Agenda packet — Rancho Cucamonga City Council, June 7, 2023 (part 2 of 6)

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If only one Solicitation response is received, the City reserves the right to discard the response, re-bid or proceed with a Solicitation review and negotiations.

Solicitation responses are due on the date and time indicated in the above schedule of events. Submittals shall be submitted electronically via Planet Bids; no paper Solicitation responses will be accepted. Solicitation responses must include the information required by this Solicitation.

3.1. COVER LETTER / INTRODUCTION
Solicitation responses must include the complete name and address of Consultant and the name, mailing address, and telephone number of the contact person regarding the Solicitation response. A signature by an authorized representative must be included on each Solicitation response. Said signature will be considered confirmation of the Consultants ability and willingness to comply with all provisions stated herein.

3.2. TABLE OF CONTENTS
The Table of Contents must be a comprehensive listing of the contents included in your Solicitation response.

This section must include a clear definition of the material, exhibits and supplemental information identified by sequential page numbers and by section reference numbers. Each section of the Solicitation response will be separated by a title page at the beginning of each section.

3.3. EXECUTIVE SUMMARY
The Executive Summary shall condense and highlight the contents of the Consultant’s Solicitation response to provide the Evaluation Committee with a broad understanding of the Consultant’s approach, proposal, experience and staffing.

3.4. EXPERIENCE
The Consultant shall provide a concise statement demonstrating the Consultant’s qualifications, experience, expertise, and capability to perform the requirements of this Solicitation. Provide a brief history of your company, including;
•
•
•
The number of years in business,
The firm’s service commitment to customers,
If the firm is involved in any pending litigation that may affect its ability to provide its proposed solution or ongoing maintenance or support of its products and services.

A statement as to whether your firm is an individual proprietorship, partnership, corporation, or private nonprofit firm, and the date your company was formed or incorporated. •
__________________________________________________________________________________________________

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3.5. THIRD-PARTY / SUBCONTRACTORS
If the Consultant intends to subcontract, a detailed list of any sub-contractors, partners, or third-party Consultants who will be involved in the implementation of the proposed services including but not limited to:
•
•
Description of the Consultant’s experience with each of the proposed subcontractors, Three (3) customer references for each subcontractor to include references names, addresses, and telephone numbers, for products and services like those described in this Solicitation, • Describe the specific role of each.

3.6. STAFF BIOGRAPHIES
Submit the resumes of the individuals who will be performing the services for the City. Resumes shall be formatted in the following order:
•
•
•
Position with the Company,
Length of time with the Company,
Licenses, registrations, and certifications as required by law to perform the Scope of Work described herein,
•
•
•
•
Educational background,
Role in the Project,
Experience with the minimum requirements stated herein, Work history on similar or like projects with the other municipalities.

3.7. SOLICITATION RESPONSE
Consultants are required to provide a full, detailed response to the City ’s Scope of Services which are identified herein. Consultants should be as thorough as possible in their response as it may be the only opportunity to convey information regarding your business, ability and required qualifications to complete the services needed.

A Solicitation Response will not contain any cost information, the only place cost can be provided is in Planet Bids in the line items. Solicitation Responses are to be attached in Planet Bids system under the Response Types “Proposal Response” tab.

3.8. EXHIBITS A THROUGH H
The following named Exhibits A through H are a requirement and must be complete and signed where required.

Exhibits are not to be included in your proposal response. All referenced Exhibits must be submitted in Planet Bids system under the Response Types, Exhibits A – G, H. Failure to comply with this instruction will deem your Solicitation submittal as non-responsive.
__________________________________________________________________________________________________

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3.9. NON-DISCLOSURE CONFLICT OF INTEREST
Specify any possible conflicts of interest with your current clients or staff members and the City. A signed “Exhibit A, Conflict of Interest and Non-Disclosure Agreement” included herein must be submitted under the Planet Bid Response Types, Exhibits A – G, H.

3.10. PROFESSIONAL SERVICE AGREEMENT
In addition to the acceptance of the City ’s Terms and Conditions, the successful Consultant will be required to enter into a Professional Services Agreement (“PSA”) with the City, a “Sample” of which is attached in the City ’s bid system for review. All requirements of said PSA must be completed by the successful Consultant and signed by both applicable parties prior to any services being rendered. This Solicitation sets forth some of the general provisions which may be included in the final PSA. In submitting a response to this Solicitation, Consultant will be deemed to have agreed to each clause unless otherwise indicated in “Exhibit B, Professional Services Agreement Exceptions Summary” and the City agrees to either accept the objection or deviation or change the PSA language in writing. Failure to raise any objections at the time of this Solicitation response submittal will result in a waiver of objection to any of the contractual language in the PSA at any other time. The signed Exception Summary must be submitted in Planet Bids system under the Response Types tab Exhibits A – G, H.

3.11. ACKNOWLEDGEMENT OF INSURANCE
Consultants must meet all insurance requirements as outlined in the Professional Services Agreement. Ability to comply with said requirements must be indicated with signature of “Exhibit C, Acknowledgement of Insurance Requirements and Certification of Ability to Provide and Maintain Coverages Specified”. The awarded Consultant will be responsible for providing the required Certificates of Insurance and must be the Named Insured on the Certificates. Certificates of Insurance from any other entity other than the awarded Consultant, will not be accepted. The signed Acknowledgement of Insurance must be submitted under the Planet Bid Response Types, Exhibits A – G.

3.12. ADDENDUM ACKNOWLEDGEMENT
The Consultant shall hereby acknowledge they have received all posted Addendums, if any. It is the Consultant’s responsibility to log into the Bid System to identify and download the number of addenda that have been posted. Addenda issued in correspondence to this Solicitation shall be considered a part of this Solicitation and shall become part of any final Contract that may be derived from this Solicitation. Consultants must indicate their acknowledgement of any Addendums by way of signature on “Exhibit D, Addendum Acknowledgement” and must be submitted under the Planet Bid Response Types, Exhibits A – G.

3.13. DEBARMENT AND SUSPENSION
Bidding Consultants must verify by way of signature to “Exhibit E, Consultant Certification Form” that they __________________________________________________________________________________________________

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3.14. PARTICIPATION CLAUSE
Consultants shall provide a completed “Exhibit F, Participation Clause”, must be submitted under the Planet Bid Response Types, Exhibits A – G. This will indicate a Consultants agreement to or not to allow other entities to utilize the Solicitation response and awarded contract as a piggyback option.

3.15. SIGNATURE OF AUTHORITY
“Exhibit G”, Signature of Authority must be submitted under the Planet Bid Response Types, Exhibits A – G.

Unsigned Solicitation responses will not be accepted. The Signature of Authority declares that the Consultant has carefully examined the instruction indicated herein including all terms and condition and specifications, and hereby proposes and agrees, if the Consultants Solicitation response is accepted, Consultant agrees to furnish all material in accordance with the instruction and specifications in the time and manner prescribed for the unit cost amounts set forth in the Consultants Solicitation response.

3.16. COMPANY REFERENCES
Provide a minimum of four (4) references, preferably with other municipalities in which similar services are being performed. References must be for work performed or completed within the past three (3) years. “Exhibit H, Reference Worksheet”, must be complete and uploaded into the Planet Bid system under the “Response Type” section identified as “Exhibit H”. While the Reference Worksheet accompanies your Solicitation response it is not to be discussed in any other area of the Solicitation response other than the “Response Type, Exhibit H” in Planet Bids.

3.17. LINE ITEM PRICING
Line item pricing for this Solicitation must be provided directly in the Planet Bids system under the “Line Items” tab. This pricing is not an estimate and is firm fixed price for each item listed. Consultant’s pricing quotes outside of the pricing listed in Planet Bids under the “Line Items” tab will not be accepted or considered for award. Any additional cost required should be noted in the additional cost line item and a summary of the cost provided in the notes section of the line item. While Line item pricing accompanies your Solicitation response it is not to be discussed in any other area of the Solicitation response other than the “Line Item” tab in Planet Bids. The City will not be obligated to any estimated pricing or pricing not identified in the “Line Item” tab in Planet Bids.

Failure to provide the required Line Item pricing in the required format will cause Consultants Solicitation response to be considered as non-responsive and be eliminated from proceeding any further in the process. __________________________________________________________________________________________________

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4. SCOPE OF WORK

4.1. BACKGROUND AND PURPOSE
The Consultant selected based on this SOQ process must be capable of providing full architectural services through the planning, design, and construction phases of all City projects. The Consultant selected must have the experience to provide architectural design services for new construction, expansions, modernization, and/or renovation of various City sites. Some of the work involved relates to bringing existing City buildings into compliance with current regulatory requirements including (but not limited to) the California Building Code and the American with Disabilities Act (ADA). Components of the work will include civil, structural, electrical, mechanical, and plumbing systems. These projects are spread over the City’s entire geographic area.

The City intends to procure these services on a continuing as-needed and as-requested basis. The City reserves the right to select the specific locations for the work to be done by the Consultant; general description of the work as follows:

Programming involves the development or refinement of proposed space programs. Programs may include descriptions of functions, spatial requirements, circulation and adjacencies, special equipment, and furnishings. Program criteria shall consider ADA, egress, fire life safety and other building code requirements, and shall address the flexibility needed to accommodate the issues necessary for functionality by the end users. Work may include assisting the City in preparing for and presenting information to department heads and the members of the City Council in public meetings related to projects.

Site Planning involves the development or refinement of proposed site layouts. Site Plans may include, but not be limited to, building configurations and massing, parking layouts, landscaping and irrigation, drainage systems, site amenities and utility coordination, including compliance with Low Impact Development (LID) and other storm water requirements.

The development of schematic and design development, permit submittal, construction documents and As-built drawings to be submitted in both hard copy and digital format. The selected consultants shall be required to provide permit submittal drawings and pro-actively respond to plan check comments to ensure permit approvals in a timely manner. The consultant will prepare construction documents sufficient to provide the level of detail necessary to communicate the project intent and constructability to obtain competitive bids through the public agency procurement process. The selected consultants shall be responsible for all elements of design coordination.

Cost estimates shall be based on current known pricing of labor and materials. Services may include, but not be limited to, consultation with and support of the City in space planning for __________________________________________________________________________________________________

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Support services during construction shall include timely professional service support to the City in responding to Contractors’ Requests for Information (RFI), evaluation of shop drawings and material submittals, construction observation reports and review of change orders.

Attendance at and participation in design review and onsite construction meetings, documentation and preparation of meeting minutes will be required where appropriate.

Some anticipated projects over the next couple of years may include some or all the following components:
▪ Renovation and modernization of City facilities pertaining to restrooms, offices, and ADA upgrades
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▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
▪
Replacement or upgrades of Fire Alarm Systems
Replacement of Fencing
Replacement of HVAC systems
Replacement of Facility Roofs
Replacement of Building Waterproofing Systems
Replacement of Carpet and Seating
Replacement of Lighting and Control Systems in Facilities Replacement and Upgrades to Technology Infrastructure
Sports Lighting Design and Replacements at City Parks and Facilities Implementation of Safety and Security Upgrades
Design of Solar Infrastructure
Addition of Energy Management Systems
Water Conservation and Landscape Renovations
Replacement of Playground Equipment and Surfacing at City sites Electric Vehicle Charging Infrastructure Design at City Facilities.

4.2. CONSULTANT RESPONSIBILITIES
Consultant shall attend a “Kick-off” meeting, such as a pre-bid or pre-construction with City staff. Consultant shall prepare and distribute meeting minutes. Monthly meetings are not required, it is assumed that meetings will only be held when needed as projects move forward.

Consultant shall maintain a current "Action Item" list.

Consultant shall maintain a "Critical Path" project schedule. This schedule shall be updated by the Consultant at appropriate intervals during a project.
__________________________________________________________________________________________________

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Consultant shall notify and coordinate with utility companies. Relevant utilities shall be shown on the plans.

Consultant shall provide two hard copies of the draft plans and electronic submittals to the City for review with each submittal.

Consultant shall provide the City with cost estimates.

Consultant shall provide the final approved plans on Mylar sheets along with electronic copies.

Consultant shall provide a bid schedule and special provisions in a format suitable for inclusion in the City's Standard Contract Documents.

4.3. MINIMUM QUALIFICATIONS
To qualify for inclusion on the Prequalified List and be eligible for selection as an On-call consultant, the Consultant must meet the following minimum requirements:

Five (5) years of public project design experience.

The Consultant must be licensed in the State of California.

Demonstrable and verifiable references with contact information of successfully completed design and construction projects on schedule and within design and construction budgets.

The names, qualifications, and scope of work to be performed by any sub-consultants who have extensive experience in the specific discipline of the design work they will provide to the team.

Demonstrate sufficient named/designated staff and resources to meet the requirements of the contract including redundancy of qualified personnel such that key persons can be readily replaced, with City’s pre-approval, in the event of illness, employment change, or other unforeseen reasons.

4.4. CONTRACT TERM
The initial contract period, after the award of contract by City Council and Fire Board, shall commence upon the date of mutual execution by all parties and continue through June 30, 2026. The contract may be extended for two (2) additional one (1) year terms upon agreement of both parties and City Council approval.

4.5. PRICING
The services will be paid in accordance with Consultant’s hourly rate(s) as shown on the “Line Items” tab where Consultants shall submit all required pricing. Hourly rate(s) shall cover the cost of staff time and all other direct and indirect costs and fees, including vehicle, cell phone, computer, laptop, I-Pad and other equipment necessary to perform the services.
__________________________________________________________________________________________________

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5. EVALUATION AND CONSULTANT SELECTION PROCESS

5.1. INITIAL SCREENING
All Solicitation responses will undergo an initial review to determine responsiveness to the instructions herein.

Those Solicitation responses initially determined to be responsive by meeting the Solicitation requirement as indicated herein will proceed to the next phase of the evaluation process.

5.2. EVALUATION ACTIVITIES
Solicitation responses deemed as having met the standard Solicitation requirements as indicated herein are then evaluated by an Evaluation Committee. The Solicitation submittals are scored and assigned a ranking of one (1) through ten (10), ten being the highest possible score. The following criteria have been assigned percentages that the criteria will be scored against, based upon but not limited to the following evaluation criteria factors:

Criteria
Assigned
Criteria Description Percentage
Consultant Expertise 15%
Consultant’s competence to perform the required services as indicated by technical training, education and skillset of the firm’s personnel who would be assigned to perform said services 15%
Extent to which the Consultants services or goods meet the City ’s needs 15%
10%
20%
Cost
Consultant’s understanding of the City’s Scope of Services and overall quality of work plan; logic, clarity, and specificity of work plan Consultant’s management approach and organization of team including project communication, schedule, and budget control 15% 10%
Past performance with the City or other government entity or previous clients with respects to factors such as control of costs, quality of work, and meeting of deadlines

5.3. COST EVALUATION
Cost Proposals are evaluated and scored based on the following calculations; __________________________________________________________________________________________________

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5.4. REFERENCE CHECKS
If determined to be required reference checks are conducted by the Procurement Division and the requesting department may or may not be present during the process. The reference checks may be conducted by phone with the information being scribed or conducted by a written form, submitted to the Consultant’s reference contact. Reference contacts will be asked several predetermined questions for response and to provide a score from one (1) to ten (10), ten being the highest. Scores are then tabulated and added to the spreadsheet with the criteria scores. It is imperative that Consultants provide up to date and accurate information regarding contact information for reference checks. All scores are then tabulated into the final Consultant ranking.

Evaluators do not see the Consultant References or pricing line items. The proposed pricing is evaluated by the Procurement Division during the initial review of the Solicitation response, only to ensure that the proposed cost is not over the City ’s budgeted amount or Not-to-Exceed amount for the project.

5.5. DEMONSTRATIONS/ INTERVIEWS
Upon completion of the Solicitation evaluations and data analysis, and only if necessary, selected top ranked Consultants will be provided an opportunity to interview and conduct a demonstration or presentation to further expand on their Solicitation response. Consultant interviews/demonstrations are scored and assigned a ranking of one (1) through ten (10), ten being the highest possible score, based upon but not limited to the evaluation criteria factors as stated within the Solicitation.

5.6. FINANCIAL DOCUMENTATION
Consultants that proceed to the short-list may be required to submit financial documentation as proof of its firm’s financial stability and strength. A financial review will be conducted by the City Finance Department.

Should a Consultant wish for its financial documentation to be treated as proprietary or be returned upon completion of the review, the documentation must clearly be marked as such. The following documentation will be required of each Consultant on the short-list:
•
•
•
A copy of the Consultant’s most recent annual report.

Audited (by a third party), balance sheets and income statements for the past three (3) years.

If audited data is not available, Consultant shall submit copies of complete tax returns for the past three (3) years.
•
•
Describe any regulatory censure and past or pending litigation related to services provided by the Consultant.

Indicate all applicable information regarding Consultant ownership changes in the last three (3) years.
__________________________________________________________________________________________________

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5.7. BEST AND FINAL OFFER
Upon completion of Consultant presentations, the City reserves the right to conduct pre-award discussions and/or pre-contract negotiations with all or only top ranked Consultants. At which time the City may request a Best and Final Offer to be submitted from one or all finalists.

5.8. CONSULTANT SELECTION
The final Consultant selection is based on which Consultant is the most responsive, meeting the City’s requirements, offering the best value at the most competitive price. The City is not obligated to award to the lowest price proposal.

The City may conduct negotiations with several Consultants simultaneously. The City may also negotiate contract terms with the selected Consultants prior to award. The City, at its sole discretion, reserves the right, unless otherwise stated, to accept or reject all or any Solicitation responses, or any part thereof, either separately or to waive any informality and to split or make the award in any manner determined to be in the best interest of the City.

5.9. LETTER OF INTENT TO AWARD
After a final Consultant selection is determined, a Letter of Intent to Award (LOI) will be posted for review by all participating, responsive Consultants. Negotiations shall be confidential and not subject to disclosure to competing Consultants unless an agreement is reached. If contract negotiations cannot be concluded successfully, City may negotiate a contract with the next highest scoring Consultant or withdraw the Solicitation entirely.
__________________________________________________________________________________________________

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I do not have specific knowledge of confidential information regarding Solicitation responses received in response to the Request for Statement of Qualifications and Proposal (“Solicitation”) #21/22-500 for On-Call Architectural Services – Qualified Consultants List.

I agree not to disclose or otherwise divulge any information pertaining to the contents, status, or ranking of any Solicitation response to anyone. I understand the terms and "disclose or otherwise divulge" to include, but are not limited to, verbal conversations, written correspondence, reproduction of any part or any portion of any Solicitation response, or removal of same from designated areas.

I, the undersigned, hereby certify that the following statements are true and correct and that I understand and agree to be bound by commitments contained herein.
______________________________________
______________________________________
(Print Name)
(Relationship to the City)
______________________________________
______________________________________
(Relationship to the Consultants)
(Signature)
______________________________________ (Date)
Exhibits are not to be included in your bid response. All referenced Exhibits must be submitted in Planet Bids system under the Response Types, Exhibits A – G, H.
__________________________________________________________________________________________________

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OR
_____ Consultants proposes exceptions to the PSA.

Summarize all exceptions on a separate document. Enclose a written summary of each change and title as “Exception Summary”, which shall include the Consultants’ rationale for proposing each such exception. Each exception must be labeled with the Section number in the PSA. Failure to properly reference exceptions in the submitted summary may deem the response as non-responsive. ___________________________________
Signature
___________________________________
Printed Name
___________________________________
Title
___________________________________
Date
Exhibits are not to be included in your bid response. All referenced Exhibits must be submitted in Planet Bids system under the Response Types, Exhibits A – G, H.
__________________________________________________________________________________________________

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The City of Rancho Cucamonga
Request for Statement of Qualifications (“SOQ”) and Proposals (“RFP”) #21/22-500 for
On-Call Architectural Services – Qualified Consultants List __________________________________________________________________________________________________ “EXHIBIT C, ACKNOWLEDGMENT OF INSURANCE REQUIREMENTS AND CERTIFICATION OF ABILITY TO PROVIDE AND MAINTAIN COVERAGES SPECIFIED”
I, _______________________________ the ______________________________________________ (President, Secretary, Manager, Owner or Representative) of __________________________________________________________________, certify that the (Name of Company, Corporation or Owner)
Specifications and General Provisions regarding insurance requirements as stated within the Professional Services Agreement (PSA), for the Purchase Contract designated Request for Statement of Qualifications and Proposal (“Solicitation”) #21/22-500 for On-Call Architectural Services – Qualified Consultants List have been read and understood and that our Consultants is able to provide and maintain the coverage as specified in the PSA. Failure to provide said coverage, upon request to finalize the PSA prior to award shall be enough cause for immediate disqualification of award. Failure to maintain said coverage shall result in termination of the contract.
___________________________________
Signature
___________________________________
Printed Name
___________________________________
Title
___________________________________
Date
Exhibits are not to be included in your bid response. All referenced Exhibits must be submitted in Planet Bids system under the Response Types, Exhibits A – G, H.
__________________________________________________________________________________________________

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I acknowledge that if Consultants or any of its subcontractors subsequently are placed under suspension or debarment by a local, state or federal government entity, or if Consultants or any of its subcontractors subsequently become delinquent in California taxes, our Proposal will be disqualified. ___________________________________
Signature
___________________________________
Printed Name
___________________________________
Title
___________________________________
Date
Exhibits are not to be included in your bid response. All referenced Exhibits must be submitted in Planet Bids system under the Response Types, Exhibits A – G, H.
__________________________________________________________________________________________________

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Successful Consultants will extend prices as proposed herein to other governmental agencies, please specify.

YES __________ NO _________
Exhibits are not to be included in your bid response. All referenced Exhibits must be submitted in Planet Bids system under the Response Types, Exhibits A – G, H.
__________________________________________________________________________________________________

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THE CONSULTANT IN SUBMITTING THIS SOLICITATION RESPONSE MUST FILL IN THE FOLLOWING INFORMATION.

FAILURE TO DO SO MAY DEEM YOUR SOLICITATION RESPONSE AS NON-RESPONSIVE.

Company Name: Address:
(Street, Su. # City, State, Zip)
Telephone #:

Fax #:

E-mail address:

Authorized Representative: (print)
Signature:

Web Address:

Title:

Date:

Exhibits are not to be included in your bid response. All referenced Exhibits must be submitted in Planet Bids system under the Response Types, Exhibits A – G, H.
__________________________________________________________________________________________________

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Reference 1
Company Name
Contact Name and Title
Company Address
Contact Telephone Number
Contact Email
Description of Comparative Services and
Project Cost (please be specific)
Reference 2
Company Name
Contact Name and Title
Company Address
Contact Telephone Number
Contact Email
Description of Comparative Services and
Project Cost (please be specific)
__________________________________________________________________________________________________

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City of Rancho Cucamonga
RFP #21/22-500
On-Call Architectural Services
1650 Spruce Street
Suite 300
Riverside, CA 92507
951.682.0470
listen. DESIGN. deliver

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1650 Spruce Street, Suite 300
Riverside, CA 92507
October 27, 2021
City of Rancho Cucamonga
Procurement Division
10500 Civic Center Drive
Rancho Cucamonga, CA 91730
(Submitted via the Planet Bids “Proposal Response” tab per RFQ Section 3.7.) Re:ꢀ RequestꢀꢀforꢀStatementꢀofꢀQualiﬁcationsꢀ(“SOQ”)ꢀandꢀProposalsꢀ(“RFP”)ꢀ#21/22-500ꢀꢀꢀꢀꢀ ꢀ ꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀꢀOn-CallꢀArchitecturalꢀServicesꢀ–ꢀQualiﬁedꢀConsultantsꢀList Dear Mr. Wittkopf, Public Works Services Director, and Members of the Selection Committee:

DLR Group welcomes this opportunity to assist the City of Rancho Cucamonga with On-Call Architectural Services.

We understand the nature of on-call contracts and are committed to providing the responsiveness, technical expertise, and local resources necessary to ensure the best suited project team for each assignment as they arise.

We bring to the City of Rancho Cucamonga:

Commitment to the City of Rancho Cucamonga. Our team is led by Sr. Project Manager Andrew Thompson and Project Manager Roberto Marquez, as well as Principal-in-Charge Christopher Lawrence, who have all consistently served the city over many years – in fact, Andrew and Roberto have partnered directly with various departments within the city for over 6 years, including the Fire Protection District, City Manager’s Oﬃce, Engineering, and Public Works. We understand and respect the standards, policies, and processes of the City as well as its associated review agencies. We share in the belief of a process that seeks to promote economic vitality, environmental awareness, best practices, effective community relations, quick response time, and the ﬁnest customer serviceElevate the Human Experience
a t h n r d o u e g n h g i o n u e r e r p s a w r t n o e r k r s c h l o i p s . e l y with project stakeholders to establish a clear, mutual understanding of expectations TechnicalꢀExpertise. We have successfully applied technical problem-solving and innovative design thinking to the complexities of renovation and modernization work, especially within the public setting. Our architects through Design
and deliverables. We prioritize aligning with budget, schedule, and project requirements throughout every step in the design process. We value the knowledge, experience, and skills of every team member and discipline—from the client and design consultants to the construction manager and contractors—and we leverage each person’s contribution for the beneﬁt of the project at every phase. Together, we have the capabilities and versatility to address every assignment or challenge that may arise.

DepthꢀofꢀResources. Our deep bench of multidisciplinary experts, as well as qualiﬁed and reputable subconsultants with whom we have successful relationships, facilitates our ability to surge or scale back support as needed to follow through on commitments. Our team organization, methodology, and technological setup bring together the best of both worlds—cost competitive, hands-on, real-time service and leadership through our local oﬃce in Riverside, which has served the Inland Empire for over 35 years and world-class expertise and innovation drawing on our ﬁrm’s collective resources, industry relationships, and best practices.

ClientꢀFirstꢀMentality. The clients and contractors that we have worked with can attest to our dedication to serving as a trusted partner. We encourage you to contact them about their experience working with us. It is our commitment to their satisfaction that has resulted in numerous repeat clients and partnerships, and we hope to count the City of Rancho Cucamonga among them.
listen.DESIGN.deliver
Riverside and locations worldwide

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Thank you for considering DLR Group for this important contract. We’re committed to providing the City with the highest level of professionalism and collaboration, and we’re excited to get started.

Sincerely,
DLRꢀGroup
Andrew Thompson LEGAL FIRM NAME:

Sr. Project Manager and Client Leader

PRIMARY CONTACT
[email protected]
m: 909/471-1518
DLR Group inc., a California corporation
ContentsADDRESS:
1650 Spruce Street, Suite 300
Riverside, CA 92507
COVER LETTER 03
TABLE OF CONTENTS 05MAIN PHONE:
951/682-0470 EXECUTIVE SUMMARY 07Christopher Lawrence, AIA, LEED AP BD+C Principal-in-Charge

AUTHORIZED SIGNER
[email protected]
m: 909/908-1233
DLR GROUP’S EXPERIENCE 11
THIRD-PARTY / SUBCONTRACTORS 29
STAFF BIOGRAPHIES 35
PROJECT APPROACH AND WORK PLAN 43
Riverside and locations worldwide
05

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ExecutiveꢀSummary

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DLR Group [EXECUTIVE SUMMARY] [EXECUTIVE SUMMARY] DLR Group Executive Summary
Why This Team? DLR Group’s brand commitment to our customers is Project Manager, Roberto Marquez, are skilled at the management of A/E teams for fast-track On-Call projects that require buy-in from stakeholders and the public,
keeping them on schedule and within budget.
to elevate the human experience through design. This
inspires a culture of design and fuels the work we do
around the world.

We are excited to present an integrated team of experts across essential disciplines to collaborate with the City of Rancho Cucamonga on this On-Call services contract.

The team we are proposing is diversiﬁed and balanced
with the right type and amount of experience. We bring a deep-seated commitment to the City. Our leadership and
consultant partners have worked on past City projects
and we will will hit the ground running on any task
assigned under this On-Call contract.

DLR Group is NOT involved in any pending litigation that may affect its ability to provide its proposed solution or ongoing maintenance or support of its products and
services.

Andrew will provide a single point of contact for day-
to-day management of your project. Andrew and
Roberto will manage the project with the ideal goal of
no surprises. The cornerstones of our process will be
proactive planning, frequent communication, and diligent tracking of issues. Regular and clear communication
is most effective when done through face-to-face
meetings, with the support of emails, video/conference
calls, weekly status updates and schedule updates. We
will review ongoing issues from a detailed list, ensure progress is being made per the schedule, and identify
problems far in advance so they may be addressed
before they become major challenges.

We include in this proposal information on our team
leaders’ experience with the City, and within Rancho
Cucamonga, for over 20 years. They have worked several
City departments including the Fire Protection District, City Manager’s Oﬃce, Engineering, and Public Works.

Additionally, we detail our relevant experience with the County of San Bernardino and a number of other public
agencies to illustrate our technical competence and
specialized experience with tasks assigned through On-
Call contracts.

DLR Group is an integrated design ﬁrm that provides
architecture, engineering, interiors, master planning,
programming, energy, technology design, and
sustainability consulting services. We have been serving government, institutional, and private sector clients
throughout the United States and overseas since 1966,
including public agencies in the Inland Empire for over 35 years. We bring an integrated, place-making philosophy
that applies design as a powerful tool for enhancing the human experience and communicating ideas.

DLR Group lives and breathes listen.DESIGN.deliver
as a means of leading informed action and conﬁdent
decision making amongst our clients. We are committed
to hearing your needs, assessing your current conditions, and providing creative, data supported solutions for
complex interior renewals. Our history of delivery success lies in a client-facing leader backed by a Project Manager, Strategist, and multi-disciplinary support.

Third-Partyꢀ/ꢀSubcontractors
DLR Group is not just a consultant hired to do a single project. We serve as a trusted partner to assist the City of Rancho Cucamonga over many years in understanding
best value options, utilizing the most appropriate tools, and delivering the best design outcomes aligned to each project’s requirements and objectives, as well as the
City’s overall goals and vision.

We have selected consultants Kimley-Horn and HL
Construction Management because of their long-
standing success collaborating with our local Riverside oﬃce and/or the City of Rancho Cucamonga on a
variety of projects. Together, we demonstrate the same
standards of quality service, design excellence, technical expertise, and trusted partnership.

Moreover, our team has a wealth of experience managing
A/E teams through construction administration and is
committed to supporting builders from their engagement
in design development through project completion and
close-out.

Our integrated team of experts includes: DLR Group
(architecture, interiors, mechanical/plumbing engineering, electrical engineering, structural engineering), Kimley- Horn (civil engineering, landscape architecture), and HL Construction Management (cost estimating).

StaffꢀBiographies
Our key team members possess the skills and experience
necessary for the quality performance of your required
services. We understand the complexities of renovating
and modernizing public facilities, and we are organized to provide clear and eﬃcient lines of communication.

Our core team is supported by our entire ﬁrm, so we can surge or scale back resources as needed to get the job
done. In addition, we will provide services to the City of Rancho Cucamonga through our Riverside oﬃce, which
is only a quick 28-minute drive away.

Fueled by shared core values and a strong commitment
to our clients, the unique collaboration among our key
personnel, as well as the rest of our team, will set the tone for successful projects. We look forward to working with you on this On-Call services contract for the City of Rancho Cucamonga.

DLRꢀGroup’sꢀExperience
DLR Group offers the City of Rancho Cucamonga
the advantages of a local oﬃce that provides a full
range of architectural, interior design, and engineering services supported by the depth of resources and best
practices of a national ﬁrm. Ourꢀteamꢀleadersꢀ-ꢀSr.ꢀ
ProjectꢀManagerꢀAndrewꢀꢀThompson,ꢀProjectꢀManagerꢀ
RobertoꢀMarquez,ꢀandꢀPrincipal-in-ChargeꢀChristopherꢀ
Lawrenceꢀ-ꢀareꢀproudꢀofꢀtheirꢀpersonal,ꢀsuccessfulꢀ
trackꢀrecordꢀwithꢀtheꢀCityꢀofꢀRanchoꢀCucamonga,ꢀwhichꢀ
demonstratesꢀeffectiveꢀcollaborationꢀwithꢀyourꢀstaffꢀ
andꢀaꢀthoroughꢀknowledgeꢀofꢀtheꢀCity’sꢀstandardsꢀandꢀ
procedures. We can respond to a wide range of design
issues, creating effective, compelling, and innovative
solutions.

ProjectꢀApproachꢀandꢀWorkꢀPlan
DLR Group has developed a Project Approach and Work
Plan that is built on evidence-based best practices. This approach will ensure that our team works collaboratively from the start and overcomes key challenges inherent
to On-Call services. To that end, our proposed Sr. Project Manager and Client Leader, Andrew Thompson, and our
08 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITYꢀOFꢀRANCHOꢀCUCAMONGA CITYꢀOFꢀRANCHOꢀCUCAMONGAꢀON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 09

Page 133 ends

DLRꢀGroup’sꢀExperience

Page 134 ends

DLR Group [DLR GROUP’S EXPERIENCE]
DLR Group is a global integrated design ﬁrm.

FIRMꢀHISTORYꢀANDꢀPHILOSOPHY
Founded in Omaha in 1966, DLR Group has been successfully $1.6 Billion Justice+Civic Construction
providing architectural and engineering services for 55ꢀyears.

DLR Group has a dedicated focus on the planning and design of Justice+Civic facilities for over 40 years.
30,000,000+
Square Feet Designed
Honored with more than 100 awards and citations for excellence in justice facility design, DLR Group is a leader in the planning, programming, and design of justice and civic facilities. DLR Group’s Justice+Civic experts, including our engineering leadership, are renowned for innovative project planning, exceptional design, secure and eﬃcient building operations and systems, and cost-effective techniques.
100+ Dedicated
Justice+Civic Studio Members
#3
#6
#7
DLR Group is known for our collaborative and client-focused style of project delivery. Our experience, insights, history of responsive service, extensive design resources, and project commitment allow us to lead in project oversight and provide key insight into setting the design framework toward a successful design solution that embodies your vision.
“GlobalꢀGovernmentꢀDesignꢀFirm”
BD World Architecture
“U.S.ꢀDesignꢀFirm”
BD World Architecture
Our promise is to elevate the human experience through design. This inspires a culture of design and fuels the work we do around the world.
“Architectureꢀ/ꢀEngineeringꢀFirm”
Building Design + Construction
Weꢀareꢀ100ꢀpercentꢀemployee-owned: every employee is literally invested in our clients’ success. At the core of our ﬁrm are interdisciplinary employee-owner teams, engaged with all project life-cycle stakeholders. These teams champion true collaboration, open information sharing, shared risk and reward, value-based decision making, and proﬁcient use of technology to elevate design.

Our clients experience this through our service model: listen.

DESIGN.deliver.

SERVICES
LocalꢀLOVE
Architecture • Energy • Engineering • Interiors
ITDG - Innovative Technology Design Group
Experiential Graphic Design • Landscape
Master Planning • Preservation • Sustainability
Consulting

LOCATIONS
Austin
Charlotte
Chicago
New York
Omaha
Orlando

ORGANIZATION
ESOP, 100% Employee-Owned
Cleveland
Colorado Springs
Columbus
Dallas
Overland Park
Phoenix
Portland
Riverside
Sacramento
San Diego
San Francisco
Seattle
OFFICEꢀLOCATION
Work for this project will be performed out of our Riverside oﬃce:

DLRꢀGroupꢀRiverside
1650 Spruce Street, Suite 300
Riverside, CA 92507
Denver
Des Moines
Honolulu
Houston951.682.0470
Las Vegas
Lincoln
Los Angeles
Minneapolis
Tucson
Washington, D.C.

Dubai
Shanghai
Clockwise From Lower Left: Fontana Police Department
Expansion; Moreno Valley Community Hospital Emergency
Room Expansion; Riverside University Nursing and Allied Health Education Building; Chaffey Community College
Physical, Health, Life Sciences Renovations; San Bernardino Valley College Business Building Renovation.
12 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITYꢀOFꢀRANCHOꢀCUCAMONGA

Page 135 ends

DLR Group [DLR GROUP’S EXPERIENCE] [DLR GROUP’S EXPERIENCE] DLR Group LocalꢀLOVE
LocalꢀOﬃce AvailableꢀResourcesꢀ&ꢀCapacity
OurꢀTeamꢀLeaders’ꢀCityꢀofꢀRanchoꢀ
CucamongaꢀExperience:

Sr.ꢀProjectꢀManager,ꢀAndrewꢀThompsonꢀ
andꢀProjectꢀManager,ꢀRobertoꢀMarquez:

CityꢀofꢀRanchoꢀCucamonga,ꢀCityꢀHallꢀStaffꢀ
ParkingꢀLotꢀElectricalꢀVehicleꢀChargingꢀStationꢀ–ꢀ
CostꢀUnknownꢀ-ꢀOnꢀTimeꢀ/ꢀOnꢀBudget*
Established in 1966, DLR Group offers the City of Rancho Cucamonga the advantages of a local oﬃce that can
provide a full range of architectural, interior design, and engineering services as required for your On-Call
assignments. Our team leaders - Sr. Project Manager
Andrew Thompson, Project Manager Roberto Marquez,
and Principal-in-Charge Christopher Lawrence - are proud of their personal, successful track record with the City of Rancho Cucamonga, which demonstrates effective
collaboration with your staff and a thorough knowledge of the City’s standards and procedures.

We currently have approximately 75 projects, in various phases of design and construction that are managed from our Riverside location. We have the depth of resources to address every issue and to meet any challenge that may
arise. Our management team is willing and able to adjust and surge resources from over 160 design professionals
in the California region to meet schedules, and perform on short notice and under time constraints.

Assisted the City Public Works Department in
drafting up rudimentary plans to submit to the
City Building and Engineering Departments for the
additional an electrical vehicle charging station in
the staff parking lot at City Hall. Staff time was
donated to the city pro-bono to keep soft costs at
a minimum. City staff self-performed the work.

CityꢀofꢀRanchoꢀCucamonga,ꢀFleetꢀBuildingꢀ
Renovationꢀ-ꢀBudgetꢀ$1.6ꢀMillionꢀ-ꢀDidn’tꢀgoꢀintoꢀ
construction*
Conversion of the existing ﬂeet building into
leasable oﬃce space. All design phases and
construction documents for the project were
completed for Bill Wittkopf, and the City Public
Works Department is holding on to the plans until
the project can be captured in a future City Capital
Improvement Plan.

At DLR Group, the capacity of our ﬁrm to integrate new
work is a prime consideration of our production strategy to meet deadlines. We are continually assessing our
resources to maintain an allowance to integrate new
projects. Over our history, our ﬁrm has acquired the
resources necessary to maintain a variety of project types.

Our staff is capable of responding eﬃciently to ﬁt to the needs of each project.

Principal-in-Charge,ꢀChristopherꢀ
Lawrence:ꢀGlobalꢀexpertiseꢀenrichingꢀlocalꢀcommunities
CityꢀofꢀRanchoꢀCucamonga,ꢀJamesꢀL.ꢀBrulteꢀ
SeniorꢀCenterꢀ–ꢀCostꢀUnknownꢀ-ꢀOnꢀTimeꢀ/ꢀOnꢀ
Budget*
We are a global ﬁrm with local reach. DLR Group operates with a business structure and a culture of interoﬃce
workload sharing. The people with whom you work are
directly backed by the ﬁrm’s entire resources, enabling us to immediately and effectively scale our teams to meet your needs. This local connection translates to design solutions that are particularly relevant to climate, culture, and market conditions.

CityꢀofꢀRanchoꢀCucamonga,ꢀNewꢀPublicꢀSafetyꢀ
Facilityꢀ&ꢀFireꢀStationꢀ#172ꢀ-ꢀ$14.5Mꢀ-ꢀOnꢀTimeꢀ/ꢀ
OnꢀBudget*
The James L. Brulte Senior Center is one of
the largest and most active Senior Centers in
the Inland Empire. The project’s scope of work
included replacement of ﬂooring in the three main
halls and the children’s area.

DLRꢀGroup’sꢀcommitmentꢀisꢀthatꢀeachꢀkeyꢀstaffꢀmemberꢀ
willꢀcommitꢀupꢀtoꢀ100%ꢀofꢀhisꢀorꢀherꢀtimeꢀasꢀneededꢀtoꢀ ensureꢀyourꢀproject’sꢀsuccess.The new public safety facility brings together a new replacement ﬁre station (Station #172) and
a new San Bernardino County Sheriff sub-station
connected by shared community spaces, including
a lobby, conference room, restrooms, and support
facilities.

CityꢀofꢀRanchoꢀCucamonga,ꢀꢀAnimalꢀCenterꢀ–ꢀ
CostꢀUnknownꢀ-ꢀOnꢀTime*
DLRꢀGroup’sꢀServiceꢀCommitmentꢀtoꢀ
Customers
The chart below outlines the current workload of our
Riverside studio.

The Rancho Cucamonga Animal Center (RCAC)
cares for more than 5,000 animals annually
including dogs, cats, small pets and wildlife. The
center is a part of the City of Rancho Cucamonga’s
public safety team which includes Police, Fire,
Animal Services and Community Improvement.

DLR Group’s brand commitment to our customers is to
elevate the human experience through design. This inspires a culture of design and fuels the work we do around the world.

The building welcomes the community to gather
and learn about these agencies and how they
support the City of Rancho Cucamonga. The

2.6-acre site houses a 16,274 SF of building space
with one main building accessed from the street
and one accessor evidence and garage storage
building located toward the back of the site.
100%
Training,ꢀSickꢀDays,ꢀPersonalꢀTimeꢀOff
CurrentꢀCapacity
80%
60%
Founded as an architecture and engineering ﬁrm in 1966, today we serve clients through integrated delivery of
planning, architecture, engineering, interiors, and building optimization for new construction, renovation, and adaptive reuse.

The project’s scope of work included ﬁnishes and
some casework in the Lobby and pen area, new
gates and fencing for the service yard.CityꢀofꢀRanchoꢀCucamonga,ꢀRCFPDꢀAll-RiskꢀFireꢀ TrainingꢀCenterꢀ-ꢀ$21Mꢀ-ꢀOnꢀTimeꢀ/ꢀOnꢀBudget* 40% Current WorkloadWe don’t like to think of ourselves as architects and engineers. Rather, we see ourselves as a think tank
comprised of perspectives, and as a creative means to
a solid solution. We believe our strength is the process through which we come to these solutions. Collecting input, receiving feedback and building consensus is the catalyst necessary for success of any project.
* Work completed at previous ﬁrms
The new 46,000 square foot facility, built on an
existing large ﬁre station site, is a state-of-the-art
all-risk training facility for ﬁre, police, and other
local & regional agencies, including regional
community colleges.
20%
0%
The facility includes multiple structures and
ﬁre training elements, including a burn town,
residential building, underground trench rescue,
vehicle extrication training elements, and vehicular
access all these elements.

Oct ‘21 Feb ‘22 Jun ‘22 Oct ‘22 Feb ‘23 Jun ‘23 Oct ‘23 DLRꢀGroupꢀisꢀNOTꢀinvolvedꢀinꢀanyꢀpendingꢀlitigationꢀthatꢀ mayꢀaffectꢀitsꢀabilityꢀtoꢀprovideꢀitsꢀproposedꢀsolutionꢀ orꢀongoingꢀmaintenanceꢀorꢀsupportꢀofꢀitsꢀproductsꢀandꢀ
services.
14 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITYꢀOFꢀRANCHOꢀCUCAMONGA CITYꢀOFꢀRANCHOꢀCUCAMONGAꢀON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 15

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DLR Group [DLR GROUP’S EXPERIENCE] [DLR GROUP’S EXPERIENCE] DLR Group San Bernardino County - Multiple Years On-Call Services Relevant Project Experience
San Bernardino, CA | Owner: San Bernardino County
Long-term partnership from planning to implementation
City of Rancho Cucamonga
Our proposed AE Team has worked with various departments within the City of Rancho Cucamonga and private clients in the city for over 20 years, including the Fire Protection District, City Manager’s Office, Engineering, and Public Works. Our AE Team projects experience include:
• City of Rancho Cucamonga, City Hall Staff Parking Lot Electrical Vehicle Charging Station, Pro-bono (Principal- in-Charge, Andrew Thompson and Project Manager,
Roberto Marquez)
City of Rancho Cucamonga, Fleet Building Renovation
for Maker Space (Principal-in-Charge, Andrew
Thompson and Project Manager, Roberto Marquez)
City of Rancho Cucamonga, New Public Safety Facility
& Fire Station #172 (Principal-in-Charge, Andrew
Thompson and Project Manager, Roberto Marquez)
City of Rancho Cucamonga, RCFPD All-Risk Training
Center (Principal-in-Charge, Andrew Thompson and
Project Manager, Roberto Marquez)
•
•
•
•
•
City of Rancho Cucamonga, Rancho Base & Highland
Signing and Pavement Markings (Civil, Kimley-Horn)
City of Rancho Cucamonga, Azalea Traﬃc Assessment
(Civil, Kimley-Horn)
City of Rancho Cucamonga, Rancho Cucamonga
Sports Center (Cost Estimator, HLMC)
City of Rancho Cucamonga, Rancho Cucamonga
Gymnasium (Cost Estimator, HLMC)
Chaffey Community College, Rancho Cucamonga,
Physical, Health, Life Sciences Renovations, Theatre
Wings Renovations (DLR Group)
•
•
•
• Forest City Enterprises: Victoria Gardens Development, Rancho Cucamonga (DLR Group)
•
•
•
•
City of Rancho Cucamonga, James L. Brulte Senior
Center (Principal-in-Charge, Christopher Lawrence)
City of Rancho Cucamonga, Animal Center (Principal-
in-Charge, Christopher Lawrence)
City of Rancho Cucamonga, On-Call CEQA Consulting
Services (Civil, Kimley-Horn)
•
•
•
•
•
Napa Street Industrial Development (Civil, Kimley-Horn) Etiwanda Courts (Civil, Kimley-Horn)
Rancho Etiwanda Estates (Civil, Kimley-Horn)
Raising Canes (Civil, Kimley-Horn)
Haven + Arrow Mixed-Use Development (Civil, Kimley-
Horn)
Car Condo RV Storage (Civil, Kimley-Horn)
At Home Retail Store (Civil, Kimley-Horn)
In 2002, DLR Group completed our ﬁrst project with San Packages and Assessment Packages to support the City of Rancho Cucamonga, Rancho 6th and Arrow
Signing and Pavement Markings (Civil, Kimley-Horn)
•
•
Bernardino County. project implementation and budgeting for 10 facilities and is currently in construction on the renovation of a 100,000 SF oﬃce building.In 2007, we expanded the relationship, engaging with all administrative elements of the County to assess and determine long-range plans for their comprehensive
facility portfolio, totaling 750,000 SF of owned and
leased space. Goals included consolidating all locations to a new facility at the Government Center, colocating
dispersed departments, aligning customer and non-
customer facing functions with facility location and
type, enhancing public service delivery, and exiting
lease space while optimizing owned facilities. The
process involved direct input from74 divisions within
25 departments to identify ﬁve and ten-year growth
projections and resulted in a master plan that captured the County’s vision for the new Government Center.
19+years 26 30+
projects
CountyꢀofꢀSanꢀBernardinoꢀExperience
DLR Group has worked with the County of San Bernardino for more than 15 years providing architectural and/or engineering design services on multiple projects, including:
departments
KeyꢀDepartments
Overꢀtheꢀyears,ꢀDLRꢀGroupꢀhasꢀbeenꢀinstrumentalꢀinꢀ
understandingꢀtheꢀneedꢀof,ꢀandꢀshapingꢀtheꢀfuture.
• County of San Bernardino - Multiple Years On-Call
Services Contracts
County of San Bernardino - Community College District - Chaffey College Physical, Health, Life Sciences Complex Renovations
County of San Bernardino - Community College District
- San Bernardino Valley College Business Building
Renovation
County of San Bernardino - Loma Linda Medical Center
- Norton Air Force Base Social Action Community Health • County of San Bernardino - Morongo Basin Sheriff System, San Bernardino, CA
County of San Bernardino - Hesperia Clinic
County of San Bernardino - Barstow Sheriff Station
Remodel
County of San Bernardino - Sheriff Internal Affairs
Renovation
•
•
County of San Bernardino - Victorville Forensic Review
County of San Bernardino - 268 W Hospitality Bridging
Documents
County of San Bernardino - 268 West Hospitality Lane
Peer Review
County of San Bernardino - 1020 Cooley Drive, Planning
Services
County of San Bernardino - 222 West Hospitality Lane
Building Renovation
• Assessor Recorder County Clerk Human Resources•
•
•
Auditor Controller Treasurer Tax Collector Information Service Division Board of Supervisors
Cafes
Land Use•
•
Library Administration
Oﬃce of Legislative Affairs
Pre-Schools Services
Probation
Chamber of Commerce
County Administrative Oﬃce
Clerk of the Board
Several priority implementation projects followed, and
a signiﬁcant restructuring resulted in a reprogramming
and planning effort in 2010, which resulted in a shift
from a new Government Center facility to a restack
and renovation of key County facilities to support
the original master plan goals. This County Facilities
Optimization plan includes 11 buildings and 13
County Counsel Project Management Division
Public DefenderStation Study
County of San Bernardino - County Wide ADA
Improvements
County of San Bernardino - Land Use Services Dept
Layout & Lobby Redesign
County of San Bernardino - 303 West 3rd Street Bridging Documents
County Fire Department
County Sheriff Department
District Attorney
•
•
•
•
•
•
Public Health
Public Works
Economic Development Agency
Environmental Health and Safety
Government Center
Grand Jury
Real Estate Services
Registrar of Voters
Risk Management
Veterans Affairs
•
•
departments totaling over 700,000 S F. Based on the
restack plan, DLR Group has developed Building CriteriaCounty of San Bernardino - Sheriff Public Affairs Renovation 50+ Additional Projects for the County
16 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITYꢀOFꢀRANCHOꢀCUCAMONGA CITYꢀOFꢀRANCHOꢀCUCAMONGAꢀON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 17

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DLR Group [DLR GROUP’S EXPERIENCE] [DLR GROUP’S EXPERIENCE] DLR Group Larry D. Smith Laundry Facility Expansion + Re-Rooﬁng Alan M. Crogan Youth Treatment and Education Center Riverside, CA | Owner: Riverside CountyBanning, CA I Owner: Riverside County The scope of the project involves the
conversion of about 3,200 usable
square feet on the ﬁrst ﬂoor of the
warehouse currently occupied by the
kitchen for storage into the expansion
of the adjacent laundry facilities.

Additionally, the scope included the re-
rooﬁng of and mechanical equipment
upgrade for the warehouse building
being occupied for the new and
existing laundry facility and sergeant’s
oﬃce at the Larry D. Smith Correctional
Facility. Portions of the existing roof
structure, roof membrane, weather
barrier, and damaged roof sheathing
were demolished, along with removing
of existing mechanical units, platforms,
and associated infrastructure. New
fascia, trim and eaves were installed,
and all damaged wood was replaced.

Completion date: 2019
Total square feet: 3,200 SF
Final Construction Cost: $5 million
Scope of Work: DLR Group provided
architecture, engineering, and rooﬁng
services. The new Alan M. Crogan Youth Treatment and
Education Center has the number one priority to
rehabilitate youths through treatment, education and
vocation programs. DLR Group’s design of the new
justice facility integrates education and vocation
programs with every day activities, enhances the
quality of the environment and ﬁts into the surrounding community both functionally and aesthetically.

To more effectively rehabilitate youths while also
maintaining security, each living unit is fully equipped with classrooms, recreation, sleeping units, dayroom
space, activity space and interview rooms. Extensive
natural daylighting was incorporated in all dayrooms
and throughout the facility to improve behavior, and a
large visiting area was designed to encourage longer,
more frequent interactions between youths and their
families. The facility is designed to meet future needs of the community, by accommodating a future 10-bed
transitional housing unit on the east side of the facility and 20-bed secure housing unit on the north side of the facility. The entry canopy stretches from the building
over the courtyard/walkway to the main entry to serve
as an aesthetic focal point to the building and shade
structure.
vocational and recreational programs for youths at risk for criminal behavior. The facility has a full high school and career technical education (CTE) program, with
a 40% decrease in teacher-to-student ratio from the
existing facility.
900 N St. Library and Courts II Building Roof
Sacramento, CA I Owner: California DGS
DLR Group evaluated the existing roof
at the 900 N. St. Library and Courts II
Building and found that it was past its
end-of-life and needed to be replaced
in its entirety. A new rooﬁng system
would provide better insulation and
improve drainage.

Through their collaborative efforts and vast
experience, DLR Group has partnered with
the County and succeeded in capturing the
essence of a quality educational and rehabilitative
environment in the pursuit of this unique treatment
detention facility. Their knowledge, relationships, and access to State stakeholders make them a valuable
partner in the pursuit of State funded projects such as SB 81.”
The scope of this project involved full
tear-off and replacement of the 42,500
SF rooﬁng system, which included
removing the existing roof covering,
repairing any damaged substrate and
installing a new roof covering.

Rebecca McCray,
Facilities Project Manager, Riverside County
The project was completed in phases
while the building was occupied.

Completion date: 2017
Final Construction Cost: $30 million
Total square feet: 62,000 SF
Green building standard: LEED Certiﬁed
Scope of Work: DLR Group provided architecture,
engineering, planning and interiors services.

Completion date: 2021
Final Construction Cost: $2 million
Total square feet: 42,500 SF
Scope of Work: DLR Group provided
architecture, structural, and rooﬁng
services.

This new 61,000 SF, 106 bed juvenile facility contains
housing, medical, administrative, educational,
18 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITYꢀOFꢀRANCHOꢀCUCAMONGA CITYꢀOFꢀRANCHOꢀCUCAMONGAꢀON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 19

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DLR Group [DLR GROUP’S EXPERIENCE] [DLR GROUP’S EXPERIENCE] DLR Group Riverside University Health System |
Nursing and Allied Health Education Building
Moreno Valley, CA | Owner: Riverside County Economic Development Agency This project was part of the expansion of the
Riverside University Health System Campus in
Moreno Valley to provide County employees, as
well as other local college and universities, with
specialized training facilities. DLR Group’s design
addresses the educational needs of medical
professionals throughout the county providing
simulation labs, classrooms and lecture halls by
providing state-of-the-art technology throughout
the building. The objectives of this building are
to provide nursing orientation, specialty training,
new program development and training, patient
education, coordination of outside speakers and
clinical aﬃliation coordination. Siting this building
on campus with the hospital provides a convenient
location for the hospital’s staff to attend classes, while The scope of work for this project encompassed the new construction of approximately 29,000 S F, 3-story building.

The building was designed as a non-OSHPD/out-patient
building to house training facilities and associated support spaces. The program includes: a lobby, meeting hall
spaces, classroom/education spaces, teaching/simulation areas, administration areas and support spaces. The
simulation or virtual lab learning environments provide specialty training for critical care, labor and delivery, and pediatrics. In addition, community education programs
will be hosted in the building.

Completion date: 2015
Final Construction Cost: $13.5 million
Total square feet: 29,000 SF
Green building standard: LEED Certiﬁed
Scope of Work: DLR Group provided planning, architecture and interiors design services.
physical separation from the hospital facility allows for ease of access for visiting institutions. The design of the building delineates a distinct entrance to the facility, while clear wayﬁnding signage allows for a simple path of travel for all users. Materials that were utilized throughout the project complement those already found on other campus
buildings, allowing for seamless integration. Upon entering the facility, the lobby area features an open stairwell.

While directly across from the elevator, the strategically located stairwell encourages walking. This is in concert with the facilities’ mission to encourage a healthy working and learning environment and support wellness. Finally, locating administrative space on the top ﬂoor affords
privacy to occupants.
20 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITYꢀOFꢀRANCHOꢀCUCAMONGA CITYꢀOFꢀRANCHOꢀCUCAMONGAꢀON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 21

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DLR Group [DLR GROUP’S EXPERIENCE] [DLR GROUP’S EXPERIENCE] DLR Group City Moreno Valley - Emergency Operations Center
Moreno Valley, CA I Owner: City Moreno Valley
Fontana Police Department Expansion
Fontana, CA | Owner: City of Fontana Police Department
The new 2-story Emergency Operations Center (EOC)
is located east of the existing City of Moreno Valley
Public Safety Building. The 1st ﬂoor houses EOC
operations and the 2nd ﬂoor houses Disaster Services
personnel oﬃces and situation rooms. The building is
a steel structure with composite concrete metal roof
and ﬂoor structure. The braced frame structural system
was selected to meet the design requirement for an
essential service facility and reduce the construction
cost as opposed to a moment frame structure. A
custom designed air handler was provided which
houses redundant fans within a single rooftop unit.

Back-up generator power is provided via automatic
transfer switches with the existing on-site generator
that serves the Public Safety Building. Sustainable
design strategies employed included recycled-content
metal studs, low-VOC interior ﬂooring and paint, non-
solder plumbing, waterless urinals and drought tolerant landscaping.

Very basic materials and ﬁ nishes were used in order
to design value into the project from the onset, such as plaster instead of poured-in-place concrete.

In order to relieve crowded conditions, the Fontana
Police Department renovated the existing subterranean comprised of 35,800 SF in one-story above ground Originally built in 1988, the existing police station is level of its police station to accommodate expanded
police department functions. DLR Group’s design
optimizes the ﬂoor plan to transform existing
parking, jail, oﬃce, and locker room spaces into new
environments accommodating spatial and operational
and 42,000 SF of subterranean facilities. This project’s scope of work consisted of the renovating the 42,000
SF below ground facilities, which were converted
and expanded to accommodate modiﬁcations and
additions including: a 25-yard Tactical Firing Range
Sustainable design strategies employed included
recycled-content metal studs, low-VOC interior ﬂ ooring and paint, nonsolder plumbing, and waterless urinals.
requirements through 2025. To counteract the absence equipped with a Range Masters Oﬃce, HEPPA Air of daylight in these below-ground spaces, moments
of transparency combined with choices in lighting,
color, materials, and FF&E give the law enforcement
professionals a bright, crisp, modern environment and
Handling system and ﬁrearms simulators, a brieﬁng
room, laboratories, property/evidence storage area,
training, exercise room, weapons storage, vault,
evidence lockers, intake area, and a new sally port.
pride of place. As a part of the overall technologies and Additional amenities include: report writing rooms, resource upgrades, the facility includes a new state-of- the-art tactical ﬁring range. At the time of completed
construction, the ﬁring range was the only indoor law
enforcement range in Southern California with a lateral shooting design; a design which allows oﬃcers to move
down range, up to seven yards from the trap to shoot
straight and laterally to the right or left.
conference meeting rooms, men’s and women’s locker
room, and new oﬃce area for Property Control Clerk.

The remodel increases the capacity from 291 to 414
staff members, including 301 sworn oﬃcers.

Completion date: 2010
Final Construction Cost: $5 million
Total square feet: 8,500 SF
Completion date: 2013
Final Construction Cost: $10.7 million
Total square feet: 41,675 SF
Scope of Work: DLR Group provided master planning,
architecture, and interior design services.

Scope of Work: DLR Group provided architecture and
interior design services.
22 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITYꢀOFꢀRANCHOꢀCUCAMONGA CITYꢀOFꢀRANCHOꢀCUCAMONGAꢀON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 23

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DLR Group [DLR GROUP’S EXPERIENCE] [DLR GROUP’S EXPERIENCE] DLR Group Riverside County Mead Valley Library
Perris, CA | Owner: Riverside County
Rubidoux Fleet Services Fueling Facility
Rubidoux, CA I Owner: Riverside County
This 5-acre vehicle maintenance
services facility for the County of
Riverside includes:
• 5,000 square feet of oﬃce space for
administration, operations, data,
dispatch and safety
• Fueling island supplying gas, diesel,
CNG, propane and hydrogen fuel
• 10 maintenance bays
• 2 maintenance training bays
• 2 truck bays.

Completion date: 2010
Final Construction Cost: $12 million (est)
Scope of Work: DLR Group provided
architecture and interiors services.

As the cornerstone of the redevelopment of this
unincorporated community, the new 24,000 SF Mead
Valley Library provides an array of services to local
families as well as a sense of pride to the residents.

DLR Group’s design creates a building that ﬁts the
scale of the rural residential community. The entrance
to the facility is clearly identiﬁed by an arcaded canopy leading to a lobby that separates the library and the
public multi-purpose room. The library embraces
the outdoor amphitheater space to the north with
storefront windows and high clerestory windows
to bring natural light deep into the space. Along the
window spaces are areas where patrons can sit and
read while having views into the outdoor garden space.

The children and teen areas are located off the linear
spine as specially designed rooms for programmed
activities. As the only library in this region, Mead
Valley Library is a hub of shared activities for this rural community.

The library features reading rooms for children and
Indio Senior Center
Indio, CA I Owner: The City of Indio
teens, an outdoor amphitheater, a public multi-purpose
meeting room, study areas, and self-checkout.

Sustainable features such as landscaping using
native materials to conserve water and a full array
of photovoltaic panels have been incorporated. The
building incorporates state-of-the-art library technology and colorful interiors to create spaces residents of all ages will want to use often.

The City of Indio’s Senior Center was
no longer adequate in size and design
to meet its present and future needs.

In response, the City purchased an
existing convalescent home for the
purpose of relocating the Senior
Center to this facility. DLR Group
WWCOT provided the City of Indio
with master planning, programming,
and design services to convert this
facility into a full-service senior
center. Accommodations include a
library/reading room, dining room
and kitchen, multi-purpose room, arts
and crafts room, quilting room, game
room, exercise room, computer room,
meeting rooms, and administrative
oﬃces
Completion date: 2012
Final Construction Cost: $10 million
Total square feet: 24,000 SF
Green building standard: LEED Registered - Certiﬁcation Pending
Scope of Work: DLR Group provided master planning,
architecture, and interior design services.

Completion date: 2011
Final Construction Cost: $4.5 million
Total square feet: 16,192 SF
Scope of Work: DLR Group provided
architecture and interiors services.
24 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITYꢀOFꢀRANCHOꢀCUCAMONGA CITYꢀOFꢀRANCHOꢀCUCAMONGAꢀON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 25

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DLR Group [DLR GROUP’S EXPERIENCE] [DLR GROUP’S EXPERIENCE] DLR Group King County COVID-19 Rapid Response
King County, WA | Owner: King County (WA)
Indio Teen Center
Indio, CA I Owner: The City of Indio
Emergency Shelters for Homeless, King County Facilities and Maintenance Department  Scan to view the news on the COVID Shelters
Western Washington was the early epicenter of the
COVID-19 pandemic in the U.S. DLR Group partnered
with King County to quickly deliver over 1,000
quarantine, assessment, and recovery beds in various
communities. Within a matter of weeks, facilities
were delivered through rapid assessment, design,
and construction methods. As King County brought
facilities into the project either by lease or purchase, DLR Group provided assessments of each facility and
the unique opportunities and challenges they posed.

WarehouseꢀAC/RCꢀSite
King County leased 80,000 SF of warehouse space
in SODO, the industrial neighborhood just south of
downtown Seattle, to create an Assessment Center and
Recovery Center Site. The warehouse was comprised
of seven separate spaces in various states of disrepair.

DLR Group quickly completed an assessment and
developed a demolition and repair list for the contractor to begin while the design team and owner groups
programmed the space.

The City of Indio wanted a functional, sustainable and
accessible teen center that appealed to teens and
provided a safe place for them to gather after school.

DLR Group’s design delivered a whimsical modern
design incorporating glass, steel, angles, bold colors, an internet café that features a glass wall covered in
emoticon-inspired graphics, and an art gallery. Through multipurpose spaces to expand the areas and enhance sustainable design choices, the design further appeals cross-ventilation during mild winter months. Solar to the ﬁrst generation that has grown up thinking green. panels on the extended roof capture up to 50 kilowatts The technology-rich facility that incorporates energy- of energy daily exceeding the average 35 kilowatts eﬃcient elements and contributes to the prominence of needed to power a typical building of this size. The Situated across the street from Indio High School, the
12,520 SF building was oriented on the four-acre site
taking full advantage of surrounding views. Daylight
ﬁlls the interiors, from the lobby-reception area, library and internet café to the two large multi-purpose rooms.

Large glass-paned rolling garage doors open from the
Tent Sites As the program and design progressed, it became clear that more logistical space was needed for storage of
property, PPE, and supplies. In addition, oﬃce spaces
and staff respite and support areas could not be fully
accommodated in the original warehouse. The County
also leased the warehouses across the street, which
was rapidly assessed, programmed and designed.

DLR Group provided site-related design for ADA
accommodations, bathroom trailer siting and vehicle
and pedestrian safety and access.
the City of Indio’s public services program. computer lab, recording studio, game room and a media room with ﬂat panel televisions are all powered
by this renewable energy element. DLR Group provided
architecture services for this project.

Hotel/MotelꢀSites
DLR Group provided assessment and design services
for several motel properties. Services included
ﬁnishes modiﬁcations, HVAC assessments, and site
modiﬁcations. We also coordinated with AHJs to
ensure appropriate ﬁre and life safety measures were in compliance.

HomelessꢀShelterꢀDensityꢀReductionꢀProjects
A number of projects were designed to reduce
densities at the County’s existing enhanced shelters.

These projects included trailers that could be sited on empty lots, small structures that were deployed at a
warehouse location and modifying gathering spaces.

Completion date: 2008
Final Construction Cost: $7.3 million
Total square feet: 24,000 SF
Scope of Work: DLR Group provided master planning,
architecture, and interior design services.

Completion date: 2020
Final Construction Cost: $20 million
Total square feet: 200,000+ SF
Scope of Work: DLR Group provided programming,
architectural, interior design, MEP engineering, and structural engineering services.
26 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITYꢀOFꢀRANCHOꢀCUCAMONGA CITYꢀOFꢀRANCHOꢀCUCAMONGAꢀON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 27

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DLR Group [DLR GROUP’S EXPERIENCE]
WorkplaceꢀElevated
A Workplace that Works TM is a ﬂexible, creative,
branded, and healthy workplace that is tuned to
your business and your employees.

WEꢀisꢀaꢀstrategyꢀprogramꢀbuiltꢀonꢀstakeholderꢀ
engagementꢀandꢀresearch,ꢀbackedꢀbyꢀindustryꢀ
benchmarks and data.

Today, increasing evidence proves that productivity in
the workplace is tied to environment. However, over
half of workers say they need to leave their oﬃce to get work done.

ChangeꢀManagement
creates change champions and reduces attrition.

Pre-ꢀandꢀPostꢀOccupancyꢀSurveys
engage stakeholders by listening to learn and proving
effectiveness. Third-Partyꢀ/ꢀSubcontractorsDLR Group’s leadership in the workplace design industry led to our development of Workplace
ElevatedTM, a workplace strategy program that unites
people and place to drive performance.

Benchmarking
means knowing your peers - and how you’re unique -
with rich data sets.

Positively Correlating
Work Environment Satisfaction

WE OUTCOMES
WE aims to solve: WORK

ENVIRONMENT
with Overall Company Loyalty COMPANY
28 39Employees
not engaged
at work
over
70%
Pre and Post-Occupancy surveys
provided valuable insights. One
key finding is that high levels
of satisfaction in the new work
environment influenced a measurable
uptick in loyalty to the company overall,
compared to pre-occupancy levels.
15 0
$450 Unmotivatedworkers annual
economic impactbillion

PRE-OCCUPANCY
Additional
sick days
per year taken
by employees
POST-OCCUPANCY -54
15+
28 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITYꢀOFꢀRANCHOꢀCUCAMONGA

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DLR Group [THIRD-PARTY / SUBCONTRACTORS] [THIRD-PARTY / SUBCONTRACTORS] DLR Group Kimley-Hornꢀ|ꢀCivilꢀEngineeringꢀ&ꢀLandscapeꢀServices DavidꢀLuzuriaga P.E.,ꢀQSD/Pꢀ- Kimley-Horn
ProjectꢀRole
Civil Engineer
AboutꢀUs Role
David has more than 28 years of land development experience on more than 800 projects for institutional, educational, residential, commercial, industrial, retail, and mixed-use clients throughout California. Beyond general civil engineering, his background also includes ﬁeld and design work as a geotechnical engineer and political appointments to the City of Burlingame Planning Commission and the State Board of Professional Engineers and Land Surveyors by former Governor Schwarzenegger. He offers his clients expertise in engineering, the design process, the political environment, and the complicated permit approval process. David has joined our Orange oﬃce as a member of the land development team. He will lead the higher education and school portfolio of work, and support other team members in their practices.

At Kimley-Horn, we do things differently. People—clients and employees—are at the forefront of our business.

Clients know we are laser-focused on their success.

Employees know our culture and approach to business are built on a desire to see our staff ﬂourish, one and all. Both groups know that with Kimley-Horn, they can expect more and experience better.

Civil Engineering, Landscape Consultant.

LocalꢀOﬃce
3880 Lemon Street
Suite 420
Riverside, CA 92501
p. 951/543-9868 ProfessionalꢀHighlights
Education
Bachelor of Science, Civil
Engineering, Cal Poly State
University, San Luis Obispo
Clients know they can count on Kimley-Horn—that’s why
almost 90% of our business comes from repeat clients.

They know that our engineers, planners, and environmental scientists apply creativity and rigor to deliver outstanding results. We have a long track record of developing
solutions that save our clients time and money, and can share real-world examples of cases where we’ve identiﬁed savings that surpass our fees. Whether your business is national or local, and whether your projects involve public infrastructure or private development, we seek to reduce your risk and increase your success.

ProjectꢀExperienceꢀwithꢀDLRꢀGroup Experience
• Chaffey Community College Fontana Campus,
Rancho Cucamonga, CA
Riverside Community College District,
Moreno Valley Ben Clark Education
Center; Moreno Valley, CA
Modernization; Hemet, CA
Registrationꢀ&ꢀ
Licensing
Professional Engineer,
California, 56734
Qualiﬁed SWPPP Developer/
Practitioner, California, 00687
Manhattan Beach Middle School;
Manhattan Beach, CA• Alcott Elementary School, Riverside, CA Chaffey Community College Fontana
Campus; Rancho Cucamonga, CA• Ramona Elementary School Civil and Landscape, Hemet, CA Beaumont High School, Topographic
Survey and Mapping; Beaumont, CAEscondido Union School District Mission Middle School, Civil and
Landscape; Escondido, CA
• Longfellow Elementary School, Riverside, CA
• Palm Springs High School, Palm Springs, CA
• Beaumont High School Phase 2, Beaumont, CA
Marine View Middle School,
Topographic Survey and Mapping;
Huntington Beach, CAProfessionalꢀ
Affiliations
CA Board of Professional
Engineers and Land Surveyors,
Past Board Member
Our design studios are located across the country,
providing local expertise in every region. This means that we are locally available, and familiar with the environmental issues, plant types, available materials, and construction nuances unique to your area. Yet we function as one team, meaning our national experts are available wherever the need. Our culture of shifting resources to meet the need allows us to put the right people on the team for every project size, type, and schedule.

Romana Elementary School
Beaumont Uniﬁed School District;• Wilson Elementary School Modernization, San Gabriel, CA
• Riverside Community College District, Norco
College, Norco, CA MichaelꢀMadsen
PLA,ꢀCLIA,ꢀASLAꢀ- Kimley-Horn
ProjectꢀRole
Landscape Architect
• El Camino College, Inglewood, CA
• Star View Elementary School, Midway, CA
You need more than just civil engineering and landscape design. And our diverse expertise allows us to provide more diverse services than a typical design studio. Animations.

Best practices for sustainable design and water
management. In-house irrigation design. Drone services.

Tree surveys. Planning and urban design. Environmental
engineering. The list goes on—giving you the eﬃciency and effectiveness of one team for all your needs.

Michael has 18 years of landscape architectural experience in master planning,• George Washington Elementary School, Norco, CA streetscapes, site design, amenity areas, planting and irrigation design, and the preparation of tree mitigation plans. His background includes coordinating multidisciplinary design projects involving landscape architecture, urban planning, architecture, civil engineering, roadway design, and transportation design. He strives to use plant palettes that combine aesthetics with a sensitivity towards eﬃcient water use by pulling in native and adaptive species. Much of his project experience has had a focus on retail, restaurants, healthcare, and multi-family housing developments. He also has a signiﬁcant resume of parks, streets and pedestrian thoroughfares, and transportation corridors within the public realm. • Marine View Elementary School, Huntington
Beach, CA
• John Muir Elementary School, Santa Ana, CA
• Manhattan Beach Middle School, Manhattan
Beach, CA ProfessionalꢀHighlights
Education
Master of Landscape
Architecture,
University of Florida
Bachelor of Science, Business
Administration, Florida State
University
• College View Elementary School, Huntington
Beach, CA Experience
Beaumont Uniﬁed School District,
Land Planning and Landscape
Architecture; Beaumont, CA
City of Moreno Valley, Bark Park,
Landscape Architecture Design
Services; Moreno Valley, CA
• Oceanview School District, Sunview Locker
Room, Huntington Beach, CA
• Sherbeck Field, Anaheim, CA
• + Many More
Palm Springs High School, Landscape
Architecture; Palm Springs, CA
County of Riverside, I-215/Van Buren
Blvd Interchange PA&ED and PS&E;
Riverside, CA
Registrationꢀ&ꢀ
Licensing Alcott Elementary School, Landscape
Professional Landscape
Architect, California, 5798
Certiﬁed Landscape Irrigation
Auditor
Architecture; Riverside, CACherry Valley Industrial, Land Planning and Landscape Architecture;
Beaumont, CA
Lowe’s San Bernardino, Landscape
Improvements; San Bernardino, CA
Beaumont High School Modernization
and Renovations; Beaumont, CA
Kimball and Euclid Business Park;
Chino, CA
30 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITYꢀOFꢀRANCHOꢀCUCAMONGA CITYꢀOFꢀRANCHOꢀCUCAMONGAꢀON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 31

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DLR Group [THIRD-PARTY / SUBCONTRACTORS] [THIRD-PARTY / SUBCONTRACTORS] DLR Group HLꢀConstructionꢀManagementꢀ|ꢀCostꢀEstimating JayꢀHelekar LEEDꢀAPꢀBD+Cꢀ-ꢀHLCM
ProjectꢀRole
Cost Estimating
AboutꢀUs Role
Excellence you can depend on. Jay brings over 25 years of cost estimating consulting experience with public sector projects in California, with expertise in zoological construction. He understands the preconstruction effort of publicly funded projects and the challenges and cost implications of the planning and design.

Cost Estimating.

HL Construction Management has a Small Business
Certiﬁcate, is a fully insured and bonded construction
estimating consulting ﬁrm.

LocalꢀOﬃce
678 N Lemon Hill Trail,
Orange, CA
p. 714/941-9294
As Principal and Founder of HLCM, Jay oversees a premier estimating team that has the fundamentals and unique skill set to prepare cost estimates for modern zoological design.

He partners with public works administrators and zoological architects on projects including Our Mission is to help our clients maximize their success by providing expertise in cost management, scheduling,
change order negotiation, life cycle analysis and
sustainable design. ProfessionalꢀHighlights animal exhibits, expansion of natural habitats, caged pens, botanical gardens, speciﬁc ProjectꢀExperienceꢀwithꢀDLRꢀGroup enclosures, and vivarium labs. He understands the construction cost impact of logistical challenges for the preservation of animal life and the advanced structural systems.We do our due diligence for every client to offer a customized experience designed to achieve their goals. We have successfully fulﬁlled this mission since our company was founded in 2010.

Education
California State University,
Long Beach
• County of Riverside, County Administration
Center Experience
• City of San Dimas, Corporate Yard City of Rancho Cucamonga, Rancho Cucamonga Sports Center,
City of Rancho Cucamonga, CA
City of Anaheim, Fire Station No. 12,
City of Anaheim, CARegistrationꢀ&ꢀ
Licensing
LEED AP Building Design +
Construction
• City of Ontario, Ontario Municipal Services
Center Facilities Plan
HL Construction Management is a permier estimating
ﬁrm, providing preconstruction services for both the
private and public sectors. Our team provides expertise on Commercial, Educational (Colleges, Universities and K-12), Government, Military, and Theme Park projects, ranging
from the earliest stages of development through the ﬁnal construction phase. Our focus on listening has allowed us to help our clients reach the highest level of success.

University of California Los Angeles
MRL and Gonda Vivarium Cage, Los
Angeles, CA
City of Rancho Cucamonga, Rancho
Cucamonga Gymnasium,
City of Rancho Cucamonga, CA
• City of Jurupa, Jurupa Community Services
District: Admin, Maintenance, Modular Bldgs Professionalꢀ Affiliations
Member of American Society of
Professional Estimators (ASPE)
San Bernardino Community College
District Crafton Hills Performing
Arts Center, Yucaipa, CA
• County of San Bernardino
• Sheriff’s Department
• Government Center
City of Yorba Linda, Adventure
Playground, City of Yorba Linda, CA
OurꢀServices • Law Library Tenant
Improvement
MichaelꢀMadsen
CPEꢀ- HLCM
• Cost Estimating From Conceptual Design Through Bid ProjectꢀRole Cost EstimatingSet Drawings • 825 Cooley Building
Replacement• Construction Pricing
• Building 172 Renovation• Change Order Analysis and Negotiation • Life Cycle Cost analysis
• Value Engineering
Ryan brings 15 years of preconstruction cost estimating services for public sectors, with a focus on project controls. Ryan has expertise on public works projects in San Bernardino City and San Bernardino County, collaborating with city and county administrators, providing costs savings measures for publicly funded projects.
• PSOC and County Fire
Administration
• Parking Lot 316• Project Scheduling
• Vanderbilt Building As Executive Vice President of HLCM, Ryan is responsible for project management, contracts, ﬁeld operations, and compliance for all company public works projects. He has a rich portfolio of projects collaborating with the DLR Group. • Sustainability and LEED Analysis
• Integration of Market Conditions
• Constructibility Reviews ProfessionalꢀHighlights Experience City of Rancho Cucamonga, RanchoEducation Sheriff's Department Government Center
Law Library Tenant Improvement
County of San Bernardino,
Various Locations, CA - cont.
825 Cooley Building Replacement
Building 172 Renovation
PSOC and County Fire
Administration
Cucamonga Sports Center,Bachelor of Science,
Construction Engineering
National University, Costa
Mesa, CA
City of Rancho Cucamonga, CA
City of Irvine Corporate Yard and
Animal Shelter Improvements,
Irvine, CA
San Bernardino Community College
District Crafton Hills Performing
Arts Center, Yucaipa, CA
San Bernardino City USD Cajon High
School, San Bernardino, CA
County of San Bernardino,
Various Locations, CA
Registrationꢀ&ꢀ
Licensing
Certiﬁed Professional Estimator
(CPE)
Professionalꢀ
Affiliations
Member of American Society of
Professional Estimators (ASPE)
157-175 West 5th St. Building
Replacement
Parking Lot 316
32 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITYꢀOFꢀRANCHOꢀCUCAMONGA CITYꢀOFꢀRANCHOꢀCUCAMONGAꢀON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 33

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DLR Group [THIRD-PARTY / SUBCONTRACTORS]
Subcontractors References
Kimley-Hornꢀ|ꢀCivilꢀEngineeringꢀ&ꢀLandscapeꢀServices
SANDRAꢀSALAZAR ROMEOꢀDAVID
Firm: City of Rancho Cucamonga
10500 Civic Center Dr, Rancho Cucamonga, CA 91730
Title: Associate Engineer
Firm: City of Rancho Cucamonga
10500 Civic Center Dr, Rancho Cucamonga, CA 91730
Title: Associate Engineer
Cell: 909/774-4068 Cell: 909/774-4070
StaffꢀBiographies
Email: [email protected]
Services: Kimley-Horn provided multiple task orders
involving traffic signal, intersection, fiber optic
improvements.

Email: [email protected]
Services: Professional Design Services for Rochester Avenue Pavement Rehabilitation.

JIMꢀCHOATE
Firm: Ocean Valley School District
8291 Workman Avenue, Huntington Beach, CA 92647
Title: Director of Facilities Services
Cell: 714/847-7083
Services: Civil, Landscape
HLꢀConstructionꢀManagementꢀ|ꢀCostꢀEstimating
ROBERTꢀR.ꢀCOFFEE LARRYꢀD.ꢀMOURI
Firm: Robert R. Coffee Architect & Assoc.
20361 Irvine, Ave. Studio B-2, Newport Beach, CA 92660
Title: Architect
Firm: RJM Design Group
31591 Camino Capistrano, San Juan Capistrano, CA 92675
Title: Architect
Cell: 949/760-8668 Cell: 949/493-2680
Email: [email protected]
Services: Provided Cost Estimating services for
City of Rancho Cucamonga Sports Complex
Email: [email protected]
Services: Provided Cost Estimating services for
City of Rancho Cucamonga Gymnasium
DUSTINꢀALAMO
Firm: Griffin Structures, Inc.
2 Technology, Suite 150, Irvine, CA 92618
Title: Vice President
Cell: 949/280-4441
Email: [email protected]
Services: Cost Estimating
34 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITYꢀOFꢀRANCHOꢀCUCAMONGA

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DLR Group [STAFF BIOGRAPHIES] [STAFF BIOGRAPHIES] DLR Group ChristopherꢀLawrence
AIA,ꢀLEEDꢀAPꢀBD+Cꢀ- Principal, DLR GroupProposed Team / Resumes ProjectꢀRole
Principal-In-Charge
AboutꢀChristopher
Over the last 25 years, Christopher has been providing leadership and management for an extensive range of public works and education projects including renovations and new construction projects under a variety of delivery methods.

Organizationꢀ
Approach
Christopher’s role has been to provide overarching leadership in supporting the design process, with the best interest of his clients in the forefront of his efforts. He can effectively translate his clients’ desires and disseminate them in the form of direction to Architects, consulting engineers, and other project team members that will result in comprehensive, coordinated drawings and speciﬁcations that meet the goals and objectives for each project. Christopher has a depth of experience in contract administration, and can effectively interpret the obligations of the client, Architect, and consulting engineers.

The key to successful delivery
is found within the quality of
the people involved. We have
assembled a project team of
key individuals who are uniquely
qualiﬁed to provide the services
requested. The staff proposed here
are the persons the City of Rancho
Cucamonga will work with directly
on the On-Call projects, and none of
them will be reassigned or replaced
without prior discussion and
32ꢀYears
of experience.
4ꢀYears with DLR Group
Effectiveꢀinꢀconveyingꢀtheꢀ
programꢀandꢀdesignꢀ
stakeholders, including presentations
Cultivatesꢀproductiveꢀ
relationshipsꢀ
CHRISTOPHERꢀLAWRENCE AIA, LEED AP BD+C
Principal-In-Charge to clients and with clients,
contractors, and staff.ANDREWꢀTHOMPSONꢀASSOC.AIA
Senior Project Manager and Client Leader to client, community, and end-users.

RelevantꢀExperience
City of Rancho Cucamonga, CA*
» James L. Brulte Senior Center
» Animal Center
ROBERTOꢀMARQUEZ consent from the City.

Project Manager
San Bernardino County On-Call, CA
» 1040 Cooley Interior Remodel
» Board Chambers Renovation
» 222 W Hospitality Lane Building Remodel
» County Government Center Wayﬁnding and Landscape Master Plan JONꢀRASMUSSENꢀPE, LEED AP BD+C
Engineering Lead
Riverside County Economic Development Agency, CA*
» Idyllwild Library
YAMꢀP.ꢀCHAPAGAINꢀPE, LEED AP
Mechanical / Plumbing Engineer
» Woodcrest Library (Merit Award – Unbuilt AIA/IC 2005; Merit Award AIA/IC 2005; USGBC/IE Excellence Award 2008; California Construction Best of 2008 Green Building + Outstanding
Architectural Design; American Libraries Design Showcase 2009; Architectural Foundation of Los Angeles Design/Green Merit Award 2009)ROOZBEHꢀ(ROB)ꢀMEHRKISHꢀPE, PMP
Electrical Engineer » Orange Terrace Library & Community Center (City of Riverside Beautiﬁcation Award 2009)
County of San Bernardino A&E, CA*
» Fontana Courthouse Expansion & Remodel; Fontana, CA
» Central Courthouse Historic Preservation, Seismic Upgrade, and T-Wing TI
ROBERTꢀJ.ꢀLAWSON,ꢀPE, SE
Structural Engineer
» Juvenile Dependency Court
Riverside CCD, Norco College Facilities Master Plan; Riverside, CA
* Work completed at previous ﬁrms
ProfessionalꢀHighlights
Education Registrationꢀ&ꢀLicensing ProfessionalꢀAffiliations B. Architecture, California State Polytechnic Architect: CA-22507 American Institute of Architects University, Pomona LEED Accredited Professional BD+C
36 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITYꢀOFꢀRANCHOꢀCUCAMONGA CITYꢀOFꢀRANCHOꢀCUCAMONGAꢀON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 37

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DLR Group [STAFF BIOGRAPHIES] [STAFF BIOGRAPHIES] DLR Group AndrewꢀThompson RobertoꢀB.ꢀMarquezProjectꢀRole ProjectꢀRole AssociateꢀAIA - Principal, DLR Group Senior Project Manager and Client Leader DLR Group Project Manager AboutꢀAndrew AboutꢀRoberto
Andrew is a motivated Leader with more than 19 years of national and international experience managing architectural projects as a seller-doer from the initial planning stages through construction and post-occupancy evaluations. Andrew has managed multiple project types including civic, commercial, healthcare, and education facilities. He has assisted and managed project teams on a variety of different project types ranging from design of new community centers to commercial Class-A Oﬃce Buildings.

Roberto is a respected Project Manager with over 15 years of experience in architectural design and project management. Bringing exceptional collaborative interpersonal skills, his dynamic attitude as a team player drives each and every project to maximize potential. With his determination and diverse background working on civic, public safety, commercial, Higher-Ed, and K-12 projects, Roberto brings a broad range of technical experience to the DLR Group Team.

His day-to-day primary responsibility is to collaborate/assist project teams to execute and deliver work on time and on budget, and assure the project design aligns with client vision and goals.
19+ꢀYears Strong listener and communicator Extensiveꢀexperience 15ꢀYears Client-serviceꢀ Diverseꢀbackground working on a variety of
project types.
with a client-centric focus throughout
all phases of programming, design, and
construction services.
in a variety of project types
that offers creative, out of
the box solutions.
focused.of experience. of experience.
1ꢀYear with DLR Group <1ꢀYear with DLR Group
RelevantꢀExperience
City of Rancho Cucamonga, CA*
Los Angeles County Community Development Commission,
Liberty Community Plaza (Formerly Whittier Area Recreation & Family Service Center); Alhambra, CA*
RelevantꢀExperience
City of Rancho Cucamonga, CA*
» City Hall Staff Parking Lot Electrical Vehicle Charging » City Hall Staff Parking Lot Electrical Vehicle Charging Los Angeles County Public Works, CA*
» Campus Sub-Metering Design; Alhambra, CA
» Continued Support Services Hospital Design Build
Administration; Alhambra, CA
» IPT Building ICU Seismic Restraint Evaluation and
Upgrades; Alhambra, CA
» Make Ready Additional Services for Medical Records Space; Alhambra, CA
» Martin Luther King Jr./MACC and Hospital Campus Project 1 Make Ready
» NPC-2 Evaluation Assistance; Alhambra, CA
» LACDPW/MACC Inpatient Tower Renovation - Revised D-B
Administration; Alhambra, CA
» LACMLKJ/MACC IPT Hawkins Standby Kitchen - Phase 1
Needs Assessment; Alhambra, CA
Station, Pro-bono Station, Pro-bono
» Fleet Building Renovation for Maker Space
» New Public Safety Facility & Fire Station #172
» RCFPD All-Risk Training Center
» Fleet Building Renovation for Maker Space
» New Public Safety Facility & Fire Station #172
» RCFPD All-Risk Training Center
County of San Bernardino, CA*
» Crestline Library Conceptual Study
» Consolidated Health Services Study
Colton Joint Uniﬁed School District, Colton MS MPR HVAC Replacement, Colton, CA
Hesperia Uniﬁed School District, District-Wide HVAC
Replacement, Hesperia, CAInland Valley Hope Partners, Inland Valley Hope Partners Homeless Shelter; Pomona, CA* Riverside County Oﬃce of Education, Broadcasting/Gaming Studio, Riverside, CAOrange County Fire Authority, Training Grounds Expansion Project; Irvine, CA* Baldwin Park USD Baldwin Park HS Gym, Baldwin Park Uniﬁed School District, Baldwin Park, CA*Orange County Public Works, CA* » Public Works Osbourne Building DA Tenant Improvement
» Juvenile Hall Tenant Improvement
Escondido Union SD Orange Glen ES Modernization Phase 1, Escondido Union School District, Escondido, CA*» Make Ready 6-10 JOC CA; Alhambra, CA Beech Avenue ES MPR A/V Upgrades, Fontana Uniﬁed School District, Fontana, CA*Corona-Norco USD: Washington Elementary School Modernization; Norco, CA* Jurupa FMP, Jurupa Uniﬁed School District; Riverside, CA* SBCSS Mt. View Early Education Center Archibald & Riverside, San Bernardino County Superintendent of Schools; San
Bernardino, CA*
Juniper ES Classroom Building Repair Miscellaneous Site Improvements, Fontana Uniﬁed School, District, Fontana, CA* San Francisco State University, J. Paul Leonard and Sutro Library, San Francisco State University, CA** Work completed at previous ﬁrms * Work completed at previous ﬁrms
ProfessionalꢀHighlights
ProfessionalꢀHighlightsEducation
B. Architecture, University of Oklahoma
ThoughtꢀLeadershipꢀArticles
How can Architecture Support Student Mental Health and Safety 5 Steps to a Successful Long-Range Facilities Master Plan Virtual Reality is Revolutionizing How HMC Creates and Collaborates with School Districts Education
B. Architecture, Woodbury UniversityProfessionalꢀAffiliations American Institute of Architects
38 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITYꢀOFꢀRANCHOꢀCUCAMONGA CITYꢀOFꢀRANCHOꢀCUCAMONGAꢀON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 39

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DLR Group [STAFF BIOGRAPHIES] [STAFF BIOGRAPHIES] DLR Group JonꢀRasmussen Roozbehꢀ“Rob”ꢀMehrkishProjectꢀRole ProjectꢀRole PE,ꢀLEEDꢀAPꢀBD+Cꢀ- Principal, DLR Group Engineering Lead PE,ꢀPMPꢀ- Senior Associate, DLR Group Electrical Engineer AboutꢀJon AboutꢀRob
Jon is an Engineering Leader responsible for guiding the engineering disciplines. His strong collaborative leadership style engages design team members in identifying issues and mapping out sensible solutions that respond to speciﬁc needs of each project.

He creates an environment where the client, our designers, and all teammates are empowered to make visions become realities. Jon is dedicated service to local, state and federal government agencies has spanned projects such as public safety facilities, justice, and city and county projects.

Rob is a lead electrical engineer and project manager on numerous new construction and renovation projects, with over 20 years of successful project delivery. Expert in hands- on electrical design, testing, inspection, maintenance and commissioning as well as project management in industrial facilities, large-scale commercial sustainable and smart buildings, research labs, switchgear manufacturing and public works projects. Rob has the ability to deliver projects in a timely manner, within budgetary and technical quality constrains, by utilizing his past project management experience.

ProfessionalꢀHighlights RelevantꢀExperience ProfessionalꢀHighlights RelevantꢀExperience Adams County On-Call Architecture and Engineering Services; Adams County, CO Allan Hancock College, Fine Arts Complex Building- Cultural Performing Arts; Santa Maria, CA CA Technology Santa Clara Amenity Design Services; Santa Clara, CA South County Detention Center, Tulare County Jail; Porterville, CA CJUSD Colton MS MPR HVAC Replacement; Colton, CA
Hesperia USD Hesperia High School, New MPR/PAC Building; Hesperia, CA Jefferson County Sheriff Detention Center Master Plan; Golden, CO Morgan County Justice Center & Jail Facilities Assessment and Master Plan; Fort Morgan, CO Larimer County Jail Expansion, Fort Collins, CO
San Bernardino County On-Call, CA
» 222 W Hospitality Lane Building Remodel
» Board Chambers Renovation
Education
B. Science · Power and Energy
Systems, University of Illinois
Education
M. Engineering Management,
California State University -
Northridge
Riverside County, Larry D. Smith Correctional Facility Expansion; Banning, CA Riverside CCD, Norco College, Ingalls Hall Feasibility Study; Norco, CA Riverside USD - Longfellow Elementary School New Construction & Modernization; Riverside, CA South County Detention Center, Tulare County Jail; Porterville, CA Otay Mesa Detention Center Expansion; San Diego, CA
Registrationꢀ&ꢀLicensing
PE: CO, AZ, MO Registrationꢀ&ꢀ
Licensing
PE: CA -19355
PMP
ProfessionalꢀAffiliations
LEED Accredited Professional
Society of American Military
Engineers
Institute of Electrical and
Electronic Engineers
Kings County Juvenile Detention Facility; Hanford, CA
Pueblo County Judicial Center; Pueblo, CO Sacramento County, Rio Cosumnes Correctional Center; Sacramento, CAProfessionalꢀ Affiliations
U.S. Green Building Council
LEED Accredited Professional
21ꢀYears of 5ꢀYears with DLR Group 20+ꢀYears of
Experience
3+ꢀYears with
DLR GroupExperience
YamꢀChapagain RobertꢀJ.ꢀLawsonProjectꢀRole ProjectꢀRole PE,ꢀLEEDꢀAPꢀ- Senior Associate, DLR Group Mechanical / Plumbing Engineer PE,ꢀSEꢀ- Senior Associate, DLR Group Structural Engineer AboutꢀYam AboutꢀRobert
As a Mechanical/Plumbing Engineer, Yam is responsible for directing and managing quality control, engineering scheduling, and staff allocation. Involved in the design of unique and complex projects, Yam’s project designs includes oﬃce and mixed-use buildings, schools, hospitality buildings, Hospitals (OSHPD), MOB, detention center, etc. He works closely with design teams to deliver innovative solutions to clients and communities across California. Yam is experienced leading engineering teams on a variety of project types, including civic, education, and hospitality facilities.

With a background in workplace, commercial, retail, and medical oﬃce buildings, Rob has the keen ability to identify the unique needs of each client and deliver solutions that meet those needs and elevate the client’s operation. Robert thrives in the integrated design process. He ﬁnds his most creative ideas in charrettes with his colleagues and clients and is motivated by interdisciplinary teamwork that guides the design process to the best solution to every problem.

ProfessionalꢀHighlights RelevantꢀExperience ProfessionalꢀHighlights RelevantꢀExperience San Bernardino County On-Call, CA
» 222 W Hospitality Lane Building Remodel
» Board Chambers Renovation
GSA Ronald V. Dellums Federal Building Tenant Improvement; Oakland, CA Riverside County, Larry D. Smith Correctional Facility Expansion; Banning, CA Tulare County Jail - Sequoia Field; Visalia, CA
Otay Mesa Detention Center Expansion; San Diego, CA
Kings County Juvenile Detention Facility; Hanford, CA
County of Ventura, Todd Road Jail Health & Programming Unit; Santa Paula, CA Vespera on Ocean, Marriott Autograph Collection; Pismo Beach, CA Compton Uniﬁed School District - Compton High School; Compton, CA City of Marysville, Maysville Civic Campus; Marysville, WA » 80,000 SF, four-story steel frame city hall building and single-story justice building Education
M. Science · Mechanical
Engineering, California
State University, Los Angeles
Education
B. Science, Architectural
Engineering, University
of Colorado, Boulder Global Technology Client, Kirkland Campus; Kirkland, WA Amazon GEG1 Fulﬁllment Center; Spokane, WA
10540 Greenwood Ave N, Seattle, WA*
» 62,000 SF, ﬁve-story, post tension concrete and wood mixed-use building with one-story subterranean parking
Registrationꢀ&ꢀ
Licensing
PE: CA -M35133
Registrationꢀ&ꢀLicensing
Licensed Structural Engineer:

CA -S5962, WA -49039
223 Mixed-Use, 223 10th Street S; Kirkland, WA*
» 35,000 SF, three-story, post tension concrete mixed-use oﬃce building with one-story subterraneanProfessionalꢀAffiliations Structural Engineers Association of
Washington
Professionalꢀ
Affiliations
U.S. Green Building Council
LEED Accredited Professional
parking. * Work completed at previous ﬁrms
16+ꢀYears of
Experience

2.5ꢀYears with
DLR Group
14+ꢀYears of
Experience
3 Years with
DLR Group
40 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITYꢀOFꢀRANCHOꢀCUCAMONGA CITYꢀOFꢀRANCHOꢀCUCAMONGAꢀON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 41

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DLR Group [STAFF BIOGRAPHIES]
Proximity to the City of Rancho
Cucamonga
68 YEARS IN CALIFORNIA
ProjectꢀApproachꢀandꢀWorkꢀPlan
Rancho Cucamonga
Riverside
Quick 28 min (20 miles) travel by car.

Our Riverside oﬃce, located at 1650 Spruce Street,
Suite 300, Riverside, CA 92507, will be the primary base of operations for project administration, management,
client communication and collaboration, architectural
production and construction administration.

Our team leaders - Sr. Project Manager Andrew Thompson
and Project Manager Roberto Marquez live in the
City of Rancho Cucamonga.
42 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITYꢀOFꢀRANCHOꢀCUCAMONGA

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DLR Group [PROJECT APPROACH AND WORK PLAN] [PROJECT APPROACH AND WORK PLAN] DLR Group Understanding of the City’s Scope of
Availabilityꢀofꢀresourcesꢀandꢀﬁrm’sꢀabilityꢀꢀ
toꢀtrackꢀandꢀmeetꢀtheꢀindividualꢀtaskꢀorderꢀꢀ
schedules
Keys to the Success of a Quality Project
1 4Services
Planning the project is
the beginning. Quality
work is not an accident;
it is the end result of a
well-thought-out plan
that guides the team.

Carefulꢀselection,ꢀ
training and
assignment of staff to
perform the identiﬁed
tasks of the project
plan.

ProjectꢀManagementꢀTools -ꢀDLR Group commits
to hands-on involvement of core project leadership
throughout the life of the project, with the support of experienced staff in active collaboration with highly
qualiﬁed consultants. This integrated approach optimizes cost-effective, high-performance strategies, and it brings all team members together with the belief that good
ideas come from anyone, and that we are all working for the good of the project.
• Replacement of FencingThe DLR Group Team is capable of providing full architectural, MEP engineering, structural engineering, civil engineering, and landscape design services through the programming, planning, design, and construction
phases of all City projects.
• Replacement of HVAC systems
• Replacement of Facility Roofs
2 5
6 Organizing the Leadership is essential
to monitor and measure
that the “actual” results
are consistent with the
“planned” results.
• Replacement of Building Waterprooﬁng Systems
• Replacement of Carpet and Seating
project to specify and
structure tasks with
a clear assignment
of responsibility and
assumption of authority
by each team member.

We have the experience to provide full architectural/
engineering design services for new construction,
expansions, modernization, and/or renovation of various City sites. DLR Group’s expertise includes bringing
existing City buildings into compliance with current
regulatory requirements including (but not limited to)
the California Building Code and the American with
Disabilities Act (ADA).
• Replacement of Lighting and Control Systems in
Facilities Our Sr.ꢀProjectꢀManagerꢀandꢀClientꢀLeader,ꢀAndrewꢀ Thompson, will provide a single point of contact for
day-to-day management of your project. Andrew and
our ProjectꢀManager,ꢀRobertoꢀMarquez, will manage
the project with the ideal goal of no surprises. The
cornerstones of our process will be proactive planning, frequent communication, and diligent tracking of issues.

Regular and clear communication is most effective when
done through face-to-face meetings, with the support of emails, video/conference calls, weekly status updates
and schedule updates. We will review ongoing issues
from a detailed list, ensure progress is being made
per the schedule, and identify problems far in advance
so they may be addressed before they become major
challenges.

Communication and
collaboration among
all team members
who are included in
the decision-making
process during design
and construction.
• Replacement and Upgrades to Technology
Infrastructure
3 Clearly establishing
performance
standards, policies
and procedures by
which tasks are to be
performed.
• Sports Lighting Design and Replacements at City Parks and Facilities
• Implementation of Safety and Security Upgrades
• Design of Solar Infrastructure
AnticipatedꢀProjects
We have the knowledge and experience to provide full
architectural/engineering design services for the list of anticipated projects over the next few years:
• Addition of Energy Management Systems
• Water Conservation and Landscape Renovations
PreliminaryꢀPlanning
• Replacement of Playground Equipment and Surfacing
at City sites
• Renovation and modernization of City facilities
pertaining to restrooms, oﬃces, and ADA upgrades DLR Group begins every project by presenting our anticipated process, tasks and owner involvement
expectations. This generally does not require much more than a couple hours, and it ensures that participants are on the same page with not only what DLR Group intends
to do, but also what we will need from all of you, the
project stakeholders.
• Electric Vehicle Charging Infrastructure Design at City Facilities.
• Replacement or upgrades of Fire Alarm Systems
Monitoring project progress with regard to schedule
milestones and budget issues is essential, and one
of the ﬁrst steps on the project is to establish project goals and clearly deﬁne scope, budget, and schedule
constraints. We involve all parties in this step to avoid misunderstandings later in the life of the project.

Work Plan and Schedule............... Preliminary Planning projects can include a vast array of services that are used to help you determine the next step in meeting your needs. This may be a updating
a Master Plan, providing feasibility studies, facility
assessment, a needs analysis, documenting current
conditions or developing site selection criteria.

The DLR Group Team has designed many complex
projects with multiple users, community stakeholders,
and a variety of functions and users within one
facility. We understand the best design solutions
evolve by understanding, and building on, the common
denominators within the user group’s needs and
expectations.

ResponseꢀtoꢀMultipleꢀTaskꢀOrders Decision-MakingꢀProcessꢀ- Our team experience in public sector work has instilled in us the necessity of using a highly interactive process with client/user group representatives. We focus on understanding your needs
as a basis for asking the right questions—and then listen to the response. It is our role to provide the technical ability, creative energy and ideas, and presentation of information that will facilitate decision-making by the City in establishing a vision for the future and a cohesive plan.

Multiple tasks can be handled by DLR Group at any
giving time due to the depth and experience of staff
available in-house and from our team of consultants.

DLR Group Team Member consultants are required to
assign permanent staff members for each task and we
require that they are “on-board” for the duration of the project. In DLR Group’s experience, this ensures design and production continuity and is the best means of
ensuring proper coordination among the various design
disciplines for the duration of the project. In addition, we require that each Team Member assign a Quality Control
reviewer at the start of each project - a professional who is not otherwise associated with tasks assigned via this contract. This requirement parallels DLR Group’s in-house policy in this regard.

DLR Group’s experience in the design of Civic and
Justice buildings spans the U.S., and includes a variety of building types, frequently with multiple user groups.

We participate in and have a front seat to how other
Cities and Counties are evolving to meet change. We
bring this experience to the City of Rancho Cucamonga
with our Riverside oﬃce. We will combine our national
exposure to best practice design solutions with a strong foundation in how the the City of Rancho Cucamonga
works. We believe we are strategically partnered to
provide the City with a beautiful, functional, and forward thinking solutions to these important projects.

Goodꢀmanagementꢀofꢀtheꢀdesignꢀandꢀconstructionꢀprocessꢀinvolvesꢀthreeꢀkeyꢀcomponents:ꢀ 1 3

1. An excellent team must be created with people in 3. Responsible team leaders must be proactive in all the core and specialty roles that will apply to the project’s unique criteria.
managing the process, looking ahead to anticipate
the challenges, and reduce the risks early in order to
adjust the process to maintain the desired results.
2 A work plan must outline the information, decisions,
and progress milestones needed in support of the
work.
44 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITYꢀOFꢀRANCHOꢀCUCAMONGA CITYꢀOFꢀRANCHOꢀCUCAMONGAꢀON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 45

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DLR Group [PROJECT APPROACH AND WORK PLAN] [PROJECT APPROACH AND WORK PLAN] DLR Group ManagementꢀApproach TheꢀDLRꢀGroupꢀQA/QCꢀProgram
DLR Group’s tested process and tools will be
instrumental in accomplishing your goals of leveraging
physical space as a strategic tool. Speciﬁcally, our
Management approach focuses on Communication and
Quality Control.

Clarity in communication paths and roles exempliﬁes
our belief that communication is the back bone of a
successful project. DLR Group has invested in this belief with company-wide tools and technology that keep the
whole team updated in real time, including YOU and
any outside consultants. A CommunicationꢀPlan is
established at Kick-off, and includes a WeeklyꢀUpdate
brieﬁng the team on: Active Phase; Budget Status;
Schedule Status; Upcoming Milestones or Review Dates;
Change Order Summary (if any); Outstanding Concerns or
Key Decisions required that may impact either Schedule
or Budget; and Potential Value Engineering Opportunities.

This weekly update and other communication will be
available via a cloud-basedꢀsecureꢀProjectꢀManagementꢀ
Dashboard, which means all team members are working
with the same knowledge at the same time, and can
document new conversation and ﬁeld observations with
a mobile app.

DLR Group has a Quality Assurance/Quality Control (QA/
QC) Program in place, which is documented as a set
of guidelines for each discipline. The QA/QC program
serves as an instructional process intended to minimize document deﬁciencies, by following a proven approach
for preparing quality documentation. In addition, the QA/ QC program utilizes senior professionals, from technical, managerial and construction practice areas throughout
the review process.

IntegratedꢀDesignꢀQA/QCꢀChecklists
The QA/QC Reviewers use the system checklists
to search for interdisciplinary coordination issues.

Typical review items include: consistency of the
systems selected in prior submittals, technical
soundness of details provided and the accuracy of the
calculations. Cross-references on the drawings are
checked for accuracy. Terminology and systems used
on the drawings and speciﬁcations are checked for
coordination.

Communication:ꢀLeadingꢀInformedꢀAction
DLR Group lives and breathes listen.DESIGN.deliverꢀ
as a means of leading informed action and conﬁdent
decision making amongst our clients. We are committed
to hearing your needs, assessing your current conditions, and providing creative, data supported solutions for
complex interior renewals. Our history of delivery success lies in aꢀclient-facingꢀleaderꢀbackedꢀbyꢀaꢀProjectꢀ
Manager,ꢀStrategist,ꢀandꢀmulti-disciplinaryꢀsupport.ꢀ
The Project Manager, the Project Architect, and support team members are required to use the QA/QC process
and checklists on a phase-by-phase basis to ensure
that the highest quality of service is provided on each and every project. At the end of each business quarter
projects are graded on level of use of the quality
assurance process and a report card is given to each
project manager and design team. These grading
systems are then looked at with the overall career
development of individual employees.

Construction documents that are produced by sub-
consultants are subjected to the same strenuous review
process by the in-house resources at
DLR Group and not allowed to be distributed for use until they reviewed. From an accountability standpoint each
Peer Reviewer initials and dates their review checklists in order to document to you the required independent
technical reviews were performed.

CLIENT
LEADER
DESIGN

SUPPORT

PROJECT

MANAGER
Mobilizes Teams
Interior Designers
& ArchitectsDay-to-day Project
STRATEGYChampion
Assesses Project
Goals for Operational
and Cultural Strategy
Opportunities
Links Management,
Strategy, and Design Tracks project
schedule SPECIALTYReceives Project
Requests SUPPORTBalances project
budget LEED &
Visual
Communication
Tracks Successes &
Lessons Learned for
Continual Improvement

COMPLETE IN-HOUSE SERVICES
QualityꢀControl:ꢀEarlyꢀ&ꢀOften each Project Manager is trained in DLR Group’s Delivery method, with QA/QC checklists to implement at each
phase of design from Predesign and Programming,
through Construction Administration.

At DLR Group, we own our work. This is proven by our
belowꢀindustryꢀaverageꢀpercentageꢀofꢀchangeꢀorders.

But Quality Control doesn’t - and shouldn’t - just happen during construction. Nor should the purview of Quality
Control be restricted solely to Construction Documents.

All of our projects undertake a Quality Control Review
conducted by senior professionals from our in-house
disciplines at every stage of design. A fresh set of eyes here identiﬁes any coordination issues and suggests
an objective solution before it becomes a more costly
issue during permitting or construction. Additionally,
During interdisciplinary reviews, team members identify coordination items, cite errors, and request clariﬁcations based on our standard Drawing Quality Control Checklist.

With early coordination efforts, errors and omissions
are reduced before design submittals are issued to the
Owner or Contractor for construction. This results in
fewer change orders and eﬃciencyꢀduringꢀtheꢀcriticalꢀ
constructionꢀphase.
46 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITYꢀOFꢀRANCHOꢀCUCAMONGA CITYꢀOFꢀRANCHOꢀCUCAMONGAꢀON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 47

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DLR Group [PROJECT APPROACH AND WORK PLAN] [PROJECT APPROACH AND WORK PLAN] DLR Group ScheduleꢀManagement CostꢀManagement
Schedule control is a driving factor in the success of
each project. The scheduling tools and controls that
will be used throughout the projects to ensure schedule compliance and timely document delivery will be based
on our philosophy “plan the work and work the plan.”
RobertoꢀMarquez will work with representatives from the entire design team and the City of Rancho Cucamonga
to develop a detailed work breakdown structure that
itemizes the milestones, tasks, responsibilities, due
dates, and meetings in order to move the design forward.

Roberto will also keep a master schedule of the project to be reviewed and updated on a monthly basis.

Stepꢀ2—WorkꢀtheꢀPlan DLR Group is respected as a design ﬁrm able to program and design to strict budgets. Furthermore, DLR Group is recognized nationally to have design leaders who can show Owner’s how to reduce costs to the lowest appropriate levels. Each project should be able to demonstrate that the cost solution is both appropriate and cost effective.Andrew,ꢀRoberto, and Christopher will identify potential strategies to advance the completion of the project as
well as construction activities. They will develop a work plan to identify project tasks, deliverables, activities, and staﬃng requirements. This work plan will interface
with the project schedule and be their primary internal management tool. They review work plans weekly to
ensure schedule compliance and staﬃng requirements.

To facilitate accuracy and adherence, the project team
will approach project schedules from two perspectives:
the macro-level and the micro-level.

KeyꢀCostꢀManagementꢀStrategies
Value Engineering1. DLR Group will use a Component Cost Model Format at the start of every project to bring your
project vision and budget into alignment. We live by
a core principle at DLR Group that will design to your
budget instead of asking our clients to budget to
our design.

2. Careful consideration of constructability and
construction logistics and how site context impacts
unit costs for various phases differently. Analyzing
these areas to determine if an alternate strategy can
result in lower construction costs.

3. Budgeting “total project costs” by phase,
including soft costs and operational cost impact
of construction. Obtaining cost estimates at each
major phase using experienced detention project
estimators validated by trusted local material
suppliers is also critical.

4. Balancing implementation phasing and strategies
with cost realities – recognizing that where possible,
phasing should respond to the optimal amount of
cells the facility can reasonably not operate during
the period of construction. Fewer phases results in
lower construction costs.

Over the past few decades, value engineering has
been associated with slashing and burning project
scope at the last minute before bid to stay within
budget, resulting in surprises for the owner with
the ﬁnal product. Ourꢀapproachꢀtoꢀ“designingꢀtoꢀ
budget”ꢀisꢀfoundedꢀonꢀtheꢀtraditionalꢀprinciplesꢀofꢀ
valueꢀengineering,ꢀandꢀwhatꢀweꢀlikeꢀtoꢀreferꢀtoꢀas,ꢀ
Value Design. Once project budget, goals and vision
are established, we evaluate each building system
to maintain a proper balance of budget, function,
maintenance/operations, useful life and sustainability
as viewed through the lens of life cycle cost analysis
in order to provide a design solution that results in the best value for our clients. This comprehensive and
foresighted process prevents after bid shock and need
for value engineering after the fact because we have
already done our value designing beforehand.

Stepꢀ1—PlanꢀtheꢀWork Scheduling Tools
For each project, Andrewꢀand Roberto will analyze critical milestones and develop workable schedules with the
City of Rancho Cucamonga stakeholders during the
initial visioning phase of a project. The schedule will be a macro representation of the various project elements
and will include all major milestones including design, permitting, procurement, construction, and occupancy.

DLR Group has been using Microsoft Project software for over a decade to develop detailed design schedules. The overall schedule is then incorporated into our oﬃce-wide matrix to optimize staﬃng assignments.

In addition, normally used as internal scheduling tools DLR Group has created proprietary software to track
individual employee current assignments. All of our
California Region project schedules are loaded into this database and updated on a weekly basis. This helps us
track overall workload by oﬃce and region to assure we
will have staff available for projects when needed.

The schedule will establish speciﬁc tasks for critical
items including:
• Document production and reviews Integralꢀtoꢀtheꢀsuccessꢀofꢀvalueꢀdesignꢀisꢀcostꢀcontrol.ꢀ We believe that cost control must be integral to the
design process, must be continuous throughout all
phases of the process, and must begin at the very
conception of design. We work with the owner to
develop not only a vision of the building project, but
also a realistic expectation of the costs, beginning
with our ﬁrst meeting. In order to properly balance the owner’s goals for the building within the constraints of time and money, we work to establish an understanding
of expectations and priorities. We base our estimates
on detailed construction cost estimates that take into
account building system type, construction materials
and extensive details related to design decisions. This method has proven its accuracy over dollar-per-square
foot averaging and allows for the development of value
design.
• City of Rancho Cucamonga reviews and approvals
• State agency reviews and approvals
(as applicable)

5. Value engineering related to obtaining the best
value for funds expended by comparing and
contrasting implementation alternatives such as
incremental completion of an infrastructure upgrade
vs. accomplishing it as a part of a single phase,
recognizing ultimately work may have to be spread
over several phases to avoid “penalizing” any single
phase with costs that could be considered excessive.

6. Developing all costs in today’s dollars with a
separate calculation for overall escalation by phase
that will allow for future adjustment of the budget
based on economic conditions extant at the time.

Facilitating a clear
method for communication,
developing detailed project
schedules along with
cons is tent updating, keeps
our projects on track.

7. Cost-neutral decision making estimates at major
phase lines using experienced detention project
estimators validated by trusted local material
suppliers.
48 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITYꢀOFꢀRANCHOꢀCUCAMONGA CITYꢀOFꢀRANCHOꢀCUCAMONGAꢀON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 49

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DLR Group [PROJECT APPROACH AND WORK PLAN] [PROJECT APPROACH AND WORK PLAN] DLR Group Technology Tools
BuildingꢀInformationꢀModelingꢀ
PresentationꢀandꢀCommunicationꢀTools Instrumentalꢀinꢀmeetingꢀourꢀclient’sꢀdesignꢀgoals.

Architecture is a visual and experiential art that mandates emails. Batch compare features allow a comparing of DLR Group is a leader in the use of Building Information Modeling (BIM) for building design and facility documentation.

This technology enables architecture and engineering teams to fully visualize and access a building structure as design evolves. We currently use BIM on more than 90 percent of our active projects, and that number is increasing every year. As a ﬁrm, we annually invest more than $1 million on hardware, training, and continued development of BIM.

DLR Group uses Autodesk’s most current version of Revit software as our BIM platform. Alternative drawing systems and programs can be used if preferred by a client.
that design intent be clearly communicated. In order to promote project development and clarity of vision, our
Design Team will use of a variety of visualization tools and presentation techniques to communicate with the City
of Rancho Cucamonga throughout the design phases of
the project. From hand sketches to full-size design and construction mock-ups, the Design Team will utilize the appropriate tool at the appropriate time to bring added value and understanding to the design process. The
ability of all members of our team to effectively engage the City and the Owner Team in design discussions
through strong presentation and interpersonal skills will be the cornerstone of our approach.
large sets of documents with color coded displays of
differences.

NewformaꢀInfoꢀExchange - Unless you have a preferred
alternative method for document management,
DLR Group utilizes a web-based platform, Newforma Info
Exchange, for all project information management needs. TheꢀValueꢀofꢀBIMꢀTechnology This versatile cloud-based tool enables project We’ve found that projects beneﬁt immensely from a well-executed use of BIM. Our methodologies yield value in improved interdisciplinary communications, quality control, enhanced presentations to client stakeholders, and advanced construction planning. Value added beneﬁts of BIM include:
stakeholders real-time access to project communications, including but not limited to RFI’s, submittals, action items and punch list data, as well as compiled record document drawings and speciﬁcations. In addition, contracts can
also be managed through this system to enable better
change order tracking and project scope management.
• TimelyꢀDecision-Making: instant 3D views of all systems in any area of the building, used for technical coordination.
• Clash-Detection:ꢀsoftware reveals conﬂicts between systems and structures. A BIM model can be used by both design and contractor teams to perform advanced constructability review.Some of our effective tools include:
• 3-D Printing If the the City of Rancho Cucamonga has a preferred information exchange platform or process, DLR Group
can certainly utilize that platform.
• AdvancedꢀScheduling: minimizes clerical, notation, and coordination errors. • BIM Modeling & Computer Renderings
• Bluebeam
• ServerꢀFunctionality:ꢀboth local and cloud. Allows design teams to work simultaneously in the same live model with consultants in different locations.
• Facilitated Workshops
• Full Scale Mock-Ups of Key Elements
• Massing and Detailed Models
• Microsoft Project
• IndustryꢀStandardꢀFormat: the ability to push model data out to an industry standard format (COBie) that can be directly loaded into a client’s building management system (CCMS).

BIMꢀAnalysisꢀandꢀSimulationꢀTools
BIM’s modeling analysis, simulation, and optimization tools enables design teams communicate and collaborate more effectively.This ultimately leads to improved design, documentation, and delivery of projects. To inform our integrated design process, we use BIM features such as:
• Newforma Info Exchange
• Relevant Case Studies
• Sketch Studies • acoustic analysis BIM is also used to deliver

ARCHITECTURAL
MODEL
sustainable design beneﬁts including:• Virtual Reality Visioning • Visioning Sessions
• clash detection

MECHANICAL
MODEL

ELECTRICAL
MODEL
• carbon neutral potential
• energy modeling
• color and aesthetics
• design alternatives
• design phasing

STRUCTURAL
MODELBluebeam Sessions - One methodology for following
the QA/QC process on our projects is the use of newer
technologies such as Bluebeam Sessions. We have used
this methodology very successfully on public projects
of all sizes. We ﬁnd that it keeps the project’s changes, evolution, and updates organized and always available in real time for review by team members.
• environmental analysis
• natural ventilation and air ﬂow
• performance analysis
• photovoltaic potential
• sustainable strategies
• shadows and reﬂections
• thermal analysis

PLUMBING
MODEL

LIGHTING
MODEL

LANDSCAPE
MODEL • discipline coordination
• lighting and day lighting
• program veriﬁcation
• project visualization
• RFI coordination

FIRE SPRINKLER
MODEL SECURITYVirtual Reality - As an example, the design of the Kings County New Hanford Courthouse utilized VR technology
to study the central atrium space during early design
phases. As key decisions and adjustments were made
they were documented during the meeting through the
capabilities of the ENSCAPE plug-in.

SIGNAGE
MODEL
FOOD

SERVICE

INFORMATION
MODELBIM/CADꢀDesignꢀReview - Integrated practice means
more collaboration from all team members sooner in
the design process. By capturing mark – up sessions
for easy tracking, reviewing and sharing while allowing document versions to be automatically compared and
checked for unintended design changes. Markups users
can do physical redline mark ups of CAD or BIM model
documents and link to action items and attached to
Federated
Model
• rentable/usable analysis
• shading design
• shop drawing analysis
50 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITYꢀOFꢀRANCHOꢀCUCAMONGA CITYꢀOFꢀRANCHOꢀCUCAMONGAꢀON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 51

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1650 Spruce Street
Suite 300
Riverside, CA 92507
951.682.0470
listen. DESIGN. deliver

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[EXHIBITS A-G] DLR Group
The City of Rancho Cucamonga
Request for Statement of Qualifications (“SOQ”) and Proposals (“RFP”) #21/22-500 for
On-Call Architectural Services – Qualified Consultants List __________________________________________________________________________________________________ “EXHIBIT A, CITY OF RANCHO CUCAMONGA CONFLICT OF INTEREST/NON-DISCLOSURE STATEMENT” It is the policy of the City to prevent personal or organizational conflict of interest, or the appearance of such conflict of interest, in the award and administration of City Contracts, including, but not limited to Contracts for Professional Services Agreements (“PSA”) with potential Consultants.

I, the undersigned, hereby certify that the following statements are true and correct and that I understand and agree to be bound by commitments contained herein.

Christopher Lawrence, AIA, LEED AP BD+C______________________________________ (Print Name) Potential Consultant______________________________________ (Relationship to the City) Prime Consultant______________________________________
______________________________________
10/27/2021
(Relationship to the Consultants)
(Signature)
______________________________________ (Date)
Exhibits are not to be included in your bid response. All referenced Exhibits must be submitted in Planet Bids system under the Response Types, Exhibits A – G, H.
__________________________________________________________________________________________________

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CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 01

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DLR Group [EXHIBITS A-G]
ꢀhe ꢁitꢂ of Rancho ꢁucamonga
Request for Statement of Qualifications (“SOQ”) and Proposals (“RFP”) #21/22ꢃꢄꢅꢅ for
Onꢃꢁall Architectural Services – Qualified ꢁonsultants ꢆist ꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇ “EXHIBIT Bꢀ ꢁꢂꢃꢄEꢅꢅIꢃꢆꢇꢈ ꢅEꢂꢉIꢊEꢅ ꢇꢋꢂEEꢌEꢆT EXꢊEꢁTIꢃꢆꢅ ꢅꢍꢌꢌꢇꢂꢎ” ꢉarꢊ the appropriate choiceꢋ ꢌelowꢍ
ꢇꢇꢇꢇꢇ ꢁonsultants accepts the PSA without eꢎceptionꢏ
OR
ꢇXꢇꢇꢇꢇ ꢁonsultants proposes eꢎceptions to the PSAꢏ
Summariꢐe all eꢎceptions on a separate documentꢏ ꢑnclose a written summarꢂ of each change and title as “Exception Summary”, which shall include the ꢁonsultants’ rationale for proposing each such exceptionꢏ ꢑach eꢎception must ꢌe laꢌeled with the Section numꢌer in the PSAꢏ Failure to properlꢂ reference eꢎceptions in the suꢌmitted summarꢂ maꢂ deem the response as nonꢃresponsiveꢏ ꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇ
Signature
Christopher Lawrence, AIA, LEED AP BD+Cꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇ Printed ꢒame
Principal-in-Chargeꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇ
ꢀitle
10/27/2021ꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇ
ꢓate
ꢀꢁꢂꢃꢄꢃꢅꢆ ꢇꢈꢉ ꢊꢋꢅ ꢅꢋ ꢄꢉ ꢃꢊꢌꢍꢎꢏꢉꢏ ꢃꢊ ꢐꢋꢎꢈ ꢄꢃꢏ ꢈꢉꢆꢑꢋꢊꢆꢉꢒ ꢓꢍꢍ ꢈꢉꢔꢉꢈꢉꢊꢌꢉꢏ ꢀꢁꢂꢃꢄꢃꢅꢆ ꢕꢎꢆꢅ ꢄꢉ ꢆꢎꢄꢕꢃꢅꢅꢉꢏ ꢃꢊ ꢖꢍꢇꢊꢉꢅ ꢗꢃꢏꢆ ꢆꢐꢆꢅꢉꢕ ꢎꢊꢏꢉꢈ ꢅꢂꢉ ꢘꢉꢆꢑꢋꢊꢆꢉ ꢙꢐꢑꢉꢆꢚ ꢀꢁꢂꢃꢄꢃꢅꢆ ꢓ – ꢛꢚ ꢜꢒ
ꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇꢇ

Page 22 of 2 ends

02 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA

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[EXHIBITS A-G] DLR Group

EXCEPTIONS SUMMARY
With regard to Article 6.4: We don’t know what “personnel violations” actually means. We don’t like to leave those types of terms open for interpretation. As such, we either request to delete it or ask for clariﬁcation.

6.4 Consultant shall indemnify, defend and hold harmless City and RCFPD and its elected oﬃcials, oﬃcers and employees, servants, designated volunteers, and agents serving as independent contractors in the role of City and RCFPD oﬃcials, from any and all liability, damages, claims, costs and expenses of any nature to the extent arising from Consultant’s violations of personnel practices and/or any violation of the California Labor Code. City and RCFPD shall have the right to offset against the amount of any fees due to Consultant under this Agreement any amount due to City and RCFPD from Consultant as a result of Consultant’s failure to promptly pay to City and RCFPD any reimbursement or indemniﬁcation arising under this Section 6.

With regard to Article 11: Best practice is to deﬁne claims to be limited to third-party indemnity. The other change is alteration to damages “caused b y.” Last alteration is to clarify that Designer is responsible for their negligence for Services, that is what insurance is in place and covers.

11.1 Design Professional Services. In the connection with its design professional services, the Consultant shall indemnify and hold the City and RCFPD, and its elected oﬃcials, oﬃcers, employees, servants, volunteers, and agents serving as independent contractors in the role of City and RCFPD oﬃcials, (collectively, “Indemnitees”), free and harmless with respect to any and all damages, liabilities, losses, reasonable defense costs or expenses arising from third-party claims (collectively, “Claims”), including but not limited to liability for death or injury to any person and injury to any property, to which arise out of, pertain to, or relate to are caused by the negligence, recklessness, or willful misconduct of the Consultant or any of its oﬃcers, employees, subcontractors, consultants, or agents in the performance of its design professional services under this Agreement.

11.2 Other Indemnities. In connection with all Claims not covered by Section 11.1, and to the maximum extent permitted by law, the Consultant shall hold defend, indemnify, and hold the Indemnitees free and harmless with respect to any and all Claims including but not limited to Claims relating to death or injury to any person and injury to any property, which arise out of, pertain to, or relate to the negligent acts, omissions, activities or operations of Consultant or any of its oﬃcers, employees, subcontractors, subconsultants, or agents in the performance of this Agreement Services. Consultant shall defend Indemnitees in any action or actions ﬁled in connection with any such Claims with counsel of City and RCFPD’s choice, and shall pay all costs and expenses, in proportion to Consultant’s liability, including actual attorney’s fees and experts’ costs incurred in connection with such defense. The indemniﬁcation obligation herein shall not in any way be limited by the insurance obligations contained in this Agreement provided, however, that the Contractor shall have no obligation to indemnify for Claims arising out of the sole negligence or willful misconduct of any of the Indemnitees.

CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 03

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DLR Group [EXHIBITS A-G]
ꢀhe ꢁity of Rancho ꢁucamonga
Request for Statement of Qualifications (“SOQ”) and Proposals (“RFP”) #21/22ꢂꢃꢄꢄ for
Onꢂꢁall ꢅrchitectural Serꢆices – Qualified ꢁonsultants ꢇist ꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈ “EXHIBIT ꢀꢁ ꢂꢀꢃꢄꢅꢆꢇEꢈꢉꢊEꢄT ꢅꢋ IꢄꢌꢍꢎꢂꢄꢀE ꢎEꢏꢍIꢎEꢊEꢄTꢌ ꢂꢄꢈ ꢀEꢎTIꢋIꢀꢂTIꢅꢄ ꢅꢋ ꢂBIꢇITꢐ Tꢅ ꢑꢎꢅꢒIꢈE ꢂꢄꢈ ꢊꢂIꢄTꢂIꢄ ꢀꢅꢒEꢎꢂꢉEꢌ ꢌꢑEꢀIꢋIEꢈ”
ꢋ, ꢈCꢈhꢈrꢈiꢈsꢈt oꢈpꢈhꢈeꢈrꢈLꢈaꢈwꢈꢈreꢈnꢈcꢈeꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈ the ꢈꢈꢈꢈPꢈrꢈiꢈnꢈcꢈipꢈaꢈlꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈ (President, Secretary, ꢌanager, Owner or Representatiꢆe) DLR Group inc., a California corporationof ꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈ, certify that the (ꢍame of ꢁompany, ꢁorporation or Owner)
Specifications and ꢎeneral Proꢆisions regarding insurance requirements as stated within the Professional Serꢆices ꢅgreement (PSꢅ), for the Purchase ꢁontract designated ꢎꢓꢔꢕꢓꢖꢗ ꢘꢙꢚ ꢌꢗꢛꢗꢓꢜꢓꢝꢗ ꢙꢘ ꢏꢕꢛꢞꢟꢘꢟꢠꢛꢗꢟꢙꢝꢖ ꢛꢝꢡ ꢑꢚꢙꢢꢙꢖꢛꢞ (“ꢌꢙꢞꢟꢠꢟꢗꢛꢗꢟꢙꢝ”) #ꢣꢤꢥꢣꢣꢦꢧꢨꢨ ꢘꢙꢚ ꢅꢝꢦꢀꢛꢞꢞ ꢂꢚꢠꢩꢟꢗꢓꢠꢗꢕꢚꢛꢞ ꢌꢓꢚꢪꢟꢠꢓꢖ – ꢏꢕꢛꢞꢟꢘꢟꢓꢡ ꢀꢙꢝꢖꢕꢞꢗꢛꢝꢗꢖ ꢇꢟꢖꢗ haꢆe ꢏeen read and understood and that our ꢁonsultants is aꢏle to proꢆide and maintain the coꢆerage as specified in the PSꢅꢐ Failure to proꢆide said coꢆerage, upon request to finaliꢑe the PSꢅ prior to award shall ꢏe enough cause for immediate disqualification of awardꢐ Failure to maintain said coꢆerage shall result in termination of the contractꢐ
ꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈ
Signature
Christopher Lawrence, AIA, LEED AP BD+C
ꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈ
Printed ꢍame
Principal-in-Chargeꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈ
ꢀitle
10/27/2021ꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈ
ꢒate
ꢀꢁꢂꢃꢄꢃꢅꢆ ꢇꢈꢉ ꢊꢋꢅ ꢅꢋ ꢄꢉ ꢃꢊꢌꢍꢎꢏꢉꢏ ꢃꢊ ꢐꢋꢎꢈ ꢄꢃꢏ ꢈꢉꢆꢑꢋꢊꢆꢉꢒ ꢓꢍꢍ ꢈꢉꢔꢉꢈꢉꢊꢌꢉꢏ ꢀꢁꢂꢃꢄꢃꢅꢆ ꢕꢎꢆꢅ ꢄꢉ ꢆꢎꢄꢕꢃꢅꢅꢉꢏ ꢃꢊ ꢖꢍꢇꢊꢉꢅ ꢗꢃꢏꢆ ꢆꢐꢆꢅꢉꢕ ꢎꢊꢏꢉꢈ ꢅꢂꢉ ꢘꢉꢆꢑꢋꢊꢆꢉ ꢙꢐꢑꢉꢆꢚ ꢀꢁꢂꢃꢄꢃꢅꢆ ꢓ – ꢛꢚ ꢜꢒ
ꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈ

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04 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA

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[EXHIBITS A-G] DLR Group
ꢀꢁe ꢂitꢃ of Rancꢁo ꢂucamonꢄa
Request for Statement of Qualifications (“SOQ”) and Proposals (“RFP”) #21/22ꢅꢆꢇꢇ for
Onꢅꢂall ꢈrcꢁitectural Serꢉices – Qualified ꢂonsultants ꢊist ꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋ “EXHIBIT ꢀꢁ ꢂꢀꢀEꢃꢀꢄꢅ ꢂꢆꢇꢃꢈꢉꢊEꢀꢋEꢅEꢃT”
ꢀꢁe ꢂonsultants ꢁereꢎꢃ acꢏnoꢐledꢄes tꢁe folloꢐinꢄ ꢈddenda ꢑumꢎer(s) to tꢁis Solicitation ꢁaꢉe ꢎeen receiꢉedꢒ if anꢃꢓ ꢂonsultants understands failure to acꢏnoꢐledꢄe anꢃ addenda issued maꢃ cause tꢁe Solicitation response to ꢎe considered nonꢅresponsiꢉeꢓ ꢔt is tꢁe ꢂonsultants’ responsibility to log into the Bid System to identify and doꢐnload tꢁe numꢎer of addenda tꢁat ꢁaꢉe ꢎeen postedꢓ
Addendum No. 001•
•
•
•
ꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋ
ꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋ
ꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋ
ꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋ
ꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋ
Siꢄnature
Christopher Lawrence, AIA, LEED AP BD+Cꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋ Printed ꢑame
Principal-in-Chargeꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋ
ꢀitle
1ꢋꢋ0ꢋ/ꢋ2ꢋ7ꢋ/ꢋ2ꢋ0ꢋ2ꢋ1ꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋ
ꢕate
ꢀꢁꢂꢃꢄꢃꢅꢆ ꢇꢈꢉ ꢊꢋꢅ ꢅꢋ ꢄꢉ ꢃꢊꢌꢍꢎꢏꢉꢏ ꢃꢊ ꢐꢋꢎꢈ ꢄꢃꢏ ꢈꢉꢆꢑꢋꢊꢆꢉꢒ ꢓꢍꢍ ꢈꢉꢔꢉꢈꢉꢊꢌꢉꢏ ꢀꢁꢂꢃꢄꢃꢅꢆ ꢕꢎꢆꢅ ꢄꢉ ꢆꢎꢄꢕꢃꢅꢅꢉꢏ ꢃꢊ ꢖꢍꢇꢊꢉꢅ ꢗꢃꢏꢆ ꢆꢐꢆꢅꢉꢕ ꢎꢊꢏꢉꢈ ꢅꢂꢉ ꢘꢉꢆꢑꢋꢊꢆꢉ ꢙꢐꢑꢉꢆꢚ ꢀꢁꢂꢃꢄꢃꢅꢆ ꢓ –ꢛꢚ ꢜꢒ
ꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋ Paꢄe 2ꢌ of 2ꢍ
CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 05

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DLR Group [EXHIBITS A-G]
ꢀhe ꢁity of Rancho ꢁucamonga
Request for Statement of Qualifications (“SOQ”) and Proposals (“RFP”) #21/22ꢂꢃꢄꢄ for
Onꢂꢁall ꢅrchitectural Serꢆices – Qualified ꢁonsultants ꢇist ꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈ “EXHIBIT Eꢀ ꢁEBꢂꢃꢄEꢅT ꢆꢇꢈ ꢉꢊꢉꢋEꢅꢉIꢌꢅ ꢍEꢃTIꢎIꢍꢂTIꢌꢅ ꢎꢌꢃꢄ” DLR Group inc., a California corporationꢊ certify that neither ꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈ (ꢁonsultant) nor any of its proposed subcontractors are not currently listed on the goꢆernmentꢋide eꢌclusions in the System for ꢅꢋard ꢍanagement (Sꢅꢍ)ꢎ in accordance ꢋith the guidelines under 2 ꢁFR 2ꢄꢄ that implement ꢏꢌecutiꢆe Orders 12ꢃꢐꢉ (ꢑ ꢁFR part 1ꢉꢒꢓ ꢁompꢔꢎ pꢔ 1ꢒꢉ) and 12ꢓꢒꢉ (ꢑ ꢁFR part 1ꢉꢒꢉ ꢁompꢔꢎ pꢔ 2ꢑꢃ)ꢎ and that neither ꢁonsultant nor any of its proposed subcontractors are taꢌ delinquent ꢋith the State of ꢁaliforniaꢔ ꢊ acꢕnoꢋledge that if ꢁonsultants or any of its subcontractors subsequently are placed under suspension or debarment by a localꢎ state or federal goꢆernment entityꢎ or if ꢁonsultants or any of its subcontractors subsequently become delinquent in ꢁalifornia taꢌesꢎ our Proposal ꢋill be disqualifiedꢔ ꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈ
Signature
Christopher Lawrence, AIA, LEED AP BD+Cꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈ Printed ꢖame
Principal-in-Charge
ꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈ
ꢀitle
10/27/2021
ꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈ
ꢗate
ꢀꢁꢂꢃꢄꢃꢅꢆ ꢇꢈꢉ ꢊꢋꢅ ꢅꢋ ꢄꢉ ꢃꢊꢌꢍꢎꢏꢉꢏ ꢃꢊ ꢐꢋꢎꢈ ꢄꢃꢏ ꢈꢉꢆꢑꢋꢊꢆꢉꢒ ꢓꢍꢍ ꢈꢉꢔꢉꢈꢉꢊꢌꢉꢏ ꢀꢁꢂꢃꢄꢃꢅꢆ ꢕꢎꢆꢅ ꢄꢉ ꢆꢎꢄꢕꢃꢅꢅꢉꢏ ꢃꢊ ꢖꢍꢇꢊꢉꢅ ꢗꢃꢏꢆ ꢆꢐꢆꢅꢉꢕ ꢎꢊꢏꢉꢈ ꢅꢂꢉ ꢘꢉꢆꢑꢋꢊꢆꢉ ꢙꢐꢑꢉꢆꢚ ꢀꢁꢂꢃꢄꢃꢅꢆ ꢓ – ꢛꢚ ꢜꢒ
ꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈꢈ

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06 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA

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[EXHIBITS A-G] DLR Group
ꢀꢁe ꢂitꢃ of Rancꢁo ꢂucamonꢄa
Request for Statement of Qualifications (“SOQ”) and Proposals (“RFP”) #21/22ꢅꢆꢇꢇ for
Onꢅꢂall ꢈrcꢁitectural Serꢉices – Qualified ꢂonsultants ꢊist ꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋ “ꢀꢁꢂꢃꢄꢃꢅ ꢆꢇ ꢈꢉꢊꢅꢃꢋꢃꢈꢉꢅꢃꢌꢍ ꢋꢎꢉꢏꢐꢀ”
ꢎt is ꢁereꢏꢃ understood tꢁat otꢁer ꢄoꢉernment entitiesꢐ sucꢁ as citiesꢐ countiesꢐ and special/scꢁool districts maꢃ utiliꢑe tꢁis Solicitation response at tꢁeir option for equipment or serꢉices at tꢁe Solicitation response price for a period of ꢋꢋꢋ6ꢋ0ꢋꢋꢋꢋ daꢃsꢒ Said entities sꢁall ꢁaꢉe tꢁe option to participate in anꢃ aꢓard made ꢏecause of tꢁis solicitationꢒ ꢈnꢃ sucꢁ piꢄꢄꢃꢅꢏacꢔ aꢓards ꢓill ꢏe made independentlꢃ ꢏꢃ eacꢁ aꢄencꢃꢐ and tꢁe ꢂitꢃ is not an aꢄentꢐ partner or representatiꢉe of tꢁese aꢄencies and is not oꢏliꢄated or liaꢏle for anꢃ action of deꢏts tꢁat maꢃ arise out of sucꢁ independentlꢃ neꢄotiated piꢄꢄꢃꢅꢏacꢔ procurementꢒ ꢕacꢁ puꢏlic aꢄencꢃ sꢁall accept sole responsiꢏilitꢃ of its oꢓn order placement and paꢃments of tꢁe ꢂonsultantsꢒ ꢐꢑꢒꢒꢓꢔꢔꢕꢑꢖ ꢋꢗꢘꢔꢑꢖꢙꢚꢘꢙꢔ ꢛꢜꢖꢖ ꢓꢝꢙꢓꢘꢞ ꢟꢠꢜꢒꢓꢔ ꢚꢔ ꢟꢠꢗꢟꢗꢔꢓꢞ ꢡꢓꢠꢓꢜꢘ ꢙꢗ ꢗꢙꢡꢓꢠ ꢢꢗꢣꢓꢠꢘꢤꢓꢘꢙꢚꢖ ꢚꢢꢓꢘꢒꢜꢓꢔꢇ ꢟꢖꢓꢚꢔꢓ ꢔꢟꢓꢒꢜꢕꢥꢦ
ꢧꢀꢐ ꢨꢨꢨꢨXꢨꢨꢨꢨꢨꢨ ꢍꢌ ꢨꢨꢨꢨꢨꢨꢨꢨꢨ
ꢀꢁꢂꢃꢄꢃꢅꢆ ꢇꢈꢉ ꢊꢋꢅ ꢅꢋ ꢄꢉ ꢃꢊꢌꢍꢎꢏꢉꢏ ꢃꢊ ꢐꢋꢎꢈ ꢄꢃꢏ ꢈꢉꢆꢑꢋꢊꢆꢉꢒ ꢓꢍꢍ ꢈꢉꢔꢉꢈꢉꢊꢌꢉꢏ ꢀꢁꢂꢃꢄꢃꢅꢆ ꢕꢎꢆꢅ ꢄꢉ ꢆꢎꢄꢕꢃꢅꢅꢉꢏ ꢃꢊ ꢖꢍꢇꢊꢉꢅ ꢗꢃꢏꢆ ꢆꢐꢆꢅꢉꢕ ꢎꢊꢏꢉꢈ ꢅꢂꢉ ꢘꢉꢆꢑꢋꢊꢆꢉ ꢙꢐꢑꢉꢆꢚ ꢀꢁꢂꢃꢄꢃꢅꢆ ꢓ – ꢛꢚ ꢜꢒ
ꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋ Paꢄe 2ꢌ of 2ꢍ
CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 07

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DLR Group [EXHIBITS A-G]
ꢀꢁe ꢂitꢃ of Rancꢁo ꢂucamonꢄa
Request for Statement of Qualifications (“SOQ”) and Proposals (“RFP”) #21/22ꢅꢆꢇꢇ for
Onꢅꢂall ꢈrcꢁitectural Serꢉices – Qualified ꢂonsultants ꢊist ꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋ “EXHIBIT ꢀꢁ ꢂIꢀꢃꢄTꢅꢆE ꢇꢈ ꢄꢅTHꢇꢆITꢉ”
ꢀꢁe undersiꢄned firm declares tꢁat ꢁe ꢁas carefullꢃ eꢎamined tꢁe specifications and read tꢁe aꢏoꢉe terms and conditionsꢐ and ꢁereꢏꢃ proposes and aꢄreesꢐ if tꢁis Solicitation response is acceptedꢐ to furnisꢁ all material in accordance ꢑitꢁ tꢁe specifications and instructionsꢐ in tꢁe time and manner tꢁerein prescriꢏed for tꢁe unit cost amounts set fortꢁ in tꢁe folloꢑinꢄ Solicitation responseꢒ ꢀꢁꢂ ꢃꢄꢅꢆꢇꢈꢀꢉꢅꢀ ꢊꢅ ꢆꢇꢋꢌꢊꢀꢀꢊꢅꢍ ꢀꢁꢊꢆ ꢆꢄꢈꢊꢃꢊꢀꢉꢀꢊꢄꢅ ꢎꢂꢆꢏꢄꢅꢆꢂ ꢌꢇꢆꢀ ꢐꢊꢈꢈ ꢊꢅ ꢀꢁꢂ ꢐꢄꢈꢈꢄꢑꢊꢅꢍ ꢊꢅꢐꢄꢎꢌꢉꢀꢊꢄꢅꢒ ꢐꢉꢊꢈꢇꢎꢂ ꢀꢄ ꢓꢄ ꢆꢄ ꢌꢉꢔ ꢓꢂꢂꢌ ꢔꢄꢇꢎ ꢆꢄꢈꢊꢃꢊꢀꢉꢀꢊꢄꢅ ꢎꢂꢆꢏꢄꢅꢆꢂ ꢉꢆ ꢅꢄꢅꢕꢎꢂꢆꢏꢄꢅꢆꢊꢖꢂꢒ ꢊꢋꢌꢍꢎꢏꢐ ꢃꢎꢌꢑꢒ ꢄꢓꢓꢔꢑꢕꢕꢒ
ꢖꢂꢗꢔꢑꢑꢗꢁ ꢂꢘꢙ ꢚ ꢊꢛꢗꢐꢁ ꢂꢗꢎꢗꢑꢁ ꢜꢛꢍꢝ
DLR Group inc., a California corporation
DLR Group Riverside
1650 Spruce Street, Suite 300
Riverside, CA 92507Tꢑꢞꢑꢍꢟꢋꢏꢑ ꢚꢒ
m: 909/908-1233
ꢈꢎꢠ ꢚꢒ
951/682-0470
Eꢡꢌꢎꢛꢞ ꢎꢓꢓꢔꢑꢕꢕꢒ ꢢꢑꢣ ꢄꢓꢓꢔꢑꢕꢕꢒ
[email protected]
ꢄꢘꢗꢟꢋꢔꢛꢤꢑꢓ ꢆꢑꢍꢔꢑꢕꢑꢏꢗꢎꢗꢛꢥꢑꢒ ꢖꢍꢔꢛꢏꢗꢝ
Christopher Lawrence, AIA, LEED AP BD+C
ꢂꢛꢦꢏꢎꢗꢘꢔꢑꢒ
Tꢛꢗꢞꢑꢒ
Principal-in-Charge
ꢧꢎꢗꢑꢒ
10/27/2021
ꢂꢗꢘꢙꢚꢙꢛꢜ ꢝꢞꢟ ꢠꢡꢛ ꢛꢡ ꢚꢟ ꢙꢠꢢꢣꢤꢥꢟꢥ ꢙꢠ ꢦꢡꢤꢞ ꢚꢙꢥ ꢞꢟꢜꢧꢡꢠꢜꢟꢒ ꢉꢣꢣ ꢞꢟꢨꢟꢞꢟꢠꢢꢟꢥ ꢂꢗꢘꢙꢚꢙꢛꢜ ꢩꢤꢜꢛ ꢚꢟ ꢜꢤꢚꢩꢙꢛꢛꢟꢥ ꢙꢠ ꢏꢣꢝꢠꢟꢛ ꢋꢙꢥꢜ ꢜꢦꢜꢛꢟꢩ ꢤꢠꢥꢟꢞ ꢛꢘꢟ ꢎꢟꢜꢧꢡꢠꢜꢟ ꢀꢦꢧꢟꢜꢪ ꢂꢗꢘꢙꢚꢙꢛꢜ ꢉ – ꢍꢪ ꢁꢒ
ꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋꢋ Paꢄe 2ꢌ of 2ꢍ
08 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA

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[EXHIBIT H] DLR Group
The City of Rancho Cucamonga
Request for Statement of Qualifications (“SOQ”) and Proposals (“RFP”) #21/22-500 for
On-Call Architectural Services – Qualified Consultants List __________________________________________________________________________________________________ “EXHIBIT H” ꢀEꢁEꢀEꢂꢃEꢄ ꢅꢆꢀꢇꢄHEET
The following References Worksheet must be complete, please do not mark “See Attached”. Provide a minimum of four (4) clients that are similar in size to the City of Rancho Cucamonga that your company has conducted comparable or like services. Preferred references should be government agencies and be a current customer within the past three (3) years. Please verify accuracy of contact information.

Reference 1
Company Name City of Rancho Cucamonga Fire Protection District Contact Name and Title
Company Address
Contact Telephone Number
Contact Email
Ivan Rojer, Fire Chief
10500 Civic Center Drive, City Hall – Lower Level, Rancho Cucamonga, CA 91730 909/477-2770
[email protected]
Description of Comparative
Services and Project Cost
(please be speciﬁc)
Our team leaders Andrew Thompson and Roberto Marquez provided architectural services to the City of Rancho Cucamonga Fire Protection District in the roles of Principal-in-Charge and Project Manager for the following projects:

All-Risk Fire Training Center: The new 46,000 square foot facility, built on an existing large ﬁre station site, is a state-of-the-art all-risk training facility for ﬁre, police, and other local & regional agencies, including regional community colleges. Project Cost:
$21M
New Public Safety Facility & Fire Station #172: The new 16,274 SF public safety facility brings together a new replacement ﬁre station (Station #172) and a new San Bernardino County Sheriff sub-station connected by shared community spaces, including a lobby, conference room, restrooms, and support facilities. Project Cost: $14.5M Reference 2
Company Name County of Riverside
Contact Name and Title
Company Address
Contact Telephone Number
Contact Email
Blanca I. Limon, Project Manager
3133 Mission Inn Avenue, Riverside, CA 92507
951/203-1842
[email protected]
Description of Comparative
Services and Project Cost
(please be speciﬁc)
Riverside County Administration Center (CAC) Riv 2nd Floor TI | Ongoing. The project scope includes complete demolition of the second-ﬂoor tenant space in the CAC building, new tenant improvements including new lobby/waiting area, enclosed and open oﬃce spaces, conference rooms, storage rooms and toilet room facilities for TLMA. DLR Group is providing architectural and interior renovation services on the 2nd ﬂoor of the building including MEP and Structural upgrades. Size: 17,800 S F. Project budget is $2.5 M.

CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 01

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DLR Group [EXHIBIT H]
The City of Rancho Cucamonga
Request for Statement of Qualifications (“SOQ”) and Proposals (“RFP”) #21/22-500 for
On-Call Architectural Services – Qualified Consultants List Reference 3
Company Name San Bernardino County
Contact Name and Title
Company Address
Darlynn Wissert, Supervising Project Manager RESD
655 E 3rd Street, San Bernardino, CA 92415
Contact Telephone Number
Contact Email
909/387-8907
[email protected]
Description of Comparative
Services and Project Cost
(please be speciﬁc)
Multiple Years On-Call Services | Ongoing Projects. Long-term partnership from planning to implementation. Since 2002, DLR Group has been instrumental in understanding the need of and shaping the future of San Bernardino County’s facilities.

DLR Group has engaged with all administrative elements of the County to assess and determine long-range plans for their comprehensive facility portfolio of owned and leased space. Goals included consolidating all locations to a new facility at the Government Center. Currently, we are involved in the renovation of a 100,000 SF oﬃce building. Project Cost: TBD Multiple projects.

Reference 4
Company Name County of Riverside
Contact Name and Title
Company Address
Contact Telephone Number
Contact Email
Dominick Lombardi, Facilities Project Manager III
3133 Mission Inn Avenue, Riverside, CA 92507
951/212-3520
[email protected]
Description of Comparative
Services and Project Cost
(please be speciﬁc)
Riverside County Administration Center (CAC) 10th Floor TI | Ongoing. The project scope includes complete demolition of existing space and new interior build-out, renovation of all toilet rooms and refresh to elevator lobby. DLR Group is providing architectural, interior renovation, MEP, and Structural upgrade services on the 10th ﬂoor of the County Administration Center. Size: 17,424 S F. Project budget is: $3.8 M.

Exhibits are not to be included in your bid response. All referenced Exhibits must be submitted in Planet Bids system under the Response Types, Exhibits A – G, H.
02 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA

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[EXHIBIT H] DLR Group
The City of Rancho Cucamonga
Request for Statement of Qualifications (“SOQ”) and Proposals (“RFP”) #21/22-500 for
On-Call Architectural Services – Qualified Consultants List Reference 5
Company Name Los Angeles County Department of Public Works Contact Name and Title
Company Address
Contact Telephone Number
Contact Email
Vincent Yu, Assistant Deputy Director
900 S. Fremont Avenue, Alhambra, CA 91803
626/703-9908
[email protected]
Description of Comparative
Services and Project Cost
(please be speciﬁc)
On-Call for Strategic Facilities Master-Planning Services | Ongoing. On-call master planning and strategic planning services for facilities. Projects include the LA County Probation Department Consulting Services - Juvenile Halls Consolidation Analysis and LA County Eastern Hill Master Planning Consulting Services- Phase I- LASD Crime Lab & County Coroner Facilities. Project Cost: TBD Multiple projects.

Exhibits are not to be included in your bid response. All referenced Exhibits must be submitted in Planet Bids system under the Response Types, Exhibits A – G, H.

CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 03

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City of Rancho Cucamonga
Bid Results for Project On-Call Architectural Services (SOQ & RFP #21/22-500) Issued on 09/27/2021
Bid Due on October 27, 2021 12:00 PM (PST)
Exported on 01/13/2022
Consultant: DLR Group
Description
Architectural Services
Hourly Rate
Administrative Assistant
AE Team Administrative Support Hourly Rate
Associate
AE Team Project Manager Hourly Rate
Designer
Architecture Project Designer Hourly Rate
Principal
AE Team Principal-in-Charge Hourly Rate
Senior
$90.00
$175.00
$145.00
$265.00
$205.00
$115.00
AE Team Senior Project Manager Hourly Rate
Technician
Architecture Project Design Support Hourly Rate
Architectural Services, Sub-Consultant 1
Assistant
Engineering Professional Support Hourly Rate
Associate
Engineering Professional Hourly Rate
Senior
$115.00
$175.00
$205.00Engineering Senior Professional Hourly Rate
Architectural Services, Sub-Consultant 2
Administrative Assistant
Civil and Landscape Support Staff Hourly Rate
Associate
Civil and Landscape Professional Hourly Rate
Senior
Civil and Landscape Senior Professional I Hourly Rate
Technician
$110.00
$185.00
$230.00
$125.00Civil and Landscape Technical Support Hourly Rate Architectural Services, Sub-Consultant 3
Administrative Assistant
Cost Estimating Project Scheduler Hourly Rate
Associate
Cost Estimating Chief Estimator Hourly Rate
Principal
$130.00
$130.00
Cost Estimating Principal Hourly Rate
Cost Estimating Regional Director Hourly Rate
$130.00
$130.00
Reimbursable Expenses
Printing Charges for Client Deliverables. Reimbursable
expenses are charge at 1.10 times the expense

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Initials

Page 1 of 1 ends

AMENDMENT NO. 1
to
Agreement (CO 2022-018)
between
DLR Group, LLC (hereinafter Consultant)
and
City of Rancho Cucamonga (hereinafter “City”)
and the
Rancho Cucamonga Fire Protection District (RCFPD)
This Ame
ndment No. 1 will serve to amend the Professional Services Agreement (hereinafter “Agreement”), CO# 2022-018 to incorporate the following:

RECITALS
A. City, RCFPD and Consultant entered into the Agreement on February 16, 2022, pursuant to which Consultant is in the business of performing Architectural Services and B. Customer and Consultant desire to set forth in this Amendment Number one (1) certain modifications to the Agreement, and
C. In all other respects, the Agreement, as amended shall control the relationship between the Parties.

NOW, THEREFORE, in consideration of th e Recitals and for other goods and valuable consideration, the re
ceipt and sufficiency of whi ch is hereby acknowledged, the parties agree as follows:

I
tem 1: Add a rchitectural and engineering services for the Archibald Library Relocation Project to the scope of work.

Item 2
: Modify contract section 3.1, compensation, to increase the total amount payable to the consultant to an amount that shall not to exceed $2,103,250 (two million, one hundred three thousand, two hundred fifty dollars) per year.

All other Terms and Conditions of the original Agreement CO 2022-018 will remain in full effect.

IN WITNESS WHEREOF, the parties, through their respective authorized representatives, have executed this Amendment
by way of signature by both parties and on the date indicated below.

DLR Grou
p, LLC
By:

Name Date
City of Rancho Cucamonga
By:

Name Date
Title Title
Rancho Cu
camonga Fire Protection District
By:

Name Date
By:

Name Date
Title (two si
gnatures required if corporation)
ATTACHMENT 3

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DATE:June 7, 2023
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY: Matt Marquez, Planning and Economic Development Director Flavio Nunez, Management Analyst II
SUBJECT: Consideration to Approve Amendment No. 1 to the Cooperation Agreement for the Home Consortium with San Bernardino County. (CITY) RECOMMENDATION:

Staff recommends the City Council approve Amendment No. 1 to the Cooperation Agreement of the Home Consortium with San Bernardino County.

BACKGROUND:

The HOME Investment Partnerships Program (HOME) provides formula grants to states and localities that are used often in partnership with local nonprofit groups to fund a wide range of housing activities. The formula for allocation considers the relative inadequacy of each jurisdiction's housing supply, its prevalence of poverty, its fiscal distress, and other factors.

Despite the City’s direct allocation of CDBG funds, the City is not guaranteed to receive a direct allocation of HOME Funds nor a significant grant amount. Communities that do not qualify for a direct allocation under the formula can join with one or more neighboring localities in a legally binding consortium whose members' combined allocation would meet the threshold for direct funding.

ANALYSIS:

In 2014, the City entered into a Cooperation Agreement (Agreement) with San Bernardino County to be a part of the County’s HOME Consortium. Every three (3) years the County requalifies with the federal Department of Housing and Urban Development (HUD) as a Consortium to receive an annual allocation of HOME funds. The Agreement has an automatic renewal clause whereby the City notifies the County of the City’s desire to continue to be a member of the Consortium and the Agreement term is automatically extended. HUD has notified the County that the agreement with the City needs to be amended to follow HUD regulations. With approval of Amendment No. 1, the Agreement will be in compliance with HUD regulations. The proposed Amendment, attached to this report, details changes to three sections of the agreement. The changes address withdrawal from the Consortium, the period the agreement remains in effect, and the manner in which amendments or modifications to the agreement must be made.

As a partner in the HOME Consortium the City will benefit from the availability of HOME funds, which would otherwise be redistributed by HUD nationally. Membership in the Consortium ensures funds are made available for use in the in the City. The Agreement will commence July 1, 2024, for a three-year period. Members of the consortium are prohibited from withdrawing from

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1 8
4 0
the Consortium during the three (3) year effective period.

FISCAL IMPACT:

There will be no impact to the City’s General Fund to participate as a member of the HOME Consortium.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

Participation in the HOME Consortium supports the City Council’s Vision to create an equitable, sustainable and vibrant city, rich in opportunity for all to thrive by ensuring residents have equal access to a wide array of public services and decent affordable housing with suitable living conditions.

ATTACHMENTS:

Attachment 1 – Amendment No. 1 to Cooperation Agreement for HOME Consortium

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Page 1 of 4 ends

SAN BERNARDINO COUNTY

COMMUNITY DEVELOPMENT AND HOUSING DEPARTMENT

HOME INVESTMENT PARTNERSHIP PROGRAM

COOPERATION AGREEMENT FOR HOME CONSORTIUM
For Federal Fiscal Years 2015-2017 and Subsequent Automatic Renewals Unless Terminated
A
mendment No.1 to Cooperation Agreement for HOME Consortium.

Thi
s First Amendment to the Cooperation Agreement for HOME Consortium is made and entered into by and between San Bernardino County (formerly known as County of San Bernardino) of the State of California (hereinafter called “COUNTY”) and the City of Chino Hills and the City of Rancho Cucamonga (hereinafter called “CITIES”) within the COUNTY.

WHEREAS the COUNTY and the CITIES entered into the Cooperation Agreement for HOME Consortium (hereinafter called “CONSORTIUM”) for Housing and Urban Development HOME Grant for Fiscal Years 2015-16, 2016-17, 2017-18 and Subsequent Automatic Renewals Unless Terminated, County Contract No.14-386 (hereinafter called “Agreement”).

WHEREAS, pursuant to Section 11 of the Agreement, the CONSORTIUM shall adopt any amendments to the Agreement that are necessary to meet United States Department of Housing and Urban Development (hereinafter called “HUD”) requirements for CONSORTIUM agreements,
WHER
EAS, HUD has notified the COUNTY that the Agreement must be amended to update provisions cited in Notice CPD-13-002,
W
HEREAS, to implement and effectuate the provisions in Notice CPD -13-002, the COUNTY, and CITIES desire to enter into this First Amendment to the Agreement (hereinafter referred to as “First Amendment”).

NO
W, THEREFORE, the COUNTY and CITIES hereby agree that the Agreement is amended as follows effective July 1, 2024:

For
clarification purposes, the initial three (3) year “qualification period” for the Agreement was for fiscal years 2015-16, 2016-17, and 2017-18. This initial three (3) period and subsequent three (3) periods will be referred to as the “qualification period.” The COUNTY and CITIES are all on the same program year for Community Development Block Grant, HOME , and Emergency Solutions Grant and all have the same five (5) year Consolidated Plan Period.

S
ection 9 of the Agreement is hereby amended to include the following:

Attachment 1

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Page 2 of 4 ends

COUNTY and CITIES explicitly state they each agree to affirmatively further fair housing in their activities.

Section 11 of the Agreement is hereby amended to include the following:

CITIES are prohibited from withdrawing from the CONSORTIUM while an existing three (3) year “qualification period” is in effect.

Section 15 of the Agreement is hereby amended to include the following:

This Agreement remains in effect, at the very least, until the HOME funds from each of the federal fiscal years of the Agreement’s specified qualification period, and each successive qualification period for which the agreement is renewed, are expended on eligible activities.

Section 16 of the Agreement is hereby amended to include the following:

Amendments and/or modifications to this Agreement must be done with the written consent of the COUNTY Chief Executive Officer and the CITIES’ respective City Managers, or equivalent, with the approval of COUNTY Counsel and CITIES’ counsel.

Except as expressly modified by this First Amendment, all other terms, and conditions of Agreement No.14-386 remain unmodified and continue in full force and effect. In the event of any conflict between this First A mendment and the Agreement, the provisions of this First Amendment shall prevail.

END OF FIRST AMENDMENT.

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Page 4 of 4 ends

SAN BERNARDINO COUNTY

COMMUNITY DEVELOPMENT AND HOUSING DEPARTMENT

HOME INVESTMENT PARTNERSHIP PROGRAM

AMENDMENT No.1 TO COOPERATION AGREEMENT No. 14-386

FOR HOME CONSORTIUM

SIGNATURE PAGE

COUNTERPART EXECUTION
This Amendment may be executed in any number of counterparts, each of which so executed shall be deemed to be an original, and such counterparts shall together constitute one and the same Amendment. The parties shall be entitled to sign and transmit an electronic signature of this Amendment (whether by facsimile, PDF, or other email transmissions), which signature shall be binding on the party whose name is contained therein. Each party providing an electronic signature agrees to promptly execute and deliver to the other party an original signed Amendment upon request. All counterparts must be construed together to constitute one (1) instrument.

IN WITNESS WHEREOF , the parties have caused this Amendment to be executed by its respective duly authorized officers, on its behalf below.

APPROVED AS TO FORM:

Approved as to Legal Form Reviewed for Contract Compliance Reviewed/Approved by Department

Suzanne Bryant, County Counsel Carrie Harmon, Director of CDH Date Date Date

SAN BERNARDINO COUNTY CITY OF RANCHO CUCAMONGA
(Print or type the name of the corporation,
company, contractor, etc.)

Dawn Rowe, Chair, Board of Supervisors (Authorized signature - sign in blue ink) Dated:

Name

SIGNED AND CERTIFIED THAT A COPY OF THIS (Print or type the name of the person signing)

DOCUMENT HAS BEEN DELIVERED TO THE
CHAIRMAN OF THE BOARD Title CITY MANAGER

Lynna Monell
Clerk of the Board of Supervisors
San Bernardino County

Attest:
(Print or Type)

Date:

City Clerk

City Attorney
Date:

Page 173 ends

DATE:June 7, 2023
TO:Mayor and Members of the City Council
President and Members of the Boards of Directors
FROM:John R. Gillison, City Manager
INITIATED BY: William Wittkopf, Public Works Services Director Mike McCliman, Fire Chief
Neil Plummer, Facilities Superintendent
Andrea Bauer, Management Analyst I
SUBJECT: Consideration of Amendment No. 4 to Contract CO 2020-107 with Champion Fire Systems for Fire Suppression System Maintenance in an Amount Not to Exceed $130,000 for City and Fire District Facilities. (CITY/FIRE)
RECOMMENDATION:

Staff recommends the City Council and Board of Directors approve Amendment No. 4 to contract CO 2020-107 with Champion Fire Systems extending the term of the contract to June 30, 2024 in an amount not to exceed $130,000 for City and Fire District facilities contingent upon the approval of the FY 2023/2024 budget.

BACKGROUND:

On October 7, 2020, the City Council and Board of Directors accepted the bids received for fire suppression system maintenance and awarded contract CO 2020-107 to Champion Fire Systems. The contract has an option to renew in one year increments up to a total of seven years ending June 30, 2028. With the third year coming to an end, staff is bringing forward the contract as an option for the City Council and Board of Directors to renew CO 2020-107 with Champion Fire Systems for fire suppression system maintenance. The scope of the work for this contract includes but is not limited to; testing, repair, and preventative maintenance for water-based systems, fire extinguishers, fire/smoke doors, kitchen hood systems, fire hose, and clean agent suppression systems.

ANALYSIS:

Champion Fire Systems has submitted a Letter of Intent expressing their desire to continue providing fire suppression system maintenance for the City and Fire District during FY 2023/2024 with no rate increase.

Champion Fire Systems continues to provide reliable service to the City and Fire District. If approved, Amendment 4 to CO 2020-107 will extend the term of the contract to June 30, 2024 with no rate increase or changes to the scope of work or other terms and conditions. A copy of this agreement is available in the City Clerk’s Office.

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1 8
3 6
FISCAL IMPACT:

The proposed FY 2023/2024 budget includes a 10% increase totaling $74,110 in various contract services budget line items for City and Fire District fire suppression systems maintenance and repairs. Champion Fire Systems is not requesting a rate increase for FY 2023/2024, therefore, the estimated actuals will be adjusted accordingly in the amended budget to account for the difference between the budgeted increase and the actual cost in contract expenditures.

The contract spending limit of $130,000 includes a contingency of $55,890 for unforeseen work resulting from aging equipment.

COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:

This item addresses the City Council’s Core Value to promote and enhance a safe and healthy community for all by ensuring the City and Fire District facilities are properly maintained.

ATTACHMENTS:

None.

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DATE:June 7, 2023
TO:Mayor and Members of the City Council
President and Members of the Boards of Directors
FROM:John R. Gillison, City Manager
INITIATED BY: William Wittkopf, Public Works Services Director Mike McCliman, Fire Chief
Neil Plummer, Facilities Superintendent
Andrea Bauer, Management Analyst I
SUBJECT: Consideration of Amendment No. 6 to Contract No. 18-102 with Absolute Security International for Security Guard Services in an Amount Not to Exceed $550,000 for City and Fire District Facilities. (CITY/FIRE) RECOMMENDATION:

Staff recommends the City Council and Board of Directors approve Amendment No. 6 to contract CO 18-102 with Absolute Security International extending the term of the contract to June 30, 2024 in an amount not to exceed $550,000 for the City and Fire District contingent upon the approval of the FY 2023/2024 budget.

BACKGROUND:

On August 15, 2018, City Council accepted the bids received for security guard services at various City facilities and awarded contract CO 18-102 to Absolute Security International, Inc. The contract has an option to renew in one year increments up to a total of five years through June 30, 2024. With the fourth year coming to an end, staff is bringing forward the contract as an option for the City Council and Board of Directors to renew CO 18-102 with Absolute Security International for security guard services.

The scope of work for this contract includes but is not limited to: restroom lockup and gate closures at City parks, standing guard services, patrol route, special event security, fire watch detail, parking lot monitoring, and loss control. Regular security guard services are provided at the Metrolink Station and armed security guard services are provided at the Public Works Service Center after-hours due to thefts that occurred in previous years. Previously, park restroom lockup and gate closures consisted of a four-hour shift but due to Absolute Security International’s inability to retain staff for only four-hour shifts and the need for additional patrol coverage at parks because of vandalism, the daily park routine coverage was recently increased to eight-hour shifts.

ANALYSIS:

Absolute Security International, Inc. has submitted a Letter of Intent expressing their desire to continue providing service to the City of Rancho Cucamonga and the Fire District during FY 2023/2024 with a 7% rate increase for regular security officer services, 5.93% rate increase for vehicle patrol officer services, and no rate adjustments for armed guard or event security services.

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Absolute Security International, Inc. continues to provide great service to the City and Fire District.

If approved, Amendment 6 to CO 18-102 will extend the term of the contract to June 30, 2024. A copy of this agreement is available in the City Clerk’s Office.

FISCAL IMPACT:

The proposed FY 2023/2024 budget includes a 10% increase totaling $484,970 in various accounts including General Fund, Landscape Maintenance Districts, and the Fire District for security guard services. Absolute Security International is requesting a 7% rate increase for regular security officer services and a 5.93% rate increase for vehicle patrol officer services in FY 2023/2024. Public Works staff will adjust the estimated actuals accordingly in the amended budget to account for the difference between the budgeted increase and the actual increase in contract expenditures.

The contract spending limit of $550,000 includes a contingency of $65,030 for potential unforeseen security guard services.

COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:

This item addresses the City Council’s Core Value to promote and enhance a safe and healthy community for all by ensuring City and Fire District facilities are properly secured and maintained.

ATTACHMENTS:

None.

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DATE:June 7, 2023
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY: William Wittkopf, Public Works Services Director Neil Plummer, Facilities Superintendent
Andrea Bauer, Management Analyst I
SUBJECT: Consideration of Amendment No. 7 to Contract 17-141 with Commercial Cleaning Systems for Citywide Janitorial Services in an Amount Not to Exceed $1,100,000. (CITY)
RECOMMENDATION:

Staff recommends the City Council approve Amendment No. 7 to contract CO 17-141 with Commercial Cleaning Systems (CCS) extending the term of the contract to June 30, 2024, in an amount not to exceed $1,100,000 contingent upon approval of the FY 2023/2024 budget.

BACKGROUND:

On June 21, 2017, City Council accepted the bids received and awarded contract CO 17-141 for Citywide Janitorial Services to Commercial Cleaning Systems (CCS). The scope of work for CO 17-141 includes janitorial services at all City facilities. This contract has an option to renew in one year increments up to a total of seven years ending June 30, 2024. With the sixth year of the contract coming to an end, staff is bringing forward the contract as an option for the City Council to renew CO 17-141 with CCS for janitorial services.

ANALYSIS:

Commercial Cleaning Systems has submitted a Letter of Intent expressing their desire to continue providing janitorial services for the City of Rancho Cucamonga during FY 2023/2024 with a 3.46% rate increase. CCS continues to provide reliable service to the City. If approved, Amendment 7 to contract CO 17-141 will extend the term of the contract to June 30, 2024 with a 3.46% rate increase and no change to the scope of work or other terms and conditions. A copy of this agreement is available in the City Clerk’s Office.

FISCAL IMPACT:

The proposed FY 2023/2024 budget includes a 10% increase totaling $1,069,250 in various contract services budget line items for citywide janitorial services. Commercial Cleaning Systems is requesting a 3.5% increase for FY 2023/2024, therefore, the estimated actuals will be adjusted accordingly in the amended budget to account for the difference between the budgeted increase and the actual increase in contract expenditures.

The contract spending limit of $1,100,000 includes a contingency of $30,750 for potential unforeseen janitorial services.

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COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This item addresses the City Council’s Core Value to promote and enhance a safe and healthy community for all by ensuring City facilities are properly maintained.

ATTACHMENTS:

None.

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DATE: June 7, 2023
TO: Mayor and Members of the City Council
FROM: John R. Gillison, City Manager
INITIATED BY: William Wittkopf, Public Works Services Director Richard Favela, Public Works Services Superintendent
Lindsay A. McElwain, Management Analyst I
SUBJECT: Consideration of Amendment No. 11 to the Contract with Yunex LLC (Formerly Siemens Mobility, Inc.) (CO# 15-103) for Citywide Traffic Signal and Safety Lighting Maintenance Services in the Amount of $1,259,860. (CITY) RECOMMENDATION:

Staff recommends City Council approve Amendment No. 11 to the contract with Yunex LLC (Formerly Siemens Mobility, Inc.) (CO#15-103), extending the term for an additional year through June 30, 2024, contingent upon the approval of the Fiscal Year (FY) 2023/2024 Budget, in an amount not to exceed $1,259,860.

BACKGROUND:

On June 3, 2015, City Council approved and awarded a competitively bid contract (CO# 15-103) for Citywide Traffic Signal and Safety Lighting Maintenance to Siemens Mobility, Inc. Yunex, LLC (Formerly Siemens Mobility, Inc.) provides highly specialized technical service for traffic signal and safety lighting maintenance at the City’s 240 locations including signalized intersections, signalized crosswalks, flashing crosswalks, and flashing school beacons. Over the years, Yunex, LLC’s technicians have gained extensive institutional knowledge of the City’s maintenance needs.

The City has two new signal maintenance technicians and the specialized training and experience of Yunex, LLC technicians has been essential to their onboarding and training. This knowledge transfer helps the new technicians gain expertise in maintaining the City's traffic signal and safety lighting systems, ensuring the efficient and effective operation of these critical components of the City's ever-evolving infrastructure. Amendment No. 11 to Contract CO# 15-103 will extend the term one year, through June 30, 2024, with no rate increase. There are no other changes to the Scope of Work, service level, or other terms and conditions.

The annual contract amount listed above includes both routine maintenance and a contingency for extra work. The routine maintenance includes a complete monthly inspection and service at 240 locations, including the City’s signalized intersections, signalized crosswalks, flashing crosswalks, and flashing school beacons. The contingency for extra work is to complete repairs due to unforeseen failures, traffic accidents, or malfunctions of the traffic signal system, safety lighting, or internally illuminated street name signs. Examples of extra work repairs include, but are not limited to:
•Repair or replacement of damaged traffic signal cabinets and controllers;

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•Repair or replacement of vehicle detection loops and video cameras; •Repair or replacement of emergency vehicle preempt equipment; •Repair or replacement of uninterrupted power supply equipment; •Replacement of damaged or downed traffic signal poles; •Replacement of damaged Public Safety Video Network (PSVN) cameras; •Replacement of damaged Automatic License Plate Reader (ALPR) cameras; •Rewiring signalized intersections with new cables and conductors; and •Replacement of damaged or downed streetlight poles.

The City of Rancho Cucamonga has 240 locations which are maintained through this contract with some of the equipment reaching their end-of-life expectancy. Consequently, due to the aging traffic signal infrastructure, rain and wind damage, and damage caused by motorist collisions, extra work is necessary.

ANALYSIS:

On April 25, 2023, Yunex LLC submitted a Letter of Intent expressing their desire to continue providing services to the City of Rancho Cucamonga through June 30, 2024, with no rate increase. Yunex LLC continues to provide expedient service to the city. Staff recommends City Council approve and extend the term of Contract No. CO 15-103 to an additional year effective July 1, 2023, contingent upon the approval of the FY 2023/2024 Budget in an amount not to exceed $1,259,860. The contract is on file with the City Clerk’s office.

FISCAL IMPACT:

The funding for Traffic Signal and Safety Lighting Maintenance Services is included in the proposed FY 2023/2024 Budget in Streets Maintenance (1001318-5300) $24,000, Measure I 2010-2040 (1177303-5300) $1,110,100, CFD 2018-01 (1876203-5300) $14,060, State Gas Tax (1174303-5300) $55,000, and Police Administration (1001701-5217) $40,000.

The proposed FY 2023/2024 budget includes an increase for routine (cyclically scheduled) maintenance and “Extra Work” line items in the various accounts. The EAs will be adjusted accordingly in the amended budget to account for the difference between the budgeted increase and the actual increase in contract expenditures.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This item advances the City Council’s Core Values by promoting and enhancing a safe and healthy community for all.

ATTACHMENTS:

None.

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DATE:June 7, 2023
TO:Mayor and Members of the City Council
President and Members of the Boards of Directors
FROM:John R. Gillison, City Manager
INITIATED BY: William Wittkopf, Public Works Services Director Mike McCliman, Fire Chief
Neil Plummer, Facilities Superintendent
Andrea Bauer, Management Analyst I
SUBJECT: Consideration of Amendment No. 12 to Contract CO 16-114 with EMCOR Services/Mesa Energy Systems for Citywide HVAC Maintenance and Repair Services in an Amount Not to Exceed $850,000 for City and Fire District Facilities. (CITY/FIRE)
RECOMMENDATION:

Staff recommends the City Council and Board of Directors approve Amendment No. 12 to contract CO 16-114 with EMCOR Services/Mesa Energy Systems extending the term of the contract to June 30, 2024 in an amount not to exceed $850,000 for routine maintenance and extra work in City and Fire District facilities contingent upon the approval of the FY 2023/2024 budget.

BACKGROUND:

On April 20, 2016, the City Council and Board of Directors accepted the bids received for citywide HVAC (heating, ventilation, air conditioning) maintenance and repairs and awarded contract CO 16-114 to EMCOR Services/Mesa Energy Systems. EMCOR provides HVAC service to all City and Fire District buildings including maintenance of all chillers, boilers, pumps, package units and cooling towers.

During FY 2022/2023, the City and Fire District facilities experienced various unanticipated major HVAC failures which led to two additional amendments to CO 16-114 to increase the contract amount. These increases were required to account for the needed repairs. The HVAC systems in City and Fire District Facilities are aging, with many systems nearing or exceeding the expected service life. In the event that FY 2023/2024 continues to experience the need for unscheduled HVAC repairs due to fluctuating and erratic weather conditions, staff would like to be prepared for the additional costs by renewing CO 16-114 with an increased contract limit of $850,000.

ANALYSIS:

EMCOR/Mesa has submitted a Letter of Intent expressing their desire to continue providing service to the City of Rancho Cucamonga and the Fire District during FY 2023/2024 with a 6.5% rate increase. EMCOR/Mesa Energy Systems provides reliable service for the City and Fire District and is very knowledgeable of all HVAC systems installed in City and Fire District facilities.

If approved, Amendment 12 to contract CO 16-114 will extend the term of the contract to June 30, 2024 with a 6.5% rate increase and no change to the scope of work or other terms and

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conditions. A copy of this agreement is available in the City Clerk’s Office.

FISCAL IMPACT:

The proposed FY 2023/2024 budget includes a 10% increase totaling $585,840 in various contract services budget line items for City and Fire District HVAC maintenance and repairs.

EMCOR/Mesa Energy Systems is requesting a 6.5% increase for FY 2023/2024, therefore, the estimated actuals will be adjusted accordingly in the amended budget to account for the difference between the budgeted increase and the actual increase in contract expenditures.

The contract spending limit of $850,000 includes a contingency of $264,160 for unforeseen work resulting from aging facilities and deteriorating HVAC systems. The contingency for extra work will only be used if the need for emergency repairs occurs.

COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:

This item addresses the City Council’s Core Value to promote and enhance a safe and healthy community for all by ensuring City and Fire District facilities are properly maintained.

ATTACHMENTS:

None.

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DATE:June 7, 2023
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY: Jason C. Welday, Director of Engineering Services/City Engineer Frank A Lopez, Principal Civil Engineer/Assistant City Engineer Chi Wai Chan, Assistant Engineer
SUBJECT: Consideration to Accept the Haz-Mat Abatement and Demolition at 8783 Etiwanda Avenue and 12949 Whittram Avenue Project Improvements, File a Notice of Completion, and Authorize Release of Bonds for Resource Environmental Inc. This Project Is Exempt from The California Environmental Quality Act (CEQA) Per Government Code Section 15282(g). (CITY)
RECOMMENDATION:

Staff recommends that the City Council

1. Accept the Haz-Mat Abatement and Demolition at 8783 Etiwanda Avenue And 12949 Whittram Avenue Project, Contract No. 2023-006 (Project), as complete;

2. Approve the final contract amount of $154,851;

3. Authorize the City Engineer to file a Notice of Completion and release of the project retention, 35 days after recordation of Notice of Completion, subject to any withholding requirements due to any outstanding stop notices, liens, assessments, etc.;

4. Authorize the release of the Faithful Performance Bond 35 days after recordation of Notice of Completion; and

5. Authorize the release of the Labor and Materials Bond in the amount of $141,700, six months after the recordation of said notice if no claims have been received and there are no outstanding payment disputes between the general contractor and subcontractors, materialmen, laborers, etc.

BACKGROUND:

On December 7, 2022, the City Council awarded a construction contract to Resource Environmental Inc., in the amount of $141,700 plus 10% contingency in the amount of $14,170 to address unforeseen construction related incidentals, for the Haz-Mat Abatement and Demolition at 8783 Etiwanda Avenue And 12949 Whittram Avenue Project, which prepare and secure the site for the Etiwanda Grade Separation Project. A copy of the December 7, 2022, City Council Staff Report is on file with the City Clerk. The scope of work consisted of removal of hazardous materials (Haz-Mat), demolition of the two buildings, and clearing and securing of the site utilizing the existing chain link perimeter fencing.

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ANALYSIS:

The subject project has been completed in accordance with the approved plans and specifications and to the satisfaction of the City Engineer. The net increase in the total cost of the project is a result of two (2) Change Orders, including the final balancing statement, which are summarized below:

Change Order No.1: Removal of additional asbestos containing material under inaccessible built- in closet. The change in contract cost due to this change order is an increase of $2,389.

Change Order No.2: Removal of palm trees and bushes to increase visibility to prevent trespassing. The change in contract cost due to this change order is an increase of $10,762.

FISCAL IMPACT:

The final project costs total $154,851 as shown below:

Expenditure Category Amount
Final Construction Contract $154,851
The Project is funded by the State of California’s Senate Bill 1 (SB-1) Trade Corridor Enhancement Program (TCEP). Adequate funds are currently available in the grant award’s Right-Of-Way (ROW) Phase to cover the estimated costs identified above.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

The Etiwanda Grade Separation Project was identified by the City Council in 2022 as a goal and priority project in order to improve safety and traffic circulation, reduce vehicle miles traveled, and reduce greenhouse gasses.

ATTACHMENTS:

Attachment 1 – Vicinity Map

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DATE:June 7, 2023
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY: Jason C. Welday, Director of Engineering Services/City Engineer Brian Sandona, Senior Civil Engineer
SUBJECT: Consideration to Accept Public Improvements Located on the East Side of Carnelian Avenue, North of Hillside Avenue per the Improvement Agreement Related to Case No. SUBTT20042, as Complete, File the Notice of Completion and Authorize Release of Bonds. (CITY) RECOMMENDATION:

Staff recommends that the City Council:

1. Approve and accept the public improvements and their design, required for the development of Case No. SUBTT20042 and authorize the City Engineer to file the appropriate Notice of Completion;

2. Release Faithful Performance Bond No. 4419127 for the associated public improvements;

3. Release the Labor and Material Bond No. 4419127; and

4. Accept Maintenance Bond No. 4419126-W to be released upon approval of the City Engineer after successful completion of the 1-year warranty period.

BACKGROUND:

On June 14, 2017, Planning Commission approved Case No. SUBTT20042 subdividing 18.2 acres of land into 26 single-family residential lots on the east side of Carnelian Street and north of Hillside Road.

An improvement agreement and securities were approved by the City Council on April 15, 2020, to ensure the construction of the required public improvements. The public improvements included construction of streetlights, curb and gutter, street trees, sidewalk, a community trail, and other street improvements on Carnelian Street along the frontage of the development.

ANALYSIS:

All public improvements required for this development have been completed to the satisfaction of the City Engineer.

Prior to the construction of the public improvements the developer, New Weaver Lane, LLC, submitted the following securities to ensure satisfactory completion of the improvements:

Faithful Performance Bond $341,700 Bond #4419127
Labor and Material Bond $341,700 Bond #4419127

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With the completion of the improvements, the Faithful Performance and Labor and Material bonds are no longer required. The improvements will be re-inspected in 10 months and the Maintenance Bond will be released upon approval of the City Engineer if no defects in materials or workmanship are observed.

FISCAL IMPACT:

None
COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This item addresses the City Council’s vision for the City by ensuring the maintenance of high- quality improvements that promote a world class community.

ATTACHMENTS:

Attachment 1 – Vicinity Map

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ATTACHMENT 1
Vicinity Map

NOT TO SCALE
Project Site

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DATE:June 7, 2023
TO:President and Members of the Board of Directors
FROM:John R. Gillison, City Manager
INITIATED BY: Robert Neiuber, Senior Human Resources Director Lucy Alvarez-Nunez, Management Analyst I
SUBJECT: Consideration of a Resolution Modifying Paying and Reporting the Value of Employer Paid Member Contributions to CALPERS for the Firefighters Local 2274 and Fire Management Employees Group. (RESOLUTION NO. FD 2023-011) (FIRE)
RECOMMENDATION:

Staff recommends that the Fire Board of the Rancho Cucamonga Fire Protection District adopt the attached resolution modifying how the District pays and reports the value of employer-paid member contributions (EPMC) to CalPERS for the Firefighters Local 2274 and Fire Management Employees Group.

BACKGROUND:

The Rancho Cucamonga Fire Protection District (the District) has existing written labor agreements that specifically provide for the normal CalPERS member pension contributions to be paid by the employer (the District) and, in accordance with PELRA, reported as additional compensation. This benefit has applied to all District bargaining groups.

The Fire Board previously approved Memorandum of Understandings (MOUs) between the District and Firefighters Local 2274 (Fire Union), and the Fire Management Employees Group (Fire MEG), effective July 2019 through June 2023. These existing MOUs specifically modify how the District will pay and report the value of EMPC.

Although these modifications have been incorporated into the respective MOUs, they must also be adopted by Resolution in accordance with CalPERS regulations.

ANALYSIS:

The existing MOUs include a provision modifying how the District will pay and report the value of EPMC to CalPERS. These modifications are part of the District’s effort, working with employees, to effectively manage pension costs over time by having employees increase their contribution toward pension costs and reducing the District’s payment and reporting of EMPC in phases.

Effective June 24, 2023, this benefit will be reduced to zero, eliminating the percent the District pays towards the normal member contributions as EPMC and reporting the same value of compensation earnable as additional compensation for the following employees:
 Firefighters Local 2274:

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All Classic Safety Employees, Tier 1 and Tier 2, and Classic PERS members who were hired on or after January 1, 2013.
 Fire Management Employees Group:

All Classic Safety Employees, Tier 1 and Tier 2, including Fire Chief; and All Classic Miscellaneous Employees, Tier 1 and Tier 2, and Classic Pers members who were hired on or after January 1, 2013.

Staff recommends the Fire Board approve the attached resolution modifying paying and reporting the value of EPMC to CalPERS for the Firefighter’s Local 2274 and Fire Management Employees Group.

FISCAL IMPACT:

This change will result in long-term cost savings for the District by reducing both PERS contributions and PERS rates.

COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:

This action supports the City Council’s Core Values of intentionally embracing and anticipating the future and working cooperatively and respectfully with each other, staff, and all stakeholders.

ATTACHMENTS:

Attachment 1 – Resolution No. FD 2023-011

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ATTACHMENT 1
RESOLUTION NO. FD 2023-XXX

A RESOLUTION OF THE BOARD OF DIRECTORS OF THE

RANCHO CUCAMONGA FIRE PROTECTION DISTRICT, RANCHO

CUCAMONGA, CALIFORNIA, MODIFYING PAYING AND

REPORTING THE VALUE OF EMPLOYER-PAID MEMBER

CONTRIBUTIONS TO CALPERS FOR FIREFIGHTERS LOCAL
2274 AND FIRE MANAGEMENT EMPLOYEES GROUP.

WHEREAS, the Board of Directors of the Rancho Cucamonga Fire Protection District has the authority to implement Government Code Section 20691; and WHEREAS, the Board of Directors of the Rancho Cucamonga Fire Protection District a written labor agreement that specifically provides for the normal member contributions to be paid by the employer; and reported as additional compensation; and WHEREAS, one of the steps in the procedure to modify Section 20691 is the adoption by the Fire District of a resolution modifying paying and reporting the value of modified Employer Paid Member Contributions (EPMC) for employees who meet the conditions set forth; and WHEREAS, the Board of Directors of the Rancho Cucamonga Fire Protection District has identified the following conditions for the purpose of its election to pay EPMC:
•This benefit shall apply to all Classic Safety and Miscellaneous employees within the Firefighters Local 2274 and Fire Management Employees Group bargaining units as set forth.
•This benefit shall be reduced to zero, eliminating the percent the District pays towards the normal contributions as EPMC and reporting the same percent (value) of compensation earnable* (excluding Government Code Section 20636 (c)(4)) as additional compensation for the following Fire District Employees:

Firefighters Local 2274:
oAll Classic Safety Employees, Tier 1, hired prior to July 9, 2011, and oAll Classic Safety Employees, Tier 2, hired on or after July 9, 2011, and through December 31, 2012, and Classic PERS members who were hired on or after January 1, 2013.

Fire Management Employees Group:
oAll Classic Safety Employees, Fire Chief, and Classic Miscellaneous Employees, Tier 1, hired prior to July 9, 2011, and
oAll Classic Safety Employees, Fire Chief, and Classic Miscellaneous Employees, Tier 2, hired on or after July 9, 2011, and through December 31, 2012, and Classic PERS members who were hired on or after January 1, 2013. •The effective date of this resolution shall be June 24, 2023.

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ATTACHMENT 1
* Note: Payment of EPMC and reporting the value of EPMC on compensation earnable is on pay rate and special compensation except special compensation delineated in Government Code Section 20636(c)(4) which is the monetary value of EPMC on compensation earnable.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO
CUCAMONGA HEREBY RESOLVES to approve the resolution modifying paying and reporting the value of Employer-Paid Member Contributions to CALPERS for the Rancho Cucamonga Firefighters Local 2274 and Fire Management Employees Group.

PASSED, APPROVED, AND ADOPTED this 7th day of June 2023.

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DATE:June 7, 2023
TO:President and Members of the Board of Directors
FROM:John R. Gillison, City Manager
INITIATED BY: Robert Neiuber, Senior Human Resources Director Lucy Alvarez-Nunez, Management Analyst I
SUBJECT: Consideration to Adopt a Resolution Approving the Updated Rancho Cucamonga Firefighters Local 2274 Salary Schedule for the Fiscal Year 2022-23. (RESOLUTION NO. FD 2023-012) (FIRE)
RECOMMENDATION:

Staff recommends the Fire Board of the Rancho Cucamonga Fire Protection District adopt the attached resolution approving the updated Rancho Cucamonga Firefighters Local 2274 salary schedule for the fiscal year 2022-23.

BACKGROUND:

The Fire Board traditionally adopts salary resolutions biannually for classifications employed by the Rancho Cucamonga Fire Protection District. These resolutions are updated twice a year to reflect changes in salaries, additions and deletions of classifications, changes in job titles, and other terms of employment.

The Fire Board previously approved a Memorandum of Understanding (MOU) between the District and Firefighters Local 2274 (Fire Union), effective July 2019 through June 2023. The MOU includes terms negotiated and agreed upon, including an equity adjustment in June of 2023.

ANALYSIS:

The attached resolution adopts the equity adjustment previously approved in the Fire Union MOU.

Updates to the Fire Union salary schedule include a 2% equity adjustment for all bargaining unit members effective June 24, 2023.

All other Fire salary schedules, classifications, job titles, and other terms of employment remain the same.

Staff recommends that the Fire Board approve the attached resolution updating the Fire Union salary schedule for the Fiscal Year 2022-23.

FISCAL IMPACT:

Adjustments to the Fire Union salary ranges are accounted for in the current budget.

COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:

This item addresses the City Council’s vision to build on our success as a world-class community and create an equitable, sustainable, and vibrant city, rich in opportunities for all to thrive.

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ATTACHMENTS:

Attachment 1 – Resolution No. FD 2023-012
Attachment 2 - Firefighters Local 2274 Salary Schedule

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ATTACHMENT 1
RESOLUTION NO. FD 2023-XXX

A RESOLUTION OF THE BOARD OF DIRECTORS OF THE

RANCHO CUCAMONGA FIRE PROTECTION DISTRICT,

RANCHO CUCAMONGA, CALIFORNIA, APPROVING THE

UPDATED RANCHO CUCAMONGA FIREFIGHTERS LOCAL
2274 SALARY SCHEDULES FOR FISCAL YEAR 2022-2023.

WHEREAS, the Board of Directors of the Rancho Cucamonga Fire Protection District has determined that it is necessary for the efficient operation and management of the District that policies be established prescribing salary ranges, benefits and holidays, and other policies for employees of the Rancho Cucamonga Fire Protection District; and WHEREAS, the Board of Directors of the Rancho Cucamonga Fire Protection District has previously adopted salary resolutions that established salary ranges, benefits, and other terms of employment for employees of the Rancho Cucamonga Fire Protection District; and WHEREAS, the Board of Directors of the Rancho Cucamonga Fire Protection District recognizes that it is necessary from time to time to amend the salary resolution to accommodate changes in position titles, classifications salary ranges, additions and deletions of classifications, benefits, and other terms of employment; and
NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Rancho Cucamonga Fire Protection District, Rancho Cucamonga, California to approve the attached Rancho Cucamonga Firefighters Local 2274 Salary Schedule (Attachment 2) effective June 24, 2023.

PASSED, APROVED AND ADOPTED this 7th day of June 2023.

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Resolution No. FD 2023-

A B C D E
FIRE CAPTAIN 35.92 37.72 39.61 41.59 43.66 Hourly
4,023.53 4,224.60 4,435.94 4,657.56 4,889.47 Bi-Weekly
8,717.65 9,153.29 9,611.20 10,091.39 10,593.86 Monthly
FIRE CAPTAIN 35.92 37.72 39.61 41.59 43.66 Hourly
SPECIALIST 4,023.53 4,224.60 4,435.94 4,657.56 4,889.47 Bi-Weekly 8,717.65 9,153.29 9,611.20 10,091.39 10,593.86 Monthly
FIRE ENGINEER 30.62 32.15 33.76 35.45 37.22 Hourly
3,429.48 3,600.84 3,781.34 3,969.84 4,168.62 Bi-Weekly
7,430.55 7,801.83 8,192.91 8,601.32 9,032.00 Monthly
FIREFIGHTER 26.75 28.09 29.50 30.97 32.52 Hourly
2,996.52 3,146.17 3,303.82 3,468.33 3,641.97 Bi-Weekly
6,492.45 6,816.70 7,158.28 7,514.71 7,890.94 Monthly
FIELD TRAINING OFFICER 50.29 52.80 55.43 58.20 61.11 Hourly (40 hour Workweek) 4,022.88 4,223.62 4,434.14 4,656.10 4,888.66 Bi-Weekly 8,716.24 9,151.17 9,607.31 10,088.21 10,592.09 Monthly
HAZARDOUS MATERIAL STIPEND (5% of Fire Engr. Step E)
(40 Hour Workweek) 2.61 2.61 2.61 2.61 2.61 Hourly
(56 Hour Workweek) 1.86 1.86 1.86 1.86 1.86 Hourly
208.43 208.43 208.43 208.43 208.43 Bi-Weekly
451.60 451.60 451.60 451.60 451.60 Monthly
PARAMEDIC STIPEND (13.92% of Fire Engr. Step E)
(40 Hour Workweek) 7.25 7.25 7.25 7.25 7.25 Hourly
(56 Hour Workweek) 5.18 5.18 5.18 5.18 5.18 Hourly
580.27 580.27 580.27 580.27 580.27 Bi-Weekly
1,257.25 1,257.25 1,257.25 1,257.25 1,257.25 Monthly
FIELD TRAINING OFFICER STIPEND (9.3% of Fire Capt. Step E) (40 Hour Workweek) 5.68 5.68 5.68 5.68 5.68 Hourly
(56 Hour Workweek) 4.06 4.06 4.06 4.06 4.06 Hourly
454.72 454.72 454.72 454.72 454.72 Bi-Weekly
985.23 985.23 985.23 985.23 985.23 Monthly
TECHNICAL RESCUE STIPEND (5% of Fire Engr. Step E)
(40 Hour Workweek) 2.61 2.61 2.61 2.61 2.61 Hourly
(56 Hour Workweek) 1.86 1.86 1.86 1.86 1.86 Hourly
208.43 208.43 208.43 208.43 208.43 Bi-Weekly
451.60 451.60 451.60 451.60 451.60 Monthly
.

TERRORISM LIAISON OFFICER STIPEND (2.5% of Fire Engr. Step E) (40 Hour Workweek) 1.30 1.30 1.30 1.30 1.30 Hourly
(56 Hour Workweek) 0.93 0.93 0.93 0.93 0.93 Hourly
104.22 104.22 104.22 104.22 104.22 Bi-Weekly
225.80 225.80 225.80 225.80 225.80 Monthly
BA, BS, or Fire Officer Certification
(40 Hour Workweek) 1.83 1.83 1.83 1.83 1.83 Hourly
(56 Hour Workweek) 1.31 1.31 1.31 1.31 1.31 Hourly
146.31 146.31 146.31 146.31 146.31 Bi-Weekly
317.00 317.00 317.00 317.00 317.00 Monthly
MA, MS or Chief Officer Certification
(40 Hour Workweek) 2.74 2.74 2.74 2.74 2.74 Hourly
(56 Hour Workweek) 1.96 1.96 1.96 1.96 1.96 Hourly
219.23 219.23 219.23 219.23 219.23 Bi-Weekly
475.00 475.00 475.00 475.00 475.00 Monthly

FIRE UNION
JUNE 24, 2023

ASSIGNMENTS OF CLASSIFICATIONS TO PAY RANGES
ATTACHMENT 2
Fire Union Salary Schedule
June 24, 2023

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DATE:June 7, 2023
TO:President and Members of the Board of Directors
FROM:John R. Gillison, City Manager
INITIATED BY: Mike McCliman, Fire Chief
Augie Barreda, Deputy Fire Chief
Michelle Cowles, Management Analyst II
SUBJECT: Consideration of a Resolution Approving the Annual Local Responsibility Area Wildland Protection Agreement with the California Department of Forestry and Fire in the Amount of $215,210 for FY 2023-24. (RESOLUTION NO. FD 2023-013) (FIRE)
RECOMMENDATION:

Staff recommends the Fire Board of the Rancho Cucamonga Fire Protection District (District) adopt a Resolution approving the annual renewal of Local Responsibility Area (LRA) Wildland Protection Agreement No. 3CA06324 with the California Department of Forestry and Fire Protection (Cal FIRE) for $215,210.

BACKGROUND:

On October 1, 2015, Rancho Cucamonga Fire Protection District contracted with Cal FIRE to provide supplemental wildland fire protection of 1,206.60 acres of wildland within the District. The Fire Board approves the renewal of the Cal FIRE agreement annually.

The City of Rancho Cucamonga also annexed 4,104 acres of State Responsibility Area (SRA), known as the Etiwanda Heights Plan, into the city limits. Approving the annexation required additional supplemental wildland fire protection from Cal FIRE. The total acreage of the wildland contract for FY 2023-24 is 5,271 acres.

The wildland/urban interface area of Rancho Cucamonga is prone to wildfire. As witnessed in the October 2003 Grand Prix Fire and the April 2014 Etiwanda Fire, the magnitude of these wildfires, in terms of suppression efforts and response, far exceeds the capabilities of the District’s on-duty fire crews. Local city fire departments and districts routinely rely on mutual aid to assist each other in large-scale incidents. Mutual aid is a like-for-like provision of resources without cost to the receiving agency. The suppression of massive wildfires is enhanced by utilizing water and retardant-dropping aircraft, hand crews, dozers, and various overhead management positions.

These specialized resources are critical for the initial suppression of a wildland fire. The District does not have these dedicated resources or enough overhead to fill all the needed positions on a complex local mutual threat zone wildfire. The State of California realizes that fires in the Rancho Cucamonga wildland/urban interface are a mutual threat to the SRA and formulates available agreements with local agencies on a per-acre fee.

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1 8
2 1
ANALYSIS:

Through this Agreement, Cal FIRE would assume the primary financial responsibility for suppressing wildland fires in the contract area. Our LRA, City incorporated land, would be supported with resources and a level of service provided on the adjacent SRA land without the significant unfunded liability burden.

In the event of a significant wildfire in the contract area, fire suppression costs would likely exceed the proposed contract amount. If the Fire Board chooses not to renew the LRA Wildland Protection Agreement, the actual cost of retardant-dropping aircraft, hand crews, dozers, and various overhead management positions utilized to suppress wildland fires in our LRA will be the responsibility of the Fire District.

Annual amendments to the Agreement are required to reflect any changes in Cal FIRE’s costs for providing this service.

FISCAL IMPACT:

The FY 2023-24 LRA Wildland Protection Agreement per acre rate is $36.45. The total cost of the Agreement is $215,202.52, which includes a 12.01% administrative fee. In anticipation of this Agreement, the District budgeted funds in account 3281508-5300 (Fire Suppression/ Contract Services).

COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:

This item combines portions of the Council’s vision and core values by providing a sustainable City and promoting a safe and healthy community for all. This is accomplished by ensuring our City responders have the specialized resources to contain and suppress wildland fires effectively.

ATTACHMENTS:

Attachment 1 – Cal FIRE Local Responsibility Area Wildland Protection Agreement No. 3CA06324
Attachment 2 – Cal FIRE Local Responsibility Area Wildland Protection Agreement Resolution No. FD 2023-013

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STATE OF CALIFORNIA

COOPERATIVE FIRE PROGRAMS

LOCAL RESPONSIBILITY AREA WILDLAND PROTECTION

REIMBURSEMENT AGREEMENT
LG-W REV 1/2023
AGREEMENT NUMBER 3CA06324
REGISTRATION NUMBER:

1. This Agreement is entered into between the State Agency and the Local Agency named below:

STATE AGENCY'S NAME
California Department of Forestry and Fire Protection – (CAL FIRE) LOCAL AGENCY’S NAME
Rancho Cucamonga Fire Protection District

2. The term of this Agreement is: July 1, 2023 through June 30, 2024

3. The maximum amount of this Agreement is: $ 215,202.52 Two Hundred Fifteen Thousand, Two Hundred Two Dollars, and Fifty Two Cents

4. The parties agree to comply with the terms and conditions of the following exhibits which are by this reference made a part of the Agreement.

Exhibit A – Scope of Work – Includes page 2 (contact page) in count for Exhibit A 2 pages Exhibit B – Budget Detail and Payment Provisions 2 pages Exhibit C* – General Terms and Conditions; DGS GTC Version: 04/2017 0 pages Exhibit D – Special Terms and Conditions (Attached hereto as part of this Agreement) 1 pages Exhibit E – Additional Provisions 6 pages
*Items shown with an Asterisk (*), are hereby incorporated by reference and made part of this Agreement as if attached hereto.

General Terms and Conditions can be viewed at: http://www.dgs.ca.gov/ols IN WITNESS WHEREOF, this Agreement has been executed by the parties hereto.

LOCAL AGENCY California Department of General
Services Use Only LOCAL AGENCY’S NAME
Rancho Cucamonga Fire Protection District
BY (Authorized Signature) DATE SIGNED(Do not type)


PRINTED NAME AND TITLE OF PERSON SIGNING

ADDRESS
10500 Civic Center Dr. Rancho Cucamonga, CA 91730

STATE OF CALIFORNIA

AGENCY NAME
California Department of Forestry and Fire Protection
BY (Authorized Signature)

DATE SIGNED(Do not type)


PRINTED NAME AND TITLE OF PERSON SIGNING
Matthew Sully, Assistant Deputy Director, Cooperative Fire ADDRESS P.O. Box 944246, Sacramento, CA 94244-2460
ATTACHMENT 1

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Contractor Name: Rancho Cucamonga Fire Protection District Contract No: 3CA06324
- 2 -

EXHIBIT A

COOPERATIVE FIRE PROGRAMS

AGREEMENT FOR PROTECTION OF WILDLANDS WITHIN LOCAL AGENCY RESPONSIBILITY AREA

1. The project representatives during the term of this Agreement will be:

CAL FIRE Unit Chief: Local Agency: Rancho Cucamonga Fire Protection District
Name: Shane Littlefield Name: Mike McCliman
Phone: (909) 881-6900 Phone: (909) 477-2770
Fax: (909) 881-6969 Fax: (909) 477-2772
All required correspondence shall be sent through U.S. Postal Service by certified mail and directed to:

CAL FIRE Unit Chief: Shane Littlefield Local Agency: Rancho Cucamonga Fire Protection District
Section/Unit: San Bernardino Unit Section/Unit:

Attention: Patrick Aguada Attention: Mike McCliman
Address: 3800 N. Sierra Way
San Bernardino, Ca
92405
Address: 10500 Civic Center Dr
Rancho Cucamonga, CA
91730
Phone: (909) 881-6900 Phone: (909) 477-2770
Fax: (909) 881-6969 Fax: (909) 477-2772
Send an additional copy of all correspondence to:

CAL FIRE
Cooperative Fire Services
P.O. Box 944246
Sacramento, CA 94244-2460

2. AUTHORIZATION
This Agreement is entered into this 1st day of July, 2023, by and between the State of California, hereinafter called STATE and Rancho Cucamonga FPD , County of San Bernardino , State of California, hereinafter called Local Agency through its duly authorized officers. As used herein, Director shall mean Director of the California Department of Forestry and Fire Protection (CAL FIRE).

W
here the standard clauses for example in Exhibit C, use the word “Contractor” that word shall mean LOCAL AGENCY as LOCAL AGENCY is used in this Agreement.

Section 4142 of the Public Resources Code provides that the Director may enter into cooperative Agreements with local jurisdictions for the purpose of providing wildland fire protection.

3. SCOPE OF WORK
LOCAL AGENCY has the responsibility for protection of life, property, and wildland areas comprising 5271 acres of land as indicated on the map included under Exhibit E and desires to contract with the STATE to provide wildland fire protection to said area.

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Contractor Name: Rancho Cucamonga Fire Protection District Contract No: 3CA06324
- 3 -
STATE has the ability to provide wildland fire protection for said area, of the type and degree, which it now provides on adjacent State Responsibility Areas.

4. SERVICES BY STATE
A. STAT E shall provide wildland fire protection for the areas defined in the above section.

B. For those areas, which are adjacent to State Responsibility Area, STATE will provide w ildland f
ire protection at the same level of service it now provides on adjacent Stat e Responsibility Area.

C. For those areas (islands), which are not adjacent to State Responsibility Area, the wildland fire protection provided by the STATE will be limited to those resources identified in the preplanned wildland response for the respective area. Any resources beyond those specified in t he
pr
eplanned wildland response are assistance by hire and the financial responsibility of the LOCAL AGENCY.

5. ADMINISTRATION
A. LOCAL AGENCY agrees that STATE may dispatch fire protection resources available under this Agreement to other areas of the state when needed at the sole discretion of STATE.

B. STATE response will be subject to availability of resources.

C. Incident Management w ithin the contract area shall conform to current Incident Command System criteria for Unified Command.

D. STATE and LOCAL AGENCY shall, through established dispatch procedures, immediately notify each other of any fire incident within the contract area.

6. MUTUAL AID
LOCAL AGENCY shall provide mutual aid response into the contract area for wildfires. Structural fire protection remains the jurisdictional and financial responsibility of LOCAL AGENCY.

7. ENTIRE AGREEMENT
This Agreement contains the whole Agreement between the parties. It cancels and supersedes any previous Agreement for the same or similar services.

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Contractor Name: Rancho Cucamonga Fire Protection District Contract No: 3CA06324
- 4 -

EXHIBIT B

BUDGET DETAIL, INVOICING, PAYMENT AND RECONCILIATION

1. Invoicing and Payment:

A. LOCAL AGENCY shall pay STATE for providing said protection at the r ate of $36.45 per acre, plus an 12.01% administrative charge for a total of $215,202.52 upon presentation of an invoice by STATE. The rate per acre and administrative charge will be calculated by STATE prior to January 1, of each year and annually thereafter, for the succeeding fiscal year subject to approval by LOCAL AGENCY. This Agreement shall be amended each fiscal year to reflect new rates.

B. STATE shall provide thirty (30) day written notice to LOCAL AGENCY of the cost per acr e and t
he administrative charge to be assessed for each subsequent fiscal year during the term of this Agreement; LOCAL AGENCY shall have thirty (30) days to approve said rate; if written approval is not received by STATE within said period, STATE’s obligations hereunder shall terminate; LOCAL AGENCY shall be liable for all amounts due up to and including the date of such termination.

C. To minimize the need for reconciliation payment is expected in full after the LOCAL AGENCY receives the STATE invoice. Payments made by the LOCAL AGENCY will cover the protecti on
r
ate per acre and the administrative charge for the protection services rendered by STATE and including any other costs as provided herein, giving credit for all payments made by LOCA L A
GENCY and claiming the balance due to STATE, if any, or refunding to LOCAL AGENCY the amount of any overpayment.

2. Budget Contingency Clause
A. If the LOCAL AGENCY’s governing authority does not appropriate sufficient funds for the current year or any subsequent years covered under this Agreement, which results in an inability to pay the STATE for the services specified in this Agreement, the LOCAL AGENCY shall promptly notify the STATE and this Agreement will terminate pursuant to the notice periods require d
her
ein.

B. If funding for any fiscal year is reduced or deleted by the LOCAL AGENCY for purposes of this program, the LOCAL AGENCY shall promptly notify the STATE, and the STATE shall have the opt
ion to either cancel this Agreement with no liability occurring to the STATE, or offer an agr
eement amendment to LOCAL AGENCY to reflect the reduced amount, pursuant to the notice t
erms herein
C. If the STATE Budget Act does not appropriate sufficient funds to provide the services for the c
urrent year or any subsequent years covered under this Agreement, which results in an inability to provide the services specified in this Agreement to the LOCAL AGENCY, the STATE shall promptly notify the LOCAL AGENCY, and this Agreement will terminate pursuant to the notic e
per
iods required herein.

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Contractor Name: Rancho Cucamonga Fire Protection District Contract No: 3CA06324
- 5 -
D. If funding for any fiscal year is reduced or deleted by the STATE Budget Act for purposes of this program, the STATE shall promptly notify the LOCAL AGENCY, and the LOCAL AGENCY shall have the option to either cancel this Agreement with no liability occurring to the LOCAL AGENCY, or offer an agreement amendment to LOCAL AGENCY to reflect the reduced services, pursuant to the notice terms herein.

E. Notwithstanding the foregoing provisions in paragraphs A and B above, the LOCAL AGENCY shall remain responsible for payment for all services actually rendered by the STATE under this Agreement regardless of LOCAL AGENCY funding being reduced, deleted or not otherwise appropriated for this program. The LOCAL AGENCY shall promptly notify the STATE in writing of any budgetary changes that would impact this Agreement.

F. LOCAL AGENCY and STATE agree that this Budget Contingency Clause shall not relieve or excuse either party from its obligation(s) to provide timely notice as may be required elsewhere in this Agreement.

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Contractor Name: Rancho Cucamonga Fire Protection District Contract No: 3CA06324
- 6 -

EXHIBIT D

SPECIAL TERMS AND CONDITIONS

1. Cancellation
Failure of either party to meet any of the terms and conditions of this Agreement, including non- payment of monies du e hereunder, shall be cause for the termination of this Agreement; such termination shall become effective upon written receipt of 30 day notice of cancellation.

2. Audit
If the Agreement is over $10,000, the parties shall, in accordance with Government Code Section 10532, be subject to examination and audit of the State Auditor General for a period of three (3) years after final payment under the Agreement. Examination and audit shall be confined to those matters connected with performance of the Agreement including, but not limited to, cost of administering the Agreement The Contractor warrants by execution of this Agreement, that no person or selling agency has been employed or retained to solicit or secure this Agreement upon Agreement or understanding.

3. Operating Plan
Prior to April 1 of each year, STATE and LOCAL AGENCY shall establish a joint Operating Plan for the contract area, whi ch shall be attached after Exhibit E . If LOCAL AGENCY received its structural fire protection from another local agency, the local agency providing the structural fire protection must be party to the Operating Plan.

4. Extension of Agreement
Unless there is written notice by LOCAL AGENCY to terminate this Agreement STATE shall extend this Agreement for a single one-year period from the original termination date. The cost of services provided by STATE during the extended period shall be based upon the rates published for the fiscal year in which the extended period falls had a new Agreement been entered into.

5. Modification
This Agreement may be amended at any time by written mutual consent of the parties hereto.

6. Indemnification
Each party, to the extent permitted by law, agrees to indemnify and hold harmless the other party, its officers, agents, and employees from any and all claims and losses accruing or resulting to any person, firm or corporation who may be injured or damaged by the indemnifying party.

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Contractor Name: Rancho Cucamonga Fire Protection District Contract No: 3CA06324
- 7 -

EXHIBIT E

ADDITIONAL PROVISIONS
Attachments
Budget Plan
Topographic Map
Operating Plan
Annual Report

Page 206 ends

Rancho Cucamonga FPD
3CA06324
Page #: 8
39003

AND THE CITY/TOWN OF A LOCAL AGENCY
Number of Acres 5271
General Fund Reimbursement 16.33$ 86,075.43$
Unit Budget 20.12$ 106,052.52$
Sub-Total 192,127.95$
Admin Rate 12.01% 23,074.57$
Total Protection Cost 215,202.52$
FOR THE 2023/2024 FISCAL YEAR

LOCAL RESPONSIBILITY AREA (LRA) WILDLAND PROTECTION REIMBURSEMENT AGREEMENT Program Cost Account (PCA #)
Contract Name:

Contract #:

Comments Section:

AGREEMENT COST CALCULATIONS:

THIS IS THE BUDGET PLAN FOR THE LOCAL RESPONSIBILITY AREA (LRA)

WILDLAND FIRE PROTECTION REIMBURSEMENT AGREEMENT BETWEEN THE

STATE OF CALIFORNIA, DEPARTMENT OF FORESTRY & FIRE PROTECTION (CAL FIRE) Rancho Cucamonga

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19TH
EAST
16TH

HIGHLAND
WILSON
CH
ERR
Y
HAVEN
CARN
ELIAN

BASELINE

MILLIKEN
RO
CH
ESTER
ARCH
IBALD
CAMPUS
CAM
PU
S
210
Sources: Esri, Airbus DS, USGS, NGA, NASA, CGIAR, N Robinson, NCEAS, NLS, OS, NMA, Geodatastyrelsen, Rijkswaterstaat, GSA, Geoland, FEMA, Intermap and the GIS user community 117.5° W117.52° W117.54° W117.56° W117.58° W117.6° W117.62° W117.64° W

34.18° N34.16° N34.14° N34.12° N

DPA Version 19_4, Datum: NAD 83, Map Absolute Ratio: 1:67,755, Print Size: Letter 0 0.85 1.70.425
Miles
Wildland Contract
State DPA
Rancho Cucamonga
Other Jurisdiction
Parcel
Water
0 0.5 10.25
Miles
5271
acres

WILDLAND CONTRACT
City of
Rancho Cucamonga
Elizabeth A. Smith
CAL FIRE San Bernardino Unit
Prepared on: April 26, 2020

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Rancho Cucamonga Fire Protection District
Contract#
Page
3CA06324
10

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Rancho Cucamonga Fire Protection District
Contract#
Page
3CA06324
11

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Rancho Cucamonga Fire Protection District
Contract#
Page
3CA06324
12

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Resolution No. FD 23-XXX - Page 1 of 2
ATTACHMENT 2
2 4
7 6
RESOLUTION NO. FD 23-xxx

A RESOLUTION OF THE BOARD OF DIRECTORS OF THE RANCHO

CUCAMONGA FIRE PROTECTION DISTRICT, COUNTY OF SAN

BERNARDINO, CALIFORNIA, APPROVING THE LOCAL RESPONSIBILITY

AREA WILDLAND PROTECTION AGREEMENT WITH THE CALIFORNIA

DEPARTMENT OF FORESTRY AND FIRE PROTECTION (CAL FIRE) FOR SERVICES FROM JULY 1, 2023, THROUGH JUNE 30, 2024
WHEREAS, the Rancho Cucamonga Fire Protection District (RCFPD) is a public agency and California fire protection district located in the County of San Bernardino, State of California; and WHEREAS, the wildland/urban interface area of the RCFPD and the City of Rancho Cucamonga is prone to wildfire, and the magnitude of these wildfires, in terms of suppression efforts and response, far exceeds the capabilities of RCFPD on-duty crews; and
WHEREAS, the suppression of large-scale wildfires is enhanced by utilizing water and retardant- dropping aircraft, hand crews, dozers, and various overhead management positions; and WHEREAS, RCFPD does not have the capacity to provide firefighting aircraft, hand crews, dozers, and enough overhead management to respond to large wildland fires on a mutual aid basis; therefore, RCFPD must contract for these services; and
WHEREAS, pursuant to Public Resources Code Section 4142, et seq., the California Department of Forestry and Fire Protection (CAL FIRE) may, with the approval of the Department of General Services, enter into a cooperative agreement upon such terms and under such conditions, it deems wise, for preventing and suppressing forest fires or other fires in any lands within any county, city, or district which makes an appropriation for such purpose; and
WHEREAS, an operating plan aims to increase and enhance the fire ground operations within the CAL FIRE San Bernardino -- Rancho Cucamonga Fire Protection District Wildland Contract Area, including mutual threat zones. This plan would allow responding agencies to pre-designate the Unified Ordering point, VHF Radio Frequencies, the establishment of a Unified Command structure for wildland fires in the contract area; and WHEREAS, the Fiscal Year 2023/2024 cost for 5,271 acres is $36.45 per acre for a total cost of $215,202.52, which includes a 12.01% administrative fee.

NOW, THEREFORE, THE PRESIDENT OF THE RANCHO CUCAMONGA FIRE PROTECTION DISTRICT HEREBY RESOLVES as follows:

1. The facts set forth in the Recitals above are true and correct.

2. The Board of Directors of the Rancho Cucamonga Fire Protection District hereby approves the Local Responsibility Area Wildland Protection Agreement with the California Department of Forestry and Fire Protection (CAL FIRE) dated June 1, 2023, in the total amount of $215,202.52 This agreement provides Wildland services during the State fiscal year 2023/2024.

3. The Secretary of the Rancho Cucamonga Fire Protection District shall certify the adoption of this Resolution.

BE IT FURTHER RESOLVED, the President of said Board is hereby authorized to sign and execute the said agreement on behalf of the Rancho Cucamonga Fire Protection District.

Page 212 ends

Resolution No. FD 23-XXX - Page 2 of 2
PASSED, APPROVED, AND ADOPTED this 7th day of June 2023.

Page 213 ends

DATE:June 7, 2023
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY: Mike McCliman, Fire Chief
Rob Ball, Fire Marshal
Darci Vogel, Fire Business Manager
SUBJECT: Consideration of a Resolution Confirming Unpaid Weed and Fire Hazard Abatement Fees and Authorizing a Special Assessment on Affected Parcels on the Next Tax Roll. (RESOLUTION NO. 2023-044) (CITY/FIRE) RECOMMENDATION:

Staff recommends that the City Council adopt a resolution confirming unpaid weed and fire hazard abatement fees for calendar year 2022 and authorizing a special assessment of those fees against the associated parcel on the next tax roll.

BACKGROUND:

In 2010, the City Council adopted Ordinance 832, which is codified as Chapter 8.46 of the Municipal Code, providing for the removal of seasonal grasses, weeds, and other fire hazards.

The Municipal Code authorizes the Rancho Cucamonga Fire Protection District, serving as the City’s fire department, to perform weed and fire hazard abatement on behalf of the City.

In accordance with the provisions of the Municipal Code, the Fire District provided notice to abate weeds and fire hazards to the owners of record of undeveloped parcels and provided a completion date for the required abatement work. Owners receiving such notices were advised of their right to object and appeal the order to abate.

Parcels that were not abated by the compliance date were referred to an approved contractor who was authorized to perform the required abatement work by order of the Fire District. The contractor who completed the abatement work provided itemized invoices for the cost of the abatement work for each parcel. In accordance with the terms of the contract between the Fire District and the weed abatement contractor, the invoices from the contractor have been paid with Fire District funds.

Using the itemized invoices submitted by the contractor, the Fire District prepared a report for the Finance Department that detailed the charges and fees for each parcel where the hazards were abated by the contractor. The Finance Department generated invoices based on the information provided in the report. The Fire District then created Notices of Payment due for the owners of the parcels where abatement work was completed. These Notices included detailed itemization of the charges and fees being billed by the Fire District for the cost of weed and fire hazard abatement services provided by authorized contractors. As allowed by Fire District Resolution FD

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Page 2 ends

1 8
2 3
10-035 and where applicable, the Fire District included a re-inspection fee and an administrative fee in the Notices of Payment Due.

The Notices served as invoices from the Fire District to the parcel owner of record. Each Notice advised the owner of the terms of payment as well as the owner's right to appeal the amount of the invoice in whole or in part and provided instructions for how to file an appeal. The report included with this resolution shows, by parcel and invoice number, the total amount of all charges for the work completed by the contractor and Fire District fees that have not been paid in accordance with the terms of the Notice of Payment Due. There are 154 invoices affected by this resolution.

ANALYSIS:

In accordance with the Municipal Code, the City Council must confirm by resolution the unpaid fees in order for the Fire District to make a formal request to the County Auditor for an unpaid weed and fire hazard invoice to be a special assessment on the parcel and included on the next tax roll. The resolution offered herewith serves that purpose. This legislative action is required each time special tax assessments are sent to the County Auditor. Staff brings this matter to the Council once a year.

FISCAL IMPACT:

The weed and fire hazard abatement program was designed to be cost-neutral by recovering all charges and expenses associated with completing work required to bring non-compliant parcels into compliance with the City’s weed and fire hazard abatement requirements. The resolution offered for consideration places the cost for the necessary work with the property owners whose choice or inaction resulted in the Fire District expending budgeted funds. By using all available means to recover the costs incurred by abating the hazards, the Fire District is ensuring that the weed and fire hazard abatement program will not have a fiscal impact on the City or the Fire District.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

By ensuring that costs incurred by the Fire District for weed and fire hazard abatement services are paid by the property owners through cost-recovery efforts, the City Council reaffirms its long- standing commitment to fiscal responsibility. With the program being cost-neutral through cost- recovery, weed and fire hazard abatement has long-term sustainability. The wildfire risk and hazard reduction achieved by this program contributes to a high quality of life for all and enhances the safety and health of all members of the community.

ATTACHMENTS:

Attachment 1 – Resolution No. 2023-044, Unpaid Weed and Fire Hazard Abatement Attachment 2 – List of Affected Parcels with Assessment Amount

Page 215 ends

Resolution No. 23-xxx Page 1 of 2 ATTACHMENT 1 RESOLUTION NO. 23-xxx

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF RANCHO

CUCAMONGA CONFIRMING AN ITEMIZED WRITTEN REPORT SHOWING

THE ACTUAL COSTS OF WEED AND FIRE HAZARD ABATEMENT FOR EACH

SEPARATE PARCEL OF LAND AS REQUIRED BY CALIFORNIA
GOVERNMENT CODE SECTION 39574, PROVIDING THAT EACH SUCH COST

OF ABATEMENT SHALL CONSTITUTE A SPECIAL ASSESSMENT AGAINST

EACH LISTED PARCEL OF LAND PURSUANT TO CALIFORNIA
GOVERNMENT CODE SECTION 39577, AND PROVIDING FOR THE FILING OF SAID REPORT WITH THE COUNTY ASSESSOR.

WHEREAS, California Government Code Section 39502 authorizes the City of Rancho Cucamonga (City) to adopt an ordinance providing for the removal of grass, weeds, rubbish and other materials that can be dangerous or injurious to neighboring property or the health and welfare of residents in the vicinity and make the cost of removal a lien on the property.

WHEREAS, The City adopted Ordinance 832, which is codified as Chapter 8.46 of the Municipal Code, providing for the removal of grass, weeds, etc. as allowed by the Government Code.

WHEREAS, Chapter 8.46 of the Municipal Code authorizes the Rancho Cucamonga Fire Protection District (District), serving as the City’s fire department, to perform weed and fire hazard abatement on behalf of the City.

WHEREAS, The District provided notice to abate weeds and fire hazards to the owners of record of unimproved parcels and provided a completion date for the required abatement, all as required by law.

Owners receiving such notice were advised of their right to object to and appeal the order to abate.

WHEREAS, Parcels not abated by the completion date were referred to approved contractors to perform the required abatement work, by order of the District.

WHEREAS, The District was provided with itemized billings for the cost of abatement for each parcel by the abatement contractors. Using the itemized contractors’ billings, the District prepared an itemized, written report setting forth all abatement costs for each affected parcel, as required by California Government Code Section 39574 (written report). Prior to the adoption of this Resolution, the District billed the owners of record of the affected parcels listed in the written report for the cost of abatement, plus approved administrative fees as authorized by Government Code Section 39573 and District’s fee resolution (collectively, costs of abatement). Owners receiving such billings were advised of their right to object to and appeal the amount of the bill. None of the costs or fees set forth in the written report have been paid, nor are any the subject of a pending appeal.

WHEREAS, Attached hereto as Exhibit A, and incorporated by reference herein, are the written reports required by California Government Code Section 39574, setting forth a true and correct list of parcels with unpaid weed abatement costs and fees, and the amount of all costs of abatement for each parcel for calendar year 2022.

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Resolution No. 23-xxx Page 2 of 2 ATTACHMENT 1 WHEREAS, All legal prerequisites to the adoption of this Resolution have occurred.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA, HEREBY FINDS AND RESOLVES:

1.All costs of abatement set forth in Exhibit A are reasonable and do not exceed the actual costs to the City or District in providing abatement services. Based thereon, the City Council hereby confirms all costs set forth in the written report, Exhibit A hereto.

2.All costs of abatement for each parcel of land listed in Exhibit A shall constitute a special assessment and lien against that parcel of land, as authorized by California Government Code Section 39577 and Rancho Cucamonga Municipal Code Chapter 8.46.

3.The Fire Chief is hereby directed to deliver a certified copy of this Resolution, including Exhibit A hereto, to the San Bernardino County Auditor whereupon all costs of abatement set forth in Exhibit A shall constitute an assessment against each listed parcel as part of the County’s tax assessments, and shall be made part of the tax rolls, all in accordance with California Government Code Sections 39578, 39579, 39580, and 39583 and any other provision of law applicable thereto. Thereafter, a lien shall attach against each such parcel upon recordation of the order confirming the assessment in the office of the County Recorder.

PASSED, APPROVED, AND ADOPTED this day of 2023.

Page 217 ends

INVOICE# PARCEL# AMOUNT
AR131762 020209132 $ 495.00
AR131763 020213141 $ 495.00
AR131764 020213161 $ 495.00
AR131765 020213162 $ 1,145.00
AR131766 020213172 $ 495.00
AR131768 020224124 $ 517.50
AR131769 020246161 $ 715.00
AR131772 020711301 $ 495.00
AR131773 020711302 $ 175.00
AR131774 020711303 $ 175.00
AR131775 020711304 $ 175.00
AR131776 020711305 $ 175.00
AR131777 020711306 $ 175.00
AR131778 020711307 $ 175.00
AR131779 020711308 $ 175.00
AR131780 020711309 $ 175.00
AR131781 020711310 $ 175.00
AR131782 020712324 $ 495.00
AR131786 020721142 $ 495.00
AR131788 020727125 $ 1,590.00
AR131789 020727189 $ 1,460.00
AR131791 020763108 $ 870.00
AR131792 020764105 $ 870.00
AR131794 020816243 $ 595.00
AR131797 020835318 $ 692.50
AR131798 020835406 $ 692.50
AR131799 020835407 $ 692.50
AR131802 020896105 $ 1,042.50
AR131803 020896106 $ 867.50
AR131804 020896107 $ 867.50
AR131805 020901313 $ 495.00
AR131806 020901315 $ 585.00
AR131807 020902145 $ 495.00
AR131808 020903235 $ 890.00
AR131809 020906325 $ 495.00
AR131814 020910230 $ 495.00
AR131815 020912110 $ 495.00
AR131816 020912226 $ 495.00
AR131820 020941135 $ 1,765.00
AR131825 022511108 $ 1,217.50
AR131826 022511109 $ 1,217.50
AR131827 022512305 $ 870.00
AR131828 022512309 $ 1,110.00
AR131831 022518173 $ 1,091.00
ATTACHMENT 2AR131834 022527151 $ 495.00
1 of 4

Page 218 ends

INVOICE# PARCEL# AMOUNT
AR131835 022610203 $ 495.00
AR131836 022610204 $ 495.00
AR131837 022705103 $ 2,160.00
AR131838 022705131 $ 1,285.00
AR131839 022706157 $ 1,195.00
AR131840 022706173 $ 1,285.00
AR131841 022706174 $ 1,285.00
AR131842 022713146 $ 715.00
AR131843 022713151 $ 540.00
AR131844 022749212 $ 495.00
AR131845 022749213 $ 495.00
AR131847 022931114 $ 495.00
AR131848 022931115 $ 1,285.00
AR131850 106117220 $ 495.00
AR131851 106125121 $ 540.00
AR131853 106169122 $ 495.00
AR131854 106169123 $ 495.00
AR131855 106169124 $ 495.00
AR131856 106169125 $ 495.00
AR131857 106169126 $ 495.00
AR131858 106169127 $ 495.00
AR131859 106179103 $ 1,145.00
AR131860 106179116 $ 1,145.00
AR131861 106180116 $ 1,007.50
AR131863 107428110 $ 940.00
AR131864 107431113 $ 777.50
AR131866 107432111 $ 777.50
AR131867 107434117 $ 2,045.00
AR131868 107436110 $ 517.50
AR131869 107449130 $ 870.00
AR131870 107450102 $ 870.00
AR131871 107453109 $ 755.00
AR131872 107453114 $ 777.50
AR131873 107454102 $ 777.50
AR131874 107454103 $ 777.50
AR131875 107454116 $ 755.00
AR131877 107456124 $ 800.00
AR131878 108958107 $ 870.00
AR131879 109025151 $ 495.00
AR132705 020209115 $ 495.00
AR132706 020213161 $ 495.00
AR132707 020213162 $ 732.50
AR132708 020213172 $ 495.00
AR132709 020215102 $ 495.00
AR132710 020224124 $ 495.00
2 of 4

Page 219 ends

INVOICE# PARCEL# AMOUNT
AR132711 020246161 $ 495.00
AR132712 020726205 $ 870.00
AR132713 020763108 $ 495.00
AR132716 020834115 $ 1,642.50
AR132722 020896105 $ 745.00
AR132723 020896105 $ 1,065.00
AR132724 020896106 $ 547.50
AR132725 020896106 $ 525.00
AR132726 020896107 $ 570.00
AR132727 020896107 $ 547.50
AR132728 020901315 $ 517.50
AR132729 020903235 $ 495.00
AR132731 020910230 $ 495.00
AR132732 020910310 $ 640.00
AR132733 020912110 $ 1,690.00
AR132734 020912226 $ 595.00
AR132735 020912227 $ 595.00
AR132737 020919116 $ 495.00
AR132738 020919222 $ 517.50
AR132739 020922104 $ 495.00
AR132741 020941132 $ 1,240.00
AR132745 021037103 $ 692.50
AR132746 021037107 $ 1,042.50
AR132747 022511107 $ 1,400.00
AR132748 022511107 $ 1,970.00
AR132749 022511108 $ 1,445.00
AR132750 022511109 $ 1,445.00
AR132751 022512305 $ 870.00
AR132752 022512309 $ 1,200.00
AR132753 022518173 $ 1,136.00
AR132754 022519136 $ 495.00
AR132755 022519139 $ 495.00
AR132756 022610203 $ 495.00
AR132757 022610204 $ 495.00
AR132758 022705103 $ 2,137.50
AR132759 022705131 $ 1,735.00
AR132760 022705131 $ 1,042.50
AR132761 022706157 $ 875.00
AR132762 022706157 $ 1,240.00
AR132763 022706173 $ 920.00
AR132764 022706174 $ 920.00
AR132765 022706174 $ 1,240.00
AR132769 022749212 $ 495.00
AR132770 022749213 $ 495.00
AR132771 022917106 $ 595.00
3 of 4

Page 220 ends

INVOICE# PARCEL# AMOUNT
AR132772 022917107 $ 595.00
AR132773 022917108 $ 732.50
AR132774 022931114 $ 495.00
AR132775 022931115 $ 1,285.00
AR132776 022945128 $ 1,285.00
AR132779 106179103 $ 540.00
AR132780 106180116 $ 892.50
AR132784 107428110 $ 715.00
AR132785 107431113 $ 517.50
AR132786 107432109 $ 517.50
AR132787 107436110 $ 495.00
AR132788 107449130 $ 870.00
AR132790 107453114 $ 517.50
AR132791 107455118 $ 585.00
AR132792 107456111 $ 732.50
AR132793 107456116 $ 540.00
AR132794 107456124 $ 675.00
AR132795 108958107 $ 870.00
AR132870 022706173 $ 1,240.00
4 of 4

Page 221 ends

DATE:June 7, 2023
TO:Mayor and Members of the City Council
FROM:John R. Gillison, City Manager
INITIATED BY: Elisa C. Cox, Assistant City Manager
Hope Velarde, Management Analyst I
SUBJECT: Consideration of a Resolution Approving the Application for Grant Funds from the Habitat Conservation Fund Program. (RESOLUTION NO. 2023- 045) (CITY)
RECOMMENDATION:

Staff recommends the City Council approve the Resolution No. 2023-045, approving the application for grant funds from the Habitat Conservation Fund Program.

BACKGROUND:

Protecting, restoring, and enhancing wildlife habitat and fisheries are vital to maintain California’s quality of life. The impacts of the increase in the State’s human population results in an urgent need to fund projects that protect rapidly disappearing wildlife habitats that support California’s unique and varied wildlife resources. In response to this need, the people of California voted to enact the California Wildlife Protection Act of 1990, Chapter 9, Fish and Game Code (FGC) § 2780 through 2799.6, which largely defines the Habitat Conservation Fund (HCF) Program.

The underlying concepts for the program and eligible projects include nature interpretation programs to bring urban residents into park and wildlife areas, protection of various plants and animal species, and acquisition and development of wildlife corridors and trails. Specifically, the money in the Habitat Conservation Fund shall be used for the following purposes:
a) The acquisition of habitat, including native oak woodlands, necessary to protect deer and mountain lions.
b) The acquisition of habitat to protect rare, endangered, threatened, and/or fully protected species.
c) The acquisition of habitat to further implement the Habitat Conservation Program pursuant to Article 2 (commencing with Section 2721) excepting Section 2722 and subdivision (a) of Section 2723, and § 2724 and 2729.
d) The acquisition, enhancement, and/or restoration of wetlands. e) The acquisition, restoration, and/or enhancement of aquatic habitat for spawning and rearing of anadromous salmonids and trout resources.
f) The acquisition, restoration, and/or enhancement of riparian habitat.

The Habitat Conservation Fund Program allocates approximately $2 million per year to the California Department of Parks and Recreation and requires a 50% match.

Page 222 ends

Page 2 ends

1 8
2 7
ANALYSIS:

Staff and the City’s lobbying and grant writing firm, Renne Public Policy Group (RPPG) are seeking funds from the Habitat Conservation Fund program to purchase approximately one- hundred-twenty (120) acres of land (Kings Ranch) surrounding Cucamonga Canyon Trail for conservation in and around the trailhead and Cucamonga Canyon to protect the natural and cultural resources of the area. Conservation needs for Cucamonga Canyon were identified and outlined through a multi-agency management plan that consisted of federal, county, and local government partners and was finalized in late 2022. Cucamonga Canyon is in the eastern region of the San Gabriel Mountains, just south of the section of the 12,781-acre Cucamonga Wilderness Area located within the San Bernardino national forest. The Canyon is not included in this dedicated wilderness, but is ecologically connected through biological, geological, and hydrological elements consistent and dependent between the two regions. The Canyon has waterfalls and pools that attract large groups of visitors each year from throughout the Southern California region. Phase one of the project, which was partially funded through Fiscal Year 2023 federal appropriations, includes the construction of the Cucamonga Canyon trailhead and trail connector to existing trails in the San Bernardino National Forest. The construction of the trailhead will improve quality of life for area residents who neighbor Cucamonga Canyon, and provide adequate parking, and clear public access into the Canyon.

FISCAL IMPACT:

Staff is requesting $1 million from the Habitat Conservation Fund and $1 million from the City’s General Fund, approved by City Council, will be matched.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This item addresses the City Council’s core value of promoting and enhancing a safe and healthy community for all, as well as intentionally embracing and anticipating our future. This item also incorporates working together cooperatively and respectfully with each other, staff, and all stakeholders.

ATTACHMENTS:

Attachment 1 – Resolution No. 2023-045
Attachment 2 – Habitat Conservation Fund Guidelines

Page 223 ends

3 5
8 5
RESOLUTION NO. 2023-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

RANCHO CUCAMONGA, CALIFORNIA, APPROVING THE

APPLICATION FOR GRANT FUNDS FROM THE HABITAT

CONSERVATION FUND PROGRAM
WHEREAS, the people of the State of California have enacted the California Wildlife Protection Act of 1990, which provides funds to the State of California for grants to local agencies to acquire, enhance, restore, or develop facilities for public recreation and fish and wildlife habitat protection purposes; and
WHEREAS, the State Department of Parks and Recreation has been delegated the responsibility for the administration of the HCF Program, setting up necessary procedures governing project application under the HCF Program; and WHEREAS, said procedures established by the State Department of Parks and Recreation require the applicant to certify by resolution the approval of application(s) before submission of said application(s) to the State; and
WHEREAS, the applicant will enter into a contract with the State Of California to complete the project(s);
NOW, THEREFORE, BE IT RESOLVED that the CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA hereby:

1. Approves the filing of an application for the Habitat Conservation Fund Program; and

2. Certifies that said applicant has or will have available, prior to commencement of any work on the project included in this application, the required match, and sufficient funds to complete the project; and

3. Certifies that the applicant has or will have sufficient funds to operate and maintain the project(s), and

4. Certifies that the applicant has reviewed, understands, and agrees to the provisions contained in the contract shown in the grant administration guide; and

5. Delegates the authority to the City Manager to conduct all negotiations, execute and submit all documents, including, but not limited to applications, agreements, amendments, payment requests and so on, which may be necessary for the completion of the project.

6. Agrees to comply with all applicable federal, state, and local laws, ordinances, rules, regulations, and guidelines.

PASSED, APPROVED AND ADOPTED the day of , 2023.

Page 224 ends

A P P L I C A T I O N G U I D E

HCF

Habitat Conservation Fund Program

TRAILS
FINAL

January 1, 2012

State of California

The Natural Resources Agency

Department of Parks and Recreation

“Creating Community through People, Parks, and Programs”

Page 225 ends

California State Parks Mission

The mission of California State Parks is to provide for the health, inspiration, and education of the people of California by helping to preserve the state’s extraordinary biological diversity, protecting its most valued natural and cultural res ources, and creating opportunities for high-quality outdoor recreation.

The Office of Grants and Local Services (OGALS) Mission Statement The mission of the Office of Grants and Local Services is to address California’s diverse recreational, cultural, and historical resource needs by developing grant programs, administering funds, offering technical assistance, building partnerships and providing leadership through quality customer service.

OGALS VISION GOALS
 Proactive in meeting California’s park and recreation needs through innovative grant programs and customer service.
 Committed to providing quality customer service in every interaction and transaction as honest, knowledgeable, and experienced grant administrators.  Sensitive to local concerns while mindful of prevailing laws, rules and regulations.  Responsive to the needs of applicants, grantees, nonprofit organizations, local governments, and legislative members, who are our partners working to improve the quality of life for all Californians by creating new parks and recreation opportunities.

HABITAT CONSERVATION FUND (HCF) GRANT ADMINISTRATION
The HCF is a local assistance program of the State of California, Department of Parks and Recreation (DPR). Within DPR, OGALS is authorized to administer the program.

Send Applications and Correspondence to:

Street Address for Overnight Mail:

Calif. Dept. of Parks and Recreation
Office of Grants and Local Services
1416 Ninth Street, Room 918
Sacramento, CA. 95814
Mailing Address:

Calif. Dept. of Parks and Recreation
Office of Grants and Local Services
P.O. Box 942896
Sacramento, CA 94296-0001
Phone: (916) 653-7423

Website: www.parks.ca.gov/grants

HCF APPLICATION GUIDE 2 TRAILS

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HCF APPLICATION GUIDE 3 TRAILS

TABLE OF CONTENTS

I. HCF CATEGORY CHART ........................................................................................ 4

II. HABITAT CONSERVATION FUND PROGRAM EXECUTIVE SUMMARY.............. 5

III. HCF PROGRAM INFORMATION ............................................................................. 7

Eligible APPLICANTS .................................................................................................... 7

Eligible PROJECTS ....................................................................................................... 7

Ineligible PROJECTS .................................................................................................... 7

The HABITAT CONSERVATION FUND Program Process................................................... 8

IV. APPLICATION PROCESS........................................................................................ 9

APPLICATION PACKET Checklist .................................................................................. 10

Application Instructions and Form ...................................................................... 11

Resolution Instructions and Form....................................................................... 13

GRANT SCOPE/Cost Estimate Form, MATCH Instructions ....................................... 15

Land Tenure Requirements and Form................................................................ 20

CEQA Instructions and Form................................................................................ 23

PROJECT COMPLETION Schedule........................................................................... 25

Site Plan ............................................................................................................. 25

Topographic Map................................................................................................ 25

PROJECT Location Map........................................................................................ 25

ACQUISITION Schedule......................................................................................... 25

County Assessor’s Parcel Map and Willing Seller Letter .................................... 26

PROJECT Summary.............................................................................................. 27

PROJECT Proposal ............................................................................................... 27

Leases or Agreements ....................................................................................... 27

Required Regulatory Permits.............................................................................. 27

Land Management Plan for PROJECT lands previously acquired with HCF funds . 27

Photos of PROJECT Site....................................................................................... 27

V. PROJECT SELECTION CRITERIA ........................................................................ 30

PROJECT Proposal Instructions ................................................................................. 30

PROJECT Proposal .................................................................................................... 30

VI. ELIGIBLE COSTS................................................................................................... 41

VII. DEFINITIONS.......................................................................................................... 45

VIII. INDEX...................................................................................................................... 49

Page 227 ends

I. HCF CATEGORY CHART

UNIQUE

FEATURES

DEER & LION

HABITAT

RARE, ENDANGERED,

THREATENED, OR FULLY

PROTECTED HABITAT

ANADROMOUS

SALMONIDS & TROUT

HABITAT
Funding
types
Land acquisition Land acquisition Land acquisition,
enhancement, or restoration
Cost types Capital outlay Capital outlay Capital outlay Species
impact
Any Deer &
Mountain Lions
Any rare, endangered,
threatened, or fully protected
animal and/or plant
Anadromous Salmon
Trout

PROJECT
Examples
(in alpha.
order)
Purchase land Purchase land Build access points
Create spawning areas
Remove barriers, invasives
Re-plant areas
Re-populate species

UNIQUE

FEATURES

RIPARIAN

HABITAT

WETLANDS TRAILS WILDLIFE AREA

ACTIVITIES
Funding
types
Land acquisition,
enhancement, or
restoration
Land acquisition,
enhancement, or
restoration
Land acquisition
or trail
development
Educational or
interpretational
activities
Cost
types
Capital outlay Capital outlay Capital outlay Non-Capital outlay Species
impact
Animals or plants
growing close to
or in a moving
fresh water
source (e.g.,
river, stream,
creek)
Animals or plants
growing in or near
a relatively
enclosed fresh
water, salt water,
or brackish water
source
A pa th or track
that brings people
to a park
and/or
wildlife
environment
No direct species
impact

PROJECT
Examples
(in alpha.
order)
Build bridges
Clear channels
Replant under-
and over-stories
Re-populate
species
Build access
points
Fence sensitive
areas
Remove
invasives
Revegetate
surrounding lands
Create and/or
install interpretive
elements
Create or install
seating or lighting
Develop new trails
Rehabilitate
existing trails
Conduct multi-day
activities
Pre and post-
activity evaluations
Rent/purchase
equipment or
transportation

HCF APPLICATION GUIDE 4 TRAILS

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II. HABITAT CONSERVATION FUND PROGRAM

EXECUTIVE SUMMARY
Competitive Program Intent
Protecting, restoring, and enhancing wildlife habitat and fisheries are vital to maintain California’s quality of life. The impacts of the increase in the state’s human population results in an urgent need to fund projects that protect rapidly disappearing wildlife habitats that support California’s unique and varied wildlife resources.

In response to this need, the people of California voted to enact the California Wildlife Protection

Act of 1990, Chapter 9, Fish and Game Code (FGC) § 2780 through 2799.6, which largely

defines the Habitat Conservation Fund (HCF) Program. Other legislation that impacts the

program includes Fish and Game Code § 2720 – 2729, Government Code § 7550 – 7550.6 and

13340, and Public Resources Code § 5900 through 5903, 5096.310, 21000, and 33216.

The underlying concepts for the program are derived, in part, from the applicable sections of

Proposition 117 as enacted in the following Fish and Game Code (FGC) sections:

FGC § 2786 (a) through (f):

“…the money in the Habitat Conservation Fund, which is hereby created, shall be used for the

following purposes:
(a) The acquisition of habitat, including native oak woodlands, necessary to protect deer and mountain lions.
(b) The acquisition of habitat to protect rare, endangered, threatened, or fully protected species.
(c) The acquisition of habitat to further implement the Habitat Conservation Program pursuant to Article 2 (commencing with Section 2721) excepting Section 2722 and subdivision (a) of Section 2723, and § 2724 and 2729
(d) The acquisition, enhancement, or restoration of wetlands. (e) The acquisition, restoration, or enhancement of aquatic habitat for spawning and rearing of anadromous salmonids and trout resources.
(f) The acquisition, restoration, or enhancement of riparian habitat.” FGC § 2787 (a)(3)

“Two million dollars for 50 percent matching grants to local agencies…for the acquisition of

wildlife corridors and urban trails, nature interpretation program, and other programs which bring

urban residents into park and wildlife areas…”

Annual Allocation
The HCF Program allocates approximately $2 million per year to the California Department of Parks and Recreation.

HCF APPLICATION GUIDE 5 TRAILS

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Application Filing Deadline
The application must be either delivered or postmarked by no later than 5:00 PM on the application due date, which will be announced annually on the OGALS website, www.parks.ca.gov/grants.

OGALS h as the authority to award any excess funds via additional funding cycles, which would be announced as needed on the OGALS website, www.parks.ca.gov/grants.

GRANT PERFORMANCE PERIOD
The GRANT PERFORMANCE PERIOD for each PROJECT is 5 years starting on July 1 of the fiscal year following the application due date, based on final enactment of the state budget. A GRANTEE will have up to three years to encumber the CONTRACT, and an additional two to complete the PROJECT.

Maximum and Minimum Grant Request Amounts
OGALS recommends that grant requests generally do not exceed $200,000. However, there are no maximum or minimum grant amounts. OGALS will make an effort to provide equitable geographic distribution of funds, provided that sufficient well-qualified proposals exist.

Required MATCH
There is a required non-state dollar-for-dollar MATCH. See page 17 for more information.

PROJECT Categories
 There are seven eligible PROJECT categories: HABITATS for deer/mountain lion, rare, endangered, threatened, or fully protected species, wetlands, anadromous salmonids and trout, and riparian,
TRAILS, and WILDLIFE AREA activities.
 All categories are eligible for funding in each annual funding cycle.  There is a separate application guide for each category This is the “Trails” Application Guide.

The meanings of words and terms shown in SMALL CAPS are in the Definitions Section, beginning on page 45.

HCF APPLICATION GUIDE 6 TRAILS

Page 230 ends

III. HCF PROGRAM INFORMATION
Eligible APPLICANTS
Cities, counties, the City and County of San Francisco, or DISTRICTS. The State may request documentation of eligibility for DISTRICTS (see page 45 for definitions).

Eligible PROJECTS
ACQUISITION or DEVELOPMENT of TRAILS which bring urban residents into PARK and/or WILDLIFE AREAS.

Ineligible PROJECTS
The following is a partial list of ineligible PROJECTS or costs in the HCF Program:

1. ACQUISITION which involves condemnation (eminent domain) or any kind of interest in property or PROJECTS without documentation of a willing seller.

2. PROJECTS arising from a mitigation ruling affecting another location.

3. PROJECTS combining ACQUISITION or DEVELOPMENT with any other HCF category.

4. DEVELOPMENT PROJECTS without land tenure.

5. TRAIL PROJECTS without public access to the PROJECT location(s).

6. PROJECTS that do not comply with all applicable current laws and regulations affecting DEVELOPMENT PROJECTS, including, but not limited to, legal requirements for construction contracts, building codes, health and safety codes, and laws and codes pertaining to individuals with disabilities.

7. PROJECTS that are not consistent with the APPLICANT’s general plan or equivalent planning document.

8. PROJECTS outside the State of California’s boundaries.

9. PROJECT costs for normal, routine or reoccurring maintenance.

HCF Program Process
The complete HCF Program process is on the following page.

HCF APPLICATION GUIDE 7 TRAILS

Page 231 ends

The HABITAT CONSERVATION FUND Program Process
START

HCF application
materials
continuously
available.

APPLICANTS submit
applications to
OGALS by 5:00 pm
on the application
due date.

OGALS
completes
review and
awards

PROJECTS
for funding.

OGALS notifies
the

APPLICANTS of

PROJECT awards

prior to the

following July 1.

Once State
budget is
enacted,
OGALS sends
GRANT
CONTRACT to
GRANTEE.

Grantee administers
HCF PROJECT as
outlined in the Grant
Administration Guide.

The CONTRACT must be
fully encumbered
within 3 years of the
fund APPROPRIATION
DATE.

The PROJECT must
be completed
within 5 years of
the fund

APPROPRIATION
DATE.

HCF APPLICATION GUIDE 8 TRAILS

Page 232 ends

IV. APPLICATION PROCESS
Instructions for submitting the APPLICATION PACKET

 Each PROJECT must have its own application.

 APPLICANTS may apply for more than one PROJECT.

 All APPLICANTS are required to submit one, unbound, original APPLICATION PACKET.

 APPLICATION items should be provided in the order shown in the checklist on the next page.

 Each application must include a Table of Contents based on the checklist.

 All pages must be numbered.

 If an item is not applicable to the PROJECT, the APPLICANT shall respond with “N/A” (not applicable), with an explanation as to why.
 Send only the items on the checklist. Power point presentations, videos, CDs, or letters of support should not be submitted.
 Directions and forms for each checklist item can be found on the following pages.

HCF APPLICATION GUIDE 9 TRAILS

Page 233 ends

APPLICATION PACKET Checklist

1. APPLICATION Form.............................................................................. Page 11

2. Resolution Form................................................................................ Page 13

3. GRANT SCOPE/Cost Estimate Form, MATCH Instructions ..................... Page 15

4. Land Tenure Page 20
......................................................................................

5. California Environmental Quality Act (CEQA) ..................................... Page 23

6. PROJECT COMPLETION Schedule ......................................................... Page 25

7. Site Plan............................................................................................ Page 25

8. Topographic Map .............................................................................. Page 25

9. PROJECT Location Map ...................................................................... Page 25

10. ACQUISITION Schedule........................................................................ Page 25

11. County Assessor’s Parcel Map and Willing Seller Letter .................. Page 26

12. PROJECT Summary............................................................................. Page 26

13. PROJECT Proposal.............................................................................. Page 26

14. Leases or Agreements...................................................................... Page 27

15. Required Regulatory Permits............................................................ Page 27

16. Land Management Plan (for PROJECT lands previously acquired

with HCF funds).................................................................................. Page 27

17. Photos of the PROJECT site ................................................................ Page 27

18. Conservation Corps involvement, instructions, and form .................. Page 27

HCF APPLICATION GUIDE 10 TRAILS

Page 234 ends

Application Instructions and Form
The application form must be completed and signed by the APPLICANT’s AUTHORIZED REPRESENTATIVE.

In the ACQUISITION or DEVELOPMENT PROJECT section, indicate the approximate number of linear feet of the TRAIL.

Any RECREATION FEATURE or MAJOR SUPPORT AMENITY should appear in the GRANT SCOPE/Cost Estimate form, the topographic map, and the site plan, and should be encompassed by the CEQA document(s).

HCF APPLICATION GUIDE 11 TRAILS

Page 235 ends

_____________________________
_____________________________
_____________________________

CALIFORNIA WILDLIFE PROTECTION ACT OF 1990

HABITAT CONSERVATION FUND GRANT PROGRAM

PROJECT APPLICATION FORM

TRAILS CATEGORY

PROJECT NAME
Grant Request Amount $
Required Match Amount $
TOTAL PROJECT COST $
GRANT APPLICANT (agency and address, include zip code) COUNTY

PROJECT ADDRESS (OR NEAREST CITY)

NEAREST CROSS STREET

APPLICATION CONTACT PERSON
_________________________________________________________________________________________________________________ Name (typed or printed) and Title E-mail Address Phone Fax

PERSON WITH D AY-TO-DAY RESPONSIBLITIES FOR PROJECT IF DIFFERENT FROM AUTHORIZED REPRESENTATIVE _________________________________________________________________________________________________________________ Name (typed or p rinted) a nd Title E-mail Address Phone Fax

GRANT APPLICANT'S REPRESENTATIVE AUTHORIZED IN RESOLUTION _________________________________________________________________________________________________________________ Name (typed or printed) and Title E-mail Address Phone Fax For ACQUISITION projects, project land will be
__________ Acres to be acquired in fee simple by applicant. __________ Acres to be acquired as permanent easement
(explain): _________________________________________
__________________________________________________
For development projects, land tenure is:
___________________ Acres owned in fee simple by applicant. ___________________ Recordation number(s) (attach additional sheet if necessary)
__________________________________________________________ ___________ Acres available under a __________ year lease. _________________________ Acres other interest (explain):
__________________________________________________________ GRANT SCOPE: I represent and warrant that this APPLICATION PACKET describes the intended use of the requested GRANT to complete the RECREATION FEATURES and MAJOR SUPPORT AMENITIES listed in the attached GRANT SCOPE/Cost Estimate Form. I declare under penalty of perjury, under the laws of the State of California, that the information contained in this APPLICATION PACKET, including required attachments, is accurate.

SIGNED
Grant Applicant's Authorized Representative as shown in Resolution DATE
NAME
HCF APPLICATION GUIDE 12 TRAILS
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Resolution Instructions and Form
OGALS requires a resolution to ensure that the APPLICANT has reviewed the GRANT application and GRANT CONTRACT and agrees to all language within both documents.

1. The APPLICANT may reformat the resolution as long as the text is unchanged. Additional language may be added to the resolution as long as it does not change the required language. Resolutions with content that differs from the required language will be sent to Departmental legal counsel for review, which may cause a delay in evaluating the application. The resolution may have to be returned to the APPLICANT for changes.

2. The resolution must identify position(s) as the AUTHORIZED REPRESENTATIVE(s). Do not put name(s) in the resolution.

3. The person holding the position named as the AUTHORIZED REPRESENTATIVE in the resolution may delegate that authority by sending a letter to OGALS. A separate letter is required for each CONTRACT.

HCF APPLICATION GUIDE 13 TRAILS

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Rancho Cucamonga City CouncilJune 7, 2023

Rancho Cucamonga City Council
June 7, 2023