Attachment 3 JLL RFP Response and Cost Proposal — Mayor and City Council, July 15, 2026

Proposal for
Real Estate Advisory
and Transaction Services
RFP F-26-1049 Professional Commercial
Real Estate Advisory and Transaction Services
February 12, 2026

1. Executive Summary
Karlen Beitman
Senior Vice President
Public Institutions
Executive Summary
Jones Lang LaSalle Americas, Inc. (“JLL”) is pleased to present our proposal in response to the City of San Bernardino’s Request for Proposals (RFP) F-26-1049 for Professional Commercial Real Estate Advisory and Transaction Services. We understand the City is seeking a partner to help transition its real estate portfolio from a collection of assets into a strategic platform for operational efficiency, portfolio optimization, and transformative community value creation. This proposal outlines JLL's comprehensive capabilities to support the City in achieving these critical objectives.

From our work across the country and, in and around the Inland Empire, we are seeing cities respond to constrained and uncertain budget climates by turning to their real estate portfolios to minimize costs, maximize property utilization, and identify new revenue streams to ensure public assets are managed efficiently and essential services are delivered amid fiscal pressures.

Led by our Account Director, Eileen Tumalad, JLL will provide the City with an integrated team equipped to deliver the requested commercial real estate advisory and transaction services, driven by real-time market data and in-depth portfolio intelligence to identify opportunities to optimize your portfolio. Our team brings a differentiated approach built from our experience as:
• The national leader in real estate advisory and transaction services for government entities. At the Federal, State, and Local Government levels, JLL has assessed over 1 million assets and over 250 million square feet of public real estate and facilities in the last five years alone.
• A lead real estate advisor for peer municipalities across Southern California. Our work with cities like Escondido, Riverside, Ontario, and Fontana on civic campus consolidation, surplus land monetization, portfolio advisory services, and large-scale P3 initiatives provides us with direct, relevant experience to serve as San Bernardino's real estate partner. • An integrated team of advisors and transaction specialists focused on action. We are committed to being a transformational, not merely transactional, partner. Our proposal demonstrates our ability to deliver the entire Scope of Work outlined in the RFP , ensuring a seamless and accountable partnership.

To demonstrate our unparalleled qualifications, our proposal is organized to align directly with the City’s evaluation criteria, detailing our experience, proposed approach, fee proposal scenarios, and the dedicated account team assigned to your success.

JLL is more than a service provider; we are a strategic partner invested in the City of San Bernardino’s success. We are confident that our team, our platform, and our proven methodology are the right choice to help leverage the City’s real estate assets to ensure a vibrant, efficient, and prosperous future. 2 Contents
1: Executive Summary 02
2: Table of Contents 03
3: Identification of Proposer 04
4: Staffing Resources 06
5: Fiscal Stability 17
6: Experience and Technical Competence 50
7: Proposed Method to Accomplish the Work 64
8: Fee Proposal 106
9: Insurance 116
10: Litigation 119

11. Other Information 121

12. Certification of Proposal 123

13. Appendices 125
3 Identification of
Proposer
3 4

3. Identification of Proposer
Identification of Proposer
Jones Lang LaSalle (JLL) is a Fortune 200 leading professional services firm that specializes in real estate and investment management. JLL is the brand name, and a registered trademark of Jones Lang LaSalle Incorporated, which is the parent company of Jones Lang LaSalle Americas, Inc. For further information, visit jll.com.

We are a Fortune 500® company with annual revenue of $23.4 billion and operations in over 80 countries around the world, our more than 113,000 employees bring the power of a global platform combined with local expertise. Driven by our purpose to shape the future of real estate for a better world, we help our clients, people and communities SEE A BRIGHTER WAYSM.

An industry leader in successfully delivering our clients innovative and cost-effective real estate solutions, we offer a robust understanding of the real estate market through an unmatched global reputation, exhaustive real estate research, unrivaled technology solutions and a deep commitment to teamwork, ethics, and sustainability. In addition to our diverse private clients across the globe, this ethos has made us the preferred provider of real estate expertise to the public sector.

JLL corporate
locations
JLL locations
Selected recognition
Legal Name
Jones Lang LaSalle Americas, Inc.

Legal Form of Company
Corporation
Parent Company
Jones Lang LaSalle, Incorporated
Corporate Headquarters
200 East Randolph Street
Chicago, IL 60601

Proposal Representative
Karlen Beitman
Senior Vice President, Public Institutions
4727 Executive Dr 11th floor
San Diego, CA 92122
+1 312 221 3838
[email protected]

California State
Business License
2011559
5 Staffing Resouces
4 6

4. Staffing Resources
Eileen Tumalad , representing JLL's
Government Advisory team, will serve
as the main point of contact on all
assignments and will be responsible for
the day to day account management
between the City and JLL, including
reporting, documentation and quality
control of service delivery, with Karlen
Beitman providing executive oversight.

Depending on the scope of the project,
Eileen will work with Sean Blonquist
to lead our local bench of leasing,
project and development services and
other specialists for specific projects.

Kameshia is available as a platform
resource providing her expertise
managing significant government real
estate portfolios. Eileen and her team are
responsible for leveraging the breadth
of experience across multiple disciplines
from our other platform services experts.

JLL has the resources, capacity and
scalability to execute transactions for
the City across a diverse set of property
types, and will engage other specialists
as required depending on the scope and
geographic needs of the assignment.

Eileen, Sean and Mark will be the
three JLL team members that will be
principally responsible for working
with the City.

Firm Staffing and Key Personnel
Commercial Real Estate Advisory and
Transaction Account Leadership
Sean Blonquist
Account Manager
Transactions and
Markets Advisory
JLL Platform
Partners
Appraisals
W. Cameron
Boone IV, MAI,
R/W-AC
Leasing,
Market Expert
Mark AcAdams
Massing Studies
& Development
Programming
Sylvia Kline
Misc. Real Estate
Consulting
Karlen Beitman
Eileen Tumalad
Kameshia Freeman
Public Institutions Advisory
Karlen Beitman
Executive Oversight ,
Government Advisory
Eileen Tumalad
Account Director,
Government Advisory
Acquisitions &
Dispositions
Mark McAdams
Jeff Adkison
Rob McRichie
777

4. Staffing Resources
Karlen Beitman
Senior Vice President | Local Government Advisory
• 17+ years of commercial real
estate and public advisory
experience
• 2022 Technical Assistants
Panel ULI
• Emmy® Award for Writing
and Producing
Achievements
Current responsibilities
Karlen Beitman joined the organization in 2025 and is based in the Denver office. In his role as Senior Vice President, Mr. Beitman delivers comprehensive real estate advisory services to clients throughout North America. Mr. Beitman’s current responsibilities include leading major client engagements across multiple practice areas, developing and mentoring the Vice President team, and spearheading business development initiatives with key stakeholders. Mr. Beitman also oversees the enhancement of financial modeling capabilities and provides strategic perspective for cross-departmental growth efforts. Additionally, Mr. Beitman works closely with clients to understand their specific requirements and develop creative, collaborative solutions to complex real estate challenges.

Experience
Prior to his role with Public Institutions, Mr. Beitman served as Senior Director of Real Estate at LandGate, Inc., where he led strategic real estate initiatives across the organization. Previously, Mr. Beitman held the position of Mountain-Northwest Regional Manager for Public Institutions at CBRE, providing advisory services to institutional clients throughout the region. Mr. Beitman also served as Real Estate Director at Denver International Airport, where he managed complex transactions and development projects. His expertise in portfolio optimization and investment strategies has contributed to numerous successful capital improvement initiatives across various institutional settings.

Education and Affiliations
M.S. Urban Planning & Policy, University of Chicago
MBA Real Estate, Roosevelt University
• County of San Diego
• City of San Diego
• Denver International Airport
• Adams County, CO
• Tucson International Airport
• Oklahoma City Airport Trust
• Johnson & Wales University
• State Land Commission
of California
• West Virginia University
• Douglas County School District
• Englewood School District
• Snohomish County Fire District
• Oregon Dept of State Land
• Weber County, UT
• Montana Dept of
Natural Resources
• Durango 9R
Select Clients & Projects
8 4. Staffing Resources
Kameshia Freeman
Senior Vice President | Local Government Advisory
• M.B.A. Marketing, Dallas Baptist
University; B.S. Agricultural
Economics, University of
Arkansas Pine Bluff
• Led a team to develop the third
and fourth generation IDIQ
brokerage contracts, resulting
in multi-million-dollar savings,
improved operational efficiency,
and in alignment with GSA’s
strategic goals
• Managed a national brokerage
program that brought in $450M in
broker commission and $300M in
rent credits over the last 15 years
• Led 1102 and 1170 series
acquisition teams for more than
15 years including developing,
reviewing, and advising on
acquisition strategies and policies
for the federal government
Achievements
Current responsibilities
Kameshia Freeman is a Senior Vice President in the Public Institutions group. She is responsible for grow existing and establish new services with government agencies by leveraging a management executive and account-level network nationally and solving complex challenges creatively and effectively. She is a results-oriented leader with more than 15 years of experience in driving productive change, leading teams to impactful goals, and overseeing both the operational processes and administrative functions in fast-paced, highly regulated environments..

Experience
Prior to joining JLL, Kameshia served as Chief Operating Officer (COO) at a Dallas-based commercial real estate firm, while simultaneously serving as advisor for a private equity firm acquiring GSA assets. As COO, she provided guidance and support in overseeing daily operations while facilitating the company’s strategy and direction. She worked for GSA since 1999, most recently as the Director for the Center of Broker Services in Washington, DC (2013 to 2020) where she managed the national brokerage program which resulted in more than 5,500 task order awards over the past 15 years; from 2009 to 2013 she was an Executive Officer in Atlanta, GA where she developed policies and implemented strategic plans to meet the Leasing Division’s goals and objectives, implemented the national broker contracts, and served as a client liaison managing the relationships and agency needs while ensuring resolutions to those challenges; from 2007 to 2009 she was Branch Chief in Atlanta leading 1170 and 1102 acquisition teams in the Leasing Division; from 2005 to 2007, she was a Supervisory Real Estate Specialist in Houston, TX, where she developed client relationships and managed their space needs.

Recognition
Kameshia has been recognized numerous times in her professional career while serving in both public and private sectors. She is the recipient of the CREW Dallas Catalyst Award (2025), Globe St. Women of Influence Award (2024), Dallas Business Journal Leaders in Diversity Award (2024), Connect CRE Women in Real Estate (2023), GSA Acquisition Innovation in Action Award (2020), GSA Project Management Award (2016), and the GSA Real Property Innovation Special Achievement Award (2016). She serves on numerous boards including ULI Dallas Fort Worth, CREW Dallas, and AAREP DFW. Kameshia has a passion for service and giving back.

She was recognized for her efforts and inducted into the 2023 UAPB Alumni Hall of Fame in the business category.
• U.S. General Services
Administration
• County of Los Angeles
• Commonwealth of Virginia
• Commonwealth of Kentucky
• Fort Worth Housing Solutions
Representative clients
9 4. Staffing Resources
Eileen Tumalad
Vice President | Local Government Advisory
• 15 years of economic and real
estate market analysis experience
• Experience with the award
Achievements
Current responsibilities
Ms. Tumalad provides real estate development, financial and market analysis, and economic development advisory services to public sector clients across the United States and in Canada.

Experience
Ms. Tumalad is currently assisting a number of public sector clients providing a range of services, including development advisory, financial feasibility analysis, highest and best use valuation, public private partnership (P3) development, and transaction and solicitation advisory. Some notable projects include:

City of Los Angeles
Development advisory, transaction and solicitation advisory, and financial analysis in support of disposition of trophy site in Downtown Los Angeles
San Mateo County Transit District
Development advisory, transaction and solicitation advisory, and financial analysis for the redevelopment of their headquarters in San Carlos, CA via a P3 structure California High Speed Rail
Market research and analysis, strategic planning, financial analysis, P3 assessment and transaction advisory.

County of San Diego
Development advisory, transaction and solicitation advisory, and financial analysis for a number of County-owned sites, including the disposition of three blocks in Downtown San Diego Redevelopment Agency of Salt Lake City
RE advisory services in support of development of 20,000 acres in Salt Lake City San Diego Unified Port District
Strategic planning, solicitation advisory, and highest and best use valuation Civic San Diego
Real estate and market study in support of Opportunity Zone development and solicitation advisory on redevelopment of 5-acre site in downtown San Diego City of San Jose
Strategic planning and tax impact analysis related to San Jose International Airport Prior to joining JLL, Ms. Tumalad worked for the New York City Economic Development Corporation (NYCEDC). As an Assistant Director of Research, Ms. Tumalad managed and performed economic analysis and investment advisory work for large-scale speculative real estate developments, tax incentive deals, and transportation infrastructure projects.

Education and Affiliations
Ms. Tumalad earned a Masters of Public Policy from the University of Chicago’s Harris School of Public Policy, as well as a BA in economics from the University of California, Berkeley. • San Mateo County Transit District
• Los Angeles World Airports
• California High Speed
Rail Authority
• San Diego Unified Port District
• City of Los Angeles
• City of San Diego
• County of San Diego
• City of San Jose
• Civic San Diego
• Redevelopment Agency of Salt
Lake City, Utah
• NASA
Representative clients
10 4. Staffing Resources
Sean Blonquist
Vice President | Local Government Advisory
• 20 years in the AEC industry
• Planning and delivering
development projects from
10,000 SF to 2 million SF and
ranging in value from $50,000
to over $500 million
Achievements
Current responsibilities
Sean Blonquist is an specialist in project controls, stemming from 16+ years experience in operations as a General Contractor in the commercial sector. He leads the project controls practice for JLL’s West Division and is responsible for delivering projects, advising project teams, and enhancing collaboration across work groups. Sean delivers complex projects, through properly accounting for costs, schedules, and client goals. Since coming to JLL, he has been working with various clients across a variety of asset classes on all types of complex renovation and ground up projects, many with varied levels of programming components. One of Sean’s focus areas over the last 5 years has been public infrastructure, specifically higher education and multifamily projects.

Experience
Since joining JLL in 2018, Sean has built on his experience with constructability analysis, ground- up, core and shell and tenant improvement projects in the hospitality, commercial, housing, healthcare, mixed use, and heavy civil sectors. Most recently, he has been involved in multiple IPD (Integrated Project Delivery) projects with an emphasis on lean processes and highly collaborative, integrated project teams. Three projects highlight his relevant experience:

Select Clients & Projects
Cabrillo College Student Housing
Aptos, CA / 260K GSF / $180M. Project Controls / TVD Lead Feasibility study, grant submission, predevelopment, and construction of a 600+ bed student housing facility, shared between Cabrillo College and UC Santa Cruz. JLL is leading all aspects of feasibility, grant funding, CEQA approval, developer solicitation, and development management for the project, targeted for occupancy for the 2027-2028 school year.

California State University, Northridge Feasibility Study Northridge, CA / 210K GSF / Cost and construction logistics lead JLL provided conceptual cost estimates based on initial massing and updated, detailed hard and soft cost estimates based on criteria documents. Estimate packages included highlights of cost drivers and local trends, as well as potential project constraints and opportunities. In partnership with JLL Public Institutions, these estimates and project planning documents were used as inputs to the overall feasibility study.

University of California, San Francisco Faculty & Student Housing* San Francisco, CA / 390K SF / $170M. Design Manager
While working with a General Contractor, Sean was design manager for a complex 600-units housing project, located one block south of UCSF Mission Bay campus. Sean led the team through design and the initial phases of construction to deliver the project within 1% of the original estimate (developed 7 years prior) and returned $3 million in savings to UCSF at the end of the project.

Education and Affiliations
B.S. Construction Engineering Management (CEM), Oregon State University • UC San Francisco
• CSU Northridge
• San Jose State University
• Cabrillo College
• UC Santa Cruz
• Whittier College
• City of San Diego
• Lynnwood Public Facilities
District
• County of San Diego
• City of Santa Rosa
• Transbay Joint Powers Authority*
• SFO Airport *
Representative clients
11 4. Staffing Resources
Mark McAdams
Vice President | Real Estate Advisory and Transactions
Current responsibilities
As Vice President, Mark McAdams is responsible for agency client and tenant representation services, as well as new business development. Mark specializes in the Inland Empire market area (San Bernardino and Riverside counties) as well as San Gabriel Valley with a career spanning over 30+ years.

Experience
Mark has extensive experience in the commercial real estate industry. He has been involved in various complex assignments in agency leasing and tenant representation.

Landlord Representation: Marketed and leased over 15M square feet. Assisted with ground up development from site consulting through final lease up and sale.

Tenant Representation: Handled over 4M square feet of transactions ranging in all sizes up to 113,000 square feet for clients including CUNA Mutual and California League of Credit Unions.

Sales Transactions: Investment transactions totaling over 1.5M square feet. Highlighted by the representation for John Hancock Life in the sale of Transpark Center in Ontario, an 800k square feet office & industrial mixed-use project.

Land Sales: The sale of over 130 acres in the Inland Empire to corporate clients as well as developers.

Mark also spent time on the institutional landlord side of the business with Deutsch Bank, which further refined his skills and has made him more valuable to his clients.

Education and Affiliations
Mark attended the University of California, Santa Barbara where he earned a Bachelor of Arts in Economics.
• Eide Bailly
• Ques / Quanta
• Gold Star Foods
• BNSF
• Leidos
• New Egg
• American Red Cross
• Morgan Stanley
• United Healthcare
Representative clients
12 4. Staffing Resources
Jeff Adkison
Managing Director | JLL Capital Markets
• 20+ years of real estate
experience
• 20+ years with JLL
Achievements
Current responsibilities
Jeff Adkison is Managing Director in JLL’s Development and Asset Strategy group within the Capital Markets Group. Jeff specializes in land and underutilized real estate assets. He advises clients on assets ranging from high value urban core locations of less than one acre to large- scale parcels in excess of 50,000 acres.

Jeff brings more than 20 years of real estate experience in markets throughout North America.

Prior to joining JLL, Jeff was an institutional real estate investment and development executive with Mitsui/SBD Properties.

Jeff has been working on a number of high profile projects in Hawaii including the sale of the Toyota National Headquarters Campus in Torrance California. He has recently been managing several high profile development project land dispositions throughout the Western U.S. Jeff has facilitated development, underwriting and capital structuring on transactions spanning all major asset classes of land, office, industrial, retail, multi-family and hospitality facilities.

Jeff also has substantial experience advising institutional clients on portfolio land development and acquisitions.

Specialties
• Land Development
• Infill development
• Master plan developments
• Ground up developments
• Joint Venture Equity
• Kaiser Health Systems
• Astra Zeneca
• Bayer
• Adventist Health
• NBC / Universal
• Cisco Systems
• Microsoft Corporation
• Proctor & Gamble
• Shell Corporation
• Toyota
• Northrop Grumman
• General Motors
• Exxon Mobil
• General Motors
• Hewlett Packard
• Providence Health
Representative clients
13 4. Staffing Resources
Rob McRitchie
Senior Director | JLL Capital Markets
• 25+ years of real estate
experience
• 10+ years with JLL
Achievements
Current responsibilities
Rob McRitchie has over 25 years of real estate experience in markets covering Los Angeles and Southern California. Recognized as an authority in urban in-fill and adaptive reuse projects, Rob helps clients to recognize opportunities and to effectively navigate the complexities of urban acquisition, disposition and development. Rob is considered an expert in Los Angeles and its surrounding neighborhoods.

In addition, Rob leads JLL’s overseas residential sales practice. JLL sells over 70% of the international residential properties purchased in Asia. The US-based team advises developers as to how to best position their development for the Asian buyer and facilitates the logistics for Asian sales events, functioning as a bi-cultural guide in the dynamic Asian market. Previously, Rob was a Director for Heisman Properties, LLC, a privately held urban real estate investment, development and management organization based in Los Angeles. At Heisman he oversaw the financing, development and construction of several urban buildings in multiple states. Rob has extensive experience in various tax credit programs and the preservation and conversion of historical buildings in metropolitan areas.

Representative Development Transactions
Property Location Volume
NBC Los Angeles, CA 130 acres
Ponto – Carlsbad San Diego, CA 21 acres
Kaiser Hospital Kearny Mesa, CA 30 acres
Fremont – Pacific Commons Fremont, CA 150 acres
Astra Zeneca Carson, CA 14 acres
NRG San Diego, CA 120 acres
Los Angeles Times Los Angeles, CA 26 acres
Toyota National HQ Torrance, CA 110 acres
Education and Affiliations
Rob received his bachelor’s degree in Urban Planning and Development from the University of Southern California. He is involved in many Downtown organizations including the Central City Association where he serves as an executive committee member, the Historic Downtown Los Angeles Business Improvement District and the Economic, Transportation and signage Committees for Historical Broadway.

Specialties
• Land Development
• Infill development
• Master plan developments
• Ground up developments
• Joint Venture Equity
• Kaiser Health Systems
• Astra Zeneca
• Bayer
• Adventist Health
• NBC / Universal
• Cisco Systems
• Microsoft Corporation
• Proctor & Gamble
• Shell Corporation
• Toyota
• Northrop Grumman
• General Motors
• Exxon Mobil
• General Motors
• Hewlett Packard
• Providence Health
Representative clients
14 4. Staffing Resources
W. Cameron Boone IV, MAI, R/W-AC
Managing Director | Appraisals - Valuations and Risk
Advisory
Current responsibilities
Cameron Boone is an Managing Director with JLL Value & Risk Advisory. His experience includes expert witness testimony and appraisal and consulting analysis of real property for a variety of purposes, including infrastructure projects, litigation, eminent domain, estate tax planning, and lending.

Cameron’s experience spans a variety of property types including unimproved vacant land, single-family residential, multi-family residential, industrial, commercial, retail, office, subdivisions, master-planned communities, mixed-use development, self-storage, shopping malls, television studios, agriculture and ranch land, mineral rights, conservation easements, timberland, hotels, recreational land, solar farms, right of way corridors, airports, conservancies, special use properties, and more.

Experience
At JLL, Cameron leads a team specializing in the valuation of public infrastructure projects across the United States, including the valuation of hundreds of miles of right of way for roadways, transmission lines, fiber optic communications, and pipelines. Notable clients include the Texas Department of Transportation, NASA, the US Department of Justice, and the US Department of the Interior.

Education and Affiliations
Baylor University, Bachelor of Arts
Certifications and affiliations
• Appraisal Institute, Member (MAI)
• Appraisal Institute, Houston Chapter – Board of Directors (2019 – 2024) • Appraisal Institute, Houston Chapter - President (2023) • Alabama
• Arizona
• Arkansas
• California
• Colorado
• Florida
• Kansas
• Louisiana
• Mississippi
• Missouri
• New Mexico
• New York
• North Carolina
• Ohio
• Oklahoma
• Pennsylvania
• Tennessee
• Texas
• Virginia
• West Virginia
Estate Appraiser in the
following states
• Number of years with JLL: 8
• Years of experience: 18
Achievements
15 4. Staffing Resources
Sylvia Kline
Senior Vice President,
Master Planning Advisory Lead | Community Outreach
Experience
Sylvia Kline serves as Senior Vice President for JLL’s Project and Development Services group and leads the Master Plan Advisory team across the Americas region. In this role, she provides strategic oversight and executive guidance for comprehensive master planning and strategic planning initiatives spanning diverse markets and client sectors. Sylvia provides executive oversight across the full spectrum of master planning services, including master planning, feasibility analysis, site due diligence, site test fitting, and entitlements oversight.

Her diverse client portfolio reflects the breadth of today’s real estate landscape, supporting institutional clients including universities, healthcare systems, and corporate campuses with long-term strategic planning initiatives that balance operational needs with growth objectives and community integration. She partners with public sector entities such as municipalities, transit authorities, and government agencies on transformative urban planning projects, transit-oriented developments, and public-private partnerships that enhance community value. Additionally, Sylvia advises private development firms on complex mixed-use projects, residential communities, and commercial developments from initial concept through entitlements and implementation.

As project director for Click Bond, Sylvia provides executive leadership and oversight of the development of a campus master plan, aiding the client in creating a vision for their future growth. Additionally, Sylvia lead the UVA Health Grove Street Master Plan streamlining communication between a complex group of stakeholders and community partners in the development of a vision for the expanded campus. Sylvia also served as the work-stream PMO lead for Microsoft’s Atlanta Campus, Sylvia was responsible for development of process and procedures for the oversite of the master planning team and all its components. This included overseeing the land use strategy, design concepts, project budget development, phasing and schedule strategies, daily interactions, community engagements, interfacing with the city, state, and local stakeholders, permitting and entitlements. Sylvia provides strategic oversight to the City of Atlanta’s Department of Enterprise Assets Management through various feasibilities studies and planning assessments within Atlanta’s downtown.

Education and Affiliations
Sylvia has a Master of Urban Spatial Analytics from the University of Pennsylvania with a concentration in Urban Planning and City Design, graduating in 2014. She also has a Bachelor of Architecture from Philadelphia University minoring in Architectural Theory and Historic Preservation, graduating in 2012. Sylvia is a member of the Urban Land Institute America’s Urban Revitalization National Product Council and Center for Leadership Class of 2024. She is also a member of Lead Atlanta class of 2024 and is OSHA 10-hour certified. • Click Bond Campus Master Plan
Carson City, NV, 26 acres
• Microsoft Campus Master Plan
Atlanta, GA, 100 acres
• Confidential Movie and Television
Studio Master Plan
Georgia, 1,000+ acres
• UVA Health Grove Street Master
Plan
Charlottesville, VA, 10 acres
• University of Michigan North
Campus Implementation
Ann Arbor MI, 1600 acres
• Visit Sacramento Master Plan
Sacramento CA, 200 acres
• City of Atlanta Department of
Enterprise Assets Management
Feasibility Studies
Atlanta, GA, various projects
• Montgomery County Strategic
Downtown Master Plan*
Norristown PA
Relevant Experience
16 Fiscal Stability
5 17

5. Fiscal Stability
18 JLL's Financial Strength
JLL is a Fortune 500 company with total revenue of $23.4 billion in 2024. Our global platform and diverse service and product offerings position us to take advantage of the opportunities in a consolidating industry and to successfully navigate the dynamic and challenging markets in which we compete worldwide. We remain flexible in aligning our services and solutions to meet your requirements and ensure reliable, day-to-day facilities operations; we continue to invest in our relationships and build sustainable partnerships that bring unrivalled value to your organization. Our financial strength means we continue to invest in our platform, with a focus on:
• Expanding our share and presence in local markets to deliver services wherever our clients operate. • Maintaining and growing leadership in corporate outsourcing to bring transformation to client real estate operations. • Leading global investment management business while providing our clients access to global capital. • Strengthening the links between our people, service lines and geographies to better connect with our clients and put the firm’s global expertise and experience to work for them.

Our solid financial performance supports our financial stability and ability to deliver value over the long-term. JLL is characterized by the following financial strengths:
• Over the last ten years, we completed over 90 strategic acquisitions as part of our global growth strategy. • Publicly traded on the New York Stock Exchange: “JLL” since 1997. • Broad institutional ownership with wide equity analyst coverage. • Cash generating business model with investment-grade balance sheet. • Moody’s: Baa1.
• S&P: BBB+.

5. Fiscal Stability
DUNS report
Currency: USDSummary
Printed By:Agnes Halota
Date Printed:04/24/2025

LIVE REPORT

ACTIVE HEADQUARTERS
JONES LANG LASALLE AMERICAS, INC.

Tradestyle(s):(SUBSIDIARY OF JONES LANG LASALLE INCORPORATED,

CHICAGO, IL)
D-U-N-S Number: 15-453-7807
Phone: +1 312 782 5800
Address: 200 E Randolph Dr Fl 43-48, Chicago, IL, 60601, United States Of America
Web: www.joneslanglasalle.com
Endorsement: [email protected]
KEY DATA ELEMENTS (Formerly: SCORE BAR)
KDE Name Current Status Details
PAYDEX®
 70 15 Days Beyond Terms
Delinquency Score
 29 Moderate to High Risk of
severe payment delinquency.

Failure Score
 8 Moderate to High Risk of
severe financial stress.

D&B Viability Rating 3 2 B Z View More Details
Bankruptcy Found N
D&B Rating 1R4 10 employees and over, Higher
than Average Risk
COMPANY PROFILE 

D-U-N-S
15-453-7807
History Record
Clear
Date Incorporated
04/15/1997
State of Incorporation

MARYLAND
Ownership
Not publicly traded
Mailing Address

UNITED STATES
Telephone
+1 312 782 5800
Website
www.joneslanglasalle.com
Present Control Succeeded
1997
Employees
20,000(500 here)
Age (Year Started)
28Years(1997)
Named Principal
Greg O'brian, CEO
Line of Business
Investment advisory service
SIC
6282
NAICS
523940
Street Address:
200 E Randolph Dr Fl 43-48,
Chicago, IL, 60601,
United States Of America
19 5. Fiscal Stability

5. Fiscal Stability

HIGH MODERATE-HIGH MODERATE LOW-MODERATE LOW
Dun & Bradstreet thinks...

MAXIMUM CREDIT RECOMMENDATION
600,000 (USD)
The recommended limit is based on a moderate probability of severe delinquency.

OVERALL BUSINESS RISK 
Overall assessment of this organization over the next 12 months: Stable Large Business With Payment Behavior Concerns Based on the predicted risk of business discontinuation: Exhibiting Some Financial Stress Based on the predicted risk of severely delinquent payments: Heightened Potential For Severely Delinquent Payments D&B MAX CREDIT RECOMMENDATION 
FAILURE SCORE  (Formerly Financial Stress Score)
Company's Risk Level

MODERATE-HIGH
Probability of failure over the next 12 months

1.03 %
8 High Risk (1) Low Risk (100)
Past 12 Months
Low Risk
High Risk
DELINQUENCY SCORE  (Formerly Commercial Credit Score)
Company's Risk Level

MODERATE-HIGH
Probability of delinquency over the next 12 months

8.25 %
29 High Risk (1) Low Risk (100)
Past 12 Months
Low Risk
High Risk
20 5. Fiscal Stability

5. Fiscal Stability
Viability Score
Data Depth Indicator
Portfolio Comparison

No SBRI Origination Score data is currently available.

No D&B SBFE Score data is currently available.

VIABILITY RATING SUMMARY 
3 High Risk (9) Low Risk (1)
B
Descriptive (G) Predictive (A)
2 High Risk (9) Low Risk (1)
Financial Data Unavailable
Trade Payments
Company Size
Years in Business -
D&B PAYDEX® 
70 High Risk (1) Low Risk (100)
15 days beyond terms
Past 24 Months
Low Risk
High Risk
D&B PAYDEX - 3 MONTHS 
70 High Risk (1) Low Risk (100)
15 days beyond terms
PAYDEX® TREND CHART 

SBRI ORIGINATION

D&B SBFE SCORE
21 5. Fiscal Stability

5. Fiscal Stability
Days Beyond Terms Past 3 months : 4
Low Risk:0 ; High Risk:120+
Total Amount Current and Past Due -
D&B RATING 
Current Rating as of 10/12/2015
Employee Size
1R : 10 employees and over
Risk Indicator
4 : Higher than Average Risk
Events Occurrences Last Filed
Bankruptcies 0 -
Judgements 0 -
Liens 11 05/31/2024
Suits 27 12/09/2024
UCC 237 02/18/2025

LEGAL EVENTS
DETAILED TRADE RISK INSIGHT™
Days Beyond Terms
4 Days
3 Months
From Feb-25 to Apr-25
4 High Risk (120+) Low Risk (0)
Dollar-weighted average of 168 payment experiences reported from 46 companies.

DETAILED TRADE RISK INSIGHT™ 13 MONTH TREND

No Data Available

FINANCIAL OVERVIEW - BALANCE SHEET
Highest Past Due:
250,000
Highest Now O
wing
1,000,000
Total Trade Exp
eriences
325
Largest High C
redit
2,000,000

TRADE PAYMENTS
22 5. Fiscal Stability

No Data Available

FINANCIAL OVERVIEW - PROFIT AND LOSS

OWNERSHIP
Subsidiaries
4 Branches
26 Total Members
1,047
This company is a Headquarters, Parent, Subsidiary.

Global Ultimate Immediate Parent Domestic Ultimate
Name Jones Lang LaSalle Incorporated Jones Lang LaSalle Incorporated Jones Lang LaSalle Incorporated Country United States United States United States
D-U-N-S 02-878-1060 02-878-1060 02-878-1060
Others - - -

No Data Available

FINANCIAL OVERVIEW - KEY BUSINESS RATIOS

There are no alerts for this D-U-N-S Number.

ALERTS 
23 5. Fiscal Stability

GENERAL INDUSTRY, MERGER AND ACQUISITION
News Release: JLL completes the sale of a medical outpatient building conversion Healthcare Real Estate Insights Magazine (Online) 04/23/2025

GENERAL INDUSTRY, MERGER AND ACQUISITION, REGULATION OR LITIGATION Privatisation Commission approves transaction structure for Roosevelt Hotel sale or JV, scraps leasing option Pakistan Today 04/20/2025

GENERAL INDUSTRY, REGULATION OR LITIGATION, EXPANSION
Privatisation Commission approves transaction structure for Roosevelt Hotel sale Customs Today - Switzerland 04/19/2025

NEW ALLIANCE, EXPANSION
15/04/2025 - Jones Lang LaSalle Inc.: Bay Meadows Apartment Collection: $170M reﬁnancing secured for luxury multifamily portfolio in San Mateo MoneyController 04/15/2025

FUNDING, EXPANSION
North Park Nest: $10.1M construction takeout ﬁnancing secured for a recently delivered apartment community in San Diego PressReleasePoint 03/29/2025

GENERAL INDUSTRY
SC dining chain pays tribute to a onetime dishwasher who's now a billionaire AI titan The Post and Courier 03/25/2025

GENERAL INDUSTRY
JLL strengthens Workplace Management business to tackle modern challenges JLL Singapore 04/24/2025

GENERAL INDUSTRY, EXPANSION
24/04/2025 - Jones Lang LaSalle Inc.: $51.5M reﬁnancing arranged for Miami Class A oﬃce complex MoneyController - Finance-news 04/24/2025

GENERAL INDUSTRY, MERGER AND ACQUISITION
News Release: JLL completes the sale of a medical outpatient building conversion Healthcare Real Estate Insights Magazine (Online) 04/23/2025

GENERAL INDUSTRY
Facilities Management Advisor Facilities Management Advisor 04/23/2025 
No stock performance data is available for this D-U-N-S Number.

The scores and ratings included in this report are designed as a tool to assist the user in making their own credit related decisions, and should be used as part of a balanced and complete assessment relying on the knowledge and expertise of the reader, and where appropriate on other information sources. The score and rating models are developed using statistical analysis in order to generate a prediction of future events.

Dun & Bradstreet monitors the performance of thousands of businesses in order to identify characteristics common to speciﬁc business events.

These characteristics are weighted by signiﬁcance to form rules within its models that identify other businesses with similar characteristics in order to provide a score or rating.

NEWS

COUNTRY/REGIONAL INSIGHT
United States Of America
The latest US tariffs were postponed for 90 days on 9 April, but a 10% baseline tariff still took effect; some businesses, such as Nvidia, have announced plans to locate production in the US.

Risk Category
LOW
High Risk Low Risk
Available Reports
Country Insight Report (CIR) 
Current Publication Date: 04/14/2025
Country Insight Snapshot (CIS) 
Current Publication Date: 04/14/2025

STOCK PERFORMANCE
24 5. Fiscal Stability
Dun & Bradstreet's scores and ratings are not a statement of what will happen, but an indication of what is more likely to happen based on previous experience. Though Dun & Bradstreet uses extensive procedures to maintain the quality of its information, Dun & Bradstreet cannot guarantee that it is accurate, complete or timely, and this may aﬀect the included scores and ratings. Your use of this report is subject to applicable law, and to the terms of your agreement with Dun & Bradstreet.

Risk Assessment
The D&B Viability Rating uses D&B's proprietary analytics to compare the most predictive business risk indicators and deliver a highly reliable assessment of the probability that a company will go out of business, become dormant/inactive, or ﬁle for bankruptcy/insolvency within the next 12 months. The D&B Viability Rating is made up of 4 components:

Currency: All ﬁgures in USD unless otherwise stated

D&B RISK ASSESSMENT

HIGH MODERATE-

HIGH MODERATE LOW-

MODERATE LOW

OVERALL BUSINESS RISK
Dun & Bradstreet thinks...

Overall assessment of this organization over the next 12 months: STABLE LARGE BUSINESS WITH

PAYMENT BEHAVIOR CONCERNS
Based on the predicted risk of business discontinuation: EXHIBITING SOME FINANCIAL STRESS Based on the predicted risk of severely delinquent payments: HEIGHTENED POTENTIAL FOR

SEVERELY DELINQUENT PAYMENTS

MAXIMUM CREDIT RECOMMENDATION
600,000 (USD)
The recommended limit is based on a moderate
probability of severe delinquency.

D&B VIABILITY RATING SUMMARY
Viability Score
Compared to All US Businesses within the D&B
Database:

Level of Risk:Low Risk
Businesses ranked 3 have a probability of becoming no
longer viable: 3 %
Percentage of businesses ranked 3: 15 %
Across all US businesses, the average probability of
becoming no longer viable:14 %
Portfolio Comparison
Compared to All US Businesses within the same
MODEL SEGMENT:

Model Segment :Established Trade Payments
Level of Risk:Low Risk
Businesses ranked 2 within this model segment have a
probability of becoming no longer viable: 3 %
Percentage of businesses ranked 2 with this model
segment: 16 %
Within this model segment, the average probability of
becoming no longer viable:5 %
Data Depth Indicator
Data Depth Indicator:

Rich Firmographics
Extensive Commercial Trading Activity
Basic Financial Attributes
Greater data depth can increase the precision of the D&B Viability Rating assessment.

To help improve the current data depth of this company, you can ask D&B to make a personalized request to this
company on your behalf to obtain its latest ﬁnancial
information. To make the request, click the link below. Note, the company must be saved to a folder before the request can be made.

Request Financial Statements
Reference the FINANCIALS tab for this company to monitor the status of your request.

Company Proﬁle:

Company Proﬁle Details:

Financial Data: False
Trade Payments:

Company Size:

Years in Business:

Subsidiary
Z

FAILURE SCORE FORMERLY FINANCIAL STRESS SCORE
8 High Risk (1) Low Risk (100)
Low proportion of satisfactory payment experiences to total payment experiences
25 5. Fiscal Stability
Business and Industry Trends
Proportion of past due balances to total amount owing
Proportion of slow payments in recent months
Higher risk industry based on delinquency rates for this industry Increase in proportion of delinquent payments in recent payment experiences Evidence of open suits and liens
Business and Industry Trends
Composite credit appraisal is rated limited
High proportion of past due balances to total amount owing UCC Filings reported
High proportion of slow payment experiences to total number of payment experiences
High number of enquiries to D&B over last 12 months
Level of Risk
Moderate-High
Raw Score
1394
Probability of Failure

1.03 %
Average Probability of Failure for
Businesses in D&B Database

0.48 Class
4 BUSINESS AND INDUSTRY COMPARISON
Selected Segments of Business Attributes
Norms National %
This Business 8
Region:(EAST NORTH

CENTRAL)
26 Industry:FINANCIAL SERVICES 42
Employee range:(500-2300000) 53
Years in Business:(26+) 68

DELINQUENCY SCORE FORMERLY COMMERCIAL CREDIT SCORE
29 High Risk (1) Low Risk (100)
Level of Risk
Moderate-High
Raw Score
479
Probability of Delinquency

8.25 %
Compared to Businesses in D&B
Database

10.2 %
Class
4 BUSINESS AND INDUSTRY COMPARISON
Selected Segments of Business Attributes
Norms National %
This Business 29
Region:(EAST NORTH

CENTRAL)
37 Industry:FINANCIAL SERVICES 32
Employee range:(500-2768886) 75
Years in Business:(26+) 79

D&B PAYDEX
70 When weighted by amount, Payments to suppliers average 15 Days Beyond Terms
 High risk of late payment (Average 30 to 120 days beyond terms)  Medium risk of late payment (Average 30 days or less beyond terms)
 Low risk of late payment (Average prompt to 30+ days sooner) Industry Median: 78
Equals 3 Days Beyond Terms
High Risk (1) Low Risk (100)
D&B 3 MONTH PAYDEX
70 Based on payments collected 3 months ago.

D&B RATING
Current Rating as of 10/12/2015
Employee Size
1R : 10 employees and over
Risk Indicator
4 : Higher than Average Risk
Previous Rating
Employee Size
1R : 10 employees and over
Risk Indicator
3 : Moderate Risk
History since 03/05/2001
Date Applied D&B Rating
04/13/2012 1R3
06/11/2010 1R4
05/06/2010 1R3
11/04/2008 1R4
07/06/2007 --
Currency: All ﬁgures in USD unless otherwise stated
TRADE PAYMENTS SUMMARY (Based on 24 months of data)
Overall Payment Behaviour
15 Days Beyond Terms
% of Trade Within Terms
65%
Highest Past Due
250,000 (USD)
Highest Now Owing :
1,000,000 (USD)
Total Trade Experiences:
325
Largest High Credit :
2,000,000 (USD)
Average High Credit :
54,826 (USD)
Total Unfavorable Comments :
1 Largest High Credit:
250 (USD)
Total Placed in Collections:
2 Largest High Credit:
0 (USD)

When weighted by amount, Payments to suppliers average 15 days beyond terms
 High risk of late payment (Average 30 to 120 days beyond terms)  Medium risk of late payment (Average 30 days or less beyond terms)
 Low risk of late payment (Average prompt to 30+ days sooner) Industry Median: 78
Equals 3 Days Beyond Terms
High Risk (1) Low Risk (100)
BUSINESS AND INDUSTRY TRENDS Based on 24 months of data 6282 - Investment advisory service
5/23 6/23 7/23 8/23 9/23 10/23 11/23 12/23 1/24 2/24 3/24 4/24 5/24 6/24 7/24 8/24 9/24 10/24 11/24 12/24 1/25 2/25 3/25 Current
2025
This
Business
64 63 66 63 64 65 65 64 66 66 65 66 66 69 69 67 67 67 68 69 69 69 70 70 Industry
Quartile
Upper - 80 - - 80 - - 80 - - 80 - - 80 - - 80 - - 80 - - 80 - Median - 78 - - 78 - - 78 - - 78 - - 78 - - 78 - - 78 - - 78 - Lower - 70 - - 70 - - 70 - - 70 - - 70 - - 69 - - 70 - - 70 - TRADE PAYMENTS BY CREDIT EXTENDED (Based on 12 months of data) 27 5. Fiscal Stability
Range of Credit Extended (US$) Number of Payment Experiences Total Value % Within Terms 15,000 - 49,999 38 925,000 (USD) 59
5,000 - 14,999 32 240,000 (USD) 63
1,000 - 4,999 47 81,500 (USD) 72
Less than 1,000 60 22,350 (USD) 73
TRADE PAYMENTS BY INDUSTRY (BASED ON 24 MONTHS OF DATA) Collapse All | Expand All
Industry Category Number of Payment
Experiences
Largest High Credit
(US$)
% Within Terms
(Expand to View)
1 - 30
Days
Late (%)
31 - 60
Days
Late (%)
61 - 90
Days
Late (%)
91 +
Days
Late (%)
17 - Construction -
Special Trade
Contractors
6 400,000 49 0 2 0 50
1711 - Mechanical
contractor
5 400,000 97 0 3 0 0
1721 -
Paint/paper-
hanging
1 1,000 0 0 0 0 100
27 - Printing,
Publishing and
Allied Industries
1 10,000 50 50 0 0 0
2711 -
Newspaper-
print/publ
1 10,000 50 50 0 0 0
28 - Chemicals and
Allied Products
7 200,000 83 12 0 3 2
2841 - Mfg
soap/detergents
5 60,000 66 24 0 6 4
2813 - Mfg
industrial gases
2 200,000 100 0 0 0 0
34 - Fabricated
Metal Products
except Machinery
and Transportation
Equipment
4 200,000 1 49 0 0 50
3442 - Mfg metal
doors/trim
4 200,000 1 49 0 0 50
35 - Industrial and
Commercial
Machinery and
Computer
Equipment
18 800,000 58 22 0 0 20
3585 - Mfg
refrig/heat equip
7 800,000 83 3 0 1 13
3579 - Mfg misc
oﬃce eqpt
6 15,000 61 7 0 0 32
3534 - Mfg
elevator/escaltrs
3 800,000 94 0 0 0 6
3531 - Mfg
construction
mach
1 200,000 0 50 0 0 50
3564 - Mfg
blowers/fans
1 30,000 50 50 0 0 0
36 - Electronic and
other electrical
equipment and
components except
9 1,000,000 54 33 12 0 0
28 5. Fiscal Stability
computer
equipment
3625 - Mfg
relays/controls
6 1,000,000 63 0 37 0 0
3613 - Mfg
switchgear-
boards
2 200,000 100 0 0 0 0
3648 - Mfg misc
light equip
1 10,000 0 100 0 0 0
38 - Measuring
Analyzing and
Controlling
Instruments;
Photographic
Medical and Optical
Goods; Watches and
Clocks
5 250,000 63 16 0 0 22
3823 - Mfg
process controls
2 20,000 0 64 0 0 36
3841 - Mfg
medical instrmnt
1 250,000 50 0 0 0 50
3824 - Mfg ﬂuid
meters
1 7,500 100 0 0 0 0
3825 - Mfg
electric test prd
1 500 100 0 0 0 0
42 - Motor Freight
Transportation and
Warehousing
2 1,000 25 25 50 0 0
4213 - Trucking
non-local
1 1,000 50 50 0 0 0
4214 - Local truck
w/storage
1 750 0 0 100 0 0
47 - Transportation
Services
1 250 0 0 0 0 100
4731 - Arrange
cargo transpt
1 250 0 0 0 0 100
48 -
Communications
14 45,000 66 1 0 17 17
4813 - Telephone
communictns
11 45,000 98 2 0 0 0
4812 -
Radiotelephone
commun
2 25,000 100 0 0 0 0
4832 - Radio
station
1 30,000 0 0 0 50 50
49 - Electric, Gas
and Sanitary
Services
7 5,000 100 0 0 0 0
4911 - Electric
services
7 5,000 100 0 0 0 0
50 - Wholesale
Trade - Durable
Goods
31 100,000 41 22 6 10 21
5063 - Whol
electrical equip
8 15,000 13 34 14 0 39
5074 - Whol
plumb/hydronics
6 10,000 48 43 6 3 0
29 5. Fiscal Stability
5045 - Whol
computers/softwr
4 100,000 52 0 17 0 31
5085 - Whol
industrial suppl
4 2,500 81 0 19 0 0
5084 - Whol
industrial equip
3 7,500 56 0 0 0 44
5021 - Whol
furniture
2 35,000 7 46 0 47 0
5075 - Whol
heating/ac equip
1 100,000 0 50 0 50 0
5082 - Whol
const/mine equip
1 40,000 100 0 0 0 0
5047 - Whol
medical equip
1 2,500 0 50 0 0 50
5087 - Whol
service equip
1 750 50 0 0 0 50
51 - Wholesale
Trade - Nondurable
Goods
14 2,000,000 51 18 18 10 4
5199 - Whol
nondurable goods
5 55,000 58 38 0 0 4
5169 - Whol
chemicals
4 2,000,000 100 0 0 0 0
5113 - Whol
service paper
3 2,500 47 0 38 0 15
5172 - Whol
petroleum prdts
1 25,000 50 0 0 50 0
5112 - Whol oﬃce
supplies
1 1,000 0 50 50 0 0
55 - Automotive
Dealers and
Gasoline Service
Stations
1 50 100 0 0 0 0
5531 - Ret auto
supplies
1 50 100 0 0 0 0
57 - Home
Furniture
Furnishings and
Equipment Stores
1 5,000 100 0 0 0 0
5712 - Ret
furniture
1 5,000 100 0 0 0 0
59 - Miscellaneous
Retail
6 70,000 45 5 0 0 50
5999 - Ret misc
merchandise
4 250 85 15 0 0 0
5946 - Ret
camera supplies
1 70,000 0 0 0 0 100
5961 - Ret mail-
order house
1 2,500 50 0 0 0 50
60 - Depository
Institutions
3 2,500 100 0 0 0 0
6021 - Natnl
commercial bank
3 2,500 100 0 0 0 0
61 - Nondepository
Credit Institutions
18 50,000 53 15 1 17 15
30 5. Fiscal Stability
6159 - Misc
business credit
15 15,000 39 30 2 0 29
6153 - Short-trm
busn credit
3 50,000 67 0 0 33 0
73 - Business
Services
15 250,000 79 14 0 7 0
7389 - Misc
business service
5 250,000 100 0 0 0 0
7359 - Misc
equipment rental
4 70,000 54 46 0 0 0
7363 - Help
supply service
2 30,000 52 0 0 48 0
7371 - Custom
programming
1 100,000 100 0 0 0 0
7372 -
Prepackaged
software
1 20,000 100 0 0 0 0
7381 -
Detective/guard
svcs
1 5,000 50 50 0 0 0
7374 - Data
processing svcs
1 100 100 0 0 0 0
75 - Automotive
Repair, Services and
Parking
1 750 50 0 50 0 0
7513 - Truck
rental/leasing
1 750 50 0 50 0 0
76 - Miscellaneous
Repair Services
2 900,000 75 0 25 0 0
7623 - Refrig/a.c.
service
1 900,000 100 0 0 0 0
7629 - Electric
eqpt repair
1 10,000 50 0 50 0 0
87 - Engineering
Accounting
Research
Management and
Related Services
14 70,000 60 19 0 0 7
8741 -
Management
services
5 0 0 0 0 0 0
8734 - Testing
laboratory
2 70,000 100 0 0 0 0
8748 - Business
consulting
2 30,000 100 0 0 0 0
8711 -
Engineering
services
2 10,000 20 80 0 0 0
8732 -
Nonphysical
research
1 25,000 50 50 0 0 0
8721 - Accounting
services
1 15,000 50 0 0 0 50
8742 -
Management
consulting
1 10,000 100 0 0 0 0
31 5. Fiscal Stability
Date of
Experience Payment Status
Selling
Terms
High Credit
(US$)
Now Owes
(US$)
Past Due
(US$)
Months Since Last
Sale
04/25 Pays Promptly N60 90,000 0 0 Between 2 and 3
Months
04/25 Pays Prompt to Slow
30+ N30 10,000 10,000 2,500 1
03/25 Pays Promptly - 0 0 0 1
03/25 Pays Promptly - 0 0 0 Between 6 and 12
Months
03/25 Pays Promptly - 0 0 0 1
03/25 Pays Promptly - 0 0 0 Between 6 and 12
Months
03/25 Pays Promptly - 800,000 0 0 Between 2 and 3
Months
03/25 Pays Promptly N60 400,000 200,000 750 1
03/25 Pays Promptly - 300,000 300,000 0 1
03/25 Pays Promptly - 40,000 500 500 Between 4 and 5
Months
03/25 Pays Promptly - 30,000 0 0 Between 2 and 3
Months
03/25 Pays Promptly - 20,000 0 0 Between 4 and 5
Months
03/25 Pays Promptly N30 15,000 250 0 1
03/25 Pays Promptly - 10,000 10,000 0 1
03/25 Pays Promptly - 7,500 5,000 0 1
03/25 Pays Promptly - 5,000 0 0 Between 4 and 5
Months
03/25 Pays Promptly - 5,000 2,500 0 1
03/25 Pays Promptly - 2,500 2,500 0 1
03/25 Pays Promptly - 2,500 2,500 0 -
03/25 Pays Promptly - 2,500 2,500 0 1
03/25 Pays Promptly N30 2,500 1,000 0 1
03/25 Pays Promptly - 2,500 0 0 Between 6 and 12
Months
03/25 Pays Promptly - 2,500 2,500 0 1
03/25 Pays Promptly - 2,500 1,000 0 1
03/25 Pays Promptly - 2,500 0 0 Between 4 and 5
Months
03/25 Pays Promptly - 2,500 1,000 0 1
03/25 Pays Promptly - 1,000 1,000 0 1
91 - Executive
Legislative and
General
Government except
Finance
1 80,000 100 0 0 0 0
9111 - Executive
oﬃce
1 80,000 100 0 0 0 0
93 - Public Finance
Taxation and
Monetary Policy
19 500,000 99 1 0 0 0
9311 - Public
ﬁnance
19 500,000 99 1 0 0 0
99 - Nonclassiﬁable
Establishments
13 30,000 59 7 18 16 0
9999 -
Nonclassiﬁed
13 30,000 59 7 18 16 0

TRADE LINES
32 5. Fiscal Stability
Date of
Experience Payment Status
Selling
Terms
High Credit
(US$)
Now Owes
(US$)
Past Due
(US$)
Months Since Last
Sale
03/25 Pays Promptly N30 1,000 0 0 Between 4 and 5
Months
03/25 Pays Promptly - 1,000 1,000 0 1
03/25 Pays Promptly - 1,000 750 0 1
03/25 Pays Promptly - 1,000 0 0 Between 4 and 5
Months
03/25 Pays Promptly - 1,000 1,000 0 1
03/25 Pays Promptly - 1,000 1,000 0 1
03/25 Pays Promptly - 750 100 0 1
03/25 Pays Promptly - 750 500 0 1
03/25 Pays Promptly Lease
Agreemnt 750 750 0 1
03/25 Pays Promptly - 750 500 0 1
03/25 Pays Promptly - 750 0 0 Between 6 and 12
Months
03/25 Pays Promptly - 500 50 0 1
03/25 Pays Promptly - 500 500 0 1
03/25 Pays Promptly - 500 0 0 Between 2 and 3
Months
03/25 Pays Promptly - 500 0 0 Between 6 and 12
Months
03/25 Pays Promptly - 250 0 0 Between 2 and 3
Months
03/25 Pays Promptly - 250 0 0 Between 6 and 12
Months
03/25 Pays Promptly - 250 250 0 1
03/25 Pays Promptly - 250 250 0 1
03/25 Pays Promptly - 250 250 0 1
03/25 Pays Promptly - 250 250 0 1
03/25 Pays Promptly - 250 0 0 Between 6 and 12
Months
03/25 Pays Promptly - 250 250 0 1
03/25 Pays Promptly - 250 0 0 Between 6 and 12
Months
03/25 Pays Promptly - 100 0 0 Between 4 and 5
Months
03/25 Pays Promptly Lease
Agreemnt 100 100 0 1
03/25 Pays Promptly - 100 50 0 1
03/25 Pays Promptly Lease
Agreemnt 50 50 0 1
03/25 Pays Promptly - 50 0 0 Between 6 and 12
Months
03/25 Pays Prompt to Slow
15+ - 55,000 2,500 2,500 Between 2 and 3
Months
03/25 Pays Prompt to Slow
30+ - 25,000 0 0 Between 6 and 12
Months
03/25 Pays Prompt to Slow
30+ - 25,000 10,000 0 1
03/25 Pays Prompt to Slow
30+ - 2,500 1,000 500 1
03/25 Pays Prompt to Slow
30+ - 1,000 1,000 750 1
03/25 Pays Prompt to Slow
30+ - 250 250 100 1
03/25 Pays Prompt to Slow
60+ - 500 100 0 1
03/25 Pays Prompt to Slow
90+ - 30,000 20,000 7,500 1
03/25 Pays Prompt to Slow
90+ - 15,000 7,500 7,500 1
03/25 Pays Slow 30+ - 250 250 0 1
33 5. Fiscal Stability
Date of
Experience Payment Status
Selling
Terms
High Credit
(US$)
Now Owes
(US$)
Past Due
(US$)
Months Since Last
Sale
03/25 Pays Slow 30-60+ - 10,000 0 0 Between 2 and 3
Months
03/25 Pays Slow 60+ - 1,000 1,000 1,000 -
03/25 Pays Slow 60+ - 500 250 250 Between 2 and 3
Months
03/25 Pays Slow 60+ - 250 0 0 Between 4 and 5
Months
03/25 Pays Slow 30-90+ N30 35,000 0 0 Between 6 and 12
Months
03/25 Pays Slow 30-90+ - 20,000 20,000 20,000 -
03/25 Pays Slow 60-90+ - 1,000 0 0 Between 6 and 12
Months
03/25 Pays Slow 90+ - 50 50 50 -
03/25 Pays Slow 120+ - 7,500 50 50 Between 6 and 12
Months
03/25 Pays Slow 30-120+ - 200,000 200,000 200,000 1
03/25 - Cash account 0 0 0 1
02/25 Pays Slow 120+ - 90,000 90,000 90,000 -
02/24 Pays Prompt to Slow
90+ - 750 0 0 Between 4 and 5
Months
01/24 Pays Prompt to Slow
90+ - 5,000 2,500 0 1
Other Payment Categories Experience Total Amount
Cash experiences 104 36,300 (USD)
Payment record unknown 5 1,900 (USD)
Unfavorable comments 1 250 (USD)
Placed for collections 2 0 (USD)
Total in D&B's ﬁle 325 11,442,300 (USD)
Accounts are sometimes placed for collection even though the existence or amount of the debt is disputed. Payment experiences reﬂect how bills are met in relation to the terms granted. In some instances payment beyond terms can be the result of disputes over merchandise, skipped invoices etc. Each experience shown represents a separate account reported by a supplier. Updated trade experiences replace those previously reported.

Legal Events
The following Public Filing data is for information purposes only and is not the oﬃcial record. Certiﬁed copies can only be obtained from the oﬃcial source.

Lien - Tax Lien
Filing Date 05/31/2024
Filing Number 30996426

OTHER PAYMENT CATEGORIES
Currency: All ﬁgures in USD unless otherwise stated
Bankruptcies
No
Judgements
0 Latest Filing: -
Liens
11 Latest Filing: 05/31/2024
Suits
27 Latest Filing: 12/09/2024
UCCs
237
Latest Filing: 02/18/2025
EVENTS
34 5. Fiscal Stability
status Open
Date Status Attained 05/31/2024
Received Date 06/26/2024
Amount 145 (USD)
Debtors JONES LANG LASALLE AMERICAS INCORPORATED AND OTHERS Creditors STATE OF INDIANA
Court MARION COUNTY CIRCUIT COURT, INDIANAPOLIS, IN
Lien - Tax Lien
Filing Date 11/07/2019
Filing Number 24324092
status Open
Date Status Attained 11/07/2019
Received Date 12/04/2019
Amount 249 (USD)
Debtors JONES LANG LASALLE AMERICAS INC
Creditors TAX COLLECTOR
Court SANTA CLARA COUNTY RECORDER OF DEEDS, SAN JOSE, CA Lien - Tax Lien
Filing Date 07/31/2019
Filing Number DJ 110498 19
status Open
Date Status Attained 07/31/2019
Received Date 08/07/2019
Amount 359,364 (USD)
Debtors JONES LANG LASALLE AMERICAS IN AND OTHERS
Creditors DIV OF EMPLOYER ACCOUNTS
Court SUPERIOR COURT OF NEW JERSEY, TRENTON, NJ
Lien - Tax Lien
Filing Date 07/05/2018
Filing Number 201807050088530
status Open
Date Status Attained 07/05/2018
Received Date 01/04/2019
Amount 312 (USD)
Debtors JONES LANG LASALLE AMERICAS AND OTHERS
Creditors STATE OF OHIO
35 5. Fiscal Stability
Court FRANKLIN COUNTY RECORDER OF DEEDS, COLUMBUS, OH
Lien - Tax Lien
Filing Date 06/29/2018
Filing Number 18JG028949
status Open
Date Status Attained 06/29/2018
Received Date 10/31/2018
Amount 312 (USD)
Debtors JONES LANG LASALLE AMERICAS AND OTHERS
Creditors STATE OF OHIO
Court FRANKLIN COUNTY COMMON PLEAS COURT, COLUMBUS, OH
Lien - Tax Lien
Filing Date 02/14/2018
Filing Number DJ 025062 18
status Open
Date Status Attained 02/14/2018
Received Date 02/19/2018
Amount 86,219 (USD)
Debtors JONES LANG LASALLE AMERICAS IN AND OTHERS
Creditors DIV OF EMPLOYER ACCOUNTS
Court SUPERIOR COURT OF NEW JERSEY, TRENTON, NJ
Lien - Tax Lien
Filing Date 12/06/2017
Filing Number 2017-10528
status Open
Date Status Attained 12/06/2017
Received Date 12/21/2017
Amount 481 (USD)
Debtors JONES LANG LASALLE AMERICAS INC
Creditors PENNSYLVANIA BUREAU OF COMPLIANCE
Court CUMBERLAND COUNTY PROTHONOTARY, CARLISLE, PA
Lien - Tax Lien
Filing Date 04/29/2016
Filing Number 16-0203017
status Release
36 5. Fiscal Stability
Date Status Attained 11/17/2020
Received Date 02/08/2021
Amount 60 (USD)
Debtors JONES LANG LASALLE AMERICAS IN, SAN DIEGO, CA AND OTHERS Creditors TAX COLLECTOR
Court SAN DIEGO COUNTY RECORDERS OFFICE, SAN DIEGO, CA
Lien - Tax Lien
Filing Date 12/02/2015
Filing Number 15-1504275
status Release
Date Status Attained 08/07/2020
Received Date 09/21/2020
Amount 83 (USD)
Debtors JONES LANG LA SALLE AMERICAS, CHICAGO, IL
Creditors TAX COLLECTOR
Court LOS ANGELES COUNTY RECORDER OF DEEDS, NORWALK, CA Lien - Tax Lien
Filing Date 12/22/2014
Filing Number 14-0564344
status Release
Date Status Attained 11/17/2020
Received Date 02/08/2021
Amount 36 (USD)
Debtors JONES LANG LASALLE AMERICAS, SAN DIEGO, CA AND OTHERS Creditors TAX COLLECTOR
Court SAN DIEGO COUNTY RECORDERS OFFICE, SAN DIEGO, CA
Suit
Filing Date 12/09/2024
Filing Number 502024CA011788XXXAMB
status Pending
Date Status Attained 12/09/2024
Received Date 01/02/2025
Plaintiffs GILMER, DIANE
Defendant JONES LANG LASALLE AMERICAS INC,
Defendant AND OTHERS
Court PALM BEACH COUNTY CIRCUIT COURT, WEST PALM BEACH, FL 37 5. Fiscal Stability
Suit
Filing Date 03/20/2023
Filing Number 230302290
status Pending
Date Status Attained 03/20/2023
Received Date 08/04/2023
Plaintiffs DELBORRELLO, CARLO, PHILADELPHIA, PA
Defendant JONES LANG & LASALLE AMERICAS INC, PHILADELPHIA, PA Defendant AND OTHERS
Court PHILADELPHIA COUNTY COMMON PLEAS COURT, PHILADELPHIA, PA Suit
Filing Date 03/09/2023
Filing Number 230301134
status Pending
Date Status Attained 03/09/2023
Received Date 06/02/2023
Plaintiffs KAISER, EDWARD, PHILADELPHIA, PA
Defendant JONES LANG LASALLE AMERICAS INC, PHILADELPHIA, PA Defendant AND OTHERS
Court PHILADELPHIA COUNTY COMMON PLEAS COURT, PHILADELPHIA, PA Suit
Filing Date 03/03/2023
Filing Number CGCU23 604954
status Pending
Date Status Attained 03/03/2023
Received Date 03/10/2023
Cause Breach Of Contract
Plaintiffs RAUL SAAVEDRA
Defendant JONES LANG LASALLE AMERICAS INC., SAN FRANCISCO, CA Court SAN FRANCISCO COUNTY SUPERIOR COURT, SAN FRANCISCO, CA Suit
Filing Date 02/01/2023
Filing Number 230200060
status Pending
Date Status Attained 02/01/2023
Received Date 03/23/2023
38 5. Fiscal Stability
Plaintiffs WESTLE, SARAH, ELKINS PARK, PA
Plaintiffs WESTLE, PAUL, ELKINS PARK, PA
Defendant JONES LANG LASALLE AMERICAS INC
Defendant AND OTHERS
Court PHILADELPHIA COUNTY COMMON PLEAS COURT, PHILADELPHIA, PA Suit
Filing Date 05/24/2021
Filing Number 2021-012253-CA-01
status Pending
Date Status Attained 05/24/2021
Received Date 05/26/2021
Plaintiffs SALAZAR, DIANA
Defendant JONES LANG LASALLE AMERICAS INC
Court DADE COUNTY CIRCUIT COURT, MIAMI, FL
Suit
Filing Date 12/07/2020
Filing Number 202001200056
status Pending
Date Status Attained 12/07/2020
Received Date 12/11/2020
Cause Negligence
Plaintiffs VILLANOVA, LEONARD, TRAPPE, PA
Plaintiffs VILLANOVA, KAREN, TRAPPE, PA
Defendant JONES LANG LASALLE AMERICAS INC.

Defendant AND OTHERS
Court PHILADELPHIA COUNTY COMMON PLEAS COURT, PHILADELPHIA, PA Suit
Filing Date 11/03/2020
Filing Number 202001100168
status Pending
Date Status Attained 11/03/2020
Received Date 11/06/2020
Cause Negligence
Plaintiffs KHNEMMU, TCHAASU, PHILADELPHIA, PA
Defendant JONES LANG LASALLE AMERICAS, INC.

Defendant AND OTHERS
39 5. Fiscal Stability
Court PHILADELPHIA COUNTY COMMON PLEAS COURT, PHILADELPHIA, PA Suit
Filing Date 03/31/2020
Filing Number 202000302654
status Pending
Date Status Attained 03/31/2020
Received Date 04/03/2020
Cause Negligence
Plaintiffs MCDOWELL, CONRAD
Plaintiffs MCDOWELL, LORETHA
Defendant JONES LANG LASALLE AMERICAS INC.

Defendant AND OTHERS
Court PHILADELPHIA COUNTY COMMON PLEAS COURT, PHILADELPHIA, PA Suit
Filing Date 02/24/2020
Filing Number 202000202778
status Pending
Date Status Attained 02/24/2020
Received Date 02/28/2020
Cause Negligence
Plaintiffs THE TRUSTEES OF THE UNIVERSITY OF PENNSYLVANIA, PHILADELPHIA, PA Plaintiffs UNIVERSITY CITY ASSOCIATES, INC., PHILADELPHIA, PA Defendant JONES LANG LASALLE AMERICAS, INC., PHILADELPHIA, PA Court PHILADELPHIA COUNTY COMMON PLEAS COURT, PHILADELPHIA, PA UCC Filing - Continuation
Filing Date 02/18/2025
Filing Number 250218-0742001
Received Date 02/24/2025
Original Filing Date 07/27/2020
Original Filing Number 200727-1051001
Secured Party JPMORGAN CHASE BANK, N.A., CHICAGO, IL
Debtors JONES LANG LASALLE AMERICAS, INC.

Filing Office UCC DIVISION, BALTIMORE, MD
UCC Filing - Continuation
Filing Date 01/05/2022
40 5. Fiscal Stability
Filing Number 220105-0943000
Received Date 01/10/2022
Original Filing Date 05/01/2017
Original Filing Number 170501-1049008
Secured Party BANK OF AMERICA, N.A., CHARLOTTE, NC
Debtors JONES LANG LASALLE AMERICAS, INC.

Filing Office UCC DIVISION, BALTIMORE, MD
UCC Filing - Original
Filing Date 09/25/2020
Filing Number 200925-1830000
Received Date 10/16/2020
Collateral Inventory and proceeds - Computer equipment and proceeds - Equipment and proceeds
Secured Party U.S. BANK EQUIPMENT FINANCE, A DIVISION OF U.S. BANK NATIONAL

ASSOCIATION, MARSHALL, MN
Debtors JONES LANG LASALLE AMERICAS, INC.

Filing Office UCC DIVISION, BALTIMORE, MD
UCC Filing - Original
Filing Date 07/27/2020
Filing Number 200727-1051001
Received Date 07/29/2020
Collateral Accounts receivable and proceeds - Contract rights and proceeds Secured Party JPMORGAN CHASE BANK, N.A., CHICAGO, IL
Debtors JONES LANG LASALLE AMERICAS, INC.

Filing Office UCC DIVISION, BALTIMORE, MD
UCC Filing - Original
Filing Date 10/30/2018
Filing Number 181030-1804000
Received Date 11/16/2018
Collateral Accounts receivable and proceeds - Contract rights and proceeds Secured Party JPMORGAN CHASE BANK, N.A., CHICAGO, IL
Debtors JONES LANG LASALLE AMERICAS, INC.

Filing Office UCC DIVISION, BALTIMORE, MD
UCC Filing - Original
Filing Date 08/24/2018
Filing Number 201849109480
41 5. Fiscal Stability
Received Date 09/07/2018
Collateral Inventory and proceeds - Account(s) and proceeds - General intangibles(s) and proceeds - Equipment and proceeds - Chattel paper and proceeds Secured Party JPMORGAN CHASE BANK, NA, CHICAGO, IL
Debtors MADRAG OF WESTGATE, LLC, BROCKTON, MA
Filing Office SECRETARY OF STATE/UCC DIVISION, BOSTON, MA UCC Filing - Original
Filing Date 03/15/2018
Filing Number 180315-1524001
Received Date 05/01/2018
Collateral Accounts receivable and proceeds - Contract rights and proceeds Secured Party JPMORGAN CHASE BANK, N.A., CHICAGO, IL
Debtors JONES LANG LASALLE AMERICAS, INC.

Filing Office UCC DIVISION, BALTIMORE, MD
UCC Filing - Original
Filing Date 02/07/2018
Filing Number 1802075164503
Received Date 02/27/2018
Collateral All Negotiable instruments including proceeds and products - All Inventory including proceeds and products - All Account(s) including proceeds and products - All Oil, gas and minerals including proceeds and products - and OTHERS
Secured Party TD BANK, N.A., CHERRY HILL, NJ
Debtors JOHNS SEALCOATING INC., RONKONKOMA, NY
Filing Office SECRETARY OF STATE/UCC DIVISION, ALBANY, NY UCC Filing - Original
Filing Date 09/07/2017
Filing Number 170907-1149006
Received Date 10/17/2017
Collateral Accounts receivable and proceeds - Account(s) and proceeds Secured Party CITIBANK, N.A., ITS BRANCHES, SUBSIDIARIES AND AFFILIATES, NEW YORK, NY Debtors JONES LANG LASALLE AMERICAS, INC.

Filing Office UCC DIVISION, BALTIMORE, MD
UCC Filing - Original
Filing Date 05/01/2017
Filing Number 170501-1049008
Received Date 06/23/2017
Collateral Accounts receivable and proceeds - Assets and proceeds 42 5. Fiscal Stability
Secured Party BANK OF AMERICA, N.A., CHARLOTTE, NC
Debtors JONES LANG LASALLE AMERICAS, INC.

Filing Office UCC DIVISION, BALTIMORE, MD
UCC Filing - Original
Filing Date 01/26/2017
Filing Number 170126-1410002
Received Date 02/17/2017
Collateral Negotiable instruments
Secured Party MART FINANCIAL GROUP, INC., SCHAUMBURG, IL Debtors JONES LANG LASALLE AMERICAS, INC.

Filing Office UCC DIVISION, BALTIMORE, MD
UCC Filing - Original
Filing Date 04/05/2013
Filing Number 00000181469194
Received Date 06/03/2013
Collateral Negotiable instruments - Equipment
Secured Party MART FINANCIAL GROUP, INC., SCHAUMBURG, IL Debtors JONES LANG LASALLE AMERICAS, INC.

Filing Office UCC DIVISION, BALTIMORE, MD
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If it is indicated that there are defendants other than the report subject, the lawsuit may be an action to clear title to property and does not necessarily imply a claim for money against the subject.

A lien holder can ﬁle the same lien in more than one ﬁling location. The appearance of multiple liens ﬁled by the same lien holder against a debtor may be indicative of such an occurrence.

Special Events Currency: All ﬁgures in USD unless otherwise stated 43 5. Fiscal Stability
There are no Special Events recorded for this business.

Financials - D&B
A detailed ﬁnancial statement is not available from this company for publication.

D&B currently has no ﬁnancial information on ﬁle for this company D&B currently has no ﬁnancial information on ﬁle for this company.

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Currency: All ﬁgures in USD unless otherwise stated
A detailed ﬁnancial statement is not available from this company for publication.

Currency: All ﬁgures in USD unless otherwise stated
Currency: All ﬁgures in USD unless otherwise stated
Currency: All ﬁgures in USD unless otherwise stated
Currency: All ﬁgures in USD unless otherwise stated
Currency: All ﬁgures in USD unless otherwise stated
Currency: All ﬁgures in USD unless otherwise stated

COMPANY OVERVIEW

D-U-N-S
15-453-7807
History Record
Clear
Date Incorporated
04/15/1997
Business Commenced On
1997
State of Incorporation

MARYLAND
Ownership
Not publicly traded
Mailing Address

UNITED STATES
Telephone
+1 312 782 5800
Website
www.joneslanglasalle.com
Present Control Succeeded
1997
SIC
6282
NAICS
523940
Employees
20,000 (500 here)
Age (Year Started)
28 Years(1997)
Named Principal
Greg O'brian, CEO
Line of Business
Investment advisory service
Street Address:
200 E Randolph Dr Fl 43-48,
Chicago, IL, 60601,
44 5. Fiscal Stability
United States Of America
Corporate and business registrations reported by the secretary of state or other oﬃcial source as of: 2025-04-15 This data is for informational purposes only, certiﬁcation can only be obtained through the Oﬃce of the Secretary of State.

Registered Name JONES LANG LASALLE AMERICAS, INC.

State of Incorporation MARYLAND
Date Incorporated 04/15/1997
Registration ID D04666723
Registration Status INCORPORATED
Date Status Attained 04/15/1997
Filing Date 04/15/1997
Where Filed SECRETARY OF STATE/DEPARTMENT OF ASSESSMENTS AND TAXATION/CORPORATE CHARTER DIVISION Registered Agent
Name UNITED AGENT GROUP INC.

Address 2405 YORK ROAD;SUITE 201-C, LUTHERVILLE-TIMONIUM, MD, 210930000

BUSINESS REGISTRATION

GREG O'BRIAN, CEO

SHEILA A PENROSE, CHB

LAURALEE E MARTIN, EXEC V PRES

GORDON G REPP, SEC

PETER ROBERTS, PRES

VENDETTA BLOWE, V PRES

LOUIS BREEDING, EVP

DAVID CALVERLEY, EVP
DIRECTOR(S): THE OFFICER(S)

PRINCIPALS
Oﬃcers
Directors
The following information was reported on: 01/28/2025
The Maryland Secretary of State business registrations ﬁle showed that Jones Lang Lasalle Americas, Inc. was registered as a Corporation on April 15, 1997, under ﬁle registration number D04666723.

Business started 1997 by William D Sanders. Present control succeeded 1988. 100% of capital stock is owned by parent company.

RECENT EVENTS:.

On August 12, 2015, sources stated that Jones Lang Lasalle Incorporated, Chicago, IL, has acquired Granville Scott, Inc. doing business as LodgeTax, Tampa, FL, on July 30, 2015. With the acquisition, Granville Scott, Inc. will no longer operate as a legal entity, and will now operate as a branch of Jones Lang LaSalle Americas, Inc., Chicago, IL, a subsidiary of Jones Lang Lasalle Incorporated. Louis Breeding and David Calverley, co-founders of Granville Scott, Inc., joined Jones Lang LaSalle Americas, Inc. as Executive Vice Presidents. Terms of the deal were not disclosed. Further details are unavailable.

On April 2, 2008, an inside source stated that Charles Klatskin Company, Inc., Hasbrouck Heights, NJ, has been acquired by Jones Lang Lasalle Americas, Inc., Chicago, IL, on October 25, 2007. With this acquisition, Charles Klatskin Company, Inc. will operate as a wholly owned subsidiary of Jones Lang Lasalle Americas, Inc. The employees and management have been retained at this time. Financial terms were not disclosed.

GREG O'BRIAN born 1962. 2008-present active here.

SHEILA A PENROSE. Antecedents are unknown.

COMPANY EVENTS
45 5. Fiscal Stability
Activity Summary
Borrower(Dir/Guar) No
Administrative Debt No
LAURALEE E MARTIN. Antecedents are unknown.

GORDON G REPP. Antecedents are unknown.

PETER ROBERTS. Antecedents are unknown.

VENDETTA BLOWE. Antecedents are unknown.

LOUIS BREEDING. Antecedents are unknown.

DAVID CALVERLEY. Antecedents are unknown.

Del/LPL Limited Partnership, Chicago, IL, started 1988. Operates as a holding company to acts as the general partner for the company AFFILIATES: There are numerous aﬃliated companies located throughout the United States, all active in corporate real estate services. The company acts as the limited partner with these companies.

The following information was reported on: 01/28/2025
Business Information
Trade Names (SUBSIDIARY OF JONES LANG LASALLE INCORPORATED, CHICAGO, IL) Description Subsidiary of Jones Lang LaSalle Incorporated, Chicago, IL started 1997 which operates as a commercial real estate services company.

As noted, this company is a subsidiary of Jones Lang Lasalle Incorporated, DUNS number 02-878-1060, and reference is made to that report for background information on the parent company and its management.

Provides investment advisory services. Contractor of nonresidential buildings, specializing in commercial or oﬃce buildings.

Terms are derived from fees and commissions. Sells to commercial concerns. Territory : International.

Employees 20,000 which includes oﬃcer(s). 500 employed here.

Financing Status Secured
Seasonality Nonseasonal.

Tenure Rents
Facilities Rents premises in a multi story brick building.

Location Central business section on main street.

Related Concerns
SIC/NAICS Information
Industry Code Description
6282 Investment advisory service -
62829902 Investment advisory service -
15420100 Commercial and oﬃce building contractors -
NAICS Codes NAICS Description
523940 Portfolio Management and Investment Advice
236220 Commercial and Institutional Building Construction

BUSINESS ACTIVITIES AND EMPLOYEES
Percentage of
Business

GOVERNMENT ACTIVITY
46 5. Fiscal Stability
Activity Summary
Contractor Yes
Grantee No
Party excluded from federal program(s) No
Your Information
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Last Login : 04/15/2025 10:24:58 AM
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Privacy Policy | Terms of Use | US Government Employee Disclaimer Currency: All ﬁgures in USD unless otherwise stated
Record additional information about this company to supplement the D&B information.

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Account Number Endorsement/Billing Reference *
[email protected]
Sales Representatives
Credit Limit Total Outstanding Your Information Currency US Dollar (USD)
47 5. Fiscal Stability
Financial reports
Audited Financial Statements are not available for Jones Lang LaSalle Americas, Inc. because it reports on a consolidated basis and is subsumed in the financial statements of its publicly traded parent, Jones Lang LaSalle Incorporated (NYSE:JLL). The Securities and Exchange Commission (SEC) Form 10-K filing for the fiscal year ending December 31, 2024 for Jones Lang LaSalle Incorporated (the most recent available) have complete Certified Financial Statements. These financial statements can be found on JLL’s investor services website at: FY 2024 SEC 10-K. Detailed financial information regarding Jones Lang LaSalle Incorporated is found on page 70 of the pdf version.
48 5. Fiscal Stability
Bank Letter of Credit
49 5. Fiscal Stability

Experience and
Technical Competence
6 50

6. Experience and Technical Competence
Full service platform
We are 100% focused on ensuring that the City has one, true partner to support all assignments required under this contract. As such, you will have complete access to the entire JLL operating platform, enabling us to offer the City a wide range of additional services on an integrated basis. We do not anticipate utilizing any subconsultants for services performed.

We have provided our services in a customizable a la carte approach, as per specific requirements.

A fully integrated model allows for a reduction in cycle time, comprehensive accountability, alignment with your strategic objectives.

The below graphic shows a sampling of JLL’s service offerings.

Portfolio Strategy &
Capital Planning
Analysis and Cost Project
Feasibility Estimating
Disposition
Site Acquisition/
Workplace
Strategy Decarbonization
Planning
Advisory
Capital Markets Owner’s
Representation
Services
Public-Private
Partnership Advisory
Implementation
Sustainability
Energy
Plan
Manage
Act
Brokerage Services
Engineering
Services Services
Negotiation
Integrated Facilities
Management Capital Planning
We are committed to
maintaining a close working
relationship with you, conducting
continuous assessments of
our service platform to remain
readily adaptable to evolving
needs, changes in the real estate
landscape, and advancements
in technology and
space utilization.
51 6. Experience and Technical Competence
Experience
Dedicated Public Institutions Expertise
JLL is the only global real estate and financial services firm with a dedicated Public Institutions consulting practice. With more than 600 professionals solely dedicated to serving public agencies, we have worked on projects for more than 350 federal, state and local governments and higher education clients. We have been serving these clients for over 25 years..

JLL’s Public Institutions group combines public and private sector best practices and experience to deliver a full range of integrated transaction solutions and financial advisory services focused on the unique needs and missions of public sector organizations, including:

Our unique understanding of the public sector. With numerous former public-sector employees on our staff, we have a deep understanding of the differences between the public and private sectors. Specifically, we understand the long-term perspective required by public sector work, the importance and inherent financial value of the public good.

Our goals. Transforming real estate into more efficient inventory that meets organizational needs, we assist our clients in implementing and executing their real estate strategies from concept development through operations and maintenance management at the federal, state, local levels.

Our services. Our Public Institutions practice has a dedicated team of public sector specialists with access to our firm’s network of resources and specialty practices. We combine the public and private sector best practices and experience to deliver a full range of integrated real estate solutions and financial advisory services.

JLL is an industry leader in portfolio planning and real estate market analysis, with these services being central to our core business. We have delivered similar services for numerous public sector clients including City of San Diego, County of San Diego, City of Alexandria, Salt Lake City, Washington State Department of Transportation (WSDOT), State of Utah, State of Oregon, Commonwealth of Virginia, the United States General Services Administration (GSA) and numerous other public agencies and private sector clients. Additionally, JLL has delivered work for a number of municipal and higher education clients in the state of California, pictured below:
52 Client Since: 2015
Geographies:

San Diego, California
Services:
• Market Research
and Studies
• Financial Analysis
• Industry Outreach
• Pre-Solicitation Marketing
• RFQ and RFP Preparation
• Development of a Pilot Program
• Change Management
Project size: ~750K SF
Reference:

Christina Bibler
Director, Economic Development
City of San Diego
(619) 236-6421
[email protected]
Case study
City of San Diego
On-Call Real Estate Advisory Services
Challenge:

JLL is currently retained by the City of San Diego to help develop the space requirements for a Downtown San Diego Portfolio Optimization (CivicSD), the City of San Diego’s (City) former redevelopment agency, on an on-call basis to provide real estate advisory services related to development projects and plans, as well as economic, financial, and market issues associated with urban revitalization, funding, and real estate transactions.

Solution:

The Scope of Work below provide a summary of activities to be completed during this engagement:
• Phase I: Initiation & Current State Refinement
The initiation of the work is designed to set the course for JLL’s engagement to define and meet the City’s goals and assess and broaden an understanding of the current state of the City’s Office Portfolio. • Phase II: Demand & Workplace Standards
Phase II has been designed to confirm space demand and workplace planning metrics with City departments and leadership engagement.

This includes Executive Space Requirements, Departmental Executive Interviews and an all Downtown San Diego Employee survey. At the conclusion of Phase II, the City will have a refined current state and the planning inputs for program and analytical refinement.
• Phase III: Pilot & Program Plan
Phase III will aim to develop and refine potential scenarios to inform decision-making and move toward program launch.

The outcome of Phase III will be a plan for pilot launch and refined portfolio optimization strategies.
• Phase IV: Pilot Program
Phase IV will begin with the design development for the pilot project identified in Phase III. To ensure success, the pilot project will need to be developed with an integrated team that has representation from human resources, real estate, and technology.

6. Experience and Technical Competence
53 Client Since: 2011
Geographies:

San Diego, California
Services:
• P3 Advisory &
Development Advisory
• Tenant Representation &
Lease Negotiation
• Market & Financial Analysis
• Solicitation &
Transaction Management
• Site Selection
• Marketing &
Industry Outreach
Reference:

Krista Ellis
Chief of Real Estate Services
County of San Diego Department
of General Services
(619) 930-6497
[email protected]
Case study
County of San Diego
Real Estate Advisory Services
Challenge:

The County of San Diego (“County”) Real Estate Services Division (“Division”) responsible for the acquisition, leasing, management, valuation, office surveying/mapping, and sale of County property. The Division p rovides property management services on County-owned properties and acts as lease administrator on properties leased from others. The Division seeks to engage JLL to assist with the following services in support of the management of County-owned property: (1) sales of surplus property, (2) easement support services, (3) license support services, (4) management of the County’s wireless portfolio, (5) inspection services support, (6) acqusition Solution:

JLL was retained by the City of Santa Rosa to provide the following services:
• Site analysis of all City-owned downtown properties
• Valuation of properties for potential disposition and cost offset • High-level programming and capacity test fit scenarios, including potential phasing and cost offset strategies
• Financial feasibility under various program options
• Funding scenarios for the City Hall and Public Safety projects, including revenue measures and public-private partnerships
The City is considering a Phase II of the project, which would include:
• Detailed programming for all civic and public safety functions • Pre-solicitation marketing and industry outreach; followed by development of formal solicitation materials
• Assist the City in presentations to the Mayor and the City Council; as well as community presentations & engagement
• Develop program & performance criteria for new civic improvements • Assist the City in RFP response evaluation and subsequent P3 negotiations

6. Experience and Technical Competence
54 Client Since: 2019
Geographies:

Santa Rosa, California
Services:
• Highest-and-Best Use Analysis
• Space Needs Assessment
• Cost Estimating
• Financial Analysis
• Potential Phase II including:
• Space Programming
• Community Engagement
• RFQ/P Development
• Developer Negotiations
Reference:

Jill Scott
Real Estate Manager
City of Santa Rosa
100 Santa Rosa Avenue,
Santa Rosa, CA 95404
(707) 543-4246
[email protected]
Challenge:

TCurrently, the City of Santa Rosa has aging downtown facilities in a campus setting that no longer meet community or staff needs and do not reflect the City’s desire for an urban presence. Additionally, the City owns multiple parcels throughout the downtown that are underutilized and underdeveloped.

The City’s recently-developed Downtown Specific Plan has an intention to increase density and activate downtown. The City can help achieve this through potential disposition for private development mixed-use space as well as developing a denser, more urban City Hall through a potential public- private partnership. Leveraging the value of the newly available land allows the City to ‘buy down’ the cost of its new City Hall under a P3 structure.

The need extends beyond the existing city hall facility itself. The City also looks to redevelop its downtown library, police station, and downtown fire station/emergency operations center.

Solution:

The City is considering a Phase II of the project, which would include:
• Detailed programming for all civic and public safety functions • Pre-solicitation marketing and industry outreach; followed by development of formal solicitation materials
• Assist the City in presentations to the Mayor and the City Council; as well as community presentations & engagement
• Develop program & performance criteria for new civic improvements • Assist the City in RFP response evaluation and subsequent P3 negotiations

6. Experience and Technical Competence
Case study
City of Santa Rosa, CA
CA Real Estate Advisory Services
55 6. Experience and Technical Competence
Staff Experience
The JLL team assembled for the City of San Bernardino is a fully integrated group of public sector specialists and technical experts, purpose-built to serve as a transformational partner. Our "OneJLL" approach ensures that strategic vision is seamlessly connected to transactional execution, with a dedicated leadership team orchestrating the full depth of our firm's resources for the City’s benefit.

Integrated Leadership and Public Sector Acumen

Our team is anchored by leaders with distinguished careers in public institutional advisory. Executive oversight will be provided by Karlen Beitman, a Senior Vice President with over 17 years of experience guiding government entities like the County of San Diego and Denver International Airport through complex portfolio optimization initiatives. Your daily account management will be led by Eileen Tumalad, who brings 15 years of direct experience advising California municipalities—including the City of Los Angeles and the County of San Diego—on public-private partnerships, dispositions, and development strategies. We further strengthen this core with platform resources like Kameshia Freeman, who previously managed the U.S. General Services Administration's (GSA) national brokerage program, overseeing thousands of government real estate transactions and delivering hundreds of millions in value.

Strategic Planning and Development Execution

To realize the City's vision for downtown revitalization and a modern Civic Campus, we provide premier master planning and project delivery expertise. Sylvia Kline, our Master Planning Advisory Lead, has guided strategic planning for clients ranging from the City of Atlanta to Microsoft, ensuring that large-scale visions are grounded in feasible, actionable plans. Her strategic work is complemented by Sean Blonquist, a project controls specialist with 20 years of experience delivering complex public infrastructure and ground-up developments. His expertise in constructability analysis and cost management ensures that ambitious projects are delivered on time and within budget.

Dedicated Transaction Management and Lease Administration

Ensuring the seamless execution and ongoing management of all real estate activities is our dedicated transaction management team. Katie Burns and Tovah Garland, our California-based transaction managers, will be responsible for the process management, documentation, and coordination required to implement the City’s strategies efficiently.

Their duties extend to comprehensive lease administration, including tracking critical dates, managing renewals, and ensuring compliance across the City’s portfolio of leased properties. They serve as the essential link between high-level strategy and on-the-ground execution, guaranteeing a smooth and accountable process for every transaction and lease.

This collective expertise ensures that the City of San Bernardino receives more than just advice; you gain a dedicated partner with the strategic insight, technical skill, and transactional power required to turn your real estate portfolio into a platform for civic and economic renewal.
56 Project description
• JLL was engaged to lead a comprehensive strategic planning initiative for the transformation of South Main Street's eight-block corridor between Blossom Street and the State Capitol.

This critical "Capital District" represents a unique opportunity to create a vibrant, mixed-use destination that bridges the university campus with the city’s downtown. Through extensive stakeholder engagement, market analysis, and site evaluation, JLL’s developed a strategic roadmap to guide the University’s vision of transforming this central artery into a dynamic, year-round destination.
• JLL's comprehensive engagement, initiated in October 2025, employed a multi-faceted approach combining stakeholder engagement, market analysis, and technical site evaluation to develop actionable recommendations. The analysis revealed several critical insights that shaped the strategic recommendations, including housing market opportunity, ground-floor activation potential, infrastructure and parking considerations, and revenue generation through mixed-use development. • Based on these findings, JLL developed a comprehensive programmatic roadmap that addresses the complexities of fragmented ownership while maximizing development potential. The recommendations provide the University with a strategic framework for advancing discussions with various stakeholders and potential development partners. • The analysis considered phasing opportunities that allow for incremental development while building momentum for the broader vision. By prioritizing projects that demonstrate early success and revenue generation, the University can establish market confidence and attract additional investment for subsequent phases.
• JLL's strategic planning engagement delivered essential market intelligence and development frameworks that positioned the University to advance their transformative South Main Street vision with confidence.

The comprehensive analysis provided the University with data-driven projections and clear development parameters needed to engage stakeholders, potential developers, and funding sources effectively. • By addressing the complex challenges of fragmented ownership through strategic programming recommendations, JLL created an actionable roadmap that balances immediate tactical needs with long- term strategic objectives.

6. Experience and Technical Competence
Case study
Confidential University
South Main Street Initiative
Services:
• Market Demand Assessment
• Site Feasibility + Massing Analysis
• District Parking Strategy
57 6. Experience and Technical Competence
Client Since: 2015
Geographies:

Riverside, California
Services:
• Development Advisory Services
• Project Feasibility and
Financial Analysis
• Pre-Solicitation Marketing
• RFQ and RFP Preparation
• Design Requirements
• Operating Requirements
• Developer Solicitation
• Negotiations
• Owner’s Representative
Challenge:

As part of the University of California’s system wide housing initiative, the University of California Riverside (UCR) is undertaking a significant expansion of its on-campus student housing, replacing a 75-year-old, obsolete family housing development. The proposed development concept includes a master planned community of up to 6,000 beds of student housing, dining facilities and recreational sports facilities, which will be undertaken in multiple phases and projects.

Solution:

JLL performed initial project feasibility testing, and worked closely with a diverse UCR stakeholder group to develop design and construction and operations and maintenance performance specifications for the project.

JLL developed, packaged and managed a two-stage request for proposals (RFP) solicitation on behalf of UCR for a private development team partner.

As part of the RFP process, JLL facilitated multiple design charrettes and a financial diligence session with UCR and interested developer parties.

JLL performed financial analysis and peer reviewed multiple development scenario financial models, based on both tax-exempt and private equity structures, to support the evaluation of proposals. In addition, JLL managed the selection process with a large team of UCR executives, staff, faculty and students.

After selection of American Campus Communities as its developer partner, UCR retained JLL as an advisor to the transaction and in negotiations, and as an owner’s representative through entitlement, design, and construction of two initial projects that will catalyze UCR’s transformative redevelopment while maintaining affordability for students.

6. Experience and Technical Competence
Case study
UC Riverside
Real Estate Development Advisory Services
58 6. Experience and Technical Competence

6. Experience and Technical Competence
Case study
Newport & Valencia Ave
Tustin, CA
Overview:

JLL was retained by the City of Tustin to market the 11-acre property located on the intersection of Newport & Valencia Ave in Tustin, California. JLL has successfully secured over 30 offers ranging in price, scope, and product type.

JLL helped the City identify and select a buyer whose vision, experience, and proposed development best aligned with the City’s goals and long-term community objectives.

Client Since: 2011
Transaction Type:

Investment Sale
Buyer:

Lincoln Property Company
Units (From Offers):
100-200
Offer Pricing:

Confidential

59 6. Experience and Technical Competence
Case study
Southern California Land & Development
Capital Markets select listing examples
Aspire UTC
Awarded
UTC

1.0 Acre redevelopment site
Low-Mid $20M’s
Seller: BioMed Realty
1st & Maple
Under contract
Bankers hill

0.77 Acre redevelopment site
$19M
Seller: SDAIHC
City of Tustin
TBD
Tustin, CA
100-200 units
Confidential
Buyer: Lincoln Property Company
Modera Bankers Hill
Under Contract
Bankers Hill
Equity Raise
Confidential
Sponsor: Mill Creek
Ascend
Under contract
San Marcos

16.12 Acre redevelopment site
Low $40Ms
Seller: Private
Jefferson Torrance
Closed
Torrance
525 units
$240M capitalization
Sponsor: JPI
Forth and Mortimer
Marketing
Santa Ana
Construction financing
Confidential
Sponsor: Confidential
35th and Adams
Awarded
Normal Heights

0.6 Acre redevelopment site
$7.5M
Seller: Nikols Mortgage Fund
1663 26TH ST
Awarded
Santa Monica

2.01 Acre redevelopment site
Mid $40Ms
Seller: Kilroy
20935 Warner Center Ln
Marketing
Woodland Hills

7.1 Acre redevelopment site
Confidential
Seller: Adler Realty
Newport & Valencia Ave
Marketing
Tustin
11 Acre development site
Confidential
Seller: City of Tustin
60 6. Experience and Technical Competence

6. Experience and Technical Competence
Case study
City of Alpharetta
Investment Management and Associated Financing Services City of Alpharetta Master Plan
The Commissioners of the City of Alpharetta envisioned a downtown that is pedestrian-friendly, safe and environmentally conscious. The master plan needed to accommodate a new city hall, 900-car parking garage, town green, 5-acre park space and county library, while balancing the current market demands. JLL guided the development of a new master plan that would improve the City’s changes of successful attaining its goals.

Customized Solution
• Detailed budget analysis to validate and analyze the cost of each structure and major component within the master plan.
• Resource extension to the City to ensure seamless implementation and limited distribution for citizens and local businesses. • Guided the City and Master Planner through development of a phased master plan identifying key priorities to initiate implementation over the next ten years.
• Identified methods of delineating private components for possible future sale to investors.

Results
• Identified key locations to drive successful retail to support the downtown development, aligning with needs of the developers to meet profitability.
• Eliminated $1.2 million in excess costs due to recommended adjustments within the master plan.
• Institutional anchored development provided an incentive to attract the right partners.

Client profile
Industry: Institutional
Geography: CGA
Project Value: $ 30,000,000
Size: 22 acres
Length of Relationship: 14 months
Services Provided:
• Program Development
• Master Planning Oversight
• Implementation Feasibility
61 6. Experience and Technical Competence
JLL in San Bernardino
JLL can provide the City of San Bernardino with market-leading real estate advisory, underpinned by superior data analytics and a proven record of transactional execution. Our platform is uniquely structured to translate the City's strategic objectives—from economic revitalization to portfolio optimization—into tangible outcomes.

Our market expertise is demonstrated by our recent transactional volume and complexity within the San Bernardino market. These are not merely deals; they are data points illustrating our ability to execute across all asset classes and transaction types.

Strategic Transactional Volume: Over the last three years, JLL executed transactions totaling over $31 million in the immediate market. This activity provides us with real-time intelligence on pricing, concessions, and demand that backward-looking data cannot replicate.

Asset Class Command: Our transactional history spans over 539,000 square feet of improved property and over 9 acres of land, covering the full spectrum of Industrial, Office, and Retail assets. This cross-sector activity ensures our advice is holistic, not siloed.

Complex Portfolio Experience: We are the chosen advisor for sophisticated public and private sector clients, including the City of Riverside, Kaiser Permanente, Northrop Grumman, and McKesson. Our work for these entities involves complex requirements, from large-scale dispositions and high-value lease negotiations to strategic renewals, demonstrating our capacity to manage the City’s diverse portfolio needs.

Authoritative Market Analysis Across Asset Classes
JLL’s advisory is informed by our proprietary research and the direct intelligence gathered from our market activity.

We provide a clear, analytical view of the forces shaping San Bernardino's real estate landscape.

Industrial: Navigating a Maturing Market: The Inland Empire's industrial sector, the backbone of the regional economy, is normalizing after a period of unprecedented growth. The 3.08 million square feet of net absorption in Q4 2025 indicates continued, albeit more selective, demand. Our role in executing a 333,572 square foot industrial lease for a major distributor provides us with granular insight into tenant requirements and the underwriting process. For the City, this means that land values and disposition strategies must be recalibrated to align with a market that now prioritizes logistical efficiency and modern facility specifications over speculative expansion.

Office: Capitalizing on the Bifurcation: The San Bernardino office market is clearly bifurcating. We are observing a pronounced "flight to quality," where tenants are vacating older, functionally obsolete buildings in favor of modern, well-located, and highly-amenitized properties. Our management of both a 25,459 square foot lease termination and a 32,860 square foot renewal provides direct evidence of this trend. This bifurcation presents a strategic opportunity for the City: underperforming assets can be identified for redevelopment or adaptive reuse, while well-positioned properties can be marketed to attract high-value tenants, thereby elevating the City’s employment base and activating the urban core.

Retail: Curating the Consumer Environment: The retail sector’s performance is a direct indicator of consumer confidence. Our recent work securing leases for national tenants demonstrates continued demand from established brands for prime locations. Successful retail is no longer just about leasing space; it is about curating a tenant mix that creates a compelling destination. Our expertise allows the City to strategically leverage its assets to attract the right blend of tenants that will drive foot traffic, generate consistent sales tax revenue, and enhance resident quality of life. 62 6. Experience and Technical Competence
Project specific references
Please see our reference listed on pages 53-55. Note that contract value and fees are confidential for all references. 63 Proposed Method to
Accomplish the Work
7 64

7. Proposed Methodology to Accomplish the Work
Our Approach
Account Management and Governance
Upon the initiation of the project, our first task will be to meet with the City team and develop an in-depth understanding about the City’s objectives, learn about relevant processes and challenges, and position ourselves as an extension of your staff to help formulate an appropriate strategy. Although we are flexible and can adapt to a variety of project structures, it is anticipated that City will have:
• An internal Project Manager acting as our day-to-day point of contact:
• generally responsible for managing and coordinating JLL’s work • providing us with access to the reports, people, and facilities required for us to perform the scope of services; • A Steering Committee responsible for:
• establishing overall project goals
• providing leadership direction and feedback on deliverables • decision-making for key milestones throughout the project.

Communication and Account Management:

A successful account partnership, especially when JLL is providing multiple and integrated account services, requires a management and communications plan that efficiently captures and communicates essential information and provides opportunities for City stakeholders to deliver input to the account team on a collaborative basis.

To maintain alignment and establish clear roles and responsibilities, we propose to implement a formal, joint governance structure with multi-level representation from both The City and JLL.

This established framework ensures:
• routine assessment of common objectives
• management of desired outcomes
• effective communications
• strong relationships across both organizations
This framework provides an operating structure for our teams and delivers with a consistent approach, maintaining strategic and operational alignment, and has been acknowledged as an industry best practice. The governance model we propose will be charged with the following:
• Provide clear interface between The City and JLL stakeholders; facilitate communication at every level of the organization and build a strong partnership, management relationships and collaboration to drive high performance and continuous improvement.
• Manage escalation of issues and provide swift resolutions. • Manage and approve changes under the agreement.
• Provide for collaborative strategy and decision making. • Ensure strategic alignment of goals that empower JLL to effectively execute our responsibilities. • Review and approve commercial issues such as quality and economic targets, savings goals, KPI achievement, etc.

Manage and approve changes under the agreement.
• Provide for collaborative strategy and decision making. • Ensure strategic alignment of goals that empower JLL to effectively execute our responsibilities. • Review and approve commercial issues such as quality and economic targets, savings goals, KPI achievement, etc. 65 7. Proposed Methodology to Accomplish the Work
Ensuring communication at all levels
Implementing a formally structured governance model will allow The City and JLL to ensure communication across all channels and regions of the business which will be underpinned by metrics based on ‘outcomes’ that align with The City’s strategy. To ensure effective communication throughout the team and across the portfolio, the program promotes engagement and communication on three levels as described below. In this governance model, The City and JLL will have direct counterparts at the leadership level where our organizations will work closely together to develop goals and objectives for the team and provide oversight. A transparent governance model creates a partnership of performance that drives high performing, motivated teams.
66 7. Proposed Methodology to Accomplish the Work
Portfolio Strategy
JLL’s proposed method for delivering advisory and transaction services to the City, is a comprehensive and strategic framework designed to help the City optimize its real estate portfolio. Following the kick-off, we will work with the City to conduct a comprehensive data-gathering and inventory process for all municipal properties. Using our advanced GIS capabilities, we will create a dynamic, map-based digital database. This will serve as a central intelligence hub for the City, classifying each property by current use, zoning, physical attributes, and financial performance. This robust inventory is the critical first step for all subsequent work, including Portfolio Strategy, Property and Portfolio Appraisals, and Highest & Best Use Analysis.

Our engagement will begin with a collaborative workshop to establish a unified vision, define clear goals, and identify key performance indicators for the real estate portfolio that align with the City’s long-term financial and social priorities.

Following the kick-off, we will work with the City to conduct a comprehensive data-gathering and inventory process creating a create a dynamic, digital portfolio database classifying each property by current use, zoning, physical attributes, and financial performance.

This will serve as a central portfolio intelligence hub for the City, an is the critical first step for all subsequent portfolio advisory work, including Portfolio Optimization, Property and Portfolio Appraisals, and Highest & Best Use Analysis, Occupancy Planning, Lease Administration and related transactions.

Strategic Initiatives
Tech enabled process
Primary inputs
City Initiatives
Municipal Drivers
Geographic Preferences
Asset Types
Risks
Portfolio Optimization Levers
Portfolio Footprint
Workplace
Labor / Location
Operating Expenses
Headcount (Demand)
Forecasting
Employee Experience
Process Redeployment
Capital Cost Avoidance
Consolidation Opportunities
& City Plans
Engagement & Productivity
Labor Access & Cost
Energy & Sustainability
Vacant Space
Optimization
Workplace Standards
Location Assessment
Vendor Contracts
Location
Rationalization
Change Management
Economic Incentives
Lease vs. Own /
Leverage Market
MapIT Blackbird
Portfolio Analytics Tool (PAT)
Constraints
Geographic Preferences
67 7. Proposed Methodology to Accomplish the Work
Market Analysis and Portfolio Performance Evaluation With the asset inventory established, JLL will conduct an in- depth portfolio performance evaluation. This task is broken into three key analytical components:
• Market Conditions and Demand Analysis: We will perform detailed Market and Feasibility Studies for the San Bernardino region, analyzing current and projected real estate market conditions across all relevant property types, including residential, commercial, mixed-use, and civic uses. This analysis will provide the data-driven context needed to make informed decisions regarding potential dispositions, acquisitions, and leasing strategies. • Portfolio-Wide Highest and Best Use Analyses: Our team will conduct conceptual Highest & Best Use Analyses for each City property. This analysis evaluates development feasibility by testing potential uses against four industry- standard criteria: physical possibility, legal permissibility, financial feasibility, and maximum productivity. Crucially, our public-sector focus ensures this analysis is aligned with the City’s community and economic development goals, rather than purely market-driven outcomes.
• Property Utilization and Performance Analysis: Leveraging the market and highest-and-best-use findings, we will perform a strategic Portfolio Strategy analysis. Properties will be categorized by their current performance and future potential (e.g., high-performing, underutilized with optimization potential, vacant, or surplus). This categorization will identify immediate opportunities for value creation, operational efficiency, and potential disposition, including an initial review for SLA consultation purposes.
68 7. Proposed Methodology to Accomplish the Work
Below are JLL marketing samples from our in-house creative team:

Dispositions
Our process applies to any conveyance of land from the City to another party, whether through a fee-simple sale, long-term ground lease, master developer agreement etc.

Disposition process Scope includes Deliverables
Define requirements • Confirmation of goasl and criteria including stakeholder alignment needs, city council process, terms of transaction, timeline and team members (JLL / the City)
• Property/site research, sourcing of documentation, arrangements for inspection (JLL / the City)
• Financial considerations, corporate strategy, business drivers (the City) • Other concerns (space policy, IT , technical etc.) (the City) • Local market study (JLL).
• Instruction pro forma (JLL)
• Authorization to proceed (the City)
• Preliminary budget and timing schedule
(the City).

Market research,
report and
marketing strategy
• Detailed examination of legal documentation, alienation provisions, onerous covenants (JLL)
• Inspection of property, measurement, consideration of dilapidation / reinstatement liabilities, recommendation of essential works (JLL) • Market research – supply and demand, competition, special purchasers, comparables (JLL)
• Confirm strategy for disposal (JLL / the City).
• Market research report delivered within
agreed timescale and format (JLL)
• Agree marketing strategy, quoting
terms, budget and timing agreed
(JLL / the City)
Marketing • Implement marketing plan, including brochure, boards, advertising, tenant handbook, etc. (JLL)
• Canvassing, follow up and monitoring of interest (JLL) • Regular reporting (JLL)
• Review marketing initiatives as necessary (JLL / the City). • Regular marketing updates (JLL)
• Recommendations of new initiatives with
cost implications (JLL)
• Identify lessee / purchaser (JLL)
Offer analysis
and selection
• Develop negotiating strategy, solicit offers/proposals, draft terms (JLL / the City)
• Provide financial analysis of proposals, research financial position of proposed lessee / purchaser (JLL)
• Provide report on relative merits of offers received (JLL) • Final recommendation (JLL)
• Financial and qualitative report on offers
received, provided in agreed format (JLL)
• Selection of preferred option (the City)
Final negotiations • Negotiate terms (JLL)
• Prepare final terms and conditions (JLL)
• Initiate conveyance (JLL / the City)
• Agreement and approval of final terms
(JLL / the City).

Service delivery • Submission of closing report (JLL)
• Assist in final closing and conveyance issues (JLL)
• Transaction document binder,
including approvals documentation
(JLL / the City)
P3 Developer Solicitation and Request for Proposal samples 69 7. Proposed Methodology to Accomplish the Work
Property and portfolio appraisals
On most projects completed for public entities, JLL Valuation & Advisory Services, LLC typically employs a “blanket approach” . By allocating a significant amount of resources and personnel, this process allows us to complete the most accurate and supportable valuations in the most efficient manner. In that regard, W. Cameron Boone, IV, MAI, R/W- AC, will lead the appraisal team. Our appraisal process is a systematic approach whereby the appraiser researches, collects, and analyzes data pertaining to the subject property in order to arrive at an estimate of market value for the real property interest being appraised. JLL has successfully partnered with hydrologists, cost estimators, land planners and architects as needed in order to value unique special use property or help determine compensation due to a right of way acquisition. We have worked with geologist and engineering experts to appraise mineral rights across the United States, including appraising the United States Strategic Helium Reserve and underground natural gas storage caverns for the U.S. Department of Justice. JLL will be able to provide written appraisal reports, and, if needed, market lease studies and consulting reports for the City. JLL has vast experience appraising numerous property rights, including the fee simple interest, leased fee, easement interest, leasehold, air rights, and mineral rights. JLL can provide samples of completed work product, but would need to redact sensitive information due to confidentiality. For the valuation of an existing utility corridor in its entirety, JLL will determine the highest and best use of all of the abutting property, perform an Across the Fence valuation to determine the value of the abutting parcels of land, and apply a Corridor Enhancement Factor. JLL will also consider utilizing a Direct Sales Approach (Sales Comparison Approach) of other corridors if the market data is comparable to the subject being appraised.

Project commencement: Appraisal The first step in the appraisal process is an inspection and investigation of the subject site and the neighborhood in which it is located. The appraiser then researches and collects data pertaining to sales of comparable properties that have sold in the market area. If the subject property is an income-producing property, data is collected pertaining to income and operating expenses for the subject property and similar properties.

Typically, three approaches are used in estimating the value of the subject property. These approaches are the Sales Comparison Approach, the Cost Approach, and the Income Capitalization Approach. Generally, the Cost Approach and the Income Approach are only used when the property is improved. JLL reports will include all approaches to value that are necessary to render competent and complete assignment results. Following analysis of the data collected, the appraiser reconciles the values derived through each approach into a single estimate of market value for the subject property. Prior to finalizing, the appraisals will undergo a comprehensive review process and ultimately will be approved by the Project Manager to ensure each report conforms to applicable appraisal standards, as well as city, county, and federal specifications and instructions indicated in the contract. W. Cameron Boone, IV, MAI, R/W-AC will then consult with the City on updates and progress of this project.

Project Commencement: Right of way At the onset of any project and after a careful analysis of its scope and special requirements, a team is put in place to begin initial data gathering and to prepare an estimate of the acquisition cost.

Simultaneously, notice letters will be prepared and sales research will be ongoing. To ensure consistency across the project, the initial valuing of all land will occur early in the process and will be a collaborative effort among our senior appraisers – those who will be the signing the reports. Report writing will continue through the process, and, once completed, the draft report will go through internal review prior to being sent to the outside reviewer (if applicable).

This “all hands on deck” process allows JLL to deliver a consistent product and to turn around large-scale projects in a time frame that outpaces our competitors. Property Utilization and Performance Analysis: Leveraging the market and highest-and-best-use findings, we will perform a strategic Portfolio Strategy analysis. Properties will be categorized by their current performance and future potential (e.g., high-performing, underutilized with optimization potential, vacant, or surplus). This categorization will identify immediate opportunities for value creation, operational efficiency, and potential disposition, including an initial review for SLA consultation purposes. 70 7. Proposed Methodology to Accomplish the Work
Massing Studies and Development Programming
The insights from the preceding tasks will culminate in a Strategic Real Estate Master Plan—a clear and actionable roadmap for the City of San Bernardino’s portfolio. This plan will provide a comprehensive framework for decision- making, transforming analysis into a concrete implementation strategy.

Strategic Prioritization: We will begin by ranking all City assets into prioritization groups (Highest, Moderate, and Limited Potential). This allows us to focus the City’s time and resources on the properties that can most significantly advance its strategic objectives, ensuring maximum impact from this engagement.

Concept Development, Feasibility, and Programming for Highest Potential Properties: For the properties identified as having the "Highest Potential," our master planning and development specialists will create differentiated and viable strategies. This phase is an intensive, data-driven process designed to fulfill the City’s requirements for Massing Studies & Development Programming. Our activities include:

Initial Due Diligence and Visioning: We will begin by transitioning all existing project knowledge and conducting intensive site due diligence. This includes collecting and reviewing any existing building drawings, property surveys, topographical information, as-builts, environmental reports, and geotechnical reports to identify any information gaps that need to be filled.

Activities
• Transition project knowledge
• Data Collection and Initial Site Due Diligence:
• Collect any existing building and improvement drawings, review existing documentations, property surveys, topographical information, as-builts of existing structures, environmental reports, and geotechnical reports. Review the information to confirm if any additional information is needed, such as property or boundary survey, to aid in identifying the appropriate consultants to support and complete the density study. • Research and review existing project site through existing information and publicly available data (i.e., Site Boundaries, Easements, Existing Zoning and Restrictions, flooding, and coastal requirements, as applicable) • Prepare a zoning summary to determine general development limits, allowable uses (by right and conditional), height, massing, FAR, and access/traffic issues.
• Infrastructure Analysis
• Review current utility access including water, sewer, gas, electrical, and telecom.

Zoning and Infrastructure Analysis: Concurrently, our team will analyze all regulatory and physical constraints. We will research site boundaries, easements, and existing restrictions, and prepare a detailed zoning summary to determine development limits, allowable uses, height, massing, FAR, and access issues. A thorough infrastructure analysis will review current utility access, including water, sewer, gas, electrical, and telecom capacity.

Benchmarking and Precedent Analysis: To inform our concepts with real-world successes, we will research and document comparable developments. We will focus on projects within similar inland urban contexts or those that have navigated complex entitlement processes, providing the City with three comparative case studies to guide decision-making. 71 7. Proposed Methodology to Accomplish the Work
Feasibility/ Density Analysis and Site Test-Fitting: This foundational research enables our team to conduct detailed 2D and 3D site test fits, which constitute the core of the Massing Studies. We will create multiple site-plan options that align with different program goals, incorporating the zoning requirements and best practices. These test fits will document initial road and circulation infrastructure, including entrances, service areas, and pedestrian pathways, to create a holistic site vision.

Activities
• Benchmarking and comparison multi-family analysis
• Research and document similar multi-family campus developments, specifically focused on developments with similar Coastal Commission regulations. Provide three comparative projects with similar requirements. • Density analysis
• Conduct 2D and 3D site test fit aligning with each macro program. Test fit analysis to incorporate zoning summary requirements, program outlined for each option, and outlined best practices. Document initial road and circulation infrastructure to support site density, including entrance area, service areas, and pedestrian pathways. • Final Report
• Create a final summary report with an executive summary documenting all portions of the study and recommendations for the next steps.

Final Report: For each Highest Potential Property, this process will culminate in a final summary report. This report will provide an executive summary, document all findings from the analysis, and present clear recommendations for next steps. 72 7. Proposed Methodology to Accomplish the Work
Our approach will be focused on allowing the The City's team to build internal consensus on approach and
key decisions, and identifying the most operationally
desirable and cost-effective alternatives. As part of this plan, we will explore opportunities to benchmark The
City's current owned and leased properties against all
other viable market alternatives for each requirement to drive innovative solutions that reduce costs, and identify the best options.

Our first task will be to meet with The City's project
team to better understand the organization’s goals and
objectives for this assignment and the overall initiative, learn about its processes and challenges, and position
ourselves as an extension of staff to help formulate the appropriate strategy for your headquarters operations.

Setting objectives and expectations for this analysis will provide JLL and The City a foundation for the overall
portfolio strategy. The focus of this kick-off meeting will be to review and confirm JLL ’s specific project scope, confirm the work plan and timeline, and ensure that this initial effort ultimately meets The City’s goals.

Strategy development
Our team will develop and deliver a summation of various occupancy scenarios that take into account the financial implications, including ongoing expenses and capital
investment, design and construction timelines, occupancy layouts and programming implications. Summarized
below is the occupancy planning process, followed by a
summary of transaction execution:

Situational
Analysis
Objectives
Identification
Scenario
Development
& Evaluation
Scenario
Recommendation
Plan
Implementation
Project
Planning
Objectives
Identification
Quantitative
Qualitative
Analysis
Execution
Scenario 2Internal
Drivers
Data Collection:

External Drivers
Executive
Interviews
Select &
Document
Strategy
Scenario 3
Scenario 2
Validation and consensus development
Understand business
objectives
Determine occupancy
requirements Evaluate current facilities Assess markets Develop and evaluate strategies
• Image
• Time Horizon
• Financial Objective
• Location Issues
• Decision Drivers
• IT Implications
• Headcount
• Space Standards
• Projected Growth
• Adjacencies
• Business Unit Interaction
• Existing Commitments
• Building Systems
• Existing Layout /
Configurations
• Operational Issues
• Technology
• Market Dynamics
and Trends
• Landlord Motivations
• Lender/Capital Stack
Implications
• Development Opportunities
• Restructure vs Relocation
vs Sublease
• Available Space
• Shadow Space
• Capital Stacks/
Debt Maturities
Services
• Occupancy Planning
• Project Management
• Financial Consulting
• Capital Markets
• Brokerage
• Occupancy Planning
• Project Management
• Brokerage
• Occupancy Planning
• Project Management
• Brokerage
• Research
• Financial Consulting
• Capital Markets
• Brokerage
• Brokerage
Leasing
73 7. Proposed Methodology to Accomplish the Work
Acquisitions
Leveraging JLL’s well-established tools and processes, we will work with the City to tailor our program to meet your specific requirements and then leverage the agreed program on each transaction we complete for you. To help determine the needs and work through the decision making process, JLL will manage your acquisitions transactions according to a process similar to the following:

Acquisition
process
Scope includes Deliverables
The City, JLL
conduct needs
assessment
• Confirmation of instructions in writing
including programming,
terms of reference and team members (JLL / the City)
• Location analysis (the City / JLL)
• Financial considerations, corporate strategy, business drivers, expansion (the City)
• Other concerns (space policy, IT , technical etc.) (the City) • Analysis of current space and building (the City / JLL) • Consultancy Services Contract (JLL)
• Authorization to proceed (the City)
• Confirmation of key criteria – physical and
locational (the City)
• Preliminary budget and timing schedule (the
City)
Technology: Portfolio Analytics Tool (PAT)
provides insights, market opportunities, and
efficiency and opportunity analytics
Survey of options • Market survey (JLL)
• Screening of available options against the City’s requirements (JLL) • Schedule of options (JLL)
• Market research report delivered within agreed
timescale and format (JLL)
Technology: Aero integrates processes
and tools, giving you more control, more clarity,
greater accuracy, more time for
high-value tasks.

Selection of
preferred options
• Initial (long) list of alternatives (the City)
• Inspections of properties (the City / JLL)
• Data acquisition (JLL)
• Evaluation of legal, qualitative, utilization and systems (JLL / the City)
• Selection of short-list for in-depth analysis (the City) • Preliminary budget schedule (JLL)
• Draft terms (JLL)
• Headline business case analysis (the City)
• Capital Appropriations Request (the City)
Technology: Blackbird takes you
on a virtual, interactive tour of a real
estate market.

Qualifications
and
quantification
• Send RFP to landlord / owner (JLL)
• Preliminary financial analysis of RFP responses (JLL) • Recommendations including metrics analysis (JLL)
• Non-financial analyses (JLL / the City)
• Appointment of architects / technical advisors as appropriate (the City)
• Approval of RFP format (the City)
• Delivery of RFP (JLL)
• Detailed financial and qualitative report on
short-listed properties (JLL).

Technology: InSite provides accurate, reliable
test-fits and 3D walk-through visualizations
supported by industry standard software and
build-out budgeting
Technical review
of selected
parties
• Preliminary space plan to check viability of shortlist properties (Tech. Advisor)
• Test selected properties against original criteria
(JLL / the City)
• Identify specialist technical issues (the City / Tech. Advisor) • Detailed cash flow analysis and
ranking (JLL)
• Technical audit of buildings
(Tech. Advisors)
• Preliminary space plan (Tech. Advisor)
Negotiation
strategies and
action
• Reduce alternatives (JLL / the City)
• Develop negotiating strategies (JLL / the City)
• Detailed financial analysis of owner’s responses (JLL) • Final recommendation (JLL)
• Business case study (the City / JLL)
• Sensitivity analysis (JLL / the City)
Final negotiations • Draw up final terms and conditions (JLL) • Initiate conveyance (JLL / the City)
• Consult with legal and technical advisors, project managers etc. (JLL / the City)
• Purchase agreement (Lawyers / JLL)
• Approvals documentation (JLL / the City)
74 7. Proposed Methodology to Accomplish the Work

7. Proposed Methodology to Accomplish the Work
Technology
Under Christian Ulbrich’s leadership, JLL has made technology investments a priority. We created a $100 million global venture fund, JLL Spark, in 2017, and a new division, JLL Technologies, in 2019. JLL Technologies (JLL T) is the first business of its kind to bring together a comprehensive technology portfolio under one umbrella, from business intelligence platforms to smart office solutions to leading-edge proptech start-ups. We have also acquired technology companies over the years, including foundational investments in facilities management with the acquisition of Corrigo, as well as technology implementation and consulting firms, making us a leader in IWMS solutions and services.

Our proprietary tools help simplify your process, with total transparency, allowing you to make more informed decisions with data based on your company’s true needs. Efficiently utilizing real estate in today’s market demands access to cutting-edge technology that delivers immediate results to help inform your decision, based on your company’s future projections, as well as local, national and global factors. We keep you ahead of the curve with a dedicated team that tracks new tools changing the way properties are occupied; and we deploy those tools for your maximum benefit plans.

Portfolio Analytics Tool (PAT) 2.0 MapIT InSite
Blackbird 2.0 Client Portal Smart Tracker
Provides insights, market
opportunities and efficiency and
opportunity analytics
Visualize, engage and tell stories
using an interactive mapping
technology
Strategize, plan and budget your
projects
Takes you on a virtual, interactive
tour of a real estate market
Provides real-time,
24 / 7 remote access to relevant
portfolio information, processes,
tools and templates
Provides unparalleled ease of
access to workflow, milestones,
reporting and functions relative to
managing the transaction process
75 75

7. Proposed Methodology to Accomplish the Work
Miscellaneous real estate consulting
Beyond the primary tasks of dispositions, appraisals, and acquisitions, the City of San Bernardino requires a partner with the depth and breadth to address the full life cycle of real estate needs. JLL is uniquely positioned to serve as this single, integrated resource, providing the City with a comprehensive suite of on-call advisory services. Our global platform and specialized public-sector expertise mean that no matter the challenge or opportunity, we have the in- house capability to deliver expert guidance.

We have platform SME's and service lines to support every and all need in the City's miscellaneous real estate needs. • Site Selection & Location Strategy
• Location Intelligence
• Global Forecasting & Analytics
• Labor Analytics
• Business Analytics
• Data & Technology
• Financial Consulting
• Corporate Capital Markets (P3 & Alternative Financing) • Tenant Representation & Lease Negotiation
• Transaction Services
• Location Incentives
• Valuation & Advisory Services
• Lease Administration
• Workplace Solutions
• Organizational Change & Transformation
• Occupancy Management
• Network Advisory Solutions
• Flexible Office Space Solutions
• Experience Services (Host & Hospitality
• Cost Advisory
• Design
• Project & Program Management
• Principal Delivery
• Move & Decommission
• Construction Risk Services
• Energy & Sustainability
• Sustainability & Energy Management
• Smart Buildings & Services
• Electric Vehicle Charging Solutions
• Property Development & Investment
76 7. Proposed Methodology to Accomplish the Work
We challenge the status quo to continuously identify cost containment opportunities. There are many areas where we can help you optimize your real estate portfolio and achieve the most cost effective and competitive infrastructure possible for the company.

Our goal is to provide savings through an integrated service delivery program. The chart below illustrates how we achieve cumulative savings for our clients:

Area of savings Range From traditional to high-performance drivers Occupancy 10-30% • Lease administration / audit program • Space utilization review and consolidation strategy
• Alternative workplace strategy, footprint reduction
• Subleasing strategy
• Relocation strategy
Finance Structuring 5-15% • Sale/leaseback strategies
• Leverage of LEED certification during project development • Early lease termination/renewal
• Transactions bundling
• Economic Incentives
Energy 5-8% • Supply side: bundle portfolio; secure energy partner • Demand side: purchasing leverage; consumption reduction • Energy management program; standardization of practices Strategic Sourcing 10-25% • Rebid contracts and consolidate vendors • Globalize procurement buys
• Leverage integrated services buys (projects and facilities) Operating Footprint 10-30% • Reconfiguration of the operating footprint to drive savings via labor arbitrage and occupancy for office activities
• Reconfiguration of the manufacturing operating footprint to drive consolidation or redeployment savings in the total cost of operations Supply Chain 8-15% • Network strategy
• Inventory optimization
• Transportation management/logistics outsourcing
Cost advisory and savings
77 7. Proposed Methodology to Accomplish the Work
Our team will work with you to identify and construct optimal occupancy and real estate plans that consider immediate to long-range operational goals of the various agency and customer requirements that The City supports and their impact on current and future space requirements. This is accomplished through a collaborative process that includes organizational strategy development, current portfolio review, market assessments, demographic analysis, development of consolidation scenarios and working with you to identify the course of action that creates an optimal solution. We will begin the strategy development with The City during our transition and on-boarding phase.

Strategic planning objectives will include:
• Position your real estate to support and enhance its core organizational agencies and functions • Address immediate, medium and long-term occupancy requirements • Evaluate appropriate ownership and financial structure opportunities • Create efficient space standards and enhance workflow • Consolidate operations and create disposition opportunities • Reduce real estate operating and capital expenditures • Use regulatory guidelines to The City’s maximum advantage Strategic planning
Ongoing
120 days
90 days
60 days
• Diagnose
• Excess space
• Cost/s.f.
• Cost/person
• Above
market rents
• Small offices
• Cash positions
• Rank opportunities
• Downsize
• Improve
space utilization
• Dispose of
excess space
• Sell assets
• Reset rents
to market
• Close/
consolidate offices
• Financial
restructuring
• Develop
action plan
• Savings potential
• Required
capital/expense
• Timing
• Write-offs
• Responsibilities
• C-Suite approvals
• Implement
• Reconfigure space
• Drive dispositions
• Leverage
lease rights
• Negotiate
aggressively
• Report in real time
30-60-90-120 day look ahead
30 days kick off
• Team intro
• Visioning
• Strategic priorities
• Transition
78 7. Proposed Methodology to Accomplish the Work
Strategic planning (cont.)
Strategic planning process
Develop and document:
• Organization alignment
• Guiding principles
• RE requirements
Develop scenarios to solve
the problem
Obtain approval to
implement strategic
recommendation
• Assimilate data to tell
current-state story
• Determine opportunities
for improvement
Gather data for:
• Portfolio data
• Critical dates
• Market intelligence
• Utilization data
• Business intelligence
• Present scenario options
to the business
• Cost benefit analysis
• Risk assessment
Meet with the business to:
• Discuss RE insights
• Validate and discuss business
objectives and strategies
• Determine RE requirements
and priorities
Define /
refine
Gather data Synthesize Align with
the business
Analyze Realign with
the business
Develop
business
case
Drive
decision
Through this process, our team will work with The City to:
• Translate real estate strategies into financial objectives significantly reducing capital and operating expenditures • Strategically align the real estate portfolio with your objectives • Provide access to innovative tools, technology and best practices that will equip real estate to be a proactive partner to each governmental department
• Develop processes which will prioritize workload, ensure consistency in delivery and terms and adhere to governance models
• Drive consolidation, based upon The City’s distribution strategy • Identify market and landlord conditions that create leverage to support early lease renegotiations (mark to market, neighboring tenant activity, market opportunities, debt, pending sale, recapitalization events, etc.) • Create strategies to eliminate vacancy and excess space of leased and owned facilities throughout the portfolio, including the use of flexible space alternatives
• Create scaled negotiations with key landlords to drive transaction efficiency across multiple locations at once • Create financial leverage to achieve below market lease terms based upon credit • Lead high-impact and or high-profile transactions
• Relocate or consolidate operations to take advantage of labor arbitrage opportunities Strategic planning process
Develop and document:
• Organization alignment
• Guiding principles
• RE requirements
Develop scenarios to
solve the problem
Obtain approval to
implement strategic
recommendation
• Assimilate data to tell
current-state story
• Determine opportunities
for improvement
Gather data for:
• Portfolio data
• Critical dates
• Market intelligence
• Utilization data
• Business intelligence
• Present scenario options
to the business
• Cost benefit analysis
• Risk assessment
Meet with the business to:
• Discuss RE insights
• Validate and discuss business
objectives and strategies
• Determine RE requirements
and priorities
Define /
refine
Gather
data
Synthesize Align with
the business
Analyze Realign with
the business
Develop
business
case
Drive
decision
79 7. Proposed Methodology to Accomplish the Work
Location consulting overview
Where organizations choose to locate their operations is a strategic business investment. The location investment decision – whether it is a new location, expansion, consolidation, or redeployment of operations - can have a significant impact on the cost structure, talent management, operating efficiency and revenue performance of a company.

Given the importance of this decision, more and more organizations are seeking to leverage the positive returns a location strategy can provide, and JLL’s Business Consulting group is navigating these companies through the deci- sion-making and implementation of location investment strategies for a wide range of business operations for any- where in the world.

Our team is comprised of seasoned management consulting professionals with more than 150 years of collective ex- perience helping companies solve complex location initiatives. Our Business Consulting group has delivered over 600 location investment assignments to over 400 different organizations. These assignments have included headquarters, manufacturing, research & development, technology, shared services, customer contact and distribution operations.

Our senior leaders are recognized experts in the disciplines of location strategy, labor analytics, and financial modeling of business relocations.

Methods and technology
Given the business impact of a company’s location strategy, our approach is grounded in the critical business perfor- mance outcomes our clients are seeking to achieve in their location investment decisions. The definition and prioritiza- tion of these outcomes inform the necessary market characteristics our team evaluates to deliver market recommenda- tions that are not general market trends but customized to our clients’ unique business requirements.

To drive the most advantageous location decision quickly and efficiently, we combine world-class best practices, advanced research capabilities, innovative location optimization tools and our global presence to deliver single-source solutions strategically aligned with the distinctive business objectives of our clients.

Our team leverages over 50 data sources (public, 3rd party, and proprietary) that are selected and analyzed specifically to a client’s talent strategy to inform a customized market recommendation.

Our consulting team has a range of technology platforms to augment its location strategy experience and expertise.

These tools allow us to provide dynamic, visualization of data analytics in a collaborative setting with our clients to rapidly see performance of alternative markets and to test various questions important to their business decision.

Blackbird Labor Market Screening
80 7. Proposed Methodology to Accomplish the Work

7. Proposed Methodology to Accomplish the Work
MapIT Deashboard Navigator
In addition to these standard technology tools, our team develops custom Excel, Tableau, and Javascript models to support the unique analytical and data visualization needs of specific client assignments.

Labor market analytics
The labor analytics capabilities resident in our location consulting team guides our clients in identifying labor markets that align with their business and recruiting strategies.

Key actions include:
• Careful consideration of our client’s workforce profiles • Comparison of availability, sustainability, demographics, competition, and cost across locations • Highlighting labor market risks and benefits of location choices • Recommendation of a course of action that enables success Our value is derived through interpretation of measures specific to an organization’s talent management and market position strategy.

Market analytics focus on talent market depth and alignment for relevant occupations and related industry activity.

Specifically, these criteria will evaluate the volume, concentration, and recent growth of related jobs and how those measures align with the strategy of our clients.

Other factors evaluated include demographics (educational attainment, age, household income, etc.), enrollment and degree output of proximate educational institutions, wage costs, industry wage cost trends, population trends, migra- tion into and out of markets, skill profiles, and competitor landscape. Additional market characteristics specific to an organization’s recruiting and talent management strategy are collected and evaluated to further the confidence level for the market recommendation.

In addition to the location and labor analytics expertise of the Business Consulting team, they are supported by JLL’s Research platform and over 40 GIS professionals globally. 81 81

7. Proposed Methodology to Accomplish the Work
Tenant representation
This is JLL ’s bread and butter. This is where our market depth and breadth will ensure practical success for
The City. JLL has done more real estate transactions
across the State than anyone else. Leveraging our best
practices, best in class tools and processes, and quality talent. The City will be able to ensure they getting
up to date market insights. In addition, JLL ’s deep
understanding of public institutions provides for an
unparalleled approach. Our experience to this client base allows JLL to perform research and invest in innovations, resources and technologies that solve issues faced by
that client base and the dynamic operating environment
in which you work.

The team that we are proposing for partnering with The
City has the best mix of expertise to support your entire portfolio throughout region and across all asset types.

What this means to the The City is that you will know
what the market is bearing and how to best position
yourself for sound decisions. It also means that with JLL ’s consistent deal flow, Landlord’s will want to ensure they are presenting the most competitive deals in the hopes
that they will get another one from JLL. It is because of this commanding market share that JLL will deliver the
lowest occupancy costs and greater leasehold flexibility.

In this business and environment, relationships matter.

Below in the “Transaction Support” section you will
find JLL ’s process to securing favorable lease terms
for The City. However, it is important to note that JLL will conduct annual reviews and desktop audits with
The City on the portfolio to ensure that all qualitative and quantitative aspects are within the appropriate
guardrails and keeping with the current market. This is going to be an important process during the life of the lease or contract (whichever is shorter).
82 7. Proposed Methodology to Accomplish the Work
Workplace strategy
Our workplacce strategy process combines research-
based methods to prioritize an employee focused
approach. JLL will work with The City in this process.

Additionally, JLL does have in-house workplace
strategists to assist as needed. Our combined team will leverage benchmarking, technology, and HR policies to
develop strategies that align closely with the goals and the needs of The City. By analyzing space requirements, forecasting future needs, and creating visual scenarios, we optimize workspace utilization. Additionally the
team will work with the landlords for each possible
space solution that The City will consider during the
transaction process. We will look to the landlords to fund the test-fits so that there is no cost The City. This will also ensure a consistency of deliverable for it’s pilot project or a portfolio implementation.

Distinguishing features of our workplace and occupancy
strategy platform include:
• Best practices and programs around
Workplace Strategies, Occupancy Planning and
Utilization Studies
• We provide space management services utilizing
technology solutions and platforms to harvest
utilization data and create tailored programs
• Our workplace strategists are diverse experts
with specialties in architecture, human resources,
finance, communication, organization psychology,
information technology and ethnography
• Proven utilization methodologies using observation,
badging, Wi-Fi, walkarounds, etc.

Utilization Analysis
• Analyze historical
badge swipe data
• Track occupancy and
utilization rates to your
hybrid work policy
Sensitivity Analysis
• Generate SF
requirements based
on headcount and
hybrid share ratios
Current State
Assessment
• Evaluate current space
standards
• Propose future space
standards to align
with your hybrid work
policy
Benchmarking
• Leverage
benchmarking
research and current
industry best
practices to inform
recommendations
Mobility Profiles
• Identify work patterns
and preferences
• Develop typical
personas for each
group in your
organization to inform
program
Employee Surveys
• Collect data to
understand workplace
preferences
• Leverage data to
inform strategic
recommendations
Program Scenarios
• Establish future
workplace toolkit
• Generate future
workplace scenarios
incorporating growth
& hybrid work ratios
Hybrid Work Model
• Establish strategic
recommendations
for your future hybrid
workplace to help
employees maximize
productivity
83 7. Proposed Methodology to Accomplish the Work
Technology Solutions Landscape
Data sources that inform occupancy
Seat assignments and space types represent decisions made on paper, but don’t tell us for certain if a seat is being used or a space is serving the purpose it has been categorized as.

CAFM & IWMS
Your space data platform
Reserving a desk reflects an occupant’s intention to be somewhere, but does not always reflect where they actually were.

Desk Bookings
Allows occupants to book
space ensuring a place
when they are present
It is critical to have a way to inform people where they can meet in person, but determining if invites attended in person and how many is not provided with this data set.

Meeting Room
Reservations
Provides a face-to-face
option for those on-site
Track unique visitors in badge-access areas. Analyze presence rates across the portfolio and view data at floor, building, campus, region, or portfolio level.

Badge data
Track on-site presence
down to business unit
level
Leverage your Wi-Fi network to see occupancy at a campus, building, floor and space level. Make smarter operational decisions without any new capital investment.

Wi-Fi Utilization
Tracking
Insights from your
existing Wi-Fi
Get granular occupancy data for any room, collaboration area, or seat. Pinpoint underused assets and high-demand collaboration zones instantly.

Occupancy sensors
Measure real-time,
workpoint-level use
Whatever the data source, see
clearly how occupants intend
and actually use space, all in
one analytics platform.

Utilization accelerator
See Your Portfolio in
Action
Intention data
What people
plan to do
Behavior data
What people
actually do
84 7. Proposed Methodology to Accomplish the Work
Organizational change and transformation
JLL ’s integrated change management and communications planning service guides organizations through behavioral and cultural adaptation during transitions. JLL will develop a comprehensive Change and Communications Roadmap aligned with the City's organizational goals.

Change management methodology
We follow our proven 5-step change management methodology, typically consisting of the following:

1. Initiate the Change (Workplace Strategy Stage) with the objective to understand the current situation to identify gaps and define focus areas:
• Workplace and culture brief development.
• Existing data review.
• Understanding current processes and client's communication structures. • Mobilization and kick-off meeting.
• Visioning session and KPI setting.
• Site tour and existing space audit.
• Gap analysis.
• Stakeholder mapping.

2. Prepare the Change (Detail Design Stage) to identify sponsors and stakeholders:
• Kick-off meeting with local leadership.
• Leadership and key stakeholder interviews.
• Business unit focus groups.
• Pre-move survey preparation.
• Change roadmap development.
• Change champions kick-off.
• Communication plan creation.

3. Plan the Change (Detail Design Stage) to define interactions and tools to be used through project team meetings, Change champion trainings, meetings and workshops, design stabilization.

4. Implement the Change (Construction and Final Move In Stage) to develop interactions and activities to prepare users for change, mitigating resistances inclusive of: townhall sessions, newsletters, nudge videos, communication site (Intranet/Sharepoint), events, hard hat tours/early-site tours/roadshows, coffee corners (staff participation session), workshops and trainings (e.g., social etiquette workshop), focus groups/trainings, user manual and go-live support

5. Sustain the Change (Post-Move Review Stage) to evaluate the change post-occupancy via post-occupancy surveys / interviews / workshops, Leadership feedback session and change management close out report and recommendations.
85 7. Proposed Methodology to Accomplish the Work
Benefits of integrating change management services with other real estate services Integration of change management with other services offered by JLL as part of the property lifecycle creates significant value through:
• Strategic alignment: When change management is integrated with real estate services, workplace transformations align better with broader business objectives. This ensures real estate decisions support organizational goals rather than operating in isolation.
• Enhanced employee experience: Real estate changes directly impact how employees work. Integrated change management addresses human factors like resistance, concerns about new locations or work styles, and adaptation to new environments, ultimately improving adoption and satisfaction. • Cost optimization: Proactive change management reduces implementation delays and productivity dips that often accompany workplace transitions. This leads to faster realization of the financial benefits behind real estate decisions.
• Risk mitigation: Major real estate changes (relocations, consolidations, new workspace designs) carry significant operational risks. Integrated change management identifies potential issues early and creates mitigation strategies. • Sustainability in transformation: Rather than treating change as a one-time event, integration embeds adaptability into the organization's culture, making future real estate evolutions smoother. • Holistic solutions: The integration allows for comprehensive approaches that address physical space, technology, and human needs simultaneously rather than treating them as separate challenges. • Data-driven decision making: Change management processes generate valuable feedback that can inform future real estate strategies and workplace improvements.

Our process includes workshops to establish the “Why,” stakeholder mapping, change champion networks, and toolkit development for leadership, managers, and employees. Deliverables such as town hall decks, newsletters, FAQs, and training materials ensure consistent messaging throughout the RTO and HQ relocation.

Department strategy
Change management program
strategy at the enterprise level
Change management services at
the project level
Mid-level managersExecutive engagement Employees
• Department change
vision development
• Change management roadmap
• Change management and
communications planning
• Employee survey management
• Executive stakeholder engagement
• Leadership visioning
• Stakeholder interviews
• Monthly sponsor meetings
• Virtual/In-person town halls
• Project sponsor videos
• Sponsor email
communications templates
• Change ambassador and
manager training
• Etiquette workshops
• Etiquette videos
• Manager to-do checklist
• Focus groups
• Clean-up and pack events
• Day-in-a-life
• FAQ
• Grand opening events
• Posters and digital signage
• Intranet and web content
• Welcome messaging
• Project mailbox
• Virtual office hours
• On-site move support
• Virtual concierge support
• Neighborhood council
City department goals Project-level change
86 7. Proposed Methodology to Accomplish the Work
Global forecasting and analytics
Research Market information is a critical component
of every phase of the real estate process. JLL has
invested in cutting-edge technologies and devotes
unprecedented manpower to tracking market data to
create a sophisticated, tactical model of research and
analysis. We work hand in glove with the brokerage
teams to ensure that real time business terms and
influences are captured and understood. This approach
allows our research team to deliver intelligence and
insights to achieve cost savings and other customer
service objectives. We track space availability and
tenant information through our proprietary database,
MarketSphere along with CoStar, LoopNet, local realty
associations and internal databases. Additionally, each office subscribes to local sources of online information from various commercial realty as associations.

Understanding today’s commercial real estate dynamics,
identify tomorrow’s challenges and opportunities and
drive strategic recommendations are key to a proactive
approach. Our research programs are designed to
provide practical interpretation and innovative thinking that drives optimal real estate decisions. We employ
an experienced and knowledgeable research group
to provide our clients the most thorough, accurate
and timely information. Our more than 600 global
research professionals cover macro and micro trends
and forecast future conditions in over 65 countries,
producing unrivaled local and global perspectives. Our team tracks and analyzes the best real estate data from proprietary and third-party information resources, while continually monitoring and modeling the key economic,
capital market, industry and demographic indicators
that impact commercial property markets and help us
predict what is around the corner to create competitive advantage for our clients. In-depth industry tools and insight includes:
• Industry indicators (how to measure performance)
• State-of-the-industry (key statistics, revenue, annual growth, industry issues, key external drivers)
• Leading industry trends and their impact on
real estate
• Key business performance issues
• Diagnostic tool kit — matching business objectives
with real estate solutions.

Outlook
reports
Local
market insights
Economic
insights
Benchmarking
data
87 7. Proposed Methodology to Accomplish the Work
88 43 900+ 175,177 $20B
SOC certification languages global employees managed locations spend managed $4.62 $57M 450+ 250 20+
Return per $ paid to
lease administration
total cost savings /
avoidance
clients countries technologies utilized
Without an effective lease administration program,
companies and governments alike lack the foundation
for successful strategic real estate planning and
portfolio management. Over 25 years of providing
lease administration services to corporate clients has
positioned us as the global industry leader in this area.

Distinguishing features of our lease administration
platform are illustrated below. Some features that make us the most sought-after partner for handling lease
administration services are:
• Four lease administration regional operating centers
around the globe - Pittsburgh, Warsaw, Mexico City,
and Gurugram, local hubs in Toronto and Dalian, and
leadership in London, Pittsburgh, Chicago,
and Singapore
• 450+ clients and 900+ professionals worldwide,
administering 175,177 leased and owned
sites annually
• $20 billion in spend managed in 2023
• $57 million in cost savings and avoidance achieved
in 2023
• Documented, standard processes that are
SOC 1 compliant
• SOC1 Type II Audit global certification for standard
processes and Portfolio app
• Internal audit team and programs ensure focus on
data accuracy and process compliance
Lease Administration
Toronto
Gurugram
Dalian
Mexico City
Pittsburgh
Warsaw
88 7. Proposed Methodology to Accomplish the Work
Lease Essentials
Our scaled down lease administration program with optional scope to best meet your needs. Options include light abstraction with limited key lease fields abstracted or standard abstraction and periodic reporting, data audits, and desktop audits or operating expenses. With a focus on automated critical date notification and help desk support, Lease Essentials is a cost-effective entry point into portfolio management. This fundamental step into lease administration is a perfect starting point for clients who do not require dedicated lease administration staff, certified SOC1 policies and procedures but do need an effective method to manage data and critical dates.

Lease Essentials allows you to select the lease administration service level for us to deliver a solution that best meets your needs to manage data and critical dates. We offer light abstraction with limited key lease fields abstracted or full abstraction under one of the standard models and optional audit services. With a focus on automated critical date notification and help desk support, Lease Essentials is a cost-effective entry point into portfolio management.

Technology-enabled outcomes: JLL Portfolio
Capabilities Included Abstraction
Scope
Abstract key lease fields (financial, lease terms critical dates) ✓ Standard abstract of all lease terms and operating conditions ✓ Standard models for lease abstraction criteria ✓
Double-checks of all abstractions to ensure data accuracy ✓ Operating expense information captured from lease documents ✓ Documents scanned and housed ✓
Abstract tenant allowances and security deposits ✓
Ongoing updates of lease information based on receipt of new documents ✓ Automated/"push" notifications of critical date information ✓ Standard report library and additional self-service reporting capability ✓ Lease Administration dashboards for data visualization for clients using Portfolio App ✓ 89 7. Proposed Methodology to Accomplish the Work
Development management
Maximize the return of your assets
Build or enhance your real estate project on time and on budget with experienced consultants that manage every phase of the development process from inception and due diligence through successful completion and beyond.

Whether you’re launching new projects, expanding your portfolio, consolidating assets, or pursuing adaptive reuse, JLL delivers customized solutions to maximize property value and ROI across your entire development journey - providing the expert guidance needed to evaluate feasibility and make informed investment decisions that optimize market performance.

Our project and development services team delivers independent, research-led advice on all stages of the development process. Covering both the private and public sector, we work across a range of industries and are transforming the way our clients develop land and buildings. JLL stands with you as your dedicated trusted development partner, supporting your success from initial planning through project completion and beyond.

Our services
Development experts
We have a proven track record
managing over 200M square feet
of new developments in
North America .

Scalable team
With 3,300+ project managers in
North America, we can scale to
meet increasing demand without
compromising on performance
or expertise.

Breadth of experience
We have built for all sectors,
including offices, retail, industrial
and logistics, public sector, health,
education, residential and hotels.

What makes JLL a trusted development partner?
Pre-development services Development execution Post-development services Financial services • Development advisory
• Feasibility studies
• Site due diligence and site
constraints
• Location economics
• Highest and best use analysis
• Property performance
assessment
• Financial modeling
• Market analysis and demand
studies
• Development management
• Preliminary design services
• Entitlement services
• Cost control/estimation
• Construction monitoring
• Project scheduling and phasing
• Procurement strategy and
vendor selection
• Risk management and
mitigation strategies
• Value engineering
• Project governance and
reporting frameworks
• Property management
• Property conditions assessment
• Brokerage
• Exit strategy development
• Asset repositioning advice
• Access to debt (Capital Markets)
• Joint venture structuring
90 7. Proposed Methodology to Accomplish the Work
Approach to project management/owner representation
Our operating philosophy is always to keep your best interests top of mind and provide excellent customer service, as well as monitor your satisfaction throughout the entire project. We view our role as an extension of your staff, working together to overcome challenges and deliver solutions.

Our project approach is designed to reinforce strategic goals, institute governance, boost engagement and productivity and mitigate risks. With subject matter experts in delivering transformational projects, we will bring the necessary insight and experience to advise and support you on this project.

We will leverage our collective expertise, tools, technology, controls, best practices and dedication to ensure the project meets your objectives. JLL will help you to achieve your goals by utilizing our guiding principles. • Lead and advise to make timely and
informed decisions
• Deliver customized solutions
• Ensure overall project
vision realization
Lead the process
Foster accountability
• Create a collaborative team
building environment
• Provide conflict
resolution solutions
• Understand the self-interests
of team members, set expectations
Guide the team
Whole > sum of the parts
• Define and document scope
• Provide effective and
clear communication
• Set expectations and maintain
accountability to reduce
scope creep
Manage the scope
Make it simple
• Leverage purchasing power
• Create value engineering solutions to
reduce needless spend
• Utilize the latest financial controls
and reporting tools
Control the cost
Cut cost, not corners
• Proactively maintain project
schedule process
and approvals
• Verify commitment from all
consultants and contractors
• Manage resources (e.g., design
control and material lead times)
Drive the schedule
Time is money
• Utilization of an experienced team
that understands project nuances
• Create a Risk Register to identify and
document risk and
establish protocol
• Execute on mitigation strategies
Reduce the risk
Knowledge is power
Our six guiding principles to project management
91 7. Proposed Methodology to Accomplish the Work
Construction project management
Variable project management
Program management
PDS platform
• Tenant improvements
• Capital improvements
• Move management
• Multi-site programs
• Project consulting
• Transactions support
Variable project management
• Development management
• Development advisory
• Technical due diligence
• Investment development management
• Construction management
• Build-to-suit development
Development management
JLL offers a full spectrum of project and development management services for new projects and redevelopment initiatives involving office, industrial, convention centers, sports/entertainment complexes, and specialty projects, such as urban, mixed-use facilities, parking facilities, hotels, retail shopping centers, medical facilities and residential developments.

Our approach
Having managed thousands of projects, we understand what it means to optimize project objectives for a client and how to achieve it. Fundamental to our success is our unwavering belief that each type of management service we provide has a process, and that each step in the process should be initiated for any project, regardless of size, scope or location. Our work with The City will start with the identification of the project specifications and requirements and will be completed only when the project outcome is closed out, and successfully operating. 92 7. Proposed Methodology to Accomplish the Work
Proven 5-phase process
Every project, whether it is handled through a Variable Project Manager or a Program Manager, follows the same 5-Phase Project Management Process. Our process is time tested and proven, tied to your project and business objectives, designed to maximize results and minimize risk. Our focus is based on a view of the complete real estate life cycle. • Transition project
knowledge
• Engagement
notice signed off
• Project funding
signed off
• Confirm project
process
Initiate
1 • Prepare
execution plan
• Develop schedule
• Develop budget &
cost assumptions
• Plan and
execute project
procurement
process
• Plan risk & value
management
process
Plan
2 • Manage design
development
process
• Update budget
• Update schedule
• Manage
production and
construction
documents
• Manage
procurement
• Validate project
scope
Design
3 • Manage
permitting
process
• Manage
construction
process
• Manage
substantial
completion
process
• Manage move
• Manage
commissioning
Construct
4 • Complete close
out of designer’s
and contractor’s
activities
• Complete
closeout
of financial
activities
Close
5 Integration with Transaction Management
Our standard approach to transactions is to involve project management staff at the earliest opportunity, including initial surveys and site tours. This enables us to consider a broad range of possibilities, while also eliminating any less favorable options early in the process. Project Managers help prepare detailed due diligence reports of the facilities toured to provide guidance in the negotiation of base building conditions and responsibility for remediation.

Our clients gain organizational efficiency, cross-functional solutions and comprehensive strategic responses that enable them to achieve cost savings in the range of 10 to 25 percent over self-performance in-house management or non-integrated models.
93 7. Proposed Methodology to Accomplish the Work
Cost management
Providing creative solutions as an independent advocate always representing the owner’s best interests Our in-house cost management practice group combines talent, research and market intelligence to help create value and reduce commercial risk. We tailor our services to meet the specific needs of our clients. We create synergies and implement integrated solutions throughout all phases of the real estate life cycle. Our primary goal is to deliver your project on-budget and on-schedule. With a focus on analyzing and optimizing your projects cost structure to drive cost efficiency, our team of experienced cost managers will provide real-time, independent cost advice. Rather than report costs, our approach is to manage them proactively, ensuring that at any stage of your project you have up-to-date and accurate information to make informed decisions. Our preliminarily cost estimates include breakdowns that align with project requirements, all direct and indirect construction costs, and project costs if required. This initial estimate sets the road map for costs and provides a set point to reconcile back to.

Our services
Client benefits
Technology
• Conceptual and detailed milestone estimating
• Value engineering and budget reconciliation
• Feasibility studies
• Benchmarking
• ROI studies
• Budget accounting and forecasting
• Risk management
• Change order management
• Bid analysis
• Change management and final audits
Enhanced decision-
making and control
Transparent risk
management
Budget confidence
and certainty
Cash savings and
improved cashflow
Business
efficiencies
Detailed cost analysis and
proactive approach to
ensure investment
decisions are based upon
comprehensive data
Expertise to provide
comprehensive identification,
quantification and mitigation
of commercial risk.

Through budget
development, benchmarking
and cost analysis, we forecast
cost and the impact of
change throughout the
project life cycle.

We develop accurate budgets
and implement cost control
procedures to unlock benefits
that support business
planning and growth.

By aligning our services with
your internal procedures and
reporting requirements, you
can concentrate on your core
business activities.

CostX software is a powerful tool utilized by
JLL Cost Management to streamline estimating,
quantity takeoff, and cost control processes. With
its advanced features and functionality, CostX
enhances accuracy and efficiency, ensuring
precise cost forecasting and tracking.

Primavera P6 software serves as the cornerstone
of JLL’s project controls approach, empowering
us to effectively monitor, analyze, and manage
project schedules. With its robust features and
intuitive interface, Primavera P6 ensures
accurate planning, resource allocation, and
progress tracking.

With Autodesk Revit software, JLL Cost
Management harnesses the power of BIM
technology to enhance cost management
processes. Revit’s intelligent 3D modeling
capabilities enable accurate cost estimation and
visualization, ensuring streamlined decision-
making and project cost optimization.
94 7. Proposed Methodology to Accomplish the Work
Relocation and move management services
Our relocation strategies, techniques and process
identified below can be applied to small and large
projects to streamline any relocation project.

Relocation Management
Plan Kick-off meeting – meet with The City project team to gather project information; establish scope, approach and communication protocols.

Relocation project visioning session – Meet with key
stakeholders to discuss factors contributing to project risk and success. Discuss the project framework to date and
make adjustments as needed.

Data collection and inventories – Through document
requests, on-site walkthroughs and one-off meetings with stakeholders, gather site and content information relevant to the scope.

Relocation project plan generation – Generate and
get team buy-in on a master plan that will serve as a
communication and guidance tool for the remainder of
the project. To including the following:
• Quality assurance and oversight plan
• Communication plan
• Overall approach strategy
• Project schedule
• Project budget
• Risks and mitigations
Conduct relocation project team meetings – Assemble the project team, provide supporting documentation, provide strategic direction and work with team to define process, tasks and timing to deliver an efficient and timely move.

Conduct move vendor RFP - Develop, issue and analyze a
mover RFP; host walk-throughs at each site; assist client in vendor selection.

Conduct move coordinator meetings – Develop a move
team comprised of one person from each department,
called a move coordinator, who will act as a liaison for their department and a primary point of contact for JLL.

Hold regular meeting to inform the team about process
and progress and discuss concerns from their teams.

Develop and manage the move matrix – Create and
maintain a move database with from/to locations,
phone and network jack numbers and other personnel
information as needed.Conduct quality check-ins –
The RPM area lead will check in regularly, as defined
by the quality plan, with the client team to assure that expectations of both the client and JLL are being met.

Any issues and proposed solutions will be documented
and monitored.

Coordinate the file planning and mapping process –
Develop a file assignment matrix and move strategy for all relocating files. Communicate process to end users who
are responsible for purging and packing.

Coordinate any FF&E, IT, A/V or Other Vendors – Work
with each vendor contact to support overall move plan
and coordinate vendor’s services
through completion.
95 95

7. Proposed Methodology to Accomplish the Work
Move
Move logistics preparation – Plan and implement
straightforward, easy to follow methodologies that
simplify and clarify the physical relocation for end users, movers and other outside vendors.

Staff communication – Develop and implement
communication to the client population to provide
information and updates on all aspects of the
relocation, as well as to collect questions and disseminate answers through:
• Move coordinator meetings
• General staff town hall meetings
• Building tours
• Internal client website
content authoring
• Newsletters
Provide on-site move supervision – Supervise moves
on-site during all move phases, monitor the process and provide direction to the various participants.

Provide an online post-move request system - Implement
electronic move request system to efficiently distribute, record, and report on staff move requests.

Set-up and manage a post-move support center – Staff
command center to handle incoming post-move requests
following each scheduled move event.

Close
Coordinate surplus management – FF&E disposition.
• Inventory – Generate inventory and assessment of
remaining assets.
• Vendor selection – Negotiate with potential vendors
for removal of excess assets;
• conduct walk-throughs with each vendor.
• Coordination – Provide general coordination of asset
disposition and building clean-up with vendor and
building management.
• Supervision – Provide on-site supervision of
vendor activities.

Coordinate with building management
– Coordinate move logistics with each
buildings’ management.

Develop and implement a cleanout
campaign – Reduce files and other
storage through a well communicated and
coordinated cleanout campaign. Assist
with retention plan communication, file
purging and off-site storage coordination.

Develop and distribute the move packet –
Create and distribute custom packing and
tagging instructions, pre-printed labels
and keyboard bags to staff.
96 7. Proposed Methodology to Accomplish the Work
Workplace design

We provide clients with transformative, industry-changing, and effective design that propels growth — all backed and bolstered by JLL’s global team of experts in project management, energy sustainability, tenant representation, agency leasing, and property and facilities management. Your environment and how it is experienced can have a transformational impact on occupiers, reinforcing your mission, vision, values, and culture. It can also serve as a communication platform that has the power to ignite occupiers as brand ambassadors, serving as a consistent education and enculturation tool as well as a mechanism to drive engagement with visitors, vendors, and other guests.

Our services
Strategy consulting Planning Experience design Brand marketing • Research & Insights
• Workplace Strategy
• Corporate Culture
• Workplace Communications
• Change Management/
Change Communication
• Space Planning
• Clinical Planning and
Programming
• Functional Programming
• Massing & Feasibility Studies
• Workplace Design
• Furniture Selection
& Specifications
• Design Guidelines
• Strategic Planning
• Activation & Awareness
• Integrated Communications
• Digital Experiences
97 7. Proposed Methodology to Accomplish the Work
Small space alternatives/flexible office solutions
Flexible space refers to a range of space types that organizations use to enhance portfolio flexibility, reduce occupancy costs, foster collaboration and innovation, and attract and retain talent.

Our clients are leverage flex space to achieve objectives such as:
• Providing swing space for short-term needs
• Enhancing culture generally
• Creating special project team environments “off campus“ to foster small team culture • Incorporating innovation into the business model
• Providing project-centric space
• Addressing the needs of a mobile workforce
• Providing infrastructure for a contract workforce
• Testing the concept
• Accommodating business travelers on a nimble and virtual basis • Reducing capital expenditures related to commissioning new offices • Reducing administrative and support staff costs associated with satellite offices JLL provides comprehensive guidance to clients in determining and implementing flexible space solutions. We offer expertise in the following primary approaches:

Evaluate and Implement Flexible
Space Alternatives: We assess
the suitability of flexible space
alternatives as part of our transaction
management process. By comparing
traditional lease arrangements with
flexible space options, we provide
clients with a comprehensive
assessment of their relative value.

If flexible space is the preferred
option, we ensure that the request for
proposal (RFP) documents reflect the
desired flexibility. We then negotiate
optimal contractual arrangements,
tailored to the client's objectives.

These can range from annual service
agreements for dedicated spaces to
membership subscriptions for shared
desk spaces or conference rooms.

Leveraging our relationships with
various coworking providers,
we structure advantageous terms and
conditions. If a lease arrangement
with a traditional landlord is
selected, we negotiate terms that
maximize flexibility.

Assess and Facilitate Flexible Space
Offerings: We evaluate flexible space
offerings and facilitate arrangements
with suitable providers. Coworking
has experienced rapid growth, driven
by both large corporations seeking
flexibility and entrepreneurs/start-
ups in need of shared spaces. We
assess the compatibility of coworking
options with a client's culture, values,
brand, and objectives. Key factors
considered include the privacy
of space, amenities and services
within the location, contractual
relationships, and the culture of the
space. Corporate stability, geographic
reach, and the client network are
important considerations when
evaluating broader relationships with
coworking providers.

Develop Portfolio Strategies with
Flexible Space: We collaborate
with clients to incorporate flexible
space into their portfolio strategies.

This may involve migrating certain
requirements, such as small offices
or specific teams, to coworking
spaces to achieve run-rate savings.

Our Portfolio Analytics Tool (PAT)
facilitates a complete analysis of
coworking alternatives and potential
savings, supporting a fully integrated
real estate strategy. We also help
clients optimize space utilization by
securing coworking memberships
for employees who spend limited
time in the office. Additionally, we
assist clients in leveraging coworking
to shape culture, drive innovation,
enhance the employee experience,
and attract talent.
98 7. Proposed Methodology to Accomplish the Work
Our management approach is to create dynamic property-specific strategic and tactical implementation plan and timeline for The City’s select assets as needed. We will transform your spaces into places through proactive management, experiential tenant programming, workplace solutions, sustainability strategies and leading prop tech solutions.

Our comprehensive property management and sustainability services are ideally positioned to support the City of San Bernardino to meet AB 802 guidelines. Our expert team can conduct thorough energy audits, implement energy- efficient upgrades, and develop tailored strategies to reduce energy consumption across your real estate portfolio. We leverage cutting-edge technology and data analytics to monitor and optimize building performance, ensuring ongoing compliance and cost savings. Our experience in green building certifications and sustainable practices in partnership with our Project and Development Services team allows us to navigate complex regulatory requirements effectively. By partnering with JLL, the City can not only meet the mandates of AB 802 but also enhance the overall sustainability and value of its properties, setting a benchmark for environmental stewardship in the region.

Our institutionalized approach to cost savings and operational efficiencies, to enhance the value of the assets, is to implement programs related to service contract management, energy and operational efficiency and capital cost management.

Working with our
team, The City will
benefit from:
• A boutique approach with access to the power of one JLL - national platform, diverse real estate expertise and global resources
• Access to industry-leading technology, revenue-generation and cost-control platforms • Bench strength of our property management, accounting, engineering, operations, construction management and marketing experts
• A focused and consistent client service team accountable for your property • Extensive sourcing and procurement platform, including insurance • Enhancement of the tenant and guest experience through our dedicated Experience Management experts
• High quality asset performance
Sourcing and
Procurement
Sourcing and Procurement is a market-differentiating, cross-functional program that leverages JLL ’s purchasing power of over $30 billion. We drive NOI and control operating expenses by leveraging JLL ’s regional bidding program, national platform for procurement for goods and services, and operational efficiencies. We are the only third-party property management provider that bids out regionally and passes savings along to our clients.

Energy
management
and procurement
programs
• Property-level energy reviews and sound operating and maintenance practices to ensure efficient energy consumption and lower costs
• Participation in ENERGY STAR program
• Utility bill analysis and benchmarking
• Exploration of procurement options, including deregulation and alternative supply opportunities
• Building commissioning and retro-commissioning
• Green Globes and LEED assessment and certification
Property and facilities management
99 7. Proposed Methodology to Accomplish the Work
Sustainability consulting
Advising from a real estate mindset
We strive to make buildings healthier, more efficient, and better aligned with the needs of people and the planet.

We understand how to translate sustainability goals into real estate strategy with project execution skills to deliver them. JLL has a history of more than 20 years of thought-leading client advice and practical experience in the realm of sustainability consulting services. We have partnered with 500+ clients to develop and implement their sustainability strategies, receiving more than 44 sustainability awards. Equally important, we prioritize collaborative partnerships with our clients to drive down their own emissions by providing scalable, replicable solutions that support their sustainability goals.

Our unique combination of skills and experience delivers a robust sustainability approach that will enhance your reputation, enable positive student and faculty engagement, drive cost savings, manage risks, ensure compliance and deliver results. We support our clients by providing industry-leading strategies, as well as tools and technologies to achieve our clients’ sustainability goals. We have also helped to set many industry standards for sustainability, including, but not limited to, GRI, CDP , ULI Greenprint, GRESB, EPRA, LEED and WELL. We know what it takes to both set and implement a successful sustainability strategy that creates shared value and saves costs.

What we do
Talent attraction
and retention
CRE health and
wellness consulting
Increased real estate value, while
reducing building and tenant
operating costs.
3rd party
green certifications
(LEED, WELL, Fitwel, ILFI)
Measurable Return
on Investment (ROI)
Commissioning
Improved occupant health, comfort,
productivity and wellness
Reduced environmental
footprint
ESG reporting
Positive brand reputation
and marketing
What sustainability delivers
Sustainability and decarbonization
strategy and implementation
Electric vehicles
and clean energy
100

7. Proposed Methodology to Accomplish the Work
Capital Markets
Our corporate finance and net lease professionals bring an unmatched combination of expertise in finance, lease accounting, tax and transaction structuring with global access to capital to help real estate occupiers and net lease investors make the best financial decisions to optimize transaction economics and maximize asset value.

Professionals in Capital Markets help build a bridge between your real estate occupancy needs and your economic and financial reporting objectives. JLL delivers creative structures that align your real estate objectives with your overall business goals. We are uniquely positioned to help City of Spokane to develop strategies for single properties as well as complex portfolios. We offer Capital Markets expertise in:
• Single-tenant investment property sales
• Corporate surplus and sale-leaseback monetization
• Build-to-suit transaction structuring
• Complex lease structure negotiation
• Portfolio and asset optimization strategies
• Scenario development and financial impact studies.

Our Capital Markets professionals are highly skilled at pinpointing and tailoring the right capital solutions for your needs. This group includes a broad range of real estate investment debt and equity specialists, as well as P3 finance experts, working on all property types and in all the major national markets on behalf of a range of clients.

Specialists within Capital Markets will be available during the initial strategy development to serve as a resource for lease vs. own strategies, lease accounting review of the portfolio and establishing capital market input protocols for key transactions
Property sectors
• Affordable Housing
• Data Centers
• Healthcare
• Hotels & Hospitality
• Industrial
• Land
• Life Sciences
• Medical Office
• Multi-Housing
• Office
• Retail
• Self-Storage
• Seniors Housing
• Student Housing
101

7. Proposed Methodology to Accomplish the Work
Development and asset strategies
Our team is made up of experts in urban planning, development finance, civil engineering and public entitlements. With that unique mix of skills, they manage outstanding executions for our clients by:
• Creatively repositioning vacant or under-utilized properties for disposition. We are well versed in identifying the highest and best use for urban infill sites. This includes looking beyond traditional uses to provide you with a full spectrum of possibilities and options.
• Strategically identifying acquisitions that anticipate favorable development trends. We understand the challenges involved in new uses and work with the local community to create a mutually beneficial outcome. • Overcoming impediments posed by environmental contamination. We utilize best practices in brownfield redevelopment and work systematically to diminish risk to all involved parties. • Managing and facilitating redevelopment programs. We have an intimate understanding of the entitlement process and we will assist you in every phase of the zoning process. • Disposing of redundant facilities quickly and at the highest achievable price, freeing capital • These dispositions have freed the client’s capital for reinvestment in its core business.

With a national service platform dedicated to land and redevelopment, we help owners of land and properties get ready for a change in use, monetize assets and convert them to productive use. Over the last ten years, our experts have sold development sites worth over $5 billion. We strive to develop creative strategies for the most challenging assets. • Market impacts
• Understanding market
fundamentals &
identifying opportunities.

Managing
Complexity
Market
analysis
Capital Markets Public sector
impacts
Environmental
Issues
Entitlements
• External impacts
• Valuing &
underwriting realistic
development options
• Global credit and
capital market
knowledge
• Brownfield
• site experience
• Understanding
public incentives
• Competing projects
/ demand analysis
Demographic
trends
102

7. Proposed Methodology to Accomplish the Work
JLL has extensive valuation and review experience
for virtually all asset types. We gather local market
knowledge from our partners in leasing, investment sales and research to deliver accurate, reliable and impartial property valuations with prompt and efficient service.

Through best-in-class analytics, we provide consistent
application of the most sophisticated valuation tools
and deliver standardized reports to clients for ease
of review and presentation. Our professionals have
the knowledge and resources to provide the City with
objective solutions based upon successful strategies and a uniform methodology.

Our typical valuations process involves:
• Detailed review of a property or portfolio
• Assessment of trading performance and
operating potential
• Analysis of market fundamentals
• Interpretation of investment market trends and insights • Access to underlying real estate data from associated real estate classes
• Review of cash flow expectations
• Preparation of an independent income and
expenditure forecast
• Application of multiple valuation methodologies
• Preparation of a compliant valuation report
JLL has supported numerous global clients, government
agencies, as well as state and local entities, in conducting comprehensive market studies and producing
highest-and-best-use studies of sites that required the establishment of fair market value under different re-use scenarios. The conclusions were supported with a self-
contained appraisal compliant with USPAP . Additionally, JLL has provided dozens of brokers opinion of value to
public sector clients.

The valuation of properties for financial and public
entities requires specific adherence to methodologies and laws governed by the State as well as other governmental entities. Work performed by JLL Value and Risk Advisory is in accordance with all applicable laws, codes, and
regulations, ensuring that our work can be relied upon
for all possible uses by organizations like the City of San Bernardino.

Valuations and risk advisory
103

7. Proposed Methodology to Accomplish the Work
JLL ’s Environmental and Property Condition Service provides an end to end solution for clients and creates a unified, best-in-class resource for third-party due diligence reports in the U.S.

Our professionals will have expertise in Fannie Mae and Freddie Mac underwriting guide requirements for Appraisal, ESA, Green, PCA, Seismic, and Zoning. By leveraging our integrated technology and deeply connected global Value and Risk Advisory team, our clients can bundle their third-party transaction needs into a single trusted point of contact. We provide the following services:

Environmental property condition services
Appraisal Services
• 3rd-party MAI market valuations
• Fee Simple, leased fee and going concern
valuations
• Quarterly & annual portfolio valuations
• Net Asset Valuations (NAV)
Property Tax
• Pre-acquisition/development tax estimates
• Assessment reviews and appeals
• Personal property tax return preparation and
audit representation
• Tax bill tracking and approvals
Environmental & Property Condition Services
• Phase I Environmental Site Assessment (ESA),
ASTM E1527
• Property Condition Assessment (PCA), ASTM
E2018
• Fannie Mae & Freddie Mac
• Seismic & zoning
• Data collection and analytics
Strategic Advisory
• FINRA licensed net asset valuations
• Underwriting due diligence
• Portfolio optimization & value enhancement
• Transaction support
• ESG advisory
Compliance
• Independent 3rd-party
• USPAP and FIRREA
• Fannie Mae & Freddie Mac
• FHA/ HUD 232 & 242
• LIHTC (Tax Credit)
• FINRA Licensed Net Asset Valuations
Market and Feasibility Studies
• Feasibility and market studies
• Supply and demand analysis
• Fair market rent analysis
• Funding, profit and revenue analysis
• Stark Law compliance
104

7. Proposed Methodology to Accomplish the Work
Strategic Advisory
Portfolio Analytics • Benchmarking
Lease Administration
& Accounting
CoStar (client system)
Transactions
& Brokerage
Market
Project Management
& Capital Planning
AdaptiveWork
Facility Management
Corrigo • MCIM (Critical Environments)Occupancy
Space
Energy &
Sustainability
Canopy
Procurement
Jaggaer
Finance &
Accounting
Spend • Budget
Human Experience
Mobility Apps • JLL Check
BI Portal
Analysis Insight
Data Warehouse
Critical Preventive &
Demand Work SLAs
Budget
Performance
Revenue & Cost
Per Sq. Ft.

Portfolio Overview &
Opportunities
Assessment
Supplier Performance
Scorecard
Energy & Sustainability
Actuals vs. Target
Tracking
Risk Management
KPIs
Transaction
Management Process
Compliance
Capital Planning
Project Dashboard
TM Essentials
Centrally Based Support
Compliance
& Security
Innovation Data
Governance
Account
Management
Helpdesk Business
Intelligence COE
No other real estate firm in the industry has made as
significant investment as has JLL in using technology to transform the way we support our clients. Operating on
the frontlines of CRE technology innovation, we bring
new technology-empowered solutions to traditional
CRE functions to accelerate and surpass your progress
toward meeting key objectives. We are advancing new
technologies purpose-built for CRE, leveraging the
IoT , predictive analytics, AI and machine learning to
disrupt traditional service delivery, and transform our ability to manage workplaces, buildings and portfolios
Our technology roadmap looks to the future of work
as it evolves within the next five years. The goal of the technology road map is to empower you to become
agile and responsive to the rapid pace of business,
environmental and technological change – creating
modernized real estate operations. By keeping a finger
on the pulse of innovation, piloting innovations, and
investing in our people, processes, and technologies,
we will help you unleash the art of the possible. With
a comprehensive technology roadmap that covers all
aspects of your real estate operations, you can transform your portfolio, standardize processes, ensure your tech stack scales with your organization, and make your
business sustainable and future ready.

From the outset, we will use two core technologies
to support the City for portfolio optimization and
transaction management: Portfolio Analytics Tool (PAT)
and our geospatial market visualization tool (Blackbird).

The use of these technologies will be no cost to the City.

As we work further with the City, JLL Technologies team (JLL T) has the expertise and tools to helps you select, implement, and manage CRE technologies, as well as
optimize the platforms you already use—and create a
technology roadmap for the future customized to
your needs.

Driving transformative change with technology
105
Fee Proposal
8 106

Page 20 of 39 ends

VENDOR QUOTE FORM
(Required Submittal)

VENDOR NAME: PHONE:

ADDRESS:

RFP F-26-1049

PROFESSIONAL COMMERCIAL REAL ESTATE ADVISORY AND TRANSACTION SERVICES

The undersigned hereby submits the following price quote in response to the above-referenced RFP. Pricing includes all labor, materials, equipment, transportation, and services necessary to perform the work described in the RFP.

ITEM NO. DESCRIPTION QUANTITY UNIT COST
TOTAL
AMOUNT

TOTAL VENDOR QUOTE
Total Number of Additional Pages:

I declare under penalty of perjury that the information provided herein is true and correct.

SUBMITTED BY: DATE: ___________________
(Authorized Representative Signature)

PRINT NAME: TITLE: ___________________

LIC. NO: CLASSIFICATION: DIR REG. NO: _______________ Jones Lang LaSalle Americas, Inc.
4727 Executive Dr 11th floor
San Diego, CA 92122
312
02/12/26
Managing Director
Matt Do
Matt Do
2011559
Corp.
198939746
4 See attached additional pages

8. Fee Proposal
Fee proposal for the scope of services:

The following fee proposal includes baseline fees and estimated ranges for specific tasks listed in the Scope of Work, using hypothetical scenarios to provide a working-example. Final fees will vary and be determined in partnership between the City and JLL on a case-by-case, scope-dependent basis.

Professional commercial real estate advisory and transaction services:
• Dispositions
• Appraisals
• Massing Studies & Development Programming
• Leasing
• Acquisitions
• Miscellaneous Real Estate Consulting
Additional Work
Hourly Rates
Optional Account-Based Fee Structure:

Dispositions
Appraisals
Provide appraisals for the City including, Highest & Best Use Analysis, Property and Portfolio Appraisals, Market and Feasibility Studies, Evaluations (Alternative Valuations), Financial and Tax Reporting, Parking Studies, Litigation Support and Testimony, Right-of-Way and Eminent Domain, and Institutional Fund Valuations. $300/hr
For property disposition services where the City of San Bernardino is the seller, lessor, or sublessor, the City of San Bernardino will pay JLL a standard fee. This fee will be mutually agreed upon in a separate email prior to the marketing of the property.
107

8. Fee Proposal
Massing Studies and Development Programming
Our project management fees are typically based on square footage and depend on service level, project size and project duration. When we have a clearly defined scope of services, we will work with the City to identify the appropriate pricing model.

Hourly Rates
Addresses :“Additional Work” (as such term is defined in the proposed Agreement attached hereto as Exhibit “B”).

Miscellaneous Real Estate Consulting
Title Standard Rate
Analyst $170 / hr
Senior Analyst $210 / hr
Associate $250 / hr
Senior Associate $300 / hr
Vice President $350 / hr
Senior Vice President $450 / hr
Managing Director $650 / hr
Assuming anticipated sites are within the 2-10 acre range:

Site Analysis, Regulatory Review & Buildable Area assessment (anticipated range per site) - $2,500 – 4,500 2D site test fit and 3D massing study (per site, assumes 2-3 scenarios) - $5,000 – 7,500 Further site planning development of preferred scenario - $10,000 Implementation planning (schedule, phasing strategy, budget development, etc) - $10,000 Total per site range (varies on complexity of site, size and minimum requirement) - $27,500 - $32,000

If sites are in the 50 to 100 acre range, our fee would be significantly higher to ensure we are accurately reviewing each portion, but I assume generally we don’t see these large parcels as part of these type of studies often.

The community engagement portion is arguably the hardest to “price” given the lack of information. If this is attending a public meetings to present the plan, with the City largely conducting the coordination and we are merely supporting, we would assume something around $25,000. If it is full engagement, where we are facilitating boots on the ground engagement, stakeholder interviews, providing content for websites, developing surveys, etc, it could be upwards of $500,000. If fee is a concern perhaps we keep the low side of this range and state “support community information sessions, attend and present preferred plan - $10,000 - 25,000”

Our Hourly Rates for this one are noted below for your use.

SVP - $335.00
VP - $275.00
SPM - $225.00
PM - $205.00
APM - $165.00

108

8. Fee Proposal
Acquisitions
Standard practice in commercial real estate transactions for the seller, lessor, or sublessor to pay the commission for the buyer's/lessee's broker. Accordingly, for all property and brokerage services on behalf of the City of San Bernardino, JLL shall make all reasonable efforts to secure payment of its commission from the seller, lessor, or sublessor.

In the event that the seller, lessor, or sublessor fails to pay the agreed-upon commission to JLL in full at the closing of the transaction, the City of San Bernardino shall be responsible for and agrees to pay the commission amount.

This payment obligation may be satisfied through a direct payment from the City of San Bernardino, or through an equivalent credit that reduces the final purchase price or rent payable by the City of San Bernardino.

Leasing
In the event of a lease, ground lease, sublease , recognizing that municipal portfolios have unique requirements, we will customize our fee structures based on your specific transaction, property type and market standards.
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8. Fee Proposal
Miscellaneous Real Estate Consulting
Title Standard Rate
Analyst $170 / hr
Senior Analyst $210 / hr
Associate $250 / hr
Senior Associate $300 / hr
Vice President $350 / hr
Senior Vice President $450 / hr
Managing Director $650 / hr
Commission rebates
We will propose to rebate a portion of the brokerage commissions to you on a transaction-by-transaction basis. 110

8. Fee Proposal
Micellaneous Real Estate Consulting
Title Standard rate
Energy & Sustainability Energy Advisory - John Lemmond + Climate Decarb - Julian Smith Sustainability & Energy Management Energy Advisory - John Lemmond + Climate Decarb - Julian Smith Electric Vehicle Charging Solutions Energy Advisory - Rob Anderson Smart Buildings & Services TSSO - Branch - Patrick Starke Buildings & Systems TSSO - Christian Whitaker
Transaction Services Rob/Jeff/Mark/GEN as part of other transactions Tenant Representation & Lease Negotiation Brokerage - Mark McAdams Land Advisory Capital Markets Jeff Adkison, Rob McRitchie Corporate Capital Markets CMG - Jeff Bramson (LA Market Lead), Bob Dmytryk (SD) Portfolio Strategy GEN - Eileen
Financial Consulting GEN -Sean B.

Site Selection GEN/Brokerage Mark McAdams
Property Development & Investment GEN
Data & Technology JLL T - Hannah Hoffman (DC)
Network Advisory Solutions Tyler Work, JLL T Facilities Tech Lease Administration Diane Malone, Elayna Kotsaftis Lease Admin - likely low tier needs Flexible Office Space Solutions Matt Quadro, Occupancy Planning Workplace Solutions Matt Quadro, Occupancy Planning
Organizational Change & Transformation Matt Quadro, Occupancy Planning Occupancy Management Matt Quadro, Occupancy Planning
Cost Advisory PDS - Start w/Sarah Friedman (local regional lead) Project & Program Management PDS
Move & Decommission PDS
Construction Risk Services PDS
Integrated Facilities Management PI - IFM - Monique Derrick Site Selection & Location Strategy Scott Redabaugh's team/Mark McAdams Location Intelligence Scott Redabaugh's team/Mark McAdams Global Forecasting & Analytics Scott Redabaugh's team (?); Reseasrch Labor Analytics Scott Redabaugh's team
Location Incentives Jubal Smith
Supply Chain Sourcing Mac Hewett is local and leads supply chain consulting for industrial Design Christina Piper, PDS Design Services
Experience Services (Host & Hospitality) Tyler Kethcart Property Mgmt, Dan Fenton, Hotels and Hospitality Integrated Outsourcing Solutions IPS - Katy Redmond
Business Analytics Scott Redabaugh's team
Valuation & Advisory Services Cameron Boone, David Dominy, VAS 111

8. Fee Proposal
JLL Integrated Services
Outcome-Based Account Partnership
Definition
JLL’s Integrated Services – Outcome-Based Account Partnership model offers an alternative to the traditional per- assignment, transaction-fee method, with a bundled outcome-based partnership that links compensation directly to measurable public value—such as improved delivery of services, portfolio-wide cost savings and spurring community prosperity through real estate.

Instead of stacking hourly or transactional fees, JLL’s model manages outcomes across the City’s entire real estate portfolio through integrated data, centralized planning, and coordinated advisory and transaction services.

Key Themes
• Purpose: Introduces a transparent, performance-linked alternative to standard market fee schedules. • Benefit: Creates measurable financial and operational value aligned with City priorities. • Design: Embeds structured accountability through centralized data and portfolio intelligence. • Outcome: Builds a sustainable, multi-year, data-driven partnership delivering verified cost savings and public benefit.

Pricing Philosophy – Outcome-Based Value Exchange
Moves from effort-based billing to value-linked rewards.

Fees are aligned to measurable outcomes, such as increased disposition returns, higher space utilization rates, or reduced operating costs.

Operational Efficiency Drivers – Integrated Data Backbone Utilizes a centralized asset database combining leasing, valuation, land, asset, operational, facility, sustainability, and utilization metrics to inform all service lines, enhancing coordination and enabling portfolio-level insight.

Outcome-Based Incentives – Shared Savings and Non-Transaction Events Introduces commission rebates or fee offsets tied to quantifiable impact i.e. reductions in vacancy costs, deferred maintenance backlog, or achievement of energy savings.

Outcome-Based Model vs. Traditional Fee Structures
Public-sector alignment: Enhances transparency, creates predictable annual cost envelopes, and quantifies the City’s return on advisory spend.

Value creation: Includes transactional gains and operating efficiencies—from sustainability initiatives and risk mitigation to strategic capital allocation improvements.

This is an optional enhancement to the City’s standard pricing schedule, not a replacement, providing flexibility and accountability consistent with municipal procurement priorities.

Traditional Model Outcome-Based Model
Fees tied to discrete transactions (sales, leases, appraisals) or fixed-fee advisory deliverables based on market
commissions or hourly rates.

Performance-based compensation linked to defined results such as increased space utilization, reduced energy costs, or accelerated development timelines.
112

8. Fee Proposal
JLL Integrated Services
Outcome-Based Account Partnership
In addition to the preceding fee proposal that is responsive to the procurement requirements of this RFP , JLL is providing an additional fee structure for consideration.

If JLL is selected as the City’s Real Estate Partner, an optional ‘Integrated Services’ fee structure would be available to the City.

This is a new and scalable model adaptable to future portfolio growth, ensuring measurable community and fiscal impact. We invite thought-partnership in designing a solution that works best for City leadership..

City Needs and Challenges
The city oversees diverse asset types with dispersed data, requiring coordinated disposition, leasing, appraisal, planning, and consulting support. Priorities include transparency, cost predictability, and demonstrable public value.

JLL’s Standard Pricing Model Summary
Reaffirm JLL’s use of market-based commissions and hourly rates already provided in the fee schedule. Position the new concept as an overlay for strategic partnership—not a substitution for the existing model.

Introduction of Integrated Outcome-Based Concept
Describe how the integrated model unites advisory, transaction, and portfolio management services under a single account governance structure, enabling accountability and measurable impact across the City’s real estate ecosystem.

How the Model Works
• Establishes a portfolio baseline at inception (asset inventory, occupancy cost, income yield). • Maintains a management cadence through monthly reporting and quarterly performance reviews. • Tracks core metrics such as transaction volume, space efficiency, facility cost per square foot, deferred maintenance backlog, and sustainability index. Additional project-level metrics may include savings achieved through alternative delivery mechanisms
• Such as public-private partnerships (P3) or engagement of a master developer, which can accelerate development timelines and reduce overall project costs. • Links compensation adjustments to the achievement of annual improvement targets. 113

8. Fee Proposal
JLL Integrated Services
Outcome-Based Account Partnership
Practical Example Scenario
Example: JLL optimizes underutilized City properties, consolidates leases, and achieves an 8% reduction in annual occupancy costs.
• A portion of these verified savings offsets Account Management fees through an outcome-based rebate.

Example: JLL conducts a feasibility and highest and best use valuation study, performs concept plan massing studies and ROM cost estimating, provides advisory services to solicit, evaluate, and select a developer, negotiates a long-term ground lease with a master developer on City property
• A portion of JLL’s Account Management fees will be rebated back to the City based on the financial event that occurs during the close of the negotiated deal
Pricing Mechanism Concepts
• Annual performance review determines eligibility for outcome-linked incentives. • Baseline metrics are mutually agreed upon at contract start and verified by City staff. • Tiered rebate or credit schedule reflects achievement percentages:
• 5% improvement → 10% rebate
• 10% improvement → 20% rebate
• 15%+ improvement → 30% rebate
Category Description
Financial Predictable cost envelope for account services; potential rebate tied to verified savings.

Operational Improved coordination among service lines, reducing redundancy.

Strategic Enhanced transparency for public reporting and decision-making.

Sustainability Efficiency gains lowering operating expenses and carbon footprint.

Anticipated Benefits
114

8. Fee Proposal
JLL Integrated Services
Outcome-Based Account Partnership
Visual Concepts
Living Backbone Portfolio:

Serves as the foundation of JLL’s Integrated Services – Outcome-Based Account Partnership.

Municipal Outcome Examples
• Reduction in vacant space or land-holding costs.
• 10% improvement in facility energy efficiency.
• Disposal of underperforming assets within target
timeframes.
• Decrease in deferred maintenance backlog.
• Increased revenue through strategic retenanting or
redevelopment.

Evaluator KPIs and Transparency Indicators
• Annual cost-to-value ratio (total advisory spend vs.
validated economic benefit).
• Energy cost per square foot.
• Space utilization percentage.
• Transaction cycle time improvement.
• Public-facing dashboard tracking quarterly and
annual progress.
• Accelerated project delivery timelines
Asset data inputs
(leases, valuations, energy metrics).

JLL analytics engine evaluating
asset utilization, cost,
and performance metrics.

Service modules
leasing, disposition, sustainability,
development, and advisory
—all drawing from
the shared intelligence.

Insight
Action
Impact
115
Insurance
9 116

Page 21 ends

of 39

ACKNOWLEDGEMENT OF INSURANCE REQUIREMENTS
(Required Submittal)
VENDOR NAME: PHONE:

ADDR
ESS:

RFP
F-26-1049

PROFESSIONAL COMMERCIAL REAL ESTATE ADVISORY AND TRANSACTION

SERVICES
The Proposer shall demonstrate the willingness and ability to provide the required insurance coverage as set forth in the City requirements within ten (10) calendar days of notification of selection for contract award. The insurance requirements are detailed below:

COVERAGE TYPE MINIMUM POLICY LIMITS
Commer
cial General Liability $2,000,000 per occurrence/$4,000,000 aggregate for bodily injury, personal injury, and property damage
Aut
omobile Liability $1,000,000 per occurrence for bodily injury and property damage
Emp
loyer’s Liability $1,000,000 per occurrence
Prof
essional Liability $1,000,000 per claim and aggregate (errors and omissions)
Cyber
Liability (If applicable) $1,000,000 per occurrence
By
signing below, the Proposer acknowledges that they have reviewed the City’s insurance requirements and confirm their ability to meet these requirements within the specified timeframe.

SUBMITTED BY: DATE: ___________________
(Authorized Representative Signature)
PRINT NAME: TITLE: ___________________
Jones Lang LaSalle Americas, Inc.
4727 Execuice Dr., 11th Floor, San Diego, CA 92122
+1 858 410 1219
Matt Do
Managing Director
02/12/26

Litigation
10 119

10. Litigation
Pending Litigation
Jones Lang LaSalle Americas, Inc. has been an experienced federal government contractor for more than a decade and complies with all related regulations. No senior officers have been the subject of any criminal conviction. Neither it nor any principal has ever been suspended or debarred by any government entity. It has a sophisticated Code of Conduct, Ethics and Compliance program that pre-dates and complies with the Federal Acquisition Regulation requirements.

Neither Offeror, nor any officer or principal to the knowledge of the Legal Department is a party to any cases alleging criminal liability.

Our parent company, Jones Lang LaSalle Incorporated, has an annual revenue of about $23.4B, and offeror has about 39,000 employees nationwide. As is typical for a company of that size, Jones Lang LaSalle Americas, Inc. is a party in various litigation matters arising in the ordinary course of business. To the extent that matters rise to a level of materiality to the parent, they are disclosed in the filings with the SEC. There are none listed in the Forms 10K for FY 2011 - 2024. Most of the cases are premises liability claims that arise from the company’s engagements as a manager of property or facilities, usually in an agency capacity. Almost all such cases are covered by indemnity of the property owner. Most cases are covered by insurance. There are also some cases where we are a creditor in a bankruptcy proceeding, or plaintiff suing to collect fees earned, usually against non-client property owners. Jones Lang LaSalle Americas, Inc. from time to time does have disputes with some subcontractors and clients. In addition, as a licensed real estate broker subject to regulation by licensing bodies in virtually all U.S. states, JLL is also subject to periodic regulatory audits and related investigations. JLL can provide additional information with respect to any of these matters upon request.

Like any company that employs about 39,000 people in the United States, we have complaints and charges made by employees from time to time which may be investigated by a government employment-law related agency (e.g. federal EEOC or NLRB). The company has never been found liable for any employment charge after a full adjudication. None of these matters have risen to the level of materiality, and most are dismissed by the cognizant government agency (e.g.

EEOC). Only for 1 case in the past ten years has such an agency entered a finding of cause.

None of the matters would impair our financial health or capacity to perform any contract. None involve allegations of a crime. None are claims against or by a governmental entity, other than one routine fee collection matter. 120
Other Information
11 121

11. Other Information
Other information
Demonstration of record of staffing tasks efficiently and completing projects on time and within the allocated budget:

Please see case studies and references in Section 6.

Community involvement
JLL in Southern California drives community impact through sustainable real estate practices, local hiring, and, notably, the JLL Foundation, which supports community initiatives. Their local teams, including offices in Los Angeles and Orange County, focus on sustainable development, educational facility improvements, and fostering workplace engagement with local communities.

Description of any previous involvement with the City.

JLL does not have any previous recent involvement directly with the City.

A statement that the Proposer has not conflicts of interest in connection with providing the Services.

JLL has no conflicts in providing services to the City of San Bernardino. 122
Certification of Proposal
12 123

Page 19 of 39 ends

CERTIFICATION OF PROPOSAL
(Required Submittal)
VENDOR NAME: PHONE:

ADDRESS:

RFP F-26-1049

PROFESSIONAL COMMERCIAL REAL ESTATE ADVISORY AND TRANSACTION

SERVICES
The undersigned hereby submits its proposal and, by doing so, agrees to furnish services to the City in accordance with the Request for Proposal (RFP), and to be bound by the terms and conditions of the RFP .

The undersigned further certifies that they are legally authorized to submit this proposal and to bind the entity on whose behalf this proposal is submitted, and that the information contained herein is true and correct to the best of their knowledge.

This proposal shall remain valid for a period of not less than 120 calendar days from the date of submission.
☐ This proposal includes exceptions to the RFP.

If checked, please identify the page number(s) and section(s) where exceptions appear:
☐ This proposal does not include exceptions to the RFP.

SUBMITTED BY: DATE: ___________________
(Authorized Representative Signature)
PRINT NAME: TITLE: ___________________
Jones Lang LaSalle Americas, Inc.
4727 Executive Dr 11th floor
San Diego, CA 92122
2/12/2026
Matt Do
Managing Director
858 410 1219
X

Appendices
13 125

Karlen Beitman
Senior Vice President

Page 20 of 39 ends

VENDOR QUOTE FORM
(Required Submittal)

VENDOR NAME: PHONE:

ADDRESS:

RFP F-26-1049

PROFESSIONAL COMMERCIAL REAL ESTATE ADVISORY AND TRANSACTION SERVICES

ITEM NO. DESCRIPTION QUANTITY UNIT COST
TOTAL
AMOUNT

TOTAL VENDOR QUOTE
Total Number of Additional Pages:

I declare under penalty of perjury that the information provided herein is true and correct.

SUBMITTED BY: DATE: ___________________
(Authorized Representative Signature)

PRINT NAME: TITLE: ___________________

8. Fee Proposal
Fee proposal for the scope of services:

Hourly Rates
Addresses :“Additional Work” (as such term is defined in the proposed Agreement attached hereto as Exhibit “B”).

Our Hourly Rates for this one are noted below for your use.

SVP - $335.00
VP - $275.00
SPM - $225.00
PM - $205.00
APM - $165.00

108

Mayor and City CouncilJuly 15, 2026

Mayor and City Council
July 15, 2026