EXECUTIVE COMMITTEE AGENDA · 2020. 9. 17. · EXECUTIVE COMMITTEE MEMBERS WILL RECEIVE A UNIQUE PANELIST LINK BY EMAIL. PLEASE USE THIS LINK TO PARTICIPATE IN THIS MEETING. EXECUTIVE

EXECUTIVE COMMITTEE MEMBERS WILL RECEIVE A UNIQUE PANELIST LINK BY EMAIL. PLEASE USE THIS LINK TO PARTICIPATE IN THIS MEETING.

EXECUTIVE COMMITTEE

AGENDA

MONDAY, SEPTEMBER 21, 2020 4:30 p.m.

Pursuant to Governor Newsom’s Executive Order N-29-20 (March 18, 2020), the Executive Committee

meeting will only be conducted via video/teleconferencing.

INSTRUCTIONS FOR PUBLIC PARTICIPATION

Members of the public may use the following link: https://us02web.zoom.us/j/81371325783?pwd=Q2Y2eGh2R0FKT0hCUUd4ck82WVNCUT09

Password: 439285

One Tap Mobile: +16699009128,,81371325783#

Dial In: +1 669 900 9128

Webinar ID: 813 7132 5783

Password: 439285

This will provide listening access and ability to address the

Executive Committee when called upon.

IF YOU ARE UNABLE TO CONNECT VIA DIAL IN OPTION, PLEASE CALL 760-346-1127.

Public Comment is encouraged to be emailed to the Executive Committee prior to the meeting at [email protected] by 5:00 p.m. on the day prior to the committee meeting.

Comments intended to be read aloud should be no more than 300 characters.

THIS MEETING IS HANDICAPPED ACCESSIBLE.

ACTION MAY RESULT ON ANY ITEMS ON THIS AGENDA.

https://us02web.zoom.us/j/81371325783?pwd=Q2Y2eGh2R0FKT0hCUUd4ck82WVNCUT09

mailto:[email protected]

1. CALL TO ORDER – Chair Glenn Miller, Mayor, City of Indio 2. ROLL CALL A. Member Roster P5 3. PUBLIC COMMENTS ON AGENDA ITEMS

This is the time and place for members of the public to address the Executive Committee on agenda items. At the discretion of the Chair, comments may be taken at the time items are presented. Please limit comments to three (3) minutes.

4. CHAIR / EXECUTIVE DIRECTOR ANNOUNCEMENTS A. Recap of CVAG’s 2020 General Assembly

B. Completion of Palm Drive Bike and Pedestrian Safety Program

Improvements – Desert Hot Springs Mayor Scott Matas 5. CONSENT CALENDAR A. Approve the June 29, 2020 Executive Committee Meeting Minutes P6

B. Authorize Executive Director to have Signature Authority of up to $50,000 P14

for Capital Expenditures and up to $25,000 for Other Expenditures, Provided Such Expenses are Consistent with CVAG and/or Project Budget and Implements Adopted Policies

C. Authorize the Executive Director to negotiate and execute Amendment #1 P16 to the Memorandum of Understanding between CVAG and Riverside County for strategic planning and implementation of the Coachella Valley homelessness collaborative, extending the term of the contract for Government Affairs and Public Policy Advisor Greg Rodriguez through June 30, 2021 for an additional $90,000

D. Approve Resolution 20-005 Authorizing CVAG to Act as Lead Applicant P19 for Funding from CalRecycle for Used Oil Recycling Program, and Program’s Fiscal Year 2020/2021 Budget

E. Approve Contract with HDR Engineering, Inc. to Prepare Fee P24 Automation and ArcGIS Online Project; and Authorize Executive Director to Finalize and Execute Contract Not to Exceed $79,002, for Contract Term Ending December 31, 2021

F. Authorize Executive Director to Execute Amendment No. 1 to P75 Professional Services Agreement with Hoy Civil Engineering, Extending the Term to December 2022 and Providing for Additional $55,000 a Year, and Authorize Executive Director and/or Legal Counsel to Make clarifying Revisions Before Finalizing

G. Approve Amendment No 1 for No Cost Extension to Western P81 Coachella Valley Flooding and Blowsand Risk Assessment Contract with Michael Baker International, Inc., Extending to December 31, 2020, and Authorizing the Executive Director and/or Legal Counsel to Make Minor Revisions Prior to Execution

H. Approve Amendment No. 1 to Reimbursement Agreement P86

Between CVAG, Riverside County and City of Coachella for Avenue 48 Between Van Buren Street and Dillon Road Widening Project, in Amount Not to Exceed $650,000 for Final Design and Right-of-Way Acquisition, and Authorize Executive Director and/or Legal Counsel to Make Clarifying Changes Before Execution

5.1 ITEM(S) HELD OVER FROM CONSENT CALENDAR 6. DISCUSSION / ACTION

A. Additional Funding for Avenue 50 Bridge Over the Coachella Valley P91

Stormwater Channel – Martin Magana

Recommendation: Approve Amendment Number One to an existing reimbursement agreement between CVAG and the City of Coachella, providing final design and right-of-way funding for the Avenue 50 bridge over the Coachella Valley Stormwater Channel, in a not-to-exceed amount of $5,902,835, including a regional share of $4,427,126, and authorizing the Executive Director and/or Legal counsel to make clarifying changes before executing the agreement.

B. Additional Funds for 2019 Bicycle and Pedestrian Safety Program – P97

Cathedral City ATP Projects – Eric Cowle Recommendation: Approve an additional $201,972 in regional funding for Cathedral City’s 2019 ATP Projects, for a total not-to-exceed project amount of $961,081, and authorize the Executive Director and/or legal counsel to make the necessary clarifications to the agreements with KOA and Cathedral City.

C. Creation of the FED UP Task Force to Address Railroad-Related P99

Negotiations – Erica Felci Recommendation: Direct the Executive Director, in consultation with CVAG’s Executive and Transportation Committee Chairs, to establish the Facilitating Equitable Deals with Union Pacific (FED UP) Task Force.

D. CV Housing First Options for 2021 – Greg Rodriguez P105

Recommendation from the CV HEART Ad Hoc Committee: Authorize the Executive Director to take the necessary steps to transition CV Housing First from an outsourced program to one operated by CVAG staff.

7. INFORMATION

a) Status of I-10 Interchange Projects P112

b) CVAG Regional Arterial Program - Project Status Report P113 c) CVAG Regional Arterial Program - Contract Status Report P114 d) CVAG Quarterly Investment Report P115 e) Bicycle/Pedestrian Safety Program - Project Status Report P116

f) Executive Committee Attendance Roster P117

g) CV Link Update P118

h) Letter outlining the Planned Scope and Timing of the Audit for Fiscal Year P119

Ended June 30, 2020, pursuant to Statements on Auditing Standards No. 114 (SAS 114)

i) PACE Update P122 j) Project Homekey Update P123 k) Agreed Upon Procedures Auditing Services for CV Housing First P124

8. LEGISLATIVE ITEMS 9. PUBLIC COMMENTS ON NON-AGENDA ITEMS

This is the time and place for members of the public to address the Executive Committee on items of general interest within the purview of this committee. Please limit comments to two (2) minutes.

10. ANNOUNCEMENTS

Upcoming Zoom Webinar Meeting: Joint Meeting of the Executive and Transportation Committees – Monday, October 19, 2020 at 4:30 p.m.

11. ADJOURNMENT

Jurisdiction Members

City of Blythe Joseph De Coninck

Councilmember

City of Cathedral City John Aguilar

Mayor

City of Coachella Steven Hernandez Mayor

City of Desert Hot Springs Scott Matas

Mayor

City of Indian Wells Ty Peabody Mayor

City of Indio, Chair Glenn Miller

Mayor

City of La Quinta Linda Evans Mayor

City of Palm Desert Sabby Jonathan

Councilmember

City of Palm Springs, Vice Chair Geoff Kors

Mayor

City of Rancho Mirage Ted Weill Mayor Pro Tem

County of Riverside

Kevin Jeffries, 1st District Supervisor

Karen Spiegel, 2nd District Supervisor Chuck Washington, 3rd Dist. Supervisor

V. Manuel Perez, 4th District Supervisor

Jeff Hewitt, 5th District Supervisor

Agua Caliente Band of Cahuilla Indians Jeff Grubbe

Tribal Chair

Cabazon Band of Mission Indians Douglas Welmas Tribal Chair

ITEM 2A

EXECUTIVE COMMITTEE MINUTES OF JUNE 29, 2020 PAGE 1

1. CALL TO ORDER

The Executive Committee meeting was called to order by CVAG Chair Jeff Grubbe, Agua Caliente Band of Cahuilla Indians, at 4:32 p.m. via a Zoom webinar, which was pursuant to Gov. Newsom’s executive order governing how meetings are held during the COVID-19 pandemic.

2. ROLL CALL A roll call was taken, and it was determined that a quorum was present. Those in attendance

were as follows: MEMBERS PRESENT AGENCY Councilmember Joseph DeConinck City of Blythe Mayor John Aguilar City of Cathedral City Mayor Steven Hernandez City of Coachella Mayor Scott Matas City of Desert Hot Springs Mayor Ty Peabody City of Indian Wells Mayor Glenn Miller City of Indio (Joined after Item 5) Mayor Linda Evans City of La Quinta Councilmember Sabby Jonathan City of Palm Desert Mayor Geoff Kors City of Palm Springs Mayor Pro Tem Ted Weill City of Rancho Mirage Supervisor Karen Spiegel County of Riverside 2nd District (Joined after Item 5) Supervisor V. Manuel Perez County of Riverside 4th District Supervisor Jeff Hewitt County of Riverside 5th District (Joined during Item 6D)

Tribal Chair Jeff Grubbe Agua Caliente Band of Cahuilla Indians Tribal Member Brenda Soulliere Cabazon Band of Mission Indians MEMBERS NOT PRESENT AGENCY Supervisor Kevin Jeffries County of Riverside 1st District Supervisor Chuck Washington County of Riverside 3rd District OTHERS PRESENT AGENCY Lauri Aylaian City of Palm Desert Anne Azzu KOA Sherry Barkas The Desert Sun Aaron Hake Riverside County Transportation Commission Jonathan Hoy Hoy Engineering

ITEM 5A

The audio file for this committee meeting can be found at: http://www.cvag.org/audio.htm Any handouts distributed during the meeting will placed in the meeting file.

http://www.cvag.org/audio.htm


Chuck Maynard City of Desert Hot Springs Charles McClendon City of Cathedral City Jon McMillen City of La Quinta David Ready City of Palm Springs Greg Rodriguez County of Riverside Patricia Romo County of Riverside David Salgado SCAG Erin Sasse League of California Cities Ted Seldin Paul Slama Cabazon Band of Mission Indians Brittney Sowell SunLine Transit Agency Tom Tokheim

STAFF PRESENT Tom Kirk Gary Leong Katie Barrows Martin Magaña Erica Felci Eric Cowle Bassam Al-Beitawi Kathleen Brundige Tom Cox Jim Sullivan Joanna Stueckle Oscar Vizcarra Beverly Newton Michael Jenkins CVAG Legal Counsel

3. PUBLIC COMMENTS ON AGENDA ITEMS None.

4. EXECUTIVE COMMITTEE / DIRECTOR COMMENTS Tom Kirk reminded attendees the CVAG’s annual General Assembly was being held following the Executive Committee meeting, and that it would start at 6 p.m. via a separate Zoom webinar.

5. CONSENT CALENDAR

Mayor Peabody asked that item 5H be pulled from the consent calendar for the purpose of abstaining. IT WAS MOVED BY MAYOR EVANS AND SECONDED BY MAYOR MATAS TO:

A. APPROVE THE JUNE 8, 2020 EXECUTIVE COMMITTEE MEETING MINUTES

B. AUTHORIZE UPDATING OF SIGNATURE CARDS, SUBJECT TO GENERAL ASSEMBLY APPROVING THE 2020 ROTATION FOR THE 2020/2021 CHAIR


C. APPROVE A ONE-YEAR EXTENSION FOR AUDITING SERVICES WITH LANCE, SOLL & LUNGHARD, LLP (LSL) AT A COST NOT-TO-EXCEED $21,800

D. AUTHORIZE EXECUTIVE DIRECTOR TO EXECUTE A MEMORANDUM OF UNDERSTANDING BETWEEN CVAG AND LA QUINTA HOUSING AUTHORITY FOR CV HOUSING FIRST IN AMOUNT OF $83,333

E. APPROVE EXERCISING OPTION TO RENEW CONTRACT WITH M&M SWEEPING,

INC. FOR CVAG’S REGIONAL PM10 STREET SWEEPING PROGRAM FROM JULY 1, 2020 TO JUNE 30, 2022 FOR A NOT-TO-EXCEED AMOUNT OF $662,876.63 PER YEAR, WITH OPTION FOR ADDITIONAL TWO YEARS

F. AUTHORIZE EXECUTIVE DIRECTOR TO EXECUTE AN AMENDMENT TO RIGHT OF WAY SERVICES AGREEMENT WITH COUNTY OF RIVERSIDE ECONOMIC DEVELOPMENT AGENCY (EDA) FOR INCREASE IN HOURLY RATE RELATED TO CV LINK PROJECT AND AUTHORIZE THE CVAG EXECUTIVE DIRECTOR AND/OR LEGAL COUNSEL TO MAKE MINOR CHANGES/REVISIONS FOR CLARIFICATION PURPOSES

G. AUTHORIZE EXECUTIVE DIRECTOR TO APPROVE AMENDMENT NUMBER ONE TO REIMBURSEMENT AGREEMENT WITH CITY OF LA QUINTA FOR TIME TRIGGER EXTENSION TO MAY 30, 2021 RELATED TO INTERSECTION IMPROVEMENTS AT WASHINGTON STREET AND FRED WARING DRIVE

H. This item was held over by Mayor Peabody for the purpose of abstaining on the item.

THE MOTION CARRIED TO APPROVE ITEMS 5A THROUGH 5G WITH 12 AYES AND 5 MEMBERS ABSENT. COUNCILEMBER DECONINCK AYE MAYOR AGUILAR AYE MAYOR HERNANDEZ AYE MAYOR MATAS AYE MAYOR PEABODY AYE MAYOR MILLER ABSENT MAYOR EVANS AYE COUNCILMEBER JONATHAN AYE MAYOR KORS AYE MAYOR PRO TEM WEILL AYE SUPERVISOR JEFFRIES ABSENT SUPERVISOR SPIEGEL ABSENT SUPERVISOR WASHINGTON ABSENT SUPERVISOR PEREZ AYE SUPERVISOR HEWITT ABSENT TRIBAL CHAIR GRUBBE AYE

TRIBAL MEMBER SOULLIERE AYE

5.1 ITEM(S) HELD OVER FROM CONSENT CALENDAR H. APPROVE AMENDMENT NO. 7 FOR NO-COST EXTENSION TO CV LINK CONTRACT

WITH ALTA PLANNING & DESIGN, ENDING ON SEPTEMBER 30, 2020.


Chair Grubbe entertained a motion and second after no discussion. IT WAS MOVED BY MAYOR EVANS AND SECONDED BY MAYOR MATAS TO APPROVE AMENDMENT NO. 7 FOR NO-COST EXTENSION TO CV LINK CONTRACT WITH ALTA PLANNING & DESIGN, ENDING ON SEPTEMBER 30, 2020. THE MOTION CARRIED TO APPROVE ITEM 5H WITH 13 AYES, 1 ABSTAINTION AND 3 MEMBERS ABSENT. COUNCILEMBER DECONINCK AYE MAYOR AGUILAR AYE MAYOR HERNANDEZ AYE MAYOR MATAS AYE MAYOR PEABODY ABSTAIN MAYOR MILLER AYE MAYOR EVANS AYE COUNCILMEBER JONATHAN AYE MAYOR KORS AYE MAYOR PRO TEM WEILL AYE SUPERVISOR JEFFRIES ABSENT SUPERVISOR SPIEGEL AYE SUPERVISOR WASHINGTON ABSENT SUPERVISOR PEREZ AYE SUPERVISOR HEWITT ABSENT TRIBAL CHAIR GRUBBE AYE TRIBAL MEMBER SOULLIERE AYE

6. DISCUSSION / ACTION A. Resolution No. 20-004 adopting CVAG’s 2020/2021 Fiscal Year Annual Budget, Salary

Schedule, and Allocated Positions – Gary Leong Gary Leong presented the staff report. Brief member discussion ensued. IT WAS MOVED BY MAYOR EVANS AND MAYOR PRO TEM WEILL TO APPROVE RESOLUTION NO. 20-004 ADOPTING CVAG’S 2020/2021 FISCAL YEAR ANNUAL BUDGET, SALARY SCHEDULE, AND ALLOCATED POSITIONS. THE MOTION CARRIED TO APPROVE ITEM 5H WITH 14 AYES, AND 3 MEMBERS ABSENT. COUNCILEMBER DECONINCK AYE MAYOR AGUILAR AYE MAYOR HERNANDEZ AYE MAYOR MATAS AYE MAYOR PEABODY AYE MAYOR MILLER AYE MAYOR EVANS AYE COUNCILMEBER JONATHAN AYE


MAYOR KORS AYE MAYOR PRO TEM WEILL AYE SUPERVISOR JEFFRIES ABSENT SUPERVISOR SPIEGEL AYE SUPERVISOR WASHINGTON ABSENT SUPERVISOR PEREZ AYE SUPERVISOR HEWITT ABSENT TRIBAL CHAIR GRUBBE AYE TRIBAL MEMBER SOULLIERE AYE

B. Rotation of the Finance Committee Members – Gary Leong

Gary Leong presented the staff report. It was discussed that the annual rotation begins on July 1, 2020, and that members will serve a three-year term. Nominations for positions were Councilmember Jonathan and Nancy Pauly, Palm Springs Director of Finance and Treasurer. In the event Ms. Pauley is unable to serve on the committee, this item will return to the Executive Committee to determine an alternative member. IT WAS MOVED BY MAYOR EVANS AND SECONDED BY MAYOR KORS TO APPROVE AN ANNUAL ROTATION FOR THE FINANCE COMMITTEE MEMBERSHIP AND, APPOINT COUNCILEMEMBER SABBY JONATHAN AND PALM SPRINGS FINANCE DIRECTOR AND TREASURER NANCY PAULY TO SERVE ON THE FINANCE COMMITTEE. THE MOTION CARRIED WITH 14 AYES AND 3 MEMBERS ABSENT. COUNCILEMBER DECONINCK AYE MAYOR AGUILAR AYE MAYOR HERNANDEZ AYE MAYOR MATAS AYE MAYOR PEABODY AYE MAYOR MILLER AYE MAYOR EVANS AYE COUNCILMEBER JONATHAN AYE MAYOR KORS AYE MAYOR PRO TEM WEILL AYE SUPERVISOR JEFFRIES ABSENT SUPERVISOR SPIEGEL AYE SUPERVISOR WASHINGTON ABSENT SUPERVISOR PEREZ AYE SUPERVISOR HEWITT ABSENT TRIBAL CHAIR GRUBBE AYE


C. CVAG Officer Rotation for FY 2020/2021 – Erica Felci

Erica Felci presented staff report. Brief member discussion ensured.

IT WAS MOVED BY SUPERVISOR PEREZ AND SECONDED BY MAYOR MILLER TO NOMINATE THE REPRESENTATIVE FROM THE CITY OF INDIO TO SERVE AS FY


2020/2021 CHAIR AND THE REPRESENTATIVE FROM THE CITY OF PALM SPRINGS

TO SERVE AS 2020/2021 VICE CHAIR.

THE MOTION CARRIED WITH 14 AYES AND 3 MEMBERS ABSENT.

COUNCILEMBER DECONINCK AYE

MAYOR AGUILAR AYE

MAYOR HERNANDEZ AYE

MAYOR MATAS AYE

MAYOR PEABODY AYE

MAYOR MILLER AYE

MAYOR EVANS AYE

COUNCILMEBER JONATHAN AYE

MAYOR KORS AYE

MAYOR PRO TEM WEILL AYE

SUPERVISOR JEFFRIES ABSENT

SUPERVISOR SPIEGEL AYE

SUPERVISOR WASHINGTON ABSENT

SUPERVISOR PEREZ AYE

SUPERVISOR HEWITT ABSENT

TRIBAL CHAIR GRUBBE AYE


D. Contract Amendment Number Two for the I-10/Portola Interchange and Initial

Transportation Project Cash Flow Discussion – Jonathan Hoy

Jonathan Hoy, a CVAG consultant with Hoy Civil Engineering, presented the staff report and

gave a presentation. Discussion ensued.

IT WAS MOVED BY COUNCILMEMBER JONATHAN AND SECONDED BY

SUPERVISOR PEREZ TO:

1) APPROVE AMENDMENT NUMBER TWO TO THE REIMBURSEMENT AGREEMENT WITH THE COUNTY OF RIVERSIDE AND CITY OF PALM DESERT FOR THE I-10/PORTOLA AVENUE INTERCHANGE TO EXTENS THE TIME TRIGGER FOR ONE

YEAR TO JUNE 29, 2021; AND

2) DIRECT THE EXECUTIVE DIRECTOR TO PROVIDE A FIVE-YEAR CASHFLOW PROJECTION FOR APPROVED TRANSPORTATION PROJECTS, INCLUDING POTENTIAL FUTURE OBLIGATIONS, AND PROVIDE SHORT-TERM AND LONG-

TERM POLICY RECOMMENDATIONS.

THE MOTION CARRIED WITH 15 AYES AND 2 MEMBERS ABSENT.

COUNCILEMBER DECONINCK AYE

MAYOR AGUILAR AYE

MAYOR HERNANDEZ AYE

MAYOR MATAS AYE

MAYOR PEABODY AYE


MAYOR MILLER AYE

MAYOR EVANS AYE

COUNCILMEBER JONATHAN AYE

MAYOR KORS AYE

MAYOR PRO TEM WEILL AYE

SUPERVISOR JEFFRIES ABSENT

SUPERVISOR SPIEGEL AYE

SUPERVISOR WASHINGTON ABSENT

SUPERVISOR PEREZ AYE

SUPERVISOR HEWITT AYE

TRIBAL CHAIR GRUBBE AYE


7. INFORMATION

a) Status of I-10 Interchange Projects

b) CVAG Regional Arterial Program - Project Status Report c) Bicycle/Pedestrian Safety Program – Project Status Report

d) Executive Committee Attendance Roster e) Signal Synchronization Pilot Project

f) Update on the Western Coachella Valley Flooding and Blowsand Risk Assessment g) CVAG FY 2020/2021 Schedule of Meetings These items were placed in the agenda for member information.

8. LEGISLATIVE ITEMS

Erin Sasse, League of California Cities, provided an update to the state’s budget, scheduled to be signed by Governor Newsom. Ms. Sasse also discussed the CARES Act.

9. PUBLIC COMMENTS ON NON-AGENDA ITEMS

Mario Gonzalez, Palm Desert Gateway University, discussed the future Portola Interchange, speaking in favor of the project. Public comment was received via email from Samuel and Lisa Tosti regarding TUMF fees and they expressed that it should not apply to affordable housing projects.

10. ANNOUNCEMENTS

Upcoming Meetings via Zoom: Executive Committee – Monday, September 28, 2020 at 4:30 p.m.


General Assembly – Monday, June 29, 2020 at 6:00 p.m.

11. ADJOURNMENT

There being no further business, Chair Grubbe adjourned the meeting at 5:25 p.m. Respectfully submitted,

Joanna Stueckle Joanna Stueckle Executive Assistant

ITEM 5B

Staff Report Subject: Executive Director Single Signature Authorization Contact: Gary Leong, Deputy Executive Director ([email protected]) Recommendation: Authorize the Executive Director to have signature authority of up to $50,000 for capital expenditures and up to $25,000 for other expenditures, provided that such expenses are consistent with the CVAG and/or project budget and implements adopted policies. Finance Committee: CONCURS (Meeting of August 11th) Background: Much like city managers and agency directors across the region, CVAG has established a signing authority that allows the Executive Director to process routine items and contracts on an efficient basis. CVAG has an intermittent meeting schedule, which means there could be a delay before the Executive Committee can review an item. In October 2002, the CVAG Executive Committee established the Executive Director’s signing authority at a not-to-exceed amount of $10,000, which is lower than many jurisdictions’ authorization for their city managers. As CVAG-led projects transitioned from the planning stages to the pre-construction phases, CVAG staff recommended that the Executive Committee review the authority. In September 2018, the CVAG Executive Committee granted the Executive Director the authority to spend up to $50,000 for expenditures related to the CV Link’s right of way and construction activities. In December 2019, the CVAG Executive Committee authorized the signature authority to be up to $50,000 for tasks related to the regional signal synchronization project. CVAG’s Finance Committee, which was formally known as the Audit Committee, was created to provide review on issues pertaining to the annual audits and the preparation of CVAG’s budget. It is comprised of six members: Indian Wells Councilmember Richard Balocco, La Quinta Mayor Linda Evans, Palm Desert Councilmember Sabby Jonathan, Desert Hot Springs City Manager Chuck Maynard, Palm Springs Director of Finance & Treasurer Nancy Pauley, and Rancho Mirage City Manager Isaiah Hagerman.

During the Finance Committee meeting of May 27, 2020, members discussed the budget and the upcoming projects. Members of the Finance Committee concurred that it was prudent to review the existing signature authorization. CVAG staff has reviewed the signature limits that have been set for management at member jurisdictions and other agencies in the County. Having a larger signing authority is not unusual for agencies that have large capital projects. A survey of other regional agencies revealed that an executive’s signature authority can range from $25,000 to $250,000.


Based on both the projects underway and CVAG staff’s review of other agency limits, the recommendation is for the Executive Director have a signature authority of up to $50,000 for capital expenditures, making it consistent with the authority already approved for the CV Link and signal synchronization programs. Staff is also recommending a signing authority of up to $25,000 for other expenditures, such as retaining professional and consulting services and general purchases. These single signature authorizations will be executed only if such expenses are consistent with the CVAG and/or project budget and implements adopted policies. As required for both CV Link and the regional signal synchronization project, CVAG staff will submit a quarterly report to the CVAG Executive Committee on all single signature authority agreements over the amount of $10,000 that have been executed by the Executive Director. It should be noted that this type of executive authorization is typically described as “single signature authority.” However, CVAG has robust accounting practices and procedures, and the processing of all invoices and issuing of checks requires two signatures. Fiscal Analysis: The increased signing authority would continue to retain the condition established in October 2002, meaning the expenditure must be incorporated in the current fiscal year budget or project budget, and must be consistent with CVAG’s adopted policies or programs.

ITEM 5C

Staff Report

Subject: Contract Extension for Riverside County Government Affairs and Public Policy

Advisor Greg Rodriguez Contact: Tom Kirk, Executive Director ([email protected]) Recommendation: Authorize the Executive Director to negotiate and execute Amendment #1 to the Memorandum of Understanding between CVAG and Riverside County for strategic planning and implementation of the Coachella Valley homelessness collaborative, extending the term of the contract for Government Affairs and Public Policy Advisor Greg Rodriguez through June 30, 2021 for an additional $90,000 Homelessness Committee: CONCURS (Meeting of July 15th) Background: A regional homelessness collaborative for Coachella Valley has been conceptually supported by a broad range of stakeholders since the recommendation was released in early 2019. The collective impact collaborative will create a unifying structure that will help the valley’s homelessness response system work effectively together toward shared goals. It will also give Coachella Valley a stronger voice when advocating that the region to gets its fair share of resources. Operationalizing the collaborative concept requires determining a number of practical details – including where it lives, what form it takes, how will it be funded. In February 2019, the Homelessness Committee moved to support an offer that Riverside County Supervisor V. Manuel Perez to dedicate 75 percent of his Government Affairs and Public Policy Advisor’s time to lead strategic planning and implementation of the collaborative. In April 2019, the CVAG Executive Committee approved the Homelessness Committee and staff recommendation to enter into an agreement for these services with CVAG’s costs not to exceed $90,000 for one year with an option to renew for a second year. The Desert Healthcare District also formally expressed support for this approach in March 2019. In this capacity, Greg Rodriguez has been working with stakeholders to define the collaborative structure in practical terms, map out an implementation plan, and lead this effort. Mr. Rodriguez has also served as the main point person for regional homelessness issues, using established connections to break through administrative or operational barriers to ensure that Coachella Valley’s coordinated response continues to grow and thrive. In addition, Mr. Rodriguez has taken on the role of leading service providers during the current unplanned pandemic event, including regularly convening all providers, advocating on the region’s behalf, and pursuing new sources of funding due to the emergency situation. Over the course of the past year, Mr. Rodriguez conducted a thorough analysis of models and best practices for homelessness collaboratives, which he synthesized into a report to the Homelessness Committee in January 2020. This report presented four potential options for structuring a collaborative. At the direction of the Committee, Mr. Rodriguez, working closely with CVAG staff, then convened an ad hoc subcommittee to further explore these options in order to make a recommendation for consideration by the Homelessness and Executive Committees. Mr.


Rodriguez and CVAG staff are now working together with the County to advance the Committee-approved recommendation in support of a regional sub-CoC. This direction has also been informally supported by staff from the section of the US Department of Housing and Urban Development that officially designates continuums of care. The homelessness collaborative is at a critical point in moving from concept to implementation. Next steps include continuing to work with the County on the request to form a regionalized sub-CoC for Coachella Valley. In addition to his established relationships, proven ability to get buy in from a broad range of stakeholders, Mr. Rodriguez is now the Chair of Riverside County’s Continuum of Care. This uniquely positions Mr. Rodriguez to help advance the work in progress for Coachella Valley. Therefore, staff recommends extending the MOU for his services for a second year. This option was part of the original motion approved by the Homelessness and Executive Committees in 2019. A summarized workplan with milestones and timeline for Year 2 is attached. Fiscal Impact: The additional $90,000 for a second year is available in the CVAG Homelessness Fund. Attachment: Year 2 Workplan, Milestones & Timeline

Coachella Valley Homelessness Collaborative Concept Development and Implementation

Year Two Workplan (September 2020 – September 2021)

GOAL: To implement a collaborative model for a regional collective impact approach to address homelessness in Coachella Valley, based on the recommended hybrid Regional Continuum of Care (COC), model.

Phase 1: Structural Development

• Work with Riverside County to formalize structure required for regional approach • Engage a small group of identified advisors and stakeholders in phase 1 for formation of advisory board. • Finalize mission, vision, goals extracted from the 2019 report. • Identify and secure resources needed to support implementation to include County infrastructure resources such as HMIS and CES.

Deliverable: Formalized structure, staff requirements, budget, and benchmarks by end of FY20/21 Q2 (December 2020)

Phase 2: Implementation

• Establish priorities, performance metrics, and roles for ongoing programming and initiatives • Structured convening of stakeholders/service providers working to achieve goals using shared data • Advocate and pursue opportunities for funding, policy and other partnerships

Deliverable: Operational cooperative model for service delivery, advocacy, and performance measurement by the end of FY20/21 Q3 (March 2021)

Phase 3: Assessment

• Review outcomes and performance • Develop roadmap for iterative refinements • Report back to advisory group/stakeholders

Deliverable: Fully operational Regional COC and Performance report by the end of FY21/22 Q1 (September 2021)

ITEM 5D

Staff Report Subject: Used Oil Program Resolution and Budget Contact: Benjamin Druyon, Management Analyst for Environmental Resources

([email protected])

Recommendation: Approve: 1) Resolution 20-005 authorizing CVAG to act as lead applicant for funding from

CalRecycle for the Used Oil Recycling Program, and

2) The program’s Fiscal Year 2020/2021 budget. Energy & Environmental Resources Committee: CONCURS (Meeting of September 10th) Background: CVAG annually applies for funding from the California Department of Resources Recycling and Recovery (CalRecycle) for the Used Oil Recycling Program. The program is run in partnership with local auto parts stores and participating cities, allowing people to safely dispose of used oil and used oil filters. In exchange for recycling, the participants get a new filter for free. The resolution authorizing CVAG to apply for funding on behalf of the member jurisdictions needs to be renewed this year. In April 2016, Resolution 16-002 was executed, authorizing CVAG to act as lead applicant to CalRecycle in a regional used oil payment program application on behalf of participating jurisdictions beginning in FY 2016/2017. Resolution 16-002 is effective for five years and will expire on April 25, 2021. For CVAG to continue to apply for CalRecycle funding, the Executive Committee will need to approve a new resolution and the proposed budget for Fiscal Year 2020/2021. For the 2020/2021 program year, HF&H Consultants, LLC (HF&H) will continue to perform the tasks included in the contract with CVAG for implementation of this regional program. Due to the ongoing COVID-19 pandemic and social distancing requirements, some of the traditional event schedule has been modified. The events will occur largely outdoors in order to adhere to state and local requirements. Additional highlights of the program include:

• Extensive community engagement on local radio and social media;

• Additional outreach in the City of Coachella, by advertising event details in city utility bills, which are sent out to 8,700 residents;

• Recognizing the young winner of the local drawing contest, whose art will be incorporated into the program outreach materials.

The 2020/2021 event schedule is still being finalized, but events will be scheduled in the cities of Blythe, Desert Hot Springs, Cathedral City, Coachella, La Quinta, Palm Desert and Palm Springs. Fiscal Analysis: The Used Oil Recycling Program is fully funded by a grant from CalRecycle, including consultant contract costs, event costs, CVAG staff time and community outreach. The


City of Palm Desert provides additional funding to cover the cost of radio advertising, promotional items, and related printing costs for outreach in the city. CVAG receives funds through CalRecycle’s Used Oil Payment Program (OPP) in cycles; remaining funds that are not used this year are carried over to next year’s program. The proposed budget for the 2020/2021 program includes $75,376 for program expenses, including event advertising, oil recycling containers, funnels and shop rags, new oil filters, CVAG staff time, and the contract with HF&H. CVAG will receive an additional $14,523, Palm Desert’s share of used oil funds. The proposed budget is within the available CalRecycle funds of $124,121. The remaining funds after this year’s program, estimated at $48,745, will carry over to next year’s program. Attachment:

1. Resolution 20-005 2. Used Oil FY 2020/2021 Budget

RESOLUTION 20-005

AUTHORIZATION FOR THE COACHELLA VALLEY ASSOCIATION OF GOVERNMENTS (CVAG) TO ACT AS THE LEAD APPLICANT TO CALRECYCLE IN A REGIONAL USED OIL PAYMENT

PROGRAM APPLICATION ON BEHALF OF ITSELF AS LEAD AGENCY AND THE PARTICIPATING JURISDICTIONS BEGINNING WITH FISCAL YEAR 2020/2021

WHEREAS, pursuant to Public Resources Code § 48690 the Department of Resources Recycling and Recovery (CalRecycle) has established the Used Oil Payment Program (OPP) to make payments to qualifying jurisdictions for implementation of their used oil programs; and

WHEREAS, in furtherance of this authority CalRecycle is required to establish procedures governing the administration of the Used Oil Payment Program; and

WHEREAS, the Used Oil Payment Program allows regional participation; and

WHEREAS, CalRecycle’s procedures for administering the Used Oil Payment Program require, among other things, a regional applicant’s governing body to declare by resolution certain authorizations related to the administration of the Used Oil Payment Program.

NOW, THEREFORE, BE IT RESOLVED that the Coachella Valley Association of Governments (CVAG) authorizes the submittal of a Used Oil Payment Program regional application on behalf of itself as Lead Agency and the participating agencies/jurisdictions (see attached listing); and BE IT FURTHER RESOLVED that the Signature Authority is hereby authorized to revise the list of participating agencies as necessary with each yearly application; and BE IT FURTHER RESOLVED that the Executive Director, or his/her designee, is hereby authorized and empowered to execute in the name of the Coachella Valley Association of Governments all documents necessary to implement and secure said payments to support our Used Oil Collection Program. BE IT FURTHER RESOLVED that this Resolution is effective until rescinded by the Signature Authority and/or this governing body. The foregoing Resolution was passed by the CVAG Executive Committee this 21st day of September, 2020. Glenn A. Miller CVAG Chair ATTEST: Tom Kirk, Executive Director

List of Participating Jurisdictions In CalRecycle's

Used Oil Payment Program

with CVAG on behalf of itself as Lead Agency and the

Participating Jurisdictions Beginning with Fiscal year 2020/2021

Applicant:

Coachella Valley Association of Governments Lead Agency

Participants: City of Blythe City of Cathedral City

City of Coachella

City of Desert Hot Springs

City of Indian Wells

City of La Quinta

City of Palm Desert

City of Palm Springs

City of Rancho Mirage

CVAG Used Oil Filter Recycling ProgramProposed Expenditures for FY 2020/21

Row Item CVAG Budget Excluding Palm

Desert (1)

Palm Desert Budget (2)

Total CVAG Budget

1 Cycles 10 and 11 OPP Funds Available (3) 146,295 14,523 160,818 2 Oil Recycling Containers (carryover from 2019/2020) ‐ ‐ ‐ 3 Funnels and Shop Rags (carryover from 2019/2020) ‐ ‐ ‐ 4 Ziploc Bags (carryover from 2019/2020) ‐ ‐ ‐ 5 Event Flyers and Posters 2,000 623 2,623 6 Drawing Contest (using 2019/2020 contest artwork) ‐ ‐ ‐ 7 Radio Event Advertising 15,000 ‐ 15,000 8 Additional Advertising (5) 8,000 ‐ 8,000 9 New Oil Filters 9,000 ‐ 9,000 10 Filter Collection at O'Reillys 500 ‐ 500 11 PP&E for Events 750 ‐ 750 12 HF&H (4) 49,600 13,900 63,500 13 Administrative Expenses 200 ‐ 200 14 CVAG Staff 7,500 ‐ 7,500 15 Proposed Expenditures 92,550 14,523 107,073 16 Contingency 5,000 ‐ 5,000

17 Total Proposed Expenditures and Contingency for FY 2020/21 97,550 14,523 112,073

18 Estimated Remaining Funds Available at 6/30/21 48,745 ‐ 48,745 19 Estimated OPP Cycle 12 (3) 75,376 14,523 89,899 20 Total Estimated Funds Available for FY 2021/22 124,121 14,523 138,644

(5) Order new arrow and table event signs. Additional advertising opportunities.

Fiscal Year 2020/21 Proposed Expenditures

(1) Includes cities of Blythe, Cathedral City, Coachella, Desert Hot Springs, Indian Wells, La Quinta, Rancho Mirage, and Palm Springs.(2) Palm Desert joined CVAG regional used oil program in Cycle 8 OPP and requests two filter exchange events per year. Palm Desert's OPP portion will cover $14,523 for their two events. The remainder of the Palm Desert event costs will be funded by the City's Recycling Fund.(3) Cycle 12 OPP is estimated to be the same amount as Cycle 10 OPP.(4) Contract year October 1, 2020 to September 30, 2021.

Updated 8/18/2020

ITEM 5E

Staff Report

Subject: Contract for GIS Project: Fee Automation and ArcGIS Online

Contact: Katie Barrows, Director of Environmental Resources ([email protected]) Oscar Vizcarra, GIS Analyst ([email protected])

Recommendation: Approve a contract with HDR Engineering, Inc. to prepare the Fee Automation and ArcGIS Online Project, authorize the Executive Director to finalize and execute a contract not to exceed $79,002, for a contract term ending December 31, 2021. Transportation Committee: CONCURS (Meeting of August 31st) Background: The CVAG Transportation Uniform Mitigation Fee (TUMF) and the Coachella Valley Conservation Commission’s (CVCC) regional Local Development Mitigation Fee (LDMF) are vital funding programs for the region. The TUMF program supports the regional transportation program. The TUMF is charged on every new structure in several land use categories, and it is charged to project developers by each jurisdiction when they obtain their building permit. These fees are then transmitted to CVAG. Similarly, member jurisdictions transmit the LDMF fees to CVCC and these fees are used for habitat conservation. In order to improve the regional fee programs, staff is recommending a GIS project to automate both CVAG and CVCC’s systems and develop a fee toolbox to make fee collection easier and more efficient for members agencies. The project also involves moving the existing CVAG/CVCC GIS program to ARCGIS Online. The project will also create an online fee calculator for the TUMF program. The fee calculator will add transparency on how the fees are calculated and will give member jurisdictions confidence on the correct fee calculation. On April 27, 2020, CVAG and CVCC jointly released a Request for Proposals (RFP) seeking a team of consultants to complete the GIS project. The deadline for submittal of proposals was on May 24, 2020. Proposals were received from two firms, WSP USA and HDR Engineering, Inc. (HDR). An evaluation panel was established to review these proposals and make a recommendation for a selected consultant. The panel was comprised of three local professionals that have years of knowledge in GIS. Staff appreciates the assistance of Thomas Hasselback, GIS Specialist II from Coachella Valley Water District (CVWD); Javier Aguilar, Senior Regional Planner from Southern California Association of Governments (SCAG); and John Urkov, GIS Administrator from the City of Palm Desert. The review panel concurred that both submissions were comparable, and the decision basically came down to price. WSP proposed completing the RFP tasks for a total of $297,525; the WSP team included ESRI, which is the company where GIS software began. HDR Engineering submitted a



proposal for a total of $149,792 (see Attachment 1). Both proposals include everything in the scope of work. However, part of the HDR team is Doug Mende, a consultant that helped us with a pilot project on the LDMF fees. Because of this pilot project, Mr. Mende has a working knowledge of CVAG and CVCC fees and how they are calculated. The review panel believed that HDR would be the logical choice because of their lower price and the assistance of Doug Mende. Staff is therefore recommending a contract with HDR Engineering Inc. The CVCC met on June 11 and approved a contract with HDR for a not-to-exceed cost of $70,790, which will cover the CVCC tasks. For CVCC, the GIS Project includes development of a biological monitoring and land management toolbox that will enhance the ability to manage and share data collected in biological monitoring activities. On the land management side, the project will set up a GIS database with locations of fences, gates, watering holes, dumping/trespass and other land management issues. Staff requests approval of a contract with HDR Engineering, Inc. to prepare CVAG’s part of the Fee Automation and ArcGIS Online Project. The contract between CVAG and HDR is attached for your review (see Attachment 2). Fiscal Impact: The total project cost presented in the attached HDR proposal is $149,792. Project costs would be shared by CVAG and CVCC. The total CVAG share is $79,002; this amount includes the addition of $8,212 for the online TUMF fee calculator. As noted, the approved CVCC share of the project is $70,790. Attachments:

1. HDR Proposal for Fee Automation and ArcGIS Online 2. Service Contract between CVAG and HDR

Proposal

Fee Automation and ArcGIS Online ProjectCoachella Valley Conservation CommissionCoachella Valley Association of Governments

May

2020

May 22, 2020

Jim SullivanCoachella Valley Conservation CommissionSubmitted via email: [email protected]

Subject: RFP - Fee Automation and ArcGIS Online Project

Dear Mr. Sullivan,

HDR Engineering, Inc. (HDR) is excited about the opportunity to work with The Coachella Valley Association of Governments (CVAG) and the Coachella Valley Conservation Commission (CVCC) to complete the Fee Automation and ArcGIS Online Project. We believe HDR’s team is best suited to be your partner in developing the integrated solution CVAG and CVCC needs and we will provide the local Geographic Information Systems (GIS) professionals to fulfill your GIS project goals.

We have helped clients across the country develop similar solutions to access information using a GIS web application to increase accuracy and efficiencies across the enterprise. What sets HDR apart is:

• Our Project Manager. Tobias Wolf, GISP, has over 20 years of experience workingwith local agencies on similar GIS projects, including Southern California Associationof Governments (SCAG), Orange County Transportation Authority, SouthernCalifornia Regional Rail Authority (SCRRA)/Metrolink and San Diego Association ofGovernments (SANDAG). This deep experience with different government agenciesacross Southern California means Tobias understands how to successfully deliver yourproject. Tobias’ leadership, ability to identify the right resources, and hands-on projectdelivery experience enables him to provide great service to CVAG and CVCC.

• Our Technical Lead. Kelly Chan, Ph.D., has over 30 years of experience in GIS. Kelly is a senior GIS developerwith extensive experience working with metropolitan planning organizations and regional agencies to help themleverage the power of web and mobile GIS solutions. Working together with Tobias and Doug Mende, Kellyamplifies our team experience. He will put his vast experience to work for you, starting on day one.

• Our Subconsultant. We have partnered with Mende Consulting to provide an even deeper pool of experienceto facilitate a smooth project for CVAG/CVCC. Doug Mende has over 35 years of GIS experience whichincludes working in Information Technology, Engineering, and Local Government. He is currently directing andimplementing Esri GIS solutions using ArcGIS and ArcGIS Online integrating with business partners and severalother software and data services.

• Our GIS Team. HDR understands the importance of GIS and has been a gold level business partner with Esrifor over 20 years. HDR also has been approved by Esri for the ArcGIS Online Specialty and the Utility NetworkSpecialty. This unique partnership and designation gives HDR an edge over the competition and will provide youwith an efficient and seamless tool for years to come.

We look forward to discussing our qualifications with you. If you have any questions regarding this submittal, please do not hesitate to contact Tobias Wolf. We look forward to working with you on this project.

Sincerely, HDR Engineering, Inc.

Tobias Wolf Kip D. Field, PE Project Manager Senior Vice President

hdrinc.com591 Camino de la Reina, Suite 300, San Diego, CA 92108-3104T 858.712.8400

CONTACT:Tobias Wolf

ADDRESS:591 Camino de la Reina, Suite 300San Diego, CA 92108-3104

P: 619.865.3146E: [email protected]

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Coachella Valley Conservation Commission | Coachella Valley Association of Governments | ProposalFee Automation and ArcGIS Online Project

Contents01 Project Understanding 0402 Description of Work to be Performed 0603 Firm, Project Manager and Key Staff

Qualifications 1104 Budget 20Appendix A: Resumes 22Appendix B: Contract Redlines 37

01 Project Understanding

The CVCC Local Development Mitigation Fee (LDMF) and the CVAG Transportation Uniform Mitigation Fee (TUMF) are vital funding programs for the region. The LDMF supports the Coachella Valley Multi-Species Habitat Conservation Plan (CVMSHCP) that funds land acquisition for habitat mitigation. The TUMF supports regional transportation projects and is allocated according to the Transportation Project Prioritization Study (TPPS). Both fee types are collected through member agencies (cities and county) and transferred to CVAG/CVCC. This project will assist in automating, auditing, managing, and supporting these important objectives.

CVAG/CVCC is moving to Enterprise GIS, where data is leveraged for more departmental and extra-agency use. This requires more involvement from staff in using data to plan and carry out day-to-day operations as they use GIS data to produce reports and track funding.

Project UnderstandingOur team will assist CVAG/CVCC in implementing and supporting ESRI ArcGIS and other applications. The Fee Automation and ArcGIS Online Project will convert, update, and enhance the existing CVCC GIS Prototype developed by Miller Spatial. This platform will be hosted on ArcGIS Online for administrative use by CVAG/CVCC and users including staff, member agencies (City of Palm Springs, County of Riverside, etc.), and partner organizations (UCR, Coachella Valley Mountains Conservancy, Friends of the Desert Mountains, etc.)

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02 Description of Work to be Performed

Task 0: Kickoff MeetingThis task will focus on the scope, contract, scheduling, meetings, project reporting, goals, and deliverables. Once a contract is executed, HDR’s project manager will engage with the CVAG/CVCC project manager and any other staff to discuss project management and communication.

Assumptions:1. CVAG/CVCC will provide examples for other project

reporting for executive and staff levels like bi-weekly status report formats.

2. CVAG/CVCC will share examples of billing materials for efficient task acceptance and cost tracking.

3. HDR will schedule the kickoff meeting and the presentation, stakeholder workshops, and interviews which are to follow it immediately, identifying people who will most likely need to be interviewed individually or remotely.

4. HDR will work with CVAG/CVCC to develop a three-year hosting, support, and platform strategy.

5. CVAG/CVCC will provide the Esri licensing and cost to host the solution.

Goals:1. Agree to project reporting and communication practices

and frequency.

2. Agree to project task acceptance process and finalize deliverables.

3. Finalize agenda for kickoff meeting with all staff participants and schedule meeting.

4. Agree to GIS and Data form platform strategy.

Deliverables:1. Signed Contract

2. Kickoff Meeting with Agenda

3. Scheduled Presentations and Reporting Standards

4. Document GIS Platform Strategy

Phase 1 - ImplementationPhase 1 will develop the on-line form-based, GIS, map and reporting products.

Task 1: Mitigation Fee Program ToolboxThis task will develop the LDMF and TUMF tools for fee collection critical for the operation of CVAG/CVCC. In the envisioned system, Cities and County will log in, select the fee being applied, enter the square footage or number of units, calculate the estimate, print a receipt for payment, and track the status. Once payment is received, a check is sent to CVAG/CVCC where it is verified, and the check deposited. Audit capabilities will also be developed on a monthly basis.

Assumptions:1. Member agency involvement will be coordinated by CVAG/

CVCC.

2. The Standard Protocol for submission of member agency permit data will use the provided CVAG/CVCC spreadsheet. It may be more efficient to have CVAG/CVCC accept a .csv file and reformat for standardization.

Goals:1. Develop City and County New Structure Building Permit

form with Fee Calculator.

2. Develop remittance report form inputs, storage, and printouts for member agencies and their customers. For each entry by member agency, email alerts about alerts for payments will be sent to CVAG/CVCC.

3. Develop administration protocols for CVAG/CVCC staff for database records and GIS updates.

4. Develop export function to .csv files in support of each fee’s CVAGE and CVCC Annual Report Tables.

5. Develop protocols with each member city for submission of permit data. The APN (text field) will be a required feature.

6. Develop a dashboard with key information number of permits, fee amount calculated, fee amount collected, and outstanding payments.

7. Develop ESRI ArcGIS model-builder Audit application that compares Assessor parcel boundary data to member agency building permits for multiple years. Fee escapees will be identified. This task will incorporate Task 6 below.

Deliverables:1. Design of Fee Tools Platform and Data Schema for form

data entry

2. Implementation of design for LDMF and TUMF fees

3. Testing & demonstration with staff and member agencies

4. Acceptance

Description of Work to be Performed

PROJECT MANAGEMENT/ADMINISTRATION

Estimated Schedule Start Date End Date

Project Management/Administration 7/1/2020 6/30/2023

Estimated Cost $11,810.46

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Task 3: Land Management Program ToolboxThe Land Management Program Toolbox will be developed to support the Reserve Management Oversight Committee (RMOC). The GIS will support land acquisition through a tracking layer, status tracker for violations, infrastructure, and biological monitoring that is relevant for land transfer.

Assumptions:1. CVAG/CVCC and RMOC will convert legacy data

and provide to HDR for use in the application into a GIS format.

2. CVAG/CVCC will coordinate meetings with RMOC.

Goals:1. Develop a tool to track and manage data on land acquisition

activities and the parcel level.

2. Provide a method to collect GPS, photos, data entry, etc. and link them together. Data layers for assets like gates and fencing and impacts such as dumping, trespass, and ORV use will be developed and used for both Biological Monitoring and Land management activities.

3. Develop a methodology for CVCC to check input from contractors to the database.

Deliverables:1. Meetings with RMOC to confirm needs

2. Design the data schema and workflow for updating data in GIS

3. Implement data collection into manageable GIS layers and file storage with upload and access capabilities

4. Implementation of ArcGIS methods for managing data

5. Implementation of ArcGIS Online for display of data

6. Testing & Demonstration with staff and RMOC

7. Acceptance

Task 2: Biological Monitoring Program Conservation ToolboxThe objective of this task will be to establish partners agreement and alignment to the CVAG/CVCC mission with a focus on science and reporting. Strong data submission standards like GIS and table formats will be established. This data sets will be integrated and updated into the annual reports in Task 6.

In constructing the toolbox, the team will work closely with domain experts from staff, the Reserve Management Unit Committee and Biological Working Group, and UC Riverside.

A successful toolbox depends on the underlying data. The team considers a crucial requirement the incorporation of CVCC archival biological monitoring data into the core geodatabase. We will plan the design and our work accordingly.

Assumptions:1. CVAG/CVCC will provide and convert background data for

use in the application into a GIS format.2. CVAG/CVCC will coordinate meetings with biologists and

other groups.

Goals:1. Develop a tool to manage data on biological monitoring

activities from various sources including CVCC staff, contractors (biological consultants), volunteers, land monitors, citizen reports, work orders (for grants), and other sources.

2. Establish GIS data including the location of fences, gates and artificial watering holes, location of dumping, trespass, OHV use, fence cutting, and other land management issues that impact biological resources.

3. Provide a method to collect GPS, photos, data entry, etc. and link them together. Data layers for assets like gates and fencing and impacts such as dumping, trespass, and ORV use will be developed and used for both biological monitoring and land management activities.

4. Develop a methodology for CVCC to check input from contractors to the database.

Deliverables:1. Meetings with biology staff to confirm needs

2. Design of Biological Monitoring Program Platform with Data Schema for Form data entry


4. Implementation of ArcGIS Collector or Survey123 for mobile field work

5. Testing & Demonstration with staff and member agencies

6. Acceptance

08


Assumptions:1. CVAG/CVCC will provide layers like street sweeping,

transportation projects, bike trails, biological habitat, etc. in ESRI ArcGIS Geodatabase format.

Goals:1. Geodatabase habitat overlays will be overlaid onto

parcels quarterly or monthly, calculated for habitat and species percentages, and layer loaded into pilot map in ArcGIS online.

2. This task will be developed in conjunction with Task 2 & 4 for developed percentage reports with will also be uploaded from the parcel and species data.

Deliverables:1. Meetings with CVAG/CVCC to confirm needs



4. Implementation of ArcGIS Online for display of public map data

5. Testing & Demonstration with staff

6. Acceptance

Task 6: Annual Audit Coordination ToolboxDeveloped in Excel, Python, and ArcGIS Modelbuilder, this data process allows CVAG/CVCC to audit building permit data from member cities.

Assumptions:1. CVAG/CVCC will provide standard table outputs for the

audit reports in .csv format. Based on the CVMSHCP, TUMF and LDMF Annual Report documents.

2. This task will be incorporated into Task 1.

Goals:1. Emphasize Task 1 focus on Annual Reporting

2. CVAG Transportation Uniform Mitigation Fee (TUMF) ANNUAL REPORT

3. CVCC Local Development Mitigation Fee (LDMF) ANNUAL REPORT

4. Coachella Valley Multiple Species Habitat Conservation Plan ANNUAL REPORT

Deliverables:1. See Task 1

Task 4: Transportation Management ToolboxThis task will be completed in conjunction with Task 1 where the TUMF Calculator will be developed. The traffic counts database and GIS map will be developed for planning and data display purposes.

Assumptions:1. HDR will meet with CVAG to discuss understanding

of requirements.

2. CVAG will provide a basic GIS traffic layer.

3. CVAG will coordinate data sources from member agencies and provide input from Traffic Counts from Signal Synchronization Traffic Management Center (SSTMC).

4. Task 1 will provide the development fee locations and other information.

Goals:1. Develop a traffic display GIS application to accept data on

a basis provided from the SSTMC.

2. Manage traffic and transportation network GIS data.

Deliverables:1. Meetings with CVAG/CVCC to confirm needs



4. Implementation of ArcGIS Online for display of traffic data

5. Testing & Demonstration with staff

6. Acceptance

Task 5: Online Interactive MapsThis task will develop online maps for public use. Layers like street sweeping, transportation projects, and bike trails that are in various stages of development will be mapped. Relevant biological and land management data will also be mapped.

There are many strategies to include the newly constructed maps, both static and dynamic, into the CVAG and CVMSHCP websites. It’s common for these maps to be specifically designed for these purposes because visitors to the CVAG and CVMSHCP public sites have vastly different intents and needs from in-house staff and scientists. The team will work with the respective web masters and designers to construct maps for display on these public facing sites to help with CVAG branding requirements.

PHASE 1 - IMPLEMENTATION

Estimated Schedule Start Date End DateEstimated Cost

Phase 1 - Implementation 7/15/2020 6/30/2021

Task 1: Mitigation Fee Program Toolbox 7/15/2020 11/15/2020 $16,636.40

Task 2: Biological Monitoring Program Conservation Toolbox 10/15/2020 2/15/2021 $16,636.40

Task 3: Land Management Program Toolbox 1/15/2021 4/15/2021 $16,636.40

Task 4: Transportation Management Toolbox 3/15/2021 6/30/2021 $8,212.32

Task 5: Online Interactive Maps 4/15/2021 6/30/2021 $16,636.40

Task 6: Annual Audit Coordination Toolbox 5/15/2021 6/30/2021 $11,399.6009


Phase 3 - SupportPhase 3 will set goals, based on Phase 2 tasks, for the enhancement of toolboxes and online solutions. HDR will standardize support with CVAG/CVCC for the GIS Program.

Assumptions:1. CVAG/CVCC will oversee member agency and staff

transition into digital data documentation, workflows, and protocols.

2. HDR’s Phase 3 - Support will be limited to a not-to-exceed budget identified in Phase 3 - Support budget.

Goals:1. Continued maintenance

Deliverables:1. Maintenance support with a not-to-exceed budget

identified in Phase 3 - Support budget.

Phase 2 - EnhancementPhase 2 will set goals, based on Phase 1 tasks, for the enhancement of toolboxes and online solutions. HDR will standardize support with CVAG/CVCC for the GIS Program.

Assumptions:1. CVAG/CVCC will oversee member agency and staff

transition into digital data documentation, workflows, and protocols.

2. HDR’s Phase 2 - Enhancement support will be limited to a not-to-exceed budget identified in Phase 2 - Enhancement budget.

Goals:1. Develop enhancement protocols, support scope, and

development environment for system maturity

2. Provide design for updates

3. Involvement of entire agency on using required and informational data applications

Deliverables:1. Update list with design criteria for changes to the

initial implementation

2. Implement updates

3. Test updates

4. Acceptance

5. Staff Training

PHASE 2 - ENHANCEMENT


Phase 2 - Enhancement 7/1/2021 6/30/2022


PHASE 3 - SUPPORT


Phase 3 - Support 7/1/2022 6/30/2023


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03 Firm, Project Manager and Key Staff Qualifications

Firm QualificationsSince 1917, HDR has partnered with clients to shape communities and push the boundaries of what’s possible. Our expertise spans over 10,000 employees, in more than 200 locations around the world — and counting. Our firm is a nationally recognized AEC firm and ranks #6 on the “Engineering News-Record (ENR)” list of 2020 Top 500 Design Firms and #6 in transportation. With Southern California offices located in Irvine, Long Beach, Los Angeles, Pasadena, Claremont, Riverside, Ventura, and San Diego, we have more than 400 professionals who specialize in Geographic Information Systems, environmental, water resources, transportation, water/wastewater, and construction management services.

Geographic Information SystemsHDR offers our clients the ability to tailor the most advanced GIS data management tools to present information in ways that are accessible to a broad range of audiences. Our knowledge of GIS tools allows us to capture, manage, analyze and display geographic data in an endless array of formats, tailored to individual project needs. HDR has been a gold business partner with Esri for more than 20 years and has GIS capabilities providing industry experts in a variety of GIS services areas to meet your project demands. HDR has also been awarded the ArcGIS Online Specialty and the Utility Network Specialty from Esri.

GIS Capabilities• Browser-based Map Application Development.

Customized secure browser-based mapping applications that are scalable and cost effective, providing access to GIS data without the need for software or specialized training

• Mobile GIS Applications. Development and customization of GIS data viewing and collection applications on mobile devices (smart phones/tablets)

• Project Collaboration Tool Development. Out-of–the-box web dashboards with integrated web maps and document management systems available via web browser with minimal implementation cost, hosted on secure systems

• Tools. ROW and routing evaluation and determination tools, and integrated public comment tracking systems

• 2D/3D Visualization. Photorealistic visualization of 3D terrain from GIS data, complex animations that integrate GIS data with realistic 3D buildings and objects, and development of 3D visualization via the Internet using ArcGIS Server and AGOL

• Data Management. Aggregation, evaluation, and documentation of existing GIS and non-GIS data into organized GIS enabled file systems, including file conversion, georeferencing, and digitizing

• GIS Program Support. Program assessment and implementation planning, feasibility studies, and quality assurance plans

• Rugged Field GPS Support. Data collection, integration with peripheral equipment (laser rangefinder/survey equipment), training, and procurement

• LiDAR and Raster Analysis. 2D and 3D surface development, area/volume calculations, hydrologic and hydraulic models, habitat models, and viewsheds

• Asset Management. GIS facility networks and attributes, system optimization, habitat-based impact assessments, and maintenance workflows and databases

• Cartography. Maps are the bread and butter of GIS and a critical part of communicating ideas and data models, habitat models, and viewsheds

• Asset Management. GIS facility networks and attributes, system optimization, habitat-based impact assessments, and maintenance workflows and databases


Key Staff QualificationsOur staff is a talented group of professionals. When we combine their individual skill sets, CVAG/CVCC benefits from a highly technically skilled and experienced team to provide full support for this project. With this in mind, we have outlined our proposed team and included resumes as a way to prove our technical skills. Resumes for our key staff demonstrating their individual project experience are included in Appendix A.

PROJECT MANAGER

Tobias Wolf

QA/QC

Randy Olden

PROJECT TEAM

Kelly ChanGIS Technical Lead

Joel GriffinSenior GIS Analyst

Anders BurvallSenior GIS Analyst

Yuying LiSenior GIS Analyst

SUBCONSULTANT

Mende ConsultingDoug Mende

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Tobias Wolf | Project ManagerTobias brings more than 20 years of experience managing the design and development of Information Management applications for the analysis and management of engineering projects. He has managed all aspects of Information Management services including; geodatabase design, mobile data collection, GIS-enabled web sites, data integration and conversion, QA/QC, spatial analysis, modeling, and map production. He developed HDR’s Program Management Dashboard, a GIS-driven tool, to manage the large amount of information in real time. He has supported the use of HDR’s Dashboard on large, linear projects to great success. He has managed all aspects of GIS services including; geodatabase design, mobile data collection, customized GIS applications, GIS-enabled web sites, data integration, data conversion, QA/QC, spatial analysis, modeling, and map production. Tobias has gained extensive knowledge and experience in the use and customization of the suite of ESRI GIS software products and has worked on a variety of large and complex GIS projects in Southern California involving multiple engineering/environmental disciplines and both public and private agencies. He holds an MBA with a concentration in Management Information Systems.

Randy Olden | QA/QCRandy has more than 17 years of experience managing professional GIS staff, tasks, and data development to support GIS program support, enterprise data integration, topographic survey, cadastral data development, environmental studies, cultural surveys, water resources, engineering, fire planning, and permitting. He has extensive experience is in managing GIS projects large and small, from projects done at a statewide level, to projects related to single parcels. He has worked successfully with data from a variety of government, municipal, private and field collected source data. He works successfully with project managers and leads from multiple disciplines to design and implement quality enterprise GIS solutions, data collection workflows, decision support tools, and information management methods.

Experience Counts. Our innovative and forward-thinking project leaders will deliver your goals.

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Relevant Project Experience

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Upgrade and Enhancements for Enterprise Web-based GIS Mapping ApplicationsSouthern California Association of Governments (SCAG)SCAG maintains vital data repositories for modeling planning analyses and projections, and for GIS, that support a continuous, comprehensive, and coordinated planning process in areas such as regional transportation, demographic projections, tracking of integrated land use, housing, employment, transportation programs, measures, and air quality planning and management.

As a result, the Southern California Association of Governments is a high performance, high demand, and critical user of GIS Information. In other words, staff productivity and delivery of important GIS data, analyses, and reports to a broad range of constituents rests on the reliability and robustness of an Enterprise GIS system (EGIS). To meet these high demands, the architecture of the Enterprise GIS system must be robust and the geodatabase must be comprehensive and efficient enough to support data loading. SCAG has developed several Geodatabase hosted in one server.

HDR GIS staff updated SCAG’s Geocortex web-based GIS applications. Most of SCAG’s web-based GIS applications are built with Essentials Technology and used either by SCAG staff, SCAG members/stakeholders, or/and the public. The applications include Federal Transportation Improvement Program (FTIP) application, SCAG Viewer, City Mapping application, Regional Transportation Plan (RTP) application, Inter Governmental Review (IGR) application, Regional Transportation Monitoring Information Systems (RTMIS), city profiles, GeoPortal, Compass blueprint (CALOTS), and web-based mapping templates. SCAG will continue using Essentials as well as other Web APIs (such as Flex. Silverlight) to build intuitive and user-friendly web GIS applications as information-sharing channels between SCAG and local jurisdictions in the future.

CLIENT: SCAG

PROJECT STATUS: Completed; 9/2012 – 12/2012

RELEVANT FEATURES:

• Programming Services

• Geodatabase Development

• Web-based GIS Application Development

REFERENCE:

• Ping Wang, GIS Lead 213.236.1909 [email protected]

SMART SCALE DashboardVirginia Department of Transportation The Virginia Department of Transportation (VDOT) selected HDR to deliver a new dashboard for projects in Virginia’s Smart Scale program. This user friendly mobile-enabled web app provides easy to access project details, schedules, and performance metrics for policy makers and the public. HDR put together a team of business analysts, project management experts, and web app developers from around the country to deliver this unique project on-time, in only 104 days. The Smart Scale Dashboard project exemplifies HDR’s deep understanding of program management, strategic consulting services, and our capabilities in information technology development.

Over 10 years ago, VDOT demonstrated itself as a leader in communicating performance with the launch of its original statewide dashboard. However, the new Smart Scale Program has changed the way projects are delivered. The Smart Scale program is a transparent, objective, and outcome based method of scoring and funding transportation projects. Once a project is selected to be in the Smart Scale program, it is fully funded, eliminating the common delays projects encounter when only partially funded. A new paradigm in how projects are delivered required a new way of tracking, measuring, and communicating performance.

To lay the foundation for the new Smart Scale dashboard, HDR assessed the strengths and weaknesses of the existing dashboard business rules. The team compared the existing business rules with industry standard metrics and modern techniques. A Smart Scale tracking strategy was then developed, which monitors projects from initial funding approval through delivery and acceptance after construction. The business rules and metrics were also updated to encourage an early-start/early-finish culture, and provide leading indicators for risk in project development.

The web app offers users flexibility to see projects on an interactive map or list, with advanced sort, search, and filter tools for a seamless and user-friendly experience. It also allowed statistics and performance indicators to be presented at the program and individual project levels. Architected for the cloud and designed using mobile-first responsive platforms maximizes this web app’s flexibility for public consumption.

The HDR team performed its analysis, developed business rules, and deployed this web app on-time with an extremely aggressive schedule to meet VDOT’s needs.

16


The web app is available on the Virginia Smart Scale website:

http://dashboard.vasmartscale.org/

CLIENT: VDOT

PROJECT STATUS: Completed; 2016 - 2017

RELEVANT FEATURES:

• Developed a mobile dashboard which provides easy to access project details, schedules, and performance metrics for policy makers and public

• Laid the foundation for the new Smart Scale dashboard

• Assessed the strengths and weaknesses of the existing dashboard business rules.

• Developed a web app which offers users flexibility to see projects on an interactive map or list, with advanced sort, search, and filter tools for a seamless and user-friendly experience.

REFERENCE:Jay Styles Business Performance and Strategic Planning Director Business Transformation Office 804.692.0508 (office) / 804.356.5398 (cell) [email protected]

17


Geospatial Technology Services

Defense Logistics Agency (DLA)The enterprise-scaled GIS has emerged as a critical informational element for organizations with a stake in physical asset management and location-specific missions. Geospatial perspectives through web-mapping applications provide insight that would otherwise remain hidden.

HDR has been providing comprehensive geospatial services to DLA since 2011. Some of the key services have included:

Needs Assessment/Business Case AnalysisHDR conducted a User Needs Assessment analysis for 25 DLA Distribution sites worldwide. Results of the assessment were used to improve quality of the data and build consolidated databases.

HDR also developed a Business Case Analysis document for justification of continued investment in geospatial infrastructure. HDR proposed solutions for an enterprise-wide GIS development program and provided expertise in system design and architecture.

Web-based Decision Support SystemsHDR built a comprehensive Web Mapping application, which displays key infrastructure and facilities datasets, and provides staff with an easy-to-use and user-friendly interface to access and visualize facility-related spatial and/or non-spatial information online. The Web Portal also integrates GIS data with external asset management and SharePoint document management databases. The portal is currently being enhanced to include capabilities for additional DS functional requirements, such as strategic infrastructure planning, energy consumption tracking, environmental compliance, space management, ESR and MilCON, and emergency management.

GIS Data Creation and ValidationData was collected from all of the services where DLA Distribution is a tenant, as well as the host sites, and consolidated into a SDSFIE compliant GIS database. Subject matter experts on the installations were consulted to verify and improve data. Additional field data collection and RTK surveying methods were used to improve the quality of the datasets.

CLIENT: Defense Logistics Agency (DLA)

PROJECT STATUS: In Progress

RELEVANT FEATURES:

• Database Integration (CMMS, CIS, FIS, etc.)

• Data Gaps: Identification, Evaluation

• Data Creation (Desktop/Field)

• Interactive Web Tool

• Custom GIS Tool Development

REFERENCE: Shaun Megonnell, MSEM, MGISSupervisory General EngineerDLA Installation Management Susquehanna (DM-FSI)[email protected]

18


Long Range Transportation Planning

Orange County Transportation Authority (OCTA)The Transit Analysis Tool (TAT) is a sophisticated web-based route planning and scheduling application. It combines dynamic path finding and interactive schedule editing to instantaneously construct a bus route timetable in a familiar schedule page format. Route-level designs are automatically rolled to a scenario-level resource estimate.

Data Management The transit network is stored in a geodatabase for mapping and analysis. Transit networks are available from other OCTA geodatabases and can be exported, and imported, using the General Transit Feed Specifications (GTFS). Besides the basic GIS points and lines, the database maintains an elaborate table of scenario parameters. This is because we want to adjust planning parameters, such as speed, frequency, etc. when we “game” different scenarios. These parameters are available at the scenario-level, by time-of-day periods, for weekdays vs. holidays. The exact same set of parameters are available per route, and per route variant (or pattern).

A scenario is “shared” with other GIS analysts in a self-contained map package. This export enables a planner to develop a scenario and then circulate to other GIS analysts for socio-economic, including regulatory, and finance/revenue analyses. Map packages can also be included in other documents for visualization and information dissemination.

Dynamic Path Finding Tracing individual streets and stops that a bus route visits is very tedious and error-prone. The familiar Google map drag-and-drop path finding is too “random” to be a transit planning tool. We all know bus routes are not meant to be the shortest, quickest route between two points. There are other criteria governing their alignments. In TAT, we developed a workflow where planners locate fixed stops and adjust waypoints. Using these waypoints, a most efficient and desirable path is generated. This is then incrementally adjusted to achieve the best alignment. From this alignment, the system extracts travel time, travel distance, restrictions, and turn-by-turn information.

Fleet Size A transit plan needs to know the minimum number of vehicles required to implement that plan. We developed and integrated an on-demand fleet size estimator based on the Deficit Function Model. This allowed us to produce the crucial statistics as a route is being planned. The GIS team worked with our in-house transit planners and external experts to incorporate the calculation into the web application.

The Transit Analysis Tool was developed using ASP.NET Core, C#, and SQL for its back-end API. The front-end is a React-based JavaScript web application. Data storage is primarily on a Microsoft SQL Server. The ArcGIS platform is utilized throughout.

CLIENT: OCTA


RELEVANT FEATURES:• Interactive web mapping

application• Interactive transit route planning• Spatial analysis (path finding)• Database management

REFERENCE:

• Jim Sterling, GIS Manager 714.560.5684 [email protected]

19


Camp Far West Transmission Line FERC Relicensing

Pacific Gas & Electric CompanyHDR was the lead consultant, assisting PG&E with applying for a FERC license for the Camp Far West Transmission line project. HDR worked with PG&E to develop and file a pre-application document (PAD) that included summaries of existing information as relates to potential impacts to resources as a result of the proposed project. Also included were study plans developed in consultation with the US Fish and Wildlife Service and CA Department of Fish and Wildlife.

HDR completed field studies for special status plants, noxious weeds, wildlife habitat, and cultural resources. The results were presented in a final license application along with proposed measures to mitigate for potential effects. Measures were negotiated with both federal and state wildlife agencies and agreement was reached. Final measures were proposed in PG&E’s final license application (FLA). Measures included activities largely mandated by existing PG&E plans and policy.

CLIENT: Paci f ic Gas & Electr ic Company


RELEVANT FEATURES:• Consult with regulatory agencies

to develop studies and mitigation measures

• Plan and execute field studies using mobile data collection GIS applications

• Mitigation measures submitted consistent with PG&E existing policy

REFERENCE:

• Bob Donovan [email protected]

04 Budget

TASK DESCRIPTION QUANTITY UNITS COST

Project Management/Administration 54 Hours $11,810.46

Task 1: Mitigation Fee Program Toolbox 80 Hours $16,636.40

Task 2: Biological Monitoring Program Conservation Toolbox 80 Hours $16,636.40

Task 3: Land Management Program Toolbox 80 Hours $16,636.40

Task 4: Transportation Management Toolbox 40 Hours $8,212.32

Task 5: Online Interactive Maps 80 Hours $16,636.40

Task 6: Annual Audit Coordination Toolbox 56 Hours $11,399.60

Phase 2 - Enhancement 32 Hours $6,374.56

Phase 3 - Support 32 Hours $6,374.56

Subtotal 534 Hours $110,717.10

Subconsultant (Mende Consulting) 1 LS $38,500.00

Mileage (Est.) 1,000 Miles $575.00

Total $149,792.10

TEAM MEMBER ROLE DIRECT COST OVERHEAD FULLY LOADED RATE

Tobias Wolf Project Manager $96.70 $207.91 $304.61

Randall Olden QA/QC $60.34 $129.73 $190.07

Kelly Chan GIS Technical Lead $69.27 $148.93 $218.20

Yuying Li Senior GIS Analyst $57.21 $123.00 $180.21

Anders Burvall Senior GIS Analyst $48.06 $103.33 $151.39

Joel Griffin Senior GIS Analyst $48.95 $105.24 $154.19

Alberto Molina Project Accountant $45.19 $97.16 $142.35

Jenny Reyes Project Coordinator $25.50 $54.83 $80.33

* Mileage will be billed at IRS mileage rate (currently $0.575 per mile)

Personnel

Tasks

21


Appendix A: Resumes

RELEVANT E XPERIENCE

to generate engineer’s estimates and populate the data fields at each candidate site negating the need for manual input. This is a significant time and cost savings best practice. All these technical measures provide a solid base to manage and maintain City assets efficiently in the future.

New York City Department of Sanitation, Cloud-Based iPad GIS Field Data Collection ApplicationTobias was the technology manager for the development of a cloud-based iPad App solution for the NYC Department of Sanitation that was deployed on 50 iPads to collect detailed information about the quantity of waste and recycling collected from non-profit customers. The cloud-based iPad App solution enables fast and accurate field data collection, which is submitted dynamically back to the cloud server using the iPad’s wireless connection. The field survey data submitted to the cloud server are available for immediate use by the client for analysis and report generation. The cloud-based iPad App solution has many beneficial features that provided ease of use in the field for the end-user, including:

• A map function that uses the internal iPad GPS to identify the users current location and surrounding facilities

• A spatial selection to collect data for surrounding facilities

• Easy to use forms to collect critical client information

City of Los Angeles, City of LA Sidewalk Repair Program, Los Angeles, CATobias was the technology manager for this project. The City of Los Angeles Council approved implementation of the Sidewalk Repair Program, and the Bureau of Engineering (BOE) was established as the Manager of the Sidewalk Repair Program. HDR was selected to serve as the program managers to provide resources and staff augmentation. The program focused on performing sidewalk repair at City facilities sites located throughout the City of Los Angeles. HDR oversaw staff serving as an extension of City staff that performed site assessments, developed quantity take-off for repair, developed engineer’s estimates for each site, prepared bid packages, issued Notices for Bid to City on-call contractors, evaluated and awarded construction contracts. HDR staff also worked with City programmers and GIS professionals to develop a Program SQL database that continued to evolve with the Program. HDR and City staff were directly involved in the design and implementation of the database. The database serves many purposes, but most notably the ability to efficiently access data for construction packages and individual candidate sites. This database is central to a web application which is accessible externally within the NavigateLA umbrella. HDR staff further expanded this web-based system with two mobile GIS apps; one for BOE Sidewalk assessment and one for BSS/UFD tree inventory and assessment. These allow field inspectors to upload data from the field in real time to the database that is used

EDUCATIONMBA, Rutgers University New Brunswick, 2001

BS, Engineering Technology, University of Delaware, 1994

PROFESSIONAL MEMBERSHIPSACEC San Diego Chapter,State Director, 2016-2017

ACEC San Diego Chapter,Past President, 2015-2016

ACEC San Diego Chapter,President, 2014-2015

ACEC San Diego Chapter,Vice President, 2013-2014

ACEC San Diego Chapter,Treasurer, 2012-2013

Urban and Regional Information Systems Association (URISA), Southern California Chapter, President, 2008-2010

Tobias WolfProject Manager

Tobias brings more than 20 years of experience managing the design and development of Information Management applications for the analysis and management of engineering projects. He has managed all aspects of Information Management services including; geodatabase design, mobile data collection, GIS-enabled web sites, data integration and conversion, QA/QC, spatial analysis, modeling, and map production. He developed HDR’s Program Management Dashboard, a GIS-driven tool, to manage the large amount of information in real time. He has supported the use of HDR’s Dashboard on large, linear projects to great success. He has managed all aspects of GIS services including; geodatabase design, mobile data collection, customized GIS applications, GIS-enabled web sites, data integration, data conversion, QA/QC, spatial analysis, modeling, and map production. Tobias has gained extensive knowledge and experience in the use and customization of the suite of ESRI GIS software products and has worked on a variety of large and complex GIS projects in southern California involving multiple engineering/environmental disciplines and both public and private agencies. Tobias holds an MBA with a concentration in Management Information Systems.

Department of Water Resources, Task Order 38 - GIS Data & GIS Web Application Development SupportAs Technology Manager, Tobias was responsible for coordinating GIS data development, GIS analysis, and application development activities associated with the development of an enterprise GIS system to support a high quality and legally defensible EIR/EIS document covering over a 1,000 sq mile project area. He used ESRI ArcGIS Desktop, Server, Mobile 9.x to conduct GIS analyses, providing quantitative metrics for the comparison of alternatives and resource impacts and automating resource assessment processes to reduce the amount of time needed to produce the EIR/EIS. HDR delivered geodatabase, ArcGIS Server Applications, Models and Mobile Applications to build DWR’s enterprise GIS system.

Port of Long Beach, Stormwater Infrastructure Master PlanTobias’ role was technology manager. HDR assisted the POLB to develop a Stormwater Infrastructure Master Plan including new stormwater hydrologic and hydraulic models; defining and mapping boundaries of individual drainage areas; field surveys including CCTV; evaluating the existing storm water collection system for damages and deficiencies; identifying projects for upgrading the storm water system to remedy deficiencies; and the preparation and development of a 20-year Capital Improvement Program. All data for the project was managed in a GIS database. The POLB was able to monitor progress using HDR iMap, which is a web-based GIS mapping tool that the POLB staff could use to view updates to the data throughout the project.

City of Greeley, Water Operations Online Portal As Technology Manager, Tobias managed the development of a GIS dashboard decision support system that allows Greeley staff to access information in the knowledge management system in the field based on their location using mobile devices like tablets or smartphones. They are able to pull up information such as as-builts, photos, SCADA information, and GIS attributes and locations of key facilities as well as individual valves and customer services. Any discrepancies between the field and GIS can be tracked and modified back in the office.

TOBIAS WOLF (CONTINUED)


move a “Swipe” tool in-between the two sides of the map to see the before and after scenarios and easily see where they differ. Important community landmarks are also shown on the maps, so the user can see how the proposed routes provide access to key destinations. The application also describes the initiative in an easy to use landing page. The story of the project’s goals, benefits, and saving can be communicated in one easy to use web site.

Yuba County Water Agency’s Yuba River Development Project, Yuba County, CARandy managed a large GIS data collection and provided direction and oversight to GIS staff as they developed maps of various scales covering project residing in the Sierra Nevada Mountains, east of Maryville, CA. He developed a base map, including ownership data from three counties. He also utilized title reports and plat maps to correct errors in county parcel base, and developed a proposed Project Boundary for next license term. Randy developed and maintained Project Exhibit drawings that define the Project Boundary with FERC and include a surveyor stamp. He led a RTK and RTS bathymetric survey of two diversion dam detention ponds. He also managed several Trimble GeoExplorer 6000 model GPS units and supported and trained field staff in the GPS use and best practices. Randy oversaw the collection and processing of GPS data and the migration of GPS data into standardized GIS geodatabases. He authored several sections in FERC License Application and participated in stake-holder meetings. He also oversaw the development of a publically available web map application intended to support stakeholder negotiations.

San Juan Water District GIS Program Implementation Project , Placer, CAAs Project Manager for the GIS implantation project, Randy is responsible for managing multidisciplinary team that is contracted to develop a GIS program for the San Juan Water District by implementing a GIS implementation plan provided by the District. Components of the project include; assisting with procuring and installing GIS software, developing a GIS data repository, configuring mobile and web applications, integrating GIS software with other enterprise systems (customer, financial, and asset management), and provided training and documentation to support a successful program going forward. He is also responsible for drafting a GIS Program Charter, Strategic Plan, and Operations Manual.

Sunline Transit, Palm Springs, CARandy was responsible for managing the development of a web application that depicted several proposed updates to transit routes in the region of Palm Springs, ranging south to Coachella. He worked closely with the project manager and the strategic communications team to design a solution that could be utilized to help communicate the proposed changes to the client project team and to the public. Randy managed the development and implementation of the application, coordinating with several GIS professionals, the client PM, the HDR PM, and the technical leads on the project. The application allows the user to see the existing route and proposed changes in the same interactive browser window. The existing and proposed routes can visualized with the existing route on the left side of the map and the proposed route on the right. The user can

EDUCATIONBS, Ecology and Systematic Biology, California Polytechnic State University, 2003

SPECIALIZED TRAINING AND CERTIFICATIONSURISA Leadership Academy

Hypack® Multi-beam Software Training

Randy OldenQA/QC

Randy has more than 17 years of experience managing professional GIS staff, tasks, and data development to support GIS program support, enterprise data integration, topographic survey, cadastral data development, environmental studies, cultural surveys, water resources, engineering, fire planning, and permitting. He has extensive experience is in managing GIS projects large and small, from projects done at a statewide level, to projects related to single parcels. He has worked successfully with data from a variety of government, municipal, private and field collected source data. He works successfully with project managers and leads from multiple disciplines to design and implement quality enterprise GIS solutions, data collection workflows, decision support tools, and information management methods.

Caltrans Headquarters TO8 Mitigation Value Assessment Tool, Sacramento County, CARandy was the assistant project manager and task lead for a task order to develop data and processes to assess future planned projects for advanced mitigation. The project included the development of a statewide layer representing special status species habitat values and automation tools to update and maintain the layer. Also included was the development of proposed project footprints for statewide projects planned in the next 10 years and overlaying of that project layer on several advanced mitigation layers for habitat, wetlands, and waters. The project included a custom tool to complete the overlay analysis and the generation of a report to inform advanced mitigation planning.

Sacramento Municipal Utility District Easement to GIS Conversion, Sacramento County, CARandy was the project manager for paper easement document to survey grade GIS file conversion project. He managed the conversion of over 2,000 easement and real estate documents to a full Esri Parcel Fabric database. The project included interactive web map regularly updated with ongoing work as a project communication tool for the both the client and the project team. He worked with a local survey firm to develop survey grade GIS data. He also oversaw the development of an integration strategy for the easement GIS files and SMUD’s enterprise document management system, providing SMUD employees with access to real estate documents via a secure internal web viewer. Randy provided guidance on GIS file integration with enterprise asset and financial systems.

Defense Logistics Agency Richmond Installation Enterprise GIS Data and Web Portal Program, Richmond, VARandy was the assistant project manager for the enterprise GIS data development task for a large Defense Logistics Agency installation. The project included development of needs assessment document, work plan document, and oversight of several multidisciplinary teams collecting data via desktop and field operations. He participated in project web tool development client workshops to determine data and user requirements. He also helped design and implement traffic sign and tree surveys. Randy managed schedule, technical approach, and budget for the multi-million dollar project.

RANDY OLDEN (CONTINUED)


City of Los Angeles, Bureau of Engineering (LABOE), Safe Sidewalks LA Program Civil Design & Construction Management (Sidewalk Repair Program), Los Angeles, CAAs GIS Technical Lead, Kelly provided on-site support of the Sidewalk Repair Program database. He assisted in the implementation of the website at navigatela.lacity.org/sidewalk repair. He also supported the implementation of the field inspection prototype. As part of our on-call contract with the City, HDR has been working on a task order to provide program management and engineering services for the Safe Sidewalks LA Program. The program identifies and corrects existing non-American with Disabilities Act (ADA) accessible sidewalks and curb ramps as well as provides new ADA accessible sidewalks, curb ramps and cross walks.

Southern California Association of Governments (SCAG), Transportation Planning Web-Based GIS Applications, San Diego, CAHDR created the internet and intranet applications using Geocortex Silverlight. The intranet websites allow the internal department members to review the project-related information via web browser, perform the queries, and print maps and reports usingthe SCAG template. The internet websites allow the city members to review the land use information and projects they submitted visually, make edits if necessary, and submit the edits online. The project also delivered a Microsoft SharePoint-based geoportal solution that allows the city members to search and download the SCAG’s geospatial information. Kelly’s role was GIS technical lead.

Orange County Transportation Authority (OCTA), GIS Transit Data Portal, Orange County, CAHDR implemented an innovative farebox data analysis and deep-linking algorithm to reconstruct passenger itineraries from farebox receipts. This project contributed to the OCTA’s ridership data warehouse with automated daily data feeds; and generates valuable data products, including, O-D trip table, link volumes, route profiles, and a QlikView executive dashboard. The project was presented at the Transit GIS conference. Kelly’s role was GIS technical lead.

Orange County Transportation Authority (OCTA), Long Range Transportation, Orange, CAThe GIS staff in San Diego supported the OCTA GIS program with processing existing operational and survey data for use in long-range transit planning and transportation studies for Measure M. The data sources for the analysis include farebox transaction records in a ridership data mart, and origin and destination records from a 2001 on-board survey. Both of these data sets have been geocoded to transit stops or other x,y coordinate locations. The locations, along with other information, were used to calculate travel paths and summarize characteristics for trips across a transit and a highway network. HDR GIS will develop three ArGIS desktop tools to perform the data processing, including a Farebox Trip Table Tool, and Farebox Link Volume Tool, Trip Itinerary Analysis Tool. Kelly’s role was GIS technical lead.

EDUCATIONPhD, Landscape Architecture and Urban Planning

MA, Geography, University of Western Ontario

BA, Geography, University of Western Ontario

REGISTRATIONSESRI Enterprise System Design Associate: CA

ESRI ArcGIS Desktop Developer Associate: CA

Kelly Chan, PhDGIS Technical Lead

Kelly has over 30 years of experience in Geographic Information Systems (GIS) and computer mapping. Kelly has working knowledge in asset management and location-based services (LBS). Kelly has experience in system architecture and modeling; is a facilitator in user requirements interviews; has experience in software development; and has working knowledge in software development methodologies and tools. He has been involved in the research and development of collaborative GIS using Microsoft Office and ArcGIS.

San Diego Association of Governments (SANDAG), GIS Enhancements For Regional Forecasting Models, San Diego, CAThe purpose of this project was to re-engineer SANDAG’s legacy GIS system and take advantage of new GIS technology that would improve performance. This project upgraded and improved the current GIS framework for managing data for the SANDAG regional planning models. As the regional planning agency, SANDAG develops and implements transportation and land use models to support project planning and policy decision making for the San Diego region. Kelly’s role was GIS technical lead.

KELLY CHAN (CONTINUED)


CalTrans Region 3 Hazardous Tree Survey, Sacramento, CAJoel was the technical lead for a tree study project involving coordination and creating of Survey 123 forms and web mapping. He created a series of dynamic forms for survey team data collection with ability to auto populate tree scientific and popular names and added relevant functions to make survey questions concise and standardized. He also setup and exported tiled map packages to be used for offline data collection in the Esri Collector App. Joel coordinated with 20+ field team members and helped troubleshoot any technology issues. He also helped in setting up batch report creation from the survey results. The project methods and technology ease of use enabled the project to be greatly successful with the client, sub-consultants, and internal team members.

Sempra Infrastructure Port Arthur Pipeline Louisiana Connector, TX and LAJoel was the project manager for Federal Energy Regulatory Commission (FERC) permitting GIS efforts. He was responsible for working with federal, private, and tribal stake holders to assure all resource mapping is collected and managed according to FERC requirements. This project included an assessment of Sempra Infrastructure easements for 160 miles of 42inch interstate natural gas pipeline. The data collected included pipeline routes and workspaces, landowners cultural and environmental. Joel managed implementation of project geodatabase and web module. He also organized and led stakeholder meetings and advised Sempra Infrastructure on data collection and mapping strategy.

Defense Logistics Agency Richmond Installation Enterprise GIS Data and Web Portal Program, Susquehanna, PA and Richmond, VAJoel was the project manager and task lead for the enterprise GIS data development task for a large Defense Logistics Agency installation. The project included oversight of several multidisciplinary teams collecting data via desktop and field operations. Joel determined and reviewed appropriate SDSFIE standards for data gathering and conversion. He managed Enterprise GIS implementation and applications using core ArcGIS Software suite and custom applications. He also created and managed storymaps and dynamic 3D modeling applications of installation master plans. Joel built interactive dashboards of planning projects to display different types of projects and provide basic analysis to non GIS users.

San Juan Water District Enterprise GIS Implementation, Granite Bay, CAJoel was the technical lead in the implementation Enterprise GIS system using ArcGIS Enterprise for local water district. He converted CAD data into the Esri water data model and the Utility Network Management Extension. He also implemented network tracing for GIS features and direct connection to Innovyze InfoWater PRO hydraulic modeling software. Joel consolidated several disconnected business processes into standardized organizational applications for project tracking and water service requests using the Esri ArcGIS Enterprise and Microsoft SQL. He integrated Tyler Incode Customer Information Systems (CIS) and Cityworks Computerized Maintenance Management System (CMMS) into GIS to provide a common platform for business and operations information. Implemented a GIS based Asset Management System for the water treatment plant.

EDUCATIONBA, Geography and Anthropology, University of California Santa Barbara, 2003

SPECIALIZED TRAINING AND CERTIFICATIONSURISA Leadership Academy

Geographic Information Systems Professional - GISP

Instructor Led TrainingArcGIS Enterprise: Administration Workflows

Distributing Data Using Geodatabase Replication

Creating and Managing Utility Networks with ArcGIS

ArcGIS Enterprise: Configuring a Base Deployment

System Architecture Design Strategies

Working With Geometric Networks for Utilities

Deploying and Maintaining a Multiuser Geodatabase

Introduction to ArcGIS Pro for Professionals

ArcGIS for Server: Site Configuration and Administration

Cityworks Administration

Joel GriffinSenior GIS Analyst

Joel has more than 16 years of experience in GIS data management, cartography and analysis. He has experience in water, local government, energy, and government industries. He has experience in the design and implementation of ArcGIS Enterprise and ArcGIS Online. Joel has been the team lead and subject matter expert for permitting, development and construction of major infrastructure projects. He is a proven communicator and instructor in GIS design and task management in desktop, web, and mobile applications. He has been published for his cartographic work.

Sempra Midstream Permian to Katy Pipeline, TXAs GIS Lead for Sempra Infrastructure, Joel was responsible for working with Midstream group on GIS data and preliminary route mapping and working with project leads to develop GIS maps, data and products. He determined accurate route mileages that were used to determine project cost.

Sempra LNG Cameron Liquefaction Project, Cameron Parish, LAAs GIS Lead for the 10 billion dollar natural gas liquefaction project, Joel managed large GIS data collection and provided oversight to non-GIS staff as they developed various elements of the project. He developed and managed data, including land ownership parcels, wetland mitigation, utilities, and equipment models. He supported commercial gas supply by providing documents and maps of commercial agreement rates and volumes. Joel also provided land status data and maps to stakeholders involved in real estate and transmission line easements. He worked with DFIRM-FEMA data to determine flood zones for construction site.

Sempra LNG Port Arthur Liquefaction, Jefferson County, TXAs GIS Lead for the natural gas liquefaction project joint venture involving Sempra LNG and Woodside Energy, Joel researched and collected aging utility information to provide a clear picture of pipeline locations in preparation for relocation. He assisted in highway alignment studies and converted and geo-referenced CAD data into GIS. He worked with the owner’s engineer to properly overly detailed plot plan and make modifications through the development process. Joel coordinated mapping with permitting and compliance group to provide detailed reports to DOE, USACE, and FERC. He provided detailed source gas pipeline maps to internal and external stakeholders to communicate gas suppliers and receipt and delivery points. He also planned, budgeted, and executed a topographic survey.

Energia Costa Azul Liquefaction, Ensenada, Baja, CAJoel was the GIS subject matter lead for the LNG development project involving Sempra Energy, IEnova and Pemex. He worked with local surveyors to determine property lines using archive records and GPS. He also designed web maps incorporating CAD permitting and survey data. Joel oversaw marine survey crew data collection and provided bathymetric maps of seafloor. He procured a photogrammetric topographic survey working with air and ground crews to derive base elevations for the owner’s engineer. He created and modified a 3D terrain model to determine cut/fill volumes for proposed construction.

Sempra Energy Enterprise GIS Implementation, San Diego, CAJoel oversaw the design, development, budget and configuration of the Enterprise GIS System Architecture incorporating SQL, ArcGIS Server, SDE and ArcGIS Online. He planned and procured the appropriate IT hardware and virtual software needed to deploy a centralized high response database. He also managed data conversion into the enterprise system and maintenance to keep running properly. Joel created REST services using ArcGIS server to be used in internal applications and ARCGIS online. He managed database users and roles in SQL Management Studio and managed groups and access as the ArcGIS Online Organization administrator.

Sempra Renewables Broken Bow Wind IIAs GIS Project Lead, Joel was responsible for geodatabase creation and management. He created detailed inventory of lease owners and project inventory including wetlands construction roads, collector lines and wind turbine generators. He participated in site design using GIS inventory to avoid impact areas and find areas with the best wind resource. Joel also created wind flicker analysis maps for project lease holders.

JOEL GRIFFIN (CONTINUED)


Riverside County Transportation Commission, Coachella Valley-San Gorgonio Pass Rail Corridor Service Development Plan (SDP), Riverside and Los Angeles Counties, CAAs the GIS lead, Anders worked closely with the large engineering and analysis team to develop high quality mapping products. Anders also implemented an innovating cartography procedure that was used to efficiently generate straight line diagram drawings for the 140-mile alignment.

HDR was selected to provide services to RCTC for preparation of a SDP for the Coachella Valley-San Gorgonio Pass Rail Corridor, a 140-mile-long rail corridor between LA Union Station and the City of Indio. The SDP was developed in two phases. The first phase involved conducting an Alternatives Analysis (AA) for the corridor, and the second phase includes development of the SDP following Federal Railroad Administration (FRA) guidelines, as well as a Tier 1/Program Environmental Impact Statement/Environmental Impact Report (EIS/EIR) for the proposed service. The Alternatives Analysis included definition of a Purpose & Need (P&N) statement, preparation of a market analysis for the corridor, identification of alternatives to address the P&N, and evaluation of the alternatives. Stakeholder and public outreach included numerous one-on-one briefings with elected officials, regular coordination with a Technical Advisory Committee, and multiple public meetings in different parts of the corridor and via webinar.

Metro, Link US, Los Angeles, CAAs the lead GIS analyst, Anders is an integral part of the diverse design and environmental team responsible for delivering this monumental project. Anders is responsible for managing all geospatial data, supporting field data collection, performing spatial analysis and developing and implementing the cartographic standards used for all document deliverables.

HDR was first awarded a contract by Metro in 2014 to perform preliminary engineering, environmental document, final design and construction support for the Link Union Station (Link US), formally known as SCRIP. In 2005, Caltrans and Federal Railroad Administration (FRA) environmentally cleared the Los Angeles Union Station (LAUS) Run-Through Tracks Project that would transform LAUS from a “stub-end” station to a “run-through” station, increasing the station’s operational capacity. Over the last decade, the Link US project has become more than a runthrough tracks project. With the development of the LAUS Master Plan (LAUSMP) and anticipated increase in regional rail ridership, the LAUS Run-Through Tracks Project evolved to become SCRIP/Link US, which included an additional track on the west bank of the Los Angeles River to accommodate northbound travel. In 2016, Link US was updated again to include accommodation of future transit services, anticipating the arrival of California High-Speed Rail (HSR) in 2029, and the LAUS Master Plan passenger concourse. In the March 2017 Metro Board Meeting, HDR was tasked with studying an above-grade concourse to compare to the at-grade concourse recommended by the Masterplan.

EDUCATIONMS, Geography, San Diego State University, 2007

BS, Environmental Science, San Diego State University, 2004

Anders BurvallSenior GIS Analyst

Anders is a senior Geographic Information Systems (GIS) analyst with HDR. Throughout his 13 year tenure with HDR’s Southern California GIS team, Anders has been an integral component on a wide array of projects throughout the United States. His experience includes many large scale projects encompassing a wide array of disciplines including Transportation planning and design, Energy, Federal, Environmental, Biological Resources, Solid Waste, Waste Water, Water Resources and Cultural Resources. Anders geospatial expertise encompasses all aspects of the GIS workflow including data management, database design, advanced spatial analysis, cartography, web mapping, and mobile data collection. Anders is an expert in cartographic design and he leads the HDR cartographic practice group which develops company standards and provide educational resources to the internal geospatial community.

Southern California Edison, FAA Legacy Assessment Project, Pomona, CATo help Southern California Edison (SCE) adhere to the important regulatory requirements set forth by the Federal Aviation Administration (FAA), HDR performed a rigorous compliance analysis of SCE’s entire transmission line network. Aviation experts analyzed all of SCE’s historical archives of FAA compliance communications and a diverse team of engineers and GIS professionals utilized 3D PLSS CAD models to analyze over 450 individual circuits totaling more the 7800 miles of transmission lines. HDR developed a comprehensive GIS database of the 3D spatial data linked historical documents that enabled SCE staff to efficiently view the lighting and marking compliance of their existing power grid and provided a geographical framework to track historical and future FAA correspondence regarding system compliance. As the GIS lead, Anders worked with transmission line engineers to convert PLSS CAD data into a 3D GIS infrastructure. He delivered a web application that allowed the SCE staff visualize and analyze their transmission line network in a user friendly and efficient framework.

Federal Emergency Agency Map Modernization Project, CA, AZ, NVAnders led a team of GIS technicians through the process of converting paper based maps into a digital format. The process included geo-referencing 100s of large scale maps and digitizing detailed flooding information. Anders implemented strict QAQC procedures to ensure the data quality and delivered multi-scale map products for multiple counties.

HDR worked together with the Federal Emergency Management Agency (FEMA) to transform the United States national flood maps into a more accurate, easier-to-use, and readily available product. The Map Modernization effort included promoting an efficient, quality-driven approach to Digital Flood Insurance Rate Map (DFIRM) and DFIRM database production. HDR contract with FEMA Region IX to provide coastal and/or riverine flood insurance studies/restudies (FIS) throughout California, Arizona and Nevada.

Port of Long Beach, Stormwater Master Plan, Long Beach, CAAs the GIS lead, Anders worked closely with project engineers to provide them geospatial analysis support for the inundation modeling effort. Anders also coordinated with the Port of Long Beach internal GIS team to ensure that the extensive data deliverable would transfer into the Ports existing GIS infrastructure.

HDR conducted a port-wide stormwater infrastructure master plan of the POLB, which includes comprehensive hydraulic modeling, condition and capacity analysis of existing drainage system and pump stations and development of a 20-year capital improvement plan. Work included; data collection, screening, and processing; catchment area delineation and characterization; hydraulic model development; hydrology and hydraulic simulation of the storm drain system and pump stations for design storm scenarios based on the LA County approved methods; inspection and condition assessment of existing facilities, analysis of improvement alternatives and identification of preferred alternatives; development of cost estimates and the capital improvement plan.

ANDERS BURVALL (CONTINUED)


Los Angeles Metro Transportation Authority, Link US (formerly known as Southern California Regional Interconnector Project - SCRIP), Los Angeles, CAHDR is performing preliminary engineering, environmental document, final design and construction support for Metro’s Link US (formerly known as SCRIP). The project includes raising the rail yard, inclusion of a new elevated concourse, new run through tracks over US 101, and active transportation connections. Yuying’s role is senior GIS analyst.

Orange County Transportation Authority, OCTA Task Order 1 - Long Range Transit, Orange, CAThe GIS staff in San Diego supported the OCTA GIS program with processing existing operational and survey data for use in long-range transit planning and transportation studies for Measure M. The data sources for the analysis included farebox transaction records in a ridership data mart and origin and destination records from a 2001 on-board survey. Both of these data sets have been geocoded to transit stops or other xy coordinate locations. HDR GIS developed three ArcGIS desktop tools to perform the data processing including a Farebox Trip Table Tool Farebox Link Volume Tool Trip Itinerary Analyst Tool. Yuying’s role was senior GIS analyst/programmer.

Alaska Dept of Trans & Public Facilities, Statewide Functional Classification Update, Juneau, AKHDR assisted with the development of a geodatabase to support transportation planners in their work to update functional classifications for Alaska roads. The geodatabase is statewide, mapping roads from more than 300 communities. The geodatabase was required to be linked to the Alaska DOT & PF Highway Asset System(HAS) which is a mainframe system but with an Oracle Datapot. As Senior GIS Analyst/Programer, Yuying reviewed, prepared, and cleaned the local data from different sources for correspondence, stitching, and calibration.

Arizona Department of Transportation, I-10 Ina Road TI to Ruthrauff Road TI, Tucson, AZHDR developed the DCR/EA, including the implementation plan, for ADOT. Arterial street crossings of I-10, which currently have at-grade crossings with UPRR, will be modified to grade separate the cross road and UPRR. The project included extensive public involvement and will identify and evaluate the requirements for Joint Project Agreements between the State of Arizona and local jurisdictions prior to final design. As Lead GIS Analyst, Yuying was responsible for project data management, supporting multiple deliveries and public out-reach and involvement.

Connecting Nevada, Nevada DOT HeadquartersHDR led a team to assist the Nevada Department of Transportation (NDOT) in the Connecting Nevada Phase II project. This is an important visionary document that will guide Nevada’s transportation investment for the next 50 years. The intent of Phase II was to develop a statewide regional transportation planning process that identifies future transportation needs and provides procedures/methodology for preservation of the long-range vision with respect to short and midterm projects. Yuying’s role was senior GIS analyst.

EDUCATIONMA, Geography, San Diego State University, 2003

REGISTRATIONSCertified GIS Professional: CA

PROFESSIONAL MEMBERSHIPSUrban and Regional Information Systems Association (URISA), Sothern California, Board Member, Member, 2003-2013

Yuying Li, GISPSenior GIS Analyst

Yuying is a GIS analyst in HDR’s San Diego office. She has over 20 years of GIS consulting and software development and customization experience. Yuying has extensive knowledge of GIS data modeling, geodatabase design/development, spatial analysis, and mobile app mobile app implementation, including Esri Collector, Survey123, and custom app. Yuying is also well versed in programming and database management, which she has applied to several customized desktop and web-based GIS applications using .net, ASP, HTML, Javascript, etc.

San Bernardino County, Redlands Passenger Rail Program (RPRP), Redlands, CAHDR was responsible for managing all GIS data and analysis associated with the development of a commuter rail service operating between the Rialto Avenue and San Bernardino Transit Center and the University of Redlands, approximately nine miles, and five stations. GIS assisted with visualization, transportation planning and to obtain approval for a combined CEQA and NEPA environmental document to clear the project environmentally. Yuying’s role was senior GIS analyst.

Southern Nevada Traffic Study, Reno, NVThe Southern Nevada Traffic Study (SNTS) is a regional traffic forecasting, traffic analyses, alternatives evaluation and benefit/cost analyses of all urban southern Nevada freeways in coordination with ongoing projects and studies. HDR will perform traffic data collection, traffic forecasting and planning, traffic operational analysis, benefit-cost analysis and performance measurement. Yuying’s role is senior GIS analyst.

YUYING LI (CONTINUED)

Education Master of Business Administration, 2001 Bachelor of Science, Biology, University of Redlands, 1986

Experience 35 Years

Industry Tenure 35 Years

Doug Mende GIS Consultant / Principal Investigator

Professional Experience Doug has over 35 years of career GIS experience that includes working in Information Technology, Engineering, and Local Government. He is currently directing and implementing ESRI GIS solutions using ArcGIS and ArcGIS Online integrating with business partners and several other software and data services. For 20 years, Doug have supervised teams of up to 14 staff while developing work in software engineering, database design, GIS implementation, analysis, and fiscal planning. Over the course of his career, he has initiated and led the establishment of large GIS programs and managed GIS projects worth well over $20 million throughout the Western United States. Doug has administrated multi-user GIS enterprise servers including enterprise strategic plans for Sacramento, Tempe, and other large government organizations.

Relevant Project Experience Consultant, County of San Bernardino Development Fee Impact Study 2012-2014. San Bernardino, California Data review and development of methodology for urban growth and facilities planning for County-wide analysis for the following departments: Public Works, Transportation, Special Districts, Flood Control, Sheriff, Fire, Planning, coordinated through the CAO. SRI suppported Stanley R. Hoffman and David Taussig and Associated on this project.

Consultant and Project Manager, Infill Capacity Study, Western Riverside Council of Governments, Riverside, California. Project manager and lead consultant for the agency in the development of an infill model to predict the number, location, and size of economically underperforming properties. Included in the model is an estimation of the development potential for number of housing units in support of SCAG’s regional housing goals. The project included a summary and case study of various infill models for TODs throughout the United States. Field checks of parcels selected by the infill model were provided and interviews with City department staff were conducted to validate the model. An estimate of infill capacity was presented to the 15 regional planning directors and accepted. 2008

Consultant, Los Angeles City/County Metropolitan Transportation Authority (Metro) 2015. Los Angeles, California. East San Fernando Valley Transit Corridor project. Developed database and research methods to analyze alternatives for an EIS/EIR regarding future scenarios, population growth, transit demand, and compatibility with existing and future land uses.

Doug Mende - Page 2

Consultant, Regional Drainage Facility Impact Fee Study, City of Victorville, California. The team reviewed the current and planned financial position of installing new sidewalks, curbs and gutters, storm drains, dry wells, and catch basins. Each vacant and potentially developable parcel was analyzed using GIS to determine fee amounts and categories for land uses. SRI provided GIS and summary data for buildout capacity and scenario planning for Hoffman Associates and David Taussig Associates. 2015-2016.

Consultant, Sphere of Influence (SOI) Annexation Strategy Economic Analysis. City of Chino, California The City of Chino is considering multiple annexations and wanted to develop a more comprehensive plan for their entire sphere of influence. In the first task, Mr. Mende prepared an existing land use inventory and baseline socio-economic report for SRHA. The challenges were to create a land use inventory and general description of the existing properties and public improvements within the City’s sphere area, establish population estimates and projections, and produce data tables and online maps for the findings. He prepared a matrix-type analysis that allowed the City the ability to compare the costs and benefits of various scenarios within each of the alternatives. The data resulted in decisions based on a cost per acre analysis of each possible land use available in the sphere utilizing: 1) the full historic County tax rate, 2) shared County tax rate, 3) full public improvements, and 4) public improvements. 2018.

Principal Investigator/Project Manager, Santa Ana River Project Authority (SAWPA), Riverside, California. The irrigated area estimates for the 2,500 square mile study area used ESRI and ERDAS software to analyze 3”-pixel infra-red aerial imagery to overlay onto 1.4 million modified irrigation areas based on parcels. The 27 TB data project was completely delivered in August 2016 and provided estimate data for agencies within the SAWPA territory. ArcGIS Online interfaces to imagery. 2016.

Imperial County Parcel and Orthophoto Basemap, Imperial County Assessor, Imperial County, California. Contract project manager for the $200,000 basemap conversion project. Converted and compressed 2-foot aerial imagery into Imperial County Specifications for use on their internet map server. Designed and Implemented Imperial County GIS integration with Megabyte Systems, Inc. property tax software for County Assessor and Auditor operations. 2001-2002 Developed a permit reporting application integrated with Accela Permits Plus for Imperial County. 2003 Managed the conversion, merging, and compression of 1 and 2-foot color aerial imagery tiles into LizardTech Mr. Sid format for the County Assessor internet map server. 2002-2003

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SERVICES CONTRACT

between

COACHELLA VALLEY ASSOCIATION OF GOVERRNMENTS (CVAG) and

HDR ENGINEERING, INC

THIS AGREEMENT is made and effective as of June 11, 2020 between the COACHELLA VALLEY ASSOCIATION OF GOVERNMENTS (CVAG) and HDR ENGINEERING, INC. ("Consultant"). In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows:

1. TERM

This Agreement shall commence on July 1, 2020 and shall remain and continue in effect until tasks described herein are completed, but in no event later than December 31, 2021 unless sooner terminated or extended pursuant to the provisions of this Agreement.

2. SERVICES

Consultant shall perform services consistent with the provisions of the agreement and any modification thereto adopted in writing by the parties and identified herein as an exhibit to this Agreement, upon issuance by CVAG of written authority to proceed (a "Work Order") as to either (a) a portion of the work if separate and independent tasks are contemplated or (b) all work if it constitutes a single project.

Except as amended by the exhibits hereto, Consultant is bound by the contents of the agreement and Consultant's response thereto. In the event of conflict, the requirements of this Agreement, including any exhibits shall take precedence over those contained in Consultant's response.

The following exhibit(s), which amend or modify and/or Consultant's response thereto, are attached and incorporated herein by reference:

Exhibit A: Scope of Services

Exhibit B: Price Formula

3. PRICE FORMULA

CVAG agrees to pay Consultant at the rates set forth in Exhibit B, the Price Formula.

4. PERFORMANCE

Consultant shall at all times faithfully, competently and to the best of its ability, experience, and talent, perform all tasks required hereunder. Consultant shall employ, at a minimum, generally accepted standards and practices utilized by persons engaged in providing similar services as are required of Consultant hereunder in meeting its obligations under this Agreement.

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Consultant shall submit informal progress reports to CVAG's Executive Director by telephone, e- mail or in person, on a weekly basis, in a form acceptable to CVAG, describing the state of work performed. The purpose of the reports is to allow CVAG to determine if the contract objectives and activities are being completed in accordance with the agreed upon schedule, and to afford occasions for airing difficulties or special problems encountered.

The Consultant shall meet with the CVAG Executive Director as needed.

5. PAYMENT

(a) Consultant shall submit invoices for work completed on a periodic basis, no more frequently than monthly.

(b) Consultant shall not be compensated for any services rendered in connection with its performance of this Agreement which are in addition to those set forth in a duly issued Work Order.

(c) Consultant shall submit invoices for services performed in accordance with the payment rates and terms set forth in Exhibit A. The invoice shall be in a form approved by CVAG.

(d) A formal report of tasks performed and tasks in process, in a form acceptable to CVAG, shall be attached to each invoice.

(e) All invoices shall be consistent with current progress reports as well as the budget and work schedule and, if modified or supplemented thereby, the exhibits to this Agreement.

(f) Upon approval by CVAG's Executive Director, payment shall be made within thirty (30) days of receipt of each invoice as to all non-disputed fees. If CVAG disputes any of Consultant's invoiced fees it shall pay the undisputed portion and give written notice to Consultant within thirty (30) days of receipt of the invoice.

6. INSPECTION OF WORK

Consultant shall permit CVAG the opportunity to review and inspect the project activities at all reasonable times during the performance period of this Agreement.

7. SCOPE OF WORK CHANGES

The scope of work shall be subject to change by additions, deletions or revisions agreed upon by CVAG and Consultant. If Consultant believes that performance of any change would justify modification of the Agreement price or time for performance, Consultant shall provide CVAG prompt written notice and the parties will negotiate an equitable adjustment to Agreement price and/or time for performance.

8. SUSPENSION OR TERMINATION OF AGREEMENT WITHOUT CAUSE

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(a) CVAG may at any time, for any reason, with or without cause, suspend or terminate this Agreement, or any portion hereof, by serving upon Consultant seven (7) days prior written notice, provided that CVAG will not terminate for cause without providing Consultant written notice of the breach and a reasonable opportunity to cure. Upon tender of said notice, Consultant shall immediately cease all work under this Agreement, unless further work is authorized by CVAG. If CVAG suspends or terminates a portion of this Agreement, such suspension or termination shall not make void or invalidate the remainder of this Agreement.

(b) In the event this Agreement is terminated pursuant to this Section, CVAG shall pay Consultant only for work that has been accepted by CVAG. Work in process will not be paid unless CVAG agrees in writing to accept the partial work, in which case, prorated fees may be authorized. Upon termination of the Agreement pursuant to this Section, Consultant will submit a final invoice

to CVAG. Payment of the final invoice shall be subject to approval by the CVAG Executive Director as set out above.

9. DEFAULT OF CONSULTANT

(a) Consultant's failure to comply with the provisions of this Agreement shall constitute a default. In the event that Consultant is in default for cause under the terms of this Agreement, CVAG shall have no obligation or duty to continue compensating Consultant for any work performed after the date of default and can terminate this Agreement immediately by written notice to Consultant. Provided, however, if such failure by Consultant to make progress in the performance of work hereunder arises out of causes beyond Consultant's control, and without fault or negligence of Consultant, it shall not be considered a default.

(b) Prior to termination for default, the CVAG Executive Director or his/her delegate will cause to be served upon Consultant a written notice of the default. Consultant shall then have ten (10) days after service upon it of said notice in which to cure the default by rendering a satisfactory performance. In the event that Consultant fails to cure its default within such period of time, CVAG 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 at law, in equity or under this Agreement.

10. OWNERSHIP OF DOCUMENTS

(a) Consultant shall maintain complete and accurate records with respect to work performed, costs, expenses, receipts, and other such information that relates to the performance of services under this Agreement. Consultant shall maintain adequate records of services provided in sufficient detail to permit an evaluation of services. All such records shall be maintained in accordance with generally accepted accounting principles and shall be clearly identified and readily accessible. Consultant shall provide free access to the representatives of CVAG or its designees at reasonable times to such books and records; shall give CVAG the right to examine and audit said books and records; shall permit CVAG to make transcripts therefrom as necessary; and shall allow inspection of all work, data, documents, proceedings, and activities related to this Agreement. Such records, together with supporting documents, shall be maintained for a period of three (3) years after receipt of final payment.

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(b) Unless the RFP or exhibits hereto expressly provide otherwise, upon completion of, or in the event of termination or suspension of this Agreement, all original documents, designs, drawings, maps, models, computer files, surveys, notes, and other documents prepared in the course of providing the services to be performed pursuant to this Agreement shall become the sole property of CVAG and may be used, reused, or otherwise disposed of by CVAG without the permission of Consultant. However, any modification or reuse of such materials for purposes other than those intended by the Agreement shall be at CVAG’s sole risk and without liability to Consultant. With respect to computer files, Consultant shall make available to CVAG, at Consultant's office and upon reasonable written request by CVAG, the necessary computer software and hardware for purposes of accessing, compiling, transferring, and printing computer files.

11. INDEMNIFICATION FOR PROFESSIONAL LIABILITY

To the fullest extent permitted by law, Consultant shall indemnify, protect, defend and hold harmless CVAG, its members and any and all of their officials, employees and agents from and against any and all losses, liabilities, damages, costs and expenses, including attorney’s fees and costs, which arise out of, pertain to, or relate to Consultant's negligence, recklessness, or willful misconduct.

12. INSURANCE

(a) Throughout the term of this Agreement, Consultant shall procure and maintain insurance, including Workers' Compensation as required by law for its personnel, and a one million dollar ($1,000,000.00) commercial general liability policy. Consultant shall include CVAG, its member agencies, as additional insureds on this commercial liability policy for liabilities caused by Consultant in its performance of services under this Agreement and shall provide CVAG with a certificate verifying such coverage. In the event said insurance coverage expires at any time or times during the term of this Agreement, Consultant agrees to provide at least five (5) days notice prior to said expiration date and, prior to said expiration date, a new certificate of insurance evidencing insurance coverage as provided herein for no less than the remainder of the term of the Agreement, or for a total period of not less than one (1) year. New certificates of insurance are subject to the approval of CVAG. In the event Consultant fails to keep in effect at all times insurance coverage as herein provided, CVAG may, in addition to any other remedies it may have, terminate this Agreement.

(b) CVAG, member agencies are to be covered as additional insured as respects liability arising out of automobiles owned, leased, hired or borrowed by Consultant. The coverage shall contain no special limitations on the scope of protection afforded to the said additional insureds. Minimum requirements are $100,000/$300,000/$25,000.

(c) Consultant's insurance coverage shall be primary insurance as respects CVAG, its member agencies, as additional insureds. Any insurance or self-insurance maintained by said additional insureds shall be in excess of Consultant's insurance and shall not contribute with it and, to the extent obtainable, such coverage shall be payable notwithstanding any act of negligence of CVAG, its members, or any other additional insured, that might otherwise result in forfeiture of coverage. Any failure to comply with reporting or other provisions of the policies, including breach of warranties, shall not affect coverage provided to said additional insureds. Consultant's insurance shall apply separately to each insured against whom claim is made or suit is brought. Each insurance policy required by this clause shall be endorsed to state that coverage

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shall not be canceled or materially changed except after thirty (30) days prior written notice by certified mail, return receipt requested, has been given to CVAG.

(d) Consultant shall provide worker’s compensation insurance or a California Department of Insurance-approved self-insurance program in an amount and form that meets all applicable Labor Code requirements, covering all persons or entities providing services on behalf of Consultant and all risks to such persons or entities.

(e) Said insurance policy or policies shall be issued by a responsible insurance company with a minimum A. M. Best Rating of “A-“ Financial Category “X”, and authorized and admitted to do business in, and regulated by, the State of California.

(f) Evidence of all insurance coverage shall be provided to CVAG prior to issuance of the first Work Order. Consultant acknowledges and agrees that such insurance is in addition to Consultant's obligation to fully indemnify and hold CVAG, its members and any other additional insureds free and harmless from and against any and all claims arising out of an injury or damage to property or persons caused by the negligence, recklessness, or willful misconduct of Consultant.

13. INDEPENDENT CONTRACTOR

(a) Consultant is and shall at all times remain as to CVAG a wholly independent contractor. The personnel performing the services under this Agreement on behalf of Consultant shall at all times be under Consultant's exclusive direction and control. Neither CVAG, its members, nor any of their officers, employees, or agents shall have control over the conduct of Consultant or any of Consultant's officers, employees, or agents, except as set forth in this Agreement. Consultant shall not at any time or in any manner represent that it or any of its officers, employees, or agents are in any manner officers, employees, or agents of CVAG or its members. Consultant shall not incur or have the power to incur any debt, obligation, or liability whatever against CVAG or its members, or bind CVAG or its members in any manner except as expressly authorized by CVAG.

(b) No employee benefits shall be available to Consultant in connection with the performance of this Agreement. Except for the fees paid to Consultant as provided in the Agreement, CVAG shall not pay salaries, wages, or other compensation to Consultant for performing services hereunder. CVAG shall not be liable for compensation or indemnification to Consultant for injury or sickness arising out of performing services hereunder.

14. LEGAL RESPONSIBILITIES

Consultant shall keep itself informed of State, Federal and local laws and regulations which in any manner affect those employed by it or in any way affect the performance of its services pursuant to this Agreement. Consultant shall at all times observe and comply with all such laws and regulations. CVAG, its members, and their officers and employees, shall not be liable at law or in equity for any liability occasioned by failure of Consultant to comply with this Section.

Consultant shall not discriminate against any employee or applicant for employment because of race, religion, color, sex, age, national origin, or any other unlawful basis.

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15. UNDUE INFLUENCE

Consultant declares and warrants that no undue influence or pressure was or will be used against or in concert with any officer or employee of CVAG in connection with the award, terms or implementation of this Agreement, including any method of coercion, confidential financial arrangement, or financial inducement. No officer or employee of CVAG will receive compensation, directly or indirectly, from Consultant, or from any officer, employee or agent of Consultant, in connection with the award of this Agreement or any work to be conducted as a result of this Agreement. Violation of this Section shall be a material breach of this Agreement entitling CVAG to any and all remedies at law or in equity.

16. NO BENEFIT TO ARISE TO LOCAL EMPLOYEES

No member, officer, or employee of CVAG, nor its designees or agents, and no public official who exercises authority over or responsibilities with respect to the subject of this Agreement during his/her tenure or for one year thereafter, shall have any interest, direct or indirect, in any agreement or sub-agreement, or the proceeds thereof, for work to be performed in connection with the services performed under this Agreement.

17. RELEASE OF INFORMATION/CONFLICTS OF INTEREST

(a) All information gained by Consultant in performance of this Agreement shall be considered confidential and shall not be released by Consultant without CVAG's prior written authorization. Consultant, its officers, employees, agents, or sub-consultants, shall not without written authorization from the CVAG Task Manager or unless requested by the CVAG Attorney, voluntarily provide declarations, letters of support, testimony at depositions, response to interrogatories, or other information concerning the work performed under this Agreement or relating to any project or property of CVAG. Response to a subpoena or court order shall not be considered "voluntary" provided Consultant gives CVAG notice of such court order or subpoena.

(b) Consultant shall promptly notify CVAG should Consultant, its officers, employees, agents, or sub-consultants be served with any summons, complaint, subpoena, notice of deposition, request for documents, interrogatories, request for admissions, or other discovery request, court order, or subpoena from any person or party regarding this Agreement and the work performed thereunder or with respect to any project or property of CVAG or its members. CVAG retains the right, but has no obligation, be present at any deposition, hearing, or similar proceeding. Consultant agrees to cooperate fully with CVAG and to provide the opportunity to review any response to discovery requests provided by Consultant. However, CVAG's right to review any such response does not imply or mean the right by CVAG to control, direct, or rewrite said response.

(c) Consultant covenants that neither it nor any officer or principal of Consultant's firm has any interest in, or shall acquire any interest, directly or indirectly, which will conflict in any manner or degree with the performance of services hereunder. Consultant further covenants that in the performance of this Agreement, no person having such interest shall be employed by Consultant as an officer, employee, agent, or subcontractor.

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18. NOTICES

Any notices which either party may desire to give to the other party under this Agreement must be in writing and may be given either by (i) personal service, (ii) delivery by a reputable document delivery service, such as but not limited to, Federal Express, which provides a receipt showing date and time of delivery, or (iii) mailing in the United States Mail, certified mail, postage prepaid, return receipt requested, addressed to the address of the party as set forth below or at any other address as that party may later designate by notice:

To CVAG: Executive Director Coachella Valley Association of Governments

73-710 Fred Waring Drive, Suite 200 Palm Desert, CA 92260

To Consultant: HDR Engineering, Inc. 591 Camino de la Reina, Suite 300 San Diego, CA 92108 CA PI #188671 (858) 712-8400

19. ASSIGNMENT/PERSONNEL

Consultant shall not assign the performance of this Agreement, nor any part thereof, nor any monies due hereunder, without prior written consent of CVAG.

Because of the personal nature of the services to be rendered pursuant to this Agreement, there shall be no change in Consultant or members of the project team without prior written approval by CVAG.

20. MANAGEMENT

CVAG's Executive Director shall represent CVAG in all matters pertaining to the administration of this Agreement, review and approval of all services submitted by Consultant.

During the term of this Agreement, Consultant shall provide sufficient executive and administrative personnel as shall be necessary and required to perform its duties and obligations under the terms hereof.

21. SUBCONTRACTS

Unless expressly permitted in the RFP or the exhibits hereto, Consultant shall obtain the prior written approval of CVAG before subcontracting any services related to this Agreement. CVAG reserves the right to contract directly with any necessary subcontractors in the unlikely event it becomes necessary.

22. LICENSES

At all times during the term of this Agreement, Consultant shall have in full force and effect all licenses required of it by law for the performance of the services described in this Agreement.

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23. GOVERNING LAW

CVAG and Consultant understand and agree that the laws of the State of California shall govern the rights, obligations, duties, and liabilities of the parties to this Agreement and also govern the interpretation of this Agreement. Any litigation concerning this Agreement shall take place in the Riverside County Superior Court, Indio Branch.

Any dispute arising under this Agreement shall first be decided by the CVAG Executive Director or designee. Consultant shall give CVAG written notice within seven (7) days after any event which Consultant believes may give rise to a claim for an increase in compensation or a change in the performance schedule. Within fourteen (14) days thereafter, Consultant shall supply CVAG with a statement supporting the claim. CVAG shall not be liable for and Consultant hereby waives any claim or potential claim which Consultant knew or should have known about and which was not reported in accordance with the provisions of this paragraph. Consultant agrees to continue performance of the services during the time any claim is pending. No claim shall be allowed if asserted after final payment.

24. FINAL PAYMENT CERTIFICATION AND RELEASE

CVAG shall not be obligated to make final payment to Consultant until Consultant has fully performed under this Agreement and has provided CVAG written assurances that Consultant has paid in full all outstanding obligations incurred as a result of Consultant’s performance hereunder. All obligations owing by CVAG to Consultant shall be deemed satisfied upon Consultant’s acceptance of the final payment. Thereafter, no property of CVAG shall be subject to any unsatisfied lien or claim arising out of this Agreement.

25. ENTIRE AGREEMENT

This Agreement contains the entire understanding between the parties relating to the obligations of the parties described in this Agreement. All prior or contemporaneous agreements, understandings, representations, and statements, oral or written, are merged into this Agreement and shall be of no further force or effect. Each party is entering into this Agreement based solely upon the representations set forth herein and upon each party's own independent investigation of any and all facts such party deems material. 26. FORCE MAJEURE

Neither party hereto shall be liable to the other for its failure to perform under this Agreement when such failure is caused by strikes, accidents, acts of God, fire, war, flood, governmental restrictions, or any other cause beyond the control of the party charged with performance; provided that the party so unable to perform shall promptly advise the other party of the extent of its inability to perform. Any suspension of performance by reason of this paragraph shall be limited to the period during which such cause of failure exists.

27. WAIVER

Notwithstanding anything to the contrary in this Agreement and to extent permitted by law, neither party to this Agreement shall be liable to the other party for any special, incidental, indirect, or consequential damages (including but not limited to loss of use of opportunity; loss of good will: cost of substitute facilities, goods, or services; cost of capital; and/or fines or penalties), loss of

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profits or revenue arising out of, resulting from, or in any way related to Consultant’s services or this Agreement from any cause of causes, including but not limited to any such damages caused by negligence, errors or omissions, strict liability or breach of contract.

28. AUTHORITY TO EXECUTE THIS AGREEMENT

The person or persons executing this Agreement on behalf of Consultant warrants and represents that he/she has the authority to execute this Agreement on behalf of Consultant and has the authority to bind Consultant to the performance of its obligations hereunder.

IN WITNESS WHEREOF, the parties hereto have caused this Agreement to be executed the day and year first above written.

COACHELLA VALLEY CONSERVATION COMMISSION:

By: _____________________________

Tom Kirk, Executive Director

HDR ENGINEERING, INC.:

By: _____________________________

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EXHIBIT A

SCOPE OF WORK HDR ENGINEERING, INC.

The consultant will automate both the TUMF and Local Development Mitigation Fee, including direct entering of information by the jurisdictions into an ArcGIS Online database. The overall GIS program of CVAG/CVCC will be updated and converted into an ArcGIS Online based system. GIS SCOPE of Work Phase 1 - Implementation In the first phase, the vendor will provide the professional services required to develop an on-line form-based, GIS, map and reporting products. The following modules will be developed: 1. Mitigation Fee Program Toolbox: a. LDMF Tool: City and County New Structure Building Permit form with Fee Calculator, Remittance report, and export to .csv. Each city will edit their own data in a common table (see LDMF 2018-2019 data spreadsheet). The APN (text field) will be a required feature and may need a map lookup. The LDMF tool will have a dashboard that shows key information like number of permits, fee amount calculated, fee amount collected, and outstanding payments. The tool will also send email alerts about alerts like payments that will be charged service fees. The tool will also have an external online or model-builder app that takes assessor data for the current year and compares it to past permits to see if anything was missed (escapees). The LDMF tool will have reporting capabilities that support the tables in the CVCC Annual Report and export all records to csv for CVCC and CVAG staff. b. TUMF Tool: Similar to the LDMF Tool. The fee calculations will be more complicated, but the workflow will be the same. The TUMF tool will have reporting capabilities that support tables in the CVAG TUMF annual report and export all records to csv for CVCC and CVAG staff. 2. Biological Monitoring Program Conservation Toolbox: This tool will be developed by collaborating with CVCC staff, the Reserve Management Unit Committee and Biological Working Group (RMUC/BWG), and UC Riverside (UCR). a. Develop a tool to manage data on biological monitoring activities from various sources including CVAG staff, contractors (biological consultants), volunteers, land monitors, citizen reports, work orders (for grants), and other sources. Data includes location of fences, gates and artificial watering holes, location of dumping, trespass, OHV use, fence cutting, and other land management issues that impact biological resources. Use ArcGIS Collector or Survey123 to collect GPS, photos, data entry, etc. and link them together. Data layers for assets like gates and fencing and impacts such as dumping, trespass, and ORV use will be developed and used for both Biological Monitoring and Land management activities. A methodology for CVAG to check input from contractors to the database will be developed.

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b. CVCC has over a decade of biological monitoring data that needs to be added to the overall digital database. These data include covered plant and animal species locations and abundance, vegetation/natural community mapping, and threats and stressors that impact species and natural communities. Data will need to be in in a geodatabase format in ArcGIS Online 3. Land Management Program Toolbox: This tool will be developed by collaborating with the Reserve Management Oversight Committee (RMOC)

a. Acquisitions. Tracking the conservation of land is fundamental to the success of the CVMSHCP. There are strict acreages that must be acquired and several

agencies coordinating to purchase land. Credit is given in 3 categories Permittee (CVCC), State/Federal and Complementary. The categories are more fully explained in the CVMSHCP document: (http://www.cvmshcp.org/Plan%20Documents/11.%20CVAG%20MSHCP%20Plan%20Section%204.0.pdf page 4-10). Land Acquisition to Achieve the Conservation Goals and Objectives of the CVMSHCP. Identify all acquisitions, ownership, funding source and other variables.

b. Status Reporting and Analysis tool. Status of Conservation Areas: Conservation

and Authorized Disturbance Within Conservation Areas. Ongoing tracking that is both kept current with regard to development and conservation and published in the Annual Report.

c. Covered Activities Outside Conservation Areas. CVAG does not track most development outside Conservation Areas and simply uses updates to the California Farmland Mapping and Monitoring Program to estimate most of this information (https://www.conservation.ca.gov/dlrp/fmmp). d. Status of Covered Species. Ongoing biological monitoring reports and data on species will be incorporated. e. Track violations and identify locations of dumping, trespass, OHV use, fence cutting, and other land management issues 4. Transportation Management Toolbox: a. TUMF Calculator (Online) This will be similar to Western Riverside Council of Governments (WRCOG) TUMF Calculator as the format of fee administration is the same as to CVAG’s, though the fee amounts differ. The WRCOG TUMF calculator can be found at http://tools.pbid.com/wrcog/. b. Traffic Counts from Signal Synchronization Traffic Management Center. 5. Online Interactive Maps. Develop online interactive maps to be available on CVAG and CVMSHCP websites that display: a. CVAG Street sweeping program: schedules and routes

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b. CVAG transportation projects: that show details on each project when clicked on the map. TPPS projects and how they relate to each other. c. CVAG/CVMSHCP Conservation areas: details of how much has been conserved in each area, maybe show species and/or vegetation. d. CV Link: CV Link is a dual pathway to combine pedestrians, bicyclists, and low speed electric vehicles (including golf carts) connecting the Coachella Valley. Develop CV Link map divided into sections, possibly by city. Information for CV Link users, construction schedule, etc. 6. Annual Audit Coordination Toolbox, report templates, maps, etc. a. Streamline and standardize the following annual reports. Past reports should all be added to the digital database. Use the tables as a guide for data reporting. i. CVAG Transportation Uniform Mitigation Fee (TUMF) ANNUAL REPORT ii. CVCC Local Development Mitigation Fee (LDMF) ANNUAL REPORT iii.Coachella Valley Multiple Species Habitat Conservation Plan Annual Report Phase 2 – Enhancement This phase is for setting goals for the enhancement of the Phase 1 toolboxes and online solutions. The project has a number of components that will likely need to be modified over time. CVAG/CVCC wishes to have a continuing relationship with the consultant to develop a GIS Program Phase 3 – Support This phase is for supporting the tools to adjust for GIS updates and other software changes.

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EXHIBIT B

PRICE FORMULA: FEES FOR SERVICES HDR ENGINEERING, INC.

The expected time frame to complete the Scope of Work is from July 1, 2020 to June 30, 2021. Additional charges will include any expenses authorized by CVAG.

CVAG share of contract: $ 70,790 CVAG share of contract: $ 79,002 HDR Proposal total: $149,792 The HDR proposal includes the following hourly rates for each of the team members.

The following tasks will be completed by HDR as part of the GIS Project. Task are not broken out according to the portion to be completed for CVAG and CVAG. The total project cost is split 50:50 between CVAG and CVAG, except that CVAG will pay for the Task 4 Transportation Management Toolbox at an additional cost of $8,212.32. Each task will be billed on a time and materials basis.

Team Member Role Direct Cost Overhead Fully Loaded Rate

Tobias Wolf Project Manager $96.70 $207.91 $304.61

Randall Olden QA/QC $60.34 $129.73 $190.07

Kelly Chan GIS Technical Lead $69.27 $148.93 $218.20

Yuying Li Senior GIS Analyst $57.21 $123.00 $180.21

Anders Burvall Senior GIS Analyst $48.06 $103.33 $151.39

Joel Griffin Senior GIS Analyst $48.95 $105.24 $154.19

Alberto Molina Project Accountant $45.19 $97.16 $142.35

Jenny Reyes Project Coordinator $25.50 $54.83 $80.33

*Mileage will be billed at IRS mileage rate (currently $0.575 per mile)

TASK DESCRIPTION QUANTITY UNITS COST

Project Management/Administration 54 Hours $11,810.46

Task 1: Mitigation Fee Program Toolbox 80 Hours $16,636.40

Task 2: Biological Monitoring Program Conservation Toolbox 80 Hours $16,636.40

Task 3: Land Management Program Toolbox 80 Hours $16,636.40

Task 4: Transportation Management Toolbox 40 Hours $8,212.32

Task 5: Online Interactive Maps 80 Hours $16,636.40

Task 6: Annual Audit Coordination Toolbox 56 Hours $11,399.60

Phase 2 - Enhancement 32 Hours $6,374.56

Phase 3 - Support 32 Hours $6,374.56

Subtotal 534 Hours $110,717.10

Subconsultant (Mende Consulting) 1 LS $38,500.00

Mileage (Est.) 1,000 Miles $575.00

Total $149,792.10

ITEM 5F

Staff Report Subject: Contract Amendment for Hoy Civil Engineering Contact: Martin Magaña, Director of Transportation ([email protected]) Recommendation: Authorize the Executive Director to execute Amendment No. 1 to the Professional Services Agreement with Hoy Civil Engineering, extending the term to December 2022 and providing for an additional $55,000 a year, and authorize the Executive Director and/or Legal Counsel to make clarifying revisions before finalizing. Transportation Committee: CONCURS (Meeting of August 31st)

Background: At the December 2, 2019 meeting, the CVAG Executive Committee approved a contract with Hoy Civil Engineering (HCE). HCE is a local engineering company providing engineering, program management, grant writing and municipal consulting services. Under this contract, HCE has provided professional services to CVAG in navigating projects through each phase of project delivery, from design to right-of-way acquisition to construction. HCE brings valuable experience to CVAG, including long-established partnerships with federal, state, county, local and tribal jurisdictions and expert knowledge of project delivery, as well as experience with regional projects. HCE’s experience and expertise has been invaluable to the CVAG Transportation Department as it reaches critical stages of several major projects – including CV Link and regional signal synchronization – as well as helping address funding needs for regional projects and providing a cash flow analysis for the agency. HCE is paid on a time and materials basis. The original contract term was for one year, ending in December 2020, with a provision for a one-year extension. To that end, CVAG is in need of continued assistance from HCE for its big, regional projects. The ongoing tasks include monitoring cost control; managing schedules; funding administration; preparing requests for proposals; processing documents through Caltrans related to Requests for Authorization, initial financial plans, contract procurements and Supplemental Agreements, audit preparation; construction management oversight; and, participating in meetings. Therefore, instead of enacting the existing contract provision to extend the term for another year, CVAG staff is recommending a contract amendment that would extend the terms until December 2022 and provide additional funding, which would still be paid on a time and materials basis. CVAG staff is making this recommendation based on the current stages of several major projects, as well as the expected buildout of both signal synchronization and CV Link. As CVAG and its consultants are preparing CV Link for construction later this year, HCE has been assisting CVAG in reviewing bids to ensure that contractors qualify and are in compliance with Caltrans standards before awarding a contract. This is crucial because there is nearly $30


million dollars in federal and state funds that have been allocated for construction of this project. As such, there is extensive reporting requirements with federal and state agencies and HCE has been ensuring CVAG complies with these rules. HCE has also been involved with getting phase 1 of CVAG’s regional signal synchronization project under construction, including working with Caltrans on the Request for Authorization to get funding allocated for construction. In addition, HCE has prepared a Request for Proposal to hire a construction manager to assist in getting this project out to bid and into construction by the end of this year. At the same time, HCE continues to work with CVAG staff to provide the cashflow analysis that the CVAG Executive Committee began discussing in June. The full analysis is on track to be brought to the committees later this year. This work involves HCE is coordinating with CVAG staff and local jurisdictions on funding commitments related to valley-wide transportation projects to determine cash flow implications related to major projects that have been obligated under existing reimbursement agreements. Should HCE’s services be determined to not be needed at any time, the agreement can be terminated without cause. Fiscal Analysis: The CVAG Executive Committee approved HCE’s original agreement for a not-to-exceed annual amount of $220,000. Considering the potential need for additional services that could arise with the construction of both CV Link and signal synchronization, CVAG staff is recommending that HCE’s contract be amended to extend the terms of the contract through December 2022 with a not-to-exceed annual maximum of $275,000. This will allow for up to 32 hours a week, although compensation will continue to be paid on a time and materials basis. The hourly rate will remain the same for the length of the contract, as CVAG staff negotiated a term that forgoes any cost-of-living adjustment. The cost of the services for this agreement will be paid for with existing transportation funding sources. Attachment: Amendment No. 1 to the Professional Services Agreement for Hoy Civil Engineering.

COACHELLA VALLEY ASSOCIATION OF GOVERNMENTS AGREEMENT FOR PROFESSIONAL SERVICES – AMENDMENT NO. 1

THIS AMENDMENT No. 1 (“Amendment”) is made and entered into on September 21, 2020, by and between the Coachella Valley Association of Governments, a California Joint Powers Authority (“CVAG”) and Hoy Civil Engineering, an independent contractor, (“Consultant”). In consideration of the mutual covenants and conditions set forth herein, the parties agree as follows:

1. Recitals. This Amendment No. 1 is made with the respect to the following facts and

purposes:

a. On December 2, 2019, CVAG and Consultant entered into that certain agreement

entitled “Coachella Valley Association of Governments Agreement for Professional

Services” between CVAG and Consultant in an amount not to exceed $220,000.00.

b. The parties now desire to amend the Agreement as set forth in this Amendment No.

1.

2. Amendment. Section 2, TERM OF AGREEMENT, is hereby amended in its entirely to

read as follows: “2. TERM OF AGREEMENT. The term of this Agreement shall be from December 2, 2019 to December 2, 2022, unless extended in writing by the Executive Director an additional year.” Amendment Section 4, PAYMENT FOR SERVICES, of the Agreement is hereby amended in its entirely to read as follows: “4 PAYMENT FOR SERVICES. Consultant shall be compensated at the Consultant rates attached on a Time and Materials basis. Total Annual Compensation shall not exceed Two Hundred Seventy-Five Thousand Dollars ($275,000.00) without written approval by the Executive Director. Consultant shall be paid within thirty (30) days of presentation of an invoice to CVAG for services performed to CVAG’s satisfaction. Consultant shall submit invoices describing the services performed by line item and category, the date services were performed, a description of reimbursable costs, and any other information requested by CVAG.”

2. Continuing Effect of Agreement. Except as amended by this Amendment, all provisions of the Agreement shall remain unchanged and in full force and effect. From and after the date of this Amendment, whenever the term “Agreement” appears in the Agreement, it shall mean the Agreement as amended by this Amendment.

3. Adequate Consideration. The parties hereto irrevocably stipulate and agree that they have each received adequate and independent consideration for the performance of the obligations they have undertaken pursuant to this Amendment.

4. Counterparts. This Amendment may be executed in duplicate originals, each of which is deemed to be an original, but when taken together shall constitute but one and the same instrument.

[ Signatures on Following Page ]

IN WITNESS THEREOF, the parties have executed this Amendment No. 1 as of the day and year first set forth above, which date shall be considered by the parties to be the effective date of this Amendment No. 1. Consultant: HOY CIVIL ENGINEERING: ____________________________

Jonathan D. Hoy PE, Consultant

COACHELLA VALLEY ASSOCIATION OF GOVERNMENTS: ____________________________ Tom Kirk, Executive Director

Exhibit A

Scope of Work

As requested by the Coachella Valley Association of Governments (CVAG) staff, Hoy Civil Engineering will be providing as-needed Project Management and Program Management for the CV Link, Signal Synchronization and other transportation related projects. The following are some specific tasks, which Hoy Civil Engineering may be requested to provide for these projects: Project and Program/Construction Management

• Provide Program and Project Development Implementation

• Provide Cost Control and Schedule Management

• Assist with Funding Administration (invoicing & Reimbursements)

• Participation in Project Management Team (PMT) meetings

• Provide Coordination with Government and Regulatory Agencies

• Review RFPs/Assist with Contract Procurements

• Attend meetings with CT Local Assistance and Right of Way Divisions

• Coordinate with CT Local Assistance to process required authorizations, such as, E-76, Finance Letter, Supplemental Agreement, etc.

• Provide Construction Management Oversight

• Provide Construction Contract Administration

• Assist with Public Financing Administration and Reimbursements

• Assist with Documentation Preparation and Auditing

• Provide Construction Scheduling Oversight

Exhibit B

Hourly Rates Hoy Civil Engineering’s fee to perform the work described in the Scope of Work above is represented by the hourly rate schedule shown below. Hoy Civil Engineering will adhere to the needs of the Coachella Valley Association of Governments (CVAG) to complete the requested tasks.

Role Hourly Rate

Civil Engineer/Program Manager $165.00

ITEM 5G

Staff Report Subject: No-Cost Extension of the Western Coachella Valley Flooding and Blowsand

Risk Assessment Contract with Michael Baker International, Inc. Contact: Bassam AL-Beitawi, Transportation Engineer ([email protected]) Recommendation: Approve Amendment No. 1 for a no-cost extension to the Western Coachella Valley Flooding and Blowsand Risk Assessment contract with Michael Baker International, Inc., extending to December 31, 2020, and authorizing the Executive Director and/or Legal Counsel to make minor revisions prior to execution.

Transportation Committee: CONCURS (Meeting of August 31st)

Background: On September 30, 2019, the CVAG Executive Committee authorized the Executive Director to execute a contract with Michael Baker International, Inc. (MBI) for the Western Coachella Valley Flooding and Blowsand Risk Assessment. The project was launched earlier in the year in response to the record-setting rainfall of February 14, 2019. Too often, storms and major wind events force the closures of regional roadways, sometimes for weeks at a time. While CVAG has a Transportation Project Priority Study (TPPS) that lists transportation projects to be funded, there are high costs associated with some of these projects, particularly bridges that are needed for motorists to cross waterways safely and save travel time. The Executive Committee approved the assessment to develop near-term solutions, with more reasonable costs, that address flooding and blowsand events in the western Coachella Valley. MBI is following a site-specific, four-phased approach in its study. CVAG staff reported to the Executive and Transportation Committees in June that MBI had completed the first two project phases, including a review and analysis of existing conditions. The third phase – developing and evaluating alternative concepts – was completed over the summer. The final phase, involving a risk assessment and improvement plan, is currently underway. The contract was set to terminate on October 31, 2020. Due to the COVID-19 pandemic, MBI had to make changes to its normal business operation routines and it is taking longer than expected to coordinate with local jurisdictions and finalize the remaining tasks of this contract. MBI has requested a two-month extension on the contract to finalize the scope of work, but no additional funds are being requested (please refer to attached MBI request letter). CVAG staff is recommending that the contract be extended to December 31, 2020 with no additional funding. This will allow additional time for MBI to complete tasks per their existing contract, as well as provide time for MBI to present the recommended approaches to CVAG’s committees later this year


Fiscal Analysis: There is no additional cost associated with extending the term of the contract to December 31, 2020. The contract’s original terms were for a not-to-exceed amount of $262,493, including contingency. The remaining tasks can all be covered by the approved funds. Attachments: 1) MBI’s letter requesting the time extension 2) Amendment No. 1 for the contract with Michael Baker International, Inc.

August 18, 2020

Re: Local Flood & Blowsand Risk Assessment and Improvement Plan for Western Coachella Valley

Schedule Adjustment / Requests for Extension of Terms

Bassam,

Michael Baker International (Michael Baker) is currently in the final phase (Phase 4) of the reference project.

Phased Approach to Evaluation of Alternative Concepts

Phase 1: Due diligence / Review Existing Information

Begin date: November 26, 2019 (Project Kick-off Meeting) / Completed March 2020

• Reach out to Stakeholders / Conference calls/ Meetings

• Request for information of existing studies and applicable information (Hydrology studies, HEC-RAS analysis, as-built drawings)

• Analysis/Review of reports, documents, data, plans, as-built drawings, etc.

• Identify shortcoming / Determine level of effort/scope to conduct technical studies

Phase 2: Technical Studies / Existing Condition Analysis

Begin: January 1, 2020 / Completed: March 2020

• Conduct Hydrologic and Hydraulic Analysis

Phase 3: Identify / Develop and Evaluate Alternative Concepts

Begin: March 15, 2020 / Completed August 2020

• Plan Set Preparation – Alternative Concepts

• Prepare Engineers Estimate of Costs

Phase 4: Risk Assessment and Improvement Plan – (In progress)

• Environmental Team for Review – Constraints/Limitations/Mitigation efforts/Impacts

• Risk Assessment – Prioritization of study segments per TPPS criteria

• Consideration of alternative funding sources

• Prepare report / deliverables

Due to the challenges associated with the COVID pandemic, Michael Baker requests for an extension of the

contract term from October 31, 2020 through December 31, 2020. This request is attributed to unforeseen

delays and adjustments during the month of March/April when all employees were transitioning to remote

work environments. Michael Baker adapted to the new environment utilizing latest technology to improve

performance. Servers were upgraded, traffic was monitored every hour and files were transferred to new

networks. Although Michael Baker took an active approach and overcame these challenges, the project

schedule was impacted.

This schedule adjustment / request for extension of terms will not have an impact to the project budget.

If you have any questions, please do not hesitate to contact Todd at (949) 933-2552.

Sincerely,

Todd L. Pitner, P.E., QSD, QSP

Project Manager

Michael Baker International

[email protected]


AMENDMENT NUMBER ONE to the

Michael Baker International Incorporated - CVAG Contract for the Western Coachella Valley Flooding and Blowsand Risk Assessment

This AMENDMENT NUMBER ONE is made and entered into this 21st day of September, 2020, by and between the Coachella Valley Association of Governments, a California joint powers agency (CVAG), and Michael Baker International, Inc. (Consultant), and is made with reference to the following background facts and circumstances. All other terms and conditions shall remain the same as stated in the original Agreement for the Western Coachella Valley Flooding and Blowsand Risk Assessment. This Amendment Number One authorizes CVAG to extend the contract term to December 31, 2020, with no additional funds. Summary Previously Authorized Budget Allocation $ 262,493 Amendment Number One $ 00.0 Total Current Authorized Budget Allocation $ 262,493

IN WITNESS WHEREOF, the parties hereto have caused this Amendment Number One to be

executed by their duly authorized representatives on this date:

COACHELLA VALLEY ASSOCIATION MICHAEL BAKER INTERNATIONAL, INC. OF GOVERNMENTS By: _______________________________ By: _______________________________

Tom Kirk, CVAG Executive Director Darren Riegler, Senior Vice President Date: Date:

ITEM 5H

Staff Report Subject: Amendment No. 1 to the Reimbursement Agreement for the Avenue 48

between Van Buren Street and Dillon Road Widening Project Contact: Eric Cowle, Transportation Program Manager ([email protected]) Recommendation: Approve Amendment No. 1 to the Reimbursement Agreement between CVAG, the County of Riverside and the City of Coachella for the Avenue 48 between Van Buren Street and Dillon Road Widening Project, in the amount not to exceed $650,000 for final design and right-of-way acquisition, and authorize the Executive Director and/or legal counsel to make clarifying changes before execution. Transportation Committee: CONCURS (Meeting of August 31st) Background: At their September 2016 meeting, the CVAG Executive Committee received a request from Coachella Mayor Steven Hernandez to bring forward an existing project for Avenue 48 in Coachella. The Mayor’s request was made in large part as a response to accidents in the area, particularly two pedestrian fatalities that had occurred on Avenue 48 and Luzon Street several days earlier. The Executive Committee considered the project at their December 5, 2016 meeting and approved an agreement with the County of Riverside to perform preliminary engineering and preparation of necessary environmental documentation for the stretch of Avenue 48 between Van Buren Street and Dillon Road. This segment of Avenue 48 is ranked as the number 10 project in CVAG’s 2016 Transportation Project Prioritization Study (TPPS) with 15 points, which puts it in the top 10 percent. These proposed roadway improvements will provide two lanes in each direction and include bicycle and pedestrian facilities. The northern portion of the project is within the County of Riverside’s jurisdiction, and the southern portion is within the City of Coachella. The County of Riverside is the lead agency for this Project. The County has informed CVAG that the preliminary engineering and the necessary environmental documentation has been completed. The County is now requesting regional funding to begin the final design and right-of-way acquisition phase of the project. Fiscal Analysis: CVAG’s share of the existing reimbursement agreement is for a not-to-exceed cost of $450,000. The County estimates the cost of the final design and right-of-way acquisition phase of the project to be $650,000, with CVAG’s 75% regional share set at $487,500. The local share will


be divided equally between the County of Riverside and the City of Coachella, with $81,250 paid by the County of Riverside, and $81,250 by the City of Coachella. CVAG has regional transportation funds available to cover CVAG’s share of $487,500. Contract Finalization: Minor changes/revisions for clarification purposes may be made prior to execution by CVAG’s Executive Director and/ or Legal Counsel. Attachments: Letter from County of Riverside Amendment No. 1 to the Reimbursement Agreement

AMENDMENT NUMBER ONE TO THE

REIMBURSEMENT AGREEMENT BETWEEN CVAG AND THE COUNTY OF RIVERSIDE FOR THE

Avenue 48 between Van Buren Street and Dillon Road Widening Project

This AMENDMENT NUMBER ONE is made and entered into this 21st day of September, 2020, by and between the Coachella Valley Association of Governments, a California joint powers agency (CVAG), the City of Coachella (City) and the County of Riverside (County), and is made with reference to the following background facts and circumstances. All other terms and conditions shall remain the same as stated in the original Agreement for the Portola Avenue Interchange at I-10 Project. This Amendment Number One shall authorize reimbursement through final design and right-of-way phase only.

Preliminary Engineering/Environmental $600,000 (original agreement) Split CVAG: $450,000 Coachella: $125,000 County: $125,000 Final Design $350,000 (Amendment #1) Right-of-Way $300,000 (Amendment #1) $650,000 Split CVAG: $487,500 Coachella: $81,250 County: $81,250

This Amendment Number One shall require the Avenue 48 between Van Buren Street and Dillon Road Widening project to commence construction by August 31, 2022.



ATTEST COUNTY OF RIVERSIDE By: __________________________ By: __________________________ Clerk of the Board of Supervisors Chairman of the Board of Supervisors ATTEST CITY OF COACHELLA By: __________________________ By: __________________________ William Pattison Steven Hernandez City Manager Mayor ATTEST CVAG By: __________________________ By: __________________________ Tom Kirk, Glenn A. Miller, Executive Director CVAG Chair

ITEM 6A

Staff Report Subject: Additional Funding for Avenue 50 Bridge Over the Coachella Valley

Stormwater Channel Contact: Martin Magana, Transportation Director ([email protected])

Bassam AL-Beitawi, Transportation Engineer ([email protected]) Recommendation: Approve Amendment Number One to an existing reimbursement agreement between CVAG and the City of Coachella, providing final design and right-of-way funding for the Avenue 50 bridge over the Coachella Valley Stormwater Channel, in a not-to-exceed amount of $5,902,835, including a regional share of $4,427,126, and authorizing the Executive Director and/or Legal counsel to make clarifying changes before executing the agreement. Transportation Committee: CONCURS (Meeting of August 31st)

Background: In October, 2013, the CVAG Executive Committee approved a reimbursement agreement with the City of Coachella, providing regional funds for engineering, design and environmental work for two projects along Avenue 50: a new bridge over the Coachella Valley Stormwater Channel and a new interchange at State Route 86 (SR-86). The request being considered with this staff report is focused on providing additional funding for the bridge. The Avenue 50 bridge would replace an existing low-water crossing, and the project ranks at No. 20 in CVAG’s current Transportation Project Prioritization Study, which puts it in the top 10 percent. The Project Approval and Environmental Document (PA/ED) phase has been completed and was approved by Caltrans in May 2019. The City has been working to secure outside funding to get the bridge completed. The City previously secured $29,915,500 from Caltrans’ Highway Bridge Program (HBP) program. In 2019, the City secured an additional $22,449,250, which increased the total federal participating cost to $52,364,750. As stated in the attached letter from the City, the bridge is now fully funded. But the money is not yet available from the state because Caltrans’ HBP fund is oversubscribed. The City is now seeking additional regional funding for the final design phase (PS&E) and right-of-way acquisition. This will make the bridge shovel ready, which will help make the project more competitive based on Caltrans Highway Bridge Program (HBP) Reform Policies. It also could make it more the adjacent interchange at SR-86 more competitive as the City seeks to secure additional funding for the interchange.



Fiscal Analysis: The City’s request is reflected in Amendment No. 1 for a not-to-exceed total costs of $5,902,835. The existing reimbursement agreement splits cost under a 75 percent regional share/ 25 percent local share. That means CVAG’s share of the additional costs would be $4,427,126 and the City’s share would be $1,475,709. Regional transportation funds are available to cover CVAG’s share of these costs. The original agreement – funding engineering design and environmental documentation for both the bridge and the SR-86 interchange – was for a not-to-exceed amount of $1,505,000, with CVAG share being $1,108,500 and Coachella providing $396,500. Attachments: City of Coachella Request Letter Amendment No. 1 to the Reimbursement Agreement

AMENDMENT NUMBER ONE to the

TWO-PROJECT AGREEMENT WITH THE CITY OF COACHELLA TO PROVIDE REGIONAL FUNDS FOR PLANS, SPECIFICATIONS AND ESTIMATES AND RIGHT-OF-WAY

ACTIVITIES FOR A NEW BRIDGE OVER THE COACHELLA VALLEY STORMWATER CHANNEL ONLY ON AVENUE 50

This AMENDMENT NUMBER ONE is made and entered into this 21st day of September, 2020, by and between the Coachella Valley Association of Governments, a California joint powers agency (CVAG), and the City of Coachella (Agency), and is made with reference to the following background facts and circumstances. All other terms and conditions shall remain the same as stated in the original Agreement for a New Bridge Over the Coachella Valley Stormwater Channel and a New Interchange at State Route 86, both on Avenue 50. The Engineering Design and Environmental Document work is already completed for the two projects. This Amendment Number One authorizes CVAG to provide additional funding for the Avenue 50 bridge over the Coachella Valley Stormwater Channel only. The Ave. 50/State Route 86 interchange is not part of this amendment. CVAG’s share of this amendment is $4,427,126 (75%), and the City share is $1,475,709 (25%), for a total funding commitment of $5,902,835. Summary Original Authorization $ 1,505,000 Split: CVAG Share (75%): $1,108,500; Coachella share (25%): $396,500 Amendment Number One $ 5,902,835 Split: CVAG Share (75%): $4,427,126; Coachella share (25%): $1,475,709 Total Authorized Allocation $ 7,407,835



COACHELLA VALLEY ASSOCIATION CITY OF COACHELLA OF GOVERNMENTS By: _______________________________ By: _______________________________

Glenn A. Miller, CVAG Chair Steven Hernandez, Mayor

ATTEST: ATTEST: By: BY: Tom Kirk, CVAG Executive Director William Pattison, City Manager

ITEM 6B

Staff Report Subject: Additional Funds for 2019 Bicycle and Pedestrian Safety Program –

Cathedral City ATP Projects Contact: Eric Cowle, Transportation Program Manager ([email protected]) Recommendation: Approve an additional $201,972 in regional funding for Cathedral City’s 2019 ATP Projects, for a total not-to-exceed project amount of $961,081, and authorize the Executive Director and/or legal counsel to make the necessary clarifications to the agreements with KOA and Cathedral City. Transportation Committee: CONCURS (Meeting of August 31st) Background: The Coachella Valley has made it a priority to make significant investments in the local and regional transportation networks, particularly as it pertains to creating safe routes for pedestrians and cyclists. The region has been successful in securing outside funding for bicycle and pedestrian projects, particularly from the state’s Active Transportation Program (ATP). Created by state legislation in 2013, ATP consolidated various funding sources into a single program to encourage active modes of transportation. ATP has become an extremely competitive program and recent awards have benefitted projects such as CV Link, the La Quinta Village complete streets network as well as Palm Drive in the City of Desert Hot Springs. As part of this continued regional investment, the CVAG Executive Committee approved the 2019 Bicycle and Pedestrian Safety Program that focuses on regional ATP projects. The intent is to prepare them to be “shelf-ready” and more competitive for grant applications, starting with Caltrans’ ATP Cycle 5 that is accepting project applications until September 15. This program will also position these projects to secure from other sources, such as SB 1, SB 821 and other state and federal funding opportunities. In addition, local funds such as Measure A and TUMF could also be utilized for the construction of these projects. At their September 2019 meeting, CVAG’s Executive Committee authorized the selection of Albert A. Webb Associates, Omnis and KOA for the design and engineering of the regional projects in the 2019 Bicycle and Pedestrian Safety Program, including the CV Link extension in Desert Hot Springs and the Arts and Music Line that stretches across the cities of La Quinta, Indio and Coachella as well as unincorporated Riverside County. CVAG’s Executive Director and the Executive Committee Chair were also authorized to finalize and execute the necessary agreements for an amount not-to-exceed $6,203,682 for all the projects, which are being funded on a 75 percent/ 25 percent split with the local jurisdictions. The approved, not-to-exceed amount of $6,203,682 included $691,785 for KOA to design and engineer several ATP projects near Cathedral City’s downtown corridor, which are collectively called Connect Cathedral City. The scope and fee with KOA was determined by the City, and the


staff provided CVAG with a cost estimate that, at the time, was based on those negotiations. As part of the funding agreement, CVAG was to execute the contract with KOA and, via a separate cooperative agreement, invoice the City for their 25 percent share. However, Cathedral City staff continued to negotiate with KOA beyond September 2019, ultimately reaching agreement with KOA in November 2019 for a scope of work that is not-to-exceed $961,081. The additional work was due in part to new focus on which projects would be included in the scope of work. This total amount was approved by the Cathedral City Council in December 2019. However, in an oversight by CVAG staff, this additional amount was not brought back to the Executive Committee. Because work has been underway, CVAG staff this summer notified both the City and KOA that any expenditures above $691,785 are not authorized until further approval from the CVAG Executive Committee. Staff is now recommending the additional amount be approved. Upon a vote by the Executive Committee, CVAG staff will work with KOA and Cathedral City staff to update any project files to ensure all the amounts in the contract and cooperative agreement are consistent with the approvals by both agencies. Fiscal Analysis: The total project cost is $961,081. CVAG’s total share of this project would be $720,811, which is an increase of $201,972 from the previously authorized amount of $518,839. Regional transportation funds are available to cover the additional amount. CVAG staff has reviewed the revised project scope and cost estimate and is satisfied with Cathedral City’s negotiation that resulted in the increased project total that is reflected in KOA’s agreement. Cathedral City will continue to be responsible for 25% of the KOA contract costs, which equals $240,270.

ITEM 6C

Staff Report

Subject: Creation of the FED UP Task Force to Address Railroad-Related Negotiations Contact: Erica Felci, Assistant to the Executive Director ([email protected]) Recommendation: Direct the Executive Director, in consultation with CVAG’s Executive and Transportation Committee Chairs, to establish the Facilitating Equitable Deals with Union Pacific (FED UP) Task Force. Transportation Committee: CONCURS (Meeting of August 31st) Background: Union Pacific Railroad owns the only set of railroad tracks that traverses the Coachella Valley. These rail lines are generally used for commercial and freight trips. The exception is Amtrak, whose Sunset Limited service stops thrice weekly at the north Palm Springs station between midnight and 2 a.m. Obtaining right-of-way or easements from Union Pacific is needed for many of the region’s big transportation projects, most significantly of them being the development of regular passenger rail service to Los Angeles. CVAG, its member jurisdictions, Riverside County Transportation Commission (RCTC) and many other organizations have long tried to establish meaningful and productive conversations with Union Pacific to obtain the right-of-way access needed for various projects. Unfortunately, CVAG staff is concerned that many of the conversations with Union Pacific are now approaching stalemate status. And it is now costing the region much-needed grant funding. In 2019, RCTC was successful in obtaining a $5.9 million grant from the California State Transportation Agency construct a temporary train station platform in the City of Indio’s Transit Center, which would allow for special event trains during concert season. RCTC contributed an additional $2.7 million to build the $8.6 million project. RCTC and the Los Angeles-San Diego-San Luis Obispo Rail Corridor Agency (LOSSAN) then requested access to run special Amtrak trains to the music festivals. The two agencies worked hard to reach an agreement with Union Pacific Railroad. But RCTC staff, at the August Commission meeting, announced that Union Pacific’s asking price was $8 million — more than the grant itself. As RCTC reported in its August 12 staff report to the Commission, “In the context of a limited special event service with a total of only 72 trains over three years, the cost/benefit of an $8,000,000 investment no longer was deemed to be an appropriate use of public funds in this circumstance. Staff originally supported the investment in the capital improvements of a viable station track and platform project; however, the revised proposal no longer included such physical infrastructure investments.” RCTC Commissioners voted to effectively end the project by returning the grant funding, but not before expressing serious concerns with what this could mean for the long-term plans to bring regular passenger rail service to the Coachella Valley. This has been a decades long effort, and much planning and environmental review has gone into the feasibility of it. The biggest hold up is the negotiation with Union


Pacific itself, which has expressed concerns that passenger rail will disrupt the frequency of freight trains. During the Commission’s conversation, RCTC staff explained that Union Pacific has now suggested that reaching that agreement might ultimately require a new 75-mile track between Colton and Indio at a cost of nearly $1 billion. There are other regional projects that may be impacted by the inability to reach a compromise with Union Pacific. The most notable of these is the new Interstate 10 interchange at Portola Avenue. At the June 29 meeting, the CVAG Executive Committee voted to approve Amendment Number Two to the Reimbursement Agreement with the County of Riverside and City of Palm Desert in order to extend the time trigger for one year to June 29, 2021. While the project had initially been scheduled to go to construction in 2019, Riverside County officials noted that difficulties in obtaining right-of-way from Union Pacific Railroad is a major cause of the project’s delay. County officials have suggested it could take another three additional years to secure the necessary right-of-way and commence construction. The anticipated price that would be charged by Union Pacific is still unknown, but will inevitably escalate project’s already ballooning cost estimate, which has already jumped to more than $110 million due to other factors. There are increasing doubts that a deal can even be reached: Union Pacific representatives have, at one point, suggested that an entire re-routing of Interstate 10 be considered for this project to move forward. Union Pacific’s stance have also impacted projects such as CV Link. A small sub-segment of the CV Link route involves going under the railroad tracks near Indio Boulevard in the City of Indio. CV Link would not touch the tracks, but Union Pacific’s approval is needed before CVAG can create a safe undercrossing for pedestrians, cyclists and low-speed electric vehicles using CV Link. After years of proposing design options and offered on-site visits, Union Pacific is now indicated CVAG has to essentially re-start the entire negotiation process.

A July 13, 2020 Desert Sun story about the train, where a Union Pacific spokesperson was quoted as saying “we continue to be open to the proposed Coachella festival service." If there remains an indication of willingness by Union Pacific, it may be time for the Coachella Valley take a new approach to negotiations with Union Pacific. With this item, the CVAG Executive Director will work with the CVAG Chairman to establish the Facilitating Equitable Deals with Union Pacific (FED UP) Task Force, whose members could be thoroughly briefed on the status of negotiations and help CVAG and other agencies implement new approaches to moving these projects forward.

CVAG staff has shared its concerns about these negotiations — and the potential impact on project costs — with the County Transportation Department, RCTC and the Greater Palm Springs Convention and Visitors Bureau (CVB), which had supported the special events train. The development of future rail service, interchanges and other mobility options have an impact on the region’s tourism industry and overall economy. By authorizing the CVAG Executive Director to create a task force, it would provide a way to continue to engage with a broad array of stakeholders. It also would allow CVAG to maintain a level of confidentiality that cannot always be achieved in committee meetings but is vitally important when dealing with property negotiations.

The Transportation Committee fully supported the FED UP task force concept when it was discussed at the August 31, 2020 meeting. Members encouraged staff to create a task force that had broad representation from cities as well as community and business stakeholders, particularly those representing the tourism industry and agricultural industry.

Fiscal analysis: Because right-of-way negotiations are ongoing, it is premature to disclose specific details of Union Pacific’s financial requests. All too often, the price tags for the easements and right-of-way far exceeds what appraisals show is a fair price for the land or access. The far-reaching demands

have also included evaluating the feasibility of constructing a third rail line, which has an initial estimate of nearly $1 billion. Attachment: Desert Sun article from July 13, 2020: “Plans derailed for April train to Coachella, Stagecoach music festivals”

8/2/2020 Coachella Valley Music and Arts Festival train won't be happening

https://www.desertsun.com/story/life/entertainment/2020/07/13/coachella-valley-music-and-arts-festival-train-wont-happening/5427105002/ 1/3

ENTERTAINMENT

Plans derailed for April train to Coachella,Stagecoach music festivalsColin Atagi Palm Springs Desert SunPublished 2:44 p.m. PT Jul. 13, 2020 Updated 2:58 p.m. PT Jul. 13, 2020

It's the end of the line for a rail service project that would have delivered thousands of peopleto the Coachella Valley for its April music festivals.

Riverside County traffic officials say they are no longer pursuing temporary train servicefrom Los Angeles to Indio for the Coachella Valley Music and Arts Festival and its countrymusic counterpartStagecoach. One factor was a failure to reach an agreement with UnionPacific Railroad to use its tracks, Riverside County Transportation Commission DeputyExecutive Director John Standiford said.

"I don't see a proposal for a train specific to the festival returning anytime soon," he said.

In a statement to The Desert Sun, however, Union Pacific said "we continue to be open tothe proposed Coachella festival service" and that the decision not to move forward came fromthe Orange County Transportation Authority's LOSSAN Rail Corridor Agency.

LOSSAN operates special event service to concerts and sporting events throughout SouthernCalifornia and OCTA spokesman Joel Zlotnik said, "Looking at providing service to theCoachella Valley concerts made perfect sense, in particular because of the large amount oftraffic on local roads and surrounding highways.

"Unfortunately, at this time, we were not able to reach an agreement to make the service areality," Zlotnik said. "At this point we don’t have any immediate plans to revisit the issue butwe would like the opportunity to do so again in the future, recognizing how importantpassenger rail service is for people in Southern California to have safe, reliable,transportation options."

About 100,000 people traditionally attend each of the music festivals over three weekends inApril. Project officials looked to the train as a solution to minimizing congestion on Interstate

https://www.desertsun.com/

https://www.desertsun.com/life/entertainment/

https://www.desertsun.com/staff/4388385002/colin-atagi/



10 and roads near the Empire Polo Club where the festivals take place.

"Being unable to provide this service is disappointing because it would have provided analternative to the traffic congestion on I-10 for many long-distance visitors to the CoachellaValley," Standiford said.

Last year, the California State Transportation Agency issued a $6 million grant for a 900-foottrain platform that would have been installed in downtown Indio. The county transportationcommission allocated another $2.7 million for the project. Funding would have kept the trainrunning through 2025, officials said earlier this year.

Due to the project's cancellation, officials will take action next month to cancel the grant,Standiford said.

Festivals:Coronavirus sparks talk of moving music festivals to October

Festivals:Filmmaker explains how Coachella Fest documentary came together

Efforts to have the train by the 2020 festivals appeared unlikely even before they werecancelled by the coronavirus pandemic. Officials were trying to launch in time for the 2021events.

Service would have traversed Union Pacific's rail corridor between Colton — a city just northof Riverside — and the Coachella Valley, and it was integral for freight service to beunaffected.

Palm Springs City Councilwoman Lisa Middleton, a member of the Riverside County TrafficCommission, said during last week's meeting that Union Pacific "has generally been veryreluctant" to provide public access to its tracks other than for Amtrak service.

"At first, there was conversation taking place," Middleton said. "Then approximatelysix months ago, Union Pacific took a stance that they had no interest in seeing a station builtin Indio. They thought that would slow down their traffic and they had absolutely no interestin sharing their track, even on a part-time basis, for the Coachella festival."

Union Pacific advised passenger rail service to the Coachela Valley would require a new 75-mile track between Colton and Indio, Middleton added, and it would cost of about $12million to $14 million per mile, or about $900 million total.

According to Union Pacific, the track was not a requirement for temporary service to Indioand spokesman Tim McMahan stressed the agency was open to the project.

https://www.desertsun.com/story/life/entertainment/music/coachella/2020/04/14/coachella-festival-october-expert-says-were-talking-fall-2021/2983298001/

https://www.desertsun.com/story/life/2020/04/21/q-a-coachella-fest-documentary-filmmaker-explains-how-came-together/5150218002/

https://www.desertsun.com/story/news/2020/01/17/hoping-take-train-coachella-too-bad-its-not-happening-year/4467598002/

https://www.desertsun.com/story/life/entertainment/arts/2020/06/10/confirmed-coachella-stagecoach-music-festivals-canceled-for-2020/5271172002/



"Every new passenger proposal goes through an analysis to determine impacts to the freightrail network. This specific proposal for temporary service to the Coachella music festival wasevaluated by Union Pacific and we were in discussions with those agencies responsible forthe proposal to ensure impacts to the freight network were mitigated," he said.

Development would have also required festival organizers, Los Angeles-based Goldenvoice,to create ticket packages that included train service, which had not been finalized as of earlierthis year.

The Desert Sun reached out to Goldenvoice for comment.

Desert Sun reporter Colin Atagi covers crime, public safety and road and highway safety.He can be reached at [email protected] or follow him at @tdscolinatagi. Supportlocal news, subscribe to The Desert Sun.

ITEM 6D

Staff Report Subject: CV Housing First Options for 2021 Contact: Greg Rodriguez ([email protected]), Tom Cox ([email protected]) and Libby

Carlson ([email protected]) Recommendation from the CV HEART ad hoc committee: Authorize the Executive Director

to take the necessary steps to transition CV Housing First from an outsourced program to

one operated by CVAG staff

Homelessness Committee: Concurs (8-2 vote at September 16th meeting)

Background: CVAG has been a leading partner in regional homelessness services in Coachella

Valley for over a decade. Throughout, the CVAG Homelessness and Executive Committees have

consistently demonstrated a commitment to continuing and adapting these services to respond

to changing needs of the community while being sensitive to not duplicating services offered by

other providers in the desert.

CVAG has overseen CV Housing First since 2017, based on national best practices with proven

success. The program follows an integrated throughput from outreach to intake to temporary

housing – all following the “housing first” principle that once someone no longer has to deal with

the stress of living on the street, they are better equipped to tackle those issues that led to

becoming homeless in the first place. CV Housing First help is prioritized for unsheltered

chronically homeless individuals and families, meeting a distinct need in the Coachella Valley.

Outreach is conducted regularly in direct coordination with police officers to find and help the

homeless people with whom they most frequently come into contact, which also helps reduce

strain on stretched law enforcement resources and first responders. Intake is conducted at the

Homeless Access Center, through which clients are referred to services that meet immediate

needs and build self-sufficiency. Based on availability and the specific needs of each case, clients

may also be placed in a crisis stabilization housing unit. This temporary placement creates a 30-

to-90 day bridge between homelessness and longer-term housing, during which clients receive

intensive case management and referrals to services like job training, medical care, substance

abuse treatment, mental health care, and legal aid. Clients also receive help obtaining the

documentation needed to obtain housing, benefits and employment.

In 2019, following a procurement process, the CVAG Executive Committee authorized a new one-

year agreement with Path of Life. The term of this contract ends on December 31, 2020. Faced

with the looming end date of the contract, CVAG staff sought direction and input on next steps

from the CV HEART ad hoc committee, which has been working on options for formally structuring

a regional homelessness collaborative. The ad hoc committee includes the following members:

• Dr. Conrado Bárzaga, Desert Healthcare District/Foundation




• Carole Rogers, Desert Healthcare District/Foundation

• Mayor Linda Evans, Tenet Healthcare

• Leticia DeLara, RAP Foundation

• Councilmember Mark Carnevale, City of Cathedral City

• Councilmember Jan Pye, City of Desert Hot Springs

• Mayor Pro Tem John Peña, City of La Quinta

• Councilmember Sabby Jonathan, City of Palm Desert

• Mayor Pro Tem Christy Holstege, City of Palm Springs

• Greg Rodriguez, Riverside County

Preventing a gap in services is the highest priority for CVAG staff and the ad hoc members. The

end of the contract also presents an opportunity to further refine the CV Housing First program to

ensure that the day-to-day operations are meeting expectations of CVAG, its member jurisdictions

and the community.

Through a series of discussions this summer, the ad hoc committee considered three options:

(1) Extend the current contract with added oversight;

(2) Issue a Request for Proposals for a new contract;

(3) Operate the program in-house at CVAG.

These options are presented in detail below, with additional budgetary analysis on the in-house

operation as requested by the ad hoc committee. The third option (in-house operation) was

unanimously recommended at the September 8, 2020 ad hoc committee meeting.

Option 1: Extend the Current Contract with Budgeted Oversight

Path of Life has been a valued partner in the CV Housing First program since 2017, and has

adjusted the program as requested by the CVAG Executive Committee. This includes

incorporating emerging best practices, as well as implementing a new program design for 2020.

Path of Life and CVAG have demonstrated considerable success with the program, which is

making a difference in Coachella Valley. However, CVAG staff believes there have been some

structural issues that have prevented it from achieving its full potential in terms of responsiveness,

resourcefulness, and interagency collaboration. CVAG staff has worked intensively with Path of

Life to attempt to address these issues, resulting in CVAG staff spending a significant amount of

time and effort building relationships with local law enforcement and setting up/participating in

joint outreach sessions throughout the Valley; making connections with other service providers to

foster collaboration; and hands-on help arranging for and setting up the Homeless Access Center

in Palm Springs. From January through July, CVAG estimates that it has spent more than $50,000

in staff time — paid for from the CVAG general fund — working with Path of Life on these issues.

(This is in addition to the direct reimbursement to Path of Life for its services.) However, there are

limits on the influence that CVAG, as a government agency, can assert over another agency,

even a contractor, from a legal standpoint. For example, CVAG does not have the ability to compel

Path of Life to realign its organizational chart in a way that would address issues with outreach

responsiveness or support a truly integrated program model. CVAG also cannot get involved with

personnel issues that could possibly negatively impact program performance.

CVAG staff is increasingly concerned about the amount of staff time involved with overseeing this

contract. While it is possible to extend the contract with Path of Life for 2021, this option would

continue to require substantial staff resources and it would not address the structural issues

referenced above. For these reasons, the ad hoc committee did not support this option.

Option 2: Issue a Request for Proposals

CVAG could issue a request for proposals (RFP) for a new program operator. If an RFP was

issued in early October and proposals were reviewed in November, a recommendation could be

presented to the Homelessness and Executive Committees in early December in order to

transition the program and prevent a gap in services as of January 1, 2021.

While this timeline pencils out on paper, procurement for “housing first” homeless services in

Coachella Valley has historically been more complicated and time consuming. For example, the

last three RFP processes have either not resulted in a robust number of responses or resulted in

responses that did not meet program needs. Furthermore, procurement for homeless services

can be vulnerable to becoming politicized. Finally, there is no guarantee that another provider

would come ready to deliver the type of services needed or the level of service and

responsiveness expected. A new provider may also still require intensive staff oversight.

When this option was considered, the ad hoc committee expressed a strong preference for a

program operator with solid knowledge of the local homeless services landscape, what’s being

done already, and how a holistic CV Housing First program fits into the existing homelessness

response network. In its review, there was general consensus among the ad hoc committee that

this option was, unfortunately, less preferable than Option 3.

Option 3: Operate the Program In-House at CVAG

Option 3 maintains the overall program goals and design, but cuts out the middleman. The

significant amount of staff time already being spent on contract administration would be redirected

toward running the program. This would give CVAG the ability to staff and operate the program

in a way that meets the high level of service Coachella Valley deserves and expects, the ability

to hold program staff accountable for performance, and the flexibility to adjust as needed. It would

also give CVAG the ability to cultivate and deliver the positive inter-agency partnerships that are

the hallmark of a strong and cost-effective regional homelessness response system, as well as

help boost the local pool of experienced homeless services workers. Under this option, CVAG

would continue the program as is, filling a unique service area and target population needed in

Coachella Valley.

Under this proposal, CVAG would streamline operations. The CVAG-run program would be

staffed by 4.25 full-time employees (as opposed to 9 budgeted under the current model), including

1.25 existing staff and 3 new positions. These new positions would be cross-trained by a

seasoned leader in Coachella Valley homeless services on functions specifically aligned with the

CV Housing First integrated program model – outreach, intake, case management, and data

entry. Staff would be based in Coachella Valley, making effective and timely response more

viable, as well as create the ability to build strong connections with existing local providers and

resources. Additional program support would continue to be provided in-kind by the Executive

Director, with all staff ultimately under his direction, as well as any team support or technical

assistance offered through existing CVAG staff, CVAG’s contract with the County and the

County’s Continuum of Care.

Additional Considerations

This option is a shift in implementation only, with the overall program design unchanged. The ad

hoc committee expressed unanimous support for Option 3 for reasons of cost effectiveness,

responsiveness, and ability to bolster the local homelessness response network. The ad hoc

members saw this as a phased transition in order to prevent a gap in services: First, hire additional

staffing and move the operations in-house; and then, explore the option of forming an independent

entity like a Joint Powers Agreement or 501c3 to operate the program at some point in the future.

Over the course of the meetings, a number of questions were raised by ad hoc members which

CVAG staff is addressing here:

• Should CVAG take on the expanded role of direct service provider?

This is a policy direction that needs input from the CVAG Homelessness and Executive

Committees. CVAG is already held accountable by its member jurisdictions for the

performance and impact of CV Housing First as if it were operated directly by CVAG. By

moving operations in-house, CVAG will have the ability to make changes as needed to

meet expectations regarding responsiveness and reporting; bolster local capacity of

homeless service delivery; and meet the high standard of performance that is expected.

Moving forward, the program could be moved under the jurisdiction of a new JPA.

Ultimately, this is a policy direction that needs input from the CVAG Homelessness and

Executive Committees.

• Would this put CVAG in competition with existing nonprofit service providers?

CV Housing First fills a specific gap in Coachella Valley’s homelessness response system:

a focus on unsheltered chronically homeless individuals and families, typically over the

age of 60, using a housing first model that prioritizes the importance of a stable living

situation in order to make progress toward addressing the underlying barriers to obtaining

and sustaining housing over time. CVAG would continue the program as it is designed –

working alongside existing service providers as partners, as opposed to competing with

them.

• Would in-house operations set a new expectation with member jurisdictions for

responsiveness and lead to elected officials calling staff directly for quick turnaround time?

CVAG already regularly fields requests for help from elected officials, and does its best to

route and follow up on those requests by passing them along to the contractor. In-house

operations would improve the ability to respond effectively and quickly. CVAG would also

work with the County to strengthen the “211 information” specifically for Coachella Valley,

thereby leveraging an existing funded resource to increase local response capacity.

• Under the “Operate the Program In-House at CVAG” option there are about 50% fewer staff

than under the current outsourced program, but only about a 17% reduction in staffing costs.

Why? The simple fact is that government employees tend to cost more. However, these

government jobs may also tend to attract a higher level of employee and create a level of

stability not seen in other sectors. In addition, the proposed positions would be cross-

trained in all facets of program operation, making for a highly skilled, versatile workforce

that will help grow the local pool of experienced homeless services professionals.

Furthermore, the relatively higher cost of government employees would be substantially

offset by lower operational costs due to fewer employees in terms of supplies, phones,

and travel.

• What role would the Homelessness Committee play?

It is envisioned that the Homelessness Committee would continue its current role in

program accountability and oversight, and eventually transition focus to policy as

implementation of the regional collaborative continues.

• Would this increase strain on city-funded outreach teams or police?

No. In-house operation would continue to work with city resources as the program is

currently designed.

• What about creating a separate JPA focused on homelessness services?

The immediate goal is to prepare for the end of the existing contract in December 2020

and prevent a gap in services. The option of forming a JPA or similar structure could be

explored with a program assessment presented as soon as spring 2021.

• The program just changed last year. Will another change hurt the program or erode

confidence?

This is not a change in programming. It is a change in how the program is implemented.

Homelessness Committee’s consideration of the recommendation

The Homelessness Committee had a robust discussion at its September 16th meeting, where

members were presented with all three options. The ad hoc members detailed the deliberation

that has occurred over this year in order to reach this recommendation. The Homelessness

Committee’s consensus was that the CV Housing First program has been successful, and is a

model for the rest of the state to follow. However, there were concerns that Path was not

developing the local expertise that members had hoped would be created. Many members also

voiced confidence in CVAG staff and the ability to manage this program in-house.

The vote to support the ad hoc committee’s recommendation was 8-2, with the cities of Indian

Wells and Rancho Mirage opposing the motion. Indian Wells Mayor Ty Peabody expressed

doubts about the program, and presented a memo with a list of questions that had also been

shared to many Homelessness Committee members in advance of the meeting. Staff provided

some responses to these at the meeting. But CVAG staff also committed to provide a more

detailed response for review by the members of the Homelessness and Executive Committees.

Because it will take some time to fully reply, these responses will be presented in the form of a

memo that will be released prior to the September 21, 2020 Executive Committee meeting.

Fiscal Impact: The CV Housing First program is funded by grants from Riverside County and

contributions from member jurisdictions. CVAG staff is also actively pursuing additional grant

funding to support the program.

CVAG staff has analyzed the timing of ramping up staffing and transferring the existing housing

units from Path of Life to CVAG. CVAG staff anticipates that this work would begin immediately

upon approval in order to have the transition complete by January 1, 2021.

CVAG staff has compared costs based on the existing program budget with estimated costs for

in-house operation in order to provide a frame of reference, based on 12 crisis stabilization units

for 12 months. Where the existing budget includes 9.0 full-time employees, the in-house proposal

projects 4.25 full-time employees: 1.25 existing staff and 3 new positions. All staff would be cross-

trained on functions specifically aligned with the CV Housing First integrated program model –

outreach, intake, case management, and data entry.

Staff is providing the following analysis is provided with the following conditions:

• The existing budget includes the estimated cost CVAG currently incurs for overseeing

contractor performance.

• The in-house estimate does not factor in potential cost savings form resource-sharing with

the County as part of a regional collaborative partnership, or cost savings from leveraged

partnerships with other program and service providers.

• The in-house estimate does not assume costs for any program adjustments, such as the

addition of a mobile access center.

Existing

(Path of Life) In House

Staff $423,264 $352,061

Outreach

Program supplies $8,400 $8,400

Access Center

Support services, rapid resolution, and program

supplies $100,000 $100,000

Crisis Stabilization Housing*

Rent, deposits, utilities, maintenance, furnishings $215,978 $215,978

Program Travel and Transportation

Outreach, case management, meetings $72,000 $36,000

Overhead/Admin Indirect $100,500 $60,554

CVAG Oversight** $84,384

Total estimate based on existing $1,004,526 $772,993***

*Based on 12 units for 12 months.

**Estimated staff time and overhead. Not a direct cost. Incurred from CVAG’s General Fund.

*** All cost savings would be reinvested into the program.

The proposed in-house operational budget would require hiring three new CVAG staff for program

operation. As discussions with the County continue, the CV HEART ad hoc committee will work

on collaborative, structural details including staffing and support.

Should the CVAG Committees support the ad hoc committee recommendation to move the

operations in-house, the authorized steps would include an adjustment to CVAG’s 2020/2021

Fiscal Year Budget, approved in June 2020, to incorporate the funding of three new full-time

positions at the following staffing levels:

Step 1 Step 2 Step 3 Step 4 Step 5 Step 6

Program Assistant II – CV Housing First 49,884 52,378 54,997 57,747 60,634 62,150

Assistant – CV Housing First 45,136 47,393 49,763 52,251 54,864 56,236

Assistant – CV Housing First 45,136 47,393 49,763 52,251 54,864 56,236

Finally, while this estimate projects an overall reduced cost, the difference would be reinvested

into services provided, such as acquiring and maintaining additional crisis stabilization units. The

CVAG member contribution request would continue at current levels.

ITEM 7a

Staff Report Subject: Status of I-10 Interchange Projects Contact: Bassam AL-Beitawi, Transportation Engineer ([email protected])

Recommendation: Information Background: Attached is the latest status report for Interstate 10 interchange projects as of August 20, 2021. Completed

1) Indian Canyon @ I-10 (Mar ‘12) 4) Monterey Avenue Ramp @ I-10 (Apr ’15) 2) Gene Autry/Palm Drive @ I-10 (Mar ’12) 5) Bob Hope/Ramon @ I-10 (Sep ’11) 3) Date Palm Drive @ I-10 (May ’14) 6) Jefferson Street @ I-10

Construction complete. Work on closing out project.

Portola @ I-10 PS&E, ROW. Final PA/ED completed. ROW on hold due to Union Pacific stalemate. 100% PS&E on-going. Monroe @ I-10 PAED underway. Final Environmental Document by October 2020. Jackson @ I-10 PAED underway. Final Environmental Document by October 2020. Ave 50 @ I-10 PS&E contract underway. Ave. 50 @ SR 86 PAED underway. Dillon Road @ I-10 @ SR86 PAED underway. Caltrans Approved Preliminary Environmental Study (PES) on July 13, 2020. Golf Center Parkway @ I-10 PSR on hold. Fiscal Analysis: Funding for these projects has been budgeted through the project phase indicated and secured through various funding sources. There is no additional fiscal impact.


ITEM 7b

Lead CVAG Funded

Project Description Agency PEng ENV PSE ROW CON Through Status

Interchanges

Avenue 50 @ 86S COA Environmental PA & ED underway

Avenue 50 @ I-10 COA PSE PS&E contract under way.

Jefferson @ I-10 COR Construction Completed. Working on close out

Arterial Links

Ave. 48 (Jackson St. to Van Buren St.) COA Construction Completed

Ave. 50 (Calhoun St. to Harrison St) COA Construction PA/ED under way

Coachella Traffic Signal Conversion COA Construction Construction underway.

North Indian Canyon Widening COR/DHS/PS Construction Phase I paving completed. Phase II in ROW acquisition

Hwy. 111 (Rubidoux to 760' west of Madison St.) Indio Construction Completed

Jackson Street Signal Improvements Indio Construction Completed

Madison St. (Ave 52 to Ave 50) Indio Construction Completed

Monterey Av. Corridor (fr. Gerald Ford to Dinah Shore) RM Construction Construction completed.

Bridges

Avenue 66 Grade Separation over UPRR COR Construction Under construction

Avenue 44 Bridge over WWR Indio Construction Environmental approved. Currently under design. ROW initiated

Avenue 50 Bridge over WWR COA Environmental Caltrans approved PES Mar 23. PS&E underway

Cathedral Canyon Bridge CC Construction Construction Started Summer 2020

Date Palm Bridge (Across WWR) CC Construction Completed

Dune Palms Bridge over WWR LQ Construction ROW began May 2018. Construction 2021

Frank Sinatra Bridge over WWR RM Construction In Final Design, Construction anticipated late 2020

South Palm Canyon Bridge over Tahquitz Creek PS PSE 95% Design Plan submitted for review. Right-of -Way acquisition is underway

East Palm Canyon Drive Bridge over Palm Canyon Wash PS PSE 100% Design Plan to be completed in Summer 2020. Right-of-Way moving forward

Indian Canyon (fr. Garnet to & Incl. RR Crossing) PS Construction ROW negotiations completed. City will advertise Fall 2020. Construction early 2021

Ramon Bridge Widening PS Construction Continuing ROW negotiations

Vista Chino Bridge over WWR PS PE Project is in PE phase. Extensive negotiations with SCE for utilty relocation

Interchange Preparation Fund Projects

Portola @ I-10 PD/COR Construction The final PA&ED approval completed. ROW on hold due to Union Pacific stalemate. 100% PS&E on-going

Golf Center Parkway @ I-10 Indio PSR PSR on hold.

Dillon Road @ I-10, SR86, WWR COA PSR Caltrans Approved Preliminary Envionmental Study on July 13, 2020

Jackson @ I-10 Indio PSR In Environmental PAED. Final Envionmental Document in October 2020.

Monroe @ I-10 Indio PSR In Environmental PAED. Final Enviornmental Document in October 2020.

COR-County of Riverside; RM-Rancho Mirage; IW-Indian Wells; PD-Palm Desert, PS-Palm Springs; CC-Cathedral City; COA-Coachella LQ-La Quinta;

PE = Preliminary Engineering; Env=Environmental; PSE=Plans, Specifications and Estimate; ROW=Right of Way; CON=Construction

COACHELLA VALLEY ASSOCIATION OF GOVERNMENTS

Regional Arterial Program - Project Status Report

9/16/2020

WORK LEAD CVAG CVAG CVAG COMMITTED

PROJECT DESCRIPTION ORDER NO. AGENCY AUTHORIZED EXPENDED FUNDS REMAINING

ARTERIAL LINKS

Regional Traffic Signal Synchronization 20100 CVAG 4,580,612 237,060 4,343,552

North Indian Canyon Drive Widening 30122 COR 3,591,000 2,042,252 1,548,748

Jefferson Street and Varner Road (North of Interstate 10) 30142 INDIO 4,500,000 1,611,754 2,888,246

Madison Street (fr. Avenue 52 to Indio Blvd.) 30194 INDIO 24,204,794 20,946,362 3,258,432

SR-111 (between Rubidoux St. & 760' west of Madison St.) 30197 INDIO 7,074,009 7,052,441 21,568

Date Palm Drive Impr. (I-10 and Varner Rd.) 30207 CC 2,337,000 464,134 1,872,866

Avenue 48 (bet. Jackson St. & Van Buren St.) 30237 COACHELLA 991,500 991,500 0

Avenue 48 (bet. Van Buren St. and Dillon Road) 30255 COR 450,000 446,846 3,154

Avenue 50 (bet. Calhoun St. & Harrison St.) 30253 COACHELLA 3,375,000 205,570 3,169,430

Avenue 50 (bet. SR86 and I-10) 30257 COACHELLA 1,365,000 745,952 619,048

Jackson Street Signal Improvements Project 30290 INDIO 2,655,900 2,609,049 46,851

Avenue 50 and Jackson Street Intersection Improvements 30320 INDIO 225,000 165,492 59,508

Washington St. & Fred Waring Drive Intersection Improvements 30455 LQ 1,395,555 135,798 1,259,757

Bicycle & Pedestrian Safety Program 30480 VARIOUS 10,482,884 3,751,959 6,730,925

CV Link CVAG 20,000,000 0 20,000,000

Portola Avenue (North of Gerald Ford Drive) PD 534,935 0 534,935 F

Varner Road (Intersection Impr. at Ramon Rd.) COR 1,164,000 0 1,164,000 F

Varner Road (fr. Ramon Rd. to Monterey Ave.) COR 1,870,758 0 1,870,758 F

Airport Blvd. (fr. Harrison St. to Highway 111) COR 7,898,603 0 7,898,603 F

Frank Sinatra Dr. Intersection @ Hwy. 111 RM 670,712 0 670,712 F

Monterey Ave. Widening (Dinah Shore to Gerald Ford) ($592,727) RM 770,034 0 770,034 F

Portola Avenue (Northwest of Fred Waring Drive) PD 600,000 0 600,000 F

Interchange Improvement (I-10 and Avenue 50) COACHELLA 1,875,000 1,875,000

Indian Canyon Drive (between Camino Parocela to Aleo Road) PS 1,500,000 1,500,000

Sub-Total - Arterial Links 104,112,296 41,406,168 62,706,128

BRIDGES

Cathedral Canyon Bridge 30076 CC 2,577,093 263,140 2,313,953

Date Palm Drive Bridge 30077 CC 1,608,925 1,277,163 331,762

Frank Sinatra Bridge over WWR 30088 RM 3,035,822 194,178 2,841,644

Ramon Road Bridge Widening 30218 PS 8,146,500 1,448,417 6,698,083

Indian Canyon (fr. Garnet to and incl. Railroad Crossing Bridge) 30235 PS 7,500,000 1,564,442 5,935,558

Avenue 50 Bridge 30243 COACHELLA 1,108,500 773,078 335,422

Avenue 56 Grade Separation 30247 COR 14,884,000 13,374,465 1,509,535

Avenue 66 Grade Separation 30248 COR 16,964,667 9,658,698 7,305,969

Avenue 44 Bridge 30308 INDIO 1,654,260 460,316 1,193,944

Vista Chino Drive Bridge 30355 PS 8,172,375 307,256 7,865,119

East Palm Canyon Drive Bridge (over Palm Canyon Wash) 30360 PS 1,109,611 66,171 1,043,440

South Palm Canyon Bridge (over Tahquitz Creek Channel) 30365 PS 788,850 101,203 687,647

Dune Palms Road Bridge 30445 LQ 3,369,000 1,864,819 1,504,181

Sub-Total - Bridges 70,919,603 31,353,346 39,566,256

INTERCHANGES

Portola / I-10 Interchange 30185 PD 54,075,000 1,888,878 52,186,122

Jefferson / I-10 Interchange 30192 COR 42,160,000 28,161,107 13,998,893

Interchange Preparation Fund 30199 VARIOUS 14,239,239 9,718,693 4,520,546

Avenue 50 / I-10 Interchange 30245 COACHELLA 2,300,768 2,300,768 0

Dillon Road/I10 Interchange & Dillon Road/SR86S Interchange COACHELLA 149,239 0 149,239

Sub-Total - Interchanges 112,924,246 42,069,446 70,854,800

GRAND TOTAL $287,956,144 $114,828,960 $173,127,184

F - Future reimbursements.


Regional Arterial Program - Contract Status Report

Report as at August 31, 2020ITEM 7c

JSTUECKLE

Typewritten Text

ITEM 7d

Lead CVAG Funded

Project Description Agency Design CON Through Status

Bike/Pedestrian Safety Projects

Palm Drive Signals and Lighting DHS Construction First Phase under construction. Balance pending ATP grant results.

Palm Canyon Intersection Pedestrian Enhancements PS Construction Construction underway.

S. Palm Canyon, E. Palm Canyon Improvements PS Construction Construction underway.

Indian Canyon Intersection Pedestrian Enhancements PS Construction Construction underway. Awaiting long-lead items.

Date Palm Sidewalk Gaps CC Construction Contract awarded. Awaiting long-lead items.

Calhoun Street Improvements Indio Construction Under construction.

Vista Chino Signals PS Construction Contract awarded. Awaiting long-lead items.

Dinah Shore Mid-Block Crossing CC Construction Contract awarded. Awaiting long-lead items.

Palm Canyon Crosswalks PS Construction Project completed.

Avenue 48 Bicycle Lanes Indio Construction Construction (striping) in March 2020, folded into ATP - Arts & Music Line

COR-County of Riverside; RM-Rancho Mirage; IW-Indian Wells; PD-Palm Desert, PS-Palm Springs; CC-Cathedral City; COA-Coachella; LQ-La Quinta; DHS-Desert Hot Springs

Lead Grant

Project Description Agency Design App Status

CV Link CVAG

Signal Synchronization CVAG

ATP - Arts & Music Line CVAG

ATP - DHS CV Link Extension DHS

ATP - Cathedral City Downtown Connectors CC

Under design.. ATP Cycle 5 application submitted on 9/15/2020.

Under design. Reimbursement Agreement approved 2/18/20. ATP Cycle 5 grant application submitted on 9/15/2020.

Under design. ATP Cycle 5 Grant Application submitted on 9/15/2020.


Bicycle/Pedestrian Safety Program - Project Status Report

9/16/2020

Segment 1 (13.47 miles) bids due 8/3/20; anticipated contract award on 10/19/20

Pilot project initiated. ROW Cert., DBE, PSE Checklist and RFA have been submitted to Caltrans.

ITEM 7e

ITEM 7f

Special Mtg

CVAG JURISDICTION JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY(JUN) JUN

Blythe - - ✓ - - ✓ ✓ ✓ ✓ * ✓ ✓

Cathedral City - - ✓ - - ✓ ✓ ✓ ✓ * ✓ ✓

Coachella - - ✓ - - ✓ ✓ ✓ ✓ * ✓ ✓

Desert Hot Springs - - - - ✓ ✓ ✓ ✓ * ✓ ✓

Indian Wells - - ✓ - - ✓ ✓ ✓ ✓ * ✓ ✓

Indio - - ✓ - - ✓ ✓ ✓ ✓ * ✓ ✓

La Quinta - - ✓ - - ✓ ✓ ✓ ✓ * ✓ ✓

Palm Desert - - ✓ - - ✓ ✓ ✓ ✓ * ✓ ✓

Palm Springs - - ✓ - - ✓ ✓ ✓ ✓ * ✓ ✓

Rancho Mirage - - ✓ - - ✓ * ✓ ✓

Riverside County - - ✓✓ - - ✓✓ ✓✓ ✓✓✓ * ✓✓ ✓✓

Agua Caliente Band of Cahuilla Indians - - - - ✓ ✓ ✓ * ✓ ✓

Cabazon Band of Mission Indians - - - - ✓ * ✓

Absent

No Meeting *

Scheduled Dark Month -

2019/2020 EXECUTIVE COMMITTEE ATTENDANCE ROSTER

ITEM 7g

Staff Report

Subject: CV Link Update Contact: Erica Felci, Assistant to the Executive Director ([email protected]) Recommendation: Information Background: At the June 1, 2020 meeting, the CVAG Transportation Committee recommended approval of Amendment No. 7 for a no-cost extension to the CV Link contract with Alta Planning and Design. As part of the discussion of this item, Indian Wells Mayor Ty Peabody asked that staff come back to the Committee with an update on the project’s budget. CVAG staff anticipates announcing a special meeting of the Transportation and Executive Committees to award a contract for the next phase of CV Link, and will present a budget update at that time. CVAG anticipates starting construction on nearly 20 miles of CV Link in 2020. The City of Palm Desert, working under a cooperative agreement with CVAG, has already awarded a $5.58 million contract with Granite Construction to build the on-street segments within the City. The remainder of this 2020 construction plan – including work in the Cities of Palm Springs, Palm Desert, La Quinta, Indio and Coachella – was put out to bid over the summer. CVAG received six bids by the August 10 submission deadline. The four lowest bids are very competitive in price, and CVAG staff is doing a robust review of the submittals. Because this construction involves state and federal funding, CVAG staff is also working with Caltrans to review the bids and present a recommendation. As soon as the review process is complete, CVAG will announce the meeting dates. The timing of the requested CV Link budget update will also be included in the cash flow analysis that the CVAG Executive Committee has directed staff to present. This will allow for a better understanding of the timing and financing of major regional transportation investments that are expected in the near term. Fiscal analysis: CV Link is funded by a variety of state, federal and local funding sources, including South Coast Air Quality Management District and the Desert Healthcare District/Foundation. The 2020 construction plans will utilize various funding sources, including the $29.447 million from the Active Transportation Program and the State Transportation Improvement Program that the California Transportation Commission released in January 2020.


ITEM 7h

Staff Report Subject: Letter outlining the Planned Scope and Timing of the Audit for Fiscal Year

Ended June 30, 2020, pursuant to Statements on Auditing Standards No. 114 (SAS 114)

Contact: Gary Leong, Deputy Executive Director ([email protected]) Recommendation: Information Background: The American Institute of Certified Public Accountants (AICPA) issued Statements on Auditing Standards No. 114 (SAS 114) to increase the effectiveness of two-way communication between independent auditors and their clients. SAS 114 provides a framework for the auditor’s communication with those charged with governance and identifies some specific matters to be communicated. In particular, the auditor must communicate matters related to the financial statement audit that are, in the auditor’s professional judgment, significant and relevant to the responsibilities of those charged with governance. The principal purposes of communication with those charged with governance are to:

1) Communicate clearly the responsibilities of the auditor in relation to the financial statement audit and an overview of the scope and timing of the audit;

2) Obtain information relevant to the audit; and, 3) Provide timely observations arising from the audit that are relevant to the responsibilities

in overseeing the financial reporting process. The attached letter outlines the planned scope and timing of the audit, and satisfies the requirements set forth in SAS 114. Fiscal Analysis: No fiscal impact. Attachment:

1. Letter from Lance, Soll & Lunghard, LLP re: Audit Scope & Timing


July 27, 2020

To the Executive Committee Coachella Valley Association of Governments Palm Desert, California We are engaged to audit the financial statements of the governmental activities, each major fund, and the aggregate remaining fund information of the Coachella Valley Association of Governments (“CVAG”) for the year ended J u n e 30, 2020. In addition, we were engaged to perform the Single Audit for the year ended June 30, 2020. Professional standards require that we provide you with the following information related to our audit. We would also appreciate the opportunity to meet with you to discuss this information further since a two-way dialogue can provide valuable information for the audit process.

Our Responsibilities under U.S. Generally Accepted Auditing Standards, Government Auditing Standards and the Uniform Guidance.

As stated in our engagement letter dated July 27, 2020, our responsibility, as described by professional standards, is to express opinions about whether the financial statements prepared by management with your oversight are fairly presented, in all material respects, in conformity with U.S. generally accepted accounting principles. Our audit of the financial statements does not relieve you or management of your responsibilities. In planning and performing our audit, we will consider CVAG’s internal control over financial reporting in order to determine our auditing procedures for the purpose of expressing our opinions on the financial statements and not to provide assurance on the internal control over financial reporting. We will also consider internal control over compliance with requirements that could have a direct and material effect on a major federal program in order to determine our auditing procedures for the purpose of expressing our opinion on compliance and to test and report on internal control over compliance in accordance with the Uniform Guidance. As part of obtaining reasonable assurance about whether CVAG’s financial statements are free of material misstatement, we will perform tests of its compliance with certain provisions of laws, regulations, contracts, and grants. However, providing an opinion on compliance with those provisions is not an objective of our audit. Also in accordance with the Uniform Guidance, we will examine, on a test basis, evidence about CVAG’s compliance with the types of compliance requirements described in the U.S. Office of Management and Budget (OMB) Compliance Supplement applicable to each of its major federal programs for the purpose of expressing an opinion on CVAG’s compliance with those requirements. While our audit will provide a reasonable basis for our opinion, it will not provide a legal determination on CVAG’s compliance with those requirements. Generally accepted accounting principles provide for certain required supplementary information (RSI) to supplement the basic financial statements. Our responsibility with respect to the management’s discussion and analysis, the budgetary comparison schedules for the general fund and each major special revenue fund, the schedule of proportionate share of the net pension liability, and the schedule of plan contributions which supplement(s) the basic financial statements, is to apply certain limited procedures in accordance with generally accepted auditing standards. However, the RSI will not be audited and, because the limited procedures do not provide us with sufficient evidence to express an opinion or provide any assurance, we will not express an opinion or provide any assurance on the RSI.

203 N. Brea Blvd., Suite 203 Brea, CA 92821 Lance, Soll & Lunghard, LLP Phone: 714.672.0022

To the Executive Committee Coachella Valley Association of Governments Palm Desert, California

We have been engaged to report on the combining and individual fund statements and schedules, which accompany the financial statements but are not RSI. Our responsibility for this supplementary information, as described by professional standards, is to evaluate the presentation of the supplementary information in relation to the financial statements as a whole and to report on whether the supplementary information is fairly stated, in all material respects, in relation to the financial statements as a whole.

Planned Scope, Timing of the Audit, and Other An audit includes examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements; therefore, our audit will involve judgment about the number of transactions to be examined and the areas to be tested. Our audit will include obtaining an understanding of the entity and its environment, including internal control, sufficient to assess the risks of material misstatement of the financial statements and to design the nature, timing, and extent of further audit procedures. Material misstatements may result from (1) errors, (2) fraudulent financial reporting, (3) misappropriation of assets, or (4) violations of laws or governmental regulations that are attributable to the entity or to acts by management or employees acting on behalf of the entity. We will generally communicate our significant findings at the conclusion of the audit. However, some matters could be communicated sooner, particularly if significant difficulties are encountered during the audit where assistance is needed to overcome the difficulties or if the difficulties may lead to a modified opinion. We will also communicate any internal control related matters that are required to be communicated under professional standards.

We expect to begin our audit on approximately November 9, 2020 and issue our report on approximately December 31, 2020. Richard Kikuchi, CPA, is the engagement partner and is responsible for supervising the engagement and signing the report or authorizing another individual to sign it.

This information is intended solely for the use of the Executive Committee and management of t h e Coachella Valley Association of Governments and is not intended to be, and should not be, used by anyone other than these specified parties. Very truly yours,

ITEM 7i

37835 Other PACE providers have interest rate ranges from 5.99%-10.98%

963 Updated for September 10, 2020JOBS CREATED:

CARS REMOVED FROM ROAD:

CVAG PACE REPORTBlythe, $1,778,431

Cathedral City, $16,207,913 Coachella, $5,066,972

Desert Hot Springs, $8,533,008

Indian Wells, $3,207,680

Indio, $14,214,185

La Quinta, $8,095,315

Palm Desert, $16,533,863

Palm Springs, $16,489,207

Rancho Mirage, $7,457,397

Riverside County Cities:$8,352,961

PACE Funding by

City

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

8.00%

9.00%

10.00%

JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC

PACE Interest Rates

Ygrene 5 YR HERO 5 YR HERO 20 YR Ygrene 20 YR.

$- $5,000,000

$10,000,000 $15,000,000 $20,000,000 $25,000,000 $30,000,000 $35,000,000 $40,000,000 $45,000,000 $50,000,000

Completed Projects

Funded Amounts

PACE Provider

Comparison

ITEM 7j

Staff Report

Subject: Project Homekey Update Contact: Tom Cox, Management Analyst ([email protected]) Recommendation: Information Background: Governor Newsom launched Project Homekey to allocate CARES Act funding for the purpose of hotel, motel or apartment acquisition and rehabilitation to increase the supply of permanent housing for California’s homeless residents. The State has allocated certain amounts based on geographic regions. Riverside County is included with the Counties of Orange, San Bernardino, Ventura and Imperial for a combined allocation of $55 million. This summer, the County of Riverside’s Housing, Homeless Solutions and Workforce Development Department was actively looking at sites across the County and has identified three potential sites in the City of Palm Springs. The Palm Springs City Council held a special meeting in early August to consider the County’s request to move forward in acquiring one of the sites and request for an allocation of $3 million from the $10 million HHAP grant the City previously received. On August 5, 2020, the CVAG Homelessness Committee held a special meeting to get an update on the application. At the meeting, the Homelessness Committee expressed support for the County’s Project Homekey proposal. The Homelessness Committee members discussed how to memorialize valleywide support, but the CVAG Executive Committee would not be meeting before the grant deadline. Therefore, the Homelessness Committee unanimously voted to have the Executive Director and the Homelessness Committee Chair work on a letter of support from the Homelessness Committee that could be submitted to the state with the county’s Project Homekey Proposal. The Palm Springs Council unanimously approved the County’s request to allocate the $3 million. On September 1, 2020 the Riverside County Board of Supervisors also unanimously approved the Project Homekey Project and passed the needed resolutions to accept the funding, if awarded.

Fiscal Analysis: There is no fiscal impact to CVAG for this funding application. Project Homekey presents a unique opportunity to leverage City, County, and State funds for permanent solutions to housing. The timeline for this program is very tight, with all funds needing to be expended by December 31, 2020.


Item 7k

Staff Report Subject: Agreed Upon Procedures auditing services for CV Housing First Contact: Gary Leong, Deputy Executive Director ([email protected])

RECOMMENDATION: Information BACKGROUND: The Executive Committee established the Audit Committee on April 30, 2018, and it was later renamed to the Finance Committee on September 30, 2019 due to the expansion of the Committee’s tasks. The Finance Committee consists of 3 Councilmembers and 3 City Managers/Finance Directors with a three-year rotation. One of the roles of the Finance Committee is that it may recommend that the auditors review a particular CVAG project each fiscal year. In FY2018/19, the Finance Committee recommended a focus on the Measure A program. For FY2019/20, the Finance Committee has recommended that the auditors review the CV Housing First program, which provides regional services for homeless families and individuals. Staff has discussed this recommendation with CVAG’s current auditors, Lance, Soll & Lunghard, LLP (LSL). LSL has prepared an Agreed Upon Procedures (AUP) auditing services and it is attached. The AUP was reviewed and approved by the Finance Committee on August 11, 2020. The work will be performed concurrently with CVAG’s FY2019/20 financial audit. The audit fieldwork is scheduled between November 9-20, 2020. The results of the AUP auditing services for the CV Housing First is expected to be presented to the Executive Committee by February 2021. FISCAL ANALYSIS: LSL has quoted an audit fee of $3,500 for the AUP auditing services. This is the same amount charged when LSL performed last year’s AUP auditing services on the Measure A program. This amount is also within the budget approved by the Executive Committee for additional work of this nature. Attachment: LSL Agreed Upon Procedures auditing services


August 3, 2020

Mr. Gary Leong, CPA Deputy Executive Director/Admin. Services Coachella Valley Association of Governments Dear Mr. Leong,

We are pleased to provide you with this quote for Agreed-Upon Procedures at the request of management and the Finance Committee, to assist the Coachella Valley Association of Government (“CVAG”) by providing additional procedures over the Homeless program. We would propose the following procedures be applied to the Homeless program:

Drawing a sample of expenditures out of the Homeless fund. Examining the supporting invoices and other supporting detail for the sampled expenditures. Verifying that the costs included on the invoices support the goal of the Homeless program. Providing schedules and analysis on how the Homeless funding spent by CVAG is being utilized

by the not-for-profit entity administering the program. Other procedures suggested by management or the Finance Committee.

If given the opportunity to perform these procedures, or other procedures requested by management or the Finance Committee, we will perform the procedures concurrently with CVAG’s financial audit and issue a separate letter detailing our procedures and findings and any schedules or exhibits specific for these procedures.

We estimate that our fees for these services will be $3,500.

LSL CPAs looks forward to providing quality services to CVAG. Please sign below to acknowledge your acceptance of this agreement and return to my attention. Should you or any other representative of CVAG have additional questions regarding this agreement, please do not hesitate to contact Richard K. Kikuchi, Managing Partner, at (714) 672-0022.

Very truly yours,

________________________________________ Signature __________ Date

203 N. Brea Blvd., Suite 203 Brea, CA 92821 Lance, Soll & Lunghard, LLP Phone: 714.672.0022