Agenda packet, regular meeting — Rancho Cucamonga City Council, June 17, 2026 (part 5 of 6)

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 __________________________________________________________________________________________________ __________________________________________________________________________________________________

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Any questions or clarifications regarding h ow to correctly submit Line Item pricing should be submitted by the “Questions Due” date and time indicated in the schedule of events.

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 coord ination, 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 di gital 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 pr ovide 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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facility improvement projects, including the generation of rough order of magnitude (ROM) as well as detailed cost estimates. Cost Estimates should include, but not be limited to, evaluation of construction market conditions, the constructability of the project based upon the intent of the design documents, all ultimately coordinated with the City’s project delivery requirements.

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
▪ 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 research records and obtain all plans, maps, or other information that is useful to this project.

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 f ormat 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 fee s, 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
Criteria Description
Assigned
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%
Cost 10%
Consultant’s understanding of the City’s Scope of Services and overall quality of work plan; logic, clarity, and specificity of work plan 20% Consultant’s management approach and organization of team including project communication, schedule, and budget control 15% 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
10%

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

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Score = Lowest Proposal Cost / Cost of Proposal being scored X Maximum Points Available (10) The score is then added to the spreadsheet criteria scores.

5.4. REFERENCE CHECKS
If determined to be required r eference 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 b eing 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 comp letion 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 t o 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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“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 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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“EXHIBIT B, PROFESSIONAL SERVICES AGREEMENT EXCEPTIONS SUMMARY”

Mark the appropriate choice, below:

_____ Consultants accepts the PSA without exception.

_____ 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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“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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“EXHIBIT D, ADDENDUM ACKNOWLEDGEMENT”
The Consultants hereby acknowledges the following Addenda Number(s) to this Solicitation have been received, if any. Consultants understands failure to acknowledge any addenda issued may cause the Solicitation response to be considered non-responsive. It is the Consultants’ responsibility to log into the Bid System to identify and download the number of addenda that have been posted.

• __________________
• __________________
• __________________
• __________________

___________________________________
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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“EXHIBIT E, DEBARMENT and SUSPENSION CERTIFICATION FORM”

I certify that neither __________________ ___________ (Consultant) nor any of its proposed subcontractors are not currently listed on the governmentwide exclusions in the System for Award Management (SAM), in accordance with the guidelines under 2 CFR 200 that implement Executive Orders 12549 ( 3 CFR part 1986 Comp., p. 189) and 12689 (3 CFR part 1989 Comp., p. 235), and that neither Consultant nor any of its proposed subcontractors are tax delinquent with the State of California.

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 subcontractor s 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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“EXHIBIT F, PARTICIPATION CLAUSE”
It is hereby understood that other government entities, such as cities, counties, and special/school districts may utilize this Solicitation response at their option for equipment or services at the Solicitation response price for a period of ________ days. Said entities shall have the option to participate in any award made because of this solicitation. Any such piggy -back awards will be made independently by each agency, and the City is not an agent, partner or representative of these agencies and is not obligated or liable for any action of debts that may arise out of such independently negotiated piggy -back procurement. Each public agency shall accept sole responsibility of its own order placement and payments of the Consultants.

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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“EXHIBIT G, SIGNATURE OF AUTHORITY”

The undersigned firm declares that he has carefully examined the specifications and read the above terms and conditions, and hereby proposes and agrees, if this Solicitation response is accepted, to furnish all material in accordance with the specifications and instructions, in the time and manner therein prescribed for the unit cost amounts set forth in the following Solicitation response.

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:

Web Address:

Authorized Representative: (print)

Title:

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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“EXHIBIT H” REFERENCES WORKSHEET
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
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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Reference 3
Company Name
Contact Name and Title
Company Address
Contact Telephone Number
Contact Email
Description of Comparative Services and
Project Cost (please be specific)

Reference 4
Company Name
Contact Name and Title
Company Address
Contact Telephone Number
Contact Email
Description of Comparative Services and
Project Cost (please be specific)

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

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Elevate the
Human Experience
through Design
listen.DESIGN.deliver
1650 Spruce Street, Suite 300
Riverside, CA 92507
Riverside and locations worldwide
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: Request for Statement of Qualifications (“SOQ”) and Proposals (“RFP”) #21/22-500 On-Call Architectural Services – Qualified Consultants List 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 service through our partnership.

Technical Expertise. 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 and engineers work closely with project stakeholders to establish a clear, mutual understanding of expectations 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.

Depth of Resources. 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.

Client First Mentality. 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.

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Riverside and locations worldwide
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,
DLR Group
Andrew Thompson
Sr. Project Manager and Client Leader

PRIMARY CONTACT
[email protected]
m: 909/471-1518
Christopher Lawrence, AIA, LEED AP BD+C
Principal-in-Charge

AUTHORIZED SIGNER
[email protected]
m: 909/908-1233
LEGAL FIRM NAME:

DLR Group inc., a California corporation
ADDRESS:
1650 Spruce Street, Suite 300
Riverside, CA 92507
MAIN PHONE:
951/682-0470
COVER LETTER 03
TABLE OF CONTENTS 05
EXECUTIVE SUMMARY 07
DLR GROUP’S EXPERIENCE 11
THIRD-PARTY / SUBCONTRACTORS 29
STAFF BIOGRAPHIES 35
PROJECT APPROACH AND WORK PLAN 43
Contents
05

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Executive Summary

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CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 0908 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA [EXECUTIVE SUMMARY ] DLR GroupDLR Group [EXECUTIVE SUMMARY ] Executive Summary
Why This Team?
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 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 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.

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).

DLR Group’s Experience
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. 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 can respond to a wide range of design
issues, creating effective, compelling, and innovative
solutions.

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.

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.

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.

Third-Party / Subcontractors
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.

Staff Biographies
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.

Project Approach and Work Plan
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
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.

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.

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.

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.

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.

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DLR Group’s Experience

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12 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA DLR Group [DLR GROUP’S EXPERIENCE ]
FIRM HISTORY AND PHILOSOPHY
Founded in Omaha in 1966, DLR Group has been successfully providing architectural and engineering services for 55 years.

DLR Group has a dedicated focus on the planning and design of Justice+Civic facilities for over 40 years.

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.

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.

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.

We are 100 percent employee-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.

ORGANIZATION
ESOP, 100% Employee-Owned
OFFICE LOCATION
Work for this project will be performed out of our Riverside office:

DLR Group Riverside
1650 Spruce Street, Suite 300
Riverside, CA 92507
951.682.0470

LOCATIONS
Austin
Charlotte
Chicago
Cleveland
Colorado Springs
Columbus
Dallas
Denver
Des Moines
Honolulu
Houston
Las Vegas
Lincoln
Los Angeles
Minneapolis
New York
Omaha
Orlando
Overland Park
Phoenix
Portland
Riverside
Sacramento
San Diego
San Francisco
Seattle
Tucson
Washington, D.C.

Dubai
Shanghai

SERVICES
Architecture • Energy • Engineering • Interiors
ITDG - Innovative Technology Design Group
Experiential Graphic Design • Landscape
Master Planning • Preservation • Sustainability
Consulting
DLR Group is a global integrated design firm.
$1.6 Billion
Justice+Civic Construction
30,000,000+
Square Feet Designed
100+ Dedicated
Justice+Civic Studio Members
#3 “Global Government Design Firm”
BD World Architecture
#6 “U.S. Design Firm”
BD World Architecture
#7 “Architecture / Engineering Firm”
Building Design + Construction
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.

Local LOVE

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CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 1514 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA [DLR GROUP’S EXPERIENCE ] DLR GroupDLR Group [DLR GROUP’S EXPERIENCE ] Current Capacity
Training, Sick Days, Personal Time Off
Oct ‘21 Feb ‘22 Jun ‘22 Oct ‘22 Feb ‘23 Jun ‘23 Oct ‘23 100%
80%
60%
40%
20%
0%
Current Workload
Local LOVE
Our Team Leaders’ City of Rancho
Cucamonga Experience:

Sr. Project Manager, Andrew Thompson
and Project Manager, Roberto Marquez:

City of Rancho Cucamonga, Fleet Building
Renovation - Budget $1.6 Million - Didn’t go into
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.

City of Rancho Cucamonga, New Public Safety
Facility & Fire Station #172 - $14.5M - On Time /
On Budget*
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.

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.

City of Rancho Cucamonga, RCFPD All-Risk Fire
Training Center - $21M - On Time / On Budget*
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.

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.

Local Office
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.

Global expertise enriching local communities
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.

DLR Group’s Service Commitment to
Customers
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.

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.

We 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.

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.

City of Rancho Cucamonga, City Hall Staff
Parking Lot Electrical Vehicle Charging Station –
Cost Unknown - On Time / On Budget*
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.

Principal-in-Charge, Christopher
Lawrence:

City of Rancho Cucamonga, James L. Brulte
Senior Center – Cost Unknown - On Time / On
Budget*
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.

City of Rancho Cucamonga, Animal Center –
Cost Unknown - On Time*
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.

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.
* Work completed at previous firms
Available Resources & Capacity
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.

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.

DLR Group’s commitment is that each key staff member
will commit up to 100% of his or her time as needed to
ensure your project’s success.

The chart below outlines the current workload of our
Riverside studio.

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CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 1716 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA [DLR GROUP’S EXPERIENCE ] DLR GroupDLR Group [DLR GROUP’S EXPERIENCE ] Relevant Project Experience
County of San Bernardino Experience
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:
• 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
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 - Sheriff Public 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
• County of San Bernardino - Morongo Basin Sheriff
Station 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
• 50+ Additional Projects for the County
In 2002, DLR Group completed our first project with San Bernardino County.

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.

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
departments totaling over 700,000 SF. Based on the
restack plan, DLR Group has developed Building Criteria Packages and Assessment Packages to support the
project implementation and budgeting for 10 facilities
and is currently in construction on the renovation of a 100,000 SF office building.

San Bernardino County - Multiple Years On-Call Services San Bernardino, CA | Owner: San Bernardino County
Long-term partnership from planning to implementation
19+years 26 departments 30+ projects
Key Departments
Over the years, DLR Group has been instrumental in
understanding the need of, and shaping the future.

Assessor Recorder County Clerk
Auditor Controller Treasurer Tax Collector
Board of Supervisors
Cafes
Chamber of Commerce
County Administrative Office
Clerk of the Board
County Counsel
County Fire Department
County Sheriff Department
District Attorney
Economic Development Agency
Environmental Health and Safety
Government Center
Grand Jury
Human Resources
Information Service Division
Land Use
Library Administration
Office of Legislative Affairs
Pre-Schools Services
Probation
Project Management Division
Public Defender
Public Health
Public Works
Real Estate Services
Registrar of Voters
Risk Management
Veterans Affairs
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, 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)
• City of Rancho Cucamonga, Rancho 6th and Arrow
Signing and Pavement Markings (Civil, Kimley-Horn)
• 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)
• 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)

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CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 1918 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA [DLR GROUP’S EXPERIENCE ] DLR GroupDLR Group [DLR GROUP’S EXPERIENCE ] 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.

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.

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.

The project was completed in phases
while the building was occupied.
900 N St. Library and Courts II Building Roof
Sacramento, CA I Owner: California DGS
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.

Larry D. Smith Laundry Facility Expansion + Re-Roofing
Banning, CA I Owner: Riverside County
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.”
Rebecca McCray,
Facilities Project Manager, Riverside County
Alan M. Crogan Youth Treatment and Education Center
Riverside, CA | Owner: Riverside County
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.

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.

This new 61,000 SF, 106 bed juvenile facility contains
housing, medical, administrative, educational,
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.

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CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 2120 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA [DLR GROUP’S EXPERIENCE ] DLR GroupDLR Group [DLR GROUP’S EXPERIENCE ] 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 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.

Riverside University Health System |
Nursing and Allied Health Education Building
Moreno Valley, CA | Owner: Riverside County Economic Development Agency The scope of work for this project encompassed the new
construction of approximately 29,000 SF, 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.

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CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 2322 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA [DLR GROUP’S EXPERIENCE ] DLR GroupDLR Group [DLR GROUP’S EXPERIENCE ] In order to relieve crowded conditions, the Fontana
Police Department renovated the existing subterranean
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
requirements through 2025. To counteract the absence
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
pride of place. As a part of the overall technologies and 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.

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

Originally built in 1988, the existing police station is comprised of 35,800 SF in one-story above ground
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
equipped with a Range Masters Office, HEPPA Air
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.

Additional amenities include: report writing rooms,
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.

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.

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

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.

Sustainable design strategies employed included
recycled-content metal studs, low-VOC interior fl ooring and paint, nonsolder plumbing, and waterless urinals.

City Moreno Valley - Emergency Operations Center
Moreno Valley, CA I Owner: City Moreno Valley

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CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 2524 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA [DLR GROUP’S EXPERIENCE ] DLR GroupDLR Group [DLR GROUP’S EXPERIENCE ] 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.

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.

The library features reading rooms for children and
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.

Riverside County Mead Valley Library
Perris, CA | 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.

Rubidoux Fleet Services Fueling Facility
Rubidoux, CA I Owner: Riverside County
Completion date: 2010
Final Construction Cost: $12 million (est)
Scope of Work: DLR Group provided
architecture and interiors services.

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
Indio Senior Center
Indio, CA I Owner: The City of Indio
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.

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CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 2726 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA [DLR GROUP’S EXPERIENCE ] DLR GroupDLR Group [DLR GROUP’S EXPERIENCE ] King County COVID-19 Rapid Response
King County, WA | Owner: King County (WA)
Emergency Shelters for Homeless, King County Facilities and Maintenance Department Warehouse AC/RC Site
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.

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.

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.

Tent Sites
DLR Group provided site-related design for ADA
accommodations, bathroom trailer siting and vehicle
and pedestrian safety and access.

Hotel/Motel Sites
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.

Homeless Shelter Density Reduction Projects
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: 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.
 Scan to view the news on the COVID Shelters
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 sustainable design choices, the design further appeals
to the first generation that has grown up thinking green.

The technology-rich facility that incorporates energy-
efficient elements and contributes to the prominence of the City of Indio’s public services program.

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.

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
multipurpose spaces to expand the areas and enhance
cross-ventilation during mild winter months. Solar
panels on the extended roof capture up to 50 kilowatts
of energy daily exceeding the average 35 kilowatts
needed to power a typical building of this size. The
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.

Indio Teen Center
Indio, CA I Owner: The City of Indio

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28 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA DLR Group [DLR GROUP’S EXPERIENCE ]
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.

DLR 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.

Change Management
creates change champions and reduces attrition.

Pre- and Post Occupancy Surveys
engage stakeholders by listening to learn and proving
effectiveness.

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

A Workplace that Works TM is a flexible, creative,
branded, and healthy workplace that is tuned to
your business and your employees.

WE is a strategy program built on stakeholder
engagement and research, backed by industry
benchmarks and data.

Positively Correlating
Work Environment Satisfaction
with Overall Company Loyalty
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.
0 COMPANY
28 39
15 -54
WORK

ENVIRONMENT

POST -OCCUPANCY

PRE-OCCUPANCY

WE OUTCOMES
Workplace Elevated
over
70%
Employees
not engaged
at work
Unmotivated
workers annual
economic impact
Additional
sick days
per year taken
by employees
$450
billion
15+
WE aims to solve:

Third-Party / Subcontractors

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CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 3130 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA [THIRD-PARTY / SUBCONTRACTORS ] DLR GroupDLR Group [THIRD-PARTY / SUBCONTRACTORS ] Kimley-Horn | Civil Engineering & Landscape Services
About Us
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.

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.

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.

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.

Role
Civil Engineering, Landscape Consultant.

Local Office
3880 Lemon Street
Suite 420
Riverside, CA 92501
p. 951/543-9868
Project Experience with DLR Group
• Chaffey Community College Fontana Campus,
Rancho Cucamonga, CA
• Alcott Elementary School, Riverside, CA
• Ramona Elementary School Civil and Landscape,
Hemet, CA
• Longfellow Elementary School, Riverside, CA
• Palm Springs High School, Palm Springs, CA
• Beaumont High School Phase 2, Beaumont, CA
• Wilson Elementary School Modernization, San
Gabriel, CA
• Riverside Community College District, Norco
College, Norco, CA
• El Camino College, Inglewood, CA
• Star View Elementary School, Midway, CA
• George Washington Elementary School, Norco,
CA
• Marine View Elementary School, Huntington
Beach, CA
• John Muir Elementary School, Santa Ana, CA
• Manhattan Beach Middle School, Manhattan
Beach, CA
• College View Elementary School, Huntington
Beach, CA
• Oceanview School District, Sunview Locker
Room, Huntington Beach, CA
• Sherbeck Field, Anaheim, CA
• + Many More
Project Role
Civil Engineer
Project Role
Landscape Architect
David Luzuriaga
P.E., QSD/P - Kimley-Horn
Michael Madsen
PLA, CLIA, ASLA - Kimley-Horn
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.

Michael has 18 years of landscape architectural experience in master planning, 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.

Experience
Riverside Community College District,
Moreno Valley Ben Clark Education
Center; Moreno Valley, CA
Chaffey Community College Fontana
Campus; Rancho Cucamonga, CA
Escondido Union School District
Mission Middle School, Civil and
Landscape; Escondido, CA
Romana Elementary School
Experience
City of Moreno Valley, Bark Park,
Landscape Architecture Design
Services; Moreno Valley, CA
County of Riverside, I-215/Van Buren
Blvd Interchange PA&ED and PS&E;
Riverside, CA
Cherry Valley Industrial, Land Planning
and Landscape Architecture;
Beaumont, CA
Beaumont High School Modernization
and Renovations; Beaumont, CA
Professional Highlights
Education
Bachelor of Science, Civil
Engineering, Cal Poly State
University, San Luis Obispo
Registration &
Licensing
Professional Engineer,
California, 56734
Qualified SWPPP Developer/
Practitioner, California, 00687
Professional
Affiliations
CA Board of Professional
Engineers and Land Surveyors,
Past Board Member
Professional Highlights
Education
Master of Landscape
Architecture,
University of Florida
Bachelor of Science, Business
Administration, Florida State
University
Registration &
Licensing
Professional Landscape
Architect, California, 5798
Certified Landscape Irrigation
Auditor
Modernization; Hemet, CA
Manhattan Beach Middle School;
Manhattan Beach, CA
Beaumont High School, Topographic
Survey and Mapping; Beaumont, CA
Marine View Middle School,
Topographic Survey and Mapping;
Huntington Beach, CA
Beaumont Unified School District;
Beaumont Unified School District,
Land Planning and Landscape
Architecture; Beaumont, CA
Palm Springs High School, Landscape
Architecture; Palm Springs, CA
Alcott Elementary School, Landscape
Architecture; Riverside, CA
Lowe’s San Bernardino, Landscape
Improvements; San Bernardino, CA
Kimball and Euclid Business Park;
Chino, CA

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CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 3332 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA [THIRD-PARTY / SUBCONTRACTORS ] DLR GroupDLR Group [THIRD-PARTY / SUBCONTRACTORS ] HL Construction Management | Cost Estimating
About Us
Excellence you can depend on.

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

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.

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.

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.

Our Services
• Cost Estimating From Conceptual Design Through Bid
Set Drawings
• Construction Pricing
• Change Order Analysis and Negotiation
• Life Cycle Cost analysis
• Value Engineering
• Project Scheduling
• Sustainability and LEED Analysis
• Integration of Market Conditions
• Constructibility Reviews
Role
Cost Estimating.

Local Office
678 N Lemon Hill Trail,
Orange, CA
p. 714/941-9294
Project Experience with DLR Group
• County of Riverside, County Administration
Center
• City of San Dimas, Corporate Yard
• City of Ontario, Ontario Municipal Services
Center Facilities Plan
• City of Jurupa, Jurupa Community Services
District: Admin, Maintenance, Modular Bldgs
• County of San Bernardino
• Sheriff’s Department
• Government Center
• Law Library Tenant
Improvement
• 825 Cooley Building
Replacement
• Building 172 Renovation
• PSOC and County Fire
Administration
• Parking Lot 316
• Vanderbilt Building
Project Role
Cost Estimating
Project Role
Cost Estimating
Jay Helekar
LEED AP BD+C - HLCM
Michael Madsen
CPE - HLCM
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.

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 animal exhibits, expansion of natural habitats, caged pens, botanical gardens, specific enclosures, and vivarium labs. He understands the construction cost impact of logistical challenges for the preservation of animal life and the advanced structural systems.

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.

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.

Experience
City of Rancho Cucamonga, Rancho
Cucamonga Sports Center,
City of Rancho Cucamonga, CA
City of Rancho Cucamonga, Rancho
Cucamonga Gymnasium,
City of Rancho Cucamonga, CA
City of Yorba Linda, Adventure
Playground, City of Yorba Linda, CA
Experience
City of Rancho Cucamonga, Rancho
Cucamonga Sports Center,
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
Professional Highlights
Education
California State University,
Long Beach
Registration &
Licensing
LEED AP Building Design +
Construction
Professional
Affiliations
Member of American Society of
Professional Estimators (ASPE)
Professional Highlights
Education
Bachelor of Science,
Construction Engineering
National University, Costa
Mesa, CA
Registration &
Licensing
Certified Professional Estimator
(CPE)
Professional
Affiliations
Member of American Society of
Professional Estimators (ASPE)
City of Anaheim, Fire Station No. 12,
City of Anaheim, CA
University of California Los Angeles
MRL and Gonda Vivarium Cage, Los
Angeles, CA
San Bernardino Community College
District Crafton Hills Performing
Arts Center, Yucaipa, CA
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
157-175 West 5th St. Building
Replacement
Parking Lot 316

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34 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA DLR Group [THIRD-PARTY / SUBCONTRACTORS ]
Subcontractors References
HL Construction Management | Cost Estimating
ROBERT R. COFFEE
Firm: Robert R. Coffee Architect & Assoc.
20361 Irvine, Ave. Studio B-2, Newport Beach, CA 92660
Title: Architect
Cell: 949/760-8668
Email: [email protected]
Services: Provided Cost Estimating services for
City of Rancho Cucamonga Sports Complex
DUSTIN ALAMO
Firm: Griffin Structures, Inc.
2 Technology, Suite 150, Irvine, CA 92618
Title: Vice President
Cell: 949/280-4441
Email: [email protected]
Services: Cost Estimating
LARRY D. MOURI
Firm: RJM Design Group
31591 Camino Capistrano, San Juan Capistrano, CA 92675
Title: Architect
Cell: 949/493-2680
Email: [email protected]
Services: Provided Cost Estimating services for
City of Rancho Cucamonga Gymnasium
Kimley-Horn | Civil Engineering & Landscape Services
SANDRA SALAZAR
Firm: City of Rancho Cucamonga
10500 Civic Center Dr, Rancho Cucamonga, CA 91730
Title: Associate Engineer
Cell: 909/774-4068
Email: [email protected]
Services: Kimley-Horn provided multiple task orders
involving traffic signal, intersection, fiber optic
improvements.

JIM CHOATE
Firm: Ocean Valley School District
8291 Workman Avenue, Huntington Beach, CA 92647
Title: Director of Facilities Services
Cell: 714/847-7083
Services: Civil, Landscape
ROMEO DAVID
Firm: City of Rancho Cucamonga
10500 Civic Center Dr, Rancho Cucamonga, CA 91730
Title: Associate Engineer
Cell: 909/774-4070
Email: [email protected]
Services: Professional Design Services for Rochester Avenue Pavement Rehabilitation.

Staff Biographies

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CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 3736 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA [STAFF BIOGRAPHIES ] DLR GroupDLR Group [STAFF BIOGRAPHIES ] Organization
Approach
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
consent from the City.

PROJECT MANAGEMENT
& ARCHITECTURE ENGINEERING
CHRISTOPHER LAWRENCE AIA, LEED AP BD+C
Principal-In-Charge
ROBERTO MARQUEZ
Project Manager
ANDREW THOMPSON ASSOC.AIA
Senior Project Manager and Client Leader
YAM P. CHAPAGAIN PE, LEED AP
Mechanical / Plumbing Engineer
ROOZBEH (ROB) MEHRKISH PE, PMP
Electrical Engineer
ROBERT J. LAWSON, PE, SE
Structural Engineer
Proposed Team / Resumes
About Christopher
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.

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.

Effective in conveying the
program and design to clients and
stakeholders, including presentations
to client, community, and end-users.

Cultivates productive
relationships with clients,
contractors, and staff.

Professional Highlights
Education
B. Architecture, California State Polytechnic
University, Pomona
Registration & Licensing
Architect: CA-22507
LEED Accredited Professional BD+C
Professional Affiliations
American Institute of Architects
Christopher Lawrence
AIA, LEED AP BD+C - Principal, DLR Group Principal-In-Charge Relevant Experience
City of Rancho Cucamonga, CA*
» James L. Brulte Senior Center
» Animal Center
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 Riverside County Economic Development Agency, CA*
» Idyllwild Library
» 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)
» 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
» Juvenile Dependency Court
Riverside CCD, Norco College Facilities Master Plan; Riverside, CA
* Work completed at previous firms
32 Years
of experience.

Project Role
4 Years with DLR Group
JON RASMUSSEN PE, LEED AP BD+C
Engineering Lead

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CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 3938 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA [STAFF BIOGRAPHIES ] DLR GroupDLR Group [STAFF BIOGRAPHIES ] About Andrew
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.

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.

Strong listener and communicator
with a client-centric focus throughout
all phases of programming, design, and
construction services.

Extensive experience
in a variety of project types
that offers creative, out of
the box solutions.

Professional Highlights
Education
B. Architecture, University of Oklahoma
Project RoleAndrew Thompson
Associate AIA - Principal, DLR Group Senior Project Manager and Client Leader Relevant Experience
City of Rancho Cucamonga, CA*
» City Hall Staff Parking Lot Electrical Vehicle Charging Station, Pro-bono
» 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
Inland Valley Hope Partners, Inland Valley Hope Partners Homeless Shelter; Pomona, CA*
Orange County Fire Authority, Training Grounds Expansion Project; Irvine, CA*
Orange County Public Works, CA*
» Public Works Osbourne Building DA Tenant Improvement
» Juvenile Hall Tenant Improvement
Corona-Norco USD: Washington Elementary School
Modernization; Norco, CA*
19+ Years
of experience.

Los Angeles County Community Development Commission,
Liberty Community Plaza (Formerly Whittier Area Recreation & Family Service Center); Alhambra, CA*
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
» Make Ready 6-10 JOC CA; Alhambra, 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*
* Work completed at previous firms
Thought Leadership Articles
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 1 Year with DLR Group
About Roberto
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.

Professional Highlights
Education
B. Architecture, Woodbury University
Relevant Experience
City of Rancho Cucamonga, CA*
» City Hall Staff Parking Lot Electrical Vehicle Charging Station, Pro-bono
» Fleet Building Renovation for Maker Space
» New Public Safety Facility & Fire Station #172
» RCFPD All-Risk Training Center
Colton Joint Unified School District, Colton MS MPR HVAC Replacement, Colton, CA
Hesperia Unified School District, District-Wide HVAC
Replacement, Hesperia, CA
Riverside County Office of Education, Broadcasting/Gaming Studio, Riverside, CA
Baldwin Park USD Baldwin Park HS Gym, Baldwin Park
Unified School District, Baldwin Park, CA*
Escondido Union SD Orange Glen ES Modernization Phase 1, Escondido Union School District, Escondido, CA*
Beech Avenue ES MPR A/V Upgrades, Fontana Unified
School District, Fontana, 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
15 Years
of experience.

Client-service
focused.

Diverse background
working on a variety of
project types.

Project RoleRoberto B. Marquez
DLR Group Project Manager
<1 Year with DLR Group
Professional Affiliations
American Institute of Architects

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CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 4140 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA [STAFF BIOGRAPHIES ] DLR GroupDLR Group [STAFF BIOGRAPHIES ] About Jon
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.

Project RoleJon Rasmussen
PE, LEED AP BD+C - Principal, DLR Group Engineering Lead Relevant Experience
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
Pueblo County Judicial Center; Pueblo, CO
Professional Highlights
Education
B. Science · Power and Energy
Systems, University of Illinois
Registration & Licensing
PE: CO, AZ, MO
Professional Affiliations
LEED Accredited Professional
Society of American Military
Engineers
Institute of Electrical and
Electronic Engineers 21 Years of
Experience
5 Years with DLR Group
About Rob
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.

Project RoleRoozbeh “Rob” Mehrkish
PE, PMP - Senior Associate, DLR Group Electrical Engineer Relevant Experience
San Bernardino County On-Call, CA
» 222 W Hospitality Lane Building Remodel
» Board Chambers Renovation
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
Kings County Juvenile Detention Facility; Hanford, CA
Sacramento County, Rio Cosumnes Correctional Center; Sacramento, CA Professional Highlights
Education
M. Engineering Management,
California State University -
Northridge
Registration &
Licensing
PE: CA -19355
PMP
Professional
Affiliations
U.S. Green Building Council
LEED Accredited Professional
20+ Years of
Experience
3+ Years with
DLR Group
About Robert
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.

Project RoleRobert J. Lawson
PE, SE - Senior Associate, DLR Group Structural Engineer Relevant Experience
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 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
223 Mixed-Use, 223 10th Street S; Kirkland, WA*
» 35,000 SF, three-story, post tension concrete mixed-use office building with one-story subterranean parking. * Work completed at previous firms
Professional Highlights
Education
B. Science, Architectural
Engineering, University
of Colorado, Boulder
Registration & Licensing
Licensed Structural Engineer:

CA -S5962, WA -49039
Professional Affiliations
Structural Engineers Association of
Washington 14+ Years of
Experience
3 Years with
DLR Group
About Yam
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.

Project RoleYam Chapagain
PE, LEED AP - Senior Associate, DLR Group Mechanical / Plumbing Engineer Relevant Experience
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 Professional Highlights
Education
M. Science · Mechanical
Engineering, California
State University, Los Angeles
Registration &
Licensing
PE: CA -M35133
Professional
Affiliations
U.S. Green Building Council
LEED Accredited Professional
16+ Years of
Experience

2.5 Years with
DLR Group

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42 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA DLR Group [STAFF BIOGRAPHIES ]
Project Approach and Work Plan
68 YEARS IN CALIFORNIA
Rancho Cucamonga
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.

Riverside
Proximity to the City of Rancho
Cucamonga
Our team leaders - Sr. Project Manager Andrew Thompson
and Project Manager Roberto Marquez live in the
City of Rancho Cucamonga.

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CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 4544 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA [PROJECT APPROACH AND WORK PLAN ] DLR GroupDLR Group [PROJECT APPROACH AND WORK PLAN ] 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.

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.

Work Plan and Schedule.... ...........

Response to Multiple Task Orders
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.

Understanding of the City’s Scope of
Services
The 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.

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).

Anticipated Projects
We have the knowledge and experience to provide full
architectural/engineering design services for the list of anticipated projects over the next few years:
• Renovation and modernization of City facilities
pertaining to restrooms, offices, and ADA upgrades
• 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.

Preliminary Planning
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.

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.

Availability of resources and firm’s ability
to track and meet the individual task order
schedules
Project Management Tools - 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.

Our Sr. Project Manager and Client Leader, Andrew
Thompson, will provide a single point of contact for
day-to-day management of your project. Andrew and
our Project Manager, Roberto Marquez , 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.

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.

Decision-Making Process - 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.

Good management of the design and construction process involves three key components:

1. An excellent team must be created with people in
all the core and specialty roles that will apply to the project’s unique criteria.

2. A work plan must outline the information, decisions, and progress milestones needed in support of the
work.

3. Responsible team leaders must be proactive in
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.

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.

Organizing the
project to specify and
structure tasks with
a clear assignment
of responsibility and
assumption of authority
by each team member.

Clearly establishing
performance
standards, policies
and procedures by
which tasks are to be
performed.

Keys to the Success of a Quality Project
Careful selection,
training and
assignment of staff to
perform the identified
tasks of the project
plan.

Leadership is essential
to monitor and measure
that the “actual” results
are consistent with the
“planned” results.

Communication and
collaboration among
all team members
who are included in
the decision-making
process during design
and construction.
1 2
3 4
5 6
1 2
3

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CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 4746 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA [PROJECT APPROACH AND WORK PLAN ] DLR GroupDLR Group [PROJECT APPROACH AND WORK PLAN ] 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 .

Communication: Leading Informed Action
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.

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 Communication Plan is
established at Kick-off, and includes a Weekly Update
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-based secure Project Management
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.

CLIENT
LEADER
Day-to-day Project
Champion
Links Management,
Strategy, and Design
Receives Project
Requests
Tracks Successes &
Lessons Learned for
Continual Improvement

STRATEGY
Assesses Project
Goals for Operational
and Cultural Strategy
Opportunities

PROJECT

MANAGER
Mobilizes Teams
Tracks project
schedule
Balances project
budget
DESIGN

SUPPORT
Interior Designers
& Architects

SPECIALTY

SUPPORT
LEED &
Visual
Communication

COMPLETE IN-HOUSE SERVICES
Quality Control: Early & Often
At DLR Group, we own our work. This is proven by our
below industry average percentage of change orders.

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,
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.

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 efficiency during the critical
construction phase .

Management Approach
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.

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.

Integrated Design QA/QC Checklists
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.

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.

The DLR Group QA/QC Program

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CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 4948 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA [PROJECT APPROACH AND WORK PLAN ] DLR GroupDLR Group [PROJECT APPROACH AND WORK PLAN ] Step 2—Work the Plan
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.

Scheduling Tools
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.

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.”
Roberto Marquez 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.

Step 1—Plan the Work
For each project, Andrew and 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.

The schedule will establish specific tasks for critical items including:
• Document production and reviews
• City of Rancho Cucamonga reviews and approvals
• State agency reviews and approvals
(as applicable)
Facilitating a clear
method for communication,
developing detailed project
schedules along with
consistent updating, keeps
our projects on track.

Schedule Management
Key Cost Management Strategies

1. 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.

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.

7. Cost-neutral decision making estimates at major
phase lines using experienced detention project
estimators validated by trusted local material
suppliers.

Cost Management
Value Engineering
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. Our approach to “designing to
budget” is founded on the traditional principles of
value engineering, and what we like to refer to as,
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.

Integral to the success of value design is cost control.

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.

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.

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CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 5150 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA [PROJECT APPROACH AND WORK PLAN ] DLR GroupDLR Group [PROJECT APPROACH AND WORK PLAN ] Architecture is a visual and experiential art that mandates 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.

Some of our effective tools include:
• 3-D Printing
• BIM Modeling & Computer Renderings
• Bluebeam
• Facilitated Workshops
• Full Scale Mock-Ups of Key Elements
• Massing and Detailed Models
• Microsoft Project
• Newforma Info Exchange
• Relevant Case Studies
• Sketch Studies
• Virtual Reality Visioning
• Visioning Sessions
Bluebeam 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.

BIM/CAD Design Review - 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
Technology Tools
emails. Batch compare features allow a comparing of
large sets of documents with color coded displays of
differences.

Newforma Info Exchange - 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.

This versatile cloud-based tool enables project
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.

If the the City of Rancho Cucamonga has a preferred
information exchange platform or process, DLR Group
can certainly utilize that platform.

Virtual 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.

Presentation and Communication Tools
Building Information Modeling
Instrumental in meeting our client’s design goals.
• acoustic analysis
• clash detection
• color and aesthetics
• design alternatives
• design phasing
• discipline coordination
• lighting and day lighting
• program verification
• project visualization
• RFI coordination
• rentable/usable analysis
• shading design
• shop drawing analysis
BIM is also used to deliver
sustainable design benefits including:
• carbon neutral potential
• energy modeling
• environmental analysis
• natural ventilation and air flow
• performance analysis
• photovoltaic potential
• sustainable strategies
• shadows and reflections
• thermal analysis
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.

The Value of BIM Technology
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:
• Timely Decision-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. • Advanced Scheduling: minimizes clerical, notation, and coordination errors. • Server Functionality: both local and cloud. Allows design teams to work simultaneously in the same live model with consultants in different locations.
• Industry Standard Format: 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).

BIM Analysis and Simulation Tools
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:

Federated
Model

STRUCTURAL
MODEL

PLUMBING
MODEL

MECHANICAL
MODEL

LANDSCAPE
MODEL

ELECTRICAL
MODEL

FIRE SPRINKLER
MODEL

LIGHTING
MODEL
FOOD

SERVICE

INFORMATION
MODEL

SIGNAGE
MODEL

ARCHITECTURAL
MODEL

SECURITY

Page 399 ends

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

Page 400 ends

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

Page 21 of 29 ends

“EXHIBIT A, CITY OF RANCHO CUCAMONGA CONFLICT OF INTEREST/NON-DISCLOSURE STATEMENT”

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.

Christopher Lawrence, AIA, LEED AP BD+C
Potential Consultant
Prime Consultant
10/27/2021

Page 401 ends

02 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA DLR Group [EXHIBITS A-G ]
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 __________________________________________________________________________________________________ __________________________________________________________________________________________________

Page 22 of 29 ends

“EXHIBIT B, PROFESSIONAL SERVICES AGREEMENT EXCEPTIONS SUMMARY”

Mark the appropriate choice, below:

_____ Consultants accepts the PSA without exception.

_____ Consultants proposes exceptions to the PSA.

___________________________________
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.

X
Christopher Lawrence, AIA, LEED AP BD+C
10/27/2021
Principal-in-Charge

Page 402 ends

CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 03 [EXHIBITS A-G ] DLR Group
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.

EXCEPTIONS SUMMARY
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 by. ” 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.

Page 403 ends

04 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA DLR Group [EXHIBITS A-G ]
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 __________________________________________________________________________________________________ __________________________________________________________________________________________________

Page 23 of 29 ends

“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)

___________________________________
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.

Christopher Lawrence Principal
Christopher Lawrence, AIA, LEED AP BD+C
10/27/2021
Principal-in-Charge
DLR Group inc., a California corporation

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CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 05 [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 __________________________________________________________________________________________________ __________________________________________________________________________________________________

Page 24 of 29 ends

• __________________
• __________________
• __________________
• __________________

___________________________________
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.

Christopher Lawrence, AIA, LEED AP BD+C
10/27/2021
Principal-in-Charge
Addendum No. 001

Page 405 ends

06 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA DLR Group [EXHIBITS A-G ]
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 __________________________________________________________________________________________________ __________________________________________________________________________________________________

Page 25 of 29 ends

“EXHIBIT E, DEBARMENT and SUSPENSION CERTIFICATION FORM”

___________________________________
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.

Christopher Lawrence, AIA, LEED AP BD+C
10/27/2021
Principal-in-Charge
DLR Group inc., a California corporation

Page 406 ends

CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 07 [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 __________________________________________________________________________________________________ __________________________________________________________________________________________________

Page 26 of 29 ends

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.

60 X

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08 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA DLR Group [EXHIBITS A-G ]
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 __________________________________________________________________________________________________ __________________________________________________________________________________________________

Page 27 of 29 ends

“EXHIBIT G, SIGNATURE OF AUTHORITY”

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:

Web Address:

Authorized Representative: (print)

Title:

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.

Christopher Lawrence, AIA, LEED AP BD+C
10/27/2021
Principal-in-Charge
DLR Group inc., a California corporation
[email protected]
m: 909/908-1233
951/682-0470
www.dlrgroup.com
DLR Group Riverside
1650 Spruce Street, Suite 300
Riverside, CA 92507

Page 408 ends

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

Page 28 of 29 ends

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)

Reference 1
Company Name City of Rancho Cucamonga Fire Protection District Contact Name and Title Ivan Rojer, Fire Chief
Company Address 10500 Civic Center Drive, City Hall – Lower Level, Rancho Cucamonga, CA 91730 Contact Telephone Number 909/477-2770
Contact Email [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 Blanca I. Limon, Project Manager Company Address 3133 Mission Inn Avenue, Riverside, CA 92507 Contact Telephone Number 951/203-1842
Contact Email [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 SF . Project budget is $2.5 M.

Page 409 ends

02 ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES CITY OF RANCHO CUCAMONGA DLR Group [EXHIBIT H ]
Reference 3
Company Name San Bernardino County
Contact Name and Title Darlynn Wissert, Supervising Project Manager RESD Company Address 655 E 3rd Street, San Bernardino, CA 92415 Contact Telephone Number 909/387-8907
Contact Email [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 Dominick Lombardi, Facilities Project Manager III Company Address 3133 Mission Inn Avenue, Riverside, CA 92507 Contact Telephone Number 951/212-3520
Contact Email [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 SF . Project budget is: $3.8 M.

Page 28 of 29 ends

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)

Page 29 of 29 ends

Reference 3
Company Name
Contact Name and Title
Company Address
Contact Telephone Number
Contact Email
Description of Comparative Services and
Project Cost (please be specific)

Reference 4
Company Name
Contact Name and Title
Company Address
Contact Telephone Number
Contact Email
Description of Comparative Services and
Project Cost (please be specific)

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.

Page 410 ends

CITY OF RANCHO CUCAMONGA ON-CALL ARCHITECTURAL AND ENGINEERING SERVICES 03 [EXHIBIT H ] DLR Group
Reference 5
Company Name Los Angeles County Department of Public Works Contact Name and Title Vincent Yu, Assistant Deputy Director Company Address 900 S. Fremont Avenue, Alhambra, CA 91803 Contact Telephone Number 626/703-9908
Contact Email [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.

Page 28 of 29 ends

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)

Page 29 of 29 ends

Reference 3
Company Name
Contact Name and Title
Company Address
Contact Telephone Number
Contact Email
Description of Comparative Services and
Project Cost (please be specific)

Reference 4
Company Name
Contact Name and Title
Company Address
Contact Telephone Number
Contact Email
Description of Comparative Services and
Project Cost (please be specific)

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.

Page 411 ends

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 Hourly Rate
Architectural Services
Administrative Assistant
AE Team Administrative Support Hourly Rate $90.00
Associate
AE Team Project Manager Hourly Rate $175.00
Designer
Architecture Project Designer Hourly Rate $145.00
Principal
AE Team Principal-in-Charge Hourly Rate $265.00
Senior
AE Team Senior Project Manager Hourly Rate $205.00
Technician
Architecture Project Design Support Hourly Rate $115.00 Architectural Services, Sub-Consultant 1
Assistant
Engineering Professional Support Hourly Rate $115.00
Associate
Engineering Professional Hourly Rate $175.00
Senior
Engineering Senior Professional Hourly Rate $205.00
Architectural Services, Sub-Consultant 2
Administrative Assistant
Civil and Landscape Support Staff Hourly Rate $110.00
Associate
Civil and Landscape Professional Hourly Rate $185.00
Senior
Civil and Landscape Senior Professional I Hourly Rate $230.00 Technician
Civil and Landscape Technical Support Hourly Rate $125.00 Architectural Services, Sub-Consultant 3
Administrative Assistant
Cost Estimating Project Scheduler Hourly Rate $130.00
Associate
Cost Estimating Chief Estimator Hourly Rate $130.00
Principal
Cost Estimating Principal Hourly Rate $130.00
Cost Estimating Regional Director Hourly Rate $130.00
Reimbursable Expenses
Printing Charges for Client Deliverables. Reimbursable
expenses are charge at 1.10 times the expense

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Page 1 of 2 ends

CO 2022-118_Amendment 3
6 9
5 3
AMENDMENT NO. 3
to
Agreement (CO 2022-018)
between
DLR Group, Inc. (hereinafter Contractor)
and
City of Rancho Cucamonga (hereinafter “City”)
This Amendment No. 3 will serve to amend the Professional Services Agreement (hereinafter “Agreement”), CO# 2022-018 to incorporate the following:

RECITALS
A. City and Contractor entered into the Agreement on February 16, 2022, pursuant to which Contractor is in the business of performing On-Call Architectural Services.

B. Customer and Contractor desire to set forth in this Amendment Number 3 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 the Recitals and for other goods and valuable consideration, the receipt and sufficiency of which is hereby acknowledged, the parties agree as follows:

Item 1: The term of the agreement is hereby extended an additional year to June 30, 2027, in an amount that shall not exceed $500,000.00 per year.

Said extension will be in accordance with CO 2022-018.

All other Terms and Conditions of the original Agreement CO 2022-018, as amended, 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.

City of Rancho Cucamonga

CONTRACT NUMBER
2022-018
ATTACHMENT 2

Page 413 ends

DLR Group Inc.

By:

Name Date
City of Rancho Cucamonga
By:

L. Dennis Michael Date
Title Mayor

By:

Name Date
By:

Name Date
Title
(two signatures required if corporation)

Page 414 ends

DATE: June 17, 2026
TO: Mayor and Members of the City Council
FROM: Elisa C. Cox, City Manager
INITIATED BY: Peter Castro, Deputy City Manager
Maritza Martinez, Public Works Services Director
Daniel Akers, Public Works Services Deputy Director
Hank Merenda, Parks and Landscape Superintendent
Marissa Ostos, Management Analyst III
SUBJECT: Consideration of Amendment No. 4 to Contract No. 2022-070 with Mariposa Landscapes, Inc. for LMD 2 Parkway, Paseo, and Median Island Landscape and Irrigation Maintenance in an Amount Not to Exceed $1,600,000 for FY 2026-27. (CITY)
RECOMMENDATION:

Staff recommends the City Council approve Amendment No. 4 to contract CO 2022-070 with Mariposa Landscapes, Inc., extending the term of the contract to June 30, 2027 in an amount not to exceed $1,600,000 for FY 2026-27.

BACKGROUND:

The Public Works Services Department and the Procurement Division routinely issue requests for proposals to ensure vendor services remain competitive. On July 20, 2022, City Council awarded a competitively bid contract (CO 2022-070) for LMD 2 Parkway, Paseo, and Median Island Landscape and Irrigation Maintenance to Mariposa Landscapes, Inc., of Irwindale, California, effective July 1, 2022 for a one (1) year term with an option to renew in one (1) year increments up to a total of six (6) additional years through June 30, 2029. Currently, all sites are maintained at Service Level A. If approved, Amendment No. 4 to contract CO 2022-070 will extend the term of the contract to June 30, 2027, with a 3.2% rate increase for routine (cyclically scheduled) maintenance and as needed “extra work” line items. A copy of this agreement is available in the City Clerk’s Office.

ANALYSIS:

Mariposa Landscapes, Inc., has submitted a Letter of Intent expressing their desire to continue providing service to the City of Rancho Cucamonga during FY 2026-27. Mariposa Landscapes, Inc., is requesting a 3.2% rate increase for routine (cyclically scheduled) maintenance and as needed “extra work” line items to cover increases in labor, material, and fuel costs.

Mariposa Landscapes, Inc., continues to meet the services needs of the City and staff recommends the City Council approve the renewal of contract CO 2022-070 effective July 1, 2026 and approve the spending limit of $1,600,000 for FY 2026-27.

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3 4
6 4
FISCAL IMPACT:

Appropriation will be requested in the recommended FY 2026-27 budget to include $1,600,000 for Paseos, Parkways, and Median Island Landscape and Irrigation Maintenance.

The contract spending limit of $1,600,000 includes a contingency for unforeseen work resulting from wind events or other emergencies in the following account:

Account Numbers Funding Source Description Amount
F131 CC319 SC2109 F131
Landscape Maintenance District 2
Victoria Neighborhood $1,600,000
COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This item addresses the City Council’s core values of a safe and healthy community, while providing high quality outdoor spaces.

ATTACHMENTS:

Attachment 1- Amendment No. 4

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Initials

Page 1 of 2 ends

CO 2022-070_Amendment 4
AMENDMENT NO. 4
to
Agreement (CO 2022-070)
between
Mariposa Landscapes, Inc. (hereinafter Contractor)
and
City of Rancho Cucamonga (hereinafter “City”)
Thi
s Amendment No. 4 will serve to amend the Professional Services Agreement (hereinafter “Agreement”), CO# 2022-070 to incorporate the following:

RECITALS
A. City and Contractor entered into the Agreement on July 20, 2022, pursuant to which Contractor is in the business of performing LMD 2 parkway, paseo and median island landscape and irrigation maintenance, and
B. Customer and Contractor desire to set forth in this Amendment Number 4 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 the Recitals and for other goods and valuable consideration, the receipt and sufficiency of which is hereby acknowledged, the parties agree as follows:

Item 1: The term of the agreement is hereby extended an additional year to June 30, 2027, in an amount that shall not exceed $1,600,000.00 for routine maintenance and extra work during the period July 1, 2026 through June 30, 2027. Routine maintenance shall be performed at service level A per contract specifications.

Said extension will be in accordance with the Contractor's letter of intent dated April 7, 2026, attached hereto as Exhibit A.

Item 2: Increase unit costs and hourly rates for routine maintenance and extra work by 3.2%. The contract rates effective July 1, 2026.

Al
l other Terms and Conditions of the original Agreement CO 2022-070, as amended, 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. Please DocuSign this amendment no later than June 24, 2026.

City of Rancho Cucamonga

CONTRACT NUMBER
2022-070
ATTACHMENT 1

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Initials

Page 2 of 2 ends

CO 2022-070_Amendment 4
Mariposa Landscapes, Inc.

By:

Name Date
City of Rancho Cucamonga
By:

L. Dennis Michael Dat e
Title Mayor
By:

Name Date
By:

Name Date
Tit
le
(two signatures required if corporation)

Page 418 ends

1-800-794-9458 www.mariposa-ca.com CSLB #592268 We Create and Maintain Beautiful Landscapes Where People Live, Work, and Play April 7, 2026
Marissa Ostos
Management Analyst III
Public Works
City of Rancho Cucamonga
RE: Landscape Maintenance Contract Extension Renewal for LMD 2 PARKWAY, PASEO AND MEDIAN ISLAND LANDSCAPE AND IRRIGATION MAINTENANCE Agreement #2022-070 Dear Ms. Marissa,
This letter will serve as a request to extend our current landscape maintenance contract agreement for an additional year of service starting July 1st, 2026, and ending June 30th, 2027.

Mariposa Landscapes Inc. would like to hereby request a 3.2% CPI (Consumer Price Index) based increase, to be equally applied to the current contract price and extra work rates. The increase requested is based on the most recent publication for the month of January 2026 for the Riverside-San Bernardino-Ontario area. If granted the increase will become effective July 1st, 2026. The current monthly compensation of $104,452.50 will increase to $107,794.98 We appreciate the opportunity to continue providing quality landscape maintenance services to the City of Rancho Cucamonga. Mariposa Landscape Inc. values this partnership and looks forward to continuing our working relationship.

Best Regards,
Brian Clements
Branch Manager
📞 | (909) 506-9031
✉ | [email protected]
🌐 | www.mariposa-ca.com

EXHIBIT A

Page 419 ends

DATE: June 17, 2026
TO: Mayor and Members of the City Council
FROM: Elisa C. Cox, City Manager
INITIATED BY: Peter Castro, Deputy City Manager
Maritza Martinez, Director of Public Works Services
Danny Akers, Deput Director of Public Works Services
Linda Ceballos, Environmental Programs Manager
Mark Medina, Management Analyst II
SUBJECT: Consideration of Amendment No. 5 to the Professional Services Agreement No. 2023-061 with Abound Food Care for Services Related to Senate Bill 1383 Compliance in an Amount Not to Exceed $142,190. (CITY)
RECOMMENDATION:

Staff recommends the City Council approve Amendment No. 5 to the Professional Services Agreement (CO 2023-061) with Abound Food Care (Abound) for a professional services agreement amendment related to Senate Bill 1383 compliance. The proposed amendment includes total compensation not to exceed $142,190 through the fiscal year 2028-29.

BACKGROUND:

Senate Bill 1383 requires the City to increase edible food recovery by identifying, educating, and inspecting edible food generators, that are defined as a Tier 1 or Tier 2 commercial edible food generators in the regulation, to ensure the commercial edible food generators have an agreement with a food rescue organization and are keeping record of donations. Tier 1 edible food generators (Tier 1) include: supermarkets, grocery stores, food service providers, food distributors, and wholesale food vendors. Tier 2 commercial edible food generators (Tier 2) include: restaurants with 250 or greater seats, or facility size greater than 5,000 square feet, hotels with on-site food facility and 200 plus rooms, large venues, and local education agencies.

SB 1383 also requires the City to annually collect food donation data from food rescue organizations for inclusion in annual report to CalRecycle and to participate in edible food capacity planning. There are currently 28 Tier 1 generators, 35 Tier 2 edible food generators, and 10 food rescue organizations located in the City of Rancho Cucamonga.

City staff conducted outreach and annual inspections of Tier 1 edible food generators in 2022 for compliance with the regulation while exploring options to partner with another government agency and/or enter into an agreement with a consultant. The deadline to fulfill SB1383 requirements related to Tier 2 compliance was on January 1, 2024. While the City continued to seek a partnership opportunity with another government agency, staff determined that assistance from a consultant for Tier 2 outreach and education would help ensure compliance and that the City

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3 5
0 2
could utilize SB 1383 grant funds from Cal Recycle for the agreement.

The Procurement Division conducted a competitive bid process in 2023 for SB 1383 compliance related to Tier 2 education and outreach for edible food recovery. Abound was awarded the contract and an agreement was executed for Tier 2 education and outreach on May 23, 2023.

Since award, the agreement has been amended three times as outlined below. • Amendment 1 (September 12, 2023): Added Tier 1 outreach and inspections. • Amendment 2 (October 3, 2023): Added language that City Council approval was necessary to renew the agreement for any subsequent terms. • Amendment 3 (June 4, 2024): Extended the agreement through June 30, 2024. • Amendment 4 (June 19, 2024): Extended the agreement through June 30, 2026 to allow for continued provision of services through the end of Fiscal Year 2025-26.

ANALYSIS:

Amendment 5 would renew the agreement for an additional three fiscal years and includes:
outreach to businesses, inspection of Tier 1 and Tier 2 edible food generators, assistance in edible food capacity, donation tracking, and provide data to the City in the form of monthly reports and would be funded by the city’s integrated waste fund.

Outreach and education for both Tier 1 and Tier 2 generators has proven to be labor intensive, with an average of eight contacts per business to gain compliance. There are currently 29 Tier 1 edible food generators, 48 Tier 2 edible food generators, and 11 food recovery organizations located within the City that are required to comply with SB 1383 requirements and subject to annual inspections by the City. Environmental Programs staff does not currently have the capacity to conduct the inspections and outreach in-house, therefore an extension to the agreement will allow the City to continue to meet SB 1383 requirements. The not to exceed amount of $142,190 through fiscal year 2028-29, will allow Abound Food Care to continue to operate under the original scope of work with a 3% CPI adjustment for fiscal years 2026-27, 2027-28, and 2028-29.

Fiscal Year 3% CPI increase NTE
2026/27 $46,000
2027/28 $1,380 $47,380
2028/29 $1,430 $48,810
Total $142,190
FISCAL IMPACT:

Appropriation will be included in the 2026-27 Proposed Budget for Council review in the following account number F188 (Integrated Waste Management):

Account No. Funding Source Description Amount
F188 CC313 SC2106 Solid Waste Integrated Waste
Management Fund
$46,000
COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This item addresses the City Council’s core value of promoting a safe and healthy community.

ATTACHMENTS:

Attachment 1 - Amendment No. 5

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Initials
Contract 2023-061 Amendment 5

Page 1 of 2 ends

6 9
4 8
ATTACHMENT 1
AMENDMENT NO. 5
to
Agreement (CO 2023-061)
between
Abound Food Care (hereinafter ”Consultant”)
and
City of Rancho Cucamonga (hereinafter “City”)
This Amendment No. 5 will serve to amend the Professional Services Agreement (hereinafter “Agreement”), CO# 2023-061 to incorporate the following:

RECITALS
A. City and Consultant entered into the Agreement on May 23, 2023 pursuant to which Consultant is in the business of performing professional services for Edible Food recovery program as required by Senate Bill 1383; and
B. Customer and Consultant desire to set forth in this Amendment Number Five (5) 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 the Recitals and for other goods and valuable consideration, the receipt and sufficiency of which is hereby acknowledged, the parties agree as follows:

Item 1: The term of the agreement is hereby extended to June 30, 2027 in an amount not to exceed $46,000 for the period of July 1, 2026 through June 30, 2027 for the City All other Terms and Conditions of the original Agreement CO 2023-061 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.

Rancho Cucamonga
CONTRACT NO.

CO 2023-061

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Initials
Contract 2023-061 Amendment 5

Page 2 of 2 ends

6 9
4 8
Abound Food Care
By:

Name Date
City of Rancho Cucamonga
By:

Name Date
Title Title

By:

Name Date

Title
(two signatures required if corporation)

Page 423 ends

DATE:June 17, 2026
TO:Mayor and Members of the City Council
President and Members of the Board of Directors
FROM:Elisa C. Cox, City Manager
INITIATED BY: Mike McCliman, Assistant City Manager/Fire Chief Peter Castro, Deputy City Manager
Maritza Martinez, Public Works Services Director
Danny Akers, Public Works Services Deputy Director
Andy Miller, Facilities Superintendent
Marissa Ostos, Management Analyst III
SUBJECT: Consideration of Amendment No. 15 to Contract No. 16-114 with EMCOR Services/Mesa Energy Systems for Citywide HVAC Maintenance and Repair Services in an Amount Not to Exceed $488,200 for City and Fire District Facilities for FY 26-27. (CITY/FIRE)
RECOMMENDATION:

Staff recommends the City Council and Board of Directors approve Amendment No. 15 to Contract CO 16-114 with EMCOR Services/Mesa Energy Systems extending the term of the contract to December 31, 2026 in an amount not to exceed $488,200 for routine maintenance and extra work in City and Fire District facilities during FY 2026-2027.

BACKGROUND:

On April 20, 2016, the City Council and Board of Directors accepted the bids received for citywide heating, ventilation, air conditioning (HVAC) maintenance and repairs and awarded Contract No. 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.

The initial term of the contract was one year, with multiple one-year renewal options. With Council’s approval, Public Works renewed this contract through June 30, 2026. Staff is working on the formal bid document and specifications to solicit bids for a new maintenance contract for HVAC maintenance services. The formal bid process and award of a new contract will be completed by January 1, 2027. Staff recommends award of the proposed Amendment No. 15, a six-month term extension, to allow for the completion of the formal bid process.

ANALYSIS:

EMCOR/Mesa Energy Systems 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 2026- 2027 with no changes to the rate structure. EMCOR/Mesa Energy Systems provides great 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 15 to Contract No. 16-114 will extend the term of

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Page 2 ends

3 5
2 1
the contract to December 31, 2026 with no rate adjustment to the service provided. A copy of this agreement is available in the City Clerk’s Office.

FISCAL IMPACT:

Appropriation will be requested in the recommended FY 2026-2027 budget for HVAC maintenance and repairs in the following account numbers:

Account Number Funding Source Description Amount
F188 CC312 SC2101 Integrated Waste Environmental Programs $ 1,100.00 F700 CC312 SC2101 Sports Complex Sports Complex $ 52,600.00 F705 CC304 SC2106 Municipal Utility Utility Operations $ 1,000.00 F711 CC304 SC2106 Fiber Optic Network Fiber Network Funds $ 8,500.00 F281 CC529 SC2101 Fire Fund Fire Fund $ 101,000.00
F001 CC312 SC2101 General Fund General Facilities $ 324,000.00 Total $ 488,200.00
COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:

This item addresses the City Council’s core value of a safe and healthy community by ensuring City and Fire District facilities are properly maintained.

ATTACHMENTS:

None.

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DATE:June 17, 2026
TO:Mayor and Members of the City Council
President and Members of the Boards of Directors
FROM:Elisa C. Cox, City Manager
INITIATED BY: Julie A. Sowles, Deputy City Manager
Robert Neiuber, Human Resources Director
Emily Nielsen, Senior Human Resources Business Partner
SUBJECT: Consideration to Adopt Resolutions Updating Fiscal Year 2025-26 Teamsters Local 1932 Salary Schedule and Approving Fiscal Year 2026- 27 City and Rancho Cucamonga Fire Protection District Salary Schedules. (RESOLUTION NO. 2026-051) (RESOLUTION NO. FD 2026-006) (CITY/FIRE)
RECOMMENDATION:

Staff recommends the City Council/Fire Board adopt resolutions updating Fiscal Year 2025-26 Teamsters Local 1932 Salary Schedule and approving the Fiscal Year 2026-27 City and Rancho Cucamonga Fire Protection District salary schedules.

BACKGROUND:

The City Council/Fire Board traditionally adopts salary resolutions biannually for classifications employed by the City of Rancho Cucamonga and the Rancho Cucamonga Fire Protection District.

These resolutions are updated to reflect changes in salaries, additions and deletions of classifications, changes in job titles, and other terms of employment.

The City Council/Fire Board previously approved the existing Memorandums of Understanding (MOU) between the City and District and each of its bargaining units including the Executive Management Employees Group (Executive Management), Rancho Cucamonga Management Association (RCMA), Rancho Cucamonga City Employees Association (RCCEA), Teamsters Local 1932 (Teamsters), Fire Management Employees Group (Fire MEG), Firefighters Local 2274 (Fire Union), and Fire Support Services Association (Fire Support). These MOUs are currently in effect and provide for cost-of-living adjustments (COLA) as outlined below.

ANALYSIS:

Effective June 1, 2026 all job classifications within Teamsters will receive a 1.5% COLA.

Effective July 13, 2026 changes to the Executive Management salary schedule include the following:
Assistant City Manager salary range was adjusted to reflect the benchmarking outlined in the Executive Management MOU. The Assistant City Manager salary range is benchmarked to 5% above the Fire Chief classification, including base salary, uniform allowance, and education incentive.

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3 5
3 4
Deputy City Manager salary range was adjusted to reflect the benchmarking outlined in the Executive Management MOU. The Deputy City Manager salary range is benchmarked to 15% below Assistant City Manager.

Effective July 13, 2026, changes to the RCMA salary schedule include the following:
Utilities Operations/Project Manager title will be updated to Utilities Project Manager. Utilities Operations Manager will be added to the salary schedule. The salary range will be $101,820 to $140,000 annually.

Effective July 13, 2026 all job classifications within the RCCEA bargaining unit will receive a 2.5% COLA.

Effective July 13, 2026 Box Office Assistant and Box Office Specialist will be removed from the City Part-Time salary schedule.

Effective July 4, 2026, all job classifications within the Fire MEG bargaining unit will receive a 3% COLA.

Effective July 4, 2026, changes to the Fire Union salary schedule include the following:
All job classifications will receive a 3% COLA.
Ambulance Operator will be added to the salary schedule. The salary range will be $22.56 to $25 hourly.

Effective July 4, 2026, all job classifications within Fire Support will receive a 2.5% COLA.

The attached resolutions adopt the changes as outlined above.

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

Staff recommends the City Council/Fire Board approve the resolutions updating the fiscal year 2025-26 Teamsters Local 1932 salary schedule and the City and Rancho Cucamonga Fire Protection District salary schedules for the 2026-27 fiscal year.

FISCAL IMPACT:

Adjustments to the salary schedules and their fiscal impacts were accounted for in the FY 2025- 26 and FY 2026-27 budget.

COUNCIL MISSION / VISION / GOAL(S) ADDRESSED:

This item addresses the City’s vision to create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive.

ATTACHMENTS:

Attachment 1 – Resolution No. 2026–051 - City Salary Schedules Attachment 2 – Resolution No. FD 2026–006 - Fire District Salary Schedules

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RESOLUTION NO. 2026-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

RANCHO CUCAMONGA, CALIFORNIA, APPROVING UPDATING
FISCAL YEAR 2025- 2026 TEAMSTERS LOCAL 1932 SALARY
SCHEDULE AND FISCAL YEAR 202 6-2027 SALARY
SCHEDULES.

WHEREAS, the City Council of the City of Rancho Cucamonga has determined that it is necessary for the efficient operation and management of the City that policies be established prescribing salary ranges, benefits and holidays and other policies for employees of t he City of Rancho Cucamonga; and

WHEREAS, the City Council of the City of Rancho Cucamonga has previously adopted salary resolutions establishing salary ranges, benefits and other terms of employment for employees of the City of Rancho Cucamonga; and

WHEREAS, the City Council of the City of Rancho Cucamonga recognizes that it is necessary from time to time to amend the salary resolution to accommodate changes in position titles, classifications salary ranges, benefits and other terms of employment; and

WHEREAS, the City of Rancho Cucamonga has determined the use of an existing salary range on a City full-time bargaining unit salary schedule for a part-time position when a full-time equivalent is not listed in the City’s part-time salary schedule; and

NOW, THEREFORE, BE IT RESOLVED by the City Council of the City of Rancho Cucamonga, California to approve the attached salary schedules for job classifications employed by the City (Exhibit A).

PASSED, APPROVED, AND ADOPTED this ______ day of ___________, 2026.

ATTACHMENT 1

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City of Rancho Cucamnga
TEAMSTERS LOCAL 1932
Pay Schedule Effective June 1, 2026
Classification Minimum Control Point Maximum Frequency Electrician 5,099.36$ 6,314.32$ 7,016.70$ Monthly 2,353.55$ 2,914.30$ 3,238.48$ Bi-weekly
61,192.32$ 75,771.84$ 84,200.40$ Annual
Equipment Operator 4,554.31$ 5,692.12$ 6,324.47$ Monthly 2,101.99$ 2,627.13$ 2,918.99$ Bi-weekly
54,651.72$ 68,305.44$ 75,893.64$ Annual
Inventory Specialist
Equipment/Mat 3,652.99$ 4,566.49$ 5,073.99$ Monthly 1,686.00$ 2,107.61$ 2,341.84$ Bi-weekly
43,835.88$ 54,797.88$ 60,887.88$ Annual
Lead Maintenance Worker 4,458.90$ 5,573.37$ 6,193.53$ Monthly 2,057.95$ 2,572.32$ 2,858.55$ Bi-weekly
53,506.80$ 66,880.44$ 74,322.36$ Annual
Lead Mechanic 5,135.90$ 6,419.88$ 7,133.42$ Monthly 2,370.42$ 2,963.02$ 3,292.35$ Bi-weekly
61,630.80$ 77,038.56$ 85,601.04$ Annual
Maintenance Coordinator 4,973.50$ 6,159.02$ 6,843.13$ Monthly 2,295.46$ 2,842.62$ 3,158.37$ Bi-weekly
59,682.00$ 73,908.24$ 82,117.56$ Annual
Maintenance Worker 3,669.23$ 4,541.11$ 5,045.57$ Monthly 1,693.49$ 2,095.90$ 2,328.72$ Bi-weekly
44,030.76$ 54,493.32$ 60,546.84$ Annual
Mechanic 4,456.87$ 5,518.56$ 6,131.62$ Monthly 2,057.02$ 2,547.03$ 2,829.98$ Bi-weekly
53,482.44$ 66,222.72$ 73,579.44$ Annual
Senior Maintenance Worker 3,877.30$ 4,845.61$ 5,384.58$ Monthly 1,789.52$ 2,236.44$ 2,485.19$ Bi-weekly
46,527.60$ 58,147.32$ 64,614.96$ Annual
Signal & Lighting Coordinator 6,046.36$ 7,558.71$ 8,398.11$ Monthly 2,790.63$ 3,488.64$ 3,876.05$ Bi-weekly
72,556.32$ 90,704.52$ 100,777.32$ Annual
Signal & Lighting Technician 5,189.70$ 6,486.87$ 7,208.53$ Monthly 2,395.25$ 2,993.94$ 3,327.01$ Bi-weekly
62,276.40$ 77,842.44$ 86,502.36$ Annual
Exhibit A

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Executive Management Group
Assignments of Classification to Pay Ranges
Monthly Pay Ranges effective July 13, 2026
Classification MIN Amount CP Amount MAX Amount
Animal Services Director $12,818.40 $15,565.20 $17,294.55 Assistant City Manager $24,224.10 $25,473.05 $29,968.29 Building and Safety Services Director $11,366.00 $13,699.45 $16,117.00 City Clerk Services Director $10,970.00 $13,220.05 $15,553.00 City Manager $22,530.00 $27,286.70 $32,102.00
Community Services Director $12,907.00 $15,555.00 $18,300.00 Deputy City Manager $17,407.00 $21,652.09 $25,473.05
Economic Development Director $12,311.00 $14,837.60 $17,456.00 Engagement and Special Programs Director $12,116.00 $14,455.82 $17,006.85 Engineering Services Director $12,749.00 $15,364.60 $18,076.00 Finance Director $14,055.00 $16,937.95 $19,927.00
Human Resources Director $13,153.00 $15,853.35 $18,651.00 Innovation and Technology Director $13,707.00 $16,353.15 $19,239.00 Library Director $11,324.00 $13,645.90 $16,054.00
Organizational Development Director $13,153.00 $15,853.35 $18,651.00 Planning Director $12,068.00 $14,542.65 $17,109.00
Public Works Services Director $12,907.00 $15,555.00 $18,300.00 Fire Chief* $18,903.72 $21,881.64 $24,125.80
* Included for informational purposes only - This is a Fire District Management Employee Group position not a City position
1

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Rancho Cucamonga Management Association
Assignments of Classification to Pay Ranges
Monthly Pay Ranges Effective July 13, 2026
Classification Minimum Control Point Maximum
Accounting Manager $9,032.00 $8,941.50 $9,935.00
Animal Center Manager $8,216.00 $8,134.20 $9,038.00
Assistant to the City Manager $12,202.00 $12,079.80 $13,422.00 Building & Safety Manager $11,165.00 $11,053.80 $12,282.00 Chief Information Security Officer $10,335.00 $10,231.20 $11,368.00 City Planner/Planning Manager $12,062.00 $11,941.20 $13,268.00 Community Affairs Manager $11,026.00 $10,916.10 $12,129.00 Community Improvement Manager $9,589.00 $9,493.20 $10,548.00 Community Services Manager $8,216.00 $8,134.20 $9,038.00 Community Services Superintendent $10,923.00 $10,814.40 $12,016.00 Cultural Center Manager $9,542.00 $9,446.40 $10,496.00
Deputy Dir. Engineering/Deputy City Eng. $14,899.00 $14,750.10 $16,389.00 Deputy Director of Electric Utility Services $14,899.00 $14,750.10 $16,389.00 Deputy Dir. of Innovation and Technology $12,326.00 $12,202.20 $13,558.00 Deputy Director of Animal Services $12,326.00 $12,202.20 $13,558.00 Deputy Director of Building and Safety $13,218.00 $13,086.00 $14,540.00 Deputy Director of City Clerk Services $10,988.00 $10,878.30 $12,087.00 Deputy Director of Community Services $14,460.00 $14,315.40 $15,906.00 Deputy Director of Economic Development $14,460.00 $14,315.40 $15,906.00 Deputy Director of Engineering $14,460.00 $14,315.40 $15,906.00 Deputy Director of Finance $14,597.00 $14,451.30 $16,057.00 Deputy Director of Human Resources $14,460.00 $14,315.40 $15,906.00 Deputy Director of Library Services $13,218.00 $13,086.00 $14,540.00 Deputy Director of Planning $14,460.00 $14,315.40 $15,906.00 Deputy Director of Public Works $14,460.00 $14,315.40 $15,906.00 Economic Development Manager $9,882.00 $9,783.00 $10,870.00 Environmental Programs Manager $9,882.00 $9,783.00 $10,870.00 Facilities Superintendent $9,671.00 $9,574.20 $10,638.00 Finance Manager $10,704.00 $10,596.60 $11,774.00
Library Services Manager $8,382.00 $8,298.90 $9,221.00
Park/Landscape Maintenance Supt $9,671.00 $9,574.20 $10,638.00 Plan Check & Inspection Manager $9,401.00 $9,307.80 $10,342.00 Principal Accountant $9,542.00 $9,446.40 $10,496.00
Principal Engineer $12,588.00 $12,462.30 $13,847.00
Principal Librarian $7,778.00 $7,699.50 $8,555.00
Principal Management Analyst $9,652.00 $9,555.30 $10,617.00 Principal Planner $11,083.00 $10,972.80 $12,192.00
Procurement Manager $9,448.00 $9,353.70 $10,393.00
Public Works Business Manager $11,081.00 $10,970.10 $12,189.00 Public Works Maintenance Manager $11,081.00 $10,970.10 $12,189.00 Revenue Manager $9,354.00 $9,261.00 $10,290.00
Risk Manager $10,704.00 $10,596.60 $11,774.00
Senior Civil Engineer $11,825.00 $11,706.30 $13,007.00
Senior Executive Assistant $8,818.00 $8,730.00 $9,700.00 Senior Planner $10,032.00 $9,930.60 $11,034.00
Street/Storm Drain Maintenance Supt $9,671.00 $9,574.20 $10,638.00 Traffic Engineer $12,678.00 $12,550.50 $13,945.00
Utility Operations Manager $8,484.85 $10,606.06 $11,666.67 Utilities Operations/Project Manager $8,988.00 $8,898.30 $9,887.00 Veterinarian $14,974.00 $14,823.90 $16,471.00
1

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RCCEA Covered Employees in the Supervisory/Professional and General Employee Groups Assignments of Classificaitons to Pay Ranges
Monthly Pay Ranges Effective July 13, 2026
Class Title Minimum Control Point Maximum
Account Clerk $3,810.02 $4,762.53 $5,238.78
Account Technician $4,510.75 $5,638.44 $6,202.28
Accountant# $5,857.04 $7,321.30 $8,053.43
Accounts Payable Supervisor# $5,994.20 $7,492.75 $8,242.03 Administrative Assistant $3,681.80 $4,602.25 $5,062.48
Animal Behavior Specialist $3,632.60 $4,540.75 $4,994.83 Animal Care Attendant $2,990.76 $3,738.45 $4,112.30
Animal Care Supervisor# $5,519.34 $6,899.18 $7,589.10
Animal Caretaker $3,455.18 $4,318.98 $4,750.88
Animal Rescue Specialist $3,632.60 $4,540.75 $4,994.83
Animal Services Dispatcher $3,681.80 $4,602.25 $5,062.48 Animal Services Officer I $4,666.54 $5,833.18 $6,416.50 Animal Services Officer II $5,155.56 $6,444.45 $7,088.90 Artistic Producer - Mainstreet Theatre Company $4,904.35 $6,130.44 $6,743.48 Assistant Engineer# $6,850.73 $8,563.41 $9,419.75
Assistant Planner# $5,782.50 $7,228.12 $7,950.93
Associate Engineer# $7,956.24 $9,945.30 $10,939.83
Associate Planner# $6,352.02 $7,940.03 $8,734.03
Box Office Coordinator $4,904.35 $6,130.44 $6,743.48
Budget Analyst# $7,383.73 $9,229.66 $10,152.63
Building Inspection Supervisor#2 $6,777.67 $8,472.09 $9,319.30 Building Inspector I2 $5,303.16 $6,628.95 $7,291.85
Building Inspector II2 $5,860.02 $7,325.03 $8,057.53
Business License Clerk $3,865.93 $4,832.41 $5,315.65
Business License Inspector $4,659.09 $5,823.86 $6,406.25 Business License Program Coordinator $4,483.16 $5,603.95 $6,164.35 Business License Program Supervisor# $5,994.20 $7,492.75 $8,242.03 Business License Technician $4,177.53 $5,221.91 $5,744.10 City Clerk Records Management Analyst# $5,901.02 $7,376.27 $8,113.90 Community Affairs Coordinator $4,904.35 $6,130.44 $6,743.48 Community Affairs Officer# $7,383.73 $9,229.66 $10,152.63 Community Affairs Senior Coordinator# $6,013.58 $7,516.98 $8,268.68 Community Affairs Specialist $2,978.84 $3,723.55 $4,095.90 Community Affairs Technician $4,596.47 $5,745.59 $6,320.15 Community Development Technician I $4,282.64 $5,353.30 $5,888.63 Community Development Technician II $4,501.80 $5,627.25 $6,189.98 Community Improvement Officer I $4,666.54 $5,833.18 $6,416.50 Community Improvement Officer II $5,155.56 $6,444.45 $7,088.90

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RCCEA Covered Employees in the Supervisory/Professional and General Employee Groups Assignments of Classificaitons to Pay Ranges
Monthly Pay Ranges Effective July 13, 2026
Class Title Minimum Control Point Maximum
Community Improvement Supervisor#2 $6,777.67 $8,472.09 $9,319.30 Community Programs Coordinator $4,904.35 $6,130.44 $6,743.48 Community Programs Specialist $4,596.47 $5,745.59 $6,320.15 Community Services Coordinator $4,904.35 $6,130.44 $6,743.48 Community Services Project Coordinator# $6,292.38 $7,865.48 $8,652.03 Community Services Specialist $2,978.84 $3,723.55 $4,095.90 Community Services Supervisor# $6,013.58 $7,516.98 $8,268.68 Community Services Technician $4,826.82 $6,033.53 $6,636.88 Community Theater Producer $4,904.35 $6,130.44 $6,743.48 Customer Care Assistant $3,681.80 $4,602.25 $5,062.48
Customer Service Representative $3,849.53 $4,811.91 $5,293.10 Customer Service Specialist I - Utilities $4,282.64 $5,353.30 $5,888.63 Customer Service Specialist II - Utilities $4,501.80 $5,627.25 $6,189.98 Customer Service Specialist III - Utilities $4,972.93 $6,216.16 $6,837.78 Engineering Aide $4,812.66 $6,015.82 $6,617.40
Engineering Technician $5,587.93 $6,984.91 $7,683.40
Environmental Programs Coordinator# $6,876.07 $8,595.09 $9,454.60 Environmental Programs Inspector2 $5,860.02 $7,325.03 $8,057.53 Event & Rental Services Coordinator $4,904.35 $6,130.44 $6,743.48 Executive Assistant II# $5,155.56 $6,444.45 $7,088.90
Executive Assistant1 $4,632.26 $5,790.32 $6,369.35
Fleet Supervisor#2 $6,492.17 $8,115.21 $8,926.73
Front of House Coordinator $4,904.35 $6,130.44 $6,743.48 Fund Development Coordinator# $5,419.46 $6,774.32 $7,451.75 GIS Analyst# $7,024.42 $8,780.53 $9,658.58
GIS Specialist $5,347.15 $6,683.94 $7,352.33
GIS Supervisor# $8,179.13 $10,223.91 $11,246.30
GIS Technician $5,186.13 $6,482.66 $7,130.93
Human Resources Business Partner# $5,901.02 $7,376.27 $8,113.90 Human Resources Clerk $4,036.64 $5,045.80 $5,550.38
Human Resources Technician $4,711.27 $5,889.09 $6,478.00 Information Technology Operations Supervisor# $8,179.13 $10,223.91 $11,246.30 Information Technology Analyst I# $6,708.35 $8,385.44 $9,223.98 Information Technology Analyst II# $7,228.68 $9,035.85 $9,939.43 Information Technology Specialist I $5,347.15 $6,683.94 $7,352.33 Information Technology Specialist II $5,762.36 $7,202.95 $7,923.25 Information Technology Technician $4,240.14 $5,300.18 $5,830.20 Lead Park Ranger $4,666.54 $5,833.18 $6,416.50

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RCCEA Covered Employees in the Supervisory/Professional and General Employee Groups Assignments of Classificaitons to Pay Ranges
Monthly Pay Ranges Effective July 13, 2026
Class Title Minimum Control Point Maximum
Lead Veterinary Assistant $47,688.26 $59,610.33 $65,571.36 Librarian I $5,113.82 $6,392.27 $7,031.50
Librarian II# $5,728.07 $7,160.09 $7,876.10
Library Assistant I $3,753.37 $4,691.71 $5,160.88
Library Assistant II $4,326.62 $5,408.27 $5,949.10
Library Clerk $3,342.62 $4,178.27 $4,596.10
Library Technician $3,875.62 $4,844.53 $5,328.98
Maintenance Supervisor#2 $6,427.31 $8,034.14 $8,837.55
Management Aide $5,079.53 $6,349.41 $6,984.35
Management Analyst I# $5,901.02 $7,376.27 $8,113.90
Management Analyst II# $6,785.13 $8,481.41 $9,329.55
Management Analyst III# $7,383.73 $9,229.66 $10,152.63
Office Services Clerk $3,681.80 $4,602.25 $5,062.48
Parking Supervisor # $6,744.87 $8,431.09 $9,274.20
Patron & Events Supervisor# $6,013.58 $7,516.98 $8,268.68 Payroll Supervisor# $5,994.20 $7,492.75 $8,242.03
Planning Specialist $4,972.93 $6,216.16 $6,837.78
Planning Technician $4,501.80 $5,627.25 $6,189.98
Plans Examiner I $6,314.75 $7,893.44 $8,682.78
Plans Examiner II# $6,703.88 $8,379.85 $9,217.83
Procurement Business Partner $4,397.44 $5,496.80 $6,046.48 Procurement Clerk $3,526.75 $4,408.44 $4,849.28
Public Services Technician I $4,282.64 $5,353.30 $5,888.63 Public Services Technician II $4,501.80 $5,627.25 $6,189.98 Public Services Technician III $4,972.93 $6,216.16 $6,837.78 Public Works Inspector I2 $5,303.16 $6,628.95 $7,291.85 Public Works Inspector II2 $5,860.02 $7,325.03 $8,057.53 Records Clerk $3,484.26 $4,355.32 $4,790.85
Records Coordinator $3,564.76 $4,455.95 $4,901.55
Registered Veterinary Technician $4,826.82 $6,033.53 $6,636.88 Risk Management Coordinator# $5,901.02 $7,376.27 $8,113.90 Safety Officer# $7,383.73 $9,229.66 $10,152.63
Senior Account Clerk $4,208.84 $5,261.05 $5,787.15
Senior Account Technician $5,058.66 $6,323.32 $6,955.65 Senior Accountant# $6,891.73 $8,614.66 $9,476.13
Senior Animal Care Supervisor# $5,720.62 $7,150.77 $7,865.85 Senior Animal Services Officer# $5,705.71 $7,132.14 $7,845.35 Senior Building Inspector#2 $6,474.28 $8,092.85 $8,902.13

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RCCEA Covered Employees in the Supervisory/Professional and General Employee Groups Assignments of Classificaitons to Pay Ranges
Monthly Pay Ranges Effective July 13, 2026
Class Title Minimum Control Point Maximum
Senior Business License Clerk $4,272.20 $5,340.25 $5,874.28 Senior Community Improvement Officer# $5,705.71 $7,132.14 $7,845.35 Senior Electrician # $6,395.26 $7,994.07 $8,793.48
Senior Environmental Compliance Inspector $6,163.42 $7,704.27 $8,474.70 Senior GIS Analyst # $7,569.34 $9,461.68 $10,407.85
Senior Human Resources Business Partner# $6,785.13 $8,481.41 $9,329.55 Senior Information Technology Analyst# $8,179.13 $10,223.91 $11,246.30 Senior Information Technology Specialist# $6,431.04 $8,038.80 $8,842.68 Senior Librarian# $6,538.38 $8,172.98 $8,990.28
Senior Park Planner# $6,776.93 $8,471.16 $9,318.28
Senior Parking Enforcement Officer# $5,640.86 $7,051.07 $7,756.18 Senior Plans Examiner# $7,714.71 $9,643.39 $10,607.73
Senior Procurement Technician# $5,497.73 $6,872.16 $7,559.38 Senior Public Services Technician# $5,497.73 $6,872.16 $7,559.38 Senior Risk Management Analyst# $7,383.73 $9,229.66 $10,152.63 Senior Veterinary Technician# $5,696.76 $7,120.95 $7,833.05 Special Districts Analyst# $6,785.13 $8,481.41 $9,329.55 Supervising Public Works Inspector#2 $6,805.26 $8,506.57 $9,357.23 Supervising Traffic Systems Specialist#2 $6,960.31 $8,700.39 $9,570.43 Theater Production Coordinator $5,155.56 $6,444.45 $7,088.90 Theater Production Supervisor# $6,013.58 $7,516.98 $8,268.68 Theatre Technician III $4,501.80 $5,627.25 $6,189.98
Utilities Operation Supervisor# $7,157.86 $8,947.32 $9,842.05 Utility Marker $5,962.90 $7,453.62 $8,198.98
Veterinary Assistant $3,992.66 $4,990.82 $5,489.90

1. When acting as Clerk to Commissions $50 paid per night or weekend day meeting.

Compensatory time off can be substituted in lieu of $50 at the option of the employee.

2. Refer to MOU for provision of boot allowance.
# Denotes Supervisory/Professional Class. Per City Policy, Exempt positions will be hired at a minimum of $5,858 per month.

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City of Rancho Cucamnga
TEAMSTERS LOCAL 1932
Pay Schedule Effective July 13, 2026
Classification Minimum Control Point Maximum Frequency Electrician 5,099.36$ 6,314.32$ 7,016.70$ Monthly 2,353.55$ 2,914.30$ 3,238.48$ Bi-weekly
61,192.32$ 75,771.84$ 84,200.40$ Annual
Equipment Operator 4,554.31$ 5,692.12$ 6,324.47$ Monthly 2,101.99$ 2,627.13$ 2,918.99$ Bi-weekly
54,651.72$ 68,305.44$ 75,893.64$ Annual
Inventory Specialist
Equipment/Mat 3,652.99$ 4,566.49$ 5,073.99$ Monthly 1,686.00$ 2,107.61$ 2,341.84$ Bi-weekly
43,835.88$ 54,797.88$ 60,887.88$ Annual
Lead Maintenance Worker 4,458.90$ 5,573.37$ 6,193.53$ Monthly 2,057.95$ 2,572.32$ 2,858.55$ Bi-weekly
53,506.80$ 66,880.44$ 74,322.36$ Annual
Lead Mechanic 5,135.90$ 6,419.88$ 7,133.42$ Monthly 2,370.42$ 2,963.02$ 3,292.35$ Bi-weekly
61,630.80$ 77,038.56$ 85,601.04$ Annual
Maintenance Coordinator 4,973.50$ 6,159.02$ 6,843.13$ Monthly 2,295.46$ 2,842.62$ 3,158.37$ Bi-weekly
59,682.00$ 73,908.24$ 82,117.56$ Annual
Maintenance Worker 3,669.23$ 4,541.11$ 5,045.57$ Monthly 1,693.49$ 2,095.90$ 2,328.72$ Bi-weekly
44,030.76$ 54,493.32$ 60,546.84$ Annual
Mechanic 4,456.87$ 5,518.56$ 6,131.62$ Monthly 2,057.02$ 2,547.03$ 2,829.98$ Bi-weekly
53,482.44$ 66,222.72$ 73,579.44$ Annual
Senior Maintenance Worker 3,877.30$ 4,845.61$ 5,384.58$ Monthly 1,789.52$ 2,236.44$ 2,485.19$ Bi-weekly
46,527.60$ 58,147.32$ 64,614.96$ Annual
Signal & Lighting Coordinator 6,046.36$ 7,558.71$ 8,398.11$ Monthly 2,790.63$ 3,488.64$ 3,876.05$ Bi-weekly
72,556.32$ 90,704.52$ 100,777.32$ Annual
Signal & Lighting Technician 5,189.70$ 6,486.87$ 7,208.53$ Monthly 2,395.25$ 2,993.94$ 3,327.01$ Bi-weekly
62,276.40$ 77,842.44$ 86,502.36$ Annual

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Part-Time City Positions
Assignments of Classifications to Pay Ranges
Hourly Pay Ranges Effective July 13, 2026
Part Time Classifications Minimum Amount Control Point Maximum Amount Administrative Intern* $16.90
Community Services Leader $16.90 $17.54 $18.62
Day Custodian* $17.79 $17.79 $17.79
Energy Efficiency Coordinator $16.90 $19.77 $20.78
Engineering Intern* $16.90
Environmental Resources Intern* $16.90
GIS Intern* $16.90
Healthy Cities Coordinator $16.90 $20.16 $20.78
Library Page $16.90 $16.96 $17.02
Maintenance Technician $16.90 $17.62 $18.80
Meter Technician $28.73 $35.07 $36.86
Outreach Technician* $16.90
Park Ranger $18.62 $19.77 $20.98
Planning Aide* $16.90
Program Specialist* $16.90
Purchasing Clerk $16.90 $20.16 $20.37
Theatre Technician I $17.54 $18.62 $19.77
Theatre Technician II $19.28 $20.47 $21.73
* Single Step
Part-time positions that have a corresponding full-time classification will be assigned to the salary range established for the full-time classification.

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RESOLUTION NO. FD 2026-XXX

A RESOLUTION OF THE BOARD OF DIRECTORS OF THE

RANCHO CUCAMONGA FIRE PROTECTION DISTRICT,

RANCHO CUCAMONGA, CALIFORNIA, APPROVING THE

RANCHO CUCAMONGA FIRE PROTECTION DISTRICT
SALARY SCHEDULES FOR FISCAL YEAR 2026-2027.

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

WHEREAS, the Rancho Cucamonga Fire Protection District has determined the use of an existing salary range on a District full-time bargaining unit salary schedule for a part -time position when a full-time equivalent is not listed in the District’s part-time salary schedule; and

NOW, THEREFORE, BE IT RESOLVED by the Board of Directors of the Rancho Cucamonga Fire Protection District, Rancho Cucamonga, California to a pprove the attached Rancho Cucamonga Fire Protection District Salary Schedules (Exhibit A).

PASSED, APROVED AND ADOPTED this ______ day of ___________, 2026.

ATTACHMENT 2

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Fire Management Employees Group
Salary Schedule
Effective July 4, 2026
Classification/Stipend Step A Step B Step C Step D Step E Step F Pay Frequency Fire Chief 109.06 114.52 120.24 126.24 132.56 139.19 Hourly 8,724.80 9,161.61 9,619.16 10,099.22 10,604.49 11,134.99 Bi-Weekly 18,903.72 19,850.16 20,841.50 21,881.64 22,976.40 24,125.80 Monthly 226,844.68 238,201.97 250,098.04 262,579.64 275,716.74 289,509.61 Annually Fire Deputy Chief 97.68 102.57 107.70 113.10 118.74 124.67 Hourly 7,814.57 8,205.93 8,615.99 9,047.67 9,499.02 9,973.97 Bi-Weekly 16,931.56 17,779.52 18,667.97 19,603.29 20,581.21 21,610.27 Monthly 203,178.71 213,354.24 224,015.69 235,239.51 246,974.54 259,323.25 Annually Fire Batallion Chief 81.91 86.00 90.30 94.82 99.55 Hourly (40 Hour Workweek) 6,552.93 6,880.39 7,223.90 7,585.86 7,964.38 Bi-Weekly 14,198.02 14,907.51 15,651.78 16,436.04 17,256.15 Monthly 170,376.22 178,890.11 187,821.31 197,232.45 207,073.76 Annually Fire Batallion Chief 58.51 61.43 64.50 67.73 71.11 Hourly (56 Hour Workweek) 6,552.93 6,880.39 7,223.90 7,585.86 7,964.38 Bi-Weekly 14,198.02 14,907.51 15,651.78 16,436.04 17,256.15 Monthly 170,376.22 178,890.11 187,821.31 197,232.45 207,073.76 Annually Fire Marshal 87.86 92.25 96.85 101.71 106.78 Hourly
7,028.67 7,379.91 7,748.35 8,136.60 8,542.59 Bi-Weekly
15,228.79 15,989.79 16,788.10 17,629.29 18,508.94 Monthly 182,745.53 191,877.53 201,457.14 211,551.53 222,107.31 Annually Fire Business Manager 59.11 62.07 65.17 68.43 71.85 75.44 Hourly 4,728.67 4,965.35 5,213.62 5,474.13 5,747.75 6,034.91 Bi-Weekly 10,245.44 10,758.26 11,296.18 11,860.60 12,453.45 13,075.64 Monthly 122,945.29 129,099.09 135,554.10 142,327.25 149,441.42 156,907.73 Annually Senior Fire Deputy Chief 102.56 107.70 113.09 118.76 124.68 130.90 Hourly 8,205.30 8,616.23 9,046.79 9,500.05 9,973.97 10,472.67 Bi-Weekly 17,778.14 18,668.50 19,601.37 20,583.45 21,610.27 22,690.78 Monthly 213,337.65 224,021.95 235,216.47 247,001.49 259,323.27 272,289.41 Annually BC TRAINING OFFICER/SPECIAL ASSIGNMENT STIPEND (11% of 40 hr BC Current Step) 40 Hour Workweek 9.01 9.46 9.93 10.43 10.95 Hourly
56 Hour Workweek 6.44 6.76 7.10 7.45 7.82 Hourly
720.82 756.84 794.63 834.44 876.08 Bi-Weekly
1,561.78 1,639.83 1,721.70 1,807.96 1,898.18 Monthly
Exhibit A

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Fire Union
Assignments of Classificaiton to Pay Ranges
Effective July 4, 2026

CLASSIFICATION/STIPEND
TYPE Step A Step B Step C Step D Step E
Pay
Frequency
Ambulance Operator 22.56 23.75 25.00 Hourly
1,804.80 1,900.00 2,000.00 Bi-Weekly
3,910.40 4,116.67 4,333.33 Monthly
46,924.80 49,400.00 52,000.00 Annually
Fire Captain 62.78 65.93 69.23 72.69 76.31 Hourly
5,022.67 5,274.55 5,538.62 5,814.87 6,104.66 Bi-Weekly
10,882.46 11,428.20 12,000.34 12,598.89 13,226.77 Monthly 130,589.49 137,138.34 144,004.06 151,186.65 158,721.25 Annually Fire Captain Specialist 62.78 65.93 69.23 72.69 76.31 Hourly 5,022.67 5,274.55 5,538.62 5,814.87 6,104.66 Bi-Weekly
10,882.46 11,428.20 12,000.34 12,598.89 13,226.77 Monthly 130,589.49 137,138.34 144,004.06 151,186.65 158,721.25 Annually Fire Engineer 51.97 54.55 57.29 60.15 63.16 Hourly
4,157.21 4,363.64 4,583.20 4,811.96 5,052.55 Bi-Weekly
9,007.30 9,454.55 9,930.26 10,425.91 10,947.20 Monthly
108,087.58 113,454.54 119,163.13 125,110.89 131,366.41 Annually Firefighter 45.39 47.66 50.06 52.56 55.19 Hourly
3,631.32 3,812.76 4,004.71 4,204.55 4,414.91 Bi-Weekly
7,867.86 8,260.97 8,676.86 9,109.86 9,565.63 Monthly
94,414.33 99,131.65 104,122.37 109,318.27 114,787.57 Annually Field Training Officer 60.95 64.01 67.22 70.57 74.09 Hourly (40 hour Workweek) 4,876.38 5,120.92 5,377.30 5,645.50 5,926.86 Bi-Weekly 10,565.49 11,095.34 11,650.81 12,231.92 12,841.53 Monthly 126,785.91 133,144.02 139,809.77 146,783.03 154,098.30 Annually Hazardous Material Stipend (5% of Fire Engr. Step E)
(40 Hour Workweek) 3.16 3.16 3.16 3.16 3.16 Hourly
(56 Hour Workweek) 2.26 2.26 2.26 2.26 2.26 Hourly
252.63 252.63 252.63 252.63 252.63 Bi-Weekly
547.36 547.36 547.36 547.36 547.36 Monthly
Paramedic Stipend (13.92% of Fire Engr. Step E)
(40 Hour Workweek) 8.79 8.79 8.79 8.79 8.79 Hourly
(56 Hour Workweek) 6.28 6.28 6.28 6.28 6.28 Hourly
703.32 703.32 703.32 703.32 703.32 Bi-Weekly
1,523.85 1,523.85 1,523.85 1,523.85 1,523.85 Monthly
Technical Rescue Stipend (5% of Fire Engr. Step E)
(40 Hour Workweek) 3.16 3.16 3.16 3.16 3.16 Hourly
(56 Hour Workweek) 2.26 2.26 2.26 2.26 2.26 Hourly
252.63 252.63 252.63 252.63 252.63 Bi-Weekly
547.36 547.36 547.36 547.36 547.36 Monthly

Page 440 ends

Fire Union
Assignments of Classificaiton to Pay Ranges
Effective July 4, 2026
Terrorism Liaison Officer Stipend (2.5% of Fire Engr. Step E) (40 Hour Workweek) 1.58 1.58 1.58 1.58 1.58 Hourly
(56 Hour Workweek) 1.13 1.13 1.13 1.13 1.13 Hourly
126.31 126.31 126.31 126.31 126.31 Bi-Weekly
273.68 273.68 273.68 273.68 273.68 Monthly
BA, BS, or Fire Officer Certification
(40 Hour Workweek) 2.02 2.02 2.02 2.02 2.02 Hourly
(56 Hour Workweek) 1.44 1.44 1.44 1.44 1.31 Hourly
146.31 161.54 161.54 161.54 146.31 Bi-Weekly
350.00 350.00 350.00 350.00 317.00 Monthly
MA, MS or Chief Officer Certification
(40 Hour Workweek) 3.17 3.17 3.17 3.17 3.17 Hourly
(56 Hour Workweek) 2.27 2.27 2.27 2.27 2.27 Hourly
253.85 253.85 253.85 253.85 253.85 Bi-Weekly
550.00 550.00 550.00 550.00 550.00 Monthly
Fire Staff Premium (11% of the Employee’s Current Base Salary)

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Fire Support Services Association
Salary Schedule
Effective July 4, 2026
Classification Step A Step B Step C Step D Step E Step F Pay Frequency Communications Technician 26.91 28.26 29.67 31.15 32.71 34.35 Hourly 2,152.93 2,260.57 2,373.60 2,492.28 2,616.90 2,747.74 Bi-Weekly 4,664.68 4,897.91 5,142.80 5,399.95 5,669.94 5,953.44 Monthly Community Affairs Senior Coordinator * 32.31 33.95 35.63 37.41 39.28 41.24 Hourly 2,585.10 2,715.84 2,850.08 2,992.58 3,142.21 3,299.32 Bi-Weekly 5,601.06 5,884.32 6,175.17 6,483.93 6,808.12 7,148.53 Monthly Community Outreach Specialist 30.69 32.23 33.84 35.53 37.31 39.17 Hourly 2,455.52 2,578.29 2,707.21 2,842.57 2,984.70 3,133.93 Bi-Weekly 5,320.29 5,586.30 5,865.62 6,158.90 6,466.85 6,790.18 Monthly Deputy Fire Marshal 47.51 49.89 52.38 55.00 57.75 60.64 Hourly 3,800.86 3,990.90 4,190.45 4,399.97 4,619.96 4,850.96 Bi-Weekly 8,235.19 8,646.95 9,079.30 9,533.26 10,009.92 10,510.42 Monthly Emergency Management Coordinator 40.31 42.33 44.44 46.66 49.00 51.45 Hourly 3,224.86 3,386.10 3,555.41 3,733.17 3,919.84 4,115.82 Bi-Weekly 6,987.19 7,336.54 7,703.38 8,088.54 8,492.98 8,917.62 Monthly Emergency Manager 52.02 54.62 57.36 60.22 63.24 66.40 Hourly 4,161.90 4,369.99 4,588.49 4,817.92 5,058.81 5,311.75 Bi-Weekly 9,017.44 9,468.31 9,941.72 10,438.82 10,960.76 11,508.79 Monthly Emergency Medical Services Administrator 57.05 59.90 62.90 66.04 69.34 72.81 Hourly 4,563.97 4,792.17 5,031.78 5,283.36 5,547.53 5,824.91 Bi-Weekly 9,888.61 10,383.03 10,902.19 11,447.29 12,019.65 12,620.64 Monthly Emergency Medical Services Quality
Improvement Nurse

47.54 49.91 52.41 55.03 57.78 60.67 Hourly
3,802.88 3,993.02 4,192.68 4,402.32 4,622.44 4,853.56 Bi-Weekly 8,239.57 8,651.55 9,084.13 9,538.35 10,015.29 10,516.05 Monthly Emergency Vehicle Technician I 28.35 29.76 31.25 32.81 34.45 36.18 Hourly 2,267.74 2,381.13 2,500.19 2,625.01 2,756.27 2,894.07 Bi-Weekly 4,913.44 5,159.12 5,417.07 5,687.53 5,971.91 6,270.48 Monthly Emergency Vehicle Technician II 32.81 34.45 36.18 37.98 39.88 41.88 Hourly 2,625.01 2,756.27 2,894.07 3,038.80 3,190.74 3,350.28 Bi-Weekly 5,687.53 5,971.91 6,270.48 6,584.06 6,913.26 7,258.95 Monthly Emergency Vehicle Technician III 37.98 39.88 41.88 43.97 46.17 48.48 Hourly 3,038.80 3,190.74 3,350.28 3,517.78 3,693.67 3,878.35 Bi-Weekly 6,584.06 6,913.26 7,258.95 7,621.86 8,002.95 8,403.10 Monthly Fire Equipment Apprentice Mechanic 21.00 22.05 23.15 24.31 25.52 26.80 Hourly 1,679.91 1,763.90 1,852.10 1,944.71 2,041.94 2,144.04 Bi-Weekly 3,639.81 3,821.79 4,012.89 4,213.53 4,424.21 4,645.41 Monthly Fire Equipment Lead Mechanic 31.26 32.82 34.46 36.18 37.99 39.89 Hourly 2,500.41 2,625.43 2,756.70 2,894.54 3,039.27 3,191.23 Bi-Weekly 5,417.56 5,688.44 5,972.86 6,271.51 6,585.08 6,914.34 Monthly Fire Equipment Mechanic 28.35 29.76 31.25 32.81 34.45 36.18 Hourly 2,267.64 2,381.03 2,500.08 2,625.08 2,756.34 2,894.15 Bi-Weekly 4,913.22 5,158.89 5,416.84 5,687.68 5,972.06 6,270.66 Monthly Fire Fleet Supervisor 43.68 45.87 48.16 50.57 53.10 55.75 Hourly 3,494.60 3,669.34 3,852.80 4,045.44 4,247.71 4,460.12 Bi-Weekly 7,571.64 7,950.23 8,347.74 8,765.13 9,203.38 9,663.60 Monthly Fire Information Systems Technician 25.54 26.81 28.15 29.56 31.04 32.59 Hourly 2,042.93 2,145.07 2,252.33 2,364.95 2,483.19 2,607.35 Bi-Weekly 4,426.34 4,647.66 4,880.05 5,124.05 5,380.25 5,649.26 Monthly

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Fire Support Services Association
Salary Schedule
Effective July 4, 2026
Classification Step A Step B Step C Step D Step E Step F Pay Frequency Fire Prevention Specialist Inspection I 29.82 31.31 32.88 34.52 36.25 38.06 Hourly 2,385.89 2,505.19 2,630.45 2,761.98 2,900.07 3,045.07 Bi-Weekly 5,169.43 5,427.92 5,699.31 5,984.28 6,283.48 6,597.65 Monthly Fire Prevention Specialist Inspection II 32.88 34.52 36.25 38.06 39.96 41.96 Hourly 2,630.29 2,761.80 2,899.90 3,044.89 3,197.13 3,356.99 Bi-Weekly 5,698.96 5,983.91 6,283.11 6,597.26 6,927.12 7,273.47 Monthly Fire Prevention Supervisor 37.41 39.28 41.24 43.30 45.47 47.74 Hourly 2,992.67 3,142.30 3,299.41 3,464.39 3,637.61 3,819.49 Bi-Weekly 6,484.12 6,808.32 7,148.73 7,506.18 7,881.48 8,275.56 Monthly Fire Shop Administrator 48.05 50.45 52.98 55.63 58.41 61.33 Hourly 3,844.08 4,036.29 4,238.10 4,450.00 4,672.50 4,906.14 Bi-Weekly 8,328.84 8,745.29 9,182.55 9,641.67 10,123.76 10,629.97 Monthly Fire Shop Supervisor 37.50 39.37 41.34 43.41 45.58 47.86 Hourly 2,999.75 3,149.74 3,307.23 3,472.59 3,646.22 3,828.53 Bi-Weekly 6,499.46 6,824.44 7,165.66 7,523.94 7,900.14 8,295.14 Monthly Maintenance Officer 38.54 40.47 42.49 44.62 46.85 49.19 Hourly 3,083.36 3,237.53 3,399.41 3,569.38 3,747.84 3,935.24 Bi-Weekly 6,680.61 7,014.64 7,365.38 7,733.66 8,120.33 8,526.35 Monthly Management Aide 27.31 28.68 30.11 31.62 33.20 34.86 Hourly 2,184.84 2,294.09 2,408.79 2,529.24 2,655.69 2,788.48 Bi-Weekly 4,733.83 4,970.52 5,219.04 5,480.01 5,754.00 6,041.71 Monthly Management Analyst I* 31.70 33.28 34.97 36.69 38.53 40.46 Hourly 2,535.87 2,662.66 2,797.32 2,935.58 3,082.36 3,236.47 Bi-Weekly 5,494.38 5,769.09 6,060.86 6,360.43 6,678.45 7,012.36 Monthly Management Analyst II 36.43 38.25 40.16 42.17 44.28 46.49 Hourly 2,914.21 3,059.92 3,212.92 3,373.56 3,542.24 3,719.35 Bi-Weekly 6,314.12 6,629.82 6,961.32 7,309.39 7,674.85 8,058.59 Monthly Management Analyst III 39.67 41.66 43.74 45.93 48.22 50.63 Hourly 3,173.90 3,332.59 3,499.22 3,674.18 3,857.89 4,050.79 Bi-Weekly 6,876.79 7,220.62 7,581.65 7,960.73 8,358.77 8,776.71 Monthly Plans Examiner - Fire 36.64 38.48 40.40 42.42 44.54 46.77 Hourly 2,931.56 3,078.14 3,232.05 3,393.66 3,563.34 3,741.50 Bi-Weekly 6,351.72 6,669.31 7,002.77 7,352.92 7,720.56 8,106.58 Monthly Public Education Specialist 29.80 31.29 32.86 34.50 36.23 38.04 Hourly 2,384.27 2,503.48 2,628.65 2,760.09 2,898.09 3,043.00 Bi-Weekly 5,165.91 5,424.20 5,695.41 5,980.19 6,279.19 6,593.16 Monthly Public Relations Officer 46.02 48.33 50.74 53.27 55.93 58.73 Hourly 3,681.97 3,866.06 4,059.37 4,261.53 4,474.61 4,698.61 Bi-Weekly 7,977.60 8,376.47 8,795.30 9,233.32 9,694.99 10,180.33 Monthly Administrative Assistant 19.32 20.33 21.40 22.53 23.72 24.97 Hourly 1,545.41 1,626.74 1,712.36 1,802.48 1,897.35 1,997.21 Bi-Weekly 3,348.38 3,524.61 3,710.11 3,905.38 4,110.93 4,327.28 Monthly Executive Assistant 24.26 25.53 26.88 28.29 31.35 33.00 Hourly 1,940.54 2,042.68 2,150.19 2,263.35 2,507.94 2,639.87 Bi-Weekly 4,204.51 4,425.80 4,658.74 4,903.93 5,433.88 5,719.71 Monthly Executive Assistant II* 28.21 29.70 31.26 32.91 34.80 36.46 Hourly 2,257.04 2,375.83 2,500.87 2,632.50 2,783.74 2,916.90 Bi-Weekly 4,890.25 5,147.64 5,418.56 5,703.76 6,031.43 6,319.96 Monthly *Per Fire District Policy, these positions will be hired at a minimum of $33.00 per hour.

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Fire District Part-Time Hourly
Salary Schedule as of July 4, 2026
Classification Step A Step B Step C Step D Step E Step F Pay Frequency Fire Clerk 16.90 16.90 16.90 16.90 16.90 16.90 Hourly
Fire Prevention Assistant
Temporary/Part-Time 16.90 16.90 16.90 16.90 16.90 16.90 Hourly Office Services Clerk 16.90 17.71 18.62 19.57 20.47 21.49 Hourly Office Specialist I 16.90 16.90 17.09 17.94 18.84 19.78 Hourly Office Specialist II 16.90 17.71 18.62 19.57 20.47 21.49 Hourly Quality Improvement
Specialist 27.79 29.18 30.64 32.17 33.78 35.47 Hourly
Part-time positions that have a corresponding full-time classification will be assigned to the salary range established for the full-time classification.

Page 444 ends

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3 5
5 1
DATE:

TO:

FROM:

INITIATED BY:

SUBJECT:

June 17, 2026
President and Members of the Board of Directors
Elisa C. Cox, City Manager
Mike McCliman, Assistant City Manager / Fire Chief
Augie Barreda, Senior Deputy Fire Chief
Michelle Cowles, Management Analyst II
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 $280,970 for FY 2026-27. (RESOLUTION NO. FD 2026-005) (FIRE)
RECOMMENDATION:

Staff recommend 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. 3CA07717 with the California Department of Forestry and Fire Protection (Cal FIRE) for $280,970.

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.

On June 17, 2020, the number of acres included in the contract was increased to 5,271 in order to include the annexation of 4,104 acres of State Responsibility Area (SRA), in the area identified in the Etiwanda Heights Neighborhood and Conservation Plan, into the City limits. Approving the annexation required additional supplemental wildland fire protection from Cal FIRE.

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 one another during 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 in a complex local mutual threat zone wildfire. The State of California recognizes that fires in the wildland/urban interface pose a mutual threat to the SRA and has entered into agreements with local agencies on a per-acre fee basis.

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Page 2 ends

3 5
5 1
ANALYSIS:

Staff recommend the Fire Board approve renewal of the Cal FIRE agreement. 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.

FISCALIMPACT:

The annual cost of the LRA Wildland Protection Agreement is based on a per-acre rate set by Cal FIRE and is adjusted each year. For FY 2026-27, the rate is $47.55 per acre, plus a 12.10% administrative fee, resulting in a total cost of $280,963.01. This represents a decrease from the FY 2025-26 agreement cost, resulting in savings to the Fire District while maintaining the same level of wildland protection services.

Funding for this Agreement has been budgeted in account F283 CC508 SC2106 P0116 (CFD 88-1 / Fire Suppression / Contract Services / Fire Mutual Aid).

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 that our first responders have the specialized resources to effectively contain and suppress wildland fires.

ATTACHMENTS:

Attachment 1 – Cal FIRE LRA Wildland Protection Agreement No. 3CA07717 Attachment 2 – Cal FIRE LRA Wildland Protection Agreement, Resolution No. FD 2026-005 Attachment 3 – Cal FIRE Letter of Intent

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STATE OF CALIFORNIA

COOPERATIVE FIRE PROGRAMS

LOCAL RESPONSIBILITY AREA WILDLAND PROTECTION

REIMBURSEMENT AGREEMENT
LG-W REV 8/2024
AGREEMENT NUMBER 3CA07717
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, 2026 through June 30, 2027

3. The maximum amount of this Agreement is: $ 280,963.01 Two hundred eighty thousand, nine hundred sixty three dollars and one cent.

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: 02/2025 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, Deputy Director, Cooperative Fire Protection ADDRESS P.O. Box 944246, Sacramento, CA 94244-2460
Rancho Cucamonga Fire
Protection District
CONTRACT NO.

CO FD 2026-004
ATTACHMENT 1

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Contractor Name: Rancho Cucamonga Fire Protection District Contract No: 3CA07717
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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: Name: Mike McCliman
Phone: Phone: 909-477-2770
Fax:

John Toon (Acting)
909-881-6900
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: Local Agency: Rancho Cucamonga Fire Protection District
Section/Unit: Section/Unit:

Attention: Attention: Mike McCliman
Address: Address: 10500 Civic Center Dr.

Rancho Cucamonga, CA
91730
Phone: Phone: 909-477-2770
Fax:

John Toon (Acting)
San Bernardino-Inyo-
Mono
Alison Wilkins
3800 N. Sierra Way
San Bernardino, CA
92405
909-881-6900
909-881-6900 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, 2026, by and between the State of California, hereinafter called STATE and Rancho Cucamonga Fire Protection District, 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). Where 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 5,271 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: 3CA07717
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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. STATE 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 wildland fire protection at the same level of service it now provides on adjacent State 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 the preplanned 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 within 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: 3CA07717
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EXHIBIT B

BUDGET DETAIL, INVOICING, PAYMENT AND RECONCILIATION

1. Invoicing and Payment:

A. LOCAL AGENCY shall pay STATE for providing said protection at the rate of $47.55 per acre, plus an 12.10% administrative charge for a total of $280,963.01 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 acre and the 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 protection rate 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 LOCAL AGENCY 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 required herein.

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 option to either cancel this Agreement with no liability occurring to the STATE, or offer an agreement amendment to LOCAL AGENCY to reflect the reduced amount, pursuant to the notice terms herein
C. If the STATE Budget Act does not appropriate sufficient funds to provide the services for the current 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 notice periods required herein.

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Contractor Name: Rancho Cucamonga Fire Protection District Contract No: 3CA07717
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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: 3CA07717
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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 due 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, which 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: 3CA07717
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EXHIBIT E

ADDITIONAL PROVISIONS
Attachments
Budget Plan
Topographic Map
Operating Plan
Annual Report

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Rancho Cucamonga Fire Protection District
3CA07717
Page #: 8
39003

AND THE CITY/TOWN OF A LOCAL AGENCY
Number of Acres 5271
General Fund Reimbursement 19.67$ 103,680.57 $
Unit Budget 27.88 $ 146,955.48 $
Sub-Total 250,636.05 $
Admin Rate 12.10% 30,326.96 $
Total Protection Cost 280,963.01 $

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 Cucuamonga Fire Protection District
FOR THE 2026/2027 FISCAL YEAR

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Contract # 3CA07717

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Rancho Cucamonga FPD Contract # 3CA07717 Page 10

RANCHO CUCAMONGA WILDLAND CONTRACT AREA OPERATIONAL PLAN

Between

CALIFORNIA DEPARTMENT OF FORESTRY and FIRE PROTECTION (CAL FIRE), San Bernardino Unit, And

RANCHO CUCAMONGA FIRE PROTECTION DISTRICT

Authority
Public Resources Code Section 4142 - Cooperative Agreements States, "The Department may, with the approval of the Department of General Services, enter into a cooperative agreement upon such terms and under such conditions as it deems wise, for the purpose of preventing and suppressing forest fires or other fires in any lands within any county, city or district which makes an appropriation for that purpose."

Purpose

The purpose of this operating plan is to increase and/or enhance the fire ground operations within the California Department of Forestry and Fire Protection (CAL FIRE) San Bernardino Unit Rancho Cucamonga Wildland Contract area including mutual threat zones. This plan would allow responding agencies to pre-designate the Unified Ordering point, VHF Radio Frequencies, establishment of a Unified Command structure for wildland fires in the contract area.

Definitions

1. Unified Ordering Point
a. To maintain consistency in the ordering process, a central ordering point is established and is referred to as a Unified Ordering Point (UOP). Establishing the UOP allows the incident ordering process to stay consistent throughout the incident and ensures a single point ordering concept.

2. Unified Command
a. The organizational structure is implemented on multi-jurisdictional incidents. The Agency Incident Commanders will jointly determine incident objectives.

3. Incident Command Post
a. That location at which the primary command functions are executed and usually collocated with the incident base.

Proposal

1. The proposed plan is to:
a) Suppress Wildland fires within the contract area and/or mutual threat zone.

2. Area involved.
a) See attached map, Rancho Cucamonga Wildland Contract area inclusive of mutual threat zones.

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Rancho Cucamonga FPD Contract # 3CA07717 Page 11

Procedures

1. Regardless of which agency Company Officer is on scene of the incident first, the first arriving Company Officer shall·
a) Assume command,
b) Establish jurisdiction,
c) Determine threats with potential,
d) Provide a report on conditions,
e) Formulate and effect a plan of action,
f) Prioritize control objectives,
g) Life, Property and Natural Resources,
h) Request additional resources as appropriate,
i) Establish the UOP.

2. The UOP shall be the California Department of Forestry and Fire Protection (CAL FIRE) San Bernardino Unit Emergency Command Center (BDCC).

3. Regardless of which agency Chief Officer is on scene of the incident first:
a) The first arriving Chief Officer will transition command from the initial attack incident commander. b) Announce and assume command.
c) Establish an ICP.

4. Wildland fires will be managed via Unified Command structure, affording all agencies with jurisdictional responsibility to establish a common set of objectives and strategies.

5. Common communications shall be established utilizing the FIRESCOPE Statewide channel plan with the following VHF frequencies. a) Command
i. Common command frequency assigned by the BDCC
b) Tactical
ii. Common tactical frequencies assigned by the BDCC
c) Air to Ground
iii. Common air to ground frequencies assigned by the BDCC

6. Wildland fires in jurisdictions outside of the Rancho Wildland Contract area that are deemed an imminent threat to Rancho Wildland Contract area or mutual threat zone:
a) Immediate notification will be made to BDCC. BDCC will in turn notify Rancho Cucamonga Fire Department via San Bernardino County Communications Center (XBOC).
b) Based on the mutual threat, the WEOP will be considered/implemented by the Unified IC.

7. For Wildland fires originating in the Rancho Wildland Contract area or mutual threat zone, CAL FIRE will dispatch resources based on the Low, Medium or High dispatch levels, as well as by the closest resource concept. Additional resources may be dispatched based upon initial reports.

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Rancho Cucamonga FPD Contract # 3CA07717 Page 12

RESPONSE LEVELS

STATE RESOURCES HIGH MEDIUM LOW
Engines 7 5 3
Dozers 1 1 -
Crews 4 3 -
Helicopter Type 1 (2) Type 2 (1) Type 1 (2) -
Air Tanker 2 1 -
Air Attack 1 1 -
Battalion Chief 1 1 -

Repair of Fire Suppression Damage

1. Fire and emergency response inherently involves risks, including accidents, injuries, and operational complexity. In addition, fire control forces may take actions that are reasonably necessary to control a fire or other emergency, but which are damaging to property. Such actions will be considered reasonable and proper if good judgment is used by responsible personnel according to the conditions that exist at the time of the action. CAL FIRE is not obligated or authorized to make actual expenditures or efforts to repair or replace private property.

2. Advise those claimants who insist upon taking formal action to correspond with the Secretary, State Board of Control P.O. Box 3035, 926 J Street, Suite 300, Sacramento, 5814. The claimant may be supplied by the Board of Control with a copy of form DGS ORIM 006, entitled, Damage Claims Against the State of California.

Fire Information

1. Joint fire information dissemination as determined and approved by the Unified Incident Commanders.

2. PIOs will meet as needed to discuss procedures and locations of potential information centers. Both agencies will strive to keep personnel certified in the field of public information available for use during emergencies.

3. PIOs will determine which agency will provide the lead information officer. This will normally be the agency with the greatest commitment of resources or the greatest threat to life/property.

BDU PIO Line: 909-881-6949

General Procedures

1. Plan to be reviewed and updated as necessary prior to June 30th.

Administrative listings

1. California Department of Forestry and Fire Protection (CAL FIRE) San Bernardino Unit Head Quarters 3800 N. Sierra Way San Bernardino Ca. 92406 (909) 881-6900.

2. Rancho Cucamonga Fire Protection District 10500 Civic Center Dr. Rancho Cucamonga Ca. 91730 (909) 477-2770.

Updated 4/10/26 AW

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RESOLUTION NO. FD 26-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, 2026,
THROUGH JUNE 30, 2027
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 2026/2027 cost for 5,271 acres is $47.55 per acre for a total cost of $280,963.01, which includes a 12.10% 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 July 1, 2026, in the total amount of $280,963.01. This agreement provides Wildland services during the State fiscal year 2026/2027.

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

Resolution No. FD 26-XXX - Page 1 of 2
ATTACHMENT 2

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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.

PASSED, APPROVED, AND ADOPTED this 17th day of June 2026.

Resolution No. FD 26-XXX - Page 2 of 2

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ATTACHMENT 3
7 0
1 0
Rancho Cucamonga Fire Protection District
10500 Civic Center Dr.

Rancho Cucamonga, CA 91730
June 17, 2026
Alison Hesterly
Battalion Chief Admin – Unit PIO
San Bernardino-Inyo-Mono Unit
3800 N. Sierra Way
San Bernardino, CA 92405
Re: CAL FIRE LG-1 Cooperative Fire Protection Reimbursement Agreement Contract Number: 3CA07717 ("Agreement") Notice of Intent for Continuation of Services.

Dear Chief Hesterly,
Rancho Cucamonga Fire Protection District ("Local Agency") and the Department of Forestry and Fire Protection ("CAL FIRE") entered into the Agreement, which was approved on June 21, 2026, by the Department of General Services.

This letter serves as Notice of Intent for Continuation of Services under Exhibit C, Section 4 Item A of the CAL FIRE LG-1 Cooperative Fire Protection Reimbursement Agreement.

The Agreement states in Exhibit C - General Terms and Conditions; Section 4; Item A of the Agreement that Local Agency is to provide written notice to CAL FIRE of its intent to extend or enter into a new agreement with CAL FIRE for fire protection services one year prior to the expiration of the Agreement.

Rancho Cucamonga Fire Protection District Intends to Continue Services with CAL FIRE.

Negotiations for a new agreement will begin before the existing contract expires on June 30, 2026.
___________________________________ _______________ Rancho Cucamonga Fire Protection District DATE
___________________________________
Title

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DATE: June 17, 2026
TO: Mayor and Members of the City Council
FROM: Elisa C. Cox, City Manager
INITIATED BY: Jennifer Gracia, Deputy City Manager
Nathan Hunt, Community Services Director
Zack Neighbors, Building and Safety Director
Jason C. Welday, Engineering Services Director
Ted Morales, Community Services Superintendent
SUBJECT: Consideration to Accept the Gold Star Families Memorial Monument Project and Associated Improvements Constructed by Legends Live Forever (Permit No. PMT2025-02757) Located at 11200 Base Line Road at Central Park and Approve a Licensing Agreement with the Woody Williams Foundation. (CITY)
RECOMMENDATION:

Staff recommend the City Council:

1. Accept the Gold Star Families Memorial Monument and associated improvements constructed by Legends Live Forever under Permit No. PMT2025-02757 located at Central Park, 11200 Base Line Road; and

2. Approve a licensing agreement between the City and the Woody Williams Foundation for the monument design.

BACKGROUND:

The term Gold Star Families refers to families from which a military service member made the ultimate sacrifice, the loss of life while serving active duty in the United States Armed Forces. The non-profit, Legends Live Forever, formed a Gold Star Families Memorial Monument project committee in partnership with the non-profit, Woody Williams Foundation, Inc., with the goal to fund, construct, and install a monument in Rancho Cucamonga.

In 2024, the City worked with Legends Live Forever and successfully identified a monument site location, Central Park, to honor Gold Star Families and their loved ones. The location selected compliments the adjacent Freedom Courtyard, recurring patriotic events traditionally hosted onsite (Memorial Day and Veterans Day), and aligns effectively with park usage and accessibility.

The necessary monument project design and architecture plans were filed by Legends Live Forever in 2025 and were reviewed and approved by the City under Permit No. PMT2025-02757.

Once sufficient funding was secured by Legends Live Forever to proceed with the Woody Williams Foundation Gold Star Families Memorial Monument project, a groundbreaking ceremony was hosted January 15, 2026, and construction commenced.

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The official dedication ceremony for the monument was held in conjunction with the City’s 2026 Memorial Day special event, which took place on May 25, 2026.

ANALYSIS:

The Gold Star Families Memorial Monument is a two-sided tribute made of granite that is formed with four panels. One side of the monument is a tribute to Gold Star Families and relatives, while the other side highlights four key topics per monument panel of: Homeland (city monument is located), Family (brave spirit of military families), Patriot (selfless service to support and defend nation), and Sacrifice (Gold Star Families and their loved one). Near the center of this tribute is a silhouette of a saluting service member, which represents the legacy of the loved ones who have paid the ultimate sacrifice for freedom. The monument design and components were established by the Woody Williams Fondation, a non-profit based in Kentucky, which is focused on honoring and recognizing Gold Star Families. Similar monuments are located throughout the country.

The Legends Live Forever non-profit was established in Rancho Cucamonga by a Gold Star family member, honoring the fallen US Marine Lance Corporal Dylan Merola. Legends Live Forever entered a partnership with the Woody Willams Foundation and the City, to create a Gold Star Families memorial in the city. The monument provides a place of permanence for Gold Star Families, and the community, to honor, reflect, and remember service members’ sacrifices made for the country.

The placement of the Gold Star Families Memorial Monument at Central Park has a direct line of sight to Freedom Courtyard, honoring the men and women of the Armed Forces.

Legends Live Forever was solely responsible for funding all aspects of the Gold Star Families Memorial Monument related to acquisition of materials, installation, and construction.

Upon accepting the monument and its associated improvements, the memorial and all peripheral park improvements made during this project will become the property of the City. Future maintenance, upkeep, and monument management will be at the City’s sole discretion. Legends Live Forever has acknowledged their formal obligations to the City will be complete once the City accepts the donated monument and will be available for future project discussions on an as needed basis. The attached agreement between the Woody Williams Foundation and the City will grant a license to the City to hold limited, non-exclusive, non-transferable, and non-sublicensable license to use, reproduce, and publicly display the trademark and logo for the non-profit and any and all designs of the monument.

The Gold Star Families Memorial Monument installation and construction of associated improvements, related to Permit No. PMT2025-02757 has been reviewed and all work performed has been completed to project specifications as required by City.

FISCAL IMPACT:

There is no fiscal impact to accept project as complete. Annually, City will address maintenance funding during budget adoption per fiscal year.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This action aligns with the City Council Core Value of a relentless pursuit of improvement.

ATTACHMENTS:

Attachment 1 - Licensing Agreement
Attachment 2 - Vicinity Map

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ATTACHMENT 1

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Vicinity Map – Gold Star Families Memorial Monument (GSFMM) at Central Park ATTACHMENT 2
Gold Star Families Memorial
Monument (GSFMM)

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DATE:June 17, 2026
TO:Mayor and Members of the City Council
FROM:Elisa C. Cox, City Manager
INITIATED BY: Julie A. Sowles, Deputy City Manager
Robert Neiuber, Human Resources Director
Emily Nielsen, Senior Human Resources Business Partner
SUBJECT: Consideration to Adopt a Resolution Approving a Memorandum of Understanding between the City of Rancho Cucamonga and the Teamsters Local 1932, Including Amending the Teamsters Local 1932 Salary Schedule for Fiscal Year 2026-27. (RESOLUTION NO. 2026-052) (CITY)
RECOMMENDATION:

Staff recommends the City Council adopt the attached resolution approving a three-year memorandum of understanding between the City of Rancho Cucamonga and the Teamsters Local 1932, including amending the Teamsters Local 1932 salary schedule for Fiscal Year 2026-

27. BACKGROUND:

The City Council previously approved a twelve-month memorandum of understanding between the City of Rancho Cucamonga and the Teamsters Local 1932, effective July 1, 2025, to June 30, 2026.

In January 2026, the City and the Teamsters Local 1932 began negotiations to the MOU. After meeting and conferring in good faith, the City and the Teamsters Local 1932 came to a tentative agreement.

ANALYSIS:

The parties agreed to a three-year memorandum of understanding and agreed to:
3% cost of living adjustment (COLA) effective the first full pay period in July 2026, or the first full pay period after City Council approval, whichever is later, a 3% COLA effective the first full pay period in July 2027, and a 3% COLA effective the first full pay period in July 2028.
Addition of Mechanic I, Mechanic II, and Mechanic III classification to the list of represented classifications.
Effective the first full pay period in January 2027, adjustments to the bottom and top of the classification salary ranges will occur as follows:
oElectrician – 5%
oEquipment Operator – 5%

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oInventory Specialist/Mat – 5%
oLead Maintenance Worker – 5%
oLead Mechanic – 3.56%
oMaintenance Coordinator – 5%
oMaintenance Worker – 5%
oMechanic I (Set at 10% below Mechanic II)
oMechanic II (Current Mechanic) – 5%
oMechanic III (Set at 5% above Mechanic II)
oSenior Maintenance Worker – 5%
oSignal and Lighting Coordinator – 5%
oSignal and Lighting Technician – 5%
Effective the first full pay period in January 2028, adjustments to the bottom and top of the classification salary ranges will occur as follows:
oElectrician – 5%
oEquipment Operator – 4%
oInventory Specialist/Mat – 5%
oLead Maintenance Worker – 4%
oLead Mechanic – 3.56%
oMaintenance Coordinator – 5%
oMaintenance Worker – 5%
oMechanic I (Set at 10% below Mechanic II)
oMechanic II (Current Mechanic) – 5%
oMechanic III (Set at 5% above Mechanic II)
oSenior Maintenance Worker – 5%
oSignal and Lighting Coordinator – 3%
oSignal and Lighting Technician – 3%
Effective the first full pay period in January 2029, adjustments to the bottom and top of the classification salary ranges will occur as follows:
oElectrician – 0%
oEquipment Operator – 2.01%
oInventory Specialist/Mat – 1.58%
oLead Maintenance Worker – 2.01%
oLead Mechanic – 3.56%
oMaintenance Coordinator – 2.01%
oMaintenance Worker – 1.58%
oMechanic I (Set at 10% below Mechanic II)
oMechanic II (Current Mechanic) – 0.95%
oMechanic III (Set at 5% above Mechanic II)
oSenior Maintenance Worker – 2.06%
oSignal and Lighting Coordinator – 2.41%
oSignal and Lighting Technician – 3.04%
The changes to the salary ranges do not affect employee pay unless an employee is now paid less than the bottom of the range. In that case, the employee would move up to the new bottom of the range.
Updated language on the Professional Development Plans, including providing a stipend of $500 for employees that complete their My Action Plan and are at the top step of their salary range, and not currently on a Performance Improvement Plan. $250 per month increase to Medical ($1,800 per month) effective the first full pay period in December 2026; $100 per month increase to Medical ($1,900 per month) effective the first full pay period of December 2027; $100 per month increase to Medical ($2,000 per

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3 5
5 9
month) effective the first full pay period of December 2028. Addition of Teamsters Healthcare Trust for all Teamsters Local 1932 covered employees as a voluntary employees’ beneficiary association (VEBA). Employee deductions for the Teamsters Healthcare Trust shall begin the first full pay period in July 2027. There are no City contributions to the Teamsters Healthcare Trust.
Adjusting future vacation buy back dates to be paid to employees on a pay period with their regularly scheduled check.
Adding clarifying language regarding salary on promotion, acting pay/out of class pay, safety footwear and uniform allowance, tuition reimbursement, encouraging professional development, membership dues, all-hands meetings, disciplinary procedures, and disciplinary appeal procedures.
Increase tuition reimbursement to $7,000 per year.
Incorporation of previously approved side letter language regarding sick leave accrual for new employees.
Update and remove old MOU language.

Staff recommends the City Council adopt the attached resolution approving a three-year MOU between the City and the Teamsters Local 1932, including amending the salary schedule for Fiscal Year 2026-27. Upon approval of this agreement by the City Council, the MOU would be effective July 1, 2026.

FISCAL IMPACT:

The negotiated three-year MOU has an estimated increased cost of $531,851 for FY 2026-27, $400,709 for FY 2027-28, and $397,653 for FY 2028-29.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This item addresses the City’s vision to create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive.

ATTACHMENTS:

Attachment 1 – Resolution, Teamsters Local 1932 Memorandum of Understanding, and Teamsters Local 1932 Salary Schedule

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RESOLUTION NO. 2026-XXX

A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

RANCHO CUCAMONGA, CALIFORNIA, APPROVING A

MEMORANDUM OF UNDERSTANDING BETWEEN THE CITY
OF RANCHO CUCAMONGA AND THE TEAMERS LOCAL 1932,
INCLUDING AMENDING THE TEAMSTERS LOCAL 1932
SALARY SCHEDULE FOR FISCAL YEAR 2026-2027.

WHEREAS, representatives of the City of Rancho Cucamonga (City) and the Teamsters Local 1932 have met and conferred pursuant to the provisions of the Meyers -Milias-Brown Act (California Government Code §3500, et seq.) with regard to terms and conditions of employment; and

WHEREAS, representatives of the City and the Teamsters Local 1932 have agreed upon and presented to this City Council a three-year Memorandum of Understanding effective July 1, 2026, to June 30, 2029; and

WHEREAS, the City Council of the City of Rancho Cucamonga has previously adopted salary resolutions establishing salary ranges, benefits, and other terms of employment for employees of the City of Rancho Cucamonga; and

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF RANCHO CUCAMONGA HEREBY RESOLVES that said Memorandum of Understanding with the Teamsters Local 1932 is hereby approved and the City Manager is hereby authorized to sign said Memorandum of Understanding (Exhibit A) on behalf of the City of Rancho Cucamonga, and the City Clerk to attest thereto.

THEREFORE, BE IT RESOLVED by the City Council of the City of Rancho Cucamonga, California to approve the attached Teamsters Local 1932 salary schedule (Exhibit B) effective July 13, 2026.

PASSED, APPROVED, AND ADOPTED this ______ day of ___________, 2026.

ATTACHMENT 1

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1 M

EMORANDUM OF UNDERSTANDING
CI

TY OF RANCHO CUCAMONGA
AND
TEAMSTERS LOCAL 1932
July 1, 2026 – June 30, 2029
Exhibit A

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2 MEMORANDUM OF UNDERSTANDING (MOU)

BETWEEN THE CITY OF RANCHO CUCAMONGA, CALIFORNIA
AND TEAMSTERS LOCAL 1932 (Teamsters)

SECTION 1: RECOGNITION

The City of Rancho Cucamonga recognizes the Teamsters Local 1932 (Teamsters) as the recognized employee organization for City employees in the Maintenance Bargaining Unit, comprised of the following classifications:

Electrician
Equipment Operator
Inventory Specialist/Mat
Lead Maintenance Worker
Lead Mechanic
Maintenance Coordinator
Maintenance Worker
Mechanic I
Mechanic II
Mechanic III
Senior Maintenance Worker
Signal and Lighting Coordinator
Signal and Lighting Technician

SECTION 2: COST OF LIVING ADJUSTMENT

Effective the first full pay period in July 202 6, or the first full pay period after Council approval, whichever is later all Teamsters covered employees will receive a 3% Cost of Living Adjustment (COLA).

Effective the first full pay period in July 2027, all Teamsters covered employees will receive a 3% Cost of Living Adjustment (COLA).

Effective the first full pay period in July 2028, all Teamsters covered employees will receive a 3% Cost of Living Adjustment (COLA).

SECTION 3: SALARY STRUCTURE AND RANGE ADJUSTMENTS

As of the effective date of the MOU, all employees will be assigned to salary ranges which are no less than 20% below the control point and no more than 10% above the control point. Actual salary within the range is determined by performance, achievement of goals and objectives, or for recent appointments, growth within the position.

Effective the first full pay period in January 2027, adjustments to the bottom and top of the classification salary ranges will occur as outlined below:

5% Electrician
5% Equipment Operator
5% Inventory Specialist/Mat
5% Lead Maintenance Worker

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3 3.56% Lead Mechanic
5% Maintenance Coordinator
5% Maintenance Worker
Mechanic I (Set at 10% below Mechanic II)
5% Mechanic II (Current Mechanic)
Mechanic III (Set at 5% above Mechanic II)
5% Senior Maintenance Worker
5% Signal and Lighting Coordinator
5% Signal and Lighting Technician

These changes to the salary ranges do not affect employee pay unless an employee is now paid less than the bottom of the range. In that case, the employee would move up to the new bottom of the range.

Effective the first full pay period in January 2028, adjustments to the bottom and top of the classification salary ranges will occur as outlined below:

5% Electrician
4% Equipment Operator
5% Inventory Specialist/Mat
4% Lead Maintenance Worker

3.56% Lead Mechanic
5% Maintenance Coordinator
5% Maintenance Worker
Mechanic I (Set at 10% below Mechanic II)
5% Mechanic II (Current Mechanic)
Mechanic III (Set at 5% above Mechanic II)
5% Senior Maintenance Worker
3% Signal and Lighting Coordinator
3% Signal and Lighting Technician

Effective the first full pay period in January 2029, adjustments to the bottom and top of the classification salary ranges will occur as outlined below:

0% Electrician

2.01% Equipment Operator

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4 1.58% Inventory Specialist/Mat

2.01% Lead Maintenance Worker

3.56% Lead Mechanic

2.01% Maintenance Coordinator

1.58% Maintenance Worker
Mechanic I (Set at 10% below Mechanic II)

0.95% Mechanic II (Current Mechanic)
Mechanic III (Set at 5% above Mechanic II)

2.06% Senior Maintenance Worker

2.41% Signal and Lighting Coordinator

3.04% Signal and Lighting Technician

*See Appendix A for more information on the Mechanic Series

SECTION 4: SALARY SURVEY

The City shall conduct a salary survey of labor market cities approximately six months before the start of new labor negotiations for the next MOU.

Subsequently, the City will conduct a compensation survey of all covered classifications using the City’s current survey methodology (salary and salary plus medical and EPMC). Positions with four or less comparable positions shall be benchmarked to another Teamsters position.

SECTION 5: PROFESSIONAL DEVELOPMENT PLAN

The annual performance review shall be replaced with a professional development plan and at least two (2) coaching check-ins per year.

The City has formed a committee of all bargaining groups who have agreed to change from an annual performance review to an annual professional development plan, which includes Teamsters Local 1932. The committee reviewed the form(s) and processes for members and their supervisors and developed the annual professional development plan known as My Action Plan (MAPs). Training and sample forms will be provided to employees and supervisors to assist with the professional development plan and coaching check-ins. The City will review the form(s) and process with this committee at least every three (3) years to assure their usefulness for employees and supervisors.

Teamsters Local 1932 covered employees starting a probationary period will be eligible to receive up to five percent (5%) through the term of their probationary period per the City's Personnel Rules and Regulations, and would then be eligible for a merit increase in the next professional development plan cycle as long as the probationary period was completed before the end of November (e.g., an employee whose probationary period ends during the months of March through November would be eligible for the February increase; an employee whose probationary

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5 period ends during the months of December through February would not be eligible for an additional increase until the February of the following year).

In November of each year, employees and their supervisors will work together to develop the employees’ Professional Development Plan. The plan must be completed by the employee and the supervisor by the end of the second week of December each year.

Sample Professional Development Plan Timeline:
• First and Second week of November - Employee completes "My Action Plan". • Third and Fourth week of November - Employee and supervisor work together on the Plan, and supervisor reviews the plan with their manager (as determined by the department). • Remainder of November through the second week of December - Supervisor finalizes the employee's Professional Development Plan taking into account the input of the departmental review. Supervisor goes over the Professional Development Plan with the employ ee prior to submittal.

Upon submission of the completed Professional Development Plan in December (as outlined in the timeline above), employees who are not at top of their salary range will receive a merit increase of five percent (5%), but no greater than top of their salary range, which will be reflected in the first full pay period the following February. Employees at the top of their salary range receive a non-PERSable stipend of $500, paid in conjunction with the check from the first full pay period in February. Eligible employees either move up in their salary range by 5% (but no greater than top of the range) or receive the $500 stipend the first full pay period in February.

There shall be no retroactivity for Professional Development Plans where the employee portion is not timely submitted to the supervisor by the end of the second week of November. If, due to unforeseen circumstances, the employee is unable to submit the Professional Development Plan by the end of the second week of November, the City agrees to provide additional time and/or resources as necessary.

Employees on a Performance Improvement Plan (PIP) as of December will not be eligible for a merit increase or a stipend. All Performance Improvement Plans will be reviewed in November.

SECTION 6: LIFE INSURANCE

The City provides $30,000 base coverage of life insurance for all employees. Employees who want to purchase additional life insurance coverage with personal funds may do so at the City’s group rate.

SECTION 7: HEALTH INSURANCE

A. Health Insurance Contribution

Effective the first full pay period in July 2026 , the City shall provide employee and family insurance for all existing full -time continuous salaried employees within the bargaining group, subject to limitation that no such monthly funding by the City shall exceed $1, 550 per month.

Effective the first full pay period in December 2026, the City contribution shall increase to $1,800 per month.

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6 Effective the first full pay period in December 2027, the City contribution shall increase to $1,900 per month.

Effective the first full pay period in December 2028, the City contribution shall increase to $2,000 per month.

B Cash In-Lieu Payment

Beginning in 2023 represented employees may waive coverage under a City-paid medical insurance plan and receive a $300 per month cash- in-lieu payment if they meet ACA requirements.

To be eligible, an employee must provide the following:

(1) proof that the employee and all individuals for whom the employee intends to claim a personal exemption deduction for the taxable year or years that begin or end in or with the City’s plan year to which the opt -out applies (“tax family”), have or will have minimum essential coverage through another source (other than coverage in the individual market, whether or not obtained through Covered California) for the plan year to which the opt - out arrangement applies (“opt-out period”); and

(2) the employee must sign an attestation that the employee and his/her tax family have or will have such minimum essential coverage for the opt-out period. An employee must sign an attestation every plan year at open enrollment or within 30 days after the start of the plan year. The opt-out payment cannot be made, and the City will not, in fact, make payment if the employer knows that the employee or tax family member does not have such alternative coverage, or if conditions in this paragraph are not otherwise satisfied.

C Affordable Care Act Reopener

The Teamsters or City may reopen negotiations on the issue of health insurance benefits to address changes to or the elimination of the ACA and in order to avoid penalties or taxes under the ACA or other statutory scheme that may result f rom an interpretation of the ACA or other statutory scheme by the Internal Revenue Service or other federal agency (including, but not limited to, a revenue ruling, regulation or other guidance) or state agency, or a ruling by a court of competent jurisdiction. These negotiations will not result in a reduction or increase in the amount the City provides for employee health coverage.

SECTION 8: RETIREE MEDICAL

Subject to the conditions stated below, effective upon a service or disability retirement from City service at or beyond age 55 with 10 consecutive years of City service at the time of retirement, retirees shall be eligible to 100% personally fund, without any City contribution, participation in a group health insurance program(s) which is making group health insurance available to the City’s retirees.

It is agreed and acknowledged by the parties to this MOU that no representation is or can be made by the City, that such group retiree health insurance is available, or if available, will remain available for any specific future period of time.

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7 If no such group health insurance is reasonably available, or if the private carrier(s) terminates such coverage as to the retiree group or any individual group member, the City shall have no obligation/duty to self-fund or otherwise provide insurance or replacement insurance.

All premiums for the retiree and/or eligible dependents shall be borne by the retiree. The City shall advance and submit the necessary premiums to the carrier(s), subject to the retiree reimbursing the City not later than 30 calendar days after City payment of the premium. Failure to timely reimburse the City shall result in no further premium payments being made by the City, resulting in termination of insurance coverage.

The City’s duty to advance said premiums shall terminate at age 65 of the retiree, regardless of whether or not the retiree is eligible for Medicare. City shall advise the group carrier of the insured’s status as a retiree. Coverage eligibility shall then be solely determined by the group insurance carrier(s).

It is likely that premium rates for retirees and/or dependents shall be greater than rates for employees. Regardless, retirees shall pay 100% of said rates.

If at any time, it is determined by any group health insurance carrier that the City is prohibited from seeking premium reimbursement from a retiree, City affiliation and retiree enrollment in said group insurance plan shall immediately terminate upon rendering of the insurance carrier’s decision. In such case, no retiree shall seek reimbursement from the City for any prior premiums paid by the retiree to the City as and for premium reimbursement.

SECTION 9: Teamsters Healthcare Trust

Teamsters Local 1932 will provide a Healthcare Trust for all Teamster Local 1932 covered employees. The City agrees to make agreed upon deductions from employee’s pay. The City will review the trust documents and other provisions to ensure that the City will not be held liable or carry any obligation to the trust other than making the agreed upon payroll deductions. The deduction will not begin until the first full pay period in July of 2027 . The City has until then to review and discuss with the trust attorneys to ensure there is no liability on the City’s behalf.

The Retiree Trust under the existing Teamsters Local 1932 Health and Welfare Trust Agreement (“Trust Agreement”) is a Teamsters sponsored trust that constitutes a voluntary employees’ beneficiary association (VEBA) under section 501(c)(9) of the Internal Revenue Code. The Retiree Trust will provide eligible retirees of a Teamsters represented bargaining unit without regard to union membership with certain healthcare benefits, the terms of which are summarized in paragraph (b) below. (b) Retiree Trust. Teamsters acknowledges that (i) the City of Rancho Cucamonga is not a party to any part of the Trust Agreement, including but not limited to the Retiree Trust, (ii) the City is not subject to the terms of the Trust Agreement or any union welfare benefit plan or other arrangement funded by the Trust Agreement, and the City has no responsibility or authority whatsoever for providing or overseeing any benefits provided under the Trust Agreement or any such plan or arrangement, (iii) the preceding statements will continue to apply on and after the City adoption of and expiration of this article and (iv) the City’s sole obligation under this article is to distribute employee contributions to the Retiree Trust in accordance with paragraph (c) below. Subject to the preceding paragraph, certain features of the Retiree Trust under the Trust Agreement are summarized below. Teamsters agrees that if at any time the provisions summarized below differ from or are inconsistent with the Retiree Trust (or any welfare benefit plan or arrangement funded by the Retiree Trust), or if the Trust Agreement’s

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8 VEBA status is at issue or under investigation by any federal or state enforcement authority, Teamsters shall notify the City in writing as soon as administratively practicable but no later than fourteen (14) days from the effective date of any of the issues described above. In addition, Teamsters agree to provide advance written notice to the City regarding any changes to the Retiree Trust’s terms, including but not limited to any significant change affecting benefits funded by the Retiree Trust. (1) Benefits. The assets of the Retiree Trust are dedicated to providing retiree healthcare benefits to eligible retirees and paying the administrative expenses incurred by the Retiree Trust (or any welfare benefit plan or arrangement funded by the Retiree Trust). The benefits will meet the definition of coverage under section 106 of the Internal Revenue Code. In accordance with section 106, the benefits may be in the form of reimbursement of eligible healthcare expenses (“Retiree Subsidy”) or retiree healthcare coverage.

The employee contributions shall not increase or decrease based on the cost of healthcare premiums, amount of the Retiree Subsidy, or coverages offered by the plans in the Retiree Trust.

Under no circumstance shall the City be obligated to deduct from an employee’s pay warrant any amount greater than the fixed percentage of an employee’s base rate of pay indicated below. “Wages” for purposes of this article shall be defined as all earnings (including Modified Benefit Option) minus any flat rate differential s. (d) Grievance. No aspect of the Trust Agreement, including but not limited to the Retiree Trust component or any benefit provided through or funded by the Trust Agreement or Retiree Trust component is subject to review through the Grievance Procedure. In that to the extent the Trustees determine to terminate the healthcare coverage for retirees, the City would be notified of such termination 120 days prior to the date of termination; Teamsters Local 1932 and the International Brotherhood of Teamsters shall defend, indemnify and hold harmless the City and its officers, employees, and agents, from any claim, loss, liability, cause of action or administrative proceeding arising out of the terms of the Retiree Trust or from any and all decisions and actions made by the Retiree Trust .

Employee deductions for the Teamsters Healthcare Trus t shall begin the first full pay period in July 2027, the second year of the MOU, in the amount of .5% of all Teamster Local 1932 covered employees’ base rate of pay. That deduction will increase the first full pay period in July 2028, in the amount of an additional .5% (a total of 1%) of all Teamster Local 1932 covered employees’ base rate of pay. The City shall not be liable to Teamsters Local 1932, employees, or any party by reason of the requirements of this Article for the remittance of any sum other than those constituting actual deductions made from employee wages earned. Teamsters shall hold the City harmless for any and all claims, demands, suits, orders, judgments or other forms of liability that may arise out of or by reason of action taken by the City under this Article.

If the C ity finds a GASB liability under the Teamster plan the City shall meet with the union to show such liability. The plan will not then be part of the MOU and the wages deducted for the Teamsters retirement plan shall not be deducted. If Teamsters Local 1932 does not agree with the city’s reasoning on what they may deem as GASB liability, either the union or the City can call for a reopener on that particular issue. Should the City determine a GASB liability exists, the City will share any reports or documents it relied upon in making that determination with the Teamsters Local 1932 as part of the meet and confer process.

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Rancho Cucamonga City CouncilJune 17, 2026

Rancho Cucamonga City Council
June 17, 2026