water Resources Engineering
• Surveying, Mapping, ALTA, Right-of-way Engineering
• Emergency, Support Services

We have experience in a variety of projects, such as:
• Parking Structures
• Community Centers
• Libraries
• City Halls
• Fire Stations
• Police Stations
• Renovation of Historic Buildings
• Parks and Playgrounds
• ADA Improvements
• Street Rehabilitation and Reconstruction
• Traffic Signals
• Street Lighting
• Water, Drainage, Sewer Improvements
• Utilities
• Bridges

Transtech has a large pool of well experienced in-house staff with diversified experience readily available to provide requested services, and respond to requests in a timely, efficient, and cost-effective manner.

Our team members include:
• Engineers
• Program Managers
• Project Managers
• Construction Managers
• Resident Engineers
• Inspectors
• Grant Writers
• Federal Funding and Labor Compliance Officers
• Staff with experience in QC/QA
• Staff with experience in Project Controls
• Staff with experience in Project Processing and Entitlement • Staff with experience in Value Engineering
• Staff with experience in Constructability Review
• Staff with experience in Project Scheduling
• Staff with experience in Plan Check/Review
• Staff with experience in Public and Community Relations

Our team includes experienced staff members who have worked for Caltrans and are intimately familiar with the standards and procedures, project development and approval process, and requirements.

Our team also includes specialty subconsultants to supplement our in-house staff and assist us in all aspects of projects and services:
• SURVEY SUPPORT: VANLENCO, Inc.; www.vanlenco.com
• LANDSCAPE ARCHITECTURE SUPPORT: WITHERS & SANDGREN, Ltd.; www.witherssangren.com • GEOTECHNICAL ENGINEERING SUPPORT: GEO-ADVANTEC, Inc. www.geoadvantec.com • FUNDING / LABOR COMPLIANCE SUPPORT: AVANT GARDE, Inc. (DBE/WBE Firm); www.agi.com.co Document Control Page 3 of 83
95 PROPOSAL – 1. Executive Summary 2
D&C22-019, PROJECT MANAGEMENT SERVICES
• RIGHT-OF-WAY AND UTILITY CONSULTING SUPPORT, EPIC Land Solutions, Inc.; www.epicland.com • ARCHITECTURAL, STRUCTURAL, MEP CONSULTING SUPPORT: IDS GROUP, Inc.; www.idsgi.com • ENVIRONMENTAL CONSULTING SUPPORT: IMPACT SCIENCES, Inc. (DBE/WBE Firm); www.impactsciences.com • HAZ-MAT TESTING CONSULTING SUPPORT: PROPERTY HEALTH, Inc.; www.mypropertyhealth.com

As we serve public agencies as municipal contract service providers, we are accustomed to working with public agencies, and have a good understanding of public agency procedures and policies . We have extensive experience in preparing staff reports and presentations to City Council, Boards and public, and in communicating effectively with diverse audiences and stakeholders at public forums. We have managed large and complex projects, which involved multiple agencies and jurisdictions.

We have extensive experience in working in Mixed Agency Staff/Consultant Environment. We consider our staff as extension of Agency staff, and work in the same structure and hierarchy as other Agency staff.

We have extensive experience in the management and administration of federally funded projects . In the past few years, we managed over 30 federally funded projects. Our staff members have completed Caltrans Resident Engineer Academy for Federally Funded Projects. We follow guidelines and procedures of Caltrans Local Assistance Procedures Manual (LAPM).

Our team has proven track record in obtaining outside grants for its client cities. Our staff works with our client cities to find potential funding sources, and to prepare competitive applications for various programs. We have obtained extensive amount of funds for our client cities.

We provide value added service . Because we are a multi -disciplinary service firm and also provide plan check and inspection among many services to many local agencies, we can also supplement/support Agency plan check and inspection staff, if needed, for code required plan check and inspection efforts.

We have extensive experience in California Public Contract Code, including specific sections applicable to Local Agencies:
• Part 3. Contracting by Local Agencies; Article 4. Cities; CHAPTER 4. Local Agency Design-Build Projects

We are Regionally and Locally active and present:
• We are a local firm with strong working relationships with many local agencies. • We have local Staff who live in the City and in neighboring communities. • Our staff members serve on various local boards of several organizations. • We are vested locally and involved in many local community activities. • We can assist the City in coordination with other local agencies.

Transtech has extensive experience locally, and assisted the City of Ontario on many projects and successfully completed our assignments . We worked with various City Department and have a very good knowledge of the City, Departments, Standards, Procedures and requirements. One of the projects we completed (in 2022), C-Block Parking Structure received 2022 Projects of the Year APWA Award. The project included construction of 5 level, 400 space parking structure under DB (Design-Build) Delivery Method.

Our Regional Office is approximately 5 miles from Ontario City Hall (located at 13367 Benson Avenue, Chino).

Our services are founded on the principals of Total Quality Management for Total Customer Care in delivering the services in an efficient, effective, and timely manner:
• Our services are founded on the principals of Total Quality Management for Total Customer Care. • We have a structured approach to execute projects in an efficient manner that makes Transtech capable of providing the City with the highest quality product. Transtech has established guidelines and policies, including written manuals on quality control, project management, and design procedures for its staff and for its contract cities.

These guidelines ensure a consistent approach to the execution of assignments undertaken by our organization in compliance with City’s specific procedures, standards and requirements.

Document Control Page 4 of 83
96 PROPOSAL – 1. Executive Summary 3
D&C22-019, PROJECT MANAGEMENT SERVICES
• All telephone calls or e-mails received are returned within same working day, or the following day. We take pride in our “Same Day Response” motto.
• Responsiveness is an integral part of Transtech’s “customer friendly” service approach. • Our Contract Principal will meet with the Client’s Project Manager regularly to monitor the service quality and address any areas for improvements.
• We will strive to enhance the City’s image by public trust to be the most a desirable community to live, invest and conduct business.
• Customer Care means highest quality customer service. Transtech is committed to providing “Customer Care” to the City, City's patrons, responding quickly and effectively to the walk -in, telephone, and electronic inquiries of the public related to our services.

Supporting civic and community activities demonstrates Transtech’s commitment to the progress, health, and well-being of the communities we serve. This is something that we take pride in as a company. In services and partnership with our client Cities, we have a proven record of active engagement in City and Community events. This includes involvement or presence at City programs or events, supporting local businesses through the chamber, youth events, hosting workshops, sports, scholarship opportunitie s, community service, managing homelessness challenges, public safety, crime prevention, or any other community benefit that the City wishes us to be a part of. Our goal is not just to serve as a consultant (which is what we are best at) but to also be an active partner with our clients and further enhance the City’s reputation as an ideal community to live, invest, work, and play. We are deeply committed to maintaining our partnership with our valued customers, its community, and remain open and enthusiastic to receiving input on how to best serve the City's needs today and in the future.

Page 3 ends

1725.5 and 1771.1, all contractors and subcontractors that wish to bid on, be listed in a bid proposal, or enter into a contract to perform public work must be registered with the Department of Industrial Relations (“DIR”).

No proposal will be accepted nor any contract entered into without proof of the proposer’s and subcontractors’ current registration with the DIR to perform public work.

Per the above requirement, following are proof of DIR registration of Transtech and its sub-consultants Name DIR No.

PRIME CONSULTANT: TRANSTECH ENGINEERS, Inc. 1000062980
SURVEY SUPPORT: VANLENCO, Inc. 1000050259
LANDSCAPE ARCHITECTURE SUPPORT: WITHERS & SANDGREN, Ltd. 1000571165 GEOTECHNICAL ENGINEERING SUPPORT: GEO-ADVANTEC, Inc. 1000017767 FUNDING / LABOR COMPLIANCE SUPPORT: AVANT GARDE, Inc. (DBE/WBE Firm) 1000441070 RIGHT-OF-WAY AND UTILITY CONSULTING SUPPORT, EPIC Land Solutions, Inc. 1000054135 ARCHITECTURAL, STRUCTURAL, MEP CONSULTING SUPPORT: IDS GROUP, Inc. 1000034536 ENVIRONMENTAL CONSULTING SUPPORT: IMPACT SCIENCES, Inc. (DBE/WBE Firm) 1000456902 HAZ-MAT TESTING CONSULTING SUPPORT: PROPERTY HEALTH, Inc. 1000806681 Please see Section 13. Appendices of our Proposal for copies of DIR registration print outs from California Department of Industrial Relations.

We believe our team is well qualified to perform the services requested:
 Successfully providing similar services to many agencies for over 33 years.  Proven track record in on time and within budget project delivery.  Multi-disciplinary engineering consulting service capabilities to provide an array of municipal services.  Ability to work collaboratively with agencies, project applicants, and other stake holders, and communicate effectively with diverse audiences and stakeholders at public forums.  Committed to producing a high-quality work product and deliver a high level of customer care.  We understand the importance of an effective public relations and information program, and have managed large projects, which involved multiple agencies and jurisdictions.  Understanding of public agencies procedures, and policies, and extensive experience in preparing staff reports, and presentations to City Council, Boards and public.
 Our services are founded on the principals of Total Quality Management for Total Customer Care and Satisfaction.  Commitment of principal level management and involvement throughout the contract duration.  Well experienced staff readily available to commence with the services upon Agency’s authorization.

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PROPOSAL – 2. Table of Contents 4

2. Table of Contents

Our Proposal is prepared formatted in the format specified in City’s RFP, Section II. REQUEST FOR PROPOSALS, Sub-Section B. Content and Format of Proposal”.

1. Executive Summary

1 2. Table of Contents

4 3. Identification of Proposer

6 a. Legal name and address of the company

6 b. Legal form of company (partnership, corporation)

6 c. If company is a wholly owned subsidiary of a “parent company,” identify the “parent company”

6 d. Name, title, address and telephone number of the proposed representative to contact concerning the Proposal Submittal

6 4. Staffing Resources

7 a. Firm Staffing and Key Personnel

7 (i) Number of Staff to be assigned and capacity to provide additional personnel as needed
7 (ii) Three (3) persons that will be principally responsible 7

(iii) Team organization and one-page resumes 8

(iv) Brief biographies of individuals that will be working directly with the City 19

b. Subcontractors

20 (i) Potential subcontractors 20

5. Fiscal Stability

22 a. Evidence of corporate stability including

22 (i) Dunn and Bradstreet or Experian; or 22

(ii) Letter from a financial institution 22

(iii) Latest audited financial statement and/or annual report (confidential information, not subject to public disclosure)
22 6. Experience and Technical Competence

23 a. Experience

23 (i) Experience, technical and professional skills 23

(ii) Past experience of staff in performing similar services 24

(iii) Number of years the firm has conducted business 24

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(iv) Five (5) references 25

(v) Local experience and knowledge of City 31

b. Project Specific Experience

32 (i) Description of three (3) most relevant service contracts within the last five years, one page per project, to include:
32 (ii) If any of the following has occurred, please describe in detail 41

c. Technical Competence

42 (i) In-house resources 42

(ii) Ability to draw upon multi-disciplinary staff 42

7. Proposed Method to Accomplish the Work

44 8. Fee Proposal

69 9. Insurance

70 10. Litigation

72 11. Other Information

73 a. Demonstration of record of staffing tasks efficiently and completing projects on time and within the allocated budget

73 b. Description of community involvement

76 c. Description of any previous involvement with the City

77 d. A statement that the Proposer has no conflicts of interest in connection with providing the Services

77 12. Certification of Proposal

78 13. Appendices

79 a. Proof of DIR Registration

79 b. Non – Collusion Declaration

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PROPOSAL – 3. Identification of Proposer 6

3. Identification of Proposer

a. Legal name and address of the company

Transtech Engineers, Inc.

b. Legal form of company (partnership, corporation)

Corporation.

c. If company is a wholly owned subsidiary of a “parent company,” identify the “parent company”

N/A (Transtech is not a wholly owned subsidiary of a “parent company”).

d. Name, title, address and telephone number of the proposed representative to contact concerning the Proposal Submittal

Ali Cayir, PE, Principal
Transtech Engineers, Inc.
13367 Benson Avenue
Chino, CA 91710
E: [email protected]
C: 714-883-8677
O: 909-595-8599

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4. Staffing Resources

a. Firm Staffing and Key Personnel

(i) Number of Staff to be assigned and capacity to provide additional personnel as needed

Transtech has a large pool of well experienced in -house staff with diversified experience readily available to provide requested services, and respond to requests in a t imely, efficient, and cost- effective manner.

Our team members include:
• Program Managers.
• Project Managers.
• Construction Managers.
• Inspectors.
• Engineers.
• Staff with experience in Value Engineering.
• Staff with experience in Constructability Review.
• Staff with experience in Project Scheduling.
• Staff with experience in Project Controls.
• Staff with experience in Project Processing and Entitlement. • Staff with experience in Plan Check/Review.

Our team also includes specialty subconsultants to supplement our in-house staff and assist us in all aspects of projects and services:
• SURVEY SUPPORT: VANLENCO, Inc.; www.vanlenco.com
• LANDSCAPE ARCHITECTURE SUPPORT: WITHERS & SANDGREN, Ltd.; www.witherssangren.com • GEOTECHNICAL ENGINEERING SUPPORT: GEO-ADVANTEC, Inc. www.geoadvantec.com • FUNDING / LABOR COMPLIANCE SUPPORT: AVANT GARDE, Inc. (DBE/WBE Firm); www.agi.com.co, • RIGHT-OF-WAY AND UTILITY CONSULTING SUPPORT, EPIC Land Solutions, Inc.; www.epicland.com • ARCHITECTURAL, STRUCTURAL, MEP CONSULTING SUPPORT: IDS GROUP, Inc.; www.idsgi.com • ENVIRONMENTAL CONSULTING SUPPORT: IMPACT SCIENCES, Inc. (DBE/WBE Firm); www.impactsciences.com
• HAZ-MAT TESTING CONSULTING SUPPORT: PROPERTY HEALTH, Inc.; www.mypropertyhealth.com

When a project is assigned to Transtech, appropriate staff and resources will be allocated based on the scope of work and staffing level needed to provide the services in an efficient, timely and cost effective manner.

(ii) Three (3) persons that will be principally responsible

ALI CAYIR, PE, Sr. Engineer, Contract Principal
CRAIG MELICHER, PE, Sr. Engineer, Project/Construction Manager OKAN DEMIRCI, PE, QSD, QSP, MBA, Project Engineer, Project/Construction Manager Document Control Page 9 of 83
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(iii) Team organization and one-page resumes

PROJECT ORGANIZATION CHART

KEITH WYATT
Project/Construction Manager

JEFFREY HIRSH
Project/Construction Manager

CRAIG WHEELER
Project/Construction Manager

IVAN DAZA, EIT
Associate Engineer
Office Engineering
Project Controls Support

JORGE PAZ, EIT
Associate Engineer
Office Engineering
Project Controls Support

FURKAN CETINKALE
Associate Engineer
Office Engineering
Project Controls Support

CITY DESIGNATED

PROJECT MANAGER

CRAIG MELICHER, PE
Sr. Projet Manager

ALI CAYIR, PE
Contract Principal
Principal Project Manager

OKAN DEMIRCI, PE, QSD/P
Project Manager
Project Controls
SR. LEVEL TECHNICAL SUPPORT STAFF
Jeffrey Kao, PE, CBO, CASp, Sr. Engineer
Technical Review Support for ADA Projects/Compliance
Dennis Tarango, CBO, CSP, ICC Building Official
Technical Support for Vertical Projects
Ali Zaghari, PW, PMP, Sr. Engineer
Caltrans Involved Projects Coordination Support
Michael Ackerman, PE, QSD, QSP, QISP, Sr. Engineer
Technical Support for Engineering Projects
David Ragland, PE, PLS, QSD, QSP, Sr. Engineer
Technical Support for Engineering Projects
Bahman Janka, TE, Sr. Traffic Engineer
Technical Support for Traffic Eng Projects

SPECIALTY SUBCONSULTANTS
SURVEY SUPPORT: VANLENCO, Inc.

LANDSCAPE ARCHITECTURE SUPPORT: WITHERS & SANDGREN, Ltd.

GEOTECHNICAL ENGINEERING SUPPORT: GEO-ADVANTEC, Inc.

FUNDING / LABOR COMPLIANCE SUPPORT: AVANT GARDE, Inc. (DBE/WBE) RIGHT-OF-WAY AND UTILITY CONSULTING SUPPORT, EPIC Land Solutions, Inc.; ARCHITECTURAL, STRUCTURAL, MEP CONSULTING SUPPORT: IDS GROUP, Inc.

ENVIRONMENTAL CONSULTING SUPPORT: IMPACT SCIENCES, Inc. (DBE/WBE) HAZ-MAT TESTING CONSULTING SUPPORT: PROPERTY HEALTH, Inc.

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RESUMES:

ALI CAYIR, PE, Contract Principal, Principal Project Manager Education
• BS Engineering, MBA
Registrations/Certifications
• Registered Civil Engineer
• Licensed Contractor A, B
Highlights
Mr. Cayir has over 35 years of experience. He served as Principal Program and Project Manager for a wide variety of projects. He has participated in a wide variety of multi -disciplinary development teams responsible for projects that include:
• Public Facilities(Vertical Construction)
• Public Works and Infrastructure
• Parks
• Transportation and Parking Related Facilities
• Parking Structures
• Commercial and Retail Developments
• Industrial Development
• Residential and Mixed Use Development
Mr. Cayir also served as contract City Engineer and Interim Public Works Director for many municipalities in Southern California. He has a broad knowledge of municipal government operations, including preparation and presentation of staff reports/resolutions to city councils, committees and interaction with public, various city departments, city council and other governmental agencies.

CRAIG MELICHER, PE, Sr. Project Manager
Education
• BS in Civil Engineering
• Various Construction Management Classes at UCLA, including:
o Legal Aspects of Construction Management
o Primavera based Construction Scheduling Software
Registrations/Certifications
• State of California Registered Civil Engineer
Highlights
Mr. Melicher has approximately 35 years of experience. He has served in various capacities, such as Building Official, City Engineer, and CIP Manager for various Cities. He has a broad knowledge of municipal government operations, including preparation and presentation of staff reports/resolutions to city councils, committees and interaction with public, various city departments, city council and other governmental agencies.

Mr. Melicher also served as Principal Program Manager for a wide variety of projects. Depending on the specific project, Mr. Melicher’s services included everything from initial concept to project close-out. As each project faced its own unique challenges, Mr. Melicher was able to employ his extensive public agency background to insure the most expedition and cost effective solution to each respective challenge, especially where, as Program Manager, Mr. Melicher was specifically responsible for acting on behalf of and insuring the best interests of the project’s client. His experience includes serving as Owner’s Representative and Construction Manager for large and complex construction projects, such as public works/infrastructure, community center, cit y hall, library, parking structure, movie theaters, retail centers, etc. He has participated in a wide variety of multi-disciplinary development teams responsible for projects that include:

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• Public Facilities(Vertical Construction); Public Works and Infra structure; Parks; Transportation and Parking Related Facilities; Parking Structures; Commercial and Retail Developments; Industrial Development; Residential and Mixed Use Development Mr. Melicher also provided his expertise in the construction field serving as an expert witness for construction claims and defects. He has a strong background on the legal aspects of project and construction management and is particularly well versed in California statutes regulating all types of publicly funded construction.

Some of the significant projects managed by Mr. Melicher include:
• Riverside County Transportation Commission, Corona Main Street Metrolink Parking Structure and Pedestrian Bridge. Construction of a 6 level, approximately 1,000 space parking structure that included a pedestrian bridge.
• City of Alhambra Renaissance Plaza Parking Structure and Entertainment Center. Construction of a 5 level, approximately 600 space parking structure, a 10- plex movie theater, several retail/restaurant tenant spaces.
• City of San Bernardino Historic Santa Fe Depot Renovation and Transit Center Parking Structure.

Craig managed the restoration and rehabilitation of the historic San Bernardino Santa Fe Train Depot. The scope included significant hazardous materials abatement, seismic and other structural upgrades, office tenant improvements, restaurant improvements, installation of new electrical, HVAC, and plumbing systems, and improvements to the adjacent site. • TACC Cultural Center Development, Lanham, MD. Construction of a 310,000 square foot development that included five buildings over an underground parking garage, a Turkish Bath that includes a subterranean swimming pool and basketball court; a cultural center with auditorium and museum space; a fellowship hall with restaurant; a 16 unit apartment building and a large religious facility.
• City of Commerce Rosewood Community Center Closeout. Construction of Transtech was retained by the City to take over the closeout as the project had fallen more than two years behind schedule. Craig assisted the City to complete the closeout and help resolve a multi - million dollar delay claim filed by the contractor against the City.

OKAN DEMIRCI, PE, QSD, QSP, MBA, Project Manager, Project Controls Education
• BS in Engineering, MBA Business Admin
Registrations/Certifications
• Registered Civil Engineer
• Caltrans Resident Engineer Academy
Highlights
Mr. Demirci has approximately 12 years of experience. Mr. Demirci serves as Assistant Public Works Director, City Engineer, CIP Program Manager at Transtech’s Contract Cities and provides technical and management support. Mr. Demirci completed C altrans Resident Engineer Academy, very familiar with the management and administration of federally and state funded projects in compliance with Caltrans Local Assistance Procedures Manual (LAPM). Mr. Demirci works as CIP Program Manager at various Transtech’s Contract Cities, and manages various capital improvement programs including state and federal funded programs. Mr. Demirci’s experience also includes working as Resident Engineer, Project Manager and Construction Manager on various projects (includ ing federal and state funded projects). He has a broad knowledge of municipal government operations, including preparation and presentation of staff reports/resolutions to city councils, committees and interaction with public, various city departments, city council and other governmental agencies. Examples of his project experience includes:

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• City of Chino, CIP Program Manager
• City of South El Monte, CIP Program Manager
• City of Monterey Park, CIP Program Manager
• City of Commerce, CIP Program Manager
• City of Temple City, CIP Program Manager
• City of Cudahy, CIP Program Manager

KEITH WYATT, Project/Construction Manager
Education
• BA, UC Irvine, CA
Registrations/Certifications
• Union Carpenter Apprenticeship School
• 10-Hr, 30-Hr. OSHA
• SWPPP Certified
• FEMA Training: IS-3, IS-100.PWb, IS-200.b, IS-325, IS-552, IS-556, IS-700.a, IS-800.a, IS-803, IS-806, IS- 809, IS-907
• ICC: Building, Electrical, Mechanical, Plumbing
Highlights
Mr. Wyatt has approximately 25 years of experience in in the construction field in building and engineering/public works projects. He has worked in the capacity of superintended, project manager and construction manager for consulting firms, as well as c onstruction companies. In these capacities, he has been involved in a wide variety of private and public works construction projects in Type A (General Engineering) and Type B (Building). The projects include, but not limited to, construction of new buil dings, seismic upgrades, ADA upgrades, TI improvements, site development, roads, parking facilities, utilities, etc. The type of buildings include community centers, schools, hospitals, warehouses, distribution centers, and various other projects.

He has managed projects under Design-Bid-Build, Design-Build, Construction Manager/GC at Risk, Multi-Prime delivery methods. He has extensive experience in all phases of projects, including planning/development, entitlement and permitting bidding, construction, close-out, full-life cycle, project workflow, operations/systems development, scheduling, estimating, cost and budget control, contract negotiations, change order management, bid preparation, safety.

He has worked for Construction Management Consu ltants and General Contractors in various capacities (Director of Construction, Project Manager, Construction Manager, Owner Representative, Construction Superintendent):
• Vanir Construction Management Inc., San Bernardino, CA • Millie and Severson Construction, Los Alamitos, CA
• KCS West, a Kajima USA Group Company, Los Angeles, CA • Neff Construction), Ontario, CA
• Douglas E. Barnhart, Inc., San Diego, CA
• Oakview Construction, Calimesa, CA

Few examples of various projects representative of his experience include:
• Served as on-site Project Superintendent/Field Construction Manager for Rancho Cucamonga Central Park (50 acre site), Sr. Center Community Building (57,000 sqft) in Rancho Cucamonga..

Cost $21 million.
• Served as on-site Project Lead Superintendent for LAPD Sheriff Stations. o $14 million Lakewood Sheriff Station Remodel and addition to the existing Station. o $34.5 million LAPD Harbor Replacement Station.

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• Served as Owner’s Representative, On-site Project Manager, Construction Manager for Dignity Health St. Bernardine Medical Center. Delivered under Design Build (DB) method, $105 million • Served as on-site Project Superintendent, Project Manager/Construction Manager for Amazon Distribution Center in San Bernardino, CA. This project involve d Renovation and TI of a 700,000 sqft warehouse, and added 34,000 sqft of office area, $19.2 million. • Served as on -site Project Superintendent, Project Manager/Construction Manager for Maimonides Academy in West Hollywood, $17.3 million.
• Served as Owner’s Representative, On-site Project Manager, Construction Manager for Patton State Hospital - Highland CA DGS project performed for DSH, $33 million. • Served as on -site Project Superintendent, Project Manager/Construction Manager for several projects for Corona/Norco Unified School Districts, Ontario. o Vicentia Elementary, Coronita Elementary, Lincoln Elementary. $19 million. o LA Sierra High School Athletic Fields. Myra Linn Elementary and Valley View Elementary. New administration buildings and electrical upgrades. $17M. o Norte Vista High School, Arizona Middle School, Loma Vista Middle School. New classroom additions. $23M.

JEFFREY HIRSH, Project/Construction Manager
Education
• SDSU, College Level Classes
Registrations/Certifications
• Cal OSHA 10 hour construction certified
• Construction Site Storm Water Training
Highlights
Mr. Hirsh has approximately 25 years of experience in general engineering/public works and building construction projects. He has worked in the capacity of foreman, site superintendent and project manager. In these capacities, he has been involved in a wide variety of private and public works construction projects in Type A (General Engineering) and Type B (Building) construction. He has knowledge of standards and procedures for public agencies, including the Green Book, Caltrans, and has extensive experience in traffic control, safety and OSHA compliance requirements. Mr. Hirsh also has experience in inspecting federally funded projects to ensure compliance with the Caltrans LAPM.

Following are examples of projects where Mr. Wheeler served as the Project Inspector and provided on-site CM Support:
• Washington Boulevard Widening and Reconstruction Project (Federally Funded), City of Commerce
• Temple City HSIP Project, Traffic Signal Imp and Pavement Rehab (Federally Funded), City of Temple City
• City-Wide Annual Street Rehab Project, City of Commerce • La Ballona Safe Routes to School (Federally Funded), City of Culver City • Uptown Parking Structure, City of Whittier
• Garvey Park Facility Improvements
• Lugo Park Artificial Turf Soccer-Field and Park Project in the City of Cudahy • Metrolink Station Improvements, City of Commerce

Jeffrey’s prior experience includes:
2013-2014, PSBI Parking Structure Construction
• Sr. Superintendent Construction of a 6-level parking structure for the City of Alhambra. 1995-2013, Harwood Homes, Inc.

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• Vice President - Construction/Forward Planning Managed 35 Development Projects - SFR/Multi-Unit/Commercial
• Raw land development through onsite construction, including final and post occupancy.

Supervised all aspects of planning, development and construction processes. • Responsible for construction of 2000+ single family homes. • Responsible for construction of 850+ attached units.
• Successfully developed and completed multiple commercial project sites including strip centers and a large, automated car wash facility.
• Supervised 20+ Construction Superintendents.
• Compliance Management for all codes, conditions and ordinances. 1992-1995, Overland Company
• Site Superintendent – SFR Tract Home Development
1985-1992, Cambridge Development
• Site Superintendent/Assistant Superintendent

CRAIG M. WHEELER, Project/Construction Manager
Education
• BA
Registrations/Certifications
• NASSCO-Certified Inspector (Pipeline, Lateral and Manhole Assessments) • Licensed A General Eng. Contractor
Highlights
Mr. Wheeler has more than 30 years of experience in engineering and construction in both the public and private sectors. He has provided project management and inspection services on a wide variety of public works projects. His experience includes pavement rehab, ADA, sidewalk, curb&gutter, grading, wet and dry utilities, roadway reconstruction and resurfacing, b ridge construction and rehabilitation, water and sewer lines, RCP or RCB storm drains, pump stations, booster pump stations, street lights, traffic signals-new and upgrade/modifications, parks, parking lots, structures and other related types of projects. As a project manager and construction inspector, Mr. Wheeler’s responsibilities include site observation and construction quality assurance and control, ensuring general site safety, preparing daily reports, photo documentation, monitoring SWPPP and BMP implementation, providing daily updates to the City project manager, providing recommendations and responses for contractor RFIs, assisting with submittal and shop drawing reviews, tracking quantities, and conducting progress payment reviews. He has inspected projects that are funded with State and Federal Funds and is familiar Caltrans LAPM for Contract Administration.

Following are examples of projects where Mr. Wheeler served as the Project Inspector and provided on-site CM Support:
• 2019 Residential and Arterial Pavement Improvement, I-159/I-139; City of Torrance • Public Works Inspection (Staff Augmentation); City of Newport Beach • Alicia Parkway Rehabilitation; City of Aliso Viejo
• FY 2017-18 Street Rehabilitation; City of La Habra Heights • Beltway Operational Improvements; Caltrans | Bakersfield • University Drive Widening (Campus to MacArthur); City of Irvine • The Tracks at Brea – Segment No. 4; City of Brea
• CDBG Asphalt Repairs and Asphalt Overlays FY 2017; City of Mission Viejo • Annual Pavement Preservation Program FY 2018-19 and 2015-16; City of Yorba Linda • FY 2015-2016 Annual Citywide Sidewalk Repairs; City of Santa Monica • Manhattan Beach Water Line and Street Improvements; City of Manhattan Beach • Harbor Boulevard Median and LS Improvements; City of Costa Mesa Document Control Page 15 of 83
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• Citywide Sewer Repairs; City of West Hollywood
• Emergency Storm Drain Repair; City of Torrance
• Concrete Repair Program, Phase VI (CDBG); City of West Hollywood • Bedford Canyon Road Realignment; City of Corona
• Ontario Avenue Median Improvements; City of Corona
• SR-60/Market Street Improvements; City of Riverside
• Rimpau Park; City of Corona
• LAX Terminal Fuel Access Transmission Line Installation and Taxiway Paving Improvements

IVAN DAZA, EIT, Associate Engineer, Office Engineering/Project Controls Support Education
• B.S Civil Engineering, Cal State Long Beach
Registrations/Certifications
• Cal OSHA 10-hour
Highlights
Mr. Daza has approx. 3 years of experience, and provides office engineering support to various Cities under Transtech’s Municipal Services Contracts in support of managing Capital Improvements Projects. His experience includes CIP management support, coordination with City Departments, Utility Companies, Caltrans, other Regulatory Agencies, Developers, Consultants, Contractors, and overall management and coordination support for a variety of projects from design through plan review and approvals and construction. He also serves as Office Engineer on construction projects and assists Resident Engineers and Construction Managers with contract administration, document control, contract compliance. Mr. Daza also worked as a construction estimator for a construction company. Part of his responsibilities included re viewing bid documents, plans and specifications, preparing plan take- off quantities, and preparing bid estimates.

JORGE PAZ, EIT, Associate Engineer, Office Engineering/Project Controls Support Education
• B.S Civil Engineering, Cal Poly Pomona
Registrations/Certifications
• Caltrans RE Academy
Highlights
Mr. Paz has approx. 3 years of experience, and provides office engineering support to various Cities under Transtech’s Municipal Services Contracts in support of managing Capital Improvements Projects. completed Caltrans Resident Engineer Academy, very fam iliar with the management and administration of federally and state funded projects in compliance with Caltrans Local Assistance Procedures Manual (LAPM). His experience includes CIP management support, coordination with City Departments, Utility Companie s, Caltrans, other Regulatory Agencies, Developers, Consultants, Contractors, and overall management and coordination support for a variety of projects from design through plan review and approvals and construction.

He also serves as Office Engineer on c onstruction projects and assists Resident Engineers and Construction Managers with contract administration, document control, contract compliance.

FURKAN CETINKALE, Associate Engineer, Office Engineering/Project Controls Support Education
• BS Engineering, MS Engineering Management (both CalPoly Pomona) Highlights
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Mr. Cetinkale has approximately 7 years of experience in the construction . He has extensive experience in all phases of projects, including planning/development, entitlement and permitting bidding, construction, close -out, full -life cycle, project workflow, operations/systems development, scheduling, cost and budget control, contract negotiations, change order management, bid preparation, safety. He has worked in the capacity of Office Engineer and Deputy Construction Manager/Project Manager/Owner Representative, for consulting firms. In these capacities, he has been involved in a wide variety of private healthcare projects in OSHPD 1 & 3 categories. The projects include, but not limited to, construction of new buildings, seismic upgrades, medical equipment replacement, medical office build -outs, TI improvements , site development, etc. The type of buildings include hospitals, outpatient clinics, digital imaging centers various other projects. He has managed a variety of healthcare projects, ranging from $50K to over $85 million in budget, which involved coordination, processin g and approvals by Planning, Engineering and Building Departments of Local Agencies/Municipalities; California Department of Public Health (CDPH ); California Office of Statewide Health Planning and Development (OSHPD) [OSHPD became the Department of Health Care Access and Information (HCAI); Occupational Safety and Health Administration (OSHA). He also worked on Infrastructure projects, most recently Street Rehab Project (Temple City, $4M), Grand Park Project Phase I Demolition and Haz-Mat Abatement (Ontario, Phase I $5M, Total Project Development Estimated $90M).

Skills: MS Project, MS Visio, Procore, E-Builder, Primavera, Bluebeam

JEFFREY KAO, PE, CBO, CASp, Sr. Engineer, Technical Support for ADA Projects/Compliance Education
• MS, BS Civil Engineering, Cal Poly
Registrations/Certifications
• Registered Civil Engineer; CASp
• ICC Certified Building Official, California Building Plans Examiner, CalGreen Inspector, CalGreen Plans Examiner, Mechanical Plans Examiner, Plumbing Plans Examiner, Building Inspector Highlights
Mr. Kao has over 20 years of experience and has been working at Transtech as Deputy Building Official, Senior Plans Examiner, On -Site Over the Counter Plans Examiner and performed plan checks for a variety of residential and commercial projects in Cities of Alhambra, South Pasadena, and Temple City. Mr. Kao has broad knowledge of building and safety operations, including working in the capacity of Deputy Building Official and Plans Examiner. His past experience includes working as a structural engineer for 4 years at a structural design firm.

DENNIS TARANGO, CBO, CSP, ICC Building Official, Technical Support for Vertical Projects Education
• Cal Poly, Engineering
• Fresno State BA
• Rio Hondo College
Registrations/Certifications
• ICC Certified Building Official, Plans Examiner, Commercial Building Inspector, Building Inspector UBC, Fire Plans Examiner; ICC Sustainability Membership Council Governing Committee Highlights
Experience in large complex projects (partial list) in which building official oversight was provided:
• San Manuel Casino, Refresh Project ($200M): This three-year project was a multi -phase remodel of the entire 400,00 SF casino floor including 5 new restaurants, 3 new bars, retail stores, food court, executive offices, chiller plant, bridge, and 50,000 SF of new gaming area. Transtech provided plan check, inspection, Building Official services.

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• County of Riverside Economic Development Agency, Facility Evaluation: Located at 41888 Motor Car Pkwy Transtech provided Facility Evaluation Services including an accessibility compliance review to allow the 297,033 SF 5-story office building to operate as an essential services facility.
• Pacific Plaza (Project Value: $30.3M): Located at 11 S 3rd St (condo) and 300 W Main St (retail). Transtech provided full plan review as well as inspection services of for this development which includes 120 condo units and retail space below. This project is located in Alhambra. This also included Map Check Services, including review of Tentative Parcel Map, Lot Line Adjustment, Perfecting Deed and Final Parcel Map, Off - site Improvements PW Inspection, and Building Inspection Services for this project. • The Alhambra (Project Value: $57.8M): Located at 88 S Garfield Avenue, 2 S Garfield Avenue, 100 & 150 E Main St. Transtech provided full plan review as well as inspection services of for this development which includes 260 apartment units, 4- story parking garage, 72,000 sq ft 2- story retail building, 16,730 sq ft 1 -story retail building, and 23,000 sq ft 1 -story retail building. This project is located in Alhambra. This also included Map Check Services, including review of Tentative Parcel Map, Lot Line Adjustment, Perfecting Deed and Final Parcel Map, Off- site Improvements PW Inspection, and Building Inspection Services for this project.
• Casita de Zen (Project Value: $21M): Located at 28 N 3rd St (condo) and 235 W Main St (retail). Transtech provided full plan review as well as inspection services of for th is development which includes mixed use project with 92 condos on top, and retail on bottom. This project is located in Alhambra. This also included Map Check Services, including review of Tentative Parcel Map, Lot Line Adjustment, Perfecting Deed and Final Parcel Map, Off- site Improvements PW Inspection, and Building Inspection Services for this project.
• Main Street Collection (Project Value: $23M): Located at 410 W Main Street. Transtech provided full plan review as well as inspection services of for this development which includes 4-story mixed-use project with 8,200 s ft retail space, 52 condos, 9 live/work units, 19 townhomes, and 6 shopkeeper units. This project is located in Alhambra. This also included Map Check Services, including review of Tentativ e Parcel Map, Lot Line Adjustment, Perfecting Deed and Final Parcel Map, Off- site Improvements PW Inspection, and Building Inspection Services for this project.

ALI F. ZAGHARI, PE, PMP, Sr. Engineer, Caltrans Involved Projects Coordination Support Education
• MS, BS in Civil Engineering
Registrations/Certifications
• Registered Civil Engineer
Highlights
Mr. Zaghari has over 35 years of experience in Transportation Management & Operations at various capacities in the California Department of Transportation (Caltrans). His career path includes a number of key managerial positions in Caltrans leading to his last position as the Deputy District Director (DDD) for Traffic Operations at Caltrans District 7 in Los Angeles. As a member of District 7 Executive Team, Mr. Zaghari was responsible for policy, development and implementation of the traffic operations assets and the safe mobility of all users of the State Highway System (SHS) consisting of approximately 1500 center miles of freeways and conventional highways in Los Angeles and Ventura counties. He managed an operating budget of approximately $70M encompas sing both operations management and capital outlay support needs. The organization under his leadership included critical functions such as Intelligent Transportation Systems (ITS), Traffic Design, District Traffic Manager (DTM), Corridor Management, System Performance, and Encroachment Permits.

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MICHAEL ACKERMAN, PE, QSD, QSP, QISP, Sr. Engineer, Technical Support for Engineering Projects Education
• BS in Engineering
Registrations/Certifications
• RE Academy, Caltrans
• Water Pollution Control Compliance on Construction Sites for RE, Caltrans • Construction Program Management Workshop, FHWA
• Field Office Procedures Course, Caltrans
• California Work Zone Inspection – High Speed, Caltrans • Asphalt Concrete Inspection and Rehabilitation Strategies, Caltrans Highlights
Mr. Ackerman has over 20 years of experience. At Transtech, he has been working as a Sr.

Engineer at various Transtech City Engineering Contracts. He has served at various Cities under Transtech’s City Engineering Contracts, including Temple City, Huntington Park, and Alhambra.

He has a broad knowledge of municipal government operations, including preparation and presentation of staff reports/resolutions to city councils, committees and interaction with public, various city departments, city council and other governmental agencies.

Mr. Ackerman’s experience also includes working at Caltrans and other agencies:
o Caltrans District 8: Mr. Ackerman was a civil transportation engineer for Caltrans District 8 where he was involved in the design and construction of various projects. • City of San Bernardino: Mr. Ackerman was involved in various projects, including Development Review and Plan Check, Design and Project Management.
• City of Huntington Park: Mr. Ackerman worked as contract City Engineer under Transtech’s municipal services contract and later as City Engineer and Interim Director of Public Works under the City.

DAVID RAGLAND, PE, PLS, QSD, QSP, Sr. Engineer, Technical Support for Engineering Projects Education
• Humboldt State University, CA, Bachelor of Science
Registrations/Certifications
• Registered Civil Engineer
• Licensed Land Surveyor
Highlights
Master Plans:
• San Elijo Hills Specific Plan. Provided planning, engineering, surveying services for the design and development of the 2,000 acre 3,500 dwelling unit Specific Plan and Master Tentative Map. • Shandin Hills Specific Plan. Provided planning engineering services for the preparation of the Specific Plan and Tentative Map. The project is a proposed 240 acre 1049 dwelling unit community.
• Arrowhead Springs Specific Plan (including annexation into the City): 4,000 -acre site, which includes 1,500 to 2,000 residential units, 1,000,000 square feet of commercial and office space, 199-acre/18-hole public golf course, renovation and reuse of the historic Arrowhead Springs Hotel with a new 115 room annex, new 300-room hotel, a conference center, 14-acre corporate office area.
• Eagle Bice, Muscupiabe Land Area Infrastructure Master Plan Drainage, Sewer and Water Master Plan: Approximately 500 acre area for future 1,100 unit master planned community. The project also included a full infrastructure (roadways, storm drain, water, sewer, parks, and utilities) needs and assessment and cost analysis for this future development. • University Development Master Plan: Approximately 200 acre site in association with the City of Document Control Page 19 of 83
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San Bernardino, Watson Development and Cal-State SB for the development of 200 residential, mixed use, live-work, retail, office and student housing, educational and training facilities and offices for Cal State SB University.

General Civil Engineering Projects:
• A number of projects in Los Angeles County, San Bernardino County and San Diego County, including roadway, drainage, water, sewer improvements. • Parkway Business Centre: Design and construction of the 460 Acre industrial park including South Poway Parkway for ADI Properties, Inc. Also served as Assessment Engineer for Communities Facilities District.
• Campus Parkway Roadway: Design o f a new roadway for a length of approximately 2 miles, and included street, medians, landscape, lighting, traffic signals, water, sewer, storm drain and various other utilities.
• CalState San Bernardino Main Access Road: Design of a new roadway for a length of approximately 1.5 miles, and include street, medians, landscape, lighting, traffic signals, water, sewer, storm drain and various other utilities.
• Lopez Canyon Roadway and Sewer: Design and construction of over 5 miles of roadway sewer ranging up to 36 inches in diameter.
• Sorrento Valley Boulevard: Design and construction of 4 miles of roadway.

Drainage and Sewer Projects:
• Northpark Boulevard Sewer Extension: Half mile gravity sewer main extension for University Park Subdivision in the City of San Bernardino. Project required special structural designs and encroachment permitting for crossing 100’ aqueduct right-of-way. • University Park Storm Drain Design: Design of storm drain system with pipes ranging in size from 18 to 60 inches and trapezoidal channel design for 4500 cfs. • Penasquitos Canyon Trunk Sewer: PS&E for two miles 36 -inch gravity sewer including design study reports. City of San Diego
• Ranch Santa Fe Road: Relocation and rehabilitation of 1.5 miles of sewer main. City of San Marcos
• Otay River hydrology study and dam breach analysis: 22,000 acre Otay Ranch project in Chula Vista. Flows up to 33,000 cfs were studied for the Otay River.

Water Projects:
• City of San Diego, Green Valley Water line design and construction. 5000 feet, 30” Reinforced concrete water line and pressure reducing station and details for connection to a 60-inch San Diego County Water Authority Pipeline.
• City of San Bernardino, Design of 3500 feet of 20 to 36 inch ductile iron water transmission main for the development of University Park.
• City of San Bernardino, Design of over 10,000 feet of 8 thru 12 inch DIP water main for water distribution.
• City of San Bernardino, Structural arch design for road crossing over the Dept of Water Resources 109-inch Santa Ana pipeline.

BAHMAN JANKA, TE, Sr. Traffic Engineer, Technical Support for Traffic Eng Projects Education
• MS, BS in Civil Engineering
Registrations/Certifications
• Registered Traffic Engineer
Highlights
Mr. Janka has over 35 years of experience in Traffic Engineering and Transportation Planning. He has served as City Traffic Engineer and Transportation Director for public agencies, including:
• City of Pasadena, California: Transportation Administrator • City of Santa Clarita, California: City Traffic Engineer Document Control Page 20 of 83
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• City of Fremont, California: Associate Transportation Engineer • City of Palo Alto, California: Associate Transportation Engineer • Entranco Engineers, Bellevue, Washington: Transportation Engineer.

(iv) Brief biographies of individuals that will be working directly with the City

Depending on the assignments, project tasks, and staffing needs and requirements, various staff members my work directly with the City. Following is our project structure hierarchy (Please see previous section for staff resumes/qualifications.):

Name Title Involvement Level with City
ALI CAYIR, PE Contract Principal, Principal Project Manager Primary and Direct CRAIG MELICHER, PE Sr. Project Manager

OKAN DEMIRCI, PE, QSD, QSP,
MBA Project Manager, Project Controls
KEITH WYATT Project/Construction Manager
On project specific assignments,
but will report to Transtech’s
Primary Project Management
Staff
JEFFREY HIRSH Project/Construction Manager
CRAIG M. WHEELER Project/Construction Manager
IVAN DAZA, EIT Associate Engineer, Office Engineering/Project Controls Support May not have limited direct
interaction with City staff. This is
support level position. They will
work under Transtech’s Project
and Construction Managers.

JORGE PAZ, EIT Associate Engineer, Office Engineering/Project Controls Support
FURKAN CETINKALE Associate Engineer, Office Engineering/Project Controls Support
Jeffrey Kao, PE, CBO, CASp Sr. Engineer, Technical Review Support for ADA Projects/Compliance
May have direct interaction with
City staff under specific
project/task assignments when
technical, engineering support is
needed. They will work under
Transtech’s Project and
Construction Managers.

Dennis Tarango, CBO, CSP, ICC
Building Official Technical Support for Vertical Projects Ali Zaghari, PW, PMP Sr. Engineer, Caltrans Involved Projects Coordination Support
Michael Ackerman, PE, QSD,

QSP, QISP
Sr. Engineer, Technical Support for Engineering
Projects
David Ragland, PE, PLS, QSD,
QSP
Sr. Engineer, Technical Support for Engineering
Projects
Bahman Janka, TE Sr. Traffic Engineer, Technical Support for Traffic Eng Projects

In addition to the above staff members, Transtech has a large pool of well experienced in-house staff with diversified experience readily available to provide requested services, and respond to requests in a timely, efficient, and cost -effective manner. Additional staff members will be assigned if needed.

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Our team members include:
• Engineers
• Program Managers
• Project Managers
• Construction Managers
• Resident Engineers
• Inspectors
• Grant Writers
• Federal Funding and Labor Compliance
Officers
• Staff with experience in QC/QA
• Staff with experience in Project Controls
• Staff with experience in Project Processing and Entitlement • Staff with experience in Value Engineering
• Staff with experience in Constructability Review
• Staff with experience in Project Scheduling
• Staff with experience in Plan Check/Review
• Staff with experience in Public and Community Relations

Our team also includes specialty subconsultants to supplement our in-house staff and assist us in all aspects of projects and services (please see following section for their qualifications):
• SURVEY SUPPORT: VANLENCO, Inc.; www.vanlenco.com
• LANDSCAPE ARCHITECTURE SUPPORT: WITHERS & SANDGREN, Ltd.; www.witherssangren.com • GEOTECHNICAL ENGINEERING SUPPORT: GEO-ADVANTEC, Inc. www.geoadvantec.com • FUNDING / LABOR COMPLIANCE SUPPORT: AVANT GARDE, Inc. (DBE/WBE Firm); www.agi.com.co • RIGHT-OF-WAY AND UTILITY CONSULTING SUPPORT, EPIC Land Solutions, Inc.; www.epicland.com • ARCHITECTURAL, STRUCTURAL, MEP CONSULTING SUPPORT: IDS GROUP, Inc.; www.idsgi.com • ENVIRONMENTAL CONSULTING SUPPORT: IMPACT SCIENCES, Inc. (DBE/WBE Firm); www.impactsciences.com • HAZ-MAT TESTING CONSULTING SUPPORT: PROPERTY HEALTH, Inc.; www.mypropertyhealth.com

b. Subcontractors

(i) Potential subcontractors

SURVEY SUPPORT: VANLENCO, Inc.; www.vanlenco.com
Vanlenco offers topographic surveying, mapping, terrestrial lidar, UAV services and right -of-way engineering. Vanlenco has been working as one of Transtech’s subconsultants and providing support services on many projects. (Transtech has worked with this subconsultant before.)

LANDSCAPE ARCHITECTURE SUPPORT: WITHERS & SANDGREN, Ltd.; www.witherssangren.com Withers & Sandgren has been involved in providing varying levels of support to Community Development Departments for over twenty years. The firm has provided counter support for walk in plan reviews, been monthly Design Review Committee attendees, as well as presenters with planning staff to Planning Commissions and City Councils. (Transtech has worked with this subconsultant before.)

GEOTECHNICAL ENGINEERING SUPPORT: GEO-ADVANTEC, Inc. www.geoadvantec.com Geo-Advantec offers comprehensive services in various areas from site feasibility evaluation thought project completion for a wide range of projects and services, which include:

Geotechnical Eng.; Eng. Geology; Geotechnical Earthquake Eng.; Geotechnical Instrumentation; Pavement Eng.; Forensic Geotechnical Eng.; Grading Monitoring and Field Testing; Soils & Materials Laboratory Testing; Special Inspection Services. Geo -Advantec owns a certified laboratory accredited by AMRL (ASSHTO Materials Reference Laboratory), in conformity to the requirements of the AASHTO Accreditation Program (AAP), AASHTO R-18, ASTM D3740 and ASTM E329; CCRL (Cement and Concrete Reference Laboratory); Caltrans; DSA (the Department of the State Architects); Army Corp of Engineers. (Transtech has worked with this subconsultant before.)

FUNDING / LABOR COMPLIANCE SUPPORT: AVANT GARDE, Inc. (DBE/WBE Firm); www.agi.com.co Established 15 years ago, Avant-Garde is a progressive full-service public agency firm. The firm is working with various programs and projects thr oughout the entirety of Southern California, Document Control Page 22 of 83
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including counties of Los Angeles, Riverside, Orange, and San Bernardino. Transtech works with Avant-Garde exclusively in many Cities for the administration of Fed Funds and Labor Compliance. (Transtech has worked with this subconsultant before.)

RIGHT-OF-WAY AND UTLITY CONSULTING SUPPORT, EPIC Land Solutions, Inc.; www.epicland.com Epic Land Solutions is a full-service right of way and real property consulting firm founded in 2000, with services in:
• Right of Way Planning
• Appraisal
• Property Rights Acquisitions
• Relocation Advisory Services
• Utility Coordination
(Transtech has worked with this subconsultant before.)

ARCHITECTURAL, STRUCTURAL, MEP CONSULTING SUPPORT: IDS GROUP, Inc.; www.idsgi.com IDS Group is an award -winning multi- discipline architectural, engineering, and management consulting firm based in Southern California. Widely recognized for our core values of quality, innovation, efficiency, and safety, IDS has successfully provided turn -key design and management solutions to the building and infrastructure industries with state-of-the-art sustainable projects throughout the United States, With roots spanning over 60 years, the firm has provided fully-integrated and industry-leading design, engineering, program | construction management and/or master planning services for over 5,000 projects, to hundreds of public and private sector clients worldwide. IDS Group is headquartered in Irvine, California with offices in Los Angeles, San Diego, Arizona. (Transtech has worked with this subconsultant before.)

ENVIRONMENTAL CONSULTING SUPPORT: IMPACT SCIENCES, Inc. (DBE/WBE Firm); www.impactsciences.com
Impact Sciences, a California “S” corporation, certified woman-owned business enterprise (WBE), certified Small Business Enterprise (SBE), and certified Disadvantaged Business Enterprise (DBE), has been preparing environmental documentation since 1988. Founded in Thousand Oaks, California, Impact Sciences has offices strategically located throughout California to provide the strongest support for all public - and private-sector clients. ( Transtech has worked with this subconsultant before.)

HAZ-MAT REPORTS REVIEW SUPPORT: PROPERTY HEALTH, Inc.; www.mypropertyhealth.com Property Health, Inc. (formerly CITY Services, Inc.) has long been a leader in its field, recognized throughout California for its excellent client service, reliability, and effectiveness in the following areas:
• Toxic Materials Identification Surveys
• Asbestos Consulting Services
• Lead-based paint (LBP) identification and consulting
• Indoor air quality (IAQ) consulting services / Microbial Investigations • Hazardous Material Abatement management
• Regulatory Compliance Audits & Abatement Oversight
• Phase I & II Environmental Site Assessments & Investigations • Underground Storage Tank identification, remediation, & regulatory compliance (Transtech has worked with this subconsultant before.)

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5. Fiscal Stability

a. Evidence of corporate stability including

(i) Dunn and Bradstreet or Experian; or
(ii) Letter from a financial institution

(iii) Latest audited financial statement and/or annual report (confidential information, not subject to public disclosure)

SUBMITTED SEPARATELY

CONFIDENTIAL INFORMATION, NOT SUBJECT TO PUBLIC DISCLOSURE Document Control Page 24 of 83
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6. Experience and Technical Competence

a. Experience

(i) Experience, technical and professional skills

Our multi-disciplinary capabilities, our staff’s diversified technical and professional skills, and our specialty subconsultants to supplement our in-house staff will be great asset in meeting the goals and fulfilling the general functions identified in this RFP.

 Our multi-disciplinary service capabilities include:
• Building & Safety Services, Building
Inspection, Plan Check, Building Evaluations,
City Building Official, Code Enforcement
• Civil Engineering,
• Staff Augmentation
• CIP Program Management
• Construction Management and Inspection
• Federally Funded Project Management
• Grant Writing
• CDBG Project Management
• City Engineer, City Traffic Engineer, Development
Review, Public Works Engineering, Plan Check,
Inspection
• Labor Compliance
• Planning Support
• Traffic and Transportation Planning and Engineering
• Water Resources Engineering
• Surveying, Mapping, ALTA, Right-of-way
Engineering
• Emergency, Support Services

 Our staff’s diversified technical and professional skills include:

Our staff has diversified experience in a variety of projects, such as:
• Parking Structures
• Community Centers
• Libraries
• City Halls
• Fire Stations
• Police Stations
• Renovation of Historic Buildings
• Parks and Playgrounds
• ADA Improvements
• Street Rehabilitation and Reconstruction
• Traffic Signals
• Street Lighting
• Water, Drainage, Sewer Improvements
• Utilities
• Bridges

Our staff members have extensive experience and in-depth knowledge of applicable codes and regulations.

Our Staff Members possess Professional Engineer Licenses in various engineering categories (i.e. Civil Traffic, etc.)

Our staff members are certified by the International Code Council (ICC). We have staff who have reached the highest possible level of code administration with the Master Code Professional designation certification from the ICC. In addition, some of our staff members are certified as Fire Plan Checkers and Inspectors, as we provide these services to some agencies.

As we serve public agencies as municipal contract service providers, our staff is accustomed to working with public agencies, and have a good understanding of public agency procedures and policies. We have extensive experience in preparing staff reports and presentations to City Council, Boards and public, and in communicating effectively with diverse audiences and stakeholders at public forums. We have managed large and complex projects, which involved multiple agencies and jurisdictions.

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We have extensive experience in California Public Contract Code, including specific sections applicable to Local Agencies:

We provide value added service. Because we are a multi-disciplinary service firm and also provide plan check and inspection among many services to many local agencies, we can also s upplement/support Agency plan check and inspection staff, if needed, for code required plan check and inspection efforts.

 Our team also includes specialty subconsultants to supplement our in-house staff and assist us in all aspects of projects and services:
• SURVEY SUPPORT: VANLENCO, Inc.; www.vanlenco.com
• LANDSCAPE ARCHITECTURE SUPPORT: WITHERS & SANDGREN, Ltd.; www.witherssangren.com • GEOTECHNICAL ENGINEERING SUPPORT: GEO-ADVANTEC, Inc. www.geoadvantec.com • FUNDING / LABOR COMPLIANCE SUPPORT: AVANT GARDE, Inc. (DBE/WBE Firm); www.agi.com.co • RIGHT-OF-WAY AND UTILITY CONSULTING SUPPORT, EPIC Land Solutions, Inc.; www.epicland.com • ARCHITECTURAL, STRUCTURAL, MEP CONSULTING SUPPORT: IDS GROUP, Inc.; www.idsgi.com • ENVIRONMENTAL CONSULTING SUPPORT: IMPACT SCIENCES, Inc. (DBE/WBE Firm); www.impactsciences.com • HAZ-MAT TESTING CONSULTING SUPPORT: PROPERTY HEALTH, Inc.; www.mypropertyhealth.com

(ii) Past experience of staff in performing similar services

Our staff’s experience in performing similar services includes in a variety of projects, such as:
• Parking Structures
• Community Centers
• Libraries
• City Halls
• Fire Stations
• Police Stations
• Renovation of Historic Buildings
• Parks and Playgrounds
• ADA Improvements
• Street Rehabilitation and Reconstruction
• Traffic Signals
• Street Lighting
• Water, Drainage, Sewer Improvements
• Utilities
• Bridges

Transtech has extensive experience locally, and assisted the City of Ontario on many projects and successfully completed our assignments. We worked with various City Department and have a very good knowledge of the City, Departments, Standards, Procedures and requirements. One of the projects we completed (in 2022), C-Block Parking Structure received 2022 Projects of the Year APWA Award. The project included construction of 5 level, 400 space parking structure under DB (Design-Build) Delivery Method.

For details of various projects, please see Proposal Section 6. Experience and Technical Competence, b. Project Specific Experience

(iii) Number of years the firm has conducted business

33 years.

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(iv) Five (5) references

CITY OF WEST COVINA(Year started and completed: 2018 – Ongoing Service) Contact: David Carmany, City Manager; T: 626-939-8401; E: [email protected] Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection); City Engineering Services; Traffic Engineering; CIP Management; Federally Funded Project Management; Engineering Design; Public Works Permit Inspections; Map Check.

CITY OF COMMERCE (Year started and completed: 2010 – Ongoing Service) Contact:

Vilko Domic, Assistant City Manager ; T: 323 -722-4805; E:
[email protected]
Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection); City Engineering Services; Traffic Engineering; CIP Management; Fede rally Funded Project Management; Engineering Design; Public Works Permit Inspections; Map Check.

CITY OF MONTEREY PARK (Year started and completed: 2012 – Ongoing Service) Contact: Ron Bow, City Manager; T: 626-307-1255; E: [email protected] Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection); City Engineering Services; Traffic Engineering; CIP Management; Federally Funded Project Management; Engineering Design; Public Works Permit Inspections; Map Check.

CITY OF TEMPLE CITY (Year started and completed: 2014 – Ongoing Service) Contact: Bryan Cook, City Manager; T: 626-285-2171; E: [email protected] Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection); City Engineering Services; Traffic Engineering; CIP Management; Federally Funded Project Management; Engineering Design; Public Works Permit Inspections; Map Check.

CITY OF ALHAMBRA (Year started and completed: 1993 – Ongoing Service) Contact: Andrew Ho, Community Development Director; T: 626 -570-5041; E:
[email protected]
Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection); City Engineering Services; Traffic Engineering; CIP Management; Federally Funded Project Management; Engineering Design; Public Works Permit Inspections; Map Check.

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(v) Local experience and knowledge of City

Transtech has extensive experience locally and with the City.

We have assisted the City on many projects and successfully completed our assignments .

Currently, we are assisting the City on various projects.

We worked with various City Department and have a very good knowledge of the City, Departments, Standards, Procedures and requirements.

One of the projects we completed (in 2022), C-Block Parking Structure received 2022 Projects of the Year APWA Award. The project included construction of 5 level, 400 space parking structure under DB (Design-Build) Delivery Method.

We are Regionally and Locally active and present:
 We are a local firm with strong working relationships with many local agencies.  We have local Staff who live in the City and in neighboring communities.  Our staff members serve on various local boards of several organizations.  We are vested locally and involved in many local community activities.  We can assist the City in coordination with other local agencies.

We work with many local and neighboring agencies, and on a variety of projects; few listed below:

County of SB Caltrans SB Housing Agency Rialto
Rancho Cucamonga Upland Chino Fontana
Moreno Valley Riverside San Manuel

Below is a map of various agencies we work with in the Greater Los Angeles Area:

2022 APWA AWARD WINNING DB PROJECT MANAGED BY TRANSTECH

C-BLOCK PARKING STRUCTURE
City of Ontario
Completed in May 2022
Project received 2022 Projects of the Year APWA Award
Award Category: Facilities
Facilities, including parking structures, transit facilities, rail stations, recycling facilities, fiber optics, energy generation & substations, zoos, communications, and public works yards.

Population Division: 100,000 to 200,000
Total Project Value: $13 m

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PROPOSAL – 6. Experience and Technical Competence 32
b. Project Specific Experience

(i) Description of three (3) most relevant service contracts within the last five years, one page per project, to include:

PROJECT 1: City of Temple City

(a) Role of the firm Municipal Contract Services

(b) Dollar value of the services Approx. $1.5M, annually

(d) Description of services This is a multi-disciplinary service contract, which includes management of City’s CIP Program, as well
as several other municipal services, such as Building
& Safety; City Engineering Services; Traffic
Engineering; Federally Funded Project
Management; Engineering Design; Public Works
Permit Inspection; Map Check.

Some of the CIP Projects include:
• Primrose Park Project (completed, 2022, #4M)
• City Hall Upgrade ((trellis, $0.5M, completed 223;
HVAC and Roof Upgrade (ongoing, $1M);
• 2022 City-wide Street Rehab Program (completed
2023, $5M)

(e) Staffing Because this is a multi-disciplinary service contract, several staff members, including those listed in
Proposal section 4. Staffing Resources, a. Firm
Staffing and Key Personnel, (iii) Team organization
and one-page resumes, are involved in various
tasks as needed and at various levels.

Our staff and resources include approximately 200 staff.

When a project is assigned to Transtech, appropriate staff and resources will be allocated based on the scope of
work and staffing level needed to provide the services in an efficient, timely and cost effective manner.

(f) Duration of providing services Year started and completed: 2014 – Ongoing Service

(g) Relationship to client Prime Consultant

(h) Contact name, position, entity name,
telephone number, fax number and e-mail
address for project

Bryan Cook, City Manager; T: 626-285-2171; E:
[email protected]

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PROJECT 2: City of West Covina

(a) Role of the firm Municipal Contract Services

(b) Dollar value of the services Approx. $3M, annually

Some of the CIP Projects include:
• Friendship Park Improvements, CDBG funded,
(completed 2022, $1M)
• Citywide HSIP Traffic Signal Improvements at 10
Intersections (ongoing, $3.2m)
FY 21/22 City-wide Street Rehab Program
(completed 2022, $2.5M)
(e) Staffing Because this is a multi-disciplinary service contract, several staff members, including those listed in
Proposal section 4. Staffing Resources, a. Firm
Staffing and Key Personnel, (iii) Team organization
and one-page resumes, are involved in various
tasks as needed and at various levels.

Our staff and resources include approximately 200 staff.

When a project is assigned to Transtech, appropriate staff and resources will be allocated based on the scope of
work and staffing level needed to provide the services in an efficient, timely and cost effective manner.

(f) Duration of providing services Year started and completed: 2018 – Ongoing Service

(g) Relationship to client Prime Consultant

(h) Contact name, position, entity name,
telephone number, fax number and e-mail
address for project

David Carmany, City Manager; T: 626-939-8401; E:
[email protected]

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PROJECT 3: City of Commerce

(a) Role of the firm Municipal Contract Services

(b) Dollar value of the services Approx. $2M, annually

Some of the CIP Projects include:
• Sheriff Sub-station and Community Safety Service
Building Development (on-going, $35M)
• Transportation Center Facility Development (on-
going, $100M)
• Washington Bl Widening and Reconstruction
Project (completed 2018, $40M)

Our staff and resources include approximately 200 staff.

When a project is assigned to Transtech, appropriate staff and resources will be allocated based on the scope of
work and staffing level needed to provide the services in an efficient, timely and cost effective manner.

(f) Duration of providing services Year started and completed: 2010 – Ongoing Service

(g) Relationship to client Prime Consultant

(h) Contact name, position, entity name,
telephone number, fax number and e-mail
address for project

Vilko Domic, Assistant City Manager; T: 323-722-
4805; E: [email protected]

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EXAMPLES OF VARIOUS OTHER PROJECTS REPRESENTATIVE OF TRANSTECH’S DIVERSIFIED EXPERIENCE IN PROJET AND CONSTRUCTION MANAGEMENT AND INSPECTION SERVICES:

Examples of Vertical (Type B-Building) Projects:

City of Alhambra Civic Center Library Project
($30M): Transtech provided plan check, inspection,
construction management, and owner
representative services, the project included
construction of a 45,000 SF Library with an
underground parking garage.

City of Whittier, Uptown Parking Structure (DBB,
Design-Bid-Build Project, Project Value: $12M ): The
project involved construction of a 4 story, 450 stall
parking structure, and includes elements such as
bicycle and motorcycle parking and provisions for
future photovoltaic panels.. The project was
delivered as DBB. Transtech served as
Construction Manager. This project is located in
Whittier.

Renaissance Plaza ($15M): This project was
located in the City of Alhambra and included a
parking structure, 10 plex movie theater, retail, and
plaza. Transtech served as the City’s Building
Official, Plan Checker and Inspector for this project
including construction manager of the parking
structure, public plaza, and other improvements.

Rosewood Community Center ($25M): Transtech
was retained by the City of Commerce to take over
the management of this multimillion -dollar facility
which was 2 years behind schedule. Within 5
months, Transtech brought the construction to
substantial completion level allowing the City to
start the move-in process, and 2 months after, the
facility was opened for public use.

Garfield Avenue Parking Structure ($8.5M): This
project included a 5-story level, 600 space parking
structure as part of the Alhambra Redevelopment
Agency and Downtown Redevelopment.

Transtech provided plan check, inspection,
construction management and owner
representative services.

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Riverside County Transportation Commission,
Corona Main Street Metrolink Parking Structure and
Pedestrian Bridge (25M): This project is in Corona
and included 6 level, approximately 1,000 space
parking structure, and a pedestrian bridge over
railroad tracks. Transtech provided inspection and
construction management services for the
construction of this federally funded project.

City of San Bernardino Santa Fe Depot/Metrolink
Parking Structure and Historic Santa Fe Depot
Renovation Project ($25M): This project included
The Parking Structure involved the construction of a
3-level parking structure for 350 cars. Historic Santa Fe Depot Renovation involved renovation for
adoptive reuse of 60,000 sf historical Santa Fe Train
Depot.

Examples of Street Improvements/Infrastructure (Type A-Engineering) Projects:
• Since 2013, Annual Street Rehab Program, City of Temple City • Since 2015, Annual Street Rehab Program, City of Commerce • Since 2019, Annual Street Rehab Program, City of West Covina • Since 2018, Annual Street Rehab Program, City of South El Monte • Since 2018, Annual Street Rehab Program, City of Cudahy • Since 2019, Annual Street Rehab Program, City of Maywood • Riverside Dr Street Rehab Project, City of Chino
• El Prado Rd Reconstruction Project, City of Chino
• Eastern Ave, Full Depth Reclaimed Pavement Rehab Project, City of Commerce • Temple City Blvd Rehabilitation Project, City of Temple City (Fed. Funded) • Washington Blvd, Widening, Reconstruction Project, City of Commerce (Fed. Funded) • Rosemead Blvd, Bikeway, Reconstruction, Beautification Project, City of Temple City (Fed. Funded) • Cactus/Nason Street Improvement Project, City of Moreno Valley (SLPP Funded) • HSIP Cycle 4, Traffic Signal Improvements at Various Locations, City of Commerce (Fed. Funded) • HSIP Cycle 6&7 Programs, Citywide Traffic Signal Improvements, City of South El Monte (Fed. Funded) • HSIP Cycle 6, El Monte Ave, Temple City Blvd, and Various Citywide Locations, City of Temple City; (Fed. Funded) • HSIP Cycle 6&7 Programs, Atlantic Ave & Salt Lake Ave Traffic Signal Improvements, City of Cudahy; (Fed.

Funded)

Washington Boulevard Widening and Reconstruction
Project ($40M): Transtech provided CM/CI/Resident
Engineer, Inspector, Office Engineer Services. The
project included widening and reconstruction of 2.7
miles of Roadway, Traffic Signals, Street Lighting,
Landscape, Improvements at I -5 and at 710
Freeways ramps. The project was federally funded
and was managed in compliance with Caltrans
Local Assistance Procedures Manual. The project
was also a Caltrans Oversight Project.

AWARD: This project was recognize d as one of the
projects of the year as part of the 2017 American
Public Works Association (APWA) BEST Award, in the
category of Transportation Projects.

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Rosemead Boulevard Improvements Project ($20M):

Located in the City of Temple City, this was a
Federally Funded project. Funding also included
METRO Measure R and Prop C Funds. Transtech
provided Project, Program, Construction
Management, Resident Engineer, Inspection,
Federal Compliance, Labor Compliance and Office
Engineer Services. The project included protected
bike lanes, widening and reconstruction of 2 miles of
roadway.

AWARD: The project has achieved numerous awards
including a 2013 Planning Excellence in
Implementation Award from the American Planning
Association, the 2014 Quality of Life Merit Award
from the American Society of Landscape Architects,
the 2014 Merit Award for Urban Design from the
California Council of the AIA and was voted one of
the “best 10 new bike lanes of 2014” from the
PeopleforBikes organization.

Atlantic Boulevard Corridor Improvement Project
($20M): This was a Federally Funded project in the
City of Commerce. Transtech provided turnkey
services included construction management,
resident engineer, inspection, office engineer, and
funds coordinator. The project was a major street
reconstruction and beautification project along
Atlantic Boulevard which improved mobility for
pedestrians, trucks, and vehicles as well as provided
corridor beautification
with landscaped medians
and other elements.

AWARD: This project was recognized as one of the
projects of the years as part of the 2020 American
Public Works Association (APWA) Project of the Year
Award, in the category of Transportation Projects.

Cactus Avenue and Nason Street Improvements and
135’ Span Bridge Project ($21M): This project was
part of the State Local Partnership Program SLPP
Grant in the City of Moreno Valley ($21M). Transtech
provided construction management, resident
engineer, inspection, and office engineer services.

AWARD: This project was recognized with a project
achievement award by the Construction
Management Association of America (CMAA) for
Construction Management Services under the
Public Works Category for $11M -$50M ranged
projects.

Eastern Avenue Rehab Project ($1.5M): Located in
the City of Commerce, this project was funded
through City’s Measure AA Funds. The project
involved Full Depth Reclaimed Pavement
Rehabilitation. Transtech provided construction
management and inspection services.

AWARD: This project was recognized as one of the
projects of the year awards as part of the 2017
Outstanding Local Streets and Roads Project Award
Program in the Category of Roads for Efficient &
Sustainable
Road Maintenance, Construction &
Reconstruction Projects.

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Rte 71/Mission Bl Grade Separation Project ($40M):

This project was a Federally Funded project located
the City of Pomona and included construction of a
bridge/grade separation. Transtech provided
construction management, resident engineer,
inspection, labor compliance and office engineer
services. Caltra
ns was the oversight/jurisdictional
Agency.

Bogert Trail Bridge Widening Project ($5M): Located
in the City of Palm Springs, this project was a
Federally Funded project. Transtech provided
construction management, resident engineer,
inspection, labor compliance and office engineer
services. The project involved bridge widening,
retrofit, and beautification elements.

26th Street Rehab and Metrolink Station ($1M): This
project was Federally Funded in the City of
Commerce and included rehabilitation of 26 th
Street, and Metrolink Station parking lot rehab,
station platform improvements, landscape and
lighting. Transtech provided construction
management, resident engineer, inspection, labor
compliance and office engineer services.

ATP Citywide Crosswalk and Pedestrian Safety
Improvement Project ($1.2M): Located in the City of
Cudahy, this project included safe routes to school
pedestrian safety improvements near schools and
pedestrian activity centers. Transtech provided
construction management,
resident engineer,
inspection, labor compliance and office engineer
services.

Parking Lot Improvements Projects ($550K): Located
in the City of Temple City, this project included new
parking lot signage, asphalt resurfacing,
construction of trellis, new lighting, electrical vehicle charging station infrastructure, landscaping, and
drainage. Transtech provided construction
management, and inspection services.

Examples of Park Projects:

City of Alhambra, Almansor Park Improvements Project
($2.5M): The project included construction of new
basketball courts, restroom facilities, shade structure, new drainage systems, new lightings, and updated
landscaping and irrigation, and PCC walkways.

City of Temple City, Primrose Park ($4M, Prop 68
Funding): T he project included constructing a new
park with playground, landscaping, parking lot,
concrete plaza, lighting, drainage, ADA
improvements.

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City of Commerce/Caltrans, I -5 Freeway/Washington Bl
SB on and off Ramps Landscape Improvements ($3M,
Federally Funded): The project included, Landscape,
Improvements at I-5 and at 710 Freeways ramps.

City of Fontana, South Fontana Park ($15M): The
project included an 18 -acre park with 4 artificial turf soccer/football fields, sports lighting, playground/tot lot, walking path, 2 Restroom/Concession Building,
shade structures, fencing. Transtech is providing
inspection services.

City of Monterey Park, Citywide Parks Improvement
Project ($6.5M): This project included installation of park equipment (playground, picnic shelters, benches),
construction of ADA improvements at 13 parks.

City of Cudahy, Soccer Field (synthetic turf) and Park
Improvements Project ($2M, CDBG Funded): The
project included constructing a new soccer field with
artificial turf on existing baseball field, landscaping, parking lot, concrete plaza, lighting, drainage, ADA
improvements.

Examples of Development Projects:

Agency: CITY OF TEMPLE CITY
Project: Blossom Walk Residential Development (Valuation $6 m).

This development includes 24 -unit condominiums and 4 single family homes.

Transtech provided following services:
• Establishing conditions of approval and coordination with the Planning Staff for the entitlement of the project.
• Engineering Plan Check, Map Check, and Permit Inspection. • Building Plan Check and Inspection.

Transtech serves as the City’s Contract Building Official, City Engineer, City Traffic Engineer.

Agency: CITY OF SOUTH EL MONTE
Project: Chico Residential Development (Valuation $15 m). This development includes 13 buildings with 70 residential units.

Transtech serves as the City’s Contract Building Official, City Engineer, City Traffic Engineer.

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Agency: CITY OF COMMERCE
Project: Warehouse with Office Space Development (Valuation $20 m). This development includes one -story of warehouse with mezzanines for office use of 114,898 square feet of total floor area in a 5.65-acre lot.

Transtech serves as the City’s Contract Building Official, City Engineer, City Traffic Engineer.

Agency: CITY OF ALHAMBRA
Project: Main Street Collection (Valuation $23 m). This development includes 4 -story mixed -use project with 8,200 s ft retail space, 52 condos, 9 live/work units, 19 townhomes, and 6 shopkeeper units.

Transtech serves as the City’s Contract Building Official, City Engineer, City Traffic Engineer.

Agency: CITY OF WEST COVINA
Project: Medical Center Building (Valuation $20 m). This project is a new Medical Office Building of approximately 55,000 sf that will operate 24/7 providing a radiation oncology department and infusion department.

Transtech serves as the City’s Contract Building Official, City Engineer, City Traffic Engineer.

Agency: CITY OF WEST COVINA
Project: Asteria Residential Development (Valuation $40 m). This development includes 158-unit residential homes.

Transtech serves as the City’ s Contract Building Official, City Engineer, City Traffic Engineer.

Experience in DB (Design-Build) Project Delivery:

Transtech has extensive experience in managing DB Projects in compliance with CA Public Contract Code.

2022 APWA AWARD WINNING DB PROJECT MANAGED BY

TRANSTECH

Population Division: 100,000 to 200,000
Total Project Value: $13 m
Link to Project Info:

ONTARIO, C BLOCK DB PARKING STRUCTURE
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Few other Projects Transtech was involved:

(ii) If any of the following has occurred, please describe in detail

(a) Failure to enter into a contract or professional services agreement once selected No

(b) Withdrawal of a proposal as a result of an error
No

(d) Debarment by any municipal, county, state, federal or local agency No

(e) Involvement in litigation, arbitration or mediation. Conviction of the firm or its principals for violating a state or federal antitrust law by bid or proposal rigging, collusion, or restrictive competition between bidders or proposers, or conviction of violating any other federal or state law related to bidding or professional services performance. Knowing concealment of any deficiency in the performance of a prior contract
No

(f) Falsification of information or submission of deceptive or fraudulent statements in connection with a contract
No

(g) Willful disregard for applicable rules, laws or regulations No

City of Alhambra, Mosaic Parking Structure (DB Delivery) ($8M: The project involved construction of a 5-story parking structure. The project was delivered as DB. Transtech served as Owner Representative and Program Manager from initial project planning, design development thru construction. Transtech also provided building code plan check, constructability, biddability and value engineering review. Also, during construction, Transtech provided construction management and inspection services. This project is located in Alhambra San Manuel Band Of Mission Indians Tribe Casino Expansion/Development ($700 M): This project involved Casino’s expansion program, which includes casino renovation, new hotel, entertainment center, parking structure, pedestrian bridges, alignment of entry and exit roads, and various other improvements.

Transtech provided Building Plan Check and Inspection.

Turkish American Cultural Center Project, Maryland (DB Delivery) ($100M): This unique project, Turkish-American Cultural Center (TACC) is a unique multi-cultural center showcasing he culture and heritage of Turkish Americans, and celebrate their contribution to America. The project involved construction of a museum, library, traditional Turkish/Ottoman houses, religious facility (Mosque), including an d d l l ki ith t f iliti T t h

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c. Technical Competence

(i) In-house resources

Electronic Project Management and File Sharing Platform:

We provide access to project participants a common project information and file sharing platform and ability to track the project.

Smartsheet:

For current projects with the City of Ontario, we are using “Smartsheet”, which is the platform the City is using.

Scheduling Software:

Both Microsoft Project and Primavera (P6) are used as the primary software in the development of Critical Path Method (CPM) schedules. Our approach to Scheduling and Timely Completion of Project and Schedule Recovery includes having the contractor prepare a baseline schedule, which identifies the project scope, critical path, project milestones, target dates, phases and sequences of work, and activity durations.

Equipment for Field Personnel:

Our field personnel are equipped with lap -top computers, and prepare necessary project documentation on electronic forms and are connected to company servers on cloud. Also, field personnel are provided with cell phones, electronic levels, measurement equipment, and personal safety equipment.

Timely and Accurate Invoicing:

Transtech is on electronic staff time tracking and timecard system. Employees are required to enter their timecards on daily basis electronically. Invoices are generated from the timecards, with backup time cards provided with the invoices.

(ii) Ability to draw upon multi-disciplinary staff

Transtech is a multi-disciplinary consulting firm:

Established in 1989, Transtech (a California Corporation) is a multi- disciplinary municipal engineering consulting firm. Transtech has been in business for 33 years and provides municipal services to approximately 70 public agencies. Our staff and resources include approximately 200 staff, including project managers, civil engineers, designers, traffic and transportation analysts, technicians plan and map checkers, surveyors, inspectors, construction managers, building officials, building plans examiners, building inspectors, planners and support personnel.

Our service capabilities include:
• Building & Safety Services, Building Inspection,
Plan Check, Building Evaluations, City Building
Official, Code Enforcement
• Civil Engineering,
• Staff Augmentation
• CIP Program Management
• Construction Management and Inspection
• Federally Funded Project Management
• Grant Writing
• CDBG Project Management
• City Engineer, City Traffic Engineer, Development
Review, Public Works Engineering, Plan Check,
Inspection
• Labor Compliance
• Planning Support
• Traffic and Transportation Planning and Engineering
• Water Resources Engineering
• Surveying, Mapping, ALTA, Right-of-way Engineering
• Emergency, Support Services
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Large pool of staff with diversified experience in various engineering disciplines:

Transtech has a large pool of well experienced in -house staff readily available to provide requested services, and respond to requests in a timely, efficient, and cost-effective manner. Our staff and resources include approximately 200 staff, including pr oject managers, construction managers, building official, plan checkers, inspectors, engineers, designers, traffic and transportation analysts, technicians, admin support personnel.

Unique Qualifications:

One of the unique qualifications of Transtech is that we serve public agencies as municipal contract service providers. We serve as Building Official, Building Plans Examiner, Building Inspector, Permit Technician, City Engineer, City Traffic Engineer, Ma p/Plan Checker, Public Works/Permit Inspector, CIP Manager, Construction Manager, Construction Inspector, Designer, Federally Funded Project Manager and in other capacities for a number of public agencies. We also provide Fire Plan Check and Planning Support.

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PROPOSAL – 7. Proposed Method to Accomplish the Work 44

7. Proposed Method to Accomplish the Work

SCOPE OF SERVICES

The City’s usage of the Consultant’s services will be on an as -needed basis such that if the demand is not there, then the services will not be requested. For each on -call service request, the Consultant and the City will agree upon the specific scope of work and cost for that project. The City has the right to retain other consulting firms at its sole discretion when the City believes there will be an economic for other significant advantage for doing so. Services for each contract will be provided on a negotiated fee basis, per work order. No minimum amount of work is guaranteed under these agreements. Compensation will be based on the hourly fee schedule, and time and materials with a not-to-exceed limit agreed upon by both Consultant and City before work begins.

The City desires to obtain the services of no more than three outside organizations to assist with Project Management Services. At least five (5) years of experience providing similar services is required to oversee the work, stamp, and sign all project related documents as required for city - owned parks and landscaping projects.

The Consultant(s) selected shall provide the following services:

ARCHITECTURAL PRE-QUALIFICATION
• Attend meetings and provide Meeting Minutes
• Review and prepare draft RFQ and provide comments
• Prepare Spreadsheet evaluating responses
• Provide support as required

ARCHITECTURAL BIDDING and SELECTION
• Attend meetings and provide Meeting Minutes
• Review and prepare draft RFP and provide comments
• Prepare Spreadsheet evaluating responses
• Provide support as required

DESIGN and CONSTRUCTION DOCUMENTS
• Attend meetings and prepare Meeting Minutes.
• Attend job-walks with architect and engineers
• Review plans at various stages and provide comments
• Provide support as required

CONTRACTOR PRE-QUALIFICATION
• Attend meetings and provide Meeting Minutes
• Review and prepare draft RFQ and provide comments
• Prepare Spreadsheet evaluating responses
• Provide support as required

CONTRACTOR BIDDING and SELECTION
• Attend meetings and provide Meeting Minutes
• Review and prepare draft RFP and provide comments
• Attend Mandatory Pre-Bid Conference, Bid Scrub, and job-walks • Assist with RFI responses, keep logs as required
• Prepare Spreadsheet evaluating responses
• Provide support as required

PRE-CONSTRUCTION
• Develop and update the over-all Project Schedule
• Develop and update the overall Project Budget
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PROPOSAL – 7. Proposed Method to Accomplish the Work 45 • Work with City staff and vendors to prepare the construction site for closure and construction • Provide support as needed relating to Contractor Mobilization, administrative tasks, Facility Rules and Regulations for Contractors, etc.
• Attend job-walks as required to familiarize contractor with the facility and job-site • Attend staff presentations to familiarize the affected staff as to expectations • Attend planning meetings
• Meet with vendors as needed and as directed to obtain quotes, coordination, etc. Provide support as needed

CONSTRUCTION
• Monitor quality of construction via regular job-site inspections. • Prepare, monitor, report periodically, and revise, as needed the Project Schedule. • Prepare, monitor, report periodically, and revise, as needed the Project Budget. • Attend weekly construction meetings, and provide meeting minutes, distributed to all parties • Photograph site weekly and archive photos
• Monitor all standard construction documentation, including submittals, RFI’s, etc. • Review all contractor change orders for scope and cost approval. • Review and monitor payment of all contractor and vendor invoices. • Attend punchwalk on behalf of Client
• Monitor punch-list progress and completion to 100%
• Assist during punchlist period for complaints, modifications, etc. • Provide support as needed

FIXTURIZATION
• Assist Client with de-install and removal of existing furniture, and installation of new furniture and fixtures by Client’s furniture vendor
• Obtain competitive bidding for any items or services, as directed by Client • Prepare punchlists for furniture and fixtures
• Provide support as needed
• Attend jobwalks and/or meet vendors on site as needed

POST-CONSTRUCTION
• Attend meetings and provide Meeting Minutes
• Review requests for additional scope or services; obtain pricing, and implement, if so directed • Provide support as required

ACCOUNTING AND PROJECT CLOSE-OUT
• Obtain close-out package from General Contractor including but not limited to as-built drawings, air-balance reports, warranty, maintenance and operations manuals, etc. • Assist with coordination of final payment to General Contractor • Assist with completion of Lien Release process
• Provide summary documentation, spreadsheets, analysis, etc, as directed • Archive all electronic and paper files; provide copies of key documents and photos to Client

METHODOLOGY, TECHNICAL AND MANAGEMENT APPROACH

STRUCTURED APPROACH:

We have a structured approach to execute projects in an efficient manner that makes Transtech capable of providing the City with an efficient and quality product. Transtech has established guidelines and policies, including written manuals on quality control, project management, and design procedures for its staff and for its contract cities. These guidelines ensure a consistent approach to the execution of assignments undertaken by our organization in compliance with City’s specific procedures, standards and requirements. The following paragraphs describe our general approach to deliver projects in an efficient and cost- effective manner. A project specific approach will be provided for each assigned project and will become part of the specific contract for the specific project. • Project Management: Our approach is to provide proactive management and attempt to identify potential issues and problems in advance and take corrective actions before they become problems. This requires extensive hands- Document Control Page 47 of 83
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PROPOSAL – 7. Proposed Method to Accomplish the Work 46 on knowledge, experience and management skills of the people involved in managing the project. Our team members have extensive experience and proven track record in managing large and complex projects and bringing them to a completion on time and within budget.
• Approach to Cost Control and Change Orders: We evaluate project costs and develop feasible mitigation measures to minimize additional costs. We work as a team to solve problems or make modifications in the field to address unforeseen conditions or owner generated changes in a cost-effective manner. • Approach to Scheduling and Timely Completion of Project and Schedule Recovery: The baseline schedule should properly identify the project scope, critical path, project milestones, target dates, phases and sequences of work, and activity durations. When significant activities show that they are slipping from the baseline, we work w ith the contractor to develop recovery plans.
• Management of Documents: We use an electronic file management system. All construction forms, daily dairies, weekly statement of working days, etc. are stored in our electronic file system, and are per Caltrans documentation system. We provide these documents at the end of the project to the client in organized files as well as pdf files. • Safety and Security: We hold meetings with the contractor to review and discuss safety and security requirements, OSHA conformance, emergency security and safety procedures, and enforce security and safety responsibilities. • Funding Closeout: We prepare necessary closeout documentation required by the funding agencies, submit final reimbursement documentation, follow-up on the reimbursements, and final funds balance report. • Project Closeout: We recognize that closeout is an important part of the construction process. It signifies that the new facility structure is ready to use. We methodically handle all closeout tasks to ensure a smooth transition from construction to occupancy.
• Methodology for Communication to Inform City on Work Progress: Key project team members will attend periodic project progress meetings with City staff throughout the project duration. • Electronic common project information and file sharing platform: We create and provide access to project participates a common project information and file sharing platform.

CUSTOMER CARE AND RESPONSIVE SERVICE APPROACH:
 Our services are founded on the principals of Total Quality Management for Total Customer Care and Satisfaction.  All telephone calls or e-mails received are returned within the same working day, or the following day. We take pride in our “Same Day Response” motto.
 Transtech also provides a 24-hour emergency contact number to its clients.  Customer Care means highest quality customer service. Transtech is committed to providing “Customer Care” to the City, City's patrons, including responding quickly and effectively to the walk-in, telephone, and electronic inquiries of the public related to our services. Responsiveness is an integral part of Transtech’s “Customer Care” service approach.
 Our Contract Principal will meet with the Client’s Project Manager frequently for service evaluation and address any areas for improvements.
 Responsiveness is an integral part of Transtech’s “customer friendly” service approach. While our service is always on an “as needed” basis, our responsiveness is on “full-time” basis.  Transtech understands the importance of being able to expedite certain projects, when requested, by the City.

Transtech has sufficient staff and resources to expedite projects.  We have a structured approach to execute projects in an efficient manner that makes Transtech capable of providing the City with the highest quality product. Transtech has established guidelines and policies, including written manuals on quality control, project management, and design procedures for its staff and for its contract cities.

These guidelines ensure a consistent approach to the execution of assignments undertaken by our organization in compliance with City’s specific procedures, standards and requirements.  Transtech is an ISO 9001 certified firm in Quality Management Systems, this certification is based on a number of quality management principles including a strong customer service focus

PROJECT DELIVERY, PLANNING AND EXECUTION APPROACH:

Project delivery, on time and on budget, may involve the process steps listed below:
• Active involvement early in the project and a thorough understanding of the agencies goals and objectives. • Management of scope and quality (i.e., is the available budget and the desired scope consistent and feasible?). • Identify deliverables, phasing, and overall project schedule. (This specifically includes project closeout Document Control Page 48 of 83
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PROPOSAL – 7. Proposed Method to Accomplish the Work 47 procedures. Never wait until the last minute to define expectations for project completion.) • Creation of a basic work breakdown structure. (This is also the time to consider potential alternatives.) • Identification of the critical activities and the required path from beginning to successful completion. • Assembly of necessary and effective team members.
• Identify the owner of the project and the project point of contact. • Identification of critical stakeholders and definition of their respective roles. • Establish the total project budget and the total project schedule. • Identification of milestone events required to evaluate and/or verify project performance. • Identify, assesses likelihood, mitigate, and assign potential risks. • Define quality control procedures, including code required special inspection and testing. • Define quality assurance procedures, including review and acceptance of special inspection reports and testing results.
• Monitor costs against the established budget and guard against unfunded scope creep. • Monitor actual progress against the established project schedule.

To be cost effective, the management of projects should be tailored to the actual project. Steps and processes that are required for some projects are not necessarily required to all projects. For the same reason, staffing should be tailored to meet the needs of the specific project, and available staffing should be shared among multiple projects where increased efficiency can be achieved.

PROJECT CONTROL SYSTEMS:

Project controls are essential to
keep complex construction
projects on budget and on time.

They help teams and
stakeholders identify emerging
risks early, before they become
expensive, time -consuming
problems. With advance
warning, these issues can be
mitigated or avoided
altogether. Project controls also
give leadership the data they
need to set realistic
expectations, manage
subcontractors, and plan with
confidence. During the course
of a project, program and
project managers use controls
to monitor time and cost
expenditures and compare
them to project lifecycle
forecasts. They also rely on them
to coordinate onsite execution
with the milestones established
during the design, procurement,
entitlement, and pre -
construction stages. The
benefits of project controls are
many. When they are put in
place and used appropriately,
they contribute to increased
efficiency, decrease in delays
and cost overruns, and fewer
claims and costly litigation.

SAMPLE DB PROJECT SCHEDULE: PROJECT DESIGN, AND PERMITTING (PRIMAVERA, P6) SAMPLE DB PROJECT SCHEDULE: CONSTRUCTION (PRIMAVERA, P6) Document Control Page 49 of 83
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PROPOSAL – 7. Proposed Method to Accomplish the Work 48 Our staff has experience with various document control software systems including Pro core, Autodesk ConstructWare (which has now become Construction Cloud), and Primavera P6. In our experience all major control software programs work basically the same way, and adapting from one software offering to another has a fairly small learning curve.

Because the specific software is generally a choice made by the prime contractor, our staff is ready to partner with any user of any program. That said, not all projects require the ‘fire power’ associated with an expensive, sophisticated control system. Sometimes an intelligently designed filing system that stores basic Word, Excel, PDF, and email documents in the cloud is all a project really needs.

Transtech has a proven track record for completing projects on time. As part of our role as Project Managers is to develop, review, update and manage the project schedules and confirm that tasks are scheduled within reasonable and appropriate timeframes. We constantly review, monitor and update the schedule to confirm it is in compliance with the original schedule and that related coordination with external/3 rd parties/regulatory agencies/utility companies, etc. are on track. If the look ahead schedule is not in compliance with the original schedule, we take appropriate actions to avoid potential delays. Our approach to Scheduling and Timely Completion of Project and Schedule Recovery includes having the contractor prepare a baseline schedule, which identifies the project scope, critical path, project milestones, target dates, phases and sequences of work, and activity durations. When significant activities show that they are slipping from the baseline, we work with the contractor to develop recovery plans.

ISSUES TRACKING SYSTEM:

An issue tracking system provides an easy way to document issues, assign responsible party, and view the status of how the issue resolution is progressing. Complete documentation of issues is critical to mitigate risks on current projects and prevent similar issues on future proj ects. When issue tracking is integrated with the p roject management system, all documentation, and communications related to the project become centralized to provide complete transparency into project status. Key components of effective issue tracking are:
• Date the issue was identified. This is important to document when the issue was first identified and how long an issue is open. Issues that have long resolution times could be further investigated by performing a root cause analysis. • Description. A thorough description of the issue along with potential impacts to a project should be noted. Including pictures or video along with pertinent annotations is vital to provide a visual reference to the issue documentation. • Issue Priority. When multiple issues need attention setting a priority of Low, Normal, or High will accurately present the hierarchy of which issues are most critical to impacting project success or need immediate resolution due to safety issues. • Responsible Party. By assigning the person(s) responsible for resolving the issue (e.g., in the issue tracking system) provides accountability. The transparency of an issue tracking system allows for the responsible parties to be held accountable for completing tasks and keeping the project moving forward.
• Due Date. The issue tracking system should provide the ability to set reminders for those tasks to ensure that due dates do not get missed which could jeopardize project closure dates. Setting reminders of due dates ensure that no tasks slip through the cracks! • Status. The visibility of issue status is essential for all project stakeholders to know if any progress is being made. If there are bottlenecks or further approvals needed, it is important that these items be documented and a plan of action created to resolve the issue.

Main benefits of an effective issues tracking system are:
• Lesser chance of delays; Enhanced operation visibility; More informed decision- making; Improved accountability; Prevents misunderstanding; Faster formulation of contingency plans; Improved accountability.

Following is a snap shot of issues tracking documents on a recent project Transtech s managing.

The project status and issues are discussed at weekly meetings with involved parties. Following is a screen shot of weekly meeting for the same project.

EXAMPLE OF ISSUES TRACKING DOCUMENT - C BLOCK DESIGN-BUILD PARKING STRUCTURE, CITY OF ONTARIO Document Control Page 50 of 83
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These weekly meetings also include review of 3-week look-ahead schedule. Following is a screen shot of weekly meeting for the same project discussing 3-week look-ahead schedule.

DUE DILIGENCE ACTIVITIES AND MEASURES:

Following are description of the due diligence activities and measures that maybe considered to avoid/minimize the occurrence/impacts of unforeseen conditions:
• In our view, due diligence is related to, but distinctly different from quality control and/or quality assurance. Due diligence, in this context, is the care and effort during all project phases, from project planning, design thru construction.
• Effective project controls part of the diligence activities, and lead to developing efficient measures and resolutions, and play an important role to keep complex projects on track. They help teams and stakeholders identify emerging risks early, before they become expensive, time-consuming problems. With advance warning, these issues can be mitigated or avoided altogether. Project controls also give the project team the data they need to set realistic expectations, and plan and manage the project with efficiently. • Also, when an unforeseen condition occurs, it is important to quickly assess the potential impact of such condition on the schedule and project’s critical path, and deal with the issue accordingly. For example, an unforeseen condition that may lead to potential delay and delay claims (in addition to direct construction work cost related to the condition), would have high priority, and may require to proceed with the work under specific monitoring of this specific work separately, while the facts and responsibilities are sorted out, and an appropriate change order is finalized.

SAMPLE SCREEN SHOT OF WEEKLY CONSTRUCTION MEETING ON LINE, PROJECT STATUS DISCUSSIONS AND REPORTING: DOCUMENT ON PROCORE SAMPLE SCREEN SHOT OF LOOK AHEAD SCHEDULE UPDATE, WEEKLY CONSTRUCTION MEETING ONLINE: SCHEDULE ON PRIMAVERA Document Control Page 51 of 83
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PROPOSAL – 7. Proposed Method to Accomplish the Work 50 • Identifying potential construction risks prior to the start of construction can lead to success. During preconstruction, review of construction and contract documents in an effort to identify risks or concerns prior to the start of construction, will minimize the potential of unforeseen conditions..

QUALITY ASSURANCE PROGRAM:

During construction, an effective Quality Assurance Program will ensure the materials and workmanship incorporated into project conform to the requirements of the contract plans and specifications including approved changes. We believe that quality control is the setting of minimum standards and/or quality requirements for the specific project. Quality assurance is the means by which the quality control measures will be monitored and/or enforced. We also believe that quality control and quality assurance measures need to be developed jointly with the client. To effectively establish quality control measures, we must understand the Agency’s specific expectations and/or level of desired quality for the specific project. Once the expectations have been defined, and the quality control measures established, the quality assurance measures can be established. A signi ficant part of establishing the quality assurance measures includes the timing of the measure. QC/QA can only be effective when the measures are applied and/or evaluated in a timely manner.

VALUE ENGINEERING:

Depending on a project’s size, complexity and the owner’s requirements, Value Engineering may also be considered.

The Value Engineering may consist of a systematic process of review and analysis of the project during the concept and design phases, by a multi -disciplined team of persons not involved in the project, may include recommendations such as:
• To improve the value and quality of the project.
• To provide the needed functions safely, reliably, and at the lowest overall cost. • To reduce the time to complete the project.
• To combine or eliminate otherwise inefficient use of costly parts of the original proposed design for the project.

APPROACH AND STRATEGY FOR MANAGING, NEGOTIATING, AND INCORPORATING CHANGES IN PROJECT SCOPE:

Our approach and strategy is structured based on minimizing cost and schedule impacts, while evaluating change orders in a timely, fair and equitable manner.

A number of different factors can influence the development of Change Orders on projects, which can result from either foreseen or unforeseen conditions and may include:
• Design Modifications; Errors and Omissions; Changed Conditions; Additional/Reduced Work S cope; Owner - Directed Schedule Acceleration or Slowdown; Work Sequencing; Adjustments to Unit Pricing; Force Majeure Delays; Added Cost Incentives; Delayed, Denied, or Restricted Access to a Project Site; Inappropriate Rejection of the Contractor’s Work; Delays to Owner-Supplied Services and Materials Our initial evaluation of a change order request incudes various elements:
• Is it already covered in the contract? Is it necessary to complete the work? Impact on the planned work? Will it affect or change th e contractor’s planned method of performing the work? Will it cause a work -character change? Impact on the contract time? Methods of payment? Are there sufficient contingency funds? If not, can additional funds be obtained soon enough to prevent delays? Impacts on any regulatory conditions, permits, utilities, etc..

Change Order Documentation:
• We prepare the change order in a clear, concise, and explicit manner. A change orders should be easily understood by third parties reviewing it what work was performed without further explanation.

Project Partnering: Based on project’s size and complexity, Project Partnering may also be considered:
• Partnering is a relationship between the owner and the contractor, formed in order to effectively complete the contract to the benefit of both parties. Through trust, cooperation and teamwork, the goal is to resolve conflicts at the lowest possible level.

COORDINATION WITH CITY:

Key project team members will attend periodic project progress meetings with City staff throughout the project duration.

We will maintain and establish and maintain a close working relationship with City staff. We will manage assigned projects, carefully control costs and resources, and complete assigned work on schedule. We will provide progress reports to the City at regular intervals.

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METHODS/PROCEDURES FOR DEVELOPING /PUBLISHING PROJECT STATUS REPORTS/RECORDS:

Project status reporting is another area where the solution should be tailored to the size and scope of the project being managed and the actual reporting product anticipated by the City. In addition to the size and scope of the project, the actual point in time of the project matters. For example, project status reporting for a design building project that is currently preparing bridging documents will be significantly different from the report that would be prepared once construction has commenced.

CONTRACT ADMINISTRATION APPROACH (CALTRANS LAPM) FOR FEDERALLY FUNDED PROJECTS (Primarily Transportation/Infrastructure Projects):

For construction contract administration, we follow guidelines similar to described in Caltrans Local Assistance Procedures Manual (LAPM). Maintaining complete and accurate files is an important aspect of managing federally funded projects.

Generally, whenever the local agency is unable to produce requested data or information, it is assumed by reviewing personnel that the required actions were either never performed or not properly recorded. Organized project fil es can minimize these negative assumptions. Organization and content of the project file is one indicator of effective and efficient management of the project by the resident engineer.

ADDITIONAL INFORMATION REGARDING DB DELIVERY APPROACH:

Transtech has extensive experience in managing DB Projects in compliance with CA Public Contract Code, CHAPTER 4.

Local Agency Design-Build Projects. (CAPCC, CHAPTER 4. Local Agency Design-Build Projects [22160 - 22169])

Design-Build ('DB')
Design-build contracts combine professional design services and construction services into a single contract with the owner. The o wner selects the successful DB- team based on performance specifications (also referred to as bridging documents). The performance specifications define what is owed by the DB-team to the owner.

Benefits of Design-Build:
• Greater flexibility in the contract award process.
• A single point of accountability (eliminates finger-pointing between designer and contractor). • Higher quality construction work.
• Fewer change orders.
• Fewer claims.
• Faster project completion.
• Lower project cost.
• Greater cost certainty.
• More opportunity for innovation.

Sample Work Tasks for a DB Project:

Following is a sample of work tasks for a DB Project:

SERVICES DURING SELECTION OF THE DESIGN-BUILD TEAM
Services provided during selection of the successful design-build team specifically include but are not limited to the following:
• Preparation of the Request for Pre -Qualifications (‘RFPQ’) Package required by the CPCC to prequalify potential design -build teams.
• RFPQ review and evaluation assistance.
• Assistance during preparation of the bridging documents. o Bridging Architect – Option 1: City may select an architect for the bridging documents from its on-call list. o Bridging Architect – Option 2: City may Assign this task to Transtech and Transtech will bring b ridging architect under its contact.
• Assistance during the City’s entitlement process.
• Preparation of the RFP for design-build services (issued to the pre-qualified potential design-build teams). • Assistance to the City during RFP preparation by the design-build teams. • RFP review and evaluation assistance (including potential interview and selection of the successful design-build team). • Award of Contract assistance to the successful design-build team.

SERVICES DURING DESIGN
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PROPOSAL – 7. Proposed Method to Accomplish the Work 52 Project Management services provided during design development and construction document preparation specifically include but are not limited to the following:
• Overall project coordination between City [as Owner], City [as Authority Having Jurisdiction (‘AHJ’)], the successful design build team, utility purveyors, and other vested stakeholders. • Project performance review, specifically including cost and schedule monitoring. This task specifically assumes that the design team will be required to design to the budget.
• Assistance with payment processing.
• Assistance with utility coordination.
• Coordination and approval monitoring from all AHJs having jurisdiction over any portion of this project. • Attendance as Owner’s Representative at design related meetings. • Monitoring and filing of all Project Record Documents developed during design. • Review the plans for conformance with the requirements of the City’s RFP and the Contract Documents where not directly related to code compliance. (Transtech assumes that all AHJ services will be provided by others, but Transtech will identify observed deficiencies where appropriate during develop of the design documents.) o Plan Check – Option 1: City may perform Building and Engineering Plan Check in-house. o Plan Check – Option 2: City may assign this task to Transtech and Transtech will perform building and engineering plan check. • Coordination assistance between DB team and City during City review as AHJ. This scope includes both plan review and approval, and permit issuance.
• Assistance during scoping, selection, and contract award for special inspection services. • Request for Information (‘RFI’) coordination between DB team, the City (as Owner), the City (as AHJ), and identified stakeholders.

SERVICES DURING CONSTRUCTION
Construction Management services provided during construction specifically include but are not limited to the following:
• Overall construction coordination between City (as Owner), City (as AHJ), the DB team, utility purveyors, and other vested stakeholders.
• Project performance review, specifically including cost and schedule monitoring. • Assistance with payment processing.
• Assistance with utility coordination and issues involving closure and/or use of public right of way. • Coordination and approval monitoring from all AHJs having jurisdiction over any portion of this project. • Attendance as Owner’s Representative at construction related meetings. • Monitoring and filing of all Project Record Documents developed during construction. • Assistance with special inspection and testing services and coordination of special inspection and testing efforts during construction. These services will be provided by a separate consultant under a separate contract to the City, but will be managed by Transtech.
• Transtech will monitor the construction for conformance with the requirements of the City’s RFP and the Contract Documents where not directly related to code compliance.

Note: It is assumed ‘Authority Having Jurisdiction’ (‘AHJ’) services are provided by various City Departments and/or Divisions or other City forces, which would include processing, plan review, permit issuance, and inspection by Building and Safety, Publi c Works, Engineering, and Planning. However, as an option, Transtech can also perform plan review and inspection as an extension of AHJ.

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FOLLOWING ARE FEW SAMPLE SCHEDULES FOR DB AND DBB DELIVERY METHODS, AND DIFFERENT TYPES OF PROJECTS:

Sample - DBB (Design-Bid-Build) Project Delivery Process and Schedule Document Control Page 55 of 83
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Sample - DB (Design-Build) Project Delivery Process and Schedule Document Control Page 59 of 83
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Sample - DBB (Design-Bid-Build) Construction (Park Project) Document Control Page 63 of 83
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Sample - DB (Design-Build) DB Entity Design-Construction (Parking Structure Project) Document Control Page 66 of 83
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Sample - DBB (Design-Bid-Build) Construction (Street Improvement Project) Document Control Page 70 of 83
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8. Fee Proposal

Below is Transtech’s Schedule of Hourly Rates.

Field Technician $80 - $90 Labor Compliance Analyst $140 - $145 Engineering Technician $90 - $100 Funds Coordinator $145 - $155 Assistant CAD Drafter $100 - $115 Office Engineer $140 - $150 Senior CAD Drafter $115 - $130 Construction Inspector $135 - $145 Associate Designer $130 - $145 Senior Construction Inspector $145 - $155 Senior Designer $145 - $160 Construction Manager $155 - $175 Design Project Manager $180 - $190 Resident Engineer $175 - $190 Assistant Engineer $110 - $120
Associate Civil Engineer $135 - $145 Public Works Inspector $135 - $145 Senior Civil Engineer $190 - $210 Senior Public Works Inspector $145 - $155 Traffic Analyst Technician $95 - $105 Supervising PW Inspector $155 - $165 Associate Traffic Analyst $140 - $150
Senior Traffic Analyst $150 - $160 Survey Analyst $140 - $145 Professional Transportation Planner $160 - $175 Senior Survey Analyst $145 - $150 Traffic Engineer Technician $90 - $100 2-Man Survey Crew $330 - $340 Associate Traffic Engineer $135 - $145 Survey & Mapping Specialist $175 - $185 Traffic Engineer $160 - $175 Licensed Land Surveyor $200 - $210 Senior Traffic Engineer $175 - $195
Project Manager $175 - $195 Funds Analyst $140 - $145 Senior Project Manager $195 - $215 Senior Funds Analyst $145 - $155 Deputy City Engineer $160 - $180 Grant Writer $160 - $170 City Engineer $180 - $195 Funds & Grant Project Manager $180 -- $190 Principal Engineer $195 - $215
Community Development Technician $75 - $85
Permit Technician $70 - $80 Planning Technician $85 - $95 Plan Check Technician/Analyst $100 - $120 Assistant Planner $95 - $115 Building Inspector $120 - $125 Associate Planner $115 - $135 Senior Inspector $125 - $135 Senior Planner $135 - $160 Plans Examiner/Checker $135 - $150 Planning Manager $160 - $180 Plan Check Engineer $150 - $160
Deputy Building Official $150 - $160 Administrative/Clerical $65 -- $75 Building Official $160 - $170 Project Accountant $75 -- $85 TRANSTECH ENGINEERS, INC.

SCHEDULE OF HOURLY RATES
Effective through June 30, 2023
Rates are average ranges, negotiable and can be adjusted to establish a fee for each assignment based on the specific project’s scope, when such projects are identified by the City.

The above fees are increased each year July 1st automatically by the percentage change Los Angeles-Long Beach-Anaheim California Consumer Price Index-All Urban Consumers (“CPI-U”) for the preceding twelve-month period as calculated for February by the U.S. Department of Labor Bureau of Labor Statistics and published by the United States Bureau of Labor Statistic.

FUNDING & GRANT WRITING

PLANNING

ADMINISTRATIVE STAFF

SURVEY AND MAPPING

PUBLIC WORKS INSPECTION

BUILDING & SAFETY

ENGINEERING CONSTRUCTION MANAGEMENT
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9. Insurance

Below is Transtech’s Current Insurance Certificate.

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Transtech currently has an executed contract with the City and has complied with City’s requirements.

If selected by the City for this project, we will appreciate the opportunity of having our Attorney discuss the final contract language to ensure our insurance is in compliance with current laws and regulations and meets the City’s requirements.

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10. Litigation

Below is Transtech’s 5 Year Claims & Litigation History.

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11. Other Information

a. Demonstration of record of staffing tasks efficiently and completing projects on time and within the allocated budget

Transtech is well known in providing Cost Effective Services on time and within budget with a customer friendly and responsive approach.

Transtech has been in business for 33 years. We are providing municipal services to approximately 70 public agencies.

Transtech has a large pool of well experienced staff and resources readily available to provide requested services, and respond to requests in a timely, efficient, and cost-effective manner.

Our staff and resources include approximately 200, including building officials, plan checkers, inspectors, permit technicians, engineers, project managers, designers, plan checkers, inspectors, construction managers, traffic and transportation analysts, technicians, support personnel.

Our service philosophy is defined by our unique “Customer Care” approach in delivering our services in an efficient, cost-effective, timely and customer friendly manner:
 Our services are founded on the principles of Total Quality Management for Total Customer Care.  Transtech understands the importance of being able to expedite certain projects, when requested, by the City. Transtech has sufficient staff and resources to expedite projects.  We have a structured approach to execute projects in an efficient manner that makes Transtech capable of providing the City with the highest quality product. Transtech has established guidelines and policies, including written manuals on quality control, project management, and design procedures for its staff and for its contract cities.
 All telephone calls or e-mails received are returned within the same working day, or the following day.

We take pride in our “Same Day Response” motto.
 Responsiveness is an integral part of Transtech’s “customer friendly” service approach.  We will strive to enhance the City’s image by public trust to be the most desirable community to live, invest and conduct business.
 Customer Care means highest quality customer service. Transtech is committed to providing “Customer Care” to the City, City's patrons, responding quickly and effectively to the walk -in, telephone, and electronic inquiries of the public related to our services.

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Following are excerpts from our client references in reference letters we have received:

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b. Description of community involvement

Community Benefit Enhancement (CBE):

Our goal is not just to serve as a consultant (which is what we are best at) but to also be an active partner with our clients and further enhance the City’s reputation as an ideal community to live, invest, work, and play. We are deeply committed to maintaining our partnership with our valued customers, its community, and remain open and enthusiastic to receiving input on how to best serve the City's needs today and in the future.

Following are some of the CBE programs we have are proud to be part of:

Transtech’s First Responders Appreciation Initiative:

Giving back to the
communities we serve is part
of our service philosophy. In
response to the global
pandemic and the many
challenges local businesses
experienced, the Transtech
Engineers team developed
and implemented a unique
First Responders Appreciation
Initiative that collaborates
with local Chambers, supports
local restaurants, and
Traffic Engineering Workshop &
Pedestrian School Safety
Discussion
Embracing Latina Leadership
Alliances (ELLAS)
High School Enlistee Recognition
Ceremony Through “Our
Community Salutes”
Cal Poly Pomona's Transtech
Engineers Scholarship Program
Youth Committee Pedestrian Safety
Booth
Girls Leadership & Mentoring
(GLAM) Workshop At Magnolia
Science Academy
STEM Workshop At The Annual
Geranium Festival & Artwork
STEM Booth at the Concerts In
The Park
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appreciates our community’s First Responders. The Transtech team personally picks up the meal orders and delivers them to our First Responders. So far to date, we are proud to share that Transtech’s First Responders Appreciation Initiative has provided over 350 meals and beverages from 13 local restaurants in 8 cities serving 6 Police/Sheriff Stations and 13 Fire Stations.

c. Description of any previous involvement with the City

Community Activities in the City of Ontario:

The Transtech Team is committed to providing technical services and support to the City of Ontario as well as actively engaging with the community through supporting, attending, and organizing variou s civic and community activities in the City. At Transtech, we are committed to the progress, health, and well-being of the communities we serve. This is something that we take pride in as a company.

In services and partnership with the City of Ontario, we have a proven record of active engagement in City and Community events. This includes involvement or presence at City programs or events, youth/school events, scholarship opportunities, community service, or and other ways to serve the community.

Our goal is to not only serve as your consultant but as an active community partner with our clients to further enhance the City’s reputation as an ideal community to live, invest, work, and play. We are deeply committed to maintaining our partnership with our valued customers, its community, and remain open and enthusiastic to receiving input on how to best serve the City's needs today and in the future.

Transtech is actively engaged with the City of Ontario and neighboring communities. Below is a list o f some of the City of Ontario related community programs we are proud to partner with:
 2020 Annual Employee Appreciation Holiday Event
 2021 Employee Recognition Dinner
 2021 Promise Scholars Golf Tournament
 2021 Annual Employee Appreciation Holiday Event
 2022 Ontario State of The City
 2022 Promise Scholars Golf Tournament
 2022 Citizens for a Strong Ontario Campaign
 2022 Annual Employee Appreciation Holiday Event
 2023 Ontario State of The City Address
 2023 Promise Scholars Golf Tournament

d. A statement that the Proposer has no conflicts of interest in connection with providing the Services

Transtech has no conflicts of interest in connection with providing the Services.

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12. Certification of Proposal

“The undersigned hereby submits its proposal and, by doing so, agrees to furnish services to the City in accordance with the Request for Proposal (RFP), and to be bound by the terms and conditions of the RFP.”

Ali Cayir, PE
Principal

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13. Appendices

a. Proof of DIR Registration

Page 3 ends

Ontario City CouncilMarch 5, 2024

Ontario City Council
March 5, 2024