Mayor and City Council
January 17, 2024

CITY OF SAN BERNARDINO
Inter-Office Memo for Contract/Agreement Routing

CITY CL
ERK’S OFFICE
DATE:
________________________
TO: Ci
ty Clerk’s Office
FROM: ____________________________________________________________ (Contact Person/ Department/Division/ Ext.)
SUBJ
ECT: ( Contractor/Project)
Please fill in all blanks below. Enter “N/A” if not applicable Council Meeting Date: _____________________
Agenda Item No. ______________________________
Resolution No. ___________________________
Notary Required _________________________
Number of Copies: 2
To be completed by designated office:

Purchasing Manager: _________________________
C
ity Attorney: ______________ (date signed)
City Manager: ______________ (date signed)
To
be completed by City Clerk’s office:

City Clerk: _________________ (date signed)
Scan date: __________________
Contract expiration Date: ___________________________
Destruction date per City’s Retention Schedule: __________________ (date signed)
City Clerk
Review:__________
February 8, 2023
Daniel Hernandez/Agency Director PW, Ops and Maint/ext. 5924 Transtech Engineers Inc./ On-Call Civil Engineering Design Services PSA 11/16/2022
22 N/A
N/A
DocuSign Envelope ID: 1A3037EE-D641-4E17-8463-AA01830A64AD 2/9/2023
DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D 1 ON-CALL PROFESSIONAL SERVICES AGREEMENT

BETWEEN THE CITY OF SAN BERNARDINO
AND TRANSTECH ENGINEERS, INC.

This Agreement is made and entered into as of February 16, 2023 by and between the City of San Bernardino, a charter city and municipal corporation organized and operating under the laws of the State of California with its principal place of business at Vanir Tower, 290 North D Street, San Bernardino, CA 92401 (“City”), and Transtech Engineers, Inc., a CORPORATION with its principal place of business at 13367 Benson Ave., Chino, CA. 91710 (hereinafter referred to as “Consultant”). City and Consultant are hereinafter sometimes referred to individually as “Party” and collectively as the “Parties.”

RECITALS
A. City is a public agency of the State of California and is in need of professional services for the following project:

Civil Engineering Design, Consulting and Project Management Services for:

1. Civil Engineering Design

2. Traffic

3. Survey

4. Inspection and Management of Construction

5. Civil Engineering for Transportation

6. Project Management/Staff Augmentation
(hereinafter referred to as “the Project”).

B. Consultant is duly licensed and has the necessary qualifications to provide such services.

C. The Parties desire by this Agreement to establish the terms for City to retain Consultant to provide the services described herein.

NOW, THEREFORE, IT IS AGREED AS FOLLOWS:

AGREEMENT

1. Incorporation of Recitals. The recitals above are true and correct and are hereby incorporated herein by this reference.

2. Se rvices . Consultant shall provide the City with the services described in the Scope of Services attached hereto as Exhibit “A.” The services shall be more particularly described in the individual Task Order issued by the City or its designee. No services shall be performed unless authorized by a fully executed Task Order in the form attached hereto as Exhibit “B”.

3. Pr
ofessional Practices . All profession al services to be provided by Consultant pursuant to this Agreement shall be provided by personnel identified in their DocuSign Envelope ID: 1A3037EE-D641-4E17-8463-AA01830A64AD DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D 2 proposal. Consultant warrants that Consultant is familiar with all laws that may affect its performance of this Agreement and shall advise City of any changes in any laws that may affect Consultant’s performance of this Agreement. Consultant further represents that no City employee will provide any services under this Agreement.

4. Compensation.
a. Consultant shall receive compensation, including authorized reimbursements, for all services rendered under this Agreement at the rates set forth in the Schedule of Charges attached hereto as Exhibit “A” and incorporated herein by this reference. The maximum compensation for services to be provided pursuant to each Task Order shall be set forth in the relevant Task Order. The total aggregate compensation paid to Consultant under this Agreement shall not exceed the amount set forth in Section 2(b) below.
b. In no event shall the total amount paid for services rendered by Consultant under this Agreement and all Task Orders issued hereunder exceed the sum of $50,000 per assigned task order. This amount is to cover all related costs, and the City will not pay any additional fees for prin ting expenses. Consultant may submit invoices to City for approval. Said invoice shall be based on the total of all Consultant’s services which have been completed to City’s sole satisfaction. City shall pay Consultant’s invoice within fort y-five (45) days from the date City receives said invoice.

The invoice shall describe in detail the services performed and the associated time for completion. Any additional services approved and performed pursuant to this Agreement shall be designated as “Additional Services” and shall identify the number of the authorized change order, where applicable, on all invoices.

5. Additional Work. If changes in the work seem merited by Consultant or the City, and informal consultations with the other party indicate that a change is warranted, it shall be processed in the following manner: a letter outlining the changes shall be forwarded to the City by Consultant with a statement of estimated changes in fee or time schedule. An amendment to this Agreement shall be prepared by the City and executed by both Parties before performance of such services, or the City will not be required to pay for the changes in the scope of work. Such amendment shall not render ineffective or invalidate unaffected portions of this Agreement.
a. A
djustments . No retroactive price adjustments will be considered.

Annual increases shall not exceed the percentage change in the Consumer Price Index- All urban consumers, All Items - (Series ID# CUURS49CSA0) Riverside - San Bernardino – Ontario, CA areas for the twelve (12) month period July through July immediately preceding the adjustments and be subject to City’s sole discretion and approved (if needed) for budget funding by the City Council.

6. Ter
m . The term of this Agreement shall be from February 16, 2023, to November 16, 2027, unless earlier terminated as provided herein. Consultant shall complete the services within the term of this Agreement and shall meet any other established schedules and deadlines set forth in each individual Task Order issued by the City. All applicable indemnification provisions of this Agreement shall remain in effect following the termination of this Agreement.

DocuSign Envelope ID: 1A3037EE-D641-4E17-8463-AA01830A64AD DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D 3 7. Maintenance of Records; Audits.
a. Records of Consultant’s services relating to this Agreement shall be maintained in accordance with generally recognized accounting principles and shall be made available to City for inspection and/or audit at mutually convenient times for a period of four (4) years from the Effective Date.
b. Books, documents, papers, accounting records, and other evidence pertaining to costs incurred shall be maintained by Consultant and made available at all reasonable times during the contract period and for four (4) years from the date of final payment under the contract for inspection by City.

8. Time of Performance. Consultant shall perform its services in a prompt and timely manner and shall commence performance upon receipt of a Tas k Order from the City to proceed.

9. D elays in Performance .
a. Neither City nor Consultant shall be considered in default of this Agreement for delays in performance caused by circumstances beyond the reasonable control of the non-performing Party. For purposes of this Agreement, such circumstances include a Force Majeure Event. A Force Majeure Event shall mean an event that materially affects the Consultant’s performance and is one or more of the following: (1) Acts of God or other natural disasters occurring at the project site; (2) terrorism or other acts of a public enemy; (3) orders of governmental authorities (including, without limitation, unreasonable and unforeseeable delay in the issuance of permits or approvals by governmental authorities that are required for the services); and (4) pandemics, epidemics or quarantine restrictions. For purposes of this section, “orders of governmental authorities,” includes ordinances, emergency proclamations and orders , rules to protect the public health, welfare and safety. b. Should a Force Majeure Event occur, the non-performing Party shall, within a reasonable time of being prevented from performing, give written notice to the other Party describing the circumstances preventing continued performance and the efforts being made to resume performance of this Agreement. Delays shall not entitle Consultant to any additional compensation regardless of the Party responsible for the delay.
c. Notwithstanding the foregoing, the City may still terminate this Agreement in accordance with the termination provisions of this Agreement.

10. Compliance with Law.
a. Consultant shall comply with all applicable laws, ordinances, codes and regulations of the federal, state and local government, including Cal/OSHA requirements.
b. If required, Consultant shall assist the City, as requested, in obtaining and maintaining all permits required of Consultant by federal, state and local regulatory DocuSign Envelope ID: 1A3037EE-D641-4E17-8463-AA01830A64AD DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D 4 agencies.
c. If applicable, Consultant is responsible for all costs of clean up and/ or removal of hazardous and toxic substances spilled as a result of his or her services or operations performed under this Agreement.

11. Standard of Care. Consultant’s services will be performed in accordance with generally accepted professional practices and principles and in a manner consistent with the level of care and skill ordinarily exercised by members of the profession currently practicing under similar conditions.

12. C
onflicts of Interest . During the term of this Agreement, Consultant shall at all times maintain a duty of loyalty and a fiduciary duty to the City and shall not accept payment from or employment with any person or entity which will constitute a conflict of interest with the City.

13. Cit
y Business Certificate . Consultant shall, prior to execution of this Agreement, obtain and maintain during the term of this Agreement a valid business registration certificate from the City pursuant to Title 5 of the City’s Municipal Code and any and all other licenses, permits, qualifications, insurance, and approvals of whatever nature that are legally required of Consultant to practice his/her profession, skill, or business.

14. A
ssignment and Subconsultant . Consultant shall not assign, sublet, or transfer this Agreement or any rights under or interest in this Agreement without the written consent of the City, which may be withheld for any reason. Any attempt to so assign or so transfer without such consent shall be void and without legal effect and shall constitute grounds for termination. Subcontracts, if any, shall contain a provision making them subject to all provisions stipulated in this Agreement. Nothing contained herein shall prevent Consultant from employing independent associates and subconsultants as Consultant may deem appropriate to assist in the performance of services hereunder.

15. I
ndependent Consultant . Consultant is retained as an independent contractor and is not an employee of City. No employee or agent of Consultant shall become an employee of City. The work to be performed shall be in accordance with the work described in this Agreement, subject to such directions and amendments from City as herein provided. Any personnel performing the work governed by this Agreement on behalf of Consultant shall at all times be under Consultant’s exclusive direction and control. Consultant shall pay all wages, salaries, and other amounts due such personnel in connection with their performance under this Agreement and as required by law.

Consultant shall be responsible for all reports and obligations respecting such personnel, including, but not limited to: social security taxes, income tax withholding, unemployment insurance, and workers’ compensation insurance.

16. I
nsurance. Consultant shall not commence work for the City until it has provided evidence satisfactory to the City it has secured all insurance required under this section. In addition, Consultant shall not allow any subcontractor to commence work on any subcontract until it has secured all insurance required under this section.

DocuSign Envelope ID: 1A3037EE-D641-4E17-8463-AA01830A64AD DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D 5 a. Additional Insured
The City of San Bernardino, its officials, officers, employees, agents, and volunteers shall be named as additional insureds on Consultant’s and its subconsultants’ policies of commercial general liability and automobile liability insurance using the endorsements and forms specified herein or exact equivalents. b. Commercial General Liability
(i) The Consultant shall take out and maintain, during the performance of all work under this Agreement, in amounts not less than specified herein, Commercial General Liability Insurance, in a form and with insurance companies acceptable to the City.
(ii) Coverage for Commercial General Liability insurance shall be at least as broad as the following:

Insurance Services Office Commercial General Liability
coverage (Occurrence Form CG 00 01) or exact equivalent. (iii) Commercial General Liability Insurance must include coverage for the following:
(1) Bodily Injury and Property Damage
(2) Personal Injury/Advertising Injury
(3) Premises/Operations Liability
(4) Products/Completed Operations Liability
(5) Aggregate Limits that Apply per Project
(6) Explosion, Collapse and Underground (UCX)
exclusion deleted
(7) Contractual Liability with respect to this Contract (8) Broad Form Property Damage
(9) Independent Consultants Coverage
(iv) The policy shall contain no endorsements or provisions limiting coverage for (1) contractual liability; (2) cross liability exclusion for claims or suits by one insured against another; (3) products/completed operations liability; or (4) contain any other exclusion contrary to the Agreement.
(v) The policy shall give City, its elected and appointed officials, officers, employees, agents, and City -designated volunteers additional insured status using ISO endorsement forms CG 20 10 10 01 and 20 37 10 01, or endorsements providing the exact same coverage.
(vi) The general liability program may utilize either deductibles or provide coverage excess of a self-insured retention, subject to written approval by the City, and provided that such deductibles shall not apply to the City as an additional insured.

DocuSign Envelope ID: 1A3037EE-D641-4E17-8463-AA01830A64AD DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D 6 c. Automobile Liability
(i) At all times during the performance of the work under this Agreement, the Consultant shall maintain Automobile Liability Insurance for bodily injury and property damage including coverage for owned, non-owned and hired vehicles, in a form and with insurance companies acceptable to the City. (ii) Coverage for automobile liability insurance shall be at least as broad as Insurance Services Office Form Number CA 00 01 covering automobi le liability (Coverage Symbol 1, any auto).
(iii) The policy shall give City, its elected and appointed officials, officers, employees, agents and City designated volunteers additional insured status. (iv) Subject to written approval by the City, the automobile liability program may utilize deductibles, provided that such deductibles shall not apply to the City as an additional insured, but not a self-insured retention. d. Workers’ Compensation/Employer’s Liability
(i) Consultant certifies that he/she is aware of the provisions of Section 3700 of the California Labor Code which requires every employer to be insured against liability for workers’ compensation or to undertake self -insurance in accordance with the provisions of that code, and he/she will comply with such provisions before commencing work under this Agreement.
(ii) To the extent Consultant has employees at any time during the term of this Agreement, at all times during the performance of the work under this Agreement, the Consultant shall maintain full compensation insurance for all persons employed directly by him/her to carry out the work contemplated under this Agreement, all in accordance with the “Workers’ Compensation and Insurance Act,” Division IV of the Labor Code of the State of California and any acts amendatory thereof, and Employer’s Liability Coverage in amounts indicated herein. Consultant shall require all subconsultants to obtain and maintain, for the period required by this Agreement, workers’ compensation coverage of the same type and limits as specified in this section. e. Professional Liability (Errors and Omissions)
At all times during the performance of the work under this Agreement the Consultant shall maintain professional liability or Errors and Omissions insurance appropriate to its profession, in a form and with insurance companies acceptable to the City and in an amount indicated herein. This insurance shall be endorsed to include contractual liability applicable to this Agreement and shall be written on a policy form coverage specifically designed to protect against acts, errors or omissions of the Consultant. “Covered Professional Services” as designated in the policy must specifically include work performed under this Agreement. The policy must “pay on behalf of” the insured and must include a provision establishing the insurer's duty to defend. f. Privacy/Network Security (Cyber)
DocuSign Envelope ID: 1A3037EE-D641-4E17-8463-AA01830A64AD DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D 7 At all times during the performance of work under this Agreement, the Designer shall maintain privacy/network security insurance, in a form and with insurance companies acceptable to the City, for: (1) privacy breaches, (2) system breaches, (3) denial or loss of service, and (4) the introduction, implantation or spread of malicious software code.
g. Minimum Policy Limits Required
(i) The following insurance limits are required for the Agreement:

Combined Single Limit
Commercial General Liability $2,000,000 per occur rence/$4,000,000 aggregate for bodily injury, personal
injury, and property damage
Automobile Liability $1,000,000 per occurrence for bodily injury and property damage
Employer’s Liability $1,000,000 per occurrence
Professional Liability $1,000,000 per claim and aggregate (errors and omissions)

Cyber Liability $1,000,000 per occurrence and
aggregate
(ii) Defense costs shall be payable in addition to the limits. (iii) Requirements of specific coverage or limits contained in this section are not intended as a limitation on coverage, limits, or other requirement, or a waiver of any coverage normally provided by any insurance. Any available coverage shall be provided to the parties required to be named as Additional Insured pursuant to this Agreement.
h. Evidence Required
Prior to execution of the Agreement, the Consultant shall file with the City evidence of insurance from an insurer or insurers certifying to the coverage of all insurance required herein. Such evidence shall include original copies of the ISO CG 00 01 (or insurer’s equivalent) signed by the insurer’s representative and Certificate of Insurance (Acord Form 25- S or equivalent), together with required endorsements. All evidence of insurance shall be signed by a properly authorized officer, agent, or qualified representative of the insurer and shall certify the names of the insured, any additional insureds, where appropriate, the type and amount of the insurance, the location and operations to which the insurance applies, and the expiration date of such insurance. i. Policy Provisions Required
DocuSign Envelope ID: 1A3037EE-D641-4E17-8463-AA01830A64AD DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D 8 (i) Consultant shall provide the City at least thirty (30) days prior written notice of cancellation of any policy required by this Agreement, except that the Consultant shall provide at least ten (10) days prior written notice of cancellation of any such policy due to non- payment of the premium. If any of the required coverage is cancelled or expires during the term of this Agreement, the Consultant shall deliver renewal certificate(s) including the General Liability Additional Insured Endorsement to the City at least ten (10) days prior to the effective date of cancellation or expiration. (ii) The Commercial General Liability Policy and Automobile Policy shall each contain a provision stating that Consultant’s policy is primary insurance and that any insurance, self-insurance or other coverage maintained by the City or any named insureds shall not be called upon to contribute to any loss. (iii) The retroactive date (if any) of each policy is to be no later than the effective date of this Agreement. Consultant shall maintain such coverage continuously for a period of at least three years after the completion of the work under this Agreement. Consultant shall purchase a one (1) year extended reporting period A) if the retroactive date is advanced past the effective date of this Agreement; B) if the policy is cancelled or not renewed; or C) if the policy is replaced by another claims-made policy with a retroactive date subsequent to the effective date of this Agreement. (iv) All required insurance coverages, except for the professional liability coverage, shall contain or be endorsed to provide waiver of subrogation in favor of the City, its officials, officers, employees, agents, and volunteers or shall specifically allow Consultant or others providing insurance evidence in compliance with these specifications to waive their right of recovery prior to a loss. Consultant hereby waives its own right of recovery against City, and shall require similar written express waivers and insurance clauses from each of its subconsultants.
(v) The limits set forth herein shall apply separately to each insured against whom claims are made or suits are brought, except with respect to the limits of liability. Further the limits set forth herein shall not be construed to relieve the Consultant from liability in excess of such coverage, nor shall it limit the Consultant’s indemnification obligations to the City and shall not preclude the City from taking such other actions available to the City under other provisions of the Agreement or law. j. Qualifying Insurers
(i) All policies required shall be issued by acceptable insurance companies, as determined by the City, which satisfy the following minimum requirements:
(1) Each such policy shall be from a company or
companies with a current A.M. Best's rating of no less than A:VII and admitted to transact in the business of insurance in the State of California, or otherwise allowed to place insurance through surplus line brokers under applicable provisions of the California Insurance Code or any federal law.
k. Additional Insurance Provisions
DocuSign Envelope ID: 1A3037EE-D641-4E17-8463-AA01830A64AD DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D 9 (i) The foregoing requirements as to the types and limits of insurance coverage to be maintained by Consultant, and any approval of said insurance by the City, is not intended to and shall not in any manner limit or qualify the liabilities and obligations otherwise assumed by the Consultant pursuant to this Agreement, including, but not limited to, the provisions concerning indemnification. (ii) If at any time during the life of the Agreement, any policy of insurance required under this Agreement does not comply with these specifications or is canceled and not replaced, City has the right but not the duty to obtain the insurance it deems necessary and any premium paid by City will be promptly reimbursed by Consultant or City will withhold amounts sufficient to pay premium from Consultant payments. In the alternative, City may cancel this Agreement. (iii) The City may require the Consultant to provide complete copies of all insurance policies in effect for the duration of the Project. (iv) Neither the City nor the City Council, nor any member of the City Council, nor any of the officials, officers, employees, agents or volunteers shall be personally responsible for any liability arising under or by virtue of this Agreement. l. Subconsultant Insurance Requirements. Consultant shall not allow any subcontractors or subconsultants to commence work on any subcontract until they have provided evidence satisfactory to the City that they have secured all insurance required under this section. Policies of commercial general liability insurance provided by such subcontractors or subconsultants shall be endorsed to name the City as an additional insured using ISO form CG 20 38 04 13 or an endorsement providing the exact same coverage. If requested by Consultant, City may approve different scopes or minimum limits of insurance for particular subcontractors or subconsultants.

17. I
ndemnification.
a. To the fullest extent permitted by law, Consultant shall defend (with counsel reasonably approved by the City), indemnify and hold the City, its elected and appointed officials, officers, employees, agents, a nd authorized volunteers free and harmless from any and all claims, demands, causes of action, suits, actions, proceedings, costs, expenses, liability, judgments, awards, decrees, settlements, loss, damage or injury of any kind, in law or equity, to property or persons, including wrongful death, (collectively, “Claims” ) in any manner arising out of, pertaining to, or incident to any alleged acts, errors or omissions, or willful misconduct of Consultant, its officials, officers, employees, subcontractors, consultants or agents in connection with the performance of the Consultant’s services, the Project, or this Agreement, including without limitation the payment of all damages, expert witness fees, attorneys’ fees and other related costs and expenses. This indemnification clause excludes Claims arising from the sole negligence or willful misconduct of the City . Consultant's obligation to indemnify shall not be restricted to insurance proceeds, if any, received by the City, the City Council, members of the City Council, its employees, or authorized volunteers. Consultant’s indemnification obligation shall survive the expiration or earlier termination of this Agreement.

DocuSign Envelope ID: 1A3037EE-D641-4E17-8463-AA01830A64AD DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D 10 b. If Consultant’s obligation to defend, indemnify, and/or hold harmless arises out of Consultant’s performance as a “design professional” (as that term is defined under Civil Code section 2782.8), then, and only to the extent required by Civil Code section 2782.8, which is fully incorporated herein, Consultant’s indemnification obligation shall be limited to the extent which the Claims arise out of, pertain to, or relate to the negligence, recklessness, or willful misconduct of the Consultant in the performance of the services or this Agreement, and, upon Consultant obtaining a final adjudication by a court of competent jurisdiction, Consultant’s liability for such claim, including the cost to defend, shall not exceed the Consultant’s proportionate percentage of fault.

18. California Labor Code Requirements . Consultant is aware of the requirements of California Labor Code Sections 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 certain “public 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, Consultant agrees to fully comply with such Prevailing Wage Laws, if applicable. Consultant shall defend, indemnify and hold the City, its elected officials, officers, employees and agents free and harmless from any claims, liabilities, costs, penalties or interest arising out of any failure or alleged failure to comply with the Prevailing Wage Laws. It shall be mandatory upon the Consultant and all subcontractors to comply with all California Labor Code provisions, which include but are not limited to prevailing wages (Labor Code Sections 1771, 1774 and 1775), employment of apprentices (Labor Code Section 1777.5), certified payroll records (Labor Code Sections 1771.4 and 1776), hours of labor (Labor Code Sections 1813 and 1815) and debarment of contractors and subcontractors (Labor Code Section 1777.1).

If the Services are being performed as part of an applicable “public works” or “maintenance” project, then pursuant to Labor Code Sections 1725.5 and 1771.1, the Consultant and all subconsultants performing such Services must be registered with the Department of Industrial Relations. Consultant shall maintain registration for the duration of the Project and require the same of any subconsultants, as applicable. This Project may also be subject to compliance monitoring and enforcement by the Department of Industrial Relations. It shall be Consultant’s sole responsibility to comply with all applicable registration and labor compliance requirements.

19. Verification of Employment Eligibility . By executing this Agreement, Consultant verifies that it fully complies with all requirements and restrictions of state and federal law respecting the employment of undocumented aliens, including, but not limited to, the Immigration Reform and Control Act of 1986, as may be amended from time to time, and shall require all subconsultants and sub- subconsultants to comply with the same.

20. Law
s and Venue. This Agreement shall be interpreted in accordance with the laws of the State of California. If any action is brought to interpret or enforce any term of this Agreement, the action shall be brought in a state or federal court situated in the County of San Bernardino, State of California.

21. Ter
mination or Abandonment
DocuSign Envelope ID: 1A3037EE-D641-4E17-8463-AA01830A64AD DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D 11 a. City has the right to terminate or abandon any portion or all of the work under this Agreement by giving ten (10) calendar days’ written notice to Consultant.

In such event, City shall be immediately given title and possession to all original field notes, drawings and specifications, written reports and other documents produced or developed for that portion of the work completed and/or being abandoned. City shall pay Consultant the reasonable value of services rendered for any portion of the work completed prior to termination. If said termination occurs prior to completion of any task for the Project for which a payment request has not been received, the charge for services performed during such task shall be the reasonable value of such services, based on an amount mutually agreed to by City and Consultant of the portion of such task completed but not paid prior to said termination. City shall not be liable for any costs other than the charges or portions thereof which are specified herein. Consultant shall not be entitled to payment for unperformed services, and shall not be entitled to damages or compensation for termination of work.
b. Consultant may terminate its obligation to provide further services under this Agreement upon thirty (30) calendar days’ written notice to City only in the event of substantial failure by City to perform in accordance with the terms of this Agreement through no fault of Consultant.

22. Attorneys’ Fees . In the event that litigation is brought by any Party in connection with this Agreement, the prevailing Party shall be entitled to recover from the opposing Party all costs and expenses, including reasonable attorneys’ fees, incurred by the prevailing Party in the exercise of any of its rights or remedies hereunder or the enforcement of any of the terms, conditions, or provisions hereof. The costs, salary, and expenses of the City Attorney’s Offi ce in enforcing this Agreement on behalf of the City shall be considered as “attorneys’ fees” for the purposes of this Agreement.

23. R
esponsibility for Errors . Consultant shall be responsible for its work and results under this Agreement. Consultant, when requested, shall furnish clarification and/or explanation as may be required by the City’s representative, regarding any services rendered under this Agreement at no additional cost to City. In the event that an error or omission attributable to Consultant’s professional services occurs, Consultant shall, at no cost to City, provide all other services necessary to rectify and correct the matter to the sole satisfaction of the City and to participate in any meeting required with regard to the correction.

24. P
rohibited Employment . Consultant shall not employ any current employee of City to perform the work under this Agreement while this Agreement is in effect.

25. Co sts . Each Party shall bear its own costs and fees incurred in the preparation and negotiation of this Agreement and in the performance of its obligations hereunder except as expressly provided herein.

26. D
ocuments . Except as otherwise provided in “Termination or Abandonment,” above, all original field notes, written reports, Drawings and Specifications and other documents, produced or developed for the Project shall, upon payment in full for the services described in this Agreement, be furnished to and become the property of the City.

DocuSign Envelope ID: 1A3037EE-D641-4E17-8463-AA01830A64AD DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D 12 27. Organization. Consultant shall assign Ahmad Ansair ,Ali Cayir and/or Terry Renner as Project Manager(s). The Project Manager shall not be removed from the Project or reassigned without the prior written consent of the City.

28. Li mitation of Agreement . This Agreement is limited to and includes only the work included in the Project described above.

29. No tice . Any notice or instrument required to be given or delivered by this Agreement may be given or delivered by depositing the same in any United States Post Office, certified mail, return receipt requested, postage prepaid, addressed to the following addresses and shall be effective upon receipt thereof:

CITY:

City of San Bernardino
Vanir Tower, 290 North D Street
San Bernardino, CA 92401
Attn: Daniel Hernandez Agency
Director of Public Works, Operations,
and Maintenance

With Copy To:

City of San Bernardino
Vanir Tower, 290 North D Street
San Bernardino, CA 92401
Attn: City Attorney

CONSULTANT:

Transtech Engineers, Inc.
413 MacKay Drive
San Bernardino, CA. 92408
Attn: Allen Cayir
President

30. Third Party Rights . Nothing in this Agreement shall be construed to give any rights or benefits to anyone other than the City and the Consultant.

31. E qual Opportunity Employment . Consultant represents that it is an equal opportunity employer and that it shall not discriminate against any employee or applicant for employment because of race, religion, color, national origin, ancestry, sex, age or other interests protected by the State or Federal Constitutions. Such non- discrimination shall include, but not be limited to, all activities related to initial employment, upgrading, demotion, transfer, recruitment or recruitment advertising, layoff or termination.

32. En
tire Agreement. This Agreement, including Exhibit “A ,” represents the entire understanding of City and Consultant as to those matters contained herein, and supersedes and cancels any prior or contemporaneous oral or written understanding, promises or representations with respect to those matters covered hereunder. Each Party acknowledges that no representations, inducements, promises , or agreements have been made by any person which are not incorporated herein, and that any other agreements shall be void. This is an integrated Agreement.

33. S
everability . If any provision of this Agreement is determined by a court of competent jurisdiction to be invalid, illegal, or unenforceable for any reason, such determination shall not affect the validity or enforceability of the remaining terms and DocuSign Envelope ID: 1A3037EE-D641-4E17-8463-AA01830A64AD DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D 13 provisions hereof or of the offending provision in any other circumstance, and the remaining provisions of this Agreement shall remain in full force and effect.

34. Successors and Assigns. This Agreement shall be binding upon and shall inure to the benefit of the successors in interest, executors, administrators and assigns of each Party to this Agreement. However, Consultant shall not assign or transfer by operation of law or otherwise any or all of its rights, burdens, duties or obligations without the prior written consent of City. Any attempted assignment without such consent shall be invalid and void.

35. No
n -Waiver. The delay or failure of either Party at any time to require performance or compliance by the other Party of any of its obligations or agreements shall in no way be deemed a waiver of those rights to require such performance or compliance.

No waiver of any provision of this Agreement shall be effective unless in writing and signed by a duly authorized representative of the Party against whom enforcement of a waiver is sought. The waiver of any right or remedy with respect to any occurrence or event shall not be deemed a waiver of any right or remedy with respect to any other occurrence or event, nor shall any waiver constitute a continuing waiver.

36. Ti
me of Essence. Time is of the essence for each and every provision of this Agreement.

37. H eadings . Paragraphs and subparagraph headings contained in this Agreement are included solely for convenience and are not intended to modify, explain, or to be a full or accurate description of the content thereof and shall not in any way affect the meaning or interpretation of this Agreement.

38. A
mendments . Only a writing executed by all of the Parties hereto or their respective successors and assigns may amend this Agreement.

39. C ity’s Right to Employ Other Consultants . City reserves its right to employ other consultants, including engineers, in connection with this Project or other projects.

40. P rohibited Interests . Consultant maintains and warrants that it has neither employed nor retained any company or person, other than a bona fide employee working solely for Consultant, to solicit or secure this Agreement. Further, Consultant warrants that it has not paid nor has it agreed to pay any company or person, other than a bona fide employee working solely for Consultant, any fee, commission, percentage, brokerage fee, gift or other consideration contingent upon or resulting from the award or making of this Agreement. For breach or violation of this warranty, City shall have the right to rescind this Agreement without liability. For the term of this Agreement, no official, officer or employee of City, during the term of his or her service with City, shall have any direct interest in this Agreement, or obtain any present or anticipated material benefit arising therefrom.

41. C
ounterparts . This Agreement may be executed in one or more counterparts, each of which shall be deemed an original. All counterparts shall be construed together and shall constitute one single Agreement.

DocuSign Envelope ID: 1A3037EE-D641-4E17-8463-AA01830A64AD DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D 14 42. Authority. The persons executing this Agreement on behalf of the Parties hereto warrant that they are duly authorized to execute this Agreement on behalf of said Parties and that by doing so, the Parties hereto are formally bound to the provisions of this Agreement.

43. O
rder of Precedence.

The following order and succession of the referenced documents shall govern in the event of conflict between documents:

1. Amendment(s)

2. This Agreement

3. Task Orders

44. Electronic Signatures . Each Party acknowledges and agrees that this Agreement may be executed by electronic or digital signature, which shall be considered as an original signature for all purposes and shall have the same force and effect as an original signature

[SIGNATURES ON FOLLOWING PAGE]
DocuSign Envelope ID: 1A3037EE-D641-4E17-8463-AA01830A64AD DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D 15 SIGNATURE PAGE FOR ON-CALL PROFESSIONAL SERVICES AGREEMENT

BETWEEN THE CITY OF SAN BERNARDINO
AND TRANSTECH ENGINEERS, INC.

IN WITNESS WHEREOF, the Parties have executed this Agreement as of the date first written above.

CITY OF SAN BERNARDINO
APPROVED BY:

Charles E. McNeely
Interim City Manager

ATTESTED BY:

Genoveva Rocha
City Clerk

APPROVED AS TO FORM:

Best Best & Krieger LLP
City Attorney

TRANSTECH ENGINEERS, INC.

Signature
Allen Cayir
Name

President
Title

DocuSign Envelope ID: 1A3037EE-D641-4E17-8463-AA01830A64AD DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

16 EXHIBIT A
Scope of Services / Schedule of Charges

This agreement assists the city with creating a long-term list of “Pre-Qualified Civil Engineering Firms, Engineering Design Professionals and Related Consultants”. The consultant shall provide the following services:
• Civil Engineering Design
- Designs for street construction (widening/reduction), pavement projects (rehabilitation, reconstruction, median additions, ADA compliant sidewalks and walkways, and ADA compliant access ramp projects.
- Designs of infrastructure such as: wastewater pump/lift station, wastewater force main pipeline, gravity pipelines, rehabilitation of existing gravity and force main pipes. Preparation of wastewater hydraulic analysis and modeling
- Designs storm drain infrastructure such as: storm drain pipeline and ancillary structures, detention retention basin, and rehabilitation of existing storm drain pipes. Preparation of hydrology and hydraulic studies, Master Drainage studies, Water -Quality Master Plan (WQMP) and Storm Water Pollution Prevention Plan (SWPPP).Design and implementation of quiet zone infrastructures and devices at railroad crossings such as a 4 Quadrant Crossing Gate.
• Traffic Control
- Traffic Engineering Consultants available to provide engineering design services for new or modified traffic signals, traffic control, signage and striping, lighting, signal interconnect (hardwire or fiber optic cable), preparation of Signal Timing Plans and Traffic Impact Studies, and any other traffic engineering related designs. • Survey
- Collect existing ground elevation and topographic features. - Provide targets for aerial survey.
- Provide construction staking for Public Works Capital Improvement Projects.
- Tie out existing monuments and re-establish monuments pre and post-construction.
- Prepare legal description and accompany plat for easements, Right-of-Way acquisition, and Right-of-Way dedication.

DocuSign Envelope ID: 1A3037EE-D641-4E17-8463-AA01830A64AD DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D 17 • Inspection and Management of Construction
- Provide Construction Inspection and Management services for the construction of Capital Improvement Projects such as:
pavement construction projects, street widening, concrete sidewalk repair, street median additions, ADA sidewalk and ramp construction, sewer and storm drainpipe installation and rehabilitation, sewer and storm drain pump station rehabilitation and construction, and parking structure rehabilitation and new construction
• Civil Engineering for Transportation
- Provide services for transportation projects. Can conceive, design, build, supervise, operate, construct and maintain infrastructure projects and systems in the public and private sector, including roads, buildings, airports, tunnels, dams, bridges and systems for water supply and sewage treatment.
• Project Management/Staff Augmentation
o Provide services of leading a work team to achieve all project goals within specified constraints.
o Planning, organizing, managing the completion of a project, while ensuring that it delivers the expected results on time, on budget and within a specific scope of services.
o Provide staffing services for filling short-term project positions for Public Works on-call civil engineering design services.

Schedule of Charges
DocuSign Envelope ID: 1A3037EE-D641-4E17-8463-AA01830A64AD DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D 18 DocuSign Envelope ID: 1A3037EE-D641-4E17-8463-AA01830A64AD DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D 19 The rates can be increased each year July 1
st using the percentage change in the
Consumer Price Index – All urban consumers, All Items (Series ID# CUURS49CSA0) Riverside-San Bernardino – Ontario, CA. Please see section 5a, section 2 of this agreement for price adjustments. An amendment must be executed for all price adjustments due to budget adjustments and city council approval.

EXHIBIT B
DocuSign Envelope ID: 1A3037EE-D641-4E17-8463-AA01830A64AD DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

2/16/23
DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

SCOPE OF SERVICE
Program Management services shall include, but are not limited to:

Environmental, Preliminary Engineering and Right-of-Way Engineering

1. Identify and develop scope of work for capital improvement projects.

2. Prepare Request for Proposals (RFP) for environmental, preliminary engineering and right-of-way engineering services, as necessary.

3. Coordinate review and evaluation of proposals received for environmental, preliminary engineering and right -of-way engineering services. Submit recommendations to award to most qualified consultants.

4. Administer consultant contracts related to environmental, preliminary engineering and right -of- way engineering phases of capital improvement projects.

5. Define a complete and detailed project description and delineate project study area that will meet needs of technical analyses and environmental documentation, as may be required.

6. Coordinate preparation of legal descriptions and plat maps of right -of-way acquisitions, as may be required.

7. Coordinate preparation and completion of Request for Authorization (RFA) package on federally funded projects for submittal to Caltrans.

Preliminary and Final Design

1. Prepare RFP for professional engineering and design services.

2. Coordinate review and evaluation of prop osals received for design services. Submit recommendations to award to most qualified consultants.

3. Administer consultant design contracts on capital improvement projects.

4. Coordinate review of pavement evaluation reports, geotechnical investigations, soils reports, traffic studies, etc. related to design of capital improvement projects.

5. Coordinate review and plan check of plans and specifications at the 60%, 90% and 100% completion levels.

6. Prepare project budget and schedules and monitor through completion.

Pre-Construction Phase:

1. Perform value engineering and constructability review of project plans and specifications.

2. Review engineer’s estimates and approved budgets for projects.

3. Prepare and maintain a master project schedule based on anticipated completion of design and construction phases of projects, integrating all reviews and approvals as may be required by City and other regulatory agencies.

4. Coordinate preparation and comple tion of Request for Authorization (RFA) for Construction package on federally funded projects for submittal to Caltrans.

5. Package bid documents for advertising.

6. Coordinate with project design consultant in responding to relevant questions during bid phase. Issue addenda as necessary to address these questions or clarifications.

7. Review and evaluate bids received and submit recommendation to award to lowest responsible bidder.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

Construction Phase

1. Arrange and conduct Pre -Construction meetings, inviting gener al contractors and project stakeholders. Prepare minutes of Pre-Construction meetings for distribution to all attendees.

2. Provide and maintain sufficient field personnel to administer and manage construction contracts.

3. Review construction schedules, including activity sequences and duration, schedules of submittals and delivery schedules of long lead materials and equipment. Review contractor’s updates and revisions as may be required to reflect actual progress of work.

4. Schedule and conduct weekly progress meetings to discuss contract issues, procedures, progress, problems, change orders, submittals, requests for information (RFIs), deficiencies and schedules. Prepare minutes of progress meetings for distribution to all attendees.

5. Process contractor’s submittals for project design consultant’s review and approval.

6. Process and track RFIs, submittals, shop drawings, proposed change orders and revisions.

7. Review and evaluate proposed change orders. Review estimates for reasonableness and cost effectiveness and render recommendations to City.

8. Maintain cost accounting records on authorized work performed under contract unit costs and additional work performed based on actual costs of time (labor) and materials (T&M).

9. Develop a reasonable cost control system, incl uding regular monitoring of actual costs for activities in progress and estimates for uncompleted tasks and proposed changes. Identify variances between actual and estimated costs and report such variances to City at regular intervals.

10. Assist City in coor dinating services of other consultants (geotechnical, NPDES, materials testing, deputy inspection, special laboratory testing, etc.) that may be hired or selected for the projects.

11. Coordinate with project design consultant in response to contractor’s requests for interpretation or clarification of meaning and intent of project plans and specifications.

12. Establish and implement job safety procedures in compliance with CAL -OSHA requirements. Monitor contractor’s compliance with established safety program, res pond to deficiencies and hazards, and investigate and report on accidents.

13. Track quantities of work completed for progress payments. Develop and implement procedures for review and processing of progress payment applications. Assist City with review and certification for payment.

14. Establish procedures and monitor contractor compliance with federal and state prevailing wage regulations and requirements.

15. Perform quality assurance reviews on a regular basis and recommend changes, as necessary.

16. Comply with federal and state grant funding requirements. Assist City in preparing and processing reimbursements.

17. Maintain a complete project filing system. Filing system shall be in accordance with Section 16.8 (Chapter 16) of the Caltrans LAPM.

Post-Construction Phase

1. Evaluate completion of work and recommend to City when work is ready for final inspection.

2. Conduct final inspection/walk through with City staff, maintenance/service personnel and project design consultants.

3. Issue preliminary and final punch lists, including schedules for punch list completion. Monitor and follow through until completion of all punch list items.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

4. Secure and transmit required guarantees, certifications, affidavits, leases, easement deeds, operating & maintenance man uals, warranties and other documents as stipulated in contract documents.

5. Review and process contractor’s requests for final payment and release of retention.

6. Coordinate preparation and submittal of as-built drawings.

7. Deliver project files to City.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

Proposal

Capital
Improvement
Program
(CIP)
Programmatic
Services
Submitted To
City of SAN BERNARDINO
Office: 201 North E Street, 2nd floor
Mail: 290 North D Street
San Bernardino, CA 92401
Attn.: Daniel Hernandez
Agency Director of Public Works,
Operations, and Maintenance

Submittal Requirement:

Via email to: [email protected]
Via email cc to: [email protected]

Submitted By
TRANSTECH Engineers, Inc.

Contact Person for this Proposal:

Ahmad Ansari, PE, Principal
E: [email protected]
E: [email protected]
C: 949-702-5612

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

About Transtech Video Highlight:

CLICK HERE
www.transtech.org
855.595.2495 (toll-free)
January 25, 2023

City of SAN BERNARDINO
201 North E Street, 2nd floor
San Bernardino, CA 92401
Submittal Requirement: Via email to: [email protected] Via email cc to: [email protected] Attn.: Daniel Hernandez, Agency Director of Public Works, Operations, and Maintenance

Proposal, Capital Improvement Program (CIP) Programmatic Services

Dear Mr. Hernandez:

Transtech is pleased to submit this Proposal for the subject services. This Cover Letter provides an executive summary of our qualifications relevant to the services requested.

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

MULTI-DISCIPLINARY MUNICIPAL ENGINEERING CONSULTING FIRM: Transtech is a multi- disciplinary municipal engineering consulting firm. Our service capabilities include:
• Building & Safety Services, Building Official Building Inspection, Plan Check
• Civil Engineering,
• Staff Augmentation
• CIP Program Management
• Construction Management and Inspection
• Federally Funded Project Management
• Grant Writing
• CDBG Project Management
• City Engineer, City Traffic Engineer, Development
Review, Public Works Engineering, Plan Check,
Inspection
• Labor Compliance
• Planning Support
• Traffic and Transportation Planning and Eng
• Water Resources Engineering
• Surveying, Mapping, ALTA, Right-of-way Eng
• Emergency, Support Services

EXTENSIVE EXPERIENCE IN MANAGING A VARIETY/TYPES OF PROJECTS: Transtech has extensive experience in managing a variety/types of projects, such as:
• Street Rehabilitation and Reconstruction
• Traffic Signal and Street Lighting
• ADA Improvements
• Water, Drainage, Sewer Improvements
• Bridges
• Parks and Playgrounds
• Parking Structures
• Community Centers
• Libraries
• City Halls
• Fire Stations
• Renovation of Historic Buildings

EXTENSIVE EXPERIENCE IN FEDERALLY FUNDED PROJECTS AND LAPM: Transtech has extensive experience in the management and administration of federally funded projects in compliance with LAPM . In the past few years, we managed over 30 federally funded projects . Our staff members have completed Caltrans Resident Engineer Academy for Federally Funded Projects. We follow guidelines and procedures of Caltrans Local Assistance Procedures Manual (LAPM. Current Version of LAPM is published with updates in January 2023). Also, as contract City Engineers representing various cities, we also work closely with Caltrans staff on LAPM compliance audits on various federally funded projects.

EXPERIENCE IN DB (DESIGN -BUILD) PROJECT DELIVERY: Transtech has extensive experience in managing DB Projects in compliance with CA Public Contract Code. Most recently (in 2022) we completed C-Block Parking Structure in the City of Ontario . The project included construction of 5 level, 400 space parking structure under DB ( Design-Build) Delivery. This project received 2022 Projects of the Year APWA Award.

Currently, we are managing Haz-Mat Abatement and Demolition Phase of another DB Delivery Project (Grand Park).

The total cost of Grand Park Project is $90M.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D January 25, 2023
City of SAN BERNARDINO
Attn.: Daniel Hernandez, Agency Director of Public Works, Operations, and Maintenance

Proposal, Capital Improvement Program (CIP) Programmatic Services www.transtech.org
855.595.2495 (toll-free)

STAFF MEMBERS WHO HAVE WORKED FOR CALTRANS: Also, our team includes staff members who have worked for CALTRANS previously, including as Deputy District Director, and as Sr. Transportation Engineer responsible for oversight of Federally Funded Projects in local agencies in the counties of Los Angeles, Ventura and San Bernardino. • Mohammad Pasebani, PE (LAPM Compliance QC/QA Oversight): Over 35 years of experience working for Caltrans. His career path included a number of positions in Caltrans, with last position being Senior Transportation Engineer, responsible for oversight of Federally Funded projects in local agencies in the counties of Los Angeles, Ventura and San Bernardino. He also provided instruction at various Resident Engineer Academies and Seminars/Workshops designed for Local agencies. • Ali Zaghari, PE (Caltrans Coordination Oversight): Over 35 years of experience in Transportation Management & Operations at various capacities i n the California Department of Transportation (Caltrans). His career path includes a number of key managerial positions in Caltrans leading to his last position as the Deputy District Director.

UNIQUE QUALIFICATIONS: One of the unique qualifications of Transtech is that we serve public agencies as municipal contract service providers, including Contract City Engineer, City Traffic Engineer, Building Official, CIP Manager , Planner and in other capacities. We have extensive experience working with Public Agencies in similar assignments.

We are accustomed to working with governmental a gencies, and have a good understanding of public agency issues, procedures, and policies.

LARGE POOL OF WELL EXPERIENCED IN -HOUSE STAFF READILY AVAILABLE: We have a qualified team with large pool of well experienced in -house staff readily available with diversified and extensive expertise, and will be able to respond to service requests and mobilize our resources quickly. As demonstrated in our proposal, our team has a high level of experience and capability to provide the services with proactive leadership and good planning and management practices.

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

We present to the City a team with proven experience and success, self- motivated, and can manage and deliver projects in an efficient and effective manner with high quality service.

Thank you for the opportunity to submit this proposal. Should you have any questions, or require additional information, please contact the undersigned.

Sincerely,

Ahmad Ansari, PE, Principal
E: [email protected]; E: [email protected] ; C: 949-702-5612
DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

Table of Contents
Proposal
Capital Improvement Program (CIP) Programmatic Services Our proposal includes information list ed in RFP under “ Proposal Content”, and is formatted per the sections listed in the RFP under “Proposal Format”, as listed below:

Proposal Section Page

1. Perception Approach 1.1 – 1.9

1. Project understanding and perception 1.1

2. Approach to the project including steps to ensure ultimate compliance with objectives of the work, quality and accuracy 1.5

2. Methodology 2.1 – 2.17

1. Clearly state the methodology to be used in completing the Scope of Services 2.1

2. Provide QA/QC plan to ensure quality control for the duration of the project 2.16

3. Key Personnel 3.1 – 3.17
This section of the proposal shall be formatted as follows:

1. Experience of key personnel 3.1

2. Responsibilities to be assigned 3.3

3. Amount of each individual’s time to be allocated 3.4

4. Subconsultant(s) to be used (if any) 3.5

5. Resumes of key personnel 3.5

6. Project organization chart 3.17

4. Relevant Experience 4.1 – 4.18
This section of the proposal shall include at least three (3) projects completed by the proposed project team within the past five years.

5. Quality of Proposal 5.1 – 5.3

1. Proposal contains all minimum required items and is in proper format 5.1

2. All forms, including addenda (if any) have been completed and signed 5.3

6. Budget / Fee 6.1 – 6.2
Include a not -to-exceed fee for all work to be completed. For this RFP, assume providing an average of 40 hours per week of program management services throughout the term of the agreement. However, the City reserves the right to reduce allocated hours as need due to the City’s needs.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

Proposal Section 1
Perception Approach
Proposal
Capital Improvement Program (CIP) Programmatic Services DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

1. Perception Approach 1.1

Proposal
Capital Improvement Program (CIP) Programmatic Services

1. Perception Approach

1. Project understanding and perception

2. Approach to the project including steps to ensure ultimate compliance with objectives of the work, quality and accuracy

1. Project understanding and perception

The City has requested proposals from on -call consultants for Professional Engineering and Program Management Services related to implementing the City’s Capital Improvement Program (CIP).

The City has approximately $100 million in capital improvements programmed over the next five years. The CIP includes a variety of projects, such as:
• rehabilitation of arterial highways, collectors, and residential streets
• intersection widening improvements
• miscellaneous concrete replacements and Americans with Disabilities Act (ADA) improvements • installation of BMPs and NPDES improvements
• installation of traffic signals
• construction of park improvements
• installation of landscaping and irrigation improvements • bridge maintenance and repairs
• rehabilitation of City-owned facilities
Transtech Comment:

Transtech has extensive experience in managing a variety/types of projects, such as:
• Street Rehabilitation and Reconstruction
• Traffic Signal and Street Lighting
• ADA Improvements
• Water, Drainage, Sewer Improvements
• Bridges
• Parks and Playgrounds
• Parking Structures
• Community Centers
• Libraries
• City Halls
• Fire Stations
• Renovation of Historic Buildings

The selected consultant will provide Professional Engineering and Program Management Services as described in Chapter 16, “Administer Construction Contracts,” of the State of California Department of Transportation’s (Caltrans) Local Assistance Procedure Manual (LAPM).

Transtech Comment:
• We have extensive experience in the management and administration of federally funded projects in compliance with LAPM. In the past few years, we managed over 30 federally funded projects. Our staff members have completed Caltrans Resident Engineer Academy for Federally Funded Projects. We follow guidelines and procedures of Caltrans Local Assistance Procedures Manual (LAPM. Current Version of LAPM is published with updates in January 2023).

The Local Assistance Procedures Manual (LAPM) is intended to assist California Local Public Agencies (LPAs) scope, organize, design, construct, and maintain local public transportation facilities utilizing Federal Highway Administration (FHWA) federal- aid or state funding. The LAPM describes the required processes, pr ocedures, documents, authorizations, approvals, and certifications to receive federal-aid and/or state funds for many types of local transportation projects.

The LAPM is intended to be used in conjunction with the Local Assistance Program Guidelines (LAPG). The LAPG describes each of the federal -aid and state -funded Local Assistance programs and the requirements for DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

1. Perception Approach 1.2

Proposal
Capital Improvement Program (CIP) Programmatic Services obtaining project funding for these individual programs Projects utilizing only state funds require less oversight and review than those with federal-aid funds. Not all of the processes described in the chapters of this manual apply to these projects. LAPM Chapters 1, 2, 3, 4, 5, 10, and 17 apply in whole, or in part, to these projects. The LAPG further defines these programs.

In addition to Chapter 16 of LAPM, several other chapters will be applicable to the tasks that will be performed by the selected Program Management Consultant on Federally and State Funded projects. Following is a summary of LAPM Chapters, which maybe applicable to various project phases where guidelines and requirements included in LAPM Chapters will have to be followed:
o Chapter 2: Roles and Responsibilities defines the roles and responsibilities for the various entities involved in developing a local assistance project.
o Chapter 3: Project Authorization describes the process to obtain project authori zation and fund obligation required for each phase of a federal-aid project.
o Chapter 4: Agreements describes the agreements needed between the LPA and the State and between the State and FHWA to obtain reimbursement of funds.
o Chapter 5: Invoicing describes the general accounting procedures necessary to receive reimbursement for work done in any phase of the project.
o Chapters 6-8: Environmental Procedures, Field Review, and Public Hearings discuss the project initiation and environmental procedures needed to bring a project to the stage at which the LPA decision-makers commit the project to final design and implementation.
o Chapter 9: Civil Rights and Disadvantaged Business Enterprises describes the requirements for establishing and reporting DBE program and project goals. This process may be necessary during the initial project stage, or may not be required until a later phase.
o Chapter 10: Consultant Selection describes the requirements for selecting and hiring consultants to perform project activities.
o Chapters 11 & 12: Design Guidance and Plans, Specifications, & Estimate describe the design standards to be used and the Plans, Specifications and Estimate (PS&E) development necessary to bring the project to the advertising and construction stage.
o Chapters 13 & 14: Right of Way and Utility Relocations describe the procedures used to acquire right of way or relocate utilities.
o Chapters 15-17: Advertise and Award Project, Administer Construction Contracts, and Project Completion describe the procedures from advertising through construction administration, project completion, and completion of the final reports.
o Chapter 18: Maintenance describes the ongoing maintenance responsibilities and activities needed to assure that the project remains a functional pub lic asset, and the related inspection and reporting requirements.
o Chapter 19: Reserved for future use.
o Chapter 20: Audits and Corrective Actions describes the expectations, roles, and responsibilities for audits conducted by the Caltrans Internal Audits Office (CIAO) or the Independent Office of Audits and Investigations (IOAI).
• As contract Cit y Engineers representing various cities, we also work closely with Caltrans staff on LAPM compliance audits on various federally funded projects. • Our team includes staff members who have worked for CALTRANS previously , including as Sr. Transportation Engineer responsible for oversight of Federally Funded Projects in local agencies in the counties of Los Angeles, Ventura and San Bernardino and as Deputy District Director. o Mohammad Pasebani, PE (LAPM Compliance QC/QA Oversight): Over 35 years of experience working for Caltrans. His career path included a number of positions in Caltrans, with last position being Senior Transportation Engineer, responsible for oversight of Federally Funded projects in local agencies in the counties of Los Angeles, Ventura and San Bernardino . He also provided instruction at various Resident Engineer Academies and Seminars/Workshops designed for Local agencies. o Ali Zaghari, PE (Caltrans Coordination Oversight): Over 35 years of experience in Transportation Management & Operations at various capacities in the California Department of Transportation (Caltrans). His career path includes a number of key managerial positions in Caltrans leading to his last position as the Deputy District Director.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

1. Perception Approach 1.3

Proposal
Capital Improvement Program (CIP) Programmatic Services

More specifically, the services shall include, but are not limited to:

Environmental, Preliminary Engineering and Right-of-Way Engineering

1. Identify and develop scope of work for capital improvement projects.

2. Prepare Request for Proposals (RFP) for environmental, preliminary engineering and right-of-way engineering services, as necessary.

3. Coordinate review and evaluation of proposals received for environmental, preliminary engineering and right-of-way engineering services. Submit recommendations to award to most qualified consultants.

4. Administer consultant contracts related to environmental, preliminary engineering and right -of-way engineering phases of capital improvement projects.

5. Define a complete and detailed project description and delineate project stu dy area that will meet needs of technical analyses and environmental documentation, as may be required.

6. Coordinate preparation of legal descriptions and plat maps of right-of-way acquisitions, as may be required.

7. Coordinate preparation and completion of R equest for Authorization (RFA) package on federally funded projects for submittal to Caltrans.

Preliminary and Final Design

1. Prepare RFP for professional engineering and design services.

2. Coordinate review and evaluation of proposals received for design services. Submit recommendations to award to most qualified consultants.

3. Administer consultant design contracts on capital improvement projects.

4. Coordinate review of pavement evaluation reports, geotechnical investigations, soils reports, traffic s tudies, etc. related to design of capital improvement projects.

5. Coordinate review and plan check of plans and specifications at the 60%, 90% and 100% completion levels.

6. Prepare project budget and schedules and monitor through completion.

Pre-Construction Phase:

1. Perform value engineering and constructability review of project plans and specifications.

2. Review engineer’s estimates and approved budgets for projects.

3. Prepare and maintain a master project schedule based on anticipated completion of design and construction phases of projects, integrating all reviews and approvals as may be required by City and other regulatory agencies.

4. Coordinate preparation and completion of Request for Authorization (RFA) for Construction package on federally funded projects for submittal to Caltrans.

5. Package bid documents for advertising.

6. Coordinate with project design consultant in responding to relevant questions during bid phase. Issue addenda as necessary to address these questions or clarifications.

7. Review and evaluate bids received and submit recommendation to award to lowest responsible bidder.

Construction Phase

1. Arrange and conduct Pre -Construction meetings, inviting general contractors and project stakeholders. Prepare minutes of Pre-Construction meetings for distribution to all attendees.

2. Provide and maintain sufficient field personnel to administer and manage construction contracts.

3. Review construction schedules, including activity sequences and duration, schedules of submittals and delivery schedules of long lead materials and equipment. Review contractor’s updates and revisions as may be required to reflect actual progress of work.

4. Schedule and conduct weekly progress meetings to discuss contract issues, procedures, progress, problems, change orders, submitt als, requests for information (RFIs), deficiencies and schedules. Prepare minutes of progress meetings for distribution to all attendees.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

1. Perception Approach 1.4

Proposal
Capital Improvement Program (CIP) Programmatic Services

5. Process contractor’s submittals for project design consultant’s review and approval.

6. Process and track RFIs, submittals, shop drawings, proposed change orders and revisions.

7. Review and evaluate proposed change orders. Review estimates for reasonableness and cost effectiveness and render recommendations to City.

8. Maintain cost accounting records on authorized work perform ed under contract unit costs and additional work performed based on actual costs of time (labor) and materials (T&M).

9. Develop a reasonable cost control system, including regular monitoring of actual costs for activities in progress and estimates for uncompleted tasks and proposed changes. Identify variances between actual and estimated costs and report such variances to City at regular intervals.

10. Assist City in coordinating services of other consultants (geotechnical, NPDES, materials testing, deputy inspection, special laboratory testing, etc.) that may be hired or selected for the projects.

11. Coordinate with project design consultant in response to contractor’s requests for interpretation or clarification of meaning and intent of project plans and specifications.

12. Establish and implement job safety procedures in compliance with CAL -OSHA requirements. Monitor contractor’s compliance with established safety program, respond to deficiencies and hazards, and investigate and report on accidents.

13. Track quantities of work completed for progress payments. Develop and implement procedures for review and processing of progress payment applications. Assist City with review and certification for payment.

14. Establish procedures and monitor contractor compliance with federal and state prevailing wage regulations and requirements.

15. Perform quality assurance reviews on a regular basis and recommend changes, as necessary.

16. Comply with federal and state grant funding requirements. Assist City in preparing and processing reimbursements.

17. Maintain a complete project filing system. Filing system shall be in accordance with Section 16.8 (Chapter 16) of the Caltrans LAPM.

Post-Construction Phase

1. Evaluate completion of work and recommend to City when work is ready for final inspection.

2. Conduct final inspection/walk through with City staff, maintenance/service personnel and project design consultants.

3. Issue preliminary and final punch lists, including schedules for punch list completion. Monitor and follow through until completion of all punch list items.

4. Secure and transmit required guarantees, certifications, affidavits, leases, easement deeds, operating & maintenance manuals, warranties and other documents as stipulated in contract documents.

5. Review and process contractor’s requests for final payment and release of retention.

6. Coordinate preparation and submittal of as-built drawings.

7. Deliver project files to City.

Transtech Comment:
• One of the unique qualifications of Transtech is that we serve public agencies as municipal contract service providers. Several of our senior staff members have previously worked for Public Agencies in various capacities, such as Public Works Director, City Engineer, City Traffic Engineer, CIP Manager, Building Official, Planner, and various other capacities.
• We have extensive experience working with Public Agencies in similar assignments. We are accustomed to working with governmental agencies, and have a good understanding of public agency issues, procedures, and policies.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

1. Perception Approach 1.5

Proposal
Capital Improvement Program (CIP) Programmatic Services

2. Approach to the project including steps to ensure ultimate compliance with objectives of the work, quality and accuracy

PROJECT DELIVERY, PLANNING AND EXECUTION APPROACH:

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

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

STRUCTURED APPROACH:

We have a structured approach to execute projects in an efficient manner that makes Transtech capable of providing the City with an efficient and quality product. We have established guidelines and policies on quality control, project management, and procedures. These guidelines ensure a consistent approach to the execution of assignments undertaken by our organization in compliance with City’s specific procedures, standards and requirements. The following paragraphs describe our general approach to deliver projects in an efficient and cost-effective manner:
• Project Management: Our approach is to provide proactive management and attempt to identify potential issues and problems in advance and take corrective actions before they become problems. This requires extensive hands -on knowledge, experience and management skills of the p eople involved in managing the project. Our team members have extensive experience and proven track record in managing large and complex projects and bringing them to a completion on time and within budget. • Approach to Cost Control and Change Orders: We evaluate project costs and develop feasible mitigation measures to minimize additional costs. We work as a team to solve problems or make modifications in the field to address unforeseen conditions or owner generated changes in a cost-effective manner. • Approach to Scheduling and Timely Completion of Project and Schedule Recovery : The baseline schedule should properly identify the project scope, critical path, project milestones, target dates, phases and sequences of work, and activity durations. When significant activities show that they are slipping from the baseline, we work with the contractor to develop recovery plans.
• Management of Documents: We use an electronic file management system. All construction forms, daily dairies, weekly statement of w orking days, etc. are stored in our electronic file system, and are per Caltrans documentation system. We provide these documents at the end of the project to the client in organized files as well as pdf files.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

1. Perception Approach 1.6

Proposal
Capital Improvement Program (CIP) Programmatic Services • Safety and Security: We hold meetings with the contractor to review and discuss safety and security requirements, OSHA conformance, emergency security and safety procedures, and enforce security and safety responsibilities. • Funding Closeout: We prepare necessary closeout documentation required by the funding agencies, submit final reimbursement documentation, follow-up on the reimbursements, and final funds balance report. • Project Closeout: We recognize that closeout is an important part of the construction process. It signifies that the new facility structure is ready to use. We methodically handle all closeout tasks to ensure a smooth transition from construction to occupancy.
• Methodology for Communication to Inform City on Work Progress: Key project team members will attend periodic project progress meetings with City staff throughout the project duration. • Electronic common project information and file sharing platform: We create and provide access to project participates a common project information and file sharing platform.

DUE DILIGENCE ACTIVITIES AND MEASURES:

Following are description of the due diligence activities and measures that maybe considered to avoid/minimize the occurrence/impacts of unforeseen conditions:
• In our view, due diligence is related to, but distinctly different from quality control and/or quality assurance. Due diligence, in this context, is the care and effort during all project phases, from project planning, design thru construction.
• Effective project controls part of the diligence activities, and lead to developing efficient measures and resolutions, and play an important role to keep complex projects on track. They help teams and stakeholders identify emerging risks early, before they become expensive, time-consuming problems.

With advance warning, these issues can be mitigated or avoided altogether. Project controls also give the project team the data they need to set realistic expectations, and plan and manage the project with efficiently.
• Also, when an unforeseen condition occurs, it is important to quickly assess the potential impact of such condition on the schedule and project’s critical path, and deal with the issue accordingly. For example, an unforeseen condition that may lead to potential delay and delay claims (in addition to direct construction work cost related to the condition), would have high priority, and may require to proceed with the work under specific monitoring of this specific work separately, while the facts and responsibilities are sorted out, and an appropriate change order is finalized. • Identifying potential construction risks prior to the start of construction can lead to success. During preconstruction, review of construction and contract documents in an effort to identify risks or concerns prior to the start of construction, will minimize the potential of unforeseen conditions..

APPROACH/STRATEGY FOR MANAGING, NEGOTIATING, AND INCORPORATING CHANGES IN PROJECT SCOPE A number of different factors can influence the development of Change Orders on projects, which can result from either foreseen or unforeseen conditions and may include:
• Design Modifications
• Errors and Omissions
• Changed Conditions
• Additional/Reduced Work Scope
• Owner-Directed Schedule Acceleration or Slowdown
• Work Sequencing
• Adjustments to Unit Pricing
• Force Majeure Delays
• Added Cost Incentives
• Delayed, Denied, or Restricted Access to a Project Site • Inappropriate Rejection of the Contractor’s Work
• Delays to Owner-Supplied Services and Materials

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

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

1. Perception Approach 1.7

Proposal
Capital Improvement Program (CIP) Programmatic Services Initial evaluation of a change order request may include various elements:
• Is it already covered in the contract?
• Is it necessary to complete the work?
• Impact on the planned work?
• Will it affect or change the contractor’s planned method of performing the work? • Will it cause a work-character change?
• Impact on the contract time?
• Methods of payment?
• Are there sufficient contingency funds? If not, can additional funds be obtained soon enough to prevent delays?
• Impacts on any regulatory conditions, permits, utilities, etc..

Initial documentation may include:
• A memorandum explaining and justifying (or rejecting) the change order

For many change orders, the following documents may be prepared:
• Architect/Engineer of Record stamped, signed and dated revised plan sheets and Specifications, when applicable.
• Cost estimate calculations supporting any agreed prices • A time impact analysis justifying any time extensions

Change Order Backlog may be maintained in 2 main categories:
• Undisputed. Includes potential Change Orders that are not in contention and their processing is delayed because of inadequate administrative support, procedures, or funding. • Disputed. There are two reasons for a potential Change Order to be disputed. o In the first case, the owner and the contractor are unable to come to an agreement that the scope of work that is identified in the potential Change Order actually represents a change to the contract scope.
o In the second case, the owner and the contractor both agree that the work scope is a change to the contract scope of work, but are unable to agree on the value or cost of the potential Change Order and/or its time impact. For potential Change Orders that are disputed, the approval and compensation may be delayed. The issues, if they are ignored or unresolved, can later become claims.

Our approach to change order negotiations and resolution includes:
• Establishing the method by which the Change Order will be priced, which usually dictates the level of negotiation that may be required to resolve the additional costs and time. • Depending on the amount, complexity, potential impacts, preparation of an independent cost estimate and a time impact analysis.

Depending on our involvement in various project phases, we suggest consideration of following items to minimize change order potentials and impacts on the project when a change order is implemented:
• Design Phase:
o Constructability reviews and value engineering program to assess the feasibility of the project’s design and defined work scope.
o Change order procedures.
o Change management process.
o Avoid delaying the approval of changes that will ultimately be approved. This tactic results in the changes being pushed to later in the project where they become more costly to implement. It is a misconception to believe that the issues related to Change Orders resolve themselves. o Authorization for a change should be mandatory before implementation, regardless of the type of agreement or contract. Authorization should be timely and decisive.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

1. Perception Approach 1.8

Proposal
Capital Improvement Program (CIP) Programmatic Services • Contract Award Phase:
o Evaluation of contractor’s bid proposal to ensure that the documents are complete and that the cost and schedule reasonably represent the scope objectives and timelines required for the project.
• Construction phase:
o Budget and schedule baseline control.
o Processing, approving, and executing Change Orders in a timely manner to avoid disputes and claims that may affect the progress and completion of the project.

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

Communicate with Parties Involved:
• Discus the reason for the requested change and how it will be managed. Disputes over change orders can be magnified is not properly managed.
• Define the new scope of work and discuss how it will impact the current construction schedule and performance.
• Keep everyone updated on the change order process.
• Minimize the potential of disputes and claims by documenting change order process in detail.

When applicable, show change order on as-built drawings:
• The contractor is typically required to mark up the contract drawings with the as -built details. This should also include the revisions that were addressed and approved in the Change Order documents. • Have the Architect/Engineer of Record review the level of detail and progress of the contractor’s as - built drawings periodically so that any deficiencies can be addressed in a timely manner.

Approach to efficient change order resolution:
• For the negotiations to be successful, it is important that the owner and the contractor be objective in their analysis of the cost and time to complete the work scope that is defined by the potential Change Order. Frequently, the process suffers because of differing personalities and from heightened emotions. To be productive, the focus of the negotiations should remain on the factual circumstances that are related to the Change Order.
• During negotiations, disagreements are often experienced, which can impede the progress for finalizing the Change Order. It is important to actively resolve any disputes as they develop so that an accord between parties can be reached in a timely manner. This attention by the parties will help to minimize the filing of claims on a project.
• It is advantageous to both the owner and the contractor that potential Change Orders on a project are processed in a fair, equitable, and timely manner. The failure to do so most often results in an increased probability of extended disputes and claims between the owner and the contractor.

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

If formal Project Partnering is desired, it should be specified in the contract specifications. Informal partnering may also be beneficial and does not require contract provisions to be implemented.

PROJECT CONTROL SYSTEMS:

Project controls are essential to keep complex construction projects on budget and on time. They help teams DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

1. Perception Approach 1.9

Proposal
Capital Improvement Program (CIP) Programmatic Services and stakeholders identify emerging risks early, before they becom e expensive, time- consuming problems.

With advance warning, these issues can be mitigated or avoided altogether. Project controls also give leadership the data they need to set realistic expectations, manage subcontractors, and plan with confidence. During the course of a project, program and project managers use controls to monitor time and cost expenditures and compare them to project lifecycle forecasts. They also rely on them to coordinate onsite execution with the milestones established during the des ign, procurement, entitlement, and pre - construction stages. The benefits of project controls are many. When they are put in place and used appropriately, they contribute to increased efficiency, decrease in delays and cost overruns, and fewer claims and costly litigation. Our staff has experience will all of the major document control software systems including Procore, Autodesk ConstructWare (which has now become Construction Cloud), and Primavera P6. In our experience all major control software programs work basically the same way, and adapting from one software offering to another has a fairly small learning curve. Because the specific software is generally a choice made by the prime contractor, our staff is ready to partner with any user of any program. That said, not all projects require the ‘fire power’ associated with an expensive, sophisticated control system. Sometimes an intelligently designed filing system that stores basic Word, Excel, PDF, and email documents in the cloud is all a project really needs.

VALUE ADDED SERVICE:

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

CUSTOMER CARE AND RESPONSIVE SERVICE APPROACH:
 Our services are founded on the principals of Total Quality Management for Total Customer Care and Satisfaction.
 All telephone calls or e -mails received are returned within the same working day, or the following day.

We take pride in our “Same Day Response” motto.
 Transtech also provides a 24-hour emergency contact number to its clients.  Customer Care means highest quality customer service. Transtech is committed to providing “Customer Care” to the City, City's patrons, including responding quickly and effectively to the walk -in, telephone, and electronic inquiries of the public related to our services. Responsivene ss is an integral part of Transtech’s “Customer Care” service approach.
 Our Contract Principal will meet with the Client’s Project Manager frequently for service evaluation and address any areas for improvements.
 Responsiveness is an integral part of Transtech’s “customer friendly” service approach. While our service is always on an “as needed” basis, our responsiveness is on “full-time” basis.  Transtech understands the importance of being able to expedite certain projects , when requested, by the City. Transtech has sufficient staff and resources to expedite projects.  We have a structured approach to execute projects in an efficient manner that makes Transtech capable of providing the City with the highest quality product. Transtech has established guide lines and policies, including written manuals on quality control, project management, and design procedures for its staff and for its contract cities. These guidelines ensure a consistent approach to the execution of assignments undertaken by our organiza tion in compliance with City’s specific procedures, standards and requirements.
 Transtech is an ISO 9001 certified firm in Quality Management Systems, this certification is based on a number of quality management principles including a strong customer service focus.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

Proposal Section 2
Methodology
Proposal
Capital Improvement Program (CIP) Programmatic Services DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

2.. Methodology 2.1

Proposal
Capital Improvement Program (CIP) Programmatic Services

2. Methodology

1. Clearly state the methodology to be used in completing the Scope of Services

2. Provide QA/QC plan to ensure quality control for the duration of the project

1. Clearly state the methodology to be used in completing the Scope of Services

CONTRACT ADMINISTRATION APPROACH (CALTRANS LAPM):

Current Version of LAPM is published with updates in January 2023.

For construction contract administration, we
follow guidelines described in Caltrans Local
Assistance Procedures Manual (LAPM).

Maintaining complete and accurate files is a very
important aspect of managing federally funded
projects. Generally, whenever the local agency
is unable to produce requested data or
information, it is assumed by reviewing personnel
that the required actions were either never
performed or not properly recorded. Organized
project files can minimize these negativ e
assumptions. Organization and content of the
project file is one indicator of effective and
efficient management of the project by the
resident engineer. LAPM has been prepared to
aid California local agencies scope, organize,
design, construct and main tain their public
transportation facilities when they seek Federal
Highway Administration (FHWA) funded federal -
aid or state funding. This manual describes the
processes, procedures, documents,
authorizations, approvals and certifications,
which are required in order to receive federal-aid
and/or state funds for many types of local
transportation projects.

The Local Assistance Procedures Manual (LAPM)
is intended to assist California Local Public
Agencies (LPAs) scope, organize, design,
construct, and maintain local public
transportation facilities utilizing Federal Highway
Administration (FHWA) federal- aid or state
funding. The LAPM describes the required
processes, procedures, documents,
authorizations, approvals, and certifications to
receive federal-aid and/or state funds for many types of local transportation projects.

The LAPM is intended to be used in conjunction with the Local Assistance Program Guidelines (LAPG). The LAPG describes each of the federal -aid and state-funded Local Assistance programs and the requirements DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

2.. Methodology 2.2

Proposal
Capital Improvement Program (CIP) Programmatic Services for obtaining project funding for these individual programs Projects utilizing only state funds require less oversight and review than those with federal-aid funds. Not all of the processes described in the chapters of this manual apply to these projects. LAPM Chapters 1, 2, 3, 4, 5, 10, and 17 apply in whole, or in part, to these projects. The LAPG further defines these programs.

In addition to Chapter 16 of LAPM, several other chapters will be applicable to the tasks that will be performed by the selected Program Management Consultant on Federally and State Funded projects.

Following is a summary of LAPM Chapters, which maybe applicable to various project phases where guidelines and requirements included in LAPM Chapters will have to be followed:
o Chapter 2: Roles and Responsibilities defines the roles and responsibilities for the various entities involved in developing a local assistance project.
o Chapter 3: Project Authorization describes the process to obtain project authorization a nd fund obligation required for each phase of a federal-aid project.
o Chapter 4: Agreements describes the agreements needed between the LPA and the State and between the State and FHWA to obtain reimbursement of funds.
o Chapter 5: Invoicing describes the g eneral accounting procedures necessary to receive reimbursement for work done in any phase of the project.
o Chapters 6- 8: Environmental Procedures, Field Review, and Public Hearings discuss the project initiation and environmental procedures needed to brin g a project to the stage at which the LPA decision -makers commit the project to final design and implementation.
o Chapter 9: Civil Rights and Disadvantaged Business Enterprises describes the requirements for establishing and reporting DBE program and project goals. This process may be necessary during the initial project stage, or may not be required until a later phase.
o Chapter 10: Consultant Selection describes the requirements for selecting and hiring consultants to perform project activities.
o Chapters 11 & 12: Design Guidance and Plans, Specifications, & Estimate describe the design standards to be used and the Plans, Specifications and Estimate (PS&E) development necessary to bring the project to the advertising and construction stage.
o Chapters 13 & 14: Right of Way and Utility Relocations describe the procedures used to acquire right of way or relocate utilities.
o Chapters 15-17: Advertise and Award Project, Administer Construction Contracts, and Project Completion describe the procedures from advertising through construction administration, project completion, and completion of the final reports.
o Chapter 18: Maint enance describes the ongoing maintenance responsibilities and activities needed to assure that the project remains a functional public asset, and the related inspection and reporting requirements. o Chapter 19: Reserved for future use.
o Chapter 20: Audits and Corrective Actions describes the expectations, roles, and responsibilities for audits conducted by the Caltrans Internal Audits Office (CIAO) or the Independent Office of Audits and Investigations (IOAI).

ARPA FUNDS:

The U.S. Department of Treasury u sed the standard Community Development Block Grant (CDBG) formula for determining the allocation of funds to metropolitan cities. The U.S. Treasury issued an Interim Final Rule with guidance on the funding allocation methodology, distribution process, and reporting requirements.

Transtech is also providing assistance to its contract Cities for the administration of these funds.

CIP MANAGEMENT:

Transtech manages Capital Project Program and maintains CIP Matrix and Schedule for various contract Cities. The CIP Matrix includes a detailed tracking info for each CIP, as well as a high -level project schedule status in bar chart format for various project phases. The CIP Matrix is updated frequently, and project status is presented to City Management at management meetings, as well as to City Council when directed by the City Management.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

2.. Methodology 2.3

Proposal
Capital Improvement Program (CIP) Programmatic Services

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

2.. Methodology 2.4

Proposal
Capital Improvement Program (CIP) Programmatic Services PROJECT CONTROL SYSTEMS:

Project controls are essential to keep complex construction projects on budget and on time. They help teams and stakeholders identify emerging risks early, before they become expensive, time -consuming problems.

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

Our staff has experience with various document control software systems including Procore, Autod esk ConstructWare (which has now become Construction Cloud), and Primavera P6. In our experience all major control software programs work basically the same way, and adapting from one software offering to another has a fairly small learning curve. Because the specific software is generally a choice made by the prime contractor, our staff is ready to partner with any user of any program. That said, not all projects require the ‘fire power’ associated with an expensive, sophisticated control system. Sometimes an intelligently designed filing system that stores basic Word, Excel, PDF, and email documents in the cloud is all a project really needs.

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

ISSUES TRACKING SYSTEM:

An issue tracking system provides an easy way to document issues, assign responsible party, and view the status of how the issue resolution is progressing. Complete documentation of issues is critical to mitigate risks on current projects and prevent similar issues on future projects. When issue tracking is integrated with the project management system, all documentation, and communications related to the project become centralized to provide complete transparency into project status.

Key components of effective issue tracking are:
• Date the issue was identified. This is important to document when the issue was first identified and how long an issue is open. Issues that have long resolution times could be further investigated by performing a root cause analysis.
• Description. A thorough description of the issue along with potential impacts to a project should be noted. Including pictures or video along with pertinent annotations is vital to provide a visual reference to the issue documentation.
• Issue Priority. When multiple issues need attention setting a priority of Low, Normal, or High will accurately present the hierarchy of which issues are most critical to impacting project success or need immediate resolution due to safety issues.
• Responsible Party. By assi gning the person(s) responsible for resolving the issue (e.g., in the issue tracking system) provides accountability. The transparency of an issue tracking system allows for the responsible parties to be held accountable for completing tasks and keeping th e project moving forward.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

2.. Methodology 2.5

Proposal
Capital Improvement Program (CIP) Programmatic Services • Due Date. The issue t racking system s hould provide the ability to set reminders for those tasks to ensure that due dates do not get missed which could jeopardize project closure dates. Setting reminders of due dates ensure that no tasks slip through the cracks! • Status. The visibility of issue status is essential for all project stakeholders to know if any progress is being made. If there are bottlenecks or further approvals needed, it is important that these items be documented and a plan of action created to resolve the issue.

Main benefits of an effective issues tracking system are:
• Lesser chance of delays; Enhanced operation visibility; More informed decision-making; Improved accountability; Prevents misunderstanding; Faster formulation of contingency plans; Improved accountability. Following is a snap shot of issues tracking documents on a recent project Transtech s managing.

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

EXAMPLE OF ISSUES TRACKING DOCUMENT - C BLOCK DESIGN-BUILD PARKING STRUCTURE, CITY OF ONTARIO SAMPLE SCREEN SHOT OF WEEKLY CONSTRUCTION MEETING ON LINE, PROJECT STATUS DISCUSSIONS AND REPORTING: DOCUMENT ON PROCORE

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

2.. Methodology 2.6

Proposal
Capital Improvement Program (CIP) Programmatic Services These weekly meetings also include review of 3 -week look-ahead schedule. Following is a screen shot of weekly meeting for the same project discussing 3-week look-ahead schedule.

SAMPLE SCREEN SHOT OF LOOK AHEAD SCHEDULE UPDATE, WEEKLY CONSTRUCTION MEETING ONLINE: SCHEDULE ON PRIMAVERA DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

2.. Methodology 2.7

Proposal
Capital Improvement Program (CIP) Programmatic Services Project Schedules:

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

Below are samples of schedules we work with.

SAMPLE PROJECT SCHEDULES, WHICH INCLUDES PROJECT PROGRAMMING/PLANNING, DESIGN, CONSTRUCTION DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

2.. Methodology 2.8

Proposal
Capital Improvement Program (CIP) Programmatic Services

SAMPLE OF CONSTRUCTION SCHEDULE-PRIMAVERA FOR A LARGE CONSTRUCTION PROJECT (WASHINGTON BL $38M)

SAMPLE CONSTRUCTION SCHEDULE (SINGLE NTP AND SINGLE MOVE-IN DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

2.. Methodology 2.9

Proposal
Capital Improvement Program (CIP) Programmatic Services

SAMPLE CONSTRUCTION SCHEDULE (MULTI NTP AND MULTI MOVE-IN SAMPLE 3-WEEK LOOK-AHEAD SCHEDULE

SAMPLE HOUR BY HOUR SCHEDULE FOR NIGHT-TIME

AND WEEKEND WORK
DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

2.. Methodology 2.10

Proposal
Capital Improvement Program (CIP) Programmatic Services Following are sample schedules for DB (Design-Build) Projects:

Sample DB Delivery Schedule / Process
DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

2.. Methodology 2.11

Proposal
Capital Improvement Program (CIP) Programmatic Services

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

2.. Methodology 2.12

Proposal
Capital Improvement Program (CIP) Programmatic Services

Sample DB Delivery Schedule / Design and Construction
DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

2.. Methodology 2.13

Proposal
Capital Improvement Program (CIP) Programmatic Services

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

2.. Methodology 2.14

Proposal
Capital Improvement Program (CIP) Programmatic Services

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

2.. Methodology 2.15

Proposal
Capital Improvement Program (CIP) Programmatic Services

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

2.. Methodology 2.16

Proposal
Capital Improvement Program (CIP) Programmatic Services

2. Provide QA/QC plan to ensure quality control for the duration of the project

We believe that quality control is the setting of minimum standards and/or quality requirements for the specific project. Quality assurance is the means by which the quality control measures will be monitored and/or enforced. We also believe that quality control and quality assurance measures need to be developed jointly with the client. To effectively establish quality control measures, we must understand the County’s specific expectations and/or level of desired quality for the specific project. Once the expectations hav e been defined, and the quality control measures established, the quality assurance measures can be established. A significant part of establishing the quality assurance measures includes the timing of the measure. QC/QA can only be effective when the meas ures are applied and/or evaluated in a timely manner.

Depending on a project’s size, complexity and the owner’s requirements, Quality Management may include various elements:

1. Program Elements
o Policy and Procedures
o Goals and Objectives
o General Quality Management
o Roles and Responsibilities
o Approvals and Reviews
o Document Control
o Process Improvement
o Project-Specific Quality Management Plan

2. Preconstruction (some activities may not apply)
o Review of Plans and Specifications
o Quality standards
 Review Requirements
 Clarify Any Ambiguity
 Samples or Mockups
o Constructability Reviews
o Documenting Existing Conditions
o Material Management
o Subcontractor factors
o Testing

3. Construction Operations
o Zero Defect Program
o Quality Assurance Administration
o Roles and Responsibilities
o Inspection and Testing Plan
o Quality Assurance(QA) Process

4. Closeout
o Closeout Procedures
 As Builts
 Punch List Work Management
o Systems Turnover Process
 Startup
 Testing of Systems
 Training of Personnel
DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

2.. Methodology 2.17

Proposal
Capital Improvement Program (CIP) Programmatic Services  Documentation
 O&M Manuals
o Final Acceptance
o Postconstruction, Warranties, Warranty Management

During construction, an effective Quality Assurance Program will ensure the materials and workmanship incorporated into project conform to the requirements of the contract plans and specifications including approved changes.

The main elements of a Quality Assurance Program are:
• Acceptance program
• Independent assurance program.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

Proposal Section 3
Key Personnel
Proposal
Capital Improvement Program (CIP) Programmatic Services DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

3. Key Personnel 3.1

Proposal
Capital Improvement Program (CIP) Programmatic Services

3. Key Personnel
This section of the proposal shall be formatted as follows:

1. Experience of key personnel

2. Responsibilities to be assigned

3. Amount of each individual’s time to be allocated

4. Subconsultant(s) to be used (if any)

5. Resumes of key personnel

6. Project organization chart

1. Experience of key personnel

Professional Licenses by Board for Professional Engineers, Land Surveyors, and Geologists Transtech Staff Members possess Professional Engineer Licenses in various engineering categories (i.e. Civil Traffic, etc.)

ICC Certifications:

Licenses and Certificates of the Firm and Staff Members in Diversified Fields:

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

Following are various ICC certifications held by various staff members:

Building Official Certifications:
 Certified Master Code Professional
 Building Code Official
 Building Official

Plan Check Certifications:
 Residential Building Plans Examiner
 Commercial Building Plans Examiner
 California Building Plans Examiner
 Certified Sustainability Professional
 CalGreen Plans Examiner
 Accessibility Plans Examiner
 Commercial Energy Conservation Plans Examiner
 Residential Plans Examiner
 Mechanical Plans Examiner
 Plumbing Plans Examiner
 Electrical Plans Examiner

State of California Safety Assessment Program:
 CalOES SAP Evaluator

Inspection Certifications:
 Combination Inspector
 Commercial Building Inspector
 Residential Building Inspector
 Accessibility Inspector
 Commercial Energy Conservation Inspector
 Electrical Inspector
DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

3. Key Personnel 3.2

Proposal
Capital Improvement Program (CIP) Programmatic Services  Commercial Electrical Inspector
 Residential Electrical Inspector
 Residential Energy Conservation Inspector
 Residential Building Inspector
 Residential Mechanical Inspector
 Mechanical Inspector
 Commercial Mechanical Inspector
 Plumbing Inspector
 CalGreen Inspector
 Building Inspector CBC
 Building Inspector UBC
 Plumbing Inspector UPC
 California Building Inspector
 California Commercial Plumbing Inspector
 California Residential Mechanical Inspector
 California Residential Mechanical Inspector

Additional Inspection Certifications:
 IAPMO Plumbing, Mechanical Inspector
 Fire Code Inspector
 Fire Inspector II
 California UST Inspector

Permit Technician Certification: Permit Technician

CACEO Certified Code Enforcement Officer

California State Fire Marshall Certifications:

Certified EMT1 (AED Certification), Driver Operator 1A, Driver Operator 1B, Driver Operator, Command 1A, 1B, 2A, Firefighter 1, 2, Hazardous Materials First Responder, Instructor 1A, 1B, Investigation, 1A, Management, 1, Prevention, 1A, 1B, 1C, 1D, 2A, 3A,3B, ICS 100, 200, S-290, S-130, S-190, PC832 with Firearms.

Fire control 3, S-230 S-231 S-215, Fire Safety Officer

FEMA: IS 100, 200, 241, 242, 275, 700, 288, 800, 08-A, 1900  Also, our plan check engineers, who review maps and engineering plans are licen sed as professional engineer by the State of California Board for Professional Engineers, Land Surveyors, and Geologists (BPELSG).  In addition, some of our staff members are certified as Fire Plan Checkers and Inspectors, as we provide these services to some agencies.

Our staff members are involved in many local and national International Code Council (ICC) and California Building Officials (CALBO) committees, and are involved in the development of local and national guidelines and codes for Building and Safety:
• Chair; ICC Sustainability Membership Council
• Chair; ICC LA Basin Chapter Inspection Committee
• Commissioner; ICC Codes & Standards Council
• Commissioner; CALBO Green Committee
• Commissioner; ICC/CALBO CA Exam Committee
• Commissioner; CALBO Outreach/Communications
Committee
• ICC Los Angeles Basin Chapter Board of Directors
• ICC Building Officials Membership Governing Council
• ICC Code Development Committee Vice Chair
• ICC Technology/Web Advisory Group
• IAS Accreditation Committee
• ICC LA Chapter Accessibility Committee
• Commissioner; CALBO State Licensing Boards Committee

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

3. Key Personnel 3.3

Proposal
Capital Improvement Program (CIP) Programmatic Services

2. Responsibilities to be assigned

As shown in Section ”6. Project Organization Chart” responsibilities to be assigned are structured in following main responsibility categories:

Main Responsibility
Category Name
Contract
Principal Ahmad Ansari, PE
Principal/Supervising
Program Manager Okan Demirci. PE, QSD, QSP
SR. LEVEL

PROGRAM

MANAGEMENT AND

TECHNICAL SUPPORT
STAFF
Azita Fakoorbayat, PE
Sr. Engineer/Project Manager
John Oskoui, PE
Sr. Engineer/Project Manager
Michael Ackerman, PE, QSD, QSP, QISP
Sr. Engineer/Project Manager
Ziad Y. Mazboudi, PE, QSD, QSP, CPSWQ
Sr. Engineer/Project Manager
Carlos A. Pineda, PE, QSD, QSP, LEED
Sr. Engineer/Project Manager
Mohammad Mostahkami, PE
Sr. Engineer/Project Manager
David Ragland, PE, PLS, QSD, QSP
Sr. Engineer
Technical Review Support for Engineering Projects
Norman Caesar M. Baculinao, PE, TE
Sr. Engineer
Technical Review Support for Traffic Signal Systems Projects Bahman Janka, TE
Sr. Traffic Engineer
Technical Review Support for Traffic and Transportation Eng/Planning Projects Jeffrey Kao, PE, CBO, CASp
Sr. Engineer
Technical Review Support for ADA Projects/Compliance
Dennis Tarango, CBO, CSP
ICC Building Official
Technical Review Support for Vertical Projects
Michael Roberts, CBO, MCP
ICC Building Official
Technical Review Support for Vertical Projects

LOWER TEAR

PROGRAM

MANAGEMENT AND

TECHNICAL SUPPORT
STAFF
Ivan Daza, EIT
Associate Engineer
Project Management/RE/Office Engineering Support
Brian Cervantes
Associate Engineer
Project Management/RE/Office Engineering Support
Leonardo Martinez
Associate Engineer
Project Management/RE/Office Engineering Support
DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

3. Key Personnel 3.4

Proposal
Capital Improvement Program (CIP) Programmatic Services Anthony Bendezu
Associate Engineer
Project Management/RE/Office Engineering Support
Furkan. Cetinkale
Associate Engineer
Project Management/RE/Office Engineering Support
Craig M. Wheeler
Sr. Construction Manager/Inspector
Field Review Support
Jeffrey Hirsh
Sr. Construction Manager/Inspector
Field Review Support
Robert Garcia
Sr. Inspector
Field Review Support
James Pagani, DSA Certified Accessibility Specialist, CHST Sr. Inspector
Field Review Support
QC/QA

OVERSIGHT STAFF
Ali Cayir, PE
Principal
Principal, PM/QC/QA Support
Mohammad Pasebani, PE
Sr. Engineer
LAPM Compliance PM/QC/QA Oversight
Ali F. Zaghari, PE, PMP
Sr. Engineer
Caltrans Involved Projects Coordination PM/QC/QA Support/Oversight Craig Melicher, PE
Vice President
PM/QC/QA Support
Please see ”5. Resumes of key personnel” for qualifications of above staff.

Transtech has a qualified team with large pool of well experienced in-house staff readily available with diversified and extensive expertise, and will be able to respond to service requests and mobilize our resources quickly. As demonstrated in our proposal, our team has a high level of experience and capability to provide the services with proactive leadership and good planning and management practices. Our staff and resources include approximately 200 staff, including project managers, civil engineers, designers, traffic and transportation analysts, technicians plan and map checkers, surveyors, inspectors, construction managers, building officials, building plans examiners, building inspectors, planners and support personnel.

3. Amount of each individual’s time to be allocated

The RFP states:

Budget/Fee- Include a not-to-exceed fee for all work to be completed. For this RFP, assume providing an average of 40 hours per week of program management services throughout the term of the agreement.

However, the City reserves the right to reduce allocated hours as need due to the City’s needs.

As required in the RFP, we provided an estimated time and budget allocation in Proposal Section 6. Budget / Fee.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

3. Key Personnel 3.5

Proposal
Capital Improvement Program (CIP) Programmatic Services

4. Subconsultant(s) to be used (if any)

Transtech has in-house staff to provide Program Management Services.

In addition, our team includes specialty subconsultants to complement our team and services, and provide technical specialty support if/when needed:
• Funding / Labor Compliance Support: AVANT GARDE, Inc. (DBE/WBE Firm); www.agi.com.co:Established 15 years ago, Avant-Garde is a progressive full-service public agency firm. The firm is working with various programs and projects throughout the entirety of Southern California, including counties of Los Angeles, Riverside, Orange, and San Bernardino. Transtech works with Avant-Garde exclusively in many Cities for the administration of Fed Funds and Labor Compliance. Transtech has worked with this subconsultant before. • Geotechnical Reports Review Support: GEO- ADVANTEC, Inc. www.geoadvantec.com : Geo-Advantec offers comprehensive services in various areas from site feasibility evaluation thought project completion for a wide range of projects and services, which include: Geotechnical Eng.; Eng. Geology; Geotechnical Earthquake Eng.; Geotechnical Instrumentation; Pavement Eng.; Forensic Geotechnical Eng.; Grading Monitoring and Field Testing; Soils & Materials Laboratory Testing; Special Inspection Services. Geo -Advantec owns a certified laboratory accredited by AMRL (ASSHTO Materials Reference Laboratory), in conformity to the requirements of the AASHTO Accreditation Program (AAP), AASHTO R -18, ASTM D3740 and ASTM E329; CCRL (Cement and Concrete Reference Laboratory); Caltrans; DSA (the Department of the State Architects); Army Corp of Engineers. Transtech has worked with this subconsultant before. • Landscape Architecture Review Support: LOSTWEST LANDSCAPE, Inc. www.lostwest.com : For over 30 years, Lost West has provided landscape architecture and construction services to a multitude of clients, including public agencies, developers, and institutions. Transtech has worked with this subconsultant before. • Environmental Review Support: IMPACT SCIENCES, Inc. (DBE/WBE Firm); www.impactsciences.com Impact Sciences, a California “S” corporation, certified woman-owned business enterprise (WBE), certified Small Business Enterprise (SBE), and certified Disadvantaged Business Enterprise (D BE), has been preparing environmental documentation since 1988. Founded in Thousand Oaks, California, Impact Sciences has offices strategically located throughout California to provide the strongest support for all public - and private -sector clients. Transtech has worked with this subconsultant before. Transtech has worked with this subconsultant before. • Haz-Mat Reports Review Support: PROPERTY HEALTH, Inc.; www.mypropertyhealth.com Property Health, Inc. (formerly CITY Services, Inc.) has long been a leader in its field, recognized throughout California for its excellent client service, reliability, and effectiveness in the following areas:
o Toxic Materials Identification Surveys
o Asbestos Consulting Services
o Lead-based paint (LBP) identification and consulting
o Indoor air quality (IAQ) consulting services / Microbial Investigations o Hazardous Material Abatement management
o Regulatory Compliance Audits & Abatement Oversight
o Phase I & II Environmental Site Assessments & Investigations o Underground Storage Tank identification, remediation, & regulatory compliance Transtech has worked with this subconsultant before.

5. Resumes of key personnel

AHMAD ANSARI, PE, Contract Principal
Education
• BS in Engineering, MBA
Registrations/Certifications
• Registered Civil Engineer
Highlights
Mr. Ansari has over 30 years of past experience in City and County Public Works and has worked at several municipalities in Southern California, including:
• City of Moreno Valley- Public Works Director/City Engineer • City of Rialto- Public Works Director/City Engineer
DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

3. Key Personnel 3.6

Proposal
Capital Improvement Program (CIP) Programmatic Services • City of Perris- Public Works Director
• City of Pomona- Deputy Public Works Director/Assistant City Engineer.

He has managed CIP Programs and Public Works Operations, and served as the responsible in charge of numerous multi-disciplinary teams, including:
• Capital Improvement Program project management and delivery • Real Property/Right of Way acquisition and management • Traffic and Transportation engineering
• Private Development/Entitlement process review and approval • Maintenance and Operations i ncluding roads, storm drains, sewers, parks, facilities, traffic signals, signs/striping, fleet
• Special Districts, Landscape/Lighting Assessment
• Electric Utility

OKAN DEMIRCI, PE, QSD, QSP, MBA, Principal/Supervising Program Manager Education
• BS in Engineering
Registrations/Certifications
• Registered Civil Engineer
• Caltrans Resident Engineer Academy
Highlights
Mr. Demirci has approximately 12 years of experience. Mr. Demirci serves as Assistant Public Works Director, City Engineer, CIP Program Manager at Transtech’s Contract Cities and provides technical and management support. Mr. Demirci completed Caltrans Resident Engineer Academy, very familiar with the management and administration of federally and state funded projects in compliance with Caltrans Local Assistance Procedures Manual (LAPM). Mr. Demirci works as CIP Program Manager at various Transtech’s Contract Cities, and manages various capital improvement programs including state and federal funded programs.

Mr. Demirci’s experience also includes working as Resident Engineer, Project Manager and Construction Manager on various projects (including federal and state funded projects). He has a broad knowledge of municipal government operations, including preparation and presentation of staff reports/resolutions to city councils, committees and interaction with public, various city departments, city council and other governmental agencies. Examples of his project experience includes:
• City of Chino, CIP Program Manager
• City of South El Monte, CIP Program Manager
• City of Monterey Park, CIP Program Manager
• City of Commerce, CIP Program Manager
• City of Temple City, CIP Program Manager
• City of Cudahy, CIP Program Manager

MOHAMMAD PASEBANI, PE, Sr. Engineer, LAPM Compliance PM/QC/QA Oversight Education
• MS, in Civil Engineering
Registrations/Certifications
• Registered Civil Engineer
Highlights
Mr. Pasebani has over 35 years of experience. Before retiring approximately 3 years ago, his career path included a number of positions in Caltrans, with last position being Senior Transportation Engineer , responsible for oversight of Federally Funded projects in Varying number of agencies in the counties of Los Angeles, Ventura and San Bernardino. He also provided instruction at various Resident Engineer Academies and Seminars/Workshops designed for Local agencies. • 2013-2020 Cal Trans HeadQuarters
o Senior Construction Oversight Engineer on Federally Funded projects in Los Angeles, Ventura and San Bernardino Counties
o On interim Basis, acted as the office chief for the office of Project Development and Quality Assurance in 2016
o Conducted construction administration Reviews of over 300 Projects, Conducted agency specific training workshops instructor at the Local Agency Resident Engineer Academy.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

3. Key Personnel 3.7

Proposal
Capital Improvement Program (CIP) Programmatic Services • 2012, Dist 07, Los Angeles and Ventura Counties
o Senior Construction Claims Manager for District 07 ( Los Angeles and Ventura Counties) • 2010-2012, Cal Trans Headquarter
o Senior Construction Oversight Engineer
o In collaboration with the Federal Highway Administration, provided Construction Oversight, Reviews and training for the projects funded by the American Recovery Act. • 2000-2010, Dist 07, Los Angeles and Ventura Counties
o Senior Area Construction Engineer for Interstate 5 ( Magic Mountain to the County line), Hwy 126 (LA County Segment), Hwy 14 ( LA to San Bernardino County line), Lancaster, Valencia, Palmdale. o Senior engineer on over 50 major projects, the most high profile being post flood and landslide Restoration of Interstate 5 at The Templin Hwy.
• 1995-2000, Dist 07, Los Angeles and Ventura Counties
o Resident Engineer in various projects , expanding from South Central Los Angeles to the South Bay area, including completion of Double Decker HOV projects at 110 and Various Metro Transit Stations.
• 1994, Dist 07, Los Angeles and Ventura Counties
o Principal assistant resident engineer in Post-Earthquake Restoration of freeway 10 , at Fairfax and La Cienega segments.
o Principal assistant resident engineer in completion phase and opening of freeway 105, El Segundo to Crenshaw segment.
• 1998-1994,Dist 07, Los Angeles and Ventura Counties
o Assistant resident engineer in various freeway 105 projects. • 1984-1988, Dist 07, Los Angeles and Ventura Counties
o Engineer in training, Material's Engineer, and Soil's Technician

ALI F. ZAGHARI, PE, PMP, Sr. Engineer, Caltrans Involved Projects Coordination PM/QC/QA Support/Oversight Education
• MS, BS in Civil Engineering
Registrations/Certifications
• Registered Civil Engineer
Highlights
Mr. Zaghari has over 35 years of experience in Transportation Management & Operations at various capacities in the California Department of Transportation (Caltrans).

His career path includes a number of key managerial positions in Caltrans leading to his last position as the Deputy District Director (DDD) for Traffic Operations at Caltrans District 7 in Los Angeles. As a member of District 7 Executive Team, Mr. Zaghari was responsible for policy, development and implementation of the traffic operations assets and the safe mobility of all users of the State Highway System (SHS) consisting of approximately 1500 center miles of freeways and conventional highways in Los Angeles and Ventura counties. He managed an operating budget of approximately $70M encompassing both operations management and capital outlay support needs. The organization under his leadership included critical functions such as Intelligent Transportation S ystems (ITS), Traffic Design, District Traffic Manager (DTM), Corridor Management, System Performance, and Encroachment Permits.

AZITA FAKOORBAYAT, PE, Sr. Engineer/Project Manager
Education
• BS in Civil Engineering
Registrations/Certifications
• Registered Civil Engineer
Highlights
Ms. Fakoorbayat has over 25 years of experience. She has a broad knowledge of municipal government operations, including preparation and presentation of staff reports/resolutions to city co uncils, committees and interaction with public, various city departments, city council and other governmental agencies.

Ms. Fakoorbayat’s experience includes working at public agencies, as well as in private consulting.

Recent Experience with Transtech’s contract Cities:

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

3. Key Personnel 3.8

Proposal
Capital Improvement Program (CIP) Programmatic Services Contract CIP Project Manager, City of Chino: As contract CIP Project Manager, coordinate various CIP projects throughout project design phase, including concrete, asphalt, storm drain, sewer, water, grading, traffic signal, accessibility. Conduct design review, PS&E review, constructability and biddability review, and manage design phase of various CIP projects, and manage and coordinate various CIP projects with various design engineers to ensure project design phase s are completed within time and budget, and proceed with construction.

Public Agency Experience:
• Principal Engineer, City of Costa Mesa, CA
• As Principal Engineer, perform a broad range of highly complex and professional • Civil Engineer I, Pierce County Public Works Utilities and Transportation • Services, Design Section, Tacoma, WA
• Assistant City Engineer, City of Sumner, Sumner, WA

Private Consulting Experience:
• Senior Project Manager, Afb Group, Laguna Niguel, Ca
• Senior Project Manager, Berryman & Henigar, Santa Ana, Ca • Project Manager, CNC Engineering, Newport Beach, Ca
• Senior Design Engineer/ Project Manager, Harding Lawson Associates Group Inc., Bellevue, Wa

JOHN OSKOUI, PE, Sr. Engineer/Project Manager
Education
• MS, Structural Engineering, Cal-State Fullerton
• BS Civil Engineering, University of North Carolina
Registrations/Certifications
• Registered Civil Engineer
Highlights
Mr. Oskoui, has over 35 years of past experience in City and County Public Works and has worked at several public agencies in Southern California:
• City of Downey – Assistant City Manager and Public Works Director • Anaheim Union HS District – Director of Planning, Design and Construction • Advanced Applied Engineering – Vice President of City Services • Long Beach Unified School District – Director of Maintenance and Work Control • City of Lynwood – Engineer/Assistant PW Dir/Director of Facilities

At Transtech. Mr. Oskoui serves as one of the Sr. Staff members in Transtech’s Municipal Services Team and manages various Capital Improvements Projects.

Mr. Oskoui has a broad knowledge of local government operations, including implementation of broad policy goals and strategic programs, and development and implementation of innovative and efficient service delivery models, He has successfully administered and managed complex construction programs including utilization of alternative project delivery methods. Mr. Oskoui is well versed in public outreach and interaction with citizenry groups, committees and stakeholders. Mr. Oskoui has excellent working relationship and rapport with regional and sub-regional governmental/regulatory agencies.

Mr. Oskoui’s experience includes working at public agencies, as well as in private consulting. • Assistant City Manager, City of Downey, CA, December 2011- September 2022 • Director of Public Works. City of Downey, CA. July 2010- February 2015 • Director of Planning, Des, Constr. Anaheim Union High School District, CA, July 2007- July 2010 • Vice President of City Services, Advanced Applied Engineering, Brea, CA, July 2004- July 2007 • Director of Maintenance, Long Beach Unified School District, Long Beach, CA, July 1997- July 2004 • Engineer/Assistant PW Dir/Director of Facilities, City of Lynwood, CA, August 1985- July 1997

MICHAEL ACKERMAN, PE, QSD, QSP, QISP, Sr. Engineer/Project Manager Education
• BS in Engineering
Registrations/Certifications
• RE Academy, Caltrans
DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

3. Key Personnel 3.9

Proposal
Capital Improvement Program (CIP) Programmatic Services • Water Pollution Control Compliance on Construction Sites for RE, Caltrans • Construction Program Management Workshop, FHWA
• Field Office Procedures Course, Caltrans
• California Work Zone Inspection – High Speed, Caltrans • Asphalt Concrete Inspection and Rehabilitation Strategies, Caltrans Highlights
Mr. Ackerman has over 20 years of experience. At Transtech, he has been working as a Sr. Engineer at various Transtech City Engineering Contracts. He ha s served at various Cities under Transtech’s City Engineering Contracts, including Temple City, Huntington Park, and Alhambra. He has a broad knowledge of municipal government operations, including preparation and presentation of staff reports/resolutions to city councils, committees and interaction with public, various city departments, city council and other governmental agencies.

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

ZIAD Y. MAZBOUDI, PE, QSD, QSP, CPSWQ, Sr. Engineer/Project Manager Education
• BS in Civil Engineering
Registrations/Certifications
• Registered Civil Engineer, QSD, QSP, CPSWQ, CPESC, LEED AP Highlights
Mr. Mazboudi has 34 years of progressively responsible, diversified experience in public works, engineering, utilities, development engineering, facilities maintenance, sustainability, environmental programs and project management in both the public and private sector, supported by a strong educational background in civil engineering, geographic information systems, water quality/urban runoff, and environmental programs. His experience includes:
• City of San Clemente - PW Department, Deputy Director/Engineering • City of San Juan Capistrano - PW/Utilities Department, Senior Civil Engineer • City of Westminster - PW Department, Associate Civil Engineer/Development Engineer • City of La Habra - PW Department, Assistant Civil Engineer.

Special International Projects:
• US Green Building Council (www.usgbc.org), Egyptian Green Building Council (EGBC) Represented the US Green Building Council, to assist in the formation of the EGBC. Provided lectures on the role of government in Green Building and on the US Green Building Program, LEED. • USAID International Development Agency ( www.usaid.gov), In partnership with USAID and ICMA Kingdom of Jordan Commercial/Industrial Environmental Audit In partnership with USAID and ICMA, developed a training manual for the audit of commercial and industrial facilities in Jordan.

CARLOS A. PINEDA, PE, QSD, QSP, LEED, Sr. Engineer/Project Manager Education
• BS in Civil Engineering,
Registrations/Certifications
• Registered Civil Engineer
Highlights
Mr. Pineda has over 30 years of experience in c ivil engineering and project management. He has extensive experience working for both private and public sectors. He has participated on numerous multi-disciplinary teams dealing with the planning and development of civil and traffic engineering, urban and rural development, and public works projects. He has served as Principal Project Manager for a variety of projects.

Public works design experience covers a wide variety of projects, including the improvement of major arterials, secondary highways an d collectors, flood control and drainage projects, water and wastewater projects, ADA retrofit, and safe routes to school projects. He has a good understanding and DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

3. Key Personnel 3.10

Proposal
Capital Improvement Program (CIP) Programmatic Services knowledge of municipal government operations, including preparation and presentation of staff reports/resolutions to city councils, committees and interaction with public, various city departments, city council and other governmental agencies.

Private sector design experience covers a wide range of projects including residential master planned communities and “in tract” residential improvements. In -tract residential improvements included the design and construction of domestic and reclaimed water infrastructure to serve the new developments.

MOHAMMAD MOSTAHKAMI, PE, Sr. Engineer/Project Manager
Education
• BS in Civil Engineering
Registrations/Certifications
• Registered Civil Engineer
Highlights
Mr. Mostahkami has o ver 35 years of experience. His experience includes working for various Public Agencies as Public Works Director, City Engineer, Project Engineer, Plan Checker, Designer, including for the Cities of:
• Downey, PW Director
• South Gate, PW Director, City Engineer,
• Arcadia, Civil Engineer.

DAVID RAGLAND, PE, PLS, QSD, QSP, Sr. Engineer, Technical Review Support for Engineering Projects Education
• Humboldt State University, CA, Bachelor of Science
Registrations/Certifications
• Registered Civil Engineer
• Licensed Land Surveyor
Highlights
Mr. Ragland is a civil engineer and land surveyor has over 30 years of diverse experience in a wide variety of projects in c ivil engineering. He has managed numerous multi -disciplinary teams dealing with the planning, engineering, entitlement, environmental permitting, development and construction of urban and rural development, and public works projects. His experience also includes special emphasis on complex grading and hillside developments (has worked on the civil engineering and development of more than 40,000 acres of hillside properties), preparation of due diligence and project feasibility analysis, through conceptual planning and design to entitlement and construction.

NORMAN CAESAR M. BACULINAO, PE, TE, Sr. Engineer, Technical Review Support for Traffic Signal Systems Projects Education
• BS in Civil Engineering
Registrations/Certifications
• Registered Civil and Traffic Engineer
Highlights
Mr. Baculinao has 30 years of experience in Traffic Engineering. He has strong Traffic Signal System Operation experience, including Traffic Management Centers or TMC. He is tec hnology oriented and has extensive working knowledge of new (Intelligent Transportation System) ITS standards, the System Engineering Process; Traffic Signal System Integration, Video Detection, CCTV systems, twisted pair communication system, fiber optic cables, Ethernet, Light Emitting Diode (LED) signals, Red Light Camera Systems, etc.

His experience includes:
• County of Ventura, California: Traffic Engineering Manager • City of Pasadena, California: Traffic Engineering Manager • City of Santa Clarita, California: Associate Traffic Engineer • City of Stockton, California: Assistant Traffic Engineer • City of Roseville, California: Assistant Traffic Engineer

BAHMAN JANKA, TE, Sr. Traffic Engineer, Technical Review Support for Traffic and Transportation Eng/Planning Projects Education
• MS, BS in Civil Engineering
DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

3. Key Personnel 3.11

Proposal
Capital Improvement Program (CIP) Programmatic Services Registrations/Certifications
• Registered Traffic Engineer
Highlights
Mr. Janka has over 35 years of experience in Traffic Engineering and Transportation Planning.

He has served as City Traffic Engineer and Transportation Director for public agencies, including:
• City of Pasadena, California: Transportation Administrator • City of Santa Clarita, California: City Traffic Engineer • City of Fremont, California: Associate Transportation Engineer • City of Palo Alto, California: Associate Transportation Engineer • Entranco Engineers, Bellevue, Washington: Transportation Engineer.

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

DENNIS TARANGO, CBO, CSP, ICC Building Official, Technical Review Support for Vertical Projects Education
• Cal Poly, Engineering
• Fresno State BA
• Rio Hondo College
Registrations/Certifications
• ICC Certified Building Official, Plans Examiner, Commercial Building Inspector, Building Inspector UBC, Fire Plans Examiner
Highlights
• ICC Sustainability Membership Council Governing Committee Mr. Tarango has over 20 years of experience in the building and safety. He is experienced in managing building and safety departments of different municipalities. Currently he is serving as Building Official for Transtech Contract Cities. At Transtech, Mr. Tarango is responsible for the Building and Safety Division as well as business development, client relations, and management oversight. With his analytical and strategic management skills, he provides strong leadership and develops staff to enhance the Departments abilities. Prior to working for Transtech, Mr. Tarango served as Deputy Building Official, Plans Examiner, and Senior Building Inspector for various local cities including the City of Diamond Bar, City of Yorba Linda, and City of Hemet.

MICHAEL ROBERTS, CBO, MCP, ICC Building Official, Technical Review Support for Vertical Projects Education
• Associate of Applied Science, Building Inspection Technology – Chemeketa Community College, Salem Oregon
• Fire Code Administration, National Fire Academy – Emmitsburg, Maryland Registrations/Certifications
• ICC Certified Master Code Professional, Building Code Official, Building Official, Plumbing Inspector, Combination Inspector, Commercial Building Inspector, Accessibility Plans Examiner / Inspector, Commercial Energy Conservation Plans Examiner, Commercial Energy Conservation Inspector, Electrical Inspec tor, Commercial Electrical Inspector, Residential Electrical Inspector, Residential Energy Conservation Inspector, Residential Building Inspector, Residential Mechanical Inspector, Residential Plans Examiner, Mechanical Inspector, Commercial Mechanical Inspecto r, Fire Code Inspector, Fire Inspector II
DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

3. Key Personnel 3.12

Proposal
Capital Improvement Program (CIP) Programmatic Services • ICBO Certified Structural Inspector, Plumbing Inspector, Mechanical Inspector, Building Plans Examiner, Fire Code Official
Highlights
Mr. Roberts has over 30 years of experience in municipalities, including governmental development administration. He has reached the highest possible level of code administration with the Master Code Professional designation certification from the Internat ional Code Council and has proven superior leadership abilities. He has served as Building Official, Community Development Director, Senior Plans Examiner, Plans/Residential Examiner, and Inspector for various municipalities and served as Principal Consultant. Serving as a Building Official for many years, Mr. Roberts provided the necessary code interpretations, and coordinated with agency staff and departments, and applicants on building and safety related issues. He has vast knowledge of municipal government operations, including preparation and presentation of staff reports and resolutions to city councils, committees, and related interaction with members of the public, other city departments, and other governmental agencies.

IVAN DAZA, EIT, Associate Engineer, Project Management/RE/Office Engineering Support Education
• B.S Civil Engineering, Cal State Long Beach
Registrations/Certifications
• Cal OSHA 10-hour
Highlights
Mr. Daza has approx. 3 years of experience and provides office engineering support to various Cities under Transtech’s Municipal Services Contracts in support of managing Capital Improvements Projects.

His experience includes CIP management support, coordination with City Departments, Utility Companies, Caltrans, oth er Regulatory Agencies, Developers, Consultants, Contractors, and overall management and coordination support for a variety of projects from design through plan review and approvals and construction. He also serves as Office Engineer on construction proj ects and assists Resident Engineers and Construction Managers with contract administration, document control, contract compliance. Mr. Daza also worked as a construction estimator for a construction company.

Part of his responsibilities included reviewing bid documents, plans and specifications, preparing plan take-off quantities, and preparing bid estimates.

BRIAN CERVANTES, Associate Engineer, Project Management/RE/Office Engineering Support Education
• B.S Civil Engineering, Cal Poly Pomona
Highlights
Mr. Cervantes has approximately 1 year of experience in Public Works Engineering, and Transportation and Traffic Engineering. He works in the Public Works Department/City Engineering at Transtech’s client Cities assisting City Engineers and Public Works Directors. He also serves as Office Engineer on construction projects and assists Resident Engineers and Construction Managers with contract administration, document control, contract compliance. He also assists at the public works permit counter and in permit issuance.

LEONARDO MARTINEZ, Associate Engineer, Project Management/RE/Office Engineering Support Education
• B.S Civil Engineering, Cal Poly Pomona
• Associate of Science in Engineering, Cerritos College Highlights
Mr. Martinez has approximately 3 years of experience He works at various Cities under Transtech’s Municipal Services Contracts in support of Transtech’s City Engineers, Project Managers and Construction Managers. His experience includes CIP management support, Inspection support, coordination with City Departments, Utility Companies, Caltrans, other Regulatory Agencies, Developers, Consultants, Contractors, and overall management and coordination support for a variety projects from design thru plan review and approvals and construction.

ANTHONY BENDEZU, Associate Engineer, Project Management/RE/Office Engineering Support Education
• B.S Civil Engineering, Cal Poly Pomona
Highlights
DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

3. Key Personnel 3.13

Proposal
Capital Improvement Program (CIP) Programmatic Services Mr. Bendezu has approximately 5 years of experience. As an Associate Engineer, he works at various Cities under Transtech’s Municipal Services Contracts in support of Transtech’s City Engineers, Project Managers and Construction Managers. His experience includes CIP management support, coordination with City Departments, Utility Companies, Caltrans, other Regulatory Agencies, Developers, Consultants, Contractors, and overall management and coordination support for a variety projects from design thru plan review and approvals and construction. Mr. Bendezu complete d Caltrans Resident Engineer Academy, very familiar with the management and administration of federally and state funded projects in compliance with Caltrans Local Assistance Procedures Manual (LAPM).

FURKAN. CETINKALE, Associate Engineer, Project Management/RE/Office Engineering Support Education
• BS, Cal Poly Pomona, Industrial Engineering
• MS, Cal Poly Pomona, Engineering Management
Highlights
Mr. Cetinkale has approximately 7 years of experience in the construction. He has extensive experience in all phases of projects, including planning/development, entitlement and permitting bidding, construction, close -out, full-life cycle, project workflo w, operations/systems development, scheduling, cost and budget control, contract negotiations, change order management, bid preparation, safety.

He has worked in the capacity of Construction Manager, Project Manager, Owner Representative, Office Engineer for consulting firms. In these capacities, he has been involved in a wide variety of private healthcare projects in OSHPD 1 & 3 categories. The projects include, but not limited to, construction of new buildings, seismic upgrades, medical equipment replacement, medical office build -outs, TI improvements , site development, etc. The type of buildings include hospitals, outpatient clinics, digital imaging centers various other projects. He has managed a variety of healthcare projects, ranging from $50K to over $85 million in budget, which involved coordination, processing and approvals by Planning, Engineering and Building Departments of Local Agencies/Municipalities; California Department of Public Health (CDPH); California Office of Statewide Health Planning and Development (OSHPD) [OSHPD became the Department of Health Care Access and Information (HCAI); Occupational Safety and Health Administration (OSHA).

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

Following are examples of projects where Mr. Wheeler served as the Project Inspector and provided on- site CM Support:
• 2019 Residential and Arterial Pavement Improvement, I-159/I-139; City of Torrance • Public Works Inspection (Staff Augmentation); City of Newport Beach • Alicia Parkway Rehabilitation; City of Aliso Viejo
• FY 2017-18 Street Rehabilitation; City of La Habra Heights • Beltway Operational Improvements; Caltrans | Bakersfield DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

3. Key Personnel 3.14

Proposal
Capital Improvement Program (CIP) Programmatic Services • University Drive Widening (Campus to MacArthur); City of Irvine • The Tracks at Brea – Segment No. 4; City of Brea
• CDBG Asphalt Repairs and Asphalt Overlays FY 2017; City of Mission Viejo • Annual Pavement Preservation Program FY 2018-19 and 2015-16; City of Yorba Linda • FY 2015-2016 Annual Citywide Sidewalk Repairs; City of Santa Monica • Manhattan Beach Water Line and Street Improvements; City of Manhattan Beach • Harbor Boulevard Median and LS Improvements; City of Costa Mesa • Citywide Sewer Repairs; City of West Hollywood
• Emergency Storm Drain Repair; City of Torrance
• Concrete Repair Program, Phase VI (CDBG); City of West Hollywood • Bedford Canyon Road Realignment; City of Corona
• Ontario Avenue Median Improvements; City of Corona
• SR-60/Market Street Improvements; City of Riverside
• Rimpau Park; City of Corona
• LAX Terminal Fuel Access Transmission Line Installation and Taxiway Paving Improvements

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

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

Jeffrey’s prior experience includes:
2013-2014, PSBI Parking Structure Construction
• Sr. Superintendent Construction of a 6-level parking structure for the City of Alhambra. 1995-2013, Harwood Homes, Inc.
• Vice President - Construction/Forward Planning Managed 35 Development Projects - SFR/Multi- Unit/Commercial
• Raw land development through onsite construction, including final and post occupancy. Supervised all aspects of planning, development and construction processes. • Responsible for construction of 2000+ single family homes. • Responsible for construction of 850+ attached units.
• Successfully developed and completed multiple commercial project sites including strip centers and a large, automated car wash facility.
• Supervised 20+ Construction Superintendents.
• Compliance Management for all codes, conditions and ordinances. 1992-1995, Overland Company
DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

3. Key Personnel 3.15

Proposal
Capital Improvement Program (CIP) Programmatic Services • Site Superintendent – SFR Tract Home Development
1985-1992, Cambridge Development
• Site Superintendent/Assistant Superintendent

ROBERT GARCIA, Sr. Inspector, Field Review Support
Education
• California State University, Los Angeles, Continuing Education/Public Works Construction Inspection Course
• California State University, Sacramento, Water Program/Operation and Maintenance of Wastewater Collection Systems
Highlights
Mr. Garcia has approximately 30 years of experience, of which 20 years has been working as the City Public Works Inspector for the City of Palmdale. His experience includes inspecting of all types of public works construction project: roadway construction, pavement rehabilitation, sign als, grading, storm drains, sewer mains, concrete structures, sidewalks, and gutters. He also worked on county, state and federal funded projects. Mr. Garcia provided public works inspection services to the following Transtech client Cities: City of Hesperia, Public Works Inspector; City of Commerce, Public Works Inspector.

JAMES PAGANI, DSA Certified Accessibility Specialist, CHST, Sr. Inspector, Field Review Support Education
• BA, Goucher College
Registrations/Certifications
• BCSP Constr. Health and Safety Technician
• CPR/First Aid/AED Certified
• CalOES SAP Evaluator
• DSA Certified Accessibility Specialist
• FEMA Training: IS-3, IS-100.PWb, IS-200.b, IS-325, IS-552, IS-556, IS-700.a, IS-800.a, IS-803, IS-806, IS-809, IS- 907
• ICC: Building, Electrical, Mechanical, Plumbing
• OSHA 30 Hour Trained
Highlights
Mr. Pagani has approximately 15 years of experience in public works construction management and inspection. Mr. Pagani has thorough knowledge and understanding of construction both on the jobsite and in the office, experience working with the various trades, designers, and managers of many different types of projects.

Examples of his project experience as Public Works Inspector/Construction Manager includes:
• City of Rialto, Public Works Encroachment Permit Inspections • City of South El Monte, Public Works Encroachment Permit Inspections • Primrose Park Improvements, City of Temple City
• FY 20/21 Pavement Rehab, City of West Covina

Previous Experience -Koury Engineering, Combination Inspector:
• Provide AHJ and QA/QC inspection services on LA County Public Works Capital Improvement projects • Ensure contractor compliance with plans, specifications, codes, and ordinances • Inspect for contractor compliance with jobsite safety and environmental protection programs • Issue, track, and close Non-Compliance and Inspection Notices for deviations and violations • Prepare daily reports regarding jobsite activities and work progress • Review inspection requests and document completed and necessary inspections • Schedule, coordinate, and supervise special inspectors • Maintain and review project as built drawings, construction documentation, and permits • Review and verify monthly progress and change order billing requests

ALI CAYIR, PE, Principal, PM/QC/QA Support
Education
• BS Engineering, MBA
Registrations/Certifications
• Registered Civil Engineer
DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

3. Key Personnel 3.16

Proposal
Capital Improvement Program (CIP) Programmatic Services • Licensed Contractor A, B
Highlights
Mr. Cayir has over 35 years of experience. He served as Principal Program and Project Manager for a wide variety of projects. He has participated in a wide variety of multi-disciplinary development teams responsible for projects that include:
• Public Facilities(Vertical Construction)
• Public Works and Infrastructure
• Parks
• Transportation and Parking Related Facilities
• Parking Structures
• Commercial and Retail Developments
• Industrial Development
• Residential and Mixed Use Development

Mr. Cayir has extensive experience in the management and administration of federally and state funded projects in compliance with Caltrans Local Assistance Procedures Manual (LAPM), and served as Resident Engineer on several Federally Funded Projects.

Mr. Cayir also served as contract City Engineer and Interim Public Works Director for many municipalities in Southern California. He has a broad knowledge of municipal government operations, including preparation and presentation of staff reports/resolutions to city counc ils, committees and interaction with public, various city departments, city council and other governmental agencies.

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

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

Mr. Melicher also provided his expertise in the construction field serving as an expert witness for construction claims and defects. He has a strong background on the legal aspec ts of project and construction management and is particularly well versed in California statutes regulating all types of publicly funded construction.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

3. Key Personnel 3.17

Proposal
Capital Improvement Program (CIP) Programmatic Services

6. Project Organization Chart

CITY DESIGNATED STAFF

QC/QA OVERSIGHT STAFF
Ali Cayir, PE
Principal
Principal, PM/QC/QA Support
Mohammaf Pasebani, PE
Sr. Engineer
LAPM Compliance PM/QC/QA Oversight
Ali Zaghari, PW, PMP
Sr. Engineer
Caltrans Involved Projects Coordination
PM/QC/QA Support/Oversight
Craig Melicher, PE
Vice President
PM/QC/QA Support
SR. LEVEL

PROGRAM MANAGEMENT AND TECHNICAL SUPPORT
STAFF
Azita Fakoorbayat, PE
Sr. Engineer/Project Manager
John Oskoui, PE
Sr. Engineer/Project Manager
Michael Ackerman, PE, QSD, QSP, QISP
Sr. Engineer/Project Manager
Ziad Y. Mazboudi, PE, QSD, QSP, CPSWQ
Sr. Engineer/Project Manager
Carlos A. Pineda, PE, QSD, QSP, LEED
Sr. Engineer/Project Manager
Mohammad Mostahkami, PE
Sr. Engineer/Project Manager
David Ragland, PE, PLS, QSD, QSP
Sr. Engineer
Technical Review Support for Engineering Projects
Norman Caesar M. Baculinao, PE, TE
Sr. Engineer
Technical Review Support for Traffic Signal Systems
Project
Bahman Janka, TE
Sr. Traffic Engineer
Technical Review Support for Traffic and
Transportation Eng/Planning Projects
Jeffrey Kao, PE, CBO, CASp
Sr. Engineer
Technical Review Support for ADA
Projects/Compliance
Dennis Tarango, CBO, CSP
ICC Building Official
Technical Review Support for Vertical Projects
Michael Roberts, CBO, MCP
ICC Building Official
Technical Review Support for Vertical Projects

LOWER TEAR

PROGRAM MANAGEMENT AND

TECHNICAL SUPPORT STAFF
Ivan Daza, EIT
Associate Engineer
Project Management/RE/Office Engineering
Support
Brian Cervantes
Associate Engineer
Project Management/RE/Office Engineering
Support
Leonardo Martinez
Associate Engineer
Project Management/RE/Office Engineering
Support
Anthony Bendezu
Associate Engineer
Project Management/RE/Office Engineering
Support
Furkan. Cetinkale
Associate Engineer
Project Management/RE/Office Engineering
Support
Craig M. Wheeler
Sr. Construction Manager/Inspector
Field Review Support
Jeffrey Hirsh
Sr. Construction Manager/Inspector
Field Review Support
Robert Garcia
Sr. Inspector
Field Review Support
James Pagani, DSA Certified Accessibility
Specialist, CHST
Sr. Inspector
Field Review Support
Contract Principal
Ahmad Ansari, PE Principal/Supervising Program Manager
Okan Demirci. PE, QSD, QSP
DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

Proposal Section 4
Relevant Experience
Proposal
Capital Improvement Program (CIP) Programmatic Services DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

4. Relevant Experience 4.1

Proposal
Capital Improvement Program (CIP) Programmatic Services

4. Relevant Experience
This section of the proposal shall include at least three (3) projects completed by the proposed project team within the past five years. Each sample relevant project shall include the following:

1. Title

2. Description

3. Year completed (or expected if not complete)

4. Total cost

5. Client/agency name

6. Reference (include name and contact information)

7. Project team staff who worked on the project

Following are few recently completed relevant projects of different types:

PROJECT 1 (Infrastructure-Pavement Rehabilitation)

1. Title City of Temple City 2021/22 City-Wide Pavement Rehab Project

2. Description Transtech provided CM/CI/, Office Engineer Services.

The project included rehabilitation of approx. 2,000,000 SF pavement area on several streets.

3. Year completed (or expected if not
complete)
January 2023

4. Total cost $4m

5. Client/agency name City of Temple City

6. Reference (include name and
contact information)
Bryan Cook, City Manager
T: 626-285-2171
E: [email protected]

7. Project team staff who worked on
the project
Ali Cayir, PE; Okan Demirci, PE; Jeffrey Hirsh; Mario Magliocchetti

PROJECT 2 (Infrastructure -Major Roadway Improvement, which includes widening, SCE power pole relocations and undergrounding, utilities, drainage, landscape, sidewalk, traffic signal, street lighting, freeway interchange/ramps improvements)

1. Title Washington Bl Widening and Reconstruction

2. Description Transtech provided PM/CM/CI/Resident Engineer, Office Engineer Services.

The project included widening and reconstruction of 2.7 miles of Roadway, Traffic Signals, Street Lighting, Landscape, Improvements at I-5 and at 710 Freeways ramps.

The project was federally funded and was managed in compliance with Caltrans Local Assistance Procedures Manual.

The project was also a Caltrans Oversight Project.

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

3. Year completed (or expected if not
complete)
2018

4. Total cost $45M

5. Client/agency name City of Commerce
DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

4. Relevant Experience 4.2

Proposal
Capital Improvement Program (CIP) Programmatic Services

6. Reference (include name and
contact information)
Edgar Cisneros, City Manager
T: 323-722-4805
E: [email protected]

7. Project team staff who worked on
the project
Ali Cayir, PE; Okan Demirci, PE; Michael Ackerman, PE; Jeffrey Hirsh, Mario Magliocchetti; Al Pagani; Mike Schnepf; Selim Bouhamidi;

PROJECT 3 (Facilities-Park)

1. Title Friendship Park

2. Description Transtech provided PM/CM/CI/ Office Engineer Services.

The project included a playground, a shaded outdoor fitness court, drinking fountains, benches, trash bins, basketball court fixtures, site lighting, and pedestrian accessibility improvements, including sidewalk and pedestrian ramps.

The project was CDBG Federally Funded.

Award: This project received 2022 Projects of the Year APWA Award Award Category: Recreational & Athletic Facilities

3. Year completed (or expected if not
complete)
2022

4. Total cost $1M

5. Client/agency name City of West Covina

6. Reference (include name and
contact information)
David Carmany, City Manager
T: 626-939-8401
E: [email protected]

7. Project team staff who worked on
the project
Okan Demirci, PE; Earl Fraser, Keith Wyatt, Brian Cervantes

PROJECT 4 (Facilities-Parking Structure)

1. Title C Block Parking Structure DB (Design-Build) Delivery

2. Description Transtech provided PM/CM/CI/ Office Engineer Services.

The project included construction of 5 level, 400 space parking structure under DB (Design-Build) Delivery.

Award: This project received 2022 Projects of the Year APWA Award Award Category: Facilities

3. Year completed (or expected if not
complete)
2022

4. Total cost $13M

5. Client/agency name City of Ontario

6. Reference (include name and
contact information)
Dan Beers, PW Dep. Design & Construction, Principal Project Manager T: 909-395-2806
E: [email protected]

7. Project team staff who worked on
the project
Ali Cayir, PE; Craig Melicher, PE; Okan Demirci, PE; Brian Cervantes, Dennis Tarango, CBO

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

4. Relevant Experience 4.3

Proposal
Capital Improvement Program (CIP) Programmatic Services PROJECT 5 (Infrastructure-Watermain replacement including service laterals, fire hydrants, manholes, asphalt pavement rehabilitation on streets and alleys, accessibility improvements including curb ramps, sidewalk, curb&gutter, signage and striping)

1. Title Roadway Improvements at Brewster, Agnes, Alberta, First, Franklin, City of Lynwood, ($7M)

2. Description Transtech provided PM/CM/CI/Office Engineer Services.

The project included watermain replacement including service laterals, fire hydrants, manholes, asphalt pavement rehabilitation on streets and alleys, accessibility improvements including curb ramps, sidewalk, curb&gutter, signage and striping.

3. Year completed (or expected if not
complete)
2021

4. Total cost $3M

5. Client/agency name City of Lynwood

6. Reference (include name and
contact information)
Ernie Hernandez, City Manager
T: (310) 603-0220
E: [email protected]

7. Project team staff who worked on
the project
Okan Demirci, PE; Earl Fraser, Jeffrey Hirsh, Andy Carlton

We are also providing below additional information and detailed description of services provided to and reference letters from various clients.

CITY OF ONTARIO (Year started and completed: 2019 – Ongoing Service) Contact: Dan Beers, PW Dep. Design & Construction, Principal Project Manager; T: 909-395-2806; E: [email protected]
Services Provided: CIP Management (C Block, DB Project, Grand Park DB Project, City Hall Annex DB Project)

CITY OF WEST COVINA(Year started and completed: 2018 – Ongoing Service) Contact: David Carmany, City Manager; T: 626-939-8401; E: [email protected]

Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection); City Engineering Services; Traffic Engineering; CIP Management; Federally Funded Project Management; Engineering Design; Public Works Permit Inspections; Map Check .

CITY OF COMMERCE (Year started and completed: 2010 – Ongoing Service) Contact: Edgar Cisneros, City Manager; T: 323-722-4805; E: [email protected]

Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection); City Engineering Services; Traffic Engineering; CIP Management; Federally Funded Project Management; Engineering Design; Public Works Permit Inspections; Map Check.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

4. Relevant Experience 4.4

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

CITY OF TEMPLE CITY (Year started and completed: 2014 – Ongoing Service) Contact: Bryan Cook, City Manager; T: 626-285-2171; E: [email protected]

Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection); City Engineering Services; Traffic Engineering; CIP Management; Federally Funded Project Management; Engineering Design; Public Works Permit Inspections; Map Check.

CITY OF ALHAMBRA (Year started and completed: 1993 – Ongoing Service) Contact: Andrew Ho, Community Development Director; T: 626-570- 5041; E:
[email protected]

Services Provided: Building & Safety Services (Building Official, Plan Check, Inspection); City Engineering Services; Traffic Engineering; CIP Management; Federally Funded Project Management; Engineering Design; Public Works Permit Inspections; Map Check.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

4. Relevant Experience 4.5

Proposal
Capital Improvement Program (CIP) Programmatic Services

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

4. Relevant Experience 4.6

Proposal
Capital Improvement Program (CIP) Programmatic Services

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

4. Relevant Experience 4.7

Proposal
Capital Improvement Program (CIP) Programmatic Services

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

4. Relevant Experience 4.8

Proposal
Capital Improvement Program (CIP) Programmatic Services

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

4. Relevant Experience 4.9

Proposal
Capital Improvement Program (CIP) Programmatic Services

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

4. Relevant Experience 4.10

Proposal
Capital Improvement Program (CIP) Programmatic Services

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

4. Relevant Experience 4.11

Proposal
Capital Improvement Program (CIP) Programmatic Services Examples of various types of projects representative of Transtech’s diversified experience:

Examples of few Street Improvements/Infrastructure, ADA, Park, Facilities Rehab Projects:
• Since 2013, Annual Street Rehab Program, City of Temple City ($15M) • Since 2019, Annual Street Rehab Program, City of West Covina ($10M) • Since 2018, Annual Street Rehab Program, City of South El Monte ($3M) • Since 2018, Annual Street Rehab Program, City of Cudahy ($5M) • Since 2015, Annual Street Rehab Program, City of Commerce ($24M) • Since 2019, Annual Street Rehab Program, City of Maywood ($2M) • Riverside Dr Street Rehab Project, City of Chino ($7.5M) • El Prado Rd Reconstruction Project, City of Chino ($3M) • FY 20/21 Annual Street Rehab Project, City of Placentia ($4.5M) • Roadway Improvements at Brewster, Agnes, Alberta, First, Franklin, City of Lynwood, ($7M) • Eastern Ave, Full Depth Reclaimed Pavement Rehab Project, City of Commerce ($2M) • Temple City Blvd Rehabilitation Project, City of Temple City (Fed. Funded) ($2.5M) • Washington Blvd, Widening, Reconstruction Project, City of Commerce (Fed. Funded) ($40M) • Rosemead Blvd, Bikeway, Reconstruction, Beautification Project, City of Temple City (Fed. Funded) ($20M) • HSIP Cycle 4, Traffic Signal Improvements at Various Locations, City of Commerce (Fed. Funded) ($1M) • HSIP Cycle 7, Traffic Interconnect System Upgrades Citywide, City of Commerce (Fed. Funded) ($1M) • HSIP Cycle 10, Traffic Interconnect System Upgrades Citywide, City of Commerce (Fed. Funded) ($2M) • HSIP Cycle 6, Traffic Signal Improvements at Atlantic Ave, City of Cudahy (Fed. Funded) ($1M) • HSIP Cycle 7, Pedestrian Safety Improvements at Salt Lake Ave, City of Cudahy (Fed. Funded) ($0.5M) • HSIP Cycle 6, Traffic Signal Improvements at Santa Anita and Fern, City of S. El Monte (Fed. Funded) ($0.75M) • HSIP Cycle 6, Traffic Signal Improvements at Tyler and Thienes, City of S. El Monte (Fed. Funded) ($($0.75M) • HSIP Cycle 6, Traffic Signal Improvements at Peck and Rush, City of S. El Monte (Fed. Funded) ($1M) • HSIP Cycle 7, Traffic Signal Improvements at Santa Anita-Central, City of S. El Monte (Fed. Funded) ($1M) • HSIP Cycle 9, Citywide Traffic Signal Improvements, City of S. El Monte (Fed. Funded) ($1M) • HSIP Cycle 10, Traffic Signal Improvements at Garvey-Durfee-Michael Hunt, City of S. El Monte (Fed. Funded) ($1M) • HSIP Cycle 7, Traffic Signal Left Turn Phasing Improvement, City of Culver City (Fed. Funded) ($1M) • HSIP Cycle 6, El Monte Ave, Temple City Blvd, and Various Citywide Locations (Fed. Funded) ($2.8M) • HSIP Cycle 7, Traffic Signal Improvements at Hellman-Alhambra-Garfield, City of Monterey Park (Fed. Funded) ($1.5M) • HSIP Cycle 9, Traffic Signal Improvements on Garfield Ave, City of Monterey Park (Fed. Funded) ($1M) • HSIP Cycle 10, Traffic Signal Improvements at Various Locations, City of West Covina (Fed. Funded) ($4.5M) • HSIP Cycle 7, Traffic Signal Improvements at Mission and Ivar, City of Rosemead (Fed. Funded) ($0.5M) • HSIP Cycle 7, Firestone Blvd ITS Improvements, City of Norwalk (Fed. Funded) ($1.5M) • HSIP Cycle 9, Citywide Traffic Safety Improvement, City of Placentia (Fed. Funded) ($1.3M) • HSIP Cycle 5, Martin Luther King Jr Blvd TS Improvements, City of Lynwood (Fed. Funded) ($0.5M) • HSIP Cycle 9, Atlantic-Carlin Traffic Signal Improvements, City of Lynwood (Fed. Funded) ($0.75M) • HSIP Cycle 9, Imperial-Atlantic Traffic Signal Improvements, City of Lynwood (Fed. Funded) ($0.75M) • ATP Cycle 1, Citywide Pedestrian Safety Improvements, City of Cudahy (Fed. Funded) ($1.5M) • ATP Cycle 2, Citywide Pedestrian Safety Improvements, City of Cudahy (Fed. Funded) ($0.75M) • ATP Cycle 2, La Ballona Street Improvements, City of Culver City (Fed. Funded) ($3.5M) • ATP Cycle 1, Safe Routes to School Improvements Project, City of Huntington Park (Fed. Funded) ($1M) • ATP Cycle 4, Citywide Pedestrian Safety Improvements, City of Monterey Park (Fed. Funded) ($1.7M) • ATP Cycle 5, Citywide Pedestrian Safety Improvements, City of S. El Monte (Fed. Funded) ($1.7M) • Cactus/Nason Street Improvements and 135’ Span Bridge Project, City of Moreno Valley (SLPP Funded) ($20M) • Rte 71/Mission Bl Grade Separation Project, City of Pomona/Caltrans Oversight (Fed. Funded) ($25M) • FY 17/18 Lerma and Alessia Pavement Rehabilitation, City of South El Monte (CDBG Funded) ($0.75M) • Sr. Center Restroom Rehabilitation, City of South El Monte (CDBG Funded) ($0.2M) • 2020 Street Rehabilitation Project, City of South El Monte (CDBG Funded) ($0.75M) • Alley Rehabilitation Project, City of Chino (CDBG Funded) ($0.5M) • Street Light Citywide LED Conversion, City of Chino (CDBG Funded) ($0.5M) • Almansor Park Improvements Project, City of Alhambra (CDBG Funded) ($2.5M) • Lugo Park, Soccer Field and Plaza/Shade Structures Project, City of Cudahy (CDBG Funded) ($4M) • Various Restroom ADA Accessibility Improvements, City of Cudahy (CDBG Funded) ($0.5M) • Garvey Park Restroom Improvements, City of Rosemead (CDBG Funded) ($0.5M) • 2018 ADA Curb Ramps & Sidewalk Improvements, City of Monterey Park (CDBG Funded) ($0.5M) • Citywide Pedestrian Accessibility Improvements, FY 20/21, 21/22, 22/23, City of Maywood (CDBG Funded) ($0.75M) DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

4. Relevant Experience 4.12

Proposal
Capital Improvement Program (CIP) Programmatic Services • Sr. Center Restroom Rehabilitation, City of West Covina (CDBG Funded) ($0.5M)

Examples of Street Improvements/Infrastructure Projects:

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

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

Rosemead Boulevard Improvements Project ($20M): Located in the City of Temple City, this was a Federally Funded project.

Funding also included METRO Measu re R and Prop C Funds.

Transtech provided Project, Program, Construction
Management, Resident Engineer, Inspection, Federal
Compliance, Labor Compliance and Office Engineer
Services. The project included protected bike lanes,
widening and reconstruction of 2 miles of roadway.

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

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

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

ATP Citywide Crosswalk and Pedestrian Safety Imp rovement Project ($1.2M): Located in the City of Cudahy, this project included safe routes to school pedestrian safety
improvements near schools and pedestrian activity centers.

Transtech provided
construction management, resident
engineer, inspection, labor compliance and office engineer services.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

4. Relevant Experience 4.13

Proposal
Capital Improvement Program (CIP) Programmatic Services

Atlantic Boulevard Corridor Improvement Project ($20M): This was a Federally Funded project in the City of Commerce.

Transtech provided turnkey services included construction management, resident engineer, inspection, office engineer, and funds coordinator. The project was a major street
reconstruction and beautification project along Atlantic Boulevard which improved mobility for pedestrians, trucks, and vehicles as well as pr ovided corridor beautification with landscaped medians and other elements.

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

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

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

Rte 71/Mission Bl Grade Separation Project ($40M): This project was a Federally Funded project located the City of Pomona and included construction of a bridge/grade
separation. Transtech provided construction management, resident engineer, inspection, labor compliance and office engineer services. Caltrans was the oversight/jurisdictional Agency.

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

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

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

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

4. Relevant Experience 4.14

Proposal
Capital Improvement Program (CIP) Programmatic Services

El Monte, Temple City Blvd, and Various Citywide Locations HSIP Projects ($1.8M): Located in the City of Temple City, this project was a Federally Funded through Highway Safety
Improvement Project (HSIP) program. It i ncluded asphalt roadway resurfacing, markings & striping, traffic safety improvements such as updated traffic signal heads and
speed radar feedback signs, and updated street signage.

Transtech provided construction management, resident
engineer, inspection, labor compliance and office engineer services.

Middleton Street Elementary School Safe Routes to School Improvements Project ($500K): Located in the City of
Huntington Park, this project was part of the Safe Route to School program and included pedestrian safety
improvements, bulb outs, ADA compliant PCC curb ramps,
sidewalk improvements, updated signage, striping and
markings. Transtech provided construction management,
resident engineer, inspection, labor compliance and office engineer services.

Slauson Avenue ADA Improvements and Tree Replacement
Project ($1.5M): Located in the City of Commerce, this
project was funded through City’s Measure AA Funds. The project included removal of 149 overgrown Ficus trees that displaced the sidewalk in some areas up to 2 feet high and replaced them with new ADA compliant sidewa
lk and
planted 433 drought tolerant trees in their place. Transtech provided construction management and inspection,
services.

Examples of Park Projects:
2022 APWA AWARD WINNING PARK PROJECT MANAGED BY TRANSTECH FRIENDSHIP PARK, City of West Covina, Completed in June 2022 Project received 2022 Projects of the Year APWA Award
Award Category: Recreation and Athletic Facilities. New, renovated, or modernized parks, outdoor theaters & amphitheaters, playgrounds, sports facilities & fields, nature trails, and aquatic facilities.

Population Division: 100,000 to 200,000.

Project Cost: $1 m
Link to Project Info: WEST COVINA FRIEND SHIP PARK

Ontario Great Park DB (Design -Build
Project). ($45M): The project is being
delivered under DB delivery.

Transtech is City’s Owner’s
Representative/Program Manager.

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

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

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

4. Relevant Experience 4.15

Proposal
Capital Improvement Program (CIP) Programmatic Services

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

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

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

City of Huntington Park, Salt Lake
Park Splash Pad Project ($1M): The
project included installation of splash
park.

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

Transtech is
providing inspection services.

City of Temple City, Pocket
Park/Parking Lot Improvements
Projects ($1M): The project
included new park/parking lot
signage, trellis, landscaping,
drainage, lighting, electrical
vehicle charging station
infrastructure for future
implementation.

Examples of Building Projects:

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

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

Transtech served as Construction Manager. This project is located in Whittier.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

4. Relevant Experience 4.16

Proposal
Capital Improvement Program (CIP) Programmatic Services

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

Rosewood Community Center ($25M): Transtech was retained by the City of Commerce to take over the management of this multimillion-dollar facility which was 2 years behind schedule.

Within 5 months, Transtech brought the construction to substantial completion level allowing the City to s tart the move -in process, and 2 months after, the facility was opened for public use.

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

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

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

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

Examples of Development Projects:

Agency: CITY OF TEMPLE CITY
Project: Blossom Walk Residential Development (Valuation $6 m). This development includes 24-unit condominiums and 4 single family homes.

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

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

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

4. Relevant Experience 4.17

Proposal
Capital Improvement Program (CIP) Programmatic Services Agency: CITY OF SOUTH EL MONTE
Project: Chico Residential Development (Valuation $15 m). This development includes 13 buildings with 70 residential units.

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

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

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

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

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

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

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

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

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

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

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

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

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

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

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

4. Relevant Experience 4.18

Proposal
Capital Improvement Program (CIP) Programmatic Services Experience in DB (Design-Build) Project Delivery:

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

• 2022 APWA AWARD WINNING DB (Design-Build) PROJECT MANAGED BY

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

Population Division: 100,000 to 200,000
Project Cost: $11 m
Link to Project Info: ONTARIO, C BLOCK DB PARKING STRUCTURE

Currently, we are managing following DB Projects:
• Ontario Grand Park (DB Delivery) ($90M) (Pre-qualifications DB RFP issued)
• Ontario Parking Structure, Fire Station 1 (PS is DB Project Delivery; Fire Station is DBB Delivery) ($60M) (Pre-qualifications DB RFP for PS issued)

Few other DB Projects Transtech was involved:

City of Alhambra, Mosaic Parking Structure (DB Delivery) ($8M: The project involved construction of a 5-story parking structure. The project was delivered as DB. Transtech served as Owner Representative and Program Manager from initial project planning, design development thru construction. Transtech also provided building code plan check, constructability, biddability and value engineering review. Also, during construction, Transtech provided construction management and inspection services. This project is located in Alhambra.

Turkish American Cultural Center Project, Maryland (DB Delivery) ($100M): This unique project, Turkish-American Cultural Center (TACC) is a unique multi -cultural center showcasing he culture and heritage of Turkish Americans, an d celebrate their contribution to America. The project involved construction of a museum, library, traditional Turkish/Ottoman houses, religious facility (Mosque), including an underground level parking garage with sports facilities. Transtech was commissioned as the Owner Representative/Program Manager.

Transtech located some of its most experienced staff members to Maryland temporarily and retained additional staff locally, and moved the project thru local planning processing and approvals within less than 1 year, and adopted a DB delivery approach with GMP (Guaranteed Maximum Price), which complied with US Local contracting laws and requirements, as well as was acceptable to the Turkish contracting laws and standards. A Turkish architect prepared the conceptual design plans. A US Architectural Firm was hired to develop bridging documents.

Several large US Construction firms were invited to submit proposals.

After selection process, one of the largest Construction Companies in US, Balfour Beatty (https://balfourbeattyus.com/home
) was hired as the
DB General Contractor. At the peak of finish work, nearly 80 master Turkish artisans were also brought to US temporarily applying their expertise to the stone, marble, lead roofing and millwork packages. The construction was completed in 2 years.

CONCEPT RENDERING OF PARKING STRUCTURE

FINAL COMPLETED PARKING STRUCTURE
DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

Proposal Section 5
Quality of Proposal
Proposal
Capital Improvement Program (CIP) Programmatic Services DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

5. Quality of Proposal 5.1

Proposal
Capital Improvement Program (CIP) Programmatic Services

5. Quality of Proposal

1. Proposal contains all minimum required items and is in proper format

2. All forms, including addenda (if any) have been completed and signed

1. Proposal contains all minimum required items and is in proper format

Our proposal contains all minimum required items and is in proper format.

Our proposal includes information listed in RFP under “Proposal Content”, and is formatted per the sections listed in the RFP under “Proposal Format”, as listed below:

Proposal Content: A responsive proposal shall contain the following documentation:

1. Cover Letter- Proposals shall include a letter signed by a principal or authorized representative who can make legally binding commitments for the entity.

2. Understanding of Need - Proposal sh all include an outline which demonstrates the firm’s understanding of the project goals and objectives and scope of work, and most of all, familiarity with the existing condition and needs. This outline should include the firm’s anticipated approach toward providing required services, tasks necessary for its successful completion, and suggestions or special concerns of which the City should be made aware.

3. Scope of Services - Proposal shall include a Scope of Services which details the consultant’s approach towards completing the project, work phases, the tasks to be accomplished and the deliverables to be provided, based upon the requested Scope of Services included in this RFP.

4. QA/QC Plan- Provide QA/QC plan to ensure quality control for the duration of the project which shall include maintaining organization and communication over the entire project team, cost and schedule monitoring and constructability review of project plans, specifications and estimates upon their completion.

5. Key Personnel- Consultants shall list key personnel as well as subconsultants, if any, they propose to use on their respective project team. Resumes, limited to one page maximum, shall be included for each key personnel and subconsultant(s). In addition, this section of the proposal shall include a project organization chart with each key individual and subconsultant(s) listed by position or title. Furthermore, a table shall be included listing each key individual and subconsultant(s) by position or title along with percentage of each individual’s and subconsultant’s time (by percentage) to be devoted to this project.

6. Relevant Experience- This section of the proposal shall include a list of at least three (3) relevant or similar projects completed by the project team within the past five years. Each project included shall have a description of the project, name of the client, reference representing client who can be contacted regarding the project along with contact information, year completed and total project cost.

7. Fee Proposal- The consultant’s fee proposal shall be submitted concurrently with the technical proposal. The fee proposal shall include a competitive fee which outlines the hours to complete the scope of services along with personnel to be involved in the project with the number of hours by personnel to be assigned by task and hourly rate.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

5. Quality of Proposal 5.2

Proposal
Capital Improvement Program (CIP) Programmatic Services Our proposal includes all information listed in RFP under “Proposal Content”, which is recited above.

Proposal Format: Proposal shall, at a minimum, contain a detailed Scope of Services and be formatted to include the following sections. The basis of consultant selection for this project will be based on the following criteria:

1. Perception Approach

1. Project understanding and perception

2. Approach to the project including steps to ensure ultimate compliance with objectives of the work, quality and accuracy.

2. Methodology

1. Clearly state the methodology to be used in completing the Scope of Services.

2. Provide QA/QC plan to ensure quality control for the duration of the project

3. Key Personnel- This section of the proposal shall be formatted as follows:

1. Experience of key personnel

2. Responsibilities to be assigned

3. Amount of each individual’s time to be allocated

4. Subconsultant(s) to be used (if any)

5. Resumes of key personnel

6. Project organization chart

4. Relevant Experience - This section of the proposal shall include at least three (3) projects completed by the proposed project team within the past five years. Each sample relevant project shall include the following:

1. Title

2. Description

3. Year completed (or expected if not complete)

4. Total cost

5. Client/agency name

6. Reference (include name and contact information)

7. Project team staff who worked on the project

5. Quality of Proposal

1. Proposal contains all minimum required items and is in proper format,

2. All forms, including addenda (if any) have been completed and signed

6. Budget/Fee- Include a not -to-exceed fee for all work to be completed. For this RFP, assume providing an average o f 40 hours per week of program management services throughout the term of the agreement. However, the City reserves the right to reduce allocated hours as need due to the City’s needs.

Our proposal is formatted per the sections listed in the RFP under “Proposal Format”, which is also recited above.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

5. Quality of Proposal 5.3

Proposal
Capital Improvement Program (CIP) Programmatic Services

2. All forms, including addenda (if any) have been completed and signed

All forms, including addenda (if any) have been completed and signed.

After RFP transmittal email, we received a follow up email from the City as follows:

As indicated in the above email, our proposal is emailed to [email protected] with
cc to: [email protected]

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

Proposal Section 6
Budget / Fee
Proposal
Capital Improvement Program (CIP) Programmatic Services DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

6. Budget / Fee 6.1

Proposal
Capital Improvement Program (CIP) Programmatic Services

6. Budget / Fee
Include a not-to-exceed fee for all work to be completed. For this RFP, assume providing an average of 40 hours per week of program management services throughout the term of the agreement. However, the City reserves the right to reduce allocated hours as need due to the City’s needs.

The RFP states:

Budget/Fee- Include a not-to-exceed fee for all work to be completed. For this RFP, assume providing an average of 40 hours per week of program management services throughout the term of the agreement. However, the City reserves the right to reduce allocated hours as need due to the City’s needs.

As required in the RFP, we are providing an estimated budget using 40 hrs per week staff time as base assumption:

Staff Classification Average Hrly
Rate
Assumed
Weekly Hours
Allocation
Assumed
Weekly
Budget
Allocation
Sr. Level Staff $195 5 $975
Project Management Staff $185 20 $3,700
Lower Tear PM Support Staff $165 15 $2,475
40 $7,150Weekly Totals
The above fees are increased each year July 1st automatically by the percentage change Los Angeles-Long Beach-Anaheim California Consumer Price Index-All Urban Consumers (“CPI-U”) for the preceding twelve-month period as calculated for February by the U.S. Department of Labor Bureau of Labor Statistics and published by the United States Bureau of Labor Statistic.

Rates are average ranges, negotiable and can be adjusted to establish a fee for each assignment based on the specific project’s scope, when such projects are identified by the City.

Staff classifications can be changed based on a project's specific needs and staffing type and level requirements.

Staff with lower rates may be used when more applicable to a project , and such lower rates would be reflected on the invoices, which will reduce costs to City.

Please see following page for Transtech’s current Hourly Rate Schedule for all staff classifications.

DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D

6. Budget / Fee 6.2

Proposal
Capital Improvement Program (CIP) Programmatic Services

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

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

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

FUNDING & GRANT WRITING

PLANNING

ADMINISTRATIVE STAFF

SURVEY AND MAPPING

PUBLIC WORKS INSPECTION

BUILDING & SAFETY

ENGINEERING CONSTRUCTION MANAGEMENT
DocuSign Envelope ID: 86A51E92-F500-4DFF-9A4B-D8B62ED4105D