Agenda packet — Rancho Cucamonga City Council, October 21, 2026 (part 2 of 6)

Managed Account Security Transactions & Interest For the Month Ending September 30, 2026 CITY OF RANCHO CUCAMONGA, FIRE PROT DIS - 73340100
Transaction Type
Trade Settle Security Description CUSIP Par Proceeds
Principal Accrued
Interest Total Cost
Realized G/L Realized G/L Sale
Amort Cost Method

INTEREST
09/15/26 TAOT 2026-A A3
DTD 01/21/2026 3.860% 09/16/2030
09/15/26 89240KAD0 0.00 482.50 482.50
09/15/26 AMXCA 2025-2 A
DTD 05/13/2025 4.280% 04/15/2030
09/15/26 02582JKP4 0.00 1,480.17 1,480.17
09/15/26 FORDO 2025-A A3
DTD 03/25/2025 4.450% 10/15/2029
09/15/26 34535KAD0 0.00 1,687.29 1,687.29
09/15/26 WFCIT 2025-A1 A
DTD 06/10/2025 4.340% 05/15/2030
09/15/26 92970QAJ4 0.00 1,971.08 1,971.08
09/15/26 AMXCA 2024-3 A
DTD 07/23/2024 4.650% 07/15/2029
09/15/26 02589BAE0 0.00 1,336.88 1,336.88
09/15/26 COPAR 2025-1 A3
DTD 11/05/2025 3.850% 07/15/2030
09/15/26 14043YAD7 0.00 449.17 449.17
09/15/26 HART 2024-C A3
DTD 10/16/2024 4.410% 05/15/2029
09/15/26 448976AD2 0.00 655.71 655.71
09/15/26 FORDO 2026-A A3
DTD 03/24/2026 4.050% 10/15/2030
09/15/26 34532WAD7 0.00 1,231.88 1,231.88
09/15/26 HART 2026-A A3
DTD 02/18/2026 3.790% 02/18/2031
09/15/26 448981AD2 0.00 552.71 552.71
09/15/26 HAROT 2025-4 A3
DTD 11/12/2025 3.980% 06/17/2030
09/15/26 43814XAD5 0.00 845.75 845.75
09/15/26 WFCIT 2024-A2 A
DTD 10/24/2024 4.290% 10/15/2029
09/15/26 92970QAE5 0.00 1,001.00 1,001.00
09/15/26 HAROT 2024-4 A3
DTD 10/24/2024 4.330% 05/15/2029
09/15/26 43816DAC9 0.00 1,319.73 1,319.73
09/15/26 HOME DEPOT INC (CALLABLE)
DTD 09/15/2025 3.950% 09/15/2030
09/15/26 437076DJ8 0.00 1,876.25 1,876.25
09/15/26 FORDO 2025-B A3
DTD 09/26/2025 3.910% 04/15/2030
09/15/26 34532BAG6 0.00 782.00 782.00
09/15/26 HART 2025-C A3
DTD 09/17/2025 3.880% 04/15/2030
09/15/26 44935JAD8 0.00 1,002.33 1,002.33
09/15/26 USAOT 2025-A A3
DTD 10/09/2025 3.950% 12/17/2029
09/15/26 90327HAC3 0.00 2,040.83 2,040.83
09/15/26 TAOT 2025-D A3
DTD 10/23/2025 3.840% 06/17/2030
09/15/26 89231GAD0 0.00 1,040.00 1,040.00
PFM Asset Management, a division of Account 73340100 Page 35 U.S. Bancorp Asset Management, Inc.

Page 1111119 ends

INTEREST
09/15/26 HAROT 2025-2 A3
DTD 05/08/2025 4.150% 10/15/2029
09/15/26 437921AD1 0.00 432.29 432.29
09/15/26 TAOT 2024-C A3
DTD 07/30/2024 4.880% 03/15/2029
09/15/26 89237QAD2 0.00 673.65 673.65
09/15/26 SALESFORCE INC (CALLABLE)
DTD 03/13/2026 4.650% 03/15/2029
09/15/26 79466LAR5 0.00 14,340.08 14,340.08
09/15/26 ALLYA 2025-1 A3
DTD 10/16/2025 3.960% 03/15/2030
09/15/26 02008KAC7 0.00 412.50 412.50
09/16/26 GMCAR 2024-4 A3
DTD 10/16/2024 4.400% 08/16/2029
09/16/26 38014AAD3 0.00 461.34 461.34
09/16/26 GMCAR 2025-2 A3
DTD 05/14/2025 4.280% 04/16/2030
09/16/26 362549AD9 0.00 356.67 356.67
09/19/26 BMW US CAPITAL LLC (CALLABLE)
DTD 03/19/2026 4.650% 03/19/2031
09/19/26 05565EDH5 0.00 13,950.00 13,950.00
09/20/26 VZMT 2025-3 A1A
DTD 03/31/2025 4.510% 03/20/2030
09/20/26 92348KDY6 0.00 1,710.04 1,710.04
09/20/26 BAAT 2025-1A A3
DTD 05/12/2025 4.350% 11/20/2029
09/20/26 05594BAD8 0.00 301.52 301.52
09/20/26 VALET 2025-2 A3
DTD 11/25/2025 3.920% 03/20/2030
09/20/26 92869QAD1 0.00 718.67 718.67
09/20/26 TLOT 2026-A A4
DTD 02/17/2026 3.870% 06/20/2030
09/20/26 89240MAE4 0.00 1,096.50 1,096.50
09/20/26 VALET 2025-1 A3
DTD 03/25/2025 4.500% 08/20/2029
09/20/26 92868MAD1 0.00 1,406.25 1,406.25
09/21/26 HAROT 2023-4 A3
DTD 11/08/2023 5.670% 06/21/2028
09/21/26 438123AC5 0.00 117.03 117.03
09/21/26 HAROT 2026-1 A3
DTD 02/18/2026 3.780% 09/23/2030
09/21/26 43815CAD0 0.00 472.50 472.50
09/25/26 BMWOT 2025-A A3
DTD 02/12/2025 4.560% 09/25/2029
09/25/26 096924AD7 0.00 1,039.99 1,039.99
09/25/26 CHAOT 2025-2A A3
DTD 10/29/2025 3.860% 10/25/2030
09/25/26 16144MAD6 0.00 675.50 675.50
09/29/26 CITIBANK NA (CALLABLE)
DTD 09/29/2023 5.803% 09/29/2028
09/29/26 17325FBB3 0.00 16,683.63 16,683.63
PFM Asset Management, a division of Account 73340100 Page 36 U.S. Bancorp Asset Management, Inc.

Page 11122200 ends

INTEREST
09/30/26 US TREASURY N/B
DTD 09/30/2022 3.875% 09/30/2029
09/30/26 91282CFL0 0.00 18,890.63 18,890.63
09/30/26 US TREASURY N/B
DTD 03/31/2021 1.250% 03/31/2028
09/30/26 91282CBS9 0.00 4,500.00 4,500.00
09/30/26 US TREASURY N/B
DTD 03/31/2023 3.625% 03/31/2028
09/30/26 91282CGT2 0.00 19,846.88 19,846.88
09/30/26 US TREASURY N/B
DTD 10/02/2023 4.625% 09/30/2028
09/30/26 91282CJA0 0.00 22,662.50 22,662.50
09/30/26 US TREASURY N/B
DTD 03/31/2022 2.375% 03/31/2029
09/30/26 91282CEE7 0.00 14,250.00 14,250.00
09/30/26 US TREASURY N/B
DTD 03/31/2023 3.625% 03/31/2030
09/30/26 91282CGS4 0.00 7,884.38 7,884.38
09/30/26 US TREASURY N/B
DTD 04/01/2024 4.125% 03/31/2031
09/30/26 91282CKF7 0.00 12,375.00 12,375.00
09/30/26 US TREASURY N/B
DTD 09/30/2025 3.625% 09/30/2030
09/30/26 91282CPA3 0.00 3,625.00 3,625.00
Transaction Type Sub-Total 0.00 273,358.96 273,358.96

PAYDOWNS
09/25/26 FNA 2023-M6 A2
DTD 07/01/2023 4.190% 07/01/2028
09/01/26 3136BQDE6 60.47 60.47 0.00 60.47 2.25 0.87
09/25/26 FHMS K505 A2
DTD 07/01/2023 4.819% 06/01/2028
09/01/26 3137HACX2 478.76 478.76 0.00 478.76 (0.41) (0.15) 09/15/26 HART 2024-C A3
DTD 10/16/2024 4.410% 05/15/2029
09/15/26 448976AD2 12,481.28 12,481.28 0.00 12,481.28 0.91 0.53 09/15/26 HAROT 2024-4 A3
DTD 10/24/2024 4.330% 05/15/2029
09/15/26 43816DAC9 26,905.72 26,905.72 0.00 26,905.72 111.41 71.67 09/15/26 MBART 2025-1 A3
DTD 01/23/2025 4.780% 12/17/2029
09/15/26 58773DAD6 15,659.15 15,659.15 0.00 15,659.15 3.33 2.26 09/15/26 TAOT 2024-C A3
DTD 07/30/2024 4.880% 03/15/2029
09/15/26 89237QAD2 12,308.24 12,308.24 0.00 12,308.24 0.01 0.00 09/16/26 GMCAR 2024-4 A3
DTD 10/16/2024 4.400% 08/16/2029
09/16/26 38014AAD3 9,771.41 9,771.41 0.00 9,771.41 1.88 1.17 PFM Asset Management, a division of Account 73340100 Page 37 U.S. Bancorp Asset Management, Inc.

Page 111222111 ends

PAYDOWNS
09/20/26 BAAT 2025-1A A3
DTD 05/12/2025 4.350% 11/20/2029
09/20/26 05594BAD8 5,758.24 5,758.24 0.00 5,758.24 0.40 0.27 09/21/26 HAROT 2023-4 A3
DTD 11/08/2023 5.670% 06/21/2028
09/21/26 438123AC5 2,729.84 2,729.84 0.00 2,729.84 0.49 0.20 09/25/26 BMWOT 2025-A A3
DTD 02/12/2025 4.560% 09/25/2029
09/25/26 096924AD7 17,418.07 17,418.07 0.00 17,418.07 1.72 1.12 Transaction Type Sub-Total 103,571.18 103,571.18 0.00 103,571.18 121.99 77.94 SELL
09/03/26 US TREASURY N/B
DTD 12/31/2024 4.375% 12/31/2029
09/02/26 91282CMD0 365,000.00 363,830.86 2,820.57 366,651.43 (1,996.09) (1,749.55) FIFO 09/03/26 TOYOTA MOTOR CREDIT CORP
DTD 09/20/2022 4.550% 09/20/2027
09/02/26 89236TKJ3 450,000.00 450,490.50 9,270.63 459,761.13 5,292.00 1,505.17 FIFO 09/08/26 US TREASURY N/B
DTD 03/31/2025 4.000% 03/31/2030
09/04/26 91282CMU2 250,000.00 246,044.92 4,398.91 250,443.83 (4,824.22) (4,592.13) FIFO 09/08/26 US TREASURY N/B
DTD 01/31/2023 3.500% 01/31/2030
09/04/26 91282CGJ4 360,000.00 348,932.81 1,335.33 350,268.14 (2,010.94) (4,618.01) FIFO 09/10/26 US TREASURY N/B
DTD 09/30/2020 0.375% 09/30/2027
09/09/26 91282CAL5 225,000.00 216,114.26 375.77 216,490.03 13,886.72 (336.01) FIFO 09/16/26 US TREASURY N/B
DTD 03/31/2025 4.000% 03/31/2030
09/15/26 91282CMU2 160,000.00 155,987.50 2,955.19 158,942.69 (4,837.50) (4,743.52) FIFO 09/16/26 US TREASURY N/B
DTD 03/31/2025 4.000% 03/31/2030
09/15/26 91282CMU2 445,000.00 433,840.23 8,219.13 442,059.36 (12,706.84) (12,287.28) FIFO 09/28/26 US TREASURY N/B
DTD 09/30/2020 0.375% 09/30/2027
09/25/26 91282CAL5 75,000.00 71,897.46 139.09 72,036.55 4,488.28 (381.74) FIFO Transaction Type Sub-Total 2,330,000.00 2,287,138.54 29,514.62 2,316,653.16 (2,708.59) (27,203.07) Managed Account Sub-Total (167,990.14) 301,738.55 133,748.41 (2,586.60) (27,125.13) Total Security Transactions ($167,990.14) $301,738.55 $133,748.41 ($2,586.60) ($27,125.13) PFM Asset Management, a division of Account 73340100 Page 38 U.S. Bancorp Asset Management, Inc.

Page 111222222 ends

DATE: October 21, 2026
TO: Mayor and Members of the City Council
FROM: Elisa C. Cox, City Manager
INITIATED BY: Matt Marquez, Economic Development Director Tanya Spiegel, Deputy Director of Economic Development
Eddie Flores, Management Analyst II
SUBJECT: Consideration of a Single-Source Procurement and Professional Services Agreement with MDG Associates, Inc. for Community Development Block Grant Administration, Home Improvement Program Administration, and Federal and State Labor Compliance Monitoring Services, in an Amount Not to Exceed $372,088 Over a Two-Year Term. (CITY)
RECOMMENDATION:

Staff recommends that the City Council approve a single-source procurement and Professional Services Agreement with MDG Associates, Inc. for Community Development Block Grant (CDBG) Administration, Home Improvement Program (HIP) Administration, and Federal and State Labor Compliance Monitoring services for a two-year term from November 7, 2026 through November 6, 2028, in an amount not to exceed $372,088.

BACKGROUND:

On April 19, 2023, the City Council approved a Professional Services Agreement with MDG Associates, Inc. following a competitive Request for Proposals (RFP #18/19-026) process for professional services associated with the administration and monitoring of the City's federally funded Community Development Block Grant Program. The City received three proposals through the competitive procurement process, and MDG Associates received the highest evaluation score.

Since that time, MDG Associates has provided professional consulting and technical support necessary for the City to administer its CDBG allocation in accordance with requirements established by the U.S. Department of Housing and Urban Development (HUD). Services include program administration, regulatory compliance, federal reporting, program monitoring, financial and programmatic recordkeeping, and related technical assistance.

MDG Associates also provides administration of the City's Home Improvement Program, including program implementation, applicant eligibility and income verification, environmental review, project coordination, contractor and bid administration, inspections, payment processing, recordkeeping, and compliance support.

The original agreement provided for an initial one-year term with options to renew in one-year increments. During a recent review of the agreement, the City determined that the prior renewal options were not formally exercised before expiration. As a result, a new Professional Services Agreement is required to continue CDBG and HIP administration services.

Page 111222333 ends

Page 2 of 3 ends

ANALYSIS:

Economic Development staff evaluated the City's continued need for professional CDBG and HIP administration services and coordinated with the City's Procurement team regarding the appropriate procurement approach for continued services. MDG Associates has supported administration of the City's CDBG Program since 2023 and has developed substantial institutional knowledge of the City's active programs, subrecipient activities, reporting requirements, financial and programmatic records, compliance history, and ongoing projects.

MDG Associates also brings extensive CDBG and HUD-specific experience, having provided community development consulting services since 1991 to local governments, state agencies, and HUD. The firm maintains experienced practitioners and subject matter experts in HUD Community Planning and Development programs, particularly CDBG, with additional expertise in housing rehabilitation, subrecipient management, grant administration, and Federal and State labor compliance.

MDG currently supports administration of the City's active FY 2026–27 CDBG Program, totaling approximately $1.32 million, which includes public service activities, the Home Improvement Program, the Concrete Rehabilitation Project, and Fair Housing services. MDG's responsibilities include coordinating with and monitoring subrecipients; reviewing program documentation, eligibility, invoices, and supporting records for compliance and reimbursement; assisting with solicitations and agreements associated with CDBG-funded activities; maintaining financial and programmatic records; and supporting required HUD reporting, monitoring, and other compliance activities.

An immediate transition to another consultant would require the transfer of active project files, subrecipient and contract documentation, financial records, compliance history, reporting responsibilities, and program-specific knowledge. This could result in duplication of effort, delays in invoice and project processing, interruptions to monitoring activities, and impacts to required HUD reporting and other federal compliance responsibilities.

To maintain continuity of existing CDBG and HIP activities, staff is recommending approval of a limited-term single-source procurement with MDG Associates, Inc. for a two-year term from November 7, 2026 through November 6, 2028. A Single-Source Justification has been prepared documenting MDG's current responsibilities, relevant CDBG/HUD experience, the potential impacts associated with an immediate transition, and the basis for continuing services during the proposed agreement period.

MDG Associates submitted an updated itemized proposal identifying the proposed scope of services, anticipated level of effort, and corresponding compensation. Under the previous agreement, annual compensation totaled $183,000, including $95,000 for CDBG Administration services and $88,000 for Home Improvement Program administration services. Under the proposed agreement, CDBG Administration will remain at $95,000 annually, while HIP Administration will be reduced to $75,044 annually. The proposed agreement will also include $16,000 annually for Federal and State Labor Compliance Monitoring associated with the Concrete Rehabilitation Project. The resulting annual contract amount is $186,044, for a two-year total not-to-exceed amount of $372,088.

During the two-year agreement period, Economic Development will coordinate with Procurement to develop and issue a competitive solicitation for future CDBG and related grant administration

Page 111222444 ends

Page 3 of 3 ends

services. Staff anticipates beginning the competitive Request for Proposals process in approximately May or June 2028, providing sufficient time to complete the solicitation, evaluation, award, and Council approval process before the MDG agreement expires on November 6, 2028.

FISCAL IMPACT:

There is no impact to the General Fund. The proposed Professional Services Agreement has a total not-to-exceed amount of $372,088 over the two-year term, or $186,044 annually, and will be funded through Fund F204 – Community Development Block Grant, Cost Center CC301 – Economic Development.

Funding for the agreement will be provided through the City's federally funded CDBG Program and applicable CDBG-funded program activities. CDBG Administration services will be funded through the City's annual CDBG allocation, of which up to 20% may be used for eligible program administration costs. Home Improvement Program and labor compliance monitoring services will be funded through the applicable CDBG program funding sources.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

Approval of the single-source procurement and Professional Services Agreement will support the continued administration and monitoring of the City's CDBG and HIP programs, helping ensure compliance with applicable federal requirements and maintaining the City's eligibility for CDBG funding. These programs support the City Council’s vision to create an equitable, sustainable, and vibrant city, rich in opportunity for all to thrive by helping to provide an excellent quality of life and safe and healthy community.

ATTACHMENTS:

Attachment 1 – Professional Services Agreement with MDG Associates, Inc.

Attachment 2 – Single-Source Justification for MDG Associates, Inc.

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PSA with Professional Liability Insurance (Non-Design) Page 1 Last Revised: 11/12/2020

AGREEMENT FOR

PROFESSIONAL SERVICES
THIS AGREEMENT is made and entered into this 7th day of November 2026, by and between the City of Rancho Cucamonga, a municipal corporation (“City”), and MDG Associates, Inc., a California corporation (“Consultant”).

RECITALS
A. City has heretofore issued a request for proposals to perform the following professional services: Community Development Block Grant (CDBG) and Home Improvement Program (HIP) Administration Services (“the Project”).

B. Consultant has submitted a proposal to perform the professional services described in Recital “A”, above, necessary to complete the Project.

C. City desires to engage Consultant to complete the Project in the manner set forth and more fully described herein.

D. Consultant represents that it is fully qualified and licensed under the laws of the State of California to perform the services contemplated by this Agreement in a good and professional manner.

AGREEMENT
NOW, THEREFORE, in consideration of performance by the parties of the mutual promises, covenants, and conditions herein contained, the parties hereto agree as follows:

1. Consultant’s Services.

1.1 Scope and Level of Services. Subject to the terms and conditions set forth in this Agreement, City hereby engages Consultant to perform all technical and professional services described in Recitals “A” and “B” above, including, but not limited to Community Development Block Grant (CDBG) Administration Services, Home Improvement Program (HIP) Administration Services, and Federal and State Labor Compliance Monitoring Services, all as more fully set forth in the Consultant’s proposal, dated August 18, 2026, entitled “Proposal for CDBG Administration, Home Improvement Program Implementation, and Labor Compliance Monitoring Services,” attached hereto as Exhibit "A" and incorporated herein by this reference. The nature, scope, and level of the services required to be performed by Consultant are set forth in the Scope of Work and are referred to herein as “the Services.” In the event of any inconsistencies between the Scope of Work and this Agreement, the terms and provisions of this Agreement shall control.

ATTACHMENT 1

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PSA with Professional Liability Insurance (Non-Design) Page 2 Last Revised: 11/12/2020

1.2 Revisions to Scope of Work. Upon request of the City, the Consultant will promptly meet with City staff to discuss any revisions to the Project desired by the City. Consultant agrees that the Scope of Work may be amended based upon said meetings, and, by amendment to this Agreement, the parties may agree on a revision or revisions to Consultant’s compensation based thereon. A revision pursuant to this Section that does not increase the total cost payable to Consultant by more than ten percent (10%) of the total compensation specified in Section 3, may be approved in writing by City’s City Manager without amendment.

1.3 Time for Performance. Consultant shall perform all services under this Agreement in a timely, regular basis consistent with industry standards for professional skill and care, and in accordance with any schedule of performance set forth in the Scope of Work, or as set forth in a “Schedule of Performance”, if such Schedule is attached hereto as Exhibit “A”.

1.4 Standard of Care. As a material inducement to City to enter into this Agreement, Consultant hereby represents that it has the experience necessary to undertake the services to be provided. In light of such status and experience, Consultant hereby covenants that it shall follow the customary professional standards in performing the Services.

1.5 Familiarity with Services. By executing this Agreement, Consultant represents that, to the extent required by the standard of practice, Consultant (a) has investigated and considered the scope of services to be performed, (b) has carefully considered how the services should be performed, and (c) understands the facilities, difficulties and restrictions attending performance of the services under this Agreement. Consultant represents that Consultant, to the extent required by the standard of practice, has investigated any areas of work, as applicable, and is reasonably acquainted with the conditions therein. Should Consultant discover any latent or unknown conditions, which will materially affect the performance of services, Consultant shall immediately inform City of such fact and shall not proceed except at Consultant’s risk until written instructions are received from the City Representative.

2. Term of Agreement. The term of this Agreement shall be two (2) years, commencing on November 7, 2026, and expiring on November 6, 2028, unless sooner terminated as provided herein. This Agreement shall not automatically renew. Any services required beyond November 6, 2028, shall be subject to a separate procurement and agreement in accordance with applicable City requirements

3. Compensation.

3.1 Compensation. City shall compensate Consultant as set forth in Exhibit A, provided, however, that full, total and complete amount payable to Consultant shall not exceed Three Hundred Seventy-Two Thousand Eighty-Eight Dollars ($372,088) over the two-year term of this Agreement, including all out of pocket expenses, unless additional compensation is approved by the City Council. City shall not withhold any federal, state or other taxes, or other deductions. However, City shall withhold not more

Page 1112227 ends

PSA with Professional Liability Insurance (Non-Design) Page 3 Last Revised: 11/12/2020
than ten percent (10%) of any invoice amount pending receipt of any deliverables reflected in such invoice. Under no circumstance shall Consultant be entitled to compensation for services not yet satisfactorily performed.

The parties further agree that compensation may be adjusted in accordance with Section 1.2 to reflect subsequent changes to the Scope of Services. City shall compensate Consultant for any authorized extra services as set forth in Exhibit A.

4. Method of Payment.

4.1 Invoices. Consultant shall submit to City monthly invoices for the Services performed pursuant to this Agreement. The invoices shall describe in detail the Services rendered during the period and shall separately describe any authorized extra services. Any invoice claiming compensation for extra services shall include appropriate documentation of prior authorization of such services. All invoices shall be remitted to the City of Rancho Cucamonga, California.

4.2 City shall review such invoices and notify Consultant in writing within ten (10) business days of any disputed amounts.

4.3 City shall pay all undisputed portions of the invoice within thirty (30) calendar days after receipt of the invoice up to the not-to-exceed amounts set forth in Section 3.

4.4 All records, invoices, time cards, cost control sheets and other records maintained by Consultant relating to services hereunder shall be available for review and audit by the City.

5. Representatives.

5.1 City Representative. For the purposes of this Agreement, the contract administrator and City’s representative shall be Matt Marquez or such other person as designated in writing by the City (“City Representative”). It shall be Consultant’s responsibility to assure that the City Representative is kept informed of the progress of the performance of the services, and Consultant shall refer any decisions that must be made by City to the City Representative. Unless otherwise specified herein, any approval of City required hereunder shall mean the approval of the City Representative.

5.2 Consultant Representative. For the purposes of this Agreement, David Munoz, is hereby designated as the principal and representative of Consultant authorized to act in its behalf with respect to the services specified herein and make all decisions in connection therewith (“Consultant’s Representative”). It is expressly understood that the experience, knowledge, capability and reputation of the Consultant’s Representative were a substantial inducement for City to enter into this Agreement.

Therefore, the Consultant’s Representative shall be responsible during the term of this Agreement for directing all activities of Consultant and devoting sufficient time to personally supervise the services hereunder. Consultant may not change the Responsible Principal without the prior written approval of City.

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PSA with Professional Liability Insurance (Non-Design) Page 4 Last Revised: 11/12/2020

6. Consultant’s Personnel.

6.1 All Services shall be performed by Consultant or under Consultant’s direct supervision, and all personnel shall possess the qualifications, permits, and licenses required by State and local law to perform such Services, including, without limitation, a City business license as required by the City’s Municipal Code.

6.2 Consultant shall be solely responsible for the satisfactory work performance of all personnel engaged in performing the Services and compliance with the standard of care set forth in Section 1.4.

6.3 Consultant shall be responsible for payment of all employees’ and subcontractors’ wages and benefits, and shall comply with all requirements pertaining to employer’s liability, workers’ compensation, unemployment insurance, and Social Security. By its execution of this Agreement, Consultant certifies that it is aware of the provisions of Section 3700 of the California Labor Code that require every employer to be insured against liability for Worker's Compensation or to undertake self-insurance in accordance with the provisions of that Code, and agrees to comply with such provisions before commencing the performance of the Services.

6.4 Consultant shall indemnify, defend and hold harmless City and its elected officials, officers and employees, servants, designated volunteers, and agents serving as independent contractors in the role of city or agency 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 shall have the right to offset against the amount of any fees due to Consultant under this Agreement any amount due to City from Consultant as a result of Consultant’s failure to promptly pay to City any reimbursement or indemnification arising under this Section 6.

7. Ownership of Work Product.

7.1 Ownership. All documents, ideas, concepts, electronic files, drawings, photographs and any and all other writings, including drafts thereof, prepared, created or provided by Consultant in the course of performing the Services, including any and all intellectual and proprietary rights arising from the creation of the same (collectively, “Work Product”), are considered to be “works made for hire” for the benefit of the City. Upon payment being made, and provided Consultant is not in breach of this Agreement, all Work Product shall be and remain the property of City without restriction or limitation upon its use or dissemination by City. Basic survey notes, sketches, charts, computations and similar data prepared or obtained by Consultant under this Agreement shall, upon request, be made available to City. None of the Work Product shall be the subject of any common law or statutory copyright or copyright application by Consultant. In the event of the return of any of the Work Product to Consultant or its representative, Consultant shall be responsible for its safe return to City. Under no circumstances shall Consultant fail to deliver any draft or final designs, plans, drawings, reports or specifications to City upon written demand by City for their delivery,

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notwithstanding any disputes between Consultant and City concerning payment, performance of the contract, or otherwise. This covenant shall survive the termination of this Agreement. City’s reuse of the Work Product for any purpose other than the Project, shall be at City’s sole risk.

7.2. Assignment of Intellectual Property Interests: Upon execution of this Agreement and to the extent not otherwise conveyed to City by Section 7.1, above, the Consultant shall be deemed to grant and assign to City, and shall require all of its subcontractors to assign to City, all ownership rights, and all common law and statutory copyrights, trademarks, and other intellectual and proprietary property rights relating to the Work Product and the Project itself, and Consultant shall disclaim and retain no rights whatsoever as to any of the Work Product, to the maximum extent permitted by law.

City shall be entitled to utilize the Work Product for any and all purposes, including but not limited to constructing, using, maintaining, altering, adding to, restoring, rebuilding and publicizing the Project or any aspect of the Project.

Consultant shall bear all costs arising from the use of patented, copyrighted, trade secret or trademarked documents, materials, software, equipment, devices or processes used or incorporated in the Services and materials produced under this Agreement. In the event City’s use of any of the Work Product is held to constitute an infringement and any use thereof is enjoined, Consultant, at its expense, shall: (a) secure for City the right to continue using the Work Product by suspension of any injunction or by procuring a license or licenses for City; or (b) modify the Work Product so that it becomes noninfringing. This covenant shall survive the termination of this Agreement.

8. Status as Independent Contractor. Consultant is, and shall at all times remain as to City, a wholly independent contractor. Consultant shall have no power to incur any debt, obligation, or liability on behalf of City or otherwise act as an agent of City. Neither City nor any of its agents shall have control over the conduct of Consultant or any of Consultant’s employees, except as set forth in this Agreement. Consultant shall not, at any time, or in any manner, represent that it or any of its officers, agents or employees are in any manner employees of City. Consultant shall pay all required taxes on amounts paid to Consultant under this Agreement, and to defend, indemnify and hold City harmless from any and all taxes, assessments, penalties, and interest asserted against

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City by reason of the independent contractor relationship created by this Agreement.

Consultant shall fully comply with the workers’ compensation law regarding Consultant and Consultant’s employees.

9. Confidentiality. Consultant may have access to financial, accounting, statistical, and personnel data of individuals and City employees. Consultant covenants that all data, documents, discussion, or other information developed or received by Consultant or provided for performance of this Agreement are confidential and shall not be disclosed by Consultant without prior written authorization by City. City shall grant such authorization if applicable law requires disclosure. All City data shall be returned to City upon the termination of this Agreement. Consultant’s covenant under this section shall survive the termination of this Agreement. This provision shall not apply to information in whatever form that is in the public domain, nor shall it restrict the Consultant from giving notices required by law or complying with an order to provide information or data when such an order is issued by a court, administrative agency or other legitimate authority, or if disclosure is otherwise permitted by law and reasonably necessary for the Consultant to defend itself from any legal action or claim.

10. Conflict of Interest.

10.1 Consultant covenants that it presently has no interest and shall not acquire any interest, direct or indirect, which may be affected by the Services, or which would conflict in any manner with the performance of the Services. Consultant further covenants that, in performance of this Agreement, no person having any such interest shall be employed by it. Furthermore, Consultant shall avoid the appearance of having any interest, which would conflict in any manner with the performance of the Services.

Consultant shall not accept any employment or representation during the term of this Agreement which is or may likely make Consultant “financially interested” (as provided in California Government Code §§1090 and 87100) in any decision made by City on any matter in connection with which Consultant has been retained.

10.2 Consultant further represents that it has not employed or retained any person or entity, other than a bona fide employee working exclusively for Consultant, to solicit or obtain this Agreement. Consultant has not paid or agreed to pay any person or entity, other than a bona fide employee working exclusively for Consultant, any fee, commission, gift, percentage, or any other consideration contingent upon the execution of this Agreement. Upon any breach or violation of this warranty, City shall have the right, at its sole and absolute discretion, to terminate this Agreement without further liability, or to deduct from any sums payable to Consultant hereunder the full amount or value of any such fee, commission, percentage or gift.

10.3 Consultant has no knowledge that any officer or employee of City has any interest, whether contractual, noncontractual, financial, proprietary, or otherwise, in this transaction or in the business of Consultant, and that if any such interest comes to the knowledge of Consultant at any time during the term of this Agreement, Consultant shall immediately make a complete, written disclosure of such interest to City, even if

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such interest would not be deemed a prohibited “conflict of interest” under applicable laws as described in subsection 10.1.

11. Indemnification.

11.1 Professional Services. In connection with its professional services, the Consultant shall defend, hold harmless and indemnify City, and its elected officials, officers, employees, servants, volunteers, and agents serving as independent contractors in the role of city or agency officials, (collectively, “Indemnitees”), with respect to any and all damages, liabilities, losses, reasonable defense costs or expenses (collectively, “Claims”), including but not limited to liability for death or injury to any person and injury to any property, to the extent the same out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant or any of its officers, employees, subcontractors, consultants, or agents in the performance of its professional services under this Agreement. Consultant shall reimburse all reasonable defense costs and expenses, including actual attorney’s fees and experts’ costs incurred in connection with such defense.

11.2 Other Indemnities. In connection with all Claims not covered by Section 11.1, the Consultant shall defend, hold harmless and indemnify the Indemnitees 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 non-professional acts, omissions, activities or operations of Consultant or any of its officers, employees, subcontractors, consultants, or agents in the performance of this Agreement. Consultant shall defend Indemnitees in any action or actions filed in connection with any such Claims with counsel of City’s choice, and shall pay all costs and expenses, including actual attorney’s fees and experts’ costs incurred in connection with such defense.

11.3 Nonwaiver of Rights. Indemnitees do not, and shall not, waive any rights that they may possess against Consultant because of the acceptance by City, or the deposit with City, of any insurance policy or certificate required pursuant to this Agreement.

11.4 Waiver of Right of Subrogation. Except as otherwise expressly provided in this Agreement, Consultant, on behalf of itself and all parties claiming under or through it, hereby waives all rights of subrogation against the Indemnitees, while acting within the scope of their duties, from all claims, losses and liabilities arising out of or incident to activities or operations performed by or on behalf of the Consultant.

11.5 Survival. The provisions of this Section 11 shall survive the termination of the Agreement and are in addition to any other rights or remedies which Indemnitees may have under the law. Payment is not required as a condition precedent to an Indemnitee’s right to recover under this indemnity provision, and an entry of judgment against Consultant shall be conclusive in favor of the Indemnitee’s right to recover under this indemnity provision.

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12. Insurance.

12.1 Liability Insurance. Consultant shall procure and maintain in full force and effect for the duration of this Agreement, insurance against claims for injuries to persons or damages to property which may arise from or in connection with the performance of the services hereunder by Consultant, and/or its agents, representatives, employees and subcontractors.

12.2 Minimum Scope of Insurance. Unless otherwise approved by City, coverage shall be at least as broad as:
(1) Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001).
(2) Insurance Services Office form number CA 0001 (Ed.
1/87) covering Automobile Liability, code 1 (any auto). (3) Worker’s Compensation insurance as required by the State of California, and Employer’s Liability Insurance.
(4) Professional Liability insurance in a form approved by the City, having an extended reporting period of not less than three (3) years; or Professional Liability insurance shall be maintained for a period of three (3) years after completion of the Services which shall, during the entire three (3) year period, provide protection against claims of professional negligence arising out of Consultant’s performance of the Services and otherwise complying with all applicable
provisions of this Section 13. Either policy shall be
endorsed to include contractual liability to the extent insurable.

12.3 Minimum Limits of Insurance. Consultant shall maintain limits no less than:
(1) Commercial General Liability: $2,000,000 per occurrence for bodily injury, personal injury and property damage.

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(3) Employer’s Liability: $1,000,000 per accident and in the aggregate for bodily injury or disease and Workers’
Compensation Insurance in the amount required by law.
(4) Professional Liability: $1,000,000 per claim/aggregate.

12.4 Deductibles and Self-Insured Retentions. Any deductibles or selfinsured retentions must be declared to and approved by the City.

12.5 Other Insurance Provisions.
(1) The commercial general liability and automobile liability policies are to contain the following provisions on a
separate additionally insured endorsement naming the City, its officers, officials, employees, designated volunteers and agents serving as independent contractors in the role of city or agency officials, are to be covered as additional insureds as respects: liability arising out of activities performed by or on behalf of Consultant; products and completed
operations of Consultant; premises owned, occupied or
used by Consultant; and/or automobiles owned, leased,
hired or borrowed by Consultant. The coverage shall
contain no limitations on the scope of protection afforded to City, its officers, officials, employees, designated volunteers or agents serving as independent contractors in the role of City or agency officials which are not also limitations applicable to the named insured.
(2) For any claims related to this Agreement, Consultant’s insurance coverage shall be primary insurance as respects City, its officers, officials, employees, designated
volunteers and agents serving as independent contractors in the role of city or agency officials. Any insurance or selfinsurance maintained by City, their officers, officials, employees, designated volunteers or agents serving as
independent contractors in the role of city or agency
officials shall be excess of Consultant’s insurance and shall not contribute with it.
(3) Consultant’s insurance shall apply separately to each insured against whom claim is made or suit is brought,
except with respect to the limits of the insurer’s liability. (4) Each insurance policy required by this clause shall be endorsed to state that coverage shall not be canceled except after 30 days prior written notice by first class mail has been given to City (ten (10) days prior written notice for

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non-payment of premium). Consultant shall provide thirty (30) days written notice to City prior to implementation of a reduction of limits or material change of insurance
coverage as specified herein.

(5) Each insurance policy, required by this clause shall expressly waive the insurer’s right of subrogation against City and its elected officials, officers, employees, servants, attorneys, designated volunteers, and agents serving as independent contractors in the role of city or agency
officials.
(6) Be issued by an insurance company approved in writing by City, which is admitted and licensed to do business in the State of California and which is rated A:VII or better
according to the most recent A.M. Best Co. Rating
Guide.
(7) Specify that any failure to comply with reporting or other provisions of the required policy, including breaches of warranty, shall not affect the coverage required to be
provided.
(8) Specify that any and all costs of adjusting and/or defending any claim against any insured, including court costs and attorneys' fees, shall be paid in addition to and shall not deplete any policy limits.
(9) Other required insurance, endorsements, or exclusions as required by the City in any request for proposals applicable to this Agreement.

If performance of this Agreement shall extend beyond one year, Consultant shall provide City with the required policies or endorsements evidencing renewal of the required policies of insurance prior to the expiration of any required policies of insurance.

13. Cooperation. In the event any claim or action is brought against City relating to Consultant’s performance or services rendered under this Agreement, Consultant shall render any reasonable assistance and cooperation that City might require. City shall compensate Consultant for any litigation support services in an amount to be agreed upon by the parties.

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14. Termination. City shall have the right to terminate this Agreement at any time for any or no reason on not less than ten (10) days prior written notice to Consultant. In the event City exercises its right to terminate this Agreement, City shall pay Consultant for any services satisfactorily rendered prior to the effective date of the termination, provided Consultant is not then in breach of this Agreement. Consultant shall have no other claim against City by reason of such termination, including any claim for compensation. City may terminate for cause following a default remaining uncured more than five (5) business days after service of a notice to cure on the breaching party.

Consultant may terminate this Agreement for cause upon giving the City ten (10) business days prior written notice for any of the following: (1) uncured breach by the City of any material term of this Agreement, including but not limited to Payment Terms; (2) material changes in the conditions under which this Agreement was entered into, coupled with the failure of the parties to reach accord on the fees and charges for any Additional Services required because of such changes.

15. Notices. Any notices, bills, invoices, or reports authorized or required by this Agreement shall be in writing and shall be deemed received on (a) the day of delivery if delivered by hand or overnight courier service during Consultant’s and City’s regular business hours; or (b) on the third business day following deposit in the United States mail, postage prepaid, to the addresses set forth in this section, or to such other addresses as the parties may, from time to time, designate in writing pursuant to the provisions of this section.

All notices shall be addressed as follows:

If to City: Matt Marquez, Economic Development Director City of Rancho Cucamonga
10500 Civic Center Drive
Rancho Cucamonga, CA 91730

If to Consultant: Rudy Munoz, President CEO
MDG Associates, Inc
10722 Arrow Route, Suite 822
Rancho Cucamonga, CA 91730

16. Non-Discrimination and Equal Employment Opportunity. In the performance of this Agreement, Consultant shall not discriminate against any employee, subcontractor, or applicant for employment because of race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, medical condition, or sexual orientation. Consultant will take affirmative action to ensure that subcontractors and applicants are employed, and that employees are treated during employment, without regard to their race, color, creed, religion, sex, marital status, national origin, ancestry, age, physical or mental handicap, medical condition, or sexual orientation.

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19. Non-Waiver of Terms, Rights and Remedies. Waiver by either party of any one or more of the conditions of performance under this Agreement shall not be a waiver of any other condition of performance under this Agreement. In no event shall the making by City of any payment to Consultant constitute or be construed as a waiver by City of any breach of covenant, or any default which may then exist on the part of Consultant, and the making of any such payment by City shall in no way impair or prejudice any right or remedy available to City with regard to such breach or default.

20. Attorney’s Fees. In the event that either party to this Agreement shall commence any legal action or proceeding to enforce or interpret the provisions of this Agreement, the prevailing party in such action or proceeding shall be entitled to recover its costs of suit, including reasonable attorney’s fees and costs of experts.

21. Exhibits; Precedence. All documents referenced as exhibits in this Agreement are hereby incorporated in this Agreement. In the event of any material discrepancy between the express provisions of this Agreement and the provisions of any document incorporated herein by reference, the provisions of this Agreement shall prevail.

22. Applicable Law and Venue. The validity, interpretation, and performance of this Agreement shall be controlled by and construed under the laws of the State of California. Venue for any action relating to this Agreement shall be in the San Bernardino County Superior Court.

23. Construction. In the event of any asserted ambiguity in, or dispute regarding the interpretation of any matter herein, the interpretation of this Agreement shall not be resolved by any rules of interpretation providing for interpretation against the party who causes the uncertainty to exist or against the party who drafted the Agreement or who drafted that portion of the Agreement.

24. Entire Agreement. This Agreement consists of this document, and any other documents, attachments and/or exhibits referenced herein and attached hereto, each of which is incorporated herein by such reference, and the same represents the entire and integrated agreement between Consultant and City. This Agreement supersedes all prior oral or written negotiations, representations or agreements. This Agreement may not be amended, nor any provision or breach hereof waived, except in a writing signed by the parties which expressly refers to this Agreement.

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IN WITNESS WHEREOF, the parties, through their respective authorized representatives, have executed this Agreement as of the date first written above.

Consultant Name: MDG Associates, Inc
By: ______________________________
Name Date
______________________________
Title
City of Rancho Cucamonga

By:________________________________
Name Date
_________________________________
Title
By: ______________________________
Name Date

______________________________
Title

City of Rancho Cucamonga

By:________________________________
Name Date
_________________________________
Title
(two signatures required if corporation)

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EXHIBIT A

SCOPE OF SERVICES
See attached Scope of Services from Consultant's proposal, dated August 18, 2026, entitled "Proposal for CDBG Administration, Home Improvement Program Implementation, and Labor Compliance Monitoring Services." ADDENDUM NO.

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to
Professional Services Agreement
Whereas;
and the City of Rancho Cucamonga (hereinafter the “City”) intend to enter into a Professional Services Agreement (hereinafter “Agreement”), and Whereas;
has identified the following exceptions to the Agreement;

Now therefore:
and the City desire to incorporate the above exceptions to the attached Professional Services Agreement.

Please indicate your agreement by way of signature to this Addendum No. and the attached Professional Services Agreement. Please return two (2) original signed copies to the City no later than . The City will process for signature and provide with one (1) fully executed copy of the Professional Services Agreement and Addendum No. .

Consultant Name:

By: ______________________________
Name Date
______________________________
Title
City of Rancho Cucamonga

By:________________________________
Name Date
_________________________________
Title
By: ______________________________
Name Date

______________________________
Title

City of Rancho Cucamonga

By:________________________________
Name Date
_________________________________
Title
(two signatures required if corporation)

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Attachment A – Sample Waiver of Subrogation
(Sample Only – Not all forms will look identical to this Sample)

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City of Rancho Cucamonga
Proposal for CDBG Administration,
Home Improvement Program Implementation,
and Labor Compliance Monitoring Services
August 18, 2026

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TC TABLE OF CONTENTS

TABLE OF CONTENTS

1. Introduction ........................................................................................................................1

2. Description of Firm, Qualifications, and Experience ........................................................4

3. Proposed Staffing and Management Plan ......................................................................12

4. Description of Services ....................................................................................................16

4.1 CDBG Program Administration .................................................................................. 17

4.2 Home Improvement Program Implementation .......................................................... 20

4.3 Labor Compliance Monitoring – Concrete Rehabilitation Project ............................. 22

5. Cost Proposal ...................................................................................................................24 EXHIBITS:

Exhibit “A” - Resumes of Key Personnel
Exhibit “B” - Organization Chart
Exhibit “C” - Certifications

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1 1 INTRODUCTION

INTRODUCTION
This proposal is submitted by MDG Associates, Inc. (“MDG”) to the City of Rancho Cucamonga for a one-year extension of the firm’s existing agreement to provide Community Development Block Grant (CDBG) administration and program support, implementation of the City’s Home Improvement Program, and Federal and State labor compliance monitoring services for the Concrete Rehabilitation project.

As the City’s current consultant for these services, MDG is uniquely positioned to provide continuity through the extension period. Our team has established working relationships with City staff, familiarity with the City’s programs, procedures, and priorities, and the systems necessary to continue delivering responsive and compliant services without interruption. Under the proposed extension, MDG will build upon the systems and processes already in place while continuing to identify opportunities to improve program efficiency, service delivery, compliance, and outcomes for the City and the residents and organizations its programs serve.

MDG Associates, Inc.

Since 1991, MDG Associates, Inc. (MDG) has provided community development consulting services to cities, counties, state agencies, and the U.S. Department of Housing and Urban Development (HUD). With a distinguished history spanning more than three decades, the firm has developed extensive expertise in grants administration, subrecipient management and monitoring, housing rehabilitation program implementation, and Federal and State labor compliance. MDG is a California corporation and maintains active certifications as a Minority Business Enterprise (MBE) and California Small Business–Micro (SB). Its affiliate, LDM Associates, Inc., shares the firm’s Rancho Cucamonga office and staff infrastructure, providing additional organizational depth and surge capacity when needed.

MDG’s team consists of 44 seasoned practitioners, including 23 subject matter experts in the administration, implementation, and monitoring of HUD Community Planning and Development (CPD) programs, particularly CDBG. The balance of the team includes specialists in housing rehabilitation program implementation and Federal and State labor compliance monitoring for capital improvement projects.

A core strength of MDG’s service model is our ability to operate as an extension of City staff. We combine experienced personnel, established systems, and seasoned leadership with the flexibility to adjust staffing and resources as workloads, funding levels, and program priorities change. This approach allows the City to maintain high quality program administration and compliance without creating unnecessary administrative burden for City staff.

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2 Understanding of the City’s Program Goals
Through our ongoing work with the City of Rancho Cucamonga, MDG has developed a strong understanding of the City’s objectives and operating priorities. These include administering a high-impact and fully compliant CDBG program that delivers measurable benefits to low- and moderate-income residents, operating an accessible and responsive Home Improvement Program for income-qualified homeowners, and maintaining rigorous Federal and State labor compliance for applicable capital improvement projects, including the Concrete Rehabilitation project.

Across these programs, MDG understands the City’s emphasis on regulatory compliance, timely and responsive service delivery, sound fiscal oversight, accurate documentation, and measurable community outcomes. We also recognize the importance of maintaining programs that are practical and accessible for residents, subrecipients, contractors, and other stakeholders while protecting the City’s Federal and local investments.

Proven Systems and Cost-Effective Team Approach
MDG utilizes a team-based service delivery model that assigns work based on the level of expertise required. Senior staff provide oversight, policy guidance, technical review, and City coordination, while experienced program managers and specialists perform day-to-day program administration, applicant and subrecipient coordination, inspections, construction oversight, labor compliance monitoring, financial review, and file documentation. This structure is designed to:
• Control administrative costs;
• Provide responsive turnaround times for applicants, subrecipients, and contractors; and • Maintain audit-ready files and consistent compliance with HUD, state, and City requirements.

MDG also administers its programs through Neighborly, a web-based grants management system that supports configurable workflows, applicant intake, document management, inspections, approvals, financial tracking, and reporting. MDG has configured Neighborly to support the City’s specific program requirements and workflows, providing both our team and City staff with real-time visibility into program status, performance, and financial activity.

Depth of Housing Rehabilitation and Grants Management Experience MDG administers approximately 400 housing rehabilitation projects annually across Southern California, including single-family homes and mobile homes, while also managing the full CDBG program lifecycle for municipal clients. This combination of programmatic, financial, construction, and regulatory expertise allows MDG to address the City’s needs through an integrated team rather than relying on separate consultants for each discipline. MDG’s staff has direct, hands-on experience with:
• Applicant eligibility and income determinations;

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3 • Environmental review coordination under 24 CFR Part 58; • Work write-ups, inspections, and cost estimates;
• Contractor procurement and construction management;
• Davis-Bacon and Federal and State labor compliance;
• Grant and loan document preparation and recordation;
• Subrecipient management and monitoring; and
• Financial tracking, reimbursement processing, reporting, and closeout.

In addition to local program delivery, MDG provides technical assistance and training on behalf of HUD Headquarters and state agencies, including curriculum development, national training, and on-site technical assistance to high-risk grantees. This continuous exposure to evolving HUD policy helps ensure that the City’s programs remain aligned with current regulatory expectations and best practices.

Commitment to Rancho Cucamonga and Program Success
MDG’s continued engagement will be led by David Muñoz, Vice President, who will provide overall contract administration, City coordination, policy guidance, quality assurance, executive oversight across the full scope of services. Day-to-day program implementation will be carried out by experienced grants management, housing rehabilitation, and labor compliance professionals who are familiar with the City’s programs, procedures, staff, and community.

MDG values its partnership with the City of Rancho Cucamonga and is committed to maintaining the continuity, responsiveness, and technical expertise established under the current agreement.

Through the proposed one-year extension, our goal is to continue providing efficient and reliable program administration that protects the City’s investments, supports regulatory compliance, improves community conditions, and delivers meaningful benefits to Rancho Cucamonga residents.

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4 2 DESCRIPTION OF FIRM

DESCRIPTION OF FIRM, QUALIFICATIONS, AND EXPERIENCE
MDG Associates, Inc. (MDG) is a California corporation established in 1991 and headquartered in Rancho Cucamonga, California. For more than three decades, the firm has earned a strong reputation for delivering compliant, efficient, and results-oriented services across a broad range of federally and state-funded community development and housing programs.

Company Information
MDG Associates, Inc.
10722 Arrow Route, Suite 822,
Rancho Cucamonga, CA 91730
909-476-9696
Organizational Structure Corporation, State of California Point of Contact Rudy Muñoz, President
[email protected]
Years in Operation 35 years (established 1991)
Certifications / Licenses
Minority Business Enterprise (MBE) – Cert. #120808; exp. 1/31/27 Small Business - Micro (SBM) – Cert. #37443; exp. 10/31/27 Contractors State License (CSLB) – Lic. # 1138281; exp. 06/30/27 MDG and its affiliate, LDM Associates, Inc. (LDM), specialize in the full-service administration and implementation of programs funded through the U.S. Department of Housing and Urban Development (HUD), with extensive experience in the Community Development Block Grant (CDBG), HOME Investment Partnerships (HOME), and Emergency Solutions Grant (ESG) programs. MDG also has extensive experience with special and supplemental Federal funding programs, including Community Development Block Grant – Disaster Recovery (CDBG-DR), Community Development Block Grant – Coronavirus (CDBG-CV), Emergency Solutions Grant – Coronavirus (ESG-CV), HOME-American Rescue Plan (HOME-ARP), and Community Project Funding (CPF).

Beyond HUD programs, MDG also supports the implementation of California Department of Housing and Community Development (HCD) programs, including the Permanent Local Housing Allocation (PLHA), CalHome, State HOME, and related state-funded initiatives. The firm’s multidisciplinary approach allows it to seamlessly integrate federal, state, and local requirements into a single, cohesive program delivery framework.

MDG provides a comprehensive suite of services designed to support clients through every phase of program planning, implementation, and compliance. The firm’s full-service offering, provided individually or as part of an integrated program delivery model, includes:
• Grants administration, financial management, and program implementation

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5 • HUD planning and reporting, including Consolidated Plans, Annual Action Plans, and Consolidated Annual Performance and Evaluation Reports (CAPER); • Technical assistance and regulatory compliance support • Environmental review compliance;
• Subrecipient management and monitoring;
• Federal and State labor compliance monitoring;
• Housing and commercial rehabilitation program implementation; and • Affordable housing program administration services
This breadth of expertise allows MDG to serve as a single, integrated resource for clients requiring multiple disciplines while maintaining clear accountability, consistent documentation, and coordinated service delivery.

MDG’s team of 44 professionals includes 23 staff with substantial direct HUD and HCD program experience. The firm currently provides ongoing grant administration, implementation, and technical assistance to 24 cities, five counties, and the State of California, supporting a combined HUD portfolio of approximately $80 million in annual funding. MDG has also demonstrated its ability to rapidly scale services in response to emerging program needs. During the COVID-19 pandemic, the firm assisted more than 15 local jurisdictions in designing and implementing over $50 million in CDBG-CV and ESG-CV resources. In addition, MDG supports CDBG-DR programs with combined allocations of approximately $21 billion across the State of California (wildfires) and the Commonwealth of Puerto Rico (hurricanes).

At the national level, MDG serves as a HUD Community Planning and Development (CPD) technical assistance provider. Firm leadership and senior staff have served as HUD-designated trainers and subject matter experts on topics including Basically CDBG, Assessment of Fair Housing (AFH), Disaster Recovery Grant Reporting (DRGR), the eCon Planning Suite, CPD Maps, and the Integrated Disbursement and Information System (IDIS). Through HUD’s Ask a Question (AAQ) platform, MDG staff also provide direct technical assistance to grantees on CDBG, HOME, CDBG-DR, CDBG-CV, CPF, HOME-ARP, and related CPD requirements.

This combination of local program implementation and national-level technical assistance provides MDG with both practical experience administering programs on behalf of public agencies and ongoing exposure to evolving HUD requirements, policy interpretations, and best practices.

MDG tailors its services to each client's organizational capacity, funding portfolio, regulatory requirements, and program priorities. Depending on the engagement, the firm may serve as a full-service program administrator, provide targeted technical assistance or compliance support, conduct monitoring, or act as a fiscal agent and funds-disbursement partner. This flexibility allows MDG to supplement existing staff capacity while maintaining clear accountability and responsive service delivery.

The following sections describe MDG’s qualifications and experience in the service areas most relevant to the City’s proposed scope of work.

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6 GRANTS MANAGEMENT
MDG provides comprehensive administration and compliance support for federally and statefunded community development programs, including CDBG, HOME, ESG, HOME-ARP, NSP, CDBG-CV, ESG-CV, CDBG-DR, and CPF. Services span the full grant lifecycle, from program design and award through implementation, reporting, monitoring, and closeout.

The firm assists clients with establishing and maintaining compliant program structures, including preparation and updating of program guidelines, policies and procedures, subrecipient and developer agreements, procurement documents, citizen participation procedures, monitoring tools, and other program administration documents. The firm also advises clients on the application of statutory requirements, grant conditions, HUD and HCD guidance, and Federal cross-cutting requirements to ongoing activities.

Our grants management services include:
• Activity and applicant eligibility determinations;
• CDBG National Objective documentation;
• Beneficiary tracking and income eligibility review;
• Program and activity setup and reporting in IDIS;
• Environmental review coordination and documentation;
• Subrecipient and contractor procurement support;
• Agreement preparation and administration;
• Reimbursement and drawdown review and processing;
• Financial reconciliation;
• Program performance measurement and reporting;
• Subrecipient monitoring and corrective-action follow-up; and • Grant and program-year closeout.

MDG staff maintain extensive working knowledge of the regulatory frameworks applicable to HUD CPD programs, including 24 CFR Parts 570, 92, 576, 91, 75, and 58, as well as 2 CFR Part 200. The team also monitors HUD CPD notices, OMB guidance, HCD funding requirements, and other policy developments that may affect client programs.

The tables below identify public agencies and the types of services that MDG and LDM have provided over the last five years.

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7 Table 2-1: Public Agencies Served Within the Last Two Years Client
Con Plan/AI/CPPCDBG/HOME Grant ManagementCDBG/ HOME TA Hsg. / Com. Rehab.Hsg. / Com. Rehab. TACARES Act TADBRA and Section 3 Monitoring Disaster Recovery (CDBG-DR)Misc. HUD Programs TA Agoura Hills, CA X
Apple Valley, CA X X X X X
Azusa, CA X
Carson, CA X X X
Clarksville, TN X X X X
Commerce, CA X X
Commonwealth of Puerto Rico X* X X
Corona, CA X X X X X
County of Los Angeles, CA X X
County of Orange, CA X
County of San Bernardino, CA X X
County of Santa Barbara X X X
County of Ventura X X X
Dallas, TX X X
Downey, CA X X X X X
Duarte, CA X X
El Cajon, CA X X X
Fontana, CA X X X X X
Gardena, CA X X X X X X
Goleta, CA X X X
Hawthorne, CA X X X X X
Hesperia, CA X X X X X X
Irvine, CA X X X X X X
King County, WA X
La Habra, CA X X X X
Lancaster, CA X X X X
Los Angeles, CA X X
Miami-Dade County, FL X
National City, CA X X
Palmdale, CA X X X X X X X X
Paramount, CA X X X X X X
Rancho Cucamonga, CA X X X X X
San Dimas, CA X X
San Juan, PR X* X*
Santa Ana, CA X X X X
Santa Barbara County, CA X
Santa Maria, CA X X
State of California X X X
Temecula, CA X X X X X
Upland, CA X X X X X X
Ventura County, CA X X
Victorville, CA X
Walnut, CA X X X
Whittier, CA X X X X

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8 Table 2-2: Additional Public Agencies Served Within the Last Five Years Client
Con Plan/AI/CPPCDBG/HOME Grant ManagementCDBG/ HOME TA Hsg. / Com. Rehab.Hsg. / Com. Rehab. TACARES Act TADBRA and Section 3 Monitoring Disaster Recovery (CDBG-DR)Misc. HUD Programs TA Albuquerque, NM X X X
Arecibo, PR X* X*
Baldwin Park, CA X X
County of Allegheny, PA X
County of Henrico, VA X* X*
County of Imperial, CA X
County of Harris, TX X
Detroit, MI X* X*
Fresno, CA X X
Houston, TX X
Kansas City, KS X*
New York City X
Seattle, WA X* X*
State of Iowa X* X* X*
State of New Mexico X X
State of North Dakota X* X*
State of Utah X* X*
Tucson, AZ X* X*
Tulsa, OK X* X*
*Conducted on behalf of HUD
Our firm’s ability to supplement client staffing while maintaining strong regulatory compliance and timely program performance has contributed to long-standing client relationships. The firm’s average client tenure exceeds 15 years, and many jurisdictions have retained MDG through multiple competitive procurement and contract cycles.

HUD Planning and Reporting Documents
MDG has extensive experience with preparation of HUD-required planning and reporting documents, including Five-Year Consolidated Plans, Annual Action Plans, Consolidated Annual Performance and Evaluation Reports (CAPERs), Citizen Participation Plans, and Analyses of Impediments to Fair Housing Choice (AI) / Assessment of Fair Housing (AFH) submissions. MDG has authored more than 70 Consolidated Plans and over 300 Annual Action Plans and CAPERs across the past three planning cycles for jurisdictions ranging from small CDBG entitlement cities to regional HOME Consortia.

Our team has extensive expertise in HUD’s Integrated Disbursement and Information System (IDIS) and the eCon Planning Suite. MDG staff include HUD-designated trainers and beta testers for both DRGR and IDIS and have personally led national webinar training series on these platforms. The firm assists clients with setup and configuration of IDIS, entering and revising activities, processing drawdowns, generating PR-series reports, reconciling activity balances, and closing out completed grants and program years.

MDG has also provided national technical assistance, including delivering more than 30 HUDsponsored webinars; developing tutorial videos covering the eCon Planning Suite and CPD Maps; and responding to more than 9,000 grantee Ask-a-Question (AAQ) submissions through

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9 the HUD Exchange. MDG staff also provide direct technical assistance to more than 30 state and local government grantees under HUD Community Compass and OneCPD engagements.

Our planning and reporting process integrates data-driven analysis, stakeholder engagement, and regulatory compliance to produce HUD submissions that not only satisfy regulatory requirements but also serve as actionable, locally meaningful policy documents for our clients.

We routinely coordinate with HUD field offices and Headquarters on plan review, conditional approvals, substantial amendments, and other technical or compliance matters.

Environmental Review Compliance
MDG provides comprehensive environmental review services in compliance with 24 CFR Part 58 and Part 50. The firm has completed more than 500 environmental reviews over the past five (5) years, including Exempt activities, Categorically Excluded Not Subject to (CENST), Categorically Excluded Subject To (CEST), Environmental Assessments (EA), and Tier I/II across project types including housing rehabilitation, public facilities, infrastructure improvements, affordable housing acquisition and new construction.

Our team coordinates all required federal consultations—including the State Historic Preservation Office (SHPO), Tribal Historic Preservation Offices, and other federal and state resource agencies and ensures compliance with related laws and authorities. MDG prepares all required public notices (FONSI, NOI/RROF, Combined), manages the public comment period, and assembles the complete Environmental Review Record (ERR). We recently worked with HUD Headquarters to develop the Environmental Review Toolkit for use in Enterprise Zones.

By ensuring that environmental clearance is properly sequenced and documented prior to the commitment or expenditure of federal funds, MDG helps clients reduce the risk of project delays, monitoring findings, and potential repayment exposure associated with environmental noncompliance. Our staff is current on the HUD Environmental Review Online System (HEROS) and supports clients in submitting and managing reviews through that platform.

Subrecipient Monitoring and Financial Management
MDG assists clients with subrecipient monitoring and financial management in compliance with 2 CFR Part 200 (Uniform Guidance) and all applicable HUD program rules. Our monitoring activities are based on the client’s adopted risk assessment methodology and monitoring schedule, and include both desk monitoring and on-site monitoring, as appropriate. MDG also drafts and updates risk assessment policies, monitoring instruments, and corrective action tracking tools for clients that wish to formalize their subrecipient oversight infrastructure.

Our monitoring services include risk assessments and tiering; monitoring letter preparation and entrance/exit conferences; review of subrecipient program files for eligibility, national objective, and beneficiary documentation; financial record analysis and reconciliation to drawdown and reimbursement records; procurement file and conflict-of-interest review; review of single-audit submissions and follow-up on prior audit findings; issuance of monitoring findings and concerns; and tracking of corrective action plans through resolution.

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10 In addition, MDG supports financial management activities such as annual budget development and program year setup in IDIS; drawdown request preparation and review; reimbursement processing; reconciliation of IDIS activity balances against client general ledger records; preparation of HUD financial reports; and development of the financial sections of the CAPER.

The firm is also available to serve as a fiscal agent or funds disbursement partner for clients seeking to outsource the cash management function for one or more grants.

FEDERAL AND STATE LABOR COMPLIANCE MONITORING
MDG provides labor compliance monitoring services for projects subject to the Davis-Bacon and Related Acts, Section 3 of the Housing and Urban Development Act of 1968 (24 CFR Part 75), and California state prevailing wage requirements administered by the Department of Industrial Relations (DIR). The firm currently monitors construction activity for 14 jurisdictional clients, covering more than 20 active construction projects with a combined contract value over $103 million, of which 11 are Section 3-covered projects subject to economic-opportunity benchmarks for low- and very-low-income workers.

Our services include review of bid documents and wage determinations; pre-bid and preconstruction conferences with the contractor and subcontractors; verification of wage determinations across applicable trades; weekly certified payroll review and audit; on-site employee interviews and jobsite labor compliance monitoring; tracking of apprenticeship and Section 3 hiring; resolution of wage restitution and back-pay matters; and Section 3 reporting.

Where state prevailing wage applies in addition to Davis-Bacon, MDG performs combined monitoring under both wage standards and coordinates with DIR for project registration, electronic Certified Payroll Reporting (eCPR) review, and resolution of labor compliance referrals.

By staffing labor compliance with in-house specialists rather than treating it as an ancillary function, MDG helps clients identify labor compliance issues early, maintain complete documentation, and resolve discrepancies before they result in more significant project or compliance concerns. MDG supplements its in-house expertise with LCPtracker™ to support systematic certified payroll review, documentation, and compliance tracking. When violations are identified, our team assists with corrective action, wage restitution, and preparation of the required Section 5.7 Enforcement Reports.

HOUSING REHABILITATION PROGRAM ADMINISTRATION
MDG has extensive experience in the design, administration, and implementation of housing rehabilitation programs throughout Southern California, including single-family owner-occupied rehabilitation, single-family rental rehabilitation, multifamily rehabilitation, accessibility retrofit (ADA / Section 504), minor home repair, mobile-home repair, and emergency repair. Over the past five years, the firm administered or provided technical assistance for rehabilitation programs on behalf of 21 cities, counties, and State agencies, covering CDBG, HOME, CDBG-DR, CalHome, PLHA, State HOME, and locally funded rehabilitation activities.

Our typical scope of work includes overall program design and program guideline development; preparation of all program forms, applications, and underwriting documents; applicant intake,

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11 eligibility review, and income certification; environmental review and clearance under 24 CFR Part 58; lead-based paint risk assessment for pre-1978 housing; loan underwriting and loan document preparation for programs with a loan component; preparation of work write-ups and bid documents; contractor procurement and bid evaluation; initial, progress, and final inspections; construction management and oversight; review and processing of contractor payment requests; Davis-Bacon labor compliance monitoring on triggering projects; and preparation of regulatory reports to HUD, HCD, and the client jurisdiction.

Over the past five years, MDG has completed the rehabilitation of more than 1,500 residential dwelling units across our client cities, with a total construction value of approximately $23 million.

Current annual volume is approximately 400 units. Representative housing rehabilitation clients are identified in Table 2-3 below.

Table 2-3: Housing Rehabilitation Program Clients
Agoura Hills
Apple Valley
Carson
Corona
Downey
Fontana
Gardena
Hawthorne
Hesperia
Irvine
La Habra
Lancaster
Palmdale
Paramount
Rancho Cucamonga
San Dimas
Upland
Walnut
Whittier
State of California – Disaster Recovery Program*
Commonwealth of Puerto Rico*
* Staff provide technical assistance to these programs under HUD’s Disaster Recovery Program.

MDG’s in-house team includes ICC-Certified Residential Building Inspectors, California LeadRelated Construction–certified construction professionals, HUD-certified Lead-Based Paint Visual Assessors, and Certified Lead Visual Inspectors. This depth of field inspection and codecompliance expertise, paired with senior-level program administration and federal regulatory knowledge, allows MDG to deliver durable, compliant rehabilitation outcomes while reducing the risk of environmental, lead-based paint, labor-compliance, or eligibility findings.

Licenses and Certifications
All of MDG’s Housing Rehabilitation Inspectors hold ICC-Certified Residential Building Inspector and Certified Lead Visual Inspector credentials. In addition, two of our inspectors hold LeadBased Paint Visual Assessment certifications, and our Lead-Based Paint Subject Matter Expert (SME), Juan Rios, holds the California Lead-Related Construction certification.

MDG is a licensed California Class B General Building Contractor (CSLB License No. 1138281).

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12 3 PROPOSED STAFFING AND MANAGEMENT PLAN

PROPOSED STAFFING AND MANAGEMENT PLAN
MDG will staff the City of Rancho Cucamonga engagement with an experienced, multidisciplinary team whose qualifications align directly with the services included in the proposed scope of work.

The proposed team combines senior-level contract and program oversight with experienced staff responsible for the day-to-day administration of the City’s CDBG grant, housing improvement program, and Federal and State labor compliance activities.

David Muñoz, Vice President, will serve as the City’s primary point of contact and provide overall contract administration, coordination, quality assurance, and technical oversight. He will be supported by designated staff within each service area, allowing MDG to provide specialized expertise while maintaining a single, coordinated approach to service delivery.

Project Staffing
The proposed team is organized around the three primary service areas included in the Scope of Services:

CDBG Administration and Planning
 David Muñoz, Vice President – Grants Management
 Daniel Perez, Manager
Housing Rehabilitation
 Juan Rios, Vice President – Rehabilitation Programs
 Carlos Rios, Associate
Federal and State Labor Compliance Monitoring
 Juan Nuñez, Associate
The proposed structure provides clear accountability while allowing the City to draw upon specialized expertise appropriate to each assignment. David Muñoz will coordinate activities across the engagement and serve as the primary liaison with City staff, while designated staff within each service area will be responsible for the technical quality and timely completion of work within their respective discipline.

MDG will maintain regular communication with City staff through scheduled coordination meetings, as needed, and ongoing communication regarding active assignments, deadlines, emerging compliance matters, and program priorities. Team members will remain accessible during normal business hours and available to address time-sensitive matters as they arise.

MDG utilizes established internal project management and quality-control procedures to track assignments, monitor deadlines, and review deliverables prior to submission. Work products and

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13 significant compliance determinations are subject to appropriate internal review to promote accuracy, consistency, and compliance with applicable Federal, State, and City requirements.

The staffing plan is also designed to provide flexibility as the City’s needs evolve. MDG can allocate additional in-house staff and subject matter experts as necessary to respond to fluctuations in workload, new funding opportunities, regulatory changes, complex compliance matters, or other emerging priorities without disrupting ongoing services.

All services proposed under this agreement will be performed by MDG’s in-house staff. No subcontractors are proposed. This approach provides the City with clear accountability and allows MDG to maintain direct control over staffing, quality assurance, scheduling, and client communication throughout the contract term. The proposed key personnel will be available to provide the services identified in this proposal for the duration of the agreement.

STAFF QUALIFICATIONS
The following biographies summarize the qualifications and relevant experience of the key personnel proposed for this engagement. Detailed resumes are provided in Exhibit A.

David J. Muñoz, Vice President – Grants Management
David Muñoz joined MDG in 2014 and currently serves as a Vice President on the Housing and Community Development team. With more than 12 years of experience in the planning, administration, and implementation of HUD CPD programs, David provides municipalities with technical and programmatic support across the full HUD CPD grant lifecycle. His experience includes Consolidated Plan and Annual Action Plan development, CDBG activity eligibility and National Objective compliance, IDIS administration, subrecipient management and monitoring, financial and performance reporting, CAPER preparation, and development of program policies and procedures. His work has included preparation of more than 20 Consolidated Plans and over 100 Annual Action Plans and CAPERs.

He serves as a national technical assistance provider through HUD’s Community Compass initiative. His work includes training municipalities on the Disaster Recovery Grant Reporting (DRGR) system and serving as a beta tester for HUD on the system. He also assisted the Commonwealth of Puerto Rico’s Department of Housing (PRDOH) with monitoring its $18.4 billion CDBG-DR and Mitigation portfolio and California HCD’s $315 million ESG-CV programs.

As MDG’s lead on the Neighborly grants management system, he has extensive experience designing and implementing Neighborly systems for multiple HUD grantees, including CDBG, HOME, ESG, Housing Rehabilitation Programs (HRP), and other federally funded activities.

David is currently performing cutting-edge system architecture and implementation work for major agencies including Miami-Dade County, LACAHSA, and others, supporting complex, large-scale program delivery models through advanced Neighborly configurations.

David holds a Bachelor of Arts in Politics and International Affairs, with a Minor in Latin American Studies from Wake Forest University. He is bilingual and biliterate in English and Spanish.

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14 Daniel Perez, Manager
Daniel Perez joined MDG in 2010 and currently serves as a Manager on the Grants Management team. He has 16 years of direct HUD CPD program experience supporting eight municipalities in the administration and monitoring of CDBG and HOME programs.

His experience encompasses the full program lifecycle, including preparation and implementation of Annual Action Plans, development of program guidelines, policies, and procedures, citizen participation requirements, activity eligibility and National Objective determinations, and activity setup and management within HUD’s Integrated Disbursement and Information System (IDIS).

Daniel also has extensive experience with CDBG financial and subrecipient administration, including preparation of drawdown requests, reconciliation of IDIS balances to client financial records, program income and loan portfolio tracking, subrecipient risk assessments, monitoring plans, desk and on-site monitoring, corrective action tracking, procurement compliance under 2 CFR Part 200, Single Audit coordination, and CAPER preparation.

He trained PRDOH staff on Davis-Bacon and Section 3 compliance and played a vital role on the MDG team that assisted PRDOH with monitoring its $18.4 billion CDBG-DR program.

Daniel holds a B.S. in Business Economics – Statistical Analysis and Forecasting from the University of California, Irvine. He maintains certifications in Labor Economics and Business Finance, Business Accounting, and Economic Development.

Juan Rios, Vice President – Rehabilitation Programs
Juan Rios joined MDG in 1993 and currently serves as Vice President with primary responsibility for the firm’s housing and commercial rehabilitation practices. He has more than 34 years of experience in architectural design, construction, and the administration and implementation of residential and commercial rehabilitation programs.

He oversees MDG’s housing and commercial rehabilitation team, directing both the administrative and field inspection functions of those programs. As a subject matter expert with extensive hands-on experience administering owner-occupied housing rehabilitation programs funded through CDBG, HOME, and State housing programs, he provides technical direction and quality assurance for rehabilitation program design, property inspections, construction management, and regulatory compliance.

His responsibilities include utilizing Neighborly to oversee rehabilitation programs and track applications and project milestones, monitor program budgets and expenditures, conduct initial and progress inspections, prepare work write-ups, and coordinate project closeout including file completion, affordability covenant recordation (if applicable), and required reporting.

Juan holds a BS in Architecture from Universidad ITESO in Guadalajara, México. He maintains an ICC Residential Building Inspector Certification, a Construction Estimating Certification, a California Lead-Related Construction Certification, a HUD Visual Lead Assessment Certification, a Certified Aging-in-Place Specialist (CAPS) credential from NAHB, and a California Notary Public commission. He is bilingual and biliterate in English and Spanish.

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15 Carlos Rios, Associate
Carlos joined MDG in 2023 and supports the firm’s Housing Rehabilitation and HUD CPD teams.

His experience includes day-to-day administration of owner-occupied housing rehabilitation programs funded through CDBG, HOME, and State of California housing programs.

He supports program marketing and outreach, applicant intake and eligibility review (including income verification, ownership and occupancy documentation, and National Objective compliance), coordination of environmental reviews and State Historic Preservation Office (SHPO) consultations, as well as preparation of loan and grant documents (including owner participation agreements, promissory notes, deeds of trust, and covenants). He also assists with performance and fiscal tracking in Neighborly, program budget monitoring, contractor payment processing, project file management, and closeout.

He has additional experience supporting rehabilitation programs funded through State of California HCD programs, including CalHome, PLHA, and State HOME. This work includes application of state-specific underwriting requirements, assistance limits, loan terms, deed restrictions, covenant requirements, and HCD reporting requirements, including projects where State and Federal funding sources are layered. Carlos also has experience preparing public facing documents in accordance with applicable ADA and 508 accessibility requirements and supporting research, mapping, and graphics for HUD Five-Year Consolidated Plans.

Carlos holds a B.A. in Graphic Design from La Salle University, Cancún, México. He is bilingual and biliterate in English and Spanish.

Juan Nuñez, Associate
Juan Nuñez joined MDG in 2024 and serves as an Associate on the Labor Compliance team. His primary focus is the day-to-day administration and enforcement of Federal and State labor standards requirements applicable to publicly funded capital improvement projects.

He administers Federal labor standards requirements under the Davis-Bacon and Related Acts (DBRA), Copeland Anti-Kickback Act, Contract Work Hours and Safety Standards Act (CWHSSA), and HUD Section 3 requirements. Juan reviews bid documents and applicable wage determinations, completes contractor and subcontractor debarment screening through the System for Award Management (SAM), verifies contractor and subcontractor registration with the Department of Industrial Relations (DIR), participates in pre-bid and pre-construction conferences, monitors apprenticeship requirements including applicable DAS 140 and DAS 142 requirements, reviews electronic Certified Payroll Reports (eCPRs), conducts on-site employee interviews, evaluates potential wage violations, calculates applicable restitution or penalties under California Labor Code §1775 where violations are identified, and coordinates corrective actions, and completes all required labor standards reporting.

Juan utilizes LCPtracker™ to support certified payroll review, compliance tracking, and maintenance of complete labor compliance records from project initiation through closeout. He also assists with Section 3 data collection, monitoring, and reporting.

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16 4 APPROACH / DESCRIPTION OF SERVICES

APPROACH
MDG will provide an integrated approach to the three primary service areas included in this proposal: CDBG Administration, implementation of the City’s Home Improvement Program, and Federal and State labor compliance monitoring for the Concrete Rehabilitation project.

As the City’s existing consultant, MDG will continue to function as an extension of City staff, providing the day-to-day capacity, technical expertise, and systems needed to administer these programs efficiently and in accordance with applicable requirements. Our approach is built around three core principles:
• Regulatory Compliance. Administer services in accordance with applicable HUD, Federal, State, and City requirements through experienced staff, established review procedures, and ongoing monitoring of regulatory developments. • Efficient Delivery. Utilize standardized workflows, established tools, and the Neighborly grants management system to streamline program administration, documentation, tracking, and reporting.
• Responsive Support. Maintain regular communication with City staff, provide timely technical assistance, and proactively identify deadlines, compliance issues, and program decisions requiring City review or action.

MDG will maintain ongoing communication with City staff regarding program status, upcoming deadlines, outstanding items, and emerging issues. Staff will be available during normal business hours and, when necessary, outside regularly scheduled hours to address time sensitive matters or attend City Council meetings and other meetings requested by the City.

Methodology
MDG’s methodology emphasizes continuity, proactive management, clear documentation, and transparency. At the outset of the extension period, MDG will review the status of active programs and projects, applicable program guidelines and procedures, current funding and expenditure levels, upcoming regulatory and reporting deadlines, and any changes in Federal or State requirements that may affect implementation.

Program administration and reporting will be supported through the Neighborly grants management system, which provides a centralized environment for application intake, document collection, eligibility review, project tracking, financial activity, inspections, approvals, and reporting. City staff will continue to have access to the system, providing real-time visibility into program status and supporting efficient coordination between the City and MDG.

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17 MDG will also provide regular programmatic and financial status reporting appropriate to each service area. Reports will identify progress during the reporting period, cumulative accomplishments, financial activity, upcoming milestones, outstanding actions, and any issues requiring City attention.

The following sections describe MDG’s proposed approach and services within each of the three primary scope areas. The specific level of effort within each task may be adjusted in coordination with the City based on program activity, workload, available funding, and priorities during the contract term.

DESCRIPTION OF SERVICES

4.1 CDBG Program Administration
MDG proposes to provide day-to-day administration and implementation services for the City’s Community Development Block Grant (CDBG) program. Services will encompass the complete program cycle, including annual funding allocation, HUD planning and reporting, environmental review, financial management, monitoring, and closeout. MDG will assist the City in maintaining compliance with applicable Federal regulations, grant requirements, and City policies throughout the program lifecycle.

1. Annual Notice of Funding Availability (NOFA). Prepare and support publication of the City’s annual NOFA for CDBG-funded activities, including application materials, timelines, preapplication workshops, and technical assistance to prospective applicants.

2. Application Review and Eligibility Screening. Review submitted applications for completeness, eligibility under 24 CFR Part 570, alignment with the City’s adopted Consolidated Plan priorities, and ability to meet an applicable CDBG National Objective. Identify additional information or clarification needed from applicants and document the results of the review.

3. Funding Recommendations and Annual Action Plan. Assist City staff with preparation of funding recommendations, public notices, staff reports, and presentations necessary for City Council consideration. Prepare the City’s Annual Action Plan in accordance with applicable HUD requirements, including required narratives, funding tables, project information, performance measures, certifications, and appendices. Coordinate the citizen participation process, City Council adoption, and submission to HUD through the eCon Planning Suite. Participate in public hearings as requested.

4. Substantial Amendments. Prepare Substantial Amendments to the Consolidated Plan or Annual Action Plan when required to add, remove, modify, or reallocate funding among activities.

Coordinate the applicable citizen participation, City Council, and HUD submission processes.

5. Environmental Review and Clearance. Determine the appropriate level of environmental review and prepare Environmental Review Records (ERRs) for each CDBG-funded activity, including Exempt, Categorically Excluded Not Subject To (CENST), Categorically Excluded Subject To (CEST), Environmental Assessment, and tiered reviews, as appropriate. Services may

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18 include analysis of applicable related laws and authorities and coordination with the State Historic Preservation Office (SHPO), Tribal Historic Preservation Offices, and other Federal, State, or local agencies. Where required, prepare and coordinate publication of applicable environmental notices, including the Finding of No Significant Impact (FONSI), Notice of Intent to Request Release of Funds (NOI/RROF), Combined Notice, Request for Release of Funds (RROF) and related documentation necessary to obtain environmental clearance before funds are committed or expended.

6. Subrecipient Agreements and MOUs. In coordination with the City, prepare subrecipient agreements and internal Memoranda of Understanding (MOUs), including required Federal provisions, approved scope and budget, performance expectations, and reporting requirements.

7. IDIS Administration and Reconciliation. Establish and maintain projects and activities in HUD’s Integrated Disbursement and Information System (IDIS), including activity descriptions, funding amounts, National Objective information, performance measures, beneficiary projections, accomplishment data, and other information required by the adopted Annual Action Plan. Periodically reconcile IDIS activity and grant balances with City financial records and HUD’s line of credit.

8. Subrecipient Technical Assistance and Training. Provide ongoing technical assistance to City-funded subrecipients regarding program eligibility, beneficiary documentation, procurement, financial management, reimbursement requirements, reporting, recordkeeping, and compliance with executed agreements. Provide annual or periodic group training for new and continuing subrecipients.

9. Reimbursement, Drawdown, and Financial Reconciliation. Review subrecipient and vendor reimbursement requests for completeness, eligibility, supporting documentation, and consistency with approved agreements and budgets. Coordinate with City finance staff regarding reimbursement processing and HUD drawdowns, reconcile program financial activity, and assist with the preparation of the City’s quarterly Cash on Hand reports.

10. Subrecipient Monitoring. Develop and implement an annual risk-based monitoring plan, including risk assessments, desk and on-site monitoring schedules, monitoring instruments, entrance and exit conferences, monitoring reports identifying findings and concerns, and corrective action tracking through resolution.

11. HUD Coordination and Technical Support. Provide ongoing technical assistance to City staff regarding CDBG eligibility, National Objectives, IDIS, reporting, public participation, Federal cross-cutting requirements, and other program administration matters. As appropriate, coordinate with HUD regarding technical questions, plan review, system issues, monitoring matters, or other compliance concerns. Assist City staff with program schedules, reporting deadlines, as well as materials and presentations related to the CDBG program.

12. Policies, Procedures, and Program Guidelines. Review and update CDBG-related policies, procedures, program guidelines, and other compliance documentation as needed to reflect current requirements and align with City practices.

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19 13. Consolidated Annual Performance and Evaluation Report (CAPER). Prepare the CAPER within 90 days of the close of each program year, including narratives, financial summaries, accomplishment and performance outcomes, and applicable IDIS reports. Coordinate with City staff regarding the required public review and comment process, responses to public comments, and submission to HUD. Participate in public hearings as requested.

Typical HUD Program Year Schedule
MDG will coordinate the City’s annual CDBG planning and reporting cycle around the applicable HUD deadlines and City Council calendar. The following schedule reflects a typical July 1 program year start and may be adjusted based on the City’s annual calendar and HUD requirements.

Table 4-1: Typical CDBG Program Year Schedule
Description Date
Publish Notice of Funding Availability (NOFA) Early November NOFA Workshop and Applicant Briefing Early December
Application Submission Deadline Early January
Eligibility Review and Funding Recommendations January – February City Funding Determinations Early March
Publish Public Hearing Notice and Draft Action Plan Mid-March City Council Adoption of Action Plan Late April
Action Plan Submission to HUD By May 15 (subject to appropriation adoption) Environmental Review Records (ERR) Mid-May
Agreement Execution Mid-June
Program Year Begins July 1
Quarterly Programmatic and Financial Reports October, January, April, July Publish Public Hearing Notice and Draft CAPER August – September CAPER Submission to HUD By September 28th

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20 4.2 Home Improvement Program Implementation
MDG proposes to provide full-service administration and implementation of the City’s Home Improvement Program. Services will encompass the complete rehabilitation project lifecycle, from applicant intake and eligibility determination through property inspection, project scope development, construction oversight, payment processing, and closeout. Our approach is designed to provide responsive service to homeowners while maintaining consistent documentation, construction quality, fiscal controls, and compliance with applicable Federal, State, and City requirements.

Neighborly will serve as the centralized program management system for each project’s programmatic and financial records. City staff will be provided access to monitor the active project pipeline.

1. Program Design. Review existing program guidelines, applications, forms, underwriting criteria, assistance limits, loan/grant terms, contractor requirements, inspection forms, environmental procedures, and file checklists. Recommend updates necessary to reflect available funding, City priorities, and applicable regulatory requirements.

2. Marketing, Outreach, and Applicant Education. Support City-approved outreach efforts designed to inform eligible residents of program availability and requirements. As needed, activities may include website content, informational materials, direct outreach, community presentations, referral coordination, and individual applicant assistance.

3. Application Intake and Initial Screening. Receive and review applications for completeness, identify outstanding information, communicate with applicants regarding documentation requirements and next steps, and maintain application records within Neighborly.

4. Applicant Eligibility Determination. Review and document applicable eligibility requirements, including household composition and income, ownership and occupancy, property location and type, mortgage and property tax status, insurance, and other program specific requirements. For CDBG-funded projects, document compliance with the applicable National Objective.

5. Environmental Review and Clearance. Prepare and coordinate environmental review requirements under 24 CFR Part 58 before the commitment of Federal funds or authorization of rehabilitation work. Reviews may be completed within an established tiered review structure or through project-specific review, as applicable.

6. Property Inspection and Existing Conditions Assessment. Conduct an initial inspection to identify eligible health and safety deficiencies, code violations, accessibility needs, energyefficiency improvements, lead-based paint requirements, and other eligible rehabilitation needs.

Document existing conditions through inspection records, photographs, and supporting notes.

7. Work Write-Up and Cost Estimate. Prepare a detailed work write-up identifying proposed improvements, specifications, quantities, applicable quality standards, and estimated costs.

Review the proposed scope with the homeowner and revise as appropriate prior to bidding.

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21 8. Lead, Asbestos, Radon, or Other Testing Coordination. Coordinate required lead-based paint, asbestos, radon, or other testing when applicable and incorporate applicable findings into the project scope and construction requirements. For pre-1978 properties, ensure applicable lead-based paint requirements under 24 CFR Part 35 are addressed.

9. Contractor Procurement and Bid Evaluation. Coordinate the contractor procurement process, including preparation of bid packages, contractor walk-throughs, responses to bidder questions, receipt and evaluation of bids, review of contractor qualifications, costreasonableness analysis, and recommendation of award in accordance with program guidelines and applicable procurement requirements.

10. Loan/Grant Documentation and Pre-Construction Conference. Prepare and coordinate applicable project documents, which may include owner participation agreements, promissory notes, deeds of trust, covenants, contractor agreements, and other required documents.

Conduct a pre-construction conference with the homeowner and contractor to review the approved scope, schedule, payment process, change order procedures, and other project requirements.

11. Notice to Proceed. Issue or coordinate the issuance of the Notice to Proceed after applicable project documents have been executed, environmental clearance has been completed, and all other pre-construction conditions have been satisfied.

12. Construction Oversight and Progress Inspections. Monitor construction progress, conduct periodic inspections, compare completed work with the approved scope, document deficiencies, and coordinate corrective actions. Progress inspections will support review and approval of contractor payment requests.

13. Change Order Review. Review proposed change orders for necessity, eligibility, cost reasonableness, funding availability, and consistency with program requirements. Submit recommendations to the City for approval before additional work proceeds, as applicable.

14. Contractor Payment Processing. Review contractor payment requests and supporting documentation, including progress inspection results, invoices, lien releases, permit documentation, warranties, homeowner approvals, and other required materials, before recommending payment. Prepare complete payment packages and recommendations for City review and processing. Payment documentation will be maintained within Neighborly to provide a complete project audit trail.

15. Final Inspection and Project Closeout. Conduct the final inspection to verify completion of the approved scope of work and resolution of outstanding deficiencies. Collect required warranties, lien releases, homeowner acceptance, permit sign-offs, final photographs, and other closeout documentation to ensure the project file is complete.

16. Program Reporting and Management. Track program commitments, expenditures, available balances, project status, and production outcomes. Provide regular reports identifying applications received, eligibility determinations, projects in development, projects under construction, completed projects, expenditures, and other applicable performance measures.

Identify significant delays, funding issues, or other matters requiring City attention.

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22 4.3 Labor Compliance Monitoring – Concrete Rehabilitation Project MDG proposes to provide Federal and State labor compliance monitoring services for the City’s Concrete Rehabilitation project. Services will encompass labor standards review from bid preparation through construction closeout, including applicable Davis-Bacon and Related Acts (DBRA), Section 3 (24 CFR Part 75), California prevailing wage, apprenticeship, certified payroll, field monitoring, restitution, and reporting requirements.

Our approach emphasizes working closely with City staff and participating contractors to identify applicable requirements early, maintain complete compliance documentation, and resolve identified discrepancies in a timely manner.

1. Project Coordination. Participate in periodic coordination meetings with City staff, including monthly project status meetings as needed during active construction, to review labor compliance status, outstanding documentation, contractor issues, and upcoming milestones.

2. Bid and Contract Provision Review. Review bid specifications and contract documents for applicable Federal and State labor standards provisions, wage determinations, Section 3 requirements, required forms, and other contractor and subcontractor obligations. Provide recommended language and documentation to City staff for incorporation into procurement and contract documents.

3. Pre-Bid and Pre-Construction Conferences. Participate in applicable pre-bid and preconstruction conferences and explain Federal and State labor standards requirements, certified payroll procedures, wage determinations, apprenticeship requirements, Section 3 obligations, recordkeeping requirements, and contractor responsibilities.

4. Contractor Eligibility Review. Verify applicable contractor and subcontractor eligibility and registration requirements, including System for Award Management (SAM) debarment screening, California Department of Industrial Relations (DIR) registration, and other required documentation.

5. Certified Payroll Collection and Review. Collect and review certified payroll reports from prime contractors and subcontractors for compliance with applicable Federal and State requirements. Review wage classifications and rates, fringe benefits, hours worked, overtime, payroll deductions, apprentice classifications, and other required information. MDG will utilize LCPtracker™ to facilitate electronic submission, review, documentation, and tracking of certified payroll records.

6. On-Site Employee Interviews and Posting Verification. Conduct periodic employee interviews and jobsite visits during active construction to compare worker classifications and wages with certified payroll records and verify required Federal and State jobsite postings.

Document interviews, observations, and follow-up actions within the applicable labor compliance file.

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23 7. Supporting Compliance Documentation. Collect and review applicable supporting documentation, including contractor and subcontractor certifications, fringe benefit information, payroll deductions, garnishments, apprenticeship documentation, licenses, and other records required to substantiate compliance.

8. Section 3 Monitoring and Reporting. Where Section 3 applies, collect and review required contractor documentation and track applicable labor-hour benchmarks, including total labor hours, total Section 3 Worker labor hours, total Targeted Section 3 Worker labor hours, and qualitative efforts to comply with 24 CFR Part 75. Provide applicable data to City staff for HUD reporting and project completion.

9. California Prevailing Wage and Apprenticeship Compliance. Monitor applicable California prevailing wage requirements, including contractor and subcontractor DIR registration, electronic Certified Payroll Reporting (eCPR), apprenticeship requirements, DAS documentation, and other applicable State labor standards requirements. Coordinate Federal and State requirements where both apply to the same project.

10. Labor Standards Reporting. Maintain applicable labor standards data and prepare or provide the information necessary for applicable Federal and State reporting, including submission of the Semi-Annual Labor Standards Enforcement Report to HUD.

11. Wage Restitution and Enforcement Support. Investigate identified payroll discrepancies or potential labor standards violations, communicate required corrective actions to contractors and subcontractors, calculate applicable wage restitution or other amounts due, obtain documentation of payment to affected workers, and track corrective action through resolution.

Where required, MDG will assist the City with labor standards enforcement matters, including preparation of applicable enforcement documentation and reports, as well as coordination with HUD, DIR, the Department of Labor, or other regulatory agencies when necessary.

12. Reporting and Project Closeout. Maintain complete labor compliance files for each applicable project from procurement through closeout. Provide City staff with periodic status updates identifying payroll review status, outstanding documentation, identified discrepancies, restitution, Section 3 performance, and unresolved compliance matters. Prepare or provide data necessary for applicable HUD labor standards, Section 3, and State reporting requirements and confirm completion of labor compliance requirements prior to project closeout.

Summary
MDG’s approach integrates program administration, regulatory compliance, technology, financial oversight, and responsive technical support across the City’s CDBG grant, Home Improvement Program, and Concrete Rehabilitation project. As the City’s existing consultant, MDG can continue these services without a transition or learning period while retaining the flexibility to adjust staff resources and level of effort as program activity and priorities evolve. The proposed approach is designed to provide the City with consistent, transparent, and reliable program administration while maintaining appropriate City oversight and control.

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24 5 BUDGET PROPOSAL

BUDGET PROPOSAL
Based on the scope of work described in Section 4 – Description of Services, MDG proposes to provide CDBG Administration and Home Improvement Program services on a time-and-materials (T&M) basis, subject to the applicable not-to-exceed (NTE) amount, based on the actual level of effort incurred at the hourly rates identified in Table 5-3.

The annual Neighborly grants management system fee will be billed on a lump-sum basis and allocated between the CDBG Administration and Home Improvement Program service areas based on anticipated system usage. Each service area’s allocated share is included within the applicable subtotal shown in Table 5-1. Federal and State Labor Compliance Monitoring services for the Concrete Rehabilitation project will also be provided on a lump-sum basis.

The proposed costs by service area are summarized in Table 5-1.

Table 5-1: Cost Proposal
Service Area / Cost Component Pricing Basis NTE / Lump Sum Amount

1. CDBG Administration
CDBG Administration Services T&M / NTE $88,850
Neighborly Grants Management System Lump Sum $6,150
CDBG Administration Subtotal: $95,000

2. Home Improvement Program – Option A
Home Improvement Program Implementation Services T&M / NTE $66,194 Neighborly Grants Management System Lump Sum $8,850
Home Improvement Program – Option A Subtotal: $75,044

2. Home Improvement Program – Option B
Home Improvement Program Implementation Services T&M / NTE $218,194 Neighborly Grants Management System Lump Sum $8,850
Home Improvement Program – Option B Subtotal: $227,044

3. Federal and State Labor Compliance Monitoring
Concrete Rehabilitation Project Monitoring Services Lump Sum $16,000 Labor Compliance Subtotal: $16,000

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25 Home Improvement Program Pricing
MDG proposes to provide Home Improvement Program implementation services for a total fee calculated at 20% of the Home Improvement Program funds to be administered during the contract period. This total amount includes both the T&M/NTE amount for program implementation services and the allocated share of the annual Neighborly grants management system fee attributable to the delivery of the Home Improvement Program.

Because the City is considering whether to make prior-year unspent CDBG funds available for additional Home Improvement Program projects, MDG is providing two pricing options:
• Option A is based on the approved 26-27 Action Plan allocation of $375,221.75, resulting in a total proposed cost of $75,044, consisting of a $66,194 T&M/NTE amount for implementation services and an $8,850 lump-sum Neighborly system fee. • Option B is based on the approved 26-27 Action Plan allocation of $375,221.75, together with approximately $760,000 in prior-year unspent CDBG funds, for a total estimated program budget of $1,135,221.75. This results in a total proposed cost of $227,044, consisting of a $218,194 T&M/NTE amount for implementation services and an $8,850 lump-sum Neighborly system fee.

Under either option, the Home Improvement Program implementation services will be billed only for the actual level of effort incurred at the hourly rates identified in Table 5-3, up to the applicable NTE amount shown in Table 5-1. The allocated Neighborly system fee will be billed on a lumpsum basis. The City may select the option that corresponds with the level of Home Improvement Program funding it intends to make available during the contract period.

The maximum contract amount will depend on the Home Improvement Program option selected by the City, as summarized below.

NOTE: The CDBG Administration and Home Improvement Program amounts shown above include the applicable share of the Neighborly grants management system fees identified in Table 5-1.

Table 5-2: Maximum Contract Scenarios
Pricing Scenario CDBG Admin HIP LC Max. Contract Amount Option A $95,000 $75,044 $16,000 $186,044
Option B $95,000 $227,044 $16,000 $338,044

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26 Table 5-3: Hourly Rate Schedule
Team Member Title PY
2026-2027
President/ Senior Executive Vice President $179.00
Vice President $169.00
Senior Director $163.00
Director $158.00
Deputy Director $142.00
Manager $127.00
Deputy Manager $120.00
Senior Associate $114.00
Associate $103.00
Senior Analyst $84.00
Analyst $79.00
Secretary $56.00
Program year is defined as July 1 through June 30 of the following year.

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ORGANIZATION CHART
Housing / Rental Assist. Staff
• Sr. Director (1)
• Director (2)
• Manager (1)
• Senior Associate (1)
• Associate (1)
• Sr. Analyst (1)
President - CEO
Rudy Muñoz
Chief Financial Officer
Guadalupe Muñoz
Admin Division Staff
• Accountant
• Finance Analyst
• Secretary
Grants Mgmt. / Nat’l TA
Clint Whited – Sr. VP
Afford. Housing Programs
Chris Andrews - VP
Rehab / Const. Mgmt.

Juan Rios – V.P.

Rehab / Const. Mgmt. Staff
• Director (1)
• Manager (2)
• Senior Associate (3)
• Associate (2)
Grants Mgmt. / Technology
David Muñoz, VP
Grant Management Staff
• Sr. Director (3)
• Director [3]
• Manager (7)
• Senior Associate (2)
• Associate (2)
IT Division
• IT Manager (1)
• IT Associate (2)
IT Division Staff
44 Total Staff Members

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Exhibit Certifications
C

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Email [email protected]
Subject County of LA – Approval for Community Business Enterprise Certification Name: MDG ASSOCIATES, INC.

Vendor #: 120808
Certification #: 093412
Greetings,
Thank you for contacting our Office of Small Business, we appreciate your patience as we continue to improve the certification application process. This is your notification that your certification application has been APPROVED.

Your certification is now active. Please take note of active dates here:
• Your CBE Certification is valid until 01/31/2027. Your CBE Certification includes the participation in MBE.

If you have any additional questions regarding certifications, please do not hesitate to contact our office at Office of Small Business - Certifications [email protected] As a certified preference program enterprise, you are eligible for the following benefits:
• Eligible toward the County’s 25% participation goal
• Included on the County’s certification listing

To find information on open solicitations please visit Doing Business With – Los Angeles County (lacounty.gov).

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Did you know? Our office offers government contracting training and marketing services through our APEX Accelerator program. We ask that you please use the APEX Accelerators system to set up an appointment with any available counselor.

Please contact us if you have questions at (844) 432-4900.

Thank you
Sulahi Alvarez, Small Business Counselor, Office of Small Business [email protected]
County of Los Angeles, Department of Economic Opportunity 844-432-4900 | opportunity.lacounty.gov
Stay informed, follow us; ig: @econoppla
Eventbrite: LA County DEO Office of Small Business Events | Eventbrite DEO Newsletter: http://bit.ly/SubscribeDEO?r=qr

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Secretary of State
Certificate of Status
I, SHIRLEY N. WEBER, PH.D., California Secretary of State, hereby certify:

The above referenced entity is active on the Secretary of State's records and is authorized to exercise all its powers, rights and privileges in California.

This certificate relates to the status of the entity on the Secretary of State’s records as of the date of this certificate and does not reflect documents that are pending review or other events that may impact status.

No information is available from this office regarding the financial condition, status of licenses, if any, business activities or practices of the entity.

Active
Entity Name:

Entity No.:

Registration Date:

Entity Type:
2386798
01/02/2002
Stock Corporation - CA - General
Status:

Formed In: CALIFORNIA
MDG ASSOCIATES, INC.

IN WITNESS WHEREOF, I execute this certificate and affix the Great Seal of the State of California this day of January 16, 2026.

SHIRLEY N. WEBER, PH.D.

Secretary of State
Certificate No.:

To verify the issuance of this Certificate, use the Certificate No. above with the Secretary of State Certification Verification Search available at bizfileOnline.sos.ca.gov. 410497836

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�
RANCHO

CUCAMONGA

CITY OF RANCHO CUCAMONGA

SINGLE/SOLE SOURCE JUSTIFICATION
FOR PURCHASES $8,500 AND ABOVE
The information below is provided in support of my Department requesting approval for a single/sole source. Outside of a duly declared emergency, the time to develop a statement of work or specifications is not in itself justification for single or sole source.

Vendor: MDG Associates, Inc Date: 9/30/2026
Commodity/Service: CDBG and Home Improvement Program Administration Services Estimated expenditure: $372, 088 Your Name: Matt Marquez Extent of market search conducted: No new market sol
icitation is being conducted for this limited-term agreement due to the need to maintain continuity of active CDBG and HIP administration. The City Intends to conduct a competitive procurement for future services prior to expiration of the proposed a reement.

MDG submitted an itemized cost proposal identifying time-and-materials services subject to not-to-exceed amounts. Pricing Price Reasonableness: was reviewed against prior contract amounts, historical service levels, and anticipated CDBG and HIP workload and is cm 1s1de1 ed I easv11able ru, ti ,e se1 vices I eqon ed.

Does moving forward on this product/service further obligate the City to future similar contract actual arrangements? No. The proposed agreement will have a defined two-year term through September 30, 2028, a fixed not-to-exceed amount and no automatic renewal. Future CDBG and related grant administration services will be subject to a competitive procurement process.

DEFINITIONS:

SINGLE SOURCE - A transaction with a business entity that is chosen, without competition, from among two or more business entities capable of supplying or providing the goods or services that meet the specified need.

SOLE SOURCE - A transaction with the only business entity capable of supplying or providing the required goods or services.

Initial all entries below that apply to the proposed purchase (more than one entry will apply to most single/sole source products/services requested). If needed, attach a memorandum containing complete justification and support documentation as directed in initial entry.

This is a Single Source � THIS IS A SOLE SOURCE PURCHASE □ (check one).

1. ___ _

2. ----

SINGLE/SOLE SOURCE REQUEST IS FOR THE ORIGINAL MANUFACTURER, THERE ARE NO REGIONAL DISTRIBUTORS. (Item no. 3 also must also be completed).

THE PARTS/EQUIPMENT ARE NOT INTERCHANGEABLE WITH SIMILAR PARTS OF ANOTHER MANUFACTURER. (Explain in separate memorandum).

Page I of2
✓
ATTACHMENT 2

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DATE: October 21, 2026
TO: Mayor and Members of the City Council
FROM: Elisa C. Cox, City Manager
INITIATED BY: Mike McCliman, Assistant City Manager / Fire Chief Peter Castro, Deputy City Manager
Jason C. Welday, Director of Engineering Services/City Engineer Christopher Sorensen, Senior Civil Engineer
Romeo David, Associate Engineer
SUBJECT: Consideration of an Additional Appropriation in the Amount of $117,805 from the Infrastructure Fund (Fund 198) for Additional Construction Management, Inspection, and Materials Testing Services for the Almond Street Improvement Project. (CITY/FIRE)
RECOMMENDATION:

Staff recommends the City Council authorize an additional appropriation in the amount of $117,805 from the Infrastructure Fund (Fund 198) for additional construction management, inspection, and materials testing services for the Almond Street Improvement Project (Project).

BACKGROUND:

The Project will connect the existing eastern and western portions of Almond Street, between Carnelian Street and Via Verde Street, by constructing 900 feet of new local roadway with one (1) lane in each direction (see vicinity map in Attachment 1). The purpose of the Project is to improve circulation and accessibility for emergency responders in the northwest portion of the city. The Project will also construct two (2) waterline replacements in partnership with Cucamonga Valley Water District (CVWD), which is covered under a separate reimbursement agreement.

Council authorized the award of the construction contract to Gentry General Engineering, Inc. (Gentry General) on March 4, 2026. At the time of award, $252,830 was appropriated for construction management and inspection services and $32,500 was appropriated for materials testing services for the Project. Z&K Consultants, Inc. (Z&K) was selected to perform the construction management and inspection services through the City’s Five-Year On-Call Services Contract (CO25-182). Earth Systems Pacific (Earth Systems) was selected to perform the materials testing services through the City’s Five-Year On-Call Services Contract (CO2025-133).

ANALYSIS:

The Base Bid for the Project included eighty (80) days for the City portion of the work and an additional forty (40) working days associated with the Additive Bid for the waterline replacement.

The original cost authorized for construction management and inspection services was based on eighty (80) working days and did not account for the extended project duration due to the additional scope. Although the City’s construction management and inspection services will be minimized during the waterline replacement work, additional ongoing coordination and inspection time is required.

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Additionally, the City approved a change order during construction to split the storm drain box culvert construction into two phases instead of one. This two-phased approach eliminated the need for a temporary waterlines bypass and reduced the risk of issues with the existing waterlines during construction. Although this change order was agreed between the City, CVWD, and Gentry General at no cost, the contractor was awarded thirteen (13) additional working days to account for this work, bringing the total current working days for the Project to one hundred fifty-three (153). This increase to the overall working days requires additional budget for construction management and inspection services. As a result of both items, an additional $65,155 is required to cover the cost of construction management and inspection services for the remainder of the Project.

The original scope of work for materials testing services included testing of backfill material, rebar, compaction testing for the subgrade and base paving, and concrete strength testing. Materials testing beyond the original scope includes additional concrete testing for the storm drain and retaining wall structures. CVWD has also requested to use Earth Systems (the City’s materials testing consultant) to perform the compaction testing for the waterline trench. The cost for these services is estimated to be $14,665 and will be reimbursed by CVWD upon project completion per the Project Cooperative Agreement (CO 2026-014). An additional $52,650 is required to cover the cost of materials testing services for the remainder of the Project.

Environmental:

The Project was previously determined to be exempt from the California Environmental Quality Act (CEQA) per Section 15168 – Program Environmental Impact Report, Section 15301– Existing Facilities, and Section 15303 – New Construction or Conversion of Small Structures by the City Council on September 4, 2024.

FISCAL IMPACT:

Anticipated construction costs and additional costs for construction management, inspection, and materials testing services are estimated to be as follows:

Expenditure Category Amount
Construction Contract $2,516,260
Construction Contract Contingency (10%) $251,630
Construction Inspection Services and Construction
Management
$252,830
Additional Construction Inspection Services and
Construction Management
$65,155
Construction Materials Testing Services $32,500
Additional Construction Materials Testing Services $52,650 Bid Noticing Advertisement $1,640
Estimated Construction Costs $3,172,665

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At the time of award for the construction contract, a total of $1,671,430 was available in the Fiscal Year 2025/26 Budget for this Project consisting of funds from the Infrastructure Fund (Fund 198) and the Fire Capital Fund (Fund 288). On March 4, 2026, Council authorized an additional appropriation of $1,383,430 from the Infrastructure Fund (Fund 198) to cover the cost of construction. Currently the total available funding for the project is $3,054,860 as outlined below:

Account No. Funding Source Description Amount
F198 CC303 SC7004
PID 2101-198 Infrastructure Fund (198) $2,604,860
F288 CC501 SC7004
PID 2101-288 Fire Capital Fund (288)
Almond Street
Improvements $450,000
Total Project Funding $3,054,860
Staff is recommending that additional funding be appropriated toward the Project from the Infrastructure Fund (Fund 198) fund balance for the construction management, inspection and materials testing services as shown below.

Account No. Funding Source Description Amount
F198 CC303 SC7004
PID 2101-198 Infrastructure Fund (198) Almond Street
Improvements $117,805
Total Appropriation $117,805
Finally, as mentioned above, CVWD will be responsible for construction and support costs for the scope of work related to the waterline replacement in accordance with the reimbursement agreement. The estimated reimbursement associated with these additional expenses of $14,665 will be returned to the Infrastructure Fund (Fund 198) upon receipt.

COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

This project meets our City Council core values by promoting and enhancing a safe and healthy community for all, and by providing continuous improvement through the construction of highquality public improvements.

ATTACHMENTS:

Attachment 1 - Vicinity Map

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Almond Street Improvement Project

NOT TO SCALE

Project Location
Project Location
ATTACHMENT 1 Page 11185
DATE: October 21, 2026
TO: Mayor and Members of the City Council
FROM: Elisa C. Cox, City Manager
INITIATED BY: Peter Castro, Deputy City Manager
Jason C. Welday, Director of Engineering Services/City Engineer Alberto Felix, Traffic Engineer
SUBJECT: Consideration of a Professional Services Agreement with Fehr & Peers for the Traffic Signal Communications Master Plan Update in the Amount of $189,190, Plus a 10% Contingency and Authorization of an Appropriation in the Amount of $208,110 from the Transportation Fund (Fund 124). (CITY)
RECOMMENDATION:

Staff recommends that the City Council:

1. Enter into a Professional Services Agreement with Fehr & Peers (Attachment 1) in the amount of $189,190 for the Traffic Signal Communications Master Plan Update (Plan Update);

2. Authorize a 10% contingency for the Plan Update, totaling $18,920 and authorize the City Engineer to approve increases to the agreement for additional services up to the amount of the contingency; and

3. Authorize an appropriation in the amount of $208,110 from the Transportation Fund (Fund 124);
BACKGROUND:

On August 7, 2019, the City Council adopted the current Traffic Signal Communications Master Plan to guide the development of a citywide traffic signal communication network. Since then, Engineering staff have made steady progress in building out the City’s Advanced Traffic Management System (ATMS), enhancing system performance and preparing for the integration of emerging Intelligent Transportation Systems (ITS) to aid in maximizing the operation of the City’s major traffic corridors. The City owns and operates approximately 211 traffic signals, many of which are connected through a combination of fiber optic, wireless, and legacy copper infrastructure, representing a diverse range of controller types, detection technologies, and communication devices at intersections throughout the city. The Traffic Management Center (TMC) continues to operate at a baseline level with its existing tools. An updated framework will enable the development of improved operations, and better support for realtime traffic management needs.

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Of the 211 traffic signals owned and operated by the City, 64 were upgraded and connected to the TMC via a modern fiber-optic network through ATMS Phase 1. ATMS Phase 2 is expected to be complete and operational by the end of 2026 and will add 61 traffic signals to that number.

Finally, ATMS Phase 3 is currently in design and expected to begin construction in August 2027 to incorporate 37 signals to the network. Each of these phases was developed based on the 2019 Traffic Signal Communications Master Plan.

ANALYSIS:

The Plan Update builds on years of progress and is designed to guide the continued evolution of the City’s traffic signal and communication systems. The update is intended to provide a clear path forward by assessing the City’s existing communication assets and network design, identifying where performance gaps or maintenance needs may exist, and evaluating emerging technologies that can enhance reliability and efficiency. It will recommend cost‑effective, future‑ready improvements that incorporate redundancy and modern cybersecurity practices, ensuring long‑term system resilience. In addition, the update will outline best practices for TMC operations and include a phased implementation strategy (near‑, mid‑, and long‑term) with budgetary estimates and staffing considerations to support sustained progress.

Completing the Plan Update will provide the City with a clear, forward-looking roadmap to continue modernizing traffic signal operations citywide. As traffic volumes grow, corridors become more complex, and the need for real-time information increases, the updated plan will help ensure that the City’s traffic management framework is able to evolve in step with these demands.

The Plan Update will serve as a strategic foundation for the evolution of the Traffic Management Center, strengthening day-to-day operations and supporting long-term system growth. Improved visibility and staff access into field devices, clearer guidance on technology upgrades, and a structured implementation strategy will help the TMC operate more proactively, respond to real-time conditions, and manage the corridors connected to the network system. As the City continues to expand its ATMS capabilities, the new plan ensures that staff have the tools, resources, and system readiness necessary to meet current needs while preparing for future mobility demands.

On July 22, 2026, Request for Proposal (RFP) #26/27‑006 was released for Professional Services for the Traffic Signal Communications Master Plan Update. A total of 814 vendors were notified, with 45 prospective proposers and four formal proposals submitted. An evaluation committee reviewed and rated all responses in accordance with the criteria established in the RFP. Fehr & Peers received the highest overall score, demonstrating a clear understanding of the project’s goals and the City’s operational needs. Based on their qualifications, experience, and proposed scope and fee schedule, staff determined that Fehr & Peers is well‑suited to support the City in developing a modern, forward‑looking Traffic Signal Communications Master Plan that will continue advancing the effective operation of the TMC and the City’s traffic signal network.

FISCAL IMPACT:

The anticipated project costs are estimated as shown in the table below.

Expenditure Category Amount
Professional Services Contract $ 189,190
Contingency (10%) $18,920
Estimated Project Costs $208,110

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This project was not included in the FY 2026-27 budget process , therefore an appropriation from the Transportation Fund (124) in the amount of $208,110 to Project Account No.

F001|CC308|SC2106 is necessary to cover the anticipated Professional Services Agreement costs to complete the Plan Update as listed below:

Account No. Funding Source Description Amount
F124|CC308|SC2106 Transportation Fund
(124)
Traffic Signal
Communications
Master Plan Update
$ 208,110
COUNCIL MISSION / VISION / VALUE(S) ADDRESSED:

The proposed Plan Update advances the City Council’s FY 2026-27 goal of receiving an update on the ATMS Master Plan by September 2027. Further, it aligns with the City Council’s Core Values of a safe and healthy community, sustainable future, and relentless pursuit of improvement.

ATTACHMENTS:

Attachment 1 – Professional Services Agreement

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PSA with professional liability insurance (Design) Page 1 Last Revised: 01/11/2018

AGREEMENT FOR

DESIGN PROFESSIONAL SERVICES
THIS AGREEMENT is made and entered into this day of
October, 2026 by and between the City of Rancho Cucamonga, a municipal corporation (“City”) and Fehr & Peers (“Consultant”).

RECITALS
A. City has heretofore issued its request for proposals to perform the following professional services: Traffic Signal Master Plan Update (“the Project”).

B. Consultant has submitted a proposal to perform the professional services described in Recital “A”, above, necessary to complete the Project.

C. City desires to engage Consultant to complete the Project in the manner set forth and more fully described herein.

D. Consultant represents that it is fully qualified and licensed under the laws of the State of California to perform the services contemplated by this Agreement in a good and professional manner.

AGREEMENT
NOW, THEREFORE, in consideration of performance by the parties of the mutual promises, covenants, and conditions herein contained, the parties hereto agree as follows:

1. Consultant’s Services.

1.1 Scope and Level of Services. Subject to the terms and conditions set forth in this Agreement, City hereby engages Consultant to perform all technical and design professional services described in Recitals “A” and “B” above, including, but not limited to services to update the Traffic Signal Master Plan, all as more fully set forth in the Consultant’s proposal, dated August 24, 2026 and entitled “Scope of Work”, attached hereto as Exhibit “A”, and incorporated by reference herein. The nature, scope, and level of the services required to be performed by Consultant are set forth in the Scope of Work and are referred to herein as “the Services.” In the event of any inconsistencies between the Scope of Work and this Agreement, the terms and provisions of this Agreement shall control.

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PSA with professional liability insurance (Design) Page 2 Last Revised: 01/11/2018
of the total compensation specified in Section 3, may be approved in writing by City’s City Manager without amendment.

Consultant represents that Consultant, to the extent required by the standard of practice, has investigated any areas of work, as applicable, and is reasonably acquainted with the conditions therein. Should Consultant discover any latent or unknown conditions, which will materially affect the performance of services, Consultant shall immediately inform City of such fact and shall not proceed except at Consultant’s risk until written instructions are received from the City Representative.

2. Term of Agreement. The term of this Agreement shall be one (1) year and shall become effective as of the date of the mutual execution by way of both parties’ signature (the “Effective Date”). No work shall be conducted; service or goods will not be provided until this Agreement has been executed and requirements have been fulfilled.

Parties to this Agreement shall have the option to renew in one (1) year increments to a total of three (3) years, unless sooner terminated as provided in Section 14 herein. Options to renew are contingent upon the City Manager’s approval, subject to pricing review, and in accordance to all Terms and Conditions stated herein unless otherwise provided in writing by the City.

3. Compensation.

3.1 Compensation. City shall compensate Consultant as set forth in Exhibit A, provided, however, that full, total and complete amount payable to Consultant shall not exceed $189,190 (One hundred eighty-nine thousand and one hundred ninety dollars and zero cents), including all out of pocket expenses, unless additional compensation is approved by the City Council. City shall not withhold any federal, state or other taxes, or other deductions. However, City shall withhold not more than ten percent (10%) of any invoice amount pending receipt of any deliverables reflected in such invoice.

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Under no circumstance shall Consultant be entitled to compensation for services not yet satisfactorily performed.

4. Method of Payment.

4.2 City shall review such invoices and notify Consultant in writing within ten (10) business days of any disputed amounts.

4.3 City shall pay all undisputed portions of the invoice within thirty (30) calendar days after receipt of the invoice up to the not-to-exceed amounts set forth in Section 3.

4.4 All records, invoices, time cards, cost control sheets and other records maintained by Consultant relating to services hereunder shall be available for review and audit by the City.

5. Representatives.

5.1 City Representative. For the purposes of this Agreement, the contract administrator and City’s representative shall be Alberto Felix, Traffic Engineer, or such other person as designated in writing by the City (“City Representative”). It shall be Consultant’s responsibility to assure that the City Representative is kept informed of the progress of the performance of the services, and Consultant shall refer any decisions that must be made by City to the City Representative. Unless otherwise specified herein, any approval of City required hereunder shall mean the approval of the City Representative.

5.2 Consultant Representative. For the purposes of this Agreement, Jason Pack, Principal is hereby designated as the principal and representative of Consultant authorized to act in its behalf with respect to the services specified herein and make all decisions in connection therewith (“Consultant’s Representative”). It is expressly understood that the experience, knowledge, capability and reputation of the Consultant’s Representative were a substantial inducement for City to enter into this Agreement.

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6. Consultant’s Personnel.

6.2 Consultant shall be solely responsible for the satisfactory work performance of all personnel engaged in performing the Services and compliance with the standard of care set forth in Section 1.4.

6.4 Consultant shall indemnify, defend and hold harmless City and its elected officials, officers and employees, servants, designated volunteers, and agents serving as independent contractors in the role of City 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 shall have the right to offset against the amount of any fees due to Consultant under this Agreement any amount due to City from Consultant as a result of Consultant’s failure to promptly pay to City any reimbursement or indemnification arising under this Section 6.

7. Ownership of Work Product.

Upon payment being made, and provided Consultant is not in breach of this Agreement, all Work Product shall be and remain the property of City without restriction or limitation upon its use or dissemination by City. Basic survey notes, sketches, charts, computations and similar data prepared or obtained by Consultant under this Agreement shall, upon request, be made available to City. None of the Work Product shall be the subject of any common law or statutory copyright or copyright application by Consultant. In the event of the return of any of the Work Product to Consultant or its representative, Consultant shall be responsible for its safe return to City. Under no circumstances shall Consultant fail to deliver any draft or final designs, plans, drawings, reports or specifications to City upon written demand by City for their delivery, notwithstanding any disputes between Consultant and City concerning payment, performance of the contract, or otherwise. This

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covenant shall survive the termination of this Agreement. City’s reuse of the Work Product for any purpose other than the Project, shall be at City’s sole risk.

7.3 Title to Intellectual Property. Consultant warrants and represents that it has secured all necessary licenses, consents or approvals to use any instrumentality, thing or component as to which any intellectual property right exists, including computer software, used in the rendering of the Services and the production of the Work Product and/or materials produced under this Agreement, and that City has full legal title to and the right to reproduce any of the Work Product. Consultant shall defend, indemnify and hold City, and its elected officials, officers, employees, servants, attorneys, designated volunteers, and agents serving as independent contractors in the role of City officials, harmless from any loss, claim or liability in any way related to a claim that City’s use is violating federal, state or local laws, or any contractual provisions, relating to trade names, licenses, franchises, patents or other means of protecting intellectual property rights and/or interests in products or inventions. Consultant shall bear all costs arising from the use of patented, copyrighted, trade secret or trademarked documents, materials, software, equipment, devices or processes used or incorporated in the Services and materials produced under this Agreement. In the event City’s use of any of the Work Product is held to constitute an infringement and any use thereof is enjoined, Consultant, at its expense, shall: (a) secure for City the right to continue using the Work Product by suspension of any injunction or by procuring a license or licenses for City; or (b) modify the Work Product so that it becomes non-infringing. This covenant shall survive the termination of this Agreement.

Neither City nor any of its agents shall have control over the conduct of Consultant or any of Consultant’s employees, except as set forth in this Agreement. Consultant shall not, at any time, or in any manner, represent that it or any of its officers, agents or employees are in any manner employees of City. Consultant shall pay all required taxes on amounts paid to Consultant under this Agreement, and to defend, indemnify and hold City harmless from any and all taxes, assessments, penalties, and interest asserted against City by reason of the independent contractor relationship created by this Agreement. Consultant shall fully

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comply with the workers’ compensation law regarding Consultant and Consultant’s employees.

9. Confidentiality. Consultant may have access to financial, accounting, statistical, and personnel data of individuals and City employees. Consultant covenants that all data, documents, discussion, or other information developed or received by Consultant or provided for performance of this Agreement are confidential and shall not be disclosed by Consultant without prior written authorization by City. City shall grant such authorization if applicable law requires disclosure. All City data shall be returned to City upon the termination of this Agreement. Consultant’s covenant under this Section shall survive the termination of this Agreement. This provision shall not apply to information in whatever form that is in the public domain, nor shall it restrict the Consultant from giving notices required by law or complying with an order to provide information or data when such an order is issued by a court, administrative agency or other legitimate authority, or if disclosure is otherwise permitted by law and reasonably necessary for the Consultant to defend itself from any legal action or claim.

10. Conflict of Interest.

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11. Indemnification.

11.1 Design Professional Services. To the fullest extent permitted by law, the Consultant shall, at its sole cost and expense, indemnify, defend, and hold harmless the City, its elected officials, officers, attorneys, agents, employees, designated volunteers, successors, assigns and those City agents serving as independent contractors in the role of City officials (collectively “Indemnitees” in this Section 11.0), from and against any and all damages, costs, expenses, liabilities, claims, demands, causes of action, proceedings, judgments, penalties, liens, stop notices, and losses of any nature whatsoever, including fees of accountants and other professionals, and all costs associated therewith, and reimbursement of attorneys’ fees and costs of defense (collectively “Claims”), whether actual, alleged or threatened, to the extent arising out of, pertaining to, or relating to, in whole or in part, the negligence, recklessness or willful misconduct of the Consultant, and/or its officers, agents, servants, employees, subcontractors, contractors or their officers, agents, servants or employees (or any entity or individual for which or whom the Consultant shall bear legal liability) in the performance of design professional services under this Agreement by a “design professional,” as the term is defined in California Civil Code § 2782.8(c). The indemnification obligation herein shall not in any way be limited by the insurance obligations contained in this Agreement. Notwithstanding the foregoing and as required by Civil Code § 2782.8(a), in no event shall the cost to defend the Indemnitees that is charged to Consultant exceed Consultant’s proportionate percentage of fault.

11.2 Other Indemnities. With respect to claims and liabilities which do not arise in connection with the performance of professional services by a “design professional”, as that term is defined in California Civil Code Section 2782.8(c), including, but not limited to, those claims and liabilities normally covered by commercial general and/or automobile liability insurance, and to the maximum extent permitted by law, Consultant shall, at its sole cost and expense, protect, defend, hold harmless and indemnify the Indemnitees from and against any and all damages, costs, expenses, liabilities, claims, demands, causes of action, proceedings, judgments, penalties, liens, stop notices, and losses of any nature whatsoever, including fees of accountants, attorneys and other professionals, and all costs associated therewith, and the payment of all consequential damages (collectively “Damages”), in law or equity, whether actual, alleged or threatened, which arise out of, pertain to, or relate to the acts or omissions of Consultant, its officers, agents, servants, employees, subcontractors, materialmen, suppliers, or contractors, or their officers, agents, servants or employees (or any entity or individual for which or whom Consultant shall bear legal liability) in the performance of this Agreement, except to the extent the Damages arise from the active or sole negligence or willful misconduct of any of the Indemnitees, as determined by final arbitration or court decision or by the agreement of the Parties. Consultant shall defend the Indemnitees in any action or actions filed in connection with any Damages with counsel of the Indemnitees’ choice, and shall pay all costs and expenses, including all attorneys’ fees and experts’ costs as they are actually incurred in connection with such defense.

Consultant shall reimburse the Indemnitees for any and all legal expenses and costs

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incurred by the Indemnitees in connection therewith. The indemnification obligation herein shall not in any way be limited by the insurance obligations contained in this Agreement.
. 11.3 Nonwaiver of Rights. Indemnitees do not, and shall not, waive any rights that they may possess against Consultant because of the acceptance by City, or the deposit with City, of any insurance policy or certificate required pursuant to this Agreement.

12. Insurance.

12.2 Minimum Scope of Insurance. Unless otherwise approved by City, coverage shall be at least as broad as:
(1) Insurance Services Office Commercial General Liability coverage (occurrence form CG 0001).
(2) Insurance Services Office form number CA 0001 (Ed. 1/87) covering Automobile Liability, code 1 (any auto).
(3) Worker’s Compensation insurance as required by the State of California, and Employer’s Liability Insurance.
(4) Professional Liability insurance in a form approved by the City, having an extended reporting period of not less than three (3) years after completion of the Services which shall provide protection against claims of professional negligence arising out of Consultant’s performance of the Services and otherwise complying with all applicable provisions of this

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Section 12. The policy shall be endorsed to include
contractual liability to the extent insurable.

12.3 Minimum Limits of Insurance. Consultant shall maintain limits no less than:
(1) Commercial General Liability: $2,000,000 per occurrence for bodily injury, personal injury and property damage.

Commercial General Liability Insurance with a general
aggregate limit shall apply separately to this Agreement or the general limit shall be twice the required occurrence limit. (2) Automobile Liability: $2,000,000 per accident for bodily injury and property damage.
(3) Employer’s Liability: $1,000,000 per accident and in the aggregate for bodily injury or disease and Workers’
Compensation Insurance in the amount required by law.
(4) Professional Liability: $1,000,000 per claim/aggregate. (5) The Insurance obligations under this agreement shall be the greater of (i) the Insurance coverages and limits carried by the Contractor; or (ii) the minimum insurance requirements shown in this Agreement. Any insurance proceeds in excess of the specified limits and coverage required which are applicable to a given loss, shall be available to the City. No representation is made that the minimum insurance
requirements of this Agreement are sufficient to cover the obligations of the Contractor under this Agreement.

12.4 Deductibles and Self-Insured Retentions. Any deductibles or selfinsured retentions must be declared to and approved by the City and shall not reduce the limits of coverage. City reserves the right to obtain a full certified copy of any required insurance policy and endorsements.

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coverage shall contain no limitations on the scope of
protection afforded to City, its officers, officials, employees, designated volunteers or agents serving as independent
contractors in the role of City officials which are not also limitations applicable to the named insured.
(2) For any claims related to this Agreement, Consultant’s insurance coverage shall be primary insurance as respects City, its officers, officials, employees, designated volunteers and agents serving as independent contractors in the role of City or officials. Any insurance or self-insurance
maintained by City, its officers, officials, employees, designated volunteers or agents serving as independent
contractors in the role of City officials shall be excess of Consultant’s insurance and shall not contribute with it. (3) Consultant’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability.
(4) Each insurance policy required by this clause shall be endorsed to state that coverage shall not be canceled except after 30 days prior written notice by first class mail has been given to City (ten (10) days prior written notice for nonpayment of premium). Consultant shall provide thirty (30) days written notice to City prior to implementation of a reduction of limits or material change of insurance coverage as specified herein.

Rating Guide.
(7) Each policy shall specify that any failure to comply with reporting or other provisions of the required policy, including breaches of warranty, shall not affect the coverage required to be provided.

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(8) Each policy shall specify that any and all costs of adjusting and/or defending any claim against any insured, including court costs and attorneys' fees, shall be paid in addition to and shall not deplete any policy limits.
(9) Contractor shall provide any and all other required insurance, endorsements, or exclusions as required by the City in any request for proposals applicable to this Agreement.

12.6 Evidence of coverage. Prior to commencing performance under this Agreement, the Consultant shall furnish the City with certificates and original endorsements, or copies of each required policy, effecting and evidencing the insurance coverage required by this Agreement including (1) Additional Insured Endorsement(s), (2) Worker’s Compensation waiver of subrogation endorsement, and (3) General liability declarations or endorsement page listing all policy endorsements. The endorsements shall be signed by a person authorized by the insurer(s) to bind coverage on its behalf. All endorsements or policies shall be received and approved by the City before Consultant commences performance. If performance of this Agreement shall extend beyond one year, Consultant shall provide City with the required policies or endorsements evidencing renewal of the required policies of insurance prior to the expiration of any required policies of insurance.

12.7 Contractor agrees to include in all contracts with all subcontractors performing work pursuant to this Agreement, the same requirements and provisions of this Agreement including the indemnity and insurance requirements to the extent they apply to the scope of any such subcontractor’s work. Contractor shall require its subcontractors to be bound to Contractor and City in the same manner and to the same extent as Contractor is bound to City pursuant to this Agreement, and to require each of its subcontractors to include these same provisions in its contract with any sub-subcontractor.

City shall compensate Consultant for any litigation support services in an amount to be agreed upon by the parties.

Consultant may terminate this Agreement for cause upon giving the City ten (10) business

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days prior written notice for any of the following: (1) uncured breach by the City of any material term of this Agreement, including but not limited to Payment Terms; (2) material changes in the conditions under which this Agreement was entered into, coupled with the failure of the parties to reach accord on the fees and charges for any Additional Services required because of such changes.

15. Notices. Any notices, bills, invoices, or reports authorized or required by this Agreement shall be in writing and shall be deemed received on (a) the day of delivery if delivered by hand or overnight courier service during Consultant’s and City’s regular business hours; or (b) on the third business day following deposit in the United States mail, postage prepaid, to the addresses set forth in this Section, or to such other addresses as the parties may, from time to time, designate in writing pursuant to the provisions of this Section.

All notices shall be addressed as follows:

If to City: Rancho Cucamonga Engineering Services
Justine Garcia, Deputy Director
10500 Civic Center Drive
Rancho Cucamonga, CA 91730
If to Consultant: Fehr & Peers
Jason Pack, TE, Principal
3880 Lemon Street, Suite 420
Riverside, CA 92501

17. Assignment and Subcontracting. Consultant shall not assign or transfer any interest in this Agreement or subcontract the performance of any of Consultant’s obligations hereunder without City’s prior written consent. Except as provided herein, any attempt by Consultant to so assign, transfer, or subcontract any rights, duties, or obligations arising hereunder shall be null, void and of no effect. 18 Compliance with Laws. Consultant shall comply with all applicable federal, state and local laws, ordinances, codes and regulations in force at the time Consultant performs the Services. Consultant is aware of the requirements of California Labor Code Section 1720, et seq., and 1770, et seq., as well as California Code of Regulations, Title 8, Section 16000, et seq., (“Prevailing Wage Laws”), which require the payment of prevailing wage rates and the performance of other requirements on “public

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works” and “maintenance” projects. If the Services are being performed as part of an applicable “public works” or “maintenance” project, as defined by the Prevailing Wage Laws, and if the total compensation is $1,000 or more, Consultant agrees to fully comply with such Prevailing Wage Laws. The applicable prevailing wage rate determinations can be found at http://www.dir.ca.gov/dlsr/DPreWageDetermination.htm Consultant shall make copies of the prevailing rates of per diem wages for each craft, classification or type of worker needed to execute the Services available to interested parties upon request, and shall post copies at the Consultant’s principal place of business and at the Project site. Consultant shall defend, indemnify and hold the City, its elected officials, officers, employees and agents free and harmless from any claim or liability arising out of any failure or alleged failure to comply with the Prevailing Wage Laws.

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amended, nor any provision or breach hereof waived, except in a writing signed by the parties which expressly refers to this Agreement.

IN WITNESS WHEREOF, the parties, through their respective authorized representatives, have executed this Agreement as of the date first written above.

Consultant Name: Fehr & Peers
By: ______________________________
Name: Jason Pack Date
______________________________
Title: Principal
City of Rancho Cucamonga

By:________________________________
Name: L. Dennis Michael Date
_________________________________
Title: Mayor
By: ______________________________
Name: Sarah Brandenberg Date

______________________________
Title: Board Chair

City of Rancho Cucamonga

By:________________________________
Name Date
_________________________________
Title
(two signatures required if corporation)

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Approval ____ Buyer II, Purchasing
Alternate ____ Risk Management
Coordinator

EXHIBIT A

SCOPE OF SERVICES

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Update the City’s
Traffic Signal
Communication
Master Plan
City of Rancho Cucamonga
Prepared for: Submitted on: Submitted by
City of Rancho Cucamonga August 24, 2026 Fehr & Peers
Procurement Division
Exhibit A - Scope of Services

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1. Cover Letter
August 24, 2026
City of Rancho Cucamonga
Procurement Division
10500 Civic Center Drive
Rancho Cucamonga, California 91730
Subject: Proposal to Update the City’s Traffic Signal Communication Master Plan Dear Evaluation Team:

We understand that the City is seeking to update its 2018 Communications Master Plan to address current infrastructure conditions, evolving data and operational demands, cybersecurity requirements, and emerging connected and automated mobility technologies. Fehr & Peers brings a unique blend of both firsthand knowledge of the City’s ITS environment and the technical experience to plan its next generation of infrastructure. We bring a perspective particularly relevant to this effort:
our staff have not only developed and implemented ITS improvements in Rancho Cucamonga but have also experienced the City’s systems and operations from the inside. Baldwin Ngai was directly involved in the City’s ATMS Phase 1 deployment and TMC operations during his tenure with the City from 2017 to 2023 and therefore brings firsthand knowledge of the City's ITS environment, implementation history, and operational considerations. Arcadis, our subconsultant, is currently supporting the ATMS Phase 3 design and future deployment, further strengthening the team's knowledge of the City's communications network, signal systems, and evolving TMC environment.

Together, this experience gives our team a strong technical and operational foundation for updating the City's Communications Master Plan and developing a roadmap that reflects the City’s current needs and future technology priorities.

The City's traffic signal communications network is not an isolated technology system – it is the infrastructure that connects signal operations, field devices, ATMS, the TMC, and emerging ITS applications. Our approach therefore considers communications architecture, traffic signal operations, TMC functionality, equipment lifecycle, cybersecurity, and future technology as an integrated system. Recognizing the interconnected nature of these systems, we have assembled a team with the experience, context, and insight to deliver this holistic vision. Jason D. Pack, TE, will serve as Principal-in-Charge, providing senior-level oversight, executive support, and access to Fehr & Peers' firmwide resources. Jason Xu, PE, PTOE, PMP, will serve as Project Manager, bringing more than 20 years of experience in traffic operations, signal systems, ITS design, communications, and system integration. Baldwin Ngai will provide firsthand knowledge of the City's ITS deployment and operational environment. Our subconsultants, Arcadis and LLG, will further strengthen the team, with Arcadis providing communications infrastructure and ITS expertise and LLG, the City's current signal operations on-call consultant, providing continuity with ongoing signal operations and system knowledge. Their ongoing work with the City will allow our team to leverage existing information and firsthand knowledge of the communications and signal systems, minimize duplicative inventory efforts, improve project efficiency, and focus on identifying existing issues and developing practical, implementable recommendations.

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The following sets Fehr & Peers’ team apart from others:

LOCAL KNOWLEDGE APPLIED TO STANDARDS-BASED, FUTURE-READY NETWORK Our team combines firsthand knowledge of Rancho Cucamonga's ITS environment with experience applying current communications and ITS standards to future system planning. Fehr & Peers' experience with the City's ATMS deployment and TMC operations, together with Arcadis' current involvement in ATMS Phase 3 communications design, provides a practical understanding of the City's network, signal systems, operational requirements, and implementation constraints. We will build on this knowledge to develop a future-state communications architecture incorporating NTCIPcompliant device communications, TCP/IP network design, network segmentation, and layered cybersecurity, while maintaining compatibility with existing systems and supporting future expansion.

COMPREHENSIVE ITS + TMC EXPERTISE
The RFP calls for an integrated evaluation of communications infrastructure, TMC technology and operations, traffic signal equipment, system integration, and emerging technologies. Our multidisciplinary team brings expertise across these areas, including traffic signal operations, communications networks, ATMS, TMC operations, ITS architecture, system integration, and ITS planning. This integrated perspective will allow us to develop coordinated recommendations for the City's communications network, TMC, and equipment lifecycle rather than treating these elements as independent systems.

IMPLEMENTATION-FOCUSED COMMUNICATIONS PLANNING
We will develop a Master Plan that provides a practical basis for implementation, not simply an inventory of existing infrastructure. Our team will identify communication bottlenecks, single points of failure, capacity constraints, obsolete equipment, interoperability issues, and network vulnerabilities, then translate these findings into prioritized improvements and phased implementation strategies.

Recommendations will address near-, mid-, and long-term needs, including fiber expansion, network redundancy, equipment replacement, cybersecurity, system capacity, and integration with future ITS applications. Prioritized improvements and budgetary costs will provide a practical path from the Master Plan to implementation.

INNOVATION AND EMERGING TECHNOLOGIES
The updated Master Plan provides an opportunity to
evaluate how emerging technologies can improve the
City's operational efficiency, system performance,
and transportation safety. Fehr & Peers brings inhouse expertise in data analytics, multimodal and safety analytics, connected vehicle technologies,
cloud-based ITS platforms, and advanced network
monitoring. Our team will focus on practical
applications that provide actionable information to
City staff, including AI-enabled safety analytics,
cloud-based system monitoring and performance
analysis, and connected vehicle technologies for

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future traffic management applications. Where appropriate, targeted pilots or demonstrations will help the City evaluate emerging technologies before broader deployment.

We look forward to bringing our local knowledge, technical expertise, and implementation-focused approach to the successful update of Rancho Cucamonga’s Traffic Signal Communications Master Plan. Please contact me at (949) 308-6312 or [email protected], or Jason Xu at (949) 308- 6322 or [email protected] with any questions regarding this proposal.

Sincerely,

FEHR & PEERS
Jason Pack, TE
Principal
3880 Lemon Street
Suite 420
Riverside, CA 92501
(949) 308-6312
[email protected]

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Table of Contents

1. Cover Letter ................................................................................................................................... 2

2. Project Understanding & Approach ........................................................................................... 6 Project Understanding ................................................................................................................................................. 7 Key Elements of Our Approach ............................................................................................................................... 10

3. Qualifications & Experience ...................................................................................................... 12 About Fehr & Peers ..................................................................................................................................................... 13 Experience Performing Similar Work .................................................................................................................... 15 Project Qualifications ................................................................................................................................................. 16

4. Project Team ............................................................................................................................... 21 Organizational Chart .................................................................................................................................................. 22 Brief Biographies ........................................................................................................................................................ 23

5. Third-Party/Subcontractors ..................................................................................................... 27 About Arcadis .............................................................................................................................................................. 28 Arcadis’ Role ......................................................................................................................................................... 29 Fehr & Peers’ Experience with Arcadis ....................................................................................................... 29 Arcadis References ............................................................................................................................................ 29 Arcadis Project Qualifications ......................................................................................................................... 31 About LLG ...................................................................................................................................................................... 31 LLG’s Role .............................................................................................................................................................. 32 Fehr & Peers’ Experience with LLG .............................................................................................................. 32 LLG References ................................................................................................................................................... 33 LLG Project Qualifications ............................................................................................................................... 34

6. Proposal Response – Scope of Work ...................................................................................... 35 Scope of Work ............................................................................................................................................................. 36 Task 1. Kickoff, Data Collection, and Project Management .................................................................. 36 Task 2. Communications Infrastructure Inventory & Assessment ...................................................... 37 Task 3. Traffic Signal Communications Master Plan Upgrade ............................................................. 39 Task 4. Traffic Management Center Best Practices Evaluation ........................................................... 41 Task 5. Traffic Signal Equipment Useful Life Assessment .................................................................... 44 Optional Task 1. TMC Software Operation Manual ................................................................................... 47 RFP Line-Item Pricing: ...................................................................................................................................... 48

7. Appendix .................................................................................................................................... 49 A. Resumes ................................................................................................................................................................... 49

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6 2. Project Understanding & Approach

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7 Project Understanding
The City of Rancho Cucamonga is at an important point in the evolution of its traffic signal and ITS infrastructure. The City operates approximately 211 signalized intersections supported by a combination of fiber-optic, wireless, and legacy copper communications, with multiple controller, detection, and communications technologies in the field. The City's TMC relies on Centracs for central traffic signal management, Bosch CCTV cameras managed through Genetec for video operations, and SolarWinds for network monitoring. The City is also continuing to invest in its communications and ATMS infrastructure through ATMS Phases 1 & 2 and the current Phase 3 deployment.

The City's existing communications network has evolved over time through multiple projects and development activities. The 2018 Traffic Signal Communications Master Plan established a fiber-ring concept, but the City's infrastructure and operational needs have continued to evolve since that plan was completed. We recognize the need to update the plan to address current infrastructure conditions, network performance and reliability, cybersecurity, emerging technologies, and the City's transition toward connected and automated mobility. Our understanding is that this effort should therefore build on the City's previous planning and investments while independently evaluating today's network and future requirements, rather than simply updating the 2018 plan.

The communications network is also more than a collection of fiber, switches, and field devices. It is the infrastructure that connects the City's traffic signals, detection, CCTV, TMC, ATMS, and future ITS applications. The effectiveness of these systems depends on reliable communications, appropriate system integration, and the ability of City staff to monitor and manage them. We recognize the benefit of addressing these interconnected elements together through the Communications Master Plan, TMC best-practices evaluation, and traffic signal equipment useful-life assessment. Together, these three components provide an opportunity to develop a coordinated strategy that connects the City's communications infrastructure, TMC operations, and signal equipment lifecycle, helping the City prioritize investments and plan for long-term system performance.

The project also needs to recognize the City's ongoing implementation activities. Arcadis, our subconsultant, is currently supporting ATMS Phase 3, including communications design along the Archibald Avenue and Base Line Road corridors. Our team will use this current project knowledge to maintain consistency with active improvements and avoid duplicating work already underway. The team also brings historical knowledge of the City's system: Baldwin Ngai, our deputy PM, managed the City's TMC operations from 2017 through 2023 and supported the City's ATMS implementation, while Arcadis staff have been involved from earlier phases of the ATMS program through the current Phase 3 effort.

The project will ultimately provide the City with three coordinated outcomes: a modernized and implementable communications Master Plan, practical recommendations to improve TMC operations and technology, and a 10-year traffic signal equipment replacement program with CIPlevel costs and phasing. These recommendations will provide a clear path for the City to prioritize investments, pursue funding, and advance future design and implementation.

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8 Rancho Cucamonga–Specific Considerations:
 A Network Built Incrementally Over Time – Rancho Cucamonga's communications network has evolved through numerous projects, development activities, and departmental initiatives rather than through a single systemwide deployment. Conduit and fiber have been installed incrementally, including through private development, resulting in discontinuous fiber segments and varying conduit conditions and documentation. Some underground infrastructure is also aging, making it important to verify what can be reused and to account for constructability and implementation risks. We will use the available records and targeted field verification to establish a reliable basis for recommendations and minimize surprises during future implementation.  A Distributed Record That Requires a Unified View – The records of these years of work are as distributed as the work itself. Because multiple departments have each had a stake in extending the citywide network, project structures have varied, and the record drawings and institutional knowledge that explain them are spread across the departments that delivered them. This is not a sign of dysfunction—the City's collaborative culture is a strength and has contributed to the continued development and operation of the system. It does mean, however, that no single authoritative picture of the network exists in one place today. We see this as an important opportunity for the Master Plan to consolidate available information into a systemwide record and establish a shared understanding of existing infrastructure, responsibilities, priorities, and future improvements across DoIT, RCMU, Public Works, Traffic Operations, and other affected departments.
 A Diverse Existing System with Multiple Interfaces – The City operates approximately 211 signalized intersections supported by a mix of fiber-optic, wireless, and copper communications.

The field system includes predominantly Econolite ASC/2, ASC/3, and Cobalt controllers in Type O, P, and R cabinets, with traffic signal operations managed through the City's Centracs central system. Detection, CCTV, network switching, and power protection also include equipment from multiple manufacturers. The communications network interfaces with Caltrans and neighboring jurisdictions including Upland, Ontario, Fontana, and San Bernardino County, creating additional considerations for interoperability, regional coordination, and future system integration.  A Strong Foundation with an Opportunity to Plan the Next Generation – The 2018 Communications Master Plan established a fiber-ring backbone concept that is being implemented through a four-phase rollout, with two phases completed and the third underway.

The updated Master Plan provides an opportunity to build on that foundation while independently evaluating remaining communications gaps, network resiliency, cybersecurity, connected- and automated-mobility readiness, and future ITS requirements, then provide a roadmap to fully implement the envisioned improvements.

Figure 1 on the following page illustrates the City's evolving communications network, including the completed and planned ATMS deployment phases, existing fiber and wireless infrastructure, and key remaining communications gaps. The figure also highlights opportunities to prioritize fiber gap closure, establish redundant paths between communications hubs and edge switches, and improve center-to-center connectivity with neighboring agencies.

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HUB
1 ATMS 111 ATMS 222 ATMS 333HUB
4 HUB
3 HUB
2 HUB
CY Other Prior Projects
Existing f//o or SIC to be
verified TRP
Existing wireless to be
verified
EX. 12 PR SIC (2018 MP)
EX. IP RADIO (2018 MP) EX. 24 SMFO IN 4"C (2018 MP) EX. 96 SMFO IN 3"C (2018 MP) EX. SERIAL RADIO (2018 MP) EX. 288 SMFO SOUTH SIDE OF
6TH FROM HAVEN TO MILLIKEN
(THE RESORT TS PLANS)
EX 12 PR SIC (2018 MP)
Conduit to be verified EX IP RADIO (2018 MP) EX. 12 PR SIC (2018 MP) EX. 96 SMFO IN 4"C (2018 MP) EX F/O (2018 MP) EX. 288 SMFO IN 2"C FROM BASE LINE TO VICTORIA,
EX. 288 SMFO IN 4"C FROM ETIWANDA TO EAST,
EX. 288 SMFO IN 4"C FROM VICTORIA TO HIGHLAND,
(CIP 2018-24)
EX. F/O (CIP 2017) EX F/O (2018 MP)
EX 4-4"C (2018 MP)
EX. 96 SMFO IN 4"C (2018 MP)
Ex... 96 SMFO in 444""C
from Day Creek to East,,,
222444 SMFO from Church
to Library
Ex...unidentified

SIC &&&&
Conduits
EX. SERIAL RADIO (2018 MP) EX. CONDUIT (2018 MP)
Prioritized gap
closures after ATMS
Phase 333
Utilize existing connectivity
and identify opportunities to
establish center---to---center
communication with the City
of Fontana
Complete gap closure
improvements along 444th
Street and establish
Center---to---Center
communication with the
City of Ontario &&
Caltrans
Identify
opportunities to
establish
Center---to---Center
communication
with the City of
Upland
Complete gap closure
improvements along
Carnelian
TMC Improvements at City Hall (((Preliminary)))
--- Fully integrate interconnected traffic signals and
signal equipment for TMC operation
--- Standardize procedures and reserve network
assignment to streamline expansion
--- Establish networking and fiber assignment
standards
--- Consolidate mapping of communication
infrastructure
Prioritized fiber
deployments
following ATMS
Phase 333
Prioritized fiber
deployments
following ATMS
Phase 333
Prioritized fiber
deployments
following ATMS
Phase 333
Master Plan to
identify
redundant path
from the Comm
Hub 111 to the
edge switch
FIGURE 1 - PROJECT MAP 9

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10 Key Elements of Our Approach
Our approach is built around the specific characteristics of Rancho Cucamonga's existing traffic signal,
communications, and TMC environment. We will use our
team's firsthand knowledge of the City's systems and
ongoing ATMS deployment to develop recommendations
that are technically sound, coordinated with current
initiatives, and practical to implement.
 Build on the City's Existing Investment – The City has made significant investments in its Centracs ATMS, TMC, fiber communications network, Bosch CCTV/Genetec
video management system, SolarWinds network
monitoring, and ATMS Phases 1 through 3. Rather than
developing recommendations in isolation, we will build on these existing systems and active projects, coordinate
directly with the ATMS Phase 3 team, and identify
remaining gaps and opportunities that provide the
greatest value from the City's previous and planned
investments.
 Target Field Verification Where It Adds Value – The
City has approximately 211 signalized intersections, and recent ATMS Phase 3 field work provides a valuable
foundation for this effort. We will leverage existing
inventories, GIS data, record drawings, and recent field information and focus additional verification where
information gaps could affect Master Plan
recommendations. Based on our team's knowledge of the
City's system and recent Phase 3 field work, we anticipate that approximately half of the City's signals will require additional field verification for the equipment useful-life assessment. This targeted approach will improve the
reliability of the assessment while avoiding unnecessary duplication of field work.
 Develop the Communications Plan from the City's
Operating Needs – The communications network
supports the City's traffic signals, CCTV, detection, TMC, and other ITS applications. We will define communications requirements based on how these systems operate today
and how the City expects them to evolve, then translate those requirements into a practical fiber architecture, connectivity strategy, redundancy improvements, and
Our Approach: From Today’s
System to Tomorrow’s Needs -
understand what Rancho
Cucamonga operates today,
define the City's future operational
needs, and develop a practical,
implementable path between the
two.

We will build progressively from
existing conditions and network
performance (Task 2) to an
updated communications
architecture and fiber deployment
strategy (Task 3), a TMC
operations and technology
assessment (Task 4), and a 10-
year traffic signal equipment
replacement and CIP program
(Task 5). These elements will be
coordinated into a single,
implementation-focused Master
Plan that reflects the City's
existing investments, operational
needs, and future ITS priorities.

The result: a coordinated and
actionable roadmap that balances
reliability, resiliency,
cybersecurity, operational
effectiveness, technology
advancement, and funding, with
practical priorities, costs, and
implementation strategies the City
can carry forward into future
design, programming, and project
delivery.

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11 phased deployment plan. This will ensure the Master Plan is driven by operational needs rather than simply by available technology.
 Coordinate Across City Departments – Successful implementation will require more than Traffic staff and the TMC. DoIT, RCMU, Public Works Traffic Signal Maintenance, Traffic Operations, Fire, and other City divisions have important roles in the communications, maintenance, operational, and emergency-response functions supported by the system. We will engage these stakeholders early to confirm network standards, maintenance responsibilities, operational requirements, planned infrastructure, and opportunities to coordinate communications improvements with other City projects. These coordinated discussions will also help establish a practical, Citywide communications strategy with clear technical requirements, ownership considerations, and implementation priorities.  Connect Communications Planning with Equipment Lifecycle – Communications infrastructure and traffic signal equipment have interdependent lifecycle and operational requirements. We will coordinate the communications recommendations with the assessment of controllers, cabinets, detection, UPS systems, signal indications, and field communications equipment so that network improvements, equipment replacement, and CIP recommendations are sequenced consistently rather than developed as separate programs.  Make the TMC Assessment Operationally Focused – The TMC assessment will go beyond evaluating technology. We will evaluate how the City’s existing Centracs ATMS, Genetec VMS, CCTV, SolarWinds, operator workstations, the video wall, dashboards, staffing, workflows, and incident management practices work together to support day-to-day operations. Recommendations will focus on improving situational awareness, staff efficiency, system integration, and the City's ability to respond to incidents and changing transportation conditions.
 Plan for Emerging Technologies with a Practical Lens – The Master Plan will evaluate the communications and TMC capabilities needed to support C-V2X, adaptive signal operations, AI-enabled video analytics, cloud-based platforms, advanced performance monitoring, and other emerging ITS applications. We will focus on technologies that provide a clear operational benefit and can be supported by the City's infrastructure, staffing, and funding environment, identifying targeted applications or pilots where appropriate.  Turn Findings into an Implementable Investment Program – The Master Plan will not stop at identifying deficiencies. We will translate findings into prioritized communications improvements, phased deployment strategies, equipment replacement schedules, planninglevel costs, and CIP recommendations, while identifying funding opportunities to help the City advance priority investments. Fehr & Peers brings extensive experience developing competitive transportation and ITS grant applications, including SBCTA-funded initiatives.

Our recent work on the Bear Valley Smart Corridor Deployment Planning and Design demonstrates our ability to translate regional smart transportation objectives into practical, implementation-ready projects. We will apply this experience to identify opportunities through SBCTA's Smart County initiative, Smart Corridor and Smart Intersection programs, as well as other applicable regional, state, and federal funding sources. This approach will give the City a clear path from assessment and planning to funding, design, and implementation.

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12 3. Qualifications & Experience

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13 About Fehr & Peers
Since 1985, Fehr & Peers has partnered with public and private clients to deliver transportation planning and engineering solutions that improve mobility, safety, and quality of life. With over 430 professionals across 24 offices nationwide, we combine national expertise with local knowledge to help clients solve complex transportation challenges and deliver practical and implementable solutions—creating spaces where everyone can thrive, today and for generations to come.

At Fehr & Peers, we are passionate about transforming transportation consulting through innovation and creativity. We derive inspiration by partnering with communities to understand and shape local transportation futures tailored to diverse needs. Clients trust us to help them overcome barriers and mitigate uncertainty by combining our advanced expertise with curiosity, humility, and initiative to deliver implementable, data-driven solutions that reinforce community values. We actively listen to client and community needs—from the most straightforward to the most complex—and approach every project with diligence, dignity, and focus.

We differentiate ourselves by investing in research and development to anticipate needs, explore the unknown, and collaboratively imagine a better future. Our culture of applied innovation generates an appetite for new and better ways of approaching problems, motivates us to explore emerging transportation concepts and mobility trends, and inspires us to develop new analytical tools and techniques. As we grow, our commitment to inclusive, local, and long-term community relationships remain central to our philosophy. Many of our client relationships are decades long and built upon years of listening, understanding, collaboration, and successful outcomes.

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14 0BSERVICES OFFERED
 Data Science
 Emerging Technologies
 Traffic Engineering and Design
 Transportation Planning
 Traffic Operation analysis
 ITS Planning and Design
 Traffic Signal System Management
 TMC Operation
 Traffic Signal Synchronization
 Transit Planning and TSP
 Freight & Goods Movement
 Grant Funding
 Land Use & Transportation
 Multimodal Operations Analysis
 Parking
 Public Lands & Recreation
 Safe Routes to School
 Safe System & Vision Zero
 Sports Venues & Special Events
 Transit Planning
 Transportation Demand Management
 Community Engagement & Equity
 Complete Streets
NUMBER OF YEARS IN BUSINESS 41 Years
1BFIRM’S INVOLVEMENT IN ANY PENDING

LITIGATION
Fehr & Peers is not involved in any active
litigation matters.
2BLOCATION OF OFFICE THAT WILL PRIMARILY

SUPPORT THE PROJECT
Riverside Office
3880 Lemon Street
Suite 420
Riverside, CA 92501

ORGANIZATIONAL ENTITY
Established in 1985, we bring over four decades of experience and long-term stability to our work.

We operate as a California-certified S-Corporation, with a clear and transparent ownership and financial structure. This foundation supports consistent operations and compliance with applicable state requirements, giving clients confidence in our organizational reliability.

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15 Experience Performing Similar Work
At Fehr & Peers, we pride ourselves on our staff’s contributions to the state of the practice in Traffic Signal Engineering and Intelligent Transportation Systems (ITS). We have been involved in ITS deployments since our inception in 1985. Our experience includes the planning and design of data communications networks, monitoring cameras, central management systems, traffic signal systems, and other ITS infrastructure and applications. As ITS has evolved, our work has expanded to address the integration of communications, traffic signal operations, TMCs, ATMS, data analytics, and emerging mobility technologies to improve the safety, efficiency, and reliability of transportation systems. Many forward-thinking agencies, including OCTA, SBCTA, LA Metro, the Coachella Valley Association of Governments (CVAG), and Contra Costa Transportation Authority (CCTA), have relied on Fehr & Peers to advance ITS and smart-region initiatives. Our experience includes developing communications and ITS master plans, TMC and ATMS strategies, signal system improvements, equipment lifecycle programs, and phased implementation and funding strategies that help agencies translate technology investments into practical, measurable improvements. Fehr & Peers also brings extensive experience developing competitive transportation and ITS grant applications, including SBCTA-funded initiatives. Our recent work on the Bear Valley Smart Corridor Deployment Planning and Design demonstrates our ability to translate regional smart transportation objectives into practical, implementation-ready projects.

Our team has delivered similar work for agencies including OCTA, the City of Lake Forest, the City of Brea, SBCTA, and other Southern California agencies, addressing the same types of challenges faced by Rancho Cucamonga—aging and diverse field infrastructure, communications gaps, network resiliency, system integration, evolving ITS technologies, and the need to translate technical recommendations into fundable implementation programs. For example, Jason Xu has led citywide fiber communications master planning and ATMS migration for Lake Forest, communications gap closure and network architecture work for Brea, and regional signal and communications projects involving fiber networks, network equipment, ATMS integration, and system testing and acceptance.

Our experience is particularly relevant to Rancho Cucamonga because members of our team have direct experience with the City's traffic signal and TMC systems. Baldwin Ngai managed the City's TMC operations from 2017 through 2023 and
supported the City's ATMS Phase 1 deployment and
integration. Arcadis, our subconsultant, is currently supporting ATMS Phase 3 communications design and deployment, while Braulio Ramirez (Arcadis) previously supported the City's ATMS Phase 1 PS&E development. This continuity provides our team with valuable knowledge of the City's Centracs ATMS environment, traffic signal communications infrastructure, TMC operations, and implementation history. Combined with LLG’s ongoing role as the City’s signal operations on-call consultant and its signal systems and field implementation expertise, the F&P team brings the communications, ITS, TMC, traffic signal, and implementation experience needed to develop a coordinated plan that builds on the City’s existing investments while addressing its future needs.

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16 Project Qualifications

1. LA Metro G-Line Signal and Communication Improvements (Los Angeles, CA) 7/2022 – Ongoing | $3.7M
Key Personnel: Baldwin Ngai (System Design & PS&E Lead), Josh Peterman (QA/QC), Claude Strayer (Engineer of Record), Jason Xu, Corinna Gutierrez
Fehr & Peers partnered with Valley Transportation Partners, LA Metro, and LADOT to evaluate and implement improvements to the Metro G Line bus route. The project includes systems engineering and PS&E for traffic signal and communications system upgrades at 28 intersections, including integration with LADOT's Advanced Transportation System and Coordination Center (ATSAC). Fehr & Peers developed the Concept of Operations and Systems Engineering documentation defining the communications architecture, system interfaces, and implementation requirements, and is supporting expansion of the existing central management system to accommodate new D4 traffic signal controllers. The team is also providing prototype and field testing, system integration, operator training, change-management documentation, rollout, testing, and acceptance support to facilitate a successful transition to the upgraded system.

PROJECT RELEVANCE:
 Communications architecture and network integration to provide reliable connectivity between field equipment and the central system
 System hub and network improvements to strengthen communications between field devices and the central management system
 Central system integration with LADOT's existing ATSAC platform  Systems engineering and architecture to define system requirements, communications architecture, interfaces, and implementation needs
 Signal system upgrades and integration to support transit operations and coordinated corridor management

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17  TMC operations, training, and change management to support implementation and transition to ongoing operations
 System testing and commissioning to verify communications, signal equipment, and centralsystem integration

2. SBCTA Bear Valley Road Smart Corridor Deployment (San Bernardino, CA) 7/2025 – Ongoing | $499,000
Key Personnel: Baldwin Ngai (PM), Jason Xu (QA/QC), Josh Peterman (Technical Advisor), Shane Russell, Mathew Brown, and Lauren Stevens
Fehr & Peers is supporting the San
Bernardino County Transportation
Authority (SBCTA) in advancing the
Bear Valley Road Smart Corridor as part
of a cross-jurisdictional effort spanning
Victorville, Hesperia, Apple Valley, and
the I-15 interchange. The project is
establishing the technical foundation for
a multimodal smart corridor, with an
emphasis on a resilient ITS
communications backbone, improved
traffic signal and detection capabilities,
and a foundation for future Transit
Signal Priority (TSP) deployment. Fehr
& Peers conducted a comprehensive field inventory and condition assessment of the existing signal and communications systems, including an ITS gap assessment, mapping of fiber, wireless, and other communications infrastructure, evaluation of TMC and cloud-based system interfaces, and development of a corridor-level system architecture to guide phased implementation. The team also developed location-specific recommendations for controllers and cabinets, detection, CCTV, battery backup, fiber/wireless communications, TSP equipment, and other ITS technologies, followed by preliminary signal, communications, and PS&E development. The project demonstrates Fehr & Peers' ability to translate diverse existing infrastructure and system needs into prioritized improvements, implementation strategies, and design-ready recommendations.

PROJECT RELEVANCE:
 Communications master planning and gap assessment — Evaluation of existing communications infrastructure and development of a system architecture to guide improvements  Fiber and wireless network planning — Identification of communications gaps, connectivity improvements, and opportunities to strengthen network resiliency  Integrated ITS and signal systems assessment — Evaluation of controllers, cabinets, detection, CCTV, battery backup, communications, and TSP equipment as an integrated system  Central system and TMC integration — Evaluation of field-to-center and TMC/cloud system interfaces to support future ITS applications
 Multi-agency coordination — Coordination across three cities, SBCTA, and Caltrans to establish a consistent corridor-wide approach
 Phased implementation and funding readiness — Translation of technical findings into prioritized, implementation-ready improvements and preliminary design

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18 3. Tacoma Tideflats ITS Master Plan (Tacoma, WA)
9/2024 – 4/2026 | $188,038
Key Personnel: Josh Peterman, Nicholas Harris, Mike Johnstone Fehr & Peers worked with Consor as a subconsultant to develop a comprehensive understanding of the existing ITS infrastructure and operational conditions needed to identify viable future project scopes and priorities. Fehr & Peers supported information gathering and coordination efforts, including research and development of a GIS database to organize existing ITS assets and project information. Fehr & Peers also led Technical Advisory Committee (TAC) engagement, including coordination with TAC members, working group meetings, and stakeholder interviews, to incorporate agency input into the evaluation and recommendations. Following selection of the preferred operational scenarios, Fehr & Peers supported development of bid-ready PS&E for ITS improvements, including the design of the City's fiber communications network. The communications design included detailed fiber splicing diagrams and a comprehensive systemwide network diagram connecting field infrastructure to the City's Traffic Management Center (TMC).

PROJECT RELEVANCE:
 ITS existing conditions and asset assessment
 Stakeholder and interagency coordination
 GIS-based ITS asset documentation
 Fiber communications network planning and design
 TMC connectivity and system integration
 Implementation-ready ITS improvements

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19 4. Federal Downtown Signals and Communication Upgrade (Sacramento, CA) 2022 | $250,000
Key Personnel: Josh Peterman, Mike Johnstone
Fehr & Peers developed plans and quantities for a comprehensive traffic signal and communications upgrade at 138 intersections in Downtown Sacramento. The project included replacement of 123 traffic signal controllers and 97 signal cabinets, installation of 22 new CCTV cameras, and deployment of new fiber-optic cables and associated communications equipment to improve connectivity between intersections and provide connections to communication hubs. Fehr & Peers also conducted field investigations and coordinated closely with City staff to verify existing conditions, identify City-specific equipment needs, address special cabinet conditions including cabinets with artwork, and optimize fiber connections and communications throughout the Downtown network.

PROJECT RELEVANCE:
 Large-scale traffic signal equipment assessment and replacement  Signal controller and cabinet upgrades
 CCTV and ITS technology deployment
 Fiber-optic communications expansion
 Field verification and City coordination
 Systemwide communications improvements

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20 5. City of Sacramento Traffic Signal Operations Manual (Sacramento, CA) 2023 – 2026 | $149,806
Key Personnel: Josh Peterman, Mike Johnstone, Greg Riessen Fehr & Peers worked closely with the City
of Sacramento Public Works/Traffic
Operations staff to develop a
comprehensive Traffic Signal Operations
Manual (TSOM) establishing consistent
policies, procedures, practices, and
guidelines for the design, operation,
timing, and safety of the City's traffic
signal system. The manual was developed
through research of City documents and
national and agency best practices,
coordination with City staff, and focused
evaluation of operational policies and
procedures. The resulting manual
provides a single technical reference for
City staff and consultants, clarifying roles
and responsibilities, approval processes,
design requirements, signal turn-on procedures, signal timing practices, safety considerations, and Traffic Operations Center functions.

The manual also establishes standards and precedence relative to the CA MUTCD, City standards, Caltrans guidance, and FHWA signal timing guidance, while defining responsibilities for the City Traffic Engineer, Traffic Operations staff, and Traffic Signal Maintenance staff. This experience is directly relevant to Rancho Cucamonga's TMC best-practices evaluation and operational improvement recommendations, particularly the evaluation of operating procedures, staffing and responsibilities, incident and signal operations, training, system use, and opportunities to establish consistent practices across City departments.

PROJECT RELEVANCE:
 Defined roles, responsibilities, procedures, and operational practices for TMC  Best-practice evaluation
 Clarified responsibilities among Traffic Operations, Traffic Signal Maintenance, engineering staff, and other stakeholders
 Developed consistent processes for signal design, modifications, turn-on/turn-off, timing implementation, and ongoing operations
 Established procedures for developing, reviewing, implementing, modifying, and maintaining signal timing
 Incorporated safety-focused practices and clear approval requirements for safety and operational consistency

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21 4. Project Team

Page 222222444 ends

22 Organizational Chart

Page 2222225 ends

23 Brief Biographies
Please find our Resumes in Appendix A
3BJASON PACK, TE | FEHR & PEERS | PRINCIPAL-IN-CHARGE
Jason brings 26 years of transportation planning and engineering experience, including extensive work with the City of Rancho Cucamonga.

His experience spans traffic signal design, multimodal operations, travel demand forecasting, and long-range transportation planning, giving him a broad perspective on how infrastructure investments connect to the City’s evolving mobility needs. As Principal-in-Charge, Jason will provide seniorlevel guidance, help the team navigate key technical and strategic decisions, and draw on his familiarity with Rancho Cucamonga to keep the work grounded in the City’s priorities.
4BJASON XU, PE, PTOE, PMP | FEHR & PEERS | PROJECT MANAGER Jason has more than 20 years of experience delivering traffic engineering and intelligent transportation systems (ITS) solutions for municipal and regional agencies throughout Southern California, with expertise spanning traffic signal operations, communications, ATMS, TMC systems, and ITS planning, design, integration, and implementation. His experience includes fiber-optic and wireless communications, network architecture and integration, CCTV and video detection, traffic signal systems, adaptive traffic control, and data-driven operations. Jason has led projects involving citywide fiber communications master planning, network upgrades, IP addressing, ATMS/TMC deployment and migration, and integration of field equipment with central systems. His project experience includes the City of Lake Forest citywide fiber communications master plan and ATMS migration, the City of Brea fiber communication gap closure and network architecture, and OCTA signal synchronization projects involving fiber communications, network equipment, ATMS integration, and system testing and acceptance. He also brings extensive on-call traffic engineering and signal management experience, providing operational analysis, system troubleshooting, plan review, safety evaluations, and technical support to public agencies. This combination of planning, design, implementation, and operations experience allows Jason to evaluate ITS and communications systems from both technical and operational perspectives, with a focus on reliability, maintainability, system integration, and practical implementation.

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24 5BBALDWIN NGAI | FEHR & PEERS | DEPUTY PROJECT MANAGER Baldwin brings 10 years of combined public-agency operations and transportation engineering consulting experience to support field review and O&M activities for this project. He served six years as an Associate Traffic Engineer with the City of Rancho Cucamonga, supporting traffic operations, capital improvement projects, and ITS implementation. As a City project manager, he led traffic signal synchronization and smart corridor projects, gaining firsthand experience coordinating consultants, contractors, and City staff and transitioning completed improvements into ongoing operations.

His experience also includes systems engineering, field testing, signal integration, communications networks, and transportation management systems. His experience as Rancho Cucamonga staff provides a practical perspective on City needs and will support efficient project management, stakeholder engagement, system design, thoughtful and forward-thinking approach to the master plan update.
6BJOSH PETERMAN, PE, RSP1 | FEHR & PEERS | QA/QC
Josh will serve as the QA/QC Lead, bringing more than 25 years of experience delivering transportation planning, traffic signal, ITS, and multimodal infrastructure projects from concept through final design and implementation. Josh has led quality reviews for complex traffic signal, ITS, communications, and corridor improvement projects, helping agencies develop technically sound, practical, and implementable solutions that align with project objectives and applicable standards. His experience includes signal operations and synchronization, communications, transit priority, multimodal safety, and transportation system improvements, providing a strong quality-control perspective for the City's integrated communications, TMC, and traffic signal equipment planning.
7BMIKE JOHNSTONE | FEHR & PEERS | SENIOR SIGNAL EXPERT
Mike brings 27 years of experience delivering traffic signal systems and transportation infrastructure projects, with expertise spanning signal design, equipment upgrades, field implementation, and construction support. He has extensive experience evaluating existing signal infrastructure, developing practical equipment improvements, coordinating field conditions with agency staff and contractors, and supporting implementation of traffic signal and ITS improvements. His experience includes traffic signal controllers and cabinets, detection, communications, signal timing, and field equipment, providing valuable practical insight for the City's traffic signal equipment useful-life assessment and replacement planning. Mike's field-oriented approach will help ensure that recommended improvements are realistic to implement, maintainable by City staff, and coordinated with the City's existing signal system and future ITS needs.

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25 8BCORINNA GUTIERREZ, PE | FEHR & PEERS | PROJECT ENGINEER Corinna brings 17 years of experience delivering traffic signal, ITS, communications, and multimodal transportation improvements throughout California. A licensed Civil Engineer, she has led the preparation of plans, specifications, and estimates for regional traffic signal synchronization programs, signal and communications systems, street lighting, and traffic control improvements. For the Rancho Cucamonga project, Corinna will bring her signal systems and implementation experience to support the evaluation of existing equipment, development of practical improvement recommendations, and coordination of future signal and ITS investments with the City's communications and operational needs. Her practical, detailoriented approach helps advance technically sound, constructible, and maintainable solutions that support efficient project delivery and long-term system performance.
9BSEAN RESEIGH | FEHR & PEERS | DATA ANALYST LEAD
Sean brings 8 years of experience turning complex transportation data into clear, actionable information for agency decision making. As Fehr & Peers’ Data Science Discipline Leader, he specializes in geospatial analysis, data science, data visualization, and large scale infrastructure inventories. His experience includes leading a citywide traffic signal asset inventory and assessment, developing transportation data strategies, and evaluating emerging data sources against trusted datasets. Sean also brings direct experience supporting Rancho Cucamonga through development of a custom data driven tool for evaluating transportation scenarios. For this project, he will apply that combination of data strategy and technical expertise to help the City build a reliable foundation for planning and prioritizing its traffic signal communications investments. 10BPAUL FRISLIE, PE, IMSA III | ARCADIS | PROJECT ENGINEER Paul Frislie is a Principal ITS Engineer and Project Manager with more than 25 years of experience delivering traffic signal communications, Intelligent Transportation Systems (ITS), transportation technology, and traffic operations projects for public agencies throughout California. His expertise includes fiber optic and wireless communications networks, traffic signal systems, Advanced Transportation Management Systems (ATMS), communications infrastructure integration, and Traffic Management Center (TMC) technologies. Paul has led numerous ITS corridor improvement, communications upgrade, and transportation technology deployment efforts involving communications system assessments, network integration, infrastructure modernization, and multi-agency coordination. For this project, Paul will serve as Arcadis' Project Manager, overseeing project coordination, communications infrastructure assessment activities, agency collaboration, and delivery of technical recommendations.

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26 1BBRAULIO RAMIREZ, PE | ARCADIS | PROJECT ENGINEER
Braulio Ramirez is a Principal ITS Engineer and Project Manager with more than 22 years of experience delivering traffic signal communications, ITS, transportation technology, and traffic operations projects throughout Southern California. Braulio has managed numerous ITS and corridor improvement projects involving communications upgrades, equipment inventories, network modernization, and multi-agency coordination. For this project, he will serve as Project Engineer, supporting the communications infrastructure inventory and assessment effort, evaluation of existing network assets and communications systems, and development of practical recommendations that improve system reliability, resiliency, and long-term operational effectiveness.
12BGABRIEL (GABE) MURILLO | ARCADIS | PROJECT ENGINEER
Gabriel Murillo has more than 34 years of experience in Intelligent ITS planning, design, operations, and systems integration for public agencies nationwide. His expertise includes traffic signal communications systems, fiber optic networks, transportation technology infrastructure, advanced traffic management systems, and TMC operations. Gabriel has led and supported numerous large-scale communications and ITS deployments involving regional fiber optic networks, communications backbones, CCTV systems, controller upgrades, and ATMS implementation. For this project, Gabriel will serve as QA/QC Lead, providing independent technical oversight of communications infrastructure assessments, network architecture evaluations, and master plan recommendations to help ensure the City's future communications investments are reliable, scalable, and aligned with industry best practices.
13BFELIPE ORTEGA | LLG | PROJECT ENGINEER
Felipe brings more than 26 years of experience in traffic signal systems, signal timing, communications, and systems integration. He is an IMSA Transportation Center System Specialist Level I and IMSA Traffic Signal Senior Field Technician, Level III. Felipe provides hands-on expertise in signal system implementation, controller and TMC equipment, system integration, and staff training, supporting agencies both in the field and remotely. His experience includes assisting clients with signal system design implementation, equipment procurement, and last-mile integration, as well as training engineering and maintenance staff on new signal hardware and software. For this project, Felipe will support the traffic signal equipment assessment and implementation planning, bringing practical field knowledge that will help ensure recommendations are feasible, maintainable, and compatible with existing signal operations.

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27 5. Third-Party/Subcontractors

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28 About Arcadis
15BYEAR FOUNDED
Arcadis U.S., Inc. was founded in 1967
Parent Company Arcadis N.V. was founded
in 1888
16BFORM OF ORGANIZATION
Corporation
17BNUMBER OF EMPLOYEES
13 offices in CA with 700+ Employees
18BLOCAL OFFICE
Irvine, CA
18401 Von Karman Ave, Suite 300
Irvine, CA 92612
19BHEADQUARTERS
Highlands Ranch, C0
630 Plaza Drive,
Suite 200,
Highlands Ranch, Colorado, CO
Arcadis is a global engineering, construction management, and environmental consulting firm with more than 36,000 professionals operating in over 70 countries, dedicated to improving quality of life.

Our mobility practice helps transportation agencies plan, design, implement, and operate advanced transportation systems, including traffic signal communications networks, intelligent transportation systems (ITS), transportation technology infrastructure, and traffic management center (TMC) systems. With the integration of IBI Group in 2022, Arcadis expanded its capabilities in smart mobility, digital infrastructure, connected systems, and technology-enabled transportation solutions.

Across California, Arcadis maintains a strong local presence with more than 700 professionals providing engineering, planning, and program management services to local and regional agencies.

For this project, Arcadis brings extensive experience assessing and modernizing traffic signal communications infrastructure, evaluating fiber optic and wireless network assets, supporting TMC operations and technology planning, and developing phased implementation strategies that improve system reliability, resiliency, cybersecurity, and long-term operational performance.

RELEVANT CAPABILITIES
 Traffic Signal Communications Master Planning
 Communications Infrastructure Assessments and Asset Inventories  Fiber Optic Network Planning, Design, and Expansion
 Wireless Communications Systems and Network Connectivity  ITS Communications Infrastructure (Fiber, Ethernet, Wireless, and Telemetry Networks  Traffic Management Center (TMC) Planning and Modernization  Advanced Traffic Management Systems (ATMS)
 Network Architecture, Integration, and Interoperability Assessments  Communications Redundancy and Resiliency Planning
 ITS Cybersecurity and Network Segmentation Strategies  Connected Vehicle (CV2X) Readiness Assessments
 Traffic Signal Systems Engineering and Communications Integration  Capital Improvement Planning and Implementation Roadmaps  Asset Management, Equipment Lifecycle, and Replacement Planning  Project and Program Management

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29 Arcadis’ Role
Based on Arcadis’ ongoing work on the City’s ATMS Phase 3 PS&E and Braulio’s prior experience supporting ATMS Phase 1, adding Arcadis to the team will provide valuable continuity and facilitate efficient field verification, particularly for existing communications infrastructure and planned network improvements. Arcadis will support the following tasks:
 Task 2 – Communications Infrastructure Inventory and Assessment: Lead the inventory and field verification of the City’s fiber-optic, wireless, and copper communications infrastructure, including key network and field communications assets.
 Task 3 – Traffic Signal Communications Master Plan: Support development of the updated communications architecture and phased implementation strategies, coordinated with the City’s ongoing ATMS Phase 3 deployment.
 Task 4 – TMC Best Practices Evaluation: Provide third-party QA/QC and technical review leveraging Gabe’s nationwide experience in TMC operations, technology, and deployment.

Fehr & Peers’ Experience with Arcadis
Fehr & Peers has an established working relationship with the proposed Arcadis team. Jason Xu, our PM, has worked closely with Paul, Braulio, and Gabe at their former employer from 2018 through 2025, delivering similar traffic signal, communications, ITS, and TMC projects. Their shared experience includes Rancho Cucamonga ATMS Phase 1, Lake Forest Fiber Master Plan and Deployment, Laguna Niguel TMC Improvements, Brea Citywide Fiber Network Design, and multiple Orange County Transportation Authority (OCTA) Regional Traffic Signal Synchronization Program (RTSSP) projects involving signal synchronization, communications, PS&E, and TMC improvements.

This experience provides the proposed team with an established understanding of each firm's capabilities, project delivery approach, and technical strengths, allowing F&P and Arcadis to work as an integrated team from existing-conditions assessment through master planning, prioritization, and implementation planning.

Arcadis References
20B1. COMPANY NAME
21B34The City of Santa Ana
35BCONTACT NAME AND TITLE
Cesar Rodriguez, Senior Civil Engineer
36BCOMPANY ADDRESS
37B20 Civic Center Plaza, Santa Ana, CA
92701
38BCONTACT TELEPHONE NUMBER &
EMAIL
(714) 647-5626
[email protected]
25BDESCRIPTION OF COMPARATIVE SERVICES AND

PROJECT COST (PLEASE BE SPECIFIC)
McFadden Avenue Transit Signal Priority Pilot: Arcadis
is partnering with the City of Santa Ana to implement a cloud-based TSP system along McFadden Avenue to
improve mobility and reduce transit delays. After nearly a year of collaboration, the City shifted from Opticom to a cloud TSP solution based on Arcadis’ guidance and
presentations. Arcadis is leading a multi-phase process that includes evaluating four qualified systems, guiding selection, managing deployment, and overseeing pilot
testing. Post-deployment, we will monitor performance
using the Harbor TSP dashboard to assess transit
benefits and impacts on traffic flow.

Project Cost: $1.1M

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30 * Braulio (Arcadis) acted as PM and delivered the Santa Ana Citywide Communication Master Plan through
former employer.
26B2. COMPANY NAME
27BOrange County Transportation Authority
(OCTA)
28BCONTACT NAME AND TITLE
Alicia Yang, PE, Senior Project Manager
29BCOMPANY ADDRESS
30B600 S. Main Street, P.O. Box 14184,
Orange, CA 92863
31BCONTACT TELEPHONE NUMBER &
EMAIL
(714) 560-5362
[email protected]
32BDESCRIPTION OF COMPARATIVE SERVICES AND

PROJECT COST (PLEASE BE SPECIFIC)
Baseline Countywide Signal Timing: Baseline is a signal timing optimization project that involves optimizing
over 2,500 intersections. The Arcadis portion is about
450 intersections in South Orange County from Mission
Viejo to the County Line in San Clemente. Arcadis is
developing a modern approach to signal timing
analysis, optimization and on-going operation and
maintenance for the region of signals by utilizing
modern probe data collection systems, probe safety
data systems and innovative new AI algorithms
developed by Arcadis Engineers.

Project Cost: $1.3M
3B3. COMPANY NAME
The City of Fountain Valley
2BCONTACT NAME AND TITLE
Temo Galvez, Deputy Public Works
Director / City Engineer
23BCOMPANY ADDRESS
10200 Slater Avenue, Fountain Valley,
CA 92708
24BCONTACT TELEPHONE NUMBER &
EMAIL
(714) 593-4517
[email protected]
39BDESCRIPTION OF COMPARATIVE SERVICES AND

PROJECT COST (PLEASE BE SPECIFIC)
City of Fountain Valley Citywide ITS Support Services:

Arcadis is providing as-needed support to provide
advice with changes being implemented on the City’s
fiber optic communication system and ethernet
networking configurations. This contract is focused on
the continuity of services that Arcadis staff have been providing to the City for over 15 years, while at another firm.

Project Cost: $50,000

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31 Arcadis Project Qualifications
City of Fountain Valley Citywide ITS Support Services
Client: City of Fountain Valley, CA | Timeline: Ongoing Key Personnel: Paul Frislie, Gabriel Murillo, Braulio Ramirez Relevant Scope: Arcadis is providing ongoing systems engineering, integration, and technical support services for the City's transportation and ITS infrastructure. Services include operation, maintenance, monitoring, troubleshooting, and modernization of the City's fiber optic communications network, Ethernet networking systems, and Traffic Management Center (TMC) infrastructure. Arcadis also supports system upgrades, communications reliability improvements, and integration of new ITS technologies while maintaining uninterrupted system operations.

OCTA Countywide Signal Synchronization Baseline Project Client: Orange County Transportation Authority (OCTA) | Timeline: Ongoing Key Personnel: Paul Frislie, Gabriel Murillo, Braulio Ramirez Relevant Scope: Arcadis is supporting OCTA's countywide effort to optimize and maintain operations for approximately 2,500 signalized intersections throughout Orange County, including about 400- 450 intersections in South Orange County. The effort includes existing conditions assessment, data analytics, performance evaluation, operational diagnostics, signal system assessment, development of optimization strategies, and ongoing operations and maintenance support. The project utilizes modern probe-based traffic data, safety analytics, and performance monitoring tools to improve network-wide efficiency and reliability.

About LLG
LG2WB Engineers, Inc., dba Linscott, Law & Greenspan, Engineers (LLG), is a Southern California transportation planning and traffic engineering firm with 57 years of experience serving public and private sector clients. LLG has more than 60 professionals, including registered Traffic and Civil Engineers and a Senior Signal Systems Specialist, and provides on-call traffic engineering services to numerous Southern California municipalities. LLG brings extensive experience in traffic signal operations, signal systems, traffic engineering, and field implementation, with a strong understanding of the coordination required among agency staff, maintenance teams, and other project stakeholders.

LLG currently serves as the City of Rancho Cucamonga's traffic signal operations on-call consultant, providing direct familiarity with the City's signal system, operational practices, and field conditions.

For this project, LLG will leverage that existing knowledge to support the traffic signal equipment inventory and useful-life assessment, field verification, signal upgrade planning, and implementation strategies. LLG's practical signal systems expertise will complement Fehr & Peers' ITS, communications, and TMC capabilities, helping ensure that recommendations are technically sound, practical to maintain, and aligned with the City's existing operations and future system needs.

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32 QUALIFICATIONS AND TECHNICAL COMPETENCY
LLG’s specialties include, but are not limited to, the following areas of consultation:
 On-Call Municipal Services
 Traffic Control and Operations Studies
 Transportation and Complete Streets Planning
 Traffic and Transportation Modeling & Simulation
 Review and Preparation of Transportation Impact Studies  Review and Preparation of CEQA Transportation Studies (VMT)  Review and Preparation of General Plan/Master Plan Studies Review of Land Development Projects
 Traffic Signal Design
 Traffic Signing and Striping (Geometric) Design
 Construction Zone Traffic Control Plans
 Preliminary/Conceptual Engineering
 Site Access, Circulation, and Parking Studies
 Neighborhood Traffic Calming Plans/Programs
 Caltrans Permits and Project Coordination
 Committee, Commission, and Council Representation/Presentations  Video Detection Integration
LLG’s Role
LLG will provide traffic signal systems and field implementation expertise, leveraging its existing oncall signal operations and maintenance experience with the City of Rancho Cucamonga and familiarity with the City's signal infrastructure, equipment, and operating environment. LLG will support:
 Task 5 – Traffic Signal Equipment Useful Life Assessment: Support the inventory, condition assessment, useful-life evaluation, replacement criteria, and prioritization of controllers, cabinets, detection, signal heads, UPS/batteries, and related field equipment.

Fehr & Peers’ Experience with LLG
Fehr & Peers has an established working relationship with LLG through multiple OCTA RTSSP projects, where Jason Xu and Felipe Ortega have worked together on traffic signal synchronization, signal systems, field implementation, and related ITS improvements. Felipe also served as the City Traffic Engineer for Brea, where he reviewed the City's fiber communications improvements, providing direct experience with the type of communications and signal system coordination required for this project. This existing relationship allows F&P and LLG to work as an integrated team, combining F&P's ITS, communications, TMC, and master planning expertise with LLG's signal operations and field implementation experience.

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33 LLG References
40B1. COMPANY NAME
City of Dana Point
Department of Public Works
41BCONTACT NAME AND TITLE
Mr. Matthew Sinacori, P.E.

Director of Public Works/City Engineer
42BCOMPANY ADDRESS
33282 Street of the Golden Lantern
Dana Point, CA 92629
43BCONTACT TELEPHONE NUMBER & EMAIL
(949) 248-3574
[email protected]
4B2. COMPANY NAME
City of Irwindale
Department of Public Works
45BCONTACT NAME AND TITLE
Mr. Luis Pimental
Assistant Engineer
46BCOMPANY ADDRESS
5050 North Irwindale Avenue
Irwindale, CA 91706
47BCONTACT TELEPHONE NUMBER & EMAIL
(626) 430-2259
[email protected]
48B3. COMPANY NAME
City of La Habra
Department of Public Works
49BCONTACT NAME AND TITLE
Mr. Michael Plotnik
Traffic Manager
50BCOMPANY ADDRESS
110 East La Habra Boulevard
La Habra, California 90631
51BCONTACT TELEPHONE NUMBER & EMAIL
(562) 383-4162
[email protected]
52B4. COMPANY NAME
City of Pasadena
Department of Transportation
53BCONTACT NAME AND TITLE
Mr. Conrad Viana
Traffic Engineer
54BCOMPANY ADDRESS
221 E. Walnut Street, Room 210
Pasadena, California 91101
5BCONTACT TELEPHONE NUMBER & EMAIL
(626) 744-7208
[email protected]

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34 LLG Project Qualifications

ON-CALL TRAFFIC SYSTEM SUPPORT

ORANGETHORPE RTSSP

HARBOR RTSSP

YORBA LINDA RTSSP

CHAPMAN RTSSP
Contact Person: Michael Plotnik, Traffic Engineer, City of Fullerton, 303 W. Commonwealth Ave., 714-738-6864, [email protected]
Timeline: 2008-2028 (Ongoing)
Key Personnel: Felipe Ortega
Relevant Scope: Specific hardware and software components installed along the listed corridors include upgraded signal controllers/assemblies and integration with the respective agency central systems to improve efficiencies; upgraded traffic signal communications along the project corridor and to central systems.

Mr. Felipe Ortega provided the majority of the system integration, signal timing implementation and ongoing monitoring & support.

ON-CALL TRAFFIC SYSTEM SUPPORT

GOLDEN LANTERN-MOULTON RTSSP

CROWN VALLEY PARKWAY RTSSP
Contact Person: Matthew Sinacori, Director of Public Works/City Engineer, City of Dana Point, 33282 Golden Lantern. Suite 212, 949-248-3574, [email protected] Timeline: 2018-2028 (Ongoing)
Key Personnel: Felipe Ortega
Relevant Scope: Specific hardware and software components installed along the listed corridors include upgraded signal controllers/assemblies and integration with the respective agency central systems to improve efficiencies; upgraded traffic signal communications along the project corridor and to central systems.

Mr. Felipe Ortega provided the majority of the system integration, signal timing implementation and ongoing monitoring & support.

ON-CALL TRAFFIC SYSTEM SUPPORT

LAMBERT RTSSP

KRAEMER RTSSP
Contact Person: Ryan Chapman, City Engineer, City of Brea, 1 Civic Center Circle, 714-990-7763, [email protected]
Timeline: 2008-2026 (Ongoing)
Key Personnel: Felipe Ortega
Relevant Scope: Specific hardware and software components installed along the listed corridors include upgraded signal controllers/assemblies and integration with the respective agency central systems to improve efficiencies; upgraded traffic signal communications along the project corridor and to central systems.

Mr. Felipe Ortega provided the majority of the system integration, signal timing implementation and ongoing monitoring & support.

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35 6. Proposal Response – Scope of Work

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36 Scope of Work
Task 1. Kickoff, Data Collection, and Project Management Throughout the project, Fehr & Peers will provide proactive project management as an extension of the City's staff, with Jason Xu serving as the City's primary point of contact. Jason will oversee dayto-day coordination, schedule and budget management, invoicing, deliverable tracking, and overall project communication with the City staff.

At project initiation, we will lead a kickoff meeting with City Public Works, IT/GIS, and Traffic Management Center (TMC) staff to confirm project objectives, scope, schedule, communication protocols, and roles and responsibilities, consistent with Section 6.1 of the RFP. These elements will be incorporated into the project schedule, which will establish project milestones, submittal requirements, task relationships, review periods, and key decision points for each phase of work.

Monthly progress meetings, agendas, meeting minutes, and status updates—including schedule and budget tracking and draft deliverables, as required by Section 6.1—will be used to maintain clear communication and keep the project on track.

We will maintain project control records throughout the engagement, including a schedule and budget tracker organized by task. We’ll also maintain a comprehensive action-item and reviewcomment log to track City feedback on draft deliverables, including the communications inventory, draft Master Plan, TMC Best Practices Assessment, and equipment useful-life and CIP recommendations, through final acceptance. We will coordinate closely with City staff to schedule field inventory access, data requests—including as-builts, asset records, and TMC documentation— and site visits needed to support the infrastructure assessment and equipment inventory tasks.

Beyond day-to-day project management, we will provide the following tailored support to help City staff navigate the technical and planning requirements of the project:
 Workshops for Master Plan Development – We will work closely with the City's PM to review the technical aspects of the proposed communications architecture, TMC recommendations, and equipment replacement priorities, supporting City staff as key technical decisions and phasing and budget trade-offs are evaluated throughout development of the Master Plan.  Technical Training, Workshops, and Knowledge Sharing – Our team will provide as-needed training and knowledge transfer to City staff tailored to the City's needs. Topics may include communications equipment, network monitoring and cybersecurity practices, TMC software and system operations, and fiber network expansion and redundancy concepts to support implementation and ongoing maintenance of the updated plan.

DELIVERABLES
 Kickoff Meeting agenda notes
 Project Schedule and Project Controls
 Monthly Progress Reports
 Data Collection and Document Inventory
 Meeting and Action-Item Records

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37 Task 2. Communications Infrastructure Inventory & Assessment The Fehr & Peers team will lead a comprehensive assessment of the City of Rancho Cucamonga's existing traffic signal communications infrastructure to establish a clear understanding of current network capabilities, limitations, and future needs. This assessment will provide the technical foundation for the updated Traffic Signal Communications Master Plan and support the City's vision for a reliable, resilient, and scalable communications network.

Recognizing that the City maintains a comprehensive GIS-based inventory of its traffic signal infrastructure (screenshots below), including cabinet photographs and asset information, we will leverage this existing resource as the starting point for the assessment. Utilizing the City's GIS database will streamline data collection efforts, reduce unnecessary field work, and allow the project team to focus on validating critical communication assets, identifying data gaps, and evaluating system performance rather than recreating existing inventories. This effort will also build on Arcadis’ current work supporting the City's ATMS Phase 3 project, including communications design along the Archibald Avenue and Base Line Road corridors, providing institutional knowledge that improves accuracy, efficiency, and consistency with ongoing implementation efforts.

Subtask 2.1 - Field Inventory and Infrastructure Validation The Fehr & Peers team will perform a field inventory of the City's existing communication infrastructure, using the City's GIS database and existing plans as the baseline and directing field verification to areas of known or suspected data gaps. This subtask addresses the physical, on-theground condition of communication assets. Specific activities include:
 GIS Data Review and Gap Analysis: Review the City's existing GIS-based asset inventory, cabinet photographs, and available as-built plans to identify data gaps, inconsistencies, or assets requiring field validation.

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38  Field Verification: Conduct targeted field visits to validate and supplement GIS data for key
communication assets, including:
 Fiber-optic backbone facilities (routes, cable
counts, strand availability)
 Splice points and vaults
 Communication hubs and field cabinets
 Wireless communication equipment (radios,
antennas, point-to-point/point-to-multipoint links)
 Network switches and media converters
 Serial and IP-based field devices
 Backup power systems (battery backup, UPS units,
generator connections)
 Asset Documentation: Record field-verified
conditions, locations, and configurations, crossreferencing findings against the City's GIS inventory to confirm accuracy and completeness.
 GIS Inventory Update: Compile field verification
results and update the City's GIS inventory to
reflect current, validated infrastructure conditions.

Subtask 2.2 - Network Architecture and Technology Assessment Building on the validated infrastructure inventory from Subtask 2.1, the Fehr & Peers team will evaluate how the network functions as a system and assess the condition and viability of its components looking forward. This subtask addresses network performance, reliability, and technology currency. Specific activities include:
 Network Architecture Documentation: Document the existing network topology, including communication hierarchy, bandwidth capacity and utilization, routing protocols, cabinet communication device configurations, and interfaces with the City's central traffic management system.
 Performance and Reliability Evaluation: Identify communication bottlenecks, single points of failure, network segmentation concerns, and redundancy gaps that could affect system reliability or limit future expansion.
 Technology and Lifecycle Assessment: Evaluate existing communications equipment for age, firmware/software versions, manufacturer support and end-of-life status, cybersecurity considerations, and interoperability with modern traffic management and ITS platforms.  Findings and Recommendations: Consolidate architecture, performance, and technology findings into a set of prioritized recommendations regarding infrastructure upgrades, standardization opportunities, redundancy improvements, and strategic network expansion needs. The final assessment will provide Rancho Cucamonga with a clear understanding of its existing communications assets and network performance, creating a practical roadmap for enhancing reliability, improving operational flexibility, and supporting future connected vehicle, smart mobility, and ITS initiatives.

DELIVERABLES:
 Updated City GIS Inventory
 Existing Conditions Assessment Technical Memorandum

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39 Task 3. Traffic Signal Communications Master Plan Upgrade Task 3.1. Updated Communications Architecture and Fiber Expansion Alternatives Fehr & Peers will translate the verified findings from Task 2 and the City's operational objectives into an updated communications architecture that provides a practical, scalable framework for modernizing the City's traffic signal communications network. The architecture will address fiber backbone connectivity, communication nodes, network topology, redundancy, network segmentation, TCP/IP-based communications, cybersecurity, and interfaces with the City's central systems. The 2018 Communications Master Plan will be reviewed as a reference to understand the City's previous planning approach and recommendations; however, the updated architecture will independently reflect current infrastructure, network conditions, and future requirements.

The Master Plan will identify fiber-optic network expansion and gapclosure opportunities based on the current infrastructure inventory, available record drawings, and City input. The previous fiber-ring concept will be used as a reference, while the team will establish recommended fiber routes and network extensions needed to improve coverage, connectivity, and resiliency. Recommendations will identify opportunities to leverage existing fiber and conduit, coordinate communications improvements with other City projects and departments, provide adequate fiber strand capacity for future growth, improve network redundancy, eliminate single points of failure, and support long-term maintainability. Where appropriate, wireless communications alternatives will also be evaluated for locations where fiber deployment may be impractical or less costeffective.

We will engage DoIT and other City divisions early in the plan development to ensure that communications recommendations reflect the City's broader technology, infrastructure, and operational requirements. DoIT engagement will focus on network architecture, IP addressing, cybersecurity, system connectivity, and applicable IT standards and policies. Coordination with RCMU and Public Works will address existing and planned conduit and fiber infrastructure, utility coordination, maintenance responsibilities, and opportunities to incorporate communications improvements into other capital projects. The team will also coordinate with Police and Fire Departments to understand operational and emergency response requirements that depend on reliable communications.

Task 3.2. Draft Updated Communications Master Plan and Deployment Strategies Based on the updated communications architecture and fiber expansion evaluation, Fehr & Peers will prepare the Draft Traffic Signal Communications Master Plan documenting recommended network improvements and deployment strategies. The plan will define the communications requirements needed to support the City's existing traffic signal system, Centracs/ATMS, TMC operations, ongoing ATMS Phase 3 deployment, and future ITS applications.

The Master Plan will also assess connected vehicle readiness against connection to the TMC and field equipment to support, and tie recommendations to the inventory of existing equipment. The assessment will include consideration of connected vehicle communication technologies, including Cellular Vehicle-to-Everything (C-V2X) deployments, NTCIP-compliant field devices, adaptive

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40 traffic signal systems, ATMS, and other data-intensive ITS applications. This will help ensure that future communications investments are aligned with evolving industry standards and positioned to support technological advancements throughout the planning horizon. Based on this assessment, the Master Plan will propose CV2X improvements only where it is truly feasible and beneficial, rather than assuming a citywide development that is difficult to fund or build.

For TMC-to-field communications, the Master Plan will confirm applicable NTCIP communication requirements and identify steps to support reliable, interoperable connections between the City's central systems and field devices. The team will also identify requirements for future Center-toCenter communications with Caltrans and neighboring agencies. For system integration, the team will evaluate the communications and system requirements needed to support future adaptive signal operations, including reliable detection and communications infrastructure, and coordinate directly with Arcadis to ensure consistency with ATMS Phase 3. The plan will also define related communications and operational needs for emergency vehicle preemption (EVP), transit signal priority (TSP) associated with the West Valley Connector, and Public Safety (Fire and Sheriff).

As part of the Master Plan, Fehr & Peers will develop an IP Schematic that documents the City's communications network address assignment as a single, structured reference. The schematic will capture all existing IP assignments across the network, including controllers, network switches, CCTV, and detection devices, and organize them into a logical, segmented addressing scheme consistent with DoIT standards and the cybersecurity and network-segmentation goals defined in the architecture. It will also reserve address ranges for future equipment and intersections, and pair that structure with a streamlined, repeatable process for bringing a new intersection online, so that each addition follows a predefined convention rather than an ad hoc assignment. With ATMS Phase 2 complete and Phase 3 in development, the current inventory should be completely captured with a forward-looking reservation strategy to streamline integration of Phase 3 and subsequent connections in an organized way. The result is a network that is easier to monitor, expand, troubleshoot, secure, and supports continuity of knowledge.

Based on City approval, Fehr & Peers will develop prioritized improvements and a phased implementation roadmap. Recommendations will be organized into near-, mid-, and long-term priorities:
 Near-Term – Stabilize and Standardize: Address critical communications gaps, single points of failure, network vulnerabilities, and obsolete infrastructure; establish communications and cybersecurity standards; and prioritize improvements needed to support the City's existing traffic signal system, Centracs/ATMS, TMC operations, and ongoing ATMS Phase 3 deployment.  Mid-Term – Expand and Strengthen the Network: Implement priority fiber extensions, interconnect improvements, network redundancy, and capacity upgrades to improve communications coverage and reliability across the City's signal network. This phase will also address connectivity needed to support CCTV, detection, adaptive signal operations, transit signal priority, emergency vehicle preemption, and Center-to-Center communications with Caltrans and neighboring agencies.
 Long-Term – Modernize and Enable Future ITS: Complete strategic network expansion and modernization needed to support future ITS applications, connected vehicle technologies such as C-V2X, increasing data demands, advanced traffic management capabilities, and emerging transportation technologies. Long-term recommendations will establish a scalable communications platform that can accommodate future system expansion without requiring fundamental changes to the City's network architecture.

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41 Recommendations will be prioritized based on network resiliency, connectivity gaps, capacity, cybersecurity, operational benefits, implementation constraints, and funding opportunities.

Planning-level costs and implementation sequencing will be included for priority improvements to provide the City with a practical path from the Communications Master Plan to future design and implementation.

Task 3.3. Final Communications Master Plan
Fehr & Peers will incorporate comments received from City staff and stakeholders on the Draft Communications Master Plan and conduct a final review with the City to confirm recommended communications architecture, fiber expansion priorities, deployment strategies, and implementation priorities. The Final Master Plan will provide the City with a practical roadmap for near-, mid-, and long-term communications investments, supporting future project development, CIP planning, and subsequent design and implementation activities.

DELIVERABLES
 Communications Network Diagrams and IP Schematic
 Citywide Fiber/Communications Improvement Map
 Phased Implementation Roadmap and Planning-Level Cost Estimates  Draft and Final Traffic Signal Communications Master Plan Task 4. Traffic Management Center Best Practices Evaluation Task 4.1. Existing TMC Operations and Technology Assessment The project team will conduct a comprehensive assessment of the City's existing Traffic Management Center (TMC) to document its current technology, facility configuration, staffing, and operating practices. The assessment will review the TMC's software and hardware systems, physical layout, operator workstations, video wall, network connectivity, operating procedures, staffing levels, training, and day-to-day operational workflows. The team will review available TMC documentation and conduct discussions with City staff to understand how the TMC currently supports traffic monitoring, signal operations, incident management, traveler communications, and coordination with field personnel and other agencies.

The assessment will specifically review the functionality and use of key TMC systems and programs, including:
 Centracs ATMS — central traffic signal monitoring and management capabilities, system status and alarms, signal control functions, event management, reporting, and integration with other TMC applications.
 CCTV and Video Management — Bosch CCTV cameras and the Genetec video management system, including camera coverage, video access and control, monitoring workflows, and integration with TMC operations.
 Network Monitoring — existing SolarWinds network monitoring capabilities, including system visibility, alarms, device monitoring, and information available to TMC operators and IT staff.  Video Wall and Operator Workstations — display configuration, workstation capabilities, system accessibility, ergonomics, and how effectively the current configuration supports monitoring, incident response, and coordination.

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42  TMC Facility and Physical Layout — operator positions, equipment arrangement, collaboration areas, visibility of critical information, and the overall functionality of the TMC space.  Operating Procedures and Workflows — procedures for routine system monitoring, signal operations, incident detection and response, equipment issues, information sharing, documentation, and coordination with field personnel.
 Staffing and Training — current staffing levels, roles and responsibilities, training, system knowledge, shift coverage, and workload associated with TMC functions.

We will also engage the City departments that share responsibility for TMC operations, including DoIT regarding IT systems, network monitoring, and cybersecurity; Public Works Traffic Signal Maintenance regarding field response, equipment issues, and maintenance coordination; and Public Safety, including Fire and Sheriff, regarding incident response, emergency operations, and interagency coordination. These discussions will help document current roles, responsibilities, workflows, and operational dependencies that may not be evident from the TMC technology alone.

Task 4.2. TMC Best Practices and Peer Agency Benchmarking Fehr & Peers will evaluate the City's TMC against applicable national guidance and industry best practices, including FHWA TMC operations guidance and relevant ITE resources, to identify practical opportunities for improving TMC operations, technology, and service delivery. The evaluation will address the following areas:
 System Functionality — Evaluate the functionality and integration of the City's ATMS/Centracs, detection system, responsive or adaptive control capabilities, CCTV and video management systems, operator dashboards, and other TMC applications. The team will assess capabilities for centralized monitoring and control, alarm/event management, camera operations, signal status and performance monitoring, system reporting, and information sharing among TMC users.  Staffing, Training, and Operational Workflows — Evaluate TMC staffing levels, roles and responsibilities, hours of operation, on-call coverage, and daily operating procedures, consistent with ITE's TMC Operations Manual guidance. The team will assess how staff monitor TMC systems, respond to alarms and equipment issues, coordinate with field personnel and other agencies, document incidents and system events, and manage routine and abnormal operating conditions. The evaluation will also review procedures for startup/shutdown, failure recovery, maintenance coordination, notification, and after-hours response, identifying opportunities to standardize workflows and better align staffing and training with TMC responsibilities.  Incident Management and Traveler Communications — Evaluate existing incident detection, verification, notification, response, documentation, and interagency coordination procedures, including the use of CCTV, ATMS alerts, field reports, and other available information sources.

The team will also evaluate traveler information and public communication processes, including opportunities to improve the timely dissemination of information during incidents, special events, and other disruptions.
 Video Wall, VMS, and Operator Workstations — Assess the video wall, video management system (VMS), operator workstations, displays, camera access, system interfaces, and physical arrangement of the TMC to determine whether the current configuration supports effective monitoring, incident response, collaboration, and sustained operator use. The evaluation will consider VMS functionality and integration with CCTV cameras and video wall displays, including camera selection, control, viewing, recording, and access to video information. The team will

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43 identify opportunities to improve display configuration, VMS functionality, ergonomics, workstation capabilities, system integration, and access to critical video and operational information.
 Data Analytics, Performance Reporting, and Automation — Evaluate the City's use of traffic and system data, ATMS performance information, signal performance measures, CCTV/video analytics, dashboards, and automated reporting to support operational decision-making. The team will evaluate opportunities to expand the City's existing ClearGuide platform, currently provided through SBCTA, to incorporate probe vehicle-based Signal Performance Measures (SPM) and additional corridor and intersection performance analytics. The team will also identify opportunities to reduce manual monitoring and reporting through automated alerts, performance dashboards, event detection, data integration, and workflow automation where these capabilities can provide actionable metrics.
 Regional Coordination and System Interoperability — Evaluate the TMC's ability to coordinate with neighboring agencies, Caltrans, and other regional transportation partners, including the exchange of traffic conditions, CCTV video streaming, signal status, and traveler information. The team will identify opportunities to improve interagency workflows and support coordinated regional traffic and incident management.
 Operational Resilience and Continuity — Evaluate TMC practices for maintaining essential operations during system outages, communications failures, major incidents, power disruptions, or other abnormal conditions. The assessment will consider backup procedures, manual operating capabilities, and opportunities to improve continuity of TMC services.

Following the evaluation, the team will benchmark the City's TMC against applicable national practices and selected peer agencies, including Upland, Ontario, Fontana. The benchmarking will focus on agencies with comparable traffic management, signal operations, and regional coordination responsibilities, as well as established TMC operations and advanced technologies. The peer review will help identify proven practices, emerging approaches, and technology applications that can enhance Rancho Cucamonga's TMC operations and inform its long-term modernization strategy.

To supplement the desktop benchmarking, two (2) on-site peer-agency visits will be organized to observe TMC facilities and operations firsthand and discuss staffing, workflows, technology, incident management, and lessons learned with agency staff. Findings from the peer review will be used to identify improvements that are appropriate for Rancho Cucamonga's operational environment, staffing resources, existing systems, and anticipated needs.

Task 4.3. TMC Improvement Recommendations and Implementation Strategy Based on the existing-conditions assessment and best-practices evaluation, Fehr & Peers will develop recommendations addressing the City's operational, organizational, facility, and technology needs. Recommendations will include:
 Operating Procedures and Staffing Models — Recommend improvements to TMC operating procedures, staffing roles and responsibilities, training requirements, shift coverage, incident response workflows, documentation practices, and coordination procedures. Recommendations will focus on improving consistency, operational efficiency, and staff ability to use available TMC systems effectively.

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44  Facility Design and Equipment Upgrades — Recommend improvements to the TMC physical layout, video wall, operator workstations, displays, supporting equipment, and facility functionality. Recommendations will address operator ergonomics, situational awareness, system accessibility, collaboration, and the ability to accommodate future operational needs.  System Integration with Neighboring Agencies — Identify opportunities to improve TMC coordination and information exchange with neighboring jurisdictions, Caltrans, public safety agencies, and other regional transportation partners. Recommendations may address sharing of traffic conditions, CCTV imagery, incident information, signal status, traveler information, and other operational data to improve regional incident response and traffic management.  Long-Term TMC Modernization — Evaluate opportunities to modernize TMC operations through cloud-based TMC/ATMS platforms, AI-enabled video and incident analytics, automated event detection, advanced performance dashboards, remote system access, and other emerging technologies. The team will focus on applications that can improve operational efficiency, situational awareness, system monitoring, and decision-making while considering implementation feasibility, staffing requirements, and compatibility with the City's operational environment.
 Grant Funding and Implementation Opportunities — Identify potential grant funding and partnership opportunities that could support priority TMC improvements, including SBCTA Smart County deployment and regional signal data sharing initiative. The team will assess how recommended TMC and technology improvements could align with available regional programs and funding priorities, helping the City identify opportunities to advance priority improvements through future grant applications and coordinated regional initiatives.

Recommendations will include tiered planning-level costs and implementation timeframes to help the City establish priorities and sequence future TMC improvements. The assessment findings and recommendations will be documented in a technical report, providing a clear basis for City review and decision-making. Following City’s review and approval, applicable recommendations will be incorporated into the Traffic Signal Communications Master Plan to ensure that TMC improvements are coordinated with the City's broader ITS and communications planning efforts.

DELIVERABLES:
 Existing TMC Operations and Technology Assessment
 TMC Best Practices and Peer Agency Benchmarking Summary  TMC Improvement Recommendations
 Tiered Planning-Level Costs and Implementation Timeframes for Recommended Improvements Task 5. Traffic Signal Equipment Useful Life Assessment Task 5.1. Equipment Inventory and Condition Assessment
Fehr & Peers, in coordination with LLG, will conduct a comprehensive traffic signal equipment useful life and replacement assessment for the City's approximately 211 signalized intersections. Based on our team's knowledge of the City's signal system, ATMS Phases 1 and 2, and recent Phase 3 field work, we anticipate additional field verification at approximately half of the City's signals. Using these field findings, Task 2 inventory data, and available City records, the team will assess equipment

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45 condition, functionality, age, reliability, obsolescence, and parts availability to develop replacement criteria and a 10-year replacement program supporting the City's CIP and budgeting needs.

The assessment will include:
 Signal Controllers and Software — controller type/model, age, functionality, software/firmware status, manufacturer support, compatibility with current systems, and known obsolescence or replacement concerns.
 Signal Cabinets and Cabinet Equipment — cabinet type and condition, conflict monitors, load switches, detector interfaces, power supplies, and other major cabinet components affecting reliable signal operation.
 Vehicle Detection Systems — loops, video detection,
and associated equipment, including condition,
functionality, reliability, and replacement needs.
 Signal Heads, LED Modules, and Pedestrian
Indications — condition, functionality, safety
considerations, expected service life, and product
availability.
 UPS and Batteries — battery age and condition,
backup capability, maintenance requirements, and
replacement needs.
 Communication Devices and Field Equipment —
communication devices, switches, radios, modems,
and related equipment, focusing on equipment
lifecycle and supportability without duplicating the
communications network assessment in Tasks 2 and 3.

The team will compare equipment age and condition
against manufacturer specifications, recommended service life, known failure history, product support, replacement-part availability, and applicable industry practices. The assessment will identify equipment that is obsolete, approaching the end of its useful life, experiencing recurring failures, or otherwise presents an elevated operational or maintenance risk.

Task 5.2. Preliminary Signal Upgrade and Deployment Plan Based on the equipment condition and useful-life assessment, Fehr & Peers will develop a preliminary signal equipment upgrade and deployment plan identifying equipment recommended for replacement, the anticipated timing of replacement, and the appropriate priority for implementation.

Replacement criteria will consider reliability, safety, functionality, obsolescence, manufacturer support, parts availability, maintenance requirements, and compatibility with the City's existing and planned signal systems.

The preliminary plan will tabulate recommended replacements into priority tiers and identify the intersections and equipment types associated with each priority. The recommendations will distinguish equipment requiring timely replacement due to safety, reliability, or obsolescence concerns from equipment that can remain in service with planned replacement during the 10-year planning horizon.

The team will also identify opportunities to coordinate signal equipment upgrades with planned signal modifications, roadway projects, communications improvements, maintenance activities, and other City capital projects to improve implementation efficiency and minimize repeated field work. Where

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Rancho Cucamonga City CouncilOctober 21, 2026

Rancho Cucamonga City Council
October 21, 2026