Agenda packet, regular meeting — West Covina City Council, March 17, 2026 (part 1 of 2)

CITY OF WEST COVINA

CITY COUNCIL/SUCCESSOR AGENCY
MARCH 17, 2026, 7:00 PM
REGULAR MEETING
CITY HALL COUNCIL CHAMBERS
1444 W. GARVEY AVENUE SOUTH
WEST COVINA, CALIFORNIA 91790
Mayor Letty Lopez-Viado
Mayor Pro Tem Ollie Cantos
Councilwoman Rosario Diaz
Councilmember Brian Gutierrez
Councilman Tony Wu
Please turn off all cell phones and other electronic devices prior to entering the Council Chambers

AMERICANS WITH DISABILITIES ACT
The City complies with the Americans with Disabilities Act (ADA). If you will need special assistance at a Council meeting, please call (626) 939-8433 (voice) or (626) 960-4422 (TTY) from 8am to 5pm Monday through Thursday. Please call at least one day prior to the meeting date to inform us of your particular needs and to determine if accommodation is possible. For sign language interpreter services at Council meetings, please request no less than four working days prior to the meeting.

AGENDA MATERIAL
Agenda material is available for review at the City Clerk's Office, Room 317 in City Hall, 1444 W. Garvey Avenue South, West Covina and at www.westcovina.org. Any writings or documents regarding any item on this agenda, not exempt from public disclosure, provided to a majority of the City Council that is distributed less than 72 hours before the meeting, will be made available for public inspection in the City Clerk’s Office, Room 317 of City Hall located at 1444 W.

Garvey Avenue South, West Covina, during normal business hours.

NOTICE
The City Council will regularly convene on the first and third Tuesday of the month. The West Covina Community Development Commission, West Covina Public Financing Authority and the West Covina Community Services Foundation are agencies on which the City Council serves as members. Agendas may contain items for these boards, as necessary.

PUBLIC COMMENTS

ADDRESSING THE CITY COUNCIL
Any person wishing to address the City Council on any matter listed on the agenda, excluding any matter set for a public hearing, or on any other matter within their jurisdiction must complete a speaker card that is provided at the entrance to the Council Chambers and submit the card to the City Clerk prior to the commencement of Oral Communications. No speaker cards will be accepted after the commencement of Oral Communications, except at the discretion of the Presiding Officer.

Please identify on the speaker card whether you are speaking on an agenda item or non-agenda. Requests to speak on agenda items will be heard prior to requests to speak on non-agenda items. Comments are limited to three (3) minutes per speaker, unless modified by the Presiding Officer or the City Council.

Any testimony or comments regarding a matter set for a public hearing will be heard during the hearing.

While members of the public are free to level criticism of City policies and the action(s) or proposed action(s) of the City Council or its members, members of the public may not engage in behavior that is disruptive to the orderly conduct of the meeting, including, but not limited to, speaking off topic, speaking beyond the speaker’s allotted time limit, making slanderous or profane remarks or using loud, threatening, or abusive language which disrupts, disturbs, impedes, or renders infeasible the orderly conduct of the meeting. Members of the public may not threaten any person with physical harm or act in a manner that may reasonably be interpreted as an imminent threat of physical harm. The City of West Covina will not tolerate harassment based upon a person’s race, religious creed, color, national origin, ancestry, disability, medical condition, marital status, gender, sexual orientation, or age.

RULES OF DECORUM
Excerpts from the West Covina Municipal Code and Penal Code pertaining to the Rules of Decorum will be found at the end of agenda.

AGENDA
CITY OF WEST COVINA
CITY COUNCIL/SUCCESSOR AGENCY

TUESDAY MARCH 17, 2026, 7:00 PM
REGULAR MEETING

INVOCATION
Led by Pastor Matt Chavez from One and All Church

PLEDGE OF ALLEGIANCE
Led by West Covina High School Student Allison Liang

ROLL CALL

REPORTING OUT FROM CLOSED SESSION

PRESENTATIONS
Certificate of Recognition Celebrating West Covina Bruins Mitey Mite Cheerleaders 1st Place at Nationals
Certificate of Recognition Applauding Michelle Lee, Academic Decathlon Gold Medal Recipient for Art and Music
Certificate of Recognition Applauding Allison Liang, Academic Decathlon Gold Medal Recipient for Highest Overall Team Score
Certificate of Recognition Celebrating Dextin Kong, Placing 5th Place in the Country in Speech and Debate
Proclamation Honoring Woman's History Month
Taste of West Covina Presentation Recognizing Bun Street/Scoop Street Fire Department Presentation on Community Connect

CITY MANAGER'S REPORT
City Manager's report on current City projects.

ORAL COMMUNICATIONS - Three (3) minutes per speaker
Please step forward to the podium and state your name and city of residence for the record when recognized by the Mayor.

CONSENT CALENDAR
All matters listed under CONSENT CALENDAR are considered to be routine and can be acted on by one roll call vote.

There will be no separate discussion of these items unless members of the City Council/Community Development Commission request specific items to be removed from the Consent Calendar for separate discussion or action.

APPROVAL OF MEETING MINUTES
1) CONSIDERATION OF APPROVAL OF THE MARCH 3, 2026, CITY COUNCIL/SUCCESSOR AGENCY REGULAR SESSION MEETING MINUTES.

That the Council approve the March 3, 2026, City Council/Successor Agency Regular Session Meeting Minutes.

ORDINANCES FOR ADOPTION - Procedural Waiver. Waive full reading of each ordinance on the agenda and authorize the approval of each ordinance by title only. 2) CONSIDERATION OF ADOPTION OF ORDINANCE AMENDING SECTION 22-131 OF DIVISION 4 OF ARTICLE IV OF CHAPTER 22 OF THE WEST COVINA MUNICIPAL CODE It is recommended that the City Council adopt the following ordinance:

ORDINANCE NO. 2538 – AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF WEST COVINA, CALIFORNIA, AMENDING SECTION 22-131 OF DIVISION 4 OF ARTICLE IV OF CHAPTER 22 OF THE WEST COVINA MUNICIPAL CODE TO REVISE SPEED LIMITS AT 69 LOCATIONS BASED UPON THE 2025 ENGINEERING AND TRAFFIC SURVEY

CITY MANAGER'S OFFICE
3) CONSIDERATION OF AN AGREEMENT WITH MICHAEL BAKER INTERNATIONAL FOR

LOCAL HAZARD MITIGATION PLAN PREPARATION SERVICES AND ASSOCIATED

BUDGET AMENDMENT
It is recommended that the City Council take the following actions:

Award the contract for Request for Proposals No. 2026-004 for Local Hazard Mitigation Plan preparation services to Michael Baker International, Inc.;

1. Authorize the Acting City Manager to execute an agreement with Michael Baker International, Inc. in an amount not to exceed $185,000, for the preparation of a Local Hazard Mitigation Plan and related services, in such final form as approved by the City Attorney;

2. 3. Authorize the Acting City Manager to negotiate and execute any amendments; and

4. Adopt the following Resolution:

RESOLUTION NO. 2026-27 – A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF WEST COVINA, CALIFORNIA, ADOPTING A BUDGET AMENDMENT FOR THE FISCAL YEAR COMMENCING JULY 1, 2025 AND ENDING JUNE 30, 2026 (LOCAL HAZARD MITIGATION GRANT)
4) CONSIDERATION OF APPROVAL OF THE ACTING CITY MANAGER'S PROPOSED

APPOINTMENT OF GREG MCKEOWN AS FIRE CHIEF
It is recommended that the City Council approve the following proposed appointment:

1. Greg McKeown to the position of Fire Chief
5) CONSIDERATION OF AGREEMENT FOR BUS SHELTER MAINTENANCE SERVICES It is recommended that the City Council take the following actions:

It is recommended that the City Council take the following actions:

Find that the City's bidding requirements and procedures are inefficient and not in the best interest of the City for the procurement of bus shelter maintenance services in accordance with Section 2-335(10) of the West Covina Municipal Code;

1. Authorize the Acting City Manager to negotiate and execute an agreement with Valley Light Center for Social Advancement for bus shelter maintenance services, for an initial term of three (3) years, with two (2) optional one (1) year extensions, in an amount not-to-exceed $1,118,630.00, in a form approved by the City Attorney;

2. Authorize the City Manager to negotiate and execute any amendments to the agreement; and

3. 4. Authorize the City Manager to exercise the extension options.

COMMUNITY DEVELOPMENT
6) CONSIDERATION OF CONSTRUCTION SERVICES AGREEMENT FOR FY 24-25 RESIDENTIAL STREET REHABILITATION PROJECT - PROJECT NO. 25001 AND

ASSOCIATED BUDGET AMENDMENT
It is recommended that the City Council take the following actions:

1. Award the Construction Services Agreement for the FY 24-25 Residential Street Rehabilitation Project (Project No. 25001) to Onyx Paving Company, Inc. as the lowest responsible bidder;

2. Authorize the Acting City Manager to execute the Construction Services Agreement with Onyx Paving Company, Inc. for $4,646,000.00, in such final form as approved by the City Attorney;

3. Authorize the Acting City Manager to negotiate and execute any amendments up to 10% of the awarded agreement amount;

4. Find that the project is categorically exempt from the California Environmental Quality Act (CEQA) pursuant to CEQA Guidelines Section 15302 (Replacement or Reconstruction); and

5. Adopt the following resolution:

RESOLUTION NO. 2026-26 – A RESOLUTION OF THE CITY COUNCIL OF THE CITY

OF WEST COVINA, CALIFORNIA, ADOPTING A BUDGET AMENDMENT FOR THE YEAR COMMENCING JULY 1, 2025 AND ENDING JUNE 30, 2026 (RESIDENTIAL STREET REHAB FY 2024-25)

END OF CONSENT CALENDAR

HEARINGS

PUBLIC HEARINGS
7) PUBLIC HEARING REGARDING THE PROGRAM YEAR (PY) 2026 COMMUNITY

DEVELOPMENT BLOCK GRANT (CDBG) ACTION PLAN
It is recommended that the City Council:

1. Conduct a public hearing regarding the PY 2026 CDBG Action Plan; and Direct staff to develop a draft PY 2026 CDBG Action Plan, based on the needs and priorities approved for the PY 2025-2029 Consolidated Plan.

2. 8) CONSIDERATION OF PROPOSED AMENDMENT TO THE PROGRAM YEAR (PY) 2025

COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) ACTION PLAN AND ASSOCIATED

BUDGET AMENDMENT
It is recommended that the City Council take the following actions:

1. Conduct a public hearing regarding the PY 2025 CDBG Action Plan; Approve the proposed amendment to the PY 2025 CDBG Action Plan to increase the funding for Project 25001- FY 24-25 Residential Street Rehabilitation; and

2. 3. Approve the following resolution:

RESOLUTION NO. 2026-22 - A RESOLUTION OF THE CITY COUNCIL OF THE

CITY OF WEST COVINA, CALIFORNIA, ADOPTING A BUDGET AMENDMENT FOR THE FISCAL YEAR COMMENCING JULY 1, 2025 AND ENDING JUNE 30, 2026 (CDBG FY 2025 ACTION PLAN AMENDMENT - 25001)

DEPARTMENTAL REGULAR MATTERS
9) FISCAL YEAR 2025-26 CAPITAL IMPROVEMENTS PROGRAM (CIP) UPDATE It is recommended that the City Council receive and file the Fiscal Year 2025-26 Capital Improvement Program (CIP) project status update.

MAYOR/COUNCILMEMBERS REPORTS
AB 1234 Conference and Meeting Report (verbal, if any)
(In accordance with AB 1234, Councilmembers shall make a brief report or file a written report on any meeting/event/conference attended at City expense.)

CITY COUNCIL REQUESTS FOR REPORTS, STUDIES OR INVESTIGATION (Per City of West Covina Standing Rules 4.f - Requests for reports, studies, or investigations that are not readily available must be placed on the City Council/Successor Agency agenda as items of business and must be approved by a majority of the City Council/Successor Agency Board.) 10) CONSIDERATION OF RESOLUTION OF CENSURE CONCERNING COUNCILMEMBER

BRIAN GUTIERREZ
It is recommended that the City Council:

1. Consider whether to adopt a Resolution of Censure concerning Councilmember Brian Gutierrez based upon the findings contained in the Confidential Investigation Report prepared by Gemelli Employment Law dated February 26, 2026; and

2. If the City Council elects to proceed with adoption of a Resolution of Censure, conduct discussion and take any action deemed appropriate in open session.

CITY COUNCIL COMMENTS

ADJOURNMENT
Next Tentative City Council Meeting
Regular Meeting April 7, 2026 7:00 PM
RULES OF DECORUM
The following are excerpts from the West Covina Municipal Code:

Section 2-47. - Addressing the council.

Pursuant to the California Government Code, any person wishing to address the city council on any matter on the agenda or on any other matter within their jurisdiction, excluding any matter set for a public hearing, may do so upon first securing the recognition of the presiding officer during the time designated as “Oral Communications” on the agenda. The city council may not act on any item unless it is listed on the agenda.

Section 2-48. - Manner of addressing city council; time limit; persons addressing may be sworn. (a) Each person wishing to address the city council shall submit a speaker card to the city clerk prior to the commencement of the time designated for oral communications. No speaker cards will be accepted after the commencement of oral communications, except at the discretion of the presiding officer. (b) When called forward by the presiding officer or the city clerk, each person addressing the city council shall step up to the podium and give his or her name and city of residence in an audible tone of voice for the record.
(c) Each person addressing the city council during oral communications shall limit his or her comments to three (3) minutes, unless the time limit is modified by the presiding officer or the city council. In order to provide all speakers the opportunity to participate in oral communications, the presiding officer or the city council may reduce the time limit to allow reasonable time for all speakers to address the city council. (d) All remarks shall be addressed to the city council as a body and not to any member thereof. No person, other than the city council and the person having the floor, shall be permitted to enter into any discussion, either directly or through a member of the city council, without the permission of the presiding officer. No question shall be asked of a council member except through the presiding officer. (e) The presiding officer may require any person to be sworn as a witness before addressing the city council on any subject. Any such person who, having taken an oath that he or she will testify truthfully, willfully and contrary to such oath states as true any material matter which he knows to be false may be held to answer criminally and subject to the penalty prescribed for perjury by the provisions of the California Penal Code.

Section 2-50. - Decorum—Required.
(a) While the city council is in session, council members shall preserve order and decorum, and a council member shall neither, by conversation or otherwise, delay or disrupt the proceedings or the peace of the council nor interrupt any council member while speaking or refuse to obey the orders of the council or its presiding officer, except as otherwise herein provided. (b) Members of the public shall not willfully disrupt the meeting or act in a manner that actually disrupts, disturbs, impedes, impairs, or renders infeasible the orderly conduct of the meeting. For the purposes of this Code, “willfully disrupt” includes, but is not limited to, continuing to do any of the following after being warned by the presiding officer that the behavior is disrupting the meeting and failure to cease the behavior may result in removal from the meeting:
(1) Addressing the mayor or city council without first being recognized. (2) Persisting in addressing a subject or subjects, other than that before the mayor and city council. (3) Repetitiously addressing the same subject.
(4) Failing to relinquish the podium when directed to do so. (5) From the audience, interrupting or attempting to interrupt, a speaker, the presiding officer, a council member, or a staff member, or shouting or attempting to shout over a speaker, the presiding officer, a council member or a staff member.
(6) From the audience, engaging in disorderly, disruptive, or boisterous conduct, including, but not limited to, handclapping, stomping of feet, whistling, making noise, use of abusive, threatening or profane language or obscene gestures, yelling, obstructing the view of other audience members, or similar conduct which disrupts, disturbs, impedes, or renders infeasible the orderly conduct of the meeting. (7) As a speaker, making slanderous or profane remarks or using loud, threatening, or abusive language which disrupts, disturbs, impedes, or renders infeasible the orderly conduct of the meeting; interrupting or attempting to interrupt the presiding officer, a council member, or a staff member; shouting over or attempting to shout over the presiding officer, a council member, or a staff member; or engaging in any other disorderly conduct which disrupts, disturbs, impedes, or renders infeasible the orderly conduct of the meeting. Nothing in this section or any rules of the city council shall be construed to prohibit public criticism of the policies, procedures, programs, or services of the city or of the acts or omissions of the city council.
(8) Engaging in behavior that constitutes use of force or a true threat of force. (c) It shall be unlawful to violate the provisions of this section. A person violating this section may be removed and barred from further participation at the meeting at which the violation occurs. (d) If any subsection, sentence, clause, or phrase or word of this section 2-50 is for any reason held to be invalid or unconstitutional, such decision shall not affect the validity of the remaining portions of this section. The city council hereby declares that it would have passed this section and each subsection, sentence, clause and phrase thereof, irrespective of the fact that any one or more subsections, sentences, clauses, phrases or words had been declared invalid or unconstitutional.

Section 2-51. - Enforcement of decorum.

The chief of police or any member or members of the police department or other members of the city staff may be designated by the council to be sergeant-at-arms when, in the opinion of the presiding officer, the services of a sergeant-at-arms is necessary, and the sergeant-at-arms shall carry out all orders and instructions given by the presiding officer for the purpose of maintaining order and decorum in accordance with section 2-50 at the council meeting, including, but not limited to, removing and barring from further participation at the meeting any person who is willfully disrupting the orderly conduct of the meeting.

Section 2-52. Persons authorized to be within council area.

No person, except city officials, their representatives and members of the news media shall be permitted within the rail in front of the council chamber without the express consent of the council.

The following are excerpts from the Penal Code:

Section 148. Resisting public or peace officers or emergency medical technicians in discharge of their duties; Removal of weapon from person or presence of public or peace officer. (a) (1) Every person who willfully resists, delays, or obstructs any public officer, peace officer, or an emergency medical technician, as defined in Division 2.5 (commencing with Section 1797) of the Health and Safety Code, in the discharge or attempt to discharge any duty of his or her office or employment, when no other punishment is prescribed, shall be punished by a fine not exceeding one thousand dollars ($1,000), or by imprisonment in a county jail not to exceed one year, or by both that fine and imprisonment.

Section 403. Disturbance of assembly or meeting other than religious or political.

Every person who, without authority of law, willfully disturbs or breaks up any assembly or meeting that is not unlawful in its character, other than an assembly or meeting referred to in Section 302 of the Penal Code or Section 18340 of the Elections Code, is guilty of a misdemeanor.

AGENDA ITEM NO. 1

AGENDA STAFF REPORT
City of West Covina | Office of the City Manager
DATE: March 17, 2026
TO: Mayor and City Council
FROM:

SUBJECT: CONSIDERATION OF APPROVAL OF THE MARCH 3, 2026, CITY COUNCIL/SUCCESSOR AGENCY REGULAR SESSION MEETING MINUTES.

RECOMMENDATION:

That the Council approve the March 3, 2026, City Council/Successor Agency Regular Session Meeting Minutes.

DISCUSSION:

That the City Council adopt the attached minutes, the Closed Session Meeting was canceled.

Pursuant to Section 2-54 of the West Covina Municipal .Code, which grants each Council Member the right to have reasons for dissent from or protest against any action entered in the minutes (Code 1960, § 2123), Mayor Pro Tem Cantos entered his statement into the record to be included as part of the minutes from the City Council meeting on Tuesday, March 3, 2026 (Attachment No. 2).

Prepared by: Lisa Sherrick, Assistant City Clerk
Attachments
Attachment No. 1 - 3/3/2026 Regular Session Minutes Draft Attachment No. 2 - Statement by Mayor Pro Tem Cantos
CITY COUNCIL GOALS & OBJECTIVES: Enhance City Image and Effectiveness ATTACHMENT NO. 1
CITY OF WEST COVINA
CITY COUNCIL/SUCCESSOR AGENCY
MARCH 3, 2026, 7:00 PM
REGULAR MEETING
CITY HALL COUNCIL CHAMBERS
1444 W. GARVEY AVENUE SOUTH
WEST COVINA, CALIFORNIA 91790
Mayor Letty Lopez-Viado
Mayor Pro Tem Ollie Cantos
Councilwoman Rosario Diaz
Councilmember Brian Gutierrez
Councilman Tony Wu

MINUTES
CITY OF WEST COVINA
CITY COUNCIL/SUCCESSOR AGENCY

INVOCATION
Led by Pastor Samuel Martinez from Amazing Love Ministries PLEDGE OF ALLEGIANCE
Led by Students Participating in Student Government Day ROLL CALL
Council Members
ATTACHMENT NO. 1

Present: Council Members, Rosario Diaz, Gutierrez, Wu (Arrived by 7:18), Mayor Pro Tem Ollie Cantos, Mayor Letty Lopez-Viado
REPORTING OUT FROM CLOSED SESSION
The March 3, 2026 Closed Session Meeting was cancelled.

PRESENTATIONS
 Certificate of Recognition celebrating Marinelli Bros Circus  Certificates of Recognition — Student Government Day
 Taste of West Covina Presentation Recognizing Dough Dudes Pizza CITY MANAGER'S REPORT
City Manager's report on current City projects.

ORAL COMMUNICATIONS - Three (3) minutes per speaker
Josh Murry
John Shewmaker
Nikki Ahern
Jerri Potras
Nick Lewis
Darryl Spivey.

Rita Pruszynski
Doug Fore
Don Cook.

Vivian Teran
Ivan Canpos
Melissa Perez
Sage Newman
Glenn Kennedy
Ray Vargas.

Mario Sobalvarro.

CONSENT CALENDAR
ACTION: Motion by Councilman Wu and Second by Councilwoman Diaz, 4-0-1 (Abstain: Gutierrez) to: Approve Consent Calendar Item 1. (Item No. 2 was pulled by Mayor Pro Tem Cantos, Item No. 3 was pulled by Lopez-Viado, and Item No. 4 was pulled by Councilmember Gutierrez.)
ACTION: Motion by Councilwoman Diaz and a second by Councilman Wu, 3-2 (No: Gutierrez, Cantos) to: Approve Consent Calendar Item No. 2. (Item No. 2 was pulled by Mayor Pro Tem Cantos)
ACTION: Motion by Councilman Wu and a Second by Councilmember Gutierrez, 5 -0 to: Approve Consent Calendar Item 3. (Item No. 3 was pulled by Mayor Lopez-Viado) ATTACHMENT NO. 1
ACTION: Motion by Councilman Wu and a Second by Mayor Pro Tem Cantos, 5-0 to: Approve Consent Calendar Item No. 4. (Item No. 4 was pulled by Councilmember Gutierrez)
APPROVAL OF MEETING MINUTES
1) CONSIDERATION OF APPROVAL OF THE FEBRUARY 17, 2026, CITY COUNCIL/SUCCESSOR AGENCY REGULAR SESSION MEETING MINUTES, THE FEBRUARY 17, 2026, AND THE DECEMBER 2, 2025 CITY COUNCIL/SUCCESSOR AGENCY REGULAR SESSION MEETING MINUTES CITY COUNCIL/SUCCESSOR AGENCY CLOSED SESSION MEETING MINUTES.

Carried 4-0-1 (Abstain: Gutierrez) to: That the Council approve the February 17, 2026, City Council/Successor Agency Regular Session Meeting Minutes, the February 17, 2026, City Council/Successor Agency Closed Session Meeting Minutes and the December 2, 2025, City Council/Successor Agency Regular Session Meeting Minutes.

ORDINANCES FOR ADOPTION - Procedural Waiver. Waive full reading of each ordinance on the agenda and authorize the approval of each ordinance by title only. 2) CONSIDERATION OF ADOPTION OF ORDINANCE NO. 2537 - AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF WEST COVINA, CALIFORNIA, AMENDING CHAPTER 2 OF THE WEST COVINA MUNICIPAL CODE TO ADD ARTICLE XII, ENTITLED "CODE OF CONDUCT"
Carried 3-2 (No: Gutierrez, Cantos) to: It is recommended that the City Council adopt the following ordinance:

ORDINANCE NO. 2537 - AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF WEST COVINA, CALIFORNIA, AMENDING CHAPTER 2 OF THE WEST COVINA MUNICIPAL CODE TO ADD ARTICLE XII, ENTITLED "CODE OF CONDUCT" FIRE DEPARTMENT
3) CONSIDERATION OF PURCHASE OF A FIRE UTILITY TERRAIN VEHICLE (UTV) AND ASSOCIATED BUDGET AMENDMENT
There was a mistake in the report made by the Fire Department, there was no impact to the general fund for the purchase of this vehicle. There were funds available in the Vehicle Replacement Fund.

Carried 5-0 to: It is recommended that the City Council take the following actions:

1. Find that compliance with the City's bidding requirements and procedures is not in the best interest of the City for the procurement of a Utility Terrain Vehicle (UTV) configured for emergency response, patient transport and mutual aid ATTACHMENT NO. 1
deployment requirements in accordance with Section 2-335(10) of the West Covina Municipal Code.

2. Authorize the purchase of one (1) 2026 Prowler Crew Cab 4x4 Utility Terrain Vehicle (UTV) configured for emergency response, patient transport, and mutual aid deployment requirements with emergency lights and siren upfitting from Ultimate Performance Corporation dba ATV Corp. in the amount of $60,894.71 (including sales tax, delivery, and options) and authorize the Acting City Manager to execute the purchase order for such purchase.

3. Authorize the purchase and installation of Fire Department logo and numbering decals from Graphix Systems in the amount of $587.52 and authorize the Acting City Manager to execute the purchase order for such purchase.

4. Approve a 5% contingency, totaling $3,074.11, for miscellaneous equipment associated with the UTV purchase.

5. Adopt the following resolution:

There was a mistake in the report made by the department, there was no impact to the general fund.

RESOLUTION NO. 2026-18 - A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF WEST COVINA, CALIFORNIA, ADOPTING A BUDGET AMENDMENT FOR THE FISCAL YEAR COMMENCING JULY 1, 2025 AND ENDING JUNE 30, 2026 (FIRE UTILITY TERRAIN VEHICLE)
PUBLIC WORKS
4) REVIEW OF THE REQUEST FOR PROPOSALS (RFP) FOR JANITORIAL SERVICES FOR CITY FACILITIES
Carried 5-0 to: Public Works staff recommends that the City Council authorize the Public Works Department to issue a formal Request for Proposals (RFP) to obtain competitive proposals for janitorial services for City facilities.

END OF CONSENT CALENDAR
DEPARTMENTAL REGULAR MATTERS
CITY MANAGER'S OFFICE
5) REVIEW OF INVESTIGATION REPORT PREPARED BY GEMELLI EMPLOYMENT LAW REGARDING CONCERNS RAISED BY COUNCILMEMBERS AT SEPTEMBER 16, 2025 COUNCIL MEETING
ACTION: Motion by Councilwoman Diaz and a Second by Councilman Wu, 3-1- 1(Abstain: Cantos, No: Gutierrez) to: move to agendize a censure hearing.

ATTACHMENT NO. 1
ACTION: Motion by Councilman Wu and a second by Councilwoman Diaz, 5-0 to:
terminate the contract with Plante Moran into the financial impropriety and refer all financial impropriety claims to the District Attorney’s Office.

ACTION: Motion by Councilman Wu and a second by Mayor Pro Tem Cantos, 4-1 (No: Gutierrez) to: receive and file the Confidential Investigation Report prepared by Gemelli Employment Law dated February 26, 2026.

ACTION: Motion by Councilman Wu and a second by Councilwoman Diaz, 5-0 to:
direct staff and/or outside counsel to prepare and present recommendations addressing governance structure, lines of authority, and appropriate administrative protocols within the council-manager form of government for consideration at a future duly noticed City Council meeting.

MAYOR/COUNCILMEMBERS REPORTS
None

CITY COUNCIL REQUESTS FOR REPORTS, STUDIES OR INVESTIGATION None
CITY COUNCIL COMMENTS
 Councilmember Gutierrez commented that tonight’s action is a point to retaliate against him for reporting misconduct.
 Mayor Pro Tem Cantos mentioned that on March 14 2026 Ridge Riders will be a place of activity to work on painting the fences and revitalize the equestrian center.
 Mayor Lopez-Viado stated that she loves hearing about positive news and the community coming together.
 Councilman Wu asked if dogs could join in.

ADJOURNMENT
A motion to adjourn the Regular Meeting was made, and the meeting was adjourned at 11:10 p.m. The next regularly scheduled Regular Closed City Council Meeting will be held on Tuesday, March 17, 2026, at 7:00 p.m. in the Council Chamber, 1444 West Garvey Avenue South, West Covina, California.

Submitted By:
____________________________
Lisa Sherrick
Assistant City Clerk
__________________________
ATTACHMENT NO. 1
Letty Lopez Viado
Mayor
ATTACHMENT NO. 2
STATEMENT OF MAYOR PRO TEM OLLIE CANTOS
Regarding the Need for Modifications to the Proposed Code of Conduct, Agenda Item 2
of the Regular Meeting of the City Council on
Tuesday, March 3, 2026
Dear City Council Colleagues:

Pursuant to Section 2-54 of the West Covina Municipal .Code, which grants each of us the right to have reasons for dissent from or protest against any action entered in the minutes (Code 1960, § 2123), I hereby enter this statement into the record to be included as part of the minutes from the City Council meeting on Tuesday, March 3, 2026.

To begin, I wish to express my genuine appreciation for all the work that has gone into drafting and refining the proposed Code of Conduct, particularly given the tense environment that has consumed this body, especially over recent months. Indeed, maintaining professionalism, protecting the integrity of city governance, and ensuring respectful interactions are all worthy goals. However, our responsibility as elected officials is not only to pursue good policy goals, but also to ensure that the laws we adopt remain within the constitutional limits that govern public office.

After carefully reviewing the ordinance and the governing law, I must respectfully oppose Sections 2-703 ("Acknowlegment"), 2-729 ("Impeachment"), and 2-730 ("Disqualification from Future Office Following Impeachment").

My concerns fall into three primary areas:
(1) constitutional limits on qualifications for public office, (2) structural limits on disciplining elected officials, and (3) First Amendment protections for political speech.

First, Section 2-703 requires every elected official to execute a written acknowledgment confirming receipt of the Code of Conduct and agreeing to comply with it. Although this requirement is described as an “acknowledgment,” it functions as an additional declaration that an elected official must sign in connection with holding office.

ATTACHMENT NO. 2
The problem is that the California Constitution already establishes the exclusive oath required for public office.

Article XX, Section 3 of the California Constitution provides:
“Members of the Legislature, and all public officers and employees… shall, before they enter upon the duties of their respective offices, take and subscribe the following oath or affirmation… and no other oath, declaration, or test, shall be required as a qualification for any public office or employment.”
— Cal. Const., art. XX, § 3.

That language is direct and unequivocal. The Constitution prohibits government from imposing any additional oath, declaration, or test as a qualification for public office.

This principle is reinforced by California Government Code section 1360, which implements the constitutional oath requirement and does not authorize any additional declarations as a prerequisite for assuming office.

The California Supreme Court addressed this issue over a century ago in Bradley v.

Clarke, 133 Cal. 196 (1901). In that case, the Court held that the constitutional oath provision is exclusive and prevents the government from imposing additional declarations or conditions on the right to hold public office.

Similarly, in San Francisco Police Officers Association v. City and County of San Francisco, 69 Cal.App.3d 1019 (1977), the court invalidated local requirements that effectively imposed additional conditions on the exercise of public office beyond those authorized by law.

Section 2-703 risks running afoul of these authorities. Even if framed as a procedural acknowledgment, it requires elected officials to sign a written declaration regarding obligations beyond the constitutional oath. The ordinance further suggests that failure to sign may affect participation in council activities. That effectively creates an additional condition tied to the exercise of public office, which the Constitution expressly forbids.

ATTACHMENT NO. 2
Second, Sections 2-729 and 2-730 establish escalating governance-based sanctions against elected officials.

While these provisions are described as “governance measures,” the practical effect is to authorize the council majority to impose restrictions on another elected official’s participation in city governance.

That structure raises serious concerns under California law governing elected offices.

In our constitutional system, elected officials are primarily accountable to the voters who elected them, not to the majority of the legislative body on which they serve. The traditional mechanisms for addressing misconduct by elected officials are well established and include:
• recall elections
• criminal prosecution
• civil enforcement by state authorities
• judicial proceedings such as "quo warranto," Latin for "by what authority," a type of legal action used to challenge whether a specific person has the legal right to hold the public office they occupy. It forces the person or entity to prove they have the proper legal authority for their position or actions.

These mechanisms exist precisely to prevent legislative majorities from effectively disciplining or disabling political opponents.

Allowing a council majority to impose operational restrictions on another elected official—even if labeled “governance-based”—risks creating a form of de facto discipline or suspension that cities are not authorized to impose.

ATTACHMENT NO. 2
In fact, the ordinance itself acknowledges that municipalities currently lack authority to suspend elected officials absent enabling legislation from the State of California.

That acknowledgement underscores the structural limits we must respect.

Third, there are significant First Amendment implications.

Many provisions within these sections regulate conduct that may include political speech, criticism, advocacy, or statements made in connection with city governance.

Yet political speech by elected officials sits at the very core of the First Amendment.

The United States Supreme Court addressed similar concerns in Communist Party of Indiana v. Whitcomb, 414 U.S. 441 (1974). In that case, the Court invalidated a requirement that political parties sign a loyalty-type declaration in order to participate in the electoral process. The Court explained that government may not condition participation in the political process on compelled commitments or declarations imposed by the state.

That principle applies with equal force here. When government requires elected officials to sign declarations regarding conduct or allows a legislative majority to sanction another official for political expression related to governance, it risks infringing on both the First Amendment and the representational rights of the voters who elected that official.

Beyond the legal concerns, there is also a structural concern for democratic governance.

If adopted in its current form, these provisions could allow a majority of the council to initiate investigations, impose restrictions, and escalate sanctions against another elected official. Even if that authority is exercised in good faith, the structure itself invites the possibility that political disagreements could be reframed as misconduct allegations.

ATTACHMENT NO. 2
Courts are particularly cautious when laws allow government actors to regulate the speech or participation of elected officials because doing so can interfere with the voters’ chosen representation.

To be clear, my concern is not with promoting ethical conduct. I fully support efforts to encourage professionalism, civility, and responsible governance.

However, those goals must be pursued within the constitutional framework that protects the independence of elected officials and the rights of the voters who elected them.

For these reasons, I respectfully oppose Sections 2-703, 2-729, and 2-730 of the Code of Conduct as currently drafted. If the Council as a whole does not see fit to strike out these provisions, I will have little choice but to oppose adoption of the ordinance that puts this into place.

Thank you, in advance, for taking the above into careful consideration. --Ollie
Olegario “Ollie” D. Cantos VII, Esq.

Mayor Pro Tem
AGENDA ITEM NO. 2

AGENDA STAFF REPORT
City of West Covina | Office of the City Manager
DATE: March 17, 2026
TO: Mayor and City Council
FROM: Milan Mrakich, Acting City Manager
SUBJECT: CONSIDERATION OF ADOPTION OF ORDINANCE AMENDING SECTION 22-131 OF DIVISION 4 OF ARTICLE IV OF CHAPTER 22 OF THE WEST COVINA MUNICIPAL CODE
RECOMMENDATION:

It is recommended that the City Council adopt the following ordinance:

California Vehicle Code (“CVC”) Section 22352 establishes a prima facie speed limit of 25 miles per hour on any highway in any business or residence district unless a different speed is determined by a local authority under the procedures set forth in the CVC.

CVC Section 22357 provides that whenever a local authority determines upon the basis of an engineering and traffic survey that a speed greater than 25 miles per hour would facilitate the orderly movement of vehicular traffic and would be reasonable and safe upon any street other than a state highway otherwise subject to a prima facie limit of 25 miles per hour, the local authority may by ordinance determine and declare a prima facie speed limit of 30, 35, 40, 45, 50, 55, or 60 miles per hour or a maximum speed limit of 65 miles per hour, whichever is found most appropriate to facilitate the orderly movement of traffic and is reasonable and safe. Pursuant to CVC Section 22357, the declared prima facie or maximum speed limit is effective when appropriate signs giving notice thereof are erected upon the street and cannot be revised except upon the basis of an engineering and traffic survey.

Section 40802(a) of the CVC defines a “speed trap” in two ways, including a particular section of a highway with a prima facie speed limit that is provided by the CVC or by local ordinance pursuant to Section 22352, 22354, 22357, 22358, or 22358.3 of the CVC, if that prima facie speed limit is not justified by an engineering and traffic survey conducted within five years prior to the date of the alleged violation, and enforcement of the speed limit involves the use of radar or any other electronic device that measures the speed of moving objects.

Section 40802(b) of the CVC generally defines a local street or road as one that is functionally classified as “local” on the “California Road System Maps” approved by the Federal Highway Administration and maintained by the Department of Transportation. Pursuant to Section 40802(c)(1) of the CVC, when specified criteria are met, paragraph (2) of subdivision (c) shall be applicable and subdivision (a) shall not be applicable.

Pursuant to Section 40802(c)(2) of the CVC, a “speed trap” is defined in two ways, including a particular section of a highway or state highway with a prima facie speed limit that is provided by the CVC or by local ordinance under paragraph (1) of subdivision (b) of Section 22352, or established under Section 22354, 22357, 22358, or 22358.3, if that prima facie speed limit is not justified by an engineering and traffic survey conducted within seven years or, if an engineering and traffic study was conducted more than seven years prior to the date of the alleged violation, and a registered engineer evaluates the section of the highway and determines that no significant changes in roadway or traffic conditions have occurred, 14 years, prior to the date of the alleged violation, and enforcement of the speed limit involves the use of radar or any other electronic device that measures the speed of moving objects.

CVC Section 627 defines “engineering and traffic survey” and outlines the requirements for an engineering and traffic survey. The City last conducted an engineering and traffic survey of 195 locations in 2017 and adopted Ordinance No. 2330, establishing speed limits on specified streets and amending Section 22-131 of Division IV of Article IV of Chapter 22 of the West Covina Municipal Code to include such speed limits.

In 2025, the City, through its Contract City Engineer, Transtech Engineers, Inc., conducted an Engineering and Traffic Survey (ETS) for 69 street segments in accordance with CVC Section 627 (“2025 ETS”).

Approval of the City’s 2025 ETS by Council and adoption of an ordinance is required to establish and/or revise Citywide speed limits that can be upheld by the courts and not constitute a speed trap as defined in CVC Section 40802.

On February 17, 2026, the City Council adopted Resolution No. 2026-23 approving the 2025 ETS and introduced Ordinance No. 2538 for first reading.

DISCUSSION:

The purpose of an engineering and traffic survey is to establish updated speed limits that can be legally enforced using radar at pre-determined locations. With the help of City Staff, Transtech identified 69 segment locations to complete an ETS to determine if they would be eligible for a reduction of speed.

These locations were prioritized corresponding to locations representing the greatest risk in the roadway network.

An ordinance is required to be adopted by the City Council to establish and/or revise Citywide speed limits to be upheld by the courts. There were 69 segments selected for inclusion in the 2025 ETS as listed in the City of West Covina 2025 Engineering and Traffic Survey of 69 Locations.

The proposed ordinance amends Section 22-131 of Division 4 of Article IV of Chapter 22 of the West Covina Municipal Code to revise speed limits at 69 locations pursuant to the 2025 ETS.

Staff recommends that the City Council adopt the ordinance. The ordinance will take effect on the 31st day following adoption, on or about April 17, 2026.

LEGAL REVIEW:

The City Attorney's Office has reviewed the ordinance and approved it as to form.

OPTIONS:

The City Council has the following options:

1. Approve Staff's recommendation; or

2. Provide alternative direction.

Prepared by: Michael Lloyd, City Engineer
Additional Approval: Roxanne E. Lerma, Assistant City Manager Fiscal Impact
FISCAL IMPACT:

The proposed action is administrative in nature and does not have a direct fiscal impact. Any future costs associated with implementation would be brought forward for City Council consideration in accordance with applicable law.

Attachments
Attachment No.1 - Ordinance No. 2538
CITY COUNCIL GOALS & OBJECTIVES: A Creative and Active Community A Well-Planned Community
ATTACHMENT NO. 1
Ordinance No. 2538

Page 1 of 11 ends

ORDINANCE NO. 2538
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
WEST COVINA, CALIFORNIA AMENDING SECTION 22-
131 OF DIVISION 4 OF ARTICLE IV OF CHAPTER 22 OF
THE WEST COVINA MUNICIPAL CODE TO REVISE
SPEED LIMITS AT 69 LOCATIONS BASED UPON THE
2025 ENGINEERING AND TRAFFIC SURVEY
The City Council of the City of West Covina hereby finds and declares as follows:

WHEREAS, California Vehicle Code (“CVC”) Section 22352 establishes a prima facie speed limit of 25 miles per hour on any highway in any business or residence district unless a different speed is determined by a local authority under the procedures set forth in the CVC; and
WHEREAS, CVC Section 22357 provides that whenever a local authority determines upon the basis of an engineering and traffic survey that a speed greater than 25 miles per hour would facilitate the orderly movement of vehicular traffic and would be reasonable and safe upon any street other than a state highway otherwise subject to a prima facie limit of 25 miles per hour, the local authority may by ordinance determine and declare a prima facie speed limit of 30, 35, 40, 45, 50, 55, or 60 miles per hour or a maximum speed limit of 65 miles per hour, whichever is found most appropriate to facilitate the orderly movement of traffic and is reasonable and safe; and WHEREAS, pursuant to CVC Section 22357, the declared prima facie or maximum speed limit is effective when appropriate signs giving notice thereof are erected upon the street and cannot be revised except upon the basis of an engineering and traffic survey; and
WHEREAS, Section 40802(a) of the CVC defines a “speed trap” in two ways, including a particular section of a highway with a prima facie speed limit that is provided by the CVC or by local ordinance pursuant to Section 22352, 22354, 22357, 22358, or 22358.3 of the CVC, if that prima facie speed limit is not justified by an engineering and traffic survey conducted within five years prior to the date of the alleged violation, and enforcement of the speed limit involves the use of radar or any other electronic device that measures the speed of moving objects; and
WHEREAS, Section 40802(b) of the CVC generally defines a local street or road as one that is functionally classified as “local” on the “California Road System Maps” approved by the Federal Highway Administration and maintained by the Department of Transportation; and
Ordinance No. 2538

Page 2 of 11 ends

WHEREAS, pursuant to Section 40802(c)(1) of the CVC, when specified criteria are met, paragraph (2) of subdivision (c) shall be applicable and subdivision (a) shall not be applicable; and
WHEREAS, pursuant to Section 40802(c)(2) of the CVC, a “speed trap” is defined in two ways, including a particular section of a highway or state highway with a prima facie speed limit that is provided by the CVC or by local ordinance under paragraph (1) of subdivision (b) of Section 22352, or established under Section 22354, 22357, 22358, or 22358.3, if that prima facie speed limit is not justified by an engineering and traffic survey conducted within seven years or, if an engineering and traffic study was conducted more than seven years prior to the date of the alleged violation, and a registered engineer evaluates the section of the highway and determines that no significant changes in roadway or traffic conditions have occurred, 14 years, prior to the date of the alleged violation, and enforcement of the speed limit involves the use of radar or any other electronic device that measures the speed of moving objects; and WHEREAS, CVC Section 627 defines “engineering and traffic survey” and outlines the requirements for an engineering and traffic survey; and WHEREAS, the City conducted an engineering and traffic survey in 2017 and adopted Ordinance No. 2330, establishing speed limits on specified streets and amending Section 22-131 of Division IV of Article IV of Chapter 22 of the West Covina Municipal Code to include such speed limits; and
WHEREAS, in 2025, the City, through its Contract City Engineer, Transtech Engineers, Inc., conducted an Engineering and Traffic Survey (ETS) for 69 street segments in accordance with CVC Section 627 (“2025 ETS”); and WHEREAS, the recommendations contained in the 2025 ETS are intended to establish prima facie speed limits. Prima facie speed limits advise the motorist and enforcement agencies of the reasonable speed for a section of highway for prevailing conditions; and
WHEREAS, on February 17, 2026, the City Council adopted Resolution No. 2026- 23, approving the 2025 ETS; and
WHEREAS, based on the results of the 2025 ETS, speed limits for the 69 street segments will be lowered due to existing conditions, land use, collision rates, or location near a facility that generates a high concentration of bicyclists or pedestrians or vulnerable groups such as children, seniors, persons with disabilities or the unhoused; and
WHEREAS, the City Council desires to amend Section 22-131 of Division 4 of Article IV of Chapter 22 of the West Covina Municipal Code to reflect the revised speed limits based on the results of the ETS; and
Ordinance No. 2538

Page 3 of 11 ends

WHEREAS, all legal requirements prior to the adoption of this Ordinance have occurred.

NOW, THEREFORE, THE CITY COUNCIL OF THE CITY OF WEST COVINA, CALIFORNIA, DOES ORDAIN AS FOLLOWS:

SECTION 1. Recitals. The City Council makes and adopts as findings the facts and conclusions set forth in the recitals of this Ordinance.

SECTION 2. Amendment to Section 22-131 of Division 4 of Article IV of Chapter

22. Section 22-131 of Division 4 of Article IV of Chapter 22 of the West Covina Municipal Code is hereby amended to read as follows:

Sec. 22-131. Speed limits of specific streets.
(a) Based upon an engineering and traffic survey conducted in accordance with the requirements of the California Vehicle Code, the city council of the City of West Covina has determined that the speed limits set forth herein would facilitate the orderly movement of traffic and are reasonable and safe. The speed limits set forth herein shall be effective when appropriate signs giving notice thereof are erected.
(b) The city council determines and declares the following prima facie speed limits on the streets or portions thereof specified:

STREET NAME LIMITS DECLARED

PRIMA FACIE

SPEED LIMIT
(MPH)

FROM TO
Amar Road Valinda Avenue Lark Ellen Avenue 40
Amar Road Lark Ellen
Avenue
Azusa Avenue 40
Amar Road Azusa Avenue Temple Avenue 40
Amar Road Temple Avenue Shadow Oak
Drive
40 Amar Road Shadow Oak
Drive
Nogales Street 40
Amar Road Nogales Street East City Limit 40
Aroma Drive Azusa Avenue Galster Way 35
Aroma Drive Galster Way Fairgrove Drive 35
Azusa Avenue Badillo Street Puente Avenue 40
Azusa Avenue Puente Avenue Rowland Avenue 40
Azusa Avenue Rowland Avenue Workman Avenue 40
Azusa Avenue Workman
Avenue
Garvey Avenue
South
40 Ordinance No. 2538

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Azusa Avenue Garvey Avenue
South
Cortez Street 40
Azusa Avenue Cortez Street Cameron Avenue 40
Azusa Avenue Cameron Avenue Vine Avenue 40
Azusa Avenue Vine Avenue Merced Avenue 40
Azusa Avenue Merced Avenue Francisquito
Avenue
40 Azusa Avenue Francisquito
Avenue
Fairgrove Avenue 40
Azusa Avenue Fairgrove
Avenue
Giambi Lane 40
Azusa Avenue Giambi Lane Amar Road 40
Azusa Avenue Amar Road 700' N of Temple
Avenue
40 Azusa Canyon
Road
North City Limits San Bernardino
Road
35 Badillo Street West City Limits Orange Avenue 35
Badillo Street Orange Avenue Sunset Avenue 35
Badillo Street Sunset Avenue Vincent Avenue 35
Badillo Street Vincent Avenue East City Limits 35
Barranca Street Workman
Avenue
Garvey Avenue
South
35 Barranca Street Garvey Avenue
South
Cortez Street 35
Barranca Street Cortez Street Cameron Avenue 35
California Avenue Garvey Avenue
South
West Covina
Parkway
25 California Avenue West Covina
Parkway
Cameron Avenue 35
California Avenue Cameron Avenue Merced Avenue 35
California Avenue Merced Avenue Francisquito
Avenue
35 Calvados Avenue James Avenue Norma Avenue 25
Cameron Avenue Pacific Avenue Orange Street 35
Cameron Avenue Orange Street Sunset Avenue 35
Cameron Avenue Sunset Avenue California Avenue 35
Cameron Avenue California
Avenue
Glendora Avenue 35
Cameron Avenue Glendora Avenue Valinda Avenue 35
Cameron Avenue Valinda Avenue Lark Ellen Avenue 35
Cameron Avenue Lark Ellen
Avenue
Azusa Avenue 35
Cameron Avenue Azusa Avenue Hollenbeck Street 35
Ordinance No. 2538

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Cameron Avenue Hollenbeck
Street
Citrus Street 35
Cameron Avenue Citrus Street Barranca Street 35
Cameron Avenue Barranca Street East City Limits 35
Cherrywood Street 120' N/O James
Avenue
Garvey Avenue
South
30 Citrus Street Workman
Avenue
Garvey Avenue
South
35 Citrus Street Garvey Avenue
South
Cortez Street 35
Citrus Street Cortez Street Cameron Avenue 35
Citrus Street Cameron Avenue Vine Avenue 35
Citrus Street Vine Avenue Hillside Drive 35
Cortez Street Azusa Avenue Hollenbeck Street 30
Cortez Street Hollenbeck
Street
Citrus Street 30
Cortez Street Citrus Street Barranca Avenue 25
Cortez Street Barranca Avenue Grand Avenue 25
Eveningside Drive Fairgrove
Avenue
Brentwood Drive 25
Fairgrove Avenue Lark Ellen
Avenue
Kauai Street 40
Fairgrove Avenue Kauai Street Azusa Avenue 35
Fairway Lane Garvey Avenue
North
Grand Avenue 35
Francesca Drive Woodgate Drive Nogales Street 30
Francisquito
Avenue
West City Limits Willow Avenue 40
Francisquito
Avenue
Willow Avenue Orange Avenue 40
Francisquito
Avenue
Orange Avenue Sunset Avenue 40
Francisquito
Avenue
Sunset Avenue East City Limits 40
Francisquito
Avenue
Glendora Avenue Azusa Avenue 35
Galster Way Aroma Drive Westridge Road 30
Garvey Avenue Garvey Avenue
North
East City Limits 40
Garvey Avenue
North
West City Limits Cameron Avenue 40
Garvey Avenue
North
Orange Avenue Garvey Avenue
North
40 Ordinance No. 2538

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Garvey Avenue
North
Sunset Avenue Vincent Avenue 40
Garvey Avenue
North
Azusa Avenue Hollenbeck Street 35
Garvey Avenue
North
Hollenbeck
Street
Citrus Street 40
Garvey Avenue
North
Barranca Avenue Fairway Lane 40
Garvey Avenue
South
West City Limits Orange Avenue 35
Garvey Avenue
South
West Covina
Parkway
Sunset Avenue 35
Garvey Avenue
South
Sunset Avenue California Avenue 25
Garvey Avenue
South
Glendora Avenue Lark Ellen Avenue 35
Garvey Avenue
South
Lark Ellen
Avenue
Cherrywood
Street
35 Garvey Avenue
South
Cherrywood
Street
Azusa Avenue 35
Garvey Avenue
South
Azusa Avenue Hollenbeck Street 35
Garvey Avenue
South
Hollenbeck
Street
James Avenue 35
Garvey Avenue
South
Citrus Street Barranca Avenue 35
Garvey Avenue
South
Barranca Avenue Holt Avenue 35
Gemini Street Kimberly Drive Shadow Oak
Drive
25 Giano Avenue Gemini Street Wednesday
Avenue
30 Glendora Avenue Garvey Avenue
South
Lakes Drive 30
Glendora Avenue Lakes Drive Walnut Creek
Parkway
30 Glendora Avenue Walnut Creek
Parkway
Vincent Avenue 35
Glendora Avenue Vincent Avenue Cameron Avenue 40
Glendora Avenue Cameron Avenue Vine Avenue 40
Glendora Avenue Vine Avenue Merced Avenue 40
Glendora Avenue Merced Avenue South City Limits 40
Grand Avenue North City Limits South City Limits 40
Hillside Drive Westridge Road Foothill Drive 25
Ordinance No. 2538

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Hillside Drive Foothill Drive Citrus Street 25
Hillside Drive Citrus Street Sunrise Road 25
Hillside Drive Sunrise Road Holiday Drive 25
Hillside Drive Holiday Drive Grand Avenue 25
Hollenbeck Street North City Limits Cortez Street 35
Hollenbeck Street Cortez Street Cameron Avenue 35
Hollenbeck Street Cameron Avenue Vine Avenue 35
Hollenbeck Street Vine Avenue Merced Avenue 35
Holt Avenue Garvey Avenue
South
Grand Avenue 40
Holt Avenue Grand Avenue East City Limits 40
La Puente Road Nogales Street Sentous Avenue 40
La Puente Road Sentous Avenue East City Limits 40
Lakes Drive (E-W) Vincent Avenue Lakes Drive (N-S) 25
Lakes Drive (N-S) Lakes Drive (EW)Glendora Avenue 25
Lark Ellen Avenue San Bernardino
Road
Puente Avenue 40
Lark Ellen Avenue Puente Avenue Rowland Avenue 40
Lark Ellen Avenue Rowland Avenue Workman Avenue 40
Lark Ellen Avenue Workman
Avenue
Garvey Avenue
South
40 Lark Ellen Avenue Garvey Avenue
South
Cameron Avenue 40
Lark Ellen Avenue Cameron Avenue Vine Avenue 40
Lark Ellen Avenue Vine Avenue South City Limits 40
Lark Ellen Avenue Maplegrove
Street
Fairgrove Avenue 40
Lark Ellen Avenue Fairgrove
Avenue
Amar Road 40
Merced Avenue West City Limits Orange Avenue 40
Merced Avenue Orange Avenue Sunset Avenue 40
Merced Avenue Sunset Avenue California Avenue 40
Merced Avenue California
Avenue
Glendora Avenue 40
Merced Avenue Glendora Avenue Walnut Avenue 40
Merced Avenue Walnut Avenue Valinda Avenue 40
Merced Avenue Valinda Avenue Lark Ellen Avenue 40
Merced Avenue Lark Ellen
Avenue
Azusa Avenue 30
Merced Avenue Azusa Avenue Hollenbeck Street 35
Morganfield
Avenue
Hollingsworth
Street
Valley Boulevard 30
Ordinance No. 2538

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Nogales Street Amar Road Shadow Oak
Drive
40 Nogales Street Shadow Oak
Drive
La Puente Road 40
Nogales Street La Puente Road Valley Boulevard 40
Norma Avenue Calvado Avenue Citrus Street 30
Orange Avenue San Bernardino
Road
Puente Avenue 30
Orange Avenue Puente Avenue Garvey Avenue
North
35 Orange Avenue Northerly Cul-deSacCameron Avenue 25
Orange Avenue Cameron Avenue Merced Avenue 30
Orange Avenue Merced Avenue Francisquito
Avenue
35 Orange Avenue Francisquito
Avenue
Fairgrove Avenue 35
Pacific Avenue Ardilla Avenue Cameron Avenue 40
Pacific Avenue Cameron Avenue Garvey Avenue
South
35 Pass and Covina
Road
Maplegrove
Street
Lark Ellen Avenue 40
Plaza Drive California
Avenue
Vincent Avenue 25
Puente Avenue West City Limits Sunset Avenue 35
Puente Avenue Sunset Avenue Vincent Avenue 35
Puente Avenue Vincent Avenue Lark Ellen Avenue 35
Puente Avenue Lark Ellen
Avenue
Azusa Avenue 35
Puente Avenue Azusa Avenue East City Limits 35
Rowland Avenue Sunset Avenue Vincent Avenue 35
Rowland Avenue Vincent Avenue Lark Ellen Avenue 35
Rowland Avenue Lark Ellen
Avenue
Azusa Avenue 35
Rowland Avenue Azusa Avenue East City Limits 35
San Bernardino
Road
West City Limits Orange Avenue 35
Sentous Avenue La Puente Road Hollingworth
Street
35 Sentous Avenue Hollingworth
Street
Valley Boulevard 35
Shadow Oak Drive Amar Road Woodgate Drive 35
Shadow Oak Drive Woodgate Drive Gemini Street 35
Shadow Oak Drive Gemini Street Nogales Street 35
Ordinance No. 2538

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Shakespeare Drive Shadow Oak
Drive
Tuesday Drive 35
Shakespeare Drive Tuesday Drive Nogales Street 35
Stephanie Drive Tuesday Drive Shadow Oak
Drive
30 Sunset Avenue North City Limits Puente Avenue 40
Sunset Avenue Puente Avenue Rowland Avenue 40
Sunset Avenue Rowland Avenue Workman Avenue 40
Sunset Avenue Workman
Avenue
Cameron Avenue 40
Sunset Avenue Cameron Avenue Merced Avenue 40
Sunset Avenue Merced Avenue Francisquito
Avenue
40 Sunset Avenue Francisquito
Avenue
South City Limits 40
Temple Avenue Amar Road South City Limits 35
Tuesday Drive Stephanie Drive Shakespeare
Drive
35 Valinda Avenue Glendora Avenue Service Avenue 35
Valinda Avenue Service Avenue Cameron Avenue 40
Valinda Avenue Cameron Avenue Vine Avenue 40
Valinda Avenue Vine Avenue South City Limits 40
Valinda Avenue Maplegrove
Street
South City Limits 40
Valley Boulevard West City Limits East City Limits 50
Vincent Avenue Badillo Street Puente Avenue 35
Vincent Avenue Puente Avenue Rowland Avenue 35
Vincent Avenue Rowland Avenue Workman Avenue 35
Vincent Avenue Workman
Avenue
Interstate 10 35
Vincent Avenue Interstate 10 Glendora Avenue 35
Vine Avenue Glendora Avenue Valinda Avenue 25
Vine Avenue Valinda Avenue Lark Ellen Avenue 25
Vine Avenue Lark Ellen
Avenue
Azusa Avenue 25
Vine Avenue Azusa Avenue Hollenbeck Street 25
Vine Avenue Hollenbeck
Street
Citrus Street 25
Wednesday Drive Giano Avenue Tuesday Drive 30
West Covina
Parkway
Garvey Avenue
North
Sunset Avenue 35
West Covina
Parkway
Sunset Avenue California Avenue 35
Ordinance No. 2538

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West Covina
Parkway
California
Avenue
Glendora Avenue 35
Woodgate Drive Shadow Oak
Drive
Amar Road 30
Workman Avenue Sunset Avenue Vincent Avenue 35
Workman Avenue Vincent Avenue Lark Ellen Avenue 35
Workman Avenue Lark Ellen
Avenue
Azusa Avenue 35
Workman Avenue Azusa Avenue East City Limits 35
Workman Avenue 85' E/O Calvados
Avenue
Citrus Street 35
Workman Avenue Citrus Street East City Limits 35
SECTION 3. Environmental Compliance. The City Council hereby finds that it can be seen with certainty that there is no possibility that the adoption and implementation of this Ordinance will have a significant effect on the environment. The Ordinance is therefore exempt from the environmental review requirements of the California Environmental Quality Act (CEQA) pursuant to section 15061(b)(3) (Common Sense Exemption) of the CEQA guidelines.

SECTION 4. Severability. If any section, subsection, sentence, clause, phrase, or portion of this Ordinance is for any reason held to be invalid or unconstitutional by the decision of any court of competent jurisdiction, such decision shall not affect the validity of the remaining portions of this Ordinance. The City Council of the City of West Covina hereby declares that it would have adopted this Ordinance and each section, subsection, sentence, clause, phrase, or portion thereof, irrespective of the fact that any one or more sections, subsections, sentences, clauses, phrases, or portions be declared invalid or unconstitutional.

SECTION 5. Inconsistencies. Any provision of the West Covina Municipal Code or appendices thereto inconsistent with the provisions of this Ordinance, to the extent of such inconsistencies and no further, is hereby repealed or modified to that extent necessary to affect the provisions of this Ordinance.

SECTION 6. Effective Date. This Ordinance shall become effective 30 days after its adoption.

SECTION 7. Certification; Publication. The City Clerk shall certify the adoption of this Ordinance and shall cause this Ordinance to be published or posted as required by law.

Ordinance No. 2538

Page 11 of 11 ends

PASSED, APPROVED AND ADOPTED this 17th day of March, 2026. ________________________
Letty Lopez-Viado
Mayor
APPROVED AS TO FORM ATTEST
________________________ ________________________
Thomas P. Duarte Lisa Sherrick, CMC
City Attorney Assistant City Clerk
I, LISA SHERRICK, CMC, ASSISTANT CITY CLERK of the City of West Covina, California, do hereby certify that the foregoing Ordinance No. 2538 was introduced at a regular meeting of the City Council held on the 17th day of February, 2026, and adopted at a regular meeting of the City Council held on the 17th day of March, 2026, by the following vote of the City Council:

AYES:

NOES:

ABSENT:

ABSTAINED:

Lisa Sherrick, CMC
Assistant City Clerk
AGENDA ITEM NO. 3

FOR LOCAL HAZARD MITIGATION PLAN PREPARATION SERVICES AND

ASSOCIATED BUDGET AMENDMENT
RECOMMENDATION:

It is recommended that the City Council take the following actions:

Award the contract for Request for Proposals No. 2026-004 for Local Hazard Mitigation Plan preparation services to Michael Baker International, Inc.;

2. 3. Authorize the Acting City Manager to negotiate and execute any amendments; and

4. Adopt the following Resolution:

RESOLUTION NO. 2026-27 – A RESOLUTION OF THE CITY COUNCIL OF THE CITY OF

WEST COVINA, CALIFORNIA, ADOPTING A BUDGET AMENDMENT FOR THE FISCAL YEAR COMMENCING JULY 1, 2025 AND ENDING JUNE 30, 2026 (LOCAL

HAZARD MITIGATION GRANT)
BACKGROUND:

Local Hazard Mitigation planning is the process of assessing vulnerabilities, measuring risk, identifying strategies for risk reduction, and assigning responsible parties to carry out appropriate action. This initiative involves a comprehensive study of all hazards that could impact a given municipality, including natural, human-caused, and technological hazards. The planning process requires a number of stakeholders, including members of the public, coming together in a collaborative effort to attain a common objective of managing disaster-related risk.

A Local Hazard Mitigation Plan (LHMP) is the output of this planning process and serves as a local municipality's long-term roadmap for community resiliency. Local municipalities are responsible to prepare, maintain, update, and adopt an LHMP, upon review by the Governor's Office of Emergency Services (Cal OES) and approval from the Federal Emergency Management Agency (FEMA).

Additionally, the Federal Disaster Mitigation Act of 2000 requires a community to have an approved LHMP in order to be eligible to apply for and receive FEMA hazard mitigation funds. Once an LHMP is adopted, FEMA requires that the LHMP be updated every five years.

The comprehensive development of the City's LHMP will not only ensure that the City is eligible to The comprehensive development of the City's LHMP will not only ensure that the City is eligible to receive FEMA hazard mitigation funds, but also will guide the City towards building a safer, more sustainable community.

On July 9, 2024, the City was notified by Cal OES that FEMA had approved the City’s application to the Hazard Mitigation Grant Program. In total, $209,950 was awarded. This includes a total of $200,000 for the project. This amount is comprised of $150,000 from the Hazard Mitigation Grant Program and $50,000 from Prepare CA Match Program. FEMA approved an additional $9,950 for administrative costs.

DISCUSSION:

The purpose of developing a City LHMP is to promote sound public policy designed to protect residents, critical facilities, infrastructure, private property, and the environment from various hazards. As outlined in the LHMP, this is achieved by increasing public awareness, documenting the resources for risk reduction and loss prevention, and identifying activities that will further improve the community's resiliency.

In August 2025, the City issued a Request for Proposals (RFP), shown in Attachment No. 1, to identify the most qualified firm to provide LHMP preparation services for the City. In response to the RFP, ten (10) proposals were received. Copies of the proposals are on file with the City Clerk's Office. Proposals from the top three ranked firms are attached to this report.

The proposals were evaluated and independently ranked by an RFP Evaluation Team. The team consisted of five members, including three City staff and two contracted planning consultants.

Evaluations were based upon the following criteria:

1. Completeness of Proposal (20 points);

2. Relevant Experience and Qualifications of Proposed Project Team (30 points);

3. Capacity to Perform (30 points); and

4. Proposed Cost (20 points).

The overall average scores are shown below.

Rank Firm Score
1 Michael Baker International 86
2 Constant Associates Inc 84
3 Integrated Solution Consulting 83
4 De Novo Planning Group 82
5 Stantec 80
6 Witt O'Brien's 79
7 MLC and Associates 78
8 Chloeta 77
9 The Maher Corporation 76
10 GS Federal LLP 73
Michael Baker International ranked highest and is therefore being recommended for the contract award.

Founded in 1940, Michael Baker International is a leading provider of engineering and consulting services. Besides highlighting their broad experience, the proposal also emphasized the importance of developing the LHMP to maximize grant funding opportunities - Michael Baker International has helped secure $69 million in funding for California clients. The designated project manager for the City's LHMP has more than eleven years of experience serving the needs of cities, public agencies, and organizations throughout California. She leads teams in connecting local jurisdictions to key HMP implementation mechanisms, primarily grant funding opportunities through FEMA Hazard Mitigation Assistance (HMA) programs. Their team of highly qualified professionals have extensive experience working with local, regional, state, federal, and international governments to prepare for, respond to, recover from, and mitigate against natural and man-made hazards.

Staff recommends that the City Council award the contract to Michael Baker International to prepare a comprehensive Local Hazard Mitigation Plan for the City of West Covina. Michael Baker International proposed a fixed fee of $150,000 to prepare the Local Hazard Mitigation Plan. In addition to the base services, Michael Baker International's proposal includes the following optional services, which total $35,000:
$10,000 Interactive ArcGIS Story Maps,
$10,000 Mitigation Action Database and
$15,000 Safety Element and AB 2140 Advisory Services
To maximize the grant, staff is recommending that the City Council authorize the Acting City Manager to execute an agreement with Michael Baker International in an amount not-to-exceed $185,000, which includes the base services and the optional services. A draft agreement is included as Attachment No. 6.

The Local Hazard Mitigation Plan is expected to be completed by Spring 2027.

LEGAL REVIEW:

The City Attorney's Office has reviewed the draft agreement and approved it as to form and will review the final form of the agreement prior to execution.

OPTIONS:

The City Council has the following options:

1. Approve the staff recommendation; or

2. Provide alternative direction.

Prepared by: Kelly McDonald, Assistant to the City Manager Fiscal Impact
FISCAL IMPACT:

FEMA has approved $159,950 and Cal OES has approved $50,000 as a match for a total grant award of $209,950. This is a reimbursable grant and the City is not required to provide its own match - therefore, there is no impact on the General Fund. The attached budget amendment appropriates the grant to Fund 139 with amounts of $200,000 for the project and $9,950 for administrative costs, as awarded by CalOES.

Attachments
Attachment No. 1 - RFP No. 2026-04 - Local Hazard Mitigation Plan Attachment No. 2 - Proposal - Michael Baker International Attachment No. 3 - Proposal - Constant
Attachment No. 4 - Proposal - Integrated Solutions Consulting Attachment No. 5 - Resolution No. 2026-27
Attachment No. 6 - Draft Agreement
CITY COUNCIL GOALS & OBJECTIVES: Protect Public Safety
CITY COUNCIL GOALS & OBJECTIVES: Protect Public Safety
A Well-Planned Community
Maintain Good Intergovernmental Relations
ATTACHMENT NO. 1
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• Award of contract (tentative date): November 18, 2025 (Tentative) (For contracts awarded by the City Council, City Council agendas are posted on www.westcovina.org on the Wednesday prior to the first and third Tuesdays each month.)

3. PROPOSAL SUBMISSION
Proposals must be for the entire scope of services outlined in this RFP.

Incomplete proposals will not be considered. Proposals will be received electronically (online only) via City of West Covina’s PlanetBids portal at https://www.westcovina.org/departments/finance/finance/bids-rfps.

Proposals must be submitted with the following attachments:

Attachment A: Statement of Non-Collusion by Contractor
Attachment B: Subcontractor Campaign Contribution Acknowledgement Form Attachment C: Sam.gov Verification – Debarment & Suspension Verification Attachment D: Fee Schedule
Attachment F: Certificate of Insurance
Attachment G: W-9
Proposals must be submitted no later than 5:00 PM on September 18, 2025.

Submissions received after this deadline will be rejected. Submissions by facsimile or electronic mail will not be accepted.

Submission of a proposal shall constitute acknowledgment and acceptance of all terms and conditions contained in this RFP and all exhibits and attachments hereto.

4. CONTACT WITH CITY OFFICIALS AND REPRESENTATIVES
The sole City Representative as contact person for all questions and matters regarding this RFP is Jazmin Hernandez, Purchasing Manager. The City Representative can be reached via e-mail at [email protected] or by phone at (626) 939-8705. Proposers that contact any City official or representative other than the designated City Representative as set forth in this RFP may be disqualified with no further consideration given to the proposal submitted.

All questions regarding the specifications in this RFP are required to be addressed via City’s PlanetBids site by the designated date and time. Responses will be posted on the City’s PlanetBids site.

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5. BACKGROUND
The City of West Covina is located in the San Gabriel Valley, 20 miles east of downtown Los Angeles and 15 miles north of Orange County. Incorporated as a general law city in 1923, the City operates under the council/manager form of government. The City’s 16 square miles flourished with walnut groves and orange groves for many decades. The City has developed into a commercial and residential community, with a population currently estimated at about 110,200 residents.

The City offers 16 parks, four community centers, a Sports Complex, and a County-operated library. The City provides a full range of services to its citizens, including police, fire and emergency medical; construction and maintenance of streets, traffic signalization and other infrastructure; planning and building safety; and social, recreational and cultural activities and events. However, the City contracts out building and safety services, engineering, and business licensing.

Additionally, water utilities and solid services are provided and billed externally.

The City is financially accountable for the Successor Agency to the former Redevelopment Agency of the City of West Covina, a financing authority, and a housing authority, which are combined within the City’s financial statements.

6. SCOPE OF SERVICES
The scope of services to be provided is described in Attachment E of this RFP.

7. CONTRACT PERIOD
The term of the agreement will be for a period necessary for the successful completion of the project to be no than April 1, 2027.

8. PROPOSAL FORMAT
The proposal should be straightforward, concise and provide “layman” explanations of technical terms that are used. Emphasis should be concentrated on conforming to the RFP instructions, responding to the RFP requirements and on providing a complete and clear description of the offer. Proposals that appear unrealistic in terms of technical commitments, lack of technical competence or are indicative of failure to comprehend the complexity of this RFP may be rejected.

The proposal should contain the sections in the order indicated below. This standardization will facilitate evaluation of the comparative merits of all proposals submitted.

8.1 COVER LETTER
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Provide a letter of introduction, approximately one (1) page in length, including the name, address and telephone number of the person(s) to contact who will be authorized to represent the proposer. This letter shall be signed by an officer of the proposer authorized to bind the proposer to all commitments made in the proposal.

8.2 PROJECT SUMMARY SECTION
The Project Summary section should describe your understanding of the City, the work to be done, and the objective to be accomplished referring to specific sections of the scope of services.

8.3 METHODOLOGY SECTION
Provide a detailed description of the approach and methodology to be used to accomplish the scope of services of this RFP to achieve City satisfaction, along with a proposed timeline to complete the project. Indicate the method(s) the proposer will use to control project costs and maintain timelines.

8.4 FEE SCHEDULE
The proposed fee schedule should include:

1. A not-to-exceed total fee for services.

2. The cost for each major sub-task identified in the scope of work.

3. The hourly rates for each person/position who will be involved in the work.

8.5 EXCLUDED OR SUBCONTRACTED SERVICES
Provide details of any necessary services relating to the proposal/service process which will not be included in your proposal, including those which the proposer expects to be performed by City staff and/or by other contractors or subcontractors. If you intend to subcontract any portion of the work, identify the subcontractor(s) and provide details regarding their qualifications.

8.6 LIST OF SIMILAR SERVICES COMPLETED
Provide a complete listing of all similar services that have been provided within the past three (3) years. Include name of agency or company, project manager/contact, dates services were provided and summary of services provided.

8.7 REFERENCES
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The proposer shall submit with his/her/its proposal a list of at least three (3) clients using the same or similar services being proposed, with names, addresses, email addresses and telephone numbers. A survey of references will be made to determine, among other things, the proposer’s success in meeting the needs of the contracting agency in a timely manner.

9. ORAL PRESENTATIONS
An oral presentation by the proposers in final contention for award of an agreement for services may, in City’s discretion, be required as a part of this RFP process.

The purpose of the oral presentation would be twofold: first, to allow the proposer to demonstrate capabilities of the company and to clarify proposer’s responses to the RFP; second, to allow the City staff to meet the proposer’s key personnel who would be assigned to this project. Attendance at such a presentation shall be at the proposer’s expense.

10. TERMS AND CONDITIONS OF RFP

10.1 SIGNED SUBMISSION OF PROPOSALS
Each proposal must be signed in longhand by the person or persons legally authorized to bind the proposer to the proposal and contracts. The name and title of each person signing shall by typed or printed below that person’s signature.

Upon request of the City, the corporation or other entity must provide a certified copy of the bylaws or resolution of the board of directors showing the authority of the officer signing the proposal to execute contracts on behalf of the corporation or other entity.

10.2 LATE SUBMISSION OF PROPOSALS
Any submission of proposals received after the due date and time specified in this RFP will not be considered.

10.3 ACCURACY OF PROPOSALS; WITHDRAWAL OF PROPOSALS
Proposers shall take all responsibility for any errors or omissions in their proposals.

To withdraw a proposal, the proposer must submit a written request to the Purchasing Manager via email at [email protected]. A hard copy of the request must also be mailed to the Purchasing Manager at 1444 W. Garvey Avenue S., Room 308, West Covina, CA 91790. The written request must be signed by the authorized representative of the proposer and must be submitted prior to the deadline for submitting proposals.

Withdrawals will not be permitted after the deadline for submitting proposals.

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10.4 ADDENDUM TO THE RFP
Any modifications or changes to this RFP will be made by written addendum.

Addenda will be posted on the City’s PlanetBids page. No verbal modification will be binding on the City.

10.5 PROTEST PROCEDURES
All protests regarding the RFP process must be submitted in writing to the Purchasing Manager within five (5) business days following the opening of the proposals. This includes all protests relating to advertising of the RFP, deadlines, proposal opening, and any protests relating to alleged improprieties or ambiguities in the specifications. This requirement does not apply to protests relating to staff recommendations as to award of a contract. Protests relating to staff recommendations of award of a contract may be directed to the Purchasing Manager within three (3) business days of the posted agenda recommending award by City Council or receipt of notice of intent to award. City may post such notice of intent to award on the City’s PlanetBids portal.

City Council agendas are available for review at least 72 hours before City Council meetings, which are held on the first and third Tuesday of each month, at www.westcovina.org and at the City Clerk's Office, Room 317 in City Hall, 1444 W. Garvey Avenue South, West Covina, during normal business hours.

10.6 DISCLAIMERS AND RESERVATION OF RIGHTS
This RFP does not commit the City to award a contract. The City reserves, in its sole discretion, the right to reject any and all proposals, the right to cancel or postpone the RFP or project in whole or in part at any time, the right to negotiate with any qualified proposer and the right to decline to award the agreement to any of the proposers. The City reserves the right to waive any immaterial irregularities in a proposal or a submission of a proposal.

10.7 NOTICE REGARDING DISCLOSURE OF CONTENTS OF PROPOSALS All proposals submitted in response to this RFP shall become the exclusive property of the City of West Covina and will be a matter of public record. Proposers must identify, in writing, the elements of the proposal which proposer defines as business or trade secrets that are exempt from disclosure under the California Public Records Act (California Government Code Section 7920.000 et seq.) and plainly mark such items as “Trade Secret”, “Confidential”, or “Proprietary”.

Any proposer claiming such an exemption must identify the specific provision of the California Public Records Act that provides an exemption from disclosure for City of West Covina Request for Proposals
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each item that the proposer claims is not subject to disclosure under said Act. Any proposer claiming such an exemption must also state in its proposal that the proposer agrees to defend, indemnify and hold harmless the City and its officers, employees, agents and volunteers from any action brought against the City for its refusal to disclose such material, trade secrets and other proprietary information to any party making a request therefor. Any proposer who fails to include such a statement shall be deemed to have waived any right to an exemption from disclosure as provided by said Act. Any exemption request must be clearly marked as set forth above, and any blanket statement (i.e., regarding entire pages, documents, or other non-specific designations) shall not be sufficient and shall not bind the City in any way whatsoever.

If disclosure is required or permitted under the California Public Records Act or otherwise by law, the City shall not in any way be liable or responsible for the disclosure of any such records or part thereof.

Notwithstanding the foregoing, all proposals submitted may be kept confidential until a contract is awarded.

10.8 PROPOSAL VALIDITY PERIOD
Pricing, terms and conditions stated in the proposer’s response shall remain valid for 120 days from the date of submission of the proposal to the City.

10.9 PRESS RELEASES
The selected contractor shall not issue any news or press releases relating to an award of contract resulting from this RFP or issue any advertising copy mentioning the City or quoting the opinion of any City official, officer or employee without prior written approval from the City Manager.

10.10 EVALUATION AND SELECTION PROCESS
In accordance with Section 2-334 of the West Covina Municipal Code, the City will award the contract to the lowest responsible bidder, as defined Section 2-327 of the West Covina Municipal Code. Price will be considered along with other factors, including, but not limited to, the ability, capacity and skill of the bidder to provide the services, whether the bidder can provide the services within the time specified, the bidder’s record of performance on previous orders or contracts for the City or other public entities, and the quality, availability and adaptability of the bidder’s services.

Proposals will be evaluated to determine the company or person best suited to complete the project based on qualifications, experience and pricing including:
qualifications and experience as provided in a resume or statement of City of West Covina Request for Proposals
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qualifications; ability to effectively communicate and conduct presentations; cost of services; reference checks. All proposers should identify or affirm each of the following requirements:
(a) Have a minimum of three (3) similar projects within the last three (3) years providing the same or similar services requested in this RFP. (b) Have no outstanding or pending complaints as determined through the Better Business Bureau or State of California Department of Consumer Affairs.
(c) Have the administrative and fiscal capability to provide and manage the proposed services.

Proposals will be ranked according to the following criteria:

Criteria Maximum Points
Completeness of Proposal 20
Relevant Experience and Qualifications of the Proposed
Project Team
30 Capacity to Perform 30
Proposed Cost 20
TOTAL 100

10.11 CAMPAIGN CONTRIBUTIONS
(a) Prohibited Contributions.

Pursuant to Section 2-404.1(a) of the West Covina Municipal Code:

No person who is an applicant or proposer to be a party to a city contract, or who is a party to a city contract, as defined in section 2-403, other affected party, or related persons, shall make a contribution to an individual holding city elective office where the city contract has a total anticipated or actual value of thirty thousand dollars ($30,000.00) or more, or a combination or series of such contracts or agreements having a value of thirty thousand dollars ($30,000.00) or more.

Further, pursuant to Section 2-404.1(c) of the West Covina Municipal Code:

No person acting as a subcontractor under a subcontract through a city contract, as defined in section 2-403, or related persons, shall make a City of West Covina Request for Proposals
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contribution to a council member where an individual subcontract has a total anticipated or actual value of fifteen thousand dollars ($15,000.00) or more, or a combination or series of such individual subcontracts with the same subcontractor, for the same or different projects with the aggregate value of fifteen thousand dollars ($15,000.00) or more. (b) Subcontractor Acknowledgement Form.

If a subcontractor is utilized for any part of the proposal, then a completed Subcontractor Campaign Contributions Acknowledgement Form is required to be returned with proposal.

10.12 CONFLICT OF INTEREST
City of West Covina employees are prohibited from participating in the selection process for this RFP if they have any financial or business relationship with any proposer. This RFP process will be conducted in compliance with all laws regarding political contributions, conflicts of interest, or unlawful activities, including, but not limited to, the City’s Conflict of Interest and Ethics Policy.

Proposers shall not offer, give or agree to give any City employee any gratuity or anything of value whatsoever in connection with this RFP. The offer or attempt to give any such gratuity or anything of value to any City employee will be cause for disqualification from participation in this RFP.

10.13 PERMITS AND LICENSES
The selected contractor and all of his/her/its employees or agents shall secure and maintain in force such licenses and permits as are required by law.

10.14 PRE-CONTRACTUAL EXPENSES
The City shall not be liable for any expenses incurred by potential contractors relating to the preparation or submission of proposals. Pre-contractual expenses shall not be included in a proposer’s fee schedule. Pre-contractual expenses include, but are not limited to, expenses incurred by a proposer in:
• Preparing a proposal in response to this RFP;
• Submitting a proposal to the City;
• Oral presentations required by the City;
• Negotiating with the City in any manner related to the proposal submitted;
• Any other expenses incurred by the proposer prior to the execution of a contract with the City, if any.

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10.15 AGREEMENT TO CONDITIONS
The selected proposer will be required to execute an agreement for services. A sample of the agreement is included as Attachment H to this RFP. The sample agreement may be modified by the City prior to award of a contract.

Submission of a proposal shall be deemed acceptance of all the terms set forth in this RFP and the sample agreement for services unless the proposer includes with its proposal, in writing, any conditions or exceptions requested by the proposer to the sample agreement. The terms of the sample agreement, including insurance and indemnification requirements, are standard City requirements and will be modified only if extraordinary circumstances exist.

10.16 PIGGYBACKING OPTION
The City would like to make the same pricing structures available to other government agencies. Proposers shall indicate in their proposal whether they agree to extend pricing to other agencies and for what length of time. Inclusion is not mandatory and will have no bearing on the contract award.

10.17 EXAMINATION OF LOCATIONS AND SPECIFICATIONS
Proposers are expected to carefully examine the locations of the proposed services and the specifications set forth in this RFP and all attachments hereto. By submitting a proposal, the proposer declares he/she/it has carefully reviewed the locations of the proposed services and all specifications and requirements set forth in this RFP, and that proposer will furnish all labor, materials, machinery, tools and equipment required to perform the services in accordance with the requirements of this RFP.

10.18 DEBARMENT AND SUSPENSION
Proposers may not be debarred or suspended or otherwise listed on the Excluded Parties List System (EPLS) in the General Services Administration System for Award Management (SAM). Proposers must include verification that the company as well as the company’s principals are not listed (are not debarred, suspended or otherwise ineligible) through the General Services Administration System for Award Management (sam.gov). Proposers must also enclose a printout of the search results that includes the record date.

By submittal of a proposal, the proposer acknowledges that they have not been debarred or suspended or otherwise excluded from or ineligible for participation in Federal assistance programs under Executive Order 12549, “Debarment and Suspension.”
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11. INSURANCE
Insurance requirements are set forth in the sample agreement (Attachment H).

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ATTACHMENT A

STATEMENT OF NON-COLLUSION BY CONTRACTOR
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NON-COLLUSION DECLARATION TO BE EXECUTED BY

BIDDER AND SUBMITTED WITH BID
The undersigned declares:

I am the _____________________ of _____________________________, the party making the foregoing bid.

The bid is not made in the interest of, or on behalf of, any undisclosed person, partnership, company, association, organization, or corporation. The bid is genuine and not collusive or sham. The bidder has not directly or indirectly induced or solicited any other bidder to put in a false or sham bid. The bidder has not directly or indirectly colluded, conspired, connived, or agreed with any bidder or anyone else to put in a sham bid, or to refrain from bidding. The bidder has not in any manner, directly or indirectly, sought by agreement, communication, or conference with anyone to fix the bid price of the bidder or any other bidder, or to fix any overhead, profit, or cost element of the bid price, or of that of any other bidder. All statements contained in the bid are true. The bidder has not, directly or indirectly, submitted his or her bid price or any breakdown thereof, or the contents thereof, or divulged information or data relative thereto, to any corporation, partnership, company, association, organization, bid depository, or to any member or agent thereof, to effectuate a collusive or sham bid, and has not paid, and will not pay, any person or entity for such purpose.

Any person executing this declaration on behalf of a bidder that is a corporation, partnership, joint venture, limited liability company, limited liability partnership, or any other entity, hereby represents that he or she has full power to execute, and does execute, this declaration on behalf of the bidder.

I declare under penalty of perjury under the laws of the State of California that the foregoing is true and correct and that this declaration is executed on __________[date], at ___________________________[city, state].

Firm _______________________________________
______________________________________
(Signature)
______________________________________
(Print Name & Title)
Street _______________________________________
City_______________________ State_____ Zip ___________

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ATTACHMENT B

SUBCONTRACTOR CAMPAIGN CONTRIBUTION ACKNOWLEDGEMENT FORM (IF APPLICABLE)
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SUBCONTRACTOR CAMPAIGN CONTRIBUTION

ACKNOWLEDGMENT FORM
Proposer [or Consultant] is required to identify any known subcontractor who will provide goods or services with an anticipated or actual value of $15,000 or more in connection with any contract which may be awarded pursuant to this Request for Proposal if the proposed contract with the Proposer [or Consultant] has an anticipated or actual value of $30,000 or more.

By my signature below, I certify that as a subcontractor I reviewed and am in compliance with West Covina Municipal Code section 2-405.1(c), in reference to campaign contributions to any individual holding City elective office, and that I will comply with Section 2-405.1(c) at all times while providing services as a subcontractor.

CONTRACTOR:

Company: _____________________________

By: ___________________________________

Title: __________________________________

Date: _________________________________
SUBCONTRACTOR:

Company: _____________________________

By: ___________________________________

Title: _________________________________

Date: _________________________________
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ATTACHMENT C
SAM.GOV DEBARMENT AND SUSPENSION VERIFICATION
How to Search Exclusion Information
• Select “Search” from the header menu from any page on SAM.gov • In the filters, under “Select Domain,” select “Entity Information, then select “Exclusions.”
• Use the filters or keyword box to enter search criteria and see your results • See sample on next page
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SAM.GOV DEBARMENT AND SUSPENSION VERIFICATION
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ATTACHMENT D

FEE SCHEDULE
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FEE SCHEDULE
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ATTACHMENT E

SCOPE OF SERVICES
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SCOPE OF SERVICES
The City of West Covina is seeking a qualified consultant to coordinate, facilitate, and develop a comprehensive Local Hazard Mitigation Plan (LHMP) pursuant to the Disaster Mitigation Act (DMA) of 2000, implementing regulations and guidance as they apply to local governments. The plan will be consistent with the State of California’s Federal Emergency Management Agency (FEMA) approved mitigation plan. A FEMA approved plan will help identify mitigation actions that will make the City of West Covina more resilient in its response to local hazards.

The City of West Covina has allocated funds for the development of this LHMP.

Preparation of the LHMP will involve an inclusive citywide planning process and will include the following participants seeking the California Office of Emergency Services (CalOES) and FEMA Region IX approval of the City of West Covina Plan:
• City of West Covina
• Local special districts (water and school districts)
• Public and private agencies
• Other stakeholders invited to participate in the plan development process as members of the planning committee
The scope of services for this project is organized into four (4) phases in accordance with the Disaster Mitigation Act planning process:

1. LHMP Planning/Development Process and Organize Resources;

2. Threat and Hazard Identification and Risk Assessment (Hazard Identification, Hazard Mapping, Vulnerability Assessment, and Capability Assessment);

3. Hazard Mitigation Strategy; and

4. Hazard Plan Implementation and Maintenance Process
Phases
Phase One: LHMP Planning/Development Process and Organize Resources

1. Hazard Mitigation Planning Committee: As part of the LHMP planning and development process, the Consultant shall assist the City to organize a Hazard Mitigation Planning Committee (HMPC). Members of the HMPC will include representatives from each participating department and jurisdiction; staff of other local, state, and federal agencies; follow the “whole community” approach by including non-profits, religious institutions, disability access and functional needs groups, and experts; and may also include a cross-section of the community, such as residents, community leaders, and business owners. The public will also be invited to participate on the HMPC.

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The HMPC will:
o Participate in the planning process, attend meetings, and provide data as requested
o Solicit input from citizens and professionals with knowledge of applicable hazards
o Provide input on how the risk differs across the planning area o Identify new/proposed mitigation projects
o Review drafts of the plan
o Hold public meetings
o Coordinate the formal adoption of the plan by governing boards o Manage the implementation of the proposed mitigation projects

2. Public Meetings: The Consultant shall facilitate a minimum of five (5) public meetings. Each meeting will focus on educating the public on the LHMP development process and identify community concerns. The Consultant shall provide content to post on the City’s webpage and social media platforms. Rosters and documentation of attendance for all meeting participants will be the responsibility of the Consultant for all phases and aspects of the LHMP effort. When a final draft LHMP is developed, the public will be invited to review and provide comments to the current draft. Public comments will be incorporated as appropriate by the Consultant.

Note: For security reasons, all critical infrastructure protection information will need to be redacted from the plan prior to dissemination or presentation to the public.

The City of West Covina LHMP will thoroughly document the hazard mitigation planning process, including but not limited to:
o A narrative description of how the plan was prepared and the process followed o An outline of plan development meeting dates, attendees, and agendas o Identify agencies and organizations that participated in plan development o Coordination with existing planning mechanisms
o Description of how the public was involved and strategy for public outreach/meetings
Phase Two: Threat and Hazard Identification Risk Assessment (Hazard Identification, Hazard Mapping, Vulnerability Assessment, and Capability Assessment)
A detailed risk assessment will be developed for this comprehensive LHMP. The purpose of this section is to understand the risk and vulnerability of identified natural, technological, and human-caused hazards and to provide a basis for hazard mitigation strategy development. Details of historic incidents and quantitative data will be incorporated to the greatest extent possible. The risk assessment will include:

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1. Hazard Identification and Profiles: The Hazard Identification and Profiles will include a description and prioritization of the hazards that have occurred within the City. The hazard categories may include:
o Aircraft Incident
o Civil Disturbance
o Climate change hazards
o Critical Infrastructure Failure
o Cyber & Technology hazards
o Dam Failure hazards
o Drought hazards
o Earthquake hazards
o Fire hazards
o Flood-related hazards
o Nuclear and other Hazardous Materials
o Public Health hazards
o Severe weather-related hazards (extreme temperatures, drought, fog, heavy rains/thunderstorms, wind/lightning, etc.)
o Space Weather hazards
o Terrorism, Active Threat hazards
o Tsunami hazards
o Other human-caused hazards
o Other geological and soil hazards
o Other hazards as identified by the Hazard Mitigation Planning Committee

2. Hazard Mapping: Using the best available data, the risk assessment will include high resolution maps (hazard and infrastructure maps will be provided by the Consultant) that delineate areas affected by hazards and identify locations of local assets. The geographic information data will comprise a comprehensive inventory for use in developing map data layers (to the extent data is available), of the following items relative to the multiple hazard area:
o Public buildings and facilities
o Critical facilities and infrastructure
o Maps that depict the location of parcels, structures, land use, and populations o Structures will be delineated by type of use (e.g., residential, commercial, industrial, etc.)
o Other areas of note

3. Vulnerability Assessment: Based on the previous information, the Consultant will develop an overview of the City’s vulnerability to specific hazards. Digital maps and GIS data (provided by the Consultant) will be developed to identify local assets that are located within known hazard areas. HAZUS*, CalOES MyHazards and similar reputable resources will be used to model losses as appropriate. This vulnerability assessment will include (as the data allows):

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o Types and numbers of buildings, infrastructure, and critical facilities located within the planning area and within identified hazard areas
o An inventory of all repetitive flood loss structures, as defined by FEMA, if applicable o Potential dollar losses from identified hazards will be estimated through a process that utilizes HAZUS-MH or GIS analysis of County assessor’s data with hazard locations
o Description of land uses and development trends to advise future land use decisions.
o *HAZUS is a nationally applicable standardized methodology that contains models for estimating potential losses from earthquakes, floods, and hurricanes.

4. Capability Assessment: A capability assessment will be conducted that will inventory those existing plans, policies, and procedures that the City has in place to temper the effect of hazards. This will include protective measures under the National Flood Insurance Program (NFIP), building codes, zoning ordinances, completed or ongoing mitigation projects, and mitigation polices established in the general or comprehensive plans of participating jurisdictions. Technological and infrastructure vulnerabilities will also be noted in detail. Photographs of the vulnerabilities in West Covina will be incorporated as appropriate or requested.

Phase Three: Hazard Mitigation Strategy
The LHMP will include a mitigation strategy to address its exposure to identified hazards.

This will require meetings of the HMPC, facilitated by the Consultant, and shall include:

1. Developing mitigation goal statements that focus on reducing the risk and vulnerability from the identified hazards.

2. Developing a comprehensive range of specific mitigation actions items being considered to reduce the effects of each hazard, based on the risk assessment. The range of potential action items will include emphasis on mitigating losses for new and existing buildings and infrastructure and for future development areas. This section will include a list of prioritized hazard mitigation action items that best meet the City’s needs for hazard damage reduction. Prioritization factors will include an analysis of proposed mitigation projects focused on several key areas, including but not limited to economic (including benefits and cost), engineering, technical, legal, environmental, social, and political feasibility. Action items given the highest priority will meet most or all aspects of the feasibility analysis and will be the best fit for the City and all plan participants.

3. Based on previous tasks, a draft plan will be prepared in accordance with state and federal requirements. The Consultant will ensure that each required component for each plan participant is included in the Plan. The draft plan will be made available to the HMPC for review and comment. The Consultant will incorporate HMPC comments and prepare a public review draft to be distributed to interested parties.

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Phase Four: Hazard Mitigation Plan Implementation and Maintenance Process

1. Monitoring, Evaluating, and Updating: This section will detail how the City of West Covina HMPC will monitor, evaluate, implement, and update the Plan. For example, maintenance will occur at an annual meeting of the HMPC where the LHMP mitigation strategy and implementation progress will be evaluated and modified as appropriate.

The Plan will be revised, updated, and re-adopted every five (5) years in accordance with the requirements of the Disaster Mitigation Act of 2000.

2. Incorporation into Existing Planning Mechanisms: The City will implement and incorporate hazard mitigation plan goals and actions into other local planning documents, such as the local Emergency Operations Plan, community wildfire protection plans, storm water plans, etc. Incorporation of the LHMP into the the City Emergency Operations Plan (EOP) and Safety Element of the General Plan for the City will be emphasized.

3. Implementation Schedule: The completed LHMP will include procedures for ensuring the Plan’s implementation, including an implementation schedule for each action item.

4. Continued Public Involvement: The City is committed to continued public involvement in the LHMP development, maintenance, and future updates. A description of public involvement activities for the Plan will be included.

5. Final Plan: The Consultant will collect and incorporate public comments to the public review draft, make all necessary revisions, and will prepare a Final Plan for submittal to the California Office of Emergency Services (CalOES) and FEMA Region IX for review and approval. Upon approval of the Plan by CalOES and FEMA, the Plan will be presented to the West Covina City Council for adoption by resolution. The Consultant is responsible for all plan revisions from Cal OES, FEMA, or the City until it is adopted by West Covina City Council.

Deliverables

1. Final CalOES and FEMA approved LHMP; all supporting materials in Microsoft Word docx, high-resolution PDF, TIFF, JPEG, and ArcGIS format. Materials are to be provided on six (6) USB 3.1 drives.
a. Original, high quality, West Covina-branded PowerPoint brief of LHMP background, processes, and relevance specific to West Covina incorporating recent images, maps and historic information will be included on flash drives from Deliverable 1
b. GIS layers and overlay files for LHMP hazards and projects in ArcGIS compatible format will be included on flash drives from City of West Covina Request for Proposals
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Deliverable 1.

2. Ten (10) high quality printed and bound copies of the final, complete CalOES and FEMA approved LHMP.

3. Ten (10) high quality printed and bound copies of the Mitigation Project Annex from the final, complete CalOES and FEMA approved LHMP.

4. All records related to the development of the plan, its contents, meetings held and other materials will be organized in high quality pdf format and provided to the City at the end of the process along with a hard copy of the materials, rosters and records.

Conditions

1. All drafts, to include the final CalOES and FEMA approved LHMP are the property of the City of West Covina. All supporting materials, images, maps, documentation, rosters and other records related to the creation of the West Covina LHMP and the process are the property of the City of West Covina.

2. Consultant branding on materials is not authorized or acceptable for the City of West Covina LHMP or any of its components except as allowed or directed by City Manager.

3. Final invoice will not be accepted or paid by the City of West Covina until the final LHMP has all directed corrections/edits made, is approved by CalOES, FEMA, and all conditional materials and deliverables are received by the West Covina City Manager and the LHMP is adopted by City resolution.

Specific Work Requirements

1. Scope of Work will include the following general tasks associated with the delivery of a FEMA-approved mitigation plan.
a. Development of the Mitigation Plan, including process documentation, capability assessment, development of mitigation goals, identification and analysis of mitigation measures, writing and reviewing plan drafts b. Review of relevant City and County documents, plans, records, GIS data, and historic events and incorporation of same into the planning process
c. Risk assessments, including hazard identification and profiling of natural hazards common to West Covina, assessments of vulnerabilities, and estimates of potential losses
d. Incorporate review comments from City staff, California Office of Emergency Services (CalOES), and FEMA into the plan as necessary City of West Covina Request for Proposals
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to complete the plan in compliance with DMA 2000, CalOES and FEMA requirements
e. Facilitation of City-specific meetings and activities to include venue, signage and outreach
f. Planning and facilitation of City-specific public participation activities to include venue, signage and outreach
g. West Covina City Manager will be kept informed of complete schedule and project progress.

2. Consultant shall be thoroughly familiar with the:
a. Robert T. Stafford Disaster Relief Act
b. Emergency Assistance Act, Disaster Mitigation Act of 2000

3. Consultant is required to consult with CalOES and FEMA as the project structure is developed.

4. Consultant must have proven ability to work with CalOES and FEMA and be familiar with their processes and procedures related to the creation, review, and final approval of the LHMP.

Performance

1. Milestones
a. No Later than (NLT) 10 months from effective date of agreement – LHMP delivered to CalOES & FEMA for review – initial

2. Corrections Received from CalOES and/or FEMA
a. NLT 1 month from receipt – Consultant completes LHMP corrections and updates; delivers corrected/updated copy to CalOES and FEMA for review

3. Final LHMP Approved by CalOES & FEMA
a. NLT 1 month from approval – West Covina receives from Consultant: High resolution/quality, printed and bound copies of LHMP; LHMP Projects; organized physical and hard copy of all planning materials, agendas, rosters, etc. Electronic copies on USB flash drives

4. Adoption by City Council
a. NLT 2 months from approval – Final LHMP approved by CalOES & FEMA will be presented to the City Council for adoption.
b. NLT 2 months from approval - West Covina receives from Consultant: Final Invoice and any remaining documentation to be reconciled.

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ATTACHMENT F

CERTIFICATE OF INSURANCE
(AS OUTLINED IN ATTACHMENT H, SECTION 5, INSURANCE)
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CERTIFICATE OF INSURANCE
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ATTACHMENT G
W-9
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ATTACHMENT H

SAMPLE AGREEMENT
Note: City reserves the right to modify, amend and/or strike any provision of this sample agreement prior to the award of a contract.

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CITY OF WEST COVINA

PROFESSIONAL SERVICES AGREEMENT
WITH
_____________________
FOR
___________________________
THIS PROFESSIONAL SERVICES AGREEMENT is made and entered into this _____ day of ____________, 2025 (“Effective Date”), by and between the CITY OF WEST COVINA, a municipal corporation (“City”), and _________ a [(state) (entity information)] (“Consultant”).

RECITALS
A. City proposes to utilize the services of Consultant as an independent contractor to City to _________________, as more fully described herein; and B. Consultant represents that it has that degree of specialized expertise contemplated within California Government Code Section 37103, and holds all necessary licenses to practice and perform the services herein contemplated; and
C. City and Consultant desire to contract for the specific services described in Exhibit “A” and desire to set forth their rights, duties and liabilities in connection with the services to be performed; and
D. No official or employee of City has a financial interest, within the provisions of Sections 1090-1092 of the California Government Code, in the subject matter of this Agreement.

NOW, THEREFORE, for and in consideration of the mutual covenants and conditions contained herein, the parties hereby agree as follows:

1.0. SERVICES PROVIDED BY CONSULTANT

1.1. Scope of Services. Consultant shall provide the professional services described in the Scope of Services, attached hereto as Exhibit “A” and incorporated herein.

1.2. Professional Practices. All professional services to be provided by Consultant pursuant to this Agreement shall be provided by personnel experienced in their respective fields and in a manner consistent with the standards of care, diligence and skill ordinarily exercised by professional consultants in similar fields and circumstances in accordance with sound professional practices. Consultant also warrants that it is familiar with all laws that may affect its performance of this Agreement and shall advise City of any changes in any laws that may affect Consultant’s performance of this Agreement. Consultant shall keep itself informed of State and Federal laws and regulations which in any manner affect those employed by it or in any way affect the performance of its service pursuant to this Agreement. The Consultant shall at all times observe and comply with all such laws and regulations. City officers and employees shall not be liable at law or in equity for any claims or damages occurring as a result of failure of the Consultant to comply with this section.

1.3. Performance to Satisfaction of City. Consultant agrees to perform all the work to the reasonable satisfaction of the City. Evaluations of the work will be conducted by the City Manager or his or her designee. If the quality of work is not satisfactory, City in its discretion has Note: City reserves the right to modify, amend and/or strike any provision of this sample agreement prior to the award of a contract.

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the right to:
(a) Meet with Consultant to review the quality of the work and resolve the matters of concern;
(b) Require Consultant to repeat the work at no additional fee until it is satisfactory; and/or
(c) Terminate the Agreement as hereinafter set forth.

1.4. Warranty. Consultant warrants that it shall perform the services required by this Agreement in compliance with all applicable Federal and California employment laws, including, but not limited to, those laws related to minimum hours and wages; occupational health and safety; fair employment and employment practices; workers’ compensation; and all other Federal, State and local laws and ordinances applicable to the services required under this Agreement.

1.5. Non-Discrimination. In performing this Agreement, Consultant shall not engage in, nor permit its agents to engage in, discrimination in employment of persons because of their race, religious creed, color, national origin, ancestry, physical disability, mental disability, reproductive health decisionmaking, medical condition, genetic information, marital status, sex, gender, gender identity, gender expression, age, sexual orientation, or veteran or military status, except as permitted pursuant to Section 12940 of the California Government Code.

1.6. Non-Exclusive Agreement. Consultant acknowledges that City may enter into agreements with other consultants for services similar to the services that are subject to this Agreement or may have its own employees perform services similar to those services contemplated by this Agreement.

1.7. Confidentiality. Employees of Consultant in the course of their duties may have access to financial, accounting, statistical, and personnel data of private individuals and employees of City. Consultant covenants that all data, documents, discussion, or other information developed or received by Consultant or provided for performance of this Agreement are deemed confidential and shall not be disclosed by Consultant without written authorization by City. City shall grant such authorization if disclosure is required by law. All City data shall be returned to City upon the termination of this Agreement. Consultant’s covenant under this Section shall survive the termination of this Agreement.

1.8. Public Records Act Disclosure. Consultant has been advised and is aware that this Agreement and all reports, documents, information and data, including, but not limited to, computer tapes, discs or files furnished or prepared by Consultant, or any of its subcontractors, pursuant to this Agreement and provided to City may be subject to public disclosure as required by the California Public Records Act (California Government Code Section 7920.000 et seq.).

Exceptions to public disclosure may be those documents or information that qualify as trade secrets, as that term is defined in California Government Code Section 7924.510, and of which Consultant informs City of such trade secret. The City will endeavor to maintain as confidential all information obtained by it that is designated as a trade secret. The City shall not, in any way, be liable or responsible for the disclosure of any trade secret including, without limitation, those records so marked if disclosure is deemed to be required by law or by order of the court.

2.0. COMPENSATION AND BILLING

2.1. Compensation. Consultant shall be paid in accordance with the fee schedule set Note: City reserves the right to modify, amend and/or strike any provision of this sample agreement prior to the award of a contract.

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forth in Exhibit “B,” attached hereto and made a part of this Agreement (the “Fee Schedule”).

Consultant’s total compensation shall not exceed _______ Dollars ($ _____.00).

2.2. Additional Services. Consultant shall not receive compensation for any services provided outside the scope of services specified in the Consultant’s Proposal unless the City, prior to Consultant performing the additional services, approves such additional services in writing. It is specifically understood that oral requests and/or approvals of such additional services or additional compensation shall be barred and are unenforceable. Should the City request in writing additional services that increase the Scope of Services, an additional fee based upon the Consultant’s standard hourly rates shall be paid to the Consultant for such additional services.

2.3. Method of Billing. Consultant may submit invoices to the City for approval on a progress basis, but no more often than once a month. Said invoice shall be based on the total of all Consultant’s services which have been completed to City’s sole satisfaction. City shall pay Consultant’s invoice within forty-five (45) days from the date City receives said invoice. Each invoice shall describe in detail the services performed, the date of performance, and the associated time for completion. Any additional services approved and performed pursuant to this Agreement shall be designated as “Additional Services” and shall identify the number of the authorized change order, where applicable, on all invoices.

2.4. Records and Audits. Records of Consultant’s services relating to this Agreement shall be maintained in accordance with generally recognized accounting principles and shall be made available to City for inspection and/or audit at mutually convenient times from the Effective Date until three (3) years after the termination or expiration of this Agreement.

3.0. TIME OF PERFORMANCE

3.1. Commencement and Completion of Work. Unless otherwise agreed to by the parties, the professional services to be performed pursuant to this Agreement shall commence within five (5) days from the Effective Date of this Agreement. Said services shall be performed in strict compliance with the Project Schedule approved by City as set forth in Exhibit “C,” attached hereto and incorporated herein by this reference. The Project Schedule may be amended by mutual agreement of the parties. Failure to commence work in a timely manner and/or diligently pursue work to completion may be grounds for termination of this Agreement.

3.2. Excusable Delays. Neither party shall be responsible for delays or lack of performance resulting from acts beyond the reasonable control of the party or parties. Such acts shall include, but not be limited to, acts of God, fire, strikes, material shortages, compliance with laws or regulations, riots, acts of war, or any other conditions beyond the reasonable control of a party. If a delay beyond the control of the Consultant is encountered, a time extension may be mutually agreed upon in writing by the City and the Consultant. The Consultant shall present documentation satisfactory to the City to substantiate any request for a time extension.

4.0. TERM AND TERMINATION

4.1. Term. This Agreement shall commence on the Effective Date and continue for a period of ______ months, ending on __________, 20__, unless previously terminated as provided herein or as otherwise agreed to in writing by the parties. [Optional language if extensions permitted: Thereafter, this Agreement may be extended for a maximum of [spell out number (#) ] successive one (1) year periods. Such extensions, if any, will be evidenced by a written amendment to this Agreement.]
Note: City reserves the right to modify, amend and/or strike any provision of this sample agreement prior to the award of a contract.

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4.2. Notice of Termination. The City reserves and has the right and privilege of canceling, suspending or abandoning the execution of all or any part of the work contemplated by this Agreement, with or without cause, at any time, by providing at least fifteen (15) days prior written notice to Consultant. In the event of such termination, Consultant shall immediately stop rendering services under this Agreement unless directed otherwise by the City. If the City suspends, terminates or abandons a portion of this Agreement such suspension, termination or abandonment shall not make void or invalidate the remainder of this Agreement.

If the Consultant defaults in the performance of any of the terms or conditions of this Agreement, it shall have ten (10) days after service upon it of written notice of such default in which to cure the default by rendering a satisfactory performance. In the event that the Consultant fails to cure its default within such period of time, the City shall have the right, notwithstanding any other provision of this Agreement, to terminate this Agreement without further notice and without prejudice to any other remedy to which it may be entitled to at law, in equity, or under this Agreement.

The City also shall have the right, notwithstanding any other provisions of this Agreement, to terminate this Agreement, at its option and without prejudice to any other remedy to which it may be entitled to at law, in equity, or under this Agreement, immediately upon service of written notice of termination on the Consultant, if the latter should:
(a) Be adjudged bankrupt;
(b) Become insolvent or have a receiver of its assets or property appointed because of insolvency;
(c) Make a general assignment for the benefit of creditors; (d) Default in the performance of any obligation or payment of any indebtedness under this Agreement;
(e) Suffer any judgment against it to remain unsatisfied or unbonded of record for thirty (30) days or longer; or
(f) Institute or suffer to be instituted any procedures for reorganization or rearrangement of its affairs.

4.3. Compensation. In the event of termination, City shall pay Consultant for reasonable costs incurred and professional services satisfactorily performed up to and including the effective date of the City’s written notice of termination, within forty-five (45) days after the effective date of the notice of termination or the final invoice of the Consultant, whichever occurs last. Compensation for work in progress shall be prorated based on the percentage of work completed as of the effective date of termination in accordance with the fees set forth herein.

4.4. Documents. In the event of termination of this Agreement, all documents prepared by Consultant in its performance of this Agreement including, but not limited to, finished or unfinished design, development and construction documents, data studies, drawings, maps and reports, shall be delivered to the City within ten (10) days of the effective date of the notice of termination, at no cost to City.

Note: City reserves the right to modify, amend and/or strike any provision of this sample agreement prior to the award of a contract.

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5.0. INSURANCE

5.1. Minimum Scope and Limits of Insurance. Consultant shall obtain, maintain, and keep in full force and effect during the life of this Agreement all of the following minimum scope of insurance coverages with an insurance company authorized to do business in California, with a current A.M. Best’s rating of no less than A:VII, and approved by City:
(a) Commercial general liability insurance with coverage at least as broad as Insurance Services Office form CG 00 01, in an amount not less than Two Million Dollars ($2,000,000.00) per occurrence, Four Million Dollars ($4,000,000.00) general aggregate, for bodily injury, personal injury, and property damage. The policy must include contractual liability that has not been amended. Any endorsement restricting standard ISO “insured contract” language will not be accepted.
(b) Automobile insurance at least as broad as Insurance Services Office form CA 00 01 covering bodily injury and property damage for all activities of the Consultant arising out of or in connection with work to be performed under this Agreement, including coverage for any owned, hired, non-owned, or rented vehicles, in an amount not less than One Million Dollars ($1,000,000.00) combined single limit for each accident. (c) Workers’ compensation insurance as required by the State of California, with Statutory Limits, and Employer’s Liability Insurance with a limit of no less than One Million Dollars ($1,000,000.00) per accident for bodily injury or disease. Consultant agrees to waive, and to obtain endorsements from its workers’ compensation insurer waiving subrogation rights under its workers’ compensation insurance policy against the City, its officers, agents, employees, and volunteers for losses arising from work performed by Consultant for the City and to require each of its subcontractors, if any, to do likewise under their workers’ compensation insurance policies.

By execution of this Agreement, the Consultant certifies as follows:

I am aware of, and will comply with, Section 3700 of the California Labor Code, requiring every employer to be insured against liability of Workers’ Compensation or to undertake self-insurance before commencing any of the work.

The Consultant shall also comply with Section 3800 of the California Labor Code by securing, paying for and maintaining in full force and effect for the duration of this Agreement, complete Workers’ Compensation Insurance, and shall furnish a Certificate of Insurance to the City before execution of this Agreement by the City. The City, its officers and employees shall not be responsible for any claims in law or equity occasioned by failure of the consultant to comply with this section.
(d) Professional liability (errors & omissions) insurance that covers the services to be performed in connection with this Agreement, in the minimum amount of One Million Dollars ($1,000,000.00) per claim and in the aggregate. Any policy inception date, continuity date, or retroactive date must be before the Effective Date of this Agreement and Consultant agrees Note: City reserves the right to modify, amend and/or strike any provision of this sample agreement prior to the award of a contract.

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to maintain continuous coverage through a period no less than three (3) years after completion of the services required by this Agreement.

If the Consultant maintains higher limits or has broader coverage than the minimums shown above, the City requires and shall be entitled to all coverage, and to the higher limits maintained by the Consultant. Any available insurance proceeds in excess of the specified minimum limits of insurance and coverage shall be available to the City.

5.2. Endorsements. The insurance policies are to contain, or be endorsed to contain, the following provisions:
(a) Additional Insureds: The City of West Covina and its elected and appointed boards, officers, officials, agents, employees, and volunteers are additional insureds with respect to: liability arising out of activities performed by or on behalf of the Consultant pursuant to its contract with the City; products and completed operations of the Consultant; premises owned, occupied or used by the Consultant; automobiles owned, leased, hired, or borrowed by the Consultant.
(b) Notice of Cancelation: Each insurance policy required above shall provide that coverage shall not be canceled, except with notice to the City. (c) Primary Coverage: The Consultant’s insurance coverage shall be primary insurance as respects the City of West Covina, its officers, officials, agents, employees, and volunteers. Any other insurance maintained by the City of West Covina shall be excess and not contributing with the insurance provided by this policy.
(d) Waiver of Subrogation: Consultant hereby grants to City a waiver of any right to subrogation which any insurer of said Consultant may acquire against the City by virtue of the payment of any loss under such insurance.

Consultant agrees to obtain any endorsement that may be necessary to affect this waiver of subrogation, but this provision applies regardless of whether or not the City has received a waiver of subrogation endorsement from the insurer.
(e) Coverage Not Affected: Any failure to comply with the reporting provisions of the policies shall not affect coverage provided to the City of West Covina, its officers, officials, agents, employees, and volunteers. (f) Coverage Applies Separately: The Consultant’s insurance shall apply separately to each insured against whom claim is made or suit is brought, except with respect to the limits of the insurer’s liability.

5.3. Deductible or Self Insured Retention. If any of such policies provide for a deductible or self-insured retention to provide such coverage, the amount of such deductible or self-insured retention shall be approved in advance by City. The City may require the Consultant to purchase coverage with a lower retention or provide proof of ability to pay losses and related investigations, claim administration, and defense expenses within the retention. The policy language shall provide, or be endorsed to provide, that the self-insured retention may be satisfied by either the named insured or City.

Note: City reserves the right to modify, amend and/or strike any provision of this sample agreement prior to the award of a contract.

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5.4. Certificates of Insurance. Consultant shall provide to City certificates of insurance showing the insurance coverages and required endorsements described above, in a form and content approved by City, prior to performing any services under this Agreement. The City reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time.

5.5. Non-limiting. Nothing in this Section shall be construed as limiting in any way the indemnification provision contained in this Agreement.

6.0. GENERAL PROVISIONS

6.1. Entire Agreement. This Agreement constitutes the entire agreement between the parties with respect to any matter referenced herein and supersedes any and all other prior writings and oral negotiations. This Agreement may be modified only in writing, and signed by the parties in interest at the time of such modification.

6.2. Representatives. The City Manager or his or her designee shall be the representative of City for purposes of this Agreement and may issue all consents, approvals, directives and agreements on behalf of the City, called for by this Agreement, except as otherwise expressly provided in this Agreement.

Consultant shall designate a representative for purposes of this Agreement who shall be authorized to issue all consents, approvals, directives and agreements on behalf of Consultant called for by this Agreement, except as otherwise expressly provided in this Agreement.

6.3. Key Personnel. It is the intent of both parties to this Agreement that Consultant shall make available the professional services of __________________, who shall coordinate directly with City. Any substitution of key personnel must be approved in advance in writing by City’s Representative.

6.4. Notices. Any notices, documents, correspondence or other communications concerning this Agreement or the work hereunder may be provided by personal delivery, Email or by U.S. mail. If by U.S. mail, it shall be addressed as set forth below and placed in a sealed envelope, postage prepaid, and deposited in the United States Postal Service. Such communication shall be deemed served or delivered: (a) at the time of delivery if such communication is sent by personal delivery; (b) one (1) business day after the Email is sent if such communication is sent by Email, provided that no delivery failure notification has been received; and (c) 72 hours after deposit in the U.S. Mail as reflected by the official U.S. postmark if such communication is sent through regular United States mail.

IF TO CONSULTANT: IF TO CITY:
_________________
_________________
_________________
City of West Covina
1444 West Garvey Ave. South
West Covina, CA 91790
Tel: _________________ Tel: _________________
Email: _________________
Attn: ________________
Email: _________________
Attn: _______________

6.5. Attorneys’ Fees. If litigation is brought by any party in connection with this Note: City reserves the right to modify, amend and/or strike any provision of this sample agreement prior to the award of a contract.

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Agreement against another party, the prevailing party shall be entitled to recover from the opposing party all costs and expenses, including reasonable attorneys’ fees, incurred by the prevailing party in the exercise of any of its rights or remedies hereunder or the enforcement of any of the terms, conditions, or provisions hereof.

6.6. Governing Law. This Agreement shall be governed by and construed under the laws of the State of California without giving effect to that body of laws pertaining to conflict of laws. In the event of any legal action to enforce or interpret this Agreement, the parties hereto agree that the sole and exclusive venue shall be a court of competent jurisdiction located in Los Angeles County, California.

6.7. Assignment. Consultant shall not voluntarily or by operation of law assign, transfer, sublet or encumber all or any part of Consultant’s interest in this Agreement without City’s prior written consent. Any attempted assignment, transfer, subletting or encumbrance shall be void and shall constitute a breach of this Agreement and cause for termination of this Agreement. Regardless of City’s consent, no subletting or assignment shall release Consultant of Consultant’s obligation to perform all other obligations to be performed by Consultant hereunder for the term of this Agreement.

6.8. Indemnification and Hold Harmless. Consultant agrees to defend, with counsel of City’s choosing, indemnify, hold free and harmless the City, its elected and appointed officials, officers, agents and employees, at Consultant’s sole expense, from and against any and all claims, demands, actions, suits or other legal proceedings brought against the City, its elected and appointed officials, officers, agents and employees arising out of the performance of the Consultant, its employees, and/or authorized subcontractors, of the work undertaken pursuant to this Agreement. The defense obligation provided for hereunder shall apply without any advance showing of negligence or wrongdoing by the Consultant, its employees, and/or authorized subcontractors, but shall be required whenever any claim, action, complaint, or suit asserts as its basis the negligence, errors, omissions or misconduct of the Consultant, its employees, and/or authorized subcontractors, and/or whenever any claim, action, complaint or suit asserts liability against the City, its elected and appointed officials, officers, agents and employees based upon the work performed by the Consultant, its employees, and/or authorized subcontractors under this Agreement, whether or not the Consultant, its employees, and/or authorized subcontractors are specifically named or otherwise asserted to be liable. Notwithstanding the foregoing, the Consultant shall not be liable for the defense or indemnification of the City for claims, actions, complaints or suits arising out of the sole active negligence or willful misconduct of the City. This provision shall supersede and replace all other indemnity provisions contained either in the City’s specifications or Consultant’s Proposal, which shall be of no force and effect.

6.9. Independent Contractor. Consultant is and shall be acting at all times as an independent contractor and not as an employee of City. Consultant shall have no power to incur any debt, obligation, or liability on behalf of City or otherwise act on behalf of City as an agent.

Neither City nor any of its agents shall have control over the conduct of Consultant or any of Consultant’s employees, except as set forth in this Agreement. Consultant shall not, at any time, or in any manner, represent that it or any of its agents or employees are in any manner agents or employees of City. Consultant shall secure, at its sole expense, and be responsible for any and all payment of Income Tax, Social Security, State Disability Insurance Compensation, Unemployment Compensation, and other payroll deductions for Consultant and its officers, agents, and employees, and all business licenses, if any are required, in connection with the services to be performed hereunder. Consultant shall indemnify and hold City harmless from any and all taxes, assessments, penalties, and interest asserted against City by reason of the independent contractor relationship created by this Agreement. Consultant further agrees to Note: City reserves the right to modify, amend and/or strike any provision of this sample agreement prior to the award of a contract.

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indemnify and hold City harmless from any failure of Consultant to comply with the applicable worker’s compensation laws. City shall have the right to offset against the amount of any fees due to Consultant under this Agreement any amount due to City from Consultant as a result of Consultant’s failure to promptly pay to City any reimbursement or indemnification arising under this paragraph.

6.10. PERS Eligibility Indemnification. In the event that Consultant or any employee, agent, or subcontractor of Consultant providing services under this Agreement claims or is determined by a court of competent jurisdiction or the California Public Employees Retirement System (PERS) to be eligible for enrollment in PERS as an employee of the City, Consultant shall indemnify, defend, and hold harmless City for the payment of any employee and/or employer contributions for PERS benefits on behalf of Consultant or its employees, agents, or subcontractors, as well as for the payment of any penalties and interest on such contributions, which would otherwise be the responsibility of City.

Notwithstanding any other agency, state or federal policy, rule, regulation, law or ordinance to the contrary, Consultant and any of its employees, agents, and subcontractors providing service under this Agreement shall not qualify for or become entitled to, and hereby agree to waive any claims to, any compensation, benefit, or any incident of employment by City, including but not limited to eligibility to enroll in PERS as an employee of City and entitlement to any contribution to be paid by City for employer contribution and/or employee contributions for PERS benefits.

6.11. Cooperation. In the event any claim or action is brought against City relating to Consultant’s performance or services rendered under this Agreement, Consultant shall render any reasonable assistance and cooperation which City might require.

6.12. Ownership of Documents. All findings, reports, documents, information and data including, but not limited to, computer tapes or discs, files and tapes furnished or prepared by Consultant or any of its subcontractors in the course of performance of this Agreement, shall be and remain the sole property of City. Consultant agrees that any such documents or information shall not be made available to any individual or organization without the prior consent of City. Any use of such documents for other projects not contemplated by this Agreement, and any use of incomplete documents, shall be at the sole risk of City and without liability or legal exposure to Consultant. City shall indemnify and hold harmless Consultant from all claims, damages, losses, and expenses, including attorneys’ fees, arising out of or resulting from City’s use of such documents for other projects not contemplated by this Agreement or use of incomplete documents furnished by Consultant. Consultant shall deliver to City any findings, reports, documents, information, data, in any form, including but not limited to, computer tapes, discs, files audio tapes or any other related items as requested by City or its authorized representative, at no additional cost to the City. Consultant or Consultant’s agents shall execute such documents as may be necessary from time to time to confirm City’s ownership of the copyright in such documents.

6.13. Electronic Safeguards. Consultant shall identify reasonably foreseeable internal and external risks to the privacy and security of personal information that could result in the unauthorized disclosure, misuse, alteration, destruction or other compromise of the information.

Consultant shall regularly assess the sufficiency of any safeguards and information security awareness training in place to control reasonably foreseeable internal and external risks, and evaluate and adjust those safeguards in light of the assessment.

6.14. Economic Interest Statement. Consultant hereby acknowledges that pursuant to California Government Code Section 87300 and the Conflict of Interest Code adopted by City, Note: City reserves the right to modify, amend and/or strike any provision of this sample agreement prior to the award of a contract.

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Consultant is designated in said Conflict of Interest Code and is therefore required to file an Economic Interest Statement (Form 700) with the City Clerk, for each employee providing advice under this Agreement, prior to the commencement of work, unless waived by the City Manager.

6.15. Conflict of Interest. Consultant and its officers, employees, associates and subconsultants, if any, will comply with all conflict of interest statutes of the State of California applicable to Consultant’s services under this agreement, including, but not limited to, the Political Reform Act of 1974 (California Government Code Section 81000, et seq.) and California Government Code Sections 1090-1092. Consultant covenants that none of Consultant’s officers or principals have any interest in, or shall acquire any interest, directly or indirectly, which will conflict in any manner or degree with the performance of the services hereunder, including in any manner in violation of the Political Reform Act. Consultant further covenants that in the performance of this Agreement, no person having such interest shall be used by Consultant as an officer, employee, agent, or subconsultant. Consultant further covenants that Consultant has not contracted with nor is performing any services, directly or indirectly, with any developer(s) and/or property owner(s) and/or firm(s) and/or partnership(s) owning property in the City and further covenants and agrees that Consultant and/or its subconsultants shall provide no service or enter into any agreement or agreements with a/any developer(s) and/or property owner(s) and/or firm(s) and/or partnership(s) owning property in the City prior to the completion of the work under this Agreement.

6.16. Prohibited Employment. Consultant will not employ any regular employee of City while this Agreement is in effect.

6.17. Order of Precedence. In the event of an inconsistency in this Agreement and any of the attached Exhibits, the terms set forth in this Agreement shall prevail. If, and to the extent this Agreement incorporates by reference any provision of any document, such provision shall be deemed a part of this Agreement. Nevertheless, if there is any conflict among the terms and conditions of this Agreement and those of any such provision or provisions so incorporated by reference, this Agreement shall govern over the document referenced.

6.18. Costs. Each party shall bear its own costs and fees incurred in the preparation and negotiation of this Agreement and in the performance of its obligations hereunder except as expressly provided herein.

6.19. No Third Party Beneficiary Rights. This Agreement is entered into for the sole benefit of City and Consultant and no other parties are intended to be direct or incidental beneficiaries of this Agreement and no third party shall have any right in, under or to this Agreement.

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

6.21. Construction. The parties have participated jointly in the negotiation and drafting of this Agreement and have had an adequate opportunity to review each and every provision of the Agreement and submit the same to counsel or other consultants for review and comment. In the event an ambiguity or question of intent or interpretation arises with respect to this Agreement, this Agreement shall be construed as if drafted jointly by the parties and in accordance with its fair meaning. There shall be no presumption or burden of proof favoring or disfavoring any party by virtue of the authorship of any of the provisions of this Agreement.

Note: City reserves the right to modify, amend and/or strike any provision of this sample agreement prior to the award of a contract.

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6.22. Amendments. Only a writing executed by the parties hereto or their respective successors and assigns may amend this Agreement.

6.23. Waiver. The delay or failure of either party at any time to require performance or compliance by the other of any of its obligations or agreements shall in no way be deemed a waiver of those rights to require such performance or compliance. No waiver of any provision of this Agreement shall be effective unless in writing and signed by a duly authorized representative of the party against whom enforcement of a waiver is sought. The waiver of any right or remedy in respect to any occurrence or event shall not be deemed a waiver of any right or remedy in respect to any other occurrence or event, nor shall any waiver constitute a continuing waiver.

6.24. Severability. If any provision of this Agreement is determined by a court of competent jurisdiction to be unenforceable in any circumstance, such determination shall not affect the validity or enforceability of the remaining terms and provisions hereof or of the offending provision in any other circumstance. Notwithstanding the foregoing, if the value of this Agreement, based upon the substantial benefit of the bargain for any party, is materially impaired, which determination made by the presiding court or arbitrator of competent jurisdiction shall be binding, then both parties agree to substitute such provision(s) through good faith negotiations.

6.25. Counterparts and Electronic Signatures. This Agreement may be executed in one or more counterparts, each of which shall be deemed an original, and may be executed by electronic signatures. All counterparts shall be construed together and shall constitute one agreement. Delivery of an executed counterpart of this Agreement by a .pdf data file or other scanned executed counterpart by email shall be equally as effective as delivery of a manually executed counterpart of this Agreement. Each duplicate and counterpart shall be equally admissible in evidence, and each shall fully bind each party who has executed it. The parties waive all right to challenge the admissibility or authenticity of this Agreement in a court of law based solely on the absence of an original signature.

6.26. Corporate Authority. The persons executing this Agreement on behalf of the parties hereto warrant that they are duly authorized to execute this Agreement on behalf of said parties and that by doing so the parties hereto are formally bound to the provisions of this Agreement.

6.27. Taxpayer Identification Number. Consultant shall provide City with a complete Request for Taxpayer Identification Number and Certification, Form W9, as issued by the Internal Revenue Service.
[SIGNATURE PAGE FOLLOWS.]
Note: City reserves the right to modify, amend and/or strike any provision of this sample agreement prior to the award of a contract.

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IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed by and through their respective authorized officers, as of the date first above written.

CITY OF WEST COVINA,
A municipal corporation
__________________________________ Date: __________________________ [Name]
[Mayor or City Manager]

CONSULTANT
__________________________________ Date: __________________________ Signature
__________________________________
Name and Title
ATTEST:
__________________________________
Lisa Sherrick
Assistant City Clerk
APPROVED AS TO FORM:
__________________________________
Thomas P. Duarte
City Attorney
APPROVED AS TO INSURANCE:
_________________________________
Karen Ogawa
Risk Management
Form Revised October 2024
ATTACHMENT NO. 2
September 18, 2025

CITY OF WEST COVINA
Jazmin Hernandez, Purchasing Manager
City of West Covina
1444 W. Garvey Avenue S., Room 308
West Covina, CA 91790
Re: Request for Proposal (RFP) for Local Hazard Mitigation Plan Preparation Services, (RFP No. 2026-004) Dear Ms. Hernandez:

Michael Baker International, Inc. (Michael Baker) is pleased to submit our technical and cost proposal in response to your Request for Proposals. By selecting the Michael Baker team, the City of West Covina will benefit from the following advantages:

EXPERIENCED AND RELIABLE PROJECT MANAGER l Our proposed Project Manager, Noelle Anderson, has 11 years of hazard mitigation experienced based out of Southern California, including award-winning HMPs for Yorba Linda and San Clemente. Our existing relationships and network will ensure the West Covina LHMP Update is consistent with both peer agencies and local jurisdictions within Southern California.

FEDERAL AND STATE GRANT FUNDING EXPERTS | The most critical reason to maintain an active LHMP is to maintain eligibility for FEMA hazard mitigation grant programs. Michael Baker crafts hazard mitigation actions to maximize grant funding opportunities. Our HMPs are valuable documents that assist with future resilience-based funding and capital improvement planning. Nationally, Michael Baker has helped secure $1,593,916,535 in grant funding for our clients - $69 million in funding specifically for California clients.

PROVEN & INNOVATIVE APPROACH l Michael Baker streamlines workflows, drives purposeful meetings and leads targeted outreach on behalf of our clients. Faced with ongoing hazards, San Clemente turned to Michael Baker – we delivered the HMP in five months. Cal OES and FEMA expedited plan review to under 50 days with no comments, representing a four-week schedule savings to the City.

Michael Baker is committed to providing quality services on a timely basis, and we look forward to serving the City of West Covina. This proposal shall remain valid for 120 days.

Sincerely,
MICHAEL BAKER INTERNATIONAL, INC.

Richard Beck, CEP, PWS, CPESC, CERP Noelle Anderson
Office Executive | Vice President Project Manager | Community Planning [email protected] (949) 855-3687 [email protected] (949) 855-3683 Table of Contents
SECTION 1: PROJECT SUMMARY

1.1. UNDERSTANDING OF THE CITY .......................................................................................................1

1.2. UNDERSTANDING OF THE SCOPE OF WORK.................................................................................5 SECTION 2: METHODOLOGY

2.1. SCOPE OF WORK...............................................................................................................................3

2.2. SCHEDULE .........................................................................................................................................18

2.3.ORGANIZATION CHART AND SELECTED STAFF RESUMES...........................................................19

2.4. METHODS TO CONTROL PROJECT COSTS/TIMELINES .................................................................27 SECTION 3: FEE SCHEDULE

3.1. NOT-TO-EXCEED TOTAL FOR SERVICES .........................................................................................29

3.2. COST BY MAJOR SUB-TASK...............................................................................................................29

3.3. HOURLY RATES SUMMARY ...............................................................................................................30 SECTION 4: EXCLUDED OR SUBCONTRACTED SERVICES

4.1. SUBCONTRACTED SERVICES ..........................................................................................................31

4.2. REQUIRED COORDINATION WITH CITY STAFF...............................................................................31 SECTION 5: LIST OF SIMILAR SERVICES COMPLETED
SECTION 6: REFERENCES
SECTION 7: TERMS AND CONDITIONS OF THE RFP
SECTION 8: FORMS
ATTACHMENT A – STATEMENT OF NON-COLLUSION BY CONTRACTOR ....................................42 ATTACHMENT C – SAM.GOV DEBARMENT AND SUSPENSION VERIFICATION...........................43 ATTACHMENT D – FEE SCHEDULE...................................................................................................46 ATTACHMENT F – CERTIFICATE OF INSURANCE............................................................................47 ATTACHMENT G – W-9.......................................................................................................................48 PAGE 1
SECTION 1: PROJECT SUMMARY
SECTION 1.1: UNDERSTANDING OF THE CITY
West Covina is a dynamic city in the San Gabriel Valley within Los Angeles County and faces a range of natural hazards due to geographic and climatic conditions. Among the most significant threats are earthquakes, due to the proximity to active fault zones and flooding, particularly in low-lying areas during heavy rainfall events.

The City is also vulnerable to extreme heat, Santa Ana winds, and drought, which are intensifying due to climate change. These hazards pose risk to public safety, critical infrastructure and essential services, making proactive planning essential.

Developing a Local Hazard Mitigation Plan (LHMP) allows West Covina to systematically assess these risks and identify strategies to reduce impacts. The LHMP process fosters collaboration among City departments and community stakeholders, ensuring that mitigation actions are locally informed and broadly accepted. By aligning with FEMA and Cal OES guidelines, the LHMP also positions the City to access federal and state funding resources for resilience projects. Ultimately, the LHMP is a critical tool for protecting lives, preserving property, and strengthening West Covina to recover from future disasters.

SECTION 1.2: UNDERSTANDING OF THE SCOPE OF WORK
Michael Baker possesses a comprehensive
understanding of the full scope of work and
statutory obligations required to develop a
Local Hazard Mitigation Plan (LHMP) that
meets all compliance standards for the City of
West Covina. Our multidisciplinary team
brings deep expertise in navigating both
federal and state-level guidance, including
the Federal Emergency Management Agency
(FEMA) and California Governor’s Office of
Emergency Services (Cal OES) protocols. We
are particularly well-versed in the Disaster
Mitigation Act of 2000 and the integration
requirements outlined in Assembly Bill 2140,
ensuring that the LHMP aligns with legislative
mandates and funding eligibility criteria
Public engagement is a cornerstone of our
approach. We design inclusive outreach
strategies that encourage meaningful
participation from residents, stakeholders,
and community organizations throughout the
planning lifecycle.

Drawing from our extensive experience working with jurisdictions across Southern California, we tailor each LHMP to reflect the unique hazard profile, community values, and regulatory expectations of the locality. This localized approach ensures that the final plan is not only technically sound and compliant but also actionable, community-driven, and resilient in the face of future risks. 50+
HMPs since
2020
In funded grants
for our clients
1 . 5 B
day approval with
Cal OES and FEMA
achieved
50 175+
Concurrent
jurisdictions
updated at
once
>10k
Mitigation projects
identified in over 50
HMPs
500+
regional
stakeholders,
including socially
vulnerable
populations
Hazard Mitigation Plans
by the Numbers
PAGE 2
Michael Baker International, Inc. (Michael Baker) a leading provider of engineering and consulting services, including planning, design, architectural, environmental, construction and program management, has been solving some of the world’s most complex infrastructure challenges for more than 85 years with a legacy of expertise, experience, innovation and integrity. Based in Pittsburgh and with more than 90 offices nationwide, we partner with clients on everything from roads, bridges, tunnels, mass transit, and airports, to water treatment plants, arctic oil pipelines, environmental restoration and specialized overseas construction. We are as trusted advisers to the communities we serve, making them safer, more accessible, more sustainable and more prosperous.

In addition to planning, Michael Baker provides end-to-end support throughout the entire project lifecycle—including design, construction management, and asset management—across all infrastructure sectors. Michael Baker also provide end-to-end disaster management services, empowering communities through effective planning, community engagement and innovative solutions.

Through our dedicated GovTech vertical, we also support state and federal clients with advanced technologies that drive smarter, faster, and more accessible public services. This vertical encompasses a wide array of mission-critical technology solutions, including:

Public Safety Solutions
• Next-Generation 9-1-1 Software/Services
• Geospatial and Data Management Solutions
• Indoor Mapping, Digital Twin and School Safety Solutions Digital Government Solutions
• AI-Enabled Software and Enterprise Systems
• Permitting & Licensing and Portal Solutions
• Grant Management Software/Services
• Software/Digital Factory

ABOUT MICHAEL BAKER INTERNATIONAL
PAGE 3
SECTION 2: METHODOLOGY
SECTION 2.1: SCOPE OF WORK
PHASE ONE: LHMP PLANNING/DEVELOPMENT PROCESS AND ORGANIZE RESOURCES Task 1.1 In-Person Kick Off Meeting
The Michael Baker team will conduct an in-person kickoff meeting with the Project Management Team to review the scope of work, project schedule, communications protocol and deliverables, discuss staff expectations, and have an initial discussion of data needs and the community outreach approach. Michael Baker will lead and facilitate this meeting, including the preparation of all meeting documentation such as meeting agendas, topics of discussion, attendance sheets, and meeting minutes. Within ten (10) days of the kick-off meeting, Michael Baker will provide detailed meeting minutes, action items, and finalized schedule to attendees for review and concurrence.

As part of the kickoff meeting, the Michael Baker team will assist the Project Management Team with the identification and organization of background resource documents. Applicable resource documents to be identified may include the City’s previous LHMP, existing General Plan/Safety Element and Emergency Operations Plan, climate action plans, floodplain management plans, and any other hazard-related assessments. The Michael Baker team will conduct a comprehensive review of all existing planning documents provided by the City.

Deliverables:
• Facilitation with two (2) Michael Baker team members during one (1) in-person kick-off meeting. • Meeting administration materials, including agenda, sign-in sheet, minutes and meeting summary (PDF).
• Meeting presentation (Microsoft PowerPoint).

Task 1.2 Organize Hazard Mitigation Planning Committee
Michael Baker will work with the Project Management Team to organize the Hazard Mitigation Planning Committee (HMPC). The HMPC will serve as key stakeholders for the entirety of the LHMP development process and be responsible for providing information and feedback that ultimately informs plan findings and actions. Organizing the HMPC will be informed by the FEMA Local Mitigation Planning Policy Guide (effective April 11, 2025) and the Local Mitigation Planning Handbook (dated June 2025). The HMPC is anticipated to include the following representatives, outlined on the following page Michael Baker will perform desktop research to identify additional organizations that meet one or more of the above-mentioned categories, for inclusion in the HMPC. Michael Baker will work with City staff to determine the correct points of contact for each organization. The HMPC member list will be documented in an editable Excel file provided to the Project Management Team.

PAGE 4
Table 1: Hazard Mitigation Planning Committee Suggested Organization Required Stakeholder Engagement
(Requirement 44 CFR § 201.6(b)(2)) Suggested HMPC Organization for West Covina Local and Regional Agencies Involved
in Hazard Mitigation Activities
• City of West Covina – Police, Fire, Public Works, Community Development
• Los Angeles County – Emergency Management
Agencies that have the Authority to
Regulate Development
• City of West Covina – Public Works and Community Development Neighboring Communities
• City of Baldwin Park
• City of Covina
• City of Industry
• City of Irwindale
• City of La Puente
• City of Ramona
• Los Angeles County (Community of Valinda)
Representatives of Businesses,
Academia, or Other Private
Organizations
• Utilities, such as Valley County Water District, Walnut Valley Water District, SoCalGas, Southern California Edison
• West Covina Unified School District
• West Covina Chamber
• Major Employers such as Target, Porto’s Bakery and Walmart Representatives of Nonprofit
Organizations, Healthcare or Social
Service Agencies
• American Red Cross
• Citrus Valley Medical Center
• Merakey
Deliverables:
• Draft and Final HMPC Invitation List (Microsoft Excel, PDF) Task 1.3 Public Meetings and Digital Outreach
Michael Baker proposes the following combination of public workshops and pop-up outreach booths to fulfill scope requirements for a total of five (5) public meetings on the LHMP. In addition to in-person engagement opportunities, Michael Baker also proposes digital engagement through social media and survey to receive input from the City. Lastly, Michael Baker acknowledges the City’s desire to keep critical infrastructure information confidential. Therefore, our approach also includes two additional internal coordination meetings to discuss confidential components of the LHMP.

LHMP Visual Branding and Style Guide
Michael Baker will work with the Project Management team to develop visual branding and a project style guide for LHMP deliverables. Using existing West Covina branding or style guidelines, our team will build a cohesive visual strategy that enhances public recognition, builds trust, and encourages engagement throughout the planning process. Components of the style guide will specifically address a color palette, typography system/font hierarchy, City seal and logo usage, thematic motifs and standards for document production across deliverables produced in Microsoft Word/PowerPoint, ArcGIS Pro and Adobe Creative Suite. Michael Baker will prepare a draft LHMP Visual Branding and Style guide and assumes one round of review and comment. After which, branding will be consistently applied to all internal and external-facing deliverables.

PAGE 5
Three (3) In-Person Public Workshops
Michael Baker proposes the following in-person workshops to engage both the HMPC and members of the public throughout the hazard mitigation planning process. Outlined below includes a summary of the meeting purpose, type, and anticipated attendees.

Table 2: Suggested Public Workshop Approach
Meeting Number Meeting Purpose Meeting Format
LHMP
Workshop #1
Introduction to the hazard mitigation planning process and gather hazard data.

In-Person. Two (2) hours
Two (2) MBI facilitators
LHMP
Workshop #2
Present preliminary vulnerability assessment findings and initial mitigation recommendations.

In-Person, Two (2) hours
Two (2) MBI facilitators
LHMP
Workshop #3
Present the draft LHMP, discuss mitigation action
prioritization and preferred implementation,
In-Person, Two (2) hours
Two (2) MBI facilitators
Michael Baker will work with the Project Management Team to coordinate timing and scheduling for each meeting. Our scope assumes the City will be responsible for securing in-person meeting locations and assisting with schedule coordination to ensure optimal participation and attendance. Michael Baker will work with the Project Management Team to distribute invitations to the HMPC. Meeting times may alternate between different types or locations within the City to encourage wide participation from members of the public.

The Michael Baker International team prepares visual branding and style guides that honor each community’s unique history, while establishing a cohesive aesthetic across all hazard mitigation deliverables.

PAGE 6
Michael Baker will coordinate, facilitate, and conduct all outreach meetings above. Michael Baker will provide meeting agendas, meeting minutes, and any required documentation including pictures or action items.

Individual meeting content will be tailored to the audience in attendance based on each event purpose, which will include the use of Microsoft PowerPoints, boards, handouts, live polling through Mentimeter and other interactive activities. Outreach content will primarily be produced and presented in English; Spanish translation for boards, handouts and activities is included to maximize participation. Facilitation will also primarily occur in English, with facilitators fluent in conversational Spanish in support. Meeting materials to be distributed during meetings will be provided to the Project Management Team for review, with one round of revisions.

Two (2) In-Person Outreach Pop-Up Booths
In addition to the Public Workshop series proposed above, Michael Baker will host two in-person pop-up booths at existing community events to engage members of the public on the LHMP. Our pop-up booths are short-term, interactive stations that bring the opportunity to provide LHMP input directly to the community, to supplement feedback received during the workshop series. Pop-up booths are especially effective in reaching underserved or lower-participation populations who may not participate in traditional forums.

Michael Baker will work with the Project Management Team to identify the appropriate method, location and timetable to maximize input from members of the public. Our team has successfully facilitated pop-up booths at farmer’s markets, free concerts or movies in the park, holiday events or other preparedness and safety focused events such as National Night Out.

A minimum of two Michael Baker staff members will facilitate outreach at the pop-up booth for a maximum of 6 hours each. Content developed for the pop-up booths will be complimentary to those developed for the public workshops, and include interactive boards, surveys, dot exercises and visual displays to educate and gather feedback. Engagement is tailored to all ages and abilities, including child-friendly activities. Board content will be translated into Spanish to further maximize engagement. Michael Baker will also provide refreshments to encourage participation.

Two (2) In-Person Meetings to Discuss Confidential Critical Infrastructure Information Michael Baker acknowledges the City’s security needs to keep critical infrastructure protection information confidential and redacted from public dissemination. As the LHMP update process includes coordination and collaboration on confidential information, our team proposes two in-person meetings to discuss critical infrastructure and relevant mitigation actions in a private forum. Michael Baker assumes attendees for both meetings to primarily include City staff, but may include external entities with confidential critical infrastructure needs such as local water utilities, Southern California Edison, or SoCalGas.

Michael Baker will coordinate, facilitate, and conduct all outreach meetings above; two facilitators from Michael Baker are assumed. Michael Baker will provide meeting agendas, meeting minutes, and any required documentation including pictures or action items. Individual meeting content will be tailored to the audience in attendance based on each event purpose, which will include the use of Microsoft PowerPoints, boards, handouts, live polling through Mentimeter and other interactive activities. Meeting materials to be distributed during meetings will be provided to the Project Management Team for review, with one round of revisions.

PAGE 7
Community Survey
The Michael Baker team will develop an online survey, compile survey results, and provide a detailed summary of input received. The survey will be provided through SurveyMonkey®. The survey will include multiple-choice questions, ranking and rating scales, and open-ended questions, all specifically designed to inform the LHMP planning process. A draft community survey will be provided to the City Project Management team for one round of review and comment, prior to finalizing the survey link for distribution to the public. Michael Baker will coordinate with the City to make the survey link available on the City's website. The City will be responsible for distributing and promoting the survey through the E-newsletter, email list servs, and/or social media.

Skilled Michael Baker facilitators host outreach through pop-up booths at existing City events, using a “come to them” approach that meets residents where they already gather.

PAGE 8
Web Content and Graphics
The Michael Baker team will work with City staff to develop web content and social media graphics for use on the City’s webpage specifically dedicated to the LHMP. The website content will provide information about the LHMP, including the planning process, community outreach dates, and draft plan documents when available.

Michael Baker will provide the draft webpage context text in Microsoft Word; one round of review and comment is assumed. After webpage content is finalized, the Michael Baker team will coordinate with the City’s webmaster to publish this content.

Additionally, the Michael Baker team will develop three social media graphics, using standard ratios for Instagram, Facebook, and X posts. One social media graphic will notice availability of the community outreach survey, the second social media graphic will promote the community outreach meeting schedule and third social media graphic will notice availability of the draft LHMP for public review. The Michael Baker team will provide each graphic to City staff for one round of review and comment. City staff will be responsible for disseminating the graphics on the City’s social media channels.

Deliverables
• Visual Branding and Style Guide
• Draft and Final Visual Branding and Style Guide (PDF) • Three (3) Public Workshops
• Meeting facilitation with two (2) Michael Baker team members during three (3) in-person workshops, assumed two (2) hours each.
• Meeting presentation and live polling (Microsoft PowerPoint, Mentimeter). • Printed meeting facilitation materials including handouts, boards and visuals, in English and Spanish (PDF).
• Printed meeting administration materials, including agenda, sign-in sheet, and meeting minutes (PDF).
• Two (2) Pop-Up Booths
• Meeting facilitation with two (2) Michael Baker team members during two (2) in-person popup booths assumed maximum of six (6) hours each. • Printed meeting facilitation materials including handouts, boards and visuals, in English and Spanish (PDF).
• Two (2) Meetings to Discuss Confidential Critical Infrastructure Information • Meeting facilitation with two (2) Michael Baker team members during two (2) meetings, assumed two (2) hours each.
• Meeting presentation and live polling (Microsoft PowerPoint, Mentimeter). • Printed meeting facilitation materials included handouts, boards and visuals in English (PDF). • Printed meeting administration materials, including agenda, sign-in sheet, and meeting minutes (PDF).
• Community Survey
• Draft Community Survey in English and Spanish (Microsoft Word) • Community Survey Link (Survey Monkey, electronic)
PAGE 9
• Community Survey Summary (Word Document, PDF)
• Web Content and Graphics in English and Spanish
• One (1) social media graphic noticing availability of Community Survey (JPEG, sized for Facebook, Instagram and X)
• One (1) social media graphic noticing public outreach meeting schedule (JPEG, sized for Facebook, Instagram and X)
• One (1) social media graphic noticing availability of Public Review Draft LHMP (JPEG, sized for Facebook, Instagram and X)
• Website Content Text (Microsoft Word)
Task 1.4 Outreach Process Documentation
Michael Baker will thoroughly document the hazard mitigation planning process for inclusion in the LHMP, including:
• A narrative description of how the plan was prepared and the process followed. • An outline of plan development meeting dates, attendees, and agendas. • Identify agencies and organizations that participated in plan development. • Coordination with existing planning mechanisms.
• Description of how the public was involved and strategy for public outreach/meetings.

Meeting agendas, summaries, handouts, and other outreach materials will be aggregated and incorporated into the LHMP Appendix for documentation purposes.

Deliverables
• Draft and Final Outreach Process Documentation and Summary (Microsoft Word, PDF) PHASE TWO: THREAT AND HAZARD IDENTIFICATION RISK ASSESSMENT Task 2.1 Hazard Identification and Profiles
Michael Baker will prepare detailed hazard profiles, including a description and prioritization of hazards that could potentially affect the City. Included below is our proposed organizational structure, based on natural hazards included within the California State Hazard Mitigation Plan and evaluated for relevance to West Covina:

Natural Hazards
• Dam Failure hazards
• Drought hazards
• Earthquake, geologic, and soil hazards
• Fire hazards, including wildfire and urban fire
• Flood-related hazards
• Severe weather-related hazards (extreme temperatures, fog, heavy rains/thunderstorms, Santa Ana Winds/windstorm)
Human Caused Hazards
PAGE 10
• Aircraft Incident
• Civil Disturbance
• Cyber & Technology hazards
• Nuclear and other Hazardous Materials Release/Spill
• Public Health hazards
• Terrorism, Active Threat hazards
Each profile will include a definition of the hazard, location and extent, past occurrences, and probability of future occurrences. Included in each hazard profile will discuss the intersection of climate change with the profiled hazard, along with potential causes and extent of critical infrastructure failure. Incorporating these components on a hazard-by-hazard basis streamlines plan content and allows for all potential impacts and vulnerabilities to be evaluated concurrently. A maximum of fourteen (14) draft hazard profiles will be provided to the City Project Management team for one round of review and comment.

Deliverables
• Fourteen (14) Draft and Final Hazard Profiles (Microsoft Word, PDF) Task 2.2 Hazard and Critical Infrastructure Mapping
Michael Baker will work with the City Project Management team to develop a list of critical infrastructure located within the planning area. For the purposes of the LHMP, critical infrastructure will focus on community lifelines, such as essential public buildings and facilities that support the basic livelihood of citizens and businesses. This scope assumes the City will provide location data for critical infrastructure suitable for mapping in ArcGIS Pro, such as Shapefiles, KML/KMZ, or other addressing/APN details. Michael Baker will work with the Project Management team to identify sensitive information that should be redacted from publicly available documents. Michael Baker will also aggregate the best available parcel data to identify the land uses, structures, and populations distributed within the planning area. Where feasible, structures will be delineated by construction type and use to ultimately inform the vulnerability assessment below.

Michael Baker will work with the Project Management team to develop hazard mapping in support of the hazard profiles (for those hazards that can be mapped, such as fire, flood or dam failure). Using publicly accessible information from the California State Hazard Mitigation Plan and other state and federal resources, Michael Baker will develop mapping products to illustrate the location, extent, severity and other information for potential hazards. The preparation of hazard and critical infrastructure mapping will be concurrent with the development of hazard profiles from the previous task. The draft critical facilities and hazard maps will be provided to the City Project Management team for one round of review and comment.

Deliverables
• Draft and Final Critical Facilities List (Microsoft Excel, PDF) • Draft and Final Critical Facilities Map (PDF and JPEG produced in ArcGIS Pro and Adobe Creative Suite products)
• Draft and Final Illustrative Hazard Maps (PDF and JPEG, produced in ArcGIS Pro and Adobe Creative Suite products) for a maximum of twelve (12) maps
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Michael Baker is an expert in FEMA risk assessment
software and preparing HAZUS loss estimates .

Task 2.3 Vulnerability Assessment
Based on the initial findings from the previous
tasks, Michael Baker will develop an overview
of the City’s vulnerability to specific hazards.

Publicly available hazard maps will be overlaid
with the City’s critical infrastructure and parcel
data to identify infrastructure, land uses, and
populations within known hazard zones. The
vulnerability assessment will include the
following, based on data availability:
• Types or numbers of buildings,
infrastructure, and critical facilities
within identified hazard areas.
• An inventory of all repetitive flood loss
structures as defined by FEMA (if
applicable).
• Potential dollar losses from identified hazards will be estimated through a process that utilizes HAZUSMH or GIS analysis of Assessor’s data with hazard locations. • A narrative description of land uses and development trends to advise future mitigation actions. • A narrative description of impacts to vulnerable populations, with focus on populations with access and functional needs.

In addition, Michael Baker will prepare two HAZUS models for earthquake and flood hazards using FEMA standardized methodology. This scope includes Level 2 analysis (pending availability of relevant data) for both flood and earthquake scenarios. For the flood scenario, Michael Baker will rely on publicly accessible flood “MICHAEL BAKER ’S M APPING PRODUCTS

PROVIDE A CLEAR VISUAL UNDERSTANDING

OF WHICH STRUCTURES & CRITICAL

FACILITIES DIRECTLY I NTERSECT WITH
HA Z ARD AREAS.”
M i ra n d a S t e f f le r, C a l O E S
PAGE 12
depth data and integrate relevant critical infrastructure data for loss estimation. For the earthquake scenario, Michael Baker will work with the City Project Management team to select pre-loaded epicenter scenarios based on regional seismic risk and vulnerability. GIS-based outputs will identify vulnerable assets and quantify potential damage to buildings, infrastructure and essential services. It is noted that HAZUS models also include options for hurricane and tsunami modeling; these tools are excluded from this scope as the planning area is not vulnerable to hurricane or tsunami.

The results of the vulnerability assessment and HAZUS findings will be presented in matrix format, to allow for comparison on a hazard-by-hazard basis. Findings will be presented to the City Project Management team for one round of review and comment prior to distribution to the HMPC.

Deliverables
• HAZUS Level 2 scenarios, one (1) flood and one (1) earthquake (PDF, produced in HAZUS and ArcGIS Pro)
• Draft and Final Vulnerability Assessment Matrix, documenting vulnerable critical infrastructure, development and populations within mapped hazard zones (Microsoft Excel, Microsoft Word and PDF) Task 2.4 Capability Assessment
Michael Baker will work with the HMPC to develop a comprehensive capability assessment, including all policies, plans, programs and procedures that support hazard mitigation activities. This content provides an understanding of the capabilities and tools currently available to the City, as well as local, state and federal entities that contribute to hazards reduction. Capabilities will be presented in the LHMP within a matrix (Microsoft Word and PDF) and will inform mitigation actions where the capabilities can be enhanced or expanded.

Deliverables
• Draft and Final Capabilities Assessment (Microsoft Word, PDF) PHASE THREE: HAZARD MITIGATION STRATEGY
Task 3.1 Develop Mitigation Goals
Michael Baker will work with the HMPC to develop a vision and goals for the LHMP, using the California State Hazard Mitigation Plan and examples from neighboring jurisdictions as relevant examples. The purpose of this task is to document desired long-term outcomes for hazard mitigation within the planning area. Draft goals will be presented to the Project Management Team and HMPC for review and approval, then finalized and incorporated into the LHMP.

Deliverables
• Draft and Final Mitigation Goals (Microsoft Word, PDF) PAGE 13
Task 3.2 Develop Comprehensive Range of Mitigation Actions Michael Baker will work with the City Project Management Team, HMPC and members of the public to develop a comprehensive range of mitigation actions to reduce vulnerability to each profiled hazard. Based on FEMA guidance, mitigation actions will include the following categories:
• Local Plans and Regulations (such as building codes, zoning ordinances) • Structure and Infrastructure Projects (such as seismic retrofits, utility undergrounding) • Natural Systems Protection and Nature-Based Solutions (such as watershed restoration or fuel modification)
• Education and Awareness Programs (such as school-based hazard education or other outreach campaigns)
Focus and emphasis will include mitigating losses for new and existing buildings and infrastructure, as well as future development areas. Additionally, Michael Baker will work with the HMPC to prioritize mitigation action items that best meet the City’s need for hazard reduction. Hazard prioritization will use FEMA STAPLE/E criteria, including:
• Social acceptance of the mitigation action
• Technical feasibility of the mitigation action
• Administrative staffing, funding, and maintenance required for the mitigation action • Political acceptability of the mitigation action
• Legal authority to implement the mitigation action or other legal concerns • Economic benefit of the mitigation action (including cost effectiveness) • Environmental impact of the mitigation action (encouraging natural and climate-resilient approaches) Mitigation actions will ultimately be prioritized in matrix format, and will clearly identify action in the following categories:
• Hazard(s) Addressed: Which hazards are being addressed by this action. • Responsible Department(s): The agency/department which will be responsible for the action identified.
• Potential Funding Source: Sources of future funding, including grants, that can be used to implement the action.
• Priority: General priority of the action (high, medium, low), based on team input. • Relative Cost: The relative cost to implement the action, based on cost categories determined by the Project Management Team.
• Timeline: Relative time required to complete this action.

A mitigation action matrix will be provided to the Project Management Team and HMPC for one round of review and comment.

Deliverables:
• Draft and Final Mitigation Action Matrix (Microsoft Word, Excel and PDF) PAGE 14
Task 3.3 Prepare Draft Local Hazard Mitigation Plan
Administrative Draft Local Hazard Mitigation Plan
Upon completion of proceeding task, Michael Baker will compile content and findings into an electronic Administrative Draft Local Hazard Mitigation Plan. The LHMP will clearly respond to federal guidance for hazard mitigation planning, including the FEMA Local Mitigation Planning Policy Guide (effective April 11, 2025) and the Local Mitigation Planning Handbook (dated June 2025). The City Project Management team will be responsible for providing electronic comments on the Administrative Draft Local Hazard Mitigation Plan in one consolidated set. Michael Baker can facilitate document sharing via Microsoft Teams or SharePoint for ease of comment collection and version control. Michael Baker assumes one round of review and comment. Then, Michael Baker will incorporate comments and feedback into the Administrative Draft Local Hazard Mitigation Plan as feasible and appropriate within the context of the federal guidance.

HMPC Draft Local Hazard Mitigation Plan
Michael Baker will prepare an electronic HMPC Draft Local Hazard Mitigation Plan for one round of review and comment from HMPC members. The City Project Management Team will be responsible for collecting electronic comments on the HMPC Draft Local Hazard Mitigation Plan in one consolidated set. Michael Baker can facilitate document sharing via Microsoft Teams or SharePoint for ease of comment collection and version control. Michael Baker assumes one round of review and comment. Then, Michael Baker will incorporate comments and feedback into the HMPC Draft Local Hazard Mitigation Plan as feasible and appropriate within the context of the federal guidance.

AWARD OF EXCELLENCE,
American Planning Association

APA
A n n i ka B r a u c h e r, C a l O E S
“T H E P L A N O F F E R S A N E XC E P T I O N A L LY D E TA I L E D L I ST O F H A Z A R D

M I T I GAT I O N AC T I O N S A N D P ROV I D E S A H I G H LY I N FO R M AT I V E D E S C R I P T I O N O F T H E C I T Y’S E X I S T I N G C A PA B I L I T I E S F O R R E D U C I N G H A Z A R D S.”
PAGE 15
Public Review Draft Local Hazard Mitigation Plan
Michael Baker will prepare an electronic Public Review Draft Local Hazard Mitigation Plan for one round of review and comment from members of the public. The City Project Management Team will be responsible for noticing availability of the review and comment period, as well as collecting electronic comments on the Public Review Draft Local Hazard Mitigation Plan in one consolidated set. Michael Baker assumes one round of review and comment. Then, Michael Baker will incorporate comments and feedback on the Public Review Draft Local Hazard Mitigation Plan as feasible and appropriate within the context of the federal guidance.

Deliverables
• Administrative Draft Local Hazard Mitigation Plan (Microsoft Word, PDF) • HMPC Draft Local Hazard Mitigation Plan (Microsoft Word, PDF) • Public Review Draft Local Hazard Mitigation Plan (Microsoft Word, PDF) PHASE FOUR: HAZARD MITIGATION PLAN IMPLEMENTATION AND MAINTENANCE PROCESS Task 4.1 Monitoring, Evaluating, and Updating
Michael Baker will detail how the City intends to monitor, evaluate, implement and update the LHMP within the plan itself. Included components will be outlined in an annual HMPC meeting to discuss mitigation strategy progress and key updates, along with plans to review and update the LHMP one every five years. One round of review and comment on findings is included as part of Task 3.3, above.

Deliverable
• Draft and Final Monitoring, Evaluating and Updating content, included as part of Task 3.3 (Microsoft Word, PDF)
Task 4.2 Incorporation into Existing Planning Mechanisms Michael Baker will detail how the City will implement and incorporate hazard mitigation plan goals and actions into other planning documents. Integration priority shall be given to integration within the City’s Emergency Operations Plan and Safety Element. One round of review and comment on findings is included as part of Task

3.3, above.

Deliverable
• Draft and Final Incorporation into Existing Planning Mechanisms content, included as part of Task 3.3 (Microsoft Word, PDF)
Task 4.3 Implementation Schedule
Michael Baker will detail the LHMP implementation schedule, including procedures for ensuring appropriate implementation. One round of review and comment on findings is included as part of Task 3.3, above.

Deliverable
• Draft and Final Implementation Schedule, included as part of Task 3.3 (Microsoft Word, PDF) PAGE 16
Task 4.4 Continued Public Involvement
Michael Baker will detail continued public engagement and outreach on LHMP content, findings and progress.

The LHMP will include a description of future public involvement activities. One round of review and comment on findings is included as part of Task 3.3, above.

Deliverable
• Draft and Final Public Involvement Content, included as part of Task 3.3 (Microsoft Word, PDF) Task 4.5 Final Plan Approvals and Adoption
LHMP Submittal to Cal OES and FEMA
Michael Baker will incorporate comments as feasible and appropriate within the context of federal guidance to prepare the LHMP for electronic submittal to both Cal OES and FEMA for review and approval. Michael Baker will include the Plan Review Tool (PRT) with submittal, including a crosswalk of where LHMP content clearly responds to federal requirements. Michael Baker will coordinate comments or questions (if any) between Cal OES and FEMA on the LHMP submittal, until Approvable Pending Adoption (APA) status is achieved.

City Council Adoption
After FEMA issues the Approvable Pending Adoption status for the LHMP, Michael Baker will assist City staff in presenting the LHMP to City Council for approval by resolution. Two Michael Baker team members will attend the City Council hearing to provide a presentation about the LHMP, including the planning process, community outreach, and relevant findings. Michael Baker team members will be available to answer technical questions regarding the LHMP. After adoption by resolution, Michael Baker will submit the final LHMP and resolution to FEMA to process final administrative approvals.

Deliverables
• Cal OES and FEMA Local Hazard Mitigation Plan and Plan Review Tool through electronic submittal (Microsoft Word, PDF)
• One (1) informational LHMP Presentation for City Council Hearing (Microsoft PowerPoint) • Attendance of two (2) Michael Baker team members at one (1) City Council Hearing • Final Local Hazard Mitigation Plan submittal to FEMA with adoption resolution attached (PDF) PHASE FIVE: PROJECT MANAGEMENT AND PROJECT CLOSE OUT
Task 5.1 Biweekly Virtual Coordination Meetings
Michael Baker team will facilitate virtual biweekly (every other week) project coordination meetings through Microsoft Teams or similar platform, with the objective of ongoing communication with the City Project Management Team throughout the LHMP update process. Michael Baker will be responsible for meeting agendas, minutes and action items during coordination meetings. This scope assumes twenty (20) virtual meetings for approximately 30 minutes in length over a ten-month plan production period.

Deliverables:
• Twenty (20) virtual project coordination meetings through Microsoft Teams or similar • Meeting agendas, minutes and action items (Microsoft Word) PAGE 17
Task 5.2 Project Closeout, Printed Deliverables and File Transfer At project closeout, Michael Baker will coordinate requested deliverable prints and project file transfer as outlined below.

Materials to be provided on six (6) USB 3.1 drives:
• LHMP PowerPoint with West Covina branding, including detail on the LHMP development process, analysis and findings.
• LHMP Appendix files.
• GIS layers and data in ArcGIS Pro compatible format.
• All records related to LHMP development, including meetings and deliverables.

Materials to be printed in color, double sided and bound:
• Ten (10) copies of the final approved LHMP and mitigation actions. • One (1) copy of the LHMP Appendix.

OPTIONAL TASKS FOR CONSIDERATION
Michale Baker offers the following three optional tasks for consideration below. Supplemental services listed as optional are not required to prepare an approved LHMP, but offer additional value within the total allocated grant funding awarded to West Covina. The Michael Baker team welcomes further discussion regarding scope and schedule on the following optional tasks:

Optional Task #1: Interactive ArcGIS StoryMaps
Michael Baker can develop interactive story maps using ArcGIS Pro to visually communicate hazard exposure and risk across the City of West Covina. These maps can integrate spatial data with narrative elements to highlight vulnerable areas, past disaster impacts, and mitigation strategies, making the LHMP more accessible and engaging for residents. By leveraging these tools, the team can enhance public outreach efforts, foster community understanding, and encourage meaningful participation in the hazard mitigation planning process.

Optional Task #2: Mitigation Action Database
Michael Baker can design detailed mitigation action worksheets within a relational database to support longterm plan maintenance and streamline updates. These worksheets can incorporate prioritization metrics, such as cost-benefit analysis, implementation feasibility, and hazard impact, to rank actions and guide decisionmaking. By structuring the data to align with FEMA and Cal OES grant requirements, the team can simplify future funding applications and ensure consistent tracking of mitigation progress.

Optional Task #3: Safety Element and AB 2140 Compliance Advisory Services Michael Baker can provide expert advisory services to support consistency edits within the City of West Covina’s Safety Element, ensuring alignment with the Local Hazard Mitigation Plan and other relevant planning documents. Our team will review and refine language to meet statutory requirements, including integration with AB 2140 provisions that enable the Safety Element to function as the City’s hazard mitigation plan for postdisaster funding eligibility. Through targeted recommendations and collaborative coordination with City staff, we will help ensure the Safety Element reflects current best practices in resilience planning and regulatory compliance.

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SECTION 2.2: SCHEDULE
Michael Baker has reviewed and agrees upon the tentative schedule as presented within the RFP. Our team has carefully crafted the work program to deliver an LHMP submittal to Cal OES/FEMA by no later than September 2026. Based on current review times for LHMPs with similar scopes, our team expects approximately six months for plan approval by Cal OES, APA designation by FEMA, and adoption by City council. Michael Baker has a 40-year relationship with FEMA and offers the quickest, most streamlined hazard mitigation plan approvals with Cal OES compared to other contractors. This schedule anticipates final plan approval before September 2026 and Michael Baker will prepare a detailed schedule at project kickoff.

Table 3: Proposed Schedule for West Covina Local Hazard Mitigation Plan

PROJECT TASKS SCHEDULE
Notice to Proceed (NTP) Assumed November 2025
PHASE ONE: LHMP PLANNING/DEVELOPMENT PROCESS AND ORGANIZE RESOURCES Task 1.1 In-Person Kick-Off Meeting NTP + 1 Week
Task 1.2 Organize Hazard Mitigation Planning Committee NTP + 2 Weeks Task 1.3 Public Meetings and Digital Outreach NTP + 2 Months – 4 Months Task 1.4 Outreach Process Documentation Ongoing
PHASE TWO: THREAT AND IDENTIFICATION RISK ASSESSMENT
Task 2.1 Hazard Identification and Profiles NTP + 1 Month Task 2.2 Hazard and Critical Infrastructure Mapping NTP + 1 Month Task 2.3 Vulnerability Assessment NTP + 2 Months
Task 2.4 Capability Assessment NTP + 2 Months
PHASE THREE: HAZARD MITIGATION STRATEGY
Task 3.1 Develop Mitigation Goals NTP + 3 Months
Task 3.2 Develop Comprehensive Range of Mitigation Actions NTP + 3.5 Months Task 3.3 Prepare Draft Local Hazard Mitigation Plan NTP + 4.5 Months – 9 Months PHASE FOUR: HAZARD MITIGATION PLAN IMPLEMENTATION AND MAINTENANCE PROCESS Task 4.1 Monitoring, Evaluating, and Updating NTP + 4 Months Task 4.2 Incorporation into Existing Planning Mechanisms NTP + 4 Months Task 4.3 Implementation Schedule NTP + 4 Months
Task 4.4 Continued Public Involvement NTP + 4 Months
Task 4.5 Final Plan Approvals and Adoption NTP + 10 Months – 12 Months PHASE FIVE: PROJECT MANAGEMENT AND PROJECT CLOSE OUT
Task 5.1 Biweekly Virtual Coordination Meetings Ongoing Task 5.2 Project Closeout, Printed Deliverables and File Transfer NTP + 12 Months “The Micha el Baker tea m demonst rated
excellent project mana gement. They maintained
a clear schedule, provided timely updates, and
ef fectively faci litated stakeholder engagement –
no easy feat given the range of loca l, state, and
federa l partners invo lved.”
B r i a n G ra y, Po l i c e S e r ge a n t
E m e r ge n c y S e r v i c e s C o o r d i n a t o r- C i t y o f S e a l B e a c h PAGE 19
SECTION 2.3 ORGANIZATION CHART AND SELECTED STAFF RESUMES Michael Baker has identified the project team organization chart on the following page. This team is available to initiate the work program immediately and remain active throughout the term of the contract. Team members will not be replaced or removed from the team without prior written approval from the LHMP Project Management Team. Principal-in-charge, Richard Beck, CEP P.W.S., CPESC®, CERP, is authorized to negotiate the contract on behalf of Michael Baker.

Project Manager, Noelle Anderson, will be the main point of contact, and brings 11 years of hazard mitigation planning experience to the benefit of the LHMP preparation process. Ms. Anderson regularly leads the development of award-winning Hazard Mitigation Plans, consistent with Cal OES/FEMA requirements. She leads teams in connecting local jurisdictions to key HMP implementation mechanisms, primarily grant funding opportunities through FEMA Hazard Mitigation Assistance (HMA) programs.

Ms. Anderson will oversee the development of all deliverables in close coordination with a multidisciplinary team of subject matter experts in engineering, design, sustainability, and diversity, equity, and inclusion (DEI).

As a Southern California local, she offers valuable regional insight and accessibility for in-person coordination.

Our team is further supported by a deep bench of technical specialists who can be engaged as needed to provide targeted expertise and ensure the LHMP reflects the highest standards of resilience planning and regulatory compliance.

The proposed Santa Ana Project Team have led award winning and industry-recognized National, State, and Regional and Local Resilience Plans.

PAGE 20
PAGE 21
Noelle Anderson
Project Manager
Ms. Anderson provides hazard mitigation and comprehensive community planning services across California. She is skilled in preparing public policy relating to land use, safety, conservation, technology, and environmental justice. Her skill set includes managing multi-disciplinary teams, identifying challenges and opportunities, and implementing realistic and feasible solutions for her clients. Her experience includes managing development of both local and multi-jurisdictional hazard mitigation plans that comply with current California Governor's Office of Emergency Services and FEMA guidelines. In addition to mitigation planning, she has completed several approved emergency action plans with a specific focus on dam/reservoir infrastructure failure and inundation across California. Her background includes coastal and watershed projects, with unique knowledge of sea level rise hazard planning and policy. She is also experienced in developing successful community engagement programs.

RELEVANT EXPERIENCE
Hazard Mitigation Plans, West Region. Project Manager. Responsible for facilitating comprehensive planning process focused on natural and human-caused disasters per Federal Emergency Management Agency guidelines. Prepared the first city-prepared hazard mitigation plan in California in accordance with updated FEMA policy and guidance during 2023. Collaborate with both internal representatives from the lead jurisdiction and external stakeholders (such as utilities, school districts, community groups, HOAs, nonprofits/NGOs) to garner consensus building and build community capacity for future resilience actions. Connect clients with FEMA hazard mitigation grant resources with awards up to $50 million. An abbreviated list of clients and deliverables is included, below:
• City of Fullerton Local Hazard Mitigation Plan, City of Fullerton, CA • City of Seal Beach Local Hazard Mitigation Plan, Seal Beach, CA. • City of Beverly Hills Local Hazard Mitigation Plan Update, Beverly Hills, CA • City of Grand Terrace Local Hazard Mitigation Plan Update, Grand Terrace, CA • City of San Clemente Local Hazard Mitigation Plan, San Clemente, CA • City of Sonora Local Hazard Mitigation Plan, Sonora, CA • City of Yorba Linda Local Hazard Mitigation Plan, Yorba Linda, CA • City of South Gate Local Hazard Mitigation Plan, South Gate, CA • City of Culver City and Culver City Unified School District Multi-Jurisdictional Hazard Mitigation Plan, Culver City, CA • Elsinore Valley Municipal Water District Local Hazard Mitigation Plan, Lake Elsinore Area, CA • Irvine Ranch Water District Local Hazard Mitigation Plan, Irvine Area, CA • Whatcom County Multi-Jurisdictional Hazard Mitigation Plan, Whatcom County, WA • Clallam County Multi-Jurisdictional Hazard Mitigation Plan, Clallam County, WA Safety Element Updates, California. Project Manager. Responsible for managing Safety Element Updates as required by the 6th Cycle Housing Element Updates for a variety of clients across California. Policy updates focused on compliance with new state requirements including: AB 747 and SB 99, to evaluate evacuation route capacity and viability; SB 379, to incorporate climate vulnerability, climate adaptation and resilience strategies; and, AB 2140, to incorporate LHMP findings by reference. Incorporated relevant community outreach strategies to receive policy feedback. For clients with jurisdiction within the Very High Fire Hazard Severity Zone, facilitated review between Cal FIRE and the Board of Forestry for policy review and concurrence. An abbreviated list of clients and deliverables is included, below:
• City of Yorba Linda Safety Element Update, Yorba Linda, CA • City of South Gate Safety Element Update, South Gate, CA • City of Seal Beach, Safety Element Update, Seal Beach, CA • City of Pinole, Safety Element Update, Pinole, CA
• City of Poway, Safety Element Update, Poway, CA
Years of Experience
11 Education
M.U.P., 2020, Urban Planning
and Development, University
of Southern California
B.A., 2014, Environmental
Studies/Environmental
Planning, University of
California, Santa Barbara
Professional Affiliations
American Planning Association
(APA)
California Emergency Services
Association (CESA)
PAGE 22
Richard Beck, CEP, P.W.S, CPESC®, CERP
Principal-in-Charge
Mr. Beck has extensive experience in the regulatory and environmental disciplines. He successfully leads federal, state, local, and private-sector clients through the Clean Water Act, California Porter-Cologne Act, California Fish and Game Code, Endangered Species Act, and the California Coastal Act.

Mr. Beck, a Professional Wetland Scientist, has conducted hundreds of jurisdictional delineations throughout the southwest. Mr. Beck proactively leads delineation field crews and regulatory specialists that effectively draft, coordinate, and process regulatory agency applications. As a key component to the above processes, Mr. Beck also prepares environmental documents with respect to the California Environmental Quality Act (CEQA) and the National Environmental Policy Act (NEPA).

RELEVANT EXPERIENCE
City of Yorba Linda Local Hazard Mitigation Plan, Safety Element, Emergency Operations Plan Update, and Vegetation Removals Work Program. City of Yorba Linda. Program Manager. Served as program manager for comprehensive wildfire and safety mitigation work program, that included preparing the City’s first hazard mitigation plan, a comprehensive safety element updates and tailored emergency operations plan update. All deliverables included in-depth stakeholder outreach, including many contract service providers to the City. In addition, Mr. Beck served as the program manager for the vegetation removals work program, including fuels reduction mapping, contractor project management and CEQA compliance. In coordination, these projects are designed to substantially reduce wildfire risk to the City of Yorba Linda.

Cal Fire - Fire Prevention Grant Mgmt & Creation of Emergency Operations Plan Update. City of Yorba Linda. Principal-In-Charge. Responsible for supporting the city. The Michael Baker team conducted fieldwork and oversaw the review of deliverables, project scheduling, and supporting the contractor to meet deadlines for fuel reduction activities.

Sportsplex/BKK Landfill Project - Regulatory Services, West Covina, California. BKK Corporation. Project Manager. Responsible for project management. Michael Baker prepared the Delineation of Jurisdictional Waters for the proposed Sportsplex/BKK Landfill Project. Another consulting firm had originally delineated the project site for potential jurisdictional areas in 2003. T. Michael Baker identified state and federal jurisdictional waters on-site, prepared an impact analysis, and provided a permit recommendation to the client in order to better define the future regulatory process.

On-Call Regulatory Services, Orange County, California. Orange County.

Project Manager. Responsible for project management. Under multi-year agreements since 2003, Michael Baker has been providing environmental, regulatory, and ecosystem restoration services for a variety of projects. Generally, the projects have included channel, roadway, and regional park improvements. Michael Baker’s work efforts have included detailed jurisdictional delineations, resource agency coordination and negotiation, creative problem solving with project design, CEQA compliance, biological and cultural assessments, application submittals to state and federal resource agencies, and permit acquisition.

General Plan and Local Coastal Program Update, Carlsbad, California. City of Carlsbad. Project Manager. Served as project manager and environmental manager responsible for leading a study to assess vulnerable infrastructure and property in the City from sea level rise as part of preparing the first comprehensive revision of the City of Carlsbad Zoning Ordinance since it was first adopted in the 1950s. Michael Baker also produced a coastline vulnerability study for the city that identifies coastal areas most susceptible to sea-level rise and provides adaptation strategies for mitigation.

Years of Experience
25 Education
B.A., 2000, Environmental Studies,
University of California, Santa Cruz
Certificate, 2010, Ecological
Restoration, Saddleback College,
CA
Licenses/Certifications
Certified Ecological Restoration
Practitioner, 2017, #0099
Certified Environmental
Professional, 2010, 10050455
EPA Watershed Management
Academy, 2008
Certified Professional in Erosion
and Sediment Control, California,
2010, 5611
Wetland Delineator Certification
Program, 2002
Professional Wetland Scientist,
2011, 2160
CRAM for Riverine WetlandsCertified Practitioner, 2008 Professional Affiliations
Association of Environmental
Professionals (AEP)
Building Industry Association
Home Builders Council
Society for Ecological Restoration
(SER)
Society of Wetland Scientists (SWS)
PAGE 23
Michael Yaffe, AICP, PP, GISP, ENV SP
Quality Assurance and Quality Control
Mr. Yaffe is an accomplished Community Planner and Geographic Information Systems (GIS) Professional. As a planner and GIS professional, he believes in purpose-driven, environmentally sensitive design to create places that engage people, nurture community, and enhance urban life.

Currently, his focus is on resiliency planning, risk, and vulnerability assessment, and hazard mitigation planning. Michael has almost 20 years of experience with a focus on hazard mitigation planning, resilience planning, grant management, and funding strategies for public agencies. He has led updates to state, local and multi-jurisdictional Hazard Mitigation Plans across the United States that have resulted in over $90 Million in project implementation since 2020. He currently manages a multidisciplinary team supporting Community Engagement and Risk Communication for FEMA regions 8, 9, and 10, which is approximately 60% of the total land area of the United States. He served as Project Manager on the New Jersey State Hazard Mitigation Plan and the State's first Climate Change Resilience Strategy and Coastal Resilience Plan and the State of Alaska’s Energy Security Task Force.

RELEVANT EXPERIENCE
Yorba Linda Hazard Mitigation Plan, Safety Element Update, and Emergency Operations Plan Update, Yorba Linda, California. City of Yorba Linda. Technical Advisor. Michael Baker prepared Yorba Linda's first Hazard Mitigation Plan in coordination with updates to the Safety Element and Emergency Operations Plan.

The plan outlines future projects to mitigate risks from several natural and humancaused hazards, along with identifying strategic funding opportunities.

Other Recent Local and Multi-Jurisdictional Hazard Mitigation Plans. Responsible for managing, reviewing and advising on multiple local and multi-jurisdictional hazard mitigation plans. • City of Fullerton Local Hazard Mitigation Plan, City of Fullerton, CA • City of Seal Beach Local Hazard Mitigation Plan, City of Seal Beach, CA. • City of San Clemente Local Hazard Mitigation Plan, City of San Clemente, CA. • City of Beverly Hills Local Hazard Mitigation Plan, City of Beverly Hills, CA. • City of Grand Terrace Local Hazard Mitigation Plan, City of Grand Terrace, CA.. • Culver City and CCUSD Multi-Jurisdictional Hazard Mitigation Plan Update. City of Culver City, CA. • City of South Gate Local Hazard Mitigation Plan Update. City of South Gate, CA. • City of Sonora Local Hazard Mitigation Plan Update. City of Sonora, CA. • Union County Hazard Mitigation Plan. Union County, NJ.

New Jersey Emergency Operations and Hazard Mitigation Plan Development, Statewide, New Jersey. New Jersey Department of Treasury. Project Manager. Provided project administration, research, and GIS and planning analysis required to update the State All-Hazard Mitigation Plan (State HMP). Michael Baker provided planning and comprehensive hazard mitigation services to the New Jersey Office of Emergency Management to update the New Jersey State Hazard Mitigation Plan (SHMP).

The SHMP outlines a strategy to reduce risks from hazards and prioritizes future project funding for mitigation projects across New Jersey. Michael Baker demonstrated a unique understanding of resiliency planning, design, and construction work happening in New Jersey to better incorporate updates to capabilities, mitigation actions, and funding sources, making the plan more comprehensive.

Community Engagement and Risk Communication. FEMA. Team Member. Responsible for developing messaging and materials to support the FEMA Region II Planning Team and promoting the development of high-quality training products for flood risk products. Michael Baker is a member of the national Community Engagement and Risk Communication team for the Risk Mapping, Assessment, and Planning program. Michael Baker's services include hazard mitigation planning, community outreach, preparation and dissemination of outreach materials, and development and delivery of training for stakeholders.

Years of Experience
18 Education
M.C.R.P., 2013, City and Regional
Planning, Rutgers University
B.S., 2007, Environmental Planning and
GIS, Rutgers University
Licenses/Certifications
Certified GIS Professional, 2012, 17910
Envision Sustainability Professional,
2020, #38245
Professional Planner, New Jersey,
2018, 33LI00638100
Professional Affiliations
American Planning Association (APA)
Geographic Information Science
Certification Institute (GISP)
InfraGard, Los Angeles Chapter
PAGE 24
Niek Veraart, AICP, ASLA, ENV SP
Planning Advisor
Mr. Veraart combines over three decades of experience with urban and land use planning, environmental planning and resilience planning including managing and implementing FEMA and HUD grant funded emergency management, recovery and resilience programs. These include complex and sensitive programs such as the (HUD/FEMA/FTA) grant-funded post 9/11 rebuilding of Lower Manhattan, the grantfunded (HUD/FEMA) Superstorm Sandy recovery, grant-funded resilience programs addressing other extreme weather events including Hurricanes Maria and Ida and grant funded programs in support of ongoing resilience improvements for a diverse range of natural hazards. In this capacity he has led and overseen both projectspecific implementation and federal grant compliance, including programmatic compliance, environmental compliance (NEPA), technical analyses and solutions, cost benefit analyses, multi-criteria decision support and project investment prioritization tools (including for strategic grant capture and implementation), policy and regulatory analysis and solutions (including land use and zoning solutions), and community engagement for city, state and federal agencies.

RELEVANT EXPERIENCE
Resilience Review, Resilience Road Map and Resilience Action Plan, NY/NJ. Port Authority of New York and New Jersey (PANYNJ). PROJECT MANAGER. Led an independent assessment of the agency’s current state of climate resilience by evaluating the PANYNJ’s approach, including projects, programs, policies, guidelines, and governance. Developed a framework including a resilience road map with both shortterm mitigation actions and long-term strategic planning, incorporating industry best practices. As part of this effort, developed an overview of industry practice, including the programmatic approach to resilience taken by peer agencies nationally and internationally using existing literature and other secondary data and developed. Developed an agency Resilience Action Plan, including implementation of specific actions by PANYNJ.

NYC Future Flood Risk Maps. New York City Department of Environmental Protection. Principal-In-Charge. Overseeing the development of Future Flood Risk Modeling and Maps (“FFRMs”) for the 550-mile NYC shoreline accounting for climate change with dynamic flood models accounting for Sea Level Rise impact on storm surge and wave action, resulting in lot-level risk conforming to FEMA standards serving as basis for future infrastructure and development design standards and resilience planning in NYC.

HUD CDBG-DR Breezy Point Community Stormwater Management Plan. Dormitory Authority of the State of New York / New York State Governor's Office of Storm Recovery/Housing Trust Fund Corporation. QA/QC. Oversaw services for stormwater drainage improvement project. The project includes an analysis of flooding conditions to determine final acreage impacted by flooding as well as specific locations of greatest flooding in each designated area by way of topographical survey and contour map development at appropriate increments.

Meadowlands Comprehensive Restoration Implementation Plan (MCRIP) NEPA PEIS, New Jersey. USACE New York District. Principal Environmental Planner/QAQC. The PEIS provides an evaluation of environmental, social and economic issues and alternatives to achieve project goals and objectives, while avoiding/minimizing adverse impacts, providing the USACE with the necessary NEPA compliance documentation for MCRIP implementation. The PEIS is a comprehensive document that considers a number of related actions proposed in the MCRIP, including cumulative, direct, and indirect impacts.

Breezy Point Stormwater Management Plan. Dormitory Authority of the State of New York / New York State Governor's Office of Storm Recovery/Housing Trust Fund Corporation. QA/QC. Overseeing services for stormwater drainage improvement project.

The project includes an analysis of flooding conditions to determine final acreage impacted by flooding as well as specific locations of greatest flooding in each designated area by way of topographical survey and contour map development at appropriate increments. This analysis was followed by design of a storm drain system designed to collect and pump out stormwater in a section prone to flooding and susceptible to holding stormwater following severe weather events as well as green infrastructure including redesigned parking areas including options for ball field re-location if appropriate.

Years of Experience
36 Education
M.S.C.E. (Diplom-Ingenieur),
1988, Engineering, Planning
and Landscape Architecture,
Wageningen University
B.S., 1986, Engineering,
Planning and Landscape
Architecture, Wageningen
University
Licenses/Certifications
American Institute of Certified
Planners, 1993, 010410
Envision Sustainability
Professional, 2016
PAGE 25
Jake Poland
Assistant Planner
Mr. Poland supports comprehensive resilience and community planning projects, with a focus on hazard mitigation plans. His experience includes preparing local, multi-jurisdictional, and state hazard mitigation plans in compliance with guidelines set forth by Cal OES and FEMA. His research and technical writing skills include identifying and profiling community hazards, evaluating recent and historical hazard occurrences and developing mitigation actions and policies to create enhanced safety resiliency for clients and communities across the United States. Additional project experience includes Emergency Operations Center tabletop exercises. In addition to resilience planning, he supports policy planning for other emergency management plans including Emergency Operations Plans.

RELEVANT EXPERIENCE
State Hazard Mitigation Plans, West Region. Planner. Worked in cooperation with project teams to assist in the planning process, update natural and human-caused hazard profiles, and complete various other mitigation planning activities. Played a role in creating hazard loss tables, hazard dashboards and linking project objectives to mitigation actions. An abbreviated list of clients and deliverables is included, below:
• State of California Hazard Mitigation Plan
• State of Hawaii Hazard Mitigation Plan
• State of Idaho Hazard Mitigation Plan
Local & Multi-Jurisdictional Hazard Mitigation Plans, Nationwide. Planner. Participated in the planning process for a number of city and county hazard mitigation plans. Responsibilities include hazard profiling for natural and human-caused hazards, leading jurisdictional annex data collection efforts by collaborating with special districts and municipalities, assisting in the navigation of updated FEMA guidance, and assisting in public outreach efforts. An abbreviated list of clients and deliverables is included, below. • City of Fullerton Local Hazard Mitigation Plan
• City of Seal Beach Local Hazard Mitigation Plan
• City of Beverly Hills Local Hazard Mitigation Plan
• City of San Clemente Local Hazard Mitigation Plan
• City of Grand Terrace Local Hazard Mitigation Plan
• City of Los Angeles Local Hazard Mitigation Plan
• Nevada County (CA) Multi-jurisdictional Hazard Mitigation Plan • Tri-Valley (CA) Multi-jurisdictional Hazard Mitigation Plan • Schuylkill County (PA) Multi-jurisdictional Hazard Mitigation Plan • City of Roseville Local Hazard Mitigation Plan
• Metropolitan Water District of Southern California Local Hazard Mitigation Plan Seal Beach PSA – General Plan Element Updates. City of Seal Beach. Planner. Responsible for drafting the Environmental Justice Element, in compliance with Government Code Section 65302(h), to identify disadvantaged populations in the City of Seal Beach. Assisted the project team with updating the Environmental Justice Element of the general plan. Analyzed various vulnerability metrics to determine which populations in the planning area face heightened risk to environmental risks. Additionally, responsible for assisting in the update of the City’s Safety Element.

Yorba Linda Emergency Operations Plan Update. City of Yorba Linda. Planner. Responsible for drafting, editing, and polishing the Emergency Operations Plan through collaboration with MBI staff and the client. Utilized personal relationship with client and prior emergency management experience to capitalize on MBI's capabilities and deliver a quality EOP to the City.

Los Altos Safety Element. City of Los Altos. Planner. Provided safety element project assistance by traveling to Los Altos to provide public outreach to local residents. Gathered community feedback on local hazard risk and community vulnerability.

Years of Experience
3 Education
B.A., 2023, Criminal Justice, California
State University, Fullerton
A.S., 2020, Emergency Management,
Coastline Community College (IP)
Professional Affiliations
California Emergency Services
Association (CESA)
International Association of Emergency
Managers (IAEM)
PAGE 26
Jeffrey Karmazin, PSM
GIS Analyst
Mr. Karmazin is a versatile Geographic Information Systems Analyst with years of GIS experience. Topics covered by Jeff’s experience using GIS covers a wide range including hazard mitigation, planning, real estate, environmental research, spatial analysis, and more. As a local GIS professional, Jeff enjoys attending events and webinars to further his spatial analysis skills. His planning background began with a focus on green stormwater infrastructure in the city of Philadelphia and now covers all aspects related to hazard mitigation planning. He has worked on hazard mitigation plans at the state and county level, but has also helped provide maps, graphics, and research for business development opportunities.

RELEVANT EXPERIENCE
Ocean County Hazard Mitigation Plan (HMP) 2025 Update, Ocean County, New Jersey. Ocean County, NJ. GIT Specialist. Responsible for providing Hazus model runs and data analysis for this County Hazard Mitigation Plan. Model runs included flood, earthquake, and hurricane. Michael Baker is providing the 2025 update to the Ocean County Hazard Mitigation Plan (HMP), which incorporates FEMA’s 2022 Local Policy Guide requirements including analyzing equity and climate change impacts and conducting outreach to a wider range of stakeholders including organizations that represent socially vulnerable populations.

New Jersey State Hazard Mitigation Plan. GIS Analyst. Aided the planning team in performing all Hazus models. Level II analysis was performed through loading state provided datasets for essential facilities, transportation networks, and state-owned facilities.

Flood models were performed utilizing depth grids for 100-year flood, 2-feet seal level rise, 3 feet sea level rise, and 5 feet sea level rise. Statewide models were performed for Earthquake and Hurricane estimates. Altogether, over 75 Hazus models were performed for use in the plan for damage estimates.

City of Seal Beach Local Hazard Mitigation Plan. City of Seal Beach. GIT Analyst. Responsible for coordinating data collection, creating thematic maps for presentation, and determining a hazard impact analysis. Mapped critical facilities and conducted vulnerability analysis based on hazard overlays for sea level rise, landslide, fault zones, liquefaction, dam inundation, flood zones, and wildfire. Prepared a parcel analysis to determine hazard vulnerability to residential and non-residential parcels within the city.

Conducted a HAZUS assessment for both flood and earthquake hazards within the City.

Yorba Linda Hazard Mitigation Plan. City of Yorba Linda. GIT Analyst. Responsible for coordinating data collection, creating thematic maps for presentation, and determining a hazard impact analysis. Mapped critical facilities and conducted a vulnerability analysis based on hazard overlays for landslide, fault zones, liquefaction, dam inundation, flood zones, ground shaking and wildfire.

Prepared a parcel analysis to determine hazard vulnerability to residential and non-residential parcels within the city.

Culver City and Culver City Unified School District Multi-Jurisdictional Hazard Mitigation Plan Update. City of Culver City.

GIT Analyst. Responsible for coordinating data collection, creating thematic maps for presentation, and determining a hazard impact analysis. Mapped critical facilities and conducted a vulnerability analysis based on hazard overlays for landslide, fault zones, liquefaction, dam inundation, flood zones, and wildfire. Prepared a parcel analysis to determine hazard vulnerability to residential and non-residential parcels.

City of South Gate Local Hazard Mitigation Plan Update. City of South Gate. GIT Analyst. Responsible for coordinating data collection, creating thematic maps for presentation, and determining a hazard impact analysis. Mapped critical facilities and conducted a vulnerability analysis based on hazard overlays for liquefaction, fault zones, flood zones, and hazardous cleanup sites. Prepared a parcel analysis to determine hazard vulnerability to residential and non-residential parcels within the city.

FEMA Community Engagement and Risk Communication Contract, FEMA Region 5: Minnesota, Wisconsin, Illinois, Indiana, Michigan, and Ohio. FEMA. GIT Analyst. Responsible for assisting with many different projects under this FEMA contract including support of Risk Map update meetings, NFIP data collection, and GIS analysis on effective and preliminary flood data to show differences in the data. Performed statical analysis on census data presented through static dashboards and referenced during CCO, LFD, and other flood risk update meetings.

Years of Experience
6 Education
P.S.M, 2022, Geographic Information
Systems, Temple University
B.A., 2016, Environmental Studies,
Temple University
Licenses/Certifications
GIS Certificate, Temple University,
2016
PAGE 27
SECTION 2.3: METHODS TO CONTROL PROJECT COSTS/TIMELINES Our Project Manager, Noelle Anderson, has considerable experience managing multi-disciplinary projects that have a complex scope, aggressive schedule, and a set budget. Ms. Anderson will manage the Scope by starting with a clear and in-depth understanding of the project and then translating this into a comprehensive work plan, manage the Schedule by utilizing the resources of our team to meet the project specific needs and by rigorously holding ourselves to interim milestones so that key delivery dates are met, and manage the Budget by developing detailed hour estimates for each task and vigilantly monitoring weekly timesheets and status reports to determine if there are areas of the project that require extra attention.

Michael Baker has a well-established and standardized company-wide Project and Quality Management Program called Project Management - The Michael Baker Way. Project Management - The Michael Baker Way serves to clearly define the process for which all projects are managed throughout Michael Baker. The ultimate objective is to improve project performance and product delivery excellence through better organization, tools and methods to monitor budgets, an emphasis on communication, and a structured approach to delivering quality. The key features of Project Management - The Michael Baker Way include:
• Improving project performance through consistency, organization, and efficiency throughout the entire organization.
• Defining project management processes for every project that are consistent yet scalable to appropriately fit the scope and size of any project.
• Serving as a one-stop reference for forms, policies, references, and procedures required to properly manage a project.
• Leveraging existing best practices throughout Michael Baker, as well as referencing accepted and established practices from outside sources.
• Providing management tools, procedures, and references at the fingertips of project managers through a user-friendly, intuitive site.

A key component to our delivery process is the Project-Specific Quality Management Plan (PSQMP). The PSQMP includes the following key items related to quality on the project: reference documents/design standards; deliverables and due dates; available project information and reference data; procedures for subconsultant management; quality control procedures for checking work products; quality assurance procedures; and project audit frequency and procedures.

This process includes a newly developed, database-driven quality management system, which is a paperless tool for providing Michael Baker's project managers the ability to track their project's quality control and review process in real time. This system supports Michael Baker's commitment that no product goes to our clients until it has been checked and reviewed.

The assignment quality control process will be as follows:
• Project Documentation – All project files and e-mail will be stored in Michael Baker's document management system. The server is backed up nightly to an off-site location and can be replicated in any Michael Baker office.
• Calculations – Design calculations (if applicable) will be saved in appropriate formats including spreadsheets and/or 3rd party computer programs.

PAGE 28
• Quality Control – As work products are ready for an initial review, the originator of the product will prepare a request for a review in the Michael Baker Quality Management database. The selected qualified reviewer will receive an e-mail from the system that the work product is ready for review.

The reviewer will either print out the work product onto paper and mark it up with a red pencil or will use the mark-up tool in a PDF version of the product.

The originator of the work product will examine the reviewer's markups and address each one. They will have a discussion with the reviewer on the disposition of each mark-up. • Quality Assurance – The reviewed work product will be noted in the quality management system and the Project Manager will receive an e-mail from the quality management system alerting him to the status of the work product. The Project Manager will perform a final review and quality assurance of the work product before it goes to the City. This review will be documented in the quality management database. Before a submission is made to the City, our Project Manager will get a printout of the status of the quality review of each component of the deliverable and verify that the quality review has been performed on each component. The deliverable will not be sent to Citu until the QA/QC process is complete.

PAGE 29
SECTION 3: FEE SCHEDULE
SECTION 3.1: NOT TO EXCEED TOTAL FOR SERVICES
Michael Baker proposals a total fixed fee, not to exceed $150,000.00 to perform services as part of this scope of work. Our team welcomes further discussion regarding optional services listed below for consideration.

SECTION 3.2: COST BY MAJOR SUB-TASK
Michael Baker proposes the following cost breakdown by major sub-task for this scope of work, for use in milestone billing during the contract lifecycle. A detailed fee schedule including an hourly breakdown by staff member on each task is included as Attachment D, Fee Schedule.

Table 4: Proposed Cost by Major Sub-Task

PROJECT TASKS BUDGET
PHASE ONE: LHMP PLANNING/DEVELOPMENT PROCESS AND ORGANIZE RESOURCES Task 1.1 In-Person Kick-Off Meeting $4,890.00
Task 1.2 Organize Hazard Mitigation Planning Committee $1,370.00 Task 1.3 Public Meetings and Digital Outreach $43,410.00 Task 1.4 Outreach Process Documentation $2,630.00
PHASE TWO: THREAT AND IDENTIFICATION RISK ASSESSMENT
Task 2.1 Hazard Identification and Profiles $9,860.00
Task 2.2 Hazard and Critical Infrastructure Mapping $10,700.00 Task 2.3 Vulnerability Assessment $10,480.00
Task 2.4 Capability Assessment $3,520.00
PHASE THREE: HAZARD MITIGATION STRATEGY
Task 3.1 Develop Mitigation Goals $1,850.00
Task 3.2 Develop Comprehensive Range of Mitigation Actions $9,900.00 Task 3.3 Prepare Draft Local Hazard Mitigation Plan $28,290.00 PHASE FOUR: HAZARD MITIGATION PLAN IMPLEMENTATION AND MAINTENANCE PROCESS Task 4.1 Monitoring, Evaluating, and Updating $590.00
Task 4.2 Incorporation into Existing Planning Mechanisms $590.00 Task 4.3 Implementation Schedule $590.00
Task 4.4 Continued Public Involvement $590.00
Task 4.5 Final Plan Approvals and Adoption $10,030.00
PHASE FIVE: PROJECT MANAGEMENT AND PROJECT CLOSE OUT
Task 5.1 Biweekly Virtual Coordination Meetings $7,000.00 Task 5.3 Project Closeout, Printed Deliverables and File Transfer $3,710.00 TOTAL FEE $150,000.00

OPTIONAL TASKS BUDGET
Optional Task #1 Interactive ArcGIS StoryMaps $10,000.00 Optional Task #2 Mitigation Action Database $10,000.00
Optional Task #3 Safety Element and AB 2140 Advisory Services $15,000.00 PAGE 30
SECTION 3.3 HOURLY RATES SUMMARY
Table 5: Hourly Rates Summary

TITLE STAFF NAMES HOURLY RATE
Project Manager Noelle Anderson $195/hour
Principal Richard Beck, CEP, P.W.S, CPESC®, CERP $300/hour Quality Assurance/
Quality Control
Niek Veraart, AICP, ASLA, ENV SP
Michael Yaffe, AICP, PP, GISP, ENV SP
$300/hour
Senior Planner
Valerie Clarke, PLA, AICP
Jessica Jahre, AICP, CFM
Brittany Dremluk, AICP, P.P., LEED Green Associate
$175/hour
Associate Planner Casey Marchese
Jennifer Gutierrez, AICP
$135/hour
Assistant Planner Jake Poland
Audrey Tamayo
$120/hour
GIS Analyst Jeffrey Karmazin, PSM $120/hour
Michael Baker brings a proven track record of leadership in planning and design services, delivering innovative, community-driven solutions that balance technical precision with visionary thinking. Our multidisciplinary teams have successfully executed projects ranging from broadband connectivity roadmaps and hazard mitigation strategies to integrated architectural design across numerous sectors. Our team leverages advanced GIS technologies, proven stakeholder engagement strategies, and sustainable design principles to create deliverables that are practical, adaptable, and aligned with the long-term goals of our clients and the communities they serve.

PAGE 31
SECTION 4: EXCLUDED OR SUBCONTRACTED SERVICES
SECTION 4.1: SUBCONTRACTED SERVICES
Michael Baker does not propose the use of subcontractors as part of this scope of work.

SECTION 4.2: REQUIRED COORDINATION WITH CITY STAFF
During the LHMP preparation process, Michael Baker proposes the following coordination with City staff.

Shared responsibilities are organized by proposed Phase.

Phase 1: LHMP Planning/Development Process and Organize Resources • Kick Off Meeting: Approvals to project schedule, communications protocol and deliverables, data needs, identification of background resource documents, community outreach approach, organization of the HMPC.
• Branding and Style Guide: Approvals of visual branding and project style guide. • Meeting Invitations: Distribution of meeting invitations for the HMPC. • Outreach: Coordination and approvals related to the identification of the appropriate method, location, and timetable for public outreach events to maximize participation. Scheduling and booking locations for outreach events.

Phase 2: Threat and Hazard Identification Risk Assessment (Hazard Identification, Hazard Mapping, Vulnerability Assessment, and Capability Assessment)
• Critical Infrastructure: Coordination and identification of critical infrastructure including location data.
• Hazard Mapping: Coordination on any existing data related to mapped hazard data . • Vulnerability Assessment: Approvals for appropriate HAZUS scenarios.

Phase 3: Hazard Mitigation Strategy
• Plan Review: Review of the Administrative Draft, HMPC Draft, and Public Review Draft Local Hazard Mitigation Plan. Collection of electronic comments to be submitted to Michael Baker for incorporation into the LHMP, as appropriate.

Phase 4: Hazard Mitigation Plan Implementation and Maintenance Process • City Council Adoption: Scheduling and coordination related to City Council adoption of the LHMP.

Preparation of relevant staff reports and resolution.

Phase 5: Project Management and Project Closeout
• Biweekly Virtual Coordination Meetings: Ongoing coordination throughout the LHMP planning process.

PAGE 32
SECTION 5: LIST OF SIMILAR SERVICES COMPLETED
Included below is a complete listing of Hazard Mitigation Plans produced and managed by Project Manager Noelle Anderson within the last three years.

Table 6: List of Similar Services Completed

CLIENT PROJECT INFORMATION CLIENT POINT OF CONTACT
City of San Clemente
910 Calle Negocio
San Clemente, CA 92673
Local Hazard Mitigation Plan (2024-2025)
Michael Baker prepared the Local Hazard Mitigation
Plan update for the City of San Clemente.

Outcome: Approved 2025
Adam Atamian
Community Development
[email protected]
(949) 361-6100
City of Yorba Linda
4845 Casa Loma Avenue
Yorba Linda, CA 92886
Local Hazard Mitigation Plan (2022-2023)
Michael Baker prepared the City of Yorba Linda’s
first Local Hazard Mitigation Plan.

Outcome: Approved 2023
Christopher Peña
Emergency Manager
[email protected]
(714) 961-7118
City of Beverly Hills
455 N Rexford Drive
Beverly Hills, CA 90210
Local Hazard Mitigation Plan (2024-Ongoing)
Michael Baker is preparing the Local Hazard
Mitigation Plan update for the City of Beverly Hills.

Outcome: In Progress.

Meena Janmohamed
Emergency Manager
[email protected]
(310) 285-1025
City of Grand Terrace
22795 Barton Rd.

Grand Terrace, CA 92313
Local Hazard Mitigation Plan (2024-Ongoing)
Michael Baker is preparing the Local Hazard
Mitigation Plan update for the City of Grand Terrace.

Outcome: In Progress.

Scott Hutter
Planning and Development
Services Director
[email protected]
(909) 954-5176
City of Fullerton
312 E Commonwealth
Ave
Fullerton, CA 92832
Local Hazard Mitigation Plan (2025-Ongoing)
Michael Baker is preparing the Local Hazard
Mitigation Plan update for the City of Fullerton.

Outcome: In Progress.

Kristi Hofstetter Batiste
Emergency Manager
Kristi.Hofstetterbatiste
@fullertonfire.org
(714) 681-0890
City of Seal Beach
911 Seal Beach Blvd
Seal Beach, CA 90740
Local Hazard Mitigation Plan (2024-Ongoing)
Michael Baker is preparing the Local Hazard
Mitigation Plan update for the City of Seal Beach.

Outcome: In Progress.

Sergent Brian Gray
Emergency Services
Coordinator
[email protected]
(562) 799-4100 x1145
City of South Gate
8620 California Avenue
South Gate, CA 90280
Local Hazard Mitigation Plan (2023-2024)
Michael Baker prepared the Local Hazard Mitigation
Plan update for the City of South Gate.

Outcome: Approved 2024.

Captain Sergio Camacho
Emergency Manager
[email protected]
(323) 563-5400
City of Culver City
9770 Culver Boulevard
Culver City, CA 90232
Multi-Jurisdiction Hazard Mitigation Plan (2023-
2024)
Michael Baker prepared an update to the Culver City
and Culver City Unified School District MultiJurisdictional Hazard Mitigation Plan (MJHMP).

Outcome: Approved 2024.

Joe Susca
Senior Management Public
Works Analyst
[email protected]
(310) 253-5636
PAGE 33

AWARD WINNING HAZARD MITIGATION PLANS
Michael Baker has a distinguished track record
of developing hazard mitigation plans
recognized for excellence by leading
professional organizations, including a recent
award from the American Planning Association
(APA) Orange Section. Through time-tested
methodologies and a deep understanding of
state and local requirements, Michael Baker
consistently delivers high-quality, awardwinning mitigation strategies that exceed client expectations and set the standard for
hazard mitigation and resilience planning.

Michael Baker earned the 2025 American
Planning Association Orange Section Merit
Award in Resilience and Sustainability for
our work on the City of San Clemente’s LHMP.

The plan was produced and approved with
remarkable speed, submitted to FEMA and
accepted without corrections, and swiftly
approved by both CalOES and FEMA in
approximately four weeks. This efficiency,
combined with the plan’s inclusive
engagement of vulnerable populations and
innovative wildfire mitigation strategies,
highlights Michael Baker’s commitment to
resilient, equitable planning and its ability to
deliver high-quality work under tight timelines.

Michael Baker also received the 2024
American Planning Association Section
Awar of Excellence for a Comprehensive
Plan in a Small Jurisdiction for our work on
the Yorba Linda Local Hazard Mitigation Plan.

The honored plan was the first in California to
be approved under FEMA’s updated 2023
guidelines, setting a precedent for future
planning efforts statewide. This achievement
reflects the firm’s leadership in navigating
evolving regulatory frameworks with precision
and foresight. The award celebrates both the
LHMP’s technical excellence and its timely
execution.

A bov e : Cit y o f S an C le m e n te
Lo ca l Ha z a rd M i t ig at io n Pl a n
Re si l ie nc e a nd S u sta i na bi l it y Awa r d o f M er it Be low: C it y of Yo rb a L i nd a
Lo ca l Ha z a rd M i t ig at io n Pl a n
Co m pre he n s ive Pl a n Aw a rd o f E xc ell en ce
PAGE 34

COMMUNITY ENGAGEMENT & RISK COMMUNICATION (CERC)
Michael Baker has enjoyed a close relationship with FEMA for over 40 years. Michael Baker is the managing partner of Resilience Action Partners, FEMA’s Community Engagement and Risk Communication (CERC) contract provider and has executed more than 1,800+ multi-disciplinary projects nationally, including updates to State, Local, and Tribal guidance on Hazard Mitigation Plans (HMP), Funding and Implementation. Michael Baker draws on extensive national and international expertise in hazard mitigation to deliver award-winning local HMPs. By integrating national best practices with deep local insights, we provide tailored, effective solutions that strengthen community resilience.

In addition, the Michael Baker team includes staff support on the Building Resilient Infrastructure and Communities (BRIC) Direct Technical Assistance (DTA) initiative. DTA provides tailored support to communities and tribal nations that may not have the resources to begin climate resilience planning and project solution design on their own. In serving as extension of FEMA staff, the Michael Baker team provides holistic hazard mitigation planning and project support at early project stages to communities, tribal nations, and territories requesting assistance. The team engages with the community to further explore and better understand specific requests for technical assistance. Wide-ranging, non-financial support to BRIC DTA communities include climate risk assessments, community engagement, partnership building, and mitigation and climate adaptation planning. Support for BRIC DTA communities can range from pre-application activities to grant closeout. A country-wide summary of BRIC DTA communities and tribal nations in coordination with the Michael Baker team is included below.

Direct Technical Assistance provided across the country.

PAGE 35

GOVERNMENT TECHNOLOGY AND

PUBLIC SAFETY SOLUTIONS
Michael Baker International’s GovTech vertical delivers transformative technology solutions that empower
government agencies to operate more efficiently,
securely, and responsively. Our team offers a robust
portfolio of services that span public safety, digital
government and tech-enabled solutions. These
offerings are designed to modernize emergency
response systems, streamline citizen services and
enhance data-driven decision-making.

DATAMARK Technologies, a Michael Baker company,
specializes in Next Generation 9-1-1 (NG9-1-1)
solutions and geospatial intelligence for public safety.

Our suite of technologies is purpose-built to improve
emergency response accuracy, interoperability, and
situational awareness. DATAMARK Technologies
Public Safety Focus Areas include:
• NG9-1-1 Location Platform: Enhances GIS
data quality and streamlines call routing for
emergency services.
• INSIDE™ Indoor Mapping: Provides 2D/3D
maps, CCTV integration, and real-time
situational awareness for schools and public
facilities.
• Location Information Server (LIS): Validates
and delivers precise caller location data in
NENA i3 format to 9-1-1 centers.
• DATAMARK VEP: Cloud-native GIS platform
for validating and provisioning location data
aligned with NG9-1-1 standards.
• DataExchange (DX) and DataMark Editor
(DME): SaaS tools for GIS data creation,
editing, and validation.

PAGE 36
SECTION 6: REFERENCES
Michael Baker produces local, multi-jurisdictional and state-wide hazard mitigation plans across the country.

Included below is a selected list of client references for hazard mitigation plans lead by Michael Baker Project Manager Noelle Anderson with the same core team as included in this proposal.

Table 7: References

CLIENT INFORMATION PROJECT INFORMATION KEY STAFF FUNDING Agency: City of Yorba Linda
Christopher Peña
Emergency Management
[email protected]
(714) 961-7118
Local Hazard Mitigation Plan
(2022-2023)
Michael Baker prepared the City of Yorba
Linda’s first Local Hazard Mitigation Plan.

Outcome: Approved 2023
Noelle Anderson
Michael Yaffe
Casey Marchese
Audrey Tamayo
FEMA
HMGP
grant
Agency: City of San Clemente
Adam Atamian
Community Development
[email protected]
(949) 361-6100
Local Hazard Mitigation Plan
(2024-2025)
Michael Baker prepared the Local Hazard
Mitigation Plan update for the City of San
Clemente.

Outcome: Approved 2025
Noelle Anderson
Michael Yaffe
Casey Marchese
Audrey Tamayo
Jake Poland
City
General
Fund
Agency: City of Beverly Hills
Meena Janmohamed
Emergency Manager
[email protected]
(310) 285-1025
Local Hazard Mitigation Plan
(2024-Ongoing)
Michael Baker is preparing the Local
Hazard Mitigation Plan update for the City
of Beverly Hills
Outcome: In Progress.

Noelle Anderson
Michael Yaffe
Casey Marchese
Audrey Tamayo
Jake Poland
City
General
Fund
“MICHAEL BAKER’S COLLABORATIVE APPROACH,

RESPONSIVENESS TO STAKEHOLDER INPUT, AND DEEP

UNDERSTANDING OF HAZARD MITIGATION PLANNING WERE
INSTRUMENTAL IN ACHIEVING PLAN APPROVALS… I
RECOMMEND THEIR SERVICES WITHOUT RESERVATION.”
Christopher Peña, Emergency Manager - City of Yorba Linda PAGE 37
PAGE 38
SECTION 7: TERMS AND CONDITIONS OF THE RFP
MBI acknowledges the terms and conditions proposed in Section 10 of the RFP. Further detail regarding confirmation of terms and condition is included below.

Signed Submission of Proposals
This proposal is signed by Richard Beck, Office Executive/Vice President, who is legally authorized to bind Michael Baker International to the proposal and contracts. Upon request, the Michael Baker Team will provide documentation showing the authority of the officer singing the proposal to execute contracts on behalf of the corporation.

Late Submission of Proposals
The Michael Baker team understands submissions of proposals received after the due date and time specified in this RFP will not be considered.

Accuracy of Proposals; Withdrawal of Proposals
The Michael Baker team acknowledges the accuracy of proposals and withdrawal process.

Addendum to the RFP
The Michael Baker team acknowledges the Questions and Answers – Set 1 published on Planet Bids dated September 4, 2025.

Protest Procedures
The Michael Baker team acknowledges the protest procedures.

Disclaimers and Reservations of Rights
The Michael Baker team acknowledges the disclaimers and reservation of rights.

Notice Regarding Disclosure of Contents of Proposals
The Michael Baker team acknowledges the notice regarding disclosure of contents and proposals. No contents included in this proposal are defined as business or trade secrets that are exempt from disclosure; therefore, no content in this proposal is marked as “Trade Secret”, “Confidential” or “Proprietary”.

Proposal Validity Period
The Michael Baker team confirms that pricing, terms and conditions stated in this proposal remain valid for 120 days from the date of submission to the City.

Press Releases
The Michael Baker team acknowledges the City’s terms and conditions related to press releases.

Evaluation and Selection Processes
The Michael Baker team acknowledges the City’s evaluation and selection process.

PAGE 39
Campaign Contributions
The Michael Baker team confirms to the best of our ability that no contributions have been made to individuals holding city elective office. The Michael Baker team does not propose the use of subcontractors, and therefore has not included the Subcontractor Contributions Acknowledgement Form.

Conflict of Interest
The Michael Baker team confirms to the best of our ability there are no conflicts of interest that would prohibit Michael Baker from participating in the selection process for this RFP. The Michael Baker team acknowledges the City’s conflict of interest policy.

Permits and Licenses
The Michael Baker team acknowledges the City’s terms and conditions for permits and licenses.

Pre-Contractual Expenses
The Michael Baker team acknowledges the City’s terms and conditions for pre-contractual expenses.

Agreement to Conditions
The Michael Baker team appreciates the opportunity to review the City’s Sample Agreement and Terms and Conditions in detail. While we are amenable to the form of agreement provided, we respectfully request consideration of a few targeted revisions outlined below. Text additions are shown in double underline and text redactions are shown in double strikeout. These clarifications include the standard of care and inclusion of a waiver of consequential damages clause. We are confident that, as with our prior successful engagements with the City of West Covina, we can work collaboratively to finalize mutually agreeable contract terms that support a productive and transparent partnership.

PAGE 40
Table 8: Agreement and Terms Revisions for Consideration

PROPOSED SAMPLE AGREEMENT REVISIONS REASON FOR REQUEST

1.2. Professional Practices. All professional services to be provided by Consultant pursuant to this Agreement shall be provided by personnel experienced in their respective fields and in a manner consistent with the standards of care, diligence and skill ordinarily exercised by professional consultants in similar fields and circumstances in accordance with sound professional practices. Consultant also warrants that it is familiar with all laws that may affect its performance of this Agreement and shall advise City of any changes in any laws that may affect Consultant’s performance of this Agreement. Consultant shall keep itself informed of applicable State and Federal laws and regulations which in any manner affect those employed by it or in any way affect the performance of its service pursuant to this Agreement. The Consultant shall at all times observe and comply with all such laws and regulations. City officers and employees shall not be liable at law or in equity for any claims or damages occurring as a result of failure of the Consultant to comply with this section.

Because laws between various
agencies can be in conflict with one
another, this clarification in Section

1.2 is requested. In the event of a
conflict, the professional’s duty under
the standard of care is to comply with
the higher, or applicable law. This
change would make this clause
consistent with Section 1.4.

1.3.Performance to Satisfaction of City. Consultant agrees to perform all the work under this Agreement in accordance with sound professional practices and the standards of care, diligence, and skill ordinarily exercised by professional consultants in similar fields and circumstances. to the reasonable satisfaction of the City. Evaluations of the work will may be conducted by the City Manager or his or her designee to ensure compliance with these standards. If the quality of work is not satisfactory does not meet these professional standards.

City in its discretion has the right to…
Because the term satisfactory is
subjective, we request to change this
section for work being performed per
Section 1.2 Professional Practices.

6.5 Attorneys’ Fees. If litigation is brought by any party in connection with this Agreement against another party, the prevailing party shall be entitled to recover from the opposing party all costs and expenses, including reasonable attorneys’ fees, incurred by the prevailing party each party will be responsible for any costs and expenses in the in order to exercise of any of its rights or remedies hereunder or the enforcement of any of the terms, conditions, or provisions hereof.

Request each party would be
responsible for their own cost.

NEW SECTION 6.28 Waiver of Consequential Damages. Neither Party shall be liable to the other for any special, incidental, indirect, exemplary, or consequential loss, damage, expense, or cost (including, without limitation, loss of use, revenue, income, profit, financing, business, and/or reputation) arising out of or relating in any way to the Agreement, Services or Project.

Due to circumstances outside the
control of both contracting parties,
we request the inclusion of this
section into the agreement.

Piggybacking Option
The Michael Baker team respectfully decline participation in the piggybacking option. Pricing and terms outlined in our proposal are exclusive to the City and are not extended to other government agencies. FEMA policy under the current administration is constantly evolving, which may affect future pricing structures at the time quotes or services are requested.

PAGE 41
Examination of Locations and Specifications
The Michael Baker team acknowledges the terms and conditions examination of locations and specifications.

Debarment and Suspension Verification
The Michael Baker team confirms the search results via SAM.gov through a printout of the search results that includes the record date as included in Attachment C. Registration status is listed as Active Registration.

Insurance Requirements
Michael Baker confirms compliance with all insurance requirements included in Sample Agreement Section 5, Insurance. Per Section 5.4, Michael Baker confirms our team’s willingness and ability to provide certificates of insurance showing insurance coverage and required endorsements. Michael Baker understands the City reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time. Evidence of insurance is included as Attachment F.

SECTION 8: FORMS
• Attachment A – Statement of Non-Collusion by Contractor • Attachment B – Subcontractor Campaign Contribution Acknowledgement Form NOTE: Michael Baker does not propose the use of a subcontractor as part of this contract. Therefore, the Subcontractor Campaign Contribution Acknowledgement Form was not applicable, and has been excluded from this section.
• Attachment C – SAM.gov Debarment and Suspension Verification • Attachment D – Fee Schedule
• Attachment F – Certificate of Insurance
Note: Michael Baker confirms compliance with all insurance requirements included in Sample Agreement Section 5, Insurance. Per Section 5.4, Michael Baker confirms our team’s willingness and ability to provide certificates of insurance showing insurance coverage and required endorsements.

Michael Baker understands the City reserves the right to require complete, certified copies of all required insurance policies, including endorsements required by these specifications, at any time.

Evidence of insurance is included as Attachment F.
• Attachment G – W-9
PAGE 42
ATTACHMENT A – STATEMENT OF NON-COLLUSION BY CONTRACTOR PAGE 43
ATTACHMENT C – SAM.GOV DEBARMENT AND SUSPENSION VERIFICATION PAGE 44
PAGE 45
Total Budget by Staff Member
Project Manager Principal/QAQC Senior Planner Associate Planner Assistant Planner GIS Analyst Other Direct Costs Noelle Anderson
Richard Beck
Niek Veraart
Michael Yaffe
Valerie Clark
Jessica Jahre
Brittany Dremluk
Casey Marchese
Jennifer Gutierrez
Jake Poland
Audrey Tamayo Jeffrey Karmazin
$195 $300 $175 $135 $120 $120
PHASE ONE: LHMP PLANNING/DEVELOPMENT PROCESS AND ORGANIZE RESOURCES $52,300 Task 1.1 In-Person Kick-Off Meeting 6 6 16 28 $4,890
Task 1.2 Organize Hazard Mitigation Planning Committee 2 4 4 10 $1,370 Task 1.3 Public Meetings and Digital Outreach
LHMP Visual Branding and Style Guide 2 4 6 8 8 4 32 $5,160 Three (3) In-Person Public Workshops 16 2 12 24 24 4 $2,000 82 $14,420 Two (2) In-Person Outreach Pop-Up Booths 10 2 10 16 16 8 $2,000 62 $11,340 Two (2) In-Person Meetings to Discuss Confidential Critical Infrastructure 8 2 8 8 8 8 $200 42 $6,760 Community Survey 2 8 8 18 $2,430
Web Content and Graphics 4 8 8 4 24 $3,300
Task 1.4 Outreach Process Documentation 2 8 10 20 $2,630 PHASE TWO: THREAT AND IDENTIFICATION RISK ASSESSMENT $34,560 Task 2.1 Hazard Identification and Profiles 4 2 8 24 32 70 $9,860 Task 2.2 Hazard and Critical Infrastructure Mapping 4 4 8 8 12 40 76 $10,700 Task 2.3 Vulnerability Assessment 4 4 4 8 16 40 76 $10,480 Task 2.4 Capability Assessment 4 4 8 8 24 $3,520
PHASE THREE: HAZARD MITIGATION STRATEGY $40,040
Task 3.1 Develop Mitigation Goals 2 4 8 14 $1,850
Task 3.2 Develop Comprehensive Range of Mitigation Actions 8 4 12 16 24 64 $9,900 Task 3.3 Prepare Draft Local Hazard Mitigation Plan
Administrative Draft Local Hazard Mitigation Plan 10 4 10 20 24 4 72 $10,960 HMPC Draft Local Hazard Mitigation Plan 4 4 10 20 20 4 62 $9,310 Public Review Draft Local Hazard Mitigation Plan 4 4 10 14 16 4 52 $8,020 PHASE FOUR: HAZARD MITIGATION PLAN IMPLEMENTATION AND MAINTENANCE PROCESS $12,390 Task 4.1 Monitoring, Evaluating, and Updating 2 2 4 $590 Task 4.2 Incorporation into Existing Planning Mechanisms 2 2 4 $590 Task 4.3 Implementation Schedule 2 2 4 $590
Task 4.4 Continued Public Involvement 2 2 4 $590
Task 4.5 Final Plan Approvals and Adoption
LHMP Submittal to Cal OES and FEMA 10 4 12 26 $4,590
City Council Adoption 20 12 $100 32 $5,440
PHASE FIVE: PROJECT MANAGEMENT AND PROJECT CLOSE OUT $10,710 Task 5.1 Biweekly Virtual Coordination Meetings 10 3 10 20 43 $7,000 Task 5.2 Project Closeout, Printed Deliverables and File Transfer 4 6 4 6 $1,000 20 $3,710 TOTAL HOURS 130 49 130 212 318 126 965
LABOR COSTS BY TASK $25,350 $14,700 $22,750 $28,620 $38,160 $15,120 $150,000
Total Hours Total Cost

TOTAL COST
Request for Local Hazard Mitigation Plan Preparation Services, RFP 2026-004 City of West Covina, California
September 18, 2025

ATTACHMENT D - FEE PROPOSAL
PAGE 47
ATTACHMENT F – CERTIFICATE OF INSURANCE
PAGE 48
ATTACHMENT G – W-9
1 CONSTANT ASSOCIATES, INC.
21250 Hawthorne Blvd., Suite 400, Torrance, CA 90503
1800 Diagonal Rd., Suite 600, Alexandria, VA 22314
www.ConstantAssociates.com

CITY OF WEST COVINA

LOCAL HAZARD MITIGATION PLAN

PREPARATION SERVICES
RESPONSE TO RFP NO. 2026-004
Proposal Due Date: September 18, 2025 at 5:00pm
Resilience is CONSTANT™
ATTACHMENT NO. 3
City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to RFP No. 2026-004
2 Cover Letter
September 18, 2025
Jazmin Hernandez, Purchasing Manager
[email protected], (626) 939-8705
RE: RFP# 2026-004 Local Hazard Mitigation Plan (LHMP) Preparation Services Dear Jazmin Hernandez and the City of West Covina Evaluation Team, Constant and Associates, Inc. (“CONSTANT”) appreciates the opportunity to submit this proposal to prepare the City of West Covina’s LHMP. CONSTANT is an award-winning and highly reputable emergency management consulting firm with an office in Torrance.

Our proposal explains our expertise in crafting Federal Emergency Management Agency (FEMA) and California Governor’s Office of Emergency Services (Cal OES)-approved LHMPs. Mitigation planning is a core service of our business, and we bring exceptional experience and qualifications.

FEMA’s LHMP guidance, stipulated by the Local Mitigation Planning Policy Guide and Local Mitigation Planning Handbook, spotlights key factors for LHMPs. Since its update in 2022, implementation in 2023, and most recent update on April 11, 2025, many contractors and jurisdictions have struggled to seamlessly integrate these requirements within the planning process. To proactively address and implement requirements, CONSTANT has established key relationships with Cal OES and FEMA Region IX contacts who we have continuous outreach to, including recent attendance at both the 2024 and 2025 Cal OES Hazard Mitigation Training for Contractors and a follow up training in May at the California Emergency Services Association (CESA) Conference. Additionally, we have built best practices for hazard analysis, mitigation strategies, and FEMA and Cal OES approval processes. Finally, we bring expertise in California-specific legislation, including Assembly Bill (AB) 2140 and Senate Bill (SB) 379. Collectively, these qualifications enable us to structure the City’s LHMP to align with the requirements for approved plans stipulated by the Plan Review Tool (PRT) and provide us with first-hand knowledge of how to navigate evolving changes to hazard mitigation programs.

Cal OES has provided guidance to local municipalities on the complexities of the LHMP process and the corresponding funding levels necessary to optimize outcomes. Based on our understanding, when contractors are selected at significantly lower dollar amounts than the available funding, the resulting LHMPs tend to be of reduced quality. This often leads to substantial revisions requested by Cal OES and delays in the approval timeline.

As such, based on our success with similar projects, CONSTANT represents a low-risk, highvalue solution. I am authorized to bind CONSTANT to all commitments made and attest that information submitted is true and correct. Please contact Nicole Christensen, Lead Proposal Writer, at [email protected] for questions during proposal evaluation. CONSTANT has not received addenda but received answers to questions.

We meet all eligibility requirements, and the proposal shall remain valid for 120 days.

Michelle Constant, MBA, Chief Executive Officer, CONSTANT AND ASSOCIATES, INC.

D: (424) 320-2582 | E: [email protected]
Virginia: 1800 Diagonal Rd.,
Suite 600,
Alexandria, VA 22314
Los Angeles: 21250 Hawthorne Blvd.,
Suite 400
Torrance, CA 90503
Telephone: (800) 745-3057
Facsimile: (310) 347-4389
www.constantassociates.com/
www.linkedin.com/company/constantassociates
City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

3 Table of Contents
COVER LETTER ........................................................................................................................... 2 PROJECT SUMMARY ................................................................................................................. 5 Understanding...................................................................................................................... 5 METHODOLOGY SUMMARY ..................................................................................................... 8 Project Approach................................................................................................................ 8 Project Management...................................................................................................... 8 Element A: Planning Process........................................................................................... 9 Element B: Risk Assessment.............................................................................................13 Element C: Mitigation Strategy ......................................................................................16 Element D: Plan Maintenance.......................................................................................18 Element E: Plan Update..................................................................................................18 Element F: Plan Adoption...............................................................................................19 Element G: High Hazard Potential Dams ......................................................................20 Element H: Additional State Requirements...................................................................20 Proposed Timeline...............................................................................................................20 Timeline Management.......................................................................................................22 Budget Management ........................................................................................................22 Project Team.......................................................................................................................23 Resumes...........................................................................................................................24 FEE SCHEDULE ......................................................................................................................... 30 Assumptions.........................................................................................................................30 Fee Schedule ......................................................................................................................30 EXCLUDED OR SUBCONTRACTED SERVICES .......................................................................... 32 LIST OF SIMILAR SERVICES COMPLETED ................................................................................. 33 About CONSTANT ...............................................................................................................33 Los Angeles County Office of Education LHMP ...............................................................34 Project Description..........................................................................................................34 City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

4 San Bernardino County MJHMP ........................................................................................34 Project Description..........................................................................................................34 Clark County MJHMP..........................................................................................................35 Project Description..........................................................................................................35 REFERENCES ............................................................................................................................ 36 Reference #1 – Beach Cities Health District LHMP...........................................................36 Project Description..........................................................................................................36 Reference #2 – City of Torrance LHMP.............................................................................36 Project Description..........................................................................................................37 Reference #3 – City of Manhattan Beach LHMP.............................................................37 Project Description..........................................................................................................37 ATTACHMENTS ........................................................................................................................ 38 Attachment A: Statement of Non-Collusion by Contractor ...........................................38 Attachment B: Subcontractor Campaign Contribution Acknowledgement Form......39 Attachment C: SAM.gov Verification – Debarment and Suspension Verification........40 Attachment D: Fee Schedule............................................................................................41 Attachment F: Certificate of Insurance............................................................................42 Attachment G: W-9 ............................................................................................................43 AFFIRMATIONS........................................................................................................................ 44 City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 5 Project Summary
Understanding
West Covina, located in the eastern San Gabriel Valley, covers 16 square miles and serves as home to slightly over 110,000 residents. Compared with both the broader U.S. and the State of California, West Covina faces a very high risk index according to the Federal Emergency Management Agency (FEMA) National Risk Index. The City cannot afford to adopt a “cookie-cutter” plan that merely ticks boxes. Rather, it requires a Local Hazard Mitigation Plan (LHMP) that identifies disaster risks and vulnerabilities, contains thoughtful strategies to protect people, property, and the environment, and ultimately enables the City and its partners to strategically invest resources toward implementing activities to mitigate hazard-related losses.

West Covina understands the importance of mitigation as an investment in risk reduction through the development of a FEMA and California Governor’s Office of Emergency Services (Cal OES) approved LHMP. The City seeks support of a trusted contractor who will develop the LHMP in a way that reflects changes in development, hazards, and regulatory requirements while also strengthening the community and building partnerships. CONSTANT’s approach reflects FEMA and Cal OES requirements and prior experience developing and updating LHMPs across California, integrates our knowledge of the nuances of West Covina’s community, encourages community engagement strategies to support Whole Community resilience, and ultimately seeks to position the City with a realistic mitigation strategy. The LHMP development process will include engagement with the City, local special districts, public and private agencies, and other stakeholders invited to participate in the plan development process. We describe our approach to developing the City’s LHMP in accordance with the elements stipulated by Local Mitigation Planning Policy Guide.

CONSTANT is adept at using FEMA’s Local Mitigation Planning Guide and the Plan Review Tool (PRT) to craft an LHMP that is compliant with the Stafford Act, the Disaster Mitigation Act (DMA), and the requirements under 44 Code of Federal Regulations (CFR) Part 201, §201.6, Part 60, 60.3, Part 77, and Part 206 Subpart N, and other applicable State (e.g., Government Code section 65302, Assembly Bill (AB) 2140, Senate Bill (SB) 379, SB 1000, SB 1241, AB 162) and Federal requirements and guidance. Below, we further detail our approach features and their benefits for the City of West Covina.

Table 1. Our approach provides benefits to the City of West Covina whilst reducing risk of unsuccessful performance.

Features of CONSTANT’s Approach Benefits to the City of West Covina CONSTANT brings expertise in public input
processes. Our Public Involvement Strategy is
based on Cal OES and FEMA feedback, and
includes public workshops, accessible
materials, public attendance at Hazard
Mitigation Planning Committee (HMPC)
Meetings, surveys, and public review.

West Covina gets engagement strategies that
reflect the specific needs of City stakeholders
and community, and go beyond baseline
requirements. The strategy is a value-added
deliverable that ensures compliance with all
public outreach requirements.

City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 6 CONSTANT will develop West Covina’s LHMP in accordance with the eight (8) elements stipulated by Local Mitigation Planning Policy Guide, including:

Features of CONSTANT’s Approach Benefits to the City of West Covina CONSTANT has current and past experience
developing and updating LHMPs and MultiJurisdictional Hazard Mitigation Plans (MJHMPs), including approved plans under the
new FEMA HMP guidelines. Executive Sponsor
Mona Bontty is a Los Angeles County resident.

West Covina gains a partner who ensures
federal and California-specific regulatory
compliance and brings expertise in Los
Angeles County hazards and communities,
expediting plan development and approval.

CONSTANT’s expansive corporate and staff
experience developing other emergency
management plans supports holistic LHMPs
across Community Lifelines.

Our depth of knowledge ensures that the LHMP
incorporates related plans. The LHMP will not
operate in a vacuum, as our staff will ensure
planning for enhanced community resilience.

CONSTANT implements project communication
and commitment to client satisfaction through
our process. Development of the LHMP will be
a priority project for CONSTANT.

We offer tailored attention to West Covina’s
needs and concerns, which ensures our
unparalleled ability to pivot and adjust to
requirements stipulated by the City, Cal OES, or
FEMA.

CONSTANT provides rigorous Quality Assurance
Quality Control (QAQC) practices for every
deliverable. We develop iterative drafts of
LHMP content for continuous review by the
City, the HMPC, the public, Cal OES, and FEMA.

We work with Cal OES to vet planning
concepts to expedite plan approval.

CONSTANT ensures that the contents of the
LHMP are expertly organized within the final
plan and that the LHMP’s structure is approved
by West Covina and consistent with Cal OES
and FEMA requirements prior to continued
LHMP drafting. The City of West Covina
receives superior quality deliverables that
require less time to review.

CONSTANT’s relationship with Cal OES means
that we stay consistently abreast of changes to
the hazard mitigation program.

CONSTANT will adjust our approach real-time
to be consistent with updates to the Local
Mitigation Planning Policy Guide.
•Convene the
HMPC and
engage with
the public
Element A:

Planning
Process
•Conduct risk
assessment and
identify
vulnerabilities
Element B:

Hazard ID and
RIsk Assessment
•Conduct
capability
assessment and
craft mitigation
strategy
Element C:

Mitigation
Strategy
•Develop the
plan
maintenance
strategy
Element D:

Plan
Maintenance
•Integrate
elements A-D to
iteratively
author the
LHMP
Element E:

Plan Update
•Support the
City in adopting
the LHMP
Element F:

Plan Adoption
•Integrate HHPD
requirements
•Not applicable
for West Covina
Element G:

High Hazard
Potential Dams
•Ensure
consistency with
state legislation
Element H:

Additional State
Requirements
Figure 1. CONSTANT's LHMP development process is consistent with FEMA guidance.

City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 7 This process, detailed on the following pages, will meet requirements for:
• CFR § 201.6
• DMA 2000
• Stafford Act
• National Flood Insurance Act
• FEMA’s Hazard Mitigation Grant
Program (HMGP)
• Flood Mitigation Assistance
Program
• Severe Repetitive Loss Program
• Pre-Disaster Mitigation Grant
Program
• AB 2140, SB 379, 747, and 1000
CONSTANT understands that the City has recommended four (4) phases to accomplish the scope of services. We align our process with FEMA’s core elements A-H described within the Local Mitigation Planning Policy Guide and detailed above. We crosswalk the City’s four phases to the FEMA core elements below to show that our approach, described in Methodology Summary, aligns with what is sought by the City.

Table 2. CONSTANT crosswalks the four (4) phases detailed in the City’s proposal with FEMA’s core elements for local hazard mitigation planning requirements.

Phases Outlined in the City’s RFP Alignment to FEMA Elements Phase One: LHMP Planning/Development
Process and Organize Resources
• Element A: Planning Process
Phase Two: Threat and Hazard Identification
Risk Assessment (Hazard Identification, Hazard
Mapping, Vulnerability Assessment, and
Capability Assessment)
• Element B: Risk Assessment
Phase Three: Hazard Mitigation Strategy • Element C: Mitigation Strategy • Element E: Plan Update
Phase Four: Hazard Mitigation Plan
Implementation and Maintenance Process
• Element D: Plan Maintenance
• Element E: Plan Update
• Element F: Plan Adoption
• Element H: Additional State Requirements
City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 8 Methodology Summary
Project Approach
CONSTANT describes our project approach on the following pages, beginning with a description of our project management processes and progressing through FEMA’s elements A-H stipulated by Local Mitigation Planning Policy Guide.

Project Management
CONSTANT is committed to providing the City with a coordinated team for this project.

Our staff will use a project management approach that emphasizes applying knowledge, skills, tools, and best practices to LHMP development to exceed customer expectations. Our project management processes provide a direct link between the CONSTANT Project Manager (PM) and the City PM and are inclusive of the following elements, which will be embedded in the Project Management Plan (PMP).

Figure 2. CONSTANT's project management process is inclusive of multiple elements.

Project Management Plan
CONSTANT has perfected our management approach, creating a strategy for success for each project, our PMP. As per the Project Management Institute, the PMP will serve as our “road map,” capturing the project end-to-end. Our PMP includes the project work plan, communication strategies, risk mitigation plan, and the like. Information from the PMP will also be available electronically via SharePoint.

Quality Assurance and Quality Control Plan
CONSTANT will ensure that all deliverables provided for this effort align with the City’s standards. Our QAQC Plan will be implemented at the deliverable level by our staff to address technical requirements, project reporting channels, and schedules and milestones. Performance standards for timeliness, content, professional quality, technical accuracy, data quality, logistics, and data management will be incorporated, and we will remain ready for Government inspection. This plan translates corporate-approved overarching QAQC policies into specific procedures to enable CONSTANT team project personnel to consistently deliver quality services and products.

Project Management Tools
CONSTANT proposes the following management tools for use throughout the project, however all elements can be modified at the discretion of the City of West Covina:

Table 3. CONSTANT will leverage the following project communication and management tools.

Tool/Method Description
Microsoft SharePoint
and Teams
• SharePoint serves as a communications tool and document share to allow for efficient document management. The site provides access Scope
Management
Timeline
Management
Budget
Management
Quality
Management
Resource
Management
Risk
Management
Stakeholder
Management
City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 9 Following implementation of project management processes, CONSTANT will begin to facilitate the LHMP process through FEMA’s Elements A-H. From the beginning, we engage Cal OES’s Hazard Mitigation Planning Division to vet planning concepts to expedite plan approval. We set up a shared folder and frequently ask questions to learn more about their expectations as we begin the project. This sets us up for a successful review near the end of the project where we have already field tested/validated our approach during the planning process. This ensures there are no surprises when they receive the plan for review and gives us a benefit of getting our plan near the top of the review list and having the plan be easily approved in an expedited timeline.

Element A: Planning Process
Building from project management processes, CONSTANT will identify activities that will be used throughout the effort. This task includes developing a process for crafting the LHMP according to FEMA’s Local Mitigation Planning Policy Guide and the PRT, establishing the Project Management Team and the HMPC, conducting HMPC meetings, documenting the planning process, and executing the Public Outreach Strategy.

Organize Personnel Resources
The planning process requires consistent communication and coordination between the City and CONSTANT, oversight from the HMPC, and engagement with stakeholders and Tool/Method Description
to document versions and allows visibility into project status at any time. We also use SharePoint and Planner to track tasks. • CONSTANT traditionally uses Teams for virtual meetings, but also has access to other systems such as Zoom or Google Meet.

Unanet • Unanet supports budget management and invoicing. The system tracks timekeeping, expenses, and budgets. All CONSTANT team members are required to complete daily timesheets, coding their time to respective projects that are submitted bi-weekly (every other week) for manager approval and processing.

Bi-Weekly Project
Meetings
• CONSTANT will meet bi-weekly (every other week) with the City of West Covina PM to maintain open lines of communication and to ensure schedule, cost, and other program goals are achieved.

Monthly Status
Reports
• Monthly, electronically delivered status reports will be crafted to accompany discussions during the project meetings that provide a summary of accomplishments, risks, and needs.

Meeting Minutes • CONSTANT will distribute minutes within three (3) business days of each formal event. The meeting minutes will also include a list of action items as a result of the meeting.

Project Calendar • The calendar within the PMP will include all key meeting dates, deliverable due dates, and target reviewers.

Internal Meetings • CONSTANT’s team will meet internally to manage deliverables.

Secure Client
Approval
• CONSTANT will ensure that the West Covina PM reviews and approves all documentation prior to distribution and presentation.

Closeout Report • A final report will summarize the project and next steps.

City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 10 the public. Below, we identify how the Project Management Teams, HMPC, and community will participate in the LHMP process.

Table 4. Our approach engages a diverse team of stakeholders as informed by FEMA guidelines.

Role of West Covina’s LHMP Stakeholders
CONSTANT/City Project Management Teams
• Composition: CONSTANT’s Executive
Sponsor, PM, and Deputy PM and the
City PM
• Role: Guide the planning,
implementation, and tracking of the
LHMP process, including defining scope,
determining resources, maintaining a
project schedule, and serving as point of
contacts
• Meetings: Project Management Kickoff
Meeting and Bi-Weekly Project
Management Meetings
• Responsibilities: Coordinate CONSTANT
and West Covina engagement in the
project, facilitate data collection and
document review, and lead community
engagement and LHMP adoption
HMPC
• Composition: Participating City
departments with review and approval
responsibilities, stakeholders with assets
in the area, private agencies,
neighboring jurisdictions, community
leaders, elected officials, non-profits,
religious institutions, etc., representing a
whole community approach
• Role: Provide guidance, feedback, and
local insights on needs, structures, recent
events, and relationships
• Meetings: Series of HMPC Meetings
• Responsibilities: Participate in the
planning process, attend meetings, and
provide data, solicit community input,
provide input on how threats and risks
differ across the planning area, identify
new/proposed mitigation projects,
review LHMP drafts, and support
implementation of mitigation projects
West Covina Community Members
• Role: Provide insight and local
perspective into community mitigation
concerns and priorities, and knowledge
of the local population
• Responsibilities: Attend HMPC Meetings
and public outreach meetings, respond
to surveys, and review the LHMP draft
Non-HMPC City Stakeholders
• Role: Participate in the planning process
across Community Lifelines as individuals
or groups who can implement or be
affected by mitigation strategies
• Responsibilities: Remain apprised of
LHMP milestones and participate in the
planning process
Project Management Kickoff Meeting
The City and CONSTANT Project Management Teams will conduct a virtual Project Kickoff Meeting to confirm that project is underway, seek concurrence on the scope of the West Covina LHMP, present a draft PMP and QAQC Plan, identify key stakeholders for the HMPC, and review the proposed timeline for completing major deliverables.

Establishing Necessary Personnel Resources and the HMPC A key outcome of the Project Management Kickoff Meeting will involve the identification of the HMPC. CONSTANT will work with the West Covina PM to identify the HMPC and solicit participation. Once all parties have responded to the invitation, CONSTANT will create a contact roster of HMPC members and other non-member stakeholders who will be engaged. This broader list of stakeholders will be kept informed and offered the City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 11 opportunity to provide input and will include external organizations who are necessary to ensure the accuracy and completeness of the LHMP.

Engaging the HMPC
The HMPC will drive the LHMP development through a series of facilitated meetings. The HMPC will participate in the planning process, provide data, solicit input from their community, provide information on how threats and risks differ across the planning area, identify new/proposed mitigation projects, review LHMP drafts, coordinate formal adoption of the LHMP, and manage the implementation of mitigation projects.

Our approach emphasizes early, effective engagement with the HMPC to ensure compliance with FEMA regulations. Committing additional resources to organizing the HMPC and other required resources prevents challenges further in the process.

CONSTANT will provide the following for each HMPC Meeting to ensure we have the proper documentation related to who led the development of the LHMP at the staff level and who provided information for the LHMP and reviewed drafts.

Table 5. CONSTANT provides materials for each HMPC Meeting.

HMPC Meeting Support
Before the Meeting During the Meeting After the Meeting • Read ahead materials
• Outreach
• Video call coordination
• RSVP management
• Brief of new members
• Materials for comment
• Agenda
• Attendee tracking
• Facilitation notes
• Materials for review
• Reference documents
• Signage
• Meeting minutes
• Timely completion and
follow-up of action items
• Host offline conservations
to forward deliverables
HMPC Meetings
We will organize and conduct a series of meetings for the HMPC, which will formally begin the LHMP development process. We recommend the following meetings held in a mix of in-person and virtual formats:

Table 6. CONSTANT’s meetings will cover the following topics.

HMPC Meeting Schedule
Meeting and Format Purpose
HMPC Kickoff
Meeting
(In-Person)
• Begin the LHMP development process and introduce CONSTANT • Establish expectations, ensure that the HMPC understands the LHMP process
• Request current City guidance, reference documents, planning efforts, and points of contact to inform the LHMP
• Socialize understanding of requirements for public outreach • Identify potential natural hazards to be assessed by the LHMP • Develop mitigation goals
HMPC Meeting #2
(Virtual)
• Solidify and present hazards of prime concern
• Self-evaluate how stakeholders implemented mitigation projects and reduced risks during the prior LHMP process
City of West Covina
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CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 12 CONSTANT will continue to engage the HMPC beyond the HMPC meetings to review sections and drafts of the LHMP and solicit any data or information gaps.

Public Outreach Strategy
Involving the public and the communities that reside in West Covina is a substantial component of the LHMP planning process per 44 CFR 201.6. The increase in public involvement for LHMPs is a critical reason FEMA and Cal OES have requested revisions under the new guidelines. We note that guidance is evolving real-time, including update to the Local Mitigation Policy Guide waiving certain requirements for plan approval. Our approach will be adjusted as required to align with the most up-to-date information.

CONSTANT has developed Public Outreach Strategy Checklists to expedite and simplify the public involvement process and ensure compliance. Successful engagement achieves multiple objectives, including discerning the public’s perception of risk and vulnerability associated with natural hazards and identifying mitigation actions that would be championed and supported. CONSTANT proposes a collaborative engagement approach, working with the HMPC to develop a strategy that both informs and provides platforms for input:
• Public participation in HMPC Meetings: Per the Ralph M. Brown Act, the public must be invited to attend HMPC Meetings. Virtual attendance options will be provided via links, and we will work with the City to notify area community centers to allow them to facilitate participation for those who lack internet access. • Public outreach meetings: CONSTANT will host five (5) in-person public outreach meetings. The first three (3) public meetings will be used to introduce the public to the LHMP, educate the public on the LHMP process, and identify community concerns and the final two (2) public meetings will be used to review the draft LHMP.

If possible, the public outreach meetings should be scheduled alongside other community events. All public outreach meetings will include translated materials to Spanish. It is our understanding per the Questions and Answers that live interpretation is not required.
• Survey: The survey provides an opportunity for the community to participate in the planning process. It will be posted on West Covina’s website to elicit participation and be designed so that we can better understand the public’s hazard concerns HMPC Meeting Schedule
Meeting and Format Purpose
• Describe a risk assessment for each hazard of prime concern • Define critical facilities and infrastructure for the City of West Covina HMPC Meeting #3
(Virtual)
• Approve risk assessment findings
• Complete capability assessments for hazards of prime concern • Identify potential mitigation goals, actions, and action plan • Brief HMA grant program eligibility
HMPC Meeting #4
(In-Person)
• Complete project prioritization and risk analysis
• Solidify holistic mitigation strategy
• Discuss next steps, including the public review period, plan adoption, and submission to Cal OES and FEMA Region IX
City of West Covina
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CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 13 and integrate them within mitigation activities. It will be conducted using SurveyMonkey, and will include multiple-choice and open-ended questions. • Social media and web content: CONSTANT suggests that the City sponsors a webpage to centralize LHMP information. We will develop web content for the website and social media that will include fact sheets, digital forms, public notices, and press releases and links to the survey and public review LHMP. • Print assets: CONSTANT recommends that collateral is printed by the City to promote public participation by those who lack internet access. These materials should be posted in high traffic locations to meet a larger audience. We recommend that the HMPC works with community organizations to support distribution. • Engaging the Whole Community: CONSTANT will define Whole Community targets within West Covina, along with identifying traits that render individuals more susceptible to natural hazards. We will use open-source tools, like the Centers for Disease Control and Prevention’s Social Vulnerability Index, and data collected from the HMPC to inform whole community profiles to identify potential barriers to public outreach and ways to overcome these.

Documenting the Planning Process
The West Covina LHMP will document the development process. Included in the LHMP will be a narrative of actions taken to prepare the plan, an outline of HMPC meetings, including agendas and minutes, a public outreach log, a delineation of participants involved in plan development, the strategies undertaken to coordinate the LHMP with existing plans, and a summary of the public involvement strategy.

Element B: Risk Assessment
Following the coordination of the LHMP planning and development process, the establishment of the HMPC, and initiation of public outreach, CONSTANT will produce a detailed risk assessment. The risk assessment serves as a foundational requirement of the LHMP and includes identifying and developing concise profiles of potential hazards, analyzing each hazard with respect to community assets and potential impacts, and crafting a vulnerability assessment.

Hazard Identification and Profiles
Following review of the prior West Covina LHMP, General Plan, and Municipal Code, the California State HMP, the Los Angeles County HMP, and receipt of data collection tool worksheets, CONSTANT will identify relevant natural hazards to address in the LHMP. We will use information available from agencies such as the National Weather Service (NWS), the U.S. Geological Survey (USGS), the National Weather Service Drought Monitor, the National Oceanic and Atmospheric Administration (NOAA) Areal Locations of Hazardous Atmospheres, NOAA Sea Level Rise and Coastal Flooding Viewer, U.S. Army Corps of Hazard
Identification
Hazard
Profiles
Asset
Inventory
Hazard
Mapping
Vulnerability
Assessment
Risk Assessment
Figure 3. CONSTANT's Risk Assessment process is inclusive of several elements.

City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 14 Engineers (USACE), FEMA, Cal OES, and Cal Fire. FEMA’s Local Mitigation Planning Policy Guide requires considering the probability of future hazard events and plan impacts to reflect changes in development, and changes in extreme weather are currently facilitating strengthened frequency and extremity of several hazards. The plan must include data validation for each hazard, which means that the requirements for hazard identification and profiling are a significant effort for HMPC members and CONSTANT.

Hazards that are identified will include those originating from natural disasters, climate change, and geologic hazards. It is our understanding that the City potentially desires examination of additional human-caused hazards, such as cyber and technology hazards. However, FEMA’s hazard mitigation criteria and guidance only focuses on natural hazards and there is not mitigation funding tied to human-caused hazards. All other hazards should be evaluated in separate plans.

This task will also include developing concise hazard profiles, noting their type, location, extent, previous occurrences, future probability, community vulnerability, and regulatory environment as required by the DMA 2000. We will also include analysis of how hazards will impact members of the community with access and functional needs (AFN).

CONSTANT will collaborate with the HMPC to finalize its hazard list, conduct preliminary hazard prioritization, and begin development of the risk assessment. CONSTANT will use current or recent risk assessments as the baselines to describe each hazard. This includes:
• Considering concise descriptions of natural hazards, including their location, extent, previous occurrence, and probability of future events.
• Ensuring impacts from climate change are adequately represented. This includes describing the impact of natural hazards on the community and critical facilities due to climate change and integrating climate change considerations into each identified natural hazard. This is a requirement of California SB 379. • Leveraging the National Risk Index to construct a risk prioritization matrix to evaluate risks. It provides a composite score for hazard types and individual scores based on Expected Loss, Social Vulnerability, and Community Resilience.

Asset Inventory
The asset inventory will describe types and numbers of critical facilities, people, structures, systems, natural, historic, and cultural resources, and activities that have value to the community within the identified hazard areas. Changes in land use, types of development, and population growth and their subsequent implications for vulnerable areas and high-risk populations will also be detailed as available.

The result will be a parcel-level inventory of vulnerable structures and asset components.

CONSTANT will reference West Covina’s General Plan, census data, existing reports, comprehensive plans, local flood maps, and Geographic Information System (GIS) data to gather an inventory of the types and numbers of buildings, infrastructure, and critical facilities, inclusive of comprehensive information such as the allowable occupancy, earthquake building type, square footage, and more. We will also conduct up to 10 individual or small group interviews to ensure that this inventory is accurate and up to date. The asset inventory will be leveraged in the Vulnerability Assessment to identify assets that are at risk from hazards.

City of West Covina
Local Hazard Mitigation Plan Preparation Services
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CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 15 Hazard Mapping
Preparation of the hazard profiles and asset inventory will support GIS maps of relevant hazards provided by the contractor and analysis to determine areas of potential vulnerability. CONSTANT’s GIS team will create a base map and a set of hazard maps based on available hazard data and infrastructure inventories from Los Angeles County, the City’s General Plan, FEMA, USGS, local organizations, conservancies, the Red Cross, the Salvation Army, and other sources to display hazard identification data and assets, including public buildings, critical facilities, parcels, structures, land use, and populations.

A composite map of all hazards will allow for identification of areas vulnerable to multiple hazards, which will inform mitigation action plans. All maps will be created using FEMA’s newest ArcGIS software so they will be accessible to City staff and GIS staff for future visualizations. CONSTANT will provide electronic copies of the maps as well as the data layer and metadata files.

Vulnerability Assessment
The Vulnerability Assessment includes analyzing each hazard with respect to the potential location of impact, magnitude/extent, previous occurrences, future probability, vulnerability of parts of the community, and potential consequences. CONSTANT will use an HMPC Meeting to present the findings from the assessment and commence the hazard mitigation goals and mitigation strategy processes.

Working with the HMPC to obtain data, CONSTANT will develop a Vulnerability Assessment for each of the hazards identified, depending on the availability of supporting data. CONSTANT will utilize structure, land, population, residential building, critical facilities, infrastructure, and scientific data previously gathered during the Asset Inventory to assess and summarize West Covina’s vulnerability to hazards including:
• Delineation of types and numbers of critical facilities and infrastructure within the identified hazard areas that are subject to potential losses or damage. Changes in land use, types of development, and population growth and their subsequent implications on the whole community will also be crafted as available. • Inventory of repetitive flood loss structures including information on past insurance claims and descriptions of repetitive loss neighborhoods as informed by FEMA. • Estimates of potential dollar losses from hazards based upon analysis of County/City assessor’s data and other sources with hazard locations and any changes to approach that were utilized to determine these losses.
• Potential impacts on planned future development based on land use patterns.

Mitigation actions from the previous LHMP that have been completed will also be factored into the Vulnerability Assessment.

The final goal of the Vulnerability Assessment is to develop a summary of the City’s vulnerability to each hazard, the potential impacts, and capabilities for mitigating hazard impacts. CONSTANT will use structure, land, population, residential building, critical facilities, infrastructure, and scientific data to assess the City’s vulnerability to hazards.

A Hazus analysis is not required for City LHMPs, and CONSTANT has leveraged alternative strategies to quantify and model loss estimates for LHMPs crafted for nearby cities City of West Covina
Local Hazard Mitigation Plan Preparation Services
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CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 16 Manhattan Beach and Torrance. In absence of a Hazus analysis, CONSTANT can leverage FEMA’s Risk MAP and Cal OES’s MyHazards alongside available datasets, County and City Assessor datasets, and HMPC-provided information to quantify risk information. We recommend this approach for the City of West Covina.

Element C: Mitigation Strategy
CONSTANT will craft a blueprint that details hazard mitigation actions, goals, and strategies. The Mitigation Strategy will directly seek to reduce the risks and vulnerabilities detailed by the Vulnerability Assessment in Element B. As West Covina invests in this plan development, we will use the current conditions analyzed in Elements A and B to craft mitigation goals and actions and set the pathway for implementation. Element C consists of the Capability Assessment, Hazard Mitigation Goals, Mitigation Actions, and Mitigation Strategy/Action Plan.

Capability Assessment
CONSTANT will conduct a capability assessment of the City’s authorities, policies, programs, and resources. It will lay the foundation for the development of goals and mitigation actions and will measure the City’s capabilities to implement solutions that contribute to the reduction of long-term vulnerabilities to hazards. We will organize these capabilities into local legal and regulatory capabilities, administrative and technical capabilities, financial resources, and education and outreach resources, and we will connect these resources/capabilities to hazard mitigation and the appropriate managing or administrative parties. Capabilities that will be assessed will include protective measures under the National Flood Insurance Program (NFIP), building codes, zoning ordinances, completed or ongoing mitigation projects, and mitigation policies.

CONSTANT has developed a Capabilities Assessment Worksheet that will be distributed to the HMPC to collect information.

Establish Hazard Mitigation Goals
CONSTANT proposes to present the final findings from the risk, vulnerability, and capabilities assessments and kick-start the hazard mitigation goal selection and mitigation strategy processes during a HMPC Meeting. Prior to this meeting, we will also distribute a request for any known prior hazard mitigation activities to each participating City department or partner and ask that they update the status of the mitigation activities, whether completed, ongoing, removed, or deferred. This is a critical step to consider continuing incomplete mitigation activities and developing new strategies.

Capability
Assessment
•Evaluate the
existing capacity
of West Covina to
implement
mitigation actions
Hazard Mitigation
Goals
•Define broad,
high-level
statements to
guide the LHMP's
direction
Mitigation Actions
•Analyze a range
of mitigation
actions to reduce
hazard effects
Mitigation Strategy
•Provide a Cityinformed
framework for
implementing
mitigation actions
Figure 4. CONSTANT conducts multiple steps to inform the Mitigation Strategy/Action Plan.

City of West Covina
Local Hazard Mitigation Plan Preparation Services
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CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 17 CONSTANT understands that mitigation goals are broad, high-level statements that define the direction of the LHMP. During the HMPC Meetings, the HMPC should reevaluate and reaffirm or change the goals in the previous West Covina LHMP based on current priorities and recent disasters and exercises. This approach will support seamless transitioning into meetings where mitigation strategies and activities will be developed.

Identify and Analyze Mitigation Measures
DMA 2000 requires that hazard mitigation strategies include a section that identifies and analyzes a comprehensive range of mitigation actions and projects being considered to reduce the effects of each hazard, with emphasis on new and existing buildings and infrastructure. This step is the core to developing the LHMP as it sets a roadmap for future implementation. We will develop activities that fall into four (4) broad categories: local plans and regulations; infrastructure projects; systems protection; and education, awareness, and outreach programs.

CONSTANT proposes to use HMPC Meetings to develop the Mitigation Action Plan and Strategy. We understand that there must be a mitigation action for each hazard and will coordinate with participants to develop mitigation actions.

Mitigation Action Plan
The Mitigation Plan or “Action Plan” supports implementation by describing how the mitigation activities will be incorporated into existing plans and how the mitigation actions will be prioritized, implemented, funded, and administered. Prioritization must include an emphasis on the extent to which benefits are maximized according to a costbenefit review of the projects including their associated costs and resources required.

CONSTANT will use the Social, Technical, Administrative, Political, Legal, Economic, and Environmental (STAPLE-E) matrix to evaluate and prioritize mitigation actions.

Figure 5. CONSTANT will leverage a STAPLE-E Matrix to evaluate and prioritize mitigation actions.

The Mitigation Action Plan will be prepared as a matrix with an action for each hazard.

We will coordinate with participants to develop actions that identify how each action will be implemented, who is responsible, funding mechanisms, timeframe for implementation, and priorities. Cost estimates will be produced to define comparative cost scales and accordingly prioritize feasible mitigation actions. Actions that do not have funding will be highlighted for attention. The LHMP will also include actions that benefit the whole community in accordance with FEMA and Cal OES guidance. Where possible, the LHMP should implement mitigation actions through existing plans and policies that already have support from the community and policy makers. Capital Improvement and General Plans are examples of plans that can be enhanced by LHMP input. SocialCommunity
Acceptance
Effect on
Population
Segment(s)
TechnicalTechnical
Feasibility
Long-Term
Solution
Secondary
Impacts
AdministrativeStaffing
Allocated
Funding
Maintenance
/ Operations
PoliticalPolitical
Support
Local
Champions
Public
Support
LegalState
Authority
Existing Local
Authority
Legal
Challenges
EconomicBenefit of
Action
Cost of
Action
External
Funding
Required
Environmental Effect on
Land/Water
Effect on
Hazmat Sites
Consistency
with
Environmental
Goals
City of West Covina
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CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 18 Evaluating Funding Sources
CONSTANT will identify available grant funding to include in the LHMP alongside expected time frames for availability. We note that grant funding sources are evolving, and we will tailor our approach to funding available at time of project conduct. This may include the HMPG, FMA Program, HMGP Post Fire Grant Program, Pre-Disaster Mitigation Grant Program (PDM), and the Safeguarding Tomorrow Revolving Loan Fund (RLF).

Element D: Plan Maintenance
As mitigation actions are accomplished, hazards evolve, and priorities change, the LHMP must be maintained. FEMA requires that LHMPs contain detailed processes for making the plan an actionable, living, document including:
• We will describe how the City will monitor, implement, and update the LHMP. We recommend an annual review meeting with the HMPC in addition to the five (5) year reviews in accordance with the requirements of the DMA 2000. • We will include a checklist and implementation plan for mitigation measures describing steps to implement the measure, lead and supporting departments, funding sources, and timeline.
• The plan will include processes for the public to review the plan on a regular basis. • The LHMP will identify any triggers that could constitute a holistic plan update.

Element E: Plan Update
As the LHMP is compiled, we will draft the LHMP to meet all requirements of DMA 2000 and adhere to FEMA’s Local Mitigation Planning Policy Guide and the PRT.

The plan will include changes in development, priorities and progress in local mitigation efforts. We will provide iterative versions of the LHMP, including a public draft.

During this task, we will also integrate the LHMP into other existing City plans.

Figure 6. CONSTANT uses an iterative process to author the LHMP.

Integrate Plan Requirements into Existing Planning Mechanisms CONSTANT will craft a crosswalk that details planning mechanism contents, regulatory guidance, plan ownership, and plan commonalities and divergences between the LHMP and other plans. As we draft the LHMP, we will work with the HMPC to identify the process for incorporating the plan’s requirements into other planning mechanisms, cross •Compiles
elements A-D
•Reviewed by
City and HMPC
Administrative
Draft
•Incorporates reviews
from City and HMPC
•Distributed for public
comment
Public Review
Draft •Incorporates
public review
•Submitted to Cal
OES and FEMA
Region IX
Agency
Submission Draft
City of West Covina
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CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 19 integrating components to ensure full compliance. We further describe General Plan Safety Element updates in Element H.

Administrative Draft
CONSTANT’s initial draft of the LHMP will be available for review by the City PM, HMPC, and the Area E Disaster Management Area Coordinator (DMAC). We propose at least a two-week review period and will provide a comment matrix to each stakeholder to ensure comments are addressed. The draft will include an Executive Summary of the development process that will continue to be edited through adoption and final plan approval.

Public Review Draft
Following review of the Administrative Draft, CONSTANT will incorporate comments from the HMPC and prepare a Public Review Draft for the public review and comment period.

This will consist of the additional public outreach meetings described in Element A to provide an opportunity for participation and comment. The Public Review Draft should also be circulated during a City Council Meeting for review and comment.

CONSTANT will also facilitate public feedback on the draft LHMP through the City website via a feedback form or accepting email feedback through a designated inbox. This is an important step to ensure community stakeholder involvement in the process and afford residents, business owners, elected officials, and others a chance to review the LHMP.

Agency Submission Draft
CONSTANT will make any required changes based on public feedback and re-complete the PRT, which will confirm that all requirements stipulated by FEMA and Cal OES have been completed prior to submission. This draft will first be submitted to Cal OES’s State Hazard Mitigation Officer (SHMO). Once Cal OES’s review is complete, the LHMP will be shepherded to FEMA Region IX for their review and approval. While the goal is to create an LHMP that proceeds through the review process with no comments, it is possible that Cal OES or FEMA will provide observations that require draft modifications. CONSTANT will address concerns to advance the LHMP until FEMA approves the plan. We will review all FEMA “Required Revisions” comments and perform “Required” tasks to finalize the LHMP within a Final Plan for adoption by the West Covina City Council.

Element F: Plan Adoption
West Covina’s City Council must adopt the final LHMP before FEMA considers it to be an approved plan. After adjudicating comments from the public review period, CONSTANT will develop a Final Draft Plan for the HMPC to present for adoption. There are two (2) options that can be leveraged for adoption depending on City preferences. Regardless of methodology, CONSTANT will assist the City PM and/or HMPC with an in-person presentation to the City Council and provide a Frequently Asked Questions sheet, offering in-person support for the meeting. The meeting will be public in accordance with Government Code 65353(a) and 65355. The adoption resolution will be collected as it is completed into the LHMP. Below, we further explain the two (2) options for adoption:

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CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 20 • Early Adoption: Cal OES recommends that jurisdictions calendar the LHMP adoption as a board item once they approve the LHMP and send it for approval to FEMA Region IX. Cal OES has a 99% approval rate by FEMA Region IX once it leaves their hands. This does carry risk, however, if FEMA Region IX finds that modifications are required to the LHMP that would trigger re-adoption.
• Adoption following FEMA Review: Once FEMA Region IX issues an “approval pending adoption” notice following its review, CONSTANT will assist West Covina in shepherding the adoption of the plan by the City Council.

Once the LHMP is adopted, CONSTANT will provide digital/editable copies of the Cal OES and FEMA approved LHMP in Microsoft Word, PDF, TIFF, JPEG, and ArcGIS format.

Materials, including a West Covina-branded PowerPoint brief provided to the City Council, the ArcGIS layers/overlay files, and all documentation records (HMPC meeting rosters, minutes, materials, etc.), will be included on six (6) flash drives. CONSTANT will provide 10 high quality printed and bound copies of the final Cal OES and FEMA approved LHMP, including the Mitigation Project Annex.

Element G: High Hazard Potential Dams
West Covina does not have HHPDs within the planning area, so this element is not applicable.

Element H: Additional State Requirements
California-specific requirements like Government Code section 65302, AB 2140, SB 379, SB 1000, SB 1241, AB 747, and AB 162 are incorporated throughout the LHMP development process.

California AB 2140 and AB 747 require that jurisdictions adopt the LHMP as part of their General Plan Health and Safety Element to be eligible for enhanced reimbursement from the State. CONSTANT will provide guidance to West Covina on how to gain compliance.

Proposed Timeline
CONSTANT proposes a 13-month or 56-week timeline for developing the LHMP, inclusive of Cal OES and FEMA review timelines. This would exceed the timeline requested by the City to submit the LHMP to Cal OES for review by month 10 and finalize the project by April 1, 2027. Final dates for all deliverables will be solidified within the PMP and we will adjust dates in accordance with formal contract execution. The timeline may be required to be extended depending on the plan adoption methodology selected as detailed in Element F.

LHMP tasks are interdependent and follow a logical sequence that aligns with FEMA’s Local Mitigation Planning Policy Guide.

Table 7. CONSTANT provides a 13 month / 56-week schedule of services.

Deliverable or Meeting Start Date End Date
Project Management
PMP and QAQC Plan Week 1 Week 2
Project Management Meetings and Status Reports Ongoing Ongoing Final Closeout Report Week 51 Week 52
City of West Covina
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CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 21 Deliverable or Meeting Start Date End Date
Element A: Planning Process
Project Management Kickoff Meeting Week 2 Week 3
Organize HMPC Week 2 Week 5
HMPC Kickoff Meeting Week 6 Week 6
HMPC Meeting #1 Week 12 Week 12
HMPC Meeting #2 Week 16 Week 16
HMPC Meeting #3 Week 20 Week 20
Public Outreach Strategy Week 1 Week 6
Public Outreach Workshops (Initial) Week 10 Week 10
Survey, Website, Social Media, and Print Materials Week 4 Week 10 Documentation of Planning Process Week 1 Week 30
Element B: Risk Assessment
Hazard Identification and Profiles Week 2 Week 12
Hazard Mapping Week 6 Week 12
Asset Inventory Week 6 Week 16
Vulnerability Assessment Week 10 Week 16
Element C: Mitigation Strategy
Capability Assessment Week 12 Week 20
Establish Hazard Mitigation Goals Week 12 Week 20
Identify and Analyze Mitigation Measures and
Craft Mitigation Action Plan
Week 14 Week 24
Element D: Plan Maintenance
Plan Maintenance Week 14 Week 24
Element E: Plan Update
Integrate Plan Requirements Week 12 Week 24
Administrative Draft Week 24 Week 28
Public Review Draft Week 30 Week 32
Public Outreach Workshops and Comment Period Week 32 Week 34 Agency Submission Draft Week 36 Week 38
PRT Completion Week 36 Week 38
Cal OES Review Week 38 Week 44
Element F: Plan Adoption
City Council Meeting*
*Depends on option undertaken as outlined in Element F
Week 44 Week 52
FEMA Review Week 44 Week 50
Final Distribution of Electronic LHMP Week 50 Week 52
Final Distribution of Printed LHMP Week 52 Week 56
Element H: Additional State Requirements
Provide Guidance on State Requirements Week 48 Week 52
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CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 22 Timeline Management
Above, CONSTANT detailed a proposed timeline to complete the West Covina LHMP.

CONSTANT will produce a comprehensive project timeline within the PMP based on the award and contracting timeline, outcomes of the Project Management Kickoff Meeting, and our proposed timeline. Adherence to project schedule is a metric that will be tracked closely by CONSTANT’s PM and any changes to the overall project timeline will be solidified within an updated PMP. CONSTANT’s overall project timeline is designed to keep each task and deliverable on track through the development of iterative deliverables, conduct of frequent project meetings, and provision of status reports.

Budget Management
Management of CONSTANT’s financial and accounting function is overseen by CAVU Advisors, who are responsible for overseeing all aspects of the company’s finances and accounting. We adhere to Generally Accepted Accounting Principles (GAAP) in our accounting practices, including a system of internal controls that ensure multiple levels of oversight and management of our finances. CONSTANT uses Unanet as our accounting system of record. This system allows the company to properly:
• Segregate direct costs from indirect costs.
• Identify and accumulate direct costs by contract, as informed by timesheets completed daily by CONSTANT team members.
• Consistently accumulate and allocate indirect costs to both their intermediate and final cost objectives.
• Calculate invoices that can be reconciled to the cost accounts for both current and cumulative amounts claimed and comply with contract terms.

For further internal control, we also utilize the software Unanet for timekeeping. We have developed timekeeping policies in accordance with FAR 31.201-2(d) and Defense Federal Acquisition Regulation (DFAR) 25.252.7006(c)(9) and in brief:
• Employees are required to fill out their timesheets daily. • Managers approve timesheets on a pay period basis (every other week). • Direct and indirect labor charges are distributed to appropriate cost objectives.

CONSTANT’s PM will be responsible for ensuring that West Covina’s LHMP is completed within the negotiated budget. During project initiation, CONSTANT’s PM will study the proposal and contract to perform a preliminary Work Breakdown Structure (WBS), where CONSTANT staff are matched with project tasks and available time. CONSTANT then enters data from the project WBS into Unanet® to streamline budget analysis. This allows the CONSTANT PM to download time reports, track our billed time against the WBS, and complete analyses like a variance analysis to compare budgeted amounts for a task versus the time spent. A variance analysis allows the CONSTANT PM to monitor project budget health and identify and remediate discrepancies.

City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 23 Project Team
CONSTANT provides a highly qualified team to support the City with developing its LHMP.

Our team members provide hands-on experience working on projects of similar scale.

Our team members include Executive Sponsor Mona Bontty, MBA, MHRM, Project Manager Dan Smith, MPS, Deputy Project Manager Lewis “Trey” Brooke, and Project Support Matthew Rodriguez. Mr. Smith would provide day-to-day direction, managing the project and serving as the primary contact person.

Key features of our team include:
• A tailored team who will be dedicated to the City’s LHMP. Unlike larger contractors who are working on dozens of LHMPs and MJHMPs simultaneously and proposing large teams to overly segment efforts, the CONSTANT team will provide efficiencies to the City as we excel in adaptability, communication, and engagement. The City will have direct communication lines with our key staff, receive support from highly engaged team members, and experience the fruits of strong collaboration. The team members listed on this proposal are the team members who West Covina would work with, rather than a representation of resources that are usually concentrated toward larger MJHMPs.
• Experience leading LHMP and MJHMP development processes in California, with numerous plans successfully approved under the latest FEMA and Cal OES Mona Bontty, MBA, MHRM
Executive Sponsor
Dan Smith, MPS
Project Manager
Matthew Rodriguez
Project Support
Lewis "Trey" Brooke
Deputy Project Manager
Figure 7. CONSTANT provides a comprehensive project team to develop West Covina’s LHMP.

City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 24 guidelines. Our team members bring expert understanding of the Local Mitigation Planning Policy Guide and its potential evolution from the federal perspective, coupled with knowledge of California-specific mandates like AB 2140 and SB 379, 747, and 100.
• Established relationships with key Cal OES and FEMA Region IX contacts. This ensures the City benefits from best practices and means that we will have open dialogue with Cal OES and FEMA through both the plan development and plan review processes. When Cal OES receives the City’s LHMP for review, this will not be the first time that the agency views plan elements as our team will remain in communication with Cal OES throughout to vet our approach.
• Inclusion of California expert Mona Bontty as Executive Sponsor. As a former Regional Administrator for Cal OES and as Course Manager for the California Specialized Training Institute’s (CSTI) Mitigation for Emergency Managers course, she brings extensive expertise, relationships, and knowledge specific to California.

Resumes
CONSTANT provides resumes for identified personnel on the following pages.

City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 25 Mona Bontty, MBA, MHRM – Executive Sponsor

PROFESSIONAL BACKGROUND & EXPERIENCE
Mona Bontty is an emergency management professional
who currently serves as a Portfolio Manager with Constant Associates. Ms. Bontty brings experience from over a
decade of service with Cal OES, engaged in emergency
management response efforts, operations, exercises,
training development, and whole community planning. Ms.

Bontty directed a Region Emergency Management
Program for one of the nation’s largest populated areas of Southern California, complicated by urban development,
catastrophic hazards, and wide- reaching economic
impacts. She supported response and recovery related
missions and deployed to disasters throughout California.

Ms. Bontty is also an accomplished trainer and facilitator, having served during her tenure at the CSTI as a SME in the instructional design and delivery of emergency
management courses. Ms. Bontty specializes in community outreach, crisis communication, and engagement of
vulnerable populations. Her past leadership roles also
include environmental mitigation and remediation of
hazardous cleanup sites, tribal government consultation, public participation/small business outreach, and strategic planning for operational initiatives.

RELEVANT PROJECT EXPERIENCE
Disaster Response Management, Cal OES Southern Region.

Ms. Bontty served as the Southern Regional Administrator for Cal OES and was responsible for a regional emergency management program. During her appointment as Regional Administrator, Ms. Bontty directed the Cal OES Southern Region Emergency Operations Center (SREOC) and managed the response to 55+ realworld disasters, including Presidentially declared disasters. She was responsible for the management of administrative and emergency management functions of the Cal OES SREOC and developed multi-year strategic planning initiatives. She developed and executed an Emergency Services Coordinator Training Program and provided oversight to the Southern Region Duty Officer Program. She served as leadership support to recovery operations in which she provided leadership and technical expertise for the incidents. She also supported the development of Hazard Mitigation Grant fund applications, worked with the Post Incident Watershed Task Force to obtain erosion modeling, worked with the Debris Flows Task Force, and collaborated with State and local agencies.

LHMP Update, City of Torrance. Ms. Bontty provided oversight and subject matter expertise in the renewal of the City of Torrance LHMP. She was engaged in stakeholder outreach to identify mitigation projects to be included in the Plan update and ensuring the Plan is compliant with the Stafford Act, the Disaster Mitigation Act (DMA) of 2000, and

MONA BONTTY, MBA,
MHRM
• 32 years of experience
in the public sector
• Former Cal OES
Southern Regional
Administrator
• Mitigation expert; has
developed several
LHMPs/MJHMPs and
was Course Manager
for CSTI’s Mitigation for
Emergency Managers
course
• Expertise in community
outreach, engagement
and public
participation
City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 26 meets applicable Federal and State requirements. Ms. Bontty also provided support in coordination with the State Hazard Mitigation Officer.

LHMP Update, City of Manhattan Beach. Ms. Bontty provided oversight support and subject matter expertise in the renewal of the City of Manhattan Beach LHMP. She was engaged in stakeholder outreach to identify mitigation projects to be included in the Plan update and ensuring the Plan is compliant with the Stafford Act, the DMA of 2000, and meets applicable Federal and State requirements. Ms. Bontty also provided support in coordination with the State Hazard Mitigation Officer.

MJHMP Update, Clark County, NV. Ms. Bontty served as the Project Manager for the development of the Clark County MJHMP. She developed materials and facilitated client and planning committee meetings. Ms. Bontty was responsible for the data collection process, supporting plan section development, editing, and formatting of the 1000+ page document. She was engaged in stakeholder outreach to identify mitigation projects to be included in the Plan update and ensuring the Plan is compliant with the Stafford Act, the DMA of 2000, and meets applicable Federal and State requirements for both local and tribal governments. Ms. Bontty also led the coordination and communication with the State of Nevada Hazard Mitigation Officer and local tribes.

MJHMP Update, San Bernardino County. Ms. Bontty provided technical support in the development of the San Bernardino County MJHMP. Ms. Bontty participated in planning meetings, reviewed draft plans, provided technical editing, formatting feedback, and subject matter expertise to the project. Ms. Bontty utilized her background on the hazards and community demographics of San Bernardino to contribute to the expedited timeline of the development of the MJHMP.

Mitigation for Emergency Managers (G393) Training Course, CSTI. Ms. Bontty served as the Course Manager in the update and curriculum redesign of the CSTI Disaster Mitigation course. This course presented mitigation fundamentals for reducing and/or eliminating long-term risk to human life and property from hazards. Ms. Bontty developed training materials that included tools, resources, and techniques used to help create safer, more disaster-resilient communities. As the primary instructor, she served as a SME to statewide jurisdictions facilitating curriculum that presented the steps in a comprehensive all hazards mitigation planning process, how to develop a mitigation plan, identifying mitigation actions and the availability and application of HMA grants.

EDUCATION AND TRAINING (SELECT)
Master of Arts, Human Resources, Keller Graduate School Master of Business Administration, Concentration in Marketing, Keller Graduate School Certified Emergency Manager, CSTI
G393 Disaster Mitigation, CSTI
Cal OES Mitigation Training for Contractors (2024 & 2025) Mitigation Training, California Emergency Services Association (CESA) City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 27 Dan Smith, MPS – Project Manager

PROFESSIONAL BACKGROUND & EXPERIENCE
Daniel “Dan” Smith is an experienced and educated
professional with knowledge and skills in the fields of Emergency Management and Homeland Security. He
brings military experience specializing in planning, training, operations, and intelligence management coupled with
managerial experience within the field of Emergency
Management. His qualifications include serving in incident management positions for the City of Pittsburgh, PA and the County of Horry, SC’s Offices of Emergency Management.

Mr. Smith’s background in meteorology and climatology
gives him particular insight into integrating climate change resilience into mitigation. Mr. Smith has a bachelor’s degree in Operational Meteorology and Climatology and a
master’s degree in Homeland Security, and he has
completed over 50 training courses.

RELEVANT PROJECT EXPERIENCE
LHMP Update, City of Torrance. Mr. Smith served as Project Manager for the update of Torrance’s LHMP. He facilitated planning team meetings and created and disseminated various data collection worksheets and surveys to obtain hazard analysis/prioritization and information on jurisdictional mitigation action projects.

He served as a Lead Writer in the update to the City’s LMHP, developing a more robust LHMP from the previously adopted version. He completed the HMP process by receiving approval of the updated LHMP by Cal OES and FEMA.

LHMP Update, Beach Cities Health District. Mr. Smith served as Project Manager to develop the Beach Cities Health District LHMP, the first of its kind LHMP for a health district in California. CONSTANT drafted a new LHMP and closely supported the review processes necessary for a Special District’s LHMP review by Cal OES and approval by FEMA. As Project Manager, Mr. Smith led the development of initial project management deliverables, organization of the Planning Committee and Initial Planning Meeting, and public engagement and data collection.

LHMP Update, City of Manhattan Beach. Mr. Smith supported the Manhattan Beach LHMP team as a SME and hazard writer. Mr. Smith also served as a writer on the plan, focused primarily on the overall risk environment.

MJHMP Updates, San Bernardino County, Clark County, NV, and Allegheny County, PA.

Mr. Smith served as Deputy Project Manager for the update of San Bernardino County’s MJHMP and Clark County’s MJHMP. He also supported the Allegheny County, PA MJHMP as the point of contact for Pittsburgh, bringing experience from the client side.

EDUCATION AND TRAINING (SELECT)
Master of Professional Studies, Homeland Security, Pennsylvania State University Bachelor of Science, Geography, Meteorology, Ball State University

DAN SMITH, MPS
• 10+ years of experience
• Experience leading
MJHMP/LHMP updates
in California
• 7+ years of service to
emergency
management agencies
City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 28 Lewis “Trey” Brooke, MSA – Deputy Project Manager

PROFESSIONAL BACKGROUND & EXPERIENCE
Lewis “Trey” Brooke is a dynamic leader with over 20 years of cross-sector experience in emergency management
and consulting. He currently serves as an Associate I with CONSTANT, where he is applying his expertise to a series of planning, training, and exercise projects. Mr. Brooke has a master’s degree and is bi-lingual, speaking Spanish fluently.

RELEVANT PROJECT EXPERIENCE
Threat and Hazard Identification and Risk Assessment
(THIRA), City of Rochester, MN. Mr. Brooke developed a
detailed Threat and Hazard Identification and Risk
Assessment (THIRA) for the City. This involved extensive stakeholder engagement and survey, analysis of mapping
and historical data, collaboration with key departments, development of scenarios, setting of capability targets, and the resulting synthesis of all related information to compose a comprehensive THIRA.

LHMP, City of Rochester, MN. Mr. Brooke led a team to develop the All-Hazards Mitigation Plan (AHMP) for the City from project initiation through closeout. This involved significant community outreach, analysis of historical data, risk assessment, development of GIS mapping, and technical writing in conformance with the federal hazard mitigation planning guidance and requirements. He and his team returned four (4) years later to update the risk assessment portion of the City’s AHMP.

LHMP, Los Angeles County Office of Education. Mr. Brooke currently serves as key project support to develop the first-of-its-kind LHMP for the Los Angeles County Office of Education. His role includes meeting support, authorship of LHMP sections, and stakeholder and community engagement.

Partnerships Manager, American Red Cross. Mr. Brooke led engagement efforts throughout the State of Michigan with Latino and Hispanic community-based and nongovernmental organizations for the statewide Regional Disaster Office, expanding relationships with priority communities and organizations. He identified and partnered with bodies representing historically underserved populations, and was responsible for outreach to and disaster training for related entities, notably including Spanish-speaking communities.

EDUCATION AND TRAINING (SELECT)
Master of Science, Accounting, Central Michigan University Bachelor of Arts, Linguistics and Spanish Literature, University of Michigan IS 100, 200, 700, 800, FEMA
ICS 300, 400, FEMA
Detailed Damage Assessment for Disaster Action Team Response Operations, American Red Cross
LEWIS “TREY” BROOKE,
MSA
• 20+ years of crosssector experience
• Bi-Lingual – English and
Spanish
City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 29 Matthew Rodriguez – Project Support

PROFESSIONAL BACKGROUND & EXPERIENCE
Rodriguez brings 15 years of experience in public safety, applying his skillsets in boots-on-the-ground operations as a firefighter/Emergency Medical Technician (EMT)/technical rescue technician, which has ultimately led to a
distinguished career in various facets of emergency
management. Mr. Rodriguez’s experience spans local,
state, and federal governments supporting domestic and
international emergency preparedness. His emergency
management background began in a planning capacity,
but his experience quickly expanded to include response, recovery and mitigation efforts.

RELEVANT PROJECT EXPERIENCE
EOP Update, Carroll County, MD. The Carroll County EOP
was prioritized as a document needing revision after more than 10 years without significant updating. Mr. Rodriguez was tasked with leading the document revision, aligning content and references to current standards and needs. He designed the path for collecting information from appropriate stakeholders, holding meetings with appointed officials, directors, and other operational leads. Once he gathered insight and context, he worked to update the plan to include the base plan and all Emergency Support Functions (ESFs). Once completed, Mr. Rodriguez streamlined the distribution and usability of the document for each agency, incorporating tools and resources for each agency to refer to their appropriate sections swiftly when necessary.

Hazardous Materials Response Plan, Carroll County, MD. The Carroll County Hazardous Materials Response Plan was designed to outline a strategic focus on the county’s capabilities and response to a hazmat incident. Mr. Rodriguez was tasked with collecting data from involved agencies to update the plan to current standards. He utilized his experience from the fire service along with that of the Carroll County Hazardous Materials Team to enhance the plan’s capabilities and ensure strategic functions are maintained.

Community Engagement, Carroll County, MD. Mr. Rodriguez supported annual events, including “Seniors On-the-Go” and the Emergency Preparedness Expo to better inform the public on disaster risks and educate them on best practices for preparedness.

Disaster Response. While with Caroll County and Howard County, MD, Mr. Rodriguez served in incident response roles for floods, tornadoes, winter storms, civil unrest, COVID19, and special events. He has also responded to incident responses as a firefighter.

EDUCATION AND TRAINING (SELECT)
Bachelor of Arts, Emergency and Disaster Management, American Military University Basic National Planners Course, FEMA
ProBoard Fire Service Instructor I & II, MD Fire and Rescue Institute (MFRI) ProBoard Hazmat Incident Commander, MFRI

MATTHEW RODRIGUEZ
• 15+ years of experience
• Community
engagement expertise
• Local government
experience
City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

30 Fee Schedule
Assumptions
CONSTANT provides a cost breakdown to develop the City’s LHMP. We are confident that our pricing structure reflects the scale of work involved and the value of our expertise. We provide resources that result in a well-organized, compliant, usable, and community informed LHMP. As outlined in the Cover Letter, Cal OES has provided guidance to local municipalities on the complexities of the LHMP process and the corresponding funding levels necessary to optimize outcomes. Based on our understanding, when contractors are selected at significantly lower dollar amounts than the available funding, the resulting LHMPs tend to be of reduced quality. This often leads to substantial revisions requested by Cal OES and delays in the approval timeline. As such, we provide a project budget that aligns with the City’s available funding via FEMA’s HMGP and the Prepare California Match program and leaves space for add-ons like Hazus analysis, Spanish interpretation, and additional in-person meetings as required.

In addition to those detailed in Methodology Summary, CONSTANT’s assumptions contributing to the Fee Schedule include:
• Payment for this work shall be on a Firm Fixed Price (FFP) basis. Personnel may be adjusted within the scope of the contracted amount to best accommodate the project as mutually permitted by the City.
• Executive Sponsor Mona Bontty resides in Los Angeles County. We have budgeted for her in-person attendance at the five (5) public outreach meetings, two (2) in-person HMPC Meetings, and the City Council approval meeting. An additional team member will travel to West Covina to support the two (2) HMPC Meetings and five (5) public outreach meetings. We will provide printed materials for in-person meetings and assume that venues are provided at no-cost. • All project management check-in meetings will be conducted virtually. • We will provide Spanish translation for materials used at the public outreach meetings. Interpretation is not included per the Q&A, but we can provide a quote if needed.
• Hazards that are identified will include those originating from potential natural disasters, climate change, and geologic hazards.
• Pricing does not include Hazus analysis, which is not required for City LHMPs.

Fee Schedule
The fee schedule on the following page includes the not-to-exceed total fee for services, the cost for each major sub-task identified in the scope of work, and the hourly rates for each person/position who will be involved in the work. CONSTANT does not agree to make the same pricing structure available to other government agencies, and does not extend this pricing to them. We provide custom pricing for each of our clients based on project needs.

City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

31 Figure 8. CONSTANT provides a fee schedule for developing the City of West Covina's LHMP.

Executive
Sponsor
Project
Manager
Deputy
Project
Manager
Project
Support
Mona
Bontty
Dan
Smith
Trey
Brooke
Matthew
Rodriguez
$232.50 $139.05 $130.22 $130.22
1 Element A: Planning Process 55 100 100 97 352 $52,345.84 2 Element B: Hazard Identification and Risk Assessment 20 75 75 50 220 $31,356.25 3 Element C: Mitigation Strategy 28 42 42 42 154 $23,288.58 4 Element D: Plan Maintenance 2 4 2 2 10 $1,542.08
5 Element E: Plan Update 24 40 40 35 139 $20,908.50
6 Element F: Plan Adoption 30 5 0 0 35 $7,670.25
7 Element H: Additional State Requirements 5 5 0 0 10 $1,857.75 Total Labor: 164 271 259 226 920 $138,969.25
Other Direct Costs
Printing $4,000.00
Travel $4,200.00
Spanish Translation $2,400.00
Total Other Direct Costs: $10,600.00

TOTAL PRICE
City of West Covina
$149,569.25
Local Hazard Mitigation Plan Preparation Services
September 18, 2025
TOTAL

HOURS TOTAL COST
TASKS
No. Description
City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

32 Excluded or Subcontracted Services
As outlined in the Methodology Summary Element B, CONSTANT does not recommend Hazus analysis as it is not required for a City LHMP and there are alternative methods that can be leveraged to estimate risks from earthquakes and flood. Should the City desire the Level 2 Hazus analysis as outlined in the Questions and Answers, CONSTANT can provide a quote for services.

City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 33 List of Similar Services Completed
About CONSTANT
CONSTANT is an award-winning emergency management
consulting firm. Since our company’s inception in 2004, our focus has remained steadfast: make the world a safer place.

We are committed to providing superior customer service and outstanding quality. We employ 40 team members and have an office in nearby Torrance.

CONSTANT has worked with all levels of the government across California and beyond.

This includes planning, training, and exercise work performed for entities like FEMA, Cal OES, the Los Angeles County Office of Emergency Management, the City of Los Angeles Emergency Management Department, and local cities throughout Los Angeles County (Hawthorne, Artesia, Norwalk, Manhattan Beach, Malibu, Inglewood, Lynwood, Hermosa Beach, Long Beach, Pasadena, and more).

CONSTANT has successfully delivered LHMPs and MJHMPs for Beach Cities Health District, the cities of Hawthorne, Artesia, Manhattan Beach, Hermosa Beach, Torrance, Lynwood, and Victorville, San Bernardino County, Clark County, NV (Las Vegas), and Coconino County, AZ. We are currently authoring a new LHMP for the Los Angeles County Office of Education. We bring a demonstrated track record of completing actionable and organized LHMPs and MJHMPs on time and within budget, using community and stakeholder-informed processes that include meetings, presentations, town halls, and surveys.

In addition to our LHMP expertise, CONSTANT provides broader emergency management expertise, with plans, after action reports (AARs), training, and/or exercises.

We are a trusted contractor to organizations across California and provide expertise in nuances like the Standardized Emergency Management System (SEMS).

CONSTANT provides thousands of hours of experience writing LHMPs or MJHMPs within the past three (3) years. In addition to the three (3) projects detailed below, we provide references on the following page for an additional three (3) projects. Each project listed aligns with similarities to the West Covina LHMP across several elements including plan writing, written for the public sector, written for emergency managers, developed with a multi-agency stakeholder group, and developed for a jurisdiction in the West. All projects incorporate knowledge of the Stafford Act and CFR 44 and 200 and are FEMA and Cal OES approved HMPs.

City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 34 Los Angeles County Office of Education LHMP
Table 8. CONSTANT is currently supporting Los Angeles County Office of Education with a first-of-its-kind LHMP.

Project Description
CONSTANT is currently supporting Los Angeles County Office of Education with the development of a first-of-its-kind LHMP for largest regional education agency in the U.S.

CONSTANT has conducted a Project Kickoff Meeting and convened a Steering Committee and facilitated an initial meeting. CONSTANT has also developed a public engagement strategy, authored a profile of the office’s reach, and begun iterative development of the LHMP. The LHMP will ultimately be crafted as a strategic framework aimed at reducing the long-term risks posed by natural hazards to schools, students, staff, and communities across Los Angeles County.

San Bernardino County MJHMP
Table 9. CONSTANT authored quick turnaround MJHMP for San Bernardino County.

Project Description
CONSTANT updated San Bernardino County’s MJHMP over an extremely truncated timeline, helping the County to gain Cal OES and FEMA approval and County adoption in the span of three (3) months. The MJHMP was updated on a truncated timeline to enable the County to meet the five (5) year lifecycle for HMPs as stipulated by FEMA to continue eligibility for mitigation project funding. The updated MJHMP included newly refined Jurisdictional Annexes, an updated Risk Assessment, new County maps and hazard data, key mitigation success stories of the County and participating jurisdictions since the previous update, and more. To update the MJHMP, CONSTANT conducted a thorough review and revision of the 2017 MJHMP to ensure that the plan reflected community conditions and priorities to realign the overall mitigation strategy for the next five-year planning period.

Project Example About Los Angeles County Office of Education LHMP Name of client and
project title
Name of Client: Los Angeles County Office of Education
Project Title: LHMP Development
Project Manager CONSTANT’s Project Manager: Dan Smith
Dates Services
Provided
Project Timeline: July 2025 – July 2026
Project Example About San Bernardino County MJHMP
Name of client and
project title
Name of Client: San Bernardino County Office of Emergency Services Project Title: MJHMP Update
Project Manager CONSTANT’s Project Manager: Daven Solis (no longer with CONSTANT) Dates Services
Provided
Project Timeline: August 2022 – May 2023
City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 35 Clark County MJHMP
Table 10. CONSTANT supported Clark County, NV with a comprehensive MJHMP.

Project Description
CONSTANT led the Clark County, NV MJHMP project beginning in 2022, collaborating with the Clark County Fire Department Office of Emergency Management and Homeland Security and Planning Team representatives from five (5) participating jurisdictions and two (2) tribal nations. This effort included the review and organization of County resources, coordination with a multi-discipline planning team, identification and assessment of risks to the County, outreach to the community and solicitation of stakeholder involvement, development of mitigation strategies for risks, provision of training and technical assistance opportunities to ensure the mitigation project was up to date, creation of plan maintenance procedures, ensuring compliance with DMA 2000 requirements, completion of a thorough capabilities assessment, and facilitation of plan reviews by the County and community stakeholders. With CONSTANT’s contributions, the MJHMP was approved by FEMA and the Nevada Division of Emergency Management Homeland Security in alignment with FEMA’s updated guidelines for MJHMPs.

Project Example About Clark County MJHMP
Name of client and
project title
Name of Client: Clark County Fire Department
Project Title: MJHMP Update
Project Manager CONSTANT’s Project Manager: Mona Bontty Dates Services
Provided
Project Timeline: February 2022 – September 2023
City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 36 References
In addition to the projects outlined in List of Similar Services Completed, CONSTANT provides three (3) project descriptions with accompanying references.

Reference #1 – Beach Cities Health District LHMP
Table 11. CONSTANT authored a first-of-its-kind California Health District LHMP for Beach Cities Health District.

Project Description
CONSTANT recently supported a first-of-its-kind LHMP for the Beach Cities Health District.

As part of this effort, CONSTANT authored a new LHMP and supported the process necessary for a Special District’s LHMP review by Cal OES and FEMA. CONSTANT’s scope covered seven (7) tasks including the planning process, hazard identification and risk assessment, mitigation strategy, planning maintenance, plan update, plan adoption, and additional state requirements. CONSTANT compiled information, including hazard profiles, the risk assessment, capability assessment, the mitigation action plan, and more within the administrative draft. CONSTANT also supported conduct of public and stakeholder outreach to meet FEMA planning requirements and position the Beach Cities Health District for implementation. This LHMP received Cal OES and FEMA approval.

Reference #2 – City of Torrance LHMP
Table 12. CONSTANT updated Torrance’s LHMP to facilitate the City’s eligibility for federal assistance.

Reference About Beach Cities Health District LHMP
Name of client;
project title and
address
Name of Client: Beach Cities Health District
Project Title: LHMP Development
Client Address: 1200 Del Amo St, Redondo Beach, CA 90277 Name and
telephone number
of client
Contact: Cindy Foster
Telephone Number: (310) 374-3426
Email: [email protected]
Project Manager CONSTANT’s Project Manager: Dan Smith
Time to complete
the process
Project Timeline: August 2024 – June 2025
Reference About the City of Torrance’s LHMP
Name of client;
project title and
address
Name of Client: City of Torrance Office of Emergency Services Project Title: LHMP Update
Client Address: 3031 Torrance Blvd, Torrance, CA 90503
Name and
telephone number
of client
Contact: Jason Nishiyama, Interim OES Lead
Telephone Number: (310) 618-2950
Email: [email protected]
Project Manager CONSTANT’s Project Manager: Dan Smith
Timeline Project Timeline: September 2022 – August 2023 City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

CONFIDENTIAL – California Government Code 6254.15 – Corporate Proprietary Information 37 Project Description
Torrance, California prepared the 2023 LHMP in coordination with CONSTANT to guide hazard mitigation planning to better protect the people and property of the City from the effects of natural hazard events. The purpose of this LHMP is to identify policies, actions and strategies that will help reduce risk and prevent future losses. This plan demonstrates the City’s commitment to reducing risks from hazards and serves as a tool to help decision makers direct mitigation and resources. This plan was also developed to make the City eligible for certain disaster assistance grants. The Planning Group coordinated the LHMP in cooperation with the State, city departments, partner agencies, and the public. This LHMP was approved by Cal OES and FEMA and is viewable here.

Reference #3 – City of Manhattan Beach LHMP
Table 13. CONSTANT updated Manhattan Beach’s LHMP, receiving Cal OES/FEMA approval in record time.

Project Description
CONSTANT updated the City of Manhattan Beach’s LHMP to align with the latest FEMA and Cal OES requirements. This project included establishing a HMPC, crafting a jurisdictional questionnaire, creating stakeholder engagement materials, use of the risk analysis tool, and iteratively crafting the LHMP. CONSTANT also supported Manhattan Beach’s execution of a robust public outreach strategy to engage the community, raise awareness about hazards, and foster a culture of preparedness. By meticulously documenting outreach endeavors and targeting both socially vulnerable populations and the general public, the City ensured that the LHMP reflected the needs and concerns of its diverse community. The LHMP was approved by Cal OES in a five (5)-day timeline and received FEMA approval, and is viewable here.

Reference About the City of Manhattan Beach’s LHMP
Name of client;
project title and
address
Name of Client: City of Manhattan Beach Fire Department Project Title: LHMP Update
Client Address: 1400 Highland Avenue, Manhattan Beach, CA 90266 Name and
telephone number
of client
Contact: Alexandria Latragna,* Communications and Civic Engagement Manager
Telephone Number: (310) 802-5063
Email: [email protected]
*The Manhattan Beach Project Manager, and CONSTANT’s main point of contact, Amanda MacLennan, is no longer with the City.

Project Manager CONSTANT’s Project Manager: Dylan Yates Timeline Project Timeline: September 2023 – April 2024
City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

38 Attachments
Attachment A: Statement of Non-Collusion by Contractor
City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

39 Attachment B: Subcontractor Campaign Contribution
Acknowledgement Form
CONSTANT does not anticipate leveraging subcontractors who will provide goods or services with an anticipated or actual value of $15,000 or more.

City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

40 Attachment C: SAM.gov Verification – Debarment and
Suspension Verification
Constant and Associates, Inc. acknowledges that we have not been debarred or suspending or otherwise excluded from or ineligible for participation in Federal assistance programs under Executive Order 12549, Debarment and Suspension. Below, we provide a print out of search results for the firm, Constant and Associates, Inc., and for our principal/CEO Michelle Constant, that includes the record date of September 16, 2025 and shows no exclusions.

City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

41 Attachment D: Fee Schedule
CONSTANT provides our Fee Schedule in Fee Schedule.

City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

42 Attachment F: Certificate of Insurance
CONSTANT affirms that our insurance coverage meets the City’s requirements and that, if awarded, we shall provide to City certificates of insurance showing the insurance coverages and required endorsements described in the Sample Agreement, in a form and content approved by City, prior to performing any services under this Agreement.

City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

43 Attachment G: W-9
CONSTANT provides a W-9.

City of West Covina
Local Hazard Mitigation Plan Preparation Services
Response to Request for Proposal

44 Affirmations
CONSTANT affirms that we meet each of the identified requirements:
• Have a minimum of three (3) similar projects within the last three (3) years providing the same or similar services requested in this RFP. • Have no outstanding or pending complaints as determined through the Better Business Bureau or State of California Department of Consumer Affairs. • Have the administrative and fiscal capability to provide and manage the proposed services.
847-737-5395 | www.i-s-consulting.com

BUILDING A MORE RESILIENT FUTURE
City of West Covina
California
Request for Proposals (RFP): 2026-04
Local Hazard Mitigation Plan
Preparation Services
ATTACHMENT NO. 4
Page | i
Table of Contents
Table of Contents........................................................................................................................... i

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

2. Project Summary Section......................................................................................................... 2 Project Summary ......................................................................................................................... 2 Benefits of this Proposal ............................................................................................................. 2 Firm Overview ............................................................................................................................ 3 Relevant Experience.................................................................................................................... 6

3. Methodology Section............................................................................................................... 12 Task 1: Project Management..................................................................................................... 12 Task 2: Organizing Resources................................................................................................... 14 Task 3: Hazard Identification and Risk Assessment................................................................. 17 Task 4: Developing a Mitigation Strategy ................................................................................ 20 Task 5: Assisting in Plan Adoption, Monitoring, and Evaluation ............................................ 21 Task 6: Draft Plan ..................................................................................................................... 22 Task 7: Final Plan & Submission to the State & FEMA........................................................... 23 Schedule .................................................................................................................................... 24 Key Personnel Qualifications.................................................................................................... 25

4. Fee Schedule ............................................................................................................................ 27 Fee Schedule ............................................................................................................................. 27

5. Excluded or Subcontracted Services..................................................................................... 29

6. List of Similar Services Completed ....................................................................................... 30 Recent HMP Projects................................................................................................................ 30 Project Qualifications................................................................................................................ 32

7. References................................................................................................................................ 35 Appendix A.Resumes ............................................................................................................... A-1 Appendix B. Required Forms .................................................................................................. B-1 Page | 1

1. Cover Letter
City of West Covina
Jazmin Hernandez
Phone: 626-939-8705
[email protected]
September 18, 2025
Dear Jazmin Hernandez,
Thank you for providing Integrated Solutions Consulting (ISC) with the opportunity to provide the City of West Covina, California with a proposal for Local Hazard Mitigation Plan (HMP) Preparation Services. As a leading provider of Hazard Mitigation Planning services, we believe the proposed ISC Team offers a unique, unmatched, and valuable team of committed and experienced individuals that will provide a structured, proven, and integrated approach to the supported by local knowledge and recognized emergency management expertise.

Our team embodies all the elements critical to the success of this project, and offer consulting services, which include:
 Local Presence and Local Experience. The ISC Team includes seasoned professionals with the specific experience supporting Hazard Mitigation for communities, cities, and counties throughout United States.
 Hazard Mitigation Planning as a core competency. For the past 15 years, ISC has been a single-source provider for hazard mitigation planning. During this tenure, ISC has a perfect track record of success with over 50+ HMP Clients nationwide, with plans that were approved by both the state and FEMA, and complied with all federal, state, and local requirements.  Highly rated emergency management and homeland security consulting services. ISC is a Dun & Bradstreet Top Supplier, with a

97.1% score for reliability, cost, timeliness, quality, personnel, customer support, and responsiveness.

With our extensive knowledge and experience developing HMPs, we are confident that we will deliver this project ahead of schedule and within the allocated budget. We appreciate the opportunity to submit this proposal and look forward to the potential of being of service to the City.

Respectfully Submitted,
Daniel Martin, Ph.D., CEM, CFM
Principal, Integrated Solutions Consulting, Corp.

Point of Contact
Sophia Delmar, Proposal Writer
220 S. Buchanan Street Edwardsville, IL 62025
847-737-5395 (p) / +1 847-916-7177 (f)
[email protected]
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2. Project Summary Section
Project Summary
The Client’s goals are ISC’s goals. Based on our prior experience developing HMPs, we have learned that success means more than gaining FEMA and state approval and municipal adoptions:

The Client defines success. Accordingly, ISC believes it is essential to establish a clear understanding of goals and objectives upon contract execution. As such, our proposal provides not only an approach and methodology to meet the required services, as per the Scope of Work, as defined in the RFP, but also summarizes background information on our range of experience developing Hazard Mitigation Plans, introduces our proposed key staff, and their qualifications, provides professional references, and detailed pricing.

ISC’s approach to developing the Hazard Mitigation Plan is a seven-task method, consistent with the Scope of Work (SOW), compliant with industry best practices, federal and state requirements, and lessons learned from our past engagements. The seven tasks are:
• Task 1: Project Management, Planning, Organizing Resource • Task 2: Hazard Identification
• Task 3: Risk Assessment
• Task 4: Developing a Mitigation Strategy
• Task 5: Assisting in Plan Adoption, Monitoring, and Evaluation • Task 6: Draft Plan
• Task 7: Final Plan & Submission to the State & FEMA
It is important to note that while the narrative in this proposal summarizes our recommended approach, our methodology is flexible to meet all needs the project engagement requires to be completed successfully. ISC anticipates that changes will be made during the interview and scope development process, however the project approach below will provide a baseline understanding of ISC’s Hazard Mitigation Plan development methodology.

Benefits of this Proposal
As a leading provider of emergency management professional services, ISC is specifically qualified to perform the entire range of activities, as described in the Scope of Work. We are confident that no other firm can match our team’s extensive experience and locally focused approach to this project.

To best encapsulate the benefits, we believe ISC brings this endeavor, we have provided the table below which highlights ISC’s experience, expertise, and capacity to deliver a Hazard Mitigation Plan.

Integrated Solutions Consulting – Overall Benefits
Our Experience
 ISC has completed over 50+ Hazard Mitigation Plans, of similar size and scope, for government entities nationwide.

Performance and
Capacity to
Perform
 Our intent is to provide our clients with an HMP that is aligned with the State, while meeting:
 National Flood Insurance Program (NFIP),
 Community Rating System (CRS)
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Integrated Solutions Consulting – Overall Benefits
 Floodplain Management Planning requirements (Activity 510)  Code of Federal Regulations for Local Mitigation Plans (44 CFR 201.6)  ISC’s has a superior record of developing mitigation plans that are not only accepted upon the initial submission to the state/FEMA, but also positioned communities to secure funding for implementing hazard mitigation projects.

References and
Recommendations
 Repeat business is the best complement for a consulting firm. We encourage you to contact our references, who are all repeat customers, to ensure a comprehensive picture of our team’s experience and solutions.

Qualifications of
Staff
 ISC consists of 40+ full time employees and maintains a cadre of 250+ emergency management professionals with experience completing services similar in size and scope.  ISC’s proposed team is available immediately upon award of the project.

Accuracy of Cost
Estimates
 Team ISC is dedicated to providing our clients with accurate project pricing.  We have never pursued a change order on a past project. We cannot provide data regarding bid versus final costs estimate, as we have not altered prices provided in our proposals.
 The proposed compensation for this project is a firm, fixed price, inclusive of all labor, materials, travel expenses, and all other costs, direct and indirect, necessary for each task identified in the Scope of Work.

Firm Overview
Integrated Solutions Consulting (ISC), incorporated in 2005, is a professional services firm specializing in homeland security, emergency management, public safety, hazard mitigation, and disaster recovery consulting services. ISC has a proven track record of successfully evaluating, developing, and integrating complex disaster/emergency management planning doctrine that follow relevant federal, state, and local programmatic directives and requirements. We are staffed with highly experienced emergency management, law enforcement, public health, disaster recovery, and related public safety professionals.

Throughout our 20+ years of service, ISC has had the privilege of supporting diverse communities nationwide as a single-source provider of emergency planning services. Unlike our competitors, we are exclusively focused on providing emergency management and homeland security consulting services to the private and public sector. Our focus on these services provide our staff a wealth of experience and lessons learned, granting Team ISC the ability to not just meet our clients’ needs, but deliver services that go above and beyond.

Our Mission is to provide consulting solutions from a professional emergency management perspective for public and private entities. This mission is carried out by our extensive experience in the operational fields of emergency management, homeland security, law enforcement, healthcare systems, environmental, and critical infrastructure engineering; and is supported by our reputation of providing exceptional professional service. We accomplish our mission from our regional offices, located throughout the nation.

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Our Principles drive us to achieve continued project success with value-added products:
• Trust: We treat each relationship as a two-way partnership with trust at the core of the relationship.
• Integrity: We deliver client-focused results that meet or exceed all federal and state compliance requirements.
• Innovation: By leveraging our experience and research with science and technology, we look to be difference makers by establishing new standards and efficiencies in the industry. • Performance: As evidenced by our D&B Top Supplier Performance Rating, we consistently out-perform our client expectations, setting them up for success in the future.

Our Services. ISC’s core preparedness philosophy takes a holistic approach to crisis management, prevention, and recovery. We craft an interconnected strategy of planning, training, and crisis response to ensure a client’s needs are met in totality. Their approach addresses all conceivable hazards, incorporates ongoing lessons-learned from industry research and client AARs, and accounts for the latest industry standards and best practices.

ISC has a proven track record of successfully evaluating, developing, and integrating complex emergency management planning doctrine that follows relevant federal, state, and local emergency management programmatic directives and requirements. Our products have been highlighted as industry best-practices and have received significant client recognition. Our Service Portfolio includes:

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Our People are a group of professionals whose
expertise and skill sets are based on a mix of
academic achievement, direct practice, and proven
subject-matter experience. ISC recognizes that the
successful management of any project is dependent
upon our ability to effectively deliver exceptional
professionals with a documented record of success.

Our continued success has served to strengthen our belief that our team must be coordinated and versed in a wide array of fields that support emergency management operations, especially in the discipline of mitigation planning, public engagement, and risk assessment.

Our Capacity to respond to federal, state, and local governments and private entities alike, within a moment’s notice, is possible through ISC’s network of regional offices and strategically located staff. Our extensive reach and local availability connect ISC to its clients allowing for close oversight, direct communication, and expedient solutions to problems and requirements.

The map below is a visual but not complete representation of current and past ISC clients. Our national client base gives our project team the opportunity to develop a best practice perspective of emergency management planning, training, and exercise design and development. This national perspective combined with our in-depth experience and knowledge enables our team to provide best practice solutions based on your operational requirements.

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Relevant Experience
Preparedness at our Core
For almost two decades, ISC has been proud to have served hundreds of cities, counties, states, federal agencies, tribal nations, and special districts across the country in the development of various aspects of their community
preparedness programs. From the creation of regional
community vulnerability and hazard risk assessment models and Comprehensive Emergency Management Plans
(CEMP), to developing training curriculum and interactive exercise simulations, to conducting community preparedness survey studies and public service announcements with special-effect graphics, our preparedness experience is exhaustive.

We believe that our diverse portfolio of preparedness projects, as well as the opportunity to provide service to such a diverse client base, is a testimony of our pursuit for excellence and exceptional client service with every project engagement. Our national client base allows our project team to develop a best practice perspective for preparedness programs that are comprehensive in focus, address all hazards, and that are inclusive and represent the whole community.

At ISC, we understand the value of a comprehensive preparedness program that is thorough, incorporates evidence-based knowledge, involves an inclusive engagement process, and serves as a cornerstone of community resiliency. Our approach to preparedness has allowed our clients to expand their reach and more efficiently and cost-effectively build, sustain, and improve their capability to prepare for, protect against, respond to, recover from, and mitigate all hazards.

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Our emergency management services include:
• Strategic Planning
− Comprehensive Emergency
Management Plans
− Hazard Mitigation Plans
− Community Disaster Recovery
Plans
− Integrated Preparedness Plans
• Emergency Action Planning
• Operational Planning
− Emergency Operations Plans
− Emergency Support Function
Annexes
− Support Annexes
− Incident Annexes
− Continuity of Operations Plans
− Evacuation Plans
− Damage Assessment Plans
− Debris Management Plans
− Environmental Response Plans
• Emergency Preparedness Training &
Exercises
− Natural Disaster
− Active Shooter
− Terrorism
− Public Health Emergencies
− Special Events
• Comprehensive Disaster Recovery Services
− FEMA Public Assistance
− Local Recovery Planning
− Project Closeout
• Program Assessments
− Threat and Hazard Identification and Risk
Assessments (THIRA) and Stakeholder
Preparedness Reports (SPR)
− Organizational Assessments
− Capability Assessments
− After-Action Reports and Improvement
Plans
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Hazard Mitigation Planning Experience
At ISC our success in hazard mitigation planning is more than a function of experience and expertise. Our success is driven by our dedication and passion for creating disaster-resilient communities that hold strong against adversity.

Since 2005, ISC has prepared, updated, and delivered HMPs, per the requirements of the Disaster Mitigation Act of 2000 (DMA 2000), Section 322 of the Robert T. Stafford Disaster Relief and Emergency Assistance Act (Stafford Act), and Title 44 Code of Federal Regulations (CFR) §201.6.1, for communities, agencies, and jurisdictions of all sizes, scopes, and types, throughout the United States. Additionally, ISC has assisted counties and participating Community Rating System (CRS) communities in identifying repetitive loss structures and developing and integrating mitigation actions that will reduce future impacts from flooding or other natural disasters. Consistent with federal guidance, ISC incorporates the information into the
community’s National Flood Insurance Program (NFIP)
application.

Following a disaster, ISC works with county and jurisdictional clients to implement their HMP per Section 404 and Section 406 of the Stafford Act. Our comprehensive HMP capabilities and proven subject matter expertise result in HMPs that are consistently accepted upon initial submission to the state and FEMA, successfully positioning our clients to secure funding for implementing future hazard mitigation projects.

Our unprecedented success in hazard mitigation planning is more than a function of experience and expertise; dedication and passion for creating more disaster-resilient communities drives our success. In each case identified below, ISC’s support, services, expertise, and integrated approach resulted in developing hazard mitigation plans that were accepted by the state and FEMA, but also successfully positioned these communities to secure funding for implementing hazard mitigation projects.

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Recognized Expertise in the Emergency Management Accreditation Program
Over the years, ISC has had the pleasure of supporting
several clients with their Emergency Management
Accreditation Program (EMAP) requirements. ISC’s
recognition in the industry resulted in our personal invitation to attend the first delivery of the EMAP Business
Consultant training initiative. ISC is now one of a select few firms in the world [click here] that have been qualified by EMAP to assist emergency management entities with
their EMA accreditation and compliance needs.

We feel that this designation, coupled with over 20 years of EMAP experience, makes us well versed in ensuring our work products adhere to EMAP standards and assist our clients in complying with EMAP standards. Furthermore, our accomplishments serve as testimony to our commitment to elevating compliance standards through collaboration, integration, and research.

ISC takes a comprehensive approach for every project engagement, ensuring that our clients adhere to the latest regulatory requirements and industry standards to include those set by EMAP.

Our Innovations: Odysseus™ EM365
The Odysseus™ Enterprise System (Odysseus™ or OES) is a cloud-based system, developed by our team of disaster recovery and technical experts, that offers a suite of tools and systems designed and dedicated to the efficient management of comprehensive disaster and emergency management programs.

Odysseus™ features the unique
characteristic of providing
standardization and flexibility,
and concurrently utilizes a suite of
applications to promote increased
participation, collaboration,
transparency, and compliance.

This union of technological and
programmatic features offers
organizations an efficient and
effective method to systematically
design, develop, maintain, and
continually improve all elements
of a comprehensive emergency
management program.

Odysseus is a revolutionary
software that is transforming
preparedness, recovery, and
resiliency program management
for the modern emergency
maangement professional. Unlike
other industry-specific software
Business Consultant
Certified [click here]
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solutions, Odysseus™ is not solely an ‘incident management’ software. Instead, it is considered a comprehensive, program management software solution that has been designed specifically for the emergency management industry. Hazard mitigation planning and programs are at the conerstone of Odysseus™’ functionalities; however, this software offers many other functionalities that are needed for managing a statewide comprehensive emergency management program. It is designed to serve as a force-multiplier programmatic solution that offers efficiency and compliance across all aspects of manging a comprehensive emergency management program To date, Odysseus™ is being used by over 1,000 clients across the emergency management and public safety industry. With over 15,000 users, Odysseus™ is managing over $8.5 billion in emergency management, disaster recovery and public health federal grants and over 25,000 programs, plans, and projects. It has been heralded by our customers for its performance and it’s ability to elevate the productivty of their comprehensive emergency management program.

Odysseus™ in Work: Hazard Mitigation Planning
Odysseus™ is a cloud-based system that offers a suite of tools and systems designed and dedicated to the efficient management of comprehensive preparedness efforts.

Odysseus™ features the unique characteristic of providing standardization and flexibility. This union of technological and programmatic features greatly increases the preparedness capabilities by efficiently and effectively enabling emergency preparedness organizations to design, develop, maintain, and continually improve programs and operations throughout the preparedness, response, recovery and mitigation/protection phases. Specifically, in regards to hazard mitigation plans and programs, Odysseus™ offers:
• Track Plan Development and Update: Odysseus™ provides a collaborative, could-based environment to validate and document the mitigation planning process and allow agency authorities real-time access to planning doctrine.
• Plan Maintenance: Many communities are challenged with the regular maintenance and update of their hazard mitigation plans. Odysseus™ provides users with scheduled reminders to convene planning committees, document committee participation, and track plan updates and project implementation.
• Mitigation Committee Management Tools: Odysseus™ documents the mitigation planning participation of committee members and stakeholders, providing usage logs that can be used to support a jurisdictions in-kind match for FEMA grant funds. • Interactive Mapping and Hazard Modeling: Odysseus™ web-based format allows for interactive community base maps and hazard modeling maps.

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• Mitigation Crosswalk Compliance Metrics: Odysseus™ has a library of compliance metric tools that allow users to validate their plans against federal, state, and industry requirements, to include FEMA Mitigation Compliance Crosswalks. • Community Outreach Tools: Odysseus™ offers a variety of outreach tools that are designed to engage plan participants by using adult learning techniques and accessible cutting-edge technologies.
• Grant Management [NEW]: Odysseus™ provides users with a ready-to-use or customized grant management system to allow your organization to track, administer, report, and maximize grant funding for a variety of FEMA and DHS programs, to include Hazard Mitigation, Building Resilient Infrastructure & Communities (BRIC), and other mitigation and emergency management grant funding programs.

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3. Methodology Section
Based on our prior experience developing HMPs, we have learned that success means more than gaining FEMA and state approval and local adoptions: the client defines success. Accordingly, ISC believes it is essential to establish a clear understanding of goals and objectives upon contract execution.

ISC’s approach to developing the HMP is a five-task method consistent with the Scope of Work (SOW), and compliant with industry best practices, federal and state requirements, and lessons learned from across the homeland security enterprise. Our approach for preparing, and subsequent adoption of the HMP is detailed in the following pages. ISC is happy to provide additional information, upon request.

Task 1: Project Management
Subtask 1.1: Project Initiation
Upon notification of contract award, the ISC Team
Project Manager will immediately contact the
designated Client Project Manager to set up a Project
Initiation Meeting. The ISC Team will be prepared to
schedule and conduct this meeting within seven days
of contract award. Additionally, the ISC Project
Manager will request contact information for
additional participants and confirm with the
designated the Client Project Manager the desired
format or location for this meeting (i.e., in-person,
remote, preferred platform, etc.). Once these elements
are confirmed, the ISC Team will schedule
participants to the Project Initiation Meeting via MS Outlook Calendar Invitations.

During the initial meeting, we will introduce the proposed ISC Team, present the Project Work Plan (PWP), identify initial data requests, and establish processes for collecting data, the designation of control, points of contact, and quantity of and schedule for project deliverables.

Additionally, we will discuss and define administrative requirements for the project, including correspondence, invoicing, and other related project issues. This project kick-off meeting will outline expectations and responsibilities.

Subtask 1.2: Project Work Plan Development & Internal Controls Central to ISC’s project management approach is the development of the Project Work Plan (PWP). Simply put, the PWP is a formal, approved document used to guide both project execution and project control borne out of consultant and client collaboration.

The ISC Project Manager will utilize the PWP to guide the execution of all project tasks and to manage the quality of the overall project engagement. The PWP will guide the execution of the project, measure progress, and depict the proposed team structure with assigned functions, duties, and responsibilities that will meet the project needs.

Best Practice #1
ISC offers a customized interactive
mitigation planning participation
module that allows committee
members and stakeholders to learn
about the mitigation process and
provide real-time feedback and input in
the plan development. Data analytics
track and document your team’s
participation in the planning process.

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Subtask 1.3 Project Reporting & Meeting Planning
From our experience completing similar projects, ISC believes that, given the importance of project reporting, all associated activities must be clearly defined, precisely completed, and evaluated, and agreed upon by both our Team and the Client. Key PWP tasks are included below.

Team ISC’s Project Management Approach

1. Scope Management
Identifies the project description, goals, and objectives; evaluates the project structure, scope management, and controls; supports quality assurance procedures, and manages project risks and mitigation.

2. Resource Management
To facilitate increased coordination and provide a technical contractor that will meet and exceed expectations, ISC has selected the most qualified staff for this project. In the unfortunate event that key personnel assigned to this project become unavailable, ISC has identified support staff and potential candidates that would be available to fill in. These changes would be implemented only with approval.

3. Communications &
Information Management
ISC and its team have invested in advanced technologies to facilitate communication and information sharing between our key personnel and staff. The video conferencing and desktop sharing capabilities of our company has proven to be extremely helpful in past projects and have served to increase internal and external communication.

4. Potential Risks &
Mitigation Strategy
At the beginning of the project, identified and potential risks will be recognized to anticipate and manage, as far as possible, the potential impacts of the project, including reporting all risks. Each time a new risk is detected, it shall be managed (identified, assessed, etc.) by the Project Manager or designee. Preventive and corrective treatment will be implemented to reduce the severity and probability of the occurrence of these risks.

5. Quality Assurance &
Control
ISC’s Quality Assurance Plan (QAP) defines the organization and the methodology used for all ISC project engagements. The QAP: 1) Identifies processes that will be applied to assure quality; 2) Defines roles and responsibilities to ensure a successful, timely project with deliverables on time; 3) Provides the indicators to allow appropriate decisions and tracks/reports progress; 4) Describes software management practices:
procedures, rules, and applicable methods for the project; and, 5) Outlines documentation management/delivery.

6. Project Status Reports
The ISC Project Manager will provide a “Project Status Report" to the designated Client representative(s) at the agreed-upon interval (typically biweekly or monthly).

The Report will include a summary of accomplishments by task, project progress assessment, major deliverables for the reporting period, a summary of the tasks due during the next reporting period, any foreseeable project risks and solutions, and financial status for individual tasks as well as the overall project budget.

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Team ISC’s Project Management Approach

7. Invoices & Quarterly
Grant Reporting.

The ISC Project Manager will provide invoices to the designated Client representative(s), which can be sent either by deliverable or monthly. To ensure the Client meets all compliance and reporting requirements, the ISC Team will maintain detailed records of work and expenditures and submit financial and contract performance reports following the grant reporting schedule.

Subtask 1.4 Odysseus™ - Hazard Mitigation Planning
Utilizing our experience and expertise in the application of the Odysseus™ software for hazard mitigation planning, ISC will establish an Odysseus™ environment to collaborate with participating jurisdictions, document the planning process, analyze and assess hazard risks, manage hazard mitigation actions, and update the Hazard Mitigation Plan. The ISC team will provide as-needed support to participating jurisdictions in navigating the Odysseus™ environment, to include their respective shared instance, and ensure that their participation in the hazard mitigation planning update is thoroughly documented.

Task 2: Organizing Resources
As earlier noted, by defining the Client’s vision of success and expectations at the onset of the project, our Team will readily collaborate with the Client to ensure the complete realization of all objectives.

Subtask 2.1 Formation of Planning Team & Initial Meetings At a minimum, there should ideally be at least one
representative for each relevant Client department
and each participating jurisdiction. However, given
departmental overlap, a single representative with
authority to represent multiple departments can be
accommodated.

ISC will record the name of every person invited,
their email, the date of the invitation, the method of
the invitation, whether the person agreed to
participate, and whether the person provided
feedback on the HMP. The plan will also include copies of all meeting invitations, a list of everyone invited to each meeting (along with their positions, the departments they represent, and if they attended), and meeting sign-in sheets (and minutes, if desired).

Subtask 2.2 Documentation of the Planning Process
As part of the overall planning process, ISC will coordinate, schedule, facilitate, and support all meetings and conferences with the Planning Team (both formal planning meetings, project status meetings, and any ad hoc meetings or briefings). ISC will:
 Coordinate the scheduling of meeting rooms with the designated the Client Project Manager and any designated facility representatives, and send/manage invitations, reminders, and registration (via MS Outlook Calendar appointments) Best Practice #2
ISC provides analytical reports of each
committee member’s time in the
system reviewing the plan,
collaborating with committee
members, and participating in the
mitigation planning tools. This
participation is shared and reported in a
format that is consistent with FEMA’s
quarterly reporting requirement.

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 Reserve, establish and ensure functionality of any conference lines and/or any web-based meeting platforms (i.e., webinars, GoToMeeting, RingCentral, Microsoft Teams, WebEx, etc.)
 Disseminate conference line and/or web-based meeting access information, such as call-in numbers, URLs, etc., and access instructions to remotely participating individuals  Develop for each meeting an agenda, presentation slide deck, and appropriate read ahead or draft HMP content or materials
 Distribute, electronically, all written planning meeting materials to the Planning Team, including read ahead, meeting handouts, and/or draft materials, no later than seven days prior to the meeting
 Provide hard copies of all written planning meeting materials, in sufficient quantity, for each planning meeting
 Provide and affix all signage, as well as provide, set up, test for functionality, and operate any audio/visual equipment (i.e., projectors, public address, etc.), as needed or requested  Facilitate all meetings, conferences, orientations, and/or briefings  Record and publish meeting minutes to the participants and designated POCs, no later than one week following the meeting
Subtask 2.3 Public & Stakeholder Outreach Strategy
A hallmark of ISC’s HMP process is robust public
involvement, including advertisements in local
newspapers, preparation of public service
announcements, community surveys, distribution of
brochures, newsletters, and fliers and posting
information and announcements on local government
websites and social media platforms. The outreach
activities associated with the hazard mitigation planning process provides an opportunity for communities to combine these efforts with broader community engagement activities that are already established or planned. Community outreach activities that engage the whole community establish a participation process that is inclusive of all groups and reflects a representative sample of a community. The benefits of effective public outreach and education should not be underestimated.

The ISC Team has successfully executed large, sophisticated public outreach strategies for planning efforts in multiple urban and regional settings. ISC and its team have documented success in implementing public outreach strategies that utilize mass media and public forums, build community consensus, enhance plan participation, and provide data analytics that can be utilized for a community’s comprehensive emergency management programs. These outreach efforts have required the development of public information materials and documents, such as press releases, fact sheets, manuals, and other educationrelated products. ISC will work closely with the client to develop a hazard mitigation public involvement strategy that not only meets the State’s and FEMA’s requirements but provides value beyond the hazard mitigation plan. Though this is inexhaustive, the engagement strategy will address the following key points:
 Address FEMA’s requirements for mitigation plans, as identified in the DMA 2000, CFR Part 201.6, the American Planning Association’s Hazard Mitigation: Integrating Best Practices into Planning, and the most current FEMA “how-to” planning guidance.  Address state requirements for mitigation plans
ISC will work directly with Client
stakeholders to ensure the
identified mitigation actions are
effective, efficient, scalable, and
pragmatic.

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 Identify members’ contribution to the planning process.  Address preliminary goals and objectives.
 Identify (and debrief) meetings with key community stakeholders and any other bodies that may seem appropriate.
 Distribute questionnaires that will assist in identifying resources that will be needed for successful completion of the project.
 Highlight the progress-to-date and the schedule for the remainder of the planning process.  Solicit input from members throughout the planning process.  Provide value beyond the hazard mitigation and help to inform comprehensive emergency management programs and community resilience
Some of the community engagement strategies that ISC has used to help inform the hazard mitigation planning process include:
 Public Forums/Meetings: ISC’s process for conducting a public forum or meeting is based on the premises that format follows function. The objective for the public meeting for hazard mitigation planning is to inform the public of the hazard risk threats and gather their input in potential hazard mitigation actions. To ensure that optimal attendance for these meetings is achieved that is representative of the whole community, ISC will work with the client to ensure that the date and time of the meeting is shared through the most appropriate channels, and to leverage community networks that are pre-established.  Stakeholder Workshops: Workshops are highly interactive meetings, usually designed for a pre-determined audience that represents different but similar groups. A Stakeholder Workshop includes representatives that can speak for their organizations that are assigned to complete specific tasks such as ranking the community’s hazard risks or identifying mitigation actions. Workshops are a good forum to build consensus with influential groups and decision-makers.
 Community Surveys: In addition to providing quantitative measurements on the viewpoints and perspectives of the public, community surveys can also assist with providing reliable data analytics and scientific measurements to help inform community stakeholders, community leaders, and policymakers. ISC’s proprietary methodology ensures that the survey is representative of the community, achieves a 95% confidence interval, and provides evidence-based results that not only inform the community’s hazard mitigation plan, but also the community’s comprehensive emergency management program. When completed over multiple hazard mitigation plan updates, the survey serves as an instrument to measure community resiliency and progress.  Social Media & Internet Campaigns: Campaigns ran through social media and the internet provides a medium to share information with the public. Although these campaigns provide limited interactivity with the public, supporting data analytics can identify segments of the public that were reached.

ISC will work with the client to prepare a hazard mitigation plan engagement strategy that benefits not only the plan update but also considers other public outreach initiatives, program priorities, and desired outcomes. Ultimately, ISC recommends conducting a variety of community engagement strategies throughout the hazard mitigation planning process to include four to six virtual and on-site meetings. These public and steering committee meetings will occur as part of a documented project schedule presented to the Planning Team. Our Team will take all the necessary Page | 17
steps to engage participants, educating them on the importance of the HMP, and including interactive activities throughout the meetings.

Task 3: Hazard Identification and Risk Assessment
A community’s hazard risk assessment is a critical document that defines a community’s strategic common operational picture to mitigate, as well as prepare, protect, respond, and recover to emergencies and disasters.

The ISC Team will rely on its experience developing natural, technological, and political hazard risk and vulnerability assessments for some of the nation’s most complex communities and infrastructure systems.

Our team’s proven methodology ensures:
 Ensures uniformity among hazard categories
 Utilizes empirical values applicable to all communities, facilities, and systems  Employs complex GIS modeling and analysis of probable scenarios to provide planning considerations of social, political, and physical impacts  Grants the flexibility needed to integrate the vulnerability assessments of critical assets accurately and systematically
 Provides consistency between the State’s approach as applicable while addressing the unique characteristics and attributes of the Client.

As part of the community’s overall risk assessment, the ISC Team will provide an analysis of the natural, technological, and political hazard categories by elaborating upon and defining the specific types of hazards; identifying recent events that have occurred locally and/or regionally; developing the hazard profiles, parameters, and characteristics; assessing possible vulnerabilities; determining probable scenarios, and modeling select hazards.

Subtask 3.1 Hazard Identification and Profiles
The ISC Team will help the Planning Team identify
and review all the hazards that might affect the
community and will narrow the list to the hazards
that most likely will impact the community. Our team
will obtain this information through various avenues,
including, but not limited to:

1. Research of historical documents and
data: By accessing newspapers, historical
societies, database searches, etc., the ISC
Team will gather records that may contain
dates, the magnitude of the events, damage, and further evidence of the past natural disasters in the community.

Best Practice #3
ISC documents the planning process,
provide a method of on-going committee
collaboration, offer an archival repository
of planning meeting minutes and
information, and ensure the active
participation of committee members and
key stakeholders throughout the life cycle
of the Hazard Mitigation planning
process.

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2. Review of existing plans and reports: To ensure the Client is covering all the possible hazards, our team will collect and review plans and documents that may have information on hazard planning. These documents will be reviewed to identify a list of disasters and potential issues that have occurred in the past. Also, local comprehensive plans, land use plans, capital improvement plans, as well as building codes, land development regulations, and flood ordinances will be reviewed to identify hazard provisions that indicate the presence of local hazards.

3. Inventory Assets: Using GIS data management and analysis, an inventory of the Client’s assets will be developed based on the categories defined in the DHS/FEMA protocol. This inventory of assets will assist in identifying areas that are subject to the various natural hazards in the subject area. These categories are:
a. Transportation Systems
b. Lifeline Utility Systems
c. High Potential Loss Facilities (financial institutions, government buildings, etc.) d. Hazardous Waste/Materials Facilities

4. Profile Hazards: Per FEMA, each hazard profile will include a description of the hazard, previous occurrences, locations, and extents, and the probability of future occurrences.

In close coordination with the Planning Team, the ISC Team will reach out to local, state, and federal governments to obtain hazard information, development trends, known vulnerabilities, and past experiences mitigating, responding, and recovering from disasters. These efforts may include (as appropriate):
 Interviewing pre-identified local officials and FEMA officials; and,  Contacting other resources such as Natural Hazards Center, Hazard Disaster Center, National Weather Service, Association of State Floodplain Managers, International Association of Emergency Managers, etc.

Many sections (at a minimum, flooding, drought, and extreme temperatures) will also consider how climate change may exacerbate the hazard, notably how it may impact vulnerability, frequency, or severity.

Subtasks 3.2 and 3.3 Hazard Mapping & Vulnerability Assessment Led by our GIS/HAZUS Analyst, our Team will work
directly with the Planning Team to conduct a GISHAZUS Level 2 Analysis, modeling varying hazard scenarios depicted by the client.

For these tasks, an initial inventory of the Client assets will use the baseline data contained in HAZUS-MH
and supplemented by GIS data provided by the Client.

The effort includes developing and mapping a general
inventory of assets in the applicable planning area. Using a base map, the ISC Team will identify the assets inside areas for each identified hazard that has a defined physical geographic boundary.

Our team will review the inventory to ensure that all facilities, infrastructures, and sectors critical to the continuity of government, operations, and services provided by the Client are included in Selected sections of the Hazard Profile
(at a minimum flooding, drought, and
extreme temperatures) will also consider
how climate change may exacerbate the
hazard, notably how it may impact
vulnerability, frequency, or severity.

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the mitigation planning process. Additionally, our team will conduct GIS-HAZUS Analysis Models of varying hazard scenarios.

The loss estimation process will utilize HAZUS-MH modeling (or other modeling program), GIS analysis, historical disaster data and information, and quantitative analysis to estimate the losses to natural and human-induced hazard events in a defined area. The analysis will include the following:
• Estimation of the losses to structures;
• Estimation of the losses to contents;
• Estimation of the losses to structure use and function; • Projection of human losses; and,
• Estimation of the primary direct and indirect loss.

Our team will use HAZUS-MH (or other modeling
programs) and GIS analysis to determine which
individual assets could sustain the largest potential
losses, by adding the structure loss, content loss, and function loss for each asset to determine the total loss.

This process will produce the following:
• Calculation of the losses to each asset;
• Calculation of the estimated damages for each
hazard event; and,
• Creation of a map that shows a composite of
the areas of highest loss.

To ensure the GIS mapping effort is as comprehensive as possible, an inventory of critical facilities will be developed, and may include the following:
• Key end users (Special population centers,
such as daycare facilities, nursing
homes/elderly housing, medical, and
correctional facilities)
• Water and wastewater treatment plants and
associate pumping stations;
• Power generation, transmission, and
delivery facilities;
• Hazardous materials facilities;
• Repetitive loss properties;
• Population density; and,
• Structures delineated by use (residential, commercial, industrial, institutional, and others as appropriate).

As part of the vulnerability assessment, our team will look at future development trends and special considerations (i.e., historical property, environmentally sensitive areas, etc.) that can have a significant impact on a community’s risk of hazards. The impact of these trends and special considerations on the community’s risk is directly proportional to the size of the community, community values, and the significance of the development trend or special consideration.

Best Practice #4
ISC’s proprietary CVR2 Model is a
prioritized indication of planning risk
considerations and dashboard analytics
that can be incorporated into the
community’s preparedness efforts, that
will increase programmatic efficiency,
operational effectiveness, and a unified
common operational picture.

Best Practice #5
Unlike our competitors, ISC offers FAAlicensed operators to conduct drone flights per 14 CFR part 107. Incorporating aerial
analysis gives a new perspective on existing
hazard risks & hazard mitigation actions.

Aerial imagery analysis and modeling of high
hazard areas, recovering communities, and
vital infrastructure assets can be incorporated
into your HMP.

Page | 20
With input from the Planning Team, our team will analyze the effect of any significant future development trends and special considerations identified by the Client to determine their positive or negative impacts on hazard profiles, inventoried assets, or projected losses.

Subtask 3.4 Capabilities Assessment
ISC will conduct an in-depth and comprehensive review of the mitigation capabilities and tools currently available to the Client to implement the mitigation strategy. The assessment will include an inventory of existing plans, policies, and procedures that the Client has in place to mitigate the effect of hazards. Our team will also look at fiscal, staffing, and organizational capabilities.

Task 4: Developing a Mitigation Strategy
Identifying and prioritizing mitigation actions are the fundamental components of an HMP. In the previous tasks, ISC redefined hazards, reassessed vulnerabilities, and the losses were estimated.

Our Team will craft a prioritized list of mitigation actions that will reduce future risks and losses.

This task will allow ISC to identify goals and objectives; identify and reevaluate mitigation actions, and develop the capabilities assessment, and identify mitigation strategies.

This effort will also include a progress update on the mitigation actions taken during the last five years, regardless of inclusion in the previous HMP or funding source. This progress update will provide context and ideas for new projects.

Subtask 4.1 Develop Hazard Mitigation Goals
Based upon the hazard profiles, hazard loss, vulnerability, and risk assessment, the Planning Team will identify mitigation goals that articulate the Client’s desire to protect people and structures, reduce the cost of disaster response and recovery, and minimize disruption to the community following a disaster.

ISC will prepare a Memorandum stating the identified Mitigation Goals and Objectives, as identified by the Planning Team and schedule and conduct a meeting to review draft mitigation goals and objectives with the Planning Team and the public. ISC will solicit feedback to gain buyin and consensus.

Information revealed in the hazard profiles, and loss estimation will be used to develop clear mitigation goals. ISC will host the planning meeting and review the hazard profiles with details on the causes of hazards, the likelihood of occurrence, the potential severity, and the extent of areas affected. ISC will review the loss estimation dollar amount of damages for hazard events, as well as related economic information like business interruptions and revenue losses.

Subtask 4.2 Develop, Evaluate, & Prioritize Mitigation Actions ISC will reevaluate mitigation actions consistent with the goals and objectives that were previously defined and will evaluate the mitigation actions to determine the action’s effectiveness and efficiency for preventing, protecting, and reducing damages to the community’s assets from natural hazards. Input will be considered from relevant state and federal agencies, as well.

Evaluation of these mitigation actions will be based on, but not limited to, the following criteria:
• Technical feasibility
• Economic benefits
• Environmental impacts
• Maintenance needs
• Political support
• Legal authority
Page | 21
• Community acceptance
• Staffing and funding (Administrative)
• Historic projects of similar scope and
magnitude
All mitigation actions, regardless of their criterion, will be assessed and discussed. Each mitigation action will include the following:
• Project Name and Number
• Goal and/or Objective being met
• Hazard to be mitigated
• Description of the Problem
• Project Description
• Estimated Timeline
• Lead Agency responsible for
implementation
• Estimated Costs
• Estimated Benefits
• Potential Funding Sources
• Whether or not the project is related to a Critical Facility (and if so, assurance that the facility will be protected to the 500-year event or greatest damage scenario).

Subtask 4.3 Mitigation Actions Implementation Strategy
The implementation strategy identifies how the Client proposes to achieve its mitigation goals and objectives. The Mitigation Actions Implementation Strategy will redefine, identify, and confirm mitigation actions, partners, resources, and schedules.

The implementation strategy will also cover potential funding sources. The sources will be described and include a website link for further information.

ISC will prepare a draft Mitigation Actions Implementation Strategy for review by the Planning Team. Once reviewed, ISC will incorporate changes to the newly created Mitigation Actions Implementation Strategy.

The strategies proposed by ISC will ensure compliance with DMA 2000 and will delineate between pre-disaster (FEMA’s BRIC program) and post-disaster (HMGP 404 and 406) actions.

The ISC Team will provide technical support to the six-hazard mitigation and preparedness categories, as defined by FEMA: prevention, property protection, public education and awareness, natural resources protection, emergency services, and structural projects.

Task 5: Assisting in Plan Adoption, Monitoring, and Evaluation The ISC Team will write a complete final draft of the HMP for the Client. The plan will include a risk assessment and mitigation strategy as well as a process for maintaining the plan so that it continues to be a useful document for the rapidly growing and urbanizing communities.

ISC will deliver final drafts to the Client officials and relevant stakeholders. These deliverables will integrate with the business flow and be compliant with federal, state, and local regulations.

Subtask 5.1 Maintenance Strategy
The Plan Maintenance section, included in the final plan, will ensure that the document continues to be viable and is compliant with federal directives, and that the plan moves toward implementation over the next 5 years. ISC also commits to offer a one-year plan maintenance review.

The maintenance strategy will detail how the Client will monitor, evaluate, implement, and update the Plan. Updates or changes to the plan will be made periodically to accommodate evolving needs Page | 22
and to respond to actual disasters. ISC has developed multiple year-by-year implementation strategies, which ensures the plan remains viable and relevant.

Subtask 5.2 Incorporation into Existing Planning Mechanisms ISC will work in concert with the Planning Team to incorporate the HMP into existing planning mechanisms. We will consider community development plans, local capital improvement budgets, floodplain management plans, emergency management doctrine, and other planning mechanisms that are relevant to each community’s hazard mitigation strategy.

Subtask 5.3 Implementation Schedule
Each mitigation project will include an implementation schedule per the “Implementation Plan.” Subtask 5.4 Continued Public Involvement
In past engagements, we have developed robust and detailed public involvement campaigns and schedules to ensure continued public feedback. We also have the capability to encourage real-time and continuous feedback through virtual tools (i.e., surveys, social media, web sites, etc.) The ISC Team will write a complete final draft of the HMP for the Client. The plan will include a risk assessment and mitigation strategy as well as a process for maintaining the plan so that it continues to be a useful document for the rapidly growing and urbanizing communities.

ISC will deliver final drafts to the Client officials and relevant stakeholders. These deliverables will integrate with the business flow at the Client and be compliant with federal, state, and local regulations as applicable.

Task 6: Draft Plan
The project team will prepare a draft of the
Client’s HMP that will document the mitigation
planning process and address the elements
required by 44 CFR 201.4 and CPG 101.

ISC will assemble information, comments, and
reports from the previous tasks. Informational
databases, graphics, and maps will also be
included in the final plan to visualize the
geographic, functional, or systematic relationship
between the loss estimation and the mitigation activity chosen.

To meet DMA 2000 requirements, the document will include a description of the planning process; a definition of the planning area identifying who was involved in the process, how they were involved, and methods of public participation that were employed; and a detailed description of the decision-making and prioritization process.

ISC will distribute the copies to the Planning Team for review. A public review draft will be also released for public comment before the HMP is finalized.

The Planning Team will meet to review the HMP draft. ISC will incorporate all the Committee’s final revisions and will submit the plan to the Client officials within two weeks after the receipt of final review comments (we can provide printed, electronic, or both formats).

Best Practice #6
ISC leverages our library of compliance
metric tools to allow clients to validate
their plans against federal, state, and
industry requirements, include DMA
2000. Our data-driven assessment gives
emergency management professionals the
opportunity to evaluate compliance
systematically & comprehensively.

Page | 23
Task 7: Final Plan & Submission to the State & FEMA
ISC will complete the final draft of the plan and will develop the appropriate Plan Review Tool.

The plan will be updated to reflect new programmatic changes to the mitigation program, which became effective April 2023.

ISC will submit copies of the final draft to the State and/or FEMA Region for approval. When approved by FEMA, the Client Project Lead will present the plan before the Client leadership for formal adoption.

After FEMA indicates the Client’s HMP is approvable pending adoption (APA), ISC will assist in preparing the plan to be adopted, with copies of the adoption resolutions provided to the State and FEMA by the Client and ISC.

Subtask 7.1 Closeout
Upon completion of this project and finalization of the proposed deliverable, the ISC Project Manager will provide a "Project Close-Out" report. This report will incorporate the final "Monthly Status of Accomplishments and Costs" report information, summarize this project effort, and recommend improved methodologies for future initiatives of a similar nature.

The "Project Close-Out" report will be submitted as draft copies to the Client Project Lead within 45 days of completion of the Client’s HMP.

Page | 24
Schedule
The project timeline is executable immediately upon the notice-to-proceed. The timeline does not account for any unforeseen, uncontrollable delays to the project. ISC has developed this project timeline with the intention to foster full collaboration with the project’s key stakeholders and principals. This schedule will ensure the State and FEMA have adequate time to formally review and approve the plan.

Our team is capable to initiate the project upon notice of contract award, but will be prepared to begin immediately. The below timeline is based on our standard 9-month schedule for HMPU’s, however we can accommodate any schedule to meet your needs.

Month: 1 2 3 4 5 6 7 8 9
Task 1: Project Management, Planning, Organizing Resources Project Initiation X
PWP & Internal Controls X
Project Reporting X X X X X X X X X
Planning Team & Meetings X X X
Documentation of Process X X X X
Public Outreach X X X
Task 2: Hazard Identification
Hazard Identification & Profiles X X X
Hazard Mapping X X
Task 3: Risk Assessment
Vulnerability Assessment X X
Capabilities Assessment X
Task 4: Developing a Mitigation Strategy
Develop Mitigation Goals X
Prioritize Mitigation Actions X X X
Implementation Plan X
Task 5: Assisting in Plan Adoption, Monitoring, and Evaluation Maintenance Strategy X X
Incorporation into Existing Planning X
Implementation Schedule X
Continued Public Involvement X
Task 6: Draft Plan
Draft Plan X X
Task 7: Final Plan & Submission to the State & FEMA
Final Plan X X
Submission & Adoption X X
Page | 25
Key Personnel Qualifications
The ISC Team consists of 40+ fulltime employees and maintains a cadre of 250+ emergency
management professionals with
experience completing Hazard
Mitigation Planning services. ISC has
drawn from this extensive pool of
highly experienced and qualified
resources and specifically identified
key personnel for this project. The
ISC Team offers Certified Floodplain
Managers, Community and
Mitigation Planning Subject Matter
Experts, and Certified HAZUS Practitioners. All our proposed key personnel have consistent records of successful leadership, innovation, client service, and technical expertise.

The table below summarizes the organization of our proposed team, as well as their roles, qualifications, and relevant experience. Please see Appendix A for our key personnel resumes.

Key Staff
Staff & Role Qualifications Relevant Experience
Daniel Martin,
CEM, PhD
Managing Principal
• PhD, Emergency Management
• BS, Environmental Engineering
• Certified Emergency Manager
• Managed over 200 emergency management
consulting engagements
• Supported over 30 post-disaster community
recovery operations
• Multiple Presidential awards and recognition
Yahiritza Álvarez
Project Manager
• Executive Master of Professional
Studies in Emergency and Disaster
Management
• BS, Meteorology
• Contra Costa County MJ-HMP, project
manager
• Miami-Dade County Office Emergency
Management, Emergency Management Planner
• 5-year update of Miami-Dade County’s Local
Mitigation Strategy
Micheal Kemp,
PhD
Client Liaison
• Academic and practical credentialed
public safety professional with 30+
years of direct experience
• PhD, Emergency Management
• MS, Emergency Management
• Dawson County, MT, Mitigation planning,
Senior Advisor
• McCone County, MT, Mitigation planning,
Senior Advisor
• Wibaux County, MT, Mitigation planning,
Senior Advisor
Daiko Abe
Subject Matter
Specialist
• MS, Emergency Management
• Certified Floodplain Manager
• Salt Lake County, UT, MJHMP
• Cook County, IL MJHMP
• Hamilton County, OH HMP
• Project Manager for over 20 FEMA-approved
hazard mitigation plans across the nation, in
addition to providing subject matter and
planning support to multiple other mitigation
plans.

Page | 26
Key Staff
Staff & Role Qualifications Relevant Experience
Jake Halley
Planner/GIS
Specialist
• Lead planner for multiple MJHMPs
nation-wide
• HAZUS-MH Professional
• City of Detroit HMP
• City of Galveston, TX HMP
• St Charles Parish, LA MJHMP
• San Miguel County, NM MJHMP
• UTMB Galveston.404 and 406 mitigation
activities
Morgan Johnson
Planner/GIS
Specialist
• 20+ years of EM experience
• HAZUS Professional
• MPH, Health Behavior and Health
Education
• BS, Psychology
• Montgomery County TX HMP
• California COVID Business Continuity
Planning
• FEMA Region 2 All Hazards Plans
Gail Leek
Planner
• Mitigation planning specialist
• BS, Business Administration
• 18+ years of hazard mitigation planning
experience
• Colorado state hazard mitigation planning
specialist
Stuart Wallace
Planner
• 40+ years of experience
• HSEEP certified
• MS, Landscape Architecture
• MS, Civil Engineering
• BS, Landscape Architecture
• Multiple state-level HMPs
• 15+ county MJHMPs
• FEMA National Earthquake Incident Annex
• All Hazards Recovery Plan
Michael Gregory,
CEM
Planner
• 40+ years of experience
• Certified Emergency Manager (CEM)
• BS, Emergency Management
• AS, Nuclear Engineering Technology
• City of Ontario Hazard Mitigation Plan
• Los Angeles Hazard Mitigation Plan
• Various disaster recovery deployments
Ricardo SotoLopez
Planner
• MA, Intercultural Studies
• MS, Nonprofit Management
• BS, Urban and Regional Studies
• Hawaii State Hazard Mitigation Plan
• Community Redevelopment Program Manager
• HUD CDBG-DR and CDBG-Mit Planner
The ISC Team understands that availability of key staff for task assignments is critical to moving programs and projects forward. The ISC Team’s proposed staff is available immediately, upon award of the project. Moreover, we are prepared to commit our proposed key staff for the duration of the project and will not replace any key staff without prior consultation with, and approval.

For those circumstances beyond our control, the ISC Team will submit the replacement key staff’s qualifications for review. If any additional resources are required the ISC Team will provide approved additional staff, as necessary.

Page | 27

4. Fee Schedule
As a recognized small business, ISC works diligently to keep costs as competitive as possible, while maximizing the return on investment for our clients. With our extensive knowledge and experience developing HMPs, we are confident that we can deliver an HMP ahead of schedule, and under budget, as described in this proposal.

Fee Schedule
Based on the scope of work, the estimated cost for this project will be $164,370.58. This is a firm fixed price, inclusive of all labor, materials, travel expenses, and all other costs, direct and indirect, necessary for each task identified in the Scope of Work. ISC will bill monthly for work performed for each task, unless otherwise directed by the client.

Unit Quantity Total Cost
TASK 1 - PROJECT MANAGEMENT
Principal $ 180.08 10 $ 1,800.80
Project Manager $ 169.67 25 $ 4,241.75
Senior EM Planner $ 146.06 45 $ 6,572.70
TASK 1.1 SUBTOTAL $12,615.25
Task 1 Estimate $12,615.25
TASK 2 - ORGANIZE RESOURCES
Project Manager $ 166.95 20 $ 3,339.00
Senior EM Planners $ 146.06 45 $ 6,572.70
EM Planners $ 124.49 90 $ 11,204.10
TASK 2.1 SUBTOTAL $21,115.80
Task 2 Estimate $21,115.80
TASK 3 - RISK ASSESSMENT
Project Manager $ 166.95 26 $ 4,340.70
Senior EM Planners $ 146.06 87 $ 12,707.22
EM Planners $ 124.49 155 $ 19,295.95
GIS Analyst $ 138.41 90 $ 12,456.90
TASK 3.1 SUBTOTAL $48,800.77
Task 3 Estimate $48,800.77
TASK 4 - MITIGATION STRATEGY
Project Manager $ 166.95 30 $ 5,008.50
Senior EM Planner $ 130.25 95 $ 12,373.75
EM Planner $ 106.53 175 $ 18,642.75
GIS Analyst $ 126.42 50 $ 6,321.00
TASK 4.1 SUBTOTAL $42,346.00
Task 4 Estimate $42,346.00
TASK 5 - ASSIST WITH PLAN ADOPTION
Project Manager $ 166.95 5 $ 834.75
Senior EM Planners $ 130.25 25 $ 3,256.25
EM Planners $ 106.53 60 $ 6,391.80
GIS Analyst $ 126.42 - $ -
TASK 5.1 SUBTOTAL $10,482.80
Task 4 Estimate $10,482.80
TASK 6 - DRAFT PLAN
Project Manager $ 166.95 10 $ 1,669.50
Senior EM Planners $ 130.25 38 $ 4,949.50
EM Planners $ 106.53 80 $ 8,522.40
Page | 28
Unit Quantity Total Cost
GIS Analyst $ 126.42 45 $ 5,688.90
TASK 6.1 SUBTOTAL $20,830.30
Task 4 Estimate $20,830.30
TASK 6 - FINALIZE PLAN
Project Manager $ 166.95 5 $ 834.75
Senior EM Planners $ 130.25 20 $ 2,605.00
EM Planners $ 106.53 35 $ 3,728.55
GIS Analyst $ 126.42 8 $ 1,011.36
TASK 7.1 SUBTOTAL $8,179.66
Task 4 Estimate $8,179.66
TOTAL PROJECT FEE ESTIMATE: $164,370.58
Page | 29

5. Excluded or Subcontracted Services
No necessary services relating to this proposal/service process are excluded from our proposal.

ISC does not intend to subcontract any portion of work.

Page | 30

6. List of Similar Services Completed
Recent HMP Projects
The projects below provide a representative list of projects, of a scale and complexity similar to this project engagement. In each case identified, ISC’s support, services, expertise, and integrated approach resulted in developing Hazard Mitigation Plans that were accepted by the state and FEMA, but also successfully positioned these communities to secure funding for implementing hazard mitigation projects.

Summary of Recent ISC HMP Projects
Client Date Type of
Contract Description
Contra Costa, CA 2023-24 HMP County Hazard Mitigation Plan Update City of Chino, CA 2024 HMP City Hazard Mitigation Plan Update City of Santa Cruz 2024 PDRM City Post Disaster Recovery & Mitigation City of Downey, CA 2023 HMP City Hazard Mitigation Plan City of La Mirada, CA 2022 HMP City Hazard Mitigation Plan Update City of Santa Monica, CA 2018 HMP City Hazard Mitigation Plan Update State of California 2017 PDRM Regional Post Disaster Recovery & Mitigation City of Beverly Hills, CA 2017 HMP City Hazard Mitigation Plan Update Bonner County, ID 2024 HMP County Hazard Mitigation Plan Update Onondaga County, NY 2024 HMP County Hazard Mitigation Plan Update Oakland County, MI 2024 HMP County Hazard Mitigation Plan Update Cook County, IL 2024 HMP
County Hazard Mitigation Plan Update | 136
participating jurisdictions | Plan initiated, approved, and adopted within a 5-month timeframe.

Grand County, UT 2023 HMP County Hazard Mitigation Plan Update Kane County, IL 2023 HMP County Hazard Mitigation Plan Update Kittitas County, WA 2023 HMP County Hazard Mitigation Plan Update Lower Elkhorn Region, NE 2023 HMP 11 County Hazard Mitigation Plan Update Missoula County, MT 2023 HMP County Hazard Mitigation Plan Update Port of Houston 2023 HMP Port Authority Hazard Mitigation Plan TriMet, OR 2023 HMP Regional Hazard Mitigation Plan Update Uintah County, UT 2023 HMP County Hazard Mitigation Plan Update University of Utah 2023 HMP University Hazard Mitigation Plan Mississippi District 9 2023 HMP 5 County Regional Hazard Mitigation Plan Update San Juan County UT 2023 HMP County Hazard Mitigation Plan Update Los Alamos, NM 2023 HMP County Hazard Mitigation Plan Update Page | 31
Summary of Recent ISC HMP Projects
Client Date Type of
Contract Description
DuPage County, IL 2023 HMP County Hazard Mitigation Plan Update New York University 2022 HMP University Hazard Mitigation Plan Lake County, IL 2022 HMP County Hazard Mitigation Plan Update La Mirada, CA 2022 HMP City Hazard Mitigation Plan Update Detroit, MI 2021 HMP City Hazard Mitigation Plan Update Dawson County, MT 2021 HMP 4-county Hazard Mitigation Plan Update Umatilla 2022 HMP Tribal Hazard Mitigation Plan Update
Dawson County, MT 2022 HMP County Hazard Mitigation Plan Update DuPage County, IL 2023 HMP County Hazard Mitigation Plan Update Fort Belknap 2022 HMP Tribal Hazard Mitigation Plan Update Snoqualmie Tribe 2022 HMP Tribal Hazard Mitigation Plan Update Teton County, WY 2022 HMP County Hazard Mitigation Plan Update Waukesha County, WI 2022 HMP County Hazard Mitigation Plan Update Yakima Valley, WA 2022 HMP County Hazard Mitigation Plan Update Ysleta del Sur Pueblo 2022 HMP Tribal Hazard Mitigation Plan Update Jerome County, ID 2022 HMP County Hazard Mitigation Plan Update Lenowisco Planning
District, VA 2021 HMP Regional Hazard Mitigation Plan Update Campbell County, TN 2020 HMP County Hazard Mitigation Plan Update Cook County, IL 2020 HMP
County Hazard Mitigation Plan Update | 136
participating jurisdictions | Plan initiated, approved, and adopted within a 5-month timeframe.

Milwaukee County, WI 2017 HMP County Hazard Mitigation Plan Update Kootenai County, ID 2020 HMP County Hazard Mitigation Plan Update and Wildfire Mitigation Plan
Salt Lake County, UT 2019 HMP County Hazard Mitigation Plan Update | Level 3 HAZUS
Portage County, WI 2019 HMP County Hazard Mitigation Plan Update Madison County, ID 2018 HMP County Hazard Mitigation Plan Update Franklin County, OH 2017 HMP County Hazard Mitigation Plan Update Hamilton County, OH 2017 HMP County Hazard Mitigation Plan Update Royal Oak, MI 2017 HMP City Hazard Mitigation Plan Update Oakland County, MI 2017 HMP County Hazard Mitigation Plan Update Seminole Tribe of Florida 2017 HMP Tribal Hazard Mitigation Plan Update Montana NE Region 2017 HMP Multi-County Hazard Mitigation Plan Update Page | 32
Summary of Recent ISC HMP Projects
Client Date Type of
Contract Description
Carter County, TN 2016 HMP County Hazard Mitigation Plan Update Hardin County, IA 2016 HMP County Hazard Mitigation Plan Update Red River Valley (ND &
MN) 2013-2016 HMP Multi-County Hazard Mitigation Plan Updates for 16 County Region in Minnesota and North Dakota Project Qualifications
Since 2006, ISC has been a single-source provider of single and multijurisdiction hazard mitigation plans, for jurisdictions across the U.S.

Over our fifteen-year history, ISC has conceptualized, designed, developed, planned, prepared, and delivered 50+ local and multijurisdiction hazard mitigation plans, similar in size, scope, and complexity to that requested in the RFP.

Provided below are some notable examples of hazard mitigation plans that ISC has previously delivered to other agencies and jurisdictions, of similar size and scope. We are happy to provide additional information, on any of the examples below, upon request.

City Hazard Mitigation Plan
City of La Miranda, California
Location La Miranda, California
Contract Length 2022 – 2023
In 2022, ISC was awarded the contract to coordinate, facilitate, and prepare the City of La Miranda's New Local Hazard Mitigation Plan pursuant to the Disaster Mitigation Act of 2000. The plan was required to be consistent with the State of California's Office of Emergency Services’ new plan requirements. The plan was developed to help identify mitigation actions that would make the City and plan participants more resistant to disasters, including earthquakes, urban fires, droughts, floods, and climate change, as required by California Government Code Section 65302. La Mirada is 7.82 total square miles in area. It is located in southeast Los Angeles County near the Orange County border and offers the benefits of living in a mild Southern California climate. La Mirada is characterized by the unique and attractive geographical landscape and weather that makes the region popular among residents and visitors. However, the potential impacts of natural hazards associated with the terrain make the environment and population highly vulnerable to natural disasters.

Additionally, La Mirada is subject to earthquakes, flooding, landslides, and wildfires. It is impossible to predict exactly when these disasters will occur or the extent to which they will affect the City. However, with the development of the Hazard Mitigation Plan, careful planning and collaboration among public agencies, private sector organizations, and citizens within the community, ISC was able to assist the City in minimizing the losses that can result from these natural disasters.

Page | 33
City Hazard Mitigation Plan
City of Downey, California
Location Downey, California
Contract Length 2022
In 2022, ISC was awarded the contract for completion of the City of Downey’s Local Hazard Mitigation Plan (LHMP) update. The City’s existing LHMP (adopted in 2017) required an update based on the Local Multi-Hazard Mitigation Planning Guidance published by FEMA on April 19, 2022. The final deliverable to the client being a FEMA approved LHMP. In coordination with the City, ISC City was responsible for assembling a Hazard Mitigation Planning Team consisting of City personnel, including: Fire Department, Public Works, Community Development, Parks and Recreation and the Police Department. Additionally, ISC reviewed the natural and man-made hazards that threaten the City. ISC collected and incorporated information and comments throughout the LHMP process, making all necessary revisions, and prepared a Final Plan for submittal to Cal OES and FEMA for review and approval.

Local Hazard Mitigation Plan Update
City of Beverly Hills, CA
Location Beverly Hills, California
The City of Beverly Hills requested ISC to develop an update of its 2016 – 2021 LHMP. To do this, ISC worked closely with City of Beverly Hills stakeholders to complete the four key phases of the project: 1) Organize Resources, 2) Review the Mitigation Plan and Objectives, 3) Complete Multi-Hazard Mitigation Plan Update and Public Review, and 4) Write Updated Plan/Print and Edit per Review. Prior to the first formal meeting, our Team worked with the City of Beverly Hills Project Manager to formalize a scope of work (SOW), identify committee members and identify other logistical necessities needed to complete the project. This proactive approach allowed the City and ISC to engage the whole community and collaborate throughout the project lifecycle. Our Team completed the City’s LHMP Update, receiving approval from Cal OES and FEMA and was adopted by the City of Beverly Hills City Council.

Local Hazard Mitigation Plan Update
Santa Monica Office of Emergency Management (OEM)
Location Santa Monica, CA
Since the 1994 Northridge Earthquake, the City of Santa Monica worked closely with FEMA and the California Governor’s Office of Emergency Services (Cal OES) on several disaster recoveries and hazard mitigation projects.

The Hazard Mitigation Advisory Committee collaborated with ISC, with the Office of Emergency Management (OEM), local businesses, stakeholders, and community members to update the LHMP. The LHMP identified, assessed, and evaluated opportunities to implement infrastructure resiliency and continuity strategies into significant City of Santa Monica initiatives. ISC developed and established a strategy for the City of Santa Monica to gather input from local businesses and residents for the mitigation plan update. Results were analyzed and compared to the local community survey results to identify similarities and differences. The plan was unanimously approved by City Council.

Major Milestones:
• Repetitive Loss Analysis: ISC analyzed Santa Monica’s flood risk using spatial data analysis to identify floodprone zones and structures that experienced repetitive loss due to flooding. • Business and Community Survey: ISC developed and established a strategy for the City of Santa Monica to gather input from local businesses and residents for the mitigation plan update. Surveys were available in multiple formats and locations to reach a representative sample of the local community. Results were analyzed and presented to the City and incorporated into their annual community assessment regarding community emergency Page | 34
Local Hazard Mitigation Plan Update
Santa Monica Office of Emergency Management (OEM)
preparedness. Results were analyzed and compared to the local community survey results to identify similarities and differences.
• Exercise Evaluation: ISC participated in the Great ShakeOut exercise of the City’s EOC. • Additional Hazard Profiles: Successfully updated all previous existing hazard profiles and developed new HAZUS maps to be included in the plan update. New risks identified during the risk assessment resulted in the development of two new hazard profiles.

Multi-Jurisdictional Hazard Mitigation Plan
Contra Costa County Office of Emergency Services
Location Contra Costa County, California
Contract Length December 2023 – July 2024
ISC was selected by Contra Costa County to update its 2018 multi-jurisdictional hazard mitigation plan in accordance with the latest hazard mitigation plan requirements set forth by Cal OES and the Federal Disaster Mitigation Act of 2000. ISC worked closely with Contra Costa County Office of Emergency Services to facilitate the participation of 33 municipalities and unincorporated areas with a population of 1,049,925 in the countywide collaborative planning process. The objective of the hazard mitigation planning process was to identify the hazards that impact communities, identify actions to reduce losses from those hazards, and establish a unified process to implement the plan across jurisdictional boundaries.

Page | 35

7. References
City Hazard Mitigation Plan
City of La Miranda, California
Location La Miranda, California
Contract Length 2022 – 2023
Reference Mark Rounds
(562) 902-2960
[email protected]
In 2022, ISC was awarded the contract to coordinate, facilitate, and prepare the City of La Miranda's New Local Hazard Mitigation Plan pursuant to the Disaster Mitigation Act of 2000. The plan was required to be consistent with the State of California's Office of Emergency Services new plan requirements The plan was developed to help identify mitigation actions that would make the City and plan participants more resistant to disasters, including earthquakes, urban fires, droughts, floods, and climate change, as required by California Government Code Section 65302.

La Mirada is 7.82 total square miles in area. It is located in southeast Los Angeles County near the Orange County border and offers the benefits of living in a mild Southern California climate. La Mirada is characterized by the unique and attractive geographical landscape and weather that makes the region popular among residents and visitors.

However, the potential impacts of natural hazards associated with the terrain make the environment and population highly vulnerable to natural disasters.

City Hazard Mitigation Plan
City of Downey, California
Location Downey, California
Contract Length 2022
Reference Rakdy Khlok
(562) 299-2984
[email protected]
In 2022, ISC was awarded the contract for completion of the City of Downey’s Local Hazard Mitigation Plan (LHMP) update. The City’s existing LHMP (adopted in 2017) required an update based on the Local Multi-Hazard Mitigation Planning Guidance published by FEMA on April 19, 2022. The final deliverable to the client being a FEMA approved LHMP. In coordination with the City, ISC City was responsible for assembling a Hazard Mitigation Planning Team consisting of City personnel, including: Fire Department, Public Works, Community Development, Parks and Recreation and the Police Department. Additionally, ISC reviewed the natural and man-made hazards that threaten the City. ISC collected and incorporated information and comments throughout the LHMP process, making all necessary revisions, and prepared a Final Plan for submittal to Cal OES and FEMA for review and approval.

Page | 36
Local Hazard Mitigation Plan Update
Santa Monica Office of Emergency Management (OEM)
Location Santa Monica, CA
Reference Paul Weinberg. Emergency Management Coordinator Santa Monica OEM
310-458-8686
[email protected]
Since the 1994 Northridge Earthquake, the City of Santa Monica worked closely with FEMA and the California Governor’s Office of Emergency Services (Cal OES) on several disaster recoveries and hazard mitigation projects.

Major Milestones:
• Repetitive Loss Analysis: ISC analyzed Santa Monica’s flood risk using spatial data analysis to identify floodprone zones and structures that experienced repetitive loss due to flooding. • Business and Community Survey: ISC developed and established a strategy for the City of Santa Monica to gather input from local businesses and residents for the mitigation plan update. Surveys were available in multiple formats and locations to reach a representative sample of the local community. Results were analyzed and presented to the City and incorporated into their annual community assessment regarding community emergency preparedness. Results were analyzed and compared to the local community survey results to identify similarities and differences.
• Exercise Evaluation: ISC participated in the Great ShakeOut exercise of the City’s EOC. • Additional Hazard Profiles: Successfully updated all previous existing hazard profiles and developed new HAZUS maps to be included in the plan update. New risks identified during the risk assessment resulted in the development of two new hazard profiles.

Page | A-1
Appendix A. Resumes
Please see the following pages for our Key Personnel Resumes.

Daniel Martin, PhD, CEM | Managing Principal
Expertise & Certifications
• Comprehensive Emergency
Management Planning
• Disaster Ops & Assistance
Programs
• Community Disaster Recovery
• Hazard Vulnerability, Risk &
Resiliency
• Critical Infrastructure Engineer
• Emergency Management
Research Methods
• Certified Emergency Manager
• Certified Homeland Security
Professional
• Certified Emergency Manager
• Institution Review Board
Certified
• American Society of Civil
Engineers; Rebuilding the New
Orleans Region: Infrastructure
Systems and Technology
Innovation Forum; Guest
Lecturer
Years of Experience
• 30+ years of experience
Education
• MA & PhD, Emergency
Management
• BS, Environmental Engineering
• Graduate Studies, Public Health
& Sociology
• Critical Infrastructure
Engineering (Minor)
• Completed and developed
course curriculum for EMI as
well as graduate and doctorate
level courses on various topics
Recognition
• President Barack Obama Letter
of Recognition
• President George Bush Letter of
Appreciation
• 2003 President’s Award
Profile
Daniel Martin is the world’s first to hold a PhD in Emergency Management and recognized internationally for bridging the disciplines of emergency management and environmental sciences (climate change). He is a seasoned emergency manager whose experience covers all fundamental areas of the discipline to include response, recovery, mitigation, and preparedness to include planning, training, and exercises.

Dr. Martin has managed over 300 consulting engagements and managing several large Federal Emergency Management Agency (FEMA) and other U.S. federal emergency management contracts totaling over $2.5 billion. His project experience ranges from development of hazard mitigation plans for some of our Nation’s largest communities to conducting tabletop and functional exercise on a wide variety of hazard topics and special events such as the Super Bowl. He has developed community disaster recovery plans, community preparedness surveys, hurricane preparedness commercial video to the creation of a community vulnerability and hazard risk analysis tool with over 4,500 scientifically based measurements. His experience in emergency management is extensive and maintains a high standard of performance for every client he serves.

In addition to his planning and preparedness experience, over the course of his career, Dr. Martin has responded to over 50 U.S. Nationally declared disasters and has been instrumental in many of FEMA’s programmatic initiatives to improve the United States emergency management system since 9/11. His disaster experience includes all the major United States disasters to include 9/11, Hurricanes Katrina (New Orleans), Sandy (New York City), Harvey (Houston), and Maria (Puerto Rico) where he served in various leadership roles during disaster recovery operations. He has prepared, provided oversight, and/or managed the development, reconciliation, final closeout, and appeals of over $5 billion in disaster recovery and mitigation grants under the FEMA Public Assistance, FEMA Hazard Mitigation Grant, and HUD CDBG-DR programs. In 2018, Dr. Martin served as the lead Subject Matter Expert to investigate the Puerto Rico Recovery Operation following Hurricane Maria, help resolve operational and programmatic issues. Dr. Martin’s efforts resulted in putting Puerto Rico on the correct path for disaster recovery.

Dr. Martin’s contributions to the emergency management industry have been recognized by two former Presidents of the United States and has received commendation from FEMA Headquarters, senior client officials, and emergency management scholars for his extensive knowledge of the field of emergency management as well as the federal programs, regulations, policies, and disaster operational practices.

Relevant Project Experience
• DHS – FEMA; National Response & Recovery Directorate Planning & Coordination Program; Program Director; ISC; 2010 – Present. • DHS – FEMA; National Catastrophic Planning Technical Assistance Program; Managing Principal; ISC; 2015 – Present.
• DHS – FEMA; Nationwide Infrastructure Response & Recovery – Public Assistance TAC Support; Managing Principal; ISC; 1998 –Present. • Department of Interior: Bureau of Indian Affairs Emergency Management Services; Managing Principal; ISC; 2014 – Present.
• Miami-Dade Emergency Management & Homeland Security Consulting Services; Managing Principal; ISC; 2009 – Present.
• San Diego As-Needed Emergency Planning Services; Managing Principal • Houston-Galveston Area Council All Hazards Preparedness, Planning, Recovery Yahiritza Álvarez, MPS, FPEM | Project Manager
Expertise & Certifications
• Emergency Management
• Program Management
• Policies and Standards
• Training and Instruction
• Problem Resolution
• Exercise Design and
Delivery
• Incident Response and
Recovery
• Community Outreach and
Education
• Florida Professional
Emergency Manager
Certification
• Volunteer and Donations
Management
• Resiliency Planning
• Plan Development and
Management
• Meteorology
• Proficient with WebEOC
• Proficient with ARM360
(Damage Assessment
Software)
Years of Experience
• 10+ years of experience
Education
• Executive Master of
Professional Studies in
Emergency and Disaster
Management
• BS, Meteorology
Profile
Yahiritza D. Álvarez is a Senior Consultant with Integrated Solutions Consulting, bringing over 10 years of experience in emergency management.

With a strong foundation in project management, she has successfully led and executed complex, multi-jurisdictional hazard mitigation plans, ensuring alignment with federal and state regulations. In addition to hazard mitigation planning, Yahiritza has supported a series of other projects, including risk and gap assessments for various jurisdictions, and has collaborated closely with stakeholders across multiple sectors.

Before transitioning to consulting, Ms. Álvarez gained extensive experience at the Miami-Dade County Office of Emergency Management, where she played a critical role in disaster preparedness, response, and recovery. She has coordinated multi-agency efforts, managed Emergency Operations Center (EOC) activations, and developed emergency management plans tailored to the needs of diverse populations.

Fluent in English and Spanish, Ms. Álvarez is a dynamic and results-driven professional with a proven ability to develop, implement, and oversee emergency management programs and projects. She excels in fostering collaboration among colleagues and stakeholders, leveraging her expertise in planning and effective communication to enhance community resilience and disaster readiness.

Relevant Project Experience
Integrated Solutions Consulting, Senior Consultant, 2022 – Present • Contra Costa County, CA, MJ-HMP, Project Manager
• Kittitas County, WA MJ-HMP, Project Manager
• Onondaga County, NY MJ-HMP, Project Manager
• Port of Houston, TX HMP, Project Manager
• TriMet, OR HMP, Planner
• Carson City, NV HMP, Lead Planner
• Clemson University THIRA/SPR, Planner
• Regional Disaster Preparedness Organization (RDPO), OR Wildland Urban Interface Risk and Gap Assessment, Planner
Miami-Dade County Office Emergency Management, Emergency Management Planner, May 2018 – 2022
• Serves as the Emergency Operations Center (EOC) Municipal Branch Director for Miami-Dade County EOC activations. Supports Miami-Dade County’s 34 municipalities and six (6) colleges and universities with information sharing, protective actions and coordination of resources.

Works with municipal partners to identify locations that can be utilized for COVID-19 testing and vaccinations, evacuation centers, family assistance centers and shelters.
• Supports the Recovery Coordinator in the Miami-Dade County Recovery Operations Center.

Yahiritza Álvarez, MPS, FPEM | Project Manager
• Oversees the Municipal Branch Program and serves as the Office of Emergency Management (OEM) Municipal Liaison to all municipalities, colleges and universities in Miami-Dade County. • Responsible for the development, maintenance and enhancements of plans and procedures for protective measures and natural hazards. Plans and procedures include, but are not limited to, the following: Miami-Dade County’s Protective Measures Plan, EOC Municipal Branch Operations Guide, Hazard Impact Assessment Plan, Cold Weather Policy & Procedure, Extreme Heat Policy & Procedure, Severe Weather Policy & Procedure, HURREVAC Policy & Procedure.
• Serves as the Program Manager for Miami-Dade County’s Damage Assessment Program. This includes managing the implementation and training on the County’s damage assessment software (ARM360). • Coordinates and facilitates the Whole Community Engagement Quarterly Meetings for Miami-Dade County emergency management stakeholders, such as municipalities, colleges, universities, hospitals, law enforcement, fire rescue, County and State Departments, private sector, faith-based and community organizations. • Selected as a member of the Project Management Team to develop the After-Action Report for the Surfside Building Collapse incident.
• Served as the Project Manager for the Miami-Dade County All-Hazards Evacuation Clearance Time project. • Develops Miami-Dade County’s Annual Emergency Preparedness Report. • Assists with the development and enhancement of the annual Miami-Dade County Hurricane Readiness Guide. • Enhanced the Miami-Dade County EOC Situation Report and Incident Action Plan template to present essential elements of information in a clear and concise manner to all EOC stakeholders. • Serves as exercise controller and evaluator on numerous exercises. • Supported the 2020 5-year update of Miami-Dade County’s Local Mitigation Strategy (LMS). • Completed the Big City Emergency Managers (BCEM) Emerging Leaders (EL) Program. • Conducted a storm surge analysis to develop a series of evacuation scenarios based on the county’s storm surge planning zones. This was developed by analyzing new Sea, Lake and Overland Surges from Hurricanes (SLOSH) data for South Florida and Geographic Information Systems (GIS) data. • Gathered and documented Miami-Dade County’s flood warning and response activities for the FEMA National Flood Insurance Program’s (NFIP) Community Rating System (CRS) program. • Enhanced evacuation center layout assessments as part of the Miami-Dade County shelter operations strategy.

Miami-Dade County Office Emergency Management, Emergency Management Specialist, Jan 2015 to May 2018 Micheal Kemp | Client Liaison
Expertise & Certifications
• Provides guidance to
Governor appointed
officials concerning
disaster recovery, resource
allocation and grant
management.
• Reviews / validates dept.
documentations supporting
work performed for
submission to FEMA.
• Develops data
management application
for tracking
documentations.
• Project manager/SME
overseeing /participating
in over 50 customer-facing
projects.
• Identifies projects, writes
proposals, secures
projects, and manages
projects.
• Mentors project managers,
oversees public relations
and participates in
strategic planning.
• CEM® Certified
Emergency Manager
Years of Experience
• 30+ years of experience
Education
• PhD, Emergency
Management
• MS, Emergency
Management
• Graduate Certificate of
College Teaching
• MS Criminal Justice
• BS Criminal Justice
• BS Psychology
Profile
Micheal Kemp is an academic and practical credentialed public safety professional with 30+ years of direct experience. Dr. Kemp's experiences include conducting published disaster research, completing emergency management plans, conducting/coordinating exercise, creating and administrating both academic and practical instruction/training, responding to natural disaster, disaster recovery and participating in international humanitarian missions. Dr. Kemp has worked with non-profit organizations, non-governmental business, and local, state, and federal governments.

Dr. Kemp’s interests include social and physical vulnerability, natural and technological hazard identification, risk molding, mitigation, exercise and evaluation, critical infrastructure, asset protection and the adaptation, survival, and resiliency of complex systems.

Dr. Kemp has a wealth of higher education and certifications related to emergency management, including but not limited to: CEM® Certified Emergency Manager certification; completion of multiple Federal Emergency Management Agency Emergency Management Institute courses; course completion through the Center for Disease Controls (CDC), National Fire Academy, North Dakota Fireman Association, Utah Fire and Rescue Academy, Department of Defense (DOD), and the US Marine Corps; participation in the Foundation of Higher Education, FEMA Higher Education Project, and the International Association of Emergency Managers; and teaching experience as an Associate Professor with the American Military University’s Emergency and Disaster Management Program (EDMG), and as faculty for Capella University’s School of Public Safety.

Relevant Project Experience
• Dawson County, Montana, Mitigation planning, Senior Advisor, Integrated Solutions Consulting (ISC), 2021 – 2022
• McCone County, Montana, Mitigation planning, Senior Advisor, Integrated Solutions Consulting, 2021 – 2022
• Wibaux County, Montana, Mitigation planning, Senior Advisor, Integrated Solutions Consulting, 2021 – 2022
• Richland County, Montana, Mitigation planning, Senior Advisor, Integrated Solutions Consulting, 2021 – 2022
• US Virgin Islands Disaster Recovery Irma and Maria, Senior Advisor, 2020 – Present
• Capella University Continuity Operations Response, Senior Advisor, Capella University 2017 – 2019
• Valley County, Montana, Mitigation planning, Project Manager, ISC, 2016 – 2017
• Roosevelt County, Montana, Mitigation planning, Project Manager, Integrated Solutions Consulting, 2016 – 2017
Micheal Kemp | Client Liaison
• Daniels County, Montana, Mitigation planning, Project Manager, Integrated Solutions Consulting, 2016 – 2017 • Sheridan County, Montana, Mitigation planning, Project Manager, Integrated Solutions Consulting, 2016 – 2017 • Trail County, North Dakota, Mitigation planning, Project Manager, Integrated Solutions Consulting, 2014 • Morton County, North Dakota, Mitigation planning, Project Manager, Integrated Solutions Consulting, 2014 • Pennington County, Minnesota, Mitigation planning, Project Manager, Integrated Solutions Consulting, 2014 • Red Lake County, Minnesota, Mitigation planning, Project Manager, Integrated Solutions Consulting, 2014 • Polk County, Minnesota, Mitigation planning, Project Manager, Integrated Solutions Consulting, 2013 • Kittson County, Minnesota, Mitigation planning, Project Manager, Integrated Solutions Consulting, 2013 • Becker County, Minnesota Mitigation planning, Project Manager, Integrated Solutions Consulting, 2013 • Roseau County, Minnesota, Mitigation planning, Project Manager, Integrated Solutions Consulting, 2012 • Marshal County. Minnesota, Mitigation planning; Project Manager, Integrated Solutions Consulting, 2012 • Capella University Continuity Operations Planning, Committee Member, 2012 – 2018 • KandiYohi County, Minnesota Mitigation planning, Project Manager, Integrated Solutions Consulting, 2012 • Region 6 THIRA, Minnesota Subject Matter Expert, Integrated Solutions Consulting, 2012 • Region 6 Minnesota, Strategic Planning Project Manager; Integrated Solutions Consulting, 2012 – 2015 • Clay County, Minnesota, Mitigation planning, Project Manager, Integrated Solutions Consulting, 2011 – 2012 • Norman County, Minnesota, Mitigation planning, Project Manager, Integrated Solutions Consulting, 2011 – 2012 • Miami-Dade County, CERT Training, Integrated Solutions Consulting Project Manager, 2011 • Region 2, Minnesota, THIRA, Project Manager, Integrated Solutions Consulting 2011 – 2012 • Region 3, Minnesota, HSEEP Coordinator / Project Manager, Integrated Solutions Consulting, 2010 – 2015 • Region 3, Minnesota, Red River Valley Flood Report, Author, Integrated Solutions Consulting, 2010 • Region 2, Minnesota, Capability Assessment; Project Manager, Integrated Solutions Consulting, 2010 • Hubbard County, Minnesota Mitigation Planning, Integrated Solutions Consulting, 2009 – 2010 • University of Wisconsin, Disaster Resistant Universities (DRU), Subject Matter Expert, Integrated Solutions Consulting, 2009
• Region 2, Minnesota, Critical Infrastructure & Key Resources, Project Manager; Integrated Solutions Consulting, 2009
• Indiana Department of Homeland Security (IDHS), Vulnerability Mapping, Project Manager, Integrated Solutions Consulting, 2009
• International Research Project Sumatra Tsunami, Project Manager, North Dakota State University, 2005 • Florida’s EOC, ESF #5 Information and Planning, Hurricane Charley, North Dakota State University, 2004 • Albania, International Humanitarian Mission Team Leader, USMC 1996 – 1997 • The Democratic Republic of Congo, International Humanitarian Missions, Team Leader, USMC 1997 • Bosnia, International Humanitarian Missions, Team Leader, USMC 1996 – 1997 Daiko Abe | Subject Matter Specialist
Expertise & Certifications
• Comprehensive
Emergency Management
Planning
• Hazard Mitigation
Planning
• Hazard Risk &
Vulnerability Assessments
• Emergency Management
Research Methods
• Computer-Based Training
• Long-term Recovery
• Stakeholder Engagement
• Certified Floodplain
Manager
Years of Experience
• 15+ years of experience
Education
• MS, Emergency
Management
• BA, Communications
Profile
As an experienced consultant and Director of Operations for Integrated Solutions Consulting (ISC), Daiko Abe has excelled in providing comprehensive all-hazard services in all phases of emergency management.

As a thought leader and innovator, Mr. Abe brings expertise in the following areas: program management, technological/innovative solutions, organizational leadership, risk and vulnerability analysis, emergency planning, and public health preparedness. His disaster experience includes supporting COVID-19 response operations for the second largest county in the U.S.; supporting major flooding incidents in FEMA Regions VIII and V; recovery support for Hurricane Sandy (New York City); recovery support for Hurricane Maria (Puerto Rico); various tornadoes across the Midwest; and H1N1 response operations. Additionally, Mr. Abe personally and professionally experienced first-hand the devastating impacts of the 2011 earthquake and tsunami in Japan.

Mr. Abe is a leader in emergency management with a successful track record of supporting clients to prevent, protect against, mitigate, respond to, and recover from the multiple threats and hazards facing our nation. Mr. Abe has managed and supported over 100 consulting engagements, and currently oversees operations for all preparedness and recovery engagements for ISC.

Clients have continuously recognized Mr. Abe for his professionalism, dedication, and work ethic. His aptitude and expertise have resulted in developing regional disaster response, recovery and administrative strategies; hazard mitigation plans; evacuation strategies; and a wide variety of other emergency management projects that have been recognized by the client, respective states, FEMA region and FEMA HQ. Mr. Abe received a master’s degree in Emergency Management.

Relevant Project Experience
• Lead Planner Hamilton County, OH COVID-19 Reopening Strategy; Lead Planner and Project Manager; Ohio; ISC, 2020
• Cook County, IL COVID-19 Response Operations; Mass Fatality Team; Illinois; ISC, 2020
• Salt Lake County, UT Hazard Mitigation Plan; Project Manager; ISC, 2020
• Cook County, IL Hazard Mitigation Plan; Project Manager; IL; ISC, 2019 • Phoenix Region, AZ Phoenix UASI Strategic Plan; Project Manager and Planner; Arizona; ISC, 2018
• Franklin County, OH Hazard Mitigation Plan; Lead Planner and Project Manager; Ohio; ISC, 2017 – 2018
• Hamilton County, OH Hazard Mitigation Plan; Lead Planner and Project Manager; Ohio; ISC, 2017 – 2018
• FEMA HQ Catastrophic Emergent Behavior Planning; Planner; Washington, D.C.; ISC, 2016 – 2017
Daiko Abe | Subject Matter Specialist
• Active Shooter/Assailant Interactive Course and Storyboard Development; Developer/Planner; Oakland County, MI; ISC, 2015
• Threat and Hazard Identification & Risk Assessment Update; Planner; Miami-Dade County, FL; ISC, 2014 – 2015 • Regional Emergency Support Function (ESF 8) and Regional Healthcare Coordination Plan; Project Manager; Kansas City Region; ISC, 2014
• Miami-Dade County Emergency Preparedness Study; Project Manager; Miami, FL; ISC, 2014 • Navajo Nation – Charley Day Dam BIA Emergency Action Plan; Lead Planner; Arizona; ISC, 2013 – 2014 • Santa Monica All Hazard Mitigation Plan; Project Manager; Santa Monica, CA; ISC, 2013 • Kansas City Regional Coordination Plan; Project Manager; Kansas City Region; ISC, 2013 • Kansas City Regional Recovery Strategy; Planner; Kansas City Region; ISC, 2013 • Tribal Hazard Response Plan; Project Manager; NW United States; ISC, 2012 – 2013 • Kansas City Regional Evacuation Plan; Senior Consultant and Project Manager; Kansas City Region; ISC, 2012 • Minnesota Region Hazard Identification & Risk Assessment and CIKR Assessment; Planner; South Florida; ISC, 2012
• South Florida Threat and Hazard Identification & Risk Assessment and CIKR Assessment; Planner; South Florida; ISC, 2012
• THIRA; Senior Consultant and Lead Planner; Miami-Dade County, FL; ISC, 2011 – 2012 • Bonneville County Emergency Operations Plan (EOP) Update; Project Manager; Bonneville County, ID; ISC, 2012 • NE Idaho EOC Go-Kit Development; Project Manager; Eight (8) counties in NE Idaho; ISC, 2011 • Kansas City Emergency Pet Services Plan; Lead Planner; Kansas City, MO, ISC, 2011 • NE Idaho Regional Coordination Plan - Evacuation & Mass Care Annexes; Project Manager, ISC, 2010 • MN Region 2 Critical Infrastructure & Key Resources; Senior Consultant; Minnesota, ISC, 2009 – 2010 • DuPage County EOC Management Plan; Senior Consultant; DuPage County, IL, ISC, February 2010 – April 2010 • DuPage County Emergency Public Information Plan Development; Senior Consultant and Lead Planner & Architect; DuPage County, IL, ISC, May 2009 – August 2009
• Chicago Pandemic Influenza Planning & Response; Senior Consultant; Chicago, IL; ISC, May 2008 – July 2008 Jake Halley | Planner/GIS Specialist
Expertise & Certifications
• Federal Aviation
Administration: Small
Unmanned Aircraft
(SUAS) Part 107 Certified
• Federal Emergency
Management Agency:
(HSEEP) Train the Trainer
Certified
• NIMS/ICS 100, 200,
300,400, 700 and 800
• University of Louisiana
Monroe Active Shooter
Train the Trainer Certified
• ArcGIS Desktop and
Online, TerraSync and
ESRI ArcPad, FEMA

HAZUS-MH
• VISUM evacuation
clearance application
Years of Experience
• 18+ years of experience
Education
• Geographic Information
Science (GISc) Major,
Louisiana Tech University
Profile
Jacob Halley has18+ years of experience in emergency management/disaster response and recovery assisting in the development and execution of allhazards community mitigation, preparation, response, and recovery programs with a specialized emphasis in GIS mapping analyses. Mr. Halley has extensive experience in developing homeland security exercise programs for public and private sector entities and has also been involved in leadership roles in community team building, project development, and technology integration. He has developed local hazard mitigation plans in the private sector, provided support and training opportunities for homeland security exercises in both the private and public sector, and has trained law enforcement agencies in active shooter preparedness scenarios.

Relevant Project Experience
• Hazard Mitigation Plan (HMP) Update; Lake County Il; Lead Mitigation Planner; Integrated Solutions Consulting; 2021 – 2022
• HMP Update; Isabella County MI; Lead Mitigation Planner; Integrated Solutions Consulting; 2021 – 2022
• HMP Update; City of Detroit, MI; Lead Mitigation Planner; ISC; 2021 • Evacuation Clearance Study; Miami Dade County; Lead developer and modeling specialist for VISUM software application; 2021 • HMP Update; Mississippi Emergency Management Agency (MEMA) District 2; Lead GIS specialist and planner; Witt O’Brien’s; 2019 – 2020 • HMP Update; Mississippi Emergency Management Agency District 4; Lead GIS specialist and planner; Witt O’Brien’s; 2019 – 2020 • HMP Update; MEMA District 6; Lead GIS specialist and planner; Witt O’Brien’s; 2019 – 2020
• State HMP Update; Mississippi Emergency Management Agency; Lead GIS specialist and planner; Witt O’Brien’s; 2019
• Hurricanes Irma and Maria; Puerto Rico Office of Emergency Management (PREMA); Lead GIS Specialist DCMC Partners; 2017 • Hurricane Matthew Debris Operations; Savannah, GA; Lead GIS Specialist and Filed Supervisor Debris Monitoring; Witt ‘O’Brien’s; 2016 – 2017
• Hurricane Matthew Debris Operations; Fripp Island SC; Lead GIS Specialist and Filed Supervisor Debris Monitoring; Witt ‘O’Brien’s; 2016 – 2017
• Hurricane Hermine Debris Operations; Leon County/Tallahassee, FL; Lead GIS Specialist and Filed Supervisor Debris Monitoring; Witt ‘O’Brien’s; 2016 – 2017
• USDA Avian Influenza Outbreak; Minnesota Emergency Operation Center Activation; Supply Unit Lead; Witt O’Brien’s; 2014 – 2015 • Hurricanes Katrina, Rita, Gustav, and Ike; State of Louisiana Governor’s Office of Homeland Security and Emergency Preparedness; Reviewing approximately 30 local Hazard Mitigation Plans; Witt O’Brien’s; 2009-12 Morgan Johnson, MPH | Planner/GIS Specialist
Expertise & Certifications
• FEMA Master Exercise
Practitioner
• HAZUS Professional
• HSEEP Certified
• ICS 100-400, 700, 800
• Public Health Emergency
Planning, Training,
Exercise and Operations
• Emergency Management
• Emergency Planning
• Emergency Operations &
Response
• Mass Care Planning &
Operations
Years of Experience
• 20+ years of experience
Education
• MPH, Health Behavior
and Health Education
• BS, Psychology
Profile
Morgan Johnson began her career in front line positions with Public Health Rapid Response groups supporting the State of North Carolina and Federal Emergency Management Agency (FEMA) Region IV. Ms. Johnson has acquired over 20 years of comprehensive emergency preparedness and response experience serving in key planning, training, exercise and operations roles in local, state and federal response for both the public and private sectors.

Over her career, Ms. Johnson has applied her talents and subject matter expertise in multi-region planning efforts, national-level exercises, technology adoption, and strategic data modelling to support the development of various cross-jurisdictional emergency management plans and the application of new and emerging technologies to the emergency management sphere.

With her specific background in public health, Ms. Johnson is a sought-after subject matter expert (SME) for pandemic planning, response, and recovery, with experience in strategic planning and field operations for pandemic response. During the COVID-19 pandemic, Ms. Johnson applied her public health and emergency management subject matter expertise to support COVID-19 response and After-Action Reviews in the City of Baltimore and the State of Oregon, as well as acting as a strategic advisor for the California COVID Testing Taskforce. She also served as project manager for the development and deployment of FEMA’s Platform for Understanding Lifeline Stabilization of the Economy (PULSE), in use currently as a forecasting tool for post-disaster economic recovery.

In addition to these skills, Ms. Johnson also has extensive experience in the development of GIS solutions for emergency management planning and response. Since 2003, she has worked with teams to develop GIS-based data collection and decision support tools that promote situational awareness and efficient command decisions for emergency managers at the local, state and federal levels.

Relevant Project Experience
Senior Planner - FEMA Region 2 Regional and Caribbean All Hazards Plans, Power and Biological Incident Annexes
• Served as Senior Planner, developing plans in accordance with the Federal Operations Planning Manual (FOPM) and FEMA Community Lifelines. Supervised multi-disciplinary teams of planners and served as the lead for managing project performance. Performed information analysis, course of action (COA) development, stakeholder workshop development and facilitation along with execution of tabletop and functional exercises.

Morgan Johnson, MPH | Planner/GIS Specialist
Project Executive/Planning SME - Montgomery County Texas Hazard Mitigation Plan Update • Managed contract and provides strategic direction to Montgomery County Office of Homeland Security and Emergency Management Planning Team. Provides subject matter expertise in GIS, HAZUS and risk mapping along with stakeholder engagement and planning best practices.

Business Continuity and Strategic Planning Lead – California Health and Human Services COVID-19 Response and Recovery
• Lead Strategic Planning for the Emergency Medical Services Authority (EMSA) and California COVID-19 Testing Taskforce. Provided situational awareness updates and strategic operational planning recommendations to California COVID-19 Testing Taskforce Lead. Led development of EMSA 5-year strategic plan, incorporating lessons learned from the agency’s response to the COVID-19 pandemic as well as priorities articulated by parent agencies and the Governor’s office.

Lead Planner - North Carolina Dept of Health & Human Services County-level Pandemic Influenza Plans • Lead development of 33 North Carolina county-level Pandemic Influenza Plans. Worked with local stakeholders across many response agencies and staff levels to develop comprehensive plans that could integrate seamlessly with regional and state resources and key stakeholders. Delivered planning seminar for stakeholders to review and develop follow-on actions plans.

Exercise Director - New York City Department of Health and Mental Hygiene - Community Outreach Team Deployment: Development, Training and Full-scale Exercise • Ms. Johnson served as the lead for developing plans and training the first agency Community Outreach Teams to assist in outbreak investigations and public messaging for city disasters involving public health response. The development of these teams included training in ICS, community surveillance and crisis communication, and teams were organized using staff from across the agency. Ms. Johnson also served as Lead Exercise Designer and Exercise Director for the 2011 Full-scale Community Outreach Team Deployment Exercise, responsible for developing the full-scale exercise toolkit in compliance and consistency with the federal HSEEP. The toolkit included the develop of the response scenario and all exercise injects, the Situation Manual, Controller/Evaluator Handbook, and Exercise evaluation guides (EEGs). As Exercise Director, Ms. Johnson coordinated a multi-agency exercise team including participants from New York City Police Department and the New York City Office of Emergency Management.

Project Manager and Exercise SME - Department of Homeland Security Science & Technology Directorate – Shaken Fury 2019 National Level Exercise, Responder Experiential Adoption Program • In her role as the technology engagement and exercise specialist, Ms. Johnson worked to align state-of-the-art emergency management technologies developed by private sector entities and public-private partnerships with stated goals and objectives of on-the-ground emergency responders, including local, state, federal, and international response agencies. Ms. Johnson utilizes her MEP certification to deftly incorporate demonstrations of new technologies into functional and full-scale exercise environments, including HSEEP-compliant documentation of exercise processes and outcomes.

Project Manager and GIS SME - FEMA Office of Business, Industry, Infrastructure and Innovation - PULSE • As a data professional, Ms. Johnson developed a comprehensive data platform and reporting requirements that played a pivotal role in supporting both blue sky preparedness efforts and emergency response initiatives. Her work was instrumental in providing situational awareness to agency leadership on current and forecasted economic landscapes, as well as potential courses of action based on a combination of economic, health, and community data inputs. Ms.

Johnson's expertise enabled the agency to effectively respond to crises such as the California wildfires, Hurricanes Irma & Maria, Puerto Rico Earthquakes, and COVID-19 pandemic. By analyzing and integrating diverse data sources, Ms. Johnson empowered agency leaders to make informed decisions and take proactive measures to safeguard affected communities. Her contributions were critical in ensuring efficient emergency response and preparedness efforts, and her dedication to data-driven decision-making proved invaluable in navigating complex and rapidly changing situations.

Gail Leek | Planner
Expertise & Certifications
• Mitigation Planning
Specialist
• Local Mitigation Strategy
(LMS) Plans
• Hazard Mitigation Plans
• FEMA Hazard Mitigation
Grants:404 and 406
• Hazard Mitigation Grant
Program (HMGP)
• Public Assistance (PA)
• Benefit-Cost analysis
Years of Experience
• 18+ years of experience
Education
• BS, Business
Administration
Profile
Gail Leek is an Emergency Management (EM) planning professional with more than 14 years of experience and expertise in researching and writing comprehensive EM county plans and grants under the Federal Emergency Management Agency (FEMA) guidelines for preparedness, response, recovery and hazard mitigation as related to emergency and disaster events.

In addition to her EM work, she is also an accomplished business development, marketing and communications professional with knowledge in process improvement methods and a comprehensive financial management and accounting specialist.

Relevant Project Experience
Emergency Management Planner/Consultant | The Management Experts LLC (contract position - 2007 to present)
• Planning: Research, analyze and write comprehensive EM county plans.

In addition to the hazard mitigation blueprints, other areas of planning expertise include Comprehensive Emergency Management Plans (CEMP); Post-Disaster Redevelopment Plans (PDRP); Local Disaster Housing Plans; Interoperable Emergency Communications Plans; evacuation plans; standard operating guidelines; and goals, objectives and policies for County Comprehensive Plans.
• Consulting: Participation in several active shooter exercises as an evaluator and produced after action reports from the training exercises.

Conducted several county hazard mitigation meetings and facilitated post- disaster redevelopment workshops. Completed public assistance reimbursements, emergency protective measures, category B after Hurricane Michael to assist a few counties in the Florida panhandle to recover.
• Hazard Mitigation Plans: Recently completed the 24th hazard mitigation plan which met all requirements of 44 CFR § 201.6. Worked with local working group members consisting of membership from each jurisdiction on the risk assessment portion of the plan. With analysis and guided direction in identifying the risk and vulnerability related to a specific natural hazard, the community proposes mitigation initiatives or projects and allocate the limited financial resources.
• Hazard Mitigation Grant Program: Assisted the local counties with the development of the HMGP application and administration of the grant.

Worked directly with the State engineers in preparing the benefit cost analysis on the mitigation project and follow all requirements of the Hazard Mitigation Assistance guidance. Successfully completed three wind retrofit projects on county critical facilities from initiation to close out.

Gail Leek | Planner
Mitigation Planning Specialist | Colorado Division of Homeland Security & Emergency Management (9-month full-time contract position – 2017)
• Enhanced State All-Hazard Mitigation Plan (E-SHMP): Assisted in the development of the RFP for the E-SHMP.

Researched components for the plan: Statewide integration on planning initiatives and mitigation programs from the following sectors: (emergency management, economic development, land use development, housing, health and social services, infrastructure and natural and cultural resources). Evaluated the natural, technical and human-caused hazards that impact the State. Analyzed Colorado’s best practices and successful mitigation. Reviewed and examined the State’s mitigation goals and objectives. Member on the State Hazard Mitigation Team guiding the development and implementation of the E-SHMP. Participated as a committee member in evaluating the E-SHMP RFP’s and developed the scoring and analysis materials.

Business Manager | Sigma Consulting Resources LLC (2000 to present) • Financial: Manage revenue, develop budgets, prepare and audit financial statements and statistical reports. Formulate year- end closing and company tax documentation.
• Administration: Research and write proposals for business development. Assist in the research and writing of training materials. Develop and direct marketing strategies, promotional materials and website content.

Marketing Manager | International Council of Shopping Centers (1999 to 2000) • Marketing: Managed the production of promotional copy for the 1000 + marketing/advertising materials (i.e. catalogs, directories, brochures, letters, advertisements and flyers). Developed and maintained marketing strategies to meet the organizational objectives. Directed work of graphic artists on all marketing/communication materials.

Marketing Director | ACFE (1993 to 1999)
• Marketing: Hired, trained, supervised and directed staff for the Marketing and Public Relations Department.

Researched, analyzed and management numerous domestic and international direct marketing campaigns. Managed the production of promotional copy for all of the catalogs, brochures, letters, and advertisements. Directed work of graphic artists on all marketing materials.

Stuart Wallace | Planner
Expertise & Certifications
• HSEEP certified
• Hazard Mitigation
Planning
• Training
• Workshops
• HSEEP Exercises and
Workshops
• Conference Presentations
• Emergency Management
Response and Recovery
Planning
Years of Experience
• 40+ years of experience
Education
• MS, Landscape
Architecture
• MS, Civil Engineering
• BS, Landscape
Architecture
Profile
Stuart Wallace is an experienced planner with more than 40 years of professional consulting experience. Throughout his working experience Mr.

Wallace has specialized in helping create and implement emergency management and hazard mitigation plans with federal, state, and regional agencies as well as hundreds of local jurisdictions across the nation.

Relevant Project Experience
Subject Matter Expert Consultant, Hazard Mitigation Planning Training Modules, FEMA Region III, Philadelphia, Pennsylvania, 2020 • Stuart Wallace, working as a subject matter expert consultant through a contract with Michael Baker International, contributed to development of five different training modules for FEMA Region III. The modules represent a new approach for hazard mitigation planning training. The training is designed to be delivered on a “just- in-time” basis for local communities as they work their way through the four main phases of hazard mitigation planning
Project Manager, DMA 2000 Program Support, FEMA Headquarters and Regional Offices, 2000 – 2006
• Stuart Wallace supported FEMA as the lead consultant Project Manager for URS during development of the hazard mitigation planning program consistent with DMA 2000, including:
− Development of FEMA’s State and Local Hazard Mitigation Planning ‘How-to Guides’.
− Development of FEMA’s Multi-Hazard Mitigation Planning Guidance − State and Local Mitigation Plan Review Training for FEMA and State Mitigation Planners.
− State and Local Mitigation Plan Reviews.

Project Manager, Technical Reviewer, Quality Assurance Officer, and Principal Author, DMA 2000 hazard mitigation planning projects including, Multiple jurisdictions,
• State Hazard Mitigation Plans for eight States/Territories including Alabama, Arizona, Guam, Louisiana, Puerto Rico, Rhode Island, Virginia, and the US Virgin Islands
• Multi-Jurisdictional Hazard Mitigation Plans for over fifty counties and regional commissions across the United States incorporating the participation of hundreds of municipalities and providing coverage for millions of constituents.
• Local Hazard Mitigation Plans for communities as far flung as Juneau, Alaska; Atlantic City, New Jersey; and Xenia, Ohio.

Stuart Wallace | Planner
Floodplain Management and Hazard Mitigation Planning Training and Workshops Stuart Wallace led efforts to deliver FEMA training and workshops as well as produced specialized versions of hazard mitigation planning workshop materials:
• FEMA LOMC Training: In 2019 and 2020, Mr. Wallace delivered FEMA’s Letter of Map Change (LOMC) Training for multiple communities and floodplain managers in Pennsylvania, Virginia, and the District of Columbia for FEMA Region III.
• FEMA G-318 Hazard Mitigation Planning Workshop: In 2011, Mr. Wallace prepared and led a team in delivery of FEMA’s G-318 training for approximately 30 county emergency management coordinators in Pennsylvania regarding updates to county-level hazard mitigation plans and preparedness programs. In 2014, Mr. Wallace was part of a team that delivered the same course to an additional group of Pennsylvania coordinators. • FEMA G-393 Mitigation for Emergency Managers: Mr. Wallace prepared for and delivered FEMA’s G-393 training for more than 20 county and municipal emergency management and planning staff from the State of Maryland, Commonwealth of Virginia, and the District of Columbia regarding mitigation planning and project implementation. • Plan Implementation and Maintenance Workshops. Mr. Wallace produced and delivered training and working sessions with emergency managers and related agency staff in counties and individual municipalities regarding implementation of hazard mitigation projects and developing an on-going process for hazard mitigation plan updates.

This training program was offered to ensure that follow-up activities based on approved hazard mitigation plans are as effective as possible.

HSEEP Exercises and Workshops
Stuart Wallace led efforts to deliver Homeland Security Exercise and Evaluation Program (HSEEP) compliant training and workshops including the following representative examples:
• National Disaster Recovery Framework (NDRF) Implementation for Economic Recovery in FEMA Region I. Mr.

Wallace facilitated a Homeland Security Exercise and Evaluation Program (HSEEP) compliant workshop with public agencies and private sector partners from six New England states and FEMA Region I. The workshop was designed to increase awareness of how implementation of the NDRF in the wake of a large-scale disaster in New England can support sustained economic recovery. June 2017, Boston, Massachusetts. • New Jersey Urban Area Security Initiative Emergency Operations Planning: Mr. Wallace was the Project Manager for work with the New Jersey Office of Homeland Security and Preparedness over a three-year period to simultaneously update emergency operations plans (EOP) for seven counties and two cities in the New Jersey Urban Area Security Initiative (NJ UASI) Region. The work included production and delivery of HSEEP compliant tabletop exercises for each of the participating jurisdictions.
• Boston Area Regional Catastrophic Coordination Plan. Mr. Wallace was Project Director for work with five jurisdictions including the Boston Urban Areas Security Initiative (UASI), the Providence UASI, the Commonwealth of Massachusetts, the State of New Hampshire, and the State of Rhode Island that formed the Regional Catastrophic Planning Team (RCPT).
• Mr. Wallace directed all consultant team work in support of the RCPT to develop an all hazards Regional Catastrophic Coordination Plan that provides a framework in the form of regional protocols for catastrophic response.

The work included production and delivery of an HSEEP compliant combined tabletop exercise for the five participating jurisdictions.

Michael Gregory, CEM | Planner
Expertise & Certifications
• Certified Emergency
Manager (CEM)
• Hazard Mitigation
Planning
• Recovery and Response
• Emergency Operations
Planning
• FEMA Public Assistance
• Emergency Management
• Mitigation
• Business Continuity
• Training & Exercise
• Master Training Specialist
certification
Years of Experience
• 40+ years of experience
Education
• BS, Emergency
Management
• AS, Nuclear Engineering
Technology
Profile
Extensive experience, training and education in Emergency Management, Business Continuity and Public Safety. Strong leadership, management, team building, strategic planning, program/project management, emergency response, emergency planning, operations, logistics, outreach, interagency coordination, communications, administration, training, exercise, budget/finance, disaster reimbursement, human resources, grants management, communications and technology background.

Relevant Project Experience
CRC Specialist (TAC) (K-Rise/CCPRS, Riverside, CA 11/01/17- current)
• Collect, organize, review and validate Applicant-submitted documentation for Public Assistance grants.
• Develop damage description and dimensions, scope of work, and cost estimates for Public Assistance grants based on Applicant-provided documentation.
• Identify missing information and coordinate with counterparts and stakeholders to resolve gaps.
• Identify potential eligibility issues and address those issues in coordination with leadership in field and Consolidated Resource Center (CRC) offices.

Director, Emergency Management (LA Union Station, Los Angeles, CA 06/18/16-01/01/18)
• Emergency Management program director and security program administrator including staff supervision. Coordinate with all stakeholders including local/state emergency management, emergency responders (including fire/EMS and law enforcement/police/sheriff), transportation/mass transit, and local/state/federal/NGO/non-profit agencies. Provide policy and programmatic guidance to stakeholders to support the administrative management of technical documentation and records; manage relationships with stakeholders to collect, organize, and maintain information; and manage competing priorities to organize workload and achieve organizational goals. Duties and experience in developing and implementing emergency response plans necessary to determine shortfalls and variations between available resources and emergency response requirements and providing recommendations and information to leadership on emergency management preparedness, response, recovery, and mitigation.

Project Manager/Sr. EM Consultant-Planner (IEM, San Dimas, CA 08/27/12-06/18/16)
• Southern California point of contact (POC) for IEM on projects including EM program assessment, EM/EOC plans and procedures, regional recovery, regional disaster housing, mass care, transportation, and strategic planning.

Michael Gregory, CEM | Planner
• Developed multiple proposals and project plans. Conduct interagency/inter-jurisdictional collaboration, coordination and communication with local, state, federal, NGO, community, business, volunteer, higher education, school, nonprofit, military and other agencies and organizations including team supervision and management. Projects included Southern California Regional Recovery Project, Los Angeles County Recovery Planning, San Diego County Recovery Planning, Los Angeles World Airports EM Services, and Santa Barbara County and San Bernardino County FEMA TA. Provide policy and programmatic guidance to stakeholders to support the administrative management of technical documentation and records; manage relationships with stakeholders to collect, organize, and maintain information; and manage competing priorities to organize workload and achieve organizational goals.

Duties and experience in developing and implementing emergency response plans necessary to determine shortfalls and variations between available resources and emergency response requirements and providing recommendations and information to leadership on emergency management preparedness, response, recovery, and mitigation.

Emergency Manager (City of Ontario, Ontario, CA 06/08/09-08/01/12) • Served as Emergency Manager, responsible for administration of city emergency management program including financial/budget/procurement management and staff supervision. Develop and maintain policies, protocols, plans and procedures. Provide policy and programmatic guidance to stakeholders to support the administrative management of technical documentation and records; manage relationships with stakeholders to collect, organize, and maintain information; and manage competing priorities to organize workload and achieve organizational goals. Duties and experience in developing and implementing emergency response plans necessary to determine shortfalls and variations between available resources and emergency response requirements and providing recommendations and information to leadership on emergency management preparedness, response, recovery, and mitigation.

Technological Hazards Specialist (FEMA Region VII, Kansas City, MO 03/03/09-06/01/09) • As member of the Radiological Emergency Preparedness (REP) Program team, conducted assessment of local emergency planning to support nuclear power plants.
• Provide policy and programmatic guidance to stakeholders to support the administrative management of technical documentation and records; manage relationships with stakeholders to collect, organize, and maintain information; and manage competing priorities to organize workload and achieve organizational goals. • Developed multiple recommendations incorporated in the FEMA Radiological Emergency Preparedness (REP) Program Manual 2013 revision.
• Presented Situational Awareness session at the Contingency Planning and Management (CPM) West Conference and Exposition 2009.

Emergency Manager (Detroit Dept of Health, Detroit, MI 06/01/04-12/01/08) • Emergency management program administrator including staff supervision. Provide policy and programmatic guidance to stakeholders to support the administrative management of technical documentation and records; manage relationships with stakeholders to collect, organize, and maintain information; and manage competing priorities to organize workload and achieve organizational goals. Duties and experience in developing and implementing emergency response plans necessary to determine shortfalls and variations between available resources and emergency response requirements and providing recommendations and information to leadership on emergency management preparedness, response, recovery, and mitigation.

Emergency Preparedness Coordinator (MI Dept Community Health, Lansing, MI 12/01/02-06/01/04) • Served as State Emergency Planning/Emergency Preparedness/Bioterrorism Coordinator (EPC). Managed the state public health preparedness program. Provide policy and programmatic guidance to stakeholders to support the administrative management of technical documentation and records; manage relationships with stakeholders to collect, organize, and maintain information; and manage competing priorities to organize workload and achieve organizational goals.

Ricardo Soto-López | Planner
Expertise & Certifications
• Mitigation Planning
• CDBG
• FEMA Public Assistance
• Hazard Mitigation
• Cost Estimating
• Grant Writing
• Contract Management
• Emergency Management
• Budgeting
• Project Planning
• Research
• Program Management
• Curriculum Development
• Negotiation
• Strategic Planning
• Writing Skills
Years of Experience
• 43+ years of experience
Education
• MA, Intercultural Studies
• MS, Nonprofit
Management
• BS, Urban and Regional
Studies
Profile
Expertise in publicly supported development for housing, economic development, and infrastructure projects. Experienced in the use of Federal CDBG, CDBG-Recovery, CDBG-Disaster Recovery, and FEMA Public Assistance and Hazard Mitigation grant funding processes. Additional expertise in community coordination and public engagement in diverse urban and regional settings. Have secured, directed, and managed over $40,000,000 in public, private, and philanthropic funding. Fluent in English and Spanish.

Relevant Project Experience
Hazard Mitigation Strategist, Hawaii Emergency Management Agency - Hawaii, HI, March 2022 to Present
• Supported strategic planning in anticipation of the State Hazard Mitigation Plan update under contract with the Federal Emergency Management Agency. Conduct SWOT sessions with the State Hazard Mitigation Forum and Hawaii Earthquake and Tsunami Advisory Council. Trained in State Emergency Operations Center operations in the event of Emergency Response Team activation.

Construction Analyst-Cost Estimator, Federal Emergency
Management Agency - Sacramento, CA, January 2020 to February 2022
• Trained and experienced in the Public Assistance Cost Estimating Process. Reviewed Damage Descriptions and Dimensions (DDDs) and developed Scopes of Work and Cost Estimates to determine eligibility for Public Assistance funding per FEMA policies and procedures. Obligated over $2,400,000 in Category, A, B, C, Public Assistance grants remotely during the COVID-19 pandemic. Trained and certified in Mitigation planning.

Community Captain, Central Florida Disaster Resiliency InitiativeWinwood East Altamonte - Altamonte Springs, FL, January 2018 to December 2020
• Coordinated community-based disaster preparedness plan that works to build community resiliency through partnerships with the public and private sectors, nonprofits, and faith-based organizations in the East Altamonte community.
• Conceptualized a "hub and spokes" planning approach to establishing supply hubs in this community based on a land-use analysis. Conducted community outreach, organized meetings, implemented participatory budget approach to secure $15,000 disaster recovery supplies grant, and identified potential "hub" for this effort.

Ricardo Soto-López | Planner
Construction Analyst, US SBA-Office of Disaster Assistance - Herndon, VA January 2017 to December 2018 • Trained and experienced in the SBA Loss Verification process in response to Hurricanes Harvey in Texas, Irma in Florida, Maria in Puerto Rico, and the Virgin Islands. Conducted remote and on-site damage assessments, documented millions of dollars in losses and recommended mitigation actions. Provided program and customer service support for economic base recovery to the US SBA Office of Disaster Assistance-Field Operations Center East in response to Hurricane Michael in Panama City, FL.

Campus Planner, Teen Challenge International Central Florida - Sanford, FL January 2015 to May 2016 • Conducted physical existing conditions assessment of underutilized five-acre urban mixed-use campus.

Conceptualized redevelopment plan based on land use elements that promote water and energy efficiency.

Coordinated student participatory planning process, government liaison, and community engagement functions.

Drafted Community Development Block Grant application and secured $207,500 for a dorm rehabilitation project.

Community Planner, NYS Governor's Office of Storm Recovery-Community Reconstruction - New York, NY January 2014 to December 2014
• Undertook consultant contract management, monitored delivery of community land use assets inventory, risk assessments, and facilitation of planning committees within a strict six-month deadline, leading to communitygenerated resiliency projects totaling $12MM from Hurricane Sandy CDBG-Disaster Recovery program.

Community Developer, Strong Cities & Communities Fellowship - City of Chester, PA January 2012 to December 2014
• Selected to SC2 Fellowship by the German Marshall Fund/US HUD through a national competitive process: Devised public engagement strategy to promote Main Street arts, cultural corridor in the city of Chester, PA. Facilitated the organizational development of the Chester Cultural Corridor Partnership and Strategic Framework. Provided technical assistance to secure a $287K Pew Foundation grant to further the work at fellowship completion.

Senior Community Developer, Milano Community Development Research Center - New York, NY January 2010 to December 2012
• Conducted property management inspections, energy efficiency upgrades, grant writing, and community development programming for South East Bronx Community Development on a volunteer and full-time basis while completing required courses in Nonprofit Management and Urban Policy-The New School for Public Engagement in New York City.

Community Development Program Manager-HUD Administrator, Seminole County - Sanford, FL, January 2008 to July 2010
• Responsible for the overall administration of $3.7MM annual allocation of federal Community Development Block Grant and HOME funding, deployed over $12.3MM in additional funding including the Neighborhood Stabilization Program and CDBG-Recovery Program, $1.5MM in Emergency Service and Rapid Rehousing Grant Programs.

Supervised the work of county community development project managers.

Community Redevelopment Manager Historic Town of Eatonville - Eatonville, FL January 2006 to December 2007
• Monitored construction of the CRA East Kennedy Blvd. $2.7MM streetscape and façade improvements program in coordination with Public Works Department as per overall commercial corridor land use plan. Administered $245K annual budget, directed town's land use, historic preservation, business permitting unit, and staff.

Senior Redevelopment Planner, Community Redevelopment Agency - Winter Park, FL January 2003 to December 2006
• Project Manager for Railroad Avenue apartments redevelopment (30 units) totaling $2.0M. Facilitated the organizational development of the Hannibal Square Community Land Trust (CLT). Developed land use plan and housing elements, project managed the construction of 10 CLT homes totaling $1.2M, secured CDBG $100K for water infrastructure improvements and $300K for CLT operations.

Page | B-1
Appendix B. Required Forms
Please see the following pages for our completed required forms:
• Attachment A: Statement of Non-Collusion by Contractor • Attachment B: Subcontractor Campaign Contribution Acknowledgement Form • Attachment C: Sam.gov Verification – Debarment & Suspension Verification • Attachment D: Fee Schedule
• Attachment F: Certificate of Insurance
• Attachment G: W-9
City of West Covina Request for Proposals
Local Hazard Mitigation Plan Preparation Services

Page 12 of 45 ends

West Covina City CouncilMarch 17, 2026

West Covina City Council
March 17, 2026