The Economic Development Strategy (EDS), adopted in October 2023, builds on the PlanRC. PlanRC lays out a series of strategies to chart a path towards building a 21st century world-class community that is grounded in the foundational core values of health, equity, and stewardship. The vision of PlanRC is to create a city for people – a city of great neighborhoods, natural open spaces and parks, thriving commercial and industrial areas, and walkable and active centers and districts, all connected by safe and comfortable streets.
To meet the vision and core values of PlanRC, five Big Ideas were identified:
Design for People First
Provide Connectivity and Accessibility
Create Destinations
Cultural and Economic Hub of the Inland Empire
Address Environmental Justice
Alignment with the City’s Vision
17 Understanding the Why
The EDS fortified linkages with PlanRC ‘s Big Ideas, and includes the following goals:
Goal 1 - Grow & Diversify the City’s Economy
Goal 2 - Enhance the Quality of Life
Goal 3 - Foster Growth of Local Businesses and Workforce Goal 4 - Expand Retail, Entertainment and Hospitality
The goals and corresponding strategies were designed to address specific economic development objectives. Within each of the strategies are achievable and measurable action items designed to serve as a guide for the City over the next five years. The EDS is meant to be fluid in that it will be reviewed annually to determine if there is a change in priorities or if resources need to be shifted. During this time, the City of Rancho Cucamonga will continue working towards its long-range goals and planning efforts that are the framework of the City’s vision of being a world-class community, making Rancho Cucamonga a special place to live, work, and thrive.
PlanRC Policy LC- 3.7 heavily influenced workforce development related goals and action items included in the EDS. The strategy established intentions to foster growth of the local workforce by expanding higher education opportunities, cultivating local innovation, and connecting students, job seekers, and employers with workforce development opportunities. Building and enhancing the City’s Workforce is identified in the EDS as a key need.
Alignment with the City’s Vision
18 Understanding the Why
The data used in the development of this PathwaysRC plan is based up on surveys that were conducted as part of other plans or initiatives within the City, apart from the PathwaysRC Survey.
The Quality of Life Survey was conducted between July to December 2023 as part of the City’s Healthy RC Steering Committee. The purpose of the survey was to serve as a catalyst to create innovative programs and targeted strategies to address health issues and gaps in access to resources within the City.
The development of PlanRC in 2021 involved extensive community engagement which aimed to be inclusive, intentional, and equitable. Efforts prioritized determining values and ideas for the future of the City and there were many opportunities for participants to express their visions, collaborate with neighbors, and explore possible innovations.
PathwaysRC: Survey In the development of this PathwaysRC, a survey was conducted in 2024 to understand what ongoing workforce development initiatives were in place at the time of this study.
19 Digging into the Data
Understanding the Why
Survey Key F 20 Survey Key Findings (Survey and Data)
21 Quality of Life Survey Key Findings
The public engagement process for the
City’s Quality of Life Survey was a
collaborative effort between multiple City
departments including Economic
Development, Community Affairs, Healthy
RC, RC Fire District, RC Policy Department,
and DoIt. Information collected from
Rancho Cucamonga community members
was designed to generate innovative
approaches and targeted strategies to
address health issues and gaps in access to
resources within the City, exploring health
equity and wellbeing.
57%
Of residents agree and 13%
disagree that, “There is plenty of
economic opportunity in
Rancho Cucamonga.”
“Economic opportunity is very limited in the
city. There is an imbalance between service
jobs and housing. Most skilled and
professional jobs require a commute out of
the city.”
32% 51%
Almost a third of people (32%)
who have fulltime employment
have trouble paying their bills
at least from time to time.
Of renters and 31% of
homeowners in the City are
considered cost-burdened
(spending >30% of income on
rent/home).
45%
Almost half of residents (45%)
employed fulltime report
commuting one hour or more
for work.
22 Development of the City’s General Plan included an
analysis of existing conditions. Based on the American
Community Survey (ACS) and Longitudinal Employer
Household Dynamics Origin Destination Statistics,
roughly 15% of Rancho Cucamonga’s working
population lives and works in the City, while the other 85% lives in the City but is employed outside of the City.
There are approximately 82,000 jobs and roughly 56,000
households in Rancho Cucamonga. The City’s jobs to
employed residents ratio is 1.08, which indicates that the City largely maintains a balance between employed
residents and employees within the City. However,
since only 15% of people both live and work in the City indicates that the local jobs do not match the skill levels or salary expectations of residents.
This City recognized the opportunity to address the
heavy outbound commute flows and developed General
Plan workforce development related policies to help
grow the number of people who work and live in
Rancho Cucamonga.
(PlanRC Existing Conditions Report, 2020)
PlanRC Key Findings
23 PathwaysRC Survey Key Findings
In exploring the pathways to connect Rancho
Cucamonga residents to career opportunities and
enhance educational activities to develop
professional skills and competencies, identifying
the available and existing resources provided by the
city was deemed a necessity to the workforce
development plan. There was no specific and
comprehensive database regarding this topic prior
to PathwaysRC’s work. PathwaysRC surveyed and
inventoried existing programs, activities, and events
provided by the city related to strategies, initiatives, and educational activities.
All city departments were contacted to participate
in data collection of existing workforce
development offerings. City departments were
contacted with emails and a meeting was hosted in
September 2024, to generate a list of known
activities, share insights into program impact and
enhancement options, and generate networking
and marketing opportunities to advance the
programs, events, and activities.
The survey resulted in the establishment of a
“Citywide Workforce Development Inventory
Database” document which included details of:
initiative title, age group, description, status, lead
contact, program type, funding source,
performance measures, target population, internal
vs. external, and city goal alignment.
18 City Departments Surveyed
34 Initiatives Identified
Vision & Goals
25 Vision and Goals
To achieve the Why, a set of Vision and Goals for Pathways RC was developed. The Vision focuses on developing an ongoing and sustainable community engagement program to educate the future workforce about pathways to public service. This engagement into divided into three main categories, or programs, focusing on different age groups.
Elementary and Middle School
Program
Aimed at early enagement to educate children
about potential careers in the public sector.
High School Program
Early Career Program
Targeted engagement towards high schoolers
about potential college paths or certifications and
trainings for careers in the public sector.
Provides working opportunities for students in
college or just entering the workforce.
Specific engagement opportunities for each of these programs are outlined on the following pages.
26 Elementary and Middle School Program
Community Service Events
Focuses on engagement early on in school to bring awareness to careers in the public sector.
Details
Cadence: Two events/year
Implementation Timeline: Fall 2025
Staff to attend community events with a booth
and interactive activities to educate and inspire
children about careers at the City.
Day in the Life Videos
Details
Cadence: One program
Implementation Timeline: Summer 2026
Produce a series of videos interviewing City
Staff on their jobs including day-to-day
responsibilites, their pathway to this career, and
why they love public service. Videos could be
shown at library events or on social media.
School Career Days
Details
Cadence: Four events/year
Implementation Timeline: Fall 2025
Coordinate with school districts within the City
for staff to attend career days and share about
their work at the City.
Healthy RC Youth Leaders
Details
Cadence: Once per year
Implementation Timeline: Already ongoing
Middle school students are assigned a capstone
project to solve over the course of the year
focusing on different community issues. City
staff and nonprofit individuals lead each team’s
capstone project and provide guidance.
27 High School Program
Focuses on outlining career paths, offering course credits, and providing guidance on college or other training available for students to prepare themselves for careers in the public sector.
Pathways to Public Service Day
Details
Cadence: Once per year
Implementation Timeline: Spring 2025
Students come to City Hall and meet with
department directors to learn about their
personal pathway into public service. Allow
students the opportunity to meet employees in
a smaller group setting and ask questions.
Civic Spark Opportunity
Details
Cadence: Twice per year (each semester)
Implementation Timeline: Fall 2026
Partner with High Schools to offer course credit
for Civic Spark program where students work at
City Hall in the afternoon for a semester.
Students would rotate shadowing different
departments for a two week period.
Healthy RC Youth Leaders
Details
Cadence: Once per year
Implementation Timeline: Already ongoing
High school students are assigned a capstone
project to solve over the course of the year
focusing on different community issues. City
staff and nonprofit individuals lead each team’s
capstone project and provide guidance.
Career Fairs
Details
Cadence: Four events per year
Implementation Timeline: Fall 2025
City staff to attend High School Career Fairs to
educate students about different opportunities
within the Public Sector and the benefits of
public service.
28 Early Career Program
Focuses on forming one-on-one connections with City staff and people early in their careers to help paint a picture for careers in the public sector.
Internships
Details
Cadence: Ongoing
Implementation Timeline: Summer 2026
Offer paid internship programs across various
City departments to attract staff. Internships
should be paid where possible to attract quality
applicants. Explore potential grant
opportunities to fund program.
Apprenticeship Network
Details
Cadence: Once per year (six-month program)
Implementation Timeline: Fall 2026
Partner with community colleges and technical
institutes to offer a one-on-one apprenticeship
program. Students are paired with a City
employee for a six month period to meet and
discuss their career path and answer questions.
Community College Connections
Details
Cadence: Ongoing
Implementation Timeline: Spring 2026
Develop connections with Community Colleges
within the City to participate in their ongoing
programs including multiple career fairs
annually, employee training events, and
mentorship programs for minorities or firstgeneration college students.
RC Hiring Fair
Details
Cadence: Once per year
Implementation Timeline: Summer 2025
City staff to attend annual RC Hiring Fair which
includes over 200+ participants. Discuss various
job opening opportunities at the City.
Conc 29 Conclusion & Next Steps
30 Conclusion & Next Steps
Pathways RC Subcommittee: Develop a workforce development subcommittee consisting of members of multiple city departments at various levels within the organization to make the Vision & Goals outlined in PathwaysRC a reality.
Research: Investigate workforce development programs in other local government agencies to develop an understanding of best practices to assist with future programming. Potentially send members from the PathwaysRC Subcommittee to these agencies to learn more about their programs. This will include cities such as Fort Lauderdale, St. Louis, Lewisburg, Tempe, and many more.
Council Support: Present PathwaysRC to City Council for feedback and support on the efforts. Council support will be key to implementing the plan and achieving longterm success.
Workforce Development Hub Publication: Generate a comprehensive list of existing and available PathwaysRC programs that community members can register to participate in, allowing for activity cross promotion, improved accessibility, and resource identification.
Bibliography Page 527
Bibliography
Economic Development Strategy. The City of Rancho Cucamonga, 2023. https://cityofrc.prod.acquia-sites.com/sites/default/files/2023- 10/Rancho%20Cucamonga%20Economic%20Development%20Strategy_October%204%202023. pdf.
Institute for Local Government Launches New Registered Apprenticeship Initiative to Address Public Sector Workforce Shortages - Institute for Local Government. (2024, November 20).
Institute for Local Government. https://www.ca-ilg.org/post/institute-local-governmentlaunches-new-registered-apprenticeship-initiative-address-public.
PlanRC. The City of Rancho Cucamonga, 2020. https://www.cityofrc.us/planrc.
RC Quality of Life Survey. The City of Rancho Cucamonga, 2023. https://www.cityofrc.us/news/quality-life-survey.
DATE: April 16, 2025
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 Alberto Felix, Traffic Engineer
Krystal Lai, Associate Engineer
SUBJECT: Consideration of a Contract With Elecnor Belco Electric, Inc., in the Amount of $7,647,890, Plus a 10% Contingency for the Advanced Traffic Management System Phase II Project and Authorization of an Appropriation in the Amount of $831,930. This Project is Exempt From the Requirements of the California Environmental Quality Act (CEQA) Pursuant to Government Code Section 15301 – Existing Facilities. (CITY)
RECOMMENDATION:
Staff recommends the City Council:
1. Approve the plans and specifications for the Advanced Traffic Management System Phase II Project (Project), on file with the City Engineer;
2. Accept the bids received for the Project;
3. Award and authorize the execution of a contract in the amount of $7,647,890; to the lowest responsive bidder, Elecnor Belco Electric, Inc., for the total bid amount;
4. Authorize the expenditure of a 10% contingency for the construction contract, in the amount of $764,790; and
5. Authorize an appropriation of expenditures in the amount of $831,930 from the Transportation Fund (124).
BACKGROUND:
On August 7, 2019, the City Council adopted the Traffic Signal Communications Master Plan to provide a framework for future design and implementation of a Citywide traffic signal communication network in a multi-year phased approach. Over the past six (6) years, the Engineering Services Department, Transportation staff have been working on the Advanced Traffic Management Systems (ATMS) Program to build out the City’s ATMS to improve the City's traffic signal system and future deployment of Intelligent Transportation Systems (ITS).
On May 18, 2022, the City Council accepted the Phase I Project of the ATMS Program which included the integration of the traffic signals along Haven Avenue from 4th Street to Wilson
Avenue, Foothill Boulevard from Grove Avenue to East Avenue, and Vineyard Avenue from Foothill Boulevard to Red Hill Country Club Drive into the City’s Traffic Management Center (TMC). The implementation of the Project improved signal timing and coordination which resulted in a reduction in average delay along Haven Avenue of up to 67%, and on Foothill Boulevard of up to 51%.
On November 1, 2023, the City Council awarded a professional services agreement for design and construction support services for the ATMS Phase II Project. Design work has been completed and the Project is ready to move into the construction phase.
ANALYSIS:
The ATMS Phase II Project will improve monitoring, timing, and coordination of the City's traffic signal system and includes connection of five (5) additional corridors to the City’s TMC:
1. Milliken Avenue from 4th Street to Grizzly Drive;
2. 19th Street from Sapphire Street to Haven Avenue;
3. Arrow Route from Grove Avenue to East Avenue;
4. Rochester Avenue from Base Line Road to Vintage Drive; and
5. Day Creek Blvd from Base Line Road to Wilson Avenue.
The scope of work for the Project includes the installation of closed-circuit television (CCTV) cameras, video detection systems, fiber optic cable and conduit, communication networking equipment, and the integration of approximately 61 signals into the City’s Traffic Management Center located at City Hall. The ATMS Phase II Project will improve monitoring, timing, and coordination of the City’s traffic signal system and furthers the goals of the City’s Traffic Signal Communications Master Plan.
The Notice Inviting Bids was released to the general contracting community and was published in the Daily Bulletin Newspaper on February 11, and February 18, 2025. The City Clerk’s office facilitated the formal solicitation for bidding the Project.
On April 1, 2025, the City Clerk’s office received three (3) construction bids. A full bid summary is included as Attachment 2. The Engineer’s estimate for the Project was $8,700,000. The apparent lowest bid, as determined to be Elecnor Belco Electric, Inc., is in the amount of $7,647,890.
Engineering staff has reviewed all bids received and found all to be complete and in accordance with the bid requirements with any irregularities to be inconsequential. Staff has completed the required background investigation and finds the lowest responsive bidder Elecnor Belco Electric, Inc. meets the requirements of the bid documents.
ENVIRONMENTAL:
Staff has determined that the Project is Categorically Exempt per Section 15301 “Existing Facilities” subsection (c), Class 1 of the California Environmental Quality Act (CEQA).
FISCAL IMPACT:
Anticipated construction costs are estimated to be as follows:
Expenditure Category Amount
Construction Contract $7,647,890
Construction Contract Contingency (10%) $764,790
Construction Inspection Services $188,760
Construction Inspection Contingency (10%) $18,880
Bid Noticing Advertisement $1,730
Estimated Construction Costs $8,622,050
A total of $9,087,000 was budgeted during the Annual Budget Process for Fiscal Year 2024/25 for the Project from the Transportation Fund (124), Fire Capital Projects Fund (288), Fiber Optic Network Fund (711), and the Federal Grants Fund (275).
In May 2025, the City awarded a construction contract for the Fiscal Year 2023/24 Major Arterials Pavement Rehabilitation Project for Milliken Avenue. The scope of this Project consisted of pavement rehabilitation, accessible curb ramp upgrades, and installation of traffic signal video detection. Due to the overlapping scope of work, a portion of the work for the ATMS Phase II Project was advanced with the Milliken Avenue Pavement Rehabilitation Project therefore, $296,880 of the originally budgeted amount for ATMS Phase II was shifted and has already been expended under the Milliken Project.
In addition, a federal earmark in the amount of $1,000,000 was expected to be ready and available for use on the ATMS Phase II Project, however due to extensive lead times to allocate the federal funding and the need to keep the Project moving forward, staff worked with federal representatives to allow for the shifting of the $1,000,000 federal earmark to a future phase of the AMTS Program. Design work for ATMS Phase III is expected to begin in FY2025/26 with the construction of the project, estimated to be approximately $5.5 million, slated for FY2026/27.
Following the advanced work, preconstruction expenses, and the shifting of the federal earmark to a future phase, the remaining budget available for the AMTS Phase II Project under the Capital Improvement Project account numbers is $7,790,120 as outlined below:
Account No. Funding Source Description Amount
F124 CC303 SC7004
PID2004-124
Transportation Fund (124) ATMS Phase 2 Project $7,628,380 F288 CC303 SC7004
PID2004-288
Fire Capital Projects (288) ATMS Phase 2 Project $80,870 F711 CC303 SC7004
PID2004-711
Fiber Optic Network (711) ATMS Phase 2 Project $80,870
Total $7,790,120
As a result of the reallocation of the federal funding to a future Program phase, a deficit of $831,930 exists and must be funded to proceed with awarding a construction contract. Staff is recommending that additional funding be appropriated toward the Project from the Transportation Fund (124) for construction as shown below:
Account No. Funding Source Description Amount
F124 CC303 SC7004
PID2004-124
Transportation Fund (124) ATMS Phase 2 Project $831,930 Total Appropriation $831,930
COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:
This item addresses the City Council's Core Values by ensuring the construction of high-quality public improvements that promote success as a world class community.
ATTACHMENTS:
Attachment 1 – Vicinity Map
Attachment 2 – Bid Summary
ATTACHMENT 1
ADVANCED TRAFFIC MANAGEMENT
SYSTEM (ATMS) PHASE 2 PROJECT
VICINITY MAP
NOT TO SCALE
Milliken Avenue from 4th Street to Grizzly Drive
19th Street from Sapphire Street to Haven Avenue
Arrow Route from Grove Avenue to East Avenue
Rochester Avenue from Base Line Road to Vintage Drive Day Creek Blvd from Base Line Road to Wilson Avenue
ATTACHMENT 2
BID SUMMARY: BID DATE: _____04/01/2025______ APPARENT LOW BIDDER 2 3
ALFARO COMMUNICATIONS
CONSTRUCTION INC.
CROSSTOWN ELETRICAL & DATA,
INC. ADVANCED TRAFFIC MANAGEMENT SYSTEM PHASE II PROJECT ENGINEER'S ESTIMATE ELECNOR BELCO ELECTRIC, INC.
BASE BID UNIT BID UNIT BID UNIT BID UNIT BID
NO QTY UNIT DESCRIPTION COST AMOUNT COST AMOUNT COST AMOUNT COST AMOUNT 1 2
3 4
5 6
7 8
9 10
11 12
13 14
15 16
107,500
9,900
103,500
49,300
47,500
47,500
40,600
70 LF Furnish and Install 288-Strand SMFO Trunk Cable $6.50 $4.00
$1.00
$1.00
$85.00
$698,750.00
$39,600.00
$103,500.00
$49,300.00
$4,037,500.00
$475,000.00
$60,900.00
$665,000.00
$229,500.00
$58,800.00
$91,800.00
$58,000.00
$142,000.00
$182,600.00
$115,200.00
$72,200.00
$200,000.00
$7.00
$2.50
$2.40
$2.40
$72.00
$752,500.00
$24,750.00
$248,400.00
$118,320.00
$3,420,000.00
$472,625.00
$40,600.00
$523,110.00
$207,519.00
$100,940.00
$77,214.00
$104,400.00
$87,614.00
$132,634.00
$144,000.00
$11,400.00
$180,000.00
$4.07
$9.97
$1.20
$1.92
$78.63
$437,525.00
$98,703.00
$124,200.00
$94,656.00
$3,734,925.00
$215,175.00
$48,720.00
$530,285.00
$216,460.32
$80,062.57
$173,874.81
$112,279.88
$370,468.77
$320,819.07
$97,880.00
$62,899.12
$121,550.80
$7.17
$3.53
$0.80
$770,775.00
$34,947.00
$82,800.00
$66,555.00
$7,552,500.00
$240,350.00
$62,930.00
$621,250.00
$201,450.00
$39,200.00
$67,575.00
$106,430.00
$234,655.00
$282,200.00
$137,120.00
$82,745.00
$150,000.00
LF Furnish and Install 12-Strand SMFO Branch Cable
LF Furnish and Install #8 Tracer Wire
LF Furnish and Install #8 Ground Wire
LF Furnish and Install 4" PVC Schedule 80 Conduit
LF Furnish and Install 3-1.35" O.D. Schedule 40 BDPE Innerducts LF Remove Existing SIC
EA Remove Existing Controller and Replace with New Cobalt Controller EA Furnish and Install Etherwan Switch
EA Furnish and Install 12-Port Fiber Patch Panel
EA Furnish and Install Splice Closure
EA Fiber/Splicing Terminations (Per Intersection)
EA Furnish and Install No. 6E Pull Box
$1.35
$159.00
$10.00 $5.06
$1.50
$9.95
$1.00
$4.53
$1.20 $1.55
$9,500.00
$4,500.00
$1,200.00
$1,800.00
$1,000.00
$2,000.00
$2,200.00
$3,600.00
$3,800.00
$10,000.00
$7,473.00
$4,069.00
$2,060.00
$1,514.00
$1,800.00
$1,234.00
$1,598.00
$4,500.00
$600.00
$9,000.00
$7,575.50
$4,244.32
$1,633.93
$3,409.31
$1,935.86
$5,217.87
$3,865.29
$3,058.75
$3,310.48
$6,077.54
$8,875.00
$3,950.00
$800.00
$1,325.00
$1,835.00
$3,305.00
$3,400.00
$4,285.00
$4,355.00
$7,500.00
51 49
51 58
71 83
32 19
EA Replace Existing Pull Box with New No. 6E Pull Box
EA Furnish and Install No. N40 Pull Box with Extension
EA Replace Existing Pull Nox with New No. N40 Pull Box with Extenion Furnish and Install PTZ CCTV Camera (Housing, Assembly, Power Injector, Cabling) 17 20 EA 18 19
20 21
22 23
24 26
11,500
EA Furnish and Install SFP Modules In Network Switch
LF Remove Existing Fiber Optic Cable
LS Remove and Salvage Existing Master Controller At Miliken Ave/Terra Vista Ave EA Remove and Salvage Existing Wireless Antenna and Mounting EA Remove and Salvage Existing Network Switch
$1,000.00
$2.00
$1,500.00
$1,000.00
$500.00
$30,000.00
$2,500.00
$10,000.00
$26,000.00
$23,000.00
$1,500.00
$9,000.00
$1,000.00
$30,000.00
$2,500.00
$420,000.00
$320.00
$1.00
$1,000.00
$500.00
$8,320.00
$11,500.00
$1,000.00
$4,500.00
$1,000.00
$22,000.00
$2,500.00
$333,228.00
$374.99
$1.26
$284.38
$505.56
$284.38
$9,749.74
$14,490.00
$284.38
$4,550.04
$568.76
$56,875.00
$3,775.00
$418,215.00
$350.00
$1.65
$850.00
$890.00
$250.00
$9,100.00
$18,975.00
$850.00
$8,010.00
$500.00
$99,500.00
$9,550.00
$436,590.00
1 9
2 1
1 $500.00
LS System Integration an Acceptance Testing $22,000.00
$2,500.00
$7,934.00
$56,875.00
$3,775.00
$9,957.50
$99,500.00
$9,550.00
$10,395.00
EA Furnish and Install 16 Port Expansion Module For Existing Network Switch Furnish and Install Apex Hybrid Video Detection Camera With Radar Snesor (Housing, 25 26 27
42 20
16 EA Assembly, Cabling)
EA Furnish and Install Apex Video Detection Camera (Housing, Assembly, Cabling) Furnish and Install Iteris Vantage Apex Video Detension Processing Unit in Controller $9,000.00
$7,500.00
$180,000.00
$120,000.00
$7,054.00
$18,504.00
$141,080.00
$296,064.00
$7,050.00
$18,885.94
$141,000.00
$302,175.04
$9,720.00
$20,880.00
$194,400.00
$334,080.00 EA Cabinet
Furnish and Install CBS-127 (42" x 24" x 14") Cabinet on Existing Traffic Signal Cabinet $3,500.00 $10,500.00 $4,300.00 $12,900.00 $5,313.38 $15,940.14 $5,980.00 $17,940.00 28 3 EA 29 30
31 1
1 LS Mobilization
LS Traffic Control
$400,000.00
$200,000.00
$400,000.00 $112,770.00 $112,770.00
$55,000.00
$7,647,888.00
$74,000.00
$102,500.00
$74,000.00 $500,000.00
$102,500.00 $120,000.00
$7,984,607.44
$500,000.00
$120,000.00
$12,482,977.00
$200,000.00 $55,000.00
TOTAL BASE BID AMOUNT: $8,703,150.00